On December 10, 2008 an experience you will never forget will unfold at the International Maintenance Conference.

This experience is called "THE AWAKENING". Unlike anything you have experienced before this will be an experience you will desire to share with your company when you return because they will not believe you.

It will not be possible to take notes or explain your words the experience however you will have the desire to share your experience so be warned ahead of time.  IMC will record the video for web playback to allow others to experience some of what you will see and hear.

 Do not miss the Reliability Experience of your lifetime which will "Awaken" your mind and your staff as to the direction for success. You will receive the DNA Code of Reliability and finally be given the common thread between the most successful companies in the world who operate with high reliability at a low cost.

This is your one chance to see, hear, and awaken to the reality you must change and stop trying to resolve reliability issues with reliability engineering tools and practices, managing with data that drives the wrong behaviors which have not provided the ultimate results. You will leave this session with new energy, drive, and focus, along with one awesome reliability plan as what to do to "Awaken" your organization. 

WARNING: "THE AWAKING" IS NOT RECOMMENDED FOR PEOPLE WHO HAVE A WEAK HEART OR ARE NOT "OPEN MINDED" AND CANNOT ACCEPT THE "FACTS".

Paper 02
Reliability Excellence and Leadership (REAL) by Brendon Russ, Reliability Engineer, Southern Gardens Citrus and Gary Thomas, Performance Consulting Associates, Inc.

Southern Gardens Citrus is the world's largest supplier of 100 percent pure Florida not-from-concentrate orange juice to private label industry and major brands. We used our CMMS conversion to strengthen work processes, MRO materials, and ultimately reliability.

Prior to the implementation: there were no failure, delay, or repair codes; feedback from the craftsmen was limited or vague; no asset criticality; BOM’s weren’t maintained; planners were responsible for scheduling, purchasing, expediting, accounting, and emergency work; PM’s weren’t reviewed; stores department wasn’t cycle counting; PdM equipment wasn’t utilized. Although Root Cause was rarely performed, no records were kept.

The goal of the Reliability Excellence and Leadership (REAL) program is more reliable equipment, reduced repeat failures, safer operations, and become proactive in identifying equipment problems.

The foundation of the REAL program is:

Work Identification & Control Process: Methods to identify, screen, approve, and communicate the new maintenance work, activities associated with new work, and the work order backlog.

MRO/Stores Materials Management: To ensure correct quantity, parts, location, time, condition, and lowest overall cost.

Reliability Focused Operations: To create/assign Asset Criticality, PM Optimization, ODR initiatives, PdM Improvements, Failure Analysis, and Precision Maintenance.

The purpose of this presentation is to review improvements since implementation.

Paper 03
A Case Study About Understanding the Complete P-F Curve by Phil Pinkston, Reliability Engineer, Cargill Memphis and Doug Plucknette, Allied Reliability

After reading the article “Expanding the Curve” in Uptime Magazine, Phil Pinkston of Cargill’s Memphis corn milling facility began thinking of how he could apply what he learned from the article. As a vibration analyst and Reliability Engineer, Phil will show real life examples of how Cargill has eliminated the “Saw Tooth P-F Curve” and has had drastic increases in the “I-P Interval” by eliminating failure modes that caused potential failures.

Paper 04
Bearing Repair Provides Valuable Alternative To Bearing Replacement For Heavy Industries by David White, General Manager, Timken Industrial Services

When a bearing is damaged, it often is removed from service and replaced before it reaches its full, useful and economical life. Advancements in bearing design, material, bearing maintenance and repair methods have greatly improved the potential for and popularity of bearing repair as an effective way to extend the life of the bearing.

A quality repair program also can address the challenge of determining if and when a bearing can be repaired. Regardless of original manufacturer, a wide range of services/methods are available to address the needs of all bearing types

A repaired bearing, depending on the required level of repair, can be returned to like-new specifications in one third the time and at a savings of up to 60 percent off the cost of a new bearing. Furthermore, experience has shown that a successfully repaired bearing can run a life cycle comparable to that of the first cycle of the bearing. Growing popularity of repair programs in heavy industries shows an increased understanding of the significant value, both in time and cost, compared to replacing bearings.

Paper 05
Building Effective PM Tasks by Steve Turner, OMCS

Paper 06
Don’t Let the Economy Be an Excuse for Poor Performance by Dave Bertolini, Managing Principal, People and Processes, Inc.

Coupled with a down housing market, slowing economy, and the desire for continuous improvement, Rayonier Wood Products partnered with People and Processes, Inc. to implement the Best Practices at their Eatonton, Georgia sawmill facility. Very quickly into the project the realization of the need for accurate maintenance data and history became apparent to all at the site, as did the short comings of the existing MP-2 implementation. As part of the larger Best Practices implementation project, the Eatonton site re-implemented Infor’s MP-2 computerized maintenance management system within the mill. A re-implementation plan was developed with heavy emphasis on People and Processes, Inc. providing the guidance and necessary training, and empowering the site employees to make the tool function for site utilization. Leveraging the successes of the Eatonton Best Practices implementation, Rayonier chose to implement MP-2 at the remaining Baxley and Swainsboro sawmill facilities in an enterprise manner.

Join some of the team members to learn firsthand the experiences and lessons learned from this successful journey. Drill down to see how site employees were involved as task team members charged with implementing the CMMS tool correctly and educating their peers on CMMS usage. Understand the discussions and learning’s from equipment versus parts in establishing the equipment hierarchy, determining equipment criticality assignments, integrating materials management, harmonizing accounting practices, maintenance work types, and other facets of the CMMS implementation. Come experience the journey.

Paper 07
The Journey To Improve Business Performance by Steve Thomas, Author Change Management for Maintenance and Reliability Professionals  and The Journey

Todd Bradley doesn’t have it easy.  As maintenance manager for the American Tractium Company’s eastern plant he is faced with serious problems on a multitude of levels.  He is trying to make an unreliable operation reliable.  He is working against the directives of short sighted leaders who think that all you need to do is to fix only what breaks and fix it fast.  To make matters even worse his company is threatened with serious marketplace issues that could spell disaster.  Join Todd as he discusses his journey to improved performance.   Learn from Todd’s experiences because his problems are not unique and the solutions can be universally applied.

Paper 08
Level of Planning Detail by Robert J Doherty, CMRP, US Sugar Corporation

When implementing a Planner/Scheduler – Work Control system, you hear the same thing from most companies, “Our tradespersons are very experienced and very capable.” You also hear, “We do not want to insult the intelligence of our tradespersons with petty details.” If this statement is true, then why are 70% of equipment breakdowns self-induced? Something is wrong with the process, not the people.

If planning and scheduling is to be efficient and effective, there must be clearly defined guidelines on how much detailed planning is really necessary. The goal of planning is delay avoidance. There are many factors that affect how the level of detail is determined.

With all these factors staring companies in the face, the simple answer is “Plan for the New Guy”. The goal is knowledge transfer from the heads of individuals, whether they are planners, supervisors, or tradespersons into a common repository or job library for all to use now and in the future.

In this presentation, the “Level of Detail” for planned work will be discussed. Included will be some very useful tools and ideas to assist the maintenance planner improving their estimating ability.

Paper 11
“The 7 Habits of a Highly Effective Maintenance Organization” by Paul Swatkowski, MRG

A “Request for Use” form has been submitted to the Franklin Covey Institute and permission to use Doctor Covey’s copyrighted material has been granted. They’ve requested that in the title, the numeral “7” be used rather than the word “Seven”.

“The 7 Habits of a Highly Effective Maintenance Organization” Is a 45 minute presentation directly related to the teachings of Doctor Steven Covey’s landmark book “The 7 Habits of Highly Effective People” and how those habits relate to the Maintenance field.

These 7 habits are built on fundamental principles which helps ensure their implementation is successful. Employees and management see the “win-win” to everyone in the organization. This presentation is intended to encourage Maintenance Organizations on internalizing these habits in order to develop an organization that is “Proactive” rather than “Reactive.” Proactive organizations have less stress, and less cost internally, and are viewed as better suppliers of services by their customers, than reactive organizations.

They will see how and why they should “Plan” in advance, with always keeping an eye towards the type of organization they want to be. In Habit 3 they will see how they can develop the necessary steps to implement that plan and what is necessary to ensure that the plan gets followed. Habit 3 also focuses on “doing the right work” and how to avoid time-wasting unimportant activities. In Habit 4 Participants will learn the importance of communicating with each other to ensure that their actions not only not hurt other parts of their organizations, but actually work toward their mutual benefit. The results of practicing Habit 4 is the building of trust across the organization. One habit – Synergy - will focus on how to build on each other’s skills, and to avoid compromise. In compromise, one party doesn’t get what they want or need. With Synergy the sum is greater than the whole. The final Habit “Sharpening the Saw” shows how to utilize education and training in a sensible and effective manner to the benefit of everyone. It will be shown how these 7 Habits can be used individually and collectively, to lead your organization to world class performance.

Five things that will be learned:

1) How and Why organizations should be Proactive

2) How and what to plan for

3) How to decide which activities to focus on

4) How communicating and working together create a virtuous upward spiral

5) How to get the most out of dollars spent in all areas of Maintenance

Of the subject areas addressed by the Society of Maintenance and Reliability Professionals, this presentation covers aspects of both “Business Management” and “People Skills”

Paper 12
How did we get to where we are by Joe Lynch, Senior Maintenance Supervisor, CPMM, Madison Metropolitan Sewerage District

The Madison Metropolitan Sewerage District (MMSD) was created in 1930 by state statute to protect community health and the environment in the region of lakes and streams that comprise the Upper Yahara River Watershed.  MMSD now serves almost 300,000 people in the cities, towns, and villages in the Greater Madison/Dane County area.  Wastewater treatment for the entire District is performed at the Nine Springs Wastewater Treatment Plant 24/7-365 days a year.  

The Maintenance & Operations staff consists of fifty-two workers responsible for maintaining the Nine Springs Plant, 137 miles interceptor collections sewers and sixty pumping stations which convey an average 43 mgd of wastewater from over forty municipal customers to the Nine Springs Wastewater Treatment Plant. 

In 1997 MMSD installed a CMMS/EAM program.  We now have ten years of data being applied for more efficient and cost-effective operations District-wide.

In my presentation “How we got to where were at,” I will discuss:

• Hierarchy – How we created it, import it, and use it now.
• Work/Asset Management – Workflows, Work Orders, and Responsibilities.
• Scheduling – The tool we created to schedule.
• Reports – Evaluating the data.
• KPI’s. – What is important to us?

There will be a power point outline, however, most of my presentation will be the actual program, WBS Chart, the scheduling tool we created, and Access reports we have created. This will allow me to present the actual assets, structures, data, and run the programs we use here at MMSD.  

The presentation touches on the highlights of our programs to show users the power of our EAM/CMMS for both management and the hands-on employee.

A large percentage of maintenance and reliability professionals are focused on making maintenance practices better by launching into Reliability Centered Maintenance (often without Operations support), Root Cause Analysis (when a good dose of 5 Whys & standard work would do), Six Sigma (before production processes are stable), better planning and scheduling (for “un-plannable” work) etc...

The result: doing more efficiently a great deal of unnecessary work.

Join Reliability Master and Author Ron Moore for a conversation about a better way to focus and align your efforts.

Paper 14
Implementing a Multi-Site Engineered Maintenance Plan by Mark Gilbertson, Director of Asset Management, Rio Tinto Energy Americas and Tom Moriarty, PE, CMRP,President of Alidade MER, Inc.

This paper describes the approach used by Rio Tinto Energy Americas to revamp the Komatsu 830E 240 ton haul truck maintenance plans. RTEA has five mine sites spread over 500 miles from the Powder River Basin of Wyoming to the Western Slope of the Colorado Rockies, with 140 haul trucks among those sites. These are large, off-road trucks with replacement values in the range of $3mm each. The best practice for initiating or modifying a maintenance program is to use a systematic process such as Failure Modes and Effects Analysis (FMEA). Combining FMEA with criticality (severity) and probability of failures provides a means to prioritize where maintenance resources can be best applied. Planned Maintenance Optimization (PMO) is used to define maintenance tasks for the highest priority failure causes.

The project used a systematic approach, combined with a cross –functional team of experts that were able to gain support. Having the maintenance plans defined does not ensure the tasks will be carried out, and geographic challenges must be dealt with, as well as issues with direction coming from somewhere outside the property. Site maintenance managers and experienced maintainers must be viewed as stakeholders in rolling out maintenance plans. A cross functional team approach increased mine site buy-in and resulted in common planned maintenance tasks across multiple sites.
 

Paper 15
“Root Camp” How an airline trains technicians in Root Cause Analysis techniques by Bill Brinkley AP/IA/AME, Manager of Reliability and Development, USAirways Express / Piedmont Airlines

In the course of my duties as Manager of Reliability and Development for a major airline, I analyze a lot of things. I analyze vendor and internal department performance as well as the performance of maintenance stations. I also analyze how our aircraft are operating. In addition, I analyze what went wrong, and more importantly, why it went wrong. The “root cause” of what happened.

This is done with the goal of preventing similar things from happening again. What I want to know is what it is about the way we do business that resulted in the adverse consequences. I need to know this so that we can learn from it and make changes in behaviors and conditions. Not so much who caused the problem, but what exists in the system that allowed the problem to occur.

Of course, we correct the individuals involved and advise all other concerned personnel, but doing that is not long-lasting because it is nothing more than addressing symptoms. If that is all we do, we know the personnel involved and others to follow are fully capable of repeating the same mistakes.

On one hand, when something goes wrong it is true that "someone did it!" On the other hand, people always do things "for reasons." We need to know the reasons, but we also need to hold people accountable. We want to know what it is about the way we do business that resulted in them taking the actions they took so that we can learn from it and subsequently make changes.

Fixing things, cleaning up, removing, reworking, redesigning, modifying, and fortifying are not prevention and control steps. They are correction steps. These actions may be a result of prevention steps, but they themselves are not prevention steps. Prevention has to do with WHY the design was inadequate, WHY the machine needs repair, WHY cleanup is necessary.

Our employees, as part of their required training, go through “Root Camp”, a course designed to teach them to recognize and identify the true root cause of problems. They learn to find the ‘real’ root cause of a problem, and how to know that they have actually determined the ‘real’ root cause.

Paper 16
The Building Blocks to a Successful Lubrication Analysis Program by Brian Thorp, Seminole Electric

Ever wondered what works, what doesn't, what should I be testing for, am I using the right type of oil, and the questions go on and on.

Join this session as we discuss topics on oil selection and why, proper oil storage, and preferred distribution methods. Different types of filtration and breathers, their applications, and the advantages and disadvantages of these. The importance of correct oil levels, both high and low, and different types of sight glasses for checking these levels. Why do we do oil analysis, what to test for, what can be gained from the tests and how to get the most from the information of your tests. Finally, CBM (condition based maintenance) from your oil analysis. With the ever increasing costs of lubrication products why not get the most out of them? Do you really need to change that oil every six months? Just because it's been done that way for years, or the OEM manual that hasn't been updated in twenty years says to do it that way, does it really need to be done?

Learn how to get the most bang for your buck, while helping to preserve a valuable resource and reduce disposal and waste. Why not start something that will help reduce your operating costs, while increasing the reliability of your equipment and leave the world a better place for our children's, children.

Paper 17
Immeasurable Success! By Jeff Smith, CMRP, Reliability Laboratory

Why do some implementations fail? What are the barriers to success that seem to repeat themselves with each new initiative? What is required to deliver successful reliability improvements regardless of the solution utilized? With a history of failed initiatives why should anyone buy into the next solution? We manage by measurements but what is the unit of measure for leadership?

Managers accomplish goals but leaders influence behavior. How do we become leaders regardless of personality type? As a leader how do we establish and keep our credibility?

What are the common traps leaders fall into? How do we ingrain sustainability?

In this presentation we explore the human side of cultural change, delving into the things you cannot put numbers around that ultimately insure your success or failure. By discussing how we as change agents affect the immeasurable human element by the example we set as individuals. By differentiating management and leadership we will explore how effective leaders communicate and drive industrial evolution!

Paper 18
A Vision of Enterprise Reliability by Dennis Belanger; VP Business Development, MRG

What is the ultimate vision for Enterprise Reliability?  If you’re like me, occasionally you find yourself drifting off into a day dream.  One of the recurring day dreams I’ve been having for the last 10 years is around this questions.  I often lapse into deep thought around how is all of this reliability and maintenance “stuff” supposed to work and what would an organization have to do to really “make it hum”!

This paper and presentation will explore this question and others in an attempt to paint a picture of what it takes to have the ultimate Reliable Enterprise.  Some of the questions that will be discussed are:

•     What would the organization look like? 

•     How would it behave?

•     What skills would it require?

•     What would the systems look like?

•     What type of results would it achieve?

•     How would it measure performance?

•     How would they get there from where they are?

•     What are the key enablers?

•     How would they sustain the results?

•     How would they change the culture?

•     What needs to be different?

This presentation will be of interest to people who need to create and drive change in their organization, those who are responsible for establishing the business strategies for their company, those who have responsibility for business results, company visionaries and daydreamers!

Paper 19
Maintenance Leadership Greatness by Joel Levitt, Author Lean Maintenance

Greatness in maintenance leadership depends in a large part on how maintenance is viewed behind the scenes in your firm and your industry.

Unfortunately the (behind the scenes) view in most companies does not support maintenance greatness.

To compound the problem we have come to secretly believe their view. In this short talk, Joel Levitt will first distinguish the view, then introduce a new view and finally provide a roadmap to maintenance leadership greatness.

Paper 20
Asset Management System Standard  for Suncor Firebag Project by Sridhar Ramakrishnan, Lead  Planner, Suncor Energy Inc.

Whenever any new operational facility is conceived, designed and built, the Maintenance and Reliability aspects for the new assets are generally allocated lower priority compared to the Engineering, Procurement and Construction aspects. As a result, when the new facilities are handed over to the site Operations and Maintenance teams, they tend to remain in reactive, fire-fighting mode due to the demands of a newly commissioned facility.

Our SAGD project’s first two stages (phases) were commissioned and handed over to site O&M teams with the idea that the detailed maintenance and spare parts plans would be developed subsequent to the plants starting up.

But, for our expansion of SAGD facilities, we adopted a proactive approach. We came up with an Asset Management System Standard that clearly spells out everything that has to be accomplished for all the new maintenance significant equipment, using Suncor’s CMMS system (SAP R/3). Our AMS Standard addresses the requirements by identifying the three core pillars of the AMS – Creation of Functional Locations, Spares and Bills of Materials, and Development of Maintenance Programs. This Standard is supported by a Spare Parts Plan that addresses all the requirements of spare parts management.

Therefore, by implementing our AMS Standard before mechanical completion of our new facilities, we hope to ensure higher safety and productivity, higher equipment uptime, and eventually minimize the total life cycle cost of our assets.

Paper 21
If People Are Our Greatest Asset, Why Are We Still Allowing Them to Get Hurt?
by Bart Jones, Director, Facilities O&M, Arnold Engineering Development Center/ATA

Caution! This is not just another Safety Briefing that will flood you with statistics of past incidents and the reactive approach people have taken to prevent that same incident again. If 9 out of 10 injuries are occurring in a "safe" environment, something has got to be done differently. This is a study/discussion of how to radically change the way you approach Safety by influencing the culture of your overall workforce. In turn, you'll understand how we can affect not only our site safety and reliability performance but also our personal families, the community and beyond.

Paper 22
Standards For Condition Monitoring and Diagnostics of Machines by Kenneth J. Culverson, Senior Reliability Engineer, Shaw Industries, Inc.

The development of standards for the field of condition monitoring and diagnostics of machines is a relatively recent evolution. The first plenary session of the sub-committee dedicated to the field was held in 1994. Most of the early effort was accomplished by academics and practitioners who cared deeply about the subject matter. From the initial stumbles in the effort to take a blank slate and write standards, the subcommittee has matured and grown in the world of standardization.

Several standards have been published to date and many more are in preparation. This paper will discuss the current status of ISO standards development for condition monitoring and diagnostics of machines including the current work program of the sub-committee. The paper will also attempt to clear the air around the sometimes conflicting information being placed on the web about "ISO Certification". The ISO 18436 series of documents are a comprehensive approach to the process of training, qualification and assessment. None of the technology related documents, i.e., vibration, thermography, etc. are complete without the two general documents in the series, ISO 18436-1 concerning the certification process and ISO 18436-3 which addresses training organizations.

Paper 23
Predictive Maintenance (PdM) Integration for Capturing Significant Energy Savings by Dale P. Smith, CMRP, Predictive Service Corporation

All facilities lose energy dollars through overheated electrical distribution systems, overloaded and misaligned rotating assets as well as losing expensive compressed air and steam through leaking pipes/fittings. Couple this with the increasing pressures of global competition, thinning workforce, and budget constraints are forcing us to improve equipment reliability by fully leveraging PdM technologies.

This session focuses on how the successful integration of standard predictive maintenance (PdM)

technologies along with centralized reporting can capture significant energy savings and simplify ROI calculations. . .and oh yeah, we will derive some safety, reliability and enhanced facility capacity.

Paper 24
Implementation of Computerized Maintenance Management System: A Johnson & Johnson Case Study by Sammy Seifeddine, ABB and key project member from Johnson & Johnson

To position its business processes and operational culture for Lean Manufacturing, life sciences manufacturer Global Biological Supply Chain, LLC (a wholly-owned subsidiary of Johnson & Johnson) undertook the implementation of a world-class Computerized Maintenance Management System (CMMS). GBSC used SAP technology to replace a legacy system that was no longer supporting its manufacturing, reliability, IT or compliance strategies. Learn how ABB Reliability Services successfully managed the program, from blueprinting through implementation and training.

Paper 25
Measuring Empowerment of the Workforce Through Socio-Technical Network Theory by Winston Ledet, Founder, The Manufacturing Game

The basic job of the people in a capital intensive manufacturing organization is to tend to the machines that produce the product. The question is how do we empower people to in fact do that? In large organizations very seldom can this job be accomplished by individuals alone. The people who have been very successful at achieving this have found ways to empower the workers to provide the proper care for the equipment. I propose a means for measuring this empowerment using socio-technical network theory.

People generally agree that you get things done in a large organization through the connections that you have with other people. Research in the 1970’s showed that the connections that count in these large organizations are the ones that are directly connected to the work itself. There are tools today to measure the degree of connectivity within an organization. Using these tools we have been able to depict the strong effect cross functional teams have in creating these networks. We would like to explore the use of these tools to explain why some people succeed with programs like TPM, Six Sigma, Defect Elimination and Quality Circles while others do not.

Paper 26
Maintenance Excellence Case Study, Domtar Espanola: Achieving a 5% Improvement in Mill Efficiency Through Improved Equipment Reliability by Gary Clackett, Director of General Services, Domtar Espanola and Al Weber, Ivara Corporation

Domtar Inc. is a leading pulp and paper company and is one of the largest producers of uncoated free sheet paper in North America.  The company was actively seeking areas for business improvement that would allow it to continue its industry leadership in the increasingly competitive pulp and paper marketplace. The company determined that it had a significant opportunity to improve return on its largest investment – its paper-producing mills. 

In this informative case study, Domtar’s Director of General Services, Gary Clackett will discuss the company’s transition from a reactive, time-based maintenance approach to a proactive reliability-focused approach to asset care.  Gary will highlight how the following resulting performance improvements were realized and sustained: 

•           Improvement in pulp mill efficiency: 5% in 3 years

•           Improvement in Maintenance spending: 15%

•           Improvement in Pulp Mill uptime: 5%

•           Reduction in Paper Mill mechanical downtime: 1%

•           Maintenance overtime improvement: 7% 

Learn first hand how one organization successfully aligned maintenance with the greater aims of the company – improved operational and financial performance.

Paper 27
Launching a Maintenance Leadership Revolution by Paul Dufresne, CMRP, CPMM, Senior Reliability Consultant, Trico Corporation

What is the difference between leadership and management? This presentation will go where no other has gone before in identifying the traits and characteristics we must have in the maintenance management field to launch a successful leadership revolution. I will go into detail on how to accomplish this feat without boring you with statistical details and mundane jargon. Ask yourself do you want to be a manager or do you want to become a maintenance leader, anyone can be a manager but do you have what it takes to become a maintenance leader in your organization.

Paper 28
Using modern DSP technology and superspectra to speed up vibration data collection by Tom Murphy, Reliability Team Limited

When collecting vibration data, we normally will end up taking multiple measurements sequentially at a point in order to provide the low frequency information that we require and then separately the high frequency information.

The reason we do this is because there is a limit to the frequency resolution we can achieve. Normally this would be 6,400 or perhaps 12,800 lines with an additional trade-off in speed in terms of the time taken to process and calculate such large spectra.

The application of some new technology means that measurements with 25,600 or even more lines of resolution can now be made without a significant loss in processing time.

This technology reduces the time taken to perform route-based measurements which remains one of the largest complaints about routine vibration data collection.

Paper 29
Revisiting Reliability Centered Maintenance by Jack R. Nicholas, Jr., P.E., CMRP

Periodically – every 5 to 10 years – you should review the task selection step of your Reliability Centered Maintenance-based (RCM-based) analysis efforts to determine if the decisions made earlier still make sense or if unneeded tasks have been added – or remain in effect for no justifiable reason.

One of the findings during audits of some RCM-based maintenance programs is that many of the decisions on what tasks to perform were made before initiation of a predictive maintenance program of any consequence. In some cases knowledge of PdM capabilities wasn’t available to or within the team conducting the selection of tasks during the last step of RCM analysis. As a result, many time-directed, intrusive maintenance tasks were instituted simply because there was inadequate PdM capability or knowledge present at the time the RCM task selection was made. Thus, preferential implementation of condition monitoring and condition directed repair tasks was not done initially.

Subsequently, when the PdM program was initiated or expanded, there was no evaluation made to determine if Condition Monitoring and related repair tasks were seeking to find and mitigate the same failure modes or causes as intrusive, time directed maintenance tasks they should have replaced. The result often is that a less costly set of condition monitoring and condition directed repair tasks were superimposed on top of a more costly and time consuming set of intrusive, time directed tasks. Many of the tasks are in fact redundant. The overall cost of maintenance is more than twice as costly as the preferred approach in such instances.

Paper 30
SOS, JIT, ICR, RCS, IPO, GSE: Deciphering the Inventory Code by Phillip Slater, Initiate Action

MRO Inventory is receiving more and more attention and recognition as a major issue for the maintenance manager. Not just from an availability perspective but as a business issue based on the investment required.

In response vendors are adapting old techniques as well as producing new software and approaches to solve inventory problems. However, not all approaches are equal. Each of the major inventory solutions and techniques aims to solve a specific and different problem. Applying any approach to the wrong problem can lead to poor availability, low service levels, excess downtime and excessive inventory investment.

This paper deciphers the inventory code and advises which solutions should be used for which problems.

By explaining what to look for in identifying the real inventory problem and then how the different solutions solve different problems this paper will show how to avoid wasting time and resources with an inappropriate inventory solution.

Paper 31
Why the Asset Reliability and Maintenance Management Business Functions Need to be Regulated by Terry Wireman, Author The Maintenance Strategy Series

From the 1950’s until the present, the asset reliability and maintenance management business processes have been important to all industry world-wide. Unfortunately, its importance has continuously been overlooked by executive management. As a result, there has been very little progress in asset reliability and maintenance management for decades.

For example, reliability engineering textbooks were written as far back as the early 1960’s, but how far has the discipline progressed since that time? Total productive maintenance (TPM) was developed in the mid-1970’s, but how many sustainable TPM programs exist in the world today?

One may argue that there are OSHA, EPA, FDA, and other agencies that monitor plant asset reliability and maintenance management organizations. However, what has been the result? There are still major gaps in coverage and performance. One would only have to examine the accident and incident rates for industry to verify this. In addition, how many industrial accidents resulting in loss of life, asset destruction or damage occur world-wide each year?

This presentation will offer a historical view of the plant asset reliability and maintenance management business functions and a look to where current trends are taking us in the future.

Paper 32
Current Best Reliability and Maintenance Practices by Christer Idhammar, Founder, IDCON

This presentation will discuss my observations of what the best performing organizations do differently than other organizations. It can be said in one word. These organizations I have worked with implement, the rest do not implement. Most organizations spend more time planning what to do than actually doing it. In the best organizations, much time is spent on developing, documenting, and agreeing on what to do; but much more time is spent on implementing reliability and maintenance plans over a long time period.

Paper 33
Planning 4 Reliability by Nigel West, Ashtek Pty Ltd.

Planning 4 Reliability focuses on several case studies I have implemented to improve reliability through the application of improved planning processes.

In most cases people think that to improve planning they need to develop long term and complicated process flows and then go through complex and difficult change programs. While this is clearly true to deliver sustainability, implement best practice, and introduce effective change in planning practices, there are a number of “quick fix” solutions available to get the process started. This helps in obtaining “buy in” to the process, creates a sense of achievement, and demonstrates to senior management that the program will work. In many cases the quick fixes will deliver substantial cost savings and production availability increases

My paper will cover several case studies on planning improvements that I have personally implemented. They are a mixture of short and long term planning changes, PM optimization improvements, the impact of neglecting PM’s, and some light hearted stories about doing this in a 3rd world country with the cultural challenges this creates.

I have spent much of my working life in line management roles as a Maintenance Manager, specializing in change management and reliability improvement. I am currently a consultant to a major Australian oil and gas production company assisting them implement improved reliability practices, and operate through my own company Ashtek Pty Ltd.

Paper 34
Nizhneavartovsk power plant uses AMS Performance Monitor for Help with Reliability and Maintenance Strategy by Mr. Vladimir Sychev, OGK-1 with Emerson Process Management

Nizhneavartovsk power plant (First Power Generation Company (OGK-1) of Russia) operates a boiler and 800MW steam turbine. OGK-1 wanted to improve their reliability and maintenance planning and has often wondered exactly what the impact of maintenance activity was on the boiler and steam turbine’s operational efficiency. With maintenance scheduled for a 60 day outage, reducing the downtime could significantly increase power production from the 800MW unit.

AMS Performance Monitor helped to provide analysis and understanding of these issues and highlight a change in maintenance strategy could decrease the offline time by 30days per year. OGK-1 looked to outsource this analysis expertise through the use of AMS Performance Monitor.

The boiler and turbine models were benchmarked for a performance baseline generating a realistic performance expectation relative to the existing operation. The analysis and interpretation identified improvement in performance post maintenance activity as well as instrumentation needing recalibration or replacing.

AMS Performance Monitor showed the maintenance to be effective with 3% improvement in boiler efficiency and reliability in the short term, but longer term degradation stops getting any worse after only a few months, providing valid evidence to extend the period between maintenance events, reducing downtime by around 30days per year.

Paper 35
Is your Reliability Program well lubricated? by John V. Malone, Chevron Global Lubricants

The impact of lubrication on equipment reliability is often underestimated. The relatively low cost of lubricants as part of an overall maintenance budget has the potential to deliver a greater return than other expenditures, but the tools available must be properly utilized. This session will discuss the importance of lubrication as part of a world-class reliability program, and how to use oil analysis and other information to drive corrective work, improve equipment performance, and increase your bottom line.

Paper 36
Does your Maintenance Data Conform to Six Sigma? By Kevin J. Frasier, CMRP, Manager - Project Delivery, Global Knowledge Management, Inc.

Does your organization teach and preach Six Sigma? If so, Six Sigma is likely being applied to ensure high quality standards and streamline business processes. For process manufacturing shouldn’t we ask the question: “Does my maintenance data conform to the Six Sigma standards we apply to the rest of the company?” We know the effect that maintenance and the associated spending (planned, unplanned, lost production, inventory, etc…) has on a plant’s budget. However, it is still difficult to sell preventive maintenance to upper management.

Let’s try to put this into perspective. To meet quality standards Six Sigma requires 3.4 defects per 1,000,000 units. How good would our maintenance data have to be to meet this standard? Conservatively we will consider one asset as having 100 pieces of crucial information: complete equipment/asset record, preventive maintenance plans, predictive maintenance plans, well developed bill of materials, and completed inventory records with appropriate stocking strategies assigned. What are the chances that all of these records are correct for a single asset? Six Sigma would require, under this model, that we only find one defect in every 3,000 equipment records. Now do you think your maintenance data has a chance?

Attend this session to learn how to leverage Six Sigma principles into a maintenance improvement strategy that will achieve buy-in from upper management.

Paper 37
Effective Maintenance Does Not Equal Reliability by Keith Mobley, LCE

There is no correlation between maintenance and reliability. Think carefully about the definition of reliability. No matter what your answer, maintenance cannot provide a minimally acceptable level of reliability. Maintenance can slow down wear, prevent catastrophic failures, compensate for some inherent design deficiencies and preserve plant equipment, assets and systems, but it cannot provide reliability.

True reliability must be designed into the system, asset of machine; it cannot be created after the fact. Therefore, true reliability is dependent on adherence to best practices starting with the initial conceptual design through commissioning of the installed system. This initial phase of an asset’s life cycle defines its reliability, as well as 95% of its life cycle costs.

Operations, especially setups, startups, speed changes and shutdowns have a direct, too often negative, impact on asset reliability. Most maintenance professionals have and continue to accept the fact that poor operating practices is the underlying reason for poor reliability. However, we continue to believe that we can overcome this major forcing function and deliver reliability in spite of operations. Unfortunately, we cannot.

True reliability can be achieved, but not by maintenance alone. To achieve and sustain true reliability, we must resurrect Life Cycle Asset Management (LCAM) practices that govern each step of the life cycle of assets—from conception to disposal—and builds reliability into our systems and assures that they are used, operated, tended and maintenance according to best practices. We must also break down the barriers between engineering, procurement, production and maintenance and address reliability and total cost of ownership as a cohesive team, not individual function-each with its own agenda. If we do these things, we can achieve and sustain world-class performance. If not, we will continue to artificially limit our effectiveness.

Paper 38
Proactive Human Behavior Intervention Tool for Safety Improvement by Kyle Ramsey, CMRP, Project Manager, The Sinclair Group, LTD

This presentation will discuss the implementation at a major semiconductor company’s manufacturing facility of a derivative of the FAA’s PACE program used to decrease accidents in the General Aviation pilot population by helping pilots create a self-developed checklist to evaluate such things as mental, physical, environment, and equipment conditions before each flight. By reviewing human conditions known through incident investigations to be root causes allows the pilot to decrease the risk of the flight using mitigating actions. The author will describe how this concept was developed and used to deploy the TASCC tool allowing floor employees to identify situations at risk for injuries and partner with their work team to develop mitigating solutions to the identified risk. As workers begin the work day or the start of a complex task, they take only a few seconds to review their personally developed checklist and if they find three or more aspects that indicate increased personal risks of injury, ways to mitigate the risk by various means are jointly developed with team members. The presentation will include how the personal checklists were developed, how they were implemented across the factory, and how they were used to allow employees to take responsibility for their at risk behaviors in a proactive way, along with data to show the 75% reduction in human related incidents in three quarters.

Note: This paper describes work done by me as an employee practitioner (Title: Business Unit Manager) at a former company and does not represent any product offered by my current employer.

Paper 39
When making things better makes things worse by Derek Burley

This paper discusses a potential change to reliability that is beginning to emerge and discusses the changes to our design criteria and maintenance tasking that could be needed over the next decade and beyond. Has a new suite of failure modes begun to show themselves that could fundamentally challenge the distribution of Nowlan and Heap's six failure pattern?

Paper 40
How to Monitor and Save Gearboxes Using Oil Analysis by Jack Poley, OMA, CMI

Oil analysis has time and again proved a useful tool to prevent and identify failures which if left, can lead to very expensive replacement of parts, additional maintenance costs and loss of revenue. Current oil analysis practice at most remote wind turbine sights has been shown to be useful but too infrequent to show a true picture of gearbox health. Various companies have now developed on-line oil analysis equipment and are beginning to use it in wind turbines. This paper will highlight some of these technologies, advantages, disadvantages, solutions to installation and results from both laboratory and field trials.

Paper 41
Maintenance Strategy Development within Small and Medium Sized Enterprises (SMEs): The Development of an Integrated Approach by Dr David Baglee, Institute for Automotive and Manufacturing Advanced Practice, School of Computing and Technology, University of Sunderland UK

Maintenance can play a key role in the long-term profitability of a company. The importance of maintenance has increased, as high productivity and quality can be achieved by means of well-developed and organized maintenance strategies. However, this assumes that maintenance is controlled in such a way that equipment is stopped for maintenance via a systematic schedule. With the recent advances in technology many methodologies, tools, techniques and strategies have been developed and tested. The primary methodologies are Total Productive Maintenance (TPM) and Reliability Centred Maintenance (RCM).with variations being developed to suit individual organisations. The majority of organisations are constrained by certain barriers with the resulting loss of major benefits. These are usually classified as Small and Medium Sized Enterprises (SMEs).

This paper identifies the barriers to the implementation of TPM within SMEs. Based upon our data analysis a new maintenance methodology, the Advanced Integrated Maintenance Management System (AIMMS) is developed, AIMMS succeeds through focusing on specific maintenance tasks that will maximize gains based upon the inherent barriers within SMEs. The results indicate that AIMMS supports strategic maintenance decisions and helps to increase equipment effectiveness through prioritizing equipment criticality and focusing on specific resources that will maximize gains based upon a return on investment.

Paper 42
Revolutionizing Reliability and Asset Management with Web 2.0 by Bart Lorang, President, DTS

Discover the revolution occurring in the Maintenance community using modern web technologies and concepts prevalent in today's Web 2.0 world.

Yesterday’s IT systems cannot accommodate tomorrow’s EAM landscape. Find out how traditional IT system practices and methodologies need to re-engineered to keep up in this fast-changing environment.

Social Networks such as Maintenance.org, community open source industry standards such as EAMXML.org, portals such as Reliabilyweb.com and SaaS (Software as a Service) EAM offerings will be discussed.

Paper 43
Taking Total Control of Maintenance Management by Becoming a P&PBO by Jack R. Nicholas, Jr., P.E., CMRP

This presentation will challenge maintenance managers and those who work with them to drive their organizations towards taking total control of maintenance through the use of processes and procedures. In short, their groups should become Process and Procedure Based Organizations, P&PBO’s.

Much has been made of the problem of job losses and inability to be highly profitable in the face of free trade agreements and job migration from “developed” to “underdeveloped” or “developing” regions of the world. The presentation will make a case that becoming a P&PBO provides a means to obtain and maintain competitiveness in a global economy without layoffs, pay cuts or cycling between reactive and proactive approaches to plant operations and maintenance. This approach, fully implemented also has been proven to improve plant reliability and worker job security and/or opportunity.

During an interactive portion of this presentation, the presenter will challenge those in the audience by asking some provocative questions and suggesting some apparently simple solutions that in the end can maximize plant availability, minimize costs and improve the organization bottom line. He will provide examples how this has been done with enormous success in industrial plants in North America, even as large numbers of competitors went under in the face of overseas competition.

Paper 44
The Maintenance Professional by Rodney Bowman, Timken

The Maintenance professional or technician is a constantly evolving and ever expanding position. They have progressed from fixing things that break to the Vibration analyst.

They are known as Field engineers, quality technicians, and reliability technicians. They are now required to perform analysis and make decisions that a degreed engineer made 10 years ago. Included in these skills are Vibration analysis, Infrared thermo graphics, Balancing, Laser alignment, and Oil analysis. However the expansion has surpassed the amount of truly qualified personnel willing to perform the task in the environments of the manufacturing world today.

I have talked to numerous manufacturers and hear the same story…we send people to school, train them, and then lose them two years down the road to more money or the harsh manufacturing environment. With the move from reactive to proactive maintenance, a reliability program has proven to be a cost-saving effort. However the savings is not just from the data but also from the individual collecting and analyzing the data. If we promote ownership and commitment, it is in those technicians that we will reap the true savings. They have turned the corner from the remove and replace failure crises maintenance to learning the intricacies of the equipment in order to balance, align, replace and rebuild that equipment before the catastrophic failure occurs and production is ground to a screeching halt. Until we change the mindset from the machines only being an asset to our people being our greatest asset, we will continue to struggle to keep up in the reliability world.

We must prepare for ten years down the road, because maintenance excellence is no longer enough.

Paper 45
Reliability Centered Maintenance Management by Alberto G Landeaux, ISC Gerencia de Activos CA

The Reliability Centered Maintenance Management methodology matches the maintenance resources structure with the administrative structure to reduce the breach between the RCM as a result of a project team analysis and it's implementation.

It's a logical way that identifies what are the resources necessary to perform the maintenance activities. Many plants and facilities have tried different approaches to implement the RCM, all of them with different realities, but the only common thing between all the plants and facilities are that they have maintenance resources and the RCM2 is a way to incorporate the resources into the RCM analysis in a way that gives to the project team the resources load in the RCM maintenance plan, that way is much easier to match the RCM maintenance plan with the plant or facility maintenance plan.

RCM objectives:

• Estimate the maintenance resources to perform a quality maintenance according to the maintenance objectives.
• Match the RCM maintenance program obtained from the project team analyses to the maintenance of the plant or facility regardless of how this was designed.
• Match the maintenance resource structure to the administrative structure to make a clear definition of responsibilities in the implementation and monitoring of the maintenance plan.
• Develop the key performing maintenance indicators according to the objectives of the maintenance department or maintenance improving project.

Paper 46
A Practical Guide to Implementing Precision Alignment by Dennis Onken, Applications Specialist, Ludeca Inc.

The key to accomplishing any task is to have the proper equipment, trained personnel, and a procedure. Precision alignment is no exception. Missing any one of these could have a negative impact on your success. Discussed in detail in this paper is a 5step alignment procedure that when coupled with properly trained and equipped personnel, will produce the fastest results. Step one, pre alignment checks. Step two, rough alignment. Step three, rough soft foot. Step four, final soft foot. Step five, final alignment to spec. Also discussed are things to consider when selecting the proper tooling like types of alignment to be performed, frequency of alignments, desired alignment documentation, cost of ownership, etc...

Training is also discussed. Two types of training are involved, training on usage of your particular tool, and alignment training, and how they can make or break an alignment program.

Paper 47
Leadership versus Management by John L. Ross, Jr., Ph.D.

Corporate strategies and foreign competition have driven today’s organizations to re-staff and look for ways to cut overhead. As a result, more and more young technical professionals are migrating to the top of the corporate ladder and placed in areas traditionally meant for those with more mature leadership acumen. Unfortunately, these young technical professionals have had little, or more likely, no leadership development. They may, however, have been victim to a robust management training program, or worse yet, academic instruction on only management skills.

What follows is a thorough discussion of the difference between management and leadership skills and an understanding of why both are desirable, and indeed needed for success. A comprehensive case study will be shared to cement the theory that the two practices, management and leadership, are in fact two separate skill sets.

The main focus of this presentation is to discern where the principles of management and leadership are actively demonstrated and the leadership traits are demonstrated to be the cause for eventual success. The overall conclusion of this talk is that not enough exposure to leadership development is occurring in the growth of our young technical professionals.

I have been a professional maintenance manager for 23 years, and have passionately pursued a cause I feel is weakly supported in our reliability industry; that is we are simply not developing leaders. In great contrast, we have grown a great crop of managers. What maintenance reliability needs in this country is strong leadership. If we are to collectively combat the three paradigms that I see day-in and day-out in manufacturing and other enterprises, we need to train our young professionals in the leadership model. The paradigms I see everywhere are: the store room never has anything, operators break everything, and maintenance never fixes anything.

Paper 48
Back to Basics: Establishing an effective Maintenance & Reliability organization by Ramesh Gulati, CMRP, ATA

What are the basic functions of a maintenance and reliability (M&R) organization? Do you plan &/or schedule the work? Have you established an asset hierarchy system in your plant? How do you justify staffing levels? How do you change reactive to proactive culture? This presentation will answer some of these questions and discuss the basic elements in establishing an effective M&R organization.