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Using the Right Performance Measures Find Your
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We do a lot of measuring in maintenance and reliability. Not only do we measure
the physical properties of equipment, the environment in which the equipment
operates and the processes that equipment provides, we also measure the
management of all this equipment and process (KPIs). In fact, in his Maintenance
Management article explaining the need for metrics standardization, author Walter
Nijsen points out in that the Society of Maintenance and Reliability Professionals has
targeted nearly 100 KPIs that will eventually be published for companies to use as
they see fit.
In this maelstrom of measurement, it is quite easy to get caught up in the numbers
for which our individual unit is responsible. Or, to paraphrase our feature article
author, Dr. Peter Martin, it is easy to become trapped in our own organizational
silo. We concentrate so fully on what our unit is responsible for producing that we
can lose sight of the only goal that really matters, the overall performance of our
organization. As Dr. Martin points out, it is critical to take a step back from all the
measuring that we do, and simply make sure we are using the right yardstick.
It is of paramount importance that whatever we measure, we make sure those
measurements are pointing us all in the same direction - that everyone in the
organization has the same over arching goal. According to Martin, where many
organizations fall short is in defining which measurements are used to grade
performance. If different units (operations and maintenance, for example) in an
organization are measured upon goals that are actually in conflict, that makes it
quite difficult to form a cohesive team. It is a fascinating article, and one that I
hope will provide an impetus for us to examine the yardsticks we use to measure
ourselves.
Also, please take a look at the information in this issue about the Reliability
Centered Maintenance/Enterprise Asset Management Conference, RCM/EAM-
2009, in Daytona Beach, FL, which is taking place March 23th-26th. This
event will also include M-Train, which focuses on helping you build the most
effective maintenance and reliability training program for your company. It is
an outstanding opportunity to hone your skills and improve your professional
understanding. These days, I know full well that many training and education
budgets are very tight and under scrutiny, but this event will be well worth the
time and money invested.
I hope you enjoy this issue. As always, thank you for reading. We appreciate your
support, and hope you find value within these pages. If you have any questions,
comments or suggestions that will make Uptime more useful to you, please let us
know.
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The Right Yardstick uptime
PUBLISHER
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EDITOR IN CHIEF
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volume 4, issue 32
Ron Eshleman
Greg Stockton
Ray Thibault
Jack Nicholas, Jr.
Dr. Howard Penrose
James Hall
Alan Johnston
Jay Lee, PhD
John Mitchell
Jason Tranter
december/january 2009
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by Dr. Peter G. Martin
Out of
Many...
Pointing the
Whole Organization
in the Same Direction
8
One
9
lthough huge quantities of technology and intellectual
property have been invested into the efficient and ef-
fective operation of industrial plants over the past
century, many plants are still not operating to full po-
tential. At least part of the reason for this has been the lack of focus
on the value that the human assets can generate given a supportive,
collaborative and empowering environment in which to perform.
Mobilizing the valuable human assets to approach their full per-
formance potential has been proven to result in a new operational
paradigm which maximizes the business performance through all
plant assets. This new paradigm is labeled asset performance man-
agement.
Dealing with Labor
A considerable contributing factor in the engine that can drive toward
effective asset performance management is a fundamental change in
mindset and culture that is a holdover from the industrial revolution.
Changing such a mindset requires that we first understand what it is
and where it originated. As industrialization started to ramp up
in North America and Western Europe, one resource that was
abundant was people to work the plants and factories. Unfortu-
nately, the vast majority of the available human resources were
uneducated and unskilled. From the perspective of todays
culture it may be hard
to re-
late to how uneducated these people really were. Most could not
read, write or do even basic arithmetic. This led to a huge industrial
challenge how to take advantage of such a resource. This challenge
was met by Frederick Taylor, who developed an approach called Sci-
entific Management, which focused on gaining maximum value from
an uneducated workforce. In todays vernacular, Scientific Manage-
ment essentially turned people into minimally functional robots, each
performing a well contained and well defined function within the
context of the operation of the entire plant or factory. For example,
a person may have been trained to watch a gauge and keep it in a
certain range. When the needle moved out of the range, the worker
would turn a hand valve in one direction. When the needle moved
out of range in the other direction, he turned the valve in the other
direction. This person might join the workforce of the factory at 16
years old and retire 50 years later having performed that contained
task his entire career. This led to the concept of a labor force in in-
dustrial companies which was so unskilled that management believed
it could not be trusted to perform duties beyond menial tasks. In es-
sence, the laborers were almost treated as a kind of industrial slave.
This view of the labor force was exacerbated with the introduction
of automation technologies. In many cases, the automation tech-
nologies were developed to perform the same functions laborers
had performed. For example, automatic controllers providing direct
manipulation of control valves essentially were replacing the laborer
who had previously been stationed at that valve. Early automation
advancements may have allowed a single laborer to perform the
scope of functionality that six or eight laborers had previously
been doing. As computer-based automation systems were in-
troduced, single operators may have been able to over-
see functionality that
A
information technologies, organizational silos
have worked to destroy any potential value
that may have been created by the technolo-
gy. I was recently attending an industrial con-
ference in which an engineer estimated that
over 80% of all advanced control that has been
implemented in industrial plants has been
turned off by the process operators because
the operators dont trust it. If engineering
and operations had a better working relation-
ship, based on common goals and objectives,
this might not be the case. Organizational
silos have tended to sub-optimize plant per-
formance by sub-optimizing the human per-
formance within the plants. Perhaps it is time
for industry to start moving away from long
over-worn prejudices and consider using the
valuable human resources more effectively to
drive better plant performance.
Measuring Performance
You are probably familiar with the common
adage is: people perform to their measures.
I believe that this is very true. Most people
want to be evaluated positively, and if they
know that measures of performance exist
for which they will be held accountable, they
will strive to make those measures move in
the correct direction. This is true whether
the measures are driving desired behaviors or
not. For example, measuring maintenance on
asset availability and operations on asset uti-
lization does not encourage the cooperative
behaviors most industrial leaders would like
to see.
In the early periods of industrialization, prior
to the many inventions that drove the indus-
trial revolution, most shops measured perfor-
mance as each product was produced. Pro-
duction was so slow that accounting for the
business on the basis of piecemeal production
was easily achieved. Management and opera-
tors of these firms knew exactly how they
were performing compared to their plan at
all times. But with the introduction of tools,
such as the power loom in the textile indus-
try, the pace of production increased to the
point that piecemeal accounting was no lon-
ger feasible. The result was that industrial op-
erations compromised and began measuring
the business performance through monthly
accounting methods. The primary output of
these systems for measuring manufacturing
performance was, and in most cases today still
is, the variance report. Variance reports basi-
cally report the cost per unit product made for
each product produced over the past month
and displays this against a previously predict-
ed expected value, referred to as the standard
10
viewed as the unskilled, uneducated laborers
of the early industrial revolution.
Organizational Silos
Having worked with industrial organizations
for over three decades, I have frequently heard
the rejoinder that islands of automation
are to blame for the difficulties in develop-
ing higher performing operations. Although
there is certainly much truth to this, I have
found that islands of organization within in-
dustrial companies present a much more for-
midable barrier to performance improvement.
As industrialization took hold and grew, the
complexities introduced to manufacturing
businesses became very challenging. In early
industrial plants the same person might oper-
ate and maintain the equipment, design and
commission new production areas and even
account for the business. As more complex
manufacturing systems have evolved, this lev-
el of generalization is just not feasible, which
has led to the era of specialization.
Professionals specialized in engineering, ac-
counting, management, purchasing of mate-
rials and shipping of finished products while
frontline labor specialized in operations and
maintenance of the equipment. This naturally
resulted in separation of departments by func-
tion which, in turn, led to organizational silos.
The development of specialists was necessary
to the operation of the increasingly complex
plants, but the development of organizational
silos resulted in huge inefficiencies across or-
ganizations. Today it is not unusual to find
maintenance departments that never directly
communicate with operations or production
teams. In some organizations they dont even
like or trust each other. Adding to this, many
IT organizations dont like or trust engineer-
ing, and the feelings are mutual. And nobody
seems to get along well with accounting.
In many cases, the performance measures
used to evaluate the performance of one
group are in direct conflict with those of a sec-
ond group. For example, maintenance teams
are often measured on the availability of criti-
cal equipment assets while operators are mea-
sured on the utilization of the assets. Asset
availability and asset utilization are inverse
functions. That is, to increase utilization of-
ten requires the sacrifice of some availability
and vice versa. Under this scenario, it is no
wonder operations and maintenance teams
seldom get along well.
As industry has invested huge amounts of cap-
ital into efficiency-increasing automation and
would have required fifty people in the past.
The basic value proposition for the introduc-
tion of automation technology was typically
based on headcount reductions that could be
achieved. Many manufactures seem to have
viewed these reductions as a double benefit to
the company. First was the cost reduction for
not having to pay the displaced laborers. But
second was the thought that there would be
less of the low-level laborers to have to manage
and worry about.
The culmination of the technology replacing
people trend took place in the 1980s when
a number of management scientists and en-
gineers supported a notion referred to as
lights-out manufacturing. The thought pro-
cess behind this trend was that technology
may have advanced to the point at which no
frontline workers would be required at all,
and without people in the plants there would
be no need to turn on the lights. This was
a short-lived movement due to the fact that
the technologists found they could not antici-
pate every possible issue or problem that may
arise in a plant and that at least some number
of people must be in the plant, if for nothing
else, at least contingency responses.
All of this has left a residual mindset in both
industrial management and engineering that
frontline personnel are a necessary evil that
would be eliminated if possible. This has
further led to an attitude prevalent across in-
dustry that the actions and activities of these
frontline laborers have to be contained to only
those essential to keep the plant operating. A
good example of this mindset can be found
in the design approach taken to the software
in industrial workstations. This software is
designed around the concept of operation
by exception, which basically means that the
process operator is not supposed to do any-
thing if the process is operating in a reason-
able manner (except, perhaps read the sports
page). When something unexpected happens,
an alarm will cause the operator to follow a
predefined procedure that should bring the
alarm condition under control. Once the alarm
condition has been addressed, the operator
goes back to the newspaper. Additionally,
engineers have developed and deployed ad-
vance control and other advanced techniques
designed to operate the plant better than the
operators could by themselves. The attitude
of protecting the plant from the frontline la-
borers has continued, even while the average
education and skill level of the labor force has
been steadily rising. I have been in control
rooms in which the frontline process opera-
tors all had college educations, and were still
11
monthly measures, frontline personnel often
find daily measures too long a timeframe to
offer actionable feedback. A single operator
may make hundreds of specific actions each
day, and an overall daily measure does not
provide the timeliness for them to understand
the performance impact of any specific ac-
tion.
To make matters worse, KPIs tend to have
little credibility with accountants, whose job
it is to measure the business performance.
Although many KPIs may report in monetary
terms, accountants often have great difficulty
reconciling the values reported though the
KPIs with the values in the accounting reports.
When this happens, the accounting informa-
tion clearly takes precedent. I actually heard
one CFO say, If one more engineer comes to
me with one more KPI telling me how much
value he has created, Ill fire his $&*!
One other deficiency with KPIs is that they
have evolved to support management report-
ing rather than actionable feedback. Report-
ing measures are used to report performance
to managers, while actionable measures are
used to provide guidance to people so they
can take better actions through better deci-
sion making. Both reporting measures and
actionable measures are important to plant
operation. However, the actionable measures
have been found to drive positive changes in
behavior, which results in performance im-
provements, which will, in turn, improve the
reporting measures.
Dynamic Performance Measures
The value of an effective and comprehensive
performance measurement system cannot
be overstated when its working to drive in-
creased levels of performance from plant as-
sets. Industry has reached the point where
the performance measures that encourage
the organizational silo mentality have to be
abandoned in favor of measures that drive col-
laboration between traditionally competing
functions. A new approach to performance
measurement is required that combines the
goodness of accounting and operational mea-
sures, provides performance measures for ev-
ery person in the operation, within the time
frame in which they do their job and for the
same domain for which they are responsible.
Such performance measures are referred to as
dynamic performance measures (DPMs, See
Figure 1, next page).
The first issue that has to be addressed in de-
veloping a DPM approach is the availability of
cost for the product class. This information
may be acceptable for reporting manufac-
turing performance, but it has little value in
enabling the plant personnel to change their
behaviors to improve the performance of the
operation. The information in the variance
reports is both too little (providing a broad
plant-wide perspective) and too late (after
the month is over) to be of any value to the
people actually working to keep the plants
operating.
Monthly accounting systems for reporting of
manufacturing and business performance rep-
resented a compromise introduced to indus-
try out of necessity. The tools just did not
exist to measure plant performance as the
plant was running. Over many years, industry
got lulled into believing that monthly financial
reporting was a best practice that should nev-
er be challenged. Accounting professionals
earned Masters Degrees on how to do month-
ly accounting. Once degrees are conferred on
how to do any practice, it is very challenging
to ever question the validity of the practice
again. Therefore, when digital computers
were generally introduced into industrial op-
erations during the 1960s and 1970s, nobody
seemed to raise the question as to whether
accounting and performance measurement
systems might be able to be developed to ac-
count for operations as originally intended
as the products are made - in real time.
Since monthly accounting measures from in
cost accounting systems proved to be fairly
useless in directing the actions of the opera-
tions and maintenance teams, a number of
leading industrial companies started to devel-
op a different set of operations performance
measurements to supplement the account-
ing systems by providing more actionable
feedback to plant personnel. The measures
produced by these systems are commonly re-
ferred to as key performance indicators (KPIs).
These KPIs were not developed to replace the
accounting measures, rather they were devel-
oped because engineers and managers did not
view the measures produced in the account-
ing systems as adequate for directing perfor-
mance and improving actions in the plant.
KPIs were typically developed to measure dif-
ferent operational silos within plants, such as
maintenance, operations and engineering. By
focusing on specific functions, they tend to
offer better resolution, as well as better time-
liness, than accounting measures. However,
by being functionally focused, they also tend
to discourage cooperation between organiza-
tional groups. Even though daily measures
provided a great leap forward from traditional
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13
operation. This information can then
be presented on a performance dash-
board contextualized to each persons
responsibility. These are the DPMs of
the frontline operators.
Developing these DPMs requires a real
time computer engine that has built-
in modeling capability. This is exactly
what a standard automation system
is. These DPMs must then be aggran-
dized to provide performance mea-
sures in real time for every other func-
tion within the plant. This can easily
be accomplished by using a standard
process historian which can also de-
velop hourly, shift, daily, weekly and
monthly accumulations of the DPMs.
The availability of a comprehensive,
real time, bottom to top performance
measurement system provides the po-
tential to drive improved performance
in a number of ways previously un-
available to industrial operations. The
basic value improvement that can be
realized through better individual per-
formance of frontline personnel, who
can immediately see how their actions impact
plant performance, has been proven to pro-
vide huge performance gains. However, this
is only a starting point.
A New Perspective on Asset
Performance Management
The availability of DPMs enables asset perfor-
mance management in ways previously un-
available. As previously mentioned,
traditional asset management in-
volves operators driving the assets to
maximize asset utilization and main-
tenance maintaining the assets to
drive maximum asset availability. It
is important to understand that nei-
ther asset availability, nor asset utili-
zation, is a measure of the business
objectives of any plant. Since they
are inverse functions, operators and
maintenance teams are frequently at
odds with each other. So, in essence,
traditional performance measurement
systems tend to discourage coopera-
tion and collaboration.
Its quite useful to use an analogy
from the world of sports since nearly
all professional sports are perfor-
mance-driven. In automobile racing,
the driver is analogous to the opera-
tors in industrial plants and the pit
crews are analogous to the mainte-
a database that provides real
time input data. Fortunately,
in most industrial plants, such
a database is readily available
in the form of plant sensors.
Plant sensors continually
measure physical and chemi-
cal properties, such as flow,
level, temperature, pressure,
speed and composition of
process variables in real time.
They are typically accessible
by the installed automation
systems and are used to mon-
itor and control the process.
Since both accounting and
operational measures can
be defined via equations, an
experienced engineer can de-
velop models of the equations
in the automation system and
determine which sensors can
be used to populate the mod-
els needed to calculate the
DPMs. The net result is a set
of performance measures for
each process unit or work cell in the plant.
In most plants there are simply too many mea-
sures for any one frontline person to deal with
in real time. When working in real time envi-
ronments, such as driving a car or operating
a plant, ergonomic research has determined
that most people can only consider up to four
competing measures at a time. The question
is which four measures are most appropriate
for each person in the operation. This can
be determined by taking
the current manufacturing
strategy into consideration.
Dr. Thomas Vollmann de-
veloped a strategy analysis
approach that can be very
helpful in determining the
DPMs for each person in the
operation. The Vollmann
Triangle diagram (See Figure
2) is helpful in understand-
ing his approach. He points
out that every plant should
be working to a strategy
designed to maximize the
economic value of the plant
output within the external
and internal environment in
which the plant is operating.
Each manufacturing strategy
should be defined by a set of
actionable strategic objec-
tives for the plant. An action
plan, in which each action
step is measurable, should be developed for
each objective. The measures that fall out of
the action steps are the strategic performance
measures of the plant. These measures can be
decomposed through the physical areas, units
and major assets of the plant to determine
the most important measures for each pro-
cess unit according to the current strategy.
This can then be used to prioritize the real
time KPI and accounting measures for each
person that impacts the performance of the
Figure 1 - Creating Dynamic Performance Measures
Dynamic Performance Measures
Dynamic
Performance
Measures
1. Line Performance/OEE
2. Energy Costs
3. Contribution Margin
4. Perfect Order
OEE
Cycle Time
Waste/Production
First Pass Yield
Contribution Margin
Energy1 Cost
Energy2 Cost
Material1 Cost
Production Value
Business Guidance
Production Process
Manufacturing
Strategy
Real Time
KPIs
Real Time
Accounting
Figure 2 - Using the Vollman Triangle to Apply
Strategic Decomposition Process
Strategic Decomposition
Production Process
Corporate
Plant
Division
Unit
Strategy
Action Measure
Vollman Triangle
Area
14
nance teams. In interviewing a NASCAR driver
and a pit crew chief, I noticed how well they
tended to cooperate. I asked them if, as is
common in industrial plants, the pit crew was
measured on the availability of the car and the
operator measured on the utilization. They
told me that although utilization and avail-
ability (or maintained state, which may be a
much better measure than classic availability)
are important, the primary measure of both is
winning the race. I asked the pit crew chief
if, upon detecting a problem with the car that
might negatively impact the maintained state,
he would call the car into the pit. He said,
Only if the problem means we wont win the
race. Then I asked the driver if he would re-
fuse to come into the pit if called in by the
crew chief. He said, no way, I know he is
calling me in because Ill lose the race if some-
thing is not done. You see, for both parties,
the primary focus is winning. And since they
have a shared focus, they not only trust each
other, but they cooperate extremely well. So
how can we define winning for frontline
maintenance teams and operators in indus-
trial plants to engender the same level of co-
operation and even collaboration?
Most plant management teams are measured
on driving the maximum production value
from the plant assets over an extended period
of time. Certainly the utilization and availabil-
ity of each plant asset impacts business value,
but neither should be treated as the primary
measure of performance of any industrial op-
eration. The real victory in industrial plants
is driving the maximum business value from
each plant asset over time. If every operator
and maintenance person has a primary mea-
sure based on this win, the behaviors of each
will change drastically and the behavior of the
plant will follow suit. Industrial companies
must empower frontline teams with the infor-
mation, in the form of DPMs, which will drive
both collaboration and continuously improv-
ing business value from all plant assets.
Asset Performance Management (APM) driv-
en by DPMs results in operations and main-
tenance working together to balance plant
operations for optimal business value in all
circumstances. The primary measure of both
frontline teams is business value. Second-
ary measures for maintenance include the
maintained state of the equipment and the
probability of a failure over time. Secondary
measures for operations include operation
to maintained state and the probability of a
failure over time. With all DPMs prioritized
to the manufacturing strategy in place, every
person in the organization will be pulling in
the same direction. They will all be focused
on winning. They will all be focused on do-
ing their part, but, even more productively,
doing it within the context of the overall per-
formance of the operation.
An interesting symmetry develops between
operations teams and maintenance teams
when a true asset performance management
approach is taken. Both operations and main-
tenance have advanced in three steps with
the evolution of technology in each area over
time. Technology impacted operations by
first providing regulatory control, followed by
advanced control, then followed by process
optimization. Maintenance had a similar pro-
gression from reactive, to preventive and then
to predictive maintenance. As each progres-
sion was underway, the KPIs for each function
were used to measure progress. The next step,
asset performance management, occurs when
the two frontline functions converge around
new measures of performance that combine
accounting and operational measures into
a comprehensive, prioritized performance
measurement system called DPM. This is the
point at which cross silo collaboration takes
hold and breakthrough levels of performance
are attained.
Summary
Industry is on the verge of a major new wave
in performance improvement driven by col-
laboration across organizational silos guided
by Dynamic Performance Measures. For this
new wave to really take hold, industrial man-
agement and engineering have to escape from
the residue of the industrial revolution and
stop thinking of operations and maintenance
teams as an unskilled, uneducated labor force.
Frontline personnel are responsible for mak-
15
A midstream company in the natural gas business has a large
gathering network throughout the Southwest. Operating in the
U.S., Canada and Europe, the natural gas wholesaler deals in
trading, marketing, transmission processing and distribution of
both natural gas and electricity.
An extremely competitive market and high-volume demand
have forced midstream companies to push their transmission
and gathering systems to full capacity. Pushing aging systems
to maximum production causes a rise in system breakdowns
and compressor failures. Balancing maximum production with
minimum machine failure is essential to optimizing asset perfor-
mance. In other words, this company needed to get as much to-
tal running time out of its eld equipment and reduce the mean
time between failure or scheduled maintenance. The user knew
that these two objectives utilization and optimization are
functional opposites, and they require new methods to deter-
mine the ideal mix for operations. They needed a system that
combined both of these functions to provide real-time asset
performance management.
Previously, maintenance manage-
ment was just scheduling emer-
gency repair with periodic service.
In addition, the operations group
was reacting to machine failure
as it happened, without regard for
planned production schedules. Op-
erations needed to nd a way to
manage its assets for the greatest
uptime to produce gas more ef-
ciently and to minimize equipment
failure and subsequent costs.
Maintenance and Operations man-
agers could utilize risk manage-
ment tools to determine how to
act, if machine health and the time
to failure could be estimated. This
key information would allow main-
tenance and operation managers to answer key questions such
as: Can the machine make it to the next scheduled PM? and
Can I meet my production schedule with the machine in this
condition? Process operators could then manage their process
and determine how to act to minimize losses and optimize eco-
nomic benets.
Another customer challenge came from the shear competitive-
ness of the market. Gas gathering and delivery is a commod-
ity market, requiring maximum throughput at maximum asset
utilization and absolute low cost. Any technology upgrade must
have a measurable and sustainable Return on Investment. A lim-
ited staff to maximize prots has also strained the maintenance
organization, which further complicated production efforts.
The customer had invested in data systems that are useful for
condition monitoring, but had not closed the loop from data to
diagnostics to maintenance planning to operations forecasting.
They had the data, but it was difcult to correlate across their
many systems in the eld. A system that would integrate all
the different inputs to actually analyze and generate actionable
results was a critical need. The challenge was to determine
preventable downtime leading to lost opportunity from pipeline
production. They also needed to estimate the production time
they could recover from this improved use of the data.
THE SOLUTION
An Enterprise Control System (ECS) provide a number of ben-
ets to this customer. Perhaps the most important element that
yields real asset performance benets is the use of real-time
process data. Dynamic Performance Indicators were generat-
ed by taking inputs from a variety of real-time measurements
from plant oor devices. A key element to the solution for this
company is the ability of the Invensis InFusion ECS to model
typical machine behavior through all operating conditions and
generate alerts that identify the deviation of failing compo-
nents from normal operation. An
incident alarm, based on multiple
sensor condition rules, denes the
machine condition and provides
diagnostics for failure mode anal-
ysis. Sensor alert tolerances inci-
dent and alarm rules are dened
by the user.
The company was doing all it
could to manage the inputs from
the sensors and to subsequently
make educated decisions based
on its process knowledge. How-
ever, the InFusion ECS allowed
the user to take the real-time
control information and push it
through. Ultimately, the InFusion
ECS functioned in a truly collab-
orative method, with these major
improvements:
Asset Performance Management Leads to
Major Improvements for Gas Field Operator
Asset Performance Management Balances Utilization and Availability
U
T
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Z
A
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O
N
AVAILABILITY
A
s
s
e
t

E
c
o
n
o
m
i
c
V
a
l
u
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Asset Performance
Management
Process
Optimization
Asset
Management
1. Real-time process control data brought in critical
measurements
2. Multiple protocols and multiple devices were easily cong-
ured by the InFusion Distributed Control System layer using
the InFusion Engineering Environment
3. Real time process measurements were fed into Avantis soft-
ware, Invensys asset intelligence system, to predict critical
and non-critical failures
4. Dynamic Performance Measures were generated from a
Watch List which created an Asset Optimization result
5. Corrective maintenance activities were acted upon based
on a nancial impact basis
6. Work orders were automatically delivered to Maintenance
engineers
16
16
ing, or losing, most industrial opera-
tions more money minute by minute
than any other group in industry. It
is time we start treating them as the
performance managers they are by
empowering them with DPMs.
On top of this, industrial manage-
ment must start to break down the
organizational silos that have ex-
isted in plants for decades while
simultaneously preserving the spe-
cialized knowledge and capability of
each team in the plant. Again, this
can be achieved by empowering the
teams with the correct performance
measures that define the win for
the business. When this is accom-
plished, the result is a new perfor-
mance-generating collaborative
approach to plant operation called
asset performance management. As-
set performance management is the industrial
performance wave that is just starting to crest.
Those industrial concerns that catch this wave
will be the performance leaders of this new
millennium.
Peter G. Martin, PhD, D. Eng., joined The
Foxboro Company in the 1970s and has
worked in a variety of positions in training,
engineering, product planning, marketing
and strategic planning. He left Foxboro to
become Vice President at Intech Controls
and also at Automation Research Corpora-
tion before returning to Invensys in
1996. Since his return, he has been
VP of Marketing for Foxboro and
Chief Marketing Officer for Invensys
Manufacturing and Process Systems
prior to moving into his current
position, VP Strategic Ventures. He
has written two books: Bottom Line
Automation and Dynamic Perfor-
mance Management: The Pathway
to World Class Manufacturing. Dr.
Martin holds multiple patents,
including the patent for Dynamic
Performance Measures, Real-Time
Activity-Based Costing, Closed-loop
business control, and Asset and
Resource Modeling, which are the
basis for Fortune recently naming
him a Hero of U.S. Manufacturing.
He was also recently named as one
of the 50 Most Influential Innova-
tors of All Time by the Instrument,
Systems and Automation Society (ISA). Dr.
Martin has BA and MS degrees in Mathemat-
ics, an MA degree in Administration and Man-
agement, a Master of Biblical Studies degree,
and a D. Eng in Industrial Engineering and a
PhD in Biblical Studies.
ISO-Based Training & Certification
Vibration Institute follows ISO 18436:2 for certification and ISO/DIS 18436:3 for training
The Vibration Institute began training vibration
analysts in 1973. Certification of vibration analysts
began in 1993.
Each of the Institutes certified instructors have
more than 25 years of field experience.
Analysts trained by the Vibration Institute are
always welcome to contact the Institute for expert
advice from an individual, not a computer.
Vibration Institute
6262 South Kingery Highway, Suite 212
Willowbrook, Illinois 60527
For more information call 630/654-2254 or
visit our website at www.vibinst.org
Figure 3 - Asset Performance Management Process
Asset Performance Management
Production Process
Asset
Management
Dynamic
Performance
Measures
Maintenance
KPIs
Operations
Management
Asset
Performance
Management
Optimization Predictive
Preventive
Reactive
Process
Control
Advanced
Control
Production
KPIs
Visit www.maintenance.org to join the fastest growing professional maintenance organization. Its free.
Mark the dates for these AMP events planned in 2009 on your calendar
As part of its mission to facilitate and support learning, networking and
real world examples of reliability in action, the Association for Maintenance
Professionals (AMP) hosted a Breakthrough Learning Exchange at the Timken
Campus in Canton, Ohio and a plant tour and at the nearby Faircrest Steel
mill on October 19th.
Over 50 maintenance professionals gathered to meet new friends in the
maintenance profession, hear three enlightening presentations and get a
behind the scenes look at a plant producing high-end steel. Presenters
included: Terrence OHanlon, Publisher of Reliabilityweb.com and Uptime
magazine, Jason Tranter, Managing Director of the Mobius Institute and Steve
Smith, Timken Steel
Maintenance Manager.
The day was full of
learning, exchange and
community building, all of which AMP will continue to facilitate throughout
2009 and beyond.
The Association of Maintenance Professionals would like to extend a special
thanks to Timken for your generous support of the maintenance and reli-
ability community.
April 14th
Wind Energy Reliability
Timken Campus
Canton, Ohio
This learning/networking event will
introduce reliability management
concepts to wind energy operators.
Watch for more program details and registration information
at: http://www.maintenanceconference.com
June 16th
Green Reliability
Timken Campus
Canton, Ohio
This learning and networking event
will focus on quick payback areas
for reducing industrial plant energy
usage such as compressed air, steam,
building leaks using ultrasound,
infrared etc...
September 22nd
Executive Level Plant Asset
Reliability Forum
Timken Campus
Canton Ohio
This event is a business level event geared
toward Directors, Vice Presidents and C-Level
executives to discuss competitive business ad-
vantages and the strategic benefts of reliability
improvements as well as provide an executive
roadmap they can use to begin the process
within their own companies.
Thank You
Most of the group at Timkens World HQ
Faircrest Steel Mill
The Third Dimension
Optimizing Your PMs in 3-D
by Ed Stanek, Jr and Tibor Jung
i
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f
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wide variety of conditions have elevated visibility of the term PMOptimization, and it is now on everyones
reliability radar. Whether its the demand for greater asset reliability, survival of impending maintenance
reductions, or searching for the perfect complementary effort to partner with an RCM program, PMOpti-
mization may be the missing link in your reliability efforts. The question isnt so much Is PMOptimiza-
tion the right path?, but what to do once youve begun.
The term itself, PMOptimization evokes a feeling of
established process evolution, control, and confi-
dence (implying that we all should be doing it to some
degree), but defining PMOptimization may be more
difficult than it appears. Few maintenance and reliabil-
ity initiatives have had such a clear and direct title with
such an undefined process behind it, as the definition
differs greatly depending upon whom you ask. Ranging
from individual efforts to scrubbing PMs, to a less-
painful version of RCM (RCM-Lite), each optimize to
some degree but miss the totality in which Optimiza-
tion can be implemented.
To completely optimize means targeting both the effec-
tiveness (failure avoidance), of which we are all familiar,
as well as the often overlooked efficiency opportunities
hidden within the existing PMs. This picture is com-
pleted in a formal, eleven-step 3-dimensional approach
which takes full advantage of all opportunities found
within the PM.
PM, typically short for Preventive Maintenance, has
many varying definitions, but for the sake of this article,
we will refer to PM as Regularly scheduled activities
performed on equipment to prevent, detect or predict
failure, and maintain operating parameters as required
by the user. The abbreviation PM is expanded here
to include any activity that fits this definition, includ-
ing Preventive Maintenance, Predictive Maintenance (or
Condition-based Monitoring), Operator tasks & inspec-
tions (sometimes part of a TPM program), etc. While
PMs can come in many different forms from checklists,
to paragraphs of procedures and detailed instructions;
in order to optimize a PM, individual tasks within the
PM text must be isolated. A PM task protects required
equipment functions against specific failure modes. In
short, you cannot optimize a whole PM. You can only
optimize individual PM tasks within a PM. It is also
important to understand that while failures happen
to the function, they typically happen at a component
level. The definition of PM Optimization then is to
ensure that PM tasks provide the required protection
at the component level as defined above, using minimal
required resources.
3-Dimensional PMOptimization
SM
is a process which
first opens capacity and elevates effectiveness through
Initial Optimization (the 1st dimension), and continues
to dial in the process through an ongoing PM Task
Pass/Fail Analysis (the 2nd dimension) and Equipment
Reliability Analysis (the 3rd dimension). It requires only
a fraction of the time and resources of other methods,
and typically results in:
40% Reduction in PM Labor Hours
35% Reduction in Scheduled Downtime
50-100% Increase in PM Coverage
Why arent PMs optimized today? There are many rea-
sons contributing to the very conditions we are trying
to improve, some of which are:
PMs that are developed from equipment manuals
Highly visible failures can lead to more & more PM
activities
PMs copied across many pieces of equipment
(generic PMs)
CMMS limitations which dont provide the ability
to develop, manage or optimize PMs. They simply
provide a space to place them, assuming they were
built in an optimized manor, and have limited abil-
ity to analyze the PM Effectiveness at a task level.
We already have a backlog, so staff
18
A
Editors Note: We published this article with specifc references to 3Dimensional PMOptimization
SM
software in order to
tell more people about potential solutions as maintenance and reliability information management evolves. We did not
want to make it generic. There are other unique software products that we will also be presenting to you in Uptime. In
order to bring you the full impact of the capabilities of some of these new technologies - we have decided to allow product
specifcity - not as an endorsement - but to create an enhanced understanding of the rapidly changing landscape of Infor-
mation Technology. Uptime is comfortable stepping out of the limited and traditional etiquette of magazine publishing
and we hope you see the value in our decision. We certainly invite your feedback as we continue to move forward.
doesnt have time because this work
would be additive.
Does 3-Dimensional PMOptimization
SM

Fit With Other Existing Efforts?
There are few, but common, approaches to-
wards optimizing the existing PM program.
Common approaches found throughout the in-
dustry include: Craft feedback on completed
PMs, PM Data Scrubbing manually performed
by a team who compares history to the PM
content and analytical processes such as RCM
and FMEA. The good news is that you dont
have to choose, as they all have their place
in the journey and are all intended to provide
the right task with the right frequency (Figure
1). But the important thing is not only to per-
form the right task at the right frequency, but
do so with the optimum use of maintenance
resources, which is dependent upon the de-
gree of difficulty or how easy is the process is
to implement.
Most organizations that have utilized 3-Di-
mensional PMOptimization did so because
they struggled with obtaining the optimum
benefit from a single initiative. The amount
of labor required, coupled with all of the his-
torical data needed, make RCM and FMEA
tools that should be reserved for high critical-
ity equipment that warrants the additional ef-
fort.
Enabling the application of PMOptimization
on all equipment, even after an RCM exercise
(for efficiency) provides an approach across
the entire asset base. This data should drive
and grow the system so that it can be lever-
aged across the organization, and even across
languages.
1st Dimension: Initial Optimization
The first step of Initial Optimization, prior to
beginning to optimize individual tasks, is to
determine if the existing tasks add value. We
have found that on the average up to 20% of
the existing PM tasks do not add value, or are
so generic that they cannot be deciphered! A
major contributor to this is that PMs are of-
ten copied from either the vendor manual or
other equipment PMs without actually being
verified at the equipment. Not
only are some of these copied
tasks inaccurate, even accurate
tasks might not be warranted due
to the criticality of the equipment
being reviewed. Furthermore,
PMs often contain tasks that are
redundant with other PM tasks,
either in the CMMS under dif-
ferent trades or frequencies, or
other systems such as Lubrication
routes, Predictive Maintenance
routes, Operator checks or TPM,
etc. Of the tasks that remain,
some can even be designed out
(Maintenance Prevention) with
only minor equipment maintain-
19
ability/accessibility modifications.
Next, it must be determined if the remaining
tasks are, indeed, the best tasks to protect re-
quired equipment functions against the spe-
cific failure modes. A process of Task Promo-
tion assists the user in determining if there is
a better task to give the same or greater level
of protection. Promotion to a higher Task
Type often provides several benefits, includ-
ing reduced labor, task duration, downtime,
materials cost, etc. Here are the specific Task
Types:
Task Type 1: Action-based PM Task (e.g.
replacement, cleaning, lubrication,
adjustment, calibration)
Task Type 2: Subjective Inspection
Condition as perceived by the inspector
Task Type 3: Objective Inspection
Condition as measured
Task Type 4: Condition Monitoring
As a final step of Task Promotion, the equip-
ment should be reviewed to determine if ex-
ecution of a task can be made simpler with
minor equipment maintainability/accessibility
improvements such as modifying guarding,
piping out lubrication or inspection points,
providing visual condition indicators, etc.
This could allow further promotion to an even
better task.
Once the optimum task is selected, the PM
tasks are further scrutinized for the best way
to execute. For example, is the task being
performed by the person with the lowest ap-
propriate skill set? If a task is written to a
level of detail that includes the protected
equipment function, failure modes, and PM
activities (particularly if promoted to a Type
2 or 3 Inspection), it often does not require
a top level technician. In fact, it becomes
a great tool for training new technicians.
Figure 1 - 3-Dimensional PMOptimization can be applied on its own or in combi-
nation with other maintenance initiatives.
RCM / PMOptimization
Partnership
R
e
s
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c
e
s

R
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e
d

(
L
a
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r

&

M
a
t
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r
i
a
l
)
E
q
u
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p
m
e
n
t

Q
u
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t
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t
y
Equipment Criticality Low High
RCM/FMEA
h
OO
t
M
n
t
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F
Craft Feedback/Data Scrubbing
Leverage Zone
3-Dimensional PMOptimization
SM
Figure 2 - Automatic calculation of time savings and
downtime savings.
20
Would a job plan help to ensure quick task ex-
ecution with consistent results, particularly if
resources or specific conditions are required
to execute the task? Could some of the tasks
be performed without interfering with Pro-
duction? Lets face it, the equipment exists to
make some form of product. Whenever it is
down for PM, we are not making product, and
likely not making money! Finally, the optimal
frequency of each PM task should be deter-
mined. In most cases, the data to make this
decision does not exist because failures have
not been tracked accurately nor in enough de-
tail. Yet frequency is often the first place peo-
ple look when they consider optimizing a PM:
Can I do the task less often? 3-Dimensional
PMOptimization addresses frequency only
after applying 14 techniques that verify the
task is legitimate, that it is the optimum task,
and that we are performing it in the best way.
Furthermore, reducing a frequency carries the
potential of introducing additional risk. While
this risk must be weighed against the poten-
tial benefits, consider that the frequency as-
signed to a particular task is often determined
based upon when we are already scheduled to
do other tasks. If we have a monthly PM and
the need for a new task arises, we typically
also include it in the monthly PM.
PM Optimization Example using
Multiple Optimization Techniques:
PM on an Air Handler Unit
Original PM Task: Change 8 HEPA filters on
an Air Handler Unit quarterly (Figure 3)
Optimization: The client installed a magnehe-
lic gauge to measure pressure drop across the
filters (modification) & determined the pres-
sure at which the filters required replacement
(now an Objective Inspection) based on air
volume requirements & filter specifications.
They also marked the warning zone on the
gauge in red (visual workplace). This allowed
Task Promotion from Type 1R Replacement
Task to two new tasks: the 1st is a Type 3
Objective Inspection and the 2nd is a Type 2
Subjective Inspection. These inspections can
now be performed by the operator while in
the area, and are actually checked three times
more often. The new tasks also do not re-
quire equipment downtime to perform.
This example is provided for illustration pur-
poses because it utilizes multiple techniques
of PM Optimization. Although the results
shown in Figure 4 are typical, there are other
items to consider. For example, the filters
will still have to be changed eventually; how-
ever, it will be based upon condition and the
replacement will be performed as a planned
& scheduled corrective maintenance job.
Please note also that the cost savings of the
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Figure 3: HEPA Filters on Air Handler Unit
21
filters was not included in this example.
Added Effectiveness for Greater
Reliability
At this point we must review the equipment
history for indications of failure on functions
that should have been protected by the origi-
nal PM. A failure may indicate that the PM is
not fully effective. Although many companies
The optimization of the existing PMs for effi-
ciency, combined with failure review, typically
provides the optimal results based on current
data systems available for PM content and fail-
ure recording. While performing the above
PM optimization for efficiency to free up la-
bor, invariably additional opportunities for
greater effectiveness in the PM are uncovered.
These can be anywhere from failure modes on
existing components that have not been ad-
dressed adequately, to components that have
not been addressed at all, to entire functions
that have not been included in the PM previ-
ously. These are potential failure mode items
that can take PM effectiveness to the next lev-
el for even greater reliability. Companies are
typically identifying from 50-100% additional
PM coverage for likely failure modes as com-
pared to the original PMs!
Because the added PM tasks are fully opti-
mized during development, the PM efficiency
gains are not reduced significantly due to the
added PM coverage. For those maintenance
organizations that have an existing RCM or
FMEA effort in place, analysis of these addi-
tional items are an excellent opportunity to
partner with these other efforts, making PM
Optimization a complementary initiative to
often do not have an accurate formal equip-
ment history documented to an adequate lev-
el of detail, an undocumented, informal his-
tory usually does exist. This is the history in
the experience of the people that have oper-
ated & maintained the equipment in the past,
including equipment operators, maintenance
technicians, engineers, even vendors and con-
tractors.
Task Description Labor Production Downtime
Task
(Failure Modes __)
Task
Type
Freq.
(X/Yr)
Skill/Craft 1 X
(Min)
Annual
(Min)
1 X
(Min)
Annual
(Min)
Original PM Task
Change 8 HEPA Filters 1R
Replace
Q
4X
HVAC Tech 240 960 300 1200
Optimized PM Tasks
Check Magnehelic Gauge
(Filter Dirty __)
3 Obj.
Inspect.
M
12X
Operator 2 24 0 0
Visually inspect flters via
window (Damaged__)
(Blown through__)
2 Subj.
Inspect.
M
12X
Operator 2 24 0 0
Optimization Results
3X
300%
No Crafts
Reqd.
Reduced
236 Min
98%
Reduced
936 Min
97%
Reduced
300 Min
100%
Reduced
1200 Min
100%
Figure 4 - Simple example of an optimized PM task using multiple
PM Optimization techniques
reading can then be used to trend equipment
condition, effectively turning a Type 3 Objec-
tive Inspection into a Type 4 Condition Moni-
toring task. What is currently done with this
gathered data? With limited technology, the
most common answer unfortunately is to put it
in a file system or create an additional spread-
sheet. Either of these choices demonstrates a
disconnect between PM Data and further dy-
namic Optimization.
Because this process is very data-intensive (i.e.
number of machines, times numbers of func-
tions, times number of components, times
number of failure modes/likely causes), it is
recommended that the process be automated
(Figure 5), or it wont happen. CMMS software
packages, whether part of an ERP application
or stand-alone, are invaluable to a Mainte-
nance organization. However, very few treat
PM tasks as individual live records at the failure
mode level. Rather they provide a place to put
the PM tasks as part of an overall PM.
3rd Dimension: Equipment Reliability
Analysis
The final aspect of 3-Dimensional PMOptimiza-
tion is the ability to communicate with day-to-
day-events from the equipment to an ongoing
evaluation of the PM activities. The basic ques-
tion is, Are the failures or undesirable events
on the equipment preventable through PM
and what gaps exist in the data? Again, when
completed, this task is typically performed
manually, outside the PM data as there is a dis-
connect between the failure under review and
the PM data intended to preserve the compo-
nent. This data resides in data systems such
as the CMMS , equipment downtime tracking,
Overall Equipment Effectiveness monitoring,
SCADA systems, PLC fault tracking, etc. Each
of these that exist at the site should
provide feedback to the PM system as
an indication of equipment reliability,
again allowing real-time monitoring
of the effectiveness of the PM tasks.
Such a process links existing informa-
tion systems with a system used to
change behavior in how we care for
our equipment assets.
The process of 3-Dimensional PMOp-
timization
SM
takes the PM program to
previously unreachable new levels by
fusing common sense, reliability dis-
ciplines, and automation powered by
Reliability Fusion
TM
, the worlds first
3-D PMOptimization system.
Edward J. Stanek, Jr. is the Co-Owner
/ President ofLAI Reliability Systems, Inc. Ed
has been involved in the development of
reliability and maintenance systems for the
past 22 years, and has worked extensively on
TPM implementation and process develop-
ment with small to medium-sized compa-
nies. Building shop floor involvement and
maintenance support systems, his projects
set record-breaking performance improve-
ments. As Co-Owner and President of LAI, Ed
leads the organization with ongoing product
development and unique processes. Combin-
ing the concepts of constraint management
and reliability, Ed, who is a past chairman
of STLE, has redefined how Maintenance
Optimization and Continuous Improvement
are implemented.
Tibor L. Jung is the Co-Owner / VP / Senior
Project Leader for LAI Reliability Systems, Inc.
Tibor has over 25 years of experience in the
maintenance & reliability field as a represen-
tative of LAI. His vast equipment reliability
experience was the foundation that allowed
him to develop a side of LAIs offerings that
focuses on the business processes of mainte-
nance & reliability. His expertise in optimiz-
ing both key Production processes as well as
Maintenance & Reliability processes allows
him to provide more holistic solutions to
clients needs that are geared towards bring-
ing together previously conflicting factions
within clients organizations, with the focus
of greater reliability to get more product
out the door and to lower costs.
LAI Reliability Systems , PM Optimization, 3-D PM
Optimization, 3-Dimensional PM Optimization, and
Reliability Fusion are service marks of LAI Reliability
Systems, Inc., Antioch, Illinois (with regional offices
in Franklin, Tennessee). All rights reserved.
16
22
RCM & FMEA, rather than a compet-
ing initiative (Figure 1).
Optimization at the PM Level
After each of the PM tasks is opti-
mized and assigned accurate schedul-
ing criteria (e.g. frequency, skill/craft,
run status, etc.), the tasks are grouped
back together into PMs according to
these criteria. At this point, the PM
tasks can be further optimized by ap-
plying more efficient means to execute
them as groups of PM tasks. Examples
include issuing PM tasks as part of an
organized route, separating down
PM tasks from running PM tasks,
scheduling PMs only after all required
resources are available, and schedul-
ing for the lowest skill level required.
Optimization of the PM process is also ad-
dressed at this point. Some PM tasks that
are inspections (Type 2 Subjective or Type 3
Objective) are sometimes written as Inspect
& change if necessary. When something is
found to be wrong during one of these PM in-
spection tasks, dont immediately fix it (unless
it meets predefined criteria). Often times when
a craftsperson finds something wrong during a
PM, he feels he has not done his job if he walks
away without making an attempt to fix it. Is
the work required to correct the identified item
planned? Does he have the parts, special tools,
manuals, etc. in hand? Does he have time? If
the answer to any of these is no, he is likely
doing REACTIVE maintenance within the PM.
A crucial role of good PM tasks is to identify
a backlog of work that can be made more ef-
ficient through good planning and scheduling.
Create a corrective or repair type work order to
document the item and put it in the system to
be planned and scheduled.
2nd Dimension: PM Task Pass/Fail
Analysis
Once the Initial PM Optimization is complete, it
is critical to get feedback from the PM process
as confirmation of the decisions made, as well
as to look for additional opportunities for fur-
ther optimization. Since the PM tasks exist to
protect required equipment functions against
specific failure modes, dynamic feedback must
be provided for either the failure mode and/or
its root cause. This is referred to as PM Task
Pass/Fail Analysis. Thresholds set for pass/fail
for each failure mode, cause or reading taken,
make it possible to monitor the effectiveness
of the PM tasks real-time. Also, if a task ex-
ists for gathering a reading from a gauge, the
Figure 5 - PM Task Pass/Fail Analysis allows real-time
monitoring of the PM Tasks.
27
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of the primary switchgear in their electrical distribution
system which feeds one paper machine and several smaller
operations within the plant. An impending ten-day shut-
down increased the sense of urgency since all windows
could be fitted for one machine during that period.
IRISS, inc. was commissioned by the paper mill to conduct
a pre-site inspection to ascertain the optimal position and
quantity of windows which would give thermographers
thorough visibility of desired targets. The conclusions
from the initial inspection are noted in Table 1.
The customer ordered 200 units of assorted 3-inch diam-
eter and 4-inch diameter Infrared Inspection Windows
to complete the installation. 197 windows were later in-
stalled.
Investment
197 infrared inspection windows totaled $42,050.00.
IRISS was also retained to supply an installation team to
perform the installation of the IR windows. Installation
costs sited in Table 2 were calculated using the following
assumptions:
Two-man installation team at $625.00 each per day
(total cost $1,300 per day) x 10 Days = $13,000.00
$30.00 per window installation charge x 197
Windows = $5,910.00
paper mill in South Carolina had a very successful infrared inspection program that management wanted to ex-
pand. However, the requirements of NFPA 70E were causing them to re-think their strategy since inspections
of energized equipment was becoming more restrictive, more time consuming and more costly. Furthermore,
8% of the mills applications had never been surveyed due to either switched interlocks (which automatically
deenergize the equipment upon opening, thereby preventing access to energized components), or to incident
energy calculations in excess of 100 cal/cm2 on certain equipment (which exceeds personal protective equipment [PPE]]
ratings, and would place personnel in extreme danger and open the company to OSHA fines).
In search of alternative methods of conducting safer, stan-
dards-compliant inspections, the corporate Reliability Engi-
neer investigated how infrared inspection windows (com-
monly referred to as IR windows, viewports or sightglasses)
might be utilized. It was determined that:
Use of Infrared Windows for routine inspections of
healthy equipment did not require the elevated levels
of PPE required in 70E, since as stated in 70E 100:
Under normal operating conditions, enclosed ener-
gized equipment that has been properly installed and
maintained is not likely to pose an arc flash hazard. In
NFPA terms, an IR window maintains an enclosed
state for the switchgear, MCC, Transformer, etc., and
maintains energized components and circuit parts in a
guarded condition. Therefore, the hazard/risk cate-
gory would be equal to that of reading a panel meter,
using a visual inspection pane for lockout/tagout
confirmations, or walking past enclosed, energized
equipment.
Use of IR windows or sightglasses would eliminate
the need for a supporting cast of electricians to remove
and reinstall panel covers. Those critical personnel
would then be available to perform other tasks which
were often being outsourced.
Use of infrared windows would provide an efficient
method to perform inspections. This would make
more frequent inspections feasible for critical or sus-
pect applications to ensure plant uptime.
Use of IR windows would provide non-intrusive
access to electrical applications; therefore, surveys
could be conducted without elevating risk to plant
assets and processes, meaning that inspections could
be conducted during peak hours for the best
diagnostic data.
Use of IR windows and closed panel inspection would
eliminate high-risk tasks during inspections and
thereby increase safety for thermographers.
The focus of the mills initiative was to facilitate inspection
i
n
f
r
a
r
e
d
u
p
l
o
a
d
Windows Open the Door to Savings
A Study of a Positive, and Growing, Return on Investment
by Martin Robinson
A
24
Application Quantity
13.8 kV Primary Switchgear 15
Secondary Switchgear 22
Transformers (13.8 kV) 27
MCCs 2
Miscellaneous Switchgear 2
Generators 2
Total Assemblies 70
Inspection Compartments 147
IR Windows 197
Table 1 - Equipment List
www.uptimemagazine.com 13
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Hawk IR Internat|ona| Inc.
5309 Monroe Road
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Email. sales@hawk-ir.com
TOLL FREE. 1-877-4-HAWKIR
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CLIRVU II QUADRABAND
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VISUALLY CAPABLE FUSION CAPABLE AUTOGROUNDING
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26
The Installation
Installation of the infrared inspection panes
was conducted during three nights and three
days during the ten-day shutdown. Some in-
stallations were completed on live gear us-
ing additional safety measures; however, the
vast majority were conducted on deenergized
equipment in what NFPA terms an electrically
safe work condition.
Although the plan allowed for twelve-hour
shifts, installers were quickly and safely moving
at a rate of approximately six window installa-
tions per hour, and were finishing the plant on
the night shifts within six hours. Installations
during normal business hours allowed much
more flexibility; therefore all live works were
completed during these periods. When the cli-
ents electricians assisted with the installations,
the installation rates were also faster than
originally planned (7 to 8 windows per hour).
All window installations were completed well
within the allotted timelines.
Inspection Cost Analysis
Prior to the installation of the IR windows, all
infrared inspections were completed on open,
energized gear. Therefore, PPE, live works pro-
cedures, risk assessments, permits, etc. were
required for all inspections, and as noted ear-
lier, several applications had never been sur-
veyed due to safety restrictions.
The paper mill had previously invested in its
own infrared camera and an on-staff thermog-
rapher. The thermographer was trained and
qualified to assist in opening panels on ener-
gized gear. Therefore, some efficiencies were
already in place when compared to a typical
crew of a single thermographer + two electri-
cians. Consequently, the man-hour calculations
for the traditional inspection are actually
conservative.
Table 3 details the man-hour costs for infrared
surveys using in-house staff without infrared
windows or viewports. The following assump-
tions are made:
Total man-hours per inspection of inspec-
table equipment: 331 hours (23 days)
Staff electrician internal charge-out rate
$125.00 per hour
Staff thermographer assists with panel
removal, etc (two-man task)
PPE suit-ups twice per day, per man (30
minutes per man per suit-up)
One man-hour per compartment panel
for safe removal, etc. (x two for two-man
team)
147 individual panels to inspect
(per Table 1)
After the infrared windows were installed and
there was no requirement to remove panels or
wear increased levels of PPE, the task became
a one-man job. The increased efficiency and
economies of motion and man-power, which
infrared windows provided, significantly de-
creased the time required to complete a survey
to just two, eight-hour days for a total of just
16 man-hours. The costs associated with an in-
frared survey using the IR windows are detailed
in Table 4.
Compared to the costs of traditional inspec-
tions (Table 3), the paper mill now saves
$39,375 per inspection cycle because of the ef-
ficiencies they have gained through the use of
infrared windows.
Return On Investment
Table 5 combines the data from the
previous tables to illustrate the ROI
for the paper mill based on the initial
investment of the IR windows, the in-
vestment in installation and the costs
to perform surveys using the win-
dows, compared with the mills tra-
ditional costs of using their in-house
team while not using any windows.
Using infrared windows is shown in
this example to pay dividends as early
as mid-way into the second inspection cycle,
yielding almost $18,000 in savings which can
be put back into the budget by the end of the
second cycle. In just five inspection cycles the
mill shows a savings of over $135,000.
Moreover, because inspections can be complet-
ed with greater ease and without increased risk
to personnel, plant and processes, the frequen-
cy of inspection cycles has been increased to
quarterly, reflecting best-practices recommen-
dations which were previously not feasible, and
thought to be unattainable. The new inspec-
tion cycle brings ROI to the plant in just one
quarter, while reducing the risk of catastrophic
failure among the plants critical power distri-
bution systems, which will, in turn, minimize
production losses due to equipment failure.
Future Installations
Additional window installations have been
planned and scheduled to occur during the fa-
cilitys next shutdown. Because the customers
in-house electricians were trained to install
infrared windows, the installation costs for
IR Windows Suppy & Installation
Investment
197 Infrared Windows $42,050
Installation Costs for 197 Units $18,910
Total Assemblies $60,960
Table 2 - Total Costs
Total Cost of Traditional Inspection
with In-House Team
Hours Cost
Traditional Inspection Time
(Hrs x 2 per team)
294 $36,750
PPE Suit-up Time
(0.5 Hrs x 2 per day x 2 per team)
37 $4,625
Total Cost $41,375
Table 3 - Costs for Traditional Infrared Surveys
Total Cost of Inspection with IR Windows
Hours Cost
Inspection Time 16 $2,000
PPE Suit-up Time 0 $0.00
Total Cost $2,000
Table 4 - Costs for Infrared Surveys
Using IR Windows
Figure 1 - Installation of IR Window
Figure 2 - Traditional inspection using PPE
www.uptimemagazine.com 27
future installations will be a frac-
tion of the cost paid for the origi-
nal installation, saving even more
money and accelerating the ROI
for additional windows.
Conclusion
This mill realized a return on
investment very quickly while
benefitting from the other intan-
gibles of infrared windows. Spe-
cific achievements are:
The ability to inspect the previously
un-inspectable equipment
The ability to inspect critical applications
more frequently
The ability to more aggressively monitor
any applications which are suspected to
be running to failure
Increase in safety for personnel
Decrease in risk to plant assets and op-
erations due to non-invasive nature of
inspection safeguarding profitability
Freeing up critical personnel who can be
utilized for other valuable jobs in the plant
rather than removing and reinstalling panels
A portion of the financial savings were used
to continue to build and strengthen the PdM
Program through the purchase of a second IR
camera for the maintenance electricians, fur-
ther underscoring the mills commitment to
practical use of technology to ensure uptime
while enhancing the safety of its workers. Infra-
red windows provide a cost-effective and safer
alternative to traditional inspections.
Martin Robinson, I Eng, MInstD, is a highly
sought after trainer and speaker for top-
ics including infrared windows and general
thermography, electrical preventative main-
tenance, condition based
monitoring, green energy,
and electrical safety standards.
With over 15 years of practi-
cal field experience, Martins
expertise is also valued on
various committees, such as
the British Institute for Non-
Destructive Testing - InfraRed
Training Working Group (which
for establishes the training
standards and working prac-
tices for Thermographers in
the UK). In 1997, he founded Global Mainte-
nance Technologies, which provides Condition
Monitoring, and energy management services
to some of the most recognizable and presti-
gious landmarks, organizations and businesses
in London and Southeast England. Martin also
formed IRISS, Inc, which produces the worlds
only industrial-grade infrared windows capable
of passing durability and impact requirements,
the worlds first ultrasound ports; emissiv-
ity standardization landmarking tags, and
the worlds only transmissive PDU panels;
and other groundbreaking solutions released
continually. Residing in Sarasota, FL, Martin is
a devoted husband and the proud father of 8.
He can be contacted at m.robinson@iriss.com
Return on Investment (ROI) Windows Traditional ROI
197 IR WIndows $42,050 - -$42,050
IR Window Installation $18,910 - -$60,960
Cost of First Inspection Cycle $2,000 $41,375 -21,585
Cost of Second Inspection Cycle $2,000 $41,375 $17,790
Cost of Third Inspection Cycle $2,000 $41,375 $57,165
Cost of Fourth Inspection Cycle $2,000 $41,375 $96,540
Cost of Fifth Inspection Cycle $2,000 $41,375 $135,915
Total Cost for 5 Cycles $70,960 $206,875 $135,915
Table 5 - Return on Investment Calculations
(running total in far right column)
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Building A Lubrication Program
By Using the Five Rights, You Wont Go Wrong
by Ray Thibault, CLS, OMA I & II
his article will examine the use of the five rights of lubrication - which are Right Type, Right Quality, Right
Amount, Right Place and Right Time - all of which are important in the development of a highly effective lu-
brication program. Many companies fail to realize the importance of lubrication and the application of these
five basic concepts to achieve world class machinery reliability. Each will be examined in detail, along with a
summary of best practices, including procedures in the selection of the optimal lubricant supplier.
Right Type

As a first step in the lubrication of equipment, refer
to the OEM manual. The OEM should be contacted if
there are any questions. With old equipment the OEM
manual may be outdated and better lubricants may be
available. When in doubt, utilize your lubricant sup-
plier along with the OEM.

Two major classes of lubricants are oil and grease.
The selection of the type is based on the application.
Greases are used extensively in the lubrication of small
bearings. As a rule of thumb use oil where possible
because it can be cooled and filtered but this is not pos-
sible for many applications where grease is the better
choice. The following are applications for grease:

To decrease drippage and splattering, as the
grease acts as an additional seal to reduce leakage
To reach hard to get to lubrication points where
lubrication frequency is important and when oil
circulation is impractical
To seal in the lubricant and assist in sealing out
contaminants such as water, dirt and damaging
corrosives
To protect metal surfaces from
rust & corrosion
To lubricate machines with
intermittent operation
To suspend solid additives such
as moly or graphite
To lubricate sealed-for-life
applications
When extreme or special operat-
ing conditions exist
When machine parts are badly
worn
When noise reduction is
important

Greases are composed mainly of oil
dispersed in a thickener with additives.
Typical grease is about 85% oil. It is the oil which does
the lubricating in grease. The NLGI classifies greases
according to consistency with the following grades in-
creasing in hardness: 000, 00, 0, 1, 2, 3, 4, 5, and 6.
The most common NLGI grade is #2. At high speeds
#3 may be used and at low temperatures and in cen-
tralized systems a 0 or 1 is used.

Most large equipment is oil lubricated and selection of
the right type is critical to reliability. Two major fac-
tors in selection of an oil based lubricant are the correct
viscosity and additives in the formulation. For a more
complete discussion of viscosity please refer to Basic
Principles of Viscosity and Proper Selection Techniques
published in Lubrication & Fluid Power (LFP). For a
more complete discussion of additive types, please re-
fer to All Lubricants are not Created Equally (Basic Con-
cepts in Formulation of Finished Lubricants) which was
published in LFP in 2006.

OEMs will recommend the correct ISO viscosity grade
for their equipment based on the operating tempera-
ture. Table 1 classifies kinematic oil viscosity in centi-
stokes for industrial lubricants based on the ISO grade
which is the midpoint of a viscosity range +/- 10%.
l
u
b
r
i
c
a
t
i
o
n
u
p
l
o
a
d
T
28
ISO VG
Mid Point Limits, KV 40 C
ISO VG
Mid Point Limits, KV 40 C
KV 40 C,
mm
2
s
-1
Min. Max.
KV 40 C,
mm
2
s
-1
Min. Max.
ISO VG 2 2.2 1.98 2.4 ISO VG 100 100 90 110
ISO VG 3 3.2 2.88 3.52 ISO VG 150 150 135 165
ISO VG 5 4.6 4.14 5.06 ISO VG 220 220 198 242
ISO VG 7 6.8 6.12 7.48 ISO VG 320 320 288 352
ISO VG 10 10 9 11 ISO VG 460 460 414 506
ISO VG 15 15 13.5 16.5 ISO VG 680 680 612 748
ISO VG 22 22 19.8 24.2 ISO VG 1000 1000 900 1100
ISO VG 32 32 28.8 35.2 ISO VG 1500 1500 1350 1650
ISO VG 46 46 41.4 50.6 ISO VG 2200 2200 1980 2420
Table 1 - Kinematic Oil Viscosity in Centistokes

Since grease is primarily oil which does the
lubricating; the correct viscosity must be
selected in the grease formulation. Table 2
provides guidelines on the selection of the
correct viscosity in grease.
Once the correct viscosity has been deter-
mined, the correct lubricant type based on
additive composition needs to be selected.
Lubricant formulations consist of a base
stock and additives. Most base stocks are
mineral oils from refining of crude oil. Table
3 summarizes lubricant composition in vari-
ous lubricant types.
Lubricants in Table 3 with o signify the addi-
tive is not in all formulations but is optional
for specific applications.
Right Quality

Once the right type of lubricant has been se-
lected, it is important to select a high quality
lubricant. Quality is both the ability of the
lubricant to meet OEM specifications based
on performance on ASTM tests and the clean-
liness of the fluid which is delivered. You can
have the highest quality lubricant, but if is
not handled properly during delivery or stor-
age it will not perform as expected.

Product data sheets provide useful in-
formation on lubricants and their be-
havior on ASTM tests which provides
information on their performance on
equipment. The best test for a lubri-
cant is how it has performed in your
plant, but there are some situations
where a lubricant is selected only on
specification tests. A series of articles
was published in 2005 in LFP on tur-
bine, hydraulic, and gear oil specification
tests. Please refer to these articles for an
in-depth coverage of lubricant specification
tests and how they can help in the selection
of the right quality lubricant.

The following summary is best practices to
apply in maximizing lubricant quality:

Utilize specification tests on product
data sheets to compare lubricants
Contact OEMs for minimum specifica-
tion requirements
Set minimum lubricant specifications
with suppliers
Set standards on new lubricant deliver-
ies but be reasonable. During the
delivery process it is difficult to main-
tain high levels of cleanliness. Most
hydraulic oils need to filtered before
use
Utilize certificates of analysis for water
content and viscosity on delivered
lubricants
Routinely run more extensive tests with
an oil analysis laboratory to determine
if supplier is meeting minimum
requirements
Dont utilize price as main criteria in
supplier selection
Establish return criteria in lubricant
contracts

Right Amount

Grease Lubrication
More is not better. Too
much lubricant in a sys-
tem can be as destruc-
tive as not enough, as
evidenced by the over
greasing of electric mo-
tors, which happens to
be a major failure mode.
The use of the formula
in Figure 1 will assist in
greasing rolling element
bearings with the cor-
rect amount.
29

This calculation will give you the number
of ounces to add to a bearing during greas-
ing. This is especially important when greas-
ing electric motors because of the tendency
to over grease. In order to add the correct
amount, grease guns need to be calibrated
on their delivery of number of shots /ounce.
This can be completed by using a postage
scale to weigh out one ounce of grease. An
easier method is to count the number of
shots to fill a 35 mm film canister, which
is approximately one ounce of grease. Once
the guns have been calibrated, try to use the
same grease gun type consistently for the
same application. Some of the newer guns
will indicate the amount being added.
Oil Lubrication Centralized oil systems add
the right amount at the right time. This dis-
cussion will focus on the having the correct
level in oil baths and splash lubricated gear
boxes.

Many small pumps are lubricated by oil baths
as illustrated in Figure 2. The correct level
for a bottle oiler bath should be at the mid-
dle of the lowest ball.
ISO Viscocity Application
ISO 100 and
Lower
High speeds > 3600 rpm and low loads such
as electric motors
ISO 150/220 Moderate speeds <3600 rpm with moder-
ate loads. Most common in multi-purpose
greases and automotive applications
ISO 460 High loads and good water resistance. Used
in some mining applications
Table 2 - Viscosity Selection in Grease
Table 3 - Lubricant Composition by Additive Type
Copyright 2006 LTC
Additive Turbine Gear Hydraulic Engine
Paper
Machine
Circulating
Rust
Inhibitor

Oxidation
Inhibitor

Extreme
Pressure
Antiwear
Detergents
Dispersants
Antifoam
VI Improver
Demulsifers
Figure 1 - Equation to calculate the
number of ounces to add to a bearing
during greasing.

Gq = .114 DB
B - Bearing width inches
D - Bearing outside
diameter inches
B
D
Figure 2 - Oil Bath Illustration
Courtesy Trico Mfg
30
Large pumps and process steam turbines
which have journal bearings are often lubri-
cated with the use of slinger rings as illus-
trated in Figure 3. The oil level with slinger
rings should be set at 1/8 to 3/8 inches from
the bottom inside edge of the ring. The fast-
er the speed the lower the level should be.
Splash lubricated gear boxes are very com-
mon where both gears and bearings are lu-
bricated. Enough oil needs to be splashed up
for cooling and for lubrication. An oil level
too high will cause churning, which will over
heat the oil, while a level too low will not
provide proper oil cooling and lubrication for
bearings and gear teeth. Spur helical, bevel
and spiral bevel gears are lubricated with the
gears dipping into the oil at twice the tooth
depth. The OEM will provide information on
the correct oil level.

Worm gears consist
of a steel worm and
a bronze wheel with
either the worm be-
ing above or below
the wheel. Figure
4 illustrates a worm
below the wheel,
where the oil level is
normally set just be-
low the worm center
line. With the worm
above the wheel, as
illustrated in Figure
5, the oil depth rang-
es from just above the wheel tooth depth to
the center line of the wheel. The oil level is
dictated by the speed. The higher the speed,
the lower the oil level to minimize churning.
Right Place

Once we have selected the right type of lubri-
cant and the quantity to be added, we need
to apply it at the proper location. Adding
the wrong oil to a lubrication point is not
uncommon. It will usually go undetected un-
til a problem occurs or, with an oil analysis
program, detection can be at an early stage,
avoiding possible equipment damage.
All lubrication points should be properly la-
beled as to the lubricant to be added. Lu-
bricant manufactures provide lube tags for
proper identification of the proper lubricant
to be used at the lube point. A typical tag is
illustrated in Figure 6.

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ISO 18436:3 Requirements for Training Bodies
THE VIBRATION INSTITUTE
Call, Fax or Email the Institute 6262 South Kingery Highway, Suite 212
for Complete Information Willowbrook, Illinois 60527
or Visit Our Web Site: Telephone: (630)654-2254
http://www.vibinst.org Fax: (630)654-2271
Email: vibinst@att.net

Figure 3 - Slinger Ring
Courtesy Matthews Royal Purple
Figure 4 - Worm Gear below
the wheel.
Figure 5 - Worm Gear above
the wheel.
Figure 6 - Typical Lubrication Tag.
ABC Lubricant Co.
ISO 32
Hydraulic Oil
Lubricant Tag
31
A good practice is to use separate contain-
ers for different lubricant types, as mixing
lubricants with different additive packages is
not recommended. Normally each lubricant
supplier color codes their tags by lubricant
types. In Figure 6, all of their hydraulic oils
would be red tags, but with different ISO
numbers such as ISO 46 and 68. Containers
should also be properly tagged, along with
the drums or totes where the oil is trans-
ferred to the container. This will minimize
the possibility of adding the wrong oil. The
following is a summary of best practices for
the addition of lubricant at the right place:

Become acquainted with lubrication
points on new equipment through the
OEM manual
Train personnel on correctly adding
lubricants to equipment
Label all equipment lube points with
color coded lube tags, which contain
ISO viscosity, obtainable from lubricant
supplier. Type of lubricant based on
color
Lube containers should be used for only
one type of lubricant and should have a
color coded tag for lubricant type. Ide-
ally use only one container per lube
type and ISO viscosity
Apply label to lube containers
Apply tags to totes and drums

Right Time

Grease Once we have established our pro-
gram with the right type, quality, amount,
and place, we need to establish proper lubri-
cation intervals. Grease frequencies can be
determined by using charts, but the follow-
ing easy calculation is also is used:
Oil The frequency of changing lubricants
depends upon the type of system and size of
the reservoir. Initial guidance is provided by
the OEM and should be adjusted based upon
the environmental conditions.

Small reservoirs (<50 gallons) in non-circu-
lated systems are often changed on a certain
frequency based on OEM recommendations
and experience. As an example, small ANSI
centrifugal pumps in plants hold less than
two quarts of oil and the oil is changed over
a wide range of intervals. I know one plant
that will change every quarter while another
using the same type of pumps will change
every two years. The environmental con-
ditions dictate the change frequency. The
plant changing quarterly has to deal with
difficult conditions on water ingression and
contamination, while the plant changing
biannually has much more favorable condi-
tions. This also applies for splash lubricated
gear boxes or any bath lubricated system. To
determine the correct change frequency for
similar equipment under similar conditions,
statistically evaluate the condition of the oil
through oil analysis tests. This can provide
useful information on establishing change
frequency.

Change frequency for large systems (>50 gal-
lons) should be established with oil analysis
condition monitoring tests. Two major fail-
ure mechanisms for lubricants are contamina-
tion (particles/water) and oxidation. Routine
visual monitoring of the oil is important. Oils
that are getting darker indicate possible oxi-
dation and should be further evaluated. Oils
appearing hazy or having suspended solids
indicate excessive contamination and should
also be further evaluated.

Oxidation is one of the primary reasons lu-
bricants fail, and its temperature dependent.
For every 18F increase in temperature the
oxidation rate doubles which cuts the oil life
in half. This is noticeable over 140F. When
oils oxidize they produce sludge, varnish,
and acids all, of which can cause equipment
damage. A very useful test is to monitor the
increase in the acid number of a lubricant
through oil analysis and to set condemning
limits for the oil.
Excessive water contamination can be deter-
mined with a Karl Fisher test, and particle
counting can measure the cleanliness of oil.
Both of these tests can be included in an oil
analysis testing program.
The following is a summary of best practices
for oil change frequency:
Utilize OEM recommendations for
change frequency
Set frequencies for small systems based
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(
14,000,000
t = K
nd
- 4d
)
t = relubrication interval in hours
d = bearing bore diameter, mm
n= speed, rpm
K = 1 for spherical or tapered roller bearings
K = 5 for cylindrical or needle bearings
K = 10 for radial ball bearings
on environmental conditions and
operating temperature. Adjust as
conditions change.
Periodically evaluate used oil in small
systems statistically with oil analysis
tests to confirm correct frequencies
Continuously monitor lubricant visually
for color changes and contamination
Utilize oil analysis condition monitoring
tests for large systems to establish
lubricant changes
Utilize use of synthetics where approp-
riate to extend drain intervals especially
under high operating temperature
conditions
Cost of changing lubricant is minimal
compared to potential equipment
damage and downtime; therefore err on
the side of changing too frequently

Summary of Lubrication Best Practices

Assign lubricant program to one person
Conduct lubrication survey on equip-
ment and keep updated
Develop lubrication scheduling through
CMMS or other electronic program
Keep records of lubrication activities
Utilize OEM and lubricant supplier to
ensure use of correct lubricant
Consolidate lubricants without
compromising performance
Utilize competent personnel for lubri-
cation and provide adequate training
Set equipment cleanliness as goal to
proactive maintenance
Establish an effective oil analysis
program for proactive and predictive
maintenance
Practice continuous improvement with
lubrication program
Lubricant Supplier Selection

An effective lubrication program is a part-
nership between the lubricant supplier and
the end user. This includes both the lubri-
cant manufacturer and distributor/marketer.
Selecting the correct supplier is a very im-
portant step in establishing a world class lu-
brication program and should not be taken
lightly. Dont select or change suppliers
based strictly on price.
The criteria in Table 4 should always be used
in selecting a lubricant supplier. No one sin-
gle factor such as price should determine the
supplier selection.

The following is a summary of each of the
selection factors:

Product Quality
Lubricants are not all created equal
Set minimum specifications through
ASTM tests
Adhere to OEM guidelines
Request data from suppliers not
reported on product data sheets
where needed
Utilize outside laboratories to evaluate
suppliers when appropriate

Price
Never base selection of a lubricant
Product
Price
Quality
Logistics
Technical
Service
Table 4 - Criteria for selecting a
lubricant supplier
32
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Enhance
Efficiency
Increase
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Lower
Heat Rate
Reduce
Maintenance
Costs
Avoid
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Repairs
VALVES AND TRAPS
CAUSING EFFICIENCY LOSSES?
LDS provides a systematic,
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improving cycle efficiency.
We use our patented
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complex thermal analysis
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plant wide savings.
IMPROVING PERFORMANCE FOR MORE THAN 25 YEARS
ULTRASONIC
VALVE & TRAP
LEAK DETECTION
supplier solely on price
Utilize high price synthetics where
appropriate to extend equipment
reliability and drain intervals
Dont let purchasing make final
decision

Logistics
Most deliveries, especially packaged
items, are provided by lubricant
distributors
Proximity and response time are impor-
tant factors in selection of supplier
Require cleanliness and dryness in oil
deliveries, but dont be unreasonable
Utilize Just-In-Time where appropriate

Technical Service
Evaluate potential suppliers based on
innovative approaches for lubricant
program improvement
Utilize lubricant suppliers expertise in
troubleshooting lubricant related
equipment problems
Consolidate lubricants without
compromising performance
Request that the supplier run compat-
ibility tests before changing suppliers

Conclusion
Establishing a world class lubrication pro-
gram, through applying the five rights of lu-
brication, will pay dividends in the long run
by enhancing equipment reliability resulting
in major bottom line savings. Establishing
the right program requires planning and
work and the lubricant supplier and OEM
should be utilized when needed. The first
step is to recognize and promote the impor-
tance of a well designed lubrication program
to management and then implement the
program. Of course, implementation is the
most difficult step, but you will find it is well
worth the effort.

References
1. Bannister, Kenneth (2nd edition) Lubrication
for Industry, Industrial Press, 2007
2. Lansdown, A.R. Lubrication and Lubrication
Selection, Mechanical Engineering
Publications, 1996
3. Neale, M.J. Lubrication and Reliability Hand
book, Butterworth and Heinemann, 2001
Ray Thibault owns Lubrication Training &
Consulting (LTC), and is based in Cypress
(Houston), TX. In 2001, he retired from the
Exxon Company after 31 years of developing
lubrication programs and providing technical
support for customers such as Dow Chemi-
cal, Koch Refining, Chevron, Texaco, Sinclair,
Eastman Chemical, and many others. He has
conducted extensive training in different
industries and is a STLE-Certified Lubrication
Specialist and Oil Monitoring Analyst. Ray
currently conducts numerous training classes
throughout the U.S. and Canada prepar-
ing individuals for the Certified Lubrication
Specialist (CLS) exam sponsored through
the Society of Tribologist and Lubrication
Engineers (STLE), and for both OMA and MLT
certification. Ray holds both B.S. and M.S.
degrees in Chemistry. You can contact Ray
at (281) 257-1526 or by e-mail: rlthibault@
msn.com
POWER
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One powerful solution for all of your lubrication management needs.
33
m
a
i
n
t
e
n
a
n
c
e

m
g
m
t
u
p
l
o
a
d
Measuring Performance
The Need for Metrics Standardization
by Walter Nijsen, CMRP
nderstanding how our plants perform and how well we perform in relation to others often reveals
opportunities for improvement, at least in principle. The key question first raised is often, Are we
comparing apples with apples? If not (as in many cases), the whole exercise of comparison, and to
some extent, measurement, becomes somewhat (or completely) meaningless.
34
U
On top of that, a question that really should be
answered first is, WHY should we measure?, along
with, WHAT should be measured and HOW?
The measures we believe are truly important are often
referred to as Key Performance Indicators (KPIs),
since, apparently, as the wording implies, those con-
tain key information on performance. But does it, and
if so, what precisely is it indicating?
When measuring true performance, a number of ques-
tions and preliminary steps need to be taken first:
Which KPIs are useful at what stage?
Is this a leading or a lagging indicator?
What is the correct definition?
How will we interpret the results?
How will you benchmark KPIs?
Why Should We Measure?
Joseph Juran famously said, If you dont measure it,
you cant manage it.
Ron Moore said, Your measurements should expose
your weaknesses those are your improvement op-
portunities.
When asking this question to several persons in an
organization, you will typically get different an-
swers. An operational leader or business leader
could answer: to measure our profit and losses, or
to understand if we are achieving our goals. A reli-
ability improvement leader could answer: to identify
opportunities for improvement, or to measure the
improvement progress.
Both answers are correct and make sense, depend-
ing on your role and interests, because you want to
measure and trend the results or the improvements at
your facility.
To compare and benchmark between industries or
within the company is also an expected answer.
On top of this, there is another important, and mostly
forgotten, or at least not identified, reason why we
should measure: To share success, which encourages
changes and improvements.
To achieve reliability excellence many changes and
improvements need to be made. Some are easy, and
some are more difficult, but sharing success will help
drive forward these changes. Benchmarking at a facil-
ity level, company level or industry level is a part of
sharing those successes.
What Should We Measure?
If the Why should we measure question? is clear and
understood, the answer to What should we mea-
sure? is simple. Lets focus only on the maintenance
and reliability process. At the end of the day, the
financial results, product quality and availability will
determine your profit and losses and your business
growth. So KPIs such as, OEE, maintenance cost as a
percent of replacement asset value, quality index, on
time delivery, production cost per unit produced need
to be in place.
However, these indicators are lagging indicators, or
results indicators, which give a snapshot or update
for the moment, but will not tell you what the future
results will be, nor if these results are sustainable.
Further, many persons or processes can influence
these KPIs. For example, maintenance cost is influ-
enced by many things, e.g., amount of unplanned
breakdowns, amount of pro-active work executed,
quality of the executed work, efficiency of the ex-
ecuted work, etc. Therefore, it is important to also
implement KPIs, which tell you something about
your potential performance in the future, or so-called
leading or process indicators. These indicators are
typically used to measure the process improvements
that bring us to our new goals.

The leading indicators should show us the direction of
future results, or in other words, the leading indica-
RCMEAMMTrain2009Brochure_1.indd 1 11/12/08 4:18:21 PM
RCM/EAM/MTrain Conferences | Reliability2.0
| Join the Conversation

The Reliability Centered Maintenance Managers Forum is designed for beginners
and advanced maintenance professionals to discover ways to create new maintenance programs
and to ensure that current maintenance programs include the right work at the right time to ensure
operational reliability.
The Enterprise Asset Management Summit includes training and case studies about
effective use of technology to plan, schedule and manage maintenance as well as creating
Dashboards, Key Performance Indicators and Analytics to make the best decisions possible to
support reliability.
The Maintenance Training Conference discusses creating and managing effective training so
your workforce has all the skill and knowledge required to support todays advanced reliability based asset
management.
These three events are held at one place and one time to encourage your key team members to get up to speed on what works and to
bring back new strategies, new techniques and new technologies to make the transition from reactive to proactive management of the
physical assets your organization depends on to be successful.
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with your experience at this conference, we will refund 100% of your paid registration fee.
What to expect at RCM-2009
Learn everything you need to build a world class Reliability Centered Maintenance Program
Discover exciting new ideas and learn helpful techniques to jumpstart your Reliability Centered Maintenance program
Learn how Maintenance & Reliability Professionals just like you are creating results with RCM
Learn how to conduct a Failure Modes and Effects Analysis
Learn how Reliability Centered Maintenance and Root Cause Analysis work together
Meet leading RCM service providers
Learn metrics to track the effectiveness of your RCM Program
Learn more about PM Optimization and Maintenance Task Analysis for fast results
What to expect at EAM-2009
Learn how to build accurate foundational data
Find out more about how leading companies are using Maintenance Analytics
Learn to reduce the cost of maintenance purchasing and inventory
Learn successful software implementation techniques
Learn to use your maintenance information to improve reliability
Learn how to use CMMS data to support other improvements
Discover ways to increase the productivity of your existing CMMS/EAM
Develop Key Performance Indicators for Maintenance
Manage a Computerized Maintenance Management System
Meet leading solution providers in the EAM-2009 Expo
What to expect at MTrain-2009
Learn how to create effective training by mapping required competencies
Learn how to blend online, CBT and live training for the best result
Discover techniques to deal with an aging workforce
Learn to overcome the maintenance skills shortage
Much more

Please call 1-888-575-1245 or visit us online www.maintenanceconference.com to register.
Schedule
RCM1 RCM2 EAM1 EAM2 MTrain
Monday, March 23
8:00am-8:45am Welcome and Keynote What is the next Big Step for Reliability FLIR (Forward Looking Innovations in Reliability) by Ricky Smith
9:00am-4:30pm Bonus Certicate Workshops
BWS1
Root Cause Analysis
and Reliability Centered
Maintenance by Mick Drew
ARMS Reliability Engineers
BWS2
Introduction To RCM Blitz
by Doug Plucknette, Allied
Reliability
BWS3
The Reliability Game by MRG
BWS4
OUTAGE! The Planning and
Scheduling Experience by GP
Worldwide
BWS5
Staffing And Training
Rules Of Thumb For
Maintenance And Reliability
Managers How Do I Make
This Happen? by Ricky
Smith, CMRP
4:30pm-6:30pm Welcome Reception and Expo
Tuesday, March 24
8:00am-8:45am Welcome and Keynote Value Driven Maintenance by Remco Jonker of Mainnovation
9:00am-4:30pm Bonus Certicate Workshops
BWS6
Advancing Reliability &
Maintenance to Meet and Beat
Global Competition by Jack
Nicholas Jr., Author of Advancing
Reliability & Maintenance
BWS7
PM Optimization, a hands-on
exercise by Steve Turner,
OMCS
BWS8
The Manufacturing Game:
Supporting Reliability through
Defect Elimination
BWS9
Value Driven Maintenance
Business Game
BWS10
Developing, Implementing,
and Managing Technical
Training Programs by
Terry Wireman
4:30pm-6:30pm Reception and Expo
Wednesday, March 25
8:00am-8:45am Welcome and Keynote Special Surprise Keynote Address
9:00am-10:00am Expo and Power Coaching
10:00am-10:45am Learning Zone Session 1
Paper 01
Reliability Centered Design by
Ramesh Gulati, CMRP,
ATA/Arnold Engineering
Development Center
Paper 02
The Psychology of RCM
(Reliability-Centered Mindset)
Michael Rezendes
Zumwalt Class Destroyer
Paper 03
Measuring plant performance
- The need for metrics
standardization by Walter
Nijsen, Cargill Grain and
Oilseeds Europe
Paper 04
Master Records are Not
Optional! Get the Detail Work
Behind You
by E. Todd White, MRG
Paper 05
Keith Mobley on Developing
an Effective Workforce
Paper 06
Reliability in Design and
Procurement by Jay West,
Viziya and Vince Adorno
VP, Alcoa and Claudia Faye,
Alcoa
Paper 07
Developing and Implementing
RCM for a Limited Staffed
Facility by Tim Jackson, Florida
Municipal Power Agency
and Todd Cooper, Cohesive
Information Solutions
Paper 08
Reposition plant culture to
achieve EAM results
by Robert Bagley, Verso
Paper
Paper 09
Reliability in the Regulatory
and Compliance Environment
Steve Mislan
Charleston Water System
Charleston, SC
Paper 10
Developing a Skilled
Workforce: Shaw Industries
START Program by Mr. Casey
Wagner, Shaw Industries
Group and Mr. Eric Rodgers,
General Physics
Noon Lunch and Expo and Power Coaching
1:00pm-1:45pm Learning Zone Session 3
Paper 11
Allison Transmission Inc.
Machine and Equipment
Purchase Process by Russell
Combs, Allison Transmission
Paper 12
The Statistical Outliers
Are In Control Of Asset
Management by Tom Carroll
III, NETJETS Inc
Paper 13
Roadmap for Effective EAM
Implementation or
re-implementation by
Jim Davis, PCA
Paper 14
The Dead Zone In Work
Management by Bob Guthrie
and Brian Heinsius, Rio Tinto
Energy America
Paper 15
Aging Workforce Exodus
by Dave Abecunas, Signum
Group

Paper 16
Condition-Based Maintenance
- How Do You Solve The
Scheduling Challenges by Jay
West, Viziya
Paper 17
Completing the P-F Curve
Douglas J. Plucknette
Allied Reliability
Paper 18
Enterprise Asset Management
for Multiple Sites
by Tim Jackson, Florida
Municipal Power Agency
Jim Sawyer, Cohesive
Information Solutions
Paper 19
Creating an Asset
Management Framework
For Successful EAM
Configuration by Marc Yarlott,
Veolia Water North America,
Terry Nelson, Inspiraworks
and John Clow with Oracle
Paper 20
Blended Training: Combining
Live training and e-learning
for optimum results by Jason
Tranter
Paper 21
99% Reliable 100% of the
Time: How an airline meets
amazing reliability metrics
under the worst of conditions
by Bill Brinkley AP/IA/AME
Manager of Reliability and
Development USAirways
Express / Piedmont Airlines
Paper 22
Measure Behavior Measure
Success! by David A. Army,
CMRP, Strategic Asset
Management
Paper 23
EAM Supporting Lean
Maintenance by Dave
Swenson, Maintenance
Manager of Intek Plastics, Inc
Paper 24
Engineering Content
Management by Verl Davis,
AssetPoint Reliability
Services
Paper 25
Theres More to Training
than Skills Development by
Ken Bass, Field Manager,
Management Resources
Group, Inc.
4:00pm-4:45pm Learning Zone Session 6 The Chill Out Sessions
Paper 26
The Concorde Disaster
Explained; an interface of
Nuclear Work Model & Root
Cause Analysis by
Loyd Hamilton, Think
Reliability
Paper 27
Enhancing electrical safety
through RCM by Martin
Robinson, IRISS and Doug
Plucknette, Allied Reliability
Paper 28
The Optimization Trap by
Phillip Slater Initiate Action
Paper 29
The Analytics Advantage
by Steve Turner, OMCS
Paper 30
Advanced Degree Programs
For Maintenance and
Reliability by Wes Hines,
University of Tennessee
and Ray Beebe, Monash
University
5:00pm Certication Exams
6:30pm-9:00pm Casino Night
Thursday March 26
Paper 31
A facilitated-group approach
to RCM by Marge Romero,
Team Leader, Reliability
Centered Maintenance, Naval
Air Warfare Center, and
Nancy Regan
Paper 32
Reliability Beyond
Maintenance: Reliability
started with Physical Assets,
and now spreads into all
business endeavours
Henry Ellmann, Aladon
Licensee, Latin America
Paper 33
Optimized Planning and
Scheduling by Bart Lorang,
DTS
Paper 34
Calibration Management and
your ERP: have the best of
both worlds by Bill Taliaferro,
Blue Mountain Quality
Resources, Inc
Paper 35
Craft Training Solutions for a
Retiring Workforce by Chuck
Kooistra, General Physics
Paper 36
RCM - From Analysis to
Action: How to Successfully
Implement RCM by
James Nesbitt, Reliability
Practitioner, Ivara Corporation
Paper 37
The RCM Project
Management Guide by Jack
Nicholas Jr., PE, CMRP
Paper 38
Maintenance Planning and
Scheduling: Back to Basics
By Vito DeMalteris, IBM
Paper 39
Business applications for iPod
generations by Anders Lif,
IFS World Operations
Paper 40
Workforce development
by Ramesh Gulati, Asset
Management and Reliability
Planning Manager,
ATA/Arnold Engineering
Development Center
10:00am-Noon Challenge Session, Giveaway Drawings and Conference Wrap up
1:00pm-2:30pm Bonus Post Conference Sessions:
Session 1A: When Does It Pay To Use Reliability Centered Maintenance? By Paul Dufresne, CMRP, CPMM and Todd Zeigler
Session 2A: Infrared Thermography As An Asset Management Tool by Larry Welch, AIRT
Session 1B: Management Considerations for CBM Success by Daniel E. Lynn, Commtest
Session 2B: Air Liquide Breaks Down Condition Monitoring Information Silos by Heather De Jesus, Azima-DLI and Chad Broussard,
National Maintenance and Reliability Programs Engineer, Air Liquide
- Program subject to change -

Keynote Speakers
Privacy Policy
Networking and Power Coaching
Richard (Ricky) Smith, Co-Author Rules of Thumb for Maintenance and Reliability Engineers and the Industrial Repair
Handbook
Ricky has over 30 years in maintenance as a maintenance manager, maintenance supervisor, maintenance training specialist,
maintenance mechanic, maintenance consultant and is a well known published author. Ricky has worked with maintenance
organizations in hundreds of facilities, industrial plants, ships, etc, world wide in developing reliability, maintenance and technical
training strategies.
Ricky worked as a professional maintenance employee for Allied Reliability, Exxon Company USA, Alumax (this plant was rated
the best in the world for over 18 years), Kendall Company, and Hercules Chemical providing the foundation for his reliability and
maintenance experience.
Ricky recently spent over a year deployed in support of Operation Iraqi Freedom. Ricky served as a Direct Support Maintenance
Company Commander providing maintenance to US and Coalition Forces throughout Kuwait and Iraq. He recently served as the
investigating officer for the Walter Reed Medical Center, Building 18 Investigation for the Independent Review Group as directed by the
Secretary of Defense Gates and his recommendations for changes were presented to Congress.
Remco Jonker, M. Sc. Partner of Mainnovation
Remco Jonker studied at the Royal Netherlands Naval Academy and joined the Navy for ten years in various operational functions.
He also holds a degree in industrial engineering from Eindhoven University of Technology in the Netherlands, where he specialized in
the management of maintenance. In 1998 he moved to the Maintenance & Service Consulting Practice of Ernst & Young Consulting
and performed various maintenance and asset management projects in multinational companies. After the merge with Cap Gemini he
became manager of the Maintenance and Industrial Service group.
Today Mr. Jonker is partner at Mainnovation, the company he joined in 2001 during the start up.
In the course of his career, Mr. Jonker has become a maintenance expert with a wide array of expertise. He has acquired considerable
knowledge and experience of various maintenance methods (including RCM and TPM), benchmarking and optimizing maintenance
organizations, selecting and implementing Enterprise Asset Management (EAM) systems and facilitating outsourcing projects. He
contributes actively to the development of his field of specialization through published articles, international seminars and training
courses. He is chairman of the CMMS section of the Dutch Maintenance Association (NVDO) and co-writer of the book entitled Value
Driven Maintenance, New Faith In Maintenance.
Ricky also writes for different magazines including Uptime Magazine during the past 20 years on technical, reliability and maintenance subjects.
Ricky holds certification as a Certified Plant Maintenance Manager from the Association of Facilities Engineering as well as a Certified Maintenance and Reliability
Professional from the Society for Maintenance and Reliability Professionals. Ricky is also an active member of the Association for Maintenance Professionals.
Ricky lives in Charleston, SC with his wife. Aside from spending time with his 3 children and 3 grandchildren, Ricky enjoys kayaking, fishing, hiking and archaeology.
All Reliabilityweb.com conferences featured at MaintenanceConference.com
Where is it written that when you pay hundreds of dollars to attend a professional conference-the conference organizers have the right to supply your name and detailed
contact information as a valued added benefit to the vendor community without your express permission? All MaintenanceConference.com attendees can be assured
privacy. We do not sell, rent, trade or provide detailed attendee contact information to exhibitors or any other third party vendors. In order to facilitate on-site networking,
we will provide each attendee a list to include name, company and general location (state or country if non-USA) however, no detailed contact information will be included.
We recognize that you have many choices for excellent conferences in this marketplace. We hope to send a clear message that our events focus on delivering value to
the attendee through learning and to the solution provider by offering ample networking opportunities.
Reliabilityweb.com learning events offer much more than sit and listen presentations. Each day includes ample time to meet and network with peers, subject
matter experts, book authors, magazine editors and solution providers.
Power coaching is a popular new feature offered where you can take advantage of small focused group coaching session with various subject matter experts to ask the
questions you really want answers for in areas like:
Enterprise Asset Management
Reliability Centered Maintenance
PM Optimization
Root Cause Analysis
Analytics
Asset Health Management
Effective Training Program Development
Mentoring and Intern Programs


March 23
Where is the Conference Held?
Hilton Daytona Beach Ocean Walk Village
100 North Atlantic Avenue
Daytona Beach, Florida 32118
To book your hotel accommodations, call (386) 254-8200 and please mention the
RCM/EAM/MTrain-2009 Conference to get the special discount rate of $117.00 per night on a single/double room.
Certicate Workshops
Enhance your professional standing and your learning experience by registering for pre-conference workshops. RCM/EAM/MTrain-2009 already provides 12 hours
toward CMRP, CPMM and other professional re-certification. Each workshop is valued at 6 additional hours of credit toward CMRP or CPMM re-certification. A certificate
will be provided for each workshop.
BWS1 Reliability Centered Maintenance Or Root Cause Analysis - Chicken Or The Egg? by Mick Drew, ARMS Reliability Engineers
The chicken or the egg causality dilemma arises from the expression which came first, the chicken or the egg? Chickens hatch from eggs, but eggs are laid
by chickens, making it difficult to say which originally gave rise to the other. To ancient philosophers, the question about the first chicken or egg also evoked the
questions of how life and the universe in general began.
In todays engineering world, we are faced with an ever increasing amount of solutions surrounding maintenance improvement. All these solutions are offering
maximum return on investment for the shareholders, with significant reductions in downtime, increase in production output, less accidents, all of which are very
attractive to any business. Two solutions on offer are the use of Reliability Centered Maintenance and Root Cause Analysis but which comes first? Should we
put all our eggs in one basket and focus on one solution or spread the eggs across two baskets and implement the outputs from both?
In this workshop we look at how RCM and RCA are actually complementary of one another and how they both work towards the elimination of undesirable
events through a proactive approach to maintenance.
Bonus Workshops
BWS2
Introduction To RCM Blitz by Doug Plucknette, Allied Reliability
In 1978, Stand Nowlan and Howard Heap created Reliability Centered Maintenance as a process to develop a complete maintenance strategy for commercial
aircraft and the success of their methodology changed how both maintenance and reliability were viewed in this industry.
In 1997, using the original Nowlan and Heap RCM model, RCM Blitz was created to develop a complete maintenance strategy for manufacturing equipment and
in the last ten years companies around the world are now using a methodology specifically designed to deliver reliability for manufacturing assets.
RCM Blitz offers a Reliability Centered Maintenance approach that reduces the time and resources required for Analysis. Attend this workshop to:
Learn how to develop a complete maintenance strategy for your equipment
Learn where to apply predictive and preventive maintenance tasks
Learn how to determine what spare parts are critical to your business and what parts can be eliminated from your inventory
How to improve manufacturing and equipment reliability
Reduce maintenance costs
Reduce unit cost of finished products
BWS6 Advancing Reliability & Maintenance To Meet And Beat Global Competition by Jack R. Nicholas, Jr., P.E., CMRP Co-author: Advancing Reliability & Maintenance
This workshop provides an understanding of the basics that all organizations should routinely practice in order to be successful in reaping the benefits of cost
reduction, avoidance and/or bottom line profit increases from one of the last frontiers for improvement in any manufacturing or service organization.
Subjects covered include:
Human Error in Reliability and Maintenance (R & M) - What to Do About It
Eleven Basic Rules to Attain R & M Excellence
March 24
March 23
BWS7 PM Optimization, a hands-on exercise by Steve Turner, OMCS
This hands on workshop will emphasize the PM Optimization (PMO) methodology, an RCM based approach to maintenance analysis. Whereas RCM was
developed for new plant and the design process, PMO was developed specifically to improve the performance of established maintenance operations quickly
and effectively utilizing RCM principles.
Rather than starting from scratch and evaluating many failure possibilities, PMO directly focuses on plant and personnel productivity by:
Eliminating all redundant PM work and task duplication;
Ensuring that all PM is done at the correct interval by the most effective means;
Achieving substantial improvements in uptime by moving to a more rational maintenance program based on specific business and production needs;
Quickly identifying preventable failures and addressing them through PM tasks.
Forming a close knit relationship amongst those involved in managing the plant at the grass roots level, that is, the operators, trades people and other hands-
on specialists. A significant strength in the program is its ability to harness the latent knowledge of these people and empower them to make a difference.
Focusing on implementation rather than analysis
Participants will experience a facilitated PMO exercise to learn how to select the best maintenance tasks on a system to ensure reliability.
BWS3 The Reliability Game by MRG

Is your organization hesitant to adopt a reliability-based approach to maintenance? Trying to change organizational culture is often challenging, but it is also
very rewarding. The Reliability Game is designed to teach participants how to make the transition from a reactive to a proactive maintenance environment. They
will learn to follow the money and further their understanding of the business potential of reliability.
Participants will learn:
The financial opportunity associated with proactive maintenance
Where the money goes
How to stop wasting money
How is it used?
The Reliability Game is played by teams of four people who will assume one of the following roles: Finance
Manager, Purchasing Coordinator, Maintenance Resource Planner, Operations Coordinator. The concept is
simple: each team determines the best way to manage their equipment, money, time, labor and material
resources. Throughout the simulation, each teams financial performance is tracked and discussed, creating
a competitive atmosphere. By the games end there is typically a greater appreciation for the value of reliability and the entire reliability philosophy.
The Argument for Use of Detailed Procedures and Checklists for Doing the Right Kind of Maintenance aka - Beating the Odds in Reliability &
Maintenance
Maintenance Process Analysis Basis for Reliability in Maintenance, Maximum Asset Availability, Minimum Downtime and the Basis for Teaching
Everyone in an Organization Exactly What Their Jobs Are
The Fastest, Cheapest and Most Permanent Way to Find and Fix the Majority of Root Causes of Failures in Physical Assets
Lessons Learned from Award Winning Reliability Achievements
How to Bring Your Company from the Brink of Closing to Being the Target of an International Bidding War for Acquisition
During the workshop no less than 25 real-world case studies will be presented. These are from named North American companies that have survived and
thrived (and some that failed because they started too late) to meet and overcome global competition even as pundits concluded they couldnt continue to do
business on this continent.
BWS4 OUTAGE! The Planning And Scheduling Experience by GP Worldwide

Your organization is asking your maintenance departments to keep machinery running longer with fewer people, solve problems and reduce failures,
improve reliability, implement new programs, execute professional shutdowns and outages, and do so at reduced cost. This can only be accomplished if the
maintenance organization is efficient, effective and good at coordinating with production.
OUTAGE! is fun, but it is also powerfully meaningful in the way it reinforces planning and scheduling concepts and best practices. This game is an exciting,
interactive 8-hour simulation that replicates a real maintenance outage with the typical problems of parts, manpower constraints, QC problems, contractor
issues, scheduling dilemmas, work orders, safety issues, work identified late, risk assessment, etc. It is played by teams of six to eight players. The element of
competition works wonders. Each team is given an identical set-up, including parts, work orders, personnel requirements, schedule conflicts, etc.

March 24
BWS8 The Manufacturing Game: Supporting Reliability Through Defect Elimination
The Manufacturing Game Workshop is a thought provoking simulation of an actual manufacturing facility. It has been used
for the past 20 years in various types of facilities to get managers, engineers, materials procurement personnel, support
staff and front line workers more involved in day-to-day improvement activities as part of their job. The Manufacturing
Game
changes the way people think; thereby, changes the way they work. It shows employees that they are not only
valued, but that their opinions are valuable. They discover how to communicate with each other and work cross-functionally
to achieve a goal.
Participants in the workshop learn how defects coming into a facility from many sources can cause major catastrophes that result in machinery breakdowns,
safety incidents and environmental issues. And how defect elimination at the source can lead to added value for the facility as well as reducing the workload up
to 40%. This reduction in the workload leaves employees less stressed and more relaxed. There is time to pursue more engaging projects, eventually leading to
less forced overtime and more family time, making for a more productive, happier employee.
Over thirty thousand people worldwide have participated in Manufacturing Game workshops. It has been used at facilities all over the world with not only
documented proven results, but sustainable results! The best part is this is not another initiative to add to your already heavy load, but a way to enhance the
reliability programs you are already using. The Manufacturing Game
is not only a tool to change the paradigm of the organization; it is a catalyst to launch
action to change results.
BWS9 Value Driven Maintenance Business Game
You and your team members will learn how to derive a focused strategy, deal with the demands of your CEO, read and analyze KPI benchmarking reports,
which variables you can change over time and what effect they will have on the overall KPI score.
Being responsible for maintenance or asset management performance is not the easiest job. Whether your equipment is old and worn out or brand new and
state of the art, you will face technical challenges on a daily basis. Empowering your people, improving your work, processes and leveraging your (IT) tools
sounds good but how to do it in the best way? The results we have achieved so far, how do they compare to other companies in our type of industry? Should we
focus on more uptime or reduce costs? Which are the buttons to press on, what results will they have? There are so many best practices and 3 letter buzzwords
out there, which of them to start with?
VDM Business experience is dynamic like real life. Strategy and decisions of all the teams are entered in a simulation tool, so your competitors will affect your
situation. The team that creates the most economic value after a number of playing rounds wins the prestigious VDM award. Needless to say it is fun to play!
Are you ready to experience the VDM Business experience yourself?
March 23
BWS5 Staffing And Training
Rules Of Thumb For Maintenance And Reliability Managers How Do I Make This Happen? by Ricky Smith, CMRP
With the US and World economy going through stressful times we know maintenance budgets are going to see the affect so Ricky wants managers to have
options to staff and train which will impact reliability of their assets in a proactive manner without having to go to anyone to ask for permission.
BWS4 OUTAGE! The Planning And Scheduling Experience by GP Worldwide
Your organization is asking your maintenance departments to keep machinery running longer with fewer people, solve problems and reduce failures,
improve reliability, implement new programs, execute professional shutdowns and outages, and do so at reduced cost. This can only be accomplished if the
maintenance organization is efficient, effective and good at coordinating with production.
OUTAGE! is fun, but it is also powerfully meaningful in the way it reinforces planning and scheduling concepts and best practices. This game is an exciting,
interactive 8-hour simulation that replicates a real maintenance outage with the typical problems of parts, manpower constraints, QC problems, contractor
issues, scheduling dilemmas, work orders, safety issues, work identified late, risk assessment, etc. It is played by teams of six to eight players. The element of
competition works wonders. Each team is given an identical set-up, including parts, work orders, personnel requirements, schedule conflicts, etc.
March 23 continued
Paper Topics
Paper 01 Reliability Centered Design by Ramesh Gulati, CMRP, Asset Management and Reliability Planning Manager, ATA/Arnold Engineering Development
Center
One of the key factors in asset/system performance is its reliability- inherent reliability or designed in reliability? Are we designing the system with reliability and
maintainability in mind? The O&M cost, which is about 80% plus of the total life cycle cost of the system, get fixed during early design phase. Are we specifying
the reliability and maintenance needs in our requirement documents? Do designers understand how to build for reliability & maintainability? All of these and
many more thought provoking questions will be discussed in this presentation.
Paper 02 The Psychology Of RCM (Reliability-Centered Mindset) Michael Rezendes, Zumwalt Class Destroyer, RCM Lead Logistics Engineering, Raytheon
Technical Services Company
This presentation will discuss the relationship between the mindset and mental processes of the maintenance developer and the outcome of a maintenance
analysis. The presentation will walk thru the life of the person selected to perform an RCM analysis and the issues that may arise.
March 23 continued
March 24
BWS10 Developing, Implementing, And Managing Technical Training Programs by Terry Wireman, Author, The Maintenance Strategy Series
In the past decade, most apprentice and technical training programs have been eliminated. The result has been a tremendous lack of technically skilled people
entering the workforce. This coupled with the increasing levels of technology has left many companies with a severe shortage of technically skilled personnel in
their plants.
The only solution? It is to re-institute technical training programs to raise the number of skilled individuals capable of maintaining and improving plant equipment
and processes. Based on several case studies, this workshop highlights the processes necessary to develop technical training programs. Secondly, the
workshop addresses the steps necessary to implement technical training programs. Finally, the workshop will show how to manage an on-going technical
training program, including how to continuously track the training program to insure it delivers a return on investment.
Topics to be covered include:
Identifying Performance Problems
Potential Skill Improvement Needs
Understanding a Duty-Task-Needs Analysis
Developing the Flexible Curriculum
Selecting the RIGHT Trainers
Motivating the Learners
Organizing the Training Environment
Measuring the Results
The attendees will leave this workshop with the tools to evaluate their current workforce skills, the
training options available to their organization, and a method for gaining executive support for the
training initiative.
Ricky knows most of you either do not have all the positions that would make effective maintenance performance attainable including maintenance or reliability
engineers. In many cases companies cannot staff all positions without exceeding the budget allowed. Ricky will discuss in this open workshop the function
of maintenance and reliability engineering positions and offer you options so implementing these functions is possible with existing staff. You will learn some
simple ways to make these functions work in your organization effectively with what you have.
Paper 06 Reliability In Design And Procurement by Jay West of Viziya and Vince Adorno, VP of Alcoa, and Claudia Faye of Alcoa
When Reliability philosophies, theories and practices are integrated into the Capital Management Process, dramatic results are achieved. Equipment Reliability
needs to start in the design phase of a new plant or system and continue through construction, start-up and operations. When done correctly this process
results in a far more reliable production facility that will produce more output at a lower cost.

Paper 11 Allison Transmission Inc. Machine And Equipment Purchase Process by Russell Combs, Allison Transmission
The Allison Transmission Machine and Equipment Purchase Process allows us to apply lessons learned from equipment in our plants and standardize components
on equipment to improve reliability and maintainability of the equipment we receive from our suppliers. By doing the work up front we are able to get a machine that
meets our requirements and has components that we have in inventory, thus reducing our inventory cost and the number of items stocked in our Parts System.
Paper 16 Condition-Based Maintenance - How Do You Solve The Scheduling Challenges by Jay West, Viziya
Today many companies are working hard to implement Condition Based Maintenance programs. Theyve invested in all the cool new technology for detecting
equipment problems early. They have their operators and their maintenance technicians taking readings and monitoring conditions so they can identify any
functional failures in progress. This presentation outlines a clear, simple and coherent approach to work prioritization and maintenance scheduling in a
Condition Based Maintenance environment. It also outlines the kind of systems and processes that need to be in place to be successful.
Paper 21 99% Reliable 100% Of The Time: How An Airline Meets Amazing Reliability Metrics Under The Worst Of Conditions by Bill Brinkley AP/IA/AME Manager
of Reliability and Development, USAirways Express / Piedmont Airlines
Although it may seem that flights are almost always delayed or cancelled particularly the ones that you are on personally
the numbers really dont bear that out. For example, on January 16th, 2008, we had 390 flights scheduled. Of those 390 flights:
7 were cancelled
291 departed on time*
311 arrived at their destination on time**
These numbers give the airline a reliability score of 98.2% for the day, which is below our target of 100% and slightly below our daily average. Our daily average is in the
high 98% to low 99% range. On this particular day, most delays and late arrivals were weather related. So how do we do it? That is the subject of my presentation.
*Departed on time means the aircraft left the gate at D:00, or exactly when it was supposed to. **Arrived on time means that the airplane reached the gate at the destination within
14 minutes of the scheduled time. This is the standard that the Department of Transportation measures airline performance against. The disparity in the above departure and arrival
numbers (291 departed on time versus 311 arrived on time) means that even though the aircraft departed late, it still arrived on time.
Paper 12 The Statistical Outliers Are In Control Of Asset Management by Tom Carroll III, Director of Reliability Engineering, NETJETS Inc.
The performance and material support of assets can be predicted by statistical models, which set the course for resource planning and provisioning. This
presentation will describe the development of statistical outliers, focus on some of the resulting negative effects, and outline the means necessary to control them.
Paper 17 Completing The P-F Curve by Douglas J. Plucknette, Allied Reliability
Understanding the P-F curve is a foundational element for word-class maintenance organizations. In 2006 Doug Plucknette created an Article for Uptime
Magazine that expanded the traditional P-F Curve to include Reliability Tools and Precision Maintenance techniques prior to installation that eliminate failure
modes causing potential failures. This presentation will focus on the complete P-F curve, the dangers of not understanding the complete P-F curve and the
benefits of utilizing Reliability Tools and Precision Maintenance Techniques to increase the I-P interval.
Paper 07 Developing And Implementing RCM For A Limited Staffed Facility by Tim Jackson, Florida Municipal Power Agency and Todd Cooper, Cohesive Information
Solutions
The Treasure Coast Energy Center was constructed and went commercial in May of 2008. This MW Combined Cycle
generating plant has been designed to be operated and maintained by a smaller than average maintenance and
operations staff. The need was identified to establish a mature maintenance process early in the plant life to allow
the staff to maximize the effectiveness of their program, minimize unnecessary activities, and increase the reliability
and therefore worth of the plant equipment.
Paper 22 Measure Behavior Measure Success! by David A. Army, CMRP, Strategic Asset Management
Todays environment requires measurements that can predict, determine, and influence desired outcomes rather than focusing on only lagging or outcome
indicators and the need to be able to affect the final outcomes for whatever period we are measuring by developing and monitoring interim indicators. This paper
will discuss the need to include people and behavioral indicators back into the equations.
Paper 27 Enhancing Electrical Safety Through RCM by Martin Robinson, IRISS and Doug Plucknette, Allied Reliability
In addressing the Main Function of each asset we apply the RCM process to we consider the ability to maintain Health, Safety, and Environmental standards.
In applying the RCM process to main electrical feeds we discuss several Failure Modes where IR would be an outstanding PdM tool for detecting point P,
however, with new electrical safe practice standards the task of performing IR inspections falls into an area where it would not be considered safe to perform
the inspection under these standards. The installation of IR windows now makes the use of IR on electrical feeds both safe and effective. In this presentation we
will introduce several failure modes from an actual RCM analysis where if safe PdM tools could be used to locate point P and the effects of the failure could be
mitigated by planning and scheduling repair.
Paper 31 A Facilitated-Group Approach To RCM by Marge Romero, Team Leader, Reliability Centered Maintenance, Naval Air Warfare Center, and Nancy Regan
Operation and Support costs consume 50 to 60 percent of the US Navys total operating account. In an effort to reduce total ownership costs, Reliability
Centered Maintenance (RCM) was implemented on Naval Aviation Common Support Equipment (SE) in 1997 and, eleven years later, continues to produce
outstanding results that support the warfighter. This presentation covers the facilitated-group approach to RCM that has been employed.
Paper 32 Reliability Beyond Maintenance: Reliability Started With Physical Assets, And Now Spreads Into All Business Endeavors by Henry Ellmann, Aladon Licensee, Latin America
Awareness of the need for Reliability, started some decades ago in the Maintenance environment. Lately it is being realized that expanding the Reliability
concept into other or all business areas, major benefits can be achieved. Half a century ago, when Quality issues were introduced, (Juran, Deming) at
first quality was thought of as the quality of a product. Soon the quality concept grew into total quality, when it was realized that to achieve product or
service quality, everything in the organization has to respond to the quality concept. Now a similar situation arises with the Reliability concept. As soon as
Management starts to realize the philosophy behind the concept it becomes wise to expand Reliability into other areas.
Paper 36 RCM-From Analysis To Action: How To Successfully Implement RCM by James Nesbitt, Reliability Practitioner, Ivara Corporation
Organizations invest a significant amount of time, effort and resources in conducting RCM analyses. Yet, a reliabilityweb.com study found
that over 85% of RCM analyses never get implemented. This is a staggering percentage and begs several questions - namely why and
what steps need to be taken to effectively implement RCM analysis results. See the latest tools and techniques leveraged by companies
including ArcelorMittal, Peabody, Domtar, Cadbury Adams and Southern California Edison to enable their RCM execution strategy. Learn
the critical success factors that made the proactive activities required by RCM part of their daily life in Maintenance and Operations.
Paper 37 The RCM Project Management Guide by Jack Nicholas Jr., PE, CMRP, Co-Author, Advancing Reliability and Maintenance
This presentation includes vital tips on timing, avoiding pitfalls, leading to a potential failure and metrics information for use by anyone contemplating becoming
a champion of a Reliability Centered Maintenance initiative within their organization.
Paper 26 The Concorde Disaster Explained; An Interface Of Nuclear Work Model & Root Cause Analysis by Loyd Hamilton, Think Reliability
How do we influence a Problem Solving Culture? Consider the Navy Work Model for Nuclear Operations. The Concorde Crash incident will be
discussed on a more complex level and prevention steps will be explored.
Paper 03 Measuring Plant Performance - The Need For Metrics Standardization by Walter Nijsen, Asst. Maintenance and Reliability Leader, Cargill Grain and
Oilseeds Europe
Understanding how our plants perform and how well we perform in relation to others often reveals opportunities for improvement, That is to say: in principle.
The key question first raised is often are comparing apples with apples? If not (as in many cases), the whole exercise of comparison and to some extend
measurement becomes somewhat (or completely!) meaningless. On top of that a first question that really should be answered first is WHY should we measure?
Secondly WHAT should be measured and HOW? The ones we believe are truly important are often referred to as Key Performance Indicators (KPI), as
apparently those contain key information on performance as the wording implies. But does it and if so, what precisely is it indicating? This presentation
discusses how Cargill, a multinational company, dealt with these challenges.

Paper 04 Master Records Are Not Optional! Get The Detail Work Behind You by E. Todd White, MRG
Populate the system with the correct master records and then and only then will the transactional data lend itself to valid and useful analysis,
analysis that will bolster critical thinking, analysis that identifies the vital opportunities that are worthy of pursuit.
Paper 08 Reposition Plant Culture To Achieve EAM Results by Robert Bagley, Reliability and Planning, Verso Paper
This presentation will show how individual manufacturing sites must analyze, through an honest evaluation of their own cultural reality, how their environment
can play the game from a very practical and achievable position. Only then can they possibly re-position much of their own unique environment and plant
culture to achieve the EAM results desired.
Paper 09 Reliability In The Regulatory And Compliance Environment by Steve Mislan Charleston Water System, Charleston, SC
This presentation discusses the experiences at Charleston Water System in applying RCM principles and techniques in the treatment of wastewater. Initiating RCM
in a heavily regulated process can produce a surprising difference in opinions as to just what are the most critical assets that need to be analyzed and evaluated.
This presentation is about the identification of assets, the analysis and measuring tools used to determine their criticality and what we plan to do with the information.
Paper 13 Roadmap For Effective EAM Implementation Or Re-Implementation by Jim Davis, PCA
Research shows that less than 25% of the features and functionality of computerized maintenance management systems are ever
utilized. In many cases companies implement flawed or poorly developed business process that only exacerbates a computerized
systems poor performance. EAM/CMMS performance is not the softwares fault. This presentation provides proven EAM/CMMS
Best Business Practices and procedures that can maximize the effectiveness and efficiency of a companys Asset Management System.
Paper 19 Creating An Asset Management Framework For Successful EAM Configuration by Marc W. Yarlott, P.E., Asset Management Project Manager - Technical
Direction Group, Veolia Water North America, Terry Nelson, Inspiraworks and John Clow with Oracle
To achieve the strategic advantage that will be gained with a detailed knowledge of lifecycles of water and wastewater related equipment, an Asset Management framework
was been selected as a basis upon which to build the EAM configuration. This framework brings together an entire range of other Asset Management tools including:
Relative Criticality Analysis, Condition Assessment, a Reliability Centered Maintenance PM Optimization program, and a Life-Cycle Summary library. The design and
development of this framework which structures the implementation of the EAM, and its implications on the configuration will be presented with specific examples.
Paper 23 EAM Supporting Lean Maintenance by Dave Swenson, Maintenance Manager, Intek Plastics, Inc.
Intek began its lean journey in 2003. Under the direction of a new CEO who could be described as bit of a Continuous Improvement enthusiast. As time passed
different functional groups began to see multiple quick wins. In this type of environment you cannot be truly successful with questionable equipment reliability.
This presentation reveals how our team has used lean, TPM, and simplified six sigma tools to improve our process.
Paper 18 Enterprise Asset Management For Multiple Sites by Tim Jackson, Florida Municipal Power Agency and Jim Sawyer, Cohesive Information Solutions
Florida Municipal Power Agency started with the strategic goal of implementing common business processes throughout the organization. A phased approach
was utilized to minimize the impact on daily operations. The goal was to develop a Strategic imitative for maintenance and for supply chain management.
This presentation will review of the following elements:
Standardize practices and procedures
Share information across all sites
Assist management decisions
Establish a benchmark for EAM improvement
Establish maintenance programs such as RCM and Continuous Improvement
Utilize corporate buying power
Paper 14 Killing The Dead Zone by Robert E. Guthrie and Brian W. Heinsius of Rio Tinto
The Dead Zone in work management is where you continue to plan and schedule your work but can not get over that +80% scheduled compliance due to
breakdowns. This can be a difficult area to break through if you do not understand the causes. To identify the contributors to the breakdowns, we need to look at
our maintenance strategies, operating procedures, procurement procedures, maintenance skills and operational skills. This seems like a lot of work to achieve
a 5-10% increase in planned maintenance, but what we need to do is understand how this increases our OEE. In this presentation we will look at the correlation
between our maintenance strategies, operating procedures, procurement processes, maintenance skills and operational skills to see how to close that gap and
not only kill the Dead Zone but sustain the desired planned maintenance percentages.
Paper 24 Engineering Content Management by Verl Davis, AssetPoint Reliability Services
Engineering Content Management bridges the gap between engineering and maintenance and controls the drawings, specifications and other documents.
When a change is needed to the physical facility or manufacturing process we can use the equipment numbers to access all the related drawings and
specifications from the plant design documents in the ECM document vault. This is especially useful when new plants are designed and built, this capability can
be used to deliver the design documentation including as built drawings in electronic format already linked with the EAM/CMMS capabilities.
This presentation explains how design information is not be lost in translation when delivering it to the owner after construction and how it would facilitate use by
plant engineering and the maintenance and reliability operation.
Paper 28 The Optimization Trap by Phillip Slater, Initiate Action
Whether it is maintenance strategy, planning, manning, PMs or inventory, an optimal outcome is always the goal. Yet, pursuing optimization does not always
deliver the results that are expected. The optimization trap explains how and why this happens. Surprisingly, most people that are caught by the optimization
trap dont even realize it. This paper explains the Optimization Trap, what it is, how to tell whether you are in danger of falling into the trap, and, if you have
already, what you can do about.
Paper 29 The Analytics Advantage by Steve Turner, OMCS
Most capital intensive industries collect plant performance data, investigate reliability incidents and eliminate sources of loss. Observations across many industries
and companies across the globe lead us to the conclusion that these processes, while very important, are amongst the most fragmented and poorly executed of all.
Have you ever had a no brainer project knocked back because of poor data?
Are you too afraid to propose the big improvement project because you cant prove your case?
Have you ever thought of creating your own data collection system because the production data is not accurate and
does not provide the information you need?
Have you ever heard your accountant say: in God we trust, but everyone else needs data?
The good news is that setting up a first class plant performance data collection system is not a big investment and is not
difficult to achieve in fact your production people probably already have a data collection system!
Paper 33 Optimized Planning And Scheduling by Bart Lorang, DTS

For asset-intensive operations, maximizing the use of maintenance dollars is critical. Put simply, planned and scheduled maintenance costs less than
unscheduled and reactive maintenance. A common problem experienced throughout asset-intensive industries is figuring out how to drive efficient work
execution management practices in order to push valuable data back across the enterprise so more informed decisions can be made at the executive level.
This presentation discusses how your organization can benefit by taking back its work execution process, eliminating spreadsheets, hand-written journals,
whiteboards -- and find out how you can get to one version of the truth.
Paper 34 Calibration Management And Your ERP: Have The Best Of Both Worlds by Bill Taliaferro, Blue Mountain Quality Resources, Inc.
This presentation will provide some insights into deciding when to integrate with a 3rd party calibration management solution and how workflow typically occurs
between the two applications in an integrated solution.
Paper 38 Maintenance Planning And Scheduling: Back To Basics by Vito DeMalteris, Senior Consultant, Enterprise Asset Management, IBM
It appears that many maintenance organizations have drifted away from the basic planning and schedules principles in favor of either
excessively elaborate efforts, or allowing the planning group to just run on automatic and hope for the best. This presentation will review
some of the basic principles implemented by successful planning organizations.
Paper 39 Business Applications For iPod Generations by Anders Lif, M. Sc. Global Director, IFS World Operations
If we could improve user productivity of all IT systems by 10 percent, it would have a dramatic influence on the bottom line. But the traditional focus when
designing IT applications has been on adding technology and functionality rather that improving user productivity.
In this session, we take a look at the next generation of IT applications and the impact of designing systems for optimized employee efficiency. Human Computer Interaction
research, Rich Internet Applications, new information controls and visualization, Web 2.0, seamless integration of free internet resources all of these techniques are used
when building business applications for the iPod generations. Why should we not use them to increase the usability and agility of our business applications?

Paper 05 Keith Mobley on Developing An Effective Workforce
Join Maintenance Engineering Handbook Author and Reliability Excellence guru Keith Mobley for a no-holds barred
discussion about what works and as important what does not work when developing a maintenance team.
Paper 10 Developing A Skilled Workforce: Shaw Industries START Program by Mr. Casey Wagner, Industrial Maintenance Training Manager, Shaw Industries
Group and Mr. Eric Rodgers, General Physics
This presentation focuses on the core strategies and tactical actions deployed in launching and sustaining a multidiscipline maintenance performance
improvement training program. It also addresses the program from the initial planning stage, to designing and developing the maintenance training program,
and ending with implementation and evaluation of the program. Furthermore, it begins with the business realization of labor shortages and lack of available
skilled maintenance personnel. The resource limitation left Shaw with the task of internally developing those resources and creating a training process that
maximizes the learners time and focus on critical knowledge and skill elements. Maintenance training requires substantial structured on-the-job training
and hands-on application of the training practices; the presentation reviews the various hands-on applications that were crafted specifically for this program,
ensuring site-specific learning. Concluding, this presentation outlines the core actions Shaw and GP undertook to architect a sustainable maintenance training
program and the presentation discusses the challenges associated with such an undertaking as well as the benefits and rewards.
Paper 20 Blended Training: Combining Live Training And e-Learning For Optimum Results by Jason Tranter, Director, Mobius Institute
This paper will discuss the strengths and weakness of both live training, and e-learning methods. The paper will then discuss the benefits of the combined
approach; using e-learning techniques to prepare the student before the live course, using software simulators during the live course, and again using e-
learning methods to provide refresher training after the course. The paper will also discuss the use of live Webinars to enhance distance learning.
Paper 25 Theres More To Training Than Skills Development By Ken Bass, Field Manager, Management Resources Group, Inc.
Have you considered what type of training leads to success? Theres more to training than skills development. It takes more than the traditional
training on re-vamped processes and methods to ensure a programs success. Training is vital so that the entire organization understands their
new roles and responsibilities. It requires a more holistic approach to your Reliability Improvement training program. The presentation will address
what happens when the employees see the reliability initiatives as only benefitting the company. It will address Whats in it for me? Also, it will
review and bring to your attention, the other aspects involved in training that you may want to consider.
Paper 30 Advanced Degree Programs For Maintenance And Reliability Panel Discussion by Wes Hines, University of Tennessee and Ray Beebe, Monash University, Australia
The University of Tennessees Maintenance and Reliability Center partners with Monash University, Australias largest university and an accredited member of
Australias Big Eight, to provide an application-oriented program of advanced education. This program is now in the 8th year in North America and has been in
existence over twenty years in Australia. This web-enhanced self study program has proven very successful for working professionals who can not reside near
campus. Join representatives from each program to discuss professional development for maintenance and reliability professionals.
Paper 35 Craft Training Solutions For A Retiring Workforce by Chuck Kooistra, General Physics
This presentation focuses on strategic and tactical methods to address aging and retiring skilled trades workforces in the future. The discussion starts with
framing data associated with an aging workforce and the reality of a labor shortage that could potentially have crippling impacts. The presentation continues on
to review real world solutions through actual case studies of successful skilled trades workforce solutions.
Paper 40 Workforce Development by Ramesh Gulati, Asset Management and Reliability Planning Manager, ATA/Arnold Engineering Development Center
It is all about people. They get things done. We may have great plans and the best processes but; if we dont have the people available with right skills, these
plans and processes cant be implemented or carried out effectively. Developing people the workforce and empowering them to give their best is key to
defining the difference between just a company and a great organization. Of course, the processes must be in place to nurture and harness (utilize) the
potential of human capital. The maintenance and reliability processes are no different than any other processes in any industrial set-up. Organizations that are
considered to be the Best of the Best or World Class use many of the same key principles.
Paper 15 Aging Workforce Exodus by Dave Abecunas, Signum Group
There is a tremendous amount of experience and knowledge that will be leaving the workforce as Baby Boomers retire. Many companies have not either
recognized the full impact, or made any concessions for dealing with this mass exodus of knowledge. This is due to the fact that they are not dealing with capital
shortages as yet due to this event. This presentation outlines of steps that need to be taken to prevent negative consequences.
Whats included in your 4-day conference pass?
What companies attended in 2008? (Partial list of attending companies) * Indicates team registrations
*24/7 Systems Inc.
Abbott Labs
Air Force
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Agrium
*Aleier, Inc
Alidade MER, Inc.
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APS
ARMS Reliability Engineers
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Arnold Machinery Co.
Asset Performance Technologies
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Associate Electric Co-op Inc.
*Association for Maintenance
Professionals
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Baker Instrument Co.
Battelle
Bermuda Electric Light Co.
Blue Mountain Quality Resources
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Association of Canada (PEMAC)
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Regional Municipality of Niagara
Reliasset
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Royal Commission For Jubail
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(SUEK)
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*Signum Group LLC
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*Spirit Aerospace Inc.
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Strategic Technologies, Inc.
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Sunoco Chemicals
Sunoco Refining and Supply
*TAPS, Inc.
TEGG Corporation
Tesoro Petroleum Products
*The Manufacturing Game
The Timken Company
*ThinkReliability
*Thomas Steel Strip
Total Resource Management
*Trico Corporation
T-Solutions Inc
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*United States Gypsum Co.
United States Postal Service
United Technologies
*University of Tennessee
USMC Expeditionary Fighting Vehicle
UT-Battelle/ORNL
Valeron Strength Films
*Van-Rob Stampings
Vibralign, Inc.
Vibrametrics
W.R. Grace & Co
*WE-Energies
Welch Foods, Inc.
Westar Energy
Westinghouse Nuclear Fuel
Wheelabrator Bridgeport
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35
the action being measured will cause a re-
sulting action or effect, which is also being
measured. This means that a given mea-
sure could be both a lagging measure for a
previous cause in the chain, and a leading
measure for a following effect. There are a
series of causes and effects in the chain until
the final lagging measures are reached.
The Leading and Lagging Indicator Map-
ping in Figure 2 shows the concept of an
indicator being both leading and lagging.
Preventive Maintenance (PM) Compliance is
a lagging indicator, or a result of how much
PM work is completed when viewed in the
context of work execution. However, when
viewed as an indicator of equipment reliabil-
ity, PM compliance is a leading indicator of
the reliability process. The better or higher
an organizations PM compliance, the more
likely this will lead to or predict improved
equipment reliability. Similarly, improved
equipment reliability will lead to reduced
Maintenance Costs, which is a lagging indi-
cator of the maintenance process.
Before applying and implementing leading
and lagging indictors, the maturity of the
facility or company needs to be understood.
For example, if you are in a transition stage
from reactive to pro-active, then KPIs like
training compliance and percent pro-active
work completed are more applicable to use
than inventory turns increasing, or mainte-
nance rework reducing, which are typically
results of a more mature reliability process.
tors will tell us if the lagging indicators will
get better or worse.
There are three sets of measurable compo-
nents that make up the maintenance and
reliability process at Cargill (See Figure 1:
Components of the Maintenance and Reli-
ability Process).
Behaviors and management processes
(people skills, mission and vision)
Operational execution
(operations, design and maintenance)
Manufacturing performance
(availability, quality, cost and benefits)
Each component is a process on its own,
which can be measured using both leading
and lagging indicators. To determine the
quality of each process, the results of each
process need to be measured using lagging
indicators. To assure good results, we must
have good leading indicators if you do the
right things, the right things will happen for
the business.

The components of the maintenance and
reliability process can also be explained as:
approach, deployment and results.
Manufacturing performance is a (end) result
of the (correct) deployment of operational
execution. Operational execution is, in part,
the deployment of maintenance planning
and scheduling, defect elimination, predic-
tive and preventive measuring and follow
up.
To understand if these manufacturing
performance (results) are sustainable, it is
important not only to measure the deploy-
ment (operational execution) but also the
approach (behaviors and management pro-
cess). Without having a clearly defined ap-
proach, the result can be, and often times is,
based on individuals deploying to their best
effort, but without any vision and strategy
for the future.
In this context, and as a supply chain, the
components of the maintenance and reli-
ability process are both leading and lag-
ging indicators depending on where in the
process the indicators are being used.
This simplified view of leading and lagging
measures betrays the full value the defini-
tion can have. There is a cause and effect
relationship between leading and lagging;
To implement which KPI at which particu-
lar moment is unique for each business or
location. Some ground rules need to be
considered:
- Focus on leading and lagging indicators
for each reliability process component,
see Figure 1
- Provide clear definitions and examples
- Assess the operational readiness to
implement the KPI.
How Should We Measure?
When implementing key performance
indicators and setting goals, it is a natural
human behavior to produce the results you
are aiming for. This induces a natural bias
to get the results you are targeting. For
example, at our company we are measuring
percent pro-active work completed, and we
are aiming to achieve 80% pro-active work.
Clear definitions with examples are set and
the unit of measure is hours.
When starting the measurement, plants
were only asked to report the percent
pro-active work done, and within several
months, almost all plants were achieving
this number, even though we knew it could
not be possible considering the maturity
stage of some plants. A thorough review
showed that not all plants used work hours
complete as a unit of measure; that is,
some used number of work orders com-
plete, some used actual cost, some included
contractors, and some not.
Figure 1 - Maintenance and Reliability Process Components
Manufacturing
Performance
Quality & Availability
Cost & Benefts
Behaviors &
Processes
People Skills
Mission & Vision
Operational
Execution
Operation & Design
Maintenance
Process Measuring
Results Measuring
Lagging Lagging Lagging
Leading Leading
Maintenance and Reliability Process
So, we made a change in the reporting. In-
stead of asking plants to report the percent
pro-active work completed, we asked them
to report actual hours spent on pro-active
work and the total actual hours worked.
This changed the results completely; some
plants captured only 60% of the total hours,
which were typically the hours spent on pro-
active work. The hours on reactive work
were not included in the total hours show,
and thus a much higher percentage of pro-
active work was reported done than actual.
Plants not capturing hours at all actually
failed to report anything.
Lessons learned on how we should measure
are:
- Provide clear definitions and examples,
in multiple languages if
applicable
- Understand the unit of measure
and report the raw data, not
the end results
- Use uniform reporting systems
Benchmarking and
Standardization
Cargill is a leading company
in the food industry with over
1500 locations in more than 80
countries. Comparing and bench-
marking within the company and
with other industries is a chal-
lenge. During the last 10 years,
a major change has been made
within the company, from a focus
on traditional lagging indicators
to more leading indicators.
Cargill has learned a great deal in the last
10 years, and many others can learn and
benefit from both these lessons learned and
from Cargills experience. In fact, these les-
sons learned drive the process of standard-
ization of key performance indicators.

Figure 2 - Leading and Lagging Indicator Mapping
Manufacturing
Performance
Quality & Availability
Cost & Benefts
Behaviors &
Processes
People Skills
Mission & Vision
Operational
Execution
Operation & Design
Maintenance
Lagging
PM
Compliance
Equipment
Reliability
Proftability
Lagging Lagging Lagging
Leading Leading Leading
Maintenance
Cost
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The Society for Maintenance and Reliability
Professionals (www.smrp.org) is a group by
practitioners for practitioners, who in the
last year, has developed standardized Main-
tenance and Reliability Key performance
indicators. Each of these indicators have a
clear definition, objective, formula, com-
ponent definition, qualification and sample
calculation developed by experts from
several industries world wide, validated and
evaluated by practitioners, and are ready for
use.
A total of 77 key performance indicators are
identified and under development, 21 KPIs
are finished and will be published soon by
SMRP. Figure 3 provides several examples
of the key performances indicators from the
body of knowledge (BoK), including the reli-
ability process component upon which they
can be used.
Worldwide adoption of these metrics will
benefit Cargill, but also all other industries.
It will also create transparency and unique
benchmarking opportunities within the
maintenance and reliability industry.
Walter Nijsen, CMRP, holds the position of
Asst M&R Leader for Cargill grain and oil-
seeds in Europe. Based in the Netherlands,
he is responsible for developing and imple-
menting the maintenance and reliability strat-
egy for about 40 locations across West and
East Europe. During the last 5 years Walter
has implemented maintenance best practices,
and has been instrumental in building the
overall reliability culture and vision for Cargill
worldwide by actively participating in main-
tenance steering committees, conferences,
facilitating trainings, developing systems and
procedures. He holds a degree in Chemical
Engineering and joined Cargill in 1995. He is
certified in several predictive technologies, is
a certified maintenance and reliability profes-
sional since 2003. He is an active member of
the SMRP Best Practice Committee. You can
contact Walter at: walter_nijsen@cargill.com
Behaviors &
Processes
Operational
Execution
Manufacturing
Performance
BoK - Business & Management
Maintenance Margin (COGS) Lagging
Maintenance Unit Cost Lagging
Maintenance Cost per RAV Lagging
BoK - Manufacturing Process Reliability
OEE Lagging
Availability Lagging
Total Operating Time Lagging
BoK - Equipment Reliability
Systems Covered by Criticality Analysis Lagging Leading Leading
Scheduled Downtime Lagging Lagging
Unscheduled Downtime Lagging Lagging
MTBF Lagging Leading
BoK - People Skills
Rework Lagging Leading Leading
Maintenance Training - $ Lagging Leading Leading
Maintenance Training - MHRS Lagging Leading Leading
BoK - Work Management
Corrective Maintenance Hours Lagging Leading
Preventive Maintenance Hours Lagging Leading
Condition Based Maintenance Hours Lagging Leading
Planned Work Lagging Leading Leading
Reactive Work Lagging Lagging Leading
Proactive Work Lagging Lagging Leading
Schedule Compliance Hours Leading Leading
Schedule Compliance Work Orders Leading Leading
Standing Work Orders Leading Leading
Work Order Aging Lagging Leading Leading
Planned Backlog Lagging Leading Leading
Figure 3 - SMRP Developed Key Performances Indicators
Acronyms
SMRP - Society for Maintenance and Reliability Professionals KPI - Key performance Indicators
OEE - Overall Efciency Effectiveness BoK - body of Knowledge
How will you improve
asset utilization?
How will you improve
capacity?
How will you gain
reliability?
Find 24 Focused Reliability
Knowledge Bases at

www.reliabilityweb.com
Best efforts without
knowledge are just
best efforts.
- W Edward Deming
he first step in evaluating test data is understanding the relationship to the circuits Fault Zones and how
abnormalities in a specific Fault Zone affect the performance of the motor. The six Fault Zones (Power
Quality, Power Circuit, Stator, Insulation, Rotor, and Air Gap) are derived from the most common electrically
related motor failures in industrial environments. The Air Gap Fault Zone describes the measurable distance
between the rotor and stator within the motor. Air gap eccentricity is a condition that occurs when a non-uniformity in
the air gap between the rotor and stator exists.
During operation, several stresses are brought to bear
upon key components of the motor. An air gap eccen-
tricity results in increasing these stresses during opera-
tion. A motor operated with an eccentric air gap results
in increased mechanical vibration, accelerated insulation
degradation due to increased coil movement, and pos-
sible rotor/stator rubbing due to unbalanced magnetic
pull. Types of air gap eccentricity are:
Static Eccentricity - which occurs when the centerline
of the shaft is at a constant offset from the centerline of
the stator. An example is a misaligned end bell.
Dynamic Eccentricity - which occurs when the centerline
of the shaft is at a variable offset from the centerline of
the stator, such as a wiped bearing.
Failure Mechanisms
By definition, air gap eccentricity is a mechanical fault
with the motor. There are several possible causes for the
presence of variances in the distance between a rotor
and a stator. The five basic types of air gap eccentricities
that can occur are:
Rotor O.D. is eccentric to the axis of rotation
Stator bore is eccentric
Rotor and stator are round, but do not have the
same axis of rotation
Rotor and shaft are round, but do not have the
same axis
Any combination of the above
The following are only a few of the possible causes of an
air gap eccentricity:
Improper mounting of the motor to its bedplate can
lead to an air gap distortion. A loose or missing bolt
allows shifting of the motors mounting foot during
thermal expansion of the frame. This shifting over
time could lead to a distortion of the frame and pos-
sible distortion of the stator bore. The common term
for a motor incorrectly mounted is soft-foot.
During construction of the motor, out-of-roundness
of either the rotor or stator will lead to an air gap
eccentricity. Industry standards recommend that
measurements for total indicated roundness (TIR)
should be performed at different locations along the
length of each of these components. Couple these
measurements with the circumferences of each
component, and depending on the speed and size
of the motor, there are recommended tolerances
from 5 to 20 percent variation in the air gap.
Eccentricity can develop due to improper tension-
ing of drive belts coupled to a motor. One customer
working with PdMAs technical support staff said
that while they were releasing the tension on one set
of belts, they measured the deflection of the motor
shaft, only to find it had moved 1/8 an inch! Improper
alignment could also lead to a situation similar to this
with both leading to a bowing of the rotor during
operation.
Distorted end bells, cocked bearings, or a bent shaft
will all cause an air gap eccentricity. During the
manufacturing of the rotor, uneven mechanical
stresses could be introduced into the cage and lami-
nation stack leading to bowing of the completed
rotor.
An air gap eccentricity results in increased levels of
vibration due to the uneven magnetic pull it creates
between the circumference of the rotor and stator
bore. Over time, these elevated levels of vibration
can result in excessive movement of the stator wind-
ing, which could lead to increased friction and eventu-
ally a turn-to-turn, coil-to-coil, or ground fault.
Increases in mechanical vibration accelerate bearing
failure, which could seize the shaft and overheat the
windings or allow additional movement of the shaft
leading to a rotor/stator rub. The uneven magnetic
stresses applied to the rotor, coupled with the
increased vibration, will also contribute to mechani-
cal looseness developing in the rotor assembly. Risk
of rotor pull-over increases exponentially with the
amount of air gap eccentricity.
Rotor pull-over is an example of rotor/stator
u
p
l
o
a
d
m
o
t
o
r

t
e
s
t
i
n
g
T
Is Your Motor Getting Eccentric?
A Closer Look at Air Gap Eccentricity
by Douglas E. Swinskey & Peter M. Bechard
38
rub that appears as random marks on both
the stator bore and surface of the rotor.
Pull-over describes the bending of the
motor shaft allowing the rotor to come into
contact with the stator. Pull-over most
often occurs during start up when the
magnetic forces pulling on the rotor are
greatest. The magnetic pull acting upon the
rotor varies as the square of the difference
in the air gap (Figure 1). For example, when
the air gap at the narrowest point between
the rotor and the stator is one half that of
the air gap at its widest, the magnetic force
at the narrowest will be four times stronger
than the widest point. Couple that with the
in-rush current and the magnetic pull could
flex the shaft leading to a rotor/stator strike.
Analysis
Testing a motor for air gap eccentricity can
be easily accomplished using Motor Circuit
Analysis (MCA) or Current Signature Analysis
(CSA). The hardest part seems to
be deciding what to do about it,
after confirming that an air gap ec-
centricity exists. When performing
CSA there is no absolute standard
on how much eccentricity indicated
on a current spectrum is too much.
The same can be said for the re-
sults of a Rotor Influence Check
(RIC). The graph may indicate the
presence of an air gap eccentric-
ity, but without historical results
for comparison you really cannot
develop a sense of how much ec-
centricity has developed and if it is
getting worse with time.
MCE Analysis
Motor Circuit Analysis utilizes a
combination of phase-to-phase re-
sistance and inductance measure-
ments to detect abnormalities in
the motors winding, rotor, and air
gap. Positioning the rotor in spe-
cific mechanical increments and
graphing the phase-to-phase in-
ductance values results in a graph
39
that allows air gap eccen-
tricity analysis.
Air gap evaluation with
the MCE is accomplished
utilizing the Rotor Influ-
ence Check (RIC) test.
The RIC is a graphical rep-
resentation of the mag-
netic coupling between
the rotor and the stator.
The RIC test will be most successfully applied
in troubleshooting and determining a course
of action if pre-existing RIC data is available.
However, even without a baseline test, the RIC
test will give you definite indications of exist-
ing eccentricity.
The RIC test is conducted by positioning of
the rotor in incremental steps through one or
more pole groups and recording each of the
three phase-to-phase inductance values at each
increment. These readings of inductance are
graphed allowing for analysis of the motors
winding, rotor, and air gap.
A pole group is the amount of mechanical
movement of the rotor required to produce
a 360-degree sine wave of the stator winding
inductance values. For example, in a four-pole
motor, the rotor would need to be positioned
incrementally through 90 degrees mechanical-
ly to complete a 360-degree electrical sine for
each of the three phases.
Figure 2 is an example for a two-pole motor.
The rotor was positioned mechanically 180 de-
grees producing a 360-degree sinusoidal graph
of inductance.
Analysis of phase-to-phase inductance for air
gap eccentricity focuses on: Alignment, Mini-
mum & Maximum Peak-to-Peak Inductance
over two or more pole faces and Inductive Im-
balance.
Alignment: Is there a level alignment of the
graph across the chart?
To determine if the motor has an eccentricity in
the rotor/stator air gap, evaluate the alignment
of the RIC graph. Unevenness in the space be-
tween the rotor and stator will affect the align-
ment of the Rotor Influence Check (RIC) as the
rotor is positioned during the test. An uneven
alignment such as what is seen in Figure 3 indi-
cates eccentricity exists between the rotor and
stator. The more severe the air gap eccentric-
ity, the greater the misalignment. Comparison
to a previous RIC test allows for determining if
the condition is worsening over time.
Peak-to-Peak Inductance: What are the mini-
mum and maximum inductance values?
When air gap eccentricities exist in a motor,
peak-to-peak inductance values
for each individual phase will vary
from one pole face to the next. To
see this change in peak-to-peak
inductance values, position the ro-
tor through at least two pole faces.
Figure 4 on the following page
demonstrates how the peak-to-
peak inductance values vary from
one pole group to another for an
individual phase when there is an
air gap eccentricity.
Remember, in a concentric wound
motor each individual phase will
have its own minimum and maxi-
mum inductance values. An ex-
ample of how a concentric wound
motor develops uneven minimum
and maximum inductance val-
ues between individual phases is
shown later in this article.
Inductive Imbalance
Inductive Imbalance is a percent-
age calculated by dividing the av-
erage of the three phase-to-phase
inductance readings into the value
Ratio Force at X is
X and 2X 4 times stronger
Figure 1 - Effect of Magnetic Pull
X
N X
Figure 2 - Graph of Inductance for One Pole Group
Figure 3 - RIC Graph Conrming Air Gap Eccentricity
of the individual phase-to-phase inductance
furthest from the average and multiplying by
100. With the rotor removed from a three-
phase motor this imbalance is expected to be
less than 1%. With a rotor installed this value
varies and is determined by design consider-
ations such as rotor skew, design air gap, and
other factors that affect rotor/stator geometry.
For a motor in satisfactory condition, this im-
balance remains within a plus or minus window
of 2 for any rotor position. Some motors may
be 5.5% to 7.5%, for example. When perform-
ing a RIC, at the end of positioning the rotor
through one pole face, check the highest and
lowest calculated im-
balance. If the differ-
ence is greater than
2%, positioning the
rotor through a sec-
ond pole face is rec-
ommended.
Concentric vs.
Lap Wound
An important consid-
eration when evalu-
ating RIC data for
indication of eccen-
tricity is whether the motor is concentric or lap
wound. If a motor is concentric wound, it may
be built with a pre-existing offset between the
stator windings and the rotor.
The concentric wound motor illustrated in Fig-
ure 5 has the stator windings inserted into the
stator slots in a basket form or stacked configu-
ration. Commonly all of the pole groups for
phase A are laid into the slots, then all of the
pole groups for phase B, then finally all of the
pole groups for phase C. This results in a great-
er distance between the rotor and the phase
A coils than exists between rotor and phase C
coils. This results in a natural stair stepping
indication of the phase-to-phase values seen in
Figure 8.
Standard lap wound motor windings, which
have each coil of every phase equally lapped
over the surrounding coils, results in the three
phases having equal high/low inductance
vales.
How does a person identify a concentric or lap
wound motor? There are only two absolute
methods. One is by taking the end bell off and
looking. The other is obtaining the informa-
tion directly from the manufacturer. However,
here are some rules of thumb that should help
you distinguish between the two.
40
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Figure 4 - Peak-to-Peak Inductance Phase 1 to 2
Figure 5 - Concentric Windings
41
1. If it is new and smaller than 50hp, it is very
likely concentric wound.
2. If it exhibits the pattern seen in Figure 8, it
is very likely concentric wound.
3. If it has been rewound at any size, it may
be lap wound.
Note: These are not absolute, as several manu-
facturers design medium and high voltage con-
centric wound machines.
Figures 6 and 7 clearly illustrate the way wind-
ings are placed in a concentric wound stator.
Note the different depths and locations of the
coil groupings.
Due to design, concentric wound motors cre-
ate RIC results that appear as though there may
be an air gap eccentricity when the rotor is only
positioned through a single pole face. Results
of a RIC performed on a concentric wound mo-
tor can be seen in Figure 8. Notice on the blue
phase indicator, that the peak amplitudes from
one pole group to another are essentially the
same, but different from the other two phases.
The blue phase is always slightly lower than the
red phase, but higher than the green phase.
In a case where concentric wound motors are
identified or suspect-
ed, the RIC needs to
be performed over
two pole faces. Place
the motor in observe
and confirm any sus-
pected eccentricity
with correlating evi-
dence, such as EMAX
eccentricity analysis
or vibration analysis.
Figure 9 shows an
example of dynamic
eccentricity. Notice
how the peak ampli-
tudes of the blue phase vary from pole group
to pole group as the rotor is rotated. This is
occurring for each of the three phases. Dy-
namic eccentricity is the more severe type of
eccentricity due to the increased chance of a
rotor/stator rub due to rotor pull-over.
To determine the severity of an eccentricity
problem identified with the MCE, it is important
to correlate with other technologies, which an-
alyze the motor while it is in a dynamic condi-
tion. If the eccentricity is affecting the running
characteristics, such as high eccentricity side-
bands in the current spectrum of EMAX and
higher than acceptable vibration levels at twice
line frequency, then action should be taken to
correct the eccentricity as soon as possible. If
eccentricity is not evident in the RIC test with
the motor de-energized, but the running tests
do indicate eccentricity, then soft foot should
be the first thing investigated.
EMAX Analysis
Eccentricity analysis using EMAX technology is
performed through a high frequency spectrum
of current signature analysis. When air gap ec-
centricity exists in a motor, the air gap flux will
be off balance, causing different levels of volt-
age to be induced onto the rotor. This results
in irregular current flow on the rotor and vary-
ing levels of counter electromotive force, which
is felt by the stator. These varying forces on
the stator winding produce changes in the am-
plitude of the current similar to a load change.
By displaying the current in a spectrum format,
the modulations can be seen as sideband activ-
ity around a location known as the Eccentric-
ity Frequency (FECC). The FECC is the number
of rotor bars multiplied by the shaft frequency
(RPM/60) of the motor. The current modula-
tions are seen as peaks on the spectrum, which
will be odd multiple sidebands of the line fre-
quency powering the motor. In a 60 Hz sys-
tem, the 1st and 3rd sidebands will appear as
4 peaks, 120 Hz apart, and non-synchronous to
line frequency. These peaks are seen in Figure
10 on the following page.
One advantage the EMAX offers when perform-
ing CSA is that the technician may use alarm
set points to estimate the severity of the ec-
centricity and act accordingly. However, speed
and rotor bar information is necessary for the
technician to be able to confirm that the peaks
identified on the spectrum are indeed eccen-
Figure 6 - Concentric Stator
Figure 7 - Concentric Random Wound
Stator
Figure 9 - Example of RIC
Figure 8 - Concentric Wound Motor RIC Graph
tricity related. If the number of rotor bars
and the speed are known, the MCEGold and
WinVis software automatically places a red X
at the four peak locations that identify eccen-
tricity. Obtaining the speed from the Advance
Spectral Analysis (ASA) current demodulation
software, Low/High Resolution rotor tests, or
via a strobe light is the easy part. The rotor
bar count, however, is another matter. First, at
the earliest opportunity you should verify that
a rotor bar count request exists on each of your
motor repair specifications. The report you get
back from the shop should include how many
rotor bars and stator slots exist in the motor.
Second, utilize the vibration department to
assist in the rotor bar count. They may have
previously identified the number of rotor bars
through spectrum analysis of the vibration sig-
nal. If neither of these methods work, reverse
calculation as described later in this article may
be required.
One of the most often overlooked tools is the
caution and alarm set points, which are pre-
programmed into the software. We often get
information sent in for review on possible ec-
centricity and neither the eccentricity related
peaks, nor any other peak for that matter, is
close to the yellow caution line. Also remem-
ber when dealing
with a VFD, no
longer does 60 Hz
line frequency nec-
essarily apply. If
the drive is operat-
ing at 40 Hz, rath-
er than four peaks
120 Hz apart, you
are now looking
for four peaks 80
Hz apart and non-
synchronous to 40
Hz rather than 60
Hz. The MCEGold
and WinVis auto
frequency adjusts
automatically and
corrects for VFDs,
and it will correct-
ly identify peaks
based on the mea-
sured fundamental
frequency, as seen
in Figure 11.
Whether across
the line or pow-
ered from a VFD,
if speed is known, but the number of rotor
bars is unavailable, the following information
will assist you in analyzing the eccentricity
tests frequency spectrum. Eccentricity related
peaks usually exist between 600 Hz and 2000
Hz on the current spectrum. This frequency
range is based on the fact that the eccentricity
peaks are odd multiple sidebands of the line
frequency around the product of the number
of rotor bars and the speed of the shaft (# of
rotor bars x shaft speed). Commonly, the faster
the motor, the lower the number of rotor bars.
The slower the motor, the higher the number
of rotor bars. When multiplied, the product is
usually less than 2000 Hz. However, larger two
pole motors may exceed the 2000 Hz mark.
Eccentricity peaks cannot be harmonics of line
frequency. As a result of slip being involved,
the calculation of eccentricity prevents it math-
ematically from being a multiple of the line
frequency. Therefore, running the harmonics
marker, which places a small green x at each of
the line frequency harmonic peaks, allows you
to quickly remove the identified peaks from
the suspect list. Line frequency harmonics are
very common and often can look like eccentric-
ity peaks.
If in a 60 Hz system you identify that four or
more peaks exist between 600 and 2000 Hz,
which are 120 Hz apart and non-synchronous
Figure 10 - Side Band Peaks on the Spectrum
Figure 11 - Eccentricity Current Spectrum
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42
to line frequency, you can reverse calculate
the number of rotor bars by highlighting the
2nd of the four peaks and clicking the estimate
bars button on the screen. When using this
feature to estimate the number of rotor bars
you should always include a note with the test
stating that the numbers of rotor bars is an
estimate only until you can confirm the actual
number of bars.
MCEMAX Helpful Hints
Rotor Influence Check
Slow motors require testing an additional
pole face. When testing a slow speed mo-
tor, remember one pole face could equate
to positioning the rotor 30 degrees or
less. If there is an air gap eccentricity, a RIC,
which only covers one pole face, will not
have enough of a change mechanically in
the rotor/stator relationship to cause the
inductance readings to vary much, if at all.
Use the balance of inductance to determine
if you should continue the test. The graph
of inductance imbalance is produced during
the RIC test to aid the operator in determin-
ing if a second pole face should be com-
pleted. If the balance of inductance changes
by 2 or more, a second pole face should be
performed. The extra data will facilitate the
data interpretation.
Eccentricity Test
For VFD powered motors, strobe/tach
speed. The added difficulty in determining
the speed of a VFD powered motor from
the High/Low Resolution or ASA means it is
always better to be absolutely sure of mo-
tor speed. An external tachometer or strobe
should be used to confirm speed and if the
number of bars is known, the data analysis
becomes automatic.
The X16 scale will fit 4 peaks. When manu-
ally searching (scrolling down from the
higher frequency of the spectrum) the X16
scale display of the spectrum will give you
just enough window to see four peaks
120 Hz apart. Keep this in mind and the
manual search will become quicker.
Summary
Eccentricities in the air gap will develop
uneven magnetic pull between the stator and
rotor during operation. This uneven magnetic
pull will lead to increased vibration, mechani-
cal wear and tear, and possibly pull-over to
the point of a rotor/stator rub. It is important
to have equipment that provides you with
the necessary information to make informed
maintenance decisions concerning the severity
of an air gap eccentricity. With the MCE RIC
test and the EMAX eccentricity high frequency
spectral analysis test, the MCEMAX provides
one easy to operate package for comprehen-
sive evaluation of air gap eccentricity during
operation or when the motor is secured.
Doug Swinskey joined the PdMA Training &
Technical support team in June 2005. Prior
to joining PdMA Doug spent over ten years
with a leading manufacturer of electronic
motor speed controls. Before he began his
work with variable frequency drives, he was
the proprietor of an electric motor rewind
and pump repair shop. Since joining PdMA
Doug has had the opportunity to conduct
training on the MCEMAX all over the United
States and as far away as the Canary Islands.
With all his travel he still finds time to
operate a successful photography studio in
historic Ybor City in Tampa, Florida. You can
reach Doug at 813-621-6463, ext. 2.
43
ound familiar? This scene is played out in
maintenance workshops all over the world.
Maintenance team members take parts and
put them away in their own stores and some-
times, when really needed, the part cannot be found.
The team members do this either because they think it
is convenient or that it saves time. Convenient and
time saving for them but what about the rest of us!
Lets face it, reliability and maintenance people are
different. They have a unique position in the world.
We all know that when things go wrong maintenance
gets the blame. But when things go right, production
gets the credit. As a result, some maintenance folk
hoard spare parts, like squirrels keeping nuts for the
winter. Thats why these unofficial stores are often
referred to as squirrel stores. Look around almost
any workshop and you will find spare parts that are
being held in private stores, just in case.
The problem with this, as demonstrated above, is that
when parts are held outside of the official storeroom
or inventory management system, they actually impact
the rest of your inventory holding for that part. Not
only in the obvious ways of poor availability and ac-
cess, but also in less obvious ways relating to inventory
levels, operational expenditure and even your reliability
program - more on that in a moment.
First, lets understand why these stores exist. One rea-
son is trust. That is, the trust that your official store
will actually have the required parts when they are
needed. If your storeroom management is unreliable,
this erodes trust in the system. Also, if team members
know that other team members are squirreling away
parts then they might do the same just in case. No
one wants to be caught short. Not only does it let the
plant down but it is personally inconvenient.
Breaking the locks was the only option. It was 2:00am and Line 1 had stopped completely.
The good news was that we knew exactly what the problem was and how to fix it. We also knew that the
spare part we needed had been in the storeroom earlier in the day I had seen it there myself.
The bad news was that it was no longer there. And although we didnt know with certainty where the
part was, we were pretty sure that one of the dayshift crew had taken it and put it in his locker.
Waiting was not an option so locks had to be broken. We just hoped that we found the part before
doing too much damage.
Second, more than just being inconvenient, not hav-
ing the spare part can be a real hassle. If the plant is
down at 2:00am, its your job to fix it and there is no
spare, then you get the hassle from production even
though it is not your fault. Better to avoid all that and
keep your own little emergency squirrel store just
in case.
A third reason is a rationalization that squirrel stores
improve service (or at least reduce downtime) by reduc-
ing the time needed to go and get the spare from the
official store. Squirrel stores are usually held closer
to the plant (or at least closer to the team member)
than the official store, hence, the time to access the
store is reduced.
No matter what the reason, squirrel stores are ulti-
mately a cultural issue, and they need to be managed
on that basis. This requires building trust in the system,
communicating the negative impact of squirreling,
modeling and encouraging the right behavior, and not
allowing any exceptions.
Now, how do squirrel stores really impact your inven-
tory levels, operational expenditure, and reliability
program? And why would you be nuts to allow your
team to keep squirrel stores? Here are six reasons:
1. You Will Hold More Inventory
Duplicating the parts being held in your official store
by holding parts in a squirrel store obviously adds to
your inventory but it is the flow on effect that can be
much, much worse. You might be surprised to realize
that in addition to duplicating your inventory, squirrel
stores can also significantly increase the level of spares
held in your official store. How? Through a mechanism
that I call Induced Demand Volatility (IDV).
Squirrel Stores
& Why You Would Be Nuts to Keep Them
by Phillip Slater
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The following example demonstrates
the inventory efect of squirrel stores.
For this example lets consider a part
that is used weekly and therefore has an
average demand of 1 unit per week. This
type of part is a major target for squir-
rel stores as holding them reduces the
number of trips to the storeroom.
Lets compare two situations:
1. No Squirrel Store: The item is re-
moved from the storeroom as
needed 1 per week.
2. Squirrel Store: The item is removed
two at a time with movement every
two weeks.
The demand data for these two situations
is shown in Figure 1.
The demand profle for these two diferent
demand patterns is shown in Figures 2 & 3.
It is clear from these two fgures that, while
in each case the average is one demand
per week, the demand profle is not just
diferent, it is completely opposite.
Now, one way to calculate the inventory
needs in this situation is by using a Gauss-
ian distribution. This approach is familiar
to most people as it can be represented by
the formula:
Alternatively:
Where,
RP = reorder point
D = average demand per week (for
our example this is 1 per week)
LT = Lead time in weeks (lets
assume 4 weeks)
csf = customer service factor (or
availability factor) here we
will use a csf of 2.56, this
assumes a 98% availability.
MAD = Mean Average Deviation a
measure of demand variation.
In this example, with no squirrel store
this is 0 (there is no variation) and with
the squirrel store the MAD is 1.
Sqrt = square root
Results
Scenario 1: Using the above formula
and data, Figure 4 shows the results for
this scenario.
Usage Data from Of cial Store
Week No Squirrel Store Squirrel Store
1 1 2
2 1 0
3 1 2
4 1 0
5 1 2
6 1 0
7 1 2
and so on...
Figure 1
Figure 4
Measure No Squirrel Store Squirrel Store
Reorder Point 4 10
Avg Inventory 2.5 9.1
It is a surprise to most people when
they see that when you hold inventory
in a squirrel store the Reorder Point in
your of cial store can be MORE THAN
DOUBLE the Reorder Point without the
squirrel store.
This result then means that the aver-
age level of inventory held in your
of cial store, if you allow a squirrel
store, is 264% greater than the average
holding without the squirrel store (see
Figure 5). This is not due to the items held
in the squirrel store but due to the Induced
Demand Volatility (IDV) that the squirrel
store creates in your of cial store. The IDV
changes the calculation of safety stock in
the above formula and this is why you hold
too much inventory.
Scenario 2: Over ride the calculation and
manually set your reorder point to 4 for
both scenarios.
Lets now assume that you understand the
impact of the IDV on your calculation and
decide to manually set the reorder level for
both situations to 4, knowing that you only
ever use 4 items during the lead time for
supply. In this case the average inventory
holding reduces to 3.5 items (including the
items held in the squirrel store).
This is still 40% higher than the situation
without the squirrel store!
Do you still think that squirrel stores dont
cost much?
Figure 2: Demand Profle without Squirrel Store
(Data projected over one year)
0 1 2
0
10
20
30
40
50
60
Figure 3: Demand Profle with Squirrel Store
(Data projected over one year)
0 1 2
0
5
10
15
20
25
30
Figure 5: Comparison of Average Inventory
No Squirrel Store
0
2
4
6
8
10
With Squirrel Store
2.5
9.1
2
6
4
%
In
c
re
a
s
e
How Much Do Squirrel Stores Cost?
Reorder
Point
=
(Usage rate x lead time)
+
safety stock
RP =
(D x LT) + csf x
MAD x Sqrt(LT)
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47
stores phenomenon. If the unofficial parts
are held in a locker or tool kit so that only
the owner can access them, then the rest of
your team cannot access them. If you have
a breakdown and need that part right away,
you might not be able to get to it or might
not even know that it is there! The irony
here is that the part was being held in order
to improve service and the squirrel approach
actually made things worse. The result of this
scenario is an increase in official holdings,
increasing expenditure even further.
6. Your Reliability Program Will Be
Endangered.
As mentioned previously, when your team
keeps squirrel stores they skew the data
on usage. But this doesnt just impact your
expenditure. It also means that your official
records will show higher demand than actual
at some times and lower demand than actual
at others. If you are trying to perform any
sort of analysis to understand your failure
patterns, this data will be useless at best, and
at worst, misleading. All that money spent
on reliability training, software, gadgets and
cultural change could be wasted because of
a failure to control squirrel stores.
Unfortunately squirrel stores are almost a
fixture of maintenance departments. They
result from the mindset of reliability and
maintenance professionals that are pas-
sionate about reducing downtime and take
equipment failure personally. This drives
them to hoard items that they can use later
and to short cut the system to try to improve
response times. However, this approach
does not work. Squirrel stores are a blight
in your system and can have a significant and
detrimental impact on your expenditure and
your reliability program. In fact, you would
be nuts to allow or endorse them.
Phillip Slater is an Inventory Process Optimi-
zation Specialist and is widely known as The
Inventory Guy. He is the author of a number
of books, including Smart Inventory Solutions
and The Optimization Trap, both of which
deal directly with MRO and engineering
spares inventory. For more information visit
www.InitiateAction.com or contact Phillip at
pslater@InitiateAction.com.
IDV occurs when your team takes more
spares than actually required so that they
can put some into their squirrel store. This
behavior produces false data on usage and
shows higher volatility than is really the
case. This higher volatility then results in
a need to hold more safety stock after all
safety stock is held to account for volatility.
The breakout box shows a situation where
induced demand volatility could increase
spares holdings by 264%!
2. You Will Spend More Money
Obviously, the parts in the squirrel store and
the extra parts in the official store have to be
paid for. Therefore, this ties up much more
money than would otherwise be the case.
What many people dont consider is that this
diverts funds from other and more useful
purposes. Still waiting for the money to buy
that tool to make your life easier? Perhaps
the money is tied up in your squirrel store!
3. You Will Spend More on Your Operating
Budget and Skew Your Reporting
When your team removes more items from
the store than they really need, the costs
have to be charged somewhere. Guess where
one of your operating budgets! Not only
does this limit your ability to manage and
improve your reliability (with what will al-
ready be a tight or underfunded budget), but
it skews your reporting of costs by bringing
forward costs that you could have incurred
later. In many cases you may even be paying
for parts that never get used, which leads to
the next point.
4. You Will Have Increased Obsolescence
Is anyone really keeping track of those squir-
rel stores? Of course not. So, you have
spent the money and when the item eventu-
ally becomes obsolete (as everything does)
the squirrel stores will contain items that
should have been used or should not even
have been purchased! The only time they will
be cleaned out is when someone decides to
tidy up their squirrel store or workshop and
you know that they will then just throw the
parts in the trash.
5. You Will Increase Your Downtime
This is perhaps the worst part of the squirrel
n September 2008, we were contacted by a Mechanical Engineering student. He was close to completing an
internship with a major U.S. oil refinery and had been asked to set up a system allowing the refinery to moni-
tor its pump mean-time-between-failures (MTBF).
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Research Brings Results
Dening Mean Time Between Pump Failures
by Heinz P. Bloch, PE
Since being given the assignment, the young man had
encountered serious roadblocks. His first question was
how MTBF was being calculated in the oil refining indus-
try. He advised that some people just take the number
of months in service and divide by the number of repairs
during that time; while others apparently perform a
Weibull analysis. The Weibull analysis sounded much
more accurate to him, but he wanted to stay with indus-
try standards.
He ran into a second roadblock when attempting to de-
fine what a failure is. The refinery was currently contem-
plating a definition of anything costing over $1,000,
but he wanted to know what the standard was. Using
the all-pervasive and now rather customary (and gener-
ally inadequate!) Internet search method, he found many
articles that talked about MTBF studies. He did not,
however, uncover any articles that shed useful light on
how such studies were to be set up. Finally, he asked for
help in finding some of the answers.
No Standard, Just Choices
There is no written standard on MTBF, but McKenna
and Oliversons Glossary of Reliability and Maintenance
Terms (ISBN 0-88415-360-6) neatly defines it as:
A basic measure of reliability for repairable items;
the mean life during which all parts perform within
their specified limits, during a particular measurement
interval under stated conditions; an index of reliability
calculated by dividing the total number of stoppages
(outages) by operating time; the number of hours or
cycles an item or items operated divided by the number
of failures that occurred; commonly expressed as a six
or 12 month rolling average; also expressed as one
over the failure rate.
That pretty much explains what is common practice.
By deviating from common practice, perhaps doing a
Weibull plot, one achieves another benchmark. A Weibull
plot is a reliability prediction technique used to evaluate
the reliability parameters of components (e.g. bearings),
and the data from it is more precise than MTBF calcula-
tions. These plots are also valuable during the develop-
ment phase of a component. While Weibull plots are
possible for failed pumps, the specialist using them will
give up the straightforward comparison with others that
use MTBF. That should be a concern for us.
More About Weibull
For definitions of failures/metrics, etc., go to Paul Barrin-
gers reading list for reliability
1
. Select an old document,
MIL-STD-721. This is one of many military documents
Paul has accumulated on his website. Specifically, go
to page 11 for the words, which he has reduced to the
equations below:
MTBF for repairable units = life / failures
(Please note: Life does NOT include life of dormant units
which are NOT running)
MTTF for non-repairable units = life / failures
(Please note: Life does NOT include life of dormant units
NOT running. MTTF is a more difficult metric because you
have to accumulate the life of each failed unit that was in
service up to its failure).
The MIL-STD-721 document reaches way back to the
1970s, and has now become obsolete. Better modern
documents such as MIL-HDBK-338 are available today.
Go to pages 52 and 53 of MIL-HDBK-338 for the words
and definitions. The complicated math follows on page
86-87 for those who want to know more information.
Page 126 gives a comparison of reliability/availability/
maintainability (RAM) metrics.
Quoting Paul Barringer, The practice of summing the
life of active units plus dormant units is a poor (lazy) en-
gineering practice in calculating MTBF & MTTF metrics.
It is poor because it overstates the results by including
so-called life of dormant units. This sets a trap for na-
ive people building RAM models of system performance
because the flawed metrics will overstate system perfor-
mance.
The military documents, such as DoD Ram Guide, RAM
primer, MIL-STD-785, NASA-Std-8729.1, and other docu-
ments listed on the Barringer website, provide some ex-
48
I
49
cellent guides for building RAM models.
For Weibull analysis of components:
MTBF or MTTF = h * G(1+1/b)
Here, h is the characteristic life (i.e., the life
at 63.2% of the cumulative distribution func-
tion, as this is a mathematical property of the
distributionin short, its the single point
representation of durability that you discuss
without all of the if/and/buts). The b is the
shape factor. For components, b tells you
how things died (i.e., b<1 infers infant mor-
tality, b~1 infers chance failures, and b>1 in-
fers wear-out failure modes)it is important
to let the data speak rather than pontificating
about how things died.
The term G(1+1/b) is called the Gamma func-
tion. For b = 0.5 the Gamma function is 2, for
b = 1 the Gamma function is 1, and for b>1
it may be as small as 0.87 or as large as 1, so
as a rough rule of thumb, the MTTF is roughly
equal to h. You need to know the beta values
to get the correct medicine because everyone
will tell you things wear out, although, unfor-
tunately, we kill more things than ever live
long enough to wear out. (Note: On another
website
2
, Dr. Robert Abernethy provides ad-
ditional insight into the differences between
MTBF and MTTF. Consulting his website may
be important for students of the Weibull
method.)
MIL-HDBK-338 on page 46 gives you a
simple and clear definition of failure:
The event, or inoperable state, in which
any item or part of an item does not, or
would not, perform as previously speci-
fied. Reliability (lack of failures) always
terminates in a failure (loss of the func-
tion when you needed it). Many other
details about failures are also included
in pages 46-47.
Finally, download the technical paper
#2 from Paul Barringers website at the
bottom of the page called: Where Is My
Data For Making Reliability Improve-
ments. It gives other source documents
and shows how to make the calcula-
tions.
Consider Feedback from an Asset
Management Expert
Several comments were also obtained from
John S. Mitchell, a self-described advocate
of change whose Asset Management Hand-
book (ISBN 0-971-7945-1-0) is listed in our
essential library
3
. John believes a meaningful
comparison of MTBF must consider the ser-
vice. Some, because of the fluid and/or oper-
ating conditions, will have shorter life expec-
tancies than others. Mitchell uses the analogy
of a coal miner who smokes; the miner prob-
ably has a shorter lifetime than a non-smoker
office worker.

John Mitchell has been trying -- without suc-
cess so far -- to find a parameter that will, with
one number, describe the distribution around
an average. Distribution around an average
might be the percentage or number of the to-
tal population more than 20% below the aver-
age MTBF. As an example, suppose a plant
reports an MTBF of 48 months. This would be
showing performance a bit below best in class
in Table 1, from Pump Users Handbook: Life
Extension (ISBN 0-88173-517-5), but doesnt
say much beyond that. Knowing also that 2%
of the total population was below 36 months
would be useful information because it would
tell us that the plant was aware of certain
pumps that failed more often than others. (In
many refineries that number is somewhere
between 7 and 10 percent). However, sup-
pose one found out that the MTBF of 25% -
30% of the population was below 36 months,
our diagnosis might be quite different and
the opportunities for improvement would be
shifting to a new focus.
More Experience-based Advice You
Can Use Today
The explanations offered by Paul Barringer and
John Mitchell will have to be weighed by seri-
ous reliability professionals. Some of their sug-
gestions were certainly considered in the mid-
1970s when we wrote about calculating pump
MTBF based on actual operating time. Yet, in-
dustry soon decided that the numbers looked
better when the calculation encompassed all
installed pumps, irrespective of running or not
running. Moreover, we have always advocated
picking first the ripe, low-hanging fruit and
hasten to note that not everyone has heeded
this advice. We are where we are and the pic-
ture is not rosy. Repeat failures abound and
continue to be tolerated. Repeat failures are
warning signs; they are the inevitable precur-
sors to extreme failures which very often kill
people. To this day, we see CMMS (computer-
ized Maintenance Management Systems) soft-
ware that allows log entries in words such as
bearing replaced. To be of use to devotees
of equipment uptime, a system must recog-
nize that accurate failure analysis is required
for failure avoidance. The entries must prop-
erly identify why a bearing failed and diligent
failure analysis is absolutely necessary. Failure
avoidance should be the ultimate goal because
it means asset preservation and curtailment of
money wasted on repeat repairs, not to men-
tion costly remedial action after an extreme
failure. All too often, persistent repeat failures
are evidence of seriously flawed reasoning.
The engineering student employed as an in-
tern at that refinery probably would not wish
to lose the opportunity for easy tracking of
pump failures. He was probably searching for
answers to tasks assigned to him by oth-
ers. We can only speculate that persons
unknown are often looking for ways to
bury the unacceptable performance of
their refinery pumps. They would be
delighted to obfuscate the issue by ar-
guing over the most precise numerical
evaluation. We, for our part, believe the
most productive choice to reduce pump
failures is to compare ones pump MTBF
against other refineries and to itemize
and comprehend what others do differ-
ently. Note that we are not advocating
that you compare your refinery against
any non-refineries, but you could make
a relevant comparison between a given
process unit at your refinery against a
like process unit at another refinery.
Although such comparisons are usually
made on the basis of MTBF, they are still
more useful than anything else. They lead to
the next and most important step towards
implementing the necessary changes, i.e. in-
telligently upgrading pumps or systems that
fail frequently. Typically, and with few excep-
tions, these changes must be made on pumps
with low MTBF. The simple MTBF roadmap
has been followed for the past 35 years; its
Table 1 - Pump Mean-TImes-Between-Failures
Source: Pump Users Handbook: Life Extension
Equipment Location
MTBF
(years)
ANSI Pumps, AVG USA 2.5
ANSI/ISO Pumps, AVG Scandanavian P&P Plants 3.5
API Pumps, AVG USA 5.5
API Pumps, AVG Western Europe 6.1
API Pumps, repair-
focused refnery
Developing Country
1.6
API Pumps Caribbean Region 3.9
API Pumps, best-of-class U.S Refnery, CA 9.2
All Pumps, best-of-class
Petrochemical Plant
USA, Texas
10.1
All Pumps, Major
Petrochemical Co.
USA, Texas
7.5
relative success makes us comfortable with
the McKenna-Oliverson definition mentioned
earlier. In stark contrast, we consider endless
debates over more precise or limited defini-
tions both unproductive and all too often di-
versionary. In this context, debates generally
solve nothing, they are mere exercises in bu-
reaucracy. Exploring the failure history of a
given pump in a given service in YOUR refinery
and then comparing its reliability with that of a
pump in the same service at SOMEONE ELSES
refinery is of real value. It points out the way
to lasting improvement.
How to Recognize a Good Pump MTBF
Examining pump repair records (and the admit-
tedly imperfect MTBF metric) is deemed useful
for responsible and conscientious pump users.
In view of that fact, the preface to the 2006
Pump Users Handbook (ISBN 0-88173-517-5)
alludes to pump failure statistics. Again, and
for the sake of convenience, these failure sta-
tistics are often translated into MTBF. Agree-
ing with McKenna and Oliverson and because
they wanted to avoid arguments on statistics,
many of the best practices plants in the time
period of the early 2000s simply took all their
installed pumps, divided this number by the
number of repair incidents, and multiplied it
by the time period being observed. For a well-
managed and reasonably reliability-focused
U.S. refinery with 2,400 installed pumps and
312 repair incidents in one year, the MTBF
would be (2,400/312) = 7.7 years. The refinery
would count as a repair incident the replace-
ment of parts, any parts, regardless of cost.
In this instance, a drain plug worth $2.90 or a
casing costing $8,000 would show up the same
way on the MTBF statistics. Only the replace-
ment of lube oil, a routine maintenance task,
would not be counted as a repair.
Using the same bare-bones measurement
strategy, and from published data and observa-
tions made in the course of performing main-
tenance effectiveness studies and reliability
audits in the late 1990s and early 2000s, the
mean-times-between-failures of Table 1 have
been estimated. As of 2008, we have reason
to believe the figures are valid within a 10%
range of accuracy.
It should again be emphasized that many
plants are achieving these mean times before
a failure occurs. Why, then, the difference
between a best-of-class U.S. refinery and a
somewhat mediocre performer? There are
many reasons that account for the difference.
An unsuitable seal with a lifetime of just two or
three months will have a catastrophic effect on
pump MTBF, as would a badly-performing cou-
pling or bearing. A good refinery frowns upon
pulling piping towards the nozzle of a fluid
machine, a mediocre refinery permits these di-
sastrous procedures to continue for decades.
One refinery supports its machine baseplates
with epoxy grout, another refinery not only
uses an inferior grout system, but might also
allow it to soak with oil, degrade, and deterio-
rate. It is those types of things, and in areas of
lube application, bearing housing protection,
mechanical seal selection, installation meth-
ods and so forth, that the best-of-class differ
from the weak performers.
What Constitutes a Failure
Finally, we were asked what constitutes a fail-
ure. In particular, we would like to comment
on the sordid implications of limiting the term
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51
failure to events costing over $1,000.
In Glossary of Reliability and Maintenance
Terms , McKenna and Oliverson defined a fail-
ure as:
The termination of the ability of a functional
unit to perform its required function; loss of
function when the function is needed; the
event, or inoperable state, in which any item
or part of an item does not, or would not,
perform as specified; any event that results
in work performed on equipment, rather than
scheduled preventive or predictive mainte-
nance that requires the equipment to be shut
down for repair or whose lack of repair could
ultimately lead to an equipment shutdown.
Synonym: malfunction.
We accept this definition without qualification
or reservation, and offer two examples that
illustrate why. Years ago, a plant decided to
count failures as only pumps that were tak-
en to the shop for repair. One day, a badly
mangled pump was being parked on a flatbed
trailer near the shop. Because the pump never
entered the shop, it did not appear on the fail-
ure record kept by this facility. Another plant
decided that rework should not be counted
as a failure. The facility defined as rework any
successive event, occurring within three days
of repair completion and restart. This plant
then counted the second, or third, or fourth
event as part of the same repair and made it
show up only once on the refinerys failure log.
Those were the games we have seen played
when industry deviated from the definitions
crafted by people with common sense and
logic.
So, again answering the interns question with
an example: If an O-ring worth $2.20 allows
oil to leak, it must be counted as a failure. If an
impeller replacement were to cost $100,000
plus labor, it would also be called a failure. The
most crucial issue identified here is the huge
problem many refineries have today: Its a peo-
ple and people-management problem. Its a
problem with setting the wrong priorities. An
individual tasked with managing equipment
reliability must have the time and the motiva-
tion to read, to assemble a reference library
(see below), to engage in effective root cause
failure analysis, and to improve specifications
for both new (future) and present (existing)
equipment installed at his plant. He must also
mentor others, and do so with knowledge and
wisdom. If he neglects any of these duties, he
should be viewed like a medical doctor lacking
in those traits society would deny him the
title MD. Likewise, a mere dabbler in reliabil-
ity engineering may not deserve to be called a
professional.
The medical analogy could also be extended to
reliability practitioners that feed their minds
only on the Internet. Reasonable people would
never entrust life and health to a medical doc-
tor whose knowledge was derived solely from
the Internet, from its sales-driven advertisers
and from conversations with the purveyors of
anecdotal knowledge. Needless to say, a med-
ical professional is being taught by other expe-
rienced professionals and will consult relevant
texts. It should be no different with reliability
engineers working in industry.
I have compiled an essential reference library
for those who wish increase their knowledge,
which can be found at the link listed in Ref-
erence 3 below. Rest assured that research
via exclusively consulting the Internet will, at
best, uncover disjointed pockets of informa-
tion. The information so found will not follow
a logical progression and will not even come
close to conveying the coherent picture need-
ed by true professionals.
We are much indebted to Paul Barringer for
providing the many links that will facilitate se-
rious research on reliability subjects. The Es-
sential Reliability Library, 2008 is the authors
own recommendation. We consider it rather
elementary, but representing a good first step
for machinery engineers.
References
1. Paul Barringers complete reading list can
be found at the following link:
http://www.barringer1.com/read.htm
2. Dr. Bob Abernethys website:
http://www.bobabernethy.com
3. The Essential Reliability Library 2008,
a reading list compiled by Heinz P/ Bloch:
www.uptimemagazine.com/reading.htm
Heinz P. Bloch (hpbloch@mchsi.com) is a
professional engineer with offices in West
Des Moines, Iowa. He advises process
and power plants worldwide on reliability
improvement and maintenance cost reduc-
tion opportunities. Heinz is the author of
17 full-length texts and over 400 papers and
technical articles. His most recent texts in-
clude A Practical Guide to Compressor Tech-
nology (2006, John Wiley & Sons, NY, ISBN
0-471-727930-8); Pump Users Handbook:
Life Extension, (2006, Fairmont Publishing
Company, Lilburn, ISBN 0-88173-517-5) and
Machinery Uptime Improvement, (2006,
Elsevier-Butterworth-Heinemann, Stoneham,
MA, ISBN 0-7506-7725-2)
VIBXPERT
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Vibration
Analysis &
Balancing
W
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tc
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V
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lin
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u
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odays airborne ultrasound is a far more versatile technology than most people think. We can use
ultrasound, together with vibration analysis and infrared thermography, to deepen our understand-
ing of our machinerys condition. This article, which touches upon the use of airborne ultrasound and
vibration, is the second of a three part series, in which we look at ultrasound, ultrasound/vibration and
ultrasound/infrared.
Expanding Your Senses
The Synergy of Ultrasound and Vibration Analysis

by Leane Harris
Similar beginnings, but different outcomes, and
completely different roles in the greater scheme of
things...We see these facets play out in many areas of
everyday life. It happens in predictive maintenance as
well, and it may surprise many of you to discover one
scenario. Two technologies springing from similar
beginnings, but moving into very different everyday
uses in plants worldwide.

In predictive maintenance, we are blessed with tech-
nologies that help us transcend our senses limita-
tions. They allow us to see, hear, and feel events that
give us the information about our machinery which
we need in order to make informed decisions.
Infrared Technology allows us to see the spectrum
of light that is invisible to our eyes. This capability
becomes very useful if we want to know if there is a
temperature variance between different objects or of
the same object at different times.
Airborne Ultrasound extends our ability to hear sound
waves that are above our hearing capability. There
are many sources of high frequency sound waves: tur-
bulent flow of material passing through a restricted
opening is one, friction energy generated from the
rolling elements of a bearing as it rotates inside the
housing during operation is another, ionization en-
ergy also produces high frequency sound waves, and
impact energy generates high frequency sound waves.
Do the descriptions above give you some insights as
to which areas in your plant may possibly have high
frequency sound waves?
Vibration Analysis extends our sense of touch by a few
leaps. It detects and measures vibration movements
in machineries that are too small for us to feel, then
allows us to identify the sources of these vibrations,
which are then categorized according to severity. In-
formed decisions can then be made from there. We
have made a few leaps from putting a coin on top of
a motor to see how badly it is vibrating. Of course,
with the coin, youll see the coin vibrate, but you cant
measure its vibration.
Oil Analysis gives us the ability to look at the chemical
composition of used oil in the machines to see if it is
normal or not. Any unacceptable deviation from the
norm can give indications of problems.
Airborne Ultrasound has several applications in your
plant. Based on the explanation above, this technolo-
gy can be useful in locating air leaks (Turbulent Flow),
checking for passing valves or steam traps (Turbulent
Flow), managing bearing lubrication better (Friction),
detecting flow or no flow situations (Turbulent Flow),
detecting and locating sources of electrical discharge
(Ionization), and in what I Call ultrasound PdM (Fric-
tion). For purposes of this article, Ill narrow the
ultrasound discussion to the condition monitoring, or
ultrasound PdM, application since that is also the area
where machine vibration analysis is used. Well talk
about when to use each one by itself, and when to
combine these two powerful technologies.

u
l
t
r
a
s
o
u
n
d
T
52
Figure 1 - Ultrasonic PdM Inpsector performing
Vibration Analysis.
53
followed, to ensure the validity of data. It is
quite easy to get an erroneous reading. The
inspector should always try to contact the
spot closest to the bearing, because then it
is likely that the reading is from the bearings
and not from something else. What energy
did he pick up? Friction? Impacting? Or
Both?
For example, I recently conducted both a vi-
bration and ultrasonic test on the outboard
bearing of a pump for a customer. The ultra-
sonic reading was higher than normal. Sound
quality was rough, similar to the sound pro-
duced when you have sand between your
wet hands and you rub your hands togeth-
er in a rotational motion instead of a back
and forth movement. What could I deduce
from this information? Namely, that there
was more ultrasonic energy being produced
than before, and that the sound was rougher
than it used to be. Could I say that there was
an outboard bearing problem based on the
higher reading and the sound quality that I
heard through the headphones? No, at least
not yet.
Ultrasound will give an indication of the
change in ultrasonic level and the quality of
the sound heard (subjective information),
but it cannot tell the specific cause of the
change. Some highly experienced ultrasonic
inspectors may be able to have a pretty good
idea of the bearing condition based on the
sound quality, but to transfer that experience
to another ultrasonic inspector is difficult.
This is when vibration tests come in. It is
important to get more detailed information
from another source in order to have a better
picture as to the condition of this pump. And
vibration analysis fits in perfectly in this type
of situation.
Vibration Analysis detected that there was
serious impacting happening in the bearing
housing. Visual inspection showed grease
coming out from the bearing seals, a similar
situation to that in Figure 4. All three inspec-
tion methods ultrasound, visual, and vibra-
tion gave me much more comprehensive
information to make the proper recommen-
dation. This is a simple example of how the
different condition monitoring technologies
can be used together to increase effective-
ness.
Similar Beginnings
Interesting enough, vibration analysis and ul-
trasound have similar beginnings. The accel-
erometers that vibration analysis uses rely on
piezoelectric crystal to detect the changes in
acceleration as a body oscillates or moves in
a repetitive motion. The contact rod that air-
borne ultrasound uses in bearing inspection
also has piezoelectric crystal that moves in
response to the amount of ultrasonic signal
generated from the friction energy as the
bearing rotates in its housing. What differs
is the specification of the crystal, the way the
signal from the crystal is processed and the
resulting information that comes out.

Two (or more) is Better Than One
For Ultrasound PdM, or the bearing inspec-
tion application of ultrasound, the inspector
gets a reading from his ultrasonic detector
that relates to the amount of ultrasonic en-
ergy generated from the bearing. Care must
be taken, and proper procedure should be
Sound Can Be Misleading
We live in a real and complicated world, and
sometimes the real world gives us combina-
tions of events that throws us for a loop and
changes our perception.
One time I was in another customers facility
doing routine machine inspections. The ul-
trasonic reading was higher than normal on
one pump in particular high enough that ul-
trasonic guidelines called for possible incipi-
ent bearing failure. Spectra from machine
vibration did not indicate any problem. I be-
gan scratching my head in thought. Hmmm,
why was there so much more ultrasonic sig-
nal being generated from this pump?
I went to operations to ask a few questions.
They told me that there was an increased
flow going through the process. Of course,
this meant that the machines were doing
more work and, hence, a higher turbulence
was being generated by the pumped liquid.
The machines were designed to handle the
increased workload. So the ultrasonic energy
level changed, but not because of a physical
defect on the bearing. I learned the lesson
that going back to the basic understanding
of where and how ultrasonic energy can be
Figure 4 - Overgreased Bearing
Figures 2 and 3 - Its important to get the
ultrasonic probe as close to the bearing
as possible for accurate readings.
24 54
generated is helpful, and important, when
doing troubleshooting.

Spectra analysis of machine vibration is useful
in identifying the different forcing frequen-
cies that are affecting the machine. These
forcing frequencies can be trended over time
to establish the rate of machine deteriora-
tion due to the specific forcing frequency.
It is very important that a routine machine vi-
bration analysis is performed to catch these
changes as well as identify any new forcing
frequencies that are attributed to machine
problems.

Trend

Airborne ultrasound is useful in two areas of
machine condition monitoring. One is in the
lubrication of bearings, and the second is in
Ultrasound PdM, or condition monitoring.
Integrating ultrasound in bearing lubrication
is straightforward, as long as one follows the
proper lubrication procedure to know when
to stop adding grease. In Ultrasound PdM,
one can do the comparison, or trending,
method. This procedure is also straightfor-
ward, but the analysis of dB readings may not
be. Inspector knowledge in ultrasound, as an
inspection technique, process operation and
machine operation comes into play in order
to make sense of what the machine is actu-
ally telling you. Generally, relying only on
Airborne Ultrasound for machine diagnostics
will not be enough. Often, you will need to
use another inspection tool, like a vibration
test, to zero in on machine health condition.
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Do Vibration Analysis Diagnosis and Ultrasonic Readings
Go Hand in Hand?
If vibration analysis identifies a fault, would you necessarily see a
corresponding increase in ultrasonic readings of the machine (pro-
vided you have been doing a trending method)? And, conversely,
would vibration analysis necessarily confirm a fault if you see an
increased decibel reading through ultrasonic testing?
Not always, and thats just life in the real world. One of the reasons
is the variety of ultrasonic sources that can exist in an operating
machine. A pump is a good example. There is turbulent flow of the
fluid being pumped, there is the possibility of cavitations, there is
the metal to grease surface contact, there is the metal to metal sur-
face contact in a bearing, there is the distinct possibility of transient
ultrasonic signals all of which carry ultrasonic energy that can be
detected by the ultrasonic detector. Have you ever listened to a
pump bearing with your ultrasonic detector and heard a sound like
a bearing rotating, then moved your sensor away from the bearing
and put it right on the pump and heard exactly the same sound qual-
ity? It can get confusing. Thats where field experience, for which
there really is no substitute, as well as vibration analysis, come into
play.

In summary, using Airborne Ultrasound and Vibration Analysis
together has its own strength. Many times, one technology can
validate the other technologys findings. But, perhaps more impor-
tantly, the combination of technologies gives the inspector multiple
sources of information, and a more comprehensive data set, in order
to make the proper diagnosis and recommendations.
All photos used courtesy of ECS2, Group, Inc.
Liane Harris is the President of ECS2 Group Inc., a service and con-
sulting company based in the Toronto, Ontario area. She has a BS
in Chemical Engineering and MS in Engineering from McNeese State
University in Louisiana. She is currently a Level 2 in Vibration Analy-
sis, Level 2 in Airborne Ultrasound, and Level 1 in Infrared Thermog-
raphy. To contact Liane, please e-mail at liane@ecs2group.com or
call (905) 593.2345.
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Figure 5 - Cooling Pump Motor #5 Ultrasonic Tests

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ou are often told that there is never just one problem with a machine. My very first vibration class taught
me that a phase and magnitude vector was a combination of all the vibration from all of the forces acting
upon the machine. Likewise, a spectrum also contains all of the frequencies from all of the forces acting
upon a machine. So, it is never just imbalance, or just misalignment. It is always some combination of many
forcing frequencies. This is precisely why wall charts and cookie cutter solutions do not always work. What follows
is a story of multiple problems of mythical proportions.
The story begins along the east bank of the Arkansas
River at Oklahoma Gas and Electrics Muskogee Gen-
erating Station, about three miles east of Muskogee,
Oklahoma. The station consists of three large coal
fired units, each producing approximately 505 net
megawatts, and one smaller 180 net megawatt gas
fired unit.
On Muskogee Unit 4, one of the coal fired units, con-
densate is pumped by two 60% capacity pumps driven
by two identical Westinghouse 1000 HP condensate
pump motors. The motors are vertical Westinghouse
6808 P30 frame, 4160 Volt, 3 Phase, 60 cycle motors
with a 1.15 service factor.
In October of 2006, Operations alerted the Reliabil-
ity Technician of a potential problem with the MK4B
Condensate Pump. The technician proceeded imme-
diately to the pump to determine if the vibration had
increased. Indeed, the vibration level had doubled
since the last monthly route data had been uploaded
two weeks earlier. A doubling of the amplitude was an
obvious indication that there had been a change in ma-
chine condition. Was the change in the pump, or the
motor, or both? This is usually the first question asked,
quickly followed by, How long will it last?
One of the easiest ways to answer the first question is
to divide and conquer. Uncouple the motor. Run the
motor solo and see if the vibration goes away. If the
vibration goes away, the problem is most likely in the
pump. If the vibration is still higher than normal, the
problem is probably in the motor.
If Dispatch could allow the unit to come to half load,
this fairly common troubleshooting technique could
cut the problem in half. As luck would have it, system
needs required the unit to remain at full load, if at all
possible. So, other methods had to be devised to diag-
nose the problem.
The top of the vertically mounted motor is approxi-
mately ten feet above floor level (see Figure 1). The
bottom of the pump is almost twenty feet below floor
level. Figure 2 shows a multi-stage pump being lowered
into position. Without permanently mounted vibration
probes, it was impossible to get direct measurements
from the pump. We took several readings on the mo-
tor and along the motor base, and we used a fishtail
to obtain shaft readings adjacent to the coupling and
stuffing box.
The highest readings were from the motor outboard.
The amplitudes gradually decreased as the probe was
moved from the top of the motor to the floor, which
might lead one to conclude that the problem was in
the motor, since this was where the highest readings
were. But, past experience had shown that sometimes
the tail wags the dog. In this particular arrangement,
a vibration caused by forces in the pump can cause the
top of the motor to move back and forth as the whole
assembly pivots about the floor, similar to a lever and a
fulcrum. Or, could it be just something terribly wrong
in the top of the motor? Frequency analysis would help
to identify the problem.
The spectra contained a peak close to 0.5x running
speed that was higher than the running speed peak (see
Figure 3). There was also what appeared to be a har-
monic at 1.5 x running speed. These harmonics are
A Tough Diagnosis
The Saga of the Never Ending Problem
by Greg Davison
Y
56
Figure 1 Vertically mounted motor at OG&Es
Muskogee Generating Station in Muskogee, OK.
often associated with rubs. The most likely
place for a rub would be the impeller rubbing
in the pump. Perhaps, there was some debris
in the suction?
The sub-synchronous frequency was 750 cpm,
or .4x running speed. The upper frequency
of interest was 2825 cpm, or 1.6x running
speed. Neither was an exact multiple. The
possibility remained that this might be the
cage frequency of the lower bearing in the
motor. However, since most of the vibration
was in the top of the motor, this theory was
discounted.
Another possibility was that the frequencies
in question were non-synchronous vibration
being excited by the pump or the motor.
Researching the OEM manuals revealed the
pump natural frequency between 500 cpm
and 800 cpm. This could actually be a reso-
nance.
There were now three clues leading us to the
conclusion that the problem was with the
pump, possible resonance, possible rub, and
possible fulcrum effect. The next day the vi-
bration doubled again and Dispatch agreed
57
to allow the unit to come to half-load and
remove the pump from service.
We removed the coupling and ran the mo-
tor solo. The vibration was about 25% of the
coupled readings, but these readings were
still higher than what was expected of an un-
coupled, unloaded motor. And, there was a
very strong 2x running speed signal (see Fig-
ure 4). Because of the reduced overall vibra-
tion on the motor, the decision was made to
pull the pump.
The pump inspection revealed extensive
damage. It was a complete wreck. Some-
thing had apparently gone through the pump
and destroyed several impellers (see Figure
5). The first stage cast iron housing was bro-
ken off of the pump. All of the cutlass bear-
ings were in need of replacement and one
had seized to the journal and was spinning
in the housing. Due to the machine work on
the journals and bearing housings and the
lead time to order impellers, we decided to
send the motor in for a routine clean, dip,
and bake.
The motor inspection revealed no obvious
Figure 3 - The peak close to 0.5x running speed was higher than the running speed
peak, and there also appeared to be a harmonic at 1.5x running speed.
Figure 2 A multi-stage pump being
lowered into position.
Figure 4 - Spectra of uncoupled, unloaded motor. Levels were 25% of the coupled and
loaded reading, but contained a high 2x running speed peak.
Figure 5 The completely trashed pump.
We decided to pull the rotor and remove
the carrier, but the journal and bearing were
well within tolerances. All clearances and
run-outs were re-checked and found to be
acceptable. We found nothing to explain the
high vibration. The motor was carefully reas-
sembled and test run.
58
defects. All clearances and run-outs were
within acceptable tolerances. There were no
rub marks or evidence of any shorting on the
rotor or in the winding. The bearings had
only normal wear and the journals were in
good shape.
The motor was steam cleaned, and the
winding dipped and baked. The rotor went
through the balance machine before reas-
sembly. The motor was test run on a test
pad at full voltage. The vibration amplitude
exceeded acceptance standards. Trim bal-
ancing was attempted and the test run re-
peated without improvement. At this point,
there was a pause to take another look at the
data and develop a new plan of action.
Not only were the overall levels too high,
there was a significant 2x component with
some 3x in the spectrum. Looseness was an
immediate speculation. The carrier bearing
in the outboard of the motor is a critical fit,
and any taper in the journal or looseness in
this fit will cause excessive vibration in the
top of the motor. The carrier bearing had
not been removed during disassembly due
to the meticulous effort required to maintain
this critical fit.
Vibrations were still high, with a 2x running
speed frequency that was higher than the
running speed component and there was still
some 3x. Knowing that the motor had been
scrutinized with a fine tooth comb twice, sus-
picion shifted to the shaft. Since the pump
had suffered such a catastrophic failure, per-
haps some of the energy transferred through
Figure 6 A bump test showed natural frequencies occurring at running speed
and 2x running speed.
59
ceptance testing before placing them in
service. This establishes a chain of quality
custody and a new baseline data for future
comparison. If the motor does not pass ac-
ceptance, either something happened dur-
ing transit, the motor base has a problem,
or there is some on-site assembly problem
because the shop tests prove the motor to
be fine.
Well, as you might have already guessed,
when this motor was run uncoupled for ac-
ceptance, it failed. Normally, a slight balance
adjustment will allow a rebuilt motor to meet
the acceptance criteria. This motor did not
respond predictably to weight movements.,
and further diagnosis discovered symptoms
other than imbalance. There was still some
2x and a little 3x in the spectrum, with the
majority of vibration at running speed. Fig-
ure 8 shows the motor being tested on its
own base and foundation.
There was no obvious shipping damage. The
motor was uncoupled, so there was no mis-
alignment. Imbalance had been ruled out by
process of elimination. The base and/or the
foundation were really all that were left. A
visual inspection of the base revealed that a
couple of nuts were not even touching the
base. In fact, the blade of a pocket knife
could fit in between the nut and the base.
The grouting was also cracked and deterio-
rating. A machinists level placed on the base
determined a severe out of level condition,
so 40 mils of shims were required to level the
base. After this temporary repair, the motor
was once more run uncoupled. Figure 9 on
the next page shows the shim pack under the
bottom right hand corner of the base plate.
The vibration was greatly reduced, but not
yet within expected readings for an unloaded
motor. Most of the vibration was now at run-
ning speed, and phase analysis indicated a
to the shaft and damaged it. If nothing else,
maybe a few simple tests would eliminate
the possibility of a bad shaft.
The first thing was a simple bump test. To
everyones surprise, it rang like a bell around
running speed and at two times running
speed, (Figure 6). This natural frequency had
not always been present. Where did it come
from? What had changed? Either the mass
or stiffness had to change in order to shift
the natural frequency. A crack in the shaft
could possibly explain a change in stiffness
resulting in a change of the natural frequen-
cy. However, neither dye penetrant nor ul-
trasonic testing uncovered any evidence of a
crack in the exposed portion of the shaft. If
there were a crack, it was where these tests
could not detect it.
Any further testing would require press-
ing the iron off of the shaft. Besides being
expensive, this could easily ruin the shaft.
Well, either the shaft was already ruined, or
it was going to be ruined in order to find out
if it was ruined. We decided to stop doing
any more testing and not take excessive care
to save the shaft (see Figure 7). Instead, we
would just build a new shaft.
Measurements were taken from the old shaft
and a new one was turned from similar mate-
rials. The new one was bump tested before
the rotor iron was pressed on, and again af-
ter the assembly was complete. These tests
showed no natural frequencies near running
speed or running speed harmonics. The ro-
tor was balanced. The motor was assembled,
once more placed on the test pad, and, after a
slight trim balance, the motor passed accep-
tance testing. The motor was finally placed
on a truck, the rotor blocked to prevent any
movement, and shipped back to the Musk-
ogee Power Plant to be placed in service.
Motors are routinely run uncoupled for ac-
Figure 7 Shaft removal
Figure 8 Test run of motor on its own
foundation and base
60
couple imbalance. Correcting the couple im-
balance would require weights to be placed
in both ends of the rotor.
Even though this rotor had been balanced at
the motor shop in a balancing machine, all
symptoms suggested imbalance. Experience
has shown that this is not uncommon in a
vertical machine. In the balancing machine,
the rotor is balanced when mounted hori-
zontally. Then, when its turned upright to
the vertical position, a couple imbalance is
often observed. This, plus the fact that the
motor is now sitting six feet above the floor
on a base that allows much more movement,
means much less force is needed to create
unacceptable levels of vibration.
Removing a cover allows easy access to the
outboard end of the motor, where there are
provisions for balance weights. However, ac-
cess to the lower end of the motor is rather
difficult. The only way to attach weights is to
worm a hand and arm through and around to
gain access to the cooling fan. Dispatch was
now calling for load. Luckily, with historical
balancing data in hand, one run was all that
was needed to balance the rotor.
The vibration was now at or below histori-
cal levels, so the motor was coupled to the
pump. A performance test was conducted to
evaluate the pump repair. This test proved
the pump to be in good shape. Baseline vi-
bration data was collected and the machine
was returned to service (see figure 10).
The unit was given back to Dispatch 29 days
after the first problem was discovered. The
old grouting was removed, the base was
leveled, and new grout poured at the next
Figure 9 Shim pack used on right hand
corner of the base plate.
Figure 10 - Twenty nine days after the original problem was detected, the repairs were
complete and vibration levels at or below historical levels.
scheduled unit overhaul. While this was a
very challenging case, not all machines are so
difficult all the time. Rarely do so many prob-
lems exist at the same time on the same ma-
chine. Complex problems require complex
problem solving. Each machine is different
and thats what makes this job so rewarding
and keeps life so interesting.
Greg Davison is the Supervisor of Reliability
Technologies at Oklahoma Gas and Electric.
He is an ISO Category III Vibration Analyst.
He is a member of the Vibration Institute and
the Oklahoma Predictive Maintenance Us-
ers Group. Greg graduated from Oklahoma
Christian University with a Bachelor of Sci-
ence degree in Organizational Management.
You can contact Greg at davisogd@oge.com
63
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Spotlighting Editors picks of hot products & services in the industry.
MVP Plant
Lets start with you giving us a brief overview of MVP Plant, what it
is and what it isnt.
MVP Plant is Smart Software for Smart Maintenance, meaning
that the software works for you, not visa-versa. With MVP Plant, you
dont need to know where to look to identify problem areas because
MVP Plant alerts you via e-mails, text messages, and dashboard inbox
messages when an issue has been detected or a failure predicted.
The whole software package has been designed around the end-user
with ease-of-use at the top of the list. It not only delivers a decision
support system for maintenance, but also for reliability.
MVP Plant is not software written without a thorough understanding
of maintenance. Our team, software developers included, under-
stands maintenance because we tour maintenance departments and
meet and consult with many maintenance personnel. Weekly meet-
ings are held to discuss maintenance issues and successes, keeping
the end-user in the center of our discussions and software develop-
ment.
What are some of the key features of MVP Plant that distinguish it
from other CMMS programs?
Well, there are quite a few, so Ill just rattle off several important
ones:
Hosted (subscription) or Owned Software: You choose if you want
CMMS data group to host and manage your application and server,
or if you would like to manage the application and server yourself.
The hosted solution does not require IT support at your plant where
owning the software does.
Enterprise Portal: The enterprise portal allows top management to
analyze data across multiple plants from one central, fast, and easy-
to-use site. Using todays technology, weve built the enterprise ap-
plication allowing it to move at the same speed as 1 individual site.
It also allows data such as inventory to be shared throughout the
enterprise so when an emergency part is needed, a user can quickly
and easily see if it is available at another plant, eliminating equip-
ment downtime, long lead times, and expensive expediting charges,
especially if the part comes from an overseas vendor.
Web-Based: Delivers a desktop application look and feel with the
power of the Web.
Dashboard: Provides a real-time snapshot of current conditions.
Based on a users security, each user customizes his or her dash-
Data provides power. Or, to be more accurate, good data
provides power. By arming you with the information you
need most, good data helps you manage your parts, main-
tenance and overall reliability programs better. However,
that data needs to be easily accessible and easy to orga-
nize, giving you the right information at the right time.
MVP Plant has all these qualities, and seems to provide a
seamless and powerful CMMS/EAM package.
We caught up with Ruth Hughes, the president and
founder of MVP Plants creator, CMMS Data Group. After
working through major improvements with companies like
Gonnella Frozen Foods, Riverside Creamery (a Kroger Com-
pany), Oak State Products and more, CMMS Data Group
has a proven track record of increasing efficiency and
reducing costs for maintenance departments across the US.
In these tough economic times, it was quite refreshing to
hear that the number one goal of CMMS Data Group is to
ensure that plants remain profitable and open. Here is
more of what Ruth had to say...
What makes CMMS/EAM software stand out from the crowd? It should certainly pro-
vide a complete and accurate maintenance picture, and it should also identify where
time and money is being lost and deliver a decision-making support system. If these
qualities interest you, you should take a look at...
A sample Inventory screen from CMMS Data
Groups MVP Plant.
and increase overall plant efficiency.
In many cases the data is collected
in CMMS, but not necessarily acted
upon. Does MVP Plant a function
that can deal with this issue in any
way?
Absolutely. Because MVP Plant alerts
its users, no matter how many fires
are being fought, users will be noti-
fied of eminent data that needs at-
tention. If users dont respond, alerts
will be escalated to managers. If
mangers dont respond, alerts will be
escalated to top management. Thats
the beauty of MVP Plant. It works for
you, not vice-versa.
What kind of impact can MVP Plant
have on overall plant and machinery
reliability?
Minimized/eliminated downtime.
Improve reliability via meter-based
and predictive maintenance tasks ini-
tiated by linked PLC data.
Minimized inventory, purchasing,
and work order costs.
Minimized/eliminated manual processes.
Eliminated downtime and expedited ship-
ping costs due to out-of-stock parts.
What size of an operation does it take to jus-
tify purchasing the MVP Plant?
Honestly, it only takes 3 Maintenance Tech-
nicians
How quickly can a company expect for a re-
turn on their investment in MVP Plant?
As soon as complete and accurate asset and
inventory data exists in MVP Plant and sup-
port personnel exist to support the data and
software, a return on investment will be real-
ized within 2-3 months.
How can interested people get more infor-
mation about your CMMS Data Groups MVP
Plant?
Anyone interested in learning more
about MVP plant can call us at (312)
863-6500, e-mail us at info@CMMSdata-
group.com or visit our website: CMMS-
datagroup.com
63
upgrade
board allowing them to quickly and
efficiently see data and perform tasks
important for their job.
Alerts: Sends customizable, real-time
alerts via e-mail, text, & dashboard
inbox messages.
Report Builder: Provides the ability
to create and access winning reports
from anywhere in the world.
Smart Scheduler: Presents top sched-
uling choices and allows drag and
drop functionality.
Rotating Schedules: Handles rotating
schedules via a 52-week schedule.
Barcode Device Users: Tracks mainte-
nance activities via wireless barcodes
scanners efficiently, accurately, & ef-
fortlessly.
Repairable Spares: We handle repair-
able spares because we understand
repairable spares.
Accounting-Based: Lets you know
where you stand financially because
every maintenance department must
be run like a business.
Failure Modes, Effects, & Criticality
Analysis (FMECA): Allows failure analysis to
minimize and/or eliminate downtime.
Security Roles: Provides pre-defined and
customizable security roles via a simple and
easy to use check-box system.
Analysis (KPIs): Performs data analysis and
delivers non-conforming data alerts.
APIs: Integrates seamlessly with PLCs and
ANY other software package.
MVP Plant Mobile: Allows increased user ac-
cess via ANY Internet-capable handheld de-
vice.
Work Order Check-Off Lists: Displays the
percent complete of a work order.
How much training does it take on the soft-
ware for a company to implement it?
Training takes 5 days, however, there is more
to CMMS than training. Implementation is
dependent on top management support and
the experience of the plant. If a plant pos-
sesses electronic lists of their assets, inven-
tory, vendors, and people, then this data can
be seamlessly imported and MVP Plant can
be up and running in no time. However, if
data does not exist, then the time that it
takes to collect this data is dependent on the
plants time and resources. That is where
top management comes in. They must be
willing to invest time and resources to save
time and money. Yes, getting MVP Plant up
and running requires a significant amount of
upfront work (but no more than any other
properly-implemented program), however,
once MVP Plant is up and running, it saves
plants a tremendous amount of time through
the automation of inventory, work, and pur-
chasing workflows. We provide as much as-
sistance as each plant wants us to provide
and we work with them until they achieve
MVP Plant success. CMMS is not just about
selling software, its about providing support
services to guarantee a successful implemen-
tation.
In your opinion, what are the top three rea-
sons a company should consider investing in
MVP Plant?
1. To eliminate manual, inefficient inven-
tory, work, and purchasing processes
which bleed companies of their profits.
2. Ease of use.
3. To take advantage of todays technology
to share data, improve operating uptime,
Sample Work Order (top) and Work Request (bot-
tom) screen shot from MVP Plant.
64
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On-site, portable
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Fuel and lubricating
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New Products from Wilcoxon Research
Check out these new products from the worlds
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New and improved, ultra-durable cable
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The stainless steel braided jacket is molded to the
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Magnetic pads for walk-around data collection:
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New 2-pole magnet mounts ofer more strength
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Isolator mounts: SF21, SF22, SF23, SF24
These new mounting pads electrically isolate the accelerometer with
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We battle bugs everyday. Let us show you how to
eliminate defects and begin the road to Continuous Improvement.
The RION DA-40 from Scantek is a Compact 8-channel digital data re-
corder that provides users a lightweight and high quality instrument to
record various types of electronic signals and waveform data for sound
and vibration on-site measurement with line input and with Constant
Current Line Drive microphones
and accelerometers. It features:
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ing time of approx. 180 minutes
(4 channels, 20 kHz x 2.4).
Emerson Process Management has unveiled a new highly
scalable technology platform with the introduction
of its new FloBoss 107 fow manager, the newest
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family of natural gas and liquids fow computers.
Adding to the new platform advantages, the Flo-
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Emerson Process Management
www.EmersonProcess.com/Remote
Scantek, Inc.
(800) 224-3813
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Datastick VSA
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2008 IRISS Inc. All rights reserved.

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