June 09, 2005
Utilizing a CMMS to Develop and Support Key Maintenance Performance Indicators by Terry Wireman
CMMS-2005 Pre-Conference Workshop
Computerized Maintenance Management Summit
July 26-29, 2005
Indianapolis Indiana
This workshop not only instructs on the use of basic indicators for managing maintenance and how to link them to a company’s financials, it addresses further advancements in the management of maintenance.
The Developing Performance Indicators for Managing Maintenance workshop utilizes techniques based on other management measurement systems, such as the balanced scorecard. What’s more it presents a maturing of measurement technique for maintenance and asset maintenance and development techniques that will allow companies to be competitive into the future. It is a necessary learning event for any company that has a maintenance organization to learn how to effectively measure and manage the entire spectrum of maintenance activities.
Workshop attendees each receive a hardcover copy of Developing Performance Indicators For Managing Maintenance as part of the one day course.
Join Terry plus more than 35 other presenters, workshop leaders and learning labs directors at CMMS-2005.
To learn more please call toll free 888-575-1245 or…
June 09, 2005
The 29th Annual Meeting - Vibration Institute
June 13-17, 2005
Omni Richmond Hotel
Richmond, Virginia
The Vibration Institute will conduct its 2005 National Technical Training Symposium (formerly termed the Annual Meeting) in Richmond from June 13 through June 17 at Omni Richmond Hotel. The purpose of the Symposium is to provide specific training in practical vibration technology.
June 09, 2005
Airborne Ultrasound Tip
When corona is detected during a closed door switchgear inspection, after appropriate safety precautions, be sure to slowly open door as to keep the environment inside from moving. Moving particles inside can cause the corona activity to stop. Making is difficult to again spot the corona with the airborne ultrasonic detector. Some corona activity can be the results of dust or contamination around sharp edges of bakelite and/or upon insulators, movement of the air or environment internally may cause this dusting or particles to release.
Tip provided by Jim Hall
Training Manager
Ultra-Sound Technologies
(770) 517-8747
June 09, 2005
Motor Testing Tip
The cause of current unbalance can be quickly identified in three phase systems. The process is referred to as ‘rotating phases.’ The trick is to identify the current readings of each phase, such as: A = 10 Amps; B = 12 Amps; and, C = 15 Amps. You then switch the conductors such that phase A is moved to phase B, phase B is moved to phase C and phase C is moved to phase A. This preserves the rotation of the motor. Restart the motor and re-measure current.
If the current balance remains the same, with the A, B and C phase currents remaining low, medium and high, then the unbalance is due to the motor. If the unbalance rotates such that A = 15, B = 10 and C = 12 (or close), then the current unbalance is due to the power supply.
Tip provided by Howard W Penrose, Ph.D.
T-Solutions, Inc.
http://www.tsoln-inc.com
Read the Penrose Lecture Series MotorBlog at MaintenanceTalk.com
June 09, 2005
Get Uptime Magazine - No Cost - No Kidding
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World Class Maintenance demands that 50%-65% of the total maintenance budget be related to condition directed tasks. Uptime Magazine has been created to serve the people who use condition monitoring and predictive maintenance systems, much like P/PM Magazine did throughout the 1990’s.
There are several excellent publications that deal with reliability centered maintenance and other management issues but none provide much information for the Predictive Maintenance Professional who actually uses Predictive technologies such as:
Vibration Analysis
Airborne Ultrasound
Infrared Thermal Imaging
Motor Testing
Oil Analysis
Precision Maintenance
-Alignment
-Balancing
-Leak Detection
-Lubrication
Print (USA & Canada) Subscriptions and Digital (Everywhere) Subscriptions are available at no cost by request.
Request a subscription today!
June 09, 2005
Vibration Analysis Tip
To help justify your vibration analysis program, try providing your machinery’s health in a report. Print out a statistical report showing how many pieces of equipment are within acceptable limits versus how many are outside acceptable limits. Often, you think management only wants to see the bad equipment, but one of the major benefits is showing a problem in its infancy, before the failure.
Tip provided by LUDECA, INC.
ALIGNMENT * VIBRATION * BALANCING
http://www.ludeca.com
Tel: 305-591-8935
Request Condition Monitoring Return On Investment Study for your facility
June 09, 2005
Inventory and Purchasing Maintenance Tip
Inventory and Purchasing Maintenance Tips to
Enhance Maintenance Planning and Scheduling
(Tip 3 of 6 in a series) Archived at
http://maintenancetalk.com/blog.php/tipsblog
Proper Inventory and Procurement Staffing
This maintenance tip deals with having the proper staffing levels to care for all of the maintenance inventory and procurement activities. This is an overlooked area when the maintenance department has the inventory and procurement responsibility. In many cases, when business is good, the maintenance organization will properly staff the storeroom. When headcount is the maintenance department is reduced, the tendency is to reduce storeroom personnel and transition to an open storeroom, leaving the maintenance workforce intact.
The overall efficiency of the stores and purchasing function is dramatically reduced when the remaining personnel are inadequate to care for the:
• Issuing
• Reordering
• Receiving
• Locating in the proper Row, Shelf, Bin locations
• Cycle counting
• Analyzing Usage patterns
• Monitoring max/min levels, re-order points and quantities
• Identifying vendors for routine and specialty spare parts
• Negotiating delivery terms and pricing
• Etc.
This results in poor service levels from the inventory and procurement function. The resulting impact is that the maintenance inventory and procurement function can no longer support “best practice” maintenance activities. Activities, such as planning and scheduling are impacted, since the materials cannot be planned from accurate inventory records. This has an additional impact on the equipment availability, since the right spare parts will not be available when required resulting in unnecessarily long repair times.
While it may seem expensive to properly staff a maintenance stores location, a complete business analysis should be performed. For example, while the cost of the location and the labor to staff the location may be easily calculated, consider the cost of not staffing the location. These costs would include:
• The dollar value of all parts that no longer in the location without their costs being charged to a work order
• The cost of downtime that can be attributed to a part not being carried in the storeroom location when the inventory system indicated that it was
• The cost of lost productivity (labor hours X hourly rate of technicians X number of technicians assigned to the work) for each delayed job due to parts
• The cost of expediting a part in, when it was supposed to be on hand
• Etc.
When all costs are considered, properly staffing in a maintenance storeroom location can almost always be cost justified. Proper staffing of the maintenance storeroom will contribute to “Best Practices” in maintenance planning and scheduling.
Tip provided by Terry Wireman
GenesisSolutions
http://www.GenesisSolutions.com
Tel: (203) 431-0281
June 02, 2005
Guide to Predictive and Preventive Maintenance by Joel Levitt
CMMS-2005 Pre-Conference Workshop
Computerized Maintenance Management Summit
July 26-29, 2005
Indianapolis Indiana
A culmination of 15 years of research, teaching, and consulting, this workshop shares the best practices, mistakes, victories, and essential steps for success which Joel Levitt has gleaned from working with countless organizations.
Unlike other workshops that only focus on the engineering issues (task lists) or management issues (CMMS), this in-depth learning experience is the first to give true emphasize to the four aspects of success in preventive maintenance systems--engineering, management, economic, and psychological—thereby enabling participants to have a balanced view and understanding of what is happening in their organizations. Additionally, it blends concrete actionable steps and structures with the theory behind the steps.
Workshop attendees each receive a hardcover copy of The Guide to Predictive and Preventive Maintenance as part of the one day course.
Join Joel plus more than 35 other presenters, workshop leaders and learning labs directors at CMMS-2005.
Learn more about CMMS-2005 online
To learn more please call toll free 888-575-1245 or use this link
June 02, 2005
CMMS/EAM Tip
How do I ensure data goes into my CMMS?
A Computerized Maintenance Management System (CMMS) is a data repository. It collects and stores the necessary maintenance information to enable sound maintenance decisions, but only if that information is entered consistently and accurately into the system. The root cause of this lack of accurate data can be attributed to several factors. These factors are easily corrected and apply to any system you may be using.
• System Implementation – Think about when the system was first implemented. Was it a do-it-yourself implementation? If so, how experienced are you in implementing systems? Unfortunately many systems are established without the benefit of implementation assistance. A CMMS is not intuitive and can be difficult if not almost impossible for the inexperienced implementer. If data fields are established incorrectly necessary data will not be available.
o The Fix – Assess the condition of the system implementation. This requires a complete revue of all modules, all data fields, and workflows or processes established to ensure data flows into the system. But how do you know what to look for? This is where experience pays off. You can get the necessary education to fully understand what to look for and develop a plan to address the issues, however, the most cost effective approach is to get that implementation assistance now. A CMMS assessment is an effective approach to identify the issues and present a plan to address them.
• System Access – Do all necessary personnel have access to input the necessary information into the system? This is typically controlled two-ways. Through system security or in the number of concurrent user’s purchased with the system. System security allows access to various functions and areas of the system and must be defined by the implementer of the system. The number of concurrent user’s is how many personnel may be on the system at any given time. So if limited access is coupled with the incorrect number of concurrent users necessary data is not being entered into the system.
o The Fix – Look at the security established for each user role. This simply stated is, who has access to what in the system. The goal is to have data entered by the appropriate user at the earliest opportunity. Too many systems are established with a limited number of personnel granted access to the system. Does your system allow enough user access to the system to input the necessary information? With limited access comes limited information. Look at the number of concurrent users purchased. Does it support the number of personnel utilizing the system? A good indicator is the lines you see forming at the end of the workday to input the necessary information (that’s money well spent). If it’s easy to provide information, the necessary information will be provided. Additional concurrent user licenses can be purchased from your software vendor.
• System Training – After implementation of the system was a comprehensive training program developed and conducted? In many cases, organizations attempt to save money at the end of an implementation by cutting or reducing training. As stated earlier these systems are not intuitive and training is essential to ensure all personnel know the proper process to ensure valid data is appropriately entered into the system.
o The Fix – Train, train, and retrain on the proper way to utilize the system. Training is best understood and retained after the system has been properly implemented, workflows and processes have been developed, and proper system security has been established. Training should be available to all new employees and you should monitor for proper system utilization, conducting refresher training as necessary.
If you address these areas you can be confident that proper data collection will enable the critical maintenance decisions you face each day. Can you afford to waste money, time, and resources that contribute nothing to the bottom line of your company?
Maintenance tip provided by Dave Bertolini
Ashcom Technologies, Inc.
http://www.ashcomtech.com
June 02, 2005
Jumpstart Your CMMS Project
If you seeking improved CMMS use for your current system or are planning a CMMS implementation or re-implementation - please join us at CMMS-2005 - The Computerized Maintenance Management Summit from July 26-29 in Indianapolis.
There are four full day workshops by Terry Wireman and Joel Levitt, six short courses and over 35 expert paper presentations focused on CMMS.
Please call toll free (888) 575-1245 to register and learn more or…
