The magazine by practitioners for practitioners

December 2009 | Volume 4, Issue 6

www.smrp.org

Team Up with Contractors

for a Winning Game Plan

You Can Outsource Retiring Heroes of Introducing New

Work, Not Old Make Room for SMRP Resources
Responsibility Reliability-Based from the Body of
Maintenance Knowledge
 SMRP’S BODY OF KNOWLEDGE
THE M&R INDUSTRY’S COMPLETE TOOL KIT FOR SUCCESS

NEW, INNOVATIVE PRODUCTS HELP IMPROVE YOUR OPERATIONS

INCREASE YOUR PERFORMANCE AND YOUR BOTTOM LINE WITH NEW RESOURCES

THREE SMRP COMMITTEES have been hard at work to bring you the M&R industry’s most useful and practical resources
that can easily be applied in your organization. Their highly anticipated products are now available to the M&R community.

BEST PRACTICES BENCHMARKING

Use M&R Metrics to Measure Your Performance See Where You Stand in the Market
Employ metrics to evaluate operations consistently, make valid Take part in our detailed M&R survey and let the resulting
comparisons, and establish achievable goals and objectives. reports show how you stack up and where you can make
optimal improvements.
• 50 metrics available now Receive a deep discount if you participate by March 31, 2010
• $5 per metric for members
MAINTENANCE AND RELIABILITY KNOWLEDGE
• $10 per metric for non-members Industry Standards to Specify Job Functions
• Look for monthly new releases The Guide to BoK helps you define the functions — and specific
• http://promocorpstore.com/smrp/ tasks within each — necessary for success within each of the
five pillars of the Body of Knowledge.
First edition now available

FOR MORE INFORMATION ON SMRP’S BODY OF KNOWLEDGE, VISIT WWW.SMRP.ORG/BODY_OF_KNOWLEDGE

IF YOUR GOAL IS OPTIMAL EFFICIENCY

AND PRODUCTIVITY, you need people on your team
that are trained in all facets of M&R.
The Certified Maintenance & Reliability Professional (CMRP) program
is the #1 credentialing program for certifying the knowledge, skills and
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WWW.SMRP.ORG/SMRP_CERTIFICATION • Accredited by ANSI

• Many official CMRP testing sites across the country
• Can be taken electronically at hundreds of test centers
 December 2009
Volume 4, Issue 6

Features

6 Managing Contractor Management

Contracting work does not remove responsibility for work management. Find tips
and tools to make your next contracted project smooth and efficient.
By J. Stanton McGroarty and Dezelle Ras

11 Aging Workforce
Talent-loss caused by the retiring of Baby-Boomers is an opportunity to bring
plants into the 21st century of maintenance and reliability management.
3
By Terrence A. Fletcher and Xavier E. Grenas

Departments
MAN AG IN
2 New 2010 Officers and Directors

2 From the Chair SMRP’s Annual Conference is Best Yet. By Michael Eisenbise
CO NT RA CT
3 From the Conference Chair The 2009 Conference Exceeded our Expectations!
By Nick Roberts
6
14 Special Interest Group (SIG) Spotlight Face-to-Face Meeting in St. Louis
a Success! By Ricky Smith

15 Body of Knowledge (BoK) Corner A Year in Review. By Bob DiStefano M A N A G E M E

18 SMRPCO Sustaining Sponsors BY J. STANTON MCGROARTY, CMRP

AND

DEZELLE RAS

18 Welcome New Members SMRP welcomes new executive and individual members.
6 SMRP SOLUTIONS

21 New CMRPS SMRP welcomes new certificants.

11
SMRP Solutions (ISN#1552-5082) is published bi-monthly by the Society for Maintenance and Reliability Professionals, exclusively for SMRP members. The annual subscription
rate is $15 for members, which is included in dues. The Society was formed and chartered in 1992 for those in the maintenance profession to share practitioner experiences and
network. The society is dedicated to excellence in maintenance and reliability in all types of manufacturing and services organizations, and promotes maintenance excellence
worldwide. The Society was incorporated in 1992 as an Illinois not-for-profit corporation. The Society’s articles of incorporation define SMRP’s purpose as educational, scientific
and charitable. SMRP’s Mission is to be the global leader that: facilitates information exchange through a structured network of maintenance and reliability professionals,
supports maintenance and reliability as an integral part of business and asset management, presents a collective voice on maintenance and reliability issues and advances
innovative reliability practices, promotes and supports maintenance and reliability education for people, production and quality process to improve the work environment.

Back Issues: The current issue and back issues of SMRP Solutions newsletters can be downloaded from the library area of the SMRP Website. Original versions of the current
issue and some back issues of the newsletter are available by contacting SMRP Headquarters ($5 per copy for members, $10 per copy for non-members).

SEND ADDRESS CHANGES AND INQUIRIES TO: SMRP Headquarters, 8400 Westpark Dr., 2nd Floor, McLean, VA 22102, 703-245-8011 or 800-950-7354, Fax: 703-610-0249,
E-mail: info@smrp.org
 2009 SMRP From the Chair
Officers & Directors
Chair
Michael Eisenbise, CMRP
BP SMRP’s Annual
Conference
michael.eisenbise@bp.com
409-945-1734

Immediate Past Chair,

Advisory Committee
Was The Best
David Staat, CMRP
Dupont
david.staat@usa.dupont.com
Yet
281-586-2531 By Michael Eisenbise, CMRP

Vice Chair
Rick Baldridge, CMRP
Cargill Inc
rick_baldridge@cargill.com

F irst, let me express that I am pleased to be the SMRP Chair for 2010. SMRP has
763-984-0549
made great strides in recent years and the pace for strengthening this global organi-
Treasurer zation is increasing.
Stan Moore, CMRP
Next, I especially want to acknowledge the leadership of David Staat as the 2009
Ascend Materials
msmoore@ascendmaterials.com SMRP Chair. His passion for excellence and commitment to a smooth transition are most
256-552-2173 appreciated. I also wish to recognize all of the hard working volunteers and staff members
that continue to improve SMRP value deliver to the members.
Secretary We have many ideas for advancing the maintenance and reliability profession and I
Shon Isenhour, CMRP will be sharing more of those with you in future articles. In this, my first article as Chair,
ABB
I want to emphasize how the 2009 Annual Conference Team rose to the challenge of pro-
shon.isenhour@us.abb.com
843-810-4446 viding more value to the participants in an especially challenging economic period. This
article is normally written by the Chairman. I have asked Nick Roberts, 2009 Conference
Executive Director Chairman to comment on the conference. I have been attending conferences since about
OPEN 1997, and I believe that the SMRP conference improves each year. Thanks to everyone
info@smrp.org
who made this conference a success, and a special thanks to all of you that took this
Toll Free: 800-950-7354
opportunity to attend the conference and enhance your maintenance and reliability skills.

Certification & Standards

Director
Ramesh C Gulati, PE, CMRP
Aerospace Testing Alliance
ramesh.gulati@arnold.af.mil
931-454-6110

Body of Knowledge Director

Ron Leonard, CMRP
Life Cycle Engineering, Inc.
rleonard@lce.com
843-744-7110

Education Director
Butch DiMezzo, CMRP
Management Resources Group, Inc.
dimezzob@mrgsolutions.com
704-995-2262

Member Services Director

Howard Penrose, CMRP
Dreisilker Electrical Motors
hpenrose@dreisilker.com
860-575-3087

Outreach Director
Tim Goshert, CMRP
Cargill, Inc
timothy_goshert@cargill.com
Keynote Speaker Gene Krantz and Conference Chair Nick Roberts.
952-742-5272

2 SMRP Solutions August 2009 | Volume 4, Issue 6

 From the Conference Chair

The 2009
Conference
Exceeded our
Expectations!
By Nick Roberts, CMRP
2009 SMRP Annual Conference Chair

B ased on the feedback we have received during the conference, attendees were able
to make meaningful contacts and obtain useful ideas for solutions to apply at their
workplace. Early in the year, the Conference Team realized the challenge we faced to
deliver a quality conference with the severe economic conditions. We heard how other
conferences were cancelling or changing the dates and taking other drastic measures. We
decided to start by listening to the customer, you. We studied the feedback from last year,
listened to what members had to say, and decided to adjust offerings to meet the needs of
the participants within the boundaries of good financial stewardship.
We added a Job Fair for those hit hardest by unemployment. We partnered with
ReliabilityWeb to offer the MRO-Zone Bookstore. This was well received because expert
reference material was available on-site where you could look it over and decide what was
best for you. Our exhibitors generously provided One-on-One consulting opportunities.
More Workshops were offered to provide hands-on solutions to real-world problems. A new
deliverable this year, and this is huge, was the publishing of 39 SMRP Metrics. In addi-
tion, the Best Practices Committee has “harmonized” 26 metrics with our colleagues at
the European Federation of National Maintenance Societies (EFNMS). These maintenance
and reliability metric definitions are on their way to becoming global standards! These
metrics were available for purchase at the MRO-Zone Bookstore, but if you couldn’t join
us at the conference this year, don’t worry, they are also available online.
It takes a legion of professionals to conduct a successful conference. While the confer-
ence team selects the offerings, it takes a host of willing and competent people to submit and
conduct the presentations, workshops, tours, exhibits, and services. These professionals are
the reason that participants are willing to travel to a conference to hear what is being said

Attendees browse the selection at the MRO-Zone Bookstore.

December 2009 | Volume 4, Issue 6 SMRP Solutions 3

From the Conference Chair

by credible resources and to develop ideas & Leadership, and Work Management to ties including over 50 competent speakers,
that make the world a better place. We thank better prepare and sustain your ANSI Cer- and 70 exhibitors. We had a truly global
each of you for being the backbone of the tified qualifications as a Maintenance and representation with attendees from the
Body of Knowledge that is being developed to Reliability Professional. The CMRP exam following 17 countries: Argentina, Canada,
guide this and future generations. was offered three times and 55 people took Japan, Mexico, Netherlands, New Zealand,
Hopefully, you got the chance to enjoy the exam. The elegant sounding chimes Nigeria, Oman, Puerto Rico, Panama,
many of the services provided this year. were a gentle reminder of when to move Qatar, Saudi Arabia, Trinidad West Indies,
The Cyber Café provided the opportunity to to the next event. Spouse programs make United Arab Emirates, United King-
access the internet during exhibit hours. business travel much more enjoyable dom, United States, and Venezuela. This
The scholarships encourage students to especially when the spouses participated included 40 of the United States and 6 of
apply their skills and to discover some in the reception at the Arch. Each year we the Canadian Provinces.
of the benefits of the maintenance and plan a reception that highlights something We had over 240 organizations attend.
reliability profession. The golf tourna- unique about the host city. The largest contingent this year was
ment is one of the most fun ways to get Another key benefit of the conference Hormel Foods with 17 participants, then
to know each other and even conduct week is the opportunity for various commit- Unicco with 16. Luminant Power, Pfizer,
some business. Thumb drives loaded tees to meet. The SMRP Board of Directors and Michelin each had 13 participants.
with the conference proceedings provide meets and conducts an Annual Member Feedback is a gift and is essential to
an excellent refresher for the tracks you Meeting and a New Member meeting. The meeting the needs of our membership. To
attended and a way to learn more about SMRPCO Board meets for various purposes. that end, we are working on ways to get
the remaining 45 track presentations. Each of the BoK Committees meets for strat- your feedback more promptly. This year
The Track Presentations were labeled as egy sessions. Local Chapter leaders met for we tried electronic surveys which are a
Beginning, Intermediate, or Advanced so training and to leverage ideas. This year the very efficient way to get prompt survey
that you could determine the right level for conference hosted a very successful kickoff results. Unfortunately, not everyone could
you. Track 6 provided the information you of the global Special Interest Group for Oil, get to their email in a timely fashion at the
need to get involved with SMRP initiatives. Gas, and Petrochemicals which included a conference. We appreciate your patience
Tracks 1-5 were presented in the Body of keynote presentation by Francesco Suttcliffe as we learn some things through trial and
Knowledge (BoK) categories of Business from Petroleum Development Oman. error. In the spirit of full disclosure, we do
Management, Manufacturing Process Reli- In 2009, we had over 600 participants use the surveys in combination with raffle
ability, Equipment Reliability, Organization from industry, government, and universi- prizes to encourage you to complete them
and to stay engaged with the conference
proceedings. Hopefully, our revised plan to
draw raffle prizes from all who registered
for the conference, and to save a Dell Net-
book as a raffle prize for those submitted
by October 30th, was satisfactory for this
year. The survey process will be an area of
improvement for next year.
During the Exhibitor Feedback session,
our exhibitors decided to close the Exhibit
Hall during selected times next year so
that they can also attend Track Sessions.
As I reflect on the way the Conference
Team worked together, they exemplified the
essential qualities for professional excel-
lence presented by our keynote speaker Mr.
Gene Kranz who was a flight director for
the 33 missions of Projects Gemini, Apollo,
and Skylab.
They demonstrated:

ƒƒ Discipline by being able to follow as well

as lead and helping wherever needed.

ƒƒ Competence by being totally prepared

and asking for reviews to confirm that
ABB plant tour attendees learn about a lightning strike simulator.
nothing was missed.

4 SMRP Solutions December 2009 | Volume 4, Issue 6

 From the Conference Chair
Our Specialty . . .
is improving the
ƒƒ Confidence by believing that we could at least two people have been indispensable
deliver more value to our participants in executing the logistics of the conference. way people,
in spite of tough economic times. They are:
processes and
ƒƒ Responsibility by realizing that we ƒƒ Gabi Laguarda – Meetings Manager EAM/CMMS
each had a critical role to play.
ƒƒ Jayme Washam – Meetings Manager
technology are
ƒƒ Toughness by taking a stand when managed for
they felt strongly about an issue. The SMRP Staff prepares the market-
ing and deliverables for the conference and
Maintenance
ƒƒ Teamwork by respecting and utilizing in alphabetical order includes: and MRO
the ability of others.
ƒƒ Al Poling – Technical Director
Inventory.
Failure was not an option and the
team delivered! We learned that having ƒƒ Ali Sturman – Certification Coordinator
record attendance is not the only measure
of success. By having quality offerings, we ƒƒ Erin Quinn – Membership & Compo- We Offer:
were able to make this a tangibly beneficial nents Relations Manager
conference for participants and SMRP. I
feel like my prayer was answered. ƒƒ Maureen Gribble – Certification Admin-  Pre-defined and
I would like to take a moment to recog- istration Manager configured best
nize the 2009 Conference Team Members maintenance practices for
that worked so hard to help you make a ƒƒ Nicole Tertulien – Membership & Chap- all major EAM/CMMS
difference. ter Development Coordinator software systems.
The volunteers in alphabetical order
include The 2009 Conference certainly  Streamlined RCM training.
accomplished our St. Louis goal of putting
ƒƒ Art Rice – Applied Technology Publica- “Success within Reach” as the participants
 World Class Storeroom
tions, Inc. - Media Relations proceeded through this “Gateway to Reli-
and MRO Inventory best
ability Excellence.” practices.
ƒƒ Butch DiMezzo – Management I know the Board of Directors can move
 Planner training
Resources Group, Inc. - Diversity and forward with confidence that the 2010 Con-
customized to your own
Exhibitor Relations ference Team will build on this success and
make next year an even better conference.
software.
ƒƒ Craig Seibold – Johns Manville – Work- Craig Seibold will now be the Chair of the  Practical and affordable
shops and Tours 2010 Conference Team, Jay Padesky will be
consulting solutions.
responsible for Workshops and Tours, while
ƒƒ David Staat – DuPont - SMRP Chair Bob Kazar will be the Track Leader. The
incoming Director of Education is Butch
ƒƒ Jay Padesky – US Gypsum Co. - Track DiMezzo who has been a strong supporter
Leader of SMRP for several years. If you would like
to help the conference team, please contact
ƒƒ Mike Mills – The Mundy Companies - Erin Quinn at 1-703-610-1260.
Golf Tournament A strategic component of the annual Performance Consulting Associates, Inc.
conference is to locate it in a different area 770-717-2737
ƒƒ Nick Roberts – DuPont – Conference each year so that we can reach different
Chair portions of the membership body. Next
year will be in Milwaukee, Wisconsin and

Celebrating 32 years
ƒƒ Shon Isenhour - ABB Reliability Ser- I already know of some exciting surprises
vices - Director of Education being developed so stay tuned!
in business
ƒƒ Tim White – Management Resources
Group, Inc. - Exhibitor Relations

The Meetings Management Group is a Nick Roberts, CMRP www.pcaconsulting.com

professional meeting planning service and 2009 SMRP Conference Chair

December 2009 | Volume 4, Issue 6 SMRP Solutions 5

 Man ag ing
CO NT RA ct OR

M A N A G E M E N T
By J. Stanton McGroarty, CMRP

and

Dezelle Ras

M ore and more, equipment mainte-

nance work is being outsourced.
Cost issues, local shortages of trades
organization. The task is complex and the
solution calls for a wide range of tools,
both technical and behavioral.
sign the work, but you can’t skip it.
Some of these tasks, like planning
and feedback, become much more difficult
people, volume of shutdown work, and when you are working with an unfamiliar
many other issues are driving this change. First, the Technical Part resource. Task lists and scope documents
The results of outsourcing can be very ben- Here is the workflow model SAMI uses for must be airtight. Schedules must be
eficial, but the benefits are not automatic. in-house work: coordinated between in-house and contract
If maintenance outsourcing is not care- resources, and with production.
fully planned and executed, it can result Identify Work We have looked at the flow of in-house
in a loss of control that will drive operat- work. Now look at the workflow model
ing cost and Cost of Unreliability (CoUR) Prioritize Work SAMI uses for contract work management:
skyward. We have seen costs spiral out of
control, both in terms of amounts charged, Plan Work Identify Contract Work
and the timing of the charges, resulting in
complete loss of annual budget control for Schedule Work Define Management Structure
an entire maintenance operation.
Planning and control of contract Execute Work Select Contractor
maintenance are more difficult than
management of in-house resources. This Feed Back Draw up Contracts
is because of the extra link needed in the
communication chain between the organi- Close Job Initiate Work
zations involved. If proper systems are not
in place, time and information can be lost In-House Work Flow Model Monitor & Control Work
at each of these links.
In this article, we talk a bit about Accept and Close Out Work
the details of how an organization must Take the time to challenge each of these
drive contracted maintenance and how to steps, if you like. What happens if you skip Contract Work Flow Model
create an effective contract maintenance any of them? You’ll find that you can reas-

6 SMRP Solutions December 2009 | Volume 4, Issue 6

 Managing Contractor Management

Again, take a moment and challenge each of in-house efforts, though some contrac-
the tasks. Each task really is indispensable. tors will help with equipment diagnosis.
When contractors are involved in mainte- Basically, identifying the need for work
nance, we change the hands that do much of and ascertaining the urgency of that need
the work, but the responsibility remains with will happen within the equipment-owning
the organization that owns the equipment. organization. Prioritization of work is the
This is a key concept – You can delegate first step in sorting out the workload. This
work, but you cannot delegate responsibil- step often drives the discussion of whether
ity. The most dysfunctional maintenance to contract work out. These are generally
operations we have seen are those who straightforward tasks that are ongoing in
have tried to substitute contracting work for operations. No one task should usually
understanding and directing maintenance take more than a week.
operations. This simply does not work. It
increases cost and degrades asset integrity. Identification of Contract Work
If we combine these two models to Each organization has its own guidelines for
show the workflow for contracted work, contracting. Application of these guidelines
it becomes clear that contracted mainte- is usually an in-house effort. Some com-
nance actually requires more management panies want to contract all maintenance
tasks, involving more departments (such activities. This can work, but must be care-
as Purchasing) than in-house work. fully monitored by the owning organization.
The resulting string represents the Some, particularly small companies, want
basic flow for contracted maintenance: to do everything in-house. Most companies
want to contract work that requires skills
that aren’t maintained in-house, or large,
Identify Work
low-tech projects like painting, or work that
involves expensive assets like cranes. High
Prioritize Work
volume work that must be completed in a

Identify Contract Work short time can also qualify. This is often
true in planned maintenance shutdowns.
Define Management Structure Whatever the company’s specific rules, con-
tractor work must be identified before it can
Select Contractor be let out for bid.

Plan Work Define Management Structure, Select

Contractor, Draw Up Contracts
Draw up Contracts Whatever the rules of the contracting
process in your company, these steps will
Schedule Work be applied to all contract work that has
been identified in the step above. Nor-
Initiate Work mally the maintenance department teams
with the procurement organization to
Monitor & Control Work determine how these steps will be taken.
The guidelines are really the same as for
Feed Back any other purchase. Someone must own
the results. He or she works with the rest
Close Job of the organization to determine who will
identify, select, and supervise contractors.
Accept and Close Out Work Then documents that clearly state what is
to be purchased, the precise scope of work
Combined Flow Model and deliverables, pricing and terms must
be created and rendered as binding agree-
ments between the equipment owning
Let’s look at the details of combining the steps: company and the contractors. This is
another set of tasks that are inherently
Work Identification and Prioritization the work of the owners, but they create a
These two tasks must take place, or no mirror set of tasks that must be per-
work will occur. They are inherently formed by the contractors. This is the first

December 2009 | Volume 4, Issue 6 SMRP Solutions 7

 Managing Contractor Management

body of cooperative work, and it can often Execute Work, Monitor & Control Work if it takes much more than a day, much of
take months. This is where the rubber hits the road. the information is usually lost.
For contracted work it is obviously a
Plan Work, Schedule Work shared task, with the work falling mostly Job Acceptance and Closeout
These two tasks are often confused. To to the contractor and the monitoring Once the work is done, it should be
most maintenance professionals planning and control falling mostly to the owning inspected. In the case of contract work,
means four things: organization. Duration will vary, but, this inspection must be very formal and
surprisingly little of the total time span must include the identification of proper
ƒƒ T he detailed identification and docu- for the work falls into this category. A feedback documentation. The task is inher-
mentation of work steps to be done properly planned and executed job will ently owned by both the contractor and
usually take far less time than the plan- the equipment owner. It must be ensured
ƒƒ The identification of skills required ning cycle did. It is often shorter than the that a contractor cannot be paid for work
and estimation of the personnel hours business functions of bidding and placing until it is signed off by the task owner (not
required within each skill the work, as well. For routine mainte- necessarily a maintenance person) and
nance, the execution phase is often less properly documented. This is another brief
ƒƒ The identification of materials required than a week if planning and scheduling task, but one that can make all the dif-
for the performance of the work are properly done in advance. ference for cost management and efficient
operations.
ƒƒ The identification of coordination Feedback Clearly, contracting work is not a
requirements like permits, production An often-missed function in maintenance simplification. Nor is it a substitute for
coordination required work is feedback to the planning orga- planning, work management, close-out
nization about the task lists, estimates, or any other control function. Instead it
Scheduling is normally understood to material orders, and other input the increases the complexity of work manage-
mean the insertion of a job into the calen- contractor makes to the effort. This is a ment and coordination.
dar of the organization and the individual problem because most maintenance work
calendars of the groups involved. is repetitive. With the record, preferably in Time and Resource-Saving Tools
For most work, the time taken for plan- the Computer Maintenance Management Fortunately, there are several steps that an
ning and scheduling is a week or two, but System (CMMS), many decisions can be organization can take to help it capitalize
the functions of recruiting skilled people, made once, instead of repetitively. This on the advantages of contracted work with-
purchasing material, and obtaining other allows technical resources to solve prob- out suffering the business and scheduling
resources makes the use of multiple, lems once and then execute the solutions setbacks that contracting can create. Here
coordinated planning cycles necessary. multiple times. In the case of Preventive is a list with brief explanations of the most
These tasks are shared by whoever is doing Maintenance or other repetitive tasks, this important tools:
the work. If utilizing contractors, their can be a huge savings of time and money.
planning, capacity, and schedules are as Documentation of the relationship between ƒƒ Convert Some Tasks to Pre-work –
important as those of the owning organiza- repetitive jobs and the skills, tools, and Predictable jobs can often be stan-
tion, and they must be full partners in the materials required can also create oppor- dardized. Task lists, parts lists, tool
planning process. This is a task set that is tunities for major cost and time savings. requirements can all be pre-planned
often performed very poorly, creating work Feedback normally comes from the people to facilitate fast completion and also to
delays and unnecessary costs for everyone. that do the work, so this can be either support annual bidding.
Contractors are not mind-readers, nor in-house or contractor staff, or both. No
do they have unlimited resources. These matter who has the information, feedback ƒƒ Select Contractors and Draw up Con-
functions really must be performed in an must not be left to chance. This is particu- tracts in Advance – Jobs that have been
atmosphere of partnership. A six-to-eight larly true in a contract work environment. standardized and properly documented
week planning cycle is usually an appro- Of course, since contractors, are usually are ready to be bid in advance. This puts
priate model for planned work. one step removed from the CMMS and the the organization in a position to get pric-
benefits of feedback, it falls to the owners ing and priority based on a year’s worth
Initiate Work of the equipment to ensure that this func- of work, rather than begging for help at
The time finally comes to pull the trigger. tion is performed effectively. Even with the last (most expensive) moment.
This task must also be done by both orga- in-house work, it often takes a major effort
nizations working together in coordination to get feedback documented in the CMMS. ƒƒ Include Contractors in Planning –
with production and other stakeholders. The payoff for good records makes it all When a year’s worth of work is under
The initiation task itself is very brief, worthwhile, though, and the time require- discussion, the contractor’s capacity
but it must signal the start of a carefully ment is not great. Feedback documentation and availability are much easier to
planned job on a well-publicized schedule. pays for itself as soon as a job is done for assess. It may be possible to get com-
Any other approach guarantees non-value- the second time. Time duration should be mitments that would be difficult at the
adding work and additional expense. no more than a day for feedback. In fact, last minute, and, if additional equip-

8 SMRP Solutions December 2009 | Volume 4, Issue 6

 Managing Contractor Management

ment is needed, it can be placed on and plans that his organization wants to
order before the shortage creates delays implement. It also provides an environ-
for production operations. ment where contractors can inform the
owner of their needs for lead time, equip-
ƒƒ Establish Airtight Rules for Contractor ment requirement planning, and the other
Use – Establish procedures for Contract issues that can help both groups arrive at
Work Identification, Job Initiation, a mutually beneficial way of operating.
Management Structure, Work Moni- The owner has the need, and the right,
toring & Control, Feedback Capture, to require training, fast turnaround times
and Job Closeout. This is best done in on orders, and other communications, as
advance of actual need. well as accurate and timely billing. But
there is more to the team process than
ƒƒ Keep Emergency Work to an Absolute that. He should also be prepared to embark
Minimum – There is usually some need on shared work planning, joint resource
for emergency procedures so that a planning, and work forecasting that will
night crew can get a pump or a crane enable the contractor to serve him with the
on very short notice, but these incidents levels of economy and quality that will help
should be treated as serious disruptions. both organizations to thrive.
Emergency response basically puts a The steps to this kind of teamwork are
blank check in the hand of a contractor. no longer a mystery, but there is serious
No matter how good your contractors work involved in establishing them. Each
are, this opens the door to extra cost. If of the steps has a set of tools and activi-
it is a daily occurrence, cost overruns ties associated with it. Each represents a
will erase any financial benefit you have significant body of work.
obtained from contracting work. Below are listed some of the key
activities that are involved in each step.
Finally, contract maintenance is not Creation of effective relationships requires
a substitute for having a sound Work a customized approach for each set of orga-
Management Process embedded as a way of nizations, but these guidelines can help an
life in your own organization. Look at the owning organization get started:
in-house Work Management process on the
first page. If your organization doesn’t have ƒƒ Awareness of an impending new way
firm control of all the elements in it, you of doing business is the first step.
will not be able to control contract work. It can be created with the help of
Contracting work is not a substitute for a emails, posters, newsletters to let the
solid Work Management Process, instead it contractor community know what is
is the ultimate test of that process. happening. Repetition will build famil-
iarity and credibility.
Second, Managing Behavioral
Change to Make It All Happen ƒƒ Understanding is the next step. Once a
Once the equipment owning organization group of contractors has been selected,
has its own work management process or has made the owning organiza-
under control, it is prepared to begin tion aware of their interest, briefings,
development of team relationships with presentations, road shows, and finally
contractors. These are the relationships that classes with tests can be used to help
will enable it to extend effective work man- the contractors understand the vision
agement into the contractor’s organization. of a team approach to contract main-
Many companies have tried to create tenance.
this kind of extension by decree, usually
with limited success. The most success- ƒƒ Support and Involvement identify the
ful relationships of this kind are grown next level. In the first two steps, the
through a shared effort by both the equip- owning organization reached out to
ment owner and the contractor. the vendor community. Now the work
A multiple-contractor group is usually becomes mutual, with training, work-
the key to this kind of cooperation. The shops, and process development being
group creates a situation where the owner shared by participants from both sides
can inform contractors about the processes of the partnership. Properly developed,

December 2009 | Volume 4, Issue 6 SMRP Solutions 9

 Managing Contractor Management


this step will be seen as an exciting After all, is it possible to envision an


opportunity by the contractor commu- environment that grants long-term suc-
nity. Uninterested contractors should be cess to owners while it allows contractors
regarded as former, not future, partners. to fail? Can contractors flourish in the

All Your Plant’s ƒƒ Commitment is the next step. Par-

absence of healthy customers?
The Time and Resource-Saving Tools
Reliability Information ticipation by contractors in joint listed require close cooperation and

In One Place, problem solving and future work

planning is essential. Commitments
coordination at each step of the process.
Contractors must be able to trust owners
Available Instantly. from the owners to purchase work at for the go-ahead as promised for pre-
scheduled future times must be met planned work. Owners must be able to
with similar commitments from the plan on timely, efficient results when they
Capture information directly contractors. Equipment availability, make their equipment available to contrac-
from plant & vendor sources: service times and levels, as well as tors. Again, neither group can succeed
preferential pricing all play a part in without the other.
• Condition monitoring results the joint prosperity that should arise Both contractors and owners have sea-
from successful implementation of the sonal surges, market changes, and other
• Operator inspections partnership. unique needs and opportunities that come
from their businesses and the environ-
• Equipment repair details
ƒƒ Advocacy is the final step. Done well, ments in which they operate. The more
partnership becomes the preferred closely the two groups work together, the
• Equipment location changes
way of doing business for contractors better they will become at capitalizing on
and owners alike. Community based these opportunities.
sharing of resources can become a It isn’t a quick or easy process, but
way of life for local industry. This not building this kind of teamwork between
 only improves individual companies’ equipment owners and maintenance con-
 results, but it grows the business com- tractors is essential. It is the only way to
munity’s ability to obtain resources create the kind of performance that both

and use them effectively. The competi- groups need for survival while contract-
 tive relationship between customer and ing maintenance in today’s business
 contractor becomes a thing of the past. environment.



 Advocacy



 Commitment



Support and Involvement



Understanding

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 Awareness


10 SMRP Solutions December 2009 | Volume 4, Issue 6

 Running Head

The Aging
Workforce:
Loss or Opportunity?
By Terrence A. Fletcher, CMRP
Georgia Pacific

and

Xavier E. Grenas, CMRP

Cynosure Business Solutions

December 2009 | Volume 4, Issue 6 SMRP Solutions 11

 The Aging Workforce: Loss or Oppor tunity?

C oncern levels are climbing higher as

we watch our workforce age and ap-
proach retirement. The fear in all manufac-
consistent “hero” in keeping the machines
running by patching up the hydraulics
when no parts were available. During the
lesson, parts should always be documented
and stored properly in the store room.

turing sectors is that as the Baby-Boomer course of his career, he reported for duty Scenario Two: Henry, the Temporary
workers retire, all their experience will leave countless times in the middle of the night to Repair Expert
the plant with them, leaving a knowledge fix a hydraulic failure. He would fix the fail- Henry had 25 years experience and was
vacuum that will be extremely hard, if not ure quickly with a replacement cylinder he called upon to repair a coupling on a
impossible, to fill. Companies have invested produced from the secret stash in his shop. motor-gearbox combination at 3 a.m. This
untold hours, countless strategy sessions, Fred was the only person in the plant type of failure was not uncommon, and
and meetings devoted to developing strate- that could rebuild the cylinders and that Henry had proved quite adept at perform-
gies to minimize, if not totally avoid, the could be counted on to report to the plant ing the repairs.
perceived loss of knowledge and maintain and repair any hydraulic cylinder problem, Henry found a coupling in stock, but
the current levels of production. The percep- day or night. He was a superhero. Because the spider was missing. It had been taken
tion is that these production levels will fall of his retirement, the plant lost all his out of the storeroom previously and not
as the knowledge drains away. As is usu- talent and knowledge. Worst of all, no new recorded. This situation was not unusual,
ally true, the perception is not the reality. mechanics had trained to replace him. “The and quite frankly, Henry had learned over
This article will explore the myths and old talent is dying off,” everyone agreed. his 25 years of service that he could not
realities of the situation. To address this problem, the Mainte- count on Stores to stock the part. As a
nance Superintendent decided to outsource result, Henry had become quite adept at
Current Plant Conditions cylinder repairs to a local hydraulic com- “machining” and “engineering” replace-
At the recent Maintenance and Reliabil- pany after Fred’s retirement. ment parts. This was his forte and he was
ity Symposium put on by the Houston Upon inspection of a number of cylin- held in high regard because of this skill.
Chapter of SMRP, a panel discussion was ders in the hydraulic shop, the company A new coupling was available in a nearby
led by management personnel from some found that the storeroom held many more city and could be at the plant in five hours.
of the largest petro-chemical and refinery hydraulic cylinders than any plant should Henry, trading on his reputation for being the
companies. All panel members reached an ever have stocked. All the “rebuilt” cylinders “Fix-It Man,” convinced the shift leader that
initial consensus that today’s reactive work had been taken to the storeroom and entered he could simply weld the coupling together to
levels are uniformly at the 60% to 70% as stock. The thought behind this was that keep the machine running without needing
These levels are not unusual in today’s as the cylinders were used, the store would to take on five hours of downtime while wait-
industrial settings; in fact, reactive rates get down to a reasonable min-max level. ing for a part to arrive. Henry completed the
in this range are more the rule than the After several months went by, many of the “maintenance” and when his shift ended, he
exception. rebuilt cylinders were put into commission went home with the knowledge that he once
This reactive condition has been as replacements for cylinders that failed. again came to the rescue.
achieved by the workforce that we are so When the appropriate min-max levels were Shortly after Henry’s departure, the
fearful of losing. This statement merits reached (quite quickly because of repeat coupling not only failed, but the gearbox and
further reflection because in it is the kernel failure) the purchasing agent began to com- motor shafts were damaged beyond repair.
of truth that will strip away the inaccurate plain that she had begun to spend too much Henry had repaired the coupling failure but
perception and expose the reality. on cylinders. Alarmed, the maintenance had not addressed the cause. In this case, the
I do not dispute that experience is superintendent asked why the spending had failures were actually caused by misalign-
highly valuable. Knowledge of the means increased so rapidly. The purchaser replied ment. The repair took over 15 hours of lost
by which repairs should be or need to that the hydraulic company had informed machine time to correct, as well as the added
be made is invaluable. We treasure and her that every cylinder sent to them was so cost of parts and man-hours expended.
reward those tradesmen and technicians far out-of-spec that it could not be rebuilt.
that have proven their worth by years of The Maintenance Superintendent Scenario Three: Joe, the Established
service as “Johnny on the Spot” fixing replied to the purchaser that the plant was Mechanic
what needed to be fixed in order to keep now paying for sins of the past. Fred had, The Maintenance Manager heard a loud
the plant running. Do any of the following apparently, been rebuilding cylinders when pounding outside his office one day and
scenarios sound familiar? Have any of you he should have been replacing them. He opened his door to investigate. Joe, a
come across similar situations? was not trained to recognize when cylin- highly regarded mechanic with 30 years
ders were out-of-spec and so kept replacing experience, was using a chisel and a
Scenario One: Fred, the Specialized Expert them with his rebuilt cylinders (too often), sledge hammer to tighten the collar on a
Fred had been working as a mechanic for and getting accolades over and over again. taperlock. He kept banging and banging
the last 30 years then retired; however, no The moral of the story is that the “tribal until the maintenance manager stopped
one had been trained to fill his role in the knowledge” isn’t necessarily real knowledge him and inquired about what he was
plant. Fred is one of those irreplaceable or skill, and the “eroding” of skilled labor doing. Joe stated that he was installing
people that the plant cannot live with- isn’t always the cause of failure after the a bearing on the shaft. When questioned
out. He was the hydraulic expert and the loss of a long-time hero. And, as a general why he was tightening it so much, he

12 SMRP Solutions December 2009 | Volume 4, Issue 6

 The Aging Workforce: Loss or Oppor tunity?

responded that the collar had to go on as developing to perform repairs in the manner
tight as possible. The manager asked him that have been performed for decades. We
why he wasn’t installing it properly and are trying to maintain a 21st century plant
checking the clearance. Joe stated that he with 20th century concepts of maintenance.
had been installing bearings in this way
for all of his 30 years and wasn’t aware of New Rules, New Skills
any other procedure. We can agree, no doubt, on the fact that it
is essential to implement reliability-based
Scenario Four: The Established maintenance strategies in order to maintain
Maintenance Crew plant assets at the lowest possible cost with
TM

The new Maintenance Manager was alarmed the highest possible reliability. The concept
at all the re-work being done at the plant of fixing only what is broken is no longer
MRG Enhances Enterprise
where he had just started. After several valid, thus the manner in which the bulk
months of observing seasoned mechan- of the retiring maintenance personnel were
Asset Management (EAM)
ics performing shoddy workmanship, he trained must be set aside. The new batch Implementations.
brought in an outside contractor to perform a of maintenance personnel that will take
skills assessment on the entire maintenance industry to the required level of reliability MRG is dedicated to improving our
organization. The assessment revealed that must be provided not only with the training,
clients' returns on assets through
almost the entire department had scored in leadership, and tools required to reach these
physical asset management
the lowest 20th percentile, as compared to new heights, but also, and most importantly,
similar maintenance organizations nation- the rewards and accolades long reserved for excellence. MRG has the proven
wide. The average experience level in the the retiring superhero tradesmen. methodologies, strategies, and
department was well over 15 years, but it services that may support your
became clear that the maintenance crew had The Road Forward EAM initiative and assist you in
learned the wrong procedures and tech- The first step of the journey is to establish
boosting returns.
niques and thought they were performing the actual percentage of reactive work
maintenance correctly. performed at your plant. This will allow the
It is easy to point at the tradesmen in investigation of bottlenecks and roadblocks Come see MRG's new website,
these four scenarios and fault them for that currently rob your workforce of the www.mrgsolutions.com and learn
their less-than-reliable work. The fault, ability to maintain the plant assets rather more about how our EAM
however, is not the tradesmen’s. Rather the than just repair them. business solutions can help you …
fault is in the way that maintenance has Once a true reactive rate has been
And you can ask our experts your
been performed for decades. It is not the established, it is essential that skills and
mechanic that made himself the “Superhero” training assessments of the maintenance
reliability questions.
firefighter; he was elevated to that posi- workforce be performed. Armed with this
tion through accolades and rewards by a information, it is then possible to establish Give us a call today to see how we
management team that saw the role of main- a corrective plan to bring the maintenance may assist you in improving your
tenance as simply fixing broken equipment. workforce up to the highest level of ability.
return on assets through physical
Plant operations will not halt while the
asset management excellence.
Scenario Five: The Maintenance “Leader” maintenance force is brought up to speed,
At the report-out on a gap analysis to and, neither will the requirements for asset
evaluate the opportunities for operating maintenance. It is at this point that the Management Resources Group, Inc.
cost reductions through implementation of cycle must be broken. In order to ensure 555 Heritage Rd, Suite 2
reliability-based maintenance techniques, that asset condition improves during the Southbury, CT 06488
a maintenance manager for one of the sites course of implementing the remediation
203.264.0500
questioned the need for undertaking the plan, precision maintenance should be out-
type of improvements suggested. In a room sourced as the maintenance force is being
full of site and corporate management retrained. The retraining and outsourc- www.mrgsolutions.com New
teams, he asked “Why don’t we just keep on ing will increase maintenance spending
doing what we are good at – fixing stuff when initially, but the benefits of improved asset
it breaks?” The majority of the corporate reliability and long-term savings in mainte-
management team seemed to agree with this nance costs easily outweigh the short-term
position. Keep this in mind: this mainte- increase in expenditures.
nance manager was THE up-and-coming The greatest benefit will result in the
maintenance manager in the organization. correction of a decades-long culture of inef-
In short, we are greatly concerned about ficient asset management and the creation
losing the talent that we have spent years of a 21st century maintenance force.

December 2009 | Volume 4, Issue 6 SMRP Solutions 13

 Special Interest Group (SIG) Spotlight

Face-to-Face Meeting in St. Louis,

A Success!
By Ricky Smith, CMRP
Oil, Gas, and Petrochemical SIG Chairman

T he SMRP Oil & Gas and Petrochemical

Special Interest Group (SIG) had its
organizational meeting in St. Louis during
Tom Dabbs, CMRP – ITT – USA

Muyiwa Fakunle – Suncor – Canada

were viewing condition based maintenance
as more than vibration analysis, as well as
a strategic combination of RCM, planning
the SMRP annual conference. The purpose and scheduling, CMMS, work packages/
of the Oil & Gas and Petrochemical SIG is Gilbert Habets – Woodside – Australia task packages, staying the course for nine
to provide a forum in which those in this years, measured performance, and solid
industry vertical can discuss their unique Felix Laboy, CMRP – Vibranalysis – Caribbean execution. This impressive presentation
application of maintenance and reliability generated ideas for improvement that all
principles. Alberto Landeaux – Allied – Central and attendees can take back to their plants.
During the meeting, the officers for South America The next big event for the SIG is a
2009 and 2010 were elected. Those officers web-based conference on January 26, 2010
are: Ricky Smith, CMRP as Chairman, Nezar Shammasi – Saudi Aramco – Saudi at 10:00 am U.S. Eastern Time (3:00 pm
Morgan Wolfe, CMRP as Vice-Chairman, Arabia, Kuwait, Jordan, Lebanon GMT). The web conference will be no more
and Rick Rockwood, CMRP as Secre- than two hours and will feature informa-
tary. Richard Overman, CMRP was also Albert Sijm, CMRP – RasGas – Qatar, Bahrain tion on the SIG and specific information
appointed the Communications Director, about each region. We will also have a
and Michael Eisenbise, CMRP volunteered Frank Sutcliffe – Shell – Oman, UAE great presentation on an oil, gas, or pet-
as Benchmarking Director. This SIG has rochemical application of maintenance
also established Regional Directors to Fortunatus Udegbue, CMRP- ExxonMobile- and reliability principles. SIG members
better serves its global population. Those Africa watch your emails for more information on
Directors are: who and what will be presented. The Web
The group viewed an outstanding Conference will be recorded for play back.
presentation by Frank Sutcliffe, Head It will be available to SIG members on the
of Reliability Engineering for Shell in SMRP SharePoint site, and on the SMRP
Oman, on the Shell Oil Reliability-Cen- Oil, Gas, and Petrochemical SIG homepage.
tered Maintenance (RCM) efforts and the If you have not yet joined the SIG,
improvements it made on their off-shore please do so right away. As a member of
platforms. As a result of this effort, Shell the SIG you will have access to a plethora
has reduced the cost to maintain pumps of information about the Oil & Gas and
by 40%. Pump MTBF is up about 40%. Petrochemical industry vertical to help
Asset utilization has increased from 90.3% you operate and maintain your plant and
to 95.1%. Shell has achieved about a 10 to equipments more efficiently and effectively.
1 ROI over the past seven years. Sutcliffe To join the SIG you can contact Erin Quinn
reported that the key drivers for success at equinn@smrp.org.

SIG Keynote, Frank Sutcliffe, presents the findings of a SIG Chair Ricky Smith kicks off the first face-to-face meeting in St. Louis, MO
9-year study by Shell

14 SMRP Solutions December 2009 | Volume 4, Issue 6

 Body of Knowledge (BOK) Corner

A Year in Review
By Bob DiStefano, CMRP
BoK Past Chair

A year ago I wrote the BoK Corner col-

umn as the new Director of SMRP’s
Body of Knowledge Directorate and ex-
by the principle of creating and delivering
valuable content to the SMRP member-
ship, thereby enhancing retention and
pressed my excitement about the progress attracting new members. We also created EXPAND YOUR
our three committees (Best Practices,
Benchmarking and M&R Knowledge) were
a succession plan for the leadership team
of the Directorate. Each Committee has
NETWORK.
anticipating during 2009. I said then that either Vice-chair(s) and/or Pillar Leads EXPAND YOUR
the approximately 100 volunteers in this
Directorate were all energized and ready
who are poised to substitute for the Chairs
as needed, and possibly to assume the KNOWLEDGE.
to deliver tangible value to SMRP mem- Chair positions as terms expire or people
NETWORKING
bers. I shared our strategic mission which have to move on. The expiration of my term
P R O F I TA B I L I T Y
was and remains to raise the prestige of as the Director created a vacancy which is
M A I N TA I N A B I L I T Y
SMRP and become the global authority now being filled by one of the Committee
RELIABILITY
on the Body of Knowledge for Physical Chairs, Ron Leonard. Ron now assumes
S U S TA I N A B I L I T Y
OPPORTUNITY
PRODUCTIVITY
I N N O V AT I O N
Our strategic mission was and remains to
SMRP offers its members exclusive
access to world-class training in a variety
of formats, and valuable networking for
raise the prestige of SMRP and become maintenance & reliability professionals
to exchange best practices:
• Annual Conference
• Workshops
the global authority on the Body of • Executive Member Meetings
• Plant Tours

Knowledge for Physical Asset Management,

Maintenance and Reliability.

Asset Management, Maintenance and the Director position for the BoK and
Reliability. As I complete my tenure as the we have accomplished an organized and
Director of the BoK I am proud to say that smooth hand-off. Ron’s former Committee
we accomplished our goals this year and Chair position is now being filled by one
delivered what we promised we would, and of that Committee’s Pillar Leads, Shelley
I’d like to express my sincere appreciation Whitener, of Sandia National Laboratories.
to the members of this Directorate who Her Pillar Lead position is being filled by
made that happen. one of the Committee members. So I am
For a full calendar of events, visit
During 2009, aside from doing the
hard work of creating deliverables of value
very comfortable that the Directorate lead-
ership team is well organized and ready for www.smrp.org
for the SMRP membership and the M&R anything that comes its way going forward.
Community at large, we established a I’ll get back to the volunteers and the
Five-Year Business Plan which is driven people aspect of the BoK, but I do want

December 2009 | Volume 4, Issue 6 SMRP Solutions 15

 Body of Knowledge (BOK) Corner

to summarize the tangible value that has Benchmarking Survey are complimentary Olver, Jerry Putt and Ron Leonard. These
been created by the dedicated profes- and as both are made available to the SMRP three gentlemen possess over 100 years of
sionals volunteering on the three BoK membership they will add to the growing experience and they have generously con-
Committees this year. Here’s an abbrevi- portfolio of tangible resources available tributed their valuable time, talents and
ated list of BoK “products” now available to members. APQC is also a recognized leadership, to the BoK efforts. My hat is
to you as SMRP members: company in benchmarking which has built off to these men who have so consistently
Standardized Metrics Definitions: a solid reputation over its 30 year history demonstrated their professional and per-
individual metrics definition documents as another gold-standard in the science sonal commitment to the advancement of
are available on the SMRP website store. of benchmarking. The SMRP Benchmark- our profession. They have earned my undy-
A compilation book of those published so ing Committee engaged APQC earlier this ing respect, admiration and friendship.
far (approximately 50) is also available year to help design the new SMRP survey Ron Leonard in particular, who has
there. That book includes an introduc- and they have been retained by SMRP to agreed to assume the BoK Director position
tion, approximately 50 standard metrics manage and protect, analyze and report replacing me, gives me high confidence
definitions, three guideline documents and out the data submitted by the participants. that the start we made in 2009 will be
a glossary of terms. When you actually leaf I encourage you to participate in this very built on, improved and enhanced, and that
through this book you get a very strong feel- affordable but very valuable service. the BoK will continue to establish itself as
ing about the amount of work that went into The Guide to the M&R Body of Knowl- a strategic and critical aspect of the SMRP
creating it over the past several years. It is edge: The highly organized, hierarchical membership value proposition. Under
quite a document I must say. While I was definitive document of the body of knowledge Ron’s able and proven leadership the BoK
intimately involved in much of the work that separated into the five BoK pillars provides will thrive and grow; we are in good hands
led up to this publication, when I actually the requisite knowledge and skills required going forward.
handled the book at the annual conference to master asset management practices. So Our new M&RK Committee Chair
it really hit me as an impressive work. far the published document has the top two (former Pillar Lead) Shelley Whitener who
Metrics Workshops: we conducted levels completed and the M&RK Commit- agreed to assume the Chair replacing Ron
another of these all-day workshops at tee is actively working on Level 3 – which is Leonard, is off to a running start and has
the annual conference. It was very well more detailed. This eventually will be the already garnered the confidence, support
attended and by all accounts, another suc- “bible” of maintenance and reliability, with and respect of the committee members,
cess. This workshop is very popular and is many uses. So far it has been instrumental as well as the other members of the BoK
always very well reviewed. Look for more in accomplishing the ANSI accreditation of Leadership Team, including me.
workshops coming in 2010 and beyond. the CMRP certification process, and it is The Vice Chairs, namely Jay Padesky,
Metrics Harmonization: the work of used to support the test question writing Kevin Stewart, Jackie Lovette and Bill
the Best Practices Committee is being process. One of the panel discussions held Lyons, and our Advisor on the Best Practices
harmonized with that of the EFNMS which at the annual conference had the M&RK Committee Jerry Kahn, have elevated their
was working in Europe on similar activi- Committee Pillar Leads sitting as the expert contributions above committee member
ties. There is a Harmonization Team that is panel, and that session, and the perfor- status. They are sharing the leadership
helping to establish global – not just North mance of the panel, showcased the high duties and in some cases will represent the
American – standards, and their work is talent and polish of the professionals that sit succession plan for the continued viability
very important and instrumental in help- on our BoK committees. of the BoK Directorate. We owe them our
ing SMRP gain higher value and prestige I hope you will take advantage of gratitude for doing more heavy lifting and
as a definitive source for standards, this intellectual property. I also hope you contributing to our profession.
knowledge and information, as well as a will seriously consider getting personally The Harmonization Team, in particular
collaborative and cooperative association involved on the front lines of the thought Jerry Kahn and Tom Svantesson (repre-
in the eyes of other sister associations from leadership efforts happening in the world senting EFNMS), is making a meaningful
around the world. today, with some of the sharpest minds difference and positive contributions to
Benchmarking Survey: the new survey debating and resolving the latest open globalizing our work, and we have them to
is about to be launched and I can say questions and determining state of the art thank for conceiving of the need, organiz-
unequivocally that it is nothing like our practices in our profession. Join a commit- ing to fulfill it, and executing it.
previous benchmarking products. This one tee. You won’t regret it, I promise you. The Committee Pillar Leads, namely
is world-class in my opinion. It is not just As my term as Director expires I would Terry Wireman, Phillip Sage, Mike Adkin-
my opinion either. Solomon Associates, a like to acknowledge some of the key people son, Kris Goly, Kim Hunt, Tyler Hulsebus,
gold-standard in benchmarking, is in active whose passion and commitment, positive Ken Knapp, Chris Colson, Richard Young
and advanced discussions with SMRP attitude and personal investments of time and Sunil Thekkepat, are taking up greater
to collaborate on this survey. Solomon is and treasure were not just instrumental, roles in advancing the work of the Bench-
likely to adopt the SMRP standard metrics but absolutely essential to the results pro- marking and the M&RK Committees.
definitions in their RAM benchmarking duced this year by the BoK Directorate. Our Liaison to the SMRP Marketing
study. Their RAM study and the new SMRP First our past Committee Chairs, Dick Committee Glenn Gardner, of Seattle City

16 SMRP Solutions December 2009 | Volume 4, Issue 6

 M A I N T E N A N C E

Light, has very ably and effectively filled the new role. His efforts
TECHNOLOGY ®

have resulted in the work of the BoK being publicized and repre- Your Source For
sented to you. As we all know you can have the best mouse trap in
the world but if nobody knows about it or if you can’t “sell” it, you
CAPACITY ASSURANCE SOLUTIONS
have nothing. Glenn solved this gap for us and will continue to do so.
Bob Baldwin, who graciously agreed to temporarily fill the BoK
Project Manager role after Jerry Kahn left and before we found Al
Poling, was extremely helpful in getting the Directorate restarted.
To the Committee volunteers, too many to name here, thank-
you for your contributions and commitment to SMRP’s and the
BoK’s mission. I hope you realize how important your work is and
that you have found the experience to be as personally rewarding
as I have. You should be proud of the contributions you have made.
I surely am. Apply for a FREE,
To the SMRP Board of Directors, thank you for your trust and
confidence in our work and in the tangible support you provided to
one-year subscription at
enable the BoK Directorate to do good work, feel good about it, and www.subscribeMT.com
deliver value to the SMRP membership.
The cliché goes, last but not least, and in this instance, I have
to emphasize not least because that is how I feel about Al Poling,
our Technical Director of the BoK. In my view Al has been, and
Now offering: exclusive
will continue to be, the most important lynchpin in the BoK model. online-only content, late-breaking
When Al agreed to accept this position, he told us that he was at industry news, 12 years of article archives,
enhanced training pages, comprehensive
a stage in his career when he wanted to do something that gives events calendar and online sourcebook,
back to the community and that would be fun. His resume was and more! Check it out!
New !
Look
very impressive and I was initially concerned about whether we

www.MT-online.com
would be able to hold his attention and keep him happy in SMRP.
While I know we sometimes made his life difficult, Al has been
a consummate professional and has consistently demonstrated
his commitment to the SMRP mission and the advancement of
the M&R profession. While some of his time is paid for by SMRP,
a large portion of the hours he has spent working tirelessly to
persuade, motivate and convince busy volunteers to do the impor-
tant work of the Directorate, has been unpaid, basically volunteer
hours on his part – and always without complaint. Without the
contributions Al has made to the BoK, I am absolutely convinced
Achieving Efficiencies
we would not have met our goals or delivered valuable content to
Through Practices & Products
the members. Aside from his substantial administrative, orga-
nizational, sometimes clerical, technical, communications and Focusing on the “how-to” and
editorial skills and contributions, Al has been a true gentleman, “latest thinking” practices
respectful, sensitive, forward-looking, wise, intelligent and fun regarding equipment and systems
using oils and lubricants New !
Look
throughout. He has a quiet but convincing way of pointing out
errors that I might have made if not for his counsel. He is obvi-
Apply for a free, one-year subscription at
ously long practiced at these skills and is good at them. I think we
are lucky to have him, and I am grateful that he chooses to use all www.LMTinfo.com
of these talents for the benefit of SMRP. He made my job so much
easier and it is always a pleasure working with him. We are a
better organization today because of Al Poling, and he has earned Don’t Miss The Capacity Assurance Conference!
my eternal gratitude and respect.
So now I will re-assume a worker-bee role on one of the BoK
committees, very gratified for the experience as Director, very proud April 27-30,
of the work done, and very grateful for the opportunity to work with
all of these fine, talented, committed and passionate people. Thanks
2010
MAINTENANCE and RELIABILITY TECHNOLOGY SUMMIT
everyone! Now let’s get back to the good work of the BoK! Hyatt Regency O’Hare • Rosemont (Chicago), IL
www.MARTSconference.com
December 2009 | Volume 4, Issue 6 SMRP Solutions 17
 SMRPCO Sustaining
New Members September 1–October 1, 2009
Sponsors
The SMRP Certifying Organization
Isograph Inc. PriceWaterhouse-
(SMRPCO) has developed a program Executive Steve Flanagan Coopers (PWC)
of benefits for companies or organiza- Marius Basson
AESSEAL, Inc. Ivara Corporation
tion wishing to provide support to the Sean Wilson Mark Bennett
Keith Catchpole
mission of SMRPCO. For an annual David Drerup
Afton Chemical Corporation
contribution of $1000, sponsors receive JMS Software Christopher Fynn
Joe Campbell
discounts on exams, recertification Dedra Jize Kristopher Hahn
Agrium Jeannette Leong
fees, and much more! To learn more LAI Reliability
please visit: www.smrp.org/SMRP_ Daniel Gessner
Ed Stanek Reliability
Alignment Supplies, Inc Management Group
certification/sustaining_members.htm Tracy Stanek
David Drake Andrew Olson
Liebherr Mining Jeff Orberson
Allied Reliability, Equipment
ABB, Inc. Mike Rarrat
Inc.
Advanced Technology Services (ATS) David Collins
Chuck Kooistra
Aerospace Testing Alliance (ATA) Reliabilityweb.com
Maury Torrey Ludeca, Inc. Christian Holden
Agrium Pedro Casanova
Apollo Associated James Joseph
Alcoa
Services LumaSense
Allied Reliability, Inc. Royal Purple Ltd.
John Stiller Technologies
Anheuser Busch David Consiglio
Andy Beck
Aramark Business & Industry AZIMA DLI
Janelle Coponen Sabic Innovative
ARMS Reliability Engineers Jim Griffin
Gary Gouvas Plastics
Asociacion Colombiana de Chuck Rolek Alan Costlow
Ingenieros (ACIEM) Baker Instrument
Company Brett Sargent James Olson
BP Mark Wolbers
Dave Burleson
Cargill Meridium, Inc.
Drew Norman
Century Aluminum Paul Castro SDT North America
CMC Steel Group Biogen Idec MillerCoors David Drake
Commtest, Inc Bob Wiley Kristan King
Kevin Stansbury Setech, Inc.
CORE Principles Charles Coon
BP Kevin Winters
Dow Chemical Company Berry Holtzman
DuPont Mississippi Lime Co. SKF USA Inc.
Eastman Chemical Company Connectivity Richard McCloskey Francisco Franco
Eli Lilly & Company Solutions Inc. Larry Welker Melissa Hoenstine
Bryan Dring Charlie Unfricht
Flint Hills Resources
Phillip Miser Mobius Institute
Fluor Corporation North America Stearns & Wheler
GE Energy Des-Case Jason Tranter GHD
Holcim Marcus Heflin Bill Yantz, CMRP Mathew Oakey
Honeywell
Dreisilker Nebraska Public T.A. Cook
Hormel Foods Corporation Electrical Motors Consultants Inc.
Power District
Ivara Corporation Inc. Kurt Oates John Elliott
JACOBS Ed Barbeau
Knowledge and Integration Architects Leo Dreisilker PepsiCo The Snell Group
Ron Laggos Michael Apodaca Mike Cooper
Life Cycle Engineering
Luminant Energy Kevin Shepherd Jason Baker
Don Wittmuss Scott Batson U.E. Systems
Management Resources Group (MRG) Sean Miller
Jason Brown
Marshall Institute Emerson Process Ken Codd Bill OConnell
Meridium Management Ed Culkin
Brett Benoit Veolia Water North
Michelin - North America Chad Delangrange
Michael Mayes America
Molson-Coors Robert Floyd William Fahey
Kim Nichols Jason Gower
Mosaic Company
Robert Skeirik Tom Grace
Nexen, Inc. Vibralign Inc
Novelis, Inc. Kennon Graham Andrew Martin
Flir Systems
Christopher Jones Amy Newcomb
Petroleum Development Oman Dave Doerhoff
Bob Kieper
Pfizer Global Manufacturing Frito Lay
Juan Malvaiz VOITH Industrial
Phelps Dodge Joe Krueger Service
Robert Moore
Predictive Service Yanick Moore Stephen Bentley
Henkel Corporation
Quaker-Tropicana-Gatorade Tom Richter Thomas Leitner
Dave Carbone
RRI Energy, Inc. Chad Riveland Ivan Maldonado
Rich Cohen
Steven Seay James Rudis
Relogica
Robert Bosch Hormel Foods Mike Spiewak
Corporate Services, Wilcoxon Research
Sasol Brian Tomkins
LLC James Lundy
Bret Vanhoy
Strategic Asset Management, Inc. (SAMI) Peter Graves Bob Yahrmarkt Wyle Laboratories
T.A. Cook Consultants Inc.
IRISS, INC. Jay Moore
UGL - Unicco Predictive Service
Wells Dairy, Inc. Nathan Vilardebo Dan Cohen
Wyle Laboratories Mark Mollison

18 SMRP Solutions December 2009 | Volume 4, Issue 6

 Michael Connaughton Terrence Fletcher, CMRP
Individual Plant Services Magazine Georgia Pacific
Mark Allen
Jeff Cooper Thomas Folk, PE
W. R. Grace
Michelin North America Lloyd’s Register Capstone
Mike Allred
Steve Cooper Duncan Forsyth
Sandia National Laboritories
Meridium, Inc.
Don Franklin
Chad Anderson
Dayne Cox Hormel Foods Corporate Services, LLC
CMC Steel Texas
Barrick Goldstrike Mines Inc.
Matthew French, CMRP
Dennis Anthony
John Cray, CMRP Texas Instruments
Central Arizona Project
Fluor
Craig Fridley
Roberto Arango-Salazar
Drew Cunningham Anheuser-Busch
C.F.E.
Solutia
Gentry Fugate
George Bevins
Tim Davis Mosaic
Covidien
Ventura Foods, LLC
Jeffrey Gaddy, CMRP
Mark Bignall
Ricardo De La Paz, CMRP Evonik
Wade Blake INVISTA
Mary Gahm
Hormel Foods Corporate Services, LLC
Ernie Dekeyser LOOP LLC
Patrick Bliven Hormel Foods Corporate Services, LLC
Edgardo Garutti
CSC
Marco Delgado, CMRP YPF S.A.
Bryan Book Evonik
Juanita Gillenwalters
CMC Steel Texas
Pranav Desai Evonik
Fidelis Botelho-Correia Kraft Foods, Inc
Bunyan Glasscock
Petrobras
Leon Dickens Evonik
Mike Bowling Georgia-Pacific
Kim Golding, CMRP
Peabody Energy Corp.
Shane Dickson
Georgia Pacific Vicente Gonzalez Magana
Scott Brack, CMRP
Innophos
Freeport-McMoran Copper & Gold
Alvin Doss
Integrated Project Management Co., Inc. William Gould
Thomas Bradt
John Deere
Mosaic
Nebojsa Dubak
Dubak Engineering Group LLC Murratte Graves
Noreen Brooker
Irving Oil Refining GP
Brady Corporation
Lena Duet
LOOP LLC Chuck Gray
Chris Brown
Alliant Techsystems
Prairie State Generating Co.
John Duvall
Campbell Soup Company Christopher Guardia
Mark Bundy
Ventura Foods LLC
Helmerich & Payne INC.
James Eddins
James Guenther, CMRP
John Butler
Jay Edwards Lower Grande River Authority
ATK, Inc.
MillerCoors
Steve Guerra
Kathy Campbell
Jose Elias C.H. Guenther & Son, Inc.
Alyeska Pipeline Service Company
Campbell Soup Company
Brian Gunzen Hauser
Alain Carey
Arturo Eliserio Con Agra Foods
W.R. GRACE
Cushman & Wakefield
Mark Gurtler, CMRP
Carl Caver
Mike Emigh Freeport-McMoran Copper & Gold
Campbell Soup LLC.
Pregis
Mike Guzman
Andre Ceasar
Randy Ervin CMC Steel Texas
Cargill
United States Gypsum Co.
Jon Hall
David Clark
Scott Farmer Novaspect, Inc.
CSC
Con Agra Foods
Alton Hanks
Todd Clark
Glen Faulk, CMRP Evonik
Con Agra Foods
Evonik
David Harris, CMRP
Alecia Coleman
Mark Ferber Evonik
PPG Industries, Inc.
Michelin North America
Aaron Hartzog
Kinnie Coleman
Luis Fernandez-Lemos Albemarle
Invista
Petrobras
Hercules Herbst, CMRP
Steve Collins
Zachary Fijal, CPE,PE
Mosaic Damon Hildebrand, CMRP
Pigott & Associates
Helmerich & Payne IDC

December 2009 | Volume 4, Issue 6 SMRP Solutions 19

New Members September 1–October 1, 2009

Adam Horelik Van Lee William Nader LOOP LLC

Strategic Asset Management, Helmerich & Payne IDC. Evonik
Inc. Robert Roller
James Leitch, CMRP Eric Nason, CMRP Schlumberger
John Houchins, CMRP Fluor Enterprises, Inc. Evonik
Cummins Inc. Shannon Ross
Joseph Lichamer, CMRP Christeen Nelson Covidien
Tony Hudson CACI Miller Coors Brewing Co.
Graphic Packaging Doug Rozelle
International, Inc. Bobby Lockett Noel Neuwirth Barrick Goldstrike Mines Inc.
UGL Unicco McCain Foods USA, INC
Cheryl Huff Edward Saiberlich
R&G Labs Deborah Lucas David Nixon UGL Unicco
Strategic Asset Management, WR Grace
Dennis Hukill Inc. Sieg Schartner
Kellogg Jeffrey Norwood Mosaic
Manfred Mackie, CMRP,PE Evonik
Lee Igo Solomon Associates Dwight Schneider
Luminant Power Jerry Oberlander, CMRP Encana Oil & Gas (USA) Inc
Vincent Marino
Romulo Jacques-Garcia the VMGroup inc Rod Ogden John Schone, CMRP
Petrobras Irving Oil Refining GP Merck & Company, Inc.
Patricia Marsh
John Jasper FERMILAB Claudio Palmas, CMRP Ron Schrenker
Ascend performance Materials INVISTA Solutia
Greg Martin
Ron Jens Solutia Scott Peterson, CMRP Stephen Scott
Kellogg Perdue Agribusiness ATK, Inc
Cosme Martinez
Robert Jerrels Raytheon David Pias Richard Sears, CMRP
Peabody Energy Corp. Pfizer, Inc Evonik
Donald Matthes, CMRP
Patrick Johanek Freeport-McMoran Copper & Ronald Pihl Rick Shamblin
Con Agra Foods Gold Longview Fibre Papers & Luminant Power
Packing
Allan Johnson Charli Matthews Ariyeh Shapiro
Ventura Foods, LLC Pumps & Systems Emily Pitka Tnuva
Alyeska Pipeline
Kent Johnson Jesus Mena, CMRP William Shumaker
Strategic Asset Management Sinchi Wayra SA Bill Porter Fluor
Int’l LLC Murphy Oil Corporation
Frank Mignano, CMRP Arthur Simpson
Nathan Jones SKF Reliability Systems Tony Poulassichidis, CMRP Compass Minerals
Owens Corning HESS Corporation
Edmond Mileur Raymond Singleton
Mark Kelley Bucyrus International Larry Powel Pregis
Helmerich & Payne IDC. Archer Daniels Midland
Terry Miller Jason Siple
Min Kim Hormel Foods Corporate Eugene Powell Pregis
Campbell Soup Company Services, LLC KBR
Bob Smith
Eric King Matthew Mireau Charles Pranger Basic American Foods
Owens Corning Mosaic Pregis
Dan Smith
Ernst Kleynhans Marty Mitchell Tim Pyatt 3M
Xstrata Alloys Michelin CMC Steel Texas
Matthew Smith
Dave Koelzer Robert Moore Carlos Ramirez-Melo, CMRP Luminant Power
Dimension Technology Ventura Foods Agrana Fruit
Michael Smith, CMRP
Soltutions Douglas Raymond WMATA
William Morgan, CMRP
Felix Laboy, CMRP,PE Owens Corning Pratt & Whitney
Julie Spindle
VibrAnalysis Jerry Redden Jr. ExxonMobil Research and
Brian Morris
Jesus Laboy US Postal Service JACOBS Engineering
Vibranalysis Inc Alan Reid Lisa Spivey, CMRP
RIchard Mosgrove
Victor Lagunes, CMRP Ventura Foods Jacobs Industrial Services, Ltd. Freeport-McMoran Copper &
Servicios de Operaciones de Gold
Frank Mosser Matt Reyne, CMRP
Nitrogeno SA de CV Optim Energy Robert Splinter
Freeport-McMoran Copper &
Daniel LaMartina Gold CSC
EJ Rodgers
W.R. Grace Pregis Mitchell Stansloski
Caleb Mott
Brian Lane Albemarle Pioneer Engineering
Humberto Rodriguez
Campbell Soup Company PEMEX Michael Sullivan
Jody Muniz
David Leach CSC UGL Unicco
Walter Rodriguez
CH Guenther & Son Grace Canada Inc. Steve Sump
Andrew Murdy, CMRP
Mark Leary, CMRP Acclaro Management Solutia
Bernard Rogers
Corporation

20 SMRP Solutions December 2009 | Volume 4, Issue 6

 Bill Sutton Brad Tribe Jeff Veitch Andrew Wilkinson
Stepan Company Goldcorp Monsanto Bunge, LTD

Timothy Talley Shane Turcott Keith Vogl Brian Wilson, CMRP

Alpha Natural Resources Steel Image Carus Corporation Evonik

Jerry Talty Edwin Umstead Nathan Wade Charles Wilson

Kellogg East Coast Valve Services, Inc. UGL Unicco Allegheny Energy Supply

Dave Tingey Ivan Urzua Richard Wake Harvey Winters, ASQ, CQE
POLARIS Laboratories Northrop Grumman Reliability Solutions LLC United Water Contract Services

Peter Todhunter, CMRP Mark Vague Yao Wang Zachary Woody

FPC Consulting Shell Canada Ltd. Owens Corning
Hector Toledo Matus, CMRP
Pemex exploracion Produccion Raul Valdez, CMRP Matthew Ward, CMRP Herb Wyeth
BP Caterpillar FERMILAB
James B Tomlin
Luminant Power Andrew Valencia David Wasson Bill Yrle
Luminant Power Green Bay Packaging
Johanna Torres Daryl Westermeyer, CMRP
ELECTRO FERRO CENTRO Larry Vanderpool Evonik Jonathan Zangwill
SAC Ventura Foods, LLC
Brian Vaughn, CMRP Dana Whiteman
Isabel Torres Cruz Owens Corning Andrei Ziabchenko, PE
Bacardi Corp Wayne Vaughn, CMRP, PE
Vesta Partners, LLC Jeff Whyte Harry Zwez
Arturo Torres-Hamdan Mosaic Freeport McMoran
Alpha Mexico

New CMRPS September 1–October 18, 2009

Joseph Bradley, CMRP Jeffery Gaddy, CMRP Joseph Lichamer, CMRP Robert Rodgers, CMRP
Evonik Evonik CACI International Inc ATS

Jason Buddenberg, CMRP Charles Gilkey, CMRP Jimmy Mahfoud, CMRP Richard Sears, CMRP
Cargill Alcoa Kennecott Utah Copper Evonik

Eric Cannon, CMRP Raul Gonzalez, CMRP Eric Martin, CMRP Walter Shivez, CMRP
Kennecott Utah Copper RRI Energy ATS RRI Energy

George Cannon, CMRP Joseph Gracia, CMRP Lawrence Mason, CMRP Judy Stenack, CMRP
RRI Energy Global Maintenace Evonik Alcoa

Joseph Chaffin, CMRP John Groff, CMRP Charles Mason, III, CMRP Robert Sundlie, CMRP
Alcoa ATS RRI Energy Cargill

Wayne Conklin, CMRP Dale Ham, CMRP Richard May, CMRP Keith Taylor, CMRP
CACI International Inc ATS Alcoa Noramco Inc.

Jonathan Corbett, CMRP David Harris, CMRP Lawrence McCubbins, CMRP Rod Thibodeaux, CMRP
Alcoa Evonik Alcoa Evonik

Timothy Creech, CMRP Craig Kaiser, CMRP Eric Nason, CMRP Chad Thomas, CMRP
ATS Alcoa Evonik CACI International Inc

David Davis, CMRP Thomas Keneipp, CMRP Arne Oas, CMRP Jacob Townsend, CMRP
Michelin NA Alcoa General Electric - Energy Alcoa

Marco Delgado, CMRP Neil Kennedy, CMRP Wayne Pilliner, CMRP Brent Twede, CMRP
Evonik Alcoa Alcoa-Point Comfort Kennecott Utah Copper

David Dewitt, CMRP Edwin Kuhn, CMRP Carlos Ramirez Melo, CMRP Daryl Westermeyer, CMRP
Kennecott Utah Copper Alcoa Agrana Fruit Evonik

Don Eanes, CMRP Victor Lagunes, CMRP Matt Reyne, CMRP Brian Wilson, CMRP
Pregis Servicios de Operaciones de Rio Tinto Energy America - Evonik
Nitrogeno SA de CV Cordero Rojo
Glen Faulk, CMRP Donald Wotton, CMRP
Evonik Mark Leary, CMRP David Riegler, CMRP ATS
Alcoa
Eric Flynn, CMRP Leo Lentz, CMRP John Wright, CMRP
RRI Energy Alcoa Kennecott Utah Copper

December 2009 | Volume 4, Issue 6 SMRP Solutions 21

 Society for Maintenance & Reliability Professionals
8400 Westpark Drive
McLean, VA 22102-5116 USA
www.smrp.org

SMRP Staff
Executive Director Membership and Component Solutions Editorial Department
OPEN Relations Coordinator Dan Anderson
703-245-8011 Nicole Tertulien Communications Chair
info@smrp.org 703-245-8011 Life Cycle Engineering
ntertulien@smrp.org danderson@lce.com
Membership & Component Relations
Manager Meetings Manager Erin Quinn
Erin Quinn Gabi Laguarda Content Editor, SMRP
703-610-1260 703-610-0265 equinn@smrp.org
equinn@smrp.org glaguarda@mmgevents.com
Suzette van der Sterre
Certification and Education Manager Exam Director Graphic Designer
Maureen Gribble Terry Harris, CMRP smotta@gmail.com
703-245-8011 937-371-1644
mgribble@smrp.org tkharris10@hotmail.com

Certification Coordinator Technical Director

Ali Sturman Al Poling, CMRP
703-245-8011 832-295-3009
asturman@smrp.org apoling@smrp.org