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February 2013 | Volume 8, Issue 1
www.smrp.org
g ar
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Business
management
Fostering Change Determining Operational

in an Aging the Optimum Excellence and
Workforce Staffing Levels Improved Reliability
for a Maintenance
4 and Reliability 12
Department
8
CHANGING BEHAVIOR TO PRODUCE RESULTS
SM
TRAINING SCHEDULE: JANUARY 2013 - DECEMBER 2013
COURSE WHO SHOULD ATTEND YOU WILL LEARN HOW TO DATES & LOCATION DAYS/CEUs COST
DE LIVER ED
Lean BY
JO EL Managers, Directors, Supervisors Use tools and processes to create a Lean Feb 26-28, 2013 (CHS) 3 consecutive days $1,495
Maintenance LEVITT and Team Leads in Maintenance, organization. Identify and eliminate waste, Aug 27-29, 2013 (CHS) 2.1 CEUs
Asset Management, Shutdowns reduce operating and maintenance costs,
Based and Turnarounds, Plant/Project increase uptime, gain top management
on Joel Management, Engineering or support and learn to plan and schedule
Levitt’s Reliability. maintenance jobs for Lean execution.
book
Materials Materials Managers, Storeroom Apply sound storeroom operations principles. Apr 9-11, 2013 (CHS) 3 consecutive days $1,495
Management Managers, Planner/Schedulers, Manage inventory to optimize investment. Oct 22-24, 2013 (CHS) 2.1 CEUs
Maintenance Managers and Understand the role of purchasing. Implement
Operations Managers effective work control processes.
Maintenance Planner/Schedulers, Maintenance Apply preventive and predictive maintenance Feb 4-8, 2013 (CHS) 5 consecutive days $2,495
Supervisors, Maintenance Managers, practices. Calculate work measurement. Mar 18-22, 2013 (HOU) 3.2 CEUs
Planning and Operations Coordinators, Storeroom Schedule and coordinate work. Handle May 13-17, 2013 (CHS)
Scheduling Managers and Purchasing Managers common maintenance problems, delays Aug 5-9, 2013 (CHS)
and inefficiencies. Sep 23-27, 2013 (HOU)
Nov 4-8, 2013 (CHS)
Planning for DE LIVER ED

BY
Members of the shutdown or Save time and money on your next shutdown May 21-23, 2013 (CHS) 3 consecutive days $1,495
Shutdowns, JO EL outage teams, planners, plant by learning how to effectively plan for and Oct 1-3, 2013 (CHS) 2.1 CEUs
LEVITT
engineers, maintenance manage such large projects. Learn processes
Turnarounds engineers and strategies for optimal resource allocation.
and Outages
Predictive Plant engineers and managers, Collect and analyze data to assess the actual Mar 12-14, 2013 (CHS) 3 consecutive days $1,495
Maintenance Maintenance, Industrial and operating condition. Use vibration monitoring, Oct 8-10, 2013 (CHS) 2.1 CEUs
Manufacturing Engineers, Maintenance thermography and tribology to optimize plant
Technologies Supervisors and Managers operations.
Prosci® Change Executives and Senior Leaders; Build internal competency in change Contact us to • Sponsor: ½-day Contact
Management Managers and Supervisors; Project management. Deploy change management schedule a private • Coaching: 1-day us for
Teams; HR and Training Groups; throughout your organization. Become licensed onsite class. • Orientation: 1-day pricing
Programs Employees to use Prosci’s change management tools. • Certification: 3-day
Reliability and Operations Directors, Site Managers, Apply operations excellence and reliability Feb 12-13, 2013 (CHS) 2 consecutive days $1,750
Operations DELIVBYERED Change Managers, Operations and
Maintenance Managers, First Line
principles. Learn to deliver competitive
advantage through asset productivity, defect
Sep 24-25, 2013 (CHS) 1.4 CEUs
Excellence MOORE Supervisors, Reliability Leaders
RO N
elimination and workforce engagement.
Reliability Reliability Engineers, Maintenance Learn how to build and sustain a Reliability Apr 23-25, 2013 (CHS) 3 consecutive days $1,495
Engineering Managers, Reliability Technicians, Engineering program, investigate reliability Sep 24-26, 2013 (CHS) 2.1 CEUs
Plant Managers and Reliability tools and problem-solving methods and
Excellence Personnel ways to optimize your reliability program.
Reliability Personnel involved in applying or are Experience the fundamental concepts of May 21-23, 2013 (HOU) 3 consecutive days $1,495
impacted by Reliability Excellence, Reliability Excellence in order to drive Sep 10-12, 2013 (CHS) 2.1 CEUs
Excellence and people who influence business performance improvement efforts within
Fundamentals process improvement. your organization.
Reliability General Managers, Plant Managers, Build a business case for Reliability Excellence, SESSION 1 DATES: 12 days total $5,995
Excellence Design Managers, Operations learn how leadership and culture impact a Feb 5-7, 2013 (CHS) (4, 3-day sessions)
Managers and Maintenance change initiative and build a plan to strengthen May 7-9, 2013 (CHS) 8.4 CEUs
For Managers Managers and stabilize the change for reliability. Aug 13-15, 2013 (CHS)
Oct 8-10, 2013 (CHS)
Risk-Based Project Engineers, Reliability Learn to create a strategy for implementing a Mar 12-14, 2013 (CHS) 3 consecutive days $1,495
Engineers, Maintenance Managers, successful asset management program. Aug 13-15 2013 (CHS) 2.1 CEUs
Asset Operations Managers, and Discover how to reduce risk and achieve the
Management Engineering Technicians. greatest asset utilization at the lowest total
cost of ownership.
Root Cause Anyone responsible for problem Eliminate latent roots and stop recurring Apr 16-18, 2013 (HOU) 3 consecutive days $1,495
solving and process improvement failures once and for all. Learn a process to Oct 22-24, 2013 (CHS) 2.1 CEUs
Analysis establish a culture of continuous improvement
and create a proactive environment. Manage
and be able to effectively use eight RCA tools.
*LOCATION CODES: (CHS) = Charleston, SC | (HOU) = Houston, TX | Visit www.LCE.com for all Institute Location Addresses
REGISTER NOW! Select courses approved for credit

toward the University of Tennessee’s
Reliability & Maintainability Certificate.
800-556-9589 | education@LCE.com | www.LCE.com
February 2013
Volume 8, Issue 1
Features
4 F ostering Change in an Aging Workforce

Vincent F. Lombardy
8
etermining the Optimum Staffing Levels for a Maintenance and
D
Reliability Department
Kate Kerrigan

12
Operational Excellence and Improved Reliability
Paul Cronin 4
Departments
2 Officers and Directors
2 From the Chair Getting Involved with SMRP.

SHON ISENHOUR, CMRP
16 BOK corner Benchmark Committee Update

Michael Raible, BENCHMARKING COMMITTEE CHAIR
19 FROM THE EXAM TEAM Gearing Up: The Chapter Question Writing Contest
Terry Harris, CMRP and Jeff Copley, CMRP 8
20 member Corner
22 chapter roundup
22 Certification Update
24 Welcome New Members SMRP welcomes new executive and individual members.
26 NEW CMRPs and CMRTs SMRPCO welcomes new certificants.
29 SMRPCO SUSTAINING SPONSORS 12

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. If you would like to subscribe to SMRP Solutions and you are not an SMRP member, the magazine
is $15 for an annual subscription. The Society was incorporated as an Illinois not-for profit corporation 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. SMRP’s Mission is to develop and promote leaders in Reliability and Physical Asset Management.
The products featured in SMRP Solutions are not endorsed by SMRP, and SMRP assumes no responsibility in connection with the purchase or use of such products.
The opinions expressed in the articles contained in SMRP Solutions are not necessarily those of the editor or SMRP.
Back Issues: The current issue and back issues of SMRP Solutions can be downloaded from the library area of the SMRP Web site. Original versions of the
current issue and some back issues of Solutions 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, 1100 Johnson Ferry Road, Suite 300, Atlanta, GA 30342, 800-950-7354, Fax: 404-252-0774
E-mail: info@smrp.org.
This publication was printed on 30% post-consumer recycled fiber.

2013 SMRP From the Chair
Officers & Directors
Chair
Shon Isenhour, CMRP
GPAllied
Getting Involved
sisenhour@gpallied.com
843-810-4446 With SMRP
By shon Isenhour, CMRP
Immediate Past Chair,
Advisory Committee
Stan Moore, CMRP
Carpenter Technology
I
msmoore@cartech.com t is one thing to join the Society of Maintenance and Reliability Professionals, it is
256-301-8052 entirely something else to be involved. When you join you get some great benefits like
a huge network of M&R professionals, Solutions magazine, SmartBrief, discounts on the
Vice Chair conference, and access to a chapter in your local area, to name just a few. But when you
Nick Roberts, CMRP
get involved with the organization is when you see what it can really do for you.
DuPont
Here are just five of the benefits that are available to those who are “involved” in
nick.l.roberts@usa.dupont.com
SMRP:
304-863-4144
Treasurer 1. Extreme growth within your personal network. You have the opportunity to meet the
Craig Seibold, CMRP legends of the reliability world and other folks just like you and me who are just trying
Newmont to live reliably. In the end, we learn and draw inspirations from both groups. Your
craig.seibold@newmont.com network becomes a tool that you can tap into for support when you need it.
303-837-6193
2. Share your challenges, get advice, and gain knowledge. Knowledge is constantly
Secretary being exchanged within SMRP with almost every contact. I have gained knowledge
Bob Kazar, CMRP from other committees, SIGs (Special Interest Groups), and chapter members. Other
Owens Corning
opportunities include annual conferences, workshops, and plant tours, not to mention
bob.kazar@owenscorning.com
the content of the Body of Knowledge. There are always questions that you would love
740.321.7389
to throw out there for comment, and SMRP has many forums to do just that. You can
get the answers you need for the questions you face in nearly real time.
Certification & Standards
Director
Joe Grande, CMRP 3. Hone your leadership and organizational skills as a chair or director. When you
Fluor Corporation become a leader within SMRP you can continue to practice and refine your leadership
joe.grande@fluor.com skills and pick up new traits from other masters in the interesting volunteer world.
864-517-3314 Nowhere in my professional life have I seen so many great leaders to observe and
learn from in one place.
Body of Knowledge Director
Bruce Hawkins, CMRP 4. Opportunity to change your perspective. When you see the reliability success, chal-
Management Resources Group, Inc.
lenges, and the data from others, you get the chance to tweak your perspective on
hawkinsb@mrgsolutions.com
reliability and even manufacturing as a whole. These opportunities may come from
843-670-6435
the Body of Knowledge documentation, conversation with a vendor, or the Metrics
Compendium. But when you see them you realize this is not the way you thought it to
Education Director
Jay Padesky, CMRP be. If your perspective on reliability and business does not change from time to time
US Gypsum, Inc. then it may become stale, dated, and not as profitable as it could be. Get involved to
jpadesky@usg.com join the discussions that lead to enlightenment.
312-436-4463
5. Feel the accomplishment of giving back to the Maintenance and Reliability commu-
Member Services Director nity and working with a group that is getting things done. Isn’t it great to participate
Edward Foster, CMRP in something where you can see the fruits of your labor and you know that they will
The Mundy Companies
benefit all that come in contact with them?
edfoster@mundycos.com
281-530-8711
There are many areas that the benefits of being involved manifest themselves and
these are but a few. If you are a member but really would rather be “involved” please
Outreach Director
Howard Penrose, CMRP
contact us at info@smrp.org and let us know where your interests lie and we will get
Dreisilker Electrical Motors you plugged in.
hpenrose@dreisilker.com
630-469-7510
2 SMRP Solutions February 2013 | Volume 8, Issue 1

Save the Date 2013
October 14-16, 2013

Indiana Convention Center
Westin Indianapolis • Hyatt Indianapolis
Educate. Equip. Excel.
Fostering Change
Aging Workforce
Thinkstock.com

L
et’s be honest, no one really likes change. Change is a
force that pulls us out of what is comforting and familiar.
Change conjures an emotional response with feelings
of vulnerability, fear, and anxiety. Change can also be
painstakingly difficult, but it endures as an essential
element for growth. Change is a fundamental rule of life, by which we
adapt to new environments and grow through experience. Our experi-
ence, however, can overshadow the demand for change. Experience
provides us with a confidence and satisfaction with our past success.
We are emboldened by our knowledge, which nurtures familiarity with
our abilities. Experience then becomes a driver of complacency and
an obstruction to change. This is an inner conflict that many of us
battle not only in our personal, but also in our professional lives as well.
This is also a challenge that every company must confront, as
they fight to remain competitive in a rapidly changing global economy.
While some companies experience immediate success with change ini-
tiatives, most struggle to gain any traction toward their desired state.
Anywhere between 50 and 80 percent of change initiatives in Fortune
1000 companies fail.1 A change initiative is quite possibly the most
difficult action a company can undertake. This is especially true for
in an
modern manufacturing companies who must abandon antiquated
methods and discover efficiency in new processes and technology.
While a new direction may evolve effortlessly, getting the entire work-
force to buy-in becomes increasingly difficult, as a greater amount of
experience in the industry can impede movement.
Experience and the struggle to change

According to the Bureau of Labor Statistics, approximately 20.4% of
By: Vincent F. Lombardy the manufacturing workforce is over the age of 55.2 With retirement
just outside of their grasp, they command just over 1 in 5 manu-
facturing jobs in the United States. Riding on their coattails are
the 45 to 54 year-olds who assume 28.4% of the workforce.3 That
means almost half of U.S. manufacturing jobs are filled by men and
women who have potentially been in the workforce for over 20 years.
Companies, therefore, have retained a vast amount of experience and
knowledge that is instrumental to success in their respective mar-
kets. However, companies have also inherited a number of cultural
standards and norms that have been established over several decades,
which dictate how they plan for the future. In your own search for
efficiency, you may be familiar with the phrase, “But, this is how we
have always done it.” This phrase is the scourge of innovators and
pioneers. This phrase is also the antithesis to change.
February 2013 | Volume 8, Issue 1 SMRP Solutions 5

Fostering Change in an Aging Workforce
Organizational change but ultimately dropped the technology for fear of damaging their
is nothing new and really photographic film market.
becomes cyclical as new Kodak grew so complacent with photographic film that they
generations enter the work- could not fathom a world without it and put very little effort into
force. One challenge that a digital strategy. In the late 1990s, Sony and other electronic
modern organizations face companies would lay the groundwork for a digital revolution.
today is the diversity of age Kodak eventually recognized their error and rushed to produce a
within the ranks. Americans digital product line to compete in the emerging market. By 2005,
are now living longer and, Kodak ranked No. 1 in the U.S. in digital camera sales.6 However,
in turn, working longer. despite the success experienced in the digital division, the decline
Coupled with the onset of the in photographic film resulted in devastating profits. Eventually,
recent recession, many have Kodak would be underpriced by their Asian competitors, who
been forced to remain in the could produce these commodities at a much cheaper rate. By
workforce despite their 2010, Kodak held a meager 7 percent market share, ranking sev-
eligibility for retirement. We enth place behind Canon, Sony, Nikon, and others.7
are experiencing a unique So, how is Kodak’s struggles associated with an aging work-
transformation in the very force? Like many companies, Kodak’s leadership simply under-
makeup of the American estimated the potential impact of their own established legacy
workforce, as companies must culture, or, in other words, the status quo. They did not see what
adapt to a multi-generational truly existed and pursued a deficient strategy. When leaders lack an
approach to leading and acute awareness and do not know what to do, they revert to what
managing their organizations. has worked for them in the past, even when that course of action
This requires leaders to falls short of market demands.8 Black and Gregersen explain,
recognize and understand “Fundamentally, we fail to see because we are blinded by the light
the barriers that immobi- of what we already see.”9 This is the fatal flaw of experience.
lize innovation. Resistance Throughout life we encounter success on many different levels.
to change is the gateway to These levels of success become frozen in time and are etched
reduced market share, as into our own personal window of experience. We look through
the survivability of the this window toward the future, but are often reminded of our
company is degraded by its past. Our experience then becomes something tangible and can
inability to adapt. dictate how we plan, act, and grow. The same applies to compa-
An aging workforce creates nies. All too often, leaders find themselves reaching a nullifying
a cultural legacy that becomes embedded into the organiza- level of content with what their organizations have accomplished.
tion. While the aging workforce has helped to establish the It becomes more difficult to look through the window toward the
values of the company, their experience can inadvertently cause future, as past success obscures the company’s vision. Reaching
a cultural lag, where the past dominant cultural patterns are that point brings an air of complacency that extinguishes the
inconsistent with new organizational demands and innovations.4 competitive edge and encourages comfort with the status quo.
Furthermore, unfamiliarity with these innovations slows the Employees become satisfied with their capabilities and cur-
process of change and drives employees to rely on what was suc- rent skill set. The drive for innovation also falls to the desire to
cessful for them in the past. J. Stewart Black and Hal Gregersen maintain the current levels of success. This is the demise of legacy
describe this regression as a retreat to the “mental maps” that manufacturing, which yields to more efficient, innovative, and
exist within each of us.5 This regression is inherent to the leaner companies.
human condition and reveals the contentment we build in
our own cognition. We celebrate past success and, in the face Laying the framework for change
of adversity, rely on our experience to carry us across the A company’s vision is the most important declaration in laying
finish line. the framework for growth and improvement. Without it, they are
forced to rely on their past achievements, which in many cases
Falling behind are not a prescription for innovation. Visionless companies find
This phenomenon is no different in the manufacturing industry, themselves in a transformative effort that can easily collapse into
where a reliance on past success overshadows the demand for projects and people that go in the wrong direction or nowhere at
change. Such was the case for Eastman Kodak, who at one time all.10 These companies then struggle in obscurity. The vision
was the most dominant company in the photographic film indus- allows leaders to prepare for a future that will experience change
try. The reason for their decline stems from an overt complacency in many shapes and forms, which then becomes palatable to the
of past achievements. Their success with photographic film workforce.
produced a strategy that did not predict a sudden rise in competi- Preparing for change must not only come with the ability to
tion, revolutionary innovations, and groundbreaking technology. take risks, but also possessing an intense passion to bring the
In fact, Kodak was one of the pioneering companies to go digital, vision to life.11 Leaders are the de facto champions for change

Fostering Change in an Aging Workforce
in any organization. The propensity to change is advocated by While change often

leaders through varying degrees of authority and interaction with becomes a tenuous
others. Change then occurs in the context of these relationships. struggle, this article is
This interplay sets the tone for change, dictates the ability to intended to initiate a
achieve the vision and the ultimate acceptance by the workforce. dialogue within our
The organizational culture, however, can eclipse the future organizations. Only
by strong symbols of past experience. Leadership must be able through a deeper
to balance the heritage and traditions of past success with the understanding of how
strategic vision of the future. Therefore, change must be effec- change affects us emo-
tively communicated to the workforce in order for them to embrace tionally can we begin
a new, and sometimes intimidating, future. These components to condition ourselves
are dependent upon each other to develop a stronger organiza- and our organizations
tional culture. Since culture is the substance of the organization, to embrace the future.
change must be fostered through its underlying values. Past, We must not let our own
present, and future must function harmoniously in order for com- experience overshadow
panies to remain on the leading edge of innovation. For American the demand to change.
manufacturing, this is more important than ever, as innovation As passionate advocates
and technology are borderless in this global economy. for our companies’
vision, we become in-
Enduring resistance to a new path valuable assets that
Again, “But, this is how we have always done it.” This phrase will help drive a productive
surface countless times during the change initiative, and reveals future. Harnessing the
an emotional bond to past experience that undermines the vision ability to change will
for the future. This resistance is caused by a variety of reasons. ensure that American
In order to move forward, the vulnerability, fear, and anxiety must manufacturing remains
be addressed on a subjective level. Leaders must communicate a pioneer in an ever-
clearly by: changing industry.
Effectively describing the benefits that change will bring.
The change must become a concrete value at the individual
Vince Lombardy is
level.
a Senior Training
Reassuring the workforce that sufficient training and
Specialist with
preparation will be provided for adaptation to the changes.
They must understand that they are integral to the future of Jacobs Technology at NASA’s Michoud Assembly Facility in
the organization. New Orleans, La.
Managing resistance by addressing the underlying fear.
1. Paul Strebel, “Why do employees resist change?,” Harvard Business Review
Foster the feelings that facilitate change rather than prevent it. (May – June 1996), 86-92.
Gaining buy-in can be a persistent battle of tug-of-war. The
2. “Labor Force Statistics from the Current Population Survey,” last modified
forces holding us to our past can, at times, be overwhelming. March 28, 2012, http://bls.gov/cps/industry_age.htm.
Magnify those forces over an entire workforce and the potential
3. See note 2 above.
for a mutiny can threaten the very survival of a company. Now, of
course, the suggestion of an actual mutiny is a bit melodramatic, 4. John Schermerhorn et al, Organizational Behavior (Hoboken: John Wiley &
but it speaks to the intensity of emotion that is present in times of Sons, Inc., 2011), 367.
change. Fear and panic come in waves of defiance, denial, and a 5. J. Stewart Black and Hal Gregersen, It starts with one: changing individuals
retreat to the status quo. Leaders bear the responsibility to allay changes organizations (New York: Prentice Hall, 2008), 3.
the hysteria by framing change in a rational and accessible way.
6. “Mistakes made on the road to innovation,” Business Week (November 6, 2006),
http://www.businessweek.com/stories/2006-11-26/
Becoming a light in the darkness mistakes-made-on-the-road-to-innovation.
Over the next decade, American manufacturing will, again, expe- 7. Ernest Scheyder and Liana Baker, “As Kodak struggles, Eastman Chemical
rience change at an increasingly rapid rate. New technology, thrives,” Reuters (December 24, 2011), http://www.reuters.com/article/2011/12/
24/us-eastman-kodak-idUSTRE7BN06B20111224.
emerging markets, and a global economic transformation will
require leaders to make shrewd decisions regarding the direction 8. Black and Gregersen, It starts with one, 3-4.
of their companies’ futures. Executives, managers, supervisors,
9. Ibid, 24.
administrators, specialists, and skilled trade workers alike will
rely heavily on their experience, but must also learn to embrace 10. John Kotter, Leading Change (Boston: Harvard Business Review Press,
1996), 7.
and adapt to change in the industry. American manufacturing
must carry the torch of their forefathers toward the unknown and 11. Mark Lipton, Guiding growth: how vision keeps companies on course (Boston:
Harvard Business School Press, 2003), 106.
persevere on the leading edge of innovation.

Determining the Optimum
Staffing Levels for a
Maintenance and Reliability
Department
By: Kate Kerrigan
M
anaging a maintenance budget can be a challenge for new managers, and those managers with
a fluctuating demand schedule. Often it feels like there is more work than the people on your
staff can complete. Yet on other days it may seem like planners are scrambling to find work for
all of the manpower available. Determining the right manning level for your maintenance and
reliability department is an important step in maintaining control of your costs and their drivers. There will
always be unique circumstances, depending on the overall duties of the department. However, a few simple
calculations can help you understand, relatively, if you have both the right manning level and the correct
skill sets in your department.
First, these calculations will go through
determining the ideal crew size based on Table 1: Assumptions
known repetitive workload. After determining
the ideal crew size, we will use the recom- A. Repetitive workload is known
mended organization staffing structure to a. Inspections, time-based replacements, condition-based routes
calculate the staff skills and levels needed b. Yearly workload of repetitive work has little variation
B. Skill sets are defined and analysis of headcount crew is performed by skill set
for the calculated crew size.
a. For example, unless machine repairmen and electricians are interchangeable
These calculations come with a range of
in your organization, determine the headcount for each skill set independently.
underlying assumptions as seen in Table 1. C. The vision of what percent of work should be repetitive
Adjust these assumptions based on your a. 30% is used in this calculation
actual operation. D. Work hours available for a man-year assumes these facts:
a. 8-hour shift
b. 2 weeks of vacation
c. 10 holidays per year
d. 2 weeks of safety and technical training per year
e. 1 hour of safety training and team meetings per week
f. 1 hour of instruction/paperwork/break time per day
g. 30 minutes of wasted time (travel, interruption, etc.)
8 SMRP Solutions February 2013 Volume 8, Issue 1

Step 1: Determine Repetitive Workload Table 2: Electrical Resource Repetitive Workload Example
To begin, determine the expected yearly repetitive workload for the crew.
Most Computerized Maintenance Management Systems (CMMS) can Resource (Text) Quantity Unit
report the load hours for repetitive work. This repetitive workload includes Electrical 4,760.50 Hours
inspections such as filters, fluid levels, contamination, or visual Electrical 7,220.00 Hours
condition; inspections like vibration analysis, wear measurements, Electrical 6,980.50 Hours
or infrared inspections; and time-based replacements, including
Electrical 5,933.00 Hours
Electrical 32,008.00 Hours
oil changes and equipment swap outs.

Repetitive workload is often labeled as Preventive Maintenance (PM}
Total 56,902.00 Hours
work in a CMMS.
Figure 1: Breakdown of Ideal Wordload
% of Total Workload
Step 2: Determine Desired Percent of Work That Is
10%
Break In Repetitive
Next, determine from your vision or goal statement what
percentage of work from the overall workload consti-
10% tutes this repetitive work. Best-in-class organizations
Continuous
50% are defined as having 80% of their workload come from
Improvement
Driven from repetitive work, and the planned repair work derived from
Repetitive this repetitive workload. Ideally, 30% of the workload is
from repetitive work, 50% from the planned work derived
from repetitive work, 10% of work is continuous improve-
ment work determined from Root Cause Analysis (RCA)
or other continuous improvement activities, and the last
30% 10% (or less) of the workload is from emergency or break-
Repetitive in work. For this example, we used 30% as shown in the
assumptions in Table 1.
Table 3: Calculation of Available Man-Hours
Step 3: Determine Hours Available in a Man-Year Weeks/Year Hours/Day

Determine how many hours of work you can reasonably 52 Calendar 8 Straight time
expect from each crew member. Shift schedule, training, -4 Average vacation/sick/holiday -1 Lunch/break/transition
meetings, vacation, and breaks are all variables. For -2 Training -0.5 Waste
this exercise, we will use the assumptions listed in Table 1. -1 Team meetings
6.5 Available hours/day
45 Weeks of work/man
Thinkstock.com
Man-Year Available Hours

32.5 Hours/week available
1462.5 Hours/man/year

Determining the Optimum Staf fing Levels for a Maintenance and Reliability Depar tment
Step 4: Calculate Ideal Manpower Level

To begin, calculate the total hours of work with the following equation:
Hours Repetitive Work x Percent Total Workload That Is Repetitive = Total Hours
Therefore, using the electrical resource repetitive workload example from Table 2, the total hours are:
56,902 ÷ 30% = 189,673
Next, you will use the total hours of work to calculate the level of manpower needed:
Total Hours ÷ Hours Per Man-Year = Manpower Level
So, pulling the total hours previously calculated and the available man-hours from Table 3, the level of Electrician manpower for
this example is:
189,673 ÷ 1462.5 = 130
By understanding that 130 Electricians is the ideal manning level for this organization, it is easier to make budgeting and actual
head count decisions. In order to make the ideal workload balance (Figure 1) work on a consistent and predictable basis, the 130
Electricians must be supported by a right-sized reliability management team.
Step 5: Determine Ideal Staff Level to Support Crew structure for the small plant suggests having one half of a
The ideal staff level depends on the crew size. Figures 2 and 3 Reliability Engineer coupled with one half of a Maintenance
depict recommended organizational structures for a very large and Engineer. It is necessary to split roles at smaller staffing levels,
small plant. There are corresponding organizational charts for but not recommended at larger staffing levels. When calculat-
various sizes of organizations. ing the support staff for larger organizations, it is recommend
As shown in Table 4, these ideal reliability staff level to truncate (or round down) to the nearest whole person. As in
organization charts can be translated into a mathematical everything, common sense needs to be used when determining the
matrix of ideal staff level given a known craftsmen level. proper staff and skill set of that staff.
Note that one person can function as more than one skill set. For the final step in our calculations, determine the ideal staff
So, it can make sense to have two one-half staff members, as support level for this example by plugging our 130 Electricians
shown in the small plant levels in Table 4. The recommended from Step 4 into the support matrix (Table 4). These ratio
Figure 2: Ideal Reliability Staff Level for a Very Large Plant (>100 Craftsmen)

Determining the Optimum Staf fing Levels for a Maintenance and Reliability Depar tment
Figure 3: Ideal Reliability Staff Level for a Small Plant (>15 Craftsmen)
calculations and rounding down to the nearest whole person

yields the support organization of 31 people shown in Table 5.
Table 4: Ideal Staff Level by Craftsmen Supported Matrix
Crew to Crew to Yes > 50 35:1 15:1 > 50 > 50 20:1 35:1 > 15 30:1
Support Ratio
Support
Plant Craftsmen Reliability Reliability Reliability Planner Scheduler Maintenance Maintenance Maintenance MRO Manager/ Material
Size to Support Leader Manager Engineer Manager Supervisor Engineer Supervisor Specialists
Very > 100 1 1 >3 >6 1 1 >5 >3 1 >3
Large
Large 50-100 1 1 1-3 3-6 1 1 3-6 1-3 1 2-3
Medium 15-49 1 0 1 1-3 0 0 1-3 1 1 1-3
Small < 15 1 0 0.5 1 0 0 1 0.5 0 1
Table 5: Ideal Support Structure for 130 Crew Members
Craftsmen Reliability Reliability Reliability Planner Scheduler Maintenance Maintenance Maintenance MRO Manager/ Material
to Support Leader Manager Engineer Manager Supervisor Engineer Supervisor Specialists
130 1 1 3 8 2 1 7 3 1 4
Moving Forward
These calculations need to be balanced with other business constraints; however, they provide a baseline against
which to make informed decisions.
The labor portion of most maintenance budgets constitutes half or more of the overall spend. By understand-
ing the ideal labor requirements to support the organization, the budget and management of it can be put into
perspective. These calculations can also be used to understand what the base workload is for the organization
and what is cyclical or spike load. It is easier to make insourcing, outsourcing, and temporary labor decisions
when ideal crew and staff levels have been calculated. Right sizing the organization is a strategic balance of
overall vision, ideal manning calculations, common sense, and available budget.
Kate Kerrigan is an experienced Maintenance and Reliability Leader for GPAllied.

She has been on the Association of Facilities Engineers (AFE) governing board, AFE
Foundation, and AFE Maintenance Council, and is a Certified Plant Maintenance
Manager (CPMM). Kate specializes in maintenance and reliability management
and has in-depth experience implementing Total Productive Maintenance
(TPM) and Lean Manufacturing.

Operational
Excellence and
Improved Reliability
By: paul cronin
T
he real improvement in plant performance occurs when
operational excellence programs are integrated with
reliability programs and are built around each asset. In
many companies, reliability is a stand-alone engineering
or maintenance program that only indirectly involves op-
erations. Operational excellence programs only focus on
operations. Safety and environmental programs are also separate.
To achieve true excellence, operations, maintenance, and reliability,
programs must focus on assets and be integrated with safety and
environmental programs.
Assets are installed to increase profitability, but asset reliabil-
ity problems can negatively impact those profits between excessive
maintenance costs and down time that results in lost production
and lost revenue. Assets can also be the source of significant, yet
costly safety and environmental incidents. Companies set goals
focused on safety, environmental compliance, production, and
profitability, and implement expansive (and expensive) programs to
achieve those goals. Unfortunately, such programs are usually not
integrated and only address specific problem areas, so they fail to
reach their full potential.
A number of studies have shown a correlation between reli-
ability and safety performance. Environmental performance is
also generally associated with reliability, yet companies approach
reliability, safety, environmental, and operational performance as
separate initiatives with separate champions. Top-down safety,
environmental, and operational excellence programs have great
value, but treat all assets the same. Top-down initiatives usually
favor broad brush programs, such as general operator training,
overall company safety standards, and environmental regulatory
compliance. They do not get far enough into the difference in asset
details to truly understand how individual assets contribute to
production, safety, and environmental problems. Many plants use

Reliability-centered maintenance
programs go into detail on the
selected assets, but frequently
neglect to address safety aspects
and ignore many problems induced
by people.
problems first and allows this effort to be divided into manageable

pieces. This approach requires a team of engineers, operators,
maintenance, technicians, and safety and environmental profes-
sionals. As with any team, it is critical to select good people and
follow good project management procedures.
Beginning: Proper identification of the plant’s critical assets is

the first step. The criticality ranking must take into account
a “system owner” approach, but this method frequently results in production, safety, environmental risk, quality, and cost. The
one person tracking asset documentation and trying to keep the asset may be a single piece of equipment, such as a pump, or if it
equipment operating; it does not offer the power of a team focused is logical to view it as a small system, the asset can include the
comprehensively on the most critical asset. associated piping and controls. The most critical asset is selected
Over the past 25 years, MRG has found that in many com- and will be the focus of the plant team.
panies the reliability-centered maintenance (RCM) effort is a The next step is to review asset name consistency across
stand-alone engineering or maintenance program that only different systems. Often there is inconsistency in asset names
indirectly involves operations. Reliability-centered maintenance and descriptions across operations, maintenance, the CMMS/
programs go into detail on the selected assets, but frequently EAM system, I&E calibration sheets, the predictive maintenance
neglect to address safety aspects and ignore many problems software, the DCS system, engineering, and the financial system.
induced by people. They consider human-caused problems at the While the team may not be able to change all the naming
component level, but do not address the wide variation in operator conventions, they need to understand the terms and link them
and maintenance skill and qualifications. Operational excellence together to get a true picture of asset performance and
programs focus on operations only. Safety and environmental pro- functionality.
grams are also separate, yet people get hurt around assets. Assets
contribute to environmental issues and need to work correctly for
production. Plant improvement programs should be viewed as one
program. Operations and maintenance programs need to be asset-
based and integrate with safety and environmental programs to
Proper
achieve true excellence.
Many plants perform an asset criticality ranking and use it identification of
to develop a reliability program. There are significant benefits the plant’s critical
that can be realized by simultaneously using the asset critical-
ity ranking to develop the appropriate safety, environmental, and
assets is the
operational improvements. first step.
MRG recommends approaching the problem from the asset
perspective, using criticality as a prioritization tool, and develop-
ing the underlying elements that are required for all higher-level
programs to achieve success. This approach encourages the use of
the many well thought-out techniques from common safety, envi-
ronmental, maintenance and reliability, and production programs.
The programs have great elements, and will help improve the
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plant. The only difference is that these techniques are used from
the asset up.
Using asset criticality ranking addresses the most significant

?
There are some basic
questions the team
needs to answer
about an asset.
There are some basic questions the team needs to answer issues? Is there enough misalignment of the suction piping that
about an asset. was pulled into place during construction? Is the base constructed
Are we operating the equipment the way it was designed? properly? Is the piping design adequate? These problems must be
Was it built properly? addressed before reliability goals can be met.
Was it installed properly?
Do we maintain it properly? Operations: A new driver would not normally be allowed to
Do we have appropriate spare parts, and are they stored take the wheel of an expensive sports car without reviewing the
properly? operating instructions. Yet, we typically give operators an overall
Is it clean, and is area lighting adequate for proper training program without ensuring that the operator fully under-
inspection and servicing? stands how the asset is intended to function. Does the facility
have specific startup, shutdown, and routine operating proce-
Design and Documentation Review: This step includes finding dures for this asset? Are operators trained to those asset-specific
the drawings and manuals, and updating them as needed to accu- procedures, and is there a way to ensure the operator meets quali-
rately reflect what is installed. The same accurate drawings and fication standards? Are the qualifications documented?
manuals should be readily accessible by operations, maintenance, This includes both floor operators and remote control-room
and engineering. An asset may have been built for one purpose, operators. Are the operators qualified to the procedure? Are the
and over time its use has changed to meet current needs. A classic people operating this particular asset qualified for the asset?
example is a critical pump that was designed to be base loaded, Are proper operating procedures in writing? Are the proce-
operating at the best efficiency point on the pump curve at full dures proactive and well thought out? Do they make sense to
output, but that is now operating at a different point on the curve the operator, and have they been implemented? Are the instru-
due to system changes. At the time of the purchase, the pump mentation, controls, and monitoring devices correct and working
was the right choice, but it may now have reliability problems due properly? Does this give the remote operator a full understanding
to other system changes. Without this knowledge, how can the of the asset’s operating performance?
pump be kept reliable? The system must be reviewed to determine
if changes can be made. Generally, the plant will have to live with Maintenance: Are maintenance personnel qualified to work on
the existing pump, but this is the time for the team to find ways to this equipment, and are there maintenance standards that must
minimize the risk to the pump. Once the team knows the actual be followed? Does the entire maintenance department practice
pump operation, other components on this asset can be examined precision maintenance standards? While there can be depart-
for their suitability, including the motor, piping components, and ment-wide standards and procedures, such as tightening a flange
instrumentation. or alignment criteria, they must be reviewed for applicability for
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The team should then review the construction and instal- this most critical asset.
lation of the asset, if possible. Based on the asset’s history and Are precision maintenance procedures always used on this
team experience, was it installed properly? Are there performance asset? Are these procedures documented and asset specific? Are

the maintenance personnel qualified to the procedure? and maintenance have been developed, and the process for design
Does the EAM/CMMS have a complete asset description, review and updating asset naming and hierarchy has been imple-
complete bill of materials, work plans, work order history, lockout/ mented. Safety and environmental professionals have already
tagout information, MSDS, job safety analysis, and access to committed support to the project. As you build out your program,
drawings and technical manuals? one asset at a time based upon criticality ranking, you will find
This is the time to look at spare parts, both in the storeroom common areas to improve across the facility.
and on the list for direct purchases. Is the spare parts inven-
tory based on a reliability-centered maintenance analysis and Implementation of this approach based on asset criticality
an analysis of inventory needs, or is it based on original OEM in conjunction with existing programs will improve plant perfor-
recommendations? Does the actual inventory match the inventory mance in all areas.
records? Is the inventory stored properly?
Lubrication: Is there a specific lubrication program for this asset?

Paul Cronin is a seasoned professional with experience in
Are the lubricants used adequate for the operating conditions, power generation management and reliability consulting.
and are the right quantities applied at the right frequency? Are He directed a portfolio of 17 power plants, including com-
ultrasonics used for greasing? Is oil kept in clean stored contain- bined cycle, combustion turbine, biomass, and coal. He also
ers for transport, and are there specific procedures for adding oil
served as a plant manager for a six-unit coal plant, after
where needed?
previously serving as operations manager and 14 years
Asset Health Monitoring: Is there an effective asset health

as a maintenance and technical manager. Paul has pro-
monitoring program in place? This must include continuous moni- vided consulting services on power plant reliability and
toring, alarms, predictive maintenance techniques, and testing performance issues, including development of KPIs and
where appropriate. If multiple technologies are employed on the benchmarks, EAM system evaluation, program review,
asset, does anyone look at the results in an integrated manner?
facilitating RCA and FMECA analysis and developing plan
specific cost effective improvement recommendations.
Safety: Are there proper safety procedures in writing? Do they
fully comply with OSHA and other regulatory requirements? Are
these procedures proactive and well thought out? Do they make
sense to the employees, and have they been implemented? Many
safety procedures have been written after a failure and were
developed to prevent that failure from ever happening again. While
Perform a Reliability Centered
this is an improvement, the safety procedure development must Maintenance Analysis of the
include a what-else-could-go-wrong approach. The team must
review the safety component of the criticality ranking for the asset
asset to ensure your asset
and determine if they have addressed the safety risk. management
Environmental: Are there proper environmental procedures in
plan is
writing? In addition to compliance with regulatory requirements, complete.
are procedures proactive and well thought out? Do they make
sense to employees, and have they been implemented? The team
must review the environmental component of the criticality rank-
ing for the asset and determine if they have addressed the safety
risk.
Integration: The team should then assess how well the asset
management program for this asset compares to company safety
and environmental programs. This is an excellent opportunity to
find any gaps in the management of this asset and to strengthen
the program. If there are conflicts between the management of
this asset and the safety program, these must be appropriately
resolved. Plant employees can never be caught between two
programs.
Finally, perform a Reliability Centered Maintenance Analysis
of the asset to ensure your asset management plan is complete.
Conclusion: The asset management plan for the second most

critical asset will be easier. Standards of excellence in operations

Body of Knowledge (BOK) Corner
Benchmark Committee Update

BY: Michael raible, benchmarking committee chair
T he Benchmark Committee within the Body of Knowledge

Directorate is responsible for developing and encouraging a
benchmarking paradigm which benefits the M&R Community. In
performance, utilization of Process Reliability metrics
(OEE, Availability, and Process Uptime), and the degree of
implemented maintenance management work practices;
the SMRP social media discussion groups, there are many questions Equipment Reliability – Identifies equipment downtime,
related to measuring key performance (Maintenance Effectiveness, an organization’s use of plant equipment metrics (MTBF,
MTBF, OEE, Craft Utilization, etc.). Fortunately, SMRP, through MTTR, MTBM, MTTF, etc.), and application of predictive
the Best Practices Committee, has developed industry standardized maintenance technologies and practices;
metrics which provide clear definitions and consistent methods Organization and Leadership – Classifies the level of craft
for collecting the data and calculating a measure of performance. skills and their effectiveness and assesses organizational
These measures can then aid an organization in improving its stability and the use of established training programs,
M&R practices. However, measuring self-performance limits one’s organizational stability, and emphasis on maintenance and
ability to determine if Reliability and Maintainability programs reliability related certifications and licenses; and
and investments are appropriate and effective. Benchmarking can Work Management – Gauges an organization’s work culture
aid in determining if your performance and investment, relative (a reactive vs. proactive culture), the effectiveness of planning
to your peers, is at an effective level. An effective benchmarking and scheduling processes, and management of inventory.
tool allows one to measure performance consistently, make valid In addition to understanding the utilization of M&R practices,
comparisons, and establish achievable goals for improvement. the survey also captures general background information and
Over the past several years, the volunteers of the Benchmarking maintenance operation demographic including:
Committee have actively worked to develop a database of quantifiable Geographic Location;
metrics that will assist our membership in establishing rational Industry sector as classified according to the NAICS coding
and attainable performance goals as they search for the best system as defined by the U.S. Census Bureau;
practices which will lead to superior performance. The committee Site Structure (Multiple Facilities, Global, Regional, Single
determined that a survey consisting of questions which gathered Facility, Integrated plants, etc.)
both quantitative and qualitative data around maintenance and Workforce composition;
reliability practices would provide the appropriate foundation. Age of production/utility/facility equipment; and
Initial efforts were on the development of a survey for Maintenance Market conditions experienced for the time period data is
of Production Equipment. The scope for this survey included: submitted.
Maintenance of production equipment The final survey includes 54 maintenance and reliability ques-
Maintenance of facilities and utilities tions and 300 data elements. Initially, the committee identified 30
Maintenance activities metrics and included questions to collect the qualitative data nec-
Operations maintenance activities essary for each measure. The metrics as aligned with the BOK are:
Reliability and related activities Business and Management
Assessment / reporting of performance Total Maintenance Cost as a Percent of Replacement
The survey questions, as most SMRP committee publications, Asset Value (RAV)
are centered on the 5 pillars of the Body of Knowledge (BOK) and Ratio of RAV to Craft Wage Headcount
strive to achieve the following: Stocked MRO Inventory Value as a Percent of RAV
Manufacturing Process Reliability
List Time Incident Rate
OSHA Recordable Rate
Fatalities
First Aids
Environmental Citations
Equipment Reliability
Total Downtime
Scheduled Downtime
Business and Management – Gauges an organization’s use Unscheduled Downtime
of KPIs, Goals and initiatives to measure performance;
Manufacturing Process Reliability – Focused on Safety continued on page 18

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Body of Knowledge (BOK) Corner continued from page 16
Organization and Leadership expectations have been exceeded, with global interest from compa-
Maintenance Training Hours - % of Number of nies located in Australia, Canada, South America, Great Britain,
Maintenance Employees Europe, Asia, Southeast Asia, South Africa, Israel, India, as
Percent Rework well as the United States. These companies represent industries
Craft – Annual Attrition Rate as varied as the SMRP member companies (aerospace, agricul-
Work Management ture, automotive, chemicals, construction, food, metals, mining,
Percent Reactive Work paper, power, public utilities, refining, product research), as well
Supervisor to Craft Ratio as maintenance and reliability consultants supporting these
Planner to Craft Ratio industries. Currently, we have 14 completed surveys. Another 34
Overtime Maintenance Hours - % of Total Maintenance surveys are partially complete. An additional 14 companies have
Labor Hours completed the background/demographic section of the survey and
Corrective Maintenance Cost - % of Total Maintenance Cost have begun collecting data for the survey questions.
Corrective Work - % of Planned Work The power of any benchmarking tool is its reporting capabilities.
Preventative Maintenance Cost - % of Total The reporting tool managed by Gallup, Inc., is a subscription-based
Maintenance Cost service which allows access for unlimited reports and data searches.
Preventative Maintenance Hours - % of Total It is available to both participants who submitted data as well as
Maintenance Labor Hours those who do not submit data. SMRP has established subscription
Predictive not including Corrective Work from PdM - % rate levels for both data entry participants as well as participants
of Planned Work who only wish to access the reports. Also, SMRP has subscription
Condition Based Maintenance Costs - % of Total rate discounts for SMRP members. The evergreen format of the
Maintenance Cost survey allows subscribers to monitor performance all year long.
Maintenance Shutdown Costs - % of Total The reporting capability will be rolled out in the first half of 2013.
Maintenance Cost For the 30 Best Practice Metrics, the reports will provide a com-
Planned Work parison of company performance against the bottom, median and
Unplanned Work top quartile performers based on peer industry, geographic region,
Preventative, not including Corrective Work from or other criteria selected by the subscriber. The report will also
PM – % of Planned Work provide an indication of the level of utilization of M&R practices.
Continuous Improvement Work Percentage The committee believes this Benchmarking Portal is a must
Inactive Stock have tool in any M&R toolbox and will help any organization take
All data collected is blinded and normalized so participants the next step toward M&R excellence.
will not be able to identify any individual site or company. The As SMRP establishes this survey as a key tool in the SMRP
survey is designed to provide value for a full range of operations arsenal, the committee continues to improve it and the bench-
– from small plant operations to multinational corporations and marking program. Future projects planned for 2013 include:
consulting organizations of any size. Alignment of glossary terms between the Benchmarking
This effort has culminated in a database now available to Survey and the Best Practice Metrics;
maintenance and reliability professionals through SMRP’s new Development of a Facilities survey focused on M&R prac-
tool, BenchMaRX, The Benchmarking Portal for Maintenance and tices and the needs of non-production equipment facilities;
Reliability Excellence. The survey is available as an automated Incorporation of the new Best Practices Metrics Target
online tool via the SMRP website: smrpbenchmarx.gallup.com. Values into the benchmarking reporting; and
Partnering with SMRP to provide the automated survey is Gallup, Inc., A review of new Best Practice Metrics added to the BOK
a well-known and respected company delivering forward-thinking since the survey metrics were defined.
research, analytics, and advice to help leaders solve their most I am fortunate to have a very active and passionate group of
pressing problems. Gallup provides the information system struc- volunteers involved with this work. I would like to recognize
ture with a secure online environment (Gallup security policies Laura Keane, Product & Business Development Manager for SMRP
comply with state, federal and international privacy regulations) who provides project management support for the committee and
accessible 24/7 365 days per year. Gallup also provided an intuitive who has provided invaluable help to me in keeping the committee
online data entry interface which allows data entry to be saved as on track. Also, I want to recognize Kris Goly, my Benchmark
the survey is filled out, allowing companies to enter data as it is Committee co-chair, who has provided great insights on bench-
collected rather than waiting for the data collection to be complete marking needs as well as assisted with my transition into this new
prior to entry. position. Lastly, an appreciative thank you to all of the commit-
A key feature of this survey is that entering data into the tee volunteers; whom without your involvement, we could not
database is free. Data entry participants are identified when have completed this BenchMaRX survey tool. We do continue to
registering their companies and sites into the database. The need additional volunteers to participate in the important and
system has the ability to track single owner-multiple sites which rewarding work for our M&R community. If you are interested in
will permit site vs. site benchmarking as well as company vs. peer becoming involved, please contact us at info@smrp.org.
benchmarking. Since the survey went live in August, SMRP’s

from the exam team
Gearing Up: The Chapter

Question Writing Contest
By Terry Harris, CMRP, Exam director, smrpco
and Jeff Copley, CMRP
T he Question Writing Contest for the

chapters is under way and excellent
questions are coming in already. There are
question and just go with it! AVOID THAT
TEMPTATION AT ALL COSTS! By read-
ing through the referenced document, you

c. null distractor
d. fill-in-the-blank
(Note that the answers are not capital-
some chapters who want the $1,000 prize not only have the entire context, but you ized and contain no punctuation.)
at the next conference. We will also be pay- will also have gained the knowledge that 2. This is an example of an
ing the chapters $10 per question just for you can now apply in the workplace. Once open-ended:
their efforts if they don’t win; something we you’ve applied it in the workplace, any a. phrase.
haven’t done in the past. question you would write would not only b. chapter.
Don’t forget the CMRT exam and ques- have a knowledge comprehension compo- c. sentence.
tions. These questions are based on the nent, but it would have what we are really d. paragraph.
maintenance technician level skills, so the seeking to certify and that is competent (Note the use of the colon to end the
questions from this area are unlimited. application of the principal. stem, and the answers are not capitalized,
The four performance domains are: Here are a couple of examples of good but DO contain punctuation to complete
1. Maintenance Practices question structure: the statement.)
2. Preventive and Predictive Practices 1. This is an example of a Next issue we’ll look at some more “Do’s
3. Troubleshooting and Analysis question. & Don’ts” for question content. Until then,
4. Corrective Maintenance a. bona fide happy writing!
In a future issue, I will break down b. literal answer
these domains further and may reference
some types of books that can be used
for questions. We are also paying $10
We will also pay

per question for questions we receive
for the CMRT. You must submit at least
the chapters $10

three questions to qualify for the rewards
program.
per question just

Jeff Copley gave some question writing
tips in the December issue of Solutions
for their efforts

magazine. Below is Jeff’s second set of
question writing tips from his three-part
if they don’t win!

article.
In the last issue, we looked at ques-
tion structure. This time let’s look at how
to select the material for a question. When
selecting the material for your questions,
be sure to “ask” it in the context of the sub-
ject you wish to evaluate. Too often when
the examination team reviews a potential
question, they are simply a sentence taken
from the middle of a thought or theme in
the reference and do not even ask a rele-
vant question regarding the content of the
area of the reference.
Be sure to read and understand any
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reference document you use. It is really

tempting to take a book that is part of the
SMRP reference library and find a “likely”

Member Corner
Executive Meeting Tour

G earing up in steel-toed shoes, safety glasses, and hard hats,
28 attendees of the January Executive Meeting visited the
Holcim Cement Plant in Midlothian, Tex. to see how Holcim is using
maintenance and reliability in their a best-in-class maintenance
and reliability facility. Attendees learned about its manufacturing
process, systems, and types of cement produced.
Holcim Midlothian’s reliability technicians demonstrated how
they use preventive/predictive maintenance practices from PMR
inspections to using ultrasonic tools for bearing re-lubrication. The
Midlothian plant utilizes a full line of reliability specific tools for
SMRP Staff, Board, and Executive members pose for a group photo in front of the Holcim Cement Plant,
trending data and measuring operating equipment condition. Exec- Midlothian, Tex.
utive Committee members made positive comments on plant house-
keeping and were impressed with the high level of the employees’
knowledge and skill from the control room operators to reliability
technicians.
Holcim has 25 maintenance employees who passed the CMRP
exam from Holcim’s Midlothian, Tex. and Florence, Colo. plants.
The tour ended with Texan barbecue lunch.
Sponsorship A reliability technician explains how the Midlothian plant saves money by performing
critical equipment inspections using reliability tools.
Opportunities
B e seen! Ensure your marketing
team has SMRP on its radar. Advertising in Solutions
SMRP will be releasing its 2013 spon-
sorship kit later this month. Check
out the companies recognized among
G et exposure! Advertising opportunities for Solutions
magazine are now available for 2013-2014. The 2013
media kit is now available online for you and your company:
leaders in the M&R field as our 2012 www.smrp.org/Solutioins. Get great exposure for a low rate!
(last year’s) sponsorship partners SMRP is the vehicle you need to get your message out to a
at www.smrp.com/sponsors. Take targeted group of maintenance and reliability professionals com-
advantage of these opportunities to mitted to the industry. Explore the opportunities today! Reach
be included in key publications and out to Christine Wang, cwang@kellencompany.com to discuss
conference signage. Partnering with print advertising options in more detail.
SMRP will be one of the smartest moves your company will make
this year. Have questions about sponsorships? Contact Christine
Wang, cwang@kellencompany.com for more information.
New Year, New Board: Pharma Biotech

ers for Pra
tion cti
cti ti
ra
on
P
By
ers
Special Interest Group

K icking off the New Year, the Pharma interested, visit the SIG website or e-mail info@smrp.org with any
UP
SP
EC O
IAL GR
INTEREST and Biotech Special Interest Group questions.
Pharma and Biotech announces its newly elected 2013-2014
board! Chair: Marie Getsug marie.getsug@cagents.com
With the newly elected board, the SIG is opening up partici- Co-Chair: Robert Christman Robert.Christman@genzyme.com
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pation from SMRP members and encourages you to get involved Organizer: John Ganaway ganaway.john@gene.com
in the community! Members of the SIG will be able to network, Historian: Sabine Knedik sknedlik@shire.com
discuss relevant issues, and build long-lasting relationships. If

Member Corner
Make a Difference in Maintenace and Reliability

A re you interested in finding a real way to make a difference
in the maintenance and reliability field? Then, don’t wait any
longer to help support the mission of SMRP’s Foundation:
includes industry benchmarking studies, industry metrics,
educational compendiums, global harmonization of M&R Best
Practices, and partnership with international M&R professional
To cultivate the development of Maintenance and Reliability organizations.
(M&R) professionals and advance the M&R body of knowledge Serve the greater maintenance and reliability professional
through education, research and resource expansion. community today by contributing a tax-deductible donation to
SMRP aims to enhance the current scholarship program that support: Education, Research, Grants, and our SMRP scholarships.
helps prepare students and young professionals for a career in Donations of any amount, no matter how big or small, are always
maintenance and reliability. SMRP also seeks to expand resources greatly appreciated: www.smrp.org/foundation.
to support the development of the M&R Body of Knowledge, which
Two Significant M&R Legends: Jack Nicholas &

Anthony ‘Mac’ Smith
N etworking at the SMRP annual conference can prove to be
extremely resourceful. Chair of the pharma biotech SIG,
Marie Getsug took the opportunity to meet Jack Nicholas at the
past 2012 annual conference in Orlando, Fla. and asked him
to share words of wisdom with the SIG. Jack Nicholas addressed
an audience of more than 30 attendees, where he encouraged
the SIG to:
• Exchange best practices
• Post SIG meetings & tours
• Share plant tours
• Find out the what & how
• Document achievements
Another great opportunity for the SIG appeared when Anthony Anthony “Mac” Smith and Marie Getsug pose together for a picture in San Jose, Calif.
‘Mac’ Smith invited Chair, Marie Getsug and Historian, Reliability

Engineer at Shire, Sabine Knedik to breakfast at his beautiful tele-conference with the SIG. Mac enlightened everyone online
home in San Jose, Calif. With a 17-page hand-written script of with details related to Reliability Centered Maintenance (RCM)
interview questions in hand, Mac Smith sat down with Marie methodology to help everyone become better sponsors and
and Sabine for an informal roundtable discussion and practioners of RCMS.
in the next issue
Don’t miss the April 2013 issue of Solutions, featuring:
Manufacturing Solutions Reader Learn about

Process Survey Results SMRP’s Strategic
Reliability Planning for
2013

chapter round-up
Nebraska Iowa Chapter
• Chapter Contacts
Chair: Greg Hier glhier@nppd.com
Vice-Chair: Paul Gochenour gochenourp@alliedreliability.com
Treasurer: Elden Plettner, Jr. eaplett@nppd.com
What: Chapter Meeting Secretary/
When: March 21, 2013, 5 p.m. Historian: Tom Coe tcoe@na.ugllimited.com
Where: Omaha Public Power District, North Omaha Director: Lawrence Hoing lmhoing@bluebunny.com
Power Station, Omaha, Neb. Director: Kurt Oates kdboates @ npp.com
Host: Phil Baker, OPPD Director: Thomas Coe tcoe@ugl-unicco.com
Topic: Business Meeting/Facility Tour Director: Jim Popelka jfpopelk@up.com
Contact: Tom Coe (tcoe@na.uglimited.com)
Director: Scot Larson Scot_Larson@cargill.com
Director: Todd Fiedler Todd.Fiedler@conagrafoods.com
Carolinas Chapter
In conjunction with the SMRP Executive Committee Meeting in Charleston, S.C. on April 25,
the Carolinas Chapter will host a workshop and meeting April 24, 2013. Details of the work-
shop and meeting will be announced in March. The workshop will be open to all! Questions or
comments can be sent to Bob Call at bob.c@greytopconsulting.com.
• New 2012–2013 Chapter Officers

Chair: Bob Call bcall@lce.com
Vice-Chair: Robert Wiggins rwiggins@sdkc.com
Past Chair: Steve Carter scarter@sdkc.com
Treasurer: Scott Taylor scotttaylor@mundycos.com
Secretary: Mike Varner varnerme@gmail.com
Conf.Com.Chair: Bob Peffen peffen@mrgsolutions.com
Comm.Mktg.Dir.: Jeff Merrill jeff.merrell@dayzim.com
Edu.Director: Randy Bennett randall.l.bennett@boeing.com
CERTIFICATION UPDATE
CMRP & CMRT Paper Exams: Turnaround1 Time from SMRPCO
The SMRP Certifying Organization (SMRPCO) and SMRP strive to score, process, and mail exam results to CMRP and CMRT
candidates within a reasonable amount of time – four to five weeks – from when the exam was administered. There are, however,
a number of variables that may impact the rate at which these results are received, including receipt of payment and accuracy of
application information. To help expedite a prompt paper exam turnaround time, applicants are encouraged to apply online.
For seven paper exam sessions held in December 2012 (84 exams total), results were mailed from SMRP, on average, 28 days
following the exam date.
1. Turnaround time is defined by the day the exam was administered to when the results were mailed from SMRP.

chapter round-up
A BETTER OIL
Hamilton Chapter
The Hamilton Chapter hosted a
LEVEL INDICATOR!
successful, fun-filled meeting on
January 30 at Bentley Systems
Incorporated. Kicking off the chapter Monitors Oil Levels on any tank or
meeting, the Hamilton chapter arranged fluid reservoir with heights up to 30”
a CMRP exam sitting. Following the exam sitting, two topics
were introduced to the attendees. The first topic was pre-
sented by Ron Thomas of ArcelorMittal-Dofasco on Managing
Reliability in a Cost Constrained Environment: Incorporating
the Assessment of Criticality and Risk. Ron touched on
explaining the importance of criticality and risk assessment OLD WAY
when operating in a cost-constrained environment. The tools • Difficult to view oil level
discussed focus attention and resources on the assets that
have the greatest potential impact on the business. Properly
• Breakable glass
applied they can also help accelerate benefits from improved • Requires frequent
reliability. The second topic was presented by Craig Mock of replacement
ArcelorMittal-Dofasco on ten ways to drive reliability on the • Prone to staining
shop floor. Craig went through many tips and resources for
attendees to use to drive reliability.
What: Chapter General Meeting

When: February 27, 2013, time TBA
Location: Molson-Coors Canada, Brewhouse Technical|
Tour 1 Carlingview Drive, Toronto, Ontario
M9W 5E5 ESCO WAY
• 360˚ crystal clear view
• Chapter Contacts
• Strong, stain-resistant,
Chair: Carlo Odoardi carlo.odoardi@cogeco.ca
Vice-Chair: Sandra DiMatteo sandra.dimatteo@ivara.com
cast acrylic
Past Chair: Liane Harris liane@machinehealthcare.com • Optional breather
Secretary/ available
Historian: Pasha Mohammed abbupasha@yahoo.com
• Easy to install
Treasurer: Jennifer Costello jennifer.costello@ivara.com
Scan for more

Call for information.
Volunteers!
We are looking for committee

members for:
• Industry Partners Committee
• Membership Committee
Thinkstock.com
Esco Products, Inc. | 800.966.5514 | www.oilsightglass.com

Send your request to info@smrp.org

November 15, 2012 – JANUARY 30, 2013 Welcome New Members
Marieneir Acevedo Curtis Barnard Nayrih Medina Calleja Rodriguez Dominguez David Geis
RasGas Mondelez Global LLC Reliability and Risk Maximus Coffee Group
Management Mexico S.A Michael Drew
de CV.
Nastaran Adeli Marc Barton Reliability-Optima Anthony Giannini
Ivara Corporation Boehringer Ingelheim Wiliulfo Arenas Carrasco MedImmune
Sean Dubois
Pemex Gas y Petroquimica
Luis Vazquez Aguirre Hendrie Bastian Basica Ethicon Chris Ginn
Petroleos Mexicanos PT PJB Hersheys
Edwin Rangel Carrillo Paul Durko
Purwono Jati Agung Alejandro Benavides Ecopetrol S.A. Y-12 National Security Antonio Gonzalez
Complex
PT PJB Mondelez Global LLC
Randy Bertrand Roy Chapman
Gary Edwards
Abdulrahman Al-Amri Cott Beverages Inc. Shaw Industries Kannan Gopinath
JCI Industries
Saudi Aramco Dubai Aluminium Limited
Yudhy Bhagaskara Rick Cherney
Sean Elverd
Raid Ali PT PJB Nissan North America Sharana Gowda
ADCO Dubai Aluminium Limited
Peter Evans
Dhaval Bhagwat Thomas Clawser
Donald Allen RasGas Company Ltd Brown Transmission and Charles Graff
Bearing Robert Evans
Fluor Parker Kittiwake
BP (Kwinana Refinery)
Parminder Bhalla
Billy Cohea
Nawaf Alrwaily Robert Griffis
Noranda Alumina LLC Dan Fearn
Robert Bishop
Fluor Canada Ltd
Salem Alswait BMS Mark Gurley
Rodney Cornwell
Maaden Aluminum Meridium
Imerys Miguel Toribio Flores
Larry Blaze
Pemex Gas Y Petroquimica
Moussa Alzahrani Hormel Foods Corporation Basica John Haberman
Roberto Trujillo Corona
ARAMCO BP Exploration Alaska
Jake Borchers Noria Latin America
Michelle Foster
Victor Araujo Flowserve Babcock & Wilcox Tovi Hardanto
Mike Cortese Technical Services Y-12, LLC
Mondelez Global LLC PT PJB
Michael Borger Diageo
Dru Foster
David Armstrong REC Solar James Hebert
Ric Crandell GSS
Ivara Corporation Chervon
James Bowman Gallatin Steel Company
Joesph Friend
Bruce Arndt LinkBelt Construction Philip Henry
Equipment Company David Crozier Verallia
Meridian Medical New England Controls
Technologies (Pfizer) Ivara Corporation
Barry Bradley Alejandro Valdivieso
Galicia Winston Henry
Robert Arseneau Eli Lilly and Co Aderemi Dare
PEMEX Refinacion Hormel Foods Corporation
Suncor
Tim Braunbeck James Davis
Rosana Cuellar Galvis Robles Rocio Hernandez
Hery Artady Mondelez Global LLC ARMS Reliability
Engineers Ecopetrol S.A. Instituto Politecnico
PT PJB
William Brown
F. Davis Chirag Gandhi Agustin Hernandez
Joseph Ashun Alcoa, Inc.
Mistras Group Qatargas Operating Pemex Gas y Petroquimica
Barrick Gold Corporation Company Ltd. Basica
Manuel Lopez
Buenrostro Michael Denault
Ross Atwood Maribel Garcia Brooks Hingson
Asispet Abbott Laboratories
Reliability-Optima Pemex Gas y Petroquimica Parsons
Basica
Robert Burgoyne Adam DePouli
Hany Azmy Erik Holmgren
Evraz Oregon Steel Mills Mondelez Global LLC Juan Padilla Garcia
Mondelez Global LLC Exelis
Celerant Consultant
Zakhele Buthelezi Jonathan Van Derzee
Ryan Baker Milo Holte
Sasol Synfuels Merck & Co. Fredy Antonio Gordillo
Verso Paper DTZ (UGL Company)
Garcia
Troy Calfee Felipe Salguero Pemex Gas y Petroquimica
Jose Aguilar Banda Dominguez Basica Chris Hunt
Pemex Refinacion Pemex Gas y Petroquimica Energizer
Basica

November 15, 2012 – JANUARY 30, 2013 Welcome New Members
Muhammad Ikram Scott Leslie Jeff Merrell Wilberth Herrera Osorio Antonio Ramirez
Gonzalez
OMV (E&P) Mondelez Global LLC Day & Zimmermann Pemex Gas y Petroquimica
Basica PEMEX Refinacion
Randy Ingebretson Mark Lichty Ivan Milovancevick

Francisco Paez Nidhish Mohan Rastogi
The Manufacturing Game SD Myers Inc. Mondelez Global LLC
Noria Latin America
Wesley Reinhardt
Syed Iqbal Richard Van Liew Cindy Moblo
Vikas Pandey Wescast Industries, Inc.
NOVA Chemicals Reliability-Optima Reladyne
Sohar aluminium
Oliver Remley S.
Carlos Saul Alvarez Islas Talal Liftawi Marco Montes
Dervon Parchmeny
Georgia Pacific Pemex Gas Y Petroquimica Mario Remolina
Eyamba Ita Basica AN&C
Mondelez Global LLC
FMC Technologies Javier Lizcano F.
Guydiman Patarroyo Henry Pariaman
Mecanicos Asociados S.A. Morales Jason Resler
Oscar Osorio Jacinto PT PJB
Erm Ingenieria y DTZ (UGL Company)
PGPB Peter Longo Consultoria
Melanie Pastorius
Doble Engineering Jason Rice
Sugiyanto Jamin Doug Morris Steeman Breweries
Kraft Foods
PT PJB Douglas Loose, Jr. Emerson Process
Management Gerry Pelletier
Arkema, Inc. Ahmad Fajar Ridlo
Miftahul Jannah Agrium, Inc.
Walid Mossa PT PJB
PT PJB Carmen Cecilia Lopez
ADCO Bharat Pereira
RasGas Company Limited Edwin Rios Rengifo
Michael Johnston
Rob Mucha Luis Munoz Perez Reliability Maintenance
T.A. Cook Consultants Inc. Octavio Santos Lopez Services S.A.
Mondelez Global LLC Pemex Gas y Petroquimica
Off Shore Technical Basica
Jon Jones Assistance Bobby Robinson
Ashhar Muhammad
Anthony Pesce Augusta Utilities
Anthony Kanary Cesar Partida Luna SABIC Department
Mondelez Global LLC
Goldcorp, Inc. PEMEX Refinacion
Andrew Murdy Timothy Rowlett
Cushman Phillips
Steve Kelly Joel Maas Newcrest Mining Limited Jones Lang Lasalle at
Beaumont Health Systems
Mondelez Global LLC SD Myers Inc. Mike Piela
Kevin Murphy
Mondelez Global LLC Jose Ruza
James Kordsmeier Don Maffioli Mondelez Global LLC
Corsobain S.A
Verallia Rafael Gutierrez de
Jose Cruz Mahecha Chandrabose N Piñeres
Fahmy Ryadin
Bob Kral Ecopetrol
Sivakumar Mani Bambang Tedjo Narsoyo PT PJB
University of Tennessee
Reliability & Maintenance RasGas company Ltd PT PJB Jerome Piskorowski
Center Jason Safarz
Eli Lilly & Company
Victor Manriquez Leonel Canamar Navarro CEC Combustion Safety
Ravi Krishnamoorthy
Compania Minera Mayo L&H Servicios Mineros Mark Pond
RasGas Company Ltd Mexico Nestor Delos Santos
Marshall Institute
Chris Marques Wood Group PSN
Mark Lail Khulekani Ngcobo
Mondelez Global LLC Chatchai Prakitrittanon
Honda Manufacturing of Umsinsi Consulting Charles Sales
Alabama PTT Exploration and
Fred Marshall Production SunCoke Energy
Nestor Niño
Ian Lees Mondelez Global LLC
Woodgroup PSN Colombia Doris Prewitt Luis Sanchez
Suncor Energy Inc.
Juan Manuel May BP Products North Engineer
Peter Nichols America
Richard Leggett
Clayton McNeel Craig Schley
Mondelez Global LLC Rebatho Nyenye Ernesto Primera
Mondelez Global LLC SD Myers, Inc.
Chervon
Leo Lentz Patrick OKeefe
Jerry McClellan Brian Schmidt
Alcoa, Inc. Eclipse Rajiv Puniani
Seminole-Electric Chevron Lubricants
Dubai Aluminium Limited
Juggapong Lertnavalim Raymond Oliverson
Michael McDonough Peter Schumacher
PTT Exploration and Reliability-Optima Mizanur Rahman
Production Public Transocean Dura-Bar
Company Limited Covidien

November 15, 2012 – JANUARY 30, 2013 Welcome New Members, CMRPs, CMRTs
Gwen Seaby Suwarmin Suwarmin Bruce Warthen

New CMRPs Keith Campo, CMRP
Riotinto Alcan Mechanical Dept. ITS Jacobs/MAF
Neil Waugh
Prashant Sehgal Navaid Syed Jose Caraza, CMRP
Agus Wibawa Faisal Al-Dhafer, CMRP
Saudi Petrochemical Pemex Gas y Petroquimica
Murugesan Sellapillai Company PT PJB Saudi Aramco
Basica
Qatar Chemical Company
Ltd Arief Teguh Sutrisno Alexander Willems Ahmad Al-Harbi, CMRP
Roungwit Chinpongpan,
PT PJB Performance Reliability & Saudi Aramco CMRP
Allen Setne Optimization
PTT Exploration &
Industrial Vibration Harold Thompson Production PLC
Consultants Mesfer Al-Soqour, CMRP
Eric Wilson
Mondelez Global LLC
Saudi Aramco
Mondelez Global LLC Scott Chladekm CMRP
Kresno Murti Setyanto
Ediberto Torres
PT PJB Bandar Al-Suhibani, CMRP Jacobs/JT/ESCG
John Wimmer
Medimmune
Meridium, Inc. Saudi Aramco
Michael Shaw Yoon Choi, CMRP
Nelson Sanchez Torres
Mondelez Global LLC Kirk Woodall GHD
CAIA Ingenieria John Alt, CMRP
Mondelez Global LLC Jacobs/MAF
Mark Siford David Christiansen, CMRP
Jorge Antonio Garcia
NOVA Chemicals Trevino Bill Wright University of Minnesota
Rogerio Arcuri Filho, CMRP
Pemex Gas y Petroquimica Ivara Corporation
Sundaravel Singaravelu Basica Eletronuclear
Matthew Clarke, CMRP
RasGas Company Limited Nashat Zakhary
Mark Turner The Snell Group
Bruce Arndt, CMRP
Mondelez Global LLC
Sanjay Singh Evonik
Meridian Medical
Randle Clay, CMRP
ADMA OPCO Technologies (Pfizer)
Guillermo Zetina
William Uknes Jacobs/JT/ESCG
Pemex Gas y Petroquimica
Bruce Sloan Cargill, Inc. Basica Rodrigo Ataulo, CMRP
Mark Clem, CMRP
Alcoa, Inc. - Warrick Power Souza e Silva Consultoria
Plant Robert Vallie Nicholas Zingaro Alcoa
Tailor Welded Blanks ConAgra Foods William Atuncar, CMRP
Michael Smith
Steven Contreras, CMRP
Minera Yanacocha
Michelin Andres Castelblanco
Vela Specialty Granules
Jason Smith Petrotiger Ltda. Rajesh Kumar Bade, CMRP

Dante Cornejo, CMRP
Seadrill, Inc. GPAllied
Jeffrey Van Vlerah Minera Yanacocha
Jose Perez Sosa BI Roxane, Inc. Leandro Barcelos, CMRP
Pemex Gas y Petroquimica Michael Cortese, CMRP
Petrobras S.A.
Basica Roberto Villalon Diageo
Inoe Pendiente
Jimmy Bates, CMRP
Douglas Stanaway
Alan Costlow, CMRP
Alcoa, Inc. Mike Vockrodt Owens Corning
Sabic Innovative Plastics
Cargill, Inc.
Kevin Stewart Donnie Billings, CMRP
Barry Crigger, CMRP
ARMS Reliability Mike Voss Mississippi Lime Co.
Engineers Baxter Healthcare
SKF USA
Timothy Board, CMRP
Anthony Stewart Colleen Cummings, CMRP
Satrio Wahyudi Jacobs/MAF
Stanley Electric
PT PJB Irving Oil Refining
Rene Breitschuh, CMRP
Rick Story
Robert Waldie Matthew Daley, CMRP
Fluid Flow Products Novelis
RS Waldie Consulting Ltd. Irving Oil
Kommoju Subrahmanyam Kristof Bresseleers, CMRP

John Walls Mark Dauth, CMRP
Predict Technologies GPAllied
Pfizer, Inc. Jacobs/MAF
Jesus Sustaita Mark Bymaster, CMRP
Matthew Ward
Pemex Gas y Petroquimica John Davis, CMRP
Caterpillar AEDC/ATA
Basica
Harley-Davidson Motor Co.

November 15, 2012 – JANUARY 30, 2013 Welcome New CMRPs, CMRTs
Steve Dean , CMRP Justin Garrard, CMRP Alexander Herman, CMRP Colin Loudermilk, CMRP Waqas Muhammad, CMRP
Sentry Lubricants/ AEDC/ATA GPAllied AEDC/ATA Pakistan Petroleum
Lubrication Engineers Limited
Anthony Giannini, CMRP Matthew Higby, CMRP Michael Lovell, CMRP

Kris Deckers, CMRP Rob Mundy, CMRP
MedImmune Jacobs/JT-WSTF Jacobs/SSC
Coservices Honda of America Mfg., Inc.
David Golding, CMRP Tracy Hoffart, CMRP Donald Maffioli, CMRP

Olivier Dengis, CMRP Nilton Munoz, CMRP
Newmont Marathon Oil Nipsco
GPAllied/Coservices Hatch Asociados SA
Daniel Gonzalez, CMRP Benjamin Holt, CMRP Preston Maheu, CMRP

Eric Drees, CMRP Luis Munoz, CMRP
Quanterion Solutions Graphic Packaging Verso paper Corp
Westar Energy International Pemex Gas y Petroquimica
Basica
Chris Gould, CMRP Michael Malone, CMRP
Chris Dunn, CMRP Chris Hunt, CMRP
Merck & Co. Jacobs/JT/ESCG Narendra Murthy, CMRP
Caterpillar Inc Energizer
Maaden Phosphate Co.
Paulo Graca, CMRP Michael Manlove, CMRP
Ronnie Ealey, CMRP Joel Hutchinson, CMRP
Acclaro Corporation Antech Systems, Inc Gregorio Nato Acosta, CMRP
Jacobs/MAF Jacobs/JT/ESCG
KOMATSU -MITSUI
Brenda Graham, CMRP John Martinez, CMRP MAQUINARIAS PERU S.A.
Terence Easterwood, CMRP Dwight Johnson, CMRP
Alcoa Tate & Lyle
Alcoa Mosaic Richard Neidert, CMRP
Bruce Graham, CMRP Jerry Maynard, CMRP NRX Global Inc.
Gary Effemey, CMRP Dawn Karchner, CMRP
Alcoa Honda of America Mfg., Inc.
Emerson Process Jacobs/MAF Andy Nelius, CMRP
Danny Gusukuma, CMRP Clement McArdle, CMRP AEDC/ATA
Williams Eifion, CMRP Robert Kessler, CMRP
Alcoa Saudi Aramco
Novelis Freeport McMoRan Donald Nice, CMRP
George Guzauskas, CMRP Daniel Mckinney, CMRP SKF
Ruben Ferro Aguirre, CMRP Fahad Khan, CMRP DH
Mainthia Technologies, Inc.
Pemex - Refinacion Fertilizers Limited Michael Meehan, CMRP Gilles Noblot , CMRP
Michalis Hadjiandreou, Clariant Corporation Novelis
Marinho Fischer, CMRP CMRP Gary Knapick, CMRP
Petrobras Bristol-Myers Squibb Co. Victor Mendoza, CMRP Tanju Oral, CMRP
Kimberly Haisch, CMRP
Alcoa Saudi Aramco
James Fountain, CMRP Jacobs/MAF Jonathan Kodman, CMRP
Mundy Company AEDC/ATA Diego Orlando Merchan, Daniel Ortega, CMRP
Charles Harrison, CMRP CMRP
BellSouth
Greg Fox, CMRP James Hardie James Kovacevic, CMRP Confipetrol
AEDC/ATA Diageo Chris Osborne, CMRP
Andrew Hartman, CMRP Edward Meza, CMRP
Alcoa
Alan Friedman, CMRP Cargill, Inc. Joao Lafraia, CMRP SKF del Peru SA
Mobius Institute Petrobras Patrick Parsons, CMRP
Shaun Hartman, CMRP Paul Miceli, CMRP
Diageo
Malcolm Fuller, CMRP Electrical Mechanical Angus Lamont, CMRP Jacobs/MAF
Services
Harley-Davidson Motor Co. Weatherford Raymond Pask, CMRP
Leandro Monteiro, CMRP
Eric Heddles, CMRP Mosaic
Mario Galeana, CMRP Juggapong Lertnavalim, CRM Ind. Com. Alim.
Jacobs/JT/ESCG CMRP
Richardson Oilseed Enio Perche, CMRP
PTT Exploration and Celso Moras, CMRP
Dale Heintzelman, CMRP Production Public Manterativa
Marco Gamez Ponce, CMRP Company Limited Petrobras S.A.
Jacobs/MAF
Pemex Gas y Petroquimica Francilei Pereira, CMRP
Basica Julius Lockett, CMRP Gary Mosher, CMRP
Eric Henson, CMRP Meridium
AEDC/ATA Jacobs/SSC
Jorge Garcia, CMRP Pfizer, Inc.
Tony Picou, CMRP
Pemex Gas y Petroquimica Antonio Longhi, CMRP James Mounts, CMRP
Basica LyondellBasell
Petrobras Saint-Gobain Containers

November 15, 2012 – JANUARY 30, 2013 Welcome New CMRPs, CMRTs
Jurgen Pierreux, CMRP Felipe Salguero, CMRP Kevin Stogner, CMRP David Yazziem, CMRP Thomas Foreman, CMRT
GPAllied Pemex Gas y Petroquimica Michelin NA Barrick Gold Delta Air Lines
Basica
Forrest Pipkin, CMRP Jesus Sustaita, CMRP Jacob Zaharia, CMRP

John Francis, CMRT
Luis Sanchez, CMRP
Agrium Pemex Gas y Petroquimica Cargill, Inc.
Basica Delta Air Lines
Lisa Sandlin, CMRP
Keith Ponchot, CMRP Ruben Zarate, CMRP
Alcoa Steven Sutkowski, CMRP Dennis Goodrich, CMRT
Jacobs/MAF Minera Yanacocha SRL
Infineum USA LP Delta Air Lines
Christine Santana, CMRP
Chatchai Prakitrittanon, Jeff Zirkle, CMRP
CMRP Samarco Mineracao SA Evan Swartz, CMRP
Westar Energy Shaun Hartman, CMRT
PTT Exploration and Cliffs Natural Resources
Production Ivan Santos, CMRP Electrical Mechanical
Services
Vale Teddy Tabanao, CMRP
Dana Presley, CMRP
Petroleum Development
Johnsonville Oman David Hull, CMRT
Andrea Scaffo-Migliaro,
CMRP Holcim
Doris Prewitt, CMRP MEG Energy Fernando Trindade, CMRP
BP Sabesp Michael Ifurung, CMRT
Gerd Schlegel, CMRP
Holcim
Justin Price, CMRP Novelis RobertoTrujillo Corona,
Irving Oil
CMRP New CMRTs
Noria Latin America Terry Jackson, CMRT
Dwight Schneider, CMRP
Timothy Price, CMRP Encana Oil & Gas (USA) Inc. Delta Air Lines
Wim Vancauwenberghe,
Herbalife CMRP Donald Adey, CMRT
Cameron Scott, CMRP George King, CMRT
BEMAS Delta Air Lines
Daniel Price Jr, CMRP Jacobs/MAF Delta Air Lines
Noble Energy Wilfred Venet, CMRP Robert Adornetto, CMRT
Jean-Pierre Seppey, CMRP Jeffrey Leo, CMRT
Georgia Pacific Cargill Deicing
Ernesto Primera, CMRP Novelis
Diageo
Chevron Roberto Villalon, CMRP
Mauricio Silva, CMRP Jeffrey Baker, CMRT
Independiente Scott Lubbers, CMRT
Mukesh Ramsaroop, CMRP Suncoke Energy Universal Orlando
Diageo
Methanex Trinidad Ltd Harry Wagner, CMRP
Patrick Simpson, CMRP Douglas Baldwin, CMRT
Honda of America Mfg.,
Mario Remolina, CMRP Teck Resources Inc. Steven Lycans, CMRT
Michelin
Kraft Foods Boehringer Ingelheim
Bruce Sloan, CMRP Rob Wallin, CMRP
Daniel Barton, CMRT
Miguel Rocha, CMRP Alcoa - Warrick Power Plant Luminant Mining Kenneth Manley, CMRT
Boehringer Ingelheim
Michelin
Michelin
Aurelio Sonntag, CMRP Lindsey Watson, CMRP
Adam Beach, CMRT
Larry Rogers, CMRP Samarco PepsiCo
Craig Marshall, CMRT
Jacobs/JT-WSTF Gallatin Steel
Ganesh Sonowane, CMRP Michael Wedge, CMRP Delta Air Lines
Luis Rojas Naccha, CMRP Qatar Gas GPAllied Justin Blair, CMRT
Jacob Mojica, CMRT
Fibras Marinos Delta Air Lines
Allen Sorrell, CMRP Kurt Wentzell, CMRP Delta Air Lines
Andreas Rudolph-Kastner, Jacobs/MAF Irving Oil Mike Denny, CMRT
CMRP
Randy Moulder, CMRT
Novelis Apisak Sri-Amorntham, Boehringer Ingelheim
Joseph Wille, CMRP
CMRP Delta Air Lines
GPAllied
Shawn Ruhl, CMRP HESS (Thailand) Ltd Travis DeRusha, CMRT
Luke Motycka, CMRT
Agrium Rodolfo Xavier, CMRP Boehringer Ingelheim
Doug Stangier, CMRP
Boehringer Ingelheim
Vale SA
Dominique Ruhl, CMRP Weyerhaeuser
Patrick Durocher, CMRT
Agrium
Diageo

November 15, 2012 – JANUARY 30, 2013 Welcome New CMRTs
Dennis Nagy, CMRT Terry Peek, CMRT Scot Riggle, CMRT John Shaw, CMRT Brad West, CMRT
Boehringer Ingelheim Delta Air Lines Boehringer Ingelheim Boehringer Ingelheim Delta Air Lines
Kevin Pearson, CMRT Michael Perkins, CMRT George Schweitzer, Richard Smith, CMRT
CMRT
Delta Air Lines General Mills GPAllied
Delta Air Lines
Raymond Pearson, CMRT David Pitts, CMRT Jeffrey Van Vlerah, CMRT
Timothy Sears, CMRT
Delta Air Lines Delta Air Lines Boehringer Ingelheim
Delta Air Lines
The SMRP Certifying Organization (SMRPCO) has developed a program of benefits for companies or organizations wishing to provide
support to the mission of SMRPCO. For an annual contribution of $1,000, sponsors receive discounts on exams, recertification fees,
and much more! To learn more, please visit: www.smrp.org/sustainingsponsors
ABB RELIABILITY SERVICES EMERSON PROCESS MANAGEMENT MEAD JOHNSON NUTRITION
ADVANCED TECHNOLOGY SERVICES, ESCO PRODUCTS INC. MERCK & COMPANY, INC.
INC.
FLUOR CORPORATION MERIDIUM, INC.
AEDC/ATA
GENON ENERGY MOBIUS INSTITUTE NORTH AMERICA
AESSEAL, INC.
GPSG - JOHNSON & JOHNSON MOSAIC
AGRIUM
GREENWOOD, INC. NEXEN INC.
ALLIED RELIABILITY, INC.
GULF SOCIETY OF MAINTENANCE NISSAN NORTH AMERICA
ARAMARK FACILITY SERVICES PROFESSIONALS (GSMP)
NOVELIS, INC.
ARMS RELIABILITY HOLCIM US, INC.
OWENS CORNING
ASCEND PERFORMANCE MATERIALS HORMEL FOODS
PEPSICO
ASOCIACION COLOMBIANA DE INSTITUTO PERUANO DE
PFIZER, INC.
INGENIEROS (ACIEM) MANTENIMIENTO SAC
RELOGICA
BARRICK GOLD CORP. IRVING PULP AND PAPER
RIO TINTO
BP - GULF OF MEXICO IVARA CORPORATION
SABIC INNOVATIVE PLASTICS
BUNGE JACOBS
SASOL SYNTHETIC FUELS
CACI, INC JACOBS/MAF
SEMEQ, INC.
CARGILL, INC. JESCO MAINTENANCE CORPORATION
STRATEGIC ASSET MANAGEMENT, INC.
CARVER PA CORPORATION KRAFT FOODS (SAMI)
DAY AND ZIMMERMAN LIFE CYCLE ENGINEERING THE DOW CHEMICAL COMPANY
DELTA AIR LINES LOS ALAMOS NATIONAL TURNER INDUSTIRES

LABORATORY
DES-CASE UE SYSTEMS
LOUIS DREYFUS COMMODITIES
DIAGEO UGL SERVICES
LUMINANT POWER
DREISILKER ELECTRICAL MOTORS INC. WELLS ENTERPRISES INC.
MANAGEMENT RESOURCES GROUP,
DUPONT INC. WYLE LABORATORIES
ELI LILLY & COMPANY MARSHALL INSTITUTE
February 2013 | Volume 8, Issue 1 SMRP Solutions

SMRP Solutions 29
29
Society for Maintenance & Reliability Professionals
1100 Johnson Ferry Road, Suite 300
Atlanta, GA 30342
USA
www.smrp.org
EVENT CALENDAR www.smrp.org
Northeast FL Chapter Meeting Nebraska/Iowa Chapter Meeting Vibration Institute Training

February 1, 2013 March 21, 2013 Conference
Jacksonville, Fla. Omaha Public Power Distric, North Omaha June 19–21, 2013
Power Station Jacksonville, Fla.
GA Chapter Meeting and Workshop Omaha, Neb.
February 22, 2013 July Executive Meeting
Alpharetta, GA April Executive Meeting July 30–August 1, 2013
April 23–25, 2013 Cleveland, Ohio
Hamilton Chapter Meeting Charleston, SC
February 27, 2013 2013 SMRP Annual Conference
Toronto, Ontario Carolinas Chapter Meeting and October 14–16, 2013
Workshop Indianapolis, Ind.
Indiana Chapter Event April 24, 2013
SMRP IndyCon 2013 Charleston, SC
March 19, 2013
Indianapolis, Ind.
SMRP Staff
Executive Director Exam Director Solutions Editorial Department
Jon Krueger Terry Harris, CMRP Dan Anderson
678-303-3045 937-371-1644 Chair, Communications Committee
jkrueger@kellencompany.com tkharris10@hotmail.com Life Cycle Engineering
danderson@lce.com
Associate Director Product & Business Development 843-414-4866
Jayne Gillis Manager
678-303-2979 Laura Keane Jayne Gillis
jgillis@kellencompany.com lkeane@bok.smrp.org Editor-in-Chief
281-384-5943 678-303-2979
Certification and Education jgillis@kellencompany.com
Tim Kline
678-303-3017 Christine Wang
tkline@kellencompany.com Editorial Assistant
678-303-3060
Executive Vice President cwang@kellencompany.com
Russ Lemieux
678-303-3041
rlemieux@kellencompany.com

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C

Fostering Change Determining Operational

TRAINING SCHEDULE: JANUARY 2013 - DECEMBER 2013

Planning for DE LIVER ED

REGISTER NOW! Select courses approved for credit

4 F ostering Change in an Aging Workforce

2 From the Chair Getting Involved with SMRP.

16 BOK corner Benchmark Committee Update

26 NEW CMRPs and CMRTs SMRPCO welcomes new certificants.

29 SMRPCO SUSTAINING SPONSORS 12

This publication was printed on 30% post-consumer recycled fiber.

2 SMRP Solutions February 2013 | Volume 8, Issue 1

October 14-16, 2013

4 SMRP Solutions February 2013 | Volume 8, Issue 1

Experience and the struggle to change

February 2013 | Volume 8, Issue 1 SMRP Solutions 5

6 SMRP Solutions February 2013 | Volume 8, Issue 1

in any organization. The propensity to change is advocated by While change often

February 2013 | Volume 8, Issue 1 SMRP Solutions 7

8 SMRP Solutions February 2013 Volume 8, Issue 1

Figure 1: Breakdown of Ideal Wordload

Table 3: Calculation of Available Man-Hours

Step 3: Determine Hours Available in a Man-Year Weeks/Year Hours/Day

Man-Year Available Hours

February 2013 | Volume 8, Issue 1 SMRP Solutions 9

Step 4: Calculate Ideal Manpower Level

10 SMRP Solutions February 2013 | Volume 8, Issue 1

calculations and rounding down to the nearest whole person

Table 4: Ideal Staff Level by Craftsmen Supported Matrix

Table 5: Ideal Support Structure for 130 Crew Members

Kate Kerrigan is an experienced Maintenance and Reliability Leader for GPAllied.

February 2013 | Volume 8, Issue 1 SMRP Solutions 11

12 SMRP Solutions February 2013 | Volume 8, Issue 1

problems first and allows this effort to be divided into manageable

Beginning: Proper identification of the plant’s critical assets is

February 2013 | Volume 8, Issue 1 SMRP Solutions 13

14 SMRP Solutions February 2013 | Volume 8, Issue 1

Lubrication: Is there a specific lubrication program for this asset?

Asset Health Monitoring: Is there an effective asset health

Conclusion: The asset management plan for the second most

February 2013 | Volume 8, Issue 1 SMRP Solutions 15

Benchmark Committee Update

T he Benchmark Committee within the Body of Knowledge

16 SMRP Solutions February 2013 | Volume 8, Issue 1

ROTALIGN® Ultra iS VibXpert® II

ALIGNMENT VIBRATION BALANCING

18 SMRP Solutions February 2013 | Volume 8, Issue 1

Gearing Up: The Chapter

and Jeff Copley, CMRP

T he Question Writing Contest for the

We will also pay

the chapters $10

per question just

for their efforts

if they don’t win!

reference document you use. It is really

February 2013 | Volume 8, Issue 1 SMRP Solutions 19

Executive Meeting Tour

New Year, New Board: Pharma Biotech

Special Interest Group

20 SMRP Solutions February 2013 | Volume 8, Issue 1

Make a Difference in Maintenace and Reliability

Two Significant M&R Legends: Jack Nicholas &

4 F ostering Change in an Aging Workforce

2 From the Chair Getting Involved with SMRP.

16 BOK corner Benchmark Committee Update

Manufacturing Solutions Reader Learn about