A Publication of SKF Condition Monitoring Volume 10, Number 1

From The Desk Of Dan Bradley

SKF Acquires USA Maintenance Technology–

Engineering Company Just a Part of
the Solution
By Dan Bradley
Engineering and Research, Inc. (Dan.Bradley@skf.com)

SKF has acquired 100% of the shares of Erin Engineering and A recent
Research, Inc. This technology and services company provides Harvard
maintenance engineering and application knowledge for the reliability Business
and performance of client’s assets concentrating on the power Review
generation and hydrocarbon processing industries in the USA. With article noted
annual revenue of some 14 MUSD, Erin employs 45 people at its the paradox
Walnut Creek, California headquarters and 45 additional persons in between
five locations throughout the United States. technology
Erin’s portfolio of products and services include software for investment Dan Bradley,
maintenance, application engineering and reliability. Their services and President
SKF Condition Monitoring
include maintenance program assessments and diagnostics, streamlined productivity
reliability-centered maintenance, maintenance engineering and gains. The article explored why
reliability services, predictive maintenance, reliability-based design some companies enjoyed huge
reviews and training. productivity increases while
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never saw a return on their
“Erin offers maintenance engineering services investment. Why?
In companies that improved
which complement to those provided by our productivity they observed two
recently acquired UK Company, Development traits. First, technology enables
productivity. It does not guarantee
Engineering Inc. (DEI). The synergy of the two it. Companies that benefited from
companies will provide a strong base in the large productivity increases also
(continued on page 17)
maintenance-engineering field…
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I N S I D E
SKF has built a strong reputation in providing product and
engineering solutions to problems in rotating and related equipment, by Vibracon® SM ....................... pg. 2
supplying components as well as a highly skilled field service Managing the Life Cycle of
engineering capability. Erin has specific competencies in maintenance Your Reliability Program .......... pg. 3
strategies with success largely built on developing effective procedures Reliability on the Cutting Edge ... pg. 10
for the execution of RCM (Reliability Centered Maintenance), RCM
(continued on page 2) New Products ....................... pg. 14

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SKF Acquires USA Maintenance... (continued)
Engineering and Research, Inc.
analysis, and leadership of the practical
implementation of maintenance improvements for
their clients.
“Erin offers maintenance engineering services
which complement to those provided by our
recently acquired UK Company, Development
Engineering Inc. (DEI). The synergy of the two
companies will provide a strong base in the
maintenance-engineering field and will enhance
the total maintenance service capability that SKF is
offering the market,” says Phil Knights, President
of SKF Service Division.
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“Joining with SKF means
that Erin will now have access
to their global technology
resources and service network.”
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“Joining with SKF means that Erin will now
have access to their global technology resources
and service network. In addition, the condition
monitoring products and the integrated
Maintenance SolutionsTM (IMSTM) maintenance
contracts of SKF extends the range of solutions we
can provide customers,” says Gene Hughes,
President of Erin. “In turn, Erin affords SKF a
greater presence in the U.S. and entry to key
industries such as power generation.
This acquisition is part of SKF´s strategy to
expand into the service market by selling not only
bearings and seals but also mechanical and
engineering services, preventive and predictive
maintenance, and condition monitoring solutions,
in order to provide total life cycle management of
customers’ assets. The benefit for customers is
improved plant reliability, which in turn raises
productivity levels and improves overall
competitiveness.
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Introducing the
Vibracon® SM–
The universal
adjustable chock
Vibracon ®
SM elements are becoming more and
more the favorite method for mounting and chocking
machinery like diesel engines, turbines, gearboxes,
compressors, generators, E-motors and bearings.
An ideal foundation for machinery, the product
permits quick and extremely accurate alignment. In
many cases, costly machining of foundations or base
frames can be avoided.
The spherical top of the Vibracon® SM element
allows deviations of up to 4° to be accommodated.
This in combination with the height adjustment
capability eliminates the possibility of a soft foot.
Vibracon® SM elements can be used in packaged
units between the machinery, the base frame and also
on board of ships between foundation and machinery.
Vibracon® SM chocks also drastically reduce
alignment and mounting time.
Machine Support B.V. of the Netherlands holds
the patent for this innovative solution. The design
derives from Machine Support’s long involvement in
the mounting and alignment of machinery and
associated measuring tasks. The system is approved
by all major classification societies and machinery
manufacturers.
For more information on the Vibracon SM
elements, please contact your local SKF Reliability
Systems representative or visit the website at
www.machinesupport.com. Questions may be
emailed to info@machinesupport.com
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Managing the Life-Cycle of Your Reliability

Program to Keep It On Track
by: Luis Econom, SKF Condition Monitoring, Doug Johnson, SKF Condition Monitoring

Abstract
Take a birds eye view of your reliability effort. How
do you maintain a top notch program for the long
term? This session will cover the range of issues
related to continuous improvement of the reliability
program, from establishing a program to developing
recommended practices to adoption of technology,
skill level of personnel, turnover and more. This is a
must for individuals who want to step back from the
fighting fires mode to see where your program is and
where it can go.

Technological Advances
Since the mid-1950’s vibration analysis has changed
mechanical systems from a slow, labor-intensive,
mystical black magic to the current state of being an
effective tool critical to the success of modern
industry. Within the past decade, refinements in
instrumentation and techniques make it possible for
the detection and root cause analysis of most
machinery problems, and enable the enlightened
industrial manager to make cost-effective decisions,
which results in higher profits that show up on the
financial bottom line.
• So why aren’t all businesses enjoying the same level
of success? Why do some PdM programs fail?
Now is the time to back up, regroup, and take a
bird’s eye view of what makes the business of
predictive maintenance (PdM) successful. The key
phrase is, “the business of predictive maintenance.”
The technology of plant operations and the
maintenance practices are not the problem.
Instrumentation is compact, portable, intuitive, and
has become a common tools to the maintenance
community. Techniques in evaluating the data from
these instruments continue to be improved through
commercial and industry-specific training.
Sophisticated surveillance and protection systems
can be installed which not only indicate machinery
condition, but actually are able to automatically shut
a machine down to protect its integrity and to
protect the surrounding environment. This is the
world as we have grown to know it today. Coupling
these valuable tools with the skills of an experienced
analyst and a competent mechanical support staff,
these basic precepts of machinery analysis can be
accomplished: detect a potential mechanical
problem prior to critical condition, and be a
detective to diagnose the cause and sequence of
indications as the problem develops.
• So why aren’t all businesses enjoying the same level
of success? Why do some PdM programs fail?
Upon extensive examination of three primary
segments of industrial environments (paper
manufacturing, power generation, petrochemical/
hydrocarbon processing), the conclusions drawn are
very similar to those cited in any current business
management journal:
• Optimum integration between available technology
and the conduct of business must be effective and
cooperative in order to optimize resources and
profits.
• Every technology, and thus, every business, rely on
consistent standardization of processes and process
improvement in order to be successful.

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Managing the Life-Cycle of… (continued)
Most simply put, in context, reliability maintenance
technology must be incorporated into the day to day
operational process of running the business. This is
the result most obvious of observations: the
predictive maintenance program is a system of risk
assessment.
For this reason, the Principles of Proactive
Reliability Maintenance (PRM) must be reviewed, and
tools identified which are the foundation for the
successful predictive maintenance process. These are
essential in capturing the success in order to identify
proper business value.
The first step is to visualize the eight steps in
reliability maintenance as a process of taking the
business from a set of known conditions, developing
and reinforcing elements of continuous improvement,
to an effective business element from which tangible
value can be determined.
In order to determine what company/business assets
are available and what the risks are imposed during
accepted plant operation, an audit, or evaluation, is
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“Candidate systems are identified
based on economic and performance
criteria, followed by an assessment of
what kind of data provides the best
visual profile of machinery
performance.”
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performed. Since this is a discovery process, both an
overview and a detailed look is taken at such items as:
• What machinery is critical to production?
• How many of the critical machines have redundancy
in order to minimize risk of production stoppage.
• What machinery has the highest cost associated with
repairs and loss of production?
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• What machinery is the source of the most downtime
– and how is loss of production cost
captured?
• What is the current maintenance style (reactive,
quick response, or perhaps methodical planning of
downtime, etc.)?
• What are the availability requirements by
operations/production?
• How much inventory is maintained in spare parts
and what is the turnover of spares inventory? How
much of this repairs inventory is unusable due to
shelf-life damage?
• What environmental restraints are imposed by local
and federal codes, and what is the cost associated
with these requirements?
and more…
These are just a few of the many hundreds of
considerations which must be examined in order to
determine what works, what needs to work, and what
obstacles can be improved or overcome in order to
become a more effective element of business practice
for bringing the maintenance activity into the business
value profile.
Once the audit is performed, the “top 10” issues or
obstacles can be examined. Not every process needs
to be fixed. Not all processes can be fixed at once.
Target those things which will have the largest
positive dynamic impact first. Gaining confidence
and teambuilding between the maintenance
organization and production management is absolutely
essential – and yet is one of the most overlooked and
understated necessities for survival. Since the
variables of personnel and business climate change
over time, the audit or evaluation process is also a tool
which should be employed every two to three years, to
ensure the program is providing the continued proper
return on investment.
The second logical step in building the PRM
process is the development and execution of the
predictive maintenance program. The majority of
predictive maintenance efforts over the past decade
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are successful in finding certain problems and having
sufficient diagnostic ability to resolve the problems
identified. However, the single most obvious failure
in program development is the lack of documented
processes for establishing consistent, repeatable
programs, identification of standards, and corrective
actions resulting from program activity. Nearly half of
all programs fail the initial attempt within 12-18
months, and either require reinvestment in a program
restart, or the expectations have been so strained by
inconclusive results that confidence is lost in the
program. This becomes such a barrier that the
predictive maintenance effort will never gain the
support required to become a functional asset to the
business organization. Some of the obvious sources of
these shortfalls include, but are certainly not limited
to:
• Poor or inconsistent training of personnel, which
results in improper or inconclusive data being taken
• Assigning personnel to operate the program without
proper preparation or supported management buy-in
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• Adding the PdM assignment to personnel already
working at capacity in their other maintenance tasks
• Lack of documented procedures for program
operations and corrective action flow
• Poor integration of the PdM effort into the overall
plant maintenance and operations effort
• Poor follow-through of corrective actions, Poor
coordination with Operations for machinery
inspection and corrective actions
• Inconclusive results based only on a single
measurement parameter (example, making
judgment based only upon vibration data, with no
regard for lubrication inspections, temperature data,
process measurements which affect machinery
performance, etc.).
There are far too many examples of issues such as
these, and in most cases, no single element
precipitates failure, but rather a cascade of events lead
to disaster. The bottom line becomes obvious and
simple: the program must be planned, documented,
and operated in a predictable, standardized manner.
Resources such as standards from ASME, ASTM,
publicly-available military standards, references such
as GMAP (General Machinery Assessment Program),
ISO, and other, are available for researching and
building the procedures necessary to initiate a
reliability maintenance program. In all cases, the
recommended initial steps are the same:
• Survey the machinery to be incorporated in the
inspection program, and document the machinery
characteristics (bearings, speeds, nameplate data,
configurations, etc.) before the data collection
process begins.
• Consider all relevant mechanical dynamics.
Besides vibration data, lubricant inspections and
analysis, temperature measurements, process flows
and feed speeds may all have a marked effect on
how machine condition can be assessed. No single
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Managing the Life-Cycle of… (continued)
measurement parameter is adequate for assessing
machine risk. It may not be economically or
tactically feasible to have a database for all
parameters in the initial steps, however, a
comprehensive understanding of relevant influences
is essential in ascertaining machinery performance.
• Establish priorities based upon machinery
criticality to operations, and develop a strategy of
monitoring, both technically, and how often the
machine(s) should be monitored in order to
minimize risk of loss.
• Draft a guideline outlining the program
expectations, goals, and operational plan of how the
PdM business will be conducted. There are two
elements of this document: the strategic aspects,
that identify options and expectations, that will
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“Many factors contribute
to machine failure. The easiest
to capture are design problems,
wear, etc., however, some
are more subtle in source.”
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outline the roles of the respective departments in
maintaining machinery health, and the tactical
elements, which are the “nuts and bolts” of the
mechanics of the assessment process. This
document has many purposes, and should be a
“living document”, constantly revised and
improved as the program grows and improves.
This not only will assist the maintenance operation
and related plant operations visualize and cooperate
in the execution of the maintenance function, but
will also assist in developing a strategy of
maintenance availability versus operational
availability. The side benefit of the program
document is to provide a guide for staff being
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brought into the PdM operation as a result of
advancement, etc.
• Develop the initial database, in a fail safe,
‘standardized’ manner. The initial data should be
conservative, so that the machinery characteristics
can be captured, even if the data acquisition
technique may be refined in the course of the
program. Alert levels can be assigned based on
available guidelines, until experience dictates re-
evaluation of the alert levels.
• Take data often enough that machinery behavior
can be trended, and the assessment truly indicates
the machinery condition based not only on specific,
single-date data, but can also be evaluated based on
term experience, more commonly called trend
analysis.
• Evaluate the data with respect to corrective
actions and extending machinery life. One of the
most common frustrations in any new program is
identifying a huge number of conditions in alert
status, and being overwhelmed by the list of
recommended actions. Measurable success will be
more obvious if the first five worst offenders are
managed and corrected, then take on the next five,
etc. This accomplishes two goals:
(1) the worst offenders are going to be the ones who
take the plant down first
(2) you develop detection-cause- correction
processes and are able to utilize measurable success
in developing skills and company support.
• Document processes used, diagnostic tools used,
and results, including financial impact. Without
providing proper and timely documentation, the
lessons of success are never learned, and the
financial gain never achieves necessary visibility.
• Review the processes and tactical implementation.
These are the elements of building the foundation
of success.
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These steps can be
most easily captured
in three points:
• Assess need by
Discovery and/
or Audit.
• Establish the
initial plan.
• Execute:
Implement the
program.
• RE-assess the program.
Hand-in-hand with the detection of machine
changes comes the necessity to diagnose the actual
machine behavior. This is another area which has
improved markedly within the past five years or so,
because the vision of the job at hand has gotten more
proactive: it is not enough to identify a bad bearing, a
misalignment or imbalance condition, or any of the
list of other machinery behaviors. Due to increasing
economic pressure and higher product demands
(translated to increased demand for machine
availability), it has become an essential skill be able to
correlate data from various sources, and determine the
root cause of the problem. What causes a “bad
bearing”? What caused the misalignment in the
machine train? Many factors contribute to machine
failure. The easiest to capture are design problems,
wear, etc., however, some are more subtle in source.
Misalignment can be caused by a change in the
mechanical foundation, or thermal growth, change in
material, etc. In complex machine trains, a
misalignment caused by a material change in
foundation material can cause a bearing to fail over
time. Replacing the bearing will never resolve the
problem.
Other problems are more simple in nature, however,
their impact can be catastrophic. Recent advent of
vibration-based (using acceleration enveloping) grease
monitoring programs indicate inadequate lubrication
due to elevated temperatures, or over-greasing of
bearings disrupting heat transfer capabilities in day to
day plant environments. Ten years ago, the only
grease monitoring consideration was to ensure there
was enough grease provided. As we become more
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aware of actions
causing reactions,
we are better able to
refine our ability to
properly service and
maintain machinery.
As programs and
personnel become more
refined, and the processes
of detection, diagnostics, and
prevention become more effective, the
success of these practices must be captured in terms of
production and finance. In a progressive maintenance
and operations relationship, key performance
indicators, or KPI’s, may be identified. This is the
assessment of where the operation was before
program implementation, followed by the tactical
effort of PdM, and then evaluating the outcome of that
effort. This can be identified as a decrease in repair
parts inventory, increased machine availability,
decrease in required overtime, and other targets which
are visible advantages to the company business team.
KPI’s have dual roles:
First, they identify the return on investment for the
tactical implementation of the reliability
program.
Second, they identify areas which move to
successful levels, and identify areas which need
improvement or re-evaluation of the tactical
processes required.
This may be a monthly or quarterly review of
activity, results, benefits, and next targets, but in all
cases, it is obvious that this review must be often
enough that forward motion of the program can be
maintained, or brought back on track if the direction
of the program wavers. This typically involves a
cross-sectional team of staff and management, which
can best represent the technical and business vision of
the organization.
The outcome of the KPI review becomes the basis
for the operational review of the reliability program.
This function takes the program strategy, tactical
implementation and results – both positive and
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TECHNICAL PAPER TECHNICAL PAPER TECHNICAL PAPER
Managing the Life-Cycle of… (continued)
negative – and evaluates the program’s current status,
and the functional elements of overall plant operations
impacted by the program. In some cases, processes of
the production line can be modified in order to
optimize machine availability. Economic decisions
can be made with regard to capacity of existing
machinery and availability, versus purchasing
additional support machinery to support increased
production demands. Seasonal or time critical
requirements can be reviewed, and support strategies
can be planned accordingly. This also provides an
opportunity for management review of tactical
elements with which the PdM process can be
improved, parts and personnel assets better managed,
etc. The feedback from the operational review
directly impacts the management of the PdM program,
and improvements are made as the program evolves.
This fundamental process of Audit, PdM, KPI
measurements, and Operational Review is the process
of Proactive Reliability Maintenance, or PRM, as
introduced earlier. In many operations, implementing
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“Increasing capacity of a
machine process is becoming more
and more prevailing in current
business climate, however, a
methodology must be incorporated
into the strategy to prevent huge
economic risk.”
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the PRM process takes a minimum of 18 months, and
more typically may take up to two and three years to
incorporate into the accepted business practices of the
company. The key points to success involve
documentation and improving the PdM processes. In
many cases, successful companies create a comfort
zone, and the program stabilizes at this performance
level. At this time, maintenance problems are few,
and correlates well with production requirements. A
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certain level of complacency can be afforded, because
the match is correct.
Economic change occurs when increased output is
required to increase profits, quality of product
becomes more demanding, or downsizing increases
risk of shortfall. From this changing economic
climate comes a need for continuous improvement.
Production is constantly challenging the operating
envelope to run faster, make more product, and run
longer between planned downtime. When the
maintenance organization is tasked to accept
responsibility for maintaining this level of operation, a
second phase of the program must be examined – the
path of continuous improvement. Look again at the
structure.
Increasing capacity of a machine process is
becoming more and more prevailing in current
business climate, however, a methodology must be
incorporated into the strategy to prevent huge
economic risk. That risk may be as simple and
familiar as accepting current level of machinery
downtime and planned production output, or could be
as disastrous of not only not being able to increase
production, but actually incurring financial risk in the
machine being down more often, and planned
production schedules becoming unstable and
unpredictable.
Technology upgrades do not only include current
state-of-the-art machine modifications (capital
investments) and process improvements, but must also
encompass planned design and maintenance practice
innovations consummate with the machine’s
technology advancements. Scope of machinery
inspections may have to expand to include NDT
procedures, precision alignment/tramming, and
additional fail-safe considerations due to the technical
pushing of the machine envelope. Special bearing
designs, such as CARB™ bearings, may become
appropriate for a hostile environment installation, and
with that would come the requirement to ensure
proper installation techniques are observed, etc., by
the maintenance activity. In some cases where a
machine wreck could be catastrophic at high output
demands, and upgrade from a manual to an automated
surveillance system may be prudent. The intent of
technology upgrading should never be to chase
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technology, but rather, must be an evaluation of return
on investment. The key criteria in determining this
course of action should be risk. Once this assessment
is made, and the decision is based to upgrade the
technology path, then the initial system of Assess –
Establish – Execute – Reassess must be reviewed, and
documented modifications to the PRM program must
be initiated in anticipation of increasing demands on
the PRM team.
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“Current business climate does
not support hundreds of thousands
of dollars of repair parts inventory
with unpredictable turnover.
The effective PRM and
continuous improvement program
outlined here is the foundation for
a risk management system.”
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With the advent of technology upgrades must come
the commitment of continued training, for two
reasons:
1.) Increasing technology demands increased technical
competence, and,
2) Personnel improvement, attrition, and promotion
creates a demand for competence and skills training.
This training does not fall just within the realm of
the PRM process, but must also encompass disciplines
of improved bearing mounting techniques, specialty
lubrication requirements, machine dynamics and
process evaluation, as well as machinery operations,
etc. Management teams are encouraged to plan and
fund the appropriate training of staff for immediate
and long term increased reliability of processes and
machines. Failure to consider and plan proper training
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with new product or requirements results in failure
and increased economic risk.
The final consideration within the boundaries of
developing the maintenance strategy and risk
assessment is the supply of the proper equipment,
proper skills and proper timing. Current business
climate does not support hundreds of thousands of
dollars of repair parts inventory with unpredictable
turnover. The effective PRM and continuous
improvement program outlined here is the foundation
for a risk management system which allows detection
of a machine change, methods for increasing machine
life during a manageable failure mode, and scheduling
of a maintenance activity with the required parts
available at the right time. In many cases, supply is
managed by purchasing methods which are price-only
based, and without regard to the special applications
requirements of the components being sought. The
result is unsuitable parts being purchased based only
on price, but within the requirements of the
application, the parts undergo recurring failure, and
increases risk for production. A coordinated effort to
assess historical operational performance related to
maintenance requirements may indicate specific areas
of needed improvement. This is an opportunity for
purchasing, production, and maintenance/engineering
to team together to achieve a target of less risk, in both
production and financial terms.
The concepts are simple, and are not new to
industry. The demands have increased for economic
stability, and for predictable performance. The tools
are available for achieving successful risk assessment
which results in increased production reliability and
financial accountability, however, the process
becomes the most fundamental key to survival. The
time is now to review the entire scope of machinery
reliability, and become proactive in strengthening the
processes most likely to ensure successful
maintenance practices. Take the time to document the
processes which are most successful. Review those
areas which provide the least payback in effective
machinery management. Document the technical and
financial successes for management and for internal
experience growth. Make the business of PRM
provide the return on the investment required in
today’s business climate.
9
 OPERATOR RELIABILITY OPERATOR RELIABILITY OPERATOR RELIABILITY

Reliability on
the Cutting Edge
M any of today’s leading multi-national organizations
are adopting an innovative approach to maintenance
called Operator Driven Reliability (ODR) and having
great success-both in extending MTBF (mean time
between failure) and realizing cost savings in the area
of maintenance and reliability. The concept is simply a
framework for organizing the activities of plant
operations personnel in concert with a company’s
reliability maintenance practices. Operators are those
closest to plant machinery 24 hours per day, and
typically are the first to notice the smallest changes in
machine operation. Involving them as key resources in
a plant’s reliability effort is a logical and highly cost
effective means to improve machine and process technologies such as process control, Computerized
operation. Maintenance Management Systems (CMMS), and new
The term Operator Driven Reliability relates to generations of electronic hand-held computing
maintenance practices that are owned and managed by equipment. Evolution of these trends resulted in the
operators. It encompasses the maintenance activities term ODR.
they perform, as well as the interaction with
ODR can be considered to comprise three elements:
maintenance and other departments of the organization
• Equipment Operating Procedures (EOP): These
that impact the reliability of plant machinery. The
typically originate from the original equipment
practices related to ODR are typically preventive in
manufacturer (OEM) at plant start-up, but may then
nature and are undertaken in order to optimize
undergo a process of evolution, in-line with
equipment life cycle costs by identifying opportunities
developing experience and expertise in plant
for reliability improvement.
operation
Below are excerpts from SKF’s comprehensive
ODR implementation guide which highlight some of • Operator Involved Maintenance (OIM): This term
the key aspects of a successful program. Contact your describes the activities that address daily co-
local SKF representative for additional information. ordination needs between equipment operators and
maintenance department. Examples would include
Definition of Operator Driven Reliability initiating maintenance work-orders, arranging for
ODR, then, is a company-wide, team-based process machines to be made available, so that necessary
optimizing the operation of an industrial production maintenance work can be carried out, organizing
plant, and which augments classic operator duties. necessary permits, etc. The term OIM also
ODR impacts equipment effectiveness, contributing to encompasses operator participation in other,
optimal production, and to financial return on reliability-related activities such as root cause failure
investment. ODR incorporates operational, technical analysis (RCFA) or maintenance strategy review
and financial metrics, balanced to meet the business (MSR) processes. A prime objective of OIM is to
plan of the industrial enterprise. improve the support strategy for the equipment.
Another term that has historically been used is OIM ensures that operations understands and fulfills
Operator-Based Maintenance (OBM). OBM also its role in ensuring plant-wide reliability
stresses the involvement of operators in maintenance
tasks and the sharing of ownership. A parallel trend in • Operator Performed Maintenance (OPM): This
maintenance is the growth of reliability-improvement term relates to maintenance tasks undertaken by

® 1-877-SKF NEWS
10
OPERATOR RELIABILITY OPERATOR RELIABILITY OPERATOR RELIABILITY
Reliability on the Cutting Edge... (continued)
machine operators to increase machine availability.
Examples would include inspection, cleaning, minor
adjustments and repairs etc.
History and rationale
Given the complexity of modern production machinery
and associated support systems it would be unrealistic
to expect any one person to be fully conversant with all
of the skills necessary for both operation and
maintenance of a plant. Efficient production must
therefore involve a team of people who collectively
provide the necessary pool of skills and experience.
Inevitably there must exist within the team specialists
in certain aspects of either operations or of
maintenance. Logically, the more sophisticated the
plant, the greater the need for these specialist skills.
That said, the concept of operators participating in
maintenance activities is fundamentally not new.
It is feasible and desirable for operators to accept
some involvement and responsibility for basic
maintenance activities in a production plant, given
appropriate training. Some basic inspection activities
require the operator to be the person best equipped, by
virtue of experience, to perform the task. Routine
surveillance is part of the plant operator’s day to day
activities, and thus becomes sensitive to minor changes
in sounds, noises, vibrations, etc., that would not be
apparent to someone lacking extensive front-line
experience. Similarly, if the operator is empowered to
undertake simple adjustment / repair tasks, then minor
defects can be corrected more quickly, avoiding delays
while the maintenance counterpart is located and
summoned to the machine. It is essential to the
success of such a program that it is done within a
culture of “ownership.”
Program startup
Operator Driven Reliability promotes ‘knowledge’ of
‘equipment function’ and increases the ‘awareness’ of
‘consequence of loss of function.’ Therefore a
successful ODR program ‘implicitly and dynamically’
asks and answers:
• What should it do?
• What does it actually do?
• How does it work?
® 1-877-SKF NEWS
• What are the correct operating conditions, e.g.
temperature, pressure…
• How does it fail? What can go wrong?
• When this goes wrong - How much does it matter?
(Costs/losses/risk)?
• What should be done?
– When?
– How?
– By Whom?
To ‘qualify’ as a ‘dynamic business based process’,
ODR must be directed by a thorough understanding of
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ODR can be a stand-alone
program, but is ideally part of
an overall Asset Efficiency
Optimization™ (AEO) program.
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○
the asset and the systemic interactions of’‘contributors’
to get all members of the team aligned.
ODR can be a stand-alone program, but is ideally
part of an overall asset efficiency optimization (AEO)
program. Other programs and initiatives may already
be in place and ongoing at the facility. Ensure that
ODR ‘complements’ where necessary, and ideally
‘augments’ the’‘overall goal/mission’ at the facility.
Various parties from different functional groups
within the organization may monitor the same plant
machines/equipment. The essential difference lies in
the ‘focus/specialization’ and the frequency of the
‘monitoring’ being conducted.
The ODR tasking is not limited to ‘more frequent
condition monitoring’. The ODR task set is expanded
to include performance/efficiency, condition and
integrity checks that are conducted by the operator as a
‘complement’ to these other ‘core programs’.
Operator activities in an ODR program
The first component of the operator monitoring and
optimizing production capacity typically relies on
• comparison of current operational trends and
11
 OPERATOR RELIABILITY OPERATOR RELIABILITY OPERATOR RELIABILITY
Reliability on the Cutting Edge... (continued)
modifying/optimizing conditions on-the-spot, and
• recording changes in operating requirements as they
affect production.
The second component of the ODR program is the
acquisition and management of information in such a
manner that plant operating condition and machinery
risk assessment can be evaluated, and business
decisions made in order to optimize plant production
and machinery health. This second element, data
acquisition and information management, is currently
defined in simple terms of providing a model (most
typically vibration monitoring, lubrication analysis,
temperature transient monitoring, etc.) of information
management, from which more comprehensive (and
thus more sophisticated) models can be built and
expanded.
Capturing the right information at the right time
One definition which applies to the process of
assimilating physical data is to determine what are
inspections, and what are PdM-type, or trendable,
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Various guidelines are offered in
both general industrial terms, and in
application-specific categories.
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data. In very general terms, an inspection is
conducted to assess the actual condition of a system
or asset. In most cases, these inspections are
conducted annually, semiannually, or quarterly, but do
NOT rely upon the ability to trend parameters or
perform statistical analysis to determine probability of
an anomaly. These inspections may include (but are
not exclusive to) belt inspections, image
thermography, “remove/overhaul/replace”
maintenance items, ground strap inspections, fire
extinguisher and safety asset inspections, etc. The
other category of data which is vital to plant
monitoring (both PdM/condition monitoring and
process monitoring) is data which is collected with
reasonably repeatable cycle time (hourly, per shift,
monthly, etc.), and that data is trended and/or
® 1-877-SKF NEWS
12
evaluated based on statistical analysis in comparison
to (a) known machine operating conditions and (b)
use of alert levels (either by gain/rate of increase,
trending outside a normal operating envelope
parameter, or becoming statistically anomalous (i.e.,
3£ deviation from operable ‘normal’ trend, etc.
These include dynamic measurements such as
vibration, as well as static or static-variable
parameters, such as temperature, pressure, flows, etc.,
to name only a very few.
Selection of equipment
Candidate systems are identified based on economic
and performance criteria, followed by an assessment
of what kind of data provides the best visual profile of
machinery performance in various operating
conditions. Industry standards and guidelines should
be considered during this assessment, and from that,
machines are classified by criticality to production,
risk management of potential catastrophic failures,
etc. Various guidelines are offered in both general
industrial terms, and in application-specific
categories. An example of general industrial
categorization of industrial machine is demonstrated
in an interpretation of the ISO10816-1 guideline
(10816 focuses on vibration assessment, which is
NOT the point in this context, however, the
categorization method of the machinery being
measured is of interest).
Inspection, process and vibration monitoring
In most cases, process variables frequency and
required parameters have been established based upon
the history of production process. These are
constantly scrutinized and adjusted, in order to most
effectively operate the production process. The
results of this history can be categorized and the data
acquisition process be moved from a paper-type log
into the digital data acquisition (manual-digital and/or
automated data acquisition, depending on access,
safety exposure, and response requirements, as well
as long term analysis of the process by production.
Vibration, of course, is measured at key points in
the machine train, so that trend and statistical analysis
can indicate change in machinery dynamic
performance. Selecting any single physical
OPERATOR RELIABILITY OPERATOR RELIABILITY OPERATOR RELIABILITY
Reliability on the Cutting Edge... (continued)
measurement may provide mechanical insight into the
physics of machine performance, however, current
technology has allowed us to monitor multiple
parameters (e.g., in vibration, acceleration, velocity,
enveloped acceleration, etc.) which are best suited to
mechanical performance characteristics (enveloped
acceleration is a primary indicator of bearing
performance; velocity is a typical identifier of
primary mechanical condition, such as imbalance,
misalignment, mechanical looseness, and advanced
component wear in final stages of failure). This kind
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… the health of the machine
can be optimized to support
production requirements..
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of dynamic information coupled with component
temperature transients, lubrication pressures and
flows, process pressures, flows, temperatures and
differential pressures, give an experienced operator
the ability to assess machine condition in both
production and reliability. Taken a step further with
management of database information showing
historical performance and trends, the health of the
machine can be optimized to support production
requirements.
Route development
Routes are defined as the routine of acquiring various
process and condition assessment data based on:
• Operation/availability of machine or process to be
monitored
• Criticality of machine or process in terms of
production and integration into sequenced
production
• Geography, or footprint, of the machinery system
with relationship to operator access.
These are not exclusive criteria by any means, but
rather, illustrate variables to be considered when
designing a data acquisition process for the operator.
Consideration must be given to the principle that the
operator’s primary responsibility is to monitor and
control the production process, and to be the first line
® 1-877-SKF NEWS
of defense for any variable, which threatens the
integrity of the production process
Assessing results
To assess the success of an Operator Driven
Reliability program, all exceptions and actions must
bring forward the details to allow the Program ROI -
Return On Investment to be produced, tracked and
reported upon. This can be done by means of a Key
Performance Indicator- KPIs are in essence a list of
quantifiable objectives that spell out the desired
outcome for an ODR program. KPI’s are a ‘dynamic
entity’ that are reviewed regularly and adjusted, given
the actual performance in key result areas. In best
practice company’s indices are added and deleted
from the system, as needs dictate. Once the desired
level of performance is achieved it is considered
prudent to remove or change the initial selected KPI’s
used in the performance monitoring process.
Change Management
Successful implementation of an Operator based
inspection program requires an understanding that
the activity ultimately benefits all parties, and
requires management buy into the program from
the top down. It requires a clear business goal that
must be communicated, understood and owned by
the ODR team. Any major change agent/effort
requires proper training and communication
during the change process. Typically,
implementing an ODR program requires changes
in the workflow process, implementation of new
technology, enhanced communication and changes
in working relationships-from an individual and
departmental standpoint. Management must
understand the change process and anticipate and
facilitate change management as part of ODR
implementation. Support of management in
facilitating this change is a key component of a
successful program.
SKF has recently introduced a range of data collectors
and personal data assistants to provide a convenient
and easy way for plants to implement an effective
Operator Driven Reliability Program. Contact your
local SKF Representative for additional information
on ODR or any of our MARLIN systems.
13
 NEW PRODUCTS NEW PRODUCTS NEW PRODUCTS
Hand-Held Data Collectors Suit Range
of Plant Requirements
SKF recently completed the
worldwide launch of a range of
new hand-held data collectors and
accessories to accommodate a
multitude of customer needs. “As
organizations begin to understand
the overall benefit of achieving
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These new products
include the latest
technology to provide
solutions for
maintenance,
operations and
engineering as well
as plant management.
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their reliability goals, the need for
instruments designed to meet a
variety of organizational structures
and operational requirements has
emerged” says Marketing Director
for SKF Reliability Systems,
Marty Herzog. “These new
products include the latest
technology to provide solutions for
maintenance, operations and
engineering as well as plant
management. Today, reliability is
a team effort and that reality has
and will continue to influence our
product development efforts.”
Read on to learn more, or visit
our website at www.skfcm.com
for detailed information and
datasheets.
® 1-877-SKF NEWS
14
Microlog , CMXA 50
®
The Microlog CMXA50 is a robust
alternative for plants seeking to
arm plant personnel with an easy
to operate, feature-rich data
collection and analysis tool. For
novice to advanced users, the “50”
bridges the gap between a high
powered comprehensive analysis
solution such as the Microlog
CMVA60, and the simplified
MARLIN line of Data Assistants
for operator use. The CMXA50’s
price point and functionality make
it an essential addition to an
existing program, or the perfect
choice for starting out.
A two-channel, route-based
instrument, the 50 is small,
lightweight and rugged. It fits in
one hand and weighs just 1.6
pounds. It collects, stores and
trends vibration and process data,
including enveloped acceleration-
with 4 selectable input filters.
With a spurious-free dynamic
range of 90dB, and digital signal
processing at 40kHz real time rate,
the CMXA50 has an enhanced
capacity for detecting and
identifying problems quickly and
accurately. Maximum frequency
range to 40,000 Hz and FFT
resolution at 12,800 lines, the
CMXA50 is great for optimum
analysis and the earliest detection
of bearing and gear mesh
problems.
MARLIN Pro ®
data manager,
CMDM5000
The MARLIN Pro is another of
SKF’s recent additions to its
family of hand-held mobile
computers for Operator Driven
Reliability. The MARLIN system
is the quintessential frontline tool
for operators.
This fully rugged, high
performance data collector enables
plant operations personnel to
electronically collect, store and
analyze overall machine
inspection, process and vibration
data. The MARLIN Pro enables
in-the-field trending, comparison
of baseline with previous readings,
alarm notification and more. User
notes allow operators to record
immediate impressions of
troublesome machine conditions or
measurements which may be
13
 NEW PRODUCTS NEW PRODUCTS NEW PRODUCTS
New Products... (continued)
uploaded to a host PC network for
team review. On-board software
provides push button assistance,
offering users clear and specific
direction to enable the fastest and
most appropriate response to
changes in machine conditions.
Companion software allows for
more in-depth analysis and the
sharing and communication of
machine data between operations,
engineering, maintenance and
plant management. The MARLIN
Pro has achieved the safety
certification rating of Class 1,
Division 2, Groups A, B, C, D.
(“Non-Incendive”).
MARLIN Pro-IS ®
data manager,
CMDM 5000-IS
for Hazardous
Environments
The MARLIN Pro-IS data
manager brings the power of the
MARLIN Pro to hazardous
environments. With all of the
functionality and benefits of the
MARLIN Pro, the “Pro-IS” has a
multiple 6 foot drop test rating and
is IP65 certified (dust-tight and
® 1-877-SKF NEWS
water jet protected), meeting the
definition of “fully rugged”. The
unit is designed to withstand the
most hostile and extreme industrial
environments. The “Pro IS” has
achieved the Intrinsic Safety rating
from the European regulatory
agency, Cenelec, and is rated
Group II (Petrochemical) Eex ia
IIC T4 (ATEX directive).
MARLIN Pocket ®
Pro data manager,
CMDM5000P
The MARLIN Pocket Pro is
another tool for facilitating a team
approach to machine and process
availability. By combining the
Intel Strong Arm architecture in an
ergonomic, pocket-sized form
factor suitable for many industrial
environments, the MARLIN
Pocket Pro complements the fully
rugged MARLIN Pro line of
mobile industrial computers for
Operator Driven Reliability.
This state-of-the-art data
collector has the power to collect,
store, analyze and report on
important machine vibration,
inspection and process data, and
also comes standard with
Microsoft Pocket Word, Pocket
Excel and Internet Explore.
Additionally, because it uses an
open “Pocket PC” platform, third
party or user-developed
applications may be loaded
directly onto the hand-held to
accommodate scheduling, tracking,
documentation, reference, storage,
or communication requirements
unique to your organization.
The mobile, pocket-sized unit
has the user-friendly MARLIN
graphical interface (GUI) that has
received industry-wide recognition
and acceptance around the globe.
The MARLIN Pocket Pro data
manager also works with the
popular Surveyor software for
analysis and sharing of important
machine information.
MARLIN Condition®
Detector Pro-IS,
CMVL3600-IS
The MARLIN Condition Detector
Pro-IS is a Go/No Go monitoring
instrument designed for ease of use
and convenience in monitoring
machine condition. The
instrument’s sensor affixes to a
machine point via a MARLIN
QuickConnect Stud (patent
pending) or magnetic base- for
automatic collection of vibration
15
 NEW PRODUCTS NEW PRODUCTS NEW PRODUCTS
and temperature data. Green,
yellow and red LEDs provide
easy to interpret indications of
machine status, so operations or
maintenance personnel can
quickly identify the need for
more in-depth analysis on a
particular machine. The unit
operates as a stand-alone device,
or as an integral component of
the complete MARLIN system.
When performing
measurements, the MCD Pro-IS’
sensor input signal is processed
to produce two vibration
measurements for each
measurement POINT. Velocity
vibration identifies phenomena
typically observable in the low
to mid-frequency range, and can
indicate such structural
problems as misalignment,
unbalance, mechanical looseness
and more. Events which occur
in the higher frequency ranges
such as bearing and gear
problems, can also be detected
by the MCD Pro IS with its
“acceleration enveloping”
capability. This signal
processing technique enhances
the repetitious vibration signals
that characterize such problems
as bearing or gear mesh faults.
The new ruggedized MARLIN
Condition Detector Pro-IS is
now certified Intrinsically Safe
by the European regulatory
agency, Cenelec, and the North
American regulatory agency,
CSA. The MCD Pro-IS’
certifications make it an
essential monitoring tool for
use in hazardous environments
typically found in the
Petrochemical industry.
® 1-877-SKF NEWS
16
VibPak
CMVL3700
The VibPak is a MARLIN system
accessory that connects to the
MARLIN data manager. It enables
MARLIN users to collect vibration
velocity and enveloped
acceleration data from machinery
in remote or hard-to-reach
locations. The collected data can
then be trended in the MARLIN
data manager and/or PRISM4
software. The compact,
lightweight unit is a cost-effective,
safe solution for expanding your
vibration monitoring efforts
without additional personnel.
The VibPak lets you take
advantage of the systems you
already have in place to facilitate
more comprehensive monitoring of
plant equipment. The VibPak
collects data from most standard
100 mV/g industrial
accelerometers. Its small size
affords an easy fit in locations not
easily reached with a standard
vibration instrument. The VibPak
also collects vibration data from
permanently mounted
accelerometers in hard to reach
areas, or in remote locations via a
BNC junction box or from SKF
Mechanical Condition Monitor
panels.
The lightweight VibPak links to
your MARLIN data manager via a
small cable and is carried
comfortably in a shoulder pouch.
The MARLIN automatically
recognizes the module and
attachments, making its use easy
and hassle-free. Plant personnel
simply attach the desired
instrument and proceed with
collecting data via the MARLIN
system.
SKF Machine
Analyst Version 1.1
SKF Machine
Analyst 1.1 is an
enhancement
release to the
existing
software. A range
of backend
modifications have
improved the reliability and
openness of the application to
facilitate the integration of future
add-ons and third part plugs-ins. In
addition, an Import/Export
functionality has been added which
allows for the transfer of complete
or specified portions of the
database between Machine Analyst
databases. And finally, a Notes
functionality now allows for the
introduction of SET specific notes
from an easily accessible top-level
menu item or toolbar button.
SKF Machine Analyst is the
data management and analysis
software that provides the power
not only to manage, but to
optimize the efficiency of plant
machinery.
Dan Bradley (continued)
implemented process
improvements along with the
technology investment. This may
seem obvious but clearly the
Reliability market suffers from the
same obstacles.
Second, proposals of hardware
and software purchases must be
tied back into the companies
business objectives and KPI’s (Key
Performance Indicators). Looking
for a technology plan in isolation
of the greater business objectives,
process changes and required
investment rarely results in
achieving the desired results to the
bottom line.
The points in the article are
particularly applicable to ODR -
Operator Driven Reliability. Our
experience has shown that two
sites within the same corporation
can implement a “program” with
the same equipment but achieve
vastly different results. The
difference always turns out to be
how effectively the program is tied
to business objectives and to
changing the work flow process to
achieve those business targets.
Customers who work with SKF
Reliability Systems to implement
their ODR program benefit from a
proven approach that combines
new technology along with process
changes. In addition, SKF offers
programs and training that help
customers to achieve the necessary
cultural changes required to
achieve results that are timely but
long lasting.
A recent survey in Managing
Automation magazine indicated
that 58% of respondents were
utilizing operators to check
equipment on a periodic basis to
® 1-877-SKF NEWS
find potential problems. Only 16%
were using automated devices to
monitor and warn! In addition, the
tenet of any proper Reliability
Centered Maintenance program is
Operator involvement. This is
made even more essential by the
continued downsizing of
engineering and maintenance staffs
across all industries. Thus a
reliability program augmented with
operator based inspection provides
a platform for achieving world
class benchmark performance.
This issue of REVOLUTIONS
contains several articles on tools
and services that can be used to
start and maintain such a program.
But success really starts prior to
any requests for quotation or
purchase. It starts with a clear
program definition, commitment
and well-aligned program that ties
to your particular business
objectives. SKF Reliability
Systems is ready to help you get
started along the path to
productivity improvements and
ensure a return on your investment.
Sources:
Harvard Business Review. March 2002.
“The Real Source of the Productivity Boom”,
Interview with Michael Nevens of McKinsey
& Company
Managing Automation Magazine. November
2001. “On the Road to Integration”,
Stephanie Neil
Save on
Condition
Monitoring
Products!
From time to time, SKF
offers previously owned,
factory-refurbished equipment
at a substantial savings.
The equipment has been
refurbished at our factory, or a
factory-authorized service center,
updated to the latest applicable
release, completely tested and
fully calibrated.
Units are covered under our
standard Warranty Policy for a
period of ninety days.
PRODUCT MODEL NO. QTY. AVAIL
Microlog, Kit
REFURB-CMVA60-K ................... 2
Marlin Kit
REFURB-CMVA4700-K ............... 4
Microlog, Unit & Manual
REFURB-CMVA10 ....................... 2
I.S. Microlog, Unit & Manual
REFURB-CMVA30 ....................... 3
Dual Channel Microlog,
Unit & Manual
REFURB-CMVA40 ....................... 1
Microlog, Unit & CD Manual
REFURB-CMVA60 ....................... 3
Hard Carrying Case, Gray
Refurbished CMVA6133-HD ...... 6
Hard Carrying Case, Black
Refurbished CMVA6134-HD ...... 5
*Note: Delivery times vary. Units on first
come, first serve basis. Above prices do not
include shipping charges. Please contact your
local SKF representative for additional
information.
17
SKF Condition Monitoring ®
SKF Condition Monitoring Area Centers:
North & South America
4141 Ruffin Road
San Diego, CA 92123 USA
Tel: 858 496-3400
Fax: 858 496-3531
Europe - Middle East - Africa
Postbus 2091
5300 CB Zaltbommel
The Netherlands
Tel: (+31) 418-681818
Fax: (+31) 418-681800
Asia, Pacific
Kawasan Perindustrian Nilai
P.O. Box 26, 71807 Nilai
Negeri Sembilan Darul Khusus,Malaysia
Tel: (+60) 6-799-2713
Fax: (+60) 6-799-2407

Visit our web site at www.skfcm.com

REVOLUTIONS reports on topical issues, programs
and trends to educate on technology for plant reliability.
Please email your comments, suggestions and feature
requests to revolutions@skf.com.
SKF is a registered trademark of SKF. All other trademarks
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