equipment reliability - smrp

THE MAGAZINE BY PRACTITIONERS FOR PRACTITIONERS

EQUIPMENT RELIABILITY

VOLUME 13, ISSUE 2 MAR/APR 2018

SOLUTIONS

SOLUTIONS MAR-APR 2018

02

COURSE WHO SHOULD ATTEND YOU WILL LEARN HOW TO DATES & LOCATION DAYS/CEUs COST

*LOCATION CODES: (CHS) = Charleston, SC | (CU) = Clemson University in Greenville, SC | (KU) = The University of Kansas | (OSU) = The Ohio State University

MaterialsManagement

$1,895Apply sound storeroom operations principles. Manage inventory to optimize investment. Understand the role of purchasing. Implement effective work control processes.

3 consecutive days2.1 CEUs

Materials Managers, Storeroom Manag-ers, Planner/Schedulers, Maintenance Managers and Operations Managers

MaintenancePlanning andScheduling

$2,495Apply preventive and predictive maintenance practices. Calculate work measurement. Schedule and coordinate work. Handle common maintenance problems, delays and ineffi ciencies.


Planner/Schedulers, Maintenance Supervisors, Maintenance Managers, Operations Coordinators, Storeroom Managers and Purchasing Managers

ReliabilityEngineeringExcellence

$1,895Learn how to build and sustain a Reliability Engineering program, investigate reliability tools and problem-solving methods and ways to optimize your reliability program.


Reliability Engineers, Maintenance Managers, Reliability Technicians, Plant Managers and Reliability Personnel

ReliabilityExcellencefor Managers

$7,495Build a business case for Reliability Excellence, learn how leadership and culture impact a change initiative and build a plan to strengthen and stabilize the change for reliability. CMRP exam following Session Four.

12 days total (4, 3-day sessions)8.4 CEUs

General Managers, Plant Managers, Design Managers, Operations Managers and Maintenance Managers

Risk-BasedAsset Management

$1,895Learn to create a strategy for implementing a successful asset management program. Discover how to reduce risk and achieve the greatest asset utilization at the lowest total cost of ownership.


Project Engineers, Reliability Engineers, Maintenance Managers, Operations Managers, and Engineering Technicians

Root CauseAnalysis

$1,895Establish a culture of continuous improvement and create a proactive environment. Manage and be able to effectively use eight RCA tools to eliminate latent roots and stop recurring failures.


Anyone responsible for problem solving and process improvement

Prosci® ChangeManagementPrograms

Contact us for pricing

Executives and Senior Leaders; Managers and Supervisors; Project Teams; HR and Training Groups; Employees

Build internal competency in change management. Deploy change management throughout your organization. Become licensed to use Prosci’s change management tools.

Sponsor: ½-dayCoaching: 1-day Orientation: 1-dayCertifi cation: 3-day

Planning for Shutdowns, Turnarounds and Outages

$1,895Save time and money on your next shutdown by learning how to effectively plan for and manage such large projects. Learn processes and strategies for optimal resource allocation.


Members of the shutdown or outage teams, planners, plant engineers, maintenance engineers

PredictiveMaintenanceStrategy

$1,895Collect and analyze data to assess the actual operating condition. Use vibration monitoring, thermography and tribology to optimize plant operations.


Plant engineers and managers, Maintenance, Industrial and Manufacturing Engineers, Maintenance Supervisors and Managers

CHANGING BEHAVIOR TO PRODUCE RESULTS®

REGISTER NOW: 800-556-9589 | [email protected] | www.LCE.com

MaintenanceManagementSkills

$1,895Lead a world-class maintenance department using planning and scheduling best practices to drive work execution, improve productivity, motivate staff, increase output and reduce waste.


Maintenance Managers and Supervisors, as well as Supervisors from Operations, Warehouse or Housekeeping areas

A

PPROVED

P

RO V ID ER

A1 A2 B2

A

PPROVED

P

RO V ID ER

Feb 13-15, 2018 (CHS)Oct 23-25, 2018 (CHS)

Apr 2-5, 2018 (CHS)May 7-10, 2018 (KU) July 23-26, 2018 (CHS)Sept 24-27, 2018 (CU)Nov 5-8, 2018 (OSU)

Feb 27-Mar 1, 2018 (KU)April 24-26, 2018 (CU)Jun 19-21, 2018 (CHS)Oct 23-25, 2018 (OSU)

Feb 6-8, 2018 (OSU)Mar 27-29, 2018 (CU)June 12-14, 2018 (KU)Oct 2-4, 2018 (CHS)

Contact us to schedule a private onsite class.

Aug 7-9, 2018 (CHS)

Apr 17-19, 2018 (OSU)Sept 25-27, 2018 (KU)Dec 4-6, 2018 (CHS)

Apr 3-5, 2018 (CHS)May 15-17, 2018 (OSU)July 31-Aug 2, 2018 (CU)Nov 6-8, 2018 (KU)

SESSION 1 DATES:Mar 20-22, 2018 (CHS)Aug 28-30, 2018 (CHS)

Mar 20-22, 2018 (OSU)June 12-14, 2018 (CU)Aug 21-23, 2018 (KU)Oct 30-Nov 1, 2018 (CHS)

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GET CERTIFIED!

REGISTER NOW! MA

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ED

SE

RVICES AND TRAINING PROVID

ER™

CERTIFIED RELIABILITY LEAD

ER™

CEU APPROVED PROVIDER

2017

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03

10

LESSONS LEARNED IN PLANNING AND EXECUTION OF THE ASSET

MANAGEMENT STRATEGYAleck Santamaría De La Cruz, CMRP

06

14

16

TECHNOLOGY TRENDS IN ULTRASOUND EQUIPMENT RELIABILITY APPLICATIONS

Adrian Messer, CMRP

THREE THINGS THAT KILL YOUR RELIABILITY AND WHAT YOU CAN DO

ABOUT THEM NOWShon Isenhour, CMRP, CAMA

& Ana Maria Delgado, CRL

READY WHEN YOU NEED IT: PREDICTIVE MAINTENANCE ON YOUR

STAND-BY EQUIPMENTManuel Lombardero, MBA, CMRP

18

22

20

26

30

NEW CMRPs/CMRTs

NEW MEMBERS

SMRPCO SUSTAINING SPONSORS

04 CONTRIBUTORS, OFFICERS & DIRECTORS

05 LETTER FROM THE CHAIR Howard W. Penrose, PhD, CMRP

GOVERNMENT RELATIONS UPDATE

CHAPTER NEWS

COURSE WHO SHOULD ATTEND YOU WILL LEARN HOW TO DATES & LOCATION DAYS/CEUs COST

*LOCATION CODES: (CHS) = Charleston, SC | (CU) = Clemson University in Greenville, SC | (KU) = The University of Kansas | (OSU) = The Ohio State University

MaterialsManagement

$1,895Apply sound storeroom operations principles. Manage inventory to optimize investment. Understand the role of purchasing. Implement effective work control processes.


Materials Managers, Storeroom Manag-ers, Planner/Schedulers, Maintenance Managers and Operations Managers

MaintenancePlanning andScheduling

$2,495Apply preventive and predictive maintenance practices. Calculate work measurement. Schedule and coordinate work. Handle common maintenance problems, delays and ineffi ciencies.


Planner/Schedulers, Maintenance Supervisors, Maintenance Managers, Operations Coordinators, Storeroom Managers and Purchasing Managers

ReliabilityEngineeringExcellence

$1,895Learn how to build and sustain a Reliability Engineering program, investigate reliability tools and problem-solving methods and ways to optimize your reliability program.


Reliability Engineers, Maintenance Managers, Reliability Technicians, Plant Managers and Reliability Personnel

ReliabilityExcellencefor Managers

$7,495Build a business case for Reliability Excellence, learn how leadership and culture impact a change initiative and build a plan to strengthen and stabilize the change for reliability. CMRP exam following Session Four.

12 days total (4, 3-day sessions)8.4 CEUs

General Managers, Plant Managers, Design Managers, Operations Managers and Maintenance Managers

Risk-BasedAsset Management

$1,895Learn to create a strategy for implementing a successful asset management program. Discover how to reduce risk and achieve the greatest asset utilization at the lowest total cost of ownership.


Project Engineers, Reliability Engineers, Maintenance Managers, Operations Managers, and Engineering Technicians

Root CauseAnalysis

$1,895Establish a culture of continuous improvement and create a proactive environment. Manage and be able to effectively use eight RCA tools to eliminate latent roots and stop recurring failures.


Anyone responsible for problem solving and process improvement

Prosci® ChangeManagementPrograms

Contact us for pricing

Executives and Senior Leaders; Managers and Supervisors; Project Teams; HR and Training Groups; Employees

Build internal competency in change management. Deploy change management throughout your organization. Become licensed to use Prosci’s change management tools.

Sponsor: ½-dayCoaching: 1-day Orientation: 1-dayCertifi cation: 3-day

Planning for Shutdowns, Turnarounds and Outages

$1,895Save time and money on your next shutdown by learning how to effectively plan for and manage such large projects. Learn processes and strategies for optimal resource allocation.


Members of the shutdown or outage teams, planners, plant engineers, maintenance engineers

PredictiveMaintenanceStrategy

$1,895Collect and analyze data to assess the actual operating condition. Use vibration monitoring, thermography and tribology to optimize plant operations.


Plant engineers and managers, Maintenance, Industrial and Manufacturing Engineers, Maintenance Supervisors and Managers

CHANGING BEHAVIOR TO PRODUCE RESULTS®

REGISTER NOW: 800-556-9589 | [email protected] | www.LCE.com

MaintenanceManagementSkills

$1,895Lead a world-class maintenance department using planning and scheduling best practices to drive work execution, improve productivity, motivate staff, increase output and reduce waste.


Maintenance Managers and Supervisors, as well as Supervisors from Operations, Warehouse or Housekeeping areas

A

PPROVED

P

RO V ID ER

A1 A2 B2

A

PPROVED

P

RO V ID ER

Feb 13-15, 2018 (CHS)Oct 23-25, 2018 (CHS)

Apr 2-5, 2018 (CHS)May 7-10, 2018 (KU) July 23-26, 2018 (CHS)Sept 24-27, 2018 (CU)Nov 5-8, 2018 (OSU)

Feb 27-Mar 1, 2018 (KU)April 24-26, 2018 (CU)Jun 19-21, 2018 (CHS)Oct 23-25, 2018 (OSU)

Feb 6-8, 2018 (OSU)Mar 27-29, 2018 (CU)June 12-14, 2018 (KU)Oct 2-4, 2018 (CHS)

Contact us to schedule a private onsite class.

Aug 7-9, 2018 (CHS)

Apr 17-19, 2018 (OSU)Sept 25-27, 2018 (KU)Dec 4-6, 2018 (CHS)

Apr 3-5, 2018 (CHS)May 15-17, 2018 (OSU)July 31-Aug 2, 2018 (CU)Nov 6-8, 2018 (KU)

SESSION 1 DATES:Mar 20-22, 2018 (CHS)Aug 28-30, 2018 (CHS)

Mar 20-22, 2018 (OSU)June 12-14, 2018 (CU)Aug 21-23, 2018 (KU)Oct 30-Nov 1, 2018 (CHS)

www.LCE.com

GET CERTIFIED!

REGISTER NOW! MA

PP

ED

SE

RVICES AND TRAINING PROVID

ER™

CERTIFIED RELIABILITY LEAD

ER™

CEU APPROVED PROVIDER

2017


04

CONTRIBUTORS

&BOARDCONTRIBUTORS

Aleck Santamaría De La Cruz, CMRP, PMP, MBA is a CEO and Consultant in Asset Management. He has over 20 years of experience in oil & gas and the biofuel industry. Alex holds a Master’s of Science in Mechanical Engineering along with an MBA & Global MBA.

Manuel Lombardero, MBA, CMRP, Maintenance Manager, AES Corporation - Manuel has been in the power industry for over 18 years, working in the areas of operation, maintenance and reliability, both in the United States and abroad.

Shon Isenhour, CMRP, CAMA is a partner with Eruditio, which is a premiere education provider for companies that are looking for training with a return on investment. Shon is a past Chairman of SMRP and a self-proclaimed reliability nerd.

Ana Maria Delgado, CRL, Marketing Manager, LUDECA, Inc. Ana is responsible for creating awareness of the benefits of Proactive Condition Monitoring through the use of maintenance technologies such as precision laser alignment, vibration analysis, balancing and ultrasound to increase machinery reliability.

Adrian Messer, CMRP is the Manager of US Operations for UE Systems, Inc. For more than a decade, Adrian has been helping facilities around the country transform their reliability programs by successfully implementing Ultrasound technology for condition monitoring and energy conservation applications. As a subject matter expert on Ultrasound technology and implementation best practices, Mr. Messer has been a featured speaker at numerous industry events. He is a graduate of Clemson University and maintains close ties to the University assisting current students in a mentorship program through the College of Business & Behavioral Science.

SMRP OFFICERS & DIRECTORS

ChairHoward Penrose, PhD, CMRPMotorDoc, [email protected]

Vice ChairVlad Bacalu, CMRP, CMRT, [email protected]

TreasurerGina Hutto-Kittle, CMRPThe Timken [email protected]

SecretaryCarl Schultz, CMRPAdvanced Technology Solutions, [email protected]

Immediate Past ChairLarry Hoing, CMRP, CMRTWells Enterprises, [email protected]

Certification DirectorBruce Hawkins, CMRP, CAMAEmerson Process [email protected]

Body of Knowledge DirectorPaul Casto, CMRPGE [email protected]

Education DirectorChristopher Mears, CMRPNational Aerospace Solutions/[email protected]

Member Services DirectorJeff Shiver, CMRPPeople & [email protected]

Outreach DirectorNancy Frost, PhD, CMRPZap Labs [email protected]

WWW.SMRP.ORG

05

FROM THE

CHAIR

Howard W. Penrose,

PhD, CMRP

Education, Global Outreach in

the Spotlight in 2018

February was an exciting month for SMRP

and our members. We partnered once again

with Advance CTE to celebrate National

Career and Technical Educat ion (CTE)

Month and hosted another successful

Washington, D.C., Government Relations

Fly-In.

CTE Month is an annual public-awareness

campaign that celebrates the value of

CTE, as well as the accomplishments of

CTE programs throughout the US. CTE

covers industr ies such as heal thcare,

i n f o r m a t i o n t e c h n o l o g y, a d v a n c e d

manufacturing, maintenance, installation

and repair with one goal – to prepare and

create a competit ive workforce for the

next generation. SMRP and our members

suppor t CTE month through individual

and corporate programs; suppor t of

re l iabi l i t y, maintenance and physica l

asset management education; the CMRP,

CMRT and CAMA certifications; outreach

programs with national and international

organizations; the development of our

Body of Knowledge (BoK); educat ion,

conferences and symposiums; ef for ts

through our Approved Provider Education

Program; training and networking through

Chapters and SIGs; and our government

relations program.

At the end of February, we participated in

the annual Washington, D.C., Fly-In, meeting

with Federal policymakers, committees

and departments like the Occupational

Safety and Health Administration (OSHA)

to discuss topics such as, cybersecurity,

infrastructure, smart-grid and workforce

development. Additionally, SMRP acted as

the only representative for our community

in the Advance CTE panel. Our government

relations committee was involved in the

2017 reauthorizat ion of the bipar t isan

Perk ins Ac t , which prov ides Federa l

support to career education programs. We

also had an opportunity to meet with the

White House Workforce Development team

on March 1st, the outcome of which will be

shared with members in the near future.

In addition to SMRP’s efforts in education

and legislat ion, the SMRP Foundat ion

continues to offer competitive scholarships

t o s t u d e n t s p u r s u i n g d e g r e e s i n

maintenance, re l iabi l i t y and physical

asset management as part of our Student

Advancement Oppor tunit ies. This new

program, which opened on February 26,

includes the annual scholarship program,

student membership and free student

webinars. A number of chapters also

prov ide scholarship oppor tuni t ies to

students in their region. Over the past few

years, SMRP has noticed a significant rise

in the interest and number of applications

for these scholarships. We expect the 2018

class of applicants to be one of our largest

to date.

In January 2018, the SMRP and SMRPCO

boards participated in our annual Strategic

Planning Exercise. In th is ef for t , the

board reviews member surveys, reports,

statistics, competitive analysis and other

relevant input in order to review existing

strategies and goals along with our mission

and vision to ensure SMRP is moving in

the right direction. In the end, we retire

completed strategies and prioritize future

strategies for the society. Tact ics are

developed, responsibilities are assigned

and progress is measured at each board

meeting throughout the year.

Past years’ resul ts have included the

establishment of joint af f i l iat ions with

the Ins t i tu te fo r A sset Management

( IAM), educat ion programs with Plant

Engineering and Maintenance Association

of Canada (PEMAC), the Certif ied Asset

Management Assessor (CAMA) exam with

six other organizations worldwide, and the

recent agreement with the Gulf Society

for Maintenance and Reliability (GSMR)

during the Global Forum on Maintenance &

Asset Management (GFMAM) conference in

France during February. These efforts bring

together a global body of knowledge –

sharing information benefits both individual

members and our community as a whole,

while demonstrating the strength of the

CMRP and CMRT on a global scale.

As a professional society, SMRP was

created to support those in our profession

and bring recognition to our industry. We

do this both by looking inward to ensure the

integrity of our organization and members,

and by looking outward to ensure that

our voice is heard. The mission of SMRP

is to develop and promote excellence in

maintenance, reliability and physical asset

management – our vision is to be the global

leader for these professions. Our values

include collaboration, membership focus,

continuous improvement, trust and respect,

accountability and social responsibility.

SMRP’s strategy and tactics tie directly to

these values. Professional societies are

not developed for commercial purposes or

profit, nor the interests of an individual or

company, but are meant as educational and

informational bodies that set consensus

standards for their related professional

f ields. This gives us a dif ferent level of

exposure and recognit ion within other

organizations and governments.

SMRP is a body of professionals on a

global scale, with nearly one third of

our membership residing outside of the

United States. While national is often used

in our l i terature, we have evolved into

a international body. SMRP’s board has

recognized this, and over the past years

we have been developing our international

relationships and working on a support

structure for our international members.

Between a very active group of volunteers

and SMRP staf f, your society has been

busy working on the recognit ion and

exposure of our profession. Whether

you are maintaining your membership or

actively participating as a volunteer, you

have an impact on our ability to accomplish

everything we do. Thank you.

Sincerely,


06

The ability to monitor the condition of assets 24/7, from any location, is becoming the new trend in maintenance practices. Ultrasound, being a key technology in condition monitoring, will play a pivotal role in this trend.

Just as technology has been rapidly developing in fields like

telecom, data analytics, smart devices and infrastructure, the

same can be said of asset condition monitoring. But just how far

has technology come in asset maintenance? And what does that

mean going forward? What current technology is the equivalent

of cutting-edge developments in those other fields – playing

the role of radio-frequency identification (RFID) or the Internet

of Things (IoT)? For asset maintenance, it's remote monitoring –

the ability for technicians to utilize modern tools to collect and

sort continuous data sets from a given asset without routine

in-person attention.

It's important to recognize that new technology often calls

into question old methodologies or habits. Each time some

development emerges, the industry involved must adapt to make

the best use of it. That can be particularly difficult in the industrial

setting driven by the mantra, "if it’s not broke, don't fix it."

in Ultrasound Equipment Reliability ApplicationsTrends

Technology

WWW.SMRP.ORG

07

Plant maintenance technicians have increasingly recognized

the benefits of predictive maintenance (PdM) in terms of

keeping equipment online, preventing unplanned shutdowns,

increasing plant efficiency and ultimately, saving money for the

organization.

The Paradigm Shifts of Asset Condition Monitoring

In Jack Nicholas Jr.’s new book, Asset Condition Monitoring

Management, he outlines four ways asset condition monitoring

has changed over the past decades:

1. In the 1980s, microprocessors made way for more portable

data-collection devices.

2. In the 1990s, laptops emerged and software packages

gave computers better memory storage.

3. In the 2000s, wireless data transfer arrived as the methods

for reporting and analyzing data grew more sophisticated.

4. In this decade, condition monitoring paradigm shifts

include IoT, cloud computing, big data, tablets, virtual and

augmented reality, wearable devices and so on.

Though the technologies have changed, many of the challenges

remain the same: will technicians and practitioners accept the

change and alter their behavior? Can information technology

(IT) departments keep online assets safe from cybercrime? Is

the infrastructure ready for massive amounts of data? Do we

have the skilled workers necessary to champion these tools and

then pass their knowledge along to others? And finally – what

do we even do with all this data?

To add a bit of perspective, consider this: today's college

graduates were born after Amazon opened, eBay came online

and Yahoo registered its domain name. They have grown up

with computers, devices, and other technology. That's a good

thing. Recent graduates entering engineering and maintenance

roles will be comfortable using modern tools and techniques,

and organizations must be prepared for a generation of laborers

who expect the up-to-date tools to be available. Individuals with

many years of experience currently in the workforce may not

have the computer and technology of this new generation‘s

expertise, but they do have knowledge of the machines and

equipment inner workings that they have been responsible for

maintaining over their career.

The individuals involved in IoT transitions cannot be overlooked.

The challenge will be harnessing the technical and hands-on

knowledge of more seasoned workers and the computer and

technological skills of newer maintenance professionals.

Ultrasound Remote Monitoring

Ultrasound technology has emerged as an essential tool

in its own right. It's no longer simply a leak detector, it’s a

valuable technology that allows maintenance teams to identify

mechanical faults earlier in the Potential Failure (P-F) Curve

and develop a more effective lubrication practice. Ultrasound

condition monitoring data can be a good leading indicator of a

potential problem, even before other technologies.

Coupling remote monitoring with ultrasound could be a

paradigm-shifting development. Ultrasound works best when

you have as much sound information to work with as possible;

that makes it easier to identify patterns, establish baselines

and pinpoint inconsistencies. Moreover, as much as today's

maintenance technicians want to avoid reactive maintenance,

Adrian Messer, CMRP, Manager of US Operations UE Systems, Inc.


08

there are certain assets that take priority over others. Anything

that's closer to failure will earn more attention, meaning other

assets could fly under the radar if they're assumed to be newer or

in better shape. Remote monitoring can give technicians a way

to keep an eye (or ear) on assets that aren't being monitored.

That's true for ultrasound monitoring on both mechanical and

electrical assets.

There are few limitations on the application for ultrasound

remote monitoring.

Any instance where maintenance professionals are collecting

manual data through handheld devices might be an opportunity

to monitor remotely. In other cases, equipment that is difficult

to access – dangerous, remote, isolated or submerged – can

receive regular monitoring that extends useful life. Additionally,

slow speed assets are great candidates for remote monitoring,

as they typically require the maintenance technician to take a

longer time to gather information manually.

Beyond the advantages of larger data sets and remote

collection, remote monitoring comes with easy installation and

the potential for wireless setup. Compared to other systems,

ultrasound remote monitoring is a cost-effective choice.

Cases of Ultrasound Use

Let's break down a few of the most common ways plant

technicians utilize ultrasound maintenance to improve reliability:

• Leak detection – This is the most common application

and offers the quickest return on investment. It offers huge

energy-saving and therefore money-saving potential in

compressed air and gas leaks, steam trap testing and valve

testing. Some ultrasound tools can even be coupled with a

free leak-reporting app.

• Electrical inspection – For corona, tracking and

arcing, ultrasound usage is driven by safety, insurance

agreements, standards and improved technology and

software. Keep in mind that it's a good idea to use more

than one technology to avoid missing potential problems,

especially corona.

• Condition monitoring – Bearings, rotating equipment and

condition-based lubrication are all good candidates for

regular remote ultrasound inspection. The best practice

is to establish a route, find baseline readings, determine

trends and identify alarm levels. Ultrasound is particularly

helpful with slow-speed bearings.

Ultrasound and Remote Access Sensors

Ultrasound remote monitoring tools that interface with a

bearing asset to continuously collect data and send an alert

to the technician's route-planning software if any alarm levels

are surpassed are currently available. They work together with

ultrasonic Remote Access Sensors, which can be very useful by

themselves to inspect enclosed or hard-to-reach bearings. The

SAVE THE DATENovember 6-8, 2018

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Houston, TexasConference.MachineryLubrication.com

sensors are permanently mounted on the bearings. They pick

up the ultrasound emissions and send them to the ultrasound

remote monitoring device, which then sends that information

to a data management software in the form of decibel readings

and sound file recordings. The tool collects these readings from

the sensors on a regular basis, but allows the user to specify

how often to send information to the software. It will also send

a sound file to spectrum analysis software to diagnose bearing

or gearbox defects.

With an available Ethernet connection, the ultrasound device

sends all of its readings and recordings using the plant’s

network; however, the bulk of the data storage resides onboard

the ultrasound device. The user determines how often the

data is transmitted to the ultrasound software. Therefore, the

facility’s intranet is not bogged down with heavy data transfers.

Remote monitoring offers obvious advantages: maintenance

personnel will be able to access readings and sound files even

when outside of the plant’s network – thus allowing for true 24/7

remote monitoring.

Today's facilities should capitalize on this trend in reliable

maintenance to ensure they get the most out of their assets.

Emerging technologies such as remote monitoring have a

positive net effect on the industry. Remote monitoring is just the

latest improvement in plant maintenance technology, enhancing

an already valuable tool and allowing plants to further enhance

their equipment reliability efforts.

Today's facilities should capitalize on this trend in reliable

maintenance to ensure they get the

most out of their assets. Emerging

technologies such as remote

monitoring have a positive net effect

on the industry.

WWW.SMRP.ORG

09


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Houston, TexasConference.MachineryLubrication.com


10

First, the incorrect type stems from a lack of understanding

of lubricants and their properties. Many practitioners operate

under the premise that “grease is grease and oil is oil.” This

can lead to the wrong lubricant in the application or even to the

mixing of lubricants which can cause additional loss of lubricity.

Each lubricant has special additive packages that allow it to

shed water or carry additional load, as well as other functions.

These must match the application. In some cases, mixing may

lead to lubricant breakdown.

During the many root cause analysis (RCA) investigations we

facilitate and coach, we notice some themes that continue to

manifest themselves in the findings. Often, they are grouped

under the heading of precision maintenance or lack thereof.

Let’s take a look at some of them and determine if they are also

killing your reliability.

The six killers are grouped into three areas: Lubrication,

Misalignment and Undiagnosed Wear.

Lubrication

Lubrication is a broad topic, but the mismanagement of

lubrication is a killer. There are two issues seen regularly within

most facilities: incorrect type of lubrication and the incorrect

amount. Let’s dive deeper into both of these.

Lubrication is a broad topic, but the mismanagement of

lubrication is a killer.

Shon Isenhour, CMRP, CAMA, CCMP - Eruditio LLC Ana Maria Delgado, CRL – LUDECA, Inc.

That Kill Your Reliability & What You Can Do About Them Now

Three THINGS

WWW.SMRP.ORG

11

The second is lubrication amount. It covers everything from

no lubrication at all and under-lubrication to the more common

situation, over-lubrication. We typically see “no lubrication” type

failures in new equipment that was installed and started without

filling the oil reservoir. In many cases, these oversights were

caught. Unfortunately, they were at a point where the damage

was already done, and the trip down the Potential Failure (PF)

Curve had already begun. In other words, it was too late. While

the “no lubrication” problem tends to exist in the oil-lubrication

world, the next two issues plague grease-lubricated assets.

Under-lubrication happens for a multitude of reasons ranging

from lack of effective preventative maintenance (PM) plans

or due to auto-lubrication system failures – from a root cause

standpoint, it can vary widely.

Over-lubrication is the most common killer in this group and is

born out of good intentions. “If a little grease is good, a lot is

better.” In the past, to prevent both over- and under-lubrication,

we had to calculate the volume of grease required for each

bearing based on type, size and speed of rotation – a burden

well beyond most maintenance assigned to this task. However,

thanks to modern ultrasonic tools, we can now detect if the

optimum level of lubrication has been effectively applied without

these calculations. This is done by collecting the decibel level

of the bearing both prior to and during the lubrication process.

When the user hears the reading drop to their lowest levels, the

lubricant has reached the correct level in the rolling elements of

the bearing and satisfied the bearing’s needs. If the lubrication

tech stops filling at that point, we can keep the killer at bay.

To summarize, to prevent these issues from taking away from

your reliability, you need to clearly define lubrication types for

your assets, have effective start-up procedures and lubrication

job plans, create job plans that are well-defined and clear

enough that they can be completed by different people with

the same results, and you should include ultrasonic-assisted

lubrication to ensure lubricating success.

Misalignment

Misalignment is another common cause of premature machine

failure resulting in downtime, lost production, higher labor

costs and parts consumption. Here's a list of the most common

failures due to misalignment and some recommendations on

how avoid them:

Conveyor Belt Misalignment Produces:

• Head pulley wear

• Bearing failure

• Roller failure

• Shaft failure

• Seal failure

• Product loss

• Belt edge destruction by wear, fraying or cutting

• Seam failure

• Excessive energy consumption

• Excessive heat generation


12

V-groove Belt Misalignment Produces:

• Pulley or sheave groove wear

• Belt failures from slippage, fraying, stretching, breaking,

jumping off and jumping time (timing belts)

• Bearing failure

• Shaft failure

• Vibration

Many machine failures and defects can be eliminated and

prevented by correctly installing belt-driven equipment. This

includes, among other things, selecting the right length and

material belt along with its pitch angle, and then correctly

installing the belts and sheaves. For example, when aligning a

multiple-belt drive, you should install (or replace) with belts from

the same manufacturer, preferably using a factory-matched set

to ensure consistent specifications and improved operating

condition, and always check and measure sheave runout.

Correcting all three types of misalignment – vertical angularity

or twist, horizontal angularity and axial offset – as part of the

precision alignment process is essential. This will help to reduce

vibration and elevated temperature levels that lead to premature

bearing failures. Good sheave alignment followed by proper

belt tensioning is key to increasing belt life and drive efficiency.

Shaft Misalignment Produces:

• Seal failures

• Bearing failures

• Bushing failure

• Shaft failure

• Coupling failures

• Gearbox failures (gears)

• Excessive energy consumption

• Excessive heat

• Fastener and bolt failure

• Vibration

As with belt-driven equipment, many machine failures and

defects can be eliminated up front by correctly installing

rotating equipment. This includes, among other things, making

sure the foundation can withstand the mass of the equipment,

any operational load stresses and vibration that the machines

will generate. It’s also important to ensure the baseplate is

properly bolted or grouted to the foundation – it should be both

flat and level. Equipment should be centered horizontally on

the baseplate with the correct amount of shims placed under

each foot. Installing jack-bolts is also recommended to facilitate

horizontal movement of the machines. All anchor bolts on the

machines should be tightened to the proper torque. Precision

laser shaft alignment of the machines to proper tolerances and

the elimination of soft foot are also both critical to increase

machine reliability.

Undiagnosed Wear

The last area that turns up in the causal chains of many a fault

tree is undiagnosed wear. It is almost never the root cause, but a

manifestation that we are required to notice and inspect for first

and then try to understand the cause. It can be found as wear

on shafts causing bearings races to spin in place or wear on a

pulley leading to slipping belts, over-tightened belts or belts

covered with goopy belt dressing.

These will be killers to your reliability. So what can you do? Your

planner needs to include steps in the job plan to use a micrometer

to check the shafts and provide what range is acceptable. You can

search online for a bearing shaft fit guide to get the specifications

for the job that you are planning. As part of the kit for the job, the

planner needs to ensure that pulley or sheave groove gauge sets

are provided with a belt tensioning tool.

By putting these quick inspections in place, you can further

reduce the potential for reliability killers at your site.

We have looked at three different areas that commonly

show up in our RCA investigations and have given you a few

options to mitigate or eliminate the risk associated with those

failures. Bringing these elements into your reliability program

will keep the reliability killers out of your plant and will lead

to increased profits.

ALIGNMENT

VIBRATION

BALANCING

ULTRASOUND

www.pruftechnik.com

WEOPTIMIZEYOURMACHINES


14

Implementing predictive maintenance (PdM) on equipment

that operates intermittently, seasonally or not at all can be

quite challenging. Most of the available predictive technology

is designed to monitor equipment at a steady state with

repeatable conditions so that users can compare current data

with previous readings. Additionally, there is the problem that

failure modes change depending on the operating profile of

the equipment. The same type of equipment will have different

failure mechanisms depending on whether it is constantly

running, operating intermittently, in standby condition with only

periodic testing or on long-term lay-up.

The good news, though.

Anywhere there exists a problem, there is also an opportunity.

The trick is to move away from trying to adapt the mainstream

technologies to an irregular situation and start with a custom-

made PdM plan that is tailored to your individual situation. Here

is how to do it:

Take advantage of the downtime

A great place to start with PdM on standby equipment is to

understand that some technologies are meant to be applied

offline. If your equipment has a lot of standby time, there is no

excuse not to have these programs implemented.

• Precision alignment: I have seen figures from laser- and

precision-alignment equipment vendors claiming that up

to 50 percent of rotating machinery failures can be directly

attributed to misalignment. I take that with a grain of salt.

Even if the real figure is a tenth of that, precision alignment

Manuel Lombardero, MBA, CMRP-Maintenance Manager - AES CORP

Ready When You Need It:

Predictive Maintenance On Standby Equipment

WWW.SMRP.ORG

15

is worth implementing in most industries. Misalignment

is the root cause of several machine failures, which can

lead to higher energy consumption, higher vibrations,

premature wear and overheating, as well as other failure

mechanisms. If you want your equipment to run smoothly

when you need it, precision alignment is a must.

• MCA offline: Motor circuit analysis (MCA) is often divided

into two categories: online and offline. While some analysis

is capable of doing both, it comes with a hefty price tag.

For standby motors, offline MCA goes beyond insulation

resistance and allows for fault finding and condition

monitoring of both rotor and stator. It´s a growing PdM tool

that allows for trending and monitoring of the overall health

of electric motors.

Remember that some things still apply

Even if the plant is not currently producing, some predictive

testing technologies still apply. As long as electrical panels are

energized, it’s still valid and recommended to perform periodic

ultrasonic electrical inspections to detect signs of arcing, tracing

and corona. The same applies to dissolved gas analysis (DGA)

of dielectric oil in power transformers.

Lubricating and hydraulic oil analysis of standby equipment

should also be a part of your monitoring program for standby

equipment, but because your failure mode changes, so does

what you monitor. Instead of focusing on wear particles,

the oil analysis program will tend to shift its emphasis to oil

contamination, corrosion, additive depletion, etc. Special

attention should be paid to the sampling procedure to make

sure representative samples are being obtained.

Seize the opportunity

Standby equipment will, by its nature, have higher start/stop

ratios per running hour than its counterparts. This is something

you can and should take advantage of to customize your

condition monitoring program.

• Coast-down time: Chances are you perform periodic

starts on standby equipment but are you trending coast-

down times? Coast-down time is a basic condition-

monitoring technique that is often underutilized. It refers to

simply measuring the time it takes an equipment to come

to a complete stop once the power or fuel is cut off.

My experience trending coast-down times started on large

frame gas turbines. Under normal conditions, it took around

20 minutes for a turbine to come to a complete stop from

3600 rpm. I have seen that time decrease to eight minutes

under a misalignment condition. That equates to a 60%

decrease and it´s hard to miss. A myriad of variables can

affect a machine´s coast-down time, but the two most

common are unbalances and misalignment.

• Rate of rise in bearing temperature: I once read the

following phrase on an electric motor operation and

maintenance manual: “Following the initial start-up, the

bearing temperatures should be closely monitored. The

rate of rise in bearing temperature is more indicative

of impending trouble than is the actual temperature.”

Therefore, we started monitoring and trending bearing

rate of temperature rise during start-up to validate its

usefulness as a condition monitoring technique.

Your standby equipment doesn’t need to suffer from lack of

periodic check-ups when it comes to predictive technology.

A full asset health report based on multiple condition-monitoring

techniques is possible, it will just look different.

REFERENCES

Gupta, Piyush, and O. P. Ghandi. "Coast-Down Time Monitoring

for Defect Detection in Rotating Equipment ." International

Journal of Performability Engineering 10, no. 2 (March 2014):

197-210

TECO-Westinghouse. Operation & Maintenance Manual

for Three Phase Induction Motors. Round Rock, TX:

TECO-Westinghouse Motor Company.

Resu l ts Or ien ted Re l iab i l i t y and Ma in tenance Consu l t i ng and Tra in ing

Is your equipment operating at peak performance?

IDCON Can Help!We specialize in equipment reliability and maintenancemanagement solutions that will streamline your processes,right-size your inventory and maximize production time.

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16

It’s necessary in any organization to structure strategic

plans for the improvement of asset management, reliability

or maintenance management. Although there are widely

applied models of strategic planning, such as those from

the UN or the World Bank, some problems persist despite

the applied methodologies. While ISO 55000 provides a

framework for action in the planning process, one should

also consider some aspects and lessons already learned

that may be more effective in implementing strategy.

Here are some helpful lessons learned in my experience that

can be implemented in your asset management strategy.

1. Don’t lose sight of the business context

The strategic asset management plan of a company with new

and well-maintained assets compared to one with older assets

or lower standards of operation and maintenance will not be

the same. It is important to structure a plan according to the

priorities and cost structure of the business. The viability of the

plan depends on the company’s structure and concrete results

that make sense for the decision makers of the business.

2. Present objectives and results in financial and

operational terms

It is necessary to have a performance baseline in terms of overall

operational effectiveness and costs, such as maintenance costs,

operating costs, energy costs and losses in terms of production

and economic units. The planning process should propose

tangible results in these variables. Business managers quickly

lose sight of the plan if it does not provide tangible, credible and

sustainable improvements that clearly affect the bottom line.

3. Don’t overlook short-term results

The organization must have a grasp on the present to consider

the future. Specific and immediate results must be foreseen

in problematic areas of cost or operational performance,

improving the plan’s credibility and generating confidence in

the organization’s viability. The achievements of each day, week

and month should contribute to the overall plan, otherwise “time

passes, nothing happens.”

Aleck Santamaría De La Cruz, CMRP, Consultant and CEO

Lessons Learned In Planning & Execution

of the Strategy

AssetManagement

WWW.SMRP.ORG

17

4. Set review times to ensure you’re following the plan

There are models for assessing maturity or compliance with

the elements of a plan to calculate the overall results and

accomplishments. Setting weekly and monthly monitoring

meetings/checkpoints will help immensely in this regard. It

is crucial to know where to improve performance or where

additional efforts must be made to attack deviations in the plan.

An organization’s most valuable resource, after its people, is

time. It’s important to remember that no resource, including

these two, are unlimited.

5. Integrate technology into the plan

In addition to the maintenance information system or

computerize maintenance management system (CMMS), it is

necessary to think in a structured way about the possibility of

updating computers with the Internet of Things (IoT), applying

predictive models from data analytics or even generating

training processes with augmented or virtual reality. The

integrated application of technology is a means, not an end,

and on some occasions a planning process is developed

where the administrative or operational processes of asset

management are seen as a result and not as a means to

achieve operational excellence with operational discipline and

consistent performance over time.

6. Remember soft skills

How do you present the proposed results and value promise

of the asset management process to the board of directors or

CEO of an organization? How do you condense the operational

advances not in terms of reliability but in financial terms of Net

Present Value (NPV) and Internal Rate of Return (IRR)? How do

you effectively translate the problems at the floor level in terms

of tangible and credible proposals for improvement in the asset

management plan? These are just some of the questions we

must answer to effectively communicate the progress, benefits

and results of a strategic asset management plan. In addition, it

is necessary to consider the cultural aspects of the organization

and, if necessary, strengthen competencies such as problem

solving, time management and teamwork.

Strategic planning works if it brings your organization in its

current state closer to what the organization should be in

the future with regard to operational discipline, continuous

monitoring and integrally managing reliability from the

most operational aspects to organizational or f inancial

aspects. This allows leadership to improve organizational

performance in terms of overall operational effectiveness

and economic performance.

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18

CHAPTER NEWSIn September, 2017, the SMRP CBM SIG hosted a Face to Face

at the Nissan Training Center in Smyrna, TN. The day started

with a presentation on “CBM for a 21st Century Spaceport,” then

a Panel Discussion engaged the group on Predictive Testing

and Inspection Technologies and return on investment. The

day concluded with a tour of the Nissan Training Center and

manufacturing plant. After the tour, Matt Breedlove (Nissan)

invited everyone back at another time to follow up and discuss

details about the Predictive Maintenance Lab (PdM Lab) at the

Nissan Training Center.

On Friday, November 17, Roy Smithson (PepsiCo/Frito-Lay)

came back to visit Nissan for a more in depth look at the PdM

lab. Roy wanted to benchmark common CBM technologies

and discuss how to implement the use of those technologies

at his site. Each predictive technologist from Nissan shared

and demonstrated each technology, and showed examples

of findings and applications. It was apparent that this brief

education has helped Roy understand how to apply these Best

Practices at his facility..

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20

GOVERNMENT RELATIONSUPDATE

Our nation is ready for President Trump’s pledged best

infrastructure in the world, but this month people across

the country are pouring into Washington D.C. with the same

message: America’s workforce is not.

The inclusion of workforce development in the White House’s

infrastructure plan is encouraging, but the problem isn’t only

manpower – in midst a skills shortage, the serious questions of

worker experience and safety loom too large to ignore.

By now, most people have heard about the “skills gap,” when

potential workers don’t have the right skills to meet the labor

market’s needs, and the “grey wave,” when older generations

are reaching retirement age without anyone to step into their

shoes because of the skills gap. Yet the lack of supply of young,

skilled workers is just one side of the story: the strong demand

for workers never lessened, resulting in smaller companies

becoming less able to provide competitive compensation

to hire workers and bigger companies taking shortcuts to fill

vacancies. Dangerous shortcuts.

To truly be competent at a job, you start with solid fundamental

skills and knowledge and build upon them with experience

– just like how we first teach children the alphabet and then

help them use that knowledge to practice and eventually

learn how to read.

However, to make up for the lack of skilled workers, companies

lowered their skill and experience standards when hiring

and promoting. Many also stopped providing professional

development for both new and long-time employees. As

older generations retired, younger workers, who were hired

under lesser criteria and perhaps never properly learned the

fundamental building blocks of their field, were promoted to

leadership positions. This cycle, where an absence of certain

skills and expertise is not required of employees nor corrected

by employers, negatively impacts the proceeding generations

of workers who themselves never get the appropriate training

to do their jobs, and equally importantly, how to do them safely.

And that’s when things start to fall apart and people are injured.

Making matters worse, when people get hurt on the job, it’s

almost always the less-experienced, new or non-full-time

employee – of which there would be many more following

a massive infrastructure expenditure. As a country and as

businesses, we can’t responsibly direct more workers to rebuild

our nation unless we’re also willing to commit to make sure

they are safe, particularly following troubling reports of federal

workplace safety efforts including ongoing leadership position

vacancies, dwindling numbers of federal workplace safety

inspectors, and the postponement or elimination of various

worker safety regulations.

Ensuring Worker Safety Despite Labor Shortage Rick Baldridge, SMRP Government Relations Chair

WWW.SMRP.ORG

21

RP continues to work actively with

Congress and the federal government

to ease the ongoing challenges that the

maintenance and reliability profession

faces: from the skills gap and grey

wave to cybersecurity and crit ical

infrastructure development.

This February, we held our fourth annual

Capitol Hill f ly-in, drawing members

from across the nation to join us in

advocating for federal programs, policies

and funding measures that address the

issues workforce development programs

such as career and technical education

(CTE). The fly-in included a special expert

panel and was bookended by meetings

with the U.S Occupational Safety &

Health Administration (OSHA) and the

White House Education Advisor’s office.

Highlights from this year’s fly-in included:

• The White House: A meeting with

the White House Education Advisor’s

team provided the opportunity to

communicate to the administration

the maintenance and reliability

professional’s perspective on the skills

gap and recommended solutions.

• The Occupational Safety & Health

Administration (OSHA): At a

meeting with the Office of Outreach

Services and Alliances within OSHA,

The Administration’s Fiscal Year (FY) 2019 budget raises both alarm

and relief in this regard: in what it describes as the recalibration

and consolidation of programs, the budget would represent an

overall significant reduction in workforce development funding and

programs, including a $1 billion reduction in just Title I state grants

under the Workforce Innovation and Opportunity Act (WIOA)

alone. On the other hand, the budget does direct additional federal

money to the U.S. Occupational Health and Safety Administration

(OSHA) and Mine Safety and Health Administration (MSHA) to

enable enforcement and employer compliance programs.

However, we also shouldn’t rely on enforcement to maintain

safe workplaces: a culture of safety is key and only established

by repeating behavior. Internalizing such a culture that would

empower workers to keep themselves and their colleagues safe is

only possible by integrating safety into every step of the workforce

development process and through valuable real-life experience.

Simply put, the Administration’s initial focus on America’s workforce

in the released infrastructure plan is a good start, but our workers

need more: comprehensive and significant federal action and

funding, and to be in the context of ensuring worker safety.

Industry leaders, workers, educators, and advocates alike are in

D.C. this month because we have to raise the bar, but we can’t

do it alone. We know we must, with certainty, recommit to higher-

standards and experience as well as replace a culture of shortcuts

with one of safety, but we need federal support through legislation

and programs such as Pell Grants and the Carl D. Perkins Act. We

are here to ensure our youth and workers have all the opportunities

and education they need so that we are all ready when the

President calls on us to help build our best America yet. We just

ask that you listen.

SMRP leaders discussed recent

advocacy initiatives surrounding

workplace safety and SMRP’s

involvement in Safe + Sound Week

2018.

• CTE Panel Briefing: SMRP

sponsored a Capitol Hill Briefing on

a report about CTE and workforce

development, “Addressing the

Nation’s Skills Gap Through Prioritizing

Access to Industry Experts,” that

was attended by congressional

staffers and industry influencers.

The briefing was held in coordination

with and featured speakers from the

National Skills Coalition, Advance

CTE, American Institute of Research,

NACE International and the offices

of Congresswoman Cheri Bustos

[IL-17] and Congressman Brian Babin

[TX-36].

• Congress: SMRP met with more than

11 congressional offices across the

U.S House of Representatives and

Senate to discuss the importance

of reliability and resiliency within

the sectors of critical infrastructure

(smart-grid), cybersecurity and

workforce safety. This included a

meeting with Congressman Raja

Krishnamoorthi of the 8th District

of Illinois – a strong proponent for

workforce development and CTE,

as demonstrated by his introduction

of legislation, the Strengthening

Career and Technical Education for

the 21st Century Act, to reauthorize

and modernize the Carl D. Perkins

Career and Technical Education

Act. SMRP also advocated for

Senate Leadership to continue

the bipartisan effort to pass Rep.

Krishnamoorthi’s bill.

• Opinion Article in The Hill: SMRP’s

Government Relations Chair,

Rick Baldridge, wrote a piece on

including workplace safety in the

federal government’s plans to

develop the workforce and make a

major infrastructure investment. The

opinion piece appeared in The Hill,

the leading political news outlet in

the country with millions of readers,

and asked that Congress listen as

SMRP shares knowledge during its

annual fly in.

SMRP continues to represent members

and the maintenance and reliability

profession on the federal policy level

year- round, punctuated by these

powerful yearly fly-ins. We encourage

any members interested in participating

in year-round initiatives or the annual fly-

ins to read about SMRP’s government

relations efforts on the website and reach

out to see how you can get involved.

SM SMRP Holds Fourth Annual Capitol Hill Fly-In


22

Individual Abbas Dhalla Abdulaziz Muhsen Al-Qubali Abdulaziz Alghamdi Abdulaziz Huraib Abdullah A Al-Saeed Abdullah Al-Mutairi Abdulmohsen Abdullah Al-Hussaini Abdulrahman Abdullah Alodan Abiodun Sulaimon Ibrahim Adam Vangool Adam Weed Adeel Khan Durrani Adel Talal Al-Rhily Adnan M. Al-Ansari Aghogho Ediri Aghomishe Agil Hashem Ba Ahmad Saleh Buraik Ahmed Salah Emara Ahmed Omar Algharib Aileshkumar Ramniklal Hirvania Alaa Thabet Alex May Ali Abdullah Al-Ali Ali Abdullah Alousif Ali Alsaidi Ali Jaafari Ameen Mohmmed Al-Ghamdi Amin Metry Amit Berry Andre Roland Cyr Andre E Mercier Andrew Purvis Angela Iacobucci Anthony Figurelle Aymen Abdulmoeen Al-Hazmi Ayoub Alhamzah Ayoub Habib Alkhalaf Bahri Abdulla Al Billy Gene Duncan Bohorquez Leidy Muã±Oz Brad Clark Brandon Graf Brent Wisner Brian Smith Brian Park Brian Scott Rebuck Brock C. Strachen Brooks Forsyth Bruce Lyle Caleb D Rouss Carlos Luis Cano

Carlos Eduardo Huayta Mendoza Carmen Dalton Casey M. Lively Charlie Ray Henington Chester Mitre Chijioke D. Ekwenze Chip Scammon Chris Sunday Okuo Chris Helbling Chris Doratty Chris George Christian Herve Dimene Christine Ling Christopher J. Farley Christopher D Barkow Christopher Brochu Christopher Myers Chukwuemeka Obi Clinton Homan Cody A. Ritscher Courtney Abrahams Curtis Ledger Dan E. Heit Dandy Dandy Aluebhosele Daniel A. Havis Daniel Archibong Udo Daniel D. Hammon Dave Kolanowski David W. Tripp David Ammons David Lloyd Downs David Martinelli Derek Frank Dhaifullah Atiyh Alzahrani Dominique M Trujillo Drew Roger Peckenpaugh Eddie Lord Edward M Webb Eid Mohammed Al-Dossari Ejaz Fatima El Bahlaoui Abdellah Eli Stabler Emuakpo Andrew Oroye Eric Dailey Erickson Gelera Erik Helms Essam Mohammed Al-Sinani Eyad Fuad Hussein Fahad Hakami Fahad Eisa Almeshari Faisal Sareh Alotaibi Falah Naser Musalami

NEW MEMBERS

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Farid Hamdouni Fawaz Mutlaq Almutiri First Middle Last Garth Ludwig Gary Church Gene L. Swenson Gerald L. Tuin Gilbert Ang Guy J. Yondo Hamoud Alfayez Hani N. Al-Nakhli Henrry Salazar Hesham Abdullah Abualkhair Hicham Mahboub Hillary C Moneke Himanshu Gupta Ibrahim A. Alsolami Imtiaz Latif James Scott Wyatt James Richard Cashion Japjeet Randhawa Jason Yancy Jason Garrett Jason Rice Jason Miller Jeff Beukema Jeff Nantz Jeffrey Maxwell Jehad Al-Ghamdi Jehrad Crews Jermaine Christopher Banton Jerry Dean Jerry Fer Damian Jerry Bernardo Jiakuan Xu Joe Mesic Joe Contesso John O'brien Johnny Brown Jon Robinson Jonathan Michael Suckert Jordan Ocampo Joseph L Greathouse Joseph B Ekanem Joseph Sumugat Josh J. Skiba Joshua Barnhill Jr. Lamberto Dimaano Julie Michaud Justine Ann Goll Kaddour Hajjoubi Karl G. Giesbrecht Kartik Panchasara Kawtar Bouhaddaoui Keith A. Palaniuk

Kelly Hilkewich Kendall Jenkins Kevin J. Ulrich Kevin R Kilbride Khaled Dulaim Al-Qahtani Khalid Aldosari Kim Johnson Kim Allen Poe La Salle De Laercio Reis Leon Rohan Pinto Linden Jeff Van Madhava Malladi Maggie Diab Majed Alanazi Majed Abdullah Onaybisi Majed Mohammad Rami Majeed Abimbola Majid Sattar Manaf Rajeeb Abdul Marcus Tamaraebi Donye Mario Maulion Mark Mervin Ainslie Mark Carnaghan Mark Phillips Mark Ashton Mark Robert Knox Martin L. Vondra Martin Christopher Scism Martin Smith Marvel E. Itoadon Masdi Muhammad Mathew Leland Mathew Dewitt Matthew Michael Mills Maximino Pili Plata Mhamed Akka Michael Doyle Miguel Aguilar Palomino Mildred Mabirizi Millward Ngonidzashe Chirara Mitchell Sutheimer Mithun Siddartha Gowda Mobarak Alaklabi Mohamed Imam El Faramawy Mohammad Saad Al-Dossary Mohammed Ibrahim Eltayb Mohammed Saber Abdallah Mohammed S. Alhaddad Mohammed Ilyas Mohammed Saeed Al-Qarni Mohsen Hidri Mouhsine Ezzanzoune Mounir Oubid Moustafa Mohamed


24

Mrwan Fathlla Fathlla Muhammad Baksh Nawab Muhammad Muzrin Muhammad Zaheer Ahmad Munthir Hassan Al-Nakhli Mustakim Mohamad Mohamad Nagaraj Adimoolam Naif A. Aljohani Naim Benyakhlef Narender Kumar Nasr F Khamis Nasser Albiyahi Nicholas Bourassa Nicolas Educalan Obaid Humood Bo Odah Raja Al-Alwani Ogbonda Promise Ohochuku Olufemi Bolarimde Megbalewon Olufunke Bukola Oladele Oluwale O. Olumide Orinami Daodu Othman Saeed Al-Ghamdi Owaydhah Mohammed Alessa Pascal Page Pascal Vambe Paul R Mueller Paul Banas Paul Dayton Peter A Trzil Prabhakar Nayakawadi Pravinkumar Patil Patil Rahman Mahdi Hamoud Raju Ganga Bose Rami Abdulaziz Al-Shneiber Ramy Essam Mashhour Ray Koch Ray Boettcher Reyadh A Shiban Ricardo Guerra Chacaliaza Rich Rhamey Richard Ravell Richard Ray Hull Richard David Russell Ricky T. Stewart Riyadh Ali Al-Huraibi Rob Sparks Robert G. Knowlton Robert A. Pitt Robert J. Latino Robert Eugene Crull Robert Scott Burgoyne Roger Phillips Rohith Chandra Suvarna Russell Schuette Ryan Fauchoux

Ryan Patrick Mckillips Saad A. Al-Sulaim Saantosh Rohera Saleh Alshehri Sameh Abdelnaser Ali Samuel Olufemi Adebayo Samuel Oloja Saud Mohammed Al-Oqbi Saud Abdulaziz Matari Scott Calkins Serdar Hugul Shawn Patton Skip Munshaw Srihari R Stephen Partch Subait Mohammed Al Talal Saad Al-Shamrani Tarcisio Michel Garcia Tariq Alshamrani Teodoro Maralit Teresa Blackett Thomas Herath Tim Catherwood Timothy Brent White Timothy Marion Thomas Timothy Craig Johnson Tom Csinos Tommy Archer Tommy L. Bridges Trevor Neufeld Turki Ahmed Alturiky Tyler T. Thomas Ulf Hagman Usman Siddique Vaisakh Thandiyil Venkatramana Balasami Vernon A. Hansen Victor C. Finapri Victor Anyosa Vinay Kumar Singh Vincent Okojie Wail Abdullah Edrees Wail Foud Zamzami Waleed Hussain Almadani William Andrew Dawson Yadivinder Singh Yassine Boubrahim Youssef Azour Yusef Myrick Zahrani Saleh Al

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25

THE MAGAZINE BY PRACTITIONERS FOR PRACTITIONERS

MANUFACTURING PROCESS RELIABILITY

VOLUME 13, ISSUE 1 JAN/FEB 2018

SOLUTIONSTHE MAGAZINE BY PRACTITIONERS FOR PRACTITIONERS

MANUFACTURING PROCESS RELIABILITY

VOLUME 13, ISSUE 1 JAN/FEB 2018SOLUTIONS

SMRP offers a host of advertising opportunities for companies desiring to reach maintenance and reliability professionals committed to the practice of promoting excellence in physical asset management. Contact Brooke Mason ([email protected]) or visit smrp.org for more information.

We look forward to working with you in 2018!

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26

Addax Petroleum Samuel Olufemi Adebayo

Joseph B Ekanem

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