Paper 1: Best Practices to Increase Efficiency and Production While Reducing MRO Spend

By: Harry Woodard & Robert Schwenck, SDI

As Reliability Engineers, we are tasked to consistently improve an operation and life cycle of systems.  Many of the improvements are derived from changes in materials we add or remove from the identified system.  These materials are referred to as MRO.  MRO cost can add up to a significant portion of expenses for a business.  Unfortunately, this is the cost a business pays to remain in operation.  Without spare parts and other associated materials, operations would cease to exist.  Reliability Engineers can focus on these expenses that will improve the bottom line.  This paper will focus on what is MRO, and provide examples and case histories of successful CI projects that reduce costs and improve Reliability.

Case studies to be discussed include:

  1. Clean Oil dispensing system. Initial design set-up in the Ascend Performance Materials site – Pensacola, Florida.  Removing particulates and moisture from new lubricants.  Details of project flow from concept, design and implementation.
  2. LED installation in the Ascend Performance Materials site – Decatur, Alabama. Light improvements in Maintenance work areas and parking area.
  3. Bill of Material (BOM) improvement using SAP. Working with customers CMMS systems, providing data cleansing, leading to equipment having correct materials identified.  Projects in two Ascend Performance Materials sites; savings in time and ensuring correct parts are maintained in store stock.
  4. Re-Engineering Improvements. We will present projects and materials that improved the operations of clients.  Clients include MillerCoors; Golden, Colorado, Ascend Performance Materials; Greenwood, SC and Hershey Foods, Hershey, PA.

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Paper 2: A Reliability Roadmap With a Difference

By: Jason Tranter, Mobius Institute

If you have looked closely at improving reliability, or you have already begun the journey, you will be aware of many of the “essential elements” of a “world class” program.  They would include the condition monitoring technologies, precision maintenance activities, reliability analysis, planning and scheduling, and so many more.  The logical conclusion is that you need to implement each of those elements; the sooner the better.  However, you may also be aware that the majority of organizations that take that approach do not achieve the success they desire.  Far from it. This presentation will briefly explain why so many programs “fail”, but then present a “roadmap” that lays a foundation that ensures a successful implementation of the “essential elements”. Every successful program has a few common traits, and every failed program lacks those traits. Our roadmap lays out every step, one after the other, so that you build a foundation, get your maintenance program under control, then adds the reliability improvement building blocks.

Three takeaways:

  1. Why do so many programs fail
  2. What is the roadmap to success
  3. What is so different about this roadmap

This presentation will be very useful for people who plan to start an initiative or those who are trying to improve reliability but are struggling to make any progress.

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Paper 3: Maintenance Optimization for Nuclear Power Plants

By: Gary BolesElectric Power Research Institute

The Electric Power Research Institute (EPRI) has expended considerable effort toward assisting nuclear power plants in improving the reliability of nuclear power plants.  In the 70’s, 80’s and 90’s, emphasis was on making step change improvement in plant reliability through the implementation of many time based preventive maintenance tasks and tests to confirm reliability.  This was prompted by high numbers of unplanned shutdowns and some significant industry events which challenged nuclear safety.  After approximately 40 years of operation, contributors to plant reliability are better understood through the sharing of plant experience and understanding of how on line work can affect plant reliability.  Although nuclear safety is still paramount, the competing technologies such as subsidized renewables and the competitive cost of natural gas has challenged the economic viability of the current fleet of nuclear power plants.  However, the large capacity, reliability, and low carbon emissions of nuclear power plants makes them an important part of the overall energy mix.  EPRI, in partnership with the industry has provided tools and strategies to maintain and improve nuclear safety and plant reliability.

This paper provides the approach which the industry, in partnership with EPRI has taken to allow implementation of this experience and technology, and the current status of implementation as well as challenges moving forward.

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Paper 4: Prognostics and Health Monitoring: Application to Electric Vehicles

By: Dr. Chetan Kulkarni, , NASA Ames Research Center

As more and more electric vehicles emerge in our daily operation progressively, a very critical challenge lies in the prediction of remaining driving time/distance (for cars) or flying time/distance (for aircraft). This information is important, particularly in the case of unmanned vehicles, because such vehicles can become self-aware, autonomously compute its own capabilities, and identify how to best plan and successfully complete vehicular missions safely. In case of electric aircrafts, computing remaining flying time is also safety-critical, since an aircraft that runs out of power (battery charge) while in the air will eventually lose control leading to catastrophe.

In order to tackle and solve the prediction problem, it is essential to have awareness of the current state and health of the system, especially since it is necessary to perform condition-based predictions. To be able to predict the future state of the system, it is also required to possess knowledge of the current and future operations of the vehicle. Given models of the current and future system behavior, the general approach of model-based prognostics can be employed as a solution to the prior stated prediction problem.

For electric vehicles, propulsion is based on power generated from batteries. Thus, it is critical to monitor battery state charge and to estimate the ability of the battery to support mission activities as it is being discharged during flight operation. The ability of the vehicle to complete its given mission very much depends on the charge left in the batteries based on its operational route, maneuvering, weather conditions along with aging health of the batteries. Hence, for the purpose this discussion, consider the scenario of an unmanned electric aircraft that has some planned sequence of waypoints to reach throughout its mission. In such a scenario, for this particular aircraft, and within the region it is flown, at most two minutes are required to safely land the aircraft. Thus, it is desired to predict at which point in time the aircraft must begin to head to the runway and land. The aircraft cannot power its propellers when the voltage supplied by the batteries is below a specific voltage, and therefore, the goal is to predict this safe lower voltage threshold in advance within an accuracy band.

Our research approach is to develop a system level health monitoring safety indicator vehicle control which runs estimation and prediction algorithms. These algorithms: 1) determine the state-of-charge (SOC), which expresses the remaining battery charge in a relative percentage; 2) predict the end-of-discharge (EOD), which is the total flying time; and 3) estimate the  Remaining Useful Life (RUL), which is the remaining flying time from the present instant.

The SOC is intended to be much like the fuel gauge in a conventional liquid fueled system. The RUL and EOD both describe similar information, which is to provide the operator some notion

of how much operating time is remaining. The difference is that the EOD predicts the total flying time relative to the start of the flight, whereas the RUL predicts the remaining flying time  relative to the current time. A systematic prediction framework is implemented to identify all possible sources of uncertainty, quantify each of them individually, and mathematically estimate their combined effect on the system-level quantity of interest, in this case, the remaining flying time/distance of the unmanned aircraft.

The developed algorithms are tested on a rover at NASA Ames and an electric UAV at NASA Langley for verification and validation.

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Paper 5: Maintenance or Reliability? The Lean Journey

By: Patrick Huch & Sean Elverd, Shaw Industries Group Inc.

Coming Soon!

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Paper 6: Asset Reliability at CNS Y-12, Strengthening the Fundamentals

By: Paul Durko, CNS-Y12

Over the past several years Y-12 has undertaken numerous efforts to improve asset Reliability; to no surprise the results varied from marginal to successful with some failures along the way.  With new Leadership arose the opportunity to re-evaluate the meaning of Reliability and what would be needed to get us to where we wanted to be.

This presentation will cover some of the steps taken to ensure the Reliability Path chosen would be effective and sustainable.

1) Maintenance History and Feedback

Production Facilities Department (PFD) and Maintenance Programs and Engineering generated recommendations to improve the manner in which maintenance history is collected in the field and documented in the plant’s Computerized Maintenance Management System (CMMS).

2) Preventive Maintenance Optimization (PMO)

This section of the presentation will discuss the Phase I efforts of PMO; providing insight to our sustained strategy as the plant transitions to a dynamic program.

3) Partnership with University of Tennessee Reliability and Maintainability Center (UT RMC)

This effort supports collaboration and partnership between CNS and the University of Tennessee’s (UT) Reliability and Maintainability Center (RMC) to use in the development of a World Class Maintenance Organization (WCMO).  Transformation of both the Y-12 and Pantex Maintenance Organizations is a key element in the successful transformation to a Reliability Based Culture.

Some of the best in industry utilize the following as elements of defining a World Class Maintenance Organization:

  • Maintenance schedule compliance is greater than 90 percent
  • Maintenance overtime is less than 5 percent
  • Maintenance direct work is greater than 75 percent
  • Planned maintenance work is greater than 90 percent
  • PM schedule compliance is 100 percent
  • The percentage of work covered by a work order is 100 percent
  • Work order actual hours / work order hours planned is 90 to 110 percent
  • Continuous training program(s) for Maintenance Technicians

Achieving WCMO status will be a central initiative in posturing both sites to maintain the enduring facilities as well as promote educational advancement in support of emerging technologies which will be utilized in planned facilities.

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Paper 7: Requisite Changes to Plant Maintenance Practices for an Evolving Industry

By: Zach Welz, University of Tennessee Nuclear Engineering Department

Coming Soon!

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Paper 8: A New Paradigm in PdM Instrumentation

By: Ken Piety, Predictive Maintenance Consultant

Coming Soon!

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Paper 9: Training Tomorrow’s Leaders – How to Inspire for Excellence!

By: Blair Myers & Patrick AkinsWeyerhaeuser

Our workplace today is changing. Responsibilities are increasing, expectations are higher and there is no end in sight. Our workforce is also changing.  It consists of Millennials, Gen Ys and Boomers, with varying knowledge, skills and experiences, plus increasing responsibilities and expectations. At Weyerhaeuser we are utilizing three strategies for developing tomorrow’s reliability leaders with impressive results. Each will be presented with examples that can augment your efforts today.

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Paper 10: The “Big 4”: Laying the Foundation for a World Class Maintenance Organization

By: Richard ColeFrito-Lay

We all know what we want-a high performing maintenance organization with highly engaged, technically competent managers and technicians…but how do we get there?  Join Richard Cole, Technical Director at Frito Lay’s Fayetteville, TN site (winner of the 2012 North American Maintenance Excellence Award) and Andy Pitts, Site Maintenance Manager to learn the “Big 4”; the four building blocks to achieving a world class maintenance organization.

Do you ever wonder how some organizations are able to deliver long term, year after year stellar results?  How does Apple always deliver great earnings?  How does GE constantly develop superior leaders?  How does Alabama always field a winning football team?  The answer is culture, and the Big 4 will help you develop a plan to lead your organization to excellence.

  1. Staffing and Development: How to develop a “pipeline” to maintain manger and technician staffing.
  2. Systems and Processes: How to implement sustainable processes that lead to improved performance.
  3. Score Carding and Action Plans: You can’t improve what you don’t measure; learn how to develop a game plan for success.
  4. Recognize and Reward or Discipline and Dismiss: The key to engagement is letting people know how their performance affects the team.

 Whether you work in facilities, manufacturing, or utilities, the Big 4 will help you create a dynamic, energetic work culture that leads to continuous improvement and high employee satisfaction.  We all want to be on a winning team;  join Richard and Andy to learn how to create a winning culture for your maintenance team.

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Paper 11: Monitoring and Diagnosing Unit Transformers Using Advanced Pattern Recognition and Case-Based Reasoning  

By: Aaron Hussey & Scott Affelt, Expert Microsystems, Inc

This paper describes a new approach that is field-ready for monitoring and diagnosing faults on a large electric transformers at large Southeastern utility electric power generating station.

Unit transformers are amongst the most critical components in electric power generating stations and lead-time for repair and/or replacement can range from several months to a year or more.  Monitoring and diagnosing faults related to transformer degradation mechanisms has become more important to the power generation industry as many UT’s are approaching end-of-life.

Combinations of indications have traditionally been processed through expert systems in order to classify the likely faults using fuzzy logic and/or rules.  Advanced pattern recognition extracts features in available online monitoring parameters to provide earlier warning indications.  Online monitoring alone, however, cannot provide the complete set of information that a transformer subject matter expert needs for diagnosing transformer health.  Periodic tests, laboratory analysis, and predictive maintenance data supplement online monitoring parameters to assist in component health assessment.  Diagnostic tools, such as case-based reasoning, can assimilate features from different sources of information (online and offline) in order to provide a holistic approach to transformer health assessment.

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Paper 12: A Convincing Cost-Benefit Case for Condition Monitoring

By: Scott Yenchik, CB&I, Co./Forrest Pardue, 24/7 Systems, Inc.

What’s the best way to justify a condition monitoring investment? A large engineering, procurement and construction (EPC) service company convinced a petrochemical client’s management team that its predictive maintenance (PdM) efforts were delivering hard value.

The service company had been performing vibration analysis, oil analysis, ultrasound, motor management, infrared thermography, and visual inspections at the client’s plant. Though the benefits were evident to the plant’s Operations and Maintenance personnel, their management team had been unaware of the bottom line benefits.

With the following end goals in mind, the service company and the plant’s maintenance and operations team initiated a cost-benefit analysis:

  1. To quantify the program’s results in a language understood by the C-suite
  2. To validate the value and necessity of the existing condition monitoring investment
  3. To justify increasing the PdM program’s scope.
  4. To ensure that the figures were credible and convincing.

In the end, nearly $2 million in cost avoidance savings over the first-year analysis period were revealed. The reliability team provided this benefit to the plant by:

  • Using enough technology to thoroughly complete the job
  • Increasing the value of the technology they had already acquired
  • Honoring a commitment to provide enough processes and resources to deliver the full benefit of the technology

Not only did the petrochemical managers accept the cost justification numbers and attribute the value to the reliability team’s efforts, but they also decided to become more financially invested in equipment reliability. The program has since grown in scope and impact.

Join us to learn:

  • What tools and processes were used to derive the credible cost justification
  • What steps were taken to gain the client’s trust that the numbers were “real”
  • How you can use this strategy to validate your condition monitoring program


  1. Leverage available tools to develop a credible condition monitoring cost justification.
  2. Take steps to ensure trust in the cost-benefit analysis results.
  3. Use this approach to quantify internal or third-party PdM program success.

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Paper 13: Developing the 21st Century Workforce

By: Jeff Frazier, Eastman Chemical Company

As the retiring baby boomers leave the workforce, more companies are finding it increasingly difficult to replace existing skillsets while being challenged to retain and transfer the knowledge needed for their modern manufacturing processes. The information presented in this report will focus on the major issues impacting the ability of companies to respond to skill losses, identify best practices for knowledge retention and transfer, and offer suggestions for how companies can engage locally, regionally, and nationally in workforce development initiatives.

For over a decade, the Eastman Chemical Company’s Kingsport manufacturing site has focused on partnership opportunities that support workforce development. Much of the information shared in this report will come from the work of the Advanced Manufacturing Partnership (AMP) and Eastman’s involvement in workforce development partnerships. AMP is a public/private partnership established in the Northeast Tennessee region to address the skills gap and to ensure regional employers have a pipeline of skilled labor ready to enter the workforce.

As a result of the increased focus on workforce development, gains have been made in student enrollment and completion in advanced manufacturing STEM related fields, increased engagement with middle and high school pathway programs, and stronger relationships between industry, education, and government.

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Paper 14: Optimizing Your CMMS to Give You What You Want

By: Victor Foster, Lucite International, Inc.

This presentation will give you a idea of how going to MARCON can improve your  computer maintenance management system or CMMS. Lucite International is an RMC member and attends each conference and members meeting each year. The Lucite team is dedicated to bringing back learning from other companies. Lucite’s leadership has had a long history of reaching out to outside organizations for support, guidance, and knowledge. This presentation will focus on how feedback led to improvement to the CMMS. We will review how criticality is used to prioritize main work, how a site can calculate return on investment from their different maintenance programs, including PdM technologies, and how other reliability data can be generated from your CMMS system.
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Paper 15: Advanced, Automated Monitoring and Analytics to Enable Improved Reliability and Availability in Power Generation

By: Chris Crosby, OSIsoft

Advances in monitoring, historian, analytical and visualization technologies provide asset managers, operators, engineers, maintenance and other managers capabilities that have never existed before. We are now able to cost effectively generate, collect (wired and wirelessly) and store and integrate more digital data, more predictive maintenance data, more meta data about the equipment and more process data. This data can be analyzed locally and/or centrally, can be fed to more advanced analytics such as advanced pattern recognition or machine learning. The results of these predictive analytical efforts can be written back to storage as future or forecast data and used to predict failures or optimize generation energy forecasts. Moreover, to gain even newer insights, we can combine this highly structured data with other structured and non-structured data and use the latest business intelligence (BI) visualization and analytical technologies. This presentation will include use cases or examples from several different fuels – nuclear, fossil, hydro, wind and solar.

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Paper 16: A Framework for Asset Condition Monitoring

By: Dave Reiber,

The Uptime Elements provide a framework for Asset Condition Monitoring:

  • A framework that is recognized by everyone in your organization.
  • Supports top down, and bottom up activities, to assure everyone understands and participates in your Asset Management Process.
  • Serves as a guide to keep your Reliability Culture moving forward.

Recently, Maintenance processes and tools have evolved to offer a more complete strategy for your business.  Solutions have emerged that allow maintenance professionals to work smarter.    Tools like Vibration, Infrared, Fluid Analysis, and Ultrasound are changing, evolving and becoming more intelligent.  When the framework for Asset Condition Management is implemented properly, these solutions allow you to see a complete picture of the maintenance and reliability environment to support your business goals and objectives.

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Paper 17: What Are the Parts of a Training Management System?

By: Scott BasdenNissan

The purpose of this paper is to explain the different parts that make up a Training Management System, and how they benefit the facility. For the purpose of explanation I will be using my current work groups systems and procedures as an example. My current focus is Maintenance Training, but the approaches used here would apply to any company trying to manage employee training. The parts covered will be content management – how you decide what content to teach and control that content, personalized training program creation – each employee has slightly different needs when it comes to training, training execution – how do you perform the training to maximize learning and minimize impact to operations, and reporting – give supervisors and managers the tools to make decisions. The paper will cover all of these in broad terms so that it is not focused on the use of a particular software tracking system, and more on what needs to be done to help develop a successful system.

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Paper 18: Next Generation Maintenance – The Journey from Calendar Based Maintenance to
Prescriptive Analytics

By: Rendela WenzelEli Lilly and Company

This presentation will discuss the next generation maintenance redesign approach for Eli Lilly to transition from preventative time based maintenance to a prescriptive maintenance strategy

Key take-away:

  1. Understand the transition from reactive to preventative to proactive maintenance and how it can impact cost
  2. How to develop a scope and what equipment to evaluate
  3. How to integrate this approach with other maintenance efforts at your facility

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Paper 19: Foreign Material Exclusion Preventing Damage to Critical Equipment

By: Michael Ruszkowski, , Electric Power Research Institute

Foreign material exclusion (FME) is vital to the safe and reliable operation of fossil power plants. The entry of foreign material (FM) into primary or secondary plant systems, components, and equipment can cause equipment degradation or inoperability, lost generation, and it can also increase operations and maintenance (O&M) costs and degrade personnel safety. The FME program is a plant-wide initiative that requires the involvement of all station personnel, permanent and supplemental, in order to be effective. FM can enter components, equipment, and systems through a variety of plant activities. Though the most common circumstances for introduction of FM involve systems being opened for maintenance, other sources include the following:

  • Operational activities (such as venting and draining, system lineups, flushes, and routine surveillances and inspections)
  • Supply chain (warehouse) activities (such as material receipt, material storage, and issued/returned item activities)
  • Engineering activities (such as design modification, testing, inspections, and walkdowns)
  • Other (such as housekeeping activities, surveys, and so on)

FM-related events have caused major damage to plant equipment, and recovery from them can be very complicated and expensive.  An effective FME program is based on prevention versus mitigation and recovery methods. The consequences of failure and rigorous implementation of effective FME control practices must be clearly understood by all station personnel.

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Paper 20: Vibration Issues? Seeing is Believing

By: Joe Park, NovelisDan Nower,  RDI Technologies

Imagine, instead of measuring or feeling even the most minuté vibration, you can see it. It is now possible with Motion Amplification. Motion Amplification is a video-processing product package that detects subtle motion and amplifies that motion to a level visible with the naked eye. Every pixel becomes a sensor creating millions of data points in an instant. For large assets outfitting them with contact sensors is costly and difficult because of the sheer number of sensors required to measure the entire asset. The way to combat the limitations of traditional vibration technologies is by shifting the sensor from the 1D digital world to the visual spectrum. Videos created through Motion Amplification enhance the understanding of the components and interrelationships creating the motion.  This makes it a great troubleshooting tool, quick and effective alternative to traditional ODS, and effective communication tool between technical and non-technical resources. Multiple examples will be highlighted ranging from a simple case of soft foot or misalignment to complex structures and motions.

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Paper 21: The Realities of Reliability; Optimizing Reliability To Drive Profitability

By: Randy Pound, Olin Corporation

This presentation will share key performance metrics, best practices, organizational structures, tools, philosophies, and real-life experiences learned from leading Maintenance, Reliability, Engineering, and Operations internationally for industry-leading corporations including Georgia-Pacific Corporation, International Paper Company, Cintas Corporation, and Olin Corporation.

We will challenge several historic paradigms of Maintenance and Reliability to open leaders’ eyes to the pitfalls of being limited by their history, and the excellent opportunities available to all companies that adopt a more-informed, realistic approach to asset management.

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Paper 22: Intro to Reliability Based PM’s – Beyond Uptime

By: John SeiberWS Packaging

This presentation will discuss the goals of Asset Management and Reliability programs and how to integrate them with various maintenance philosophies, such as TPM.  The 6 Levels of Care will be presented, as well as the process flow of preventative maintenance.  We will look at why PM’s fail and how those failures can be avoided.  PM implementation philosophy will be discussed, with examples from the efforts at WS Packaging.

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Paper 23: Reliability in Facilities and Utilities – Why They Matter

By: Oscar Antunez & Jeremy PicardAbbVie

Utilities and Facilities equipment can be forgotten among other critical operational equipment needs. We tend to focus on the production equipment and forget about the infrastructure and supporting systems that have either an indirect or direct impact. We see this happening even more as companies decided to outsource these services to Facility and Maintenance providers. Not fully understanding the risk and consequence of failures is often the missing link leading to neglected systems. This is why our team has focused on creating a reliability plan for our Facility and Utilities equipment. In this presentation we will share the early stages of our journey along with the challenges that wait for us as we drive to achieve best of class maintenance.

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Paper 24: Boosting Industrial Productivity with Asset Performance Management

By: Venkat Eswara, GE Digital

A profound shift enabled by digital technologies is cutting across nearly every sector in the global economy. What the consumer sector has enjoyed for some time through connected devices and machine human interaction in improved individual productivity is now being realized in the industrial sector. This phenomenon, broadly known as Industrial Internet of Things (IIoT), has the potential to yield tremendous gains in industrial efficiency.

Sensors, software and communication systems that connect machines, processes and people are the foundational backbone of industrial Internet. At its core, the industrial Internet is about extracting value from data in a way that delivers insights for making decisions at equipment, business or a supply chain level. But whether it is a lighting system in a home, a steam turbine in an electric utility or a jet engine of an airplane; it is enormously difficult to make sense of terabytes of various types of data from connected machines, without advanced algorithms combined with physics based models.  An Asset Performance Management software application built on an industrial operating system improves asset life within a manufacturing process and its system operation in the field. The cumulative effect of intelligent machines enabling improved human decisions, across various sectors (transportation, aviation, healthcare, power, oil and gas, etc.) can translate into output gains in the traditional manufacturing value chain.

In this session, Venkat will discuss how the industry can effectively use this technology to provide a step-change improvement in reliability, availability and performance for their operations.

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Paper 25: Selling Reliability: Getting the Buy-In is Essential to Success

By: Keith Staton, Weyerhaeuser

How many times do we have reliability projects that appear to be a no brainer on paper, but we fail to get the buy in from the “powers that be”.  Sometimes even the best projects don’t sway the decision makers.   Sometimes Reliability has to be Sold.  This is a light hearted look at how we sometimes don’t consider the presentation of a potential Reliability Project and fail to get the Buy In necessary to get it off the ground.  A brief case study will be presented on how Lubrication Training was sold and how the program is moving forward to this day.

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Paper 26: Blueprint for Sustainable Transition to Reliability Centered Maintenance

By: Mike Connors, W.R. Grace / Lance Bisinger, Allied Reliability

Making the decision to shift to Reliability Centered Maintenance to reduce overall costs in maintenance and operations while maintaining the mission of your facility is gaining wider acceptance. Failing to recognize that this requires a realignment of your entire staff will suboptimize your return on investment and sustainability. This presentation addresses the key decision points and fundamental elements used by Grace to successfully transition their Lake Charles facility to Reliability Centered Maintenance.

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Paper 27: The Smithsonian Institution’s Campaign to Adopt a Facility-Wide Reliability-Centered Maintenance Philosophy

By: Kendra Gastright, Smithsonian Institute

This paper describes the decision-making process and implementation of a facility-wide reliability- centered maintenance philosophy at the Smithsonian Institution (SI).  Smithsonian has a predominantly in-house maintenance and operations staff of nearly 900 full time employees providing custodial, labor, transportation, mail, maintenance, and energy management services to the Institution.  Unlike a production facility, SI doesn’t have a single “money-maker” piece of equipment.  We produce an appropriate environment for world-class science to take place and for our nation’s collection to be on display and maintained in perpetuity.  This work takes place in hundreds of buildings in 7 states, the District of Columbia and Panama.  This paper will detail SI’s strategy for asset management, the technologies in use, how data is collected and analyzed, how information is used immediately and on a strategic level, and present benefits and drawbacks to the SI approach.

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Paper 28: Continuous Improvement: Predictive Technologies Transitioning to Analytics

By: Skipper Yocum, Gerdau

Reliability Engineering is all about continuous improvement; using processes and technology to extend asset life and minimize failures, while optimizing costs.  Recent technology gains in sensors, the internet of things, and smart machines are providing new paradigms.  Gerdau started their Center of Excellence approach to greatly improve predictive technology use in 2010.  These technologies are now the foundation to the future Smart Plant Concept.  Just as a driverless car is now a reality, what can new technology do for reliability engineering?

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Paper 29: Technology is For Sale, Culture is Not

By: Joe ParkNovelis

All too often we hear statements such as, “Technology sets us apart from the competition.”   Excellent technologies and processes are certainly an integral part of a successful business; however, it is dangerous when a company bets its future solely on this belief.

Capital “T” technology is evolving exponentially, so what is world-class today could be a commodity tomorrow.  There are always others in the market who are smarter, better funded or hungrier and poised to capture a niche in the market.  We must recognize that technology is mercenary and available to anyone with a large enough checkbook.  This is equally true of manpower and expertise.  So, how does a company truly distinguish itself in the market for the long term?  This presentation will identify some of the potential pitfalls which companies frequently fall into when looking for solutions as well as key milestones which must be met in any successful cultural transformation.

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Paper 30: Reliability Centered Maintenance: A Cornerstone to Electrical Safety

By: Thomas Northcott, NAS/Northcott Consulting LLC

Statistically there is a small percentage of non-electrical worker injuries and fatalities related to electrical hazards.  However, the majority of electrical related injuries and fatalities result from electrical workers operating and maintaining electrical equipment.  With little exception, the statistical data can be combined into two broad categories; equipment failure and unsafe maintenance practices.  Establishing a mature Reliability Centered Maintenance program will not only show improvements in equipment life-cycle costs and availability, it will also show a decrease in electrical related injuries and fatalities due to reduced hazard exposure probability.

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Paper 31: Data, Data, Data What to Do With It

By: Kenny Walker, Bureau of Facilities Management

With a number of systems out there that collect data, we explore processes that help schedulers, planners, and facility management track repairs and performance through communication

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Paper 32: Use of Intelligent Asset Tags to Collect & Collate Data on Asset Health

By: – Rudy Wodrich, IRISS

The ISO55000 Asset Management standard calls for thorough record keeping of maintenance performed on all assets in the facility.  The logistic impracticality of this daunting task should not be underestimated.  However, recent technology advances of intelligent asset tagging solutions may hold the key to wider implementation of the standard.  Presentation will discuss these technologies and their practical implementation as part of an Enterprise Asset Management strategy.

Technologies presented with include QR bar coding systems, RFID and Near Field Communication (NFC).  Pros and cons of each solution will be presented relating to:

  • Security of Data
  • Read/write capability
  • Use in harsh environments
  • Risk of tampering
  • Technology obsolescence risk
  • Range of communication
  • Implementation cost (special equipment requirements)
  • Ease of Use in Field by Maintenance Personnel
  • Ease of Use to Migrate Data to other Business Process Systems

A case study of a NFC based Asset Management system with Cloud backup deployed at a client to track Infrared Inspection Data in conjunction with IR inspection windows will be given.  Challenges in the implementation and lessons learned will be provided.

Finally, a brief overview of how a similar system could be deployed for generic Enterprise Asset Management could be developed and deployed will be presented.

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