I

AssetManagement focusing on developing maintenance strategies and improving performance

Dr Alan Wilson

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Published by Conference Communication, Monks Hill, Tilford, Farnham, Surrey HU10 2AJ© Conference Communication 2013

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, without the prior permission in writing of Conference

Communication, or as expressly permitted by law, by licence or under terms agreed with the appropriate reprographics rights organisation. Enquiries concerning reproduction outside the scope

of the above should be addressed to the publishers and Dr Alan Wilson at the address above.The material published in this book does not and is not intended to constitute professional or legal advice. Neither the Publisher, the Editor nor the Authors accept responsibility for

loss which may arise from reliance on information contained within this book.

ISBN 978-0-9506465-6-5Typesetting and design by Creative Conduct Limited, Coulsdon, Surrey

Printed by MPG Biddles Group, Kings Lynn, Norfolk

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ACKNOWLEDGEMENTS

People with a wide scope of asset management and maintenance knowledge and experience have contributed to this guide, not only with their own submissions but also in providing a range of opinions. The authors include asset, facility and engineering managers from industry, infrastructure, and commerce; experts in regulatory issues and specific asset and maintenance practices, and university heads of departments; and those in general maintenance and management consultancy roles. The contributions vary in magnitude from writing one or more chapters of the guide, to the provision of text, diagrams, summaries, comments and recommendations. Please note that the views given by the authors are their own, as are their differing options for presentation, which readers find adds to the interest. The views may require modification or tuning for the particular application.

Alan Wilson would like to thank the following individuals who have contributed material and advice for the guide. They are listed below, along with, where appropriate, the organisations who very kindly agreed to their participation.

Svend Age West, Centre of Asset Maintenance Management, DenmarkJohn Armstrong, Barclays Bank Property Holdings, England Paul Booth, ICI Teeside, EnglandSimon Brissendon, James River Ltd., EnglandMike Brown, Mike Brown Associates, EnglandMark Carter, RAP International, Wales Steve Chan, BSI Management Systems, Hong KongKeith Clements-Jewery, Glasgow Caledonian University, ScotlandPhil Conway, Rank Hovis McDougalls, EnglandStuart Courtney, SKF Condition Monitoring, San Diego, USA Roy Davis, MPI Ltd., EnglandJuan Antezana Delgado, Alicorp, PeruDr Ken Doust - Windana Research Pty Ltd., Sydney, AustraliaJohn Dunne, formerly Portals Paper Ltd., EnglandJames Fairbairn, Ineos, Grangemouth, ScotlandDr Peter J. Geake, Jacobs Engineering UK Ltd.Christer Idhammar, Idcon Inc., USAAndrew James, Environmental Advisor, ScotlandProfessor Andrew K.S. Jardine, Centre for Maintenance Optimisation and Reliability Engineering, University of Toronto Gerco de Jong, Lloyd’s Register Nederland B.V. Jim Kennedy, INTERLOGIS, Sydney, AustraliaHelen M. Manson, Lloyds Register, UKKeith McAllister, Dunlopillo Ltd., UKJohn Moubray, Aladon Ltd., EnglandProfessor David P. Newton, Professor of Finance, Nottingham University, EnglandProfessor Hana Pacaiova, Technical University of Kosice, Slovak RepublicChrister Pandell, Pernod Ricard NordicDavid Porrill, Ely Lilly and Company Ltd., EnglandNorman Purvis, Ineos, ScotlandTom Svantesson, TSMC, DenmarkGeoff Vorley, Quality Management & Training Ltd., Guildford, England Tim Zaal, Hogeschool Utrecht University of Applied Sciences, NederlandDr Ali Zuashkiani, Centre for Maintenance Optimisation and Reliability Engineering, University of Toronto

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The Editor

Alan Wilson has led successful asset management projects in every global region, working with some of the world’s biggest brands in brewing, engineering and service delivery over some four decades. Today, Alan leads a team from three UK organisations of Architects, Engineers and Quantity Surveyors, carrying out the design and contractual requirements for the refurbishment of a second tranche of five hospitals in Saudi Arabia.

Alan has represented the UK at the European Federation of National Maintenance Societies for eight years, including for the Institute of Asset Management, and is a member of the World Maintenance Forum. He was an advisor to the European Bank of Reconstruction and Development on brewery investment and management appraisals, which included assignments in Bosnia, Russia, and Belarus.

Following a BSc and a PhD in Chemical Engineering Alan’s career in asset management and maintenance began with Unilever in East Africa, and then as Operations and Engineering Manager at Guinness, the brewers in London. He went on to be responsible to Guinness Overseas for project managing the design, procurement and build of new and existing brewery installations in Lagos and Douala. He moved into consultancy, and as a Chief Engineer within the operations and maintenance arm of consultants WS Atkins, Alan headed the maintenance consultancy activities with clients including the Royal Navy, BP, Health Authorities, British Airways, the UKAEA, and the Audit Commission. As director of his own company, Carmichael Smith Ltd., Alan has run major project design and construction assignments for such clients as Huppmann (Germany) in Colombia; Ove Arup in Hong Kong; Atkins in consultancy and in a rail project for the implementation of asset management concepts (Hong Kong and Sydney). He has also advised, for example, on the management of due diligence studies for a Venture Capital Company in Chicago and Zurich; in criticality and RCM studies in the oil industry in Aberdeen and for British Energy; and in the development of asset strategy and spares supply improvements for Johnson & Johnson, Inverness.

Alan’s respected Guide, ‘Asset Maintenance Management – Developing Strategy and Improving Performance’ was published originally in English by Conference Communication in 1999, and subsequently by Industrial Press of New York. It was also published in Chinese by China Machine Press of Beijing; and in Arabic by the Specialist Group of Riyadh. This new edition of the book has evolved both from his own experience and that of his colleagues throughout the world who have kindly promoted this exchange of information for mutual benefit.

Alan can be contacted at Carmichael.Smith1@gmail.com.

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FOREWORD

IntroductionThe Managers of physical assets, and particularly of maintenance, have created many opportunities for improving the professionalism of their contribution in recent years, for example from:

• the development during asset design of the maintenance ‘supply and demand’ requirements; a process otherwise known as Early Asset Management

• the wider use of external contractors and of more competitive global equipment supply chains, • the coordination of maintenance processes into those used site-wide for procurement, operations,

finance, etc., leading to better compliance with regulatory requirements,• the wider application of targets directly related to the corporate objectives, and of benchmarking for

the comparison of progress and improvements, • the availability of additional internationally recognised training courses to MSc degree level in

maintenance and asset integrity management.

In parallel with those and similar management opportunities, the Directors of organisations who are responsible for the upkeep of assets, ranging from refineries to roads and to hospitals, etc., have a strong appreciation of how to obtain the optimum value from asset investments. With regard to maintenance, those Directors have always been aware of the maintenance budget costs and spend. To-day, they are more aware of the consequences of variable asset design and build quality on the subsequent combined cost of operations and maintenance; and that this latter combined cost can dwarf the capital cost.

Two StrategiesThe asset management business demands maintenance foresight and strategic management. A beginning to this is an appreciation by managers of maintenance that for them ‘strategies’ are composed of two fundamental forms. One is the Asset Strategy, which is the collection of different activities chosen to be carried out on the assets in order to sustain their performance and these are coordinated into an overall Asset Management Plan. The second is the Maintenance Management Strategy which links the maintenance policies and objectives with the corporate aims, and then details the chosen practices for managing safety, organisation, processes and systems, and the people capabilities, etc.

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FOREWORD

asset output objectives

asset capability, performance & lifecycle costs

risks & integrity management

maintenance

policies & objectives

asset strategies

maintenance management

strategy

practices & tactics: organisation, process,

systems, people

corporate & operational policies & objectives

asset management & maintenance

Figure 1 – Considerations leading to two fundamental strategies

A general sequence for how the various considerations for preparing the two strategies may be applied is shown in Figure 1, Considerations leading to two fundamental strategies.

With regard to Asset Strategy, a challenge for managers of maintenance is to obtain the correct balance between the costs of gaining asset availability against the consequences of not having it, as illustrated in Figure 2, A consequence / availability cost balance.

0

consequences of unreliability

operational losses compliance losses

safety of people breakdown costs

replacement costs

$ - cost of availability

quality standards purchase specifications

economic life cycle planned maintenance

tactics and targets

Figure 2 – A consequence / cost of availability balance

The question is - how to mitigate the failures which compromise the specifi ed targets for asset availability, safety, compliance, etc. The answers form the basis of those individual asset strategies, arrived at by an approach which may differ according to the organisation`s maintenance policies. For example, some organisations prefer to go straight for the planned preventive activities handed down

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FOREWORD

and across their sites over time and augmented with condition based maintenance. Others prepare their total plan using the techniques of Life Cycle Costing, Risk Based Inspection and Reliability Centred Maintenance, etc.

With regard to the Maintenance Management Strategy, and how to implement the Asset Strategies, this requires an appreciation of where development or change of the practices is necessary to influence and meet the objectives of the business. Developed from the top-down, a number of choices and permutations of maintenance practices are available. However, keeping a view on the corporate policies for people management is essential. It is not unusual for ideas to be moderated or require additional support in light of the degree of change that the people will accept and support. Anyone who has combined practices into the basic tactics of a management strategy for any organisation will know that that there are various approaches that can be used at different sequences and speeds.

Demands and measuresIn to-day’s financial volatility, Boardroom accountability and performance is questioned frequently by Stakeholders generally. In turn, the demands and pressures experienced by asset management functions, in addition to the support for how they are organised and operate, ultimately evolve from that Boardroom. It follows that the Directors require a professional response from ‘Maintenance’ of how to manage asset performance within the financial fluctuations and constraints being focussed on by the Board, and in terms that the Board appreciate.

Directors have become increasingly adept at setting measures and targets for managers based on asset performance and cost. For example, such a target is the very simple - total asset cost for operations and maintenance, divided by the total assets replacement value, to achieve a specified asset availability. This is a top-down target which is now applied in many situations internationally to monitor operations and maintenance, and which can be directly related to shareholder value, as follows:• Stock market price is related to asset value - “...stock markets move in long cycles, which can be

measured by long term measures of valuation. The two best are the ‘q ratio’, which compares a stock’s market value to the replacement value of the assets, etc...” (From the John Authers’ article in the Financial Times of 6th. Feb. 2009).

• As the combined value of a company’s assets has a direct effect on its profit and loss accounts, so the policies for refurbishment, maintenance or replacement may be directly influenced by that ‘value’.

It follows that the need for assets and maintenance functions to perform in meeting a wide range of measures such as those for ‘total productive maintenance’ and ‘asset risk’, cannot be ignored or taken lightly. Managers need a clear strategic plan to survive and, in most occasions, even succeed. No wonder that the function of asset and maintenance management can be seen to be a challenge even to those managers of a more robust nature.

The identification, formulation, and the implementation of a future maintenance strategy is arguably a major part of the manager’s job. The methodology for carrying it out and the basic tactics and associated practices involved is the essence of this new edition, the approach to which is the development of management actions related to physical asset management. This second edition is therefore named ‘Asset Management, focusing on developing maintenance strategies and improving performance’. The first edition of the book was issued in 1999. Since its original publication, it has been translated into Arabic and into Chinese and has been published in London, New York, Riyadh and Beijing.The purpose of this up-dated book is to integrate the opportunities created within the last decade into

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FOREWORD

the development of asset and management strategies. As always, key aims are to promote discussion and opinion on the management of physical assets with a focus on maintenance, and to support the people practising it. The scope of the purchasers of the book include Company Directors, existing Operations / Asset and Maintenance Managers, through to the Superintendants of oil and industrial installations; as well as experienced Maintenance Supervisors, and Technicians or Students who are looking to develop their careers in any of those directions.

A number of factors and developments have influenced the up-dating of the book, including:• The EU Leonardo da Vinci Project named ‘Euromaint’, which was supported by maintenance

practitioners and academics from throughout Europe. These included the Editor of this book, who took a major role in the preparation of the Euromaint booklet, Guide to Maintenance Management, in which reviews were included of:- the required competencies of an Asset Maintenance Manager, - a format for an MSc curriculum in Maintenance Management.

• The maintenance application of Asset Management processes: - of PAS-55 for Asset Management, which is published by the BSI, with support by the Institute of

Asset Management; and of the forthcoming ISO 5500X- of ISO 15288, which is applied in the asset lifecycle phases of assets design, build,

operation, etc., and supported by the Asset Management Council of Australia.

• Contributions from colleagues who kindly continue to support the book.

Two volumesThis second edition is in two volumes. As with the first edition of the book, the chapters are arranged in ‘policy sectors’. Figure 3, illustrates the ‘policy sectors’ in the sequence presented in the book for Part I.

Figure 3 – Policy sectors and chapters within them

Asset Management

Maintenance concepts and

options available

A ‘Road Map’

Policies

Compliance ‒

a management system

Benchmarking

standards and the use of indicators

Aims and Objectives

Environmental management

systems

Occupational

Health and safety

Controlling the causes of risks

Asset integrity and risk based

inspection

Risk

management

Condition monitoring - machinery

vibration

Asset strategy development

Safe

maintenance work

People and the Asset

Management Plan

Structure the asset failure information

A ‘Self Audit’

Measures

and targets

Budgets

Maintenance management

strategy

Quality

of delivery

Asset design

for system effectiveness

Guide on Asset Management

decision support by lifecycle

costing

The economic life of assets

Early asset management

Risk

and integrity management

Asset management and maintenance

Policies and objectives

Assets

performance and costs

Assets

strategies

Management audit, strategy and budgets

Policy sectors

Chapters

“Asset Management – focusing on developing maintenance strategies and improving performance”

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FOREWORD

This first volume aims to develop options for how to:• formulate the Asset Strategies,• coordinate them into an Asset Management Plan,• prepare the Maintenance Management Strategy for implementation of the Plan.

The Part II book will be concerned with examining the contents of the ‘engine room’ of Asset Management, with a focus on Maintenance. These are the topics which deliver and control the implementation of the asset and maintenance management strategies. They will include the organisation aspects, processes, systems, and not least the people skills and their development.

Application of the Book The content of this second Edition attempts to give weight to the ever increasing international commentary and cooperation on asset management and maintenance. Contributions continue to be received from colleagues who are well known for their expertise and for their ability to review their topics in an objective manner. The comments are those of the Authors set within a framework for the book as a whole. It is believed that a balanced and unbiased view has been presented. As ever, the contributions to the book are invited from a range of opinions, and no effort is made to diminish any conflicting views.

The book is not prescriptive. Some readers may find it suits them to follow the six sectors closely in the order presented. This may apply to readers who need to carry out a complete review of their current situation, and from this, formulate a way forward for their immediate or long-term requirements. Other readers may find that the priority order for applying the sectors of importance will depend on the circumstances existing, as will its speed of application. The personal goals and knowledge of the individual manager often determines the scope and the speed of the changes sought. A manager who can accept or justify the financial risk, obtains support from the Board and whose confidence is high, will look for bold decisions and a speedy approach to implementation of the improvements. The resultant prizes are often worth having.

Such an approach is not time dependant, and was described in the Financial Mail in 1996 - “Leaders need to adopt the skills used in white water rafting, coping with the rapids of change while steering a profitable course towards an unknown future” (The Financial Mail, 26th Sept. 1996 of ‘The Future of Leadership’ by Hodgson, Craner and White (Ashbridge). This statement is as applicable to managers of maintenance and asset management as it is to military or business leaders. The challenges can be as complex and as motivating, and every campaign needs a strategy.

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CONTENTS

Foreword Part ITHE POLICY SECTORS AND OUTPUTS

POLICY SECTOR CHAPTERS OUTPUTS1. Asset management

and maintenance1. Asset management An introduction to asset management and

its association with maintenance

2. Maintenance concepts and options

the scope of maintenance activities and the basis on which they are applied

3. A ‘Road Map’ integrating all activities on the physical assets into a ‘Road Map’ (Asset management plan)

POLICY SECTOR CHAPTERS OUTPUTS2. Policies and objectives 4. Compliance – a

management systemhow corporate policies give guidance for change and management compliance,

5. Policies a review of coordinated maintenance policies, with an example for a Bank

6. Aims and objectives a balanced scorecard approach to linking the corporate and maintenance objectives, and the performance drivers

7. Benchmarking standards and the use of indicators

internationally applied targets for maintenance, with examples from pharmaceutical and refinery companies

POLICY SECTOR CHAPTERS OUTPUTS3. Assets performance

and costs8. Guidance on Asset

Management decision support by lifecycle costing

the value of, and methods for applying lifecycle costing to asset design and build, operations and maintenance, and replacement

9. Asset design for system effectiveness

the importance of purchasing with optimal specifications for quality, reliability, and cost

10. Early asset management the influence of proactive maintenance during asset design and manufacture on subsequent asset operation, with a railway example

11. The economic life of assets

options for how to apply Lifecycle costing, including five examples of when to replace assets

aa

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POLICY SECTOR CHAPTERS OUTPUTS4. Risk and integrity

management12. Risk management identifying, estimating and reducing risks in asset

management

13. Occupational health and safety

a review of European H&S legislation, and procedures and tools for conformance

14. Environmental management systems

an oil industry example of applying an environmental management system for maintenance

15. Asset integrity and risk based inspection

the why and how of inspection schemes, asset coding, and priority / criticality assessments

16. Controlling the causes of risks

applying Reliability Centred Maintenance for determining the actions for effective maintenance

POLICY SECTOR CHAPTERS OUTPUTS5. Asset strategies 17. Structure the asset failure

informationa review of methods for the logical documentation and diagnosis of asset faults

18. Asset strategy development

a scheme for preparing auditable, prioritised maintenance activities

19. Condition monitoring – machinery vibration

an overview of the scope and depth of understanding required for applying one method of condition monitoring

20. People and the Asset Management Plan

applying people’s skills to activities, and their coordination into a plan of work

21. Safe maintenance work a contribution to ideas for safe systems of maintenance working

POLICY SECTOR CHAPTERS OUTPUTS6. Management audit,

strategy and budgets 22. Quality of delivery a systematic approach to assuring that a

maintenance system is applied to ISO9000

23. Measures and targets

setting and implementing co-related targets in Maintenance

24. A ‘Self Audit’ an example of an auditing method used in a Paper Industry maintenance function

25. Maintenance management strategy

methods of developing a coordinated strategy, with examples, and its presentation

26. Budgets ideas for preparing and presenting a maintenance budget

aa

a

XI

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CONTENTS

POLICY SECTOR I: ASSET MANAGEMENT AND MAINTENANCE

Chapter 1ASSET MANAGEMENTJames Kennedy1.1 What is asset management?1.2 A technical process 1.3 A set of principles 1.4 The asset technology model1.5 Engineering the system1.6 Concluding remarks

Chapter 2MAINTENANCE CONCEPTS AND OPTIONSSvend Aage West, Alan Wilson2.1 A proactive approach2.2 Assess the service needs of the customer 2.3 Maintenance options 2.4 Corrective maintenance2.5 Preventive maintenance2.6 Maintenance improvements2.7 A proactive beginning2.8 Coping with change

Chapter 3A ‘ROAD MAP’Alan Wilson3.1 Alignment with the business plan3.2 Changes in corporate cultures 3.3 A way forward3.4 Focus on the customers3.5 Developing an asset management plan3.6 The customer expectations of a ‘Road Map’ 3.7 The discipline of management systems 3.8 Identifying the key benefits of change

POLICY SECTOR 2: POLICIES AND OBJECTIVES

Chapter 4COMPLIANCE – A MANAGEMENT SYSTEM Norman Purvis 4.1 Introduction 4.2 Planning4.3 Performing – and documentation 4.4 Measuring 4.5 Compliance report – and management review4.6 Compliance management Chapter 5 POLICIES John Armstrong, Alan Wilson 5.1 Introduction 5.2 Policy statement for a Bank 5.3 The business responsibilities5.4 The aims and objectives5.5 Setting the asset strategies5.6 A maintenance management strategy5.7 Management processes5.8 Systems and computers5.9 People5.10 Organisation5.11 Concluding remarks

Chapter 6 AIMS AND OBJECTIVES Alan Wilson, Keith McAllister 6.1 Introduction 6.2 Aims and objectives – Financial perspective 6.3 Aims and objectives – Customer perspective6.4 Aims and objectives – Internal processes perspective 6.5 Aims and objectives – People perspective 6.6 Link to the management strategy 6.7 Concluding remarks 6.8 References

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Chapter 7BENCHMARKING STANDARDS, AND THE USE OF PERFORMANCE INDICATORS IN MAINTENANCE Tom Svantesson7.1 Introduction 7.2 Benefits from comparative analysis7.3 Extracting the right indicators 7.4 Results from benchmarking and comparative analysis 7.5 Definition for indicators and metrics7.6 A way forward7.7 References

POLICY SECTOR 3: ASSETS PERFORMANCE AND COSTS

Chapter 8GUIDANCE ON ASSET MANAGEMENT DECISION SUPPORT BY LIFECYCLE COSTINGDr Peter J. Geake8.1 Overview to Lifecycle Costing8.2 The asset lifecycle8.3 Approaches to applying Lifecycle Costing8.4 The Lifecycle Costing method8.5 Attributing asset value, costs and losses to the lifecycle 8.6 Concluding remarks8.7 References

Chapter 9 ASSET DESIGN FOR SYSTEM EFFECTIVENESS Roy Davis, Alan Wilson 9.1 Introduction 9.2 Asset system effectiveness9.3 Aim for asset qualty9.4 Assets configuration 9.5 Designing-in relability 9.6 Designing-in maintainability9.7 Preparation of specifications 9.8 Asset design and verification 9.9 Development of the support information

Chapter 10 EARLY ASSET MANAGEMENT Dr Ken Doust, Alan Wilson 10.1 Introduction 10.2 Early asset management and Systems Engineering 10.3 Application example – Concept phase of a City Urban Rail Network10.4 Key considerations for operations and maintenance 10.5 Maintenance specific processes 10.6 Iterations and options for trade-off

Chapter 11THE ECONOMIC LIFE OF ASSETSDr Ali Zuashkiani, Professor Andrew K S Jardine11.1 Option evaluation11.2 Calculating the economic life of an asset utilised steadily11.3 Application – Purchasing the best combustion engine11.4 Application – Finding the economic life of a fleet of trucks in a Mine11.5 Application – Establishing the economic life of underground haulage trucks in an Underground Mine11.6 Application – Establishing the economic life of underground coated steel mains for a Gas Distribution Company11.7 Economic life of an asset that has a planned varying utilisation pattern11.8 Concluding remarks11.9 References

POLICY SECTOR 4: RISK AND INTEGRITY MANAGEMENT

Chapter 12RISK MANAGEMENTProfessor Hana Pacaiova12.1 Introduction 12.2 Definition of risk12.3 Processes of risk management 12.4 Methods of risk estimation

CONTENTS

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12.5 Risk reduction12.6 References

Chapter 13OCCUPATIONAL HEALTH AND SAFETYProfessor Hana Pacaiova13.1 Introduction13.2 General obligatory regulations13.3 Machinery safety13.4 Occupational health and safety13.5 Major accident prevention13.6 Valid, general non-obligatory regulations13.7 References

Chapter 14ENVIRONMENTAL MANAGEMENT SYSTEMS (EMS)Helen M Manson, Andrew James14.1 Introduction14.2 Development in the U.S.A.14.3 Example of an EMS in relation to maintenance14.4 Setting up an environmental management system14.5 Implementing the system14.6 Concluding remarks

Chapter 15 ASSET INTEGRITY AND RISK BASED INSPECTION James Fairbairn, Tim Zaal, Alan Wilson 15.1 Introduction15.2 Risk based inspections (RBI)15.3 Asset integrity coding schemes 15.4 Typical data coding structures15.5 Probability and consequence - a criticality review

Chapter 16 CONTROLLING THE CAUSES OF RISKS John Moubray, David Porrill 16.1 Introduction 16.2 A definition of RCM 16.3 The seven questions

16.4 The RCM task selection process 16.5 Applying the RCM process 16.6 Auditing and detailing the tasks 16.7 Implementation 16.8 The benefits of the RCM methodology

POLICY SECTOR 5: ASSETS STRATEGIES

Chapter 17 STRUCTURE THE ASSET FAILURE INFORMATION Keith Clements-Jewery 17.1 Introduction 17.2 The logical diagnosis process 17.3 Procedure for logical fault diagnosis (Root Cause Analysis) 17.4 The use of maintenance documentation 17.5 Basic methods in fault diagnosis documentation 17.6 Logical manual structures

Chapter 18ASSET STRATEGY DEVELOPMENTChrister Idhammar, David Porrill, Alan Wilson18.1 Introduction18.2 Objectives of the asset strategy18.3 Development stages18.4 Select the maintenance activities18.5 Justify the move towards predictive maintenance18.6 Optimisation18.7 Concluding remarks

Chapter 19CONDITION MONITORING – MACHINERY VIBRATIONStuart Courtney19.1 Introduction19.2 Prevention19.3 Basic vibration analysis19.4 Detection19.5 Machinery motion and vibration

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19.6 Assessing machine vibration severity19.7 Frequency and amplitude 19.8 Vibration transducers19.9 Phase analysis19.10 Misalignment phase characteristics19.11 Vibration and the proactive Mechanic

Chapter 20 PEOPLE AND THE ASSET MANAGEMENT PLAN Geoff Baker, Paul Booth, Alan Wilson 20.1 Develop the planned maintenance schedules 20.2 The effect of flexible skills on job design 20.3 Preparation of the maintenance jobs20.4 The integration of condition based maintenance20.5 Development of the asset management plan 20.6 Post implementation review

Chapter 21 SAFE MAINTENANCE WORK Mark Carter 21.1 Introduction 21.2 A planning process21.3 Risk assessment 21.4 Preparation for maintenance work21.5 Issuing a permit21.6 Carrying out the work21.7 Competence21.8 Monitoring the system21.9 Concluding remarks

POLICY SECTOR 6: MANAGEMENT AUDIT, STRATEGY AND BUDGETS

Chapter 22QUALITY OF DELIVERYGeoff Vorley, Alan Wilson22.1 Introduction22.2 Interpretation of the ISO 9001:2000 requirements22.3 Implementing and refining a quality assurance system22.4 Operation of the system22.5 The way forwardAppendix 22.1

Chapter 23 MEASURES AND TARGETS Mike Brown, Alan Wilson 23.1 Qualifying measures of success23.2 Levels of measures 23.3 Co-related measures and targets23.4 Ideas for a successful implementation23.5 Applying measures and targets 23.6 Measuring upward trends of improvement23.7 Involvement and accountability23.8 Acceptance of the measures23.9 Concluding remarks

Chapter 24 A ‘SELF’ AUDIT Simon Brissenden, Christer Idhammar, Alan Wilson 24.1 Introduction 24.2 Preparing for a ‘self’ audit assessment 24.3 Gathering the information 24.4 The scope of the audit 24.5 Audit organisation 24.6 Action after the audit Appendix 24.1 Appendix 24.2

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Chapter 25MAINTENANCE MANAGEMENT STRATEGY DEVELOPMENTKeith McAllister, Juan Antezana Delgado, Alan Wilson 25.1 Policies, strategies and tactics25.2 Example of a maintenance strategy development – Alicorp 25.3 Strategy development 25.4 Strategy review – customer focus 25.5 Tactics choice25.6 Tactics development – strategic plan 25.7 Strategy implementation25.8 Concluding remarks

Chapter 26 BUDGETS John Armstrong, Alan Wilson, Roy Davis 26.1 Introduction 26.2 The scope of an asset maintenance management budget26.3 Inputs to the budget26.4 Budget preparation 26.5 Some criteria for success26.6 Budgetary control26.7 Management credibility

INTRODUCTION TO THE BOOK – PART II, ORGANISATION, PROCESSES, SYSTEMS, PEOPLE

CONTENTS

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