The magazine by practitioners for practitioners.

June 2012 | Volume 7, Issue 3

www.smrp.org

Meeting Customer Needs

Through Equipment Reliability

How Plant Reliability Risk and The $25 Billion

Affects a Lean Reliability of Profit Pot
Implementation Transformers
14
4 8
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 June 2012
Volume 7, Issue 3

Features

4 How Plant Reliability Affects a Lean Implementation


Discover the outcome of Lean implementation through a plant manager’s
perspective at two different manufacturing plants. Owned by the same
Fortune 500 corporation, the two facilities have surprising results.
PAUL BORDERS, CMRP

8
Risk and Reliability of Transformers
Learn how Alan Ross gains a unique perspective on transformer risk and
reliability by joining a transformer maintenance company that has evolved
4
its practices over a 45-year period. Explore the four categories of risk in this
feature. ALAN ROSS

14 The $25 Billion Profit Pot


Rod Ellsworth, vice president for global asset sustainability at Infor, looks
at some of the biggest culprits of energy waste in manufacturing plants, and
highlights the colossal opportunity to turn waste into profit. Energy is the
single largest operating and maintenance expense, forming 60% of a typical
manufacturer’s O&M budget. Research shows that up to 80% of this energy
is wasted. This article will delve into the biggest culprits of energy.
ROD ELLSWORTH

Departments
2 Officers and Directors
8
From the Chair Did You Know? STAN MOORE, CMRP
2 

BOK corner Adding Value to Membership through SMRP’s Library of

19 
Knowlege. BRUCE HAWKINS, BEST PRACTICES COMMITTEE CHAIR

20 Member spotlight Meet Steve Carter, CMRP

21 FROM THE EXAM TEAM Improve Your Personal OEE. Terry Harris, CMRP

22 member Corner

24 new! chapter round-up

Welcome New Members SMRP welcomes new executive and individual members.
26 

30 NEW CMRPs SMRPCO welcomes new certificants.

14
32 Certification updatE CMRP & CMRT Paper Exams: Turnaround Time from SMRP

32 SMRPCO SUSTAINING SPONSORS

SMRP Solutions (ISN#1552-5082) is published bi-monthly by the Society for Maintenance and Reliability Professionals, exclusively for SMRP members. The
annual subscription rate is $15 for members, which is included in dues. The Society was incorporated as an Illinois not-for profit corporation in 1992 for those
in the maintenance profession to share practitioner experiences and network. The Society is dedicated to excellence in maintenance and reliability in all types of
manufacturing and services organizations, and promotes maintenance excellence worldwide. SMRP’s Mission is to develop and promote leaders in Reliability and
Physical Asset Management.
The products featured in SMRP Solutions are not endorsed by SMRP, and SMRP assumes no responsibility in connection with the purchase or use of such products.
The opinions expressed in the articles contained in SMRP Solutions are not necessarily those of the editor or SMRP.
Back Issues: The current issue and back issues of SMRP Solutions can be downloaded from the library area of the SMRP Web site. Original versions of the
current issue and some back issues of Solutions are available by contacting SMRP Headquarters ($5 per copy for members, $10 per copy for non-members).
SEND ADDRESS CHANGES AND INQUIRIES TO: SMRP Headquarters, 1100 Johnson Ferry Road, Suite 300, Atlanta, GA 30342, 800-950-7354, Fax: 404-252-0774
E-mail: [email protected].
 2012 SMRP From the Chair
Officers & Directors
Chair
Stan Moore, CMRP
Ascend Materials Did You Know?
[email protected]
By stan moore, CMRP
256-552-2173 Chair of SMRP 2011-2012

Immediate Past Chair,

Advisory Committee I thought it would be good to take this
Rick Baldridge, CMRP opportunity to update you on some of the
Cargill, Inc. inner workings of SMRP. A primer of sorts,
[email protected] in a Q&A format. I trust that you, as a
952-984-6356
member, will find this beneficial.

Vice Chair
Shon Isenhour, CMRP
GP Allied, Inc. D id you know that you can make tax
deductible contributions to the SMRP
Foundation? It is a great way to support our
[email protected]
843-810-4446 Foundation as we strive to drive education
in the reliability and maintenance profession. The SMRP consists of both a 501(c)
Treasurer (3) Foundation and a 501(c)(6) Society. These are IRS designations pertaining to
Nick Roberts, CMRP organizations. In general terms, donations to a 501(c)(3) organization such as the
DuPont SMRP Foundation can be considered tax deductible. 501(c)(3) organizations can be
[email protected]
characterized as charitable, religious, educational, scientific, literary, testing for
251-753-2922
public safety, fostering national or international amateur sports competition, and
preventing cruelty to children or animals. Specific to our Foundation, the focus and
Secretary
Craig Seibold, CMRP emphasis is on education in the reliability and maintenance profession. Our Body of
Johns Manville Knowledge is organized under the Foundation. Additionally, our scholarship program
[email protected] is funded and supported by the Foundation. Our other major focus areas, including
303-978-2641 the annual conference, certifications, and membership are organized under the Society.

Certification & Standards Did you know that we award scholarships each year? In an effort to encourage
Director academic institutions and their students to consider careers in maintenance and
Greg Yeager, CMRP reliability, and to further encourage professionalism in the field, the SMRP will annu-
Cargill, Inc.
ally award various scholarship monies to selected individuals who have applied for
[email protected]
such funds and for which the SMRP Board of Directors acting through the Academic
952-984-2850
Liaison Committee have deemed deserving. In addition to these awards, the SMRP

Body of Knowledge Director also offers another scholarship that will be granted to an individual student, enrolled
Ron Leonard, CMRP, PE in an accredited college or university, regardless of his/her concentration. Historically,
Life Cycle Engineering, Inc. applications for our scholarships have been relatively low, so I encourage you to visit the
[email protected] SMRP Web site for additional information. The deadline for applicants is August 15,
843-744-7110 2012. You can also find this information under the Education link on www.smrp.org.

Education Director Did you know that we are a volunteer organization? Our officers, directorates
Butch DiMezzo, CMRP
and committee members are all volunteers with a passion to advance the reliability
Management Resources Group, Inc.
and maintenance profession. We all have full-time jobs and employers that graciously
[email protected]
704-995-2262 allow us to support SMRP and the advancement of our profession. It is rewarding to
see that many companies continue to see the benefits of the SMRP and the return
Member Services Director on investment. We are also supported by a great team from Kellen, our management
Edward Foster, CMRP company, and Howe & Hutton, our legal counsel. Our Board is comprised of a
The Mundy Companies balanced mix of both service providers and end-users, all with their CMRP. Want to
[email protected] get involved? Get plugged into a committee or volunteer to work as a track leader at
281-530-8711 our annual conference. It is professionally and personally rewarding and I encourage
you to get involved.
Outreach Director
Howard Penrose, CMRP
Did you know that our fiscal year is July to June? Three years ago when we
Dreisilker Electrical Motors
[email protected] reorganized into the Foundation and Society, we moved our fiscal year to start in
630-469-7510 July rather than in January. We chose to do this to better balance our revenue and
expenses within the fiscal year.

2 SMRP Solutions June 2012 | Volume 7, Issue 3

Did you know that this is our 20th anniversary? SMRP had the ways that SMRP is working with membership to bring value
its start in 1992 as a group of industry professionals looking and a forum for information exchange.
for a way to advance the reliability and maintenance profession
across corporate boundaries for the benefit of all. The Society Final thoughts and considerations. The Board is wrap-
for Maintenance & Reliability Professionals (SMRP) came to ping up the budgeting process for the 2013 fiscal year. This
be as a result of discussions between senior officers of HSB is always an exciting time as we look to the future and how
Reliability Technologies and Applied Technology Publications, we can grow the organization. Nick Roberts, our treasurer,
the publisher of MAINTENANCE TECHNOLOGY, which took has done a great job this year pulling together an aggressive
place near the end of 1991 and into early 1992. The two found- budget. Ed Foster, our member services director, has been a
ing companies invited a number of their clients and associates great addition to your Board and is working on several fronts
to attend a meeting at the Ritz-Carlton Hotel in Chicago to to improve member value. Howard Penrose, our outreach direc-
discuss the need for an association that would be directed to tor, is working with Kellen to improve our marketing strategy,
maintenance and reliability personnel. We are looking forward including our Web presence. Craig Seibold, our secretary, has
to our annual conference this year, celebrating 20 years of been leading a review of our policies and bylaws, ensuring they
professional growth and development in the maintenance and are current and germane.
reliability profession. We recently participated in the USA Science and Engineering
Festival held in April in Washington D.C. (See Member Corner,
Did you know that we are seeing renewed interest in our “SMRP Booth Educates Children,” page 22.) Shon Isenhour,
Special Interest Groups or SIGs? SIGs are groups with a very our vice chair, recognized the need for SMRP to have a
defined focus of interest. Where a Chapter will have members presence at this event. Our annual conference, under the
from many industry sectors and interests, a SIG is more nar- leadership of Butch DiMezzo, continues to grow and is shaping
rowly focused within an industry sector or interest. Our first up to be our best conference yet. All of these efforts require
SIG, Petrochemicals, Oil and Gas, is seeing renewed interest. We dedication and focus from our volunteers. I am proud to serve
recently launched the Pharma and Biotech SIG and, even more and represent such a team.
recently, the Reliability Analytics of SIG. These are just a few of

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June 2012 | Volume 7, Issue 3 SMRP Solutions 3
4 SMRP Solutions June 2012 | Volume 7, Issue 3
How Plant Reliability
Affects a Lean
Implementation
By: paul borders, CMRP

T his article examines the experience of a plant manager who had the opportunity to lead two dif-
ferent manufacturing plants. The plants were similar in numerous ways. They were both build-
ing products manufacturing facilities, both were continuous processes, both had roughly 300 hourly
workers, and they were both owned by the same Fortune 500 corporation. The important difference
between the two facilities was that one plant had a relatively mature manufacturing reliability pro-
gram in place prior to the Lean implementation and the second plant was a typical North American
plant that was highly reactive in its maintenance processes.
The outcome of the Lean implementation at the two locations could not have been more dramati-
cally different. The Lean implementation at the reliable plant was powerful and transforming, while
the Lean implementation at the non-reliable plant did not deliver long-term results.
This article describes the plant manager’s experience in leading two separate plants and why he
reached the conclusion that it’s critical to have a reliable facility for a successful Lean manufacturing
implementation.
Blitz events were conducted very similarly in the two plants. Whether they were 5S events or
Kaizen events focusing on a process or problem area, they were typically three to five days in length,
facilitated by either a consultant or a corporate continuous improvement leader, and had roughly
eight to 16 hourly employees engaged in the event.

Blitz Events in a Non-Reliable Plant

The blitz events in the non-reliable plant were tougher to pull together. The first real challenge was
getting participants to take part in the event. Because the work days were tough and challenging in
the reactive environment, most employees were reluctant to come in and work days in excess of what
they were scheduled. Managers and supervisors sponsoring the event would often have to assign
employees to work on the blitz event instead of having them volunteer for the project.

June 2012 | Volume 7, Issue 3 SMRP Solutions 5

 How Plant Reliability Af fects a Lean Implementation

An additional problem with blitz events participate in future events because they willingness to participate and actually lead
in the non-reliable plant was establishing a felt their efforts were in vain. The manage- events increased because they saw the
baseline of performance for processes. The ment team’s credibility suffered as well. positive changes that were implemented
leadership team wanted to measure the and they saw the results being sustained.
improvements made over the course of the
event, but there were many times this was Blitz Events in a Reliable Plant
not possible because of equipment down- Blitz events in the reliable plant were dra- Kanban
time or process upset occurring in either matically different. The opportunity to create a Kanban system
the baseline measurement or during the The leadership team enjoyed much in finished goods existed in both plants.
measurement of the “after improvements” more management credibility with hourly Both had fairly typical inventory strategies.
section. This always resulted in deflation employees. This was largely because of the The sites produced inventory to match a
for the participants of the event because progress that had been made in the prior sales forecast or to react to working capital
“the equipment messed up.” two years with implementing reliability. directives. There was a dramatic difference,
A particularly aggravating problem Hourly employees’ daily work lives had been however, in the ability of the plants to capi-
that occurred in blitz events in the non- deeply impacted by the improvements in talize on the opportunity to utilize Kanban
for producing to actual customer demand.

Hourly employees’ daily work lives had Kanban in a Non-Reliable Plant

been deeply impacted by the

As previously discussed, machine con-
ditions in the non-reliable plant were

improvements in machine condition and

unstable and the resulting downtime
made frequent schedule changes neces-

the operational stability that resulted.

sary. Often a machine breakdown would
limit the plant’s ability to produce some
products. As a result, the plant would
sometimes run products that were not
reliable plant was participants getting machine condition and the operational sta- needed for orders simply because it needed
pulled from the event because of equipment bility that resulted. They were very happy to produce products to hit gross production
problems. Electricians, mechanical crafts- with results of implementing the principles targets stated in pounds.
men, and area supervisors were especially of reliability, even after the first year. There was no way the plant could have
hard hit with this phenomenon because This credibility resulted in hourly implemented a Kanban system to produce
their skills were either needed to get the employees who were much more eager to to the Kanban signal. While the plant still
equipment back up or their expertise was participate in blitz events. People were provided excellent customer service as
required to juggle the production schedule excited about the opportunity to impact measured by order fill rates and shipping
or shipping schedule to react to the down- their work lives in a positive way. The dates, this was largely made possible by
time. Needless to say, it was disappointing scheduling challenges of backfilling par- having very large inventories that served
to the team when someone who had been ticipants’ normal jobs persisted in some as buffers to absorb the impact of a chaotic
in on all the discussions during the event cases but there were many participants production schedule.
would “get yanked out of the event” to go whose jobs were not backfilled for the event
take care of the day’s problems. because the stability of the plant did not
Probably the most insidious and require them to be on their jobs all the time. Kanban in a Reliable Plant
damaging aspect of blitz events performed It made an enormous difference to have After three years of persevering in the im-
in the non-reliable plant was difficulty all the participants remain in the event plementation of its reliability program, the
in sustaining the gains made during the for the entire duration. The team dynam- ability to produce the production schedule
event. Because the workplace was so often ics were much more positive; it was rare grew very strong. At the encouragement of
either reacting to, or recovering from, a sig- for someone to have to leave the event to the site’s Continuous Improvement Leader,
nificant equipment problem, managers and “take care of problems.” This allowed all the plant implemented a Kanban system for
supervisors struggled with executing the the participants to own the results, and one of its very popular product lines. There
critical leadership behaviors that were nec- more importantly, own the changes made were certainly some formidable “mental
essary to sustain the gains that were made in the event so they could maintain the challenges” that needed to be overcome.
in blitz events. The eventual deterioration improvements and provide insight to other Warehouse personnel and scheduling
of the area or process that had improved employees about changes that were made personnel had grown accustomed to a
was visible to both hourly employees and why they took that direction. cushion in inventory, and the very thought
and the managers. This would, in turn, As the facility performed more and of taking inventory levels down produced
reinforce the reluctance for employees to more successful blitz events, employees’ much fear that needed to be managed.

6 SMRP Solutions June 2012 | Volume 7, Issue 3

 How Plant Reliability Af fects a Lean Implementation

Once the team was engaged and trained ƒƒ less finished product damage; equipment maintenance work planned,
in the Kanban concept and the workings ƒƒ less property damage because of scheduled, completed, and closed out,
of the signal for inventory replenishment better visibility; and becomes a cornerstone of organizational
were created, they simply started running ƒƒ less investment in finished product discipline that is fundamental when the
the system. While there were a few tweaks storage costs. elements of Lean manufacturing are
of the system over the first few months, utilized.
the facility quickly gained confidence in its Even with much lower inventory levels,
ability to produce and work with the much the plant continued to provide high levels
Paul Borders is principle consultant
lower resulting inventory levels. of customer service.
On the front end of implementing the The absolute key to this process was for Life Cycle Engineering. Paul helps
Kanban system, leadership felt that improved the ability to produce the right products for companies sustain performance
financials were going to be the primary customers at the right time. With reliable improvements by driving culture
benefit because of the reduction in working production machinery, this plant was able
change to ensure new systems
capital. In reality, while leadership quickly to produce what the schedule called for.
become a fundamental way of life.
realized the financial impact, the improve-
Certified by Prosci as a Change
ment in working conditions for plant
warehouse staff became “the big win.” Conclusion Management Leader, Paul is also a
With much lower inventory, unanticipated The experience of leading these two similar, facilitator with the Life Cycle Institute,
benefits included: but very different facilities really under- where he uses high impact learning
ƒƒ Wider aisles for the forklift drivers to scored the importance of having a plant be
techniques to teach courses including
maneuver forklifts; reliable before implementing Lean manu-
Reliability Excellence for Managers
ƒƒ less stress for the forklift drivers due facturing. The cadence of execution that is
(RxM).
to more room to work; learned by the organization through having

June 2012 | Volume 7, Issue 3 SMRP Solutions 7

 TRANSFO
Risk and Reliability of

By: alan ross

8 SMRP Solutions June 2012 | Volume 7, Issue 3

ORMERS The author reflects on
how he gained a unique
perspective on
transformer risk and
reliability by joining a
transformer maintenance
company that has
evolved its practices
over a 45-year period
beyond strictly
chemical oil testing to
a multi-faceted approach
incorporating electrical
and mechanical factors.

R eliability engineers and maintenance professionals have

developed unique solutions for most of their productive assets.
Whether mining, refining, metals processing, chemical processing
or simply manufacturing assembly, the time and attention paid to
critical productive assets has been rewarded with less unplanned
downtime and better asset planning.
An asset group that was missed in the best of these mainte-
nance and reliability systems plans is transformers—the heart of the
electrical system. Transformers were overlooked primarily because
of their long-lasting durability and effectiveness. For utilities, they
are a critical component of the product they make and distribute. For
industry, they are considered important assets, but until lately, have
also been one of the most “taken-for-granted” in the production cycle.
Today, it is precisely because of the historical reliability of trans-
formers that the risks are greater than anticipated and significantly
more important to manage.

June 2012 | Volume 7, Issue 3 SMRP Solutions 9

 Risk and Reliability of Transformers

Recently, I participated in three day-long seminars: found the greatest application risk came from a smaller special-
“Transformer Risks and Reliability,” conducted by Munich Re. ized unit powering one of its furnaces that is subject to some of
Why would one of the largest, if not THE largest, insurer and re- the harshest operating cycles from peak demand requirements.
insurer of transformers conduct these seminars in New York, San A relatively new transformer in good condition ran the line for
Francisco, and Houston? Quite simply, they have seen the future, the furnace. If it ever went down, millions of dollars to rework the
and if recent trends are any indication, the future looks “risky.” furnace and its line would have to be spent.
The Risk Factors Chart presents four categories of risk. If we
can determine the biggest risks, develop standardized testing and
preventive maintenance plans, we can reduce risk, or at a mini- Risk # 2: Failure
mum, better prepare for the eventual failure of a transformer. When transformers fail with increased frequency, the law of
We will address both “transformer life extension” and “end of unintended consequences is often in play. Fire damage, safety,
life reaction planning” later. For now, let’s consider the four catego- and environmental issues can lead to losses and downtime much
ries of risk: greater than just the impact of the transformer failure itself.
Even without an explosion failure, a transformer leaking oil
outside a dammed area would likely be considered a hazardous
Risk #1: Application waste violation. Now you must deal with penalties enacted by
Application Risk stems from the impact on the business if a local, state, and even federal environmental agencies.
specific transformer fails. It can be calculated and predicted and It is virtually impossible to monetize the cost of a transformer
should also identify which transformers in your fleet would cost failure because so much depends on the type of failure. Examples
the most in unplanned down-time if failed. Application risk is the include an automatic shut-down with transformer housing intact,
cost of failure to your production. Amazingly, it is not uncom- oil leakage from a bushing, or a catastrophic explosion.
mon for smaller transformers operating key lines or production Certain transformers, due to their size, location, load, and con-
processes to have a much higher application risk than most would dition, have a greater failure risk than others. For these types of
believe. Ask the question: “If this transformer would fail, what transformers, we should create a higher degree of monitoring and
would be the impact on productive output?” testing to prevent a catastrophic failure. There are enough proven
Recently, we reviewed a customer’s transformer risk factor. We methods for reaction planning to get the maximum life of that unit

Condition-Based
The cost of assessing Application
the current condition The cost or impact
to avoid failure to production

End-of-Life Failure
The cost to getting Both direct and indirect
back up and running

Risk Factors
The The
fourfour
risk risk
factors—when
factors whenanalyzed
analyzedtogether—can
together can give
risk
Riskmanagers
Managersaabetterbetterpicture
pictureininviewing
viewing the
theoverall
overallrisk
risk of
transformer
transformer andand electrical
electrical failureand
failure, andhow
howbest
besttotominimize
minimizeit.it.
10 SMRP Solutions June 2012 | Volume 7, Issue 3
while implementing the end of life plan for that specific unit.
Recently, a company experienced the failure of one of its
Is it better to
single transformer units caused by a fire. This led to the complete
destruction of its entire line of transformers. The overall cost
exceeded $19 million, which was well beyond the replacement cost
plan ahead by
of the single transformer alone. With several insurance carriers
involved, and the complexities of determining fault, it took two
years of litigation to determine liability. The legal costs to protect
developing a
the company’s best interest also became an added cost of the
failure.
One of the most often overlooked failure risks is the safety of
reaction plan
personnel—both company employees and contractors. Recently
in Florida, a Load Tap Changer failure caused the death of one
employee and one contractor.
consisting
We also asked one of the largest transformer rewind and repair
companies in the world whether or not it had ever rebuilt and
rewound a transformer that had not failed. The answer was an
of budgetary
emphatic “No!”
Then we asked: “What would the potential cost savings be
should an at-risk large distribution transformer unit be taken out
costs for unit
of service prior to failure?” The answer was that the cost sav-
ings would run into hundreds of thousands of dollars. This clearly
demonstrates that much of the severity from failure risks can and
rebuild or
should be prevented.
replacement
Risk #3: End-of-Life
Transformer manufacturing and installation peaked in America in
the 1960s and 1970s with the rapid expansion of industry. Many
and under-
of these units are no longer in production, have very tight physical
footprints due to the building of productive infrastructure around
them, and may not even be able to travel the current roads and
standing and
rails necessary. Given the recently revised weight limits on bridges,
the elimination of thousands of miles of rail spurs and load limits
on overweight and oversized trucks, the transportation rules that
budget for
applied when the transformers were installed in the 1960s and
1970s are much different today.
When we evaluated the end-of-life risks for transformers at a
transportation
metal processing facility, the transformers with the high applica-
tion risk were not the one with the highest end-of-life risk. They
were several rectifier transformers built in the 1990s considered
and contractor
specialty transformers with unique design characteristics that
were no longer standard line transformers from manufacturers. If
they failed, it would take 26 weeks of production time to replace
access? or, is
them; therefore, the end-of-life risk for these units was tremen-
dously high.
One important consideration was transportation costs. The
it better to
old rail spur ended seven miles from the plant, so moving the unit
out and back via rail completely was not an option. Transport via
specialty truck requiring extensive specialty permits would prove
wait until
more costly than the entire re-production itself.
When the end-of-life risk and application risk were combined,
we monetized the cost of developing the reaction plan with the
something
department head. We expect that cost decision to be made at a
much higher level since capital budgets with major operational
costs typically get approved within the annual planning process
happens?
and not departmentally.

June 2012 | Volume 7, Issue 3 SMRP Solutions 11

 Risk and Reliability of Transformers

Is it better to plan ahead by developing a reaction plan con- disintegrated approach to transformer maintenance is one of the
sisting of budgetary costs for unit rebuild or replacement and most significant changes we are bringing to reliability and systems
understanding and budget for transportation and contractor management.
access? Or, is it better to wait until something happens?
Obviously, in this instance, a good reaction plan would save
tremendous amounts of time and money while allowing corporate Can You Achieve Risk Equilibrium?
management to develop capital budget plans over years rather In the Risk Factors Chart (p. 10), it appears that all risks are
than within days of a failure. equal, which is seldom or hardly ever the case. Some risks are
projections of the future and others are based on assessment
of the past. When you combine a higher condition-based risk
Risk #4: Condition-Based with any of the other risks, you create a multiplier effect. But
Can transformer failures be avoided? Can life extension mitigate starting out with condition-based risks for all units may be
this risk? Since joining SD Myers, I am tremendously biased when time and cost prohibitive. Which transformers are at greatest
it comes to maximizing the life of a transformer. I have seen first- application risk? What will the impact be on production if that
hand how effective it is to develop standards, rigorously test and unit goes down? This requires an impact assessment to deter-
track the condition of the fleet of transformers, and maintain that mine the specific impact on the business that the most critical
fleet to those standards. Quite simply, the easiest risk to mitigate units support.
is the condition-based risk. Certainly, a catastrophic loss to a unit is not desirable. But,
At SD Myers, we maintain our productive assets with losing a smaller padmount unit that supports a back parking lot is
increasing rigor, yet too often even our best customers con- not as critical to the business as losing a unit powering the main
fuse chemical or electrical testing of a transformer with its production line.
maintenance. An impact assessment must go even deeper into the risk by
There is so much more to a complete condition assessment looking at potential transportation, availability of spares or repair
than trended oil tests. While that is a great and important facilities, and myriad of other issues arising if this critical unit
first step, the next steps are as equally critical. Is recom- were to fail. Thus, determining criticality must be one of the first
mended maintenance on oil processing standard throughout steps in the assessment process.
the company, or is it left up to each individual responsible for In reality, there is no such thing as risk equilibrium. There is
maintaining one plant? only risk balancing or mitigation.
Not all oil processing is alike. While some contractors clean
the oil, others may process on the unit until they address issues
in the paper and the oil. Since the life of the transformer is depen- Life Extension: A Universal Concern
dent on the life of the paper, processing on oil alone is often a false Obviously, the first and most important take-away from trans-
sense of security. Acids, gases, and moisture leach back into the former risk analysis is that you are doing everything possible and
oil from the paper, thus even routine oil processing maintenance economically-feasible to extend the life of these critical assets.
is highly dependent on a rigorous set of processing standards that Even a company with one unit is at risk if it happens to run its
should be based on your standard test results. data center off of it.
What criteria should be used for electrical testing to create How long can most of us go if our data and/or Emergency
a “best practices” testing and maintenance protocol? What data Response Plan (ERP) systems shut down for a couple of weeks?
is available from the manufacturer at assembly and installa- Consider the call from the CEO on that one.
tion to determine changes over time? A simple Sweep Frequency Earlier, the term “life extension” was mentioned. The
Response Analysis (SFRA) test can serve as the baseline for future subject of “transformer maintenance and life extension” has
condition assessment, yet too often we do not have that data. It is been a term defined in many different ways in many different
a matter of developing a reliable system that can address the con- markets. Today, the perspective on transformer maintenance
dition of the unit without a lot of added costs or down-time during and life extension is becoming a universal concern. The
the life of that unit: Not at the end of life. It is all about assess- motivating factors behind the unification of strategy on
ment, planning, and systems. transformer maintenance and life extension has been driven
For one of our customers who operated multiple transformers by some common factors including the aging population of
at multiple sites, we were asked to develop a standard of testing transformers and a higher-than-expected failure rate from
and maintenance for their units that had a great deal of com- newer replacement units.
monality. For more than seven years, we had performed chemical The general aging inventory of electrical power equipment,
testing on the units to track their condition. When we began to given that the infrastructure building peaked more than 40
address the complete condition of each unit, we asked for their years ago as pointed out earlier, means a great potential for
electrical test data. The customer told us they had never con- failure over the next decade. Prior to developing impact assess-
ducted electrical tests. ments, condition assessments, and reaction plans, we should
While oil testing could be considered critical with 75% of the first consider a life extension system to develop and maintain
data required to make good maintenance and planning deci- the necessary testing and preventive maintenance practices as a
sions, electrical testing provides another important 25%. This priority.

12 SMRP
SMRPSolutions
Solutions June
June2012
2012| Volume
| Volume7,7,Issue
Issue33
 Risk and Reliability of Transformers

Older units need this system since

the tighter parameters and design criteria Developing A Reliable System
on newer transformers include closer
tolerances, a reduction in case sizes and So where does that leave us? What should a company dependent upon the safe,
internal clearances, and newer units reliable, and uninterrupted use of electrical power do?
requiring an even more robust system.
Four Suggestions:
1. Understand the short- and long-term, direct and indirect impact and costs
Alan Ross is the vice president of
associated with unplanned power outages from the loss of a transformer.
SD Myers, Inc. Responsible for
developing and executing long-term 2. Develop and implement a set of standards for determining the operating
strategies, Alan progresses next condition of transformer(s) through the use of intrusive and non-intrusive
testing.
generation leadership for all operating
units, domestically and internationally
3. Develop a preventative maintenance plan.
for SD Myers, Inc. Alan is an executive
member of SMRP with a mechanical 4. Implement the plan company-wide, giving reliability professionals the tools
engineering (ME) degree from Georgia they need to monitor and maintain this critical and often overlooked asset
Institute of Technology (GA Tech) class.

and an MBA in international business

5. Develop a reaction plan for every critical transformer in your area of
and marketing from Georgia State
responsibility and control.
University.

Noria Training Calendar

For the most up-to-date Training Schedule,

visit noria.com or call 800-597-5460

Fundamentals of Advanced Machinery

Machinery Lubrication Lubrication International Council for
June 12-14, 2012 August 7-9, 2012 Machinery Lubrication
Orlando, FL Nashville, TN
ICML certification testing is available
July 10-12, 2012 after most of the courses listed.
Milwaukee, WI
Please visit www.lubecouncil.org for
July 24-26, 2012 more information on certification and
Toronto, ON Canada test dates.
August 7-9, 2012
Nashville, TN Practical Oil Analysis
Sept. 18-20, 2012 July 10-12, 2012
Myrtle Beach, SC Milwaukee, WI
October 23-25, 2012 October 23-25, 2012

‘‘
Las Vegas, NV Las Vegas, NV

This training is an extremely important part of any reliability lubrication program. The course was
full of valuable information while the instructor was very friendly and took the time to answer all
the questions at every level of expertise. -- Jimmy Coltrain, Reliability Coordinator, Weyerhaeuser

June 2012
June| Volume 7, Issue7,3Issue 3
2012 | Volume SMRP Solutions 13
 The
$25 Billion
Profit Pot

Cut to the Bone

D riven by economic pressures that pre-

ceded and continued throughout the
recession, there is a view the manufacturing
industry has cut costs back to the bone, a
fact which has been partly responsible for its
recovery. But while it might appear that the
sector has exhausted all avenues of inef-
ficiencies, this perception is only valid in the
context of the parameters through which pro-
ductivity is traditionally measured. In fact,
evidence suggests the majority are incurring
excessive, unnecessary costs to the tune of a
staggering $25 billion.
As economic conditions seem set to
remain tough for some time yet, manufactur-
ers cannot afford to ignore the possibility
of untapped profit if they are to maintain a
competitive edge and avoid stalling the sec-
tor’s recovery.
By: rod ellsworth
New Opportunities
The reason this untapped pool of savings
exists is because traditional metrics look pri-
marily at productivity as the key variable in
driving operational costs down, but typically
do not include energy usage. Energy is seen
as a fixed cost that sits outside of operational
overheads, rather than a potential area for
inefficiencies to be stripped.

14 SMRP Solutions June 2012 | Volume 7, Issue 3

By broadening the parameters within which manufacturers look energy. A simple comparison of the total annual utility costs
for savings, research highlights plenty of potential to cut waste. might identify these, but would not answer the question “why?”
Energy is the single largest operating and maintenance This is important because the facilities or operations that
expense, forming 60% of a typical manufacturer’s O&M budget. spend the most on energy may not be the right ones to focus
Research shows that up to 80% of this energy is wasted. To put resources on. They may spend the most on energy for a number of
that into solid figures, for the worst performing manufacturers, of reasons. For example, they may be the largest facility, they may
every $100 in the O&M budget, $48 is spent on wasted energy. have a specific use, or they may be subject to different operating
With electricity prices up 30% since 2003, failure to address constraints. It would be much wiser to identify those facilities that
energy waste means that its relative cost to the business will only spend the most per square foot per year, or the most per product
increase. produced—a calculation known as energy intensity.
The process of comparing energy intensity across an enter-
The Usual Suspects? Singling Out the Culprits prise or with external operations is referred to as benchmarking,
While energy wastage occurs universally, there are a few notable which identifies the facilities or operations that are the most
areas that can claim responsibility for a large proportion. Energy- inefficient across an operation, enabling resources to be focused
hungry three-phase motors that are used in equipment, ranging on the areas that will deliver the highest return. This is where the
from industrial fans, blowers, and pumps, account for a hefty 60% inefficiencies of three-phase would be highlighted, if monitored.
of electricity consumption in the world.1 This sounds relatively straightforward in theory but the prac-
Manufacturers typically use thousands of these of motors tice can be a different matter. The granularity demanded by such
in their plant equipment, and the U.S. Department of Energy an approach is impossible to translate into meaningful informa-
(DOE) estimates they lose over 12% of their energy due to phase tion through using traditional tools. The level of data necessary
imbalance caused by loose connections. Overall, this equates to requires sophisticated collation and analysis, which is only avail-
$25 billion worth of wasted energy each year – a huge potential able through the latest breed of enterprise asset management and
savings. So bear in mind this is just one, albeit a major source of asset sustainability software.
waste, and the potential gains start to come into sharp focus. Fed by sensors that can measure anything from electricity to
But the real culprit lays in how energy use is measured. steam, these applications quickly benchmark assets and entire
Energy reduction strategies are often comprised of a utility bill-led facilities. The business can then remove or change inefficient
approach, which while valid, is limited in what it can actually tell processes, parts, and machines that are disproportionately
you about where inefficiencies and wastage are occurring. This energy hungry. This also extends the lifecycle of assets through
‘energy bill down’ approach does not include the detailed energy an evaluation of running costs against efficiency levels.
consumption patterns of individual plant assets that can identify
when and where most wastage occurs. Without this detail, there Winding Up
is no way of knowing how much of the energy consumed is being The number of new legal and regulatory targets and standards
wasted, and therefore what can be eliminated without impacting pertaining to energy usage means that failure to address energy
the running of day-to-day operations. conservation isn’t really an option.
For example ISO 50001 now establishes a framework for
Unlocking the Savings industrial plants, commercial facilities, or entire organizations to
Because most manufacturers don’t track energy consumption at manage energy. It is estimated that the new standard could influ-
the asset level, let alone what proportion of that energy is wasted, ence up to 60% of the world’s energy use.
many find themselves in virgin territory when tasked with exploit- But rather than viewing compliance with these initiatives as a
ing this opportunity. cost or additional pressure, smart manufacturers will exploit the
To realize the full extent of energy waste, it is important to opportunity to stem wasted energy from their equipment and in
fully understand the problem, identify which assets require atten- doing so, take a portion of the $25 billion profit pot that is there
tion and remain alert to the need to fix. for the taking.
For example, an operations manager in charge of a large
portfolio of facilities across multiple manufacturing operations
Rod Ellsworth is Vice President of Global Asset Sustainability
would inevitably find it impossible to devote attention to all the
facilities or operations at the same time. Time and resources must at Infor, the third largest provider of business software and
be focused on those that warrant the most attention, or those services. He brings over 30 years of related energy and
that appear to be using most energy. To identify those facilities enterprise asset management experience and spearheaded
or operations most in need of attention, one of the first things to
the development and application of Infor’s global asset sus-
ascertain is which facilities or operations are using excessive
tainability solution, Infor EAM Enterprise Sustainability (www.

1. Department of Energy infor.com).

June 2012 | Volume 7, Issue 3 SMRP Solutions 15

16
Registration
SMRP Solutions
will be open in June 2012. Save the Date and Plan To Join Us!
June 2012 | Volume 7, Issue 3
2012 SMRP SPonSoRShiP FoRM
With more than 1,000 decision makers in the maintenance and reliability industry
attending SMRP’s 20th Annual Conference, your company will not want to miss
out on amazing sponsorship opportunities. Ensure maximum exposure for your
company through high visibility sponsorship opportunities with your target
audience! Through these partnerships, SMRP is able to develop strong workshops
and advocate M&R initiatives to benefit the community as a whole.

i. 2012 SPonSoRShiP oPPoRtunitieS

Instructions: Please check the sponsorship(s) you are interested in and list the value ($) at the end:

Each sponsor will receive:

• recognition on the sponsorship page of the SMRP conference Web site (www.smrp.org)
• recognition from the podium at the General & Closing Session
• signage with your company logo at sponsored event(s)
• opportunity to display product literature on an exclusive sponsor display board
• sponsor ribbons for company representatives

PLATINUM SPONSORSHIP PACKAGES:

q $15,000 – The Most Maintained Sponsorship .............................................................................. $ ________
Includes overall conference sponsorship signage, logo/hyperlink on conference Web site, logo in onsite brochure, 10x20 exhibit booth,
(4) complimentary conference registrations, overall golf sponsorship, (2) golf hole sponsorships, (1) Silver Sponsorship

q $10,000 – The Most Reliable Sponsorship .................................................................................. $ ________

Includes overall conference sponsorship signage, logo/hyperlink on conference Web site, logo in onsite brochure, 10X10 exhibit booth,
(2) complimentary conference registrations, (1) Silver Sponsorship, (1) golf hole sponsorship

q $5,000 – The Most Professional Sponsorship .............................................................................. $ ________

Includes overall conference sponsor signage, logo/hyperlink on conference Web site, sponsorship mention & logo on event marketing
materials, (2) complimentary conference registrations (1) Silver Sponsorship, (1) golf hole sponsorship

GOLD SPONSORSHIPS:
q Memory Stick (electronic proceedings) – $9,000 ............................................................................................................... $________
q Hotel Keycard (room key w/company logo/graphic) – $8,000 ............................................................................................ $________
q Opening Keynote – $5,000 ............................................................................................................................................... $________
q Padfolio (with company logo) – $3,000 (2 available) .......................................................................................................... $________
q Hotel Door Hangers (with company logo and text) – $3,000 ............................................................................................... $________

SILVER SPONSORSHIPS:
q Signage (company logo on all conference signage) – $2,500 ................................................................................................................. $________
q Monday Welcome Reception – $2,500 (2 available) ............................................................................................................................... $________
q 20th Anniversary Toast at the closing session – $2,500 (2 available) ...................................................................................................... $________
q Floor Decals – 5 2’x3’ floor decals in conference area – $2,500 (4 avail.) ............................................................................................... $________
q Wall Clings – 5 2’x3’ wall decals in conference area – $2,500 (4 avail.) .................................................................................................. $________
q Pen for Padfolio with company logo – $2,000 ......................................................................................................................................... $________
q Tuesday Reception – $2,000 (2 available) .............................................................................................................................................. $________
q Conference Lanyards w/company logo – $2,000 .................................................................................................................................... $________

June 2012 | Volume 7, Issue 3 Society for Maintenance & Reliability Professionals SMRP Solutions 17
 Society for Maintenance & Reliability Professionals

BRONZE SPONSORSHIPS:
q Exhibitor Lounge – $1,500 ..................................................................................................................................................... $________
q Track Sponsorships – $1,500 (6 available, 1 per track) ........................................................................................................................... $________
q Workshop Sponsorships – $1,500 (19 available, 1 per workshop) .......................................................................................................... $________
q Closing Session/Raffle – $1,000 (3 available) ......................................................................................................................................... $________
q Job Fair – $1,000 (2 available) ............................................................................................................................................................... $________
q Lunch: Tues_____ Wed_____ – $1,000 (1 avail. each day) ............................................................................................................ $________
q Breakfast: Tues____ Wed____ Thurs____ – $750 (1 avail. each day) ................................................................................................. $________
q Breaks: Tues AM____ Tues PM____ – $500 (1 avail. per break) ...................................................................................................... $________
q Breaks: Wed AM____ Wed PM____ – $500 (1 avail. per break) ...................................................................................................... $________
q Padfolio insert – $250 (10 available) ..................................................................................................................................................... $________

GOLF SPONSORSHIPS:
q $2,500 – Overall Golf Event Sponsorship ............................................................................................................................................... $________
q $2,000 – Golf Cart Sponsorship ............................................................................................................................................................ $________
q $350 – Closest to the Hole Sponsorship ................................................................................................................................................ $________
q $350 – Longest Drive Contest ............................................................................................................................................................... $________
q $350 – Beverage Cart Sponsorship ....................................................................................................................................................... $________
q $150 – Hole Sponsorship (18 available) ................................................................................................................................................ $________

TOTAL SPONSORSHIPS ............................................................................................. $________

Don’t see a sponsorship opportunity that fits your needs? We’ll be happy to customize one for you!
Please contact Sandy Stevens: [email protected] • 678-303-3039

ii. ContaCt inFoRMation

Name: ______________________________________________________ Company:_____________________________________
Title: _______________________________________________________ E-mail: _______________________________________
Address ____________________________________________________ State: __________ Zip Code: _____________________
Phone: __________________________ Fax:_______________________ Web site: _____________________________________

iii. PayMent inFoRMation

Payment. Sponsorships are to be paid in full before we can confirm your sponsorship. Payment may be made via credit card or check.
Please make checks payable to SMRP and mail with completed application to: SMRP
Attn: Sandy Stevens
1100 Johnson Ferry Road, Suite 300
Atlanta, GA 30342

Payment by credit card: q American Express q Visa q MasterCard q Discover TOTAL SPONSORSHIPS: $ _______________

Card Number: ________________________________________________ Exp. Date: _____________________________________

Name as it appears on card: _____________________________________ Authorization Signature: __________________________

Credit card payments may be called in to 678-303-3039 or faxed to 404-252-0774. SMRP will send written confirmation of your sponsorship once payment has been processed.

iV. how to Send the FoRM:

Mail:
Attn: Sandy Stevens Fax: email:
1100 Johnson Ferry Road 404-252-0774 [email protected]
Suite 300
Atlanta, GA 30342
18 SMRP Solutions June 2012 | Volume 7, Issue 3
 Body of Knowledge (BOK) Corner

Adding Value to Membership Through

SMRP’s Library of Knowledge
BY: laura keane, product & business development manager, smrp

S MRP’s Body of Knowledge Directorate

oversees three active committees
that work concurrently to help develop
ƒƒ

ƒƒ
world-class technology through partner-
ship with eNetrix, a division of Gallup;
intuitive online data entry interface;
download capabilities for one year. This
new option allows subscribers immediate
access to the latest, most updated version
knowledge-based products that add value ƒƒ dynamic customized reporting for on- of all metrics 365 days a year. Access a
to members and the overall maintenance the-fly ad-hoc reporting; single metric or a collection of metrics at
and reliability community. Members can ƒƒ subscription-based access to data, http://library.smrp.org.
easily access these products through the allows for unlimited reports and data Published compilations of SMRP
Knowledge Based Library on SMRP’s Web searches; Metrics are still available under the
site at http://library.smrp.org. ƒƒ save entry that allows data entry in Publications tab in the Library. However,
SMRP’s vision is for the Library to multiple sessions if necessary; and unlike the online version, these documents
become the ultimate resource for the M&R non-participants can subscribe to the will only be updated annually. For direct
community. database. access to the PDF, go to http://library.
“If you have an M&R issue, you can To facilitate data entry and ease the smrp.org/publications.
visit the library and find real time, up-to- data collection process, a PDF of the Corporate access to metrics is also
date answers at your fingertips. If your assessment tool is available to participants available. For more information contact
plant is just starting the reliability journey, before participating. This facilitates the [email protected].
you can search for metrics you need to put gathering data prior to entry. The ability
in place,” said Ron Leonard, chair of the to enter data in multiple sessions gives • Guide to the Maintenance &
SMRP Body of Knowledge Directorate. “If the participant the opportunity to delegate Reliability Body of Knowledge (BoK)
you have been working on a reliability pro- responsibilities for data collection and Developed by the Maintenance &
gram and need to know how you’re doing, entry if desired. Reliability Knowledge (M&RK) Committee
you can click over to benchmarking and Once enough data has been gathered, and based on the five pillars of knowledge,
participate in the Benchmarking Study. If dynamic reports can be accessed through- this Guide outlines levels 1 and 2 of the
you come up against a problem that you’ve out the year. The end user can generate BoK. It also outlines the subject areas to be
never encountered before, you can search customized reports by simply clicking the mastered by a Certified Maintenance and
various publications for answers.” desired criteria. Results can be seen and Reliability Professional (CMRP). Currently
downloaded immediately. the committee is working on level 3 of the
Available Now in the Library The Benchmarking Study can be BoK. Once complete, the entire BoK will be
accessed in the Library under the the definitive source for information for
• The Benchmarking Study for Benchmarking Tab or at maintenance and reliability professionals.
Maintenance & Reliability https://smrpbenchmarking.enetrix.com. Access to the Guide is under the Publications
The new online evergreen format for tab in the Library or go directly to http://
SMRP’s M&R Study opens new opportunities • SMRP Consensus-Based Metrics library.smrp.org/publications.
for both the practitioner and consultant. The SMRP Best Practices Committee As a member of SMRP, you have the
From an individual small plant operation to recently finished the initial publication unique opportunity to participate in the
multinational corporations, or from individual of 67 consensus Best Practices, 29 of committees that develop these products.
consultant to large consulting firm, the new which were harmonized with European Benefits to Committee Participation include
Benchmarking Study provides value to all. Federation of National Maintenance the opportunity to:
Participation in the Benchmarking Societies (EFNMS). These standardized ƒƒ Expand M&R knowledge base;
Study is free and includes 300 data elements metrics/KPIs lay the foundation for mean- ƒƒ network with some of the most respected
and 54 maintenance & reliability questions. ingful comparisons between organizations. reliability professionals in the world;
Key features of the study include: The committee is currently working on ƒƒ network with peers in other industries;
ƒƒ Separate surveys for maintenance of world-class target values for the metrics/ and
production equipment and mainte- KPIs that lend themselves to such. Once ƒƒ network with other individuals com-
nance of facilities; completed, the existing metrics will be mitted to continuous learning and
ƒƒ ability to track single owner-multiple updated to include these target values. improvement.
sites; SMRP Metrics (including Harmonized If you are interested in participating on
ƒƒ standardized definitions to ensure Metrics) are available via subscription, a Body of Knowledge Committee, contact
valid comparisons; which includes online access and [email protected].

June 2012 | Volume 7, Issue 3 SMRP Solutions 19

MEMBER SPOTLIGHT

Meet Steve Carter, CMRP

SMRP’s new Chapter Relations Chair
Plant Maintenance Manager for Showa Denko Carbon, Inc.
and Chair of Carolinas Chapter

“
I have reached a point in my career
where I think it is important to give
something back to the profession by seek-
ing opportunities to share what I have
learned with SMRP and other maintenance
professionals,” said Steve Carter, a member
of SMRP since 1996. Steve recognizes the
next generation needs to be afforded the
same level of training and challenging work
experiences in order to maintain our posi-
tion as a world leader in manufacturing.
After 21 years of operating and main-
taining U.S. Navy nuclear submarines,
Steve decided to join the civilian industry
working as a plant maintenance manager
for Showa Denko Carbon. He is responsible
for overseeing all aspects of maintaining
an 80-acre heavy industrial facility, which
produces 45,000 metric tons of finished
electrodes per year. His particular interests
lie in root cause analysis, manufacturing
reliability improvement, and change man-
agement processes.

As the Carolinas Chapter Chair and believes M&R professionals gain respect
“SMRP is a great recently elected Chapter Relations Chair, among those who are familiar with the
Steve eagerly seeks opportunities to share certification process. Steve said, “If you
vehicle for his experience with other SMRP main- don’t pass on the first try, at least you will
tenance professionals. “SMRP is a great gain some insight on where to focus your
networking with vehicle for networking with individuals who efforts to become more knowledgeable
share my interest in continuous improvement about the maintenance business.” He said
individuals who and elevating the status of the profession,” that having the CMRP designation may
Steve noted. He is hooked on the value be the deciding factor between you and
share my interest of being involved with SMRP and enjoys another job candidate.
volunteering his time to help fulfill the Steve is married with two grown daughters
in continuous organization’s goals. and lives in Goose Creek, S.C. Steve
“Becoming a Certified Maintenance & enjoys restoring antique motorcycles in
improvement and Reliability Professional incurs an obliga- his spare time. He recently completed the
tion to continue your education and to restoration of a 1957 Ariel Square Four,
elevating the status maintain it,” Steve said about the CMRP and is currently looking for his next project.
designation. He actively encourages others He also enjoys helping his wife with her
of the profession.” to pursue the CMRP designation, and landscaping projects.

20 SMRP Solutions June 2012 | Volume 7, Issue 3

 from the exam team

Improve your Personal OEE

By Terry Harris, CMRP
Exam director, smrpco

I recently proctored a CMRT exam venue

for a pharmaceutical company. The
main reason for giving the exams was to
to add to the CMRT exam. If you have
skills you think are important for the
person doing these skills at your facility
effective our plants operate. I recently
was called back to a plant I performed a
three-day reliability training course over
measure the knowledge levels in the please send them to me. four years ago. When I arrived at the plant,
different areas of the CMRT Body of As I do training with maintenance I listened to their success stories and the
Knowledge. The exams were given to find personnel, I realize the tasks they perform way they have gone from 73% OEE to 89%
out what areas and skills the maintenance is what keeps our plants operating. OEE. A great success story! But what did
team may be strong or weak. With the But the skill level and knowledge of these they want to do now? The question is what
information obtained from the exams, people also determine how efficient and can we do to get better? What are the next
training programs can be developed to steps and how can we get to 93% OEE?
improve specific skill areas. They were at the point where we need
In the case of pass or fail on the exam, to move to the next level of training and
it will make no difference in the training The Exam Team is processes. They now must again access
plan. Even if the exam is passed and the skill levels and develop new training pro-
certification is obtained, there will still be always looking for grams to bring them to these higher levels.
weak areas that need to be developed. The There are other process areas to improve,
CMRT exam has Body of Knowledge areas good questions to but the people part is key in getting to
in the following topics: these higher levels.
• Maintenance Practices; add to the CMRT Many companies use the CMRP exam
• Preventive and Predictive Maintenance; in the same way. Both these certifications
• Troubleshooting and Analysis; and exam. are excellent assessment tools for any
• Corrective Maintenance. plant. We as CMRPs should have looked
Each of these BOK areas are broken at our results even if we passed the exam
down into sub areas in which questions and improved our
are developed and tested for use on the areas of weakness.
exam. Through the guidance of the CMRT Just like the plant
Exam Team, the questions have been that improved its
reviewed and determined that they are OEE, we should all
good questions that fit all manufacturing be improving our OEE
business maintenance personnel. to help our companies
The Exam Team is always and our own personal
looking for good questions goals.

June 2012 | Volume 7, Issue 3 SMRP Solutions 21

 Member Corner

SMRP Booth Educates Children About

Engineering & Manufacturing
T he USA Science & Engineering Festival, the nation’s largest
celebration of science and engineering, was hosted at the Walter
E. Washington Convention Center in Washington, D.C., April 27-29,
a maintenance and reliability perspective. Attendees stood in front
of cutting-edge technology to explore heat transmission through
various objects, while others listened to high frequency sound waves
2012 with SMRP represented. captured by the ultrasonic gun that humans typically cannot hear.
A Platinum Sponsor, Society of Maintenance and Reliability “When this opportunity presented itself, SMRP wanted to
Professionals (SMRP) presented “Are You Hot or Are You Cool?” to take advantage of educating students about the maintenance and
showcase infrared camera technology and ultrasonic detection reliability engineering world and informing these potential future
technology. Another interactive activity built into the booth was an leaders about the abundance of career opportunities available in
airplane-making workshop demonstrating the manufacturing pro- manufacturing.” said Shon Isenhour, CMRP, vice chair of SMRP
cess and how engineers can improve processes over time. The exhibit and director of education for GPAllied, Inc. We were able to share
attracted the attention of thousands of festival attendees’ of all ages. with the students and their parents what SMRP does for industry,
In the exhibit booth, SMRP maintenance and reliability as well as how we can help them with scholarships and educa-
professionals engaged and educated middle school students, high tion opportunities,” Over the three-day festival, more than 700
school students, and families about science and engineering from paper airplanes were built and discussion between M&R profes-
sionals with 150,000 plus festival
goers revolved around SMRP career
& scholarship opportunities, the
importance of SMRP in the com-
munity, and the art behind the
technology used in the M&R field.

Photos by Christine Wang.

A conference attendee listens to high frequency sound waves as SMRP’s booth at the USA Science and Engineering Festival.
instructed by Shon Isenhour, SMRP vice chair.

Wanted: SMRP Memorabilia

for 20th Anniversary
W e need your help! In highlighting our members and SMRP’s
impact over the past 20 years, please send old photos,
keepsakes, and memorabilia to personally celebrate SMRP’s 20th
Established in 1992, SMRP
is honored to celebrate its 20th anniversary
this year. This milestone is a path to celebrating
Anniversary. Include your name, company, and description of the the excellence SMRP has accomplished by providing value for
photograph or keepsake, and send to Christine Wang individual practitioners and sustaining maintenance and reliability
([email protected]). best practices for companies.

Call for Board and Officer Nominations

I t’s time to announce the Call for Nominations
for the 2012-2013 SMRP Board of Directors.
Don’t miss your chance to be a part of the exciting
We invite member input on identifying qualified
and motivated nominees and encourage each SMRP
member to consider serving as a Board member or
changes and growth of your organization. This officer to help SMRP remain vital and prosperous.
October, three (3) Director Positions (BoK Director, Nominations for these seats must be made by
Education Director, Certification Director) and one July 13, 2012. Please send your nominations to
(1) Secretary Position will open on the SMRP Board Shon Isenhour, [email protected] or Jon
of Directors. Krueger, [email protected].

22 SMRP Solutions June 2012 | Volume 7, Issue 3

 Member Corner

Smithsonian Support Center’s Secrets

Revealed to SMRP Members
F or the second Executive Meeting of the year, SMRP members
congregated in Washington, D.C. and had the chance to expe-
rience an exclusive tour of the Smithsonian Institution’s Museum
groups to visit specific locations arranged by Leslie Schuhmann.
Specific areas visited were the Anthropology storage areas and
collections in Pods 1 and 4, and Mineral Science and LAB/
Support Center (MSC). Dedicated in 1983 in Suitland, Md. on four Biorepository in Pod 3.
and a half acres of land, the MSC hosted a tour typically not open Comments from SMRP members were highly favorable. Being
to the public. Featuring a combination of more than 30 million of able to see “behind the scenes” at the Smithsonian, SMRP mem-
the nation’s treasures stored in the giant collection storage pods, bers left with an appreciation of the depth of the Smithsonian that
the tour allowed members to gain an understanding of not only goes well beyond its walls.
the treasure but also the complexity in operating and maintaining
During the SMRP
the facilities that house collections and artifacts. Executive Meeting,
The morning started off with introductory remarks by the members were
given a behind-
Smithsonian Facilities Manager, followed by a presentation by the-scenes tour of
Dr. Marion Mecklenburg on the effect and impact of building the Smithsonian’s
treasures.
environment on collections, materials, and structures. He sum-
marized his research in this area, especially in regard to artwork.
Following Mecklenburg’s presentation, Liz Dietrich discussed the
purpose, mission, and organization of the MSC. After this initial
round of presentations, the members were broken up into two Photo by Rick Fary

ers for Pra

tion cti
cti ti
ra
on
P

Pharma & Biotech SIG Adds New Value

By

ers

to SMRP
UP
SP

EC
IAL G RO
INTEREST

Pharma and Biotech

T he Pharma/Biotech SIG has made quick progress in estab-

lishing an active group of industry practitioners. With a full
agenda of topics, the group met at Eli Lilly in Indianapolis this
and reliability, Failure Modes and Effects Criticality Analysis
(FMECA) in Pharmaceuticals, Good Manufacturing Practices
(GMP) work management, and pharma/biotech benchmarking.
past March, followed up with bi-weekly conference calls. The group’s With early success, the group is now looking to grow its member-
active agenda includes fostering several sub teams focusing on: ship. If you are interested in joining, please send your name,
Commissioning and Qualification (C&Q) links to maintenance company, and your interests to [email protected].

A Benefit to Students:
The SMRP Scholarship Program
T o encourage academic institutions and their students to con-
sider careers in maintenance and reliability, and also provide
a way to offer a great benefit to SMRP member families, the SMRP
ƒƒ The Higher Standards Scholarship is granted to a student
from an SMRP member regardless of college/university major.
To apply for SMRP scholarships, visit www.smrp.org under
annually awards three scholarships for the upcoming school year: the Education tab, then Scholarships tab for application forms.
ƒƒ The SMRP Scholarship and SMRPCO Scholarship offer M&R Deadline for scholarship applications is August 2012. For more
students a chance to pursue a career in the M&R industry. information, contact Devane Casteel [email protected]).

SMRP Executive Meeting to Feature

Jack Daniels Distillery Tour
T he next Executive Meeting will be held July 24-26 in
Huntsville, Ala. The three-day event will include a joint ses-
sion of SMRP and Calhoun Community College in Decatur,
Executive Member reception, and an executive tour and group
lunch at the Jack Daniels Distillery in Lynchburg, Tenn. If you are
an Executive Member of SMRP and would like to register, contact
Ala. with a tour of the college, a Board and Foundation Meeting, Marella Bivins at [email protected].

June 2012 | Volume 7, Issue 3 SMRP Solutions 23

chapter round-up

Houston Chapter
The Houston Chapter hosted its 2012 second The Maintenance and Reliability Symposium (MaRS) is an
quarterly luncheon May 10 at Battleground annual meeting produced by the SMRP Houston Chapter.
Golf Course Club at the San Jacinto MaRS 2012 Conference, SMRP 6th Annual Maintenance and
Battleground, where Texas won its indepen- Reliability Symposium, will be held August 22–24 at Moody
dence from Mexico on April 21, 1836. Featuring Gardens Hotel and Convention Center in Galveston. MaRS
guest speaker Kim Hoyt, manager of manufacturing excellence is the Houston chapter’s fulfillment of its mission to provide
for Huntsman Performance Products, the luncheon served as educational opportunities for current industry practitioners
an educational opportunity for the 67 attendees on improving and future maintenance and reliability professionals. The
safety and productivity of the processes at Port Neches facili- MaRS event is supported by the Texas Chemical Council (TCC)
ties. Attendees also learned about improving equipment uptime, and the Associated Chemical Industry of Texas (ACIT) for its
eliminating incidents, and Project Zero - a four square mile training value and networking opportunities for the industry’s
chemical facility located in southeast Texas. newest generation of maintenance and reliability engineers.
Additionally, proceeds from MaRS are used to provide schol-
Upcoming Events: arships for engineering students and technicians enrolled in
What: Houston Chapter - MaRS 2012 Conference, degree plans/programs in related fields of study.
SMRP 6th Annual Maintenance & Reliability Symposium Attendance at MaRS is open to all interested parties. You do
When: August 22- 24, 2012 NOT have to be a member of SMRP.
Where: Moody Gardens Hotel and Convention Center Registration for MaRS is $200 per person before August 1
7 Hope Blvd., Galveston, Tex. and $250 after August 1. Please visit www.smrphouston.org to
register, sponsor, and for more information.

• Chapter Contacts
Chair: Steven Eubanks [email protected]
Vice-Chair: Jimmy Jernigan [email protected]
Secretary: Doug Henry [email protected]
Treasurer: Greg Dunn [email protected]
Program Chair: Ed Foster [email protected]
Past Chair: Clay Naiser [email protected]

Kim Hoyt of Huntsman Performance Products, discussed safety and process productivity.

indiana Chapter
The Indiana Chapter hosted its 5th Annual reliability issues and opportunities to take CMRP or CMRT
Maintenance and Reliability Conference March exams were also offered to attendees.
20 at the Eli Lilly MQ Learning Center in
Indianapolis. IndyCon received the highest
Upcoming Events:
attendance of the five conferences to date with 109
attendees (84 conference attendees and 25 vendors). IndyCon What: Indiana Chapter June Meeting
featured keynote speaker Ed Stanek, president of LAI When: June 12, 2012
Reliability Systems, Inc. He presented, “Obtaining Balance: Where: Polaris Laboratories, Zionsville, Ind.
Process Efficiency While on the Road to Reliability.” Other The Board of Directors of the SMRP Indiana Chapter has set
practical presentations relating to current maintenance and up a tour of the Polaris Laboratories for the first meeting of

24 SMRP Solutions June 2012 | Volume 7, Issue 3

 chapter round-up

the year. On June 12, the Indiana Chapter

will give members an opportunity to revisit • Chapter Contacts
the principles and tools involved in tribology Chair: Rick Kocken [email protected]
or the science of lubrication. Vice-Chair: Kevin Clark [email protected]
Please contact Earl Hill, 317-726-1236, Treasurer: Dennis Clark [email protected]
[email protected], if you would like Secretary: Earl Hill [email protected]
to attend. Past Chair: Jeff Haverly [email protected]
Board Member: Dave Humphrey [email protected]
Board Member: Jim Shackelford [email protected]
Board Member: Jim Taylor [email protected]

NE Florida Chapter
The Northeast Florida Chapter held a and reliability of systems involved in power generation. The next
maintenance conference and plant chapter event will be held in September.
tour, May 24 at the JEA Northside
Generating Station in Jacksonville,
Fla. For the event, there was an exten- • Chapter Contacts
sive maintenance conference agenda planned out for SMRP Chair: Doc Palmer [email protected]
members and non-members to attend. Topics of planning Vice-Chair: Robert Schindler [email protected]
and scheduling, asset management, fluid cleanliness man- Secretary: Walter Simpson [email protected]
agement, and a full tour of JEA Power Station were covered. Treasurer: Debbi Gray [email protected]
The lunch and learn also included a demonstration of Pall’s Historian: Roger Collard [email protected]
HLP6 Fluid Conditioning Purifier, which is critical to operation

North Texas Chapter

The North Texas 2012 Kick-Off Meeting was a where he worked with reliability and maintenance professionals
great success at the Coca-Cola Syrup Plant in through the Best Practices, Benchmarking, and Maintenance
Dallas, April 12. Featuring a well-received speaker and Reliability Knowledge committees. Attendees also had the
from the chapter membership, Al Poling, of Solomon opportunity to tour
Associates, presented “Reliability and Maintenance - one of Coca-Cola’s
The Path to World Class Performance” based on his studies as well thought of facili-
the project manager for Solomon’s International Study of Plant ties, which has been
Reliability and Maintenance Effectiveness (RAM Study). Al was in operation in Dallas
formerly the technical director for SMRP from 2008 to 2010, for many years.

• Chapter Contacts
The North Texas Kick-off Meeting was held at a Coca-Cola
Chair: Kirk Blankenship [email protected] syrup plant in Dallas.
Co-Chair: Heath Williams [email protected]
Director of
To be an SMRP chapter member,
Membership: Kevin Alewine [email protected]
Board Member: Todd Bowman [email protected] you must join SMRP. If your chapter
Board Member: Scott Schaffer [email protected] has an event to talk about or for more
Board Member: Scott Meador [email protected] information on chapter membership,
Board Member: Larry Goodpasture [email protected] contact Christine Wang at
Board Member: Rob Wallin [email protected]
[email protected].

June 2012 | Volume 7, Issue 3 SMRP Solutions 25

March 17, 2012 – may 21, 2012 New Members

Enobong Agbasonu James Brown, II David Dezarn

Shell Petroleum Development Company, Goodyear Tire & Rubber Co. Caraustar Industries, Inc.
Nigeria
Jimmie Bowling Darrell Dial
Manuel Rosas Aguilar
GPAllied
Offshore Technical Assistance Johan Dreyer
Alison Buckle ARMS Reliability
Haroon Akhtar
Anheuser-Busch Inc.
Honeywell Chad Driskill
Manuel Lopez Buenrostro Sekisui Specialty Chemicals
Mohammed Al-Hajri
Serco S.A. de C.V
Saudi Aramco Andre Droste
Brian Bulman
Ahmad Alkhaldi Dmitri Dubin
Flowserve
Kuwait National Petroleum Company General Mills
(KNPC)
Mike Burchfield
Garland Edgerton
Oscar Antunez Gerdau
Goodyear Tire & Rubber Co.
Dow Chemical
Kyle Burnett
Lawrence Eidson
Elsa Anzalone
Michael Bybee Jay Electric
Invensys Operations Management
Schreiber
James Elliott
David Armstrong
Chris Callaway Henkel
Hendrickson Canada ULC
Corning
Mike Emert
Matt Arndt
Christine Cartwright Gerdau
Materion
Enterprise Products
Donald Enslen
Mike Aroney
Brian Cashimere Merck & Co., Inc.
GPAllied
Carestream Health Inc.
Joseph Ervin
Mike Barok
Christopher Channell Roche
eMaint Enterprises, LLC
Thomas Cline Marc Esplin
Michael Berkey
Roche Merck & Co., Inc.
Merck & Co., Inc.
Joseph Coffman Udayashankar Ganapathy
Douglas Berlin
Suncor Energy
Reliability Resource Consultants of GA Francis Concemino
LLC
Inland Empire Utilities Agency Jeremy Gartman

Dave Bertolini ATK

Kevin Cowger
People and Processes, Inc.
Merck & Co., Inc. Jose Garcia Garza
Jeff Blaske
Serco, SA de CV
Accenture Patrick Craig
Mike Gehloff
John Bowen Willy Davidson
GPAllied
Merck & Co., Inc. Oiltanking Partners, L.P.
Lance Dean Ginest
William Brown Roger DeBlois
Orange County Sanitation District
Elliott Company Flowserve

26 SMRP Solutions June 2012 | Volume 7, Issue 3

 March 17, 2012 – may 21, 2012 New Members Shaft
Alignment
& Geometric
Larry Goodpasture
GPAllied
Derek Iltis
Life Cycle Engineering, Inc.
Measurement
Daniel Goodrich Alexander Ionov
CTC- Vibration Analysis Hardware TNK-BP

Daniel Gonzalez Chris Jackson

Quanterion Solutions Luminant

Javier Gonzalez Erin Johnson

Chevron Merck & Co., Inc.

Carole Gorman James Johnson

Honeywell Merck & Co., Inc.

Samuel Greene Robert Johnson

Lane Limited Eddy Packing Company
Rotalign® ULTRA

Vibration
Earnest Grenier Michael Johnston
Genzyme T.A. Cook

Maureen Gribble
UE Systems
Preston Jolly
Technology Transfer Services, Inc Analysis
Rick Guzman William Jones
& Balancing
Schreiber Foods, Inc. StarTech Instrument

Jimmie Hanks Park Joy

MRG Solutions Merck & Co., Inc.

Daniel Harbaugh William Keeter

The City of Havelock GPAllied

Don Hataway Bill Kilbey

Ensco International GPAllied

John Heideman Robert Kimbrough

Control Southern Michelin Tire Corp VIBXPERT® II
h
WatcOS
Gregorio Herrera Hernandez Clark Kimmel
VIDE
e
Serco S.A. de C.V. People and Processes, Inc. Onlin

Bradley Hill David Kite

Easy-to-use
solutions for your
Schlumberger Merck & Co., Inc.

Steve Hivner Shannon Klabnik

maintenance needs!
Carestream MIPRO Consulting
Sales • Rentals • Services
John Holmes Edmund Knetig
Mainnovation Inc. The Goodyear Tire & Rubber Co.

continued on page 28

305-591-8935 • www.ludeca.com
June 2012 | Volume 7, Issue 3 SMRP Solutions 27
March 17, 2012 – may 21, 2012 New Members

continued from page 27 Thomas Moss Gerardo Salerno

Chuck Kooistra Alcan Cable MedImmune
GPAllied
Dennis Mullins Michelle Salmon
Daniel Kurtz PdM Condition Monitoring, LLC Roche
Gerdau
Raed Mustaffa Randy Sampson
Rodolfo Landa Meridium, Inc.
Collins Mwamba
Offshore Technical Assistance S.C.
Cargill Jahir Sanchez
Robert Latham Confipetrol S.A.
Tarairwa Ndewere
RSL Consulting, LLC
Minerals and Metals Group Jeffrey Sanford
Mike Lazarakis Chzm Hill
Bailey Oladunni
Joseph Leeth Lyondell Basell Chemical Company Sarah Schaill
Merck & Co., Inc. Allied Reliability, Inc.
Richard Overman
Steven Lindborg, CMRP, CPMM Core Principles, LLC Erich Scheller
GPAllied GPAllied
Andy Page
Jeffrey Madere GPAllied Steve Schimsky
Delta Airlines
Timothy Page Joe Scoff
Darin Maheu UGL Services United States Gypsum
Hanover Insurance Group
Gene Pargas Ryan Shepherd
Paul Marino eMaint Enterprises, LLC Gerdau
eMaint Enterprises, LLC
Robert Park Christopher Sheridan
Luis Mas Capital Power Corporation HDR Engineering
Roche
Trino Pedraza Jeff Shiver
Brian McBroom People and Processes, Inc.
Tammi Pickett
Williams Midstream
People and Processes, Inc. Bradley Shy
Yolanda Enriquez Mendez Merck & Co., Inc.
Doug Plucknette
Serco S.A. de C.V.
GPAllied Mike Skuratovich
Frank Mignano Eastern Oil Company
David Porter
SKF Reliability Systems
McCain Foods Ltd (USA) Tom Sloan
Bart De Moor GPAllied
Jason Price
GPAllied
Priceless Enterprises LLC Ricky Smith
Todd Moran GPAllied
Carey Repasz
Roche
GPAllied Ben Staats
Oratile More West Fraser Cariboo Pulp
John Rhea
Debswana Diamond Company
Gerdau Doug Stangier
Weyerhaeuser

28 SMRP Solutions June 2012 | Volume 7, Issue 3

Steve Thames
Freeport McMoran Cooper & Cooler

Douglas Tutwiler
Merck & Co., Inc.

Jason Verly
Davisco Foods

Cindi Vinette
Internet4Associations

Frank Vitucci
SKF Reliability

Joseph Walsh
ByteManagers, Inc.

James Wang
Coca-Cola Bottlers

Josh Watson
Schreiber Foods

Brandon Weil
GPAllied Time Management Plus!
Lynn White See the future and act. Identify
Schreiber
bearing failure, energy waste
George Williams and flashover potential
Bristol-Myers Squibb
before it happens!!
Billy Wise
General Electric/Bently Nevada

Larry Wleczyk Call 800.223.1325,

Green Bay Packaging
E-Mail [email protected],
Ricky Wright or visit www.uesystems.com/sm1
Merck & Co., Inc.

Ricky Zarate

David Zimny
IRISS, INC.

June 2012 | Volume 7, Issue 3 SMRP Solutions 29

March 17, 2012 – may 21, 2012 New CMRPs

Adil Alkiyumi, CMRP Vien Dang, CMRP James Johnson, CMRP

Petroleum Development Oman Rio Tinto Merck & Co., Inc.

Hussain Al-Hasni, CMRP David Dezarn, CMRP Greg Julich, CMRP

Petroleum Development Oman Caraustar Pfizer

Kenneth Bannister, CMRP Donald Enslen, CMRP Martin Kearney, CMRP

Engtech Industries Inc. Merck & Co., Inc. ArcelorMittal Mines Canada

Ernest Baptiste, CMRP Marc Esplin, CMRP Chad Kellner, CMRP

Merck & Co, Inc. MedImmune, LLC

Moris Behar, CMRP

Rio Tinto Leo Faykes, CMRP Edmund Knetig, CMRP

GoldCorp/Musselwhite Mine Goodyear Tire & Rubber Company

Michael Berkey, CMRP

Merck Brian Flett CMRP Felix M. Laboy de la Plaza, CMRP

Ivara Vibranalysis

Daniel Blackford, CMRP

Allied Frederic Fortin, CMRP Jason Langhorne, CMRP

ArcelorMittal Mines Canada Allied Reliability

David Bonfante, CMRP

Georgia-Pacific Julie Fowden, CMRP Luis Laracuente, CMRP

Rio Tinto - Kennecott Utah Copper Bristol Myers Squibb

John Bowen, CMRP

Merck & Co., Inc. Rick Gamble, CMRP Kai MacMurray, CMRP

AEDC/ATA Kennecott Utah Copper

James Brown, II, CMRP

Goodyear Tire & Rubber Company Daniel Hernandez, CMRP William Marrs, CMRP

Consultores Asociados A.C. Intrepid Potash

Mark Browning, CMRP

Ascend Performance Materials Jeremy Hine, CMRP Robert McAmis, CMRP

MillerCoors AEDC/ATA

Kevin Cowger, CMRP

Merck & Co., Inc. Alexander Ionov, CMRP George McCarty, CMRP

TNK-BP Georgia-Pacific

John Crossan, CMRP

John Crossan Consulting Chris Jackson, CMRP Joseph McGroarty, CMRP

Luminant Power Plant Services Magazine

Robert Crull, CMRP

MRG

30 SMRP Solutions June 2012 | Volume 7, Issue 3

 March 17, 2012 – may 21, 2012 New CMRPs

Michel Michaud, CMRP Randy Sampson, CMRP Ramanathan Viswanathan, CMRP

ArcelorMittal Meridium Meridium Inc.

Scott Mohr, CMRP Thomas Sasman, CMRP Michael Weise, CMRP

GPAllied Cargill, Inc. ATS

Roberto Molina, CMRP Patrick Schreiber, CMRP Jeffrey Wheless, CMRP

Celanese Allied Reliability Novozymes

Thomas Mundy, CMRP Christopher Sheridan, CMRP Darrin Whisman, CMRP

Luminant Energy HDR Engineering

Robert Williamson, CMRP

Tarairwa Ndewerem, CMRP Bradley Shy, CMRP Strategic Work Systems, Inc

MMG Merck & Co, Inc.

Hudson Woodfin, CMRP

Boudewijn Neijens, CMRP Ismael Solis, CMRP Ascend Materials

Copperleaf Technologies Pall Corporation

Jameson Newhouse, CMRP Thomas Steveley, CMRP NEW CMRTs

Allied Reliability Gallatin Steel Co.
Jamie Barth, CMRT

Quaker Oats/PepsiCo
Gregg Pacelli, CMRP Thomas Sutton, CMRP

Allied Reliability RF Micro Devices

Russell Boehm, CMRT

Eli Lilly & Co.

Miguel Padierna, CMRP John Szewc, CMRP

Offshore Technical Assistance S.C. PepsiCo Jason Brandon, CMRT

PepsiCo
Luis Perafan, CMRP James Thompson, CMRP

Serco S.A. de C.V. UGL Services Linden Ellis, CMRT

Metro Wastewater Reclamation District

David Porter, CMRP Joey Traughber, CMRP

McCain Foods Plymouth Engineered Shapes Scott Kacere, CMRT

PepsiCo

Casey Raiford, CMRP Gerald Trodd, CMRP

Guy Koett, CMRT
Georgia-Pacific Agrium Inc.
Metro Wastewater Reclamation District

Ajit Sahoo, CMRP Douglas Tutwiler, CMRP

Charles Naber, CMRT
Agrium Merck & Co, Inc.
PepsiCo

June 2012 | Volume 7, Issue 3 SMRP Solutions 31

 CERTIFICATION UPDATE

CMRP & CMRT Paper Exams: Turnaround Time from SMRP

The SMRP Certifying Organization (SMRPCO) and Here are some ways candidates can help ensure their results are
SMRP strive to score, process, and mail exam results to CMRP mailed and received in a timely fashion:
and CMRT candidates within a reasonable amount of time—four ƒƒ Check the address on the application to make sure it is
to five weeks—from when the exam was administered. There are a complete and accurate. The address the candidate places on
number of variables that may impact the rate at which these results the application is where the results will be sent.
are received. 1
ƒƒ Include your email and phone number so that staff can reach
you if there are questions about your application.
For the eight paper exam sessions held in April 2012 (47 exams), ƒƒ Pay the exam fee before you sit for the exam. Nonpayment will
results were mailed from SMRP, on average, three weeks (21 delay the mailing of results.
days) following the exam date. ƒƒ Remember, results are not released via phone or email.
Candidates will be notified of their results by mail only.

1. Turnaround time is defined by the day the exam was administered to when the results were mailed from SMRP.

SMRPCO Sustaining Sponsors

The SMRP Certifying Organization (SMRPCO) has developed a program of benefits for companies or organizations wishing to provide
support to the mission of SMRPCO. For an annual contribution of $1,000, sponsors receive discounts on exams, recertification fees, and
much more! To learn more, please visit: www.smrp.org/i4a/pages/index.cfm?pageid=3315

ABB Reliability Services DUPONT MARSHALL INSTITUTE

Advanced Technology Services, ELI LILLY & COMPANY MEAD JOHNSON NUTRITION
Inc.
EMERSON PROCESS MANAGEMENT MERIDIUM, INC.
AEDC/ATA
FLUOR CORPORATION MERCK & COMPANY, INC.
AESSEAL, INC.
GENON ENERGY MOBIUS INSTITUTE NORTH AMERICA
AGRIUM
GPSG - JOHNSON & JOHNSON MOSAIC
ALCOA INC.
GREENWOOD, INC. NEXEN INC.
ALLIED RELIABILITY, INC.
GULF SOCIETY OF MAINTENANCE NOVELIS, INC.
ARAMARK FACILITY SERVICES PROFESSIONALS (GSMP)
OWENS CORNING
ASCEND PERFORMANCE MATERIALS HOLCIM US, INC.
PEPSICO
ASOCIACION COLOMBIANA DE HORMEL FOODS
INGENIEROS (ACIEM) PFIZER, INC.
IRVING PULP AND PAPER
AUSTIN INDUSTRIAL, INC. PREDICITIVE SERVICES
IVARA CORPORATION
BARRICK GOLD CORP. RELOGICA
JACOBS
BHP BILLITON RIO TINTO
JACOBS/MAF
BP - GULF OF MEXICO JESCO MAINTENANCE CORPORATION SABIC INNOVATIVE PLASTICS

BUNGE KRAFT FOODS STRATEGIC ASSET MANAGEMENT,

INC. (SAMI)
CACI, INC LIFE CYCLE ENGINEERING
THE DOW CHEMICAL COMPANY
CARGILL, INC. LOUIS DREYFUS COMMODITIES
TURNER INDUSTIRES
CARVER PA CORPORATION LOS ALAMOS NATIONAL LABORATORY
UE SYSTEMS
DELTA AIR LINES LUMINANT POWER
UGL SERVICES
DES-CASE MAINNOVATION INC.
WELLS ENTERPRISES INC.
DREISILKER ELECTRICAL MOTORS MANAGEMENT RESOURCES GROUP,
INC. INC. WYLE LABORATORIES

32 SMRP Solutions June 2012 | Volume 7, Issue 3

 Discover the
hidden treasure
in your company

The maintenance manager is under a lot of pressure. The current credit crunch
forces you to improve. But where to start? How can you find the hidden treasure in Watch the VDM Inside demo
www.mainnovation.com
your maintenance department? VDM Inside is the Maintenance KPI Dashboard that
provides you with real maintenance intelligence of your cost drivers, performance killers
and underlying causes. With VDM Inside you will finally get a grip on your maintenance
performance. Want to know more? Go to www.vdminside.com
CONTROLLING MAINTENANCE, CREATING VALUE.
 Society for Maintenance & Reliability Professionals
1100 Johnson Ferry Road, Suite 300
Atlanta, GA 30342 USA
www.smrp.org

EVENT CALENDAR www.smrp.org

Houston Chapter “Call for Panelists” July Executive Meeting MaRS 2012 Conference (Houston
for MaRS 2012 July 24-26, 2012 Chapter)
Requests Due: June 30, 2012 Huntsville, Ala. August 22-24, 2012
Contact: [email protected] Moody Gardens
Galveston, Tex.

SMRP Staff
Executive Director Exam Director Solutions Editorial Department
Jon Krueger Terry Harris, CMRP Dan Anderson
678-303-3045 937-371-1644 Chair, Communications Committee
[email protected] [email protected] Life Cycle Engineering
[email protected]
Associate Director Product & Business Development
Jayne Gillis Manager Jayne Gillis
678-303-2979 Laura Keane Editor-in-Chief
[email protected] [email protected] 678-303-2979
281-384-5943 [email protected]
Certification and Education
Tim Kline Christine Wang
678-303-3017 Editorial Assistant
[email protected] 678-303-3060
[email protected]
Executive Vice President
Russ Lemieux
678-303-3041
[email protected]