Post on 06-Feb-2018
Maintenance Productivity
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Maintenance Planning and Scheduling
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Planning Work is Essential
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The magazine by practitioners for practitioners.
April 2014 | Volume 9, Issue 2 www.smrp.org
Work MANAGEMENT
Annual Conference Sessionsavailable ateducation.smrp.org
FEATURES
4 Maintenance Productivity Jose Baptista, CMRP, ABB
7 Maintenance Planning and Scheduling Al Emeneker, CMRP, Life Cycle Engineering, LLC
9 Planning Work is Essential Jim Davis, CMRP, PCA
DEPARTMENTS2 OFFICERS AND DIRECTORS
2 FROM THE CHAIR SMRP: Committed to Continuous Improvememt NICK ROBERTS, CMRP
12 SMRP IN THE NEWS NICK ROBERTS, CMRP
13 FROM THE EXAM TEAM TERRY HARRIS, CMRP, SMRP EXAM DIRECTOR
14 CERTIFICATION UPDATE VLAD BACALU, CMRP, CMRT 15 BODY OF KNOWLEDGE CORNER BILL LYONS, CMRP 16 MEMBER CORNER
18 CHAPTER ROUND-UP
22 WELCOME NEW MEMBERS
30 NEW CMRPs, CMRTs
35 EXAM CALENDAR, SMRPCO SUSTAINING SPONSORS
36 EVENT CALENDAR
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. If you would like to subscribe to SMRP Solutions and you are not an SMRP member, the magazine is $15 for an annual subscription. 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: info@smrp.org.
This publication was printed on 30% post-consumer recycled fiber.
April 2014 Volume 9, Issue 2
9
4
7
May 12–14, August 25–27, November 17–19
May 15–16, August 28–29, November 20–21
October 6–10
April 28–May 2, June 23–27, September 15–19, November 3–7
May 19–23, August 18–22
July 21–25
April 2014 | Volume 9, Issue 2
, CMRP
FROM THE CHAIRSMRP Officers & Directors
ChairNick Roberts, CMRP
DuPont
nick.l.roberts@dupont.com
Immediate Past ChairShon Isenhour, CMRP
Eruditio LLC
sisenhour@eruditiollc.com
843-810-4446
Vice ChairCraig Seibold, CMRP
Newmont
craig.seibold@newmont.com
303-837-6193
TreasurerBob Kazar, CMRP
Roll Global
rkazar@roll.com
661-432-4951
SecretaryLarry Hoing, CMRP
Wells Enterprises
lmhoing@bluebunny.com
712-548-2328
Certification DirectorJoe Grande, CMRP
Fluor Corporation
joe.grande@fluor.com
864-517-3314
Body of Knowledge DirectorBruce Hawkins, CMRP
Management Resources Group, Inc.
hawkinsb@mrgsolutions.com
843-670-6435
Education DirectorJay Padesky, CMRP
US Gypsum, Inc.
jpadesky@usg.com
312-436-4463
Member Services DirectorGina Kittle, CMRP
The Timken Companies
gina.kittle@timken.com
330-471-7465
Outreach DirectorHoward Penrose, CMRP
Dreisilker Electrical Motors
hpenrose@dreisilker.com
630-469-7510
2 SMRP SOLUTIONS
SMRP: Committedto Continuous ImprovementBY NICK ROBERTS, CMRP
IOne of the critical aspects that defines the maintenance and reliability industry is
our commitment to making processes better: proactively meeting our customer needs,
making plants safer, improving communications between functions, improving equip-
ment productivity, keeping facilities running smoothly, preventing incidents and getting
products out the door faster. Your SMRP Board of Directors aims to drive this concept
of continuous improvement when it comes to leading the Society too. The Board met in
Atlanta last January to conduct our annual strategic planning meeting. A strong winter
storm hit the city at the same time, so the Board and staff huddled up together and
developed strategic improvement ideas. Among other things, the Board reviewed and
confirmed the SMRP mission: to develop and promote leaders in reliability and physical
asset management. We also strategized on SMRP’s role as a global organization,
our proper place in the overall asset management realm, ways to grow membership
and raising awareness of the value of SMRP certification among M&R technicians,
professionals and senior management.
During our meetings in Atlanta, the Board also took a closer look at your experience
with the organization. The Board and our headquarters staff recommitted ourselves
to providing members with the best possible experience and continuously improving
our customer service process and efforts. I am particularly excited to see two elements
already up and running.
We launched a new SMRP website designed to help members more readily access
important information to help them expand their careers. Whether you are trying to
access member resources like the new standardized metrics or applications to get certi-
fied as a CMRP or CMRT, we want you to be connected to the resources that will take
your career to the next level.
We also recently launched a Feedback link on the website which allows you to
share your ideas with the organization. We are interested in how well SMRP is serving
you and what could be even better! More improvements are on the way.
SMRP will continue to be guided by our mission and strategic plan. And we are
committed to continuing to provide you value and return on your investment. Thanks
for your support and please don’t hesitate to contact us!
Nick Roberts, CMRP
SMRP Chair
We want to hear from you! Visit www.smrp.org/feedback and share your thoughts with us!
5 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 24 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2
By: JOSE BAPTISTA, CMRP
SENIOR CONSULTANT, ABB
Maintenance Productivity
Throughout my career, I saw —or rather felt—the
various economic crises created by several factors
from the 1970s oil crisis at the beginning of my
career to the world economic crisis in 2008 when
I first moved to the U.S. The crisis periods and an
increasingly competitive market always results
in one common remedy: an enormous pressure to
reduce costs. Without the proper precautions or criteria, this cost
cutting may jeopardize business continuity.
Labor productivity has a major impact on the cost of mainte-
nance and few maintenance managers know the effectiveness of
their crews. They should know and improve the conditions that
affect labor productivity on their sites. The way they design and
implement their maintenance management processes directly
impacts the productivity of the maintenance workforce.
We will try to illustrate how the power and automation tech-
nology company ABB helped one customer to identify and remove
barriers to improve the maintenance workforce productivity. We
will start by defining maintenance productivity as the ratio of the
output to the input of a production system. With a given input,
if output of products or services is higher, then productivity/
efficiency is higher. Efficiency is doing things right or it is the
measure of the relationship of outputs to inputs and is usually
expressed as a percentage.
In summary, the total productivity of the maintenance work-
force can be divided into three factors:
1. Utilization: The elimination and reduction of nonproduc-
tive work such as time spent waiting, walking or being idle.
2. Performance: Increasing speed of task execution through
a higher quality of employees, improved tools and working
methods and planning and scheduling.
3. Quality: The elimination of unnecessary tasks using work
flow and plans analysis, organization analysis, failure
analysis, execution quality and equipment design-out.
Utilization X Performance X Quality = Total Productivity Our study focuses on the utilization factor only. We wanted to
identify the wasted time associated with maintenance tasks, for
example, the time technicians lose having to move around unnec-
essarily in different areas of the plant or wasted time waiting for
work permits, spare parts, tools, instructions and other documen-
tation required for completing an assigned task.
To be able to measure productivity, we adopted the work sam-
pling methodology, which is a measurement technique developed
in the 1930s by L.H. Tippet to analyze, classify and quantify work
using instantaneous observations of work in progress taken ran-
domly over a period of time. It is based on the laws of probability
and to determine the proportion of the total time dedicated to the
various components of a task.
To conduct a work sampling study, a large number of obser-
vations or snapshots are taken randomly and during each
observation and the condition of the worker is determined and
recorded in a predefined category of activity pertinent to the par-
ticular work situation.
Inferences are then drawn concerning the total work activity
from the proportions of observations in each category. Based
on these measurements, we conducted this study in various
petrochemical plants in Brazil. The study was carried out over
a 30-day period, and observations were made at predetermined
locations to cover the entire plant. Based on statistical calcula-
tions, the numbers of required observations were 8,800 with a
margin of error of ± 1 percent. For the study, the maintenance
activities were divided into three categories: productive, support
and nonproductive:
Productive: Working and PlanningThis category includes adjusting, welding, positioning, cleaning,
inspecting, assembling, analyzing discussing execution, drawing
sketches and a number of other activities.
Support: Watching, Walking and WaitingWatching refers to supporting and serving as a stand-by, while
waiting refers to time spent acquiring tools, materials, scaffolding,
lifting equipment, work permits or instructions.
Nonproductive: Personal and Idle TimeNonproductive time is classified and personal and idle time such
as drinking water, coffee breaks, smoking and conversations not
related to work.
The study revealed the following percentages:
Working: 26 percent
Planning: 11 percent
Productive (Working + Planning): 37 percent
Waiting: 27 percent
Maintenance Productivity HOW MAINTENANCE PRODUCTIVITY MEASUREMENT IDENTIFIED
SIGNIFICANT MAINTENANCE COST REDUCTION OPPORTUNITIES
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6 SMRP SOLUTIONS 7 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2April 2014 | Volume 9, Issue 2
Maintenance Productivity
Walking: 28 percent
Nonproductive (Personal): 1 percent
Nonproductive (Idle): 7 percent
Assuming a workforce of 100 people with an average labor rate
of $40.00 per hour, these losses represent a substantial economic
drain equal to $4.6 million each year.
Available daily hours per craftsman 7
Measure Value 37%
Lost time per day (minutes) 265
Number of workers 100
Days per month 22
Lost time per month (hours) 9702
US$/Hour $40.00
Losses per month $388,080
Losses per year $4,656,960
The results of study were presented to plant management
and interested parties and then working groups were created to
analyze the causes of unproductive time and to propose plans for
improvement.
These groups studied and suggested actions for each of the
priority items. For example, for the “walking time” issue, the work-
ing group identified the following causes: logistics and improper
layout, incomplete maintenance planning, deficiencies in internal
transport, workers stretching lunch breaks, unavailability of tools,
difficult access to productive areas, unavailability of scaffolding,
and lack of operators to issue work permits.
Several actions were suggested and implemented to eliminate
and reduce walking time including reviewing standard work order
preparation, reducing internal bus intervals, reviewing meetings
schedule, inventing a mobile tool cart so that workers would not
have to go to the warehouse and allowing tools to be left at work
during breaks and at the end of the day.
After implementation, a new study was conducted with the
following results:
Working: 50 percent
Planning: 10 percent
Productive (Working + Planning): 60 percent
Waiting: 17 percent
In Transit (Displacement): 19 percent
Nonproductive (Personal): 2 percent
Nonproductive (Idle): 2 percent
With the results above, the losses were reduced by approxi-
mately $1.7 million per year.
Available daily hours per craftsman 7
Measure Value 60%
Lost time per day (minutes) 168
Number of workers 100
Days per month 22
Lost time per month (hours) 6160
US$/Hour $40.00
Losses per month $246,400
Losses per year $2,956,800
If we consider that the maintenance labor productivity bench-
mark for petrochemical industry is 60 percent, we can say that
this company achieved their target.
The results demonstrate the importance of monitoring mainte-
nance functions in order to improve efficiency and productivity in
manufacturing plants.
Jose Baptista is an electrical engineer with extensive experi-
ence and management skills in industrial maintenance and
reliability. He currently works as a senior consultant at ABB
in Brazil. I n concept and function, maintenance planning and scheduling is like
a key that can unlock reliability excellence and its benefits. It’s an apt
comparison because a key is a pretty useless piece of material without
all the interfaces that make it functional.
To fulfill its purpose, a key requires a lock cylinder with the
correct pins to match the curves of the key. Should any pin be non-
functional, the key will not be able to operate the lockset cylinder,
keeping the lock closed. Only when the key and the pins are in very close align-
ment, depending on the quality of manufacturing and price, will the lockset be
able to fulfill its purpose of security.
The position of Maintenance Planner/Scheduler (P/S) is rather like a key. The
P/S will interface with the equivalent of the lock cylinder -- many different areas
within the organization. For the P/S key to allow the lock cylinder of the organiza-
tion to turn and operate functionally, the pins of the entities the P/S interfaces
with must be aligned with the cuts in the P/S key.
Lock Pin #1 – Operators One system pin that the P/S is critically linked to is the operational area that he
supports. That lock cylinder pin must be well within the tolerances allowable for
By: AL EMENEKER, CMRP
LIFE CYCLE ENGINEERING
Maintenance Planning and Scheduling: the Key to Reliability Excellence®
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9 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 28 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2
F or this article, we will evaluate job planning or all
information, actions and communications prior to
the start of a job which affect performance and
quality of work.
As part of the series “Be Brilliant with the Basics,” this
study is devoted to the third of the basic elements “work
planning” and its integral status in the maintenance process.
The following questions were used to gauge a facility’s
adherence to the basics:
• Are there permanently assigned maintenance planners?
• Are there identified and trained “back-up” maintenance
planners?
• Is the planner’s product a well-developed job package,
which clearly details the scope of the work to be done?
• Do the maintenance planners plan for the future and
not engage in day-to-day activities such as expediting
parts for emergency work?
• Do maintenance planners have access to a complete
and accurate bill of materials for the facility’s assets?
• Do maintenance planners have an accurate and active back-
log of work?
• Are maintenance planners’ contributions to the
maintenance organization equal to or greater than
their costs?
• Is the effectiveness of maintenance planners measured
in some way?
The job planning process is the portion of overall planning
that focuses on the efficiencies of individual work orders.
In reality, job planning only provides the opportunity to achieve
efficiencies and to avoid delays. Taking advantage of opportunities
created by job planning requires coordination and cooperation
of production supervisors, maintenance supervisors and
maintenance craftsmen to use job planning in ways that actually
reduce the time it takes to complete each job.
Although it is recognized that not all work orders need to
go through the entire formal job planning process, all jobs
actually get planned to one extent or another before or after
the work starts. Depending on the nature of the job and its
effect on safety or production, it is most often advantageous
to plan the work needed before the job actually begins. Let’s
explore the reasons why preproduction work planning is
important.
An analysis of work planning as an integral part of
the maintenance process
Planning Work Is Essential
By: JIM H. DAVIS, CMRP, VICE
PRESIDENT OF BUSINESS
DEVELOPMENT, PCA
that pin to match well with the applicable cut location in the key.
This requires open and honest communication, complete partner-
ship, focus on the overall reliability of the equipment and attention
to detail in the proper operation of the equipment. These processes
are usually developed by a cross-functional group that concen-
trates on operator care attributes.
The ‘key personnel’ in the operations area are the operators. A
good, experienced operator is a living, breathing, data-acquisition
machine. An experienced operator can detect an anomaly when
the equipment runs in an unfamiliar way. A deviation in sound,
an unusual smell, a different sense of vibration, a faint increase
in temperature on a specific point on the equipment are all telltale
indicators for experienced operators. This is when the work notifi-
cation or work request needs to be entered into the data system so
that an impending problem can be resolved in a timely and con-
trolled manner to avoid a costly period of unexpected downtime.
This bit of information from the operator, in the form of a work
notification or work request, is just the beginning of the opening
of the reliability excellence lock. The partnership between the P/S
personnel and the operations personnel is instrumental in main-
taining the close tolerances of that one pin in the lock cylinder.
Lock Pin #2 – Materials ManagementThe next pin that must have a close tolerance with the key cut of
P/S is the materials management pin. The materials management
and work management functions together support a partnership
between the storeroom and P/S functions. The best P/S effort
will be a dismal failure without a close partnership with a well-
developed storeroom and a storeroom efficiency of 95 percent or
better. The P/S will take the approved work notification and turn
it into a verified work order to be planned, scheduled and executed
in a quality manner at a future date and in a controlled fashion
by capable and competent craft personnel. The craft personnel
now have time to complete the quality repair of the equipment,
enabled by the P/S scheduling the pertinent materials to be kitted
and delivered to a convenient place in relation to the work site. A
well-managed and effective storeroom will have the material on
hand or readily available through the purchasing function, in
cooperation with a partnership vendor. The stock item identifiers
will show the equipment the specific parts are utilized on or in the
maximum and minimum, the quantity available and the lead and
delivery time. The P/S will be notified when the job kit is complete
and ready to be scheduled.
A highly functional storeroom requires a close partnership
between the P/S function and the stores personnel. The frequent
communication between these partners includes questions like
these: Is this a new item required for storeroom stocking? Has
there been a change in the ‘fit, form or function’ of a specific piece
of equipment? Will the store’s inventory need to be modified?
Lock Pin #3 – Reliability EngineeringThe next pin in the lock – reliability engineering – is often over-
looked. They are the people that work continuously to improve
reliability of the equipment. In many cases, this requires accu-
rate data returned as history on the work order completed by the
qualified craft personnel. This data includes the “as found” and
“as left” states and any observations that may provide good foren-
sic data for the Reliability Engineer. This helps him to develop an
engineered solution to the lack of expected reliability in specific
equipment included on the “Bad Actor” listing.
Lock Pin #4 – Management of ChangeThe management of change function is another critical pin for
the cut in the planning and scheduling key. If the planned repair
consists of replacement of parts and pieces, then the function
is straightforward. If there is any change in ‘fit, form or func-
tion’-- a change in the materials that compose the replacement
parts, the specific performance specifications, the torque, the
clearances or any other characteristic -- then the P/S must work
with the operations function, the maintenance function, the reli-
ability engineering function and the storeroom. This is to ensure
the newly required spare parts and newly required storeroom
stock inventories are correct. The reliability engineering interface
ensures that the applicable drawings are revised to identify the
current state and to ensure the incorrect materials are not avail-
able to be erroneously installed at some later date.
Lock Pin #5 – Work ManagementThe last pin is the work management function, another cross-
functional group of people that understand the intricacies of
pursuing reliability excellence. This group designs the processes
that directly affect P/S and identifies the touch points within
processes developed by the various functions: materials, manage-
ment, operator care, reliability engineering and management of
change.
Like the key in the lock cylinder, the maintenance planning
and scheduling function is the mechanism that allows several
critical functions to operate smoothly. The planner/scheduler is
a central point of communication and a pivotal point that brings
diverse functions together to support the overall success of the
entire organization.
A planning and scheduling subject matter expert with Life
Cycle Engineering (www.LCE.com), Al Emeneker has over
30 years of experience in the maintenance repair and reli-
ability fields. Al’s expertise includes maintenance planning
and scheduling, construction estimating, scheduling, mate-
rial management, operator care and reliability best practices.
He is also a facilitator with the Life Cycle Institute where
he uses high impact learning techniques to teach courses
including Maintenance Planning and Scheduling. Al can be
reached at aemeneker@LCE.com.
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9 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2
Maintenance Planning and Scheduling
10 SMRP SOLUTIONS 11 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2April 2014 | Volume 9, Issue 2
Planning Adds “Value” Why have maintenance planners, a planning organization and
a planning structure that drives proactive maintenance if it
doesn’t produce noticeable value? The value of well-established
and trained planning organizations should exceed their cost for
the business. More maintenance work is accomplished in less
time using the same resources than if the planning function did
not exist. If the bottom line is not improved by having a planning
function, it is usually the result of poorly defined roles and respon-
sibilities, an absence of understanding of the planning role and
its value, a lack of support from management, insufficient planner
training or having the wrong people in the planning role.
The way work is planned in industry varies widely. In some
organizations it is a process driven by the culture of the facility.
In others, it is a blend of culture and a formal system. In some
companies, it is strictly a process-driven function. Some orga-
nizations do not feel the need to have a planning organization.
Others have tried to implement planning, but have not been suc-
cessful for a variety of reasons and then dissolved the planning
organization.
Some organizations have maintenance planners in place
and functioning within a planning model that is structured and
controlled. In this environment, planners “plan their work and
work their plan”. Their days are consumed with the fundamen-
tals of producing planned “job packages”, and then working with
maintenance and production to schedule the most appropriate
date and time to implement those work packages. The planners
in these organizations “own the backlog”. They keep the backlog
clean through periodic scrubbing to eliminate duplicate work,
work that has been accomplished and not reported as complete
or work that is no longer desired to be done for one reason or
another.
Others have organizational charts that show planners who
are mostly parts expediters for current work activities. These
individuals do not produce “job packages” that improve the effi-
ciency of the crafts because they do not have time. The planner
in this type of organization is reacting to current events instead
of planning for future events, which is a fundamental violation
of the basics of maintenance planning. It is well recognized that
someone needs to perform the expediter role, but it is always
recommended that it not be only the planner. Some organizations
do not have trained back-up planners so a gap caused by vacation
or illness is filled by an untrained and unequipped maintenance
supervisor or one of the craftsmen.
Some organizations have the area maintenance supervisor
perform the role of planner which is acceptable if that mainte-
nance supervisor has been trained as a back-up planner and that
his or her “supervisory” responsibilities are temporarily supple-
mented by a back-up supervisor. More times than not, when this
situation occurs, the supervisor is rarely the one who does the
planning activity. It is often pushed down to the crafts level. The
result is that several individuals—typically the craftsmen—are
performing tasks they were not adequately trained to perform and
are wasting productive time trying to figure how to resource each
job.
Each is identifying the work to be performed, the parts
needed and craft or contractor support requirements. Eliminating
the craftsperson’s time in planning efforts and concentrating that
time on completing planned work is where the intrinsic value of
the planning function is realized. A basic “best practice” of sound
maintenance management is that planners plan, supervisors
supervise and the workers (or craftsmen) work.
There are appropriate circumstances for both the mainte-
nance supervisor and the craftsperson to be engaged in planning
activities. For example, if the maintenance supervisor and crafts-
person should be planning reactive, break-in or emergency work
and this work cannot wait to be processed through the normal
planning cycle. The planner should not be tasked to address this
type of work because it is not in the future, but needs to com-
pleted immediately.
How to Plan WorkThe actual job of planning begins with selecting a job from the
ERP/EAM backlog of work orders, and further validating the work
requested:
• Is the work order/request clear on what is to be done or is
more information needed?
• Is the priority coding for the work order/request correct?
• Is the right asset/equipment properly identified?
If any of these requests are not fulfilled, the planner should
make the correction before proceeding. The Planner also should
examine the equipment maintenance archives for same or similar
jobs and review any previously used job plan if one exists.
The next step is “job scoping and estimating.” Work cannot
be entirely planned from behind a desk. The planner must visit
the job site and further validate the work requested. The planner
evaluates each request independently. Using a locally-developed
“scoping and estimating check sheet” the planner determines if:
• The requested work is what really needs to be accomplished.
• Any pre-work (i.e. fabrication or site prep/scaffolding) can
be accomplished to expedite the repairs and minimize any
equipment or process downtime.
• Does the work impact other equipment or processes? The
planner looks for opportunities to accomplish conjunctive
maintenance to other affected equipment if that is the case.
• Is there some interference needing to be removed to make the
repairs?
• What repair parts are needed to accomplish the work? (Note:
An accurate and complete bill of materials (BOMs) for all
critical equipment is necessary for the planner to efficiently
prepare.)
• What craftspersons, contractors or vendors need to be
involved in the work, and how long should the job take for
each craft, contractor or vendor involved?
• What permits will be required to accomplish the work?
• To continue the “job scoping and estimating” the planner
should also:
• Take pictures and draw any sketches as needed.
• Consult with maintenance craftpersons, maintenance
engineers, operators and anyone else who can contrib-
ute to the job plan. No one can expect any one planner
to know the details for all work needed, but one should
expect that the planner knows who will know the neces-
sary details!
• Map the major steps of the job: shutdown, isolate, remove,
repair, replace, test and restore to service.
• Evaluate any previously used job plans for applicability
in the current situation. If it fits, reuse the job plan. If it
does not fit in its entirety, look for opportunities to lever-
age that reusable information.
Set Up Next comes the detailed “job package” development. The purpose of
the job package is to provide all of the information that the crafts-
person needs to accomplish the job safely and efficiently. Every
job package should consist of enough information and identified
materials to enable maintenance craftpersons to complete the job
without having to spend additional time searching for information,
tools or materials.
A packet should be provided for each job with the following
information to carry out the assigned tasks: copy of all purchase
orders for materials, bill of materials (BOM) list for equipment,
copy of the approved work order, drawings required, job scope/
estimating sheet, list of MRO stores stock parts required, feedback
and applicable history information, special tools required, permits
required (pre-filled, if possible), equipment location, directions or
sketches, safety procedures, special instructions on equipment,
lock-out tag-out procedures, equipment inspection sheets, job pro-
cedures and alignment/calibration date.
The amount of detail that goes into a job plan is largely
dependent upon the qualifications of the maintenance team. If
the team is composed of highly-skilled, knowledgeable individu-
als, then little detail is necessary. However, if the team contains a
mix of skills and equipment knowledge or the facility plans to hire
maintenance novices, then more detailed job plans are desirable.
Well-written maintenance plans are an excellent training tool. This
plan should be considered as the new standard job plan for this
type work activity.
Now that the job plan has been developed, the work order
moves from the planning backlog to the ready-to-schedule back-
log. Coordination between the maintenance planner, production
supervision and the maintenance supervisor is required to select
the most appropriate opportunity to execute the job plan(s). The
Planning Work Is Essential
planner plays an essential role in bringing together the mutu-
ally agreeable equipment availability and maintenance resource
availability. At this point, the job plan is turned over to the main-
tenance supervisor and the production maintenance coordinator
for implementation.
In SummaryIt is recommended that each facility undertake a critical exami-
nation of its planning organization, identify any shortfalls and
take the steps necessary to realize the intrinsic value that sound
maintenance planning can offer. A facility’s bottom line will be
improved by this effort in the form of improved efficiency, better
use of resources and increased equipment availability and
uptime.
Jim is currently the Vice-President of Business Development
for Performance Consulting Associates with responsibility
for various client engagements, project management, and
sales and marketing support. Jim also assists in conduct-
ing client assessments when needed. Jim has extensive
experience with team-facilitation, problem-solving, statistical
process control, continuous improvement and project man-
agement. He is formally trained in the Deming Continuous
Improvement methodology. Jim has extensive knowledge
in process redesign, organizational redesign, maintenance
“best practices” and CMMS/EAM optimization for mainte-
nance activities. Jim also has a background in MRO stores,
inventory and logistics applications.
Planning Work Is Essential
A packet should be provided for each job with the list of MRO stores stock parts required to carry out the assigned tasks.
12 SMRP SOLUTIONS 13 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2April 2014 | Volume 9, Issue 2
SMRP IN THE NEWS FROM THE EXAM TEAM
Certification: The next step in your maintenance careerBY NICK ROBERTS, CMRP, SMRP CHAIR
I t’s the same story for hundreds of professionals working in the
manufacturing sector:
You’ve sent your resume to prospective employers and heard
nothing about the open position.
Or maybe you did get an interview, but not the job, and you’re
left wondering what happened.
As the chair for the Society for Maintenance and Reliability
Professionals (SMRP), a nonprofit devoted to developing the
careers of those in physical asset manage-
ment, I talk with a lot of employers from
manufacturing companies and they’re
looking to hire the candidate with the best
credentials.
With the current economic situation,
there are plenty of candidates to choose
from, and earning a certification is one
way to stand apart from all the other
candidates. SMRP offers two programs—
the Certified Maintenance and Reliability
Professional and the Certified Mainten-
ance and Reliability Technician—which
test and evaluate the knowledge and skills
of individuals working in the industry.
The CMRP is ANSI-accredited and sub-
stantiates your knowledge according to five
categories: business management, manufacturing process reliabil-
ity, equipment reliability, organization and leadership, and work
management. The CMRP illustrates that you are a well-rounded
candidate with an extensive amount of knowledge and skills.
Similarly, the CMRT tests your knowledge according to four
domains: maintenance practice, preventative and predictive main-
tenance, troubleshooting and analysis and corrective maintenance.
I believe in certifications not because they make you an expert
in everything, but because they prove you have a sound under-
standing of the fundamentals and demonstrate your commitment
to continuously learning and improving.
Obtaining my CMRP certification when I moved into a leader-
ship role in the maintenance and reliability industry helped me in
a variety of ways. It increased my ability to work with the techni-
cians and professionals at my site, because I more thoroughly
understood their roles and capabilities.
With a more complete understanding of organization and
leadership, I was also more equipped to work with and relate to the
experts in our corporate M&R Center of Competency at DuPont.
With the start of the New Year, there are plenty of reasons to
get certified:
1. Both exams keep you abreast of the latest maintenance and
reliability tools and best practices. With five different areas of re-
quired knowledge and skills for the CMRP and four for the CMRT,
preparing for and passing the exam ensures that you have an in-
depth and complete understanding of the industry’s best practices.
2. The certifications set you apart from the crowd. You may be
the most qualified applicant for a position
in the manufacturing facility, but the
hiring agent, recruiter, or human rela-
tions manager looking at your resume may
not notice all your qualifications. I’ve been
told by employers that the CMRP/CMRT
certifications increasingly set applicants
apart and give them an edge over other
applicants.
3. The CMRP/CMRT will help expand
your career. Are you looking for your next
exciting new job opportunity or salary
increase? Obtaining the CMRP/CMRT can
open doors in your career and expand the
number of jobs for which you are qualified.
4. The CMRP/CMRT is a great oppor-
tunity for unemployed veterans. The
manufacturing industry needs skilled workers, and veterans—
especially those who ran maintenance programs on aircraft carriers
or maintained systems on military vehicles-are the perfect can-
didates for these jobs. Earning a certification shows that you are
qualified, and the Department of Veterans Affairs (VA) will reim-
burse the cost of the CMRP test. As an added benefit, SMRP offers the
CMRP exam to all eligible veterans at the discounted rate of $250.
5. The exam process and results will help you develop profes-
sionally. The exam results show applicants where they did not
score well and compare their results to the average scores of other
applicants. The process allows you to see where you can improve.
6. SMRP is excited to help you pass the exam and expand your
career! The society is devoted to helping maintenance and reliabil-
ity professionals, and our staff is ready to assist you.
As part a new partnership with Plant Engineering, SMRP will
have two blog pieces featured on the publication’s website each
month devoted to maintenance and reliability news, developments
and industry trends. If you’re interested in submitting, please contact
Ann Cantrell at acantrell@smrp.org.
SMRP’s certification programs were recently featured in Plant Engineering magazine. SMRP Chair Nick Roberts, CMRP, DuPont, addresses the value and benefits of SMRP certifications.
The exam team has been hard at work improving exam content
as we continue to administer more tests around the world.
Working with our soon-to-be launched electronic exam system, we
will drastically increase our world-wide foot print and the ability
to offer exams in many countries. Soon there will be 300 locations
worldwide to take SMRP exams.
Nigeria is one
country that is work-
ing to increase the
number of CMRPs and
a number of individuals
earned their certifica-
tion this winter after
taking exams at two
venues in the country.
The Shell Corporation
has tested some of their
reliability engineers for
on-shore and off-shore operations. For the on-shore testing date,
16 new CMRPs were certified. The exam venue was planned and
organized by Nexus Alliance, who offers training and support in
reliability efforts in Nigeria and Ghana. Nexus is now a sustaining
sponsor of SMRP and will continue to support our efforts.
Shell and the oil and gas company Chester Mead hosted a
second exam in Lagos, Nigeria in February. At this testing ses-
sion, we administered exams to 16 applicants. The effort of the
Shell Corporation in Nigeria is an excellent example of building
knowledge and skills through SMRP and the certification exam.
All these certificates studied for the exam and worked to improve
their skills in the areas of the Body of Knowledge.
Another area of the world that held their first exam to certify
reliability professionals is Trinidad. The Society for Tribologists
and Lubrication Engineers (STLE) Trinidad/Tobago—a SMRP
sustaining sponsor—hosted the exam venue. At the venue, we
gave 18 CMRP exams and I hope for great success and many more
CMRPs in the future on the island.
As these countries and others look to the future and work to
develop M&R professionals, we have to realize the importance of
being an international organization. The knowledge of the many
professionals involved in SMRP will be a factor and a fuel to drive
the reliability process in many fields of expertise.
New CMRPs in Nigeria, Trinidad & TobagoBY: TERRY HARRIS, CMRP, SMRP EXAM DIRECTOR
Exam venue team at the STLE office in Trinidad.
Shell is working to get their reliability engineers CMRP certified through exams such as the one in Port Harcourt, Nigeria.
“With the current economic
situation, there are plenty
of candidates to choose
from, and earning a
certification is one way
to stand apart from all
the others.”
14 SMRP SOLUTIONS 15 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2April 2014 | Volume 9, Issue 2
SMRPCO UPDATE BODY OF KNOWLEDGE (BOK) CORNER
Demand Strong for CMRP & CMRT CertificationsBY VLAD BACALU, CMRP, CMRT
SMRP CERTIFYING ORGANIZATION (SMRPCO)
D espite the uneven economic recovery, demand for SMRP cer-
tifications continues to grow in our field. Projections indicate
that we will meet or exceed our goals this year for exams taken for
both the Certified Maintenance & Reliability Professional (CMRP)
and Certified Maintenance & Reliability Technician (CMRT). For
CMRP, we have a fighting shot at reaching our “high water mark”
set in 2007-08 right before the start of the Great Recession. More
and more, maintenance and reliability professionals displaying
their certificates, carrying the designations on their business
cards and having their names appear in the online SMRP certi-
fication directory are being recognized as leaders and experts in
our profession.
In January, the SMRPCO Board met in Atlanta for a produc-
tive meeting and cut-score workshop, despite a rare winter storm
that gridlocked the entire city. Among other things, a decision was
made to enhance our reporting for CMRT in order to help assess
skills.
A new feedback form will show the results in a bar graph
format for the tasks associated with each domain. This change
will allow the candidates to identify
the tasks with lower scores and focus
on improving their knowledge within
these tasks. With the CMRT, the task
level feedback will provide the neces-
sary information to evaluate the skills
of the candidate, thereby making the exam a skills-assessment
tool along with being a certification.
In my last article for Solutions, I underscored the importance
of listening to the voice of the customer or the voice of the mem-
bers. In order to achieve this goal, SMRP has recently added a
Feedback link to the SMRP website and the top right of the page.
Once you click on this link, you are able to enter your comments
according to different categories including certifications, mem-
bership, chapters, Shared Interest Groups, Solutions magazine,
Annual Conference and meetings.
We are also excited to welcome Anne Marie DeSimone to the
Certification staff at Headquarters. Her areas of responsibility and
contact information are listed in the “Meet our Staff” section on
page 20.
In conclusion, the initiatives I mentioned in January are either
completed or moving closer to completion. These developments are
very exciting, but also put a lot of demand on our volunteers and
staff.
I would like to thank everyone who contributed and helped
with these initiatives.
And remember that the success of our
certifications depends on its members
and we want to hear your suggestions
and comments.
In recent months, we’ve seen some changes within the Body of
Knowledge committees with members being reassigned to other
job duties or moving on to other work endeavors in their M&R
careers. It just goes to show that M&R is a real and much needed
skill in companies around the world.
Our team is working to compile the M&R Body of Knowledge’s
new Level 3 content for the CMRP including concepts, tools/
techniques and processes to reinforce and enhance user/candi-
date understanding. The Level 3 descriptions are built off of the
key points in Level 2 to establish the Level 3 headers and then to
determine if and where each item fits. The content for each Level 3
header with the following categories may include:
� Concepts
� Tools and/or techniques
� Processes
However, not every Level 3 item
necessarily includes all three
categories. Supplemental material
will include a summary description
when appropriate for each Level 3 sub header and followed by
listings and descriptions of fundamental concepts, tools and tech-
niques and processes that support the subtitle descriptions.
Throughout the development of each Pillar, the Level 3
description team communicates to a team lead that in turn com-
pares notes with the other team leads. Input is gathered through
periodic meetings where committee members share knowledge and
information on the progress of each goal.
As with the CMRP, work is underway to define Level 3 for the
CMRT for each of the four domains.
Body of Knowledge enhancements underway for CMRP and CMRTCertificationsBY: BILL LYONS, CMRP
The SMRP Certifying Organization (SMRPCO) and SMRP strive to score, process, and mail exam results to CMRP and CMRT candidates within a reasonable amount of time — four to five weeks — from when the exam was administered. There are, however, a number of variables that may impact the rate at which these results are received.
For the paper exam sessions held in February 2014, results were mailed from SMRP, on average, 18 days following the exam date.
CMRP & CMRT Paper Exams: Turnaround Time from SMRPCO
CERTIFICATION UPDATE
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continued on page 21
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16 SMRP SOLUTIONS 17 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2April 2014 | Volume 9, Issue 2
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MEMBER CORNER
SMRP SIG Learns Value of Applying Asset Management to Capital ProjectsBY VIJAY MOHAN, SIG CHAIR
The Oil, Gas and Petrochemical Shared Interest Group (SIG)
recently sponsored a webinar titled “Reliability and Economic
Analysis: Benefits of RAM and Life Cycle Cost Evaluations during
Design.”
Jacobs Engineering demonstrated the value of applying asset
management (reliability, availability and maintainability) prac-
tices during a capital project. The application of these practices
results in reduced project scope, improved risk mitigation, lower
total installed costs and long-term improvement in operating costs
and productivity. These value adding practices are organized into
defined strategies under the term “Operational Readiness.”
The presentation identified what owners are looking for in
their capital project deliverables and the questions that needed to
be answered such as:
� What will be the overall cost?
� When can I start making money?
� How much product will be created?
Project managers are mostly concerned about cost and schedul-
ing while the value of defining the availability the project will
deliver is only obtained through operational readiness practices
and in particular RAM analysis. The argument for using these
tools is strengthened by rule of thumb that 80 percent of the reli-
ability of a capital project comes from design. Unfortunately, the
design process loses value through lack of modeling, inefficient
configurations, poor specification of equipment, lack of a good
turnover package and other problems.
Companies with emphasis on the life-cycle of their assets are
currently requesting the application of these tools and have work
processes established to support their implementation. Examples
of these operational readiness strategies include maintenance
readiness which includes ensuring that maintenance delivery is
established for asset care plans and the computerized mainte-
nance management system is preloaded with the asset hierarchy,
maintenance tasks and bill of materials prior to startup.
Life-cycle design support ensures that the optimum equipment
configuration and specifications
Management Expert Chester Elton is Keynote for 2014 SMRP Annual Conference
MEMBER CORNER
By P
ractitio
ners for Practitioners
SHARED INTEREST GROUP
Oil, Gas, and Petrochemicals
Be Social with SMRP
The SMRP Annual Conference is a great opportuni-
ty to network with M&R professionals and experts
from around the world, but if you cannot wait until next
October, just visit the Society’s Facebook, LinkedIn and
Twitter pages to stay in touch with thousands of practi-
tioners in your industry.
The SMRP LinkedIn group features discussions on the
latest trends and technology on physical asset management. With
over 12,000 members worldwide, the group is a unique online
resource to help professionals expand
their knowledge and business relations.
Our Facebook page also features
real-time updates on all SMRP happenings
including the latest information on the
SMRP 2014 Annual Conference in Orlando.
Visit www.facebook.com/smrpkco, like our page
and connect with our online community of over 4,000 fans.
2014Annual
Conference ORLANDO,
FloridaOctober 20–23
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continued on page 21
The 2014 SMRP Annual Conference in Orlando, Oct. 20-23,
will feature best-selling author and management expert
Chester Elton as its keynote speaker. The author of several suc-
cessful leadership books such as All In, The Carrot Principle, and
The Orange Revolution, Elton provides insight into the best way
to manage employees and create a successful work culture. His
“Engage, Enable and Energize” formula outlines how high-
performance organizations
deliver extraordinary results by
creating a vibrant, productive
culture where people believe that what they do matters and that
they can make a difference. Don’t miss this opportunity to learn
how to develop leaders and increase productivity in your plant!
Spring & Summer Executive Meetings are Set
SMRP Executive Members: Mark your calendars now for the
upcoming Spring and Summer Executive Meetings! In April,
we’ll be heading to the Rockies! Meetings will be held at the headquar-
ters of Newmont Mining and attendees will tour the National Institute
of Standards and Technology, April 22-24. This summer, we are at the
DuPont Washington Works plant in West Virginia, July 29-31.
Executive Meetings are a special opportunity to connect and network with your colleagues outside of the Annual Conference and
get a chance to see first-hand how other companies apply M&R practices to keep their operations running smoothly. Registration for the
Spring Meeting is open. Visit www.smrp.org for more information.
Executive Members are invited to send as many as five employees as a benefit of membership. To learn more about upgrading your
Individual Membership to the Executive level, visit the SMRP website or contact Marella Bivins at mbivins@smrp.org.
Education on Demand: Increase Your M&R Knowledge, Improve Your Career
SMRP is now providing you new opportunities for continuing
education through our new online education portal. The
on-demand educational seminars include 18 hours of sessions
from the 2013 SMRP Annual Conference in Indianapolis. For
conference attendees, the sessions are a great opportunity to re-
visit lessons from the event or check out track sessions you missed
at a discounted price. If you were unable to
attend the conference, just visit education.
smrp.org to purchase sessions on the SMRP Five
Pillars of the Body of Knowledge: business and management,
manufacturing process reliability, equipment reliability, organiza-
tion and leadership and work management.
18 SMRP SOLUTIONS 19 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2April 2014 | Volume 9, Issue 2
CHAPTER ROUND-UP CHAPTER ROUND-UP
T he new Greater Cincinnati-Northern
Kentucky Chapter hosted its first meeting
of the year on January 16 at the Miller-Coors
facility in Trenton, OH. The chapter, which
formed just last year, used the event as an
opportunity to plan future meetings, introduce
chapter members and select M&R topics for future discussions. The
group also toured the facility and learned about the maintenance
and reliability practices involved in producing beer.
GREATER CINCINNATI-NORTHERN KENTUCKY CHAPTERNEW GROUP LAUNCHES WITH TOUR OF MILLER-COORS PLANT
• CHAPTER CONTACTS
Bill Schlegel billschlegel75@gmail.com
Andy Inman andrew.inman@tema.toyota.com
Donald Nice don.nice@skf.com
Jeff Stegemiller jeff.stegemiller@gallatinsteel.com
Chair:
Vice Chair:
Secretary:
Treasurer:
On January 30, the Ontario Chapter
organized a meeting for the member-
ship to provide an opportunity to learn more about
advances in the M&R field. The highlight of the night
was a session led by David Armstrong, reliability practitioner and
user engagement manager at Bentley Systems, about the recently
released ISO 55000 standard. Members and guests were given the
opportunity to learn in-depth knowledge of the new standard and
what the potential effects will be on asset management. Lively dis-
cussion and excellent questions followed the terrific presentation.
A second session was titled “Ask the Expert” and was a new
feature for Chapter members. The spot gives the membership an
opportunity to ask tough questions on topics related to the Five
Pillars of the Body of Knowledge. The topic of failure modes from
extreme weather was of particular interest due to the recent frigid
temperatures throughout Ontario and the surrounding regions.
The session was moderated by Chapter Chair Carlo Odoardi and
was beneficial in connecting members on similar challenges. The
meeting concluded with the traditional draw for a $100 Keg Gift
Certificate that was won by Dave Merko at Agrium!
• CHAPTER CONTACTS
Carlo Odoardi carlo.odoardi@cogeco.ca
Mohammed Pasha abbupasha@yahoo.com
Craig Mock craig.mock@rogers.com
Liane Harris liane@machinehealthcare.com
Chair:
Vice-Chair:
Secretary:
Treasurer:
ONTARIO CHAPTER DIVING IN TO ISO 55000
The Carolinas Chapter held their
first meeting of the new year on
January 31 at the 600 Club of the Uni-
versity of South Carolina’s William Brice
Stadium. The chapter hosted an all-day
panel discussion to consider the challenges
and opportunities in maintenance management
this year. The discussion was a big hit with
attendees and the panel and the venue was excellent.
We would like to thanks Steve Carter with Showa Denko
Carbon, along with SMRP Chair Nick Roberts with Dupont,
Mark Young with Corporate Reliability, SMRP Immediate
Past Chair Shon Isenhour with GPAllied and Bob Williamson with
Strategic Work Systems for serving on the panel and fielding ques-
tions from the members.
The next Carolinas Chapter meeting will be May 2 at the
Timken facility in Gaffney, SC. Check out the chapter page at
www.smrp.org for more information and announcements.
CAROLINAS CHAPTER PANELISTS INCLUDE SMRP OFFICERS
Guest Panel (Left to Right) Steve Carter, Nick Roberts, Bob Williamson, Mark Young, Shon Isenhour
The Houston Chapter is making
preparations for its Maintenance
and Reliability Symposium (MaRS)
August 13-15 in Galveston, Texas. The
event will open with a golf tourna-
ment with proceeds going to a scholar-
ship fund for technicians in two-year
programs in the Gulf Coast area. MaRS
is supported by the Texas Chemical Council (TCC) and the As-
sociated Chemical Industry of Texas (ACIT) for its training value
and providing networking opportunities for the industry’s newest
generation of maintenance and reliability engineers. Additionally,
proceeds from MaRS are used to provide scholarships for engi-
neering students and technicians enrolled in degree programs in
related fields of study.
Chapter Chair Jimmy Jernigan will open proceedings on
Thursday before M&R expert and author Ron Moore delivers a
presentation on maintenance and reliability.
The MaRS 2014 technical program offers timely presenta-
tions addressing topics under one of the Five Pillars of the SMRP
Body of Knowledge: business and management, process reliability,
equipment reliability, work management and organization and
leadership. Additionally this year there will be a track on opera-
tions. Attendees create their own course of study by selecting six
sessions from 18 offered presentations.
HOUSTON CHAPTER PREPARING FOR MaRS IN AUGUST
Chair:
Co-Chair:
Secretary:
Treasurer:
Past Chair:
Program Chair:
• CHAPTER CONTACTS
Steven Eubanks steven.eubanks@tpcgrp.com
Jimmy Jernigan steven.eubanks@tpcgrp.com
Doug Henry doug.henry@Petrofac.com
Greg Dunn gdunn@turner-industries.com
Clay Naiser clay.naiser@shell.com
Ed Foster edfoster@mundycos.com
Chair:
Vice-Chair:
Past Chair:
Treasurer:
Secretary:
Education Director:
Communications
Director:
• CHAPTER CONTACTS
Bob Call bob.c@greytopconsulting.com
Robert Wiggins rwiggins@sdkc.com
Steve Carter scarter@sdkc.com
Scott Taylor scotttaylor@mundycos.com
Jeff Beukema jeff@transworldinceletric.com
Bob Peffen peffen@mrgsolutions.com
Jeff Merrill jeff.merrell@dayzim.com
21 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 220 SMRP SOLUTIONS April 2014 | Volume 9, Issue 220
CHAPTER ROUND-UP
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The Northeast Florida Chapter kicked off its first meeting of the
year at the Busch Plant in Jacksonville, Fla. on Friday, February
21. Geoffrey Bidlack and Jim Wilke with NTN Bearing Corporation of
America gave talks on bearing reliability complete with forensic pho-
tos, lubrication tips and guidelines for improving reliability.
Roger Collard, RCM Practitioner with Wyle Labs and SMRPCO
board member, provided some history on the CMRP and CMRT
exams along with suggestions for studying for the exam. There
was considerable interest among several of those in attendance
in getting together with other candidates for study sessions for
the CMRP exam.
In the future, the chapter will host three mini-conferences
per year with educational meetings on the Five Pillars of
Knowledge.
• CHAPTER CONTACTS
Rick Story rickstory@fluidflow.com
Robert Schindler robertschindler@bellsouth.net
Debbi Gray debbi.gray@wyle.com
Doc Palmer docpalmer@palmerplanning.com
Chair:
Vice-Chair:
Secretary/
Treasurer:
Past Chair:
NORTHEAST FLORIDA CHAPTER KICKS OFF NEW YEAR WITH TOUR OF BUSCH
Meet SMRP’s new staff members!
SMRP Headquarters • 1100 Johnson Ferry Rd., Suite 300 • Atlanta, GA 30342 • 1-800-950-7354 • info@smrp.org
MEMBER CORNER
BODY OF KNOWLEDGE (BOK) CORNER
The Need for Volunteers
The SMRP Maintenance & Reliability Knowledge (M&RK) com-
mittee is embarking on exciting initiatives to continue to add
value to the existing CMRP and CMRT exams. Even though much
work has been accomplished, we have not completed the objective
and we need help to achieve our final goals. The committee plans
to finalize all descriptive levels for the CMRP and CMRT so the
certifications can continue to provide value to our SMRP members
for years to come.
We seek additional team members to help us achieve our goals
and objectives set by the BoK Directorate. The committee is look-
ing for volunteers to actively join one of the committee teams to
help us reach our goal with completing Level 3 descriptions.
If you are interested, please answer the following questions
and contact me at bill.lyons@holcim.com.
1. Are you interested and able to serve as
a committee chairman or vice-chairman
(which entails additional time commit-
ment and leadership skills)?
2. If so, which committee aligns best
with your expertise and interest?
3. Do you have comments, suggestions or ideas that you would
like to convey that would help the BoK Directorate regain its
footing and succeed in delivering high value to the community?
Requirements for joining a CMRP or CMRT team include
attending tri-weekly conference calls, completing some homework
and attending at least one of the in-person meetings per year.
Members of SMRP committees and volunteers will be required to
sign the SMRP Committee Member Code of Conduct.
Conclusion
In summary, certification brings value to the individual as well as
to the organization. It demonstrates a high level of commitment to
the field of maintenance, increasing the individual’s credibility and
professional reputation and opportunities for
career advancement. Companies gain an in-
creased confidence in their employees’ ability
to maintain assets, an ongoing enhancement
of knowledge and skills of the maintenance
technicians, better safety practices and a
competitive edge over competitors.
continued from page 15
are in place before detailed design starts. The short term costs
outweigh the long term benefits for the owner.
Finally, the presentation provided several examples of the
application of these practices covering pulp and paper, oil and
gas and other industries. These applications provided adequate
returns on investment for the application of operational readiness.
Clients today are increasingly aware of the power of this tool and
are requesting that it be used on their projects.
For more information about the Oil, Gas and Petrochemical
SIG, visit www.smrp.org or contact Anne Marie DeSimone at
adesimone@smrp.org.
continued from page 17
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• Ann Cantrell Communications Specialist
Direct: 678-303-3044 or acantrell@smrp.org
• Advertising in SMRP’s Solutions magazine • Submitting articles for consideration for Solutions magazine
• Anne Marie DeSimone Staff Associate
Direct: 678-303-2978 or adesimone@smrp.org
• General questions from exam takers about SMRP certification (CMRP or CMRT) • Questions about SMRP local Chapters or Shared Interest Groups (SIGs)
� Late Spring 2014: Business Management
� Summer 2014: Manufacturing Process Reliability
� Fall 2014: Equipment Reliability
Don’t miss the upcoming 2014 issues of Solutions:
How Condition Monitoring Improves Work and Planning
Scheduling
4
A Viable “Reliable” Opportunity
8
2013 SMRP Annual Conference
Connecting M&R Professionals from Around the U.S. and
the World
10
The magazine by practitioners for practitioners.
Connecting the Best in Maintenance and Reliability
January 2014 | Volume 9, Issue 1www.smrp.org
2013 Annual Conference:
Connecting the Best in Maintenance and Reliability
23 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 222 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2
Noelmar Abbade
Tom Abeloos
Egemin
Lori Abney
Huntsman
Emerson Abril
Manuel Acuña
Petrobras
Mark Adam
JMC Steel - Atlas Tube
Javier Antonino
Aguilar Ovando
Khalid AL-Ayadhi
Saudi Aramco
Julian Alfonso
Abdullah Alghamdi
Maaden Aluminum
Jon Allen
Babcock & Wilcox
Ahmed AlUmair
Saudi Aramco
Domitilo Alvarez Correa
Godfrey Amoye
Ashish Anand
Asahi Kasei Plastics Singapore Pte Ltd.
Joe Anderson
Schreiber Foods
Deryk Anderson
Amvec
Simon Andrew
BP Upstream
Jhon Alexis
Angarita Donado
Erick Araújo
Diego Mauricio Arango
CCA - MAZDA
Cristian Arciniegas
Policia Nacional
Dwayne Ariola
Commissioning Agents, Inc.
Veronica Ariza
Petroamazonas
Edwin Arroyo
Commissioning Agents, Inc.
Arslan Aslam
Pakarab Fertilizers Multan Pakistan
Paul Ausbrooks
Umit Aytac
Schlumberger Wireline
Sean Back
Cargill, Inc.
Mark Baker
Mississippi Lime Co.
Valdimar Baloursson
Alcoa Inc.
Cesar Barajas
Wood Group PSN
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CIDIM-IPN
Oscar Barrios
Jorge Barros
ARGOS SA
James Bayne
Hershey Chocolate
Hector Bedoya
John Crane
Camilo Andres Bejarano Caicedo
Wood Group PSN
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Therma Tru
Tommy Bernard
Brown and Caldwell
Dennis Berrios
Commissioning Agents, Inc.
Henk Beukers
Michael Beyer
Enterprise Vision Builders
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ABB
Stephane Bilodeau
Bilodeau conseil inc
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Critical Information Network
NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS
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AES
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Merck Arecibo
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Fluor Corporation
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Shell
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Ellwood Mill Products
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BP Chembel nv
Thawatchai Boonmun
IRPC
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Commissioning Agents, Inc.
Kay Bourque
Mosaic
John Britt
Green Mountain Coffee Roasters
Lawrence Brod
Rockwell Automation
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Commissioning Agents, Inc.
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Southeastern Packaging
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ECOPETROL S.A.
Ken Buffington
GPAllied
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Advanced Technology Services
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Baxter Healthcare
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Management Resources Group, Inc.
Jaime Cárdenas
Juan Cadena
Muma
Lynn Caillouet
Cargill Corn Milling
Ronald Calvo Muñoz
SKF Latin American Ltda
John Camacho
Confipetrol S.A.
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Consorcio CDE-Concrelec
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Wood Group Colombia
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Mark Carey
Imperial Oil
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Saskatoon Processing Co.
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Sealed Air Corporation
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Wood Group PSN
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Reliasoft Brasil
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EAB
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Nystar Belgium
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PNC
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BP Chembel nv
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AREVA
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Promigas
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Commissioning Agents, Inc.
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The Timken Company
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24 SMRP SOLUTIONS 25 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2April 2014 | Volume 9, Issue 2
NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS
Charles Coogan
Acquisition Logistics Engineering
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Dow Agro Sciences
Edison Cordoba Moreno
Best Process SAS
Steve Courchesne
Air Liquide Canada
Nathan Coy
Commissioning Agents, Inc.
Alex Cuevas
JACOBS
Gustavo Cunha
Anglo American - IOB
Lisa Curtis
Owens Corning
Suryaprakash D
Praxair, Inc.
Tapan Dalwadi
Cenovus Energy Inc.
Ahmed Danish
SKF Egypt LLC
Joseph De Castro
Weatherford
David Enrique De Castro
King Drummond LTD
Gertjan De Jager
KPMG
Fernando Enrique De la hoz Moreno
Carbones del Cerrejon LLC
Michael DeLuca
SAMI
Nenad Deusic
MCID
Raf Dierckx
Borealis
Richard Downer
MWV
Fredy Alonso Duarte Sanguino
Confipetrol
Billy Duncan
Grifols
Damion Dunne
BP Americas Inc.
Carlos Echevarria
Amgen Ltd.
Edidiong Efiong
Telefonia Ltd
Amanda Egerton
Egerton Consulting Ltd
Hafthor Eiriksson
Alcoa, Inc.
Kevin Elder
Hershey Chocolate
Kerina Epperly
Commissioning Agents, Inc.
Edwin Espejo
Byron Efrén Espinosa Sánchez
Concretos Argos S.A.
Lewis Ferguson
Commissioning Agents, Inc.
Erick Fialho
Roger Filannino
Commissioning Agents, Inc.
Steven Finco
Commissioning Agents, Inc.
Phillip Fisler
Solvay Specialty Polymers
Joshua Flatla
Fabcon, Inc.
Terrence Fletcher
Mueller Water Products
Javier Florez
Wood Group PSN Colombia S.A.
Socrates Fofano
Abraman
Carlos Hernando
Fonseca Becerra
Oscar Libardo Fonseca Melo
Independente
Kyle Ford
Joseph Forester
Fabcon, Inc.
Sigurnur Freysson
Alcoa, Inc.
Robert Fuzer
Inreco Hungary kft.
James Gaines
Commissioning Agents, Inc.
Tom Gallagher
XL Americas
Rodrigo Garcia
Confipetrol
Fredy Garcia
AMS Group Ltda
Borgthor Geirsson
Alcoa, Inc.
Luc Gendron
Robert Giacobbe
Accenture
Carlos Alberto Giraldo Duarte
Ecopetrol S.A
Mauricio Giraldo Estrada
Concretos Argos
Dave Glover
Commissioning Agents, Inc.
Stephen Goethals
GP Strategies
Jon Goetsch
Shell
Moataz Gomaa
Freelancer
Nestor Gonzalez
Leonardo Gonzalez Carrasco
Fuerza Aerea Colombiana
Maria Granados
Benito Guerra Fuentes
Confipetrol
Gunnar Gunnarsson
Alcoa, Inc.
Timothy Hamberg
Baldor Electric
Jason Handlon
Commissioning Agents, Inc.
Daniel Haney
CACI
Jeffrey Hanoff
Cosmo Specialty Fibers
Hogni Pall Hardarson
Alcoa Inc.
Mark Harmison
Samuel Hayes
Accenture
Michael Healy
TRONOX
Jason Heath
Westar Energy
Michael Heemsbergen
Pioneer Engineering
Bryan Henderson
Gabriel Gustavo Hernandez Herrera
Bavaria Sabmiller
Oscar Mauricio Herrera Ruiz
Ingenio Carmelita S.A.
Jody Hilderman
Mosaic Potash
Elmer Hill
Anthony Hsu
Commissioning Agents, Inc.
Debbie Hubbard
Commissioning Agents, Inc.
Keun Hur
National Institute of Health
Rob Hutchinson
Nova Chemicals
Edgar Alberto Ibarra Osorio
LMC & LMV SAP
Juan Alejandro Iturriago Jimenez
Concretos Argos S.A.
Salim Jaffer
Mario Alexander Jaimes Fernández
Confipetrol S.A.
Guillermo A. Jara Garzón
Confipetrol S.A.
Ivan Jaramillo
Terry Jarrett
Koch Industries, Inc.
26 SMRP SOLUTIONS 27 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2April 2014 | Volume 9, Issue 2
NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS
Glen Jenkins
PPG Aerospace
Reid Jenner
Commissioning Agents, Inc.
Robert Jenson
Commissioning Agents, Inc.
Lissa Ji
Commissioning Agents, Inc.
Cornell John
Monet Johnson
Commissioning Agents, Inc.
Alvin Johnson
International Paper
Rick Jones
Commissioning Agents, Inc.
Bobby Kaufman
Fabcon, Inc.
John Keirstead
Potash Corporation of Saskatchewan (Sussex Division)
William Kinard
Prometheus Group
Steve Kirk
Tex-Fin Inc.
Christopher Knight
Constellium
Chuck Kohut
Dreisilker Electrical Motors Inc.
Marcel Kok
Mainnovation Inc.
Nugraha Komar
Indonesia Power
Martin Kopchia
Cosyn Technology
David Kranz
Cargill, Inc.
Andy Kuvent
Commissioning Agents, Inc.
Amrish Lachman
Alcoa, Inc.
Daniel Lachman
Alcoa, Inc.
Darwing Lafaurie
BHP Billiton
Jim Lake
Domtar, Inc
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Hillshire Brands Company
Dominic Laquerre
Cascades, Inc.
Jared Lathrop
Portland General Electric
Isa Lawhorn
Meggitt Sensing Systems
Sangsu Lee
Kogas
Michael Lett
Grogan Lewis
Commissioning Agents, Inc.
Michael Lewis
Emerson Process Management
Eric Lewis
Alcoa, Inc.
Allyn Lindholm
Commissioning Agents, Inc.
Richard Lively
Arkema
Andres Lobo Criado
R2A Consultoria S.A.S.
Charles Loeffelholz
Commissioning Agents, Inc.
Edwin Londono
BIO D SA
Hendrik Loock
TSB Sugar
Juan Carlos Lopez Rozo
PSE
Joel Lorentz
Spokane Community College
Mead Lotz
Commissioning Agents, Inc.
Matthew Luimes
Celanese
Milena Luna Rojas
AMS Group
Scott Mackley
Commissioning Agents, Inc.
Alex Makarewicz
Lockheed Martin
Christopher Martin
Advanced Technology Services
Maria Alejandra Martinez Delgado
Ingenieros de Lubricación
Pedro Leonardo Martinez Rivera
Karl Agust Matthiasson
Alcoa, Inc.
Ryan McAdoo
Patterson UTI
Michael McGee
Fluor
Peter McLiverty
Novaspect
Adriana Mejia
Olmer Antonio Mejia Restrepo
Ecopetrol
Liege Melo
Abraman
Sergio Ivan Merchan Mejia
Tecnicontrol
Christopher Mertz
Nextera Energy Resources
Leonard Middleton
Asset management Solutions
Saleh Mohamed
Qatargas OPCO
Will Moore
Great Plains Industries
Alfonso Mora
Consorcio Confipetrol S.A.
Nicolas Morales Garcia
Confipetrol SA
Antonio Javier Morales Iriarte
Confipetrol S.A.
Orlando Morean
Gustavo Moreno
CNRL
George Morgan
Shell
Tyson Morss
Fabcon, Inc.
Joseph Motz
Alcoa, Inc.
Chad Mouton
Shell Exploration & Production Co. Inc.
Carlos Arturo Mujica Benavides
Confipetrol S.A.
Brian Murphy
Commissioning Agents, Inc.
Patrick Murray
Commissioning Agents, Inc.
Brett Myers
Commissioning Agents, Inc.
Tariq Nadeem
Saudi Armco
Dale Novak
CF Industries
Ildemar Nunes
Petrobras
Russell Nyorere
Robert O’Connell
Fabcon Present, LLC
Olukayode Ogunfowora
Esso Exploration & Production Nigeria Limited
Kristjan Olafsso
Alcoa Inc.
Steinar Omarsson
Alcoa, Inc.
Cesar Mauricio Ortiz Ruiz
Confipetrol S.A.
Rodney Osborne
BorgWarner
Andrew Overton
Georgia Pacific
Leonardo Pérez Restrepo
Confipetrol S.A.
Jerry Paciorek
Commissioning Agents, Inc.
Lisa Page
Commissioning Agents, Inc.
Kristjan Palsson
Alcoa, Inc.
28 SMRP SOLUTIONS 29 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2April 2014 | Volume 9, Issue 2
NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS
Irene Pang
Commissioning Agents, Inc.
Fred Pare
UGL
Anthony Park
Gyrus ACMI, Inc. OSTA
Austin Partee
Fabcon - USA
Ravi Paul
Commissioning Agents, Inc.
Sajo paul
Tvs Motor Company
Steve Pauly
Goodyear Tire & Rubber Co.
Julian Paz
Clariant
Andres Peña
BioD S.A.
Jose Alexander Peña Becerra
Confipetrol S.A.
Sebastian Pedraza
Panthers Machinery
Jeant Jorge Peinado Gonzalez
Confipetrol S.A.
Paul Pereira
Jose Leonardo Perez
Gino Perkins
Nissan Motor
Neil Perrin
Advanced Technology Services
Justin Perry
Huber Engineered Woods, LLC.
Toritseju Pessu
Cenovus Energy
Angie Pettinger
Marian Pietrasik
Cliffs Natural Resources
Luis Felipe Pinzon Alba
Michael Pitts
Lockheed Martin Aeronautics
Benjamin Poku
Rich Products
Alfredo Polo
Tecnicontrol
Sudhendu Prakash
Steve Preston
Schreiber Foods
Jesus Pulido
Newmont Mining Corp.
Carlos Alberto Quintero Mora
Confipetrol S.A.
Marco Quintero Tafur
Mecánicos Asociados S.A.S
Krishan RAJ
Accenture Sdn Bhd
Carlos Ramirez Cortes
Wood Group Colombia
Tom Ranna
ExxonMobil
John Reay
Rio Tinto
Bradley Redman
Hershey Chocolate
Edward Reich
Commissioning Agents, Inc.
Francisco Rendon
Petrobras
Miguel Reyes
Phillip Reynolds
The Hershey Company
William Rich
Robert Riley
Retired
Wilfredo Rivera
Wood Group PSN
Sallie Roberts
Commissioning Agents, Inc.
Terry Robinson
Williams - Midstream
Warren Rodgers
Nova Scotia Power
Nairo Julian Rodriguez Ballesteros
Tecnicontrol
Jhon Roman
RMR Reliability & Maintenance Resources
Ilse Ros
Real Dolmen
Aaron Roth
Commissioning Agents, Inc.
Pedro Rubio
AMS Group
David Ruiz
AMS Group Ltda
Edwin Sanchez
Confipetrol S.A.
Ivan Sabata
Conservas California S.A.
Julian Andres Sabogal Vanegas
Mansarovar
Allan Sam-Epelle
Exterran
Kolawole Sangodoyin
PAM Consulting Limited
Jesús Eduardo Sanz
Cementos Argos S.A.
Andrés David Sarria Gómez
Colceramica Corona
Mauro Sato
Alcoa - CAW Clarendon Alumina Works
Daniel Schaefer
Noltex
Michael Schwan
Commissioning Agents, Inc.
Bradley Scott
U.S. Air Force
Chad Sedbrook
Carlos Mario Segura Hoyos
John Sexton
BASF
Syed Shah
Qatar Petroleum
Frank Shearman
David Shenberger
Commissioning Agents, Inc.
Charles Sherburne
Fabcon, Inc.
Ardavan Shirazi Rad
Lloydel Shirley
Alcoa, Inc. - Warrick Operations
Sindri Sigurdsson
Alcoa, Inc.
Asgrimur Sigurdsson
Alcoa, Inc.
Jozef Simoens
Egemin
Robert Simpson
Commissioning Agents, Inc.
Paul Simpson
Meggitt Sensing Systems
Carl Siroky
CHS, Inc.
H.P. Slater
Management Resources Group, Inc.
Bill Slonaker
Mobius Institute North America
Robert Smith
Commissioning Agents, Inc.
James Smith
Brian Smith
Advanced Technology Services
Vinicio Solis
Petroamazonas
Michael Sorensen
Scott Stanton
Corden Pharma Colorado
Bryan Stanton
Lockheed Martin Corporation
Jeremy Staton
Babcock & Wilcox
Benedikt Stefansson
Alcoa, Inc.
David Stetler
Bruno Storino
Management Resources Group, Inc.
Kraig Strauch
US Bureau of Reclamation
Thomas Strenge
Brunson Instrument Company
30 SMRP SOLUTIONS 31 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2April 2014 | Volume 9, Issue 2
NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS/ CMRPs
Todd Strohschein
Samsung Austin Semiconductor
Ray Stull
Meggitt Sensing Systems
Paola Suárez
ACIEM Cundinamarca
Estevan Suarez
Testing & Services
Elkin Jesus Suarez Calvo
Confipetrol S.A.
Jose Daniel Suarez Gonzalez
Consorcio Confipetrol
Isham Sudardjat
Qatar Petroleum
Syed Tabrez
Celanese EVA Performance Polymers
James Taffer
Baldor Electric
Carlos Arturo Tafurt Cardona
Motoplantas Bristol- Enertem
Calvin Talley
Roger Taylor
Ian Teh
Commissioning Agents, Inc.
Tesfahun Temesgen
Bristol-Myers Squibb
Gary Tenney
CTB, Inc.
Victor Teran Henriquez
Bogota
Paul Terry
Axiall Corporation
Johan Thomas
Kuwait National Petroleum Company
Tony Thompson
Commissioning Agents, Inc.
William Thorn
Pfizer, Inc.
James Tingey
Polaris Laboratories
Jerry Todd
MSA
Birgir Tomasson
Alcoa, Inc.
Juliano Torres
AES Tietê
Miguel Angel Torres Martinez
Chevron Petroleum Company
Carlos Alberto Torres Meneses
Don Tragethon
Western Precooling
Ava Tran
ARAMARK Facility Services
Bob Trayers
Stryker Medical
Alessandro Trombeta
Jairo Iván Trujillo
Petrotiger
Carlos Trujillo
Confipetrol S.A.
Thomas Tuetken
Horizon Milling - Cargill Inc
Kellie Turner
Seco SYS
Wilder Uchuvo Bohorquez
Paul Udensi
Jefferth Valencia
Pordur Valoimarsson
Alcoa, Inc.
Rao Vamsidhar
Rashtriya Ispat Nigam Limited (RINL)
Arto Van Bauwel
Egemin
Johannes Van Pelt
ABB
Rodrigo Adolfo Vargas Diaz
Emgesa S.A E.S.P
Vimarie Vega
Commissioning Agents, Inc.
Cristian Vega De Lavalle
Drummond Ltd
Jorge Velez
Reficar
Barry VerMeer
Rockwell Automation
Keith Vey
Commissioning Agents, Inc.
Jonathan Vick
Nissan Motor Manufacturing
Vikas Vij
Nova Chemicals Corporation
Carlos Alberto Villamizar Sosa
Consorcio Confipetrol
Sergio Villarreal
Wood Group PSN
Sergio Alexander
Vulferthasky Munevar
Glenn Wallace
Commissioning Agents, Inc.
Nasri Warsame
Brendan Washington
Campbell Soup Company
Gary Weger
Hershey Robinson
Guo Weibing
Commissioning Agents, Inc.
Mark Westerman
Commissioning Agents, Inc.
Darrin Whisman
James Whitman
Luanne Witt
Commissioning Agents, Inc.
Patrick Wooters
INVISTA
Christopher Wozniak
Goodyear Tire & Rubber Co.
Chris Wozniak
Goodyear Tire & Rubber Co.
Andres Yep Taboada
BHP Billiton
Hugo Fernando Zambrano
Tecnicontrol
New CMRPs
Saidu Abdullahi Yola
Electricity Distribution Company
Aziz Abro
Mohammed H Al Ismail
Saudi Aramco
Ahmed Al Jelwah
Saudi Aramco
Yahya A Al Khadhrawi
Saudi Aramco
Abdulaziz M Al Qubali
Saudi Aramco
Faisal M Al Rifi
Saudi Aramco
Michael Aldridge
Merck & Company
Julian Alfonso
Walid A Al-Ghamdi
Saudi Aramco
Sami S. Alhuwais
Saudi Aramco
Abdulelah I Al-Saeed
Saudi Aramco
Paul Andrews
Honda Manufacturing of Alabama
Kimberly Andrus
Jhon Alexis
Angarita Donado
Miguel Humberto Angulo Rodriáguez
Skanska Del Peru
Sesugh G Anongo
Shell Petroleum Development Co.
Diego Mauricio Arango
CCA - MAZDA
Khaled Asseiri
Kevin L Atwell
DTZ
Eric Ayres
Elanco (Eli Lilly)
Daniel Alberto Baez Gama
Ecopetrol S.A
Camilo Octavio Baez Ramos
Confipetrol S.A.
Dion Bankston
Oscar Barrios
Jorge Barros
ARGOS SA
Kim Bassuener
Johnsonville Sausage, LLC
Keith Baxley
Honda Manufacturing of Alabama
Hector Bedoya
John Crane
32 SMRP SOLUTIONS 33 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2April 2014 | Volume 9, Issue 2
OCTOBER 10, 2013 – JANUARY 31, 2014 NEW CMRPs OCTOBER 10, 2013 – JANUARY 31, 2014 NEW CMRPs
Jay D Behrens
DCP Midstream
Emerson Beltrãn Soler
Confipetrol
Umeet Bhachu
Iroloye D Bob-Manuel
Shell Nigeria
Paul Boettcher
Merck
Steven Brock
Merck
Ed Bryant
Nova Chemicals Inc.
Ted Buczacki
Merck
Nestor Raul Bueno Castellanos
ECOPETROL S.A.
Victor Burgos
Pfizer Pharmaceuticals
Curibe Cabrera
Falcondo
Troy Calfee
General Mills
Ronald Calvo Muãoz
SKF Latin American Ltda
John Camacho
Confipetrol S.A.
Steven C Carden
Southern Company
Osmel Rafael Cardenas Peãranda
Alayn Careaga
Bunge
Clint Carignan
Saskatoon Processing Co.
Edwin Casadiego
Wood Group PSN
Jhon Castro
Donna Cericola
Merck & Co
Pascal Ceunen
Nystar Belgium
Mary Jo Cherney
Nissan North America
Michael Childress
Nissan North America, Inc.
Ricardo Colon
Pfizer Inc
Tabatha Conrow
Edison Cordoba Moreno
Best Process SAS
David Cox
Andrew Cox
Newcrest Mining Ltd.
Daniel Crane
GP
Jonathan O David
Shell Petroleum
James Davis
Emerson Climate Technologies
Geron Davis
United States Steel Corporation
David Enrique De Castro King
Drummond LTD
Fernando Enrique De la hoz Moreno
Carbones del Cerrejon LLC
Deiveegan R Deivasigamani
Saudi Aramco
John DeJong
ADM
Kenneth Delaruelle
Merck
Raf Dierckx
Borealis
Kyle Diffenderfer
Bob Dontonville
Merck
Shittu A Dosunmu
Shell Nigeria
Fredy Alonso Duarte Sanguino
Confipetrol
Andrei Dynnik
Covidien
Brian Edmonds
Blake Elderkin
Agrium
Sydney I Enadeghe
SPDC Nigeria LTD.
Leonardo Escudero Avalos
Minera Yancocha SRL
Paul Fedyna
Merck
Steve Ferguson
Merck
Cesar Augusto Figueroa Suarez
Tecnicontrol S.A.
Brady Fischer
Pfizer
Clinton B Fite
Cargill
James Fleetwood
Occidental of Elk Hills
Pedro Luis Flette Eastsan
Javier Florez
Wood Group PSN Colombia S.A.
John W Fortin
CH2M Hill
Darrin Francom
Central Arizona Project
Sigurnu Freysson
Alcoa Inc.
Joseph Lee Friend
Verallia
Harry Gabrielson
Hormel Foods
Fredy Garcia
AMS Group Ltda
Rodrigo Garcia
Confipetrol
William Chuck Gaskins
Pinnacle Foods
Eduardo Geney
GTE
Curtis Ryan Germany
A W Chesterton
Chris Ginn
Hersheys
Carlos Alberto Giraldo Duarte
Ecopetrol S.A
Christopher Golie
Nestor Gonzalez
Maria Granados
Scott Grezeszak
Merck
Hogni Pall Hardarson
Alcoa Inc.
Adam S Harffey
Rio Tinto
Todd Helmintoller
Gabriel Gustavo Hernandez Herrera
Bavaria Sabmiller
David Hess
Faisal M Hijazi
Saudi Aramco
Kevin Houstman
Rio Tinto
Micheal Huesemann
Johnsonville Sausage
William Hughes
Robert Bosch LLC
Blake Hunter
Novelis
Peter C Idoko
Shell Nigeria
Kenneth Igboanugo
Nexus Alliance Ltd
Victor Adolfo Infante UC
PEMEX Exploracion y Produccion
Juan Alejandro Iturriago Jimenez
Concretos Argos S.A.
Chukwunweike Emmanuel Izuogu
Shell Nigeria
Mario Alexander Jaimes Fernãndez
Confipetrol S.A.
Guillermo A. Jara Garzãn
Confipetrol S.A.
Reid Jenner
Commissioning Agents, Inc.
Joe Johnson
Emerson Process Management
Faruq Khalifa
Saudi Aramco
Jeong Kim
Scott Kimpton
Enmax Energy Corporation
Benson J Kokovworho
Shell Nigeria
Rajeeva Kumar
Abu Dhabi Gas Industries Limited (GASCO)
Roberto Lagos
Solari GMC Global
Douglas Lee
Pfizer
Eric Lemongello
Infineum USA
Guy Leppin
Cascade Steel Rolling Mills
Jasper Lipsch
Mainnovation Inc.
James Anthony Lombardo
Elanco
Edwin Londono
BIO D SA
Francheska Lopez
Pfizer
Chris Lyons
Magnetation
Rob Macdonald
Hollingsworth and Vose
Jesse Maier
Rochwell Automation
Vinay Maithani
Vale Oman Pelletizing Co.
Ben Mansi
Vesta Partners, LLC
Donald Marsh
GenOn
Maria Alejandra Martinez Delgado
Ingenieros de Lubricaciãn
Pedro Leonardo Martinez
Rivera
Javier Mascheroni
YPF
Toby Masterman
Harley-Davidson Motor Company
Karl Agust Matthiasson
Alcoa Inc.
Keith McDonough
Merck
Michael McGowan
Merck
David Medina
Rio Tinto Iron Ore
Nayrih Margarita Medina Calleja
PMM Institute for Learning
Mefredi Mefredi
Pertamina Hulu Energi Onwj
Adriana Mejia
Olmer Antonio Mejia Restrepo
Ecopetrol
Leonard Middleton
Asset Management Solutions
Wayland T. Moen
Georgia Pacific
Todd Moody
Merck
Mike Moore
Transocean
Nicolas Morales
Garcia Confipetrol SA
Randall S. Mudd
General Mills
Riley Murray
Hollister Incorporated
Mario Nião
Confipetrol
Christian D Nolden
ElectraNet
Chris O’Donnell
Merck
Kebin Ofori
Zimarcus Energy Services
Abiodun J Ogundipe
Shell Pet. Dev. Coy
Timothy O’Hara
Novelis
34 SMRP SOLUTIONS 35 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2April 2014 | Volume 9, Issue 2
OCTOBER 10, 2013 – JANUARY 31, 2014 NEW CMRPs OCTOBER 10, 2013 – JANUARY 31, 2014 NEW CMRPs/CMRTs
Casmir E Ojobor
Shell Nigeria
John (Sean) O’Keefe
Merck
Stella M.E. Okoye
Shell Nigeria
Audrey O’Reilly
Merck
Cesar Mauricio Ortiz Ruiz
Confipetrol S.A.
Rodney Osborne
BorgWarner
Manuel Antonio Otero
Alza Independiente
Andrew Overton
Georgia Pacific
Javier Alejandro Palma
Tolvett
Vikas Pandey
Sohar Aluminium
Patrick Iain Parker
Rockwell Automation
Andres Peã±a
BioD S.A.
Jose Alexander Peã±a Becerra
Confipetrol S.A.
Sebastian Pedraza
Panthers Machinery
Jose Leonardo Perez
Anthony Pesce
Mondelez Global LLC
Terrance Piekarz
Central Arizona Project
Luis Felipe Pinzon
ALBA
Joseph D. Pollhein
Celerant Consulting
Ritchie O’Pragale
Saudi Aramco
Franklin Queen
First Quality
Carlos Alberto Quintero
Mora Confipetrol S.A.
Marco Quintero
Tafur Mecãnicos Asociados S.A.S
Anthony J Ragen
Cargill
Carmen Ratchford
Merck & Co.
Aaron Raudabaugh
Merck and Co., Inc.
Nathan M Rausch
Cargill
Richard Reeves
Schreiber Foods INC
John Reeves
Philip Rettinger
Central Arizona Project
Miguel Reyes
Wilfredo Rivera
Wood Group PSN
Wilfredo Rivero
Meridium
Edward Robinson
Weg Electric Corp
Andy Rodes
SEMEQ, Inc.
Jhon Roman
RMR Reliability & Maintenance Resources
John L. Ross Jr.
Marshall Institute
Rodrigo Rotondo
Pedro Rubio
AMS Group
Jose Daniel Ruiz Pinzon Petrotiger
Jerry Rust
Ash Grove Cement Company
Edwin Sanchez
Confipetrol
Allan I Sam-Epelle
Exterran
Silvio Santos
SEMEQ, Inc.
Anthony Santosuosso
A.W. Chesterton
Jesãs Eduardo Sanz
Cementos Argos S.A.
Peter Schumacher
Dura-Bar
Wayne Scott
NNA-C
Don Sedrovic
Imperial Oil Limited
Robert Seward
Nissan
Essa F Shamrani
Saudi Aramco
Robert Sharkey
Luis Hernan Silva
Vasquez Pluspetrol Norte S.A.
Pedro Silvera
Jozef Simoens
Egemin
Sarbesh Singh
Kevin Skeele
Bristol-Myers Squibb Company
Kimberly Smith
Bob Smith
Basic American Foods
Atul K Srivastava
Saudi Aramco
David Sterrett
Cargill
Jonathon Strachan
Jose Daniel Suarez
Gonzalez Consorcio Confipetrol
Naveen Subbaiah
Equate Petrochemical Co.
Shitiz Sud
Sadara Chemicals Company
Donald John Terway
ENMAX
Gerald Thompson
AO Smith
Orlando Thowinson
Drummond Limited
Onengiyeofori S Toby
Shell Nigeria
Miguel Angel Torres Martinez
Chevron Petroleum Company
Gregory Trahan
Jason Tranter
Mobius Institute
Robert E Travers
Jacobs Technology
Jairo Ivãn
Trujillo Petrotiger
Wilder Uchuvo
Bohorquez
Dale Uitto
Covidien
Jorge Alfonso Valderrama Espinosa
PEMEX Exploracion y Produccion
Jefferth Valencia
Virgilio Valentin
Pfizer
Jonathan P Van Derzee
Merck
Cristian Vega De Lavalle
Drummond Ltd
Pablo Andres Velasquez
Urbina Repsol
JORGE VELEZ
REFICAR
Rahul Verma
SAMI Corp
Leonardo Villalba
Carlos Alberto Villamizar Sosa
Consorcio Confipetrol
Sergio Villarreal
Wood Group PSN
Charles von Bargen
Sun Coke Energy
Joe Walter
Boehringer Ingelheim Roxane Lab
Iboh A Walters
Shell Pet. Dev. Company of NIG LTD
Rick Wanner
Agrium
Benjamin Warner
SunCoke Energy
Chad Williams
Schreiber Foods, Inc.
Michael L Willis
Allied Reliability
Dale Brian Wilson
Qualitest Pharmaceuticals
John Wilson
Merck
Timothy Wines
Day & Zimmermann
Lonnie Wurst
Tairu M Yisa
Shell Nigeria
Gustav Yulius
CNOOC SES Ltd.
Hugo Fernando Zambrano
Tecnicontrol
New CMRTs
Steven S Baldridge
Boehringer Ingelheim Roxane Lab
Carl Blake
Luminant
Paul Brewer
Wells Enterprises
Matthew Brienzo
Wells Enterprises
Bryan Campbell
Boehringer Ingelheim Roxane Lab
Justin R Cox
Alcoa
Gary Delashmutt
Wells Enterprises
Phillip B Gaddis
Alcoa Warrick PP
Anthony Gates
Birmingham Water Works
Steve Harder
Philip Hart
Boehringer Ingelheim Roxane Lab
Randy Hash
Evonik Corporation
Todd Heitritter
Matthew Larson
Larry Leaverton
Wells Enterprises
Ray E Leblanc
Jacobs/jt-ssc
Cory MaComb
Wells Enterprises
Jonathan Malloy
Birmingham Water Works
Dave Meylor
Wells Enterprises
William L Miller
Alcoa AGC
Mike Mindham
Cloud Peak Energy
John Naugle
Boehringer Ingelheim Roxane Lab
L J Plaisance
Loop, LLC
Ronald J Ralston
Boehringer Ingelheim Roxane Lab
Michael Sailer
Wells Enterprises
Bruce Schoer
Wells Enterprises
Evan T Smith
Idaho State University
Pablo Solano
Wells Enterprises
Kevin Stone
Luminant
Steve Sunt
Wells Enterprises
Jeffrey S Yeckering
Alcoa
36 SMRP SOLUTIONS 37 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2April 2014 | Volume 9, Issue 236 SMRP SOLUTIONS December 2013 | Volume 8, Issue 5
The SMRP Certifying Organization (SMRPCO) 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!
ADVANCED TECHNOLOGY SERVICES, INC.
AEDC/ATA
AGRIUM
AIR LIQUIDE LARGE INDUSTRIES
ALCOA, INC.
ALLIED RELIABILITY, INC.
ARCELORMITTAL FLAT CARBON AMERICA
ARMS RELIABILITY
ASCEND PERFORMANCE MATERIALS
BARRICK GOLD CORP.
BP - GULF OF MEXICO
BUNGE
CACI, INC
CARGILL, INC.
CBRE
CHOBANI, INC.
COMMISSIONING AGENTS, INC.
CORNERSTONE CHEMICAL COMPANY
DELTA AIR LINES
DES-CASE
DIAGEO
DUPONT
ELI LILLY & COMPANY
EMERSON PROCESS MANAGEMENT
FLUOR CORPORATION
GALLATIN STEEL CO.
GREENWOOD, INC.
HOLCIM US, INC.
HONDA OF AMERICA MANUFACTURING, INC.
HORMEL FOODS
ILUKA RESOURCES INC.
INSTITUTO PERUANO DE MANTENIMIENTO SAC
JACOBS
JACOBS/MAF
JESCO MAINTENANCE CORPORATION
KAISER ALUMINUM
KCF TECHNOLOGIES
KRAFT FOODS
LIFE CYCLE ENGINEERING
LOUIS DREYFUS COMMODITIES
LUMINANT POWER
MAINNOVATION INC.
MANAGEMENT RESOURCES GROUP, INC.
MEAD JOHNSON NUTRITION
MERCK & CO., INC.
MERIDIUM, INC.
MONDELEZ GLOBAL LLC
MOSAIC
NEXEN INC.
NEXUS ALLIANCE, LTD
NISSAN NORTH AMERICA
NOBLE DRILLING SERVICES, INC.
NOVELIS, INC.
OWENS CORNING
PEPSICO AMERICAS BEVERAGES
PFIZER, INC.
PRO SERVICES, INC.
PROCESS SOLUTIONS GROUP
SABIC INNOVATIVE PLASTICS
SEMEQ, INC.
STRATEGIC ASSET MANAGEMENT, INC.
(SAMI)
T.A. COOK CONSULTANTS INC.
THE DOW CHEMICAL COMPANY
TURNER INDUSTRIES
UE SYSTEMS
UGL SERVICES
URS CORPORATION
WELLS ENTERPRISES INC.
WYLE LABORATORIES
To register for an exam, please go to:
• CMRP: www.smrp.org/cmrp • CMRT: www.smrp.org/cmrt
EXAM CALENDAR, SMRPCO SUSTAINING SPONSORS
www.smrp.org/annualconference
2014Annual
Conference ORLANDO,
FloridaOctober 20–23
We’re gearing upWe’re gearing up
Orlando
for next year’s conference in Orlando, Fla., October 20–23 and we’re excited to bring you even more opportunities to develop your career and improve your company or manufacturing facility!
Mark your calendars and stay tuned for more information!
38 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2
Society for Maintenance & Reliability Professionals1100 Johnson Ferry Road, Suite 300Atlanta, GA 30342 USA www.smrp.org
Dan Anderson
Chair, Communications Committee
Life Cycle Engineering
danderson@lce.com
843-414-4866
Ann Cantrell
Communications Specialist
678-303-3044
acantrell@smrp.org
Jon Krueger
Executive Director
678-303-3045
jkrueger@smrp.org
Solutions Editorial Department
Spring Executive MeetingApril 22-24, 2014
Denver, CO
Summer Executive MeetingJuly 29-31, 2014
Washington, WV
2014 SMRP Annual ConferenceOctober 20–23, 2014
Lake Buena Vista Resort
Orlando, Fla.
2015 SMRP Annual ConferenceOctober 12–14, 2015
Cincinnati, Ohio
2016 SMRP Annual ConferenceOctober 17–19, 2016
Jacksonville, Fla.
EVENT CALENDAR WWW.SMRP.ORG
2014Annual
Conference ORLANDO,
FloridaOctober 20–23