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Reliability and maintenance training for the manufacturing and process industry.
We dont sell engineering services, parts, tools,
equipment or software...our independence translates into objective and credible advice and training.
IDCONs Best Practice Open Seminar Schedule for 2012
Course Maintenance Planning and Scheduling / Reliability Based Spare Parts and Materials Management Preventive Maintenance / Essential Care and Condition Monitoring Root Cause Problem Elimination Training Dates/Raleigh, NC May 9-11, 2012
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Features
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Departments
2 2 19 20 21 22 24 26 30 32 32 OffIceRs And dIRecTORs fROm THe cHAIR Did You Know? STAN MOORE, CMRP BOK cORneR Adding Value to Membership through SMRPs Library of
Knowlege.
BRUCE HAWKINS, BEST PRACTICES COMMITTEE CHAIR
memBeR sPOTLIgHT Meet Steve Carter, CMRP fROm THe eXAm TeAm Improve Your Personal OEE. memBeR cORneR new! cHAPTeR ROund-uP weLcOme new memBeRs SMRP welcomes new executive and individual members. new cmRPs SMRPCO welcomes new certificants. ceRTIfIcATIOn uPdATe CMRP & CMRT Paper Exams: Turnaround Time from SMRP smRPcO susTAInIng sPOnsORs
TERRy HARRIS, CMRP
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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. SMRPs 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.
Vice Chair
Shon Isenhour, CMRP GP Allied, Inc. sisenhour@gpallied.com 843-810-4446
id you know that you can make tax deductible contributions to the SMRP
in the reliability and maintenance profession. The SMRP consists of both a 501(c)
treasurer
Nick Roberts, CMRP DuPont nick.l.roberts@usa.dupont.com 251-753-2922
(3) Foundation and a 501(c)(6) Society. These are IRS designations pertaining to organizations. In general terms, donations to a 501(c)(3) organization such as the SMRP Foundation can be considered tax deductible. 501(c)(3) organizations can be characterized as charitable, religious, educational, scientific, literary, testing for public safety, fostering national or international amateur sports competition, and preventing cruelty to children or animals. Specific to our Foundation, the focus and emphasis is on education in the reliability and maintenance profession. Our Body of Knowledge is organized under the Foundation. Additionally, our scholarship program is funded and supported by the Foundation. Our other major focus areas, including the annual conference, certifications, and membership are organized under the Society. Did you know that we award scholarships each year? In an effort to encourage academic institutions and their students to consider careers in maintenance and reliability, and to further encourage professionalism in the field, the SMRP will annually award various scholarship monies to selected individuals who have applied for such funds and for which the SMRP Board of Directors acting through the Academic Liaison Committee have deemed deserving. In addition to these awards, the SMRP also offers another scholarship that will be granted to an individual student, enrolled in an accredited college or university, regardless of his/her concentration. Historically, applications for our scholarships have been relatively low, so I encourage you to visit the SMRP Web site for additional information. The deadline for applicants is August 15, 2012. You can also find this information under the Education link on www.smrp.org. Did you know that we are a volunteer organization? Our officers, directorates and committee members are all volunteers with a passion to advance the reliability and maintenance profession. We all have full-time jobs and employers that graciously 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 on investment. We are also supported by a great team from Kellen, our management company, and Howe & Hutton, our legal counsel. Our Board is comprised of a balanced mix of both service providers and end-users, all with their CMRP. Want to get involved? Get plugged into a committee or volunteer to work as a track leader at our annual conference. It is professionally and personally rewarding and I encourage you to get involved. Did you know that our fiscal year is July to June? Three years ago when we reorganized into the Foundation and Society, we moved our fiscal year to start in July rather than in January. We chose to do this to better balance our revenue and expenses within the fiscal year.
Secretary
Craig Seibold, CMRP Johns Manville seiboldc@jm.com 303-978-2641
education Director
Butch DiMezzo, CMRP Management Resources Group, Inc. dimezzob@mrgsolutions.com 704-995-2262
outreach Director
Howard Penrose, CMRP Dreisilker Electrical Motors hpenrose@dreisilker.com 630-469-7510
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Did you know that this is our 20th anniversary? SMRP had its start in 1992 as a group of industry professionals looking for a way to advance the reliability and maintenance profession across corporate boundaries for the benefit of all. The Society for Maintenance & Reliability Professionals (SMRP) came to be as a result of discussions between senior officers of HSB Reliability Technologies and Applied Technology Publications, the publisher of MAINTENANCE TECHNOLOGY, which took place near the end of 1991 and into early 1992. The two founding companies invited a number of their clients and associates to attend a meeting at the Ritz-Carlton Hotel in Chicago to discuss the need for an association that would be directed to maintenance and reliability personnel. We are looking forward to our annual conference this year, celebrating 20 years of professional growth and development in the maintenance and reliability profession. Did you know that we are seeing renewed interest in our Special Interest Groups or SIGs? SIGs are groups with a very defined focus of interest. Where a Chapter will have members from many industry sectors and interests, a SIG is more narrowly focused within an industry sector or interest. Our first SIG, Petrochemicals, Oil and Gas, is seeing renewed interest. We recently launched the Pharma and Biotech SIG and, even more recently, the Reliability Analytics of SIG. These are just a few of
the ways that SMRP is working with membership to bring value and a forum for information exchange. Final thoughts and considerations. The Board is wrapping up the budgeting process for the 2013 fiscal year. This is always an exciting time as we look to the future and how we can grow the organization. Nick Roberts, our treasurer, has done a great job this year pulling together an aggressive budget. Ed Foster, our member services director, has been a great addition to your Board and is working on several fronts to improve member value. Howard Penrose, our outreach director, is working with Kellen to improve our marketing strategy, including our Web presence. Craig Seibold, our secretary, has been leading a review of our policies and bylaws, ensuring they are current and germane. We recently participated in the USA Science and Engineering Festival held in April in Washington D.C. (See Member Corner, SMRP Booth Educates Children, page 22.) Shon Isenhour, our vice chair, recognized the need for SMRP to have a presence at this event. Our annual conference, under the leadership of Butch DiMezzo, continues to grow and is shaping up to be our best conference yet. All of these efforts require dedication and focus from our volunteers. I am proud to serve and represent such a team.
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his article examines the experience of a plant manager who had the opportunity to lead two different 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 program 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 dramatically 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 managers experience in leading two separate plants and why he reached the conclusion that its 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.
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An additional problem with blitz events in the non-reliable plant was establishing a baseline of performance for processes. The leadership team wanted to measure the improvements made over the course of the event, but there were many times this was not possible because of equipment downtime or process upset occurring in either the baseline measurement or during the measurement of the after improvements section. This always resulted in deflation for the participants of the event because the equipment messed up. A particularly aggravating problem that occurred in blitz events in the non-
participate in future events because they felt their efforts were in vain. The management teams credibility suffered as well.
willingness to participate and actually lead events increased because they saw the positive changes that were implemented and they saw the results being sustained.
Kanban
The opportunity to create a Kanban system in finished goods existed in both plants. Both had fairly typical inventory strategies. The sites produced inventory to match a sales forecast or to react to working capital directives. There was a dramatic difference, however, in the ability of the plants to capitalize on the opportunity to utilize Kanban for producing to actual customer demand.
Hourly employees daily work lives had been deeply impacted by the improvements in machine condition and the operational stability that resulted.
reliable plant was participants getting pulled from the event because of equipment problems. Electricians, mechanical craftsmen, and area supervisors were especially hard hit with this phenomenon because their skills were either needed to get the equipment back up or their expertise was required to juggle the production schedule or shipping schedule to react to the downtime. Needless to say, it was disappointing to the team when someone who had been in on all the discussions during the event would get yanked out of the event to go take care of the days problems. Probably the most insidious and damaging aspect of blitz events performed in the non-reliable plant was difficulty in sustaining the gains made during the event. Because the workplace was so often either reacting to, or recovering from, a significant equipment problem, managers and supervisors struggled with executing the critical leadership behaviors that were necessary to sustain the gains that were made in blitz events. The eventual deterioration of the area or process that had improved was visible to both hourly employees and the managers. This would, in turn, reinforce the reluctance for employees to
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machine condition and the operational stability that resulted. They were very happy with results of implementing the principles of reliability, even after the first year. This credibility resulted in hourly employees who were much more eager to participate in blitz events. People were excited about the opportunity to impact their work lives in a positive way. The scheduling challenges of backfilling participants normal jobs persisted in some cases but there were many participants whose jobs were not backfilled for the event because the stability of the plant did not require them to be on their jobs all the time. It made an enormous difference to have all the participants remain in the event for the entire duration. The team dynamics were much more positive; it was rare for someone to have to leave the event to take care of problems. This allowed all the participants to own the results, and more importantly, own the changes made in the event so they could maintain the improvements and provide insight to other employees about changes that were made and why they took that direction. As the facility performed more and more successful blitz events, employees
Once the team was engaged and trained in the Kanban concept and the workings of the signal for inventory replenishment were created, they simply started running the system. While there were a few tweaks of the system over the first few months, the facility quickly gained confidence in its ability to produce and work with the much lower resulting inventory levels. On the front end of implementing the Kanban system, leadership felt that improved financials were going to be the primary benefit because of the reduction in working capital. In reality, while leadership quickly realized the financial impact, the improvement in working conditions for plant warehouse staff became the big win. With much lower inventory, unanticipated benefits included: Wider aisles for the forklift drivers to maneuver forklifts; less stress for the forklift drivers due to more room to work;
less finished product damage; less property damage because of better visibility; and less investment in finished product storage costs. Even with much lower inventory levels,
equipment maintenance work planned, scheduled, completed, and closed out, becomes a cornerstone of organizational discipline that is fundamental when the elements of Lean manufacturing are utilized.
the plant continued to provide high levels of customer service. The absolute key to this process was the ability to produce the right products for customers at the right time. With reliable production machinery, this plant was able to produce what the schedule called for.
Paul Borders is principle consultant for life Cycle engineering. Paul helps companies sustain performance improvements by driving culture change to ensure new systems become a fundamental way of life. Certified by Prosci as a Change management leader, Paul is also a facilitator with the life Cycle Institute, where he uses high impact learning techniques to teach courses including reliability excellence for managers (rxm).
Conclusion
The experience of leading these two similar, but very different facilities really underscored the importance of having a plant be reliable before implementing Lean manufacturing. The cadence of execution that is learned by the organization through having
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TRANSFO
Risk and Reliability of
By: alan ross
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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.
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 maintenance and reliability systems plans is transformersthe 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 transformers that the risks are greater than anticipated and significantly more important to manage.
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Recently, I participated in three day-long seminars: Transformer Risks and Reliability, conducted by Munich Re. Why would one of the largest, if not THE largest, insurer and reinsurer of transformers conduct these seminars in New York, San Francisco, and Houston? Quite simply, they have seen the future, and if recent trends are any indication, the future looks risky. 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 minimum, better prepare for the eventual failure of a transformer. We will address both transformer life extension and end of life reaction planning later. For now, lets consider the four categories of risk:
found the greatest application risk came from a smaller specialized unit powering one of its furnaces that is subject to some of the harshest operating cycles from peak demand requirements. A relatively new transformer in good condition ran the line for the furnace. If it ever went down, millions of dollars to rework the furnace and its line would have to be spent.
Risk # 2: Failure
When transformers fail with increased frequency, the law of unintended consequences is often in play. Fire damage, safety, and environmental issues can lead to losses and downtime much 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 waste violation. Now you must deal with penalties enacted by local, state, and even federal environmental agencies. It is virtually impossible to monetize the cost of a transformer failure because so much depends on the type of failure. Examples include an automatic shut-down with transformer housing intact, oil leakage from a bushing, or a catastrophic explosion. Certain transformers, due to their size, location, load, and condition, have a greater failure risk than others. For these types of transformers, we should create a higher degree of monitoring and testing to prevent a catastrophic failure. There are enough proven methods for reaction planning to get the maximum life of that unit
Condition-Based
The cost of assessing the current condition to avoid failure
Application
The cost or impact to production
End-of-Life
The cost to getting back up and running
Failure
Both direct and indirect
Risk Factors
The The four risk factors when analyzed together can give four risk factorswhen analyzed togethercan Risk Managers a better picture in viewing the overall risk risk managers a better picture in viewing the overall risk of transformer and electrical failure and how best to minimize it. transformer and electrical failure, and how best to minimize it.
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while implementing the end of life plan for that specific unit. Recently, a company experienced the failure of one of its 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 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 the companys best interest also became an added cost of the failure. One of the most often overlooked failure risks is the safety of personnelboth company employees and contractors. Recently in Florida, a Load Tap Changer failure caused the death of one employee and one contractor. 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 emphatic No! Then we asked: What would the potential cost savings be should an at-risk large distribution transformer unit be taken out of service prior to failure? The answer was that the cost savings would run into hundreds of thousands of dollars. This clearly demonstrates that much of the severity from failure risks can and should be prevented.
is it better to plan ahead by developing a reaction plan consisting of budgetary costs for unit rebuild or replacement and understanding and budget for transportation and contractor access? or, is it better to wait until something happens?
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Is it better to plan ahead by developing a reaction plan consisting of budgetary costs for unit rebuild or replacement and understanding and budget for transportation and contractor 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 management to develop capital budget plans over years rather than within days of a failure.
disintegrated approach to transformer maintenance is one of the most significant changes we are bringing to reliability and systems management.
Older units need this system since the tighter parameters and design criteria on newer transformers include closer tolerances, a reduction in case sizes and internal clearances, and newer units requiring an even more robust system.
alan ross is the vice president of sd myers, Inc. responsible for developing and executing long-term strategies, alan progresses next generation leadership for all operating units, domestically and internationally for sd myers, Inc. alan is an executive member of smrP with a mechanical engineering (me) degree from georgia Institute of technology (ga tech) and an mBa in international business and marketing from georgia state university.
1.
Understand the short- and long-term, direct and indirect impact and costs associated with unplanned power outages from the loss of a transformer.
2. Develop and implement a set of standards for determining the operating condition of transformer(s) through the use of intrusive and non-intrusive testing. 3. Develop a preventative maintenance plan. 4. Implement the plan company-wide, giving reliability professionals the tools they need to monitor and maintain this critical and often overlooked asset class. 5. Develop a reaction plan for every critical transformer in your area of responsibility and control.
Practical Oil Analysis July 10-12, 2012 Milwaukee, WI October 23-25, 2012 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
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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 inefficiencies, this perception is only valid in the context of the parameters through which productivity 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, manufacturers cannot afford to ignore the possibility of untapped profit if they are to maintain a competitive edge and avoid stalling the sectors recovery.
New Opportunities
The reason this untapped pool of savings exists is because traditional metrics look primarily 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.
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By broadening the parameters within which manufacturers look for savings, research highlights plenty of potential to cut waste. Energy is the single largest operating and maintenance expense, forming 60% of a typical manufacturers O&M budget. Research shows that up to 80% of this energy is wasted. To put that into solid figures, for the worst performing manufacturers, of every $100 in the O&M budget, $48 is spent on wasted energy. With electricity prices up 30% since 2003, failure to address energy waste means that its relative cost to the business will only increase.
energy. A simple comparison of the total annual utility costs might identify these, but would not answer the question why? This is important because the facilities or operations that spend the most on energy may not be the right ones to focus resources on. They may spend the most on energy for a number of reasons. For example, they may be the largest facility, they may have a specific use, or they may be subject to different operating constraints. It would be much wiser to identify those facilities that spend the most per square foot per year, or the most per product produceda calculation known as energy intensity. The process of comparing energy intensity across an enterprise or with external operations is referred to as benchmarking, which identifies the facilities or operations that are the most inefficient across an operation, enabling resources to be focused on the areas that will deliver the highest return. This is where the inefficiencies of three-phase would be highlighted, if monitored. This sounds relatively straightforward in theory but the practice can be a different matter. The granularity demanded by such an approach is impossible to translate into meaningful information through using traditional tools. The level of data necessary requires sophisticated collation and analysis, which is only available through the latest breed of enterprise asset management and asset sustainability software. Fed by sensors that can measure anything from electricity to steam, these applications quickly benchmark assets and entire facilities. The business can then remove or change inefficient processes, parts, and machines that are disproportionately energy hungry. This also extends the lifecycle of assets through an evaluation of running costs against efficiency levels.
Winding Up
The number of new legal and regulatory targets and standards pertaining to energy usage means that failure to address energy conservation isnt really an option. For example ISO 50001 now establishes a framework for industrial plants, commercial facilities, or entire organizations to manage energy. It is estimated that the new standard could influence up to 60% of the worlds energy use. But rather than viewing compliance with these initiatives as a cost or additional pressure, smart manufacturers will exploit the opportunity to stem wasted energy from their equipment and in doing so, take a portion of the $25 billion profit pot that is there for the taking.
rod ellsworth is Vice President of global asset sustainability at Infor, the third largest provider of business software and services. he brings over 30 years of related energy and enterprise asset management experience and spearheaded the development and application of Infors global asset sustainability solution, Infor eam enterprise sustainability (www. infor.com).
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SMRP SolutionS June 2012 | Volume 7, Registration will be open in June 2012. Save the Date and Plan To Join Issue 3 Us!
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June 2012 | Volume 7, Issue 3
world-class technology through partnership with eNetrix, a division of Gallup; intuitive online data entry interface; dynamic customized reporting for onthe-fly ad-hoc reporting; subscription-based access to data, allows for unlimited reports and data searches; save entry that allows data entry in multiple sessions if necessary; and non-participants can subscribe to the database. To facilitate data entry and ease the
download capabilities for one year. This new option allows subscribers immediate access to the latest, most updated version of all metrics 365 days a year. Access a single metric or a collection of metrics at http://library.smrp.org. Published compilations of SMRP Metrics are still available under the Publications tab in the Library. However, unlike the online version, these documents will only be updated annually. For direct access to the PDF, go to http://library. smrp.org/publications. Corporate access to metrics is also available. For more information contact info@smrp.org. Guide to the Maintenance & Reliability Body of Knowledge (BoK) Developed by the Maintenance & Reliability Knowledge (M&RK) Committee and based on the five pillars of knowledge, this Guide outlines levels 1 and 2 of the BoK. It also outlines the subject areas to be mastered by a Certified Maintenance and Reliability Professional (CMRP). Currently the committee is working on level 3 of the BoK. Once complete, the entire BoK will be the definitive source for information for maintenance and reliability professionals. Access to the Guide is under the Publications tab in the Library or go directly to http:// library.smrp.org/publications. As a member of SMRP, you have the unique opportunity to participate in the committees that develop these products. Benefits to Committee Participation include the opportunity to: Expand M&R knowledge base; network with some of the most respected reliability professionals in the world; network with peers in other industries; and network with other individuals committed to continuous learning and improvement. If you are interested in participating on a Body of Knowledge Committee, contact info@smrp.org.
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data collection process, a PDF of the assessment tool is available to participants before participating. This facilitates the gathering data prior to entry. The ability to enter data in multiple sessions gives the participant the opportunity to delegate responsibilities for data collection and entry if desired. Once enough data has been gathered, dynamic reports can be accessed throughout the year. The end user can generate customized reports by simply clicking the desired criteria. Results can be seen and downloaded immediately. The Benchmarking Study can be accessed in the Library under the Benchmarking Tab or at https://smrpbenchmarking.enetrix.com. SMRP Consensus-Based Metrics The SMRP Best Practices Committee recently finished the initial publication of 67 consensus Best Practices, 29 of which were harmonized with European Federation of National Maintenance Societies (EFNMS). These standardized metrics/KPIs lay the foundation for meaningful comparisons between organizations. The committee is currently working on world-class target values for the metrics/ KPIs that lend themselves to such. Once completed, the existing metrics will be updated to include these target values. SMRP Metrics (including Harmonized Metrics) are available via subscription, which includes online access and
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MeMBeR SPotlight
SMRPs new Chapter Relations Chair Plant Maintenance Manager for Showa Denko Carbon, Inc. and Chair of Carolinas Chapter
something back to the profession by seeking 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 position as a world leader in manufacturing. After 21 years of operating and maintaining 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 management processes.
smrP is a great vehicle for networking with individuals who share my interest in continuous improvement and elevating the status of the profession.
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As the Carolinas Chapter Chair and recently elected Chapter Relations Chair, Steve eagerly seeks opportunities to share his experience with other SMRP maintenance professionals. SMRP is a great vehicle for networking with individuals who share my interest in continuous improvement and elevating the status of the profession, Steve noted. He is hooked on the value of being involved with SMRP and enjoys volunteering his time to help fulfill the organizations goals. Becoming a Certified Maintenance & Reliability Professional incurs an obligation to continue your education and to maintain it, Steve said about the CMRP designation. He actively encourages others to pursue the CMRP designation, and
believes M&R professionals gain respect among those who are familiar with the certification process. Steve said, If you dont pass on the first try, at least you will gain some insight on where to focus your efforts to become more knowledgeable about the maintenance business. He said that having the CMRP designation may be the deciding factor between you and another job candidate. Steve is married with two grown daughters and lives in Goose Creek, S.C. Steve enjoys restoring antique motorcycles in his spare time. He recently completed the restoration of a 1957 Ariel Square Four, and is currently looking for his next project. He also enjoys helping his wife with her landscaping projects.
to add to the CMRT exam. If you have skills you think are important for the person doing these skills at your facility please send them to me. As I do training with maintenance personnel, I realize the tasks they perform is what keeps our plants operating. But the skill level and knowledge of these people also determine how efficient and
effective our plants operate. I recently was called back to a plant I performed a three-day reliability training course over four years ago. When I arrived at the plant, I listened to their success stories and the way they have gone from 73% OEE to 89% OEE. A great success story! But what did they want to do now? The question is what can we do to get better? What are the next steps and how can we get to 93% OEE? They were at the point where we need to move to the next level of training and processes. They now must again access skill levels and develop new training programs to bring them to these higher levels. There are other process areas to improve, but the people part is key in getting to these higher levels. Many companies use the CMRP exam in the same way. Both these certifications are excellent assessment tools for any plant. We as CMRPs should have looked at our results even if we passed the exam and improved our areas of weakness. Just like the plant that improved its OEE, we should all be improving our OEE to help our companies and our own personal goals.
main reason for giving the exams was to measure the knowledge levels in the different areas of the CMRT Body of Knowledge. The exams were given to find out what areas and skills the maintenance team may be strong or weak. With the information obtained from the exams, training programs can be developed to improve specific skill areas. In the case of pass or fail on the exam, it will make no difference in the training plan. Even if the exam is passed and the certification is obtained, there will still be weak areas that need to be developed. The CMRT exam has Body of Knowledge areas in the following topics: Maintenance Practices; Preventive and Predictive Maintenance; Troubleshooting and Analysis; and Corrective Maintenance. Each of these BOK areas are broken down into sub areas in which questions are developed and tested for use on the exam. Through the guidance of the CMRT Exam Team, the questions have been reviewed and determined that they are good questions that fit all manufacturing business maintenance personnel.
the exam team is always looking for good questions to add to the Cmrt exam.
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MeMBeR CoRneR
he USA Science & Engineering Festival, the nations largest celebration of science and engineering, was hosted at the Walter
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 captured by the ultrasonic gun that humans typically cannot hear. When this opportunity presented itself, SMRP wanted to take advantage of educating students about the maintenance and reliability engineering world and informing these potential future leaders about the abundance of career opportunities available in manufacturing. said Shon Isenhour, CMRP, vice chair of SMRP and director of education for GPAllied, Inc. We were able to share with the students and their parents what SMRP does for industry, as well as how we can help them with scholarships and education opportunities, Over the three-day festival, more than 700 paper airplanes were built and discussion between M&R professionals with 150,000 plus festival goers revolved around SMRP career & scholarship opportunities, the importance of SMRP in the community, and the art behind the technology used in the M&R field.
E. Washington Convention Center in Washington, D.C., April 27-29, 2012 with SMRP represented. A Platinum Sponsor, Society of Maintenance and Reliability Professionals (SMRP) presented Are You Hot or Are You Cool? to showcase infrared camera technology and ultrasonic detection technology. Another interactive activity built into the booth was an airplane-making workshop demonstrating the manufacturing process and how engineers can improve processes over time. The exhibit attracted the attention of thousands of festival attendees of all ages. In the exhibit booth, SMRP maintenance and reliability professionals engaged and educated middle school students, high school students, and families about science and engineering from
Photos by Christine Wang. A conference attendee listens to high frequency sound waves as instructed by Shon Isenhour, SMRP vice chair. SMRPs booth at the USA Science and Engineering Festival.
e need your help! In highlighting our members and SMRPs impact over the past 20 years, please send old photos,
Established in 1992, SMRP is honored to celebrate its 20th anniversary this year. This milestone is a path to celebrating the excellence SMRP has accomplished by providing value for individual practitioners and sustaining maintenance and reliability best practices for companies.
ts time to announce the Call for Nominations for the 2012-2013 SMRP Board of Directors.
We invite member input on identifying qualified and motivated nominees and encourage each SMRP member to consider serving as a Board member or officer to help SMRP remain vital and prosperous. Nominations for these seats must be made by July 13, 2012. Please send your nominations to Shon Isenhour, sisenhour@gpallied.com or Jon Krueger, jkrueger@kellencompany.com.
June 2012 | Volume 7, Issue 3
Dont miss your chance to be a part of the exciting changes and growth of your organization. This October, three (3) Director Positions (BoK Director, Education Director, Certification Director) and one (1) Secretary Position will open on the SMRP Board of Directors.
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or the second Executive Meeting of the year, SMRP members congregated in Washington, D.C. and had the chance to expe-
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/ Biorepository in Pod 3. Comments from SMRP members were highly favorable. Being able to see behind the scenes at the Smithsonian, SMRP members left with an appreciation of the depth of the Smithsonian that goes well beyond its walls.
During the SMRP Executive Meeting, members were given a behindthe-scenes tour of the Smithsonians treasures.
rience an exclusive tour of the Smithsonian Institutions Museum Support Center (MSC). Dedicated in 1983 in Suitland, Md. on four and a half acres of land, the MSC hosted a tour typically not open to the public. Featuring a combination of more than 30 million of the nations treasures stored in the giant collection storage pods, the tour allowed members to gain an understanding of not only the treasure but also the complexity in operating and maintaining the facilities that house collections and artifacts. The morning started off with introductory remarks by the Smithsonian Facilities Manager, followed by a presentation by Dr. Marion Mecklenburg on the effect and impact of building environment on collections, materials, and structures. He summarized his research in this area, especially in regard to artwork. Following Mecklenburgs 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
ers for Pra tion cti cti ti ra
ers on
By P
EC
IAL
INTEREST
RO
he Pharma/Biotech SIG has made quick progress in establishing an active group of industry practitioners. With a full
agenda of topics, the group met at Eli Lilly in Indianapolis this past March, followed up with bi-weekly conference calls. The groups active agenda includes fostering several sub teams focusing on: Commissioning and Qualification (C&Q) links to maintenance
o encourage academic institutions and their students to consider careers in maintenance and reliability, and also provide
UP
a way to offer a great benefit to SMRP member families, the SMRP annually awards three scholarships for the upcoming school year: The SMRP Scholarship and SMRPCO Scholarship offer M&R students a chance to pursue a career in the M&R industry.
sion of SMRP and Calhoun Community College in Decatur, Ala. with a tour of the college, a Board and Foundation Meeting,
SP
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
the Education tab, then Scholarships tab for application forms. Deadline for scholarship applications is August 2012. For more information, contact Devane Casteel dcasteel@kellencompany.com).
he next Executive Meeting will be held July 24-26 in Huntsville, Ala. The three-day event will include a joint ses-
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 Marella Bivins at mbivins@kellencompany.com.
SMRP SolutionS
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ChaPteR RounD-uP
houSton ChaPteR
The Houston Chapter hosted its 2012 second quarterly luncheon May 10 at Battleground Golf Course Club at the San Jacinto Battleground, where Texas won its independence from Mexico on April 21, 1836. Featuring guest speaker Kim Hoyt, manager of manufacturing excellence for Huntsman Performance Products, the luncheon served as an educational opportunity for the 67 attendees on improving safety and productivity of the processes at Port Neches facilities. Attendees also learned about improving equipment uptime, eliminating incidents, and Project Zero - a four square mile chemical facility located in southeast Texas. The Maintenance and Reliability Symposium (MaRS) is an annual meeting produced by the SMRP Houston Chapter. MaRS 2012 Conference, SMRP 6th Annual Maintenance and Reliability Symposium, will be held August 2224 at Moody Gardens Hotel and Convention Center in Galveston. MaRS is the Houston chapters fulfillment of its mission to provide educational opportunities for current industry practitioners and future maintenance and reliability professionals. The MaRS event is supported by the Texas Chemical Council (TCC) and the Associated Chemical Industry of Texas (ACIT) for its training value and networking opportunities for the industrys newest generation of maintenance and reliability engineers. Additionally, proceeds from MaRS are used to provide scholarships for engineering students and technicians enrolled in degree plans/programs in related fields of study. Attendance at MaRS is open to all interested parties. You do NOT have to be a member of SMRP. Registration for MaRS is $200 per person before August 1 and $250 after August 1. Please visit www.smrphouston.org to register, sponsor, and for more information.
uPCoMing eVentS:
When: August 22- 24, 2012
What: Houston Chapter - MaRS 2012 Conference, SMRP 6th Annual Maintenance & Reliability Symposium Where: Moody Gardens Hotel and Convention Center 7 Hope Blvd., Galveston, Tex.
Chapter ContaCts Chair: Steven Eubanks Steven.Eubanks@tpcgrp.com Vice-Chair: Jimmy Jernigan James.Jernigan@lyondellbasell.com Secretary: Doug Henry Treasurer: Greg Dunn Program Chair: Ed Foster Past Chair: Clay Naiser Doug.Henry@Petrofac.com gdunn@turner-industries.com edfoster@mundycos.com Clay.Naiser@shell.com
Kim Hoyt of Huntsman Performance Products, discussed safety and process productivity.
inDiana ChaPteR
The Indiana Chapter hosted its 5th Annual Maintenance and Reliability Conference March 20 at the Eli Lilly MQ Learning Center in Indianapolis. IndyCon received the highest attendance of the five conferences to date with 109 attendees (84 conference attendees and 25 vendors). IndyCon featured keynote speaker Ed Stanek, president of LAI Reliability Systems, Inc. He presented, Obtaining Balance: Process Efficiency While on the Road to Reliability. Other practical presentations relating to current maintenance and reliability issues and opportunities to take CMRP or CMRT exams were also offered to attendees.
uPCoMing eVentS:
What: Indiana Chapter June Meeting When: June 12, 2012 Where: Polaris Laboratories, Zionsville, Ind. The Board of Directors of the SMRP Indiana Chapter has set up a tour of the Polaris Laboratories for the first meeting of
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the year. On June 12, the Indiana Chapter will give members an opportunity to revisit the principles and tools involved in tribology or the science of lubrication. Please contact Earl Hill, 317-726-1236, eshill@loma-consulting.com, if you would like to attend. Chapter ContaCts Chair: Rick Kocken Vice-Chair: Kevin Clark Treasurer: Dennis Clark Secretary: Earl Hill Past Chair: Jeff Haverly rkocken@lilly.com kclark@practive-inc.com boilerden@sbcglobal.net eshill@loma-consulting.com jshave229@lilly.com
Board Member: Dave Humphrey james.d.humphrey@allisontransmission.com Board Member: Jim Shackelford jshackelford@peabodyenergy.com Board Member: Jim Taylor jim.taylor@machineryhealthcare.com
ne FloRiDa ChaPteR
The Northeast Florida Chapter held a maintenance conference and plant tour, May 24 at the JEA Northside Generating Station in Jacksonville, Fla. For the event, there was an extensive maintenance conference agenda planned out for SMRP members and non-members to attend. Topics of planning and scheduling, asset management, fluid cleanliness management, and a full tour of JEA Power Station were covered. The lunch and learn also included a demonstration of Palls HLP6 Fluid Conditioning Purifier, which is critical to operation Chapter ContaCts Chair: Doc Palmer Secretary: Walter Simpson Treasurer: Debbi Gray Historian: Roger Collard docpalmer@palmerplanning.com walter.simpson@rayonier.com debbi.gray@wyle.com roger.collard@wyle.com Vice-Chair: Robert Schindler robertschindler@bellsouth.net and reliability of systems involved in power generation. The next chapter event will be held in September.
The North Texas Kick-off Meeting was held at a Coca-Cola syrup plant in Dallas.
to be an SMRP chapter member, you must join SMRP. if your chapter has an event to talk about or for more information on chapter membership, contact Christine wang at cwang@kellencompany.com.
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Enobong Agbasonu Shell Petroleum Development Company, Nigeria Manuel Rosas Aguilar Offshore Technical Assistance Haroon Akhtar Honeywell Mohammed Al-Hajri Saudi Aramco Ahmad Alkhaldi Kuwait National Petroleum Company (KNPC) Oscar Antunez Dow Chemical Elsa Anzalone Invensys Operations Management David Armstrong Hendrickson Canada ULC Matt Arndt Materion Mike Aroney GPAllied Mike Barok eMaint Enterprises, LLC Michael Berkey Merck & Co., Inc. Douglas Berlin Reliability Resource Consultants of GA LLC Dave Bertolini People and Processes, Inc. Jeff Blaske Accenture John Bowen Merck & Co., Inc. William Brown Elliott Company
26 SMRP SolutionS
James Brown, II Goodyear Tire & Rubber Co. Jimmie Bowling GPAllied Alison Buckle Anheuser-Busch Inc. Manuel Lopez Buenrostro Serco S.A. de C.V Brian Bulman Flowserve Mike Burchfield Gerdau Kyle Burnett
David Dezarn Caraustar Industries, Inc. Darrell Dial Johan Dreyer ARMS Reliability Chad Driskill Sekisui Specialty Chemicals Andre Droste Dmitri Dubin General Mills Garland Edgerton Goodyear Tire & Rubber Co. Lawrence Eidson
Michael Bybee Schreiber Chris Callaway Corning Christine Cartwright Enterprise Products Brian Cashimere Carestream Health Inc. Christopher Channell Thomas Cline Roche Joseph Coffman Francis Concemino Inland Empire Utilities Agency Kevin Cowger Merck & Co., Inc. Patrick Craig Willy Davidson Oiltanking Partners, L.P.
Jay Electric James Elliott Henkel Mike Emert Gerdau Donald Enslen Merck & Co., Inc. Joseph Ervin Roche Marc Esplin Merck & Co., Inc. Udayashankar Ganapathy Suncor Energy Jeremy Gartman ATK Jose Garcia Garza Serco, SA de CV Mike Gehloff GPAllied Lance Dean Ginest
Shaft Alignment
Larry Goodpasture GPAllied Daniel Goodrich CTC- Vibration Analysis Hardware Daniel Gonzalez Quanterion Solutions Javier Gonzalez Chevron Carole Gorman Honeywell Samuel Greene Lane Limited Earnest Grenier Genzyme Maureen Gribble UE Systems Rick Guzman Schreiber Foods, Inc. Jimmie Hanks MRG Solutions Daniel Harbaugh The City of Havelock Don Hataway Ensco International John Heideman Control Southern Gregorio Herrera Hernandez Serco S.A. de C.V. Bradley Hill Schlumberger Steve Hivner Carestream John Holmes Mainnovation Inc.
Derek Iltis Life Cycle Engineering, Inc. Alexander Ionov TNK-BP Chris Jackson Luminant Erin Johnson Merck & Co., Inc. James Johnson Merck & Co., Inc. Robert Johnson Eddy Packing Company Michael Johnston T.A. Cook Preston Jolly Technology Transfer Services, Inc William Jones StarTech Instrument Park Joy Merck & Co., Inc. William Keeter GPAllied Bill Kilbey GPAllied Robert Kimbrough Michelin Tire Corp Clark Kimmel People and Processes, Inc. David Kite Merck & Co., Inc. Shannon Klabnik MIPRO Consulting Edmund Knetig The Goodyear Tire & Rubber Co.
continued on page 28
Vibration Analysis
Rotalign ULTRA
& Balancing
VIBXPERT II
h Watc S IDEO e V Onlin
305-591-8935 www.ludeca.com
SMRP SolutionS
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Thomas Moss Alcan Cable Dennis Mullins PdM Condition Monitoring, LLC Raed Mustaffa Collins Mwamba Cargill
Gerardo Salerno MedImmune Michelle Salmon Roche Randy Sampson Meridium, Inc. Jahir Sanchez Confipetrol S.A. Jeffrey Sanford Chzm Hill Sarah Schaill Allied Reliability, Inc. Erich Scheller GPAllied Steve Schimsky Joe Scoff United States Gypsum Ryan Shepherd Gerdau Christopher Sheridan HDR Engineering Jeff Shiver People and Processes, Inc. Bradley Shy Merck & Co., Inc. Mike Skuratovich Eastern Oil Company Tom Sloan GPAllied Ricky Smith GPAllied Ben Staats West Fraser Cariboo Pulp Doug Stangier Weyerhaeuser
Chuck Kooistra GPAllied Daniel Kurtz Gerdau Rodolfo Landa Offshore Technical Assistance S.C. Robert Latham RSL Consulting, LLC Mike Lazarakis
Joseph Leeth Merck & Co., Inc. Steven Lindborg, CMRP, CPMM GPAllied Jeffrey Madere Delta Airlines Darin Maheu Hanover Insurance Group Paul Marino eMaint Enterprises, LLC Luis Mas Roche Brian McBroom Williams Midstream Yolanda Enriquez Mendez Serco S.A. de C.V. Frank Mignano SKF Reliability Systems Bart De Moor GPAllied Todd Moran Roche Oratile More Debswana Diamond Company
Lyondell Basell Chemical Company Richard Overman Core Principles, LLC Andy Page GPAllied Timothy Page UGL Services Gene Pargas eMaint Enterprises, LLC Robert Park Capital Power Corporation Trino Pedraza Tammi Pickett People and Processes, Inc. Doug Plucknette GPAllied David Porter McCain Foods Ltd (USA) Jason Price Priceless Enterprises LLC Carey Repasz GPAllied John Rhea Gerdau
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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 Lynn White Schreiber George Williams Bristol-Myers Squibb Billy Wise General Electric/Bently Nevada Larry Wleczyk Green Bay Packaging Ricky Wright Merck & Co., Inc. Ricky Zarate David Zimny IRISS, INC.
Time Management Plus! See the future and act. Identify bearing failure, energy waste and flashover potential before it happens!!
Call 800.223.1325, E-Mail info@uesystems.com, or visit www.uesystems.com/sm1
SMRP SolutionS
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Moris Behar, CMRP Rio Tinto Leo Faykes, CMRP GoldCorp/Musselwhite Mine Michael Berkey, CMRP Merck Brian Flett CMRP Ivara Daniel Blackford, CMRP Allied Frederic Fortin, CMRP ArcelorMittal Mines Canada David Bonfante, CMRP Georgia-Pacific Julie Fowden, CMRP Rio Tinto - Kennecott Utah Copper John Bowen, CMRP Merck & Co., Inc. Rick Gamble, CMRP AEDC/ATA James Brown, II, CMRP Goodyear Tire & Rubber Company Daniel Hernandez, CMRP Consultores Asociados A.C. Mark Browning, CMRP Ascend Performance Materials Jeremy Hine, CMRP MillerCoors Kevin Cowger, CMRP Merck & Co., Inc. Alexander Ionov, CMRP TNK-BP John Crossan, CMRP John Crossan Consulting Chris Jackson, CMRP Luminant Power Robert Crull, CMRP MRG Joseph McGroarty, CMRP Plant Services Magazine George McCarty, CMRP Georgia-Pacific Robert McAmis, CMRP AEDC/ATA William Marrs, CMRP Intrepid Potash Kai MacMurray, CMRP Kennecott Utah Copper Luis Laracuente, CMRP Bristol Myers Squibb Jason Langhorne, CMRP Allied Reliability Felix M. Laboy de la Plaza, CMRP Vibranalysis Edmund Knetig, CMRP Goodyear Tire & Rubber Company
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SMRP SolutionS
Robert Williamson, CMRP Tarairwa Ndewerem, CMRP MMG Bradley Shy, CMRP Merck & Co, Inc. Hudson Woodfin, CMRP Boudewijn Neijens, CMRP Copperleaf Technologies Ismael Solis, CMRP Pall Corporation Ascend Materials Strategic Work Systems, Inc
NEW CMRTs
Jamie Barth, CMRT
Quaker Oats/PepsiCo
James Thompson, CMRP UGL Services Linden Ellis, CMRT Metro Wastewater Reclamation District
Joey Traughber, CMRP Plymouth Engineered Shapes Scott Kacere, CMRT PepsiCo
Gerald Trodd, CMRP Agrium Inc. Guy Koett, CMRT Metro Wastewater Reclamation District
SMRP SolutionS
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CeRtiFiCation uPDate CMRP & CMRt Paper exams: turnaround time from SMRP
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 timefour to five weeksfrom when the exam was administered. There are a number of variables that may impact the rate at which these results are received.
1
Here are some ways candidates can help ensure their results are mailed and received in a timely fashion: Check the address on the application to make sure it is complete and accurate. The address the candidate places on the application is where the results will be sent. Include your email and phone number so that staff can reach you if there are questions about your application. Pay the exam fee before you sit for the exam. Nonpayment will delay the mailing of results. Remember, results are not released via phone or email. Candidates will be notified of their results by mail only.
For the eight paper exam sessions held in April 2012 (47 exams), results were mailed from SMRP, on average, three weeks (21 days) following the exam date.
1. Turnaround time is defined by the day the exam was administered to when the results were mailed from SMRP.
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wyle laBoratorIes
June 2012 | Volume 7, Issue 3
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 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.
Watch the VDM Inside demo www.mainnovation.com
Society for Maintenance & Reliability Professionals 1100 Johnson Ferry Road, Suite 300 Atlanta, GA 30342 USA www.smrp.org
eVent CalenDaR Houston Chapter Call for Panelists for MaRS 2012
Requests Due: June 30, 2012 Contact: Michael.Eisenbise@bp.com
www.SMRP.oRg
SMRP StAff
Executive Director
Jon Krueger 678-303-3045 jkrueger@kellencompany.com
Exam Director
Terry Harris, CMRP 937-371-1644 tkharris10@hotmail.com
Associate Director
Jayne Gillis 678-303-2979 jgillis@kellencompany.com