2 Condition

January 2009
Condition
Monitoring
Maintenance and Repair Management
Section 2
2009 Caterpillar
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Condition Monitoring
This symbol indicates information which

is of special importance. Do Not Ignore.
Contents
2.1 General Information
2.1 General Information. . . . . . . . . . . . . . . . 2

2.1.1 Goals and Objectives . . . . . . . . . . . . . . 3
2.1.2 Condition Monitoring Strategy. . . . . . . . 5
Demands for increased production and reduced

cost-per-ton in the mining industry have caused
mining companies to look for ways to increase
equipment availability and reduce operating
costs. Equipment maintenance is a key
contributor to the overall operating costs of
production loading and haulage equipment.
Failures that cause unscheduled repairs can
increase repair costs as much as 15 times that of
the same scheduled repairs.
2.2 The Process . . . . . . . . . . . . . . . . . . . . . . 6

2.2.1 Process Overview . . . . . . . . . . . . . . . . . 7
2.2.2 Pre-Delivery/Pre-Operational Baseline
Checks . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.2.3 Operator Inspections And Feedback . . . 10
2.2.3a Pre-Shift Inspection. . . . . . . . . . . . . 11
2.2.3b Operator Inspections During Shift . . 13
2.2.3c Abnormal Condition Detected
During Shift . . . . . . . . . . . . . . . . . . . 17
2.2.3d Post-Shift Inspection . . . . . . . . . . . . . 19
2.2.4 Service Interruptions . . . . . . . . . . . . . 20
2.2.4a Daily/Periodic Field Inspection . . . . 21
2.2.4b Pre-PM Inspection . . . . . . . . . . . . . 25
2.2.4c Pre-PCR Inspection . . . . . . . . . . . . 31
2.2.5 Fluids Management . . . . . . . . . . . . . . 36
2.2.6 Production Delay . . . . . . . . . . . . . . . . 37
Availability is driven by the frequency and

duration of machine downtime events (failures
and preemptive shutdowns). Studies have
shown that shutdown frequency is the primary
driver behind this interdependency. Shutdown
frequency is a function of inherent machine
reliability and equipment maintenance
management effectiveness. Traditional
statistical machine reliability calculations are
based on failure rates. They ignore preemptive
maintenance shutdowns which occur as a
result of preventive and predictive (non-failure
related) actions which are focused on
problem/failure avoidance.
2.3 Summary Information . . . . . . . . . . . . . 38

2.3.1 Putting It All Together . . . . . . . . . . . . . 38
2.3.2 Management Process Interactions . . . 40
Backlog Management . . . . . . . . . . . . . 40
Planning and Scheduling . . . . . . . . . . 40
Preventive Maintenance . . . . . . . . . . . 41
Repair Management . . . . . . . . . . . . . . 41
Component Management . . . . . . . . . . 41
Continuous Improvement . . . . . . . . . . 41
2.3.3 Key Personnel. . . . . . . . . . . . . . . . . . . 42
Fleet Analyst . . . . . . . . . . . . . . . . . . . . 42
Planner . . . . . . . . . . . . . . . . . . . . . . . . 42
Scheduler . . . . . . . . . . . . . . . . . . . . . . 42
Operators . . . . . . . . . . . . . . . . . . . . . . 43
Field Inspectors. . . . . . . . . . . . . . . . . . 43
Technicians . . . . . . . . . . . . . . . . . . . . . 43
Project Manager . . . . . . . . . . . . . . . . . 43
2.3.4 Logistical Resources. . . . . . . . . . . . . . 44
2.3.5 Measuring Performance . . . . . . . . . . . 45
2.3.6 Knowledge Review/Self Test . . . . . . . 47
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The first step in problem/failure avoidance is an

awareness that potential problems or
conditions that may lead to machine stoppages
exist. Condition Monitoring (CM) is based on
proactive data acquisition and analysis routines
used together to facilitate early detection of
machine defects or changes in machine health
and application severity enabling proactive
maintenance, repair, and application
management to take place.
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2.1.1 Goals and Objectives
CM is the responsibility of everyone who has

contact with the machine, not just inspectors.
Involve the entire organization in the
development of the plan, including Operations.
All critical or emerging problem situations must
be noted, and the information forwarded to the
appropriate personnel and/or department.
When developing the CM strategy, all factors
that make the mine site unique must be
considered. Use previous experience and
knowledge to identify potential areas of concern.
Use other, similar sites for ideas. Document the
strategy (Maintenance Strategy Reference is a
good tool for this) and schedule periodic reviews
and updates. Management must ensure that the
maintenance strategy evolves to meet changes
in application and operation.
The primary goal of Condition Monitoring is to

enhance the contributions of the Maintenance
Department in the area of problem/failure
avoidance and cost containment in the delivery
of fleet performance and profitability.
Accomplishment of this goal requires the
development, implementation, and execution of a
site-specific plan that permits early detection of
defects and/or symptoms that may result in
equipment failure and the associated costs.
Additionally, there must be defined
measurement tools linked to machine
condition, operation, and application. This
helps identify remedial action in the form of
revisions to the maintenance strategy or
adjustments to the operation of the equipment.
Tools and routines should be devised that
enable a mine to achieve a high percentage of
planned and scheduled downtime (20-30% PM,
40-60% scheduled downtime, and 20-30%
unscheduled downtime).
Many Condition Monitoring routines can be

performed during windows of opportunity such
as shift change, lunch breaks, lube/re-fuel, or in
conjunction with other maintenance activities
such as Preventive Maintenance (PM), Planned
Component Replacement (PCR), and scheduled
or unscheduled repairs. However, there may be
instances in which windows must be created to
stop equipment to perform CM routines. A
well-conceived, fully functional Condition
Monitoring plan is the foundation of any repair
before failure maintenance strategy.
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Fleet characteristics.
-All machinery and equipment must
be documented. Be familiar with
manufacturer specifications and
requirements.
Contract scope, goals, and

commitments.
-Work closely with the customer
and be familiar with the Customer
Service Agreement (CSA) and
customer expectations.
The Condition Monitoring strategy must

define the following areas.
The primary goal and responsibility of the

Maintenance Department is to maintain
equipment in optimum condition via
problem/failure avoidance. Condition
Monitoring is the key element in any
condition-based, repair before failure
equipment maintenance management
strategy. Condition Monitoring is based
on a collection of data acquisition and
analysis processes and subprocesses.
These are used in combination to
facilitate early detection of defects or
changes in machine health and
application severity, enabling proactive
maintenance, repair, and application
management. Detected defects and the
resulting backlogs are a primary output of
the Condition Monitoring process.
2.1.2 Condition Monitoring

Strategy
Resource requirements.
-There must be adequate space
and the correct tools and
equipment to carry out the
Condition Monitoring routines.
Training requirements.
-Personnel must have specialized
training and the required skills to
carry out their duties.
Manpower requirements.
-There must be sufficient personnel
available to effectively and
efficiently carry out the Condition
Monitoring strategy.
NOTE: Phase I of Maintenance and

Repair Process training/implementation
includes the inspection routines and
Fluids Management/Analysis.
The
higher-level routines will be covered in
Phase II of the training.
Condition Monitoring routines.

-Operator Inspections
-Daily/Periodic Inspections
-Pre-PM Inspections
-PM Inspections
-Post-PM Inspections
-Pre-PCR Inspections
-Fluids Management and Analysis
-On-Board Electronic Data
Monitoring
-Machine Systems Performance
Tests
-Application Analysis
-Learning From Failures
Condition Monitoring savings

should be greater than costs . . .
how much can you spend on
prevention?
A good rule of thumb is Condition

Monitor at 1/3 the failure rate.
Simple solutions are often the best.
Perform the analysis/interpretation.

Study symptom, root cause, and
relationships.
Some failure modes show no signs

of deterioration.
Some failures occur purely at

random.
When devising an action plan to address

a problem with Condition Monitoring,
remember:
Interpretation and action guidelines.

-Performance metrics must be
tracked on a regular basis and an
action plan developed to improve
any weak areas in the Condition
Monitoring process.
Performance metrics and goals.

-Goals for the Condition Monitoring
plan must be clearly defined and
the results documented and
tracked in order to determine the
effectiveness of the CM plan and
to define when improvements to
the CM plan/strategy must be
made.
2.1.2 Condition Monitoring Strategy
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2.2 The Process
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Pre-PM inspections should be done

prior to the actual PM. This ensures
the most current machine
information is available for the PM.
The timing of the pre-PM inspection
must allow sufficient time for
Planning to respond with an
appropriate action plan.
Daily/periodic field inspections can

occur any time the machine is
stopped, such as during a fuel stop,
shift change, lunch breaks, or other
pauses in production. Field
inspections can be used to identify
new problems or to monitor existing
machine conditions to prevent a
failure prior to PM or other
scheduled repairs.
Operator inspections and feedback

occur primarily at shift changes, but
inspectors should inspect the
equipment whenever there is a need
or other opportunity. Inspectors
should review machine logs during
stops and interview the operator.
2. Define Condition Monitoring routines.
1. Define and document a plan to execute

the Condition Monitoring strategy.
Once
the
site-specific
Condition
Monitoring strategy has been developed, a
plan must be put into place to execute the
strategy.
2.2.1 Process Overview
Analyzing machine electronic data is

done on a regular schedule based
on manufacturers recommendations
and site-specific conditions.
Electronic data and fluid
management information can be
gathered and analyzed any time
there is an opportunity, in addition to
the scheduled analysis.
Fluids management (monitoring both

fluid levels and contamination levels)
is to be done on a regular schedule
based on manufacturers
recommendations and site-specific
conditions.
Complete inspections of machines

and equipment must be made any
time there is a stop due to a PM or a
scheduled repair. These inspections
need to be done before and after the
PM or repair.
Site location and conditions need to

be taken into consideration when
determining the time frame for a
pre-PCR inspection. Remote mine
sites with longer supply lines will
need to allow more time before the
PCR than a mine site within close
proximity to necessary supplies and
personnel.
Pre-PCR inspections should be

done far enough in advance to allow
Planning and Scheduling time to
order parts, components and tooling,
and to schedule adequate personnel
to execute required repairs.
The collected data is also used to measure

the effectiveness of the CM process. The
effectiveness of the process should be
reviewed constantly and if shortcomings in
the process are detected, revisions to the
CM action strategy/plan to address those
shortcomings must be developed.
As data is collected during the CM

process, it must be entered into the
Condition Monitoring database. This
needs to be done in a timely manner so the
most current information is available to be
acted upon.
4. Execute the CM plan.
3. Define, acquire, and assign CM resources.
All information collected during these

processes must be entered in the
Condition Monitoring database in a
timely manner.
Maintenance and equipment

operation and application have a
significant impact on equipment
health and performance.
Maintenance is not constant, and
service suppliers and facilities
change over time. Operating
practices change due to personnel
rotation and in response to changing
production goals. Applications
change as as mines mature. The
potential for problems will always
exist, but a well-managed Condition
Monitoring program can lower the
risk of equipment failure.
In addition to ongoing, periodic

inspections of machines and
equipment, it is also necessary to
document changes in the operating
environment, such as road conditions,
grades, haul distances, etc.
2.2.1 Process Overview
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2.2.2 Pre-Delivery/Pre-Operational Baseline Checks
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to
Use the Pre-Delivery Test and Inspection

Checklist to ensure all necessary tests
are completed.
Compare the
performance baseline to manufacturers
specifications.
6. Perform commissioning tests

establish performance baseline.
5. Receive assembled machine on-site.
2.2.2 Pre-Delivery/
Pre-Operational Baseline
Checks
The machine must be released

to Operations with zero defects.
If the commissioning tests have not been

completed, the machine is returned to
the appropriate location for completion of
testing.
7. If an abnormal condition is found, the

machine
is
sent
to
Repair
Management. The cause of the
defect and the corrective action must
be documented.
10. Operations records the date, time, and

event code. This is recorded in the
Operations/Maintenance Downtime
Log.
9. Release machine to Operations with

zero defects.
This includes any defects and corrective

action(s) taken. The information entered
in the CM database is now the basis of
comparison for all future CM results.
8. Document pre-delivery (baseline)

performance in the Condition
Monitoring database.
2.2.2 Pre-Delivery/Pre-Operational Baseline Checks (continued)
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2.2.3 Operator Inspections and Feedback
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12. Conduct a pre-shift, walk-around

inspection of the machine using a
Pre-Shift
Operator
Inspection
Checklist.
NOTE: The Machine Logbook stays with

the machine at all times.
11. Review the Machine Logbook from

the previous shift. Discuss the
information with the previous
Operator. This must be done prior to
beginning the new shift.
At the beginning of each shift, the new shift

Operator is responsible for reviewing the
previous shift Machine Logbook entries
and conducting a pre-shift walk-around
inspection to identify defects or to
monitor/detect potential problems.
2.2.3a Pre-Shift Inspection
Operators spend more time in the

machine, and as a result are more
familiar with the equipment and its
operation than anyone involved in its
management.
The scope of the
operators involvement in Condition
Monitoring includes pre-shift inspection,
machine condition and performance
evaluation during the shift, and post-shift
operational assessment.
2.2.3 Operator Inspections

and Feedback
Whenever there is a change in the status

of a machine, for any reason, Dispatch
must be notified. Dispatch will enter the
date/time and issue or revise the event
code with each change of status.
18. If it is a valid defect, the Field Service

team either executes the repair or, if it
is determined that the repair is too
lengthy or complicated to be
performed in the field, the machine is
moved to the shop where the repair is
executed under the guidelines defined
by the Repair Management process.
17. The Field Service team interviews

the Operator.
16. Dispatch advises the Field Service

team.
15. Dispatch records the date, time, and

event code. This is recorded in the
Log.
14. If a defect is found and it is determined

that the repair cannot be deferred, or if
the Operator is unsure if a repair can
be deferred, the Operator must
communicate this information to
Dispatch or in-pit supervision.
13. Record all observations in the

Machine Logbook.
The Pre-Shift Operator Inspection Checklist

should be designed to capture visual
observations. The inspection should be
simple and require no tools or special
instrumentation. It should take ten minutes
or less to complete and require minimum
training to conduct the inspection.
Shift:
No
No
No
No
Yes
Yes
Yes
Yes
No
No
No
No
Yes
Yes
Yes
Yes
Low? / OK? / High?
Low? / OK? / High?
No
No
No
No
Yes
Yes
Yes
Yes
Low? / OK? / High?
Example of Operator Pre-Shift Checklist.
Explain the Problem(s):
OTHER OBSERVATIONS?
TIRE PROBLEMS?
LIGHTING PROBLEMS?
Define Location(s):
LEAKS?
Fuel
Grease
Coolant
Engine
Steering System
Transmission
Hydraulic System
SHIFT:
FLUID LEVELS:
Pre-Shift Walkaround Inspection
Shift End Date / Time:
Shift Start Date / Time:
OPERATOR CHECKLIST
Hourmeter Reading:
Operator Name:
Machine ID No.
21. Return machine to operation.
20. Dispatch records the date and time

and revises the event code. This is
entered
in
the
Operations/
Maintenance Downtime Log.
19. If the defect is not valid, the Field

Service team advises Dispatch of
the status.
Refer to Repair Management (Section 6)

of the Maintenance and Repair
Management Reference Guide for more
information.
2.2.3 Operator Inspections and Feedback (continued)
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25. If an abnormal condition is detected,

activate the data logger and/or event
recorder.
24. If no abnormal conditions are

detected, proceed to the end of the
shift.
23. Assess machine condition and

performance during operation. This
is an ongoing process to be
conducted throughout the shift.
22. Complete the Pre-Shift Inspection

Checklist and begin normal shift
operation.
2.2.3b Operator Inspections

During Shift


event code. This is entered in the
Log.
27. Communicate concern to Dispatch.
26. Record the data logger or a

snapshot of the abnormal condition.
NOTE: The guidelines listed are shown

here for illustrative purposes only. These
guidelines have not been approved by
Caterpillar, Inc.
NOTE: The event action guidelines

shown on the following two pages were
developed by a customer. They are an
example of the type of information that
could be used to guide the Operator in
the diagnosis and decision process for
unscheduled
events.
They are
laminated reference cards which are kept
in the machine cab.
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NOTE: The guidelines listed are shown here for illustrative purposes only.
These guidelines have not been approved by Caterpillar, Inc.
GREEN Equipment Items
Equipment can continue to operate but notification to Maintenance must be completed.

Repair at Next Break
Signal Lights
Cracked Mirrors
Mine Radio
Seats/Arm Rests
Boarding Ladder
Adding Fluids
CAES System
Heating/AC
Latch Bar and Dutchman Inserts

Minor Dispatch Problems
YELLOW Equipment Items
Equipment should be shutdown and Maintenance must be contacted to make a

determination of equipment status ASAP.
Not Safety but Machine Emergency/Call Maintenance
Gauges Running Out of Normal-Aid System
Heat Detection
Steady Stream Hydraulic Leak
Major Machine Noise or Vibration
Lube System Failure
Shim Latch Bar
Ropes on Shovels
Tire Cuts/Damage/Bubble
Track Pad Eye
Minor Electric Cable
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NOTE: The guidelines listed are shown here for illustrative purposes only.
These guidelines have not been approved by Caterpillar, Inc.
Red Equipment Items
Equipment cannot continue to operate.

Shut equipment down.
Notification to Maintenance must be immediate.

Safety/Emergency
Back-up Alarm
Brakes
Safety Equipment
Seat Belts
Fuel Leaks
Fire Extinguisher
Handrails Inactive
Tire Flat
Group of Lights
Blue Lights
Major Window Damage
Missing Mirror - no rear vision
Propel/Propel Brakes
Horn
Steering
Door Latches that cannot open
Both Tail Lights
Whip Lights
Major Trail Cable/Spider Damage
Rocks in Tires
Immediate shutdown to prevent equipment damage

Mobile Equipment Fluid Dripping
Any Item Dragging Loose From Vehicle
Filter Plugged Warning
Brake Over Stroke
Requires engine shutdown immediately after safely parking vehicle

Engine Knock
Abnormal Noise
Grinding or Unusual Vibrations
High Temperature Gauge Warning
Low Pressure Warning
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31. Field Service reviews data from the

event recorder or the data logger, if
they were activated.
A good communication system allows

Field Service personnel to talk to the
Operator prior to going to the machine
location. This communication allows
Field Service to determine and gather the
necessary tools and equipment to take
with them to the machine. The efficient
use of resources reduces unscheduled
downtime.
30. Field Service team interviews the

Operator.
29. Once notified of an unscheduled

event by the Operator, Dispatch
advises the Field Service team.
2.2.3c Abnormal Condition

Detected During Shift


information.
32. If the defect is valid, Field Service

informs Dispatch and either
executes the repair or, if it is
determined that the repair is too
moved to the shop where the repair
is executed under the guidelines
defined by the Repair Management
process
It is important that Field Service also take
the time to educate the Operator about
why the defect was not valid. A few
minutes spent teaching the Operator can
prevent an unnecessary machine stop in
the future.

entered
in
the
Operations/
34. If the defect is not valid, Field

Service informs Dispatch.

entered
in
the
Operations/
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Pre- and Post-Shift tasks should be

quick and simple.
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38. Record observations in the Machine

Logbook. Be prepared to discuss
assessments and observations with
the incoming shift Operator.
This policy does not support a

repair before failure approach. In
fact, it could create an atmosphere
where machines are run to the
point of destruction, every
shutdown is catastrophic, and cost
and downtime go well beyond
acceptable levels.
Dont employ policies that promote

the wrong behavior. An example of
this type of policy is when
Operators are only paid when their
trucks are operating. In this kind of
situation, Operators are likely to
ignore obvious problems that
should be addressed with
preventive or corrective action.
Acknowledge key contributions.
Inform and hold Operators

accountable for their errors.
Train Operators to high standards

of performance.
Respond and communicate with

the Operators when they have
questions and concerns.
Operations and Maintenance goals

must be aligned.
The Post-Shift Machine Performance

Checklist is based on the same basic
concepts as the Pre-Shift Inspection
Checklist, but is designed to capture
subjective operational, seat-of-the-pantstype observations or abnormalities.
37. Complete the Post-Shift Machine

Performance Checklist.
In order for Operator inspections to be

successful, there are key elements that
must be in place.
Keys to Success
36. At the end of the shift, perform the

post-shift machine performance
assessment.
2.2.3d Post-Shift Inspection
No
BRAKE PROBLEMS?
No
No
Yes
Yes
Yes
Yes
Yes
Yes
Low
No
No
No
No
No
No
OK
Yes
Yes
Yes
Yes
Yes
Yes
Low
No
No
No
No
No
No
OK
Yes
Yes
Yes
Yes
Yes
Yes
Low
Example of Operator Post-Shift Machine

Explain:
OTHER OBSERVATIONS?
CAB & ALARMS?

Explain:
Explain:
STEERING PROBLEMS?
Explain:
Explain:
No
No
ABNORMAL VIBRATION?
Explain:
No
OK
Post-Shift Condition Report
ABNORMAL NOISE?
Explain:
SHIFT:
POWER?
OPERATOR CHECKLIST
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2.2.4 Service Interruptions
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Standard procedures should be followed

for data collection, data entry,
communications,
and
notifications
regarding any problems found during
these inspections.
Production Delays
Fluid Additions
Scheduled Repairs
Scheduled PM
Pre-PCR Inspection
Pre-PM Inspection
Daily/Periodic Field Inspection
As shown on CM Map 5, the normal

operation of a machine may be
interrupted during the course of a shift.
These service interruptions are typically
scheduled, however some, such as fluid
additions and production delays, may be
unscheduled. The activities listed below
define service interruptions that should
be used as opportunities for Condition
Monitoring, when possible.
2.2.4 Service Interruptions
39. Review the Field Inspection

Schedule, which is distributed by
Planning and Scheduling.
Daily inspections should be scheduled

during windows of opportunity, such as
daily lubrication and fuel stops, shift
change, lunch breaks, or other pauses in
production.
Inspections should be
performed by a highly skilled,
detail-oriented Inspector and are typically
quick and easy to perform (15 to 20
minutes). They tend to be based on
simple, visual, subjective observations,
although tire pressure checks and fluid
additions are often included.
2.2.4a Daily/Periodic Field

Inspection
Look at all backlogs for a machine to

make sure only new defects are added
and to monitor the condition of existing
backlogs
(has
the
condition
deteriorated?, etc.).
42. Interview the Operator and review

the backlog list for the machine and
the Operator Shift Report Summary.
41. Review the Machine Logbook.
40. Dispatch directs machine to inspection

location (fuel island, etc.), records
date, time, and event code. This is
recorded
in
the
Operations/
2.2.4 Service Interruptions (continued)
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Refer to Repair Management (Section 6) of

the Maintenance and Repair Management
Reference Guide for more information.
48. If new defects are found that cannot

be deferred, notify Dispatch. Dispatch
will record the date, time, and event
code in the Operations/Maintenance
Downtime Logbook. Field Service
either executes the repair or, if it is
determined that the repair is too
Refer to Backlog Management (Section 3)

information.
47. If new defects are found and the repair

can be deferred, a Technical Backlog
Request is opened. The Inspector
must be able to determine the urgency
of a repair and establish priority.
Example of a
Field Inspection
Checklist
Example of a
Field Inspection
Checklist.
46. Return the machine to operation.

the machine is released back into
service. This is entered in the
Logbook.
44. If no new defects are found and the

inspection is complete, notify
Dispatch of the machine status.
The Field Inspection Checklist and an

illustrated reference book can help keep
the inspections consistent.
43. Perform the inspection using the

Field Inspection Checklist and the
Pending Backlog List for the
machine.
2.2.4a Daily/Periodic Field

Inspection (continued)
Information must be entered in the

appropriate database as soon as possible.
Delays in collecting and forwarding data and
updating databases will cause unnecessary
12. Is the inspection complete?
increases in machine downtime.
Procedures should be welldocumented and inspection checklists

well-guided. There should be minimal
reliance on verbal communications.
Inspectors must analyze, interpret,

and translate Operator input into
technical feedback and action
(create a backlog or send machine
to Repair Management for
immediate action).
Inspections should be quick and

easy, taking approximately 15 to 20
minutes to perform.
Inspections must be designed to be

simple, visual, and subjective. The
exceptions would be tire pressure,
fluid additions, etc.
Windows of opportunity (daily fuel

stop, etc.) must be used in order to
conduct inspections with a
minimum amount of downtime.
In order for Daily/Periodic Field inspections

to be successful, there are key elements
that must be in place.
Keys to Success
49. When the inspection is complete, the

inspection report must be completed
and data forwarded, in a timely
manner, to the appropriate area to be
entered in the Condition Monitoring
database.
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Refer to Preventive Maintenance

(Section 1) of the Maintenance and
Repair Management Reference Guide
for more information.
The pre-PM inspection is performed to

verify that the list of activities planned for
Preventive Maintenance is accurate and
complete. Pre-PM inspections should be
performed by a trained Field Inspector
prior to the actual PM. This ensures that
the most current machine information is
available to be considered as part of the
PM plan. The timing of the pre-PM
inspection must allow sufficient time for
Planning to respond with appropriate
action based on feedback and analyses
of information and data acquired as a
result of the inspection. The inspection
includes inspection routines, oil sample
extraction, magnetic plug exchange, and
VIMS data download. The results of
these analyses, and an action plan
based on those results, should be
incorporated into the PM.
2.2.4b Pre-PM Inspection
No
No
No
Yes
Yes
Yes
Yes
No
No
No
No
Yes
Yes
Yes
Yes
Low? / OK? / High?
Low? / OK? / High?
No
No
No
No
No
Yes
Yes
Yes
Yes
Low? / OK? / High?
Example of Operator Pre-Shift Checklist.
OTHER OBSERVATIONS?
TIRE PROBLEMS?
LIGHTING PROBLEMS?
Define Location(s):
LEAKS?
Fuel
Grease
Coolant
Engine
Steering System
Transmission
Hydraulic System
SHIFT:
FLUID LEVELS:
Pre-Shift Walkaround Inspection
Shift End Date / Time:
Shift Start Date / Time:
Hourmeter Reading:
Operator Name:
Shift:
Machine ID No.
OPERATOR CHECKLIST

Log.
51. Dispatch directs machine to

inspection location and the machine
is taken out of operation.
50. Review Pre-PM Inspection Schedule

from Planning and Scheduling.
No
No
No
No
No
No
OK
Yes
Yes
Yes
Yes
Yes
Yes
Low
No
No
No
No
No
No
OK
Yes
Yes
Yes
Yes
Yes
Yes
Low
Post-Shift Condition Report
No
No
No
No
No
No
OK
Yes
Yes
Yes
Yes
Yes
Yes
Low
Example of Operator Post-Shift Machine

Explain:
OTHER OBSERVATIONS?
Explain:
CAB & ALARMS?
Explain:
STEERING PROBLEMS?
BRAKE PROBLEMS?
Explain:
Explain:
ABNORMAL VIBRATION?
ABNORMAL NOISE?
Explain:
Explain:
POWER?
SHIFT:
OPERATOR CHECKLIST
55. Review the Machine Logbook.
54. Interview the Operator and review

the pending backlog list for the
machine and the Operator Shift
Report Summary.
53. The machine is delivered to the

inspection location.
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plugs
with
64. Download VIMS.
NOTE: The final assessment from the

Fleet Analyst will be forwarded to
Planning for the next PM.
63. Send magnetic plugs to the Fleet

Analyst for final inspection and
analysis. This should be done even
if no problems are noted in the visual
examination.
62. Make notes on the inspection

checklist of any potential problems
for the Fleet Analyst.
61. Conduct a visual pre-inspection and

analysis.
60. Replace magnetic

exchange plugs.
59. Remove magnetic plugs.
NOTE: If the lab detects any abnormality

that would be considered an emergency
condition, they will notify the site
immediately.
The off-site lab will perform SOS and

particle counts and analyze the results.
They will determine the condition of
components, document the results, and
communicate those results to the site.
58. Send samples to lab for analysis.
57. Extract fluid samples (SOS).
56. Label and identify sample bottles.

(continued)
69. If there is a backlog that is determined

to be invalid, document the exception
and forward the information to
Planning and Scheduling.
68. Validate scheduled backlog repairs (to

be performed at the next PM) using
the Pending Backlog List for the
machine. Determine if any of the
backlogs have deteriorated, been
resolved and no longer require
attention, or if there are new backlogs.
If the repair required is urgent and

cannot be deferred, the inspector either
executes the repair or, if it is determined
that the repair is too lengthy or
complicated to be performed in the field,
the machine is moved to the shop where
the repair is executed under the
guidelines defined by the Repair
Management process. Refer to Repair
Management (Section 6) of the
If the repair required is not urgent and

Request is opened. Refer to Backlog
Management (Section 3) of the
67. If there are active faults or snapshots,

determine the urgency and define
what action needs to be taken.
66. Send files to Fleet Analyst for analysis.
65. If there are no active faults or

snapshots, transfer the VIMS files to
the export medium.
74. Notify Dispatch of the machine status.

Dispatch will record the date and time
and revise the event code. This
information is entered in the
Log.

information.
73. If the repair cannot be deferred, the

inspector either executes the repair or,
if it is determined that the repair is too

information.
72. If the repair can be deferred, open a

Technical Backlog Request.
71. If new defects are found, determine if

the repair can be deferred.
70. Perform the pre-PM inspection using

the Pre-PM Inspection Checklist.
The checklist includes inspection
steps and is accompanied by a
summary of pending backlogs for the
machine in question.
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79. Dispatch will record the date and

time and revise the event code. This
information is recorded in the
Log.

information.

Fleet Analyst directs the machine to
the shop where the repair is
executed under the guidelines
defined by the Repair Management
process.

information.

76. If a critical condition is found,

determine if the repair can be
deferred.
75. Request the Fleet Analyst to inspect

and analyze the magnetic plugs.

(continued)
83. Complete the Pre-PM Inspection

Report. Forward the report to the
appropriate area to be entered in the
Condition Monitoring database and
to Planning and Scheduling for the
next PM.
82. Advise Dispatch of the machine

status. Dispatch will record the date
and time and revise the event code.
This is entered in the Operations/
81. When the inspection is complete,

return the machine to operation.
80. Complete the Magnetic Plug

Inspection Report and forward it to
the appropriate area to be entered in
the Condition Monitoring database.
NOTE: PM inspections and post-PM

inspections are covered in Preventive
Maintenance (Section 1) of the
Reference Guide.
Refer to the
Preventive Maintenance section for more
information regarding PM and post-PM
inspections.
Inspectors need to use detailed

checklists, with well-documented
procedures and well-defined
acceptability criteria.
Inspections should be quick and

easy, taking approximately 15 to
20 minutes to perform.
Inspections should be simple,

highly visual, and subjective.
Exceptions are SOS, VIMS, etc.
Inspections must be scheduled and

executed with enough time to allow
Planning to respond to the pre-PM
feedback.
Make use of all potential windows

of opportunity, such as the daily
inspections, other repairs, etc., in
order to conduct inspections with a
minimum amount of downtime.
In order for pre-PM inspections to be

must be in place.
Keys to Success
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Participants in this inspection include

representatives from the field inspection
team, shop staff and supervision, the
Parts Department, and the Fleet Analyst.
Engine replacement usually provides the

best opportunity since downtime duration
associated with engine replacement is
greater than most other components.
Remote mining sites will need to allow
more time before the PCR than a mine
site within close proximity to necessary
supplies and personnel due to the time
and distance factors of bringing in
outside resources.
The
Pre-PCR
inspection
is
a
comprehensive assessment of machine
condition which is performed prior to
planned major component replacement.
The intent of this inspection is to identify
all of the defects that exist on a piece of
equipment. This must be done far
enough in advance of the scheduled
component replacement to allow for
ordering parts, components and tooling,
and to schedule adequate personnel for
the component replacement.
The
ultimate goal is to return the machine to
service after the PCR with zero defects.
2.2.4c Pre-PCR Inspection
85. Dispatch directs the machine to the

Wash Bay.
84. Review the Pre-PCR Inspection

Schedule from Planning and
Scheduling.
The pre-PCR inspection should require

no more than one shift (typically four to
eight hours) to perform. It should be
scheduled and executed to permit
Planning response to the pre-PCR
results. Once the pre-PCR inspection is
completed, a machine-specific plan
should be developed and scheduled for
execution during the PCR. The Fleet
Analyst should establish goals for
improvement (availability and MTBS) and
monitor performance after the PCR to
determine if those goals have been
achieved. If the results are not in line
with expectations, revisions should be
considered in order to improve future
PCR results.
The inspection will require the use of a

machine-specific checklist developed
from the repair/downtime history, the
Pending Backlog List, and the Top
Problem Summary for the machine in
question. The inspection includes SOS
analysis, magnetic plug analysis, VIMS
analysis, detailed visual inspections,
special instrumented testing, and
backlog repair validation. The results of
these analyses, as well as any action
plan based on the results, should be
included in the PCR service package.
Information must be entered in the

appropriate database as soon as possible.
Delays in collecting and forwarding data and
updating databases will cause unnecessary
increases in machine downtime.
NOTE: If the lab detects any abnormality

that would be considered an emergency
condition, they will notify the site
immediately.
The off-site lab will perform SOS and

particle counts and analyze the results.
They will determine the condition of
components, document the results, and
communicate those results to the site.
91. Send samples to lab for analysis.
90. Extract fluid samples (SOS).
89. Label and identify sample bottles.
88. Machine delivered to the Wash Bay.
87. Machine is taken out of operation.
86. Dispatch also records the date, time,

and event code. This is entered in the
Log.
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plugs
with
100. Download VIMS.
NOTE: The final assessment from the

Fleet Analyst will be forwarded to
Planning for the PCR.
99. Send magnetic plugs to the Fleet

Analyst for final inspection and
analysis. This should be done even
if no problems are noted in the visual
examination.
98. Make a note of any potential

problems for the Fleet Analyst.
97. Conduct a visual pre-inspection and

analysis.
96. Replace magnetic

exchange plugs.
95. Remove magnetic plugs.
94. Wash the machine.
93. Record the results of the pre-wash

inspection and forward to the
appropriate area to be entered in the
Condition Monitoring database.

for more information regarding wash bay
procedures.
92. Perform the pre-wash inspection

using the Pre-Wash Inspection
Checklist.

(continued)
104. Validate scheduled backlog repairs

(to be performed at the PCR) using
the Pending Backlog Report for the
machine.

information.
If the repair required is urgent and

cannot be deferred, the inspector either
executes the repair or, if it is determined
that the repair is too lengthy or
complicated to be performed in the field,
the machine is moved to the shop where
the repair is executed under the
Management process.

information.
If the repair required is not urgent and

Request is opened.
103. If there are active faults or

snapshots, determine the urgency
and define what action needs to be
taken.
102. Send files to the Fleet Analyst for

analysis.
101. If there are not active faults or

snapshots, transfer the VIMS files
to the export medium.
110. Notify Dispatch of the machine

status. Dispatch will record the date
and time and revise the event code.

information.

inspector either executes the repair
or, if it is determined that the repair
is too lengthy or complicated to be
performed in the field, the machine
is moved to the shop where the
repair is executed under the
Management process.

information.
108. If the repair can be deferred, open

a Technical Backlog Request.
107. If new defects are found, determine

if the repair can be deferred.
106. Perform the pre-PCR inspection

using the Pre-PCR Inspection
Checklist.
105. If there is a backlog that is

determined to be invalid, document
the exception and forward the
information to Planning and
Scheduling.
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115. Dispatch will record the date and

time and revise the event code.
This
is
recorded
in
the
Log.

information.

inspector either executes the repair
or, if it is determined that the repair
is too lengthy or complicated to be
performed in the field, the machine
is moved to the shop where the
repair is executed under the
Management process.
Notify
Dispatch of the status of the
machine.

information.

112. If a critical condition is found,

determine if the repair can be
deferred.
111. Request the Fleet Analyst to inspect

and analyze the magnetic plugs.

(continued)
120. Develop Pre-PCR Assessment

Results Report. Forward the report
to Planning and Scheduling to use
for PCR plan preparation.
119. Complete the Pre-PCR Inspection

Report. Forward the report to the
appropriate individual (typically the
Fleet Analyst) to be entered in the
Condition Monitoring database.
118. Advise Dispatch of the machine

status. Dispatch will record the
date and time and revise the event
code.
This is entered in the
Log.
117. When the inspection is complete,

return the machine to operation.
116. Complete the Magnetic Plug

Inspection Report and forward it to
the appropriate area to be entered
in the Condition Monitoring
database.
Use detailed, machine-specific

checklists, with well-documented
procedures and well-defined
acceptability criteria.
Perform the inspection in a shift or

less (four to eight hours).
Include both high and low-tech

Condition Monitoring procedures.
The objective is to have zero

defects after PCR.
Set goals for improvement

(availability, MTBS, etc.).
Schedule and execute pre-PCR

inspections far enough in advance
to permit Planning time to respond
to the inspection results with
appropriate remedial action.
Involve participation from all related

functions (shop management, shop
crew, Fleet Analyst, Parts
Department, etc.).
Make use of PCR window of

opportunity.
In order for pre-PCR inspections to be

must be in place.
Keys to Success
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2.2.5 Fluids Management
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involves
multiple
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In addition, fuel burn rate can be used as

an indication of machine application
severity. Due to the importance of fluid
cleanliness and contamination control, it
is important to include monitoring of bulk
storage and fluid handling/distribution in
the Condition Monitoring strategy.
Assess oil condition in terms of:

-Oil cleanliness (ISO count)
-Oil condition (oxidation, additive
content, etc.)
Assess equipment condition in

terms of:
-Compartment cleanliness
-Component wear
-Fluid leakage, transfer and/or
consumption (engine oil burn)
The objectives of fluids management

and analyses are:
Fluid consumption (oil, fuel,

coolant, grease)
Filter/breather/strainer/screen
inspections
Magnetic plug inspections
Kidney looping, fluids dialyses,

Contamination Control
Particle count
Scheduled Oil Sampling (SOS)
This sub-process
elements including:
2.2.5 Fluids Management
to
affected
129. Forward data to the appropriate

area to be entered in the Condition
Monitoring database.
128. Advise Dispatch of machine status.

Dispatch records date and time and
revises event code. This is entered
in the Operations/Maintenance
Downtime Log.
127. Return machine to operation.
126. Record addition to Top-Up report

and consolidate top-ups with daily
additions.
125. Add
fluid(s)
compartment(s).
124. Field lube truck arrives at machine.
123. Dispatch notifies Field Service

(Repair Management).
122. Dispatch records date, time, and

Log.
121. Operator communicates low-level

compartment to Dispatch.
With the exception of fluid consumption,

each of the other elements that comprise
Fluids Management are included as subprocesses of the pre-PM or PM Condition
Monitoring processes. As such, the fluid
consumption (top-ups) element is
addressed separately below.

If a machine stops due to a production

delay, Dispatch must record the date,
time, and event code.
2.2.6 Production Delay
Link Fluids Management results

with results from all other forms of
Condition Monitoring.
Incorporate fluids-related data from

all sources into the big picture on
Fluids Management.
Develop clear guidelines and

acceptability criteria for all forms of
Fluids Management.
Fluid consumption (oil, fuel,

coolant, grease)
Filter/breather/strainer/screen
inspections
Magnetic plug inspections
Kidney looping/fluids dialyses
Particle counting
SOS
Fluids Management goes well beyond

SOS. Take the broadest view of Fluids
Management.
Keys to Success

for more information regarding fluids
management.
2.2.5 Fluids Management (continued)
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2.3 Summary Information

2.3.1 Putting It All Together
A Component Hot Sheet, shown on the

following page, is a visual summary of short to
medium-term component health. The
information documented on the Hot Sheet
includes SOS, visual inspections,
performance test, overdue life, etc.
Each sub-process is a piece of the final puzzle.

Review, analyze, interpret all CM
inspection information.
Look for interaction, cause - effect

relationships.
Refer to CGM Best Practice, Use of a Hot

Sheet for Component Management,
0906-4.5-1013, located on CatMiner.com for
more information.
Consolidate input into final assessment.
Generate exception report.
Cross-reference with other CM routines.
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Example of a Component Hot Sheet.
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2.3.2 Management Process

Interactions
Planning and Scheduling
Planning and Scheduling directs the Condition

Monitoring process. A well-developed plan
supports CM quality and effectiveness.
Scheduling supports CM timeliness.
This section outlines how some of the other

processes in the Caterpillar Global Mining
Maintenance and Repair Management Process
contribute to effective Condition Monitoring.
The information provided is an overview of key
points.
Tips
CM Planning definition includes:

-Opening work orders
-Checklists and procedures
-Tooling
-Manpower
-Facilities
-Specifications
-Etc.
NOTE: Not all processes are included here.

Refer to the specific process section in the
Reference Guide for more information about a
particular process.
CM Scheduling includes:
-Program development, communication, and
publication
-Interaction with Operations Department
-Devising use of windows of opportunity
-Etc.
Backlog Management
Condition Monitoring drives Backlog

Management by being the primary source for
generating backlogs. Backlog Management
requires comprehensive input from CM. The
results of BL Management define CM activity.
If backlogs are not being generated, the CM
process is not effective.
Develop a comprehensive Condition

Monitoring plan that takes advantage of all
opportunities to inspect the machine, both
scheduled and unscheduled.
Tips
Inspection schedules should be made

available in advance to all necessary
departments.
The CM format for data input should include

symptom, root cause, urgency, and action
required.
CM input must be accurate and timely.
Avoid duplication by checking the Backlog

database before opening a Technical
Backlog Request.
Use the Top Ten Problem report and the BL

Generation report to identify gaps in the
backlogs being generated by CM.
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Preventive Maintenance
Component Management
Several Condition Monitoring routines are

included in the PM process. Preventive
Maintenance is the primary window of
opportunity for CM input. The ability to detect
problems via CM is directly linked to the
success of the PM process.
Periodic component replacement is used to

prepare a machine for a new cycle of life. One
hundred percent (100%) of all pending
backlogs for a machine must be completed
during a periodic component replacement.
Condition Monitoring results are key inputs to
the short, medium, and long-term component
replacement plan. Use component life results
to refine the CM plan.
Tips
Early detection (CM) is the first step in

prevention.
Complete and accurate data from CM is

necessary to ensure that all potential
problems are detected prior to and corrected
during a periodic component replacement.
Use MTBS after PM to drive improvements

in Condition Monitoring. Adapt the CM
strategy/plan to accommodate changes in
machine and site conditions.
Use all forms of CM to assess and manage

component health. Track the data on the
Component Hot Sheet.
Set goals for defects detected during PM.
Define acceptability criteria for CM activities

performed during PM.
Track and trend component application severity

to support the repair before failure strategy.
Develop a clear strategy to deal with

deviations.
Monitor equipment operation as a means of

developing the CM plan.
Use commissioning test results to define

baseline component performance for future
CM activity.
Repair Management
Condition Monitoring is a significant source of

Repair Management input. CM is the key
diagnostic element within the Repair
Management process. Repair history drives
change in the CM plan.
Refer to Best Practices (BP1007-2.0-1106),

Component Management for more information.
Continuous Improvement
Tips
Problem identification for Continuous

Improvement is affected by Condition Monitoring.
Results of Continuous Improvement can
influence change in the CM strategy. CM can be
a tool used to validate proposed solutions to
problems addressed in Continuous Improvement.
Use all forms of CM to identify needed repair

actions.
Planned repairs detected as a result of CM
will contribute to overall repair efficiency.
Tips
CM information entered into the Repair

Management process must be accurate,
complete, and timely.
Use all forms of CM in the problem

identification process for Continuous
Improvement.
Develop and communicate a clear

strategy/plan for addressing urgent,
unscheduled repairs detected via CM.
Dont limit Continuous Improvement to

product/technical issues. Be aware of
operations, application, and maintenance
issues that can be defined via CM.
Make use of CM baseline and reference

information gathered at commissioning as a
means of problem identification.
Refer to Best Practices (BP1007-2.0-1110),

Continuous Improvement for more information.
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2.3.3 Key Personnel
Planner
Role
This section provides information regarding

personnel and their involvement in effective
Condition Monitoring. The information
provided is an overview of key roles and
responsibilities as they relate to Condition
Monitoring and is not intended as a complete
job description.
The Planner develops plans, which include

resource and time estimates, to accomplish
CM routines.
Responsibility
Make sure CM activities are aligned with the

CM strategy.
NOTE: Not all personnel are included here.

Refer to the specific process section in the
Reference Guide for more information about a
particular process and the personnel involved.
Define, organize, and procure facilities,

personnel, parts, tooling, forms, and
checklists.
Establish priorities for CM execution.
Monitor performance metrics to make sure

goals are being met.
Fleet Analyst
Role
Develop and communicate plans to the

Project Manager to correct any problems.
The Fleet Analyst provides leadership and

direction for all on-site Condition Monitoring
activities.
Monitor CM performance and correct as

necessary.
Responsibility
Define CM routines that relate to equipment

health, operation, and application.
Scheduler
Role
Review and revise CM processes and

checklists to ensure focus is on important
issues.
The Scheduler follows and develops the

Condition Monitoring plan into an actionable
schedule.
Ensure accuracy and completeness of data

acquired through CM.
Responsibility
Identify opportunities for execution of CM

activities.
Evaluate and interpret all CM data. Track

the data on the Component Hot Sheet.
Schedule weekly CM activities in compliance

with the CM plan and resources available.
Advise Planning Department of issues

related to equipment health, maintenance,
application, and operation.
Distribute the CM schedule and obtain

agreement from appropriate areas.
Adjust the schedule to accommodate
changes in equipment utilization and
resource availability.
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Operators
Technicians
The Operators identify defects and equipment

health issues on an ongoing basis before,
during, and after the shift.
Technicians perform Pre-PM, PM, and

Pre-PCR Condition Monitoring activities as
defined by the CM plan.
Role
Role
Responsibility
Responsibility
Continuously assess machine condition,

health, and performance.
Be familiar with the use and operation of CM

tooling and instruments related to Pre-PM,
PCR, and PM activities.
Communicate machine condition and

performance issues to Dispatch, Field
Service, and Inspectors.
Follow guidelines and procedures for CM

activities.
Maintain an up-to-date Machine Logbook

and Pre- and Post-Shift Inspection
Checklists.
Provide complete and accurate information

on all checklists and documentation.
Generate backlog requests for problems that

cannot be addressed immediately.
Take appropriate action in response to

on-board warning systems.
(Do Not ignore warnings.)
Project Manager
Role
Field Inspectors
The Project Manager is the primary, on-site

person responsible for the implementation and
execution of the CM strategy.
Role
The Inspectors participate in all CM activities in

the field in accordance with the CM plan.
Responsibility
Responsibility
Must be familiar with customer expectations,

contracts, and the CM plan.
Translate Operator input into root cause

technical information.
Authorize resources to support successful

implementation of the CM strategy.
Conduct all periodic and daily field

inspections.
Audit fleet and CM process metrics and act

to correct problems.
Participate in Pre-PM and Pre-PCR

inspections.
Authorize revisions to CM strategy and

process when necessary.
Provide complete and accurate information

on all inspection checklists and field
documentation.
Authorize modifications to component

exchange program based on CM input.
Prioritize problems detected and generate

backlog requests when necessary.
Observe and record site conditions.
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2.3.4 Logistical Resources
Miscellaneous Information
Weekly schedule of CM routines.
Facilities
Work orders for CM and related CM

activities (PM, etc.).
Designate specific locations for each CM

activity.
-PM Bays
-Shop Bays
-Fuel Island/Bay
CM procedures and checklists specific to

each model and equipment.
Interpretation guidelines and acceptability

criteria.
Allocate office space for CM data

collection and analysis.
Special instructions, etc.
Tooling (PM Bays and Field)
Training (Dealer Training Department).
Dedicated special tooling such as filter

cutting devices, oil extraction (SOS)
equipment, kidney looping filter carts, etc.
Miscellaneous External Resources

Oil lab (SOS, particle count).
Dedicated diagnostic instrumentation such

as pressure, temperature, speed gauges
and equipment, particle counter for fluid
analysis, etc.
Component Rebuild Center (CRC) (wear

measurement, failure analysis, etc.).
Access to suppliers (service providers for

wear measurement, vibration analysis,
etc.).
Dedicated service and technical literature.
Personal safety equipment.
Training (external training providers).
Equipment (PM Bays and Field)
Field transportation (pick-up trucks for

field use).
Communication devices to connect

Dispatch, Field Service, Shop, and the CM
office.
Computers dedicated to information

access and the CM archive (VIMS
downloads, etc.).
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2.3.5 Measuring Performance
Unavailability (unscheduled)
(1 - Availability) X Unscheduled Downtime X 100 (%)

Total Downtime Hours
The collection and input of data is important,

not only to keep all personnel and departments
informed, but also as a way to determine if the
Condition Monitoring process is working
efficiently and effectively. If the goals and
objectives of the Condition Monitoring process
are not monitored and results measured, there
is no way to know how well the process is
working or where improvements might need to
be made. The following metrics are indicators
of the performance and/or contributions of the
Condition Monitoring process to the end results
of the project, i.e equipment reliability and
availability.
The Unavailability (unscheduled) metric

quantifies the impact of unscheduled events on
availability. There is no benchmark, but a
reasonable target is < 2% for large off-highway
trucks in the 785 - 793 size class. If
unavailability due to unscheduled downtime is
significantly higher than 2%, it is reasonable to
assume that gaps exist in the detect-planexecute cycle. This would require
improvements to the areas of Condition
Monitoring, Planning and Scheduling, and/or
repair execution. Increasing unavailability due
to unscheduled downtime is a valid predictor of
pending problems and may predict future
shortages of manpower and facilities. Monitor
and report the data monthly, and trend over a
12 month period.
Mean Time Between Failures (MTBF).

Unavailability (unscheduled).
Failure Reduction.
Condition Monitoring Total Savings.
Total Backlogs Generated.
Failure Reduction
Working on Target.
Unscheduled Hours - Unscheduled Hours X 100 (%)

(6 months RA)
(last month)
Unscheduled Hours
(6 month rolling average)
Backlogs Generated by Origin.
Detection Level.
The Failure Reduction metric quantifies the

impact of Condition Monitoring in
failure/problem avoidance. Unscheduled
events are more difficult and inefficient to
address in terms of the time required to make
unplanned repairs. Failure Reduction should
be the primary focus of CM activities. The
opportunity to improve in this area depends on
the amount of unscheduled downtime taking
place at the site, so there is no benchmark or
target. The result should be positive, which
would indicate a decline in the percentage of
unscheduled downtime. Monitor and report
monthly. Monitor and report the data monthly,
and trend over a 12 month period.
Mean Time Between Failures (MTBF)

Operating Hours
Number of Failures
MTBF is the average operating time between

equipment failures (the inverse of failure
frequency) expressed in hours. Failures may
be the result of technical product issues
(equipment unreliability) or due to maintenance
and repair neglect (equipment management
ineffectiveness in the area of problem
avoidance). There is no benchmark associated
with this metric and a target has not been
established at this time. Monitor and report the
data monthly, and trend over a 12 month
period.
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Backlogs Generated by Origin
Condition Monitoring Total Savings
The Backlogs Generated by Origin metric

identifies which areas are or are not
contributing to the efforts by Condition
Monitoring in failure detection. There is no
benchmark, however, if the quantity of
backlogs generated by Operators, Inspectors,
the PM crew, the shop crew, etc. is low,
additional emphasis should be placed on the
offending personnel to encourage their
participation in the defect detection process. If
the percentage of shop-found defects is
disproportionately high, the other areas must
be encouraged to increase their involvement
since shop-found defects are typically less
efficiently executed due to the inability to plan
the workload. There is no target. Monitor and
report the data monthly, and trend over a 12
month period.
CM Cost Saving - CM Program Cost
Condition Monitoring Total Savings defines the

value proposition for Condition Monitoring.
The total savings generated by CM (cost of
after failure repairs minus the cost of
preventive, before failure repairs) must be
greater than the cost of implementation and
execution of the Condition Monitoring program.
There is no benchmark, but the target should
be a positive value (net savings as a result of
Condition Monitoring).
Total Backlogs Generated
Total Backlogs Generated is the total number

of defects identified and entered into the
Backlog Management system during a
specified period of time (usually one month).
This metric assesses the Condition Monitoring
effort and ability to successfully detect potential
problems before failure. This measure is a
direct function of the number of machines
being monitored, so there is no benchmark or
target. Monitor and report the data monthly,
and trend over a 12 month period.
Detection Level (Potential Failure Detection)

Recorded Backlogs X 100 (%)
Total Defects Found or Detected
The Detection Level (PFD) metric is based on

a comparison between the number of backlogs
recorded in the system and the defects that
can be detected in an inspection of a randomly
selected sample of machines (10% of total fleet
at minimum). Although inspections are limited
to visual inspection, the Potential Failure
Detection (PFD) level can be used to assess
the level of detection of Condition Monitoring.
Monitor and report the data monthly, and trend
over a 12 month period.
Working on Target
Working on Target is the percentage of

backlogs generated which address issues that
appear on the Top 10 historical problem list.
The result yields the percentage of Condition
Monitoring actions that are On Target relative
to the key issues affecting site performance.
There is no benchmark or target for the metric
however, if all issues on the problem list are
not producing backlogs, the Condition
Monitoring effort may be misdirected. Monitor
and report the data monthly, and trend over a
12 month period.
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2.3.6 Knowledge Review/Self Test
What is a key contributor to overall operating costs for mining equipment?
Page 2
Condition Monitoring activities can occur during what situations and procedures?
Page 3
Who is responsible for Condition Monitoring?
What is the primary goal of Condition Monitoring?
What are the eight main areas that need to be defined for an effective Condition
Monitoring strategy?
What is done with the data that is collected during the Condition Monitoring process?
When should the performance baselines for equipment be established?
2.2 The Process
Who, at the mine site, is most familiar with the machinery and why?
Who is responsible for reviewing the Machine Logbook and conducting a pre-shift
inspection?
What is the first thing the Operator must do if a defect that cannot be deferred is found
during the pre-shift inspection?
What are the two things the Operator must do if an abnormal condition is detected
during operation?
Why is a good communication system between the Operators and the Field Service
Technicians so important?
If Field Service determines that a call is not valid, what two things does the technician
need to do?
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What is done with the data from the Post-Shift Machine Performance Checklist?
Page 19
Which service interruptions are usually scheduled? Which are usually unscheduled?
Page 21
Name at least two key elements for successful Operator inspections?

When should periodic field inspections be scheduled?
Page 19
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If a defect is found during a field inspection and the repair can be deferred, what must
the Inspector do next?
Page 23
How soon must information be entered into the appropriate database and why?
Page 23
Name at least two key elements for successful periodic field inspections?
How long before a PM should a pre-PM inspection take place and why?
What is the function of the off-site lab?
What is the function of the Fleet Analyst during the pre-PM inspection?
What does Planning do with the Pre-PM Inspection Report?
Name at least two key elements for successful pre-PM inspections?
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2.3.6 Knowledge Review/Self Test (continued)

What is the main intent of the pre-PCR inspection?
Page 31
How much time should be allowed to perform a typical pre-PCR inspection?
Page 31
Who should participate in the pre-PCR inspection?
Page 31
Name at least two key elements for successful pre-PCR inspections?
Page 35
Why is it important to monitor bulk storage and fluid handling/distribution in the

CM strategy?
Page 37
What are the elements of Fluids Management?
Page 37
Name at least two key elements to Fluids Management success?
Page 37
What is the Component Hot Sheet?
Page 38
2.3 Summary Information
The Condition Monitoring format for data input should include what information?
Page 40
What process is the primary window of opportunity for Condition Monitoring?
Page 41
What is the overall role of the Fleet Analyst in the Condition Monitoring process?
Page 42
What is the formula for determining the Failure Reduction rate?
Page 45
Condition Monitoring is the key diagnostic element within what process?

What should Field Inspectors do with Operator input?
A positive result in the Failure Reduction rate would indicate what?
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Notes
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Notes
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Notes
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2.1 General Information

2.1 General Information. . . . . . . . . . . . . . . . 2

Demands for increased production and reduced

2.2 The Process . . . . . . . . . . . . . . . . . . . . . . 6

Availability is driven by the frequency and

2.3 Summary Information . . . . . . . . . . . . . 38

The first step in problem/failure avoidance is an

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2.1.1 Goals and Objectives

CM is the responsibility of everyone who has

The primary goal of Condition Monitoring is to

Many Condition Monitoring routines can be

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2.1 General Information

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Contract scope, goals, and

The Condition Monitoring strategy must

The primary goal and responsibility of the

2.1.2 Condition Monitoring

NOTE: Phase I of Maintenance and

Condition Monitoring routines.

Condition Monitoring savings

A good rule of thumb is Condition

Simple solutions are often the best.

Perform the analysis/interpretation.

Some failure modes show no signs

Some failures occur purely at

When devising an action plan to address

Interpretation and action guidelines.

Performance metrics and goals.

2.1.2 Condition Monitoring Strategy

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2.2 The Process

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Pre-PM inspections should be done

Daily/periodic field inspections can

Operator inspections and feedback

2. Define Condition Monitoring routines.

1. Define and document a plan to execute

2.2.1 Process Overview

Analyzing machine electronic data is

Fluids management (monitoring both

Complete inspections of machines

Site location and conditions need to

Pre-PCR inspections should be

The collected data is also used to measure

As data is collected during the CM

4. Execute the CM plan.

3. Define, acquire, and assign CM resources.

All information collected during these

Maintenance and equipment

In addition to ongoing, periodic

2.2.1 Process Overview

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2.2.2 Pre-Delivery/Pre-Operational Baseline Checks

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Use the Pre-Delivery Test and Inspection

6. Perform commissioning tests

5. Receive assembled machine on-site.

The machine must be released

If the commissioning tests have not been