The magazine by practitioners for practitioners.

April 2014 | Volume 9, Issue 2 www.smrp.org

An
Conf nual
er
Sess ence
io
availab ns
educati le at
on.smrp
.org

Work
MANAGEMENT
Maintenance Maintenance Planning
Productivity Planning and Work is
Scheduling Essential
4
7 9
 April 2014
Volume 9, Issue 2

FEATURES

4 Maintenance
Jose Baptista, CMRP, ABB
Productivity

7
Maintenance Planning and Scheduling
Al Emeneker, CMRP, Life Cycle Engineering, LLC
4
9
Planning Work is Essential
Jim Davis, CMRP, PCA

DEPARTMENTS
2 OFFICERS AND DIRECTORS

7
2 FROM THE CHAIR SMRP: Committed to Continuous Improvememt
NICK ROBERTS, CMRP

12 SMRP IN THE NEWS

NICK ROBERTS, CMRP

13 FROM THE EXAM TEAM

TERRY HARRIS, CMRP, SMRP EXAM DIRECTOR

14 CERTIFICATION UPDATE
VLAD BACALU, CMRP, CMRT

15 BODY OF KNOWLEDGE CORNER

BILL LYONS, CMRP 9
16 MEMBER CORNER

18 CHAPTER ROUND-UP

May 12–14, August 25–27, November 17–19 22 WELCOME NEW MEMBERS

May 15–16, August 28–29, November 20–21
30 NEW CMRPs, CMRTs

October 6–10
35 EXAM CALENDAR, SMRPCO SUSTAINING SPONSORS
April 28–May 2, June 23–27, September 15–19, November 3–7

36 EVENT CALENDAR
May 19–23, August 18–22
July 21–25
SMRP Solutions (ISN#1552-5082) is published bi-monthly by the Society for Maintenance and Reliability Professionals, exclusively for SMRP members. The annual
subscription rate is $15 for members, which is included in dues. If you would like to subscribe to SMRP Solutions and you are not an SMRP member, the magazine
is $15 for an annual subscription. The Society was incorporated as an Illinois not-for profit corporation in 1992 for those in the maintenance profession to share
practitioner experiences and network. The Society is dedicated to excellence in maintenance and reliability in all types of manufacturing and services organizations,
and promotes maintenance excellence worldwide. SMRP’s Mission is to develop and promote leaders in Reliability and Physical Asset Management.
The products featured in SMRP Solutions are not endorsed by SMRP, and SMRP assumes no responsibility in connection with the purchase or use of such products.
The opinions expressed in the articles contained in SMRP Solutions are not necessarily those of the editor or SMRP.
Back Issues: The current issue and back issues of SMRP Solutions can be downloaded from the library area of the SMRP Web site. Original versions of the
current issue and some back issues of Solutions are available by contacting SMRP Headquarters ($5 per copy for members, $10 per copy for non-members).
SEND ADDRESS CHANGES AND INQUIRIES TO: SMRP Headquarters, 1100 Johnson Ferry Road, Suite 300, Atlanta, GA 30342, 800-950-7354, Fax: 404-252-0774
E-mail: info@smrp.org.

This publication was printed on 30% post-consumer recycled fiber.

 SMRP Officers & FROM THE CHAIR
Directors

Chair SMRP: Committed

to Continuous
Nick Roberts, CMRP
DuPont

Improvement
nick.l.roberts@dupont.com

Immediate Past Chair BY NICK ROBERTS, CMRP

Shon Isenhour, CMRP
Eruditio LLC
sisenhour@eruditiollc.com
843-810-4446
I One of the critical aspects that defines the maintenance and reliability industry is
our commitment to making processes better: proactively meeting our customer needs,
making plants safer, improving communications between functions, improving equip-
Vice Chair
ment productivity, keeping facilities running smoothly, preventing incidents and getting
Craig Seibold, CMRP
products out the door faster. Your SMRP Board of Directors aims to drive this concept
Newmont
of continuous improvement when it comes to leading the Society too. The Board met in
craig.seibold@newmont.com
303-837-6193 Atlanta last January to conduct our annual strategic planning meeting. A strong winter
storm hit the city at the same time, so the Board and staff huddled up together and

Treasurer developed strategic improvement ideas. Among other things, the Board reviewed and

Bob Kazar, CMRP confirmed the SMRP mission: to develop and promote leaders in reliability and physical
Roll Global asset management. We also strategized on SMRP’s role as a global organization,
rkazar@roll.com our proper place in the overall asset management realm, ways to grow membership
661-432-4951 and raising awareness of the value of SMRP certification among M&R technicians,
professionals and senior management.
Secretary During our meetings in Atlanta, the Board also took a closer look at your experience
Larry Hoing, CMRP with the organization. The Board and our headquarters staff recommitted ourselves
Wells Enterprises to providing members with the best possible experience and continuously improving
lmhoing@bluebunny.com our customer service process and efforts. I am particularly excited to see two elements
712-548-2328 already up and running.
We launched a new SMRP website designed to help members more readily access
Certification Director important information to help them expand their careers. Whether you are trying to
Joe Grande, CMRP access member resources like the new standardized metrics or applications to get certi-
Fluor Corporation fied as a CMRP or CMRT, we want you to be connected to the resources that will take
joe.grande@fluor.com your career to the next level.
864-517-3314 We also recently launched a Feedback link on the website which allows you to
share your ideas with the organization. We are interested in how well SMRP is serving
Body of Knowledge Director you and what could be even better! More improvements are on the way.
Bruce Hawkins, CMRP
SMRP will continue to be guided by our mission and strategic plan. And we are
Management Resources Group, Inc.
committed to continuing to provide you value and return on your investment. Thanks
hawkinsb@mrgsolutions.com
for your support and please don’t hesitate to contact us!
843-670-6435

Education Director
, CMRP
Jay Padesky, CMRP
US Gypsum, Inc.
Nick Roberts, CMRP
jpadesky@usg.com
SMRP Chair
312-436-4463

Member Services Director

Gina Kittle, CMRP
The Timken Companies
gina.kittle@timken.com
330-471-7465
We want to hear from you!
Outreach Director Visit www.smrp.org/feedback
Howard Penrose, CMRP and share your thoughts with us!
Dreisilker Electrical Motors
hpenrose@dreisilker.com
630-469-7510

2 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2


Maintenance
Productivity HOW MAINTENANCE PRODUCTIVITY MEASUREMENT IDENTIFIED
SIGNIFICANT MAINTENANCE COST REDUCTION OPPORTUNITIES
T
By: JOSE BAPTISTA, CMRP
hroughout my career, I saw —or rather felt—the
SENIOR CONSULTANT, ABB
various economic crises created by several factors
from the 1970s oil crisis at the beginning of my
career to the world economic crisis in 2008 when
I first moved to the U.S. The crisis periods and an
increasingly competitive market always results
in one common remedy: an enormous pressure to
reduce costs. Without the proper precautions or criteria, this cost
cutting may jeopardize business continuity.
Labor productivity has a major impact on the cost of mainte-
nance and few maintenance managers know the effectiveness of
their crews. They should know and improve the conditions that
affect labor productivity on their sites. The way they design and
implement their maintenance management processes directly
impacts the productivity of the maintenance workforce.
We will try to illustrate how the power and automation tech-
nology company ABB helped one customer to identify and remove
barriers to improve the maintenance workforce productivity. We
will start by defining maintenance productivity as the ratio of the
output to the input of a production system. With a given input,
if output of products or services is higher, then productivity/
efficiency is higher. Efficiency is doing things right or it is the
measure of the relationship of outputs to inputs and is usually
expressed as a percentage.
In summary, the total productivity of the maintenance work-
force can be divided into three factors:
1. Utilization: The elimination and reduction of nonproduc-
tive work such as time spent waiting, walking or being idle.
2. Performance: Increasing speed of task execution through
a higher quality of employees, improved tools and working
methods and planning and scheduling.
3. Quality: The elimination of unnecessary tasks using work
flow and plans analysis, organization analysis, failure
analysis, execution quality and equipment design-out.
Utilization X Performance X Quality =
Total Productivity
Our study focuses on the utilization factor only. We wanted to
identify the wasted time associated with maintenance tasks, for
example, the time technicians lose having to move around unnec-
essarily in different areas of the plant or wasted time waiting for
Thinkstock.com
work permits, spare parts, tools, instructions and other documen-
tation required for completing an assigned task.
4 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2 April 2014 | Volume 9, Issue 2
4 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2 April 2014 | Volume 9, Issue 2
Maintenance Productivity
To be able to measure productivity, we adopted the work sam-
pling methodology, which is a measurement technique developed
in the 1930s by L.H. Tippet to analyze, classify and quantify work
using instantaneous observations of work in progress taken ran-
domly over a period of time. It is based on the laws of probability
and to determine the proportion of the total time dedicated to the
various components of a task.
To conduct a work sampling study, a large number of obser-
vations or snapshots are taken randomly and during each
observation and the condition of the worker is determined and
recorded in a predefined category of activity pertinent to the par-
ticular work situation.
Inferences are then drawn concerning the total work activity
from the proportions of observations in each category. Based
on these measurements, we conducted this study in various
petrochemical plants in Brazil. The study was carried out over
a 30-day period, and observations were made at predetermined
locations to cover the entire plant. Based on statistical calcula-
tions, the numbers of required observations were 8,800 with a
margin of error of ± 1 percent. For the study, the maintenance
activities were divided into three categories: productive, support
and nonproductive:
Productive: Working and Planning
This category includes adjusting, welding, positioning, cleaning,
inspecting, assembling, analyzing discussing execution, drawing
sketches and a number of other activities.
Support: Watching, Walking and Waiting
Watching refers to supporting and serving as a stand-by, while
waiting refers to time spent acquiring tools, materials, scaffolding,
lifting equipment, work permits or instructions.
Nonproductive: Personal and Idle Time
Nonproductive time is classified and personal and idle time such
as drinking water, coffee breaks, smoking and conversations not
related to work.
The study revealed the following percentages:
Working: 26 percent
Planning: 11 percent
Productive (Working + Planning): 37 percent
Waiting: 27 percent
SMRP SOLUTIONS 5
SMRP SOLUTIONS 5
 Maintenance Productivity

Maintenance
Walking: 28 percent After implementation, a new study was conducted with the
Nonproductive (Personal): 1 percent following results:
Nonproductive (Idle): 7 percent Working: 50 percent

Planning and
Assuming a workforce of 100 people with an average labor rate Planning: 10 percent
of $40.00 per hour, these losses represent a substantial economic Productive (Working + Planning): 60 percent
drain equal to $4.6 million each year. Waiting: 17 percent

Scheduling:
In Transit (Displacement): 19 percent
Available daily hours per craftsman 7 Nonproductive (Personal): 2 percent
Measure Value 37% Nonproductive (Idle): 2 percent
With the results above, the losses were reduced by approxi-
Lost time per day (minutes) 265

the Key to
mately $1.7 million per year.
Number of workers 100
Days per month 22 Available daily hours per craftsman 7
Measure Value 60%

Reliability
Lost time per month (hours) 9702
US$/Hour $40.00 Lost time per day (minutes) 168

Losses per month $388,080 Number of workers 100

Excellence
Losses per year $4,656,960 Days per month 22

The results of study were presented to plant management

Lost time per month (hours) 6160
®
US$/Hour $40.00
and interested parties and then working groups were created to
analyze the causes of unproductive time and to propose plans for Losses per month $246,400
improvement. Losses per year $2,956,800
These groups studied and suggested actions for each of the
priority items. For example, for the “walking time” issue, the work- If we consider that the maintenance labor productivity bench-
ing group identified the following causes: logistics and improper mark for petrochemical industry is 60 percent, we can say that
layout, incomplete maintenance planning, deficiencies in internal this company achieved their target.
transport, workers stretching lunch breaks, unavailability of tools, The results demonstrate the importance of monitoring mainte-

difficult access to productive areas, unavailability of scaffolding,
and lack of operators to issue work permits.
Several actions were suggested and implemented to eliminate
and reduce walking time including reviewing standard work order
preparation, reducing internal bus intervals, reviewing meetings
schedule, inventing a mobile tool cart so that workers would not
have to go to the warehouse and allowing tools to be left at work
during breaks and at the end of the day.
I
nance functions in order to improve efficiency and productivity in
manufacturing plants.
Jose Baptista is an electrical engineer with extensive experi-
ence and management skills in industrial maintenance and
By: AL EMENEKER, CMRP n concept and function, maintenance planning and scheduling is like
reliability. He currently works as a senior consultant at ABB
LIFE CYCLE ENGINEERING a key that can unlock reliability excellence and its benefits. It’s an apt
in Brazil.
comparison because a key is a pretty useless piece of material without
all the interfaces that make it functional.
To fulfill its purpose, a key requires a lock cylinder with the
correct pins to match the curves of the key. Should any pin be non-
functional, the key will not be able to operate the lockset cylinder,
keeping the lock closed. Only when the key and the pins are in very close align-
ment, depending on the quality of manufacturing and price, will the lockset be
able to fulfill its purpose of security.
The position of Maintenance Planner/Scheduler (P/S) is rather like a key. The
P/S will interface with the equivalent of the lock cylinder -- many different areas
within the organization. For the P/S key to allow the lock cylinder of the organiza-
tion to turn and operate functionally, the pins of the entities the P/S interfaces
with must be aligned with the cuts in the P/S key.

Lock Pin #1 – Operators

Thinkstock.com
Thinkstock.com

One system pin that the P/S is critically linked to is the operational area that he
supports. That lock cylinder pin must be well within the tolerances allowable for

6 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2 April 2014 | Volume 9, Issue 2 SMRP SOLUTIONS 7
 Maintenance Planning and Scheduling

that pin to match well with the applicable cut location in the key.
This requires open and honest communication, complete partner-
ship, focus on the overall reliability of the equipment and attention
to detail in the proper operation of the equipment. These processes
are usually developed by a cross-functional group that concen-
trates on operator care attributes.
The ‘key personnel’ in the operations area are the operators. A
good, experienced operator is a living, breathing, data-acquisition
machine. An experienced operator can detect an anomaly when
the equipment runs in an unfamiliar way. A deviation in sound,
an unusual smell, a different sense of vibration, a faint increase
in temperature on a specific point on the equipment are all telltale
indicators for experienced operators. This is when the work notifi-
cation or work request needs to be entered into the data system so
that an impending problem can be resolved in a timely and con-
trolled manner to avoid a costly period of unexpected downtime.
This bit of information from the operator, in the form of a work
notification or work request, is just the beginning of the opening
of the reliability excellence lock. The partnership between the P/S
personnel and the operations personnel is instrumental in main-
taining the close tolerances of that one pin in the lock cylinder.
Lock Pin #2 – Materials Management
The next pin that must have a close tolerance with the key cut of
P/S is the materials management pin. The materials management
and work management functions together support a partnership
between the storeroom and P/S functions. The best P/S effort
will be a dismal failure without a close partnership with a well-
developed storeroom and a storeroom efficiency of 95 percent or
better. The P/S will take the approved work notification and turn
it into a verified work order to be planned, scheduled and executed
in a quality manner at a future date and in a controlled fashion
by capable and competent craft personnel. The craft personnel
now have time to complete the quality repair of the equipment,
“as left” states and any observations that may provide good foren-
sic data for the Reliability Engineer. This helps him to develop an Planning Work
Is Essential
engineered solution to the lack of expected reliability in specific
equipment included on the “Bad Actor” listing.
Lock Pin #4 – Management of Change
The management of change function is another critical pin for
the cut in the planning and scheduling key. If the planned repair
consists of replacement of parts and pieces, then the function
is straightforward. If there is any change in ‘fit, form or func-
tion’-- a change in the materials that compose the replacement An analysis of work planning
parts, the specific performance specifications, the torque, the
clearances or any other characteristic -- then the P/S must work
as an integral part of
with the operations function, the maintenance function, the reli-
ability engineering function and the storeroom. This is to ensure
the maintenance process
the newly required spare parts and newly required storeroom
stock inventories are correct. The reliability engineering interface
ensures that the applicable drawings are revised to identify the
current state and to ensure the incorrect materials are not avail-
able to be erroneously installed at some later date.
Lock Pin #5 – Work Management
The last pin is the work management function, another cross-
functional group of people that understand the intricacies of
pursuing reliability excellence. This group designs the processes
that directly affect P/S and identifies the touch points within By: J
 IM H. DAVIS, CMRP, VICE
processes developed by the various functions: materials, manage- PRESIDENT OF BUSINESS
ment, operator care, reliability engineering and management of DEVELOPMENT, PCA
change.
Like the key in the lock cylinder, the maintenance planning
and scheduling function is the mechanism that allows several
critical functions to operate smoothly. The planner/scheduler is
a central point of communication and a pivotal point that brings
diverse functions together to support the overall success of the

enabled by the P/S scheduling the pertinent materials to be kitted
and delivered to a convenient place in relation to the work site. A
well-managed and effective storeroom will have the material on
hand or readily available through the purchasing function, in
cooperation with a partnership vendor. The stock item identifiers
will show the equipment the specific parts are utilized on or in the
maximum and minimum, the quantity available and the lead and
delivery time. The P/S will be notified when the job kit is complete
and ready to be scheduled.
A highly functional storeroom requires a close partnership
between the P/S function and the stores personnel. The frequent
communication between these partners includes questions like
these: Is this a new item required for storeroom stocking? Has
there been a change in the ‘fit, form or function’ of a specific piece
of equipment? Will the store’s inventory need to be modified?
Lock Pin #3 – Reliability Engineering
The next pin in the lock – reliability engineering – is often over-
looked. They are the people that work continuously to improve
entire organization.
A planning and scheduling subject matter expert with Life
Cycle Engineering (www.LCE.com), Al Emeneker has over
30 years of experience in the maintenance repair and reli-
ability fields. Al’s expertise includes maintenance planning
and scheduling, construction estimating, scheduling, mate-
rial management, operator care and reliability best practices.
He is also a facilitator with the Life Cycle Institute where
he uses high impact learning techniques to teach courses
including Maintenance Planning and Scheduling. Al can be
reached at aemeneker@LCE.com.
Thinkstock.com
F
or this article, we will evaluate job planning or all
information, actions and communications prior to
the start of a job which affect performance and
quality of work.
As part of the series “Be Brilliant with the Basics,” this
study is devoted to the third of the basic elements “work
planning” and its integral status in the maintenance process.
The following questions were used to gauge a facility’s
adherence to the basics:
• A re there permanently assigned maintenance planners?
• A re there identified and trained “back-up” maintenance
planners?
• Is the planner’s product a well-developed job package,
which clearly details the scope of the work to be done?
• Do the maintenance planners plan for the future and
not engage in day-to-day activities such as expediting
parts for emergency work?
• Do maintenance planners have access to a complete
• A re maintenance planners’ contributions to the
maintenance organization equal to or greater than
their costs?
• Is the effectiveness of maintenance planners measured
in some way?
The job planning process is the portion of overall planning
that focuses on the efficiencies of individual work orders.
In reality, job planning only provides the opportunity to achieve
efficiencies and to avoid delays. Taking advantage of opportunities
created by job planning requires coordination and cooperation
of production supervisors, maintenance supervisors and
maintenance craftsmen to use job planning in ways that actually
reduce the time it takes to complete each job.
Although it is recognized that not all work orders need to
go through the entire formal job planning process, all jobs
actually get planned to one extent or another before or after
the work starts. Depending on the nature of the job and its
effect on safety or production, it is most often advantageous

reliability of the equipment. In many cases, this requires accu- and accurate bill of materials for the facility’s assets? to plan the work needed before the job actually begins. Let’s
rate data returned as history on the work order completed by the • Do maintenance planners have an accurate and active back- explore the reasons why preproduction work planning is
qualified craft personnel. This data includes the “as found” and log of work? important.

8 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2 April

April2014
2014| |Volume
Volume9,
9,Issue
Issue22 SMRP
SMRPSOLUTIONS
SOLUTIONS 99
 Planning Work Is Essential
Planning Adds “Value”
Why have maintenance planners, a planning organization and
a planning structure that drives proactive maintenance if it
doesn’t produce noticeable value? The value of well-established
and trained planning organizations should exceed their cost for
the business. More maintenance work is accomplished in less
time using the same resources than if the planning function did
not exist. If the bottom line is not improved by having a planning
function, it is usually the result of poorly defined roles and respon-
sibilities, an absence of understanding of the planning role and
its value, a lack of support from management, insufficient planner
training or having the wrong people in the planning role.
The way work is planned in industry varies widely. In some
organizations it is a process driven by the culture of the facility.
In others, it is a blend of culture and a formal system. In some
companies, it is strictly a process-driven function. Some orga-
nizations do not feel the need to have a planning organization.
Others have tried to implement planning, but have not been suc-
cessful for a variety of reasons and then dissolved the planning
organization.
Some organizations have maintenance planners in place
and functioning within a planning model that is structured and
controlled. In this environment, planners “plan their work and
work their plan”. Their days are consumed with the fundamen-
tals of producing planned “job packages”, and then working with
maintenance and production to schedule the most appropriate
date and time to implement those work packages. The planners
in these organizations “own the backlog”. They keep the backlog
clean through periodic scrubbing to eliminate duplicate work,
work that has been accomplished and not reported as complete
or work that is no longer desired to be done for one reason or
another.
Others have organizational charts that show planners who
are mostly parts expediters for current work activities. These
individuals do not produce “job packages” that improve the effi-
ciency of the crafts because they do not have time. The planner
in this type of organization is reacting to current events instead
of planning for future events, which is a fundamental violation
of the basics of maintenance planning. It is well recognized that
someone needs to perform the expediter role, but it is always
recommended that it not be only the planner. Some organizations
do not have trained back-up planners so a gap caused by vacation
or illness is filled by an untrained and unequipped maintenance
supervisor or one of the craftsmen.
Some organizations have the area maintenance supervisor
perform the role of planner which is acceptable if that mainte-
nance supervisor has been trained as a back-up planner and that
his or her “supervisory” responsibilities are temporarily supple-
mented by a back-up supervisor. More times than not, when this
situation occurs, the supervisor is rarely the one who does the
planning activity. It is often pushed down to the crafts level. The
result is that several individuals—typically the craftsmen—are
performing tasks they were not adequately trained to perform and
are wasting productive time trying to figure how to resource each
job.
Each is identifying the work to be performed, the parts
needed and craft or contractor support requirements. Eliminating
the craftsperson’s time in planning efforts and concentrating that
10 SMRP SOLUTIONS
time on completing planned work is where the intrinsic value of
the planning function is realized. A basic “best practice” of sound
maintenance management is that planners plan, supervisors
supervise and the workers (or craftsmen) work.
There are appropriate circumstances for both the mainte-
nance supervisor and the craftsperson to be engaged in planning
activities. For example, if the maintenance supervisor and crafts-
person should be planning reactive, break-in or emergency work
and this work cannot wait to be processed through the normal
planning cycle. The planner should not be tasked to address this
type of work because it is not in the future, but needs to com-
pleted immediately.
How to Plan Work
The actual job of planning begins with selecting a job from the
ERP/EAM backlog of work orders, and further validating the work
requested:
• Is the work order/request clear on what is to be done or is
more information needed?
• Is the priority coding for the work order/request correct?
• Is the right asset/equipment properly identified?
If any of these requests are not fulfilled, the planner should
make the correction before proceeding. The Planner also should
examine the equipment maintenance archives for same or similar
jobs and review any previously used job plan if one exists.
The next step is “job scoping and estimating.” Work cannot
be entirely planned from behind a desk. The planner must visit
the job site and further validate the work requested. The planner
evaluates each request independently. Using a locally-developed
“scoping and estimating check sheet” the planner determines if:
• T he requested work is what really needs to be accomplished.
• A ny pre-work (i.e. fabrication or site prep/scaffolding) can
be accomplished to expedite the repairs and minimize any
equipment or process downtime.
• Does the work impact other equipment or processes? The
planner looks for opportunities to accomplish conjunctive
maintenance to other affected equipment if that is the case.
April 2014 | Volume 9, Issue 2
Planning Work Is Essential
• Is there some interference needing to be removed to make the planner plays an essential role in bringing together the mutu-
repairs? ally agreeable equipment availability and maintenance resource
• W hat repair parts are needed to accomplish the work? (Note: availability. At this point, the job plan is turned over to the main-
An accurate and complete bill of materials (BOMs) for all tenance supervisor and the production maintenance coordinator
critical equipment is necessary for the planner to efficiently for implementation.
prepare.)
• W hat craftspersons, contractors or vendors need to be
involved in the work, and how long should the job take for
each craft, contractor or vendor involved?
• W hat permits will be required to accomplish the work?
• To continue the “job scoping and estimating” the planner
should also:
• Take pictures and draw any sketches as needed.
• Consult with maintenance craftpersons, maintenance
engineers, operators and anyone else who can contrib-
ute to the job plan. No one can expect any one planner
to know the details for all work needed, but one should
expect that the planner knows who will know the neces-
sary details!
• Map the major steps of the job: shutdown, isolate, remove,
repair, replace, test and restore to service.
• E valuate any previously used job plans for applicability
A packet should be provided for each job with the list of MRO stores stock
in the current situation. If it fits, reuse the job plan. If it parts required to carry out the assigned tasks.
does not fit in its entirety, look for opportunities to lever-
age that reusable information.
In Summary
Set Up It is recommended that each facility undertake a critical exami-
Next comes the detailed “job package” development. The purpose of nation of its planning organization, identify any shortfalls and
the job package is to provide all of the information that the crafts- take the steps necessary to realize the intrinsic value that sound
person needs to accomplish the job safely and efficiently. Every maintenance planning can offer. A facility’s bottom line will be
job package should consist of enough information and identified improved by this effort in the form of improved efficiency, better
materials to enable maintenance craftpersons to complete the job use of resources and increased equipment availability and
without having to spend additional time searching for information, uptime.
tools or materials.
A packet should be provided for each job with the following Jim is currently the Vice-President of Business Development
information to carry out the assigned tasks: copy of all purchase for Performance Consulting Associates with responsibility
orders for materials, bill of materials (BOM) list for equipment, for various client engagements, project management, and
copy of the approved work order, drawings required, job scope/
sales and marketing support. Jim also assists in conduct-
estimating sheet, list of MRO stores stock parts required, feedback
ing client assessments when needed. Jim has extensive
and applicable history information, special tools required, permits
required (pre-filled, if possible), equipment location, directions or experience with team-facilitation, problem-solving, statistical
sketches, safety procedures, special instructions on equipment, process control, continuous improvement and project man-
lock-out tag-out procedures, equipment inspection sheets, job pro- agement. He is formally trained in the Deming Continuous
cedures and alignment/calibration date. Improvement methodology. Jim has extensive knowledge
The amount of detail that goes into a job plan is largely
in process redesign, organizational redesign, maintenance
dependent upon the qualifications of the maintenance team. If
“best practices” and CMMS/EAM optimization for mainte-
the team is composed of highly-skilled, knowledgeable individu-
als, then little detail is necessary. However, if the team contains a nance activities. Jim also has a background in MRO stores,
mix of skills and equipment knowledge or the facility plans to hire inventory and logistics applications.
maintenance novices, then more detailed job plans are desirable.
Well-written maintenance plans are an excellent training tool. This
plan should be considered as the new standard job plan for this
type work activity.
Now that the job plan has been developed, the work order
moves from the planning backlog to the ready-to-schedule back-
log. Coordination between the maintenance planner, production
supervision and the maintenance supervisor is required to select
the most appropriate opportunity to execute the job plan(s). The
April 2014 | Volume 9, Issue 2 SMRP SOLUTIONS 11
 SMRP IN THE NEWS
SMRP’s certification programs were recently featured in Plant Engineering magazine. SMRP Chair Nick Roberts,
CMRP, DuPont, addresses the value and benefits of SMRP certifications.
Certification: The
next step in your
maintenance career
BY NICK ROBERTS, CMRP, SMRP CHAIR
I t’s the same story for hundreds of professionals working in the
manufacturing sector:
You’ve sent your resume to prospective employers and heard
nothing about the open position.
Or maybe you did get an interview, but not the job, and you’re
left wondering what happened.
As the chair for the Society for Maintenance and Reliability
Professionals (SMRP), a nonprofit devoted to developing the
careers of those in physical asset manage-
ment, I talk with a lot of employers from
manufacturing companies and they’re “With the current economic
looking to hire the candidate with the best
credentials. situation, there are plenty
With the current economic situation,
there are plenty of candidates to choose of candidates to choose
from, and earning a certification is one
way to stand apart from all the other from, and earning a
candidates. SMRP offers two programs—
the Certified Maintenance and Reliability certification is one way
Professional and the Certified Mainten-
ance and Reliability Technician—which to stand apart from all
test and evaluate the knowledge and skills
of individuals working in the industry. the others.”
The CMRP is ANSI-accredited and sub-
stantiates your knowledge according to five
categories: business management, manufacturing process reliabil-
ity, equipment reliability, organization and leadership, and work
management. The CMRP illustrates that you are a well-rounded
candidate with an extensive amount of knowledge and skills.
Similarly, the CMRT tests your knowledge according to four
domains: maintenance practice, preventative and predictive main-
tenance, troubleshooting and analysis and corrective maintenance.
I believe in certifications not because they make you an expert
in everything, but because they prove you have a sound under-
standing of the fundamentals and demonstrate your commitment
to continuously learning and improving.
Obtaining my CMRP certification when I moved into a leader-
ship role in the maintenance and reliability industry helped me in
a variety of ways. It increased my ability to work with the techni-
cians and professionals at my site, because I more thoroughly
understood their roles and capabilities.
With a more complete understanding of organization and
leadership, I was also more equipped to work with and relate to the
experts in our corporate M&R Center of Competency at DuPont.
12 SMRP SOLUTIONS
With the start of the New Year, there are plenty of reasons to
get certified:
1. Both exams keep you abreast of the latest maintenance and
reliability tools and best practices. With five different areas of re-
quired knowledge and skills for the CMRP and four for the CMRT,
preparing for and passing the exam ensures that you have an in-
depth and complete understanding of the industry’s best practices.
2. The certifications set you apart from the crowd. You may be
the most qualified applicant for a position
in the manufacturing facility, but the
hiring agent, recruiter, or human rela-
tions manager looking at your resume may
not notice all your qualifications. I’ve been
told by employers that the CMRP/CMRT
certifications increasingly set applicants
apart and give them an edge over other
applicants.
3. The CMRP/CMRT will help expand
your career. Are you looking for your next
exciting new job opportunity or salary
increase? Obtaining the CMRP/CMRT can
open doors in your career and expand the
number of jobs for which you are qualified.
4. The CMRP/CMRT is a great oppor-
tunity for unemployed veterans. The
manufacturing industry needs skilled workers, and veterans—
especially those who ran maintenance programs on aircraft carriers
or maintained systems on military vehicles-are the perfect can-
didates for these jobs. Earning a certification shows that you are
qualified, and the Department of Veterans Affairs (VA) will reim-
burse the cost of the CMRP test. As an added benefit, SMRP offers the
CMRP exam to all eligible veterans at the discounted rate of $250.
5. The exam process and results will help you develop profes-
sionally. The exam results show applicants where they did not
score well and compare their results to the average scores of other
applicants. The process allows you to see where you can improve.
6. SMRP is excited to help you pass the exam and expand your
career! The society is devoted to helping maintenance and reliabil-
ity professionals, and our staff is ready to assist you.
As part a new partnership with Plant Engineering, SMRP will
have two blog pieces featured on the publication’s website each
month devoted to maintenance and reliability news, developments
and industry trends. If you’re interested in submitting, please contact
Ann Cantrell at acantrell@smrp.org.
April 2014 | Volume 9, Issue 2
New CMRPs in Nigeria,
Trinidad & Tobago
BY: TERRY HARRIS, CMRP, SMRP EXAM DIRECTOR
T he exam team has been hard at work improving exam content
as we continue to administer more tests around the world.
Working with our soon-to-be launched electronic exam system, we
will drastically increase our world-wide foot print and the ability
to offer exams in many countries. Soon there will be 300 locations
worldwide to take SMRP exams.
Shell is working to get their reliability engineers CMRP certified through exams
such as the one in Port Harcourt, Nigeria.
Exam venue team at the STLE office in Trinidad.
April 2014 | Volume 9, Issue 2
FROM THE EXAM TEAM
Nigeria is one
country that is work-
ing to increase the
number of CMRPs and
a number of individuals
earned their certifica-
tion this winter after
taking exams at two
venues in the country.
The Shell Corporation
has tested some of their
reliability engineers for
on-shore and off-shore operations. For the on-shore testing date,
16 new CMRPs were certified. The exam venue was planned and
organized by Nexus Alliance, who offers training and support in
reliability efforts in Nigeria and Ghana. Nexus is now a sustaining
sponsor of SMRP and will continue to support our efforts.
Shell and the oil and gas company Chester Mead hosted a
second exam in Lagos, Nigeria in February. At this testing ses-
sion, we administered exams to 16 applicants. The effort of the
Shell Corporation in Nigeria is an excellent example of building
knowledge and skills through SMRP and the certification exam.
All these certificates studied for the exam and worked to improve
their skills in the areas of the Body of Knowledge.
Another area of the world that held their first exam to certify
reliability professionals is Trinidad. The Society for Tribologists
and Lubrication Engineers (STLE) Trinidad/Tobago—a SMRP
sustaining sponsor—hosted the exam venue. At the venue, we
gave 18 CMRP exams and I hope for great success and many more
CMRPs in the future on the island.
As these countries and others look to the future and work to
develop M&R professionals, we have to realize the importance of
being an international organization. The knowledge of the many
professionals involved in SMRP will be a factor and a fuel to drive
the reliability process in many fields of expertise.
SMRP SOLUTIONS 13
 SMRPCO UPDATE BODY OF KNOWLEDGE (BOK) CORNER

Demand Strong for CMRP & CMRT Body of Knowledge enhancements

Certifications underway for CMRP and CMRT
BY VLAD BACALU, CMRP, CMRT
SMRP CERTIFYING ORGANIZATION (SMRPCO)
Certifications
BY: BILL LYONS, CMRP

D espite the uneven economic recovery, demand for SMRP cer-

tifications continues to grow in our field. Projections indicate
that we will meet or exceed our goals this year for exams taken for
both the Certified Maintenance & Reliability Professional (CMRP)
and Certified Maintenance & Reliability Technician (CMRT). For
CMRP, we have a fighting shot at reaching our “high water mark”
set in 2007-08 right before the start of the Great Recession. More
and more, maintenance and reliability professionals displaying
their certificates, carrying the designations on their business
cards and having their names appear in the online SMRP certi-
fication directory are being recognized as leaders and experts in
our profession.
In January, the SMRPCO Board met in Atlanta for a produc-
tive meeting and cut-score workshop, despite a rare winter storm
that gridlocked the entire city. Among other things, a decision was
made to enhance our reporting for CMRT in order to help assess
skills.
A new feedback form will show the results in a bar graph
format for the tasks associated with each domain. This change
will allow the candidates to identify
the tasks with lower scores and focus
on improving their knowledge within
these tasks. With the CMRT, the task
level feedback will provide the neces-
sary information to evaluate the skills
of the candidate, thereby making the exam a skills-assessment
tool along with being a certification.
In my last article for Solutions, I underscored the importance
of listening to the voice of the customer or the voice of the mem-
bers. In order to achieve this goal, SMRP has recently added a
Feedback link to the SMRP website and the top right of the page.
Once you click on this link, you are able to enter your comments
according to different categories including certifications, mem-
bership, chapters, Shared Interest Groups, Solutions magazine,
Annual Conference and meetings.
We are also excited to welcome Anne Marie DeSimone to the
Certification staff at Headquarters. Her areas of responsibility and
contact information are listed in the “Meet our Staff” section on
page 20.
In conclusion, the initiatives I mentioned in January are either
completed or moving closer to completion. These developments are
very exciting, but also put a lot of demand on our volunteers and
staff.
I would like to thank everyone who contributed and helped
with these initiatives.
And remember that the success of our
certifications depends on its members
and we want to hear your suggestions
and comments.
I n recent months, we’ve seen some changes within the Body of
Knowledge committees with members being reassigned to other
job duties or moving on to other work endeavors in their M&R
careers. It just goes to show that M&R is a real and much needed
skill in companies around the world.
Our team is working to compile the M&R Body of Knowledge’s
new Level 3 content for the CMRP including concepts, tools/
techniques and processes to reinforce and enhance user/candi-
date understanding. The Level 3 descriptions are built off of the
key points in Level 2 to establish the Level 3 headers and then to
determine if and where each item fits. The content for each Level 3
header with the following categories may include:
ƒƒ Concepts
ƒƒ Tools and/or techniques
ƒƒ Processes
However, not every Level 3 item
necessarily includes all three
categories. Supplemental material
will include a summary description
when appropriate for each Level 3 sub header and followed by
listings and descriptions of fundamental concepts, tools and tech-
niques and processes that support the subtitle descriptions.
Throughout the development of each Pillar, the Level 3
description team communicates to a team lead that in turn com-
pares notes with the other team leads. Input is gathered through
periodic meetings where committee members share knowledge and
information on the progress of each goal.
As with the CMRP, work is underway to define Level 3 for the
CMRT for each of the four domains.
continued on page 21

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The SMRP Certifying Organization (SMRPCO) and SMRP strive to score, process, and mail exam results to CMRP and
CMRT candidates within a reasonable amount of time — four to five weeks — from when the exam was administered.
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14 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2 April 2014 | Volume 9, Issue 2 SMRP SOLUTIONS 15
 MEMBER CORNER MEMBER CORNER

ers for Pra

tion cti
cti ti
ra

Management Expert SMRP SIG Learns Value of Applying Asset

on
P
By

ers
Chester Elton is Keynote 2014
Management to Capital Projects

UP
SH
AR O
R

for 2014 SMRP Annual

ED
INTEREST G

Annual Oil, Gas, and Petrochemicals BY VIJAY MOHAN, SIG CHAIR

Conference
T he 2014 SMRP Annual Conference in Orlando, Oct. 20-23,
will feature best-selling author and management expert
Chester Elton as its keynote speaker. The author of several suc-
cessful leadership books such as All In, The Carrot Principle, and
The Orange Revolution, Elton provides insight into the best way
to manage employees and create a successful work culture. His
“Engage, Enable and Energize” formula outlines how high-
Conference
ORLANDO, T he Oil, Gas and Petrochemical Shared Interest Group (SIG)
recently sponsored a webinar titled “Reliability and Economic
ing while the value of defining the availability the project will
deliver is only obtained through operational readiness practices
Florida
performance organizations
deliver extraordinary results by
creating a vibrant, productive
October 20–23
Analysis: Benefits of RAM and Life Cycle Cost Evaluations during
Design.”
Jacobs Engineering demonstrated the value of applying asset
and in particular R AM analysis. The argument for using these
tools is strengthened by rule of thumb that 80 percent of the reli-
ability of a capital project comes from design. Unfortunately, the
culture where people believe that what they do matters and that management (reliability, availability and maintainability) prac- design process loses value through lack of modeling, inefficient
they can make a difference. Don’t miss this opportunity to learn tices during a capital project. The application of these practices configurations, poor specification of equipment, lack of a good
how to develop leaders and increase productivity in your plant! results in reduced project scope, improved risk mitigation, lower turnover package and other problems.
total installed costs and long-term improvement in operating costs Companies with emphasis on the life-cycle of their assets are

Spring & Summer Executive

and productivity. These value adding practices are organized into currently requesting the application of these tools and have work
defined strategies under the term “Operational Readiness.” processes established to support their implementation. Examples

Meetings are Set The presentation identified what owners are looking for in
their capital project deliverables and the questions that needed to
of these operational readiness strategies include maintenance
readiness which includes ensuring that maintenance delivery is

S MRP Executive Members: Mark your calendars now for the

upcoming Spring and Summer Executive Meetings! In April,
we’ll be heading to the Rockies! Meetings will be held at the headquar-
be answered such as:
ƒƒ
ƒƒ
What will be the overall cost?
When can I start making money?
established for asset care plans and the computerized mainte-
nance management system is preloaded with the asset hierarchy,
maintenance tasks and bill of materials prior to startup.
ters of Newmont Mining and attendees will tour the National Institute ƒƒ How much product will be created? Life-cycle design support ensures that the optimum equipment
of Standards and Technology, April 22-24. This summer, we are at the Project managers are mostly concerned about cost and schedul- configuration and specifications continued on page 21
DuPont Washington Works plant in West Virginia, July 29-31.
Executive Meetings are a special opportunity to connect and network with your colleagues outside of the Annual Conference and
get a chance to see first-hand how other companies apply M&R practices to keep their operations running smoothly. Registration for the
Spring Meeting is open. Visit www.smrp.org for more information.
Executive Members are invited to send as many as five employees as a benefit of membership. To learn more about upgrading your
Individual Membership to the Executive level, visit the SMRP website or contact Marella Bivins at mbivins@smrp.org.

Education on Demand: Increase Your M&R

Knowledge, Improve Your Career
S MRP is now providing you new opportunities for continuing
education through our new online education portal. The
on-demand educational seminars include 18 hours of sessions
from the 2013 SMRP Annual Conference in Indianapolis. For
conference attendees, the sessions are a great opportunity to re-
visit lessons from the event or check out track sessions you missed
at a discounted price. If you were unable to
attend the conference, just visit education.
smrp.org to purchase sessions on the SMRP Five
Pillars of the Body of Knowledge: business and management,
manufacturing process reliability, equipment reliability, organiza-
tion and leadership and work management.

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from around the world, but if you cannot wait until next Our Facebook page also features
October, just visit the Society’s Facebook, LinkedIn and real-time updates on all SMRP happenings
Twitter pages to stay in touch with thousands of practi- including the latest information on the 305.591.8935 | www.KeepItRunning.com
tioners in your industry. SMRP 2014 Annual Conference in Orlando.
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latest trends and technology on physical asset management. With and connect with our online community of over 4,000 fans.
over 12,000 members worldwide, the group is a unique online

16 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2 April 2014 | Volume 9, Issue 2 SMRP SOLUTIONS 17
CHAPTER ROUND-UP
GREATER CINCINNATI-NORTHERN KENTUCKY CHAPTER
NEW GROUP LAUNCHES WITH TOUR OF MILLER-COORS PLANT
T he new Greater Cincinnati-Northern
Kentucky Chapter hosted its first meeting
of the year on January 16 at the Miller-Coors
facility in Trenton, OH. The chapter, which
formed just last year, used the event as an
opportunity to plan future meetings, introduce
chapter members and select M&R topics for future discussions. The
group also toured the facility and learned about the maintenance
and reliability practices involved in producing beer.
• CHAPTER CONTACTS
Chair: Bill Schlegel billschlegel75@gmail.com
Vice Chair: Andy Inman andrew.inman@tema.toyota.com
Secretary: Donald Nice don.nice@skf.com
Treasurer: Jeff Stegemiller jeff.stegemiller@gallatinsteel.com
ONTARIO CHAPTER DIVING IN TO ISO 55000
O n January 30, the Ontario Chapter
organized a meeting for the member-
ship to provide an opportunity to learn more about
advances in the M&R field. The highlight of the night
was a session led by David Armstrong, reliability practitioner and
user engagement manager at Bentley Systems, about the recently
released ISO 55000 standard. Members and guests were given the
opportunity to learn in-depth knowledge of the new standard and
what the potential effects will be on asset management. Lively dis-
cussion and excellent questions followed the terrific presentation.
• CHAPTER CONTACTS
Chair: Carlo Odoardi
Secretary: Craig Mock
carlo.odoardi@cogeco.ca
Vice-Chair: Mohammed Pasha abbupasha@yahoo.com
craig.mock@rogers.com
Treasurer: Liane Harris liane@machinehealthcare.com
18 SMRP SOLUTIONS
CHAPTER ROUND-UP
CAROLINAS CHAPTER PANELISTS INCLUDE SMRP OFFICERS
T he Carolinas Chapter held their
first meeting of the new year on
January 31 at the 600 Club of the Uni-
Past Chair Shon Isenhour with GPAllied and Bob Williamson with
Strategic Work Systems for serving on the panel and fielding ques-
tions from the members.
versity of South Carolina’s William Brice The next Carolinas Chapter meeting will be May 2 at the
Stadium. The chapter hosted an all-day Timken facility in Gaffney, SC. Check out the chapter page at
panel discussion to consider the challenges www.smrp.org for more information and announcements.
and opportunities in maintenance management
this year. The discussion was a big hit with
attendees and the panel and the venue was excellent. • CHAPTER CONTACTS
We would like to thanks Steve Carter with Showa Denko Chair: Bob Call bob.c@greytopconsulting.com
Carbon, along with SMRP Chair Nick Roberts with Dupont, Vice-Chair: Robert Wiggins rwiggins@sdkc.com
Mark Young with Corporate Reliability, SMRP Immediate Past Chair: Steve Carter scarter@sdkc.com
Treasurer: Scott Taylor scotttaylor@mundycos.com
Secretary: Jeff Beukema jeff@transworldinceletric.com
Education Director: Bob Peffen peffen@mrgsolutions.com
Communications
Director: Jeff Merrill jeff.merrell@dayzim.com
A second session was titled “Ask the Expert” and was a new
feature for Chapter members. The spot gives the membership an
opportunity to ask tough questions on topics related to the Five
Pillars of the Body of Knowledge. The topic of failure modes from
extreme weather was of particular interest due to the recent frigid
temperatures throughout Ontario and the surrounding regions.
The session was moderated by Chapter Chair Carlo Odoardi and
was beneficial in connecting members on similar challenges. The
Guest Panel (Left to Right) Steve Carter, Nick Roberts, Bob Williamson, Mark Young, Shon Isenhour
meeting concluded with the traditional draw for a $100 Keg Gift
Certificate that was won by Dave Merko at Agrium!
HOUSTON CHAPTER PREPARING FOR MaRS IN AUGUST
T he Houston Chapter is making
preparations for its Maintenance
and Reliability Symposium (MaRS)
The MaRS 2014 technical program offers timely presenta-
tions addressing topics under one of the Five Pillars of the SMRP
Body of Knowledge: business and management, process reliability,
August 13-15 in Galveston, Texas. The equipment reliability, work management and organization and
event will open with a golf tourna- leadership. Additionally this year there will be a track on opera-
ment with proceeds going to a scholar- tions. Attendees create their own course of study by selecting six
ship fund for technicians in two-year sessions from 18 offered presentations.
programs in the Gulf Coast area. MaRS
is supported by the Texas Chemical Council (TCC) and the As-
sociated Chemical Industry of Texas (ACIT) for its training value • CHAPTER CONTACTS
and providing networking opportunities for the industry’s newest Chair: Steven Eubanks steven.eubanks@tpcgrp.com
generation of maintenance and reliability engineers. Additionally, Co-Chair: Jimmy Jernigan steven.eubanks@tpcgrp.com
proceeds from MaRS are used to provide scholarships for engi- Secretary: Doug Henry doug.henry@Petrofac.com
neering students and technicians enrolled in degree programs in Treasurer: Greg Dunn gdunn@turner-industries.com
related fields of study. Past Chair: Clay Naiser clay.naiser@shell.com
Chapter Chair Jimmy Jernigan will open proceedings on Program Chair: Ed Foster edfoster@mundycos.com
Thursday before M&R expert and author Ron Moore delivers a
presentation on maintenance and reliability.
April 2014 | Volume 9, Issue 2 April 2014 | Volume 9, Issue 2 SMRP SOLUTIONS 19
CHAPTER ROUND-UP BODY OF KNOWLEDGE (BOK) CORNER
continued from page 15

NORTHEAST FLORIDA CHAPTER

The Need for Volunteers
KICKS OFF NEW YEAR WITH
TOUR OF BUSCH
T he SMRP Maintenance & Reliability Knowledge (M&RK) com-
mittee is embarking on exciting initiatives to continue to add
value to the existing CMRP and CMRT exams. Even though much
3. Do you have comments, suggestions or ideas that you would
like to convey that would help the BoK Directorate regain its
footing and succeed in delivering high value to the community?

T he Northeast Florida Chapter kicked off its first meeting of the

year at the Busch Plant in Jacksonville, Fla. on Friday, February
21. Geoffrey Bidlack and Jim Wilke with NTN Bearing Corporation of
America gave talks on bearing reliability complete with forensic pho-
tos, lubrication tips and guidelines for improving reliability.
Roger Collard, RCM Practitioner with Wyle Labs and SMRPCO
board member, provided some history on the CMRP and CMRT
exams along with suggestions for studying for the exam. There
was considerable interest among several of those in attendance
in getting together with other candidates for study sessions for
the CMRP exam.
In the future, the chapter will host three mini-conferences
per year with educational meetings on the Five Pillars of
Knowledge.
work has been accomplished, we have not completed the objective
and we need help to achieve our final goals. The committee plans
to finalize all descriptive levels for the CMRP and CMRT so the
certifications can continue to provide value to our SMRP members
for years to come.
We seek additional team members to help us achieve our goals
and objectives set by the BoK Directorate. The committee is look-
• CHAPTER CONTACTS ing for volunteers to actively join one of the committee teams to
Chair: Rick Story rickstory@fluidflow.com help us reach our goal with completing Level 3 descriptions.
Vice-Chair: Robert Schindler robertschindler@bellsouth.net If you are interested, please answer the following questions
Secretary/ and contact me at bill.lyons@holcim.com.
Treasurer: Debbi Gray debbi.gray@wyle.com 1. Are you interested and able to serve as
Past Chair: Doc Palmer docpalmer@palmerplanning.com a committee chairman or vice-chairman
(which entails additional time commit-
ment and leadership skills)?
2. If so, which committee aligns best
with your expertise and interest?
Requirements for joining a CMRP or CMRT team include
attending tri-weekly conference calls, completing some homework
and attending at least one of the in-person meetings per year.
Members of SMRP committees and volunteers will be required to
sign the SMRP Committee Member Code of Conduct.
Conclusion
In summary, certification brings value to the individual as well as
to the organization. It demonstrates a high level of commitment to
the field of maintenance, increasing the individual’s credibility and
professional reputation and opportunities for
career advancement. Companies gain an in-
creased confidence in their employees’ ability
to maintain assets, an ongoing enhancement
of knowledge and skills of the maintenance
technicians, better safety practices and a
competitive edge over competitors.

Meet SMRP’s new

staff members!
MEMBER CORNER

continued from page 17

are in place before detailed design starts. The short term costs Clients today are increasingly aware of the power of this tool and
• Ann Cantrell outweigh the long term benefits for the owner. are requesting that it be used on their projects.
Finally, the presentation provided several examples of the For more information about the Oil, Gas and Petrochemical
Communications Specialist
application of these practices covering pulp and paper, oil and SIG, visit www.smrp.org or contact Anne Marie DeSimone at
Direct: 678-303-3044 or acantrell@smrp.org gas and other industries. These applications provided adequate adesimone@smrp.org.
• Advertising in SMRP’s Solutions magazine returns on investment for the application of operational readiness.
• Submitting articles for consideration for Solutions
magazine

The magazine by practitioners for practitioners.

Don’t miss the upcoming 2014 January 2014 | Volume 9, Issue 1

• Anne Marie DeSimone

www.smrp.org

issues of Solutions: 2013 Annual

Conference:
Staff Associate Connecting the Best
in Maintenance
Direct: 678-303-2978 or adesimone@smrp.org and Reliability
• General questions from exam takers about SMRP ƒƒ Late Spring 2014: Business Management
certification (CMRP or CMRT)
• Questions about SMRP local Chapters or Shared
Interest Groups (SIGs) ƒƒ Summer 2014: Manufacturing Process
Reliability
Thinkstock.com
Thinkstock.com

How Condition A Viable “Reliable” 2013 SMRP Annual

Monitoring Improves Opportunity Conference

ƒƒ Fall 2014: Equipment Reliability Work and Planning

Scheduling
4
8
Connecting M&R
Professionals from
Around the U.S. and
the World
10
SMRP Headquarters • 1100 Johnson Ferry Rd., Suite 300 • Atlanta, GA 30342 • 1-800-950-7354 • info@smrp.org

20 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2 April 2014 | Volume 9, Issue 2 SMRP SOLUTIONS 21
 NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS

Noelmar Abbade Deryk Anderson Cesar Barajas Marcio Bitencourt Ken Buffington Clint Carignan
Amvec Wood Group PSN AES GPAllied Saskatoon Processing Co.
Tom Abeloos
Egemin Simon Andrew Pablo Barrera Boris Blancovich Trent Bullock Robert Carpio
BP Upstream CIDIM-IPN Merck Arecibo Advanced Technology Services
Lori Abney Brad Cary
Huntsman Jhon Alexis Oscar Barrios Dustin Bohard Greg Bunck Sealed Air Corporation
Angarita Donado Fluor Corporation Baxter Healthcare
Emerson Abril Jorge Barros Edwin Casadiego
Erick Araújo ARGOS SA Brian Boldt David Buttner Wood Group PSN
Manuel Acuña Shell Management Resources Group, Inc.
Petrobras Diego Mauricio Arango James Bayne Jhon Castro
CCA - MAZDA Hershey Chocolate Nicholas Bolla Jaime Cárdenas
Mark Adam Ellwood Mill Products Cid Castro Costa
JMC Steel - Atlas Tube Cristian Arciniegas Hector Bedoya Juan Cadena Reliasoft Brasil
Policia Nacional John Crane Tom Boonen Muma
Javier Antonino BP Chembel nv Rene Ceron Chacon
Aguilar Ovando Dwayne Ariola Camilo Andres Bejarano Caicedo Lynn Caillouet EAB
Commissioning Agents, Inc. Wood Group PSN Thawatchai Boonmun Cargill Corn Milling
Khalid AL-Ayadhi IRPC Pascal Ceunen
Saudi Aramco Veronica Ariza John Benson Ronald Calvo Muñoz Nystar Belgium
Petroamazonas Therma Tru Jeffrey Borgarding SKF Latin American Ltda
Julian Alfonso Commissioning Agents, Inc. Henry Chaparro
Edwin Arroyo Tommy Bernard John Camacho PNC
Abdullah Alghamdi Commissioning Agents, Inc. Brown and Caldwell Kay Bourque Confipetrol S.A.
Maaden Aluminum Mosaic Davy Claes
Arslan Aslam Dennis Berrios Oscar Julian Camargo Arias BP Chembel nv
Jon Allen Pakarab Fertilizers Multan Pakistan Commissioning Agents, Inc. John Britt
Babcock & Wilcox Green Mountain Coffee Roasters Alexander Cano Argos Patrick Clay
Paul Ausbrooks Henk Beukers AREVA
Ahmed AlUmair Lawrence Brod Daniel Cantillo Concretos Argos
Saudi Aramco Umit Aytac Michael Beyer Rockwell Automation Carlos Collazos
Schlumberger Wireline Enterprise Vision Builders Roland Rafae Cantillo Escorcia Promigas
Domitilo Alvarez Correa Geoff Brown Consorcio CDE-Concrelec
Sean Back Randy Bigler Commissioning Agents, Inc. Eric Collier
Godfrey Amoye Cargill, Inc. ABB Wolman Cardenas Commissioning Agents, Inc.
Gregg Bryan Wood Group Colombia
Ashish Anand Mark Baker Stephane Bilodeau Southeastern Packaging James Compher
Asahi Kasei Plastics Singapore Pte Ltd. Mississippi Lime Co. Bilodeau conseil inc Osmel Rafael Cardenas Peñaranda Sr. The Timken Company
Nestor Raul Bueno Castellanos
Joe Anderson Valdimar Baloursson John Bissell ECOPETROL S.A. Mark Carey Wilfrido Contreras Petrotiger
Schreiber Foods Alcoa Inc. Critical Information Network Imperial Oil

22 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2 April 2014 | Volume 9, Issue 2 SMRP SOLUTIONS 23
 NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS

Charles Coogan Fernando Enrique De la hoz Moreno Edwin Espejo Sigurnur Freysson Nestor Gonzalez Gabriel Gustavo Hernandez
Herrera
Acquisition Logistics Engineering Carbones del Cerrejon LLC Alcoa, Inc.
Bavaria Sabmiller
Byron Efrén Espinosa Sánchez Leonardo Gonzalez Carrasco

Gareth Coote Michael DeLuca Concretos Argos S.A. Robert Fuzer Fuerza Aerea Colombiana
Inreco Hungary kft. Oscar Mauricio Herrera Ruiz
Dow Agro Sciences SAMI
Maria Granados Ingenio Carmelita S.A.
Lewis Ferguson
Edison Cordoba Moreno Nenad Deusic Commissioning Agents, Inc. James Gaines
Commissioning Agents, Inc. Benito Guerra Fuentes Jody Hilderman
Best Process SAS MCID
Confipetrol Mosaic Potash
Erick Fialho
Tom Gallagher
Steve Courchesne Raf Dierckx
XL Americas Gunnar Gunnarsson Elmer Hill
Air Liquide Canada Borealis Roger Filannino
Alcoa, Inc.
Commissioning Agents, Inc.
Rodrigo Garcia Anthony Hsu
Nathan Coy Richard Downer
Confipetrol Timothy Hamberg Commissioning Agents, Inc.
Commissioning Agents, Inc. MWV Steven Finco
Baldor Electric
Commissioning Agents, Inc.
Fredy Garcia Debbie Hubbard
Alex Cuevas Fredy Alonso Duarte Sanguino
AMS Group Ltda Jason Handlon Commissioning Agents, Inc.
JACOBS Confipetrol Phillip Fisler
Commissioning Agents, Inc.
Solvay Specialty Polymers
Borgthor Geirsson Keun Hur
Gustavo Cunha Billy Duncan
Alcoa, Inc. Daniel Haney National Institute of Health
Anglo American - IOB Grifols Joshua Flatla
CACI
Fabcon, Inc.
Luc Gendron Rob Hutchinson
Lisa Curtis Damion Dunne
Jeffrey Hanoff Nova Chemicals
Owens Corning BP Americas Inc. Terrence Fletcher
Robert Giacobbe Cosmo Specialty Fibers
Mueller Water Products
Accenture Edgar Alberto Ibarra Osorio
Suryaprakash D Carlos Echevarria
Hogni Pall Hardarson LMC & LMV SAP
Praxair, Inc. Amgen Ltd. Javier Florez
Carlos Alberto Giraldo Duarte Alcoa Inc.
Wood Group PSN Colombia S.A.
Ecopetrol S.A Juan Alejandro Iturriago Jimenez
Tapan Dalwadi Edidiong Efiong
Mark Harmison Concretos Argos S.A.
Cenovus Energy Inc. Telefonia Ltd Socrates Fofano
Mauricio Giraldo Estrada
Abraman
Concretos Argos Samuel Hayes Salim Jaffer
Ahmed Danish Amanda Egerton
Accenture
SKF Egypt LLC Egerton Consulting Ltd Carlos Hernando
Dave Glover Mario Alexander Jaimes
Fonseca Becerra Fernández
Commissioning Agents, Inc. Michael Healy
Joseph De Castro Hafthor Eiriksson Confipetrol S.A.
TRONOX
Weatherford Alcoa, Inc. Oscar Libardo Fonseca Melo
Stephen Goethals
Independente Guillermo A. Jara Garzón
GP Strategies Jason Heath
David Enrique De Castro Kevin Elder Confipetrol S.A.
Westar Energy
King Drummond LTD Hershey Chocolate Kyle Ford
Jon Goetsch
Shell Michael Heemsbergen Ivan Jaramillo
Gertjan De Jager Kerina Epperly Joseph Forester
Pioneer Engineering
KPMG Commissioning Agents, Inc. Fabcon, Inc. Terry Jarrett
Moataz Gomaa
Freelancer Bryan Henderson Koch Industries, Inc.

24 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2 April 2014 | Volume 9, Issue 2 SMRP SOLUTIONS 25
 NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS

Glen Jenkins Marcel Kok Michael Lett Scott Mackley Saleh Mohamed Tariq Nadeem

PPG Aerospace Mainnovation Inc. Commissioning Agents, Inc. Qatargas OPCO Saudi Armco

Grogan Lewis

Reid Jenner Nugraha Komar Commissioning Agents, Inc. Alex Makarewicz Will Moore Dale Novak

Commissioning Agents, Inc. Indonesia Power Lockheed Martin Great Plains Industries CF Industries

Michael Lewis
Emerson Process Management Christopher Martin Alfonso Mora Ildemar Nunes
Robert Jenson Martin Kopchia
Advanced Technology Services Consorcio Confipetrol S.A. Petrobras
Commissioning Agents, Inc. Cosyn Technology
Eric Lewis
Alcoa, Inc. Maria Alejandra Martinez Delgado Nicolas Morales Garcia Russell Nyorere
Lissa Ji David Kranz
Ingenieros de Lubricación Confipetrol SA
Commissioning Agents, Inc. Cargill, Inc.
Allyn Lindholm Robert O’Connell

Commissioning Agents, Inc. Antonio Javier Morales Iriarte Fabcon Present, LLC
Cornell John Andy Kuvent Pedro Leonardo Martinez Rivera
Confipetrol S.A.
Commissioning Agents, Inc.
Richard Lively Olukayode Ogunfowora
Monet Johnson Karl Agust Matthiasson
Arkema Orlando Morean Esso Exploration & Production Nigeria
Commissioning Agents, Inc. Amrish Lachman Alcoa, Inc.
Limited
Alcoa, Inc.
Andres Lobo Criado Gustavo Moreno
Alvin Johnson Ryan McAdoo Kristjan Olafsso
R2A Consultoria S.A.S. CNRL
International Paper Daniel Lachman Patterson UTI Alcoa Inc.
Alcoa, Inc.
George Morgan
Charles Loeffelholz Michael McGee
Rick Jones Steinar Omarsson
Shell
Commissioning Agents, Inc. Fluor
Commissioning Agents, Inc. Darwing Lafaurie Alcoa, Inc.
BHP Billiton
Tyson Morss
Edwin Londono Peter McLiverty
Bobby Kaufman Cesar Mauricio Ortiz Ruiz
Fabcon, Inc.
BIO D SA Novaspect
Fabcon, Inc. Jim Lake Confipetrol S.A.
Domtar, Inc
Hendrik Loock Joseph Motz
John Keirstead Adriana Mejia Rodney Osborne
TSB Sugar Alcoa, Inc.
Potash Corporation of Saskatchewan William Lambrite BorgWarner
(Sussex Division) Olmer Antonio Mejia Restrepo
Hillshire Brands Company
Juan Carlos Lopez Rozo Chad Mouton
Ecopetrol Andrew Overton
PSE Shell Exploration & Production Co. Inc.
William Kinard Georgia Pacific
Dominic Laquerre
Prometheus Group Liege Melo
Cascades, Inc.
Joel Lorentz Carlos Arturo Mujica Benavides
Abraman Leonardo Pérez Restrepo
Spokane Community College Confipetrol S.A.
Steve Kirk Confipetrol S.A.
Jared Lathrop
Tex-Fin Inc. Sergio Ivan Merchan Mejia
Portland General Electric
Mead Lotz Brian Murphy
Tecnicontrol Jerry Paciorek
Commissioning Agents, Inc. Commissioning Agents, Inc.
Christopher Knight Commissioning Agents, Inc.
Isa Lawhorn
Constellium Christopher Mertz
Meggitt Sensing Systems
Matthew Luimes Patrick Murray
Nextera Energy Resources Lisa Page
Celanese Commissioning Agents, Inc.
Chuck Kohut Commissioning Agents, Inc.
Sangsu Lee
Dreisilker Electrical Motors Inc. Leonard Middleton
Kogas
Milena Luna Rojas Brett Myers Kristjan Palsson
Asset management Solutions
AMS Group Commissioning Agents, Inc. Alcoa, Inc.

26 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2 April 2014 | Volume 9, Issue 2 SMRP SOLUTIONS 27
 NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS

Irene Pang Neil Perrin Tom Ranna Ilse Ros Bradley Scott H.P. Slater
Commissioning Agents, Inc. Advanced Technology Services ExxonMobil Real Dolmen U.S. Air Force Management Resources Group, Inc.

Fred Pare Justin Perry John Reay Chad Sedbrook

Aaron Roth Bill Slonaker
UGL Huber Engineered Woods, LLC. Rio Tinto Commissioning Agents, Inc. Mobius Institute North America
Carlos Mario Segura Hoyos

Anthony Park Toritseju Pessu Bradley Redman Pedro Rubio Robert Smith
Gyrus ACMI, Inc. OSTA Cenovus Energy Hershey Chocolate John Sexton
AMS Group Commissioning Agents, Inc.
BASF
Angie Pettinger
Austin Partee Edward Reich David Ruiz James Smith
Fabcon - USA Commissioning Agents, Inc. Syed Shah
AMS Group Ltda
Marian Pietrasik Qatar Petroleum
Brian Smith
Cliffs Natural Resources
Ravi Paul Francisco Rendon Edwin Sanchez Advanced Technology Services
Commissioning Agents, Inc. Petrobras Frank Shearman
Confipetrol S.A.
Luis Felipe Pinzon Alba
Vinicio Solis
David Shenberger
Sajo paul Miguel Reyes Ivan Sabata Petroamazonas
Michael Pitts Commissioning Agents, Inc.
Tvs Motor Company Conservas California S.A.
Lockheed Martin Aeronautics
Phillip Reynolds Michael Sorensen
Charles Sherburne
Steve Pauly The Hershey Company Julian Andres Sabogal Vanegas
Benjamin Poku Fabcon, Inc.
Goodyear Tire & Rubber Co. Mansarovar Scott Stanton
Rich Products
William Rich Corden Pharma Colorado
Ardavan Shirazi Rad
Julian Paz Allan Sam-Epelle
Alfredo Polo
Clariant Robert Riley Exterran Bryan Stanton
Tecnicontrol
Lloydel Shirley
Retired Lockheed Martin Corporation
Alcoa, Inc. - Warrick Operations
Andres Peña Sudhendu Prakash Kolawole Sangodoyin
BioD S.A. Wilfredo Rivera PAM Consulting Limited Jeremy Staton
Sindri Sigurdsson
Steve Preston Wood Group PSN Babcock & Wilcox
Alcoa, Inc.
Jose Alexander Peña Becerra Schreiber Foods Jesús Eduardo Sanz
Confipetrol S.A. Sallie Roberts Cementos Argos S.A. Benedikt Stefansson
Asgrimur Sigurdsson
Jesus Pulido Commissioning Agents, Inc. Alcoa, Inc.
Alcoa, Inc.
Sebastian Pedraza Newmont Mining Corp. Andrés David Sarria Gómez
Panthers Machinery Terry Robinson Colceramica Corona David Stetler
Carlos Alberto Quintero Mora Jozef Simoens
Williams - Midstream
Confipetrol S.A. Egemin
Jeant Jorge Peinado Gonzalez Mauro Sato Bruno Storino
Confipetrol S.A. Warren Rodgers Alcoa - CAW Clarendon Alumina Works Management Resources Group, Inc.
Marco Quintero Tafur Robert Simpson
Nova Scotia Power
Mecánicos Asociados S.A.S Commissioning Agents, Inc.
Paul Pereira Daniel Schaefer Kraig Strauch
Nairo Julian Rodriguez Ballesteros Noltex US Bureau of Reclamation
Krishan RAJ Paul Simpson
Jose Leonardo Perez Tecnicontrol
Accenture Sdn Bhd Meggitt Sensing Systems
Michael Schwan Thomas Strenge
Gino Perkins Jhon Roman Commissioning Agents, Inc. Brunson Instrument Company
Carlos Ramirez Cortes Carl Siroky
Nissan Motor RMR Reliability & Maintenance
Wood Group Colombia Resources CHS, Inc.

28 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2 April 2014 | Volume 9, Issue 2 SMRP SOLUTIONS 29
 NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS/ CMRPs

Todd Strohschein Victor Teran Henriquez Jairo Iván Trujillo Keith Vey Christopher Wozniak Abdulelah I Al-Saeed

Samsung Austin Semiconductor Bogota Petrotiger Commissioning Agents, Inc. Goodyear Tire & Rubber Co. Saudi Aramco

Paul Andrews
Ray Stull Paul Terry Carlos Trujillo Jonathan Vick Chris Wozniak
Honda Manufacturing of Alabama
Meggitt Sensing Systems Axiall Corporation Confipetrol S.A. Nissan Motor Manufacturing Goodyear Tire & Rubber Co.

Kimberly Andrus
Johan Thomas Thomas Tuetken Vikas Vij
Paola Suárez Andres Yep Taboada
Horizon Milling - Cargill Inc Nova Chemicals Corporation Jhon Alexis
ACIEM Cundinamarca Kuwait National Petroleum Company BHP Billiton
Angarita Donado

Tony Thompson Kellie Turner Carlos Alberto Villamizar Sosa

Estevan Suarez Hugo Fernando Zambrano Miguel Humberto Angulo Rodriáguez
Commissioning Agents, Inc. Seco SYS Consorcio Confipetrol
Testing & Services Tecnicontrol Skanska Del Peru

William Thorn Wilder Uchuvo Bohorquez Sergio Villarreal Sesugh G Anongo

Elkin Jesus Suarez Calvo
Pfizer, Inc. Wood Group PSN Shell Petroleum Development Co.
Confipetrol S.A.
Paul Udensi
New CMRPs Diego Mauricio Arango
James Tingey Sergio Alexander
Jose Daniel Suarez Gonzalez CCA - MAZDA
Jefferth Valencia Vulferthasky Munevar
Polaris Laboratories Saidu Abdullahi Yola
Consorcio Confipetrol
Electricity Distribution Company Khaled Asseiri
Pordur Valoimarsson Glenn Wallace
Jerry Todd
Isham Sudardjat Alcoa, Inc. Commissioning Agents, Inc.
MSA Aziz Abro Kevin L Atwell
Qatar Petroleum
DTZ
Rao Vamsidhar Nasri Warsame Mohammed H Al Ismail
Birgir Tomasson
Syed Tabrez Saudi Aramco Eric Ayres
Rashtriya Ispat Nigam Limited (RINL)
Alcoa, Inc.
Celanese EVA Performance Polymers Brendan Washington Elanco (Eli Lilly)
Ahmed Al Jelwah
Arto Van Bauwel Campbell Soup Company
Juliano Torres Saudi Aramco Daniel Alberto Baez Gama
James Taffer Egemin
AES Tietê Ecopetrol S.A
Baldor Electric Gary Weger Yahya A Al Khadhrawi

Miguel Angel Torres Martinez Johannes Van Pelt Hershey Robinson Saudi Aramco Camilo Octavio Baez Ramos

Carlos Arturo Tafurt Cardona
Motoplantas Bristol- Enertem
Chevron Petroleum Company ABB Confipetrol S.A.
Guo Weibing Abdulaziz M Al Qubali
Saudi Aramco Dion Bankston
Carlos Alberto Torres Meneses Rodrigo Adolfo Vargas Diaz Commissioning Agents, Inc.

Calvin Talley Emgesa S.A E.S.P Faisal M Al Rifi Oscar Barrios

Mark Westerman
Don Tragethon Saudi Aramco
Vimarie Vega Commissioning Agents, Inc. Jorge Barros
Roger Taylor Western Precooling
Commissioning Agents, Inc. Michael Aldridge ARGOS SA

Ava Tran Darrin Whisman Merck & Company

Ian Teh Kim Bassuener
Cristian Vega De Lavalle
Commissioning Agents, Inc. ARAMARK Facility Services Johnsonville Sausage, LLC
Julian Alfonso
Drummond Ltd James Whitman

Bob Trayers Walid A Al-Ghamdi Keith Baxley

Tesfahun Temesgen
Stryker Medical Jorge Velez Luanne Witt Saudi Aramco Honda Manufacturing of Alabama
Bristol-Myers Squibb
Reficar Commissioning Agents, Inc.
Sami S. Alhuwais Hector Bedoya
Alessandro Trombeta
Gary Tenney Saudi Aramco
Barry VerMeer Patrick Wooters John Crane
CTB, Inc.
Rockwell Automation INVISTA

30 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2 April 2014 | Volume 9, Issue 2 SMRP SOLUTIONS 31
 OCTOBER 10, 2013 – JANUARY 31, 2014 NEW CMRPs OCTOBER 10, 2013 – JANUARY 31, 2014 NEW CMRPs

Jay D Behrens Clint Carignan Fernando Enrique De la hoz Brady Fischer Christopher Golie Chukwunweike Emmanuel Edwin Londono Nayrih Margarita Medina
Moreno Izuogu Calleja
DCP Midstream Saskatoon Processing Co. Pfizer BIO D SA
Carbones del Cerrejon LLC Nestor Gonzalez Shell Nigeria PMM Institute for Learning
Emerson Beltrãn Soler Edwin Casadiego Clinton B Fite Francheska Lopez
Deiveegan R Deivasigamani Maria Granados Mario Alexander Jaimes Mefredi Mefredi
Confipetrol Wood Group PSN Cargill Pfizer
Fernãndez
Saudi Aramco Pertamina Hulu Energi Onwj
Scott Grezeszak Confipetrol S.A.
Umeet Bhachu Jhon Castro James Fleetwood Chris Lyons
John DeJong Merck Adriana Mejia
Occidental of Elk Hills Magnetation
Guillermo A. Jara Garzãn
Iroloye D Bob-Manuel Donna Cericola ADM
Hogni Pall Hardarson Confipetrol S.A. Olmer Antonio Mejia Restrepo
Shell Nigeria Merck & Co Pedro Luis Flette Eastsan Rob Macdonald
Kenneth Delaruelle Alcoa Inc. Ecopetrol
Hollingsworth and Vose
Reid Jenner
Paul Boettcher Pascal Ceunen Merck Javier Florez
Adam S Harffey Commissioning Agents, Inc. Leonard Middleton
Merck Nystar Belgium Wood Group PSN Colombia S.A. Jesse Maier
Raf Dierckx Rio Tinto Asset Management Solutions
Rochwell Automation
Joe Johnson
Steven Brock Mary Jo Cherney Borealis John W Fortin
Todd Helmintoller Emerson Process Wayland T. Moen
Merck Nissan North America CH2M Hill Vinay Maithani
Management Georgia Pacific
Kyle Diffenderfer Vale Oman Pelletizing Co.
Gabriel Gustavo Hernandez
Ed Bryant Michael Childress Darrin Francom Herrera Faruq Khalifa Todd Moody
Bob Dontonville Ben Mansi
Nova Chemicals Inc. Nissan North America, Inc. Central Arizona Project Bavaria Sabmiller Saudi Aramco Merck
Merck Vesta Partners, LLC
Ted Buczacki Ricardo Colon Sigurnu Freysson David Hess Jeong Kim Mike Moore
Shittu A Dosunmu Donald Marsh
Merck Pfizer Inc Alcoa Inc.
Shell Nigeria Faisal M Hijazi Transocean
Scott Kimpton GenOn
Nestor Raul Bueno Tabatha Conrow Joseph Lee Friend Saudi Aramco Enmax Energy Corporation Nicolas Morales
Castellanos Fredy Alonso Duarte Maria Alejandra Martinez
Verallia
Sanguino Delgado Garcia Confipetrol SA
ECOPETROL S.A. Edison Cordoba Moreno Kevin Houstman Benson J Kokovworho
Confipetrol Harry Gabrielson Ingenieros de Lubricaciãn
Best Process SAS Rio Tinto Shell Nigeria
Victor Burgos Randall S. Mudd
Hormel Foods
Andrei Dynnik Pedro Leonardo Martinez General Mills
Pfizer Pharmaceuticals David Cox Micheal Huesemann Rajeeva Kumar
Covidien Fredy Garcia Rivera
Johnsonville Sausage Abu Dhabi Gas Industries
Curibe Cabrera Andrew Cox Riley Murray
AMS Group Ltda Limited (GASCO)
Brian Edmonds Javier Mascheroni Hollister Incorporated
Falcondo Newcrest Mining Ltd. William Hughes
Rodrigo Garcia Robert Bosch LLC Roberto Lagos YPF
Blake Elderkin Mario Nião
Troy Calfee Daniel Crane
Confipetrol Solari GMC Global
Agrium Toby Masterman Confipetrol
General Mills GP Blake Hunter
William Chuck Gaskins Novelis Douglas Lee Harley-Davidson Motor
Sydney I Enadeghe Christian D Nolden
Ronald Calvo Muãoz Jonathan O David Company
Pinnacle Foods Pfizer
SPDC Nigeria LTD. ElectraNet
SKF Latin American Ltda Shell Petroleum Peter C Idoko
Karl Agust Matthiasson
Eduardo Geney Shell Nigeria Eric Lemongello
Leonardo Escudero Avalos Chris O’Donnell
John Camacho James Davis Alcoa Inc.
GTE Infineum USA
Minera Yancocha SRL Merck
Confipetrol S.A. Emerson Climate Kenneth Igboanugo
Technologies Keith McDonough
Curtis Ryan Germany Nexus Alliance Ltd Guy Leppin
Paul Fedyna Kebin Ofori
Steven C Carden Merck
A W Chesterton Cascade Steel Rolling Mills
Geron Davis Merck Zimarcus Energy Services
Southern Company Victor Adolfo Infante UC
United States Steel Michael McGowan
Chris Ginn PEMEX Exploracion y Jasper Lipsch
Corporation Steve Ferguson Abiodun J Ogundipe
Osmel Rafael Cardenas Produccion Merck
Hersheys Mainnovation Inc.
Peãranda Merck Shell Pet. Dev. Coy
David Enrique De Castro David Medina
Juan Alejandro Iturriago James Anthony Lombardo
King Carlos Alberto Giraldo
Alayn Careaga Cesar Augusto Figueroa Suarez Jimenez Timothy O’Hara
Duarte Rio Tinto Iron Ore
Drummond LTD Elanco
Bunge Tecnicontrol S.A. Concretos Argos S.A.
Ecopetrol S.A Novelis

32 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2 April 2014 | Volume 9, Issue 2 SMRP SOLUTIONS 33
 OCTOBER 10, 2013 – JANUARY 31, 2014 NEW CMRPs OCTOBER 10, 2013 – JANUARY 31, 2014 NEW CMRPs/CMRTs

Casmir E Ojobor Luis Felipe Pinzon Andy Rodes Robert Sharkey Miguel Angel Torres Martinez Sergio Villarreal New CMRTs Cory MaComb

Shell Nigeria ALBA SEMEQ, Inc. Chevron Petroleum Company Wood Group PSN Wells Enterprises
Luis Hernan Silva
Steven S Baldridge
John (Sean) O’Keefe Joseph D. Pollhein Jhon Roman Vasquez Pluspetrol Norte S.A. Gregory Trahan Charles von Bargen Jonathan Malloy
Boehringer Ingelheim
Merck Celerant Consulting RMR Reliability & Sun Coke Energy Birmingham Water Works
Jason Tranter Roxane Lab
Maintenance Resources Pedro Silvera
Mobius Institute Joe Walter Carl Blake Dave Meylor
Stella M.E. Okoye Ritchie O’Pragale
John L. Ross Jr. Jozef Simoens Luminant
Shell Nigeria Saudi Aramco Boehringer Ingelheim Wells Enterprises
Marshall Institute Egemin Robert E Travers Roxane Lab
Jacobs Technology Paul Brewer William L Miller
Audrey O’Reilly Franklin Queen
Rodrigo Rotondo Sarbesh Singh Iboh A Walters Wells Enterprises
Merck First Quality Alcoa AGC
Jairo Ivãn Shell Pet. Dev. Company
Pedro Rubio Kevin Skeele of NIG LTD Matthew Brienzo
Cesar Mauricio Ortiz Ruiz Carlos Alberto Quintero Trujillo Petrotiger Mike Mindham
AMS Group Bristol-Myers Squibb Company Wells Enterprises
Confipetrol S.A. Mora Confipetrol S.A. Cloud Peak Energy
Wilder Uchuvo Rick Wanner
Jose Daniel Ruiz Pinzon Kimberly Smith Agrium Bryan Campbell
Rodney Osborne Marco Quintero Bohorquez John Naugle
Petrotiger
Boehringer Ingelheim Boehringer Ingelheim
BorgWarner Tafur Mecãnicos Asociados Bob Smith Benjamin Warner
Dale Uitto Roxane Lab Roxane Lab
S.A.S Jerry Rust Basic American Foods SunCoke Energy
Manuel Antonio Otero Covidien
Ash Grove Cement Company Justin R Cox L J Plaisance
Anthony J Ragen
Alza Independiente Atul K Srivastava Chad Williams
Jorge Alfonso Valderrama Alcoa Loop, LLC
Cargill Edwin Sanchez Saudi Aramco Espinosa Schreiber Foods, Inc.
Andrew Overton
Confipetrol PEMEX Exploracion y Gary Delashmutt Ronald J Ralston
Carmen Ratchford
Georgia Pacific David Sterrett Produccion Michael L Willis Wells Enterprises Boehringer Ingelheim
Merck & Co. Allan I Sam-Epelle Cargill Allied Reliability Roxane Lab
Javier Alejandro Palma Jefferth Valencia
Exterran Phillip B Gaddis
Aaron Raudabaugh
Tolvett Jonathon Strachan Dale Brian Wilson Michael Sailer
Alcoa Warrick PP
Merck and Co., Inc. Silvio Santos Virgilio Valentin
Qualitest Pharmaceuticals Wells Enterprises
Vikas Pandey Jose Daniel Suarez Pfizer
SEMEQ, Inc. Anthony Gates
Nathan M Rausch
Sohar Aluminium Gonzalez Consorcio Confipetrol John Wilson Bruce Schoer
Birmingham Water Works
Cargill Anthony Santosuosso Jonathan P Van Derzee
Merck Wells Enterprises
Patrick Iain Parker Naveen Subbaiah Merck
A.W. Chesterton Steve Harder
Richard Reeves
Rockwell Automation Equate Petrochemical Co. Timothy Wines Evan T Smith
Schreiber Foods INC Jesãs Eduardo Sanz Cristian Vega De Lavalle Philip Hart
Day & Zimmermann Idaho State University
Andres Peã±a Shitiz Sud Drummond Ltd
Cementos Argos S.A. Boehringer Ingelheim
John Reeves
BioD S.A. Sadara Chemicals Company Lonnie Wurst Roxane Lab Pablo Solano
Peter Schumacher Pablo Andres Velasquez
Philip Rettinger Wells Enterprises
Jose Alexander Peã±a Becerra Donald John Terway Urbina Repsol Tairu M Yisa Randy Hash
Dura-Bar
Central Arizona Project
Confipetrol S.A. ENMAX Shell Nigeria Evonik Corporation Kevin Stone
Wayne Scott JORGE VELEZ
Miguel Reyes Luminant
Sebastian Pedraza Gerald Thompson REFICAR Gustav Yulius Todd Heitritter
NNA-C
Panthers Machinery Wilfredo Rivera AO Smith CNOOC SES Ltd. Steve Sunt
Rahul Verma Matthew Larson
Don Sedrovic
Wood Group PSN Wells Enterprises
Jose Leonardo Perez Orlando Thowinson SAMI Corp Hugo Fernando Zambrano
Imperial Oil Limited Larry Leaverton
Wilfredo Rivero Drummond Limited Tecnicontrol Jeffrey S Yeckering
Anthony Pesce Leonardo Villalba Wells Enterprises
Robert Seward
Meridium Alcoa
Mondelez Global LLC Onengiyeofori S Toby
Nissan Ray E Leblanc
Carlos Alberto Villamizar Sosa
Edward Robinson Shell Nigeria
Terrance Piekarz Consorcio Confipetrol Jacobs/jt-ssc
Essa F Shamrani
Weg Electric Corp
Central Arizona Project
Saudi Aramco

34 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2 April 2014 | Volume 9, Issue 2 SMRP SOLUTIONS 35
 EXAM CALENDAR, SMRPCO SUSTAINING SPONSORS
Orla
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To register for an exam, please go to:

2014 • CMRP: www.smrp.org/cmrp • CMRT: www.smrp.org/cmrt

Annual
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October 20–23

The SMRP Certifying Organization (SMRPCO) developed a program of benefits for companies or organizations wishing to provide
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ASCEND PERFORMANCE MATERIALS JACOBS PRO SERVICES, INC.

BARRICK GOLD CORP. JACOBS/MAF PROCESS SOLUTIONS GROUP

BP - GULF OF MEXICO JESCO MAINTENANCE CORPORATION

SABIC INNOVATIVE PLASTICS

BUNGE KAISER ALUMINUM

SEMEQ, INC.

CACI, INC KCF TECHNOLOGIES

STRATEGIC ASSET MANAGEMENT, INC.
(SAMI)
CARGILL, INC. KRAFT FOODS

T.A. COOK CONSULTANTS INC.

CBRE LIFE CYCLE ENGINEERING

THE DOW CHEMICAL COMPANY

CHOBANI, INC. LOUIS DREYFUS COMMODITIES

COMMISSIONING AGENTS, INC. LUMINANT POWER TURNER INDUSTRIES

CORNERSTONE CHEMICAL COMPANY MAINNOVATION INC. UE SYSTEMS

DELTA AIR LINES MANAGEMENT RESOURCES GROUP, INC. UGL SERVICES

DES-CASE MEAD JOHNSON NUTRITION URS CORPORATION

DIAGEO MERCK & CO., INC. WELLS ENTERPRISES INC.

DUPONT MERIDIUM, INC. WYLE LABORATORIES

ELI LILLY & COMPANY MONDELEZ GLOBAL LLC

36 SMRP SOLUTIONS
SOLUTIONS
www.smrp.org/annualconference December 2013 || Volume
Volume 9,
8, Issue
Issue 25
EMERSON PROCESS MANAGEMENT MOSAIC

36 SMRP April 2014 April 2014 | Volume 9, Issue 2 SMRP SOLUTIONS 37

 Society for Maintenance & Reliability Professionals
1100 Johnson Ferry Road, Suite 300
Atlanta, GA 30342
USA
www.smrp.org

2014
Annual
Conference
ORLANDO,
Florida
October 20–23

EVENT CALENDAR WWW.SMRP.ORG

Spring Executive Meeting 2014 SMRP Annual Conference 2016 SMRP Annual Conference
April 22-24, 2014 October 20–23, 2014 October 17–19, 2016
Denver, CO Lake Buena Vista Resort Jacksonville, Fla.
Orlando, Fla.
Summer Executive Meeting
July 29-31, 2014 2015 SMRP Annual Conference
Washington, WV October 12–14, 2015
Cincinnati, Ohio

Solutions Editorial Department

Dan Anderson
Chair, Communications Committee
Life Cycle Engineering
danderson@lce.com
843-414-4866

Ann Cantrell
Communications Specialist
678-303-3044
acantrell@smrp.org

Jon Krueger
Executive Director
678-303-3045
jkrueger@smrp.org

38 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2