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Maintenance Productivity

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Maintenance Planning and Scheduling

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Planning Work is Essential

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The magazine by practitioners for practitioners.

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

Work MANAGEMENT

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FEATURES

4 Maintenance Productivity Jose Baptista, CMRP, ABB

7 Maintenance Planning and Scheduling Al Emeneker, CMRP, Life Cycle Engineering, LLC

9 Planning Work is Essential Jim Davis, CMRP, PCA

DEPARTMENTS2 OFFICERS AND DIRECTORS

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

12 SMRP IN THE NEWS NICK ROBERTS, CMRP

13 FROM THE EXAM TEAM TERRY HARRIS, CMRP, SMRP EXAM DIRECTOR

14 CERTIFICATION UPDATE VLAD BACALU, CMRP, CMRT 15 BODY OF KNOWLEDGE CORNER BILL LYONS, CMRP 16 MEMBER CORNER

18 CHAPTER ROUND-UP

22 WELCOME NEW MEMBERS

30 NEW CMRPs, CMRTs

35 EXAM CALENDAR, SMRPCO SUSTAINING SPONSORS

36 EVENT CALENDAR

SMRP Solutions (ISN#1552-5082) is published bi-monthly by the Society for Maintenance and Reliability Professionals, exclusively for SMRP members. The annual subscription rate is $15 for members, which is included in dues. If you would like to subscribe to SMRP Solutions and you are not an SMRP member, the magazine is $15 for an annual subscription. The Society was incorporated as an Illinois not-for profit corporation in 1992 for those in the maintenance profession to share practitioner experiences and network. The Society is dedicated to excellence in maintenance and reliability in all types of manufacturing and services organizations, and promotes maintenance excellence worldwide. SMRP’s Mission is to develop and promote leaders in Reliability and Physical Asset Management.

The products featured in SMRP Solutions are not endorsed by SMRP, and SMRP assumes no responsibility in connection with the purchase or use of such products. The opinions expressed in the articles contained in SMRP Solutions are not necessarily those of the editor or SMRP.

Back Issues: The current issue and back issues of SMRP Solutions can be downloaded from the library area of the SMRP Web site. Original versions of the current issue and some back issues of Solutions are available by contacting SMRP Headquarters ($5 per copy for members, $10 per copy for non-members).

SEND ADDRESS CHANGES AND INQUIRIES TO: SMRP Headquarters, 1100 Johnson Ferry Road, Suite 300, Atlanta, GA 30342, 800-950-7354, Fax: 404-252-0774 E-mail: [email protected].

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

April 2014 Volume 9, Issue 2

9

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7

May 12–14, August 25–27, November 17–19

May 15–16, August 28–29, November 20–21

October 6–10

April 28–May 2, June 23–27, September 15–19, November 3–7

May 19–23, August 18–22

July 21–25

April 2014 | Volume 9, Issue 2

, CMRP

FROM THE CHAIRSMRP Officers & Directors

ChairNick Roberts, CMRP

DuPont

[email protected]

Immediate Past ChairShon Isenhour, CMRP

Eruditio LLC

[email protected]

843-810-4446

Vice ChairCraig Seibold, CMRP

Newmont

[email protected]

303-837-6193

TreasurerBob Kazar, CMRP

Roll Global

[email protected]

661-432-4951

SecretaryLarry Hoing, CMRP

Wells Enterprises

[email protected]

712-548-2328

Certification DirectorJoe Grande, CMRP

Fluor Corporation

[email protected]

864-517-3314

Body of Knowledge DirectorBruce Hawkins, CMRP

Management Resources Group, Inc.

[email protected]

843-670-6435

Education DirectorJay Padesky, CMRP

US Gypsum, Inc.

[email protected]

312-436-4463

Member Services DirectorGina Kittle, CMRP

The Timken Companies

[email protected]

330-471-7465

Outreach DirectorHoward Penrose, CMRP

Dreisilker Electrical Motors

[email protected]

630-469-7510

2 SMRP SOLUTIONS

SMRP: Committedto Continuous ImprovementBY NICK ROBERTS, CMRP

IOne of the critical aspects that defines the maintenance and reliability industry is

our commitment to making processes better: proactively meeting our customer needs,

making plants safer, improving communications between functions, improving equip-

ment productivity, keeping facilities running smoothly, preventing incidents and getting

products out the door faster. Your SMRP Board of Directors aims to drive this concept

of continuous improvement when it comes to leading the Society too. The Board met in

Atlanta last January to conduct our annual strategic planning meeting. A strong winter

storm hit the city at the same time, so the Board and staff huddled up together and

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

confirmed the SMRP mission: to develop and promote leaders in reliability and physical

asset management. We also strategized on SMRP’s role as a global organization,

our proper place in the overall asset management realm, ways to grow membership

and raising awareness of the value of SMRP certification among M&R technicians,

professionals and senior management.

During our meetings in Atlanta, the Board also took a closer look at your experience

with the organization. The Board and our headquarters staff recommitted ourselves

to providing members with the best possible experience and continuously improving

our customer service process and efforts. I am particularly excited to see two elements

already up and running.

We launched a new SMRP website designed to help members more readily access

important information to help them expand their careers. Whether you are trying to

access member resources like the new standardized metrics or applications to get certi-

fied as a CMRP or CMRT, we want you to be connected to the resources that will take

your career to the next level.

We also recently launched a Feedback link on the website which allows you to

share your ideas with the organization. We are interested in how well SMRP is serving

you and what could be even better! More improvements are on the way.

SMRP will continue to be guided by our mission and strategic plan. And we are

committed to continuing to provide you value and return on your investment. Thanks

for your support and please don’t hesitate to contact us!

Nick Roberts, CMRP

SMRP Chair

We want to hear from you! Visit www.smrp.org/feedback and share your thoughts with us!

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5 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 24 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2

By: JOSE BAPTISTA, CMRP

SENIOR CONSULTANT, ABB


Throughout my career, I saw —or rather felt—the

various economic crises created by several factors

from the 1970s oil crisis at the beginning of my

career to the world economic crisis in 2008 when

I first moved to the U.S. The crisis periods and an

increasingly competitive market always results

in one common remedy: an enormous pressure to

reduce costs. Without the proper precautions or criteria, this cost

cutting may jeopardize business continuity.

Labor productivity has a major impact on the cost of mainte-

nance and few maintenance managers know the effectiveness of

their crews. They should know and improve the conditions that

affect labor productivity on their sites. The way they design and

implement their maintenance management processes directly

impacts the productivity of the maintenance workforce.

We will try to illustrate how the power and automation tech-

nology company ABB helped one customer to identify and remove

barriers to improve the maintenance workforce productivity. We

will start by defining maintenance productivity as the ratio of the

output to the input of a production system. With a given input,

if output of products or services is higher, then productivity/

efficiency is higher. Efficiency is doing things right or it is the

measure of the relationship of outputs to inputs and is usually

expressed as a percentage.

In summary, the total productivity of the maintenance work-

force can be divided into three factors:

1. Utilization: The elimination and reduction of nonproduc-

tive work such as time spent waiting, walking or being idle.

2. Performance: Increasing speed of task execution through

a higher quality of employees, improved tools and working

methods and planning and scheduling.

3. Quality: The elimination of unnecessary tasks using work

flow and plans analysis, organization analysis, failure

analysis, execution quality and equipment design-out.

Utilization X Performance X Quality = Total Productivity Our study focuses on the utilization factor only. We wanted to

identify the wasted time associated with maintenance tasks, for

example, the time technicians lose having to move around unnec-

essarily in different areas of the plant or wasted time waiting for

work permits, spare parts, tools, instructions and other documen-

tation required for completing an assigned task.

To be able to measure productivity, we adopted the work sam-

pling methodology, which is a measurement technique developed

in the 1930s by L.H. Tippet to analyze, classify and quantify work

using instantaneous observations of work in progress taken ran-

domly over a period of time. It is based on the laws of probability

and to determine the proportion of the total time dedicated to the

various components of a task.

To conduct a work sampling study, a large number of obser-

vations or snapshots are taken randomly and during each

observation and the condition of the worker is determined and

recorded in a predefined category of activity pertinent to the par-

ticular work situation.

Inferences are then drawn concerning the total work activity

from the proportions of observations in each category. Based

on these measurements, we conducted this study in various

petrochemical plants in Brazil. The study was carried out over

a 30-day period, and observations were made at predetermined

locations to cover the entire plant. Based on statistical calcula-

tions, the numbers of required observations were 8,800 with a

margin of error of ± 1 percent. For the study, the maintenance

activities were divided into three categories: productive, support

and nonproductive:

Productive: Working and PlanningThis category includes adjusting, welding, positioning, cleaning,

inspecting, assembling, analyzing discussing execution, drawing

sketches and a number of other activities.

Support: Watching, Walking and WaitingWatching refers to supporting and serving as a stand-by, while

waiting refers to time spent acquiring tools, materials, scaffolding,

lifting equipment, work permits or instructions.

Nonproductive: Personal and Idle TimeNonproductive time is classified and personal and idle time such

as drinking water, coffee breaks, smoking and conversations not

related to work.

The study revealed the following percentages:

Working: 26 percent

Planning: 11 percent

Productive (Working + Planning): 37 percent

Waiting: 27 percent

Maintenance Productivity HOW MAINTENANCE PRODUCTIVITY MEASUREMENT IDENTIFIED

SIGNIFICANT MAINTENANCE COST REDUCTION OPPORTUNITIES

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6 SMRP SOLUTIONS 7 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2April 2014 | Volume 9, Issue 2


Walking: 28 percent

Nonproductive (Personal): 1 percent

Nonproductive (Idle): 7 percent

Assuming a workforce of 100 people with an average labor rate

of $40.00 per hour, these losses represent a substantial economic

drain equal to $4.6 million each year.

Available daily hours per craftsman 7

Measure Value 37%

Lost time per day (minutes) 265

Number of workers 100

Days per month 22

Lost time per month (hours) 9702

US$/Hour $40.00

Losses per month $388,080

Losses per year $4,656,960

The results of study were presented to plant management

and interested parties and then working groups were created to

analyze the causes of unproductive time and to propose plans for

improvement.

These groups studied and suggested actions for each of the

priority items. For example, for the “walking time” issue, the work-

ing group identified the following causes: logistics and improper

layout, incomplete maintenance planning, deficiencies in internal

transport, workers stretching lunch breaks, unavailability of tools,

difficult access to productive areas, unavailability of scaffolding,

and lack of operators to issue work permits.

Several actions were suggested and implemented to eliminate

and reduce walking time including reviewing standard work order

preparation, reducing internal bus intervals, reviewing meetings

schedule, inventing a mobile tool cart so that workers would not

have to go to the warehouse and allowing tools to be left at work

during breaks and at the end of the day.

After implementation, a new study was conducted with the

following results:

Working: 50 percent

Planning: 10 percent

Productive (Working + Planning): 60 percent

Waiting: 17 percent

In Transit (Displacement): 19 percent

Nonproductive (Personal): 2 percent

Nonproductive (Idle): 2 percent

With the results above, the losses were reduced by approxi-

mately $1.7 million per year.

Available daily hours per craftsman 7

Measure Value 60%

Lost time per day (minutes) 168

Number of workers 100

Days per month 22

Lost time per month (hours) 6160

US$/Hour $40.00

Losses per month $246,400

Losses per year $2,956,800

If we consider that the maintenance labor productivity bench-

mark for petrochemical industry is 60 percent, we can say that

this company achieved their target.

The results demonstrate the importance of monitoring mainte-

nance functions in order to improve efficiency and productivity in

manufacturing plants.

Jose Baptista is an electrical engineer with extensive experi-

ence and management skills in industrial maintenance and

reliability. He currently works as a senior consultant at ABB

in Brazil. I n concept and function, maintenance planning and scheduling is like

a key that can unlock reliability excellence and its benefits. It’s an apt

comparison because a key is a pretty useless piece of material without

all the interfaces that make it functional.

To fulfill its purpose, a key requires a lock cylinder with the

correct pins to match the curves of the key. Should any pin be non-

functional, the key will not be able to operate the lockset cylinder,

keeping the lock closed. Only when the key and the pins are in very close align-

ment, depending on the quality of manufacturing and price, will the lockset be

able to fulfill its purpose of security.

The position of Maintenance Planner/Scheduler (P/S) is rather like a key. The

P/S will interface with the equivalent of the lock cylinder -- many different areas

within the organization. For the P/S key to allow the lock cylinder of the organiza-

tion to turn and operate functionally, the pins of the entities the P/S interfaces

with must be aligned with the cuts in the P/S key.

Lock Pin #1 – Operators One system pin that the P/S is critically linked to is the operational area that he

supports. That lock cylinder pin must be well within the tolerances allowable for

By: AL EMENEKER, CMRP

LIFE CYCLE ENGINEERING

Maintenance Planning and Scheduling: the Key to Reliability Excellence®

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F or this article, we will evaluate job planning or all

information, actions and communications prior to

the start of a job which affect performance and

quality of work.

As part of the series “Be Brilliant with the Basics,” this

study is devoted to the third of the basic elements “work

planning” and its integral status in the maintenance process.

The following questions were used to gauge a facility’s

adherence to the basics:

• Are there permanently assigned maintenance planners?

• Are there identified and trained “back-up” maintenance

planners?

• Is the planner’s product a well-developed job package,

which clearly details the scope of the work to be done?

• Do the maintenance planners plan for the future and

not engage in day-to-day activities such as expediting

parts for emergency work?

• Do maintenance planners have access to a complete

and accurate bill of materials for the facility’s assets?

• Do maintenance planners have an accurate and active back-

log of work?

• Are maintenance planners’ contributions to the

maintenance organization equal to or greater than

their costs?

• Is the effectiveness of maintenance planners measured

in some way?

The job planning process is the portion of overall planning

that focuses on the efficiencies of individual work orders.

In reality, job planning only provides the opportunity to achieve

efficiencies and to avoid delays. Taking advantage of opportunities

created by job planning requires coordination and cooperation

of production supervisors, maintenance supervisors and

maintenance craftsmen to use job planning in ways that actually

reduce the time it takes to complete each job.

Although it is recognized that not all work orders need to

go through the entire formal job planning process, all jobs

actually get planned to one extent or another before or after

the work starts. Depending on the nature of the job and its

effect on safety or production, it is most often advantageous

to plan the work needed before the job actually begins. Let’s

explore the reasons why preproduction work planning is

important.

An analysis of work planning as an integral part of

the maintenance process

Planning Work Is Essential

By: JIM H. DAVIS, CMRP, VICE

PRESIDENT OF BUSINESS

DEVELOPMENT, PCA

that pin to match well with the applicable cut location in the key.

This requires open and honest communication, complete partner-

ship, focus on the overall reliability of the equipment and attention

to detail in the proper operation of the equipment. These processes

are usually developed by a cross-functional group that concen-

trates on operator care attributes.

The ‘key personnel’ in the operations area are the operators. A

good, experienced operator is a living, breathing, data-acquisition

machine. An experienced operator can detect an anomaly when

the equipment runs in an unfamiliar way. A deviation in sound,

an unusual smell, a different sense of vibration, a faint increase

in temperature on a specific point on the equipment are all telltale

indicators for experienced operators. This is when the work notifi-

cation or work request needs to be entered into the data system so

that an impending problem can be resolved in a timely and con-

trolled manner to avoid a costly period of unexpected downtime.

This bit of information from the operator, in the form of a work

notification or work request, is just the beginning of the opening

of the reliability excellence lock. The partnership between the P/S

personnel and the operations personnel is instrumental in main-

taining the close tolerances of that one pin in the lock cylinder.

Lock Pin #2 – Materials ManagementThe next pin that must have a close tolerance with the key cut of

P/S is the materials management pin. The materials management

and work management functions together support a partnership

between the storeroom and P/S functions. The best P/S effort

will be a dismal failure without a close partnership with a well-

developed storeroom and a storeroom efficiency of 95 percent or

better. The P/S will take the approved work notification and turn

it into a verified work order to be planned, scheduled and executed

in a quality manner at a future date and in a controlled fashion

by capable and competent craft personnel. The craft personnel

now have time to complete the quality repair of the equipment,

enabled by the P/S scheduling the pertinent materials to be kitted

and delivered to a convenient place in relation to the work site. A

well-managed and effective storeroom will have the material on

hand or readily available through the purchasing function, in

cooperation with a partnership vendor. The stock item identifiers

will show the equipment the specific parts are utilized on or in the

maximum and minimum, the quantity available and the lead and

delivery time. The P/S will be notified when the job kit is complete

and ready to be scheduled.

A highly functional storeroom requires a close partnership

between the P/S function and the stores personnel. The frequent

communication between these partners includes questions like

these: Is this a new item required for storeroom stocking? Has

there been a change in the ‘fit, form or function’ of a specific piece

of equipment? Will the store’s inventory need to be modified?

Lock Pin #3 – Reliability EngineeringThe next pin in the lock – reliability engineering – is often over-

looked. They are the people that work continuously to improve

reliability of the equipment. In many cases, this requires accu-

rate data returned as history on the work order completed by the

qualified craft personnel. This data includes the “as found” and

“as left” states and any observations that may provide good foren-

sic data for the Reliability Engineer. This helps him to develop an

engineered solution to the lack of expected reliability in specific

equipment included on the “Bad Actor” listing.

Lock Pin #4 – Management of ChangeThe management of change function is another critical pin for

the cut in the planning and scheduling key. If the planned repair

consists of replacement of parts and pieces, then the function

is straightforward. If there is any change in ‘fit, form or func-

tion’-- a change in the materials that compose the replacement

parts, the specific performance specifications, the torque, the

clearances or any other characteristic -- then the P/S must work

with the operations function, the maintenance function, the reli-

ability engineering function and the storeroom. This is to ensure

the newly required spare parts and newly required storeroom

stock inventories are correct. The reliability engineering interface

ensures that the applicable drawings are revised to identify the

current state and to ensure the incorrect materials are not avail-

able to be erroneously installed at some later date.

Lock Pin #5 – Work ManagementThe last pin is the work management function, another cross-

functional group of people that understand the intricacies of

pursuing reliability excellence. This group designs the processes

that directly affect P/S and identifies the touch points within

processes developed by the various functions: materials, manage-

ment, operator care, reliability engineering and management of

change.

Like the key in the lock cylinder, the maintenance planning

and scheduling function is the mechanism that allows several

critical functions to operate smoothly. The planner/scheduler is

a central point of communication and a pivotal point that brings

diverse functions together to support the overall success of the

entire organization.

A planning and scheduling subject matter expert with Life

Cycle Engineering (www.LCE.com), Al Emeneker has over

30 years of experience in the maintenance repair and reli-

ability fields. Al’s expertise includes maintenance planning

and scheduling, construction estimating, scheduling, mate-

rial management, operator care and reliability best practices.

He is also a facilitator with the Life Cycle Institute where

he uses high impact learning techniques to teach courses

including Maintenance Planning and Scheduling. Al can be

reached at [email protected].

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9 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2

Maintenance Planning and Scheduling

http://www.LCE.com

mailto:[email protected]


Planning Adds “Value” Why have maintenance planners, a planning organization and

a planning structure that drives proactive maintenance if it

doesn’t produce noticeable value? The value of well-established

and trained planning organizations should exceed their cost for

the business. More maintenance work is accomplished in less

time using the same resources than if the planning function did

not exist. If the bottom line is not improved by having a planning

function, it is usually the result of poorly defined roles and respon-

sibilities, an absence of understanding of the planning role and

its value, a lack of support from management, insufficient planner

training or having the wrong people in the planning role.

The way work is planned in industry varies widely. In some

organizations it is a process driven by the culture of the facility.

In others, it is a blend of culture and a formal system. In some

companies, it is strictly a process-driven function. Some orga-

nizations do not feel the need to have a planning organization.

Others have tried to implement planning, but have not been suc-

cessful for a variety of reasons and then dissolved the planning

organization.

Some organizations have maintenance planners in place

and functioning within a planning model that is structured and

controlled. In this environment, planners “plan their work and

work their plan”. Their days are consumed with the fundamen-

tals of producing planned “job packages”, and then working with

maintenance and production to schedule the most appropriate

date and time to implement those work packages. The planners

in these organizations “own the backlog”. They keep the backlog

clean through periodic scrubbing to eliminate duplicate work,

work that has been accomplished and not reported as complete

or work that is no longer desired to be done for one reason or

another.

Others have organizational charts that show planners who

are mostly parts expediters for current work activities. These

individuals do not produce “job packages” that improve the effi-

ciency of the crafts because they do not have time. The planner

in this type of organization is reacting to current events instead

of planning for future events, which is a fundamental violation

of the basics of maintenance planning. It is well recognized that

someone needs to perform the expediter role, but it is always

recommended that it not be only the planner. Some organizations

do not have trained back-up planners so a gap caused by vacation

or illness is filled by an untrained and unequipped maintenance

supervisor or one of the craftsmen.

Some organizations have the area maintenance supervisor

perform the role of planner which is acceptable if that mainte-

nance supervisor has been trained as a back-up planner and that

his or her “supervisory” responsibilities are temporarily supple-

mented by a back-up supervisor. More times than not, when this

situation occurs, the supervisor is rarely the one who does the

planning activity. It is often pushed down to the crafts level. The

result is that several individuals—typically the craftsmen—are

performing tasks they were not adequately trained to perform and

are wasting productive time trying to figure how to resource each

job.

Each is identifying the work to be performed, the parts

needed and craft or contractor support requirements. Eliminating

the craftsperson’s time in planning efforts and concentrating that

time on completing planned work is where the intrinsic value of

the planning function is realized. A basic “best practice” of sound

maintenance management is that planners plan, supervisors

supervise and the workers (or craftsmen) work.

There are appropriate circumstances for both the mainte-

nance supervisor and the craftsperson to be engaged in planning

activities. For example, if the maintenance supervisor and crafts-

person should be planning reactive, break-in or emergency work

and this work cannot wait to be processed through the normal

planning cycle. The planner should not be tasked to address this

type of work because it is not in the future, but needs to com-

pleted immediately.

How to Plan WorkThe actual job of planning begins with selecting a job from the

ERP/EAM backlog of work orders, and further validating the work

requested:

• Is the work order/request clear on what is to be done or is

more information needed?

• Is the priority coding for the work order/request correct?

• Is the right asset/equipment properly identified?

If any of these requests are not fulfilled, the planner should

make the correction before proceeding. The Planner also should

examine the equipment maintenance archives for same or similar

jobs and review any previously used job plan if one exists.

The next step is “job scoping and estimating.” Work cannot

be entirely planned from behind a desk. The planner must visit

the job site and further validate the work requested. The planner

evaluates each request independently. Using a locally-developed

“scoping and estimating check sheet” the planner determines if:

• The requested work is what really needs to be accomplished.

• Any pre-work (i.e. fabrication or site prep/scaffolding) can

be accomplished to expedite the repairs and minimize any

equipment or process downtime.

• Does the work impact other equipment or processes? The

planner looks for opportunities to accomplish conjunctive

maintenance to other affected equipment if that is the case.

• Is there some interference needing to be removed to make the

repairs?

• What repair parts are needed to accomplish the work? (Note:

An accurate and complete bill of materials (BOMs) for all

critical equipment is necessary for the planner to efficiently

prepare.)

• What craftspersons, contractors or vendors need to be

involved in the work, and how long should the job take for

each craft, contractor or vendor involved?

• What permits will be required to accomplish the work?

• To continue the “job scoping and estimating” the planner

should also:

• Take pictures and draw any sketches as needed.

• Consult with maintenance craftpersons, maintenance

engineers, operators and anyone else who can contrib-

ute to the job plan. No one can expect any one planner

to know the details for all work needed, but one should

expect that the planner knows who will know the neces-

sary details!

• Map the major steps of the job: shutdown, isolate, remove,

repair, replace, test and restore to service.

• Evaluate any previously used job plans for applicability

in the current situation. If it fits, reuse the job plan. If it

does not fit in its entirety, look for opportunities to lever-

age that reusable information.

Set Up Next comes the detailed “job package” development. The purpose of

the job package is to provide all of the information that the crafts-

person needs to accomplish the job safely and efficiently. Every

job package should consist of enough information and identified

materials to enable maintenance craftpersons to complete the job

without having to spend additional time searching for information,

tools or materials.

A packet should be provided for each job with the following

information to carry out the assigned tasks: copy of all purchase

orders for materials, bill of materials (BOM) list for equipment,

copy of the approved work order, drawings required, job scope/

estimating sheet, list of MRO stores stock parts required, feedback

and applicable history information, special tools required, permits

required (pre-filled, if possible), equipment location, directions or

sketches, safety procedures, special instructions on equipment,

lock-out tag-out procedures, equipment inspection sheets, job pro-

cedures and alignment/calibration date.

The amount of detail that goes into a job plan is largely

dependent upon the qualifications of the maintenance team. If

the team is composed of highly-skilled, knowledgeable individu-

als, then little detail is necessary. However, if the team contains a

mix of skills and equipment knowledge or the facility plans to hire

maintenance novices, then more detailed job plans are desirable.

Well-written maintenance plans are an excellent training tool. This

plan should be considered as the new standard job plan for this

type work activity.

Now that the job plan has been developed, the work order

moves from the planning backlog to the ready-to-schedule back-

log. Coordination between the maintenance planner, production

supervision and the maintenance supervisor is required to select

the most appropriate opportunity to execute the job plan(s). The


planner plays an essential role in bringing together the mutu-

ally agreeable equipment availability and maintenance resource

availability. At this point, the job plan is turned over to the main-

tenance supervisor and the production maintenance coordinator

for implementation.

In SummaryIt is recommended that each facility undertake a critical exami-

nation of its planning organization, identify any shortfalls and

take the steps necessary to realize the intrinsic value that sound

maintenance planning can offer. A facility’s bottom line will be

improved by this effort in the form of improved efficiency, better

use of resources and increased equipment availability and

uptime.

Jim is currently the Vice-President of Business Development

for Performance Consulting Associates with responsibility

for various client engagements, project management, and

sales and marketing support. Jim also assists in conduct-

ing client assessments when needed. Jim has extensive

experience with team-facilitation, problem-solving, statistical

process control, continuous improvement and project man-

agement. He is formally trained in the Deming Continuous

Improvement methodology. Jim has extensive knowledge

in process redesign, organizational redesign, maintenance

“best practices” and CMMS/EAM optimization for mainte-

nance activities. Jim also has a background in MRO stores,

inventory and logistics applications.


A packet should be provided for each job with the list of MRO stores stock parts required to carry out the assigned tasks.


SMRP IN THE NEWS FROM THE EXAM TEAM

Certification: The next step in your maintenance careerBY NICK ROBERTS, CMRP, SMRP CHAIR

I t’s the same story for hundreds of professionals working in the

manufacturing sector:

You’ve sent your resume to prospective employers and heard

nothing about the open position.

Or maybe you did get an interview, but not the job, and you’re

left wondering what happened.

As the chair for the Society for Maintenance and Reliability

Professionals (SMRP), a nonprofit devoted to developing the

careers of those in physical asset manage-

ment, I talk with a lot of employers from

manufacturing companies and they’re

looking to hire the candidate with the best

credentials.

With the current economic situation,

there are plenty of candidates to choose

from, and earning a certification is one

way to stand apart from all the other

candidates. SMRP offers two programs—

the Certified Maintenance and Reliability

Professional and the Certified Mainten-

ance and Reliability Technician—which

test and evaluate the knowledge and skills

of individuals working in the industry.

The CMRP is ANSI-accredited and sub-

stantiates your knowledge according to five

categories: business management, manufacturing process reliabil-

ity, equipment reliability, organization and leadership, and work

management. The CMRP illustrates that you are a well-rounded

candidate with an extensive amount of knowledge and skills.

Similarly, the CMRT tests your knowledge according to four

domains: maintenance practice, preventative and predictive main-

tenance, troubleshooting and analysis and corrective maintenance.

I believe in certifications not because they make you an expert

in everything, but because they prove you have a sound under-

standing of the fundamentals and demonstrate your commitment

to continuously learning and improving.

Obtaining my CMRP certification when I moved into a leader-

ship role in the maintenance and reliability industry helped me in

a variety of ways. It increased my ability to work with the techni-

cians and professionals at my site, because I more thoroughly

understood their roles and capabilities.

With a more complete understanding of organization and

leadership, I was also more equipped to work with and relate to the

experts in our corporate M&R Center of Competency at DuPont.

With the start of the New Year, there are plenty of reasons to

get certified:

1. Both exams keep you abreast of the latest maintenance and

reliability tools and best practices. With five different areas of re-

quired knowledge and skills for the CMRP and four for the CMRT,

preparing for and passing the exam ensures that you have an in-

depth and complete understanding of the industry’s best practices.

2. The certifications set you apart from the crowd. You may be

the most qualified applicant for a position

in the manufacturing facility, but the

hiring agent, recruiter, or human rela-

tions manager looking at your resume may

not notice all your qualifications. I’ve been

told by employers that the CMRP/CMRT

certifications increasingly set applicants

apart and give them an edge over other

applicants.

3. The CMRP/CMRT will help expand

your career. Are you looking for your next

exciting new job opportunity or salary

increase? Obtaining the CMRP/CMRT can

open doors in your career and expand the

number of jobs for which you are qualified.

4. The CMRP/CMRT is a great oppor-

tunity for unemployed veterans. The

manufacturing industry needs skilled workers, and veterans—

especially those who ran maintenance programs on aircraft carriers

or maintained systems on military vehicles-are the perfect can-

didates for these jobs. Earning a certification shows that you are

qualified, and the Department of Veterans Affairs (VA) will reim-

burse the cost of the CMRP test. As an added benefit, SMRP offers the

CMRP exam to all eligible veterans at the discounted rate of $250.

5. The exam process and results will help you develop profes-

sionally. The exam results show applicants where they did not

score well and compare their results to the average scores of other

applicants. The process allows you to see where you can improve.

6. SMRP is excited to help you pass the exam and expand your

career! The society is devoted to helping maintenance and reliabil-

ity professionals, and our staff is ready to assist you.

As part a new partnership with Plant Engineering, SMRP will

have two blog pieces featured on the publication’s website each

month devoted to maintenance and reliability news, developments

and industry trends. If you’re interested in submitting, please contact

Ann Cantrell at [email protected].

SMRP’s certification programs were recently featured in Plant Engineering magazine. SMRP Chair Nick Roberts, CMRP, DuPont, addresses the value and benefits of SMRP certifications.

The exam team has been hard at work improving exam content

as we continue to administer more tests around the world.

Working with our soon-to-be launched electronic exam system, we

will drastically increase our world-wide foot print and the ability

to offer exams in many countries. Soon there will be 300 locations

worldwide to take SMRP exams.

Nigeria is one

country that is work-

ing to increase the

number of CMRPs and

a number of individuals

earned their certifica-

tion this winter after

taking exams at two

venues in the country.

The Shell Corporation

has tested some of their

reliability engineers for

on-shore and off-shore operations. For the on-shore testing date,

16 new CMRPs were certified. The exam venue was planned and

organized by Nexus Alliance, who offers training and support in

reliability efforts in Nigeria and Ghana. Nexus is now a sustaining

sponsor of SMRP and will continue to support our efforts.

Shell and the oil and gas company Chester Mead hosted a

second exam in Lagos, Nigeria in February. At this testing ses-

sion, we administered exams to 16 applicants. The effort of the

Shell Corporation in Nigeria is an excellent example of building

knowledge and skills through SMRP and the certification exam.

All these certificates studied for the exam and worked to improve

their skills in the areas of the Body of Knowledge.

Another area of the world that held their first exam to certify

reliability professionals is Trinidad. The Society for Tribologists

and Lubrication Engineers (STLE) Trinidad/Tobago—a SMRP

sustaining sponsor—hosted the exam venue. At the venue, we

gave 18 CMRP exams and I hope for great success and many more

CMRPs in the future on the island.

As these countries and others look to the future and work to

develop M&R professionals, we have to realize the importance of

being an international organization. The knowledge of the many

professionals involved in SMRP will be a factor and a fuel to drive

the reliability process in many fields of expertise.

New CMRPs in Nigeria, Trinidad & TobagoBY: TERRY HARRIS, CMRP, SMRP EXAM DIRECTOR

Exam venue team at the STLE office in Trinidad.

Shell is working to get their reliability engineers CMRP certified through exams such as the one in Port Harcourt, Nigeria.

“With the current economic

situation, there are plenty

of candidates to choose

from, and earning a

certification is one way

to stand apart from all

the others.”

mailto:acantrell%40smrp.org?subject=


SMRPCO UPDATE BODY OF KNOWLEDGE (BOK) CORNER

Demand Strong for CMRP & CMRT CertificationsBY VLAD BACALU, CMRP, CMRT

SMRP CERTIFYING ORGANIZATION (SMRPCO)

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

tifications continues to grow in our field. Projections indicate

that we will meet or exceed our goals this year for exams taken for

both the Certified Maintenance & Reliability Professional (CMRP)

and Certified Maintenance & Reliability Technician (CMRT). For

CMRP, we have a fighting shot at reaching our “high water mark”

set in 2007-08 right before the start of the Great Recession. More

and more, maintenance and reliability professionals displaying

their certificates, carrying the designations on their business

cards and having their names appear in the online SMRP certi-

fication directory are being recognized as leaders and experts in

our profession.

In January, the SMRPCO Board met in Atlanta for a produc-

tive meeting and cut-score workshop, despite a rare winter storm

that gridlocked the entire city. Among other things, a decision was

made to enhance our reporting for CMRT in order to help assess

skills.

A new feedback form will show the results in a bar graph

format for the tasks associated with each domain. This change

will allow the candidates to identify

the tasks with lower scores and focus

on improving their knowledge within

these tasks. With the CMRT, the task

level feedback will provide the neces-

sary information to evaluate the skills

of the candidate, thereby making the exam a skills-assessment

tool along with being a certification.

In my last article for Solutions, I underscored the importance

of listening to the voice of the customer or the voice of the mem-

bers. In order to achieve this goal, SMRP has recently added a

Feedback link to the SMRP website and the top right of the page.

Once you click on this link, you are able to enter your comments

according to different categories including certifications, mem-

bership, chapters, Shared Interest Groups, Solutions magazine,

Annual Conference and meetings.

We are also excited to welcome Anne Marie DeSimone to the

Certification staff at Headquarters. Her areas of responsibility and

contact information are listed in the “Meet our Staff” section on

page 20.

In conclusion, the initiatives I mentioned in January are either

completed or moving closer to completion. These developments are

very exciting, but also put a lot of demand on our volunteers and

staff.

I would like to thank everyone who contributed and helped

with these initiatives.

And remember that the success of our

certifications depends on its members

and we want to hear your suggestions

and comments.

In recent months, we’ve seen some changes within the Body of

Knowledge committees with members being reassigned to other

job duties or moving on to other work endeavors in their M&R

careers. It just goes to show that M&R is a real and much needed

skill in companies around the world.

Our team is working to compile the M&R Body of Knowledge’s

new Level 3 content for the CMRP including concepts, tools/

techniques and processes to reinforce and enhance user/candi-

date understanding. The Level 3 descriptions are built off of the

key points in Level 2 to establish the Level 3 headers and then to

determine if and where each item fits. The content for each Level 3

header with the following categories may include:

� Concepts

� Tools and/or techniques

� Processes

However, not every Level 3 item

necessarily includes all three

categories. Supplemental material

will include a summary description

when appropriate for each Level 3 sub header and followed by

listings and descriptions of fundamental concepts, tools and tech-

niques and processes that support the subtitle descriptions.

Throughout the development of each Pillar, the Level 3

description team communicates to a team lead that in turn com-

pares notes with the other team leads. Input is gathered through

periodic meetings where committee members share knowledge and

information on the progress of each goal.

As with the CMRP, work is underway to define Level 3 for the

CMRT for each of the four domains.

Body of Knowledge enhancements underway for CMRP and CMRTCertificationsBY: BILL LYONS, CMRP

The SMRP Certifying Organization (SMRPCO) and SMRP strive to score, process, and mail exam results to CMRP and CMRT candidates within a reasonable amount of time — four to five weeks — from when the exam was administered. There are, however, a number of variables that may impact the rate at which these results are received.

For the paper exam sessions held in February 2014, results were mailed from SMRP, on average, 18 days following the exam date.

CMRP & CMRT Paper Exams: Turnaround Time from SMRPCO

CERTIFICATION UPDATE

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MEMBER CORNER

SMRP SIG Learns Value of Applying Asset Management to Capital ProjectsBY VIJAY MOHAN, SIG CHAIR

The Oil, Gas and Petrochemical Shared Interest Group (SIG)

recently sponsored a webinar titled “Reliability and Economic

Analysis: Benefits of RAM and Life Cycle Cost Evaluations during

Design.”

Jacobs Engineering demonstrated the value of applying asset

management (reliability, availability and maintainability) prac-

tices during a capital project. The application of these practices

results in reduced project scope, improved risk mitigation, lower

total installed costs and long-term improvement in operating costs

and productivity. These value adding practices are organized into

defined strategies under the term “Operational Readiness.”

The presentation identified what owners are looking for in

their capital project deliverables and the questions that needed to

be answered such as:

� What will be the overall cost?

� When can I start making money?

� How much product will be created?

Project managers are mostly concerned about cost and schedul-

ing while the value of defining the availability the project will

deliver is only obtained through operational readiness practices

and in particular RAM analysis. The argument for using these

tools is strengthened by rule of thumb that 80 percent of the reli-

ability of a capital project comes from design. Unfortunately, the

design process loses value through lack of modeling, inefficient

configurations, poor specification of equipment, lack of a good

turnover package and other problems.

Companies with emphasis on the life-cycle of their assets are

currently requesting the application of these tools and have work

processes established to support their implementation. Examples

of these operational readiness strategies include maintenance

readiness which includes ensuring that maintenance delivery is

established for asset care plans and the computerized mainte-

nance management system is preloaded with the asset hierarchy,

maintenance tasks and bill of materials prior to startup.

Life-cycle design support ensures that the optimum equipment

configuration and specifications

Management Expert Chester Elton is Keynote for 2014 SMRP Annual Conference

MEMBER CORNER

By P

ractitio

ners for Practitioners

SHARED INTEREST GROUP

Oil, Gas, and Petrochemicals

Be Social with SMRP

The SMRP Annual Conference is a great opportuni-

ty to network with M&R professionals and experts

from around the world, but if you cannot wait until next

October, just visit the Society’s Facebook, LinkedIn and

Twitter pages to stay in touch with thousands of practi-

tioners in your industry.

The SMRP LinkedIn group features discussions on the

latest trends and technology on physical asset management. With

over 12,000 members worldwide, the group is a unique online

resource to help professionals expand

their knowledge and business relations.

Our Facebook page also features

real-time updates on all SMRP happenings

including the latest information on the

SMRP 2014 Annual Conference in Orlando.

Visit www.facebook.com/smrpkco, like our page

and connect with our online community of over 4,000 fans.

2014Annual

Conference ORLANDO,

FloridaOctober 20–23

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The 2014 SMRP Annual Conference in Orlando, Oct. 20-23,

will feature best-selling author and management expert

Chester Elton as its keynote speaker. The author of several suc-

cessful leadership books such as All In, The Carrot Principle, and

The Orange Revolution, Elton provides insight into the best way

to manage employees and create a successful work culture. His

“Engage, Enable and Energize” formula outlines how high-

performance organizations

deliver extraordinary results by

creating a vibrant, productive

culture where people believe that what they do matters and that

they can make a difference. Don’t miss this opportunity to learn

how to develop leaders and increase productivity in your plant!

Spring & Summer Executive Meetings are Set

SMRP Executive Members: Mark your calendars now for the

upcoming Spring and Summer Executive Meetings! In April,

we’ll be heading to the Rockies! Meetings will be held at the headquar-

ters of Newmont Mining and attendees will tour the National Institute

of Standards and Technology, April 22-24. This summer, we are at the

DuPont Washington Works plant in West Virginia, July 29-31.

Executive Meetings are a special opportunity to connect and network with your colleagues outside of the Annual Conference and

get a chance to see first-hand how other companies apply M&R practices to keep their operations running smoothly. Registration for the

Spring Meeting is open. Visit www.smrp.org for more information.

Executive Members are invited to send as many as five employees as a benefit of membership. To learn more about upgrading your

Individual Membership to the Executive level, visit the SMRP website or contact Marella Bivins at [email protected].

Education on Demand: Increase Your M&R Knowledge, Improve Your Career

SMRP is now providing you new opportunities for continuing

education through our new online education portal. The

on-demand educational seminars include 18 hours of sessions

from the 2013 SMRP Annual Conference in Indianapolis. For

conference attendees, the sessions are a great opportunity to re-

visit lessons from the event or check out track sessions you missed

at a discounted price. If you were unable to

attend the conference, just visit education.

smrp.org to purchase sessions on the SMRP Five

Pillars of the Body of Knowledge: business and management,

manufacturing process reliability, equipment reliability, organiza-

tion and leadership and work management.

http://www.facebook.com/smrpkco

mailto:mbivins%40smrp.org?subject=


CHAPTER ROUND-UP CHAPTER ROUND-UP

T he new Greater Cincinnati-Northern

Kentucky Chapter hosted its first meeting

of the year on January 16 at the Miller-Coors

facility in Trenton, OH. The chapter, which

formed just last year, used the event as an

opportunity to plan future meetings, introduce

chapter members and select M&R topics for future discussions. The

group also toured the facility and learned about the maintenance

and reliability practices involved in producing beer.

GREATER CINCINNATI-NORTHERN KENTUCKY CHAPTERNEW GROUP LAUNCHES WITH TOUR OF MILLER-COORS PLANT

• CHAPTER CONTACTS

Bill Schlegel [email protected]

Andy Inman [email protected]

Donald Nice [email protected]

Jeff Stegemiller [email protected]

Chair:

Vice Chair:

Secretary:

Treasurer:

On January 30, the Ontario Chapter

organized a meeting for the member-

ship to provide an opportunity to learn more about

advances in the M&R field. The highlight of the night

was a session led by David Armstrong, reliability practitioner and

user engagement manager at Bentley Systems, about the recently

released ISO 55000 standard. Members and guests were given the

opportunity to learn in-depth knowledge of the new standard and

what the potential effects will be on asset management. Lively dis-

cussion and excellent questions followed the terrific presentation.

A second session was titled “Ask the Expert” and was a new

feature for Chapter members. The spot gives the membership an

opportunity to ask tough questions on topics related to the Five

Pillars of the Body of Knowledge. The topic of failure modes from

extreme weather was of particular interest due to the recent frigid

temperatures throughout Ontario and the surrounding regions.

The session was moderated by Chapter Chair Carlo Odoardi and

was beneficial in connecting members on similar challenges. The

meeting concluded with the traditional draw for a $100 Keg Gift

Certificate that was won by Dave Merko at Agrium!


Carlo Odoardi [email protected]

Mohammed Pasha [email protected]

Craig Mock [email protected]

Liane Harris [email protected]

Chair:

Vice-Chair:

Secretary:

Treasurer:

ONTARIO CHAPTER DIVING IN TO ISO 55000

The Carolinas Chapter held their

first meeting of the new year on

January 31 at the 600 Club of the Uni-

versity of South Carolina’s William Brice

Stadium. The chapter hosted an all-day

panel discussion to consider the challenges

and opportunities in maintenance management

this year. The discussion was a big hit with

attendees and the panel and the venue was excellent.

We would like to thanks Steve Carter with Showa Denko

Carbon, along with SMRP Chair Nick Roberts with Dupont,

Mark Young with Corporate Reliability, SMRP Immediate

Past Chair Shon Isenhour with GPAllied and Bob Williamson with

Strategic Work Systems for serving on the panel and fielding ques-

tions from the members.

The next Carolinas Chapter meeting will be May 2 at the

Timken facility in Gaffney, SC. Check out the chapter page at

www.smrp.org for more information and announcements.

CAROLINAS CHAPTER PANELISTS INCLUDE SMRP OFFICERS

Guest Panel (Left to Right) Steve Carter, Nick Roberts, Bob Williamson, Mark Young, Shon Isenhour

The Houston Chapter is making

preparations for its Maintenance

and Reliability Symposium (MaRS)

August 13-15 in Galveston, Texas. The

event will open with a golf tourna-

ment with proceeds going to a scholar-

ship fund for technicians in two-year

programs in the Gulf Coast area. MaRS

is supported by the Texas Chemical Council (TCC) and the As-

sociated Chemical Industry of Texas (ACIT) for its training value

and providing networking opportunities for the industry’s newest

generation of maintenance and reliability engineers. Additionally,

proceeds from MaRS are used to provide scholarships for engi-

neering students and technicians enrolled in degree programs in

related fields of study.

Chapter Chair Jimmy Jernigan will open proceedings on

Thursday before M&R expert and author Ron Moore delivers a

presentation on maintenance and reliability.

The MaRS 2014 technical program offers timely presenta-

tions addressing topics under one of the Five Pillars of the SMRP

Body of Knowledge: business and management, process reliability,

equipment reliability, work management and organization and

leadership. Additionally this year there will be a track on opera-

tions. Attendees create their own course of study by selecting six

sessions from 18 offered presentations.

HOUSTON CHAPTER PREPARING FOR MaRS IN AUGUST

Chair:

Co-Chair:

Secretary:

Treasurer:

Past Chair:

Program Chair:


Steven Eubanks [email protected]

Jimmy Jernigan [email protected]

Doug Henry [email protected]

Greg Dunn [email protected]

Clay Naiser [email protected]

Ed Foster [email protected]

Chair:

Vice-Chair:

Past Chair:

Treasurer:

Secretary:

Education Director:

Communications

Director:


Bob Call [email protected]

Robert Wiggins [email protected]

Steve Carter [email protected]

Scott Taylor [email protected]

Jeff Beukema [email protected]

Bob Peffen [email protected]

Jeff Merrill [email protected]

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CHAPTER ROUND-UP

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The Northeast Florida Chapter kicked off its first meeting of the

year at the Busch Plant in Jacksonville, Fla. on Friday, February

21. Geoffrey Bidlack and Jim Wilke with NTN Bearing Corporation of

America gave talks on bearing reliability complete with forensic pho-

tos, lubrication tips and guidelines for improving reliability.

Roger Collard, RCM Practitioner with Wyle Labs and SMRPCO

board member, provided some history on the CMRP and CMRT

exams along with suggestions for studying for the exam. There

was considerable interest among several of those in attendance

in getting together with other candidates for study sessions for

the CMRP exam.

In the future, the chapter will host three mini-conferences

per year with educational meetings on the Five Pillars of

Knowledge.


Rick Story [email protected]

Robert Schindler [email protected]

Debbi Gray [email protected]

Doc Palmer [email protected]

Chair:

Vice-Chair:

Secretary/

Treasurer:

Past Chair:

NORTHEAST FLORIDA CHAPTER KICKS OFF NEW YEAR WITH TOUR OF BUSCH

Meet SMRP’s new staff members!

SMRP Headquarters • 1100 Johnson Ferry Rd., Suite 300 • Atlanta, GA 30342 • 1-800-950-7354 • [email protected]

MEMBER CORNER

BODY OF KNOWLEDGE (BOK) CORNER

The Need for Volunteers

The SMRP Maintenance & Reliability Knowledge (M&RK) com-

mittee is embarking on exciting initiatives to continue to add

value to the existing CMRP and CMRT exams. Even though much

work has been accomplished, we have not completed the objective

and we need help to achieve our final goals. The committee plans

to finalize all descriptive levels for the CMRP and CMRT so the

certifications can continue to provide value to our SMRP members

for years to come.

We seek additional team members to help us achieve our goals

and objectives set by the BoK Directorate. The committee is look-

ing for volunteers to actively join one of the committee teams to

help us reach our goal with completing Level 3 descriptions.

If you are interested, please answer the following questions

and contact me at [email protected].

1. Are you interested and able to serve as

a committee chairman or vice-chairman

(which entails additional time commit-

ment and leadership skills)?

2. If so, which committee aligns best

with your expertise and interest?

3. Do you have comments, suggestions or ideas that you would

like to convey that would help the BoK Directorate regain its

footing and succeed in delivering high value to the community?

Requirements for joining a CMRP or CMRT team include

attending tri-weekly conference calls, completing some homework

and attending at least one of the in-person meetings per year.

Members of SMRP committees and volunteers will be required to

sign the SMRP Committee Member Code of Conduct.

Conclusion

In summary, certification brings value to the individual as well as

to the organization. It demonstrates a high level of commitment to

the field of maintenance, increasing the individual’s credibility and

professional reputation and opportunities for

career advancement. Companies gain an in-

creased confidence in their employees’ ability

to maintain assets, an ongoing enhancement

of knowledge and skills of the maintenance

technicians, better safety practices and a

competitive edge over competitors.

continued from page 15

are in place before detailed design starts. The short term costs

outweigh the long term benefits for the owner.

Finally, the presentation provided several examples of the

application of these practices covering pulp and paper, oil and

gas and other industries. These applications provided adequate

returns on investment for the application of operational readiness.

Clients today are increasingly aware of the power of this tool and

are requesting that it be used on their projects.

For more information about the Oil, Gas and Petrochemical

SIG, visit www.smrp.org or contact Anne Marie DeSimone at

[email protected].

continued from page 17

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• Ann Cantrell Communications Specialist

Direct: 678-303-3044 or [email protected]

• Advertising in SMRP’s Solutions magazine • Submitting articles for consideration for Solutions magazine

• Anne Marie DeSimone Staff Associate

Direct: 678-303-2978 or [email protected]

• General questions from exam takers about SMRP certification (CMRP or CMRT) • Questions about SMRP local Chapters or Shared Interest Groups (SIGs)

� Late Spring 2014: Business Management

� Summer 2014: Manufacturing Process Reliability

� Fall 2014: Equipment Reliability

Don’t miss the upcoming 2014 issues of Solutions:

How Condition Monitoring Improves Work and Planning

Scheduling

4

A Viable “Reliable” Opportunity

8

2013 SMRP Annual Conference

Connecting M&R Professionals from Around the U.S. and

the World

10

The magazine by practitioners for practitioners.

Connecting the Best in Maintenance and Reliability

January 2014 | Volume 9, Issue 1www.smrp.org

2013 Annual Conference:

Connecting the Best in Maintenance and Reliability

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Aguilar Ovando

Khalid AL-Ayadhi

Saudi Aramco

Julian Alfonso

Abdullah Alghamdi

Maaden Aluminum

Jon Allen

Babcock & Wilcox

Ahmed AlUmair

Saudi Aramco

Domitilo Alvarez Correa

Godfrey Amoye

Ashish Anand

Asahi Kasei Plastics Singapore Pte Ltd.

Joe Anderson

Schreiber Foods

Deryk Anderson

Amvec

Simon Andrew

BP Upstream

Jhon Alexis

Angarita Donado

Erick Araújo

Diego Mauricio Arango

CCA - MAZDA

Cristian Arciniegas

Policia Nacional

Dwayne Ariola

Commissioning Agents, Inc.

Veronica Ariza

Petroamazonas

Edwin Arroyo


Arslan Aslam

Pakarab Fertilizers Multan Pakistan

Paul Ausbrooks

Umit Aytac

Schlumberger Wireline

Sean Back

Cargill, Inc.

Mark Baker

Mississippi Lime Co.

Valdimar Baloursson

Alcoa Inc.

Cesar Barajas

Wood Group PSN

Pablo Barrera

CIDIM-IPN

Oscar Barrios

Jorge Barros

ARGOS SA

James Bayne

Hershey Chocolate

Hector Bedoya

John Crane

Camilo Andres Bejarano Caicedo

Wood Group PSN

John Benson

Therma Tru

Tommy Bernard

Brown and Caldwell

Dennis Berrios


Henk Beukers

Michael Beyer

Enterprise Vision Builders

Randy Bigler

ABB

Stephane Bilodeau

Bilodeau conseil inc

John Bissell

Critical Information Network

NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS

Marcio Bitencourt

AES

Boris Blancovich

Merck Arecibo

Dustin Bohard

Fluor Corporation

Brian Boldt

Shell

Nicholas Bolla

Ellwood Mill Products

Tom Boonen

BP Chembel nv

Thawatchai Boonmun

IRPC

Jeffrey Borgarding


Kay Bourque

Mosaic

John Britt

Green Mountain Coffee Roasters

Lawrence Brod

Rockwell Automation

Geoff Brown


Gregg Bryan

Southeastern Packaging

Nestor Raul Bueno Castellanos

ECOPETROL S.A.

Ken Buffington

GPAllied

Trent Bullock

Advanced Technology Services

Greg Bunck

Baxter Healthcare

David Buttner


Jaime Cárdenas

Juan Cadena

Muma

Lynn Caillouet

Cargill Corn Milling

Ronald Calvo Muñoz

SKF Latin American Ltda

John Camacho

Confipetrol S.A.

Oscar Julian Camargo Arias

Alexander Cano Argos

Daniel Cantillo Concretos Argos

Roland Rafae Cantillo Escorcia

Consorcio CDE-Concrelec

Wolman Cardenas

Wood Group Colombia

Osmel Rafael Cardenas Peñaranda Sr.

Mark Carey

Imperial Oil

Clint Carignan

Saskatoon Processing Co.

Robert Carpio

Brad Cary

Sealed Air Corporation

Edwin Casadiego

Wood Group PSN

Jhon Castro

Cid Castro Costa

Reliasoft Brasil

Rene Ceron Chacon

EAB

Pascal Ceunen

Nystar Belgium

Henry Chaparro

PNC

Davy Claes

BP Chembel nv

Patrick Clay

AREVA

Carlos Collazos

Promigas

Eric Collier


James Compher

The Timken Company

Wilfrido Contreras Petrotiger

NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS


NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS

Charles Coogan

Acquisition Logistics Engineering

Gareth Coote

Dow Agro Sciences

Edison Cordoba Moreno

Best Process SAS

Steve Courchesne

Air Liquide Canada

Nathan Coy


Alex Cuevas

JACOBS

Gustavo Cunha

Anglo American - IOB

Lisa Curtis

Owens Corning

Suryaprakash D

Praxair, Inc.

Tapan Dalwadi

Cenovus Energy Inc.

Ahmed Danish

SKF Egypt LLC

Joseph De Castro

Weatherford

David Enrique De Castro

King Drummond LTD

Gertjan De Jager

KPMG

Fernando Enrique De la hoz Moreno

Carbones del Cerrejon LLC

Michael DeLuca

SAMI

Nenad Deusic

MCID

Raf Dierckx

Borealis

Richard Downer

MWV

Fredy Alonso Duarte Sanguino

Confipetrol

Billy Duncan

Grifols

Damion Dunne

BP Americas Inc.

Carlos Echevarria

Amgen Ltd.

Edidiong Efiong

Telefonia Ltd

Amanda Egerton

Egerton Consulting Ltd

Hafthor Eiriksson

Alcoa, Inc.

Kevin Elder

Hershey Chocolate

Kerina Epperly


Edwin Espejo

Byron Efrén Espinosa Sánchez

Concretos Argos S.A.

Lewis Ferguson


Erick Fialho

Roger Filannino


Steven Finco


Phillip Fisler

Solvay Specialty Polymers

Joshua Flatla

Fabcon, Inc.

Terrence Fletcher

Mueller Water Products

Javier Florez

Wood Group PSN Colombia S.A.

Socrates Fofano

Abraman

Carlos Hernando

Fonseca Becerra

Oscar Libardo Fonseca Melo

Independente

Kyle Ford

Joseph Forester

Fabcon, Inc.

Sigurnur Freysson

Alcoa, Inc.

Robert Fuzer

Inreco Hungary kft.

James Gaines


Tom Gallagher

XL Americas

Rodrigo Garcia

Confipetrol

Fredy Garcia

AMS Group Ltda

Borgthor Geirsson

Alcoa, Inc.

Luc Gendron

Robert Giacobbe

Accenture

Carlos Alberto Giraldo Duarte

Ecopetrol S.A

Mauricio Giraldo Estrada

Concretos Argos

Dave Glover


Stephen Goethals

GP Strategies

Jon Goetsch

Shell

Moataz Gomaa

Freelancer

Nestor Gonzalez

Leonardo Gonzalez Carrasco

Fuerza Aerea Colombiana

Maria Granados

Benito Guerra Fuentes

Confipetrol

Gunnar Gunnarsson

Alcoa, Inc.

Timothy Hamberg

Baldor Electric

Jason Handlon


Daniel Haney

CACI

Jeffrey Hanoff

Cosmo Specialty Fibers

Hogni Pall Hardarson

Alcoa Inc.

Mark Harmison

Samuel Hayes

Accenture

Michael Healy

TRONOX

Jason Heath

Westar Energy

Michael Heemsbergen

Pioneer Engineering

Bryan Henderson

Gabriel Gustavo Hernandez Herrera

Bavaria Sabmiller

Oscar Mauricio Herrera Ruiz

Ingenio Carmelita S.A.

Jody Hilderman

Mosaic Potash

Elmer Hill

Anthony Hsu


Debbie Hubbard


Keun Hur

National Institute of Health

Rob Hutchinson

Nova Chemicals

Edgar Alberto Ibarra Osorio

LMC & LMV SAP

Juan Alejandro Iturriago Jimenez


Salim Jaffer

Mario Alexander Jaimes Fernández

Confipetrol S.A.

Guillermo A. Jara Garzón

Confipetrol S.A.

Ivan Jaramillo

Terry Jarrett

Koch Industries, Inc.



Glen Jenkins

PPG Aerospace

Reid Jenner


Robert Jenson


Lissa Ji


Cornell John

Monet Johnson


Alvin Johnson

International Paper

Rick Jones


Bobby Kaufman

Fabcon, Inc.

John Keirstead

Potash Corporation of Saskatchewan (Sussex Division)

William Kinard

Prometheus Group

Steve Kirk

Tex-Fin Inc.

Christopher Knight

Constellium

Chuck Kohut

Dreisilker Electrical Motors Inc.

Marcel Kok

Mainnovation Inc.

Nugraha Komar

Indonesia Power

Martin Kopchia

Cosyn Technology

David Kranz

Cargill, Inc.

Andy Kuvent


Amrish Lachman

Alcoa, Inc.

Daniel Lachman

Alcoa, Inc.

Darwing Lafaurie

BHP Billiton

Jim Lake

Domtar, Inc

William Lambrite

Hillshire Brands Company

Dominic Laquerre

Cascades, Inc.

Jared Lathrop

Portland General Electric

Isa Lawhorn

Meggitt Sensing Systems

Sangsu Lee

Kogas

Michael Lett

Grogan Lewis


Michael Lewis

Emerson Process Management

Eric Lewis

Alcoa, Inc.

Allyn Lindholm


Richard Lively

Arkema

Andres Lobo Criado

R2A Consultoria S.A.S.

Charles Loeffelholz


Edwin Londono

BIO D SA

Hendrik Loock

TSB Sugar

Juan Carlos Lopez Rozo

PSE

Joel Lorentz

Spokane Community College

Mead Lotz


Matthew Luimes

Celanese

Milena Luna Rojas

AMS Group

Scott Mackley


Alex Makarewicz

Lockheed Martin

Christopher Martin


Maria Alejandra Martinez Delgado

Ingenieros de Lubricación

Pedro Leonardo Martinez Rivera

Karl Agust Matthiasson

Alcoa, Inc.

Ryan McAdoo

Patterson UTI

Michael McGee

Fluor

Peter McLiverty

Novaspect

Adriana Mejia

Olmer Antonio Mejia Restrepo

Ecopetrol

Liege Melo

Abraman

Sergio Ivan Merchan Mejia

Tecnicontrol

Christopher Mertz

Nextera Energy Resources

Leonard Middleton

Asset management Solutions

Saleh Mohamed

Qatargas OPCO

Will Moore

Great Plains Industries

Alfonso Mora

Consorcio Confipetrol S.A.

Nicolas Morales Garcia

Confipetrol SA

Antonio Javier Morales Iriarte

Confipetrol S.A.

Orlando Morean

Gustavo Moreno

CNRL

George Morgan

Shell

Tyson Morss

Fabcon, Inc.

Joseph Motz

Alcoa, Inc.

Chad Mouton

Shell Exploration & Production Co. Inc.

Carlos Arturo Mujica Benavides

Confipetrol S.A.

Brian Murphy


Patrick Murray


Brett Myers


Tariq Nadeem

Saudi Armco

Dale Novak

CF Industries

Ildemar Nunes

Petrobras

Russell Nyorere

Robert O’Connell

Fabcon Present, LLC

Olukayode Ogunfowora

Esso Exploration & Production Nigeria Limited

Kristjan Olafsso

Alcoa Inc.

Steinar Omarsson

Alcoa, Inc.

Cesar Mauricio Ortiz Ruiz

Confipetrol S.A.

Rodney Osborne

BorgWarner

Andrew Overton

Georgia Pacific

Leonardo Pérez Restrepo

Confipetrol S.A.

Jerry Paciorek


Lisa Page


Kristjan Palsson

Alcoa, Inc.



Irene Pang


Fred Pare

UGL

Anthony Park

Gyrus ACMI, Inc. OSTA

Austin Partee

Fabcon - USA

Ravi Paul


Sajo paul

Tvs Motor Company

Steve Pauly

Goodyear Tire & Rubber Co.

Julian Paz

Clariant

Andres Peña

BioD S.A.

Jose Alexander Peña Becerra

Confipetrol S.A.

Sebastian Pedraza

Panthers Machinery

Jeant Jorge Peinado Gonzalez

Confipetrol S.A.

Paul Pereira

Jose Leonardo Perez

Gino Perkins

Nissan Motor

Neil Perrin


Justin Perry

Huber Engineered Woods, LLC.

Toritseju Pessu

Cenovus Energy

Angie Pettinger

Marian Pietrasik

Cliffs Natural Resources

Luis Felipe Pinzon Alba

Michael Pitts

Lockheed Martin Aeronautics

Benjamin Poku

Rich Products

Alfredo Polo

Tecnicontrol

Sudhendu Prakash

Steve Preston

Schreiber Foods

Jesus Pulido

Newmont Mining Corp.

Carlos Alberto Quintero Mora

Confipetrol S.A.

Marco Quintero Tafur

Mecánicos Asociados S.A.S

Krishan RAJ

Accenture Sdn Bhd

Carlos Ramirez Cortes

Wood Group Colombia

Tom Ranna

ExxonMobil

John Reay

Rio Tinto

Bradley Redman

Hershey Chocolate

Edward Reich


Francisco Rendon

Petrobras

Miguel Reyes

Phillip Reynolds

The Hershey Company

William Rich

Robert Riley

Retired

Wilfredo Rivera

Wood Group PSN

Sallie Roberts


Terry Robinson

Williams - Midstream

Warren Rodgers

Nova Scotia Power

Nairo Julian Rodriguez Ballesteros

Tecnicontrol

Jhon Roman

RMR Reliability & Maintenance Resources

Ilse Ros

Real Dolmen

Aaron Roth


Pedro Rubio

AMS Group

David Ruiz

AMS Group Ltda

Edwin Sanchez

Confipetrol S.A.

Ivan Sabata

Conservas California S.A.

Julian Andres Sabogal Vanegas

Mansarovar

Allan Sam-Epelle

Exterran

Kolawole Sangodoyin

PAM Consulting Limited

Jesús Eduardo Sanz

Cementos Argos S.A.

Andrés David Sarria Gómez

Colceramica Corona

Mauro Sato

Alcoa - CAW Clarendon Alumina Works

Daniel Schaefer

Noltex

Michael Schwan


Bradley Scott

U.S. Air Force

Chad Sedbrook

Carlos Mario Segura Hoyos

John Sexton

BASF

Syed Shah

Qatar Petroleum

Frank Shearman

David Shenberger


Charles Sherburne

Fabcon, Inc.

Ardavan Shirazi Rad

Lloydel Shirley

Alcoa, Inc. - Warrick Operations

Sindri Sigurdsson

Alcoa, Inc.

Asgrimur Sigurdsson

Alcoa, Inc.

Jozef Simoens

Egemin

Robert Simpson


Paul Simpson


Carl Siroky

CHS, Inc.

H.P. Slater


Bill Slonaker

Mobius Institute North America

Robert Smith


James Smith

Brian Smith


Vinicio Solis

Petroamazonas

Michael Sorensen

Scott Stanton

Corden Pharma Colorado

Bryan Stanton

Lockheed Martin Corporation

Jeremy Staton

Babcock & Wilcox

Benedikt Stefansson

Alcoa, Inc.

David Stetler

Bruno Storino


Kraig Strauch

US Bureau of Reclamation

Thomas Strenge

Brunson Instrument Company


NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS NOVEMBER 20, 2013 – FEBRUARY 26, 2014 WELCOME NEW MEMBERS/ CMRPs

Todd Strohschein

Samsung Austin Semiconductor

Ray Stull


Paola Suárez

ACIEM Cundinamarca

Estevan Suarez

Testing & Services

Elkin Jesus Suarez Calvo

Confipetrol S.A.

Jose Daniel Suarez Gonzalez

Consorcio Confipetrol

Isham Sudardjat

Qatar Petroleum

Syed Tabrez

Celanese EVA Performance Polymers

James Taffer

Baldor Electric

Carlos Arturo Tafurt Cardona

Motoplantas Bristol- Enertem

Calvin Talley

Roger Taylor

Ian Teh


Tesfahun Temesgen

Bristol-Myers Squibb

Gary Tenney

CTB, Inc.

Victor Teran Henriquez

Bogota

Paul Terry

Axiall Corporation

Johan Thomas

Kuwait National Petroleum Company

Tony Thompson


William Thorn

Pfizer, Inc.

James Tingey

Polaris Laboratories

Jerry Todd

MSA

Birgir Tomasson

Alcoa, Inc.

Juliano Torres

AES Tietê

Miguel Angel Torres Martinez

Chevron Petroleum Company

Carlos Alberto Torres Meneses

Don Tragethon

Western Precooling

Ava Tran

ARAMARK Facility Services

Bob Trayers

Stryker Medical

Alessandro Trombeta

Jairo Iván Trujillo

Petrotiger

Carlos Trujillo

Confipetrol S.A.

Thomas Tuetken

Horizon Milling - Cargill Inc

Kellie Turner

Seco SYS

Wilder Uchuvo Bohorquez

Paul Udensi

Jefferth Valencia

Pordur Valoimarsson

Alcoa, Inc.

Rao Vamsidhar

Rashtriya Ispat Nigam Limited (RINL)

Arto Van Bauwel

Egemin

Johannes Van Pelt

ABB

Rodrigo Adolfo Vargas Diaz

Emgesa S.A E.S.P

Vimarie Vega


Cristian Vega De Lavalle

Drummond Ltd

Jorge Velez

Reficar

Barry VerMeer

Rockwell Automation

Keith Vey


Jonathan Vick

Nissan Motor Manufacturing

Vikas Vij

Nova Chemicals Corporation

Carlos Alberto Villamizar Sosa


Sergio Villarreal

Wood Group PSN

Sergio Alexander

Vulferthasky Munevar

Glenn Wallace


Nasri Warsame

Brendan Washington

Campbell Soup Company

Gary Weger

Hershey Robinson

Guo Weibing


Mark Westerman


Darrin Whisman

James Whitman

Luanne Witt


Patrick Wooters

INVISTA

Christopher Wozniak


Chris Wozniak


Andres Yep Taboada

BHP Billiton

Hugo Fernando Zambrano

Tecnicontrol

New CMRPs

Saidu Abdullahi Yola

Electricity Distribution Company

Aziz Abro

Mohammed H Al Ismail

Saudi Aramco

Ahmed Al Jelwah

Saudi Aramco

Yahya A Al Khadhrawi

Saudi Aramco

Abdulaziz M Al Qubali

Saudi Aramco

Faisal M Al Rifi

Saudi Aramco

Michael Aldridge

Merck & Company

Julian Alfonso

Walid A Al-Ghamdi

Saudi Aramco

Sami S. Alhuwais

Saudi Aramco

Abdulelah I Al-Saeed

Saudi Aramco

Paul Andrews

Honda Manufacturing of Alabama

Kimberly Andrus

Jhon Alexis

Angarita Donado

Miguel Humberto Angulo Rodriáguez

Skanska Del Peru

Sesugh G Anongo

Shell Petroleum Development Co.

Diego Mauricio Arango

CCA - MAZDA

Khaled Asseiri

Kevin L Atwell

DTZ

Eric Ayres

Elanco (Eli Lilly)

Daniel Alberto Baez Gama

Ecopetrol S.A

Camilo Octavio Baez Ramos

Confipetrol S.A.

Dion Bankston

Oscar Barrios

Jorge Barros

ARGOS SA

Kim Bassuener

Johnsonville Sausage, LLC

Keith Baxley

Honda Manufacturing of Alabama

Hector Bedoya

John Crane


OCTOBER 10, 2013 – JANUARY 31, 2014 NEW CMRPs OCTOBER 10, 2013 – JANUARY 31, 2014 NEW CMRPs

Jay D Behrens

DCP Midstream

Emerson Beltrãn Soler

Confipetrol

Umeet Bhachu

Iroloye D Bob-Manuel

Shell Nigeria

Paul Boettcher

Merck

Steven Brock

Merck

Ed Bryant

Nova Chemicals Inc.

Ted Buczacki

Merck

Nestor Raul Bueno Castellanos

ECOPETROL S.A.

Victor Burgos

Pfizer Pharmaceuticals

Curibe Cabrera

Falcondo

Troy Calfee

General Mills

Ronald Calvo Muãoz

SKF Latin American Ltda

John Camacho

Confipetrol S.A.

Steven C Carden

Southern Company

Osmel Rafael Cardenas Peãranda

Alayn Careaga

Bunge

Clint Carignan

Saskatoon Processing Co.

Edwin Casadiego

Wood Group PSN

Jhon Castro

Donna Cericola

Merck & Co

Pascal Ceunen

Nystar Belgium

Mary Jo Cherney

Nissan North America

Michael Childress

Nissan North America, Inc.

Ricardo Colon

Pfizer Inc

Tabatha Conrow

Edison Cordoba Moreno

Best Process SAS

David Cox

Andrew Cox

Newcrest Mining Ltd.

Daniel Crane

GP

Jonathan O David

Shell Petroleum

James Davis

Emerson Climate Technologies

Geron Davis

United States Steel Corporation

David Enrique De Castro King

Drummond LTD

Fernando Enrique De la hoz Moreno

Carbones del Cerrejon LLC

Deiveegan R Deivasigamani

Saudi Aramco

John DeJong

ADM

Kenneth Delaruelle

Merck

Raf Dierckx

Borealis

Kyle Diffenderfer

Bob Dontonville

Merck

Shittu A Dosunmu

Shell Nigeria

Fredy Alonso Duarte Sanguino

Confipetrol

Andrei Dynnik

Covidien

Brian Edmonds

Blake Elderkin

Agrium

Sydney I Enadeghe

SPDC Nigeria LTD.

Leonardo Escudero Avalos

Minera Yancocha SRL

Paul Fedyna

Merck

Steve Ferguson

Merck

Cesar Augusto Figueroa Suarez

Tecnicontrol S.A.

Brady Fischer

Pfizer

Clinton B Fite

Cargill

James Fleetwood

Occidental of Elk Hills

Pedro Luis Flette Eastsan

Javier Florez

Wood Group PSN Colombia S.A.

John W Fortin

CH2M Hill

Darrin Francom

Central Arizona Project

Sigurnu Freysson

Alcoa Inc.

Joseph Lee Friend

Verallia

Harry Gabrielson

Hormel Foods

Fredy Garcia

AMS Group Ltda

Rodrigo Garcia

Confipetrol

William Chuck Gaskins

Pinnacle Foods

Eduardo Geney

GTE

Curtis Ryan Germany

A W Chesterton

Chris Ginn

Hersheys

Carlos Alberto Giraldo Duarte

Ecopetrol S.A

Christopher Golie

Nestor Gonzalez

Maria Granados

Scott Grezeszak

Merck

Hogni Pall Hardarson

Alcoa Inc.

Adam S Harffey

Rio Tinto

Todd Helmintoller

Gabriel Gustavo Hernandez Herrera

Bavaria Sabmiller

David Hess

Faisal M Hijazi

Saudi Aramco

Kevin Houstman

Rio Tinto

Micheal Huesemann

Johnsonville Sausage

William Hughes

Robert Bosch LLC

Blake Hunter

Novelis

Peter C Idoko

Shell Nigeria

Kenneth Igboanugo

Nexus Alliance Ltd

Victor Adolfo Infante UC

PEMEX Exploracion y Produccion

Juan Alejandro Iturriago Jimenez


Chukwunweike Emmanuel Izuogu

Shell Nigeria

Mario Alexander Jaimes Fernãndez

Confipetrol S.A.

Guillermo A. Jara Garzãn

Confipetrol S.A.

Reid Jenner


Joe Johnson

Emerson Process Management

Faruq Khalifa

Saudi Aramco

Jeong Kim

Scott Kimpton

Enmax Energy Corporation

Benson J Kokovworho

Shell Nigeria

Rajeeva Kumar

Abu Dhabi Gas Industries Limited (GASCO)

Roberto Lagos

Solari GMC Global

Douglas Lee

Pfizer

Eric Lemongello

Infineum USA

Guy Leppin

Cascade Steel Rolling Mills

Jasper Lipsch

Mainnovation Inc.

James Anthony Lombardo

Elanco

Edwin Londono

BIO D SA

Francheska Lopez

Pfizer

Chris Lyons

Magnetation

Rob Macdonald

Hollingsworth and Vose

Jesse Maier

Rochwell Automation

Vinay Maithani

Vale Oman Pelletizing Co.

Ben Mansi

Vesta Partners, LLC

Donald Marsh

GenOn

Maria Alejandra Martinez Delgado

Ingenieros de Lubricaciãn

Pedro Leonardo Martinez

Rivera

Javier Mascheroni

YPF

Toby Masterman

Harley-Davidson Motor Company

Karl Agust Matthiasson

Alcoa Inc.

Keith McDonough

Merck

Michael McGowan

Merck

David Medina

Rio Tinto Iron Ore

Nayrih Margarita Medina Calleja

PMM Institute for Learning

Mefredi Mefredi

Pertamina Hulu Energi Onwj

Adriana Mejia

Olmer Antonio Mejia Restrepo

Ecopetrol

Leonard Middleton

Asset Management Solutions

Wayland T. Moen

Georgia Pacific

Todd Moody

Merck

Mike Moore

Transocean

Nicolas Morales

Garcia Confipetrol SA

Randall S. Mudd

General Mills

Riley Murray

Hollister Incorporated

Mario Nião

Confipetrol

Christian D Nolden

ElectraNet

Chris O’Donnell

Merck

Kebin Ofori

Zimarcus Energy Services

Abiodun J Ogundipe

Shell Pet. Dev. Coy

Timothy O’Hara

Novelis


OCTOBER 10, 2013 – JANUARY 31, 2014 NEW CMRPs OCTOBER 10, 2013 – JANUARY 31, 2014 NEW CMRPs/CMRTs

Casmir E Ojobor

Shell Nigeria

John (Sean) O’Keefe

Merck

Stella M.E. Okoye

Shell Nigeria

Audrey O’Reilly

Merck

Cesar Mauricio Ortiz Ruiz

Confipetrol S.A.

Rodney Osborne

BorgWarner

Manuel Antonio Otero

Alza Independiente

Andrew Overton

Georgia Pacific

Javier Alejandro Palma

Tolvett

Vikas Pandey

Sohar Aluminium

Patrick Iain Parker

Rockwell Automation

Andres Peã±a

BioD S.A.

Jose Alexander Peã±a Becerra

Confipetrol S.A.

Sebastian Pedraza

Panthers Machinery

Jose Leonardo Perez

Anthony Pesce

Mondelez Global LLC

Terrance Piekarz


Luis Felipe Pinzon

ALBA

Joseph D. Pollhein

Celerant Consulting

Ritchie O’Pragale

Saudi Aramco

Franklin Queen

First Quality

Carlos Alberto Quintero

Mora Confipetrol S.A.

Marco Quintero

Tafur Mecãnicos Asociados S.A.S

Anthony J Ragen

Cargill

Carmen Ratchford

Merck & Co.

Aaron Raudabaugh

Merck and Co., Inc.

Nathan M Rausch

Cargill

Richard Reeves

Schreiber Foods INC

John Reeves

Philip Rettinger


Miguel Reyes

Wilfredo Rivera

Wood Group PSN

Wilfredo Rivero

Meridium

Edward Robinson

Weg Electric Corp

Andy Rodes

SEMEQ, Inc.

Jhon Roman

RMR Reliability & Maintenance Resources

John L. Ross Jr.

Marshall Institute

Rodrigo Rotondo

Pedro Rubio

AMS Group

Jose Daniel Ruiz Pinzon Petrotiger

Jerry Rust

Ash Grove Cement Company

Edwin Sanchez

Confipetrol

Allan I Sam-Epelle

Exterran

Silvio Santos

SEMEQ, Inc.

Anthony Santosuosso

A.W. Chesterton

Jesãs Eduardo Sanz

Cementos Argos S.A.

Peter Schumacher

Dura-Bar

Wayne Scott

NNA-C

Don Sedrovic

Imperial Oil Limited

Robert Seward

Nissan

Essa F Shamrani

Saudi Aramco

Robert Sharkey

Luis Hernan Silva

Vasquez Pluspetrol Norte S.A.

Pedro Silvera

Jozef Simoens

Egemin

Sarbesh Singh

Kevin Skeele

Bristol-Myers Squibb Company

Kimberly Smith

Bob Smith

Basic American Foods

Atul K Srivastava

Saudi Aramco

David Sterrett

Cargill

Jonathon Strachan

Jose Daniel Suarez

Gonzalez Consorcio Confipetrol

Naveen Subbaiah

Equate Petrochemical Co.

Shitiz Sud

Sadara Chemicals Company

Donald John Terway

ENMAX

Gerald Thompson

AO Smith

Orlando Thowinson

Drummond Limited

Onengiyeofori S Toby

Shell Nigeria

Miguel Angel Torres Martinez

Chevron Petroleum Company

Gregory Trahan

Jason Tranter

Mobius Institute

Robert E Travers

Jacobs Technology

Jairo Ivãn

Trujillo Petrotiger

Wilder Uchuvo

Bohorquez

Dale Uitto

Covidien

Jorge Alfonso Valderrama Espinosa

PEMEX Exploracion y Produccion

Jefferth Valencia

Virgilio Valentin

Pfizer

Jonathan P Van Derzee

Merck

Cristian Vega De Lavalle

Drummond Ltd

Pablo Andres Velasquez

Urbina Repsol

JORGE VELEZ

REFICAR

Rahul Verma

SAMI Corp

Leonardo Villalba

Carlos Alberto Villamizar Sosa


Sergio Villarreal

Wood Group PSN

Charles von Bargen

Sun Coke Energy

Joe Walter

Boehringer Ingelheim Roxane Lab

Iboh A Walters

Shell Pet. Dev. Company of NIG LTD

Rick Wanner

Agrium

Benjamin Warner

SunCoke Energy

Chad Williams

Schreiber Foods, Inc.

Michael L Willis

Allied Reliability

Dale Brian Wilson

Qualitest Pharmaceuticals

John Wilson

Merck

Timothy Wines

Day & Zimmermann

Lonnie Wurst

Tairu M Yisa

Shell Nigeria

Gustav Yulius

CNOOC SES Ltd.

Hugo Fernando Zambrano

Tecnicontrol

New CMRTs

Steven S Baldridge


Carl Blake

Luminant

Paul Brewer

Wells Enterprises

Matthew Brienzo

Wells Enterprises

Bryan Campbell


Justin R Cox

Alcoa

Gary Delashmutt

Wells Enterprises

Phillip B Gaddis

Alcoa Warrick PP

Anthony Gates

Birmingham Water Works

Steve Harder

Philip Hart


Randy Hash

Evonik Corporation

Todd Heitritter

Matthew Larson

Larry Leaverton

Wells Enterprises

Ray E Leblanc

Jacobs/jt-ssc

Cory MaComb

Wells Enterprises

Jonathan Malloy

Birmingham Water Works

Dave Meylor

Wells Enterprises

William L Miller

Alcoa AGC

Mike Mindham

Cloud Peak Energy

John Naugle


L J Plaisance

Loop, LLC

Ronald J Ralston


Michael Sailer

Wells Enterprises

Bruce Schoer

Wells Enterprises

Evan T Smith

Idaho State University

Pablo Solano

Wells Enterprises

Kevin Stone

Luminant

Steve Sunt

Wells Enterprises

Jeffrey S Yeckering

Alcoa

36 SMRP SOLUTIONS 37 SMRP SOLUTIONSApril 2014 | Volume 9, Issue 2April 2014 | Volume 9, Issue 236 SMRP SOLUTIONS December 2013 | Volume 8, Issue 5

The SMRP Certifying Organization (SMRPCO) developed a program of benefits for companies or organizations wishing to provide

support to the mission of SMRPCO. For an annual contribution of $1,000, sponsors receive discounts on exams, recertification fees,

and much more!

ADVANCED TECHNOLOGY SERVICES, INC.

AEDC/ATA

AGRIUM

AIR LIQUIDE LARGE INDUSTRIES

ALCOA, INC.

ALLIED RELIABILITY, INC.

ARCELORMITTAL FLAT CARBON AMERICA

ARMS RELIABILITY

ASCEND PERFORMANCE MATERIALS

BARRICK GOLD CORP.

BP - GULF OF MEXICO

BUNGE

CACI, INC

CARGILL, INC.

CBRE

CHOBANI, INC.

COMMISSIONING AGENTS, INC.

CORNERSTONE CHEMICAL COMPANY

DELTA AIR LINES

DES-CASE

DIAGEO

DUPONT

ELI LILLY & COMPANY

EMERSON PROCESS MANAGEMENT

FLUOR CORPORATION

GALLATIN STEEL CO.

GREENWOOD, INC.

HOLCIM US, INC.

HONDA OF AMERICA MANUFACTURING, INC.

HORMEL FOODS

ILUKA RESOURCES INC.

INSTITUTO PERUANO DE MANTENIMIENTO SAC

JACOBS

JACOBS/MAF

JESCO MAINTENANCE CORPORATION

KAISER ALUMINUM

KCF TECHNOLOGIES

KRAFT FOODS

LIFE CYCLE ENGINEERING

LOUIS DREYFUS COMMODITIES

LUMINANT POWER

MAINNOVATION INC.

MANAGEMENT RESOURCES GROUP, INC.

MEAD JOHNSON NUTRITION

MERCK & CO., INC.

MERIDIUM, INC.

MONDELEZ GLOBAL LLC

MOSAIC

NEXEN INC.

NEXUS ALLIANCE, LTD

NISSAN NORTH AMERICA

NOBLE DRILLING SERVICES, INC.

NOVELIS, INC.

OWENS CORNING

PEPSICO AMERICAS BEVERAGES

PFIZER, INC.

PRO SERVICES, INC.

PROCESS SOLUTIONS GROUP

SABIC INNOVATIVE PLASTICS

SEMEQ, INC.

STRATEGIC ASSET MANAGEMENT, INC.

(SAMI)

T.A. COOK CONSULTANTS INC.

THE DOW CHEMICAL COMPANY

TURNER INDUSTRIES

UE SYSTEMS

UGL SERVICES

URS CORPORATION

WELLS ENTERPRISES INC.

WYLE LABORATORIES

To register for an exam, please go to:

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

EXAM CALENDAR, SMRPCO SUSTAINING SPONSORS

www.smrp.org/annualconference

2014Annual

Conference ORLANDO,


We’re gearing upWe’re gearing up

Orlando

for next year’s conference in Orlando, Fla., October 20–23 and we’re excited to bring you even more opportunities to develop your career and improve your company or manufacturing facility!

Mark your calendars and stay tuned for more information!

http://www.smrp.org/cmrp

http://www.smrp.org/cmrt

http://www.smrp.org/annualconference

38 SMRP SOLUTIONS April 2014 | Volume 9, Issue 2

Society for Maintenance & Reliability Professionals1100 Johnson Ferry Road, Suite 300Atlanta, GA 30342 USA www.smrp.org

Dan Anderson

Chair, Communications Committee

Life Cycle Engineering

[email protected]

843-414-4866

Ann Cantrell

Communications Specialist

678-303-3044

[email protected]

Jon Krueger

Executive Director

678-303-3045

[email protected]

Solutions Editorial Department

Spring Executive MeetingApril 22-24, 2014

Denver, CO

Summer Executive MeetingJuly 29-31, 2014

Washington, WV

2014 SMRP Annual ConferenceOctober 20–23, 2014

Lake Buena Vista Resort

Orlando, Fla.


Cincinnati, Ohio


Jacksonville, Fla.

EVENT CALENDAR WWW.SMRP.ORG

2014Annual

Conference ORLANDO,


http://www.smrp.org

mailto:danderson%40lce.com?subject=


mailto:jkrueger%40smrp.org?subject=

http://www.smrp.org

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