Case Study: Transforming Mobile Equipment Asset Management with ZoneMaintenance

In the fast-paced world of mining, efficiency and reliability of equipment are paramount. In less than six months, one of our mining clients' mobile equipment asset management departments, within a developing country, witnessed a remarkable transformation through the application of ZoneMaintenance. This case study delves into the challenges they faced, the solutions provided by ZoneMaintenance, and the extraordinary results achieved, with a special focus on how transparency drove accountability, which in turn increased asset reliability and fundamentally changed team culture.

Understanding ZoneMaintenance

ZoneMaintenance is an innovative approach designed to streamline and enhance maintenance processes. It emphasizes dividing maintenance activities into distinct zones on the machine, each managed with clear accountability and transparency. This system not only simplifies the management of maintenance tasks but also ensures that every team member knows their role and responsibilities on the job as well as the status of each service work order from the Supervisors desk.

For a comprehensive understanding of ZoneMaintenance, visit Equipment Management's ZoneMaintenance.

Initial Challenges

Before the implementation of ZoneMaintenance, our client's mobile equipment asset management department faced several challenges:

1. Lack of Accountability: Maintenance tasks were often neglected or poorly executed due to unclear responsibilities.

2. Poor Communication: There was a significant communication gap between different teams, leading to inefficiencies and errors.

3. Inconsistent Maintenance Practices: Without standardized procedures, maintenance practices varied widely, impacting equipment reliability.

4. Low Morale and Engagement: The lack of a cohesive approach, poor action to change incorrect content and clear goals and structure resulted in low team morale and engagement towards change.

Implementing ZoneMaintenance

The introduction of ZoneMaintenance aimed to address these issues by fostering a culture of transparency and accountability. Site had also initiated improvement measures over the years and with the introduction of ZoneMaintenance, this placed them in a good position to quickly overcome their initial challenges.

The implementation process involved several key steps:

1. Defining Zones and Responsibilities

The first step was to divide the maintenance tasks into distinct roles and zones. Each zone was designed for each specific machine model and assigned a dedicated team member responsible for all activities within their areas. This clear delineation of responsibilities ensured that every team member knew their exact role and the importance of their tasks when to perform, how to and presented all the information required to doing it safely, effectively and efficiently.

2. Establishing Transparent Processes

ZoneMaintenance introduced transparent processes for tracking maintenance activities. Detailed logs were maintained for each task, along with reported defects detailing the condition of the asset and service progress was monitored in near real-time. This transparency allowed for immediate identification of any delays or issues, enabling prompt corrective actions by the supervisors. Decisions made along the process is seen in the content and the registration of repair work orders to address the risk rated defects before returning the asset to work.

3. Training and Development

Comprehensive training sessions were conducted to familiarize the team with the new processes and tools. This training not only equipped them with the necessary skills but also emphasized the importance of feedback, accountability and teamwork.

4. Leveraging Technology

Advanced technological tools and features integrated within the ZoneMaintenance system enables and enhanced efficiency. These tools provided near real-time data on equipment status, maintenance schedules, and performance metrics, facilitating informed decision-making and proactive maintenance.

Achieving Accountability and Reliability

The core premise of ZoneMaintenance is that transparency drives accountability, which in turn increases asset reliability. Let's explore how this premise played out in our client's case.

Transparency and Accountability

With the implementation of ZoneMaintenance, transparency became the norm. Every team member had access to near real-time data on maintenance activities and equipment status and condition. This transparency fostered a sense of accountability as team members could see the direct impact of their actions on overall performance.

The Superintendent of the PM Bay highlighted this transformation, stating, "The culture changed to 'this is how we do maintenance now. While the move from paper to digital data collection and management was a positive and much needed change, the process still needs to be driven by our team discipline and accepting ownership for us to maintain sustainable success. "

Increased Asset Reliability

The increased accountability, in conjunction with in-house KPI monitoring and optimisation strategies combined, directly translated to improved asset reliability. Maintenance tasks were executed more efficiently and effectively, reducing downtime and extending the performance of equipment. The standardization of maintenance practices, enhanced data review and management capability and improved processes ensured consistency along with more effective decision making, further enhancing asset reliability.

Cultural Transformation

One of the most significant impacts of ZoneMaintenance was the cultural shift within the team. The transparency and accountability fostered a sense of pride and ownership among team members. They were no longer just performing tasks; they were contributing to the success of the entire operation. There was a new standard, and this is the standard we need to follow.

Continuous Improvement

ZoneMaintenance also instilled a culture of continuous improvement. Regular reviews and feedback requests via the software were conducted to identify areas for further enhancement of the process and of the content. This proactive approach ensured that the maintenance processes remained dynamic and adaptable to changing needs.

Additional Value Brought to the Team

Building on the success of ZoneMaintenance, additional value was brought to the team through several initiatives:

Enhanced Communication

The implementation of standardized communication protocols ensured that all team members were on the same page. Regular meetings around planning and fleet performance and updates facilitated seamless information flow and coordination also increased accountability between sections within the maintenance department.

Empowerment and Engagement

Team members were empowered to take ownership of their assets and make decisions from the data collected and presented within their areas of responsibility. This empowerment boosted their confidence and engagement, leading to higher productivity and job satisfaction.

Learning and Development

Ongoing training and development opportunities were provided to enhance the skills and knowledge of the team. This investment in their growth not only improved their performance but also demonstrated the company's commitment to their professional development.

For more insights into the additional value brought to the team, you can review a previous blog on Accountability Improves Reliability.

OEM Technical Support Feedback

An additional perspective on the impact of ZoneMaintenance came from the OEM Technical Support Personnel. They observed that the team gained control of the fleet quickly, resulting in a noticeable improvement in fleet performance. This swift control was attributed to the structured approach of ZoneMaintenance, which allowed for a more organized and effective management of the equipment.

The OEM Technical Support Personnel noted, "We saw the team gain control of the fleet quickly. There was a distinct shift in fleet performance because they gained this control and there was a clear improvement after ZoneMaintenance was introduced."

Higher Level of PM Servicing

With the newfound control and cultural change within the maintenance operation, the team was able to initiate a higher level of PM (Preventive Maintenance) servicing. They began a trial to perform 80-90% of the pre-service inspection tasks during the truck refuelling process. This innovative approach eliminated further downtime by utilizing the opportune time during refuelling.

ZoneMaintenance gave them the confidence, support and the system to manage this work over a 6-day period during each refuelling cycle. This proactive strategy not only minimized downtime but also ensured that the equipment was in optimal condition at all times.

Results Achieved

The results achieved within just six months of implementing ZoneMaintenance were nothing short of remarkable:

1. Significant Reduction in Downtime

The enhanced efficiency and effectiveness of maintenance activities led to a significant reduction in equipment downtime. This increase in uptime translated to higher productivity and profitability. An appreciation from Production/Operations was also shared to the Maintenance team.

2. Improved Equipment Performance

The standardized and proactive maintenance practices improved the overall performance, defect identification and reliability of the equipment. This improvement not only extended the performance of the assets but also reduced maintenance costs.

3. Enhanced Team Morale and Engagement

The cultural transformation brought about by ZoneMaintenance significantly boosted team morale and engagement. The sense of ownership and pride among team members led to higher job satisfaction.

4. Sustainable Improvement

The continuous improvement culture ensured that the gains achieved were sustainable. Regular reviews and feedback sessions allowed for ongoing refinement and adaptation of the maintenance processes.

Conclusion

The case of our mining client's mobile equipment asset management department serves as a powerful example of the transformative impact of ZoneMaintenance. By fostering transparency and accountability, the team not only achieved remarkable improvements in asset reliability but also experienced a cultural shift that elevated their performance and engagement.

ZoneMaintenance proved to be more than just a maintenance strategy; it became a catalyst for positive change, driving continuous improvement and long-term success. As the Superintendent of the PM Bay aptly put it, "Everyone was making a difference because of what ZoneMaintenance applied to the business." This case study underscores the profound benefits of embracing transparency and accountability in driving operational excellence and achieving outstanding results.

The feedback from OEM Technical Support Personnel further highlights the rapid control and performance improvements achieved through ZoneMaintenance. This endorsement reinforces the value of structured and transparent maintenance practices in transforming fleet management.

Furthermore, the ability to initiate a higher level of PM servicing during truck refuelling showcases the innovative potential unlocked by ZoneMaintenance. By performing 80-90% of pre-service inspection tasks during this opportune time, the team was able to eliminate further downtime, ensuring optimal equipment performance and reliability.

This detailed exploration of the transformation achieved by our client's mobile equipment department highlights the tangible benefits of implementing ZoneMaintenance. By emphasizing the crucial role of transparency and accountability, this case study serves as a testament to the power of structured and innovative maintenance practices in driving operational success.

What value do you place on a change to the culture within your department when accountability is achieved through a repeatable transparent system?

For more information about ZoneMaintenance and how it can transform your maintenance processes, visit Equipment Management's ZoneMaintenance.

Author: R.Harland Managing Director Equipment Management International P/L

Harnessing Digital Audits: A Companies Guide to Reducing Insurance Risks and Premiums

Paper based audits/inspections

In today's ever-evolving business landscape, companies are increasingly recognizing the importance of compliance and assurance principles in maintaining a strong partnership with their insurance providers and key stakeholders. Traditionally, audits and inspections have been resource-intensive, manual processes. However, the adoption of digital solutions presents an opportunity for companies not only to streamline their operations but also to potentially reduce insurance risks and premiums.

Understanding the Digital Advantage for Companies:

Before delving into the potential benefits of digital audits, let's revisit the significance of compliance and assurance in the context of insurance and how companies can leverage these principles to their advantage.

Compliance: Companies must adhere to rules, regulations, and standards to mitigate risks and uphold ethical standards. Non-compliance can result in legal consequences, fines, and a strained relationship with insurers.

Assurance: Companies need to instil confidence in insurers that their operations are transparent, effective, and aligned with industry objectives. Assurance activities, such as audits, play a crucial role in achieving this.

Challenges of Traditional Audits and Inspections for Companies:

Traditional audit and inspection methods pose challenges for companies, including:

Resource-Intensive Processes:

Manual, paper based data collection and analysis methods are time-consuming diverting resources from core business activities.

High Operational Costs:

On-site inspections can be costly due to the inefficiency, impacting the overall operational budget.

Infrequent Assessments:

Traditional audits may be infrequent or easily postponed, potentially missing real-time issues that could affect compliance.

Navigating Towards Digital Solutions:

Companies can empower themselves by embracing digital solutions for audits and inspections, reaping benefits that extend beyond compliance:

Real-Time Compliance Monitoring:

Digital tools enable companies to monitor compliance metrics in real-time, identifying and addressing issues promptly.

 Enhanced Data Accuracy:

Digital based data collection methods reduces the risk of errors, ensuring precise information for assessments.

Cost-Efficient Operations:

Digital audits streamline processes, reducing operational costs associated with on-site visits and manual data entry.

Increased Levels of Accountability:

Data collected can be date/time stamped against the individual performing/managing the audit, driving a culture of responsibility and accountability across all areas of the organisation involved with the process.

Frequent Assessments:

Digital tools allow for more frequent audits, providing an up-to-date view of the organization's compliance status.

Building a Case for Premium Reduction:

Armed with the benefits of digital audits, companies can take proactive steps to communicate effectively with their insurance providers:

Transparent Communication:

Share the implementation of digital audit solutions with your insurance company and key stakeholders, emphasizing transparency in risk management processes.

Highlight Proactive Risk Mitigation:

Showcase how early identification and resolution of compliance issues through digital tools contribute to proactive risk mitigation.

Demonstrate Cost Savings:

Illustrate the cost-efficiency achieved through streamlined operations, making a case for potential premium reductions.

Express Interest in Tailored Premiums:

Open a dialogue with your insurance provider about the possibility of adjusting premiums based on the organization's commitment to effective risk management through digital solutions.

Conclusion:

Companies can play an active role in shaping their risk management strategies by embracing digital audits. By effectively communicating these initiatives to insurance providers, companies not only enhance transparency but also create an opportunity for mutual benefit through potentially reduced insurance premiums. The future of risk management is digital, and companies who lead this transformation stand to gain not just in terms of compliance but also in fostering stronger, cost-effective relationships with their insurance partners.

Equipment Management International specialise in software applications designed specifically to perform efficient, effective in the field data collection, job management and analytics, digitally.

• Safety Compliance Auditing and Inspections - SafetyStatus

• Environmental Compliance Auditing and Inspections - EnviroStatus

• Maintenance Compliance Servicing and Inspections - RouteMaintenance and ZoneMaintenance

• Security Compliance Auditing and Inspections - SecurityStatus

Author: R.Harland Managing Director Equipment Management International P/L

Accountability Improves Reliability.

ZoneMaintenance Software

Six months ago, we introduced our ZoneMaintenance software to a new client in Central America. Our first project focused on their production haul truck, grader, and dozer fleet, and involved changing their PM service process and methods. We also implemented the ZoneMaintenance software, which they quickly adopted, achieving positive results early on in the implementation process. Now, six months later, they are self-sufficient and improving every day. Our next project with them involves applying the same principles to their shovel and drill fleet.

During a recent conversation with our Project Coordinator, I asked him about the most effective improvement he had seen since the implementation. To my surprise, he said "accountability," followed by "reliability", asset reliability. While we knew that accountability was one of the values that our software provides, we did not expect it to be the primary factor in achieving reliability. This realization made us understand that without accountability, achieving reliability is impossible.

Our ZoneMaintenance software has several areas where accountability is a focus, and different groups achieve collective results without realizing the value they provide. The first element of accountability is role assignment, which is integral to the methods we apply. We have assigned roles with clearly defined areas of focus and responsibilities. Each member of the PM service team assigned to a particular machine has a detailed list of tasks set in a specific order, along with strategic questions to ensure that the task is being achieved, and the condition of the asset's components is captured during the service process. This is the first point of accountability, and the data captured during this process is presented in near-real-time to the Supervisor's desktop application.

The Supervisor can see who is doing what, where they are, and what tasks they have completed, along with a clearly defined report of what they have found. Defects that have been reported have images attached, risk rated, and details of what they see, smell, hear or touch. Additionally, the condition of the component is captured via a condition rating or a value that is compared to the specification. If it is outside the min/max value, then a defect is logged. The system functions for them from within, and shares this information across the software platform for anyone with access to see.

The Supervisor can open up the defect to understand more about what the person has reported, and based on internal policies of managing a risk-rated defect, can take or not take action. For instance, a high-rated defect must be rectified before the machine returns to work. If not, the Supervisor must have a very good reason for the machine to return to work with the defect still unrectified. This simple rule puts an element of accountability on the Supervisor to ensure that the defect is rectified or is going to have to explain to the Superintendent why the machine returned to work without it fixed.

This is the next level of accountability that touches the second line of the decision-making personnel. Before making any decisions, they can look at the defect and talk to the person who reported it. The Supervisor knows that the Superintendent can see this data and what decisions have been made at any point in time. If the asset that's returned to work breaks down after the service, questions are asked about what was done during the service, whether a defect was identified, whether the defect was rectified, whether the breakdown was a result of any choices made through the service process, and who made the decision. Management is also aware that they have a tool and a process to evaluate the situation quickly and get on top of understanding what went wrong, should a breakdown occur as a result of a decision made during the service process.

The morning meetings now focus on why breakdowns occurred and what can be done to prevent them from happening again. Everyone in the room knows that the information is within ZoneMaintenance and easily accessible for all to see.

I then asked Chat GTP-4 – Does accountability improve asset reliability and if so how?

Yes, accountability can improve asset reliability in several ways. When employees are held accountable for the maintenance and care of assets, they are more likely to take their responsibilities seriously and perform their duties to the best of their abilities. Here are a few ways that accountability can improve asset reliability:

Regular Maintenance: When employees are held accountable for asset maintenance, they are more likely to perform regular inspections and maintenance activities, such as lubrication, cleaning, and calibration. This regular upkeep can help identify and address potential issues before they become major problems.

Timely Repairs: If employees are held accountable for asset repairs, they are more likely to prioritize repairs and perform them in a timely manner. This can prevent minor issues from turning into major breakdowns that require more extensive repairs and downtime.

 Proper Use: When employees are accountable for the proper use of assets, they are less likely to misuse or abuse them, which can lead to premature wear and tear, damage, and failure.

Training: Holding employees accountable for asset reliability can also motivate organizations to invest in training programs to ensure that employees have the knowledge and skills needed to operate and maintain assets properly. This can help prevent accidents, reduce downtime, and improve overall asset reliability.

Overall, accountability can help organizations ensure that assets are maintained and operated properly, which can improve asset reliability, reduce downtime, and increase productivity.

Accountability improves reliability.

Author: R.Harland Managing Director Equipment Management International P/L

Reliability Engineers - are they wasting their time?

Reliability Engineering – are they looking at the wrong data to define the next month’s repair strategy?

 The Reliability Engineers or Analysts that I have spent time with or played the role for various clients had the responsibility of looking at the downtime and work order data. Then try to explain to the maintenance management team of what the causes were of the last months downtime across the production fleet. Additionally, offer recommendations on what the focus should be over the next 1-3 months or beyond.

All seems a reasonable requirement for this resource to research the available data to present the findings into the end of month report. A report that consumes several days to dig deep and come up with the goods so others across the operation can skim through and nod their head in acceptance before moving onto their normal job.

So, I question, are these personnel responsible in these roles adding any real value to the business if they are looking at the repair/breakdown history and trying to determine what might happen next? They’re expected to provide a recommendation of what focus might be best applied based on repairs that have already been carried out. The breakdown has been repaired the machine is back to work and the chance of that particular event reoccurring has more than likely been eliminated for some time to come.

The data might be relevant and reasonably accurate, not always, but what else do they have to access in an electronic format to present these findings and recommendations? It’s all based on previous downtime repair history but there is a more accurate data source that is going to predict where the next failures are going to occur.

Reported defects during PM Services, but, there’s a but, the defect identification method needs to be collected electronically. A major limitation of paper-based PM Service Sheets.

Defects that have been identified, risk rated and recorded electronically during daily or planned maintenance intervals is the best and only source of data a maintenance team can utilise to apply an effective strategy too.

By filtering this information to show all the outstanding defects identified, over a period and drill down by risk, you now have your targeted assets to develop and apply your future repair strategy. When defects are categorised, at the time of identification you can then present this information graphically to identify outliners in which to focus your attention to.

Outstanding high risk rated defects over defined period

Above example shows the most likely assets that will cause a potential breakdown in the near future and where a repair strategy needs to be applied. Outstanding, high risk rated defects. This narrows the focus and the team will have a more successful outcome than focusing on a system on a fleet of asset types based on previous repairs carried out.

Defects by System

Defects by systems, by defect types by asset class can all be assessed to look for areas of concern across the fleet. Programs could be put in place to target these specific areas to reduce the reoccurrences.

Defects by Type

Condition monitoring data can be collected during the PM Service process and mapped against like asset classes to identify reoccurring bad actors within the fleet. This all comes through elimination of paper-based service sheets and moving to mobility-based technology combined with designed data collection methodologies and detailed structured content that if pushed to the field and the responses returned to the office applications.

Reliability Engineers/Analysts will have a field day in this data analysis and combined this with on board and oil sample data and you now have the full understanding of the production equipment overall health from a reliability and availability perspective.

Condition monitoring data across a fleet type (exceeded Min/Max levels will trigger a defect)

Actual defects collected to a specific PM Service work order number

This system/application has a different agenda, it’s not worried about history, it has it and you can access it, it’s more focused on the present and knowing the real condition of your assets. This is the data that needs to be treated with respect and confidence as it’s captured by people that have been assigned the responsibility to identify defects. The system ensures that they answer specific questions to detail these findings. Even better when images have been taken as this gives the Analyst more information and proof.

 If this is of interest and worth considering and would like to know more, contact me and we can discuss your needs and how this might be applied.

Application available for mobile mining equipment and fixed plant facility

Availability Achieved or Availability Lost

Are we focusing on the wrong numbers?

For the last 30+ years that I have been involved within the mining industry in mobile equipment maintenance, we have always been focused on achieving 85+% equipment availability with an aging fleet.

Every month we’re measured on our performance based on achieving this availability figure and then explaining why we didn’t achieve it.

At one site, in the mid 90’s, we (shift supervisors) had a daily target of 85% for our truck fleet and if we weren’t going to achieve this, we had to define a strategy for the next shift to pick up the lost percentages. This caused a lot of pressure on the middle management team and many poor short-term decisions were applied to ensure we met our daily KPI. This was in the mid 90’s and today we still see maintenance teams looking to achieve the same targets for an aging fleet.

Generally, at the end of the month someone must explain why this wasn’t achieved and what’s going to be done to reduce this from occurring again. With this comes a whole lot of searching into the downtime figures to see which asset or assets was the worst offender and what possibly happened that caused the effect. In most cases it seems to point to a series of downtime events that can be recorded into the monthly report and this is generally accepted as the cause, but it doesn’t consider the all the factors causing extended downtime events.

The work environment has changed, the equipment has improved (in most cases) with more advanced technology on board and off board systems have been introduced but still the same target has been accepted as monthly KPI. Why?

What if we looked at it from another perspective? What if we, as maintainers, forget about what the machine has achieved and focus on the percentage of time that wasn’t achieved and aim to understand this side of the equation.

 We need to define what these potential impacts are and then measure this in greater detail so that you can identify a trend/pattern and then drill into the actual reasons.

Examples of impacts to the targeted KPI

These are all potential causes to the lost available time of the fleet over the month and year. What is the impact to your operation and could there been a reoccurring event that could be addressed with a simple or sustainable solution?

Yes, understand that collecting this type of data is problematic now for most operations. That’s because the focus has been on the wrong data collection detail when trying to determine the productivity of the asset and the systems have been designed to capture available times. The tools, the systems and the data collection methods just need to adapt to capturing these matrixes as well.

If systems are put in place to capture this data of actual reason for lost time and captured electronically, the business then could identify the causes which can be used to justify more capital, more resources or better communication of work instructions.

I’m not saying that we stop measuring availability, it has its place. I’m suggesting that we need to consider the other impacts that are causing the lost production opportunities and that a general target of 85% is too low for an aging asset and we should be addressing what’s lost not what’s achieved and become more efficient and effective in these areas. The availability KPI will be achieved and most importantly exceeded.

Until the paradigm changes and the focus are towards what the true impact causes were then we’ll always achieve the same results.

copyright 2021 - Equipment Management International P/L

The Missing Link

Combining onboard and sensory-based data to improve the overall understanding of asset condition

In today’s uncertain economy, there’s more focus than ever before on analysing trends, outliers, and potentially lost production events across all mining sites.

Data generated from onboard or SCADA connected sensors is then streamed from the remote mine sites to centralised off-site hubs. Here, the data is collated, and dedicated software monitors values and trigger points as part of standard defect reporting.

Our ability to see these values in real-time and precisely evaluate the current condition of an asset helps managers make more effective and accurate asset management decisions.

But there’s still one area that’s being overlooked.

One area that’s changed very little over the last 30 to 40 years, when preventative maintenance (PM) servicing began to evolve.

The beginning of preventative maintenance servicing

Eventually, site processes evolved from a ‘fix it when it broke’ philosophy to the idea that prevention is probably better than cure.

The result was these periodic inspections became planned and more formalised.

Service and inspection sheets were developed. Or, at the very least, copied from one site and shared across many others, with just a change of logo. Technicians were employed to change the oil and filters and inspect for defects.

Naturally, this led to equipment becoming increasingly productive. There were fewer breakdowns or long periods of downtime to change out major components.

Oil samples were being taken, analysed off-site, and reported back to determine the condition of components. Vibration analysis methods were employed, as well as strategically positioned sensors to monitor temperature, pressure, or cycles.

As the site became more in-tune and aligned toward the benefits of PM practices, considerable improvements were seen with both production output and maintenance costs.

But there were still two key issues impacting these improvements.

Further advancement in defect reporting was needed

Today, many sites are very experienced and advanced with their preventative and proactive maintenance strategies.

But, incredibly, in-field information is still being collected on paper-based service sheets. The rapidly growing piles of paper reports are held in large filing cabinets, or archived in sea containers, in case they need reviewing when a failure occurs.

Defect reports are typically written on a pocket notepad, or perhaps on the actual service sheet, to be added to the site CMMS after the service.

But if there’s no time before the end of the shift, or even the end of the swing, it often gets missed entirely.

Have you ever had a breakdown or significant failure occur but found that the responsible defect wasn’t reported when you refer to the service sheet? Or that a note was made of the defect, but the CMMS shows no record of it?

It’s still happening today. And more often than you’d realise. To learn that someone knew about the problem, but no action was taken is alarming.

So how can this be resolved?

How can we collect this information, analyse it, and reliably keep ahead of the failure?

The missing link we overlooked for years

The first step is keeping in tune with the condition of our assets from all monitoring aspects. As well as regular physical inspections, we also need to be collecting sensory-based data.

This sensory data - what the workers in the field are seeing, smelling, hearing, and touching - is critical for generating a complete picture. This is the missing link that’s been overlooked for too long. 

But it still only provides half the solution.

The second step is having a reliable way to collect and record - in near real-time - their sensory-based data with data feeds from the electronic sensors.

To achieve this, we need efficient electronic data collection methods in-field during the service and inspection process. And we need a way to prompt technicians with specific questions and receive this information in a format that can be trended or correlated for further analysis.

Defect reporting also needs to be captured electronically and fed into the CMMS so that it’s registered, transparent and easy to action.

Combined oil sample data with defects by asset model and unit number

Benefits of an integrated system for a complete picture

When all these pieces of information are aligned with other sources, the picture is full and clear, which means more effective decisions can be made.

Want to know you’re making the right decisions about assets every time?

The only solution is to take care of this missing link by electronically collecting and analysing both the sensor and sensory data.

While we know the missing link is this sensory-based data, there also needs to be a reliable system to correlate the in-field feedback with the other data forms.

And this system needs to prompt particular queries based on FMECA or experience and then present this information in a format that’s easy to access and interpret.

Visit https://www.linkedin.com/pulse/missing-link-russell-harland/?published=t to see the LinkedIn article

The good news is, this technology is now available and in-use

Sensory-Based Data is incorporated into all our EMI software applications and modules:

-        ZoneMaintenance      

-        RouteMaintenance     

-        ComponentStatus      

-        EquipmentStatus        

-        EnviroStatus              

These solutions are already making a big difference in defect reporting, maintenance management and asset health understanding.

Going Mobile

"It won't work here because we do things different"

"I can't see how this is going to be quicker than the way I can do it now"

How going mobile could save over 500 man-hours a year

Sound familiar?

These are the typical negative comments we all hear (or say) before something new is even tried out.

But don’t let this mindset dictate a culture of inaction.

Implementing positive change comes down to a firm commitment from management. With effective leadership, any team can work through the challenges, roadblocks, and negativity that inevitably comes with periods of change.

Over the years, we’ve heard every excuse under the sun not to make changes.

But the truth is, once our software is up and working - and showing great results - we see a complete switch in the attitudes and conversation from the floor.

Mechanics now tell their supervisor:

"Paper's bulls--t. Why don't we have any spare tablets?"

"It's so much easier with the tablets than paper."

In fact, within six months of introducing mobility-based software on ruggedised tablets, the feedback is always excellent.

We’ve heard from hardcore underground drill fitters who’ve become so engaged with this type of technology that they begin offering other ideas to streamline the process or add more value to the PM service.

This can only be achieved through effective change management and taking the frustration out of their daily tasks.

If management can listen and apply the necessary methods, then change is not only possible, but it’ll also be a very positive experience for all involved.

One client calculated that, for a fleet of 18 mining trucks, they spend about 600 man-hours each year handling daily inspection sheets. And that’s just paper-shuffling time - it doesn’t include the actual service or inspection time.

Incredibly, in a single day, one daily sheet might be handled six or seven times. That's not including the number of sheets completed and lost between the workshop and the planning office.

When you change to our mobile-based software, ZoneMaintenance<Link to ZoneMaintenance page>, there’s no paper handling, no supervisor sign-off, no archiving, and every element of data is included within the system.

Extend that system to PM services, and you suddenly have significant benefits for everyone in the process line.

ZoneMaintenance Software being used on a Motion Computing F5M Tablet during a Sandvik Solo PM Service in an underground gold mine workshop

Maintenance personnel often asked us, "Why are we still using paper service sheets?" and "How can we get away from paper service sheets?"

And the answer comes down to management.

How prepared is management to take on new technology that will add tremendous value to their department?

In most cases, their main concerns are that their workers will access the internet or that the tablet devices won't stand up to the tough environment.

But they’re all just excuses.

The fact is, the benefits of transitioning to a mobile workforce far outweigh any potential risks.

Being able to communicate efficiently - in both directions - and to be able to analyse data that has never been collected before offers a valuable opportunity to change the way asset maintenance is managed.

Ready to find out more?

Integrating Visual Data with other sources

One of the biggest issues with asset management is the number of databases and systems required to keep on top of the health of your fleet.

Each different system means there’s a separate log-on required or a simple spreadsheet report needing to be updated periodically by the Reliability Engineer.

Of course, such a disjointed approach leads to wasted time and unnecessary effort.

However, with technology improving, there are now tools available to offer solutions for these inefficiencies.

For example, both ZoneMaintenance and RouteMaintenance allow you to electronically collect visual data. This means there’s an accurate record of what the inspector can see, smell, hear and touch.

Why is this so important?

Well, previously, this information could only be recorded on paper service sheets or in a notepad that lives in the fitter’s pocket.

Here at EMI, we’ve integrated our software with other databases to present this critical information on the same single screen.

We can show defects captured via ZoneMaintenance and RouteMaintenance and Oil Samples. Plus, we can compare the mean time between failures (MTBF) results with the number of defects collected to see how production is impacted - particularly when the MTBF is down, or defects are not being rectified.

As the access to more data sources increases, we’ll be able to present far more on-screen information.

Plus, there’ll be options to send out alerts via email or mobiles when trigger points are reached, as well as view all the information on a smartphone.

Imagine the benefits of seeing which components are nearing change out and view their up-to-date health data. You can access vital information such as known outstanding defects, oil sample results, fuel burn, MTBF history, and machine onboard event summaries all on one dashboard.

One thing is for sure: decisions will be made with more clarity and for the right reasons because the data will be more readily available.

It’s still early days, but already a lot has been achieved in a very short time. And the full vision is now definitely possible.

Below are some screenshots of a web tool (dashboard) that we’ve developed to integrate the visual defect data with oil sample data.

We’ll also be able to include the following:

-        Work orders

-        Fuel burn

-        Onboard events and condition monitoring values

-        Life cycle status

In addition to these powerful integrations, our tools also allow remote access to information via mobile devices to assess the condition of each asset and how they’re being managed.

If this sounds like the opportunity you’ve been waiting for, then get in touch for more information.

Supervisor on the Job

Do you expect your supervisors to be on the job, checking on progress, safe work practices, and quality of workmanship?

And if so, how do you know when this is being done, how often, and what was discussed?

Let’s be honest.

It’s pretty difficult unless there’s a simple tool that allows a worker to log an interaction with their supervisor to easily capture what was said or the reason for the discussion.

Both of our maintenance software options - ZoneMaintenance and RouteMaintenance provide this exact feature.

The supervisor’s interaction can be easily captured and recorded.

Plus, it can report on how often there’s an interaction and the reasons why. The technician completes this simple task to show that their supervisor was on the job.

Don’t leave it to guesswork.

Get in touch today, and we’ll show you how it’s done.

Impacts to the Service Process

When was the last time you looked into what’s happening on the floor in your workshop?

Do you know where the frustrations lie or what might be causing delays on the job?

The truth is, not many supervisors or managers know what the real issues are - let alone how to fix them - because they simply don't have the information.

Workers are pulled off the job at random and for any number of reasons.

Perhaps another peer needs some help. Or it turns out they were supplied with the wrong part and need to switch it for the right one.

But what if you were able to see how many times your workers are pulled off the job.

What if you could measure the time impact of these interruptions and the effect they have on your ability to manage your fleet or plant?

Our two maintenance software options - ZoneMaintenance and RouteMaintenance - both provide this exact feature.

Workers can demonstrate these impacts by pausing the job.

Each task and job has a pre-set estimated timeframe, so when an interruption occurs the job can be paused. This means there’s a more accurate record of the timing of the actual job.

Even more importantly, over the last day, week, month, or year, management can see what caused delays and lost time on the job and what led to the most significant impacts on the maintenance department.

Wouldn’t you like an easier way to cut down the delays and downtime?

Get in touch today, and we'll show you how easily this can be achieved.

Pause timer

Select from reasons to pause

Results based over defined time frame

Web Based Dashboard option available

Mobile Equipment Fuel Systems Not as Clean as You'd Expect

The Magnom Filtration System is the solution for an ongoing problem with the diesel fuel system of mobile machines.

The tank was found to have high levels of rust scale internally, causing major problems to the machine’s performance. Plus, blocked filters and damaged injectors were causing poor reliability and increased maintenance costs.

Equipment Management International partnered with the OEM and Magnom, combining our efforts to help identify and resolve the problem.

Initial thoughts were that the site was using poor quality fuel. However, once the Magnom Midi Unit was fitted in the main fuel line before the primary filter, large amounts of scale and rust were found attached to the core in a very short time.

This discovery helped the maintenance team understand what the actual problem was.

Installing the Magnom Midi Unit reduced the number of unscheduled downtime events and removed the cost of additional fuel filters prior to the scheduled servicing interval. 

Advantages of using the Magnom Midi Unit:

-        Increased equipment reliability and mechanical availability

-        Ability to identify the root cause of ongoing failures

-        Increased filter lifespan by removal of damaging ferrous particles

-        Ability to monitor the condition of the fuel system (i.e. tank)

-        Increased fuel injector lifespan (by highlighting any issues)

-        Improved equipment performance (as blocked filters reduce engine performance) 

Contact us for more information about the Magnom Filtration System.

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CNC Lathe Receives an Upgrade

A local Tasmanian company has received great results recovering damaging ferrous particles from their CNC Lathe Cooling fluid.

A Clear 10 Magnom Unit was installed inline between the cooling fluid pump and tooling for just two weeks.

There was an incredible recovery of very fine particles captured on the cleanable, non-consumable magnetic Magnom core.

The benefits of recovering this contamination include:

-        Increased tooling life

-        Increased coolant life

-        Reduction of further damage to the rotating seals

Contact us for more information about the Magnom Filtration System.

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Clear 10 Magnom Filter

Gyro Crusher Gearbox Filtered by Magnom

Actual build up after 3 days in use

“Amazing results in three days”

— Site Maintenance Engineer

A large ferroalloy smelter has introduced the Magnom Filtration System to a large gyro crusher gearbox lubrication circuit.

Previously, the gearbox had experienced a major and expensive failure which unfortunately hadn’t been detected. In this case, the lubrication system had been filtered via conventional filtration.

This failure was a significant disruption to the production of the process because there were limited parts available to carry out the repair quickly.

The company decided to try the Magnom 5” Clear instead. And, after only a few days of operation, were very surprised to see the amount of contamination it collected.

As you might imagine, this level of contamination was not expected, and further evaluation of the reconditioned gearbox was required.

This has led to other applications now being reviewed for installation.

The benefits of installing this filter technology include:

-        The capability of removing large volumes of contamination without flow restriction

-        Removal of ultrafine particles (less than one micron) from the lubrication system

-        The improved lifespan of the oil and existing filtration

-        Extended lifespan of the gearbox

The company now can monitor the condition of the gearbox and determine any future problems.

Contact us for more information about the Magnom Filtration System.

Magnom Clear 5

China Experience

In 2014-15, EMI was commissioned to review the maintenance operations and implement ZoneMaintenance at a large underground gold mine in central China.

The site was struggling to achieve its targets, and maintenance costs were increasing dramatically every month. The company’s Australian Asset Manager needed support from someone he could trust and depend on.

It was EMI’s first exposure to this incredible country, and we were thrilled with the opportunity.

We found the Chinese locals friendly and just as interested in our culture and lifestyles as we were in theirs.

They had a very good understanding of what’s happening in Australia. And they were even familiar with my home state of Tasmania, which was a big surprise to me as I was quite ignorant of where I was in China and what was happening locally. 

However, at the site, conditions were rough and dated. 

My initial impression was that I’d walked back in time to the late ‘80s or early ‘90s - to the goldfields where safety and contamination control were not a high priority.

Not only that, but adding the obvious language barriers and cultural differences, and we found ourselves with a challenging situation to deal with.

Maintenance practices were noticeably poor and inefficient. But some very experienced and knowledgeable individuals were keen to learn more and improve their processes.

These workers saw the opportunity to learn from an external source they would never have had access to within their own networks.

In fact, this project was not about showing them what was wrong.

It was about helping the team learn and apply changes to make their work-life easier, safer, and more efficient.

We became well aware of the growth and resource demands due to the sheer amount of in-progress and completed projects in the areas we visited.

The banner photo at the top of the page was taken at Guangzhou airport. I counted 32 tower cranes on this one project alone. Incredible.

All up, our project was carried out over five months, including a four-week visit on-site. And our scope included Atlas Copco Jumbo's, Caterpillar AD45B trucks, and R2900G loaders.

Although translating from English to Mandarin was problematic, it gave the mechanics some good laughs during the first release. Our lesson was not to trust online translators from various locations around the world. However, somebody told me that 80% of it was reasonably accurate, which was comforting.

While it was a challenging project, it was also a fantastic experience. Taking in the sights and experiences that tourists would never have had access to.

So if you get the opportunity to take on a project in China, I suggest you seriously consider it.

As with everywhere we go nowadays, security and safety is a risk. China may have its own issues, but if you’re smart about what you do, where you go and who you deal with, you'll be fine.

If you have any questions, I’m more than happy to chat.