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Phone: +61 (0) 402 731 563
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Email: [email protected]
Website: www.lifetime-reliability.com

Summary Report on Using and

Introducing Precision Maintenance

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Breakdown Preventive Condition Based Precision
Maintenance Maintenance Maintenance Maintenance

L ifetime R eliability S olutions

Your edge in industrial business performance

www.lifetime-reliability.com

© Lifetime Reliability Solutions Summary Report on Using and Introducing Precision Maintenance.doc LRS.CTW.0002 Rev 0
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Realizing remarkable machinery reliability through precision
maintenance is not new; progressive, proactive organisations
have practiced it since the mid-1980s; achieving both
outstanding production performance and the best maintenance
cost reductions of all maintenance strategies. Maintenance,
Operations and Production Managers acknowledge that it is a
great concept and totally valid – but few implement it!
Solve the stumbling blocks and remove the difficulties so you can put Precision
Maintenance reliability into your operation. This summary report explains Precision
Maintenance and the essential ingredients for its success. You‟ll learn of the new, easy,
low-cost Accuracy Controlled Enterprise method of implanting precision maintenance
habits into your organisation using the „Change To Win‟ Program.

Precision Maintenance Skills and Standards

Eliminating defects and preventing failure is a necessary strategy to control the causes of
variation. Variation is any deviation from an agreed standard. When variations occur they
cause problems because they do not meet the requirements for the process. A variation is
waste because it was not what was wanted.

Precision maintenance was created to ensure plant and equipment was maintained to the
finest specification so that variations which caused defects and failures were eliminated as
the maintenance work was done. Precision maintenance rebuilds machines and
equipment to the highest standards so that fewer problems occur during operation.
Precision Maintenance is a matter of systematically ensuring the important things for
equipment and machinery health are done right and done accurately first time.

Financial and Operating Benefits of Precision Maintenance

Table 1 shows results of equipment vibration survey in a large industrial facility. Vibration
levels of operating equipment were measured and the maintenance costs for the items of
plant were collected. The annual maintenance costs for equipment with low vibration
levels was 70% - 80% less than for machines that ran rough. Precision definitely pays
well. (By the way, this is how maintenance makes a profit – you make your machines run
better, your costs fall, you keep the money as profits.)

Highest Lowest
Dollars Spent Dollars Spent Savings with
Machine Type Velocity Velocity
Last Year Last Year Precision
mm/s mm/s
Single Stage
5.6 $3,200 2.0 $650 80%
Pumps
Multi Stage Pumps 4.8 $6,100 1.5 $1,100 82%
Major Fans &
9.0 $900 2.8 0 100%
Blowers
Single Stage
3.8 $8,200 1.0 $2,000 76%
Turbines
Other Machines 7.8 $11,850 3.0 $3,700 69%
Table 1 - Machine Vibration to Maintenance Cost

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The two graphs in Figure 1 tell a remarkable story – when machine vibration levels fall, so
do the maintenance costs; dramatically at first, then gradually and continually, as precision
practices and their use improves. That means that your machinery does not breakdown.
It runs brilliantly for longer. Plant availability, throughput and productivity are maximised.
And, naturally, you get more time to make more product, at less cost, to sell for more
operating profit, using fewer people.

There is no mystery why Precision Maintenance lets you make more, ship more, sell more
and profit more, while doing it all at less cost - Precision Maintenance improves your
machinery. Quite literally, your people make your machines run better.

1st a rapid fall in maintenance costs as your machine problems are fixed.
mm/s mm/s

7.5 7.5

6.25 6.25

5.0 5.0

3.75 3.75

2.5 2.5

1.25 1.25

0 0

Then the cost continual declines as your machines are improved.

Figure 1 - Maintenance Costs Fall When Machine Vibration Levels Fall

Precision Maintenance is the strict adherence to exacting machinery health standards.

It saves amazing amounts of money for the companies that use it because:

 their machines and equipment are rebuilt not to fail

 they reduce the need to use subcontract maintenance people
 they maximise first-pass quality production and stop scrap
 they have vastly fewer stoppages and slowdowns
 fewer spares are used since their machines don‟t need them
 plant availability and productivity is totally maximised

Here is the list of thirteen key requirements for a precision maintenance program:

1. Accurate fits and tolerance at operating temperature

2. Impeccably clean, contaminant-free lubricant life-long
3. Distortion-free equipment for its entire life
4. Forces and loads into rigid mounts and supports
5. Laser accurate alignment of shafts at operating temperature
6. High quality balancing of rotating parts
7. Low total machine vibration
8. Correct torques and tensions in all components
9. Correct tools in the condition to do the task precisely
10. Only in-specification parts installed
11. Failure cause removal to increase reliability
12. Proof-test for precision
13. A system to apply the standards in a successful way
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You can see that there is nothing in that list that should not already be standard practice in
every industrial operation. But it hardly ever seems to happen. The reason is that no one
sets the exact equipment condition standards to be met, and so everyone works to their
own standards. This leads to variation, confusion and inaccuracy that, in time, cause you
the operating problems and equipment failures you live with. It is as predictable as night
following day. But it does not need to be that way.

Here are the standards that you must determine and set for every piece of equipment,
every nut and bolt, every electrical connection, every motor base plate, every gearbox,...
everything in your plant and equipment.

 Assembly accuracy
 Distortion  Installation accuracy
 Looseness  Tools & condition
 Lubrication  Skills & their competency
 Cleanliness  Job History Records
 Shaft alignment  ??? Anything else your
 Balancing equipment parts require for a
 Temperature lifetime of health and wellness
 Vibration

In your standards are 'the numbers' that are to be physically measured and recorded as
proof of compliance to standard.

 Like the exact turn from snug to tighten a nut so the torque is correct (you could use
a torque wrench and state newton-meters of torque, but the up-to 25% error in
using a tension wrench may not be accurate enough for you);
 The number of threads protruding from a tightened nut
 the maximum size and amounts of contamination you will accept in your lubricant;
 the exact gap between parts that you can test with feeler gauges;
 the size and dimensional tolerance you will accept for a shaft at a bearing location
before you replace the shaft
 the amount of distortion you will accept on a part before you replace it with new
 the exact distance along a shaft from a datum to mount a disc;
 the exact alignment accuracy between drive shafts that you can measure with a
laser or by twin reverse dial indicators,

…and so on for everything on every machine and piece of equipment in your operation.

Once you have standards to work to, you can prove if a thing is right or not. Once you
measure and prove 'the numbers' (which are your minimum standards) then you know
(almost without question) you are within requirements. You are virtually certain that the job
is done right and the equipment is running precisely and operating under precision
conditions! What uncertainty remains would be due to the risk of using out-of-calibration
test equipment that gave a false reading. But your quality management system would
have stopped that from happening. (You do have a quality management system controlling
the quality of your maintenance tools?)

The great problem for industry is to find a reliable way of introducing the necessary
changes in working practices so that Precision Maintenance becomes the natural way
work is done. That has now been overcome with new procedural tools and change

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management methods that lets your own people introduce Precision Maintenance into
your operation.

Starting a Precision Maintenance Program

When you start a precision maintenance program your intention is to introduce the twelve
precision requirements listed previously into your everyday practices.

Everything that everyone does which is related to your plant and equipment will need to
meet the new precision standards you set for those requirements. Eventually that will
include what is done by original equipment manufacturers, operations and maintenance
managers, project and design engineers, procurement people, plant and all equipment
operators and maintenance crews (including all subcontract work you send out).

Nothing is left to chance - nothing! And if you do leave things for chance to decide, you
can be sure that most times it will go badly for you.

Item twelve in the list of key requirements is the glue that keeps the rest together. Item
twelve says that you need to install a business process that ensures all the other eleven
requirements are actually met for every machine in your operation. That includes recording
the dates that the precision standards were met and, if necessary, later checked. You will
have records for every piece of equipment, for its entire operating life, of the exact
conditions it was built to and it was operated under.

Introducing Precision Maintenance requires training in maintenance best-practice precision

skills supported by a top-class engineering and maintenance standards
„body of knowledge‟ in the workplace so that the
plant and equipment in your operation is built to ACE 3T procedures chain
be consistently high reliability. „Best Practice Body of
Knowledge‟ to my
Outstandingly reliable equipment, with Business?
exceptional uptime, that delivers unfailingly high
production of top quality product, is no accident.
These characteristics are built into equipment by the business
systems that design it, select it, install it, use it and look after it.

Precision Maintenance connects your operation to the best

practices known to deliver world-class results through the use of
Accuracy Controlled Enterprise (ACE) standard operating
procedures.

An ACE introduces statistical quality control into maintenance work. It

concentrates on failure prevention and defect elimination in every task
performed by the operations and maintenance people. With ACE in place you have the
tool to drive amazing equipment reliability and production results in your business. You
start solving equipment performance problems forever. And, more importantly, it lets you
make Precision Maintenance a habit throughout your operation.

In a nutshell introducing a Precision Maintenance Program consists of:

1. Corporate approval to implement precision maintenance and precision practices

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 2. Agreement across the operation on the plant and equipment to be precision
maintained

3. Agreement across the operation on the precision standards to use for the plant and
equipment

4. Agreement across the operation on the best practices to be applied to meet the
standards

5. Agreement across the operation on the measurement methods that will prove
compliance to standards

6. Writing ACE 3T procedures for all maintenance and inspection activities on the
selected plant and equipment

7. Conducting a gap analysis to identify necessary test equipment, specialist tools and
facilities

8. Identify any needed skills to be learnt by on-the-job training and support

9. Applying the ACE 3T procedures and refining their use

10. Monitoring the effect of the program on plant performance

11. Continually improving the use of precision skills and practices

12. Expanding the program to other plant, equipment and sites

Setting Precision Quality Standards for Your Equipment

The solution starts when management set standards, then promote them, train to them
and enforce them. Where do the standards come from? The list below is an example.
They already exist, and have existed for decades. Your challenge is to bring them alive in
your operation.

1. Accurate Fits and Tolerance – ISO/ANSI Shaft/Hole Tolerance Tables

2. Clean, Contaminant-Free Lubricant – ISO 4406
3. Distortion-Free Equipment – Shaft Alignment Handbook - Piotrowski
4. Forces and Loads into Supports - Shaft Alignment Handbook
5. Accurate Alignment of Shafts – Shaft Alignment Handbook
6. High Quality Balancing of Rotating Parts – ISO 1940
7. Machine Vibration – ISO 10816
8. Correct Torques and Tensions – ISO/ASME Bolt, Stud and Nut Standards
9. Correct Tools in Excellent Condition – ‘As-New specification’
10. Only In-specification Parts – OEM specifications, Machinery Handbook
11. Failure Cause Removal – ‘5 Why’ ; RCFA, Creative Disassembly
12. Proof-Test for Precision – ACE 3T Precision Operating Procedures
13. A system to use the standards successfully – ISO 9001 Quality System

You may have to look for additional standards to those listed above. The list maybe
incomplete for your operation, but it is a good start. Note that there are not always
international standards for every standard you will have to set. In that case use the
recommendations of experts in their field.
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When it comes to equipment distortion and shaft alignment you can start by using the
advice in John Piotrowski's 'Shaft Alignment Handbook' (the 3rd Edition is very
comprehensive) until you need to set a higher standard. At that point you maybe the world-
leader in a field of expertise and you will be setting your own standards to work to, which
one day we will all follow.

You will only have done the job of introducing precision maintenance well when:

 you have written and published the specific precision details company-wide for all
equipment in the operation;
 you have held seminars to explain and discuss them with all the people that need to
know and use them;
 you have purchased the measuring and testing equipment you need to prove
compliance;
 you have written ACE 3T procedures for all activities;
 you have trained people to the standards and they can achieve them competently,
and
 you have a document management system that records all important equipment
information over its life and allows everyone fast access to the information they
need to make right decisions.

Too few companies are that good. But it does not need to be that way.

A Precision Maintenance Success Example

A dairy in New Zealand was suffering excessive failures of their centrifugal pumps.
Regularly mechanical seals were failing and bearings needed replacing. Their mechanical
maintenance technicians had recently completed a training program in Precision
Maintenance skills and it was decided to use that knowledge to address the pump failures.

A set of seven pumps were selected for trialling the use of precision maintenance skills.
During the next schedule shutdown these pumps were to be handed over to one of the
trained fitters to completely strip each installation and rebuild it. A plan was developed to
properly install the pumps and correct any deformation and distortion faults. Standards
were researched and adopted for foundation rigidity, base plate stiffness and flatness,
shaft alignment, bearing fits and clearances, shaft straightness, journal roundness,
fastener tensions, oil cleanliness, parts specifications, rotor balance and total machine
vibration. The precision standards were incorporated into detailed procedures covering
the overhaul of the pumps and their re-installation in-situ.

By setting the standards it became clear that the foundations were too flimsy and were
removed and replaced with foundations of greater mass and of better quality concrete.
The base plates were found not to be structurally rigid and deflected excessively under
load. They were redesigned and manufactured new. The redesigned base plates
incorporated jacking bolts for ease of precision movement during equipment shaft
alignment.

Each pump was stripped using creative disassembly techniques to identify faults and the
defects were addressed and corrected during their overhaul and rebuild. The rotating
assemblies of each pump set were sent for balancing to G1 requirements. Meticulous
care was taken to ensure the balance standard was retained during the rebuild and
reassembly on-site.
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The seven pumps were precision installed and measurements were taken to prove all
components and assemblies were rebuilt and reinstalled to fine tolerances. The pump set
was precision aligned using reverse dial indicators and alignment graph paper to world-
best practice standards. Upon start-up each pump‟s vibration was measured at below
1mm/s. Seven years later the history records of each pump was reviewed. During the
seven years not one pump had failed.

Engaging the Workforce is Critical to Success

The international benchmarking group Solomon Associates discovered some years ago
that - “Maintenance success is (ultimately) determined by decisions of craftsmen and
supervisors.” (Extract from Solomon Associates Maintenance Practice Analyses.) The
Solomon Associates survey found that in the end what matters most in achieving
maintenance and operations success is the skills and knowledge of the shopfloor people
doing maintenance on your plant and equipment.

If you want precision maintenance reliability you will need to bring your peoples‟ machinery
skills and knowledge right-up to the level where they can deliver world-class machinery
performance. This is what the ACE procedural tool does for you.

For Precision Maintenance to work it needs your shopfloor people and maintenance
supervision to want it and to learn the necessary new skills. It requires the right
engineering know-how and knowledge in the workforce, it requires procedures to be used
in a very specific way to provide statistical quality control of maintenance work. When it is
done properly you will maximise production, in less time, and for less cost.

Though your shopfloor people deliver Precision Maintenance, it is Maintenance and

Operations Managers who start the change, sustain it and keep improving it.

The journey to Precision Maintenance success needs a sound, safe and encouraging
method to change the way people work. There needs to be a safe way for your people to
gain understanding of Precision Maintenance - the work quality requirements, the skills
needed, and the procedural method that make Precision Maintenance work for you and
your operation.

Starting Precision Maintenance requires a well thought-out and structured change

management process that gets your people to want to introduce, and work to, new higher-
skilled precision practices. This is done by using the „Change to Win‟ change
management team process.

Change Management – Helping People Take Positive Action

Making „change‟ happen is hard. Change hardly ever works if it is forced onto people.
People don‟t like being forced to do anything. It‟s the way we are made. We need to be
given the opportunity to come around to it by ourselves.

You have to work with human nature, not against it. That means you have to find ways to
let people discover the good and better ways for themselves. Once they find-out how to
do a thing better for themselves, and are encouraged by their managers and supervisors
to use the better practices, they will be highly likely to adopt the „change‟ and make it a
natural part of doing their work. You want them to welcome the „change‟ and positively
support it.
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‘Push the Limit’ Concept
Figure 2 shows the „push the limit‟ method of continual progress and improvement. It is
the remedy that world-class companies use to protect themselves from turning into low
performers. They intentionally force themselves out of their comfort zone by setting higher
targets and standards to reach. They set higher standards to meet, and then look for ways
to reach them. Pushing-the-limit is a world-class improvement strategy.

Pacesetter

The Comfort Zone

Low Performer

Figure 2 – Push the Limit - The Path to Higher Performance

This is the path your operation will also need to take - the same path that world-class
organisations follow.

The ‘Change To Win’ Program

„Change To Win‟ is a structured change management program used to introduce needed
changes, best practices and innovative improvements into an organisation.

The „Change To Win‟ program uses a team-based process for helping people to learn of
better ways and best practices which they then include into what they do. The „Change To
Win‟ teams identify the higher standards that the organization needs to work too so that
current worrisome problems are overcome. They find ways to „push the limit‟ and bring
them into the organization. It lets people from the workplace find and apply best-practice
solutions for themselves.

A „Change To Win‟ team consisting of the managers, supervisors and people in the
workplace is assembled to find best-practice solutions. It is responsible to plan how the
organisation will adopt the solutions and what changes need to be made to trial them and
then implement them into standard practice.

The „Change To Win‟ process is not used for problem solving, though it can be adapted to
do so. Solving problems is done with „Root Cause Failure Analysis‟, Creative Disassembly
or the „5 Whys‟. The „Change To Win‟ process is a behaviour change process that
improves business performance by introducing and integrating higher standards of
performance into business processes. It is used to change the way things are done in an
organisation by introducing better practices into the workplace.

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You use the „Change To Win‟ program to bring best practices into your organisation.
Examples are introducing TPM (Total Productive Maintenance) into Operations;
introducing Lean Manufacturing into a manufacturer; introducing a new software system
into a business; introducing an ISO9001 quality system into a company, introducing a 5S
good workplace habits program into a factory or office, and introducing Precision
Maintenance into the workforce.

The ‘Change To Win’ Workbook

Though your shopfloor people deliver Precision Maintenance, it is Maintenance and
Operations Managers that need to start the change, sustain it and keep improving it.

The journey to Precision Maintenance success needs a sound, safe and encouraging
method to change the way people work. Starting Precision Maintenance requires a well
thought-out and structured change management process that gets your people to want to
introduce, and work to, new higher-skilled precision practices. This is done by using the
„Change to Win‟ 100-day programme.

You need to prove the worth of Precision Maintenance in your own operation with a trial
project. You will need to show senior people just how good it is, because they will not
accept change in current practices without evidence. Once the „experimental‟ project is a
success you have real evidence from within your own business that Precision
Maintenance works. That proof is critically important. And 100 days is short enough for
people to wait for evidence, yet long enough to do the project very, very well. Then you
keep rolling-out more 100-day projects until Precision Maintenance is used by everyone on
all your operating plant and equipment.

The 5 Wheels of Change in the ‘Change to Win’ 100-Days Program

Instead of risking that your Precision Maintenance project becomes another failed
management fad, you need a believable process that lets people buy into change with
„head, heart and soul‟!

The „Change To Win‟ program is introduced to the workforce as a simple workbook that
each team follows over a 100-day period. It is a friendly, low-risk, low-cost strategy to
introduce precision maintenance into your operation. The teams just start at the front of
the workbook and each week they progress on agreed tasks. At weekly meetings the
team reviews progress and develops action plans until the workbook is complete. When
the workbook is finished the 100-day program is done and the proof is there for all to see.

The „Change To Win‟ workbook contains the complete change management process you
need to apply. It requires a team facilitator who is trained for a day on using the workbook
and the change process it contains. The workbook is self-explanatory and the team
facilitators help teams to work their way through it and apply the process. The facilitator
keeps the team on-track and on-schedule. Like everything that people do, the more often

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we do it the better we become. Once each facilitator uses the „Change To Win‟ program
with two or three teams it will have become second nature to them.

Introducing Precision Maintenance 100-Day Program

The „Introducing Precision Maintenance‟ Program brings maintenance best-practice
precision skills and a top-class engineering and maintenance standards „body of
knowledge‟ to the workplace so that the plant and equipment in your operation is made to
be consistently highly reliable.

Outstandingly reliable equipment with exceptional uptime, that delivers unfailingly high
production output of top quality product, is no accident.
These production characteristics are built into ACE 3T procedures chain
equipment by the business systems that design it, „Best Practice Body of
select it, install it, use it and look after it. The Knowledge‟ to my
„Introducing Precision Maintenance‟ Program Business?
connects your operation to the best practices that
are known to deliver world-class results through the use
of Accuracy Controlled Enterprise (ACE) standard operating
procedures.

In a nutshell the „Introducing Precision Maintenance‟ Program consists

of:

1. Corporate approval to implement precision maintenance and

precision practices
2. Agreement across the operation on the plant and equipment to be
precision maintained
3. Agreement across the operation on the precision standards to use for
the plant and equipment
4. Agreement across the operation on the best practices to be applied to meet the
standards
5. Agreement across the operation on the measurement methods that will prove
compliance to standards
6. Writing ACE 3T procedures for all maintenance and inspection activities on the
selected plant and equipment
7. Conducting a gap analysis to identify necessary test equipment, specialist tools and
facilities
8. Identify any needed skills to be learnt by on-the-job training and support
9. Applying the ACE 3T procedures and refining their use
10. Monitoring the effect of the program on plant performance
11. Continually improving the use of precision skills and practices
12. Expanding the program to other plant, equipment and sites

Over the page you will find a summary of the activities in the „Introducing Precision
Maintenance‟ 100-Day Program.

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 Introducing Precision Maintenance Activities Summary
CEO, Executive Team, Operations and Maintenance
Maintenance Manager, Supervisor and Team
Wk Operation & Managers, Supervisors and Team Outputs Comments
Leaders, Maintenance Teams
Maintenance Managers Leaders
Scope and Targets of
Organisational
Pre Project; Communication
Communication, KPIs
Plan
Explain Scope to Introduce Precision Maintenance; ACE 3T Select Plant and
1 Supervisors and Team Procedures; Select Plant and Equipment to be Equipment for Precision Introduction
Leaders Precision Maintained & Monitoring KPIs Maintenance
Set Standards; Select Authorities, Agree on Set Standards to
2 Best Practices to meet; Select Project Team, Achieve; Acquire Plan
Identify needed resources; Set meeting times Authorities
Introduce Precision Maintenance; ACE 3T Procedures,
Explain Scope to Shopfloor Business Systems
3 Team duties; Project Plan, Match Equipment and Plan
Teams Changes
Standards; Identify Procedures for ACE 3T
Identify and bridge gaps between current practices and
Business Systems
4 new Standards; Draft first procedure into standard ACE Plan
Changes
3T format
Commit to Agreed Business Systems
5 Draft procedures into standard ACE 3T format Do
Standards Changes
Review and continue to draft procedures into standard Business Systems
6 Do
ACE 3T format Changes
Review and continue to draft procedures into standard Business Systems
7 ACE 3T format; Identify test equipment, tools and in-the- Changes; Get additional Do
field support and training for implementation help and resources
Review progress and Business Systems
8 Review and sign-off on new 3T Procedures Do
provide support Changes
Implement Procedures on selected equipment and
9 Use, Learn, Adjust Do
additional support
Implement Procedures on selected equipment and
10 Use, Learn, Adjust Do
additional support
Review implementation and identify necessary
adjustments to procedures, practices and support;
11 Use, Learn, Adjust Check
Review KPIs; Include adjustments and improvements
into procedures; Continue with implementation
Implement Procedures on selected equipment and
12 Use, Learn, Adjust Act
additional support
Review progress, review
Review progress, review KPIs, Celebrate and extend
13 KPIs, Celebrate and extend Use, Learn, Adjust Act
program
program

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 Project Team Structure and Duties
Position Primary Duty Secondary Duties Name
Organizes and leads
meetings, develops
agenda, encourages
Maintenance
Team Leader participation by all; Reviewing procedures
Manager
Coordinates resources
throughout the
Company
Writes action sheets,
Assistant Team maintains action plan, Maintenance
Reviewing procedures
Leader and relieves for Team Supervisor
Leader if not available
Gathers best practice
Engineer or
Researcher 1 methods from Writing procedures
Technical Officer
Authorities.
Gathers best practice
Engineer or
Researcher 2 methods from Writing procedures
Technical Officer
Authorities.
Drafts procedures into
Procedure Writer 1 Reviewing procedures Trades
ACE 3T format
Drafts procedures into
Procedure Writer 2 Reviewing procedures Trades
ACE 3T format
Drafts procedures into
Procedure Writer 3 Reviewing procedures Trades
ACE 3T format
Reviews draft Updates communication
Reviewer 1 procedures and works board with progress Trades
with Writer to refine fortnightly
Reviews draft
Collects KPI Measures
Reviewer 2 procedures and works Trades
and graphs them
with Writer to refine
Collates project
Reviews draft
documents from all
Reviewer 3 procedures and works Trades
others into project
with Writer to refine
folder/files
Helps and coaches
Acts as catalyst for
team through the
change and assists team Outside third
Facilitator process, provides
to challenge the status party
support to the Team
quo
Leader

If you want more information on becoming an ACE, or using the „Change To Win‟
process, please contact the undersigned.

Mike Sondalini
Lifetime Reliability Solutions
www.lifetime-reliability.com
email: [email protected]
Fax: (+ 61 8) 9457 8642
Mob/Cell: (+61) (0)402 731 563

Your edge in industrial business performance

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