Dave Reiber is a business solutions architect with experience leading predictive maintenance programs at General Motors. He has held several leadership positions relating to asset management software Maximo. Reiber introduces perficient, an IT and experience design firm, and discusses his background in predictive maintenance and reliability. He then provides an overview of General Motors, including its global operations, brands, and sustainability efforts.

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Dave Reiber – CMRP
Currently – Business Solutions Architect for Perficient
Recently - Predictive Maintenance Lead for General Motors & Global Training for
Maximo
• Held several Leadership positions at General Motors
• Skilled Trades Supervisor and General Supervisor at 2 GM Sites
• Maximo Site Project Manager
• North American Maximo Business Lead
• Global Maximo Business Lead
• Member of IBM Maximo Advisory Board for many years
• Co-Lead for IBM Manufacturers User Group for Maximo
• Speaker at many Maintenance and Maximo Conferences
• Led Maintenance Webcasts for UE and Plant Engineering Magazine
• Hosted many Maximo & Predictive Webinars for General Motors
• Certified CMRP from Society of Maintenance and Reliability Professionals
• Certified CPMM from Association for Facilities Engineering
INTRODUCTION

3. Perficient (NASDAQ: PRFT) is a
leading information technology
and experience design firm
serving clients throughout North
America.
Fast Facts:
• Founded 1997
• $500 MM+ in annualized
revenues
• 24 locations in North America
• Offshore in Europe, China and
India
• 2600 + employees
• 80% of revenue from recurring
clients
• Served 450+ clients in past 12
months

4. STRATEGIC PARTNERS
ENTERPRISE PARTNERS

5. Customer Focus
• Cross Industry: Healthcare, Life
Sciences, Financial Services , Retail,
Energy and Utilities
• Fortune 2000 (Industry and Enterprise)
• On/Off-shore delivery teams
• North America, Europe, India, and China
Solution Focus
• Portal & Collaboration
• Omni-Channel Commerce
• BPM & Integration
• Business Intelligence & Big Data
• Experience Design
• Financial Performance Management
• Enterprise Content Management
MAXIMO / Predictive Maintenance Quality

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Transition through downsizing and Bankruptcy:
Leading a Large Maintenance Team through turbulent change
has it’s challenges. Presentation will address the process of
change, the day to day work life atmosphere, loss of skillsets,
and reorganization of efforts to evangelize and grow the
Predictive Sciences at GM.
Dave’s 1st Tip:
• Who do you most want to impress? (Business and Personal)
• Prioritize your life - Family Diane, kids, grandkids
General Motors Predictive Maintenance

7. ABOUT
GENERAL
MOTORS
• One of the world’s largest
automakers
• Global headquarters in Detroit, MI
• Employs 202,000 people worldwide
and does business in 120 countries
• GM and its strategic partners produce
cars and trucks in 30 countries
• China is GM’s largest national
market, followed by the U.S., Brazil,
the UK, Germany, Canada and Italy
• Brands : Baojun, Buick, Cadillac,
Chevrolet, Daewoo, GMC, Holden,
Isuzu, Jiefang, Opel, Vauxhall and
Wuling

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What does Global look like? 2008- 176
Now Just over 100WHAT DOES GLOBAL LOOK LIKE?

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General Motors - Green Facts
Recycled
Materials
• The recycled
materials used in
GM’s products come
from a variety of
origins – from pop
bottles, blue jeans,
old CDs, water jugs
and nylon carpet to
old tires, recycled
steel and recycled
vehicle bumpers.
Renewable
Fuels
• GM has more than
3.5 million cars and
trucks on the road in
the U.S. that can
run on up to 85
percent ethanol, a
renewable and
cleaner-burning fuel
– this is more than
any other
automaker and
more than half the
total number of flex-
fuel vehicles in the
U.S.
Wildlife
Preserves
• GM has 13
wildlife habitat
certified sites
around the world,
including at the
company’s global
headquarters at
the Renaissance
Center in Detroit,
Mich.
Education
• With key
partners, GM has
created and
distributed 10
educational
curriculums for K-
12 classrooms
that help to
educate students
on various topics
related to
science, math,
technology and
the environment.

10. Built-In
Quality

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Issues and Items
Health of the Economy
Relationships at Work
Accountability to our Customers
Accountability to the Environment
Driving Factors for Change
The Health of the Economy has direct effect on the overall atmosphere of the Detroit area. As consumer
confidence wanes, fear of spending, resounds through the area. Not just Automobiles. Dinners,
Electronics, Retail Sales, Travel, etc…, are impacted. However, Detroit’s lifeblood is in the Automotive
business. We have seen tough economic times magnify issues that we have been fighting for years. We
were forced to solve some of those issues with tough outcomes. Today we are much better positioned,
but markedly aware of the level of consumer confidence. As Consumer Confidence diminishes , so goes
the Detroit Economy.

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• The Numbers:
• How many Predictive Technicians. - (300 + / 100+)
• Certified Trainers became more important - (Predictive Tools and Maximo)
• Increased Maximo Skill Level for all Users - (Required Data)
• What changed the most?
• Level of awareness - (Costs, Technology, Economy, etc..)
• Attention around the value of Proper Training - (Skillsets)
• Attention to details around - CAPEX / OPEX accountability to ROIC
• Understanding where to start in the technology field - (Quick Wins)
• Faster return on invest - (Initial Costs & Training Requirements)
• New tech showing up everyday - (Optivibe , PMQ, etc..)

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DECIDING WHAT DATA TO COLLECT
Begin with the end in mind – What data will be needed for
Analysis?
Decide which reports are used in each level of the
organization (SPQRC)
Look at system requirements & your business process
requirements
When training your users and leadership, make the
relationship between data collection and the finished reports
When they see WIIFM, you will get buy in
MAXIMO

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OVERALL ATMOSPHERE
2008 – 2011
• Stressed / Worried
• Employees felt helpless to effect
their future
• Relationships at work – very
tenuous
• Watched good people leave the
company
• Listened to the public perception
tear down their business
• Running hard, but not seeing
positive results
TODAY
 Overall positive attitudes. Very
busy, thankful to be working
 Everyone very focused on
doing the right thing fast &
efficiently
 Employees are much more
involved in leadership &
meeting the public.
 Employees are much more
involved with the Design &
Engineering Community.
 Feedback is welcomed.

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• Recognized Training to be paramount to success
• Consolidated many functions across different processes,
example – Assembly, Powertrain, Engineering, etc…
• Find the Pockets of Excellence! - Share
• Get as common as possible.
• ID the Successes & Failures – Learn and Retain the knowledge.
• Auditing – You get what you measure – Quality levels / BPD / OEE /
SP Parts / Shadow Boards, POU / Integrated Suppliers / etc..
• Proactive Mindset / Zero Failure Goals – Professional Approach
• Predictive – Condition Based – Listen to our Assets
• EM - Corrective action, continuous improvement Required
• Severe Problem Solving – Select a common method – imbedded.
• Workflow Processes for all activities – EM/PM/Proj/ etc…
• Organization – Who is handling what? – Stop Redundancy
• Which System(s) do I need? - Maximo / Analytics / Quality / etc..
• Work together - Tie different groups, working together, etc….
• Don’t wait!
DISCUSSION POINTS

16. All Business Decisions, affect all parts of the Business. We can no
longer only worry about our Cost Silo. Pushing burden to another area
of the business is not acceptable.

17. EXAMPLE:
It starts with - COOPERATION – within your Sites Walls

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Nine Predictive Technologies
 Vibration Analysis
 Infrared Thermography
 Ultrasound / Shaft Ultrasound
 Electrical Motor Diagnostics
 Oil Analysis / Lube Training
 Laser Alignment
 Hi-speed Video
 Video Probes
 Chain Wear Monitoring

20. Predictive Maintenance Tools identify
failing assets early, by monitoring certain
conditions. By base lining and trending,
they identify the probability of failure.
Objective:
Precision Maintenance
Find early failure signals with Vibration / IR / EMD / Ultrasound / Oil Analysis
When we can hear the problem
or feel the heat, it’s too late.
Failure is imminent.
Example: Fixing misalignment early saves $
We are picking up failures earlier minimizing the
degradation curve

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Predictive Tools Standard Equipment List
All Sites were
given this letter as
a guideline to get
started or continue
their activities with
the Predictive
Maintenance tools.
Consortium
studies (AMTEC)
show that 24% to
28% of all
Proactive
Maintenance
Activities should
be Condition
Based.(CBM)
September 8 2014

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1st Priority - Start with what is approved and provide a scalable solution.
Per the September 8, 2014 letter, If you are considering purchasing equipment outside
the current list you should be getting approval from Charles McCarthy or Dave Reiber.
Working with the CHR Team, from the Standardized List, will help us support
your team, by working with purchasing to get the best blanket pricing available.
Also, we (CHR Team) are trained in the standard equipment and can provide
technical / training support:
• Infrared Camera(s) - see support slide
• Currently Flir –E60/T420/T440/T640 Being updated with new information
• Camera(s) should be chosen based on application and growth potential.
• Minimal training requirements should be set by the GM User Group.
• Vibration Equipment
• Currently CSI 2130/2140
• Electric Motor Diagnostics
• Currently PDMA online and offline testing
• Ultrasound
• Currently UE Systems
• Chain Wear Monitoring
• Currently Castrol / Lubecon

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Example - Site Approach Sheet
Each Site – Separate and Unique Approach

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Application of Predictive Tools at Stamping Plants
*The pieces of equipment listed for inspection are only some of the items that can be inspected in a Stamping Plan
Vibration Analysis
Infrared
Thermography
Ultrasound
Electrical Motor
Diagnostics
Conventional Presses Robot motors and
joints
Electrical Systems
prior to opening
All AC, DC, VFD
Electrical Motors
Transfer Presses Weld cables and tips Mechanical Systems Incoming Power
Quality
Pump / Motor Electrical control
cabinets
Leak Inspections Wires and cables
Fan / Motor Motors Drive shafts
Gear box / Motor Heat Exchangers Bearings / lubricating
Compressors Bus Duct
Bearings Conveyor systems
The following Predictive Technologies should be considered:

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Appllcations of Infrared thermal imagers in industrial facilities. And Specications for each
MECHANICAL:
-Overheated motor frame
-Overheated gear boxes
-Overheated - bearings/couplings
-Overheated pumps/ compressors
-Mis-aligned belts
Building Envelope:
Insulation integrity - Rooftops - Windows &
Doors
Application
Q
u
a
l
i
Nominal Thermal
Target Size
Attributes Attributes Attributes
High resistance connection (panels & switchgear)X 3/8 in 25 25 25
High resistance connection (bus duct) 3 in 100 100 100
High resistance connections (substation) 3 in 100 100 100
Overload X 3/8 in 25 25 25
Unbalance X 3/8 in 25 25 25
Single Phasing X 3/8 in 25 25 25
Harmonics X 3/8 in 25 25 25
X 17 17 17
440 temp range to 2500* Also
Overheated Motor frame 1 ft 100+ 100+ 100+
Overheated Gear box 1 ft 100+ 100+ 100+
Overheated bearing / coupling 3/8 in 25 25 25
Overheated pumps / compressors 2 ft 100+ 100+ 100+
Mis-aligned belts X 1/2 in 33 33 35
Robotic Welding Cable; cooling jacket X 2 in 49 100+ 100+
Oil filled tranformer cooling tubes X 2 in 49 100+ 100+
Defective valves / traps X 6 in 100+ 100+ 100+
Tank levels X 6 in 100+ 100+ 100+
Chiller operation X 3in 74 100+ 100+
Missing Insulation X 12 in 100+ 100+ 100+
Air leaks around windows & doors X 2 in 100+ 100+ 100+
Rooftop inspection (moisture) X 4 ft 100+ 100+ 100+
Training Required: 1 week Level 1 Course with verification test to verify
ability to use the Camera. Ongoing training after period of use to fully use
the Camera. Used for Business Level applications
Business-Professional Grade /
Auto/Manual Focus / Display 4.3" touch
widescreen / 5 measurement modes /
12 palettes / Temp range to 3632* /
digital camera / pic in pic / HDMI output
/ Bluetooth capable / Instant Report
capable / Industrial Hardy
Measurement Type
Video Recording / Instant Reporting to Computer
and Mobile Devices / ergonomic flexible design
with rotating optical block / Multi Lens Capable
Business - Professional Grade
/ Manual Focus Only / Display
3.5" touchscreen / 3 moveable
spots / 12 pallettes / Temp
Range to 1202* / built in Digital
Camera / Pic in pic capable /
Bluetooth Capable / Instant
Report Capable / Industrial
Hardy
M
E
C
H
A
N
I
C
A
L
3 recommended FLIR Cameras with various applications and
Complexity: E60 / T420/440 / T640
* Note: Resolution & Focus are the 2 most important
qualities to a good Thermal Image.
T640 Resolution 640 x 480 $21,000.00
PROCESS Suport:
-Robotic Welding Cable; cooling jacket
-Oil filled transformer cooling tubes
-Defective valves / traps
-Tank levels
-Chiller operation
E60 Resolution 320 x 240
$8,000.00
T420 / 440 - Resolution 320x240 /
$7,500 / $11,500
Business - Professional
Grade / Manual Focus Only
/ Display 3.5" touchscreen
/ 3 moveable spots / 12
pallettes / Temp Range to
1202* / built in Digital
Camera / Pic in pic capable
/ Bluetooth Capable /
Instant Report Capable /
Industrial Hardy
Resolv
e
Distan
ce
How to chose the
appropriate Infrared
Camera
Business -
Professional Grade /
Auto & Manual Focus
/ Display 3.5"
touchscreen / 3
moveable spots / 12
pallettes / Temp
Range to 1202* / built
in Digital Camera / Pic
in pic capable /
Bluetooth Capable /
Instant Report
Capable / Industrial
Hardy

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Vibration Case Study – Marion Metal Center
MR-1 PRESS-VIBRATION FIND
THE VIBRATION DATA ON THE 1000 TON DANLY PRESS INDICATED A
POSSIBLE
BROKEN TOOTH ON THE DRIVE PINION GEAR. A WORKORDER WAS
WRITTEN FOR A
GEAR INSPECTION. THE GEAR INSPECTION RESULTS SHOWED 4 BROKEN
TEETH ON
THE DRIVE PINION GEAR AND THE INTERMEDIATE GEAR WAS SHOWING
SIGNS ON
MISALIGNMENT.WHEN THE PRESS WAS RELEASED APPROXIMATLY 3
MONTHS AFTER
THE FIRST INDICATION OF A PROBLEM. THERE WAS SUBSTANTIAL
DAMAGE TO BOTH
THE DRIVE PINION AND INTERMEDIATE GEARS.
• Problem identified: Broken Gear Teeth.
• The use of a continuous monitoring system
(MachineXL) and proper Alarm levels
allowed
the problem to be identified early.
o Top of P-F curve.
o 8 – 10 months lead time.
• No unscheduled downtime occurred.
o 4 days of scheduled downtime.
o 800 proactive labor hours were required
to make repairs.
• If the problem had not been identified and the
press failed, it would have resulted in 10
days
of unscheduled downtime, and 2640 reactive
labor hours to make repairs.
• Cost Avoidance: $545,086.00
• Note: Information is based on Data from a
similar press failure that occurred in 2002.

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WHAT’S NEXT?
1. Predictive Maintenance Quality /
Deep Data Analytics
2. Optivibe
3. Future Perfect Asset
4. Future Perfect Maintenance
Professional
5. ISO 55000

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PMQ Predictive Maintenance Quality
Perficient / IBM

31. PM&C (Production Monitoring and
Control) & Cimplicity/CMore - DATA
MAXIMO - DATA
Predictive Tools - DATA
Collecting live time
continuous data around
Asset uptime.
People and remote
Sensors collecting
DATA around Vibration,
Infrared, Ultrasound,
etc…
Collecting DATA
around written Work
Orders related to work
competed by
Maintenance Team,
including Emergency,
Preventive, Predictive,
and Projects.
PMQ data Analytics
Trending, Patterning, learning, gaining intelligence around the
data, to help us be more Predictive to Failures.
The new Term is called Precision Maintenance
Can write Work Orders back to the Maximo
System
Can Notify through emails and other mobile
applications
Failures can be:
*Chronic
*Sporadic
*Catastrophic
Each need to be broken down separately
Data can be very intricate
and in separate systems
Connected
Data Sets

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Relationships First
Sometimes we try to impose a big paradigm shift on a team that is not ready.
“You can give a great plan to a Crappy Team and they will make Crap out of it.
You can give Crappy Plan to a Great Team and they will make it Great!”
Future Perfect Asset:
Built in Monitoring / Self Diagnosing / Environment Friendly / etc…
Future Perfect Maintenance Professional:
When to do what / Which tools are needed? / When do I ask for help? / Earn the
right / Lead / Collaborate / Cooperate / etc…
THE KEYS TO YOUR FUTURE SUCCESS
Dave’s Tip #2: Personal Continuous Improvement:
• Hone the ability to Lead a team through turbulent change
• Always aspire to greater things and lead the organization in that direction.
• Lead teams through inspiration, to take the extra steps that others won’t

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CONCLUSION
If we want to stand out we need to specialize:
• Condition Based Monitoring / Remote Systems / Deep skillsets / Standardized
Work Top Down focus for all Resources – training & understanding each person’s
impact.
• All metrics to relate to bottom Line - Cost per piece
• Ask for Help / Build relationships
• Learn Deep Analytics – Use the data you already gather
• Assign a risk # to an action strategy, then go after it strategically.
• Be sure to recognize the data needed
• Focus on Condition Based Monitoring – Your Assets are trying to talk to you.
• Assign Strategic Analysis Resources – Take action on the findings.
• Don’t wait for a Genius to come along – Harness the intellect of many smart
empowered people.
Dave’s Final Tip:
• No better feeling then you conquer your fears and achieve things that only a short
time ago, you thought were not achievable by you. The Feeling is unmatched &
worth it. I wish that I could meet all of you,

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Perficient Experts on site!
Dave Reiber CMRP
Solutions Architect
david.reiber@perficient.com
J-P Morgenthal
General Manager
J-P.Contreras@perficient.com
Kevin Clark CMRP
Director
kevin.clark@perficient.com