Why RCM Doesn't Work?

From the Reliability Professionals
at GPAllied

Why RCM
Doesn’t Work
How To Avoid the 5 Biggest Mistakes
That Lead To False Starts and Dead Ends

A Special Report for
Corporate Executives & Senior Managers
GPAllied © 2009 • 1

Copyright Notice
Copyright 2008 GPAllied LLC. All rights reserved. Any unauthorized use, sharing, reproduction
or distribution of these materials by any means, electronic, mechanical, or otherwise is strictly
prohibited. No portion of these materials may be reproduced in any manner whatsoever, without
the express written consent of the publisher.

To obtain permission, please contact:

GPAllied LLC.
4200 Faber Place Drive
Charleston, SC 29405

Phone 888.335.8276
Fax 843-414-5779
pdmreport@gpallied.com
www.gpallied.com

5th Edition
September 2010

Table of Contents
RCM Made Simple................................................................................. 4

Does RCM Work for Manufacturers?..................................................... 7

RCM is too Resource Intensive - Mistake #1......................................... 8

RCM is Just too Complex - Mistake #2................................................ 10

Moving Forward Without A Plan - Mistake #3 . .................................... 13

RCM is All About Condition Monitoring - Mistake #4 ........................... 15

We Expect More From The RCM Process

Than We Do From Our Leaders - Mistake #5 ..................................... 17

About GPAllied………………………………………………….... ............ 18
.


Introduction
Reliability Centered Maintenance (RCM) is a So that’s why we decided to publish this new
proven, logical, sensible approach that helps report. Find out why RCM doesn’t work, what
companies improve reliability. needs to change and how to put RCM to work

Yet most companies are not getting the return at your company so it doesn’t become another

they expected. They see RCM as too much Resource Consuming Monster.

trouble for too little reward. It has been almost 30 years since Stanley

RCM Made Simple
Nowlan and Howard Heap published taking planes out of service for maintenance
“Reliability Centered Maintenance”, the every 1,000, 5,000 or 10,000 hours.
ground-breaking study that changed But the problem with the 747’s was the amount
maintenance forever. of maintenance specified by federal regulators
Yet myth, mystery and confusion about RCM was three times more than the maintenance
still abound. So let’s begin with the basic required for Boeing 707’s. That meant more
truths. time in maintenance, more time out of service,

To paraphrase RCM practitioner, Doug and a huge disruption to operations.

Plucknette, of GPAllied, RCM is a structured Clearly, the airlines’ traditional approach to
process developed to ensure the designed maintenance would not be economically
safety and reliability capabilities of a process feasible for the new jumbo jets.
or piece of equipment. The beauty of So the airlines had two choices: Either buy
understanding the RCM process is it can be a larger fleet of planes or develop a more
applied to virtually any physical asset in any economical approach to maintenance.
plant around the world.
That’s why United Airlines led a task force
RCM’s roots go back to the early 1960’s, to re-evaluate the concept of preventive
when the commercial airline companies were maintenance and determine the most
considering buying the new jumbo jet, the economic strategy, without compromising
Boeing 747. safety. The result was the process that we
At the time, the airlines religiously practiced now know as RCM, which was successfully
time-based preventive maintenance. Why? employed on the 747 and all subsequent jet
Because the conventional wisdom was that aircraft.
equipment wears out over time. So that meant

4 • GPAllied © 2009 Why RCM Does Not Work

Who Developed RCM?
United, along with and Boeing Aircraft was “Reliability Centered Maintenance”, a
Corporation, were the early pioneers of RCM. landmark 495-page report by Stanley Nowlan
Other airlines also considering buying the new and Howard Heap, which described the RCM
747’s joined the task force and contributed to methodology developed for the Boeing 747,
the process. Douglas DC-10 and Lockheed 1011.

But it was Boeing and United who took the (Nowlan was the Director of Maintenance
lead in developing a logical, rational approach Analysis for United; Heap was United’s
to maintenance that would also be acceptable Manager of Maintenance Program Planning.)
to the federal regulators. In 1978, the Defense Department placed the
In 1976, the U.S. Department of Defense report in the public domain for use by anyone
contracted with United to publish how airlines interested in it.
develop maintenance programs. The result

How RCM Revolutionized Maintenance
The key to RCM was abandoning the to “If it ain’t broke, don’t fix it”.
philosophy of “preserve-equipment” in favor Nowlan and Heap also concluded that:
of “preserve-function”. Simply put,
- Time-based maintenance works only for a
equipment became the means to an
small percentage of components, and then
end, not the end in itself.
only when there is solid information on their
In addition, Nowlan and Heap “wear-out” characteristics”.
concluded that a maintenance
- Condition Based Maintenance (CBM) is
policy based on operating age
the most-preferred option. That means
would have little, if any, impact on
monitoring, observing and taking non-intrusive
failure rates. Thus, applying time-
actions, such as lubricating and cleaning, until
based maintenance on equipment
a condition signals that corrective action is
which has no “wear-out” pattern was
necessary.
futile. This forced a change in philosophy
from, “It wasn’t broke, but we fixed it anyway” - Run-to-failure is a viable tactic in situations


when there is no safety and little economic - Non-intrusive maintenance tasks should
impact. be used instead of intrusive maintenance

- In a significant number of situations, the very whenever possible. In other words, don’t

act of maintenance itself causes subsequent do any maintenance, except monitoring and

failure of the equipment. non-intrusive sustaining actions, until condition
directs intrusive corrective action.

RCM Pitfalls
In the last 40 years, no better method than “RCM is misunderstood to be software.”
RCM has been found for determining what “In the beginning, it was hard. And it
maintenance should be performed. Four is still a challenge to steer the mind-
statistically significant studies have confirmed set toward more condition-based
the validity of RCM. maintenance than time-based.”
Yet, in a survey conducted by Reliabilityweb. “We always ran into the problem with
com in 2005, several companies offered the implementation. In the few places
following excuses when it came to their failure where we implemented it successfully,
to begin or implement RCM as a reliability tool. it was at the maintenance level. And
“Mining, like all industries, wants results recognition for it was non-existent.”
right away, not in 6 months or a year. “The system is very strong but too high
The classical RCM process is too time level ...”
and resource intense.”
The truth is, there are many pitfalls in RCM.
“RCM is a great tool but very resource But few get revealed when an RCM project
intensive.” fails. You see, nobody wants to write an article
“100% reliability is extremely expensive, or present a paper at a conference which
difficult to attain, and not necessarily reveals how money was wasted and great
the right answer.” visions were never realized.


Does RCM Work for Manufacturers?
At the RCM 2005 conference in Clearwater, This mission leads to a very tight set of
Florida conference attendees were asked: maintenance guidelines, procedures and

“If your company did the maintenance for controls. On the other hand, inside the typical

commercial airplanes, how often would you manufacturing plant where maintenance is

fly?” viewed as a repair, the maintenance mission is
not that clear.
Scary thought? Fortunately, most industrial
maintenance managers will never have to For example, if a packaging line goes down for

answer that question. a couple of hours, that may not be such a big
deal. But when you’re talking about a plane
To be sure, when it comes to the
with hundreds of people on board, that’s a
understanding of maintenance and the roll of
totally different story.
Reliability Centered Maintenance, the airlines
are far ahead of industrial manufacturers. After See, the fundamental difference between RCM

all, RCM was invented by the airline industry. and all previous approaches to maintenance
is the emphasis on two things: safety and
But also, in the airline business, the
reliability. So even when you take out the
maintenance mission is quite clear, it begins
safety factor, it’s obvious that RCM is still the
with an understanding of equipment functions
best way to go.
and the failure modes that result in functional
failures and ends with a very specific If RCM is so successful, why do some

maintenance strategy designed to mitigate companies have failed RCM efforts?

the consequences of each failure mode. As a To answer this question, GPAllied created the
result, maintenance is viewed as a reliability paper: Why RCM Doesn’t Work – How to Avoid
function instead of a repair function. the 5 Biggest Mistakes that Lead to False

In viewing maintenance as a reliability Starts and Dead Ends. In viewing the problem

function, the airline industry simply charges with a traditional RCM approach, GPAllied

maintenance with the following mission: offers not only the top five causes for failed
RCM efforts, but pro-active tasks that can be
To keep airplanes airborne, full of passengers,
put in place to eliminate the failures.
and safe.


RCM is Too Resource Intensive
Mistake Number 1 Leading based operational, speed and quality losses.

to False Starts and Dead If you have selected a critical asset, your
implemented RCM maintenance strategy will
Ends in RCM
show measurable improvements in OEE with
RCM is often viewed as a very resource-
added improvements in Health, Safety and
intensive process. To perform a single RCM
Environmental performance as well.
analysis requires a substantial amount of work
As a general rule, the success of your first
with literally hundreds of decisions that have to
implemented RCM analysis will build the
be made.
business case to complete RCM analysis on
So RCM should not be applied to every single
the remainder of your critical assets.
asset you have. The key is to apply it only
where it’s needed.
Why is RCM viewed as being
For instance, there might be only about 10%
resource-intensive?
of the assets in your plant where you need
RCM. If you apply RCM on that critical 10%, A good RCM analysis requires a number of

you should be able to improve your overall key people to take time away from their regular

capacity, increase output and return a value jobs. Subject matter experts, like operators,

much greater than the money you spend maintainers, supervisors and trades people,

to do it. will need to become a part of your RCM ef-
fort as it’s their expertise and experience that
makes the process successful.
How do you determine where you
While some plants believe they can’t afford
should apply RCM?
or even consider RCM – especially in a
Focus on the systems that will give you the reactive situation where the main job is to
best Return on Investment (ROI). Simply put, keep the plant running. Companies who
RCM is a slam dunk when it comes to return have successful RCM efforts in place know
on investment for critical assets. Begin you the reality when it comes to critical assets;
RCM effort by identifying the top 10% of your “We can’t afford to not do RCM when it
most critical assets. Once this list has been comes to our critical assets as the cost of lost
identified, you should now begin to measure opportunities alone will doom our business.”
Overall Equipment Effectiveness (OEE) on
When we get down to the nuts and bolts of
these assets and performing RCM analysis
why RCM works for some companies and not
on those critical assets that have equipment-


others we find three things all the successful performed by your experts on critical assets
efforts have in common; will provide a return on investment in improved

1. Leadership equipment reliability with reduced Health,
Safety, and Environmental incidents and
2. Structure
accidents.
3. Discipline
It takes experience and expertise to
Companies that don’t use RCM, look for and understand your failure modes and mitigate
share openly with others excuses as to why the consequences. Only your people bring
a proven process didn’t work at their plant. both experience and expertise to the table.
While some may view RCM as being labor They are the critical resources able to deliver
intensive, companies who have successful exceptional results.
RCM efforts understand that RCM analyses

Only your people bring both experience
and expertise to the table.


RCM is Just too Complex
The 2nd Mistake Leading on the team, and are all maintenance

to False Starts and Dead managers. So in effect, the company’s senior
maintenance staff has already decided NOT to
Ends in RCM
use RCM as a way to improve availability.
If you’re looking for the book of excuses why
Why? I didn’t ask, but I have a strong hunch
RCM didn’t work at your plant we have heard
that the complexity of an RCM analysis and all
them all. Recently we received a call from
the documentation required can be extremely
an operations manager at a mid-sized U.S.
demanding. That’s the main reason why
utility company. He’s part of a five-member
manufacturers have been so slow to adopt the
corporate team trying to improve the way they
RCM approach.
do maintenance.
Reliability Centered Maintenance is a
Basically, their challenge is to raise availability
structured step by step, logical process. The
across their fleet of plants from 85% to 91%.
structure of this process, while quite simple,
At first, he wanted to talk about some
requires a trained facilitator who has the
Condition Monitoring solutions. It seems they
discipline to lead the team step by step through
have numerous plants, and “each one is doing
the process.
something different on PM and PdM.”
At first glance, the RCM process can be
Then I asked a couple of questions about
intimidating and we are often challenged with
RCM. Quickly, his tone changed from
enthusiastic to reluctant.
Finally, he said, “Hang on
a minute; I need to shut my
door.”

“Look”, he said, “RCM is a
dirty word around here. I’m
working with a group that
really doesn’t like RCM.
What they like is condition-
based. So I can’t go back
to them with anything that
sounds like RCM.”

Now what’s interesting is
there are four other members


the question; Do we really need to discuss 2. Use TBTUF
failures to this level of detail?
Total best thinking up-front, or TBTUF, is one
If you want to be successful in improving of the keys to successful RCM. In the simplest
reliability, the answer is yes. terms, RCM is a decision-making process

Remember the three traits of companies who which calls for answers to questions such as:

have successful RCM efforts? • What is this system supposed to do?

• How can it fail to do that?

Leadership – Structure – Discipline • What causes it to fail?

The RCM process provides the structure • What happens when it does fail?
needed to be successful. Our GPAllied RCM
• Can we predict or prevent that from
Blitz™ Practitioners provide the leadership and
happening?
direction through hands on mentoring that will
Obviously, the answers must come from the
provide the leadership and discipline it takes to
people who know the system: operators,
make RCM part of your company culture.
maintainers, supervisors, technicians,
Some recommendations when it comes to
designers and manufacturers.
starting a successful RCM effort:
The key is to identify these experts and get
their buy-in well in advance.
1. Sell team members on the
benefits of RCM
3. Involve the RCM team members in
RCM takes time and effort away from people
implementation
who already have full-time jobs. So you’ve got
Each RCM analysis should have an
to be able to explain to them, in plain English,
Implementation Manager assigned to the
the benefits of RCM.
analysis. This person is responsible for
Forget all the technical jargon. You must
tracking and reporting the progress of your
be able to show how RCM will improve the
implementation to company management
economics, safety or quality of life at the plant.
and the RCM team. To help push the
Post some examples of successful RCM implementation forward, each task identified
efforts and begin your effort by getting baseline in the RCM analysis should be assigned to a
OEE measures on your critical assets. specific individual and each task should have a
Continue to measure OEE as you begin to due date for completion.
complete and implement the tasks from your
One way to assist in moving forward with
RCM analyses. The success or your effort and
implementation is to involve the RCM team
the improved OEE will sell the process.
in the implementation of RCM tasks. The


people involved in the analysis will often analysis meetings which tie up people for
take ownership in making sure the tasks are weeks on end.
implemented, scheduled and completed. Your RCM meetings should be prepped,
planned, scheduled and performed with the

4. Get leaders on board efficiency of heart bypass surgery and tying up
critical resources (people) for weeks on end
It is not unusual to see the least experienced
will only doom your effort.
and most junior personnel assigned to an RCM
analysis team. What does that tell everyone The RCM Blitz™ methodology came about

about the project? as a result of recognizing that RCM analyses
don’t have to last for weeks and months on
Your RCM teams should be made up of people
end. The average RCM Blitz analysis lasts
who are viewed as:
less than one week and by Monday afternoon
• Experts in the process or piece of the following week you will have a complete
equipment being analyzed implementation plan in place.
• Respected by their peers in operations and Best of all, the team can start implementing
maintenance the simpler changes that come out of the RCM
• Outspoken, Honest, and Open to Change process and start showing results!

Debunking myth number two, “RCM is too

5. The A-B-C formula for avoiding complex”!

“analysis paralysis” RCM is not complex, it’s structured, and as a

Information overload makes it difficult, if not result, this structure requires a detailed plan

impossible, for people to make decisions. So and the leadership to see it through.

that’s a good reason to avoid non-stop RCM


Moving Forward Without a Plan
The 3rd Mistake Leading Because if there’s no execution, there will

to False Starts and Dead be no return on investment. So if you don’t
have or can’t get the resources needed for
Ends in RCM
implementation, there’s no point doing any
One of Murphy’s Law states that everything
analysis.
takes longer and costs more than originally
Now this point seems obvious, but it’s often
projected and we’re afraid that’s true about
overlooked.
many RCM projects.
For instance, in 2001 a steel plant did a
The old maxim “time is money” most definitely
complete RCM analysis on a number of
applies to maintenance.
critical systems in their rolling mills. But
One sad fact we all recognize about time; You
afterwards, the company’s management
can’t speed it up or slow it down. When we
denied all requests for resources to implement
are young we can’t wait to get older so we
the results. The company later declared
can drive or move out on our own. When we
bankruptcy and the plant was sold.
get older we often wish we could go back and
In another case, a big international chemical
change things or just slow time down to enjoy
company hired a consultant to facilitate
life. So when it comes to time, what do we
RCM analysis on a troublesome process
have left?
which was impacting multiple plants. The
We have to manage time to get the most out
analysis was completed, report written and
of life and the same is true when it comes to
recommendations made within 3 weeks.
RCM. The best RCM efforts have a detailed
Yet two months later, the implementation still
plan from start to finish and this plan is
hadn’t begun, and it probably never will.
reported to everyone who has a stake in the
RCM effort. The key to having a successful RCM effort
comes in understanding why the two above
From a 30,000-foot view, there are basically
RCM efforts failed. What did both efforts have
four steps to any RCM project:
in common?
1. Up front planning
They failed to have a detailed plan in place
2. The RCM Analysis
to set the project up for success. If you don’t
3. Implementation of RCM tasks have a detailed plan for success, then you can

4. Achieve results, benefits and return on plan on failure.

investment Think Days Instead of Weeks
The secret is to consider step 3 first. Why? Without a doubt, one of the biggest success


factors in RCM is how fast you can go from the impact ... IF immediate action was taken.
analysis in step 2 to implementation in step 3. The secret is to treat the analysis,
The whole purpose of RCM is to determine the implementation and results steps as
most cost-effective type of maintenance for a overlapping with each other rather than in strict
particular system. So it makes sense that the sequence. The ideal situation is when you
sooner you can implement the results of an can begin showing real benefits of the RCM
RCM analysis, the sooner you should be able process before the analysis stage has even
to show the value. been completed.
In contrast, the longer it takes to implement the
results of an RCM analysis, the less likely the
Keep Approval Chains to a Minimum
project is to succeed.
Finally, it’s a good idea to keep the approval
That’s why one of the roles of an RCM
process as short as possible in order to
Implementation Manager is to push, push and
prevent any delays in execution. You don’t
push some more to keep the elapsed time
want anyone who is unfamiliar with the RCM
between analysis and implementation down to
process blocking progress without good
the shortest number of days possible.
reason.
You’ve probably heard of the concept in time
All the mechanisms should be in place to start
management which says work expands to
implementing results well before the analysis
fill the time available. That principle will kill
is complete on the first system. There can be
you in RCM if you aren’t careful. It’s the
multiple activities to consider, including:
positive pressure of tight deadlines and high
expectations that get and keep RCM projects • Identifying and allocating resources

in high gear. • Writing new procedures, walking-down
equipment and getting approvals

He Who Hesitates…. • Buying special parts and tools

Another costly mistake is when RCM leaders • Training and orientation of crafts personnel

wait until all the analysis are complete on new procedures

before they begin implementing the new • Planning and scheduling
maintenance plan. To be sure, in most cases • Executing new tasks
implementation can and should start soon after
The reality is that some companies can take
analysis begins.
months to make small decisions. That’s why
The fact is that RCM analysis teams have it’s important to set aggressive timelines and
many “Ah Ha” moments when they uncover make everyone live by them once the changes
changes they know would have an immediate have been approved.


Shall we put to bed RCM excuse number contract that details each step of process, the
three? Rest assured, your RCM effort will people involved in each step and the date it
fail if you don’t have a plan. RCM takes time, will start and the date it will be completed. This
critical resources and money, so it should contract requires signatures from company
only be applied where it will show a return on management, area managers, supervision and
investment. the RCM team.

Does that statement sound familiar? It should, In ten years of leading companies to
we have the same expectations for capital successful RCM efforts, every company that
spending, yet how many capital projects move completed the RCM contract implemented
forward without a plan? their analysis tasks, showed a return on their

If you want your RCM effort to be successful investment and continued with a successful

you will need a detailed plan in place. The RCM effort. The contract is your plan for

RCM Blitz™ method gives your RCM success when it comes to RCM, and now that

facilitators detailed instruction on how to set we have a plan, you can forget about making

your effort up for success. Prior to starting mistake number three!

your first RCM you will prepare the RCM

RCM is All About Condition Monitoring
“We don’t have it, we don’t get it, help them build the business case for using
and we can’t afford it” PdM and precision maintenance techniques.

The 4th Mistake Leading A good RCM analysis delivers a balanced

to False Starts and Dead set of maintenance tasks designed to ensure

Ends in RCM the inherent designed safety and reliability
capabilities of your asset. The key word here
RCM is often viewed as a complex and
is balanced, each task is designed to mitigate
advanced reliability tool intended only for
a specific failure mode with the recognition
companies with advanced maintenance
that one task can not and will not cover all the
and reliability efforts. As a result, many
failure modes for any given component.
companies who could be successful in RCM
are scared away from the tool because they RCM is all about understanding failure and the

don’t have a predictive maintenance group or relationship between causes and effects. It’s a

their tradespeople have not been trained in process that shines a light on each component

precision alignment or balancing. detailing, not only the ways it can fail, but also
the ways we as humans cause it to fail.
As a result, they shy away from a tool that will


As part of the RCM decision making process If we follow the RCM process and start our
we ask the question: Can the failure be effort with a plan, the business case to perform
detected using On-Condition Maintenance? vibration analysis and other PdM techniques

When I ask this question regarding the failure on our critical assets will be a slam dunk. The

of a high speed bearing on a piece of rotating cost of bringing in the technology, detecting the

equipment, I will often get the following failure, and planning and scheduling the repair

answer; “Well, no…..we don’t have a vibration prior to failure will be far less than cost of an

group, so we can’t detect that failure.” unscheduled emergency failure.

Reliability Centered Maintenance is not about Reliability Centered Maintenance is all about

the haves or have nots, it’s about making the building the business case for reliability. It’s

determination of what is the best thing to do. about learning how to operate and maintain

So when it comes to answering the question; our assets in the most efficient way possible.

Is there an On-Condition task that would detect With that being said, I think we can burry

the failure? The correct answer is always yes, excuse number four. Every one can afford to

and that task is vibration analysis. learn and apply PdM techniques to their critical
assets.


We Expect More From the RCM Process
Than We Do From Our Leaders
The 5th Mistake Leading six people through a RCM analysis and they

to False Starts and Dead will come out of that analysis with a thorough
understanding of how the equipment is
Ends in RCM
supposed to work and the consequences
It’s been said in the past that one in every
of each failure mode. That knowledge has
three RCM efforts will end in failure. I think
tremendous value, but on its own, it won’t
that statement is actually being very kind to
show a return on investment for the RCM
RCM. I would put the number to two out of
analysis. To get the value from your analyses,
every three.
they must be implemented.
These numbers are both sad and discouraging
While its been stated over and over that
considering the workforce in today’s
implementation is the graveyard of RCM, I tend
manufacturing companies are both more
to have different belief. While your RCM effort
experienced and educated than the workforce
might be dead and buried because it wasn’t
Stan Nowlan and Howard Heap had to work
implemented. Your leadership holds the RCM
with.
shovel and they have two choices:
I stated earlier that Reliability Centered
1. They can use the shovel to dig a grave
Maintenance is about understanding the
by ignoring the process, expecting
relationship between causes and effects, and
implementation to happen all on its own.
in doing so we use the experience of our RCM
2. They can use the shovel to dig the
team to identify the failure modes of our assets
foundation for a successful RCM effort
and in turn use the RCM decision logic to
by becoming involved with the planning
identify a maintenance task to mitigate each
and execution of each step of the RCM
failure.
process.
Using that same logic, could we not perform a
When it comes to successful RCM efforts,
RCM analysis on Why RCM Efforts Fail?
we see leaders and leadership at all levels.
In simple terms Reliability Centered
People who understand that while the RCM
Maintenance is Pro-Active Root Cause
process will deliver the structure, it takes
Analysis and if we look at the causes of why
people to deliver the leadership and discipline
RCM efforts fail, one major piece of this cause
necessary to guarantee success in any RCM
map would be leadership.
initiative. With Leadership factored in….RCM
All by itself RCM is a fantastic process, put really DOES work!


About GP Allied
GPAllied helps companies build wealth and Those who prepare now will reap big dividends
competitive advantage through world-class in the future…while others will struggle to
predictive maintenance and reliability across a survive.
global manufacturing network. There are very few shortcuts. However, one is
Founded in 1997, GPAllied has quickly to make sure you get the right help.
become the largest engineering firm Now you can get answers to your most
specializing in predictive maintenance and important questions about RCM with a free,
reliability engineering. 55-minute reliability phone consultation.
Today, GPAllied serves some of the biggest There’s no hassle, no cost and no obligations.
names in manufacturing, including more than
Any information you provide is confidential and
200 plants and facilities in the U.S., Canada,
will not be shared outside of our firm.
Europe and Latin America.
To take advantage of this special offer contact
FREE Reliability Consultation
GPAllied at:
Every year the gap between the companies
Phone: 888-414-5760
who are taking advantage of reliability and the
ones who aren’t gets wider. Fax: 843-414-5779

That’s why you can’t afford not to make Email: info@gpallied.com

significant reliability improvements in 2007.


Legal Notice
While all attempts have been made to verify
information provided in this publication,
neither the author nor the publisher assumes
any responsibility for errors, omissions or
contradictory interpretation of the subject
matter herein.

The purchaser or reader of this publication
assumes responsibility for the use of these
materials and information. Adherence to all
applicable laws and regulations, including
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practices and any other aspects of doing
business in the U.S. or any other jurisdiction
is the sole responsibility of the purchaser
or reader. GPAllied LLC. assumes no
responsibility or liability whatsoever on behalf
of any purchaser or reader of these materials.


GPAllied, LLC.
4200 Faber Place Drive ▪ Charleston, SC 29405 USA
Phone 888.335.8276 ▪ Fax 843.414.5779
www.GPAllied.com ▪ info@GPAllied.com

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