Maintenance Technology June 2014 by Applied Technology Publications

An Applied Technology Publication

JUNE 2014

MAINTENANCE

TECHNOLOGY THE SOURCE FOR RELIABILITY SOLUTIONS

Next-Generation KNOWLEDGE

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EXPERTISE

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Contents

MAINTENANCE

TECHNOLOGY THE SOURCE FOR RELIABILITY SOLUTIONS

JUNE 2014 • VOL 27, NO 6 • www.MaintenanceTechnology.com

FEATURES

Handoff To The Future: Mapping Reliability Training When it comes to ensuring productivity and profitability, well-trained reliability professionals are industry’s ‘magic bullet.’ Heinz P. Bloch, P.E.

DEPARTMENTS

Saying ‘Nuts’ To Maintenance Cuts To debunk the ‘we can cut maintenance’ myth, you need to use the right language. Jane Alexander, Deputy Editor

6 Forward Observations 8 Uptime 12 Lubrication Checkup 14 For On The Floor 18 News 38 From Our Perspective 48 Products

CMMS Makers Drive and Serve Demand for Mobile, Flexible Future

52 Marketplace

The big systems won’t go away, but demand for simpler, low-cost, Web-based alternatives has changed the market.

54 Compressed Air Challenge

Rick Carter, Executive Editor

53 Index 55 My Take 56 Manufacturing

Connection

ExxonMobil’s Equipment Builder Group Celebrates 100 Years of Excellence The group was formed to help OEMs advance the performance of the machinery they build for operations around the world. Jane Alexander, Deputy Editor

Industrial Lubrication Fundamentals: Storage & Handling

Visit our new, updated Website, live now! For info on June’s Web-exclusive content, see page 4.

The journey from refinery to point-of-use can kill a lubricant. Ken Bannister, Contributing Editor

www.MaintenanceTechnology.com 2|

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JUNE 2014

6/13/14 3:14 PM

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MAINTENANCE

What’s new this month at MaintenanceTechnology.com: Web-Exclusive Feature Vibration Monitoring: More Affordable Options, But Analysis Makes it Work By Rick Carter, Executive Editor See or hear a piece of rotating equipment vibrate abnormally, and the solution is obvious: shut it down, find the cause and fix it. In the preelectronic era, this is all there was to vibration detection—just what human eyes and ears could detect. When electronic sensors arrived, plant personnel could routinely monitor equipment vibrations and get a valuable perspective of potential failure trends before oddities became evident on the equipment. Now, wireless is expanding in-plant and remote-site opportunities for vibration monitoring, but brings a level of complexity its condition-monitoring cousins like infrared and ultrasound do not.

Reports From The Field

TECHNOLOGY THE SOURCE FOR RELIABILITY SOLUTIONS

June 2014 • Volume 27, No. 6 ARTHUR L. RICE

President/CEO arice@atpnetwork.com

GLEN GUDINO

Executive Director/Publisher ggudino@atpnetwork.com

PHIL SARAN

Associate Publisher psaran@atpnetwork.com

GARY MINTCHELL

Executive Director gmintchell@atpnetwork.com

RICK CARTER

Executive Editor rcarter@atpnetwork.com

JANE ALEXANDER

Deputy Editor jalexander@atpnetwork.com

GREG PIETRAS

Managing Editor, Print/Emedia gpietras@atpnetwork.com

ROBERT “BOB” WILLIAMSON KENNETH E. BANNISTER Contributing Editors

FRANCES JERMAN

Director of Creative Services fjermant@atpnetwork.com

ELLEN SANDKAM

Direct Mail 847-382-8100, ext. 110 esandkam@atplists.com

JILL KALETHA

Reliability the Keyword at PAS Technology Conference By Gary Mintchell, Executive Director The PAS Technology Conference was in session May 19-21. PAS bills itself as the “Human Reliability” company, and indeed reliability, broadly speaking, was a conference theme. This was also a celebration of PAS’s 20th anniversary, and historical references were everywhere. Eddie Habibi, founder and CEO, introduced the conference theme of Connecting the Dots by looking at the thinking of Ray Kurzweil, futurist and author (The Age of Spiritual Machines and Singularity). Noting that 86% of the predictions Kurzweil made in his Machines book have already come true, Habibi said that futurists work by bringing together various technologies into some ideas on trends—connecting the dots.

Reliability Products 360° Interactive product samples from leading manufacturers Go “hands-on” with examples of products from SPM, Allied Reliability Group and Emerson.

Find the above, along with extra news and products, the MT archives and more at MaintenanceTechnology.com. 4|

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Reprint Manager 866-879-9144, ext. 168 jillk@fosterprinting.com

Editorial Office: 1300 South Grove Ave., Suite 105 Barrington, IL 60010 847-382-8100 / FAX 847-304-8603 www.MT-online.com Subscriptions: FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE, 630-739-0900 EXT. 204 / FAX 630-739-7967

Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Suite 105, Barrington, IL 60010. Periodicals postage paid at Barrington, Illinois and additional offices. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2014 by Applied Technology Publications, Inc. Annual subscription rates for nonqualified people: North America, $140; all others, $280 (air). No subscription agency is authorized by us to solicit or take orders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: cpcreturns@ wdsmail.com. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By sending us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc. permission, by an irrevocable license, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned. “Maintenance Technology®” is a registered trademark of Applied Technology Publications, Inc. Printed in U.S.A.

JUNE 2014

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Type 316 Stainless Steel Cabinet Coolers

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High Temperature Cabinet Coolers for NEMA 12, 4 and 4X applications are available for heat loads in many capacities up to 5,600 Btu/hr.

NHP Cabinet Coolers keep a slight positive pressure on the enclosure to keep dirt from entering through small holes or conduits. For use in non-hazardous locations.

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“It took us three days to get a replacement computer cabinet and we didn’t

• NEMA 12, 4 and 4X If you would like to discuss an application, contact:

want to risk another heat failure. Fans weren’t an option since they would just blow around a lot of hot air. Freon-type air conditioners like those on some of our other machines were a constant maintenance project of their own. We purchased EXAIR’s Model 4330 NEMA 12 Cabinet Cooler Jeff Hauck, Lasercraft Inc. Cincinnati OH

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6/13/14 3:26 PM

FORWARD OBSERVATIONS

‘Strategy Act’ Not the Solution, But a Good Start Rick Carter Executive Editor

he government’s reputation for solving big problems takes a lot of hits, but hope is renewed each time a new solution comes up for discussion. Encouragingly, one of these solutions involves the skills shortage in manufacturing. It’s called the Skills Gap Strategy Act of 2013/2014—a dual, bipartisan bill introduced in the House last month (as H.R. 4541) and in the Senate last fall (as S. 1619). It’s brought to you by Senators Joe Donnelly (D-IN) and Dean Heller (R-NV), and Representatives Matt Cartwright (D) and Mike Fitzpatrick (R), both from congressional districts in eastern Pennsylvania. The bill’s stated goal is “to direct the Secretary of Labor to develop a strategy report to address the skills gap by providing recommendations to increase on-the-job training and apprenticeship opportunities, increase employer participation in education and workforce training, and for other purposes.” (Read it all at gpo.gov; sign up for status updates at govtrack.us.)

To the sponsors’ credit, they reached their conclusions about the need for skills-gap legislation after speaking with hundreds of manufacturing workers and business owners in their home states. Granted, asking for a “strategy report” seems a timid approach for solving a problem that some say is the reason a half-million or more jobs go unfilled in the U.S. Something with more firepower (like funding) will surely be needed. But for now, the sponsors’ focus is “on solutions that utilize existing resources, programs, and personnel,” says Fitzpatrick in a report he prepared on the topic. “Closing the skills gap will require participation from individual workers, the education community and employers, but the federal government has the ability to help, and a specific plan should be in place to do just that.” Nevada’s Heller adds that the

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proposed legislation can help solve what he calls “such a fixable problem.” To the sponsors’ credit, they reached their conclusions about the need for skills-gap legislation after speaking with hundreds of manufacturing workers and business owners in their home states. Fitzpatrick, for example, visited 100 businesses in 100 days last summer. He then surveyed 1700 “manufacturing-affiliated” operations in his district to ask about their experience with the skills shortage. From nearly 200 responses, he learned that: 70% have difficulty finding “employees with the right skills.” 60% say “the lack of skilled workers makes it difficult to grow” their businesses. Fewer than 20% believe “local educational institutions provide the trained workers” needed. These figures, though tiresomely familiar to readers of this magazine, may nonetheless spur action on Capitol Hill—if the bill’s sponsors and supporters can stay on point as it passes through committees. But all the group can do now is drive that support and hope the Skills Gap Strategy Act makes it to the White House for a presidential signature. You can help them by telling your representatives to back their efforts. It’s hard to imagine serious convincing would be required, but they need to hear it from you anyway. Much legislation is fighting for their limited attention. For this last reason, it also remains vitally important that you do as much for yourself in this regard as possible. Forward-thinking companies understand that a proactive stance—going into the community, working with local schools and colleges, creating internships and on-site training programs and the like—can be the quickest solution to a skills-gap problem. Even smaller manufacturers can nurture a budding local workforce that will be able to serve them now and in the future by letting neighbors know where they are and that good jobs are available. While help from the government, if it comes, could be a real shot in the arm, there’s much you can do to effectively address your own “fixable problem.” MT rcarter@atpnetwork.com JUNE 2014

6/12/14 11:31 AM

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UPTIME This column is the ﬁrst in a multi-part series on leadership in the maintenance and reliability ﬁeld.

Wanted: Maintenance and Reliability Leaders

Bob Williamson Contributing Editor

s I travel across the U.S. and Canada, I continue to hear about maintenance-related skills shortages in plants and facilities. It’s indicative of a crisis that will only get worse before it gets better—something I’ve written about many times in this publication. What I have not explored with our readers in great detail is the more frightening shortage of “maintenance and reliability leaders.” These are the individuals who spearhead maintenance and reliability actions, missions and projects. They have the authority and the responsibility to guide, direct and influence their teams and work groups. Quite often, they “lead” the way on the basis of their education and/or prior experience. We have an opportunity and an obligation to select and develop these leaders. But first we need to identify them: Where do they come from? How can we get more of them? Should we/can we grow our own? Is it possible to predict who has the inherent and learned talents to succeed as a maintenance and reliability leader? (In answer to this last question, I say “yes.”)

In our ﬁeld, leadership is a differentiator separating the best-of-the-best physical asset-intensive businesses from the rest of the pack. Keep in mind that maintenance and reliability (M&R) leaders do not work exclusively at the top of an organization— you find them in a wide variety of roles. For example, Lead Mechanics and Maintenance Supervisors are both examples of M&R leadership positions. Planners and Schedulers play M&R leadership roles, too, as do Maintenance Managers and Lead Reliability Techs. Likewise, Reliability Engineers and Maintenance Engineers are also M&R leaders. “Leadership” comes in different shapes, sizes and situations. The common factor is the human

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element. People—men and women alike—who lead the way are invaluable in any endeavor. In the field of M&R, leadership is a differentiator that separates the best-of-the-best physical-asset-intensive businesses from the rest of the pack. Job-performance requirements for leaders are relatively easy to define. The skills necessary for M&R leadership at various levels go well beyond the technical and “craft” sets. M&R leaders have the responsibility to not only be the best they can be from a technical perspective, they must be able to influence, encourage, coach, challenge and lead their peers and teams to reach levels of performance they wouldn’t normally achieve by themselves. In short, leadership calls for a mastery of people skills.

Leadership and teamwork Teamwork requires focused, decisive and purposeful leadership. As Andrew Carnegie famously said, “Teamwork is the fuel that allows common people to achieve uncommon results.” Still, not everybody is comfortable, qualified or capable of being a successful leader. There are certain inherent character traits, learned behaviors and communication styles that characterize effective leaders. Furthermore, effective leaders must have attitudes, beliefs and opinions that are conducive to their respective roles and responsibilities and compatible with their work groups and teams. Identifying leadership candidates with these traits and “self-management” abilities will go a long way to successful job performance, personal satisfaction and improved business performance.

Maintenance roles vs. reliability roles The subject of maintenance and reliability job roles has long been a topic of discussion among those wrestling with skills deficits in the workplace and the responsibilities of educational institutions. Because of the many misconceptions surrounding “maintenance” job roles at any level, there appears to be a trend to re-label them as “reliability” job roles. Confusing? Yes. There is a difference between maintenance and reliability work, and it is far more than an issue of re-branding. JUNE 2014

6/13/14 3:14 PM

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UPTIME Let’s look at two different M&R job roles for clues: Maintenance Engineer vs. Reliability Engineer. The authors of a 2005 survey conducted by two prominent Australian universities (Ref. 1) found no consistent distinction between the two job titles among surveyed practitioners. But they did emphasize the need to draw a distinction between them when creating the next generation of Reliability Engineers. Here’s how the researchers described those distinctions:

Reliability Engineers: Overall focus on strategic programs for the maintenance framework rather than day-to day operations: Reliability-focused design specifications Reliability assessments of in-service equipment Determine optimal condition monitoring requirements

Maintenance & Reliability Career Ladders CPE PE

Plant Engineering Manager

Production Operations Manager

CPE CMRP

CPE Maintenance CMRP Engineer

Reliability Engineer CMRP

CPMM

Reliability Manager

B.S. Degree

CMRP

Maintenance Supervisor

PdM Cert

Cps

Maintenance & Reliability CMRT Supervisor

Production Supervisor

CMRT

CMRP PdM Cert

Production Manager

Maintenance Manager

Maintenance Technician

Reliability Technician

PdM Cert

CMRT CMRT Maintenance Planner

Maintenance Scheduler CMRT

Tech School Grad (1-2 years)

Maintenance Mechanic, Electrician

High School Grad with Tech Skills

Maintenance Apprentice (Assistant)

High School Grad or Equivalent

Production Worker

NOTES on CERTIFICATIONS & LICENSING OPTIONS: CPE= Certified Plant Engineer (AFE) CPMM= Certified Plant Maintenance Manager (AFE) CPS= Certified Plant Supervisor (AFE) CMRP= Certified Maintenance & Reliability Technician (SMRP) PE= Professional Engineer (States) PdM= Certified in “predictive/conditioning monitoring” technologies

10 |

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JUNE 2014

6/12/14 11:25 AM

UPTIME Ensure machine longevity

The difference between

Consolidate reliability characteristics at the disposal (decommissioning) phase

maintenance and reliability work is far more than an

Maintenance Engineers: Overall focus on maintaining equipment functionality rather than a strategic reliability emphasis:

issue of re-branding.

Day-to-day operations-phase maintenance Coordinate with production operations schedules Manage resource availability: staffing, parts/ materials, job duration Create long-term maintenance strategies deployed in cooperation with reliability engineers While the skill sets for Reliability Engineering and Maintenance Engineering may be closely aligned, and in some cases identical, the job-task focus is considerably different, but complementary. Likewise, the skill sets for Maintenance Technician vs. Reliability Technician may be closely aligned, the job-task focus is considerably different, but complementary. The overall focus of a Maintenance Technician is the day-to-day operations phase of equipment and facilities, maintenance, shutdown/turnaround work and projects. A Reliability Technician focuses on the early detection of equipment and component deterioration and prescribes reliability improvement actions.

Maintenance and reliability career ladders The future of M&R leadership at any level depends on the availability of qualified people in diverse job roles. Given the growing shortages of candidates, we must pursue multi-pronged recruiting, training and retaining approaches. That starts with defining the various M&R job roles, then developing “career ladders” designed to facilitate talent growth and development.

The accompanying chart is a first draft of an M&R Career Ladder. Entry-level M&R jobs begin at the bottom and progress upward. General-education requirements are listed on the left. The dotted lines connect to other jobs in the M&R Career Ladder. Note that specific certifications and licensing options may apply to some of the job roles. These are indicated in the starbursts attached to the jobrole title. (Production Managers and Supervisors often migrate into comparable M&R job roles.) Tell us what you think of this M&R Career Ladder draft. Next month’s column will focus on “Selecting and Nurturing the Next Generation of Reliability Leaders.” Meanwhile, for more information on how to strengthen your organization’s commitment to reliability, and a detailed training roadmap for development of productive Reliability professionals, be sure to read this month’s cover feature by Heinz Bloch. MT

Reference Creating the Next Generation of Reliability Engineers, M.R. Hodkiewicz, J.Z. Sikorska, & P. Simpson; School of Mechanical Engineering, University of Western Australia, and Downing Teal, Perth Western Australia. Robert Williamson, CMRP, CPMM and member of the Institute of Asset Management, is in his fourth decade of focusing on the “people side” of world-class maintenance and reliability in plants and facilities across North America. Email: RobertMW2@ cs.com.

The future of M&R leadership at any level depends on the availability of qualiﬁed people in diverse job roles. Given the growing shortages of candidates, we must pursue multi-pronged recruiting, training and retaining approaches. JUNE 2014

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MAINTENANCETECHNOLOGY.COM | 11

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“We’ve successfully used single-point lubricators on our rooftop fans for several years, changing them every spring and fall. Last winter, they seem to have discharged very little lubricant. The grease reservoirs look full, but some fan bearings are making grinding noises. Could these lubricators have frozen, and are they a good strategy for cold climates?

Diagnosis: Single-point lubricators (SPLs) are particularly effective in remote and hard-to-reach areas (inside and outside plants) where it’s not cost-effective to install centralized lubrication systems and/or where it’s difficult to manually grease on a weekly or monthly basis year-round. Such is the case with rooftop fan bearings. SPLs are self-contained devices that couple to a grease point and continually deliver small amounts of lubricant until the grease reservoir is empty. Depending on its design, the unit is then replaced or its reservoir and battery are replenished. Most SPLs are capable of dispensing lubricant for a year or more. The typical SPL is a sealed unit, purchased pre-filled with the customer’s specified lubricant brand and grease consistency—with NLGI (National Grease Lubricating Institute) #2 grade grease being a popular choice. This medium-consistency product feels like smooth peanut butter. In cold weather, though, the oil within it tends to thicken, meaning an SPL must work harder to discharge it. If an SPL gets too cold and can’t overcome the stiffness of the grease to be dispensed, it stalls. Although the device will start working again as the weather warms, bearings that have been starved of lubrication will move in a metal-to-metal or boundary state in which wear rapidly occurs (as the grinding sounds of your bearings would indicate).

Prescription: For now, you’ll probably need to replace some fan bearings. Going forward, I recommend in your fall SPL change-out schedule that you replace all #2 grease-filled units with #1 or #0 grease-filled units. NLGI #1 or #0 grease is more suited to outside applications in Northern climates: Their softer consistency won’t over-tax your SPLs. However, always consult your lubricant supplier as to what grease grade(s) are recommended for typical winter temperatures in your area. SPLs filled with the correct grease for the climate and application—and set correctly to discharge at a valid rate—can be an excellent choice for lubricating bearings in remote locations in cold climates. Good Luck! MT Ken Bannister of Engtech Industries, Inc., is a Lubrication Management Specialist and author of Lubrication for Industry (Industrial Press), and the 28th Edition Machinery’s Handbook Lubrication section (Industrial Press). For in-house ICML lubrication certification training, Ken can be reached at 519-469 9173 or kbannister@engtechindustries.com.

JUNE 2014

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FOR ON THE FLOOR An outlet for the views of today’s capacity assurance professionals

Infrared: Your Hotshot Companion Rick Carter Executive Editor

re there still maintenance pros out there who don’t use infrared (IR) thermal imaging cameras in predictive work? As it turns out, the answer is yes, but according to recent responses from our Maintenance Technology Reader Panelists, non-users are likely a minority across manufacturing. All but one of our reporting respondents this month say they use IR, and are pleased with the results. The same respondents also use ultrasonic equipment, though less widely. The path of accelerated innovation that has marked IR technology since the 1990s now delivers highquality cameras to industrial users for well under $10,000 and several good ones for less than $1000. It also benefits non-industrial users in medical, residential, maritime, security and aerospace sectors where the ability to easily detect, display and interpret temperature differentials is extremely valuable. Now, at least one large IR camera maker is poised to offer an attachment for the iPhone that brings basic IR technology to a new level of affordability and convenience. With this in mind, we thought it timely to see just how important IR and ultrasonic technologies are to our Panelists. Here’s what they had to say:

again, but I haven’t seen any checks done yet.” … Maintenance Leader, Midwest

Q: How does your maintenance department currently use infrared technology? How does it use ultrasonic?

“We have two basic-level infrared camera units that we use to check safety switches, power boxes and transformers. Only two people are certified: me and a maintenance mechanic. These systems are 10 years old, and we will use them until they die.” … Senior Maintenance Engineer, West

“This equipment is usually used by our predictive maintenance staff. They are school-trained and certified. They use infrared to check for hot spots in motors, bearing temperature, electrical problems, greasing issues and alignment issues. It is even being used to find degraded valve operators and packing leaks. Ultrasonic is used to find leakage, but only rarely, as our equipment is outdated and we never had much luck with it.” … Maintenance Coordinator, Mid-Atlantic “We had a predictive technologies group that did vibration analysis along with infrared testing, but the key word is ‘had.’ When we went through our dark days, this was discontinued along with our PM program. The vibration group has started up 14 |

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“We use IR scanning for switchgear and all electrical panels in the plant. We are looking for hotspots. We also use it to look at bearings, heat exchangers and rollers for potential failures. This is currently done on a yearly basis. We use ultrasound technology for air-leak detection around the plant and equipment. We also use ultrasound greasing on our big motor applications.” … Corporate Production Support Manager, Midwest “We use infrared for our chemical process equipment, such as coolers, valves, steam traps and pipe-insulation inspection. We also have natural gas compression equipment where we use it for compressor valves, lubrication and coolant piping, heat exchangers and pumps. We use it to check roller bearings on auxiliary drives that are running hotter than normal. We use ultrasonic mainly for compressor valve diagnosis, to find air leaks and for engine-power cylinder analysis.” … Reliability/Maintenance Engineer, South

Q: When did you begin using one or both of these technologies? How has your team’s use of them as maintenance tools progressed over the years? “We have used ultrasonic instruments since the 1980s, but infrared for only about 15 years or less. We have had good success with infrared and have stayed up with it. We are finding more and more uses for it, and it’s really saving maintenance costs. Our use of ultrasonics has become less frequent.” … Maintenance Coordinator, Mid-Atlantic JUNE 2014

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FOR ON THE FLOOR

“We’ve had IR cameras since 2002 and ultrasound since 2010. We started with one technician trained on IR technology and now have three. Our ultrasound program has five technicians trained for use.” … Maintenance & Facilities Team Coordinator, New England “We have used IR scanning for about seven years, and ultrasound for about four. At first, we only used the IR camera to do a yearly scan for hotspots for insurance purposes. Now we use it for PdM rounds to identify potential failures to reduce reactive maintenance. As for ultrasound, we started using it only for air-leak detection and now we use it to grease large motors to get the right amount of grease in the bearings.” … Corporate Production Support Manager, Midwest

“We have been using ultrasound for air leaks and to pinpoint leaking compressor valves for about 15 years. The power-cylinder analysis with ultrasonic and infrared has been more recent, about five years. We rely on them more every year, and with more use, your trust and understanding of these technologies grow exponentially.” … Reliability/Maintenance Engineer, South

Q: How old is the infrared and ultrasonic equipment you currently use, and how many of your team members use it? How many have been trained and certified? “Most of our infrared equipment is under five years old, with our newest under a year. Our ultrasonic equipment is at least 10 years old, but we have no plans to replace it. At any one time we

have at least 12 trained and certified technicians on infrared devices. As this equipment comes down in price, we are considering training our regular technicians’ in its various applications.” … Maintenance Coordinator, Mid-Atlantic “We have three IR cameras that range from high-end scientific (2002) to low-end basic (2006). The middle-ofthe-road camera is the newest (2009) and is arguably the best of the three for our maintenance techs because of resolution, ease of use and functions. Three of our team members use IR and five use ultrasound. Three are certified.” … Maintenance & Facilities Team Coordinator, New England “We use two IR cameras: one for yearly rounds and one for day-to-day use. The yearly camera is a high-end model that

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cost $30,000 and is about five years old. The dayto-day model cost $4,000 and is about two years old. One person is certified and uses the IR camera; three people use the ultrasonic gun and they are not certified.” … Corporate Production Support Manager, Midwest “All but a hand-held ultrasonic tester are less than 5 years old. I would like to update it as well, but it still works well enough that I can’t justify buying a new one yet. Only two workers use infrared or ultrasound on a regular basis at our location. They have been trained in-house and have had some Web-based training, but are not certified.” … Reliability/Maintenance Engineer, South “We have four thermography cameras and four ultrasonic units used by operations and our PPM team. The current age of the equipment ranges from six months to 10 years. Our PPM team consists of eight professionally trained and certified individuals.” … Mechanical Maintenance Supervisor, Midwest

Q: What is your perspective on the benefit of using infrared and ultrasonic in your maintenance efforts? “Infrared has turned out to be an amazing technology for us. We use it to find bearings before they fail, hot spots, motor and breaker troubles, identify lubrication issues, pretty much the whole maintenance gambit. One find alone enabled us to identify a failing bearing and prevent a catastrophic breakdown.” … Maintenance Coordinator, Mid-Atlantic

About the MT&AP Reader Panel The Maintenance Technology Reader Panel includes approximately 100 working industrial maintenance practitioners and consultants who have volunteered to answer bi-monthly questions prepared by our editorial staff. Panelist identities are not revealed, and their responses are not necessarily projectable. The Panel welcomes new members: Have your comments and observations included in this column by joining the Reader Panel. To be considered, e-mail your name and contact information to rcarter@atpnetwork.com with “Reader Panel” in the subject line. All Panelists are automatically included in an annual cash-prize drawing after one year of active participation.

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“The benefit of using IR is that you can catch potential failures early, and have the ability to correct it. This saves time and money for the company. I also believe that ultrasonic technology can contribute in the same way as the IR equipment with the extra benefit of saving energy costs when air leaks are detected and repaired.” … Corporate Production Support Manager, Midwest “As you gain confidence in the equipment and your own abilities, you begin to really see the long-term benefits. You can understand why a machine is using more energy than you know it should and why certain repairs have become more routine than they used to be.” … Reliability/Maintenance Engineer, South “If we were not using these two technologies as part of our asset-management program, our O&M budget would be impacted annually by millions of dollars. For example, by performing air tests on our boilers after a cleaning outage to find boiler tube leaks, we are able to discover pin-hole-size leaks that are undetected by the human eye or ear. These would eventually lead to a tube leak that would force the plant off-line.” … Mechanical Maintenance Supervisor, Midwest “Many times, we have prevented impending failures by using IR in electrical systems and mechanical systems. Ultrasound has given us awareness of compressed air leakage throughout our facility and an electrical issue in one of our medium-voltage transformers. Our first big save with our IR camera was when our first trained technician came back from IR Level 1 training and needed to send in a field report of a finding with the IR camera. This tech was scanning our high-pressure pumps and noticed one was at a higher temperature. Typical running temperature was 140 F and one showed 404 F. The pump wasn’t any louder than the one running next to it, although it was over 250 degrees F hotter. By taking this pump out of service when this was found we could rebuild it rather than replace it after failure. We had another find in one of our air compressor electrical cabinets that found one phase feeding a contactor that was burning up. We were able to start another compressor and take down the problem compressor for repair prior to failure. We believe we have more than paid for these predictive tools just by taking the time and encouraging their use.” … Maintenance & Facilities Team Coordinator, New England JUNE 2014

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All tasks in your facility that involve exposure to electrical hazards must have a specific procedure. Procedures need to be developed for not only accomplishing the task, but for accomplishing the task safely. The electrical safety program must have a procedure that can be used by employees to assess the hazards, and PPE risks associated with each task. Those procedures are to be developed with the core intent of keeping your people safe from the hazards of electricity. Electrical hazards cause hundreds of deaths and thousands of injuries in the workplace every year. While electrical hazards are not the leading cause of workplace injuries and accidents, they are disproportionately fatal, costly and on the rise. These injuries not only disrupt the lives of the workers and their families, but also impact the productivity of employers. The good news is that building a strong electrical safety program and enforcing a periodic auditing process can prevent most workplace electrical injuries. Remember to work safe, be safe and stay safe. Electricity does not discriminate and what you don’t know can hurt you.

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NEWS HEADLINE NEWS

Honeywell Introduces LEAP Service at 2014 User Group The 39th Honeywell User Group (HUG) in San Honeywell Process Solutions (HPS) Chief Technology Officer Jason Urso Antonio, TX, June 2-6, 2013, was the first time explains Honeywell’s new LEAP service. in the symposium’s history that it had been held outside Phoenix, AZ. With a 25% increase in timeframe before the rest of the plant can be completed. That attendance over the 2013 event, this year’s HUG was the venue model, however, poses significant challenges that can affect all chosen by the company to introduce its new LEAP (Lean Execusubsequent steps of the implementation and threaten project tion of Automation Projects) service designed to eliminate waste schedules and budgets. in process-industry projects. It was also Vimal Kapur’s first as Honeywell’s LEAP service is based on core technologies President of Honeywell Process Solutions (HPS), an appointfrom the company’s Experion PKS Orion portfolio: ment that had been announced only the week before. Kapur has been with HPS for 25 years and was, most recently, serving as Vice President of Marketing. Former HPS Universal Channel Technology: A proprietary solution allows President Darius Adamczyk has been elevated to the posiinstant remote configuration of channel types, standardized tion of President of Honeywell’s Performance Materials and input/output cabinets, reduction or elimination of marshalTechnologies (PMT) strategic business group, where HPS now ling cabinets and reduction in equipment needed. reports along with the corporation’s Advanced Materials and UOP businesses. Virtualization: Use of virtual machines in the control system removes dependencies between the functional and physical design, enables standardized server cabinets, reduces LEAP blends trends hardware requirements and delivers corresponding savings Kapur set the technology tone for the conference in his keynote in space, power, cooling and weight. by referencing the trends of cloud, virtualization and universality (that is, the ability to access multiple applications from a single, easy-to-use device like an iPhone). Among other places, Cloud Engineering: Engineering in a secure, centrally hosted these three trends have come together in Honeywell’s new LEAP cloud environment allows project execution and testing service. anywhere in the world, delivering improvements in collaboAccording to the company, LEAP can increase scheduling ration and travel savings. flexibility for users, while reducing risk and total automation costs by up to 30%. It says multiple industries can leverage the On a related note services to capture benefits like an estimated 80% reduction in Honeywell has announced that Suncor Energy has selected Honeycosts related to unnecessary rework—including a reduction in well Process Solutions to serve as the main automation contractor avoidable schedule delays by up to 90%. for a new multi-billion dollar Fort Hills Oil Sands project in The LEAP approach reflects a major departure from the Alberta, Canada. The contract calls for HPS to supply technology way plants are typically designed and built by using parallel to integrate the site’s control and safety systems, manage alarms workflows to keep automation systems off critical implemenand provide advanced simulation software that enables critical tation paths. Traditionally, sequential workflows call for the operations planning and operator training. The facility is expected automation and controls to be implemented during a specified to be operational in late 2017.

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NEWS

MAPI: Investments Will Drive Manufacturing Growth Through Next Year A new Quarterly Economic Forecast by the Manufacturers Alliance for Productivity and Innovation (MAPI) indicates that manufacturing production continues to outpace overall economic growth and will be led more by investment than consumer-driven advances over the next 18 months. According to MAPI’s Chief Economist Daniel J. Meckstroth, Ph.D., “Energy infrastructure and manufacturing machinery will see increases as firms replace and expand equipment. Aerospace will also experience a big ramp-up in production. In addition, there will be growth in the construction supply

chain—HVAC, wood, paint, appliances, and furniture—as we anticipate both residential and nonresidential increases. The acceleration driver will be investment.” Among other favorable trends in MAPI’s recently released report is the expectation for industrial equipment expenditures to advance 8.1% in 2014 and 10.8% in 2015. Spending on nonresidential structures is anticipated to improve by 4.2% in 2014 and by 5.1% in 2015. Residential fixed investment is forecast to increase by 4.1% this year and a robust 19.9% in 2015. (In light of

an anticipated 1.03 million housing starts in 2014 and 1.40 million in 2015, Meckstroth says manufacturing production will finally approach its 2008-2009 pre-recession peak by the end of 2014.) On the jobs front for manufacturing, MAPI says the outlook is for an increase of 158,000 in 2014. While that number reflects a decline from an anticipated 356,000 jobs noted in the Alliance’s March 2014 economic forecast, the anticipated increase to 212,000 jobs in 2015 is up from the 197,000 referenced in March. For more information, visit MAPI.com.

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NEWS

Marius Basson Acquires Aladon Network from Bentley Systems Bentley Systems, Inc., and the Aladon Network have announced that Marius Basson, a long-time ReliabilityCentered Maintenance (RCM2) practitioner and Aladon Network member, has acquired the Aladon business from Bentley. According to Bentley Systems, Aladon will remain a member of the network and continue to be its priority Marius Basson technology partner. The Aladon Network became part of Bentley through the company’s 2012 acquisition of Ivara. It is a global community of reliability professionals whose members are certified as “practitioners” and “facilitators” in the delivery of RCM2, Maintenance Task Analysis (MTA2) and Asset Prioritization (AP). Basson was previously Vice President of Asset Management, at CH2M HILL, and has also served as Director of Reliability at PricewaterhouseCoopers. A mechanical engineer who has worked in the field of reliability and maintenance management for more than 20 years, Basson has successfully implemented RCM2 in a wide range of industry sectors, including mining transport; water, gas and electric utilities; fabrication; manufacturing; and petrochemicals.

Phoenix Contact Opens Customer Technology Center in San Jose Phoenix Contact officially opened its new San Jose (CA) Customer Technology Center (CTC) with a ribbon-cutting ceremony early this month. Close to the San Jose Airport, the facility gives the company a local presence to better serve customers that live within a four-hour drive of Silicon Valley. It also provides a place to host training classes, customer meetings and other business events. Phoenix Contact’s U.S. headquarters are located near Harrisburg, PA. The company also operates CTCs in Ann Arbor, MI, and Houston, TX.

GE Expands Advanced Manufacturing Capabilities of Power & Water Businesses General Electric (GE) has broken ground in Greenville, SC, on a state-of-the-art advanced manufacturing facility for its Power & Water businesses. Part of the company’s plans to invest $400 million in Greenville over the next 10 years, the new Advanced Manufacturing Works operation will be the first of its kind for GE Power & Water. Scheduled to open in 2015 and create 80 new high-tech jobs, the facility will serve as an incubator for innovative advanced manufacturing-process development and rapid prototyping for the Power & Water businesses, including wind turbines, heavy-duty gas engines, distributed-power gas engines, nuclear power services and water processing. GE started in Greenville more than 40 years ago with a 340,000 sq. ft. site. Since then, that footprint has grown to encompass over 1.5 million square feet of factory and office operations. The company currently has more than 3000 employees in Greenville and, in the past five years, has invested more than $500 million to bolster critical manufacturing activities on the GE Power & Water campus.

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Artist’s rendering of the GE Power & Water Advanced Manufacturing Works facility, scheduled to open next year in Greenville, SC. JUNE 2014

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NEWS

ABB Powers Up STEM-Learning Exhibit at NC Museum ABB recently helped launch a one-of-a-kind, play-based powergrid exhibit, called Kid Grid, at the Marbles Kids Museum in Raleigh, NC. Aimed at generating interest in science, technology, engineering and math (STEM) in young children, the exhibit was funded with a $1 million ABB grant, the single-largest gift in the museum’s history. Kid Grid introduces visitors to electricity and power-grid technology through hands-on/minds-on play. Among other things, kids are encouraged to explore a pretend power grid and learn how to make smart energy choices. In addition to the ABB’s financial contribution, ABB employees and families collaborated with Team Marbles during the exhibit’s initial design phase, brainstorming creative ways to get kids talking about energy. ABB Engineers and experts provided guidance and knowledge over the entire course of the project to ensure that Kid Grid accurately reflects an actual power grid. The exhibit incorporates play versions of cables, control systems, motors, towers and transformers, as well as real equipment provided by ABB. With the demand for highly skilled workers in STEM fields already outpacing supply, ABB has a strong interest in providing the type of early STEM-related learning opportuni-

ties and encouragement that help develop future engineers. Speaking to the workforce challenges that STEM-related industries face and ABB’s desire to overcome them, Greg Scheu, CEO of ABB North America, said, “It is our hope that by engaging children at a young age, we can inspire them for a lifetime. At ABB, we think a lot of the discrepancy between the U.S. and other nations lies in the lack of exposure to the industry, and with Kid Grid, we hope to begin fixing that.”

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NEWS

PPG Foundation Donates $10,000 in NACE Scholarships The PPG Industries Foundation, the charitable arm of Pittsburgh, PA-based PPG Industries, has donated $10,000 to create two annual scholarships through the NACE International Foundation, a 501(c) (3) entity affiliated with NACE International, The Corrosion Society. Two students pursuing postsecondary academic degrees related to corrosion or coatings each received a $5000 scholarship on behalf of PPG. The 2014 winners are Kaitlyn Martin of Baytown, TX, a junior majoring in mechanical engineering at Colorado School of Mines, in Golden, CO; and Azra Turajlic of Fort Worth, TX, a freshman majoring in petroleum engineering at Louisiana State University, in Baton Rouge, LA.

NACE International is a Houston, TX-based authority on corrosion control, and has a longstanding relationship with PPG’s protective and marine coatings (PMC) business. Students supported by the NACE scholarships are studying science, technology, engineering and math (STEM) disciplines related to corrosion control in undergraduate degree programs. Established in 1951, the PPG Industries Foundation (ppgfoundation. com) demonstrates the values of PPG Industries by enhancing the quality of life in communities where the company has a presence. Its interests include education, human services, culture and arts, and civic and community affairs.

The NACE International Foundation (nace-foundation.org) is dedicated to preparing the next generation of corrosion professionals. It is committed to meeting the challenge of corrosion by raising public awareness, and by inspiring students and educators to pursue the study of corrosion science and engineering. The group also invests in scholarships, training and workforce development programs.

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PART ONE

Handoff To The Future: Mapping Reliability Training When it comes to ensuring productivity and profitability, well-trained reliability professionals are industry’s ‘magic bullet.’

Heinz P. Bloch, P.E

Professed commitment to reliability is not unlike professed commitment to safety. Just as a grocery store wouldn’t admit to employing unsafe food-handling practices, no industrial operation would confess to having little interest in asset reliability. What sets Best Practices Plants (BPPs) apart from others is their ability to effectively identify and follow the best routes to reliability coupled with a willingness to build and sustain strong reliabilityfocused organizations over time. Ensuring a smooth handoff from knowledgeable and skilled employees to future generations of workers is crucial for these plants. To accomplish it, they support training roadmaps and career-path-development plans for all personnel. This two-part article focuses specifically on the development of reliability professionals.

Intelligent organizational setups While organizational alignments are less important than the technical expertise, resourcefulness, motivation, drive and job satisfaction of individual employees, there are obvious advantages to the type of intelligent (or

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sound) organizational setups found in Best-of-Class (BOC) operations—and the grooming, nurturing and training that their reliability personnel receive. No review of these proven strategies and tactics, though, can start without an important clarification of terms. If a site doesn’t fully buy into the true definitions of “Maintenance” and “Reliability” (see this month’s “Uptime” column), the two functions can become a messy mix. Moreover, training can become little more than an afterthought in operations that don’t make a clear distinction between what their maintenance and reliability teams are supposed to do: Maintenance thinks “today” (short-term). Its function is to keep equipment in operable condition (i.e., restore to as-designed or as-bought condition). JUNE 2014

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RELIABILITY COMMITMENT

A Training Roadmap For a Reliability-Focused Machinery-Technical Employee at a Major Petrochemical Plant

KNOWLEDGE OF

WORK CAPABILITY IN

Company Organization

Interpretation of Flow Sheets, Piping & Instrument Diagrams

Rotating Equipment Types

Elementary Technical Support Tasks (e.g. alignment, vibration monitoring)

Company's Communication Routines

Essential Computer Calculations

LEADING EXPERTISE IN

Relevant R&D Studies, Vendor Capabilities, In-house Technical Files

CAREER YEARS

Pump and Compressor Design

Design Specification Consulting & Support

Machinery Reliability Appraisal Techniques

Machinery Performance Testing

Major Refining Processes

Startup Assistance, All Fluid Machines

Machinery Design Audits

Company Standards Updates

Machinery Piping

General Technical Service Tasks

Major Chemical Processes

Elementary Troubleshooting Machine-Electronic Interfaces

"Shirt-Sleeve Seminars" (conduct training on reliability topics)

Materials-Handling Equipment

General Troubleshooting

Hyper Compressors

Machinery Quality Assessment and Verification

Thin-Film Evaporators

Startup Advisory Tasks

Machinery Optimization

Appraisal Documentation Update Tasks

Machinery Maintenance

5 Plastics Extruders

Hyper Compressor Specifics

Fiber-Processing Equipment

Machinery Design Audits

Machinery Selection

Patent and Publication Matters

Technical Publications

Machinery Failure Analysis

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Reliability thinks “tomorrow” (long-term). Its function is to evaluate upgrade opportunities (i.e., perform life-cycle cost studies and develop implementation strategies whenever component upgrading makes economic sense). For reliability personnel to function effectively, they must be shielded from the day-to-day preventive and routine repair and restoration activities. BPPs and BOCs often issue guidelines or pre-define a metric that triggers the involvement of reliability personnel instead of leaving things to the maintenance team. Examples might include equipment that fails for a third time in a 12-month period; equipment distress that caused (or could have caused) injury to personnel; or failures that caused an aggregate loss in excess of $20,000. At entities too small to support a separate Reliability department or division, one or more designated reliability professionals will be assigned to the Maintenance Department on a one- to two-year rotational basis. However, in line with the definitions above, the work scope and tasks of the reliability personnel are kept markedly separate from those of the site’s maintenance personnel. Operator involvement in reliability efforts (i.e. Operator-

Driven Reliability, or ODR) is also is an important factor in many plants. Typical activities in this realm include electronic data collection and spotting deviations from the norm in equipment, as well as assisting crafts personnel in various other tasks.

Productive reliability teams It has been said that an under-appreciated workforce is an unmotivated, unhappy and inefficient workforce. Such workers will rarely, if ever, perform well in areas of safety and reliability. How, then, will a company’s highly interdependent safety, reliability and profitability goals be achieved? In the early 1950s, world-renowned efficiency expert W. Edwards Deming provided the answer. His 14 “Points of Quality” fully met the objectives of both employers and employees—and remain as relevant as ever. Deming aimed his 14 points at the manufacturing sector. They’re rewritten for process-plant environments in the accompanying sidebar. In early 2000, the Canadian consulting company Systems Approach Strategies (“SAS,” systemsapproach.com) developed a training course that brought Deming’s method into sharper focus. SAS concluded that companies could be energized with empathy and, using the acronym CARE, conveyed an important

Deming’s 14 ‘Points of Quality’ in Process-Industry Terms View every maintenance event as an opportunity to upgrade. Investigate its feasibility beforehand; be proactive. Ask some serious questions when there are costly repeat failures. There needs to be a measure of accountability. Recognize that people benefit from coaching, not intimidation. Ask the responsible worker to certify that his or her work product meets the quality and accuracy standards stipulated in your work procedures and checklists. That presupposes that procedures and checklists exist. Understand and redefine the function of your purchasing department. Support this department with component specifications for critical parts, then insist on specification compliance. “Substitutes” or non-compliant offers require review and approval by the specifying reliability professional.

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Define and then insist on daily interaction between process (operations), mechanical (maintenance) and reliability (technical and project) workforces. Teach and apply root-cause-failure analysis from the lowest to the highest organizational levels. Define, practice, teach, and encourage employee resourcefulness. Maximize input from knowledgeable vendors and be prepared to pay vendors with application engineering service for their effort and assistance. Don’t “re-invent the wheel.” Show personal ethics and evenhandedness that are valued and respected by your workforce.

Eliminate “flavor of the month” routines and meaningless slogans. Reward productivity and relevant contributions; let it be known that time spent at the office is in itself not a meaningful indicator of employee effectiveness. Encourage pride in workmanship, timeliness, dependability and providing good service. Employer and employee honor their mutual commitments. Map out a program of personal and company-sponsored mandatory training. Exercise leadership and provide direction and feedback.

Never tolerate the type of competition among staff groups that causes them to withhold critical information from each other or from affiliates.

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RELIABILITY COMMITMENT

observation that organizations excel when management gives consistent evidence of: Clear direction and support Adequate and appropriate training Recognition and reward Empathy That last bullet point—empathy—is the most important and the most neglected. Yet it represents the foundation of the CARE concept. Without empathy, that is the ability to put one’s self in the shoes of the individuals one manages, a manager will never know, understand or bring them to their full potential as employees and people.

Role statements The four CARE items represent fundamental principles of management. While empathy forms the foundation, it alone will not deliver full results for any given organization. The drive toward assured success starts with clear direction and support. Clear direction must be expressed in writing. In the case of a plant’s reliability professionals, this direction should come in the form of a role statement. How well employees fulfill their roles must then be discussed during periodic performance appraisals, the outcomes of which are contributing factors in salary- and promotion-related decisions. Developed by employer or employee, a role statement usually includes 10 or more points. Both employer and employee must agree to it. While a role statement may be negotiated when first developed, it becomes a binding contract after both parties agree to it. The 10 items listed in the sidebar “Role Statements Provide Clear Direction” reflect a typical statement for an equipment-reliability engineer. Representative of the written “clear direction” that’s taught in the CARE program, it can be expanded or modified to meet specific JUNE 2014

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Role Statements Provide Clear Direction Reliability professionals should receive clear direction in the form of written role statements. This 10-item list would be typical for an equipment-reliability engineer. It can be expanded or modified as needed.

1. Assistance Role Establish equipment failure records and provide stewardship of accurate data logging by others. Compare our operation with BOC performers. Review preventive-maintenance procedures compiled by maintenance personnel. Review maintenance intervals. Understand when, where and why our operation deviates from Best Practices.

2. Evaluate new materials and recommend changes, as warranted by life-cycle-cost (LCC) studies. 3. Investigate special or recurring equipment problems. Example: Take ownership of failures occurring a third time in any 12-month period. Coach others in root-cause-failure analysis. Define upgrade and failureavoidance options.

4. Serve as contact person for OEMs. Understand how existing equipment differs from newer models. Be able and prepared to explain if upgrading existing equipment to state-of-art status is feasible and/or cost-justified.

5. Serve as contact person for other plant groups. Communicate with counterparts in Operations and Maintenance.

Participate in (management’s) Service Factor Committee meetings.

6. Develop and keep priority lists current. Understand basic economics of downtime. Request extension of outage duration where end results would yield rapid payback. Activate resources in case of unexpected outage opportunities.

7. Identify critical spare parts. Arrange for incoming inspection of critical spares prior to their storage. Arrange for inspection of large parts at vendor/manufacturer’s facilities prior to authorizing shipment to plant site. Define conditions allowing procurement from non-OEMs.

8. Review maintenance costs and service factors. Compare against Best-in-Class performance. Recommend organizational adjustments. Compare cost of replacing vs. repairing; recommend best value.

9. Periodically communicate important findings to local and affiliate management. Fulfill a networking and information-sharing function. Arrange for key contributors to make brief oral presentations to mid-level managers (share the credit, give visibility to others).

10.Develop training plans for self and other Reliability Team contributors. MAINTENANCETECHNOLOGY.COM | 27

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RELIABILITY COMMITMENT

have done, in droves. needs. Note that the “support” element in the first of the four Meanwhile, little thought is given in many plants to the conseCARE points is reemphasized in items 9 and 10. The following quences of their disappearing knowledge and experience bases. real-world account exemplifies that type of support: Although assumptions are made that contractors can be hired An astute plant manager in a highly successful company do the thinking for in-house personnel, few decision-makers organized a mid-level management “steering committee” that understand the risks associated with the strategy. In some met weekly and listened to different lower-level employees operations, unfortunately, it’s now up to reliability personnel to make 10-minute presentations on how they performed their determine the root causes of repeat equipment failures. Lionwork. Examples of invited presenters included, among others, a ized for quickly stitching “stuff ” together, many are also finding vibration technician who explained how early detection of flaws themselves berated for going through the tedious steps that saved the company time and money, and an instrucan help prevent failures from occurring in the first ment technician who demonstrated the key place. ingredients of an on-line instrumentIt’s time to adjust our collective thinking testing program. and help renew and/or strengthen our Each reliability issue or program organizations’ commitment to reliat this plant also had a midEmpathy— ability. A well-designed training map level management sponsor or the ability to put one’s self (see sidebar) can start us on the road “champion” who ensured that to where we need to be. This one improvement efforts stayed on in the shoes of the individuals is based on a training roadmap track. These individuals also one manages—represents the published for a machinery-techensured barriers to success nical employee at major petrowere removed. foundation of the CARE chemical operation—clearly a Training plans at this concept. Without empathy, Best-of-Class company. plant were to be initiated by To recap, employees in BOC individual employees, which a manager will never know, companies map their own shortrequired them to give considerable understand or bring and long-range training plans. thought to long-term professional Time and money are budgeted to growth. The initial training proposal by employees to their implement each personalized plan an employee would be reviewed, supplefull potential. that, like a role-statement documented, modified, often amplified, but ment, is signed off on by the respective always receive serious consideration employee and his/her manager. That’s and constructive encouragement from because, to be effective, a training plan must management. have the status of a contract: It can only be altered Too few of today’s facilities, though, do by mutual consent or in case of dire emergency. anything similar to this “caring” plant, which is But mapping out training is just one step in an unfortunate. With the ever-growing skills crisis industry faces, overall growth process. The “Training Roadmap” shown there is much to do and little time to do it. here and other elements in the development of productive reliability professionals—including a detailed “Career DevelopThe magic bullet ment Training Plan”—will be covered in the conclusion of this Let’s face it: We’re losing the ability to apply basic mathematics article in July. MT and physics to equipment issues in our workplace situations. For example, hundreds of millions of dollars are lost each year due to incorrect lubrication techniques alone. Today’s engineering Heinz Bloch currently resides in Westminster, CO. His professchools don’t deal with this issue in a pragmatic sense. Thus, sional career includes long-term assignments as Exxon Chemithe connection between Bernoulli’s law taught in high-school cal's Regional Machinery Specialist for the United States. Bloch physics classes and the proper operation of constant-level lubriholds B.S. and M.S. degrees in Mechanical Engineering and cators is lost on a new generation of computer-literate engineers. has authored over 600 publications, among them 18 compreManagers around the world continue to chase “magic bullets.” hensive books. He is an ASME Life Fellow. This article is based Some think salvation must be found in “high tech.” Others are on his workshop and follow-up discussion group session at the enamored by metrics and play strange games with failure statis2014 AFPM Reliability & Maintenance Conference in San tics that let them shine in industry comparisons. Many seem to Antonio, TX. A full list of references associated with those ignore the non-glamorous basics and are no longer interested presentations and this two-part article are available online at in time-consuming details. What’s worse, experienced senior MaintenanceTechnology.com/Bloch. For more information, workers have often been encouraged to retire early, which they email: heinzpbloch@gmail.com.

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JUNE 2014

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6/13/14 7:53 AM

Saying ‘Nuts’ To Maintenance

Despite improved economic conditions and expanded operations across various industry sectors, countless maintenance departments continue to find themselves in the crosshairs of management cost-cutting efforts. While these initiatives (or mere news of proposed ones) typically send personnel into a dither, the use of sound, effectively delivered information from maintenance can reverse, forestall or prevent their implementation. We asked Contributing Editors Bob Williamson and Ken Bannister for some practical advice on how maintenance organizations can say “nuts” to cuts and win. Williamson and Bannister agree that even in the smartest of plants with the most forward-thinking leaders, the myth that “maintenance” is the first and easiest place to start chopping from an operating budget is a dark cloud that never totally dissipates. Breaking out from under that cloud requires maintenance team members to think clearly and speak fluently in the language that management understands best: financial.

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Whether you’re new to the maintenance field or a seasoned plant professional, the following insight can help you build the case that your maintenance organization isn’t a “burden” to ax, but a manufacturing and facility “cost” that provides significant return on investment (ROI). You’ll need to do your homework, though.

Williamson: Focus on semantics Williamson emphasizes the importance of semantics (the meaning of terms) to the discussion—especially when it comes to understanding the way a plant’s accounting department views maintenance. “As far as accounting functions are concerned,” he says, “a maintenance department really is a cost center.” But that’s not a negative, according to generally accepted accounting principles. Accounting, in manufacturing operations, Williamson notes, also considers maintenance to be an indirect or “overhead” cost. “In those facilities,” he says, “maintenance personnel, along with their JUNE 2014

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MAINTENANCE AS A PROFIT GENERATOR

e Cu ts To debunk the ‘we can cut maintenance’ myth, you need to use the right language.

Jane Alexander salary burdens and benefits and Bannister: Use your data Deputy Editor the repair and maintenance parts Bannister approaches the discussion and supplies they use are all referred from an empirical perspective. He to as overhead.” (See “Typical Overhead encourages maintenance departments to Items” sidebar.) reference the KPI of “maintenance cost as As Williamson has frequently written and a percentage of total operating costs” when discussed, what maintenance as a cost center talking with management—and to explain why a offers more than any other overhead group is “the high percentage cost of maintenance is not necesassurance that production equipment and facilities sarily a bad thing. As an example, he points to the are capable of making products that will ultimately difference between maintenance costs in the mining generate revenue for the business.” That begs the industry, which, from experience, he has found to be question: Why would the source of such assurance be among the highest as a percentage of operating costs considered a financial burden or a cost to be cut? (up to 40%), and those in facility maintenance, which Unfortunately, Williamson says, in light of the Total are among the lowest as a percentage of operating Quality movement, Lean, downsizing/rightsizing costs (less than 10%). and other cost-cutting initiatives in industry over the According to Bannister, any industry that has past 20 years, the maintenance function was “falsely copious amounts of abrasive material in contact labeled” as an overhead cost to be cut by financial with process equipment and is operating in remote experts who didn’t comprehend the fundamental locations and harsh environments can expect its requirement for maintaining equipment and facilities. maintenance percentage costs to be high. “But,” he “That cost label,” he laments, “has stuck like glue.” explains, “if asset availability is high, say above 95%, JUNE 2014

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MAINTENANCE AS A PROFIT GENERATOR

and the maintenance process is efficient, a high percentage cost of maintenance is an acceptable cost of doing business.” Bannister would also remind management that there are several ways to reduce inefficiency and maintenance costs without cutting maintenance budgets. These include planning and scheduling of work; condition-based maintenance; performing only PM tasks proven to add value and prevent premature failure (value based PM); and implementing strategies and tactics that deliver “twofers” and “threefers” (like extending equipment life cycles, improving energy efficiency and reducing CO2 emission reduction). “Maintenance processes that reduce costs

not under the control of the maintenance department are profit-based finds,” he says, “and should be touted in the same way as a new sale would be.”

Maintenance adds value While maintenance is NOT considered a "profit center" in accounting practices, it can add value to the bottom line very efficiently (a much higher ROI than a salesprofit margin). One-time savings such as energy improvements in lighting, heating/ cooling efficiencies, compressed air and other areas can result in utility-company incentive payments, grants, as well as ongoing lower costs per unit produced. The maintenance department has the

Typical Overhead Items On financial statements, each product must include the costs of the following: 1. Direct material costs 2. Direct labor costs 3. Manufacturing (or factory) overhead costs

Costs included in manufacturing overhead typically include, but aren’t limited to: Material handlers (forklift operators who move materials and units) People who set up the manufacturing equipment to the required specifications People who inspect products as they are produced People who perform maintenance on the equipment People who clean the manufacturing area People who perform record keeping for the manufacturing processes The factory management team Electricity, natural gas, water and sewer for operating the manufacturing facilities and equipment Computer and communication systems for the manufacturing function Repair parts for the manufacturing equipment and facilities Supplies for operating the manufacturing process Depreciation on the manufacturing equipment and facilities Insurance and property taxes on the manufacturing equipment and facilities Safety and environmental costs

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The maintenance department has the unique ability to generate bottomline, hard-dollar improvements more than any other overhead group.

unique ability to generate bottom-line hard-dollar improvements (savings) more than any other overhead group. For example, Williamson cites a previously reported compressed airleak-elimination project conducted by a maintenance department. In this case, the plant was spending between $250,000 and $500,000 annually to produce compressed air—and compressed air leaks. When maintenance performed a "leak audit" and fixed all leaks in one part of the plant, it cut energy costs by $250,000 per year. Compressor wear was also reduced. Furthermore, one of five compressors could be taken off-line, which allowed rotating maintenance of the other units without curtailment of production, and eliminated the need for a rental compressor during maintenance downtime. Maintenance had clearly added a significant amount of "profit equivalent" to the bottom line. And because of these compressed air-system improvements, the cost-per-unit-produced was reduced. But as Williamson recalls, if that wasn’t enough, inconsistent airflows and pressures associated with the leak had also affected the performance of the plant’s manufacturing equipment tools: By eliminating leaks, maintenance JUNE 2014

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MAINTENANCE AS A PROFIT GENERATOR

helped increase production efficiencies and decrease quality-defect rates.

Know what you control “Maintenance is an accepted component of the operational process, but asset failure and repair are not,” says Bannister. “To be effective and efficient, the maintenance department must clearly understand what it controls versus what it manages. In other words, it must first deal with maintenancerelated failures and restore equipment to as-designed or as-bought condition, then work on things that it does not control but must manage.” This concept, he says, is important to reinforce with management. Bannister has often written about and discussed the problem maintenance has trying to “sell” itself. As he has described the situation in the past, a $1M dollar contract at an average after-tax 5% profit margin that produces a mere $50,000 profit will be applauded in the sales department (and by management). Yet, a $50,000 efficiency-saving project by maintenance often goes un-applauded, despite the fact that it’s equivalent to a million-dollar sale. To attract the attention of management that is typically more informed on financial and sales-impact matters than maintenance costs, Bannister offers this last bit of advice: “Maintenance must always determine its after-tax profit figure and apply it to savings as if a sale had taken place.” Both Williamson and Bannister often refer to maintenance as a "partner" with production operations, equipment engineering (for maintainability design) and procurement (for purchasing/stocking reliable fit for service repair parts). The more effective these partnerships are, they say, the more efficient and cost-effective production operations will be. When maintenance is seen and treated as a cost to be reduced, however, the synergies of those partnerships cease. It is up to the maintenance department to make sure management fully understands this concept and the true value of the relationships that maintenance has with other plant functions. MT JUNE 2014

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Compelling Points In a Nutshell What Management Needs to Know but May Be Too Afraid to Ask Maintenance is a manufacturing and facility cost that generates significant ROI: lower cost per unit produced and lower cost per occupied square foot. Cut maintenance and watch production/operations efficiencies fall, repairs increase, and cost per unit increase to the point that a business is no longer viable.

Equipment and facilities will always require maintenance due to natural mechanical and chemical deterioration, not to mention abuse from improper operation and PM deferment leading to repairs. Efficient, effective maintenance can reduce the speed and amount of deterioration and prevent untimely failures. No other overhead cost center in manufacturing has this capability, orTechnology-3rd responsibility.Square 3/14/14 1:08 PM P ATP-201304-MaintenanceTech AT33 3rdSq_ATP-Maintenance

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6/13/14 10:38 AM

CMMS Makers Drive and Serve Demand for Mobile, Flexible Future The big systems won’t go away, but demand for simpler, low-cost, Web-based alternatives has changed the market. Rick Carter, Executive Editor The long-common complaint among maintenance pros that their CMMS systems were too complicated may be fading. This perception—which has led to under-use and even mistrust of these systems—is being supplanted by the success and simplicity of Web-based and mobile CMMS options that fit the bill for maintenance operations of many sizes, but especially smaller to mid-sized. “There is a lot of CMMS business out there if you have today’s technologies and price points,” says Joel Tesdall, president of Mapcon Technologies, Inc., an Iowa-based CMMS software maker with a strong offering of low-cost mobile options. “People are used to working with their mobile phones and downloading things for free or for 1.99,” he says, adding that while the trend started with privateuse applications it quickly spread to business. This ushered in an era of low-cost, easy-access programs in many areas, including CMMS. “In our business, people buying $150,000 software systems will just be larger companies,” Tesdall predicts. “Now, you better have something to offer the guy who is running the machine shop down the road.” Tesdall’s perspective is backed by a recent study from Software Advice, an online software-review firm. Its 2014 Computerized Maintenance Management Software BuyerView Study, for example, reveals that nearly half (48%) of respondents’ current maintenance-management efforts are entirely manual.

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Only about 22% of this group—a mix of manufacturers and managers of facilities and fleets—run a CMMS. Had the sample been composed largely of manufacturers, responses to this question would have no doubt indicated greater CMMS usage. However, the survey validates Tesdall’s belief that the field for new CMMS business is wide open: 80% of survey respondents say they expect to purchase a CMMS within three months or less. While Tesdall’s company still offers the “full gamut” of CMMS options, he emphasizes that his new, lower-cost products open the CMMS door to a wide potential market. “You can get into Mapcon for $30 a month,” he says. “So if you have one guy who just wants to do work orders and PMs and doesn’t have much to track, we have the solution. If you want to add your tablet or phone onto that for another couple dollars a month, or buy the license and put it on your server for another 100 bucks, we’ve got it. If you’re a multinational corporation and you want 50 mobile devices and large-scale server and SQL [structured query language] database integration, we’ve got that, too.” The flexibility Tesdall describes “is paramount in this market,” he says, and a new perspective for CMMS. “The older systems where you force your customers to run their way is not going to work in our market. You need to be flexible to the customer’s needs.” JUNE 2014

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CMMS ROUNDUP

, For most CMMS makers, the need for flexibility has meant prepping for a new way of doing business. “In our mind the market has fundamentally changed,” says Brian Gay, CEO of Florida-based Champs Software. “The people who are leaving their existing systems are often going backwards in terms of their functional requirements, and it probably is because things were too complicated. I don’t know if the industry overbuilt software trying to outdo one another, but a lot of the big heavy maintenance organizations that in the past would have been wanting everything you have and more have left for the smaller systems. Now, if they don’t need everything, they don’t have to buy what I call the ‘big pig’ with all of the features.” Champs offers its customers a fully integrated suite that can include maintenance, inventory, purchasing, safety and other elements specific to any industry. “And we can combine them any way they want, “ says Gay, who adds that instead of taking a separate product approach, Champs “puts a simple front-end on it with their own modules, but on the backend is our heavyweight functionality. We’re doing this in a Web form for a desktop and we’re building a handheld interface. And a lot of people—even larger organizations—want to go straight to the handheld options,” he says, “so we’re trying to make a solution that will play at all ends of the spectrum and do it on all the devices.”

Multi-level appeal As Gay notes, this level of service from a CMMS provider isn’t lost on larger players, something that can occur as they manage transitions between systems or implement upgrades like SAP PM. “People will buy our system because it can take so long to get to the PM portion of a large system like SAP,” says Rona Palmer, JUNE 2014

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Marketing Director at eMaint, a New Jersey-based maker of Web-based SaaS (software as a service) CMMS products. “Then they often end up using it because the larger legacy systems are not how many lean, modern companies can work and be efficient. The big guys have a great product," she adds, "but implementation can be lengthy. With our subscription-based services, you can be up and running in weeks instead of months or years.” Palmer says the appeal of her company’s Web-based products has grown from predominantly manufacturing uses to many others, including field-service applications, food and chemical processing, oil and gas operations, packaging, distribution, retail, commercial laundries and facilities maintenance. “It’s because people aren’t tied to computers,” she says. “They need rapid deployment, and they want to have enough standardization of SOPs, because when you’re lean, you don’t necessarily have a reliability engineer at each location. The whole beauty of the Web is that it puts everybody on one system. We are also noticing more enterprise-level systems and more requests for multiple languages because they’re rolling out a common system across the enterprise. At the enterprise level, the Web is becoming more accepted as enterprises continue to standardize on a range of cloud-based systems.” In an interesting twist on the old complaint about CMMS complexity, the ease-of-use and flexibility of the new CMMS products is actually advancing maintenance strategies, says Palmer. “When clients search for a CMMS, they are usually practicing some form of reactive maintenance and looking to get a preventive maintenance program in place. That has been the traditional driver. Now we see clients moving from preventive maintenance to incorporating predictive techniques like vibration, thermal and lubrication into MAINTENANCETECHNOLOGY.COM | 35

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CMMS ROUNDUP

their programs. There is also an uptick in the number of clients who take advantage of our mobile solution, our purchasing and inventory tools, and our multi-site capabilities. We definitely see our clients using a greater percentage of the system’s capabilities. They want to include other things beyond work tracking and completing PMs.”

What’s next? “Web-based and mobile-based is going to keep going,” says Tesdall. “At this point, it’s almost all of the market, as far as I’m concerned. I think more of the companies that are using the traditional client-server based CMMS packages are going to be looking to upgrade. The other one is, and it’s not just for CMMS, but all software, which is the hosted market, the SaaS. That’s going to increase. I think

here you’ll see increased numbers of larger companies looking at SaaS because there is a dramatic cost savings. Dealing with hardware and the people to manage it is expensive. If they can hire a company like ours that centralizes their databases for one type of software, it’s more efficient for us and they have a cost savings. I also see the CMMS market expanding for the medium and lower-tier companies. There are more opportunities out there than less. More types of businesses are finding out they can use CMMS to manage all sorts of things.” But despite their desire for CMMS simplicity, today’s customers still want plenty of support, says Gay. “A lot of them are looking for a hand,” he says. “They want to start using a system, but they want you to take care of everything. Because of this, I’ve built groups to support them.

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For example, the dot.net users, all the Web-architected solutions and all the handheld options mean that we need more employees and resources to deliver the solutions the way customers want them.” To ensure he can maintain needed customer-service levels, Gay plans to use the engineers he currently has working on “the long-term stuff ” for their ability to support what they created. “I’m right now in an office next to a nuclear power plant that is building two new units on the same site,” he says. “I have eight fulltime engineers working on that project, all of whom are going to be future dot. net implementation and support people.” At eMaint, a clear trend for their products is globalization. “Our clients are global and we need to be where they are,” says Palmer. “The Web is so ubiquitous, we currently have users in 45 countries and continue to receive requests from an increasing number of countries on every continent. We’re being asked to do things that might not have been part of a traditional CMMS, but because the software can do it, the lines are blurring. People are looking for solutions and partners. Agile, mobile, rapid—who knows what the technology will be in five years? But it doesn’t really matter how we access the Web. What device it runs on matters less and less.” With a high level of interest from widespread and various factions, Palmer says one of the company’s challenges is to ensure it keeps pace with everything a CMMS can do as its products’ uses grow in unexpected ways. “We see clients pushing the envelope as far as what you can track with a CMMS,” she says. “Beyond the traditional items like buildings, equipment and work requests, we have clients who use the tool to track safety compliance meetings and manage things like key requests, equipment moves and vendor contracts. With a little imagination,” she adds, “there’s almost no limit to how you can apply it.” MT

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6/12/14 4:33 PM

LM&T

FROM OUR PERSPECTIVE

How is Your ‘Date’ Life? Ken Bannister Contributing Editor

atching the local news recently, I became intrigued by what I consider an especially compelling human-interest story. The report focused on the growing numbers of people—many fully employed and living in nice neighborhoods—who have embraced “dumpster diving“ in supermarket waste dumpsters as part of their weekly grocery shopping activity. Fueled by the high cost of groceries and regulatory requirements for stores to dispose of products that have surpassed the “Best By” dates stamped on their packaging, today’s “dumpster divers” seem to have figured out a legal way to obtain perfectly edible free food! Food packagers are mandated to place “Best By” dates on their goods, and grocers use them to rotate their stock and ensure that food is sold in a timely manner without spoilage. Ironically, when we take food home, we can store it for a long time before opening and using it. Days, weeks, even months later, if the food looks OK (or even if not) and if it passes a rudimentary “sniff and place a little on the finger taste test,” it may be eaten without any attention given to the date on its label. This is not always the case for lubricants.

Lubricants are typically shipped with ‘Best By’ dates stamped or printed on their labels, much like food products. Custodians of such lubricants are expected to rotate stock and move them through the supply chain to end-users as quickly as possible. Lubricants are typically shipped with “Best By” dates stamped or printed on their labels, much like food products. Custodians (including distributors)

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of such lubricants are expected to rotate stock and move them through the supply chain to end-users as quickly as possible. Like some foods—i.e., Limburger cheese—some lubricants (especially gear oils containing sulfur) can smell terrible as soon as they are manufactured. In some cases, improperly stored lubrication products (particularly vegetable-based and cutting oils) can be subjected to air, heat and light that cause them to become rancid and unusable. Luckily, there are steps you can take to eliminate confusion. Oils that have been stored for long periods of time, especially those that have surpassed their “Best By” dates, require visual inspection to check if any of their additive packages have 1) dropped out of colloidal suspension, which looks like dirt or colored pepper sitting on the bottom of the pail and results in reduced protective properties; or 2) coagulated into heavy viscous lumps that could block a lubricantdispensing meter device and starve the bearing. Findings such as these will necessitate a call to the supplier or manufacturer to determine if the oil can be “reconstituted” for use. If a lubricant passes all ready-for-use tests and is dispensed into a working reservoir on a machine, the reservoir requires tagging with an “In Service” date stamp. (This is similar to an automotive service center putting a sticker on your windshield when you have your vehicle’s oil changed—it indicates the mileage of your last or next oil change.) At the same time you change out an industrial lubricant, you’ll probably change one or more filters. This provides an ideal opportunity to write an “In Service” date on the outside of the filter with an indelible marker. Air filters and drive belts can all benefit from the same practice of marking their “In Service” dates, regardless of the fact that their change dates are being captured in the CMMS through work-order closing. The practice of viewing “Best By” dates and associating “In Service” dates with your lubricants and lubrication-related components helps validate calendar-based maintenance. It’s also of enormous value in understanding the impact and value of a condition-based maintenance approach. Good luck! LM&T

kbannister@engtechindustries.com

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6/13/14 7:53 AM

LM&T

By Jane Alexander Deputy Editor

ExxonMobilâ&#x20AC;&#x2122;s Equipment Builder Group Celebrates

100 Years of Excellence The group was formed to help OEMs advance the performance of the machinery they build for industrial operations around the world.

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JUNE 2014

6/12/14 11:34 AM

INDUSTRY Q&A

LM&T

Marc Peters of ExxonMobil’s Equipment Builder Group

Since 1914, ExxonMobil’s Equipment Builder Group has helped companies maximize industrial equipment performance and design. Comprised of engineers with backgrounds across a range of disciplines, the group is often involved with companies from equipment concept through design, into construction. This “from the ground up” perspective enables the team to develop recommendations on formulating lubricants that best meet the needs of the equipment. To learn how the Equipment Builder Group has delivered critical insight to equipment builders for 100 years, we spoke with Marc Peters, the Global Equipment Builder Manager for ExxonMobil Fuels, Lubricants and Specialties Marketing Co.

Q: What, exactly, does ExxonMobil’s Equipment Builder Group do? A: Our Equipment Builder Group is made up of technical experts and engineers with backgrounds in chemistry, tribology and mechanical engineering. This lineup provides the technical knowledge and creative vision equipment builders are looking for. Across the many sectors and industries we serve, group members work with the world’s leading equipment manufacturers to advance the performance of industrial machinery. Our efforts include: Helping design and oversee innovative testing programs. Evaluating lubrication approaches and monitoring performance. Identifying potential equipment performance/durability issues before they occur, thus helping manufacturers enhance the efficiency and performance of their equipment.

process, we identify challenges that might impede optimum performance and efficiencies. We also create critical testing and measurement protocols to measure success. The group also works with suppliers and service departments to follow up on the real-world performance of both the equipment and the Mobil-branded Industrial Lubricants developed to service that equipment. And, by implementing the Mobil Signum Oil Analysis program, we can monitor critical indicators in used oil, providing equipment builders with advanced warning of abnormal conditions that could contribute to equipment and oil degradation. In fact, the knowledge we gain from our investigative efforts is, perhaps, the most critical part of the process.

Q: What are some of the group’s top successes, and what’s in store for it going forward? A: We’re proud of our heritage of being one of the first lubricant manufacturers to dedicate resources specifically to building innovation-centered relationships with equipment builders. Over our 100-year history, the group has received countless recommendations for our products due to our efforts. This includes the fact that our flagship Mobil SHC synthetic lubricants have been approved for use in more than 10,000 applications, with more than 2500 preferential endorsements from leading equipment builders worldwide. Looking forward, we know the ExxonMobil Equipment Builder Group will continue to take application expertise to new heights and help our partners advance the productivity of their equipment. LM&T

Q: What is the group’s typical procedure for working with equipment manufacturers? While every situation is different, there are aspects of our efforts that are consistent. At its heart, our Equipment Builder Group usually recommends a multi-faceted approach designed to provide a continuous cycle of insights at each stage of testing and evaluation. This means working during the design stage to help ensure that the constructed machinery will consistently run at optimal performance levels. In turn, once the machinery goes into service, its lubrication process will be that much easier. We collaborate with testing departments and laboratories to see how newly designed equipment functions. During this JUNE 2014

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Part II: Domain of Knowledge Element #8

Industrial Lubrication Fundamentals:

Storage & Handling The journey from refinery to point-of-use can kill a lubricant. Ken Bannister Contributing Editor

Many end-users believe a lubricant is purchased in an uncontaminated state and delivered in the correct formulation, as ordered, to begin its working life as soon as it’s dispensed into a machine reservoir or bearing point. This is not always the case.

From refinery to supplier Lubricants start life as crude oil in a refinery where the process to separate their many components begins by boiling the crude at a temperature of 1100 F. The resulting vapor is allowed to enter the bottom of a cylindrical tower called a fractional distillation column that’s filled with trays at specific heights. As the vapor rises, the column temperature becomes cooler, causing elements within the vapor to condense into a liquid state when their boiling points match the column temperature. Lubricating base oils begin life fairly low in the column—at a temperature around 570 F—where they are collected and sent to a manufacturer’s lubricant-blending facility. At the blending facility, additives are introduced into the base oil to make a finished oil product that is then quality-tested for purity and composition and stored in tanks for shipment to a packaging facility or regional/local bulk-lubricant supply company. Prior to initial shipment, the lubricant is tested for base-oil

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viscosity and flash point, additive package composition and concentration known as the “treat rate” and level of contamination (or cleanliness). If the batch meets the lubricant design requirements it is given a Certificate of Analysis (COA), which is copied to the lubricant purchaser. This COA document is important as it acts as a baseline measurement for all corresponding quality checks prior to machine point-of-use. On the next step of its journey, the lubricant is susceptible to contamination-degradation risk. That’s because bulk oil is primarily moved around the country to supplier “tank farms” (large holding-tank facilities) via tanker trucks. Although there is no across-the-board cleanliness standard for tanker trucks, most lubricant manufacturers do require them to arrive with their tanks cleaned of previous product residue and pass a visual cleanliness inspection and a simple hydrocarbon/gasoline presence “sniffer” test before filling can take place. Once filled, the tanker truck delivers the bulk oil to the supplier’s facility. Prior to off-loading, though, the truck’s lines and hoses are required to be flushed in accordance with the lubricant manufacturer’s guidelines (these will vary according to the compatibility of the onboard new lubricant with the residue of the previously shipped product). During this process, JUNE 2014

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ICML CERTIFICATION SERIES

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in the event a product fails the quality test on delivery.

a lube sample is taken and quality-tested to ensure no product degradation has occurred. From this point, it’s often assumed the supplier’s tanks are clean and no cross-contamination has taken place within the tank, and that no water or solids contamination has been allowed during storage. The next step can be a lubricant transfer from a regional facility to a local tank farm owned by the supplier. Or there can be a direct transfer to an end-user’s site in bulk form or pre-filled supplier bulk totes, barrels or pails. Again, it’s often assumed the pumping equipment, tanker-truck compartments and lines or containers have been cleaned and flushed correctly. However, based on a supplier’s level of cleanliness, your lubricant may be delivered in accordance to the original COA level of quality or it may not! Ensuring lubricant quality at delivery is incumbent on the end-user. The following steps are important:

Perform quality testing regularly, taking a bulk sample after the tanker truck lines have been flushed prior to transfer, and from the center of any supplier pre-filled containers. Once the delivered lubricant has been accepted for use, the risk of contamination degradation is in total control of plant personnel. Thus, it’s crucial for lubrication personnel to be familiar with the ISO 4406:1999 Code and its Solid Contamination Code Suitability Matrix (Table I). The ISO 4406:1999 code examines the number of 4-, 6- and 14-micron particles present in a 1-ml lubricant sample and compares them to a particle concentration range to determine the ISO range-number value. For example, a 19/17/14 lubricant value (new oil) translates to between 2500 to 5000 particles >4 microns in size, between 640 to 1300 particles >6 microns, and between 80 to 160 particles >14 microns.

Insist on a lubricant Certificate Of Analysis (COA) for each lubricant delivered. Keep this document on file until the batch of product has been used.

From supplier to point of use As soon as it’s under the control of a maintenance department, a lubricant must be carefully stored and transferred if it is to reach the bearing surface in the state of quality intended by the manufacturer (or even cleaner if dictated by machine requirements). Figure 1 shows incorrect and correct storage methods. Storing new lubricants is best achieved in a dedicated lubrication room or crib, preferably indoors. If stored outdoors, lubricant products must be protected from the elements, particularly rain. Outside drums are best stored horizontally in a drum rack. If this configuration isn’t possible, the drum can be stored upright and tilted using a 2x4 placed under one edge with the fill bung

Never assume all lubricants are delivered as per their COA document specification. Set up a delivery-acceptance agreement with the supplier to deliver lubricant based on the COA and/or a set of internal minimum cleanliness (see Table I for ISO 4406:1999 guidelines) and viscosity specifications (within +/- 10% of COA specification). Establish an oil-quality-analysis test acceptable to both end-user and supplier, and a develop a service-level agreement that outlines the lubricant-condemning levels and remedial-action requirements

Table 1. ISO 4406:1999 Solid Contamination Code Sultabiliity ISO Range

Description

Application

Life Extension

Dirt p.a.*

22/20/17

Very Dirty

Unsuitable for any lubrication system (H,L,G)

.5x (H) .75x (G)

600kg

19/17/14

New Oil

140kg

17/15/12

Light Contamination

16/14/11

Clean

<14/12/10

Very Clean

Medium/low pressure systems (H,L) Non-critical gear systems (G) Standard hydraulic and lube oil systems (H,L)

1.6x (H)

Standard Gear system (G)

1.3x (G)

Servos and high pressure hydraulics (H,L) Critical gear systems (G) All oil systems (H,L,G)

3x (H) 1.7x (G) 4(H)-2x(G)

34kg 17kg 8.5 kg

H-Hydraulic Oil, L – Lube Oil, G – Gear Oil * Dirt through pump at 200ltr/min, 230 work day, single shift in 1 year

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LM&T ICML CERTIFICATION SERIES

û Fig. 1. Incorrect (top) and correct methods (right) for storing lubricants in a plant environment (Photos courtesy of ENGTECH Industries, Inc., and Fluid Defense Systems, respectively)

placed at the highest point to avoid surface-water build-up and ingression on opening. The types of temperature changes experienced in northern climates can cause condensation to occur in a drum. When water contamination is suspected, the oil must be lab-tested (ASTM D1744/D95) for water and for viscosity change (ASTM D445) after opening, prior to use. If +/- 10% of difference is found from the COA baseline, the oil will require centrifuging to extract the water. This situation can be avoided by investing in outdoor drum-storage protection containers or simply by storing the oil indoors. Since oil has a shelf life, the lubrication technician must track purchases and usage in a logbook. Purchase only enough lubricant for six months or less, and regularly rotate stock using a FIFO (First In First Out) stock-rotation method. (Refer to this month’s “From Our Perspective” column for more tips.) Within a plant environment, a lubricant is at most risk of solids (dirt) contamination and old-lubricant cross-contamination when being transferred from a bulk container (tote, drum or pail) into a smaller transfer container (oil can or jug) to the machine reservoir. The common culprits are non-dedicated, un-flushed or dirty transfer pumps and filter carts, or nondedicated, dirty funnels and transfer containers, especially if the container is an open container. To minimize contamination ingress when storing and transferring lubricants in a plant environment, keep these rules in mind: Use only dedicated storage tanks, pumps and transfer equipment,

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one set per lubricant. Label all equipment with the appropriate lubricant identification. Ensure storage tanks (including at-point reservoirs) have secure fill caps and breathers. Implement a regular-cleaning PM work order for all tanks, reservoirs and transfer equipment. Transfer bulk oil through dedicated filter carts. Use quick-connect couplings for pump transfer wherever possible. Use one-time disposable funnels. Store them in a sealable plastic freezer bag. Avoid use of suction/fill wands. DO NOT USE open transfer containers that can double as a watering can. NEVER leave lubricant containers open after transfer has taken place. Performing basic housekeeping and taking a commonsense approach to lubricant transfer will give the lubricant its best chance to do what it was designed to do once it gets to the bearing surface. LM&T JUNE 2014

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PRODUCTS

LM&T

Line of Oil-Analysis Instruments The Spectro LaserNet Fines Q200 Series from Spectro Scientific is an analytical platform for oil analysis, condition monitoring and maintenance and reliability programs. It provides a particle counter, wear particle classifier and ferrous monitor in one scalable and upgradeable package. The units provide particle counts and codes, dirt ingress, abnormal wear classification, ferrous wear measurement and free water calculation. The Q200 Series is now available in three configurations: The Q210 features a particle counter with the capability to segregate wear particles from dirt ingress, while the Q220 adds the LNF automatic shape classifier. The Q230 configuration includes the particle counter, automatic shape classifier, and a magnetometer that quantifies and trends ferrous content. Lubriplate®

LTR-2 Red

Spectro Scientific Chelmsford, MA

Extreme-Pressure, Food-Grade Synthetic Grease Sprayon Products’ LU 207 Food Grade Synthetic Grease is part of the company’s expanded line of NSF H1-Rated Food Grade Lubricants. The grease is a pure synthetic multi-service, non-melting, waterproof grease fortified with PTFE. It is designed specifically to lubricate, seal out water and resist chemical attack under demanding conditions. With high film strength and extreme pressure qualities, it forms a durable film of lubrication that prevents metal to metal contact and is resistant to water washout. Sprayon Products Cleveland, OH

The Heavy-Duty, Tacky, Red Grease That Sticks With You Under The Toughest Conditions. This thick / tacky / adhesive, multi-purpose, extreme pressure grease can withstand higher temperatures than traditional lithium greases. The advanced, zinc free additive package provides outstanding anti-wear protection. Recommended for a wide range of applications.

Lithium Complex Zinc Free

Formula for HighTemp Applications

High Performance, Anti-Wear Additive Package.

a Wide Range NLGI No. 2 Grade For of Applications Backed By:

Lubriplate ®

ESP

Extra Services Package

Plant Surveys Tech Support Software Machinery Tags Training Lube Analysis

Lubriplate® Lubricants Newark, NJ 07105 / Toledo, OH 43605 800-733-4755 / E-Mail: LubeXpert@lubriplate.com To visit us on Facebook, Twitter or LinkedIn, go to www.lubriplate.com and click on the desired icon.

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TECHNOLOGY THE SOURCE FOR RELIABILITY SOLUTIONS

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NEWSLETTERS Sign up today for Maintenance Technology and Lubrication Management & Technology newsletters. Delivered directly to your inbox upon request, these newsletters contain the news, technology and product information, and application tips that will help you succeed.

TOPICS INCLUDE Industry News Reliability Products Maintenance Products Thought Leaders Fundamentals Training & Workforce Development Energy Efficiency Lubrication News Lubrication Products And Many More!

According to Des-Case, its recently introduced Extended Series (EX) breathers combine the materials, design and high air flow of its Standard breathers and the check-valve technology of its hybrid breathers with a new honeycomb oil-mist-reducing feature and more than double the desiccant (1.2 – 4.2 lbs.). Products in the EX lineup are designed to protect large assets, including wind turbines, gearboxes and storage tanks and remote applications. The company also offers vent adapters for these EX breathers, as well as for those in its Standard and VentGuard breather lines. Des-Case Corp. Goodlettsville, TN

Environmentally Friendly Adhesive Lubricant Klüberbio AG 39-602 from Klϋber Lubrication is an environmentally acceptable adhesive lubricant for open gears and steel cables in the marine industry. Based on ester oil and selected additives, the grease complies with the requirements for environmentally acceptable lubricants (EALs) as defined in Appendix A of the U.S. Environmental Protection Agency’s 2013 Vessel General Permit (VGP). It contains more than 60 percent of renewable raw materials, resulting in reduced environmental impact in the event of discharge into water. According to the company, the lubricant’s good adhesion to surfaces and water resistance helps extend relubrication intervals. Anti-corrosion and anti-wear additives also ensure longer component life and reduced wear. Klüberbio AG 39-602 can be applied continuously through transfer lubrication by pinion or brush. Compressed-air lubrication equipment can be used for the lubrication of steel cables.

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Breathers for Large and Remote Assets

Klüber Lubrication Londonderry, NH

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Reducing maintenance costs and unplanned downtime for your operation is essential to maintaining your competitive edge. High quality desiccant breathers greatly reduce particulate and moisture contamination in vital lubricating fluids. Clean, dry lubricants work better and last longer, which increases the life expectancy of your capital intensive equipment. Air Sentry® has been setting the bar for longer breather life since we started. Our GUARDIAN® breathers incorporate technology that significantly extends desiccant life. To reduce costs, maintenance intervals, and increase the lifespan of your fluids and critical equipment, contact us to see what GUARDIAN can do for you. It’ll have you breathing a whole lot easier.

More desiccant for the money – more desiccant equals longer life

Modular cartridge design greatly reduces replacement costs

Check valve technology isolates desiccant from ambient conditions

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PRODUCTS Condition-Monitoring Solution for Rotating and Reciprocating Equipment Machine Saverâ&#x20AC;&#x2122;s patentpending VTB product offers operations an all-in-one condition-monitoring solution for rotating and reciprocating equipment. Designed to monitor ball bearings, roller bearings and gear conditions, this triaxial accelerometer and temperature sensor can interface with a DCS, PLC or SCADA, or function as a standalone machineprotection monitor. The VTB provides overall vibration level outputs for the X, Y and Z axes in Acceleration, Velocity, Displacement, and temperature and impact severity levels for mechanical looseness. When used with CBM Vision software, it can take user-defined periodic snapshots of dynamic vibration information for real-time automated condition analysis.

Flange-Spreading Tools According to Equalizer USA, its patented flange-spreading tools can be used with all flange-joint types, even those with no access gaps. The company says its new Equalizer SWi product range can make activities associated with flange maintenance in a plant safer, more efficient and more cost-effective. Products in the SWI line offer 60% more spreading force and almost 30% more spreading distance. Molded revolving handles, revolving safety lanyards and the absence of finger-pinch points enhance usability. Simplified disassembly and reassembly of the spreaders also means easier maintenance of the tools themselves. Equalizer USA Crown Point, IN

Machine Saver, Inc. Houston, TX

REVOLUTIONARY VIBRATION AND BEARING ANALYSIS

Leonova Diamond and Emerald are the latest proof of our commitment to developing first class condition monitoring products for more profitable maintenance. Use SPM HD for accurate rolling element bearing analysis. Reduce data collec tion time with tri-axial vibration measurements. Add balancing, laser alignment, orbit analysis and much more, all in a rugged and lightweight instrument. Intrinsically safe versions available. Experienced Manufacturers Reps Wanted, Please call 1-800-505-5636

Tel. 1-800-505-5636

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leonovabyspm.com

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PRODUCTS

Compact-Footprint Refrigerated Dryers for Rotary Compressors Kaeser Compressors has released a new line of refrigerated dryers for use with rotary compressors up to 40 hp. The Kryosec TAH-TCH series can handle flows from 12-159 cfm. Incorporating copper-brazed stainless steel plate heat exchangers, they provide drying at ambient temperatures up to 122 F. The units’ air-to-air and air-to-refrigerant heat exchangers are combined with the condensate separator in a single assembly to save space and weight. According to the manufacturer, these new units have a compact footprint and easily fit under machine platforms and in tight corners. Kaeser Compressors, Inc. Fredericksburg, VA

Sonic Resonance Cleans Pipes and Process Equipment According to AIMM Technologies (AIMM), its Hydrokinetics cleaning technology can clean what’s typically been considered the “un-cleanable” interiors of piping, tubes, lines and process equipment in plastics, chemical, refining, offshore and other facilities. Based on the induction of “sonic resonance” into a cleaning water stream, Hydrokinetics has been shown to be capable of doing what a hydroblasting, lancing, drilling and baking acidizing can’t. The sonic resonance travels through the water stream and safely transfers to both the tube and the fouling material. Because of the different compositions of the tube and the fouling material, they resonate at different frequencies, breaking the bond between them and allowing the fouling to be expelled. AIMM Technologies, Inc. Texas City, TX

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SGS Herguth has led the industry in high quality innovative condition monitoring analysis for industrial users. If a machine contains oil, grease or operates with fuel SGS Herguth is involved with a condition monitoring somewhere on the globe. With 29 condition monitoring laboratories around the world we are the leaders in industry. SGS Herguth provides custom or tailored testing packages and special analytical services designed for your plant or application.

Certifications Include:

ISO/IEC 17025 - Testing and Calibration Laboratories ISO 9001 – Quality Management Standard 10CFR50 Appendix “B” – Quality Assurance for Nuclear Power Plants ASTM - Test Procedures Radioactive Materials - Handling License ANSI - Nuclear Quality Assurance MIL - Q9858A Military Quality Program

SGS Herguth Laboratories, Inc. 101 Corporate Place Vallejo, CA 94590, USA

Tel: 1-800-645-5227 (OIL-LABS) Local: 1-707-554-4611 Fax: 1-707-554-0109

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PRODUCTS

IPC Analyzes Data for High-Performance Operations

Flexible Hose for High-Temperature Fume Extraction

GE Intelligent Platforms’ Proficy industrial control and computing platform (IPC) for industrial Internet networks is an integrated data collection and analytics appliance designed for rapid installation and deployment. The high-performance IPC platform enables collection from 100 to 5,000 data points on a rugged form factor small enough to install with machine controls. Proficy Historian’s patented compression algorithms enable greater volumes of data to be stored on the IPC’s hard drive than competitive data historians, without sacrificing data integrity. The solution marries the latestgeneration GE PACSystems RXi XP hardware with Proficy Historian 5.5 software.

The Flex-Lok® 570 hightemperature exhaust hose from Flexaust is a durable, Kevlar-coated high temperature fabric fume hose. It consists of single-ply Para-Aramid fabric locked around a coated steel wire by a crimped metal strip. It is designed for fume venting at -40 F to 570 F, and is flame-retardant and puncture-resistant. Suitable for reel and drop systems, the hose’s metal strip acts as a wear strip and is vibration-resistant. Applications include exhaust venting and welding-fume extraction.

GE Intelligent Platforms Charlottesville, VA

Reduce Maintenance Cost by up to 40%

Keeping oil clean – It’s your best insurance! 1

Clean incoming oil – because new is NOT clean oil

Keep oil clean – remove solids AND moisture

Keep your first fill from starting things off on a dirty foot. Our systems remove impurities in your new oil. These contaminants are the seeds of increased maintenance costs in the form of downtime, wear, and repair.

A Harvard Filtration system on your machinery will keep your investment clean and operating at its peak performance. In hydraulic systems, 70-80% of failures are due to contamination. The Harvard Constant Contamination Control® keeps moisture and contaminants from accumulating in your oil. This prevents premature wear, and reduces costs. Let us show you how one company reduced their maintenance costs by 40%. Call us today.

Flexaust, Inc. Warsaw, IN

Rejuvenation Process for Power Cables Typical new oil.

Don’t let your oil look like this!

Contaminated oil.

The same oil after 48 hours in use with a Harvard system.

505 Union Street l Evansville WI 53536 l 800-523-1327 608-882-6330 l 608-882-5127 fax www.harvardcorp.com

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Constant Contamination Control® can be applied to engines, transmissions, hydraulics, turbines, gear boxes, diesel fuels, heat transfer fluids, AND MORE!

According to Novinium, its environmentally friendly Sustained Pressure Rejuvenation (SPR) technology can restore aging power cables to like-new performance for less than it would cost to replace them. Cable rejuvenation involves the injection of a healing and upgrading fluid into the strands of medium-voltage power cable. In the SPR process, as the non-flammable rejuvenation fluid migrates into the conductor shield and insulation, it modifies the insulation’s chemistry. For a 300 ft.-long, 3-phase cable segment, one crew using handcarried equipment can typically complete the SPR procedure in approximately four hours, including sealing the six cable ends, injecting the fluid and installing new termination kits. Sites can expect the dielectric strength of their treated power cables to increase immediately and exceed 400 volts/mil within seven days. Novinium, Inc. Auburn, WA

JUNE 2014

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PRODUCTS

Wireless Machine Condition Sensor for Hazardous Duty

Easyto-Repair Temperature Transmitters

SKF’s Wireless Machine Condition Sensor leverages the WirelessHART protocol to deliver dynamic vibration and temperature data for condition monitoring and diagnostics. The product has ATEX Zone 0 certification, which means it is appropriate for use in hazardous environments. The product combines sensor and router node into one compact and battery-operated unit. According to SKF, the sensors communicate with each other and with a wireless gateway, creating a mesh network that’s suited for monitoring rotating machinery across large sites, in hard-to-reach locations or where traditional WiFi communications won’t work.

Honeywell Process Solutions’ range of SmartLine industrial temperature transmitters is aimed at improving overall plant and personnel efficiency, even in harsh, noisy process environments. Part of the company’s SmartLine field-instrument portfolio, these products incorporate a number of efficiency-enhancing features, including advanced displays capable of showing process data in graphical formats and communicating messages from the control room. According to the manufacturer, whether they measure temperature or pressure, all of its SmartLine transmitters feature modular components that simplify field repairs and reduce required repair-parts inventories.

SKF Lansdale, PA

Honeywell Process Solutions Phoenix, AZ

Product & Literature SHOWCASE For rate information on advertising in Showcase, contact Tim Steingraber at: Phone: (847) 382-8100 x112 E-mail: tsteingraber@atpnetwork.com

3DLevelScanner Automated Bin Level Measurement

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PRODUCTS

Simplified Gas Chromatograph Emerson Process Management has released its Danalyzer 370XA Gas Chromatograph (GC), designed for ease of use and maintainability. The Danalyzer 370XA enables continuous online analysis of natural gas for such applications as custody transfer, power generation and burner fuel/air ratio control. The instrument provides a C6+ analysis similar to legacy Danalyzer GCs, but in a smaller and simpler form. Improved diagnostics and intuitive local operator interface are standard. The unit has a Maintainable Moduleâ&#x201E;˘ that houses the analytical components in an easily-removed package that can be replaced in the field in about two hours, including warm-up and purge. Emerson Process Management Houston, TX

Marketplace

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Cellular + WiFi Hour Meters

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CLASSIFIED

Ad Index ADVERTISER

MAINTENANCE

TECHNOLOGY

WEB ADDRESS

PAGE #

Air Sentry..............................................................www.airsentry.com................................................47 ALL-TEST Pro, LLC............................................www.alltestpro.com...............................................33 AutomationDirect.com......................................www.automationdirect.com................................BC AVO Training Institute.......................................www.avotraining.com/mt....................................17 Baldor Electric Company...................................www.baldor.com....................................................1 BinMaster Level Controls..................................www.binmaster.com.............................................51 Engtech Industries Inc........................................www.engtechindustries.com...............................22 Exair Corporation...............................................www.exair.com/48/440.htm................................5 Fluke Corporation...............................................www.fluke.com................................................IFC, 3 Harvard Corporation.........................................www.harvardcorp.com/mt..................................50 Inman Electric Motors.......................................www.inmanelectric.com......................................36 Inpro/Seal, LLC C/O Waukesha Bearing, Inc..............................www.inpro-seal.com/mt.......................................15 IRISS, Inc...............................................................www.iriss.com/deltat.............................................9 Lubriplate Lubricants Co...................................www.lubriplate.com..............................................45 Ludeca Inc.............................................................www.keepitrunning.com................................19,21 Meltric Corporation...........................................www.meltric.com..................................................51 Motion Industries................................................www.motionindustries.com................................7 NSK Corporation................................................www.nskamericas.com.........................................13 Ounce of Prevention Software..........................www.oops-web.com..............................................51 Royal Purple, Inc..................................................www.royalpurpleindustrial.com.........................39 SGS Herguth Laboratories, Inc.........................www.sgsherguth.com............................................49 SPM Instrument, Inc..........................................www.spminstrument.com...................................48 Test Products International ...............................www.testproductsintl.com...................................12 Turbomachinery Lab..........................................pumpturbo.tamu.edu...........................................23 U.S. Tsubaki Power Transmission, LLC...........Time4Lambda.com...............................................IBC

MAINTENANCE

TECHNOLOGY THE SOURCE FOR RELIABILITY SOLUTIONS

Submissions Policy: Maintenance Technology gladly welcomes submissions. By sending us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc., permission, by an irrevocable license, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned. Reproduction of Materials: Materials produced by Maintenance Technology may not be reproduced in any form for any purpose without permission. For Reprints: Contact the publisher, Glen Gudino, at (847) 382-8100 ext. 119.

JUNE 2014

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THE SOURCE FOR RELIABILITY SOLUTIONS

JUNE 2014 â&#x20AC;˘ Volume 27, No. 6 1300 South Grove Avenue, Suite 105 Barrington, IL 60010 PH 847-382-8100 FX 847-304-8603

INTEGRATED MEDIA SPECIALISTS AR, IA, IL, LA, MN, MO, OK, TX, WI, ON PHIL SARAN psaran@atpnetwork.com 1300 South Grove Avenue Suite 105 Barrington, IL 60010 Direct 708-557-1021 AL, CT, DE, FL, GA, IN, KY, ME, MA, MD, MI, MS, NC, NH, NJ, NY, OH, PA, RI, SC, TN, VA, VT, WV, QC JULIE OKON jokon@atpnetwork.com 11819 Eden Glen Drive Carmel, IN 46033 Office 317-564-8475 Cell 317-690-6757 AK, AZ, CA, CO, HI, OR, WA, BC GLEN GUDINO ggudino@atpnetwork.com 1300 South Grove Avenue Suite 105 Barrington, IL 60010 Direct 708-207-3895 ID, KS, MT, ND, NE, NM, NV, SD, UT, WY, AB, MB, SK, MEX, INTERNATIONAL SALES, TIM STEINGRABER tsteingraber@atpnetwork.com 1300 South Grove Avenue Suite 105 Barrington, IL 60010 847-382-8100 x112 Fax 847-304-8603

MARKETPLACE and SHOWCASE ADVERTISING TIM STEINGRABER tsteingraber@atpnetwork.com 1300 South Grove Avenue Suite 105 Barrington, IL 60010 847-382-8100 x112 Fax 847-304-8603 MAINTENANCE TECHNOLOGY | 53

6/13/14 4:08 PM

OVERCOMING YOUR CHALLENGES

Why Is Your Pressure So High? Ron Marshall CET, CEM for the Compressed Air Challenge (CAC)

here was a day when most air compressors were rated at 100 psi: Rarely did general plant compressed air systems exceed this threshold. Over the years, however, plant pressures have climbed—and this has cost industrial customers a bundle. A good exercise for anyone involved with compressed air systems in a plant is to question the pressures in those systems. Running your system at levels higher than what’s required costs about 1% for every 2 psi of extra pressure at levels around 100 psi. Moreover, unregulated air demands consume about 1% more flow for each 1 psi in added pressure. Excessive air pressure can cost about 10 to 15% more in wasted energy for every 10 psi increase. On a 100 HP air compressor running full time, this waste costs about $12,000 per year at 10 cents per kWh. Why is your air pressure so high and what can be done about it? Here are some possible causes and solutions: Pressure-critical end uses. There may be some airusing equipment that will malfunction if the pressure falls below a certain point. This forces compressor pressures higher. Many times these applications are attached to the system with poor connection practices, which can cause a 20 to 30 psi pressure differential. If these can be upgraded and improved, the pressure can lowered.

A good exercise for anyone involved with compressed air systems in a plant is to question the pressures in those systems. Excessive air pressure can cost your facility a bundle. Perceived high-pressure applications. Equipment operators often think they need high compressed air pressure because of misinformation—or because “that’s the way it has always been done.” If a handful of questionable applications are forcing pressures up, it is time to question assumptions and verify actual requirements. Piping loss. Compressor pressure may be jacked up because undersized main-plant piping is causing a restriction. Upgrading this piping size or recon54 | MAINTENANCE TECHNOLOGY

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figuring it can remove restrictions and allow lower compressor pressure. Dryer and filter differential. Many times, air dryers and filters in the compressor room are the culprits in causing restrictions. If the dryers are undersized or filters are clogged due to poor maintenance, the compressor pressure must rise to overcome this loss. Transient demands. There may be occasional transient high-flow demands in the plant caused by a special compressed air process or machine. If this demand exceeds the capacity of the running compressors, the pressure may be pulled down to unacceptably low levels. As a way to compensate and prevent it from falling below what is minimally acceptable, the pressure is often jacked up to high levels. Applying local storage receivers as buffers can reduce transient demands

Factory default settings Often, if a compressor is purchased with a highpressure rating of say 125 psi, the factory default will be a set value near this capacity, sometimes for no particular reason other than “just because.” To save costs, plant pressures should only operate at levels required by legitimate end-users. More information about the benefits of lowering compressed air pressure can be found at the CAC Website (compressedairchallenge.org) and in CAC’s Best Practices for Compressed Air Systems Manual. While you’re there, check out the online calendar for a schedule of upcoming training events. MT rcmarshall@hydro.mb.ca The Compressed Air Challenge® is a partner of the U.S. Department of Energy’s Industrial Technology programs. To learn more about its many offerings, log on to www.compressedairchallenge.org, or email: info@compressedairchallenge.org.

JUNE 2014

6/13/14 10:51 AM

MY TAKE

So Close to My Heart: Workforce Development

ike other writers in Maintenance Technology, I frequently use my space to discuss an issue close to my heart: capturing the minds and passions of tomorrow’s workforce sooner than later. To that end, I typically invite readers to send in good-news stories about innovative educational models they know of (from a personal and/ or work-related standpoint or from other news sources). This month, I share two of these stories.

STEM-based children’s initiative The first account concerns power and automation leader ABB’s partnership with Marbles Kids Museum in Raleigh, NC, on a new Kid Grid exhibit aimed at young children. It’s a great example of a corporation putting its money where its mouth (and heart) is, and that is working to generate and nurture interest in science, technology, engineering and math (STEM) among America’s future engineers. As mentioned in this month’s News section, Kid Grid was funded by a $1 million grant from ABB. The exhibit introduces children to electricity and power-grid technology through hands-on/minds-on play. Most parents know this type of learning experience is key when it comes to little ones. (And what a joy it is to watch them learn this way!) ABB’s support of the Kid Grid exhibit appears to be a no-brainer for this company. Like other engineering-based companies, it has a vested interest in maintaining an educated workforce and breaking through traditional gender stereotypes that may have contributed to the growing shortage of American engineering graduates. Too many hi-tech companies are struggling to fill jobs—a situation that may become worse before it gets better. “Although Kid Grid is unique to North Carolina,” says Greg Scheu, CEO of ABB North America, “the concept shouldn’t be. STEM-focused industries are growing both nationally and internationally. We need to stay competitive as a nation and encourage kids to explore these areas in new and creative ways.”

A public-school initiative My second good-news story comes from a May 26 article by Dan Santella, published in The Monitor, of McAllen, TX (themonitor.com). It’s about an innovative approach set to launch in Mission, TX, another JUNE 2014

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town in the heart of the Rio Grande Valley. While it’s not the first such initiative in Texas, I consider it remarkable given the harsh economic realities and deadly gang violence to which many families in that area are exposed. Sanctioned by the Texas Education Agency and supported by a modest $305,000 grant, Mission Early College Career Tech opens this August at Mission High School (part of the Mission Consolidated Independent School District). In partnership with South Texas College (STC), this “school within a school” will offer three tracks—diesel, welding and manufacturing—with an emphasis on hands-on instruction and high expectations for student performance.

Jane Alexander Deputy Editor

Asked why his new Early College Career Tech school in Texas will focus only on diesel, welding and manufacturing, the superintendant was clear: ‘Those are going to be three of the hottest jobs available, not only in Texas, but the nation.’ Graduates will have three ways to start their careers early. According to Mission Superintendent Ricardo Lopez, by the time they’re 18, students could be holding three documents: a certificate and an associate’s degree from STC, as well as a diploma from either Mission High or Veterans Memorial High (another Mission CISD school). What a great way to jump-start success in life for the students. What great news for industry. Asked why the new school will focus only on diesel, welding and manufacturing, Lopez was clear: “Those are going to be three of the hottest jobs now available, not only in the state of Texas, but in the nation.” Makes you wonder why other public schools haven’t figured that out. MT

jalexander@atpnetwork.com

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6/16/14 8:17 AM

THE MANUFACTURING CONNECTION

Focus on the Big Picture

hy do we have trouble focusing on problems that we know will happen, but will only occur in the future? Maybe that future is next year. Maybe five years. Still, we would rather devote our time on pressing problems of the moment. The urgency needed to solve tomorrow’s problems can be hard to find. This is not a new phenomenon. A management consultant presenting to a company conference that I attended years ago dubbed it “the tyranny of the urgent.” We busily hop from situation to situation never stopping to ask why. He suggested differentiating the important from the urgent. Understandably, based on the concepts of criticality and risks, when plant machinery is down, the situation could be urgent and important or not. But let’s consider when we are dealing with something we perceive as urgent and important.

Gary Mintchell Executive Director

People are not a cost. Knowledgeable, skilled people, rightly employed, are an invaluable resource. Twice in the last month I have heard speakers talk about two types of functions: “Maintenance focuses on fixing things; reliability focuses on analyzing things to fix the root cause.” Doesn’t this shortchange maintenance people? Throughout my career, I’ve worked with many maintenance professionals (managers, engineers, skilled trades) who were involved in root-cause analysis efforts—and also thinking about how to improve equipment performance.

People as a resource One of the best reasons to adopt Lean Manufacturing is for its insistence on using the brains of people to make improvements. People are not a cost. People, rightly employed, are an invaluable resource. Even so, people tend to work on the immediate crisis rather than plan ahead. Managers check 56 | MAINTENANCE TECHNOLOGY

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emails, engineers search for a new product, technicians look through the CMMS. A reference to this human tendency is found in the Rex Stout novels from the early 20th century, where narrator Archie Goodwin complains about the difficulty his privatedetective boss Nero Wolfe has doing “the hard work of thinking.” This applies to many of us. Current author Daniel Goleman tackles the subject through scientific research. Emotional Intelligence is my guidebook to emotionally healthy growth. His latest book, Focus: The Hidden Driver of Excellence, includes a chapter on climate change and the trouble people have trying to be concerned about something where the results are far in the future. It seems that our brains are wired to help us survive—but only from immediate danger. That would be the “fight or flight” response. He suggessts this as the most likely reason why public discussion about the climate has degenerated into polarized opinions rather than rational looks into the data. It surely is the reason we put off necessary thinking in order to tackle the “urgent.” Goleman identifies three types of focus in his work: internal focus, focus on others and focus on the bigger picture. He suggests that a successful leader will develop the skill to switch from one to the other quickly and seamlessly, depending on the situation. Thus, as we focus on “fixing” something, do we file away data and observations that can help prevent the situation from recurring? Are we also looking for opportunities to not only solve the immediate problem, but improve situations associated with it? (On an industrial level, in high-reliability plants, the answer to both questions is yes. Work orders document data and observations so they’re not lost. Reliability engineers mine this information and make the case for justifying and/or leading improvement efforts.) Focus, in any aspect of life, is the most important attribute we can have for personal effectiveness. Combine focus with passion for what we do and we are well on our way. MT Gary Mintchell, gmintchell@atpnetwork.com, is the Executive Director of Maintenance Technology magazine and a long-time writer on manufacturing, leadership and technology. JUNE 2014

6/13/14 10:16 AM

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