Buying an air compressor? First, get an air audit. If you don’t, you’re writing a prescription without proper diagnosis. And that’s malpractice!
What to consider when purchasing a compressed air system: The buyer who’s looking for an air compressor should consult an air audit expert who understands air system, applications and demandside management. Without an audit, you could live for years with a costly mistake in system efficiency. An air audit expert will advise on the proper equipment for your applications. If you don’t get an audit, you’re writing a prescription without a proper diagnosis. And that’s malpractice.
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A compressed air audit by one of Sullair’s team of certified auditors is the best way to guarantee maximum efficiency of a compressed air system. To get contact information about your local Sullair certified auditor, scan this QR code or visit us online at: www.sullairinfo.com/audit.
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GE Industrial Solutions
Before the questions have been asked, we’re already working on the solution. For more than 100 years, we’ve been listening and learning, becoming experts in your business. That commitment is why leading companies across many industries trust GE Industrial Solutions to maintain their critical assets and improve their processes. Your challenge is our catalyst for innovation. Together, let’s transform your goals into achievements.
For more information, call 24/7 888-434-7378 U.S. and Canada or 540-387-8617 or visit us at www.geindustrial.com/services
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Contents
JANUARY 2013 • VOL 26, NO 1 • www.MT-ONLINE.com
YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS
FEATURES CAPACITY ASSURANCE STRATEGIES 16
The Plant Manager As Change Agent, Part I Everything points to the plant manager as the key to maintenance success. Paul D. Tomlingson, Paul D. Tomlingson Associates, Inc.
22
Wastewater’s ‘Roadmap’ To Sustainability The Water Environment Federation is helping redefine wastewater treatment processes in terms that focus on energy savings and generation. Rick Carter, Executive Editor
28
SUPPLY CHAIN LINKS
DEPARTMENTS
Building Smart Cities
4
Publisher’s Notes
6
My Take
8
Stuff Happens
Countless communities know that their aging infrastructures aren’t getting any younger on their own. As the City of Denison, TX, has found, however, tough budgets don’t have to stand in the way of critical upgrades.
Tammy Fulop, Vice President, Energy Solutions, Schneider Electric
10 13 14
Uptime
31
Automation Insider
32
Technology Showcase
41
Marketplace
46
Information Highway
The Maintenance & Reliability Technology Summit is:
46
Classified
An annual, four-day educational experience and professional-development opportunity
47
Supplier Index
48
Viewpoint
MAINTENANCE LOG 37
©BOKICA — FOTOLIA.COM
ON THE ROAD TO SUSTAINABILITY
Using Ultrasound To Identify Electrical Faults Seeing is believing. So is hearing. When it comes to your electrical systems, two predictive/diagnostic technologies can clearly be better than one. Joseph D. Gierlach Jr., TEGG Service – An ABM Company
®
Created for plant and facility managers, maintenance leaders and crew members, reliability engineers, industrial technicians and all other capacity-assurance professionals
Motor Decisions Matter Don’t Procrastinate… Innovate!
Composed of two days of Conferences (60-minute sessions) and two days of Workshops (full-day sessions) presented by industry experts. Scheduled for April 30-May 3, 2013 at the Hyatt Regency O’Hare, Rosemont, IL.
For more information, visit www.MARTSConference.com today! JANUARY 2013
MT-ONLINE.COM | 3
PUBLISHER’S NOTES Your Source For CAPACITY ASSURANCE SOLUTIONS
January 2013 • Volume 26, No. 1
Bill Kiesel, Publisher ARTHUR L. RICE President/CEO arice@atpnetwork.com
BILL KIESEL
What We Need
W
e begin 2013 with a number of challenges and opportunities. On one hand, some of the strongest headwinds we face are associated with government indecision (the debt ceiling, sequestration and wrangling over too many regulations vs. too few, for example). On the other hand, most of us are looking forward to what onshoring/ reshoring trends and improving economic conditions could hold for our businesses and communities. From MT’s perspective, one of our biggest challenges (and something we’ve covered extensively) involves the changing workforce—and the thousands of industrial jobs going unfilled across our underemployed nation. For whatever reason, the message that the manufacturing and process sectors offer great opportunities and career benefits seems to have been lost on much of our society. This sad fact was reinforced for me on Christmas Day, in a New York Times article by Jack Healy. Entitled “Pay In Oil Fields Is Luring Youths In Montana,”* the article’s premise is that the state’s teenagers are selling themselves short by jumping off the college track to pursue good-paying trades and support-related jobs. It suggests that working “construction and repairing machinery,” or “first [seeking] training as welders or mechanics” are not worthy goals. To sum it up, being an apprentice, as the author puts it, “alongside men old enough to be their fathers,” is a risky choice for young people hoping to ensure meaningful futures. I agree that higher education is important. But then, all education is important, be it via universities, trade schools, apprenticeships or—if we’re really lucky—getting to work alongside our fathers, mothers and others of their generation. Improving our industrial base is among the most noble of pursuits. If enough of our children heed that call, we all could be enjoying better lives (with fewer lawyers, fewer bankers, fewer indecisive politicians…). We need more proud, skilled men and women keeping our energy sources flowing, our power grid working, our water-treatment facilities functioning, our transportation systems running and our plants humming safely, cleanly, efficiently, reliably and profitably. MT bkiesel@atpnetwork.com
Best Wishes for a Happy & Prosperous 2013!
Executive Vice President/Publisher bkiesel@atpnetwork.com
JANE ALEXANDER
Editor-In-Chief jalexander@atpnetwork.com
RICK CARTER
Executive Editor rcarter@atpnetwork.com
ROBERT “BOB” WILLIAMSON KENNETH E. BANNISTER Contributing Editors
RANDY BUTTSTADT
Director of Creative Services rbuttstadt@atpnetwork.com
GREG PIETRAS
Editorial/Production Assistant gpietras@atpnetwork.com
ELLEN SANDKAM
Direct Mail 800-223-3423, ext. 110 esandkam@atplists.com
JILL KALETHA
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, 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 2013 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.
*http://www.nytimes.com/2012/12/26/us/26 montana.html?pagewanted=1&_r=0
4|
MAINTENANCE TECHNOLOGY
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JANUARY 2013
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MY TAKE
Jane Alexander, Editor-In-Chief
Go Ahead And Try It: A Little More Tenderness
T
he last Friday of 2012 found me listening to the Afternoon Shift, a program produced by Chicago’s WBEZ Public Radio station. In his wonderful voice, the host Rick Kogan was discussing New Year’s resolutions and how people tend to make them. Needing all the help I could get along those lines, I turned up the volume. The truth is that I’m a horrible resolution maker. Most of mine don’t stick, including those perennial pledges to “Get Skinny” and “Get Rich.” (Alas, I like to eat and shop just a little too much, and most of my associates will tell you that I’ve never met a casino I don’t like.) But back to the Afternoon Shift… Kogan detailed how he had gone about selecting his own 2013 resolutions and referenced several outside sources he used for inspiration. One of those ideas grabbed my attention: “Try,” as Otis Redding advised in the old Jimmy Campbell and Reg Connelly song, “a little tenderness.” Bingo! I had my resolution! I may never achieve my desired weight or bank balance, but I’m confident I can be nice (or nicer) to everyone in my life—from a personal, as well as a professional standpoint. Interestingly, many people don’t realize how empowering the right kind of tenderness can be for those on the receiving end, even when it’s extended in the workplace. I do. Several years ago, I sat in a room surrounded by a number of successful publishing executives who were vigorously interviewing me for a magazine job—a position for which I admittedly had neither training nor experience. In retrospect, I still don’t know how I got to that interview. Recently divorced after 25 years of marriage, my life was in shreds. I’d been floating from one dead-end job to another for the past two years, and my self-esteem (all of it) was long gone. Having convinced myself that I didn’t have the slightest shot at being hired as an editor, I was eager to creep out of the building and start my long, dismal drive home. Just as the session appeared to be wrapping up, however, one of the men in the room stepped forward to say he had a final question for me (according to him, “the most important question of all”): “What’s your favorite Elvis song?” All I could think of was “Love Me Tender.” It must have struck a chord with my interviewers. I later learned it was their policy to ask the same “most important” question of every applicant they grilled, but nobody had ever answered it the way I did. Long story short, I got the job. Furthermore, during the years I worked for the company, I was treated with a great deal of tenderness (i.,e., nurtured, supported and respected). That, in turn, helped me grow professionally and eventually led me here. Perhaps it’s just my way of paying it forward: In 2013, I resolve to call on my better angels more regularly than last year, and to ensure that the “T-word” is a bigger influence in my life. I encourage you to give it a try as well. With all the bad, sad, mean-spirited things our country has seen of late, and all the ugly words we’ve been hearing, more than a little tenderness is certainly in order. MT jalexander@atpnetwork.com Here’s Wishing Everyone An Awesome 2013!
6|
maintenance technology
JANUARY 2013
Developed and patented in the Netherlands by Mr. Jan P. de Baat Doelman, Scalewatcher technology was introduced to the European market in the 1980s. With immediate market success, Mr. Doelman brought the technology to the United States and applied for and received a patent in 1991. From that moment, Scalewatcher North America has been on the forefront of environmentally sensitive water treatment. Located in Oxford, Pennsylvania, Scalewatcher North America continues to lead the industry in descaling products that do no harm to the environment. Scalewatcher North America focuses on the elimination of scale and the problems associated with scale build-up. Industries know the costs involved in keeping their capital investments running smoothly. Scalewatcher is there to help. Scaled cooling towers, chillers and associated equipment can negatively impact a company’s bottom line, and not just in cash. The caustic chemicals used to remove scale only create more problems with the environment. Your company can “GO GREEN” and stay within your budget.
If our product does not work for your application, we will buy it back! With our “Performance Guarantee,” you never have to worry about losing cash on a product that does not work.
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NEWS STUFF HAPPENS
The World According To ARC New Market Research From The ARC Advisory Group Says: ■ Process safety systems market growth has rebounded after
the world economic downturn, especially in the developed economies of North America and Western Europe. Suppliers continue to cost-reduce their hardware offerings and integrate their safety solutions with basic process control systems, which helps end-users save substantial project costs in engineering and life-cycle expense. ■
The market for operator training simulators (OTS) in the process industries (particularly in nuclear, oil and gas and metals and mining) is expected to grow at a compound annual rate of more than 9% over the next five years. Trends such as an aging workforce, entry of new digital-generation workers, emerging market workers, safety and risk avoidance are key factors of this booming market, which in 2012 was said to be over $450 million.
INDUSTRY EVENTS
Engineers, executives and others who are associated with pump and supplier companies in North America and Europe still have time to register for the 2013 Annual Meeting of the Hydraulic Institute (HI) and Pump Systems Matter (PSM), set for February 7-12, at the Sanibel Harbour Marriott Resort, in Fort Myers, FL. The robust program features a number of noted speakers, including Michael Abrashoff, Navy Commander & Progressive Leadership Expert, and author of the best-seller It’s Your Ship–Achieving Breakthrough Performance & Putting the Leadership Roadmap to Work. Registration is open to all HI Members and Associate Members, Standards Partners, PSM Sponsors and Europump Members, as well as any eligible prospective HI members. Do you and/or your company fit into these categories? For meeting details and to register, go to www.Pumps.org/13Annual or contact Gabrielle Bernardo at 973.267.9700 x125.
For more on these and other ARC reports, visit www.arcweb.org.
QUESTION OF THE MONTH SOUND-OFF: Tell us what you think. . . Really. . .
What’s your most pressing job-related New Year’s resolution? Go to MT-online.com/question with your answer. 8|
MAINTENANCE TECHNOLOGY
GREAT APPS
Alignment Supplies has released two additional apps for the ALiSENSOR™ Level geometric measurement system: Shaft Plumb lets users quickly measure vertical shaft plumbness. Shaft Level performs level measurements of the rotation axis of a shaft. Capable of measuring with an angle accuracy down to 0.001°, both are available for free through the iTunes App Store.
JANUARY 2013
STUFF HAPPENS NEWS
’ N I T S D FIGH R O W Inspiration For Those Battling The
Enemies Of Reliability & Productivity
“In a competitive environment, to stay the same is to regress.”
Have you read, heard, seen, thought or written down something that falls into the realm of “fightin’ words” for the maintenance and reliability community? Send your favorites to quotes@atpnetwork.com. We’ll be selecting one or two (maybe even three) to feature each month. Be sure to give full credit to the individual (dead, alive, real or fictional) that uttered or wrote the words, and why those words inspire you. Don’t forget to include your complete contact info.
BIZ BUZZ...
!
January’s “Fightin’ Words” come from Hendrick Motorsports, by way of Contributing Editor Bob Williamson. We consider them to be a great engine-starter (your engines and ours) for 2013:
While the original context (automobile racing) and source (a top NASCAR competitor) may seem somewhat outside the industrial arena, according to Bob, this statement “absolutely” applies to any business that must have reliable equipment to compete in its marketplace.
Boiler maker Cleaver-Brooks has announced that it’s been acquired by Harbour Group, a privately owned operating company based in St. Louis, MO. Terms of the transaction were not disclosed. Commenting on the deal, Cleaver-Brooks President and CEO Welch Goggins noted that Harbour Goup’s knowledge and involvement will help the company pursue new growth opportunities. “Cleaver-Brooks,” he stated, “will continue to engineer and manufacture best-in-class, energy-efficient boiler-room solutions while providing a superior level of service that our customers have come to expect.” In his remarks, Jeff Fox, Harbour Group Chairman and CEO, highlighted the important role that the Cleaver-Brooks Representatives Association (CBRA) has had in the company’s success. “We look forward,” Fox said, “to supporting the management team, employees, CBRA and customers to ensure that Cleaver-Brooks continues its leadership role in the boiler industry.”
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MT-ONLINE.COM | 9
UPTIME
Bob Williamson, Contributing Editor
Equipment Criticality: Life In The Fast Lane Improving maintenance efficiency and effectiveness must proceed at a much faster pace than in the past to head off the opposites of growing technologies and skills shortages. In my October 2012 “Uptime” column, I responded to the question “How to Improve Maintenance” by describing the benefits of focusing on maintenance-related RESULTS versus maintenance activities. I also pointed out a few “failure modes” of selected activities and programs. This month, we’ll drill a layer or two deeper and explore the use of equipment criticality to determine appropriate maintenance preparation and responses: urgency, training, documentation, preventive maintenance, spare parts, root cause analysis, risk assessments and downtime tracking. Then, we’ll explore how to make BIG sustainable improvements of the most critical assets as fast as possible (or “big hairy audacious goals,” as James Collins would call them in his book Built to Last). Thinking about ‘criticality’ “Physical assets” are the plants, facilities and equipment we are called upon to maintain and repair. Asset management, as defined by PAS-55 Specifications from the British Standards Institution (BSI), addresses the importance of focusing on the “physical assets that add value to the business.” Later in the Specifications, the term “criticality” is referred to as an element of Risk Management (as in “the likely consequences if the asset should fail to perform as intended or any other condition that would impact the organization’s goals and values”). It should be fairly easy to grasp the basic idea that some of our plant equipment systems and facilities have a greater or lesser impact on the business than others. And it should be easy to understand that some of these physical assets truly bring MORE value to the business than others because they directly produce a product or create an environment that generates revenue or profit for the business. For example, a machine that processes 70% of all the products shipped and the chiller that keeps the product tanks supplying the same machine at the proper temperature for quality purposes are examples of critical assets. 10 |
MAINTENANCE TECHNOLOGY
Conversely, some non-production-related equipment should also be considered “critical”—because of the possibility of severe consequences associated with toxic substances, personal injury or physical destruction of an asset. Examples of such equipment include: n Chlorine-gas systems n Breathing-air systems n Fire-protection systems
You get the idea: These types of equipment systems aren’t necessarily involved in making product or generating revenue for the business, but they preserve the required (and often regulated) health, safety and environmental conditions for the people and assets involved in the business. Because of the consequences of failure and the resulting impact on an organization’s goals and values, they certainly qualify as “critical assets.” Since all assets are not created equal or require the same attention, we ought to be able to single out one or two of our most critical pieces of equipment and make fast-tracked improvements while we treat the rest (i.e., our less-than-most-critical equipment) in the traditional manner. This is called a “breakthrough strategy,” which can lead to best practices that can be applied to other critical equipment and, along the way, also free up maintenance resources. Focusing on the ‘critical few’ Most of us have long heard the concept of “Continuous Improvement” (CI) bantered about: Not being satisfied with status quo and looking for incremental changes for the better is the ongoing quest of successful businesses. Many maintenance organizations have been on the CI journey for years, so the concept is not all that new. But making a BIG step-change in the performance and reliability of critical equipment often requires a dedication of resources (i.e., time, money and people) in an already resource-constrained organization or business. Unfortunately for maintenance, lasting improvements are much more than a CI event, a “blitz” or a “kaizen event,” as many plants have discovered. It seems as if there are conflicting priorities and not enough time, JANUARY 2013
UPTIME
Getting the idea across that all equipment and facilities are not created equal and don’t belong in the ‘fast lane’ can be a tough sell. money and people to go around for those wishing to make sustainable improvements. I’ve heard it many times: “We’ve got a facility running that depends on maintenance (and repairs) being completed in a timely manner. We just can’t stop doing what we’re doing to start an improvement program. So, we typically tap any discretionary time we have to plan, develop, deploy and nurture the latest improvements.” This is a mighty SLOW road to maintenance improvement. The very first step to continuous improvement should be to determine where the biggest, most penalizing problems are. These include the asset that causes most of the maintenance trouble calls; the bottlenecks to production; the equipment that’s on the edge of failing, but thanks to regular applications of duct tape and tie wraps it keeps on ticking. The most logical starting point should be the MOST CRITICAL equipment right now and into the foreseeable business future. Moving into the fast lane Sometimes, we have to think of the equipment and facilities we are responsible for operating and maintaining in much the same way as vehicles driving in heavy traffic on, let’s say, I-85 South in Atlanta. For various reasons, not all vehicles belong in the fast lane: Some can’t go fast enough; have inadequate time before their exits; don’t have permits or qualify for the HOV lanes; or just aren’t in a hurry to reach their destinations. Moreover, it’s not even possible (nor is it CRITICAL) for all traffic to travel in the fastest lane. Similarly, when a plant is resource-constrained, (i.e., skills, knowledge and finances), not ALL equipment in the facility can possibly receive the same degree of attention. Not all equipment is an actual “emergency” when it breaks down. Not all equipment needs the latest reliability-improvement bells and whistles. In other words: Not ALL equipment is equal. Back to Atlanta’s I-85 South: Imagine what would happen if all cars and trucks on it tried to get into the express lanes! They ALL would come to a screeching halt. Although the drivers might have thought they could move faster, in reality, it would be impossible to get all vehicles moving fast in the same constrained JANUARY 2013
lanes. Besides, there’s no need for all the traffic to be in a fast lane. It’s much the same story with regard to our equipment and facilities. What if we focused our limited resources ONLY on fast-tracking the MOST CRITICAL equipment that was truly in NEED of improved reliability and performance—the equipment where the risks were the highest and the consequences of failures were the most penalizing? The paybacks would be beneficial to the business, and the improvements would also probably free up the limited maintenance resources. It will help to openly discuss RISKS and CONSEQUENCES and CRITICALITY of certain assets with various stakeholders. This is a starting point in many a resource-constrained organization with moving and often conflicting priorities. (Getting the point across that all equipment and facilities aren’t created equal can sometimes be a tough sell). For starters, work with production, engineering and senior leadership to help make criticality determinations based on business objectives. Identify the most critical assets and rank them on a scale based on risk (probability and consequences) or other impact on business goals and values. The bottom line here is to come to an agreement: Which assets are the “most critical” and why? You’ll also need to identify the assets that are lowest in criticality and those that are somewhere in the middle. In doing so, the stakeholder group should also be able to determine the appropriate preparation and responses. Then, plan your work and work your plan: n Target one of the top, most critical, at-risk assets you
have and put it in the “fast lane.” n Set specific improvement goals and objectives to
achieve in a two- to three-month period. n Deploy a multi-disciplined resource group to quickly
and sustainably make significant improvements. n Develop a structured and specific fast-track tactical
plan and schedule. n Remember to make your plans do-able in the sched-
uled time. mt-online.com | 11
UPTIME
Now’s the time to seriously consider which ‘lane’ your assets belong in. It can be an effective step in improving performance and reliability. Sustainability rules Take care to address the preparations and appropriate responses needed to assure continuously improved performance of the targeted asset: urgency, training, documentation, preventive maintenance, spare parts, root cause analysis, risk assessments and downtime tracking. The results will likely be impressive—a veritable breakthrough!
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MAINTENANCE TECHNOLOGY
• Plant Surveys • Tech Support • Software • Machine Tags • Training • Oil Analysis
this experience and results for incremental culture changes. Keep in mind that focused improvement on the critical few assets in your “fast lane” will lead to improved performance and, quite possibly, free up “reactive maintenance” resources that can be used in more planned/ preventive maintenance work. Now is the time to seriously consider equipment criticality and life in the fast lane. There aren’t many alternatives to improving performance and reliability in this era of shrinking skilled-workforce pools and technologies that are outpacing our abilities to keep up. In case you wondered, the principles of risk-based focus, asset criticality and a multi-disciplined organizational focus on business goals is central to PAS-55 Asset Management (and forthcoming ISO-55000 Asset Management Standards). Big, hairy audacious goals (B-HAGs) can really work to achieve breakthroughs in sustainable performance. Are you working on some? MT RobertMW2@cs.com JANUARY 2013
BOOSTING YOUR BOTTOM LINE
Tools To ‘Drive’ Your Motor Energy Savings
T
oday’s marketplace is full of voices promoting adjustable speed drives (ASDs) with competing claims of savings and benefits. What’s all this discussion about? An ASD controls the speed of an induction motor by adjusting the voltage and frequency that supply the motor. Affinity laws—which show that change in power consumption is proportional to the cube of the change in speed—illustrate energy-savings potential through the use of adjustable speed technology. What you may not have heard, however, is that in addition to saving energy, ASDs can improve operational processes and reduce motor maintenance costs. Is ASD Technology Right for You? Adjustable speed drives can be very useful in applications with variable torque loads like centrifugal pumps, fans and blowers, as well as in HVAC and compressed air systems. However, ASDs are not a plug-in solution. In some cases, such as constant-power or constant-speed applications and high-static-pressure pumps, ASDs will NOT save energy. How can you find out if ASDs will be a boon to your facility budget? Motor Decisions MatterSM (MDM) has you covered. On the MDM Website (www.motorsmatter.org), you’ll find an entire section focused on this topic. Two resources, in particular, can help you assess whether ASDs are appropriate for your operations and also help you develop a preliminary estimate of your energy savings and payback to identify and screen potential projects. Get Answers to Your Questions The National Electrical Manufacturers Association (NEMA) Application Guide for AC Adjustable Speed Drive Systems is the first resource you should review. Key selection and application factors include the motor, drive type, electrical supply, mechanical insulation and controls. The Guide also includes important safety and
| MAINTENANCE JANUARY 2013 32 TECHNOLOGY
operational considerations that help you make a smart decision.
What you may not have heard is that ASDs can also improve operational processes and reduce motor maintenance costs. Second, to help assess the economics of this investment, you’ll need to estimate how much energy can be saved—and what the payback period will be. The Bonneville Power Administration (BPA) developed an ASD Calculator to help you estimate the installed cost of an adjustable speed drive, including materials and labor, energy savings and simple payback for installations on fans and pumps. Users have the option of selecting from specific fan and pump types or providing measured power (kW) entries for application types not included in the calculator. Developed for the Department of Energy (DOE), the BPA ASD Calculator is an excellent tool. With these resources, you’ll be in a better, more informed position to talk with an expert such as a utility account rep, motor distributor or your local service center about installing a drive. LMT For more info, enter 04 at www.LMTfreeinfo.com
The Motor Decisions Matter (MDM) campaign is managed by the Consortium for Energy Efficiency (CEE), a North American nonprofit organization that promotes energysaving products, equipment and technologies. For further information, contact MDM staff at mdminfo@cee1.org or (617) 589-3949.
| 13 MT-ONLINE .COM2007 OCTOBER
DON’T PROCRASTINATE…INNOVATE!
Ken Bannister, Contributing Editor
Is Your CMMS Or EAM Software Really Allowing You To Manage? Whether your maintenance management software program is categorized as a CMMS (Computerized Maintenance Management System) or as an EAM (Enterprise Asset Management System), the operative word is always “management.” Ideally, a maintenance management system is set up to record client/customer work requests and convert them into formal work orders used to communicate work instruction and report back relevant findings about work performed on any specific asset under the charge of the maintenance department. The work-order form is used as an instrument from which work-related data is collected and captured in the system that is in turn converted at a later date, through the reporting side of the system, into information used to make relevant management decisions about the state of assets and maintenance operations. Unfortunately, the reality is that many corporations only utilize the work-order side of the system due to an ineffective setup implementation and experience great difficulty when trying to mine the data and tap into the power of the system’s reporting capability—the true “management” side of the program. The eventual result of a poor implementation is sheer frustration and lack of confidence with the software and a mistaken belief that only a new software tool will resolve the issues. As an asset-management consultant, I find this to be a familiar scenario with new clients. Seeking ways to improve their maintenance methods and approach, they are frustrated by the fact that their budgets typically don’t allow them to replace software they’ve already paid for. Is it any wonder? These days, the purchase price of a new, non-configured, CMMS/EAM system can run well into six figures! A simple, yet virtually overlooked, innovative approach to resolving a perceived poor maintenance management system is to re-implement the original software as if it were a brand-new system!
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MAINTENANCE TECHNOLOGY
Successful re-implemention FYI: Virtually any CMMS/EAM software can be re-implemented, set up and “tuned” to track and deliver on most management requirements at a fraction of the purchase cost of a new software package. Any improvement funds are best spent on developing a sound implementation and maintenance operating strategy built around the existing CMMS/EAM reporting system. A variety of reasons can be cited for the lack of reporting capability of an existing CMMS or EAM system, and unless these are addressed, any new implementation or re-implementation will yield no better results than the original software— much in the same way a driver with bad habits does not become a better driver merely by purchasing a new car! The following seven steps address those reasons and act as a guideline to implementing a maintenance management system designed to fit your organization’s immediate and future needs: #1: Perform a Maintenance Operations Effective Review (MOER)… Conducted by an internal audit team or a thirdparty maintenance consultant, a MOER identifies (in a tangible way) the current and future required state of maintenance. Findings typically include strengths that can be built on and improvement opportunities to close the gap analysis. Recommendations include the strategy, work-flow business processes, management action plan for rolling out the program, goals and expectations and relevant Key Performance Indicators (KPIs) to identify levels of service, including Asset Availability; MTTR (Mean Time to Repair) or Maintainability); MTBF (Mean Time Before Failure) or Reliability; etc., and the report requirements to deliver on goals, expectations and KPIs. #2: Upgrade CMMS/EAM software to latest version… This step requires working with an IT or technical services department to arrange an update to the latest version of the software. If you purchased a
JANUARY 2013
DON’T PROCRASTINATE…INNOVATE!
The unfortunate reality these days is that many operations utilize only the work-order side of their maintenance management systems. software maintenance agreement, the upgrade will be free. If your operating system or hardware requires an update to manage the latest version, or if you do not have a maintenance agreement, a cost/benefit analysis will need to take place. If an upgrade is not feasible due to cost or because the software is no longer supported, re-implement the current version of software. #3: Determine setup parameters… The software setup must reflect how you will manage your department moving forward and what you track and report on as defined by the MOER goals, expectations and performance measures. The key to extracting information from data is not only collecting and inputting sound data in a consistent manner, but in how the data is sorted and packaged. First, we must identify all standard searchable fields, along with any User Definable Fields (UDFs), and generate appropriate code sets. Customization is likely not an option with an existing system. Standard code-set examples include Work Order Type (Investigative, PM, PdM, Breakdown, Corrective, etc.), Asset/Equipment Type (Compressors, HVAC, Conveyors, etc.), Work Category (Electrical, Mechanical, Plumbing, Machining, etc.), Tradesperson (Mechanic, Millwright, Electrician, etc.), Priority (Emergency, Critical, Routine), Work Order Status (Awaiting Planning, In Planning, Planned Complete, Scheduled, etc.). These codes determine what type of work is being performed, by whom and on what, as the work moves through the maintenance department. The software may offer searchable Failure codes that include Symptom, Cause and Effect. These call for much thought and training to leverage effectively. If unsure, the most effective method is to just use the Cause code for identifying maintenance-related failures and non-maintenance-related failures to determine the difference between what maintenance manages (all failures), versus what it controls (Maintenance-Related Failures). Another useful search parameter would be Internal versus Contracted work to determine the type and percentage of work performed by in-house personnel.
JANUARY 2013
#4: Populate the database… If your original (“legacy”) CMMS/EAM system was unsound or incomplete, only the asset register should be transferred (after being checked for accuracy and naming conventions). If an inventory was in use, it also should be checked prior to transfer and updated after a physical inventory count. If no inventory is used, only labor costs can be tracked until the inventory is set up offline and incorporated (when completed) into the database at a later date. Codes reviewed in step three are entered in the system. PM job tasks are reviewed for validity and effectiveness and entered into the re-implemented system as per the rollout schedule set up in step one. #5: Redesign work-order layout… The work-order layout should communicate instruction and ask for the data you need to collect for reporting purposes. #6: Learn how to use the Query and Report writer… Many programs will allow ad hoc queries that allow the user to “slice and dice” the data many different ways and transfer the information into a spreadsheet for reporting purposes. Some systems may require IT to develop formal reports through computer code. Understand what you can do to extract data and report it out in a timely manner as easily as possible. #7: Roll out the program. . . A second innovative aspect of this approach is using your existing software to build a low-risk foundational maintenance management structure that can be tested and benefitted from immediately, then easily transposed—in a virtually seamless manner—to any future maintenance software purchase. Good Luck! MT kbannister@engtechindustries.com.
MT-ONLINE.COM | 15
CAPACITY ASSURANCE STRATEGIES
Part I:
The Plant Manager As Change Agent Everything points to the plant manager as the key to maintenance success. Paul D. Tomlingson Paul D. Tomlingson Associates, Inc.
T
he main objective of maintenance is to assure the reliability of modern production equipment so manufacturing and quality targets can be met on time and under budget. When successful, maintenance practices contribute to plant profitability. But what about when plant operations must withhold equipment in need of servicing because of pressure to meet production targets? Or what if a vendor fails to deliver rebuilt components on time and prevents maintenance from completing its work? In these cases and others like them, it’s clear that maintenance does not control important functions that impact its ability to perform effectively (see Table 1). Few would disagree that if plants are to run efficiently and reliably, a high degree of cooperation and mutual support among all plant departments is essential. But this is not always the case. 16 |
MAINTENANCE TECHNOLOGY
JANUARY 2013
CAPACITY ASSURANCE STRATEGIES
Table I. Control of Critical Maintenance Elements (Based on Survey Results from 21 Different Plants)
Priority
Control Element
Influence Rating
Degree of Maintenance Control (%)
Control Index
Primary Source for Improvement
1
Labor Productivity
10
60
6.0
Maintenance
2
Material Control
10
20
2.0
Other
3
Leadership
9
70
6.3
Maintenance
4
Work load
9
30
2.7
Other
5
Organization
8
50
4.0
Other
6
Interdepartmental relations
8
20
1.6
Other
7
Cost data
7
20
1.4
Other
8
Performance data
7
50
3.5
Other
9
Preventive maintenance procedures
7
75
5.3
Maintenance
10
Planning
6
60
3.6
Other
11
Scheduling
5
50
2.5
Other
12
Training
4
80
3.2
Other
13
Maintenance engineering
4
40
1.6
Other
14
Technology
3
90
2.7
Other
15
Labor practices
2
20
0.4
Other
Maintenance Control of Critical Elements Table I is an eye-opener. It shows results of a survey conducted within 21 different domestic and international plant operations. Maintenance managers were asked to rate the relative importance of 15 vital maintenance control elements and list them in an order of priority. Next, they rated the degree of direct influence they had over each element (10 being highest). Then they rated the degree of control (%) that JANUARY 2013
49
maintenance had over each element. These two ratings were multiplied to yield a control index. The findings of the survey indicated that maintenance could substantially influence only three of 15 control elements (italicized index value of more than 5.0). The remaining 12 elements could only be improved with support from other departments. Overall, in these plants, maintenance had just 49% control over its destiny. MT-ONLINE.COM | 17
CAPACITY ASSURANCE STRATEGIES
While maintenance departments by themselves can’t change the circumstances reflected in Table I, plant managers can. Unfortunately, it’s not necessarily easy. As one manager struggling with the task described it, “Getting my arms around this maintenance thing is like trying to separate fly-dung from pepper with boxing gloves on.” This article will attempt to sort through the dilemma and offer suggestions on how your maintenance team can help your plant manager be the change agent you need. Key points to remember are that successful maintenance requires support from the entire operation and that plant-wide cooperation starts with maintenance. According to our evaluations, plant departments are more likely to work at cross-purposes when the maintenance program is inadequate. Consider: ■ Of 31 maintenance organizations we evaluated, none had a
well-documented maintenance program. Only six maintenance managers could explain what the total program was “supposed to do.” Few of their subordinates were able to fully describe every element of their “program.” Many thought a newly purchased information system was the program. ■ Of the 31, 20% attempted self-directed teams staffed with
craftsmen. All failed because a properly documented program providing work-control procedures had not been provided. Although these craftsmen were well qualified to diagnose and repair equipment problems, none had been educated on the work-control procedures previously provided by their supervisors. A well-defined program and education about its procedures could have avoided these failures. ■ Of 13 other heavy-industry maintenance clients evaluated,
nine did not have a program in place and needed consulting support because they had purchased information systems they were incapable of using. Attempted implementation of those systems led to more confusion and frustration. Defining and documenting To alleviate the conditions noted in the above bullet points, a plant’s maintenance program must define and document several plant actions. This must first include how operations and other departments request work (work order system) and how maintenance will identify it (inspections, testing and monitoring). Maintenance must then classify the work to determine the best reaction (emergency or other priority level), then plan all non-emergency work to ensure it is accomplished efficiently. Maintenance and operations should then jointly schedule planned work (and static PM services) to ensure it is performed with minimal interference to operations and makes the best use of resources. 18 |
MAINTENANCE TECHNOLOGY
Upon joint approval of the schedule, maintenance must then assign work to supervisors who, in turn, ensure that each crew member has a full shift of bona–fide work. Then supervisors must control the work with direct supervision and by applying work-control procedures to ensure work quality and timeliness. The program would then specify how to measure completed work to ensure timely completion, under budget with quality results. The program would also prescribe a means to periodically evaluate accomplishments to verify satisfactory performance or identify and prioritize improvement needs. An appropriate information system would complement the program to provide quality, accurate and timely information with which to control the functions of the program, measure cost and performance and assess accomplishments toward goals. Program documentation must be of sufficient quality so that personnel substitutions will result in the same level of performance or quality of work. This type of program spells out what is to be done, by whom, how, when and why. If these elements are in doubt, maintenance will struggle to determine how to deal with the uncertainty they have created by not defining their program. They will find it hard to select the most effective information system, for example, without knowing what they want it to control. They will also find it hard to implement maintenance strategies (such as RCM) because they have no structure to support it. And returning to our earlier conclusion that maintenance requires all the support it can get from other departments: If maintenance cannot explain to others how to help, it will either get no help or get conflict based on guesswork. The plant manager leads the way An effective maintenance program is a byproduct of the plant manager’s production strategy. Its purpose is as much to ensure well-ordered procedures within maintenance as to advise other departments how to help maintenance carry out its services effectively. Sadly, plant managers often don’t understand how to devise and define the best strategy for their operation, and are frequently disappointed with their efforts to correct poor results. Through numerous discussions with clients, we’ve learned that education is usually needed to clarify the roles of plant managers, their maintenance departments and how all departments must interact. Our first task is often to get the plant managers involved. They soon realize that in order for every department to support maintenance, each department needs to know what is expected of them. They also recognize that ground rules are needed to outline how departments should work together to support the maintenance effort. These realizations should emerge as mutually supporting departmental responsibilities, objectives and policies (see Fig. 1). JANUARY 2013
CAPACITY ASSURANCE STRATEGIES
Company mission
Mine manager's business plan
Assigns departmental objectives and specifies polices for the conduct of maintenance
Maintenance
Develop internal procedures
Develop interdepartmental procedures Add work order information system
As depicted in Fig. 1, the company mission suggests the broad guidelines upon which the plant manager can develop a production strategy or business plan (his pathway to profitability). In turn, the plant manager assigns objectives or responsibilities to each department that conform to this plan. He then states policies or guidelines to clarify how responsibilities are to be carried out, especially in the case of interdepartmental actions. With these responsibilities and guidelines in mind, each department then develops internal procedures (such as how to plan maintenance work) and interdepartmental procedures (such as how maintenance obtains materials from the warehouse.) The collective procedures of each department then constitute that department’s program. The program is brought to life with the addition of an information system to help control internal department actions and interactions between departments, while plant managers use it to control the total plant operation. JANUARY 2013
Other departments
PROGRAM
Interact Control Measure
Fig. 1. A company’s mission suggests broad guidelines that help a plant manager develop his/her pathway to profitability. This leads to policies and guidelines that clarify how responsibilities are carried out.
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CAPACITY ASSURANCE STRATEGIES
Table II. Typical Working Relationships Between Operations And Maintenance
Interaction Maintenance to operations
Operations to maintenance
Action Advise of program details and procedures Provide preventive maintenance (PM) services Replace major components Make emergency repairs Plan and execute selected major jobs Perform overhauls Advise of required maintenance Train operators on PM-related tasks Provide information on repair decisions Understand and support the program Advise of production schedules Specify availability of equipment Require operators to perform PM checks Operate equipment correctly Report problems promptly Comply with approved maintenance schedules Require quality service Stay informed of cost and performance
As procedures are being developed, however, departments must communicate with/talk to each other. Concurrently, as the plant manager assembles the production strategy, he/she must assign meaningful objectives to each department. One enterprising plant manager decided to start with operations and maintenance, as their coordination was one of his biggest concerns. Seeking the best advice available to him, he met with the managers of those departments at his plant and asked them to describe how they should interact. After much discussion, Table II emerged. Using the interactions described in Table II, the plant manager composed the following maintenance objective for his site: “The primary objective of maintenance is to keep production equipment in a safe, effective, as-designed operating condition so that production and quality targets can be met on time and at the least cost. A secondary objective of maintenance is to perform approved, properly engineered and correctly funded non-maintenance work (such as construction and equipment installation) to the extent that such work does not reduce the capability for carrying 20 |
MAINTENANCE TECHNOLOGY
out basic programs. In addition, maintenance will operate support facilities (such as power generation) but will ensure that necessary resources are allocated within its work force and properly budgeted. As needed, maintenance will also monitor the satisfactory performance of contractor support when utilized to perform maintenance or capital work.” An objective like this links maintenance with other key departments, clarifying their mutual support of the plant production strategy. Primary and secondary objectives are provided to establish precedence: production equipment first, then project work, resources permitting. By providing a clear objective, many unfortunate consequences can be avoided. At this point, other department objectives can be roughed out for discussion, such as: Operations…“Operate equipment properly to meet established production, quality and cost targets. Utilize maintenance services to help ensure reliable equipment. Incorporate operator maintenance in conjunction with maintenance. Observe guidelines in requesting non-maintenance support. Follow established work-order procedures in requesting work and utilize them to control work performed by operating personnel. Conduct weekly scheduling meetings with maintenance and engineering to determine the requirement for equipment shutdown for the coming week. Negotiate best shutdown times to comply with needs.” Purchasing…“Provide support to obtain materials and services as requested by operating departments. Ensure timely delivery of materials and services as specified to permit on-time completion of maintenance or project work. Ensure delivery of quality materials and services by vendors within agreed-upon costs.” Warehousing…“Stock and replenish specified repair materials, components and consumables to ensure they are available for use as required. Arrange procedures to have selected components rebuilt and restocked in inventory. Provide effective issue and return procedures. Operate tool room to ensure availability and accountability for specified tools.” Accounting…"Establish a suitable information system that allows operating departments to develop and utilize information to control operations and work while providing plant-level cost and performance information. System should also provide for control of inventory and purchasing activities. Confer with all departments as system is implemented to ensure system emphasizes ease of use and highest capability among field personnel to develop data as a basis for timely, accurate, and complete information.” JANUARY 2013
CAPACITY ASSURANCE STRATEGIES
A maintenance department on its own typically can't change what it controls. But the plant manager certainly can. The next task for the plant manager would be to develop policies to guide departments as production interacts with maintenance or purchasing, and warehousing supports maintenance. Policy-setting can only be accomplished by the plant manager, whose ultimate responsibility is plant profitability. Most plant managers develop their policies by simply bringing department managers together and asking each of them what they expect from other departments. Soon, basic policy ingredients are revealed and expressed directly by those affected most. Take, for example, this typical policy for Preventive Maintenance:
Coming up There’s much more to this discussion. It continues in the February 2013 issue of MT with the author’s detailed description for how to define a maintenance program. MT
■ Compliance with the PM schedule
will be reported to management and supervisors controlling “no show” equipment identified. ■ The overall PM program will be
assessed annually to ensure that it covers all equipment requiring services and that the most appropriate types of services are applied at the correct intervals.
Paul D. Tomlingson is the Principal of Paul D. Tomlingson Associates, Inc., based in Denver, CO. 82-years-young, he's been working as a worldwide maintenance consultant for almost 45 years. Email: pdtmtc@msn.com.
■ The performance of the PM program
in reducing equipment failures and extending equipment life will be verified.
Dramatically extends equipment life!
■ Maintenance will conduct a detec-
tion-oriented PM program. The program will include inspection, condition monitoring and testing to help uncover equipment deficiencies and avoid premature equipment failure. The PM program will also provide lubrication services, cleaning, adjusting, calibration and minor component replacement to help extend equipment life. ■ Preventive maintenance will take
precedence over every aspect of maintenance except bona-fide emergency work. ■ No major repairs will be initiated
until PM services have established the exact condition of the equipment and elements of the repair have been correctly prioritized. ■ Equipment operators will perform
appropriate PM services to help ensure the reliable operation of equipment. JANUARY 2013
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ON THE
Road TO
Wastewater’s ‘Roadmap’ To Sustainability A new plan from the Water Environment Federation redefines the nation’s wastewater treatment processes in terms that focus on energy savings and generation. Rick Carter Executive Editor
A
s industrial operations go, wastewater treatment is essentially hidden in plain sight. Some 16,000 wastewater treatment plants dot the U.S., serving millions of residential, commercial and industrial “customers” daily. But most of those who benefit from these operations know little about where the closest treatment facility is or what it does. Plant sizes vary, of course, and even though they’re tax-funded, these facilities typically operate as unobtrusively as possible. After all, who but an engineer wants to think about sewage? A treatment plant is expected to run 24/7/365, clean up the nasty stuff (somehow) and move it along. What else is there?
(All photos used in this article are courtesy of East Bay Municipal Utility District, Oakland, CA)
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MAINTENANCE TECHNOLOGY
JANUARY 2013
ON THE ROAD TO SUSTAINABILITY
“Plenty!” says WEF, the Water Environment Federation (or “the Federation”), an Alexandria, VA-based not-forprofit, non-lobbying group formed in 1928 to educate and train water-quality professionals. The primary goal of its new strategic plan, for example, is to enlighten everyone— from treatment-plant operators and politicians to citizens— that wastewater is not really “waste.” A cornerstone of this effort is WEF’s “Energy Roadmap,” an initiative that includes training, guidance documents, a recognition program and more. Its basic tenets are summarized in a six-page matrix of best practices. It was created to help stakeholders understand how the treatment of wastewater (a.k.a. sewage) can become energy-neutral or, better yet, energy-generating. Through that understanding, the group hopes to lead the treatment business away from obscurity toward a new role as a sustainability leader.
A map for every driver “We’ve always used public outreach,” explains Matt Ries, WEF’s Chief Technical Officer, “but never with this kind of focus.” The need for such focus became obvious, after WEF conducted an extensive survey of its 36,000+ membership and non-member water-sector professionals. The findings revealed a feeling among respondents “that there was a lack of leadership and thought leadership” in the water sector, says Ries. “We heard that loud and clear.” In retrospect, he adds, it’s not surprising respondents felt this way. Not only is WEF itself a federation comprised of 75 member associations, countless other factions must be considered with regard to how water is treated, dispensed and used, from geographical and technical to regulatory and political. According to Ries, the need to satisfy all of them has long been a significant challenge to large-scale initiatives.
The first page of WEF’s Energy Roadmap matrix section outlines in simple terms the steps that wastewater treatment plants can take to achieve sustainability.
JANUARY 2013
MT-ONLINE.COM | 23
ON THE
Road TO As a result, WEF revamped its strategic initiatives last year to include one that commits the Federation to driving what, it believes, is the water sector’s critical need for innovation. Conceptually, this began with its WATER’S WORTH IT® campaign (www.waters-worth-it.org) that “stresses the inner-connectivity between all water bodies and sources,” according to Ries. Complementing this work are “sector-wide initiatives to improve water access, to facilitate breakthrough concepts about resource-recovery and, for wastewater, the nutrients and energy that can be recovered from it. The one area we have specifically called out is about inspiring and supporting a movement toward an energy-positive water sector.” Understanding the need to satisfy the sector’s many stakeholders, WEF chose to create “a high-level, easy-to-use, non-prescriptive framework to push people in the right direction,” says Barry Liner, Director of WEF’s Water Science
and Engineering Center. “We want to become energy-positive, but one of the issues facing utilities is what to do first.” For guidance, Roadmap creators looked at the Smart-Grid Maturity Model (www.sei.cmu.edu/smartgrid) from the electric industry and saw a shift from centralized generation and transmission to a decentralized approach “similar to our sector’s move from waste disposal to resource recovery.” In wastewater, this journey involves changing the perception of a treatment plant’s main input—raw sewage—from useless waste to an energy-producing commodity that has value. One of the main ways wastewater treatment plants can use sewage to generate energy is through anaerobic digestion. In this process, microorganisms break down biodegradable material, which includes most components in sewage, without oxygen. The digestion process makes biogas, which can then be burned to generate electricity or used for other purposes.
Leader of the Pack: East Bay M.U.D. Water professionals speak in reverential terms about the wastewater treatment facility run by the East Bay Municipal Utility District (M.U.D.) in Oakland, CA. With regard to sustainability, “These people have already succeeded,” says Barry Liner, Director of the Water Environment Federation’s (WEF) Water Science and Engineering Center. “They had visionaries 20 years ago who started this plant. Now it’s the first recognized wastewater utility in the U.S. to become energy-positive,” a feat it achieved in February 2012. East Bay M.U.D. became energy-positive by adding organic waste to its normal sewage intake and sending the mix to its anaerobic digesters to generate biogas, which it then burns for electricity. The added organic waste includes food-processing and agricultural waste, fats, oils, grease and food scraps, much of which previously went to landfill. The plant’s digesters turn the mixed wastes into nutrient-rich biosolids and biogas, an energy-rich mix of methane and carbon dioxide. A new 4.6 MW turbine helps the plant take advantage of all the gas it produces and create enough extra electricity to sell a portion back to the grid. The process is so successful that the plant is bringing on an additional
24 |
MAINTENANCE TECHNOLOGY
digester that has nothing to do with wastewater. “It will simply process organic waste and generate more power,” says Liner. Liner is pleased to note that WEF’s new Energy Roadmap (written to help water treatment plants become more sustainable and using East Bay as an example of the potential) can also help this highly successful operation. “The interesting thing about East Bay is that, because they had all this organic waste, [energy-] generation was the lowhanging fruit for them,” he says. “But they never really looked at energy conservation on the demand side.” He adds that the cutting-edge facility sees the Roadmap as an effective way to help ensure that its daily operation is as energy-efficient as it is energy-positive.
JANUARY 2013
ON THE ROAD TO SUSTAINABILITY
The anaerobic-to-biogas The addition of a new low-emission biogas process is not new, but turbine (at left) made it possible last year for the is not in wide use. Most Oakland, CA, East Bay Municipal Utility District to wastewater treatment plants become the first net-zero wastewater treatment are built around the plant in North America. traditional aerobic/activated sludge process, which involves biological treatment of sewage and a settling period that leaves behind solids that must be disposed. According to WEF’s Biogas Data project (www.biogas data.org), about 1230 wastewater plants in the U.S. have anaerobic digesters, 837 of which use the biogas for energy and 292 of which generate electricity from the biogas. Another 74 deliver electricity to the grid, and 25 deliver biogas directly to pipelines. A few more have digesters, says Liner, but use them only for storage. He points out that anaerobic digestion is not the only way treatment plants can generate energy. Other technologies include gasification of biosolids and the production of ethanol and other biofuels from algae-based processes. “There’s also small-scale hydro power,” he notes, “but right now, only a very small number of plants are energy-positive at all, so there’s a lot of opportunity here.” New directions needed WEF’s Roadmap acknowledges the great leap needed for most plants to reach “energy-positive.” The document itself uses a straightforward, easy-to-grasp approach to outline the many steps most operations would have to take to become more sustainable. Many of the steps are universal enough to be instantly recognized by any industrial professional who has ever participated in an operational improvement effort. “We looked at the first, middle and advanced steps,” recalls Liner. “Then we put this framework together, a lot of which has nothing to do with putting in any energy-conservation or any generation equipment. It talks about how you need to have a visionary and a champion to run it. You need to communicate to staff and empower staff to shift the culture. Then we get into more technical things, such as conserving energy, which is demand-side management, and on the supply side, which is energy-generation. The last topic area is ‘Innovating for the Future,’ where we offer ways to keep moving forward.” JANUARY 2013
By accepting trucked-in organic waste for anaerobic digestion, the East Bay Municipal Utility District has doubled its biogas and renewable energy production over the past decade.
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ON THE TO
Road Sustainability No complicated engineering documents or certification processes here. Still, this non-threatening approach can help operations make big changes. Liner advises that the first major leap for many plants should be to address their energy use. This means “you must get your electric bills and look at them,” he says. “A lot of times, the bills go to finance and no one in operations ever sees them. As a result, operators have no idea how their bills are set up and how they could conserve, such as shaving peak usage.” The Roadmap’s energy-management theme includes section headers like “Initiate an Energy Audit” and “Set Goals for Reducing Energy Use and Cost,” which are followed by bullet points, but not cumbersome detail. “We say to initiate an audit, not to what extent,” says Liner. “It doesn’t prescribe that you have to get out there and actually set up current meters and see what the voltage drop is across something. It can just be a checklist or whatever is appropriate for your situation.” Liner and Ries believe that the Roadmap will best further the universality of WEF’s goal to drive innovation by avoiding technicalities, formulas and anything that resembles a requirement. “People are happy this is not a thousandpage engineering document with a ton of equations,” says Ries. “And it’s not a certification program, so you don’t have to get a third-party audit to show that you’ve gone through the steps. It’s a non-threatening approach that allows you to make big changes.” Revving up Granted, “big” is a relative term. Most of the nation’s treatment plants are, in fact, considered “small” operations, treating 1 million gallons per day or less. “And a lot of small plants may only have a couple of people running them,” says Ries. “These might be the same people who plow the streets and mow the lawns. So you might not have the technical expertise required to run a more complex system that recovers energy from wastewater. There are also a lot of cash-strapped utilities that, for various reasons, can’t raise the capital or raise their rates. And they may be dealing with aging infrastructure. But there are solutions to all these barriers,” he says, including “public/private partnerships, where another industry or ESCO [energy service company] might come in and partner with the utility through a longterm lease on equipment or a share of the energy savings.” Liner points to the fact no investment is required for Roadmap users to implement basic efficiencies that the document outlines as first steps. “Changing your repair and rehab program or addressing when you fill up a tank 26 |
MAINTENANCE TECHNOLOGY
or when you run a pump, for example, can save you money on the demand side. Some of the generation opportunities require money, but on the conservation side, you can simply save.” And WEF is betting that if the Roadmap reaches its target audience, good things will happen. This means getting it to utility managers, contractors and operators, a group, Liner adds, that can get things rolling just by asking to see their plant’s utility bills. “The Roadmap is written at so high a level,” he says, “it’s useful for water professionals, their customers and their local politicians.” The document also includes new terminology that WEF hopes will get all stakeholders thinking along the same lines. “We want to reach the point where treatment plants are thought of not as energy consumers, but energy generators,” says Ries. “So the first page of the Roadmap makes the distinction that wastewater treatment plants are not waste-disposal facilities, but water-resource recovery facilities that produce water, nutrients and energy. We know that part of our success will come through the naming, so this is one thing WEF is doing now. As of January, we are ‘waterresource recovery facilities,’ and this is the term we’ll use in all of our publications.” WEF will also work more closely with its partner organizations in 2013 to keep its revamped strategy highly visible to all in the water-treatment community. The hoped-for effect, of course, is that the Roadmap and the Federation’s other outreach efforts will be accepted not just as another collection of good ideas, but as real-life, workable strategies. As Ries describes it, a minimal goal is that “the concept of energy conservation and energy generation becomes a part of the everyday conversation and culture of treatment plants at all levels.” But he hopes for more. “We’ve been working on a sustainability initiative at WEF for over five years,” he says, “and we talk about the day when ‘sustainable approaches’ or ‘sustainable water management’ become phrases we don’t use anymore, because when you use a term like ‘sustainable,’ you set it aside from the conventional. It’s when sustainable becomes conventional and when energy-generation becomes the standard that we’ll know we’ve succeeded.” MT To learn more about the Water Environment Federation or to download your copy of the “WEF Energy Roadmap, V1.0,” visit www.wef.org. For more info, enter 02 at www.MT-freeinfo.com JANUARY 2013
ON THE ROAD TO SUSTAINABILITY
Rugged Turbine Meters With Available Pulse Output
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mega’s FTB-630 Series turbine meters are dry-register mechanical totalizers that offer accurate, economical reading of high flows with low pressure loss. The horizontal-axis turbine drives a vertical shaft that is magnetically coupled to a sealed register. In addition to mechanical totalizing, registers can be equipped with magnetic pulse reed sensors well suited for remote totalizing, pacing of electronic metering pumps and water treatment applications. The FTB-630 Series features 2”, 3”, 4”, 6” and 8” pipe sizes and bodies manufactured of tough cast iron epoxy-coated for protection. Tungsten steel shafts and jewel bearings further enhance the durability of these products. Simple removal of the top flange reveals all parts for inspection, repair or replacement. The meters’ tamper-evident seals clearly call attention to unauthorized access. Omega Engineering, Inc. Stamford, CT
Gadgets
Green
For more info, enter 03 at www.MT-freeinfo.com
Sequential Battery Charger Powers Up Jobsites
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ilwaukee Tool is introducing yet another productivityenhancing solution for the professional tool user this month. Its Energy-Star-rated M18™ Six Pack Sequential Charger will sequentially charge up to six battery packs of any Milwaukee M18™ LITHIUM-ION battery, allowing users to walk away and remain confident they will have enough power to complete their jobs. The Six Pack Sequential Charger features a compact design, integrated hang holes for vertical mounting, and a pass-through plug to conserve outlet space. The unit can charge M18™ compact batteries in 30 minutes and extended-capacity (XC) batteries in 60 minutes. According to the company, with the expansion of the M18™ system and widespread adoption of the platform, today’s skilled craftspersons depend on toolboxes full of items that require multiple M18™ LITHIUM-ION batteries. Because the new charger will reduce the amount of time spent changing out batteries, users can be more productive at the jobsite than in the past. Milwaukee Electric Tool Corp. Milwaukee, WI
JANUARY 2013
Gadgets
Green
For more info, enter 04 at www.MT-freeinfo.com
MT-ONLINE.COM | 27
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True maintenance technology...
Building Smart Cities Tammy Fulop Vice President, Energy Solutions Schneider Electric
Countless communities across the country know that their aging infrastructures won't get any younger on their own. But as one Texas city has found, tough budgets don't have to stand in the way of critical upgrades. Here's what's working for Denison.
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U
rban environments today represent both our biggest opportunity and biggest challenge in regard to energy efficiency, consuming 75% of global energy and giving off 80% of greenhouse gas emissions. Urban dwellers are also on the rise: By 2050, it’s projected that cities will be home to 70% of the world’s population.
JANUARY 2013
SUPPLY CHAIN LINKS
City leaders—along with their maintenance teams—are tackling congestion, sprawl, power shortages, lack of water, unaffordable public services and many other significant issues. When the lens is focused on challenges relating to energy use, the supply side of the equation gets the bulk of consideration. No matter how much new energy generation we bring to the table, sustainable change isn't possible without curbing our exponentially rising need for electricity. Driving real change will require us to refocus our attention on the demand side. The good news is that maintenance professionals can play a role in bringing about this change. Looking to performance contracting The bad news is that in facilities across the country, there’s often a lack of intelligent energy-management practices in place. Disparate systems for water/wastewater, HVAC, lighting controls and other systems are controlled manually. In larger facilities, buildings may have several management systems that don’t “talk” to each other—missing out on energy efficiency, cost savings and the need to meet rising industry performance expectations and standards. It’s a fact of life: Maintenance professionals everywhere are tasked with making the most of their time and resources, all while considering environmental impact. With so much of their attention focused on the day-to-day operations of their facilities (and the budgets within which they work), how can the move to intelligent management systems be made? One proven financial vehicle worth considering is an Energy Savings Performance Contract (ESPC). By partnering with industry professionals, city leaders and building stakeholders gain the perspective and resources to implement intelligent management systems that improve the efficiency of their buildings and simplify the work of their maintenance professionals. ■ ESPCs leverage the flexibility and resources of the private
sector to pay for energy-saving capital upgrades using future energy savings. The initial capital investment required to do the work is provided by the private financial community and the actual services, such as energy equipment retrofits, are delivered by Energy Services Companies (ESCOs). The financier is paid out of the accrued energy savings, with the ESCO guaranteeing a certain level of savings or performance. ■ ESPCs typically bundle a variety of capital upgrades into
one project, creating a significant guaranteed annuity that is financed over a 10- to 20-year period. Energy retrofits can easily achieve up to 30% energy savings and generate operational and environmental savings, while reducing carbon emissions and pollution. JANUARY 2013
How one Texas city achieved efficiency Take for example the City of Denison, TX (the "City"), which recently implemented a $7.9 million ESPC project to upgrade and retrofit existing equipment and reduce operational costs in its wastewater treatment plant and other municipal buildings. Projected for completion in the spring, the project is enabling the city to implement long-term energy efficient solutions in its facilities, saving approximately 20 percent of its annual energy costs over the 15-year term of the contract. The performance contract started with supporting improvements, including the addition of a central energy management system (EMS) in 11 city buildings, including city hall, the community center, the library, a pool, service center, police station, three fire stations and an indoor batting facility. Other upgrades made throughout the city buildings include upgrades to aging HVAC equipment and retrofits from T12 to T8 lighting fixtures. The ESPC is enabling Denison to reduce its energy use by 2.1 million kilowatt hours—which is equivalent to taking 240 cars off the road annually. After the energy retrofits to its buildings were successfully completed and savings were evident, Denison had added confidence moving forward with its wastewater treatment plant. At first, the City was hesitant to move forward since this facility is its only treatment plant and prolonged downtime was out of the question. Still, the City knew the updates were needed. Challenged to operate at peak efficiency levels as a result of outdated equipment, the Denison Wastewater Treatment Plant has partnered with Schneider Electric and City design engineers to improve the aeration basin and aerobic digester, install new fine bubble diffusion grids, replace blowers and pumps and perform other upgrades to enable the plant to operate at its full potential, while improving processes and efficiency. When the project is complete, operators will be able to shut down parts of the basin that are not needed, allowing sections to be drained for routine and preventive maintenance (a task that’s not been possible for 15 years), and increasing the overall dependability of the plant. To operate the plant properly, personnel must be able to regularly drain water and access the grids for maintenance. Since the gates in the diffuser grid were degraded, it was a challenge to isolate them and make necessary repairs. That, in turn, presented code and environmental concerns. As a result, the plant had to run at maximum capacity— with constant adjusting of readings and controlling of valves. When they're completed, retrofits to the wastewater treatment plant as part of the ESPC will allow personnel to regulate the facility's capacity to the incoming capacity and spend less time manually manipulating equipment. MT-ONLINE.COM | 29
SUPPLY CHAIN LINKS
Coming with a guaranteed ROI, an ESPC is helping the City of Denison, TX, move forward sooner than later with the types of system updates that can make its facilities run more effectively.
The updates will also help prolong the life of the system by ensuring regular maintenance of the equipment. This will free up time and resources that can be better spent elsewhere, allowing for a streamlined, efficient system— and proper maintenance. ESPCs and maintenance pros As someone involved in the operation of one or more facilities, you play a role in driving intelligent energy management and building the case for energy-efficient retrofits. A site energy audit is a good first step. You'll also want to approach your maintenance strategies from a holistic standpoint to help boost productivity, reduce operating costs and increase efficiency. From there, you can understand how energy is being used and the potential for savings. A centralized controls system can have a substantial impact on the productivity of a facility, and an ESPC is an accessible vehicle to implement such a system. For managers looking to build their case to a board or potential investor, focus on highlighting the energy-savings financing mechanism, as well as the cost-avoidance factor of evaluating and updating systems holistically rather than bit by bit. Denison's City Administration helped build the case for the ESPC, influenced by insights gathered from maintenance 30 |
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professionals and others. Changes were clearly needed. And the ESPC—which comes with a guaranteed ROI— has provided the right vehicle for helping the City move forward on necessary updates that are making its facilities run more effectively. When considering an ESPC, attention should be given to investing in personnel training as well. It’s not just about getting the right technology in place, but also ensuring that the staff is comfortable managing and maintaining the systems. Urban efficiency can deliver up to 30% energy savings, reduction of water losses by up to 15% and reduction of travel time and traffic delays by up to 20%, not to mention longer-term environmental, social and economic sustainability. The opportunities to address our energy-demand challenges are real. Through ESPCs and energy-efficient practices, we can help our cities ensure competitiveness and manage growth for today and many years to come. MT Tammy Fulop is Vice President, Energy Solutions, for Schneider Electric. Since 2000, she has applied her leadership talents to driving the success of performance contracting projects for hundreds of clients in the U.S. For more info, enter 05 at www.MT-freeinfo.com JANUARY 2013
AUTOMATION INSIDER
Optimizing Energy Use CUSTOM REPRINTS By Gary Mintchell
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hether you personally monitor/manage energy at your site or not, you can bet your management is interested in gathering better, more detailed information about energy usage. This is not just for the idle amusement of the “guys with ties.” Determining and managing energy from unit level down to individual components offers significant opportunities for improved plant profitability. Energy management has been a key topic discussed during my last few trips around the automation world. From the end of October through the end of November, I attended the Yokogawa Users Conference, Rockwell Automation’s Process Solutions User Group and Automation Fair, concluding with a trip to Nuremberg, Germany, for the SPS/IPC/Drives 2012 trade show. What I learned along the way During a Profibus International (PI) press conference at SPS, a Daimler engineer described a beta project he had completed for a Mercedes plant: It involved the use of the “ProfiEnergy” protocol within Profinet to save energy during machine or line downtime periods. The protocol monitors the process and recognizes idle states. It’s then able to turn equipment to LOW or OFF, reducing or eliminating energy usage when it isn’t needed. The speaker reported energy savings greater than 50% during these states. (PI says studies have shown up to 80% savings generally.) OPC is another digital communications protocol. Its latest UA edition incorporates many new features that engineers are exploiting in order to move energy data in a better, faster way. Given the discussions I’ve had both at the OPC Technology Summit in October in Orlando and at the OPC Foundation press conference at SPS, I expect application stories detailing successes before too long. Two other companies showed me energy monitoring equipment and applications at SPS. Wago is a German manufacturer of terminal blocks, I/O components, controllers and some application software. It was displaying new software that draws information from its I/O to provide a detailed look at energy usage. Likewise, B&R Automation, an Austrian motors, drives and controls supplier, has enhanced its portfolio of energy solutions. As you work with other departments in your organization on energy optimization, be aware that there are many automation solutions available to help you in your quest. MT Gary Mintchell, gmintchell@automationworld.com, is Co-Founder and Editor in Chief of Automation World magazine and blogs at www.garymintchellsfeedforward.com.
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MT-ONLINE.COM | 31
TECHNOLOGY SHOWCASE On the horizon and moving toward you...
New Diesel Engine Oil Specification Coming In 2016 Dan Arcy OEM Technical Manager, Shell Lubricants
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The Engine Manufacturers Association recommends that the PC-11 category be split into two separate and distinct subcategories associated with fuel efficiency with corresponding performance levels: ■ One that preserves historical heavy-duty oil criteria. This
oil will be backward compatible with previous categories for on- and off-highway use. ■ One that provides fuel-efficiency benefits while main-
taining durability. The oil will have limited backward compatibility (OEM, engine, application dependent) and will have better fuel economy compared to current 15W-40 oils. Stay tuned: Communication on the new category and proper application of the different products will be forthcoming. Shell is working with others in the industry to help define and develop the new engine oil category. MT
GILLES LOUGASSI©FOTOLIA.COM
anufacturing products also means transporting them, typically via truck. With new fuel economy standards coming and changes to diesel engine technology, a new engine oil specification is needed. In 2011, work began on a new diesel engine oil category for on-highway diesel engines called PC-11. The new category is driven by changes in engine technology to meet emissions, renewable fuel and fuel economy standards for CO2 and other greenhouse gases. In addition, there have been changes in engine hardware that better represent new technology entering the marketplace since the last category was approved in 2006, and older hardware used in current engine testing is expected to become unavailable. The new lubricant specification will have to meet the need of lower CO2 engines, while providing fuel economy benefits and no compromise in engine life or durability. PC-11 should provide improvements in oxidation stability, aeration benefits, shear stability, compatibility with biodiesel blends and protection from scuffing/adhesive wear.
For more info, enter 11 at www.MT-freeinfo.com
Lubricate Chains With Less Oil And Downtime
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ccording to Spraying Systems, its single-point AccuJet® Electrostatic Lube System can improve chain lubrication while reducing oil consumption and conveyor downtime. Capable of accommodating up to four electrostatic nozzles with an injector pump for each, it provides uniform lubrication of critical areas and eliminates oil mist, thus creating a safer work environment and minimizing cleanup and contamination potential. A dedicated control panel requires no programming, allowing easy installation via user I/O integrated with a PLC-controlled system. Spraying Systems Co. Wheaton, IL For more info, enter 07 at www.MT-freeinfo.com For more info, enter 78 at www.MT-freeinfo.com
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JANUARY 2013
TECHNOLOGY SHOWCASE
Lube System Overcomes A Variety Of Challenges
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echno-Sommer’s Sharpshooter system addresses a number of lube challenges, including hard-to-reach lubrication points, expensive products that need to be precisely dispensed and the unacceptability of mist lubrication in a plant environment. Working off standard shop air at up to 90 psi, it can place a drop of lubricant at up to 1m away with pinpoint accuracy. A pressurized tank generates internal pressures up to 750 psi. When a pulse is generated, a fixed drop size is dispensed. Up to eight dispensing nozzles ranging in size from 5mm3 to 100mm3 can be attached to one tank. An extension hose of up to 2m in length allows for the dispensing nozzle to be placed around corners and in hard-to-reach spots. Techno-Sommer New Hyde Park, NY For more info, enter 08 at www.MT-freeinfo.com
For more info, enter 71 at www.MT-freeinfo.com JANUARY 2013
For more info, enter 72 at www.MT-freeinfo.com
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SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY S YNERG SYNERGY SYNERGY SYNERGY S YNERG SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGSYNERGY SYNERGY SYNERGY SYNESYNERGY SYNERGY SYNERGY SYSYNERGY SYNERGY SYNERGY SSYNERGY SYNERGY SYNERGY S YNERGY SYNERGY SSYNERGY SYNERGY SYNERGY SYSYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY IT’S OUR SYNERGY SYNERGY DOUBLE-EDGED SYNERGY SYNERGY SYNERGY SYNERGY NATURAL SYNERGY SYNERGY ADVANTAGE SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY Joined Is Greater Than Our SYNERGY SYNERGY Two Great Individual Parts SYNERGY SYNERGY SYNERGY SYNERGY 2 Publications SYNERGY SYNERGY 1 Publisher SYNERGY SYNERGY SYNERGY SYNERGY 1 Editorial Team SYNERGY SYNERGY SYNERGY In Partnership With You For 1 Purpose: SYNERGY SYNERGY Keeping Your Message, Products SYNERGY SYNERGY SYNERGY SYNERGY and Services In Front of SYNERGY SYNERGY 82,000+ Decision-Makers 24/7/365 SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY YMAINTENANCE TECHNOLOGY SYNERGY SYNERGY Y SYNERGY SYNERGY GY SYNERGY SYNERGY GY Y LUBRICATION MANAGEMENT Y SYNERGY SYNERGY AND TECHNOLOGY Y SYNERGY SYNERGY SYNERGY SYNERGY Your Smart Choice For SYNERGY SYNERGY A Winning Synergy SYNERGY SYNERGY On Line • In Print • In Person SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY Relationships Should Be Rewarding... SYNERGY Not Expensive! SYNERGY SYNERGY Don’t Miss Any Issues • Subscribe To Both MT And LMT At SYNERGY SYNERGY www.MT-online.com/subscribe SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY SYNERGY
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Come Help Us Celebrate Our 10th Anniversary
As Always, You’ll Find Just What You Need: Training Networking Solutions Program Details & Registration Information Will Be Announced Soon
Plan Now To Attend MARTS 2013 The Hyatt Regency O’Hare Hotel, Rosemont, IL.
www.martsconference.com For more info, enter 74 at www.MT-freeinfo.com
MAINTENANCE LOG
A first measure in protecting high-value assets...
Using Ultrasound To Identify Electrical Faults Joseph D. Gierlach Jr. TEGG Service – An ABM Company
Seeing is believing. So is hearing. And with electrical systems, two predictive/diagnostic technologies can be better than one.
JANUARY 2013
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hen it comes to complex electrical systems, all components have value. But some, such as transformers, circuit breakers, insulators, switchgear, etc., can take entire systems down—with disastrous results. These “high-value” assets are the ones that demand the most scrutiny.
MT-ONLINE.COM | 37
MAINTENANCE LOG
Infrared and ultrasound technologies work well together because one can 'see' and the other can 'hear' indications of possible equipment problems that we, as humans, are incapable of sensing. There are myriad things that can and do go wrong with electrical systems, and “fixing” them isn’t possible without first diagnosing them. Interestingly, infrared and ultrasound technologies are often used in tandem to identify potential faults. Since infrared technology doesn’t “see” through enclosed panels unless they’re equipped with infrared windows, ultrasound technology can play a key role in safety and convenience. In fact, this is where ultrasound really proves its value as a predictive and diagnostic tool. Listening first and looking later The uses of infrared technology in managing equipment assets are typically well known. Some maintenance professionals, however, may not be as familiar with the role of ultrasound technology in diagnosing complex system malfunctions. The two technologies work well together because one “sees” and the other “hears” what humans are incapable of sensing. One of the keys to successful deployment of ultrasound is the ability to identify the sound signatures of electrical emissions, such as arcing, tracking and corona. This becomes easier with experience and practice. (There is also substantial information on sound signatures available via the Internet. One helpful, free resource is a sound-recording library from UE Systems at www.uesystems.com). Ultrasound is particularly useful in helping avoid potentially lethal events such as arc flash. By first listening with an ultrasound instrument, a user can detect anomalies— i.e., the tell-tale “bursts” of arcing or the steady, continuous “frying-egg” sound of corona—that clearly say to him or her, “Don’t open this unit (unless, that is, you’re ready to be exposed to temperatures as hot as the sun itself and an almost-inevitably fatal explosion).” It’s early-warning signs like these that bring us to the example of how ultrasound was instrumental in diagnosing a potentially disastrous failure in a critical-care unit of an Ohio hospital. The hospital’s problem… Two transformers, manufactured in 2004, were inspected in October 2011. Virtually identical, the units were used to power a critical-care unit at the hospital Transformers are crucial to the entire performance of an electrical system and, if properly maintained, should 38 |
MAINTENANCE TECHNOLOGY
last about 30 years. Regular maintenance is paramount, as transformers are subject to scarcity: The lead-time to obtain one is approximately 10 months. The hospital had hired its local TEGG Service provider to inspect the transformers annually. The previous year, there had been no maintenance problems noted. Unfortunately, that was not the case with the facility’s October 2011 energized services inspection. The inspection's findings… An ultrasound examination of one of the units revealed a suspect sonic signature in the B phase coil. For comparison, an ultrasonic sound recording was taken of the sister unit, which was under similar operating conditions. ■ The B phase coil of the suspect unit had a distinctly
different and substantially louder sonic signature when compared with that of the “good” unit. This was the first indication of a potential malfunction within the unit. But, ultrasound by itself can’t tell exactly what a problem is, especially when relying on decibel level alone. ■ An FFT (fast Fourier transform) analysis of the ultra-
sound recording was conducted that showed a visually qualitative difference between the wave patterns of the two units’ B phase coils (Fig. 1.) Further, a time domain analysis between the two coils showed a distinct difference in the peaks and valleys of the sonic signature. ■ The “good” B coil showed a flat line, without peaks and
valleys, while the “bad” coil showed dramatic rises and falls, confirming visually what the diagnostician heard with the Ultraprobe ultrasonic testing instrument (Fig. 2 and Fig. 3.) This situation underscores the importance of making sure ultrasonic recordings are long enough (30 seconds is generally sufficient) to detect such anomalies, which may not be as readily detectable in shorter recordings. ■ The FFT revealed fault frequencies that were not 60 Hertz
harmonics—indicating a problem that was something other than electrical. But there was significant frequency content throughout the spectrum (which did indicate something electrical). JANUARY 2013
MAINTENANCE LOG
Fig. 1. There’s clearly a qualitative difference in the FFT display comparing the “B” phase coils of the hospital's two transformers.
Fig. 2. Time domain for the suspect unit’s coil
Fig. 3. Time domain for the comparative “good” sister unit’s coil
Fig. 4. These comparative infrared images were another indication that problems were occurring. Note the heat saturation on the suspect unit’s winding that exceeded the infrared camera’s dynamic range of 150 C.
JANUARY 2013
MT-ONLINE.COM | 39
MAINTENANCE LOG
Based on this information, one thing was certain: The B phase coil in the suspect system was clearly exhibiting a problem. But what was it? The next step was infrared imaging.
Fig. 5. These steel pieces are clearly not flush, which indicates a distortion of the top horizontal section bowing out on the low-voltage side of the B phase coil winding.
Digging deeper Infrared imaging comparing the good and bad coils showed higher heat saturation on the bad one (Fig. 4). With the dynamic range of the infrared camera exceeded, it was determined that the suspect winding was hotter than 150 C. This evidence was compelling enough to recommend shutting down the equipment and performing a thorough visual inspection to determine the cause of the increased ultrasonic emission and thermal output of the B phase coil. The necessary (normal) electrical tests—insulation resistance, winding resistance, turns-ratio testing and power-factor dissipation—subsequently revealed no abnormalities and showed all values to be within industry-standard limits. Good news for the customer, right? Only if you ignore what the ultrasound and infrared analysis revealed. We had heard sounds. We had seen the heat signatures. It was time to use something a little old-fashioned but, in this case, more reliable: our eyes.
Getting the whole picture A visual inspection of the B phase coil showed that, contrary to the normal electrical tests, all was not well. With the A phase coil, all pieces were flush, as one would expect: no distortion among the joints and miters, and all sections were even and flat. The B phase coil was a different story altogether. A visual inspection showed that the steel pieces were not flush, indicating a distortion of the top horizontal section bowing out on the B phase winding, low-voltage side (Fig. 5). The defect was present exactly where the ultrasonic emission was greatest, and there was visual evidence of excessive heating on the core laminations, backing up what the infrared camera saw. This is proof of the fallibility of electrical tests alone—and proof of the value of ultrasound and infrared in detecting a potentially catastrophic problem. Such a problem could have been dismissed altogether if the electrical tests alone had been trusted. Additional examination showed more lamination separation further in the core toward the high-voltage side, as well as thermal effects on the varnish of the core laminations. The miter joint that connected the center 40 |
MAINTENANCE TECHNOLOGY
phase to the top horizontal laminations was no longer properly connected due to “bowing” of the joint, thereby disturbing the magnetic flux path, which was the likely cause of the increased ultrasonic emission and heating. More problematic, though, was the fact that the “good” sister unit, upon visual inspection, was beginning to show the same types of as problems as the bad unit—which was confirmed by a third party brought in to evaluate our findings. The conclusion? The hospital’s transformers had a manufacturer defect. Why ultrasound mattered If the hospital had relied on the electrical tests alone— which showed no anomalies—the defects in the transformers would have continued unnoticed, probably worsened, and led to a disastrous outcome: a power outage in a critical-care unit. While ultrasound alone did not “diagnose” the problem, telltale sounds that the emissions provided did prompt further investigation. In turn, that additional investigation uncovered nasty issues with the potential to adversely affect a life-saving facility. As this case study illustrates, ultrasound should be an integral part of the toolkits of those responsible for the diagnosis, maintenance and repair of critical electrical assets. MT Joseph D. Gierlach, Jr., is Vice President, Technical Training and Support, for TEGG Service TEGG Service – An ABM Company, based in Pittsburgh, PA. To contact him directly, email: Joseph.Gierlach@abm.com. For more info, enter 09 at www.MT-freeinfo.com
JANUARY 2013
CAPACITY ASSURANCE MARKETPLACE
Impact-Resistant IR Windows Exceed Industry Standards
T
he IRISS Platinum Series of clear, impactresistant (from both sides) polymer infrared (IR) windows render traditional crystal IR windows obsolete. Made of Poly-View System™ clear polymer, they were designed to exceed industry standards as the only impact-resistant IR windows featuring electrical inspection capabilities in UV, visual and all IR spectrums. According to the manufacturer, the polymer maintains a fixed, stable transmission using any UV or IR camera and stands up to acids, alkalis, UV, moisture, humidity, vibration and high frequency noise, without degrading like crystal optics. Certified and tested to UL, CSA, IEEE, IP65/NEMA 4, Lloyds of London Type Approval and American Bureau of Shipping, Platinum Series products are available in round and rectangular shapes, with customizable housing materials, gaskets, covers, locking devices, private labeling and color. Custom solutions can be configured to any shape or size. IRISS, Inc. Bradenton, FL
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Portable, Heavy-Duty iPad Protection
T
he Hoffman® tablet enclosure and stand for iPad® devices from Pentair provides industrial-strength shielding and security for iPad 2 and 3 devices in demanding environments. The unit adjusts to four different heights without tools and disassembles for easy portability. Operators can remove the enclosure from the stand and mount it with a lowprofile, wall- or table-mount for space-restricted areas. Pentair Equipment Protection Anoka, MN For more info, enter 31 at www.MT-freeinfo.com
JANUARY 2013
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CAPACITY ASSURANCE MARKETPLACE
Quick-Read Bore Gauges
S
Deploy One CMMS For Multiple Sites
unnen PG Bore Gauges feature a mechanical design and speedometer-type scale for quick visual confirmation of inside diameter. They combine high accuracy (±0.000025”/0.0006mm) with a portable design that’s mountable on machining stations, and can be used to examine the entire bore for diameter, taper, barrel, bell mouth, out-of-round and lobing. The speedometer-type scale provides readouts down to 0.000050” (.001 mm) for inspection of machining operations or fast sampling of large lots.
ccording to CyberMetrics, the Asset Grouping feature in its FaciliWorks 8i Enterprise CMMS maintenance management software makes it easier to manage maintenance operations of multiple sites by permitting the partitioning of a single database by department, location, asset type or any other criteria. Users can be limited to one or more groups of site-specific assets, which improves efficiency and record security while still allowing for full record access to managers.
Sunnen Products Co. St. Louis, MO
CyberMetrics Corp. Phoenix, AZ
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Programmable Process Fluid Monitor
S
ensorex’s CX-3000 Transmitter monitors changes in process fluids, displaying conductivity, resistivity, salinity and temperature. The unit is suited for process control in water, chemical, electronics, food production, environmental and wastewater applications. A push-button interface enables user programming on-site for desired monitoring, with password protection option for added security. A dual-output design with dedicated (0)4 – 20mA output for temperature measurement eliminates the need for a separate temperature transmitter.
A
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Diesel Generators
G
enerac has refreshed its line of 400/500/600kW diesel industrial-configured generators for single and paralleled emergency and standby solutions. The units now include Perkins® diesel engines for higher efficiency and ease of maintenance, according to the company. The frames and enclosures of these engines have also been standardized to align them with other Generac Industrial Power products. Generac Power Systems, Inc. Waukesha, WI
Sensorex Garden Grove, CA For more info, enter 34 at www.MT-freeinfo.com
42 | MAINTENANCE TECHNOLOGY
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CAPACITY ASSURANCE MARKETPLACE
Continuous Flex Cable Delivery Program
Short-Circuit Calculation Software
A
subaki KabelSchlepp’s continuous flex cable program features no minimum quantities or cutting costs and delivers according to customer requirements. Highquality cable ranges are available in various conductor counts, from 4 through 25. Each cable is produced with an outer PVC or PUR jacket highlighted by a high-flex design and high abrasion resistance. All are designed to operate in the company’s range of dynamic cable and hose carrier systems.
RCAD’s Short Circuit Analytic software program performs available fault current calculations in three-phase electric power systems. The program considers electrical parameters of the power supply and the power distribution system, including utility, cables, bus ducts, transformers, generators and motors. It automatically converts the entire system into a unique impedance unit from which the short circuit current at each point is calculated.
Tsubaki KabelSchlepp Milwaukee, WI
ARCAD, Inc. Etobicoke, ON, Canada
T
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ATP List Services Customized, Targeted Lists For Your Marketing Needs www.atplists.com Contact: Ellen Sandkam 847-382-8100 x110 800-223-3423 x110 info@atplists.com esandkam@atplists.com 1300 S. Grove Ave., Suite 105, Barrington, IL 60010 For more info, enter 76 at www.MT-freeinfo.com For more info, enter 87 at www.MT-freeinfo.com
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CAPACITY ASSURANCE MARKETPLACE
Air-Operated Piston Pumps
Battery-Powered Material-Handling Device
A
RO Fluid Products’ AFX™ line of air-operated piston pumps and systems features air motors in five sizes from 4.25” to 12”. Each includes the brand’s Progressive Exhaust™, a True Link Valve™ and integrated regulator technology used on 2-ball, 4-ball and chop-check pumps. The pumps are well suited for transfer of shearsensitive, viscous, corrosive and abrasive fluids in a range of applications.
T
he Light Duty CartMover™ from Appleton is a compact, batterypowered materialhandling device with a small footprint and weight capacity. It is constructed with an upright configuration and a self-contained, on-board charging system. Built using the same steel frame construction as the company’s Standard Duty model, it features a differential drive system, variable-speed throttle control and programmable speed controller.
ARO Fluid Products An Ingersoll Rand Co. Brand Davidson, NC
Appleton Mfg. Division Neenah, WI
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“Industrial Lubrication Fundamentals” 3-Day, On Site, Certification Preparation Training Program
With over 70% of all mechanical failures attributed to ineffective lubrication practices, you will want to have professionally trained and certified lubrication personnel working on your reliability efforts!
Unlock the Secrets that let you Tap your True Maintenance Potential and Maximize Asset Reliability! World Class organizations know that increased asset reliability, utilization and maintainability, reduced operating costs, downtime, contamination, energy consumption and carbon footprint all commence with a best practice lubrication program! Course design is based on ISO 18436-4 and the ICML body of knowledge and exceeds minimum training requirements to write the ICML, MLT1, MLA1 and ISO LCAT1 International lubrication certification exams. Exams can be arranged to take place at your site immediately following the training. For more information on this unique training program developed and delivered by internationally accredited lubrication and maintenance expert Ken Bannister, author of the best selling book Lubrication for Industry endorsed by ISO and the ICML as part of their certification Domain of Knowledge Content. Contact ENGTECH Industries Inc at 519.469.9173 or email info@engtechindustries.com
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INFORMATION HIGHWAY For rate information on advertising in the Information Highway Section Contact your Sales Rep or JERRY PRESTON at: Phone: (480) 396-9585 / E-mail: jpreston@atpnetwork.com Web Spotlight: Bartlett
Bearing Company, Inc.
Air Sentry® is a leading developer of contamination control products that keep particulate matter and excess moisture from the headspace inside gearboxes, drums, reservoirs, oil tanks, etc. that hold oils, greases, hydraulic fluids, and fuels. Air Sentry breathers and adapters ensure longer fluid life, better lubrication and lower maintenance costs. For more info, enter 81 at www.MT-freeinfo.com www.airsentry.com
Bartlett Bearing Company, Inc. is a family-owned, independent distributor of bearings, seals and related products for the electric motor and pump repair industry. While a large portion of our business is devoted to the electro-mechanical repairs, we are also a highly valued resource for wind energy, mining, turf equipment, print roller and OEM’s as well as industrial user accounts. For more info, enter 80 at www.MT-freeinfo.com www.bartlettbearing.com
The ability to identify, verify and locate every voltage source from the outside of electrical panels greatly reduces electrical risks. That’s why we’ve incorporated two of our most popular products - ChekVolt® and VoltageVision® - into one unique, exclusive product called The Combo Unit.. For more info, enter 83 at www.MT-freeinfo.com www.graceport.com/3mt_informationhighway
CLASSIFIED
RENEW
U.S. Tsubaki Power Transmission, LLC is excited to announce the integration of KabelSchlepp America into its operations as part of the Tsubakimoto Chain Company’s global acquisition of the German-based Cable & Hose Carrier manufacturer. KabelSchlepp America will now operate as a division of U.S. Tsubaki and will expand Tsubaki’s presence in the U.S. market by adding cable & hose carrier systems to its already extensive product lineup.
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PIP is a consortium of process plant owners and engineering construction contractors harmonizing member’s internal standards for design, procurement, construction and maintenance into industry-wide Practices. PIP has published over 450 Practices. A current listing of published Practices is available on the PIP website at: http://pip.org/practices/index.asp. For more info, enter 82 at www.MT-freeinfo.com www.pip.org
The Maintenance & Reliability Technology Summit is the #1 learning venue and source of practical solutions for anyone concerned with the reliability, maintenance and the overall capacity assurance of critical equipment systems in a plant or facility. Mark your calendars! MARTS 2013 is taking place April 30-May 3, 2013 at the Hyatt Regency O’Hare in Rosemont, IL. For more info, enter 85 at www.MT-freeinfo.com www.MARTSConference.com
For rate information on advertising in the Classified Section contact your Sales Rep or JERRY PRESTON at: Phone: (480) 396-9585 / E-mail: jpreston@atpnetwork.com
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JANUARY 2013
Index ADVERTISER
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JANUARY 2013 Volume 26, No. 1 •
WEB ADDRESS
January 2013 • Volume 26, No. 1 RS #
PAGE #
Air Sentry ...............................................................www.airsentry.com...................................................... 81 .............................46 ARC Advisory Group ..........................................www.arcweb.com/events/arc-orlando-forum........ 79 .............................45 ATP Lists.................................................................www.atplists.com ......................................................... 76 .............................43 Baldor Electric Company....................................www.baldor.com.......................................................... 87 ...........................BC Bartlett Bearings....................................................www.bartlettbearing.com........................................... 68,80..................19,46 Engtech Industries Inc. ........................................www.engtechindustries.com...................................... 78 .............................44 Exair Corporation ................................................www.exair.com/48/470.htm ...................................... 64 ...............................5 Foster Printing Services .......................................www.fosterprinting.com ............................................ 70 .............................31 General Electric Company .................................www.geindustrial.com/services................................. 63 ...............................2 Grace Engineered Products, Inc.........................www.graceport.com/3mt-informationhighway .... 83 .............................46 Lubriplate Lubricants Co. ...................................www.lubriplate.com .................................................... 67 .............................12 MARTS...................................................................www.martsconference.com ....................................... 74,85..................36,46 Mapcon Technologies, Inc. .................................www.mapcon.com ...................................................... 66 ...............................9 Meltric Corporation ............................................www.meltric.com ........................................................ 72 .............................33 Miller-Stephenson Chemical Co. ......................www.miller-stephenson.com..................................... 69 .............................21 Nidec Motors ........................................................www.usmotors.com .................................................... 62 ...............................1 Process Industry Practices...................................www.pip.org.................................................................. 75,82..................41,46 Scalewatcher ..........................................................www.scalewatcher.com ............................................... 65 ...............................7 Strategic Work Systems, Inc................................www.swspitcrew.com.................................................. 77 .............................43 Sullair Corp............................................................www.sullairinfo.com/audit ........................................ 61 ..........................IFC Test Products International ................................www.testproductsintl.com ......................................... 71,73........................33 U.S. Tsubaki Power Transmission, LLC ............www.time4lambda.com ............................................. 86 ..........................IBC U.S. Tsubaki Power Transmission, LLC ............www.kabelschlepp.com .............................................. 84 .............................46
Access MT-freeinfo.com and enter the reader service number of the product in which you are interested, or you can search even deeper and link directly to the advertiser’s Website. 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, Bill Kiesel (847) 382-8100 ext. 116.
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viewpoint Mark Ruby, MBA, Sr. Vice President, Reliability Consulting Group, Life Cycle Engineering (LCE)
Three Ways For Measuring Continuous Improvement Success
M
easuring the success of a continuous improvement initiative is critical to the overall success of a project. From a change-management perspective, projects are more likely to be successful when executive sponsors are visible and active. For sponsors to take on an active role, they need to understand the value that initiative is bringing to the organization. Here are three ways to measure success: #1. Measure based on financial results. . . Has the project improved profitability and/or generated incremental cash flow? Organizations measure improved financial results in various ways. Some prefer a total-cost-of-goods-sold approach; others prefer a cost-per-unit measure. Depending on the project, a more specific measure—defect cost, productivity, OEE or some measure of inventory dollars— might be required. To measure the financial impact, start by establishing a baseline, including standardizing the data requirements and calculation method for measuring performance. Include the finance department as a partner in the process. This establishes credibility in the reporting and ensures that the calculation method will be consistent with accepted accounting principles. Develop a standardized benefits tracking report, establish the interval for reporting and ensure all stakeholders remain informed. #2. Measure based on an assessment tool. . . Assessments can be extremely detailed and documented with their logic or more open-ended and qualitative in nature. Most assessments result in a score that can be presented in a radar chart or other matrix or continuum. The more useful assessments will score the operation using benchmark or bestpractice-derived data. In most cases, when organizations implement improvements suggested by assessment results, their processes, business practices and results will improve. Subsequent assessment scores will also improve,
providing a measure of success as the company moves along a path of continuous improvement and ever closer to benchmark or best-in-class performance. #3. Measure based on the view of stakeholders. . . Organizations don’t operate in a vacuum. They interact with any number of parties or entities whose perceptions are critical to their long-term business success. These “stakeholders” can include shareholders, owners, customers, employees, partners and suppliers, even the surrounding community—all of which have an interest in the financial performance of the business. Tools to measure the levels of satisfaction and acceptance among stakeholders typically would include surveys, focus groups, benchmarking and assessments. Key stakeholders, however, will often note successful large-scale improvement initiatives without such tools. For example, executive leaders for multi-site operations regularly tour their companies’ various locations and can easily recognize both performance improvements and visual changes related to successful lean initiatives. From a society perspective (outside the organization), a motivated and engaged workforce can easily create a positive view of the company’s success within a community. It is incredibly powerful and rewarding when executive leaders, customers and suppliers that frequent your plant or business comment upon the noticeable changes and improvements. This form of recognition is exceptionally motivating, and it plays an important role in providing a secure future for the business to grow and prosper. Although you can clearly gauge success with any one of these measuring techniques on their own, using all three of them together will provide your organization a better, more balanced view of its successful continuous improvement implementation initiatives. MT As Senior Vice President of Life Cycle Engineering’s Reliability Consulting Group, Mark Ruby works with public and private enterprises to improve performance by implementing Reliability Excellence® and Lean Best Practices. For more info, enter 10 at www.MT-freeinfo.com
The opinions expressed in this Viewpoint section are those of the author, and don’t necessarily reflect those of the staff and management of Maintenance Technology magazine.
48 | MAINTENANCE TECHNOLOGY
JANUARY 2013
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