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International Maintenance Excellence Conference October 5 to 7

The Experts are in Toronto this Fall The 2011 International Maintenance Excellence Conference IMEC October 5 to 7 in Toronto, Canada Expand your knowledge in unexpected ways by joining maintenance and asset-management professionals from around the world at the seventh-annual International Maintenance Excellence Conference. IMEC’s two days of keynote presentations and one day of in-depth workshops are presented with academic and industrial perspectives that deliver well-rounded interpretations of modern issues. Hosted by Dr. Andrew Jardine of the University of Toronto’s Centre for Maintenance Optimization & Reliability Engineering and co-produced with Maintenance Technology magazine, IMEC 2011 takes place at the University’s convenient, full-service conference venue located in the heart of beautiful downtown Toronto. Don’t miss this unique, multi-dimensional learning opportunity for maintenance professionals everywhere! Learn more about IMEC at www.imec.ca or contact Bill Kiesel at bill@imec.ca / 847-382-8100, ext. 116

IMEC is organized by:

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Contents APRIL 2011 • VOL 24, NO 4 • www.MT-ONLINE.com

M A I N T E N A N C E

TECHNOLOGY

YEARS

Your Source For CAPACITY ASSURANCE SOLUTIONS

FEATURES CAPACITY ASSURANCE STRATEGIES 14

All Maintenance Must Be Intelligence-Based A number of tragic workplace events have made the news over the past three decades. Each makes a strong argument for thought being given to more than just lean. ©KTSDESIGN— FOTOLIA.COM

James P. Netzel, Consultant

ON THE ROAD TO SUSTAINABILITY 20

Nissan Smyrna: Guided By Energy Stars Sustainability, like product quality, is built into the culture at this automaker’s ENERGY STAR Partner plant in Tennessee. Rick Carter, Executive Editor

CAPACITY ASSURANCE SOLUTIONS 25

DEPARTMENTS 6

My Take

As this “go-to” guy for maintenance-related questions at his plant explains, there’s more to advanced instrumentation capabilities than improved control.

Compressed Air Challenge

Jody Minor, Equistar Chemicals LP, A LyondellBasell Company

Uptime

INFORMATION MANAGEMENT

For On The Floor

7 Essential Steps To Ensure A Successful CMMS/EAM Implementation

Process Improvements

Technology Showcase

Marketplace

Information Highway

Classiﬁed

Supplier Index

Viewpoint

Getting The Most Out Of Smart Field Devices

Despite sizable investments in these types of systems, many organizations still aren’t realizing their full potential. Tracy T. Strawn, Marshall Institute

THE RELIABILITY FILES 36

■ 7+ Years And Counting: A Case Study Of Sealing Success As this manufacturer learned, the right sealing solution can be key to preventing unwanted waste and expenses.

■ Solve The #1 Motor-Failure Problem With Accurate

Temperature Detection

Maximizing motor life can depend on the precision of your temperature models. Keep them as accurate as you can.

APRIL 2011

MT-ONLINE.COM | 3

M A I N T E N A N C E

TECHNOLOGY

YEARS

Your Source For CAPACITY ASSURANCE SOLUTIONS

April 2011 • Volume 24, No. 4 ARTHUR L. RICE President/CEO arice@atpnetwork.com

BILL KIESEL Executive Vice President/Publisher bkiesel@atpnetwork.com

JANE ALEXANDER

Editor-In-Chief jalexander@atpnetwork.com

RICK CARTER

Executive Editor rcarter@atpnetwork.com

Innovation is a Part of Our DNA.

ROBERT “BOB” WILLIAMSON KENNETH E. BANNISTER RAYMOND L. ATKINS Contributing Editors

RANDY BUTTSTADT

Director of Creative Services rbuttstadt@atpnetwork.com

GREG PIETRAS

Editorial/Production Assistant gpietras@atpnetwork.com

ELLEN SANDKAM

New breathers, customizable filtration systems, equipment that makes oil sampling a snap — we continue to develop innovative solutions that enhance your reliability program.

Direct Mail 800-223-3423, ext. 110 esandkam@atplists.com

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Reprint Manager 800-382-0808, ext. 131 ekane@fostereprints.com

Editorial Office: 1300 South Grove Ave., Suite 105 Barrington, IL 60010 847-382-8100 / FAX 847-304-8603 WWW.MT-ONLINE.COM

Let us help your industrial equipment perform as it was “born” to.

Subscriptions: FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE, 630-739-0900 EXT. 204 / FAX 630-739-7967

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www.MT-online.com Your Source For

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MAINTENANCE TECHNOLOGY

exclusive online-only content • late-breaking industry news • 12 years of article archives • comprehensive events calendar enhanced training pages • business directory

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 2011 by Applied Technology Publications, Inc. Annual subscription rates for nonqualified people: North America, $140; all others, $280 (air). No subscription agency is authorized by us to solicit or take orders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: cpcreturns@ wdsmail.com. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By sending us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc. permission, by an irrevocable license, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned. “Maintenance Technology®” is a registered trademark of Applied Technology Publications, Inc. Printed in U.S.A.

APRIL 2011

REPRINTS: Design your marketing Take Advantage of Your Editorial Exposure Reprints create a powerful marketing tool of instant credibility and endorsement. Use this resource to amplify exposure of a product, company, or service that has been featured in this publication. Customize your reprints to create a sharp message for your media kits, conference materials, direct mail pieces, and more. Profit today from this costeffective method of personalizing your marketing content.

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MY TAKE

Jane Alexander, Editor-In-Chief

FIRST Things FIRST

had the pleasure of joining thousands at IBM Pulse 2011 in Las Vegas several weeks ago. The purpose of my trip was primarily to learn how IBM and its partners are helping you—our readers—do more in the way of asset management. There was plenty to see and hear on the subject in various sessions and lots of activity surrounding it on the exhibit hall floor. What I had not anticipated at Pulse was learning about another area of asset management that we all should be interested in: management of the eager minds and hands of the precious assets we know as our children. That opportunity came via a remarkable keynote presentation by Dean Kamen, the wellknown inventor, entrepreneur and advocate for science and technology. The founder of DEKA Research & Development Corporation, which develops internally generated inventions and also provides R&D for major corporate clients, Kamen holds 440 U.S. and foreign patents, many of them for medical devices that have expanded the frontiers of healthcare around the world. Still, he let Pulse attendees know in no uncertain terms that one of his proudest achievements has been the founding of FIRST® (For Inspiration and Recognition of Science and Technology). Based in Manchester, NH, FIRST designs accessible, innovative programs to build self-confidence, knowledge and life skills while motivating young people to pursue opportunities in science, technology and engineering. As I understand it, there’s a whole lot of hands-on problem-solving going on. With support from three out of every five Fortune 500 companies and more than $14 million in college scholarships, this not-for-profit organization hosts the FIRST® Robotics Competition and FIRST® Tech Challenge for high-school students; the FIRST® LEGO® League for 9- to 14-year-olds (9 to 16-year-olds outside the U.S. and Canada); and the Junior FIRST® LEGO® League for 6- to 9-year-olds. More than 250,000 youngsters now participate in this international program. As Kamen has said, “You have teenagers thinking they’re going to make millions as NBA stars when that’s not realistic for even 1 percent of them. Becoming a scientist or engineer is.” Amen to that and to Kamen’s passion for finding a way to spark our children’s interest in innovation early on. Kudos to IBM, as well, for supplying a great soapbox. Kamen noted that he didn’t charge the company for his talk—and had only asked for the chance to promote FIRST and challenge those of us in the audience to become involved in it. Perhaps you and your organization already are. If not, then you might want to look into how you can rectify the situation. To learn more about FIRST, go to: www.usfirst.org. To learn more about Dean Kamen, go to: www.dekaresearch.com/founder.shtml. To learn more from IBM Pulse 2011, go to: http://pulse.vportal.net/registration/pulselogin.cfm

PS: Let me draw your attention to page 7, where you’ll find a new column we’re introducing: “Overcoming Your Challenges” from the Compressed Air Challenge (CAC) initiative. You know that compressed air can basically eat your lunch—and the profitability of your operations. Starting this month and running every other month thereafter, contributors from CAC member companies/organizations will be providing valuable advice on how to better manage your compressed air systems. Watch for it. jalexander@atpnetwork.com 6|

maintenance technology

APRIL 2011

Overcoming Your Challenges

Training And Resources Designed With You In Mind By Ron Marshall, for the Compressed Air Challenge

ompressed air is one of the most important utility requirements of the typical industrial operation—and is commonly the most misunderstood system. Optimization of compressed air systems is one of the keys to greater productivity, efficiency and profitability. The Compressed Air Challenge® (CAC) has developed a rich portfolio of useful compressed air-related information, resources, tools and training options, all available with a few clicks of your mouse. What Is The Compressed Air Challenge The CAC is a voluntary collaboration of industrial users, manufacturers and distributors (and their associations), consultants, state research and development agencies, energy-efficiency organizations and utilities working together to supply resources that educate industry about optimizing compressed air systems and thereby increasing net profits. Since 1999, the organization has trained more than 12,000 compressed air users. This organization has one purpose in mind: to help you improve the performance and, thus, enjoy the benefits of your compressed air system(s). In the United States, these systems account for $5 billion per year in energy costs. Optimizing them can provide typical energyefficiency improvements averaging between 20% and 50%—and as high as 80% in some cases. Training Solves Problems & Saves Energy To help users understand their system problems and what to do about them, the CAC has developed two levels of training for plant engineers: “Fundamentals of Compressed Air Systems” and “Advanced Management of Compressed Air Systems.” In 2010, the organization launched Fundamentals of Compressed Air Systems WE (Web-edition). To date, CAC has held five highly rated WE sessions with three more scheduled for 2011. The CAC Training Calendar provides links to online registration for all WE sessions, as well as other in-person sessions in various parts of the country.

Learn Best Practices Through These Key Information Resources In 2009, the CAC released Best Practices for Compressed Air Systems Second Edition, an update of a highly successful 2003 manual for industry. This “best practices” resource was developed to provide readers with the tools necessary to reduce the operating costs associated with the use of compressed air and improve the reliability of the entire system. The comprehensive document addresses the improvement opportunities in all aspects of such a system, from end-use applications to the air entering the compressor inlet filter. It also contains invaluable “how to” information for implementing recommendations that will achieve peak performance and reliability of the system at the lowest operating cost. A free benefit for those attending our Fundamentals seminars, it’s available for purchase at the CAC Bookstore (http://www.compressedairchallenge.org/ bookstore/index.html). Additionally, the CAC’s online library (http://www.compressedairchallenge.org/ library/index.html) is home to a wealth of free, downloadable resources, including fact sheets, tip sheets, case studies and articles on a variety of compressed air topics. Don’t hesitate to access them—and use them—in dealing with your compressed air challenges. MT The Compressed Air Challenge® is a partner of the U.S. Department of Energy’s Industrial Technology programs. To learn more about its many offerings, log on to www.compressedairchallenge.org, or email: info@compressedairchallenge.org.

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UPTIME

Bob Williamson, Contributing Editor

Growing Your Own: Part IV

“Multi-skill maintenance” defined: Blending skills and knowledge across traditional maintenance craft- or trade-job definitions and boundaries to address modern equipment technologies and work efficiency and effectiveness. Most plants and facilities in America have operated with a “multi-skill” maintenance workforce for generations. As I’ve said before, it’s nothing new. Growing your own multi-skill maintenance technicians may make sense if you’re not there yet—especially when you consider skills shortages and the integrated equipment technologies in your plants and facilities. I started exploring multi-skill maintenance in American industry in the mid-1980s. It was around this time, as plants and facilities were modernizing with radically different state-of-the-art technologies, that we first began experiencing shortages of qualified maintenance technicians. Our solution was to develop models for defining required skills and knowledge, then training and qualifying the new “multi-skill” maintenance technician. Pay-for-skills compensation systems were used to recognize changing job-performance requirements. And it worked!

Training and qualification is a must when developing multi-skill maintenance job roles. One of the biggest complaints in the history of multi-skill discussions (and arguments) is worker safety. “If they work outside their traditional job role they can hurt themselves and others!” Effective multi-skill maintenance jobs require formal training and qualification processes as defined in “Growing Your Own: Parts II and III” (Uptime, pgs. 8-10, MT, February and March 2011). To omit training is dangerous, counterproductive and downright insane.

Skills blending is the operable term In these early multi-skill jobs (and the move to multi-skill maintenance-job roles), mechanics were taught specific electrical and instrumentation skills, and electricians were taught specific mechanical skills, along with instrumentation and control skills. This “blending” of skills and knowledge addressed particular equipment and process maintenance requirements, where merely adding more mechanics and electricians would not adequately address the requirements. The use of robots in manufacturing plants drove one of the BIG multi-skill maintenance training and qualification priorities in the 1980s. Robots of that era (similar to those of today) required a blending of maintenance skills and knowledge to troubleshoot, maintain and repair (i.e., skills and knowledge in the areas of mechanical, electrical, electronics, microprocessors, programmed logic controllers and hydraulics). Without these “blended” skill sets, there would sometimes be four different maintenance tradesmen working on one robot trying to troubleshoot and make repairs. This traditional approach did NOT work.

How to start multi-skill Begin by evaluating the need for “multi-skill maintenance” with these questions:

MAINTENANCE TECHNOLOGY

Attention: multi-skill is NOT multi-craft “Multi-skill” is blending skills and knowledge to fit the requirements of the equipment: This allows the maintenance technician to do more “whole jobs” rather than handing off part of a job to others and returning to complete the job. “Multi-craft,” on the other hand, is often a combination of two or more maintenance job classifications and responsibilities. While this may look easy on paper, it can be extremely difficult to execute with very little benefit to the organization.

n Where do we have new equipment maintenance and

reliability challenges? n What technologies are in the capital spending plans

and new equipment projects forecasts? n What does the equipment require us to know and

do (knowledge and skills)? n Do we have sufficient numbers of maintenance

people with proper skills and knowledge? n Does it take more than one maintenance person to

diagnose a problem? n Do equipment engineers routinely diagnose equip-

ment problems? APRIL 2011

UPTIME

Changing to multi-skill job roles does not need to be wholesale, across the board for all maintenance roles in the plant. The focus should be on improved results. n Do we have sufficient maintenance skills and knowl-

edge on all operating shifts? n Will we begin experiencing a shortage of skills due to

retirements or quits? Look at your traditional maintenance job roles and responsibilities and job descriptions. Do they encourage or prevent the blending of skills and knowledge? Oddly enough, there is little consistency in maintenance job roles and job descriptions across America. I continue to discover that maintenance is the least defined of all industrial activities. Err on the side of flexibility. Technology has changed maintenance job roles Troubleshooting, problem solving, maintenance and repairs have become needlessly complex because of the perpetuation of traditional maintenance job roles. Mechanical maintenance job roles have changed significantly because of the “automation” of many types of equipment and electro-mechanical processes. Traditional mechanical maintenance work has been undermined because of the addition of control loops, sensors, interlocks, microprocessors and programmed logic devices. Seemingly simple mechanical problems are masked by layers of electronics and the use of electro-mechanical devices. Likewise, seemingly simple electrical/electronic problems are compounded by the interaction with mechanical devices. Keep this important fact in mind: Business and industry will struggle when maintenance job roles are not updated, improved or altered to match the changing requirements of equipment technology. Auto mechanics are multi-skill I was a certified auto mechanic and instructor in 1970. Auto mechanics these days bear little resemblance to my peers of back then. Engines, transmissions, suspensions and interior controls are now largely controlled by microprocessors and on-board mini-computers. A great engine mechanic of the 1970s and 1980s would be hard-pressed to diagnose and solve problems in today’s vehicles. Auto mechanics’ jobs have evolved to address the changing requirements of the equipment they work on. This evolution has called for significant amounts and higher levels of training and qualification. That’s why many of the general auto repair APRIL 2011

shops of the 1970s and 1980 have disappeared—and why auto dealership service departments have grown. The little guys just couldn’t keep up with the technological changes. Multi-skill maintenance is not for everyone Changing to multi-skill job roles does not need to be wholesale, across the board for all maintenance roles in the plant. The focus should be on improved maintenance and reliability results through the targeted use of multi-skill job development. Some level of traditional maintenance craft and trade skills will always be needed. Some people may not have the interest or the aptitude to master the new multi-skill job requirements. They can continue to perform work in their “primary craft.” Other maintenance personnel may have unique, highly “specialized skills” that are not necessarily opportunities for multi-skilling. Here are several examples of typical multi-skill maintenance training and qualification opportunities for mechanical maintenance personnel. In many traditionally structured plants, these job duties have been perceived as “electrical” and, thus, have not been performed by maintenance mechanics: n Removing, replacing and terminating electric motors n Phase-checking and rotation-checking newly installed

small electric motors n Removing and replacing electric-operated brakes and

clutches n Removing and replacing solenoids and actuators n Removing and replacing switches, panel lights and buttons n Re-setting tripped circuit breakers (over current devices) n Unplugging power cords (220v and 480v) n Performing preventive maintenance on motors n Lubricating electric motors n Replacing motor brushes and cleaning up commutators mt-online.com | 9

UPTIME

n Adjusting speed controls

n Troubleshooting control loops,

sensors and devices

n Removing and replacing limit

switches and sensors

n Reading schematics and wiring

diagrams

n Troubleshooting electro-mechan-

n Installing conduit and pulling wires

ical controls and devices n Reading ladder logic diagrams

n Installing, removing and replac-

ing lighting By the same token, though, multiskill electricians can be cross-trained and qualified in a variety of basic mechanical and instrumentation/ electronics skills and knowledge of job-performance requirements. Regardless, when developing multi-skill maintenance job roles, formal training and qualification processes are a must. Modified compensation systems such as â&#x20AC;&#x153;pay-for-skillsâ&#x20AC;? to support multiskill maintenance are also a must. Without changes in training and compensation systems, the multiskill model will not work. This is the right time to do it The skills shortages we are currently experiencing have been and will continue to be exacerbated by hanging on to old, outdated, traditional maintenance job descriptions and expectations in the context of modern plants and facilities. Labor leaders, human resource managers, maintenance managers, maintenance employees and local community colleges and tech schools, among others, must collaborate on the changing maintenance requirements in our businesses. Maintenance and reliability leaders who are facing the conflict of traditional job roles and modern equipment and facility technologies must take the lead to grow their own. The performance, reliability and competitiveness of our businesses and industries is in the balance. The time for action is now. MT

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MAINTENANCE TECHNOLOGY

RobertMW2@cs.com APRIL 2011

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FOR ON THE FLOOR An outlet for the views of today’s capacity assurance professionals Rick Carter, Executive Editor

Certification: Who Needs It? For most Maintenance Technology Reader Panelists, the answer to the above question is simple: anyone who is serious about his/her job in this field. Reality, of course, is not as straightforward. For example, while some Panelists put great stock in their in-house programs to validate workers, others say a lack of management support for certification keeps its benefits out of reach for many. The result is an interesting patchwork of perspectives on the topic, which our group of maintenance professionals shares with us this month. It should be noted that some industries— nuclear, pharmaceutical and others—require certification for many job functions. Federal law (typically) has determined that certification is a reliable way to ensure that qualified employees are at the helm when critical tasks are underway. “We must be trained and certified to the guidelines of the Institute of Nuclear Power Operations (INPO) to work on equipment,” says a mechanical journeyman at a nuclear plant in a mid-Atlantic state. Fully certified since 1997, he extols his employer’s ongoing training program that includes formal classroom sessions, vendor site visits, on-the-job activities and proficiency tests. “And after initial certification,” he says, “we do refresher training annually, if not more often, to keep up on industry practices and techniques.” Many of the plant’s more complicated tasks require recertification every five years, he adds, asserting that “without certification, you are but a pair of hands.” Important, but with spotty support In many other parts of the manufacturing world, certification is just as revered by workers—but not always by management. “I believe it’s very important to work toward professional certification as it gives the team added knowledge along with a sense of accomplishment and pride,” says a maintenance and facilities team coordinator in New England. Noting that “predictive certifi-

12 |

MAINTENANCE TECHNOLOGY

cates are currently the most useful and relevant in the day-to-day maintenance here,” he boasts that his 11-member maintenance crew has six licensed electricians, two with Level 1 infrared certifications, one with Level 2 and one with Level 1 vibration-analysis certification. “This is up from several years ago,” he says, “when we had only four electrical licenses and no other certificates.” Regarding his employer’s policy on certification, however, this Panelist’s situation matches that of others. “Our company will assist with [certification] training on a case-by-case basis,” he observes, “but encouragement is not a part of it.” In a similar vein, a maintenance manager in the Midwest put it this way: “I feel certification is very important, but management does not agree.” A CPMM (Certified Plant Maintenance Manager), this respondent plans to become a CLP (Certified Lean Professional) and hopes management’s stance toward certification will change. In nearly the same situation, another maintenance manager from the Midwest says his company does not view certification as important, “but I am trying to change the culture by getting employees proper training through a local community college and other venues.” He holds a Maintenance Management Certificate from a Midwestern university and hopes to soon become a CMRP (Certified Maintenance Reliability Professional) as well. A third Panelist in the Midwest also plans to obtain CMRP certification, and believes his company might reimburse him if a passing grade is achieved. “Certification is very important,” this production support manager for maintenance and reliability explains. “It gives the department a good base and common mindset to start making the right decisions. But I still need to convince the powers that be,” he tells us. “We currently do not have any certified professionals at our company in any maintenance disciplines, and never have. My employer does not encourage it.”

APRIL 2011

FOR ON THE FLOOR

Some Panelists say a lack of management support for certification is keeping its benefits out of reach for many.

Not important, not pursued On the flip side, there are Panelists who view certification beyond what their current employers provide as unnecessary. “Certification is of little importance,” writes a reliability/maintenance engineer at a heavy manufacturer in the South that provides extensive company-specific training. “We believe we have a much more efficient organization in multi-craft technicians as opposed to certified welders, electricians, etc.” A mechanical maintenance supervisor in the upper Midwest is on the same page: “We do our own training and refresher training that is equal to or better than maintenance-related certification programs,” he notes. According to him, he’s the only certified professional (CMRP) on a maintenance staff of 45. Or important, but flawed At least one Panelist would express deep disappointment with those who don’t value certification—though he admits it’s become an imperfect tool to gauge worker ability. “Certification is a topic dear to my heart,” says this Canadian practitioner-turned-consultant. The co-developer of an industrial training program for Canada’s Ministry of Colleges and Universities, he not only believes certification is important, but that it should be more rigorous. Most industry-wide certification programs, he says, “are bereft of any hands-on proof of competency,” adding that “industrial exposure may only represent 10% of actual trade content [for some certified workers].” He also faults the test-taking process: “Who would know if you needed to take the test many times and required several exam refresher courses so that you could just squeak in?” he asks. “This has become a trade nightmare, with most recent certified workers having only some of the trade skills needed and lacking most of the fundamental support abilities like accurate measuring, correct blueprint interpreting, knowledge and use of bench tools, fabrication and machining skills.”

APRIL 2011

“Solid hands-on skills must support the trades,” he continues. “To that end, a major revision of how you pre-test a mechanic by having them demonstrate what they can actually do with their tools on production machinery is what I believe is needed. Even well-trained college technicians and technologists lack exposure to industrial machines and conditions because colleges cannot duplicate the industrial environment,” he says, “and co-op experience is just a fraction of the experience that an apprentice would typically get.” This Panelist’s solution: “Industry needs to form the same types of guilds that started apprentices originally, and use immigrant workers as a base. They are motivated and are fully capable of learning apprenticeship skills and knowledge like anyone else. Attracting sufficient high-school grads is becoming an exercise in diminishing returns,” he laments. “We are losing too much ground to white-collar options.” MT

About the MT Reader Panel The Maintenance Technology Reader Panel is comprised of working maintenance practitioners who have volunteered to answer bimonthly questions prepared by our editorial staff. Panelist identities are purposely not revealed, and their responses are not necessarily projectable. The Panel welcomes new members: Have your comments and observations included in this column by joining the Reader Panel at www.mt-online. com. Click on “Reader Panel” under the “MT Resources” header, and follow the instructions. If accepted, you will automatically be entered into a drawing for a cash prize after one year of active participation.

MT-ONLINE.COM | 13

CAPACITY ASSURANCE STRATEGIES Don’t let cost cutting compromise safety…

All Maintenance Must Be Intelligence-Based It’s been relentless. For months, the 24-hour news cycle has been shining an intense spotlight on several high-profile workplace disasters around the world. Regardless of what their causes are eventually determined to have been (and the possible design flaws and/or geophysical and environmental factors that may have helped set them in motion or expand their impact), accounts of these events magnify the challenges faced by maintenance teams everywhere. This article details a number of other incidents that made the news over the past three decades. Now is a good time to reflect on these tragedies, as each makes a strong argument for thought being given to more than just lean in workplace decisions.

James P. Netzel Consultant

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MAINTENANCE TECHNOLOGY

APRIL 2011

CAPACITY ASSURANCE STRATEGIES

aintenance plays a key role in protection and safety, not just of a plant and its personnel, but also of communities and inhabitants in areas surrounding the facility. Thus, in a profit-driven environment, cost cutting can never be allowed to compromise existing safety standards. If safety standards aren’t rigorously adhered to—and proper maintenance procedures aren’t followed—disasters CAN happen. Consider the following:

Case #1: Chemical processing On January 2, 2011, cable television’s History Channel aired an hour-long documentary on industrial disasters, including what has been considered to be the worst such event ever: On December 3, 1984, in Bhopal, India, a Union Carbide pesticide plant exploded, resulting in the release of toxic gas that quickly killed 3800 people. In the weeks that followed, the death toll grew to more than 15,000. According to the Indian government, the number affected increased to over 500,000. This accident occurred when water was added to a large volume of methyl isocyanate, which, in turn, generated a massive poisonous gas cloud over the city of Bhopal. An independent investigation of the catastrophe concluded that the cause of the accident stemmed from poor plant management, operations and maintenance. (There also has been some conjecture that deliberate sabotage—introducing the water into the methyl isocyanate—may have been involved.) Although Union Carbide has paid at least $470 million dollars to victims of the Bhopal disaster, 25 years after the event, the matter may still not be completely settled. Case #2: Transportation Turning to a sad chapter from the transportation sector, on May 25, 1979, American Airlines ﬂight #191 scheduled from Chicago O’Hare to Los Angeles crashed on takeoff. At the time, this was the worst aircraft disaster in U.S. history. All 271 passengers and crew on board the DC-10, along with two people on the ground, were killed. Their fate was sealed when an engine separated from the plane during takeoff. The official investigation revealed that proper aircraft maintenance procedures had NOT been followed. In servicing and reinstalling the engine in question on the doomed plane, damage to a structural part occurred. (Note: The aircraft manufacturer had not approved the method of maintenance that was used.) Subsequently, the entire DC-10 ﬂeet was grounded for inspection—which found six other planes with structural damage, including four at American and two at another carrier that had adopted the same non-OEM-approved maintenance procedure. This procedure had been implemented without APRIL 2011

a thorough evaluation to ensure that it would not cause structural damage to a plane. Case #3: Food processing In the food-processing industry, on April 9, 1985, the U.S. experienced what was, at the time, its worst outbreak of Salmonella poisoning. Nine people died and over 16,000 were sickened across six Midwestern states. The outbreak was traced to Hillfarm Dairy, a unit of Jewel Food Stores. On the surface, it appeared that a piping problem may have allowed a small quantity of raw milk to mix with pasteurized milk. After an extensive probe by authorities, a study concluded the salmonella poisoning resulted from a “unique micro-biological engineering phenomenon.” The dairy has since closed. All legal claims were settled out of court by Jewel Foods. Case #4 (A and B): Reﬁning A. The 2005 Texas City refinery accident… On March 23, 2005, the U. S. suffered one of its worst refinery accidents. It happened at what was then the third-largest refinery in the country—the Texas City, TX, site owned and operated by BP—when an explosion and fire on the isomerization plant occurred. (A distillation tower became ﬂooded with hydrocarbon and over-pressurized, releasing explosive material.) Fifteen people died and over 170 were injured as a result. This disaster led to fines in excess of $50,000,000. The compensation that’s been paid out as a result of the accident has reached one billion dollars. The final BP report noted several underlying causes for the event: n Breakdown in communication n Management and employee mistakes that contributed to or caused the explosion n Errors made by personnel responsible for the startup of the unit n Failure to follow startup procedures MT-ONLINE.COM | 15

CAPACITY ASSURANCE STRATEGIES

Each of the tragedies discussed here makes a strong, historical case for the need to give thought to more than just lean when it comes to workplace decisions.

An independent investigation by a panel chaired by James A. Baker identified key areas that must be focused on to improve plant safety. A formal document prepared by the panel is to be used by all refinery operators. All U.S. refineries now require state inspections as a result of the 2005 explosion in Texas. B. The 2010 Tesoro Anacortes refinery accident… On April 2, 2010, a deadly blast occurred in the Naphtha unit of Anacortes in the state of Washington (a refinery owned by Tesoro). This accident occurred when routine maintenance had just been completed, and the unit was in the process of being restarted. Seven maintenance workers died. The investigation of this incident noted the following facts: The maintenance crew failed to check for cracks in equipment that was 40 years old. Workplace rules concerning the protection of workers and the postponement of maintenance of older equipment were not followed. Case #5: Nuclear power The U.S. nuclear-power industry experienced its own major accident on March 28, 1979, when Pennsylvania’s Three Mile Island Nuclear Plant suffered a partial core meltdown. While no loss of life or injury occurred at this plant or in the community, a five-mile radius around the facility was evacuated. As a result of this incident, the reactor in Unit 2 was so badly damaged and contaminated that it could no longer be used. This unit was gradually de-activated and mothballed. It took two years for radiation levels to drop before crews could enter that area of the plant. Cleanup started in August 1979, and officially ended December 1993. Cost for this cleanup was enormous. Compensation to the public— including to residents for loss of business revenue, evacuation expenses and health claims—totaled $82,000,000. Metropolitan Edison, owner and operator of the Three Mile Island plant, faced criminal charges. In a plea-bargain agreement, the company pleaded guilty to one count of falsifying test data and no contest to six other charges. Later, four other charges were dropped. The company agreed to pay a fine of $45,000 and set up an account of $1,000,000 to help in emergency planning in the area around the facility. This accident involved the mechanical failure of the reactor coolant pump, a critical valve to the reactor area and human error in operations. The event led to major changes in regulations and oversight in the nuclear power industry. In the ﬁnal analysis Accidents and catastrophic events can and do occur in any industry sector—although many of them never make the news, they can be devastating. They can endanger both plant personnel and innocent “bystanders” (including entire communities) and lead to significant economic losses and environmental damage. Each of the incidents referenced in this article highlights the importance of good maintenance (and the following of correct maintenance procedures). Intelligence-based maintenance can

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CAPACITY ASSURANCE STRATEGIES

eliminate or substantially reduce the risk of an accident. This requires the plant staff to know: n The manufacturing process n The safety requirement of the process n The proper repair of equipment and components n How to identify and correct problem areas Management, operations and maintenance must have open lines of communication to promote a culture of safety. Furthermore, educational/training programs need to be implemented for all plant personnel including all on-site contract working staff. MT References 1. Browning, J.B., Union Carbide: Disaster at Bhopal, Union Carbide Corporation Report, 1993. 2. “7 Guilty In Bhopal Tragedy That Killed 15,000,” www.MSNBC.com, June 7, 2010.

3. NTSB Aircraft Accident Report, American Airlines, Inc., DC-10-10, N110AA, Chicago-O’Hare International Airport, May 25, 1970, NTSB-AAR-79-17, December 12,1979. 4. Lecos, C., “Of Microbes and Milk: Probing America’s Worst Salmonella Outbreak,” FDA Consumer, Vol. 20, February 1986. 5. Baker, J. A., The Report of BP U.S. Refineries Independent Panel, January 2007. 6. Chappeli, R., “BP Issues Final Report on Fatal Explosion, Announces $1 Billion Investment in Texas City,” BP Press Release. Houston, TX , December, 9, 2005. 7. Knutson, R., Blast at BP Texas Refinery in 2005 Foreshadowed Gulf Disaster, Propublic, July 2, 2010. 8. Malik, N.S., and Daker, “Tesoro Refinery Blast in Washington State Kills Five,” Wall Street Journal, April 3, 2010. 9. Gilmore, S., “State Issues Record Fine in Anacortes Refinery Blast,” Seattle Times, October, 4, 2010. 10. U.S. NRC, Backgrounder on Three Mile Island Accident, August 11, 2009. Continued on page 18

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T:2.125”

CAPACITY ASSURANCE STRATEGIES

Sustainability in motion. Sustainability can mean a lot of things. At ExxonMobil Lubricants and Specialties, we define it as balancing economic growth, social development, and environmental protection so that future generations are not compromised by actions taken today.

Intelligence-based maintenance can eliminate or substantially reduce

Our most visible contributions to sustainability are our advanced products. Like Mobil Industrial Lubricants. They help our customers save energy, increase efficiency, and reduce waste. They’re designed to help our customers be more competitive by increasing equipment reliability, reducing operating costs, and extending machine life.

the risk of an accident. A personal perspective…

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For more on how Mobil Industrial Lubricants put sustainability in motion, go to exxonmobil.com/lubes.

For many years, I helped teach a seal technology course for industry offered by Georgia Tech. In the section on identifying the causes of equipment/seal failures, the class would discuss problems and solutions. One scenario we explored involved mechanical distortion transmitted to a piece of rotating equipment. The example was an endsection pump in a nuclear power plant. As it was related to safety, this pump was always kept on hot standby. Suction piping to it expanded, distorting the pump casing by as much as 0.015 inches. This resulted in an out-of-square running condition for the seal. Seal failure occurred every three months. The solution involved an expansion joint in the suction piping to the pump. After presenting this problem to the class, a student noted that his plant had the same—exactly the same—situation. He shared his experience that the plant had tried three different suppliers yet still experienced multiple failures on the equipment in question. The real solution to his problem, however, and the ability to achieve satisfactory equipment life, required that the mechanical load from the expansion to the piping be eliminated. The lesson learned (and why it is important to safe operations, whether you work in a nuclear power plant or elsewhere) is simple: When continuous equipment failures occur, seek expert, third-party help. Don’t go it alone. …JPN

T:9.5”

All of which results in a host of benefits for our customers. And keeps our world moving ahead to a better future.

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MAINTENANCE TECHNOLOGY Job #: EXOD0044 Client: ExxonMobil

This mechanical by engineering James P. (Jim) Netzelprepared is an consultant based in Yorkville, IL. His almost This mechanical should not be modified in any way without prior written direction from MRM Worldwide. MRM Worldwide 50 years of experience in the design and application of mechanical seals includes 2.125" x 9.5" Client: Exxon Mobil Job Number: EXOD0044 20 yearsSafety: of service as chief engineer at John Crane, in Morton Grove, IL. During Trim: 2.125" x 9.5" Mech Due Date: 5/24/10 Job Name: Sustainability Ad his career, Netzel has authored (and presented) numerous technical papers through Bleed: None Project Manager: Jordon Giles 1-646-865-6462 the International Pump Symposium, STLE, ASME, BHRA, AISE, SAE and various Color: 4C Production Contact: Linda Herskovic 1-646-865-6371 trade publications. He also has written chapters on seals and sealing systems for Publications: June Maintenance Technology The Pump Handbook, The Centrifugal Pump Handbook and The Compressor Handbook. Email: jpnetzel@comcast.net.

LH: In Progress Save Date: 5-24-2010 12:24 PM

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This mechanical should not be modified in any way without prior written direction from MRM Worldwide.

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Client: ExxonMobil

Job Number: EXOD0016 R1

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Mech Due Date: 3/3/2011

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ON THE

Road TO Green acres for sure...

Nissan Smyrna: Guided By Energy Stars Sustainability, like product quality, is built into the culture at this automaker’s ENERGY STAR Partner plant in Tennessee.

Nissan’s sprawling 884-acre footprint in Smyrna, TN, encompasses one of the largest and greenest manufacturing plants in North America.

Rick Carter Executive Editor

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t 5.4 million square feet, Nissan’s assembly plant in Smyrna, TN, is one of North America’s largest. The 28-year-old facility—the first Japanese auto plant built in the U.S.—is also one of the greenest in any industry. Smyrna’s rich variety of ongoing, successful and growing sustainability efforts is a key to why Nissan North America was honored as a 2010 ENERGY STAR Partner of Year. The award, which also honors two other Nissan North America plants and its headquarters building in Franklin, TN, cites the company for scoring in the top 25% of energy-efficient facilities in the U.S. and for making sustainability an unshakable part of its mission and culture. In Smyrna, real sustainable savings are a daily reminder of what green teamwork can accomplish and a driver to do more.

Seedlings “In 2005, our vice president of manufacturing Bill Krueger [now senior vice president of Nissan Americas] really challenged us to start focusing on energy and the waste of energy,” says Mike Clemmer, the Smyrna paint plant manager and 22-year Nissan veteran. “We had ‘green weekends’ where he challenged us to get through with using as little energy as possible.” With sustainability long a focus in Japan, and energy costs rising around the world, Krueger took the initiative to broaden the concept in Smyrna. He formed the plant’s first energy team a year before Nissan formally introduced its company-wide Manufacturing Competitiveness Teams. And because the paint department was the plant’s top energy user, Krueger put Clemmer’s predecessor in charge of a newly formed energy team to find ways to reduce energy consumption. When the team quickly found fairly simple ways to cut usage by 11%, Krueger expanded team ranks. “We then had members from all across the plant: purchasing, legal, manufacturing, maintenance, even HR,” says Clemmer. From 2006 to 2008, the energy team found ways to reduce the plant’s overall energy use an additional 30% using a two-part approach. “One side was simply to look at how you operate the plant,” he says, “to be cognizant of turning things off and reducing waste.” Conveyors were turned off during breaks and other periods of non-use, for example, rather than kept running. Lights were turned off where they weren’t needed, notably in the section of the body shop where only robots were stationed. “The robots don’t care if it’s dark or light,” says Clemmer. The second part of the approach was to look at capital expenditures that could reduce energy use. Lighting emerged as a top contender. “We had metal halide and sodium vapor lighting throughout the plant,” says Clemmer, “and in 2007 there were federal tax incentives for going to higher-efficiency lighting. So, we relamped the entire facility APRIL 2011

Smyrna Assembly Plant Location: Employees: Facility size: Property: Production started: Models produced:

Capacity:

Smyrna, TN 3400 5.4 million square feet 884 acres June 16, 1983 Nissan Altima midsize sedan Nissan Altima Coupe Nissan Altima Hybrid midsize sedan Nissan Frontier King Cab pickup truck Nissan Frontier Crew Cab pickup truck Nissan Maxima sport sedan Nissan Xterra sport utility vehicle Nissan Pathfinder sport utility vehicle 550,000 vehicles annually

Source: Nissan North America, Inc., 2011

with high-efficiency fluorescent lighting using T5 and T8 fixtures. They provided a better quality light than what we had before, and we were able to reduce about a third of the fixtures.” This not only reduced the plant’s use of electricity for lighting by about half, the tax incentive provided a relatively short payback time of two years. Deeper roots While the Smyrna plant’s energy-saving initiative began in a low-key way with technicians “just looking for areas where they knew they could conserve,” it rapidly grew more MT-ONLINE.COM | 21

ON THE

Road TO

organized and focused, friendly the processes says Mark Little, are that produce it,” stamping maintenance he says. “Susan has manager and 19-year brought us a real focus company veteran. One and made it personal. of the plant’s key sustainThere are people at able efforts involved the every level who are compressed air used to very passionate about power his department’s the environment, and 30 stamping presses giving them tools and that form vehicle body knowledge about how panels. “The presses we can reduce our would run even in idle A relamping project at Smyrna resulted in better light from fewer fixtures and footprint here has times with compressed reduced the plant’s use of electricity for lighting by about half. really taken on a life air on them,” he says, of its own.” adding that because compressed-air systems are never leak-free, Green life at Smyrna this became an obvious area where waste could be trimmed. All “I’m a big advocate of green,” says Sherri Gentry, a senior they needed to do was find out where to shut off the air to the manager and 27-year Nissan veteran. “I don’t know that presses and create a shutdown procedure for operators. you’d call me a tree hugger, but I compost at home, I The search began with the maintenance team identifying recycle and do other things like that because they’re the air valves on or near each press. “And as we developed shutright thing to do.” down procedures, we realized we could incorporate producGentry seemed a logical choice to enact Brennan’s idea for tion requests and needs into our plan,” says Little. The a plant green team that would complement the energy team. bonus came when the team solicited input from production “I was thrilled she asked me because I’m so passionate about technicians “who found even more areas where we could cut it,” says Gentry, who then expanded the idea by forming air consumption.” Formal shutdown procedures were drawn not one, but four teams devoted to finding ways to make up that added other energy users, like hydraulics, into the the 3400-employee facility more sustainable. “We have an process to ensure maximum effect and a completely safe administration team, a manufacturing team, a grounds-andshutdown. “We used one line as a model to see what we could community team and a communication-and-engagement do,” says Little. “We charted results, then began to implement team with about 210 passionate members,” she says, most of those on other lines. Now the entire facility is shut down in whom are production technicians. “We get the biggest bang the proper fashion and is saving us compressed-air usage.” for our buck from these guys.” Compared with figures from one year ago, the stamping In their first six months of operation, the groups chalked plant now uses nearly 60% less compressed air. up an impressive $925,000 in savings from all sectors and in For Little, his department’s compressed-air success was the all amounts, says Gentry. Some are as small as $100 a year, start of the high level of employee involvement in sustainability others in six figures, such as the $136,000 the company will efforts that has become common at Smyrna. “We don’t have no longer spend annually to dispose and replace metal shipto ask and solicit ideas from people any more,” he says. “They ping brackets. Used to hold engines in place during transit come to us. Some weeks we get so many ideas, it’s like a puzzle from Nissan’s powertrain plant in Decherd, TN, the brackets trying to put them all together and see what we can do.” had for years been discarded after a single use, making Clemmer agrees, and also credits current vice president of them a standout example of wasteful operations. “We first manufacturing Susan Brennan, who took over Bill Krueger’s decided to recycle them,” says Gentry, “but then we took it position in 2009. “Sustainability is one of her passions,” he a step farther and just sent them back to Decherd on the says, noting that Brennan’s arrival was well-timed in advance truck that brings the engines.” The brackets are now reused of the company’s imminent production of the LEAF, Nissan’s repeatedly, as are other once-disposed shipping items like 100% electric car. “We know the customer who buys this plastic covers and cardboard boxes. “And when these wear vehicle is going to be very interested in how environmentally out,” says Gentry, “we recycle them.” 22 |

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It’s understood at Nissan that in addition to being right for the environment, the company’s sustainability culture keeps it competitive. Gentry’s long list of similar examples includes a favorite that was guided by green-team member Kim Brewer, paint plant technician and 25-year company veteran. It involves a team member’s idea for a new masking process on Nissan pickup trucks that is expected to save the company more than $70,000 annually. “We were using a one-inch foam strip with adhesive backing that was made specifically for Nissan,” says Brewer. Used to create a clean break line where paint and bedliner meet, the tape was $400 per case. At four cases per week, “it was quite costly,” says Brewer. “One of our techs came up with an idea to use a rubberized magnetic strip that could be cleaned and used over and over.” Through trial and error, Brewer’s team found the right type of magnetic strip that would adhere effectively and could be cleaned for multiple reuse. The cost for a year’s supply: $1000. “It comes on a big roll and we just cut it ourselves,” says Brewer. “Once it goes through the spray zone, we peel the bedliner material off it and take it to the other end of the line and use it again. It lasts a long time.” A big part of Gentry’s job is to track green-team savings —“what we do, when we do it, who does it, what the savings are and how they were calculated”—and report results to Brennan. But she admits there is still much to learn, especially about defining the effect of green-team actions in

non-monetary terms, such as trees saved or carbon footprint reduced. The many sustainable efforts she guides that do not translate to direct savings for the company also make this necessary. “We’ve had little programs like ‘Ban the Bottle’ for plastic water bottles,” she says, “and a grocery-bag initiative where we give employees bags to use at the grocery store to teach them what sustainability is all about.” Similarly, the plant distributed CFLs (compact fluorescent lightbulbs) to employees and invited vendors in the plant to promote energy-saving products like programmable thermostats and efficient heating/cooling systems and appliances. The Smyrna plant also recently placed employee-use recycling bins in the parking lot for cardboard, plastic bottles, aluminum and scrap metal. “These are things we send out to recycle for money anyway,” says Gentry, who adds that the extra income from this project could fund others, such as the team’s plan to compost Smyrna’s cafeteria waste. “We want to do it onsite with our own compost container and use a decommissioned robot from our body shop to stir it,” she says. “We’ve benchmarked several places that do this, and it should save us a tremendous amount. It will show that we’re not just a green company, but that we’re really green, and we’re not throwing away anything.”

ON THE

Road TO How to Become an ENERGY STAR Superstar According to the Department of Energy, there are five key reasons why Nissan North America, Inc., won the 2010 ENERGY STAR Partner of the Year Award. Based on activities that took place during the 2009 calendar year at the company’s three vehicle-assembly and powertrain plants in the U.S. and Mexico, and its headquarters facility in Franklin, TN, Nissan was recognized for: ■ Implementing strategies to achieve an absolute energy reduction of 30%. ■ Earning the ENERGY STAR for its auto assembly plants and headquarters building. ■ Educating employees, the public and customers on the value of energy efficiency and ENERGY STAR through Nissan public events, plant tours, workstation screensavers and energy fairs.

■ Impacting the company’s Energy Value Chain by helping suppliers manage energy. Nissan asks its suppliers to complete EPA’s ENERGY STAR Energy Program Assessment Matrix to gauge the maturity of suppliers’ energy programs and directs them to ENERGY STAR. ■ Actively supporting EPA’s ENERGY STAR Focus on Energy Efficiency in Motor Vehicle Manufacturing. ■ Sharing best energy-management practices with ENERGY STAR partners.

Source: U.S. Department of Energy, 2010 APRIL 2011

MT-ONLINE.COM | 23

Road Sustainability

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pto 22 has introduced the OptoEMU Sensor™, part of the company’s packaged, networkable OptoEMU™ system that lets small- to medium-sized commercial and industrial users gather and analyze energy consumption data. The sensor provides communications interfaces and data-integration capabilities to help with the development of effective energy-management strategies. It can measure electrical loads of individual power panels, subpanels and plant equipment; connect to existing monitoring devices, instrumentation and building automation systems; and accept pulses from utility meters and other sub-metering devices. Data can then be sent to online energy-monitoring software portals like Google PowerMeter™ and Pulse Energy’s Pulse™ for presentation and analysis, or to local databases for integration with business systems.

SPONSORED INFORMATION

Nissan believes in the many dedicated, visible efforts underway in Smyrna. Teams from Smyrna work regularly with those from Japan and other Nissan facilities around the world to continuously improve sustainability measures. It’s understood that, in addition to being right for the environment, the company’s sustainability culture “keeps us competitive,” says Gentry. “Everybody knows it’s a hard fight out there. And when we find cost savings, we give them to the customer.” Smyrna team leaders and members also understand how much depends on employees’ ongoing acceptance and practice of sustainability concepts in their lives, not just on the job. “We want all of our employees to take it personally,” says Clemmer. “We want them to learn. And if we can help employees understand how they can save money at home, we hope they’ll bring that same mindset back to work because we’ll all benefit from it in the end.” MT

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MAINTENANCE TECHNOLOGY

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CapaCity assuranCe solutions

Turning vision into reality...

Getting The Most Out Of Smart Field Devices As this “go-to” guy for maintenance-related questions at his plant explains, there’s more to advanced instrumentation capabilities than improved control. Much, much more. Jody Minor

Investigators needed a number of tools determine equistartoChemicals lp the a lyondellBasell Company actual causes of a mysterious electrical problem.

he accelerated growth of smart instrumentation in processindustry plants over the past 20 years has been stimulated by visions of greater measurement accuracy, useful diagnostics, reduced control variability and better equipment reliability. The promise of this technology is improved all-around performance and higher productivity. That promise was part of the vision at the LyondellBasell facility in Clinton, IA, where smart instruments have been in use in the ethylene and high- and low-density polyethylene production units since the early 1990s. Today, more than 1800 HART® and FOUNDATION™ fieldbus instruments, ranging from firstgeneration analog to the latest digital technologies, are integral components of our DeltaV™ digital automation systems. While the operations group has derived value through better control of the process with our smart devices, their full potential had not been realized in the Clinton plant prior to 2007. This is because the field-generated diagnostics were not being used to support the predictive maintenance strategies that are possible through DeltaV. Clearly, a more proactive environment was needed to turn the visions of greater reliability and better process performance into reality. Things began to change when an E/I (electrical/ instrumentation) specialist was assigned to establish new APRIL 2011

maintenance procedures and workflows: That would be me. Midway through 2007, I began managing the operation of the AMS Suite: Intelligent Device Manager predictive maintenance software—which had seen limited use here since its introduction to the plant in 2000. This organizational shift spurred the growth of a successful predictive maintenance program that has delivered a range of troubleshooting, calibration, documentation and operating benefits. As the predictive maintenance “champion,” I became responsible for updating the site’s smart instrument database and accessing information from the field devices as a means of diagnosing instrument-related issues. One major initiative included the development of alarm parameters to determine which alerts represent potential production problems requiring further investigation and which ones—such as temporary outages—result from routine work in the plant. MT-ONLINE.COM | 25

Capacity Assurance Solutions

Device diagnostics The Clinton site uses AMS Suite to interrogate field measurement instruments online to determine key operating issues. Figure 1, for example, shows how a pressure transmitter is checked: by clicking on the “Device Diagnostics” box and selecting “Status.” The “High Variation” that’s detected could be an indication of a plugged sensor line (depicted graphically on the Standard Deviation chart). We can track this device over a number of days to determine if the deviation remains within acceptable limits or how quickly it is changing. These diagnostics help us determine Fig. 1. A pressure transmitter is checked by clicking on the “Device Diagnostics” box and whether an immediate repair is selecting “Status.” The “High Variation” that’s detected could be an indication of a plugged needed or if it can be delayed sensor line (depicted graphically on the Standard Deviation chart). until a regularly scheduled shutdown period. Operators are always kept informed if readings Predictive benefits from certain instruments are questionable so they can take At the Clinton site, AMS Suite is used to provide preliminary necessary actions to maintain production. diagnoses right from the instrument shop—something that gives technicians a significant head-start on locating and fixing Valve diagnostics problems. This can save up to two hours of troubleshooting time per issue. For example, when a temperature transDigital valve controllers (DVCs) mounted on control mitter on a reactor roughly 100 feet off the ground stopped valves deliver detailed diagnostics not previously availtransmitting, our initial interrogation of the point showed able online, including travel deviation, supply presthat the sensor was open (an indication of faulty wiring or sure and drive signal. We can now access these points a bad thermocouple). The technician was then able to take without someone going into the field and using a the right parts and tools and make one visit to the site, thus handheld communicator. minimizing repair time. Upon its completion, the repair was Since travel deviation is user-defined, valves in our checked from the shop, proving that the transmitter was plant must normally move to within 5% of the desired functioning as desired. position within five seconds. If this does not occur, a With the ability to provide fast, accurate answers, I soon travel deviation alert is raised. In one case, a travel deviabecame the “go-to” person for maintenance-related question alert occurred on an 8” butterfly valve used to control tions. As people across the plant experienced the benefits of cooling water to a reactor as the unit was being shut using diagnostics, we received general support for the use of down for scheduled maintenance. The valve should have this predictive approach. been completely closed, but it remained open and was Today, all device maintenance—including repairs and not moving. Upon disassembly during the maintenance configurations—is automatically recorded in the instruperiod, a jagged metal fragment almost eight inches long mentation database, eliminating error-prone manual was found lodged in the valve, preventing it from closing entries and providing an audit trail of device events. The (Fig. 2). Without the travel deviation alert, that valve maintenance history of any instrument can be tracked and would not have been checked, and the problem might not viewed by referencing the tag number. Analysis by device have been recognized until after the reactor was restarted, type enables a quick check of similar devices in other locaresulting in a lengthy troubleshooting delay. Or worse, the tions to see whether they may be developing the same kind fragment could have been carried downstream resulting of problems. Accurate documentation on instrument caliin extensive mechanical damage. In another case, a “low supply pressure” alert on a 6” disk brations is, of course, essential to satisfy the requirements level-control valve prevented a valve failure that was just of regulatory agencies. 26 |

MAINTENANCE TECHNOLOGY

APRIL 2011

CapaCity assuranCe solutions

waiting to happen. Air supply pressure is another user-defined value— with the “high” setting normally 5-10 psi above the normal operating range of the valve, and the “low” setting right around the pressure required to operate the valve. This critical rotary valve, which uses air pressure against a diaphragm to move a piston to open the valve, had to be removed immediately for repair. The piston was deeply scored and the diaphragm cut, so it was only a matter of time before the valve failed, causing a significant and costly upset in the olefins unit. Online diagnostics are the only way to consistently identify a problem like air escaping from a valve in a noisy plant. Relying solely on human observation often results in major device issues not being identified and resolved in time to prevent costly delays and process upsets.

Relying solely on human observation often results in major device issues not being identified and resolved in time to prevent costly delays and process upsets. Fig. 2. Without a travel deviation alert, this control valve would not have been checked and problems not identified until too late.

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CapaCity assuranCe solutions

6” sliding stem, normally closed valve

saw tooth signs of friction/sticking

Valve scan showing high friction while opening

Valve Full open

Found bent valve stem and broken guide bushing

Huge amount of friction to overcome to start valve closing, due to stem

air pressure

Valve opening

Valve Closing Valve positioner trying to control valve after it breaks free

Valve seated

Fig. 3. Comparison of an original valve signature recorded prior to installation (straight green line) with one that was taken later showed that substantially more air pressure was being required to open the valve (red line), especially as it got closer to 100% open. the sawtooth pattern is indicative of friction and valve sticking.

Valve travel open

Fig. 4. a reduction in maintenance on just five major assets quantifies some of the benefits that the Clinton site has derived through smart field-device diagnostics.

annual pM Hours

Value from valve signatures Signature scans of all new valves are recorded before installation, providing a model of each valve’s operating characteristics. Comparison with a future signature on the same valve can help us determine internal conditions that are causing poor performance and potential downtime. A comparison of the original signature (straight green line) with one taken later can be seen in Fig. 3. Substantially more air pressure was needed to open the valve (red line), especially as it got closer to 100% open. The saw-tooth pattern indicates friction and valve sticking. Even though this valve was working, during disassembly at its next scheduled maintenance

500 450 400 350 300 250 200 150 100 50 0

448

period, internal damage was found. The comparison with the original valve scan helped predict that the valve would continue to operate, so an immediate repair was not necessary. However, knowing about the problem in advance—and that a repair would eventually be required—helped ensure the valve’s long-term reliability. Some training and experience are required to recognize problems like this, but the benefit in terms of process availability is immeasurable. the payback The value of using diagnostics at the Clinton operations is vividly illustrated in Fig. 4, which shows the reduction in

333 hours reduced annually on 5 pM work orders

153

115

J-104 J-103 J-102 J-101a J-101

pM hour reduction as a result of diagnostic capability and task time reduction by utilizing aMs Device Manager

tics aMs stics with iagno y D c h n t e Wi effici task

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ia no D

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CAPACITY ASSURANCE SOLUTIONS

A direct result of our plant-wide reliance on diagnostics has been the ability to extend PM intervals. Operational benefits include fewer costly process upsets and being able to avoid the loss of millions of pounds of product. annual maintenance hours on just five major assets, including steam-driven turbines and compressors. An average of 448 hours was required for this equipment before diagnostics were available for device calibration and other maintenance tasks. When diagnostics were put to use, 333 hours were saved, and a further reduction was realized when AMS Suite was utilized to increase maintenance efficiency. A direct result of the plant-wide reliance on diagnostics was the ability to extend the time intervals for preventive maintenance (PM) on several pieces of equipment. Many PM schedules were overly protective—and had been implemented simply per OEM recommendations. When production managers became comfortable with the fact that critical process equipment was adequately protected through monitoring and the application of the field-generated diagnostics, the plant was able to significantly reduce the amount of time devoted to preventive maintenance. Operational results include fewer costly process upsets, avoiding the loss of millions of pounds of product. In the olefins unit, for example, shutdowns due to the failure of an asset are a rarity, equipment availability is increased and production is sustained. MT

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Jody Minor has served as E/I Reliability and Maintenance specialist at LyondellBassell in Clinton, IA, since 1994. He holds a B.S. in Engineering from Southwest State University (MN). Email: Minor880@gmail.com. For more information on the products referenced in this article, enter 02 at www.MT-freeinfo.com

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Eco-Friendly Scale-Control System Also Controls Zebra Mussels

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PROCESS IMPROVEMENTS

Hydroelectric plants are just one type of operation that has been seeking an effective and acceptable solution to this sticky fluid-handling scourge.

study undertaken by Aquatic Sciences, Inc., an international underwater inspection service, demonstrated that the Scalewatcher Electronic System can control infestations of zebra mussels in pipes and water inlets. The system, recognized for its ability to control formation of calcium scaling in piping without the use of harsh chemicals, is based on a design from the Netherlands, and is used throughout the world. The Aquatic Sciences research was carried out over a six-week period along the Welland Canal in Southern Ontario where mussel densities exceed 20,000 per square meter. In the test, the Scalewatcher System reduced the amount of mollusks by 97%. Special To Maintenance Technology

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MAINTENANCE TECHNOLOGY

APRIL 2011

PROCESS IMPROVEMENTS

Environmental and health concerns have Scaling solution led to fix for Zebra mussels The impact of zebra mussels extends from the Great Lakes watershed to the mouth of the Mississippi River. The mussels affect industry and small-volume water users by clogging pipes and intake structures. Industries in infected areas regularly treat the water with oxidants, heat or molluscides to eradicate zebra muscles from the service water system. Environmental and health concerns, however, have resulted in increased regulations and lower discharge limits for chemical treatment. This has helped underscore the need for alternative methods to control infestations. Used extensively in industry to control fouling resulting from the build-up of scale, the Scalewatcher system works by producing a frequency-modulated waveform. This creates an induced electric field inside the pipe that promotes crystal growth of the scaling minerals in the water instead of on pipewalls. As the crystals remain within the flow of the water, they no longer contribute to the build-up of hard pipewall deposits. The process also softens existing scale layers, which are removed from the system by the water flow. Crustaceans and zebra mussels are similar in the way they use calcium—a key component of pipe scaling. They both convert calcium in a free ion form to calcium carbonate to construct their shell or exoskeleton. When a plant in Japan discovered that Scalewatcher controlled not only heatexchanger scaling but crustaceans in piping systems using natural water sources, the manufacturer embarked on its research mission. The research ASI’s study was established to determine if the Scalewatcher system inhibits zebra mussel settlement compared with a control system. Using a research trailer, ASI installed a 200-gal. head tank filled with canal water at one end of the trailer. Pipes carrying water through the trailer were split into test and control sections. The test section was connected to a Scalewatcher system. Scalewatcher electrical leads were attached to the pipe, which was connected to a test chamber with culture plates that could measure zebra mussel settlement. The control section also flowed into a test chamber. At the end of the test, the density of the zebra mussels on the area treated by the Scalewatcher unit was one-tenth that of the control. The Scalewatcher unit controlled two types of zebra mussel—pediveliger and juvenile—which suggested to ASI that the system may change chemical partitioning of calcium in the water and cause settling larvae to perceive an unsuitable environment. These mussels would remain in the water column, but pass through the system despite the presence of a suitable substrate. APRIL 2011

led to increased regs and discharge limits regarding traditional chemical-treatment approaches to the problem. The real world Southern Vietnam’s Ialy hydroelectric plant, the second-largest in the country, is located in a hard-water area. It faces the challenges of mussel and scale buildup inside heat exchangers, condensers, compressors and piping used to cool generators. Most of its equipment is water-cooled and has faced serious problems because water taken from the river contains both dissolved minerals and zebra mussels. In hot water, the minerals turn into hard scale and adhere inside heat exchangers. When Scalewatcher was requested recently to descale the plant’s equipment, an experiment involving the cooling-line system’s two separate 12” lines was conducted. Before installation of Scalewatcher, the existing scale was visible inside both lines. Thick zebra layers adhered outside the pipes—and many of the facility’s 115 water-supply lines were blocked. A Scalewatcher unit series 4LM was installed on one of these lines. After four months of operation, the experiment showed that the line with Scalewatcher had no scale and that the number of zebra mussels was reduced considerably. On the line without Scalewatcher, scale was visible, with calcium thickness layers nearly ¼” thick. Plant management credited Scalewatcher for the line’s absence of new scale and for removing old scale. More Scalewatcher units were then requested to be installed on equipment having regular trouble with scale. MT Scalewatcher North America Inc. Oxford, PA For more info, enter 03 at www.MT-freeinfo.com

About Scalewatcher Scalewatcher (www.scalewatcher.com) is the original manufacturer of electronic descaling technology used throughout Europe, Asia and South Africa with assembly facilities in the Netherlands, S.E. Asia and in the U.S. First introduced in Europe in 1989, Scalewatcher benefits manufacturers of all types as well as municipalities, utilities and others. New Scalewatcher applications are discovered almost daily.

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INFORMATION MANAGEMENT

7 Essential Steps To Ensure A Successful CMMS/EAM Implementation Despite sizable investments in these types of systems, many organizations still aren’t realizing their full potential. Tracy T. Strawn Marshall Institute

t’s an unfortunate truth: CMMS/EAM implementation efforts often fail. In our company’s experience auditing and assessing plants and facilities around the world, we’ve found that many companies utilize only 30-40% of their CMMS/EAM’s functionality. Such a situation isn’t just tragic—if not corrected, it can be devastating to an organization’s bottom line. How does an operation ensure that its CMMS/EAM investment (which for some could be in the millions of dollars) becomes an “enabler” rather than a “blocker” to organizational improvement? First, let’s look at the symptoms of what might be characterized as a “poor” implementation effort: n The workforce views the CMMS/EAM as the source of all its problems. Staff members complain that they received inadequate training and no real clear vision on how to use the system. In most cases, the management team has not provided the support or direction for frontline personnel. 32 |

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INFORMATION MANAGEMENT

n Work is performed without raising a work request. Supervisors record problems on pieces of paper to get the work done, without entering the information in the CMMS/EAM. Equipment history is lost. n Newly created work requests are not reviewed or approved by anyone except the supervisor, who, in many cases, hands it off without any review to the technician the day he/she wishes it to be completed. This type of preparation usually results in inefficient—and sometimes unsafe—work execution. n Planning and scheduling does not occur in the CMMS/ EAM. Sadly, no one is responsible for work preparation and scheduling. Supervisors merely print a list of jobs and post it on the bulletin board. Technicians simply cross off when complete. A “whiteboard” would be a better investment in this case. Numerous inefficiencies occur because of failure to use the tools and follow the process. n Labor hours and costs, as well as materials costs, are recorded erratically and inconsistently in the CMMS/ EAM. In this particular situation, having bad data may be considered worse than having no data. Using such data could lead to wrong conclusions and costly decisions. n The CMMS/EAM is not used for reporting. Since no one trusts the data, reports are not generated. This begins the slippery slope of marginalizing the CMMS/EAM: Because no one uses it, the system clearly must not be important. n There is a large queue of work orders in the system waiting for someone to confirm, complete or close out. By not closing out the work orders in a timely manner, reports will be inaccurate and equipment history and failure data will be incomplete.

management module, they have a “hands off ” attitude regarding the CMMS/EAM. n The workforce isn’t effective with its preventive maintenance (PM) routines. These routines are poorly written, incomplete or, in some cases, don’t exist. The frequencies and estimates haven’t even been updated since the transfer of the legacy system. n Corporate no longer supports the CMMS/EAM and the business units have to manage for themselves. These are but a few of the many symptoms we see when reviewing a company’s CMMS/EAM as part of a comprehensive asset-management assessment. The picture is bleak and self-perpetuating: Frontline operators and technicians see no value in information management systems. The information in the CMMS/EAM is untrustworthy and management doesn’t seem to care. If the boss isn’t interested in the system, then the frontline is certainly not interested. To compound matters, when the CMMS/EAM is not implemented properly or completely, it usually impacts the work-management system to include the use of work orders, PM routines and the risk-based inspection (RBI) and condition-monitoring programs. When these programs are broken, the company suffers incalculable losses that may take years to overcome. Protecting your investment An organization that wishes to thoroughly—and effectively—implement an “enabling” CMMS/EAM system should consider these seven steps: 1. Select an executive sponsor for the implementation. The person in this role should not be confused with the project manager. The executive sponsor will ensure the following:

n The plant has a limited supply of desktop PCs for users to access. When it’s time to input data, a workstation can’t be found. Of course, what can’t be done today gets put off until tomorrow. If this cycle continues, timely data entry will not occur and may ultimately stop.

◆ Advocate the project both internally and externally

n There are no designated super-users or power-users onsite to aid in managing questions and issues that arise about CMMS/EAM functionality. Operators, technicians and the support team are left to fend for themselves.

◆ Accept responsibility for problems escalated from the project manager

n Since the management team is focused on financial data that is kept apart from the asset-management/plant APRIL 2011

◆ Champion the project ◆ Obtain budgets for the project

◆ Sign off documents such as the business case and project initiation document ◆ Support the project manager in managing the project MT-ONLINE.COM | 33

INFORMATION MANAGEMENT

The executive sponsor will typically stay in this position until the implementation project is complete, the bugs worked out and all elements of the project plan have been completed to his/her satisfaction. This could be a year beyond the “go live” date. 2. Develop a clear vision of what the organization wants the CMMS/EAM to do. Software selection is more than just a good relationship with a vendor. Functional specifications must be developed that will deliver the vision that the organization has agreed upon. The right vendor must be selected that will partner with the company to deliver what he has promised. Process maps and work flows should be created to depict how and what the users are required to do. A governance structure should be set up so configuration changes and updates can be done in a coordinated fashion. Ultimately, this structure should be signed off on by the project manager and the executive sponsor. 3. Select a project team that will deliver. Team members should be selected based on what they have accomplished. They should have a passion for the project and be willing to share the responsibility for all the work. The executive sponsor should inspire a sense of urgency and reward the team for their efforts, as well as be demanding of projectexecution excellence. Their project plan should also include a robust change-management and communication plan. This is where many companies falter. They fail to assess the risks, as well as identify and mitigate the resistance to change in the organization. 4. Establish mandatory requirements. Once the CMMS/ EAM has been installed (as opposed to implemented, which is the next, more time-consuming step), clear requirements for its use must be established by all levels of leadership in the organization. Every manager and supervisor must understand the importance of the CMMS/EAM—and the company vision of how it will be utilized. It should also be made clear that this is not an optional program: It is to be the way that business is done. Managers and frontline supervisors will be point persons for ensuring the CMMS/ EAM is used properly. The project team should be actively engaged during this time to support ongoing implementation. Implementation may take up to a year to embed and entrench this information management system in the culture. 5. Train everyone in the organization. Training should be role-based and provided to personnel in ways that are commensurate with their functions. Training will be ongoing, and a full-time training group should be created. 34 |

MAINTENANCE TECHNOLOGY

Industry is awash with companies that aren’t leveraging the power of their CMMS/EAM systems. Don’t let yours be one of them. Although its size should decrease as the project reaches maturity, this training group will never go away: Training will always be needed. 6. Begin generating CMMS/EAM reports. No one goes to a sporting event without looking at the scoreboard. The same goes with a CMMS/EAM implementation. Personnel need to know how they are doing—it’s called feedback. Regular feedback to end-users through reports and scorecards will provide information on what they need to do to improve. Sometimes, merely posting a report or scorecard in the break room or displaying it in the morning meeting can lead to improved use of the CMMS/EAM. 7. Audit, audit, audit. During the implementation effort, regular assessments and audits of CMMS/EAM usage should be conducted. This will identify areas of weakness that need intervention by the managers or project team. Once the implementation is considered complete, the project manager and executive sponsor should sign off on it. Regular “usage” audits should be conducted by the CMMS/EAM governance structure left in place after the implementation is complete. Summing it all up Industry is awash with companies that are not leveraging the power of their CMMS/EAM systems due to incomplete implementation. The resulting losses, if accurately calculated, could be staggering. Regrettably, many organizations are willing to live this way and never realize the full potential that a CMMS/EAM offers. Don’t let yours fall into this category. By following the seven steps discussed here, it won’t. MT Tracy T. Strawn is VP of International Programs for Marshall Institute. This Raleigh, NC-based management consulting company has provided maintenance and reliability consulting and training services to industries of all types, worldwide for more than 35 years. Telephone: (919) 834-3722; email: tstrawn@marshallinstitute.com. For more info, enter 04 at www.MT-freeinfo.com APRIL 2011

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