Maintenance Technology April 2013 by Applied Technology Publications

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Contents

YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS

APRIL 2013 • VOL 26, NO 4 • www.MT-ONLINE.com

FEATURES CAPACITY ASSURANCE STRATEGIES Operational Excellence Basics: The Big Picture In Perspective

©TIERO — FOTOLIA.COM; ©MOPIC — FOTOLIA.COM

This organization-wide approach to boosting performance and results calls for an all-hands-on-deck focus on continuous improvement and added value. John S. Mitchell

ON THE ROAD TO SUSTAINABILITY 26

SKF’s LEED Edge Known as one of the world’s most sustainability-conscious companies, SKF now includes this green building standard in its expansion plans. Rick Carter, Executive Editor

THE RELIABILITY FILES 33

Producing Major Savings For A Major Power Producer Water-conditioner systems in generator air-cooling units of a massive power-gen complex are paying off in a number of ways.

My Take

Stuff Happens Uptime

42 49

Technology Showcase

MAINTENANCE LOG

Marketplace

Improved Trending Leads To More Accurate Alignment Targets

Information Highway

Classiﬁed

Supplier Index

Viewpoint

Improving Switchgear Inspections At London Stansted Time is money for most businesses, including airports, where diverse 24/7/365 operations put substantial pressure on maintenance teams. Special To MT

6 12 15 16 24

SUPPLY CHAIN LINKS 36

DEPARTMENTS

Thermal growth can damage your equipment, your processes and your bottom line. You need to deal with it sooner than later. Pedro Casanova, LUDECA, Inc.

Compressed Air Challenge For On The Floor Lubrication Checkup

Solution Spotlight

The Maintenance & Reliability Technology Summit is THE Capacity Assurance Conference Information-Packed Presentations & In-Depth Workshops Galore! ®

April 30-May 3, 2013 at the Hyatt Regency O’Hare in Rosemont, IL.

For More Information, Visit www.MARTSConference.com ASAP!

APRIL 2013

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Dramatically extends equipment life! Your Source For CAPACITY ASSURANCE SOLUTIONS

April 2013 • Volume 26, 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

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Contributing Editors

RANDY BUTTSTADT

Director of Creative Services rbuttstadt@atpnetwork.com

GREG PIETRAS

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ELLEN SANDKAM

ROBERT “BOB” WILLIAMSON KENNETH E. BANNISTER

Editorial/Production Assistant gpietras@atpnetwork.com

Executive Editor rcarter@atpnetwork.com

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

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JILL KALETHA

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

Editorial Office:

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

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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. Printed in U.S.A.

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MAINTENANCE TECHNOLOGY

APRIL 2013

WHAT VIBRATION PENS WANT TO BE WHEN THEY

GROW UP. The new Fluke 805 Vibration Meter is more than a pen. It’s a Fluke meter that gives you results you can trust, time after time. t Checks overall vibration, bearings and temperature t Ability to export and trend data t Four-level scale quickly assesses problem severity t Unique sensor design ensures accurate and repeatable measurements

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MY TAKE

Jane Alexander, Editor-In-Chief

Job Satisfaction And You

t was a recent posting on 24/7 Wall St.* (“Insightful Analysis and Commentary for U.S. & Global Equity Investors,” at www.247wallst.com) that put my column-writing brain into gear this month. Entitled “The Most (and Least) Satisfied Professions,” it discussed a 2012 telephone survey of 172,286 individuals over the age of 18 that was conducted by Gallup-Healthways. The findings were reported in something called the “Gallup-Healthways Well-Being Index” that tracks—tada!—well-being in the U.S. I was so troubled by the results noted below that I considered clicking on a link about miserable American cities just to make myself feel better.

Category: Installation or Repair (Overall ranking: 12 out of 14) Job types: Mechanic, linesman, maintenance worker Well-being index score: 64.8 Obesity: 70.7% Pct. with health insurance: 75.9% Pct. satisfied with job: 87.2%

According to the survey/article, respondents in the “Installation or Repair” category (which would appear to cover readers and/or prospective readers of this magazine) “were less likely to practice healthy behaviors. . . were among the least likely employees to regularly eat fruits and vegetables. . . were among the most likely to smoke. . . also provided lower self-evaluations of their current lives than all occupations except for transportation workers,” i.e., bus drivers, flight attendants, and air traffic controllers (only 80% of whom believed they were using their strengths at work). More good news, if you could call it that, was the fact that “Installation or Repair” respondents reflected a slightly higher well-being index score and greater degree (percentage) of job satisfaction than those from what the survey categorized as “Manufacturing or Production” (64.3% and 83.4%, respectively). I’m not sure these numbers jibe with our anecdotal evidence—specifically as it applies to your sense of job satisfaction. No doubt there are some big “apples and oranges” differences at work here. For example, Gallup-Healthways probably doesn’t classify job titles the same way we at Applied Technology Publications do. And nobody around here can remember ever having conducted a survey that asked questions about our readers’ eating, smoking and exercise habits. Still, we can’t help but wonder what’s really going on. We need your help. Please go to www.mt-online.com/satisfaction and take MT’s new “Job Satisfaction Survey”— bring your brethren and sisters from the “Manufacturing or Production” category along with you. The questions won’t take but a few minutes of anybody’s time to answer, and your responses should help us clear a few things up. In the meantime, just to be on the safe side, I encourage everyone to eat more fruits and vegetables… regularly. MT jalexander@atpnetwork.com

*http://247wallst.com/2013/03/21/the-most-and-least-satisfied-professions/#ixzz2PzhB6AZg

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APRIL 2013

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NEWS STUFF HAPPENS

Evolution Of The Job Fair For Military Vets Iraq and Afghanistan Veterans of America (IAVA) has launched Career Pathfinder, an innovative online employment tool for returning service men and women. Funded by Cisco and powered by Futures, Inc., it’s specifically designed to help the 2.5 million veterans of Iraq and Afghanistan move from combat to civilian careers. Characterizing Career Pathfinder as the type of “disruptor” that Apple Founder Steve Jobs used to speak of, IAVA Founder and CEO Paul Rieckhoff says the tool represents the evolution of the job fair. “With the unacceptably high veteran unemployment rate, the Pathfinder proves that technology can be the fuel injection that gets us to deeper impacts and greater scale.” According to Rieckhoff, IAVA knows all too well how tough transitioning from combat to the civilian workforce can be. “Every day, we hear from our members that they need help translating their military skills, finding employers who value their background and deciphering out what education they need to be successful. Enter Career Pathfinder to turn those failures into successes.” “Cisco,“ Rieckhoff points out, “has been dedicated and visionary in their support of IAVA and the new veterans community. The Pathfinder is just one example of how both Cisco and Futures are championing the New Greatest Generation. They have our backs, and we hope more corporations will follow their lead.” Career Pathfinder incorporates a wide range of resources, including, among other things: • Thousands of job listings from employers looking to hire veterans • A cutting-edge resume builder • An innovative career mapping tool • A one-of-a-kind military-to-civilian skills translator • Access to IAVA’s best-in-class education and employment programs Career Pathfinder is available only to confirmed members of IAVA. Veterans of the Iraq and Afghanistan conflicts can learn more and sign up for their FREE IAVA membership at IAVA.org.

CONGRATULATIONS TO OUR WINNERS! GRAND PRIZE WINNER Chad Erickson of Wave On Technologies, Inc.

Presented By

Applied Technology Publications

MAINTENANCE TECHNOLOGY

Chad’s winning innovation is a product called Lubricheck, a simple, highly intuitive handheld monitoring device that determines the serviceable condition of an oil.

RUNNERS-UP: Doug Sackett, of Smith Brothers Martin Robinson, of IRISS Wesley Valverde, of Lightning Bolt Supply Learn More About These Winning Innovations In This And Future Issues Of MT. Start Now, By Turning To Page 36.

APRIL 2013

STUFF HAPPENS NEWS

N’ I T H FIG WORDS

Did you think the following admonition originated with your parents? Sorry. According to Forbes.com, it didn’t.

“It is easier to do a job right than to explain why you didn’t.” . . .Martin Van Buren

Inspiration For Those Battling The Enemies Of Reliability & Productivity

Have you read, heard, seen, thought or written down something that falls into the realm of “fightin’ words” for the maintenance and reliability community?

Got items for Stuff Happens? Send your news to jalexander@atpnetwork.com

BIZ BUZZ...

WEG Electric is hosting an open house on April 26 at its newly established Chicago-area office and distribution center. Although the 160,000-sq.-ft. facility has been operating since September of last year, this open house offers customers an opportunity to meet the WEG management team and tour the new offices, quick-product-modification (mod) shop and warehouse at Crossroads Business Park, 2 Gateway Ct. Suite A, in Bolingbrook, IL. A catered lunch will be available for all visitors. According to the company, the new digs will continue to fulfill WEG’s commitment to industry, its distributors and its customers by ensuring product availability and service on a regional basis. The Chicagoland facility complements other WEG operations in Ontario, CA, Atlanta, GA, Shawnee, KS, New Kingston, PA, Houston, TX, and Denver, CO.

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.

BRIGHT SPOT CITGO Petroleum has announced that it is renewing its sponsorship of “Bess the Book Bus,” a nationwide advocate for literacy and one of the first winners in the CITGO Fueling Good® Program. Throughout 2013, Bess will travel to schools, community centers, shelters and after-school programs in more than 30 cities across the country, while also continuing to build and enhance school and classroom libraries. New this year, Bess will be partnering with local authors, artists and musicians in an effort to bring art and music to the nation’s most underserved schools. Since its founding 10 years ago in Tampa, FL, Bess the Book Bus has grown it into one of the nation’s most innovative mobile literacy initiatives. Through support from CITGO and other corporate sponsors, Bess has covered more than 48 states, supported more than 60,000 families and donated more than 450,000 books. For more info, enter 68 at www.MT-freeinfo.com For more info, enter 68 at www.MT-freeinfo.com

APRIL 2013

MT-ONLINE.COM | 9

NEWS STUFF HAPPENS Got items for Stuff Happens? Send your news to jalexander@atpnetwork.com

Recommended Reading For Maintenance & Reliability Pros Title: The Power of Why: Simple Questions that Lead to Success Author: Amanda Lang Reviewed By: Ken Bannister, Contributing Editor

MT’s Book Club

“Amanda Lang pulls you in to the world of creativity, innovation and business success and never lets go as she bridges the gap between curiosity, innovation and productivity. Moving from kindergarten to the shop floor, the book shows how to reignite our natural curiosity and turn it into innovation magic.” . . . KB

OOOOPS!

Yes, stuff (some of it bad) tends to happen, as it clearly did in the print version of MT’s March 2013 issue. Unfortunately, the captions for Figures 1 and 2 on page 29 in the article “How to Prevent Pitting & Crevice Corrosion,” by Gerald O. “Jerry” Davis were transposed. The figures should have been captioned as shown below. These corrections now show up in the online and digital versions of the article. We regret any confusion this inadvertent production error may have caused.

Have you read a book that could be of value to other readers of MT? Tell us why in 50 words or less. Visit www.mt-online.com/bookclub for Book Club Rules and submission forms. Or, after reading those rules, send your reviews directly to jalexander@atpnetwork.com. Fig. 1. This cross-section illustration shows the internal attack by one type of crevice corrosion on two overlapping plates that aren’t sealed at the opening (both plates don’t have to be metallic).

Associations

There’s still time to sign up for the 6th Annual Energetic Women Conference, set for June 12-14, in Baltimore, MD. Sponsored by the Energetic Women organization, a service of the Midwest Energy Alliance,, this event is open to all who “wish to seek greater influence and provide greater value to their company in the field of energy operations and engineering.” It offers a valuable opportunity for learning, networking, sharing and contributing to solutions for the unique challenges facing women working in nontraditional roles across the energy-industry/utility sector. A highlight of the conference will be the presentation of the 2013 Maverick Award. Given annually, it honors a leader (man or woman) who has set the standard in promoting, connecting and strengthening female leaders in energy operations and engineering. For more information, go to www.energeticwomen.org.

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MAINTENANCE TECHNOLOGY

Fig. 2. Pitting is most often found on the lower, horizontal areas in equipment where wetting is likely (i.e. as illustrated here in the 6 o’clock position on a horizontal tank, pressure vessel or pipe).

APRIL 2013

MARTS 2013 Workshops

Yo u k r c W o R o l r l i l April 30 and May 3 d W At The Hyatt Regency O’Hare Hotel, Rosemont, IL.

Seven big names in industrial maintenance and reliability come together to give your program star power. Choose one full-day Workshop or two, but don’t miss this once-a-year opportunity to amp up your skills. This year’s lineup:

Bob Williamson

Maintenance Technology contributing editor and longtime MARTS favorite...presenting

Doc Palmer

Respected author of McGraw Hill’s Maintenance Planning and Scheduling Handbook...presenting

Maintenance Planning and Scheduling: Increase Your Workforce Without Hiring

Putting All the Pieces Together for 100% Reliability

Jim Seffrin

Howard Penrose

Level III Certified Thermographer and Director of Infraspection Institute...presenting

Vice president of Dreisilker Electric Motors and widely published industrial researcher...presenting

IR Thermography for Electrical and Mechanical Systems

Forensic Analysis of Machines: Beyond RCFA

Enrique Mora

An expert in Lean Manufacturing, Six Sigma and TPM who consults and trains worldwide...presenting

Balance the 3 Ms — Management, Maintenance and Manufacturing — to Achieve World-Class Performance

Kris Bagadia

CMMS expert and founder of PEAK Industrial Solutions, LLC...presenting

Turning Downsizing Into an Opportunity

Ed Stanek

President of LAI Reliability and renowned instructor on Maintenance & Reliability, PM Optimization and Asset Management...presenting

Productivity Optimization Workshop

For complete information and registration details:

www.martsconference.com MARTS is an annual four-day educational event for industrial maintenance professionals. In addition to two days of Workshops, MARTS includes a two-day Conference program, a three-day Professional Course for lubrication professionals, and the opportunity to take professional certification exams. For more information or to register, visit www.martsconference.com or call 1-847-382-8100, ext. 116. For more info, enter 69 at www.MT-freeinfo.com

UPTIME

Bob Williamson, Contributing Editor

Getting The Most From Your Reliability Consultants This month’s column is dedicated both to consultants and their clients (with a bit more emphasis on the clients getting the most out of mutually beneﬁcial client-consultant relationships). Consultants abound. There are plenty of them (us) offering a range of just about any type of assistance and services your business might ever need. I’ve served as a consultant to hundreds of businesses and thousands of individuals for much longer than I care to add up. I have also rubbed shoulders with countless consultants in related and unrelated fields. You can trust me on this: All consultants are not created equal. Celebrate the differences! The other component of the consulting relationship is the client—that means businesses, corporations, departments, senior managers, plant engineers, educators, you name it. As you might imagine given this diversity, all clients are not created equal. Again, let’s celebrate the differences! What is a ‘consultant’ anyway? According to author (and consultant) Peter Brock, a consultant is “someone who has inﬂuence over an individual, group or organization, but who has no direct authority to implement changes.” Others define a consultant as “an experienced individual who is trained to analyze conditions and advise others to make the best balanced choices.” Exploring synonyms for “consultant” we see terms like “adviser, advisor, counsel, counselor, consigliere, a trusted advisor.” Each of these roles requires mastery of a specialized field of knowledge that comes from significant experience coupled with the ability and willingness to share knowledge. In other words, a consultant is someone who has traveled the path that the client is considering (many times before.) The Japanese often refer to this well-traveled person as a “Sensei” (“born before” in Japanese)—meaning one who has achieved a respected level of mastery, a teacher, a professor. Clearly, a consultant can be a teacher, showing the way; a guide, illuminating the path to take; a coach, offering suggestions for improvement; a mentor, tutoring the learner. 12 |

mAintenAnce tecHnoloGY

Key factors in consulting relationships Client-consultant synergy. . . The first factor in a successful consulting relationship is matching the client’s specific needs and/or interests with the consultant’s expertise and methods. When the consultant’s areas of expertise are aligned with the client needs, a highly beneficial synergy occurs—the outcomes of which total more than what the client or consultant could accomplish separately when focused on the same task. Deﬁning the box. . . The second factor in a successful consulting relationship falls squarely in the client’s lap: Setting very clear expectations in terms of desired reliability improvement outcomes, rather than program implementations in hopes of making improvements. Determining the path to take. . . Defining the current situation is the critically important third factor in a successful consulting relationship. Steven Covey (Seven Habits of Highly Effective People) put it this way: “Seek first to understand, then to be understood.” In consultant-speak, this is the assessment or analysis phase of an assignment, the purpose of which is to define possibilities INSIDE the box and likely effects OUTSIDE the box—the scope of work. The client must facilitate the consultant’s exposure to all relevant strengths and weaknesses—not holding anything back. Connecting the consultant to the right people in the right places and pulling back the curtain to the known and unknown leads to the best balanced approach to the desired improvements. Consultants teach, clients learn. . . The fourth factor is based on education and training principles. Having taught tooling and machine design to young adults for 12 years, I firmly believe that the learning journey begins with the student, not with the teacher. The student must first want to learn, or at least not resist the learning opportunity. The teacher must then understand what the student already knows and build on that foundation, shoring it up along the way as needed. Then and only then can the teaching process be effective. April 2013

UPTIME

Likewise, having been a consultant for nearly 30 years in well over 450 plants, mines, utilities, etc., I believe the improvement journey begins with the client. As with the student, the client must first want to improve, or at least not put up roadblocks to the consulting process. Likewise, the consultant must understand what the client already knows and has deployed and then build on that foundation, helping fill in the gaps along the way. Then and only then can the consulting process be effective and result in learning different ways, better ways, and improving. “They don’t know what they don’t know.” It’s a common complaint, one that I’ve heard from consultants about their clients and from clients about their consultants. Frequently, clients don’t know they are uninformed and that they lack certain knowledge. That’s why they retain expert consultants! Consultants for their part, however, should beware: Remember the old saw that “if all you have is a hammer then everything looks like a nail?” It suggests that if you look at every opportunity only from your own perspective and seek solutions only from your perspective you might just miss the mark and really do more harm than good. Consultants must be able to see potential solutions from the client’s perspective as well as their own. “They did not do what we told them to do.” This statement cuts both ways as well. Consultants who are knowledgeable in their professions hope that clients will follow their recommendations. One of the most rewarding feelings is when teachers teach and students learn. Likewise, as consultants, the most rewarding feeling is when the client learns. Herein lies the dilemma: Clients can pursue the recommended actions leading to improvements—sometimes generating a huge return on the investment. On the other hand, clients sometimes choose NOT to pursue their consultants’ recommendations. Why would a client do this after investing in consulting assistance? Reasons could include the following: n Business priorities and constrained available

resources might get in the way. n New upper-level management might launch

an entirely new leadership agenda. n The client might not fully understand what

it was asking for. n The consultant missed the mark. April 2013

What is ‘reliability’ anyway? The fifth factor in a successful consulting relationship is establishing a common terminology. Chasing “reliability” improvement can easily miss the mark. By its very nature reliability is systemic, made up of interdependent factors—it is rarely achieved by a single action. Reliability is all about facilities, equipment, and processes doing what they are supposed to do first time, every time in defined conditions for a pre-determined period of time. All too often in the world of maintenance, reliability and capacity assurance we have so closely coupled these two terms—maintenance & reliability—that they have become synonymous. While proper maintenance can enhance equipment and process reliability, maintenance alone can rarely improve reliability in a sustainable manner. Why? Because, 80 to 95% of the causes of unreliability of industrial processes are typically outside the direct control of the plant or facility maintenance functions. A ‘reliability’ story worth sharing… A manufacturing site manager invited me in to do “a quick reliability improvement assessment” (his words). His expectations seemed quite clear: Identify what needs to be done to improve process performance and reliability to improve flow and reduce cost per unit produced. Further preliminary discussions led to a focus on improving reliability of the critical and constraint processes in the plant. After meeting with the operations manager and the maintenance manager, I felt we were getting somewhere—the goals were clear and much of what was needed was already in place. It was a meeting with production supervisors that proved to be a real eye-opener when they asked me to define “reliability.” The supervisors knew that while “reliability” often focuses on equipment maintenance, the real opportunity in their plant was much bigger than that. Setups, changeovers, improper operation, raw material variability, untrained operators and maintainers, and the lack of meaningful downtime data were among the real opportunities to improve process performance, not merely maintenance-based reliability. So, what started out as a “reliability-improvement” assessment also had to address operations “availability” and “utilization” improvement—terminology understood by the client’s leadership team—improving overall equipment effectiveness. mt-online.com | 13

UPTIME

A client-consultant relationship can be one of the most worthwhile investments you make in the area of sustainable reliability improvements.

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MAINTENANCE TECHNOLOGY

• Plant Surveys • Tech Support • Software • Machine Tags • Training • Oil Analysis

Getting the most from your reliability consultants depends on establishing clear expectations up front, appreciating the fact that reliability is systemic, embracing a true teachinglearning relationship and respecting professional advice from those who have been through these situations before. Reliability improvement is often much more than implementing new “reliability programs.” Much like the equipment-facility design phase (the earliest stages of a project wherein most reliability ingredients are determined), a clientconsultant relationship can be one of your most worthwhile investments in sustainable reliability improvements. A parable worth remembering If your organization now uses or plans to use outside consulting assistance in your reliability efforts, the following thoughts are worth keeping in mind: “When there is no clear path ahead, get a map. Follow the roads. Where there are no roads and the terrain is unknown, seek guidance from someone who has been there before. Follow their lead. Learn the new path. Then, blaze a new road for the future.” MT Robert Williamson, CMRP, CPMM, and member of the Institute of Asset Management, is in his fourth decade of focusing on the “people side” of world-class maintenance and reliability in plants and facilities across North America. Email: RobertMW2@cs.com. FYI: Bob will present a full-day Workshop at MARTS 2013 entitled “Putting All The Pieces Together For 100% Reliability.” Reserve your seat now. For more details and/or to register, go to www.martsconference.com. APRIL 2013

Overcoming Your Challenges

VSD Compressors: Turn On Cruise Control By Ron Marshall, for the Compressed Air Challenge (CAC)

ccurate control of pressure in compressed air systems is always of primary concern, but there are many ways to achieve it. Some are more efficient than others. One of the biggest innovations in the field of compressed air efficiency is the invention of VSD-controlled compressors. VSD compressor control can put your air system pressure on “cruise control.” Let’s turn to an automobile analogy in comparing compressor control strategies. One could use modulation control mode, which is similar to driving a car with the pedal to the metal and using the brakes to provide constant speed. Modulation control chokes off the inlet flow to the compressor to control the output pressure. This mode of operation is the least efficient way to provide constant pressure, with the compressor consuming 85% power even at only 50% output flow. Another control mode involves loading and unloading a compressor between two set pressure points, with the average of the two readings providing the desired pressure. This approach is similar to driving down the highway and controlling the speed by throwing the vehicle’s transmission alternately into drive and neutral. Air compressors in this mode of operation use less power than modulation—but can still consume between 70 and 85% power at a 50% loading level, depending on the frequency of cycles. A third mode is akin to a driver on a busy highway who repeatedly starts and stops his engine (slowing down or going faster) to reach a desired average speed. This method would be equivalent to a start/stop compressor operating mode: an efficient way to run small compressors, but hard on the motor. In the three modes described above, average pressure could be adequately achieved, but it would come with either higher-than-desired energy consumption or wider pressure fluctuation. In a compressed air system, the desired result is a constant steady pressure—one set high enough to provide sufficient power to compressed

air consumers, yet low enough to limit the energy consumption of the compressed air system. Leveraging VSD control VSD-controlled air compressors have accurate controllers on board that sense the actual pressure and speed up or slow down the compressor so as to keep a constant discharge pressure. The benefit is that the pressure can be set at a lower, more efficient level. Moreover, as the motor slows, the power consumption is almost linear to the speed reduction, saving even more. These units are more expensive and more complex than standard fixed-speed compressors but often, especially when an air compressor needs to be replaced anyway, the new VSD compressor will pay back the extra cost very quickly. While these types of units are most appropriate for smaller single- and two- compressor systems, they can save significant energy in larger multi-compressor systems—if applied and controlled appropriately. To determine if VSD compressor control is appropriate for your plant, have an energy analysis of your system performed by a qualified compressed air energy-service company. More information on this topic and many others can be found on the CAC Website (www. compressedairchallenge.org), in our online Library and our Best Practices for Compressed Air Systems Manual. 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.

For more info, enter 01 at www.MT-freeinfo.com APRIL 2013

MT-ONLINE .COM | 15

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

Is Benchmarking Part Of Your Strategy? When was the last time someone in your organization suggested a benchmarking study, for maintenance or any other company function? Here’s my guess: A long time, if ever. A chief exception: multisite operations where cross-site benchmarking is policy. But that’s internal benchmarking, which was not the focus of this month’s questions for our MT Reader Panel. We were looking for Panelists’ experience with external benchmarking (where an organization’s cost and performance data is evaluated against that of the same function at a different, similarly sized company, especially one identified as best-practice). According to experts, the external approach is where the real value of benchmarking lies. And this would appear to have natural appeal for maintenance professionals who understand that measurement is the precursor to any successful improvement project. But in industrial maintenance, as reported by some of our Panelists, benchmarking often fails or is ignored. “I have no experience with or knowledge of benchmarking and my company does not do it,” says a Corporate Engineer from New England with more than 30 years of industrial service. Another has benchmarking experience, but it hasn’t been positive: “We try but never seem to get it right,” says a PM Leader from the Midwest. “In my 14-plus years at my present employer we have started many types of benchmarking, but have never followed through on any of them. There have been many attempts to set goals as benchmarks, suggested by both management and union. Most of the time, bits and pieces are thrown together and they don’t work out.” This Panelist adds that a previous employer “had no benchmark programs so I can’t include anything from them.” Meeting the benchmarking challenge Globally, and among a variety of business sectors, use of benchmarking trends positively, according

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MAINTENANCE TECHNOLOGY

to the Germany-based Global Benchmarking Network. The group’s most recent global survey, published in 2010 and based on 450 responses, shows that about 40% of respondents benchmark for best practices (considered the most valuable approach), with future adoption of this type and two others (“performance” and “informal”) predicted to increase significantly. And while more than a fourth of the study’s respondents are manufacturers, the study’s top-listed function area in which to perform benchmarking is “customer service.” This may suggest, as do some of our Panelists, that benchmarking in maintenance and operations presents a greater challenge than other areas. Not all of our Panelists lack benchmarking experience. A Maintenance Coordinator in the Northeast, for example, says his corporation believes strongly in all types of benchmarking, which he defines as “formal,” “informal” and “telephone.” His formal approach matches the external process described above. The informal is less rigid and not so documented. “It’s somewhat opinion-driven, but still must have facts,” he explains. “Touring a supplier’s factory is a good example. We call this a benchmarking opportunity.” This Panelist’s third benchmarking approach— telephone—is a product of the high-tech age, he says, “where you can easily set up a video conference call and accomplish worthwhile benchmarking at a very reasonable price: no hotels, no meals and zero travel expenses.” Another Panelist uses benchmarking primarily to identify gaps in skills, and provide training to fill those gaps, rather than for plant benchmarks. A Consultant based in Canada, he works with clients to define skills demonstrated by those “who perform at the highest level, and who can complete a task without error, damage to parts or equipment and tools and without injury.” The time required to complete tasks along with specific plant/industry requirements are reflected in the process, he says.

APRIL 2013

FOR ON THE FLOOR

According to our Panelists, despite measurement being a precursor to any successful improvement program, benchmarking related to industrial maintenance often fails or is ignored. What’s the value? “Process/performance benchmarking is interesting,” says a Panelist who has evaluated several successful “performance” and “best-practice” benchmarking processes in the baking industry. A former Process Engineer who now teaches at the college level, he says process benchmarking “seems to be driven both by the latest equipment available as well as information from technical articles and even informal discussions.” He adds that many of the executives in his review “visit other bakery units and discuss process, packaging, freezing and basic handling methods, which applies the ‘best-practices’ approach.” Within this Panelist’s study group, benchmarking has filtered down to the production floor and the maintenance engineering department, where communications with other maintenance groups, he says “has improved everyone’s capabilities in education, repairs, troubleshooting and purchasing.” According to nearly 70% of the respondents to the Global Benchmarking Network study, the top benefit of benchmarking projects is improved performance of processes. Other gains include addressing major strategic issues (33%); learning what other organizations are doing (28%); improved financial performance (23%); and encouraging a shift to a learning culture (18%). The study analysis also makes clear that while benchmarking-related improvements are often hard to measure financially, approximately half of respondents report their financial return from a typical benchmarking project as anywhere from $11,000 to $100,000 after one year. Not bad. Interestingly, the study also covers reasons why benchmarking is not pursued. The top three culprits are “lack of resources,” “lack of benchmarking partners,” and “lack of top management commitment.” Also on the list: “lack of understanding of benchmarking” and “fear of sharing information.” Drawbacks like these don’t bother our Maintenance Coordinator Panelist from the Northeast.

APRIL 2013

“Benchmarking done right can really make a difference on the bottom line,” he says, but adds that certain rules must be followed for it to work properly. For example, participants “must be open-minded, level-headed, process-educated, trusted and not easily intimidated,” he advises. “You want an honest evaluation and report. Also, the person or team you commit to this endeavor must know what problems you have and what a solution might look like. Depending on how open you are, there’s much to share and much to learn.” Sharing of operating experiences is common in this Panelist’s industry, he says, thanks in part to lessons learned from a serious, game-changing accident at a similar plant more than 30 years ago. “We now share everything,” he reports, “from valve maintenance to pump performance, even to lessons learned from rigging. We are also standardizing tasks and certifications.” His company provides courses in benchmarking that include one designed to qualify those who perform the process. Benchmarking works for his operation, he says, because “we are a learning organization and we’re committed to learning from others so we can improve.”

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 | 17

CAPACITY ASSURANCE STRATEGIES

Operational Excellence Basics:

The Big Picture In Perspective

This organization-wide approach to boosting performance and results calls for an all-hands-on-deck focus on continuous improvement and added value.

ou may already be familiar with this strategy. Embraced by many leading industrial enterprises, Operational Excellence is the latest name for and most comprehensive manifestation of an ongoing, evolutionary drive to achieve business and mission excellence. That evolution began in the 1950s with the introduction of Preventive Maintenance (PM). This, in turn, led to successful programs like Condition Based Maintenance (CBM), Predictive Maintenance (PdM) and Reliability Centered Maintenance (RCM). Invention of the personal computer (PC) streamlined the adoption of these strategies, and revolutionized maintenance by making CBM cost-effective and ushering in Computerized Maintenance Management Systems (CMMS) to increase the efficiency of planning and scheduling tasks.

John S. Mitchell

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MAINTENANCE TECHNOLOGY

APRIL 2013

CAPACITY ASSURANCE STRATEGIES

Those earlier successes didn’t come without some dark clouds, though. Countless highly successful CBM programs, for example, were downsized or terminated because the they had worked as designed: They reduced the numbers of serious problems. This conflict—trying to cut costs by eliminating types of programs that really could cut costs— set the stage for adoption of the multi-part effort we now call Operational Excellence.

sightline between a given task and its business results can’t be defined, has low value-add or low probability of success, the task should be modified or, perhaps, eliminated. An OE program also requires cooperation across all functions. This includes complementary, mutually reinforcing, internal processes, along with a time horizon and response mechanisms that are short enough to assure continuing success within a changing business and operating environment.

The value principle The main goals of Operational Excellence (OE) are as follows:

More than a management system Operational Excellence has been defined as a management system, but it’s more than that: It reflects a high-performance, cooperative, success-oriented work culture that elevates mindset, actions and activities. Think of it as a master program that incorporates, governs and coordinates all enterprise functional improvement programs. OE doesn’t replace or eliminate functional improvement initiatives implemented to address single problems such as low-quality production, excessive failures, too much work in process, etc. Instead, it becomes their home. All functional-improvement programs are identified, applied and coordinated through the OE management, administrative and control structure. Everyone is aware of what everyone else is doing within the overall objective of safely and sustainably increasing value. Potential contributions and conflicts across organization-al functions become quickly visible for discussion and cooperative resolution. Thus, anticipated requirements within and across functional boundaries are identified early, as opposed to showing up as late-breaking surprises. In this type of opportunity-driven environment, if there are too many failures or disruptions (of any kind), it is more logical (and an axiom of the value principle) to identify and correct the causes rather than develop robust processes to deal more efficiently with conditions that shouldn’t exist in the first place. Benchmarks are a readily available source of targets for excellence. They’re good for pointing out deviations and gaps between best-practice and actual performance— all of which are opportunities for improvement. But benchmarks alone don’t identify specifics for improvement. The next step must be to determine the specific differences between best and worst performance. More important, what are the causes and how can they be eliminated? The differences can be discovered with processes such as Weibull and Pareto analysis. Each difference opens the door to improvement opportunities.

■ Meet all business and mission requirements safely and

effectively at optimal cost. ■ Safely produce the greatest sustainable value.

Achieving these goals requires an enterprise to define and understand everything that detracts from them. Actions and activities must be prioritized based on value delivered. Participants must also understand that OE is oriented toward business results and effectiveness: It’s not implemented to protect activities and tasks. Continuous, value-prioritized improvement is its objective, and it links opportunities, prioritization and measures of performance to mission and business goals. Increases in mission and business performance, along with reductions in risk and cost, are gained through the application of programs and improvement initiatives that are based on value gain to the enterprise. The OE approach uses several support strategies. These include: Failure Modes and Effects Analysis (FMEA), to identify, prioritize and mitigate risk; Root Cause Analysis (RCA) to identify failure and incident analysis; and PM, CBM and other proven, proactive maintenance practices. All are assembled and optimized to gain the greatest value within specific business and mission objectives, operating conditions and risk profiles. Unlike some company-wide improvement efforts, OE is opportunity-driven, i.e., implemented to address specific, value-prioritized opportunities. While this difference might not sound important, it is huge in terms of identifying, prioritizing and pursuing opportunities for value improvement, as well as the success gained for the investment. Value prioritization is a prime, driving factor within OE. It’s critical to understand what activities and tasks contribute most to value and business success. It’s also important to remember that there are always more opportunities for improvement than time and resources. Consequently, if the APRIL 2013

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CAPACITY ASSURANCE STRATEGIES

With Operational Excellence, facilities that find themselves subject to the 80/20 rule— rule—where 80% of operating and cost deficiencies are caused by only 20% of assets assets— can make big improvements by simply focusing on the smaller, problem-causing portion of the larger population. This can be a relatively manageable task that vastly improves the overall average. The reliability factor The term “reliability” often is included in definitions of Operational Excellence, especially by those in an operating environment who view reliability largely in terms of systems and equipment. But within OE, reliability also applies to the following: ■ Performance that safely meets requirements with

mini-mum, predictable variation ■ An organization wherein roles and responsibilities are

completely defined, a consistent decision process is used and employees are empowered ■ Work culture that is committed and accepts ownership

for excellence in all activities, delivers the highest-quality performance and continuously improves ■ Processes and practices that are fully defined and accu-

rately documented, totally repeatable, of high quality and produce consistent results ■ Systems and equipment that can meet all operational

requirements safely and cost-effectively ■ Skills that are based on well-defined requirements and

qualifications, as well as kept up-to-date and backed by effective training

Teams working cooperatively across functional boundaries on improvement opportunities is one of the most important elements of OE.

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MAINTENANCE TECHNOLOGY

■ Data that is accurate, secure, up-to-date and accessible

The keys: total involvement and safety Of all the elements of Operational Excellence, working cooperatively in teams across functional boundaries to identify and develop improvements is by far the most important. OE involves everyone in the organization. It broadens horizons, builds on, consolidates and enhances most existing programs, while providing a greater focus on the whole. It also calls for thinking beyond increasing efficiency to improving effectiveness and achieving results that contribute value to organizational objectives in real-time. In turn, the program’s internal culture sustains itself. Another key element is safety, which everyone recognizes is much more than a management system or program: Safety APRIL 2013

CAPACITY ASSURANCE STRATEGIES

is a working culture that demands total organizational and individual commitmentâ&#x20AC;&#x201D;as well as intolerance for deviations. It begins with extensive training to set standards of performance and develop a safety mindset. Adherence to safety procedures will help avoid hazards and minimize risk, but it calls for constant effort, thought, vigilance and reminders. Compliance is a cultural imperative, and requirements are continually reinforced with reminders and training. In a safety-conscious facility, every associate understands his/her role. For example, it is not unusual for an administrative assistant to quietly suggest to an embarrassed senior manager that he should hold the handrails when walking stairs. It also isnâ&#x20AC;&#x2122;t uncommon to hear safety messages in an industrial facility addressing automobile and home safety issues. OE should be approached much the same way: It's not as a project with a beginning and end. It's a type of work life and culture that can also influence off-work activities. Implementation insight Operational Excellence is best implemented in a circular sequence, similar to Shewhart Deming (PDCA) and Six Sigma (DMAIC) implementing sequences, but with the following modification: Design, Identify, Plan, Implement, Check, Institutionalize and Improve. There are some important rules for accomplishing this process. They are as follows:

OE should be approached the same way that an enterprise approaches safety.

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defined and fully documented, and the sequence explained in detail.

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ture are specified in detail, including roles/responsibilities of the steering team, selection and function of champions and composition of improvement action teams. APRIL 2013

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MT-ONLINE.COM | 21

CAPACITY ASSURANCE STRATEGIES

■ Detailed improvement action plans are prepared to

address the highest-value opportunities. ■ Value opportunities are determined from performance

history and benchmarking procedures. ■ Improvement plans are created and implemented at the

working level. ■ Results metrics demonstrate progress and value created

by improvements, linked top to bottom and bottom to top, with time lines. ■ Performance reviews are ongoing, along with efforts that

ensure the program continually improves. The initial Design stage varies from the widely used PDCA and DMAIC sequences in that the OE program is designed for specific site/facility conditions and mission objectives. Since each facility is unique (even within the same enterprise or site), this is the most practical way to begin an improvement program. Further, OE is a dynamic program. As market and business conditions change and implemented improvements take hold, the program must be continuously reviewed and revitalized. OE incorporates internal mechanisms that not only sustain results but assure the program itself remains evergreen within what can be constantly and/or rapidly changing environments. An OE program is most effective when centered on workinglevel, multi-function improvement action teams that are directed to safely increase value and reduce risk. Optimally led by a production manager, OE action teams reflect the degree of experience and skills necessary to identify and prioritize potential improvements, and develop, implement and monitor results. By combining operations, maintenance, engineering, finance, IT, HR and others into a team with a common purpose, functional barriers quickly disappear. Team members identify and

The Benefits Of Operational Excellence:

MAINTENANCE TECHNOLOGY

Looking at success The proven processes and practices necessary to assemble an effective OE program are readily available to any organization. When facilities fail in their efforts to implement such programs, it’s often due to a lack of communication and coordination between the working levels—where knowledge of improvement opportunities typically reside—and senior management. Those at the working level are often frustrated when suggestions they make that could contribute to corporate profitability and success are ignored in management decisions that focus solely on short-term cost issues. Experience has shown that when workers are consulted about how to correct a given problem and their suggestions put into practice, the business runs better. As a Fortune 250 executive once noted, “Employee-led leadership teams do unbelievably good strategic and tactical planning, if you give them the opportunity. Most important, they gain total buy-in for the plan, its implementation and results.” All too often, management focuses on practices like headcount reduction as a way to cut costs. In reality, the only way to permanently and sustainably reduce costs is through increasing effectiveness that eliminates the need for spending. Operational Excellence provides just that type of methodology. MT John Mitchell, “Advocate for Change,” has served in a variety of leadership roles during his 40 years in the maintenance and reliability field. Founder and Past President of MIMOSA, he’s the author of several books and a frequent speaker on assetmanagement topics. This article draws from some chapters of his forthcoming book on Operational Excellence. Mitchell is a graduate of the U.S. Naval Academy. Telephone: (949) 496-0873; email: johnsmitchell2@gmail.com.

What’s In It For Your Organization?

There are many benefits to an OE program, including: 1. The highest level of safety and environmental performance 2. Connections among all processes and improvements necessary to establish and maintain best performance in the most effective, risk- and value-prioritized sequence 3. Increased business value and operating effectiveness via identification and exploitation of improvement opportunities in order of return 4. Risk reduction through identification, management and containment

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accommodate varying perspectives and learn to devise mutually beneficial value-improvement initiatives.

5. Optimal operating effectiveness and reliability with minimal surprises and lost opportunity 6. Optimal effectiveness of all resources (i.e., people, material and financial) 7. Establishment of an effective organizational and institutional culture that creates engagement, energy, ownership, commitment and responsibility 8. Improved practices in an effective value-return sequence 9. Demonstrated results in credible business and financial terms 10. Self-sustaining

APRIL 2013

72 at www.MT-freeinfo.com For more info, enter 74

Lubrication Checkup Sludge Prevention By Dr. Lube, aka Ken Bannister

Symptom:

Dear Dr. Lube: While changing out unreadable sight-gauges on some large gearbox reservoirs, we discovered a wall of sludge in the tank bottoms. Is it preventable?

Diagnosis:

Specialty lubricants for sustainable efficiency “Sustainable industrial production” means long-term, holistic thinking. Key examples include minimal unplanned downtime, less friction and reduced lubricant consumption. The effect: lower energy consumption, less CO2 emission, longer maintenance intervals and longer component lifetime. To keep up with your sustainability goals, we are continually improving our environmentally-friendly lubricants.

Large gearboxes are almost always oil-lubricated, and typically employ a dual system wherein the reservoir is filled with oil to a determined level—usually designated on the sight gauge—to ensure partial lubricant coverage of lower mating gear teeth at all times. At speed, gears use surface tension on their teeth to “pick up” and transfer lubricant to other gears and bearings through “meshing” action and by “flinging and splashing” lubricant in all directions within the sealed reservoir. The “splash” method often involves a pressurized delivery system. An internal gear-driven pump picks up oil near the reservoir bottom and delivers it under pressure to bearings and gears that are difficult to service with traditional “splash” lubrication. Sludge is a “telltale” sign of a neglected gearbox. Neglected oil decomposes in the presence of oxygen, water and heat. This oxidation process is caused by depletion of the lubricant’s additive package for various reasons. The end result is deposits of varnish, tar and contaminants that thicken much of the oil into that gooey soup we call “sludge.” It sits on reservoir bottoms and deposits on mechanical internals, leaving a liquid with little or no lubricating properties.

Prescription: Reservoir sludge is most definitely preventable. Here’s how: ■ Mechanically remove as much sludge as possible and use a recommended

solvent-based flushing fluid to clean the remainder. ■ Label the reservoir clearly to designate the correct lubricant manufacturer,

product name and viscosity to be used, and indicate the same details on PM work orders. ■ If the reservoir exterior is regularly cleaned with water, ensure the fill cap

and breathers (if applicable) are waterproof and always in place, or position a water-deflection shield over the reservoir.

Klüber Lubrication North America L.P. info@us.kluber.com www.klubersolutions.com/ sustainability4

■ Ensure the correct lubricant is used for the application ambient temperatures.

your global specialist

■ Always fill to the correct level; do not overfill!

■ During change-outs, make sure the cap and breathers are reinstalled, and that

the lubricant is transferred using dedicated clean equipment. ■ Use regular oil analysis to determine when to change oil based on condi-

tion—and don’t forget to change it and the filter! MT

Dr. Lube, aka Ken Bannister, will present “Industrial Lubrication Fundamentals: Certification Preparatory Workshop,” a three-day, ICML-related Professional Development Course, at MARTS 2013. For details on this value-added lube-training opportunity, visit www.MARTSConference.com. E-mail: doctorlube@atpnetwork.com. Formore moreinfo, info, enter For enter7374atatwww.MT-freeinfo.com www.MT-freeinfo.com

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MAINTENANCE TECHNOLOGY

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OPEN BOX. SEE VALUE.

OilSafe instantly safeguards your workflow. The moment it arrives on your floor, the OilSafe® lubrication system establishes best practices and simplifies maintenance. No assembly or training required. The visually intuitive color coding shows your team exactly where to put every lubricant�—e � liminating risk and errors. Keep your entire manufacturing environment running better, safer, cleaner and longer with OilSafe. Modular bulk storage cleans up your lube room and prevents contamination.

Precise-pour transfer containers eliminate spills and slowdowns.

Customizable labels ensure that every lubricant goes in the right place every time.

Start seeing business improvements today with OilSafe. OilSafe.com/seevalue | 855-211-4801

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ON THE

Road TO

SKF’s LEED Edge

SKF USA’s headquarters building in Lansdale, PA, is certified LEED Platinum, the highest ranking possible.

Long regarded as one of the most sustainability-conscious companies in the world, the respected bearing maker now includes this green building standard in its expansion plans.

here are many paths to sustainability, most of which fall into two main categories. Recycling/reuse is the first and maybe the most-used because it is easy to implement and offers a good visible example of sustainability in action. The second category—reconﬁguring equipment, processes and facility systems for greater efﬁciency—tackles sustainability from the key perspective of energy-use reduction. There’s also a third category, but one that has so far played only a minor role in manufacturing: LEED certification. Rick Carter Executive Editor

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MAINTENANCE TECHNOLOGY

APRIL 2013

ON THE ROAD TO SUSTAINABILITY

Short for “Leadership in Energy and Environmental Design,” LEED is a set of globally recognized design standards that can help ensure new and retrofitted buildings use less energy, occupy a smaller carbon footprint and provide a safer, healthier working environment. To take advantage of this path, manufacturers must be building new facilities or significantly retrofitting existing ones. They must also be committed to budgeting more for specific greendesign aspects—only some of which offer monetary payback. Global manufacturer SKF, known for its bearings and related industry-leading technologies, is in this position today, and has made LEED a key part of its expansion plans.

Why LEED? LEED is a voluntary, consensus-based, market-driven program that provides third-party verification of green buildings, according to the nonprofit U.S. Green Building Council (USGBC), where LEED originated in 1998. LEED has become perhaps the best-known and respected among several global standards with similar goals. A key word in the LEED definition is “design.” This certification isn’t awarded for random green actions, but for carefully designed plans that integrate the USGBC’s pre-determined, environmental and sustainable features. The more of them that a building incorporates, the higher its LEED rating. Some 52,000 LEED

‘BeyondZero’ Extends SKF Energy Expertise To Customers Inspired by the purpose of its main product, the bearing, to “reduce friction,” SKF has long sought to similarly reduce energy in its operations. Doing so placed it ahead of the energy-saving curve in the 1900s when the company formed. Many still regard SKF a leader in this area thanks to many well-deﬁned efforts, including its BeyondZero program. Introduced in 2005 and expanded last year to include a full portfolio of speciﬁc product and service solutions, BeyondZero broadens the company’s own energy and environmental management efforts to include ways in which SKF can help its customers reduce energy and environmental impact. BeyondZero program goals are: 1. To reduce the negative environmental impact deriving from SKF operations.

and all SKF products and solutions for renewable energy. Examples include: ■ SKF Rotor Positioning Bearings, a

key element in the stop-start engine system of micro hybrid cars. In the micro hybrid design, a gas engine stops when car movement stops, and restarts when the gas pedal is pressed. It does not include an electric motor, but does feature regenerative braking, and is estimated capable of improving fuel economy by 20%. To help enable those type of gains for its OEM and end-use customers, SKF focuses BeyondZero on the following ﬁve areas: ■ Bearings ■ Seals

2. To increase the positive environmental impact of SKF solutions by offering new technologies, products and services with enhanced environmental performance characteristics.

■ Lubrication systems ■ Mechatronics ■ Services, including 3D computer mod-

Between 2006 and 2011, SKF reduced the total energy requirements of its manufacturing operations by 10% as its business grew by 25%. In the same period, the company cut its greenhouse gas emissions, largely CO2, by 25%.

APRIL 2013

eling, advanced condition monitoring, reliability and asset management

■ SKF

Energy and Sustainability Management services, which can help organizations reduce energy consumption through an extensive, plant-wide assessment that identiﬁes high-energyuse areas within an operation.

■ SKF ConRo, a fully-sealed roll-line

unit for continuous casting operations in the steel industry. It reduces CO2 emissions by an estimated average of 1.5 tons per roll per year. In a continuous casting machine with 400 rolls, this means an annual CO2 reduction of approximately 600 tons. Learn more at www.beyondzero.com.

The BeyondZero portfolio offers solutions ranging from low-friction bearings and seals to electro-mechanical actuators

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MT-ONLINE.COM | 27

ON THE

Road TO certifications exist globally across LEED’s four point-based rankings: Certified, Silver, Gold and Platinum. Certifications are awarded to all structure types, including factories, homes and schools, and mostly for new, but also retrofit-ted construction. Importantly, LEED is not about a structure’s purpose. Therefore, manufacturing processes, however sustainable or efficient, cannot be LEED-certified. So why does SKF— a company that has long operated sustainably and with high regard for environmental concerns—find it worthwhile to pursue LEED certification for its newest factories? It has everything to do with SKF Group CEO Tom Johnstone.

LEED isn’t about a structure’s purpose. Thus, manufacturing processes, however sustainable or efficient, can’t be LEED-certified. “He [Johnstone] is a firm believer in the principles of doing sustainable business and driving the whole organization to understand these issues and improve our customers’ performance and our performance,” explains Rob Jenkinson, Director of Corporate Sustainability. “He is very much behind this, and he looks at everything: Any process we run he asks how we can ensure the best environmental performance and the best health and safety performance.” Making the point through example, SKF USA, Inc., recently sought the highest possible LEED level (Platinum) for its new headquarters building in Lansdale, PA. Opened in 2010, the three-floor, 117,000-sq.-ft. office building near Philadelphia features a geothermal heating/cooling system, solar panels, water reclamation and practically every other LEED component possible—including a nicely framed Platinum certificate. Linking LEED and manufacturing Manufacturing facilities present more environmental challenges than office buildings, but that has not kept SKF’s sustainability team from working Johnstone’s directives into SKF’s guiding principles. Initiatives include SKF’s BeyondZero program (see sidebar, page 27) along with its Sustainable Factory Rating (SFR) system, which incorporates companyspecific, LEED-like guidelines for SKF manufacturing operations along with the actual USGBC LEED guidelines for building construction. In a typical SKF bearing-manufacturing facility, the LEED guidelines impact energy use through specifications for HVAC and lighting, which account 28 |

MAINTENANCE TECHNOLOGY

for about 35% of plant energy use. SFR guidelines cover the remaining 65% of a plant’s energy bill, and focus on process energy demands and other environmental and human issues. The combined SFR/LEED requirements are mandated for all new SKF construction, greenfield or brown, and all are subject to certification: LEED by a third party (the Green Building Certification Institute) and SFR by internal SKF auditors. SKF sites support other standards, too, including ISO 50001, ISO 14001 and OHSAS 18001, which could lead one to wonder if this array of building and operational requirements in any way hampers new-project development. With some 18 new facilities constructed or under construction worldwide since 2010, when SKF formally adopted LEED, that’s clearly not the case. According to Jenkinson, SKF’s approach to building new facilities can be boiled down to two basic questions it asks of itself. “The first is, how can we build facilities anywhere in the world in a way that ensures the construction process is well-managed so people are safe and treated with respect? This approach might be a given in the U.S. or Europe,” he says, “but SKF is increasing its presence across the world. And even if the regulations in China or India, for example, are similar to those in Europe, enforcement isn’t the same. So we take this upon ourselves. The second question is about environmental performance. We ask, how can we ensure that our facilities have a minimal impact on the local environment using the best available technology?” Though Jenkinson admits that it’s always challenging to set up where you haven’t been before, he points out that SKF has not yet had to compromise its main environmental goals anywhere. The company’s recently opened bearing plant in Tver, Russia, for example, one of its three current new LEED-certified plants (with another 15 under construction or on the way to certification), presented challenges because SKF was a newcomer to the country. Not having operated in Russia since the early 20th century, it did what it has become used to doing in China and India—familiarize itself with local regulations, suppliers and the workforce. A consultant was hired to assist with Tver’s LEED design and to train the project manager and other plant personnel in LEED requirements. “But once the factory starts to run, the local staff has to set up the environmental system and the controls around them,” says Jenkinson, who adds that he was highly impressed with how smoothly the process went. The resulting 104,000-sq.-ft. Tver operation, on line since 2010, makes bearings for the Russian rail industry, which is enjoying new investment due to official efforts that promote rail use. The facility’s Gold-level LEED status is based partly on energy-saving features that have allowed its heating and cooling systems to operate on 40% less energy than the SKF factory baseline. APRIL 2013

The addition of a new low-emission biogas turbine (at left) made it possible last year for the Oakland, CA, East Bay Municipal Utility District to become the first net-zero wastewater treatment plant in North America.

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

Opened in August 2012, SKF’s newest Solution Factory in Cleveland, OH, is in line to receive Silver LEED status for its use of water reclamation, energy-efficient HVAC and lighting systems, plant-wide recycling and other LEED factors. This rehabbed 1970s facility combines two former SKF operations (spindle remanufacturing and custom seal machining).

The main LEED features at Tver include. . . ■ High-efficiency HVAC equipment with heating/cooling recovery ■ High-efficiency window glass

■ Minimum 50% use of wood certified by the Forest Stew-

ardship Council as coming from environmentally sound harvesting practices ■ Low-VOC internal materials, including, paints, coatings,

sealants and adhesives ■ High-efficiency light fittings, including LED ■ Segregation of waste and recycling in all plant operations ■ Plant location that takes advantage of local weather

patterns and exposure to natural light ■ Increased insulation on walls and roof ■ Segregation of waste and recycling during plant construction ■ Construction material with high recycled content, espe-

cially steel and insulation ■ Focus on use of regional construction material

30 |

MAINTENANCE TECHNOLOGY

The number of LEED points applied for in a given design is up to the user. Choices are based on need, budget and what can be physically accomplished at the site. LEED guidelines are also regularly reviewed to keep them relevant with regard to real-world factors such as weather, lot size, water supply, access to mass transit and more. While startup projects like the Tver plant can typically incorporate a high number of LEED features, rehabbed facilities can achieve high-level LEED certification using different USGBC systems. For example, part of SKF’s Platinum-level Lansdale headquarters includes a APRIL 2013

ON THE ROAD TO SUSTAINABILITY

rehabbed former manufacturing building. And the company’s new Cleveland-area Solution Factory, which opened last summer, is a complete retrofit—and a very successful one. “This building (the Clevelandarea facility) dates from the ’70s,” says Jon Stevens, Vice President, SKF Solution Factory, North America, and in charge of implementing these specialized operations. “It was a former medical-device manufacturing site that had been empty for at least five years.” Despite its lack of green components, the Cleveland facitliy attracted SKF because its location would enable the company to combine two existing local SKF facilities (a spindle remanufacturing operation and a custom seal machining facility) into one without losing employees. “And it had great bones,” says Stevens, “which made it easy for us to implement the design we needed. We wanted a very flexible facility from a manufacturing standpoint, and we knew we could implement environmentally sustainable design and construction here.” Stevens says flexibility is key to the Solution Factory concept because these operations are designed to create custom solutions quickly and efficiently for local customers. The Cleveland-area operation, located in the suburb of Highland Heights, is the most recent to open (August 2012) and at 71,000 sq. ft., is the largest among 20 others that operate in North America and globally. It is also the only Solution Factory to apply for LEED (Silver) certification. Major LEED-related upgrades to the Cleveland site include a complete roof replacement with added R-25 insulation and additional insulation on the inside of all exterior walls. The previously exposed cinderblock walls were studded out to receive R-14 insulation.

Other upgrades include. . . ■ A 2500-gal. collection tank that harvests rainwater for use in the site’s toilets ■ High-efficiency, LEED-certified HVAC system ■ Energy-efficient T5 lights in 38,000 sq. ft. of shop space ■ Highest possible content of recycled materials in carpet, ceiling tiles and doors

and office furniture ■ Low VOC paint throughout ■ A plant-wide recycling program for paper, cardboard, light bulbs, batteries,

computers and printers, plastic and aluminum ■ LEED-certified variable drive air compressor ■ Occupancy sensors on offices and conference rooms ■ All Energy-Star appliances and computer equipment

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ON THE ROAD TO SUSTAINABILITY

“We copied the Lansdale model with pride,” recalls Stevens. As a result, the challenges they faced had more to do with deciding what they could implement for Silver certification on a very tight schedule. “We wanted to be up and running in less than five months from when we signed the lease,” he says. “It’s not easy to find LEED-qualified components like HVAC units on short notice like that, but we did. We also had to quickly learn the availability for locally sourced materials like studs and drywall.” Still, the brownfield location did affect SKF’s chances to incorporate several other LEED goals. “Certain points weren’t available because our location is not as well covered by those associated with sustainable communities, like mass transit or local residential,” notes Stevens. Also, solar power was not deemed a practical choice for the location, nor was geothermal heating/cooling due to the site’s relatively small acreage. “Geothermal is one of the distinctions that gets you from Silver into Gold or Platinum,” he says, “so we had to go in other directions like rainwater reclamation.” They did receive points for reclamation of an existing facility and for making the best parking spaces for carpoolers and those who use low- or no-emission vehicles. “But the most convenient space is for those who ride bicycles,” he adds, “so we put showers in the facility, too. You can’t just have a bike

rack to get the points, you have to provide employees the ability to get cleaned up.” While Stevens awaits word regarding final approval of the Cleveland Solution Factory’s submission for Silver LEED certification, he’s also focused on the next one—a greenﬁeld design to be located in Birmingham, AL, that will also apply for LEED certiﬁcation. For that site and the Solution Factories that follow, he has a sustainability wish list that includes zero-waste operation. He says this is worth pursuing despite the difficulty it presents for bearing and seal-making operations like SKF’s that must integrate different types of materials in the process. “We may never reach zero waste,” Stevens says, “but we can think about what waste we create and why we create it. If we can stop making it—because waste in any form is bad— that makes us more efficient.” Describing a complex procedure the company might use to separate waste from recyclable mater-ial in its fast-moving processes, he notes pursuit of such a solution is emblematic of the holistic approach SKF takes in solving all sustainability challenges it faces. “LEED, SFR and BeyondZero aren’t things we just do randomly,” he explains. “They define how we think about the problem. This is how we run.” MT For more info, enter 04 at www.MT-freeinfo.com

aldor Generators offers two new diesel towable units that meet Interim Tier 4 EPA emissions regulations. Powered by John Deere engines, the TS500T and TS190T are both fitted with a diesel oxidation catalyst (DOC) and particulate filter (DPF) to minimize harmful exhaust gases. The TS500T is rated for 500 kVA / 400 kW at 480/277 and 208/120 Volt, three phase and rated for 250 kVA / 250 kW at 240/120 Volt, single phase. Its integral diesel fuel tank holds 550 gallons. The TS190T is rated for 186 kVA / 148 kW at 480/277 and 208/120 Volt, three phase and rated 128 kVA / 128 kW at 240/120 Volt, single phase. It incorporates a 210 gal. diesel fuel tank. All TS mobile gensets are designed with sound-attenuated and weather-resistant enclosures to keep noise in and weather out. A lighted operator-friendly control panel features a digital controller and a main circuit breaker. Receptacles, remote starting connections and voltage reconnections along with the control panel all come standard behind padlockable access doors. Both units are available in a trailer-mounted or skid configuration.

Baldor Electric Co. A Member of the ABB Group Fort Smith, AR 32 |

MAINTENANCE TECHNOLOGY

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APRIL 2013

Volume 3 Number 4

THE

RELIABILITY F I L E S TECHNOLOGY M A I N T E N A N C E

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A Winning Innovation...

Improving Switchgear Inspections At London Stansted Time really is money for most businesses. That includes airports, where diverse 24/7/365 operations put increasing pressure on maintenance teams charged with the performance of a wide range of critical tasks. Special To MT

36 |

MAINTENANCE TECHNOLOGY

ike many other major airports around the world, London Stansted Airport is open for business 24/7. The continuous operation of its passenger terminal is crucial. As London's third busiest airport, Stanstead also needs to be at the ready for every eventuality, be it bad weather or a security alert. These facts of airport life have typically put maintenance teams responsible for the reliability of the facilityâ&#x20AC;&#x2122;s low-voltage equipment under huge time pressure. This article is based on one that ran in the UK publication Engineering Maintenance Solutions.

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At best, Stansted’s engineers had four hours per night in which to conduct predictive maintenance inspections. By the time they had made the system safe, this window of opportunity was reduced even more. This meant the entire inspection cycle was significantly protracted and no system could be checked under load. With the installation of IRISS CAP Series infrared inspection windows, the savings in terms of inspection time and associated costs have been massive. Payback was instant. But the benefits extend way beyond that. An initial thermal survey of the fully energized low-voltage systems that serve the main terminal block took only five hours, showing just two minor cable faults. For the first time, the airport had a benchmark for trending future performance and the complete assurance that everything was working optimally. “Quite simply, this was not possible before we installed IRISS CAP Series infrared inspection windows,” says Stansted’s Engineering Compliance Manager, David Potter. “We were able to check individual circuits when they were switched off, but busbars continued to be a particular concern. They contain a huge amount of copper that absorbs a lot of heat over time before they go into fault status. You can’t see this if the system isn’t live.” Mission impossible London Stansted Airport has permission to handle 35 million passengers annually. Its throughput peaked at 23 million in 2007, but now some 17.5 million people pass through the terminal building each year. Night operations largely involve Ryanair and easyJet aircraft and cargo flights. Although early-morning hours offer a relatively quiet period for planned maintenance, passenger processing normally starts around 3.30 a.m.—by which time all electrical systems must be up and running. Potter, an engineer with 24 years experience at Stansted, is responsible for strategic planning and maintenance of electrical distribution at the facility—both high- and APRIL 2013

low-voltage. Unfortunately, while parts of the high-voltage network can be selectively shut down without compromising the operation, the low-voltage equipment does not have similar capacity. “Our high-voltage network is owned and managed by UKPNS, but maintenance of low-voltage equipment is down to our own engineering teams,” Potter explains. “We confirm the maintenance schedule with the Airline Operators Committee three months in advance, and our Maximo planning system flags up what needs to be inspected each night, but in every case it’s a race against time.” The airport’s electrical infrastructure is enormous. Power is brought onto the site at 33kV and transformed down to 11V. The low-voltage network feeds all manner of systems MT-ONLINE.COM | 37

SUPPLY CHAIN LINKS

in the main terminal building—typically related to IT and baggage handling. Therefore, any unexpected interruption in the power supply could have serious consequences. The potential cost of failure is also enormous: The airport’s Service Quality Rebate scheme (SQR) is a program whereby the airport has to compensate its customers, the airlines and the handling agents if it fails to meet an agreed level of expectation. Although efficient maintenance had previously prevented serious low-voltage system failures, Potter wanted greater assurance. He had considered installing infrared windows to complement outsourced thermal imaging surveys and to allow live inspection, but products available in the marketplace were deemed unsuitable. As he puts it, “A small crystal window may have been fine for small switchgear, but the size of our equipment meant that we would end up with so many windows, our substation would look like a submarine. Even if it had been viable from a practical standpoint, the cost would be huge. And, crucially, an individual window would be too small to allow the all-important inspection of an entire busbar.” 38 |

MAINTENANCE TECHNOLOGY

Eureka Potter’s “Eureka” moment came when he read an article on IRISS Custom Application Product (CAP) Series infrared windows made from transmissive polymer. This type of fully impact-resistant material allows the window to be any size—an ideal solution for applications involving large switchgear. He quickly contacted IRISS for assistance. Although IRISS initially considered the work to be a twophase project, the low cost of its product allowed all substations serving the terminal block to be fitted with the new CAP windows at one time. The potential savings in inspection time and the ability to inspect live systems, including the busbars, easily justified the investment. The specification was approved on Nov. 6, 2012, a comprehensive installation plan was then drawn up by IRISS and the entire job completed by Christmas. Getting it all done According to Potter, the IRISS team was quite flexible in working to complete the job within the time constraints imposed by 24-hour operation. Having installed an isolation APRIL 2013

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SUPPLY CHAIN LINKS

sheet on each cabinet, the thick door panel was removed to the access road where the required hole was cut with a jigsaw and the appropriate IRISS CAP Series window fitted. This work continued until a total of 72 windows had been installed, comprising a combination 6”, 12” and 24” products—all of them available in the standard range. The largest window is, of course, ideal for thermal inspection of busbars and multiple components. Given the fact that IRISS CAP Series windows can be fully customized to suit the application, they offer users a wide range of benefits. For example, a window no longer needs to be round, nor is its size restricted. (A crystal window, by comparison, becomes too fragile beyond a 4” diameter.) Moreover, the IRISS technology reduces the number of windows required, their installation time and associated costs. The payback Once they were in place, the new IRISS windows at London Stansted had an immediate impact on switchgear inspection time. “It took just five hours to complete the job in daylight hours, including walking from one substation to the next and coffee breaks,” David Potter recalls. “Previously it would take us two nights to inspect just one panel. Now there’s no need for isolations or back feed and our engineers’ safety is completely assured. A single thermographer with a thermal imaging camera and without PPE can do everything.” 40 |

MAINTENANCE TECHNOLOGY

IRISS performed the first thermal imaging survey following the installation of its windows on Jan. 8, 2012. It’s a testament to the skill of the London Stansted Airport maintenance team that only two minor faults were discovered. (Considering the scale of the airport operation, that’s a significant achievement.) The thermal inspection report provided a comprehensive snapshot of the health of the entire low-voltage network at London Stansted. Potter is quite pleased with the report. “I now have the thermal performance of each system printed out,” he notes, “and for the first time, a benchmark on which to base future thermal inspections. Previously, it would take us a couple of years to inspect the complete network and even then we had no idea what was happening under load.” These days, with the knowledge that his switchgear systems have been thoroughly inspected, Potter is able to rest much easier. “Now, we can see the live circuits and cables and the temperature rise on busbars,” he explains. “This means we are able to apply trends to every system. In short, I now know the terminal is truly safe and that’s a big tick against my list. I’m really sold on this technology.” MT For more info, enter 06 at www.MT-freeinfo.com

Coincidentally, the IRISS CAP Series window technology referenced in this article has been named a Runner Up in the “2012 Maintenance & Reliability Innovator of the Year Award Program.” Congratulations! APRIL 2013

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TECHNOLOGY SHOWCASE

Safety Matters

On the horizon and moving toward you...

Power Monitoring App For iPads Helps Facilitate Safe Operation In Hazardous Locations

ummit Technology, Inc., manufacturer of the PowerSightâ&#x201E;˘ line of power monitors and power-quality analyzers, has introduced PSM-i (Powersight Manager software for the iPadÂŽ) as a free app download on Apple iTunes. With PSM-i installed on an iPad, the user can set up, operate, display and analyze data graphically from a WiFi-enabled PowerSight meter that is often inaccessible without taking cumbersome safety precautions. For example, the NFPA 70E and CSA Z462 standards require the use of personal protective equipment, or PPE, when the circuits to be accessed present an arc flash hazard. While an iPad equipped with PSM-i does not eliminate the need for PPE entirely, it reduces PPE use to a minimum to provide relief to the worker operating under difficult conditions. According to the company, the iPadâ&#x20AC;&#x2122;s small size and weight and outstanding graphics capabilities make it an ideal companion for testing with PowerSight meters. The â&#x20AC;&#x153;Wizard Screensâ&#x20AC;? feature provides a simple and intuitive guide to planning and setting up a power study. In addition, the user can view dozens of high-resolution screens that allow real-time access to waveforms and phasor diagrams, as well as multi-meter displays of instantaneous power values. Among other things, an iPad equipped with PSM-i also enables the user to record and download monitoring data and then review, store and/or email the results. The software incorporates a built-in Report Writer that compiles data in a just a few seconds and generates a professionallooking summary that includes text table and graph plots. Summit Technology, Inc. Walnut Creek, CA

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MAINTENANCE TECHNOLOGY

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APRIL 2013

TECHNOLOGY SHOWCASE

EPA-Compliant Particulate Monitor

ilterSense’s PM 100 continuous particulate emission monitor and baghouse leak detector incorporates Automatic Zero and Span Checks to eliminate manual calibration audits as required by the US EPA for MACT and other regulations for fabric-filter particulate emissions monitoring. In addition to the product’s internal self-checks, the manufacturer says its field-proven induction-sensing and protected-probe technologies provide enhanced reliability over older opacity and triboelectic technologies. As particles flow near and around the probe, a minute current is induced. A DSP processes that signal into an absolute output relative to particulate flow. A protective layer over the probe works in combination with induction-sensing to ensure reliable operation with conductive particulate, moist powders, corrosive gases and particulate buildup. According to FilterSense, maintenance is minimal with this modular-platform product, and there’s no need for an air purge. For durability, the sensors are passive and free of electronics. For safe, easy access and to facilitate EPA QA checks, the control unit and electronics are remote. FilterSense Beverly, MA

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MACHINING WITHOUT COOLANT The Cold Gun Aircoolant System increases tool life, tolerances and production rates by eliminating heat build-up. The quiet Cold Gun produces cold air at 20°F from compressed air to extend tool life, stop burning, and reduce wheel loading. No moving parts assures maintenance-free operation. The Cold Gun is ideal for dry machining or to replace messy mist systems. Applications include milling, tool and carbide grinding, drill sharpening, plastics machining.

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HOLD THESE DATES April 30 – May 3, 2013

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MAINTENANCE LOG

Dealing with thermal growth...

Fig. 1. Cooper Turbo Compressor Unit with ROTALIGN ULTRA laser shaft alignment system in the foreground

Improved Trending Leads To More Accurate Alignment Targets Thermal growth can damage your equipment and processes, not to mention your bottom line. Monitoring positional changes it causes is a good way to keep this pesky phenomenon from getting out of hand. Pedro Casanova LUDECA, Inc. APRIL 2013

UDECA was contacted by a customer about a Cooper Turbo Compressor that was exhibiting high levels of vibration—the kind that could impact the unit’s longterm operation and reliability. Fortunately, the customer owns a ROTALIGN ULTRA laser shaft-alignment system (Fig. 1) equipped with the optional LIVE TREND module that can monitor positional changes due to thermal growth over time. That capability offers great value for operations whose critical equipment systems are subject to thermal growth situations.

Thermal growth can be an expensive proposition for a plant. As machines heat up, thermal expansion causes changes in the alignment condition, which can lead to higher vibration and temperatures, along with higher power consumption and a consequent increase in maintenance costs. The customer’s turbo compressor is driven by a motor rated as 1750 hp at 3550 RPM. The alignment targets that the customer was using were called into question when vibration continued even after performing a successful MT-ONLINE.COM | 45

MAINTENANCE LOG

Fig. 3. Final growth data per LIVE TREND

Fig. 2. The LIVE TREND monitor bolted into place

shaft alignment with the ROTALIGN ULTRA. To verify—and possibly redefine—the targets to be used for future alignments, the LIVE TREND monitoring system was set up on the machine, with the brackets firmly bolted into place as shown in Fig. 2. (Although not employed in the customer’s application, simple repair putty can be used, which would reduce the time needed to get the LIVE TREND module into place.) After collecting data for about three hours, the original targets for Vertical Offset (VO1) of +10.0 mils and Vertical Angularity (VA1) of +4.0 mils at an 8.5-inch diameter coupling were confirmed to be inaccurate. Thus, a new VO target of -6.4 mils and VA target of +6.6 mils per 8.5 inches were established. Figure 3 shows the final growth data. (NOTE: Since the monitoring was conducted from “Cold to Hot,” the Cold Alignment Targets will be the same values, but with opposite signs.) Calculating the costs of inaccuracy The original VO target was so inaccurate that it was no wonder the machine was vibrating severely at operating temperature. The motor had been set 10.0 mils high (VOt = +10 mils) instead of 6.4 mils low, as the LIVE TREND data suggested it should be. This state of affairs caused the machines to be misaligned by as much as 16.4 mils. Although the original VA target error of 2.6 mils was less severe, it still needed to be addressed. It was decided that the new targets would be used to align the machines at the next opportunity. Calculating the benefits of improved trending The next scheduled downtime for the problem unit occurred a month later. Once the equipment was realigned to the new 46 |

MAINTENANCE TECHNOLOGY

Table I. Before and After Live Trend Vibration Readings of Customer’s Turbo Compressor Vibration Reading

Before LT (in/sec)

After LT (in/sec)

1st Stage

0.91

0.12

2nd Stage

0.62

0.08

3rd Stage

0.40

0.10

targets, the team hoped to see a reduction in the damaging vibration levels they had been experiencing. When the machinery was started, it stabilized at normal operating temperature. Incredibly, the vibration levels (as shown in the before-andafter data of Table I) were measured at near zero. MT Pedro Casanova is Senior Alignment Application Engineer with LUDECA, Inc. Telephone: (305) 591-8935; email: pedro.casanova@ludeca.com. For more info, enter 09 at www.MT-freeinfo.com APRIL 2013

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6*' +PFWUVT[ 'XGPV QH VJG ;GCT ͻ ^ĞĞ ƚŚĞ ŶĞǁĞƐƚ ƉƌŽĚƵĐƚƐ ĂŶĚ ƐĞƌǀŝĐĞƐ ĨŽƌ ĞůĞĐƚƌŽŵĞĐŚĂŶŝĐĂů ƐĂůĞƐ͕ ŵĂŝŶƚĞŶĂŶĐĞ ĂŶĚ ƌĞƉĂŝƌ͘ ͻ dŚĞ ůĂƌŐĞƐƚ ĞǆŚŝďŝƟŽŶ ŽĨ ůĞĂĚŝŶŐ ŵĂŶƵĨĂĐƚƵƌĞƌƐ ĂŶĚ ƐƵƉƉůŝĞƌƐ ŝŶ ŵĂŶǇ ǇĞĂƌƐ͕ ǁŝƚŚ Ă ǁŝĚĞ ƌĂŶŐĞ ŽĨ ƉƌŽĚƵĐƚƐ͕ ŝŶĐůƵĚŝŶŐ Θ ŵŽƚŽƌƐ͕ ŐĞŶĞƌĂƚŽƌƐ͕ ĐŽŶƚƌŽůƐ͕ ĚƌŝǀĞƐ͕ ĐŽŶĚŝƟŽŶ ŵŽŶŝƚŽƌƐ Θ ĂŶĂůǇǌĞƌƐ͕ ƉƵŵƉƐ ĂŶĚ ƌĞůĂƚĞĚ ĞƋƵŝƉŵĞŶƚ͘ ͻ ǆƚƌĂŽƌĚŝŶĂƌǇ ĞĚƵĐĂƟŽŶ ĨŽƵŶĚ ŶŽǁŚĞƌĞ ĞůƐĞ͘

4GIKUVGT 6QFC[ CV YYY GCUC EQO For more info, enter 86 at www.MT-freeinfo.com

SOLUTION SPOTLIGHT

On-Line Heat Exchanger Monitoring: Real-time Assessment Of Your Exchanger Performance A pre-engineered, integrated solution from Emerson can make life a whole lot easier around your site. It detects accelerated fouling and identifies the best cleaning time to optimize an exchanger’s energy usage, capacity, maintenance cost, carbon footprint and safety. Read more.

nergy, next to raw material, remains one of the leading controllable costs in most manufacturing processes. Great strides have been made over the years to make plants more efficient by recovering heat from the process in cross-exchangers. But heat exchangers foul. It’s a fact of life. How fast they foul depends on a number of factors, including exchanger material and design, process fluid composition, process flows and temperatures. Fouling is caused by a variety of mechanisms, including those that are corrosionrelated, or process conditions like coking, or composition factors like solids precipitation, to name a few. One problem with which companies struggle is that of an operating condition or feedstock creating accelerated exchanger fouling. For example, refineries have begun to see issues with particular crude blends that cause asphaltenes to precipitate out and rapidly foul the crude pre-heat train. Relatively short-term excursions in cooling water pH can lead to rapid buildup of microbial fouling in all of the cooling water exchangers at the site. In these circumstances, it is important to quickly notice when exchanger performance is degrading. Plants are designed to operate despite fouled exchangers. The consequence of lost heat recovery in exchanger trains is higher steam or fuel consumption in downstream units, and more heat rejected to cooling water. This costs money and increases carbon footprints. Emerson’s studies estimate that just 1% improvement in the heat recovery train for a 280,000-bbl/d refinery is worth about $1.8 million annually in energy savings. That’s great news, but without on-line monitoring, how do you know when an exchanger is fouled enough to justify its removal from service for cleaning? Periodic manual exchanger surveys call for engineering manpower. They’re also inadequate for detecting rapidly developing conditions.

APRIL 2013

Emerson’s AMS Suite condition monitoring for heat exchangers provides on-line calculation of key performance metrics like heat duty, fouling factor and cost of fouling.

What’s new? Many plants were initially built with only necessary instrumentation to safely operate their units. And since exchanger monitoring isn’t critical, exchangers were often insufficiently instrumented to conduct real performance monitoring—the thermowells were there, but the instruments were not. With today’s wireless devices, the cost to instrument a train of heat exchangers with the temperatures, pressures and flows needed for on-line monitoring has been greatly reduced, making monitoring solutions much more easily justified. Once the process values are available, an application is needed to calculate the exchanger performance and notify personnel when a problem is detected. That’s where Emerson Process Management comes in: It has recently introduced AMS Suite: Essential Asset Monitoring (EAM), a suite of on-line performance monitoring solutions for various types of assets such as pumps, heat exchangers and blowers. EAM for Heat Exchangers is designed to monitor shell-andtube exchanger conditions relative to a unit’s original clean state. Key performance metrics like exchanger heat duty, heat transfer coefficient, fouling factor and cost of fouling are used to determine an overall health value for the exchanger. An example display from the AMS Suite: EAM-Heat Exchanger is provided in the above chart. Using this tool, operators and maintenance staff are alerted whenever an exchanger is in need of cleaning or an abnormal increase in fouling is detected. MT Emerson Process Management Austin, TX For more info, enter 30 at www.MT-freeinfo.com MT-ONLINE.COM | 49

CAPACITY ASSURANCE MARKETPLACE

Technology Moves HMIs In A New Direction

Fault-Detection Software

ccording to Opto 22, its new product named groov will change the way industry views human-machine interfaces (HMIs) forever. Using only a modern Web browser, it lets users quickly and securely build and deploy simple, effective and scalable browser-based interfaces for automation, monitoring and control applications. These human-device interfaces (HDIs), as Opto 22 calls them, can then be viewed on almost any computer or mobile device, regardless of manufacturer or operating system, including PCs, tablets, smartphones and smart high-definition televisions. The initial design works with Opto 22 control systems: all SNAP PAC controllers, including SoftPAC, and OptoEMU Sensor energy monitoring units. (A later version will support OPC UA.) UL and cUL approvals are pending.

OPTO 22 Temecula, CA

he latest version of FFDWorX Fault-Detection and Diagnostic software from ICONICS is designed and certified for Windows 8, Windows 8 apps and Windows 2012 server operating systems. The off-theshelf product can provide continuous commissioning capabilities for any manufacturing operation, and is easy to configure and set up to help detect energy and operational inefficiencies. Visualization and diagnostics technology quickly recommends a possible cause.

ICONICS Foxborough, MA For more info, enter 32 at www.MT-freeinfo.com

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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 For more more info, info, enter enter 87 84 at at www.MT-freeinfo.com www.MT-freeinfo.com For more info, enter 87 at www.MT-freeinfo.com

50 | MAINTENANCE TECHNOLOGY

Point-Of-Use Filter For Compressed Air Systems

A-MAN® Corporation’s Extractor/Dryer® is a point-of-use filter for compressed air systems. The two-stage filter is designed to efficiently remove moisture and contaminates, and operates most effectively within 25’ of point of use. Each model offers a standard 5-Micron rating, with lower Micron ratings available. With flow ranges of 15 SCFM to 2000 SCFM and pressure ratings of up to 250 PSI, the unit is suited for use with air-powered tools, powder coating, pneumatic operated equipment and more. LA-MAN Corp. Mazeppa, MN

For more info, enter 33 at www.MT-freeinfo.com

APRIL 2013

CAPACITY ASSURANCE MARKETPLACE

Maintenance-Friendly Electric Chain Hoist

Leak-Resistant Rotary Screw Air Compressor

he Konecranes CLX Electric Chain Hoist is targeted for manufacturing applications where high-speed load transfers and precise assembly work are required. Currently in capacities of 130 to 4400 lbs (60 to 2000 kg), CLX can be paired with workstation cranes, overhead cranes, jib cranes and more. All electronics have been placed on compact circuit boards, decreasing internal wiring and limiting the parts required for maintenance. These aluminum-frame units also feature maintenance-free transmissions and patented five-tooth chain sprockets with intermediate teeth.

ngersoll Rand’s latest rotary screw air compressor model is the R-Series 37-45 kW (50-60 hp). It is equipped with the same V-Shield™ technology as the company’s 55-160 kW units, which includes stainless steel pipes, metal-flex hoses and elastomeric face seals to prevent leaks. The piping system is also configured to minimize the effects of vibration. The unit is available in fixed-speed or Nirvana Variable-Speed Drive (VSD) options.

Konecranes Springfield, OH

Ingersoll Rand Davidson, NC

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CUSTOM REPRINTS Use reprints to maximize your marketing initiatives and strengthen your brand’s value. Reprints are a simple way to put information directly into the hands of your target audience. Having been featured in a well-respected publication adds the credibility of a third-party endorsement to your message.

REPRINTS ARE IDEAL FOR: Q New Product Announcements Q Sales Aid For Your Field Force Q PR Materials & Media Kits Q Direct Mail Enclosures

Q Customer & Prospect Communications/Presentations Q Trade Shows/Promotional Events Q Conferences & Speaking Engagements Q Recruitment & Training Packages

For additional information, please contact Foster Printing Service, the official reprint provider for Maintenance Technology.

Call 866.879.9144 or sales@fosterprinting.com For more info, enter 34 at www.MT-freeinfo.com APRIL 2013

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CAPACITY ASSURANCE MARKETPLACE

Ultrasound Data Collector

DT has added an acceleration feature to its SDT270 ultrasound data collector, allowing inspectors to measure, log, alarm and analyze vibration data. It also features survey-driven temperature, tachometer and static/dynamic measurements powered by an on-board synchronous database. Data can be further analyzed through the company’s Ultranalysis Suite software. SDT Ultrasound Solutions Cobourg, ON, Canada For more info, enter 36 at www.MT-freeinfo.com

Lube-Additive Diagnostic Tool With Wi-Fi Connectivity

luitec’s RULER View™ diagnostic tool provides the type of critical insight into the health and remaining useful life of the antioxidant additives in lubricants that heretofore hasn’t been available through other condition monitoring and analysis technologies. An advancement of the company’s flagship condition monitoring product, the RULER, it features a microphone for real-time dictation of data relevant to the sample and an integrated camera to capture an image of the MPC patch (Membrane Patch Colorimetry, ASTM D7843) when testing for varnish potential. Technology-friendly Wi-Fi connectivity allows for seamless software upgrades and product support. The built-in report template and integrated software lets users quickly produce high-value, professional reports on the remaining useful life of their critical lubricating assets. Fluitec International Jersey City, NJ

For more info, enter 89 at www.MT-freeinfo.com

52 | MAINTENANCE TECHNOLOGY

For more info, enter 37 at www.MT-freeinfo.com

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CAPACITY ASSURANCE MARKETPLACE

Versatile Water Pump Pliers

Thermal Mass Flow Controllers

he Cobra® Quick Set addition to the Cobra® Water Pump Pliers family from Knipex Tools combines features of automatic adjusting pump pliers with traditional push-button pump pliers. Measuring 10” in length, the pliers feature a 2” gripping capacity and are useful in confined or hard-to-reach areas. Instead of having to press a pushbutton mechanism to adjust the tool, the user can simply slide the top handle forward to achieve the desired capacity. It adjusts easily with one or two hands.

rooks Instrument’s expanded line of GF 40/80 Series of thermal mass flow controllers features broader capabilities, such as increased flow rates up to 50 standard liters per minute (slpm) and a “normally open” valve for non-hazardous gas applications. The GF 40/80 Series is available with Brooks’ MultiFlo™, which enables users to re-program the gas and/or range in minutes without needing to remove the mass flow controller from service.

Knipex Tools, LP Arlington Heights, IL

Brooks Instrument, LLC Hatfield, PA

For more info, enter 38 at www.MT-freeinfo.com

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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

For more info, enter 82 at www.MT-freeinfo.com

APRIL 2013

For more info, enter 91 at www.MT-freeinfo.com

MT-ONLINE.COM | 53

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: Inpro/Seal

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 95 at www.MT-freeinfo.com www.airsentry.com

Increase reliability while decreasing costs with Inpro/Seal application solutions. The inventor of the original bearing isolator, Inpro/Seal’s technologies increase the reliability of rotating equipment and provide real cost savings by improving MTBR. Our superior customer service and streamlined production processes allow for same-day shipments on most products, even new designs. For more info, enter 92 at www.MT-freeinfo.com www.inpro-seal.com

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 93 at www.MT-freeinfo.com www.MARTSConference.com

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. For more info, enter 94 at www.MT-freeinfo.com www.kabelschlepp.com

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 96 at www.MT-freeinfo.com www.pip.org

Easy to use. Powerful software. Priced right. Whether you’re a three-store pizza operation or a global conglomerate, MAPCON CMMS is designed for you. No matter if you merely want a basic start-up maintenance package or a complete enterprise CMMS solution with advanced capabilities, MAPCON CMMS is the answer. For more info, enter 97 at www.MT-freeinfo.com www.mapcon.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

ATP List Services

In order for us to send

Customized, Targeted Lists For Your Marketing Needs

to you FREE,

www.atplists.com

we are required by the US Post Office to have a completed and signed renewal form once a year.

Contact: Ellen Sandkam 847-382-8100 x110 800-223-3423 x110

MAINTENANCE TECHNOLOGY

You may renew online at

www.mt-online.com 54 | MAINTENANCE TECHNOLOGY

info@atplists.com esandkam@atplists.com 1300 S. Grove Ave., Suite 105, Barrington, IL 60010

APRIL 2013

Index ADVERTISER

Your Source For CAPACITY ASSURANCE SOLUTIONS

APRIL 2013 Volume 26, No. 4 •

WEB ADDRESS

April 2013 • Volume 26, No. 4 RS #

PAGE #

Air Sentry ................................................................www.airsentry.com ............................................95 .......................54 ALL-TEST Pro, LLC...............................................www.alltestpro.com/c/277 ................................77 .......................39 ATP Lists .................................................................www.atplists.com ...............................................87 .......................50 Baldor Electric Company......................................www.baldor.com ................................................99 ......................BC Cascade Machinery Vibration Solutions.............www.cascademvs.com .......................................76 .......................31 CRC Industries.......................................................www.crcindustries.com/ei.................................89 .......................52 Des-Case Corporation ..........................................www.descase.com ..............................................78 .......................29 Diamond Chain .....................................................www.diamondchain.com..................................90 .......................52 EASA .......................................................................www.easa.com ....................................................86 .......................48 Engtech Industries Inc...........................................www.engtechindustries.com.............................91 .......................53 Exair Corporation..................................................www.exair.com/48/199.htm .............................82 .......................43 FabEnCo Inc...........................................................www.safetygate.com/mtech ..............................79 .......................42 Fluid Defense..........................................................www.oilsafe.com/workflow ..............................74 .......................25 Fluke ........................................................................www.fluke.com/vibrationmeter .......................66 .........................5 Foster Printing Services .........................................www.fosterprinting.com ...................................88 .......................51 Grace Engineered Products. Inc. ..........................info.graceport.com/4mt2013............................85 .......................47 Inpro/Seal, LLC C/O Waukesha Bearing, Inc......www.inpro-seal.com..........................................92 .......................54 IRISS, Inc.................................................................www.iriss.com/mt ..............................................98 ....................IBC Kluber Lubrication North America L.P. ..............www.klubersolutions.com/sustainability4 ......73 .......................24 Lubriplate Lubricants Co. .....................................www.lubriplate.com ..........................................70 .......................14 Ludeca Inc...............................................................www.ludeca.com ................................................61 .................... IFC Mapcon Technologies, Inc. ...................................www.mapcon.com.............................................97 .......................54 MARTS-Applied Technology ...............................www.martsconference.com ..............................69,84,93.. 11,44,54 Meltric Corporation ..............................................www.meltric.com...............................................81 .......................43 Miller-Stephenson Chemical Co. .........................www.miller-stephenson.com............................64 .........................4 Milwaukee Electric Tool Corporation .................www.milwaukeetool.com/thermal-imaging...67 .........................7 Mobil Industrial Lubricants..................................www.mobileindustrial.com ..............................63 .........................2 NSK Corporation ..................................................www.nskamericas.com......................................75 .......................41 Process Industry Practices.....................................www.pip.org .......................................................68,96 ...............9,54 Royal Purple, Inc. ...................................................www.royalpurpleindustrial.com ......................72 .......................23 Scalewatcher ...........................................................www.scalewatcher.com......................................260,280.........34,35 SKF ..........................................................................www.amcna2013.com .......................................71 .......................21 Strategic Work Systems, Inc. .................................www.swspitcrew.com ........................................65 .........................4 Test Products International ..................................www.testproductsintl.com ................................80,83 ..................43 U.S. Tsubaki Power Transmission, LLC ...............www.ustsubaki.com...........................................62 .........................1 U.S. Tsubaki Power Transmission, LLC ...............www.kabelschlepp.com .....................................94 .......................54

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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APRIL 2013

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SALES STAFF OH, KY, TN 5107 Berkshire Drive North Olmsted, OH 44070 440-463-0907; Fax 440-891-1254 JOHN DAVIS jdavis@atpnetwork.com AL, DC, DE, FL, GA, MD, MS, NC, NJ, PA, SC, VA, WV 1750 Holmes Drive West Chester, PA 19382 610-793-3093; Fax 610-793-3094 JIM HANLEY jhanley@atpnetwork.com IA, MN, NE, ND, SD 1300 South Grove Avenue, Suite 105 Barrington, IL 60010 847-382-8100 x116; Fax 847-304-8603 BILL KIESEL bkiesel@atpnetwork.com CT, ME, MA, NH, NY, RI, VT, ON, QC P.O. Box 1059 Osterville, MA 02655 508-428-3331; Fax 508-428-2545 VINCENT LeGENDRE vlegendre@atpnetwork.com IL, IN, MI, WI 1173 S. Summit Street Barrington, IL 60010 847-382-8100 x108; Fax 847-304-8603 TOM MADDING tmadding@atpnetwork.com AR, KS, LA, MO, NM, OK, TX 5930 Royal Lane, Suite E #201 Dallas, TX 75230 972-816-3534; Fax 972-767-4442 GERRY MAYER gmayer@atpnetwork.com AZ, CA, CO, ID, MT, NV, OR, UT, WA, WY, AB, BC, MB, SK 3605 N. Tuscany Mesa, AZ 85207 480-396-9585 JERRY PRESTON jpreston@atpnetwork.com CLASSIFIED ADVERTISING 3605 N. Tuscany Mesa, AZ 85207 480-396-9585 JERRY PRESTON jpreston@atpnetwork.com

MT-ONLINE.COM | 55

viewpoint Mark Lee, Vice President and General Manager, Inpro/Seal

Little Acts Produce Big Results

s we ponder ways to improve customer intimacy, we are inundated with tools like CRM, VOC, RSS and a slew of other TLAs (threeletter acronyms). While the concept is making some software companies and consultants very wealthy, I’m struck by the desire to build a customer-intimate culture—one focused on delivering a positive experience for the customer. This desire reminds me of a story one of our associates recently shared with me. After a tough day, she was treating her daughter to dinner at a local restaurant where they noticed a man clad in army fatigues dining with his own daughter. Compelled by a sense of thanksgiving and ongoing discussions about Inpro/Seal’s giving program, she decided to pay for their meals (anonymously). The restaurant manager was so moved that he invited our associate to return with her daughter soon for another dinner—on the house. Walking to her car, this woman realized her bad day had suddenly turned a lot brighter. It’s amazing what a simple act of giving can do. Many organizations establish giving programs to share their success with those who need it most. In 2012 alone, for example, an estimated $298 billion was donated to charities through corporate giving. Besides the obvious monetary and service benefits for the receiving entities, there are significant benefits for contributing organizations. Giving programs boost employee morale, empower associates to make decisions, create positive business images and establish strong ties to communities. Each of these benefits has a positive impact on individual employees and companies as a whole. One often-overlooked benefit involves the ability of a giving program to translate into a customercentric culture that puts customers front and center in everything an organization does. Key components in this type of culture include responsiveness, can-do attitudes, humility and a clear focus on overall customer needs. Let’s look at these elements from the perspective of a giving program.

At Inpro/Seal, one of our most successful initiatives is “Jean Day Wednesdays,” which allows employees to wear jeans for a $5 donation. Each quarter, the company matches those contributions, and the total amount is given to a charity or benefit fund selected by the employees. Within the past year, we’ve donated thousands of dollars to community-based and individual charities that are near and dear to our associates. Another of our initiatives lets employees in the plant donate canned goods to a local food bank in exchange for being able to wear their favorite sports teams’ apparel. With so many associates participating in these programs, minimal individual giving has become something big at our company.

It’s amazing what a simple act of giving can do. We’ve seen it for ourselves. Watching such donations sent out as a result of their efforts has helped generate a strong can-do attitude among our associates. In turn, they are gently reminded that no matter how difficult their own days are, there are others in the world—including some in our community—who are facing greater challenges. I’ve seen firsthand the lessons learned as Inpro/Seal employees focus on the needs of others and discuss the charities and benefit funds to which our collective contributions should go. At our headquarters, we display a quarterly giving plaque with a quote from Maya Angelou that has become a slogan for us: “When you learn, teach. When you get, give.” I believe this philosophy helps drive the strong customer-centric culture for which Inpro/Seal is known. If your organization hasn’t yet done so, I encourage you to embrace it soon. MT 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.

56 | MAINTENANCE TECHNOLOGY

APRIL 2013

For more info, enter 98 at www.MT-freeinfo.com

The First Name in Power Transmission

BaldorÝDodge® power transmission products offer reliable service and low maintenance to help reduce your total cost of ownership. Our innovative bearings, gearing and power transmission products have solved the toughest applications for over 130 years.

Ý Unmatched Quality

Our technical sales team can help you with the most challenging applications, and our worldwide distributor network ensures immediate delivery.

Ý Improved Uptime

When it comes to PT solutions, BaldorÝDodge is the first name in power transmission. baldor.com

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For more info, enter 99 at www.MT-freeinfo.com