Maintenance Technology May 2011 by Applied Technology Publications

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International Maintenance Excellence Conference October 5 to 7

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

IMEC is organized by:

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contents MAY 2011 • VOL 24, NO 5 • www.MT-ONLINE.com

M A I N T E N A N C E

TECHNOLOGY

YEARS

Your Source For CAPACITY ASSURANCE SOLUTIONS

Features CAPACITY ASSURANCE STRATEGIES 14

Measuring Through A Chain Of Success Connecting these important links can bring clarity to an operation and benefits to its bottom line. ©NOBEASTOFIERCE— FOTOLIA.COM

Brian Becker, Ed.D., and Brent Miller, Reliability Management Group (RMG)

CAPACITY ASSURANCE SOLUTIONS 19

Filling In The Electrical-Safety Puzzle Is your organization missing some major pieces in this very important picture? These tips will help close the holes. Tony Locker, P.E., and Ken Cybart, Littelfuse

dePartMeNts

PROCESS IMPROVEMENTS 23

Cardan Shaft Alignment

These applications aren’t as straightforward as others. Their special considerations call for special tools and approaches.

My Take

Uptime

Brad Van Schyndel, Centerline, Inc.

Motor Decisions Matter

UTILITIES MANAGER

Don’t Procrastinate… Innovate!

Technology Showcase

■ How Much Is Your Air System Really Costing?

Solution Spotlight

Ron Marshall and Bill Scales, for Compressed Air Challenge

Marketplace

BEST PRACTICES

Information Highway

The Shortest Distance Between Two Points Is A Straight Line

Classiﬁed

Supplier Index

Viewpoint

■ Big Money Talks William C. Livoti

Don’t let anyone tell you otherwise, even on your continuous reliability and maintenance journey. Christer Idhammar, IDCON, Inc.

www.MT-online.com www. • exclusive online-only content • late-breaking industry news • 12 years of article archives MAY 2011

Your Source For

Capacity Assurance Solutions

• suppliers/products/services • comprehensive events calendar • professional development opportunities and more. . . mt-online.com | 3

M A I N T E N A N C E

TECHNOLOGY

Voice recordings because pen and paper aren’t always handy

YEARS

Your Source For CAPACITY ASSURANCE SOLUTIONS

May 2011 • Volume 24, No. 5 arthur l. rice

320 x 240 resolution because you said bigger is deﬁnitely better

President/CEO arice@atpnetwork.com

Rugged design because not every job happens at ground level

Executive Vice President/Publisher bkiesel@atpnetwork.com

bill kiesel Jane alexander

Editor-In-Chief jalexander@atpnetwork.com

rick CARTER

Executive Editor rcarter@atpnetwork.com

ROBERT “BOB” WILLIAMSON Kenneth E. Bannister RAYMOND L. ATKINS Contributing Editors

RANDY Buttstadt

Director of Creative Services rbuttstadt@atpnetwork.com

GREG PIETRAS

Editorial/Production Assistant gpietras@atpnetwork.com

ellen sandkam

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

edward kane

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

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

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Subscriptions: For inquiries or changes contact Jeffrey Heine, 630-739-0900 ext. 204 / Fax 630-739-7967

The job site is where real life sparks real innovation. And because we start by listening to real-world pros like you, we know how to build real-world tools. Get faster, safer, and smarter. See the innovations you’ve inspired, www.ﬂuke.com/innovation

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

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MAY 2011

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MY TAKE

Jane Alexander, Editor-In-Chief

The Heroes Among Us

ummed out. It’s a feeling I hadn’t been able to shake since the day the monster earthquake and tsunami slammed Japan and the Fukushima Daiichi nuclear plant began melting down, dashing so many lives, hopes and dreams in a deadly domino-effect process. Gluing myself to countless pieces of news streaming out in the aftermath of this triple whammy had become almost a fulltime job. That is, until news accounts of the wildfires raging across my beloved Texas and the killer storms rolling from Oklahoma through much of the South started tearing my heart out anew. One thing for sure is that amid each of these recent catastrophes, heroes of all types and stripes— both two-legged and four-legged—have emerged. Whether protecting their families and friends from nature’s wrath or pulling complete strangers out of hazard-filled muck and destruction, they’ve demonstrated astonishing courage and resilience. I wish I had unlimited pages in which to comment on the many stories that have touched me so deeply… but I don’t. This being an industrial trade journal, though, I’ll concentrate on someone who may turn out to be a real hero not just in Japan, but in other parts of the world as well. His name is Hiroto Yokoyama. I learned of him in a radio report by Scott Tong for an American Public Media Marketplace segment on Monday, April 18. I find his story to be particularly uplifting and think anyone with an interest in manufacturing—and a passion for keeping supply chains moving—will too. Mr. Yokoyama manages an Iwaki Diecast factory that makes carburetors and compressors for automakers like BMW, Fiat and Honda. Even though his plant is approximately 30 miles from the center of the devastation, it had suffered considerable damage—and at the time of the radio report, was still not completely back on line. Furthermore, “out of 250 workers, 45 lost their homes to the tsunami. Twenty-five lost immediate family members.” It clearly had been a rough ride for this company, but Mr. Yokoyama wouldn’t give up. He was expecting his plant to be at 75% production by the end of April. Alas, his main supplier’s operations weren’t so lucky. Located inside the damaged nuclear-plant zone, they had been sitting idle for a while. No components from his supplier meant Mr. Yokoyama couldn’t ship carburetors and compressors to his customers, which would lead to cutbacks in their production schedules. Thus, this industrious manager went out on a limb and took what must have seemed to him the most logical course of action: He sent his own personnel—dressed in radiation suits—to bring his supplier’s machinery back to the Iwaki Diecast facility so it could continue producing and helping other sites stay up and running. Mr. Yokoyama acknowledges how critical things are for his company (and without saying, for Japan). “Will we endure this?” he asks. As Scott Tong suggests, quite a lot rides on the answer to that question— “including Japan’s squeaky clean reputation for reliability.” It’s hard for me to stay bummed out when I think of Mr. Yokoyama and others who have stepped up to the plate and begun rebuilding shattered lives, hopes and dreams. You can learn more about this heretofore-unsung hero for yourself by going to the Marketplace Website: http://marketplace.publicradio.org/ display/web/2011/04/19/am-in-japan-auto-parts-boss-keeps-up-production/. MT

jalexander@atpnetwork.com

maintenance technology

MAY 2011

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UPTIME

Bob Williamson, Contributing Editor

Do We Really Need Preventive Maintenance? “Sure, I know. Preventive maintenance (PM) helps avoid unplanned downtime or breakdowns. But PMs take a lot of time, cost a lot of money and don’t seem to make that much difference in the way our equipment runs. We’ve got excess capacity anyway, and we’re not running production on all shifts during the week. So, the downtime and repairs aren’t costing us that much in lost production. We’re able to keep up with customer orders. I really don’t see why we need to spend time and money on a PM program.” The above statement, by the head of manufacturing, has assured the senior management team that maintenance is under control despite the prior recommendations from the maintenance department for improving their PM methods. Unfortunately, this way of thinking sets the stage for a “run-to-failure” and “emergencyrepair” work culture in the plant. But if plant capacity isn’t a problem and all customer orders are being filled, why change? Good question. As his following statement makes clear, that same head of manufacturing does believe in safety: “Workplace safety has to be more than the required employee training classes. We must make everyone aware of what causes accidents and injuries and develop ways to prevent the actual causes. The safety department can only do so much, and they have. Everyone must behave differently in the future IF we are to improve our safety record.” This passion for safety has led to significant improvements in the prevention of accidents and injuries of all types in the plant. Do you suppose there’s a common thread connecting workplace safety and preventive maintenance? What would happen IF we could improve workplace safety AND equipment reliability through preventive strategies? What if we couldn’t? PM makes good business sense Why carry out PMs if the business does not seem to justify the time and the expense? PM for the sake of PM is not a good justification. There has to be more to it. The plant mentioned above has been plagued with financial problems and market-share losses. In the past year, it’s made significant strides in regaining lost 8|

MAINTENANCE TECHNOLOGY

business and reducing costs. It has a good sized maintenance group—mechanics, electricians, fabricators and a manager—with years of experience, and has recently spent time reorganizing its shops and storeroom as part of a “5S” effort (workplace organization and orderliness). It also has spent time improving setup/changeover of a few small pieces of bottleneck equipment. Therefore, it IS improving maintenance…isn’t it? The term “maintenance” typically means sustaining or preserving a desired condition or level of performance. However, in this plant, the term “maintenance” means fixing things that break—doing the needed repairs. Here, “maintenance” also means building things and fabricating modifications to the equipment and the facility. It can be extremely difficult to comprehend the need for a “preventive maintenance” program with this “maintenance” paradigm. So, the plant is stuck with what it’s got…or, maybe not… Let’s take a clean-slate look at maintenance. What should maintenance be and do? Here are a few key points: 1. The top priority of maintenance should be to preserve the equipment and facility conditions (some would call this “mission-ready” condition). Regardless of WHO performs the work, keeping equipment and facilities in good shape is a foundation for market competitiveness. Furthermore, good maintenance protects the investment of owners and shareholders. Over the years, first-hand experience and studies have shown that reactive/repair-based maintenance costs the business 10 to 100 times more than preventive maintenance. 2. The priority order for maintenance activities should be noted as follows: 1) preventive; 2) planned repairs; 3) problem-solving; 4) improving, 5) unplanned/ emergency repairs; 6) setup/changeovers; 7) fabrication; 8) installation projects. If the maintenance team doesn’t have time to perform preventive maintenance, planned repairs and problem-solving, it has no business doing fabrication and installation projects. This type of approach just keeps digging a deeper emergencyrepair hole. Unfortunately, “unplanned/emergency repairs” have a way of moving from #5 priority to #1. That’s all the more reason for focusing on the top four priorities—to eliminate unplanned/emergency work. MAY 2011

UPTIME

3. “Maintenance” as a noun usually refers to an organization or a group of people who maintain something (the “maintainers”). “Maintain” is a verb, an action that sustains or preserves desired conditions—assuring equipment reliability. Many people assume that the action of maintaining is exclusive to members of the maintenance group: This is a dangerous assumption, since the actual causes of poor equipment performance are frequently outside this group’s direct control. Moreover, many routine PM-type inspections are performed best by the operators who are closest to the equipment. 4. The top business-policy priorities in a capital-intensive operation include health, environmental, safety, quality and equipment and facility reliability—not five separate priorities, but five equal priorities. Be careful with the politically correct statement “Safety is our top priority here.” Stringing these priorities in linear fashion can be conveniently numbered: 1, 2, 3, 4, 5. In reality, business demands a systemic perspective. That is “health AND environmental AND safety AND quality AND reliability.” Workplace safety is a maintenance & reliability program While industrial maintenance typically applies to tools, equipment, processes and facilities, “workplace safety” typically applies to people interacting with tools, equipment, processes and facilities. Workplace safety is, therefore, a “maintenance program” focused on preserving or sustaining the desired conditions of an accident- and injury-free workplace and healthy employees—a “preventive maintenance program” focused on the reliable, safe job performance of people. There are rules, regulations, policies and procedures documenting what is expected and required for good workplace safety. There are employee-training and refresher-training classes, checklists and documentation of certain critical work activities (job-safety analyses, confinedspace entry, welding and cutting permits, etc.).

3. There are also proactive safety programs and leading indicators, including hazard identification and elimination, “near-miss” reporting (which is a misnomer— it should be “near hit”) and DuPont’s famous “STOP” program (Safety Training Observation Program) designed to increase awareness and promote safety communications. Companies using these methods and measures of workplace safety are attempting to not only preserve (maintain) desired safe work conditions but also to improve the conditions of workplace safety. Hazards and unsafe acts are identified, addressed and quantified before they turn into accidents and/or injuries. The business costs of inadequate workplace safety Accidents happen, people get hurt. An unsafe workplace is not only harmful to people, it’s expensive. In addition, these increased costs (losses) go well beyond federal and state fines for violating regulations. Let’s briefly look at the impacts of a reactive safety program. . . n Accidents (costly equipment and facility damage) n Injured personnel (unplanned medical costs) n Increased overhead (fines, medical expenses, health insur-

ance, workers’ comp insurance) n Reduced productivity (lost work days, light duty work,

medical leave) n Increase in poor attitudes and morale as injuries increase

(productivity declines) n Increased turnover (hiring and training costs increase) n Increased costs of goods/services sold (price increases/

1. Everyone is involved these days. We now know that workplace safety is no longer solely the responsibility of the “safety department,” but rather the responsibility of everybody in the plant. And workplace safety must have clear expectations and accountabilities set by senior management. A “safety policy” communicates the importance of the company’s workplace safety processes. Business leaders, union leaders and employees at all levels know the importance of workplace safety. Even so, there are varying degrees of workplace safety in today’s plants and facilities. 2. We measure workplace safety through lost workdays, accident/injury severity and so forth. These are lagging (after-the-fact) indicators likely indicative of future performance-improvement opportunities. MAY 2011

lost profits) n Interrupted workflow (orders not delivered on time) n Disappointed customers (possible loss of market share)

The business costs of inadequate PM Lack of adequate preventive maintenance can be a huge unpredictable cost to the business—the same as when workplace safety suffers. The lack of adequate PM costs more than merely making the repairs. Poorly maintained equipment is frequently an accident waiting to happen. People often get injured while making emergency repairs and during the aftermath of cleanup. So, add the previous list to the following costs of inadequate preventive maintenance or a reactive maintenance program: mt-online.com | 9

UPTIME

n Increased repair labor costs (unpredictable/uncontrollable)

n Late shipments (customer penalty/fines)

n Increased OEM technician costs (unpredictable/uncontrollable)

n Disappointed customers (possible loss of market share)

n Increased overtime (unpredictable/uncontrollable)

The investment in PM pays big dividends. A recent example shows unplanned downtime was reduced by 18 hours per month by spending just $508 on PM labor and materials, with 6.16 planned downtime hours monthly. This led to an astounding savings of $115,536.50 per month— and an additional $53,280 in production output per month!

n Increased spare parts and inventory costs (unpredictable/

uncontrollable) n More expediting of repair parts (increased shipping costs) n Deferred or cancelled planned work (reduced productivity) n Poor attitudes due to emergencies (productivity declines) n Increased damaged-, defective- and/or lost-product rates

(increased costs, lost efficiency) n Interrupted workflow (orders not delivered on time) n Increased costs of goods/services sold (price increases/

lost profits)

Slightly used workhorse

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Take this to the bank Although preventive maintenance makes sound business sense, some decision-makers still don’t understand its benefits—or the losses associated with reactive repairs. In tough economic times, not to mention an era of maintenance skills shortages, a strong, economic case for improving PM effectiveness can be easily made: Numbers don’t lie. Businesses that ignore the advantages and profitability of preventive maintenance will continue to struggle and/or miss their true potential in the marketplace. MT RobertMW2@cs.com

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Through the years Baker Instrument has been known for developing test instruments that hold up and saves money in the harshest environments. We pride ourselves in continually following that tradition and developing analyzers to provide maintenance professionals with the right tool to efficiently keep rotating electrical machinery operating without downtime.As we transition to SKF durability, reliability and longevity will continue to be our focus. To obtain more information on these instruments contact us at 800/752-8272 or at our website at www.bakerinst.com.

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10 |

MAINTENANCE TECHNOLOGY

MAY 2011

BOOSTING YOUR BOTTOM LINE

Motor-Management Toolbox Essentials

otor management isn’t difficult: Understand what you’ve got, then use tools and information to make informed decisions at key times. It’s the way you operate with regard to other aspects of your business—why should motors be any different? But how do you actually get started? What tools and information do you need? Who can provide the hands-on service and technical expertise to ensure that motor management works for your business? These answers are closer than you might think: Motor Decisions MatterSM (MDM)—a campaign founded by energy-efficiency programs, motor manufacturers and motor service professionals—offers free tools and information. Your motor service center and local utility may provide additional resources to help you get started, often at no added cost. The MDM campaign Motor Decisions Matter is an information initiative designed to promote motor management and informed decision making. MDM offers a number of tools to help you get started, as well as case studies from a broad array of businesses, to demonstrate the benefits of motor management. All the tools and resources below are available on the MDM Website at www.motorsmatter.org: 1-2-3 is a straightforward, step-by-step approach to help you identify, evaluate and act on opportunities in your key motors and motor systems. It’s a spreadsheet tool to support informed motor repair/replace decisions that account for the full lifetime of motor costs. The Motor Planning Kit is a user’s guide to motor management. It provides an overview of motor-management basics and walks users through how to develop and implement various management plans, from a purchasing policy to a total motor inventory.

MAY 2011

Many companies have already implemented successful motor-management plans and projects. MDM offers two-dozen Case Studies from more than 10 different industries that highlight effective motor-management planning and benefits. For example, Crown Pacific Lumber, with support from its local energy-efficiency program and motor service provider, identified a key opportunity in its initial inventory of 10 motors, resulting in more than $3400 in annual savings. This payback has prompted the company to take a closer look at its entire fleet of 150 motors, seeking further savings. For more information on this and other MDM Case Studies, see http://www.motorsmatter. org/case_studies/index.asp. Others can help While case studies and decision-support tools are helpful resources, there’s no substitute for hands-on support. Many motor service centers can help you develop or implement a motor-management plan. Your local energyefficiency program may also provide financial or technical resources to support motor management or efficiency. Ask your motor service provider and utility account representative what they offer. MT For more info, enter 68 at www.MT-freeinfo.com

The Motor Decisions Matter (MDM) campaign is managed by the Consortium for Energy Efficiency (CEE), a North American nonprofit organization that promotes energysaving products, equipment and technologies. For further information, contact MDM staff at mdminfo@cee1.org or (617) 589-3949.

MT-ONLINE .COM | 11

DON’T PROCRASTINATE…INNOVATE!

Ken Bannister, Contributing Editor

Selling Innovation To Management: Part II Innovation, by its very name, is different, whether you are selling a product, process or idea. Selling innovation to management requires a carefully constructed sales approach designed to showcase both benefit and risk, delivering a Return on Investment (ROI) statement that all sponsors can believe in and use to defend their decision to move forward. In Part I of this article (pg. 12, Maintenance Technology, March 2011), we presented Steps #1-3 in a seven-step process for successfully selling innovative ideas to management. In these steps, we discussed the difference between a “want” and a “need” and the importance of prefacing your ROI statement with “because” factors designed to appeal to all of the report’s audiences. Steps #4-7 to innovation-selling success The following items complete the seven steps. They’re intended as a structural guide to developing and managing a successful proposal. Step #4: Present your proposal… You’re now ready to assemble your information into a presentable form. You’ve identified the problem and put together an innovative solution that will provide a series of benefits. You have verified your costs and risks and are now prepared to complete and present your proposal. Hallmarks of successful presentations are simplicity, conciseness and factual support. Remember, time is a precious commodity for your audience—and you’ll likely get only one chance to impress them. Consequently, you must preface you proposal with an executive summary that allows the audience to quickly assimilate the problem-and-solution concept. The actual proposal must provide the details to back up your claims, and be able to facilitate the due-diligence process when moving forward. A proposal agenda is recommended—along with an appendix of relevant materials should the approval

12 |

MAINTENANCE TECHNOLOGY

committee wish to check calculations or specification data, etc. The use of the “I” word (“innovation”) will automatically trigger the notion of risk. When risk is perceived, you’ll probably be asked to present your proposal in person: Who’s more involved with the proposal and, thus, better equipped to answer the inevitable questions surrounding the fear of risk than you? This now becomes a formal presentation requiring a slightly different approach to presenting the material. You must assume that the committee or management team to which you are presenting has read your proposal and come up with questions regarding the validity of your information. In preparation for the meeting, you can ask if there are specific items in the proposal requiring clarification and begin formulating your answers beforehand. Knowing who will be in attendance will allow you to prepare answers and your presentation in “currencies” understood by all attendees. For example, “maintenance downtime reduction” translates into terms of “production throughput increase,” “decreased inventory transactions” and “increased profit.” At this point, it’s not effective to simply read over the report verbatim: The committee will want to see how well you know your material and if they can trust you. This is achieved by using three to five presentation slides that highlight the problem, the solution, the ROI benefits, the risks and the action plan to move forward. These slides should not be cluttered with detail, just a few straightforward, one-line statements that you can speak to extemporaneously. If you’re asked questions for which you don’t have answers, tell the truth and make a commitment to provide the answer(s) shortly after the meeting. Don’t be afraid to solicit third-party help in preparing your proposal and presentation. If you’re using a third-party’s product or process, engage that party’s assistance in your preparation process.

MAY 2011

DON’T PROCRASTINATE…INNOVATE!

1 Establish the Need

7 Steps to Selling Innovation

2 Know Your Audience 3

Prepare Your ROI Documentation 4

Present Your Proposal 5 Monitor and Report on Progress 6

Manage Your Documents 7

In the end, you have to feel good about what you propose. Part of feeling good is knowing that you can successfully achieve the targets set out in your proposal. By doing your homework, you’ve earned the right to use positive language to sell your proposal—language such as “we will achieve these targets by this date” (not, “we think”). Setting goals and a tangible measurement method displays confidence and a true commitment to success.

Part of feeling good about your proposal is knowing you can achieve the targets set out in it. Some readers might be familiar with the innovative business-idea TV shows Shark Tank and Dragon’s Den, wherein entrepreneurs pitch their products and ideas to wealthy investors. If you have access to these programs, watch and learn the difference between a successful pitch and a failed one. A well-produced ROI proposal makes it easy for the approver to say yes. Remember, too, that the approver may also be called upon to justify the yes decision. Step #5: Monitor and report on progress… If your presentation went well and your organization sees the benefit of moving forward, it will likely engage you in the implementation process. Many programs at this stage will be required to follow a structured project-implementation plan and provide progress reports.

MAY 2011

Provide Proof of Value Step #6: Manage your documents… Corporate politics dictate ongoing change. Management changes and corporate takeovers are commonplace in today’s businesses—and often result in policy, program and personnel changes. Past decisions and purchases are frequently questioned and reversed if no relevant justification can be found. Once a purchase approval is received, the ROI proposal must be catalogued and filed as a document record, along with any progress reports, as the project moves forward. Complete documentation will vindicate and help protect the approval decision if challenged at a later date. Step #7: Provide proof of value… Credibility is often explained as follows: “Tell them what you intend to do, do it, then tell them what you did!” If maintenance department credibility is to be built and sustained, the realized benefits from the initial ROI proposal purchase must be tracked and documented. NOTE: A post-implementation report/presentation documenting actual vs. projected payback timelines and savings should be distributed to all affected personnel, as well as to the original ROI-proposal review committee. If possible, the report distribution date should be relevant to any documented amortization period. Following up a purchase with proof of payback and savings, vindicates the purchase, enhances credibility and ultimately facilitates the ROI approval process of the next major “innovation” buy-in. MT kbannister@engtechindustries.com Coming Up: In June, Ken discusses the importance of being able to understand what you manage vs. what you control with regard to innovation.

MT-ONLINE.COM | 13

Linking process to results…

Measuring Through A Chain Of Success Connecting these important links can bring clarity to an operation and beneﬁts to its bottom line. Brian Becker, Ed.D., and Brent Miller Reliability Management Group (RMG)

rocesses exist for specific purposes. They are intended to reduce costs, improve throughput and assure safety. Although this should be obvious, operational-oriented organizations often are not clear on what is expected from their processes when modifying or installing new ones. Installing or maintaining current maintenance and operational processes, as well as key performance indicators (KPIs), can be powerful, but incomplete if financial results are not precisely determined. Without clear financial goals and alignment from the executive offices to the shop floor, organizational levels can unwarily work toward different goals, resulting in higher costs, less throughput and reduced safety profiles.

This article discusses the importance of defining the purpose of any process and how process measurement includes financial results. The notion of a Chain of Success© is introduced with a Routine Maintenance Chain of Success©. The four steps of a Chain of Success are defined; key issues for each step are identified and the relationship between strategic asset management and the chain is reviewed. (How to use this chain to steer the organization after process implementation is beyond the scope of the article.) Setting the stage After years of acquisitions, a global, proactive energy corporation found similar operating sites working off very different safety and hazard standards and procedures. Given these inconsistent practices, incidents were on the rise, averaging $13,000 each. 14 |

MAINTENANCE TECHNOLOGY

To stop the bleeding, the organization set out to implement a corporate-wide operational integrity program. In the interest of ensuring a culture of safety first, management sought to standardize hazard and safety processes across the enterprise. The vision was far-reaching and included assuring that all hazards were identified and mitigated. When it came to the fundamental purposes of a wide array of safety and hazards processes, the executive team could not, at first, agree on how to measure success. Field superintendents, on the hook for local implementation, dug in their heels, indicating, “We are willing to change, just as soon as management lets us know what they expect to see happen.” Later, the executive team vetted each item on a long wish list that included environmental compliance, improved culture and better community relations. MAY 2011

CAPACITY ASSURANCE STRATEGIES

During this examination, it was discovered that every process could be tracked back to some combination of revenue through uptime, reduced risk, better resource utilization and improved safety. Ultimately, the team realized that process improvement resulted in either reducing costs or improving throughput—and that going through the activity of creating a Chain of Success was an important ﬁrst piece in implementation commitment. That’s because the exercise of creating a Chain clarified what results were expected. As one executive put it, “Historically, we would jump to commitment before gaining clarity and true consensus on process objectives.” Establishing the links In today’s fast-paced operations, it is easy to assume the purpose for any process. We may have inherited processes or take for granted that our processes are working by gathering KPIs. Such indicators are important, but without truly understanding the financial impact of processes, we can—unknowingly— leave significant revenue on the table. Whether you are a CEO, a plant manager, supervisor, engineer or senior operator, knowing process success factors is fundamental to operational performance. That’s a given, isn’t it? Unfortunately, when multi-level stakeholders have been asked what they see as the purpose of processes, their answers have varied considerably, from “It’s to help us run the equipment” to “ monitoring reliability” to “impacting the bottom line” to “It’s the way we do things here.” All these answers are right in one way or another, but can be a problem when implementing processes: Quite simply, people can have different process purposes in their heads and, therefore, be committed to very different goals. To maximize performance, executive teams need to assure that all operational levels are aligned by understanding the purposes and effects of operational processes. How do processes impact efficiency, reliability and safety? These three variables, often separated for analytic purposes, are, in reality, interwoven in daily operational life. Understanding them (and the processes that serve them) can lead to lower unit costs, waste reduction, process stability and safety—

Process Method

Process Metric “Health”

all of which contribute to the bottom line. We have come to call this relationship between process and business results a Chain of Success. It’s important to understand that like any system, the Chain of Success is only as strong as its weakest link. Furthermore, like any system, the steps are mutually dependent on each other. Not only is this chain an effective tool for gaining alignment on process results, it reinforces management’s use of KPIs and is a powerful method for communicating what is expected. Given the multiple purposes a process can serve, it is crucial to align operating personnel around: 1) The purpose of any process; 2) Defining valid process metric requirements; 3) Using the metrics to monitor and improve performance; and 4) Measuring the added financial result. Without alignment on process results, commitment to implementation and data to measure improvement, process performance and revenue can be substantially reduced. For example, participating in a process such as short-interval scheduling or incident management is important, but unless the business result is understood and illustrated, stakeholders can engage in activities that have little or no contribution to the bottom line. Thus, knowing, at any organizational level, how success is defined, measured and communicated is critical for continuous performance improvement. Connecting the Chain of Success A well-articulated Chain of Success is a tool that establishes the fundamental purpose for any process. As the Process with A Purpose© graphic in Fig. 1 shows, it comprises: 1) the process; 2) how the process is measured (a statistic depicting the processes’ “health”); 3) the process results; 4) the financial results that are expected.

Process Metric Result

Financial Result

Cost & Throughput

Fig. 1. Process with a Purpose© MAY 2011

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CAPACITY ASSURANCE STRATEGIES

Speciﬁc Work Processes Maintenance Work Identiﬁcation Maintenance Work Planning Maintenance Work Scheduling Maintenance Work Accomplishment Maintenance Work Documentation Maintenance Work M&A Strategic Asset Management

Speciﬁc Outcomes and Metrics: —Work request accuracy and completeness —Maintenance work backlog clean and accurate —% of completed work that is planned —% of labor scheduled —Maintenance Schedule compliance —Maintenance Schedule non-compliance codes Pareto chart —% of work orders with complete documentation —Increase PM compliance —# of RCA completed and resolved

Results: —Hours per work order goes down —Work orders completed per shift/month goes up —Overtime and contractor utilization goes down —Fewer materials expedited over time —Equipment repaired correctly with fewer reworks —Equipment back online sooner and more reliably —Reduced corrective work

Results: —Less overtime $ —Less contractor $ —Lower materials $ —Increased equipment uptime —Reduced OSHA recordables

Figure 2 illustrates a Routine Maintenance Chain of Success that models the process steps required to drive financial results. If a process is working, we could expect that the number of work orders completed would go up and hours per work order would go down, while equipment uptime improved and material usage went down. The resulting business impact would be better financial results via improved product throughput, along with cost savings from reduced operations and maintenance expenses and fewer recordable accidents. Frequently, managers 1) confuse the human learning curve for resistance to change; and 2) don’t consistently utilize metrics to direct work. Therefore, ensuring full process installation and sustainability requires extensive coaching of firstline, middle and senior executives as the organization learns how to adjust to new process expectations and to productively use metrics to improve. In short, the Chain of Success defines and illustrates how a process creates results. As noted previously, processes exist not as an end in themselves, but for a specific purpose. 16 |

MAINTENANCE TECHNOLOGY

For plant managers, performance success rests on operational and maintenance processes resulting in the achievement of annual revenue and safety targets; for supervisors, articulating a clear rationale for matching behavior with procedure helps transcend any one individual’s process preferences and working habits for the overall enterprise good. Moreover, having metrics provides teams with required improvement feedback. With compliance to procedures, operators understand that what they consistently do on the job is the difference between a thriving, growing enterprise and one with a wider opportunity for equipment failure. Although process success can be attributed to many factors— such as culture, employee skills, etc.—establishing a Chain of Success is a starting point in precisely articulating the purpose of any process. Granted, process causes and effects are complex and tough to sort out. Without a clear starting point (such as this type of chain), operational variance can be even harder to determine. If the purpose and measurement of a process are not pre-determined, what conclusions can be drawn about success? Let’s go through the individual steps in the process. MAY 2011

CAPACITY ASSURANCE STRATEGIES

Step 1… Savvy operations managers understand that having repeatable processes in place are required for stable performance. Equipment operation and maintenance must only vary from shift to shift based on appropriate operating parameters. The Chain of Success in Fig. 2 identifies seven maintenance work-management processes required for robust maintenance performance: work identification, planning, scheduling, accomplishment, documentation and measurement and analysis (M&A). Step 2… This step identifies the required outcome and metrics that describe the “health” of each process. Such criteria as workrequest accuracy and a clean and accurate backlog, etc., are indicators of how well a process is being used and maintained. Creating a Chain of Success requires establishing leading and lagging indicators by which the process will be measured and improved. Leading indicators are ahead of performance, predicting the future: They alert you in advance to the performance of your assets, which, in turn,

allows you to be proactive. Conversely, lagging indicators follow the performance event: They tell you after the fact what asset performance has been—something that can, in turn, lead to a reactive approach! Step 3… This step provides process results. Trends in the data indicate the effectiveness of the process. Are hours per work order going down or up? How many work orders are being completed monthly, etc.? Such data can provide important flags for conducting further investigations and root cause analysis. It is important to note that having established an agreed-upon formula reinforces the credibility of the data. If reports are sitting on shelves and not being used, it is likely that the data is not seen as useful or credible. Step 4… Given there is a logical sequence to the Chain of Success, one might assume the first place to start constructing one is the first step: identifying the process. This is like identifying the solution before knowing the problem. The first Continued on page 18

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CAPACITY ASSURANCE STRATEGIES

Process Method

Process Metric “Health”

Process Metric Result

Financial Result

Cost & Throughput

SAM

Fig. 3. How the SAM plan Informs Step 4

step really is determining what business results are desired. What is the desired outcome and how are business results defined? Linking to strategic asset management Typically, most plants have a strategic asset-management (SAM) plan often configured in 5- to 10-year increments. Although there can be many SAM definitions, for this article strategic asset management refers to the comprehensive, systematic road map of creating, maintaining and disposing of assets through a complex series of continuously improving processes. SAM seeks improvements in efficiency, effectiveness and overall performance objectives. For asset-intensive organizations, strategic asset management should assure the right work is done at the right time. The strategic asset-management plan should inform Step 4 as illustrated in Fig. 3. Once you’ve determined and prioritized what is desired (Step 4) in alignment with the long-term asset strategy, determining the required process (Step 1) to achieve the result comes next, followed by Steps 2 and 3 (establishing measurement criteria and trend data). In this way, processes are aligned with the SAM plan. In addition, the chain serves as a communication tool that fosters conversation about process expectations and a platform for multi-level feedback. The financial results are the reasons for the processes in the first place. The first three steps are powerful but incomplete without Step 4. Having KPIs alone or assuming business impact is generated by process does not establish the clean line-of-sight cause and effect required for precise management and performance. It is Step 4 from which the Chain of Success is built—and it is the processes’ reasons for existence. Before processes are implemented or modified, the financial goals must be clarified. Without clear targets, the type of process solutions may well be misguided. Without a clear understanding of cause and effect, much time and resources can be focused on the activities not associated with strategic intent. 18 |

MAINTENANCE TECHNOLOGY

Lessons learned A Chain of Success is an effective tool for determining the purpose of any process, especially when linked to strategic asset management. By first establishing what results are expected over time, a process that will achieve the desired results can be chosen—as long as leading and lagging indicators are established to signal the health of the process and the resulting trends.

A Chain of Success is an effective tool for determining the purpose of any process. Successful implementation requires engaging in a discussion of desired results and the appropriate process fit to achieve the desired objectives. This conversation results in establishing clarity of purpose, consensus on objectives and how the process will be measured and reported. Keep in mind that clarity and consensus support multi-stakeholder alignment. This, in turn, is likely to sustain process implementation over time and thereby link process with a purpose to strategic asset management. MT Brian Becker is a project manager with Reliability Management Group (RMG), a Minneapolis-based consulting ﬁrm. With 30 years of business experience, he has been both a consultant and manager. Becker holds a Harvard doctorate with a management focus. Email: bbecker@rmgmpls.com. Brent Miller is vice president of Operations at Reliability Management Group. He has 30 years experience in both engineering and management consulting and has led multiple projects in reﬁning, power utilities and facilities management industries for RMG. Email: bmiller@rmgmpls.com. For more info, enter 01 at www.MT-freeinfo.com MAY 2011

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Filling In The Electrical Safety Puzzle Is your organization missing some major pieces in this very important picture? These tips will help close the holes. tony locker, p.e., and Ken Cybart littelfuse

s plants strive to meet the electrical-safety standards of NFPA 70E, plant maintenance managers have found gaps in their safety programs, especially in regard to arc-flash hazards. As a result, managers are completing the sometimes puzzling picture of electrical safety with fresh strategies, new types of safety devices and improved work practices. This article discusses some of the ways to reduce arc flash and shock hazards.

arc flash deﬁned An arc flash is a possibility whenever/wherever there is energized electrical equipment. A short circuit between live conductors or between a live conductor and ground, caused by unmaintained or faulty equipment—or such missteps as crossing two conductors with a voltmeter probe, being clumsy with a screwdriver or slipping with a wrench—can produce a violent reaction as the electricity vaporizes some of the metal parts involved and blasts through the air, releasing large amounts of light, heat, sound and debris. Arc-flash hazards are a major concern of OSHA, which depends on standards set by the National Electrical Code® (NEC®) and National Fire Protection Association (NFPA) that cover the construction of electrical panels and recommends the types of PPE users are required to wear (and when they are required to wear it). The standards recommend that MAY 2011

electrical panels be labeled with such things as the available fault current at each location, the category of arc-flash risk at that location, the arc-flash boundary (deﬁning the distance from the panel within which PPE must be worn) and the level of PPE required. levels of arc flash Energy involved in an arc-flash event is determined by the available fault current and total clearing time of the overcurrent protective device during the fault. The greater the current and the longer it lasts, the greater the incident energy. Calculating the level of arc flash possible at a speciﬁc enclosure calls for an arc-flash analysis—a multi-step procedure requiring engineering calculations that’s usually best left to specialists. Elements in the analysis include one-line drawings, available fault current from the utility or generator, wire resistance, MT-ONLINE.COM | 19

CapaCity assuranCe solutions

calculating maximum available bolted fault currents, minimum self-sustaining arcing current at each location and the clearing times of the overcurrent protective devices. table i. arc-Flash risk Categories Based on the thermal energy reaching a Victim Hazard risk Category

incident energy Joules/cm2

incident energy calories/cm2

0 to 5.02

0 to 1.2

5.02 to 16.74

1.2 to 4

16.74 to 33.47

4 to 8

33.47 to 104.60

8 to 25

104.6 to 167.36

25 to 40

Table I shows ﬁve risk categories based on the thermal energy reaching a victim. It’s important to note that the category classiﬁcation does not include the effects of arc blast and ejected material. There are a number of good ways to mitigate arc-flash danger: These include the use of resistance grounding systems, current limitation, protection relays and better work practices. Let’s look at them. resistance grounding The most important strategy to emerge is resistance grounding, also known as neutral-resistance grounding or high-resistance grounding (HRG). Originally used only in hazardous environments, HRG is becoming popular for general manufacturing, driven by the desire to lower the risk of arc flash. In an HRG system the center point (the neutral) of the wye transformer is connected to ground via a resistor (Fig. 1), instead of being tied solidly to ground as in a conventional solidly grounded system. If the system uses a delta transformer, then the neutral point for connecting the resistor can be created by using a zig-zag transformer. Under normal conditions, the resistor carries just a small residual current caused by variations in the distributed capacitances among the three-phase feeders, but if one phase shorts to ground, then the voltage at the neutral point will jump up to the system’s normal phase-to-neutral voltage. The fault current under such condition is determined by the resistance to ground. In a solidly grounded system, very low resistance results in large currents and the potential for arc flash. In an HRG system, the resistor is chosen to limit the current to just 5 or 10 amps. This is not enough current to cause an arc flash. Moreover, it will not blow the fuses or trip the breakers, and will allow equipment to keep running until repairs can be made. Since 95% [Ref. 1] of arc-flash events begin as ground faults, converting to an HRG system can dramatically lower the risk of such incidents. 20 |

MAINTENANCE TECHNOLOGY

Grounding resistor

power transformer secondary

Fig. 1. in a resistance grounding system, the center point (the neutral) of the wye transformer is connected to ground via a resistor instead of being tied solidly to ground as in a conventional solidly grounded system.

Increasing numbers of companies are seeing the value of HRG systems—the use of which is growing by about 23% per year. Maximizing the advantages of an HRG system, however, requires more than just adding a resistor. For one thing, if no breakers trip and no fuses blow, how do you know if there has been a ground fault? One way to detect a ground fault is to install a Resistance Grounded Relay (or Neutral Grounding Resistor Monitor) that verifies the neutral-grounding resistor continuity to ground. A relay on each three-phase feed also can detect a ground fault and indicate the faulted feeder. While it’s possible to run with a ground fault temporarily, if that fault isn’t removed, and a second one occurs, a phase-ground-phase fault will result. Because a second ground fault may cause a shock or arc-flash hazard, the first fault should be removed as soon as possible. (A portable zero-sequence meter plus a pulsing contactor can locate the fault.) There are other important considerations around the installation of an HRG system, including how to do it properly. Your best approach may be to consult with an expert in the field. additional ways to deal with arc flash There are many other methods that reduce the risk of arc flash—directly or indirectly. The simplest is to put current-limiting fuses in the feeders. As shown in Fig. 2, a current-limiting fuse will open in less than half of an AC cycle (8.3 ms), which greatly limits the amount of energy released during an arc-flash event. Current-limiting fuses have another advantage: They can contribute to a plant’s selective coordination, which is the selection of overcurrent protective devices in such a way that an overload or MAY 2011

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Current limitation with a Current-limiting Fuse Current

available peak Current

note: total Clearing i2t = Melting i2t + arcing i2t Fault occurs

peak let-thru / Current (ipeak) Fuse elements Melt arcing energy (i2t) Melting energy (i2t) time

Fig. 2. a current-limiting fuse will open in less than half of an aC cycle (8.3 ms), which greatly limits the amount of energy released during an arc-flash event.

arcing time

Melting time

Fuse total Clearing time (less than 1/2 cycle)

short circuit on one branch circuit will cause only the fuse or circuit breaker feeding that circuit to open, without causing those “upstream” to open. While the NEC requires selective coordination only where loss of power could be hazardous (emergency circuits and legally required standby systems), it’s a good idea for any plant to avoid unnecessary downtime or damaged product caused by avoidable power interruptions. A faster way to detect an arc flash is with an arc-flash relay. These devices respond to the light created by the arc. Some also look for excessive current (see Sidebar, pg. 22). Advanced models can detect an arc-flash incident very quickly and send a signal to a circuit-interrupting device in a few milliseconds.

Fig. 3. Motor protection relays can detect problems before they grow into electrical-safety hazards. MAY 2011

arc is extinguished

Another way to reduce the risk of arc flash is to use ground-fault monitoring relays. These devices identify lowlevel ground faults before they can grow into large ones, so faults can be addressed while they are small. Similarly, relays that monitor motor insulation can spot ground currents caused by gradual breakdowns in motor insulation before they become major problems. (This capability is a built-in function of some motor-protection relays.) Motor-protection relays can also be useful during maintenance on energized equipment. Some of these (Fig. 3) have a maintenance mode setting that increases sensitivity temporarily during maintenance or can be used to spot incipient problems. While these types of relays have been considered costly in the past, their prices are now declining. They’re also gaining features—which make them worth considering even for smaller motors. Better work practices Improved work practices are another means for helping reduce arc flash and shock hazards. One of the easiest and most practical is just to leave electrical panels open for less time. Remember that personal protective equipment (PPE) is required when opening any energized panel in which there is a possibility of an arc-flash event— so anything that can reduce the need to open a live panel increases safety. If the panel utilizes indicating fuses or indicating fuseholders (see Fig. 4, pg. 22), it will not be necessary to probe with a voltmeter to ﬁnd which fuse has opened. Even with the power off, indicating fuses will show which fuse is open. And installing a power-shutoff switch on the outside of a panel makes it simple to shut down power before opening the cabinet. MT-ONLINE.COM | 21

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Understanding Arc-Flash Relays Light is one of the earliest warning signs of an arc-flash event. An arc-flash relay, like the new Littelfuse PGR-8800 pictured here, can trip in less than 1 ms at light intensities as low as 10,000 Lux. In environments with high amounts of ambient light, it’s possible to increase the trip threshold to prevent nuisance tripping. Because energy is a function of time, a fast response limits the amount of energy released and can significantly reduce the damage caused by an arc flash. Advanced arc-flash relays also measure current by using current transformers on each phase. Not only does this provide overcurrent (or short-circuit) protection, but by combining overcurrent and light detection it is possible to recognize dangerous situations faster than standard overcurrent protection devices. This also minimizes nuisance tripping associated with heavy current draws due to normal operation or from activities that involve light, such as welding. Typically, arc-flash relays are installed in a switchgear electrical panel. The PGR-8800 allows for up to 24 strategically placed lightdetecting sensors to comprehensively monitor any panel configuration. Alternatively, this device allows the use of a 360° fiber-optic cable looped throughout the panel for challenging spaces. An arc-flash relay augments existing electrical-safety devices, so its implementation is straightforward. The ability to log data and the ability to communicate status and alarms to other systems are also important factors in a well-integrated protection solution. The fast response of the PGR-8800 Arc-Flash Relay is crucial in minimizing arc-flash damage and injury to personnel.

For those specifying an electrical cabinet or panel that will house a motor-overload relay, it’s useful to remember that most overload relays are available with remote-reset devices that mount on the front of the cabinet. The box does not have to be opened to reset the overload relay, which eliminates danger of electrical shock and arc flash. Some overload relays are also available with remote display/keypad interfaces that can be mounted behind cutouts on the face of the panel. These show load condition during operation or can output signals, which can help operators forestall unwanted shutdowns. Sometimes there’s no alternative to opening a live panel, which means the worker MUST wear the appropriate PPE. Too much gear, though, can obscure visibility and make workers uncomfortable, paradoxically decreasing safety. Furthermore, the more gear that needs to be worn, the longer the job takes and the less likely it is that workers will want to wear it. The level of required PPE varies with the level of arc-flash hazard. Thus, anything that can decrease the required level can reduce work time and the amount of PPE the worker must wear. Reducing the potential energy, using methods ranging from simply using current-limiting fuses in the feeders to more elaborate methods like HRG, reduces the level of potential arc flash. In summary There are a number of ways to cut the danger from arc flash and shock hazards. Some are more elaborate than others; some help prevent or mitigate other problems. 22 |

MAINTENANCE TECHNOLOGY

Fig. 4. This type of an indicating fuse block eliminates the need for workers to poke around a panel looking for an open fuse.

Remember that right after protecting workers from arc flash and shock hazards, comes the responsibility to protect your operations and keep them up and running. Fortunately, there are ways to help ensure both. MT Reference 1. Dunki-Jacobs, et al. Industrial Power System Grounding Design Handbook, Dexter; Thomsom-Shore, 2007. Tony Locker and Ken Cybart are engineers with Littelfuse, in Chicago, IL. Email them as follows: tlocker@littelfuse.com; or kcybart@littelfuse.com. For more info, enter 02 at www.MT-freeinfo.com MAY 2011

PROCESS IMPROVEMENTS

Cardan Shaft Alignment These applications aren’t as straightforward as others. Their special considerations call for special tools and approaches. Brad Van Schyndel Centerline, Inc.

s shown in the opening images on this page, a cardan shaft is, in the simplest terms, a spacer shaft with a universal joint coupling on each end. (Its name comes from a 16th-century Italian mathematician, Girolamo Cardano.) This type of arrangement allows power to be transferred between two machines that are offset from each other.

Widely used in industry, cardan shafts have proven practical on applications where space is limited—as well as in situations where an element in the machine train (e.g. paper roll) may need to be actuated (dynamically positioned) to an alternate position when the machines are not running. The universal joint allows for limited movement without uncoupling. To ensure sufficient lubrication circulation, which in turn prevents the universal joints from seizing, cardan shafts are normally installed with an angle from 4 to 6 degrees at the universal joints. Experience, though, has shown that the angle between the shafts of the driver and driven unit should be kept to a minimum, preferably less than 4.36 mrads (0.25 degrees). Ideally, the angles between the driver and driven shafts and the cardan shaft, shown as β1 and β2 in MAY 2011

MT-ONLINE.COM | 23

PROCESS IMPROVEMENTS

Fig. 1, would be equal. Geometrically, this would equate to zero angularity existing between the driver and driven unit: In other words, the shafts of the driver and driven machine would be parallel to each other.

Driver Shaft (e.g. Motor) Driven Shaft (e.g. Roll) Fig. 1. The angles between the driver and driven shafts and the cardan shaft (β1 and β2) ideally would be equal.

If excessive angularity does in fact exist between these components, the result will be a rapid fluctuation of the driven shaft RPM during operation. This, in turn, generates damaging vibration, as well as an adverse load through the

machine train, leading to premature wear of critical machine components. Precise alignment minimizes these rotational irregularities, so that uneven bearing loading during cardan shaft rotation is also minimized. Thus, the service life of the components is extended and the chance of unexpected machine failure is reduced. Using laser shaft alignment to detect and correct problems Accurate laser shaft alignment of the driver to the driven machine requires that the cardan shaft and its couplings be removed. Then, through the use of a laser-alignment system and a specially constructed cardan offset bracket, the angle between the machines can be easily determined and corrected. After removal of the cardan shaft, the cardan bracket (Fig. 2) is mounted to the shaft face of the stationary machine. In the case of a motor connected to a roll, the bracket would be attached to the roll shaft (Fig. 3). The bracket can be attached to the shaft using the coupling bolt-holes or—if available—a threaded hole in the center of the shaft.

A Feature-Rich Laser-Alignment Tool The LUDECA ROTALIGN® ULTRA is wellsuited for laser alignment of cardan-shaft applications. This system features optional wireless communication, as well as a cardan shaft alignment mode that allows the user to focus only on the angularity that exists between the driver and driven shafts. The ROTALIGN® ULTRA system also calculates the necessary corrections required to remove the angularity and monitors alignment corrections in real-time as adjustments are made.

Initial Alignment Results

Final Alignment Results Sample dimensions screen from the ROTALIGN ULTRA cardan-shaft program For more info, enter 03 at www.MT-freeinfo.com

24 |

MAINTENANCE TECHNOLOGY

MAY 2011

PROCESS IMPROVEMENTS

Fig. 2. Through the use of a laser-alignment system and specially constructed cardan offset bracket, the angle between the driver and the driven machine can be easily determined and corrected. Following removal of the cardan shaft, a cardan bracket is mounted to the shaft face of a stationary machine.

Fig. 3. In the case of a motor connected to a roll, the cardan bracket is attached to the roll shaft. The bracket can be attached to the shaft using coupling bolt-holes or a threaded hole in the center of the shaft.

ments are taken and the alignment condition is determined. MT

The cardan bracket allows virtual positioning of the rotational axis of the stationary machine in line with the rotational axis of the moveable machine. The laser is mounted on the bracket and the receiver is mounted normally on the driver shaft—either with the standard compact chain brackets, compact magnetic brackets or other optionally available brackets. Measure-

Brad Van Schyndel is an applications engineer for Centerline, Inc., in Appleton, WI. He has more than 13 years of field experience with laser alignment of rotating machinery. Telephone: (920) 730-0615; email: info@ctrline.net.

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UM BIG MONEY TALKS William C. Livoti

A Counterpoint To Knee-Jerk Reactions

“knee jerk reaction” as defined in the Free Dictionary by Farlex “is an immediate unthinking emotional reaction produced by an event or statement to which the reacting person is highly sensitive…in persons with strong feelings on a topic, it may be very predictable.” See where I’m going with this? The natural disasters in Japan that led to the crisis at the Fukushima Daiichi power plant have raised questions—rational or otherwise—within the national media and among the public about the safety of nuclear power in the United States. At the risk of being just another contributor to the massive number of articles being published on the subject, I’m compelled to add my two cents. First, let me begin by saying I have no intention of commenting on the specifics of this tragic event. I’m simply addressing the reaction of the general public, politicians, numerous countries and, lest we forget, some special-interest groups. That’s where my reference to “knee-jerk” comes in.

The ongoing crisis at Japan’s Fukushima Daiichi power plant has raised a lot of questions regarding the safety of nuclear power in the United States. No sooner had the tsunami retreated to the sea than word of the issues at the Fukushima Daiichi power plant hit the news. I certainly understand the importance of making such an event public— that’s not where I am going with this story. My issue is with the press: many in it went wild, jumping to conclusions, distributing what may or may not have been accurate statements and, in some cases,

| utilities 26 Volume 2 / no.manager 2

interviewing anybody and everybody claiming to have knowledge of nuclear power plants. As could be expected, the “pitchforks and torches” quickly came out against the nuclear industry.

What impact would a shutdown of our U.S. nuclear power fleet have on the arguably fragile economic recovery that we find ourselves in? Numbers don’t lie. Let’s look at them. The accident at the Japanese nuclear power plant has, regrettably, increased fears of and dampened enthusiasm for nuclear-generated energy in the U.S., as well as revived calls for more stringent safety regulations. The nuclear renaissance has most likely been delayed another decade or more. That’s unfortunate, as several utilities had planned to have new reactors online by 2018. Within hours of the recent Japanese event, many in our own country were recommending that we take our nuclear plants offline. So we shut ‘em all down What impact would the shutdown of the U.S. nuclear power plant fleet have on our alreadyfragile economic growth? Let’s look at numbers: The U.S. has 104 nuclear power reactors in 31 states, operated by 30 different power companies. According to information from the World Nuclear Association [Ref. 1], in 2008, we generated 4119 billion kWh net of electricity, 49% of it from coal-fired plants, 22% from gas and 6% from hydro. Nuclear achieved a capacity factor of 91.1%, generating 805 billion kWh and accounting for almost 20% of total electricity generated in 2008.

| 26 6 / no. 2 utilitiesVolume manager

BIG MONEY TALKS xx UM

If we were to take a knee-jerk approach and eliminate 20% of U.S. power-gen capacity, the picture would not be pretty. Much of that nuclear total came from 47 reactors—all approved for construction before 1977— that came online in the 1970s and ‘80s, more than doubling U.S. nuclear generation capacity. What would happen if we were to take the knee-jerk approach of eliminating 20% of our power-gen capacity? The picture would not be pretty.

Wind and solar wouldn’t be able to fill the gaping hole left by nuclear. The technology just isn’t there, yet. Maybe it will be 10 to 20 years from now, but not today. The result?

It’s time to think rationally Now what? We don’t want nuclear and coal has been a dirty word for quite a while. In light of pending regulations, utilities are in a wait-and-see mode. Just how long, though, can we really wait, and what will we see? Asset values for the existing generation are trading well below replacement cost. [Ref. 2]. Power prices tend to follow natural gas prices, and the boom in drilling has caused both markets to drop. Investors aren’t willing to put money into new plants because they don’t know when prices might rise again. These are the electricity prices that various types of power generators need to break even, according to one industry expert’s calculations: n Solar photovoltaic, $236 per megawatt-hour n Nuclear, $117 per megawatt-hour n Wind: $115 per megawatt-hour

We all would pay more for electricity.

n Coal: $63 per megawatt-hour (or $87, including the cost to mitigate CO2)

Nope, wind and solar would not be able to fill the gaping hole left by nuclear. The technology isn’t there—maybe in 10 to 20 years, but not today. One thing is for certain: If we shut down our nuke plants, all of us would be paying more for electricity. Such a move would also place additional burdens on our coal-fired plants (coal being another muchmaligned fuel source that now comprises some 52% of our power-generating capacity). The power companies are already getting hammered with new air and water regulations that will cost the industry billions of dollars (not to mention lead to the elimination of even more generating capacity, given the fact that a number of older coal plants can’t be brought into compliance.) The EPA’s Clean Air Interstate Rule, passed in 2005, requires a 57% cut in U.S. SO2 emissions by 2015. (Roughly 60% of U.S. SO2 emissions come from coal-fired power plants.)

n Natural gas, $57 per megawatt-hour (or $67, including the cost to mitigate CO2) These prices, compared with those of the Texas wholesale power market where electricity recently has been trading around $20 to $50 per megawatthour, are putting the brakes on new electrical generation for the time being. Whatever happened to rational thinking? When will we ever learn? MT References 1. http://www.world-nuclear.org/info/inf41.html 2. http://www.gaskey.com/03282011-natural-ratesupdate-a-63.html Bill Livoti is sr. principal engineer, Power Generation and Fluid Handling, at Baldor Electric Co., a business of ABB. Email: wclivoti@baldor.com. For more info, enter 260 at www.MT-freeinfo.com

The opinions expressed in this column are those of the author, and don’t necessarily reflect those of the staff and management of Maintenance Technology magazine. Volume Volume 62 // no. no. 2 2

utilities utilities manager manager || 27 27

UM COMPRESSED AIR

How Much Is Your Air System Really Costing? To determine the actual costs of your compressed air system, you’ll need to address both the demand and supply sides, as well as the interaction between them. (Source: Compressed Air Challenge®)

While you may not be able to run your operations without it, you probably can make your compressed air equipment run more efficiently and economically.

Ron Marshall and Bill Scales for Compressed Air Challenge

28 | UTILITIES MANAGER

ompressed air equipment is rarely installed with instrumentation that can supply a baseline to monitor system energy performance and related expenses. End-users are often blind to the real operating costs—and may be unaware of the consequences of the problems plaguing their systems and associated compressed air-powered machinery. Studies have shown that a few hours of basic awareness training can go a long way in increasing system efficiency. This “efficiency” training often generates significant side benefits in the form of a more productive and reliable system due to more stable pressure, improved compressed air system reliability and increased plant productivity.

VOLUME 6 / NO. 2

COMPRESSED AIR UM

Back to the question So, how much is your compressed air system really costing your organization? Odds are that your management information system can track and control your pencil and paper clip purchases down to the penny, but to put an exact number on the cost of your compressed air, well, that’s another story… If you go to your compressor room and look around, you may understand the reason for the lack of information. The room will probably be a noisy, hot and dirty place. The equipment within will have assorted instrumentation options to observe system temperatures, pressures and operating hours, but any indication of flow and power consumption will be missing. Track down your operators and ask about their operating strategy and compressor-control coordination plan. More times than not, the question will be met with a blank stare. The reality of the situation will be that the plan and coordination strategy will be left to the default settings of the compressor manufacturer—or up to a well-meaning, but untrained operator. Air is not free Many end-users think air is free: They simply don’t know what it costs to operate their compressors, nor can they assess the cost of using 10, 50 or 100 cubic feet per minute of something they think of as “free.” Many are surprised to discover that the operating costs throughout the life of compressed air equipment greatly exceed the initial purchase price—in fact, in most cases, energy cost alone in the first year

1 Horsepower Motor

of operation will exceed the purchase price of the equipment. It’s essential to determine the current annual costs in dollars and communicate the situation to all involved. In this way, better decisions can be made on new equipment selection and mode of operation of existing equipment. Compressed air vs. other energy sources Although compressed air is a necessary part of most plant operations, it is not the most efficient source of energy in a plant (see Fig. 1). To operate a 1 hp air motor requires 7-8 horsepower of electrical power into the compressor. At higher-than-typical pressures, even more power is needed. ■ 30 scfm @ 90 psig is required by the 1 hp air motor. ■ 6-7 bhp at the compressor shaft is required for 30 scfm. ■ 7-8 hp electrical power input to the compressor is required for 6-7 bhp at the shaft of the compression element. ■ The overall efficiency of a typical compressed air system can be as low as 10-15%. Annual energy costs for a 1 hp air motor vs. a 1 hp electric motor in a 5-day-per-week, 2-shift operation, at $0.05/kWh is $1164 (compressed air) vs. $194 (electric). This means the compressed-air-powered motor can cost more for the same power output—significantly more if plant pressures are higher than the estimated level of 90 psi.

1,400 1,200 1,000 800 600

Fig. 1. Energy cost comparison of air vs. electric (Source: Compressed Air Challenge)

400 200 0

VOLUME 6 / NO. 2

Compressed Air

Electric UTILITIES MANAGER | 29

UM COMPRESSED AIR

Fig. 2. The costs of air leakage (Source: Compressed Air Challenge) Note: Costs calculated using electricity rate of $0.05 per kWh, assuming constant operation, 100 psig and a typical compressor.

Size 1/16” 1/8” 1/4”

The cost of poor system performance Systems with leaks waste money: Leaks make a system less efficient and increase the cost per unit of air produced. Figure 2 shows the cost of leaks through a perfect orifice in a compressed air system. The cost of operating (ﬁrst-cut estimate) You can do a first-cut estimate of your compressed air costs to find out what’s at stake by adding up the nameplate horsepower of your normally running compressors and doing some simple ratios. The cost of operating a 100 hp compressor for 8760 hours at $0.10/kwh is approximately $68,790. At 4000 hours and $0.08/kWh, the cost is 4000/8760 x $0.08/$0.10 x $67,790—or $25,130. (For instructions on more detailed calculations, refer to Compressed Air Tip Sheet 1 “Determine the Cost of Compressed Air for Your Plant,” in the online library at www.compressedairchallenge.org.) Rationale for compressed air Almost every sector of the economy utilizes compressed air systems, and there are thousands of different uses for them. Consider just the manufacturing sector, which relies on compressed air for powering pneumatic tools, packaging, automation equipment, conveyors and control-system applications, among others. Many manufacturing industries also use compressed air and gas for combustion and process operations such as oxidation, fractionation, cryogenics, refrigeration, filtration, dehydration and aeration. There are countless applications where compressed air is the best overall solution. If, however, other, more costeffective sources of power are available, compressed air is probably being used inappropriately: While ambient or atmospheric air may be free, its compressed form is expensive. When compressed air is needed to make a product, it should be used wisely. If you want to cut costs, you need to be aware of these very real compressed air facts of life:

Air Flow 6.49 cfm 26.0 cfm 104 cfm

Cost per year $523 $2,095 $8,382

■ It should be viewed as a system that can be managed. ■ Its costs can be measured and controlled. The typical system A compressed air system consists of a supply side (that includes compressors and air treatment), as well as a demand side (that includes distribution and storage systems and end-use equipment). A properly managed supply side will result in clean, dry, stable air being delivered at the appropriate pressure in a dependable, cost-effective manner. A properly managed demand side minimizes wasted air and uses compressed air for appropriate applications. Improving and maintaining peak compressed air system performance requires addressing both the supply and demand sides of the system, as well as their interaction (as shown in the opening image on page 28). Hundreds of manufacturers produce the various pieces of equipment that are used in a compressed air system—from compressor packages to end-use tools. There are generally many different options for accomplishing a given task with compressed air, and it is important to apply the equipment properly. Often, if a system is performing poorly, it is not because the equipment is faulty, but because it has been applied improperly or poorly maintained. Almost every compressed air system (from a modern one in a 2-year-old plant to equipment that has been modified and updated over a 40-year span) has room for performance improvement. Take a systems approach… Improving and maintaining peak compressed air system performance requires not only addressing individual components, but also analyzing both the supply and demand sides of the system and how they interact (see Fig. 3). This practice is often referred to as a “systems approach” because the focus is shifted away from components to total system performance. Taking a systems approach usually involves the following:

■ It is often the least-efficient source of energy in a plant. ■ Developing a basic block diagram of your system. ■ It is often the biggest end-use of a plant’s electricity. ■ It is frequently used inappropriately. 30 | UTILITIES MANAGER

■ Measuring the baseline (kW, pressures, cfm consumption, leak load) and determining costs, with available tools. VOLUME 6 / NO. 2

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UM COMPRESSED AIR

■ Working with your compressed air system specialist to implement an appropriate compressor control strategy. ■ Once controls are adjusted, remeasuring to get more accurate readings of kW and pressures and to determine leak load. ■ Walking through to check for obvious preventive maintenance items and other opportunities to reduce costs and improve performance. ■ Identifying and fixing leaks and correcting inappropriate uses (knowing costs, remeasuring and adjusting controls as above). Understanding your system U.S. Department of Energy (USDOE) research has shown that 75% of compressed air equipment operators have received no formal training in system efficiency. With this level of education (and lack of awareness regarding the true costs of compressed air and what can be done about them), it’s not surprising that a significant number of these systems run inefficiently. System operators need to understand their system problems—as well as the solutions they can use to deal with them. One way to address this need is efficiency-awareness training. The Compressed Air Challenge (CAC) has developed two levels of training to aid in this type of awareness: “Fundamentals of Compressed Air Systems” and “Advanced Management of Compressed Air Systems.” In 2010, the organization launched Fundamentals of Compressed Air Systems WE (web-edition). These highly rated sessions have been proven by USDOE studies to encourage positive system changes. A very high

End-users who have implemented compressed air efficiency measures also have experienced non-energy benefits. portion of end-users reported using materials directly from the training to make efficiency improvements to their compressed air systems. In fact, 76% percent of the sample end-user representatives reported that they had made significant capital and/or operating improvements to their compressed air system since attending the CAC training. As a point of reference, compressed air system efficiency experts find that, for the typical compressed air system, 30% of system energy usage can be saved through cost-effective measures. The studies also showed that end-users who implemented compressed air system efficiency measures also experienced significant non-energy benefits. End-users reported experiencing benefits such as reduced downtime, improved system reliability, reduced moisture and contamination in the system air, more consistent system pressure and restored delivery of adequate pressure to all system components. It’s your move You are invited to start your journey to greater understanding of your compressor air system cost and what to do about it. The CAC Training Calendar provides links to registration and location information for training sessions, including other in-person sessions in various parts of the country. This calendar and other resources are available on the CAC Website, www.compressedairchallenge.org. UM

Recommendation: Learn the Best Practices A highly recommended resource for any compressed air system operator is Best Practices for Compressed Air Systems Second Edition. This 325-page manual will provide readers with the informational tools necessary to reduce the operating costs associated with the use of compressed air and improve the reliability of the entire system. This single resource addresses the improvement opportunities in all aspects of a compressed air system from end uses to the air entering the compressor inlet filter. The manual provides the “how to” information to implement recommendations that will achieve peak performance and reliability of the system at the lowest operating cost. This resource is a free benefit of attendance at CAC’s Fundamentals training seminars and also is available for purchase through the online CAC Bookstore (www.compressedairchallenge. org/bookstore/index.html). For more info, enter 261 at www.MT-freeinfo.com

32 | UTILITIES MANAGER

VOLUME 6 / NO. 2

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UTILITIES MANAGER | 33

SPONSORED INFORMATION

Ron Marshall, industrial systems officer with Manitoba Hydro’s Customer Engineering Services (Winnipeg, MB), and Bill Scales, CEO of Scales Industrial Technologies, Inc. (Carle Place, NY), are members of the Compressed Air Challenge® (CAC). A partner organization of the USDOE Industrial Technology Program, CAC is a voluntary collaboration of North American industrial users, manufacturers, distributors (and their associations), consultants, state research and development agencies, energyefficiency organizations and utilities working together to provide resources that educate industry about optimizing their compressed air systems. The CAC has trained over 13,000 compressed air users since 1999. To learn how you can get involved in this important initiative, email: rcmarshall@hydro.mb.ca.

Efficient

TECHNOLOGY SHOWCASE Looking at trends in products and services in the area of...

...What’s up?

f the many items maintenance professionals use in their work, those handled most often are likely in the category of MRO: maintenance repair and overhaul. While some define this category broadly—roping in everything that is or could be used in industrial maintenance processes—the commonly accepted view is that MRO refers to daily-use tools and consumables that constitute a $400+ billion annual market in the U.S. MRO items include hand and power tools, tool accessories, chemicals for cleaning and degreasing, remediation products and anything else likely to be used (and used up) regularly in the course of maintaining facilities and industrial equipment.* The consumable nature of MRO products puts a greater emphasis on price and distribution in this category than in others. While design advances are important, especially in the areas of eco-friendly cleaner formulations and ergonomic tools, they can be overshadowed by the cost of these high-turnover products and the tactics chosen for their reliable restocking. This has led makers of MRO products and industrial distributors to initiate various streamlining activities that make it as easy as possible for MRO supplies to reach end-users. These streamlined methods include on-site vending machines, kanban resupply strategies and, importantly, partnerships that allow distributors to essentially assume the “buying” of MRO supplies for their customers by setting long-term prices via contract in exchange for add-on services. These services often include automatic restocking, a process by which the distributor restocks a customer’s storeroom or workstation when a shared electronic database indicates supplies are low. Partnerships work in the best interest of distributor and customer by leveraging service into the mix and removing the need for customers to continually renegotiate or search for the lowest price on goods that need regular replenishment. Many of the same advantages can be gained on a smaller scale through purchasing agreements that allow authorized users on the shop floor to access online catalogs and procure MRO supplies via the Internet as needed. For their part, makers of MRO products work hard to differentiate them and dissuade users from viewing their offerings as interchangeable. One, for example, claims that its 1200-sku line of chemical cleaners, degreasers, corrosion inhibitors and sealants is the only one that features a Material Safety Data Sheet on the back of each product label. Its line also includes a wide selection of environmentally friendly products formulated without ozone-depleting chemicals, carcinogens or VOCs. Furthermore, this company has created its own partnership program that provides on-site help for manufacturers looking to create a comprehensive MRO-chemicals program tailored to their needs—all sensible moves in this highly competitive marketplace. Rick Carter, Executive Editor

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MAINTENANCE TECHNOLOGY

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TECHNOLOGY SHOWCASE

What’s Up With June’s

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BEST PRACTICES

Turning vision into reality...

The Shortest Distance Between Two Points Is A Straight Line Don’t let anyone tell you otherwise, even on your continuous reliability and maintenance journey. Christer Idhammar IDCON, Inc.

ny improvement initiative within reliability and maintenance is a journey toward a state of continuous improvement. You will never reach a final destination. You might state that your goal is 95% planned and scheduled maintenance and 96% reliability. While these are necessary milestones, reaching them doesn’t mean you’ve completed your journey.

Once you’ve passed your important milestones—i.e., reached your previously stated goals—you’ll find that you have time to go on to the next step. You must use this time to take actions to generate continuously better results. Failure to do so will lead to weakened organizational performance. And, to paraphrase an old, but still-true saying, “If you don’t improve, you’re not good anymore.”

MAY 2011

MT-ONLINE.COM | 37

BEST PRACTICES

Start here If we agree on our destination being a state of continuous improvement, the next thing we need to know is where to start. Before you enter into any improvement initiative, it’s a good idea to ask yourself which of the following statements best describes your situation/your organization’s status:

3. I don’t know where I am, but I do know where I’m going… ■ If you don’t know where you are, but do indeed know where you’re going, you might reach your destination, although it will take a lot of unnecessary time and effort to arrive there: as before, a lot of action but inadequate or late results.

1. I don’t know where I am, and I don’t know where I’m going… 4. I know where I am, and I know where I’m going… ■ If you don’t know where you are when you start an improvement initiative and you don’t know where you’re going, you might have a nice but excessively expensive experience: a lot of action but inadequate results. 2. I know where I am, but I don’t know where I’m going… ■ If you know where you are, but not where you’re going, it will take a very long time to reach any destination: again, a lot of action but inadequate results.

■ If you know where you are and where you’re going, you can reach your destination in the shortest time and through the most cost-effective manner. Staying out of ‘jail’ Maintenance managers frequently end up in a “Budget Jail,” thinking it’s better to stay within a budget than to invest in improved reliability. That’s because their performance isn’t measured by reliability—it’s measured on cost.

100 80 60 40 20 0 -20 -40

Best Practice Score Break Downs Reliability x 10 Maintenance cost as % of true replacement value

-60 -80 Fig. 1. This data, compiled over an eight-year period from several plants where the referenced methodology was applied, clearly shows that as the best-practice score increased, the number of breakdowns fell and reliability and production throughput went up. The value of the increased reliability by 1.9% is worth about 10 times more than the savings in maintenance cost.

38 |

MAINTENANCE TECHNOLOGY

MAY 2011

It’s Time To Shine!

While you may have passed some necessary milestones, you’re not finished. On a continuous improvement journey, you never reach a final destination.

In many cases, the Budget Jail situation results from managers not having an effective measurement on how good their organization is. They also don’t seem to have a clear picture of how good they can become. On top of all that, there’s no aggressive and quantified plan on how to close this gap. Maintenance management is a very process-driven matter. If you document these processes and their individual elements, you can appraise how well each of them is executed. In turn, you have also created a document that describes what excellence looks like. After you’ve assessed and rated all elements, your organization will discover where your gaps are and you can develop the action plan for closing them. This methodology has been used in hundreds of organizations worldwide, where it’s shown that a better score on best practices will generate excellent results (see Fig. 1). The biggest challenge with it is in getting people who are typically reactive to work in a more disciplined way. While you need to know where you are and where you are going, you also must have a plan for drawing a straight line on how to reach your destination. Then, it’s all about long-term reinforcement. MT

Christer Idhammar is a world-renowned, award-winning reliability and maintenance expert. He is the founder of and executive vice president with IDCON, Inc., based in Raleigh NC. IDCON has been providing reliability and maintenance training and consulting to industries around the world since 1972. Internet: www.idcon.com. For more info, enter 04 at www.MT-freeinfo.com MAY 2011

Our Lube Starz Section is all about our readers, the hardest-working lube pros in the universe! Are you game? If so, please identify yourself. We want to learn who you are, where you work, how long you’ve been in your current position, what brought you to the lubrication field and what you like most about your job. If you’re chosen as the subject of a short, published profile, you’ll soon be reading about yourself in an upcoming Lube Starz Section in LUBRICATION MANAGEMENT & TECHNOLOGY and on our Website. Each person profiled in this section will receive a baseball cap designating him/her as one of our honest-to-goodness Lube Starz. Go to www.LMTinfo.com/LubeStarz or www.LubeStarz.com and download the profile form. Fill it out and follow the instructions for submitting it with your photo. That’s all

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SOLUTION SPOTLIGHT

Howâ&#x20AC;&#x2122;s That Drive Working For You?

Synchronous belt drives are a viable alternative to roller chains or gears in many industrial applications.

Field experience is the real test of a drive system. When high maintenance and/or frequent replacement of drive components becomes the norm, itâ&#x20AC;&#x2122;s time to reassess the drive design. Special to Maintenance Technology

40 |

MAINTENANCE TECHNOLOGY

MAY 2011

SOLUTION SPOTLIGHT

lectromechanical engineers who design power transmission or motion-control systems for industrial equipment face an ongoing challenge: For their equipment designs to remain competitive in the marketplace, they must adopt new technologies. But while there are many options for transforming one form of mechanical power into another, why change a drive design that’s working? There are a number of reasons for doing so— and when you get right down to it, they’re all related to the bottom line.

Impact of inappropriate or outdated designs A poorly performing drive is costly to the user and could spell disaster for the original equipment manufacturer. The equipment may operate inefficiently, consuming too much energy and raising energy costs. Such a drive may slow the production cycle or cause damage to other components in the system. Poorly designed drives also will increase the user’s maintenance expense budget. So, how can you tell when a drive is just “wrong” for the equipment? Signs of poor performance include: ■ Frequent replacement ■ Premature failure ■ Higher-than-usual maintenance ■ Unusual noise ■ High temperature ■ Vibration The drive may have been improperly sized for the application. Or the application may have changed over time, placing requirements such as higher speed or throughput on the equipment that were not intended in the original design. Whatever the cause, the cure is to reassess the drive and application.

When converting to a different type of drive, design engineers should consider not only the end-user’s equipment acquisition cost, but also the total cost of ownership and customer satisfaction. A drive system that minimizes maintenance and replacement of components will save money in the long run. It also will increase uptime and productivity. The truest of tests Field experience is the true test of a drive system. When high maintenance or frequent replacement of drive components becomes the norm, it’s time to reassess drive design. For example, synchronous belt drives present a viable alternative to roller chains or gears in many industrial applications. Replacing these older drive technologies with a synchronous belt system offers one way OEMS and end-users alike can gain a competitive edge. More details To learn how appropriate equipment design and drive conversions can impact your operations, visit www. gates.com. For a white paper entitled “Designing Drives for a Competitive Edge: How Field Retrofits Can Point the Way to Drive Designs that Better Satisfy Customers,” (which includes two real-world case studies on field retrofits), go to: www.gatesprograms.com/ptsavings. Gates Corp. Industrial Power Transmission Denver, CO

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MAY 2011

MT-ONLINE.COM | 41

CAPACITY ASSURANCE MARKETPLACE

Hydraulic-Hose Condition-Monitoring System

E Protection For Hydraulic Fittings

he Brennan Black® coating from Brennan Industries protects against rust and corrosion in hydraulic fittings and adapters. The proprietary Bi-LENE® coating is a blend of fluoropolymer, engineered plastics and selected corrosion inhibitors tailored to provide specific properties such as low friction, strong adhesion and resistance to wear and abrasion. According to the company, the coating resists corrosion past 1600 hours of exposure and works in temperatures from -420 to +500 F. Brennan Industries, Inc. Cleveland, OH For more info, enter 31 at www.MT-freeinfo.com

aton says that its LifeSense™ hose can report imminent hose-assembly failure via real-time monitoring of high-pressure hose assemblies used in hydraulic systems. Capable of tracking the health of each hose assembly in a system, it detects when a hose is nearing the end of its useful life and alerts the user so the assembly can be replaced. Eaton Corp. Eden Prairie, MN For more info, enter 33 at www.MT-freeinfo.com

Portable Ultrasonic Flowmeter

ROHNE’s Optisonic 6400 portable ultrasonic flowmeter for liquids measures flow velocity, current volumetric flow and various diagnostic values. Users simply attach the sensor rail to the pipe, plug cables into the handheld electronics, set up parameters and begin reading flow results. The device is powered by an integrated battery with 14 hours running time or linepowered by a supplied adapter. KROHNE, Inc. Peabody, MA For more info, enter 34 at www.MT-freeinfo.com

Wireless Shaft-Alignment Tool

ibrAlign’s Fixturlaser GO Pro, a wireless shaft-alignment tool, features an adaptive and time-saving user interface that guides users through the alignment process. If an alignment is out of tolerance, the tool first suggests how to correct it vertically, such as by showing the shims by size required to achieve a precision state. In a horizontal adjustment, live values are displayed throughout the entire process, with no re-measurements required. VibrAlign, Inc. Richmond, VA

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

42 | MAINTENANCE TECHNOLOGY

Compact, Eco-Friendly Gas Insulated Switchgear

BB’s latest generation 245kV ELK-14 series of Gas Insulated Switchgear (GIS) has a footprint 40% smaller than conventional designs and uses 20% less SF6 gas than the previous generation. Its compact design also allows the unit to be delivered as a completely assembled bay, reducing installation time. The bays feature single-phase isolation, and the systems have been designed for a rated voltage of 253 kV and rated currents of up to 3150 Amperes. ABB Cary, NC For more info, enter 35 at www.MT-freeinfo.com MAY 2011

CAPACITY ASSURANCE MARKETPLACE

Efficient SS Horizontal End Suction Pumps

Flexible, Heavy-Duty Speed Reducer

aldor’s Motorized Torque-Arm II (MTA) is a rightangle shaft-mounted speed reducer with a three-piece coupled NEMA C-face motor input. Its compact, flexible design allows multiple mounting positions. A choice of 12 helical gear-reduction ratios and three case sizes help deliver speed reductions from 18:1 to 75:1 for class 2 applications from 3 HP to 75 HP. According to the manufacturer, the MTA’s heavy-duty AGMA-rated design offers nearly twice the bearing life versus competitors’ European DIN standard designs. Premium HNBR oil seals with excluder seal technology give extra protection against contaminants.

rundfos says its new CRN-H and CRNE-H stainless steel horizontal end suction pumps have been designed for a variety of applications, including washing and cleaning, water treatment, chemical, pulp and paper and more. Among their notable features is the CRN-H plug ‘n play retrofit capability that lets it be bolted directly into the piping and pump case footprint of a traditional ANSI unit. The company also says these pumps can reduce energy costs up to 80%. Grundfos Pumps Corp. Olathe, KS For more info, enter 38 at www.MT-freeinfo.com

Baldor Electric Co. A Member of the ABB Group Fort Smith, AR For more info, enter 36 at www.MT-freeinfo.com

CIMM Certification Program Becomes CMRT Certification

fter nearly two years of work on the body of knowledge and the process and procedures for administering the program, the Society for Maintenance and Reliability Professionals Certifying Organization (SMRPCO) has announced its relaunch of the Certified Industrial Maintenance Mechanic (CIMM) program as the Certified Maintenance and Reliability Technician (CMRT) program. According to the SMRPCO, this new certification can be a steppingstone for candidates who hope someday to become Certified Maintenance and Reliability Professionals (CMRPs). For more information, visit www.smrp.com. SMRPCO McLean, VA For more info, enter 37 at www.MT-freeinfo.com MAY 2011

PIP IS SIMPLE. Let PIP’s harmonized engineering Practices simplify your next project.

ask@pip.org

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

MT-ONLINE.COM | 43

CAPACITY ASSURANCE MARKETPLACE

Remote Valve Operator

mith Flow Control’s Flexi-Drive valve actuator allows remote operation of valves in hard-to-reach or dangerous areas. It attaches to the host valve with no modifications needed. A flexible linear drive cable connects the valve to a handwheel up to 200 feet away and accommodates up to 540 degrees of bends. The system is completely sealed and permanently lubricated for m a i n te n a n ce - f re e operation; can operate completely submerged in water up to 50 feet deep; and withstands temperatures from -65 to +400 F.

Smith Flow Control, Ltd. Erlanger, KY For more info, enter 39 at www.MT-freeinfo.com

Professional-Grade Hand Tools

EWalt’s recently launched line of hand tools (a first for the company) features more than 100 professional-grade products, including utility knives, pliers, wrenches, tape measures, hammers, saws, toolboxes and more. The company has tested them on jobsites across the country and incorporated feedback from users to improve the quality of the line. Each product comes with a limited lifetime warranty and support from DeWalt’s service network. DeWalt Industrial Tool Co. Baltimore, MD For more info, enter 40 at www.MT-freeinfo.com

Customized, Targeted Lists For Your Marketing Needs

ATP List Services Ellen Sandkam www.atplists.com 1300 S. Grove Ave., Suite 105, Barrington, IL 60010 847-382-8100 x110 / 800-223-3423 x110 info@atplists.com / esandkam@atplists.com For more info, enter 83 at www.MT-freeinfo.com

44 | MAINTENANCE TECHNOLOGY

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

MAY 2011

CAPACITY ASSURANCE MARKETPLACE

Signal-Conditioner And Relay Interfaces

Quick Belt-Change Conveyor Supports

AGO’s Interface Adapter provides JUMPFLEX® Signal Conditioners and Relays with a tool-free interface to the WAGO-I/O-SYSTEM and other PLC interfaces. They capture analog/digital signals for eight combined JUMPFLEX modules. This, the company says, makes them ideal for equipment that requires large amounts of input/output signals. They help cut wiring errors in both field and control levels.

antilever stand mounts from Dorner Manufacturing support conveyors from one side, which opens the other side for quick access and belt changes. The design allows the belts to slide off without the need to remove stands. Only one technician is required to complete the belt changeout. These time-saving supports are engineered to work with Dorner’s 2200 and 3200 Series conveyors.

WAGO Corp. Germantown, WI

Dorner Manufacturing Hartland, WI

For more info, enter 41 at www.MT-freeinfo.com

For more info, enter 42 at www.MT-freeinfo.com

7-Step Best Practice Lubrication Program Professional Self-Directed Implementation ToolKit

Tap into your Liquid Gold for less than $20 per day!* Whether you’re looking to increase asset utilization and maintainability, reduce contamination, downtime, energy consumption and/or your carbon footprint, or simply cut your maintenance and operating costs, you’re ready for a 7-Step Best Practice lubrication program! For more information on this “expert in a box” approach to successful lubrication programs, contact ENGTECH Industries at 519.469.9173 or email info@engtechindustries.com * Amortized over one year

For more info, enter 85 at www.MT-freeinfo.com

MAY 2011

MT-ONLINE.COM | 45

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: Grace

Engineered Products

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

Increase Productivity and Safety with Mechanical LOTO

Workers performing mechanical LOTO procedures must isolate electrical energy. Externally-mounted voltage detectors provide a means of checking voltage inside an electrical panel. Without these devices, a mechanic performing mechanical LOTO would be required to work in tandem with an electrician using a voltmeter to physically verify voltage inside an electrical panel. In this case, the electrician is exposed to voltage. With The Combo Unit, the mechanic can single-handedly check for zero electrical energy without any exposure to voltage.

For more info, enter 86 at www.MT-freeinfo.com http://graceport.com

LUDECA, INC. - Preventive, Predictive and Corrective Maintenance Solutions including laser shaft alignment, pulley alignment, bore alignment, straightness and flatness measurement, monitoring of thermal growth, online condition monitoring, vibration analysis and balancing equipment as well as software, services and training. For more info, enter 88 at www.MT-freeinfo.com www.ludeca.com

CLASSIFIED

ATP List Services Specializing In

Machinery Health Personnel PM & PdM Field Service • Mgt • Sales • Hrly Nationwide • Conﬁdential • All Fees Company Paid

OFF Button Provides push button circuit disconnections Arc Flash Chambers Prevent Exposure to Arc Flash Safety Shutter Simplifies NFPA 70E compliance

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Customized, Targeted Lists For Your Marketing Needs

Minimum need for PPE when connecting and disconnecting electrical equipment.

www.meltric.com • 800.433.7642

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 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

MAY 2011

Index ADVERTISER

20 YEARS

M A I NM TA EI NNT EA N NA NC C EE

TECHNOLOGY TECHNOLOGY ®

May 2011 Volume 24, No. 5 •

WEB ADDRESS

RS #

PAGE #

American Trainco........................................www.americantrainco.com ........................ 75 ......................34 ATP Lists........................................................www.atplists.com ......................................... 84 ......................44 Baker Instument Co....................................www.bakerinst.com ..................................... 67 ......................10 Baldor Electric Company...........................www.baldor.com .......................................... 72 ......................31 CRC Industries ............................................www.crcindustries.com/ei .......................... 69 ......................17 Datastick Systems, Inc.................................www.datastick.com...................................... 78 ......................35 Engtech Industries Inc. ...............................www.engtechindustries.com ...................... 85 ......................45 Exair Corporation .......................................www.exair.com ............................................. 65 ........................ 5 Fluke...............................................................www.fluke.com/innovation ....................... 64 ........................ 4 Fluke...............................................................www.fluke.com/machinehealth ................ 66 ........................ 7 Gates Corporation.......................................www.gates.com/results ................................ 62 ........................ 1 Generac Power Systems, Inc. .....................www.generac.com........................................ 90 .....................BC Grace Engineered Products, Inc................http://graceport.com ................................... 86 ......................46 Innovator ......................................................www.reliabilityinnovator.com ................... 80 ......................36 IMEC .............................................................www.imec.ca ................................................. 63 ........................ 2 LubeStarz ......................................................www.lubestarz.com...................................... 81 ......................39 Ludeca Inc.....................................................www.ludeca.com .......................................... 71, 88 ..........25, 46 Marshall Institute, Inc .................................www.marshallinstitute.com/we-listen...... 70 ......................25 Meltric Corporation ...................................www.meltric.com......................................... 77 ......................35 Miller-Stephenson Chemical Co. .............www.miller-stephenson.com ..................... 79 ......................35 PdMA Corp..................................................www.pdma.com ........................................... 74 ......................33 Process Industry Practices..........................www.pip.org .................................................. 82, 87 ..........43, 46 STO 2011 -Shutdown Conference ...........www.STOconference.com.......................... 89 ................... IBC Strategic Work Systems, Inc.......................www.swspitcrew.com .................................. 83 ......................44 Synergy Tech.................................................www.synergytech.org .................................. 76 ......................34 U.S. Tsubaki Power Transmission, LLC. ..www.ustsubaki.com/mtech........................ 61 ....................IFC

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: M T 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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MT-ONLINE.COM | 47

viewpoint Mike Poland, CMRP, Director of Asset Management Services, Life Cycle Engineering (LCE)

What Do We Do When ISO 55000 Arrives?

SI PAS 55 is a specification, not a standard. Until the new ISO standards exist (between 2012 and 2013), we can refer to several documents that have been developed as managementsystem standards: All have six common elements (so will this latest addition to the ISO library). Detailed in ISO 72, “Guidelines for the justification and development of management system standards,” they include: 1) policy; 2) planning; 3) implementation and operation; 4) performance assessment; 5) improvement; 6) management review. Those six elements create the “Plan, Do, Check, Act” model of continuous improvement and form the foundation for an optimized asset-management system. Developing a management plan that accounts for risk—and, therefore, cost—brings a marked advantage to the bottom line. The new standard will illustrate the importance of transaction-level business processes, such as production and maintenance planning and scheduling. It will also require clearly communicated performance monitoring to maximize corporate resources and profitability. Typically, corporate objectives, business processes and information systems are not well integrated. Thus, they hide some of our limiting factors and risks and prevent us from optimizing our asset performance. A four-phase risk-based asset-management model can provide the transparency to risk, and create, the operational stability that all manufacturing organizations require: Classify… The first step is to classify assets. This includes value-stream mapping to understand the logical flow and how value is created, cataloging assets and creating functional hierarchies. Analyze… The focus in the second phase is to apply criticality analysis, complete a risk assessment and risk ranking, in preparation for developing appropriate control strategies. Control… Control strategies include preventive and predictive tasks; remote monitoring; condition monitoring; operating procedures; rebuild, replace, redesign criteria; operator care; and critical spares, to name a few. All should be documented in

standard work procedures and define the risk and failure that they are mitigating. Once the predominant failure modes are identified, we can define the control strategy to eliminate or mitigate that failure to reduce the risk. Measure… Once the management information system is configured to capture the data necessary to develop the appropriate queries and reporting, we have the means to effectively identify our opportunities. The metrics we use as part of our performance monitoring should closely tie to our strategic plan and corporate objectives. Work-order history is a key source of our measurement activities. Why implement risk-based asset management In a risk-based asset-management system, you collect relevant information based on importance to the value stream and use that information to make fiscally responsible decisions that will, in turn, create greater value for the organization. When you combine the four-phase risk-based asset-management model with business processes that support best practices and are seamlessly integrated to leverage critical information to make decisions and supported by a culture dedicated to continuous improvement, you can achieve results like these: n People recognize the value of continuous improvement and demonstrate it with their actions. n Limiting factors have been identified and considerably reduced. n Capital investments have been avoided by improving capacity and availability. n There is a notable reduction in the cost of products sold. Benefits of this nature result in significantly improved operational stability along with substantial financial improvement. MT For more information, email: mpoland@lce.com.

The opinions expressed in this Viewpoint section are those of the author, and don’t necessarily reflect those of the staff and management of Maintenance Technology magazine.

48 | MAINTENANCE TECHNOLOGY

MAY 2011

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