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WHAT VIBRATION PENS WANT TO BE WHEN THEY
GROW UP. The new Fluke 805 Vibration Meter is more than a pen. It’s a Fluke meter that gives you results you can trust, time after time. t Checks overall vibration, bearings and temperature t Ability to export and trend data t Four-level scale quickly assesses problem severity t Unique sensor design ensures accurate and repeatable measurements
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Contents
YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS
JUNE 2013 • VOL 26, NO 6 • www.MT-ONLINE.com
©ANDREI MERKULOV — FOTOLIA.COM; ©MBRUXELLE — FOTOLIA.COM
FEATURES CAPACITY ASSURANCE SOLUTIONS 18
Make Operations Your Partner in Reliability Don’t exclude operators from your reliability strategy. They can (and should) play a critical role. Dave Rosenthal,, P.E., CMRP, Jacobs Engineering Group
THE FUNDAMENTALS 24
Do We Know What We’re Talking About? Is there a need to define and compile maintenance terminology into an easy-to-use, “evergreen” reference? This author says yes. MT provides the vehicle to deliver it. Paul D. Tomlingson, Paul D. Tomlingson Associates, Inc.
EXPERT Q&A 30
Identifying Energy Savings In Your Facility How do you get the biggest, quickest return? We asked Fluke’s energy-measurement expert Wade Thompson to fill us in. Jane Alexander, Editor
MAINTENANCE LOG 38
Controlling Limescale Deposits And Industrial Fouling Modern electronic solutions offer a safe, easy alternative to chemical or physical descaling methods. Jan de Baat Doelman, Scalewatcher North America, Inc.
SUPPLY CHAIN LINKS 41
A New F-Class Turbine Repair Facility Dresser-Rand has expanded its Turbine Technology Services facility in Houston to include a Center of Excellence for F-class rotor repair. Special To MT
JUNE 2013
DEPARTMENTS 6
My Take
8
Stuff Happens
11
Automation Insider
12 15 16 34 36 43
Uptime
44
Marketplace
46
Information Highway
46
Classified
47
Supplier Index
48
Viewpoint
Compressed Air Challenge For On The Floor Lubrication Checkup Technology Showcase Solution Spotlight
MT-ONLINE.COM | 3
Your Source For CAPACITY ASSURANCE SOLUTIONS
June 2013 • Volume 26, No. 6 ARTHUR L. RICE
CUSTOM REPRINTS
President/CEO arice@atpnetwork.com
Use reprints to maximize your marketing initiatives and strengthen your brand’s value.
BILL KIESEL Executive Vice President/Publisher bkiesel@atpnetwork.com
JANE ALEXANDER
Editor-In-Chief jalexander@atpnetwork.com
RICK CARTER
Executive Editor rcarter@atpnetwork.com
REPRINTS ARE IDEAL FOR:
Q New Product Announcements Q Sales Aid For Your Field Force Q PR Materials & Media Kits Q Direct Mail Enclosures Q Customer & Prospect Presentations Q Trade Shows/Promotional Events
ROBERT “BOB” WILLIAMSON KENNETH E. BANNISTER Contributing Editors
RANDY BUTTSTADT
Director of Creative Services rbuttstadt@atpnetwork.com
GREG PIETRAS
Editorial/Production Assistant gpietras@atpnetwork.com
For additional information, please contact Foster Printing Service, the official reprint provider for Maintenance Technology.
ELLEN SANDKAM
Direct Mail 800-223-3423, ext. 110 esandkam@atplists.com
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Reprint Manager 866-879-9144, ext. 168 jillk@fosterprinting.com
Call 866.879.9144 or sales@fosterprinting.com
Editorial Office:
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“Visual systems, when applied to equipment, can reduce training time by 60 to 70% and eliminate errors.”
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Our Visual Supplies Can Improve Your Equipment’s Performance! Colored gauge marking labels Problem and Opportunity Tags in English or Spanish Red Move Tags Colored paint pens Colored grease fitting caps and lube point labels Vibration analysis pickup discs and labels Proven Tips for Equipment Troubleshooting handbook Lean Machines instructional book for applying visuals Temperature indicating strips and more
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Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Barrington, IL 60010. Periodicals postage paid at Barrington, Illinois and additional offices. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2013 by Applied Technology Publications, Inc. Annual subscription rates for nonqualified people: North America, $140; all others, $280 (air). No subscription agency is authorized by us to solicit or take orders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: cpcreturns@ wdsmail.com. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By sending us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc. permission, by an irrevocable license, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned. “Maintenance Technology®” is a registered trademark of Applied Technology Publications, Inc. Printed in U.S.A.
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MAINTENANCE TECHNOLOGY
JUNE 2013
The Secret To Keeping Electronics Cool! NEMA 12 Cabinet Coolers
The NEMA 12 Cabinet Coolers for large heat loads up to 5,600 Btu/hr. are ideal for PLCs, line control cabinets, CCTV cameras, modular control centers, etc.
A bad choice could cost you thousands! Look Familiar? When hot weather causes the electronics inside a control cabinet to fail, there is a panic to get the machinery up and running again. The operator might choose to simply open the panel door and aim a fan at the circuit boards. In reality, the fan ends up blowing a lot of hot, humid, dirty air at the electronics and the cooling effect is minimal. If the machinery starts functioning again, the likelihood of repeated failure is great since the environment is still hot (and threatens permanent damage to the circuit boards). Worse yet, that open panel door is an OSHA violation that presents a shock hazard to personnel.
• Measures 8" (203mm) high • Mounts top, side or bottom • Enclosure remains dust-tight and oil-tight
NEMA 4 and 4X Cabinet Coolers
NEMA 4 and 4X Cabinet Coolers for large heat loads up to 5,600 Btu/hr. They are ideal for PLCs and modular controls. • Enclosure remains dusttight, oil-tight and splash resistant • Suitable for wet locations where coolant spray or hose down can occur
Type 316 Stainless Steel Cabinet Coolers
Type 316 Stainless Steel Cabinet Coolers for NEMA 4X applications are available for heat loads up to 5,600 Btu/hr. • Resists harsh environments not suitable for Type 303/304 • Ideal for food and chemical processing, pharmaceutical, foundries, heat treating and other corrosive environments
The Real Solution! Stop electronic downtime with an EX AIR Cabinet Cooler® System! The complete line of low cost Cabinet Cooler Systems are in stock and can ship now. They mount in minutes through an ordinary electrical knockout and have no moving parts to wear out. Thermostat control to minimize compressed air use is available for all models. All Cabinet Coolers are UL Listed to US and Canadian safety standards.
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Mini NEMA 12, and, 4 4X Cabinet Coolers
High Temperature Cabinet Coolers
Non-Hazardous Purge Cabinet Coolers
The mini NEMA 12, 4 and 4X Cabinet Coolers for small heat loads up to 550 Btu/hr. are ideal for control panels, relay boxes, laser housings, electronic scales.
High Temperature Cabinet Coolers for NEMA 12, 4 and 4X applications are available for heat loads in many capacities up to 5,600 Btu/hr.
NHP Cabinet Coolers keep a slight positive pressure on the enclosure to keep dirt from entering through small holes or conduits. For use in non-hazardous locations.
• Suitable for ambients up to 200°F (93°C)
• Uses only 1 SCFM in purge mode
• Ideal for mounting near ovens, furnaces, and other hot locations
• For heat loads up to 5,600 Btu/hr.
• Measures 5" (127mm) high • Mounts top, side or bottom • Enclosure remains dusttight and oil-tight
“It took us three days to get a replacement computer cabinet and we didn’t
• NEMA 12, 4 and 4X If you would like to discuss an application, contact:
want to risk another heat failure. Fans weren’t an option since they would just blow around a lot of hot air. Freon-type air conditioners like those on some of our other machines were a constant maintenance project of their own. We purchased EXAIR’s Model 4330 NEMA 12 Cabinet Cooler Jeff Hauck, Lasercraft Inc. Cincinnati OH
System since it was easy to install and requires no maintenance.”
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11510 Goldcoast Drive Cincinnati, Ohio 45249-1621 (800) 903-9247 / fax: (513) 671-3363 www.exair.com/48/440.htm
@exair
MY TAKE
Jane Alexander, Editor-In-Chief
Let’s Sell It!
W
hy do you do what you do, and what is it that brought you to wherever you are today? I’m referring to your job—whatever it may be—in the maintenance-related food chain. Yeah, yeah, money and health insurance sure do talk. That’s a given. Still, I’m betting that a lot of you are like me: You’re out there riding for the brand. In my case, the brand is Applied Technology Publications, for which I get to regularly do what I love (i.e., produce informative editorial on interesting topics for what seems like an appreciative audience). Regardless of your industry sector, company/organization or product, I would submit that the true brand most of you are riding for is “reliability,” and that you, too, are getting to do what you love (i.e., keep equipment systems and processes up and running). If I’ve pegged you correctly, you have a little selling job to do for me in terms of the workforce of the future. Let me explain… Everywhere I go these days, I’m being told the same sad story that we’ve been hearing (and writing about in the pages of this magazine) for years: There aren’t enough skilled workers for today’s industrial-related jobs, and there certainly won’t be enough for tomorrow’s. What’s worse, despite reports of high unemployment rates in their age group, it’s evidently still pretty tough to get newly minted high-school and college graduates even a tad excited about jobs in industry. Maybe we’ve been going about things the wrong way. Perhaps it’s time to personalize the pitch. That’s where you come in. While MT can expound endlessly on the skilled workforce crisis and how we think it could be solved, we typically don’t hear from our readers about why they like their jobs, etc., etc., etc. We also don’t get access to those heartwarming stories many of you have regarding some friend, relative, teacher, employer or old-timer at your plant who inspired you to keep plugging away in the maintenance and reliability field or taught you some great life lesson that’s served you well in your work over the years. We want you to share this information with us—and let us share it in our pages. Our thinking is that true-life accounts of what turns you on in your job can help turn on others and, let’s hope, attract young people to careers in industry. We’ll make it easy for you. Go to www.mt-online.com/TrueStories and answer a few short questions. Write as much as you like, and be sure to provide your full contact information. We’ll need to get in touch with you if we choose to publish your insight. Those of us at Applied Technology Publications are very passionate about our mission. We know many of you feel the same way about what you do. Let’s leverage our collective enthusiasm to “sell” the countless benefits and rewards that industrial career paths offer. I’m looking forward to hearing from and working with you on this project! MT jalexander@atpnetwork.com
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maintenance technology
JUNE 2013
Scheduled maintenance, inspections, emergency response…Team delivers
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NEWS STUFF HAPPENS
SME MAKES A BIG MOVE Rolling Into The Future With A New Name, Logo And Brand Identity
SME, one of industry’s most respected sources of knowledge and information, has announced several strategic changes to unify the association and provide greater value to stakeholders across manufacturing. As the result of a multiyear, research-led brand-development process, the society has redefined itself for the 21st century based on the value it provides to its many audiences and the central role it plays in the advancement of manufacturing. In the process, it is integrating its strategic areas—events, publishing, membership, Tooling U-SME online training and the SME Education Foundation—around an evolved mission to inspire, prepare and support its stakeholders. In conjunction with this move, it’s now introducing a new name, tagline and identity. Going forward, the 81-year-old organization will refer to itself by its monogram rather than its full legal name, the Society of Manufacturing Engineers, and will promote its future-focused mindset with the phrase, “Making the future. Together.SM” As shown above, the new logo has been designed to represent technological achievement and its positive impact on society, while paying homage to SME’s history with a subtle reference to the association’s previous logo. This re-branding made its debut at SME’s Annual Conference in Baltimore on June 3, and will continue to roll out in 2013, through tradeshows, conferences and a new Website, among other things.
T H G I BR T SPO MT Editors Greg Pietras (left) and Jane Alexander, and “Automation Insider” Columnist Gary Mintchell (right), recently joined other members of the technical press in Cleveland, OH, for an up-close-and-personal look at the capabilities of that city’s SKF Solutions Factory (including its ability to perform remote equipment-monitoring and diagnostics, extensive spindle repairs/rebuilds and custom seal manufacturing for end-users around the world). Featured in our April 2013 “On the Road to Sustainability” article by Rick Carter (www.mt-online.com/skf), the facility has just received its Gold LEED Certification. (BTW: Ground will soon be broken near Birmingham, AL, for yet another SKF Solutions Factory. According to the company, the site’s proximity to numerous customers in the metals, mining and pulp & paper industries was an important factor in its decision to open this Alabama operation, which will include bearing remanufacturing among its many services.)
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MAINTENANCE TECHNOLOGY
JUNE 2013
STUFF HAPPENS NEWS Got items for Stuff Happens? Send your news to jalexander@atpnetwork.com
It’s Back!
©
Presented By
Applied Technology Publications
ARE YOU A WINNER? Go To: www.InnovatorAward.com For Details Of Our 2013 Competition Entries Accepted June 30 – December 31, 2013 Good Luck!
The Midwest ENERGY Association (MEA) has named 9 energy-delivery companies as winners of its “2013 Accident Prevention Awards.” These honors went to MEA companies with the lowest days restricted or transferred (DART) incidents during 2012. The winners are: • City of Fort Morgan, Fort Morgan, CO • City of Red Bud Utilities, Red Bud, IL • City of Waukee, Waukee, IA • Black Hills Corp., Papillion, NE • Ohio Gas Co., Bryan, OH • ONEOK, Tulsa, OK • Superior Water, Light & Power, Superior, WI • Watertown Municipal Utilities, Watertown, SD. • ComEd, an Exelon Company, Oakbrook, IL
KUDOS...
N’ I T H FIG WORDS This month’s short, but very powerful quote by
!
best-selling author Stephen Covey came from Jeff Dudley, former Director of Maintenance & Reliability for The Dow Chemical Company.
“Nothing repels talent like a high-control, low-trust workplace.”
Nuf’ said. Thanks, Jeff. Best wishes to you and your new company, LeadeReliability (leadereliability.com).
Inspiration For Those Battling The Enemies Of Reliability & Productivity
Have you read, heard, seen, thought or written down something that falls into the realm of “fightin’ words” for the maintenance and reliability community? Send your favorites to quotes@atpnetwork.com. We’ll be selecting one or two (maybe even three) to feature each month. Be sure to give full credit to the individual (dead, alive, real or fictional) that uttered or wrote the words, and why those words inspire you. Don’t forget to include your complete contact info. JUNE 2013
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MT-ONLINE.COM | 9
NEWS STUFF HAPPENS Got items for Stuff Happens? Send your news to jalexander@atpnetwork.com
MT’s Book Club
Recommended Reading For Maintenance & Reliability Pros Title: 10 Steps To Empowerment Title (A Common-Sense Guide To Managing People) Author: Diane Tracy Reviewed By: Enrique Mora, Mora Global Consultants
“This book is an excellent tool for helping traditional managers better understand and deal with our ever-changing workforce and workplaces. Empowering people in maintenance leads to stronger, happier technicians that perform their tasks more responsibly and with due accountability. Read this book yourself and share it with members of upper management. The more empowerment we exercise, the better our organizations will be, now and in the future.” . . . EM Have you read a book that could be of value to other readers of MT? Tell us why in 50 words or less. Visit www.mt-online.com/bookclub for Book Club Rules and submission forms. Or, after reading those rules, send your reviews directly to jalexander@atpnetwork.com.
Showcasing In-Depth Technical Articles From Your Suppliers
CORNER
WHITE PAPER
TOPIC: Overall vibration, severity levels and crest factor plus While the benefits of vibration testing are well known, many plants choose to it ignore it due to the perceived complexity. Fluke aims to solve this dilemma by developing easyto-use vibration products that yield significant benefits without requiring advanced training. For example: Fluke’s 810 Vibration Tester incorporates an automated diagnostic engine that identifies the four most common root causes of abnormal machinery vibration: misalignment, unbalance, looseness, and bearing faults. The 810 is much easier to use than existing spectrum analyzers because the interpretation of frequency spectrum data is automated. The user simply sees a severity scale for each of the four faults listed above. The Fluke 805 Vibration Meter is an overall vibration meter, as compared to a spectrum analyzer. It gives the user a simple overall vibration number for both low- and highfrequency ranges. It also provides a severity scale for both frequency ranges. The low-frequency severity scale can be adjusted to reflect the particular type of machine being tested (pump, compressor, etc.), and is a great way to screen for problems such as misalignment, unbalance, looseness, bent rotors, etc. The high- frequency severity scale, known as the “Crest Factor Plus (CF+)” scale, uses a novel proprietary method of processing time domain vibration signals to identify bearing flaws. Learn more about Fluke’s products and how they can solve your problems at www.mt-online.com/JuneWhitePaper. For more info, enter 69 at www.MT-freeinfo.com
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10 |
MAINTENANCE TECHNOLOGY
JUNE 2013
AUTOMATION INSIDER
Automation Technologies Are Real By Gary Mintchell
“A
re all those technologies real?” he asked (“he” being a maintenance pro listening to me speak about digital technologies during a MARTS 2013 session. I didn’t mind the interruption—in fact, I enjoy that type of interaction. My presentation, though, was intended to be a straightforward discussion on the benefits of reading diagnostic information from existing HART devices. I was also broaching the idea of using information from an MES application to learn more about problems that technicians identified through their CMMS systems before leaving for the field. This guy’s question, however, stopped me in my tracks. Time for a reality check One person in the room that day seemed to be up-to-date on the benefits of Foundation Fieldbus or Profibus PA. Another attendee voiced some outdated information that continues to survive. (In his case, engineering—or someone at his site—had told him that it was impossible to extract diagnostic data from all the HART devices they had in the field, and that they couldn’t feed an MES system with data so his maintenance crew could get anything more than alarm data before going out to check on a problem.) This discussion could not have been timelier. There are few better places to gather information about technologies that work than an event focused on operations management. A week before MARTS, I attended the MESA International North American 2013 Conference in Greenville, SC. Several individuals who had implemented a manufacturing enterprise solution/manufacturing operations management (MES/MOM) solution spoke about lessons learned and benefits gained from the technology. I was able to attend two of these sessions. In the first session, the speaker had used the Workflow application from Savigent (www.savigent.com) as part of a continuous improvement program specifically targeted at improving Overall Equipment Effectiveness (OEE) numbers. The second speaker implemented a solution from
JUNE 2013
Rockwell Software (www.rockwellautomation.com), also as part of a continuous improvement effort. The first speaker noted that rather than saying “what gets measured can get managed,” we should say, “what gets managed gets improved.” He had been looking for a platform to automate data collection. Wishing to overcome the need for additional capital while reducing costs and improving OEE, the company wanted to track metrics and manage accountability. Ultimately, by gaining increased visibility into manufacturing processes, gap analysis could be employed to improve manufacturing metrics. Manual data entry gave false OEE reads. Better data gave insight that led to scrap reduction of 6%. The second speaker, from a major automotive operation, used a holistic approach in pursuing previously hidden knowledge and value. Much of his project involved plant visualization. When the project began, the site had virtually no visualization system—or only a legacy one—which meant it lacked data for problem identification. The Rockwell Software program unlocked machine data which, in turn, provided the desired visualization. One of the most important things this plant learned is the value of having a unified data model. Both of these cases involved IT projects run in cooperation with process engineering—showing that it is possible for these two groups to collaborate. They also prove that automation technologies are “real.” My message to you is that maintenance and reliability professionals must become part of the solution. Demand (or ask nicely) to be provided with the information you need to do your jobs better. Failure to utilize all the tools that technology offers is a recipe for a failing plant. MT Gary Mintchell, of gary@themanufacturingconnection.com, was co-founder and long-time Editor-in-Chief of Automation World magazine. He writes at www.garymintchellsfeedforward.com. For more info, enter 01 at www.MT-freeinfo.com
MT-ONLINE.COM | 11
UPTIME
Bob Williamson, Contributing Editor
Reliability Is More About People Than Machines “OK. We’ve tried all the maintenance and reliability technologies out there, and we’re still struggling with too many breakdowns and emergency repairs. After studying all the benefits of predictive maintenance, RCM and maintenance-management software, I thought we’d made the right decisions. What did we miss?” Many maintenance and reliability-improvement leaders and participants have learned that the reality of reliability involves more than deploying proven technologies and programs and watching things improve. Reliability improvement is not as much about technologies and programs as we once thought: New technologies can make maintenance and reliability easier, but actual reliability improvement has more to do with people than machines. Changing the behaviors of machines requires changing the behaviors of people. Setting new expectations and accountabilities while breaking old habits of ALL stakeholders in the organization is often overlooked or oversimplified. Maintenance-organization and project-team leadership both play a crucial behavior-changing role when it comes to improving machine and process reliability. Still, nothing sets the stage for reliability success like top-level management support. The people-side of reliability goes far beyond culturechange events or workshops. Much of the confusion begins when we hard-wire the two different concepts together: maintenance AND reliability. “Maintenance” is about taking actions to preserve the desired levels of equipment and facility performance. “Reliability” is a state of dependability of the equipment and facility— doing what they are supposed to do. Despite the critical role that maintenance plays in reliability improvement, reliability (as it is often perceived) is NOT a maintenance program. Unfortunately, experience has shown us that when we say “reliability,” many top-level managers hear “maintenance.” And when we say “maintenance,” they hear “repair.” So what happens when a “Reliability Improvement Program” is deployed without the clear understanding of what it means and is able to accomplish? Critical success factors In last month’s column, “Putting All the Pieces Together” (pgs. 12-14, MT, May 2013), I discussed the overlooked 12 |
mAintenAnce tecHnoloGY
complexity of improving manufacturing-process reliability and the reliability-inhibiting variables. The column ended with the following list of critical success factors, starting with the easiest and progressing to the most challenging. 1. Data collection, analysis and trending must be accurate (and reliable, too). 2. Focus on the major causes, the most penalizing and chronic problems first. 3. Think beyond “equipment reliability” and consider the process as a whole. 4. The “Theory of Constraints” applies: Points of unreliability are a continually moving target. 5. “Maintenance” is NOT the only solution for all causes of unreliability. 6. Creating a “reliability mindset” among the entire workgroup is essential (operations, maintenance, engineering, supervision/management, quality, purchasing, all shifts and all crews). While these six critical success factors may appear to be independent of each other, they’re really interdependent. In a high-reliability culture, these factors work together. They depend on each other for sustainable reliability improvement. Still, it’s the “reliability mindset,” often the most challenging factor, that sets the foundation for the efficiency and effectiveness of the remaining five critical success factors. Let’s review… DATA — The data success factor enables all the rest. Trustworthy and reliable data points to the opportunities for improvement, and data measures the progress of the reliability-improvement actions. FOCUS — A focused improvement approach provides rapid paybacks as well as opportunities for improving the reliability improvement methods every step of the way. PROCESS — An equipment item is most often part of a process that delivers a product or enables a service. JUNE 2013
UPTIME
Think beyond equipment reliability and consider the process reliability as a whole. CONSTRAINTS — Achieving peak reliability of a penalizing machine in the process may not be necessary. Small improvements of a weak link in the process can quickly shift the most penalizing problem to another “weakest link” in the process. The focus of reliability improvement is a moving target. CAUSES — Often, the true causes of unreliability are out of the direct control of the maintenance organization. Decisions made and actions taken during the design, procurement, installation, operation, scheduling and, yes, even maintenance of the equipment all contribute to the causes of unreliability. MINDSET — Top-level management often models the behaviors and the mindsets of other leaders, managers, supervisors and their crews. An organization’s reliability mindset begins with top-level management because the true causes of unreliability often extend beyond the maintenance organization to other stakeholders. A reliability-mindset failure fable Arie Thereyet, the VP of Operations at ABC Company, was a long-time employee. Starting as an hourly worker, he had gone to night school and obtained a business degree. In other words, he was a highly respected product of the plant floor. As he walked through the plant each day, Arie often passed the maintenance shop. There, he typically would see five or six maintenance guys sitting around, drinking coffee and reading the paper—might be 6:30 in the morning; might be 2:30 in the afternoon. Consequently, Arie often tended to characterize maintenance as lazy and over-staffed in meetings. Word got back to maintenance that Mr. Thereyet had it in for them. Planning and scheduling personnel were subsequently cut. “After all, why would you need to plan and schedule repairs? Just fix things,” Arie exhorted. Arie’s zeal for cost reductions seemed almost boundless. For example, training associated with the maintenance-management-system software upgrade installed by the Information Technology (IT) group was sent to the chopping block. Arie believed that the IT folks could train the maintenance people IF they really needed it. (Alas, training never happened.) Over time, the plant found itself struggling to compete with offshore competition. The site’s older, JUNE 2013
unreliable production systems just couldn’t keep pace. Arie pressed his leadership team to upgrade their manufacturing equipment to make more products faster—and at a lower cost. Since he liked to control the purse strings on all projects, low cost was king. Thus, the mandate was to self-perform anything that would save money. Arie Thereyet was frugal, to say the least. The manufacturing-engineering department eventually pulled together a massive upgrade project: six major production cells with new machines, new automation, automated data-collection systems and new production rates with big bottom-line paybacks to justify the project. The equipment was ordered from both foreign and domestic suppliers and, to save money and help shorten the project-payback period, the maintenance department installed it. (Note: There was no objection to overtime work for the maintenance crews installing the new machines.) After a few months, the project budget grew to the point that cutbacks began hitting training, spare parts and startup expenses. OEM training was provided for one operator and one maintainer for each new cell. The most costly spare parts from Europe and Japan were deferred. As the project neared completion, the automated data-collection systems were also deferred. Startup and commissioning became the responsibility of the in-plant engineering staff. Although the project for the six major production cells came in well under budget, it went way over schedule. On the other hand, since low cost was king, the project was seen as a huge modernization success. The schedule, Arie said, could be made up by running the new cells for three shifts, five days, rather than ramping up over a three-month period, as originally planned. Imagine the results. . . One trained cell operator and one trained cell maintainer struggled to keep up in the fast-tracked three-shift startup. Unexpected breakdowns led to expensive and prolonged delays waiting for spare machine parts from the OEMs in Europe and Japan. Then other equipment in the plant— lots of it—began breaking down (because it had not been maintained while the maintenance crews were installing the new machines). Of course, when the newly installed machinery broke down, the one-and-only trained mechanic had to work overtime to get it back up and running. At least he did until the maintenance overtime budget came under scrutiny and was cut back. . . mt-online.com | 13
UPTIME
The one-and-only trained machine operator was also pretty busy: work-ing around the clock for weeks just to get someone else on each shift up to speed. And because there weren’t enough skilled maintainers to fix the new equipment, that poor operator
also began turning wrenches to fix the machines—with mixed results. One more frugal fatal flaw. . . Many of the finished products made by Arie’s plant required components produced by some of the site’s older equip-
ment. More often than not, that machinery couldn’t keep up with the new cells. More maintenance trouble calls and more operations overtime were the answer. Arie Thereyet’s rules. . . n If you can’t measure it, and you can’t improve it, blame maintenance. n Focus on new technology rather than
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Given his position as VP of Operations, Arie Thereyet and his “mindset” influenced the thinking of the entire plant leadership team. What he saw as he walked by the maintenance shop was NOT what he thought: In reality, those newspaper-reading coffee-drinkers were dedicated mechanics coming into work a half-hour early in each morning and afternoon (on their own time) so they could touch base with their outgoing counterparts. Sadly, the negativism generated by misinterpretation was reinforced in Arie’s own mind, the minds of his managers and, ultimately, the minds of his hourly workforce. Improving reliability Our job is to educate top management on the true causes of unreliability and their necessary corrective actions. Focus on results and changing the mindset, the culture and the behaviors along the way. It’s a fact of life: Reliability really is more about people than machines. MT Robert Williamson, CMRP, CPMM, and member of the Institute of Asset Management, is in his fourth decade of focusing on the “people side” of world-class maintenance and reliability in plants and facilities across North America. Email: RobertMW2@cs.com. JUNE 2013
Overcoming Your Challenges
Stop Draining Away Your Profits By Ron Marshall, for the Compressed Air Challenge (CAC)
M
ost compressed air systems incorporate one or more deliberately installed “engineered air leaks” to drain water and lubricant from the system. Unfortunately, these devices often waste significant volumes of expensive air and, ultimately, energy. When air is compressed and cooled to atmospheric conditions (or dried, in the case of refrigerated air dryers), water vapor contained in it is squeezed and condensed. Similarly, air compressed by lubricated screw compressors contains a small amount of lubricant. The problem: If moisture and lubricants aren’t eliminated from compressed air, they will contaminate downstream air-powered devices— or worse, cause product-quality or other issues. Whenever compressed air encounters a reduction in temperature or goes through a quality improvement (i.e., is filtered), something is left behind. If this “something” is left in the compressed air system, it will grow to unmanageable levels. It needs to be removed. There are a number of ways to remove liquid contaminants from compressed air— ranging from very simple to extremely complex and sophisticated. Your choice of method can affect your energy costs: Manual drainage… Air valves located at a low point of a system or at the bottom of separators are often left cracked open and blowing to remove condensate from a system. This is the simplest, but least desirable approach in terms of energy efficiency, in that it wastes a large, cumulative volume of compressed air to expel a small volume of condensate. For example, on a 100 hp system, a drain flowing 5 cfm wastes 37 gallons of air per minute, even though the compressor might produce two-tenths of a gallon of water per minute on the hottest, most humid summer day, and a quarter of that during average conditions. This drainage would cost about $900 per year in electricity costs at $0.10 per kWh.
JUNE 2013
Timer drains… These devices can be adjusted to run for a few seconds at a time, every few minutes. Simple in design, they require less maintenance and typically waste less compressed air than manual drainage. They still must be set to expel enough air to drain the condensate that collects in worst-case conditions (hottest and most humid summer day), even though those conditions may exist only a few times per year. A timer drain might consume a quarter to half the compressed air volume of a manual drain. Float drains… Typically found in the bottom of filters and separators, float drains will operate when the level of condensate rises to the trip-point using small volumes of compressed air. They save more air than manual and timer drains, but often can’t be tested, leaving drain failures undetected. Airless drains… With regard to energy efficiency, an airless drain that expels only condensate—not air—is the preferred device. Properly installed, it can remove contaminates without wasting expensive compressed air and will adust for all conditions. More information can be found in the Library on the CAC Website, or in our Best Practices for Compressed Air Systems Manual. MT For more info, enter 02 at www.MT-freeinfo.com
The Compressed Air Challenge® is a partner of the U.S. Department of Energy’s Industrial Technology programs. To learn more about its many offerings, log on to www.compressedairchallenge.org, or email: info@compressedairchallenge.org.
MT-ONLINE .COM | 15
FOR ON THE FLOOR An outlet for the views of today’s capacity assurance professionals Rick Carter, Executive Editor
Take This Job… And Improve It Although our Reader Panel is on hiatus this month, MT hasn’t lost interest in research related to our readers’ jobs. As referenced in Editor Jane Alexander’s April “My Take” column, a recent online overview of the “most and least satisfied professions” based on Gallup survey information piqued our curiosity. It ranked “Manufacturing and Production” 13th out of 14 job categories. This sobering perspective (find it at 247wallst.com) was based on the 2012 Gallup-Healthways Well-Being Index, which explored various factors that support human health and happiness, including job satisfaction. Of respondents who work in manufacturing, just over 83% reported satisfaction with their jobs, compared with nearly 96% working in the topranked category (“Physician”). While the point spread here isn’t enormous, the fact remains that “Manufacturing” was surpassed by every major job group in the survey except “Transportation,” which included jobs like bus driver and flight attendant. Turns out that Gallup’s definition of a manufacturing job was very generous: It included “assembly-line worker,” as well as “food-preparation worker” and other titles that aren’t closely associated with today’s manufacturing-maintenance professional. To achieve more precision with the sample, we polled MT readers about their job-satisfaction, and in two days got more than 200 responses—along with other engaging perspectives on what it means to work in manufacturing today. (Take MT’s “Job Satisfaction Survey” at www.mt-online.com/satisfaction.) We have recapped our findings here and posted charts supporting them www.mt-online.com/SurveyResults. How our readers responded When we asked MT readers, “How satisfied are you with your current manufacturing job?” 28% said “very satisfied.” Another 47% said “somewhat satisfied.” Combined, these groups represent 75% that are “satisfied” with their jobs in manufacturing: not a bad number, but, disappointingly, still lower than the Gallup survey.
16 |
MAINTENANCE TECHNOLOGY
The rest of the MT group—nearly one-fourth— falls into the “unsatisfied” group: 14% are somewhat so; 10% are flat-out unsatisfied. Translation: An operation with 1000 employees might have some 750 workers who are “OK” with their jobs, and maybe another 240 who aren’t. Sounds like a lot of malcontents, doesn’t it? But before we get to the reasons for this satisfaction/dissatisfaction, let’s clarify what titles we’re talking about. . . Most of our respondents—nearly two-thirds— are maintenance pros. Predominant titles, held by 45%, are maintenance manager and maintenance team leader. Another 17% said they were part of a maintenance crew. Titles like plant engineer, operations manager and production team member make up most of the remainder. Respondents’ top age range and sex are also as might be expected: The group is largely male (97%), and more than half (56%) are between the ages of 50 and 65. Women are hardly represented (3%), as are those under 30 (2%). Most—71%— have worked in manufacturing 20 years or more. Thus, we’re hearing from what has become the standard-bearer for today’s manufacturing professional: a male Baby Boomer not far from retirement. This person has seen a lot in 20+ years on the job and is still shaping opinions about what’s going on in his/her profession. Nonetheless, it’s rather unsettling to see what emerged as top factors that respondents said could boost job satisfaction among those who are anything less than “very satisfied” with their current situation: “Higher pay” (listed by 33%) was predictable, but the very close second (at 32%) was “more opportunities for training and advancement.” Considering that only one answer could be entered for the question, this response is noteworthy. It’s not just the money The fact that our respondents rated training and advancement opportunities nearly on a par with
JUNE 2013
FOR ON THE FLOOR
pay as the single reason that would boost their job satisfaction should serve as a loud wake-up call to manufacturing employers everywhere. The fact that this view comes mostly from long-time manufacturing employees over age 50 should make it even louder. In an age when manufacturers desperately need more skills on the floor, how can limits on training opportunities exist anywhere? The open-ended-response option to this question may provide clues. Remember that only one response was allowed—each of which was considered by the respondent as the “single” factor that would make his/ her job more satisfying. Here’s a sampling of the write-in responses: “We need more resources to be successful”; “I wish my boss would stop lying about career-progression criteria;” “More consistency in decision-making;” “Less continual increase in paperwork and record-keeping;” “More efficient management;” “Better leadership;” “Better communication;” and last but not least, “Less stupidity.” Other job-satisfaction-improvement options in the question fell by the wayside, comparatively. Even the hot-button topic “better health coverage,” for example, is deemed a single critical factor by only 15% of respondents. All other options— including “better working conditions,” “different working hours” and “on-site improvements” (like an exercise facility, cafeteria or day-care center)— were considered even less important. The better news Manufacturing employees might not be the happiest, but MT readers’ responses do reflect improvement. The survey asked them how their current level of satisfaction compares with their level of satisfaction five or more years ago. The largest single response group—24%—said they are “slightly more satisfied” now. Another 18% said they are “much more satisfied” now, meaning that overall, 42% of respondents feel better about their jobs today than earlier in their careers. But almost as many feel the opposite: 18% are “slightly less satisfied” now and 23% are “much less satisfied,” indicating that 41% believe their job situation has deteriorated from five or more years ago. Only about 9% say things haven’t changed. Our survey could have ended here, but we took a cue from Gallup’s “well-being” focus and included a few non-job-related questions to see
JUNE 2013
what other factors might impact job satisfaction. The first of these asked our respondents simply to rate their own health. “Average” was the top answer, given by 57%. Encouragingly, 42% rate their health “above average,” while only 1% think it is “below average.” Does this mean the stereotypical image of the out-of-shape factory worker has no basis in reality? Could be, especially when you factor in the amount of exercise today’s worker gets. Some 30% of MT’s respondents, for example, report getting five or more hours of physical exercise outside of work each week. More than half—54%—get at least 1 to 5 hours. And while about 13% report getting less than one hour, only a handful (3%) claim to get no physical activity whatsoever. Most of our respondents report that they are generally happy with their lives overall, despite job misgivings. Asked about their level of satisfaction with their lives outside of work, 53% of respondents report being “very satisfied,” and 40% are “somewhat satisfied.” Just short of 5% are “somewhat unsatisfied” and 3% are “unsatisfied,” which may be as low as such numbers could possibly go. With health and home-life happiness on his/ her side, today’s maintenance professional has a positive outlook on life, but is somewhat less enthusiastic on the job front. Respondents say better opportunities for training and advancement would go a long way to improving this part of their lives. It’s an issue that deserves review in these pages again—as well as at your next management meeting. MT
Our Reader Panel Welcomes New Members The Maintenance Technology Reader Panel remains an important part of our ongoing research. Have your comments and observations included in future installments of this column by joining the Reader Panel at www.mt-online.com. Click on “Reader Panel” under the “MT Resources” header, and follow instructions. If accepted, you will automatically be entered into a drawing for a cash prize after one year of active participation.
MT-ONLINE.COM | 17
CAPACITY ASSURANCE SOLUTIONS
Shake On It...
Make Operations Your Partner in Reliability
Don’t exclude operators from your reliability strategy. They can (and should) play a critical role.
Dave Rosenthal, P.E., CMRP Jacobs Engineering Group
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MAINTENANCE TECHNOLOGY
JUNE 2013
CAPACITY ASSURANCE SOLUTIONS
B
enjamin Franklin wrote, “The only things certain in life are death and taxes.” When it comes to improving the reliability of our facilities’ equipment systems and processes, here’s another certainty to consider: “The lack of operations involvement dooms any reliability initiative.” Countless sites have already learned this. They now realize that boosting productivity and cost performance through reliability calls for a partnership among operations, maintenance and engineering. The goal is to provide care for the plant’s assets across their life cycle, the validity of which has been proven many times across many industries.
Unfortunately, involving operations in a reliability initiative remains far removed from standard practice. Too often, the operations side of this important partnership is left out of reliability initiatives. The reasons are many: ■ Gaps in the operating culture
productivity and a stronger position for the existence of the facility and its jobs. After achieving executive sponsorship and identifying champions, a value proposition (VP) can be constructed to answer the WIFM question. As noted in the following sample statements, the VP should connect each entity to what is delivered through improvements in reliability:
■ Lack of a collaborative vision ■ “For Our Business, which must maintain a competi■ Inexperienced leadership ■ Misguided approach to operational excellence ■ Lack of maintenance and reliability best practices
tive position in the marketplace for our products, Operations achieves safety, productivity, reliability and quality goals through demonstration of behaviors that support operational discipline for compliance to procedures and executing work processes flawlessly.”
on the plant floor Getting operations on board Regardless of the difficulties, connecting operations to your reliability-improvement initiative is imperative for success. That connection is driven by the operators’ use of tools and methods that lead them to help care for the site’s assets. That said, operators must clearly understand the impact they have on equipment/process reliability, and be given a reason to provide care that helps ensure it. Several tools and methods can be used. They include the value proposition to be a partner, connecting metrics to their performance, conducting joint reliability walkarounds, training on the fundamentals and equipment operation, executing autonomous maintenance and setting troubleshooting as an expectation for the operations job. No single element is a panacea to bring operations into the partnership, but each one will help “open the door.” Connecting operations to the reliability-improvement initiative requires salesmanship. The obvious question the salesman will face is “What’s in it for me?” (WIFM). Operators are likely to hold the standard view that they operate the equipment and maintenance fixes it, so why change? But selling reliability is not so difficult. Its many benefits include a safer environment, satisfied customers, lower costs, higher JUNE 2013
■ “For Plant Personnel and Staff who want to work in a
safe and sustaining environment, Operations focuses on looking out for each other, following procedures, acting as an equipment owner and minimizing operational variation.” ■ “For Ourselves, who want to provide for the families and
loved ones that depend on us, our day-to-day work focuses on variance reduction, recognition of early signs of failure, reporting out-of-range conditions, troubleshooting loss of function, recording required data and looking out for each other’s safety.“ The value proposition should be used at every opportunity with the operations group as part of a change-management process—including as the subject of discussions with operations leadership and foremen. It can be translated into their own words and placed in daily communication at key meetings, on informational boards, etc. Once operations is “on the hook,” operators need to know how their actions impact asset performance. While metrics can show this on a daily basis, they are often misdirected and may not drive the intended result. This can be because management often focuses on lagging metrics, which fails MT-ONLINE.COM | 19
CAPACITY ASSURANCE SOLUTIONS
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-./012345.1671
Table I. Alignment of Leading & Lagging Asset-Performance Metrics: Recommended Discussion Schedule
'
to address how to move the needle. That’s why leading reactive to a proactive culture, and a developer of operations metrics—those that affect the final result—must be aligned equipment ownership. ' operational activities. with Reliability walk-arounds are scheduled treks through a More important, assigning accountability and responsisection of the plant to look for early signs of failure. What can be found during this type of event? You name it: broken bility for collecting, reporting and managing these leading !"#$%&'(')*+%("",( ground wires, missing conduit covers, loose control valve metrics are needed, along with setting the frequency of +-./01('-.0/(""2('3456-0('-787()69:77(;(+/</07(:=(>4/9-?:9(@-9/(( hardware, oil leaks, broken gauges, noises and excessive vibrareporting. Daily (leading) metrics should be discussed at daily tions, among many other conditions that affect equipment maintenance!8%"19#&:#:' and production meetings, while more strategic /8&;<8&*='*' 3%*8&8>8%:' reliability, downtime and repair costs. metrics (lagging) should be discussed on a monthly and quarOperations should lead the walk-around at least once per terly basis. Attendance should be aligned with the frequency month, reliability, production of reporting so those who impact the metric can• understand • Q6@+;'97;979' G+-HD+436;09' and include maintenance, • %6P4,1+2,3;' and other site personnel. A pre-determined list of what to their performance in the operation of the equipment. Table I • #004799,;8'-7+H'9364179R' • EF',;9?712,3;9'' • =J+;8,;8'362'?6@?9'' look for should be generated as a guide and include associillustrates the alignment for several metrics. 0,42'+;0'847+97' :7U8UR'1J71H,;8'3,-'+;0' • ",8J27;,;8'P3-29'' ated priority levels for action. The team should also include Institutionalizing this type of system takes time. However, a data recorder for submittal+;0'K+-K7'?+1H,;8R' of work orders after the tour once members of the operations team realize what they can ?43P-7@9' -6P7'-7K7-9<' for the highest priority items found. When this process is impact—and understand the value delivered to• their stake• M2+.,;8'+L+47'3A'' %3LD271J'13;0,2,3;' +0V692,;8'P7-29R'721U' repeated month after month, the operations culture will holders—behaviors will change. SP+0'+12349T' @3;,234,;8':7U8UR'9243P7' • failure =J+;8,;8'-,8J2'P6-P9' adopt early recognition of in its daily activities. • =J+;8,;8'?431706479' -,8J2R'9272J3913?7R' • (;92+--,;8'A-+;87'P-,;09' Teaching the process Asset care through operator care “They don’t know what they don’t know” applies toK,P4+2,3;'?7;9R'(O' opera+;0'24+,;,;8' Operator care is a critical aspect of any effective asset-care tions’•ability to recognize machine failure—especially the Q3697H77?,;8' 27@?74+2647R'721U<' program. Most sites have many preventive maintenance early detection of failure. Although operators may often feel • =J+;8,;8'A,-2749'' • =4,2,1+-'?431799'' tasks—some estimate as much as 30%—that can be given victimized by equipment failure, it’s very likely that they can K+4,+P-7'@3;,234,;8' to operations to perform. This asset-care connection can readily recognize the early signs of such failures. This early occur through three prescribed levels of operator care: the recognition can help reduce the amount of downtime and !%#A(')*+%("",( “four senses” approach; non-contact predictive care; and cost of repair by an order of magnitude. ' Operators who do know what failure looks like before it autonomous maintenance. The three levels are not designed to replace maintenance, but to become part of a predictive occurs must take others by the hand and show them. Reliapproach that leverages operations’ 24/7 exposure to the ability walk-arounds can serve this purpose and a multitude -./012345.16671 plant’s equipment. Table II shows the type of tasks that can of others. They act as a training ground for recognizing the be performed across the three levels of operator care. early signs of failure, a change agent to move a site from a
'
20 |
MAINTENANCE TECHNOLOGY
JUNE 2013
-./012345.1671 '
CAPACITY ASSURANCE SOLUTIONS
'
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Table II. Examples of Tasks Across Three Levels of Operator Care
'
Before any operator-care initiative is undertaken, however, -./012345.16671 site leadership must develop the case for change to perform this work. The earlier reference to the value proposition for connecting maintenance can be used. Operations must be ' sold on moving away from the notion that “we just run the equipment and maintenance fixes it.” The case for change should focus on a safer and predictable workplace, early identification of failure, reducing corrective repairs and improving uptime. These tasks also contribute to gaining equipment ownership. Operators’ buy-in will also be greatly enhanced if they know what’s going on “under the hood.” While sites train their mechanics on proper equipment repair and operation, they tend to forget about training their operators. Unfortunately, learning by experience only often leads to an improper knowledge base, which can be passed on to others. This, of course, raises a fairly common question: What subjects should be taught and who should teach them? The following three training subject areas can answer parts of this question: ■ Fundamentals of pressure, flow and temperature ■ Individual equipment operation, with a focus on the
bottleneck commonly called the constraint. (In this case, the more an operator can optimize the output of the process constraint, the more satisfaction is obtained because they directly impact productivity.) ■ Troubleshooting
JUNE 2013
As to who does the training, the best answer is the training resources that are assigned to the facility. This group should first perform a gap analysis to determine focus areas. Then vendors and third parties should be considered. The mechanics should also be considered. They see all the results of not operating the equipment properly and can provide pointers to proper operation based on a given machine’s principles. Learning to troubleshoot An effective method of engaging operators in a reliability effort is through troubleshooting. Maintenance is faced with many barriers in their work, including trying to understand what is behind a work order that lacks an adequate description of the problem. The words “pump broke,” for example, strike fear into the hearts of every maintenance gatekeeper and planner. Troubleshooting can—and should—be expected of the operations group. They should be trained to properly diagnose an early sign of failure or the loss of machine function. In many cases, they can very likely resolve the issue instead of running to the break room and calling maintenance. There are several phases for troubleshooting that focus on tools and methods applicable to the plant floor. For operators, the “5 Why” process is best. Although not for multiple root-cause situations, it does lend itself to uncovering a probable root cause. Training operators to perform a “5 Why” investigation is relatively easy—especially when selfhelp templates are distributed as guides. Checklists are also useful tools. Most sites utilize checklists associated with field inspection routes. However, the MT-ONLINE.COM | 21
CAPACITY ASSURANCE SOLUTIONS
specification of expected conditions and what to do if the reading is not the expected one is often missing. Visualfactory tools can enable this process by clearly identifying where the reading should be in the field. Also, labels and other instructional signs that facilitate this process are available from third parties. The checklists should provide guidance as to what to do if a difference is found. Some handheld electronic devices that are used to support field routes already provide this capability. The pump-troubleshooting card is an example of a checklist tool that operators can use to help maintenance. This type of card lists conditions the operator can review (and note) at the time of failure, which, in turn can give maintenance a head start in trying to resolve the issue. The card should fit into an operator’s pocket and then be attached to a work order. Bottom line, what’s in it for you? Connecting operations to your reliability initiative is crucial for success. Leveraging your operators’ experience with and
exposure to your site’s assets in your quest to detect failure early can be a powerful strategy that reduces maintenance costs and increases uptime. Granted, no one tool or method will do the trick. Each tool you use, however, will help drive the cultural change needed to bring your operators toward full-time ownership of the equipment in their charge. MT Dave Rosenthal is Reliability Delivery and Asset Managemenet Manager of Global Field Services, North America, for Jacobs Engineering. Prior to joining Jacobs, he had been a Reliability Manager for Marsulex, and a Maintenance & Reliability Leader for Rohm and Haas, where he worked almost 29 years. A member of SMRP, he's a Certified Maintenance and Reliability Professional and a registered Professional Engineer. He's also a member of the American Institute of Chemical Engineers, for which he served as 2012 National President. This article is based on his MARTS 2013 presentation "Connecting Operations To Your Reliability Improvement Effort." Email: Davida.Rosenthal@prodigy.net.
Expert Engineering. Proven Results. Improve Reliability and Decrease Maintenance Costs At Inpro/Seal®, our forward thinking team is committed to providing proven application solutions through engineering excellence, superior technology and unmatched customer support. Rest easy with Inpro/Seal. Our unique products provide permanent bearing protection, shaft grounding solutions and complete shaft seals that will increase MTBR on a variety of rotating applications. We are your trusted source for improved reliability with over 30 years of knowledge and experience to design the right custom engineered solutions for you. Learn more: 888.643.6428 | www.inpro-seal.com/MT03 For more info, enter 72 at www.MT-freeinfo.com
22 |
MAINTENANCE TECHNOLOGY
JUNE 2013
Warm wishes from Chicagoland. . .
The Sun Smiled Bright On MARTS 2013 Thanks To The Many Individuals, Companies And Organizations (Attendees, Presenters, Sponsors And Association Partners) That Gathered in Rosemont, IL, April 30-May 2, For Our Very Successful 10th Annual Maintenance & Reliability Technology Summit. We Couldn’t Have Done It Without You!
SPONSORS/EXHIBITORS WEG www.weg.net IRISS www.iriss.com Dreisilker Motors www.dreisilker.com Infor www.infor.com Infraspection Institute www.infraspection.com Inpro/Seal www.inpro-seal.com LAI Reliability www.laireliability.com MAPCON www.mapcon.com Reporting House www.reportinghouse.com Scalewatcher www.scalewatcher.com UE Systems www.uesystems.com
ASSOCIATION PARTNERS ICML www.lubecouncil.org SMRP www.smrp.org
Weren’t Able To Join Us This Year? We Missed You! You Can Still Download MARTS 2013 Presentations At
www.martsconference.com /archived-presentations
Do We Know What We’re Talking About? Is there a need to define and compile common maintenance terminology into an easy-to-use reference? This author says yes. MT provides the vehicle to deliver it. Paul D. Tomlingson Paul D. Tomlingson Associates, Inc.
D
id you know that even some veterans of the maintenance wars have trouble distinguishing a “rebuild” from an “overhaul”? Many struggle with the question of whether or not “overhaul” falls into the category of preventive maintenance. Still others wonder if “PM” means planned maintenance, predictive maintenance, preventive maintenance or periodic maintenance—and may be confused further with the acronym “PdM.” And how many in our field think that “CMMS” means a magical solution that’s somehow exclusive to managing maintenance? If we in maintenance are this confused, what must our customers in operations think? Consider, too, the managers of some plants who, according to word on the street, might still be characterizing our activities as “seat of the pants.” Moreover, how about those folks in the warehouse and purchasing whose services we count on: What must they be thinking? (One warehouse manager accurately observed that while inventory control universally defines a “reorder point,” maintenance “speaks with several tongues.”) Do we need to sort out our terminology and advise all parties with whom we deal? I vote “yes.” While it’s been a desired goal for some time (one that many of us have discussed off and on for years), with so many new, inexperienced workers entering our field, the need to formally define terms used in our vernacular is becoming ever more critical. How, though, do we begin? 24 | MAINTENANCE TEChNOLOgy
A good starting point is what you see here: a list of some of “our” terminology definitions—a glossary of sorts— that allows for review, revision, addition to and combination into other lists. The end result can be a truly “evergreen” document, something that Maintenance Technology has agreed to host on its Website, www.mt-online.com. To get the ball rolling, the following abridged (due to print-page limitations) alphabetical listing is offered. There are certainly more definitions—many more—with which those in the maintenance community should be familiar. For an expanded version, as well as instructions on how you and other maintenance professionals can augment this fundamental knowledge base, go to www.mt-online.com/ glossary. Please feel free to visit, use and contribute to this knowledge base regularly. JUNE 2013
A SPECIAL SUPPLEMENT TO MAINTENANCE TECHNOLOGY
A adjustments — Minor tune-up actions requiring hand tools, no parts and less than a half hour of time. autonomous maintenance — Performance of maintenance-related activities such as cleaning, adjustment, lubrication, minor repairs or simple machine calibration by equipment operators. (a cornerstone of total productive maintenance [TPM]). B backlog — The total number of estimated man-hours, by craft, required to perform all identified, but incomplete, planned and scheduled work. benchmarking — The systematic process of searching for best practices, innovative ideas and highly effective procedures that lead to superior performance. C capitalized — Funding for work that expands the plant operating capacity; gains economic advantage; replaces worn, damaged or obsolete equipment; satisfies a safety requirement; or meets a basic need. cost center — A department or area in which equipment operates or in which functions are carried out. D decision-making information — Details necessary to control day-to-day maintenance and determine current and long-term cost and performance trends for management decisions. deferred maintenance — Maintenance that can be postponed to some future date without further deterioration of equipment. downtime — Period during which equipment cannot be operated to perform its intended function. E engineering work order (EWO) — A control document authorizing use of the maintenance workforce or a contractor for engineering project work such as construction. equipment life cycle — Encompasses selection, purchasing, commissioning, testing, operating, maintaining, overhauling, modifying and replacing equipment. equipment management strategy — A fully coordinated, mutually supporting effort of every plant department and individual to achieve maximum reliability and productive capacity of critical equipment throughout its entire life cycle. F failure analysis — The study of equipment failure data and related field experiences to determine the source of chronic, repetitive equipment problems and the determination of actions to reduce or eliminate them. failure modes and effects analysis (FMEA) — Procedure that studies failure causes and ranks their risk, then applies the best technology to reduce occurrences while improving detection capabilities. JUNE 2013
I ISO 9000 — A set of quality-assurance standards that can be applied to any organization regardless of size or type. Used to develop a common approach to obtaining quality service or product. L level of service — The degree of maintenance performed to meet desired levels of equipment performance. A high level ensures little chance of failure, whereas a low level meets minimum requirements, risking breakdowns on less-critical equipment. life-cycle costing — The cost incurred during the life-span of equipment to keep it in optimum operating condition. M maintenance work order (MWO) — Formal document for controlling planned and scheduled work. maintenance work request (MWR) — Informal document for requesting unscheduled or emergency work. Also called a job ticket or job request. major repairs — Extensive, non-routine, scheduled work requiring the deliberate shutdown of equipment, the use of a repair crew (possibly covering several elapsed shifts), significant materials, rigging and, if needed, lifting equipment. mean time before failure (MTBF) — Average time between replacements of a specific component on a designated type of equipment. Also referred to as the life span of a component. Extended MTBF indicates successful actions in extending component life span such as more planned work. minor repairs — Repairs usually performed by one person using hand tools, few parts and usually completed in less than two hours. N nondestructive testing (NDT) — The use of technologies to detect cracks, flaws or porosity in components, structures, frames or components. Techniques include magnetic-particle, liquid-dye-penetrant, ultrasonic, eddycurrent and radiographic testing. See also predictive maintenance (PdM). O on-condition status — Following discovery of a potential failure, equipment is left in operation on condition that it can continue to perform its intended function. Equipment condition is monitored carefully during this period to preclude sudden deterioration to a functional failure. overhaul — Process during which a piece of equipment must be removed from service and subjected to inspection, teardown and repair of the total unit to restore it to effective operating condition in accordance with current design specifications. See also rebuild. MT-ONLINE.COM | 25
P periodic maintenance — Maintenance actions carried out at regular intervals. Intervals may be fixed (e.g., every six months) or variable (e.g., every 4500 operating hours). P–F curve — A down parabolic shaped curve denoting the deterioration of equipment condition from the discovery of a potential failure (P) to a functional failure (F). P–F interval — The elapsed time between the discovery of a potential failure (P) until a functional failure (F) occurs, if no corrective action is taken. planning — Determination of resources needed and the development of anticipated actions necessary to perform a scheduled major job. predictive maintenance (PdM) — Techniques to predict wear rate, determine state of deterioration, monitor condition or predict failure. preventive maintenance (PM) — Performance of services to avoid premature equipment failure and extend equipment life, specifically, equipment inspection testing, and condition monitoring to ensure the early detection of equipment deficiencies and lubrication, cleaning, adjusting, calibration and minor component replacements to extend equipment life.
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26 | MAINTENANCE technology
proactive maintenance — The application of investigative and corrective technologies to reduce failures, improve equipment performance and extend equipment life. The following analytical tools are associated with proactive maintenance: root cause failure analysis, failure modes and effects analysis and risk-based inspections. Also, the intensive application of positive, aggressive maintenance steps to actively defeat potential failures. Q quality standard — A standardized procedure for accomplishing a major maintenance task in the best way. quantity standard — The resources required to meet the prescribed quality standard. R rebuild — The repair of a component to restore it to serviceable condition in accordance with current design specifications. See also overhaul. reliability engineering — Actions taken through the use of information, field experience and engineering techniques to design or redesign equipment in order to reduce or eliminate faults that imperil equipment reliability. reliability centered maintenance (RCM) — A strategy for achieving maximum equipment reliability and extended life at the least cost. Implementation identifies specific equipment functions in their exact operating context. Then, equipment performance standards are identified for each function and failures are defined when performance standards are not met. Based on the consequences of failures, a maintenance program featuring conditionmonitoring techniques is applied to identify potential failures (equipment is starting to fail) accurately and quickly to preclude its deterioration to functional failure (equipment no longer operates) levels. Thus, equipment life is extended and the consequences of functional failures are reduced or avoided. See also P–F curve, P–F interval, on-condition status. reliability engineering — Actions taken through use of information, field experience and engineering techniques to design or redesign equipment to reduce or eliminate faults that imperil equipment reliability. repetitive maintenance — Maintenance jobs with a known labor and material content that occur at a regular interval. risk priority number (RPN) — In a failure modes and effects analysis, an RPN is assigned to the failures related to the equipment being studied to establish the priority of corrective actions. RPN = severity × occurrence × detection capability. See also failure modes and effects analysis. root cause failure analysis (RCFA) — Actions to discover why a failure happened and determine corrective actions to eliminate the failure or reduce its impact. JUNE 2013
A SPECIAL SUPPLEMENT TO MAINTENANCE TECHNOLOGY
S scheduling — Determination of the best time to perform a planned maintenance job to appreciate operational needs for equipment or facilities and the best use of maintenance resources. standard — A goal or ideal target to be met. Quality standards prescribe the end product. Quantity standards prescribe the amount of resources required to carry out specific work under normal conditions. standing work order — A reference number used to identify a routine, repetitive action. stock issue card — The authorized accounting document for making stock material withdrawals or returns. strategy — A global, corporate or plantwide plan to secure a major objective, such as the successful implementation of total productive maintenance. T time card — Authorized accounting document for reporting the use of labor data. total productive maintenance (TPM) — Productive maintenance carried out by all employees through small-group activities (e.g., quipment maintenance performed on a plantwide basis). U utilization — Percentage of time that a maintenance crew is available to perform productive work during a scheduled working period or shift. V verbal orders — A means of assigning emergency work when reaction time doesn’t permit preparation of a workorder document. W work-order system — A communications system by which maintenance work is requested or identified, classified, planned, scheduled, assigned and controlled. Help build this base of knowledge See an expanded version of this beginning maintenance glossary at www.mt-online.com/glossary. There, you’ll also find instructions on how to contribute more definitions and/or add to existing ones. Please do. MT Paul D. Tomlingson is the Principal of Paul D. Tomlingson Associates, Inc., based in Denver, CO. 82+-years-young, he’s been working as a worldwide maintenance consultant for almost 45 years. Email: pdtmtc@msn.com. For more info, enter 03 at www.MT-freeinfo.com
JUNE 2013
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Gadgets adgets
Reliable Mobile CMMS For Smartphones, Tablets and iPads
N
MAPCON Technologies, Inc. Johnston, IA
SPONSORED INFORMATION
o longer is your CMMS tied to a computer. According to MAPCON, its feature-rich Enterprise and On-Demand CMMS Software packages have gone mobile, saving time and money for users in countless ways. Consider, for example, how the company’s Mobile 9-1-1 Maintenance Dispatch Capability can improve your equipment-health-emergency response: A technician discovers a machine leaking lubricant onto the plant floor. Using a standard Android or Apple Smartphone, tablet or iPad, all he/she has to do is open the MAPCON CMMS app, snap a picture of the leaking equipment, attach it to an Emergency Work Request and tap “Send.” In mere seconds, maintenance management could be dispatching a fully equipped team to the scene with a Work Order and the right parts to make the repair. The crew can use their smart devices to directly access repair manuals, schematics and parts inventories in real-time, or, if needed, find and contact an authorized vendor for support. Once the equipment is back online, personnel can document the job with pictures and close the Work Order via a smart device.
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SPONSORED INFORMATION
npro/Seal has announced that the Inpro/Seal Bearing Isolator has received IP66 rating through third-party testing performed at Underwriters Laboratories (UL). IP (or Ingress Protection) ratings are used to define the level of sealing effectiveness for enclosed equipment against intrusion from foreign bodies, including dust, dirt, powder and moisture. A rating of IP66 states that the enclosed equipment is dust-tight and protected against heavy seas or water projected in powerful jets from entering the seal and passing into the enclosed equipment. Inpro/Seal’s Bearing Isolator earned the IP66 rating after stringent testing found that zero dust or water passed through the seal and entered the enclosed equipment. The rating indicates these bearing protection devices are premium sealing solutions for applications in severe duty and/or washdown environments, where outside contamination entering the bearing housing causes premature bearing failure. Inpro/Seal A Waukesha Bearing Business Rock Island, IL For more info, enter 05 at www.MT-freeinfo.com
28 |
MAINTENANCE TECHNOLOGY
JUNE 2013
If you don’t know the number, it’s time to find out. Introducing the FLUKE ENERGY RESOURCE CENTER. Everything you need to know about saving money by identifying and measuring energy waste. Case studies, success stories, interactive illustrations, check lists, videos and more.
Get started today and visit:
fluke.com/saveenergy
©2013 Fluke Corporation. AD 4315317A_EN
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EXPERT Q&A
Identifying Energy Savings In Your Facility
How do you get the biggest, quickest return? We asked Fluke’s energy-measurement expert Wade Thompson to fill us in. Jane Alexander, Editor
MT: What does measurement have to do with energy saving? THOMPSON: It’s all about ROI and the bottom line. Facilities need to consume a certain amount of energy to produce work—product, data, whatever it is. But most facilities are consuming too much energy. They’re inefficient energy users. Until the last decade, facility management as an industry didn’t really care—energy was cheap. Once energy became more expensive, managers became interested in reducing their energy bill, but the prospect had to be put into business terms: Where is the ROI conversion point where the waste is great enough that it makes sense to address? To answer that question, you need to measure how much energy you are consuming on the different types of work (systems) in your building and compare to standards. That tells you how much waste is occurring. Further measurement can help you identify root cause of the waste. The quantity of waste combined with the cause and the cost to address are the three points of an ROI equation. 30 |
MAINTENANCE TECHNOLOGY
MT: When does it make sense, for what kind of facility, in what places? THOMPSON: Energy reduction makes sense for facilities that want to reduce overhead in order to increase productivity. Facilities that are looking to do more with less, not just spend less. Energy inspection identifies opportunities to increase efficiency, and gives the facility manager the data to understand which energy-saving activity makes sense, given the facility’s primary objectives, and which ones either don’t offer enough ROI or fall too far outside the priorities. The biggest opportunities typically exist in facilities that have old, large, high-energy-consuming systems that have not been optimized. Other good candidates include production facilities that have not introduced much automation or controls, as well as facilities with large steam or compressed air systems. MT: Just how much can be saved? THOMPSON: I wish I could promise that every facility could lower their energy bill by 25% —that’s a pretty common average JUNE 2013
EXPERT Q&A
saving potential referenced by the Department of Energy. The actual savings depend on a couple things. First, what kind of systems and activities occur in the facility? Large loads that have never been mapped to the utility rate schedule to take advantage of the cheapest times of day have the promise to deliver significant savings. A facility running mostly smaller loads may not see the same opportunity. Second, how inefficient are the building systems? A newer, well-maintained facility isn’t going to offer as many savings opportunities as an older facility where systems and equipment have drifted from recommended settings and maintenance practices. MT: When I think about energy waste, cold air leaking in through my windows and replacing old light bulbs with CFLs are what come to mind. What does energy waste mean for a manufacturing or mixed-use facility? THOMPSON: Your analogies are good. Both represent using energy to power inefficient processes. Using energy to heat or cool air and force it through the ventilation system only to leak it out the window forces the system to over-produce and, therefore, over-consume. How many other systems in the facility are working harder than they should, due to clogged filters, oversized motors and so on? Using energy to power incandescent light bulbs is inefficient because of the high percentage of the energy consumed that winds up becoming waste-heat. Extrapolate that to think about all of the possible aging equipment in a facility that consumes more energy to operate than new, high-efficiency models. So, yes, a manufacturing or mixed-use facility may experience both lighting and building-envelope wastes. But are those the first wastes to address? You can’t answer that question until you log power consumption at all of the major loads, map it to both the rate schedule and the operational schedule, and do the ROI math. Quite often, a facility will uncover enough maintenance and operational savings on large equipment that within a few years they’ve saved enough money to then accelerate the equipment replacement with a leaner model. MT: How do you get started? Budgets, time and resources are all limited. THOMPSON: Baseline! The place to start is identifying where—and when—energy is being used and by what (Fig. 1). Once you understand exactly how much energy is required to run the business versus how much is being wasted, you can make decisions and build a plan. Start by getting copies of the last several utility bills and look for signs of penalties and peak-demand charges. While you're at it, download a copy of the rate schedule from the utility Website to see how much energy units cost at different times of day, compared to your operational schedule. If you need help with this, call the utility service department directly. They'll be happy to hear from you. JUNE 2013
Fig. 1. Start with a baseline. You need to see where and when energy is being used and by what.
Then, direct your in-house electrical team or electrical contractor to log power at the main utility service entrances, as well as at the supply panels to the largest systems and loads. By recording kW, kWh and power factor over a representative period of time, you can get a very accurate picture of the actual power consumption on three-phase circuits and loads. The biggest savings often comes from shifting load operations to cheaper-energy times of day. MT: Can you briefly talk us through some of the systems that are the most common “wasters?” THOMPSON: Aside from mapping the electrical supply system, I always suggest that people evaluate their electro-mechanical, steam and compressed air systems. They’re usually ripe with wasted energy usage—and fairly easy fixes. Electro-mechanical systems… Voltage/current overload and phase imbalance are two big energy wasters with electro-mechanical systems. Both of these issues can be detected with power-quality analyzers and thermal imagers. Energy-wasting mechanical situations manifest as both overheating and excess vibration, detectable with thermal imaging and vibration meters. Possible causes vary, from cooling and airflow to bearing alignment and other causes of friction. Thermally scan couplings, shafts, belts, bearings, fans, electrical components, termination/junction box and windings—all things that can signal inefficient operations and, thus, energy waste. As mentioned earlier, one of the easiest energy-saving solutions is to log power consumption at large electro-mechanical loads over a full operational schedule. Determine when the machinery uses the most energy (often at startup) and check whether usage times can be adjusted to points of the day when utility rates are the cheapest. MT-ONLINE.COM | 31
EXPERT Q&A
Using that same power log, compare the operational schedule to how often the machine uses energy. How much power is it using when not in active use? Without the use of controls, most machinery must be manually turned off to stop consuming energy, and manual actions don’t always occur. Not all machinery can be feasibly turned off, but most can be idled. Controls vary from simplistic to fully automated, and from using sensors and timers to flexibly idle machinery to hard-coding operations into a PLC. Sizing and efficiency ratings are crucial when it comes to electro-mechanical equipment. In older facilities, especially, operational requirements change, but the loads stay as is, meaning that sometimes a large, expensive, hard-start motor is left driving a less horsepower-intensive system. The natural inclination of any facility manager is to get the maximum lifetime out of a large piece of equipment. However, it’s worth logging how much power the motor uses, compared with actual load requirements, as well as with a new, high-efficiency, right-sized unit. Calculate how much excess energy is being consumed and multiply by the rate schedule. Determine how long a new motor would take to pay for itself: Sometimes it makes financial sense to replace equipment before it fails. If not, consider whether controls could be used to modulate output. Steam systems… Process heating accounts for a sizeable portion of controllable operating costs and must be regularly inspected to avoid several different energy-wasting scenarios. To begin, log energy consumption at the boiler, to get a baseline for energy consumption. Then inspect the distribution system, including: steam traps, pressure gauges, insulation, pumps and valves. Use a thermal imager to detect failed steam traps, leaks, blockages, value issues and condensate failures. The goal is to return as much pre-heated condensate to the boiler as possible. An ultrasonic leak detector can also be used to check for steam leaks. Be sure to check for loose or missing insulation and proper operation of all steam traps; clean inside boilers, and check steam transmission lines for blockages. These combined efforts identify energy wastes and help the team plan energy-saving solutions—many of which can be implemented via maintenance rather than capital expense. Compressed air systems… A 100 hp air compressor can consume around $50,000 in electricity annually—as much as 30% of which goes to pressuring air that’s never used [1], due to distribution leaks and wasteful usage practices. Yet many facilities have never assessed the efficiency of their compressed air operation. In fact, when more air pressure is needed, many facilities will purchase and 32 |
MAINTENANCE TECHNOLOGY
operate an additional compressor without ever realizing they could get more pressure out of their existing system. Studies by the Compressed Air Challenge [2] have found that only 17% of compressed air users value efficiency as a system management goal: 71% simply want to deliver a consistent, reliable air supply. That philosophy transfers down to the point of use: pneumatic equipment installations frequently lack even simple solenoid shut-off valves, driving continuous compressor operation, and shop-floor personnel often treat compressed air as a free resource, using it to clean the work area and even to cool off. In reality, compressed air is a fairly expensive commodity to produce. To identify and quantify the level of waste, start by logging power over a full business cycle at all air compressors. This will establish how much energy it takes to produce current air-pressure levels. Also log psi at the compressor output compared to the point of use, determine the amount of pressure drop, and verify manufacturer psi required to operate pneumatic equipment; don’t over-pressurize “just because.” A pressure module plugged into a logging multimeter is one way to conduct these tests without investing in specialized equipment. Finally, use an ultrasound leak detector to scan as much of the air-line footprint as possible, to determine the location and scope of air leaks. Steps to improve energy efficiency include fixing identified leaks; setting compressors to generate only the necessary amount of pressure; installing air-shutoff solenoids at point of use; and using receive tanks for high-volume applications, rather than increasing overall system pressure. We’ve just touched the surface here Fluke Power Quality Expert Wade Thompson has been with the company for a decade and takes a special interest in data centers, large embedded systems, industrial facilities and utilities. He’s worked extensively in product development and field-testing and clearly knows far more about energy waste and energy savings than could be covered in this Q&A. To discuss how to identify and quantify these issues at your site, email him directly at wade.thompson@fluke.com; or visit www.fluke.com. MT References 1. Improving Compressed Air System Performance: A Sourcebook for Industry: Section 12, “Compressed Air System Economics and Selling Projects to Management,” p. 69. 2. See “Appendix D,” online Improving Compressed Air System Performance: a Sourcebook for Industry (http://www. compressedairchallenge.org/library/index.html#Sourcebook.). Study commissioned by U.S. Department of Energy, with technical support from the Compressed Air Challenge (CAC). For more info, enter 06 at www.MT-freeinfo.com JUNE 2013
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Lubrication Checkup Lubricant Swaps Symptom:
By Dr. Lube, aka Ken Bannister
“Having implemented an in-house consolidation program, we hope to significantly reduce the number of lubricants that our site stocks and uses. We have a number of greases and gear lubricants of similar viscosity and want to know how to determine their compatibility when switching from one to another.”
Diagnosis:
Specialty lubricants for sustainable efficiency “Sustainable industrial production” means long-term, holistic thinking. Key examples include minimal unplanned downtime, less friction and reduced lubricant consumption. The effect: lower energy consumption, less CO2 emission, longer maintenance intervals and longer component lifetime. To keep up with your sustainability goals, we are continually improving our environmentally-friendly lubricants. Klüber Lubrication North America L.P. info@us.kluber.com www.klubersolutions.com/ sustainability4
your global specialist
The mixing of lubricants—greases or oils—is a major cause of equipment problems. For example, a lubricant containing acidic additives mixed with one containing base or alkaline additives can quickly neutralize the mixed product’s effectiveness and protective ability, and lead to catastrophic lubricant and bearing failure. Similarly, when changing to a new lubricant, depending on compatibility issues, you may or may not be required to flush the old product from the reservoir and bearings with neutral flushing oil prior to filling and using the new one.
Prescription: Before proceeding with a lubricant “swap,” ALWAYS consult with the manufacturer of the replacement product to determine if it has already been tested for compatibility with the old product, and if not, would the manufacturer be willing to do so on your behalf. If no information is available or forthcoming, and you’re unable to establish compatibility, you can conduct your own tests, as follows: ■ Taking samples of both oils, blend three mix samples in a 50:50, 90:10 and
10:90 ratio. ■ Send samples to an oil-analysis laboratory and have them tested for filter-
ability, sediment and color/clarity. In addition, have the lab perform a RPVOT (rotating pressure-vessel oxidization test) to determine an oil’s resistance to oxidation, and a storage-stability comparison. ■ For accurate results, the tests should be performed three times and the results
normalized. ■ Ask the lab to assist you in determining any cross-contamination risk.
Note: RPVOT testing can be expensive. You could forego this procedure by having the manufacturer of the new lubricant recommend a neutral flushing oil (if you don’t have too many lube changeovers to complete). When dealing with greases, a similar process is followed: Samples are mixed in 75:25 and 25:75 ratios then sent to the lab to test for consistency, dropping point and shear stability. Understanding lubricant compatibility before a swap will protect against catastrophic failure due to incompatibility shortly after the changeover. MT Lube questions? Ask Dr. Lube, aka Ken Bannister, author of the book Lubrication for Industry and the Lubrication section of the 28th edition Machinery’s Handbook. He’s also a Contributing Editor for Maintenance Technology and Lubrication Management & Technology. E-mail: doctorlube@atpnetwork.com.
Formore moreinfo, info, enter For enter7774atatwww.MT-freeinfo.com www.MT-freeinfo.com
34 |
MAINTENANCE TECHNOLOGY
For more info, enter 07 at www.MT-freeinfo.com JUNE 2013
OPEN BOX. SEE VALUE.
OilSafe instantly safeguards your workflow. The moment it arrives on your floor, the OilSafe® lubrication system establishes best practices and simplifies maintenance. No assembly or training required. The visually intuitive color coding shows your team exactly where to put every lubricant�—e � liminating risk and errors. Keep your entire manufacturing environment running better, safer, cleaner and longer with OilSafe. Modular bulk storage cleans up your lube room and prevents contamination.
Precise-pour transfer containers eliminate spills and slowdowns.
Customizable labels ensure that every lubricant goes in the right place every time.
Start seeing business improvements today with OilSafe. OilSafe.com/seevalue | 855-211-4801
LISTED NO. MH47936
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TECHNOLOGY SHOWCASE
MRO Equipment & Supplies
On the horizon and moving toward you...
Protective Eyeware For Outdoor Environments
3
M’s line of Safety Sunwear combines heavy-duty protection with a sleek look and solid design. Suited for harsh outdoor working environments, these shades feature lenses that absorb 99.9% of UVA and UVB, and meet the requirements for ANSI Z87.1-2010. Options include foam gaskets, anti-scratch and anti-fog coatings, mirrored lenses, polarized lenses and various frame colors. With all features considered, the collection contains 10 variations of comfortable protective gear that can double as everyday sunwear. 3M Personal Safety Division St. Paul, MN For more info, enter 08 at www.MT-freeinfo.com
Retaining Ring Pliers For Heavy-Duty Operations
R Screwdriver Illuminates With LED Lighting
T
he GearWrench® 2-Position Ratcheting Screwdriver has two LED lights to help illuminate a work area, making it easier to operate in poorly lit spaces. Its 45-tooth ratcheting mechanism with forward, reverse and locked positions quickly tightens and loosens fasteners. A stainless steel collar magnetizes the bit tip to hold fasteners on the tool, which means fewer dropped and lost fasteners. The tool also incorporates 6-bit storage (Phillips #1, #2 and T15, T20, T25 and T127 included) in the handle and a 4.5”-long shaft for easy task access.
etaining Ring Pliers from KNIPEX are available in several variations for use on a wide range of retaining ring sizes and styles. Designed for continuous, heavy-duty work, they fit internal and external circlips for a variety of applications. High-density spring-steel tips inserted into the forged body provide strength and longevity, while a large contact surface around the tips helps hold rings in place, virtually eliminating twisting and flyoffs. According to the company, the line lasts up to 10 times longer than turned-tip or stamped-tip designs. They’re available in internal and external styles, with straight or 90-degree angles and in all popular sizes. KNIPEX Tools LP Arlington Heights, IL
Apex Tool Group Sparks, MD For more info, enter 09 at www.MT-freeinfo.com
36 |
MAINTENANCE TECHNOLOGY
For more info, enter 10 at www.MT-freeinfo.com JUNE 2013
TECHNOLOGY SHOWCASE
Utility Knife With Magnetic Blade Storage
M
ilwaukee Tool’s Fastback II offers the features of the company’s Original Fastback™ Utility Knife, with the addition of magnetic blade storage that folds into the handle. One-handed blade opening makes for easy activation, while a tool-free blade change allows fast and efficient adjustments. The magnetic blade storage feature holds one spare, which keeps the tool’s profile thin and easy to tuck away in the user’s pocket. Milwaukee Tool Corp. Brookfield, WI For more info, enter 11 at www.MT-freeinfo.com
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JUNE 2013
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MT-ONLINE.COM | 37
MAINTENANCE LOG
Controlling Limescale Deposits And Industrial Fouling Modern electronic solutions offer a safe, easy alternative to chemical or physical descaling methods.
Jan de Baat Doelman Scalewatcher North America, Inc.
U
.S. industry spends billions of dollars each year to control and remove limescale build-up in industrial heat exchangers, evaporative coolers, boilers, chillers and other water-fed equipment. Oil wells, too, face signiďŹ cant scaling problems from the highly mineralized water that's extracted with the oil. Limescale increases downtime, maintenance costs, and energy consumption, and leads to the early renewal of capital equipment. Scale-prevention can beneďŹ t industrial water users by minimizing or eliminating unexpected production shutdowns and generating substantial savings through water conservation. 38 |
MAINTENANCE TECHNOLOGY
Fig. 1. Cooling tower plates can collapse due to scale.
Types of fouling Scale usually refers to an intimate mixture of sparingly soluble mineral salts. Mineral scale deposition occurs as a result of heat transfer or pressure changes. Calcium carbonate scaling from hard water and calcium phosphate and oxalate formation in sugar refineries are examples. Other types of fouling include growth of algae and bacteria (bio-fouling); consolidation of loose particles (particulate fouling, such as corrosion byproducts); and accumulation of coke-like deposits (chemical-reaction fouling). Calcium carbonate is the predominant component of the hard and tenacious scale deposit from water, and is particularly apparent in processes involving heat transfer. A concentration of dissolved solids by repeated partial evaporation of the water is the main factor that causes calcium carbonate scale. Even soft water will eventually form scales when concentrated numerous times. Reasons for concern Deposits create an insulating layer on heat-transfer surfaces. It is estimated that 40% or more energy is needed to heat JUNE 2013
MAINTENANCE LOG
Recognizing fouling Because scales and other deposits generally form inside closed systems, it is not always evident that deposition is occurring. But certain clues can be detected. It is useful to try to answer the following questions: ■ Are energy and heating bills reduced immediately
after cleaning the plant? ■ Is it necessary to arrange significant planned and/or
unplanned downtime? ■ Are heat exchangers performing below design? ■ Is corrosion a problem? ■ Are there signs of unexpected deposit formation
within the system? Fig. 2. Scale causes increased pipewall friction.
water in a system fouled with ¼” of limescale. This leads to more power consumption or the installation of heavierduty, more expensive heat exchangers to compensate. Scaled boiler tubes mechanically fail as a result of overheating, and cooling tower plates (Fig. 1) can collapse due to the weight of scale deposits. Erosion damage can occur as a result of scale particles breaking loose and subsequently impinging upon other surfaces. Pipework scale (Fig. 2) reduces the available cross-section area, and fluids are affected by increased pipewall friction. A larger, more power-consuming pump will be required to maintain throughput volumes, which may only be a temporary solution. A plant that needs to be shut down for cleaning costs money. The formation of a thin, uniform layer of scale or wax can temporarily reduce steel corrosion, but stagnant conditions eventually develop under the deposit, and electrochemical reactions will corrode the steel surfaces. The result can be fluid leaks and equipment failure, which are potentially very dangerous. In the food industry, incorporation of even trace amounts of undesirable particulates can lead to off-flavors or off-colors, reducing shelf life or making products unsaleable. Personnel are also at risk. Safety valves or emergency process sensors that are fouled may not operate in an emergency. Overheated boilers have been known to explode. Failure to control bacterial growth in cooling water can create conditions hazardous to health (e.g. production of legionella Pneumophila) or, in anaerobic conditions, may allow the production of toxic hydrogen sulphide from sulphate-reducing bacteria. JUNE 2013
The more times the answer is "yes," the more likely it is that there is fouling. If fouling can be controlled, the potential exists to save energy, prevent equipment failure and reduce maintenance. Furthermore, a successful treatment strategy will maintain fluid flow, reduce corrosion effects and provide a safer environment, in addition to saving money. Solving the problem A process audit can identify the extent of an existing problem, the point in the system that corresponds with initial fouling, and, most useful, why there is a problem. The evidence may indicate a solution without the need for expensive external control measures. These might include minor changes in process temperature, pressure, pH or fluids composition that could significantly reduce the fouling potential at practically no cost. Treatment options include inhibitor chemicals, descalers, ion exchange, physical cleaning such as pipeline pigging or the installation of permanent magnets or electronic devices like Scalewatcher computerized electronic waterconditioners (which works as shown in Fig. 3 on pg. 40). Although it is usually possible to find a chemical solution to a fouling problem, increasing environmental and safety pressures demand that chemical consumption be reduced wherever possible. A range of physical methods can be used to remove fouling deposits. Water jetting, sand or plastic-bead blasting, for example, can be used in accessible locations. Such methods are expensive and can cause abrasion of surfaces. Unlike other preventive techniques, magnetic and electronic descaling devices do not stop precipitation but alter the shape of the crystals to reduce the adherence and build-up of deposits on the pipewall. Perhaps the most remarkable MT-ONLINE.COM | 39
MAINTENANCE LOG
Fig. 1. How Scalewatcher technology works
alewatcher’s patented hnology works by ducing a complex quency modulated Scalewatcher’s patented technology veform, inducing works by producing a complex modulated ctric andfrequency magnetic fieldwaveform, inducing electric and magnetic ide the pipe, field inside the pipe, moting crystal promotinggrowth crystal growth he bulk of the in the bulkwater. of the water.
Crystals remain suspended in the water and do not contribute Crystals remain anymore the build-up of hard suspended in theto water pipe wall deposits. Existing and do not contribute anymore thesoftened build-up scaletois and carried ofaway hard pipeby wallthe deposits. flow of water.
Lorenz Force
Magnetic field
Particles and dissolved minerals with positive and Particles and negative charges.
Electric field
dissolved minerals with positive and negative charges.
Existing scale is softened and carried away by the flow of water.
observation is that these devices can affect descaling downstream of the point of installation. A softening and loosening of existing scale several weeks after installation is commonly reported. To understand the magnetic and electronic mechanism, some knowledge of mineral scale precipitation is necessary. We know, for example, that three conditions are needed to form a scale deposit: ■ The solution must be supersaturated. ■ Nucleation sites must be available at the pipe surface. ■ Contact/residence time must be adequate.
To prevent scale, it is necessary to remove at least one of these pre-conditions. Clearly, contact time is not an alterable factor. To be effective, any device must therefore affect either the supersaturation value or the nucleation process. The direct effect of the electronic device described above is on the nucleation process. Specifically, it enhances initial nucleation through the creation of new nucleation sites within the bulk fluid flow. This is known as controlled precipitation. Crystal growth then occurs at these points of nucleation and not at the pipe wall. Suspended solids increase with a corresponding drop in the level of supersaturation. Key to this process is manipulation of a factor known as the Lorenz Force (see Sidebar). By nature, all particles in water have a negative charge and are surrounded by the so-called “electric double layer,” which are layers of positive and negative ions. These are considered “protective” layers because they prevent more ions from sticking to the particle surface. If strong enough, however, the Lorenz Force, will distort these layers and allow ions in the bulk of the liquid to stick to the surface, forming crystals. These crystals will not adhere to pipe walls and will go down the drain or remain suspended in a circulating system. As a result, less mineral ions will be present in the liquid. An important side effect is that pipe walls corrode less as a lower amount of positive ions are present. MT Jan de Baat Doelman is President of Scalewatcher North America, Inc. Contact the company at (610) 932-6888; email: sales@scalewatcher.com; or visit: www.scalewatcher.com MAINTENANCE TECHNOLOGY
F = qE + q (V x B)
Water less saturated with Water with Where: mineral ions, less saturated nowmineral capable of ions, now capable q = charge on the particle dissolving existing of dissolving existing E =scale electric field vector scale layers. layers.
Fig. 3. How Scalewatcher technology works
40 |
A Lorenz Force F is experienced by charged particles that flow through a field. This type of force is expressed as follows:
V = particle velocity vector B = magnetic field vector
Electronic devices operate at very weak magnetic fields, whereas magnets need high field strength (>1000gauss) for optimum performance. The flow dependency of magnetic devices is explained by the velocity parameter, V, and E=0. The flow non-dependency of electronic devices is explained by the fact that the force of the electric field component is independent of the flow rate. This suggests that the key performance parameter is the total value of the "Lorenz" force acting on the charged particles, rather than the individual magnetic and electric field vectors.
Lorenz Force Key… EWT: F=q(E + vxB) Newton F: Lorenz Force expressed in Newton q: Charge of particle expressed in Coulomb E: Electric field expressed in Volt/meter V: Velocity of particle expressed in meter/second B: Magnetic induction expressed in Tesla For more info, enter 12 at www.MT-freeinfo.com
JUNE 2013
SUPPLY CHAIN LINKS
A New F-Class Turbine Repair Facility
Dresser-Rand has expanded its Turbine Technology Services operation in Houston, TX, to include a Center of Excellence for F-class rotor repair. Special To MT
JUNE 2013
F
-class gas turbines are the most technologically advanced gas turbines in general commercial service throughout the world. Over the next 15 years in North America and Europe alone, approximately 180 F-class gas turbine rotors will reach the rotor-life inspection outage requiring a complete disassembly, inspection, life assessment and repair of the rotor. With its ability to repair F-class rotors, Dresser-Rand TTS (D-R TTS) is among the elite shops worldwide that are capable of dealing with these hightech parts (see Sidebar). “To successfully repair the high-tech designs of F-class rotors, a fully equipped worldclass facility complete with engineering capability and top-notch technology are all required,” says Dan Levin, General Manager of Dresser-Rand Strategic Business Units for Gimpel® Valves, Control Systems and Turbine Technology Services. “Our expanded repair facility in Houston has the capabilities needed to help clients better manage their rotors to meet or exceed the original design lives of those components.” The new shop adds 24,000 square feet for an additional high bay rotor facility, with a 75-ton crane and 50 feet under the hook, sufficient for F-class rotors up to Frame 9. It can service all brands of industrial gas and steam turbine rotors with blade replacement, unstacking and restacking, balancing and non-destructive testing. The site can also execute first-stage bucket and nozzle repairs specifically for F-class equipment. MT-ONLINE.COM | 41
SUPPLY CHAIN LINKS
The site's repair solutions are supported by machining, ultrasonic cleaning and vacuum heat-treating capabilities, braze repair, sonic nozzle and high-volume flow testing and HVOF and air plasma coating. D-R TTS also offers metallurgical evaluation, failure-analysis material engineering, ASNT Level III certified inspection, factory-trained and factory-certified tool calibration, and has more than 35 combined years of coating development experience. These in-house services aim to reduce repair cycle times and assure better quality control. The facility is ISO 9001:2008 certified, providing clients with further assurance that their utility gas and steam turbine repairs will be performed in compliance with the highest level of international quality control standards. According to the company, the operations are supported by a highly skilled workforce that brings vast capabilities with respect to quality, scheduled deliveries and cost effectiveness. “Combined with our world-class component repair and expert engineering staff, the addition of F-class rotor repair in Houston provides an important service alternative to the OEM for North American operators,” Levin notes. “Moreover, the company’s capabilities allow it to perform an expanded risk assessment for operation beyond the rotor-life outage.” Rotor-life assessments Gas turbine rotors require a life assessment after a predetermined combination of starts and/or operating hours. Dresser-Rand TTS has a proprietary rotor-life assessment (RLA) program that helps clients evaluate their equipment based upon actual operating conditions (instead of generalized fleet limits), and thus make sound, fact-based decisions on a rotor’s suitability for continued operation. This RLA program includes a comprehensive disassembly and inspection of the rotor, combined with a detailed engineering analysis of critical components. According to the company, it’s this proprietary engineering analysis that differentiates the D-R TTS program from others. Non-destructive inspection alone only identifies existing defects; when combined with a detailed engineering analysis, a complete picture of the true 42 |
MAINTENANCE TECHNOLOGY
predicated risk of continued operation is available and takes into account such factors as creep, fatigue and/or corrosion. The D-R TTS RLA program forms the basis of successful continued operation through a combination of inspections, detailed engineering analyses and repair and parts solutions that can result in considerable savings compared to the cost of replacing a unit. Beyond Texas In addition to upgrading its Houston facility, Dresser-Rand is expanding its industrial gas and steam turbine repair capabilities worldwide. Last year, it invested in new facilities in Europe and Asia. The Peterborough, UK, site includes 18,000 square feet (1670 square meters) dedicated to refurbishment of GE and Siemens-Westinghouse frame turbines. To better serve the Asian and Australian markets, the company upgraded its Cilegon, Indonesia, repair shop into another D-R TTS Center of Excellence by adding a dedicated IGT facility that incorporates a new rotor shop with full inspection, disassembly and repair capabilities. MT
About Dresser-Rand TTS In 2010, Dresser-Rand acquired the assets of Leading Edge Turbine Technologies, a specialist in the repair of industrial gas turbine combustion, stationary and rotating components for most major gas-turbine OEM models and frame sizes. The company’s credentials also included a large, on-site rotor repair shop that provided services for all brands of turbomachinery (from scheduled maintenance to emergency rush services). Leveraging DresserRand's field-service capabilities with Leading Edge's engineered-repair strength, the new venture, now called D-R TTS, offers bundled services for all steam and industrial gas turbines. The 88,000-sq.-ft. D-R TTS “one-stop shop” in Houston includes complete welding, machining and mechanical capabilities to service or repair all types of rotating equipment. For more info, enter 13 at www.MT-freeinfo.com
JUNE 2013
SOLUTION SPOTLIGHT Get answers sooner than later...
Smarter Bearings Mean Smarter Condition Monitoring Groundbreaking wireless technology integrated into critical components takes away the suspense.
B
earings have long been considered the heart of rotating machinery. Going forward, in the words of SKF, they can also be “the brain.” With new SKF Insight™ intelligent wireless technology integrated into the company’s bearings, these components (i.e., “smart bearings”) communicate their operating conditions continuously via internally powered sensors and data-acquisition electronics. According to Tom Johnstone, SKF President and CEO, these innovations are set to revolutionize condition monitoring for bearings, especially in critical machinery and technically challenging applications. “SKF Insight technology will make condition monitoring more widely available,” he says, “especially in applications where it was previously impossible or impractical. With our integrated diagnostic technology, our customers can get even better control over the life cycle of their machinery, leading to lower total costs with higher reliability and machinery uptime.” Monitoring directly on the bearing The company notes that prior to the introduction of SKF Insight, condition-monitoring techniques could only detect damage after it occurred. However, by sensing directly on the bearing, SKF is able to monitor the damage from the first microscopic effect as it is happening, and with this information, customers can take remedial action to reduce the reason for damage in the bearing (i.e., adding lubricant, mitigating transient overloads, etc.). In addition, by monitoring the load directly on the bearing, Insight technology makes it possible to measure the load that the bearing actually experiences, rather than what it was designed for. This information can be routed back into the design phase to improve both the system and bearing design. Benefits include better operational knowledge, better maintenance planning, optimized manpower and spare-part management—which can all lead to lower operating costs.
JUNE 2013
Notable features/characteristics/capabilities ■ Miniaturization: Sensor-technology packaging allows the
measurement of critical parameters like RPM, temperature, velocity, vibration and load, among others. ■ Self-powered: Using the application environment itself,
smart bearings can generate the power needed to operate. ■ Simplicity: Intelligent wireless communication capabili-
ties inside the bearing allow communication in environments where traditional WiFi can’t operate. ■ Smart networks: Communicating through each other and
via a wireless gateway, bearings with SKF Insight form a “mesh network” that sends information relevant to their condition for analysis. The future of ‘smart’ is now SKF Insight application-specific solutions are under trial with key customers in industries including wind energy, railways and metals, and the company is actively developing more application trials in others. MT SKF Philadelphia, PA For more info, enter 30 at www.MT-freeinfo.com MT-ONLINE.COM | 43
CAPACITY ASSURANCE MARKETPLACE
Cast Coil Transformers For Harsh Conditions
W Protective Arc-Resistant Switchgear
A
merican Electric Technologies now offers arc-resistant switchgear designed for offshore and onshore applications. Arc flashes can be channeled through venting ducts out of the top of the system away from the operator, or into a safe location with an application-specific exhaust. In addition, AETI offers an arc-mitigation system which can be paired with arc-resistant products to isolate the arc-fault and reduce the incident energy contributed by the source.
American Electric Technologies, Inc. Houston, TX
EG Electricâ&#x20AC;&#x2122;s line of cast coil transformers for commercial and industrial (C&I) markets is designed to work under harsh operating conditions while reducing installation and maintenance costs. A cast resin design allows for higher short-circuit strength and overload capacity, and is safe and environmentally friendly. The transformers are available in ratings through 3,000 kVA with thermal insulation ratings up to class C (428 F). Because the transformers are cast dry type, oil containment is not required. WEG Electric Duluth, GA For more info, enter 33 at www.MT-freeinfo.com
Ensuring Smokeless Flares
T
ccording to Schneider Electric, the Model 6 Arc Resistant Motor Control Center with its industryleading arc-resistant rating of 100 msec, in accordance with IEEE/ANSI C37.20.7, offers a new level of personnel protection. The structure provides arc-resistant Type 2A-rating protection of the front, rear and sides, and comes standard with a full-depth vertical wireway. Engineered to meet UL 845, its design redirects and channels arc energy out of the top of the structure. Features of these new MCCs include self-aligning bucket power stabs and insulated/isolated vertical bus, among others.
A
he Model FM Flare Monitor for Smokeless Flares from Williamson Corporation, as part of a petrochemical plantâ&#x20AC;&#x2122;s closed-loop control system, helps prevent smoke before it is produced. The monitor senses the conditions precursory to soot formation, not soot particulates. The output signal typically goes to a proportional-integral-derivative (PID) control system that activates a control valve to modulate the amount of added air or steam as needed, ensuring that there is ample oxygen for the combustion without the need for operator intervention.
Schneider Electric Palatine, IL
Williamson Corp. Concord, MA
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Arc Resistant Motor Control Center (MCC)
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44 | MAINTENANCE TECHNOLOGY
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JUNE 2013
CAPACITY ASSURANCE MARKETPLACE
Weld-Defects Detection System
C
Fail-Safe Capacitance Probe
B
RC’s Weld Check™ System is a three-step system that can help detect weld defects quickly and inexpensively. The process takes minutes to detect cracks; lack of fusion and open cavities in welded parts; cracks and cavities caused by metal fatigue and cutting operations; and more. Weld Check™ Weld Cleaner & Penetrant Remover, Weld Check™ Penetrant and Weld Check™ Developer all come with an S.D.[L.]™, a current Safety Data Label printed on the reverse side of the product label that provides access to safety information.
inMaster Level Controls offers a bendable capacitance probe designed to fit in tight spaces or in vessels that prevent the installation of a straight probe. The probe can be used in a wide range of solid materials and slurries. Mounted on the side of the bin, it offers interferencefree, fail-safe operation and quick calibration. Other features include a triple-thread, screw-off cover for easy access to internal components and an FDA-recognized powder coat finish.
CRC Industries Warminster, PA
BinMaster A division of Garner Industries Lincoln, NE
For more info, enter 35 at www.MT-freeinfo.com
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UNIQUE BEARING AND VIBRATION ANALYSIS
Leonova Emerald ® is a portable instrument for condition monitoring. This rugged data collector offers advanced and cost-effective methods for shock pulse and vibration analysis. The SPM HD ® measuring technique enables detailed bearing analysis also at very low speeds. The instrument efficiently manages extensive measuring routes and large amounts of measurement data. Also available in Ex version. Contact us today for a complete condition monitoring package!
For more info, enter 83 at www.MT-freeinfo.com For more info, enter 83 at www.MT-freeinfo.com
JUNE 2013
Tel. 1-800-505-5636 leonovabyspm.com spminstrument.com For more info, enter 83 at www.MT-freeinfo.com For more info, enter 84 at www.MT-freeinfo.com
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: U.S.Tsubaki
Air Sentry® is a leading developer of contamination control products that keep particulate matter and excess moisture from the headspace inside gearboxes, drums, reservoirs, oil tanks, etc. that hold oils, greases, hydraulic fluids, and fuels. Air Sentry breathers and adapters ensure longer fluid life, better lubrication and lower maintenance costs. For more info, enter 86 at www.MT-freeinfo.com www.airsentry.com
U.S. Tsubaki Power Transmission, LLC is excited to announce the integration of KabelSchlepp America into its operations as part of the Tsubakimoto Chain Company’s global acquisition of the German-based Cable & Hose Carrier manufacturer. KabelSchlepp America will now operate as a division of U.S. Tsubaki and will expand Tsubaki’s presence in the U.S. market by adding cable & hose carrier systems to its already extensive product lineup. For more info, enter 85 at www.MT-freeinfo.com www.kabelschlepp.com
Increase reliability while decreasing costs with Inpro/Seal application solutions. The inventor of the original bearing isolator, Inpro/Seal’s technologies increase the reliability of rotating equipment and provide real cost savings by improving MTBR. Our superior customer service and streamlined production processes allow for same-day shipments on most products, even new designs. For more info, enter 88 at www.MT-freeinfo.com www.inpro-seal.com
CLASSIFIED
RENEW
The ability to identify, verify and locate every voltage source from the outside of electrical panels greatly reduces electrical risks. That’s why we’ve incorporated two of our most popular products - ChekVolt® and VoltageVision® - into one unique, exclusive product called The Combo Unit.. For more info, enter 89 at www.MT-freeinfo.com www.graceport.com/3mt_informationhighway
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
Easy to use. Powerful software. Priced right. Whether you’re a three-store pizza operation or a global conglomerate, MAPCON CMMS is designed for you. No matter if you merely want a basic start-up maintenance package or a complete enterprise CMMS solution with advanced capabilities, MAPCON CMMS is the answer. For more info, enter 90 at www.MT-freeinfo.com www.mapcon.com
For rate information on advertising in the Classified Section contact your Sales Rep or JERRY PRESTON at: Phone: (480) 396-9585 / E-mail: jpreston@atpnetwork.com
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MAINTENANCE TECHNOLOGY
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JUNE 2013
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JUNE 2013 Volume 26, No. 6 •
WEB ADDRESS
June 2013 • Volume 26, No. 6 RS #
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Air Sentry ................................................................www.airsentry.com .....................................................86 ..............46 ALL-TEST Pro, LLC...............................................www.alltestpro.com/c/286 .........................................74 ..............27 Cascade Machinery Vibration Solutions.............www.cascademvs.com ................................................69 ..............10 CRC Industries.......................................................www.crcindustries.com/ei..........................................73 ..............26 Des-Case Corporation ..........................................www.descase.com .......................................................91 ...........IBC Diamond Chain .....................................................www.diamondchain.com...........................................83 ..............45 Exair Corporation..................................................www.exair.com/48/440.htm ......................................66 ................5 Fluid Defense..........................................................www.oilsafe.com/seevalue..........................................78 ..............35 Fluke ........................................................................www.fluke.com/saveenergy .......................................75 ..............29 Fluke ........................................................................www.fluke.com/VibrationMeter ...............................63 ................2 Fluke ........................................................................www.fluke.com/focus .................................................92 .............BC Fluke ........................................................................www.fluke.com ...........................................................70 ..............10 Foster Printing Services .........................................www.fosterprinting.com ............................................64 ................4 Grace Engineered Products, Inc. ..........................www.graceport.com/3mt_informationhighway .....89 ..............46 Inpro/Seal, LLC C/O Waukesha Bearing Inc. .....www.inpro-seal.com/mt03 ........................................72 ..............22 Inpro/Seal, LLC C/O Waukesha Bearing Inc. .....www.inpro-seal.com...................................................88 ..............46 Kluber Lubrication North America L.P. ..............www.klubersolutions.com/sustainability4 ...............77 ..............34 Lubriplate Lubricants Co. .....................................www.lubriplate.com ...................................................71 ..............14 Ludeca Inc...............................................................www.ludeca.com .........................................................62 ................1 Mapcon Technologies, Inc. ...................................www.mapcon.com......................................................90 ..............46 Meltric Corporation ..............................................www.meltric.com........................................................81,82 .........37 Process Industry Practices.....................................www.pip.org ................................................................68,87 ......9,46 Royal Purple, Inc. ...................................................www.royalpurpleindustrial.com ...............................76 ..............33 SPM Instrument, Inc. ............................................www.spminstrument.com .........................................84 ..............45 Strategic Work Systems, Inc. .................................www.swspitcrew.com .................................................65 ................4 TEAM Industrial Services .....................................www.teamindustrialservices.com .............................67 ................7 Test Products International (TPI) ........................www.testproductsintl.com .........................................79,80 .........37 U.S. Tsubaki Power Transmission, LLC ...............www.time4lambda.com .............................................61 ........... IFC U.S. Tsubaki Power Transmission, LLC ...............www.kabelschlepp.com ..............................................85 ..............46
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viewpoint Thomas J. Burke, President & Executive Director, OPC Foundation
Innovation Through Standards Collaboration: Myth Or Reality?
T
he landscape is continually changing in automation. The myriad of consumer electronics that are regularly used by the engineers of today and tomorrow have changed how people think with respect to interoperability: Automation is now expected to work right out of the box. This is providing a unique opportunity to challenge suppliers’ motivation and desire with respect to their avoidance tactics in observing industry standards. The proliferation of data—and transforming vast amounts of it into useful information—is a key element in advancing the state of maintenance and reliability via automation: Intelligent maintenance, after all, requires the right information for proper analysis to make the right decisions. With so many standards organizations defining data and information models these days, the perception is that there is substantial overlap among them. If that’s the case, perhaps it’s time for these organizations to work together to understand the overlap while developing deliverables related to their respective needs. That, in turn, should increase adoption of individual standards and, ultimately, provide information interoperability that can be used for enhanced maintenance and reliability. This type of approach—which can help collaborating organizations increase their own efficiencies— is typically driven by suppliers and buyers. In fact, most standards-organization technology is a result of competitors working together to develop an interoperability standard. “Organizational collaboration” is the next phase of interoperability, the goal of which is to move beyond the proven methodology of competitors working together for individual standards and create a superior interoperability solution for the future. In other words, will we successfully derive new innovations through industry-standard collaboration, or is it just going to be more of the same from individual organizations trying to glue their respective standards together? The benefits of organizationalstandards collaboration are clear:
n Identify areas of intersection to avoid creating duplicate or conflicting standards. n Identify opportunities for organizational synergy. n Clearly identify the value proposition message for standards adoption and deployment. n Ensure maximum member benefits through participation in standards organizations. A number of important collaborations are currently underway. Take, for example, FDI Cooperation, LLC, whose mission is summed up by the following statement posted on www.fdi-cooperation.com: “The five major automation foundations, including the FDT Group, Fieldbus Foundation, HART Communication Foundation, PROFIBUS & PROFINET International, and OPC Foundation have developed a single common solution for Field Device Integration (FDI). FDI technology will provide a common solution for managing information of intelligent field devices for the various tasks associated with all phases of their life cycle, from configuration, commissioning and diagnostics to calibration. This makes different solutions for different devices obsolete. FDI is a truly unified solution that addresses end-user requirements across the spectrum.” As a user of intelligent field devices, you probably can appreciate what FDI is doing. For details on other groups collaborating to improve your operations and work life, including MIMOSA, OGC and OPC, check out the Standards Leadership Council (SLC) at www.oilandgasstandards.org. What’s important to recognize is that the value proposition for industrystandard organizations working together is a reality. Such collaborations provide the infrastructure necessary for innovation and advancement of technology related to information integration and interoperability. Look for them to grow. MT To learn about the OPC Foundation and its partnerships, go to www.opcfoundation.org. For more info, enter 14 at www.MT-freeinfo.com
The opinions expressed in this Viewpoint section are those of the author, and don’t necessarily reflect those of the staff and management of Maintenance Technology magazine.
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