Maintenance Technology July 2011 by Applied Technology Publications

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Contents JULY 2011 • VOL 24, NO 7 • www.MT-ONLINE.com

M A I N T E N A N C E

TECHNOLOGY

YEARS

Your Source For CAPACITY ASSURANCE SOLUTIONS

FEATURES CAPACITY ASSURANCE SOLUTIONS 16

Counterintuitive Maintenance ©DANIEL KORZENIEWSKI — FOTOLIA.COM

Looking at your world from a vastly different perspective can be an “eye-opening” experience. John Crossan, Consultant

MAINTENANCE LOG 22

Getting Back To Business At Opry Mills Mall High-quality emergency repair of electrical and power systems is key to a fast recovery from catastrophic weather events. Jane Alexander, Editor, with Jason Bush, Schneider Electric

ON THE ROAD TO SUSTAINABILITY 26

A Proﬁle Of Siemens Metallurgical Services

Despite some overwhelming odds against it, this Michigan-based operation has become a real symbol of sustainability in action. Rick Carter, Executive Editor

RUN THE NUMBERS YOURSELF 31

Calculated Savings: Driving Energy Efﬁciency

Inefficient motor-driven systems are equivalent to losing money. Lots of it. Do some math and change the equation. Brent Oman, Gates Corporation

THE RELIABILITY FILES 37

Combating Harmful Sludge Buildup Not all hydraulic fluids are created equal. How do you choose?

SUPPLY CHAIN LINKS 40

DEPARTMENTS 6

My Take

8 12

Uptime

Technology Showcase

Motor Decisions Matter

Marketplace

Information Highway

Classiﬁed

Supplier Index

Viewpoint

Don’t Procrastinate… Innovate!

Does Your Maintenance Contractor Care For Your Assets? Are your operations getting all the “love” they deserve? Dave Rosenthal, P.E., Jacobs Engineering

Your Source For

Capacity Assurance Solutions

www.MT-online.com JULY 2011

MT-ONLINE.COM | 3

Complimentary WEBINAR

M A I N T E N A N C E

TECHNOLOGY

YEARS

Your Source For CAPACITY ASSURANCE SOLUTIONS

Leveraging

July 2011 • Volume 24, No. 7

PAS 55

to Optimize Asset Utilization and Increase Productivity Unsure about PAS 55 and other developing standards and their impact on your asset performance management initiatives? Join MAINTENANCE TECHNOLOGY and Siemens for a complimentary webinar Tuesday, Aug. 2 from 2-3 p.m. Eastern and learn the latest about this developing framework and how it can form the foundation for best-practice processes to optimize asset utilization, increase productivity and improve your top and bottom line.

ARTHUR L. RICE President/CEO arice@atpnetwork.com

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

JANE ALEXANDER

Editor-In-Chief jalexander@atpnetwork.com

RICK CARTER

Executive Editor rcarter@atpnetwork.com

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

RANDY BUTTSTADT

Director of Creative Services rbuttstadt@atpnetwork.com

GREG PIETRAS

Editorial/Production Assistant gpietras@atpnetwork.com

ELLEN SANDKAM

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

JILL KALETHA

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

Tuesday, August 2 at 2-3 p.m. Eastern

Presented By

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

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

Kris Goly, CMRP Principal Consultant/Business Development Manager for Siemens Asset Performance Management Services

Kris Goly’s career spans 30 years of engineering and management roles with various responsibilities in manufacturing and service industries. In engineering management, Kris led plant activities in developing and implementing energy efficiency and productivity improvement programs. This extended to his current position as a Principal Consultant/Business Development Manager for Siemens Asset Performance Management Services. Kris has worked on five continents in various industries, including food and beverage, pulp and paper, cement, mining, steel, automotive, and rubber and tire. Kris is a regular speaker at industry conferences, and has published several technical papers and articles on maintenance and reliability. He is a Certified Maintenance and Reliability Professional, a Certified Maintenance Business Review Coach, a Certified One-2-Five Energy Auditor, and a member of SMRP.

For more information and registration, go to

www.MT-online.com/siemenswebinar

Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Barrington, IL 60010. Periodicals postage paid at Barrington, Illinois and additional offices. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2011 by Applied Technology Publications, Inc. Annual subscription rates for nonqualified people: North America, $140; all others, $280 (air). No subscription agency is authorized by us to solicit or take orders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: cpcreturns@ wdsmail.com. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By sending us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc. permission, by an irrevocable license, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned. “Maintenance Technology®” is a registered trademark of Applied Technology Publications, Inc. Printed in U.S.A.

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MAINTENANCE TECHNOLOGY

JULY 2011

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MY TAKE

Jane Alexander, Editor-In-Chief

Taking Up The Flag

t was the 4th of July, 2000. George Scofield, an elderly resident of Columbus, NC, stood silently and respectfully as the “Stars and Stripes” and other flags were carried past him in the town’s Independence Day parade. Sadly, despite the solemnity of the moment, he noticed that most of his fellow spectators continued talking—and he saw none of them standing to honor the passing flags and what they represented. Mr. Scofield’s experience at the parade led him to rally support of the local VFW Post, assorted veterans, community leaders and citizens to educate the community on flag respect, honor, history and meanings. Hosting tours for school children, scout groups, parents and others and presenting classes and programs on flags were all part of the vision Scofield put forth. That vision eventually turned into what is now known as the “House of Flags Museum” in Polk County, NC. By 2005, more than 3000 visitors had passed through the museum, which was housed in an unheated warehouse, located in a remote area of the county. Clearly, the “House of Flags Museum” deserved better (and needed to be more accessible to the public at large). Thus, a number of initiatives—fueled primarily by hardworking volunteers and roughly 200 individual donors—were undertaken to move the operation to better digs. It took a while. To make a long story short, this Veteran’s Day, November 11, 2011, the “House of Flags Museum” will reopen in a beautiful new home—a remodeled firehouse in downtown Columbus. George Scofield, however, won’t be on hand to join in the celebration. He passed away in 2008, at the age of 83. The new facility will be dedicated to his memory. Why have I taken up your time with this patriotism-laced story? The “House of Flags Museum” has a strong connection to MT: Our beloved contributing editor Bob Williamson is chairman of its Board of Directors. Bob tells me that the museum’s current collection numbers “well over 300 individual flags.” These faithful reproductions and special displays reflect flags from military branches, veterans’ organizations, religions, pre-Colonial and Colonial times, the Revolutionary and Civil War eras (including “Rattlesnake Flags” of the American Revolution), as well as a host of other national, state, territorial and commemorative reasons. The business model is simple: Donations are welcome. According to Bob, the museum offers flag sponsorships and memorial opportunities to individuals and corporations that wish to contribute to the collection and further its educational mission. If that’s you or your company, please log on to www.houseofflags.org to learn more. Or, contact Bob via flagmuseum@gmail.com. In the meantime, if you find yourself in the Columbus, NC, area, be sure to drop by this jewel of a museum—the only “House of Flags Museum” in the country. It will warm your heart and, in a very colorful way, remind you again of why you’re so proud to be an American. MT jalexander@atpnetwork.com

maintenance technology

JULY 2011

Reduce Your Plant’s Energy Consumption

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UPTIME

Bob Williamson, Contributing Editor

Making More Sense: Innovation & Standardization Question: “Through our process of improving, we’ve been placing heavy emphasis on standardization of work practices and work execution. At the same time, we expect our best ideas for improvement through innovation will come from the very people we are molding into compliance with standards. Intuitively, these are opposing forces. I’d like some insight from people who found success in managing opposing forces such as this.” …Vic Lawrence, Maintenance Manager, REC Silicon I certainly enjoy getting questions like this. Here, in an edited-for-space-nutshell, is how I answered: Thanks for your great question, Vic, and for being an avid reader of Maintenance Technology. I’ve run into this puzzling concept quite a bit lately. Let’s sort out how and why innovation and standardization should actually work together… Innovation The often-used term “innovation” refers to a new and improved product or method—it’s basically a new way of doing something. By its nature, it means change for the better. The term “continuous improvement” sets the stage for ongoing innovation or changes in the ways of doing things that keep businesses profitable and their products and services competitive and in demand. In the world of lean manufacturing and lean enterprises, this means ongoing innovation (i.e., driving waste and non-valueadding stuff from the value stream). Again, this is related to retaining, regaining or capturing a business advantage. Standardization Another term that’s entered our performance improvement lexicon is “standardization,” which means adherence to standards. It refers to an acceptable (required or agreed-to) level of quality, performance or measurement. A “standard” therefore, is the norm for the way something gets done. Sound rigid? It is. How can you have standard work practices or methods where/when innovation or continuous improvement is demanded or expected? These concepts sound mutually exclusive or at least in conflict with each other—as in something is either standardized or it is improving. We can dissect this issue using the following example. 8|

MAINTENANCE TECHNOLOGY

Preventive maintenance standard work Look at the way preventive maintenance (PM) is performed on a critical asset in your plant. Then evaluate how it’s done by different crews or individuals—how well do they follow the appropriate procedure and how effective is the PM? Problems should be addressed before they cause damage, defects or unplanned equipment downtime. Clearly, there are two different things to be concerned with: Is the PM procedure being followed and is it effective? When we dig into these two aspects of a PM, we typically find that 1) different people or crews treat the PM procedure differently; and, 2) equipment reliability is a real mixed bag, depending on WHO did the prior PM. Some crews or individuals will follow the PM tasks to a “T.” Others pick and choose what they actually do on the PM list. A few will simply do their own thing and call it a PM. Sometimes the equipment runs flawlessly between scheduled PMs. Other times the equipment reliability is lacking—it routinely breaks down or exhibits functional problems. In the above example, there is a definite need to IMPROVE the PM effectiveness because of the reliability issues between PMs. This is where innovation can hit a brick wall! Where do we start? You have two basic options: 1) The Commander says, “You guys better start paying attention to these PMs so we don’t have any more problems with this equipment. I mean it!” Or, 2) The Innovator says, “Let’s step back and define how the PM should be done so we don’t have any more problems.” I vote for Option 2 (the Innovator). Let’s do some “what-if-ing.” What if we didn’t standardize the PM work instructions? How could we improve the equipment performance, reliability, quality, safety? If we defaulted to Option 1 (the Commander), we would still have human variation crew-to-crew or person-to-person—and the equipment would remain consistently inconsistent. Maybe the PM, as written, is flawed. The good guys recognize this and compensate for the errors, while the others merely follow it as written or totally ignore it because they know it has flaws. (I’ve seen all these conditions!) Sadly, non-standard work drives highly variable results…and sometimes chaos. JULY 2011

UPTIME

How can you have standard work practices or methods where or when innovation or continuous improvement is demanded or expected? So, we’ll start standardizing our PM work instructions. Here’s a basic five-step process: Step #1: Current conditions. Let’s look at how the PM is currently performed. Collect everything that identifies the current practice, both written and unwritten. We know when one of the crews performs the PM we have now that it works flawlessly, so let’s start with what we already have—document it.

Look at the way PM is performed on a critical asset in your plant then evaluate how it’s done by different crews or individuals. Is the procedure being followed and is it effective? Step #2: Future conditions. Next, we’re going to get all of the crews and all of the individuals who normally perform this PM to look over the list and make specific comments, modifications, additions, deletions, etc. The challenge is to come up with a single PM procedure that everyone is willing to follow to a “T.” (Oh, that would be a “standard.”) Sure, some people will fuss about the “new” procedure. Your job is to convince them that the goal is to make the PM easy and 100% effective. What we would like to have here is very specific: step-by-step, in a logical sequence, with specifications (calibrations), lube, parts, permits, supplies, tools needed and about how long the PM should take. In other words: standardized PM work instructions. With these types of instructions for a PM, we have a base from which to evaluate its effectiveness, as well as a base for making very specific improvements (a.k.a. “innovations”). NOTE: Standardized Work Instructions (SWIs) are detailed and specific instructions that define how any process is to be completed in a consistent, timely and repeatable manner. Training and qualification to follow these instructions, along with accountability to follow them, will drive out the human variation in the work process and, thus, eliminate problems. JULY 2011

A caution about checklists… Checklists should be used as a visual reminder of the detailed work instructions, NOT as a substitute. Checklists are NOT “trainable.” Rather, they are a visual cue of what is to be done in sequence. Unlike checklists, standardized work instructions ARE “trainable.” They contain everything that the least experienced person who is expected to perform the tasks needs to know to be safe and consistent in his/her actions. By “trainable,” I mean you can’t teach a person the “how to” of a procedure if the checklist only states “what” to do. For instance, the checklist says “Grease the lube points.” What is NOT indicated is critical to training for successful task performance: How many? Where are they? What type of grease? How much grease? Any safety issues? Etc. Etc. Let’s see how these SWIs form the foundation for continuous improvement (innovation). Step #3: Accountability for action. Hold the PM groups accountable for following the new procedures. In many cases, you (and they, too) will notice the effects on the equipment, and they’ll easily see the value of the new SWIs. Evaluate and measure the efficiency and the effectiveness of these new instructions. Step #4: Innovation. In most of today’s plants and facilities, there are those who will come up with a better way. CAUTION: Only when the ENTIRE group of people who perform the procedure AGREE to try the “better way” should it be attempted. Once they agree to try it, modify the PM work instructions, make sure everybody is trained in the new procedure—and hold them accountable for following it. This is where “leadership” comes in: Providing resources, following up and making people accountable will be of key importance. Step #5: Standardization. Once a “better way” is proven to actually be better (easier and/or resulting in improved performance and reliability), the SWIs are formally revised and approved. Should a new SWI not show improvements or benefits to efficiency or effectiveness, this fact should be documented and the prior PM procedure reinstated. (NASCAR race teams do this all the time.) What you’ve just read about is continuous improvement and standardized work in action. Note how these concepts are NOT mutually exclusive, but instead are mutually beneficial. Monitoring PM performance becomes easy: Any deviation in the SWIs will result in obvious equipment performance, reliability or safety issues that weren’t mt-online.com | 9

UPTIME

present when the procedures were being followed— human variation crept back into the mix.

I went on to provide Vic with some random quotes, including one of my own musings:

After reading my answer, Vic wrote back:

“Without a standard, there is no logical basis for making a decision or taking action.” …Joseph M. Juran

“In essence, when chaos is the order of the day from one process to the next, any improvement will make a difference. However, one can never know if the results are directly linked to the documented ‘idea’ or if someone just stumbled on something by a ﬂippant act that goes unnoticed.” I responded: Vic, you’ve got it! When improvements aren’t documented and people aren’t held accountable for adhering to new standards, both successes and problems will recur randomly. But there’s one more consequence if chaos (non-standard work) is the order of the day: When an unnoticed “flippant act” causes a catastrophic failure, the actual cause often goes undiscovered. Yet, because of the failure, the pressure is on to improve! Improve what?

“Measurement is the first step that leads to control and eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.” …Dr. H. James Harrington “If you cannot standardize it, you cannot improve it. If you cannot improve it. . . well, you’re pretty much screwed.” …Robert Williamson I hope these thoughts will help all of you. MT

RobertMW2@cs.com

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MAINTENANCE TECHNOLOGY

JULY 2011

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DON’T PROCRASTINATE…INNOVATE!

Ken Bannister, Contributing Editor

The Three Orders Of Innovation According to Webster’s, “innovate” means “to make changes, to introduce new practices, to renew.” The synonyms for “innovate” are even more powerful and include authoritative action words such as “revolutionize,” “invent,” “modernize” and “transform.” If you’re able to describe your current maintenance strategies and methods in the above terms, congratulations on your innovative approach to improving your state of maintenance! Sadly though, for many maintenance departments, “stagnation”—the antonym for innovation—would be a more appropriate description of the situations in which they find themselves. The first order of innovation is to establish the need for change through recognition of the systematic and design problems we face as we deal with the art and science of our craft on a daily basis. The second order is the recognition of our internal resource strengths that can be capitalized upon immediately to develop and administer innovative solutions for a changemanagement program. The third order of innovation involves the discovery and creation of a suitable change catalyst to facilitate the transformation process. Once established, the Return On Investment (ROI) statements can be developed and the selling process for moving forward can begin. 1st Order: Establishing the need for change Although no definitive study exists, many maintenance-management professionals suspect that the maintenance department itself is directly responsible for more than 50% of its maintenance problems. Some believe the figure is as high as 80% in certain heavy industries. The reasons for this are many, including: n Inconsistent PM completion (PM language is too vague and subjective, with PMs rarely checked for effectiveness);

12 |

MAINTENANCE TECHNOLOGY

n Ineffective work-management practices (many maintenance departments have no formal planning and scheduling program in place); n Poor lubrication practices (up to 70% of all mechanical failures are directly or indirectly attributed to ineffective lubrication practices); n Lack of failure analysis (often there’s no time and no recorded failure history, which causes unnecessary duplication of repair and spare parts requirements); n Poor communication with operational partners (resulting in no prior warnings of impending failures and extensive wait times for equipment); n Inadequate MRO inventory-parts availability (leading to other secondary failures if the asset is still used while waiting for parts to arrive); and n Lack of process and direction from management (maintainers are forced to work to their own agenda). Although this list sounds ominous, such problems should be viewed as opportunities seeking innovative solutions. In fact, a plethora of opportunities exist within every maintenance department. Recognizing and documenting it is accomplished through performance of a Maintenance Operation Effectiveness Review, or MOER®. Such a review is usually conducted by a third-party maintenance-management professional working in conjunction with the maintenance department. The MOER’s goal is: 1) to analyze and audit the maintenance department to define the current state of maintenance and see if it meets the needs of its customers and the company; 2) deliver a tangible benchmark scorecard that can be used to set goals and objectives against and gauge future improvement success; and 3) deliver a

JULY 2011

DON’T PROCRASTINATE…INNOVATE!

True innovation is said to take place when a single-minded solution resolves a multitude of problems. There’s no panacea in maintenance. The closest thing we have is the CMMS or EAM system. project Management Action Plan (MAP) for moving forward. Remember: Opportunities translate into immediate and future needs requiring “champions” to move forward. 2nd Order: Recognizing internal strengths The MOER is frequently a difficult process for a maintenance-management team to go through, as members of the team tend initially to view opportunities as weakness or failures they could be blamed for. Once managers recognize that many of their problems are legacy issues that pre-date their watch—and that it takes great strength as a manager to document his/her department in all its nakedness—denial quickly turns to acceptance and excitement for the innovation process toward improvement success. Surprisingly, most maintenance trades jump at the chance to open up and discuss how they have managed to “work around” chaos to bring order to their work process and deliver a reasonable level of accomplishment despite the obstacles. Through these interviews, “pockets of excellence” are discovered, bringing to light the fact that undocumented, truly innovative approaches are utilized on a daily basis, without management knowledge! Due to lack of structure, however, the “fix” sometimes may cause additional problems in other areas. For example, a personal cached inventory of high-failure spare parts purchased on an expense account can keep equipment running and available. In this case, the maintainer has learned what fails, how often and how to purchase parts outside the normal inventory channels and quickly repair assets without a work order. In the this example scenario, no equipment work history is captured, the PM strategy is not challenged and the true cost of maintenance is not accounted for. Still, out of necessity, the maintainer has unknowingly become a very effective maintenance planner and scheduler and has acquired skills that could be very useful to the planning and scheduling effort in the future.

JULY 2011

The lesson in the second order of innovation is to look beyond the deed and recognize strengths in actions that can be capitalized on in a positive manner with simple direction—and to recognize people who can be turned into “champions” and advocates for change. 3rd Order: Discovering and creating a suitable catalyst for change True innovation is said to take place when a single-minded solution resolves a multitude of problems. There’s no panacea in maintenance— the closest we have is the Computerized Maintenance Management System (CMMS) or Enterprise Asset Management (EAM) system. All too often, however, the CMMS (that may not have been updated since it was implemented) functions purely as a work-order system in which the historical data cannot be trusted. In this condition, the CMMS is a perfect change catalyst as maintainers recognize the power of a wellimplemented maintenance-management system. Most users will willingly change their habits to accommodate a new system. In the sprit of innovation, this need not be an expensive proposition. That said, why not be truly revolutionary: Reinstall your current CMMS! After a simple reimplementation, a truly effective CMMS will be able to meet the needs of its users, deliver value and resolve many of the maintenance issues found in the MOER. In the next issue, we’ll investigate a fast and innovative way to implementor re-implementa CMMS. MT MOER® is a trademark of EngTech Industries Inc. Ken Bannister is the 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. Email: kbannister@engtechindustries.com

MT-ONLINE.COM | 13

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Are Proud To Sponsor The Maintenance & Reliability Innovator Of The Year Award

Inpro/Seal Rock Island, IL www.inpro-seal.com Presented By Applied Technology Publications

As Grand Prize Winner, You Could Win An Expense-Paid Trip To MARTS 2012 and more, including special prizes from the Innovators of Inpro/Seal, Royal Purple and Scalewatcher! More About Our Monthly Winner For June... Reader Dale Westrick made it into the June winner’s circle with his development of an innovative spray-system nozzle assembly for applications ranging from the washing of dairycases to the cleaning of industrial tanks. Westrick notes that this innovation can reduce maintenance for cleaning of nozzles and improve cleaning processes without the need to shut down equipment. If used with cooling-tower sprays, he says it could reduce the amount of regular cleaning.

Announcing Our Monthly Winner For July... Our July winner is a team from Sandia National Laboratories (Sandia), led by facilities manager Mike Quinlan. Working with Doc Palmer as a third-party resource, Quinlan and his team innovated their way to more efﬁcient creation of weekly schedules for Sandia’s maintenance planners. Read more about about this monthly winner in the August issue.

WHAT ABOUT YOUR INNOVATION?

All entries have a shot at the Grand Prize and three Category* Awards to be announced in early 2012. Deadline for submissions is December 31, 2011. Four more monthly winners will be announced through the end of the year.

Don’t Procrastinate. . . Innovate! Enter now. For complete details and submission forms, go to www.ReliablityInnovator.com *Categories include innovatie devices gizmos and gadgets; innovative processes and procedures; and innovative use of outside resources.

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MAINTENANCE TECHNOLOGY

Inventor of the original Bearing Isolator, Inpro/Seal has been delivering innovative sealing solutions and superior customer service for more than 30 years. Now part of Waukesha Bearings and Dover Corp., Inpro/Seal is stronger and more innovative than ever and continues to invest in technology and product development. This brand built its reputation on the outstanding performance of the original Bearing Isolator, which increases the reliability of rotating equipment and provides cost savings by improving mean-time-betweenrepair (MTBR). Plus, Inpro/Seal offers same- or next-day shipments, even on new designs. But Bearing Isolators were just the start. In response to customer needs, Inpro/Seal now offers the Air Mizer®, for sealing a variety of product-handling equipment; the Current Diverter Ring™ (CDR®), which protects motor bearings and coupled equipment by diverting damaging electrical currents to ground; and the Motor Grounding Seal (MGS®) that combines CDR technology with the complete protection of a Bearing Isolator to safeguard bearings from electrical currents and contamination.

The innovators of INPRO/SEAL will provide individual iPads and cases to the Grand Prize winner and 3 Innovation Category winners. *Categories include innovative devices gizmos and gadgets; innovative processes and procedures; and innovative use of outside resources. For more info, enter 05 at www.MT-freeinfo.com

JULY 2011

...AN INNOVATOR, THAT IS! The Innovators Of

The Innovators Of

Are Proud To Sponsor The Maintenance & Reliability Innovator Of The Year Award

Royal Purple Porter, TX www.royal-purple-industrial.com

Scalewatcher North America, Inc. Oxford, PA www.scalewatcher.com

Lubricant performance can vary greatly between competing mineral-based and synthetic products. According to the innovators of Royal Purple, since quality differences can signiﬁcantly impact the cost of operating and maintaining equipment, your lube purchases can’t be effectively managed as a commodity: Lubricant excellence is paramount. The company notes that beneﬁts attainable across a broad population of rotating equipment from upgrading to Royal Purple lubricants include, among other things, energy savings greater than 3%, and a reduction in the need for equipment repair by at least 30%. Although Royal Purple products may cost more per gallon, an operation’s annual cost for lubricants changes little, due to greatly extended drain intervals and the elimination of oil changes associated with equipment repairs. Initiatives to reduce maintenance and improve equipment reliability often are time- and people-intensive. Royal Purple offers substantial improvements and savings simply through replacement of a product you already buy and use. It doesn’t get any easier than this.

Scalewatcher™ is a no-maintenance environmentally friendly descaler that does not change water composition. Scales and stains disappear gradually and completely, without further action required, guaranteed. The Scalewatcher products work by way of magnetic and electric ﬁelds and a continuously changing frequency. The process forces dissolved minerals such as calcium and magnesium to crystallize before mineral ions (the cause of hard scale) can settle on surfaces. This stops or reduces ne buildup of hard scale, and because the water is better able to dissolve minerals, existing hard-scale layers are softened and eventually disappear. The Scalewatcher technology has been used by more than 250,000 satisﬁed customers worldwide. These products prevent corrosion in pipework; prevent settlement of zebra mussels in plants using sea or river water for cooling; reduce bacterial counts in cooling systems; reduce water and energy bills; extend the life of water-using equipment (especially boilers); can be installed without plant shutdown; are maintenance-free; and last 20+ years.

The innovators of ROYAL PURPLE will provide individual cases of Royal Purple products to the Grand Prize winner and 3 Innovation Category winners.

The innovators of SCALEWATCHER will provide individual water treatment units to the Grand Prize winner and 3 Innovation Category winners.

*Categories include innovative devices gizmos and gadgets; innovative processes and procedures; and innovative use of outside resources.

For more info, enter 06 at www.MT-freeinfo.com

For more info, enter 07 at www.MT-freeinfo.com

JULY 2011

MT-ONLINE.COM | 15

Making sense of things when things don’t always make sense...

Counterintuitive Maintenance Looking at your world from a vastly different perspective can be an eye-opening experience. The right maintenance move isn’t always the most obvious or the one based on ‘gut’ feelings. John Crossan Consultant

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MAINTENANCE TECHNOLOGY

JULY 2011

CAPACITY ASSURANCE STRATEGIES

ike many other admitted golf addicts, I’ve struggled endlessly over the years, through frustration, embarrassment, weeping and, of course, the painful gnashing of teeth, trying to learn how to play the stupid game. I’ve gone through all of that just to get to my current level of questionable competence.

Probably the biggest part of this struggle—apart from my overall athletic nothingness and lack of hand-eye coordination— has been my need to accept the fact that so much in the game of golf is counterintuitive. “Hit down on the ball to make it go up,” for example. How obvious is that? And even if I can manage to accept this as plausible advice, how do I actually make myself hit down on something to make it go up?

1. Replacing parts before they actually break or even begin to exhibit problems… To many, this is just flat-out wasting of money. If something is still functional—even just sort of functional—why on earth wouldn’t you want to get every minute of life out of every part that you can? It doesn’t begin to make sense until someone explains the reasoning behind it. This may include references to:

Does counterintuitive work? Something deemed “counterintuitive” means that it’s backwards to what you think it should be. It’s the opposite of what the common-sense approach would suggest to do. It’s just not “natural.” (According to my wife, golf is not natural. She says there’s no natural reason for it.) Counterintuitive ideas don’t normally occur to most people, even the really smart ones. That means you may never get one on your own. You’ll need to learn it from someone who knows what they’re doing. And you will likely have to force yourself to do it because most of the fibers of your being will be screaming that it’s wrong, wrong, wrong. And you probably still won’t believe it, until you yourself, personally, actually see it work. Obsessing about the counterintuitive nature of golf (no kidding) led me to begin thinking about the counterintuitiveness of other things in my life—including my work in the field of proactive maintenance (PM). To that end, I soon began to see that the biggest reason PM processes don’t occur naturally in our world (and when they do occur, often have trouble being sustained) is that they’re almost all counterintuitive. Examples include, but aren’t limited to:

■ How much downtime will be caused when it does fail?

1. Replacing parts before they actually break or even begin to exhibit problems. 2. Taking the best mechanic out of the work pool to do administrative work planning. 3. Encouraging mechanics to spend time on inspection instead of repair work. 4. Having mechanics spend time documenting what they did. Do any or all of these counterintuitive actions take place in your operation? Let’s examine each of them more closely. JULY 2011

■ How long will the inefficient emergency repair process take, if the part is in stock? ■ What collateral damage will the part failure cause to other parts of the machine? ■ What collateral damage will the part failure—or just a worn part—cause to product quality? ■ What’s the increased potential for compromised operator safety when operators are required to compensate for poor equipment performance (and what about the time they lose doing this when they could be more productive doing something else)? I’ve had relatively easy discussions on this topic with wellmeaning mechanics who simply didn’t want to waste company money by replacing parts that seemed to be working fine. I’ve also had much more difficult conversations with managers whose ability to grasp the concept of replacing a part before it fails did not exist. Admittedly, making parts-replacement decisions can be a judgment call, but evaluating the downside risk tells you which way to go. 2. Taking the best mechanic out of the work pool to do administrative work planning… This is one of the toughest decisions to make. Why, despite what investment bankers and hedge-fund managers earn, doesn’t everyone know that administrative work has far less value than physical work? This flawed perception—or urban legend—has become almost a core ideological belief in many societies. In the real world, though, we know that taking one mechanic—just one—out of a pool of 10 and allowing MT-ONLINE.COM | 17

CAPACITY ASSURANCE STRATEGIES

him/her to organize, plan and schedule work for the others can potentially raise the group’s productivity by the equivalent of adding six mechanics. While the lack of respect for the worth of administrative work planning may be a gut-level feeling that’s hard to get over (especially for new planners), the value of such planning is proven across industry every day. 3. Encouraging mechanics to spend time on inspection instead of repair… Some would argue (actually many, in my experience) that inspecting isn’t actually doing anything. So, how can a plant afford to have people on the payroll who only inspect instead of perform real repair work? After all, wasn’t one of the big realizations in quality improvement that we needed to get away from inspecting quality into the product and, instead, fix the process to eliminate the defects? (That’s a counterintuitive conclusion, by the way.) The point to remember is that in Quality work, we always monitor and test attributes of the product as a part of process control. Make no mistake: This type of activity is not the same as inspecting quality into the product by simply removing those with defects. In maintenance, we are inspecting in many ways to determine if defined levels of deterioration have been reached. And, just as our revelations in quality-improvement have demonstrated, we have learned that we can inspect less when our inspections show us what we need to do to improve the process—and follow through on it. The inspection process is constantly changing as equipment is improved or different failure conditions are identified. Identifying equipment deterioration issues leads us away from having to make the same repair over and over and, instead, work toward eliminating the causes of deterioration. Without constant awareness of equipment condition, there will be surprise failures. With surprise failures, equipment availability is always questionable and maintenance costs are out of control. Then there are the needed repairs that can show up during PM inspections. In these cases, the urge often is to jump right on whatever needs to be fixed (since the crew is there anyway) and forget the rest of the PM. This makes sense, doesn’t it? It certainly feels like the right thing to do. The problem with this approach is not the desire or action to fix problem on the spot: It’s the “forget the rest of the PM inspection” part. If a repair is crucial, we need to find a way to get it and the rest of the PM done in a timely manner. Later, after everything has been taken care of, we can take the time to determine how that surprise failure could have been eliminated. 4. Having mechanics spend time documenting what they did… This is often viewed the same as the previous situation: Mechanics should be out there fixing things, “supporting production,” not uselessly writing or entering information into a computer. Besides, the rationale often goes, they’re not good at data input because they hate doing it. In my experience, the principal reason mechanics hate entering data is because they've learned it’s frequently a waste of time: Nobody ever does anything with the information except ask why the job took so long, with so many people, and why wasn't it done differently. Sure, mechanics can be forced to enter data, but most people aren't good at mindless obedience. Conversely, many of them excel at mindful disobedience when told to do things they don’t see as having any value. When people see information actually being used to make a job easier or identify how to eliminate the need for a repair or reveal a need for additional training— 18 |

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JULY 2011

CAPACITY ASSURANCE STRATEGIES

and they are involved in that use— then it has value. And their collection/documentation of this data is not perceived to be a waste of time. If people struggle to enter information by hand or into a computer, allowing them to review it with somebody who’s good at documentation is an effective way to get the job done. Actually, data entry doesn’t really take that long—and it’s a key part of the continuous-improvement journey. As someone once observed, “You can’t get to where you want to go if you don’t know where you’re at.” While nobody really knows who said that, in the maintenance world, it’s safe to say that documenting is the only way to find out where “at” is. Knowledge is power Resistance to counterintuitive concepts can be strongest in times of crisis. For some operations, this is an everyday condition. As most of us have experienced, crisis situations typically don’t come with much time for analysis. You can’t gamble on a solution that may be wrong. Instead, you have to go with what your gut tells you is right—or your boss directs you to go with his gut feel. In his book Blink, Malcolm Gladwell discusses the merits of trusting those “gut” feelings. The mind holds lots of information, he says, and processes it subconsciously. Gladwell offers many famous examples of successful gut-trusting. But he also gives examples where the subconscious got it wrong for various reasons. He makes the point that for gut feelings to contribute effectively to decisions that lead to successful outcomes, the subconscious requires a database of relevant knowledge and experience. This must exist somewhere in the brain for access by the gut-feeling mechanism. If there is no relevant JULY 2011

Counterintuitive ideas don't normally occur to most people, even the smartest. That means you may never get one on your own.

Driving Operational Productivity Phoenix, Arizona • November 14-16, 2011 Need to stay up to speed on the latest reliability trends and technologies? Don’t miss Asset Management 2011, a global conference focused on driving operational productivity through Asset Efficiency Optimization (AEO). This year’s conference will take place at a truly unique resort, the Sheraton Wildhorse Pass Resort & Spa in Chandler, Arizona (near Phoenix), located on an expanse of spectacular Arizona landscape surrounded by ancient vistas and roaming wild horses. To register or learn more, visit www.amcna2011.com

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MT-ONLINE.COM | 19

Shaft Alignment

& Geometric Measurement knowledge in the brain, then the decisions coming from that uneducated gut aren’t worth a whole lot. This returns us to the challenge of implementing counterintuitive thought processes in a maintenance culture. Many people are uncomfortable with counterintuitive concepts because they upset and cast doubt on core knowledge and thinking processes. No one likes to question the basic stuff they cling to—even when the clinging appears desperate, such as in trying to retrain an old golfer. Based on all this, moving to proactive maintenance and staying there means being able to continually convince all those above and below you that counterintuitive activities are the right thing to do. Realize that this will never be obvious to anyone (except those in the know), nor will it ever be an easy sell. To make your case, you’ll need lots of true stories, lots of testimonials and lots of other believers willing to support your approach. Above all, you’ll need lots of current money numbers that show continuous progress. These must indicate how effective maintenance and improved reliability can: Rotalign® ULTRA

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MAINTENANCE TECHNOLOGY

JULY 2011

CAPACITY ASSURANCE STRATEGIES

Also, be prepared to emphasize that the high cost of poor, ineffective maintenance can no longer be tolerated. As another unknown soul so aptly put it, “Good maintenance costs time and money. Poor maintenance costs a lot more time and a lot more money.” That’s a great statement and, to some, probably completely counterintuitive. MT

If there's no relevant knowledge in your brain about something, decisions on it by your uneducated gut aren't worth much.

John Crossan is a manufacturing and maintenance-improvement consultant with more than 30 years experience in industrial operations and engineering at Clorox Co. He's also worked for Johnson & Johnson and the Burndy Corp. For more details, visit: http://johncrossan.com; or email: john@johncrossan.com

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JULY 2011

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MT-ONLINE.COM 6/22/11 | 21 12:21 PM

MAINTENANCE LOG

Recovering from Mother Natureâ&#x20AC;&#x2122;s wrath...

Getting Back To Business At Opry Mills Mall High-quality emergency repair

Jane Alexander, Editor with Jason Bush, Schneider Electric

of electrical and power systems is key to a fast recovery from catastrophic weather events. This real-world report out of Nashville, TN, focuses on these types of repairs for a major commercial operation following the historic storms and flooding that devastated much of the region in 2010.

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MAINTENANCE TECHNOLOGY

hough flash floods brought on by heavy rains, hurricanes and tropical storms are often short-lived, their devastating effects can linger for months, even years. In addition to the human loss and property damage caused by high waters, businesses and communities face tremendous financial loss with regard to commercial operations. For these reasons, high-quality emergency repair and response work is vital to safely restoring critical power systems and helping get damaged operations on the road to recovery.

JULY 2011

MAINTENANCE LOG

One of the many electrical distribution sections that had to be completely rebuilt on site

A Square D Services technician inspecting Opry Mills Mall electrical equipment

As 2011 has sadly proven, few regions of the U.S. are immune to Mother Nature’s watery wrath. Spring and early-summer flooding has ravaged countless parts of the nation, wreaking havoc on buildings, power supplies and crucial infrastructure elements. Exacerbating the situation is the fact that this year’s hurricane season is already upon us—meaning that more flooding may be on the horizon. (And according to www.nhc.noaa.gov, inland flooding resulting from a hurricane can be responsible for more deaths than winds, storm surges or tornadoes.) In light of these dire facts, it’s a good idea for facility owners and managers to familiarize themselves with the steps that must be taken to safely restore power when disaster strikes. Schneider Electric, manufacturer of Square D™ equipment, works with property owners in the aftermath of such catastrophes to restore power as quickly, safely and reliably as possible, so that further construction and renovations can effectively bring operations back to normal. The following case study shows how this critical step-by-step process was carried out during the 2010 spring storm season, when Opry Mills Mall, one of the premier retail shopping centers in the South, was virtually destroyed internally by flooding that hit the Nashville, TN, region. One for the books Rapidly rising and torrential waters poured into the lands surrounding the swollen Cumberland River on May 3, 2010, killing more than 30 people, devastating property and leaving $1 billion worth of damage in its wake. This clearly will go down as one of the most disastrous flash floods in Nashville’s JULY 2011

history. The destructive surge didn’t play favorites. It battered several of the iconic city’s signature buildings and properties, including the Opryland Complex—home to country music’s Grand Ole Opry House, the Opryland Resort & Conference Center and the 1.2 million square foot Opry Mills Mall. Owned and operated by Simon Properties, the Opry Mills retail operations were flooded throughout, with some areas under up to 10 feet of water. Virtually no area of the complex was left untouched. In the aftermath of the devastation, Brian Cotter, Simon Properties’ vice president of Electrical & Mechanical Engineering, took immediate action to begin repairing and reconstructing the mall. Before any interior repairs could begin, however, the first vital step was to restore power in the facilities as quickly and safely as possible. Upon initial inspection of the complex’s electrical equipment—and discovering most of it was Square D equipment— Cotter contacted Schneider Electric to begin the process of obtaining replacement systems. As a result of this initial contact, both companies began mobilizing field-service and contractor personnel to begin the recovery and replacement process and safely restore electricity. Shortly after this process began, Square D Services was named as the general contractor for the total Opry Mills Mall power restoration. “Prior to this project, we were unaware that Schneider Electric was any more than a circuit breaker manufacturer,” recalls Cotter. “It was only after we contacted the company for Square D replacement equipment that we realized the breadth of evaluation and consultation services it offered through Square D Services.” MT-ONLINE.COM | 23

MAINTENANCE LOG

A section of the Opry Mills Mall in the aftermath of the May 2010 Nashville floods

AAportion of the central command center setcenter up and operated port ion o f th e centr al comm and set up by Square D erated Servicesby Squ are D Se rvices and op

Although the engineers and technicians were well-versed in electrical-system repair and evaluation, the team faced countless challenges inherent in a project of such scale. For example, the size of the site posed problems in materials handling, logistics and personnel communications. Moreover, the breadth of the disaster and reach of the flooding— across both the site and region—generated numerous safety issues.

regional sales manager for Square D Services. “We then created a chain of command, assigning a lead engineer to each room and assisting him or her as needed with technicians to get the electrical infrastructure back up, energized and running.” At the onset of work, it was critical to move power from the emergency generators inside the mall complex to the emergency exhaust fans. However, several of the transfer switches necessary for this operation were damaged, presenting a problem the team had to work around on an ongoing basis. To tackle this problem, the Services team aimed to get several of the mall’s motor control centers (MCCs) working as quickly as possible to power emergency exhaust fans. The fans were then run in reverse so they could begin pumping air throughout the facility and start drying it out. After this was accomplished, the team could then begin to thoroughly inspect equipment. Given the fact that all of the electrical rooms in the mall had been flooded, the team had to inspect and test each piece of electrical equipment individually to determine if it could be salvaged and repaired or needed to be completely replaced. Approximately half of the equipment in the facilities required replacement—and the team ran into the tremendous challenge of coordinating and obtaining expedited shipments of parts which were needed to restore functionality by the set deadlines. According to Wallace, because the floods affected a large region of the country—including the entire Nashville area—there was a magnitude of similar restoration projects happening simultaneously. “But,” he observes, “the manufacturing plants made our project a priority, and ensured the orders were expedited and delivered to keep the project on schedule.” This provided his team with the necessary equipment in record time and allowed them to restore permanent power as efficiently as possible. Another challenge Wallace’s team faced was the effective management of the manpower required at the project— a feat that included coordinating up to 70 technicians at any given point. Composed of both Square D Services employees

A comprehensive and thorough restoration process The Opry Mills Mall restoration project had two main objectives: 1) to restore the permanent power necessary to perform operations throughout the remaining months it would take to clean and repair the mall’s interior; and 2) to restore the electrical condition to the same state it was in prior to the flood. While some things were salvageable, and not all of the mall’s systems and electrical rooms had to be completely gutted and replaced, a significant amount of vital equipment was lost. “We lost all of our transformers in the flooding,” Cotter says, “and 70 to 80% of tenant spaces had transformers on the ground that needed to be removed from the property.” Because the majority of electrical equipment in the mall consisted of Square D products, the team leveraged the infrastructure to create the most streamlined and efficient process possible. After securing a section of the muddy parking lot, the team set up a command center to serve not only as a central location for up to 30 technicians and 30-35 outside contractors working on-site, but also as a coordination and logistical point to receive inbound shipments from Schneider Electric plants—which were working feverishly to manufacture and expedite needed replacement equipment and parts. “Because there was a heavy load of labor-intensive activities in the 10 switchgear rooms that needed inspection and repair, we partnered with a local Nashville contractor to supply the manpower required,” notes Mike Wallace, the Southeast 24 |

MAINTENANCE TECHNOLOGY

JULY 2011

MAINTENANCE LOG

Just in case: It’s a good idea to familiarize yourself with the steps that must be taken to safely restore power should disaster strike. and outside contractors, the project-management team had numerous personnel considerations to deal with. “Though we did have a project manager on the site at all times, having 60 to 70 technicians working on anything is an enormous challenge in itself,” Wallace says. “Not only did we have to manage and assemble the team as efficiently as possible, we also had to take into account the dangers, challenges and safety precautions that are inherent when working in a disaster zone.” Upon the repair or replacement of all damaged equipment, the team then began the task of verifying the safety of all systems, which was achieved through comprehensive testing and validation. “When it came time to re-energize the systems, we placed it completely in the hands of the Square D Services team,” says Brian Cotter. “They followed all testing codes and guidelines thoroughly, and used a systematic manner to make sure our systems were ready to be energized.”

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Stable power opens the door to more recovery After working around the clock for just over eight weeks, the electrical infrastructure and power supply to the Opry Mills Mall was back up and running. By the week of July 4, the entire mall complex had complete power available to any location on-site. That was key to helping this retail operation move forward with its recovery efforts. As Brian Cotter puts it, “What stood out was the commitment the Square D Services team made to deploy forces locally and at the manufacturing level to bring the mall to its prior [electrical] condition as quickly and efficiently as possible. I couldn’t have worked with the factories by myself, and certainly could not have pulled off a project of such magnitude in just eight weeks.” MT Jason Bush was Schneider Electric’s project manager on the Opry Mills Mall project. For more info, enter 01 at www.MT-freeinfo.com

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

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JULY 2011

MT-ONLINE.COM | 25

ON THE

Road TO Grinding out a path to the future...

A Profile Of

Siemens Metallurgical Services Mold refurbishment includes machining off a worn nickel coating before a new coating can be applied. From this process alone, Benton Harbor recycled 65 tons of nickel and copper shavings in 2010.

Heavy metals, a contaminated

site and increasingly stringent environmental guidelines have not kept this Michigan-based Siemens plant from becoming a real symbol of sustainability in action. Hereâ&#x20AC;&#x2122;s whyâ&#x20AC;Ś

Rick Carter Executive Editor

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MAINTENANCE TECHNOLOGY

JULY 2011

ne of the great attributes of sustainability is its inclusiveness: Everyone can do something to make a difference. But reaching the long-term, deep-rooted level of participation required for industrial organizations to make a difference is often easier said than done. Heavy manufacturing operations like steelmaking, shipbuilding and others, for example, can find long-term sustainability a serious challenge, in large part because of their oversized demands on resources. Gigantic machinery, high temperatures and harsh chemicals do not conveniently meet the requirements of energy efficiency and environmental friendliness. Fortunately, this has not kept heavy industry from making sustainability a goal. A good example is Siemens’ Metallurgical Services in Benton Harbor, MI. This 90,000sq.-ft. operation near Lake Michigan, one of 11 Offline Maintenance facilities that Siemens runs in North America, refurbishes heavy equipment for the metals industry. It obtained ISO 14001 certification for its adherence to world-class environmental management standards in December 2010. This achievement was meaningful not only because of the plant’s difficult type of operations, but because it had overcome the inconsistent environmental practices of its past. Now, the site’s 60 employees support a sustainable culture— and routinely seek out ways to become even greener. “We started looking for lean/green opportunities in our business process models several years ago,” says general manager Keith Rapp. “And when we became part of the Siemens family [in 2006], we were motivated to pick up the pace.” That motivation included pursuit and attainment of ISO 14001, along with rigorous recycling initiatives that ensure none of the plant’s wastes harm the environment or its workers. A murky start The Benton Harbor operation provides one main service: maintenance and coating of the casting molds steelmakers use to shape and deliver their product. “We refurbish their continuous-casting molds along with the various coatings that are applied to the copper liners on these molds,” Rapp explains. The molds—each up to 30 ft. long and weighing as much as 55,000 lbs.—make frequent round trips between Siemens and its customers, located mostly in Canada, Ohio, Illinois and Indiana. Due to their rigorous use as a receptacle for molten steel, the molds last only about eight weeks on the job before refurbishment is needed. Some make it only two weeks. To refurbish the molds, Benton Harbor removes the wear layer at the bottom of the mold and replaces it with a fresh, smooth layer of alloyed nickel-based coatings. The severalday process involves plating baths and acid and chemical byproducts. It also creates high volumes of scrap-metal JULY 2011

waste, along with airborne particulate matter caused by grinding out the molds. When Rapp started at the plant in the mid-1980s, there were fewer environmental regulations in place and less awareness of their importance. “We had no defined environmental quality system,” he recalls. “Nobody knew what ‘green’ meant or what a carbon footprint was.” The shop was dirty. Waste was simply hauled away, not recycled. Add to this the numerous environmental transgressions that had taken place at the 75-year-old site— including chemical spills and mishandling of waste oil— and the Benton Harbor facility would seem to have been an unlikely candidate for positive recognition of any kind. But things took an unplanned turn for the better at the site soon after Rapp began working there. A new owner’s due diligence uncovered severe groundwater contamination at the site, which, in turn, involved the EPA. “This required us to install a biological remediation system and do periodic inspections and testing of the soil and water to ensure we weren’t contributing to the problem,” says Rapp. He points to this as the company’s first real awareness of its need to “step up and watch what we’re doing here to improve the environment.” Before Siemens took over the operation in 2006, the sites’s environmental improvements had been noteworthy, but not exceptional. The corporation was quick to change that going forward. According to Jim Chevrette, the plant’s environmental health and safety (EH&S) officer, without making any personnel changes at the facility, Siemens mandated that environmental initiatives be given more weight in all aspects of Benton Harbor’s operation. A 15-year veteran of the site, Chevrette knew what had to be done. “When I started, there were no initiatives with regard to recycling or waste minimization,” he notes. “Nothing like we do today.” The path to 14001 Benton Harbor’s increased emphasis on sustainability led to the pursuit of a structure to support it. Chevrette says the idea to make sustainability part of company strategy crystallized for him when he contacted Michigan’s Retired Engineer Technical Assistance Program (RETAP) at an MT-ONLINE.COM | 27

ON THE

Road TO

environmental conferthat Rapp characterence. Michicagan had izes as “the biggest established this nothing we’re doing charge, forward-thinknow.” Scheduled for ing program to help completion in Sepin-state businesses pretember, this work vent pollution, reduce involves relamping— waste and conserve replacement of 1000energy (see Sidebar, and 400-watt metalpg. 30). After a RETAP halide lamps and T-12 site evaluation at Benfluorescent units with ton Harbor, several a combination of T-5 of the group’s recom- Steelmakers’ molds await work on Benton Harbor’s main shop floor. The plant and T-8 lamps and mendations were put refurbishes about 1000 annually for customers in North America. electronic ballasts — in place. These included and rewiring, includestablishment of an environmental affairs team (now called ing adding occupancy sensors, photoelectric cells and/or the Environmental Cross-Functional Team); tracking and timers. The project is expected to produce annual electrical monitoring of utility and waste-disposal costs; establishlighting savings of 25%, with payback in four years or less. ment of recycling programs for lamps, paper and other Another ongoing project is Benton Harbor’s plan to items; and replacement of harsh, naphtha-based cleaners become a “landfill-free” operation. “This means that none with aqueous-based products. of what we throw out goes to landfill,” says Chevrette, who As Chevrette remembers, “We really got rolling in the learned of the approach at a Siemens conference. The right direction after the site evaluation and follow-up from plant currently sends 90 tons of trash to landfill annuRETAP.” It was then that pursuit of environmental gold for ally, he says, a figure that does not include process waste business operations—ISO 14001 certification—suddenly or non-paper trash like pallets and packing crates, which seemed to make sense. In light of the green steps the plant are already recycled. The landfill waste comes “from the had already taken and its in-place ISO 9001 certification, he wastebaskets and out of the shop,” he says, “so we will reasoned that the next level was within reach. recycle what we can, and what cannot be recycled will “Our ISO 9001 was very mature, so going for 14001 was be sent to companies that will burn it to create energy to not difficult,” says Chevrette. With 9001 in place more than make electricity.” 10 years, “half the struggle with 14001 was already taken Benton Harbor has also made sustainable gains in its care of,” he notes. “It’s not like we started from scratch.” industrial processes by using Siemens’ drive technology. And with additional guidance from other 14001-certified “With this, we expect to save substantial amounts of process material in one of our coating lines because we Siemens facilities, the Benton Harbor team was able to can better monitor and control the energy that’s going use procedures and documents that were already in place. to the parts and the process,” Rapp points out. “Instead Their biggest challenge, says Chevrette, may have been their of this equipment running 24/7, we can control it, which attempt to complete certification in record time. “It was an allows the amperage to drop off when it’s not needed.” aggressive timeframe. We achieved it in about half a year, And due to the company’s use of heavy metals in its which is a third of the time normally spent doing this. But plating baths, there also has been a new focus on waste we had everything in place and we had the right people. byproducts. In addition to recycling 100 tons of copper, That’s the key: People that are motivated and willing to put nickel and steel annually, “we now run the acids and the effort into getting this done.” chemicals that are a byproduct of our process through a filter press,” says Rapp. “We have an internal water-filter 14001 and beyond system where we clean the water, run it through a filter Benton Harbor’s pursuit of sustainable operations did not end with its 14001 certification. One sustainable project press and the pure water can be sent to the city.” The currently underway is a plant-wide relamping initiative water is tested on-site by both the plant and the city. 28 |

MAINTENANCE TECHNOLOGY

JULY 2011

The nickel-heavy sludge removed from the filter press is 100% recycled. “It’s picked up by a company that reclaims the nickel,” Rapp notes. Other deposits in the sludge, such as lime, are reclaimed for use as road-sealant additives. Chevrette says that the plant has also cultivated positive relationships with regulators, so it stays on top of various state and federal regulations for waste discharge, chrome scrubbers, nitric scrubbers, stormwater permits and on-site oil storage. Partly because of the detailed accountability needed in areas like this, the plant has enacted another initiative for sustainable efficiency. Its plan is to integrate the various procedural guidelines

Benton Harbor’s workforce has actively embraced sustainable strategies since Siemens bought the operation in 2006. Current initiatives involve relamping and making the plant “landfill-free.”

www.nskamericas.com 1.88ThinkNSK

When you think “Innovation”, you think about products designed to give optimum performance. We think about products like NSK’s HPS™ Angular Contact ball bearings. Designed with state-of-the-art material technology, this innovative product offers increased performance with a 15-20% increase in permissible speed and an average 90% longer bearing life. When it comes to innovative products designed to increase efficiency in pump applications, Think NSK. B A L L

B E A R I N G S

R O L L E R

B E A R I N G S

L I N E A R

M O T I O N

P R O D U C T S

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For more info, enter 73 at www.MT-freeinfo.com JULY 2011

MT-ONLINE.COM | 29

ON THE TO

Road Sustainability One State’s Sustainable Assistance

30 |

MAINTENANCE TECHNOLOGY

Farewell To Several Bearing Lube Issues

ccording to SKF, its new DryLube Bearings eliminate the need for grease re-lubrication and perform virtually maintenance-free over a wide temperature range. That includes hostile and extreme-temperature applications found in metal and steelmaking and food and beverage operations, among others. Based on graphite or molybdenum disulfide and a resin binder, the problem-solving dry lubricant is injected into the free space of the bearing, bonded to the cage, and cured until it solidifies. During the bearing’s operation, the dry lubricant maintains a thin film on the bearing’s raceways and rolling elements to protect against metal-to-metal contact and any potential damage caused by solid contaminants. DryLube Bearings provide effective lubrication for extreme temperature applications up to 660 F (350 C), achieve higher speed capabilities than standard graphite-cage counterparts and exhibit minimal lubricant loss over time. They enhance worker safety by reducing fire risks and eliminating slippery surfaces and help contribute to “green” operating objectives compared with the use of of many oils and greases. SKF USA, Inc. Philadelphia, PA

Sponsored Information

THE RELIABILITY FILES / JULY 2011

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Count on the worry-free performance of HYDREX hydraulic fluids to keep your equipment running smoothly. HYDREX lasts up to three times longer and offers up to twice the wear protection of the leading hydraulic oil brand.† For you, that means greater equipment uptime, increased productivity and better energy efficiencies.†† And less to worry about with minimal sludge build-up, long change-out intervals and protection against equipment wear. Improve your bottom-line — get HYDREX working in your operation today.

Call 1-866-335-3369 lubricants.petro-canada.ca Petro-Canada is a Suncor Energy business

™ Trademark of Suncor Energy Inc. Used under licence. † Measured against the number one selling North American hydraulic oil brand. †† Energy efficiencies apply to multigrades only. LUB 2303E (2010.03)

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MT-ONLINE.COM | 39

SUPPLY CHAIN LINKS

Reliance solely on ‘in-the-box’ service enhancements is no way to provide all the ‘love’ your operations deserve.

Dave Rosenthal, P.E. Jacobs Engineering

anufacturers have long contracted out various facets of their maintenance work. They do this because contractors can provide value through lower cost structures, better resource control, access to crafts and specialty services and their ability to complete capital projects. This value proposition has not changed significantly over many years.

Owners who contract out maintenance functions usually do so when demand rises for routine and turnaround maintenance. In these cases, contractors help them maintain a leaner in-house workforce—they perform duties directed by the owner’s staff in response to work orders and turnaround schedules. They may also perform preventive and predictive activities that support their client’s asset-management initiatives. But today’s manufacturing owners are challenged by countless risks, including worker and process safety, rising operating costs and uptime losses. While many have begun to implement strategies to address these challenges, “leanedout” staffs often struggle to maintain day-to-day operations and find it difficult to address longer-term initiatives meant to improve daily performance. At this point, owners often must decide whether to hire staff personnel or finance a third-party implementation to perform the tasks. 40 |

MAINTENANCE TECHNOLOGY

What more can you do for me? Because many owners already use contractors, an obvious starting place for them to seek new value is among this group. They might ask, “What more can you do for me?” Contractors can easily miss the point of this question, though, and in response, suggest only that they expand their scope of work or optimize current services. Owners are, in fact, not usually looking to simply upgrade services, but to expand the leverage of their maintenance contractors in maintaining their assets. To answer their clients accurately, contractors need a broader perspective of asset care. They should know, for example, that assets need to be managed from design to retirement. They should also know that the deployment of asset management across this life cycle can be integrated with a contractor’s current services. This delivery system should contain practices, tools and methods that JULY 2011

SUPPLY CHAIN LINKS

Contractors can easily miss the point of a client’s “what more can you do for me” question. optimize total life cycle costs. Ideally, these integrated services should help differentiate a maintenance contractor’s value proposition. Delivery of a contractor’s integrated services can take many forms. The following tasks are examples of how contractors can support owners’ efforts to maintain their assets. Leverage maintenance workflow… The contractor’s work is linked to the owner’s maintenanceexecution workﬂow. For example, history from work-order execution, which is vital to continued improvement of asset-care plans and operating performance, can be supplied by the contractor. Some owners provide that opportunity through computerized maintenance management software (CMMS) systems to close a work order and input history. The asset register information contained in work orders—which is rarely accurate—can be compared against field conditions by the contractor’s personnel and corrections submitted to the owner’s representative. Defect elimination… The more “eyes” that monitor equipment, the greater the probability that the earliest signs of failure can be detected and then repaired at a lower cost. Contractor’s field crews should be trained to watch for out-of-place sounds, odors, leaks and vibrations, and report their findings to the owner. An early initiative to troubleshoot the issue will accelerate the owner’s efforts to minimize the mean time to repair and quickly get back on-line. Most contractors will have a list of repairable items found by their crews in the field. The list should be prioritized (e.g. safety issues, critical equipment), then submitted to the owner’s representative. Bad-actor control… Every manufacturing unit has equipment that fails too frequently or accounts for excessive downtime. Owners need to heighten awareness of these assets through focused tasks to remediate the issues they present. Contractors can play an important role if they carry out these tasks, suggest modifications and inform the owners when early signs of failure are apparent. JULY 2011

Asset care… Owners sometimes view a contractor’s work narrowly— to only include repairs, for example. However, certain asset types are often the sole responsibility of a contractor to maintain. Contract personnel can be leveraged to execute asset-care tasks such as preventive and predictive tasks for that equipment. This work can cover vibration, oil and thermographic analysis, etc. Performance of these tasks allows the owner’s personnel to conduct more specialized work. Contractors can also contribute to the owner’s PM optimization efforts by providing feedback on the effectiveness of their assigned PM tasks. Responsibility for lubrication, for example, is always a contentious issue. Owners’ personnel are typically assigned these tasks, but conﬂicting priorities can cause poor lubrication-task compliance. A dedicated individual assigned to perform lube tasks feels more ownership, which results in fewer lubrication failures. A contractor’s field personnel can be a good resource for this dedicated individual. Capital execution… In contrast to large capital projects where vital maintenance information is provided ahead of startup, small capital work information is generally either lost, thrown out or not part of anyone’s responsibility. By becoming involved early in the design phase of small capital work, contractors can provide work-cost and time estimates, as well as provide a quality check prior to the package being issued for construction. After project completion, contractors should be expected to provide asset serial numbers, owner manuals, specification sheets, OEM preventive maintenance tasks and key settings to owner representatives. For them to adequately answer the “what more can you do for me” question, contractors must be familiar/experienced with a range of services that match the broadest needs of their customers. “In-the-box” service enhancements will likely fall short of the true asset-management solutions—from the start of design to asset retirement—that today’s manufacturers need to optimize total life cycle costs. MT David Rosenthal is the reliability delivery and asset management manager at the Jacobs Engineering Group in Houston, TX. He has over 30 years experience in leading reliability improvement across many manufacturing process industries. Email: David.Rosenthal@jacobs.com. MT-ONLINE.COM | 41

CAPACITY ASSURANCE MARKETPLACE

SS Sanitary Check Valve

heck-All’s 3-A Sanitary Check Valve is an all316/316L stainless steel unit with a standard 32 Ra or better finish, for use in new or existing sanitary systems. The 3SC design seals on the ID of sanitary ferrules with 3-A specified materials (standard is EPDM). This easily disassembled valve seals inside fittings such as Tri-Clover® Bevel Seat and Tri-Clamp®, Waukesha Cherry-Burrell’s Q-Clamp® and S-Line® and others with ID dimensions equal to the “F” dimensions listed. Check-All Valve Manufacturing Co. West Des Moines, IA For more info, enter 30 at www.MT-freeinfo.com

Piezoelectric Accelerometers For Nuclear Environments

eggitt’s Endevco® model 7703A series is a high-temperature, radiation-tested piezoelectric accelerometer family designed for general vibration measurements on structures and objects, including those in nuclear environments. Available in ranges of 50, 100, 200, 300 and 1000 pC/g, devices in the series feature a 10-32 side connector and highly stable shear mode construction, offering low base-strain sensitivity, high resonance frequency, insensitivity to thermal transients and excellent output stability over time. They’re ground-isolated to prevent EMI/ground loop interference and hermetically sealed to avoid external contamination.

Meggitt Sensing Systems A Meggitt Group Division San Juan Capistrano, CA For more info, enter 31 at www.MT-freeinfo.com

For more info, enter 93 at www.MT-freeinfo.com

42 | MAINTENANCE TECHNOLOGY

JULY 2011

CAPACITY ASSURANCE MARKETPLACE

Arc Flash Analytics

Non-Electric, Liquid Drum Vacuum

C Arc Flash Analytic software from ArcAd is intended for arc flash and shockhazard analysis in DC power systems, including photovotaics, battery banks, rectifiers and telecommunications equipment. The program takes system voltage, available short-circuit current and other factors, then determines incident energy released by arc flash, hazard-risk category at working distance and flash-protection boundary. It performs analyses using metric or imperial units, saves input configurations and calculations and generates customized warning labels.

xair’s compressed air-powered Reversible Drum Vac™ offers an effective way to clean up liquids, including coolants, hydraulic oils, spills, sludge, tramp oil and wastewater. With no moving parts, it provides maintenance-free operation. This system includes a 110-gal. drum with bolt ring and lid, shutoff valve, drum dolly, 10’ vacum hose, ABS Spill Recovery Kit, aluminum wand, 11” and 24” crevice tools, skimmer tool, 20’ compressed air hose and tool holder.

ArcAd, Inc. Etobicoke, ON, Canada

Exair Corp. Cincinnati, OH

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

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

ask@pip.org

www.pip.org For more info, enter 83 at www.MT-freeinfo.com

JULY 2011

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MT-ONLINE.COM | 43

CAPACITY ASSURANCE MARKETPLACE

Problem-Solving Multimeter

Quick-Setup, Short-Term, Natural Gas Power Option

uilt to withstand harsh environments, Ideal Industries’ 490 Series Multimeter offers users a feature-rich tool with True RMS readings, Auto AC/ DC voltage (1000V) and current mode with frequency indication, auto selection for resistance/ continuity/diode/capacitance, plus data acquisition and logging of up to 20,000 records when used in unattended monitoring of signals over time. High Frequency Rejection (HFR) mode provides accurate voltage/frequency readings on non-sinusoidal waveforms, such as those in adjustable speed drives.

ggreko’s 1300 kW natural gas generator provides a new rental option for users needing quick and effective short-term power generation. It incorporates the Cummins QSK60 gas engine, an emissions-control engine technology used within the temporary utility market. Turbocharging and low-temperature after-cooling ensures efficient performance. The product’s modular design, standardized in 20’ ISO containers, allows for easy transportation and flexible installation. Packaged control technology lets units be set up in parallel in minutes. On-board synchronizing gear automatically integrates into the grid, minimizing disruptions and fluctuations in power. These quiet, smokeless, “leanburn,” units can be scaled up or down, allowing capacity to change with demand. EPA-compliant, they meet the most demanding U.S. emissions guidelines.

Ideal Industries, Inc. Sycamore, IL

Aggreko Houston, TX

For more info, enter 34 at www.MT-freeinfo.com

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Customized, Targeted Lists For Your Marketing Needs

ATP List Services Ellen Sandkam www.atplists.com 1300 S. Grove Ave., Suite 105, Barrington, IL 60010 847-382-8100 x110 / 800-223-3423 x110 info@atplists.com / esandkam@atplists.com For more info, enter 85 at www.MT-freeinfo.com

44 | MAINTENANCE TECHNOLOGY

For more info, enter 86 at www.MT-freeinfo.com JULY 2011

CAPACITY ASSURANCE MARKETPLACE

High-Temperature Accelerometer

Attention-Grabbing, Cut-Resistant Safety Gloves

MI Sensors’ low-cost, high-temperature ICP® accelerometer model HT602D01 is intended for vibration measurements on paper machines and many other highertemp applications. These ceramic shear units include a 2-Pin MIL-C-501 side-exit connector in a low-profile housing. Environments up to +325 F/+163 C can be tolerated. The sensing element provides a sensitivity of (±10%) 100 mV/g (10.2 mV/ (m/s²) with a frequency range of (±3dB) 30 to 480000 cpm (0.5 to 8000 Hz). IMI Sensors A division of PCB Piezotronics Depew, NY

For more info, enter 36 at www.MT-freeinfo.com

oungstown Glove’s Titan XT™ lined with Kevlar® product is highly visible, cut-resistant and durable. Foam padding and TPR knuckles across the top of the hand protect users from smashing, pinching and cuts due to heavy machinery, power tools and broken glass. The company says the palms on these colorful products exceed Level 3 on the ANSI/ISEA 105-2005 Mechanical ratings for cut resistance. Youngstown Glove Co. Agoura Hills, CA For more info, enter 37 at www.MT-freeinfo.com

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

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

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

JULY 2011

MT-ONLINE.COM | 45

INFORMATION HIGHWAY For rate information on advertising in the Information Highway Section Contact your Sales Rep or JERRY PRESTON at: Phone: (480) 396-9585 / E-mail: jpreston@atpnetwork.com Web Spotlight: U.S.

TSUBAKI POWER TRANSMISSION, LLC

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

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 88 at www.MT-freeinfo.com www.kablelschlepp.com

CBEX Firetube Boiler System Sets Industry Records for High Efficiency and Ultra-low Emissions The CBEX is a completely integrated boiler, burner, control and heat recovery system that achieves the highest fuel efficiency and lowest emissions of any firetube system on the market today in 15% smaller footprint. The CBEX maintains 3% oxygen across the full operating range with 30 ppm NOx performance while firing natural gas. The system can meet today’s tougher emissions requirements, including 5 ppm NOx without selective catalytic reduction and 1 ppm CO.

For more info, enter 90 at www.MT-freeinfo.com http://www.cleaverbrooks.com/cbex

CLASSIFIED

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

www.lineal.com lisalineal@lineal.com

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Customized, Targeted Lists For Your Marketing Needs www.atplists.com Contact: Ellen Sandkam 847-382-8100 x110 800-223-3423 x110 info@atplists.com esandkam@atplists.com 1300 S. Grove Ave., Suite 105, Barrington, IL 60010

For 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

JULY 2011

Index ADVERTISER

20 YEARS

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

TECHNOLOGY TECHNOLOGY ®

JULY 2011 Volume 24, No. 7 •

WEB ADDRESS

RS #

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Abanaki Corporation .................................www.abanaki.com/172................................ 75 ......................34 American Trainco........................................www.americantrainco.com ........................ 77 ......................35 ATP Lists........................................................www.atplists.com ......................................... 85 ......................44 Baker Instument Co....................................www.bakerinst.com ..................................... 72 ......................25 Baldor Electric Company...........................www.baldor.com .......................................... 66 ........................ 7 CleaverBrooks ..............................................www.cleaverbrooks.com ............................. 90 ......................46 Datastick Systems, Inc.................................www.datastick.com...................................... 81 ......................35 Emerson Process Management-Fisher....www.fisher.com/vlmMT ............................ 63 ........................ 2 Engtech Industries Inc. ...............................www.engtechindustries.com ...................... 87 ......................45 Exair Corporation .......................................www.exair.com ............................................. 65 ........................ 5 Exair Corporation .......................................www.exair.com/48/140.htm....................... 76 ......................34 FLIR Commercial Systems, Inc.................www.flir.com/eseries-pm............................ 71 ......................21 Gates Corporation.......................................www.gates.com/results ................................ 92 .....................BC Generac Power Systems, Inc. .....................www.generac.com........................................ 62 ........................ 1 Grace Engineered Products, Inc................info.graceport.com/2MT............................ 89 ......................46 IMEC .............................................................www.imec.ca ................................................. 91 ................... IBC Innovator Of The Year Award ...................www.reliabilityinnovator.com .........................................14, 15 Ludeca, Inc....................................................www.ludeca.com .......................................... 70 ......................20 Mobil Industrial Lubricants.......................www.mobilindustrial.com.......................... 61 ....................IFC National Technology Transfer, Inc............www.nttinc.com ........................................... 79 ......................35 NEC Avio Infrared Technologies/SO.......www.necavioinfrared.com ......................... 78 ......................35 NSK Corporation........................................www.nskamericas.com ............................... 73 ......................29 PdMA Corp..................................................www.pdma.com ........................................... 74 ......................33 Petro Canada - Suncor ...............................lubricants.petro-canada.ca ......................... 260, 280......38, 39 Process Industry Practices..........................www.pip.org .................................................. 84 ......................43 Scalewatcher .................................................www.scalewatcher.com ............................... 80 ......................35 Siemens Industry, Inc..................................www.mt-online.com/siemens ................... 64 ........................ 4 SKF USA, Inc................................................www.skfusa.com........................................... 69 ......................19 SMRP.............................................................www.smrp.org .............................................. 93 ......................42 Strategic Work Systems, Inc.......................www.swspitcrew.com .................................. 86 ......................44 Tri Tool, Inc...................................................www.tritool.com .......................................... 83 ......................43 Turbomachinery Lab ..................................turbolab.tamu.edu ....................................... 68 ......................11 U.S. Tsubaki Power Transmission, LLC ...www.kabelschlepp.com/more ................... 67 ......................10 U.S. Tsubaki Power Transmission, LLC ...www.kablelschlepp.com.............................. 88 ......................46

Access MT-freeinfo.com and enter the reader service number of the product in which you are interested, or you can search even deeper and link directly to the advertiser’s Website. Submissions Policy: M T gladly welcomes submissions. By sending us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc., permission, by an irrevocable license, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned. Reproduction of Materials: Materials produced by Maintenance Technology may not be reproduced in any form for any purpose without permission. For Reprints: Contact the publisher, Bill Kiesel - (847) 382-8100 ext. 116.

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MT-ONLINE.COM | 47

VIEWPOINT Steve Shaiman, Attorney

Delving Into Social Media Law: Business Issues And Risks

eople are social animals. We want to belong, share our feelings and influence other people. Social media has our names all over it. Today, through texts, tweets, blogs, wikis, Facebook, LinkedIn, YouTube and the like, we can interact, network, communicate and exchange information with individuals and entities worldwide. Sometimes, shared information originates within the workplace. That opens up the potential for employees to express views, opinions and facts that can generate unwelcome consequences. If such information turns out to be false, derogatory or damaging, things get dicey. Since the new social media is more powerful— and more attractive—than “old” media, more attention needs to be paid to it by employees and employers. Furthermore, if social media is used for business-related purposes, it should be analyzed, supervised, managed and monitored. Let’s examine various issues (and risks) associated with this virtual frontier. In the not-too-distant past, people received much of their news and information via newspapers, TV, radio and publications like Maintenance Technology. Readers/viewers/listeners were passive: They merely needed to absorb. Other than letters to editors, etc., few outlets for response existed. But now, almost everybody is capable of receiving and broadly distributing information. They can create their own content using a variety of tools—without intervention by anyone— and share it with an audience of millions. Today’s social media allows for greater reach, accessibility, usability, immediacy and permanence than anything previously available (or ever imagined by many of us). Reach means that the content or subject matter can be local or global or both. Countless people on the planet—friend or foe—can be “in the loop.” They could be your partners, your customers, your employees or your competitors. They may intend you no harm or may have more nefarious intentions. Accessibility means that you no longer need to own a printing press, publishing house or broadcast outlet to deliver your “message” just the way you want it. Widespread communication is open all.

Someone who feels harmed, in any way, by an employee’s social-media communication can seek counsel. People still sue. Usability means that whether you have no skills, low skills or high skills in the area of social media tools, you can still have your say on a subject. Communication has become a virtual “free for all.” Immediacy means you can think it, write it or speak it (whatever “it” may be) and—presto— it’s out there for public consumption: You’re exposed. Forget trying to erase or delete. Instantaneously, the world knows what you thought, said or did. Permanence is self-explanatory. Removal is not an option. An image, event or response isn’t just “stuck” in people’s minds, it’s accessible for review 24/7/365. Unlike “old” media, there are no editors, rewrite people and other “filters.” There’s typically no time delay for due consideration and reflection. The nature of social media also makes it easy for lawyers to scan for libel, slander and other legal issues. These days, any employee—in the absence of policies, training or common sense—may just speak out. That can pose a problem for the employer. Someone who feels harmed—in any way—by the employee’s communication may seek counsel. People still sue. Social media is clearly a double-edged sword— sometimes helpful and productive, sometimes dangerous and unproductive. We’ll delve deeper into its legal ramifications for businesses in an upcoming article. The law has only recently begun playing catch up to this growing phenomenon. Buckle your seatbelts. We’re in for a wild ride. MT A frequent contributor to MT, Steve Shaiman is an attorney is based in the Philadelphia, PA, area.

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

48 | MAINTENANCE TECHNOLOGY

JULY 2011

International Maintenance Excellence Conference October 5 to 7

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

IMEC is organized by:

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