Maintenance Technology July 2013 by Applied Technology Publications

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Contents

YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS

JULY 2013 • VOL 26, NO 7 • www.MT-ONLINE.com

FEATURES 20

©KIRILL M — FOTOLIA.COM; ©FRESHIDEA — FOTOLIA.COM

CAPACITY ASSURANCE STRATEGIES Data-Driven Maintenance: What’s In It For Your Operations? Let your CMMS really work for your organization. Key in on your objectives, your information and your follow-up. Kris Bagadia, PEAK Industrial Solutions, LLC

ON THE ROAD TO SUSTAINABILITY 26

A High-Speed Lane Of Sustainable Ideas Through technical expertise, funding and education, the Chicago-based Clean Energy Trust is accelerating the go-to-market process for green innovations. Rick Carter, Executive Editor

THE RELIABILITY FILES 31

State-Of-The-Art Control: Save Energy As You Maintain Normal Motor Speed Unlike traditional self-starters that only save energy at startup and VFDs that reduce motor speed, this multitasking technology delivers a range of welcome benefits.

MAINTENANCE LOG 34

Dealing With Bottom-Ash/Fly-Ash Pumping Systems Ash-handling can be a maintenance nightmare if equipment isn’t specified correctly. Here are some tips for success. Jason Kapelina, WEG Electric Corp.

WORKFORCE ISSUES 40

What Does ‘Empowerment’ Have To Do With Maintenance?

DEPARTMENTS 6

My Take

Stuff Happens

12 15 16

Uptime

19 37

Automation Insider

Marketplace

Information Highway

Classiﬁed

Supplier Index

Viewpoint

Motor Decisions Matter Don’t Procrastinate… Innovate! Technology Showcase

A seasoned consultant says the correct answer to the question is ‘a lot.’ That is, if you want to bridge the skills gap and build a savvier, happier, more productive team. Enrique Mora, Mora Global Consultants, Inc.

JULY 2013

MT-ONLINE.COM | 3

Dramatically extends equipment life! Your Source For CAPACITY ASSURANCE SOLUTIONS

July 2013 • Volume 26, No. 7 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

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ROBERT “BOB” WILLIAMSON KENNETH E. BANNISTER GARY MINTCHELL 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

California - Illinois - Connecticut - Canada e-mail: support@miller-stephenson.com www.miller-stephenson.com m

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“Visual systems, when applied to equipment, can reduce training time by 60 to 70% and eliminate errors.”

JILL KALETHA

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

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

—Robert Williamson, lean equipment specialist

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Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Barrington, IL 60010. Periodicals postage paid at Barrington, Illinois and additional offices. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2013 by Applied Technology Publications, Inc. Annual subscription rates for nonqualified people: North America, $140; all others, $280 (air). No subscription agency is authorized by us to solicit or take orders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: cpcreturns@ wdsmail.com. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By sending us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc. permission, by an irrevocable license, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned. “Maintenance Technology®” is a registered trademark of Applied Technology Publications, Inc. Printed in U.S.A.

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MAINTENANCE TECHNOLOGY

JULY 2013

MAXIMUM SERVICE. MAXIMUM VALUE. MAXIMUM RELIABILITY.

NSK RECONDITIONING PROGRAM NSK’s Reconditioning Program is an efﬁcient way to add value and maximize your bearing investment and performance while reducing downtime. With options such as cleaning, polishing, grinding, component replacement, resetting, and refinishing, reconditioning gives old bearings new life for a fraction of the cost. For maximum service, maximum value and maximum reliability, Think NSK.

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LINEAR MOTION PRODUCTS

TECHNICAL SERVICES

MY TAKE

Jane Alexander, Editor-In-Chief

It’s Hard To Find The Words

he last few months have taken a tragic toll on too many “teams,” whether deployed in far-off, war-torn lands or working in operations closer to home. Just how many team members have we lost? How many families have suffered? How many dreams have been quashed? It’s hard to count, isn’t it?

Struck down by bullets, storms, explosions or other horrific events, those who gave their last full measure while striving to do their jobs—whatever they were— are true heroes. As a magazine that spends plenty of ink on the value of effective teamwork, MT salutes each and every one of them. Sadly, that includes noting the indescribable loss of 19 brave members of the Granite Mountain Hotshots team who died battling Arizona’s Yarnell Hill wildfire on Sunday night, June 30, 2013. May their precious souls rest in peace.

Our thoughts and prayers go out to the families, friends and associates of all who have died in work-related capacities. This month, we ask that you join us in reflecting on and honoring in a meaningful way the memories and contributions of the many heroes who have been taken from our teams way too soon. MT

maintenance technology

jalexander@atpnetwork.com

JULY 2013

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NEWS STUFF HAPPENS

IFMA Realigns Its CFM Certification

Update adds two new areas of competency.

The International Facility Management Association (IFMA) has released a revised CFM Exam based on an updated, realigned framework for its flagship credential, the Certified Facility Manager (CFM). This updated Exam accounts for the most recent Global Job Task Force Analysis that highlighted two new competency areas—emergency preparedness and business continuity and environmental stewardship and sustainability— bringing the total to 11. At the same time, existing competency areas were updated to reflect the evolving demands of the facility management dis-cipline around the world. According to the organization, since 1992, the CFM has been the only true certification for facility management. As the IFMA’s most prestigious credential, it covers the broad scope of facility management as identified by the Global Job Task Analysis, which shapes the educational landscape and directly impacts IFMA’s other credentials, the Facility Management Professional (FMP®) and Sustainability Facility Professional (SFP®). The CFM is a product of facility managers from around the world who volunteer their time and energy to shape a truly global certification. As IFMA notes, it’s this grassroots development that helps make the CFM a truly global representation of the tasks and responsibilities common to contemporary facility management. IFMA Chair Marc S. Liciardello, CFM, MBA, CM, sums up the group’s goals and certification realignment this way: “As our profession grows in prestige and global importance, the role of an international organization like IFMA will only get more important. What makes the entire CFM update process so special is that it grew from the ground up. The information we used came straight from facility managers like you and me, men and women from around the world who strategically and tactically work in the built environment on a daily basis. These competency areas weren’t conceived and developed in a boardroom. They reflect what we actually do. Earning my CFM was an excellent investment, and this update to the certification keeps it on the cutting edge.” For more information, go to www.ifma.org.

MAINTENANCE TECHNOLOGY

ABB has named Ulrich Spiesshofer, the head of its Discrete Automation and Motion (DM) division, as the corporation’s new CEO. He will be succeeding Joe Hogan in this role on September 15, 2013. Hogan will continue with ABB for several months as Senior Advisor to the Board. Spiesshofer joined ABB’s Executive Committee in 2005 and became responsible for DM in 2009. Since then, among other things, he has led a doubling of the division’s revenues by organic and inorganic means, and the integration of Baldor, ABB’s largest acquisition. (As this issue goes to press, Spiesshofer’s successor at DM hasn’t yet been announced.)

PEOPLE PEOPLE

Dover’s Pump Solutions Group (PSG) has named Ueli Thuerig as President of PSG Europe. Thuerig, formerly CEO of the Group’s operating company Maag, will report to PSG President Dean Douglas. PSG Europe was recently created to help the organization capitalize on its European footprint by leveraging its size, capabilities and synergies within the region. The move will also help PSG streamline its processes and share best practices in Europe. (To support the new PSG Europe business, Bernhard Dicks has been appointed Senior VP of Operations for the European region. He most recently had been serving as VP/GM of PSG’s European Operations.)

JULY 2013

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

CALL FOR PAPERS

Infraspection Institute is currently seeking papers and presenters for IR/INFO 2014, set for January 19 – 22, 2014, in New Orleans. Invited topics include, but aren’t limited to: safety, emerging applications, building sciences, related NDT, case histories and tips and tricks. Deadline for submission of abstracts is July 31. Now in its 25th year, IR/INFO features four days of networking, learning and fun in a relaxed, yet professional, family atmosphere. For details, go to: www.infraspection.com

ITT has again put its money where its corporate heart is, this time by partnering with Engineers Without Borders USA (EWB-USA), an organization that works with communities around the world to develop sustainable solutions for basic infrastructure needs. ITT’s initial $10,000 contribution will help fund ongoing EWBUSA initiatives and support a current infrastructure project underway in Usalama, Kenya. Over time, the partnership could support EWB-USA projects that harness solar energy to power local health clinics, construct bridges to provide access to local markets and build new schools and educational facilities in communities across the globe.

T H G I BR T SPO

BIZ BUZZ

Dresser-Rand (DR) has announced an agreement with Honeywell to combine Dresser-Rand centrifugal compressor knowledge and experience with Honeywell’s Experion® Process Knowledge System (PKS). The result of this arrangement will grant facility managers control of all their plant equipment, not just turbomachinery, via a single completely integrated control platform. The agreement calls for DR to embed its proprietary anti-surge control and load-sharing programs into the Experion C300-20 controller and allows the company to design and manufacture turbomachinery control systems using the Experion C300-20.

N’ I T H FIG WORDS

This month’s “Words” are credited to the late American psychiatrist and best-selling author M. Scott Peck. They came to us in a roundabout way, via Contributing Editor Ken Bannister:

“Until you value yourself, you won’t value your time. Until you value your time, you will not do anything with it.”

Ken had originally included the quote in his wonderful July column entitled “If I Only Had Time...” (pg. 16). In the editing process, we opted to “borrow” it to use here. Thanks for the timely “loan,” Ken!

Inspiration For Those Battling The Enemies Of Reliability & Productivity Have you read, heard, seen, thought or written down something that falls into the realm of “fightin’ words” for the maintenance and reliability community? Send your favorites to quotes@atpnetwork.com. We’ll be selecting one or two (maybe even three) to feature each month. Be sure to give full credit to the individual (dead, alive, real or fictional) that uttered or wrote the words, and why those words inspire you. Don’t forget to include your complete contact info. JULY 2013

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MT-ONLINE.COM | 9

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

MT’s Book Club

Recommended Reading For Maintenance & Reliability Pros Title Get Your Ship Together Title: Author: D. Michael Abrashoff Reviewed By: Jane Alexander, Editor

Former U.S. Navy Commander Abrashoff came across my radar screen in 2002 with the publication of his first book, the mega-selling It’s Your Ship. I’ve been a fan ever since (and a chance to hear him in person recently reminded me why). Although Get Your Ship Together (first published in 2005) isn’t hot off the press, it’s full of timeless insight on what great leaders know: “how to inspire ownership from the keel up.” If you haven’t yet, get it and read it. Or re-read it. Then encourage others with whom you work to do the same.

Have you read a book that could be of value to other readers of MT? Tell us why in 50 words or less. Visit www.mt-online.com/bookclub for Book Club Rules and submission forms. Or, after reading those rules, send your reviews directly to jalexander@atpnetwork.com.

ISA Announces Fellows for 2013 The International Society of Automation (ISA) has announced members named as Fellows in 2013. This distinguished designation is granted to Senior Members in recognition of exceptional engineering and scientific contributions to automation. They are:

KUDOS

James T. Dykes, P. Eng., Dykes and Associates, Inc. (Hamilton, Ontario, Canada) “for innovative and pioneering application of cutting-edge automation and control improvements in the pulp and paper industry.” Peter G. Martin, Ph.D., Invensys (Foxboro, MA) “for development of real-time, sensor-based Dynamic Performance Measures for process tuning and profitability control of industrial operations.” Bharat Ratilal Mehta, Reliance Industries Ltd. (Navi Mumbai, Maharashtra, India) “for innovative design and implementation of Foundation Fieldbus technology in major refinery and petrochemical complexes.” William L. Mostia, Jr., P.E., SIS-Tech Solutions (League City, TX) “for contributions to the training, design, engineering and maintenance for safety instrumented systems.” Arunachalam Ramanathan, Reliance Industries, Ltd. (Navi Mumbai, Maharashtra) “for continuous innovative excellence in the engineering leadership of instrumentation, systems and automation as applied to petrochemical complex projects.” Maurice J. Wilkins, Ph.D., Yokogawa IA Global Marketing USMK (Carrollton, TX) “for innovation and leadership in the fields of procedural automation, batch automation, operator safety and human factors as related to process automation.” Wilhelm K. Wojsznis, Emerson Process Management (Round Rock, TX) “for revolutionary development of a range of innovative algorithms, prototypes and designs for advanced control embedded into distributed control systems.” For more info, enter 70 at www.MT-freeinfo.com

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For information on other recentlySponsored announced ISA honors and awards, go to: www.isa.org. Information

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MAINTENANCE TECHNOLOGY

JULY 2013

42nd Turbomachinery 29th Pump SYMPOSIA

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UPTIME

Bob Williamson, Contributing Editor

Thoughts On Maintenance Leadership And Teamwork “Our division director is deploying a self-managed team approach in maintenance much like a transition two years ago in the production department. Our maintenance workforce is mostly older, with nearly 20 to 30 years of service, and very traditionally craft-oriented. We’re also deploying a ‘maintenance best practice’ approach for job identification, planning, scheduling, execution, documentation and improvement. The new role of maintenance supervisors is unclear, but it will not be supervision. Are we heading down a slippery slope with these new self-managed teams?” Wow! As Yogi Berra once said, “It’s like déjà vu all over again!” The participative-management concept of “self-managed teams” dates back to the 1980s when a new generation of employees was being hired to mix with middle-aged workers. For fundamental reasons, it largely failed then— and could do so in the future for the same reasons (especially with an aging workforce in transition). Here are some factors to consider regarding maintenance leadership and teams… #1: All teams need leadership. Focused and decisive leadership will take people to places they would not normally go themselves (that’s another historical finding about teamwork and the requisite leadership). This is especially true in traditional “labormanagement” work cultures, and where new approaches, such as “maintenance best practices,” are being introduced in in a traditional maintenance setting. The role of maintenance leadership is to set new expectations for deploying specific maintenance best practices, explain their benefits to the workforce and provide resources and training to make the best practices work. In the 1980s, many plants developed self-managed work teams to eliminate or re-deploy front-line supervision, partly as a cost-reduction initiative. Sadly, many newly formed work teams floundered without the supervision (and leadership) to which they regularly had been accustomed. The most successful self-managed work teams in the 1980s could be found in green-field facilities: new construction, new plant and new employees 12 |

mAintenAnce tecHnoloGY

with new leadership. What made them successful were employee screening and selection processes designed to identify people who would be successful in a more empowered work environment. Formal training and qualification processes at the onset were essential to their success and their sustainability. (One large plant where I was personally involved in the establishment of such a concept is still operating today as a self-managed work team culture—after nearly 30 years and several different owners.) #2: Self-managed teams are empowered. They make many routine decisions and take actions on their own without supervision of any kind. To be empowered literally means to “supply with an ability to accomplish something.” So, the degree of empowerment (or self-management) is directly proportional to skills and knowledge of the individuals making up the self-managed team. In other words, the more the people know about various “maintenance best practices,” the more they can be empowered to do something with them. To be effective, a self-managed team must be fully conversant in the purposes, methods, desired results and potential failure modes of the new maintenance best practices they will be responsible for deploying. Very purposeful, focused and directing leadership is essential when beginning to deploy “maintenance best practices,” especially with a traditional, craft-oriented workforce and traditional front-line supervision. Newly formed work groups with new job expectations require a “directive” leader. As they mature and begin learning their new roles, the leader can blend a directing style with more coaching. As the work group matures in their competence of maintenance best practices and their commitment to perform them as intended, the leader then delegates the responsibilities to the work group—a mostly hands-off leadership style. (For more details on situational leadership, refer to some of author Ken Blanchard’s writings.) #3. Forming self-managed teams in production is much easier than in maintenance. Typically, these teams work in close proximity to one another, which makes communications, crosstraining and assisting each other relatively easy. JULY 2013

UPTIME

Self-managed teams are empowered. They make many routine decisions and take actions on their own, without supervision of any kind. By their very nature, “production jobs” often will reflect a relatively narrow scope of work, defined with a “production schedule” and “production plans” and “production/standard operating procedures” that are to be followed by highly trained workers. Translation: “All work is highly specified in terms of content, sequence, timing and outcomes” (c. 1999, Toyota Production System). Even in Toyota plants, however, they rely on “Team Leaders” and “Group Leaders” to guide and coach and to communicate with (to and from) the empowered production work groups. #4. Forming self-managed teams in maintenance is akin to herding cats. Seriously! The scope of maintenance job roles is often the opposite of production job roles. Maintenance job roles typically span a very broad area (sometimes plantwide), require a wide variety of skill sets, are deployed on an as-needed basis (reactive), with regular planned and scheduled work (PMs) punctuating the daily schedule and a huge variety of routinely occurring unknowns. That said, the best combination for starting selfmanaged teams in maintenance is to already have established a robust planned and scheduled maintenance work environment, highly reliable equipment and facilities and very specific maintenance accountabilities. In other words: Maintenance best practices are already deployed and the workforce is fully competent in their roles and responsibilities. For specific accountabilities to work, there needs to be crystal-clear expectations, roles and responsibilities coupled with high levels of trained and qualified workers. Thus, SOMEONE must hold the maintenance workers accountable for accomplishing the planned and scheduled work, a.k.a. “Leadership.” #5. Refer to the Toyota example in #3. “All work is highly specified in terms of content, sequence, timing and outcomes.” Not only does maintenance work need to be planned and scheduled (our terms), it must be “procedure-based” (highly specified). The goal is to drive out human variation in job task performance and standardize the work as the foundation for improvement— a fundamental requirement for improving equipment and process reliability. JULY 2013

Start with equipment-specific maintenance procedures for both PM/PdM and standard maintenance job plans. These are step-by-step procedures written to the lowest skill level and experience of the person performing the job. Then add a complete listing of tools, supplies, parts, drawings, go/no-go specifications, reference documents and safety/environmental instructions, all supported by “job kitting.” Link all this to the final element: estimated time to complete the job. The estimated time and go/ no-go specifications are needed for accountability and to assure that jobs are done right the first time, every time. This, by the way, is the very same scope of job instructions required by empowered production workers. (My Uptime columns on “The World’s Best Maintenance Tool” [June 2012], “Maintenance Work Instructions Part I: A Style Guide” [July 2012], and “Maintenance Work Instructions Part II: A Style Guide” [August 2012] provide a wealth of information.) #6. “Procedure-based” maintenance must become a way of life (the sooner, the better). This is especially true for your most critical, at-risk equipment and facilities. Procedure-based maintenance is the very practice that will help all of our businesses survive the growing skills shortage in maintenance and reliability job roles. Driving out the human variation in critical job tasks will result in better-performing, more reliable equipment. Moreover, detailed maintenance procedures will provide the basis for: n Training maintenance employees and qualifying new

employees; n Training and qualifying senior employees who may

not have previously performed a procedure; n Holding these job performers accountable;

and n Beginning a continuous improvement process/

looking for a better way. mt-online.com | 13

UPTIME

#7. Maintenance teams work. Empowered through the wide range of skills and knowledge required to successfully manage today’s equipment and facilities, teams of maintenance workers (i.e., technicians, mechanics or whatever they’re called in your operations) can help boost performance and reliability. Maintenance teams are not necessarily “self-managed,” but rather work closely together in problem-solving and problem-elimination, continuous improvement of critical tasks and sharing of information for the good of the team. The successful maintenance team is not just committed to each other as peers with potentially diverse skill sets: its members are equally committed to the success of the business. MT Robert Williamson, CMRP, CPMM, and member of the Institute of Asset Management, is in his fourth decade of focusing on the “people side” of world-class maintenance and reliability in plants and facilities across North America. Email: RobertMW2@cs.com.

An Up-Close & Personal Observation “Whenever I visit with a NASCAR race team, I see maintenance teams in action in every phase of the race schedule: in the fab shop, engine shop, chassis shop and race-ready shop; at the track; in the garage; during qualifying; and during the race itself. NASCAR’s racing teams are committed, highperforming maintenance teams in action! Leadership keeps them pointed in the right direction in a tightly scheduled season.” . . . BW

(EDITOR’S NOTE: To read more about worker empowerment in this issue, turn to Enrique Mora’s article beginning on page 40.)

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mAintenAnce tecHnoloGY

JULY 2013

BOOSTING YOUR BOTTOM LINE

Three Cautions Regarding Drives

ne common cause of wasted energy—and wasted money—around industrial facilities is the running of motor-driven equipment at full speed, regardless of the load. Installing an adjustable speed drive (ASD) can help by matching motor speed to application requirements. There are, however, some important exceptions. This article explores several situations where installing an ASD may warrant a second look. Where Can Drives Save Energy? ASDs can save energy if they are used in appropriate applications, are installed properly and if potential harmonics issues are identified and addressed. Generally, ASDs are recommended for centrifugal loads such as fans, pumps and blowers that operate at least 2000 hours per year; in systems where flow varies over time; and where valves, throttles or dampers are used to regulate the flow and pressure. Where Are Drives Unlikely To Save Energy? While ASD energy efficiency is typically high (approximately 97% at full load), they are less likely to save energy in applications where motor speed remains relatively constant over time. Below are a few more examples where ASDs are unlikely to save energy. 1. High-static-pressure installations: A system that is static head-dominated (open loop) is one where the pump is working to overcome gravity or elevation. Examples of these applications include boiler-feed water pumps, submersible pumps, above-ground pumps that operate with a high static-dominated pressure level and pumps that lift water to fill a reservoir. In these applications, ASDs may not achieve overall energy savings as a control option; however, they may make sense where the ASD is used to address water-supply demand that modulates continuously.

| MAINTENANCE JULY 2013 32 TECHNOLOGY

2. Poor sequencing: Some motor-driven equipment is designed and installed with sequenc-ing in mind. For example, cooling towers or evaporator fans are often set up in lead-lag fashion, a good practice where each fan immediately turns on and off based upon demand. Adding an ASD to the existing lead-lag configuration may consume more energy because the drive programming algorithm could activate multiple fans to start earlier and operate longer at a higher energyconsumption level. 3. ASD functioning as soft starter: An ASD used solely to eliminate equipment failure at startup, or to reduce demand charges by soft-starting motors does not necessarily save energy. Soft starters can provide this functionality. So What’s The Bottom Line? In the right applications, drives can offer solid benefits. Be sure to ask your utility representative or a motor and drive expert about other application-specific considerations. More information on motors and drives is available through the MDM campaign at www.motorsmatter.org/resources/asds.html. MT For more info, enter 01 at www.MT-freeinfo.com

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

| 15 MT-ONLINE .COM2007 OCTOBER

DON’T PROCRASTINATE…INNOVATE!

Ken Bannister, Contributing Editor

‘If I Only Had Time. . .’ According to William Penn, Founding Forefather of Pennsylvania, “Time is what we want most, but what we use worst.” He could have been referring to us: Of all the resources available to the maintenance department, time is the most precious, yet often the most squandered and undervalued. We have become a rather contradictory society— one that embraces time-saving devices and strategies, but rarely has time to reflect on their value and the results of our efforts. Most maintenance departments now utilize some form of computerized maintenance management system (CMMS) for directing and managing day-to-day work, yet few successfully use the reporting side of the management software to understand the value and effectiveness of the work performed so that maintenance practices can be validated or continuously improved. Every maintenance department has a mandate to manage the availability and life cycle of a defined set of assets. In doing so, it must instruct and coordinate its own staff in conjunction with its many partners and clients to attain information (problems, drawings, photos, specifications, etc.), access, spare parts, permits, contractual assistance, budgets and payments. To be successful, the maintenance department must track and understand the difference between what it controls and what it manages. Taking back time through control Meditating Buddhist monks have long been associated with the concept of focus and control, given their ability to manage outside distractions—something they affectionately characterize as “monkey mind” (i.e., a mind that jumps from thought to thought like a monkey jumping from tree to tree). Because a distracted mind isn’t content to work or exist in the present, valuable time can be wasted. Similarly, when there’s a “monkey-minded” lack of focus and control over the maintenance

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MAINTENANCE TECHNOLOGY

function, distractions will take priority over the intended work, causing us to leave a job halfcompleted in favor of another “more important” job. Or job-scope creep may take over, causing us to perform repairs not contracted for in an original work order (including repairs requiring “ad-hoc” ordering and expediting of parts that may or may not already exist in inventory). Monkey mind may also cause us to “tune out” during a meeting, which, in turn, may require a subsequent “one on one” meeting to “clarify” what was said in the first one. You probably can document several of your own examples. While lack of focus and control is a serious time-bandit in a maintenance operation, with some innovative thought, it can be reversed to make the time we spend value-added. Planning and scheduling control The primary control function of the maintenance department is to qualify, plan and schedule work as proactively as possible to deliver asset reliability and availability. This is achieved through the planner/scheduler roles within the maintenance organization that are the resource timekeepers that focus the energy of the department on performing value-added, proactive maintenance work as much as possible. In a well-functioning planning and scheduling maintenance department, the organizational/value effect of a single planner can be comparable to freeing up and adding the equivalent of one to two tradesperson’s time to the roster—simply by scheduling and completing more value-added and effective work in a day! Planners focus the work requirement, and manage the distractions for the trades to complete their work. I recently implemented a manual work-order/ PM-based system for a client with a small maintenance crew that took care of a small pumping station. The crew had no work-order or maintenance-management system—and no budget to purchase and implement one soon. The two maintenance-team members who performed the work

JULY 2013

DON’T PROCRASTINATE…INNOVATE!

Although we embrace time-saving devices and strategies, how often do we take time to reflect on their value and the results of our efforts? complained they were never able to complete their daily PM rounds, as they felt the best way to serve the operation was by responding immediately to any maintenance request. Ironically, most requests were caused by lack of PM completion! The solution was to introduce a simple workflow arrangement, routing all work requests through the front desk to the supervisor, who then acts as a planner/scheduler to set up the tasks on a work order and expedite any needed parts. This would allow the maintainers to reverse their “monkeymind” approach and complete only the jobs detailed on their work orders. Within three weeks of operating in this manner, the maintainers were thrilled at being able to actually finish their work— and had almost tripled the amount they performed! Operations was pleased with the quality of service and the apparent reduction in the number of nuisance problems. With any planning and scheduling approach, you must find time to take an innovative look at your PM tasks—even if only one or two per week—and review their validity and value in your current working environment. Are they redundant? Use reports to determine if any failures have been averted, and if the current PM frequency is valid or if a weekly PM can be performed on a monthly or quarterly basis, or vice-versa. Can a maintenance PM be turned into an operator checklist using go/no-go visual check indicators? Can a manual lubrication event be turned into an automated lubrication approach? You’ll be surprised at how many PMs in your system have little or no value, and how much time they free up for more value-added work. Meeting control When clients complain of “not enough hours in a day” and lack of labor resources, I ask them to perform a “Time Value” study wherein daily activities are assessed and coded and then recorded each day over a two-week period. The results are tabulated, graphed and analyzed for value- and non-

JULY 2013

value-added activities. Most clients are amazed at where their time is actually spent, with one of the largest time bandits being the “meeting”— formal, as well as informal. Once you’ve determined that a meeting is worth convening, the following suggestions can make the event more “time-effective” for everyone concerned: n Make the meeting a “stand-up only” event. With nowhere to sit, participants are forced to stay on point (this strategy is ideal for meetings under 10 minutes in duration). n Always develop an agenda (and follow it). n Appoint a minute-taker to record meeting notes. n With each minute item, detail the action required and who is to follow up on it. n For longer meetings, use structured break times so people can check and respond to their phones and emails. Making meetings more effective starts with you— even when they’re called by others. As an attendee/ participant, one of the most innovative things you can do is LISTEN! Other things include learning to multitask on your own (NOT in the company of others), and learning to turn off your phone (DON’T look at it). In summary, by understanding and reporting on where your time is spent, placing a value on it and eliminating non-value activities, your department will be much stronger. For now, thanks for taking time to read this column! Good luck! MT Ken Bannister is author of Lubrication for Industry and the Lubrication section of the 28th edition Machinery’s Handbook. He’s also a Contributing Editor for Lubrication Management & Technology. Email: kbannister@engtechindustries.com.

MT-ONLINE.COM | 17

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AUTOMATION INSIDER

Get The Most From HART By Contributing Editor Gary Mintchell

f you’re working in a process manufacturing facility, I’m willing to bet that you have instruments containing the HART communication protocol (www.hartcomm.org). This is a fact of life, even if you’re not using it. The most typical communication for transmitters to control is via the 4-20 mA analog signal. This signal only gives the variation of a value from a process sensor, such as pressure, temperature or flow. Through calibrations, the loop controller or DCS knows the value in real time of that process variable. HART was the first of the widely adopted digital networks. Its adoption was primarily due to its characteristics—the digital information flows over the analog wires. Cost savings in maintenance Using built-in diagnostics is the quickest way to enhanced maintenance and production. The diagnostic capabilities of HART communicating field devices can eliminate substantial costs by reducing downtime. The HART Protocol communicates diagnostic information to the control room, which minimizes the time required to identify the source of any problem and take corrective action. Trips into the field or hazardous areas are eliminated or reduced. When a replacement device is put into service, HART communication allows the correct operational parameters and settings to be quickly and accurately uploaded into the device from a central database. Efficient and rapid uploading reduces the time that the device is out of service. Some software applications provide a historical record of configuration and operational status for each instrument. This information can be used for predictive, preventive and proactive maintenance. HART is also valuable for predicting failures. Take the example of Sasol. It initiated a project where an engineer, responsible for managing communication and control systems across two new chemical plants with a combined 10,000 I/O points, sought a communication solution with the intelligence to predict failures.

In developing the solution, communication was implemented using the HART Protocol in field instruments and a DCS from a preferred vendor. Then, HART technology facilitated a consolidation of hardware and software vendors, and a program to streamline and reduce maintenancerelated alarms by 90%. In one area of the site (acrylic acid and acrylates), 4000 HART-enabled devices were used for a seamless diagnostic view for maintenance operations. Sasol’s new system provides yearly savings estimated at a conservative 6.5 million South African Rand (roughly US$1 million at the time of implementation). HART device-based diagnostic capabilities led to the removal of 40 of 350 nonessential control valves for substantial savings. Detection of faulty or poorly optimized valve positioners likewise led to savings estimated to top two million Rand. In another example, pressurized tanks at Eastman Chemical Co.’s operation in Longview, TX, may have an allowable working pressure of 63 psig—which could be 10 times more than the span of the tanks’ pressure transmitters. On startup, one tank’s pressure shot up and popped a relief valve. The solution to this problem used only one transmitter with HART technology to replace two originals. HART technology’s remote configuration capability has helped improve operations at the Texas facility by saving time going to and from the instrument. More importantly, hazardous-area work requires many more permits. Hooking up with HART in the control room is much easier. Remote configuration also allows Eastman to verify field wiring from the control room. These devices exist. And they’re ready to help you improve maintenance operations. MT Gary Mintchell (gary@themanufacturingconnection.com) was co-founder and long-time Editor-in-Chief of Automation World magazine. He now writes at www.themanufacturing connection.com. For more info, enter 02 at www.MT-freeinfo.com

JULY 2013

MT-ONLINE.COM | 19

Data-Driven Maintenance:

Whatâ&#x20AC;&#x2122;s In It For Your Operations?

Let your CMMS really work for your organization. Key in on your objectives, your information and your follow-up. Kris Bagadia PEAK Industrial Solutions, LLC

n many plants and facilities, when a work request comes in, it is immediately dispatched to a technician who completes the request and then moves on to the next job. At best, some preventive maintenance (PM) is performed when scheduled. All of these work orders (WOs) are entered into a computerized maintenance management system (CMMS). Day after day, month after month, year after year, they seem to disappear into the system, never to be seen or reviewed again. This is how maintenance is typically operating these days (and has been for years). We need to do better. And we can. 20 |

MAINTENANCE TECHNOLOGY

JULY 2013

CAPACITY ASSURANCE STRATEGIES

Ask yourself these questions: ■ Is your work backlog extremely large? ■ Do you lack sufficient manpower? ■ Are clear job instructions unavailable? ■ Are parts unavailable when the job is ready to start? ■ Do you have the same failure over and over? If you seem to be answering “yes,” you need to switch gears. Most organizations have some form of CMMS. You can use the data from this system to actually “drive” your maintenance. Maintenance work-process flow As shown in Fig. 1 below, a proper maintenance workprocess flow should include eight distinct steps: 1. Notification 2. Approval 3. Planning 4. Scheduling 5. Dispatch

6. 7. 8.

Execution Follow-Up Reporting Metrics/Key Performance Indicators (KPI)

Unfortunately, most operations miss some of these steps: Follow-Up and Reporting Metrics/KPI, for example, are rarely implemented. Proper CMMS implementation What were your objectives for implementing your CMMS? You probably need to examine them. Based on this author’s experience, it appears that many operations use a CMMS merely to satisfy compliance requirements. If this is one of your objectives, it’s a good one: Compliance requirements must be met. If, however, compliance is your only objective, you should reconsider your strategy. A CMMS can do much more for your operations, including boosting labor efficiency and productivity. The four objectives on the next page are important when it comes to CMMS implementations:

Fig. 1. A proper maintenance work-process flow includes eight distinct steps.

JULY 2013

MT-ONLINE.COM | 21

CAPACITY ASSURANCE STRATEGIES

To generate data-driven asset reliability and maintenance. (Your data should help you increase the reliability/uptime of your equipment assets.)

To collect meaningful data. (Actions taken based on your data will help minimize breakdowns and increase the uptime of your assets.)

To optimize your PM and inventory.

To reduce overall maintenance costs.

waiting for parts. Some operations spend hours looking for parts: this should not be the case. These types of scenarios can make it seem as if your operation does not have enough manpower. Reviewing the data, using it to drive your operation and including follow-up will help identify these types of situations and help you improve your operations. Scenario 1: Preventive maintenance. . . ■ The planner may review the data to see how many PM

The referenced data—all of it—comes from your CMMS. Thus, you need to properly plan for your CMMS implementation and data collection. For managers to make meaningful decisions, all data must be accurate. Inaccurate data will lead to faulty decisions. It’s also crucial to get buy-in from all personnel involved with your CMMS. You can’t simply demand that everyone enter the right information. They will, though, provide accurate data if they’re convinced that there’s a good reason to do so. Your objectives and the reports you wish to generate should be used to determine what type of data is input into your system. Procedures need to be in place to verify that everyone involved is entering sufficient data. For example, if you have data such as a request listed as “pump failed,” and the action taken listed as “pump fixed,” this data does not help to make meaningful decisions. Meaningful data should include problem/cause/remedy: the definition of the problem, what caused it and what actions were taken to correct the problem, etc. Data review and follow-up It is not enough for a WO to be completed and never seen again. Someone—usually a planner or supervisor—has to review completed WOs on a daily or weekly basis. These WOs will reveal invaluable information that can be used to drive your maintenance operation and improve efficiency. Follow-up is basically driven by data. Consider backlog data, for example. If a maintenance operation has too little backlog, it is an indication that the operation is overstaffed. It would seem that the converse (a large backlog indicates that the operation is understaffed) would be true; however, this is a common misconception. The follow-up process, including a review of the data, will help determine the issue. A review of the data may show that the operation experiences a high percentage of emergencies. The data could also show that technicians are constantly interrupted due to additional emergency jobs and that they are assigned new jobs before they can finish the current job. The data could also indicate that a lot of time is spent looking for or 22 |

MAINTENANCE TECHNOLOGY

jobs are completed versus total jobs. If the data reveals that PM is only a small percent of total jobs, this is an indication that not enough PM is being done. The goal of a successful maintenance operation is to increase planned maintenance to reduce breakdowns. By reducing breakdowns, you increase asset reliability and uptime, which, in turn, increases profits. Based on this author’s experience, many organizations today have a ratio of 10-20% planned maintenance to 80-90% unplanned. This ratio should be reversed. ■ If you are not doing enough PM, it will eventually surface

in the form of breakdowns, numerous repairs and emergencies. These problems shed light on the lack of PM that has led to these situations, and PM should be incorporated or the frequency should be increased to avoid these issues in the future. Overdoing PMs is often overlooked but leads to unnecessary expenditure. The author’s experience shows that many companies are following procedures that were entered into the system or developed 20-25 years ago. If a review of the data shows that there is no breakdown/ corrective maintenance, the frequency of PM can be decreased. If weekly PM was being performed, you can try decreasing the PM to every other week. This will save 50% of your expenses on that piece of equipment. If you have multiple pieces, this will yield a significant savings. As part of follow-up, you also need to review your PM tasks. You will again find that many of these were defined a long time ago. You need to determine if each task has a value, and if it does not, the task should be eliminated to save time. With both tasks and PM frequency appropriated, it will lead you to an optimized PM program. Scenario 2: Pump repair. . . ■ Consider the following: A pump breaks down and the

maintenance technician determines that a bearing is the problem and needs to be replaced, but he does not know the exact details of the bearing, such as the part number. The technician may spend hours opening the equipment to determine this information. Once he determines the needed bearing and goes to the storeroom, he may find JULY 2013

CAPACITY ASSURANCE STRATEGIES

that this bearing is not on hand and needs to be ordered. The technician may spend several additional hours locating a vendor to supply the needed bearing. The equipment is down during this entire process, costing the facility thousands of dollars or more per hour.

was the pump, the cause was the bearing, and the remedy was the replacement of the bearing. That is just one example. There are hundreds of PCR codes. By utilizing these codes, managers can review this data and easily identify which problems occur often and on which equipment. Corrective action can then be taken, which will lead to higher asset reliability.

â&#x2013; Now consider the data-driven scenario: For each piece

of equipment, a list of spare parts should be entered into your inventory database, along with the part vendors. When a pump breaks down and the maintenance technician determines that a bearing is the problem and needs to be replaced, it will take only a few clicks to determine the exact details of the bearing and a couple of clicks to determine if the spare bearing is on hand. If so, the repair can be completed. If the bearing needs to be ordered, a few clicks can provide a list of vendors who carry that bearing. The entire process takes minutes and can save the facility hours or days of downtime and thousands of dollars.

Scenario 3: Route-based preventive maintenance. . . â&#x2013; Facilities have thousands of pieces of equipmentâ&#x20AC;&#x201D;

which translates into thousands of PM jobs. This includes equipment such as smoke detectors, heat detectors, fire extinguishers, fire doors, exit signs, pumps, motors, etc. â&#x2013; Consider a facility with 600 fire extinguishers that need to

â&#x2013; You need to review the data for failure-code analysis, e.g.,

THE

problem, cause and remedy (PCR). In this scenario, the problem

be inspected every month. Each inspection only takes a few minutes (with equipment such as exit signs, inspection may only take a matter of seconds). Still, you have created 600 different WOs in the system, one for each fire extinguisher. It takes more time to generate and complete each WO than to inspect the extinguisher.

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JULY 2013

MT-ONLINE.COM | 23

CAPACITY ASSURANCE STRATEGIES

■ The data will clearly show that this process is counterpro-

ductive. The solution is to implement a route-based PM system. Instead of generating one WO for each piece of equipment, one or a few WOs are generated for the entire group of equipment. This could include one WO for a group of equipment per floor or building. This will save a tremendous amount of time and money. Scenario 4: Recurring AC-unit breakdown. . . ■ Consider the following: A facility has 20 AC units, all of

the same model, in different areas of the facility. One unit has more issues and requires more repairs than any of the other units. If no one is reviewing the data, repairs may be made without noticing these repeat issues. ■ The key is to use the data to determine the solution.

Repeated repairs on the same unit may signal that the technician may be new and requires more training. If that is not the case, the unit may be older than the other units. The data will show that too much money is being spent on repairs, and it would be cost-effective to replace the unit.

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In each case, the data is driving the maintenance, cutting cost and improving efficiency and productivity. Scenario 5: Hospital tube-system repair. . . ■ The tube system in a hospital is crucial and cannot be down for

an extended period of time because the hospital relies on the system for important operations, such as transferring blood to different areas of the building. In this case study, when the tube system went down, the technician would go to inspect the system and spend eight to ten hours diagnosing and repairing the system, during which time the equipment was down. This process was repeated each time the system went down. ■ After analyzing the data, it was discovered that the majority of

the time, the problem was due to a failure of a swift motor. The technician would remove the motor, bring it to the shop, and sometimes find that a replacement motor was not in stock. The replacement motor would be ordered, and the damaged motor would need to be repaired. Meanwhile, the tube system would be down for hours until the motor could be reinstalled. After the data analysis showed that this motor was causing the problem in the majority of cases, the hospital was able to use this data to improve the maintenance process. The hospital started stocking a couple of extra swift motors at all times so that a replacement would always be on hand. If the tube system went down and the information suggested that the motor could be the issue, the technician would take the replacement motor with him. The technician could immediately swap the damaged motor with the replacement and take the damaged motor with him to be repaired, reducing the downtime of the system to around half an hour. Conclusion These days, almost all organizations have some form of CMMS. In the majority of cases (over 90%), however, the system is vastly underutilized. Many organizations, in fact, use this valuable tool merely for recordkeeping and creating WOs. If that’s all that needed to be done, the organization wouldn’t need a CMMS. To fully leverage the power of your CMMS, it’s necessary from the outset to define the objectives for using it and enter accurate and meaningful data accordingly. As a follow-up process, the data must be analyzed to make meaningful decisions, which will improve both efficiency and productivity. MT A long-time educator and consultant to industry, Kris Bagadia is President of PEAK Industrial Solutions, LLC. Based in Brookfield, WI, PEAK specializes in improving the efficiency of maintenance operations and data-driven asset reliability and maintenance. Telephone: (262) 783-6260; or email: krisb@peakis.com.

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

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MAINTENANCE TECHNOLOGY

JULY 2013

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MAINTENANCE LOG

Dealing With Bottom-Ash/Fly-Ash Pumping Systems Fig. 1. Cooling tower plates can collapse due to scale.

Ash-handling can be a maintenance nightmare if equipment isnâ&#x20AC;&#x2122;t specified correctly. Jason Kapelina WEG Electric Corp.

34 |

MAINTENANCE TECHNOLOGY

JULY 2013

MAINTENANCE LOG

ottom and fly ash result from the burning of finely ground coal in a boiler to produce electricity. These materials need to be collected and removed from powerplant equipment (Fig. 1). Bottom ash comprises the mostly incombustible by-products of coal combustion that accumulate in the boiler. This coarse, granular (i.e., extremely abrasive) material is made up mostly of silica, alumina and iron with traces of calcium, magnesium and other compounds. Upon removal from the boiler, bottom ash is typically collected in a wet system, and the resulting slurry is pumped away for disposal or further treatment. (NOTE: The tendency of bottom ash to harden when exposed to water, oxygen and heat is what makes this by-product very attractive to material manufacturers.) Fly ash comes from plant exhaust gases as they exit the boiler. A very fine, powdery material, it’s composed mostly of silica (with traces of alumina, oxides of iron, calcium, magnesium and toxic heavy metals like lead, arsenic, cobalt and copper also present). Nearly all particles are spherical in shape. Fly ash is generally collected by an arrangement of electrostatic precipitators, bag houses (that utilize fabric filters to capture the ash as flue gas stream passes through them) and, finally, a scrubber system, prior to the flue gas being discharged into the atmosphere. Vacuum pumps and centrifugal pumps are usually involved in handling fly ash. This “Maintenance Log” article focuses on effective solutions for a problematic bottom-ash application.

■ The bottom-ash pumping system was misapplied for

A real-world case study The bottom-ash systems (four units) at one power-gen facility operate in the 3600 RPM range. According to repair records and interviews with plant personnel, the system had experienced marginal reliability from the time it was installed during a 1998 plant expansion. Since installation, the bottom-ash motors have experienced very short run times: 18 months to two years on average. Most recently, failures had been occurring within a matter of a few months. A majority of these events were catastrophic—due to the rotor contacting the stator. The primary cause of the failures, however, was contamination of bearing oil resulting in sleeve-bearing failure. The 800 hp, 3570 RPM motors are direct-coupled to the centrifugal pumps by a limited-end float-gear-type coupling. The rotors are constrained with straight-sleeve oil motor bearings and lubricated with oil rings in self-contained, aircooled housings. The system runs at ambient temperature. The centrifugal pumps use packing to seal the shaft.

■ By design, the limited-end float-gear type of coupling

the service. Typically, a bottom-ash system will be a lowspeed application (1200 to 1800 RPM). This is because of the abrasive nature of the service. Increased pump speed has numerous disadvantages beyond the increased wear factor. ■ The motor’s oil-ring lubrication would be adequate under

the most ideal conditions. System anomalies (vibration, low oil level, misalignment), however, can cause rapid bearing failure. ■ Higher speeds generate higher temperatures, and self-

contained bearing housings may not properly control/ dissipate the heat. ■ The motor’s labyrinth seal wasn’t adequately protecting

the bearing from moisture and particulate contamination. ■ The centrifugal pump’s packing (intended to seal the shaft)

is designed to leak, and requires frequent maintenance (adjustment or replacement of the sleeve) to control said leakage. Given the system's high-pressure configuration, when the packing fails, pumpage that's sprayed from the pump shaft is forced directly onto the inboard motor bearing, leading to moisture entrainment and subsequent failure.

used in this system must be slightly misaligned to work properly. Furthermore, a gear coupling requires frequent maintenance (grease) every six to 12 months, depending on service. Gear couplings cannot be balanced, which can present a problem, particularly with a base speed of 3600 RPM. Discussion. . . Bottom ash is considered an abrasive slurry and must be handled accordingly. That means paying special attention to the following items: ■ Appropriate pump design/configuration (end suction, double

volute style with tangential discharge nozzles, rubber-lined) ■ Proper material selection for the pump and motor (abra-

sion- and chemical-resistant metallurgy) ■ The appropriate speed (slow, typically 800 to 1200 RPM)

System assessment... After discussing operating and maintenance history with plant personnel and reviewing service-center repair records, the following observations were documented: JULY 2013

(Rule of Thumb: If you double the speed of a pump, you will get almost four times the shaft whip, wobble or run out and eight times the wear.) MT-ONLINE.COM | 35

MAINTENANCE LOG

Cut exposed area of key, profile to shaft Coupling Half

Key

Pump Shaft

Coupling Half

Spacer Spool Piece

Motor Shaft Key

Cut exposed area of key, profile to shaft Coupling installation, residual imbalance

■ Sealed bearing housing (positive seal) with forced lubrica-

tion (pump and motor) ■ Proper mechanical seal selection (metallurgy, elastomers,

seal face combination, environmental controls) ■ Coupling selection (metallic shim, pack style) ■ Pump base design (groutable baseplate) ■ Pump base grout (non-shrinking, free-flowing epoxy

grout/Novalac resin) Recommendations. . . Long-Term Solution: Replace existing pump and motor package with a more appropriate 1200 RPM system. This configuration would require larger pumps and motors, but wear and maintenance would be reduced dramatically. (Consider life-cycle costing, the cost of downtime and lost production.) Motors should be TEFC (Totally Enclosed Fan Cooled), specified with positive bearing housing seals and flooded lubrication to control temperature, moisture and contaminates. Immediate actions. . . ■ Fit motors with positive bearing housing seals that will seal housings from moisture and contamination. There are two cost-effective ways to achieve a “positive” seal environment on the existing system: 1.

36 |

Employ a modified “lip” seal with sleeve (to protect the motor shaft) and pressurized housing (air). MAINTENANCE TECHNOLOGY

Install a “hybrid” flooded lube system to ensure adequate lubrication is delivered to the bearings. In addition the lube system will filter the oil and control any moisture that may enter the housing. Lube system will be fitted with heaters, pressure controls, filter, flow meter and temperature sensors. (For a diagram of this type of lube system, go to www.mt-online.com/lubesystem.)

■ Replace pump packing with mechanical seals. By retrofitting

the unit with mechanical seals, the primary root cause of motor bearing failure will be addressed. A split mechanical seal with a flush system will properly seal the pump shaft. ■ Replace the gear-type coupling with a shim pack design;

balance it to ISO G1 (4W/N) to compensate for the high speed. Ensure that the exposed keys are cut flush to the shaft profile shown in the figure at the top of this page. ■ Perform precision alignment of the motor to the pump.

ROI from corrective actions The immediate actions detailed in this article were implemented to one unit during a scheduled outage. The unit ran trouble-free for six months, at which time the other three units were modified. Since that time, the plant has submitted a capital request to replace units with low-speed configurations. MT Jason Kapelina manages WEG and Electric Machinery's large motor and generator business in the Southeast U.S. While he's involved in a range of industrial applications, he specializes in power-gen applications. Email: jkapelina@WEG.net. For more info, enter 06 at www.MT-freeinfo.com

JULY 2013

TECHNOLOGY SHOWCASE

Lubrication Solutions Vibration Analysis & Lubrication: Natural Synergy Special To MT

t’s difficult to argue against the importance of an effective lubrication program or the necessity of vibration analysis. Still, rarely do these two modalities actively work together. Instead, they’re often considered completely separate entities on a reliability flow chart. The good news is that an often-overlooked dynamic synergy can exist between a plant’s vibration and lubrication groups.

Here’s how Vibration analysts are often troubled with a combination of too many pieces of equipment to check and too little time to do it. Lubrication groups, on the other hand, constantly struggle with proper lube techniques, how to correctly determine lubrication levels and when to schedule them.

An investment in acoustic lubrication and monitoring of bearings not only helps build an effective lube program, it also sets up a natural first line of defense against rotating equipment failure. The ability to discover equipment in the early stages of failures, between vibration analysis routes, can yield huge financial rewards. The acoustic lubrication method makes better use of a lube technician’s lubrication route—helping establish new routines that are based on time, but customized for each bearing’s actual lubrication requirement. When vibration analysts begin to integrate lubrication technicians into their monitoring cycles, more rotating equipment is being monitored—more frequently. While the technology and procedures to acoustically monitor grease-lubricated bearings has been around for 20 years, it’s still a vastly underutilized method. A simple paradigm shift in the maintenance culture is usually all that’s necessary to begin taking advantage of two groups that already exist. Industrial maintenance management is a daunting task, even in the best of times. Operations must continue to find creative ways to stay competitive while keeping costs down. Using existing manpower more effectively—with minimal investments in equipment and training—is a good economic move. Go ahead: Uncover an important natural synergy in your plant. Learn more about acoustic lubrication and bearing monitoring solutions at www.uvlm.com. MT

For more info, enter 76 at www.MT-freeinfo.com JULY 2013

UVLM, Inc. Centralia, WA

For more info, enter 07 at www.MT-freeinfo.com MT-ONLINE.COM | 37

TECHNOLOGY SHOWCASE

Feature-Rich Containment System Offers Drive-Through Capabilities

ew Pig’s recently introduced PIG® Collapse-ATainer® Fail-Safe Containment System features end walls that can remain folded during normal use, but automatically rise and float with the liquid level should a leak or spill occur. The addition of floating walls allows the system to provide constant drive-through containment capability without the need to manually fold the sidewalls up or down each time a vehicle enters or exits the containment system. Heavy-duty hinges can be manually locked into place when snow, hoses or other heavy objects could prevent the flotation system from functioning. Made of tough XR-5 geomembrane, it’s suited for use under storage tanks, tote tanks, pillow tanks, pallets loaded with drums and more. Available in three variations with sump capacities from 748 to 5236 gallons, this containment system can be customized to fit the needs of any facility. New Pig Corp. Tipton, PA

For more info, enter 08 at www.MT-freeinfo.com

Handy Lube Products For Trade and Industrial Pros

o serve the needs of today’s busy professionals throughout the trades and industry, WD-40® has announced the addition of three new products to its Specialist® lineup: Dirt & Dust Resistant Dry Lube is a specially created, fast-drying formula that reduces friction and wear. An NSF Category H2 product, it resists dirt, dust and oil, helps release molded parts and is suitable for lubricating slides, rollers and hinges. Machine & Engine Degreaser, which can spray up to five feet, has a deep foaming penetrating action that quickly removes grease, oil, dirt and grime. Authorized for use under NSF Category C1, it’s appropriate for use on engines, gears, chains, industrial machinery, power equipment and metal tools. Electrical Contact Cleaner Spray, an NSF K2-registered product, is safe to use on plastic, rubber and metal surfaces. Incorporating Smart Straw® technology, it can easily clean oil, dirt, flux residue and condensation from circuit boards, controls, switches, precision instruments and electrical panels. These new products are available at select retailers and industrial distributors nationwide. WD-40 Company San Diego, CA

38 |

MAINTENANCE TECHNOLOGY

For more info, enter 09 at www.MT-freeinfo.com JULY 2013

TECHNOLOGY SHOWCASE

Clean And Protect Hot Line Tools

RC’s new dual-action, lint-free Hot Line Tool Cleaner & Protectant Wipes keep fiberglass hot line tools clean. These pre-moistened, easily disposable wipes are saturated with a special cleaner and protectant designed to effectively remove dirt, tar, sap and grease without harming the tool. According to the manufacturer, this unique formula won’t remove or adversely affect gloss finishes or build up on tools over time, nor will it harm lineman gloves, climbing gear or insulating blanket covers. OSHA regulation 29 CFR 1910.1200 requires the daily cleaning of hot line tools prior to use. CRC’s convenient 8” X 10.5” wipes allow for easy one-time use and eliminate the need for rags and storing of bulk chemicals.

CRC Industries, Inc. Warminster, PA For more info, enter 10 at www.MT-freeinfo.com

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JULY 2013

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COOL ELECTRONIC CABINETS

UL Listed and CE compliant Cabinet Coolers are the low cost way to cool and purge heat sensitive electronics. The compact Cabinet Coolers produce cold air at 20°F from compressed air. NEMA 4, 4X (stainless steel), and 12 models are available with thermostat control to minimize compressed air usage. No moving parts assures long life and maintenance free operation. Ideal cooling capacities for control panels.

EXAIR Corporation 11510 Goldcoast Drive, Cincinnati, Ohio 45249-1621 Phone (800) 903-9247 Fax (513) 671-3363 E-mail: techelp@exair.com Internet: www.exair.com/48/140.htm For more info, enter 79 at www.MT-freeinfo.com

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MT-ONLINE.COM | 39

WORKFORCE ISSUES

What Does ‘Empowerment’ Have To Do With Maintenance?

Fig. 1. Cooling tower plates can collapse due to scale.

This seasoned consultant says the correct answer to the question is ‘a lot.’ That is, if you want to bridge the skills gap and build a savvier, happier, more productive team. Enrique Mora Mora Global Consultants, Inc.

40 |

MAINTENANCE TECHNOLOGY

e’ve all heard about “empowerment” as a management strategy. But given the nature of the maintenance profession, it’s possible many of us may not have taken the time to analyze if or how empowerment may apply to our activities. Those who discount empowerment’s potential, however, could be overlooking its strengths, including the ability to help address the skills crisis. The scarcity of qualified technicians is, in fact, a challenge only for those who expect technicians to arrive “ready-made.” Through training and empowerment, existing staff can very often become the skilled workers you need. JULY 2013

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Happy people perform better It’s crucial for leaders to understand that the training and empowerment game is an ongoing marathon, not an isolated 100-yard dash. Regular, useful training builds self-esteem. Positive self-esteem, in turn, is the foundation for happiness— which we know is an important factor in high performance.

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Empowerment as a way to grow a workforce isn’t a new concept. GE’s Jack Welch, one of the most effective leaders in modern business, had a clear vision of success. His continuous message was simple: “Increase the capability of your team.” Put another way, Welch was saying, “Train and empower!” He also used the phrase “Grow people to grow the business” to encourage GE team members to help each other continuously improve their knowledge and capabilities. Among his many brilliant strategies, this one played a key role in helping turn GE into one of the most powerful enterprises the world has ever known. Welch and others have long understood that the right levels of training and empowerment develop trust and commitment within a workforce. This, in turn, inspires greater levels of cooperation—which is vital to operational success. Indeed, cooperation comes more naturally when team members have both the knowledge and authority to do their tasks. Empowerment, though, doesn’t always come naturally. There are those who hoard knowledge to make others depend on them. Unfortunately, by doing so, they not only add to their own burden, they prevent their team(s) from reaching higher levels of excellence. Hoarding knowledge usually develops from the mistaken belief that “subordinates” are incapable of assimilating knowledge, either because they won’t understand it or they lack the ambition to learn. Modern leaders understand the folly of this approach and see empowerment as an opportunity to continuously create higher performance among their “associates”—the new term that replaces “subordinates.” The more powerful team members become, the higher their performance.

JULY 2013

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WORKFORCE ISSUES

X X X

Fig. 1. As shown in this example, a skills matrix should be available to all team members. Some will be surprised when they realize their need for additional or different training in skills that are critical to their particular roles.

If training and the self-esteem/happiness within people that it generates leads to higher performance, doesn’t it make sense to champion training across your organization? Keep in mind that you don’t need long periods of formal classes to make an impact. A zeal for continuous learning should just become part of the culture, and everyone in the organization must understand its value and importance. Note: Learning is so pleasurable that people will discover it spontaneously as soon as they get the opportunity. An easy way to create a natural desire among team members to learn more is with a skills matrix (Fig. 1). This is a document listing the current skills of team members and the number of development opportunities they have to become more skilled and versatile. This matrix should be available to all team members—some of whom will be surprised when they realize they need additional (or different) training in skills that are critical to their particular roles. The effectiveness of the matrix will improve if, each time someone achieves an advanced skill, he/she is congratulated in front of other team members. Recognition—one of the strongest tools a leader can develop, by the way—will help consolidate the cooperation of team members. It’s an alwayswelcome stimulus that goes a long way. Even if an associate happens to do only one thing right among all the tasks he/ she does in a day, make a big deal of it! And be specific, as in “What a great job you did cleaning up the area after you finished that repair!” or “I’ve been watching you work on this pump and commend you for your knowledgeable use of the tools!” As a result of such recognition, not only will most people continue trying to do the referenced task well in the future, they’ll find ways to improve their other daily actions in the hopes of getting recognized again. This can lead to them gaining a reputation for doing things better all the time. Alas, the converse is also true: Public reprimands can be damaging to a person’s reputation. Remember the following: MT-ONLINE.COM | 41

WORKFORCE ISSUES

person is present.

THEME

■ Always try to recognize in public, even if only one other Greasing of Bearing Using Grease Gun

■ Always reprimand or correct in private.

Prepared by: Team Member

Agreed by: Team Leader

Authorized by: Line Manager

Initials

Date

Grease Nipple

The tandem approach of a skills matrix and regular recognition of accomplishments is a good way to help develop multi-skilled technicians in any working environment— including those that are heavily unionized. The single-point lesson Sharing the simplest pieces of information will gradually create an accumulative knowledge base. This common-sense technique can be accomplished with the single- or one-point lesson, which is based on a person’s ability to teach one simple skill. To put the single-point lesson into action, enlist a team member with expertise in one operation. Then encourage that person to develop a one-page, five- to 10-minute lesson to share the details of that operation with his or her peers (Fig. 2). The idea is to create one page that combines pictures and short explanations that will not only help the experienced person express the idea quickly, but will make it memorable to others. Establish a time and place for one single-point lesson per day—and expect three or four people to attend. This should be easy to do. If the lessons are about topics of permanent interest, such as instructions, post them on billboards to help others see and understand them. The single-point lesson was first created to help maintenance crews and operators working toward autonomous maintenance acquire technical knowledge and achieve good practices. An excellent example of how anyone can teach something in a few minutes of friendly conversation, it is now applied universally. Train, then empower (not the reverse) Empowerment can only come after good training. Remember that you are responsible for equipping the people you empower. Empowerment is not about passing the buck. It is about bestowing a higher level of authority on a team member because they have the knowledge and authority required to do the job right. Many defects in processes and even accidents happen every day because someone was empowered without the necessary training. Any organization that seeks to achieve world-class status must increase, formalize and strengthen its training programs. Without training, no progress or growth can be expected. Training requires focus, commitment and a culture that supports it. Although it can also be costly and time-consuming, it is the most rewarding task for a leader. Moreover, while empowerment can make you feel that you are losing control over some things—which you are— 42 |

MAINTENANCE TECHNOLOGY

Grease Gun

Pillow Block Bearing

WHITE EP2 General Lubrication Grease

One action of the grease gun trigger equals One squirt of grease One squirt of grease is sufficient

Fig. 2. A one-page, single-point lesson that combines pictures and short explanations from an experienced person can be an effective way to train less experienced associates.

the rewards can be significant: While empowerment gives power to others, it expands the power of the team. As with most skills, empowerment gets stronger with practice. Teams are always better performers when mutual trust flows among all members. Begin by empowering your people in simple things, then regularly increase the importance of their tasks. Don’t micromanage—and don’t be afraid to let your team assume the weight and responsibility of the power you give them. You don’t want empowerment’s magic to vanish. MT The head of Mora Global Consultants, Enrique Mora Enrique is an expert in Lean Manufacturing and Six Sigma. A popular presenter at MARTS and frequent contributor to MT, he’s spent more than 55 years working as a practitioner and consultant in industry. His specialties include a range of technical training, as services in the areas of human relations, motivation and leadership, with an emphasis on teamwork and labor synergy. Based in Green Bay, WI, Mora has worked with hundreds of companies and their diverse operations in the U.S., Mexico, Puerto Rico, Colombia and other countries around the world. Telephone: (920) 569-9060; or visit: www.enriquemora.com. For more info, enter 11 at www.MT-freeinfo.com

JULY 2013

CAPACITY ASSURANCE MARKETPLACE

Wireless Laser Shaft-Alignment

T Smart And Analog Valve Positioners

adger Meter says the smart valve positioners in its new Research Control SRD series deliver the type of robust, actionable diagnostics that can help facilities comply with recent fugitive emissions regs. The company has also released a Research Control SRI series of analog positioners: The SRD 960 (explosion-proof) and SRD 991 (intrinsically safe) digital models offer economical, user-friendly solutions for a wide range of process applications. An optional base model, the fast-acting analog SRI 990, incorporates control boards that can be swapped out to upgrade to an SRD. Products in both series are compatible with other Research Control products, as well as with most other pneumatically actuated valves. According to the manufacturer, SRD/SRI units are well-suited for new installations and retrofitting existing valves.

he S-660T is an entry-level shaftalignment laser system manufactured by Hamar Laser. Its Couple6 shaft-alignment software runs on a next-generation industrial tablet using Windows 7. Its Dual-Fan™ Measurement Technology enables accurate measurement of offset and angle simultaneously using two laser fans and two PSDs. The unit’s internal Bluetooth® transmitter, sealed in IP67 housing, has a range of up to 33’. Hyatt Industries Ltd. Vancouver, BC, Canada For more info, enter 32 at www.MT-freeinfo.com

Badger Meter Milwaukee, WI For more info, enter 30 at www.MT-freeinfo.com

Productivity-Enhancing VPN Software

Ceiling Fan With Integrated LED

obility XE® mobile Virtual Private Network (VPN) software maximizes productivity by maintaining and securing data connections as field workers move in and out of wireless coverage areas and roam between networks. Designed for wireless environments, Mobility XE provides IT managers with the security and centralized control needed to effectively manage mobile deployment. The service keeps applications alive and stable through any disruption.

ccording to Big Ass Fan, it has introduced the world’s first LED-equipped industrial ceiling fan. The company says its new, all-in-one-package Powerfoil X LED delivers as much light as a 400W metal halide, covering the entire diameter of the fan, yet uses less than 175W. Incorporating a tempered-glass lens that minimizes glare, the light ties directly into an existing lighting grid for simple control.

NetMotion Wireless, Inc. Seattle, WA

Big Ass Fan Co. Lexington, KY

For more info, enter 31 at www.MT-freeinfo.com JULY 2013

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CAPACITY ASSURANCE MARKETPLACE

Long-Life ER-Style Ball Bearings

Insulation And Continuity Testers

aldor’s line of Baldor·Dodge® ER-Style ball bearings is available in two shaft-attachment methods: The set-screw version has a 65-degree set-screw angle for maximum shaft grip, while the D-Lok™ product offers a clamp collar grip for maximum concentricity to minimize vibration. Both employ snap-ring retention to securely fit the cylindrical outer diameter into equipment. They both incorporate the Dodge ProGuard™ seal and flinger package to prevent contamination and maximize component life. Modifications to the seal package are available.

egger’s MIT400 insulation and continuity testers conform to IEC1010-1 standards and are rated to CAT IV 600 V, providing greater user safety when testing in higher-voltage environments. The testers cover 20 GΩ to 200 GΩ and feature adjustable insulation test voltages from 250 V to 1000 V and 50 V to 1000 V. A special application instrument offers voltages from 10 V to 100 V in 1 V steps.

Baldor Electric Co. Fort Smith, AR

Megger Group Ltd. Dallas, TX

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“Industrial Lubrication Fundamentals” 3-Day, On Site, Certification Preparation Training Program

With over 70% of all mechanical failures attributed to ineffective lubrication practices, you will want to have professionally trained and certified lubrication personnel working on your reliability efforts!

Unlock the Secrets that let you Tap your True Maintenance Potential and Maximize Asset Reliability! World Class organizations know that increased asset reliability, utilization and maintainability, reduced operating costs, downtime, contamination, energy consumption and carbon footprint all commence with a best practice lubrication program! Course design is based on ISO 18436-4 and the ICML body of knowledge and exceeds minimum training requirements to write the ICML, MLT1, MLA1 and ISO LCAT1 International lubrication certification exams. Exams can be arranged to take place at your site immediately following the training. For more information on this unique training program developed and delivered by internationally accredited lubrication and maintenance expert Ken Bannister, author of the best selling book Lubrication for Industry endorsed by ISO and the ICML as part of their certification Domain of Knowledge Content. Contact ENGTECH Industries Inc at 519.469.9173 or email info@engtechindustries.com For more info, enter 81 at www.MT-freeinfo.com

44 | MAINTENANCE TECHNOLOGY

JULY 2013

CAPACITY ASSURANCE MARKETPLACE

Tough, Low-Maintenance Heat Exchangers

ccording to Alfa Laval, the Diabon S15 plate heat exchanger for highly corrosive fluids can more than double flow rates to maximize heat recovery, minimize downtime and lower operating costs. Diabon is a dense, synthetic resin-impregnated graphite suitable for use with corrosive media at temperatures up to 390 F (200 C). A special plate pattern in these exchangers reduces fouling. Accessibility to the plates eases cleaning. Alfa Laval, Inc. Richmond, VA For more info, enter 36 at www.MT-freeinfo.com

Inductive Sensors For Explosive Environs

teute Xtreme has introduced a line of inductive sensors certified for use in Zone 0 and 20 explosive atmospheres and extreme environments. Units are available in M8, M12, M18 and M30 sizes with a cable or plug-in connector. Models are also available with IP68K or IP69K ratings and for temperatures of -40 to +248 F. Applications include conveyors, food processing, material handling and more. Steute Xtreme Ridgefield, CT

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ATP List Services Customized, Targeted Lists For Your Marketing Needs www.atplists.com Contact: Ellen Sandkam 847-382-8100 x110 800-223-3423 x110 info@atplists.com esandkam@atplists.com 1300 S. Grove Ave., Suite 105, Barrington, IL 60010 For more info, enter 82 at www.MT-freeinfo.com JULY 2013

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

Air Sentry® is a leading developer of contamination control products that keep particulate matter and excess moisture from the headspace inside gearboxes, drums, reservoirs, oil tanks, etc. that hold oils, greases, hydraulic fluids, and fuels. Air Sentry breathers and adapters ensure longer fluid life, better lubrication and lower maintenance costs. For more info, enter 85 at www.MT-freeinfo.com www.airsentry.com

U.S. Tsubaki Power Transmission, LLC is excited to announce the integration of KabelSchlepp America into its operations as part of the Tsubakimoto Chain Company’s global acquisition of the German-based Cable & Hose Carrier manufacturer. KabelSchlepp America will now operate as a division of U.S. Tsubaki and will expand Tsubaki’s presence in the U.S. market by adding cable & hose carrier systems to its already extensive product lineup. For more info, enter 84 at www.MT-freeinfo.com www.kabelschlepp.com

Increase reliability while decreasing costs with Inpro/Seal application solutions. The inventor of the original bearing isolator, Inpro/Seal’s technologies increase the reliability of rotating equipment and provide real cost savings by improving MTBR. Our superior customer service and streamlined production processes allow for same-day shipments on most products, even new designs. For more info, enter 87 at www.MT-freeinfo.com www.inpro-seal.com

CLASSIFIED

RENEW

The ability to identify, verify and locate every voltage source from the outside of electrical panels greatly reduces electrical risks. That’s why we’ve incorporated two of our most popular products - ChekVolt® and VoltageVision® - into one unique, exclusive product called The Combo Unit.. For more info, enter 88 at www.MT-freeinfo.com www.graceport.com/3mt_informationhighway

PIP is a consortium of process plant owners and engineering construction contractors harmonizing member’s internal standards for design, procurement, construction and maintenance into industry-wide Practices. PIP has published over 450 Practices. A current listing of published Practices is available on the PIP website at: http://pip.org/practices/index.asp. For more info, enter 86 at www.MT-freeinfo.com www.pip.org

Easy to use. Powerful software. Priced right. Whether you’re a three-store pizza operation or a global conglomerate, MAPCON CMMS is designed for you. No matter if you merely want a basic start-up maintenance package or a complete enterprise CMMS solution with advanced capabilities, MAPCON CMMS is the answer. For more info, enter 89 at www.MT-freeinfo.com www.mapcon.com

For rate information on advertising in the Classified Section contact your Sales Rep or JERRY PRESTON at: Phone: (480) 396-9585 / E-mail: jpreston@atpnetwork.com

ATP List Services

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Customized, Targeted Lists For Your Marketing Needs

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

JULY 2013

Index ADVERTISER

Your Source For CAPACITY ASSURANCE SOLUTIONS

JULY 2013 Volume 26, No. 7 •

WEB ADDRESS

JULY 2013 • Volume 26, No. 7 RS #

PAGE #

Air Sentry ..............................................................www.airsentry.com ....................................................85 .................46 ATP Lists ...............................................................www.atplists.com .......................................................82 .................45 Baldor Electric Company....................................www.baldor.com ........................................................62 ...................1 Cascade Machinery Vibration Solutions...........www.cascademvs.com ...............................................69 .................10 Dayton exclusively from Grainger .....................www.grainger.com/dayton .......................................260,261 ...32,33 Diamond Chain ...................................................www.diamondchain.com..........................................83 .................45 Emerson Process Management ..........................www.assetweb.com/vibration...................................75 .................25 Engtech Industries Inc.........................................www.engtechindustries.com ....................................81 .................44 Exair Corporation................................................www.exair.com/48/140.htm .....................................79 .................39 FEMA ....................................................................www.ready.gov/business ...........................................90 ..............IBC Fluke ......................................................................www.fluke.com/320series .........................................63 ...................2 Fluke ......................................................................www.fluke.com/vibrationmeter ...............................91 ................BC Foster Printing Services .......................................www.fosterprinting.com ...........................................72 .................18 FS-Curtis Air Compressors.................................www.rightcompressorrightnow.com.......................73 .................23 Grace Engineered Products. Inc. ........................http://info.graceport.com/4mt2013 ........................67 ...................7 Grace Engineered Products. Inc. ........................www.graceport.com/3mt_informationhighway ....88 .................46 Inpro/Seal, LLC C/O Waukesha Bearing Inc. ...www.inpro-seal.com/mt03 .......................................87 .................46 Mapcon Technologies, Inc. .................................www.mapcon.com.....................................................89 .................46 Meltric Corporation ............................................www.meltric.com.......................................................80 .................39 Miller-Stephenson Chemical Co. .......................www.miller-stephenson.com....................................64 ...................4 Mobil Industrial Lubricants................................www.mobilindustrial.com ........................................61 .............. IFC NSK Corporation ................................................www.nskamericas.com..............................................66 ...................5 Process Industry Practices...................................www.pip.org ...............................................................68,86 .........9,46 SKF CMC-Fort Collins .......................................www.bakerinst.com ...................................................71 .................14 SPM Instrument, Inc. ..........................................www.spminstrument.com ........................................74 .................24 Strategic Work Systems, Inc. ...............................www.swspitcrew.com ................................................65 ...................4 Test Products International ................................www.testproductsintl.com........................................77,78 ............39 Turbomachinery Lab...........................................www.turbolab.tamu.edu ...........................................70 .................11 U.S. Tsubaki Power Transmission, LLC .............www.kabelschlepp.com.............................................84 .................46 UVLM, Inc............................................................www.uvlm.com ..........................................................76 .................37

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

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viewpoint Doc Palmer, P.E., MBA, CMRP, Managing Partner, Richard Palmer and Associates

Auditing The Planning Function: Perfection Isn’t Our Goal

ow do we know if planning is “working”? The answer is that we audit to see where we are versus our purpose. While the question is good, it implies we know the purpose of planning. The purpose of planning isn’t merely to create perfect plans that eliminate all delays so we can do a lot more work. Perfection isn’t our goal, regardless of slogans urging us to “Do it right the first time!” The real purpose is twofold:

n Planning operates an improvement cycle (a Deming Cycle to continually improve plans for quality of maintenance, as well as avoidance of potential delays). n Planning supports scheduling by estimating labor skills and hours. (Scheduling later improves productivity and allows us to get lots of work done. But let’s just stick with planning for now.) This sounds like nitpicking, but thinking that planners should deliver perfect job plans encourages them to spend too much time: (1) trying to make plans “perfect;” and (2) trying to correct problems with jobs that are already in progress—and both to the extent that not all the work gets planned. The following points reflect my basic thought processes and “wish list” regarding effective planning: Planners should spend substantial time compiling feedback on what’s been learned over many jobs. They should then quickly begin planning jobs incorporating that feedback. Insisting that plans are to be right the first time means there’s no opportunity to learn from our successes and failures. As planners, we want to plan all jobs as best we can, in the time we have to do it, then make sure we collect all the feedback possible to improve all plans, continuously and forever. Once that’s underway, let’s audit to see how we’re doing. My goal is 80% planned coverage: That is, I like to see that planned jobs make up at least 80% of all work orders we complete. Most jobs should have the benefit of a planner who can see what could be done better than the last time we did a particular job.

(I define a planned job as one that references a reusable job plan and has any estimated hours.) A reusable job plan supports the cycle of improvement; estimated hours support scheduling. I tend not to get into deep discussions about the “quality” of a plan. That’s because we should have planners with good craft skills, organization skills and communication skills. If we haven’t hired appropriate planners, the planning system won’t work anyway. (Surprisingly, of the three important qualities mentioned here, planners can get away with being weakest in the area of craft skills.)

Insisting that plans be right the first time means we can’t learn from our successes and failures. While I’m at it, I like to see a facility’s library of reusable job plans expand. The library should start out growing quickly, then level off somewhat as more plans are reused. Finally, I also like to track work orders where planners have used feedback to improve job plans. Take some time to review a few of these work orders to ensure the planner has added entries in the history section at the end of the procedure. Good luck on your planning efforts. Planning does, indeed, make a worthwhile contribution to maintenance. Just remember that it takes a good understanding of what you are trying to accomplish, coupled with great persistence, to be successful. MT Richard “Doc” Palmer is the author of McGraw-Hill’s Maintenance Planning and Scheduling Handbook. In his role as managing partner of Richard Palmer and Associates, he helps guide companies worldwide on their journeys to planning and scheduling success. Email: docpalmer@palmerplanning.com.

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

48 | MAINTENANCE TECHNOLOGY

JULY 2013

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