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Contents AUGUST 2012 • VOL 25, NO 8 • www.MT-ONLINE.com
YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS
FEATURES 17
A Special Industry Roundtable William J. Stevens, President & CEO, Motion Industries Kevin Kosisko, Vice President Service, North America, ABB Kei Pang, President and COO, Nidec Motor Corporation Jay A. Burnette, President, Waukesha Bearings Corporation Aaron Jagdfeld, CEO, Generac Power Systems Jagannath Rao, President, Customer Services Division, Siemens Industry, Inc. Mary Ramsey, Senior Vice President, U.S. Industry Business, Schneider Electric Jim Ryan, Chairman, President and Chief Executive Officer, Grainger Art Eunson, Executive General Manager, GE’s Bently Nevada Product Line Tribby Warfield, President, North America Commercial, Gates Corporation Barbara Hulit, President, Fluke Corporation Dave K. Banerjea, President & CEO, CyberMetrics Corporation
CAPACITY ASSURANCE STRATEGIES 32
Best Maintenance Practices: Ensuring A Strong Infrastructure It’s like building a house. Before you implement a world-class strategy, you need to take a step back and make sure you can support it. Enrique Mora, Consultant
UTILITIES MANAGER 37
Big Money Talks William C. Livoti
38
In The Energy Loop Some products are energy-efficient. Some make your processes more so. Then there are those that serve the needs of other energy-saving technologies. Our editors have chosen several from this endless loop for your review.
CAPACITY ASSURANCE STRATEGIES 40
©S. JOHN — FOTOLIA.COM; ©ANTON BALAZH — FOTOLIA.COM
2012 EXECUTIVE OUTLOOK
All Maintenance Needs Is A Little TLC While the idea of a group hug may sound nice, that’s not what we really need. Time, labor and control are key to the efficient coordination of maintenance and operations.
DEPARTMENTS 6 8 10 13 14 30 35 46 48 50 54 54 55
My Take Stuff Happens Uptime Compressed Air Challenge For On The Floor Motor Doc’s Hot Topics Lubrication Checkup Technology Showcase Solution Spotlight Marketplace Information Highway Classified Supplier Index
Andy Gager, CMRP, CPIM, Life Cycle Engineering (LCE)
AUGUST 2012
MT-ONLINE.COM | 3
“Visual systems, when applied to equipment, can reduce training time by 60 to 70% and eliminate errors.”
August 2012 Volume 25, No. 8 Your Source For CAPACITY ASSURANCE SOLUTIONS
—Robert Williamson, lean equipment specialist
ARTHUR L. RICE
Our Visual Supplies Can Improve Your Equipment’s Performance!
President/CEO arice@atpnetwork.com
BILL KIESEL Executive Vice President/Publisher bkiesel@atpnetwork.com
JANE ALEXANDER
Editor-In-Chief jalexander@atpnetwork.com
RICK CARTER
Colored gauge marking labels Problem and Opportunity Tags in English or Spanish Red Move Tags Colored paint pens Colored grease fitting caps and lube point labels Vibration analysis pickup discs and labels Proven Tips for Equipment Troubleshooting handbook Lean Machines instructional book for applying visuals Temperature indicating strips and more
To view and order from our complete line of Visual Systems Products, go to...
www.swspitcrew.com To order by phone or fax, call (864)862-0446 Strategic Work Systems, Inc. PO Box 70 Columbus, NC 28722
Executive Editor rcarter@atpnetwork.com
ROBERT “BOB” WILLIAMSON KENNETH E. BANNISTER RAYMOND L. ATKINS Contributing Editors
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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
Visual systems supplies that deliver results...fast!
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Reprint Manager 866-879-9144, ext. 168 jillk@fosterprinting.com
Editorial Office:
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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 2012 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
AUGUST 2012
It’s Coming! Are You Ready? Categories: Innovative Devices, Gizmos & Gadgets Innovative Processes & Procedures Innovative Use of Third-Party Resources
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Details & Entry Forms Available At www.reliabilityinnovator.com Grand Prize Winner And 3 Runners-Up Announced In Early 2013
MY TAKE
Jane Alexander, Editor-In-Chief
Reflecting On The Term ‘For Real’
H
ere we are again: another August, another installment of our annual “Executive Outlook” section. What’s different, of course, is the theme of this year’s Outlook (and what essentially has turned into the overall theme of this month’s magazine)—”Is reshoring for real?” We sent the following questions to several executives of leading suppliers to industry and invited them to weigh in on the topic in 400 words or less:
“Ourpublication publication and and others have recently “Our recently noted notedwhat whatappears appears totobe trendthat thatcould couldbebebringing bringingincreased increased beaagrowing growing “onshore” ‘onshore’ trend numbers back to to the the U.S. U.S.from fromforeign foreign numbers ofof manufacturing manufacturing jobs jobs back countries. What are your thoughts about this reported reshoring What are real? your thoughts about this reported re-shoring ofcountries. jobs? Is the trend If it is, how should U.S. manufacturers of jobs?for Is the trendregard real? to If ithiring is, how should U.S.ofmanufacturers prepare it with and training workers?” prepare for it with regard to hiring and training of workers?” Twelve invitees took us up on our project. We’re delighted they did. Whether they wrote from the perspective of their operations or about what they’re seeing with their own suppliers and/or customers, they were passionate on the issue. Were they in total agreement? No… at least not in 100% agreement on the depth and breadth of the trend or if it would stick. What most of our respondents did agree on were the factors said to be fueling onshoring/reshoring, including increasing labor costs in developing countries, higher expenses for transportation/shipping, longer lead times, protection of intellectual property, etc. Most of them also agreed that along with growing and sustaining demand for products, one of the biggest challenges to large-scale reshoring is our own workforce—or lack of an adequately educated, trained, skilled one. Who would a’thunk it? We have met the enemy and it is us. A number of this year’s “Outlookers” went into detail on the types of training programs their companies are encouraging, nurturing and/or sponsoring to help America grow and prepare a workforce to manage and maintain the more automated operations of the future. We know that future is already here (which is one reason so many existing industrial jobs are going unfilled). And, as more than one contributor alluded to, the manufacturing operations that do seem to be returning to the U.S. are much more automated than they were when they were offshored. (If we don’t help our workforce get it together with respect to higher-tech skills, could those jobs be offshored yet again?) Finally, I bet you’re dying to know if politics reared its ugly head in our “Outlook.” Not really— although there was some hint that government might want to help a bit more. Not just offering incentives to bring jobs home, but revisiting other issues impacting our ability to compete in a global marketplace. That’s not news. But enough of my analysis. Please turn to page 17 and do your own. MT jalexander@atpnetwork.com
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AUGUST 2012
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NEWS STUFF HAPPENS
A Call For Industrial Technicians Here’s A Good Way To Spend A Day The International Society of Automation (ISA) has posted details of a “Technician Day” to be held in conjunction with ISA Automation Week 2012. This year’s Automation Week runs September 24–27, in Orlando, FL. The stated goal of the “Technician Day” event, scheduled for Wednesday, September 26, is to help attendees sharpen their instrumentation and automation skills and acquire an understanding of the proficiency and performance of today’s instrumentation tools and devices. A quick look at the program points to a number of value-added sessions, including an open discussion on the future of automation with industry leaders like Michael Caliel of Invensys, Chet Mroz of Yokogawa, and Cliff Pedersen, of North West Upgrading, Inc. Other activities include a “Calibration and Instrument Workshop” taught by industry expert Jim Shields of Fluke Corp. ISA Certified Instructors will be conducting a “Technician Day Mini-Boot Camp,” as well as a “Basic and Advanced PLCs Workshop.” Learn more and register at: http://www.isaautomationweek.org
Celebrate MARTS 10th Anniversary With Us The 2013 Maintenance & Reliability Summit (MARTS), scheduled for next April 30-May 3 in Rosemont, IL, will mark the 10th Anniversary of this internationally recognized event. We’re looking forward to celebrating big-time with the capacity-assurance community (end-users and suppliers alike). Stay tuned for information on all the “festivities,” including a full slate of information-packed pre- and post-conference workshops, regular conference tracks and tradeshow exhibition. BTW, the Keynote address on Wednesday, May 1, will be presented by a true in-the-trenches capacity-assurance pro: Jeff Dudley, Corporate Director of Reliability and Maintenance for The Dow Chemical Company. What a battlehardened veteran of the war on downtime he is! You won’t want to miss hearing what Jeff has to say about pursuing and growing reliability leadership.
’ N ’ I T N I H T G FIIGH F S D S R D O R WO W 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?
QUESTION OF THE MONTH SOUND-OFF:
Tell us what you think. . . Really. . .
Is your region or community starting to experience benefits from reshoring of jobs? Tell us more. . . Go to MT-online.com/question with your answer.
This month’s “Fightin’ Words” come from, of all places, a banking-sector source. Given the “reshoring” theme of our August issue and the skilled-workforce crisis that industry is facing, we think the following words are well suited for inclusion in this box:
“We have to quit looking at our economic development as an election cycle issue, and pointing fingers or patting backs. . . Economic development starts at the birth of a worker and ends at its death. If you want a vibrant economy, have a vibrant workforce. If you want a vibrant workforce, train and educate the heck out of your citizens.” . . . John B. Norris, V, a Managing Director of Oakworth Capital Bank, Birmingham, AL The Norris quote appeared in a July 1, 2012 Birmingham News article (http://blog.al.com/ businessnews/2012/07/experts_wonder_what_will_repla.html), by Roy L. Williams, a Business Reporter covering small and minority businesses, personal finance, labor and workplace issues, among other things.
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.
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MAINTENANCE TECHNOLOGY
AUGUST 2012
STUFF HAPPENS NEWS
United Technologies Corp. (UTC) has agreed to sell its three Hamilton Sunstrand Industrial businesses, Milton Roy Co., Sullair Corp. and Sundyne Corp., to an investment group made up of BC Partners and The Carlyle Group. Subject to regulatory approval and customary conditions, the deal should close by the end of 2012. In announcing the agreement, UTC Chairman & CEO Louis Chênevert noted that although the soon-to-be-divested Industrial operations represented profitable companies with solid customers and continued promising outlooks, they weren’t part of UTC’s aerospace and buildingsystems core business. According to Vipul Amin, Principal of The Carlyle Group, Hamilton Sundstrand Industrial’s “strong product mix combined with secular growth trends in the energy, chemicals and industrials sectors create attractive long-term growth prospects” for his organization. Carlyle and BC Partners have a successful history of industrial investments, including Carlyle’s ownership of Allison Transmission, Rexnord Corp. and AxleTech International, and BC Partners’ investments in Brenntag, SGB-SMIT Group and Interpump.
BIZ BUZZ
Dreisilker Electric Motors, Inc., has announced the opening of a second branch store and motor repair facility in Georgia. The new site at 213 Avenue C in Carrollton was formerly Johnson Electric Motor Shop, Inc. The facility consists of 8950 square feet of store space, warehouse and motor-repair operations. According to President Leo F. Dreisilker, his company’s successful strategy will continue to be one of providing excellent service to various industries, municipalities, commercial customers and HVAC contractors. He points to Georgia and the southern U.S. becoming an important geographic market for Dreisilker’s products and services, especially for its national customers. Founded in 1955, Dreisilker specializes in Motor-Safe™ Repair methods using non-burnout stripping, accurate and precise rewinding, advanced varnishing, dynamic balancing and thorough testing. The company’s corporate headquarters, branch store and main repair shop are located in Glen Ellyn, IL, and are supported by an auxiliary sales and repair facility in McHenry, IL, and five other branch locations in greater Chicagoland.
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MT-ONLINE.COM | 9
UPTIME
Bob Williamson, Contributing Editor
Maintenance Work Instructions Part II: A Style Guide “Procedure-based maintenance” will be invaluable in this era of growing skills shortages. Machine complexity, coupled with the impact of the skills crisis and business needs for improved performance, has created a situation where detailed work instructions are a must-have/must-use maintenance approach. While “craft-based maintenance” has served us well for generations, we can no longer rely solely on the talents of general mechanics, machine repairers, electrical/electronic technicians and others to figure things out. To recap, this two-part article began with the designating and defining of “detailed work instructions” as the “World’s Best Maintenance Tool” (MT June 2012). Detailed work instructions are foundational in driving out the natural human variation that’s common among a group of individuals performing a task. In last month’s column (MT July 2012—Part 1: A Style Guide), we explored a proven process for developing and deploying maintenance work instructions. This development process included three critical points: 1. Focus on the most penalizing equipment (focus on results). 2. Follow a structured developmental and deployment process. 3. Use a standardized document format. This month’s column will continue to explore some of the finer elements of detailed work instructions: procedure statements, their sequence and deployment. These elements are essential to assure task performance efficiency and effectiveness. Procedure statements Think of a procedure statement as a single step in a TASK, as opposed to many different steps combined into a complex task statement—not too long, not too short. The procedure statement should provide a clear and accurate performance standard for anyone who performs the task. End-users should be able to follow the procedure to the letter. The end goal is flawless human performance, regardless of who performs the task. 10 |
MAINTENANCE TECHNOLOGY
It’s important to identify the end-users before developing detailed work instructions and writing the stepby-step procedures. Consider the following with regard to those end-users: n Technical skills and knowledge n Current job role n Experience on the targeted equipment n Reading abilities
Are the end-users newly hired maintenance employees? Are they your top long-term skilled maintainers? Are they equipment operators? Do they have the basic hands-on skills and knowledge of the tools and materials needed to perform the procedure? Be careful NOT to develop work instructions for a dramatically lower level than current end-users or future employees. Likewise, be careful NOT to assume that just because they are “skilled-trades” personnel that they don’t need a little extra coaching on important points during the performance of a critical maintenance procedure. When drafting procedures, engage a variety of potential end-users to help develop the appropriate level of detail—and avoid thinking that “everyone knows how to do that.” Such an assumption can get you into trouble quickly on some critical and complex tasks. Step 1. Isolate the procedure statement. Here’s an example maintenance-procedure statement taken from the OEM manual for a Quad Machine: “Clean dust, debris and glue from the antenna surface and securing blocks.” This statement assumes that the end-user 1) knows the machine terminology (“antenna surface” and “securing blocks”); and 2) knows how to clean “dust, debris and glue.” These assumptions could be right on target— or not. When in doubt, we must provide diagrams and more detailed information on how to clean. Step 2. Consider if there are additional manufacturer recommendations. In the example here, there are some specific OEM recommendations for “cleaning” the AUGUST 2012
UPTIME
antenna and securing blocks that MUST be included with our procedure statement for the Quad Machine: “Use neutral solvents or soaps for cleaning. Do NOT use solvents that could damage the antenna components.” Step 3. Include any clarifications within the procedure statement rather than in a note elsewhere in the work instructions. Keeping this in mind, our Quad Machine procedure statement would read as follows: “Clean dust, debris and glue from the antenna surface and securing blocks. Use neutral solvents or soaps for cleaning. Do NOT use solvents that could damage the antenna components.”
The 31 clutter words in the revised procedure statement above do nothing to improve clarity. Again, do NOT write like this. Although you may see this style reflected in some OEM manuals, you should strive to be brief and to the point in the procedure statements you develop. Sequence of steps Step-by-step work instructions can be organized in a number of ways to provide a sequence for the task being performed. Imagine the person performing the work with minimal back-and-forth travel—i.e., keeping the work efficient. For example, the sequence can be: n Organized in a sequence that is required to properly
do the work. n Organized in an efficient sequential route around the
Step 4. Get specific. At the beginning of the maintenance-work-instruction document, we should have listed the required materials. Don’t just leave it there, however. In some cases, it’s important to re-list the required supplies, parts and tools in critical steps. Thus, we have included “lint-free towels,” “Product ABC” (the exact cleaning solvent to be used) and a “CAUTION” in the following example: “Clean dust, debris and glue from the antenna surface and securing blocks with lint-free wiping towels. Use only ‘Product ABC’ solvent for cleaning. CAUTION: Other solvents could damage the antenna and blocks.” Now we have a brief, to-the-point procedure statement that includes exactly what the end users need to know and do. It is brief and to the point. Step 5. Eliminate unnecessary words. The following example from a technical writer is full of “clutter words.” Do NOT write like this: “Carefully clean dust, debris and glue from the antenna surface and securing blocks on the Quad Machine by using lint-free wiping cloths. Be aware that the use of neutral solvents or soaps for cleaning is highly recommended by the manufacturer of these components. And by all means do NOT use solvents that could damage the antenna components in ways that could force replacement.”
AUGUST 2012
equipment. n Starting at the top of the equipment and working
down to the floor (for lube and cleaning tasks). n Starting with “power-on” inspection tasks grouped
together, followed by “power-off ” internal tasks, or vice versa. Try to keep tasks and/or steps that require the same tools or type of activity grouped together. Avoid mixing lube steps, adjustment steps, filter-change steps and cleaning steps. The following box shows steps organized in the OEM-required sequence to properly maintain the Quad Machine. Notice that our previously written cleaning procedure is now Step 3. “Clean and check the SHIELD antenna unit: 1. Check and re-tighten each of the screwed antenna joints and couplings. 2. Check and re-tighten the screws of the plastic supports that secure the antenna to the machine. 3. Clean dust, debris, and glue from the antenna surface and securing blocks with lint- free wiping towels. Use only ‘Product ABC’ solvent for cleaning. CAUTION: Other solvents could damage the antenna and blocks.” In this example, we’ve illustrated a maintenance TASK STATEMENT that sets the stage for the steps to follow. Each of the three subsequent steps is then listed in the proper numbered sequence. mt-online.com | 11
UPTIME
The benefits of detailed work instructions are only realized when they’re deployed within disciplined maintenance work processes. Deployment Detailed work instructions are invaluable for improving the efficiency and effectiveness of maintenance tasks, equipment performance and safe reliable human performance. But these benefits are ONLY realized when the work instructions are deployed within disciplined (organized and consistent) maintenance work processes. Disciplined deployment of detailed maintenance work instructions occurs when: n They are included in a maintenance management system: EAMS, CMMS, or a manual system. n They are planned and scheduled to maintain desired levels of equipment performance. n The right tools are used properly. n The right supplies, materials and mission-ready spare parts are used.
n Employees are trained and qualified to perform the assigned tasks safely. n Leadership holds all employees accountable for consistently following the procedures. n There are periodic measurements and audits of the procedure being performed and its results. The “World’s Best Maintenance Tool” will continue to show its value every time it’s used. Detailed work instructions developed for critical equipment, deployed in an organized manner, by skilled and knowledgeable people, will definitely improve equipment performance and reliability—and likely reduce operating and maintenance costs along the way. MT RobertMW2@cs.com
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MAINTENANCE TECHNOLOGY
AUGUST 2012
Overcoming Your Challenges
Starting Points: Baselining Your System By Ron Marshall, for the Compressed Air Challenge
H
ow effective/efficient is your compressed air system? Take a few minutes to visit your compressor room. It’s probably noisy, hot and dirty. Look at the compressors, note their vibrations and heat, then try to evaluate the health of the equipment by feel. Not working for you? How about checking the compressor gauges? Unfortunately, pressure, temperature and, perhaps, a maintenance-warning message are typically the only parameters indicated. No luck there. The fact is most compressed air systems incorporate no convenient means for determining how much air is produced—or how well it’s done. Measurement of your system is crucial: To embark on improvements, you must correctly baseline your key system inputs and outputs and assess how your system is meeting your plant’s needs. The first step is to use accurate instrumentation and develop a baseline. That’s the starting point for future optimization efforts. Baselining your compressed air system can reveal how efficiently it operates. For example, if you knew your compressors were rated to produce air at a specific power of 20 kW per 100 cfm, but that your system actually was consuming 75 kW per cfm, wouldn’t you be curious? The specific power of a system is like an automobile’s gas mileage: When things go wrong under the hood or the vehicle is driven incorrectly, the miles per gallon you expect from your vehicle will suffer. A baseline can also provide valuable information on how your compressed air is used. Consider this: What if you discovered that 50% of the average compressed air produced by your system was flowing during periods of non-production (i.e., on evenings, weekends and holidays)? This knowledge could lead you to make some improvements in your operating regime—and help your operations capture welcome cost savings.
AUGUST 2012
Finally, baselining can help you gauge how effective your system is in providing compressed air pressure to end-users. Operators often are very surprised by what they learn during system assessments. For example, that 120 psi they’ve been fighting to maintain in the compressor room might—due to undersized piping, filters, regulators and fittings—turn into only 70 psi (or less) at a critical compressed air-powered tool. Remember that careful measurement of a compressed air system isn’t merely about documenting areas of common concern. Rather, it’s the first thing to do when you get serious about optimizing your system. Need help? Most compressed air system suppliers can assist you in assessing your system. Many firms and organizations across the country also provide independent audits as part of their normal product offerings. To help you choose the right partner, the Compressed Air Challenge (CAC) has developed “Guidelines for Selecting a Compressed Air System Provider” available on our Website at http://www.compressedairchallenge. org/library/guidelines.pdf. Don’t forget to check out the Website’s Toolbox section for calculation tools that can help generate a DIY estimate of your system’s baseline and potential savings. Attending CAC training can also go a long way in helping you better understand compressed air systems. MT For more info, enter 01 at www.MT-freeinfo.com
The Compressed Air Challenge® is a partner of the U.S. Department of Energy’s Industrial Technology programs. To learn more about its many offerings, log on to www.compressedairchallenge.org, or email: info@compressedairchallenge.org.
MT-ONLINE .COM | 13
FOR ON THE FLOOR An outlet for the views of today’s capacity assurance professionals Rick Carter, Executive Editor
You And Your CMMS While today’s Web-based and EAM-integrated computerized maintenance management systems (CMMS) are light years beyond their forebears, their purpose (i.e., to systematize and schedule maintenance activities, track inventory and record equipment history) remains the same as 30+ years ago. The same goes for how well these systems are understood and used. According to our Maintenance Technology Reader Panel, this valuable tool can still be vexing to users. As one Midwest-based consultant observes, “Many companies have a CMMS and most of them do not use even the minimal part of its features.” Edited for brevity and clarity, here’s what our Panelists told us about their own experiences: Q: To what degree does your team use all CMMS functions available to them? “We use our system mainly for maintenance management and spending tracking. Unfortunately, some purchasing functions are done through P-Card and another computer-based system that doesn’t allow complete cost-tracking back to the asset. Utilization of work type codes and failure codes was never fully implemented [making KPI measurement less than complete.]” … Plant Engineer, South “We use approximately 25% of the functions.” … Maintenance Team Coordinator, New England “We do not use all functions [because of limited IT support for the required programming].” … Reliability/Maintenance Engineer, South “Our team uses almost all functions in the CMMS [based on position-specific training]. A nice feature is the ability to assign certain privileges of the CMMS functions, based on a person’s position. This helps maintain the integrity of the information.” … Production Support Manager, Midwest
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MAINTENANCE TECHNOLOGY
“Our maintenance group is very active using the CMMS portion of Oracle, which ties nicely into the financial side of Oracle.” … Mechanical Maintenance Supervisor, Upper Midwest “We have used it fairly well, except for the purchasing function because it does not interface with our accounting software.” … Maintenance Supervisor, South “We use about 60% of the functions available. Purchasing and Warehousing use a different system [than Operations and Maintenance], with a minimal tie-in between the two. This prevents us from effectively using important features like bills of materials, parts lists, etc.” … Maintenance Engineer, West Q: What do you like and dislike about the CMMS you currently use? “I like the ability to make changes as we need to and not rely on an outside company to do this. I dislike what our CMMS has to offer for reports and data-mining capabilities.” … Production Support Manager, Midwest “I do not like the usability of our current system. It does not report well and is cumbersome to enter data into.” … Reliability Maintenance Engineer, South “[Our system is] OK, as it is all we have, but I have to export files and use other software to get my KPI information into a usable form for tracking performance. I do like that we have user fields in the inventory module.” … Maintenance Supervisor, South “My biggest dislike is not the software’s fault, but the fact that it isn’t fully utilized by our warehousing and purchasing people, preventing
AUGUST 2012
FOR ON THE FLOOR
planners from fully benefitting from what a CMMS should do. I like that the system is easily customizable, but dislike that it is difficult for the average user to customize. Also, customization leads to a lack of consistency from one user to the next.” … Maintenance Engineer, West “Because our system is a corporate database, personalization to the needs of the individual sites is hampered by administrative control of higher-level functions. It also does not allow easy exportation of data to Excel spreadsheets without extensive reformatting. The custom report generator is also very complicated.” … Plant Engineer, South “I like that we can track all assets, parts and employees’ labor. I don’t like that we can’t search by the comment field for historical data. Also, it doesn’t show part location on the same page as the part description.” … Maintenance Team Coordinator, New England Q: How do you rate your experience as a CMMS user? How about that of your co-workers? “I believe I have an above-average ability for it [my company’s CMMS]. But my team leader is only recently getting to know it, and my co-workers range from muddling to getting by.” … Maintenance Team Coordinator, New England “I and our other team leaders are very experienced. When the system was introduced [several years ago] we were trained. When we have new employees, they are trained. There are also information packets on each kiosk where a computer is located.” … Maintenance Team Leader, Midwest “I am extremely proficient and self-taught. Our team leader is also an expert, but resists sharing knowledge. My co-workers are functional.” … Mechanical Maintenance Supervisor, Upper Midwest “I have used all types of CMMS systems for the last 25 years from Excel worksheets and handwritten work orders through SAP [with several companies].” … Plant Engineer, South
AUGUST 2012
“I developed my CMMS skills over several years with different systems. My team leader has a great deal of experience, but my co-workers are a mixed bag.” … Reliability/Maintenance Engineer, South “My level of experience is very high, but this is the only CMMS I have ever worked with. I also am on the team that looks at the changes needed to improve our CMMS. But not everyone on this team is as familiar with the CMMS as they should be. Some were in management roles when the CMMS was introduced and never fully understood its capabilities. They also never kept up with the changes so, in my opinion, the system left them behind and they don’t see the need to take the time and understand what it has to offer.” … Production Support Manager, Midwest Striving for effectiveness Most Panelists are passionate about their CMMS systems—and just as passionate about the obstacles that prevent them from reaching maximum system effectiveness. One, for example, says he’s still waiting for the day “when the software industry stops trying to convert some accounting software” for use in the maintenance area. Another Panelist who is implementing a new CMMS at his plant faces a different hurdle: a team that fears their putting information into the system will allow the company to “bring in contract people” to replace them. According to one consultant, unfounded concerns like this have led some maintenance workers to believe that feeding or operating a CMMS isn’t part of their job. “Of course,” he adds, “this is plain wrong.” MT The Maintenance Technology Reader Panel is comprised of approximately 100 working industrial-maintenance practitioners and consultants who have volunteered to answer bi-monthly questions prepared by our editorial staff. Panelist identities are not revealed, and their responses are not necessarily projectable. Our Reader Panel welcomes new members: Have your comments and observations included in this column by joining the Reader Panel at www.mt-online.com. Click on “Reader Panel” under the “MT Resources” header, and follow instructions. If accepted, you will automatically be entered into a drawing for a cash prize after one year of active participation.
MT-ONLINE.COM | 15
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2012 Executive Outlook Is manufacturing moving in the right direction? Are jobs really coming home?
What about this “onshoring”/”reshoring” trend that’s reportedly bringing jobs back to the U.S. from foreign countries? We asked executives of several leading suppliers to industry to discuss this topic and, if they think the trend is for real, to give their opinions on how manufacturers should prepare for it with regard to training and hiring workers. We’ve shared their insight with you on the next 12 pages. . .
EXECUTIVE OUTLOOK 2012
Staying Closer To Where The Business Is William J. Stevens, President & CEO, Motion Industries
T
he return of manufacturing to our shores is something we at Motion Industries have been watching closely for several years. During the 1990s, we all saw domestic manufacturers, particularly OEMs, closing shop here in the U.S. and moving to locations outside of the country (frequently to China and India). While some of these moves certainly affected our business, most of our customers are in the “end market”—and in industries that are a bit difficult to pick up and move. Since we sell primarily MRO (maintenance, repair and operation) products, our large customers are the producers of food & beverage, oil & gas, mining, pulp & paper, aggregate, automotive, chemical and allied products. These are typically products that are either difficult or too expensive to produce elsewhere, mainly because of available natural resources and the large investment in infrastructure that already exists locally. As our tag line notes, “Keeping industry in Motion” is what we do. And, fortunately for us, most of our business has remained local. That said, however, we have recently seen several of our suppliers relocating to or building new plants in the United States. In fact, in just the last couple of months, two of our primary suppliers have announced that they’re planning to build brand new U.S. factories during the coming year. Why? They want to be closer to where their business is. This is a great advantage for Motion Industries—one that allows us to better serve our own valued customers. Strong, appropriate workforce preparation efforts and training of new employees will be critical in sustaining manufacturing growth in our country. As manufacturers relocate back to the U.S., we’re seeing production lines that are far more automated than in the past: To keep running, they rely on different components than the production lines of 10-15 years ago. Successfully operating increasing automated plant equipment means today’s workers have to be more technically competent than ever before. In turn, we must have the product expertise to be able to recommend and provide the right replacement parts to these workers should their equipment fail. It’s a challenge, but one we at Motion are happy to accept. Overcoming challenges is something at which we truly excel. MT
‘In just the last couple of months,
two of our primary suppliers have announced that they’re planning
to build brand new U.S. factories during the coming year.’
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MAINTENANCE TECHNOLOGY
AUGUST 2012
‘IS RESHORING FOR REAL?’
Growing & Sustaining Demand Will Be Critical Kevin Kosisko, Vice President Service, North America, ABB
O
nshoring of jobs into the U.S. is, and will continue to be, a reality—assuming we sustain a growing domestic and global demand. News of the U.S. economy actually adding manufacturing jobs in 2010 and 2011 (the first such growth in over a decade) indicates that offshoring has likely peaked and onshoring is taking hold. Offshoring has been driven primarily by labor arbitrage on wage costs and currency valuations. Labor costs, however, are now rising by double digits year over year in countries like China (where the strength of currencies against the dollar is also growing), yet U.S. labor costs are remaining flat or slightly declining. It should be expected that the benefits quickly are outweighed by the challenges—of which there are several. Intellectual property risks, reduced manufacturing agility (capability to respond to quickly changing markets), higher material costs and increased shipping and travel costs coupled with reduced energy costs here are all factors leading to a more competitive total cost of delivery from the U.S. Don’t expect an overnight change: It took several years and substantial investment to offshore. I suspect the timing will be similar for the return trip—with the exception that considerable unused manufacturing capacity already exists in the U.S. I also don’t see onshoring on the horizon for all types of products. It will probably be limited to higher-value goods or those that demand more customization. The good news is that the market dynamics driving this trend are likely to remain in place for quite some time. The challenge now is how to find skilled workers that are prepared for these productivity increases to support the growth of manufacturing in the U.S. I see the skills issue as the biggest challenge, with some reports indicating that hundreds of thousands of manufacturing jobs are currently unfilled due to lack of qualified resources. This needs to be tackled at the local level with collaboration between the manufacturers, local government and community colleges/ technical schools to quickly address the skills gaps with targeted training. Training investment in manufacturing employees has been flat for over a decade, so it is now time to invest in building these modern skills. Adding manufacturing automation and world-class maintenance practices to drive plant reliability will bring the productivity improvements needed to complement a skilled workforce and keep the U.S. competitive in the global manufacturing market for decades to come. MT
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EXECUTIVE OUTLOOK 2012
The Trend Is Real, But Only To An Extent Kei Pang, President and COO, Nidec Motor Corporation
W
hile more and more companies are moving production back to the U.S., I see it as more of a company-specific issue, not one of general macro-economics. It’s true that the wage gap between the U.S. and other developing countries— particularly China—is getting smaller, but the quality and types of products those countries can produce are getting better. For instance, 10 years ago, to compensate for quality and supply-chain risks, U.S. companies typically wouldn’t source products from China unless they were 30% lower in price. Today, many are willing to do so with just 3% to 5% savings. Several factors are contributing to manufacturing costs rising faster in foreign countries than back home. Salaries and wages in China have been increasing 12% to 14% annually (compared to 3% in the U.S). China’s appreciating currency has also helped boost U.S. competitiveness. That said, we shouldn’t think China is no longer competitive—and that the U.S. is on the brink of becoming the world’s most prolific manufacturer. China is rapidly improving its manufacturing capabilities and can now produce good quality high-end products at competitive cost. They have an abundance of intelligent, well-trained workers. (China graduates over half a million engineers per year; the U.S. rate is only about 1/8 -1/10 of that). Don’t be mistaken: America is still a manufacturing superpower—particularly in areas like airplanes, factory automation, process control, oil & gas drilling and heavy-construction equipment. Although we are becoming more competitive versus China, we cannot compete only on wages and labor costs alone. The game has to be played on a higher level going forward. Our current and future labor force must be prepared academically and institutionally for the demands of the global marketplace in the 21st century. Education (particularly in science and engineering) and on-the-job training are the keys for our future. Government needs to help industry compete. Many U.S. competitiveness issues are due to matters over which manufacturers have no control. Government should do what it can to control healthcare costs, while not over-regulating and over-taxing to the point where it’s economically unfeasible to produce goods in this country. Businesses will always try to allocate capital and human resources to where they can make the highest returns. Certainly, the next decade looks to be more promising for U.S. manufacturing than the last. What’s becoming increasingly important in the global marketplace is not who can best compete in the “structural” arena, but who can dominate the “intellectual” competition. MT
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MAINTENANCE TECHNOLOGY
AUGUST 2012
‘IS RESHORING FOR REAL?’
The Regaining Of A Home-Court Advantage Jay A. Burnette, President, Waukesha Bearings Corporation
T
he “offshoring” of U.S. manufacturing has been going on for years, with China being a major job destination. What’s relatively new is the increased talk about “onshoring” or “reshoring” production back to the U.S. When I read about companies choosing to offshore (or even onshore), I wonder about their “strategic intent.” Are their decisions based on point-in-time inputs or a longer-term view? Those focused on chasing the lowest cost in the world are often disappointed to learn that many, if not all, of the key inputs change dramatically over time. In China, for example, a strengthened RMB, however slight, has substantially changed the economics of manufacturing over the past two years. Other factors, including rising costs for labor and logistics, intellectual-property protection and lengthy times to market—not to mention the operational challenges of managing a business far from home—have all had an impact on manufacturing in this key region. Companies with a more strategic view—i.e., the intent to manage cost structure in balance with serving customers locally—have been more successful with offshoring initiatives. Not every organization, however, has the luxury of maintaining this balance. Due to competitive pressures and/or other demands, many must focus solely on lower production costs. Thus, we shouldn’t be surprised that the economic tides now seem to be turning away from China and toward other regions, including the U.S. After all, the U.S. has one of the most sophisticated business infrastructures in the world and one of the most productive. If—as it appears—reshoring is for real, there will be even more pressure to find and develop key talent from what has become, for various reasons, a diminishing pool of individuals interested in such careers: Much of the U.S. future in manufacturing depends on our ability to replenish our aging workforce with well-trained, younger talent without compromising our productivity advantage. At Waukesha, our focus has been to continue strengthening our higher-cost manufacturing bases in the U.S. and U.K. (home to our largest facilities) with investments in information technology, more productive machine tools and training. At the same time, we are selectively investing in manufacturing capability in emerging regions. Our overall objective is to operate in our customers’ space and time if value is created in terms of product definition, speed to market, competitive cost structure or other criteria. We hope this balance will pay dividends for our customers, employees and stakeholders over the long term. MT
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EXECUTIVE OUTLOOK 2012
Re-Evaluating International Sourcing Aaron Jagdfeld, CEO, Generac Power Systems
M
ost companies pay close attention to having a competitive cost structure in the manufacture of their products. Generac is no exception. Decisions are constantly being made about whether it is more cost-effective to source components from international suppliers or produce them here in the U.S. Over the last two decades, the trend for many companies—including Generac—has been to source numerous components internationally because the cost structure of component manufacturers in other countries has been lower than that of similar U.S. manufacturers. In recent years, however, that cost advantage has begun to be mitigated by a number of factors. In the U.S., that includes the use of more advanced manufacturing techniques like automation and lean manufacturing principles that improve productivity and reduce production costs. In other countries, the rising cost of production, as well as the rising cost of shipping components to the United States, have contributed to cost increases for components overall. The above factors have combined to cause manufacturers like Generac to re-evaluate international sourcing—in some cases to the point of actually making decisions to “onshore” the manufacturing of certain components back to the U.S. as cost competitiveness has improved. This is a real trend, particularly with components that are physically larger or of a higher-value nature for which shipping and logistics is especially costly, or those that can benefit from automation and lean manufacturing. Manufacturers need to be cognizant of this trend when making their hiring plans, as it might require that future employees have certain unique skills related to specialized equipment or manufacturing processes. There’s also value for manufacturers to invest in employee training, if they’re not already doing so. Generac is proud of its robust internal training programs that help our employees continuously improve. I credit these programs—and our employees—with contributing to our ability to efficiently onshore jobs over the past couple of years. MT
‘This is a real trend, particularly with
components that are physically larger or of a higher-value nature for which shipping and logistics is especially
costly, or those that can benefit from
automation and lean manufacturing.’
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MAINTENANCE TECHNOLOGY
AUGUST 2012
‘IS RESHORING FOR REAL?’
The Future Of U.S. Manufacturing Jagannath Rao, President, Customer Services Division, Siemens Industry, Inc.
I
n recent decades, the American economy has transitioned many times—from manufacturing to outsourcing, to economic crisis to a potential resurgence. But this revival is not going to happen through a simple “reshoring” of manufacturing. For the United States, a combination of factors will lead to a robust rebirth in manufacturing. First, there needs to be significant growth in cutting-edge innovation of new technologies. We are already seeing the revival of startups and entrepreneurship, not only in the traditional havens like Silicon Valley, but also in many new locations across the country. The economic crisis, unemployment and the digital age have been catalysts to a revival of entrepreneurial culture. Additionally, the gap between product design and manufacturing is fading away and the emergence of the digital factory is imminent. I call this transition in the world of production technology “seamless manufacturing.” America will most likely lead this renaissance—and we need to be prepared. We are beginning to catch glimpses of such a shift in automotive and high-tech industries, which will aid in the birth of a new manufacturing era in the U.S. Another important factor to consider is the increase in basic labor costs in developing nations. While many industries still thrive on China’s low-cost manufacturing base, for example, mediumsized and niche-technology industries that are looking at long-term, sustainable business models prefer to operate in a more local manner. Collaborative product-development techniques and crowd sourcing—enabled by the Internet—are also playing a major role in the return of manufacturing to the U.S. Finally, the increase in new manufacturing jobs in the U.S. requires a workforce with different skill sets than those of past eras. Our education system needs to be refocused to produce specialized technologists and business people that are prepared for the manufacturing renaissance. Certificate programs and flexible online courses can help build expertise. The need for well-trained workers will shift toward more advanced skills in high-end automation, material-sciences-based innovation and precision engineering. Global organizations like Siemens are partnering and working closely with universities and technical schools to help design programs and curriculums to suit the needs of this new paradigm. It is more important than ever that we train and develop our labor force. When combined, all of these factors—education, innovation, increasing offshore labor costs and development of specialized workers —will help boost America’s economy and welcome back manufacturing to the U.S. MT
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EXECUTIVE OUTLOOK 2012
Determining & Doing Whatever Makes Sense Mary Ramsey, Senior Vice President, U.S. Industry Business, Schneider Electric
R
e-industrialization is certainly a “real” trend. U.S. manufacturing has had 35 straight months of economic growth, translating to job growth: Manufacturing jobs are expected to increase 3.2% in 2012—an astounding rate compared with 1.6% overall job growth. This is attributed to the fact that over the next five years, wage inflation, exchange rate pressure and higher freight rates will erode the majority of costadvantages in moving production to China and other economies. And besides costs, U.S. manufacturing offers benefits others do not: greater worker safety, efficiency and a more educated workforce. These advantages are becoming especially valued as companies take a more holistic view of overhead costs. We need to capitalize on re-industrialization. Foreign direct investment in 2012 is up to $26 billion, while at the same time, the low cost of shale gas is spurring strong domestic growth in industries such as petrochemical, steel and automotive. To keep up with this growth, an available and able workforce is key. Preparing a strong workforce starts at developing new sources of talent. At Schneider Electric, we focus on university relationships—shaping curriculum, hiring interns, defining career tracks and sponsoring on-campus labs and collegiate competitions (such as the U.S. Department of Energy’s Solar Decathlon) to show what engineering offers. Additionally, it is important to remember that the new generation of workers wants to contribute to society by conserving natural resources and creating a sustainable planet. In manufacturing, innovations are being developed to solve the energy dilemma, and companies that take this to the next level will attract talent. We’re also currently fighting the “knowledge gap” between retiring Baby Boomers and young Millennials. By putting into place both mentoring programs and software to capture knowledge, we can retain and transfer crucial industry skills. Moreover, many current workers need continuing-education opportunities to learn about technologies that keep raw material costs (such as energy) low and the cost gap minimal. Vendor-neutral education (such as our Energy University and EcoXpert programs) is critical in giving Americans an advantage. There are a lot of positive factors driving re-industrialization, but manufacturers need to evaluate their full manufacturing strategy to determine what makes sense—taking into account all of the above factors, while ensuring more flexible manufacturing tactics to adapt to future market trends. MT
‘Preparing a strong workforce starts at developing
new sources of talent.’
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MAINTENANCE TECHNOLOGY
AUGUST 2012
‘IS RESHORING FOR REAL?’
We Can Accomplish More By Working Together Jim Ryan, Chairman, President and Chief Executive Officer, Grainger
T
he geographic reallocation of global manufacturing is shifting, but the movement is in its early stages. This presents both a challenge and an opportunity for U.S. businesses. The presence of manufacturing in the U.S. has typically been seen as a core driver of the American economy and has influenced innovation, productivity and growth. Similarly, a well-trained workforce has been a keystone to manufacturing productivity. To create a healthy U.S. environment for the onshoring trend to take root, we must re-establish a commitment to technical education, the skilled trades and the individuals who do these jobs. Historically, communities made sure that the U.S. workforce was well equipped to sustain economic growth by working together—nationally and locally—to build an educational network that included secondary schools, community colleges, universities and technical schools. A welltrained, skilled workforce continues to be integral to achieving world-class standards for quality and efficiency. This caliber of workforce also can be America’s differentiator. As manufacturers examine the total costs of their operations, they will increasingly move away from investing in environments that only offer the cheapest wages. Instead, they will opt for communities that have highly trained workers with the flexibility and skill set to perform a wide array of jobs in different environments. Yet, finding qualified candidates with strong analytical skills and industrial training remains one of manufacturers’ biggest challenges. For decades, industry leaders have talked about how jobs in the skilled trades are vital to the economic health of our local communities. Now is the time— when there is a growing focus on the value of onshoring—to engage new partners and cultivate new ideas. Now is the time for a renewed energy around championing the value of a well-trained domestic workforce. Working together, we can accomplish more. Through innovative approaches to public-private partnerships, we can ensure a more prosperous business environment that once again fuels productivity, innovation and growth for our local communities. MT
‘Now is the time for a renewed energy around championing the value of a well-trained domestic workforce.’
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AUGUST 2012
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EXECUTIVE OUTLOOK 2012
A Global Vision, Made in America Art Eunson, Executive General Manager, GE’s Bently Nevada Product Line
G
E CEO & Chairman Jeff Immelt often discusses how global growth and demand from overseas customers represents a tremendous opportunity for U.S. manufacturing and innovation. (In fact, GE has already discussed its plans for creating approximately 15,000 new U.S. jobs since 2009.) I strongly echo that message. The largest exporter in the state of Nevada, GE’s Bently Nevada line has been synonymous with machinery protection and asset condition monitoring for more than 50 years. We recognize that behind every great product is a team of great people—and are extremely proud that a vast majority (more than 90%) of our products are still locally manufactured in Minden, NV, by the most experienced team in the industry. More than 800 strong, our U.S. team remains committed to investing in the technology solutions that have made GE’s Bently Nevada the resilient American company that it is today—namely, our continuous online condition-monitoring systems that customers know and trust to protect their most valuable and critical plant assets. But like any competitive industry leader, GE continuously strives to uncover new sources of innovation—both here in the United States and around the world—to create smart, differentiated technology solutions that help our customers remain at the forefront of their industries. That commitment to our customers was demonstrated by the 2011 acquisition of New Zealandbased Commtest Instruments, a company recognized globally for its leadership and innovation in portable vibration analysis and monitoring instruments. This strategic acquisition has enabled us to provide customers across the oil, gas and power-generation industries with an enhanced suite of integrated condition monitoring solutions that take into account the health of the entire plant. And it doesn’t stop there. In addition to launching a new series of innovative, portable solutions, we continue to make forward-looking technology investments. We have plans to unveil more distributed systems and software in the near future, along with a number of exciting new technologies that align with our vision to unite all of our offerings into a comprehensive, plantwide condition monitoring experience for our customers. Building on our strong American heritage, we look forward to both the challenges and opportunities ahead in leading the world in condition monitoring best practices, setting new standards for tomorrow and delivering health care for our customers’ most valuable plant assets in ways never before imagined. MT
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MAINTENANCE TECHNOLOGY
AUGUST 2012
‘IS RESHORING FOR REAL?’
Preparing For U.S. Manufacturing Growth Tribby Warfield, President, North America Commercial, Gates Corporation
A
s a global company, Gates Corporation recognizes the importance of manufacturing in local economies for local consumption, and is committed to meeting market demand— wherever it may be. Our manufacturing in the U.S. has been strong for our entire 101 years, and with over 50 years in both Canada and Mexico, our North American manufacturing continues to be the main source for our North American customer base. Because many of our customers are expanding their stateside operations, we need to be proactive and prepared for the anticipated demand growth that will certainly impact our operations. I see reshoring as an opportunity for Gates and other manufacturers with operations in the U.S. to evaluate current processes and technologies and invest in increased automation, productivity improvements and training and education. The influx of new production means that now—more than ever—it’s crucial for manufacturers to adopt Lean Manufacturing principles and put robust sales and operation planning processes (S&OP) in place to tie commercial demand to delivery expectations. The Commercial organization must clearly communicate market demand to Operations, creating a downstream process for assessing the raw materials and workforce needed to successfully meet and manage any impending increases. At Gates, we continue to invest in product process and productivity improvements. We have built a Continuous Improvement culture that incentivizes and rewards our associates for identifying opportunities to create efficiencies and reduce overall costs. Beyond this, we document and share key best-practice processes and methodologies across our global teams and facilities. Reshoring notwithstanding, knowledge sharing and communication are imperative. Training initiatives need to be viewed as critical as any HSE investment. As the experienced, technical, skilled workforce dwindles, we need to ensure that retiring employees share their knowledge with the younger, inexperienced generations. Now is the time to take education in-house, and reinvest in internships, apprenticeships and on-the-job training programs. Gates provides Leadership, Education and Development (LEAD) training and a Supervisor Training Excellence Program (STEP) to create leaders who drive our culture and are equipped to educate and inspire our employees. We also provide ongoing Lean Manufacturing training to ensure employees are properly applying our processes. In fact, some of our customers have asked us to assist them in implementing and optimizing their own Lean Manufacturing processes. Ultimately, it’s cross-team communication and cross-company collaboration that will help the U.S. manufacturing industry improve its infrastructure and ready its workforce for a period of sustained growth. MT
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AUGUST 2012
MT-ONLINE.COM | 27
EXECUTIVE OUTLOOK 2012
As Always, Education Will Continue To Be Key Barbara Hulit, President, Fluke Corporation
T
oday’s global economy allows companies to design, source, manufacture and sell from an intricate web of locations based on a variety of factors, including customer sites, talent base, supply quality and availability and logistics costs. Fluke is a global corporation serving a global customer base with a global footprint. We operate every one of our facilities worldwide on the same lean manufacturing principles and to the same high standards of quality. As a developed economy, the United States and its manufacturing base have been faced with the challenge of doing more with less for some time: operating older factories at higher levels of output, with increasing amounts of automation that, in turn, requires continuous training for operations and maintenance teams who carry ever-broadening job descriptions. The U.S. benefits from a smart, lean, experienced talent pool. This has certainly helped it compete in a dynamic global marketplace—and and has been an important variable in many companies’ decisions to bring manufacturing back to this country. Maintaining that competitive edge in the future will require building and replenishing this talent base. STEM (Science, Technology, Engineering, Math) education, experience and mentoring is critically important for preparing the future generation of technicians, electricians and engineers. Rising to this challenge will require the U.S. to bolster its STEM education in K-12, attract talented youth into targeted vocational training, as well into fouryear and advanced degree programs, and leverage on-the-job training/mentorship. Fluke supports a variety of different workforce training initiatives—including K-12, post-secondary, trades and continuing education. The manufacturing sector needs a larger supply of people trained to think on their feet, to troubleshoot and diagnose and to communicate across teams. Starting with the essentials of math and science on up to secondary programs that couple hands-on training with in-class instruction and then to employer-sponsored training programs, education is at the root of America’s future success as a continued global manufacturing powerhouse. MT
‘STEM (Science, Technology,
Engineering, Math) education, experience and mentoring is
critically important for preparing the future generation of techni-
cians, electricians and engineers.’
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MAINTENANCE TECHNOLOGY
AUGUST 2012
‘IS RESHORING FOR REAL?’
Increased Onshoring On The Horizon? Not Likely Dave K. Banerjea, President & CEO, CyberMetrics Corporation
W
hile there’s some evidence that offshore manufacturing is slowing and, in some cases, reversing to onshoring, in my opinion, the practice of offshoring U.S. manufacturing and service jobs will continue in the coming years. Growing up and working in the “Motor City” gave me an early and first-hand perspective on the effects of offshoring manufacturing jobs. I fondly remember the time that GM was not only the biggest car manufacturer but also the biggest company in the world. If you don’t already know the answer to “Who’s the biggest company now?” look it up. It isn’t a manufacturing company. My first job out of college was at a large Detroit-area automotive-parts factory, where I worked as an engineer. I used to spend a lot of time with the maintenance crew trying to figure out why so many parts were out of spec and defective—maintenance actually recognized these types of problems early on. Our maintenance department did its best to keep things operational with broken-down auction-purchased equipment, few resources and a run-to-failure management attitude. Ultimately, poor quality output and stalled customer assembly lines resulted in business failure and the eventual offshoring of the production. Over one thousand jobs were lost. That happened nearly 30 years ago, in the early 1980s—offshoring continues today and seems on track to even increase in the future. At my own company, CyberMetrics, we work with many automotive, electronics, pharmaceutical and biotech manufacturers, supplying and supporting them with our FaciliWorks® CMMS software products. Nearly all of our larger and many of our mid-sized customers have offshore or at the least, near-shore facilities (and those counts are rising). Though operations are offshore, our customers still want to make sure manufacturing equipment and facilities are properly maintained, regulatory compliance is met and MRO inventories are adequately stocked. Fortunately, our cloud-based CMMS software makes both local and offshore deployment fairly quick and easy for our customers. Political parties will continue to debate the question of offshoring for votes and mindshare— it evokes emotion. Yes, there will be some minor onshoring of a few jobs and the debate will fade, only to resurface once again, of course, during the next campaign. Like it or not, offshoring is here to stay and, most likely, will only grow with time. Why? We always want the lowest price—always. MT
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AUGUST 2012
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Shaft Currents? Howard W. Penrose, Ph.D., CMRP
I
’m surprised that some companies discourage the use of shaft brushes because—they claim—conditions calling for these brushes don’t exist. If I were in a mischievous mood, I might say dissemination of such information could be considered a positive by the motor-repair industry. After all, bearing replacement is simple and lucrative (LOL). But I’m really not feeling mischievous about this topic. Capacitive coupling and resulting shaft voltages and currents exist in all induction machines. It’s part of the reason why very large machines (over 1000 Volts) will have insulated opposite drive-end bearings and grounded drive-end bearings. The amount of voltage is considerably higher than in a low voltage (<1000 Volt) machine that is operating on a sinusoidal voltage. The amount of energy isn’t great enough, in the smaller machines, to discharge across bearing surfaces, in a majority of cases. However, in pulse-width modulated variable-frequency-drive (VFD) applications, the high carrier frequency (pulses) and resulting wave-shapes induce a voltage and resulting current into the shaft. On smaller motors—those under 100 hp—you can ground the drive-end shaft and reduce the current to a manageable level. On units over 100 hp, you usually have to insulate the opposite drive end and ground it with a shaft brush in order to re-direct and reduce shaft currents. The reason for this is to prevent circulating currents from damaging the bearings in the driven equipment (something that could happen if you only insulate the bearings). It’s true that shaft voltages and currents will not always reach levels that are high enough to rapidly degrade bearings in all VFD applications. There are typically several options for determining if this is going to be an issue: Your first option is to allow the motor to operate and fail, then address the issue and install shaft brushes after that or a subsequent failure. The second option is to install shaft brushes and insulated bearings on all VFD-operated machines. Your last option is to let a service company test for shaft voltage. Shaft voltages can’t be detected with a multi-meter unless they are extremely severe. Rather, it requires an oscilloscope of 100 MHz or greater, preferably 200-300MHz. In analyzing the voltage, note values of 20-120+ Volts peak-to-peak for common mode voltage, and discharge patterns ranging from 6 volts to 80+ Volts peak. They point to issues that MUST be addressed. MT
Howard Penrose is VP of Engineering and Reliability Services for Dreisilker Electric Motors, Webmaster of IEEE’s Dielectrics and Electrical Insulation Society, and Director of Outreach for SMRP. Email: hpenrose@dreisilker.com. For more info, enter 14 at www.MT-freeinfo.com For more info, enter 71 at www.MT-freeinfo.com
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AUGUST 2012
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CAPACITY ASSURANCE STRATEGIES
Best Maintenance Practices:
Ensuring A Strong Infrastructure It’s like building a house. Before you implement a world-class strategy, take a step back to ensure you can support it. Enrique Mora Consultant
T
here’s a story about how Vince Lombardi dealt with his team when they played poorly that has resonance for maintenance professionals everywhere. Rather than criticize his players, Lombardi would start by talking softly to them, saying, “This is a football …” and remind them of the need to return to basics. He knew how easily the fundamentals could be overlooked.
Despite today’s strong interest in disciplines that represent paths toward world-class manufacturing status—including TPM, TPR, RCM and others—maintenance crews are not always ready to embark into these disciplines, because basic maintenance principles have not been covered or have been forgotten. In our profes32 |
MAINTENANCE TECHNOLOGY
sion, the basics are called “Best Maintenance Practices” (BMPs). These varied strategies are the right start for any activity that relates to the improvement of reliability, maintenance and productivity. When efforts in these areas don’t result in complete satisfaction, a return to the basics may be in order. AUGUST 2012
CAPACITY ASSURANCE STRATEGIES
Implement BMP and create a habit The 5S philosophy—Sort, Straighten, Sweep, Standardize and Sustain—is the foundation for all Best Maintenance Practices. Poor 5S implementation undermines the strength of any such practices already implemented, and without a company-wide adoption of 5S, they cannot be sustained. The demand in the 4th S—to Standardize the workplace— is the key to BMP success. The 5S foundation also requires the following prerequisites: 1. Education… Today’s forward-looking companies recognize the value of education, whether undertaken in-house or in partnership with outside sources, such as local technical schools. In the latter case, some schools have established dedicated training areas on company grounds for current and new workers. With that kind of resource, it’s important that personnel from all areas are able to take advantage of it. But even without such resources, a company’s leaders should always assume the responsibility to train their people continuously, even if only for short periods of time. 2. Training… This complement to education gives everyone the opportunity to show their ability to put into practice what they have learned. Cumulative skill-building eventually transitions into the empowerment that makes teams strong and effective. Daily training needs to be part of the activities of every workgroup. Leaders should spend at least 10 minutes per day exchanging ideas and updating team skills. This is a “customer service” that leaders must provide to their customers/teams. It also leads to reciprocal benefits, as better trained technicians will do better, more efficient work. 3. Management support… Most frustrations suffered by enthusiasts of improvement come from the lack of hands-on support from top management. Leaders need to discover the power and effectiveness of rubbing shoulders with those who perform the jobs that keep the operation running. The learning experience will go both ways, and is one of the best investments a leader can make. 4. Culturization… Culturization occurs when individuals in a group assimilate common concepts and principles. This motivates group members and encourages a cooperative attitude that strengthens group actions, creating a team in the process. The shared pride of positive results helps team members realize the personal benefits of their participation. These four prerequisites are just part of a BMP foundation. The building blocks in Table I must be incorporated to firmly establish a Best Maintenance Practice infrastructure. AUGUST 2012
Table I: Critical Building Blocks For An Infrastructure That Supports Best Practices
1. Establish A Work Order System It is crucial to establish a thorough Work Order System (WOS). The WOS existed before computers and helped maintainers measure effectiveness in several ways: ◆ Downtime (and the only way to measure it is with precision). Downtime reduction is the most important Key Performance Indicator for any maintenance team. ◆ Technician performance ◆ Parts consumption and inventory control ◆ Equipment behavior and trends
2. Carry Out Full CMMS Implementation & Training The CMMS automates many tasks of maintenance control that were cumbersome in the past. But: ◆ Every maintenance-team member must be trained to make good use of the CMMS System.. ◆ The CMMS should be linked to real-time labor utilization and parts inventory, and be used to generate procurement requests in a timely manner. ◆ The path to optimal CMMS performance requires the input of error-free information. Errors that do occur are mostly caused by poor training and/or communication.
3. Investigate & Identify Root Causes to Prevent Repeat Problems Root Cause Analysis (RCA) is not always given the credit or importance it deserves. Consider: ◆ According to reliability expert Charles Latino, most of the maintenance effort mistakenly focuses on “fixing” repetitive or chronic problems. ◆ Latino also asserts that most of that cost could be avoided by implementing Root Cause Analysis. ◆ The value of RCA will be undermined if the steps needed to prevent a problem’s reoccurrence are not put in place.
4. Training, Cross-training, Professional Development & Autonomous Maintenance implementation Demand Skill-Improvement to Work Most maintenance leaders do not use enough of their time to educate and train their crews. This happens because many leaders are not themselves trained on this critical task, and the vicious cycle spins again and again. Technician training must focus on three key responsibilities: ◆ Technical issues (basic and advanced), which include the correct application of methods and use of the right tools, instruments, systems, manuals and information.
(continued on page 34)
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4. Training, Cross-training, Professional Development & Autonomous Maintenance implementation Demand Skill-Improvement to Work (continued from page 33) ◆ Communication and customer service, so technicians have a strong relationship with their customers. ◆ The 5S concept, so work is always performed in a professional manner. Leave the area and equipment clean and in “like new” or better shape. Cross-training is undermined when trainees are taught by unqualified technicians. They inherit bad practices and habits, so the level of professionalism never improves. Autonomous maintenance represents the core improvement of any advanced maintenance strategy, such as TPM or TPR. To work, maintenance technicians must develop a good training skill level so they can help operators understand their machines. As operators become more skilled and knowledgeable, their performance and that of their equipment will improve. They’ll also be more helpful at detecting and reporting abnormalities, which reduces the cost and time of repairs. Eventually, operators can be equipped to perform minor maintenance on their own.
Specialty lubricants for sustainable efficiency
5. Ensure a Thorough, Optimized Preventive Maintenance Process With the above BMPs in place, maintenance technicians will have more time to perform Preventive Maintenance, which is too often neglected. PM needs to be done intelligently and with the advice and observation of the maintenance technicians and operators, where applicable. PM must be a live exchange of knowledge and execution to maintain the concept of continuous improvement.
“Sustainable industrial production” means long-term, holistic thinking. Key examples include minimal unplanned downtime, less friction and reduced lubricant consumption. The effect: lower energy consumption, less CO2 emission, longer maintenance intervals and longer component lifetime. To keep up with your sustainability goals, we are continually improving our environmentally-friendly lubricants.
Stay focused With the flood of information on every subject these days, it can be easy to feel as though we need to go for the next new thing. This is human nature, especially when the latest new thing appears to be working for someone else. A simple rule, however, underlies the success of many such endeavors, particularly as they relate to maintenance goals: To succeed, do things right the first time and, if possible, do them better all the time. Don’t simply do them better than you did before, do them better than anyone else. MT
Klüber Lubrication: Innovation for ecologically and economically efficient solutions. Klüber Lubrication North America L.P. info@us.kluber.com www.klubersolutions.com/sustainability2
Enrique Mora is Principal with Mora Global Consultants, Inc. His 55+ years of industrial experience includes direct supervision of manufacturing and design processes in Mexico and the U.S., and implementation of lean manufacturing, Six Sigma and TPM around the world. As a trainer in technical fields, human relations, motivation and leadership, Mora emphasizes teamwork and labor synergy. His client base covers virtually all sectors, from food and drug manufacturing to automotive and shipbuilding. Email: enrique@leanexpertise.com.
your global specialist
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AUGUST 2012
MAINTENANCE TECHNOLOGY
klu643-01sustHpvtMT-D3c.indd 1
3/12/12 2:08 PM
Lubrication Checkup Explaining Multi-Grade By Dr. Lube, aka Ken Bannister
Symptom: “Dear Dr. Lube, I have worked in fleet maintenance for many years and have always used multi-grade oils for engine oil changes, but have never questioned how they work. Could you explain? And what does the letter W stands for?”
Diagnosis: The primary function of any lubricant is to reduce and control friction and wear by providing/sustaining a load-carrying oil film that’s strong enough to separate two surfaces moving over one another. The load-carrying ability is determined by the lubricant’s viscosity rating. What’s the right viscosity grade for an automotive-engine crankcase? That depends on where the vehicle is operated. For example, Northern winters subject oil to cold temperatures on startup, resulting in poor flow and lack of full-film lubrication until the oil reaches operating temperature. This leads to drag on the engine and excessive wear during the startup/warmup stage.
Prescription: Automotive manufacturers used to recommend mono-grade (single viscosity grade) crankcase lubricants for their vehicles, and changing to a lower viscosity grade for winter driving (the choice of which would depend on typical temperatures where the vehicle would be operating). Grades were set by the SAE (Society of Automotive Engineers) system that designates oil viscosity with a number followed by the letter W to denote winter-use oil, eg. 10W, 15W or 20W weight, or just a number on its own for summer-grade products, eg. 20, 30, 40 or 50 weight. That changed in 1952 with the introduction of the first multi-grade oil that allowed a driver to use one type of oil year-round. The multi-grade designates its working range by first indicating the base oil viscosity designed for cold weather-performance, then the viscosity at which the oil will perform (or emulate) once it reaches operating temperature. For example, a 20W50 has relatively thin SAE20W winter base oil that “thickens up” and acts like a thicker SAE50-weight oil at operating temperature to provide full-film protection over a wider temperature range. This is achieved by blending polymeric viscosity improver additives with low-viscosity base oil. These additives are longstring polymers that curl up like a ball at low temperatures and move freely among the oil molecules. Once the oil heats up, the polymer strings unfurl and expand to restrict the oil’s flow and raise its apparent viscosity. Having explained all this, I would still remind of you of a cardinal rule: When selecting oil for a vehicle, always read the operator’s manual! MT
Gear oils that drive efficiency Higher revenues, increased reliability: special oils made by Klüber Lubrication help you achieve these goals through long maintenance intervals, high efficiency and lasting component protection — even at the gear’s performance limit. Together we can increase the efficiency and reliability of your mechanical systems. Klüber Lubrication North America L.P. info@us.kluber.com www.klubersolutions.com/ wind3 your global specialist
Lube questions? Ask Dr. Lube, aka Ken Bannister, author of the book Lubrication for Industry and the Lubrication section of the 28th edition Machinery’s Handbook. He’s also a contributing editor for Maintenance Technology and Lubrication Management & Technology. E-mail: doctorlube@atpnetwork.com. For more info, enter 15 at www.MT-freeinfo.com AUGUST 2012
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klu001251-01MaitTech-mtD10b.indd 1
7/23/12 11:45 AM
Hardwiring motors March_Still Hardwiring your motors full page 7/30/12 12:44 PM Page 1
Still Hardwiring your Motors? 1
OFF
2
3
Motor Plugs Switch-rated motor plugs and receptacles from Meltric are safe to connect or disconnect under full load up to 60 hp, 200 amps. Technicians can quickly deenergize and service equipment because safety features prevent exposure to live parts and arc flash while maintaining NFPA 70E hazard risk category “0”. Dual functionality (switch & plug) reduces equipment costs and meets code requirements for line of sight disconnect. Optional auxiliary contacts provide power and control in one connection.
Also Ideal for: Portable Equipment Welding Machines
FREE Samples Available meltric.com • 800.433.7642 For more info, enter 75 at www.MT-freeinfo.com
Safety Shutter Easy LOTO
BIG MONEY TALKS XX UM UM William C. Livoti, GIW/KSB
Parsing Renewable-Energy Production Tax Credits
T
he production tax credit (PTC) for wind energy expires at the end of 2012. The PTC for renewables like wave and tidal, geothermal and bio-energy was extended until the end of 2013. How will this loss of funding impact renewable-energy development and, ultimately, your cost of electricity?
Where we are today Low natural-gas prices (2.770/MM/BTU) have put a damper on renewable-energy projects. The dramatic drop in natural-gas prices is due, primarily, to the introduction of hydraulic fracturing and horizontal drilling: U.S. oil/drilling companies have been able to extract gas from shale formations at lower costs, thereby increasing their profitability, as well as the supply of natural gas available in the domestic market. The increased amount of natural gas in the U.S. market has, in turn, reduced the fuel’s price by more than 40% in the past year. Production tax credits explained Organizations that generate energy from wind (via large “utility-scale” turbines), solar, geothermal and “closed-loop” bio sources (i.e., dedicated energy crops) are eligible for a PTC that amounts to a 2.2-cent-per-kilowatt-hour (kWh) benefit for the first 10 years of the renewable-energy facility’s operation. Added to state-mandated renewableenergy programs, the federal production tax credit program has been the driving force behind windpower development for the past seven years. Up until now, Congress has been able to extend the PTC program—albeit with a few delays along the way—thus making state-mandated renewableenergy requirements cost-effective propositions. The current administration has pushed for the extension of tax credits that it claims would save jobs in the field of clean-energy production. There also has been an effort by President Obama to extend a 30% tax credit for manufacturers that invest in equipment to make components for clean-energy projects in the U.S.
These types of energy incentives are not new— nor have they been confined to “green” energy. Subsidies have also gone to developing fossil-fuel resources and reserves. In fact, until 2008, the federal government provided substantially larger subsidies to fossil fuels than to renewables—roughly $72 billion, according to some reports. In comparison, the renewable arena has only seen about $29 billion.
When production tax credits for renewable-energy projects go away, as they soon will, so will investors. Guess who your utilities will be calling on to fund their state-mandated renewable energy efforts? So what? At this point you’re probably asking, “How is this going to affect me?” Here’s how: If (when) the tax credits stop, you can bet investors are going to back away and move their money to “profitable” projects—like any good businessperson would. That’s all well and good, with the exception of state-mandated programs. Approximately 30 states currently have programs that require a utility to provide anywhere from 10% to 30% renewable energy. Where are they (the utilities) going to find investors who are going to finance these mandated programs? Take a wild guess. UM Bill Livoti is Power Engineering - Energy Efficiency Service Center Engineering/Manager for the GIW/KSB Florida Service Center in Mulberry, FL. Email: William.Livoti@giwindustries.com. For more info, enter 261 at www.MT-freeinfo.com
VOLUME 72 / NO. 32
UTILITIES MANAGER | 37 19
UM IN THE ENERGY LOOP
Some products are just plain energy efficient. Others make your processes more so. Then there are those that serve energy-saving technologies. Our editors have selected several in this loop to bring to your attention.
Long-Life, Efficient Lighting For Hazardous Locations
D
ialight has launched what it says is the industryâ&#x20AC;&#x2122;s first-ever 100+ lumens per watt (lm/W) Class I Div 2 certified LED lighting fixture. The new SafeSiteÂŽ LED High Bay delivers up to 17,500 lumens at just 172W for safe, efficient illumination in hazardous locations, including oil, gas, petrochemical, pharmaceutical, power-gen, wastewater and other sites that fall under UL-844 standards. Designed to reduce total cost of ownership as a replacement for up to 400W conventional HID lighting fixtures, these products feature a universal voltage range of 100-277VAC, 50/60Hz to 347-480VAC 50/60Hz, a T5 temperature rating and a corrosion-resistant finish. Their signature low-profile, lightweight design supports a variety of mounting options that allow easy retrofits. Their light quality and extended performance life improve safety while reducing costs associated with changing bulbs in hazardous conditions. Dialight Farmingdale, NJ
For more info, enter 262 at www.MT-freeinfo.com
Easy Locking Of Sprockets, Gears, Pulleys, Timing Cams And Rollers
Gadgets adgets
Efficient
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ccording to U.S. Tsubaki, its extensive POWER-LOCK portfolio offers a simple and cost-effective solution to problems associated with keyed or machined drive shafts. Incorporating POWER-LOCK technology into existing and new designs provides increased shaft strength while reducing machining and maintenance costs. The company notes that POWER-LOCK eliminates backlash damage to keyways and specialty machined bores in applications that experience reversing loads or high torque. In addition, machining expenses associated with keyways, spline bores, steps and snap ring grooves can be removed from the equation. The easy-to-install device is suitable for locking large or small sprockets, gears, pulleys, timing cams and rollers.
U.S. Tsubaki Wheeling, IL
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VOLUME 7 / NO. 3
IN THE ENERGY LOOP UM
Powerful Fans Stand Up In Areas With Overhead Obstructions & Poor Ceiling Access
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ite-Hite’s recently introduced Renegade series HVLS (high-volume, low-speed) floormounted fans improve air circulation in areas with overhead obstructions or limited ceiling access. Unlike ceiling-mounted HVLS fans, they can be moved when plant configurations change. While its AC motor consumes 640 watts of electricity, the same as two 30” hp pedestal fans, a single Renegade unit generates eight times the air volume and circulates it up to 50 feet from the fan’s center in all directions, effectively covering up to 7850 square feet. Offered in 8-, 12- and 16-ft.-diameter models, these fans feature easy-to-use controls for adjusting fan speed or operating the units in reverse.
Rite-Hite Fans Milwaukee, WI
For more info, enter 263 at www.MT-freeinfo.com
Expanded Line Of Interchangeable Wind-Industry Gearbox Filter Elements
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wift Filters has expanded its filter-element offerings for wind turbines, including those in GE’s 1.5 MW Series. Engineered specifically for wind-turbine gearbox lubrication lines, SwiftGreen™ filter elements feature a reusable machined-aluminum bypass-valve assembly that cuts expenses and disposal volume. When it’s time to replace a used element, the bypass is removed and inserted into a fresh SwiftGreen element. Employing the latest generation of SwiftGlass™ Bx(C) ≥ 1000 (per ISO 16889) microfiber glass filter media, elements in this line provide high levels of fluid cleanliness while maintaining low-pressure drop characteristics. The manufacturer says these products are interchangeable with filter elements from Hydac®, Stauff®, Pall®, Parker®, Donaldson®, Purolator® and Filtrec®, among others.
Swift Filters, Inc. Oakwood Village, OH
For more info, enter 264 at www.MT-freeinfo.com
Long-Life, High-Speed, Low-Torque Rolling Bearings
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TN’s ULTAGE Deep Groove Ball Bearings for Ultra-high Temperature Environments help meet the demand for improved productivity and reduced power consumption in film-stretching machines that operate within high-temp furnaces. These high-speed, lowtorque rolling bearings use a specially formulated solid lubricant in place of fluorine grease. Internal design improvements increase the amount of lubricant and optimize the shape of the bearings that, in turn, translates into improved operating life. For example, a metallic cover over the solid lubricant helps prevent the bearing’s inner and outer rings from separating, even if the lubricant becomes extremely worn. NTN Bearing Corporation of America Mt. Prospect, IL For more info, enter 265 at www.MT-freeinfo.com
VOLUME 7 / NO. 3
UTILITIES MANAGER | 39
CAPACITY ASSURANCE STRATEGIES
All Maintenance Needs Is A Little TLC
© SOCIOLOGAS - FOTOLIA.COM; © KBUNTU - FOTOLIA.COM
While the idea of a group hug may sound nice, that’s not what we really need. Time, labor and control are key to the efficient coordination of maintenance and operations.
Andy Gager, CMRP, CPIM Life Cycle Engineering (LCE)
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MAINTENANCE TECHNOLOGY
AUGUST 2012
CAPACITY ASSURANCE STRATEGIES
I
write from a personal perspective: Maintenance has taken a bad rap. We’re not a bunch of knuckle-dragging, coffee-slurping, computer-illiterates that never made it past eighth grade. We are, in fact, a skilled, experienced and largely well-trained workforce, excellent at troubleshooting and proficient in the systems that run our plants. Unfortunately, we also reflect an aging workforce, with no deep bench to call upon at this point in the game. What we need is a little TLC. I’m not talking about a group hug (though there’s nothing wrong with that). This TLC stands for Time, Labor and Control. Every maintenance organization needs time on the equipment, with the appropriately trained labor, managed with controls. Time means money We know “time is money,” but what does that really mean? When a system is down for whatever reason, there’s a cost. Most people think first of lost production, but there are other costs, such as those for wages and utilities. Workers typically aren’t sent home when a system goes down, nor are plant utilities turned off. These costs simply continue to accrue. Common sense dictates –– and studies show ––when organizations fail to consider such costs from a “big picture” perspective, their profits suffer. On the operations side, no one would ever run a facility without accurate production bills of material, personnel to operate equipment and a production schedule. It’s the same in maintenance. Organizations, however, must learn to blend the goals of both operations and maintenance so required work can be achieved in the shortest period of time and in the least disruptive manner.
Labor must be trained Clearly, fewer workers are entering the maintenance field. We’re losing skilled craftsmen faster than we can replace them. We also seem to have lost the ability to troubleshoot and diagnose. Apprenticeships, too, have disappeared. This long-time practice through which a company’s elder statesman trains a tenderfoot on equipment ins and outs has been replaced by what one plant manager calls “changengineers”––technicians who can change broken parts, but not conduct root cause analyses. The only way to ensure the next generation has a fighting chance to maintain the equipment they’re responsible for is to train them. This must include a robust program that teaches how to capture equipment history in the CMMS, diagnose root cause failures and implement proactive rather than reactive maintenance strategies. Control is guidance Control does not mean micromanaging—it means managing the work that needs to be done. This involves work identification: What is the right work to perform? Most companies have work-order systems in place for planning and scheduling work and for capturing information such as work and equipment history that helps guide the continuous-improvement journey.
At some plants, what's been termed as 'changengineers' are in vogue. Alas, while they can change broken parts, they can't analyze failures.
AUGUST 2012
MT-ONLINE.COM | 41
CAPACITY ASSURANCE STRATEGIES
Control also involves the many metric-based benchmarks that define that journey. These include MTBF (Mean-TimeBetween-Failure), MTTR (Mean-Time-To-Repair), Planned vs. Actual, Unscheduled Downtime, Availability and many others. Metrics drive behaviors, and it’s well known that what gets measured gets done. As business professor Aaron Levenstein once noted, “Statistics are like bikinis. What they reveal is suggestive, but what they conceal is vital.”
■ Troubleshooting, root cause and diagnosing practiced as
a team effort by operators, planners and engineers. ■ Adequate time allowed to correct issues the first time. ■ A strong commitment to eliminate system defects. ■ Excellent
Electrical Safety, Evolved.
TLC leads to world-class The best organizations share similar attributes that set them apart from the average. Here are some of the common practices I see among the elite, regardless of industry: ■ Strong training
programs for operators and maintainers.
GRACE
ENGINEERED PRODUCTS,INC
■ Early operator
detection/notification of failure and sense of ownership of equipment.
To learn more visit:
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supply-chain and storeroom operations. Reality check Having visited hundreds of facilities in my career, I can easily spot those where operators and maintainers are accutomed to performseparate, distinct tasks, as well as those where the members of these groups seem to blend in and work more like a team. In the latter type of plant, people know that maintenance succeeds whenever TLC is applied. Ask your self, how's the TLC at your plant? MT
■ Mandatory cross-functional morning meetings with
managers, supervisors, and leads representing Operations and Maintenance. Engineers, supply chain and quality assurance are sometimes included.
Industry veteran Andy Gager is a Principal Consultant with Life Cycle Engineering (LCE), in Charleston, SC. Email: agager@LCE.com.
Blending operational and maintenance goals allows the required work to be achieved in the shortest period of time and least disruptive manner. 42 |
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AUGUST 2012
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When 1 Is Great, 2 Synergistic Publications Are Better: Much, Much Better! MAINTENANCE TECHNOLOGY (MT). . . “YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS”
(REACHING 50,000+ KEY DECISION-MAKERS, EVERY MONTH) MT is the premier source of capacity assurance information for manufacturing, process and service operations around the globe! MT targets the critical technical and business information needs of engineers, managers and technicians who have specific interest in and/or responsibility for the reliability, availability, safety, efficiency and environmental integrity of countless plant equipment systems throughout all industry sectors. MT editorial is derived from noted industry experts, end-users and leading suppliers in the marketplace. It focuses on equipment reliability and maintenance management solutions, as well as the proactive strategies and information systems that support them. MT’s goal is to help our readers leverage their precious time with state-of-the-art technologies and methodologies on the way to best practices across their operations.
LUBRICATION MANAGEMENT & TECHNOLOGY (LMT). . . “ACHIEVING EFFICIENCIES THROUGH PRODUCTS AND PRACTICES”
(REACHING 32,000+ KEY DECISION-MAKERS, EVERY OTHER MONTH) LMT serves crucial specialists with responsibility for the purchase, application, cleanliness, efficacy and efficiency of advanced lubricant technologies for operations everywhere. LMT offers top-down penetration, from the person who runs things, to the personnel who keep things up and running. LMT serves the entire lubrication team: engineers, managers, supervisors, technicians and operators. LMT delivers the entire market: process industries, manufacturing, utilities, mining, transportation and everything in between.
2 Great Publications Keeping Your Message, Products and Services In Front of 82,000+ Decision-Makers 24/7/365
Don’t Miss Any Issues Subscribe Today Don’t Miss Any Issues • Subscribe To Both MT And LMT At www.MT-online.com/subscribe
TECHNOLOGY SHOWCASE Training Options...
Are We Ready? Mike Minatta, President, NTT
T
he discussion about “reshoring” in this month’s Maintenance Technology magazine is exciting. That’s because a growing body of evidence suggests the actual cost of offshoring is significantly higher than a simple comparison of dollars per hour. Reshoring (or “onshoring”) can be good business. It’s time to bring the jobs home. In the midst of all the enthusiasm, however, there’s an irony confronting us: The U.S. Bureau of Labor Statistics reports the impact of retirees leaving the current workforce has already resulted in a shortage of between 5-10 million skilled workers—a skills gap, unfortunately, that today’s large pool of unemployed workers can’t even fill. And this gap is growing bigger by the day. So, if your numbers really said you should manufacture here in the USA, could you? Having been at the forefront of this challenge for 30 years, NTT—like many end-user organizations across industry—has had to retool to help clients meet the needs of an increasingly automated, technically sophisticated manufacturing and operations process. Three successful trends are clear.
■ Blended Learning:
Computer Based Training (CBT) is not a silver bullet outside of compliance training. The proven most effective and fastest training is a blended combination of CBT and hands-on training.
■ Industry Endorsed Certificate
Programs: Much like a la carte apprenticeship training menus, certificate programs can allow both individual employees and employers to target specific skills that advance production and keep training and skills focused. For more info, enter 00 at www.MT-freeinfo.com
■ Customized Qualification Train-
Are your workers getting hands-on training required for compliance? Maintenance technicians can’t be trained with books or videos alone. Learning by doing is what guarantees their safety and proficiency. NTT’s Skill Circuit™ Blended Learning System combines essential hands-on labs, classroom lectures and online courses and assessments for maximum skills retention. Employees can attend public courses, or we can train on-site at your facility–on your schedule. $200 off One NTT Public Course Visit NTTInc.com and find a public course suitable for your employees. Register a participant, online or call 1.800.338.8441, for $200 off the regular price of any course (for new registrations only). Insert or mention code MT0711 to receive your discount. Training In • • • •
Electrical Safety Electrical Systems Mechanical Systems NFPA
• • • •
Hydraulics Compliance NEC HVAC
NTTInc.com | 1.800.922.2820
Workforce Development Institute
Keeping America Skilled
For more info, enter 78 at www.MT-freeinfo.com
46 |
This future works. Where NTT has helped implement these programs, clients have increased their productivity, controlled costs and produced profits. But these approaches require training providers and clients to think differently. To leverage them, we have to work differently. How is your thinking? Do you think you’re ready to ramp up and bring the jobs back home? Do you have a plan to build the team to build your product? NTT is ready to help. MT mminatta@nttinc.com
For more info, enter 75 at www.MT-freeinfo.com For more info, enter 16 at www.MT-freeinfo.com AUGUST 2012
MAINTENANCE TECHNOLOGY
MaintenanceTechAd_July 2011.indd 1
ing: Training is increasingly sophisticated, too, with on-time, job/task-specific hands-on training now viable. A natural outcome of the first two trends, we are now seeing specific task qualification as a required measurable outcome.
6/22/2011 11:57:43 AM
TECHNOLOGY SHOWCASE
Online Maintenance-Management Certificate Program
T
he Online Certificate Program in Maintenance Management offered by the University of Kansas consists of three modules aimed at helping end-users evaluate their operations; plan, coordinate and schedule maintenance; and properly use preventive and predictive maintenance in their operations. The program is designed for all types of maintenance environments including refineries, chemical plants, factories, mines, large buildings, operations with many smaller buildings and all types of mobile fleets. The program’s instructor is Joel Levitt, who has conducted over 500 training sessions for more than 15,000 maintenance leaders from 3000 organizations in more than 20 countries. Since 1980, Levitt has been President of Springfield Resources, a management-consulting firm that services clients of all sizes on a wide range of maintenance issues. Upon successful completion of the three program modules, the student will be awarded a certificate from the University of Kansas to document specialized education and knowledge in Maintenance Management.
Who should enroll? According to the University of Kansas, participation in this online certificate program can benefit maintenance managers, maintenance directors, superintendents, supervisors, lead hands, CMMS (Computerized Maintenance Management System) managers, planners, engineers and those who are in training for any of these positions. The program’s developers say this training can also be beneficial for operations and stockroom personnel. University of Kansas Lawrence, KS
For more info, enter 17 at www.MT-freeinfo.com
OFF Button
Easy Lockout
Dead Front
4 Protects from electrical hazards 4 Simplifies NFPA 70E compliance Qualified technicians can quickly disconnect and connect power. It’s a line of sight disconnect up to 200A, 60hp, 600V. FREE Samples Available
meltric.com • 800.433.7642
For more info, enter 80 at www.MT-freeinfo.com
Register Now For The Extraordinary
“RCM FOR THE LAYPERSON” A Very Special Workshop Presented By The Man Who Literally Wrote The Book: Neil Bloom, Pioneering RCM Expert & Author Of Reliability Centered Maintenance (RCM) Made Simple
October 15-17, 2012 Chicago Marriott O’Hare Chicago, IL For Full Course Details, Lodging Info And Online Registration, Go To:
www.mt-online.com/rcm Be advised: This is no ordinary RCM training. Attendees can expect to come out of this three-day workshop as RCM facilitators who are qualified to develop successful RCM programs at their facilities, using their own in-house resources and expertise. For more info, enter 79 at www.MT-freeinfo.com For more info, enter 81 at www.MT-freeinfo.com
AUGUST 2012
MT-ONLINE.COM | 47
SOLUTION SPOTLIGHT
For the toughest work out there…
Square Off With Higher-Cycling Wrench Time S
PX Bolting Systems notes that its line of High Cycle Torque Wrenches meets demanding applications in wind power, mining, petroleum and other heavy industrial markets where long life, reliability, safety and ease of use are crucial. Designated TWHC Square Drive Torque Wrenches, they’re designed for high-cycle life, two to three times longer than technology previously available in the market. According to the manufacturer, the simple, yet rugged drive assembly at the heart of the design means less downtime and increased reliability. Usability and safety highlights Noteworthy features of these low-weight, high-strength devices include corrosionresistant materials of construction that allow operation in harsh environments. A compact nose radius lets the tool fit into tight, hard-to-reach spaces. A multi-direction high-flow swivel manifold along with push-button square drive reversal and reaction arm positioning further enhance usability. Drive mechanisms on these units are fully enclosed for operator safety. An internal relief valve on the swivel manifold prevents retract side over-pressurization, while a fine-tooth ratchet prevents tool “lock on.” TWHC High Cycle Torque Wrenches are available in three square-drive sizes: ■ The 3/4”drive creates 1300 lb. ft. (1762 Nm) of torque output. ■ The 1” drive creates 3070 lb. ft. (4160 Nm). ■ The 1-1/2” drive creates 6020 lb. ft. (8157 Nm).
This High Cycle line is available through a worldwide network of bolting partners and distributors that stock and support the entire SPX Bolting Systems offering. MT SPX Bolting Systems Rockford, IL
More About SPX Bolting Systems Positioned within SPX Hydraulic Technologies, part of SPX Corporation, SPX Bolting Systems is a full-line global manufacturer of hydraulic pumps, tensioners, torque wrenches and high-force tools and equipment. SPX Hydraulic Technologies’ other brand names include Power Team, Stone, Hytec, Globe and Rail Systems. For more info, enter 30 at www.MT-freeinfo.com
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MAINTENANCE TECHNOLOGY
AUGUST 2012
Including a new Pennzoil Platinum HE™ Including a new Pennzoil Platinum HE™ oil filter means cleaner engines— oil filter means cleaner engines— and more premium oil changes. and more premium oil changes.
Synthetic-blended 2-ply gradient density filter media Synthetic-blended 2-ply removes 99% of impurities* gradient density filter media removes 99% of impurities* High-capacity media traps on average over 10 grams High-capacity media traps of contaminants* on average over 10 grams of contaminants*
NEW PENNZOIL PLATINUM HE™ OIL FILTERS REMOVE 99% OF IMPURITIES*. * NEW PENNZOIL HEis ™onOIL FILTERS OFthemIMPURITIES You want to sell a premium oilPLATINUM change. Your customer the fence. Here’s what REMOVE can put you over 99% the top: tell that they’re not only . getting premium oil, they’re getting a premium filter. One so advanced, it already meets or exceeds proposed USCAR standards for capacity You want to sell a premium oil change. Your customer is on the fence. Here’s what TMcan put you over the top: tell them that they’re not only and efficiency.** ASK YOUR PENNZOIL REP ABOUT NEW PENNZOIL PLATINUM HE OIL FILTERS TODAY. getting premium oil, they’re getting a premium filter. One so advanced, it already meets or exceeds proposed USCAR standards for capacity and efficiency.** ASK YOUR PENNZOIL REP ABOUT NEW PENNZOIL PLATINUM HETM OIL FILTERS TODAY.
*ISO 4548-12 at 30 microns. **Based on proposed USCAR specifications. ©2012 SOPUS Products. All rights reserved.
For more info,atenter 82 at www.MT-freeinfo.com *ISO 4548-12 30 microns. **Based on proposed USCAR specifications. ©2012 SOPUS Products. All rights reserved.
CAPACITY ASSURANCE MARKETPLACE
Expanded Automatic Lubricator Lineup
P
Monitoring & Analyzing Compressed Air Consumption
A
LI, LLC has announced an addition to its line of resusable MEMOLUB® automatic lubricator products. MEMOLUB® ONE LPS is a low-pressure 240cc single-point, self-contained design with low environmental impact. According to the manufacturer, it saves time, money, labor and bearings with precise metered lubricant injection, simple programming (one-, three-, six- or 12-month settings) and economical, easy-to-change, replaceable lube cartridges. The device is offered with a three-year warranty against defects in material or workmanship.
ccording to EXAIR, its Digital Flowmeter provides an excellent way to monitor compressed air consumption and waste. With the addition of a new EXAIR USB Data Logger, operations can also maintain a history of the Digital Flowmeter’s measurements for analysis. Collected data can be viewed in the included software or exported directly into Microsoft Excel®. The USB Data Logger is available pre-installed on the Digital Flowmeter. Summing Remote Displays that make it easy to monitor compressed air consumption from a convenient location are also available.
PLI, LLC Racine, WI
EXAIR Corp. Cincinnati, OH
For more info, enter 31 at www.MT-freeinfo.com
For more info, enter 32 at www.MT-freeinfo.com
EXPERIENCE A CONFERENCE LIKE NEVER BEFORE. JOB FAIR
+75
WORKSHOPS &
PRESENTATIONS
4TOURS
FACILITY
Once you make it to the 20th Annual Society for Maintenance and Reliability Professionals (SMRP) Conference, it will become part of your plans to attend every year. Did you know the largest maintenance and reliability event and number one asset management resource for North America is coming in October? Featuring a job fair, premier educational workshop and track sessions, behind the scenes facilities tours, and Keynote Speaker Alison Levine, a sought after consultant and adventurer.
Experience it yourself.
Register today at www.smrp.org/conference. SMRP: The premier asset management resource. For For more more info, info, enter enter 78 83 at at www.MT-freeinfo.com www.MT-freeinfo.com
50 | MAINTENANCE TECHNOLOGY
AUGUST 2012
CAPACITY ASSURANCE MARKETPLACE
Increased Balancing Machine Accuracy And Convenience
I
RD Balancing says its Model 295 instrument brings a new level of accuracy and convenience to balancing rotating equipment. A wide range of features are available to cover all the requirements of precision balancing on a balancing machine, including comparison to established tolerances and printing a user-customizable certificate to document the balancing results. A touch-activated, flat LCD screen allows quick data entry and menu selection. Screen prompts and online help files assist the operator in obtaining fast, accurate results. Polar or large digital displays are available to provide graphic representation of the balance vectors. Visual color identification is provided for “in tolerance” and “out of tolerance” conditions. Built on a Windows®7 platform with newly designed internal electronics, the 295 is a “drop in” upgrade to the Model 236, 246, 290 and many other IRD Balancing Instruments. Data files, external keyboards and printers are easily accessible via the USB ports. IRD, LLC Louisville, KY For more info, enter 33 at www.MT-freeinfo.com
For more info, enter 84 at www.MT-freeinfo.com
AUGUST 2012
For more info, enter 85 at www.MT-freeinfo.com
MT-ONLINE.COM | 51
CAPACITY ASSURANCE MARKETPLACE
IP68-Rated Submersible Pressure Transmitter
Multi-Jackbolt Tensioner Technology Literature
I
OR速 has achieved the stringent IP68 Rating in up to 100 feet of continuous submersion for its 805PT electronic pressure transmitter. According to the company, the rugged, submersible 805PT supplies continuous precision measurements in liquid services like well monitoring and ground- and surface-water applications, as well as in municipal and industrial applications where watertight protection is required. The unit comes with a 3-year warranty.
n light of its recent acquisition of Superbolt, Inc., the NordLock Group has released new Superbolt速 literature covering standard-range multi-jackbolt tensioners (MJTs). The manufacturer notes that MJTs are among the most innovative technologies available for tightening bolts and studs, and have proven themselves in the field in every major industry around the world. They retrofit to existing nuts and bolts and require only hand/air tools to tension accurately and quickly. The new brochure is available in both print and digital form.
SOR Lenexa, KS
Superbolt, Inc. Carnegie, PA
S
For more info, enter 34 at www.MT-freeinfo.com
For more info, enter 82 at www.MT-freeinfo.com
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52 | MAINTENANCE TECHNOLOGY
For more info, enter 35 at www.MT-freeinfo.com
Forinfo, moreenter info,87 enter 87 at www.MT-freeinfo.com For more at www.MT-freeinfo.com
AUGUST 2012
CAPACITY ASSURANCE MARKETPLACE
Enhanced Software Technology Helps Avoid Roof Replacements
P
redictive Service says the addition of AerialPoint® to its suite of Web-based software tools enhances its proven Aerial Infrared approach to accurately pinpointing problem areas on roofs. Among other things, it lets users document complete roof asset information, as well as add points of interest like chiller units, antennas, satellite dishes, gas and steam lines, solar panels, etc., and identify highest-priority concerns based on asset criticality and severity of damage. Predictive Services Cleveland, OH For more info, enter 36 at www.MT-freeinfo.com
Filtering Diesel Fuel To Meet OEM Cleanliness Specs
O
il Filtration Systems has announced a line of fuel filtration and coalescer equipment to remove particulate and water contamination from #2 diesel and other fuels. According to the company, these custom-built assemblies can ensure that filtered fuel meets or exceeds all stringent new oil-cleanliness specifications set by major manufacturers of turbine-generators and large off-road equipment. The systems remove fuel contaminants via two processes: First, high-efficiency filter elements remove particulate down to 1-micron to meet or exceed specifications as low as ISO 14/12/11. Then, high-efficiency coalescer and separator elements remove free water to levels under 50 PPM. Oil Filtration Systems A Clark-Reliance Company Boerne, TX For more info, enter 37 at www.MT-freeinfo.com
“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 88 at www.MT-freeinfo.com
AUGUST 2012
MT-ONLINE.COM | 53
INFORMATION HIGHWAY For rate information on advertising in the Information Highway Section Contact your Sales Rep or JERRY PRESTON at: Phone: (480) 396-9585 / E-mail: jpreston@atpnetwork.com Web Spotlight: Grace
Engineered Products
LUDECA, INC. - Preventive, Predictive and Corrective Maintenance Solutions including laser shaft alignment, pulley alignment, bore alignment, straightness and flatness measurement, monitoring of thermal growth, online condition monitoring, vibration analysis and balancing equipment as well as software, services and training. For more info, enter 90 at www.MT-freeinfo.com www.ludeca.com
Increase Productivity and Safety with Mechanical LOTO
Workers performing mechanical LOTO procedures must isolate electrical energy. Externally-mounted voltage detectors provide a means of checking voltage inside an electrical panel. Without these devices, a mechanic performing mechanical LOTO would be required to work in tandem with an electrician using a voltmeter to physically verify voltage inside an electrical panel. In this case, the electrician is exposed to voltage. With The Combo Unit, the mechanic can single-handedly check for zero electrical energy without any exposure to voltage.
For more info, enter 89 at www.MT-freeinfo.com http://graceport.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 Companyâ&#x20AC;&#x2122;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 Tsubakiâ&#x20AC;&#x2122;s presence in the U.S. market by adding cable & hose carrier systems to its already extensive product lineup.
For more info, enter 91 at www.MT-freeinfo.com www.kabelschlepp.com
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ATP List Services
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SQONE.COM Square One Electric 302.678.0400
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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
AUGUST 2012
Index ADVERTISER
20 YEARS
2012 M A I N T E N A N C June E
Volume 25, No. 7 TECHNOLOGY ®
AUGUST 2012 Volume 25, No. 8
WEB ADDRESS
Your Source For CAPACITY ASSURANCE SOLUTIONS
•
RS #
PAGE #
Baldor Electric Company..........................................www.baldor.com .................................................... 94 ...........................BC CRC Industries............................................................www.crcindustries.com/ei .................................... 84 .............................51 CyberMetrics Corp.....................................................www.faciliworks.com ............................................ 63 ...............................2 Des-Case Corporation...............................................www.descase.com................................................... 70 .............................16 Dreisilker Electric Motors Inc...................................www.dreisilker.com................................................ 71 .............................30 Engtech Industries Inc. ..............................................www.engtechindustries.com ................................ 88 .............................53 Grace Engineered Products, Inc...............................info.graceport.com/mt-evolved........................... 76 .............................42 Grace Engineered Products, Inc...............................info.graceport.com................................................. 89 .............................54 Innovator Of The Year Award ..................................www.reliabilityinnovator.com ............................. 66 ...............................5 Kluber Lubrication North America L.P..................www.klubersolutions.com/substainability2 ...... 73 .............................34 Kluber Lubrication North America L.P..................www.klubersolutions.com/wind3....................... 74 .............................35 Ludeca Inc....................................................................www.ludeca.com .................................................... 90 .............................54 MARTS- Applied Technologies ...............................www.martsconference.com.................................. 72 .............................31 Meggitt Sensing Systems ...........................................www.wilcoxon.com ............................................... 65 ...............................4 Meltric Corporation ..................................................www.meltric.com................................................... 75,80..................36,47 Milwaukee Electric Tool Corporation ....................www.milwaukeetool.com/thermal-imaging..... 62 ...............................1 National Technology Transfer, Inc...........................www.nttinc.com ..................................................... 78 .............................46 Neil Bloom...................................................................www.mt-online.com/rcm..................................... 79 .............................47 Nidec Motors ..............................................................www.usmotors.com............................................... 61 ..........................IFC NSK Corporation.......................................................www.nskamericas.com.......................................... 68 ...............................9 PdMA Corporation ...................................................www.pdma.com ..................................................... 69 .............................12 Pennzoil........................................................................www.pennzoil.com ................................................ 82 .............................49 Process Industry Practices.........................................www.pip.org ............................................................ 85 .............................51 SMRP............................................................................www.smrp.org ........................................................ 83 .............................50 SPM Instrument, Inc. ................................................www.spminstrument.us........................................ 86 .............................52 SPM Instrument, Inc. ................................................www.spmhd.com ................................................... 92 .............................56 Strategic Work Systems, Inc......................................www.swspitcrew.com ............................................ 64 ...............................4 TEAM Industrial Services.........................................www.teamindustrialservices.com........................ 67 ...............................7 Test Products International ......................................www.testproductsintl.com.................................... 81 .............................47 The Manufacturing Game........................................www.mfg-game.com ............................................. 87 .............................52 Turbomachinery Lab.................................................turbolab.tamu.edu ................................................. 93 ..........................IBC U.S. Tsubaki Power Transmission, LLC ..................www.kabelschlepp.com......................................... 91 .............................54 UVLM, Inc...................................................................www.uvlm.com ...................................................... 77 .............................43 Access MT-freeinfo.com and enter the reader service number of the product in which you are interested, or you can search even deeper and link directly to the advertiser’s Website.
Submissions Policy: M T gladly welcomes submissions. By sending us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc., permission, by an irrevocable license, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned. Reproduction of Materials: Materials produced by Maintenance Technology may not be reproduced in any form for any purpose without permission. For Reprints: Contact the publisher, Bill Kiesel (847) 382-8100 ext. 116. 116
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AUGUST 2012
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SYMPOSIUM USER’S SYMPOSIUM
IN-DEPTH SHORT COURSES | SOLUTION-BASED CASE STUDIES INNOVATIVE DISCUSSION GROUPS | HANDS-ON TUTORIALS
Our Technical Sessions are the best value for your training dollar and are taught by leading industry experts! Exhibits Open Free to the Public TUESDAY & WEDNESDAY 2:30 P.M. - 7:00 P.M. THURSDAY 9:30 A.M. - 12:00 P.M.
For more information CALL 979.845.7417 OR EMAIL AT INQUIRY@TURBO-LAB.EDU
Sponsored by:
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http://turbolab.tamu.edu
PIONEERING LECTURES | OUTSTANDING EXHIBIT FLOOR
Standby for Big Power Every Baldor generator set, standard or custom, is designed and engineered to meet the individual needs of your application. Whether itâ&#x20AC;&#x2122;s a 2,000 kW genset to keep your industrial facility up and running, or a 30 kW generator for your remote agricultural needs, Baldor has the right products to meet your need. Engineered to the highest performance standards and built with unmatched quality, Baldor gensets give you the power you need, when you want it.
baldor.com
479-646-4711
Š2012 Baldor Electric Company
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