Maintenance Technology October 2013 by Applied Technology Publications

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Contents

MAINTENANCE

TECHNOLOGY & ASSET PERFORMANCE

OCTOBER 2013 • VOL 26, NO 10 • www.MT-ONLINE.com

FEATURES CAPACITY ASSURANCE STRATEGIES 20

Enhance Power Equipment Reliability With Predictive Maintenance Technologies ©SERGEY NIVENS — FOTOLIA.COM

Trending is crucial. Condition monitoring of your electrical equipment provides the type of data that helps you anticipate and plan future maintenance activities. S. Frank Waterer, Schneider Electric USA, Inc.

ON THE ROAD TO SUSTAINABILITY 30

It Also Takes A Little TCO According to automation and controls giant Honeywell Process Solutions, true sustainability can’t be realized without factoring in total cost of ownership. Rick Carter, Executive Editor

CAPACITY ASSURANCE STRATEGIES

DEPARTMENTS 6

My Take

Stuff Happens

Uptime

15 16 18 28 46 48

Compressed Air Challenge

Marketplace

MAINTENANCE LOG

Information Highway

Methods For Monitoring Bearing Performance

Classiﬁed

Augmenting your human senses with advanced technologies is truly a PdM best practice. Consider all of your options.

Supplier Index

Viewpoint

Next-Gen Power: Reliability-Centered Maintenance Delivers Savings The power industry is investing heavily in new technologies to harvest energy from renewables. New technologies, though, can introduce new, perhaps massive, maintenance costs. Special to MT

THE RELIABILITY FILES 39

Protect Your Gearbox With The Right Lubricant Compared to past models, today’s gearboxes typically call for more comprehensive protection from their lubricants.

Galen Burdeshaw, Baldor Electric Co.

OCTOBER 2013

For On The Floor Automation Insider Lubrication Checkup Technology Showcase Solution Spotlights

MT-ONLINE.COM | 3

MAINTENANCE

TECHNOLOGY

Dramatically extends equipment life!

& ASSET PERFORMANCE

October 2013 • Volume 26, No. 10 ARTHUR L. RICE

President/CEO arice@atpnetwork.com

GLEN GUDINO

Executive Director ggudino@atpnetwork.com

BILL KIESEL

Executive Vice President/Publisher bkiesel@atpnetwork.com

GARY MINTCHELL

Excutive Director gmintchell@atpnetwork.com

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JANE ALEXANDER

Editor-In-Chief jalexander@atpnetwork.com

RICK CARTER

Executive Editor rcarter@atpnetwork.com

ROBERT “BOB” WILLIAMSON KENNETH E. BANNISTER Contributing Editors

RANDY BUTTSTADT

Director of Creative Services rbuttstadt@atpnetwork.com

GREG PIETRAS

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

Editorial/Production Assistant gpietras@atpnetwork.com

ELLEN SANDKAM

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

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JILL KALETHA

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

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Our Visual Supplies Can Improve Your Equipment’s Performance! Colored gauge marking labels Problem and Opportunity Tags in English or Spanish Red Move Tags Colored paint pens Colored grease fitting caps and lube point labels Vibration analysis pickup discs and labels Proven Tips for Equipment Troubleshooting handbook Lean Machines instructional book for applying visuals Temperature indicating strips and more

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MAINTENANCE TECHNOLOGY

Editorial Office: 1300 South Grove Ave., Suite 105 Barrington, IL 60010 847-382-8100 / FAX 847-304-8603 www.MT-online.com

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

Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Suite 105, Barrington, IL 60010. Periodicals postage paid at Barrington, Illinois and additional offices. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2013 by Applied Technology Publications, Inc. Annual subscription rates for nonqualified people: North America, $140; all others, $280 (air). No subscription agency is authorized by us to solicit or take orders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: cpcreturns@ wdsmail.com. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By sending us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc. permission, by an irrevocable license, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned. “Maintenance Technology®” is a registered trademark of Applied Technology Publications, Inc. Printed in U.S.A.

OCTOBER 2013

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MY TAKE

Jane Alexander, Editor-In-Chief

Regarding Reliability: Enlightenment Matters

he Texas A&M Turbomachinery and Pump Symposia in Houston was full of it: the “R” word, that is. It showed up, in some shape, form or fashion, in technical sessions, networking affairs, casual conversations, printed and electronic materials, exhibitor-booth signage, you name it. Whether or not the event organizers planned it that way, “reliability” (or, more precisely, the endless quest for it) seemed to be an underlying theme among this year’s attendees and exhibiting companies—just as it is in your plants, day in and day out. As an editor, I attend industry events like the Symposia for two main reasons: 1) to learn about and report on our readers’ concerns, problems and successes; and 2) to learn about and report on technologies and services that can address those concerns, solve those problems and lead to those successes. The good news, from what I gathered in Houston, is that suppliers are on the same wavelength. The marketplace is flush with offerings to help you achieve reliability across your operations. They’re the types of groundbreaking/game-changing technologies and services that we regularly feature in this magazine. Alas, I also have some bad news to report (although it’s probably not real news to you). Allow me to explain… My favorite hangouts at technical conferences are the Discussion Groups. They’re where I key in on some of the most pressing issues you face. The Symposia program always offers several such sessions. One that I sat in on this year focused on “Monitoring Vibration and Other Critical Conditions.” Led by Bill Marscher, President of Mechanical Solutions, Inc., it opened up several cans of worms, including one I’ve heard debated again and again. As described by a long-time maintenance pro from a big—real big—company, it involved the selling of predictive maintenance to management (or, as he put it, the need to constantly be reselling the value of these programs to new managers). You would think, with so much involved in keeping critical equipment and processes humming these days, that maintenance and reliability teams would have something better to do than stay in a continuous selling mode. It’s a real conundrum, isn’t it? Why do some new managers cut predictive maintenance programs and others buy in to them? As one veteran of the equipment-reliability wars later suggested to me, the real danger comes from unenlightened managers. What we need, he asserted, are more of the enlightened variety. How do you get them? That’s a problem in itself. If you wish to start or keep the enlightenment ball rolling around your site, feel free to share this little nugget I picked up in the Discussion Group: As one rotating-equipment vendor in attendance volunteered (he didn’t represent a predictive-maintenance solution supplier), his company would be delighted to regularly sell new units to attendee companies that cut their maintenance budgets. Laughter rippled around the room, but it sounded like the nervous kind. MT jalexander@atpnetwork.com

maintenance technology

OCTOBER 2013

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NEWS STUFF HAPPENS

Prepare To Vote On Engineering Our Future Rockwell Automation has announced the launch of an Engineering Our Future video contest, designed to excite and inspire elementary-, middle- and highschool students about future careers in science, technology, engineering and math (STEM). To participate in the contest, FIRST* teams will produce videos answering the question: “What could your team engineer that would have a positive impact on your community and our world?” Rockwell Automation will award up to $10,000 in team grants for winning entries. According to Ninveh Neuman, Vice President of Global Commercial Marketing for the corporation, “As Rockwell Automation celebrates the 110th anniversary of its Allen-Bradley brand, a milestone achieved thanks to the commitment of countless innovators, we wanted to look to the future. The Engineering Our Future contest engages our world’s future innovators and asks them to consider how they could create a more productive and sustainable world.” Teams participating in FIRST LEGO League (FLL), FIRST Tech Challenge (FTC) and FIRST Robotics Competition (FRC) are eligible to enter the contest by creating and submitting a video that’s 60 seconds or less in length. All entries must first be uploaded to YouTube or Vimeo, and teams will be asked to provide a link to their respective submissions as part of the entry process. Video entries will be accepted through Oct. 31, 2013. Participating teams will compete in a public vote to win team grants. Voting runs from Nov. 5 through Nov. 29. People can vote once per day by visiting the Engineering Our Future contest Website (http:// www.rockwellautomation.com/rockwellautomation/news/110-anniversary/ engineering-our-future.page). Teams with the most votes will receive grants that can be applied to the 2013-2014 season for FTC and FRC teams or the 2014-2015 season for FLL teams.

*About FIRST Inventor Dean Kamen founded FIRST (“For Inspiration and Recognition of Science and Technology”) in 1989 to inspire an appreciation of science and technology in young people. Based in Manchester, NH, it designs accessible, innovative programs to build self-confidence, knowledge and life skills, while motivating young people to pursue opportunities in science, technology and engineering. With support from over 200 of the Fortune 500 companies and more than $16 million in college scholarships, the not-forprofit organization hosts the First Robotics Competition (FRC) for students in grades 9-12; FIRST Tech Challenge (FTC) for grades 7-12; FIRST LEGO League (FFL) for grades 4-8; and Junior FIRST LEGO League (Jr. FLL) for grades K-3. Gracious Professionalism is a way of doing things that encourages high-quality work, emphasizes the value of others, and respects individuals and the community. To learn more, go to http://www.usfirst.org.

MAINTENANCE TECHNOLOGY

In Memoriam: Ralph Buscarello Vibration analysis pioneer and industry icon Ralph Buscarello died Sept. 5, 2013, at the age of 87, in Castle Rock, CO. The founder and CEO of Update International, he spent more than 50 years working in the area of practical vibrationrelated machinery improvement, including several decades teaching those best practices to others in more than 40 countries around the world. Although Buscarello had engineering degrees, both mechanical and administrative, from the University of Denver, he was best known for his down-toearth approach that made vibration-analysis principles and methods easy to understand and apply. Those who knew, worked with and learned from him over the years, including the editors of this magazine, will greatly miss being on the receiving end of his special wisdom and wit.

OCTOBER 2013

STUFF HAPPENS NEWS

BIZ BUZZ

Invensys has acquired InduSoft. Founded in 1997 and headquartered in Austin, TX, InduSoft has delivered more than 250,000 HMI software licenses to more than 700 customers worldwide. Clients are primarily industrial computer manufacturers and machine and system builders, who embed the company’s software into their products. According to Norm Thorlakson, Vice President, HMI and Supervisory Software and Solutions for Invensys, this acquisition means that Wonderware® users will now be able to buy industrial devices, machines and computers with InduSoft software, while companies using InduSoft software will be able to expand their solutions with Wonderware supervisory, historian and manufacturing operations management software. Allied Reliability Group (ARG) has announced a new partnership with Pfingsten Partners, LLC. Pfingsten is a longestablished private equity group with decades of experience building services companies. Since its founding in 1997, ARG has provided a wide range of reliability and maintenance services and products, including condition-based monitoring, consulting, training, staffing and integrated software solutions. According to ARG Partner and co-founder John Schultz, “With Pfingsten’s operational expertise, global capabilities and financial support, we will have the resources to embark on our next stage of growth by investing in a broader service offering and expanding our reach internationally.”

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

PEOPLE PEOPLE

Pump-maker Grundfos has appointed Duncan Cooper as President and Chief Executive Officer of the company’s North American region. He succeeds Jes Munk Hansen, who leaves the company to pursue other interests after having led the region for the past five years. In his new position, Cooper will oversee and direct all operations in the U.S., Canada and Mexico with continued emphasis on residential and commercial buildings services, as well as the industry, water utility, irrigation and agriculture and wastewater businesses. He’s been with the company since 1997, and most recently served as Regional Managing Director of Grundfos Western Europe. Going forward, he will continue in his role as Group Senior Vice President. (BTW: This year, Grundfos celebrates its 40th anniversary in the U.S. The company opened new North American headquarters in the Chicago area [Downers Grove, IL] in August 2013.)

N’ I T H FIG WORDS The great Winston Churchill could always be

counted on to inspire those fighting the good fight. This one seems particularly appropriate for those in the maintenance and reliability arena:

“Success is not final, failure is not fatal: It is the courage to continue that counts.” Inspiration For Those Battling The Enemies Of Reliability & Productivity

Have you read, heard, seen, thought or written down something that falls into the realm of “fightin’ words” for the maintenance and reliability community?

Send your favorites to quotes@atpnetwork.com. We’ll be selecting one or two (maybe even three) to feature each month. Be sure to give full credit to the individual (dead, alive, real or fictional) that uttered or wrote the words, and why those words inspire you. Don’t forget to include your complete contact info.

OCTOBER 2013

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MT-ONLINE.COM | 9

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

n o i t a ci

sso

Francis J. Kuhn, CFM, CFMJ WorleyParsons Azusa, CA Thomas L. Mitchell, Jr., CFM, CFMJ Booz | Allen | Hamilton San Antonio, TX Curtis L. Slife, CFM, NCARB, AIA FM Solutions, Inc. Phoenix, AZ

10 |

Title: The Innovator’s Path Author: Madge M. Meyer Reviewed By: Jane Alexander, Editor

In this new book, business executive/thought leader Madge Meyer puts an easy-to-read roadmap to “business as usual” innovative thinking and doing in our hands. She points readers in the right direction by focusing on the eight essential disciplines of innovation: listen; lead; position; promote; connect; commit; execute; evolve. Individuals, teams and organizations seeking to nurture innovating corporate cultures should check this one out. . . . JA

Have you read a book that could be of value to other readers of MT? Tell us why in 100 words or less. Visit www.mt-online.com/bookclub for Book Club Rules and submission forms. Or, after reading those rules, send your reviews directly to jalexander@atpnetwork.com.

Showcasing In-Depth Technical Articles From Your Suppliers

WHITE PAPER

CORNER

The International Facility Management Association (IFMA) has announced its 2013 class of Fellows. The association’s fellowship program was established to recognize members dedicated to IFMA and the facility management profession. Over the years, it has become an elite core of respected leaders who act as advisors to and ambassadors of the organization. Being named a Fellow is the highest honor that IFMA can bestow on a member. This year’s class of four includes:

MT’s Book Club

Recommended Reading For Maintenance & Reliability Pros

TOPIC: “Save Time and Costs with Intelligent P&IDs and Smart 3D Model-Based Management Information System for Operating Industrial Plants “ A fundamental deficiency in the current life-cycle management of a plant is that any “intelligence” (i.e., data, drawings and documents) entered during any activity for any object in the plant (i.e, equipment or a valve etc.) doesn’t automatically flow to all downstream activities involving that object. This type of information gap can cause bottlenecks. A White Paper from SST India discusses how the company’s integrated plant asset management system can help users deal with this situation and reduce time and costs for their operations through, among other things: • Rapid, accurate retrieval of information;

Ondrej Strup, Ing. Hein Consulting Prague, Czech Republic

• Decisions in case of equipment failures;

For more information, go to www.ifma.org.

To download this free White Paper, go to: www.mt-online.com/SST

MAINTENANCE TECHNOLOGY

• Responses to plant emergencies; • Sequencing/scheduling construction activities and more. For more info, enter 01 at www.MT-freeinfo.com Sponsored Information OCTOBER 2013

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UPTIME This column is the first in a series discussing the ins and outs of the new ISO 55000 Asset Management Standard. Look for others intermittently over the next several months.

Bob Williamson, Contributing Editor

ISO 55000: Management Systems For Asset Management, Part I Facilities and equipment management is about to be taken to a whole new level with the release of ISO 55000 Asset Management Standard scheduled for early 2014. Or is it? The long-awaited rollout of this new global standard might not be what many are assuming it will be. Then again, maybe it will. That’s the way it is with the introduction of global standards. Remember the launch of ISO 9000 and ISO 14001? Regardless, even if ISO 55000 isn’t perfect when it rolls out, it will still provide a very sound foundation for organization-wide life-cycle asset “ownership.” Readers will soon recognize that the ISO standard is NOT solely about fixed assets, either: Instead, it identifies assets as items having “potential or actual value to an organization.” It would have been simpler if it were focused on “physical” or “fixed” assets alone. However, this new definition of an “Asset Management System” will serve as a framework that has long been missing in our fixed/physical asset-based business and industry. The push for ISO 55000 I expect that the directive to conform to ISO 55000 requirements will come from outsiders (i.e., owners, investors, insurance underwriters and regulators)—and it won’t be optional. For the most part, these entities want an assurance that the organization is systematically addressing risks associated with unreliable assets: high costs, lagging ROI, catastrophic damage, and safety, health and environmental incidents. Compliance with this new global standard goes a long way to assuring that the value assets bring to the business increases. But ISO 55000 does not specify HOW to manage the assets. What, then, is this Asset Management Standard all about? Simply stated, the intent of the new ISO 55000 Asset Management Standard is to provide a framework that specifies and links life-cycle asset decision making and actions to the strategic goals of the business. Unfortunately, it’s not as simple as that. Let’s review the recent history of Asset Management. The precursor to ISO 55000 was PAS 55 Asset Management Specifications, issued in 2008 by the British Standards Institution as a “publicly available specification for the management of physical assets.” 12 |

mAintenAnce tecHnoloGY

While PAS 55 has been evolving since 2004 and has developed a significant body of knowledge and track record, the ISO 55000 suite of standards is mostly new content with no track record yet. A committee of committees The global committee work devoted to developing the ISO 55000 structures and language took on a Herculean task. It eventually involved representatives from 31 participating countries and 13 observing countries under the guidance of the International Organization for Standardization (ISO) located in Geneva, Switzerland. The primary players in the ISO 55000 project included PC/251 (ISO Project Committee 251), The British Standards Institution and Technical Advisory Groups (TAGs) from around the world (for the United States, they were ASTM International, ANSI [American National Standards Institute] and the US/ TAG [U.S. Technical Advisory Group]). Visualize a “committee of committees” structure that pulled all of the pieces together. No doubt, the big challenge was combining all the various perceptions, beliefs and assumptions about “asset management” into a cohesive working document. Turning such a working document into a draft standard is yet another huge challenge. Ultimately, the international organization must compile, format and publish the new Asset Management Standard conforming to their standard format and style. As you can imagine, there were many compromises and disagreements along the way. But once ISO 55000 is released, it will provide one of the most comprehensive global guidelines for improving the fixed assets (and more) for a wide variety of businesses around the world. Expect a steep learning curve leading up to informed discussions regarding the ISO 55000 revision and updating process in about five years. Deﬁning ISO 55000 Let’s review the elements. ISO 55000 is a “suite” of international standards developed and published by the International Organization for Standardization (ISO). These include ISO 55000, 55001 and 55002. Each of these various elements has a specific purpose OCTOBER 2013

UPTIME

The definition of ‘asset management system’ will provide a framework that’s been missing from our fixed/physical asset-based operations. in the development and deployment of Asset Management Systems: n ISO 55000: Asset Management Overview,

Principles and Terminology n ISO 55001: Asset Management Systems —

Requirements n ISO 55002: Asset Management Systems —

Guidelines for the Application of ISO 55001 The ISO 55001 Standard describes the elements of an Asset Management SYSTEM—it doesn’t specify the process, programs or best practices for actual management of assets. It is NOT a “standard for the management of assets” but rather a “standard for asset management systems.” And though maintenance and reliability processes, programs and best practices fit within ISO 55001, the new standard is NOT about maintenance and reliability. But there’s more… ISO 55002, on the other hand, reflects “guidelines” for the design and operation of an Asset Management System. Here is where recommendations and examples that support development and implementation of ISO 55001 are discussed. Again, it stops short of discussing HOW to manage specific types of assets. That, of course, is left up to the various asset management stakeholders and experts in the organization seeking to conform to ISO 55001. Interpreting the terminology Asset management is more than maintenance management—a whole lot more. When reading the draft documents, one could easily become confused and conflicted with some of the terminology. Accordingly, let’s sort through some basic terms related to Asset Management and the ISO 55000 series. (Notice how the focus of each term changes.) n Asset—A tangible (or intangible) mechanism that

adds value to the organization. (The Focal Point) (Note: At this point, the term “asset” hasn’t been fully defined in the ISO document. The Standard was intended to include physical assets, as well as OCTOBER 2013

intangible ones like value-adding intellectual property, software, etc.) n Maintenance Management (My Own Definition)—

Structured work processes for the purpose of caring for fixed assets (i.e. equipment and facilities), coordinating the efforts of people and achieving maintenance goals and objectives in support of overarching strategic business goals. (Asset-Care focus) n Asset Management—Coordinated asset-related

decisions, plans and activities, using a risk-based approach of an organization to realize value from assets throughout the asset’s life-cycle stages. (Value-Adding Focus) n Asset Management System—A set of interde-

pendent elements of an organization, to establish the asset management policy and asset management objectives and the processes for the development, coordination and control of asset activities over different life-cycle stages, aligned with the strategic goals of the organization. (Organizational-Behavior Focus) Look to ISO 55000 for the official definitions of applicable terms and concepts. Critical asset-management success factors Asset Management, as described in the ISO 55000 documents is NOT about “maintenance and reliability management”—barely a word is spoken about maintenance. But we don’t have to reflect on the basics of fixed asset management very long to recognize that maintenance and reliability practices play a huge role. “Asset Management” (AM) in general covers the life cycle of physical/fixed assets, and there are numerous critical success factors. At the top if the list, I would suggest the following: n Connecting life-cycle “asset” decision-making about

acquisition, operation, maintenance and decommissioning to the strategic business goals is the most important factor. mt-online.com | 13

UPTIME

Don’t be caught off guard. Now is the time to study this emerging standard. Let’s all be prepared for its expected roll-out early next year. n Engage

ALL stakeholders in “asset” decision-making from the early stages and throughout the remaining life-cycle phases.

n Continuous improvement of asset

performance and reliability to 1) extend asset life (as needed); 2) improve reliability; 3) lower operating costs; and 4) strategically manage asset-related risks. n Leadership and teamwork within

and outside the organization is essential. Since successful AM starts at the “policy level,” it represents a major culture change for most fixed asset-intensive businesses. n Maintenance and reliability profes-

sionals must lead the way to weaving in what we already know about “lifecycle asset management,” and all of the maintenance and reliability best practices that go with it. Now’s the time to study the emerging Asset Management Standard. There’s no need to wait on this. Let us position ourselves ASAP to become engaged in the rollout of ISO 55000 across our plants, facilities and organizations. MT

Robert Williamson, CMRP, CPMM and member of the Institute of Asset Management, is in his fourth decade of focusing on the “people side” of world-class maintenance and reliability in plants and facilities across North America. Email: RobertMW2@cs.com. For more info, enter 70 at www.MT-freeinfo.com

14 |

MAINTENANCE TECHNOLOGY

OCTOBER 2013

Overcoming Your Challenges

Dry Compressed Air Efficiently By Ron Marshall, for the Compressed Air Challenge (CAC)

ir is like a sponge: It soaks up as much moisture as it can hold. When moisture-laden air is sucked into the intake of an air compressor and squeezed, like a sponge, it releases the moisture it has absorbed. If left untreated, this moisture will flow downstream with the compressed air. As it flows, it will gather the dust, rust and lubricant that exist on the compressed air piping walls and form a soupy mix that contaminates downstream equipment. In an effort to prevent this contamination from occurring, compressed air is normally dried and filtered at various strategic points before it’s sent to plant end-uses. The type of air dryer and level of filtration varies, depending on the quality of compressed air required. (In general, the better the quality of air required, the more expensive it is to produce.) Refrigerated air dryers and desiccant air dryers are two of the most common types. Refrigerated air dryers… These types of dryers cool air to near the freezing point of water using a refrigeration circuit and a heat exchanger. As the air cools, water condenses out of it and is removed via a water separator. This produces a dew point (the temperature at which the moisture within air starts to condense) of between 35 and 40 F. It is the refrigeration circuit in these dryers that consumes most of the energy; a smaller amount of energy is lost due to pressure differential. Rated specific power on these units is about 0.8 kW/100 cfm. Desiccant dryers… These types of dryers use a moisture-adsorbing material, such as activated alumina, to remove water molecules from the air stream. Most models incorporate two separate vessels containing desiccant: When one vessel is drying, the other is regenerating to remove adsorbed moisture. Once regeneration is finished, the dryer automatically switches sides. The regeneration process consumes

OCTOBER 2013

most of the energy in desiccant dryers; a small amount of energy is lost due to pressure differential. These types of units typically produce compressed air with dew points of -40 F. Rated power consumed ranges from 2.0 to 3.0 kW per 100 cfm. The key to energy efficiency of compressed air dryers is realizing that standard units consume near full power—even at light (or zero) loads. Because such dryers are usually sized for the worst-case scenario (i.e., the hottest, most humid day, when the compressor is at full load), the average loading at normal conditions is typically much less than the dryer rating. Thus, it’s desirable to select a dryer that can turn its energy down with reduced loading. A second benefit can be gained if the dryer has a low-pressure differential. Cycling or thermal-mass refrigerated dryers reduce energy with reduced loading. For desiccant dryers, the use of dew-point controls or capacitive sensing of the desiccant moisture content will reduce wasted energy from unnecessary regeneration cycles. Often, the choice of these strategies will pay for themselves very quickly. More information on this topic and others can be found in the Library section of the CAC Website, or in our Best Practices for Compressed Air Systems Manual. MT For more info, enter 02 at www.MT-freeinfo.com

The Compressed Air Challenge® is a partner of the U.S. Department of Energy’s Industrial Technology programs. To learn more about its many offerings, log on to www.compressedairchallenge.org, or email: info@compressedairchallenge.org.

MT-ONLINE .COM | 15

FOR ON THE FLOOR An outlet for the views of today’s capacity assurance professionals Rick Carter, Executive Editor

Skills Shortage As Real As Ever We’re told to embrace change because it’s coming (like it or not). But for those affected by the U.S. skills shortage, change has so far been a no-show. Consistently ranked a top challenge for industry, the shortage of skilled labor for key manufacturing positions has received a lot of coverage and well-meaning attention in the past half-decade, yet still shows little improvement. Our Reader Panelists confirm this disturbing fact—again. Three years have passed since they were last asked about their skills-shortage problems. With few exceptions, the new responses on the subject, below, virtually match the old ones. I regret the repetition. I also hope another three years won’t pass before the news improves.

Q: How does your current skills-shortage issue compare to the situation you had three years ago? “The skills shortage continues to worsen. Very few young people are encouraged to pursue a career in the skilled trades.” … Reliability/Maintenance Engineer, South

Q: Does your company still have trouble filling skilled positions?

“I can’t see much difference. This has been a growing problem for several years.” … Senior Maintenance Mechanic, South

“Yes, we are having a very difficult time hiring qualified maintenance technicians, especially those with PLC knowledge.” … Senior Facilities Engineer, South

“Our situation is about the same. We have been trying to grow and improve our maintenance staff for more than two years.” … Senior Facilities Engineer, South

“We continue our struggle to find experienced maintenance technicians. We have been relegated to hiring young people right out of vocational maintenance programs with little or no experience.” … Reliability/Maintenance Engineer, South

“It hasn’t proven to be a problem, now nor then. That doesn’t mean it couldn’t become one.” … Maintenance Engineer, West

“It is becoming increasingly hard to find people. Most who seek higher education aren’t interested in this type of work and many who are consider it ‘just a job’ and don’t want to develop skills.” … Senior Maintenance Mechanic, South “With few exceptions we’re not refilling positions, skilled or otherwise. But when we do, we are finding a lot of qualified people.” … Maintenance Engineer, West

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“We are still having trouble filling trades positions, particularly electricians. Most have experience only in construction or home building. We have hired some of them and they generally are not able to catch on with the logic or the programming.” … PM Leader, Midwest

MAINTENANCE TECHNOLOGY

“It’s much worse. Hiring is brisk in our area, and we lose personnel as fast as we can fill positions due to demand from local manufacturers with openings that pay higher starting rates.” … Maintenance Supervisor, South Q: What does your company do to mitigate skills-shortage problems? “I cannot convince my company to do anything [in this area]. I’m told there has to be somebody out there.” … Senior Facilities Engineer, South

OCTOBER 2013

FOR ON THE FLOOR

“Our company has established maintenance training centers at each of our U.S. locations, and we have established vocational school scholarships for kids with interest in maintenance at local high schools.” … Reliability/Maintenance Engineer, South “Our company spends a lot of time and money on training, both in-house and outside. Most of the in-house training is mandatory, but we have many opportunities for specialized training outside. This is voluntary and many don’t take advantage of it.” … Senior Maintenance Mechanic, South “We have discontinued [most] training due to budgeting issues and lack of time due to understaffing.” … Maintenance Supervisor, South Q: What, if anything, do you think government could do to address the skills shortage? “This is not the government’s issue. If people are not willing to work for the skill sets and companies are not willing to assist developing them, why should the government be involved?” … Senior Facilities Engineer, South “The government should stay out of it. The private sector will sort this out. It is the government’s steering of every child to pursue a college education that has created the problem in the first place.” … Reliability/Maintenance Engineer, South “They could offer grants specifically for technical schools.” … Senior Maintenance Mechanic, South “Considering there are at least 47 federal employment and training programs, I think the government is doing too much already.” … Maintenance Engineer, West “Link trade schools with high schools and junior colleges.” … Maintenance Supervisor, South

OCTOBER 2013

The jobs are there, but… In a country where unemployment figures are a regular component of daily news, it can be hard for some to believe that manufacturing has jobs to be filled. “The jobs are there,” notes a Panelist from the West, “but no one seems to want them.” He agrees with other Panelists that the nation’s emphasis on a four-year college education is part of the problem. “We do not see a PhD repairing your car or processing your food,” he says. “It’s the skilled laborers that keep this country going.” But this concept may be foreign to younger workers. As another Panelist notes, when his operation does find qualified workers, “many of our young hires don’t stick around. The hours are too long and they don’t like the call-outs on weekends and nights.” He adds that his company has been reluctant “to put extra people on the payroll for them to learn, so we now have a pending crisis.” This view suggests that industry itself must share at least partial blame for the skills shortage. A consultant from the Midwest concurs. Not only are certain companies reluctant to hire, he says, some are too quick to release older, experienced workers without tapping their knowledge. Coupled with “the low esteem many organizations have for their maintenance departments,” he says, such practices will put companies in a bind. World-class organizations operate differently, he says, “by hiring the right people—who are not the cheapest—and developing their own internal apprentice and mentoring programs.” Solutions to the skills shortage will be more obvious and simpler to enact, predicts this Panelist, when “CEOs and CFOs become less concerned with the cost of maintaining their equipment and more concerned with the cost of not maintaining it.” MT The Maintenance Technology Reader Panel is comprised of working maintenance practitioners who volunteer to answer bimonthly questions from our editorial staff. Panelist identities are not revealed, and their responses are not necessarily projectable. The Panel welcomes new members: Have your observations included in this column by joining the Reader Panel at www.mt-online.com. Click on “Reader Panel” under the “Info” tab, and follow the instructions. If accepted, you’ll be entered into a drawing for a cash prize after one year of active participation.

MT-ONLINE.COM | 17

AUTOMATION INSIDER

Flexible, Scalable Fieldbus For Asset Performance Gary Mintchell, Editorial Director

elcome to the fourth column in this series covering industrial networking and how these networks benefit maintenance, reliability and operations functions in a plant. I have previously covered HART Communication Protocol, Foundation Fieldbus and the FDT standard for displaying status and diagnostic information from the field. This month’s topic is “all things Profi.” Profibus is a device-level fieldbus for connecting various devices, primarily in factory automation. Profibus PA extends the standard into process automation applications. Profinet is the Ethernet implementation of the standard. Similar to HART and Foundation Fieldbus, Profi networks are digital networks featuring simplified wiring among devices and controllers. Via a single cable, Profibus links controllers or control systems with decentralized field devices (sensors and actuators) on the field level and also enables consistent data exchange with higher-ranking communication systems. The consistency of Profibus is enabled through a single, standardized, application-independent communication protocol that supports fieldbus solutions in factory and process automation, as well as in motion-control and safety-related tasks. Part of the Profibus value proposition is its ability to cut costs and improve operations across the life cycle of a plant— from design though ongoing maintenance and even revamps. It does this in many ways: At the engineering stage, it simplifies plant design, eliminates hard wiring and requires less hardware, leading to faster commissioning and lowered costs. It supports better diagnostics, so commissioning is much faster. Profibus also helps achieve improved productivity and higher product quality through the delivery of better, moretimely data to operations and management staff. In addition, it supports advanced strategies that allow plants and equipment to be better managed and maintained. A huge number of vendor companies have developed Profibus-capable devices for discrete and process automation, so system integrators have plenty of choices. This leads not only to security and flexibility of supply, it also means healthy competition among vendors—and pricing that is highly favorable to end-users. The applications coverage has been

continuously extended to include new and relevant functionality, such as integrated Functional Safety and advanced Motion Control. Users have made substantial investments in training, tools, inventories and plants. Benefits of using a digital fieldbus include: ■ Plant asset management. Information from process instruments,

sensors and actuators are available in the controller. ■ Engineering and documentation. Engineering is simpler, and the

documentation is far less complicated as hundreds of separate wires are reduced to just a single cable. ■ Installation. With less hardware, installation is easier and faster. ■ Commissioning. Devices can sequentially be brought online, one

by one, with startup initiated from a central location. ■ Process variables. The diagnostic information and status bytes

available tell the user if they can trust the process variable or not. ■ Manufacturing flexibility. As demand shifts, manufacturing

changes can be implemented rapidly. ■ Maintenance and operations. With the powerful diagnostics of a

fieldbus come improved availability and reduced downtime. I’m still stung by the question posed to me during a presentation at the last MARTS Conference: “Do these things really work?” The answer is yes. I’ve talked with many engineers who have implemented these networks, plant and division managers who have seen the benefits and maintenance professionals who have saved countless hours figuring out a problem. Are you moving into the digital era? Let me know your results and frustrations, if any. MT Gary Mintchell, gmintchell@atpnetwork.com, is Executive Director and Editorial Director of Applied Technology Publications. He also writes at www.themanufacturingconnection.com. For more info, enter 03 at www.MT-freeinfo.com

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MAINTENANCE TECHNOLOGY

OCTOBER 2013

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Enhance Power Equipment Reliability With Predictive Maintenance Technologies Trending is crucial. Condition monitoring of your electrical equipment provides the type of data that helps you anticipate and plan future maintenance activities.

S. Frank Waterer Schneider Electric USA, Inc.

very facility manager should know what the monetary impact of an unplanned outage means to his/her respective operations. When an event occurs, however, the focus is usually on restoring power as fast as possible and at all costs. Often, the tangible and intangible costs are not accounted for during the event. The best way to avoid this financial impact is to reduce the risk of an unplanned outage, which requires time, effort, planning and the funding of an effective maintenance program.

CAPACITY ASSURANCE STRATEGIES

A comprehensive maintenance and testing program should cover all of your electrical-power-distribution systems— regardless of manufacturer—to ensure that all equipment and components operate safely and reliably as originally designed and intended. The ultimate goal is to minimize equipment malfunction, power outages or interruptions to operations or service. Approaches to electrical-equipment maintenance Depending on the process, operating environment or age of equipment, companies may adopt one or more of the following maintenance strategies: Reactive maintenance… ■ Repair work conducted after a failure or breakdown,

often completed as an emergency

The value of predictive maintenance Predictive maintenance (PdM) technologies enable companies to perform an effective amount of maintenance at an appropriate or practical time. Often referred to as conditionbased maintenance, predictive maintenance tools monitor the conditions of in-service equipment, either continuously (online) or at periodic intervals. Since many predictive maintenance technologies are utilized on in-service equipment, disruptions to facility operations can be reduced. Having regular access to the current state of the equipment provides valuable information to determine when maintenance should be performed. From a cost-effective standpoint, it should take place before the equipment loses optimum performance. Conditions that can be monitored on “in-service” electrical equipment include the following: Transformer

Temperatures, liquid levels, nitrogen blanket, insulating-fluid deterioration, gas analysis

Tap Changer

Operating time, voltage bandwidths, insulating-fluid deterioration

Circuit Breaker

Opening, closing time, available magnitudes of l2t energy

Switchgear

Temperature of connections, insulation condition

Motor

Starting time, number of operations, power, insulation breakdown

■ The most costly of all maintenance strategies

Preventive maintenance… ■ Routinely performed maintenance, regardless of

the equipment's condition ♦May be unnecessary, based upon condition of the equipment ■ Specified list of inspections, cleaning, testing and

part replacement ■ Less expensive than reactive maintenance, but more

costly than predictive maintenance Predictive maintenance (or periodic diagnosis)… ■ Scheduled, based on diagnostic evaluations

♦ Factors like equipment age, environmental stresses, criticality of equipment, utilization, etc., affect decisions concerning maintenance schedule ■ Provides significant reduction in equipment-related

incidents ■ Least expensive of all maintenance strategies

An efficient maintenance strategy will identify the type and amount of maintenance to be performed as well as the frequency for maintenance activities on each piece of electrical-distribution equipment. OCTOBER 2013

Cable Connections Insulation breakdown

Specific PdM technologies Power-system assessments. . . Power-system assessments are often the first necessary inspections to be performed after the equipment was originally installed. Completed by professional electrical engineers trained in power-system analyses, power-system assessments provide for visual inspections of portions or all of the existing power-distribution system. Power-system assessments determine the present electrical and mechanical “health” of the electrical equipment and power-distribution system, and how long they will likely continue to function as originally designed and intended. Defects, deficiencies, deteriorations, hazards or weaknesses in existing electricalpower-distribution system installations are also identified as part of a power-system assessment. Issues discovered as a result of the assessment are prioritized based upon one of four factors: 1. The safety hazard to electrical workers 2. The impact of the occurrence on key process elements MT-ONLINE.COM | 21

CAPACITY ASSURANCE STRATEGIES

3. The probability of an occurrence 4. The ability to respond quickly to correct the negative effects of the occurrence (vulnerability) Power-system assessments can be customized based upon the need to reduce risk to your facility from reliability issues, process disruptions, code violations and/or outdated workplace safety requirements. Infrared (thermographic) inspections. . . Infrared inspections use an infrared (IR) camera to detect anomalies not noticeable to the naked eye. In an electrical setting, infrared inspections identify hot spots that can be a precursor to equipment malfunction, which leads to unplanned downtime. Heat rise in electrical equipment can be the result of:

How it works: During a planned outage, wireless temperature sensors are installed in low-voltage and medium-voltage equipment* in areas usually not accessible with an infrared camera. Utilizing wireless technology eliminates the need for special cables and provides lower installation costs than other types of online condition-monitoring equipment. Temperature data is transmitted from the sensors to a nearby receiver via radio frequency signals. The receiver is connected to a computer via serial or Ethernet. The data can be collected, compiled, analyzed and reported by a dedicated software package or via a SCADA program with Modbus TCP connectivity. Desired or specific alarm set points can also be programmed. (*Sensors can also be installed on equipment with high arc-flash ratings, allowing equipment condition to be monitored without a risk of danger to personnel or equipment.)

■ Poor or loose electrical contacts or connections ■ Unbalanced electrical loads ■ Defective components

Having infrared inspections routinely performed may qualify a company for reduced insurance premiums.

Infrared Windows Enhance Safety Since infrared inspections are performed while equipment is in service and under load, equipment covers typically need to be removed. Infrared windows installed in equipment panels permit permanent access for inspection of electrical components without disturbing operations or removing covers. These window are made of a glass-like material that is transparent to infrared rays and allows hot spots to be registered by a thermographic camera. Online temperature monitoring. . . Online temperature-monitoring technology provides 24/7 access to critical connection points where traditional thermography cannot be used. Continuous monitoring provides the means to evaluate the equipment’s current condition and detect abnormalities at an early stage. Conduction problems caused by loose connections or deterioration of contact surfaces result in a local temperature rise, which contributes to a deterioration of insulation properties and the reduction of the contact quality. Thermal runaways induced by conduction problems also deteriorate the insulating material and cause disruptive dielectric discharges, resulting in arcing faults. 22 |

MAINTENANCE TECHNOLOGY

Insulating-fluid analysis. . . This predictive maintenance technology measures the physical and chemical properties of insulating fluids within liquid-filled transformers and load tap changers. Since transformers represent a substantial investment in a company’s electrical-distribution system, they must be maintained properly to maximize their reliability and useful life. An insulating-fluid analysis can detect the breakdown of the internal insulating systems along with a variety of other potential issues. Common tests performed on electrical insulating fluids include: ■ Clarity: Evaluates the clearness level and discoloration

of insulating fluids and checks for suspended or settled particulates. ■ Viscosity: Evaluates the density of the insulating fluid

relative to the manufacturer’s product data sheets and inspects for breakdown or contamination ■ Moisture Content: Increased moisture content can

negatively affect the insulating properties of the insulating fluid and cause dielectric breakdown. ■ Acid Number: As oil degrades, it produces charged

by-products—including acids and hydroperoxides— that adversely affect the fluid’s insulating properties. ■ Dielectric Strength: This is the maximum voltage that

can be applied across the fluid without electrical breakdown or flashover. A substantial reduction in dielectric strength may indicate that the insulating fluid can no longer perform as intended. OCTOBER 2013

CAPACITY ASSURANCE STRATEGIES

Reducing the risk of an unplanned outage requires time, effort, planning and the funding of an effective maintenance program. ■ Power Factor: In transformers, a high power factor is an

indicator that the insulating fluid has a significant power loss, usually caused by contaminants (water, oxidized oil or degrading cellulose paper). ■ Dissolved Gas Analysis (DGA): Concentrations and ratios

of certain gases in the insulating fluid may be indicators of operational problems with the transformer. Three DGA examples are: ♦ High levels of carbon monoxide in relation to other gases may be a symptom of thermal breakdown of cellulose paper. ♦ High hydrogen levels, in conjunction with methane, may point to a corona discharge in the transformer.

♦ Acetylene levels may indicate arcing within the transformer tank. Possible issues can be discovered in time, and outages can potentially be avoided. In addition, an efficient approach to maintenance can be adopted and the optimum intervals determined for insulating-fluid processing, repairs or replacement. Partial-discharge monitoring. . . Partial discharge is a leading indicator of insulation breakdown and occurs in electrical equipment under high voltage stress, usually greater than 2000 V. Higher system voltage and greater amounts of leakage current correspond to a higher potential for damages or downtime. Specifically, partial discharge is a localized electrical discharge in an insulation system that does not completely bridge the electrodes. As insulation systems age,

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OCTOBER 2013

MT-ONLINE.COM | 23

CAPACITY ASSURANCE STRATEGIES

Predictive maintenance technologies offer the types of cost-effective solutions that maximize reliability and increase workplace safety.

they become more susceptible to breakdown. Continuous monitoring provides early warning alarms to help prevent extensive damage to electrical equipment and downtime before it occurs. Technology is available to detect and notify facility engineers or maintenance and operations personnel of impending insulation breakdown. Partial-discharge monitoring is applicable on equipment rated 5kV to 500kV, where the age of the insulation could be cause for concern. Specific equipment applications include: ■ Metalclad switchgear and switches: 5kV and 15kV ■ Motors and generators > 2.4kV ■ Large power transformers and bushings ■ Substation yard structure-mounted voltage transformers and

current transformers ■ Generator step-up transformers and bushings

How it works: Sensors are installed on equipment during a planned outage. They are wired to a monitoring unit, which can be tied into an existing SCADA system via open protocol (Web hosting is also available). The sensors monitor: ■ Magnitude (mV or pC) - Size or volume of the deficiency ■ Pulse Count (PS) - Number or growth of deficiency ■ Intensity/Power (mW) - Destructive power of the partial

discharge events ■ Signature - Both phase and type of deficiency

Monitored results are evaluated and compared against an existing database. Trending data helps anticipate problems so that engineering and operations personnel can plan future maintenance activities. Circuit-monitor analysis Circuit monitors (CM) record data relating to system voltages, current magnitudes and power consumption. CMs also offer a full range of power-quality features to help facility managers and engineers understand where and when dangerous and destructive transients, sags and swells occur. These include: ■ Waveform capture and wave shape analysis ■ Disturbance recording ■ Disturbance direction detection ■ Transient analysis

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MAINTENANCE TECHNOLOGY

OCTOBER 2013

Some circuit-monitor models can provide data on other utilities—including gas, compressed air, water and steam—to help management control operating costs. Whether they are addressing operational or power quality, circuit monitors have the ability to diagnose potential problems and minimize downtime. Intelligent protective devices Circuit breakers. . . ■ Electronic trip units or separate monitors can provide

intelligent information regarding an individual circuit breaker’s status, which includes: ♦ General condition: Identification, position, number of operations, cumulative interrupted currents, integrity of interrupting medium for medium-voltage (SF6 or vacuum) ♦ Mechanical condition: Operating times, charging time, travel-time curve, excess closing energy, wear of contacts ♦ Control circuit/auxiliaries: Supply voltage, supervision of trip coil circuit or sensors circuit

Meg-ohm-meters and multi-meters only see 10% of electric motor problems.

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■ Provides advanced planning ability as “condition-

based” activity instead of routine maintenance Motor control centers. . . ■ Intelligent motor starters allow cost-effective moni-

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Resistance Stator Rotor Contamination

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♦ Digital display can be mounted on the door to minimize the need to open/close. ♦ Motor run time can be easily tracked. ■ Intelligent monitoring functions include:

♦ Current: Thermal capacity, line currents, average current, ground current, motor temperature (sensor) and current phase imbalance ♦ Voltage: Frequency, line-to-line voltage, line voltage imbalance ♦ Power: Active and reactive power, power factor, active and reactive energy OCTOBER 2013

Contact us today to learn how our line of electric motor testing equipment will revolutionize your motor testing capabilities! info@alltestpro.com

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■ Electrical-signature analysis can detect:

♦ Rotor-bar damage ♦ Stator electrical faults ♦ Defective bearings ■ Maintenance can be scheduled on an as-needed basis.

Typical Identifiable Root Causes of Motor Control Center Outages: ♦ Power Quality

♦ Voltage and Current Waveforms

♦ Harmonic Voltage Factor

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Benefits of a predictive maintenance program Industry trends point to reduced maintenance staffs and budgets coupled with aging electrical equipment. Predictive maintenance technologies offer the types of cost-effective solutions that maximize reliability and increase workplace safety. Incorporating them into a company’s maintenance strategy enhance's the operation's ability to successfully: ■ Determine the operational status of equipment ■ Evaluate present condition of equipment ■ Detect abnormal conditions in a timely manner ■ Initiate actions to prevent possible forced outages

In short, monitoring your equipment condition and analyzing trending data to help anticipate and plan future maintenance will help you save time and money. MT (Note: Electrical equipment should be installed, operated, serviced and maintained only by properly trained and qualified personnel.) Frank Waterer is an Electrical Engineering Fellow with Schneider Electric USA, Inc. In addition to his many years in various engineering and R&D roles with Square D, he served, among other things, as Chair of the PES/IEEE Committee responsible for the design, development and installation of IEEE Standards relating to all surge-protective devices.

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MAINTENANCE TECHNOLOGY

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OCTOBER 2013

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Lubrication Checkup Single-Point Lubricators By Dr. Lube, aka Ken Bannister

Symptom: “We’ve begun using a variety of single-point lubricators for remote plant bearings on HVAC rooftop units, cranes, conveyor drives, etc. While our bearing failure rate has decreased drastically, we still experience failures. Is that normal for this type of automated lubricator?”

Diagnosis: Automatic single-point lubrication (SPL) devices are relatively inexpensive, compact and easy to operate when engineered and set up correctly. They can continuously deliver full-film lubrication to single or multiple bearing points for up to two years on one lubricant charge. There are four major SPL types:

Specialty lubricants for sustainable efficiency “Sustainable industrial production” means long-term, holistic thinking. Key examples include minimal unplanned downtime, less friction and reduced lubricant consumption. The effect: lower energy consumption, less CO2 emission, longer maintenance intervals and longer component lifetime. To keep up with your sustainability goals, we are continually improving our environmentally-friendly lubricants. Klüber Lubrication North America L.P. info@us.kluber.com www.klubersolutions.com/ sustainability4

your global specialist

1. Mechanical: Grease-gun-filled and reusable, spring-actuated; relies on atmospheric and system backpressure to slow lubricant release. 2. Chemical: Pre-filled single-use; employs a chemical reaction to generate expandable gas acting on a flexible diaphragm to push the lubricant into the bearing; once invoked, can’t be stopped or influenced until all lubricant is discharged. 3. Electro-Chemical: Pre-filled single-use; employs a battery-operated programmable timer that sends an electrical charge into an electrolyte to produce an inert expandable gas that acts against an expandable bellows to push out lubricant. 4. Electro-Mechanical: Battery-operated, motor-driven device attached to a small positive-displacement piston pump; fully controllable and refillable; higher discharge pressure allows coupling to “splitter” devices and lubrication of numerous points simultaneously with one pump. Each type demands different set-up and maintenance procedures. Their success relies on the user understanding exactly how to install and operate the chosen type, compensating for ambient condition factors and performing regular preventive checks while the SPL is in operation. Lack of discipline in this area can easily lead to incorrect use and bearing failure. A second reason for bearing failure can be attributed to use of the wrong grease. Many SPLs come pre-filled with a specified lubricant that can easily be mixed and/or mismatched when units are taken from inventory. Be careful.

Prescription: Keep your approach toward SPLs simple and consistent: Choose a design that best suits the application and use only that type of lubricator. Closely read and follow the OEM’s instructions for setting up, operating and maintaining the unit. Then train all staff on its use. Good luck! MT Lube questions? Ask Dr. Lube, aka Ken Bannister, author of the book Lubrication for Industry and the Lubrication section of the 28th edition Machinery’s Handbook. He’s also a Contributing Editor for Maintenance Technology and Lubrication Management & Technology. E-mail: doctorlube@atpnetwork.com.

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MAINTENANCE TECHNOLOGY

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ON THE

It Also Takes A Little TCO According to automation and controls giant Honeywell Process Solutions, true sustainability can’t be realized without factoring total cost of ownership into the calculation. Rick Carter Executive Editor

30 |

MAINTENANCE TECHNOLOGY

Road TO

ith nearly half of its products linked to energy efficiency, Honeywell is a leader in promoting sustainable operations for manufacturers and facility operators worldwide. But the respected New Jersey-based company doesn’t limit its discussion of sustainability to energy efficiency. To achieve the highest level of sustainability, it recommends also putting on a green visor to study the numbers—all of them. Most important, say its experts, are those tied to the total cost of equipment ownership, an accounting procedure that enables managers to calculate any system’s true cost (based on all related factors, direct and indirect) over an actual or projected lifetime.

OCTOBER 2013

ON THE ROAD TO SUSTAINABILITY

Honeywell’s Doug Bach says TCO and sustainability can be “both parallel and overlapping.”

“TCO and sustainability can be both parallel and overlapping,” says Doug Bach, a Honeywell Process Solutions Customer Marketing Manager based in Phoenix, AZ. Plants seeking to integrate sustainable principles into their operation typically focus on reducing costs related to energy and maintenance, he says, expecting to move forward with the same or greater reliability and less environmental impact. But other equipment costs and expenses affect this goal as well, such as those related to acquisition, upgrades and ongoing support. For this reason, says Bach, “There needs to be an equation that considers the benefits and justification of doing many different things to the equipment over time. The total cost of ownership is never just about the cost of buying equipment,” he explains. “It’s everything else.” Honeywell’s TCO-based approach includes what Bach calls a “migration path forward” that involves “having a written plan to stay on that path and understanding the useful life of a system.” A system’s “useful life” is a key term with regard to TCO. Applied correctly, TCO covers the necessary details about the support needed to reach a calculated useful life and, consequently, to prevent dollars being spent on systems that have become obsolete. TCO calculations can be applied to any type of equipment or capital purchase. Bach’s frame of reference centers on the automated distribution control system (DCS) hardware and software for which Honeywell is known. His customers are largely process manufacturers that use DCSs to digitally control continuous and/or batch output at multiple locations through hundreds or thousands of I/O (input/output) devices. DCSs are also used to control equipment, such as variable speed drives. The job of maintaining and supporting such systems is usually entrusted to highly trained in-plant specialists, vendor implementers or both. It’s at this point, Bach suggests, where attainment of true sustainability can be missed if the type of written automation plan he refers to is not in place. Without one, it’s too easy to assume a DCS (or any other system) is humming along as designed, when in fact it could be wasting money, which fits no one’s definition of sustainability.

Industry Trends That Impact TCO TCO (total cost of ownership) comes into play whether equipment owners calculate it as a real number, see it as an abstraction or don’t recognize it at all. Numerous broad-based factors impact it, including the aging workforce, the skills shortage and aging plant infrastructures. Others are more focused, such as those uncovered in a 2008* survey of process automation system operators conducted by the ARC Advisory Group. Their responses indicated that: ■ 84% planned to run their installed

systems up to 10 years beyond the

OCTOBER 2013

suppliers’ stated obsolescence date (the date after which repair of components and technical support is no longer offered by the supplier).

■ 58% did not have a written life-

■ 64%, in fact, operated installed

*Honeywell process automation experts believe that the 2008 figures continue to represent current conditions accurately.

process automation systems 11 to 20 years beyond their system’s calculated useful life. ■ 69% did not believe that passing

their system’s obsolescence date was a reason to fund a system upgrade as long as it continues to operate reliably.

cycle management policy that would incorporate TCO calculations and strategies to keep TCO at an assigned level.

Source: ARC Advisory Group, “Trends in Process Automation System Lifecycle Management & Operational Services” report, 2008.

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ON THE

Road TO System support reduces TCO Bach makes clear that his job is not to make the case for what he calls “rip and replace” projects for systems that have reached a certain age. It’s about providing customer education and support for systems, almost regardless of age. “I deal with DCS hardware that might be anywhere from 11 to 16 years older than the initial calculated useful life. We also have 35-year-old equipment that is still running and we have programs to wrap a level of support around those customers. But at some point,” he adds, “an aging system does become a risk and a potential downtime situation, so we work to help customers understand when they need to make decisions about useful life and keep their systems supportable.” That level of advice can only result after in-depth customer/vendor interaction. Sample questions Bach might ask to create a TCO profile include: ■ How willing is the company to maintain a system at levels

needed to reach its calculated useful life? ■ What level of accountability exists among key roles at the

company? ■ Are metrics being used, tracked and reported? Are they

linked to goals? ■ Are best practices written and shared? ■ How comfortable is the company adopting new tech-

nology? ■ Are the company’s systems proprietary or open? ■ Is maintenance of the installed DCS a core competency? ■ What types of long-term support partnerships does the

company currently have? A structured assessment is undertaken to provide such details and create “a baseline of where the customer is,” says Bach. “This will include a discussion around risk, unplanned downtime and problem resolution. For example, we’ll find out if procedures have been created for when a problem arises or if the site has a talent-succession plan. If someone retires and a skillset goes missing, we’ll identify that.” Bach says he often finds “the opposite of a total-costof-ownership mindset” in plants, especially those that lack basics like system back-ups. “One client had to restore and didn’t have up-to-date back-ups,” he says. “They also had no written disaster-recovery plan and lacked critical spare 32 |

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parts that would be needed if a failure occurred. Maybe they were trying to cut back and decided they didn’t need to have certain parts onsite. But at this point, their total cost of ownership goes way up because they would most likely have to expedite a part, potentially pay extra for it and probably wait a couple of days to get back on line.” Even more costly to operate can be plants that lack an overarching strategy. “Nearly half of the customers we talk to don’t have written, well-communicated life-cycle management plans,” says Bach. “This means they don’t have that link between business strategy and support strategy. So if they’re not managing cost across multiple sites and getting into integrated-service agreements and really looking into managing an installed system with an eye on five years down the road, they’re potentially spending too much to keep their systems running.” Post-assessment solutions are, naturally, as varied as each client’s specific needs. Bach pinpoints training, however, as a common major concern among the many plants that face the double challenge of aging equipment and retiring workers. The new open-technology platforms for automated systems, he says, add to that challenge because they require a different skillset than older, proprietary systems. “So from a maintenance perspective, I’m talking to people who are thinking about retiring and I’m talking to the people who are replacing them,” says Bach. “The new people may be IT-savvy and welleducated, but lack process-control experience, so our training programs are likely to include components like remote-technology to help them do their job better. All of this is part of total cost of ownership in the Honeywell world,” he adds. “It’s driven by our customers having to do more with less, and our goal to have them lean on us for guidance.” Not a ‘flavor of the month’ Honeywell’s emphasis on TCO is not new, says Shawn Gold, Global Program Manager for Honeywell’s Services Marketing Group, based in Vancouver, Canada. “We are talking about it now,” he says, “but more importantly, we’ve been practicing it for years.” He refers to the company’s longtime focus on supported product evolution, which helps keep TCO low and is the opposite of planned product obsolescence. Plant owners naturally want to get as much value from their investment as possible, he says, and they fear obsolescence, but often lack the knowledge, time and resources to take full advantage of what they have. According to Gold, Honeywell has emphasized long-term value since the mid-1980s, when a technological leap over its DCS offering from a decade earlier convinced the company “that we had to ensure customers could keep their systems current and have access to all necessary services: that rip-and-replace was not necessary with Honeywell. This has been ingrained in our actions, if not always our words.” OCTOBER 2013

ON THE ROAD TO SUSTAINABILITY

requirements of maintaining open-technology equipment. “Open systems are more work,” he says. “They will require a periodic technology refresh, for example, and you’ll have to deal with cybersecurity management.” Because open technology opens the door to viruses and other cyber events, including cyber attacks, there’s little room for complacency when it comes to system management. “Any plant using open technology needs to know what a cyber event would cost,” says Gold. This must include the probability such an event would cause a production loss and a certain amount of time to repair. “We do that kind of analysis for our customers,” he says. “We can also predict the probability of that happening, based on the industry they’re in.” Gold says plant operators should realize that if they do come under a targeted cyber attack, “there is little chance of stopping it. You must invest in an appropriate level of security and hope the attackers go after an easier target. Based on your knowledge of what a cyber attack would cost if it happened to you, you can determine what you might be willing to spend to stop it from happening or reduce the risk significantly. That is what an effective TCO analysis has to include.” TCO isn’t a new focus at Honeywell, says Shawn Gold, but is receiving more emphasis as a way to help customers tame the growing complexity of automated systems.

With the growing acceptance of open-technology platforms, Honeywell now predicts that the TCO approach is poised to play a far more important role in manufacturing. “If you’re getting into a world with more change,” says Bach, “you need to take a look at the impact that’s going to have. How much needs to be changed, and how quickly? That is a key component of TCO that I don’t think users or manufacturers always understand. Open technology can create additional challenges and risk, like shorter component life cycles for one, even though much of the core equipment includes lower-cost, off-the-shelf products. When you get to the actual core products that you can extend the life on and find a step-wise migration rather than rip-and-replace, you can manage it cost-effectively. But you must have a written plan to manage the open-system life cycle, which is different than the life cycle of a proprietary system. Nearly all of what you already have invested in engineering costs and wiring as well as knowledge and intelligence—which is usually more than the cost of the control products themselves—can be retained.” Gold notes that when strong system support is a given, an accurate TCO calculation helps keep the focus on long-term, sustainable goals and the path to reach them. “Once you know your equipment is supportable, that opens a discussion about how you make sure it stays supportable and sustains its value,” he says. This means following procedures outlined with a TCObased plan. These naturally include basic maintenance (like filter replacement), says Gold, along with the more-challenging OCTOBER 2013

You need help Even without the threat of a cyber attack, it makes sense that today’s plant professional would welcome reliable guidance and support on the automated-technology front. To this end, Honeywell is taking what Bach terms “a more proactive posture toward providing holistic system care.” This includes services like remote patch management and its new Assurance 360 services program, which is designed to better balance the risk-exposure/service-cost equation between Honeywell and its customers. “For other things, like troubleshooting,” he says, “we’ve been telling customers to allow us to observe system behavior while its happening and not just tell us over the phone what they think is happening. The ability to articulate a problem over the phone versus allowing us to see it will enable us to solve things 50% faster, and we’ll be able to identify a problem faster without having to swap files and send things through e-mail.” Gold calls remote capability “a real game changer.” He has similar expectations for an upcoming new product that will help customers better manage cybersecurity. Other areas of emphasis for the company will include change-management and best-practice strategies as Honeywell strengthens its efforts to help plant operators understand an increasingly complicated big picture. “The fact is, manufacturers have become overwhelmed with too much technology,” says Gold, “and they don’t have enough resources to handle it all. Helping them better understand TCO and how to manage their systems effectively is clearly in their best interest,” he adds, “as well as in the best long-term interest for Honeywell.” MT For more info, enter 05 at www.MT-freeinfo.com MT-ONLINE.COM | 33

CAPACITY ASSURANCE STRATEGIES

Next-Gen Power: Reliability-Centered Maintenance Delivers Savings

The power industry is investing heavily in new technologies to harvest energy from renewables. New technologies, though, can introduce new, perhaps massive, maintenance costs. What to do? Special To MT

s we march further into the 21st century, the power sector is undergoing a massive shift. With climate change high on the global agenda, the industry as a whole is committed to finding alternatives to conventional fossil fuels. Low-carbon power sources like wind, solar and hydro are being pursued by even the most traditional power companies.

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OCTOBER 2013

CAPACITY ASSURANCE STRATEGIES

To meet this commitment to produce a certain amount of power from renewable energies, operators must invest significant amounts of money in new technologies and new assets, which, in turn, bring a raft of other costs impacting the bottom line: Maintenance is a big one. Consider this scenario: ACME Power is a global power generation and distribution company. It recently committed to generating 25% of its total power using renewables, and has invested $X in purchasing 250 wind turbines and siting them in an ideal, windswept location. Each turbine is capable of producing 2.3MW with a typical efficiency of 30%. The entire wind farm will contribute to 8% of the total power generation for ACME Power, which at its most efficient is 450MW. While it looks like a great investment on paper, ACME Power is concerned that maintenance—as yet an unknown entity for the new technology—will prove a costly blow. For example, in the event that significant repairs are required to one of the massive wind turbines, the crane needed to maneuver the turbine is very hard to come by. It can take months for a crane to become available, and the costs for transport and hourly hire are huge. What is the risk of a crane not being available? Is ACME Power better off buying one outright, sharing the cost with neighboring companies or shouldering the occasional, yet very expensive, hire cost? This is a typical scenario, and just one of the many factors that need to be considered when new technologies like wind turbines are introduced into existing operations.

New technology typically can present a host of unknowns when it comes to operations and maintenance. Even with strong support from the OEM and the provision of thorough training for the operations team, it’s still hard to quantify costs and, more important, identify ways to save on maintenance at this early stage. RCM: Early mapping of maintenance plans Proven reliability engineering techniques are used to plot a clear path for maintenance of new assets, and to provide management with reassurance around ongoing costs. Reliability Centered Maintenance (RCM) is one of the most beneficial techniques to use at this point. An RCM study will determine the optimal maintenance strategy for the new assets, as well as predicting the maintenance budget and spares usage over a 20-odd-year lifetime. It will also model different maintenance strategy scenarios to compare risks and improvements over this lifetime, to enable the better long-term management of the assets. Here’s how RCM would work for the hypothetical ACME Power wind-turbine project. First, failure data would be gathered from a variety of sources—such as work-order history, spares usage rates and interviews with the personnel responsible for maintaining the equipment. Given that ACME Power hasn’t been using wind turbines for long, the failure data may not be all that comprehensive. This shouldn’t be seen as a stumbling block. Fig. 1. Average annual cost comparison over 20 years of the two maintenance strategies referenced in the hypothetical ACME Power example

$300,000

$250,000

$200,000

Effects Equipment

$150,000 Spares Labor

$100,000

$50,000

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Optimized MT-ONLINE.COM | 35

CAPACITY ASSURANCE STRATEGIES

$50,000

$40,000 Equipment

$30,000

Labor

$20,000

Spares Effects

$10,000 $0 Equipment Labor Spares Effects

Existing Strategy - 4909.1.1.A.1-Yaw Clamp Cracked Due To Fatigue 0 238.08 1227.6 310290

Optimized Strategy - 4909.1.1.A.1-Yaw Clamp Cracked Due To Fatigue 0 294.018 1425.6 0

Using this data, along with OEM maintenance manuals and spares catalogs, a preliminary RCM model is built (with the intention of fleshing out the model during facilitations with staff). During the process, technicians and engineers can have direct input into the maintenance activities that are included—which, importantly, creates a sense of ongoing ownership of the maintenance strategy. From the facilitation process, the RCM model is validated and then optimized by assessing each failure mode by the cost, safety, environmental and operational contributions to reduce cost and risk. For example, at this point, ACME Power may identify that maintenance of the main gearbox used to power the wind turbine is problematic (given the fact that the main gearboxes cost $300,000 and the aforementioned cranes add significantly to their repair costs). It’s here that further reliability engineering techniques—like Root-Cause Analysis (RCA)—may be deemed necessary to make further improvements to the maintenance strategy. Figure 1 shows the outcome of the RCM report for ACME Power. The first column shows what the operation’s existing strategy will cost per year; the second shows the optimized model. The latter delivers $46,000 savings annually, or close to $1 million over 20 years for each turbine. Figure 2 shows the actual impacts of a specific failure mode where we can see that the optimized strategy has dramatically reduced the effects and costs associated with this failure mode. 36 |

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Fig. 2. Average annual impact comparison of a failure mode over 20 years

Long-lasting benefits An RCM study will deliver long-lasting benefits for any organization that has invested in significant new technologies. Tangible savings are generated through the reduction in unplanned downtime, the avoidance of production losses and a fall in risk-based costs. This type of study will reveal any gaps in the existing maintenance strategy, not to mention provide peace of mind that existing maintenance strategies are working. Using the right technologies and the right facilitators, an RCM study has broader benefits for operations and maintenance teams. It can boost overall capabilities by providing training and development, and by integrating RCM software tools with other processes for continuous improvement. These tools can be used for long-term forecasting of entire fleets of assets, and to empower companies to be on the front foot when it comes to contract negotiations with OEMs for maintenance. In short, an RCM study is a powerful technique for optimizing maintenance strategies for new and existing assets alike—and for delivering real savings in the long term. MT This information was supplied by ARMS Reliability, a global team of consultants specializing in reliability methods. For more info, enter 06 at www.MT-freeinfo.com

OCTOBER 2013

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