Maintenance Technology June 2012 by Applied Technology Publications

GE Measurement & Control

Sorry lunch box.

You’re no longer our favorite portable. Introducing GE Energy’s new lineup of advanced portables for faster and easier machinery condition monitoring—featuring the SCOUT series of portable vibration analyzers. Based on a design with a proven track record of quality and innovation, the SCOUT platform has been engineered from the ground up to deliver better reliability, accuracy, and usability. Its powerful combination of intuitive operation, ease of use, up-to-the-minute data collection, and outstanding storage capacity ensures a premium return on investment and one of the industry’s lowest total costs of ownership.

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SCOUT portables bring our industry-leading Bently Nevada* condition monitoring expertise to the world of portable data collection and analysis. Backed by the powerful Ascent* software platform, they can be used in conjunction with other Bently Nevada technologies to provide dependable, efficient, and cost-effective condition monitoring across your entire plant. Portable data collection has never been easier. Visit our website at:

www.ge-mcs.com/scout

*Trademark of the General Electric Company.

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COMPLIANCE without compromise

SAFETY without sacriﬁce We can all agree, safer is better—especially when safer virtually eliminates the threat of an arc flash incident. With IR Windows from Fluke, NFPA 70 E compliance is easier because you don’t have to open panels or power down to inspect equipment, so you have the freedom to do your job faster, more efficiently, and with total confidence.

Fluke IR Windows exclusive • CLIRVU gives your eyes and your camera a clear, unobstructed view ®

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For more information:

• AutoGround provides effortless compliance with grounding standards ™

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Contents JUNE 2012 • VOL 25, NO 6 • www.MT-ONLINE.com

YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS

FEATURES CAPACITY ASSURANCE STRATEGIES 18

The Rolls-Royce Of Effective Performance-Based Collaboration How a jet-engine manufacturer and service provider helped its airline customers get to continuous uptime has implications for all maintenance organizations. ©JAN ROSE — FOTOLIA.COM

Kate Vitasek, Center for Executive Education, University of Tennessee

CAPACITY ASSURANCE SOLUTIONS 25

Effective Valve Asset Management: Reducing Risks & Repairs Regular monitoring and analysis can help you maintain valves the right way. Michael A. Romano, P.Eng., Tyco Flow Control

THE RELIABILITY FILES 29

Producing Major Savings For A Major Power Producer Water-conditioner systems in generator air-cooling units of a massive power-gen complex are paying off in a number of ways.

THE FUNDAMENTALS 32

Basic Safety Considerations Whether it’s related to personnel or processes, safety is everyone’s concern. Raymond L. Atkins, Contributing Editor

RCA IN CONTEXT 38

Kübler-Ross And Root-Cause Evaluations People seem to exhibit strikingly similar coping behaviors whenever they receive bad news, regardless of its nature. Randall Noon, P.E., Cooper Nuclear Station

...make sure to visit www.MT-Online.com for this month’s 25th Anniversary Article,

“Chronic Events: Panning For Gold” By Robert Latino, now CEO of Reliability Institute, Inc. Tools and technologies may have changed since this feature was first published in the November 2000 MT, but you’re probably still looking for “low-hanging fruit.” This month’s Anniversary Article reminds us again of a particularly good “orchard” from which to harvest.

DEPARTMENTS 6

My Take

8 10 13 14

Stuff Happens

Lubrication Checkup

Technology Showcase

Motor Doc’s Hot Topics

Solution Spotlight

Marketplace

Information Highway

Classiﬁed

Supplier Index

Viewpoint

Uptime Compressed Air Challenge For On The Floor

www.MT-online.com JUNE 2012

MT-ONLINE.COM | 3

June 2012 Volume 25, No. 6 Your Source For CAPACITY ASSURANCE SOLUTIONS

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

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

JANE ALEXANDER

Editor-In-Chief jalexander@atpnetwork.com

RICK CARTER

Executive Editor rcarter@atpnetwork.com

                                                                         

 m

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

RANDY BUTTSTADT

Director of Creative Services rbuttstadt@atpnetwork.com

GREG PIETRAS

Editorial/Production Assistant gpietras@atpnetwork.com

ELLEN SANDKAM

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

JILL KALETHA

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

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

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

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

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

Tap into your Liquid Gold for less than $20 per day!* Looking to increase asset utilization and maintainability, reduce contamination, downtime, energy consumption and/or your carbon footprint? You’re ready for a 7-Step Best Practice lubrication Program! For more information on this “expert in a box” approach, contact ENGTECH Industries

at 519.469.9173 or email info@engtechindustries.com * Amortized over one year

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

JUNE 2012

The Secret To Keeping Electronics Cool! NEMA 12 Cabinet Coolers

The NEMA 12 Cabinet Coolers for large heat loads up to 5,600 Btu/hr. are ideal for PLCs, line control cabinets, CCTV cameras, modular control centers, etc.

A bad choice could cost you thousands! Look Familiar? When hot weather causes the electronics inside a control cabinet to fail, there is a panic to get the machinery up and running again. The operator might choose to simply open the panel door and aim a fan at the circuit boards. In reality, the fan ends up blowing a lot of hot, humid, dirty air at the electronics and the cooling effect is minimal. If the machinery starts functioning again, the likelihood of repeated failure is great since the environment is still hot (and threatens permanent damage to the circuit boards). Worse yet, that open panel door is an OSHA violation that presents a shock hazard to personnel.

• Measures 8" (203mm) high • Mounts top, side or bottom • Enclosure remains dust-tight and oil-tight

NEMA 4 and 4X Cabinet Coolers

NEMA 4 and 4X Cabinet Coolers for large heat loads up to 5,600 Btu/hr. They are ideal for PLCs and modular controls. • Enclosure remains dusttight, oil-tight and splash resistant • Suitable for wet locations where coolant spray or hose down can occur

Type 316 Stainless Steel Cabinet Coolers

Type 316 Stainless Steel Cabinet Coolers for NEMA 4X applications are available for heat loads up to 5,600 Btu/hr. • Resists harsh environments not suitable for Type 303/304 • Ideal for food and chemical processing, pharmaceutical, foundries, heat treating and other corrosive environments

The Real Solution! Stop electronic downtime with an EX AIR Cabinet Cooler® System! The complete line of low cost Cabinet Cooler Systems are in stock and can ship now. They mount in minutes through an ordinary electrical knockout and have no moving parts to wear out. Thermostat control to minimize compressed air use is available for all models. All Cabinet Coolers are UL Listed to US and Canadian safety standards.

Watch The Video!

www.exair.com/48/44048.htm

The only compressed air powered cooler that is CE compliant!

Mini NEMA 12, and, 4 4X Cabinet Coolers

High Temperature Cabinet Coolers

Non-Hazardous Purge Cabinet Coolers

The mini NEMA 12, 4 and 4X Cabinet Coolers for small heat loads up to 550 Btu/hr. are ideal for control panels, relay boxes, laser housings, electronic scales.

High Temperature Cabinet Coolers for NEMA 12, 4 and 4X applications are available for heat loads in many capacities up to 5,600 Btu/hr.

NHP Cabinet Coolers keep a slight positive pressure on the enclosure to keep dirt from entering through small holes or conduits. For use in non-hazardous locations.

• Suitable for ambients up to 200°F (93°C)

• Uses only 1 SCFM in purge mode

• Ideal for mounting near ovens, furnaces, and other hot locations

• For heat loads up to 5,600 Btu/hr.

• Measures 5" (127mm) high • Mounts top, side or bottom • Enclosure remains dusttight and oil-tight

“It took us three days to get a replacement computer cabinet and we didn’t

• NEMA 12, 4 and 4X If you would like to discuss an application, contact:

want to risk another heat failure. Fans weren’t an option since they would just blow around a lot of hot air. Freon-type air conditioners like those on some of our other machines were a constant maintenance project of their own. We purchased EXAIR’s Model 4330 NEMA 12 Cabinet Cooler Jeff Hauck, Lasercraft Inc. Cincinnati OH

System since it was easy to install and requires no maintenance.” For more info, enter 66 at www.MT-freeinfo.com

11510 Goldcoast Drive Cincinnati, Ohio 45249-1621 (800) 903-9247 / fax: (513) 671-3363 www.exair.com/48/440.htm

@exair

MY TAKE

Jane Alexander, Editor-In-Chief

This Month, It’s All About The ‘S’ Words

s usual, I waited until the 11th hour to cast about for a good topic of this month’s column. The disappointing employment—or unemplyment/layoff—stats just hitting the wires seemed like a no-brainer. I could have easily jumped back into “how are we going to equip workers to fill what some lists have been referring to as today’s hardest-to-fill job category: the skilled trades?” Then again, I’ve been there/done that rant a few too many times lately. Instead, I’ve chosen to veer off on another tangent and do something I deplore in editor’s columns (i.e., point to things you’ll be reading and probably figuring out for yourselves). Alas, as most of us in this line of work know all too well, sometimes you just can’t help it. So here goes… From cover to cover, you’ll find that much of our June editorial is associated with “S”-related issues. For example:

•

In a feature entitled “The Rolls-Royce of Effective Performance-Based Collaboration,” Vested Outsourcing proponent Kate Vitasek discusses creation of win-win partnerships between customer-organizations and their SERVICE providers. (Pg. 18)

•

Contributing Editor Ray Atkins, in “Basic Safety Considerations,” his last “Fundamentals” article for us ever (after several great years of wonderful writing), offers a down and dirty personal perspective on SAFETY matters in plants and facilities. (Pg. 32)

•

Randy Noon, a frequent contributor on RCA and other topics, has provided the article “Kübler-Ross And Root-Cause Evaluations,” wherein he discusses SIMILARITIES in coping behaviors of people when they receive bad news. (Pg. 38)

•

Then we’re back to the topic of SERVICES and SERVICE providers in this month’s “Viewpoint,” entitled “Today’s Holistic Landscape: Embracing Lifecycle Service,” by Logan Brubaker, of Siemens Industry, Inc. (Pg. 48)

Along the way, you’ll no doubt run across a couple of pages highlighting the great SYNERGIES between Maintenance Technology and its sister publication, Lubrication Management & Technology. That’s my cue to remind you and other members of your teams that you all can—and should— be receiving both publications. If you aren’t yet taking advantage of this “two-fer,” we’ve made it easy to SIGN UP. Please visit www.MT-online.com/subscribe to ensure your SUBSCRIPTIONS to both magazines. We don’t want you to miss any of these reliability-focused issues. MT jalexander@atpnetwork.com

P.S.: I have another reminder for you. Our question of the month asks, “Which equipment systems at your site give you the most grief?” Please tell us (and why) at www.MT-online.com/question.

maintenance technology

JUNE 2012

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NEWS STUFF HAPPENS

HI CAREER HQ JOB BOARD EXPANDS ITS REACH The Hydraulic Institute (HI) has partnered with the Engineering & Science Career Network (ESCN) to extend the reach of its HI CareerHQ Website (careerhq.pumps.org/) to the benefit of both employers and job seekers. Job postings will now reach a far broader audience of interested parties, and employers will be able to use advanced search tools to identify highly qualified candidates from a database of over 25,000 resumes. Job seekers, in turn, will be able to search from hundreds of postings to find jobs meeting their desired criteria. HI Career HQ serves as an effective recruitment tool for pump manufacturers, suppliers, engineering consulting firms, end-user organizations and others seeking experienced pump and systems personnel. When a job is posted on this site, it’s automatically emailed to over 10,000 pump-industry professionals. Postings will also appear on 40+ partner sites of the ESCN, as well as on both Google Jobs and Indeed.com to further broaden exposure.

PEOPLE PEOPLE...

Atlas Copco has appointed John Brookshire as General Manager for the company’s U.S. Compressor Technique Customer Center. His new position brings Brookshire, a 28-year Atlas Copco veteran, back to the U.S. from his most recent overseas assignment: a four-year stint in China, where he managed the organization’s Shanghai Compressor Technique Customer Center.

WHO’S YOUR BUDDY

If you’re involved in specifying/selecting/ purchasing/installing and/or troubleshooting electronic controls for your site’s HVACR systems, you may want to take note of the “Big Buddy” campaign sponsored by American-made ICM Controls’ to showcase its customer-care capabilities. Part of a broader distributor program the manufacturer is rolling out this year, “Big Buddy” uses showroom and point-of-purchase displays to help educate customers in selecting the right products for their applications, while promoting ICM’s Technical Support Team. According to the company, unlike many organizations that outsource their technical and/or customer-service calls, ICM staffs its Tech Support Hotline with engineers who actually design the company’s products.

QUESTION OF THE MONTH SOUND-OFF: Tell us what you think. . . Really. . .

Which equipment systems at your site give you the most grief? Go to MT-online.com/question with your answer. 8|

MAINTENANCE TECHNOLOGY

JUNE 2012

STUFF HAPPENS NEWS

BIZ BUZZ

Diversified industrial manufacturer Eaton Corp. and electrical-equipment supplier Cooper Industries have entered into a definitive agreement under which Eaton will acquire Cooper in an $11.8-billion deal that’s projected to vastly increase the capabilities and global reach of the combined organizations’ power-management portfolios and electrical businesses. At the close of the transaction, projected for the second half of 2012, Eaton and Cooper will operate as a new entity incorporated in Ireland (where Cooper is currently incorporated). The newly created company is expected to be called Eaton Global Corporation Plc (or a variant thereof) and will be led by Alexander M. Cutler, Eaton’s current Chairman and CEO. Endress+Hauser and Rockwell Automation have opened a new Process Training Unit (PTU) in Philadelphia, PA. The facility features Endress+Hauser instruments and Rockwell Automation’s PlantPAx process automation system designed for the purpose of educating field technicians, engineers and sales personnel through hands-on activities. Participants learn the application, installation, operation and diagnostic procedures related to many types of instrumentation and control processes. Other PTUs are located at La Porte (Houston), TX; Memphis, TN; Mobile, AL; Matthews, NC; and Vega Alta, Puerto Rico, with future units planned for additional sites around the U.S.

’ N ’ I T N I H GHT FIIG F S DS R D O R O W W Inspiration For Those Battling The Enemies Of Reliability & Productivity This month’s quotes come from Paul Drodouski, who has served as the Director of Maintenance & Engineering - Mid-West, for Macy’s Logistics and Operations, for just under three years. He submitted these “Words” on a personal basis and is in no way speaking for Macy’s. Twenty years ago, Drodouski worked as a maintenance technician where the emphasis was on fast work and band-aid/quickfix solutions. He and his fellow techs adopted this tongue-in-cheek phrase to describe their plight:

“We don’t have time to fix it right, but we do have time to fix it twice.” . . . Author unknown After he finished his Bachelors Degree in 2003, Droudouski entered the management ranks and has been working to improve the Maintenance & Reliability profession ever since. The organizations with which he has worked in the intervening years have put a far different emphasis on maintenance than he found in his first gig. Drudouski has summed up that emphasis on a plaque that now hangs in his office:

“We have time to fix it right, we do not have time to fix it twice.”

. . . Paul Drodouski

Thanks, Paul, for all the fightin’ you do!

VibrAlign has launched a new Website, www.compressoralignment.com, that’s full of invaluable information for anyone involved in laser-shaft alignment and flatness-measurement of compressors. It highlights three laser-measurement systems with features aimed at compressor-focused users from Sweden’s Fixturelaser: They’re the XA Ultimate, XA Professional and GO Pro.

JUNE 2012

WEB NOTES

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.

MT-ONLINE.COM | 9

UPTIME

Bob Williamson, Contributing Editor

The World’s Best Best Maintenance Tool We’ve looked for the “world’s best maintenance tool” for decades. Just about the time we grab on to what might be the best of the best, another tool comes along and steals the limelight. That’s the downside of the technology revolution: It’s a moving target. But that’s another story. This month, I will reveal the world’s very best maintenance tool. Before I do, let’s think about some possible candidates. If you could designate and deploy the world’s best maintenance tool of all time—one that would ensure the most efficient and most effective maintenance for your most critical equipment—what would it be? Here’s a list of those in the running for the best-ofthe-best honor (in no specific order): n LED flashlight with a magnetic base n Multi-bit screwdriver n Combination open-end-ratchet wrench set n Locking pliers n Self-regulating grease gun n Infrared inspection cameras n Pocket-sized vibration analyzer n Multi-purpose ultrasound listening device n Digital equipment diagrams n Digital OEM equipment manual n Detailed work instructions n Computerized Maintenance Management System n Duct tape & zip-ties n Oil-absorbing mats n Hand-held electronic data assistants n Name your own favorite(s)

I expect your feedback would tend to be along the lines of “It depends on the equipment,” or that “it depends on the type of maintenance being performed (i.e., PM, overhauls, routine repairs, etc.).” Some of you would probably insist that “there’s NO single best-of-the-best maintenance tool out there…yet,” or that “it takes a whole tool box full of tools.” I respectfully disagree with all of these observations. Based on many years of experience in industry, in my personal, professional opinion, there really IS one “world’s best maintenance tool.” 10 |

MAINTENANCE TECHNOLOGY

And the winner is While it may seem an unlikely choice to many readers, I put this tool at the top of my list. The world’s best maintenance tool for all forms of critical maintenance—on critical equipment in any type of industry—is (TA-DA!) “detailed work instructions.” Really. Detailed work instructions are fully documented, equipment- and task-specific, step-by-step procedures. They are truly hard to beat. In fact, there’s no substitute for them. Well-written, detailed work instructions provide users with a comprehensive, thoughtful description of proper, efficient and effective performance that assures consistent results—when followed. They answer all basic questions: the who, what, where, why, when and how of a maintenance best practice. The counterpart to operations standard work Detailed maintenance work instructions are our equivalent of “operations standard work practices” (or “standardized work”). We know, without a doubt, that standardized work in production operations has driven variation out of quality, boosted productivity, reduced operating costs, improved workplace safety and more. Why then, should detailed maintenance work instruc tions not have a same effect in equipment and facility maintenance and repair? With standardized maintenance work instructions, individual maintainer variation is driven out, reliability is improved, productivity is boosted, maintenance costs are decreased and maintenance-related injuries and accidents are reduced. I consider the following to be the top 10 characteristics of well-prepared maintenance work instructions: n They are EASY to find, understand and use. n They are FACTUAL and CREDIBLE (they make sense). n They COMMUNICATE a “best-practice standard”

the right way. n They provide detailed INSTRUCTIONS to drive out

human errors and variations. n They set AUDITABLE expectations (i.e., a frame-

work for accountability and results). n They are used to FORMALLY train and qualify

end users. n They use VISUALS to communicate effectively (and

as few words as necessary). JUNE 2012

UPTIME

Think hard. If you could designate and deploy the world’s best maintenance tool of all time, what would it be? n They follow a CONSISTENT format and style across

the facility. n They are CONTROLLED documents and subject to formal change management. n They are SUPPORTED by job-aids, equipment visuals and detailed checklists. The contents of a well-prepared maintenance workinstruction document should include: n Equipment/asset name and identification number n Equipment/asset location n Procedure title n Frequency n Estimated duration n Skill-sets or qualifications required n Number of people required n Safety considerations (regulations): MSDS,

LO-TO, PSM, PPE, permits, etc. n Environmental considerations (regulations) n Tools and equipment needed n Supplies needed n Fluids and lubricant requirements n Replacement parts and part numbers n Reference to relevant documents & drawings n Documentation and permit requirements n Operational conditions: powered up,

shut down, cleared n Detailed, step-by-step sequential instructions n “As-found” and “should-be” specifications n Document control I.D., revision number and date

Old school is old school How many times have you read a PM task that says “Check for loose nuts and bolts?” (Do what? Where? What torque?) Or, how about “Lubricate all grease fittings?” (Where? How many? What lubricant? How much?) Surely you’ve come across “Check all fluid levels and top up as needed?” (Where? How many? What fluids?) Each of these “instructions” leaves much to the imagination (and discretion) of the person performing the task. While a decade’s use of this type of work instruction may have worked, they are no longer effective: The work environment has changed. The equipment has JUNE 2012

changed. The skill-sets have changed. The regulatory requirements have changed. And “doing things right the first time, every time” is the epitome of flawless human performance. Why are detailed work instructions stressed to prevent defects and assure safe work practices in plant operations? Why are detailed procedures for maintaining military aircraft and submarines an uncompromisable requirement? Why are pilots required to use standardized procedures and checklists for every phase of aircraft movement? If such procedures aren’t followed, something that should not happen will happen. The consequences of errors and omissions are costly, penalizing, deadly— or just plain inefficient. So, why does it NOT make sense for us to use formal work instructions for important maintenance tasks on our critical assets? Many maintenance and repair job roles are in the final stages of shifting from craft-based to specialtyskill-set-based job-performance requirements. That’s not to say that “craftsmanship” is unimportant. It is very important. We simply can no longer allow the personalpreference variables of craft skills and knowledge to determine our equipment maintenance and reliability practices. Human variation must be driven out of maintenance IF we are to achieve the levels of equipment performance and reliability that is demanded by an ever-increasing number of equipment-intensive businesses. Developing the world’s best maintenance tool Key considerations of the developmental process include where, when, how and who should develop the detailed maintenance work instructions, as well as how they are to be revised. Here are a few suggestions: WHERE: Ideally, maintenance work instructions should be provided by the equipment and component manufacturers as starting points. In the plant or facility setting, these draft instructions should be verified and enhanced to reflect the operating context of the equipment in the plant. This is the step that makes the work instructions specific not only to the equipment but to the specific application and operating environment. mt-online.com | 11

UPTIME

WHEN: Maintenance work instructions should begin being developed after the equipment is designed and while it is being built. They should be refined and verified during startup and commissioning activities. HOW: OEM-drafted maintenance work instructions should be reviewed by key individuals—and in small group settings. Documenting the consensus of a “best practice” will be of great importance at this point. An RCM (Reliability Centered Maintenance) Failure Modes & Effects Analysis (FMEA) can be used to further refine the instructions. WHO: Maintenance work instructions should be developed and made site-specific by experienced and qualified maintainers (i.e., electrical, mechanical, instrument/ electronics, etc.), equipment engineer, reliability engineer, maintenance management, maintenance planner, plus the OEM technical representative as needed.

REVISIONS: Once the work instructions are developed, they should enter a continuous improvement cycle. For this “beta-test” phase to be successful, EVERYONE who performs the subject tasks MUST use the procedure as written. Any modification during this phase MUST be documented, make sense to the original development group and be reflected in revised instructions. Again, the expectation is that the written instructions will be followed by EVERYONE who performs the tasks and, thus, be held ACCOUNTABLE for following the instructions. Remember: “If you can’t standardize it, you can’t improve it.” We can measure the efficiency and effectiveness of standardized work instructions when they’re used on our equipment. Non-standard work will always have degrees of variation and produce different measurable results. Let’s go ahead and leverage our best maintenance tool: It’s time to set the expectation of “standardized” work instructions for the most important activities on our most critical assets. MT RobertMW2@cs.com

Perform reliable motor maintenance with the best name in motor testing Decades of experience are forged into each and every electric motor analyzer we make, ensuring the rugged high quality and versatility you have come to expect from SKF’s portable electric motor testers. Motors drive industry, and ultimately drive your company’s business success. You need to ensure your motors are running optimally. You should also be aware of any potential problems that could cause failures resulting in costly unplanned downtime. SKF static motor analyzers, which include the all-new Baker DX and the Baker AWA-IV (Advanced Winding Analyzer), deliver the widest range of motor testing capabilities of any brand. For quality assurance and condition monitoring of electric motors or generators your company depends upon, there’s a motor analyzer from SKF that delivers the information you need to keep your rotating equipment working properly – and help drive your company’s success. To learn more about static motor analysis equipment from SKF, call us at the SKF Condition Monitoring Center - Fort Collins, at 1-800-752-8272, or visit us online at http://www.bakerinst.com.

The Power of Knowledge Engineering For more info, enter 68 at www.MT-freeinfo.com

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MAINTENANCE TECHNOLOGY

JUNE 2012

Overcoming Your Challenges

Air Compressor Failures: To Fix Or Replace? By Ron Marshall, for the Compressed Air Challenge

rom time to time, equipment failure forces us to choose to repair an old air compressor or select a new one. For a major component failure, the cost of the repair often may exceed 50% of the cost to buy a new compressor. This is when we should carefully consider not only replacement cost, but also the energy cost to keep the old equipment running. More often than not, the purchase of a new, more efficient unit will be an economic no-brainer. You should realize the cost to purchase an air compressor is only about 12% of the 10-year cost of ownership. About 76% of the total ownership cost goes toward supplying the electricity to keep a compressor running. A typical continuously run, fully loaded 100 hp compressor will cost about $74,000 per year in electricity costs at 10 cents per kWh. An effective first step in preparing for these decisions is to have your existing compressed air system analyzed—which will help you understand where you are now and how you could improve. This type of analysis can be done by your in-house personnel or by one of many compressor service providers in your area. Once this study is completed, should disaster strike your air compressors, you’ll be ready with the information necessary to make that crucial repair-or-replace decision. Times have changed: Keep in mind that the selection of newer equipment capable of running in more efficient operating modes can significantly improve your total air system efficiency—and even make your other compressor run better. Some things to consider:

■ Back when power prices were low, modula-

tion mode was the typical compressed air control strategy. Today, substantial savings are possible by running your equipment in load/unload, capacity control or VSD mode. However, you must have compressors that are capable of this type of operation, as well as the components, like storage receivers and controllers, that go with them. ■ Older compressors often can be too large for

today’s operations. Re-sized (smaller), less expensive units may be able to do the same job. ■ Upgrading other system components like

air dryers, filters and piping at the same time you purchase a new air compressor can further increase your savings. To learn more about analyzing your compressed air system, check the Compressed Air Challenge (CAC) book, Best Practices for Compressed Air Systems, available on our Website, or attend one of our many live seminars around the country. You can also register now for our next compressed air Fundamentals Webinar, scheduled for September 10. Just visit www.compressedairchallenge.org. 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.

■ Over the years, manufacturers have optimized

machine design and improved air compressor components such as motors and bearings, translating into increased efficiencies.

JUNE 2012

MT-ONLINE .COM | 13

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

Management’s Mixed Bag In the industrial workplace, complaints about “management” by workers “out on the floor” have often been the norm. Members of management teams, after all, frequently control the personnel, the parts and even the time a worker needs to do his/her job. Thus, it’s no wonder that “management” has historically found itself in the line of fire, deserved or not. But now, in an era when expectations are higher at all levels of manufacturing, are complaints about management as common as they once were? What is the nature of the complaints that do exist? And, importantly, do managers better understand the role maintenance plays in a modern manufacturing operation? According to members of the Maintenance Technology Reader Panel, there’s good and bad news. Responding Panelists report that many of today’s management corps (for our purposes, managers who work outside the maintenance sector) excel at support, understand the maintenance mission and communicate effectively. On the flip side, there are also those who operate in the old-school way and still view maintenance as “the red-headed stepchild,” as one Panelist put it. And then there are those who fall in-between—rising to the occasion one day, but unable or unwilling to sustain a progressive management approach. Here are specific questions we asked and some of the responses we received: Q: How do you rate the support you receive from management (outside of maintenance) for your overall maintenance requirements? “Great support for projects. At times, equipment availability for PMs is an issue. Budgeting constraints in place the last three years have hindered full implementation of predictive technologies that were planned.” …Maintenance supervisor, South

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MAINTENANCE TECHNOLOGY

“Fair, but limited funding sometimes.” …Corporate engineer, Northeast “There is rarely an occasion when maintenance makes a request for additional funding that is denied. The key to acquiring additional resources is to provide a solid business case which cannot be ignored.” …Reliability/maintenance engineer, South “As a trainer/consultant, I deal with more CFO/ Controller types in upper management. From what I see, this group is completely supportive of maintenance, noticeably more in the last five years or so.” …Trainer/consultant, Midwest “I rate our management support a ‘C.’ We have some management that believes in the proactive approach of our maintenance staff and other management that doesn’t see the point. In the past 20 years, production management went from helping maintenance to just pointing out what went wrong. Our operations’ schedulers work really well with maintenance to get the equipment when we need it. But it took a few ‘ah-ha’ moments of failures that could have been prevented if the maintenance strategy had been followed to get them on board. I’m glad they now see the benefit of what we are doing.”” …Production support manager, Midwest “There is really not a lot of support from management or even engineering support until things get critical, then it’s all hands on deck. Production management seems to only be concerned about getting the product out the door.” …PM leader, Midwest Q: How well do you feel your current management understands the maintenance function at your operation? How well does it understand your specific maintenance strategy?

JUNE 2012

FOR ON THE FLOOR

Now, with expectations higher at all levels of manufacturing, are complaints about management as common as they once were? “I don’t think they understand much of what we are trying a accomplish.” …Production support manager, Midwest “Our management structure supports the maintenance effort fully and understands the effect equipment issues can have on our bottom line. We do have restrictions on overtime and a limited budget for training and materials due to the economic downturn.” …Maintenance supervisor, South “They don’t like to let me hire staff.” …Corporate engineer, Northeast “Management has a good understanding of maintenance and how it impacts the bottom line.” …Reliability/maintenance engineer, South “Upper management realizes the potential. ” …PM leader, Midwest Q: How long have most members of the management team been in place at your facility? “Three years or less. They do not know how the system works and they are just glad that the people in the trenches can make it happen.” …Maintenance coordinator, Northeast “Minimal turnover. It’s a family business.” …Corporate engineer, Northeast “Over 10 years.” …Maintenance supervisor, South “More than 15 years. There’s little turnover.” …Reliability/maintenance engineer, South “I see quite a bit of management turnover, both job-search changes and retirement turnover. ” …Trainer/consultant, Midwest “Well over 10 years. Turnover has been low, but with the economy the way it is we are seeing higher rates of turnover recently.” …Product support manager, Midwest

JUNE 2012

Q: Is there regular communication between management and other functions at your facility? Do you often see upper-level management on the shop floor? “Most communication is done through our lean functions. Daily equipment walks and meetings get all the key management involved in the struggles the crews experience daily. But upper-level management is rarely seen on the production floor.” …Production support manager, Midwest “Maintenance and management have a good relationship because there is frank and honest discussion and analysis taking place at all times to help evaluate where we are, where we want to be and how we are going to get there. Management regularly tours the shop floor to discuss improvements and coach shop-floor managers.”” …Reliability/maintenance engineer, South “We have meetings each morning and weekly ones for process, project and metric reviews.” …Maintenance supervisor, South “Upper-level is on the floor every day.” …Corporate engineer, Northeast “If something goes wrong, they’ll find you. Other than that, they have their own problems to solve.” …Maintenance coordinator, Northeast Time-worn tactics Flexibility within a traditional management framework is one way things have gotten done for years, of course, and today is no different for some Panelists. “At our facility, the wheel that squeaks the loudest gets the grease,” says the maintenance coordinator in the Northeast. “That is, unless you are familiar enough with the whole operation to back-door it and make the system meet your needs. After all, it’s much easier to ask for forgiveness than permission,” he insists. (Continued on page 16)

MT-ONLINE.COM | 15

FOR ON THE FLOOR

According to this maintenance coordinator, most people in the support role at his site “are afraid to make a decision.” As he describes it, “If you take the ball and run with it, and it works, they will gladly take the credit. And as long as you don’t mind the blame, if it goes south they will gladly give you the rope. So we must be careful.” Another Panelist saddled with an older management style suggests that his management team could learn plenty about operational efficiency if they simply knew more about the maintenance function. “Our management team is profit-driven with only minimal experience in maintenance,” says this maintenance manager in the Northeast. “We have a tendency to overwork what we have, thus shortening [equipment] life cycles and increasing costs. If we had people in upper management with a background in maintenance,” he continues, “we could become a world-class operation. They still feel maintenance is a black hole that you throw money at and hope for the best. Their thinking will have to change.” MT

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.

About The MT Reader Panel The MT 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. The 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.

Klüber Lubrication: Innovation for ecologically and economically efficient solutions. Klüber Lubrication North America L.P. info@us.kluber.com www.klubersolutions.com/sustainability2 your global specialist

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MAINTENANCE TECHNOLOGY

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Specialized Lube Software? By Dr. Lube, aka Ken Bannister

Symptom: “Dear Dr. Lube, we are looking to implement a lubrication-management program, and our engineering group has recommended the purchase of a specialized lubrication route/work-order software package. As we already have a CMMS work-order system, is there any value in purchasing another software package?”

Diagnosis: There are a number of specialized lubrication-management software packages available today. These programs are similar to a regular Computerized Maintenance Management System (CMMS) package in that they require an asset (equipment) register to be built for all the equipment to be lubricated. The user will then usually need to complete a lubrication mapping matrix that identifies and defines each lubrication point, type of lubricant used and delivery method employed, as well as filter and sampling points/data—for each asset in the register. Another attribute of this type of software is its ability to “link” or “daisy-chain” assets together to build different lubrication routes based on time to complete the route, lubrication schedule, lubricant type to be used, etc. This allows work to be scheduled for technicians in line with their normal daily or weekly routines.

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Prescription: If no work-order system exists, the purchase of specialized software to manage a lube program can be a wise decision. On the other hand, while the CMMS you already own may not be as discrete as a lubrication-specific package, it might be easily configured to deliver the basics: use the existing asset register in scheduling and tracking all lubrication work. The likely shortcoming would be the inability to let you build a lubrication map matrix for each asset. As the collected CMMS information is primarily library data, however, this deficiency can be managed through photos, schematic drawings, even a matrix built in Excel and attached to the asset file in the register for viewing or printing with the work order as needed. Keep in mind that having two work-management systems—each a powerful tool in its own right—in the same maintenance department will call for two sets of reporting processes and/or entry duplication. Thus, justifying the purchase of a specialized lubrication software package that may, in many ways, be similar to your existing CMMS will require a detailed value analysis. Good luck with whatever option you choose. 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 turned around…

The Rolls-Royce Of Effective Performance-Based Collaboration Continuous uptime was the destination. How a leading jet-engine manufacturer and service provider helped its valued airline customers get

hen you think of Rolls-Royce, you might envision its luxury auto nameplate. But there’s also a very good chance that the airplane you recently traveled on was powered by Rolls-Royce jet engines.

there has implications for any

A pioneering manufacturer of jet engines for civil aeronautics, Rolls-Royce was also a major ground-breaker in performance-based service and maintenance organization. maintenance agreements for its aircraft engines. It basically devised programs to handle vital service Making the trip means you’ll and maintenance functions—its core expertise— while leaving the airlines to worry about their own be looking at your ‘world’ core business: flying safely. Kris Begadia Rolls-Royce PLC is generally regarded as the from a different perspective. PEAK Industrial firstSolutions, companyLLC to use an outcome-based business model, and its innovative "Power by the Hour" So, buckle your seat belt. agreements with airlines changed f you think the challenges of running an Could the same prescription that this outcome-based the way the company and its airline customers cient maintenance department conducteffi business together. The model is benefi- that is Wisconsin-based operation used to cial for each party: The airlines want planes praised by staff members and top manageKate Vitasek that fly continuously, something that translates optimize work fl ow, compliance Center for Executive Education insurmountable, think again. With into a ment steadyare revenue stream. Any unexpected University of Tennessee maintenance downtime disrupts the system and management commitment, efficient planning and productivity help improve the results in high levels of unplanned expenditures.

well-being of your maintenance organization’s activities? 18 |

MAINTENANCE TECHNOLOGY

and scheduling and effective use of technology, Aurora St. Luke’s Medical Center is a stellar © SyuuuuN - FOTOLIA.COM example of how it’s done. JUNE 2012

CAPACITY ASSURANCE STRATEGIES

Within a conventional arrangement, airlines would pay Rolls-Royce a transaction fee for every single engine maintenance event and service request on a spare-parts and labor basis to restore equipment to a serviceable condition. Simple guarantees were offered for replacement parts, and these evolved into maintenance guarantees for labor as well as parts for single aircraft or entire fleets, based on the total anticipated cost per flight hour (time in flight) and flight cycle (wheels up and wheels down). The result was a perverse incentive: Under the transaction-based model, aircraft downtime for maintenance, whether it was planned or unplanned, would generate revenue for Rolls-Royce— but, obviously, no revenue for the airline. Enter the Rolls-Royce “TotalCare” program, which flipped the conventional transaction-based approach on its head. The premise was to build a long-term relationship with customers by aligning the engine-service provider’s goals with the airlines’ goals of keeping the aircraft flying. Under this outcome-based approach, Rolls-Royce would be paid for “continuous uptime,” rather than derive revenue from turning wrenches during aircraft downtime. Rolls-Royce now guarantees serviceable equipment availability and takes care of all maintenance in the chosen service plan. The outcome-based model gave the company an inherent incentive to drastically increase engine reliability and preventive maintenance that would increase engine on-wing life, reducing unplanned engine downtime and allowing airlines to focus on their core business. Today Rolls-Royce calls its TotalCare program a “flexible approach to achieving an engine support service that has the correct fit and scope of services to meet the operator's specific needs.” This is achieved through a cooperative partnership that “aligns incentives and goals,” minimizes financial and operational risk, and enables the operator to focus on its business while reducing or eliminating downtime and improving residual value. TotalCare is a collaborative win-win approach that embodies core values on alignment, collaboration and incentives enumerated in the Vested Outsourcing business model, along with Vested’s five key rules for a successful outsourcing agreement. These rules encourage cooperation and innovation to achieve the best possible long-term results, while moving the parties away from the old transaction-based business models that can penalize one side or the other in the maintenance realm, as Rolls-Royce discovered. Investing heavily in TCO What increasing reliability and reducing downtime comes down to is being heavily invested in the Total Cost of Ownership (TCO) with the buyer once the engine or the part leaves the door. SKF Group, a manufacturer of bearings and a provider of seals, lubricants, JUNE 2012

Rolls-Royce flipped the conventional maintenance model on its head by getting paid for its airline customers' uptime, not for turning wrenches during aircraft downtime. mechatronics and services, has made TCO a vital part of its business model. According to SKF, “An effective partner in achieving Total Cost of Ownership purchasing benefits must have the products, services, tools, knowledge and capabilities to take a comprehensive approach to your entire operation.” While the initial acquisition of equipment or parts is the major focus, it is only a small part of a product’s total cost. TCO is becoming more widespread as companies and suppliers work together to reduce cost components. This includes maintenance, repair and operating supply providers, who want their customers to see the overlooked cost elements beyond the purchase price to discover the real cost drivers. Choosing an outsource partner to handle some or all of the management and maintenance tasks—a partner that clearly understands TCO—is a delicate, yet vital decision. Many things can go wrong in an outsourcing arrangement, but poor decisions around equipment and maintenance can reduce value company-wide, hinder reliability and place the entire business model in jeopardy. It’s crucial to have a maintenance program that keeps the wheels turning, the engines running and the planes flying. Building the right type of framework Getting the outsourcing framework right is also crucial. That’s why the research and fieldwork of the University of Tennessee on performance-based outsourcing agreements between companies and their service providers, which led to the collaborative Vested Outsourcing business model, provides a clear path to a successful outsourcing partnership. MT-ONLINE.COM | 19

CAPACITY ASSURANCE STRATEGIES

The Vested approach is based on collaboration between the parties on mutually desired objectives and outcomes. The focus is on aligning interests to produce results—not simply completing transactions—by leveraging outcome-based and shared-value principles. Vested is used when a company and provider want to move beyond commodity thinking and “bean-counting” to an environment where the service provider has a vested interest to achieve results and value for the buying company. The five rules, as outlined in Vested Outsourcing: Five Rules That Will Transform Outsourcing, are: ■ Rule 1: Place the focus on outcomes. The idea is to move away from

buying and selling transactions to a new level of cooperation. ■ Rule 2: Focus on the WHAT, not the HOW. Companies can often fall into

the trap of tightly defined statements of work (SOWs) that strictly define HOW, rather than focus on objectives they want to accomplish. ■ Rule 3: Early on, jointly formulate clearly defined and measurable results

based on collaboration and alignment. ■ Rule 4: Jointly negotiate pricing models that include incentives based on

performance rather than making a sale or hiring lowest-cost labor. ■ Rule 5: The partnership should have a governance framework that

provides insight into the nature of the relationship and its objectives so that transition, management protocols and incentives implement continuous improvement and achieve desired results. 20 |

MAINTENANCE TECHNOLOGY

JUNE 2012

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MAINTENANCE TECHNOLOGY

The five rules explained

Let’s examine the Vested concept and the five rules in more detail. As the RollsRoyce example illustrates, the Vested approach can fit nicely with companies that want to develop effective, long-term performance partnerships where both parties have a stake in maintaining the relationship. While no two Vested relationships are alike, the most effective ones achieve a partnership based on optimizing for innovation and improved service, reduced cost to the company outsourcing and improved profits to the supplier. The trend toward performance partnerships has evolved—companies and suppliers work together to develop performance-based solutions where their interests are aligned. Both parties receive tangible benefits, either through tangible or intangible incentives. At the heart of the Vested approach is an agreement on desired outcomes. Under this dynamic, the service provider is challenged to apply “brain power” and/or investments to the relationship. It also takes on risk to do it, in essence putting “skin in the game.” The supplier or service provider looks at how it can best apply world-class processes, technologies and capabilities that will drive value to the company that is outsourcing. Rule 1: Adopt an outcome-based versus transaction-based business model… Traditionally, many outsource arrangements are built around a transactional model. Most often this transaction-based model is coupled with a cost-plus or a competitively bid fixed price per transaction pricing model to ensure that the buyer is getting the lowest cost per transaction. Under this method, the service provider is paid for every transaction—regardless of whether or not it is needed. Thus, the more inefficient the entire process, the more money the service provider can make. Conventional business models achieve the lowest cost for transactions for the company outsourcing. However, it often does not help the company accomplish what it really wants or needs. That’s because the company that has outsourced gets what it contracted for; but what it really needed might fall short of an efficient and low-cost total-support solution. The Vested model operates under an outcome-based model in which the provider aligns its interests to what the company really wants: an efficient, low-cost total solution. Aligning interests is a major element of the Rolls-Royce TotalCare program. Instead of paying a provider for unit transactions for the various services provided—such as pallets in the warehouse, miles traveled, spare parts shipped, technical and maintenance support hours, etc.—the company and its service provider agree upon desired performance outcomes. In essence, this model buys outcomes, not individual transactions. Rule 2: Focus on the WHAT not the HOW… Adopting a Vested Outsourcing business model does not change the nature of the work to be performed. What does change is the way in which the company purchases outsourced services. The buyer specifies its needs; the provider is responsible for determining “how” it all gets done. The most effective Vested partnerships include minimal discussion of the processes that service providers must follow to meet the requirements. Instead, they focus on performance expectations. It’s up to the service provider to figure out how to put the supporting pieces together to achieve the company’s goals. Performance partnerships let each partner do what it does best. C: 60 M: 0 Y: 100 K: 28

JUNE 2012

CAPACITY ASSURANCE STRATEGIES

Rule 3: Clearly define and measure the desired outcomes… Second, a properly structured Vested model will incenThe parties should clearly define and measure their desired tivize the service provider to solve customer problems outcomes. These outcomes are usually expressed in terms proactively. The better the service provider is at solving the of a limited set of high-level metrics. Once the desired problems, the more incentives or profits it will make. Thus, outcomes are agreed upon, the service provider can propose providers are encouraged to develop innovative and costa solution that will deliver the required level of perforeffective methods of performing work. mance at a pre-determined price. Under the Vested model's The Vested model doesn’t guarantee higher profits: purest form, the outsourcing company pays only for results, It gives service providers the authority and autonomy i.e., orders shipto make investped complete, on ments in their Thrutime, not transprocess(es) and PESDs Door GracePort actions such as product reliaNFPA 70E picking, packing bility that can and shipping. In generate greatLOTO Electrical turn, the service er ROI than a HumpDay Safety provider is paid more convenfor the value that tional cost-plus its overall soluor fixed-priceg o b v a m w w w j g 7 d l o t o w h u e 0 tion delivers, not p e r- t r a n s a c 3 r e r p Official w wGame w Piece w n 2 w t w v d w 9 u w h 7 for the activity tion approach performed. would fuel. n h a c x w w w w a 4 w h 6 l f x - m b w k Carefully definu 9 s c 6 w w w w r b w r w 9 w a w p w - 4 ing and measurRule 5: ing desired outGovernance p d s p e l f p 4 b w w u - 3 p e s d s w 8 comes will posistructure must o 3 a r q p n a w 1 y k - w 2 5 w w d n s w tion the relationemphasize ship for success insight versus r b c t z v o f j p o e d 8 p q f a a p c x by ensuring the oversight… partners' mutual In the early days t l m 7 n r w r w d b x o c w d c y y e j w objectives are, in of outsourcing, 7 s s e l h w s t w h k o w s e 2 6 p x e a fact, being cormany organizarectly addressed. tions made the I N F O . G R A C E P O R T . C O M / L M Z mistake of just a p 2 4 m l e - t y o t o e r g j m l p h c Rule 4: throwing work Optimize over the fence 8 1 w n f p a 7 0 e 9 e d k s b x a 2 v 1 c pricing model to their service e l e c t r i c a l w s 5 7 r - j g 1 4 c u incentives for providers withcost/service out fully definp - 7 0 w 6 f t w q s a f t e y 9 p h 0 a w tradeoffs… ing the requireProper structurments or develFor more info, enter 72 at www.MT-freeinfo.com ing of the pricing oping performmodel will incenance metrics or tivize an optimal cost/service tradeoff. A well-structured SLAs (service-level agreements). An effective Vested partpricing model is based on the type of contract (i.e., fixed nership outsources processes to suppliers and service proprice or cost reimbursement) that will be used to reward viders that are the real experts in those processes. These types the outsource provider. In the establishment of a pricing of partnerships should be managed to create cultures of model, businesses should apply two principles: of insight versus oversight. First, the model must balance risk and reward for both Unfortunately, too many companies spend too much in parties. The agreement is structured to ensure that the time and resources micromanaging their service providers. service provider assumes risk only for decisions within its A sound governance structure will establish insight— control. not simply provide more layers of supervision.

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CAPACITY ASSURANCE STRATEGIES

Are You Ready? ©

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Applied Technology Publications

Categories: Innovative Devices, Gizmos & Gadgets Innovative Processes & Procedures Innovative Use of Third-Party Resources

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A commitment to deliver against projected value for the company outsourcing— such as a commitment to reduce costs or improve service or both—shifts risk to the service provider. In exchange, the company that's outsourcing commits to allow the outsource provider to earn additional profit for achieving this incremental value. The result is a win-win Vested partnership: a true trading-partner paradigm shift. In addition to using “win-win” without any real basis in fact, many organizations brag that they have “partnerships.” Experience and research, however, has found that most organizations focus primarily on their own self-interests— which can be characterized as the “WIIFMe” (“What’s in it for Me”) approach. The progression toward a Vested agreement should focus on creating a culture where parties are working together to ensure mutual success. The mentality should shift from an “us versus them” to a “we” philosophy—or what can be referred to as the “WIIFWe” (“What’s in it for We”) way of thinking. Frequently, companies that enter a Vested agreement will approach it as a symbiotic relationship. Only by working together can they succeed. The goal of a Vested partnership is to focus first on identifying and then aligning the interests of both parties. The relationship becomes more collaborative and expands beyond simply meeting requirements. Unlearning conventional approaches Developing a WIIFWe relationship is easier to describe than accomplish. Moving from a culture of oversight and control to mutual respect isn't an easy transition for most companies that outsource. Adversarial relationships often persist, and getting to a true win-win relationship will likely take practice. A win-win approach often means companies must unlearn their conventional "me-first," win-at-all-cost approaches and ways of thinking. In a Vested relationship, organizations work together upon a foundation of trust where there's mutual accountability for achieving mutually beneficial defined outcomes. The five rules discussed here set the stage for a sound outsourcing partnership, which, when successfully designed, create happier clients. Because both organizations are working together to achieve their goals, the Vested approach results in an authentic win-win relationship. And that's what "partnership" is all about. Is this model right for your operations? You be the judge. The Vested approach will work for transportation providers, manufacturers and maintenance organizations that want to reduce total costs, increase value and forge longterm collaborative, flexible and innovative partnerships with their suppliers. MT

Grand Prize Winner And 3 Runners-Up Announced In Early 2013

Kate Vitasek is a faculty member at the University of Tennessee’s Center for Executive Education and author of the popular book Vested Outsourcing: Five Rules That Will Transform Outsourcing and The Vested Outsourcing Manual, both published by Palgrave Macmillan. Email: kvitasek@uk.edu

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MAINTENANCE TECHNOLOGY

JUNE 2012

CAPACITY ASSURANCE SOLUTIONS

Effective Valve Asset Management: Reducing Risks & Repairs There can be far more than the loss of mere dollars associated with valve failures. Regular monitoring and analysis can help you maintain these essential plant components the right way: proactively and cost-effectively. Michael A. Romano, P.Eng. Tyco Flow Control

refinery that processes 250,000 barrels per day can easily contain thousands of valves. These valves span all aspects of a plant’s operations: flow isolation and control, steam management, overpressure protection, recirculation and much more. Given their omnipresence and the essential nature of their function, valves require active maintenance to prevent unnecessary downtime, as plant and refinery managers know all too well.

The stakes are high If a valve should fail, there can be a serious risk of environmental impact, production losses or, worse, the safety of workers. For example, according to a study on containing fugitive emissions published in Chemical Engineering magazine, 60% of such emissions in refineries come from leaking valves. Because of this, plant operators need to pay particular attention to leaks—which occur most frequently in control valves. As operations become further integrated, one failure can have serious consequences. Add social media and a 24-hour news cycle, and a single mistake can turn into a global news story and damage a plant’s reputation beyond repair. Even

JUNE 2012

plants that have operated for more than 50 years without incident are not exempt. If valves are to be properly maintained to avoid the above scenario, the question is this: How does one determine when and how often valves need to be serviced? Maintenance on the rise In response to managing risks associated with valves, operators have increased maintenance spending. But in today’s refineries, that spending, which averaged $27 billion in 2011 [Ref. 1], is growing faster than capacity. Even with increased maintenance spending,

MT-ONLINE.COM | 25

CAPACITY ASSURANCE SOLUTIONS

however, the number of unplanned downtime events continues to increase. These days, 50% of refinery maintenance is now unplanned–double the rate of a decade ago [Ref. 2]. In fact, in 2011 alone, there were an estimated 2700 unplanned events in refineries [Ref 3]. Plants and refineries are responding by increasing valve maintenance planning. Certainly, good maintenance planning helps keep valves serviced and operating properly. Good maintenance planning means doing the right maintenance on the right valve at the right time—and that differs for individual valves. Automatically scheduling valve maintenance on a single pre-determined cycle doesn’t take into account the unique operating conditions that an individual valve experiences in service. This results in valves that fail sooner than expected (in between maintenance cycles) or valves that don’t need to be serviced at the maintenance cycle. To optimize maintenance (including reducing its costs), a customized and integrated approach to valve maintenance is in order.

Valve asset-management solutions An alternative approach to more thoroughly and regularly maintaining and monitoring a plant’s valve assets is to utilize an asset-management solution. Operators work with a service provider to determine a predictive and preventive maintenance schedule customized for the site’s specific valve population—a schedule that based on each valve’s service and performance history. Via a predictive as opposed to an automatic approach, an operator prioritizes maintenance and service based on data that includes experience, observation, historical data, failure modes and testing, coupled with analysis of the probability and impact of a valve failure. This determines when maintenance should be scheduled. A comprehensive asset-management solution includes the following: n Plant asset data including testing of all assets as well as an

ongoing service schedule for them

Maintenance optimization challenges An integrated approach to valve maintenance planning requires plants to consider many factors that may contribute to downtime and safety and environmental risks. They include:

n Historical performance of the assets as well as the current

n Changes to plant process conditions

n Performance indicator report with comprehensive

n Equipment used throughout the plant’s operations and

condition of the asset and its components n Inventory management and planning system detailing

the location and count of each asset and spare parts

metrics and charts showing calibration records and trending information

any changes made to it n Real-time monitoring and diagnostics tracking repair n Safety records and training of the workforce

cycles and data on assets that will help set maintenance schedules

n Service records and parts used n Proposed preventive/planned maintenance schedule n Amount of maintenance needed to avoid failure n Analysis of repeat breakdowns n Quantity on hand and availability of spare parts n Changes in regulations

It’s common for plants to not have complete and accurate records of their valve assets and the past service work that was done. Moreover, what records are maintain-ed can be stored in different locations by various personnel. This makes it difficult to optimize maintenance— and almost impossible to identify trends. Compounding the issue, operations often choose to schedule regular planned maintenance across the board, hoping that will allow for the repair of any potential problem valves before they fail. This approach can lead to even more issues as it doesn’t take into account prior performance or repair history. 26 |

MAINTENANCE TECHNOLOGY

detailing how often each asset should be scheduled for maintenance based on its performance Valve asset-management maintenance techniques Risk-Based Inspection (RBI) is a key analysis to achieve the optimum maintenance interval by assessing how likely the asset is to fail and how large the impact of a failure would be. When assessing the probability of valve failure, inspection detail is carried forward to create an RBI path. Previous inspection history is reviewed and a revised probability score is determined. The RBI probability score is then mapped to the RBI scheme to get a low, medium or high determination of the probability of failure. It's important to involve the process owner when assessing the consequence of valve failure. That's because the process owner will have the best vantage point as to the impact of failure and be able to discuss and determine what it considers high, medium and low impact of failure for that valve at that point in the process. JUNE 2012

CAPACITY ASSURANCE SOLUTIONS

Plants can then schedule their maintenance on critical plant areas based on these insights. Considering that 60% of valves are replaced or serviced prematurely [Ref. 4], RBI can offer considerable performance improvement and savings by providing the planning that leads to servicing valves when they need it, not on an averaged schedule. Another effective technique in an asset-management portfolio is Failure Mode & Effects Analysis (FMEA). This type of analysis helps identify potential failures, evaluate the effects of failures and identify the actions that could eliminate or reduce the chance of the potential failure. FMEA helps to minimize valve failures and maximize valve operational reliability. Root Cause Failure Analysis (RCFA) is a troubleshooting maintenance method that investigates, analyzes and identifies the root cause of a valve failure. Identifying the root cause of valve failure and utilizing the information to make necessary changes to equipment, processes or maintenance regimes can prevent it from happening again. Solutions may involve replacing the valve with a more suitable option or changing a service interval. Payback from improved valve asset management The benefits of an effective valve asset-management program are improved uptime and reliability— with optimized maintenance spending. An effective valve asset-management system helps a site avoid duplication of spares by improving inventory and availability. The valve population and maintenance schedule are used to optimize spares and maintain the right levels without compromising safety and production. (Table I reﬂects common issues and implications that are addressed and solved by implementing a valve asset-management program.) JUNE 2012

Table I. Effective Valve Asset-Management Solves A Range of Problems IMPLICATIONS ISSUE Asset records not up-to-date Service history not complete Obsolete or recalled assets still in use Planned maintenance not based on analysis No standardization of assets OEM parts not available

Delays future turnarounds Delays project management schedule Increased costs to replace Unnecessary repairs and downtime More inventory than needed Risk of failures

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The final word Remember that you don’t have to “go it alone” when it comes implementing a valve asset-management program. Close collaboration among plant operators, valve service providers and valve manufacturers will yield the best result. MT References 1. HPI Market Data, 2011 2. IIR, HPI Market Data, BP Statistical Review of World Energy 2011 3. IIR Industrial Info Source, 2012 4. “Consider Fieldbus for Retrofit,” Hydrocarbon Processing, September, 2000

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As part of Tyco Valves and Controls Global Oil and Gas Marketing Group, Michael Romano is responsible for the Unconventional Oil and Gas and After Sales Service. He has published numerous papers in key Oil & Gas publications over his 20+ years in the industry, and has been nominated by API and participated in the development of ISO standards, including chairing several U.S. Technical Advisory Groups. Romano has received five U.S. and three Canadian patents on materials and processes related to the Oil and Gas segment. A chemical engineering graduate of McMaster University (Canada), he’s a registered professional engineer in Ontario, Canada. (EDITOR’S NOTE: One of the cornerstones of an assetmanagement program is real-time monitoring of asset repairs. Tyco’s Asset Management solution offers real-time and transparent monitoring using the company's proprietary eDge™ Asset Management System. According to Tyco, it can simplify the task of tracking valves through the entire repair process and help customers efficiently plan for future maintenance.)

Case Study: The Benefits of Preventive Valve Maintenance for a Major Refinery Scope of work

n Refinery signed a five-year preventive maintenance contract with Tyco Flow Control that was renewable after the period for an additional five years. Contract is currently on its 14th year. n An intensive investigation was conducted that was used to feed inputs into the RBI scheme in order to develop the probability and consequence of failure. n Service intervals were then analyzed and re-defined based on the inputs. n Problem valves were identified, analyzed and issues addressed. n By replacing these problem valves, the safety and performance of the plant was improved. n The average service interval went from 26 to 43 months, saving the refinery $2 million in service costs. n By 2006, 50% of valves required an inspection only every 36 months or less. n By 2011, this was further reduced to 20%. For more info, enter 76 at www.MT-freeinfo.com

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MAINTENANCE TECHNOLOGY

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DE Electric Motor Testing has introduced the CAL5000 Calibration Verification System that lets users quickly verify performance of multiple types of electrical test equipment, on their preferred schedule. Thus, operations can audit internal equipment function before every shift or monthly versus annually. This passive, self-contained device also cuts down on the costly and risky shipment of expensive, time-sensitive test equipment. Provided in a rugged transport case for its own periodic certification needs, it carries an array of traceable and certified calibrated resistance values based upon those generally required for verification of several leading manufacturers’ test equipment, as well as an ANSI Z540 NIST traceable calibration certificate. The product also includes an internal 1000:1 Voltage Divider that allows it to be used with a standard digital multimeter as a voltage display. Equipment on which the CAL5000 can be used includes, but isn’t limited to: insulation testers; Meg-Ohm Meters; continuity Testers; AC/DC high-potential (HiPot) testers; surge testers with Meg-Ohm or HiPot functions; digital multimeters; digital, low-resistance Ohm meters (DLRO); and other motor-test equipment, such as circuit evaluation devices (MCE). A multi-vendor adapter test lead kit is furnished with each unit.

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WHY ARE WORLD LEADING COMPANIES CHOOSING ALL-TEST PRO?

n Safety Training: This type of training should be

frequent and varied. The idea behind safety training is to change the mindset of the recipient. Employees must understand (believe) they can get hurt before they will begin to change their behaviors. n Job Training: The operation of most machinery is

not an intuitive enterprise. Operators must be taught the basics, and then they must be allowed sufficient time to become fully skilled. It takes years to become a good driver, yet we expect our employees to become proficient in the operation of complicated, expensive and dangerous machinery in a bare fraction of that time. n Personal Protective Equipment (PPE): A manage-

ment structure that skimps on the PPE is simply not serious about safety. Provide good quality equipment and plenty of it. Then enforce its use. n Lockout/Tagout: A safety culture cannot be established

in an organization unless it has at its core an extensive and stringent lockout program. n Supervision: Very simply, a supervisorâ&#x20AC;&#x2122;s job is to

supervise. Employees should perform their assigned tasks, and supervisors should watch them do it. This structure puts the supervisor in the position to spot a potential unsafe behavior or situation before a tragedy occurs. n Communication: Written and verbal communication

is at the very heart of safety. When everyone is privy to all of the information necessary to maintain their own health and well-being, they are better equipped to foresee unintended consequences and make the correct choices. n Housekeeping: A clean plant has the potential to be an

accident-free plant. A dirty plant is much more likely to do someone harm. A clean and orderly plant is a direct reflection of the mindset of the plantâ&#x20AC;&#x2122;s management. MT Ray Atkins is a retired maintenance professional and awardwinning author of fiction, based in Rome, GA. He spent his last five years in industry as a maintenance superintendent with Temple-Inland. Web: www.raymondlatkins.com; email: raymondlatkins@aol.com. JUNE 2012

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TECHNOLOGY SHOWCASE

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UDECA is offering a complimentary White Paper full of normalized bearing information that lets users approximate fault frequencies without having to know the bearing manufacturer and other difficult-to-obtain details. This type of fault-frequency info is crucial to effective vibration-analysis and reliability efforts in that it allows analysts to correlate vibration data to specific components in equipment that may be in some stage of failure. Correctly addressing these conditions will increase equipment reliability resulting in greater uptime, increased capacity, improved product quality, better safety, lower costs and reduced risks. LUDECA, Inc. Doral, FL For more info, enter 75 For 08 at at www.MT-freeinfo.com www.MT-freeinfo.com JUNE 2012

MOTOR DOC’S HOT TOPICS

Mechanical Seal Failure In Pumps Howard W. Penrose, Ph.D., CMRP

ll pump seals leak. Mechanical seal leakage involves fluid becoming trapped between the rotary and stationary surfaces and vaporizing. The resulting vapor barrier—also referred to as fluid film—is what lubricates the seal surfaces. In a healthy seal, this leakage isn’t noticeable (occurring at a rate of only about 0.030 drops per minute). Typical leakage paths are: between the faces; sleeve and shaft; rotary-face seal surfaces; stationary-face seal seat; and gland-to-pump face gasket or O-ring. If leakage is visible, the seal has failed. If the unit has been in operation for more than a day, the failure could be associated with one of the following problems: ■ Seal Face (45%): product vaporization issues, thermal or mechanical, deteri-

oration, deposits, corrosion, abrasion, vibration or cavitation ■ Dynamic Component (40%): fretting, hardening, chemical attack, deteriora-

tion, wear, compression issues and looseness ■ Static Seal Seat (5%): deterioration, hardening, chemical attack, seal compression ■ Other (10%)

Problems usually arise immediately if a seal is improperly installed. Common errors in the seal-replacement process include: not selecting the correct seal materials for the application; wear of seal-seat housing; incorrect spring/seal compression; improper seal-sleeve installation or surface under the seal sleeve; and damage to sealing components during installation. Misalignment of the seal—or between the motor and pump—can cause leakage, as can excessive vibration and pump soft-foot. Lubrication of seal surfaces when sliding onto a shaft is a common installation issue. Water is the only suitable lubricant. Oil or soap will cause excessive surface wear or damage during operation. Never use oil on the rotary and stationary contact surfaces of the seal faces, as it will prevent formation of a vapor barrier and cause the surfaces to burn whether the pump is run dry or with fluid. All components must be clean and free from dirt, and the seal surfaces must be protected. If there’s a seal or oil chamber—as with a submersible pump—be sure to select correct oil to ensure proper operation. MT References

PPC Mechanical Seals, Mechanical Seal Basics for Maintenance, 1990. Fluid Sealing Association, Mechanical Seal Handbook, Philadelphia, PA, 1990. Howard W Penrose is Vice President of Dreisilker Electric Motors, Inc., the Outreach Director of the Society for Maintenance and Reliability Professionals (SMRP) and the IEEE DEIS Webmaster. Email: hpenrose@dreisilker.com. For more info, enter 09 at www.MT-freeinfo.com For more info, enter 80 at www.MT-freeinfo.com JUNE 2012

MT-ONLINE.COM | 37

RCA IN CONTEXT

While the nature of bad news may differ, people react in strikingly similar ways when they receive it.

Kübler-Ross And Root-Cause Evaluations Randall Noon, P.E. Cooper Nuclear Station

n her 1969 book entitled On Death and Dying, Dr. Elisabeth Kübler-Ross, a Swiss psychiatrist who had studied behavior-coping patterns related to death and other life-changing events, introduced the “Five Stages of Grief" concept. Her model was based on extensive research with more than 500 patients who had been told that they would soon die. The five stages are: ■ Denial: “You must be mistaken; you are incompetent;

this can’t be happening to me; the tests are wrong.” ■ Anger: “This is not fair; why me; this is your fault; things

like this don’t happen to me.” ■ Bargaining: “Please Lord, give me a little more time

and I will make up for what I have done (or not done); what can I do to live longer, I’ll pay whatever it takes; what about those hospitals in [foreign country] that claim to fix this condition?” 38 |

MAINTENANCE TECHNOLOGY

■ Depression: “I might as well kill myself; what’s the

point now, I’m going to die anyway; go away and just leave me alone; no one understands what I am going through.” ■ Acceptance: “OK, let’s deal with this; let me get on with

the rest of my life; time to put things in order.” All of these stages aren’t necessarily experienced by all people—or in the same sequence. For example, some may experience anger before denial. Others may go through just two or three stages. Some may even become stuck in one stage and never move into another. The individual behavior model put forth by KüblerRoss resembles one developed in the 19th century by Dr. Arthur Schopenhauer to describe acceptance of new ideas that challenge the status quo. Schopenhauer said that such an idea is first ridiculed, then rejected— sometimes maliciously—as supporters of the status quo resist change. When acceptance finally occurs, people may claim the idea was self-evident all along. Similarly, Dr. Max Plank, a Nobel Prize-winning physicist in the JUNE 2012

RCA IN CONTEXT

late 19th and early 20th centuries, is often quoted as saying that only when adherents to the old paradigm die can the new paradigm be accepted. (The paradigm to which he referred was quantum mechanics.) Having been involved in the formal investigation of adverse events for many years, I’ve observed that something akin to the “Five Stages of Grief ” also occurs when rootcause reports are presented. Let’s say that an adverse event has taken place. After a thorough investigation, a root-cause evaluation report is prepared regarding the who, what, when, where, how and why. (It may also recommend corrective actions.) This report (perhaps in draft form) is then given to a committee for consideration. The committee typically includes at least some managers whose departments were involved in the adverse event. Some of them may even have made decisions that set up conditions for the event, exacerbated its consequences or directly caused it. Some might have had an opportunity to prevent the event, but didn’t act. Thus, the committee isn’t impartial: It’s like a patient with a stake in his/her doctor’s diagnosis of a serious condition. Consequently, if the root-cause investigation uncovered serious problems that require significant changes, the group dynamic of the committee may experience something strikingly similar to the “Five Stages of Grief.” They are: ■ Denial: “Your facts are incorrect and your analysis wrong;

we have awards saying WE don’t make those kinds of mistakes; our training program specifically addresses this issue.” ■ Anger: “You had it in for us before you even started;

you didn’t listen to us when we told you what really was wrong; you don’t understand how this industry really works; you’re providing ammunition to the lawyers; we thought you were on our side.” ■ Bargaining: “OK, we understand your point, but let’s

word things a little differently; maybe leave THIS part out; why do you want to make us look so bad; can we add more about what we did right (you left THAT out); can't we just fire the people responsible?” ■ Depression: “We’ll go bankrupt trying to fix this; we

don’t have the time to make these changes; might as well close down that department and lay off everyone; workers will quit if this gets out; our reputation will be ruined; the local news media will humiliate us; the regulators are going to have a field day with this.” ■ Acceptance: “Yes, we messed up; let’s do what it takes to

get this problem fixed and back to business.” JUNE 2012

Because this is a group dynamic, the committee may experience several stages at the same time rather than progressively. Denial and anger, or bargaining and depression, for example, are often coupled together. The result is that no matter how well written the report is or how well the findings are presented, committees often won’t accept a first version. Frequently, new material to be included in a report— or requested wording changes—will not alter the fundamental conclusions. In fact, the basic findings of a rootcause investigation can usually be stated in one page or less. The rest of the report, which often consists of pages of related details, administrative requirements and investigative narrative, provides context. If a doctor says to a patient, “You have a dreadful disease and must undergo immediate, extensive, painful, expensive treatment, so be here tomorrow morning to get started,” the appropriate response probably won't be evoked. That's because context is missing. While basic information has been provided, most patients would want (and need) to know more. The same holds true for root-cause investigation reports. The fact that the first presentation of root-cause findings may be rejected doesn’t necessarily reflect on the quality of the work that went into the investigation. Less-experienced investigators sometimes view these rejections as personal shots at their work product. Barring that a report demonstrates shoddy writing, deficient investigation methods and/or flawed logic, such perceptions are typically unfounded. Initial rejection often means that a committee just needs more time to assimilate the findings on their own terms—much like a patient receiving bad news from a doctor. Therefore, the sometimes iterative process of presenting, rejecting, modifying and then again asking for additional changes to a root-cause report serves a useful purpose: It demands that the approval committee carefully read and consider the findings. Trying to disprove the findings (and their supporting evidence) requires that they be thoroughly understood. Moreover, incorporating changes that are personally recommended by committee members—in context—increases those members’ personal stakes in a report. This, in turn, allows them to reach the "Acceptance" stage on their own terms. Those are good outcomes. MT Randy Noon is a Root-Cause Team Leader at Nebraska's Cooper Nuclear Station. A frequent contributor to MT, he’s been investigating failures for more three decades. Noon is a licensed professional engineer in several states and the author of a number of books on failure. Email: rknoon@nppd.com. MT-ONLINE.COM | 39

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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.

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SOLUTION SPOTLIGHT

Process Monitoring Of Hydro-Turbine Vibrations A portable, expandable, real-time solution increased safety and fault-prediction accuracy and reduced equipment damage for one hydroelectric plant. Could it pay off for you, too?

anagement of a hydroelectric facility approached CAS Dataloggers regarding a vibration-monitoring system for the site’s turbines and generators. Several parameters were to be monitored, including overall vibration via peak-topeak displacement, FFT, Smax and shaft orbit, among others. The main objective was to increase safety and fault-prediction accuracy through an easily configurable real-time system. Plant personnel needed to accurately determine the cause of a suspect sound at the generator for a vertical Kaplan hydro turbine—a sound they believed was due to vibrations at the impeller. Management specified that the system be portable (so it could be mounted on different turbines exhibiting electrical or mechanical faults) and modular in design (so it could be expanded to make absolute vibration measurements with piezoelectric accelerometers). The implementation The site installed a Delphin TopMessage data acquisition and control system equipped with an AMDT module and ProfiSignal Basic software. The system’s universal inputs enabled any unit of measurement to be acquired (e.g. temperature, pressure flow, vibration, etc.). Data then underwent direct scaling and linearization. High measurement precision was achieved through the use of 24-bit resolution Sigma Delta converters and enabled the connection of the smallest of signals. A vibration measurement was performed using signalconditioned proximity transducers mounted on all three of the turbine’s journal bearings. Two transducers were mounted on each bearing, with a radial direction, and at an angle of 90 degrees between them. The TopMessage system was mounted within a portable electric panel. JUNE 2012

ProfiSignal Basic and ProfiSignal Vibro software were used for fault diagnostics. The TopMessage vibration diagnosis indicated a misalignment of the turbine’s shaft, but this offsetting had been caused by the instability of the interior radial bearing LRI, presented as increased mechanical looseness inside this bearing in the Y direction. Following the vibration diagnosis, personnel proceeded to check the fixation mode of bearing LRI onto the foundation as well as the bushing state and the mechanical looseness inside the bearing. While checking the bearing LRI, the repair team saw that the nuts used to adjust the journal in the bushing Y direction had been destroyed—as had the thread on the bolts. Fulfilling the wish-list and then some The facility realized several advantages following installation of the Delphin TopMessage system and Profisignal software. The TopMessage system incorporated the required portability and ease of configuration and efficiently transmitted remotely measured data for storage within the TopMessage device or on a PC. As a result of the monitoring safeguards, safety conditions improved (with the aid of ProfiSignal’s alarm management software), which helped prevent unnecessary machine damage. The system’s modular design gave management the ability to expand it for on-line monitoring of other technical parameters, as well as the ability to connect vibration transducers with a 4-20 mA output. MT CAS DataLoggers, Inc. Chesterland, OH For more info, enter 30 at www.MT-freeinfo.com MT-ONLINE.COM | 43

CAPACITY ASSURANCE MARKETPLACE

Multi-Voltage Interlock Solution For Use With UPS Systems

astellâ&#x20AC;&#x2122;s KSUPS+ product is a multi-voltage interlock primarily for use with uninterruptible power supply (UPS) systems. This solenoid-controlled trapped-key device permits access to a UPS system only after itâ&#x20AC;&#x2122;s been put into a safe condition. It features a number of design improvements over previous models, including multi-voltage input. Voltages for the KSUPS+ range from 24 V AC or DC to 220 V AC or DC. Castell Interlocks, Inc. Chicago, IL For more info, enter 31 at www.MT-freeinfo.com

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44 | MAINTENANCE TECHNOLOGY

Compact Electronic Overload Relays For Higher Amperages

ccording to Eaton, its C440 and XT electronic overload relays can improve system reliability and motor protection at higher amperages. Designed for global applications, these products feature an integrated starter solution and eliminate the need for an external current transformer, thus reducing overall space and equipment requirements. Available up to 175 ampere, they combine integral ground fault protection and communications capabilities in a single device. Eaton Corp. Pittsburgh, PA For more info, enter 32 at www.MT-freeinfo.com

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JUNE 2012

CAPACITY ASSURANCE MARKETPLACE

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ummins Power Generation’s DMC 1500 Paralleling System features the company’s PowerCommand® system-level microprocessor-based master-control technology, custom-engineered switchgear and a userfriendlier icon-based, touch-screen interface. It communicates directly with gen-set and transfer-switch controls for seamless integration. Power transitions can be open or closed, in fast (100 ms) or gradual ramping mode. Functions include utility paralleling for peak shaving, base loading and load add/load shed sequence control. Available for low- or medium-voltage applications, the standard DMC 1500 system can accommodate four generators and be expanded for up to eight.

obileCollect from MicroRidge Systems wirelessly collects measurements from handheld gages using mobile modules that attach securely to the gage or fixture, then sends those measurements wirelessly to a PC for quality control. The system is suited for situations where there is heavy RF, significant machinery, robots or electrical noise. According to the company, the system can significantly reduce ongoing costs and downtime due to less-frequent cable failure and replacement.

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intas Corporation has added the Carhartt Flame Resistant (FR) Jean to its exclusive line of Carhartt Rental Workwear. The jeans are a Hazard Risk Category 2 garment made with 14.75-ounce, flame-resistant cotton denim. They feature a relaxed fit and leg openings that fit over work boots for added comfort. Cintas’ rental program offers a specialized laundering process that helps maintain the garments’ level of protection for the wearer.

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SPM®HD is implemented in the Intellinova® Compact, a new addition to the very successful range of SPM Instruments on-line condition monitoring products.

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Revolutionary Technique for Condition Monitoring

MT-ONLINE.COM | 45

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

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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.

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JUNE 2012

Index ADVERTISER

20 YEARS

2012 M A I N T E N A N C June E

Volume 25, No. 6 TECHNOLOGY

JUNE 2012 Volume 25, No. 6 •

WEB ADDRESS

RS #

PAGE #

ALL-TEST Pro, LLC....................................www.alltestpro.com/c/200................................................... 77 .............................35 CRC Industries.............................................www.crcindustries.com/ei................................................... 84 .............................45 Des-Case Corporation................................www.descase.com/flowguard ............................................. 71 .............................21 Dreisilker Electric Motors Inc....................www.dreisilker.com .............................................................. 80 .............................37 Electro Static Technology ...........................www.est-aegis.com ............................................................... 74 .............................27 Engtech Industries Inc. ...............................www.engtechindustries.com............................................... 65 ...............................4 Exair Corporation .......................................www.exair.com/48/440.htm ............................................... 66 ...............................5 Exair Corporation .......................................www.exair.com/48/140.htm ............................................... 79 .............................36 Fluke...............................................................www.fluke.com/madeeasy .................................................. 62 ...............................1 Fluke...............................................................www.fluke.com/nocompromise ........................................ 63 ...............................2 Foster Printing Services ..............................www.fosterprinting.com ..................................................... 92 .............................22 General Electric Company - Energy ........www.ge-mcs.com/scout....................................................... 61 ..........................IFC Grace Engineered Products. Inc................info.graceport.com/lmz ....................................................... 72 .............................23 Grace Engineered Products. Inc................info.graceport.com ............................................................... 86 .............................46 Grainger ........................................................www.grainger.com................................................................ 90 ..........................IBC Innovator Of The Year Award ...................www.reliabilityinnovator.com ............................................ 73 .............................24 Inpro/Seal, LLC ...........................................www.inpro-seal.com ............................................................ 91 ...........................BC Ivara................................................................www.ivara.com...................................................................... 81 .............................42 Kluber Lubrication North America .........www.klubersolutions.com/sustainability2 ....................... 69 .............................16 LUBE-IT/Generation Systems ..................www.generationsystems.com ............................................. 83 .............................44 Ludeca Inc.....................................................www.ludeca.com................................................................... 70, 87 .................17, 46 Meltric Corporation ...................................www.meltric.com.................................................................. 78 .............................36 Miller-Stephenson Chemical Co. .............www.miller-stephenson.com.............................................. 64 ...............................4 OiLMISER ....................................................www.oilmiser.com ................................................................ 75, 76 .......................28 Process Industry Practices..........................www.pip.org........................................................................... 82, 88 .................44, 46 Scalewatcher .................................................www.scalewatcher.com ........................................................ 260, 280.............30, 31 SKF CMC-Fort Collins ..............................www.bakerinst.com.............................................................. 68 .............................12 SPM Instrument, Inc. .................................www.spmhd.com.................................................................. 85 .............................45 Strategic Work Systems, Inc.......................www.swspitcrew.com ........................................................... 89 .............................47 Sullair Corp...................................................www.sullair.com/stationary ................................................ 67 ...............................7 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.

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

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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MT-ONLINE.COM | 47

viewpoint Logan Brubaker, Senior Director Service Development Siemens Industry, Inc.

Today’s Holistic Landscape: Embracing Lifecycle Service

n the last 25 years, the service market has transformed substantially. Service strategies once centered on the most basic elements: time and material, product replacement and service agreements. While many customers understood the value in having a strong business partner to serve their needs, the purchasing trend often took a commoditized view of the marketplace. The technology was similar, skills to provide services were somewhat homogenous from one company to the next and there weren’t many service providers or customers that really understood the value of service to both sides of the relationship. Today, those primary services are still a vital component required to support operations, and they’re still supported in most service organizations’ portfolios. However, as markets and economies evolve, so have customers’ needs and expectations. To meet this challenge, we must recognize that our customers now demand—and deserve—a more holistic approach that centers on mutual business goals throughout a facility’s complete lifecycle.

As markets and economies have evolved, so have customers’ expectations. Services aren’t thought of as ‘commodities’ these days. Think about a negative service experience you’ve had recently—personally or professionally. When you analyze the experiences that did not meet your expectations, you’ll likely recall that one or more components of the whole process either did not receive enough attention or were disregarded altogether. Assuming the service provider has a defined portfolio, process and culture in place, a negative experience generally stems from two common issues.

On many occasions, the poor experience can be traced to a service company placing too much emphasis on its own mission before getting to know you, your company, your operation, your performance criteria and your strategic vision for the lifecycle of your facility. This isn’t to say the service provider’s goals and objectives aren’t important— but they should align with the results of their customers to achieve mutually sustainable benefits. In other instances, your business could be overly generalized based upon the industry market in which you reside. Rather than look at each customer’s specific needs, many service providers tend to view a market as a single entity, where all customers have the same requirements and opportunities and can, therefore, be offered a “cookie-cutter” solution. While consideration and expertise of the market as a whole are essential ingredients, providing valuable context for solution generation, they’re not the only aspects that matter. A good service provider has the in-depth market experience and knowledge to benchmark a company’s operation, but is also aware that nuances exist from customer to customer—even within the same market—and that a “one-size-fits-all” approach is inappropriate and, often, ineffective. To avoid these common roadblocks, service providers need to develop better customer relationships through an understanding of key goals and objectives, based on answers to questions such as: What are your most important key performance indicators (KPIs)? What are your short- and long-term strategies, and how can a service partner help you achieve your goals? How can we assist you in adapting to changes in the market, the economy or from regulatory agencies? Awareness of these and other specific needs enables high-impact customer interactions leading to value-added service partnerships that allow both businesses to thrive. Yes, the landscape is changing to holistic, with lifecycle service becoming the norm. If we want to stay ahead of the curve, we must embrace service. MT logan.brubaker@siemens.com For more info, enter 10 at www.MT-freeinfo.com

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

48 | MAINTENANCE TECHNOLOGY

JUNE 2012

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PERMANENT BEARING PROTECTION FROM YOUR RELIABILITY EXPERTS The original, non-contacting Inpro/Seal® Bearing Isolator is custom engineered to permanently protect your rotating equipment from lubrication loss and contamination ingress– increasing plant reliability. At Inpro/Seal, we recognize the high cost of downtime, that’s why we’re able to ship same day on most products, including new designs. The right technology, right when you need it. Find out more at www.inpro-seal.com.

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