Maintenance Technology July 2012 by Applied Technology Publications

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TAKES

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Contents JULY 2012 • VOL 25, NO 7 • www.MT-ONLINE.com

YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS

FEATURES CAPACITY ASSURANCE STRATEGIES 16

Failure Analysis Of Machine Shafts As the industrial arena grows more sophisticated, it seems as though operations are confronting fewer and fewer broken machine shafts. When shafts DO break, however, there are almost always as many theories regarding the suspected culprits as there are people involved. Neville W. Sachs. P.E.

ON THE ROAD TO SUSTAINABILITY 24

The South’s Sustainable Snack Maker Frito-Lay’s award-winning facility in Fayetteville, TN, is turning out America’s favorite snacks with low environmental impact. Rick Carter, Executive Editor

SUPPLY CHAIN LINKS 32

Emphasis On Innovation: Rolling Bearings In Mining & Mineral Processing Suppliers have made some great strikes in the design, heat treatment, sealing and lubrication of rolling bearings. Keith E. Meyers, P.E., SKF

CELEBRATING 20 YEARS OF PROMOTING EXCELLENCE IN MAINTENANCE & RELIABILITY

BE INSPIRED... FEATURING KEYNOTE ALISON LEVINE

Alison Levine knows the highest highs – and at the SMRP Annual Conference will demonstrate how to build and lead a team through tough times. ADVENTURER: Climbed tallest peaks on all seven continents TRAINED LEADER: Adjunct professor at the U.S. Military Academy at West Point EXPERT ON TEAM-BUILDING: Will demonstrate what it takes to be a strong leader and deal with changing environments

To register, visit www.smrp.org! JULY 2012

DEPARTMENTS 6 8 10 13 14

My Take

31 38 40 42 46 46 47 48

Automation Insider

Stuff Happens Uptime Motor Decisions Matter Don’t Procrastinate… Innovate! Technology Showcase Solution Spotlight Marketplace Information Highway Classiﬁed Supplier Index Viewpoint

...and don’t forget to visit www.MT-Online.com for this month’s 25th Anniversary Article,

“Time’s Arrow” by John Moubray MT-ONLINE.COM | 3

It’s Coming! Are You Ready?

July 2012 Volume 25, No. 7 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

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

RANDY BUTTSTADT

Director of Creative Services rbuttstadt@atpnetwork.com

GREG PIETRAS

Editorial/Production Assistant gpietras@atpnetwork.com

ELLEN SANDKAM

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

JILL KALETHA

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

Presented By

Applied Technology Publications

Categories: Innovative Devices, Gizmos & Gadgets Innovative Processes & Procedures Innovative Use of Third-Party Resources Details & Entry Forms Available At www.reliabilityinnovator.com Grand Prize Winner And 3 Runners-Up Announced In Early 2013

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

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

Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, 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

JULY 2012

Together

We’ll Do BIG Things.

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MY TAKE

Jane Alexander, Editor-In-Chief

Let Me Say It Again: They Deserve Better

Photo by Petty Officer 2nd Class Sandra M. Palumbo, U.S. Navy - Bahrain, November 6, 2007

ee the picture below? It’s an example of a PSA (public service announcement) ad you may have noticed in the pages of Maintenance Technology from time to time. We carry it on behalf of the Iraq and Afghanistan Veterans of America (www.IAVA.org), the nation’s first and largest nonprofit, nonpartisan organization representing veterans of the wars in Iraq and Afghanistan. This ad and others are part of an ongoing “You Are Not Alone” campaign by the Ad Council that has run since November 2008 (http://www.nytimes.com/2008/11/22/opinion/22herbert.html?_r=2). I draw your attention to this ad in July—a month known for the proud waving of American flags— because too many of our returning military veterans may be feeling as if they’ve been thrown into yet another hell-hole on earth: what appears to be, for many, a brutal, almost unimaginable battle for gainful employment and the dignity that goes with it. They deserve better. Too bad our politicians can’t be bothered to deal substantively with the jobs crisis for the next few months. They’re so busy—the silly season of campaigning mostly about much of nothing is upon us. And, according to “word on the street,” we also need to be patient with companies that won’t hire ANYBODY (veterans included) until the Supreme Court’s ruling on Obamacare and the Presidential election provide them with some “certainty.” (Oh, please! Let’s grow some courage out there!) Thankfully, many groups and businesses are still brave enough to jump into the fray—IAVA being one. A January 2012 survey of the organization’s 200,000+ members uncovered an unemployment rate of 17%. (Note: Per May’s government jobs report, the overall unemployment rate for veterans is 12.7%.) We agree with IAVA: This level of joblessness among our vets is unacceptable. They deserve better. To combat the problem, IAVA has teamed with the U.S. Chamber of Commerce to host several “Smart Job Fairs” around the country this year. As elements of IAVA’s “Clinton Global Initiative (CGI) America” partnership with the Chamber, these activities are specifically designed to connect veterans with critical employment resources to ease their transition from combat to career. Employers learn ways to help bridge the military-civilian divide and meet vetted and confirmed veterans of Iraq and Afghanistan. (BTW: At Chicago’s “Smart Job Fair” on June 6, more than 40 companies, 99% of Americans have seen combat on TV. including JPMorgan Chase, MillerCoors, Prudential, GameStop, ComEd 1% of Americans have seen combat in Iraq or Afghanistan. and Blue Cross Blue Shield of Illinois, participated.) The problem is that 40 companies in Illinois is a tiny drop in a very big bucket when it comes to hiring veterans. How many other companies are working to solve this crisis? In our March “Question of the Month” (www.mt-online.com/question), we asked what your companies/organizations are doing to help. To date, nobody has responded. I hope that was just an oversight at your end. If it was, email your answers to me directly. We know where you’re coming from. Should you agree to let us publicize your efforts, we will. Loud and clear. They—so many of our vets—deserve better than they’ve received of late. Much better. MT jalexander@atpnetwork.com

MAINTENANCE TECHNOLOGY

We’ve got your back. Join the online community at IAVA.org

JULY 2012

you work hard.

Gates does, too.

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NEWS STUFF HAPPENS

PEOPLE PEOPLE...

GET YOUR ‘FIX’ IN (MAKE THAT AN ERGONOMIC FIX) The ergonomics consulting group Humantech reports that the sixth annual Find It – Fix It Challenge is already underway. The competition recognizes and rewards simple and effective workplace solutions that result in increased productivity, improved worker morale and fewer workplace injuries and illnesses. It’s an off-shoot of Humantech’s RAPID Team Events® exercise that’s based on the concept of making quick and simple visible changes to improve ergonomic issues in the workplace. This year’s contest runs until September 16, and is open to all past and current clients of Ann Arbor, MI-based Humantech. Organizations are asked to submit their best workplace improvements, highlighting the implementation of a creative and high-impact ergonomic solution. By the end of September, 15 finalists will be selected by a panel of Certified Professional Ergonomists and Humantech staffers. A First Place Winner and two Honorable Mentions will be chosen from the field of finalists and notified by mid-November. The submission process and step-by-step instructions, including entry-form templates and a Webinar entitled Key Elements for Submitting a Winning Entry, can be found at www.humantech.com/about/find-it-fix-it-challenge. (BTW: First Place in the 2011 Find It – Fix It Challenge went to The Timken Company’s Manchester, CT, plant for its Bull Gear Deburring fixture. Honorable Mentions went to the Ashland Water Technologies plant in Nantou, Taiwan, for its Raw Material Transfer improvement, and John Deere’s Fuquay-Varina, NC, operations for its Mid-Z Eyebolt improvement.

Aaron Jagdfeld, CEO of Generac Power Systems, has received Ernst & Young’s “Entrepreneur Of The Year® 2012 Award” in the manufacturing category for the Upper Midwest. This award recognizes outstanding entrepreneurs that demonstrate excellence and extraordinary success in areas such as innovation, financial performance and personal commitment to their businesses and communities. As an Upper Midwest award winner, Jagdfeld is now eligible for consideration for the overall “National Entrepreneur Of The Year 2012 Award” that will be announced at a gala in Palm Springs, CA, on November 17. Now in its 26th year, the Ernst & Young’ “Entrepreneur Of The Year Program” has honored the leadership of entrepreneurs like Jeff Bezos of Amazon.com, Michael Dell of Dell, Inc., Herb Kelleher of Southwest Airlines, Fred Smith of FedEx, Larry Page and Sergey Brin of Google, and Reid Hoffman and Jeff Weiner of LinkedIn, among others.

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

Does your organization use safety awards to help encourage safe operations, practices and behaviors? If so, do you feel your workplace and personnel are safer (or less safe) as a result of such incentives? Why or why not? Go to MT-online.com/question with your answer. 8|

MAINTENANCE TECHNOLOGY

JULY 2012

STUFF HAPPENS NEWS

KUDOS For Some Big Numbers

As part of a Manufacturing Institute (“the Institute”) partnership focusing on workforce skills, the ASQ (American Society for Quality) notes that it issued more than 6500 certifications in the U.S. last year. The Institute’s “Manufacturing Skills Certification System,” which has been endorsed by the National Association of Manufacturers (NAM) was developed expressly to address the deficits in manufacturing education and training. Having set a goal of issuing 500,000 certifications to individuals by 2016, the partners appear to be well on their way to success: In 2011, the first year of the program, 84,738 credentials were issued. ASQ is the only one among the 16 organization partners representing multiple industry sectors that deals specifically in the quality field.

Seen and heard at a recent event in Philadelphia, PA: Speaking on behalf of SKF, a global leader in a range of sustainability-sensitive products and business practices, Poul Jeppesen, President of SKF North America, noted that SKF has committed to a target to increase revenue from the SKF BeyondZero portfolio from $350 million USD in 2011 to $1.4 billion USD in 2016. (Speaking of SKF, be sure to read this month’s article by Keith Meyers, “Emphasis on Innovation: Rolling Bearings In Mining & Mineral Processing,” that begins on page 32.)

New & Noteworthy

JULY 2012

’ 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 We have two readers to thank for this month’s submissions: Brian O’Reilly, Sales Manager of Cleveland Tramrail Products (Gorbel, Inc.), provided an oldie/but goodie Oscar Wilde jewel:

“A fool knows the price of everything...and the value of nothing.” We also liked the following thought (the original thinker of which is unknown) sent in by Scott Kautz, Maintenance Manager at Reedsburg Hardwoods:

“Attitude is like a flat tire— it won’t go anywhere unless it is changed.”

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.

Alstom has announced a new U.S. Patent, No. 8,069,797, for its Mer-Cure™ product. The latest of three patents covering Mer-Cure technology, this one relates to the injection of powdered activated carbon (PAC) into a coal-fired power plant’s flue gas at a high-temperature location, such as upstream of the air heater, to reduce mercury emissions. According to Alstom, Mer-Cure reduces sorbent consumption by up to 50% when paired with several air quality control system (AQCS) technologies. This, in turn, lowers customers’ operation and maintenance costs and provides compliance with new emission standards under the Mercury & Air Toxics (MATS) regulation. MT-ONLINE.COM | 9

UPTIME

Bob Williamson, Contributing Editor

Maintenance Work Instructions Part I: A Style Guide “OK, you got my attention with last month’s Uptime column, ‘The World’s Best Maintenance Tool’ (i.e., detailed work instructions). I see now that our PM work instructions are sorely lacking in details, leaving a lot to the mechanic’s discretion. And, our production departments have used standardized work as part of their lean manufacturing process for years. So, here’s my question: How should we begin straightening out our PM program without getting mired down in a major documentation project?” First things first Your efforts should focus more on improving equipment performance and reliability than overhauling your PM work instruction documents. Be careful NOT to get mired down in a massive rewrite or upgrade of all of your facility’s PM work instructions—the financial justification might not be there. Concentrate on delivery of measurable business results every step of the way. Let’s begin exploring a Style Guide to specify how to develop and deploy PM work instructions. We’ll start by looking at three basic considerations when improving maintenance work instructions: 1. Focus on the most penalizing equipment. 2. Follow a structured developmental and deployment process. 3. Use a standardized document format. #1. Focus on the most penalizing equipment Begin improving your maintenance work instructions by targeting your most penalizing equipment items or processes. Look beyond the maintenance needs of the equipment and consider the plant or facility operations. Select your starting points with equipment that’s a candidate for improved performance by asking a few questions: n Do equipment problems often interrupt operations? n Does the equipment create defects or off-spec

conditions? n Does the equipment cause sizeable delays in meeting

customer requirements? n Does the equipment seem to be environmentally

sensitive and problem-prone? n Do equipment damages or injuries occur during

routine PM task completion? 10 |

MAINTENANCE TECHNOLOGY

n Are the PM work instructions sketchy, leaving much

to the discretion of end users? n Are they incomplete or not as efficient and effective

as they should be? n Do the results of the PM process vary with the person

who performs the PM tasks? The more “YES” answers to these questions, the more likely improved work instructions will be successful. #2. Follow a structured developmental and deployment process Given the “top 10 characteristics of the world’s best maintenance tool” listed in last month’s Uptime column (pgs.10-12, Maintenance Technology, June 2012), there may be as many ways to approach the development and deployment of maintenance work processes as there are writers. The challenge is to get started with one developmental model and improve it to suit your needs as you go—then adopt it as a “standard.” I’ve found the continuous-improvement approach reflected in the accompanying process model (Fig. 1) to be especially effective in developing work instructions for NEW equipment. As you could imagine, each block in Fig. 1 can be interpreted differently. In an actual Style Guide, there would be detailed descriptions and procedures for each of the steps shown by blocks in the model. Here are several items, albeit brief, to consider in each of the steps of Fig. 1: 1A. Incorporate OEM recommendations for Preventive Maintenance whenever available. 1B. Build on the PM instructions of similar equipment (if available). 1C. Review work-order histories of similar equipment for PM effectiveness. Look for gaps. 2. Identify the specific operating conditions, operating/ production requirements. 3. Review the equipment configuration. Verify common or non-standard components and modifications. 4. Identify those who will perform PM tasks (i.e., start of shift, end of shift, calendar, hourly, etc.). 5. Engage a select end-user group to prepare a 1st Draft guided by a PM facilitator/engineer. 5A. If your plant is so inclined, use a formal RCM analysis or FMEA to define PM tasks. JULY 2012

UPTIME

Developing & Deploying Preventive Maintenance (PM) Work Instructions A Continuous-Improvement Model

Regardless of which development-process model you use, be sure to document it. Then improve it. #3. Use a standardized document format Some businesses may already have a standard document format for work instructions— many plants, however, do not. The following list summarizes major headings in a standard PM work-instruction format. Of course, the format should be adapted to the specific needs/ requirements of YOUR facility. There are three major groups of information in this standard format: “Document Headings,” “Job Performance” and “Document Control.” 6. Look for accuracy, gaps and clarification during an actual “dry-run walk-through” of PM instructions. 7. Start applying visuals to the work instructions AND on the equipment for “maintainability.” Consider minor modifications to improve access, inspection and overall ease of maintenance. 8. Compile the 2nd Draft PM Plan & Tasks. A repeat of the “dry-run walk-through” may be in order. 9. Submit for a formal review and approval process per “management of change” (MOC) process. 10. Publish Final PM document according to approved formats or work instruction Style Guide. 11. Deploy PM Plan & Tasks. This may involve updating the PM job plan in your CMMS and attaching the new work instructions to PM work orders. 12. Train and qualify users to accurately and completely follow the new work instructions. 13. Audit the PM performance to assure accuracy, efficiency and effectiveness of the instructions and the qualification of the persons using the instructions. 14. Over time, look for ways to improve the PM Plan & Tasks (work instructions). 15. Compile the improved PM Draft Work Instructions and return to Step #5 to complete update. JULY 2012

Document Headings… 1.0. Procedure Title & ID Number 2.0. Applicability: Location, Equipment, Process, Facility, Work Center, etc. 3.0. Procedure Identification: ID Number, Type 4.0. Frequency of Performance 5.0. Equipment Status: Running, Down, Major Shutdown/Turnaround 6.0. Introduction: Procedure Summary Job Performance… 7.0. Responsibilities: (Who & What) Manager, Supervisor, Maintainer, Others 8.0. Assigned Personnel Requirements: Craft, Trade, Technician, Skill Level, Contractor… 9.0. Estimated Time: Hours, Duration, Number of People, Additional Work limits… 10.0. Personal Protective Equipment Requirements 11.0. Environmental & Safety: MSDS, Hazards, Confined Space, Cutting, Containment, Disposal… 12.0. Reference Documents & Source: OEM, Owner, Contactor… 13.0. Equipment & Tools Requirements MT-ONLINE.COM | 11

UPTIME

Document Control. . . 20.0. Current Revision: Revision Number & Date 21.0. Document Control Identification 22.0. Document Originator & Approval: Name, Contact Information, Effective Date…

The work instructions can also be summarized in checklist format for ease of use on the job if the tasks to be performed are not particularly complex or critical. Detailed maintenance work instructions are meant to drive out the natural “human variation” in the way people do things. They provide a basis for training and qualifying a person to perform the required tasks on specific equipment. And the use of the work instructions must be enforced— they’re not optional. Instructions that are developed in the manner described here are a starting point for continuous improvement of equipment performance and reliability, improved workplace safety and environmental conditions, and for improving overall productivity of the company’s physical assets AND its human resources.

Some final thoughts There are several options for using detailed PM work instructions: They could be attached to PM work orders when they’re distributed, made available in hard copy at the equipment or point of use, or posted on a network computer terminal that’s accessible to the person performing the tasks.

Coming up in August Next month, Part II of this article will explore the ins and outs of procedure-writing and include some actual examples along with a number of different work instruction layouts and summary checklists. MT RobertMW2@cs.com

14.0. 15.0. 16.0. 17.0.

Parts Requirements Materials & Supplies Requirements Reference Documents Procedure: Step-by-step, Should-Be and As-Found Readings, Graphics, Photos… 18.0. Comments: Job Notes, Work-Process Revisions 19.0. Completion Signatures: Performed By, Approved By, Inspected by, …

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12 |

MAINTENANCE TECHNOLOGY

JULY 2012

BOOSTING YOUR BOTTOM LINE

Plug Into Energy Savings

n this economy, cutting back is common. But have you thought about cutting back on your operation’s energy bill? Cutting back on electricity consumption by boosting efficiency can lead to dramatic savings, reduced exposure to rising energy prices and improved process efficiency and control. Even better, there’s a large (and growing) number of energy-efficiency programs around the United States and Canada with financial and technical resources to help you identify and implement opportunities throughout your facility. In fact, the efficiency program industry [1] directed over $9 billion in 2011, according to the Annual Industry Report, published by the Consortium for Energy Efficiency (CEE). In the U.S., 39% of the total was dedicated to the commercial and industrial sectors—billions of dollars, some of which are ready to support qualifying energyefficiency improvements in facilities like yours. Where to start According to the U.S. Department of Energy (USDOE), motor-driven equipment consumes 64% of the total electricity used in the U.S. industrial sector.[2] As the largest single source running up an industrial plant’s electricity bill, zeroing in on your motors and motor-driven system such as pumps, fans and air compressors is a great first step toward cutting costs and increasing efficiency in your facility. Where get help In addition to publishing the Annual Industry Report, CEE maintains a searchable spreadsheet of 94 efficiency programs that provide incentives for qualifying projects that improve motor system efficiency. This resource, Motors & Motor Systems Program Summary, includes the following types of program offerings: Motors… Programs that provide incentives, typically rebates, to vendors, distributors, or directly to customers for motors that meet energy-efficiency specifications.

JULY 2012

Motor Management… Programs that work with customers and vendors to identify motors for replacement with energy-efficient models either upon failure or through early retirement programs. Other programs support best motor repair practices that maintain motor nameplate efficiency. Motor Systems… Programs that provide incentives for efficiency improvements in specific motor-driven systems such as pumps, fans and air compressors, and for installing adjustable speed drives. To learn more about how you can cut costs and save energy with your motor-driven systems, visit the Motor Decisions MatterSM (MDM) Campaign, www.motorsmatter.org, which provides free tools and resources that can help get your operations plugged into savings. These resources can also lead to partnerships with your local sales and service center, vendor, electric utility or other energy-efficiency representatives that are well positioned to offer added support. Plug into these programs and start saving today. MT 1. The efficiency program industry is comprised of electric and gas utilities, state energy agencies and other non-utility program administrators, municipal power providers and co-ops. 2. USDOE, 2008. (http://www1.eere.energy. gov/industry/bestpractices/pdfs/motor.pdf) For more info, enter 68 at www.MT-freeinfo.com

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

MT-ONLINE .COM | 13

DON’T PROCRASTINATE…INNOVATE!

Ken Bannister, Contributing Editor

Adapting Innovative Training Programs To Overcome The Skills Shortage There are many high-school dropouts that have gone on to shape our brave new world through innovation, leadership and business savvy. The alumni list of famous dropouts and their accomplishments is long. Among others, consider the likes of Benjamin Franklin (a Founding Father, scientist and inventor of the Franklin stove); Jim Clark (computerization for the masses and founder of Netscape); Henry Ford (automobiles for the masses and the first production management system); George Eastman (Kodak cameras and photography for the masses); Albert Einstein (the theory of relativity); Orville and Wilbur Wright (aviation’s first flight); Henry Royce (engineering/manufacturing half of Rolls-Royce); Soichiro Honda (the world’s most successful engine manufacturer); Ray Kroc (McDonalds); Richard Branson (Virgin Airlines, phones, music, trains and commercial space travel). These individuals didn’t just overcome a lack of education, they helped overcome challenges of their times by understanding their strengths and marrying them to a passion that produced extraordinary results. For every famous dropout, though, there are thousands of uncelebrated ones who also go on to lead remarkable lives—my father included. The realities of World War II England turned him into a 6th-grade dropout. After training and reinventing himself many times (based on his strengths and acumen for fixing and making things out of nothing), he eventually built and ran a successful engineering fabrication business employing over 35 people for 30+ years. Legs of his learning journey included the military (that taught him mechanics) and the Ford Motor Company (that taught him how to weld and provided enough overtime to fund the startup of his own business). Lingering recession-like conditions are forcing countless educated people to be innovative in their job preparation and search methods—

14 |

MAINTENANCE TECHNOLOGY

causing them to take stock of their skills, reassess current job-market requirements and close gaps by completing additional training to gain new skill sets. (Today’s college grads are expected to use this career-change model many times over the course of their working lives.) In a recent Uptime column, “Save Manufacturing And Save America” (pgs. 10-12, Maintenance Technology, May 2012), my fellow Contributing Editor Bob Williamson reminded us that U.S. industry currently faces a shortfall of more than 600,000 workers (a deficit that’s expected to rise to 2-3 million by 2015). The reasons are simple and result from a “triple whammy” of still-unfolding events that include increasing numbers of skilled baby-boomer retirements; re-shoring of more and more manufacturing operations to North America from Asia; and the dismal state of educational, vocational and apprenticeship opportunities. Successfully confronting this massive skilled-workforce challenge calls for both interim and long-term solutions. An interim solution Unlike industry, facility-management organizations like hospitals, schools and commercial building operators employ just one or two skilled trades staffers and an army of unskilled operators/ maintainers under their direction to perform an array of tasks and services. In the past few years, I’ve used the following six-step process to help many municipalities and industrial clients overcome the inconsistency of that model and ensure minimum standards of operator/maintainer skills and knowledge. 1. Review job-description and roles-and-responsibilities documents and revise to a minimum standard requirement for non- or semi-skilled operations/maintenance positions. 2. Assess current individual skill sets and abilities and identify operators/maintainers that can be employed in their specialty or train others.

JULY 2012

DON’T PROCRASTINATE…INNOVATE!

Successfully meeting the skilled-workforce challenge calls for innovation. Clinging to conventional solutions and ways of thinking won’t do it. 3. Build a skills matrix for each person and assess where individual training is required to build minimum skill-set requirements. 4. Review requirements with local college(s) and your corporate training department to build a companyspecific program that graduates students with an “ABC Corp. Diploma in Operations Maintenance” upon completion of 60 -120 hours of companypaid training. Many colleges already offer basic courses in electricity, cabinet-making, plumbing, HVAC, etc., which can be included immediately. 5. Augment college courses with specialty courses by third-party providers to train specific individuals for specific jobs. In my case, I’ve offered a 16-hour Planning and Scheduling course, as well as a 24-hour ICML (International Council of Machinery Lubrication) course that helps participants prepare for the Certified Machine Lubrication (CML) credential process. Other providers have been used to train and certify individuals in laser-alignment techniques and Level I infrared thermography. 6. Rewrite/update PM tasks to reflect training and new knowledge. This innovative type of program is adaptable to any organization, as it is client-specific in its design, tailored to be easy and quick to develop and relevant, regardless of current skill levels. Longer-term strategies Richard Branson (one of our more recent celebrity dropouts and innovators) has gone on record challenging the education system for taking too long to graduate students in science and engineering disciplines (4+ years). Approaching the education system from a business perspective, he argues that a student writing a paper no longer needs to walk to the to the library and dig through a mountain of text, taking copious longhand notes transcribed on to a typewritten essay, but instead can perform research, take verbal notes and have them transcribed and turned in for grading via a computer— in a matter of minutes, not days.

JULY 2012

With so many programs now offered online, Branson contends that today’s traditional collegiate business model, wherein students spend an average of 100 weeks over 3-4 years in pursuit of a postsecondary degree, can be cut down to an 80-week timeframe. Translation: A degree could be attained in a two-year time span. This frees up a school to take on more students and lower the cost of education for everybody. The same thought process could be adapted to apprenticeships and trade schools. Anyone who has gone through an apprenticeship knows that most learning takes place in years one and four. The first year introduces trade concepts. Years two and three are usually spent on helper and “gofer” duties. Not until year four are the trade secrets finally revealed. With ever-fewer skilled tradesmen and women available to pass on their knowledge, industry leaders must lobby government to develop and accept accelerated two-year internship/apprenticeship programs in which basic industrial concepts are taught in year one at the college level and corporations complete the second year by teaming up the apprentice with a tradesperson. This would clearly require the trade definition to be narrower, but it would allow students to quickly assimilate into the workforce fully trained in a specific skill. The intern/apprentice can return later for additional training that will let him/her fulfill specific industry needs in an accelerated manner and build a strong resume´ by adapting quickly to changing industry requirements. So, discard your conventional ways of thinking. Now’s the time to take bold, innovative steps toward building a sustainable skilled workforce that will be adaptable to rapid changes in our new industrial reality. We have neither minds nor hands to waste. MT Ken Bannister is author of Lubrication for Industry and the Lubrication section of the 28th edition Machinery’s Handbook. He’s also a Contributing Editor for Lubrication Management & Technology. Email: kbannister@engtechindustries.com.

MT-ONLINE.COM | 15

The science of breaking bad...

Failure Analysis Of Machine Shafts Neville W. Sachs, P.E.

As the industrial arena grows more sophisticated, it seems as though operations are confronting fewer and fewer broken machine shafts. When shafts DO break, however, there are almost always as many theories regarding the suspected culprits as there are people involved.

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MAINTENANCE TECHNOLOGY

hether related to motors, pumps or any other types of industrial machinery, shaft failure analysis is frequently misunderstood, often being perceived as difficult and expensive. For most machine shafts, however, analysis should be relatively straightforward. Thatâ&#x20AC;&#x2122;s because the failure typically provides strong clues to the type and magnitude of forces on the shaft and the direction they acted in: The failed parts will tell exactly what happened.

JULY 2012

CAPACITY ASSURANCE STRATEGIES

There are only four basic failure mechanisms: corrosion, wear, overload and fatigue. The first two— corrosion and wear—almost never cause machine-shaft failures and, on the rare occasions they do, leave clear evidence. Of the other two mechanisms, fatigue is more common than overload failure. (NOTE: Keep in mind that many times corrosion will act in conjunction with fatigue loading to cause a shaft failure.) This article will focus on failures resulting from overload and fatigue factors. Overload failures Overload failures are caused by forces that exceed the yield strength or the tensile strength of a material. As depicted in Fig. 1, the appearance of an overload failure depends on whether the shaft material is brittle or ductile.

Original Shape

TENSION Brittle

Ductile

TORSION

Important Note: When Was the Failure Force Applied? In diagnosing which mechanism caused the failure, a critical point to remember is that overload failures are generally caused by a single load application, while fatigue failures are always the result of a load applied repeatedly over many cycles. This means if the shaft failed as a result of an overload, the force that caused the failure was applied the instant before the shaft broke. Conversely, if fatigue was the culprit, the initial force may have been applied millions of cycles before the final failure occurred. There are occasional cases when a ductile shaft will fail in a somewhat brittle manner. Photo 2 shows an example of this situation—i.e., what happened when a 200 hp, 3600 RPM motor suddenly stopped running. The result was a huge torsional stress and a cracked shaft. But because the material is ductile, the angle of the crack it is not at the 45° position shown in Fig. 1, and there is obvious distortion of the keyway. When ductile materials are grossly overloaded very rapidly, they tend to act in a brittle manner. Fortunately, brittle fractures of machine shafts are extremely rare. Like all brittle fractures, they are characterized by a relatively uniform surface roughness—the crack travels at a constant rate, and surface features called “chevron marks” are evident. Photo 3 (page 18) shows the brittle fracture of the input shaft of a large reducer that was dropped. The “chevron marks” are the fine ripples on the surface that all point just to the left of the keyway.

COMPRESSION Fig. 1 The appearance of an overload failure depends on whether the shaft material is brittle or ductile.

No shaft materials are absolutely brittle or absolutely ductile. The shafts used on almost all motors, reducers and fans are low- or medium-carbon steels and relatively ductile. As a result, when an extreme overload is placed on these materials, they twist and distort. The bent shaft shown in Photo 1 has been grossly overloaded by a torsional stress. JULY 2012

Photo 1. This shaft has been grossly overloaded by a torsional stress.

Photo 2. Occasionally, a ductile shaft will fail in a somewhat brittle manner, as this one did on a 200 hp, 3600 RPM motor that suddenly stopped running. MT-ONLINE.COM | 17

CAPACITY ASSURANCE STRATEGIES

While corrosion and wear rarely cause shaft failure on their own, corrosion acting with fatigue loading is a frequent culprit in such failures.

Photo 3. This brittle fracture, showing chevron marks just to the left of the keyway, occurred when the input shaft of a large reducer was dropped.

Fatigue failures Fatigue is caused by cyclical stresses, and the forces that cause fatigue failures are substantially less than those that would cause plastic deformation. Confusing the situation even further is the fact that corrosion will reduce the fatigue strength of a material. The amount of reduction is dependent on both the severity of the corrosion and the number of stress cycles. Once they are visible to the naked eye, cracks always grow perpendicular to the plane of maximum stress. Figure 2 shows the fracture planes caused by four common fatigue forces. Because the section properties will change as the crack grows, it’s crucial for the analyst to look carefully at the point where the failure starts to determine the direction of the forces. For example, while it is common for torsional fatigue forces to initiate a failure, the majority of the crack propagation could be in tension. That’s because the shaft has been weakened and the torsional resonant frequency has changed.

Photo 4. This case-hardened splined section of a hydraulic pump shaft shows evidence of a brittle fracture caused by a single bending force.

Occasionally, a portion of a machine shaft will be casehardened to reduce the wear rate. (NOTE: Case-hardening is usually done solely for wear-resistance purposes.) Photo 4 shows the case-hardened splined section of a hydraulic pump shaft, including its hardened case, the ring around the circumference with a very different texture than the majority of the shaft and “chevron marks” that point to the origin of the damage. Based on how this fracture grew straight across the shaft, the cause could have been related to either bending or tension. Its relatively uniform surface, though, would indicate that this fracture is of a brittle nature—which also means it was caused by a single force application. Furthermore, since it’s impossible to put significant tension on a spline, the analyst could safely say that a single bending force caused the failure. 18 |

MAINTENANCE TECHNOLOGY

Internal Pressure

Bending

Torsion

Tension

Fig. 2. Fracture planes caused by four common fatigue forces: Because the section properties will change as the crack grows, it’s important to look carefully at the point where the failure starts to determine the direction of the forces. JULY 2012

CAPACITY ASSURANCE STRATEGIES

The condition or roughness of the fracture surface is one of the most important points to look at in analyzing a failure because of the difference between overload failures and fatigue failures. With overload failures—because the crack travels at a constant rate—the surface is uniformly rough. Fatigue-induced cracks, however, travel across the fracture face at ever-increasing speeds. As a result, the typical fatigue fracture face is relatively smooth near the origin(s) and ends in a comparatively rough final fracture. A typical plain bending fatigue failure is depicted in Fig. 3. The crack started at the origin and slowly grew across the Fatigue Zone (FZ). When it reached the boundary of the Instantaneous Zone (IZ) the crack growth rate increased tremendously and the crack traveled across the IZ at approximately 8000 ft/sec. During the period of growth across the FZ, there may be changes in the loading on the shaft, which result in changes in the surface that appear as progression marks.

Progression Marks

Origin Fatigue Zone (Slow crack growth)

Instantaneous (Fast Fracture) Zone Fig. 3. This typical plane bending fatigue failure shows how a crack starts at the origin and slowly grows across the Fatigue Zone. When the crack reaches the boundary of the Instantaneous Zone, its growth rate increases significantly.

Rotational loads or plane bending… For a fatigue failure to occur, the forces must have been applied many times. There are low-cycle failures but most industrial fatigue failures we’ve seen involve more than 1,000,000 load cycles. A valuable feature of fatigue-failure interpretation is that the crack growth, i.e., the surface appearance, tells how the load was applied. If the crack grows straight across the shaft (as shown in Fig. 3), the force that caused the failure must have been a bending load operating in a single plane. Figures 4 and 5, however, show examples of rotating bending. The difference between these two failures is that the shaft in Fig. 4 has a single origin, while the fracture in Fig. 5 has multiple origins. Looking at the two sketches, we see the IZ of Fig. 4 is the larger of the two—which indicates that the load on the shaft when it failed was greater than that on Fig. 5. The analysis also shows that, even though Fig. 5 was JULY 2012

less heavily loaded, it had many more fracture origins, an indication of a high stress concentration, such as a shaft step with a very small radius. The ratchet marks are the planes between adjacent crack origins and grow perpendicular to the crack propagation.

15O Progression Marks

Origin Rotation

Instantaneous (Fast Fracture) Zone Fig. 4. In this example of rotating bending failure, the fracture has a single origin (and the load on the shaft when it failed was greater than that on the shaft in Fig. 5 when it failed).

Instantaneous Zone Ratchet Marks

Fatigue Zone

Multiple Origins Fig. 5. Analysis of this rotating-bending failure (with its multiple fracture origins) showed that the shaft was less heavily loaded than that in Fig. 4 when it failed.

Some examples of plane and rotating bending fatigue diagnosis are shown in Photos 5 and 6 (page 20). Photo 5 shows a 200 hp, 1180 RPM motor shaft that failed in less than a day. No progression marks means the fatigue load was constant. The instantaneous zone is relatively large, indicating the shaft was heavily loaded. Cracking started at numerous locations around the shaft, pointing to rotating bending as the cause. So many ratchet marks concentrated on the top and bottom of the photo make us suspect the shaft may not have been straight. Inspection, though, would indicate the root cause was associated with the belt drive. MT-ONLINE.COM | 19

CAPACITY ASSURANCE STRATEGIES

In fact, the sheaves were worn so badly that the belts were riding in the bottom of the grooves. This situation approximately doubled the shaft bending stress. The drive shaft in Photo 6 was on a steel-mill elevator. The surface is smoothest near the root of the keyway and became progressively rougher as the crack grew across the shaft. Numerous progression marks surrounding the tiny IZ and the change in surface condition about 40% of the way across the shaft from the IZ suggest something changed during the crack growth or that the elevator was not used for an extended period. These features are indicative of a slow-growing failureâ&#x20AC;&#x201D;and the fact that fretting corrosion may have substantially reduced the fatigue strength.

Photo 5. The shaft on this 200 hp, 1180 RPM motor failed in less than a day as a result of badly worn sheaves on the belt drive.

The savvy analyst never forgets that a crack always grows perpendicular to the plane of maximum stress. For more info, enter 92 at www.MT-freeinfo.com

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MAINTENANCE TECHNOLOGY

Photo 6. This slow-growing failure on a steel-mill elevator drive was initiated by fretting corrosion that substantially reduced the fatigue strength on the shaft. JULY 2012

CAPACITY ASSURANCE STRATEGIES

Torsional fatigue failures… Until the advent of variable speed drives (VSDs), torsional fatigue failures were rare: Equipment designers could anticipate operating speeds and excitation frequencies and engineer around them. The purpose of a VSD is to allow operation at a wide range of speeds. That, unfortunately, has led to many motor and driven-shaft failures due to torsionalfatigue factors. While the most common torsional fatigue cracks start at the sharp corner (stress concentration) at the bottom of the keyway when couplings are poorly fitted, another common appearance is the diagonal shaft crack (like that shown in Fig. 2). Photo 7 reflects the battered end of a motor shaft with a terrible (loose) coupling fit that let the hub repeatedly drive the key against the side of the keyway until a fatigue crack developed. (It’s not uncommon to see cases where the crack has propagated entirely around the shaft, leaving only a stub on the shaft.) Photo 8 shows both halves of the torsional-fatigue failure of a fan shaft in a plant that had recently changed to a VSD. The 45° angle to the central axis is a sure sign of torsional stresses, and the change in surface roughness across the shaft indicates the cause was fatigue forces. Torsional fatigue stresses frequently go unnoticed (until too late) because personnel don’t understand what they’re looking at. For example, both of the pump shafts shown in Photo 9 failed due to torsional fatigue aggravated by a reduction in strength caused by corrosion. Some might look at the fracture face of the shaft on the right and think it was caused by rotating bending. Closer examination of the many ratchet marks shows they are at a 45° angle to the centerline of the shaft—a positive indication of torsional fatigue stresses with numerous origins. (Note that the ratchet marks seen in Photo 5 have straight sides, an indication that they were caused by bending forces.)

Photo 7. The terrible (loose) coupling fit on this motor shaft allowed the hub to repeatedly drive the key against the side of the keyway until a fatigue crack developed.

Photo 8. The torsional fatigue failure of this fan shaft occurred shortly after the installation of a variable speed drive.

Words of caution on interpreting the clues While the oldest part of a fatigue failure typically has the smoothest surface—at least 98% of the time—it’s still crucial to look carefully at the failed part in the area of the origin: The shaft surface will describe the force. One of the greatest takeaways from this article is that a crack always grows perpendicular to the plane of maximum stress. Many times, we’ve seen shafts where the originating force was torsion with a short angular crack, but the majority of crack propagation was in bending—fooling inspectors into thinking that bending was the primary force. Don’t let yourself be taken in this way. MT Neville Sachs is a Senior Consulting Engineer with the Sachs Salvaterra & Associates division of Applied Technical Services, Inc., a firm specializing in nondestructive testing and technical support services for improved plant and equipment reliability. Email: sachscracks@att.net. JULY 2012

Photo 9. These pump shafts failed due to torsional fatigue aggravated by the reduction in strength caused by corrosion, not because of rotating bending.

MT-ONLINE.COM | 21

ELECTRICAL-SAFETY SENSE

Electric r o

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Safety al

Understanding Your Options

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FOR MORE INFORMATION PLEASE VISIT US AT: info.graceport.com/mt_712

Phil Allen, President, Grace Engineered Products

lectrical safety boils down to a single objective: Reduce electrical risks. Consider, for example, the fact that a 120VAC outlet is riskier than 13.8KV power distribution equipment. The reason is because many more people are exposed to 120VAC. The Risk Control Hierarchy instructs us on the most effective ways to reduce the probability and severity of such risks.

■ Elimination—Remove all voltage exposure ■ Substitution—Replace high-risk tasks with lower-risk tasks ■ Engineering Controls—Find ways to control electrical energy ■ Awareness—Reveal all sources of electrical energy ■ Administrative Controls—Ensure safe work practice procedures

(NFPA 70E, CSA Z462) ■ Personal Protection—Reduce risks of working on live voltage

OFFICIAL GAMEPIECE

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Keeping people away from live voltage eliminates risk altogether and is the preferred option. Communication ports, mounted on the outside of control panels, allow workers thru-door access to necessary aspects of the panel without taking the sometimes-risky action of opening the panel door. Having the ability to customize communication ports is important because it means every panel can be dressed with this time-saving safety device and no one is left exposed. Another way to keep people away from live voltages includes permanent electrical safety devices (PESDs). Keeping panel doors closed is vital to electrical safety. With PESDs, workers are able to perform lock-out/tag-out procedures from the safe side of electrical panels, and they do it in just seconds. This means not only are workers safer, but they are more productive with PESDs. Personal protective equipment (PPE) has its place and value, but, ironically, according to the Risk Control Hierarchy, it is the least effective at actually protecting workers. In fact, PPE’s sole purpose is keeping workers alive from the effects of an arc flash by minimizing, not eliminating, injuries. Furthermore, PPE does nothing to protect equipment or companies from the damaging aftermath of an arc flash. In the grand scheme of things, which option would you rather count on? MT To learn more about specific recommendations and practices, email the author: philallen@grace-eng.com. For more info, enter 01 at www.MT-freeinfo.com

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ccording to Milwaukee Tool, its recently introduced Milwaukee® Fluorescent Lighting Tester lets electricians and facility maintenance technicians troubleshoot an entire building full of lights in half the time they’ve typically devoted to the task. Until now, the usual approach has been to “replace and hope” (i.e., change out a lamp or ballast and hope that fixes the problem). The innovative Fluorescent Lighting Tester, part of Milwaukee’s expanding Test and Measurement line, appears to be a real gamechanger. With its 2-1/2 ft., fully retractable antenna, users can easily reach all lighting fixtures and, thus, change only those components that actual testing indicates are in need of replacement. Other features include a removable antenna adaptor to increase “flicker” response, audible and visual indicators for easy readings, a built-in LED work light to illuminate dark work spaces and a rugged, over-mold grip for increased durability.

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University Research Can Pay Dividends To Manufacturers

Shaft Alignment

& Geometric Measurement

By Gary Mintchell

he Center for Intelligent Maintenance Systems, a U.S. National Science Foundation consortium including the University of Cincinnati, the University of Michigan and the Missouri University of Science and Technology, held its latest meeting at the Chrysler Education Center in suburban Detroit May 16-18, 2012. Manufacturing companies join the Center and contract with engineering Ph.D. and post-doctoral researchers to conduct research into various maintenance and engineering problems. This year at the Industry Forum, Spirit AeroSystems, a Boeing spinoff, presented its experience in moving maintenance from reactive to condition-based. Jay Lee, Director of the Center and a Professor of Engineering at the University of Cincinnati, challenged audience members to expand their thinking by considering cloud-based predictive analytics. The idea would be to perform the analytics in the cloud—not to store data in it. There potentially are many people who would be interested in the analytics, but most would prefer to store data locally. I’ve summarized a few research papers that will provide a taste of what you could gain from working with the Center: Shanhu Yang from the University of Cincinnati developed a coupled model platform for prognostics and health management (PHM) development. The study linked real-time performance with a simulation of the process. Potential benefits include performance tracking, accumulation of expert knowledge and fast PHM service validation and development. The research proved that the model could be done and that it could provide more transparency of machine health information. Hossein Davari, also of the University of Cincinnati, performed research developing data quality metrics to improve prognostics. The work can reduce unnecessary investment in redundant prognostics analysis. Xi Gu, of the University of Michigan, presented work on estimating maintenance opportunity windows in manufacturing systems. This research developed an analytical maintenanceoperations window for general manufacturing systems, implemented the MOW algorithm to real productions lines and validated its effectiveness. The next meeting is the end of November, but I’ll be at the SPS show in Nuremberg. Perhaps I can catch up with Prof. Lee afterwards and get a report. MT Gary Mintchell, gmintchell@automationworld.com, is Co-Founder and Editor in Chief of Automation World magazine and blogs at www.garymintchellsfeedforward.com.

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Emphasis On Innovation: Rolling Bearings In Mining & Mineral Processing Keith E. Meyers, P.E. SKF

great strikes in the design, heat treatment, sealing and lubrication of rolling bearings.

he harsh conditions and energy-intensive nature of mining and cement applications pose special challenges for equipment systems and their components. Selecting the right bearings for mineral-processing machinery is crucial.

The engineering basis for selection of rolling bearings comes from ISO 281:2007 Rolling Bearings – Dynamic Load Rating and Rating Life, which defines the Dynamic load rating (C) for a bearing based on its type, size and internal macro geometry. The Standard considers the application conditions of applied load (P), type of bearing and operating speed (n) and now considers the lubrication condition (κ) and cleanliness (ηc) condition to calculate the L10mh rating life.

32 |

MAINTENANCE TECHNOLOGY

((

L10mh = aSKF C P

10 3

1000000 60n

for radial roller bearings

The L10mh rating life, therefore, considers the two most common causes of rolling-bearing failure in mining and cement machinery—poor lubrication and contamination (poor cleanliness). These two factors are culprits in 50% of all rolling-bearing failures. That’s why it’s so important to use the L10mh rating life when selecting and replacing these bearings.

Suppliers have made some

JULY 2012

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The true criterion for selection of rolling bearings should be quality and rating life, including considerations of the lubrication and contamination condition, as well as correct selection of cage type, internal clearance, precision, etc., for specific operating conditions. Bearing dynamic load rating (C) from a catalog is a far too simplified criterion. Unfortunately, Dynamic load rating and low cost is still the way many bearings are selected by purchasing departments and offered for replacement by MRO distributors. Such decisions are based on the assumption that a bearing with a greater dynamic load rating is the best choice— with little consideration as to whether the bearing is wellmade, fits well on the shaft and in the housing or performs at a satisfactory cool operating temperature. This type of selection process leaves much to be desired when it comes to boosting equipment reliability and optimizing energy efficiency, especially since a range of innovative roller-bearing technologies are now available to do both. Innovations Self-aligning spherical roller bearings & improved rating life… Heat treatment has great impact on a roller bearing’s service life and performance in poor-lubrication-related and contaminated conditions. By necessity, there’s a need to balance the bearing’s material properties, i.e., high hardness and surface residual stress profile for longer bearing fatigue life, fine microstructure for wear resistance and toughness for crack resistance. Bearings generally are subjected to a through-hardened martensitic or bainitic heat treatment, or they’re case-hardened. An improvement in bainitic heat-treatment process technology has led to higher hardness and finer microstructure, yet still maintains toughness. The result is a near doubling of bearing rating life in poor lubrication conditions ( <1) and high-contamination conditions ( c<0.5) for Upgraded SKF Explorer Performance Class bearings compared with existing SKF Explorer Performance Class spherical roller bearing. The finer mircostructure translates into considerably less internal wear. Compared to a normal spherical roller bearing, the Upgraded SKF Explorer Performance Class units have a much longer rating life and show less wear. Sealed spherical roller bearings… Typically, medium- and large-size conveyor pulleys use spherical roller bearings mounted in split housings sealed by a contact, labyrinth or Taconite seal. The Taconite seal is used to provide extra protection against liquid and particle contamination ingress. Often, large quantities of grease are fed to bearings to purge the contamination. Still, because of wear and fatigue from contamination, the service life of the bearings often falls shorter than the pulley life (lagging). JULY 2012

A recent innovation is the factory-sealed Upgraded SKF Explorer spherical roller bearing mounted in the sealed split housing. In this type of solution, a sealed spherical bearing is fitted with steel-backed contact seals and lubricated by a good-quality bearing grease at the factory. Mounting inside the sealed housings results in three barriers to the ingress of contamination: the housing seal, the grease volume inside the housing and the new sealed spherical bearing itself. Experience has shown this solution to increase Mean Time Between Failure (MTBF) of the conveyor pulley bearing by two to three times—which, in some cases, has exceeded the lagging life of the pulley. The sealed bearing still can be relubricated as needed, depending on the operating and ambient conditions. A 90% reduction in required grease consumption also has been documented. That’s because only a small quantity of grease is needed to lubricate the sealed spherical bearing inside the sealed housing compared with the large quantity of grease needed to purge contamination from an open, unsealed bearing. This solution improves MTBF and, accordingly, Mean Time Between Repairs (MTBR). Unlike other approaches (such as split bearings) that are aimed only at decreasing Mean Time To Repair (MTTR), the Three Barrier Solution reduces the Total Cost of Ownership, TCO, by extending MTBR and reducing maintenance costs. Sealed spherical roller bearings are appropriate for lower-speed applications such as conveyors, bucket elevators, etc. Combining a standard housing seal with a sealed spherical roller bearing can provide adequate contamination protection and eliminate the need for Taconite seals. This could result in a substantial dollar and space savings since two Taconite seals—which add cost—can be difficult to install and align, and increase space requirements of the assembly. Keep in mind that a sealed spherical roller bearing must be mounted in a good-quality housing with good shaft seals on a good-quality adapter sleeve. Otherwise, the bearing won't be supported and sealed properly. Modern housings are designed and tested for higher break-loads than older designs. This means a standard cast iron (ASTM A48 Grade 35) material can be used in most cases, the exception being larger-sized housings (shaft diameters greater than approximately 300 mm [12 in.]), for which ductile iron is recommended. It's an easy engineering evaluation to determine if a standard modern split housing of good-quality cast iron can be used in place of a ductile iron model, particularly if the housing is oriented in the conveyor with the belt load into the base support. The adapter sleeve should have oilinjection grooves to aid in the safe, quick, easy mounting and dismounting of the bearings. MT-ONLINE.COM | 33

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Fig. 1. Comparisons of slide/roll friction in vibrating-screen bearings

Typical sealing options for pulley-housing shafts include lip seals, Posi-Trac Plus seals and Taconite seals. The use of the Three Barrier Solution means that Taconite seals can be avoided except in cases where pulleys have extreme-pressure water washdown. (Again, Taconite seals can be expensive and make alignment difficult. They also add additional axial length to the assembly.) In smaller conveyors, the SKF ConCentra Roller Bearing Unit can be used instead of bearings in split housings. Assembled, sealed and lubricated by the bearing manufacturer, this type of unit is “shaft ready.” It slides onto the shaft, whereupon axial screws are tightened to move the bearing up its mounting sleeve. The secure axial-screw mounting allows a near 360° fitting (with no damage to the shaft by the set screws), as well as easy dismounting. Spherical roller bearings for vibrating screens… The vibrating screen is intentionally made to operate at high acceleration to increase the sorting efficiency of the ore. This acceleration places higher forces on the bearing used in the vibration mechanism. Depending on the design, spherical roller bearings are used for shaft-type mechanisms and mostly cylindrical roller bearings for exciter-type mechanism screens. For both bearing types, the dimensional precision, internal radial clearance and cage design must be suitable for the screen operation. In the case of spherical roller bearings, the features listed in the following blue table are needed for vibrating-screen applications: 34 |

MAINTENANCE TECHNOLOGY

Bearing series

223

Precision

ISO P5 dimensional bore diameter ISO P6 dimensional outer diameter

Radial Internal Clearance Cage

C4 Two-piece hardened steel cage, outer ring centered guide ring

Analysis (and experience) show that a two-piece hardened pressed-steel cage with an outer-ring-centered guide ring produces the lowest internal friction. (Figure 1 is a calculated comparison of sliding/rolling friction for various cage types.) Energy-efficient deep-groove ball bearings… In a conveyor system, there are typically three idler troughing rollers per every one or two meters (3 to 6 feet) of belt length, plus one return idler roller every two, three or four meters. This means possibly 10 bearings every two to three meters of belt length. In each idler roller, there is bearing and seal friction that causes a rolling resistance. The contact seals of the idler roller or those in the bearings (2RS1) contribute the most significant portion of the individual idler roller friction. Aside from the seal friction in the idler rollers, there remains a bearing rolling friction in each roller. Of course, the rolling or anti-friction bearing is designed to have low rolling friction. Multiplying this idler bearing friction times the length of the belts, however, contributes to increased torque and power requirements to drive the belt. JULY 2012

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design and manufacture of a seal to solve specific sealing and contamination situations: A single seal can be made or a small number of seals can be machined to find a suitable solution. For medium-large diameter shafts (d < 1.5 m [59 in.]), a new seal with PTFE excluder has been very effective in high dust and abrasive material operating conditions. PTFE excluder blocks the abrasive materials to protect against wear and short life. This type of sealing solution has been particularly effective in Vertical Roller Mill (VRM) roller applications. Lubrication and cleanliness concerns Proper lubrication is critical to the Fig. 2. Comparisons of power loss in standard and energy-efficient ball bearings performance and service life of any machinery—including equipment Innovative product development has shown that the throughout the mineral-processing sector. Lubricant viscosity internal rolling friction torque of ball and roller bearings (mm2/s) at the machinery operating temperature is the key can be reduced by an average of 30% with special internal parameter for the selection of oils or greases (grease base bearing geometry, cage design and grease selection. This has oil). A minimum viscosity is recommended for long service been verified by torque measurement tests (refer to Fig. 2). life and least wear. In the case of rolling bearings, Fig. 3 (page Furthermore, the service life of these energy-efficient bear36) notes the minimum required viscosity at the operating ings measurably increased due to lower friction, optimum temperature based on the bearing mean diameter, dm and grease selection and resulting lower operating temperatures. bearing rotational speed (rpm). The ratio between the actual These bearings can also be used in electric motors and fans operating viscosity (v) and the minimum required viscosity to reduce energy use. Today, they’re generally available in (ν1) is named the Lubrication factor, κ (Kappa). This is the small to medium sizes and recommended for light- to one parameter for the calculation of bearing rating life. medium-duty (C/P > 8) applications. In other cases, SKF The κ should preferably be in the range between 1.5 and 3. Explorer Performance Class deep-groove ball bearings can be Too low κ (too low ν) can lead to surface distress and short used. (Energy-efficient bearings are also available in tapered bearing service life. Too high κ can cause excessive internal roller and spherical roller bearing types.) friction and overheating of the bearing. In many mining and cement applications, the lubrication Sealing solutions... factor is less than one—which is why the previously mentioned As mentioned in the section regarding the Three Barrier Soluimprovements in roller-bearing technologies are so important. tion, there are many shaft-sealing options for split housings. Internal cleanliness of machinery is also vital to long service This is true for conveyors, jack shafts, pinion shafts and fans, etc. life. The reliability of the bearings, gears, seals, chains, couplings A new development in sealing is the improvement to SPEEDIand other rolling and sliding components and surfaces depend on SLEEVE, a thin, hard-surfaced, polished sleeve that mounts clean lubrication. It is recommended that OEMs, mineral proceswhere the shaft seal lip rides. Made of a proprietary stainless sors and their subcontractors maintain dedicated clean work steel, the improved SPEEDI-SLEEVE has an optimized seal areas for the assembly and repair of machinery. Such work areas counterface surface to reduce friction, seal-lip and sleeve wear should be partitioned from airborne dust caused by grinding, and extend seal life. welding and the outdoors. Dedicated benches, tools and hoists Another development is the ability to machine customized that can be kept clean for working on rolling and sliding composeals from cylindrical blanks of seal materials. This allows the nents are also recommended. JULY 2012

MT-ONLINE.COM | 35

SUPPLY CHAIN LINKS

Specifying and implementing the correct bearings for your equipment systems is like striking it rich in Fig. 3. Minimum lubricant viscosity for roller-bearings

Lubricants should be stored in clean and dry areas. Containers and tools used to dispense them should be clean and dryâ&#x20AC;&#x201D;and be dedicated to a particular lubricant to avoid mixing of products. Bearings, too, should also be stored in clean and dry areas. They should remain unopened in their boxes and wrapping until they are assembled into the machinery. Oils (lubricants and hydraulic) should be checked before use and periodically during use for cleanliness and moisture content. Solid particle contamination can have a significant impact on bearing service life. Although not considered in the ISO 281 standard for rating service life of rolling bearings, it is well documented that excessive moisture content in lubricants reduces their service life and similarly for gears, seals and other components. Moisture can, of course, also cause corrosion in the machinery. Moisture content in rolling-bearing lubricants should be less than 200 to 500 ppm, depending on the oil type and properties. The ISO 4406:1999 standard is used to rate solid-particle cleanliness in fluids. ISO 4406 classifies the solid-particle count in a fluid at three defined particle sizes (4, 8, and 14 micron). The classification ranking is based on the number of counted particles in these three sizes. Examples of the classification are 22/18/13 and 16/14/12. The lower the classification ranking, the cleaner the fluid. It is recommended that the ISO 4406 be used as part of the Predictive Maintenance oil analysis. For rolling bearings, the ISO 16/14/12 cleanliness is recommended. This recommended cleanliness can be achieved in a number of ways depending on the situation: by filtering the oil lubricants before use, by filtering the oil before it is fed to the bearing by enter a circulating oil lubrication system and by filtering For more info, 92 at www.MT-freeinfo.com 36 |

MAINTENANCE TECHNOLOGY

the area of machinery reliability, availability and maintainability. the oil in the sump of the reservoir using a kidney filtration system. In all of these cases, the machinery needs to have effective seals and filter/breathers. Conclusions Bearing manufacturers need to communicate and work with machinery OEMs, end-users and engineering consultants to ensure that appropriate solutions are specified and implemented in mineral-processing equipment systems. The results will be improved machinery reliability, availability and maintainability. The bottom line is that selection of roller bearings should be based on L10mh rating life, quality, performance, energyefficiency and environmental impact, along with consideration of any lubrication and cleanliness issues related to the application. MT Based in Philadelphia, PA, Keith Meyers is Global Segment Manager Mining, Mineral Processing & Cement for SKF. This article is based on his November 2011 presentation entitled â&#x20AC;&#x153;Innovations Related to Rolling Bearings in Mining and Mineral Processing Applicationsâ&#x20AC;? for a mining conference in Mexico. Email: Keith.E.Meyers@SKF.com. For more info, enter 05 at www.MT-freeinfo.com JULY 2012

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TECHNOLOGY SHOWCASE

Safety Matters Calibration & Testing Of Pressure-Switches

ood Day Tools has introduced the Draft Simulator, a hand-held, batteryoperated instrument that calibrates and tests adjustable and factory-set pressure switches in equipment, thus helping catch what could be dangerous problems before they turn into tragedies. According to the company, until now these types of calibration and testing procedures often involved crude tests like sucking and blowing on a tube. The Draft Simulator works by generating a sustainable vacuum pressure that lets technicians simulate the pressures produced by draft inducers on equipment while determining when pressure switches open and close. The equipment doesnâ&#x20AC;&#x2122;t have to be running, nor does the pressure switch have to be attached to it. The device can be used in any industrial, commercial, institutional or residential application that incorporates pressure switches, including furnaces, boilers, water heaters, draft hoods, air balancing equipment and filter systems, among others. Good Day Tools Cincinnati, OH For more info, enter 06 at www.MT-freeinfo.com For more info, enter 00 at www.MT-freeinfo.com

COOL ELECTRONIC CABINETS

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

EXAIR CORPORATION

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MAINTENANCE TECHNOLOGY

11510 Goldcoast Drive, Cincinnati, Ohio 45249-1621 Phone (800) 903-9247 Fax (513) 671-3363 E-mail: techelp@exair.com Internet: www.exair.com/48/140.htm

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TECHNOLOGY SHOWCASE

Safety-Conscious, On-Line Motor Tester

he handheld ALLTESTPRO®On-LineII (ATPOL II) offers two safety-conscious instruments in one: a complete Power Quality Analyzer (PQ) and a Motor Analyzer (ESA). The device’s wireless Bluetooth capabilities let users collect data up to 10 meters away from energized equipment. The ATPOL II is suitable for analyzing AC induction and DC units, generators, wound-rotor, machine-tool and synchronous motors, among others.

ATEX-Certified Multi-Gas Monitor

ndustrial Scientific has announced that its Ventis MX4 multi-gas detector has been certified to meet the ATEX standards of EN 60079-0, EN 60079-11, and EN 50303 for M1 mining equipment and intrinsic safety in Zone 0 applications (ATEX Markings - Ex ia IIC T4 Ga and Ex ia I Ma; for equipment group and category II 1G and I M1 and IECEx Markings – Ex ia IIC T4 Ga). The Ventis is capable of detecting one to four gases, including oxygen, combustible gases (LEL or CH4) and any two of the following toxic gases: CO, H2S, NO2 and SO2. Industrial Scientific Corp. Pittsburgh, PA

All-Test Pro, LLC Old Saybrook, CT For more info, enter 07 at www.MT-freeinfo.com

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UL Switch-Rated Welding Receptacles

eltric’s UL/CSA switch-rated welder plugs and receptacles combine plug, receptacle and disconnect switch in one device. Built-in switching supports arc flash safety by ensuring that contacts are safely de-energized before the welding machine plug can be withdrawn. Switch-rated up to 200A, decontactors provide short-circuit make & withstand protection up to 100kA. Dead front construction prevents exposure to live parts and arc flash hazards, which, according to the company, eliminates the need for arc flash protection boundaries and PPE.

Meltric Corp. Franklin, WI

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TPI Inspection 9000 Are your inspections getting done? TPI’s Solution… The TPI Inspection 9000: Affordable and Easy to Use. Simply answer a user-defined list of questions on the handheld 9000. Store and upload information to your PC; the included trending software then automatically flags warnings or alarms, and sends emails to those who need to know!

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JULY 2012

MT-ONLINE.COM | 39

SOLUTION SPOTLIGHT

Permanent Magnet Couplings & Adjustable Speed Drives Perhaps it’s time to expand your motor-control horizons. Special To MT From MagnaDrive Corp.

ower is expensive. It really doesn’t matter what you do: refine crude oil, make paper, produce electricity or mine and process ore, a significant portion of your total costof-goods-sold is tied up in the power you need to run your operation. Add to this the recent unrest in the world’s oilproducing regions, and the result is clear: Power is expensive! A recent study showed that approximately 23% of the electricity consumed in industry is used to run fans, pumps, and blowers. The industrial world has known for years that the use of motor-speed control can reduce the power required by such equipment by up to 60%. Unfortunately, only a fraction of possible applications have leveraged this technology. And, in applications where adjustable speed is called for, the process industry has basically had few options to call on… Until now The introduction of Permanent Magnet Couplings and Adjustable Speed Drives manufactured by MagnaDrive, a U.S. corporation based in Bellevue, WA, has given the process industry the option it needs to significantly reduce energy consumption while, at the same time, greatly improving the reliability and performance of the process itself. Rare earth magnets are more common than many endusers may think—they’re found in many consumer products including computers and automobiles. When originally discovered, scientists called certain elements “rare earths” because they believed they were extremely rare. Over time, however, it became apparent that these rare earths were often plentiful. First introduced to the market during the 1980s, rare earth magnets made of neodymium/iron/boron (NdFeB) create the highest magnetic energy of all permanent magnets, permitting a small size coupled with high 40 |

MAINTENANCE TECHNOLOGY

torque transmission capability. NdFeB magnets can operate in extreme conditions up to 300 F and have a half-life of more than 20,000 years. MagnaDrive’s Permanent Magnet Couplings consist of two parts. The first piece, a set of copper conductor plates, is connected to the motor shaft; the second piece of the coupling is a rigid assembly of NeFeB magnets, which is connected to the load. During operation, the magnet assembly is held at a constant 0.125 in. (≈3mm) distance from the conductor plates. Relative motion between the parts creates currents in the conductor that transmit torque across the air gap. In adjustable-speed applications, the same principle is used. The torque that the motor transmits to its load is controlled by changing the distance between the conductor plates and the magnet assembly. Again, with this technology, no connection exists between the motor and the load. Proving the value proposition In a test-site evaluation, MagnaDrive’s concept for speed control was applied to a 500 hp draft fan model. Compared to available baseline energy information, this technology resulted in a savings of over a million kilowatt hours per year—about one-third of the motor’s annual electricity consumption. In the study, this amounted to about $55,000 annually in energy savings. Over a 10-year period, this would be equivalent to about 24,000 barrels of oil or 7600 tons of coal. JULY 2012

SOLUTION SPOTLIGHT

ASDH 16.5, 75 hp Pump, Mining, Trona, CA, USA

The productâ&#x20AC;&#x2122;s cushioned-start feature also sets it apart from other speed-control devices. Because the coupling has the unique characteristic of physically disconnecting the load from its prime mover, the motor is able to come up to full speed almost instantly. The load is able to gradually come up to synchronous speed. The advantages of this feature include: reduced wear on motor windings, reduced energy use due to lower in-rush current draw, and reduced wear on the driven components of the system without the

added complexity of an electronic soft-start circuit. In addition, some customers found that they were able to reduce the size of the motor being used as a result of not having to overcome the inertia of a stationary load. MT MagnaDrive Corp. Woodinville, WA Note: MagnaDrive welcomes distributor inquiries. For more info, enter 30 at www.MT-freeinfo.com

With A Disconnected Connection

According to MagnaDrive, its products help save energy by releasing the stress and friction in the system due to misalignment, thermal expansion and vibration. The MagnaDrive air gap accommodates some misalignment and system thermal growth. The motor wastes no energy deforming the shaft or adding load to bearings and seals. Energy lost due to friction in traditional couplings and in bearings, seals and other rotating equipment systems is minimized because the air gap prevents vibration transfer.

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MT-ONLINE.COM | 41

CAPACITY ASSURANCE MARKETPLACE

Permanent Magnet Motors

Portable 1000V Megohmmeter

Bauer Gear Motor A member of the Altra Industrial Motion Group Somerset, NJ

AEMC Instruments Foxborough, MA

he PMSM (permanent magnet synchronous motors) series from Bauer Gear Motor is an environmentally friendly line with rotors that integrate embedded permanent magnets made from rare-earth material. According to the company, unlike induction motors with squirrel-cage rotors, this design reduces heat losses from the rotor by 100%, total losses by approximately 25% and increases total efficiency by 10% or more. Units in this PMSM series already fulfill the requirements of the soon-to-be-implemented IE4 (Super Premium Efficiency) classification.

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EMC’s Model 6527 Megohmmeter is a portable, multi-range unit capable of measuring insulation resistance from 1kW to 4000MW. It has three user-selectable test voltages of 250V, 500V and 1000V. Model 6527 is also a multimeter that features an AC/DC voltmeter function capable of measuring up to 600VAC and 1000VDC, a continuity test function with an audible beeper for resistances under 35W and an overload protection of 600Vrms.

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

Particularly well suited for Low RPM bearing monitoring, SPM ®HD can be utilized in bearings operating from 1 – 20,000 RPM. For further information, please call or visit our website.

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42 | MAINTENANCE TECHNOLOGY

Tel. 1-800-505-5636 www.spmhd.com For more info, enter 80 at www.MT-freeinfo.com

JULY 2012

CAPACITY ASSURANCE MARKETPLACE

Software For Easier Asset Management

Geometric Measurement System For iPads

RealVision, Inc. Eagle, ID

Alignment Supplies, Inc. Maumee, OH

ealVision notes that its Real Preventative Maintenance (RPM) system is easy to integrate and affordable for large and small businesses alike. This CMMS tool can track all of a company’s equipment costs, service parts, inventory and maintenance schedules. The system features a powerful purchasing function that simplifies inventory control and provides the ability to order outside maintenance services. The work order system not only facilitates the collection of scheduled maintenance information, labor and materials, it also handles all unplanned and emergency service.

he ALiSENSOR™ LEVEL from Alignment Supplies allows users to obtain accurate geometric measurements using their iPad and other iOS devices. The system consists of a sensor unit and an iOS unit (not included). The sensor is a rugged data collector that contains MEMS gyros, accelerometers and a microprocessor. Data is provided via Bluetooth® to the iOS unit, which functions as a user-friendly environment to analyze the data.

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JULY 2012

MT-ONLINE.COM | 43

CAPACITY ASSURANCE MARKETPLACE

Hand-Held Inspection Camera Diagnoses & Documents Problems

Remote Expert-Analysis Of Machinery & Processes

he new RIGID速 micro CA-300 hand-held inspection camera offers an easy way to diagnose and document jobsite problems. The unit records still images and videos, and integrates audio with a built-in microphone and speaker to record insights and playback problems in hard-to-reach areas. The unit also features user-adjustable image rotation, digital zoom and an anodized aluminum camera head with four LEDs to provide improved lighting.

ccording Vibration Specialty Corp. (VSC), its new PROTECT Wireless tool cost-effectively merges predictive maintenance and energy monitoring with monitoring of every other process-related vital sign to provide a comprehensive picture of plant conditions in real time. Its advanced hardware gives remote analysts a view of conditions through detailed phase analysis across couplings, motors and even separate machinery. VSC notes this is the type of data that has traditionally been available only via onsite analysts.

RIDGID An Emerson Business Elyria, OH

Vibration Specialy Corp. (VSC) Philadelphia, PA

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

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JULY 2012

CAPACITY ASSURANCE MARKETPLACE

Free App Converts Laser Shaft-Alignment Data

ibrAlign’s “Laser-Dials” app for iPhone and iPad converts rotatingshaft alignment data between dial indicator readings and laser shaft alignment system angles and offsets. The company notes that this app makes it easier to evaluate alignment results achieved through traditional analog methods that are often expressed in different terms than newer digital methods. It’s currently through the Apple App Store, with an Android version slated for future release. VibrAlign Inc. Richmond, VA

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Waste-Oil Recycling System

he Fuel Factory from Dieselcraft Fluid Engineering is a modular, drum-top centrifuge processing system intended for the recycling of waste motor oil, transmission fluid, hydraulic fluid and more. Driven by an industrial-duty gear pump that can run continuously for 24 hours, it cleans 216 gallons of waste oil per hour. The system is designed to fit inside a standard 55-gallon opentop drum. Dieselcraft Fluid Engineering A division of The Magnum Group Auburn, CA

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

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

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JULY 2012

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

Engineered Products

LUDECA, INC. - Preventive, Predictive and Corrective Maintenance Solutions including laser shaft alignment, pulley alignment, bore alignment, straightness and flatness measurement, monitoring of thermal growth, online condition monitoring, vibration analysis and balancing equipment as well as software, services and training. For more info, enter 86 at www.MT-freeinfo.com www.ludeca.com

Increase Productivity and Safety with Mechanical LOTO

Workers performing mechanical LOTO procedures must isolate electrical energy. Externally-mounted voltage detectors provide a means of checking voltage inside an electrical panel. Without these devices, a mechanic performing mechanical LOTO would be required to work in tandem with an electrician using a voltmeter to physically verify voltage inside an electrical panel. In this case, the electrician is exposed to voltage. With The Combo Unit, the mechanic can single-handedly check for zero electrical energy without any exposure to voltage.

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U.S. Tsubaki Power Transmission, LLC is excited to announce the integration of KabelSchlepp America into its operations as part of the Tsubakimoto Chain Companyâ&#x20AC;&#x2122;s global acquisition of the German-based Cable & Hose Carrier manufacturer. KabelSchlepp America will now operate as a division of U.S. Tsubaki and will expand Tsubakiâ&#x20AC;&#x2122;s presence in the U.S. market by adding cable & hose carrier systems to its already extensive product lineup.

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JULY 2012

Index ADVERTISER

20 YEARS

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

Volume 25, No. 7 TECHNOLOGY ®

JULY 2012 Volume 25, No. 7

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Abanaki Corporation ................................................www.abanaki.com/166.......................................... 75 .............................38 American Trainco.......................................................www.americantrainco.com .................................. 67 .............................12 ATP Lists.......................................................................www.atplists.com ................................................... 82 .............................44 Baldor Electric Company..........................................www.baldor.com .................................................... 65 ...............................5 Engtech Industries Inc. ..............................................www.engtechindustries.com ................................ 84 .............................45 Exair Corporation ......................................................www.exair.com/48/140.htm................................. 76 .............................38 Fluke..............................................................................www.fluke.com/62max ......................................... 62 ...............................1 Fluke..............................................................................www.fluke.com/madeeasy.................................... 63 ...............................2 Gates Corporation......................................................www.gates.com/getitdone..................................... 66 ...............................7 Grace Engineered Products. Inc...............................info.graceport.com/mt_712 ................................. 69 .............................22 Grace Engineered Products. Inc...............................info.graceport.com................................................. 85 .............................46 Innovator Of The Year Award ..................................www.reliabilityinnovator.com ............................. 64,72.....................4,30 Inpro/Seal, LLC C/O Waukesha Bearing, Inc........www.inpro-seal.com.............................................. 89 ...........................BC IVARA...........................................................................www.ivara.com ....................................................... 74 .............................37 Ludeca Inc....................................................................www.ludeca.com .................................................... 73,86..................31,46 Meltric Corporation ..................................................www.meltric.com................................................... 77 .............................38 NSK Corporation.......................................................www.nskamericas.com.......................................... 71 .............................29 Process Industry Practices.........................................www.pip.org ............................................................ 79 .............................42 SKF USA, Inc...............................................................www.skf.usa.com.................................................... 70 .............................23 SMRP............................................................................www.smrp.org ........................................................ 81 .............................43 SPM Instrument, Inc. ................................................www.spmhd.com ................................................... 80 .............................42 Strategic Work Systems, Inc......................................www.swspitcrew.com ............................................ 83 .............................44 TPI.................................................................................www.testproductsintl.com.................................... 78 .............................39 U.S. Tsubaki Power Transmission, LLC ..................time4lambda.com .................................................. 88 ..........................IBC U.S. Tsubaki Power Transmission, LLC ..................www.kabelschlepp.com......................................... 87 .............................46 UtilX Corporation......................................................www.utilx.com........................................................ 61 ..........................IFC Access MT-freeinfo.com and enter the reader service number of the product in which you are interested, or you can search even deeper and link directly to the advertiser’s Website.

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

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AL, DC,bkiesel@atpnetwork.com DE, FL, GA, MD, MS, NC, NJ, PA, SC, VA, WV 1750 Holmes Drive West Chester, PAStaff 19382 Business 610-793-3093; Fax 610-793-3094 JIM HANLEY TERRI WYMORE Director of Creative Services/Production jhanley@atpnetwork.com twymore@atpnetwork.com

IA, MN, NE, ND, SD ELLEN SANDKAM 1300 South Grove Suite 105 DirectAvenue, Mail Barrington, IL 60010 esandkam@atplists.com 847-382-8100 x116; Fax 847-304-8603 BILL KIESEL Sales Staff bkiesel@atpnetwork.com

AL, AR, FL, GA, IA, IL, IN, KS, LA, CT, ME, MA, NH, NY, RI, VT, ON, QC MI, MN, MO, MS, NC, ND, NE, OK, SC, SD,P.O. TX,Box WI, 1059 Ontario Canada Osterville, 02655 1300 South GroveMA Avenue, Suite 105 Barrington, 60010 508-428-3331; FaxIL 508-428-2545 847-382-8100; 847-304-8603 VINCENTFax LeGENDRE BILL KIESEL vlegendre@atpnetwork.com bkiesel@atpnetwork.com KY, IL, IN,OH, MI,TN WI 135 N. S. Rocky River Road 1173 Summit Street Berea, OHIL44017 Barrington, 60010 440-463-0907; Fax 440-891-1254 847-382-8100 x108;DAVIS Fax 847-304-8603 JOHN TOM MADDING jdavis@atpnetwork.com tmadding@atpnetwork.com AK, AZ, CA, CO, ID, MT, NM, NV, OR, UT, WA,WY, British Columbia Canada AR,South KS, LA, MO, NM, OK, TX 1300 Grove Avenue, Suite 105 5930Barrington, Royal Lane,IL Suite E #201 60010 847-382-8100; 847-304-8603 Dallas, Fax TX 75230 TOM MADDING 972-816-3534; Fax 972-767-4442 tmadding@atpnetwork.com GERRY MAYER gmayer@atpnetwork.com CT, DC, DE, MA, MD, ME, NH, NJ, NY, PA, RI, VA, VT, WV, Quebec Canada, Space 225 NV, Fuller Street AZ, CA, CO,Age, ID, MT, OR, UT, WA, Brookline, MA 02446 WY, AB, BC, MB, SK 617-232-2000; Fax 617-232-2951 3605 N. Tuscany VINCE CAVASENO Mesa, AZ 85207 vcavaseno@atpnetwork.com 480-396-9585 ClassifiedJERRY Advertising/Electronic Sales: PRESTON 1300jpreston@atpnetwork.com South Grove Avenue, Suite 105 Barrington, IL 60010 847-382-8100; Fax 847-304-8603 TRACY RYLE CLASSIFIED ADVERTISING tryle@atpnetwork.com 3605 N. Tuscany Mesa, AZ 85207 480-396-9585 JERRY PRESTON jpreston@atpnetwork.com

MT-ONLINE.COM | 47

viewpoint Christer Idhammar, Founder & CEO, IDCON, Inc.

Are Most Maintenance Organizations Overstaffed?

’ll answer my question: Yes, I think most maintenance organizations are overstaffed—but not necessarily with their own personnel. Many of these organizations just seem to use more total maintenance hours than necessary. (Total maintenance hours include the organization’s internal hours, overtime hours and contractor hours.) Consider this example from the pulp and paper industry: A newsprint mill or a linerboard mill making 600,000 tons of recycled paper per year on two machines is very good, at less than 0.3 total maintenance hours per ton. Most operations where our company has been working are using about 0.5 total maintenance hours per ton. The reasons why most maintenance organizations are using more total maintenance hours than necessary is that they allow too much time for doing the wrong things. From a systems perspective, these organizations aren’t set up to let personnel be as efficient as they can be. Correcting a dysfunctional system is the responsibility of leadership. In fact, to my way of thinking, this is the most important thing a leader can do. (I use the term “leader” because too many managers are doing just that: managing status quo.) Examples of doing the wrong things Allowing maintenance to be driven by cost instead of actions that drive cost… Maintenance managers become more focused on budget constraints than on delivering reliability. Their focus must be to improve total reliability which, in turn, will improve quality and production throughput, as well as reduce costs. Reacting to equipment breakdowns… Our studies show that between 50% and 70% of all maintenance work is avoidable. The reason for this is that adhering to the basics of maintenance prevention, inspections and the right operating practices concurrently with planning, scheduling and executing is not done well.

Reacting on emotional priorities… Even today, most maintenance organizations are viewed as service providers, not as providers of equipment reliability in equal partnership with operations. Those on the operations side are still viewed as customers of maintenance. This can nurture a mindset that focuses primarily on pleasing the “customer” versus delivering what’s best for the business. The managerial oxymoron While members of upper management may agree to all of the above, they often respond, “Reliability is top priority but we must cut costs first.” This is an oxymoron. The fact is that better reliability drives down costs while a focus on lower costs drives down reliability. Unfortunately, this is a difficult predicament to solve. The solution to achieve consistent and sustainable lower costs is long-term in nature, but managers often work within systems that force them to make short-term decisions. The goal of “cutting costs” is—in most organizations—achieved by deferring maintenance work. Remember, however, that a valid maintenance job can never be eliminated: It can only be postponed for a while. Moreover, if it is postponed, you’ll frequently pay much more for the work than it would have cost had it been done on time. Simply eliminating personnel without improving people’s productivity will result in increased maintenance hours. Although you might, in fact, have fewer employees, you’ll require more overtime and contractor hours to get the work done. Translation: Short-term savings and long-term loss. If you shift your focus to improving total reliability, you could see some higher short-term costs—but they’ll be coupled with long-term continuously improved production throughput and lower costs. The question you need to answer is “What’s that worth to our operations?” MT 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.

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