Maintenance Technology November 2011 by Applied Technology Publications

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Contents

NOVEMBER 2011 • VOL 24, NO 11 • www.MT-ONLINE.com

M A I N T E N A N C E

TECHNOLOGY

YEARS

Your Source For CAPACITY ASSURANCE SOLUTIONS

FEATURES CAPACITY ASSURANCE STRATEGIES 16

The Shortest Distance Between Success And Failure (It’s Not A Straight Line) No matter where you start, one of your main objectives will always be to get the most service life possible from your equipment. ©ktsdesign — FOTOLIA.COM

Randall Noon, P.E.

MAINTENANCE LOG 22

Prevent Premature Failure In Power Transmission Belts: Troubleshooting Problems Belts can have issues. Understanding them is key to keeping many of your critical processes up and running. Eric Bjork, Gates Corporation

UTILITIES MANAGER 30

My Take Uptime

Lubrication Checkup

THE RELIABILITY FILES

Technology Showcase

Extending The Life Of Energy-Efﬁcient HVAC Equipment

Solution Spotlight

Electrical discharge machining (EDM) is a leading cause of premature bearing failure in VFD-driven motors. You know what can happen then, don’t you? Are your motor systems protected?

Marketplace

Information Highway

CAPACITY ASSURANCE STRATEGIES

Classiﬁed

Training Has A Half-Life

Supplier Index

Viewpoint

■ Doing More With Less To Achieve Sustainable

Energy-Management Results

Jane Alexander, Editor, with Dan Brown, Cascade Energy, Inc.

6 8 11 12

■ Big Money Talks William C. Livoti

DEPARTMENTS

Like radioisotopes, training decays over time. Sam McNair, P.E., CMRP, Life Cycle Engineering

NOVEMBER 2011

Motor Decisions Matter Don’t Procrastinate… Innovate!

MT-ONLINE.COM | 3

M A I N T E N A N C E

Reliability: Own It

TECHNOLOGY

YEARS

Your Source For CAPACITY ASSURANCE SOLUTIONS

November 2011 • Volume 24, No. 11 ARTHUR L. RICE President/CEO arice@atpnetwork.com

BILL KIESEL

This MARCH... Save The Date For

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

MAINTENANCE and RELIABILITY TECHNOLOGY SUMMIT

The Capacity Assurance Conference!

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

MARCH 12-15, 2012

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

• A four-day educational experience created exclusively

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

for reliability professionals • 30 hour-long Conferences over two days – Tuesday, March 13 and Wednesday, March 14 – kicked off by Keynote speaker David Boulay, president of the Illinois Manufacturing Extension Center, and followed by reliability experts in a variety of disciplines

• 6 full-day Workshops on Monday, March 12 • 6 full-day Workshops on Thursday, March 15 • Two professional certification opportunities Now entering its ninth year, MARTS is an exciting learning event in a great location that helps reliability professionals at all levels improve their skills and excel on the job. Pricing and attendance options for every budget make it easy for individuals or groups to share the MARTS experience.

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JILL KALETHA

Editorial Office:

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 2011 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

NOVEMBER 2011

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MY TAKE

Jane Alexander, Editor-In-Chief

Celebrating Veterans Day

ovember has always been a time of celebration for me. Several close relatives and some of my best friends in the world have November birthdays. But no one in my immediate circle is, like me, an “Armistice Baby”—born on November 11, now officially recognized as Veterans Day. As a small child, I loved the fact that American flags lined the streets, schools let out, banks closed and people wore little red poppies on their lapels for MY birthday. The solemnity of the day escaped me. It was only as I grew older that I came to realize the true, national significance of the date. This year, as we celebrate Veterans Day, we’re faced with one of those good news/bad news scenarios. The good news is we’ve just learned that 40,000 of our troops may be coming home from deployments in Iraq. The bad news, as I understand it, is that with our current staggering unemployment statistics, we don’t know what type of private-sector jobs will be available to those veterans so they can support themselves and their families. Most military veterans reading this column can probably relate: As troops have come home from earlier conflicts, they’ve typically brought with them a range of skills that could translate easily into civilian positions. Things have changed, though. With fewer jobs to be had these days—and so many of the ones that are posted requiring higher-tech training and skills than in the past—people are beginning to whisper about the possibility of even uglier unemployment rates than we’re looking at now. Lest we forget, our politicians are on the job—or at least they say they are. As I write this piece (on Halloween), something called the Veterans Opportunity to Work Act is still trying to wend its way through Congress and onto the President’s desk. In addition, I heard this morning that the President, as part of his “We Can’t Wait” strategy, is trying to work out something that would match around 8000 veterans with healthcare jobs. All well and good, but the point is things don’t seem to be moving quickly enough for countless vets who have already come home—from Iraq, Afghanistan, even Vietnam— not to mention the thousands that are expected to return by Christmas. For now, it’s probably going to be up to the private sector to get the job done. This month’s “Viewpoint” column (page 56) comes from Mike Putz, the president/CFO of a company trying to do just that: Energy Veterans, Inc.© Based in Mount Prospect, IL, Energy Veterans is fighting to put veterans back to work in energy-sector jobs. It’s an example of good people coming together with a good idea and making it work for those who have served our country well—and who deserve much more from us as a nation than we seem to be providing, in many cases. As Mike notes, Energy Veterans is just a small player in a big job market. To that, I say, what the hey: It’s going to take a lot of players—big and small—to overcome the challenges our nation is facing on the jobs front. If you know of other companies and organizations that are working to help fight this war, please let me know. We want to put a spotlight on them as well. In the meantime, I trust you’ll join with me in celebrating all of our veterans—and everything that Veterans Day is really about—every day of the year! jalexander@atpnetwork.com

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NOVEMBER 2011

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UPTIME

Bob Williamson, Contributing Editor

The True Cost Of Preventable Failures “Our preventive maintenance (PM) expenses seem out of line compared with our other maintenance costs. PM downtime also is eating into our production. Show me bottom-line benefits of all these PMs or we’ll be making some big cutbacks.” Some say PM is expensive and a waste of time because “nothing is really being fixed.” All that labor time spent looking for problems, making some adjustments and buttoning things back up reduces production time and adds cost. This is the thought process of people who would rather run the equipment to failure and fix it fast than pay for PM downtime and PM labor. So, how do you show the cost of NOT doing preventive maintenance? One way: Stop doing PMs for a year or so and measure the cost impact and equipment downtime. Whoa! I’m not recommending that approach—even though it would give you some solid numbers with which to work. No, let’s start thinking about the true cost of preventable failures with the help of a non-industrial analogy. That’s just peachy Peaches are a major business near my home. During harvest season, trucks haul load after load of the fruit up the hill to a regional farmers market. Farmer Glen bought a new 2008 pickup four years ago. He really liked its shade of green, its design, its automatic transmission and its long bed. He got a real big engine because he often pulls a trailer. Farmer Glen is a believer in good maintenance on his truck—“preventative maintenance,” he calls it. He gets that pickup serviced like clockwork: Every 5000 miles, it’s engine oil and filter, air filter, tire rotation and chassis lubrication. Every year, or 30,000 miles, it’s automatic-transmission service. He checks the truck’s fluid levels and tire pressure weekly. And he keeps it real clean (inside and out). Farmer Glen’s neighbor is another story. We’ll call him “Farmer Pete.” Not to be outdone by his neighbor, Pete bought the same type of pickup, except it’s white. He’s not so good at taking care of it, although he cleans it out occasionally. Last week, at 120,000 miles, his automatic transmission failed and 8|

MAINTENANCE TECHNOLOGY

had to be replaced. The bill came to $3095 plus tax. As he remarked, though, “It’s a lot better to replace an ailing transmission once in four years than to pay for four years worth of expensive maintenance checks. Transmissions are bound to fail sooner or later.” Farmer Pete made the mistake of discussing his “maintenance philosophy” with Farmer Glen one day. True to form, Glen got straight to the point: “Pete, you can’t afford a truck failure in our business, especially during peach season! Your automatictransmission fluid and filter should be changed every 30,000 miles. Sure it takes about two hours, but I’ll schedule that type of service when I don’t need to use my truck to haul fruit. No telling when a poorly maintained transmission might break down.” (He figured Farmer Pete may have already come to grips with this concept, since most of his last crop had ended up rotting on the ground.) Farmer Glen showed Pete his last month’s receipt for routine transmission service… Automatic-Transmission Fluid & Filter Change: Parts =

$123.13

Labor = $ 62.42 (11-step job, 1.75 hours @ $35.67/hour) Total Cost = $185.55

Farmer Pete nodded as usual and walked away disgusted, muttering about the time he lost while HIS truck was being repaired. When he got home, he looked at last week’s bill for his transmission work… Automatic-Transmission Replacement: Parts =

$2863.14

Labor = $ 231.86 (60-step job, 6.5 hours @ $35.67) Total Cost = $ 3095.00

Pete continued anguishing over all the peachhauling he missed out on while his truck was in the shop. Actually, this was the first time he really thought NOVEMBER 2011

UPTIME

When building your case for PM, remember that maintenance alone can’t eliminate the causes of all failures. Operations must have some skin in the game. about all that lost time: He remembered waiting a day for a scheduled tow. Then, there was another lost day before the shop could work it in. At that point, the dealership had to wait three days for a new transmission to come from Raleigh. Once it arrived, the repair took another entire day! That was six days during peak harvest time! It became clear his “cost” was more than just a transmission replacement—he had a lot of lost sales, which translated into substantial lost income while the truck was down. Considering that a “cost” too, he tallied everything up… Automatic-Transmission Replacement = $3095.00 Fresh peach prices: $782.00/ton delivered to market Three trips to market per day = 3 tons or $2346.00 sales/day Six days/no truck (x) $2,346/sales/day = $14,076.00 lost sales Total cost of transmission repair = $17,171.00

Then Pete realized that NOT doing the routine maintenance on his pickup transmission was, in fact, costing him $17,171.00. He could just kick himself! For $185.55 annually, he could have avoided the loss of $17,171.00. Farmer Pete kept worrying: What if that transmission failed next week when he would be making three trips per day with a loaded truck and trailer? He shuddered at the thought, took out a pencil and paper and began calculating all over again… Automatic-Transmission Replacement = $3095.00 Fresh peach prices: $782.00/ton delivered to market Truck and trailer loaded: Three trips to market per day = 8 tons or $6256.00 sales/day Six days/no truck (x) $6256.00/sales/day = $37,536.00 lost sales Total cost out of pocket for transmission repair = $40,631.00

At that moment, Pete decided it’s best to take care of his new transmission along with the rest of NOVEMBER 2011

the truck’s regular critical maintenance. Spending $185.55 each year could help him ensure between $17,000 and $40,000 in peach sales. That would be like investing the $185.55 and getting a return of anywhere from 9000 to 22,000%. Farmer Pete learned the hard way. To him, “preventive maintenance” had always seemed like a total waste of time and money. Conversely, respect for that type of maintenance had been ingrained in Farmer Glen through generations of his family’s peach business. He took good care of the equipment that provided his family’s livelihood. He considered it to be a routine investment—not an expense that could be subject to cutting in tough times. Bringing it closer to home OK, so you’re not in the peach business like our referenced farmers. Still, there are eerily similar circumstances occurring every year in our plants and facilities. Some decision-makers question the return on the investments in preventive maintenance— and rightfully so. Various PM procedures are truly “non-value-adding” maintenance activities: performed too often or not often enough, missing the trouble spots and not scheduled efficiently. Take, for example, a fairly new production machine. It makes a finished product, all except packaging. This machine has been “temperamental” at best, with lots of unplanned downtime, jams and loads of scrap product—2.9% scrap product to be precise. Hundreds of maintenance hours are being logged on this machine since it is less than a year old and plagued with startup problems. How do you justify performing MORE maintenance, in the form of PMs, on this type of troublesome equipment when the work-order hours are already through the roof? Senior and departmental production management must be convinced that there is a compelling business case for stopping the chaos that surrounds this fairly new machine. A business case for doing PM This new machine was installed because the older ones it replaced were bottlenecks in the production process flow. It was supposed to eliminate the constraint mt-online.com | 9

UPTIME

and allow expanded production— in theory. In real-world application, the new machine is no more productive than the old equipment it replaced. Despite being close to the plant goal, a scrap rate of 2.9% is just plain

unacceptable, especially when products from this machine are finished ready for packaging. In this case, we must paint a picture of the cost of “scrap” produced by the new machine considering the following items:

n A 2.9% scrap rate of finished products is costlier than a similar scrap rate of raw materials. Every stage of the manufacturing process “adds value” to what may become scrap. n At a 2.9% scrap rate, the pile of scrapped finished goods is more than a quarter mile tall! Ask if that’s acceptable.

INTERNAL

EXTERNAL

n Look at the manufacturing costs of each scrapped item. Document and quantify the interruptions of finished-goods packaging (late shipment penalties, lost sales, schedule and workload impacts, etc.). Ask if that’s acceptable. n Every time the new machine jams, it causes 12 scrap products. At this point, we have to ask, “What causes jams?”

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If we merely focused our PM tasks on reducing the scrap rate, there would be a sizable return on that investment. Remember, though, that “PM” is not always the job of the maintenance department or the mechanics. There are also “preventive” tasks that must be performed by operators. The bigger picture When looking to justify time and money spent on preventing failures, keep in mind the impact on the bigger picture. Maintenance alone can’t eliminate the causes of all failures. The operations side of the business must be engaged in making time available for PMs and participating in a joint effort to eliminate the most penalizing downtime, interruptions and other business-related losses. Sharpen your “business case” for preventive maintenance and make it work for you. It’s time to replace the costly, reactive, repair, trouble-call maintenance approach. In other words, don’t let your peaches rot! MT RobertMW2@cs.com

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10 |

MAINTENANCE TECHNOLOGY

Ret Ring Pliers Flyer.indd 1

10/13/11 11:50 AM

NOVEMBER 2011

BOOSTING YOUR BOTTOM LINE

Three Steps To Savings From Motor System Efficiency

ccording to the U.S. Department of Energy (USDOE), motor-driven equipment consumes 64% of the total electricity used in the U.S. industrial sector. But these systems have the potential to use 11 to 18% less energy by implementation of cost-effective measures with existing technology and practices. Where do you begin? Step 1: Make sure you’re working with the right motor. Is it the right size and efficiency? It’s not unusual for motors to be oversized (hp). Oversized units can use more energy than smaller ones that more closely match an application’s needs. In addition to the appropriate size, it’s important to select a high-efficiency model. Electricity costs to operate a motor over its lifetime are much higher than initial purchase price. In fact, lifetime operating costs represent approximately 95% of a motor’s cost. To estimate potential savings with more efficient motors, visit www.motorsmatter.org/ tools and download the MDM Simple Savings Chart. By entering your annual operating hours and electricity cost, you can estimate annual operating costs and savings for three different efficiency levels across 1-500 hp. Step 2: Consider your system’s opportunity to use VFDs. Assess whether your applications are candidates for variable frequency drives (VFDs). Also known as a variable speed drive (VSD) or adjustable speed drive (ASD), a VFD controls motor speed by controlling voltage and frequency. By reducing the motor speed to match the needs of the application, VFDs have the potential to significantly save energy and reduce operating costs for a variety of applications. Motor systems that are likely candidates for energy savings through the use of VFDs include: ■ Variable load motor systems where output is

throttled or damped below full rated speed ■ Centrifugal fan, pump, or blower systems

NOVEMBER 2011

■ Systems that meet the criteria above that operate

frequently (e.g. > 2000 hrs/yr). To learn more about VFDs and access calculators to estimate potential savings, visit the MDM VFD Resources page: www.motorsmatter.org/resources/ asds.html. Step 3: Develop a motor management plan. Record the results of Steps 1 and 2 to create a motor management plan. In addition to improving energy efficiency, documenting these important steps and making the plan centrally available to your team can help you improve productivity and increase reliability. A well-documented plan that outlines the steps to manage your motors identifies how to respond when failure occurs, so that you can act quickly to get your system back up and running, and do so more efficiently. For more information about creating a motor management plan, visit the MDM Website at www.motorsmatter.com/ tools/mpk.html to download the Motor Planning Kit, which provides an overview of several important motor management basics. MT US DOE, 2011, http://www1.eere.energy.gov/industry/ bestpractices/motors.html US DOE, 2002, http://www1.eere.energy.gov/industry/ bestpractices/pdfs/mtrmkt.pdf IEA, 2011, http://www.iea.org/papers/2011/Walking_ the_Torque.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 | 11

DON’T PROCRASTINATE…INNOVATE!

Ken Bannister, Contributing Editor

Outside The Box: Conducting A Legacy Software Migration

12 |

The time has arrived: Your Maintenance Management System (MMS) is now ready to be populated with data. Within industry, virtually all software purchases and implementations are driven by the corporate Information Technology (IT) group/individual whose job is to ensure the software runs as designed on your system. It is not IT’s job to set up the software-operating parameters and populate it on your behalf with meaningful data—it’s yours!

Once the button is pushed to perform the migration exchange, any garbage data in the old system will immediately appear in your new one— i.e., “garbage in–garbage out (GIGO).” At this point, you now own a new system full of old data, something comparable to owning a shiny new car with an old clapped-out engine: Performance will be lacking! Don’t blame the IT department. It’s not THEIR responsibility to tune up YOUR data prior to migration.

The IT department is on hand to facilitate the process of data population and provide technical assistance when required. Remember, though, that you usually only get one chance to implement your management software correctly. If you don’t control the implementation process, you’ll spend the next 3-7 years in frustration adapting your work process to the dictates and inadequacies of your software setup. Or you’ll spend a lot on unnecessarily “customizing” the application or building “workarounds” in small databases/spreadsheets outside the application. Sound familiar? True innovation in setting up management software is knowing how you want it to function and ensuring the system is tuned to deliver! In the previous issue, we explored setting up the software framework through an innovative seven-step process in preparation for the data migration. If this is your first-ever MMS, you will have likely performed maintenance using a paper-based work-order and filing system. If this is a new MMS replacing an old computerbased system, you are faced with the challenge of migrating your existing maintenance information and history files over to the new system. To most, this seems a daunting task. Thus, responsibility for it is often abdicated to the IT department. IT then proceeds to write a “mapping” program that plots the data registers’ current locations to their corresponding locations in the new software and produces instructions for them to transfer from the old location to the new one on command.

Preparing data for migration The first step in preparing data for migration starts well in advance of the software purchase: It is to ascertain what annoys you about your old MMS setup, as well as to solicit a list of things that “bug” the rest of the user population. Typical issues that surface include:

MAINTENANCE TECHNOLOGY

n PMs aren’t relevant. n Inventory items remain in the system for equipment that’s been scrapped. n An inventory item can be found under multiple SKUs with different names and numbers. n When trying to make a pick list, parts that are known to be in the system can’t be found. n The asset-nameplate file lacks details. n Assets with no parents or children are set up in the hierarchy. Trying to make these things right once data is migrated is difficult and expensive. This type of list speaks to redundancy, duplication, lack of meaningful data and poor setup of data relationships— the hallmarks of a challenged system. You’re now ready to solicit assistance from IT to extract the existing system’s data into a spreadsheet format that can be manipulated and used for

NOVEMBER 2011

DON’T PROCRASTINATE…INNOVATE!

Prepare appropriately. Remember that once the button is pushed to perform your data migration, any garbage in your old system will immediately appear in your new one. migration purposes. As you’ve already figured out the new data registers and report requirements, you need only the asset register and MRO inventory registers with their corresponding data fields. With your “bug list” and spreadsheet in hand, you’re ready to begin data-cleansing. Depending on the number of assets and inventory SKUs, you may need some outside expertise to help cleanse the data. Asset data-cleanse In an asset data-cleanse, we usually look to ensure that the asset names follow a defined naming convention, numbering convention and that the asset nameplate information is complete. Over time, data will be entered into a system by different individuals who copy asset names from drawings and/or catalogs. With the diverse naming protocols that result, it can be hard to find an exact/ specific asset quickly in a large database. Simplifying this search ability is achieved by standardizing how the asset is named, using a naming convention. Naming conventions are set up in a noundescriptor format. For example: “Lathe, Engine, 15-inch swing, 60-inch bed, South Bend.” In this title, we start with the noun “Lathe” that denotes exactly what the asset is. What follows is a series of descriptors that accurately describe what type of lathe, its size and, in this example, the manufacturer’s name. With naming conventions, if we are unsure of an asset’s title or identification number, we can confidently perform a search by any number of the descriptor attributes and focus in to the exact asset in seconds. For example, performing a wildcard search for “Lathe,” we get back a list of all lathes in the system. If we know the type of lathe, bed size or manufacturer, we should expect a very short list. Finding the exact asset is then a matter of opening up the nameplate data file for each selection to learn more details regarding its location in the plant, manuals, photographs of the asset, etc.

NOVEMBER 2011

If your new MMS has additional asset fields, you can still refer to its old name by placing it in an alternate name field that can be searched on for those that recognize the asset by its old name. The number of descriptors used will also depend on the number of search filters that can be employed in the new software. For example, you may choose to use lathe as an asset type or sub type under an asset type named “Machine Tools,” or manufacturer— all of which can be filter-searched to quickly narrow the pick list. Your naming-convention detail will, therefore, be tailored accordingly to your searchfield capability. The asset number will follow a significant or non-significant numbering convention: All assets MUST follow the same convention. If your assets reflect a mix of conventions, you must decide which works best for you. Significant numbering that contains codes to indicate location, parent asset, asset type, date of manufacture, etc., can lose their meaning when an asset is moved to a different location. Non-significant numbering usually involves sequentially assigned numbers with no meaning other than to identify the asset. With a management system’s ability to define an asset in many ways through data-register fields and by name, most companies choose to set up a new asset-number register and place its old number in a vacant alternate search field in the asset setup screen of the system. Eliminating grief The asset register is the foundation of your MMS: Every piece of data in the system is intrinsically tied to one or more assets. Using innovative thinking to set up and successfully cleanse your data prior to migrating it will eliminate postmigration grief. In the January issue, we’ll focus on cleaning up the MRO inventory database and how to be innovative in dealing with that asset history. MT kbannister@engtechindustries.com

MT-ONLINE.COM | 13

Go For It!

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Condition-monitoring challenge...

The Shortest Distance Between Success And Failure (Itâ&#x20AC;&#x2122;s Not A Straight Line)

No matter where you start, one of your main objectives will always be to get the most service life possible from your equipment.

Randall Noon, P.E.

The basis for most condition-monitoring programs for critical plant equipment consists of two fundamental parts: 1. The periodic measurement of key performance parameters of the equipment 2. A comparison of the equipmentâ&#x20AC;&#x2122;s key performance parameters with an acceptance standard. In essence, this basis contains an assumed correlation: If the measured key performance parameters are in line with accepted standards, then the equipment as a whole has a high probability of performing well.

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NOVEMBER 2011

CAPACITY ASSURANCE STRATEGIES

From a statistical standpoint, this is a reasonable way to determine the current condition of plant equipment with a minimum of work or interruption of operations. If key performance parameters—usually things like temperature, vibration or lubrication chemistry—are also collected and maintained in a historical database, the progressive degradation of equipment performance due to wear and age effects can be plotted, trended and quantified. Excluding statistical variations inherent in measuring performance parameters, unexpected deviations from either the acceptance standard or the expected degradation trend usually indicate developing problems that Fig. 1. Simplified bathtub curve (equipment-failure rate vs. time) may portend failure of the equipment. Having been shown many times that this is much more cost-effective than the old “run to failure and ensure a Mistake #1: Linear extrapolation series of stomach-ulcer-generating crises” method of plant Fundamentally, extrapolation using linear functions is maintenance, most industries in the 21st century still don't usually inaccurate for predicting failure. seem to have adopted it. If the performance parameter of a piece of equipment At this point in the process, the condition-monitoring that is running well was “A” six months ago and is now “B,” data that’s been collected over time can be used to turn a connecting “A” to “B” with a straight line that is then extended condition-monitoring program into a predictive-maininto the future until it crosses the “unacceptable” performance tenance program. This is accomplished by leveraging the level typically won’t provide a useful answer about when historical data to predict, by numerical extrapolation, when failure may occur. Generally, it overestimates when failure equipment failure can be expected. Based on this type of might occur—make that “grossly" overestimates. prediction, repair or replacement of the equipment can be During the period when a particular piece of equipment is conveniently scheduled prior to failure. operating well, it often appears that the observed degradation When condition monitoring and predictive maintenance trend is linear. That’s because changes in the key performance are done well, the run-time of equipment is maximized—and parameters being measured may not change much over a relaunexpected plant downtime and labor overtime costs are tively long period, especially when the equipment is operating minimized. This, in turn, boosts a company’s bottom line, in the flat part of its “bathtub curve.” This is the portion of improves the quality of work life for employees and, like the curve where failures are primarily due to random causes, Gershwin opined, “…the livin’ is easy.” not wear or end-of-service-life effects. When equipment Unfortunately, the transition from condition monitoring is operating in this type of zone, performance-parameter to predictive maintenance is the point where most mistakes changes can reasonably be approximated by a line. Furtherin a predictive maintenance system are made. The three more, during this particular operating period, the dominant most common mistakes are: degradation mechanism may indeed be a linear—or nearly linear—physical function. 1) Linear extrapolation Consider the simplified bathtub curve depicted in Fig. 1. 2) A rigid data-sampling period The “time” axis has been greatly shortened due to space; for and this reason it is often plotted on a logarithmic scale. Typi3) Incomplete inspection feedback cally, the infant mortality zone will be a few days or weeks, NOVEMBER 2011

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CAPACITY ASSURANCE STRATEGIES ❖

Linear extrapolation of first two points

Fig. 2. Plot of the referenced motor resistance-imbalance measurements

the random failure zone will be years and the wear-out failure zone will be days or weeks. Note that the observed overall failure rate—the blue line—is composed of three independent factors that are summed: 1. Infant mortality failures (red dotted line) 2. Wear-out failures (orange dotted line) and 3. Random failures (green solid line) As the bathtub curve suggests, the time between the infantmortality zone and the wear-out failure zone constitutes the major portion of an item’s service life. This is the area of operation where the likelihood of failure is lowest, and operating performance parameters don’t change much for a long time. As Fig. 1 implies, when failure occurs, it’s usually a combination of several physical mechanisms interacting with one another. The net effect of this interaction is to accelerate the failure process. Consequently, as failure approaches, performance parameters often degrade exponentially. Consider the following example that involved a newly installed, 2-pole, 3-phase motor. The motor was rated for 2500 hp at 4160 v.a.c. and 300 amperes, operated at 3570 rpm and rated for a temperature rise of 50 C degrees. It ran constantly when the plant was operating. The rated resistance from terminal to terminal in a phase was 0.0329 ohms. Measured motor-testing data collected during each scheduled plant outage indicated that the motor had increased its phase-to-phase resistance imbalance from 0.0 to 0.70% in its first 18 months of service. The resistance imbalance then increased again from 0.70% to 1.98% in the next 18-month period (after a total of 36 months of service). Since measurements were made at the motor’s junction box, the resistance measurements also included the power supply cables. 18 |

MAINTENANCE TECHNOLOGY

The company had previously established an acceptance standard of 2.00% resistance imbalance. As long as this imbalance was less than 2.00%, the condition of the motor would be considered acceptable. (If resistance imbalance was 2.00% or higher, the company’s procedure would require checking for possible high-resistance connection problems.) Since the resistance imbalance was 1.98%, the measurement was considered to be within the acceptance criterion, and the motor was put back in service for another 18 months. The blue line in Fig. 2 plots the three resistance-imbalance measurements versus service time. The three points are connected with a straight line. The slope of the line in the first 18 months showed a 0.0388% increase per month. At this rate, the 2% acceptance criterion would be crossed after a service time of 51.4 months. Since the next scheduled plant outage was at 36 months, the initial linear extrapolation to failure indicated that the motor would make it to the next outage at 36 months. Typically, for motors rated at 600 v.a.c. or more, a measured resistance imbalance of 3% or higher is well into the range for immediate failure.

Fig. 3. What the motor failure looked like when it was discovered. NOVEMBER 2011

CAPACITY ASSURANCE STRATEGIES

Imbalances that high cause large negative sequence currents that overheat insulation. Since the initial linear extrapolation predicted a resistance imbalance of 2.09% at 54 months—just a bit over the 2% acceptance criteria—the motor would also probably operate well enough to last that long. During the next outage, resistance imbalance was measured to be 1.98%. The expected value provided by the initial linear extrapolation was 1.40% resistance imbalance. During the second period of 18 months, the linear rate of resistance-imbalance had significantly changed from an increase of 0.0388% per month to an increase of 0.0711% per month. Before the third outage at 54 months was reached, the motor failed—after 42 months of service. The insulation covering one of the power supply cables inside the connection box on the motor broke down. Arcing occurred between one of the cables and the grounded connection box. The cable had been bent with too tight a radius inside the box. Figure 3 shows what the failure looked like when it was discovered. Before repairs were made, the resistance imbalance at the junction box was measured and found to be 3.85%. All four resistance-imbalance measurements are plotted in Fig. 4.

As can be inferred in Fig. 4, as the failure time was approached, the rate of the increasing resistance imbalance accelerated. The data plot in Fig. 4—even with straight lines from point to point—outlines an exponential function of the form y = Aest – B. This is a typical function associated with dielectric breakdown. If the first three measurements of resistance imbalance had been used to solve the exponential function, the following would have been concluded:

y = e(0.030333)t – 1.00 where

y = percent resistance imbalance, and t = service time in months.

The above equation would have predicted 0.73% imbalance after the first 18 months of service and 1.98% imbalance after the first 36 months—which is an excellent fit to the actual measurements. A short extrapolation of the exponential curve indicates that just one week after the 1.98% measurement was made at 36 months, the motor would have crossed the 2.00% resistance imbalance threshold.

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NOVEMBER 2011

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CAPACITY ASSURANCE STRATEGIES

Pull quote needed here sawdxz xcdsx zaswed fdred gfredsa xza The transition condition xzswes dcxfrom sawdxz monitoring to ed predictive xcdsx zasw fdred maintenance is the point gfredsa xza xzswesdcx where in a vcxsewmost duikjmistakes mnh nbgfv predictive wasdsystem cxdsxcare vcf.made.

Fig. 4. Plot of all four resistance-imbalance measurements of the referenced motor

Similarly, using the exponential equation to solve for resistance imbalance just before the failure occurred at 42 months finds that the predicted resistance imbalance would have been 2.47, which is a resistance-imbalance value midway between the caution set point of 2% and the alarm set point of 3% recommended by some motor-analysis handbooks. In simple terms, extrapolation of the exponential model accurately indicated that the motor would fail shortly after the last measurement was made after 36 months of service—and that the motor had no hope of making it to the next outage at 54 months. Mistake 2: Rigid data-sampling periods Many condition-monitoring systems check performance parameters of equipment at regular, unvarying intervals. When the equipment is operating in the random-failure zone, as shown in Fig. 1, this is not necessarily a problem. However, as shown in Figs. 2 and 4, when the time to failure is approached, changes in performance parameters accelerate. Consequently, if the monitoring interval in which performance parameters are checked is too long, the relatively short period when degradation rapidly accelerates to failure may be missed. In short, the condition-monitoring system may provide no warning of an impending failure. To prevent such a chain of events, it’s useful to have a flexible monitoring interval. Monitoring intervals during the random failure period may be longer than those closer to the expected wear-out or end-of-service-life period. For this reason, some companies begin to shorten monitoring intervals as a piece of equipment begins to approach its statistical end-of-service-life service point. Translation: These companies are looking for the first indications of significant non-linear deviations from the previously established degradation rates. As can be seen in Fig. 4, knowing that the recent measurement of resistance imbalance indicated a significantly higher rate of increase, it would have been prudent to schedule another monitoring of resistance imbalance—perhaps three or four months after the one completed at 36 months. This shortened monitoring period would have indicated that failure was imminent since the 3.0% imbalance level would already have passed.

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MAINTENANCE TECHNOLOGY

NOVEMBER 2011

Mistake #3: Incomplete inspection feedback The primary point of a predictivemaintenance program is to reduce the cost of operating a plant by getting the most value out of equipment while minimizing downtime and overtime. To avoid failure, most companies establish regular periods for replacing or repairing critical equipment. Many, however, do not closely inspect the old part to determine whether the replacement or repair period is appropriate. Due to the press of work schedules, an unfortunate common practice is to simply replace the old part with a new one and toss the old one away with only a cursory check. This is a wasted opportunity to save money and further optimize your maintenance program. If the part being replaced or repaired is in excellent condition— especially in critical areas—and performance parameters are steady and have ample margin before approaching the established acceptance standard limits, consideration should be given to increasing its time in service. On the other hand, if the part shows unexpected wear in critical areas, perhaps consideration should be given to shortening the service period. In either case, inspections save money. They save money by allowing longer use of a part—or allowing users to replace a part sooner and avoid an unexpected failure. MT

Randall Noon is a root-cause team leader at Nebraska's Cooper Nuclear Station. A licensed professional engineer in several states, he's been investigating failures for more than 30 years. He's also the author of several articles and texts, including: The Engineering Analysis of Fires and Explosions; Forensic Engineering Investigations and Scientific Method: Applications in Failure Investigation and Forensic Science. Email:rknoon@nppd.com. NOVEMBER 2011

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MT-ONLINE.COM | 21

8/4/11 2:04 PM

MAINTENANCE LOG

Prevent Premature Failure In Power Transmission Belts: Troubleshooting Problems

Belts can have issues. Understanding them is key to keeping many of your critical processes up and running.

ÂŠAFRICA STUDIO - FOTOLIA.COM

Eric Bjork Gates Corporation

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MAINTENANCE TECHNOLOGY

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MAINTENANCE LOG

hen power transmission belts fail prematurely, productivity plummets and replacement costs add up. Knowing how to troubleshoot belt failure and take corrective and preventive actions saves valuable time and, ultimately, money.

Understanding V-belt failure issues When a V-belt reaches the end of its service life, it will break or separate due to normal wear over an extended period of time. A properly installed and tensioned V-belt will operate at 93%-97% efficiency and last up to three to five years. Used in harsh conditions, its service life can drop to a year or less. If, however, a belt needs to be replaced more than twice a year, it may indicate a more serious problem.

Failure caused by normal V-belt wear

Common causes of premature V-belt failure include: ■ Improper maintenance. Neglecting to monitor alignment, tensioning and signs of abnormal wear may result in the incorrect amount of tension, worn sheaves and misalignment, all of which can cause failure. Forty-two percent of belt failures can be attributed to inadequate maintenance. ■ Poor design. If a drive is not designed properly or if a user makes changes to the speed or load of equipment, belts can encounter several problems. A properly designed drive takes into account desired belt type, motor rpm and horsepower, service factor, desired pulley rpm or speed ratio and center distance between shafts. ■ Improper installation. The wrong tension level can cause the belt to slip under peak loads, while misalignment between the belt and sheave can cause abnormal wear and belt instability. NOVEMBER 2011

■ Environment factors. If a V-belt is hot to the touch, it is operating above its ideal temperature range and may not be suitable for the application. V-belts operating in dusty environments where debris is present are subject to contamination between the belt and sheave, which can cause excessive wear. ■ Incorrect handling and defective components. V-belts should be stored on a flat surface. Hanging them can cause crimping and shorten service life. When it is time to mount the belt, check the sheaves for sharp edges and wear. Also, make sure to avoid prying or rolling it onto the sheave. This can damage tensile cords. Identifying and solving V-belt problems… Knowing how to prevent future occurrences is beneficial, but how does one identify current V-belt problems? Pay attention to the V-belt drive and note any abnormalities. Unusual sounds, excessive vibration and a hot belt are all signs that one should inspect a drive for issues. Examine the exterior of the belt for any signs of even wear, cracking, frayed covers, burned spots, swelling or hardening. For detailed troubleshooting, shut down the drive and inspect not only the belt, but the sheaves, belt guard, bearings and shafts. When inspecting a V-belt, look for excessive wear in the following locations: ■ Top surface. This could be caused by the belt rubbing against the guard or by an idler malfunction. Check both and repair or replace the offending part. ■ Top corners. The belt may be too small for the groove in the sheaves. Make sure to match the belt to the correct sheave. ■ Belt sidewalls. Excessive wear could be from incorrect tension, which can be corrected by retensioning the drive, from sheave misalignment, which requires realigning and sheave replacement, or the belt may be the wrong size for the drive and should be replaced. MT-ONLINE.COM | 23

MAINTENANCE LOG

Failure due to normal synchronous belt fatigue

If the sidewalls are burned or hardened, it may be a sign of a slipping belt, worn sheaves, an under-designed drive or shaft movement. Retension a slipping belt and replace a worn sheave. If the drive is under-designed and cannot carry the load, redesign it to the manufacturer’s recommendations. Shaft movement could be caused by changes in the center distance between the sheaves, and should be checked and adjusted.

Here’s what to look for in regard to such problems: ■ Tie-band separation. Check for sheave misalignment, and realign the drive if necessary. ■ Top of tie-band damage. Adjust the guard if it is interfering, or clean and possibly replace the sheaves.

■ Bottom corners. The sheaves may be worn or fit between the belt and sheave may be incorrect. Check sheaves for wear and replace or find the correct belt/sheave match.

■ Repeatedly jumping off the sheave. Align the drive to correct any misalignment, clean out the sheaves or try single belts.

■ Belt surface. If the bottom surface is worn, the sheaves may be worn or have debris in them. Clean or replace them. The belt may also be bottoming out against the sheaves because of an incorrect match between the belt and sheave. Find the proper match to correct the problem. Pay close attention to how the belt’s surface feels. If the belt is hard or stiff, it may be due to either a hot environment or belt slip. Provide more ventilation to the drive or adjust belt tension to correct the problem. If the surface is flaking, sticky or swollen, it may have been contaminated by chemicals. Eliminate the source of contamination.

■ One or more ribs running outside the sheaves. Check the manufacturer’s specifications and retension the belt or realign the drive.

■ Undercord. Environmental conditions, improper storage, belt slip or a sheave that is too small can crack the undercord. Address this by controlling the belt drive environment, storing the belt properly, retensioning to manufacturer’s recommendations and replacing a small sheave with a larger one. Also, check the size of the backside idler. If its diameter is too small, increase the size. Identifying and solving banded V-belt problems… When banded V-belts show evidence of tie-band separation or damage, come off the sheave repeatedly or have one or more belt ribs running outside the sheave, it is time to examine the drive.

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MAINTENANCE TECHNOLOGY

Understanding synchronous-belt failure issues Similar to V-belts, synchronous belts can last for years if properly maintained. Synchronous belt failure from tensile cord fatigue after a running time of two to three years is normal. While belt life can vary significantly between applications due to numerous factors, including the transmitted power level, the environment, belt installation tension, shaft/sprocket alignment, sprocket condition and even how the belt was handled prior to and during installation, replacing synchronous belts more than once per year may be a symptom of a larger issue. The most common causes of premature synchronous belt failure are: ■ Belt crimping. A sharp bend may cause individual fibers within the tensile members to buckle or crimp, reducing the overall ultimate tensile strength of the belt. This can occur when a belt is mishandled, has incorrect installation tension, sub-minimal sprocket diameters or when a foreign object enters the drive.

NOVEMBER 2011

MAINTENANCE LOG

■ Shock load. When intermittent cyclic torque loads are higher than normal, belt stress levels increase, which may lead to failure. Severe shock loads can cause belt tensile breaks that can be identified by a ragged and uneven appearance. If the drive shock loads can't be eliminated, increase the belt tensile strength. Or you can replace the synchronous belt drive with a more forgiving V-belt drive system that's capable of intermittent slip.

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■ High belt installation tension. Applying too much tension to a synchronous belt may result in root cracks, which can cause the belt teeth to fall off, or excessive wear, which exposes individual tensile cords. Prevent these issues by determining and setting proper tension levels. ■ Low belt installation tension. Not applying enough tension can cause belt tooth rotation or tooth wear (i.e., hook wear). Increase belt installation tension levels to prevent these problems. If doing so doesn't take care of the issue, the drive structure might not be rigid enough to prevent deflection and may need structural support. If increasing belt-installation tension levels isn't possible, try to increase the sprocket diameters. ■ Sprocket condition. Sprockets can also cause premature belt failure, yet they're rarely inspected when a belt fails. Sprocket wear may occur from belts that have been installed with excessive installation tension or ones that have had the tooth facing or jacket completely worn away. When a ridge along the tip of the sprocket teeth becomes visible, the sprocket should be replaced.

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NOVEMBER 2011

MT-ONLINE.COM | 25

MAINTENANCE LOG

■ Environment. Belts operating in abrasive atmospheres on applications such as phosphate mining conveyors or foundry shakers can fail prematurely. Extend the life of sprockets and belts that are exposed to abrasive dust and contaminants by installing a sealed guard pressurized with clean air. Similarly, high temperatures and chemical exposure can degrade belt material, causing cracking and crimping. Consider replacing standard synchronous belts that are operating in temperatures above recommended limits, or are exposed to high ozone levels, with ones constructed to withstand extreme heat and chemicals. MT Eric Bjork's responsibilities with Gates include providing engineering support for MRO customers and equipment designers via the PA Hotline and leading Gates' sponsorship of the FIRST® Robotics Competition. He received his Bachelor’s degree in Mechanical Engineering from the University of Colorado at Boulder.

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Ignore Belt Issues At Your Peril Ignoring underlying causes of belt damage leads to increased downtime, decreased productivity and higher replacement costs. On the other hand, when they’re properly maintained, V-belt and synchronous belt drives can be trouble-free through the course of their service lives. For a wealth of free resources, including a poster to use as visual reference in identifying specific belt issues, visit www.gatesprograms. com/ptsavings/beltfailure?sid=mainttechbelt failedit0911.

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MAINTENANCE TECHNOLOGY

NOVEMBER 2011

About Suncor Energy In 1967, we pioneered commercial development of Canada’s oil sands – one of the largest petroleum resource basins in the world. Since then, Suncor, with a team of more than 13,000, has grown to become a globally competitive integrated energy company.

Ready to take your career to new horizons?

Put yourself in our picture. CANADA’S OIL SANDS INDUSTRY OFFERS EXCITING CAREERS AND ROOM FOR GROWTH – SUNCOR ENERGY OFFERS ALL THAT AND MORE. People thrive at Suncor. It’s a company where employees enjoy respect for their talent and ideas, unlimited career opportunities, excellent compensation and a sense of pride in their employer’s experience and reputation. It’s a company where you can build your career the way you want it built. We’re currently recruiting for the positions listed below. These positions are all based in Fort McMurray, Alberta, Canada. People come for the rewarding jobs created by the oil sands industry. People stay for the sense of close-knit community, abundance of natural beauty and excellent compensation and quality of life.

Senior Chemical/Process Engineers

Senior Metallurgical Engineers

As a Senior Chemical/Process Engineer, you are responsible for providing technical expertise at the Design Basis and Detailed Engineering phases of the major projects for a 200,000-barrel per day bitumen Upgrader, or a 170,000-barrel per day bitumen Extraction plant. You will be working in a dynamic, multidisciplined team to identify, screen and implement improvements to enhance safety, production, plant reliability, environmental performance, profitability and sustainability. You will focus on ensuring that all process changes are carried out in accordance with standards and procedures. You have a university degree in Chemical/Process Engineering with 10+ years of professional experience in the oil and gas industry or petrochemical industry. Knowledge of MS Office, as well as various engineering software packages, would be an asset. Competition #US001

You will have a Materials, Metallurgical and/or Welding Engineering degree complemented by a minimum of 10 years of experience in the oil and gas industry, preferably in a refinery environment related to Reliability and/or Facilities Engineering, and be responsible for providing technical support to maintenance and reliability groups in an operating facility. In the position, you will develop standards related to weld fabrication, material selection, equipment integrity and corrosion prevention, and will lead failure analysis and problem investigation to mitigate risk of recurrence. The role requires extensive knowledge of ASME, API, ASTM, NACE and AWS standards and codes. Competition #US004

Senior Electrical Engineers As a Senior Electrical Engineer, you are responsible for providing technical expertise and direction to support maintenance and reliability. You will focus on asset reliability through the elimination of equipment failures and reliability improvement projects. A university degree in Electrical Engineering with 10+ years of professional experience – oil and gas, mining, refinery, utilities, power generation – are essential. Knowledge of variable frequency drives, MCCs, UPS and protection relays is preferred. Familiarity with Siemens, ABB and Rockwell equipment is preferred but not required. You are familiar with various electrical standards (IEEE, CSA, CEC). Competition #US002

Senior Instrumentation Engineers Your 10+ years of professional experience in an oil and gas facility or mining will enable you the ability to provide technical engineering expertise for day-to-day planned and unplanned maintenance requirements and for major events, including outages, turnarounds and unplanned events. You will lead initiatives with a focus on continuous improvement and asset reliability through the design of world-class asset strategies and maintenance programs. A university graduate with a degree in Electrical/Instrumentation/Electronics Engineering with experience in the design and application of field instrumentation, as well as knowledge of international standards (ISA, IEEE). Having familiarity with Honeywell, Delta V and Allen Bradley control systems is desired but not required. Competition #US003

Senior Rotating Equipment Engineers You have a Mechanical Engineering degree coupled with 10+ years of industrial experience and are able to provide technical support to the Maintenance and Reliability Engineers regarding selection, operation, maintenance, troubleshooting and long-term reliability of rotating equipment. You will work toward continuous improvement of asset reliability of the rotating equipment through the application of asset strategies and root cause analysis, as well as Predictive Maintenance, RCFA and RCM methodologies. You will develop rotating equipment engineering scopes for all outages, major and turnaround maintenance events. Knowledge of vibration and oil analysis, as well as PDMA for rotating equipment, is essential. Conversant of all applicable codes and standards (API 610, API 682, API 614, API 617, API 618 and API 670) is preferred. Competition #US005

Senior Reliability Program Developers As a Reliability Program Developer, you are accountable to develop preventative and predictive Reliability Programs under the compliance of all required procedures and standards. In this role, you develop strategies to support subject matter experts in making decisions around repeat failures, bad actors and change equipment. You will have a Mechanical or Electrical engineering degree, 10 or more years of hands-on experience in maintenance and reliability management, plus strong knowledge of SAP maintenance modules and troubleshooting in a large oil and gas/chemical/manufacturing plant. Competition #US006

Senior Engineers, Mine Planning Positions available are Senior Engineer – Mine Planning, Senior Engineer – Tailings Planning, and Senior Engineer – Reclamation Planning. You will create and communicate short and/or long range plans and designs, which take into consideration key constraints and stakeholders, while maximizing safety and optimizing production to support Suncor operations and development. You will have an Engineering degree in Mining Engineering (preferred); however, candidates with degrees in Civil or Geological Engineering will also be considered. You will have 10+ years' Mine Planning experience. Previous Oilsands experience is a strong asset. Competition #US007

Eligibility for professional registration in Alberta, Canada is a requirement of all Engineering positions. Suncor Energy offers a competitive salary, top benefits, including a generous savings plan, attractive vacation entitlements and 15 Fridays off for eligible staff positions. Assistance with relocation and immigration will be provided. Fort McMurray, Alberta is located approximately 440 kms (275 miles) northeast of Edmonton, the capital city of Alberta. Situated in a beautiful stretch of valley, Fort McMurray offers an active and outgoing lifestyle to its 100,000+ residents. Like any modern city, Fort McMurray takes pride in the quality and variety of its social services and educational, cultural and recreational facilities. Please e-mail your resume in confidence by November 30, 2011, quoting the applicable Competition #, to: jobs2011@suncor.com Only candidates who make our short list will be contacted. For additional information on Suncor and Fort McMurray, visit our websites at:

www.suncor.com and www.woodbuffalo.ab.ca

Manufacturing Engineering

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Issues Around Copper Lines

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Copper is an easy material to bend and, thus, is often favored for piping lubrication-delivery systems. One of the perceived benefits is the softness of the metal that contributes to easy installation. In fact, that very quality is a drawback when the metal is overworked during the initial bending process, causing work hardening and cracking of the line’s surface. Hardening is accelerated as a result of subsequent machine vibration, which releases a fine copper “dust” into the fluid. As with any tubing or piping material used to carry fluid, erosion wear caused by the fluid moving over the tubing surface (i.e., think smooth rocks in a fast-moving river bed) will occur (especially at sharp bends or corners) and, over time, release copper particulate into the fluid. How does this affect lubricants in a delivery system? Copper literally attacks the antioxidant packages in industrial and automotive oils. (It’s the primary material used in laboratory testing to accelerate oxidation when testing lubricants!) Copper’s impact on antioxidants is more common in recirculative systems than in total-loss systems. A similar effect can be seen in the cooking arena, where use of copper cleaning pads in deep fryers is known to accelerate the breakdown of oils and fats. In areas where large temperature swings are the norm, moisture can build up in copper lines and release copper ions. This is an important issue for refineries, as distillate fuels and oils can contain sulfur-based compounds called mercaptides. Copper—like brass—is incompatible with mercaptides. Together, they form a gel similar to insoluble grease that will plug filters and lines. Additives to prevent this from occurring are available.

Prescription: When choosing a premium line material for a lubrication-delivery system (any lube-delivery system, that is), the ideal choice is copper-coated (on the outside) steel. These types of lines will not only withstand This mechanical prepared by mechanical should not be modified in any way heavy load andThis trauma, they’ll have a higher burst pressure— without prior written direction from MRM Worldwide. MRMshock Worldwide and 2.125" lookx 9.5" much Client: neater bent using the ENOD1031 correct tools. MT Safety: Exxonif Mobil Ad Number: Trim: None

Issue Date:

Job Name: SHC 600 Next Gen. Ad

Bleed: Rich Veloso 1-646-865-6212 LubeNonequestions?Project AskManager: Dr. Lube, aka Ken Bannister,

author of the book Lubricaof the 28th edition Machinery’s Publications: Various Publications – 2011 a contributing editor for Maintenance Technology Handbook. He’s also and Lubrication Management & Technology. E-mail: doctorlube@ atpnetwork.com. Color: – 1/3 Page Production Linda Herskovic 1-646-865-6371 tion4/Cfor Industry and Contact: the Lubrication section

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28 |

10/17/11 11:28 AM

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MAINTENANCE TECHNOLOGY Job #: EXOD1030

LH: In Progress

Cyan

S:7”

S:9.5”

Gas engines are built to run. But what if they could ﬂy?

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This mechanical prepared by

MRM Worldwide

This mechanical should not be modified in any way without prior written direction from MRM Worldwide.

Safety: 7” x 9.5” Client: Exxon Mobil ENOD1061 Gas Engine PrintForAd Version 1 at www.MT-freeinfo.com more info, enter 75 Trim:

Mech Due Date: TBD

Ad Number: ENOD1061 R1 Job Name: Gas Engine Ad

UM BIG MONEY TALKS

XX UM

William C. Livoti

Legislate Pump Efficiency By Itself? “Figgudebodi!”

s you may have deduced from my name, I’m Sicilian. Anyone familiar with Sicilians will understand the family-bonding thing. The Livoti family was no different. When I was a young impressionable lad, our cousin Rosalie came from Cinisi, Sicily, our family home, for an extended visit. (FYI: Cinisi, settled in 1383, has a population of around 10,000 and is noted for a festival of buttermilk curds and dairying products.) Rosalie was a very smart and attractive middle-aged woman who had minimal command of the English language. She could quickly see through the braggadocio of her many suitors. I would often hear her saying something that sounded like “Figgudebodi” when brushing off—or “escorting”—a less-than-acceptable boyfriend to the door. I know now that she was really trying to say “forget about it.” (Forget about what? Let your imagination run wild.) But I digress… What does my memory of cousin Rosalie’s love life have to do with pump efficiency? I guess it boils down to how she looked at things—and her ability to figure out what was important and what wasn’t.

Pumps, like the motors that drive them, react to system requirements. Total system efficiency is what’s critical. The U.S. Department of Energy (USDOE) is in the process of developing energy-efficiency standards for pumps. Sound familiar? Most readers will be familiar with the motor-efficiency standards Epact (Energy Policy Act of 1992) and, more recently, EISA (Energy Independence Security Act of 2007). As of December 2010, most AC motors have been required to meet a specified efficiency—in many cases, this spec is less than 2%. Now, the USDOE wants to control pump efficiency. Like motors, the required improvement would be in the single digits. Why this intense focus on component efficiency instead of system efficiency? Simple: It’s relatively easy

to document and legislate—just like motor efficiency. The big savings opportunity, however, is in “total system efficiency,” an approach that’s endorsed by the Hydraulic Institute (HI). HI has a straightforward explanation for concentrating on system efficiency—the motor and pump react to system requirements. A pump responds to the system resistance or lack thereof; the motor follows right along, delivering the required horsepower. Let’s run some numbers Say a system is currently producing 1000 gpm @ 150’ of head. Its total energy consumption at $0.07 KWh for 6800 hours is $33,794. Since the system doesn’t require the design flow, the pump is throttled, creating 60’ of friction loss across the discharge valve, resulting in a total system efficiency of 40%. ■ Increasing pump efficiency by 3% would improve

system efficiency by 1%, thus saving $1252. ■ Increasing motor efficiency by 2% would improve

system efficiency by 1%, thus saving $704. ■ If the friction loss were to be reduced by just 30’,

system efficiency would be improved by 15%, thus generating total energy savings of $9400. The above example only addresses energy savings. There’s an added benefit in reducing the excess friction: It’s pump and system reliability, and what operation can’t use a little more of that? So, is improving pump efficiency—as opposed to improving “pump system” efficiency—the answer to reducing energy consumption and enhancing your organization’s bottom line? You be the judge. If you asked my savvy cousin Rosalie for her opinion, she would probably just tell you to “Figgudebodi!” MT

Bill Livoti is sr. principal engineer, Power Generation and Fluid Handling, at Baldor Electric Co., a business of ABB. Email: wclivoti@baldor.com. For more info, enter 260 at www.MT-freeinfo.com

| UTILITIES 30 VOLUME 2 / NO.MANAGER 2

| 30 6 / NO. 4 UTILITIESVOLUME MANAGER

Doing More With Less To Achieve Sustainable Energy-Management Results Jane Alexander, Editor with Dan Brown, Cascade Energy, Inc.

ising energy costs are moving energy management into a new era of sophistication, capturing substantial savings for companies large and small. Hereâ&#x20AC;&#x2122;s the successful approach one engineering consulting group is taking to help its clientsâ&#x20AC;&#x2122; operations become more efďŹ cient. Could it work for yours?

Gone are the days when energy management consisted of the frustrated plant manager asking everyone to turn off the conference room lights after receiving the electricity bill. Today, facilities of all kinds are benefiting from high-tech and high-touch programs that unlock sustainable energy savings by diving deeper into engineering, tracking and application. State-of-the-art energy management is fast becoming a fact of life in industrial facilities where even small-percentage improvements quickly add up to large savings. Based in Portland, OR, Cascade Energy (Cascade) specializes in optimizing the energy performance of industrial systems for clients across North America. As an independent consulting firm, it brings an unbiased approach to achieving sustainable improvements. Comprised largely of engineers, the company has consulted on a significant number of capital projects over the past two decades and applied its energymonitoring and management skills in more than 400 faciliVolume 6 / no. 4

ties. Cascade currently manages programs for many Pacific Northwest organizations including Energy Smart Industrial programs through the Bonneville Power Administration, PacifiCorp and Energy Trust of Oregon. Through its many experiences, Cascade has developed a comprehensive energy-management process that generates energy improvements ranging from 10-20%, and for some facilities, considerably more. This includes significant energy consumers such as those with industrial refrigeration, compressed air, chilled water, steam, oil and gas, process equipment, fans and pumps, hydraulics and lighting. As noted in the accompanying chart (page 32), the Cascade approach involves establishing a system to monitor and predict future energy savings, providing on-location support for energy coaching and facility tune-ups to improve energy efficiency and supporting facility personnel with engineering follow-up and support for capital investments and innovations. utilities manager | 31

Cascade’s step-by-step approach for working with its clients

Predicting future energy consumption When Cascade Energy begins a project, its first item of business is to create a model that establishes the baseline for how the client currently uses energy. Baselining calls for the application of software, statistics and historic data to understand the conditions that influence energy consumption—ranging from weather to production to facility-usage schedules. Ultimately, Cascade’s consultants strive to create a mathematical model that can predict energy consumption in the future, based upon significant influencing variables and how those variables reflected historical energy use. Unlike most energy-tracking programs, Cascade’s energyengineering experience, application of deep technical rigor and fine-tuned engineering judgment helps them employ mathematical correlations that link energy usage to a reliable facility output measure such as units of finished goods. A predictive model tied to outputs helps these consultants set a benchmark for quantifying the savings of energy-efficiency measures going forward. It’s Cascade’s “secret sauce.” Establishing a predictive energy model helps show a client’s workforce how facility energy use and energy savings are correlated to variables like weather, operations or production. This engages staff and management in a more sophisticated energy-management program and provides a framework for setting energy-management goals that link to business goals. Monitoring energy usage requires the installation of hardware and software, and services. Hardware packages 32 | utilities manager

are customized for each facility. For main utility meters, pulse outputs can be recorded directly from the meter. For sub-metering applications, multiple options are available, depending upon existing wiring, budget and required accuracy and timeliness of the data. Energy-usage data is recorded and time-stamped by the hardware, then transmitted to energy-management software through cellular or Ethernet connections. A powerful suite of software is employed to collect data as a first step toward understanding how and where energy is consumed and how energy use can be optimized (see Sidebar, page 34). From modeling to management In many cases, electricity rates for industrial customers are based not only on the total amount consumed, but also on when it’s consumed (peak vs. non-peak) and the maximum rate of consumption (peak demand). Therefore, in order to minimize electricity cost, it can be important to monitor and control electricity usage in near real-time. Energy monitoring can be done at a facility-wide level by measuring and reporting the data from the main utility meters feeding into the facility. Monitoring can also be deployed on a distributed level within a facility in order to determine energy usage by specific processes and subsystems. Distributed monitoring—often referred to as sub-metering— commonly requires installation of additional meters specifically for this purpose. Monitoring systems can be set up to monitor consumption of all types of energy, including electricity, natural gas, Volume 6 / no. 4

propane, fuel oil, steam, etc. In addition, some companies also monitor water, effluent and other parameters. Cascade’s energy-management programs are customized to meet specific customer needs, but usually include three key elements: n Energy monitoring. Cascade provides energy-monitoring hardware and a powerful Web-based software package to determine baseline performance and measure improvement over time. This data is available to our customers on a near real-time basis with “dashboards” and graphs that can be easily customized to individual preferences. Cascade also performs sophisticated analyses to normalize data for variables such as outside temperature, facility size, type of operation and throughput. This allows for fair comparisons of energy efficiency over time and also between sites of varying sizes, types, locations and activity. n Facility tune-ups. Similar to automobiles, industrial facilities require periodic maintenance and adjustments to maintain optimum operating efficiency. Cascade performs facility “tune-ups” with an experienced energy-efficiency

engineer and technician at a customer site—working closely with facility operations and maintenance personnel. Tuneups typically take from three to five days of intensive effort and result in some immediate efficiency improvements and a list of low-cost/no-cost actions that can be implemented over six to 12 months. n Ongoing support to facilitate continuous improvement. Cascade has found that an ongoing dialogue between an energy-efficiency engineer and customer operations personnel yields great benefits in terms of facilitating continuous improvement, addressing issues and providing continuing training and education. The consultants generally plan for one to three hours per month per customer site for ongoing support over the life of a program. Return on investment Energy management is typically a multi-year program aimed at continuous improvement. In the initial three-year phase, Cascade’s customers typically see reductions of 10 to 20% in total energy usage—and sometimes substantially more. Payback on an energy-management program based on

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utilities manager | 33

the environment. An energy-management program is an excellent way to demonstrate environmental responsibility and show measurable results. In addition, this may become a competitive advantage when pursuing new business as many of your potential customers may be interested in assuring that their supply chain is made up of environmentally responsible vendors. Energy-efﬁciency tune-ups can result in a list of low-cost or no-cost actions that provide quick improvements.

n Improving reliability and reducing maintenance of plant equipment. . .A key element of an energy-management program is to assure that equipment is well maintained and operating properly. Since increased energy consumption is one of the early warning signs for equipment in need of maintenance, energy monitoring can identify potential problems and allow for appropriate maintenance procedures before serious damage is done. It’s also important to remember that a key part of energy management is to modify set-points and operating procedures to assure that equipment isn’t working any harder than necessary. Besides reducing energy consumption, this typically results in reduced wear and tear and can significantly extend equipment life.

reduced energy expense is typically one to two years (and can be less if there are incentives available from utility providers or government agencies). In addition to the simple financial payback on reduced energy expenditures, there are other benefits that are more difficult to quantify, but may be of even more value. Some of these include: n Providing the ability for a company to compete successfully for additional business with cost-sensitive clients. . . If energy is a significant portion of your company’s operating expenses, a reduction in energy costs can have a material impact on operating expenses. This may allow your firm to compete for additional business with costsensitive clients that would not have been feasible with a higher cost structure. Since large clients are often the ones who are most sensitive to costs, this could result in a very large amount of new business.

Energy management in the future Optimizing energy performance in industrial systems requires a continuous-improvement model that involves monitoring and tracking, active management and assessment and proper implementation of system changes. This approach provides sustainable and persistent improvements that are quantified from an established baseline. Cascade Energy envisions a day when managing energy will be treated with the same respect and zeal as managing sales and cash-flow matters in industrial facilities around the world. Indeed, that time may be upon us much sooner than later. MT

n Positioning a company as environmentally responsible… Many companies are seeing increasing interest (and sometimes increasing pressure) from shareholders, customers and others to lessen their impact on

Dan Brown is VP of Energy Management with Cascade Energy, Inc. For more information on the company’s services, telephone: (503) 287-8488; email: info@cascadeenergy.com; or visit: www.cascadeenergy.com.

Energy-Monitoring Musts: Leveraging the Power of Software

Cascade’s powerful energy-monitoring software is typically offered as a hosted service with Web-based access. All data remains property of the customer. Data is stored in a Tier 3 facility and backed-up daily. Access to all data and reports is password-protected. Cascade develops actionable information in the form of dashboards from its software

packages that is relevant, easy to understand and timely; all adding up to a near real-time presentation of facility energy efﬁciency. It also allows for aggregation of data from multiple facilities to present corporate-wide results and normalized site-by-site comparisons. Furthermore, alarms may be installed to send alerts whenever excess energy is being consumed.

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34 | utilities manager

Volume 6 / no. 4

Gadgets

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luke has announced a new version of its 430 Series II three-phase power quality analyzer includes a patented method of quantifying energy waste from harmonics and unbalance. From an algorithm first developed by Vincente Leon and Joaquín Montañana of Spain’s University of Valencia Polytechnic as an extension to IEEE standard 1459, the patented Unified Power function on the 430 Series II was engineered by Fluke engineers in cooperation with University of Valencia scientists. Unified Power marks the first time that any handheld test tool has provided the ability to automatically quantify the amount of energy made unusable by harmonics and unbalance. In addition, by inputting the applicable utility rate structure, the user can calculate a monetary cost of wasted energy. The new Fluke 430 Series II models will be available in January 2012. Fluke Corp. Everett, WA

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utilities manager | 35

Reliability: Own It This MARCH... Save The Date For Keynote Address Tues. March 13, 2012: Managing the Trends

MAINTENANCE and RELIABILITY TECHNOLOGY SUMMIT

David Boulay, president, Illinois Manufacturing Extension Center

The Capacity Assurance Conference!

MARCH 12-15, 2012

Selection of Confirmed Conference Titles: Optimizing Pump-System Performance: The Link Between Energy Efficiency and Improved Reliability Roland McKinney, SKF Service Division

The Top 5 Best Maintenance Practices of World-Class Companies Enrique Mora, Mora International Consulting Services

Maintenance and Reliability Assessment: Is World Class Right For Your Facility? Dave Rosenthal, Jacobs Engineering

How a Community College Partnership Can Address the Skills Shortage Mark Combs, Parkland College

Leveraging PAS 55 to Optimize Asset Utilization and Increase Productivity

Kris Goly, Siemens Asset Performance Management Services

Now entering its ninth year, MARTS is an exciting learning event in a great location that helps reliability professionals at all levels improve their skills and excel on the job. Pricing and attendance options for every budget make it easy for individuals or groups to share the MARTS experience.

• 6 full-day Workshops on Monday, March 12 • 6 full-day Workshops on Thursday, March 15 • Two professional certification opportunities

Confirmed Workshop Titles:

Energy and Sustainability Management

Eric Huston and members of SKF Service Division

From TPM to TPR: Move to the Next Level of Maintenance and Process Reliability

Enrique Mora, Mora International Consulting Services

Cause Mapping I: Effective Root Cause Analysis Mark Galley, ThinkReliability

Maintenance Planning and Scheduling: Increase Your Workforce Without Hiring R. D. (Doc) Palmer, Richard Palmer & Assoc.

Motor System Management

Howard W. Penrose, Dreisilker Electric Motors, Inc.

Other Workshop Presenters: Ken Bannister, Engtech Industries, Inc. Mike Gilley, Fox River Systems Dave Krings, Consultant Jim Seffrin, Infraspection Institute Ed Stanek, LAI Reliability Systems Bob Williamson, Strategic Work Systems

For complete schedule and registration information, please go to

www.MARTSconference.com The Capacity Assurance Conference! MAINTENANCE and RELIABILITY TECHNOLOGY SUMMIT

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Testing And Analysis

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arlier this year, Technology Showcase reviewed the test-and-analysis sector by covering some of the products and tools that maintenance professionals use in the areas of thermography, vibration analysis, shaft alignment and others.* This month, we focus on third-party test services and the growing importance of this sector to manufacturers in the areas of equipment health and product compliance. Among the many reasons manufacturers use test and analysis services, lubrication and oil analysis may be the most common. Long understood as an accurate way to determine equipment condition, oil analysis enjoys greater exposure today as more end-users invest in maintenance activities to reduce operational costs and extend equipment life. Oil testing involves some or all of the following three actions: reconfiguration of machinery to allow samples to be taken; team training on the importance of sampling and the procedures required to take samples; and choosing a lab that can provide an analysis within a reasonable timeframe. Of these steps, choosing and working with a lab can require the most attention to detail, say experts, due to the potential for poor communication and misunderstood expectations. Maintenance teams must know what they need from an analysis—not just oil condition, for example, but signs of equipment condition and possible failure—and provide enough detail to the lab to ensure they get it. Most labs are equipped to provide in-depth information on a wide range of machinery and systems. ASTM- or ISO-certified procedures afford the highest levels of accuracy and standardization, and are the most costly. The Consumer Product Safety Improvement Act (CPSIA), passed in 2008, is another reason manufacturers turn to third-party test services. Provisions of this federal law, which went into effect in January of this year, require makers of products and packaging that will be used or handled by children (those under age 12) to have these items tested and certified that they do not contain certain harmful substances, particularly lead. Tens of thousands of products are affected by the CPSIA, from toys and video games to school supplies and clothing. Fines of up to $100,000 per incident have been approved for manufacturers and retailers. And while this law assigns responsibility throughout the supply chain, the burden falls on manufacturers to ensure that their products meet CPSIA standards. For comprehensive information on testing, certification and CPSIA compliance, visit the Consumer Product Safety Commission Website: www.cpsc.gov. MT Rick Carter, Executive Editor

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MAINTENANCE TECHNOLOGY

NOVEMBER 2011

TECHNOLOGY SHOWCASE

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Krytox® Fluorinated Greases and Oils are: Chemically Inert. Insoluble in common solvents. Thermally stable. Temperature range (-103°F to 800°F). Nonflammable. Nontoxic. Oxygen Compatible – safe for oxygen service. Low Vapor Pressure. Low Outgassing. No Migration – no silicones or hydrocarbons. Krytox® offers Extreme Pressure, Anticorrosion and Antiwear properties. Mil-spec, Aerospace and Food Grades (H1 and H2) available! Useful in Vacuum Systems. For technical information, call 203.743.4447 / 800.992.2424 (8 AM – 4 PM ET)

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MT-ONLINE.COM | 41

CAPACITY ASSURANCE STRATEGIES

Training Has A Half-Life Like radioisotopes, training decays over time. ©KABLICZECH - FOTOLIA.COM

Sam McNair, P.E., CMRP Life Cycle Engineering

s a consultant to industry, I like to remind my clients of this important fact: When planning for their operations, they need to remember that training has a “half-life.” The length of this half-life: a mere two to three years.

42 |

MAINTENANCE TECHNOLOGY

NOVEMBER 2011

CAPACITY ASSURANCE STRATEGIES

Proven in the real world A large chemical plant initiative to address operator and craft training issues directly impacting asset reliability provided me some interesting data in support of the half-life theory. As part of this initiative, RCFA on failures was performed, allowing for establishment of a baseline number of failures that had been the direct result of a lack of proper training. With the large representative sample of failures this generated (hundreds), it took awhile to convince people that a real problem existed. Subsequently, the plant embarked on some very focused, high-quality training for both operators and craft personnel—training that included a required demonstration of proficiency at the end. With each group, the effects were dramatic. It wasn’t cheap to provide good training—about $60k to train and certify 22 millwrights, and roughly the same to train and certify about 180 operators and their supervisors in a more limited scope of tasks. The actual payback in both cases was about three months. The team knew this because we continued to perform RCFA and post-maintenance testing. Over time, gains that had been made seemed to be slipping away. After 2 1/2 years, they had dropped by 50%. Following some refresher training, the gains jumped back up—to the original level. (We jokingly referred to refresher training as “fighting against the dark forces of evil and entropy.”) In our quest to find other data points that validated this experience, the following came to light: The mandatory operator procedure re-training required by OSHA for designated hazardous industries required feedback from operators and supervisors regarding the correct frequency of refresher training. It had been oscillating back and forth between two and three years for a long time. Private pilots are required to perform a review and demonstrate basic proficiency every two years. Requirements for instrument flying are even more demanding— mandating certain proficiency demonstrated or recency of experience every six months. (You can't tolerate a 50% reduction of proficiency and get away with it in instrument flying, but you can survive in normal private-pilot operations.) Airline-transport pilots working for major airlines are also required to do an extensive refresher every six months due to the complexity and high residual level of performance required on demand at any moment. NOVEMBER 2011

The military retrains constantly because the consequences of poor performance are intolerable. The military has appreciable turnover, which means its training is very expensive and a large part of its overall budget. The real lesson here Companies often won’t train personnel for fear of losing expensively trained resources. That’s a valid concern, but foolhardy. Reflecting on the subject as it applied to his operations, Henry Ford may have made the best case ever for training: “…far better to have well-trained employees and lose some of them than have poorly trained employees and keep all of them.”

What's better for an organization? Training employees well and losing some of them or not training adequately and keeping them all? If you train to obtain a measurable improvement in performance, unless you provide for refresher training in about a two-year time frame, you will measurably lose half or more of what you gained through the initial training. If you want to retain the gains, you must plan for ongoing refresher training. Remember that you have turnover—and that new people coming in need to get proper training, too. Over and over, at site after site, when we, as consultants, ask why a certain known best practice is no longer in place, we hear these words: “We used to do that, but somehow we got away from doing it.” Don’t let this happen to your organization. Train effectively in the first place and retrain periodically for retention. MT Sam McNair is a senior consultant with Life Cycle Engineering (LCE). A Professional Engineer and Certified Maintenance and Reliability Professional, he has more than 34 years of experience in discrete manufacturing, chemical process industries, mining, machine processes, automation, aviation, construction and utilities. At LCE, McNair specializes in reliability engineering with a focus on the integration of maintenance and manufacturing functions. Email: smcnair@LCE.com. MT-ONLINE.COM | 43

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SOLUTION SPOTLIGHT

New Connector Technologies Cut Installation And Maintenance Costs Fig. 1. Examples of HARTING multipurpose hybrid connectors for pre-assembled cabling

wo practices that persist in many plants are point-to-point hard wiring and running separate cables for power and control wiring. Newer hybrid connector technologies, however, make it possible to eliminate both of these practices. Multipurpose hybrid connectors like the one shown in Fig. 1 allow the use of preassembled composite cables with bundled lines carrying electrical power, control signals, data communications, even air for pneumatic devices.

Design for maintenance The design-for-maintenance mantra frequently goes unheard when it comes to wiring practices. One reason may be the perception that connectors are going to add a lot of cost to the wiring. However, studies by HARTING, Inc. of North America reveal that the connector cost premium at the front end can easily be offset by lower installation and maintenance costs. This can be particularly important in factory-automation projects, which often involve complex equipment and installations. HARTING’s time and cost studies found that projects involving several pieces of equipment benefited most from connectorization. In one such project, the OEM found there could be a 40 -50% cost premium over hard wiring in system production. Conversely, when calculated for disconnecting several pieces of equipment for shipment and reconnecting at the plant site, the total cost for connectorized wiring turned out to be about 50% less. These gains resulted from shorter installation time, fewer wiring errors, less debugging time and simpler plug-andplay startup. Clearly, connectorization is easiest to accomplish on new installations and plant-equipment upgrades. Difficult maintenance and repair problems, however, often call for extensive disconnections in hard wiring to troubleshoot existing NOVEMBER 2011

Fig. 2. Connectorized power and control wiring with HARTING’s hybrid connectors, including a ‘T’ for cable drops to machining-line drive motors

equipment. These types of difficulties can make the retrofitting of new cable and connector assemblies cost-effective. In addition to hybrid assemblies, connector manufacturers have become quite inventive in designing connectors that reduce overall wiring costs. For example, a recent machining transfer line project involved 480VAC (AWG 10 power wiring) and control signals (AWG 16 wires) for a large number of drive motors along the line. The basic design choices were (a) hard-wire separate power and control lines to the motors through a single cable; (b) wire with separate connectorized power and control cables; or (c) make up composite AWG 10/AWG16 cable assemblies with connectors. HARTING was able to supply a hybrid “T” connector for the cable drops to the motors (Fig. 2). The machining line was assembled in modules, shipped to the site, installed and wiring was simply plugged together. Overall costs were substantially lower than using point-to-point hard wiring. HARTING, Inc. of North America Elgin, IL For more info, enter 30 at www.MT-freeinfo.com MT-ONLINE.COM | 45

SOLUTION SPOTLIGHT

A fully-redundant, vibration-based monitoring system is taking it to the max.

Dispensing Cost Savings S

elf-service technology is everywhere these days. We check ourselves out at stores, check ourselves in at airports and check out the latest videos via Redbox. This same kind of automation is now making its way into maintenance operations, as workers use specialized vending machines to access everything from drill bits and safety gloves to batteries and thread locker. It’s helping workers become more productive while helping businesses reduce consumption, often by 30% or more. Fastenal, a full-line industrial supplies distributor, is a leading provider of industrial vending machines. It has installed thousands of “FAST 5000” machines at customer sites nationwide. To retrieve product from a FAST 5000, workers swipe their ID cards or enter their PIN numbers (along with a job number or other data to be associated with the transaction). Because the system is Web-based, detailed usage reporting is available online in real time— not just who dispensed what, but why and when. Managers can also set controls so groups or individuals only have access to specific products and amounts needed for their jobs. “The FAST 5000 has allowed us to reduce our administrative costs and manage our production expense material while reducing our on-hand inventory,” said Paul LaBella, Sourcing Manager at Qualitrol, an upstate New York-based 46 |

MAINTENANCE TECHNOLOGY

manufacturer of gauges and thermometers for the electric utility industry. “The concept has fit well into our lean manufacturing culture.” Qualitrol uses its FAST 5000 to dispense knives, thread sealant, tape, gloves, safety glasses and other high-use consumables. Other businesses use optional locker units to control larger or returnable items like hard hats, spray cans and power tools. Virtually any size product can be vended— from earplugs to stepladders. In addition to eliminating $5000 worth of uncontrolled inventory that used to sit on a shelf, Qualitrol has dramatically reduced the number of purchase orders cut each month to procure products now stored in the machine— from 63 previously, to a single P.O. today. This is the result of vendor consolidation and the system’s paperless ordering process: When stock for an item runs low, the local Fastenal store receives an alert and comes out to refill the machine. Costs are further reduced through inventory consignment, whereby the customer is only billed for dispensed items. Fastenal Winona, MN For more info, enter 31 at www.MT-freeinfo.com NOVEMBER 2011

MARKETPLACE

Productivity-Enhancing Retaining Ring Pliers

artin Sprocket offers a line of retaining ring pliers that, according to the company, are the most user-friendly and efficient tools of their kind on the market. Patented jaws provide positive tip retention and alignment. Users need only to switch a tab and squeeze the handles. Model P1421 features an adjustable stop for small rings. Model P75 incorporates an automatic ratchet lock that keeps rings locked open or closed. Made in the USA, these productivity enhancers are suitable for rings up to 4”. Martin Sprocket Tool & Forge A Division of Martin Sprocket & Gear, Inc. Fort Worth, TX For more info, enter 32 at www.MT-freeinfo.com

Automatically Circulate & Clean Stored Fuel

CI Technologies’ FRS 660-50-UL Automatic Fuel Recirculating System (FRS) is for use with larger storage tanks. This Green-Clean-Certified unit automatically circulates and cleans stored fuel at 50 GPM on a pre-programmed schedule. Housed in a NEMA 4 key-lockable cabinet, it is equipped with alarms for pump failure and purifier high water level, as well as system high pressure and flow switch. Like RCI’s other offerings, the product uses the company’s patented fuel purification technology, with no filters or moving parts. These systems remove 99.9% of water, including emulsified water, and up to 98% of the solid or particulate contaminants normally found in diesel fuel. RCI Technologies San Dimas, CA

For more info, enter 33 at www.MT-freeinfo.com

G100/G120 Series Features:

• Panoramic Shot

Panoramic Thermal Imaging Function

• Vibration Alarm

Vibration Alarm Function for Noisy Environments

• Thermal Image Movie Direct Recording of Fully Radiometric Images on SD Card

• 3.5 Inch LCD Screen

Flexible 270 Display Supports Easy Shooting Posture

• Easy Operation

Joystick for Intuitive Operation, Auto Focus / Level Sense

• Image Fusion Function Allows for Parallel and Synthetic Display

• Data Storage Format 2GB SD Card Radiometric JPEG

Sales@NECAvioInfrared.com www.NECAvioInfrared.com Tel: (800) 423-2344 Ext. 411 For more info, enter 86 at www.MT-freeinfo.com

NOVEMBER 2011

MT-ONLINE.COM | 47

CAPACITY ASSURANCE MARKETPLACE

Dry Vacuum Pumps For Harsh Services

Control Switch Relay Helps Minimize Arc Flash Danger

ccording to Edwards, its CXS dry pumps deliver top vacuum performance in harsh chemical, petrochemical and pharmaceutical processes. Its tapered screw technology allows for a smooth and gradual compression along the rotor, resulting in improved thermal control and optimized pumping at all inlet pressures. The units provide all the advantages of dry pumps with low energy usage and a deep, flexible vacuum down to 10-3 mbar.

Edwards Ltd. Tewksbury, MA For more info, enter 34 at www.MT-freeinfo.com

new Time Delay Control Switch Relay (TD-CSR) from Electroswitch is an effective means of mitigating arc flash danger in local circuit breaker operations by allowing for a manually initiated timedelayed trip or close. A flashing LED notifies the operator of the pending trip or close and serves as a warning to evacuate the arc flash area. The company notes the TD-CSR affords the same safety from arc flash as a SCADA system at less cost. Electroswitch Corp. Weymouth, MA For more info, enter 35 at www.MT-freeinfo.com

Modular-Storage-Unit Literature

L PIP IS SIMPLE. Let PIPâ&#x20AC;&#x2122;s harmonized engineering Practices simplify your next project.

ask@pip.org

www.pip.org For more info, enter 87 at www.MT-freeinfo.com

48 | MAINTENANCE TECHNOLOGY

yon Workplace Products offers a new catalog detailing the companyâ&#x20AC;&#x2122;s lineup of high-density storage cabinets and accessories for the secure, organized storage and retrieval of small to mid-sized items. Included in this 56-page catalog is an ordering guide with examples and information on 250 pre-engineered cabinets. Lyon Workspace Products Aurora, IL

For more info, enter 36 at www.MT-freeinfo.com NOVEMBER 2011

MARKETPLACE

CE-Compliant Safety Air Guns

xair’s Safety Air Guns offer high-quality blowoff, drying and cleaning, and meet standards necessary to attain the CE mark. Their engineered air nozzles maximize roomair entrainment while minimizing compressed air consumption. The line includes the lightweight Precision Safety Air Gun for tight spaces; the Heavy Duty and Soft Grip Safety Air Guns for rugged industrial use; and the Super Blast Safety Air Guns for long-distance, wide-area applications. Exair Corp. Cincinnati, OH For more info, enter 37 at www.MT-freeinfo.com

Proportional Valves For Electro-Hydraulic Axis Control

aton’s AxisPro™ proportional valves provide precise, accurate, responsive axis control in electro-hydraulic applications. Designed to support both centralized and distributed architectures, they feature programmable onboard electronics and integral spool Linear Voltage Differential Transformer (LVDT) sensors. Available in ISO-3 and ISO-5 sizes, these valves are intended for high-performance applications in woodworking, wind turbines, pulp and paper and metal forming, among others. Eaton Corp. Eden Prairie, MN For more info, enter 38 at www.MT-freeinfo.com

WiFi-Compatible Thermal-Imaging Cameras

LIR has incorporated WiFi capabilities into the thermal-imaging cameras of its B250/B335/B365/B425/B660 and B620 lines. The function lets users wirelessly transfer images from these cameras to an iPad or iPhone, allowing them to share what they’re seeing with colleagues or customers elsewhere. The images can be analyzed directly on an iOS device with the help of the FLIR Viewer App. FLIR Systems, Inc. Billerica, MA For more info, enter 39 at www.MT-freeinfo.com

H2640 Features: • High Performance

640 x 480 Pixel Array with 0.03C NETD

• Radiometric Movie Recording Simultaneous Thermal / Visual / Fusion Video Recording Feature (30fps)

• Large 5.6 Inch LCD Display

Equipped with Glare Resistant LCD Screen and View Finder for Sunny Outdoor Conditions

• Superb Auxiliary Functions Built-In LED Illuminator and Laser Pointer

• Excellent for Field Work

Field Replaceable Optional Lenses and IP54 Environmental Protection

• Articulate Eyepiece

Sales@NECAvioInfrared.com www.NECAvioInfrared.com Tel: (800) 423-2344 Ext. 411 For more info, enter 88 at www.MT-freeinfo.com

NOVEMBER 2011

MT-ONLINE.COM | 49

CAPACITY ASSURANCE MARKETPLACE

Energy-Management Software Upgrade

new version of the eSight energy-management suite is now available. This upgraded tool includes a number of new features and enhancements, including MultiVariable Linear Regression Analysis (MVLR). This type of analysis is used to explain or predict the relationship between a dependent variable (i.e. consumption meter) and multiple driving factors (or independent variables) such as degree days, production, time, etc. MVLR lets users effectively track consumption against a baseline model, create targets, monitor improvements against the baseline and, ultimately, identify areas for energy savings.

eSight Energy Schaumburg, IL

Portable, Solvent-Free Viscometer

he SpectroVisc Q3000 is a portable, solvent-free, temperature-controlled kinematic viscometer available from Spectro. It employs a patented split-cell capillary (SCC) technique that allows the user to measure kinematic viscosity from only a few drops of oil, with no solvents required for cleaning. The entire sampling and testing process takes only a few minutes and can be easily conducted anywhere, according to the company. The unit weighs less than 4 pounds (1.8 kg) and provides over 6 hours of continuous operation. Spectro, Inc. Littleton, MA For more info, enter 41 at www.MT-freeinfo.com

For more info, enter 40 at www.MT-freeinfo.com

Reliability: Own It This MARCH... Save The Date For

For more info, enter 42 at www.MT-freeinfo.com

• A four-day educational experience created exclusively for reliability professionals • 30 hour-long Conferences over two days – Tuesday, March 13 and Wednesday, March 14 – kicked off by Keynote speaker David Boulay, president of thehas Illinois Manufacturing hell Lubricants launched an improved range of Extension Center, and followedtobymeet the challenges Shell Gadus greases designed experts in a varietyoperating of disciplines in some of the of reliability large, fast equipment most extreme mining, • 6 full-dayconditions Workshops onimaginable, Monday, Marchincluding 12 steel-production, power-gen and marine applications, 6 full-dayThe Workshops on Thursday, March 15 it simpler for among•others. revamped lineup makes customers comparecertifi product benefits and performance • Twotoprofessional cation opportunities while taking into account variables such as compatible thickeners, base oil viscosity, NLGI grade and other For complete schedule and registration special performance characteristics. information, please go to

Revamped Line Of Extreme Service Greases

MAINTENANCE and RELIABILITY TECHNOLOGY SUMMIT

MARCH 12-15, 2012 The Capacity Assurance Conference!

Now entering its ninth year, MARTS is an exciting learning event in a great location that helps reliability professionals at all levels improve their skills and excel on the job. Pricing and attendance options for every budget make it easy Shell Lubricants Houston, TXRegency O’Hare, Rosemont (Chicago), IL Hyatt for individuals or groups to share the MARTS experience.

www.MARTSconference.com

For more info, enter 89 at www.MT-freeinfo.com For more info, enter 89 at www.MT-freeinfo.com For more info, enter 43 at www.MT-freeinfo.com

50 | MAINTENANCE TECHNOLOGY

NOVEMBER 2011

MARKETPLACE

Right-Angle Helical Gear Drives

tock Drive Products’ A 2Z11 Series of rightangle helical gear drives feature base- and panel-mount designs. The lightweight units have fiberglass-reinforced nylon housings, hardened-steel helical gears, steel shafts and nonmetallic bearings. Available in single- and double-output shaft configurations. The maximum rpm of these drives is 1800. Their maximum continuous hp is 1/8. Stock Drive Products New Hyde Park, NY

For more info, enter 42 at www.MT-freeinfo.com

ANSI-Approved NEMA Motor And Generator Standard

he National Electrical Manufacturers Association (NEMA) standard for motors and generators has recently received approval from the American National Standards Institute (ANSI). As published by the association, “ANSI/NEMA MG 1-2009 (R2010) Motors and Generators” conveys practical information concerning performance, safety, test, construction and manufacture of both ac and dc units. This information can help lead to better selection and application of motor and generator equipment. National Electrical Manufacturers Assn. Rosslyn, VA For more info, enter 43 at www.MT-freeinfo.com

R300

Features:

• Panoramic Imaging

Vertical or Horizontal Panoramic Thermal Images are Captured without using a PC

• Close Focus Distance

Minimum Focus Distance of 10cm (3.9”) allows user to Image Small Targets without Additional Lens

• Thermal Image Movie

Simultaneous Thermal / Visual / Fusion Video Recording Feature (10fps)

• 3.5 Inch LCD Screen

Equipped with Glare Resistant LCD Screen and View Finder for Sunny Outdoor Conditions

• High Sensitivity & Accuracy

Convert HART Devices Into Wireless Communicators

oneywell has announced the newest addition to its industrial wireless portfolio. The OneWireless™ Adapter lets manufacturers improve plant efficiency by converting field devices that use the HART protocol into devices that can transmit data over an ISA100.11a-compliant wireless network. According to the company, by allowing any HART device to communicate over the wireless network, the OneWireless Adapter helps improve the flow of information and gives operators the data they need to make the right decisions at the right time. Honeywell Phoenix, AZ For more info, enter 44 at www.MT-freeinfo.com

320 x 240 Pixel Array with 0.05C NETD provides High Contrast, Clear Images while Maintaining ±1C / 1% Accuracy

• Unique Emissivity Features

Set Individual Emissivity Values for Multiple Points or R300 Automatically Sets Emissivity Values for Points of known Temperature Sales@NECAvioInfrared.com www.NECAvioInfrared.com Tel: (800) 423-2344 Ext. 411

For more info, enter 90 at www.MT-freeinfo.com

NOVEMBER 2011

MT-ONLINE.COM | 51

CAPACITY ASSURANCE MARKETPLACE

Smart Energy Technologies For Smart Industrial Energy-Users

merson Process Management has launched the “Smart Energy Initiative,” a global program designed to combine the company’s industrial energy expertise with advanced energy-management technologies that let endusers leverage more renewable fuels, lower energy costs and reduce emissions. Emerson’s new Industrial Energy Group will focus on modernizing and improving the performance of powerhouses, while at the same time improving how the manufacturing processes that these powerhouses are supporting consume energy. Another major part of the Initiative is the company’s True BTU Combustion Control technology, a patent-pending innovation for calculating actual BTU values of fuel sources. This capability makes reliable energy production predictable and repeatable and the use of low-cost fuels like biomass achievable and sustainable. Additional technologies that add real-time intelligent capabilities to the energy-generating process include, but aren’t limited to, SmartProcess™ Boiler and SmartProcess Energy Management software tools.

■ SmartProcess Boiler technology delivers a real-time combus-

tion control solution to address the inconsistent nature of renewable and waste fuel sources, automating and simplifying the management of sudden changes in BTU content or the availability of those fuels. ■ SmartProcess Energy Management runs in real-time, closed-

loop control to balance steam systems, manage electrical demand swings and upsets, identify opportunities to buy and sell power, improve efficiency and run an entire industrial utility at the lowest cost automatically. According to Emerson, these new comprehensive solutions are designed to overhaul dated equipment and methodologies used by the majority of industrial powerhouses, as well as provide a new approach to “greenfield sites.” Emerson Process Management Austin, TX For more info, enter 45 at www.MT-freeinfo.com

Customized, Targeted Lists For Your Marketing Needs

ATP List Services Ellen Sandkam www.atplists.com 1300 S. Grove Ave., Suite 105, Barrington, IL 60010 847-382-8100 x110 / 800-223-3423 x110 info@atplists.com / esandkam@atplists.com For more info, enter 91 at www.MT-freeinfo.com

52 | MAINTENANCE TECHNOLOGY

For more info, enter 92 at www.MT-freeinfo.com NOVEMBER 2011

CAPACITY ASSURANCE MARKETPLACE

Arc Resistant MCCs Compliant With ANSI/IEEE C37.20.7 Standards

Expanded IR Camera Lineup

iemens has introduced a new family of tiastar Motor Control Centers (MCCs) tailored to the needs of vertical markets such as water/wastewater, oil and gas and general process industries, among others. The lineup boasts the first Arc Resistant MCC compliant to ANSI/IEEE C37.20.7 and its criteria for containing and redirecting arc flash incident energy. A SmartStart option features plug-and-play functionality that reduces commissioning time with pre-programmed and preconfigured data. These tiastar MCC units meet UL and NEMA standards in lighter-weight packages with substantially smaller footprints than previous models. Siemens Industry, Inc. Atlanta, GA

EC Avio Infrared Technologies has strengthened its product lineup by adding four new models of cameras and software to its InfRec series. Among them, Thermo GEAR G120EX/G100EX, according to the manufacturer, improves the basic performance of parameters like temperature resolution and temperature measuring range when compared with traditional models for predictive and preventive maintenance.

NEC Avio Infrared Technologies Co., Ltd. San Fernando, CA

For more info, enter 46 at www.MT-freeinfo.com

For more info, enter 47 at www.MT-freeinfo.com

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

For more info, enter 93 at www.MT-freeinfo.com

NOVEMBER 2011

MT-ONLINE.COM | 53

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

Tsubaki Power Transmission, LLC

The ability to identify, verify and locate every voltage source from the outside of electrical panels greatly reduces electrical risks. That’s why we’ve incorporated two of our most popular products - ChekVolt® and VoltageVision® - into one unique, exclusive product called The Combo Unit.. For more info, enter 95 at www.MT-freeinfo.com www.graceport.com/3mt_informationhighway

U.S. Tsubaki Power Transmission, LLC is excited to announce the integration of KabelSchlepp America into its operations as part of the Tsubakimoto Chain Company’s global acquisition of the German-based Cable & Hose Carrier manufacturer. KabelSchlepp America will now operate as a division of U.S. Tsubaki and will expand Tsubaki’s presence in the U.S. market by adding cable & hose carrier systems to its already extensive product lineup. For more info, enter 94 at www.MT-freeinfo.com www.kablelschlepp.com

The Maintenance & Reliability Technology Summit is the #1 learning venue and source of practical solutions for anyone concerned with the reliability, maintenance and the overall capacity assurance of critical equipment systems in a plant or facility. Mark your calendars! MARTS 2012 is taking place March 12-15, 2012 at the Hyatt Regency O’Hare in Rosemont, IL. For more info, enter 96 at www.MT-freeinfo.com www.MARTSConference.com

CLASSIFIED

ATP List Services Specializing In

Machinery Health Personnel PM & PdM Field Service • Mgt • Sales • Hrly Nationwide • Conﬁdential • All Fees Company Paid

www.lineal.com lisalineal@lineal.com

TOLL FREE 877-386-1091

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

NOVEMBER 2011

Index ADVERTISER

20 YEARS

M A I NM TA EI NNT EA N NA NC C EE

TECHNOLOGY TECHNOLOGY ®

NOVTEMBER 2011 Volume 24, No. 11 •

WEB ADDRESS

RS #

PAGE #

ATP Lists.........................................................www.atplists.com.................................................91 ..............................52 Azima DLI .....................................................www.azimadli.com/trio......................................78 ..............................35 Baker Instument Co.....................................www.bakerinst.com ............................................69 ..............................19 Baldor Electric Company............................www.baldor.com .................................................66 ................................7 CyberMetrics Corp.......................................www.cybermetrics.com......................................61 ...........................IFC Des-Case Corporation.................................www.descase.com/sample..................................62 ................................1 Engtech Industries Inc. ................................www.engtechindustries.com .............................93 ..............................53 Exair Corporation ........................................www.exair.com/48/470b.htm............................65 ................................5 Fluke................................................................www.fluke.com/p3series ....................................70 ..............................21 Fluke................................................................www.fluke.com/machinehealth........................63 ................................2 Foster Printing Service.................................www.fosterprinting.com ....................................85 ..............................44 Generac Power Systems, Inc. ......................www.generac.com ...............................................98 ............................BC GoatThroat Pumps ......................................www.goatthroat.com ..........................................81 ..............................41 Grace Engineered Products. Inc.................www.graceport.com/3mt_informationhighway..95 ..............................54 Inpro/Seal.......................................................www.inpro-seal.com...........................................262,280 ..............38,39 Ludeca Inc......................................................www.ludeca.com/shaftalign ..............................80 ..............................40 Martin Sprocket & Gear, Inc.......................www.martintools.net ..........................................67 ..............................10 MARTS- Applied Technologies .................www.martsconference.com...............................64,79,89,96 ....4,36,50,54 Miller-Stephenson Chemical Co. ..............www.miller-stephenson.com ............................84 ..............................41 Mobil Industrial Lubricants........................www.mobilindustrial.com.................................74,75...................28,29 Mincom, Inc..................................................www.mincom.com .............................................83 ..............................40 NEC Avio Infrared Technologies/SOLTEC.www.necavioinfrared.com.................................82,86,88,90......41,47,49,51 NETA .............................................................www.powertest.org .............................................97 ...........................IBC Process Industry Practices...........................www.pip.org .........................................................87 ..............................48 Revere Control Systems...............................www.reverecontrol.com .....................................72 ..............................26 Strategic Work Systems, Inc........................www.swspitcrew.com .........................................92 ..............................52 Suncor Energy...............................................www.suncor.com.................................................73 ..............................27 Tri Tool, Inc....................................................www.tritool.com..................................................76 ..............................33 U.S. Tsubaki Power Transmission, L .........www.ustsubaki.com/mt .....................................71 ..............................25

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.

M A I N T E N A N C E

TECHNOLOGY

MAINTENANCE TECHNOLOGY/JANUARY 2007

YEARS Your Source For CAPACITY ASSURANCE SOLUTIONS

NOVEMBER 2011

YEARS

Suite SOLUTIONS 105, Your1300 Source S. For Grove CAPACITYAve., ASSURANCE Barrington, IL 60010 1300 South847-382-8100 Grove Avenue, Suite 105 Barrington, IL 60010 FAX 847-304-8603 PH 847-382-8100

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ARTHUR L. RICE

President/CEO SALES STAFF arice@atpnetwork.com

OH, KY, TN MADDING 135 N. Rocky River Road ViceOH President Berea, 44017 tmadding@atpnetwork.com 440-463-0907; Fax 440-891-1254 JOHN DAVIS BILL KIESEL jdavis@atpnetwork.com Vice President, Publisher bkiesel@atpnetwork.com

AL, DC, DE, FL, GA, MD, MS, NC, Business NJ, PA, SC, VA, Staff WV 1750 Holmes Drive WYMORE WestTERRI Chester, PA 19382 Director of Creative Services/Production 610-793-3093; Fax 610-793-3094 twymore@atpnetwork.com JIM HANLEY jhanley@atpnetwork.com ELLEN SANDKAM Direct Mail esandkam@atplists.com

CT, ME, MA, NH, NY, RI, VT, ON, QC P.O. Box Staff 1059 Sales Osterville, MA 02655 508-428-3331; AL, AR, FL, GA,Fax IA,508-428-2545 IL, IN, KS, LA, VINCENT LeGENDRE MI, MN, MO, MS, NC, ND, NE, OK,vlegendre@atpnetwork.com SC, SD, TX, WI, Ontario Canada 1300 South Grove Avenue, Suite 105 Barrington, IL 60010 847-382-8100; Fax 847-304-8603 BILL KIESEL IL, IN, IA, MI, MN, NE, ND, SD, WI bkiesel@ atpnetwork 1300 South Grove Avenue,.com Suite 105 Barrington, IL 60010 KY, OH, TN 847-382-8100 847-304-8603 135 N. x108; RockyFax River Road TOM MADDING Berea, OH 44017 440-463-0907; Fax 440-891-1254 tmadding@atpnetwork.com JOHN DAVIS jdavis@atpnetwork.com NM,NM, OK,NV, TX OR, AK,AR, AZ,KS, CA,LA, CO,MO, ID, MT, 5930 Royal Lane,Columbia Suite E #201 UT, WA,WY, British Canada 1300 South Grove Dallas, TXAvenue, 75230 Suite 105 Barrington, 60010 972-816-6745; Fax IL 972-767-4442 847-382-8100; Fax 847-304-8603 GERRY MAYER TOM MADDING gmayer@atpnetwork.com tmadding@atpnetwork.com CT, DC, DE, MA, MD, ME, NH, NJ, NY, PA, RI, VA, VT, WV, Quebec Canada, AZ, CA, CO,Age, ID, MT, OR,Street UT, WA, Space 225NV, Fuller WY, AB, BC,MA MB,02446 SK Brookline, 617-232-2000; 617-232-2951 3605 N. Fax Tuscany VINCE CAVASENO Mesa, AZ 85207 vcavaseno@atpnetwork.com 480-396-9585 JERRY PRESTON Classified Advertising/Electronic Sales: 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

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VIEWPOINT Michael J. Putz, President/CFO, Energy Veterans, Inc.

Veterans Fighting For Jobs

am trying to make a living. A decent one, if I can. One I can be proud of, if I’m lucky. At Energy Veterans, Inc.©, we’re just a small player in a big job market trying to do the right thing—hire veterans— while assisting building owners in saving energy costeffectively. If I can make it all come together, I think I’ve got a chance to be exceptionally lucky. Our core competency is building an accurate and effective energy model of a building. This model can then be used either to (a) assess the effectiveness of various energy cost-reduction measures developed during a building audit, or (b) certify, for purposes of a tax deduction, the level of energy efficiency realized for building owners who have purchased and installed energy-saving products in their businesses. My most recent hire was a 10-year Navy Seal from the Vietnam era, who brings decades of experience in the HVAC industry to the table. Dan comes with a strong grasp of mechanical systems, load analysis and energy modeling. So while we’re helping building owners save some kWh and therms, we’ll also be helping a good guy earn a paycheck. Along with countless other small businesses, I’m hoping our organization can have an impact on lowering the unemployment rate for veterans. These days, as most people talk about putting veterans to work, they’re typically (not inappropriately) alluding to those returning to civilian life after serving in either of the two Gulf Wars, Iraq or Afghanistan. To a great extent, that’s as it should be: According to the U.S. Bureau of Labor Statistics, the unemployment rate for all veterans, 18 years and over, is an abysmal 8.1% as of September 2011. Worse yet, the Gulf War II-era veterans (defined as those who served from September 2001 forward), suffer from an unemployment rate of 11.7%. In contrast, veterans from the WWII, Korean War and Vietnam eras have an unemployment rate of only 6.7%. That’s great, right? Well… I’m not so sure.

You see, there’s another statistic, known as the participation rate, that’s not as commonly discussed: It refers to the number of people who are employed or actively looking for work. While the participation rate of Gulf War II-era veterans is 82.3%, for those of earlier conflicts, it’s only 33.7%. To be sure, many of these individuals are legitimately retired. Others, at least in my experience, have “settled” on retirement because of how disastrous the current economy is for job seekers—veterans and non-veterans alike— in the higher age groups. It doesn’t really have to be like that, does it?

If what’s being reported about our withdrawal from Iraq is true, we’ll soon have roughly 40,000 troops coming home, something that’s sure to impact our already appalling unemployment rate. On the larger stage, as this magazine goes to press, the Veterans Opportunity to Work Act is in the U.S. Senate, after having been overwhelmingly passed in the House of Representatives. Let’s hope this legislation can be finalized soon. If what’s now being reported about our withdrawal from Iraq is true, we’ll soon have roughly 40,000 troops returning home— impacting our already appalling unemployment rate. On the smaller stage, I had a job opening and found an older veteran who fit the bill. I wish I could always be this lucky (and that you and your operations could be, too). MT MPutz@EnergyVeterans.com For more info, enter 03 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.

56 | MAINTENANCE TECHNOLOGY

NOVEMBER 2011

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