AnAppl i edT ec hnol ogyPubl i c at i on
No v e mb e r2013
M A IN T E N A N C E
T ECHNOL OGY 速
& ASSETPERFORMANCE
P r oT i p sF o r S u c c e s s f u l C o n d i t i o n Mo n i t o r i n g
R e t h i n k i n g Y o u r R i s k yB u s i n e s s D a t aMi n i n gF o r E f f i c i e n c y A n dMu c hMo r e . . .
Brands You Count On, People You Trust
573 Locations 14 Distribution Centers 50 Repair Facilities Over 5.2 Million Quality Parts Over 3,300 Sales Representatives Extensive Training Programs Over 200 Field Product Specialists in the following categories:
Motion Industries understands that machines and equipment usually break at times you least expect, leaving you with costly downtime if you don’t get back up and running quickly. Between extensive inventories and expertise from over 550 branches, rest assured you’ll get the right replacement parts to help reduce costly downtime. And because we have relationships with the suppliers you prefer, you get the products you count on…when you need them. But our commitment doesn’t stop there. Motion Industries provides a wide range of services to support our customers with repairs and fabrication, inventory and storeroom management, specialized cost-savings programs and much more. So whether you need a hard-to-find tapered roller bearing or a storeroom replenishment system, count on the people you trust.
Representing North America’s Leading Brands In MRO Replacement Parts Motion Industries partners with respected suppliers to provide quality, reliable brand names—resulting in solid, cost-effective product performance. Our partners include:
Motion Industries…More Than Bearings
BEARINGS MECHANICAL POWER TRANSMISSION ELECTRICAL & INDUSTRIAL AUTOMATION LINEAR MOTION PRODUCTS PNEUMATICS HYDRAULICS HYDRAULIC HOSE INDUSTRIAL HOSE MATERIAL HANDLING
Call. 800-526-9328 Click. www.motionindustries.com Visit. Over 550 Locations
PROCESS PUMPS & EQUIPMENT SAFETY PRODUCTS
Follow us on facebook.com/MotionInd
INDUSTRIAL PRODUCTS SEALS & ACCESSORIES
For more info, enter 61 at www.MT-freeinfo.com
My vibration routes seem endless. I need to collect data faster, so I can spend more time fixing problems.
YOU CAN DO THAT Spend time on high impact tasks with faster data collection. The CSI 2140 enables fast data collection. With triaxial accelerometer and four-channel monitoring capabilities, you can finish your route in half the time. Use your valuable time to solve problems instead of collecting data. Scan the code below or visit EmersonProcess.com/WorkFaster to learn more.
The Emerson logo is a trademark and a service mark of Emerson Electric Co. Š 2013 Emerson Electric Co.
For more info, enter 62 at www.MT-freeinfo.com
GE Power Conversion
A century ago, we took horsepower to a whole new level. Engineered to perform and built to last, our durable DC motors continue to set the standard for reliability. Our complete range of Kinamatic II, CD6000s and MD800 type motors are designed to fit all DC needs for a wide variety of industrial applications. For the best DC motors, there’s really nowhere else to turn. For more information, visit gemotors.com.
For more info, enter 62 at www.MT-freeinfo.com For more info, enter 63 at www.MT-freeinfo.com
SUIT DOWN PESDs:
The PPE You Don’t Wear
Instead of suiting up in PPE, suit down while increasing safety and productivity by doing lock-out/tag-out through the panel door with Permanent Electrical Safety Devices (PESDs) by Grace Engineered Products. t
Most PESDs install in 30mm holes on the panel door or flange
t
Voltage indicators allow for the visual indication of both AC and DC voltage
t
Voltage portals utilize a NCVD pen as a redundant check for the voltage indicator
Increase compliance to NFPA 70E / CSA Z462 with PESDs! For more information visit www.pesd.com. For more info, enter 64 at www.MT-freeinfo.com
800.280.9517
Contents
MAINTENANCE
TECHNOLOGY & ASSET PERFORMANCE
NOVEMBER 2013 • VOL 26, NO 11 • www.MT-ONLINE.com
FEATURES ASSET PERFORMANCE STRATEGIES 20
Condition-Monitoring: 10 Common Management Mistakes Management’s decisions are major factors in the success of most efforts around a facility, including the ensuring of equipment health and uptime. ©KUZMICK — FOTOLIA.COM
Trent Phillips, LUDECA, Inc.
UTILITIES MANAGER 26
Data Acquisition: Gateway To Energy Monitoring And Efficiency Of Existing Buildings Effective data-mining technology is a must for today’s savvy building owner/operators. Special to UM
THE RELIABILITY FILES 33
Reducing Arc-Flash Risks With Infrared Inspection Windows
YOUR RISKY BUSINESS 36
Are Your Losses Putting Your Company At Risk? Understanding all risk-related situations is a big step toward improved position and profits. R. Keith Mobley, CMRP, Life Cycle Engineering (LCE)
MAINTENANCE LOG 38
Ease Of Use Highlights New Condition-Monitoring Tools Technicians and operators now have capabilities once limited to monitoring specialists. Jane Alexander, Editor, With Paul Michalicka, SKF USA Inc.
PROCESS IMPROVEMENTS 40
DEPARTMENTS 6
My Take
8
News
12 16
Uptime
18 32 44
Automation Insider
47
Marketplace
55
Information Highway
55
Classified
56
Supplier Index
58
Viewpoint
Don’t Procrastinate… Innovate! Motor Decisions Matter Technology Showcase
Converging Production, Maintenance And Storeroom Management Check out these helpful tips for moving out of a reactive maintenance mode. Matt Hermans, Rockwell Automation
NOVEMBER 2013
MT-ONLINE.COM | 3
MAINTENANCE
TECHNOLOGY & ASSET PERFORMANCE
November 2013 • Volume 26, No. 11 ARTHUR L. RICE
President/CEO arice@atpnetwork.com
GLEN GUDINO
Executive Director ggudino@atpnetwork.com
HOLD THESE DATES
March 18-21, 2014 Hyatt Regency O’Hare, Rosemont, IL
BILL KIESEL
Executive Vice President/Publisher bkiesel@atpnetwork.com
GARY MINTCHELL
Excutive Director gmintchell@atpnetwork.com
JANE ALEXANDER
Editor-In-Chief jalexander@atpnetwork.com
RICK CARTER
Go to www.MARTSConference.com for further details.
Executive Editor rcarter@atpnetwork.com
ROBERT “BOB” WILLIAMSON KENNETH E. BANNISTER Contributing Editors
RANDY BUTTSTADT
Director of Creative Services rbuttstadt@atpnetwork.com
GREG PIETRAS
Editorial/Production Assistant gpietras@atpnetwork.com
You don’t want to miss MARTS 2014! For more info, enter 65 at www.MT-freeinfo.com
ELLEN SANDKAM
Direct Mail 800-223-3423, ext. 110 esandkam@atplists.com
JILL KALETHA
Reprint Manager 866-879-9144, ext. 168 jillk@fosterprinting.com
“Visual systems, when applied to equipment, can reduce training time by 60 to 70% and eliminate errors.” —Robert Williamson, lean equipment specialist
Our Visual Supplies Can Improve Your Equipment’s Performance! Colored gauge marking labels Problem and Opportunity Tags in English or Spanish Red Move Tags Colored paint pens Colored grease fitting caps and lube point labels Vibration analysis pickup discs and labels Proven Tips for Equipment Troubleshooting handbook Lean Machines instructional book for applying visuals Temperature indicating strips and more
Visual systems supplies that deliver results...fast! To view and order from our complete line of Visual Systems Products, go to...
www.swspitcrew.com To order by phone or fax, call (864)862-0446 Strategic Work Systems, Inc. PO Box 70 Columbus, NC 28722
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4|
MAINTENANCE TECHNOLOGY
Editorial Office: 1300 South Grove Ave., Suite 105 Barrington, IL 60010 847-382-8100 / FAX 847-304-8603 www.MT-online.com
Subscriptions: FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE, 630-739-0900 EXT. 204 / FAX 630-739-7967
Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Suite 105, Barrington, IL 60010. Periodicals postage paid at Barrington, Illinois and additional offices. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2013 by Applied Technology Publications, Inc. Annual subscription rates for nonqualified people: North America, $140; all others, $280 (air). No subscription agency is authorized by us to solicit or take orders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: cpcreturns@ wdsmail.com. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By sending us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc. permission, by an irrevocable license, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned. “Maintenance Technology®” is a registered trademark of Applied Technology Publications, Inc. Printed in U.S.A.
NOVEMBER 2013
Pumped Up
Whether you’re an OEM pump manufacturer, a pump assembler or a maintenance and repair professional, there’s a BaldorÝReliance® motor designed and manufactured for your specific motor-driven pump system application.
Ý Unmatched Quality
Ý Superior Reliability
With BaldorÝReliance low and medium voltage horsepower ratings to 15,000 in single or three phase designs including explosion-proof, close-coupled, vertical P-base, submersible and immersible, no other motor manufacturer offers more choices, quality or pumped up reliability than Baldor.
Ý Global Sales and Support
baldor.com
Ý American Made Since 1920
479-646-4711
©2013 Baldor Electric Company
For more info, enter 67 at www.MT-freeinfo.com
MY TAKE
Jane Alexander, Editor-In-Chief
In Your Own Words
I
n the June 2013 installment of this column entitled “Let’s Sell It,” I issued a call to action of sorts. Given the depressing statistics associated with what should be a large pool of skilled workers—but isn’t—coupled with the countless critical positions going unfilled across industry, I wanted to know what might have drawn our readers to their maintenance/reliabilityrelated jobs and what kept them honing their relevant skill-sets. I also asked potential respondents to craft “sales pitches” based on their personal backgrounds and circumstances to use in attract-ing young people toward industrial careers. I heard from several readers. Although space doesn’t allow me to include everything they wrote, let me share a couple of points that stood out to me in the remarks from two of them. Lon Goble, a sales engineer, wrote that he’s been working in industry for 43 years. His “pitch” alluded to the kick he gets from helping sites increase their productivity, lower their costs, improve their product and cut their machine downtime. James Zuidema has been consulting and training in the area of motor management and testing for seven years. In his “sales pitch,” he noted that there’s no better feeling than seeing a production department run smoothly and ship product on time. Thanks, gentlemen, for taking me up on my invitation. I bet there are many others who feel the same way about their jobs. To those who do, I hope you’re sharing your sentiments and inspir-ing all the kids you know to think “industrial.”
Interestingly, I don’t remember ever asking readers what they didn’t like about their jobs. Some of you may be able to bring that up in your responses to another invitation—one that’s directed at a specific demographic. If you’re a “Millennial” (born after 1980) and working in industry, ARC Advisory Group (arcweb.com) has a survey for you! Its purpose is to let Millennials who have recently entered the workforce share what works for them—as well as what doesn’t—and point to types of improvements that could help make manufacturing and automation-related careers more attractive and fulfilling. The results will then be shared during a workshop entitled “The Future Workforce Leaders: In Their Own Words!” to be held at the 18th Annual ARC Industry Forum, in Orlando, FL, on Feb. 10, 2014. Not to worry: ARC promises that respondents’ privacy is assured and their identities won’t be released to others. No individual or company will be identified in the report. Responses will be accumulated with others to chart the results. Only aggregated information will be published. Upon completion of the research, participants will receive a free summary report—something that could help them gain a valuable external perspective from their peers. If you fit the specified Millennial profile, go to the link* below and make your voice count via ARC’s brief survey. I, for one, will be very interested in what you have to say. MT jalexander@atpnetwork.com
*https://www.surveymonkey.com/s/arcmillennialsurvey 6|
maintenance technology
NOVEMBER 2013
Rexnord has been manufacturing and improving the Falk® Steelflex® product for decades. Known for durability in critical applications, proven performance and versatile design, Steelflex is the most frequently specified grid coupling in North America. And, you can find Falk Steelflex couplings at your local Motion Industries location. Our local sales and service specialists are experts in application and technical support, providing the parts and the know-how you need to stay up and running.
Over 550 locations More than 5.2 million products Industrial maintenance training courses Call. Click. Visit.
The brands you count on from the people you trust… that’s Rexnord and Motion Industries. 1-800-526-9328 for the location nearest you ©2013 Motion Industries, Inc.
MotionIndustries.com For more info, enter 68 at www.MT-freeinfo.com
NEWS
MARTS 2014:
Your Ticket To Operational Excellence
MARTS is back, but with a totally new format and focus—achieving operational excellence through asset performance. Over the years, MARTS has always attracted decision-makers: In 2013, over 80% of attendees were managers, professionals and engineers with decision-making authority. Slated for March 18-21, at the Hyatt Regency O’Hare, the 2014 edition will build on the tradition of past MARTS conferences, but with more tracks and sessions designed to attract additional decision-makers. One track is designed to appeal specifically to maintenance and reliability professionals. Managers and engineers could well see themselves in the track with a focus on management tips and strategies. New this year, based on expressed interest from past years, is a track for discussion of automation and information technologies and implementations, and how they impact asset performance. While several presenters are already committed, there’s still time for you to help fill out the speaker roster. Contact Rick Carter at rcarter@atpnetwork.com to discuss ways you and/or others on your team might participate in the program. Some of the topics already planned are: ■ Total Productive Maintenance Made Easy and Affordable
PEOPLE PEOPLE MKS Instruments, Inc., has announced that Leo Berlinghieri will retire as Chief Executive Officer and a Director of MKS at year-end 2013. The company’s Board of Directors has elected Gerald G. Colella to succeed Berlinghieri, effective Jan. 1, 2014. Colella joined MKS in 1983 and had most recently been serving as President and Chief Operating Officer. At the time he assumes his new responsibilities as Chief Executive Office, he will also become a member of the Board of Directors. Dr. Dara Childs, long-time Director of the Texas A&M University Turbomachinery Laboratory, has completed a new book entitled Turbomachinery Rotordynamics with Case Studies. Those 33 case studies cover a range of issues related to actual machines, including compressors, pumps and turbines. The book is available at Amazon.com.
■ Asset Management: Understanding ISO 55000 ■ Planning and Scheduling Tips ■ Driving Overall Equipment Effectiveness (OEE) For Business Results ■ The Process Instrumentation Crisis ■ What Key Performance Indicator to Use and When ■ The Failure Effect ■ Forensics of Electric Machines
Two days of in-depth Pre- and Post-Conference Workshops (Tuesday, March 18, and Friday, March 21) are also available. Choose from one or two of the six offered. Conducted by industry leaders, these intensive, eight-hour sessions include, among others: ■ Results-Oriented Reliability and Maintenance ■ Understanding ISO 55000
Other workshop topics will be announced soon. For now, begin making your plans to join us at MARTS 2014. Watch this space and www.martsconference.com for further details.
8|
MAINTENANCE TECHNOLOGY
BRIGHT SPOT Intelligent efficiency refers to a systematic approach to saving energy that marries traditional energy efficiency with wireless and cloudbased computer technologies. And according the American Council for an Energy Efficient Economy (ACEEE), the energy-savings potential from this type of efficiency is huge. Entitled Intelligent Efficiency: Opportunities, Barriers, and Solutions, a recently published ACEEE report estimates the economic potential of intelligent efficiency and projects that annual energy cost savings for the commercial and manufacturing sectors could exceed $50 billion. (A previous ACEEE report had found that intelligent efficiency could reduce the nation’s energy use by 12 to 24%). You can access the new report at http://aceee.org/researchreport/e13j. NOVEMBER 2013
NEWS
Send your news to editors@atpnetwork.com
BIZ BUZZ
Generac Holdings, Inc., the designer/manufacturer of generators and other engine-powered products, recently signed a purchase agreement with Baldor Electric Co., a wholly owned subsidiary of ABB Group, to acquire substantially all assets of Baldor’s generator products division, based in Oshkosh, WI. Following the close of the transaction, Baldor Generator employees will become employees of Generac, and the Oshkosh facility will become part of Generac’s manufacturing footprint. Although the Baldor brand name isn’t included beyond a transitionary period, Generac will continue to support Baldor Generator’s existing customers and distribution network going forward. The acquisition is expected to be finalized later this year, pending standard closing conditions. Wood Group and Siemens AG have entered into an agreement to form a joint venture consisting of the Maintenance and Power Solutions Group of Wood Group GTS (GTS) (excluding its Rolls Wood Group, TransCanada Turbines and Sulzer Wood joint ventures) and Siemens TurboCare business unit, which provides aftermarket gas turbine, steam turbine and generator design, repair and manufacturing services. Bringing together two organizations with complementary strengths, customers and geographic exposure, this joint venture is expected to launch in the first quarter of 2014, subject to a range of approvals. At that time, Mark Dobler, the current divisional CEO of GTS, will transfer to and lead the new operation.
CRITICAL LINKS
Cisco, Panduit and Rockwell Automation, in cooperation with ODVA, the organization that manages and commercializes the EtherNet/IP specification and standard, are sponsoring a new online community that extends the Industrial IP Advantage Website. The community’s goal is to help IT, engineering, maintenance and operations professionals transform industries by taking advantage of the future-proof interoperability delivered by Internet Protocol (IP). Many manufacturers use multiple networks with proprietary protocols to manage devices, which can create breakdowns in communication within an organization, increase threats to network security and complicate IT management. This approach doesn’t scale, and creates inefficiency across manufacturing and business operations. To stay competitive, companies are looking to integrate the entire manufacturing value chain and leverage IP to seamlessly connect devices, processes, systems and people. Based on the idea to “Connect, Inform, Transform,” Industrial IP Advantage was established by Cisco, Panduit and Rockwell Automation (three like-minded organizations joining together
NOVEMBER 2013
ASSOCIATIONS The Power Transmission Distributors Association (PTDA) has released the fifth edition of its Power Transmission Handbook. It reflects nearly 400 pages of updated content, graphics and applications examples. First published in 1969, this handbook has long been considered one of the most comprehensive primers on the products, technologies and concepts that move industry and an indispensible educational tool. For details, go to ptda.org for details.
in conjunction with ODVA to educate the marketplace on the benefits of Ethernet, Internet Protocol and EtherNet/ IP). The Website addresses emerging-technology trends in industrial plants and IT networking (like the Internet of Things, convergence, big data and EtherNet/IP). It offers guides, case studies, technical white papers and online discussions on how these technologies can be applied to automation, industrial computing, remote assets and services, video, energy management, mobility and security, and compliance. To learn more, go to http://www.industrial-ip.org
(On a related note, Rockwell Automation has announced that it has agreed to purchase vMonitor, a technology leader in wireless solutions for the worldwide oil and gas industry. A pioneer in digital oilfield implementation and remote operations, vMonitor delivers monitoring and control solutions for wellhead and upstream applications that combine cutting-edge wireless instrumentation and communication with visualization software to help customers make informed decisions and improve production. According to the company, it has the world’s largest installed base of wireless wellhead monitoring systems for natural and artificially lifted wells (with more than 6000 well sites for major oil and gas operations).
MT-ONLINE.COM | 9
NEWS
Send your news to editors@atpnetwork.com
VALUABLE WEB RESOURCES The U.S. Department of Labor’s Occupational Safety and Health Administration (OSHA) has launched two new Web resources to assist companies with keeping their workers safe. The first is a toolkit for identifying safer chemicals that can be used in place of more hazardous ones. It walks employers and workers step-by-step through information, methods, tools and guidance to help them eliminate hazardous chemicals or make informed substitution decisions in the workplace. Access this toolkit at http://www.osha. gov/dsg/safer_chemicals/index.html. The second new Web resource, Permissible Exposure Limits (or annotated PEL tables), will enable employers to voluntarily adopt newer, more protective workplace exposure limits. Access this reference at: http://www. osha.gov/dsg/annotated-pels/index.html.
YOU CAN STILL SIGN UP Having been put on hold during the recent government shutdown, the previously scheduled Alliance to Save Energy’s Great Energy Efficiency Day (GEED) is back on. You still have time to register for this event, set for the afternoon of Nov. 20 in Washington, DC. The main topic to be discussed by a notable lineup of government and private-sector speakers will be the doubling of U.S. energy productivity by 2030 through efforts at the local, state and federal levels. The GEED is sponsored by Grundfos, Ingersoll Rand, Schneider Electric and Pacific Gas and Electric Company. For more information, go to http://engage.ase.org/site/ Calendar?view=Detail&id=102121
GREAT APPS Okuma America Corp. has released a free app that displays scheduled maintenance and inspection reminders for the manufacturer’s CNC machine tools. The Scheduled Maintenance App will automatically appear on the CNC control when maintenance is needed, based on the needs of the specific machine and shows all maintenance tasks set for that machine by the Okuma software department. If the tasks can’t be completed on a particular day, the user can choose when to receive the next reminder or simply dismiss the warning. For more information or to download the Scheduled Maintenance App or other Okuma THINC apps, visit http://www.okuma.com/thinc-apps. Advanced Machine Reliability Resources, Inc. (AMRRI), has developed the LubeCoach EM app for iPhone and iPad to generate precise lubrication requirements for the 85 most common electric-motor bearings. Through a series of drop-down menus detailing bearing data, service factors and oil properties, it calculates and sends data and results via email. Deliverables include relubrication frequency, amount (grams or ounces) and verification of a selected lubricant’s fitness for use. The app also allows archiving of lubricant selections and details for easy reference. LubeCoach EM is available through the Apple app store.
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10 |
MAINTENANCE TECHNOLOGY
U.S. Tsubaki’s new mobile app lets users access specifications and product data for the company’s full product lineup and request quotes or more information, as well as submit photos and specific requests from their own phones or tablets. Users can search for products by keywords/item numbers; order product literature in various formats; find U.S. Tsubaki distributors or sales reps based on a current or manually entered location; and view plant videos to see how the company’s chain is manufactured. The app is available for download through iTunes® and the Android Google Play™ Store. NOVEMBER 2013
Marathon’s Max family of motors are designed to fulfill all your Inverter (Vector) Duty motor requirements when up to 2000:1 constant torque speed range is required. Select from 1/8–10 HP microMAX™, to 1/4–30 HP Black Max® and 1–350 HP Blue Max®. Check out Marathon’s Max family of Inverter (Vector) Duty performers. And, you can find Marathon Max motors at your local Motion Industries location. Our local sales and service specialists are experts in application and technical support, providing the parts and the know-how you need to stay up and running.
Over 550 locations More than 5.2 million products Industrial maintenance training courses Call. Click. Visit.
The brands you count on from the people you trust… that’s Marathon and Motion Industries. 1-800-526-9328 for the location nearest you ©2013 Motion Industries, Inc.
MotionIndustries.com For more info, enter 70 at www.MT-freeinfo.com
UPTIME
Bob Williamson, Contributing Editor
Are Adult Skills Lacking In America? Recent headlines attached to what must have been a widely distributed Associated Press article screamed out at me. Referring to a report by the Organisation for Economic Co-Operation and Development (OECD), they alluded to the fact that U.S. adults had scored below average in global comparisons of competencies that are relevant in today’s society and economy. A statement in the OECD report’s Executive Summary also screamed at me: “The technological revolution that began in the last decades of the 20th century has affected nearly every aspect of life in the 21st: from how we ‘talk’ with our friends and loved ones, to how we shop, and how and where we work.” I knew I needed to dig deeper into the overall issue and the role, if any, that technology might have played in the troubling statistics. Pouring through about 700 pages of the referenced report, “Skills Outlook 2013: First Result from the Survey of Adult Skills,” I was shocked to learn just how far behind their counterparts in other countries that working adults in the United States have slipped. That was real bad news. On a positive note, however, the report summarized the skills today’s adults must have to escape the fringes of employment and unemployment (skills that also boost a nation’s economic stability and growth). OECD’s report also suggested that the highest levels of educational attainment (college and university) do NOT necessarily equate to higher information processing and problem-solving skills. Our nation’s educational systems in general seem to be missing the mark when it comes not only to job and career skills, but also to the basic competencies required by our modern and information-rich society: Reading, math and problem-solving with information and communications technologies (ICT). And these are all learned skills. Without them, errors occur. (More on the OECD survey findings a little later.) Connecting adult-skills dots to safety and reliability Competent job performance is essential—especially when we take into account the downside of human errors in the workplace. Consider the following areas: 12 |
mAintenAnce tecHnoloGY
ISO-55000: The global implications of a lack of skills in the workplace are obvious, especially given a new global focus on ISO-5500, the new Asset Management Standard (see “Uptime,” pgs. 12-14, MT, September 2013.) Risk-based physical asset management as specified in ISO-55000 depends on people in the workplace reading and following work instructions, communicating effectively across organizational boundaries, performing routine calculations and solving problems within a data-rich environment. How such skills are developed and deployed will have a major impact on physical-asset management throughout the entire life cycle. Workplace safety: According to the U.S. Bureau of Labor Statistics, there were 4383 fatal work-related injuries in 2012. Fires, explosions or exposure to harmful substances or environments accounted for 10%. Fifteen percent (15%) were associated with falls, slips or trips. Sixteen percent (16%) were related to contact with objects and equipment. Transportation or roadway incidents accounted for 41%. Violence by persons or animals accounted for another 17% of workplace fatalities in 2012. Fatal injuries, in most of these cases, were caused by NOT following workplace procedures. Product recalls: In 2011, more than 40 million pounds of food were recalled because of possible contamination, packaging and labeling errors. Poorly maintained food-processing equipment also led to major recalls. In the same year, well over 120,000 bicycles were recalled in light of defects that could injure the riders. Over 6.8 million faulty vehicles were recalled by automakers in 2011. Mistakes were made somewhere in product design, manufacturing, parts-sourcing, assembly or packaging. Physical asset reliability: Equipment in our plants and facilities, as well as mobile equipment, can also fall victim to human errors and mistakes. These problems are mostly due to the lack of accurately following defined procedures (or the absence of procedures altogether). Unreliable equipment is dangerous, expensive to operate and has a serious (negative) impact on business’ profit and loss. Technology is not the problem. The fact is, technology in today’s workplace has not replaced human NOVEMBER 2013
UPTIME
How relevant skills are learned and deployed will have a major impact on physical-asset management throughout the entire life cycle. decision-making—at least not as much as designers had hoped it would. Accurately following detailed work instructions, using math to make decisions and engaging in real-time, information-based problem solving will continue to accelerate in today’s society and workplaces, regardless of technology. Skills for gainful employment Evidence suggests that, on average, our workforce, supervision and management may lack the information-processing skills—the competencies—to perform their jobs as needed. But, just what level of ability IS required to be gainfully employed and a productive member of society? There are three basic, complementary skill groupings: Occupational, generic employability and information processing. Occupational skills: When we think of job skills, we often think of the basics of a trade, a career, a vocation. These are called “occupational skills.” They can be learned in school, through in-depth study and practice, and/or through on-the-job experience and training. Today’s industrial maintenance job skills still require the traditional mechanical, electrical and electronic skills. And those basic “craft” or “trade” skills have become increasingly more precise over the past two decades. But occupational skills alone are not enough in today’s world. Generic employability skills: Skills that round out a person’s ability to get along and manage the uncertainties of today’s rapidly changing world of work are called “generic skills.” These include interpersonal communications, self-management and the ability to learn, among others. Information-processing skills: Rapid technological growth in business and industry, as well as in our daily lives, has mandated a mastery of a number of “information processing skills.” Key information-processing skills relevant to many adults in today’s society and employment marketplace include: n Literacy (the ability of understand and respond
appropriately to written texts) n Numeracy (the ability to use numerical and
mathematical concepts) NOVEMBER 2013
n Problem-solving in information-rich environments
(the capacity to access, interpret and analyze information found, transformed and communicated in digital environments) When we, as maintenance and reliability improvement professionals, reflect on the technology growth in our workplaces—and in our daily lives—it’s not surprising that “information-processing skills” are an ever-growing, ever-changing job-performance requirement. Programmable controllers, networked machines, high-level automation systems, interactive data sources, electronic/digital communications and information sharing have revolutionized many of our work places. I believe we can all appreciate that there are skills gaps in today’s workplace. Solving problems in today’s technology-rich industrial plants, facilities, machines, equipment and processes definitely requires extensive information-processing skills—well beyond the basic “craft” or “trade” skills. This recently published OECD survey might have hit the nail squarely on the head given the skills shortages we are experiencing. Back to the OECD survey findings The OECD’s report entitled “Skills Outlook 2013: First Result from the Survey of Adult Skills” was based on responses from nearly 170,000 adults, aged 16 to 65, in 24 countries (see Sidebar on U.S. respondents, page 14). To learn more about the demographics of the 5010 U.S. respondents, go to www.mt-online.com/OECDsurvey. How respondents from various countries ranked… Literacy: On a scale of 1 (lowest) through 5 (highest) the average score among U.S. adults (270 points, which corresponds to proficiency Level 2) is similar to that in Germany and England/Northern Ireland (UK). This score is higher than the average in France, Italy, Poland and Spain, but lower than that in Australia, Canada and Japan. Overall, U.S. adults ranked 10th in literacy skills. Numeracy (math): On a scale of 1 (lowest) through 5 (highest) the average score in the U.S. (253 points, corresponding to Level 2) is higher than that in only two comparison countries (Italy and Spain) and similar to France. Overall, U.S. adults ranked 12th in numeracy skills. mt-online.com | 13
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‘we need to think globally, act locally’ when it comes to reskilling the U.S. labor force. Problem-solving in technology-rich environments: On a scale of 1 (lowest) through 3 (highest) nearly one in three U.S. adults (31%) score at least at Level 2, slightly below the average across all participating countries (34%) and close to Korea’s average (30%). The Netherlands and Finland are among the top performers in this domain, with about 42% of adults performing at Level 2 and above. One in three adults in the U.S. scored at Level 1 proficiency. The remaining one third is evenly divided between those who score lower than Level 1 in problem solving and those who were unable to display any skills in this domain. Overall, U.S. adults ranked ninth in Problem Solving with Information & Communications Technologies (ICT). Reskilling the U.S. labor force It’s true. Adult skills ARE lacking in America’s workplaces. Unfortunately, many adults have not kept pace with the information-age technologies found in most workplaces. This is due in part to lack of effective employer-delivered training, fragmented business applications and limited community-based adult continuingeducation programs. To overcome those deficiencies, we must take action now. First, we must assure the timely transfer of occupational skills and knowledge from the aging Baby Boom generation BEFORE these Boomers leave the workplace. Secondly, we must ensure that all workers have the skills necessary for meaningful and rewarding employment and the economic success of businesses: That includes generic employability skills and problem-solving/information processing skills. Businesses cannot do this by themselves. To borrow a phrase, we need to “think globally, act locally” for the future well-being of our communities, our families and generations to come. Ask what your local agencies are doing to ensure the continuing improvement of adult literacy, numeracy and ICT problem-solving skills to meet local and regional requirements of living-wage jobs. Then, take action to align and promote community- and region-based developmental opportunities with the needs of our adults and businesses. MT T:10”
Make Mobil SHC 600 Series oils an investment in your future profitability potential.
To borrow a phrase,
Resources used in this column OECD Survey of Adult Skills documents: [www.oecd.org/site/piaac/publications.htm] OECD Skills Outlook 2013: First Results from the Survey of Adult Skills OECD Skills Outlook 2013 Tables of Results: Annex A The Survey of Adult Skills Reader’s Companion OECD (2013) Quick Facts About the Survey of Adult Skills UNITED STATES – Country Note –Survey of Adult Skills - First results © 2013 Exxon Mobil Corporation. All trademarks used herein are trademarks or registered trademarks of Exxon Mobil Corporation or one of its subsidiaries.
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Robert Williamson, CMRP, CPMM and member of the Institute of Asset Management, is in his fourth decade of focusing on the “people side” of worldclass maintenance and reliability in plants and facilities across North America. Email:ForRobertMW2@cs.com. more info, enter 70 at www.MT-freeinfo.com NOVEMBER 2013
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DON’T PROCRASTINATE…INNOVATE!
Ken Bannister, Contributing Editor
Giving Room For Thought “Innovation comes from people meeting up in the hallways or calling each other at 10:30 at night with a new idea, or because they realized something that shoots holes in how we’ve been thinking about a problem.” So said the late Steve Jobs of Apple. He was right. I started my first “real” job in the 1970s. As a newly minted design engineer for a bottling-machinerymanufacturing company, I worked amid a sea of drafting tables in a Dickensian-style space lorded over by a Chief Engineer sitting behind a large window in an elevated room. From that lofty vantage point, he saw everything and nothing at the same time. Should a young engineer’s mind wander in the direction of an inventive or innovative thought, you would hear a sharp rapping noise on the window’s plate glass, and see a curling finger beckoning you to visit “the boss” in his lair. Standing in the office of shame, you could expect your mandatory rebuke to always end with this ridiculous admonition: “You are paid to work, not to think!” This, of course, took place back in the days of manual drafting procedures that depended on slide rules, logarithmic tables, etc. Calculators and computers had not yet made their way into the engineering office. In the company’s anti-collaborative, no-talking-allowed environment, if you weren’t writing, sketching, calculating, referencing a book or drawing, you were found guilty of not working. Thinking had to be done on your own time— or as you moved a pencil over paper. Communication and the collaborative sharing of ideas had to be done during breaks or after work. It was a very different time. Fast-forward three decades Although I may have included details of the following story in previous columns, they are essential to this month’s discussion:
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Thirty years ago, I was invited into a plant to help implement a new, efficient maintenance approach. Alas, numerous complaints had been made about the site’s maintenance personnel not being team players. They were apparently rude and arrogant, and flagrantly broke a corporate “no coffee” rule. Many had been written up regarding their use of department computers for personal reasons and—gasp—for drinking coffee in the shop. Delving into the matter, I spoke to those who had received warnings and the manager who had issued them. As it turned out, the complaining party was none other than the plant manager—who regularly used the maintenance area as a shortcut between his office and the plant floor. On several occasions, he had noticed maintenance personnel “hanging” around a computer, drinking coffee and talking when they should have been working. Speaking with the maintenance team, I learned that every day at the shift change, members of the outgoing crew would stay around for five to 10 minutes to meet with the incoming shift and discuss outstanding work issues. During those times, they would refer to the computerized work-order system for reports and work-order copies. The incoming shift would bring in coffee and donuts as an incentive for the outgoing shift to stay behind. Nobody thought they were breaking a “no-coffee” rule: After all, they were in their own workspace (where they typically took their breaks). Besides, the plant manager always seemed to be drinking coffee as he walked briskly through the area (and typically threw his paper cup into the maintenance shop trash bin.) Not surprisingly, morale had sunk to an all-time low among the team members as a result of what they considered a punitive response to their positive initiative. Apprised of the maintenance team’s perspective, the plant manager admitted he had never
NOVEMBER 2013
DON’T PROCRASTINATE…INNOVATE!
Telling people they are ‘paid to work, not think’ is counterproductive. Thinking is working. sought to clarify what the crews were actually doing in their impromptu meetings—or why they insisted on drinking coffee in front of him. Nor had he realized how contradictory his own coffee consumption habits looked to his employees. Turning a wrong into a right The maintenance department used its shop for coffee breaks because the plant cafeteria—located at the other end of the facility—stopped serving hot food when formal plant break-time was over. On the other hand, the teams staggered their breaks, out of sequence with the rest of the plant. This scheduling provided regular planned outages, during which time the crews would perform 15-minute pit-stop-style maintenance checks and tasks on available assets (an innovative approach in itself). Thus, it made little sense for team members to make the long, inconvenient trek to and from the site’s cafeteria. Upon learning what his maintenance teams had actually been doing—on their own time, for the good of the business—the plant manager convened an interactive brainstorming workshop. There, he apologized for his lack of awareness and withdrew all complaints. Management and maintenance then worked together to establish a maintenance “think room” that would allow them a space to collaborate on their own terms for future initiatives. This “think room” was constructed within the maintenance shop on a 20 x 20 footprint. It features low-energy fluorescent lighting (in a daylight spectrum that’s known to reduce fatigue and increase productivity) that shines onto low-sheen, all-white walls. The wall facing into the shop is windowed. Over the entrance door hangs a sign that reads “Innovation Starts Here.” Inside the room are a coffeemaker, snack vending machine and microwave. A conference-style table can accommodate eight people. The library corner displays maintenance magazines and reference books. Two computer stations with Web access are available for research purposes.
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Two of the room’s walls are covered floor to ceiling in whiteboards. One of them, dubbed the “information wall,“ is dedicated to shift-transfer and planning and scheduling information. The other whiteboard wall, known as the “think wall,” is dedicated to a specific type of brainstorming: A maintainer can identify a problem, and others (i.e., maintenance-team members or outsiders) can suggest possible solutions. Each problem can stay posted and elicit comments for one week. The owner of the problem then reviews it and any suggested solutions with the maintenance team group for follow-up. Within a couple of months of setting up this room, the plant manager had stopped using the maintenance shop as a short cut. Instead, he started (and began attending) monthly meetings in the think room for maintenance updates. Coffee is no longer an issue—and outgoing shifts are paid an additional 15 minutes when they stay around for a changeover meeting. As a result, problems seem to be identified more quickly. Operators, in fact, are invited to post comments on the solution wall, and be present during the follow-up discussion meetings. Maintenance is now recognized as an in-plant innovator group, and for its “think before action” approach to problem solving. These days, I continue to recommend this type of “think room” idea to my industrial clients. Although dry-erasable paint and markers have taken the place of white boards—at a much lower cost, to boot—little has changed in the set-up and positive results: Thinking is working! Does your organization allow room for thought? I hope so. Good Luck! MT
Ken Bannister is author of Lubrication for Industry and the Lubrication section of the 28th edition Machinery’s Handbook. He’s also a Contributing Editor for Lubrication Management & Technology. Email: kbannister@engtechindustries.com.
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AUTOMATION INSIDER
All Eyes On Asset Performance Gary Mintchell, Editorial Director
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ou may have noticed a change in my byline. At the beginning of September, my partner Glen Gudino and I joined Applied Technology Publications as Executive Directors. Glen will lead the publication’s sales teams; I will set strategic direction and coverage, as well as lead the editorial, electronic-media and finance teams. After founding Automation World magazine and leading it for 10 years, there were new challenges to conquer. The Manufacturing Connection is where I write about general manufacturing and operations management software. Maintenance Technology is where I’ll emphasize my automation and plant expertise. I’ve just returned from attending six different conferences in four weeks. During my travels, a number of industry leaders provided me with input on what they see coming up and on where we should position Maintenance Technology. A review of the magazine’s readership and other expert insight added to that input. All this information is going into the creative mix as we position our publication to capture the thought-leadership position for the next 10 years. That said, some of you also may have noticed a subtle change in the title of the magazine last month: the addition of “Asset Performance.” This is a signal of the direction we’re heading. When we look at where our readers are, the term “maintenance” seems to be too limiting by itself. Maintenance and reliability are really about uptime—or asset availability. At least half of you have broader responsibility than that. Many are also concerned with maximum asset use—throughput. This fact is often in conflict with asset availability, which can lead to internal conflict among operations and maintenance teams. Throw in engineering and IT functions and those plant conflicts increase. We want to find the “win-win” among the camps. That’s asset performance.
Obtaining the best performance from your assets leads to operational excellence and increased plant profitability. You’ll find the same great columnists and technology discussions in the magazine as in the past. But we’ll bring an increased focus on stories about how plant professionals have implemented technologies that enhance asset performance. We’re also broadening the coverage of technologies so that you can learn about all the great tools that exist to help you perform at maximum capability. Speaking of great tools, the Invensys software user group was held the week before I wrote this column in October. My first breakfast meeting there was with Saadi Kermani, who promptly had me load the SmartGlance app on my iPhone—and begin playing with it. You can do it, too, just to get a glimpse of where mobility is going. Go to the App Store in iOS, Android or Windows 8, search for SmartGlance, and download. (You can listen to the podcast conversation I recorded with Saadi at www.auto mation.libsyn.com.) The good folks from Avantis, the enterprise asset management (EAM) part of Invensys software, have been pretty quiet publicly for a long time. Luckily, their management has encouraged them to increase promotion of their brand and product. You’ll see more from this group soon. By the way, I love conversations. Send a note any time. You can also find me on LinkedIn and follow me on Twitter at @garymintchell. Check out the Maintenance Technology group on LinkedIn—ask questions and participate. As our Website undergoes improvements, there will be increased opportunities for you to voice your opinions. MT Gary Mintchell, gmintchell@atpnetwork.com, is Executive Director of Applied Technology Publications. He also writes at www.themanufacturingconnection.com For more info, enter 01 at www.MT-freeinfo.com
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Condition-Monitoring: 10 Common Management Mistakes Management’s decisions are major factors in the success of most efforts around a facility, including the ensuring of equipment health and uptime. The wrong ones can erect obstacles. How does your management team stack up?
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anagement is responsible for ensuring that a facility performs in line with certain safety, operational, maintenance, environmental, competitive and financial goals. Even on a good day, this can be daunting task. Every costeffective resource available should be leveraged to achieve those goals. Condition monitoring (CM) is one such resource. Trent Phillips LUDECA, Inc.
ASSET PERFORMANCE STRATEGIES
Management teams have, unfortunately, been known to make some mistakes when attempting to implement successful condition-monitoring programs. Understanding those mistakes is key to a site capturing the returns that it seeks from its CM efforts. Thus, it’s important to beware of the following situations. Mistake #1: Failure to plan and execute correctly Proper planning is critical for any aspect of business. What is not well planned cannot be well implemented. This holds true for the implementation of a CM program or related technology—for which a detailed, accurate, concise plan should be completed and executed. At a minimum, the plan should address: Funding requirements CM technology selection Seeking advice from internal and external resources Training requirements IT requirements
technology’s use and interpretation of results. Training should always be included in funding for CM technology—and provided for on a continuing basis. Lack of training is one of the primary reasons for CM-program failures. There are two main categories of CM training. Both are equally important to the success of a condition-monitoring program: 1. Technology Training covers how to use the hardware and software that collects and presents the data to be analyzed. Don’t assume that because personnel may have been using a similar CM technology that training isn’t required for a new one. Different methodologies can be applied to the same basic CM technology—and different vendors may implement the same technology differently. It is critical that your employees understand how to use the specific technology they are required to apply. Otherwise, they will not be able to utilize the technology in the ways that will provide the best results. 2. Analytical Training helps employees fully understand what specific data provided by the technology is of value and how to interpret it. The technology could provide crucial information that provides little value, because no one understands how to interpret it and draw meaningful conclusions.
A detailed list of what equipment will be monitored A criticality assessment of the equipment to be monitored Database implementation Linking to other business critical applications (CMMS, etc) Standards Mistake #2: Failure to support adequate training One of the biggest mistakes in implementing CM is not allocating enough time or resources for training (i.e., increasing the skills, capabilities and knowledge of employees). Training should be a continuous process. If done correctly—and continually—employee morale improves, less supervision is required, fewer mistakes are made, productivity increases and quality improves. Yet, training is usually one of the first things cut when budgets are tightened. While management will typically fund the implementation or updating of a technology, it frequently won’t provide necessary funding and resources to train employees in the NOVEMBER 2013
Clear training and technology certification criteria should be established for your enterprise, facilities and employees. This will ensure that your employees are trained to standards that will provide the optimal results from the CM technologies being utilized and help you determine what funding is required for training efforts. Mistake #3: Failure to use technology appropriately Having the “right tool for the job” is especially relevant when it comes to CM efforts. Selecting a “low-tech” or “lowestpriced” device often generates limited or no value in return. Such devices may not provide the capabilities to properly identify equipment defects, manage results and identify opportunities for continual improvements. Nor will they necessarily provide root cause analysis capabilities. Don’t become over-dependent upon a single CM technology. While it’s important to identify the failures that occur in your equipment, it’s also important to identify the CM technology best suited for the identification of those failures. A good condition-monitoring program will utilize a combination of technologies to correctly detect, diagnose, confirm and report equipment issues. MT-ONLINE.COM | 21
ASSET PERFORMANCE STRATEGIES
Mistake #4: Failure to commit to full-time CM personnel Many condition-monitoring programs fail because management won’t allow CM employees to work with those technologies full time. CM employees are often seen as extra maintenance resources that can be utilized to perform equipment-repair and/or other duties. Understanding the underlying principles of advanced CM technologies and how to use these tools and software isn’t something that employees can be expected to do successfully on part-time basis. Since most employees can’t do two jobs well at the same time, they will focus on the one they think management feels is most important. This way of thinking contributes to the reactive work style that CM technology is supposed to avoid. The best CM programs are managed in a way that truly understands the values of condition-monitoring efforts within the facility or enterprise. In such programs, management allows CM employees to focus on their technologies (crafts) full time. This type of approach always generates the best return on investment with such technologies. Mistake #5: Failure to create widespread awareness CM analysts and reliability engineers typically understand the practices and technologies they utilize on a daily basis. Repair and operations employees and supervisors may not always understand CM practices and technologies. Moreover, they may not be accustomed to seeing their co-workers walking around the facility with strange devices or spending hours focused on computer screens reviewing odd-looking information. That can cause distractions. “Level of Awareness” training will ensure that all plant personnel have a basic understanding of the capabilities and limitations of various CM technologies used at their facility. This type of training doesn’t require a lot of time or expense to complete, but in the long run, it can be crucial to the overall success of a plant’s CM efforts. Mistake #6: Failure to effectively integrate data Data integration is important because it allows information to be disseminated to those needing it most. This means that operations and maintenance can automatically be advised of equipment issues and possible solutions generated from the results of condition-monitoring efforts. CM-related information should be an integral part of the planning and scheduling process. It allows a facility’s reliability efforts to take a holistic approach. Data from different CM technologies, along with process data, can 22 |
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be assimilated to provide greater analytical results than a single technology is capable of delivering. Mistake #7: Failure to create standards Many facilities—especially corporate entities—don’t understand how critical standards are to the overall success of reliability and condition monitoring efforts. Standards should be determined for the technology selection, including how it is applied, how results are analyzed and how reports are generated. A lack of clear standards leads to random efforts from everyone involved and disappointing results in response to those efforts. If an employee is free to act on his/ her own behalf, the results may not be in the best interest of the facility or enterprise. Another reason for creating standards in your CM program is based on the fact that similar technologies can be purchased from different vendors. This, in turn, leads to different implementation requirements, a lack of specificity in required capabilities, different training requirements, integration difficulties, inability to drive continual improvements and other negative consequences. Continual improvement is a major goal of reliability and CM-based programs. These types of efforts, though, can’t continually improve if the application of technologies, analysis of data and reporting of results are random and not based upon the overall goals of the facility and/or enterprise. Standards will help drive continuous improvements. Don’t, however, let your standards become obsolete. Implement a process that periodically updates your standards based upon current technologies, revisions/updates to technologies you already have and criteria used to analyze the results provided by your CM technologies (alarms, benchmarks, etc.) Mistake #8: Failure to create sufficient collection schedules Failure to collect data frequently enough will lead to unforeseen equipment failures—which, in turn, will lead to the perception that the CM technology or the individual(s) using it failed. In reality, the equipment failures could be the result of the actions (or inaction) taken by management. The fact is, management will often rely on wrong reasons to determine the desired data collection interval for the CM technology. Most of the time, this interval is based upon an arbitrary number or based upon the amount of time management believes can be spared to collect the required data. Data-collection intervals should be determined by the failure rate of specific equipment faults that the CM NOVEMBER 2013
ASSET PERFORMANCE STRATEGIES
technology is capable of detecting. Note that the interval can vary depending upon the machine, its type(s) of failures and their timeframes. The results should be reported to maintenance and operations as soon as they are detected and diagnosed by the CM Analyst. This allows the most time possible for scheduling and planning the required corrective actions. Mistake #9: Failure to be proactive Don’t use condition monitoring as a reactive tool: Let it be a proactive part of your reliability program. Reactive condition monitoring, however, is one of the most common traps a facility or enterprise can fall into. Although condition monitoring is a key ingredient of a proactive-management process, just having a CM program does not make a facility proactive and reliable. A process of early problem detection and defect elimination leads to improved reliability.
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Conversely, a culture that supports repeated requests for monitoring of equipment to obtain every last minute of operation, or one where the results of the CM technology are simply ignored signify a reactive process. The CM resources that could help bring about more reliable operation are instead being misused to foster a reactive philosophy. In this type of plant, CM employees are expected to rush out and check why a machine is squealing (each time it squeals) or, perhaps, determine why a similar machine failed the night before. The answers may point to management not ensuring that the results of its CM efforts are being followed up on properly, or that the CM employees aren’t allowed adequate time to routinely monitor and provide analysis results. A properly implemented CM group would already have monitored the squealing machine and identified why it sounds strange, or identified the potential failure condition before it forced unscheduled equipment downtime. In a well-managed, proactive reliability environment, sufficient time would have been allotted to take corrective action before the machined forced a reactive action.
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ASSET PERFORMANCE STRATEGIES
Document everything, including your failures. You may be surprised at the cost of doing nothing, which could easily exceed the cost of doing something.
Mistake #10: Failure to properly apply CM technologies Not every CM technology should be applied to every type of machine in your facility. Certain technologies are better for certain types of machines and the fault conditions they experience. It imperative to understand the equipment in your plant, the failure conditions experienced on your equipment and how a specific CM technology can best be applied for identification of those assorted conditions. It also is imperative to apply Reliability-Centered Maintenance (RCM) principles to determine how best to utilize your CM resources. Condition monitoring is not the only effective equipment-management tool. When properly applied, preventive maintenance (PM) time-based care and run-to-failure approaches are also valid. CM resources are not free. Don’t spend them on equipment that can be managed more cost effectively in another way. Don’t simply predict failures CM technologies, if properly applied, can identify most equipment issues and provide enough advance warning for correction before a costly impact is experienced. This provides a great return on investment. You should not limit your actions to the simple routine of problem identification and corrective action. Falling into this routine will likely result in the need to identify and correct the same equipment issues over and over. Make sure that the CM technologies at your site are advanced enough to help you determine the true causes of the equipment problems you are identifying and correcting. This will result in fewer repairs, lower maintenance expenses, reduced spare-parts inventory, etc. In other words, think of your CM technologies as a tool to help eliminate equipment failures and downtime. Monitor the results Too many companies spend good money for little or no result from the condition monitoring and reliability efforts in their facilities. The most common reason for this is that CM results are not being acted upon (i.e., CM-based work orders aren’t completed in a timely manner, etc.) It’s crucial to monitor how much work (via work orders, etc.) is generated as a result of the condition-monitoring and reliability efforts in your plant. Tracking how much of this work is being completed, how long it takes, etc. is just as important. Remember to monitor the results of your efforts. That’s the only way to identify why your CM and reliability programs may not be producing the results you expect. Conduct follow-up and acceptance inspections Once a repair has been completed, the equipment should be quickly inspected (monitored) by the appropriate CM
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NOVEMBER 2013
Your key to successful PdM!
technology. This will verify that the repair was completed correctly; that no other fault conditions were introduced as a result of the repair; and that the equipment is in a healthy condition and ready for operation. Whenever possible, hold your suppliers accountable by doing acceptance inspections on equipment. Once you accept the equipment, any unknown problems usually become your responsibility to resolve—better to discover them in advance! Use CM technologies to make certain that the equipment, lubricants and other materials provided by your suppliers are free of defects before you accept responsibility. Document, document, document Don’t forget to document the successes of your CM and reliability efforts as a justification for the expenditures made on them. Also remember that it’s just as important to document the failures. You may be surprised at the cost of doing nothing—which could easily exceed the cost of doing something. Finally, be sure to document equipment failures you could have identified if an additional CM technology had been available or additional training provided. Not providing funding for a particular CM technology or training may be costing your facility plenty. (This process will help you identify which CM technologies and training to implement next to achieve your goals and further reduce cost.) Thoughts on management support and style Regardless of their respective management styles, good managers know they can’t do the work of each employee in their facility, or do the work as well as those they manage. Instead, they work to remove the obstacles their personnel face so that each employee is free to do the best job he/she can do—and is encouraged to do. Obstacles can include a lack of training, inadequate tools and/or not enough time to complete the work, an inability to properly deal with results and more. Any one of these reasons—or a combination of them—could explain why condition-monitoring and reliability efforts might have failed in a facility. It is the responsibility of management to identify and remove these obstacles so that employees can focus on the condition-monitoring activities and improve reliability as they were hired to do. MT Trent Phillips is the Condition Monitoring Manager of LUDECA, Inc. Telephone: (305) 591-8935; or email: Trent.Phillips@ludeca.com. For more info, enter 02 at www.MT-freeinfo.com
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MT-ONLINE.COM | 25
UM EFFICIENT DATA
Data Acquisition:
Gateway To Energy Monitoring And Efficiency Of Existing Buildings Effective data-mining technology is a must for owner/operators who want to know where they have been and where they want to go. Special to UM
26 | utilities manager
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y implementing a data-acquisition solution to monitor and determine energy efficiency, facilities can save money and become more sustainable. The ability to acquire and manipulate data is key to implementing a benchmarking plan that measures and verifies energy usage so that the impact of energy saving initiatives can be quantified. This capability can help existing buildings obtain the Environmental Protection Agency’s ENERGY STARŽ label and new buildings earn Leadership in Energy and Environmental Design (LEED) credits through the U.S. Green Building Council.
Volume 8 / no. 4
EFFICIENT DATA UM
As most readers of this publication know, ENERGY STAR is a joint program of the U.S. Environmental Protection Agency and the U.S. Department of Energy designed to help building owners save money and protect the environment through energy-efficient practices. The program provides tools and resources to strategize and quantify improvements in energy performance. Its free online tools help assess performance, set goals, create and implement action plans, and evaluate progress. As shown in the accompanying figure, to calculate an Energy Star rating for existing buildings, a minimum of 12 months of utility data plus basic building information is input into a free online tool called Portfolio Manager. (See www.energystar.gov for more information.) Even as existing building infrastructures are reviewed and opportunities to make them more energy efficient are sought, the value of developing a benchmarking plan is often overlooked. While utility bills show building owners how much power they are buying, they don’t reflect how much energy is being used. By understanding the value of benchmarking—and how an easy-to-use, economical data-acquisition tool can streamline their ability to use data—building owners can gain the insight into how to implement a proven energy monitoring and measurement solution for improving energy efficiency and earning the ENERGY STAR label.
Steps in developing a baseline/benchmark Decide on boundaries
Plant, multiple plants, entire company U.S. and global operations Manufacturing operations or total operations
Choose a baseline year
Establish base year (Year 0) or use existing baseline
Gather energy use data
Energy use data by fuel source, device Determine primary and site energy including renewable power
Decide on product grouping and units of output Identify product groups & units of output (Year 0) Account for changes in product mix (Year 1-10)
Calculate energy intensity
Baseline energy intensity (Year 0) Determine change in energy intensity for subsequent years (Year 1-10)
Track and report progress
Report select data to management (Year 1-10) Adjust baseline energy use (Year 1-10) Adopted from: Steps to Develop a Baseline: A Guide to Developing an Energy Use and Energy Intensity Baseline and the Reporting Requirements for the Save Energy Now LEADER Pledge, U.S. Department of Energy website; http://www1.eere.energy.gov/ industry/saveenergynow/pdfs/leaderbaselinestepsguideline.pdf
Steps in developing a baseline/benchmark
Relying on data-acquisition capabilities, the benchmarking process can be internal or external. ■ Internal benchmarking lets organizations compare energy
use at a building or group of buildings against that of other facilities within the enterprise. In turn, they’re able to use the benchmarking data to compare energy performance— identifying facilities with largest potential to save energy; following performance over time; finding best practices at specific facilities that can be duplicated; and increasing the overall understanding of how data can be analyzed. ■ External benchmarking allows management and facility Sample report from free Portfolio Manager tool (Source: www.energystar.gov)
In energy-efficiency terms, benchmarking [Ref.1] provides organizations with information to identify how and where they use energy and looks at factors driving that energy use. Overall, benchmarking information helps organizations zero in on the crucial metrics for assessing performance, establishing baselines and setting energy-performance goals. Volume 8 / no. 4
managers to compare a building to similar facilities. This information can then be used to evaluate energy performance in comparison to similar facilities (in similar sectors/industries, as well as over other industries). External benchmarking measures the energy performance of facilities against a national performance rating—following performance against industry or sector and finding new best practices to adjust building performance to increase energy savings and overall driving greater awareness of how to track performance. utilities manager | 27
UM EFFICIENT DATA
Benchmarking is either quantitative or qualitative in nature. Comparing actual performance measures, the quantitative process is necessary to establish an energy-management plan. These numbers are typically looked at from a historical perspective (like performance over time) or from the vantage point of how a facility matches up against similar facilities in an industry. Acquiring the data While metering provides the raw data for energy measurement and profiling, data collection is only the front end of the benchmarking process. Unless raw data can be exported and analyzed, it has limited practical value. Only when data has been collected and converted into useful information for developing strategies for reducing energy expenses, using energy resources more efficiently and improving operating costs does it become an asset. A key to mining the data that is readily available from meters and input/output devices is to implement a costeffective solution that provides the ability to collect and store historical data that is easily accessible. This makes it possible to collect and analyze data on:
“…according to some DOE officials, there have been only a few opportunities for recipients to collect actual energy-savings data because in most cases actual data are only available after a project has been completed, and recipients are just beginning to complete projects. These officials said that instead of collecting actual energy-savings data, most recipients report estimates to comply with program reporting requirements.” One solution Data-acquisition tools have been developed at various cost points over the last few years. By implementing a solution with a low-cost energy meter and data-acquisition technology, the situation described by the GAO may have been avoided. While many companies market power-quality and energy meters with Ethernet-ready connections, such meters might prove too expensive for some projects. A wide range of energy meters at lower price points (and without direct Ethernet connectivity) are also available. Without a data-collection and storage tool, however, collecting and storing data from these meters can be a tedious, imprecise process—one that calls for personnel to check the meters regularly, in person.
■ Energy use ■ Peak demand ■ Time-of-use metering of water, air, gas, electricity
and steam (WAGES) It also provides the potential for the measurement and verification of energy initiatives, load comparisons, threshold alarming and notification, multi-site load aggregation, real-time historical monitoring of energy consumption patterns for negotiating lower energy rates, and identifying errors in utility bills that might otherwise have gone unnoticed. One example of the importance of data mining with regard to determining actual savings on projects was highlighted in a review of the $3.2 billion distributed for the Department of Energy’s Energy Efficiency and conservation Block Grant Program. A recent report from the GAO concluded, “…most recipients do not measure energy savings by collecting actual data and several factors affect the reasonableness of energy-savings estimates.” [Ref. 2] Recipients of these grants are required to complete complicated forms including providing actual energy data. However, this proved to be difficult: 28 | utilities manager
Power Xpert Gateway 200E device page
That said, there are data-acquisition products that provide an economical solution for measuring and improving energy efficiency/energy consumption in existing buildings (and the ability to do it remotely). Used with revenue-grade metering, these devices are able to acquire revenue-accurate interval data and make it available for the real-time viewing and recording of key energy values in a five-minute, fixed interval log file. Volume 8 / no. 4
EFFICIEnt DATA UM
A summary report from Eaton’s Power Xpert Energy Viewer
By collecting the data from individual meters, information can be viewed and analyzed via embedded Web pages. Devices with their own Web server and Web pages allow users to access information online, and drill down to the individual Web pages from connected meters. The status of all connected devices can be easily made available so that checking the health and performance of equipment is quick and easy. Not only is information easily accessible through any Web browser, enabling remote monitoring, but also there are additional features available to speed installation and lower integration costs through plug-and-play connectivity. More specifically, it acquires and logs data from up to 64 serially communicating meters and input/output devices via INCOM and Modbus RTU connected devices in fixed five-minute intervals. Data from downstream devices is timestamped and stored in non-volatile memory. The supported parameter values can be passed on to existing or new management software packages. Using Modbus TCP, users can view, record and monitor in their Building Management System or, using SNMP, users can view, record and monitor in their Network Management System (NMS). Using a data-collection tool’s user interface via Ethernet, collected data can be pushed or pulled via HTTP/HTTPS or any Ethernet-based buildingmanagement system via Modbus TCP or network management system via SNMPv.1. In addition, the interval log file can be exported to Microsoft® Excel® to generate a report or graph for further manipulation and recording. Volume 8 / No.4
A digital input module can be used to monitor water, air, gas, electric and steam (WAGES) data acquisition, logging and real-time value display. Additionally, free downloadable tools can provide expanded views into energy benchmarking, usage and savings. For example, they can provide users with a way to gather the key energy parameters they are concerned with and display them in a simple tabular and graph report. There are tools available that allow users to select upwards of four devices at a time and any of the interval logged data points to compare the downstream devices’ energy parameters to other energy parameters or other devices from the same time variable (day, week, month). The bottom line Accurate data acquisition is not an option when it comes to ongoing energy monitoring and increased usage efficiency. A modest investment in proven technology can yield substantial returns (i.e., helping building owners save energy, protect the environment and earn ENERGY STAR status). UM References Information on benchmarking is based on the 2008 “ENERGY STAR® Building Manual” report, (http://www.energystar.gov/ ia/businessEPA_BUM_CH2_Benchmarking.pdf?7987-6c6a). United States Government Accountability Office (GAO), Report to the Congress. (2011, April). RECOVERY ACT Energy Efficiency and Conservation Block Grant Recipients Face Challenges Meeting Legislative and Program Goals and Requirements (Report No. GAO-11-379). Retrieved from http://www. http://www.gao.gov/ This information was supplied by Eaton’s Connectivity and Communications and Energy Management and Sustainability Solutions groups. For more info, enter 262 at www.MT-freeinfo.com UTILITIES MANAGER | 29
UM SOLUTION SPOTLIGHT
Major Food Distributor Upgrades To Big Savings With VFDs This cool solution has led to improved system control, lowered monthly electrical bills and less wear and tear on equipment.
V
Special To MT
ariable speed drives from Control Techniques, an Emerson Industrial Automation business, have helped slash energy bills by $2000 per month for a U.S. distribution center owned by one of the largest players in the food-service industry. The facility stores massive quantities of foodstuffs in freezer- and cooler-boxes ready for regional distribution. Prior to the upgrade work, each freezer- and cooler-box had been controlled by a circuit with its own compressor, condenser and evaporator(s)—which were controlled by individual mechanical thermostats and defrost-time-clocks. The defrost performance of the evaporators on the freezers presented a problem: While all of the evaporators needed to be defrosted at the same time, the individual mechanical defrost clocks on the freezer-condensing units wouldn’t remain synchronized once set. Key Mechanical, the distribution center’s refrigeration contractor, approached Emerson for help with finding a solution. Working alongside Emerson Retail Solutions, an Emerson Climate Technologies company, Control Techniques proposed new control systems for the circuits on the freezer- and coolerboxes. The solution involved the installation of 21 Commander HSK variable frequency drives (VFDs) from Control Techniques, two Einstein E2 RX400 refrigeration controllers from Emerson Retail Solutions and Copeland (semi hermetic/ scroll) compressors from Emerson Climate Technologies. Upgrading to this new system has allowed the distribution center to control the speed of each Copeland compressor, as well as the speed of the condenser- and evaporator-fan motors. The RX400 controllers are programmed to control temperature, defrost cycles and frequency drive output for floating head pressure, floating suction pressure and evaporator fan motor speed during the normal refrigeration cycle. Of the 21 HSK drives,
30 | utilities manager
seven control the Copeland compressors, seven control the condensers and seven control the evaporators. The retrofit led to a reduction in electricity consumption of 250,676 kWhr per year—translating into that associated welcome reduction of $2000 on the site’s monthly power bill. These savings were possible due to a reduction in fan-motor energy consumption as a result of improved fan management and a reduction in compressor-energy consumption due to decreased compression ratios. Downtime was also slashed, and overall equipment life extended in light of better temperature control and defrostsmanagement and reduced compressor cycling. According to Dan Wilson, Project Manager at Key Mechanical, other than this successful drive retrofit, the only other solution available to his distribution-center customer would have involved replacing an entire piece of the plant—an option that would clearly have been a much larger capital expense. MT Control Techniques Americas LLC Minneapolis, MN For more info, enter 263 at www.MT-freeinfo.com Volume 8 / no. 4
PRODUCTS UM
36-Channel Branch Circuit Energy Monitor
T
he Multi-Mon from E-Mon is a three-phase, multi-function Ampere/volt demand meter that can provide improved energy efficiency and monitoring capabilities for multi-family, commercial, industrial, data center and other branch circuit monitoring applications. A single Multi-Mon metering unit can monitor any combination of single- or multi-phase inputs totaling 36 channels. As a result, it provides an off-the-shelf, “custom standard” solution for most branch circuit monitoring needs. Multi-Mon is available with solid- or split-core current sensors for installation flexibility, and is compatible with E-Mon Energy software via EZ7 protocol for automatic meter reading, billing and profiling. The meters are powered by the measured voltages, so no external power supply is needed.
E-Mon, LLC Langhorne, PA
Energy-Efficient Medium-Voltage Drive
Y
For more info, enter 264 at www.MT-freeinfo.com
Efficient, Easy-To-Maintain Air Compressor
I
askawa’s MV1000 medium-voltage AC drive family is designed for energy savings and improved process control. The units combine a compact modular design, high efficiency and low harmonics into a medium-voltage drive solution compatible with the Yaskawa’s 1000 series low-voltage AC drive products. The company’s Smart Harmonics Technology reduces input Total Harmonic Distortion (THD) to less than 2.5% without filters, which exceeds the requirements of IEEE5191992 by almost 50%. This technology also provides galvanic isolation between power input and output. Several motor control modes are available to fit a wide range of applications: Open Loop Vector for smooth acceleration from low speed without an encoder, closed loop vector for demanding high-performance applications, and synchronous motor control for retrofits to existing installations. The MV1000 is available in 2.4 kV and 4.16 kV models in four different frame sizes.
ngersoll Rand says its new Centac C800 centrifugal air compressor is built on the latest-generation centrifugalcompressor platform. An extension of the company’s Centac C1000 product line, the C800 is certified as ISO 85731Class 0. Designed to minimize downtime and lower total cost of ownership, it features tapered polygon attachments to create a precision fit and evenly distribute torque, as well as a simplified oil-piping system with an integrated oil filter. Integrated AGMA rated gears, flex-pad hydrodynamic bearings and components work to reduce vibration and promote error-proof alignment. According to the company, C800’s optimized components and systems reduce energy use by up to 6% at full load. Maintenance is also easier in light of a one-piece removable inducer, in-place roddable coolers, bull-gear inspection ports and open cooler casing that offer improved access to critical components.
Yaskawa America, Inc. Waukegan, IL
Ingersoll Rand Davidson, NC
For more info, enter 265 at www.MT-freeinfo.com VOLUME 8 / NO. 4
For more info, enter 266 at www.MT-freeinfo.com UTILITIES MANAGER | 31
BOOSTING YOUR BOTTOM LINE
Got Efficiency?
W
hat do leading businesses and energy providers have in common? Both see energy efficiency as a low-cost resource that can boost their bottom line. Successful businesses routinely invest in high-efficiency equipment and processes. As a result, they achieve multiple benefits, including greater reliability, lower maintenance costs, less waste and greater productivity—in addition to the ability to lower their energy bills. That’s good news for shareholders and for the environment. Believe it or not, most utilities have good reason to help their customers use less energy. Energyefficiency programs help states and utilities reduce the need for additional generation, enhance their ability to comply with regulations and add value for consumers. Here’s some more good news: state and utility support for energy efficiency has never been stronger, particularly when it comes to commercial and industrial facilities. In 2012, the Consortium for Energy Efficiency (CEE) Annual Industry Report* stated that 309 program administrators in 47 states and seven provinces invested approximately $7.6 billion in demand-side management programs. A whopping 39% of expenditures in the United States were for commercial and industrial programs. These programs offer a broad range of support, including financial incentives for high-efficiency equipment, custom-project support, energy assessments, engineering studies and training. The accompanying table indicates some of the most common efficiency-program offerings. In fact, CEE recently released a report documenting more than 100 motor-system efficiency program offerings in the U.S. and Canada. For more information about the availability of commercial and industrial efficiency programs in your area, download the CEE 2013 Program Summary: Energy Efficiency Incentive Programs for Premium Efficiency Motors and Adjustable Speed Drives in the US and Canada, available through the Motors Decisions Matter (MDM) Campaign (www.motorsmatter.org).
32 || MAINTENANCE MAINTENANCE TECHNOLOGY TECHNOLOGY 32
Efficiency Program Offerings
Number of Organizations
High-efficiency motors
22
Variable frequency drives
50
Compressed air
27
Fan and blower systems
16
Pump systems
14
*For more information, see motorsmatter.org
The bottom line is that your utility is likely to have programs designed to help lower your bills and increase your competitiveness. So don’t get started on a retrofit project until you’re sure your organization isn’t passing up financial and technical support. Additional motor management resources are available through the Motor Decisions Matter campaign, including case studies, decision support tools, guidebooks and fact sheets. The campaign also encourages partnerships with local motor sales and service centers, electric utilities and efficiency programs that are well-positioned to offer added support. Don’t leave these valuable resources on the table. MT * MotorMaster+ 4.0 is available at https://www1. eere.energy.gov/manufacturing/tech_assistance/ software_motormaster_intl.html For more info, enter 03 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.
NOVEMBER 2013 OCTOBER 2007
Volume 2 Number 11
THE
RELIABILITY F I L E S TECHNOLOGY MAINTENANCE & ASSET PERFORMANCE
Sponsored Section
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RELIABILITY F I L E S TECHNOLOGY M A I N T E N A N C E
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Reducing Arc-Flash Risks With Infrared Inspection Windows Problem Electrical accidents happen daily. According to the Electrical Safety Foundation, International, each year, 2000 workers in the United States are admitted to burn centers for treatment of severe arc-flash burns. While the threat of shock and electrocution from contact with energized parts has long been recognized, arc-flash and arc-blast hazards have only recently been incorporated into electrical safety standards. Fortunately, there are steps that companies and individuals can take to reduce the occurrence of these incidents and protect all concerned from the physical, financial and statutory consequences. Solution In the U.S., the National Fire Protection Association (NFPA) provides a reference for facilities to meet the requirements of electrical workplace safety in its regulation 70E, and outlines the best practices for setting up and maintaining an Electrical Preventative Maintenance (EPM) program in its regulation 70B. Proper diagnosis and remedial action of these situations have helped prevent numerous major losses. Thermographic electrical inspections are relatively inexpensive to use considering the savings often realized by preventing equipment damage and business interruptions. Additionally, electrical inspections can be used to evaluate previous repair work and proof-test new electrical installations and new equipment still under warranty. IRISS IR windows eliminate the risks associated with live inspections as they allow an IR camera direct line-of-site access to live electrical components without opening an electrical enclosure. IRISS IR windows incorporate a specialty lens (typically made of a polymer or crystal) which allows the infrared wavelengths to transmit through the optic, ultimately to be captured and interpreted by an infrared imager or camera. IRISS Infrared windows can be installed in the
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MAINTENANCE TECHNOLOGY
covers or doors of electrical distribution equipment such as switchgear, transformers, MCCs, PDU panels and motortermination boxes, to name a few. Because IRISS IR windows let thermographers perform inspections while leaving the panel covers and doors closed, they’re not exposed to energized conductors and circuit parts. The state of the cabinet interior isn’t changed, and the hazard/risk level is the same as if the thermographer were simply looking through a fixed viewing pane or taking a reading from a meter. Ultimately, by utilizing this type of closed-panel inspection process, companies will eliminate 99% of arc-flash triggers during an infrared electrical inspection. Or, as stated in NFPA 70E: “Under normal operating conditions, enclosed energized equipment that has been properly installed and maintained is not likely to pose an arc-flash hazard.” Return On Investment NFPA 70B is a standard for implementing an effective Electrical Preventive Maintenance (EPM) program designed to reduce hazard to life and property resulting from the failure or malfunction of electrical systems and equipment. A well-administered EPM program reduces accidents, save lives
and minimizes costly breakdowns and unplanned shutdowns of equipment. Benefits of IRISS IR Windows. . . ♦ Asset protection: Equipment lasts longer and performs better. ♦ Risk management: Protect against accidents, lost production and loss of profit. ♦ Energy conservation: Maintained equipment operates more efficiently and utilizes less energy. ♦ Uptime and profitability increased: Reduced interruption of production, better workmanship and increased productivity. ♦ Improved employee morale and reduced absenteeism. ♦ Insurance-cost reduction: Due to the alternative high cost of inadequate maintenance. For more information, visit www.iriss.com. MT IRISS, Inc. Bradenton, FL For more info, enter 260 at www.MT-freeinfo.com
THE RELIABILITY FILES / NOVEMBER 2013
速 For more info, enter at www.MT-freeinfo.com NOVEMBER 2013280 / THE RELIABILITY FILES
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MT-ONLINE.COM | 35
YOUR RISKY BUSINESS
Are Your Losses Putting Your Company At Risk?
Time for a reality check. Coming to grips with various risk-related situations in your operations is an important step toward improving the organization’s position and profits. R. Keith Mobley, CMRP Life Cycle Engineering (LCE)
F
ew organizations truly understand the risks they face (risks that could potentially cause the company to suffer severe setbacks or even fail). The first thoughts of business-related risk usually revolve around catastrophic failures or events such as explosions, fires or floods. Although quite serious, these types of risks usually can be covered by insurance policies that will at least support continued operations should an event occur.
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MAINTENANCE TECHNOLOGY
NOVEMBER 2013
YOUR RISKY BUSINESS
Equally significant are the risks that cannot be covered by insurance, and often go hidden or ignored until it is far too late. Characterized as “expense-related risks,” they generally fall into three categories. Risk from direct materials cost increases Direct materials cost increases are often cited as a reason for financial loss. Few organizations recognize that these costs are controllable and should not pose a risk to the company. The problem is that no one is really trying to control materials costs within the operation. Instead, all of the focus is on controlling the procurement cost. For example, a dairy products plant unknowingly permitted habitual substitution of more expensive ingredients in recipes; used cleaning methods that led to millions of dollars in contamination losses; incurred losses of entire batches of product because of scheduling problems; and consistently produced overweight products. The net result of these losses increased cost of goods sold by more than 50%. The distressing fact is that direct materials losses resulting from poor practices, lack of supervision and a failing work culture contribute heavily to rising costs in far too many organizations. Even more distressing, they often go unnoticed. Risk from scrap, reclaim and rework Scrap, reclaim and rework represent another significant risk that, while recognized, goes uncontrolled in most organizations. The amazing part of this category of risk is that few people acknowledge it as true loss, even when confronted with the following troubling fact: about one-third of a typical manufacturing or production facility’s footprint, workforce and costs are consumed by this work classification. The loss of revenue, combined with the potential loss of market share caused by both quality and delivery issues, creates a significant risk. And it reflects something that is absolutely controllable. Risk from energy consumption Energy consumption and its associated cost represent another significant risk. Studies conducted by a variety of industryspecific organizations state that energy consumption is 10% to 20% higher than necessary. Most of these losses are attributed to operating and maintenance methods. For example, one refinery wasted $6.3 million annually to operate its slurry pumps. Instead of limiting the control range of the pumps, the operators constantly varied output from full-open to full-closed—essentially doubling the required horsepower to run the pumps. Compounding the unnecessary increase in power, this mode of operation added $4.0 million in annual pump repair costs. NOVEMBER 2013
But there’s more ■ Employee-related risks must also be considered. Operating mistakes resulting in catastrophic failures or measureable downtime are generally acknowledged as potential risks, but few people recognize that many, if not most, of these are caused by training-, morale- and procedures-related deficiencies that are the true risks. Unless these underlying issues are recognized and effectively resolved, the potential for serious risk will always be present. ■ Organizations also put themselves at risk by operating
manufacturing or production systems at less than their designed rate. Unchecked, operators sometimes elect to arbitrarily change an asset, line or system’s operating “sweet spot.” This can, and often does, reduce throughput by 50% or more. Expand this failure to follow procedures to the entire operating spectrum, e.g. startup, speed transients, changeovers and shutdowns, and employee-related risks can easily make the difference between profitability and bankruptcy. ■ Few organizations fully understand the absolute neces-
sity for universal adherence to value-added standard work and business activities. Instead, they live with, and often encourage, employee freedom to use variation in the way work is executed and decisions are made—not recognizing how the resultant variability and associated losses put their businesses at risk. What does all this mean for your organization? Not everyone perceives the correlation between these limiting factors and risk, but it is clearly there. The waste and losses detailed here result in a market position that is at risk to competitors who have recognized and resolved them. In a global market where high-quality, low-cost products are immediately available to consumers, inefficiency is a death knell manifesting as lost market share, revenue, operating profit and, ultimately, business continuation. Get serious. Ask yourself if your losses are putting your company at risk. Organizations that acknowledge the risks of wastes and losses I’ve described—and take positive actions to correct them—can substantially improve their market position and operating profits. MT Keith Mobley is Principal, SME, with Life Cycle Engineering, based in Charleston, SC. He has more than 35 years of direct experience in corporate management, process design and troubleshooting. Email: kmobley@LCE.com. For more info, enter 04 at www.MT-freeinfo.com MT-ONLINE.COM | 37
MAINTENANCE LOG
Ease Of Use Highlights New Condition-Monitoring Tools As this overview of technologies points out, today’s maintenance technicians and operators have access to capabilities that were previously limited to monitoring specialists. Jane Alexander, Editor With Paul Michalicka, SKF USA Inc.
F
eaturing streamlined designs and improved factory-floor functionality, next-generation condition-monitoring instruments and devices stem from advances in digital technology and electronics. Typically lightweight and portable, they require no special technical skills to operate. Personnel can, thus, become proficient in their use with little training and after only an hour or two of practice. These innovations include durable vibration analyzers, portable lube-analysis kits, versatile stroboscope/tachometers, non-contact thermometers and many more. Leveraging such tools, users can perform a range of basic monitoring activities and obtain valuable data on operating conditions with regard to the following issues: Vibration Maintenance technicians and machine operators can now take vibration readings during routine inspections using powerful handheld analyzers. One type, for example, takes both overall velocity and enveloped acceleration readings at each point on targeted machines. The velocity vibration measurements are automatically compared with pre-programmed ISO standards, triggering an alarm when the measurements exceed the guidelines. The enveloped acceleration measurements are compared with established bearing vibration guidelines. This analyzer is extremely durable and rated for use in industrial environments. Weighing less than a half-pound, the device fits in a pocket or on a tool belt and can be easily carried on inspection rounds. 38 |
MAINTENANCE TECHNOLOGY
Lubricant quality Monitoring oil samples in the field has long been standard practice, but grease analysis has usually proved difficult. The introduction of modern grease-analysis kits, however, makes quick evaluation more feasible and affordable than in the past. In a recent case, a pulp and paper mill in Brazil implemented on-site grease analysis to speed up decision-making and reduce costs. The facility already had a fully functioning lube-analysis program in place. Grease samples were collected and forwarded to an independent laboratory at a cost of almost $60 per sample. Testing was completed in about a week. But the turnaround time caused delays and affected plant operations. Looking for a solution, the mill’s lubrication manager acquired two portable grease-test kits to let in-house personnel analyze fresh grease on the spot. The kits contained three different tests of grease quality: consistency, oil bleeding and contamination. No special expertise was needed to perform the tests—and they each required only 0.5 grams of grease for sampling. The testing was able to clear some samples immediately and identify others that required lab analysis. NOVEMBER 2013
MAINTENANCE LOG
This on-site analysis program helped reduce the number of samples sent out for testing by 25%, which, in turn, helped cut overall costs. It has also given the mill greater control over lubrication decision-making.
One such thermometer has dual-laser sighting to precisely define the area being measured. It senses temperatures ranging from -60 to 1000 C (Fig. 2). Users can program this instrument to emit audible alarms at specified high or low temperatures.
Motion and speed Technicians monitoring the motion of operating machines can turn to portable stroboscopes that “freeze” the movement of rotating or reciprocating machinery like fan blades, couplings, gear wheels and belt drives. Doing so allows machines to be safely inspected while they are running. The latest offerings include a new instrument that functions as a dual stroboscope and tachometer (see Fig. 1). The device has a stroboscopic flash rate of nearly 300,000 pulses per minute, enabling it to monitor most high-speed applications. Its ergonomic design allows users to set the flash rate in seconds. The versatility of this device is enhanced by a remote optical sensor that allows the tool to operate as a tachometer. In this mode, the instrument measures rotational speeds up to 300,000 rev/min with an accuracy of +.01%. Fig. 2. A non-contact infrared thermometer makes accurate measurements by sensing thermal energy radiating from machines. (Source: SKF USA Inc.)
Another heat-sensing technology, thermography, has also been improved—and become more affordable—over the last decade. Thermal cameras with imaging capabilities allow technicians to visualize machine hot spots from a safe distance. Some cameras can even operate unattended with images taken and saved at regular intervals.
Fig. 1. This versatile stroboscope monitors the motion of rotating machines and, with the help of its optical sensor, can operate as a tachometer. (Source: SKF USA Inc.)
Temperature There are a number of new-generation devices for remotely sensing heat and thermal energy. These include noncontact infrared thermometers that provide accurate measurements from a distance. They incorporate an infrared detector to sense thermal energy radiating from operating machinery. The detector produces a signal that is translated into a reading on the device’s display screen. NOVEMBER 2013
Sound Air leaks in HVAC systems and other applications produce high-frequency sounds due to turbulence near the leak site—sounds that can be pinpointed by ultrasonic detectors. One such instrument has a sensor mounted on a long flexible tube, allowing access to hard-to-reach areas. It helps guide the operator to the loudest point, revealing the leak’s location. This detector is compact enough to use with one hand and requires no special training. There are also handheld instruments for measuring noise levels in industrial facilities. The instruments, usually battery-operated, pick up sound using built-in microphones and indicate the sound level in decibels. MT Based in Ontario, Canada, Paul Michalicka is a North American Area Manager for maintenance products, SKF USA Inc. For more info, enter 05 at www.MT-freeinfo.com MT-ONLINE.COM | 39
PROCESS IMPROVEMENTS
CONVERGING Production, Maintenance And Storeroom Management
Still feel as if you're just putting out fires in your maintenance efforts? This article offers some helpful tips for moving out of the reactive mode. Matt Hermans Rockwell Automation
U
nplanned events are a fact of life, but no one wants to start their day expecting an emergency to occur. Unfortunately, that mindset has become commonplace when it comes to plant maintenance for many companies. They’ve fallen into a “run it until it breaks” routine that leaves maintenance managers constantly scrambling to put out fires.
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NOVEMBER 2013
PROCESS IMPROVEMENTS
There’s no single culprit to blame for the proliferation of reactive maintenance cultures among industrial companies. Reduced budgets and staffs have strained maintenance effectiveness in recent years. And remaining staff members find themselves adjusting to shifting priorities, many of which focus resources on enterprise resource planning (ERP) systems at the expense of strategic maintenance. Given these constraints, the growing reliance on reactive maintenance makes sense. But over time this approach has an increasingly negative impact on plant performance and the bottom line. Moreover, companies dependent on reactive maintenance often experience a data disconnect when it comes to maintenance costs and their relationship with production and the storeroom. They lack the granular information needed to pinpoint failures and make meaningful changes. A strategic asset-management program that considers maintenance improvements, storeroom management, networked devices and system convergence can help drive sitewide reliability improvements and optimization while preparing an organization to take full advantage of technology advancements. Strategic asset management in the spotlight Strategic asset management has become an increasing area of focus for many plant maintenance departments recently. According to a 2013 Aberdeen Group research study conducted with 150 manufacturing plant managers, economic uncertainty puts more pressure on plant maintenance departments to maximize their Return on Assets (RoA) and extend the benefits of their existing asset base. [Ref. 1] Internal and external pressures—reduced operational and capital budgets, rising material costs and aging assets—are driving the need to make improvements. Implementing a strategic asset-management program can help address these challenges in several ways: ■ Improved utilization and performance of assets ■ Reduced capital costs and asset-related operating costs ■ Extended asset life ■ Improved RoA
Organizations focused on strategic asset management ultimately aim to manage their assets across the value stream, from purchasing to storeroom, maintenance, engineering, production and finance. To achieve this level of convergence, organizations must selectively implement strategies that will help contribute to a high-performing, asset-management program and lay the groundwork for maintenance success in the future. NOVEMBER 2013
Strategy 1: Implement criticality-based maintenance Reliability is key to effective asset management, and its benefits extend far beyond simply having equipment and processes that run when needed. Reliable equipment and processes cost less to maintain and operate, improve product quality, increase energy efficiency and result in fewer health and environmental incidents. Focusing on reliability and identifying equipment criticality is vital for effective maintenance. Half of all planned maintenance activities are considered unnecessary, according to a study conducted by the ARC Advisory Group. [Ref. 2] Defining equipment criticality and risk can help reverse this trend. For example, the ability to identify critical equipment allows maintenance to better prioritize which spare parts need to always be available to minimize downtime, and which could be ordered when needed. A criticality-based approach aims to create a maintenance strategy that maximizes equipment performance by applying the right activity to the right asset at the right stage in its life cycle. Defining criticality is a question of economics. To determine which equipment is critical, consider the financial impact of downtime on production, such as costs associated with lost data, lost product and loss of visualization. Also consider the impact of replacing or repairing equipment and the potential hazards associated with downtime. Determining the criticality of equipment is key to improving return on investment. In addition to protecting critical assets, implementing a criticality-based strategy and focusing on reliability can help eliminate collateral damage, reduce maintenance overtime and parts expediting, reduce spare parts and minimize unplanned equipment failures. Strategy 2: Get your storerooms in order A reliability program can’t be effective without a storeroom configured to properly support it. As a result, storeroom management is a critical component of an effective, strategic asset-management program. The problem facing many storerooms is twofold: The right spares are unavailable when needed, and the spares that are in stock aren’t necessary. In fact, according to Rockwell Automation customer data, 50% of downtime can be attributed to insufficient spares, while more than 60% of spares are classified as inactive, excess or obsolete. In more organizations, maintenance, repair and operations (MRO) spares range from 15–25% of carrying costs, so stocking inactive, excessive or obsolete spares creates unnecessary costs for maintenance departments. This problem stems partly from where responsibility for the storeroom falls along the value stream. Historically, the storeroom has been a cost center managed by the purchasing personnel, whose principal goal is to reduce inventory. Too often, their goal is achieved by neglecting to add the correct MT-ONLINE.COM | 41
PROCESS IMPROVEMENTS
create a bridge to a more effective one. A good storeroom-management program should reduce inventory levels, stockouts and MRO and storeroom costs, while improving maintenance decisions and MRO management.
inventory items, writing off old inventory and not adding needed spares for critical equipment. Such actions (or inactions) contribute to an imbalanced storeroom. That imbalance has a ripple effect across the value chain— i.e., spares for critical equipment aren’t available when needed and must be rush-ordered, causing downtime to lengthen and profitability to suffer. The result is a constant firefight to maintain uptime. Not only does this impact a maintenance department’s ability to focus on larger trends like resource retirements, it ultimately erodes profit margins. The first step in reviving an ailing storeroom is to understand the current environment. Assess what processes are currently in place, and seek answers to the following types of questions: ■ What spares and equipment are actually in the storeroom? ■ Do I have too much inventory? ■ Are the right parts available at the right time? ■ Is the storeroom run efficiently? ■ Is it tough finding parts?
Strategy 3: Tap into networked devices Connecting intelligent machines on common Internet protocol (CIP) networks will be an essential step in moving toward a converged value stream, especially as it relates to connecting production, maintenance and the storeroom. Smart devices help optimize maintenance by providing contextual information that allows maintenance managers to operate more strategically, focusing the right activities on the right equipment. Effectively tying this information into the storeroom is critical to perform these activities efficiently. In the near future, production equipment will operate much like a self-driving car, thanks to intelligent devices on the plant floor. Smart machines will communicate with each other and continually monitor thousands of data points, filtering and translating them into actionable information. They will proactively provide notifications when maintenance or troubleshooting is needed, automatically generating work orders, scheduling work to be performed, and tracking maintenance costs and tying them back to specific equipment. Consider an individual smart drive: It could be configured to assess operating hours and trigger an alert and work order when it has reached its recommended preventivemaintenance schedule or an event based on critical conditions occurs. Eventually, this capability could eliminate the need for certain calendar-based maintenance schedules that have little impact on preventing downtime. Meanwhile, maintenance departments can start by considering how networked devices can be incorporated into their strategic asset-management programs. The best place to start is by evaluating and mapping the steps to proactively manage these devices. Decide what level of physical assets will be defined with questions, such as:
■ Are parts easily identifiable? ■ How is asset data tracked, and are critical subcompo-
After a detailed review of the current storeroom, assess how other operations support equipment, storeroom and maintenance throughout the value stream. Finally, identify gaps and opportunities for system and process improvements and projects that can close the gaps in an ineffective program and 42 |
MAINTENANCE TECHNOLOGY
nents covered? ■ Will replacement parts meet specification requirements? ■ How much downtime is caused by parts issues? NOVEMBER 2013
PROCESS IMPROVEMENTS
Strategy 4: Converge your data systems A main cause of gaps between production, maintenance and storerooms is lack of data continuity. Many companies have implemented ERP systems, often eliminating legacy production, storeroom management and maintenance systems in the process. By sun-setting legacy systems, the intention was to replace them with systems native to the ERP. Unfortunately, that type of conversion has not always worked according to plan, and maintenance departments have struggled to use these systems to tie their activities to the appropriate cost centers. As a result, departments have reverted to using basic spreadsheets for tracking or not tracking at all. Converging ERP and production systems helps ensure high productivity by tying known data from the plant floor—i.e., diagnostics, reliability, control data, asset management, etc.—to maintenance and storerooms, and linking up through the value chain. Manufacturers must track a granular level of data to derive meaning from production information and identify where equipment is failing. Even seemingly basic activities, such as tracking spares and tying the data to specific maintenance actions, can have a huge impact on the department’s ability to accurately understand where and how its budget is being spent. Making an effective connection. . . Companies looking for a more effective connection between ERP and production systems should first make sure a few foundational items are in place: ■ Material masters are current to the critical subcompo-
nent level. ■ Lead times for indirect materials are updated. ■ Equipment records are accurately maintained.
For effective results, the ERP system should be used to manage data for all critical assets. Converging technologies will grant systemwide visibility to data such as device health, diagnostics, alarming, configuration and change management, all of which can be used to enhance preventive- and predictive-maintenance capabilities. Regardless of where a company stands with regard to the convergence of its production, maintenance and storeroom, the best place to begin is by understanding the current landscape and defining what should be achieved. From there, projects and process improvements can be identified and prioritized. If the process seems daunting, best-practice resources can provide a knowledge base and help articulate the business case for improvements. MT NOVEMBER 2013
References Aberdeen Group Analyst Insight Report, “Asset Management: Using Analytics to Drive Predictive Maintenance,” March 2013 http://www.aberdeen.com/AberdeenLibrary/8380/AI-predictive-asset-analytics.aspx ARC Strategy Report, “PdM User Survey 2012: Current Practices and Future Plans,” August 2012 ARC Strategy Report, “EAM-FSM User Survey 2013: Current Practices and Future Plans,” April 2013 Matt Hermans is Global Manager of Reliability Services for Rockwell Automation.
Working With Third-Party Providers A 2013 study conducted by the ARC Advisory Group found the top drivers influencing companies to implement a strategic asset-management program were support from management and IT; a business case for justification; and supplier technology support. [Ref. 3] Many organizations do not have the internal knowledge or bandwidth to conduct a comprehensive assessment and develop a successful business case for implementation on their own. But best-in-class, third-party providers have the resources and expertise to help. Use this checklist to help ensure that your selected vendor delivers value for your organization: ■ Offers comprehensive services. In addition to
consulting and providing a recommendations report, the vendor can assist with implementation, if needed. ■ Provides detailed knowledge of plant-floor applica-
tions to ensure recommendations are technologically feasible. ■ Outlines the benefits of an effective asset-manage-
ment program that are tailored to the company. Creates a successful business case that will help gain support from management and the IT department. ■ Collaborates with its customers to develop a
multi-year roadmap that drives toward the overall business goals and needs of the company.
MT-ONLINE.COM | 43
TECHNOLOGY SHOWCASE
SAFETY FIRST Sponsored Information
Are You Overlooking Some Common Safety Problems? At least two seemingly benign hazards lurking around today’s operations could be just a damaging as arc flash. Do your maintenance teams have the knowledge and skills they need to deal with these concerns? Special To MT We are all familiar with potential hazards relating to arc flash and other electrical incidents. But what about other safety issues that plants and facilities face? Some common, yet often overlooked, safety issues include those relating to pressure and pressurized systems. These include boilers and their associated distribution systems and high-pressure refrigerants. While this is not a complete list, it’s worth noting that incidents involving these types of systems and products are just as important and potentially hazardous as any arc flash incident.
■ Finally, improper maintenance may also cause pressure
Boiler system concerns Boiler accidents can result from faulty pressure-relief valves, low water levels or corrosion to metal components caused by improper water treatment.
■ A key consideration with R-410A is to verify that equipment
■ If a pressure valve malfunctions because of corrosion or
■ Since most older systems weren’t designed to handle
lack of testing and recertification, it can fail to open or relieve its designed capacity of steam or hot water. The pressures and temperatures in the boiler will then build above design specifications and a pressure-vessel failure will occur. ■ If the water level in the boiler drops and exposes the
boiler tubes, overheating can occur and lead to further damage to the boiler—possibly causing it to explode.
problems and is a common cause of boiler accidents. High-pressure refrigerant concerns Similar to boilers are issues concerning high-pressure refrigerants. One such refrigerant—R-410A—is of particular concern: Although it does not have the ozone-depleting effects of traditional refrigerants, R-410A operates at 40% to 70% higher pressures. That means operators must be exceedingly careful when working with systems that use this type of refrigerant.
for which you are using it is designed for this refrigerant. This will ensure that the equipment can handle the higher pressures that are encountered when working with R-410A.
the types of higher pressures associated with R-410A, retrofitting them is not recommended. Using proper equipment and proper and scheduled maintenance, facilities can avoid many of these accidents before they happen. For more information on these and other workplace-safety issues, as well as related real-world plant, building and facility maintenance training programs, visit: americantrainco.com.
■ Over time, without proper water treatment, water may
become corrosive and scale may form on the heating surfaces, which in turn can cause damage to the structural integrity of the boiler itself. 44 |
MAINTENANCE TECHNOLOGY
For more info, enter 06 at www.MT-freeinfo.com NOVEMBER 2013
TECHNOLOGY SHOWCASE
Full-Time, Advanced Arc-Flash Technology
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ccording to GE, its ArcWatch technology offers full-time, automatic, always-on protection and reliability for people, property and equipment. It works through a combination of communication algorithms across the GE portfolio of circuit breakers by using instantaneous zone-selective interlocking (I-ZSI) and waveform recognition (WFR) to ensure that only circuit breakers nearest to the fault will trip, which happens in as little as four milliseconds. Systems embedded with this technology reduce the impact of an arc-flash event to <8 cal/cm2, translating into lower requirements for using personal protective equipment. ArcWatch-enabled circuit breaker families from GE include the EntelliGuard*, Record Plus* and Spectra RMS* series. Shown here, the recently launched PremEon* S trip unit used in conjunction with the Record Plus platform is an advanced electronic trip unit that provides higher levels of accuracy for selective ratings without compromising safety, especially during maintenance operations. It also eliminates rating plugs for jobsite simplicity and adjustability. Recently introduced EntelliGuard enhancements simplify in-the-field energy management and user interface with improved breaker-maintenance diagnostic information.
GE Industrial Solutions Plainville, CT
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NOVEMBER 2013
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MT-ONLINE.COM | 45
Calling All Innovators! Don’t just leave it to ‘the other guy’ to show off his/her innovation. You Could Be Our Next Grand-Prize Winner! Enter Now.
Categories: Innovative Devices, Gizmos & Gadgets Innovative Processes & Procedures Innovative Use of Third-Party Resources Honoring the essence of innovation in maintenance and reliability, entries will be judged on the following elements:
Practicality. . . Can it be adopted across industry? Can it be easily replicated, manufactured or sold?
Simplicity. . . Is the ROI less than 3 months? Is the idea intuitive and easily understood?
Presented By
Applied Technology Publications
Deadline for Entries is Midnight, December 31, 2013. Our Grand-Prize Winner & Runners-Up Will Be Announced Early 2014.
Details & Entry Forms Available At www.reliabilityinnovator.com
Impact. . . Reliability Ergonomics (operator, maintainer) Safety Energy reduction Environmental Maintainability (reduces maintenance)
Sponsored By The Innovators At
ASSET PERFORMANCE MARKETPLACE
Vertical Sealless Pump Meets API 685 Requirements
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ccording to Sundyne, its recently introduced vertically mounted General Service Pump Vertical (GSPV) inline centrifugal design combines the company’s API 685 expertise with all of the benefits of a magnetic drive sealless pump in a compact package. The pump handles flows to 1000 gpm (230 m³/hr) and heads to 400 ft (120 m). Requiring minimum floor space due to its small footprint, the GSPV vertical pump meets all of the requirements of API 685, making it well-suited to chemical and petrochemical applications, as well as oil and gas services, especially those where space is at a premium, such as on offshore oil and gas installations. Sundyne Corp. Arvada, CO
Compact, HD High-Speed Camera
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he FASTCAM Mini UX100 high-speed camera from Photron provides 1,280 x 1,024 pixel resolution to 4000 frames per second, 720 high-definition resolution (1,280 x 720 pixels) to 6400 fps, and reduced resolution operation up to 800,000 frames per second. The global electronic shutter operates down to one microsecond to provide blur-free, black and white imagery with 12-bit pixel depth (36-bit for the color version). The camera comes in a compact 120 mm x 120 mm x 90 mm package, weighing only 1.5 kg.
Photron, Inc. San Diego, CA
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Effective Hand Protection For Hazardous Environments
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ccording to Magid®, its T-REX™ Machine Knit Impact Gloves offer a notable combination of comfort, dexterity and impact protection. Heavy-duty TPR pads provide solid protection to the back of the hand and fingers while a flexible, scored design allows the gloves to bend with the hand. A proprietary NitriX™ sandy nitrile coating represents the cutting edge in grip and allows the wearer to maintain a firm hold, even in wet and oily conditions. T-REX gloves extend their protection to the palm with impact- and puncture-resistant padding, and also include a PVC-reinforced thumb crotch that strengthens this critical wear point. The standard style, TRX500 is well suited for most environments with impact hazards, including those in oil- and gas-extraction applications. The cut-resistant TRX550 style is constructed with a 10-gauge, HPPE- and steel-blended shell that delivers powerful ANSI Level 5 cut protection. Both styles feature high-visibility colors for improved compliance, and hook-and-loop wrist closures for a secure fit.
Magid Glove & Safety Mfg. Co. Chicago, IL For more info, enter 32 at www.MT-freeinfo.com NOVEMBER 2013
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ASSET PERFORMANCE MARKETPLACE
Camera System For Alignment Telescopes
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runson Instrument Company has released the AlignCam system for their current line of alignment telescopes, levels and transits. AlignCam is designed to improve operator ergonomics, especially with awkward setups in the field or the lab. The live image from the system provides continuous feedback on sight lines, enabling precision alignment adjustments. A mobile option that adds a laptop and wireless router allows users to view the image on a mobile device. To set up, the field technician connects the camera assembly to the optical instrument, then connects the camera to the computer via USB. Remote monitoring allows service professionals to view targets, share readings and collaborate with teams in multiple sites, locally or around the world.
Brunson Instrument Co. Kansas City, MO
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Larger IEC Motor Controls
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utomationDirectâ&#x20AC;&#x2122;s GH15 series of electric contactors now includes larger frame sizes, ranging from 79 mm to 145 mm (3.1 to 5.7 in.). In addition, models are now available up to 315 Amps. GH15 series IEC motor controls feature self-lifting pressure plate terminals for quick wiring terminations. Actuator coils in 110/220 V and 220/240 V, 60Hz models accommodate most applications. Now available in IEC sizes ranging from B to TT, GH15 series contactors accommodate up to 250 Hp (186 kW) motors at 460 VAC. Contactors are 35 mm DIN-rail mountable and panel mountable to provide fast and easy installation. The GH15 series has a one-year warranty and are CE marked, cULus listed, RoHS- and REACHcompliant.
AutomationDirect Cumming, GA For more info, enter 34 at www.MT-freeinfo.com
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NOVEMBER 2013
ASSET PERFORMANCE MARKETPLACE
Cloud-Based Backups Of CNC Machine Data
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itsubishi Electric Automation will now offer its customers remote access to a backup of their CNC machine-tool information. The new service includes the creation and maintenance of a comprehensive set of backups of a manufacturer’s CNC machine tool data stored in a secure, remote location. Mitsubishi provides a link to the backup information stored on its servers. Backing up machines in advance of catastrophic, unplanned and planned downtime gives manufacturers the opportunity to readily and more efficiently support the repair of controls and the installation of new control parts and functionality. According to the company, this Cloud-based service was developed to offer peace of mind to plant managers, maintenance managers, machine operators and other manufacturing personnel responsible for a site’s CNC equipment efficiency. Depending on the data’s complexity, Mitsubishi’s service engineers estimate that these remote back-ups can save users a few hours to a day or more per occurrence of routine maintenance or machine downtime. Mitsubishi Electric Automation, Inc. Vernon Hills, IL For more info, enter 35 at www.MT-freeinfo.com
Precise Oil Shear Tension Control Brakes
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full line of Positorq oil shear tension control brakes from Force Control Industries provides simple, precise torque control over the entire speed range, down to 0 rpm. Operational speeds are precisely controlled without chatter, stick slip or torque variation, making them suited for unwind stands on plastic film production lines. Torque is controlled by pneumatic or hydraulic actuation pressure and is independent of speed. Sizes range from 53 lb. ft. up to 300,000 lb. ft., with continuous heat absorption capability up to 3000 thermal horsepower. The line is also suited for other tension control applications such as unwind stands in steel mills, tension stands in paper mills, unwind stands in paper converting mills and other industrial applications. Force Control Industries, Inc. Fairfield, OH For more info, enter 36 at www.MT-freeinfo.com
Range-Free Multi-Controller Programming Tool
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okogawa has added Live Logic Analyzer to its FA-M3V multi-controller programming tool. In near real-time, Live Logic Analyzer shows the status of a PLC program as it runs on Yokogawa’s F3SP71-4S and F3SP76-7S sequence CPU modules. This enables programmers and engineers to monitor program execution status as they collect program execution data. Until now, equipment developers have had to check PLC programs using a sampling trace function or, if they required real-time logic analysis, by creating and running their own debugging programs. The new tool displays control data in a single window for up to 96 points at any given time, enabling even personnel who are not familiar with PLC ladder programs to pinpoint problems. Yokogawa Corp. of America Newnan, Ga. NOVEMBER 2013
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ASSET PERFORMANCE MARKETPLACE
Live Tracking For Asset Location, Status
Web-Connected Operator Panels
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ribMaster has integrated its AeroScout’s Mobile View application and active RFID tags with CribMaster software to form the Live Tracking™ package. The package tracks and manages the location, condition and status of mobile assets and people. Tailored for industries such as manufacturing, energy, maintenance and aerospace, Live Tracking includes visualization, event triggers and mapping for real-time visibility. It uses rugged, Wi-Fienabled active RFID tags affixed to assets to provide real-time location information to track and manage work orders, parts, inventory repositories and assets.
he WebOP3000 range of web-connectible operator panels from Advantech’s Industrial Automation Group are human-machine interface (HMI) touch panels that run on Intel® Cortex-A8 processors. Designed to work from -4 to 140 F (-20 to 60 C), they support CANopen, Modbus and Ethernet network protocols. The panels feature dual-level 4 electrostatic discharge (ESD) protection and meet IEC-61000 electromagnetic compatibility (EMC) standards. In addition, the WebOP-3000T series has power and terminal I/O port isolation protection against power surges.
CribMaster Marietta, GA
Advantech Industrial Automation Group Cincinnati, OH
C
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Industrial Cloud-Based Historian
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nvensys has released a cloud-hosted historian, the Wonderware Historian Online Edition, which offers reduced implementation time and broad access. It is a Software as a Service (SAS) offering that uses a multi-tier historian database architecture. It stores data from one or more local plant-level Wonderware Historians to a cloud-hosted, enterprise-wide repository. Reporting and analytics are delivered to the historian online edition through standard tools, along with Invensys’s Wonderware SmartGlance mobile reporting software. System users can view the data via multiple devices, including desktop PCs, laptops, tablets and smart phones. The Wonderware Historian Online Edition is the first commercial offering from the Invensys-Windows Azure relationship announced last year. Windows Azure is a flexible cloudbased platform from Microsoft. Invensys Houston, TX For more info, enter 40 at www.MT-freeinfo.com
50 | MAINTENANCE TECHNOLOGY
NOVEMBER 2013
ASSET PERFORMANCE MARKETPLACE
3-Phase UPS
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he FirstLine PL is a parallelable three-phase uninterruptible power supply (UPS) for 10-40kVA applications. The 94%-efficient unit lowers energy costs and reduces carbon footprint while delivering maximum availability and flexibility. Internal batteries allow a small footprint, while cooler operation extends internal component life. True on-line, double-conversion technology is achieved through IGBT and Digital Signal Processor (DSP) control, enabling delivery of a high input power factor of 0.99. Each unit is covered by a two-year warranty. Staco Energy Products Co. Dayton, OH
LED Flood Light
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he M18 LED Flood Light features eight LEDs that provide 30% brighter light output than comparable halogen lights, according to the company. It also features a lightweight roll cage for durability, and a replaceable, impact-resistant lens designed for tough work conditions. The lens’ octagonal shape allows the light to be used at multiple angles. Powered by any Milwaukee LITHIUM-ION battery, the light can operate up to eight hours, and is compatible with the company’s entire M18 System. Milwaukee Tool Corp. Brookfield, WI For more info, enter 43 at www.MT-freeinfo.com
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Test Tool For Pressure Applications
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he Palmer PV10K Hydraulic Calibration Pressure Pump is a dual-stage pump including a selector valve, increasing the priming speed and reducing the effort required to generate high pressures. The unit’s pressure range is 0 to 10,000 PSI or 0 to 700 bar. Its large-volume Pyrex reservoir can be filled with distilled water or mineral oil, with an optional brake-fluid model available. A pressure relief valve can be supplied to provide protection to connected instruments, while a swivel reference gauge port allows easy viewing. Palmer Wahl Instrumentation Group Asheville, NC For more info, enter 42 at www.MT-freeinfo.com For more info, enter 79 at www.MT-freeinfo.com
NOVEMBER 2013
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ASSET PERFORMANCE MARKETPLACE
High-Frequency Signal Monitoring
O
pto 22 introduces two high-frequency analog signal-monitoring hardware modules for its SNAP PAC system. The 9 VDC selfpowered SNAP-AIRATE-HFi rate-input module connects to TTL, CMOS and open-collector outputs, and can scan pulses from 2-500 kHz. The SNAPAOD-29-HFi module features pulse-width modulation (PWM) and time-proportional output (TPO), and can switch 100 mA of external current from 2.5 VDC to 24 VDC, at rates between 64.25 seconds to 10 microseconds (0-100 kHz). Opto 22 Temecula, CA
Low-Voltage Products For Remote Usage
M
oore Industries-International has added low-voltage power supply options to many of its products. This addition makes these products suitable for use in remote applications such as oil and natural gas wellheads, where power supplies are limited and harsh environmental conditions often exist. Products that have recently added a 12Vdc power supply option include the CPA 4-Wire PC-Programmable Alarm; CPT 4-Wire PC-Programmable Signal Isolator and Converter; ECA 4-Wire Current and Voltage Alarm; ECT 4-Wire Signal Isolator, Converter, Repeater and Splitter; and TMZ 4-Wire PC-Programmable MODBUS Temperature Transmitter & Signal Converter. Moore Industries-International, Inc. North Hills, CA
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ENGINEERED TO SERVE YOUR MAINTENANCE NEEDS, YOUR PLANT & YOUR BUSINESS
ATP List Services
At Revere, we engineer controls for an incredible range of industrial applications. From conveyor controls to 15 kV switchgear and plant wide SCADA systems for municipal, industrial and energy applications. Arc flash studies and control systen network security. Legacy migration. System upgrades, expansions, and maintenance. Control your systems. Control your business.
Customized, Targeted Lists For Your Marketing Needs www.atplists.com Contact: Ellen Sandkam 847-382-8100 x110 800-223-3423 x110
CONTROL SYSTEMS T 1.205.824.0004
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52 | MAINTENANCE TECHNOLOGY
info@atplists.com esandkam@atplists.com 1300 S. Grove Ave., Suite 105, Barrington, IL 60010 Formore more info, info, enter enter 81 For 83atatwww.MT-freeinfo.com www.MT-freeinfo.com NOVEMBER 2013
ASSET PERFORMANCE MARKETPLACE
Versatile, Intuitive Line Of Thermal Cameras
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Radio-Coupled Rotary Flange Torque Sensor
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LIR’s E-Series thermal cameras include models E4, E5, E6 and E8. Designed for professionals who need to track down electrical and mechanical overheating, moisture ingress, missing insulation, air leaks, and other issues, E-Series cameras feature a 3” color LCD display, wide-angle focus-free lens, intuitive on-camera button controls, on-board digital camera and MSX technology (Multi-Spectral Dynamic Imaging). MSX integrates visible details from digital camera photos onto IR images and creates an all-in-one thermal image to illustrate an emerging or existing issue.
ensorData Technologies has introduced its BT400 Series Bluetooth non-contact, radio-coupled rotary flange torque sensor, capable of measuring torque up to 8000 lb-ft, (10,847 Nm) at speeds up to 15,000 rpm. The series is available in six base models with rated capacities from 50 ft-lb (68 Nm) to 8000 ft-lb and sensor diameters from 2.5 to 9 in. (6.4 to 22.9 cm). This BT400 series provides radio transmission of measured data and requires relatively little space for installation.
FLIR Systems, Inc. Wilsonville, OR
SensorData Technologies Shelby Township, MI
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“Industrial Lubrication Fundamentals” 3-Day, On Site, Certification Preparation Training Program
With over 70% of all mechanical failures attributed to ineffective lubrication practices, you will want to have professionally trained and certified lubrication personnel working on your reliability efforts!
Unlock the Secrets that let you Tap your True Maintenance Potential and Maximize Asset Reliability! World Class organizations know that increased asset reliability, utilization and maintainability, reduced operating costs, downtime, contamination, energy consumption and carbon footprint all commence with a best practice lubrication program! Course design is based on ISO 18436-4 and the ICML body of knowledge and exceeds minimum training requirements to write the ICML, MLT1, MLA1 and ISO LCAT1 International lubrication certification exams. Exams can be arranged to take place at your site immediately following the training. For more information on this unique training program developed and delivered by internationally accredited lubrication and maintenance expert Ken Bannister, author of the best selling book Lubrication for Industry endorsed by ISO and the ICML as part of their certification Domain of Knowledge Content. Contact ENGTECH Industries Inc at 519.469.9173 or email info@engtechindustries.com For more info, enter 82 at www.MT-freeinfo.com
NOVEMBER 2013
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ASSET PERFORMANCE MARKETPLACE
Industrial-Strength Communications Device
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wo Technologies’ N4 is a ruggedized Android smart communications device designed for mobile applications in harsh environments. The device is IP67-rated and meets or exceeds MIL-STD 810G using methods 516.6 and 514.6 for both shock and vibration. The N4 features a 5.5 in. (13.9 cm) diagonal high-resolution 720 X 1280 Super AMOLED display and Android version 4.1.2 (Jelly Bean) operating system. It can also be fitted with an available 70-key, backlit keypad. Two Technologies, Inc. Horsham, PA
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Improved Electric Actuator Range
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pirax Sarco has introduced an improved AEL 5 series electric actuator range for 1/2” to 4” control valves. The actuators are reversible, having linear output. Internal components such as the PCB, positioner card and limited switches are affixed to a more durable and sturdy aluminum support for holding and/or fitting accessories. The range also features an easy commission limit switch adjuster, allowing the user to simply loosen the cam with one screw and adjust its position with a second screw. Spirax Sarco, Inc. Blythewood, SC For more info, enter 49 at www.MT-freeinfo.com
Easy Locking Of Sprockets, Gears, Pulleys, Timing Cams And Rollers
A
ccording to U.S. Tsubaki, its extensive POWER-LOCK portfolio offers a simple and cost-effective solution to problems associated with keyed or machined drive shafts. Incorporating POWER-LOCK technology into existing and new designs provides increased shaft strength while reducing machining and maintenance costs. The company notes that POWER-LOCK eliminates backlash damage to keyways and specialty machined bores in applications that experience reversing loads or high torque. In addition, machining expenses associated with keyways, spline bores, steps and snap ring grooves can be removed from the equation. The easy-to-install device is suitable for locking large or small sprockets, gears, pulleys, timing cams and rollers.
U.S. Tsubaki Wheeling, IL
For more info, enter 50 at www.MT-freeinfo.com
54 | MAINTENANCE TECHNOLOGY
NOVEMBER 2013
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
Need an air compressor with proven performance? Whether you’re a large manufacturer or a shade tree mechanic, we have the right oil-lubricated or oil-free, fixed or variable speed compressor for you. Right away. Learn more about FS-Curtis products and distributors, and see the compressors in stock at our St. Louis headquarters, where we’ve been located since 1854, by visiting www.RightCompressorRightNow.com For more info, enter 86 at www.MT-freeinfo.com www.RightCompressorRightNow.com
U.S. Tsubaki is a leading manufacturer and supplier of Roller Chains, Engineering Class Chains, Power Transmission Products and KabelSchlepp Cable & Hose Carrier Systems. The Tsubaki name is synonymous with excellence in quality, dependability and customer service and support. An intense focus on research and development, along with continuously modernized production facilities and highly trained engineers allows Tsubaki to provide you with the right solutions for all of your application needs. For more info, enter 83 at www.MT-freeinfo.com www.ustsubaki.com
Emerson Process Management announces the new CSI 2140 portable vibration analyzer. This analyzer simultaneously captures four channels of data plus phase for fast collection and easy implementation of machinery health testing onsite. With four channel monitoring, the CSI 2140 can be used for dual orbit sleeve bearing monitoring, 4-plane balancing, and advanced troubleshooting in the field. For more info, enter 84 at www.MT-freeinfo.com www.assetweb.com/vibration
CLASSIFIED
RENEW
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 85 at www.MT-freeinfo.com www.graceport.com/3mt_informationhighway
PIP is a consortium of process plant owners and engineering construction contractors harmonizing member’s internal standards for design, procurement, construction and maintenance into industry-wide Practices. PIP has published over 450 Practices. A current listing of published Practices is available on the PIP website at: http://pip.org/practices/index.asp. For more info, enter 87 at www.MT-freeinfo.com www.pip.org
Air Sentry® is a leading developer of contamination control products that keep particulate matter and excess moisture from the headspace inside gearboxes, drums, reservoirs, oil tanks, etc. that hold oils, greases, hydraulic fluids, and fuels. Air Sentry breathers and adapters ensure longer fluid life, better lubrication and lower maintenance costs. For more info, enter 88 at www.MT-freeinfo.com www.airsentry.com
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
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Contact: Ellen Sandkam 847-382-8100 x110 800-223-3423 x110
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MAINTENANCE TECHNOLOGY | 55
Index ADVERTISER
MAINTENANCE
NOVEMBER 2013 Volume 26, No. 11 â&#x20AC;˘
WEB ADDRESS
RS #
PAGE #
Air Sentry .....................................................www.airsentry.com .............................................................88.................................55 ALL-TEST Pro, LLC...................................www.alltestpro.com ............................................................75.................................25 ARC Advisory Group ................................www.arcweb.com/events/arc-industry-forum-orlando.73.................................19 ATP Lists.......................................................www.atplists.com ................................................................81.................................52 Baldor Electric Company..........................www.baldor.com .................................................................67...................................5 CRC Industries............................................www.crcindustries.com/ei .................................................79.................................51 Emerson Process Management................www.emersonprocess.com/workfaster ...........................62..............................IFC Emerson Process Management................www.assetweb.com/vibration ...........................................84.................................55 Engtech Industries Inc. ..............................www.engtechindustries.com .............................................82.................................53 FS-Curtis Air Compressors.......................www.rightcompressorrightnow.com ..............................86.................................55 General Electric Company .......................www.gemotors.com............................................................63...................................1 Grace Engineered Products, Inc...............www.pesd.com.....................................................................64...................................2 Grace Engineered Products, Inc...............www.graceport.com/3mt_informationhighway...........85.................................55 IRISS, Inc......................................................www.iriss.com/mt ...............................................................260,261.................34,35 Marathon Motors.......................................www.motionindustries.com .............................................70.................................11 MARTS.........................................................www.martsconference.com...............................................65..............................4,57 Meltric Corporation ..................................www.meltric.com................................................................78.................................45 Mobil Industrial Lubricants......................www.mobilindustrial.com.................................................71,72 .....................14,15 Motion Industries.......................................www.motionindustries.com .............................................61...... Front Cover Flap PdMA Corporation ...................................www.pdma.com ..................................................................74.................................23 Process Industry Practices.........................www.pip.org .........................................................................69,87 .....................10,55 Revere Control Systems.............................www.reverecontrol.com.....................................................80.................................52 Rexnord........................................................www.motionindustries.com .............................................68...................................7 SPM Instrument, Inc. ................................www.leonovabyspm.com ..................................................101.............................BC Strategic Work Systems, Inc......................www.swspitcrew.com .........................................................66...................................4 Test Products International (TPI) ...........www.testproductsintl.com.................................................76,77 ...........................45 U.S. Tsubaki Power Transmission, LLC....www.ustsubaki.com............................................................83.................................55 Update International Inc...........................www.updateinternational.com.........................................100............................IBC 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 advertiserâ&#x20AC;&#x2122;s Website. 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. 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. 6WDWHPHQW RI 2ZQHUVKLS 0DQDJHPHQW DQG &LUFXODWLRQ 5HTXHVWHU 3XEOLFDWLRQV 2QO\
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TECHNOLOGY & ASSET PERFORMANCE
NOVEMBER 2013 â&#x20AC;˘ Volume 26, No. 11 1300 South Grove Avenue, Suite 105 Barrington, IL 60010 PH 847-382-8100 FX 847-304-8603
SALES STAFF CT, KY, ME, MA, NH, NY, OH, RI, TN, VT, ON, QC 18 Oxford Lane Middletown, NJ 07748 Office 732-275-1167; Cell 908-415-3719 RUSSELL BRODY rbrody@atpnetwork.com AL, DC, DE, FL, GA, MD, MS, NC, PA, SC, VA, WV 1750 Holmes Drive West Chester, PA 19382 610-793-3093; Fax 610-793-3094 JIM HANLEY jhanley@atpnetwork.com IA, IL, IN, MI, MN, NE, ND, SD, WI 1300 South Grove Avenue, Suite 105 Barrington, IL 60010 847-382-8100 x116; Fax 847-304-8603 BILL KIESEL bkiesel@atpnetwork.com AR, KS, LA, MO, NM, OK, TX 5930 Royal Lane, Suite E #201 Dallas, TX 75230 972-816-3534; Fax 972-767-4442 GERRY MAYER gmayer@atpnetwork.com AZ, CA, CO, ID, MT, NV, OR, UT, WA, WY, AB, BC, MB, SK 6746 E. Tyndall Circle Mesa, AZ 85215 480-396-9585 JERRY PRESTON jpreston@atpnetwork.com CLASSIFIED ADVERTISING 1300 South Grove Avenue, Suite 105 Barrington, IL 60010 847-382-8100 x112; Fax 847-304-8603 TIM STEINGRABER tsteingraber@atpnetwork.com
36 )RUP 5 $XJXVW 3DJH RI
NOVEMBER 2013
HOLD THESE DATES
March 18-21, 2014 Hyatt Regency O’Hare, Rosemont, IL
Go to www.MARTSConference.com for further details.
You don’t want to miss MARTS 2014!
viewpoint Chuck Edwards, President, Lenze Americas Corporation
Navigating A Path To Excellence
P
erformance is a concept that is often discussed, but not fully understood. In the world of automated production systems, it starts with properly defining expectations. These include technical expectations—such as axis cycle times and throughput—as well as expectations relative to individual and team contributions. The path to excellence requires many talented people working in a supportive environment. Ensuring high performance requires the right training and a clear understanding of individual responsibilities to minimize redundancies. Performance thrives when infused with teamwork and healthy competition among self-directed and motivated employees who are committed to continuous improvement. The path to excellence also requires the agility to foresee and exceed customer demands and trends within the dynamic marketplace. In modern machine motion-control systems, software provides the repeatable, predictable communication and operations interface. It is a fundamental element to the efficiency of system functions. Repeatable, predictable communication is a differentiating feature of efficient and effective companies as well. Teamwork and fluid communication bring innovation to light and fruition. That means maintaining dialogue between team members from every area relevant to a project. From the onset, integrated engagement with a customer is essential to ensure a complete understanding of their needs and successful execution of a project. This type of engagement depends on the efforts of highly qualified professionals. For this reason, education and training must be seen as investments in the future health of a corporation. Instead of bemoaning a shortage of qualified workers, for example, companies can not only recruit talent, but also reach out to those considering theoretical engineering, applied engineering or other technical training programs. Active support of science,
technology, engineering and math education in local K-12 schools will help stimulate the interest of young people in these fields. Through a combination of educational partnerships, scholarships, internships and on-the-job training, businesses on a path to excellence can propel career readiness to new levels by ensuring that education and degrees are inherently practical. But a solid education is just the beginning. Employees should also be able to take advantage of ongoing comprehensive training, seminars and other offerings to enable advancement. Today, companies that support employee efforts to live full, balanced lives are of most interest to talented job seekers. At Lenze, we strive to foster innovation by empowering employees to create positive change both in the workplace, in their own lives and in their communities. Perhaps the most highly sought-after hallmark of excellence, innovation is common on the path to excellence. It seldom arrives in the form of revolutionary discoveries or trendy products or motivational programs. Rather, it can be seen in the ability to work together to view challenges and previous solutions from different perspectives. An environment that cultivates innovation is one where employees seek new ways to work with customers to define those challenges and collaboratively develop better solutions. On a path to excellence, innovation occurs daily in the countless interactions between customers, employees and partners—and in the myriad of ways resources are used more efficiently and intelligently. As the scope and pace of change continually shift, success relies heavily on detecting new challenges at an early stage to leverage opportunities that change brings. Keeping your sights trained on collaboration and mutual success fosters innovation and trust. The “rules of the road” for navigating the path to excellence are as easy as that. MT
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.
58 | MAINTENANCE TECHNOLOGY
NOVEMBER 2013
REVOLUTIONARY VIBRATION AND BEARING ANALYSIS
POR TABLE INTELLIGENCE Leonova Diamond and Emerald are the latest proof of our commitment to developing first class condition monitoring products for more profitable maintenance. Use SPM HD for accurate rolling element bearing analysis. Reduce data collection time with tri-axial vibration measurements. Add balancing, laser alignment, orbit analysis and much more, all in a rugged and lightweight instrument.
For a total Condition Monitoring package, contact us today!
Intrinsically safe versions available.
SPM Instrument Inc.
Tel. 1-800-505-5636
leonovabyspm.com
For more info, enter 101 at www.MT-freeinfo.com
spminstrument.us