MRO FALL 2023

FOCUS ON: Linen, uniform and facility services industry.

ALSO: Lubrication of industrial fans.

Principles of planning and scheduling.

GREEN MAINTENANCE

How to make maintenance more sustainable.

FALL 2023

9 16 18 20

CONDUCTING EFFECTIVE WORKPLACE INSPECTIONS

As an essential part of a health and safety program, regular inspections help identify and control hazards to keep workers safe.

HYDRAULIC WEIGHING SOLUTION FOR THE HEAVIEST LOADS

Inaugural Machinery Alignment Specialist certified training program took place at the CMVA Technical conference.

PRINCIPLES OF PLANNING AND SCHEDULING

A Texas water utility commissioned a ranking of opportunities to improve their utility. Planning and scheduling was ranked as one of the most beneficial programs.

GREENING MAINTENANCE OPERATIONS

How green are your maintenance operations?

Climate change. Global warming. Sustainability. Environmentally friendly. Greener. The list of words that speak to the same idea are endless. However, they all come down to one thing , making sure that whatever companies do, it is not damaging the environment for the future.

The idea of being environmentally friendly is not new. You can go back to reducing the use of electricity (by turning off lights, using lower wattage bulbs), or even recycling as much waste as possible. The difference now is that the simple idea has morphed into something that is in many respects very complex and at many companies a department (or at least a dedicated employee) is responsible for the green initiatives.

To get a deeper look at how maintenance affects the environment, and how it can be more sustainable; we spoke to cross-section of maintenance and asset management experts.

One of the most cited issues that need to be addressed and has an impact on the environment was leaks, which caused emissions to escape. For many assets/machines, simply performing condition monitoring by using various tools to check for leaks (imaging, ultrasound, vibration), can have a profound effect.

Also, overall having maintenance done regularly on assets, can make sure they run smoother for a longer period and decreases the need for costly repairs and in the worst circumstances, replacements. Each repair and/or replacement increases the environmental impact, as parts/machinery/equipment need to be disposed of.

While many plants have been reducing their emissions, some still have a long way to go. Driving by an industrial area with large plants and seeing all the smoke coming from the stacks tells you more can be done.

But what? We asked our experts to point out how facilities can make themselves more eco-friendly in the

short and long term.

Here are some of their comments:

James Reyes-Picknell - “Short term upgrade to improve energy efficiency, waste handling, use newer technologies when replacing older systems and equipment. Long term consider programs aimed at energy efficiency, improved air quality, balancing of air distribution and exhaust systems.”

Stan Shantz - “Short term, focus on setting up measures and implementing simple CI initiatives. Longer ter m, implement measures that can track and quantify asset management and maintenance operations’ impact on the corporate environmental sustainability initiative.”

Hugues Therrien - “The first step is to identify the performance of assets today. Which elements of a plant have the potential for efficiency improvements? There are a lot of low hanging fruits that can be targeted with the right focus. It then comes down to planning the activities for improvement and prioritizing the opportunities with the biggest impact.”

Susan Lubell - “Considering increased use of electric vehicles when the travel distances are within range and charging facilities exist or are being built. Locations of new or expanded production facilities near public transit or providing company transit like shuttle buses to encourage staff to carpool. Ongoing training of maintenance workers to be able to maintain the newer equipment.”

Erika Mazza - “Applying for incentive programs can help drive the change in the short term. Starting to be green not just on the strategic level but on the practical level, on all aspects of the work environment, it needs to become a culture of working green.”

Read the Greening Maintenance Operations article on page 20.

MARIO CYWINSKI Editor mcywinski@mro.ca

ESTABLISHED 1985

FALL 2023 Volume 39, Number 3

READER SERVICE

Print and digital subscription inquiries or changes, please contact Customer Service

Angelita Potal, Customer Service Administrator Tel: 416-510-5113

email: apotal@annexbusinessmedia.com

Mail: 111 Gordon Baker Rd., Suite 400 Toronto, ON M2H 3R1

EDITOR Mario Cywinski 226-931-4194 mcywinski@annexbusinessmedia.com

SENIOR PUBLISHER Paul Burton 416-510-6756 pburton@annexbusinessmedia.com

NATIONAL ACCOUNT MANAGER Ilana Fawcett 416-829-1221 ifawcett@annexbusinessmedia.com

BRAND SALES MANAGER Chander Verma 437-218-0941 cverma@annexbusinessmedia.com

AUDIENCE DEVELOPMENT MANAGER Beata Olechnowicz bolechnowicz@annexbusinessmedia.com 416-510-5182

MEDIA DESIGNER Graham Jeffrey ACCOUNT CO-ORDINATOR Trish Ramsay 416.510.6760 tramsay@annexbusinessmedia.com

PRESIDENT/COO Scott Jamieson sjamieson@annexbusinessmedia.com

Machinery and Equipment MRO is published by Annex Business Media, 111 Gordon Baker Rd., Suite 400, Toronto ON M2H 3R1; Tel. 416-442-5600, Fax 416-510-5140. Toll-free: 1-800-268-7742 in Canada, 1-800-387-0273 in the USA.

Printed in Canada

ISSN 0831-8603 (print); ISSN 1923-3698 (digital)

PUBLICATION MAIL AGREEMENT #40065710

Subscription rates.

Canada: 1 year $65, 2 years $110. United States: 1 year $110. Elsewhere: 1 year $126. Single copies $10 (Canada), $16.50 (U.S.), $21.50 (other). Add applicable taxes to all rates.

On occasion, our subscription list is made available to organizations whose products or services may be of interest to our readers. If you would prefer not to receive such information, please contact our circulation department in any of the four ways listed above.

Annex Privacy Officer Privacy@annexbusinessmedia.com 1-800-668-2374

No part of the editorial content of this publication may be reprinted without the publisher’s written permission © 2023 Annex Business Media. All rights reserved. Opinions expressed in this magazine are not necessarily those of the editor or the publisher. No liability is assumed for errors or omissions.

NEWSWATCH

SKILLS AND TRAINING SKILLED TRADES ONTARIO TO LAUNCH CERTIFICATES AND WALLET CARDS

Skilled Trades Ontario will begin issuing over 17,500 certificates of qualification and over 200,000 wallet cards to apprentices and cer tified skilled trades workers across the province, this summer.

“This is an exciting milestone for thousands of skilled trades professionals,” said Melissa Young, CEO and reg istrar, Skilled Trades Ontario. “Not only do certificates of qualification and wallet cards serve to validate credentials, they are a testament to the hard work, resilience and unwavering dedication behind every cer tified skilled trades professional. I look forward to seeing them proudly displayed on worksites and in businesses across the province.”

Over the coming months, skilled trades professionals in compulsory and non-compulsory trades who

received certification after January 1, 2022, will begin receiving their certificates of qualification in the mail. Cer tificates of qualification issued prior to January 1, 2022, will continue to be valid and recognized by Skilled Trades Ontario.

“It’s an honour to be one of the first recipients of the Skilled Trades Ontario certificate of qualification,” said Matthew Culber t, general machinist, Linamar. “After years of hard work and perseverance, I am proud to be able to hang this on my wall.”

Beginning this fall, wallet cards will be issued to apprentices and certified compulsory and non-compulsory skilled trades professionals.

A certificate of qualification is an official document that proves that a person is qualified to work in a particular skilled trade in Ontario. To obtain a cer tificate of qualification, individuals are required to have passed their cer tification exam and have met all requirements to practice their trade in Ontario.

Since launching, Skilled Trades Ontario has provided online verification of the status and license details of compulsor y apprentices and jour neypersons on its online public register.

MANUFACTURING

HSPP OPENS MANUFACTURING LOCATION IN THOROLD

High Strength Plates & Profiles Inc. (HSPP) opened a new 91,980-squarefoot production facility in Thorold, Ontario. This expands its capacity for

The World of Bearings and Power Transmission...

Stainless Steel Cam and Cam Yoke

Melissa Young, CEO and Registrar of Skilled Trades Ontario

Photo: Skilled Trades Ontario

processing and distributing high-strength and abrasionresistant steel. This is the third location for HSPP, with existing manufacturing facilities in Mississauga and Sudbury.

“We have been operating at capacity over the last few years,” said Jason Brock, president, HSPP. “We knew we had to expand. The Thorold location is a great strategic fit, featuring onsite transloading for rail as well as good access to marine transportation offered by the Thorold Multimodal Hub, further strengthening our supply chain connections. The new facility increases our overall corporate footprint to 173,000 square feet, and gives us room to expand inventory, add equipment, and take on more work in a way that we could not do before.”

The new location will have new production equipment, including high-powered plasma and oxyfuel cutting machinery,

cranes, and machining and brake-forming equipment. Once all the equipment is installed, the location expects to add up to 50 new jobs to the City of Thorold.

“Bringing back jobs is so important,” said Terry Ugulini, Mayor of Thorold.

The Thorold Multimodal Hub is a 500-acre multimodal industrial complex adjacent to the Welland Canal. To-date, over 25 companies have located at the Hub.

LEADERSHIP

STARRETT NAMES TERRITORY SALES MANAGER FOR ONTARIO

Henry Feng has been named as the territory sales manager for Ontario, Canada at The L.S. Starrett Company, a global manufacturer.

“We are very pleased to welcome Henry to the company,”

said Michael Connor, sales and marketing director Nor th America, Starrett Industrial Products. “He has extensive management and territory sales experience in the manufacturing and technology fields, including a successful track record of establishing and growing key accounts.”

Feng’s has experience in management roles in business development, national accounts and ter r itory sales, including eight years with Acklands Grainger. He holds an MBA in Marketing and Finance from Schulich School of Business in Toronto, Ont.

PEMAC QUEBEC CHAPTER NAMES NEW PRESIDENT

PEMAC has named Eric Martel,

as the president of the PEMAC Quebec Chapter.

“We extend our heartfelt congratulations to Eric on his well-deserved appointment as the President of the PEMAC Quebec Chapter. We are confident that his vision, expertise, and passion will propel our chapter to even greater success, benefitting all maintenance, reliability, and asset management professionals in Quebec. Please join us in welcoming Eric Martel to his new role and offering him our full support as he embarks on this exciting journey,” PEMAC said in a statement.

Martel’s experience provides him with understanding of the industry.

PEMAC mentions that it is “confident that under Eric’s guidance, the Quebec Chapter will reach new heights of success and continue to serve its members with unwavering dedication.”

bushings, sprockets,

Ball Bearings

Cylindrical Bearings Spherical Roller Bearings Split Pillow Blocks

Adapter Sleeves Locknut & Lockwashers Slewing Rings Rod End Bearings

Ball Bearing Units Stainless Steel

Spherical Plain Bearings Bronze Bushings

Photo: The L.S. Starrett Company

Henry Feng

Collision technology show continues to grow

The show, which celebrated its fifth year in Toronto, has brought $188 million into the local city economy since 2019 (for in-person conferences), including $77 million projected for this year’s show, according to Destination Toronto. The show has already been confirmed to be coming back to Toronto in 2024.

“We’re delighted to be in Toronto for another year, and to welcome a record number of attendees and women-founded start-ups to Canada. This is possibly one of the most diverse conferences we’ve ever run, with hundreds of women-founded start-ups, initiatives such as our Indigenous Attendee Program, and community partners like Black Innovation Alliance helping to broaden representation at tech events,” said Paddy Cosgrave, founder and CEO, Collision.

Collision, which continues to grow year-over-year, this year saw 1,727 start-ups and partners from 76 countries (of which 1,497 were start-ups and 230 were partners), representing 30 industries. Of the start-ups, 30 per cent this year were women-funded (466 start-ups), a record for the show. Also on hand were trade delegations from 75 countries, including from Italy, Brazil, Pakistan, and Portugal.

Apart from the networking at the show, the presentations by 1,426 speakers and media members from 42 countries, was the most important part of the show. With many stages (a centre stage, five secondary stages, two pitch stages, and the women in tech lounge stage) for attendees to view presentations, there was never a lack of information to take in.

In all, 20 different tracks were designed for the attendees to participate in. They included: auto/tech and talkrobot, crypto, planet and tech, sportstrade, corporate innovation, future societies, and many others. Other parts of the show included the

BY MARIO CYWINSKI

women in tech program, a plethora of press conferences/announcements in the Media Village, roundtables, Q&A stage, growth summit, start-up showcase, money conference, health conference, and more. This year, 36 per cent of all speakers were women.

Speakers at the show included: Adam Selipsky, CEO, Amazon Web Services; Jeremy Legg, CTO, AT&T; Sheila Jordan, senior VP and chief digital technology officer, Honeywell International; Geoffrey Hinton, the ‘godfather of AI’, University of Toronto; and Colin Murdoch, chief business officer, Google DeepMind.

AI was also front and centre at the show, with presentations including The AI gold rush; In Conversation with the Godfather of AI; How AI is changing the world; Generative AI: the next evolution in media; Built to

last: responsible AI starts with responsible business; and AI: the inflection point is now.

On the manufacturing side, Volkswagen Canada was on hand with two of its electr ic vehicles prominently displayed. The ID.4 SUV, and the ID.Buzz (an EV take on the classic VW Bus). VW is planning on building an EV battery plant in St. Thomas, Ontario, with construction set to begin in 2024, and production to begin in 2027.

The Automotive Parts Manufacturers’ Association (APMA) of Canada also was on hand with its Project Arrow, as part of Project Arrow Global Tour 2023.

“Being the only Automotive Manufacturer in North American to participate in Collision helped make our par ticipation the perfect fit. Collision represents the future of technology and we showcased an amazing AI interactive experience,” said Lynne Piette, director, marketing, VW Canada.

A big part of Collision is its commitment to community initiatives. For 2023, it had 35 community partners to help in its commitment to underrepresented people in the technology industr y. Included as part of the initiatives were the Indigenous Attendee program, and the Amplify initiative.

The show will return to the Enercare Centre in Toronto on June 17 to 20, 2024.

A full house was on hand at the Collision show.

The Collision technology show brought together over 36,000 attendees representing 118 countries to Toronto’s Enercare Centre.

Photos: Mario Cywinski

Conducting effective workplace inspections

BY CANADIAN CENTRE FOR OCCUPATIONAL HEALTH AND SAFETY

dust. Psychosocial hazards affect mental health or well-being, like excessive workload, workplace stress, bullying, or violence and harassment.

The inspection team

Health and safety committee members and representatives are a good choice to carry out formal inspections, especially if they have received training or certification. The inspection team should have knowledge of regulations, procedures, and potential hazards, and experience with the work involved.

Engineers, maintenance personnel, occupational hygienists, health and safety professionals, supervisors or managers may be a part of the inspection team, or they may be called upon to help with certain aspects of the inspection or to help explain equipment or processes. Supervisors may be included in inspections and should remain objective and receptive to feedback. Any hazards must be reported whether a supervisor is on the inspection team or not.

Inspection good practices

Never ignore a hazard because you feel you do not have the knowledge to make an accurate judgement of safety. Ask questions and be sure to note each item of concern, clearly describing the hazard and its exact location in your notes. Take photos as needed.

Inspections help identify hazards, and to uncover underlying causes, assess risks, and determine corrective actions.

Planning the inspection

Collect all the relevant information beforehand. Useful documents include a diagram of the inspection area, inventories of equipment, hazardous products and chemicals, past inspection records, and customized checklists. Consider every workplace element, including personnel, equipment, materials, processes, and the environment.

Note the number of workers, demographics, shift schedules, and supervision in the workplace. Inspections of equipment should include machinery, tools, and any safety devices and PPE that may be required with their use.When inspecting materials, include any parts, ingredients or chemicals used.

When inspecting processes, consider how the worker interacts with the other elements in a series of tasks or operations. The working environment is the workplace structure and setting, including conditions that surround workers.

Pay particular attention to items that are unsafe or unhealthy conditions because of stress, wear, impact, vibration, heat,

corrosion, chemical reaction, or misuse. You’ll want to inspect areas where no work is done regularly.

How to spot hazards

Hazards typically occur due to unsafe conditions and practices involving workplace elements. During inspection, look for safety hazards such as those caused by inadequate machine guards, hazardous energy, and operational or stationary vehicles. Look for proper housekeeping, are machinery and tools stored properly? Are walkways clear and do workers have enough space to operate equipment safely? Hazards may also exist where there is a lack of fall protection or in confined spaces.

Other types of hazards to look for and record: biological hazards, like bacteria, mould, and viruses, and chemical hazards, which include hazardous solids, liquids, vapours, gases, dust, fumes, or mists. Ergonomic hazards caused by improper work methods, incorrect handling of materials, and poorly designed workstations, tools, and equipment.

These place physiological and psychological demands on the worker that can lead to musculoskeletal injur ies. Physical hazards caused by noise, vibration, weather, heat or cold, radiation, pressure, and combustible

Draw attention to the presence of any immediate danger to the area supervisor. Request that any immediately hazardous item be shut down, locked out, and tagged out by a competent and authorized person until it can be brought to a safe operating standard.

Observe the work environment and consider ergonomic risk factors such as awkward body positioning, repetitive motions, and increased force. Rather than operating any equipment yourself, ask for a demonstration from the operator. Speak to workers when it is safe to do so, asking them questions about job design, work pace, as well as workplace stressors and workload management.

Do not rely only on your senses. If necessary, have a competent person measure levels of exposure to chemicals, noise, radiation, or biological agents. Regularly check the regulatory requirements in your jurisdiction for workplace inspection requirements.

The key to establishing an effective workplace inspection protocol is to be consistent, thorough, and meticulous in following up on all reported hazards and the prescribed actions to correct them. By reviewing inspection reports regularly, the health and safety committee can identify trends and monitor the progress of the recommendations, contributing to the continual improvement process for the occupational health and safety program.

As an essential part of a health and safety program, regular inspections help identify and control hazards to keep workers safe.

Considerations in the selection and maintenance of oil seals

The concept of sealing is the sealing line, an unbroken continuous band or area of contact between the seal and it’s mating surfaces, that will effectively and continually stop fluid movement from a pressurized area to an area of lower pressure. Anything that interrupts the sealing line, such as expansion, contraction, motion, shock, vibration, or contaminant migration across the sealing line, will create or increase leakage.

Static seals are those used in any application where there is no movement between mating surfaces. Common static seals are O-rings and gaskets. O-rings are effective seals because they will return to their original shape after deformation; however, because they are elastomers, O-rings will shrink up to 16 times as much as metals when

the temperature drops. Therefore, some connections leak constantly at temperatures that are well below zero. Solutions to this problem are to use an O-ring of a larger diameter or to reduce the clearance gap between the mating surfaces.

Gaskets are the oldest sealing method still in use. Gaskets absorb the entire load across the mating surfaces, and the force required to crush the gasket and establish the sealing line can be very high. Under this constant preload, the gasket material will relax and creep, causing the entire joint to loosen.

Dynamic seals are those used in systems where linear or reciprocating motion is part of the operation. Typical applications are hydraulic cylinder use. Every dynamic seal design is a compromise between the prevention

of leakage (past the rod end) and the reduction of wear (in the area where the seal edges and rod surfaces meet). When selecting dynamic seals for these applications, friction, wear, system temperature, fluid viscosity, system pressure and fluid compatibility with the seal material, must be considered. Contaminant particles in the fluid, or those carried into the system during cylinder rod retraction can cause serious sealing problems. Abrasive or embedded particles trapped between the seal and the reciprocating surface can gouge leakage paths in the rod or cylinder wall. Several variables must be considered when selecting oil seals. There are nine factors that designers and maintenance engineers must evaluate when oil seals are specified.

Q | Does the maintenance group know the speed of the shaft to be sealed?

Logic: Shaft speed and effective sealing is a function of the shaft finish, run out, housing bore and shaft concentricity, the type of fluid being sealed and the type of oil seal material.

Q | Does the maintenance group know the operating temperature?

Logic: The temperature range of the equipment in which the seal is installed must not exceed the temperature range of the seal elastomer material. See Chart 1 (next page).

Q | Is the maintenance staff aware of the pressures that the seals must withstand?

Logic: Most conventional oil seals are designed only to withstand very low-pressure applications, about eight PSI or less. If additional internal pressures are present or anticipated, pressure relief is necessary.

Photo: Sergei Ramiltsev / iStock / Getty Images

Simply, a seal is a device or method that prevents or reduces the passage of a fluid between two surfaces.

BY L. (TEX) LEUGNER

Q | Is the maintenance staff aware of the importance of the material hardness of sealed shafts?

Logic: Longer seal life can be expected with shafts having a hardness of Rc 30 or more.When exposed to abrasive contamination, the hardness should be increased to Rc 60.

Q | Is the maintenance group aware of the importance of sealed shaft surface finish?

Logic: The most effective sealing is obtained with optimum shaft surface finishes.The sealing effectiveness is directly affected by the direction of the finish tool marks and the spiral lead. Best sealing results are obtained with polished or ground shafts with concentric (no spiral lead) finish marks. If you must use shafts with spiral finish leads, they should lead toward the fluid when the shaft rotates, otherwise leaks will occur.

Q | Is the maintenance staff aware of the importance of bore and shaft concentricity?

Logic: When the bore and shaft centres are misaligned, seal life will be shortened, because the

wear will be concentrated on one side of the sealing lip.

Q | Is the maintenance group aware of the importance of shaft and bore tolerances?

Logic: Best seal performance is achieved when close shaft and bore tolerance are present. Other factors include shaft eccentricity, endplay, and vibration.

Q | Is the maintenance group aware of the importance of shaft run out?

Logic: Run out must be kept to a minimum. Movement of the centre of rotation is usually caused by bearing wobble or shaft whip. When coupled with misalignment, this problem is compounded. Contrary to popular belief and common practise, the installation of flexible couplings cannot correct or compensate for misalignment.

Q | Is the maintenance group completely familiar with and knowledgeable of the lubricants used in all equipment using seals?

Logic: Seals perform much better and longer when they are

Viton Kalrez Butyl k53 Buna N

Neoprene EPDM Polyethylen Thiokol 3060

Polysulphide Mylar Polypropylene Nylon

elastomers Teflon

AcrylonitrileButadienee

continuously lubricated with oil that has the correct viscosity for the application and that is compatible with the seal lip elastomer or O-ring material. Seal incompatibility, particularly with certain additives and some synthetic lubricants is important. It is also important to determine if the synthetic fluid being considered is compatible with any machine coatings or paint.

Synthetic polyglycols,

polyalphaolefins, alkylated aromatics and diesters are generally compatible with the seal materials in See Chart 2 (above). One exception is Diester fluid, which is not compatible with neoprene or low nitrile content Buna N seals. Another exception is polyalphaolefins, which are not compatible with EPDM seal materials. If in doubt, contact the seal and synthetic lubricant manufacturers.

L. (Tex) Leugner, author of Practical Handbook of Machinery Lubrication, is a 15-year veteran of the Royal Canadian Electrical Mechanical Engineers, where he served as a technical specialist. He was the founder and operations manager of Maintenance Technology International Inc. for 30 years. Tex holds an STLE lubricant specialist certification and is a millwright and heavy-duty mechanic. He can be reached at texleug@shaw.ca.

Chart 2

* General data provided by various manufacturers.

Lubrication of Industrial Fans

over an extended period. This is particularly useful where fans may be difficult to access for frequent lubrication.

• Grease helps seal out contaminants such as dust, dirt, and moisture which can contribute to premature wear and failure of fan bearings.

BY DOUG MARTIN

• Grease simplifies the design of the overall system as there is not a need for extra equipment related to the delivery system.

• Grease can be delivered in several ways such as a lube tech with a grease gun, by single point lubricators or by multi-point lubrication systems.

Managing grease lubrication

Select a grease type that is suitable for the fan’s operating conditions, temperature range, load, and speed. Typically, an NLGI 2 grease is used, with a base oil viscosity ranging from ISO VG 100 to 150 mm2/s at 40C, with a mineral oil and a lithium or lithium complex soap. When reading the product data sheet of a grease, be sure that it states that the grease is intended for a fan application (or similar).

Determine the appropriate lubrication frequency based on the fan’s operating conditions including the fan’s environment. Calculation programs are available online at bearing manufacturers sites.

Industrial fans are used to control air quality, temperature, and humidity, and to provide ventilation and maintain safe working conditions.They are essential in a wide range of industries including manufacturing, mining, agriculture, and construction. In terms of criticality, they can range from low to high priority, and if they go down, the process is shut down.

Let’s discuss the lubrication of the fan shaft rolling element bearings and when and why grease or oil is appropriate.

Bearing reference speed

The bearing reference speed is an important parameter for determining whether the bearing can be run in grease or oil. The reference speed is published by bearing manufacturers and in a simple sense it is approximately the speed when the bearing generates more heat than it can dissipate.

However, this is not an exact number, rather it is a basis for a calculation that considers the loads applied to the bearing and often the “adjusted” reference speed is lower than the published reference speed. To determine the adjusted reference speed, you can enter the bearing load and speed data into online programs offered by bearing manufacturers.

If the fan requires the bearing to run faster than the adjusted reference speed, then some form of cooling needs to be used to help remove the heat. Typically, that cooling comes in the form of an oil circulation system.

Grease lubrication

Grease lubrication is the most common method used to lubricate the fan shaft bearings. It offers several advantages in fan applications

• Grease forms reservoirs inside the bearing and the bearing housing and provides sustained lubrication

Apply the recommended amount (dose) of grease to each bearing. Bearing manufacturers publish formulas based on bearing type, size and where the grease will be applied (to the centre of the bearing or to the side of the bearing).

Smaller fans use unit ball or roller bearings that have integral seals. These seals can be “blown out” by excessive grease added at a single time. Bearings in split pillow blocks typically have labyrinth seal which generally allows the excess grease to escape so they are not as sensitive to over greasing. In either case, if you feel the bearing needs more grease, add the proper dose more often (don’t increase the dose itself).

Regularly monitor the fan’s performance and conduct inspections to identify any signs of inadequate lubrication, excessive heat, abnormal noise, or vibration.

Limitations of grease

When using grease there are limitations placed on the allowable bearing speed, which is based on the applied load and

Photo: Kuznietsov Dmitriy / Adobe Stock

How an enclosure manufacturer integrates safety, efficiency, and automation protocols.

the type of bearing.These limits are published in bearing manufacturers catalogues. For example, a fan with a 3 15/16” shaft has the following speed limits for grease lubrication (when the applied load is considered normal):

• Self-Aligning Ball Bearing

3,600 RPM

• Spherical Roller Bearing and CARB

1,800 RPM

As discussed, as the loads change the allowable speeds change.

Oil lubrication

Oil lubrication is another, but less common method, used to lubricate shaft support bearings in industrial fans, particularly in high-speed and heavy-duty applications. Oil lubrication offers several benefits.

• Oil can remove heat (which grease cannot), making it suitable for applications with higher speeds, higher loads or when the process temperatures affect the operating temperature of the bearing.

• Oil lubrication is always a better “lubricant” as is more readily forms a full lubrication film than as only small amounts of oil are bled into the rolling contact area.

• Since different ISO grades can be chosen, the oil provided to the bearings can be more easily adjusted to accommodate the application condition than greases.

oil condition, checking/changing the filtration, monitoring temperature of the oil at different points, monitoring the bearing temperatures, vibration levels of the bearings and fan system.

To this point, the reliability of the oil system is critical to the proper functioning of the fan system. Although most fan systems function well with grease as the lubricant, some fans operate at speeds and

temperatures that require an oil circulating system. It is important to be aware of the limitations of grease and to know when it may be time to convert to an oil system to improve the reliability of the fan.

Douglas Martin is a heavy-duty machinery engineer based in Vancouver. He specializes in the design of rotating equipment, failure analysis, and lubrication. Reach him at mro.whats.up.doug@gmail.com.

Considerations and steps for oil lubrication

Choose an oil that is suitable for the fan’s operating conditions, temperature range, speed, and load. Consult your lubricant supplier for the appropriate grade for the specific application conditions. Alternately, bearing manufacturers offer calculations for selecting the needed oil viscosity for a given bearing at a given speed operating at various temperatures.

Depending on the fan’s design and complexity, it may have an oil bath or require an exter nal oil lubrication system. Ensure that the oil reservoir is adequately sized and designed to provide proper cooling.

Implement a condition monitor ing practice for the oil system that includes checking the level, sampling, testing the

Depending on the fan’s design and complexity, it may have an oil bath or require an external oil lubrication system. Ensure that the oil reservoir is adequately sized and designed to provide proper cooling.

cleaning process simply involved large industrial sized washer and dryers, and a pickup and delivery service. Also, assuming that the industry was low on the technology scale and needed a minimal maintenance skill level to service and maintain the equipment. Talking with my colleagues about how they presumed the industry, they concurred with my assumptions. Well, I was completely wrong.

Focus on the linen, uniform and facility services industry

An industry that has existed for many years, and anyone working in an industrial environment, has been exposed to its service.

BY PETER PHILLIPS

This service industry does not get much press and operates in the background, providing essential services to almost every industry and service sector.

The business supplies, launders, and maintains linens, uniforms, towels, mats, and other products for about 100 locations in Canada. You may know it has industrial or commercial laundry or linen supply or textile rental or services. Today, The Association for the Linen, Unifor and Facility Service Industry (TRSA) is a worldwide association that promotes and protects the industry and call it “linen, uniform and facility services.”

The industry services hospitals, manufacturing, food processing, restaurants, and more. Anywhere there is a high volume of cleanable linens, fabrics and uniforms this industr y is present.

For example, many of us who have been involved in manufacturing and processing have used unifor m cleaning services for many years and have given it little thought, if we have fresh and clean uniforms and coveralls to wear.

Linen and unifor m service companies rent most items to customers with fees for laundry and pick-up/delivery included in the rental charge, such as industrial uniforms, linen garments, tablecloths, napkins, walk-off mats, towels, and mops. Some items such as high-fashion garments or promotional items are customized with a customer’s company logo and are sold directly with or without laundry service, while others are leased without laundry service, including outdoor walkoff mats and some uniforms.

Businesses that cannot economically launder textiles

in-house have been the best customers. Fine-dining restaurants are the classic example because of their extensive use of linen napkins and tablecloths.

Manufacturing and auto-related business owners whose workers’ uniforms are soiled with oil and chemicals require the heavy-duty laundering of a professional service. Increasingly, hospitals and other medical services and hotels have closed their on-premises laundries in favour of higher quality, more cost-effective and environmentally friendly rental services.

Last January the TRSA asked me to co-facilitate a roundtable for general managers in the linen and uniform industry, with a focus on their recruiting of maintenance professionals. In preparation for this online event, I endeavored to learn about the industry. Prior to my education, my assumption was the industrial

Researching on the TRSA web site (www.trsa.org) and with conversation with Ken Koepper (director of member and industry relations) showed how this industr y is just as technologically advanced as any manufacturing facility. The equipment has sophisticated control systems that process and sor t the linens and uniforms through barcodes and RFID labels that interface with high end tracking systems.

Most people envision a “washing machine” as a unit comparable in size to a home washer. however, the smallest such machine used for regular laundry work by a linen and uniform service accommodates loads over 20 times the size of the largest high-tech home unit. These more closely resemble manufacturing facilities than laundromats and operate with increasing proficiency with great attention towards workplace safety practices.

The economies of such massive equipment result in high efficiency and add sustainability by using up to 250 per cent less water and 160 per cent less energy per pound of laundry than consumer s’ machines. Such central laundering also relieves workers of the burden of washing their own work clothes, which prevents carrying contaminants from their workplaces to their homes, a plus for hygiene and disease prevention.

Millions of Canadians and Americans benefit each day from clean, comfortable, professionally laundered linens, uniforms, and other textiles, and other products for businesses from the linen, uniform, and facility services companies. Industrial uniforms are supplied to an estimated 20 million workers in all industries;

Photos: Ken Koepper, TRSA

linens and towels are provided to hundreds of thousands of facilities. Most customers receive deliveries at least weekly from a laundry or service center as the industry deploys a fleet of more than 25,000 trucks.

From a production and maintenance perspective linen and unifor m services measure the same key performance indicators (KPIs) as any other manufacturing and processing companies. KPIs such as machine availability, equipment breakdowns and stoppages. They monitor work order compliance, analyze failures, and employ maintenance best practices and quality control.

My research left me with a new understanding and respect for this industry.

The online event included general managers from several dozen textile, linen, and uniform facilities across the Canada and the USA. We discussed the challenges within the industry of attracting new skilled people and

those looking to switch careers into the linen, uniform, and services industry.

Here are some of the more significant benefits when considering a career in this fast-moving highly technical industry.

• It has technology to challenge technicians and maintenance managers’ skills and abilities.

• Projects where engineers can sink their teeth into numerous projects and use their education and knowledge to improve equipment and processes.

• Room for career advancement

for those who are so inclined.

• Hour s of work are flexible as many facilities run one or two shifts 5 days a week, which is a great advantage for growing families. Identifying, recruiting, and retaining maintenance personnel, par ticularly skilled, knowledgeable managers, is one of the industr y’s most troubling issues. Through an internal task force working on certificate programs and other assessment tools, TRSA is assisting companies in developing the skill sets and

improving retention of these valuable employees.

In short, this industry provides maintenance and training oppor tunities for highly skilled technicians in a secure career in both the USA and Canada. They provide extensive professional development though TRSA and their training and apprenticeship programs.

In the end, I came away with a whole new respect for the industry and the people collecting and delivering linens, and unifor ms at manufacturing and processing plants. The technology and processes are certainly impressive.

Peter Phillips is the owner of Trailwalk Holdings Ltd., a Nova Scotia-based maintenance consulting and training company. Peter has over 40 years of industrial maintenance experience. He travels throughout North America working with maintenance departments and speaking at conferences. Reach him at 902-798-3601 or peter@trailwalk.ca.

Hydraulic weighing solution for the heaviest loads

Inaugural Machinery Alignment Specialist certified training program took place at the CMVA Technical conference.

BY LUCAS DEMYSH

Conventional weighing systems used in harsh, heavy industrial applications, such as petrochemical tank measurement and steelmaking processes, have some critical deficiencies.

First, the systems rely on load cells, a type of mechanical force transducer exposed to the rigors of daily operations. As a result, conventional load cells must be overdesigned to meet the anticipated shock loads, sacrificing resolution and accuracy.

Second, conventional load cells require micro-volt sensitive electrical wiring and connections rated for extreme heat, grease, oil, and fluids. To meet safety requirements and maintain reliability, this requires frequent recalibration and unscheduled repairs that disrupt production.

Another significant deficiency with conventional load cells is inaccurate readings. The commissioning calibration of a conventional weighing system processor requires multi-point calibration to formulate a bestfit polynomial that describes the physical characteristics of the multiple load cells working in unison.

If a load cell is stressed beyond its yield point, residual stresses remain, and the original polynomial no longer reflects the new physical characteristics. Unfortunately, multi-point recalibrations are rarely performed in the field, so this frequent error is seldom discovered. In conclusion, all values are incorrect except for the zero and the single point derived from the test weight.

After commissioning, the common procedure for recalibrating the weighing system is to adjust the zero and span to match a known test weight (two-point calibration). The assumption is that the polynomial describing the physical characteristics of the combined load cell system remains unchanged.

Conventional load cells, by design, are limited to single-axis measurements. Side loads are deadly. The readings cannot be trusted when one or more conventional load cells get overloaded due to dynamic shock loads. Diagnosis is impossible until a system

recalibration with a test load is performed. Finally, the weighbridge of a conventional load cell system must always be free and clear of debris. Unfortunately, the weighing system is often inaccurately recalibrated because it is stuck, which can continue undetected for weeks or months due to production schedules.

An unconventional solution

The hydraulic weighing system is completely different from conventional weighing systems because the hydraulic load cells are dynamic, which means they can be stowed for protection against shock loads and deployed as required. The hydraulic pressure is coupled to a custom high-precision digital pressure transducer located in a safe environment away from the production area via small diameter (1/4”) hydraulic tubing and flexible hoses wherever movable joints are desired.

Each measurement transducer has a minimum accuracy of 0.010 per cent = approx. ±32 pounds, a precision of 0.0015 per cent = approx. ± five lbs, based on a max load of 317,816 lbs per transducer. The typical hydraulic weighing system configuration uses four independent transducers, providing a

combined system accuracy of approx. ±64 lbs, and a precision of approx. ±10 lbs, based on a maximum evenly distributed load of 1,271,200 lbs per system.

Another important benefit of the hydraulic weighing system is its dynamic operation. Its ability to be deployed and stowed helps keep the weighing system free from binding or getting stuck.

In addition, the system can be remotely cycled (exercised) at any time, especially during normal production, making the hydraulic weighing system inherently self-correcting, preventing binding, and keeping it highly functional and dependable.

Key benefits

• Simplicity – pressure multiplied by the piston area equals the load (complex polynomial not required).

• Never drifts out of calibration, ensuring reliability.

• Pressure transducer redundancy. Multiple pressure transducers can be installed on a single circuit to provide independent cross-checks, ensuring the true pressure is continuously measured. This presents a warning to investigate if all the same-circuit transducers are not reading the same values.

• The hydraulic load cell can be designed so the side-load capacity is almost the same as the vertical load capacity. This is impossible with a conventional load cell.

• Almost imper vious to overload conditions (over-pressure is relief-valve protected).

• Available new environmentally-safe fire-resistant-approved hydraulic fluids that can be cooled and cycled through the cell for high-heat applications.

• Higher resolution than conventional load cells (overdesign not required).

• Special materials and exotic surface treatments are applied to minimize internal friction.

The steel mill perspective

Metallurgical Sensors Inc. (Metsen) conducted research that found primary and secondary steel mills are having overwhelmingly negative experiences in their steelmaking processes from using conventional electro-mechanical (strain-gauge) type load cells, which are inadequate weight measurement systems.

Many steel mill visited had a derelict or abandoned weighing system intended to weigh the contents of the metallurgical vessel. Instead, the operators resorted to “estimating” weights based on freeboard for liquid metal or slag and size and shape for shredded scrap steel or slabs and billets.

For complete article, visit: mromagazine.com/features/ hydraulic-weighing-solution-for-the-heaviest-loads/

Photo: Lucas Demysh

Principles of planning and scheduling

Not only do we spend excessive time creating and forever adjusting a detailed weekly schedule, but we also usually underload it to allow for reactive work.

Instead, the purpose of scheduling is to help us complete more work than normal. A simple list of work from the ready backlog serves to focus the crew supervisor to complete extra work. We do not need to schedule each day a week ahead. We must also fully load the schedule to match the available craft hours for the next week to defeat Parkinson’s Law. “The amount of work assigned expands to fill the time available.”

The following six principles of planning and six principles of scheduling show how to implement these programs effectively.

Principles of planning

Unfortunately, the ranking also declared planning and scheduling to be the most difficult programs to master. Planning and scheduling can frustrate almost everyone. However, because this frustration comes from simply misunderstanding the purpose of planning and scheduling, we can tweak our thinking and succeed. We can apply easy principles to harness phenomenal power in completing more proactive work and executing better quality work for all jobs.

“Planning” sounds like telling craftspersons how to do their jobs, and have all spare parts on hand. Most craftspersons resent someone telling them how to work. They pick apart every job plan and complain when any

part is not ready.

Instead, the purpose of planning is to have better plans over the years. Planners simply give head starts and need craftsperson feedback to make the head starts better the next time.

Essentially, we are applying the continuous improvement of the Deming Cycle. Tell craftspersons that we expect them to exercise their judgment and skill.

“Scheduling” sounds like a master grid for the next week to set expectations and gain good schedule compliance. However, real-life maintenance has a terrific amount of daily churn: we have both slow and fast craftspersons; we do not know exactly what repairs are needed, and we do not know what reactive work will suddenly appear.

The first three principles of planning are (1) protecting planners, (2) focusing on future work, and (3) saving job plans at the asset level. Management must actively protect planners from all clerical work, being grabbed as extra craftspersons, and being put on various projects and committees. Planners must focus on giving head start plans for nearly all the incoming work requests. They must not help jobs-in-progress to the exclusion of planning all the incoming requests. Also, to complete the improvement cycle, planners must create the job plans for specific assets. Craftspersons know how to work on a generic pump, valve, or whistle. The planners need to plan for that one specific pump or valve. What is special about that one asset that the craftsperson wants to remember next time?

The next two principles of planning, (4) the labour estimate and (5) the level of plan detail, keep the planners from becoming bogged down on specific plans. Do not become overly concerned with the accuracy of the labour hours. A decent judgment on the part of the planner is sufficient to help assign and schedule work. Make the plan as detailed as possible, subject to the constraint that we must plan all the work.

Super-detailed plans help a new person and can be a reference for a senior person, but we cannot start there. Our aim is to put more detail in the plans over the years as we have time. Do not let the labour estimating and detail-setting keep planners

Photo: Olga

A Texas water utility commissioned a ranking of opportunities to improve their utility. Planning and scheduling was ranked as one of the most beneficial programs.

BY DOC PALMER

from getting most of the work through the Deming Cycle of continuous improvement.

The final principle of planning concerns (6) wrench time. Studies show that typical workforces only spend about 35 per cent of their available time moving jobs ahead. The other time is spent getting parts and tools, in crew meetings, in breaks, and even travelling around the site.

Proper planning and scheduling should advance wrench time to about 55 per cent, a 57 per cent boost (55/35 = 1.57). Meaning if we are completing 100 work orders per week, we could be completing 157 work orders. This bump answers the management question, “how can we complete mo re proactive work when we have our hands full of reactive work?” This principle deals with the measuring itself: Measuring wrench time is not necessary, but if we do, we should use a statistically valid method. Simply following people around or asking them to report their own wrench time does not give best results.

Principles of scheduling

The six principles of scheduling are that we need (1) planned work, (2) a credible priority system, (3) the week as a timeframe, (4) fully loaded schedules, (5) supervisors doing daily schedules, and (6) schedule compliance between 40 per cent and 90 per cent. We need planned jobs for the time estimates. We also need a credible priority system to facilitate breaking the schedule today or this week and want to know what can wait until next week or longer. The single week is the right timeframe for productivity.

A single week is long enough to allow bundling of common area work and short enough to avoid shifting plant priorities. In addition, the schedule needs only be a simple batch or list of work. Then, we must load the schedule to 100 per cent of the next week’s labour capacity to defeat Parkinson’s Law. We simply leave the daily scheduling to the crew supervisor to handle as the week unfolds.

We must also properly understand schedule compliance. Our objective is not scheduling compliance itself. Our objective is to complete more work than normal. In practice, scores below 40 per cent indicate supervisors are ignoring the schedule and we fail to get the pop in productivity. Scores above 90 per cent indicate we are not loading the schedule enough to defeat Parkinson’s Law and we fail to get the pop in productivity.

Understand the purpose and apply the fundamental principles of proper planning and scheduling for a competitive edge. The phenomenal power of proper planning and scheduling shows up almost immediately in

completing about 50 per cent more work than normal. Since we always manage to complete reactive work, new work is proactive work we could never complete. Work backlogs drop, which gives labour to staff more proactive programs. Low backlogs also encourage operations to start reporting more little problems that head off reactive events. Equally phenomenal, but more gradual and thus harder to perceive, is the working more intelligently from the

growth of improved job plans applying lessons of the past across our workforce.

Doc Palmer, PE, MBA, CMRP is the author of McGraw-Hill’s Maintenance Planning and Scheduling Handbook and helps companies worldwide with planning and scheduling success. For more information about online help and currently scheduled public workshops including Alberta and Ontario visit www. palmerplanning.com or e-mail Doc at docpalmer@ palmerplanning.com.

Greening maintenance operations

BY MARIO CYWINSKI

Keeping engines in tune and fuel system adjustments in spec helps minimize fuel consumption. In the case of variable frequency (speed) drives, the drive control apparatus must be kept free of dust and dirt. Electrical panels and cabinets often have cooling fans and air filters - they must be clear and able to pass air for correct cooling to keep electrical devices operating with their design ranges.

Climate change is on everyone’s minds today, and the maintenance industry is no exception. From reducing leaks to make sure environmentally unfriendly substances don’t escape, to using AI, drones, and other technology to keep an eye on hand to get assets, or replacing current assets for a more efficient version; maintenance managers have their hands full navigating the new reality.

We reached out to experts come from utilities, manufacturing, analytics, asset management, and consultant ser vices, to get a complete look at how greening maintenance operations is being done. They include Susan Lubell, principal consultant, Steppe Consulting Inc.; Erika Mazza, Acting Project Manager, Systems Policies Process Group - Works Department, The Regional Municipality of Durham; James Reyes-Picknell president and principal consultant, Conscious Asset; Stan Shantz, Co-founder and vice-president,

Perspect Analytics Inc.; and Hugues Therrien, Head of ABB Motion Services, Canada.

What effect do maintenance activities have on the environment?

LUBELL: Predictive maintenance activities that detect fug itive emissions are a key to detecting and repairing leaks quickly, thus avoiding unwanted emissions. In the case of instr ument air leaks, detection and repair of leaks can result in reduced requirements to compress the air, thus a reduced energy demand to produce the compressed air. It may also mean that existing compression systems are adequately sized to meet plant operating demands.

Predictive or condition-based maintenance that is performed while the equipment or asset is still running minimizes the number of times that assets go through star t-stop cycles, thus avoiding any emissions or off-spec product that might occur during this transition in operating state.

Design and component choices, like installing low emission valve packing, further minimize fugitive emissions.

MAZZA: Maintenance activities are executed during the longer phase of the asset life cycle so they can either have a positive or negative impact on the environment. It comes down to how harmful are the consumables we use; how frequent the maintenance activities are done and the way we disposed of the waste generated from these activities. Maintenance activities also impact the efficiency of the asset, hence the environment footprint they draw.

REYES-PICKNELL: Equipment operating at peak efficiency consumes the least energy. Well maintained equipment can be operated at that point, provided it is suited to the role that operations use it for. Energy conversion is degraded if the motor operates too hot, so maintaining the motor’s cooling fins helps in keeping energy consumption optimized.

Good proa ctive condition monitoring using ultrasound, thermal imaging and vibration analysis can spot equipment that is deteriorating, find leaks, identify electrical faults while they are still minor. Acting on any defect while it is still early in its degradation state can help in terms of energy efficiency.

When equipment must be replaced, a like for like replacement may miss opportunities for applying technolog ical advances that help in energy conservation, consider the latest technologies that are available and the benefits they may have.

SHANTZ: Maintenance activities can have either a positive or negative impact on the environment. For example, a person is assigned to change out a defective 100hp electric motor. The motor is driving a gearbox through a multi-V belt drive system. The person feels pressure to complete the repair quickly. They install the electric motor and make a business decision to avoid taking the time to align the belts properly. They will generate a new work order to go back and properly align the belts. However, they are called to an urgent job before developing the new work order and forget to generate it.

Misalignment can increase

Photo: shaunl

MRO spoke with a cross-section of maintenance and asset management experts to get their perspective on how maintenance activities can be more environmentally-friendly.

the energy draw of the electric motor by up to 10 per cent. That means you must purchase 10 per cent more electricity, which means additional carbon emissions because of a business decision not to take 30 minutes to align the motor correctly. Multiply this a plethora of electric motors at a facility, and you see the impact maintenance activities have on the environment.

THERRIEN: Maintenance can extend the lifecycle of equipment, which means the turnover and disposal of components is less frequent. With planned rather than unplanned maintenance this can be even more effective, avoiding downtime, reducing wasted resources, and ensuring predictability. The right level of performance of equipment can save energy and CO2 through optimised equipment performance and the avoidance of unplanned interventions. For example, significant improvements in energy saving are possible with the correct set up of a motor and drive combination, less physical interventions mean less travel and good maintenance can avoid early replacement and disposal of components.

How do you see the maintenance world changing to become more environmentally friendly?

MAZZA: Innovation on new consumables that are ecofriendly are key to reducing waste, AI predicting with more accuracy preventive maintenance models that will reduce the number of interventions but keeping the asset reliable, industry eco responsibility being now embedded on the strategic asset management plans that then cascade down to how eco responsible we execute out maintenance activities. These are changing the way we do business and improve positive effects of the maintenance activities.

REYES-PICKNELL: Our first step is to recognize our role in protecting the environment around us. We need to keep “stuff” contained where it belongs and address breaches of that containment quickly if it occurs. Survey to identify possible locations where maintenance may not have been “set up” originally and include it on inspection routes. Inspections may be enhanced using specialized monitoring equipment or using drones that are set up to read signals from “near field” devices or use vision systems to spot anomalies such as leaks, ultrasound to detect leaks, infra-red to identify defects in thermal insulation or possible electrical device problems in hard to access areas.

Specialized robotics (autonomous or remote operated) may take over some hazardous functions in shop environments or handle remote activities in difficult or dangerous locations. Robots don’t get tired and

make mistakes, so if they are programmed correctly, some repetitive jobs could be removed from the human maintainer and placed in the “hands” of the robot, eliminating human error risk.

THERRIEN: Products themselves are becoming more reliable with lower component counts and less frequent maintenance required. This is moving in the right direction to help the environment. Maintaining each asset’s reliability is a part of the equation, but expertise should be focussed on maintaining the best efficiency standards of a fleet of assets. It may benefit the application with replacement and upgrades to take advantage of new technology to deliver better environmental performance. Also, circularity is a topic that is important in the maintenance industry now. Recycling and re-use of equipment and tools are examples. How to extend the lifecycle while improving performance is a key question to address.

LUBELL: Greater use of compressed air tools; focus on detecting and repairing sources of fugitive emissions and air leaks; more options for recycling of used components. Also, solar powered battery back-ups in more remote locations; and installation of wind turbines to generate electricity at remote mining sites. Finally, an increased demand for maintenance skilled trades with competency in maintaining renewable energy production equipment such as wind turbines, solar panels, or hydroelectric power.

What are some steps that have been taken recently that are making maintenance more sustainable?

SHANTZ: There are some simple steps manufacturers can take to be more sustainable. Instead of changing the oil regularly, r un the oil through a “kidney” machine, change the filters and top up if required. Test the oil through an oil analysis to determine if it needs to be changed or if you can add additives to bring the oil back to OEM standards. This approach uses less oil and minimizes spills, which can drive environmental sustainability.

Focus trades and technicians on quality of workmanship. Help them understand how their daily decisions affect the environment. Quality of workmanship standards helps floor employees to make the correct business decision to balance production throughput and environmental sustainability. Marry the equipment reliability program to the corporate environmental sustainability initiative. This enables the ability to properly manage the corporate environmental risks.

THERRIEN: The real opportunity going

forwards with sustainable maintenance practices comes from digitalisation. Being able to monitor, in real time an asset’s performance both from a reliability perspective but also monitoring its efficiency will help. Going further, with better analytics and AI technology, maintenance will be more predictable and help operators to make better manual and automated decisions for their asset performance and application.

MAZZA: In Canada some tiers of government offer incentives for power consumption reductions that could be a direct result of an efficient asset perfor mance. Sustainability is becoming a cornerstone for competitiveness in the industry, cascading in reviewing maintenance strategies to support the achievement of corporate goals.

What can facilities do to be more eco-friendly, short and long term?

REYES-PICKNELL: Short term - maintain to high standards. Upgrade to improve energy efficiency, waste handling, using newer technolog ies as the need to replace older systems and equipment arises. It’s gradual and piece-meal, but it can eventually result in a big change. Survey buildings for thermal, water and air leaks - correct or upgrade as needed. Long term - consider programs aimed at energy efficiency, improved air quality, balancing of air distribution and exhaust systems.

SHANTZ: Short term, focus on setting up measures and implementing simple CI initiatives. Longer term, implement measures that can track and quantify asset management and maintenance operations’ impact on the corporate environmental sustainability initiative. Then focus on linking employee behaviour and technology to bring asset management and maintenance operations into sink with the corporate environmental sustainability initiative.

THERRIEN: About 45 per cent of the world’s electricity is used to power electric motors in building and industrial applications. The first step is to identify the performance of assets today. Which elements of a plant have the potential for efficiency improvements? There are a lot of low hanging fruits that can be targeted with the right focus. This is the starting point, and the potential can then be identified. It then comes down to planning the activities for improvement and prioritising the opportunities with the biggest impact.

LUBELL: Considering increased use of electric vehicles when the travel distances are within range and charg ing facilities exist or

are being built. Locations of new or expanded production facilities near public transit or providing company transit like shuttle busses to encourage staff to carpool.

Ongoing training of maintenance workers to be able to maintain the newer equipment. For example, different skills and techniques are required to maintain electric battery vs diesel engine city busses or mining equipment, or to service solar panels and wind turbines.

MAZZA: Applying for incentive programs can help drive the change in the short term. Starting to be green not just on the strategic level but on the practical level, on all aspects of the work environment, from going paperless to highly efficient toilets, it needs to become a culture of working green.

What are the greenest assets, and which need updating the most?

THERRIEN: Investments to stay ahead, improve sustainability and manage reliability will always be continuous improvement topics. The digital options available to manage this will help along this journey. However, for plant assets there are things to consider. Firstly, the assets themselves and how investing in the most efficient equipment can contr ibute to the overall green goals.

Roughly 75 per cent of industrial motors in operation run on pumps, fans and compressor s, a category of machinery that is highly susceptible to major efficiency improvements. Secondly, the application of the assets. Meaning installation and upgrades but also how equipment can work together to meet the plant specification and perform efficiently. For example, a simple motor application, operating a pump or fan. Motor performance has evolved over time and many were oversized in industry. Replacing the motor can save energy if done with the right technology and applied properly. The IE4 motor standard specifies energy losses at 15 per cent lower than the IE3 variant. Add a variable speed drive and optimizing the configuration could increase energy efficiency even further. Finally having a maintenance strategy to ensure the perfor mance continues or is improved upon for many years should be considered.

MAZZA: There are many green assets in the market, starting with facilities type of assets built from recycled materials, biodegradable, energy efficient and long-lasting life c ycle. We need to improve the way we dispose them after we are done with them, the type of consumable they required during their maintenance and operation phase of their life cycle.

SHANTZ: Municipalities and large cities

are ahead of the manufacturing sector in environmental sustainability because they have no choice. The changes in weather due to climate change directly affect the life expectancy of their assets and the safety of citizens, who fund them through taxes.

How can asset efficiency make a facility more sustainable?

LUBELL: Reduced energy demand through better insulation, modernizing HVAC systems and keeping them properly maintained, window design, lighting choices.

MAZZA: Efficiency is directly connected to the number of resources require to maintenance and operate any asset, the less and greener resources are used, the more eco-sustainable the overall performance of the organization is.

REYES-PICKNELL: Efficiency translates to lower cost and that makes a facility more profitable. Profitable assets tend to last longer than those that are not. By making the best use of energy through efficient systems and equipment we reduce the facilities carbon footpr int and make the building

more “attractive” to those of us who are concerned with the environment.

SHANTZ: More efficient the processes - human and technology - the more sustainably and profitable the organization is.

THERRIEN: Sustainability and maintenance aren’t either/or questions, they go together. With regulations driving the green agenda there is a lot of work to do to come into line. The performance and availability of a plant is important to stay competitive and operate successfully. Agendas should be joined up and are not separate topics. For example, a conventional pumping application has a system efficiency of around 28 per cent and with the right assets, application and support can be improved to over 80 per cent. Sustainability, efficiency, and circularity should be integral considerations when developing maintenance strategies, which in turn should go beyond reliability alone. Managing and driving asset performance can save energy, CO2, and money, and will ensure the best performance of the plant to be competitive. The key is having the right plan with the right execution.

WHAT’S NEW IN PRODUCTS

BACKSIDE ILLUMINATED TDI CAMERA

These coupling are designed to work with Kurt hoses including Tuff and EZ-Bend hoses, marine hoses (KEH & KHT), one-wire braided hose (R1, R17), two-wire braided hose (R2, R16, R17, KT), all size R12 non-skive (6-32), 4SH non-skive (12-24), and pressure wash hose. kurthydraulics.com

ES SERIES SPRING CHECK VALVE

Teledyne DALSA, announce its Linea HS 16k backside illuminated (BSI) TDI camera is in production. This camera offers enhanced sensitivity and is ideal for near ultraviolet and visible imaging applications, and photoluminescence and life science imaging.

Linea HS 16k BSI uses Teledyne DALSA’s charge-domain CMOS TDI 16k sensor with a 5x5 μm pixel size and delivers a maximum line rate of 400 kHz aggregate. Compared with front side illumination (FSI), the BSI model improves quantum efficiency in the near ultraviolet and visible wavelengths and boosts signal-to-noise ratio for imaging applications in light starved conditions. The Linea HS 16k BSI camera uses a CLHS data interface that delivers 6.5GPix/sec data throughput in a single cable. An active optical cable enables a longer cable length, which eliminates the need for a repeater, significantly improving data reliability and reducing system costs. teledynedalsa.com/imaging.

STAINLESS STEEL COUPLINGS

Chemline Plastics ES Series spring check valves feature a PTFE-covered stainless-steel spring for positive closing, and a new disc design. ES Series requires very low liquid head pressure to close, therefore it has more flexibility as to where valves may be placed in a piping system. It also has high corrosion resistance.

Spring check valves include:

Sizes: ½ to 3”;

• Body: PVC;

Ends: socket, threaded, flanged, chemflare;

• O-rings: EPDM or FKM. chemline.com

QM22 SERIES MINIATURE ENCODER

Durability: QM22 encoder is built with a fully encapsulated rugged housing that ensures optimal operation even in challenging industrial environments.

electromate.com

STAINLESS STEEL BALL LOCK PINS

Fairlane Products full stainless steel quick release ball lock pins that have a wide range of applications. They will not release until the button on the handle is depressed, allowing the balls to retract into the shank.

The full stainless steel ball lock pins and handles come in a variety of configurations: button, ring, nautical and domed versions. The quick release pins are available in a variety of lengths and diameters from 3/16 to 1/2 in. nominal diameter and five to 16 mm nominal diameter with shanks made from both 17-4 and 300 series stainless steel.

Fairlane Products full stainless steel ball lock pins also come with accessories such as full stainless flanged receptacles, stainless end caps and wire or rope lanyards. fairlaneproducts.com/

ONLINE CONFIGURATOR FOR NOZZLE CLEANING STATIONS

Tregaskiss online configurator for its Tough Gun TT4 reamer robotic nozzle cleaning stations. The configurator allows users to customize their analog or ethernet reamer for their application.

Kurt Hydraulics stainless-steel couplings for applications requiring wash downs, are manufactured from high carbon grade 316 SS with high nickel and chromium content, which provides resistance to chemical attack and corrosion. The couplings meet or exceed SAE specifications and are U.S.C.G. accepted.

Available fitting styles include female straight swivel, 37o JIC female 90 o bent tube swivel, 37o JIC female 45o swivel, male pipe NPTF rigid, male pipe NPTF swivel.

Quantum Devices’ QM22 series optical incremental encoders feature a 22mm diameter, providing a space-efficient, high-resolution solution that meets requirements of modern applications in robotics, automation, and more.

Key features

Size: Its small form factor enables integration into tight spaces in a wide array of applications, including but not limited to, robotic arms, automated guided vehicles, and medical equipment.

Resolution: The QM22 encoder series offers resolutions up to 2,048 cycles per revolution or 8,192 counts per revolution when used with a x4 count quadrature decoder.

Users follow a series of steps to configure a reamer model, first selecting the V-block and cutter blade to match the outside diameter and bore of their robotic MIG gun nozzle. Users then select from various add-ons, including a wire cutter or nozzle detect.

The configurator then provides a summary of the selections, along with a part number for the reamer. Users can access downloadable replacement parts lists, exploded view diagrams and more that can be printed, saved in PDF or shared via email.

Accessories (sold separately) can be added such as a reamer stand, anti-spatter liquid and an anti-spatter multi-feed system. tregaskiss.com

Energy Solutions saved EMC members nearly $62,000,000 in the last 6 years!

Through Canada’s largest and only not-forprofit energy buying group for manufacturers, EMC is helping hundreds of manufacturers and processors to mitigate energy price volatility and access savings, driving waste and costs out of their supply chain.

For over 20 years, EMC has offered the WSIB recognition program to Ontario manufacturers. We are a WSIB-approved HSEp provider that will help you along the journey to Health and Safety excellence.

Developed in collaboration with the country’s leading manufacturers, the Learning Centre provides an extensive catalogue of learning options to suit the needs of all employees, including self-directed online, virtually facilitated and in person training.

MRO Pro Tip Breakdown after Inspection is a clue

BY JAMES REYES-PICKNELL

Determining the right maintenance tactics requires insight into how things fail, and the available technologies to identify failures that are in prog ress. Another big clue to a tactic that isn’t working is the occurrence of a failure shortly after you perform an intrusive inspection.

Inspections often require at least partial disassembly of equipment to gain access for visual observations and measurements. Once done, you reassemble and return the equipment

to operation. Often these inspections are bundled with other “service” activities like oil and filter changes, and minor adjustments. Some of those activities likely needed to be done (e.g.: oil and filter change), others may not. If the inspections are intended to catch defects that would ultimately result in degraded performance, then instead of disassembling, you can often use one or more forms of condition monitoring. Monitor the equipment performance, or vibrations, ultrasound emissions, and thermal images.

One of the most common types of failure is known as “infant mortality” where the asset fails far earlier than expected and usually not long after an intervention that involved shutdown, cool down,

and disassembly. Materials or parts used might be wrong, especially if there was a rush to find something, and errors can be made - by the maintainer (especially if rushed), and by operations when starting back up. Cooling and heating back up (thermal cycling) can gradually loosen fasteners and cause gaskets to deteriorate and fail). Those can all lead to premature failures. If it happens after an inspection, as one colleague puts it, you’ve inspected to failure.

If you experience those failures, typically after overhauls, after inspections, after shutdowns, reconsider your maintenance tactics. There is often a better way to confirm performance and condition than opening up for inspections.

FULLY-LOADED FOR MORE.

The ALL-NEW Kubota SVL75-3 is a compact track loader that combines loads of reliability, capability and comfort in a complete package. It features reliable simultaneous hydraulic performance to outwork tough challenges. Modern telematics, auto downshifting, and a rearview camera make operation a breeze. With a compact track loader like this, you get it done from one job to the next.