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Machinery and Equipment MRO
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Vol. 38, No. 3 Established 1985 www.mromagazine.com Twitter: @mro_maintenance Instagram: @mromagazine Facebook: @MROMagazine linkedin.com/company/mro-magazine Reader Service Print and digital subscription inquiries or changes, please contact Beata Olechnowicz, Audience Development Manager Tel: 416-510-5182 Fax: 416-510-6875 email: bolechnowicz@annexbusinessmedia.com Mail: 111 Gordon Baker Rd., Suite 400 Toronto, ON M2H 3R1 Mario Cywinski, Editor 226-931-4194 mcywinski@annexbusinessmedia.com Paul Burton, Senior Publisher 416-510-6756 pburton@annexbusinessmedia.com Monica Ferguson, Associate Editor 416-510-5206 mferguson@annexbusinessmedia.com Ilana Fawcett, National Account Manager 416-829-1221 ifawcett@annexbusinessmedia.com Lisa Zambri, Media Designer Catherine Giles, Account Co-ordinator 416-510-5232 cgiles@annexbusinessmedia.com Scott Jamieson, COO 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.
Happy days for Ontario's automotive manufacturing
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n the not too distant past, Ontario was scrambling to get investments for its automotive production plants. General Motors closed its Oshawa Assembly plant, while other OEMs reduced shifts at their plants across the province, namely Windsor. There were numerous reasons for the reduction, but the cost of building vehicles in Canada was much higher than in other parts of the world (most notably in Mexico and the Southern US). However, not too long before the COVID-19 pandemic ravaged the manufacturing sector, things began to turn around. All the major players (Ford, Honda, GM, Stellantis, and Toyota) made massive investments in their Ontario production plants. Back in early 2019, I was in attendance for two announcements and plant tours for Toyota Motor Manufacturing Canada (TMMC), which is Toyota Canada’s manufacturing arm. One announcement was for the first RAV4 rolling off the line in Cambridge and Woodstock plants. Second, it was announced that new Lexus NX (and NX Hybrid) would be built at its Cambridge plant in the future. Earlier this year, this came to fruition as the first vehicles rolled off the production line. Ford was next to invest, as in 2020, they announced that their Oakville Assembly Complex would be turned into a battery electric vehicle manufacturing facility, while their Windsor plant would introduce a new engine program. Ford expects to have the Oakville plant ready to produce BEVs in 2024, as the process of retooling continues. This year (and late 2021) investment from the automotive industry into Ontario hit overdrive. GM reopened their Oshawa Assembly plant, currently producing pick-up trucks, while it’s CAMI plant in Ingersoll, Ont., will begin producing the BEV BrightDrop vans by the end of 2022. Finally, GM is partnering with POSCO chemical to build a cathode active material plant in Quebec. Most recently, Honda Canada and Stellantis announced investments for their Ontario plants. Honda is upgrading its Alliston, manufacturing plants to implement new technologies, processes, supply chain, and vehicle R&D programs. The plant will also become the North America Lead plant for the 2023 CR-V Hybrid. Finally, Stellantis is retooling its Windsor Assembly plant next year to produce upcoming battery-electric models. Brampton Assembly plant will be retooled and modernized starting in 2024. Smaller investments have also been made, and Ontario looks to become a production hub, especially for the next generation of electrified vehicles. To read more about the investments made over the last few years, read our cover story on page 18. Thank you,
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 © 2022 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.
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Mario Cywinski Editor
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June 2022
in this issue
Departments Editor’s Notebook / 3 Industry Newswatch / 6 Events / 8 In Conversation with Mr. O / 30
How equipment management systems improve operations / 12
Maintenance 101 / 10 Role and responsibilities of the maintenance technician. When maintenance work orders are scheduled and assigned it is the technician’s job to execute the work.
New service models can help industry maximize uptime, extend product life cycles, enhance performance and boost energy efficiency.
What's Up Doug / 14 Let's start with a discussion about effects of a lack of precision maintenance.
Step-by-step guide to build a successful precision maintenance program / 16
Product News What’s New in Products / 28
COVER STORY - Automotive Production Plants / 18
Precision maintenance as a philosophy is a vital ingredient that guarantees consistent maintenance work.
Investments in production plants in Ontario are on the rise, with manufacturers who operate in the province pledging additional money more regularly.
Asset Management / 20
MRO Quiz / 22
Equipment Management / 26
Should we consider humans an asset?
Correctly and completely interpreting oil analysis reports.
How equipment management systems can improve operations.
Social Media : @mro_maintenance : @mromagazine
: linkedin.com/company/mro-magazine : @MROMagazine
Cover | Photo: © RAINER / ADOBE STOCK
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Endress+Hauser program encourages women into STEM careers
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ndress+Hauser commences program to increase participation of women into STEM careers. It has been reaching young people through high school career fairs, college visits. Endress+Hauser Canada is in the process of recruiting for a new role in Burlington focused on training strategy and developing relationships with schools to launch the fourto-12-month engineering program for recent graduates and co-op students. The Canadian WIN program is part of a global WIN initiative by the Endress+Hauser to double the percentage of female employees worldwide by 2030 to 40 per cent. Women comprise 37 per cent of employees and 41 per cent of managers at Endress+Hauser. MRO
Photo: Endress + Hauser
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racle and Festo are joining forces to help educators create new opportunities and solve challenges at the Oracle Industry Lab. The lab opened recently and provides hands-on, simulated industry settings to experiment, learn, and bring transformative technologies to life. At the lab, visitors will interact with a Festo “Learning Factory” used in training and workforce development programs worldwide. The Learning Factory models Industry 4.0 production facilities and provides a holistic platform to understand smart manufacturing. The automated machinery uses sensors, controllers, and software to produce “lot size one” simulated cell phones. Supported by Verizon 5G Ultra-Wideband, the Oracle Industry Lab will first focus on use cases in utilities, construction and engineering, communications, and manufacturing. MRO
For more industry news and events, visit www.mromagazine.com/news
Schaeffler OPTIME wins Manufacturer Excellence award
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chaeffler was awarded the 2021 Bearing Manufacturer Excellence of Innovation in Product Design Award by the Bearing Specialists Association (BSA), for its OPTIME condition monitoring device. OPTIME is a scalable condition monitoring system that consists of wireless, battery-powered vibration sensors, cellular gateway, and app to visualize the resulting data. Designed to provide advance warning of potential damage to machines such as electric motors, fans and pumps, notification of imbalance, misalignment, and loose-fitting components. Schaeffler received the award at the BSA’s 2022 Convention. MRO
Photo: Schaeffler Group.
Festo and Oracle open 30,000-square-foot Industry Lab
June 2022
World-first electric-powered heavy transport
Carlisle Fluid Technologies appoints vice-president
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ndres Lacassie has been named as Vice–President of Sales and Marketing at Carlisle Fluid Technologies. Lacassie has over 20 years of experience in sales, marketing, and product development within multi-national corporations such as Panasonic, Danfoss, and United Technologies. MRO
Photo: Mammoet
Photo: Oracle.
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ammoet has developed world-first electric-powered heavy transport while undertaking the replacement of a production vessel at a chemical plant in the Netherlands. The Shell facility produces feedstock for a range of applications including medical equipment, car components and cellphones. Mammoet has partnered with Scheuerle to transition its self-propelled modular transporter (SPMT) fleet from diesel to renewable energy. The electric propulsion unit (ePPU) was used with four axle lines of SPMT operating in a tight area of the existing plant. As a result, not all SPMT lines could be positioned beneath the outgoing vessel, meaning it needed to be secured above the front two axle lines of SPMT, with the ePPU acting as a counterweight to balance the vessel as it was transported. A crane was then used to remove the old vessel and lower its replacement onto the SPMT in the same position. This was then moved back into place ready to be installed and commissioned. MRO
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C Photo: Classic Fire + Life
lassic Fire + Life Safety has hired over 60 new team members across its 10 locations. Since announcing its recruitment campaign in February, the company has hired eight fire alarm technicians, 21 sprinkler fitters, 13 customer care representatives, three sales staff, and nine other office staff in various departments. Positions were filled across the company’s offices in Ajax, Burlington, Cambridge, London, Ottawa, Toronto and Windsor, Ontario, and Winnipeg, Manitoba. Classic Fire + Life Safety expects to fill another 24 additional positions before July. MRO
BIG DAISHOWA appoints VP of Sales
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IG DAISHOWA Inc. has named Michael Herman as Vice–President Sales. In this role Herman will oversee the BIG DAISHOWA sales team, support the company’s distribution network, and machine tool builders throughout North America. Herman brings 40 years of experience to this role, including 10 years at BIG DAISHOWA Inc. (formerly BIG KAISER Precision Tooling Inc.). During his tenure at the company, he has continued to build and develop relationships with the sales team, distribution, and business partners. MRO
Sandvik Coromant names cluster manager
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agalie Jackson has been named Cluster Manager at Sandvik Coromant Canada. Jackson will report to Sean Holt, President of Americas, Sandvik Coromant, and serve as a member of the sales area Americas management team. In her new role, Jackson will be responsible for driving and executing all aspects of the Sandvik Coromant sales performance through both direct and indirect sales channels within her territory. Previously, Jackson held numerous positions in sales, business development and marketing with over a decade of experience in the software industry. She has worked in France, Germany, and the United States. She advised many European companies in starting and growing their businesses in North America, executing B2B and B2C expansion strategies. MRO
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Classic Fire + Life Safety hires new employees
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ENDRESS+HAUSER CANADA THINKS GREEN Endress+Hauser Canada invited special guests, company executives and media to its Burlington Customer Experience Centre Inauguration in Burlington, Ontario. The building is being hailed as one of the ‘greenest’ commercial structures in Canada. BY MARIO CYWINSKI
(From left) Drew Hauser, McCallumSather, Klaus Endress and Matthias Altendorf, Endress+Hauser; Todd Lucey, Endress+Hauser USA, and Anthony Varga, Endress+Hauser Canada.
Photos: Mario Cywinski
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he inauguration began with a press conference with Matthias Altendorf, CEO, Endress+Hauser; Anthony Varga, General Manager, Endress+Hauser Canada; Todd Lucey, General Manager, Endress+Hauser USA, Corporate Sales Director, North America, Klaus Endress, President Supervisory Board, Endress+Hauser; and Drew Hauser, Director of Design and Business Development, McCallumSather. They spoke about the company and the process and planning that went into the building, which was being built during the COVID-19 pandemic. What makes the building ‘green’? It contains over 800 solar modules on the roof, which generate over 400,000 kilowatt hours of electricity annually, covering its electricity needs. Also, a geothermal system takes heat from 50 underground wells and distributes it to the building by using 63 heat pumps. Further, windows on one side of the building capture
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sunlight, while the façade prevents heat loss. Finishing off the green theme, the atrium has a Ficus tree to improves air quality. “The Customer Experience Centre is an impressive example of Endress+Hauser’s global strategy of cultivating and managing customer partnerships. This is how we grow, in Canada and worldwide,” said Matthias Altendorf, CEO, Endress+Hauser Group. “It demonstrates our dedication to customers and our commitment to sustainability.” The new building, which is twice the size of its predecessor, is 4,400 square-metres, and contain a process training centre, large calibration lab, repair facility, training centre, and office and recreational space. “The new building is designed to express our standards as a company, not only to our customers but the public as a whole,” said Anthony Varga, Managing Director, Endress+Hauser Canada. “We can provide the best possible support to our customers over the entire lifecycle of their systems. We offer an inviting environment while setting standards for ecological building design.” The main part of the building is the process training centre, the second for En-
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dress+Hauser in Canada, but seen across the world at the company. What the centres do is allow customers to use pilot plant systems to practice operating different measurement instruments. In turn, being able to simulate conditions that they see at their own companies. MRO Endress+Hauser has maintained a presence in Canada since 1990.
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ROLE AND RESPONSIBILITIES OF THE MAINTENANCE TECHNICIAN
When maintenance work orders are scheduled and assigned it is the technician’s job to execute the work. Although this seems like a relatively simple task, we know there is more to their jobs than completing assigned work.
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outine maintenance and repair are primary duties of the technician since they play an important role in improvement of equipment reliability. For example, when carrying out assigned preventive maintenance tasks, instead of simply checking off items on the inspection list, technicians would benefit from making note of updates that need to be made to the PM instructions. In turn the planner can update the PM details and procedures in the CMMS. This way the PM becomes a living document and is continually updated to reflect the changes in the equipment. As equipment ages, more detailed inspections and repairs are required. Recording the repair and parts used during maintenance is an important part of equipment history. The information is used to update PM instructions, procedures, adjust task frequencies and identify parts to be stocked and replenished. It is critical for technicians to understand the information that must be recorded on the work order. To give technicians an opportunity to plan and organize assigned work they should receive their work order in advance, generally, at least 24 hours in advance. This provides time to check what parts are needed, which tools are available and review the work package provided by the planner and storekeeper. With the on-set of Industry 4.0 and beyond, the role of the craftsperson is growing more technical and analytic. Machine data gives a real time picture of equipment health. Technicians need to be able to analyze and interpret machine data, diagnose, and prescribe the corrective action to prevent failure. Although technician responsibilities are evolving, maintenance fundamentals are still essential. Providing high quality
Photos: Peter Phillips.
BY PETER PHILLIPS
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Technicians are like family doctors. They visit the equipment, diagnose the problem, and prescribe a solution. out on the production floor. Becoming a maintenance technician requires years of training, experience, and dedication to professional trade
work in a professional manner is an important role of the maintenance department. Maintenance departments work with maintenance teams to develop a vision and goal. This is important so that every person on the team understands the mission and their role in the project. An important element of a professional maintenance department is cleanliness and organization of technicians’ personal and team workspace. The 5s and other programs have reenergized the maintenance workspace as seen in the photographs. The personal workspaces and workshop look professional and contribute to the technicians’ work habits when they are performing maintenance
designation. Technicians are like family doctors. They visit the equipment, diagnose the problem, and prescribe a solution. MRO
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 902-7983601 or peter@trailwalk.ca.
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HOW CAN SERVICE PARTNERSHIPS DELIVER GUARANTEED BUSINESS OUTCOMES? New service models can help industry maximize uptime, extend product life cycles, enhance performance and boost energy efficiency.
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ervice organizations play a vital role in helping industry to run smoothly, reliably and cost-effectively. However, customers could enjoy better value and more sustainable operations by a shift in focus. Instead of the traditional approach of paying for maintenance, repair and replacement operations, they can adopt outcome-based models for guaranteed uptime or energy savings. Adopting this business model requires a radical rethink of the usual customer and service partner relationship. In particular, it is essential establish a
collaborative partnership enabled by digital solutions.
Connectivity is key
The advent of digital connectivity provides the infrastructure that makes it possible to offer guaranteed uptime, performance or even energy efficiency. With the pandemic came a seismic shift in the way that services are provided, as in many cases it was simply not possible to send a team of engineers to site. There has been a great deal of interest from industrial customers seeking ways to make their operations more robust
and reliable. Essentially, they want to protect themselves against the risk of any similar crisis. Implementing remote services is the solution, as it enables remote support for the repair of existing equipment, as well as installation and commissioning. Not only does this ensure business continuity, but it also reduces travel time as well as health and safety risks.
Service partnerships deliver outcome-based business models
Customers can realize many benefits by replacing outdated run-to-failure busi-
Photo: everythingpossible / Adobe Stock
BY ADRIAN GUGGISBERG
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ness models and price-driven, win-lose procurement exercises with trust-based relationships. Their service partner, enabled by digital solutions, is then able to implement a holistic approach to reduce risk, optimize performance and foster innovation. Ultimately, this will also boost sustainability by reducing waste as part of the circular economy and lowering carbon dioxide emissions. The next step is a new type of service agreement that enables customers to buy agreed levels of uptime, productivity, energy efficiency or some other KPI. The establishment of ecosystems are also being seen, which bring together service providers for the overall success of the customer’s business. They might include insurance companies, financial institutions, and businesses in the cybersecurity, AI and machinelearning fields. New business models for service are not just about reliability and uptime. They can also enhance sustainability, with energy efficiency being a massive opportunity. Remote monitoring of
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Customers can realize many benefits by replacing outdated run-to-failure business models and price-driven, win-lose procurement exercises with trust-based relationships. equipment enables the company to see where it is performing well and where it is not as efficient as it could be. For example, electric motors might be uprated to the highest efficiency levels, such as IE5. Inefficient methods of speed control, such as throttling, might be replaced by variable speed drives that can typically boost energy efficiency by 30 to 50 per cent. Payback periods for energy efficiency improvements can be as short as one to two years. In some cases, the payback might be five years, which would normally be hard to sell to customers. However, as mentioned previously, we are seeing a greater rethink towards sus-
tainability and carbon neutrality, specifically. With the opportunity to reduce their energy bill and carbon footprint, customers are making investments over much longer periods. Therefore, a five-year payback becomes much less of a barrier. The establishment of new business models, also known as XaaS (everything as a service), is already well underway in other sectors. The industrial service industry is only at the initial stages, but early adopters are likely to gain an important competitive advantage. MRO Adrian Guggisberg is Division President of ABB Motion Services.
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PRECISION BEARING MAINTENANCE
Definition: Ensuring that all maintenance practices for components associated with the bearing are at a level as to allow the maximum performance of the bearing. These include, installation practices, tools used, skills of millwrights, accuracy of mating components, alignment and balancing of the rotating assembly. BY DOUGLAS MARTIN
What were the lessons? 1.
Good well-trained mechanics know of the issues, but there is no feedback loop due to process or culture.
2.
Invoking precision maintenance would encourage a culture allowing open communication. The job plan was inadequate as it failed to include the least expensive component of the assembly in the BOM. The deficit was written into the job plan for more than 20 years without any apparent review. Whether the omission was due to a lack of knowledge about the assembly, or a cost savings was unknown.
Precision maintenance procurement
Recently. I was in a paper mill rebuild shop and was shown a part which arrived from a distributor. It was asked why the bearing part number on the distributor label was different from the bearing part number on the manufacturer label. That label had the manufacturers’ part number and the mill’s store code. There was one letter missing at the end of the part number and that single number would indicate that a critical component was not included. The millwrights were concerned that they had the correct part. Digging further, the distributor’s ordering system called out the complete manufacturers’ part number and the associated store’s code for the paper mill. As it turns out, the data field for the label printer had a limit to the number of characters and that last letter was left off the part number. In this case, all was good. The information was there to match to the job plan, the stores code matched the job plan and the manufacturers’ part number also matched the job plan. It was a
simple misunderstanding to the correct source for the number. What should be included on the job plan (and the distributors system) should be acceptable substitutes in terms of manufactures and alternate part numbers (for instance bearings with more precise run out than needed for the application).
Condition monitoring
Currently I am working with a user with a clutch assembly that had a recent catastrophic failure, leading to the vessel it was installed on being out of commission for a month. Prior to the failure, vibration monitoring was being done. Variances were noted; however, there was nothing causing an alarm or predicting the catastrophic failure. In this case the vibration readings were being taken during the time the clutch was engaged and, in this case, there is no relative motion between the inner and outer rings. In terms of bearing monitoring, there would be little worthwhile
Photo: Oner 21 / Adobe Stock
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et's start with a discussion about effects of a lack of precision maintenance. There was a case of an oil refinery that was having a recurrent failure of a fan. The mean time between repair (as the vibe crew would pick out a defect) was six months. Looking back, I remember how proud the vibe team was and how an outer ring of a bearing on display, marked in paint pen $10,000 in savings, to demonstrate their successful diagnostics. When attending the installation, the first question the millwright asked was why was the tapered adapter sleeve so loose on the shaft prior to driving the bearing up the sleeve? Indeed, it easily slid onto the shaft instead of the usual resistance of a typical adapter assembly. Looking at the adapter sleeve and noted what was the correct part number used, in reasonable condition. The part was made in France. This was unusual as I’d never seen a sleeve of this brand made there. It made me wonder if it was counterfeit, turned out, the parts were made in France; however, production ceased by the end of the 1970s. When discussing this with the planner, the job plan simply said “change bearing” but there was no reference to components, including the adapter assembly. Back to the install, this loose sleeve was replaced by a new sleeve and the fan was assembled and was no longer a bad actor.
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data to collect, as without relative ring motion, no damage frequencies would be apparent. Unfortunately, this is not an unusual situation due to the widespread use of vibration analysis and it is thought of as the panacea of condition monitoring. Also, with external service providers, the cost per point monitored is reduced when there are more points to monitor meaning assets where vibration analysis is not the best method, gets monitored by vibration analysis. With precision maintenance and failure mode effects analysis (FMEA) should be done to determine the most critical failure modes and what the most effective method is to detect it. In the case of the clutch, a visual inspection once per month with a borescope was initiated. The vibration readings were restricted to only the mode where there is relative motion of the bearing (when it would generate damage frequency). Elevate standards of precision
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where needed, capture the data that is already there. At my sessions I discuss the measurement of bearing seats and how three diametres should be taken in three planes (nine measurements total). Then discussing the allowable out of round and taper is half the diameter tolerance. This is to maintenance personnel whose job card only asks for the diameter (one single value). The irony is that will take multiple diameters and simply record the average when the data is there to at least tell that the shaft or housing is out of round (at least). They do rebut saying that this has been the practice for 20 years and the machine runs fine. Which may be true, but the extra time to document is nothing, as the machinist is already there and has set his instruments up. However, there is a difference between documentation and allowances of deviations. Nothing is wrong with the documentation of diametres, out of round and
taper, even if the specification for OOR and taper have been decided to be the same as the diameter. The data is there if something does start going wrong. In addition, it develops a habit/instils the culture of precision maintenance, so when there is an issue, the practices are in place. The bearing manufactures publish a range of tolerances for shaft and housing fits as a function of bearing loading. This directly demonstrates the understanding that the diameter tolerances are flexible based on application conditions. There is no reason why a facility cannot do the same for their machinery, based on experience and criticality to the operation. MRO 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.
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STEP-BY-STEP GUIDE TO BUILD A SUCCESSFUL PRECISION MAINTENANCE PROGRAM Precision maintenance as a philosophy is a vital ingredient that guarantees consistent maintenance work. BY BRYAN CHRISTIANSEN tablished maintenance procedures, and continuous improvement. Standard operating procedures (SOPs) are at the heart of precision maintenance programs. The company chooses a maintenance specialty that they need to perfect and develop relevant procedures to achieve its maintenance goals. Precision maintenance has several benefits, they include: • Enhanced asset reliability; • Extended equipment life;
•
Lower operations and maintenance cost; • Better safety standards; • Improved productivity; and • Motivated and highly skilled maintenance personnel. The company must fulfill specific requirements to build a successful precision maintenance program. It calls for a dedicated mindset among employees, adopting proactive maintenance at all levels of the organization. The company
Photo: © Chatchawal / Adobe Stock
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recision maintenance is a strategy that aims to maintain the quality of work and streamline routine activities. Any maintenance technician can respond to emergency or routine maintenance tasks and deliver high-quality work. Building a successful precision maintenance program takes time as the company needs to perfect work order management and inculcate a culture of best practices, adherence to the es-
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then trains its employees, develops detailed workflows and procedures, invests in relevant work tools, and perfects the documentation of maintenance work.
Building a precision maintenance program
The choice to establish a precision maintenance program is an indication that the company is focused on optimizing asset productivity, streamlining maintenance work, and eliminating waste. Precision maintenance focuses on a cultural shift instead of maintenance planning. What steps can companies follow to build successful precision maintenance programs?
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Conduct skill assessment and train maintenance personnel
The first step is to equip the entire maintenance team with the requisite skills. As the company shifts to precision maintenance, it should ensure standard quality irrespective of existing maintenance workloads. Therefore, everyone in the team needs to understand how to fix equipment defects. The company needs to conduct a skill audit and identify skill gaps. Identify the challenges employees face when performing maintenance work due to a lack of particular skills. Evaluate whether the technicians are confident to work both in teams and individually. The company can also conduct a survey to assess the willingness of employees to follow standard work procedures. Once the company identifies work challenges and existing skill gaps, it develops relevant training programs. Training enhances the technical capabilities of employees. It helps them internalize new regulations and adjust to changes in maintenance schedules.
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Audit facility to identify high-maintenance equipment
Production assets have different maintenance requirements. Some demand regular maintenance that takes a short time to complete. Others have lengthier schedules but with huge workloads and utilize hard-to-find spare parts. The company needs to balance maintenance schedules to avoid downtime among critical production assets. When beginning a precision maintenance program, companies must conduct an audit to categorize and prioritize every piece of equipment in the facility. They need to identify expensive and
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critical assets. Additionally, they must rank assets based on their failure frequency and intensity of maintenance work (planned and unplanned). By identifying high-maintenance equipment, the company can pinpoint a maintenance area that requires perfection. It can also begin scheduling for maintenance by prioritizing critical assets and those with the potential for a higher return on investment. Data from these audits offers insights into workforce requirements and work order management.
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Develop standard operating procedures and detailed maintenance workflows
At this stage, the company has a clear picture of the maintenance goals it expects to achieve. Every team member is equipped with the relevant technical skills, and the maintenance requirements for each piece of equipment are defined. The company drafts its standard operating procedures and detailed maintenance workflows. The idea is to provide a step-by-step guide that technicians can follow to conduct high-quality maintenance work. The standard operating procedures outline how to create work requests, the necessary approvals for performing maintenance work, measures for inventory control and tooling, a hierarchical order of maintenance tasks, and procedures for documenting maintenance work and material consumption. It can also define how to use digital tools adopted by the company. SOPs and standard workflows eliminate errors that would negatively impact maintenance work. There are no guesses to what measures the technician should take to resolve machine defects. Update SOPs and workflows regularly to reflect changes in the number of production assets and technological advancements.
4
Invest in appropriate technological solutions
After organizing everything, from workflows to maintenance requirements, the company needs to identify appropriate technological tools. These solutions improve the consistency of routine workflows and enhance data management. Precision maintenance is all about leveraging data to extend proactive maintenance in a facility. The most popular technology solution that unifies personnel, tool, and equipment management is a computerized mainte-
nance management system (CMMS). CMMS solutions are vital for employee collaborations, maintenance planning, tracking maintenance work, work order management, and maintenance, repair, and operation cost tracking. Other digital tools like condition-monitoring sensors remain critical for monitoring the real-time performance of assets. Companies can leverage technological solutions to track maintenance work. They can identify challenging situations and address them immediately, preventing the transfer of errors that will jeopardize the quality of the maintenance work performed. The choice of digital solutions is dependent on the company’s budget and the objectives of its precision maintenance program.
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Create a continuous improvement culture and review the progress of the program
The success of the precision maintenance program is never final. Advances in technology and production dynamics affect the reliability of maintenance programs. Each company should focus on continuous improvement through a strategic implementation of digital solutions and technical training for maintenance employees. Companies must review these programs to verify their effectiveness. Are precision maintenance programs reducing equipment downtime? How much is the company spending on maintenance? Companies can encourage continuous improvement by involving employees in decision-making. Encourage innovation among team members and reward maintenance champions. Precision maintenance as a philosophy is a vital ingredient that guarantees consistent maintenance work. It ensures that maintenance personnel deliver high-quality work. The precision reduces equipment downtime, increases productivity, and extends the life of machinery. Establishing a precision maintenance program can be hectic. It is a lengthy process that demands proper planning. Build a successful program by training employees, creating standard work procedures, using appropriate digital tools, and conducting periodic reviews to phase out obsolete workflows and standards. MRO Bryan Christiansen is the Founder and CEO at Limble CMMS (a mobile CMMS software company). He can be reached at bryan@limblecmms.com.
A U T O M O T I V E
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Machinery & Equipment MRO
June 2022
CONTINUED INVESTMENT IN CANADIAN AUTOMOTIVE PRODUCTION Investments in Ontario production plants are on the rise, with manufacturers who operate in the province pledging additional money more regularly. Quebec is also seeing investments in cleantech plants. BY MARIO CYWINSKI
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he core of Canada’s automotive production is in Ontario, with OEMs Ford Motor Company of Canada, General Motors Canada, Honda of Canada Mfg. (HCM), Stellantis, and Toyota Motor Manufacturing Canada Inc. (TMMC), all operating plants within its borders. Most of the investments are looking to the future, with electric technology, including hybrids, plug-in hybrids, and full electrics at the top of the list for vehicles allocated to the Canadian plants. Not all are electric, as TMMC has invested in building the NX (and
NX Hybrid) at its Cambridge plant. As well, GM Canada is bringing pick-up truck production back to Oshawa. While some of the plants will retool and switch over to building electrified vehicles, some will continue to build vehicles with internal combustion engines, at least in the near future. MRO has put together a run-down of the investments that have been announced over the last year. They are in chronological order (with the newest first).
Honda Canada
HCM will invest $1.38 billion over six years to upgrade its
Alliston, Ontario, manufacturing plants. HCM is partnering with the governments of Canada and Ontario, with each contributing $131.6 million. HCM plants will implement new technologies, processes, supply chain, and vehicle R&D programs, in line with Honda’s goal to reach zero emissions by 2040. HCM will also become the North America Lead Plant for the 2023 CR-V Hybrid crossover. Currently, HCM has the capacity to produce over 400,000 vehicles and 190,000 engines annually. “This represents an important milestone for Honda as we move forward in our am-
bitious vision to make battery electric vehicles represent 100 per cent of our North America vehicle sales by 2040,” said Jean Marc Leclerc, President and CEO, Honda Canada. “HCM is home to a team of remarkably talented associates who build some of Honda’s most popular and fuel-efficient products. This investment not only ensures our product and manufacturing competitiveness within Ontario, Canada and abroad, but also significantly bolsters our ongoing efforts to reduce greenhouse gas emissions to help Canada attain its overall climate targets.” Both production lines at HCM will be retooled, in turn securing jobs in Alliston and throughout Honda’s Canadian supplier network. A range of enhanced job training initiatives and expanded inclusive hiring practices, and research and development programs
Photo: General Motors Canada.
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are also part of the financial commitments. Currently the plant employs 4,200 people. The HCM complex in Alliston is four million square feet and sits on 890 acres of land. The operations performed at the plant currently include steel blanking, stamping, welding, painting, plastic injection moulding, aluminum casting, aluminum machining, ferrous machining, vehicle sub-assembly and assembly, engine assembly, vehicle testing, and quality assurance.
Stellantis
Stellantis is investing $3.6 billion in its Windsor and Brampton, Ontario plants and expanding its Automotive Research and Development Centre (ARDC). Ontario and Federal Governments are both contributing investments of up to $513 million ($287 million for Windsor, $132 million for Brampton, and $94 million for the ARDC). “These investments reaffirm our long-term commitment to Canada and represent an important step as we move toward zero-emission vehicles that deliver on our customers’ desire for innovative, clean, safe and affordable mobility,” said Mark Stewart, COO, Stellantis North America. “We’re grateful to both the federal and provincial governments for their shared vision to create a sustainable future. And, to Unifor and our workforce for their support in helping ensure the viability of our
June 2022
Canadian operations for the long-term.” Windsor Assembly Plant will be retooled beginning in 2023, seeing it transformed to support production of a new multi-energy vehicle (MEV) architecture that will provide battery-electric capability for multiple models. Brampton Assembly Plant will be retooled and modernized starting in 2024. Production will resume in 2025 when an all-new architecture will be introduced supporting Stellantis’ electrification plans. ARDC will add over 650 engineering jobs in various areas. It will focus on electrified propulsion systems, including batteries, power electronics, electric machines, motor controls, energy management and embedded software.
General Motors Canada
GM Canada is investing over $2 billion to transform its manufacturing operations in Canada. In December 2022, GM Canada plans to start production at its CAMI Assembly electric-vehicle manufacturing plant in Ingersoll, Ontario. In preparation, GM Canada recently began retooling for dedicated production at CAMI Assembly plant for its BrightDrop electric commercial delivery vans. “CAMI Assembly is playing a key role in GM’s vision for a zero emissions future,” said Marissa West, President and Managing Director, GM Canada. “We plan to retool our
Ingersoll plant in record time to support the start of BrightDrop EV production in Canada before year end.” Production of the BrightDrop’s Zevo 600 will begin in Q4 2022, at which point CAMI will become Canada’s first full-scale EV plant. A smaller BrightDrop’s Zevo 400, will begin production at CAMI in 2023. It is expected that by September prepping of the building and installing of new BrightDrop production equipment will be complete. At which point, CAMI expects to begin returning employees in October for training on the new line. Also, Oshawa Assembly, will get a third shift and add light-duty pickup production to the plant, bring the total new jobs since operations restarted at the plant to 2,600. It will now be the only GM plant to produce heavy-duty and light-duty pickups. GM also announced that it will build a new plant in Bécancour, Quebec with POSCO Chemical. The companies are working with the governments of Canada and Quebec on the $500 million Canadian facility. The Quebec-based plant will produce cathode active material (CAM) for GM’s Ultium batteries. GM plans to have capacity to build one million EVs in North America by the end of 2025. GM is targeting most components by value to be sustainably sourced, processed or manufactured in North America.
Photo: Stellantis.
Ford Motor Company of Canada
In 2020, Ford Canada, along with the Canadian and Ontario governments invested $1.8 billion to make Ford the first auto maker in Canada to build BEVs. Both levels of government invested $295 million. “With the support of the federal and provincial government, Ford of Canada is investing in the future of its Ontario-based operations, solidifying
its commitment to providing thousands of well-paying jobs in Ontario and becoming the first automaker in the country to build full battery-electric vehicles while delivering operational improvements that will maximize production flexibility to ensure we remain operationally competitive,” said Dean Stoneley, President and CEO, Ford. Ford is retooling its Oakville Assembly Complex from an internal combustion engine site to also become a BEV manufacturing facility, beginning in 2024. Ford also plans on introducing a new engine program at its Windsor plant. The Oakville plant is being modernized with a flexible manufacturing system, allowing for multiple BEV models, and installation of a battery-pack assembly line. Ford plans to have its first BEV from Oakville roll off the line in 2025. The Oakville plant is planned to be one of the highest volume BEV plants in North America.
Toyota Canada
Back in 2019, TMMC announced that it will produce the Lexus NX and NX Hybrid at its Cambridge, Ontario production plant beginning in 2022. TMMC has been producing Lexus vehicles since 2003, when it became the first facility to produce them outside of Japan. Since that time, it has produced 1.3 million Lexus RX and RX Hybrid vehicles. Earlier this year the plant began producing the NX models at its Cambridge plant. Going a bit further, in 2018, TMMC invested $1.4 billion Canadian (including funds from governments), to convert its plants to its Toyota New Global Architecture platform. As a result, TMMC began by producing the Toyota RAV4 and Toyota RAV4 Hybrid, and later the NX models. MRO Mario Cywinski is the Editor of MRO, Plant, and Food and Beverage magazines.
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SHOULD WE CONSIDER HUMANS AN ASSET? BY CLIFF WILLIAMS
Rather than argue about the term, we’ll explore how we could apply the tools and lifecycle approach we use for physical assets, to humans. Let’s walk through the lifecycles and see if we can find how it might apply to humans.
Concept
When deciding on the business case for the physical asset, useful tools like skills matrix (showing expertise required to run the business) and competence analysis (showing skills employees already have) within the organization, can be useful. Comparing the two will allow the need for the organization and concept for the position or person to close the shortcoming.
Design
How are we advertising and looking to find the right candidates for each role? Just like ensuring that the end
users, operations, and maintenance are involved in physical design, they need to be engaged in preparing the requirements for the job posting. It is common to find roles that don’t reflect the skills required, usually because lack of collaboration and too much focus on technical skills. Whereas there is minimal mention on soft skills, which have proven to be most important in leadership roles.
Acquire
When purchasing the required asset, there is an interview process. Are we asking the right questions, probing for insights and support for what has been stated on the resumé? Alternatively, are we asking the same behavioural questions that we have asked candidates for the last three years, for every position at this level? Resumés are the
candidates sales pitch, it is where they present highlights and achievements. Is it adequate to accept what it says or should we ask for an expansion on what they did to achieve this? I remember a candidate claimed to have saved his organization $500,000 by solving a hydraulic problem, only to find that, after probing, he had simply replaced a tank cover. How would you approach an advert for a physical asset and why do anything different for hiring the most suitable candidate?
Operations and maintenance
Everyone must clearly understand their roles and responsibilities; they need to know how they are being measured and more importantly why it is an important measure. It is important to ensure they have all the tools to operate
Photo: © Tiko / Adobe Stock
T
here has been a lot of discussion around the term “human asset.” Prompted from research by Dr. Monique Beedles, where she questioned the term and the appropriateness of using it based on the definition of an asset in ISO 55000, “an item, thing, or entity that has value or potential value to the organization (ISO, 2014).” Questions posed on various forums considering the use of “thing” to describe humans, the legal meaning, cultural implications, and while most postings felt the term was appropriate, there was a difference of opinion. What wasn’t discussed greatly in the conversation was the intent or suitability to word the definition that way. No-one disagreed with the idea that a human “has value or potential value to the organization.”
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successfully, the knowledge, skills, support and authority. Just as with physical assets, there needs to be consistent monitoring of performance and discussion around challenges faced in achieving the required level. Is their interference from the outside that is affecting this, does everyone understand the part they play in each other’s success? The key to these measures is ensuring that people are responsible for their results. For the maintenance side we can look at various measures. Where are they not performing as expected or desired? What is required to get them there; training, mentorship, knowledge or systems? By making sure that our employees are kept up to date with goals, changes and training, we will likely have a “well-oiled machine” as an organization.
June 2022
or repairs. It is more efficient to discuss the challenges of the learning curve before the person leaves. Even though it might cost more to have the successor hired or promoted some time ahead of the departure, the return should be in multiples. A sign we don’t always get this right is the proliferation of retirees or people who have just left, being asked back to act as a
consultant and do what they used to do before they left. As mentioned, I won’t address the term “human asset” but hopefully you can see that taking the same approach to ensure that the “value or potential value to the organization” is certainly a good alternative. Cliff Williams is author of the bestselling maintenance novel
People – A Reliability Success Story. He is a maintenance and asset management educator, and a keynote speaker at conferences worldwide, who believes success is achieved through people. Currently, he shares his knowledge and experience as an advisor on maintenance and reliability for people and processes, and asset management with TMS asset management and is a facilitator for PEMAC’s Asset Management Program.
Decommission
When we take a physical asset out of service, the human perspective is more concerned about the need to ensure they are not losing capacity or capability when someone leaves. This should lead to succession planning and developing career paths for those who might move in to fill the gaps. To achieve this properly we need the same tools mentioned in the concept phase, skills matrix and competency analysis. Without these we may end up “replacing a person” or “filling a position” without regard to what is needed to lead the organization to succeed. Another component often mentioned is labour shortage. There are several ways to address this but the simplest and probably most successful is to have those with the talent, work to create procedures that capture what they know. This could be troubleshooting procedures that suggest the logical way of approaching a problem, procedures that detail the nuances of rebuilds
Choose Nevastane for food industry applications Offering improved performance for every food industry application, Nevastane products protect your equipment and extend its working life.
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Date : 26/05/2021
TECHNIQUE
2022-05-13 09:44:50 2022-05-13 11:39 AM
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Q U I Z June 2022
CORRECTLY AND COMPLETELY INTERPRETING OIL ANALYSIS REPORTS Lubricating oil analysis is an equipment condition monitoring technique that cannot be ignored in today’s competitive marketplace.
BY L. (TEX) LEUGNER
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he return on investment with an effective oil analysis program can be 100 per cent or more. If the program is well planned and executed it will allow the maintenance department to not only predict potential problems or failures, but to eliminate many of them. The ultimate objective in any maintenance program is to improve equipment reliability.
1. Does your maintenance department have a well-trained lubrication specialist who understands the conditions that cause lubricants to deteriorate?
LOGIC: Conditions that cause rapid oil deterioration include incorrect oil selection, excessive operating temperatures, contamination including water and severe applications that deplete oil addi-
Photo: Susan_SM / iStock / Getty Images
Machinery & Equipment MRO
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Q U I Z
Machinery & Equipment MRO
June 2022
tives causing oxidation or nitration.
2. Does your maintenance department know the benefits of oil analysis?
LOGIC: Benefits include monitoring rates of component wear, viscosity, alkalinity, acidity, additive levels, contaminant types and their sources, determine optimum drain intervals and determine remaining lubricant quality.
tions or maintenance activities, improved monitoring of maintenance tasks, provide guidance for continuous reliability improvement and equipment condition can be trended (even more effectively when used in combination with vibration analysis, ultrasonic monitoring, and thermographic temperature testing).
4. Do the lubrication technicians understand the importance of how and when to obtain effective oil samples for analysis?
3. Does the maintenance department understand that effective oil analysis LOGIC: To provide effective oil analycan provide huge equipment reliabil- sis results whose interpretation can be ity improvements? trusted, oil samples must be obtained on LOGIC: Using the correct tests provides effective downtime scheduling, avoidance of unnecessary repairs, shorter repair times, improved planning for opera-
a regularly scheduled basis, preferably on an hourly recorded basis when the oil is hot and well-circulated and obtained using the same technique from the same
locations to ensure consistency.
5. Does maintenance management understand that oil analysis reports must be properly interpreted if the resulting reports are to be trusted?
LOGIC: Oil viscosity must be reported in CST at 40 and 100 degrees Celsius respectively for multi-grade oils with a tendency to shear. Viscosity changes of 15 per cent or more should be investigated immediately. Water must be monitored carefully depending on the type of equipment. A “trace” of water is about 0.1 to 0.2 per cent or 1,000 to 2,000 PPM. It is a mistake to ignore this much water in certain recirculating systems with high oil flow rates and turbulence that may experience foaming problems with as little as 100 PPM of water.
SPECTROSCOPIC ANALYSIS ELEMENT SOURCES Aluminum Al Antimony
Sb
Found in blowers, camshaft, turbo and crankshaft bearings, alloy pistons, aluminum casings, super charger/turbocharger blades, engine blocks, a component in dirt containing clay, an alloy in gearboxes and housings, some grease. Used with tin in lead-based babbitt type (journal) bearings.
Barium Ba
Detergent additive, grease additive, corrosion inhibitor, fuel additive, often found in dust and water. (Rarely an indicator of metallic wear).
Boron B
Antifreeze/coolant additive, (if combined with Na, K, P and sometimes with Si, it CONFIRMS a coolant leak), grease additive, EP additive (limited), anti-wear and mild detergent additive, a constituent found in dirt, and water.
Calcium Ca
An indication of “hard” water, detergent/dispersant additive, oxidation inhibitor, road salt, grease additive, airborne dust/dirt, cement, road salt. (Rarely an indicator of metallic wear)
Chlorine
Anti-wear additive, EP additive. (Its use is limited)
Cl
Chromium Cr
Piston ring faces, found on some pump component surfaces, cylinder liners, valve seats, gears, shafts, roller/ball bearings, chrome plating, stainless steel components, rust prevention additive.
Cobalt
Valve seats, hard metallic coatings.
Co
Copper Cu
Wrist pin bushings, connecting rod and crankshaft main bearing, cam follower roller bushings, rocker arm clevis pin bushings, connecting rod bushings, camshaft thrust washers, anti-corrosion additive (limited), thread and gasket sealant, copper-antimony, or bronze bearings, rolling element bearing cages, retainers, thrust washers, copper plating, cooling coils, anti-seize compounds, a component in some mechanical seals. (Note: CU+ZN = Brass. CU+SN = Bronze)
Indium
Some crankshaft bearings.
In
Iron Fe
Main component of steel, cylinder liners, malleable iron pistons, hardened steel camshafts, crankshafts, gears, cast iron induction-hardened rocker arms, valve bridges, alloyed steel cam follower rollers, shafts, cast iron cylinder bores, cylinder walls/liners, pistons, valve spools, engine blocks, differential/transmission housings, gearboxes, bearing shells, rust. (Always an indicator of wear).
Lead Pb
Overlay on bearing surfaces (limited use due to environmental concerns), plain bearings, babbitt bearing metals (combined with antimony and tin), soldering metals, bronze/brass components, sealing gaskets, anti-seize compounds.
Magnesium Mg
A constituent in aluminum and steel alloys, detergent additive, an indication of “hard” water, plastic components with talcum fillers, seawater intrusion, airborne dust/clay/sand, gearbox housings, cathodic protection systems.
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June 2022
In systems that contain bronze components too much water can cause severe corrosion problems. In systems that use biodegradable oils, control of water is critical to the life of the oil. The Karl Fischer water test must be part of any effective oil analysis program.
6. Does the maintenance group completely understand the use and proper interpretation of oil degradation conditions such as nitration and oxidation?
LOGIC: Oil degradation conditions can be measured by infrared scan. This test reports soot levels, nitration, oxidation, additive levels, and other conditions that affect the oil’s ability to properly lubricate. Oxidation stability can be tested using the RULER “remaining useful
life test” to assess the remaining life of turbine and hydraulic oils. Acid number (AN) is a measure of acidity based on ASTM D664 and should be monitored in critical hydraulic, gear drive, turbine, compressor, and natural gas engine oils. Accepted recommendation is to replace the oil when the AN “double” that of new oil specifications. Base number (BN) is a measure of the reserve alkalinity remaining in engine oils and is related to the detergent/dispersant ability to counteract acids based on ASTM D2896, providing accurate results of BN that decreases as oil nears the end of service life. The recommendation is oil should be changed when the BN is reduced by ½ that of new oil. (Oxidation rates increase as temperatures increase, while nitration rates in-
crease as temperatures decrease).
7. Does the lubrication specialist know the metallurgical makeup of the equipment components and the purpose of the additives in the oils that are in use?
LOGIC: To avoid confusion and unnecessary reaction it is critical that someone in the maintenance organization is aware of these considerations to ensure proper interpretation of oil analysis reports.
8. How does the maintenance group monitor dirt and dust contamination to determine filter quality? LOGIC: Effective contamination monitoring requires the use of particle counts as part of ISO 4406 standards.
Manganese Mn
Detergent additive, unleaded gasoline additive, steel components, sacrificial coatings to aid in ‘wear-in’ of new components. (As an indicator of wear, its levels should decrease)
Molybdenum Mo
Friction modifier, surface coating on piston rings, anti-wear additive, steel components, alloyed components in aircraft engines and oil coolers.
Ni Nickel
Bearing overlay, turbo charger blades, crude oil constituent, stainless steel components, valve seats, alloy steels, nickel plating, shafts, gears, roller/ball bearings.
Phosphorus P
A common anti-wear/detergent/dispersant additive, EP additive, grease additive, antifreeze/coolant additive (if combined with Na, B, K and sometimes with Si, it confirms a coolant leak), may be found in dust/dirt/clay, washing detergents and fertilizers. (Although it is a constituent of steel, it is not an indicator of metal wear)
K Potassium
Antifreeze/coolant additive. If combined with Na, B, P and sometimes with Si, it confirms a coolant leak)
Si Silicon
Anti-foam additive, dirt/dust/sand, grease additive, antifreeze additive (limited), some elastomeric seals, disc lining, gasket sealant, some synthetic oils, steel components.
Silver
Ag
Some journal bearings, gears, bushings, solder.
Sodium Na
Road salt, detergent additive (limited), grease additive, seawater intrusion, airborne dust/dirt, antifreeze/coolant additive. (If combined with K, B, P and sometimes Si, it confirms a coolant leak)
Sulphur S
EP additive, metal working fluid additive (are mildly corrosive and should be avoided where brass and bronze metals are alloyed in the component).
Tin Sn
Overlay of some connecting rod and crank bearings, surface coating on some components such as pistons, plain bearings, sacrificial overlay of moving components, bronze/brass components, solders, used with copper and antimony in tin-based babbitt (journal) bearings.
Titanium
Anti-wear additive, alloyed components in aircraft engines and turbines.
Ti
Vanadium V
Surface coatings, turbine impeller blades, valves, intrusion of heavy fuel oil, hard steel components, constituent in crude oil, residual/bunker fuel.
Zinc Zn
Anti-wear additive, oxidation inhibitor, corrosion inhibitor as in “ZDDP” additive packages used by most lubricant manufacturers, a constituent in some neoprene seals, bronze/brass components, ca thodic protection systems, solder metals. (Note: the phosphorus in ZDDP is chemically harmful to catalytic converters and titanium and boron is being investigated as potential replacement additives)
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M A N A G E M E N T
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June 2022
HOW EQUIPMENT MANAGEMENT SYSTEMS CAN IMPROVE OPERATIONS Equipment management systems help track and manage the tools and small equipment used in daily operations. Managing equipment maintenance and expenses in a cloud-based software maximizes asset efficiency and improves your return on investment.
Equipment management: spreadsheets vs cloud-based management systems
Small equipment and power tools can be as critical on the job site as company vehicles. Many fleets rely on a variety of small equipment to serve their customers. While some fleet managers only think about tracking vehicles, tool and equipment management can be just as important to your fleet’s efficiency and bottom line. An equipment management system helps ensure tools are in safe operating condition to avoid downtime, accidents, and costly
replacement purchases. Using a spreadsheet to track tools, small equipment and their usage allows an opportunity to identify problems and act before equipment fails. In addition to helping ensure proper maintenance, you can log asset assignments to help keep teams accountable. A robust equipment management spreadsheet can help track inventory and operational status, historical usage details and purchase and warranty information. Spreadsheets may not work for everyone, especially if you have a growing list of tools and equipment, as it can of-
ten be difficult to monitor assets in real time. It’s also difficult to view real-time metrics, and manual data entry often results in miscalculations. Even paper inspection forms lack efficiency. Aside from slowing down your team’s workday, issues can’t be communicated instantly, often resulting in compounded problems and costly repairs. Cloud-based equipment management systems track job-critical assets in a centralized software, automating the manual tracking process to free you up for more important tasks. With information stored on a single platform,
Photos: Fleetio
BY RACHAEL PLANT
E Q U I P M E N T
M A N A G E M E N T
Machinery & Equipment MRO
June 2022
Team members can alert managers to any safety or maintenance needs.
Catch issues early with mobile inspections
Monitoring equipment health is the best way to maximize productivity and avoid downtime. Having operators conduct routine equipment inspections allows you to closely track equipment, ensure safe operating conditions and identify any maintenance issues. Mobile inspections offered by equipment management systems keep you informed of equipment issues in real time. A configurable equipment management system can tailor inspection forms for all specialized tools and equipment. Managers are immediately notified of any inspection failures and can begin scheduling maintenance. This automated process speeds up the maintenance workflow and helps keep potential issues from falling through the cracks.
Increase equipment visibility to ensure safety
you can monitor utilization, performance, maintenance, and expenses to improve operations.
Improve accountability with remote collaboration
Since teams are often dispersed, leveraging an equipment management system is a great tool to maximize asset visibility and enhance fleet-wide collaboration. Using a cloud-based equipment management software with a native mobile app enables tracking and managing operations remotely. Fleet managers can assign equipment to certain operators to ensure equipment is properly maintained. Equipment assignments create an audit trail and hold team members accountable. When issues arise, teams can effectively communicate on a mobile device to resolve those issues and stay productive.
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Some fleets operate dangerous tools and small equipment on the daily, so anything you can do to mitigate risks and ensure safety should be a priority. Implementing safety procedures and maximizing asset visibility are the best ways to stay informed of issues and maintain safety. Equipment management systems provide increased visibility across your operation and allow you to communicate issues with your team in real time. Managers can view and update equipment status in cloud-based software to inform others of potential safety issues. Whether issues are identified immediately during inspections or on the jobsite, managers must communicate issues quickly. Marking a piece of equipment “out of service” in an equipment management system keeps all team members informed. Since broken equipment may have to stay in the vehicle until it can be fixed, consider creating a sticker to label equipment as unsafe.
Monitor maintenance from start to finish
Maintenance issues must be identified and resolved quickly to maximize uptime. Two of the biggest obstacles for managers is tracking maintenance progress and communicating needs with their team. Leveraging an equipment manage-
ment system allows collaboration on maintenance. Managers can assign mobile work orders to technicians and track repair progress from start to finish. Managers can approach equipment maintenance with preventive maintenance (PM) scheduling. Managers can automate service reminders based on usage or calendar intervals, ensuring all equipment is routinely serviced to address issues and lengthen asset lifespan.
Track utilization to determine lifecycle trends and procurement needs
While tools and small equipment may not seem expensive compared to larger assets, acquisition and replacement costs add up over time. Performing routine maintenance and monitoring utilization ensures you get the most out of your equipment. Tracking utilization in an equipment management system provides insight into how your tools are used. This data can keep track of PM, develop strategies to lengthen equipment lifespan and estimate when equipment should be replaced. By analyzing utilization reports in your software, you may notice you’re over-utilizing certain equipment, causing it to wear out quickly. From there, you can determine whether to add new equipment or potentially find under-utilized equipment in your current stock.
Monitor expenses to ensure profitability
Controlling expenses across the operation is a balancing act. When it comes to small equipment, some fleets constantly replace equipment instead of repairing it. This strategy often has a negative impact on the bottom line. Tracking expenses in a cloud-based equipment management system allows comprehensively monitor spending. With configurable expense reports, you can break down expenses at a line item level or view high-level metrics like total cost of ownership. Managing equipment in cloud-based software automatically tracks costs in real time. Managers and stakeholders can easily perform a cost analysis with configurable reports. Using real-time data allows you to make confident decisions to improve operations and maximize profitability. MRO Rachael Plant is a Content Marketing Specialist for Fleetio.
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Machinery & Equipment MRO
June 2022
WHAT’S NEW IN PRODUCTS Shockform Aeronautique portable needle-peening repair tool
Shockform Aeronautique Spiker -ES integrates E-Strip intensity measurement technology. The Spiker-ES, peening is performed using tungsten carbide needles and the process parameters are continuously monitored, controlled, and recorded. The Spiker family is used for controlled pneumatic needle peening on engines and structures. SPIKER-ES comes with an embedded E-Strip to measure the peening intensity in real-time. E-Strip has been inspired by the IoT approach, connecting machines with applications to improve data analysis and process control. E-Strip intensity measurement sensor is meant to replace Almen strips that are currently used in aerospace by OEMs and MRO industry to test peening impacts. shockform.com
Endress+Hauser’s in-line analyzer Endress+Hauser’s in-line Teqwave H analyzer monitors fluids in the food and beverage industry. It monitors sugar content in fruit juices and distilled beverages or concentration of cleaning agents. In soft drink and fruit juice production, measuring product quality is checked through its determination of sugar content and invert sugar content. For production of distilled beverages, it ensures that the alcohol content remains consistent. When cleaning plants, bottles and kegs, Teqwave H monitors different concentrations and supports dosing of cleaning agents. If the cleaning agent needs to be changed, this can be done without recalibration. For sanitation purposes, the analyser is designed with a fullbore stainless-steel measuring tube with no places inside the measuring tube where material can accumulate. Teqwave H measures concentrations at the same time using one sensor. Concentration datasets are preinstalled for the most common beverages and cleaning agents. The analyzer records multiple measured values, and forwards them to the process control systems. Complete access to all measurement data is possible at any time – by using conventional 4–20 mA or digital data transmission via Modbus TCP. www.at.endress.com/en
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Hammond Power Solutions HPS Centurion D1 Hammond Power Solutions (HPS) filter HPS Centurion D1 is designed for use between variable frequency drives (VFD) and motors when long lead lengths are used. It combines an inductor and parallel resistor network to mitigate high frequency components and voltage spikes between the VFD and motor. These filters provide protection for the motor and cables that power it and are typically used when the cable length exceeds a value that can lead to high voltage levels caused by reflected wave phenomena. The dV/dT filters provide protection to the motor by slowing down the rate of voltage increase and minimizes the damaging peak voltages that occur within the motor’s windings and terminals. HPS Centurion D1 dV/dT filter applications include oil and gas pumps, wastewater treatment plants, HVAC systems, pulp and paper, and irrigation fields. americas.hammondpowersolutions.com
Enclosures for robotics and lab automation HEMCO Enclosures are designed to enclose robots and other lab automated processes by providing exhaust air systems or HEPA filtered clean workstations. Robots integrated into existing facilities are shown to increase output, improve quality, while providing additional flexibility in the production process. Enclosures are built to protect robotic processes from contamination and personnel from hazardous fumes. Enclosures are engineered and built to exact customer size and design requirements. www.hemcocorp.com
Festo launches DSNB actuator Festo DSNB actuator is available in seven bore sizes, 11 variations, and 15 NFPA mounting configurations. Average ship time for this North American-made actuator is less than 10 days. DSNB offers polyurethane rod-wiper seal, hard anodized aluminum cylinder, and synthetic grease. For long service life, Festo utilized anodized aluminum end caps, a high strength steel piston rod with chrome plating, and composite rod bushing and PTFE wear band. The rod bearing cartridge can be replaced without disassembling the cylinder. Festo’s DSNB actuator for NFPA is for mounting applications like sorting, stacking, insertion, loading. It’s also made for lifting, clamping and for gate applications on converting machines. www.festo.com/ca
On March 22nd, Annex Business Media’s Manufacturing Group teamed up to host ADVANCE: Women in Manufacturing, a oneday virtual summit that brought together industry experts and thought leaders to promote gender equity, diversity and inclusion in Canadian manufacturing. Visit womenincanadianmanufacturing.com to view on-demand content, including videos and podcasts.
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The Podcast for MRO Professionals The podcast features conversations with industry experts about maintenance, reliability, repair, asset management, safety and operations. Topics that are of utmost importance to MRO readers. Previous guests and topics have included: • Kevin Wright, Country Manager, igus Canada Inc - The importance of plastic products in MRO; • Dr. Rafiq Ahmad, Assistant Professor, Department of Mechanical Engineering, University of Alberta - The role of additive manufacturing in the fight against COVID-19; • Scott MacKenzie, Senior National Manager of External Affairs, Toyota Motor Manufacturing Canada – Maintenance at TMMC Plants with a Focus on the Environment; • Martha Myers, Founder and Owner, Martha Myers Consulting Service – Importance of Networking and Education in Maintenance; • Doc Palmer, Managing Partner, Richard Palmer and Associates Inc – Focus on Scheduling and Planning of Maintenance; • James Reyes-Picknell, President, Conscious Asset – Managing Maintenance and Reliability; • Shawn Casemore, President, Casemore and Co Inc – Engaging Your Employees in a Safety Culture; and • Steve Richmond, CEO, Projetech Inc - How the expansion of 5G networks can benefit maintenance and repair operations MRO
Mr. O’s Tips Past Mr. O tips are now available on our web site. We have tips from many industry experts on a wide variety of MRO related topics. • Do not be afraid of change;
• Online networking during COVID-19;
• Increase affordability and efficiency with cloudbased EAM systems;
• Asset information management;
• Sustaining our environment with maintenance; • Ramping up from your COVID-19 slow-down; • Planners: The underestimated safety heroes;
• Don’t lose productivity during COVID-19, gain it; • The first step toward building a safety culture; and, • Many more.
View all the tips at mromagazine.com/mr-os-tips/ Or scan the QR code!
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