MRO November 2017 by Annex Business Media

WHICH HVAC MAINTENANCE TASKS CAN YOU HANDLE IN-HOUSE? HOW TO CONTROL VIBRATION PROBLEMS IN PUMPS AND PIPING SYSTEMS LEVERAGE CLOUD TECHNOLOGY TO MAINTAIN PUMPS Vol. 33, No. 5

November 2017

PLANNING AND SCHEDULING TRACKER COMMON KPIs QUALIFIED REPAIR SHOPS HAVE FRINGE BENEFITS

Manage

FAILURE Align CBM decisions with the goals of the organization.

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Machinery & Equipment MRO

MACHINERY AND EQUIPMENT

MAINTENANCE, REPAIR AND OPERATIONS

NOVEMBER 2017

Volume 33, No. 5 Established 1985 www.mromagazine.com www.twitter.com/mromagazine Rehana Begg, Editor 416-510-6851 rbegg@annexweb.com Contributors L.(Tex) Leugner, Douglas Martin, Carroll McCormick, Peter Phillips, Jeff Smith Jim Petsis, Publisher 416-510-6842 jpetsis@mromagazine.com Jay Armstrong, Sales Manager 416-510-6803 jarmstrong@mromagazine.com Mark Ryan, Art Director Barb Vowles, Account Coordinator 416-510-5103 bvowles@annexbusinessmedia.com Beata Olechnowicz, Circulation Manager 416-442-5600 x3543 bolechnowicz@annexbizmedia.com Tim Dimopoulos, Vice-President tdimopoulos@annexbizmedia.com Ted Markle, COO tmarkle@annexweb.com Mike Fredericks, President & CEO Machinery & Equipment MRO is published by Annex Business Media, 80 Valleybrook Dr., Toronto, ON Canada M3B 2S9; 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 CIRCULATION email: blao@annexbizmedia.com Tel: 416.442.5600 ext 3552 Fax: 416.510.5170 Mail: 80 Valleybrook Drive, Toronto, ON M3B 2S9 Subscription rates. Canada: 1 year $61.50, 2 years $97.95. United States: 1 year $105. Elsewhere: 1 year $120 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@annexbizmedia.com, 800-668-2374 No part of the editorial content of this publication may be reprinted without the publisher’s written permission © 2017 Annex Publishing & Printing Inc. 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.

PEMAC

We acknowledge the (financial) support of the Government of Canada

A digital future for maintenance

onnectivity presents unprecedented opportunity. That much was clear after attending Bentley’s Year in Infrastructure 2017 conference in Singapore in October. I also learned that Siemens and Bentley Systems had formed a technology-software partnership that is expected to accelerate digitalization and boost infrastructure project delivery and asset performance. As a keynote speaker, Helmuth Ludwig, Global Head of Information Technology for Siemens, illustrated his company’s approach towards going digital. He described how using technology, in collaboration with Bentley’s ContextCapture software, could provide an immersive digital context of a process plant, ultimately creating a 3D “digital twin” of the plant in which all components are linked through Siemens’ cloud-based, Internet of Things operating system (MindSphere). Then, using more software (Bentley’s AssetWise), the user can query the health of specific components. One can watch a motor vibrating to failure, or access a replacement motor with Siemens PLM software before having custom motor mounts designed to address the vibration problem – and then have it 3D printed! More clever things are being done across the industry. In a relatively less-complicated application, Rexnord, a manufacturer of process and motion control components, is embracing the Industrial Internet of Things through its “connected” smart gear drives that are equipped to monitor oil health in real time, detect vibration, load, speed and throughput. Through an onboard edge device, the component translates performance data into alerts and recommended corrective actions. Similarly, Schneider Electric has been on the IIoT bandwagon for some time. Its launch of the Vijeo 360 augmented reality software solution turns an ordinary smartphone or tablet into a tool for evaluating production and maintenance. Once the phone is in camera mode, the device detects critical equipment and pulls data from PLC, SCADA, or SQL databases and superimposes it next to the relevant equipment, giving operators instant KPIs to assist with troubleshooting. Maintenance technicians can access user instructions and diagrams and, for added safety, can open electrical cabinet doors virtually with no risk to themselves. From the design phase, through to product lifecycle management, connectivity has become ubiquitous. Yet, when it comes to applying these technologies, statistics suggest that firms are slow on the uptake. Consider the findings of an Infosys global study that looked at the maturity of asset efficiency strategies in industrial manufacturing worldwide. While 81 per cent of respondents are aware of the potential of machine condition surveillance for enhancing maintenance, only 17 per cent have put such principles into practice. The study, which polled 433 industrial manufacturing executives in five regions – China, France, Germany, the United Kingdom and the United States – also found that one fifth (20 per cent) believe that by 2020 they will not achieve anything beyond recognizing the potential of the IIoT or Industry 4.0 concepts. The study reveals that the rate of implementation of asset efficiency strategies varies significantly across the regions surveyed. The notion that a Canadian study would find similar discrepancies when it comes to their machine data technology maturity levels and abilities in “advanced manufacturing” or IIoT is just an educated guess. But there is no doubt digitalization is the future of manufacturing. And by extension, production processes and maintenance workflows are moving in lock step to exploit the availability and immediacy of relevant data to increase efficiency and reduce downtime.

Rehana Begg Editor

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in this issue

On Guard / 30 Industrial barrier systems help facilities operate safely and efficiently.

Departments Editor’s Notebook / 3 Industry Newswatch / 6

Cover Story - Manage Failure

Business Briefs / 9

What’s the logic behind making the choice between shutting down a paper mill to save a gearbox from catastrophic failure and risking permanent damage to the gearbox so the plant can stay on spec? Jeff Smith explains.

What’s Up Doug? / 22 Planning & Scheduling Tracker / 24 Maintenance 101 / 34 Mr. O, the Practical Problem Solver / 42 Spare Parts / 42

The HVAC Challenge / 12

Good Vibrations / 18

Some maintenance tasks can be done inhouse, others should be outsourced.

Vibrations can be a serious problem. Prevent damage in pump systems.

Product News What’s new in remote monitoring / 36

What’s new in bearings / 38

What’s new in brakes, clutches / 39

Smart Pumps / 20

Shop Talk / 26

Use the cloud to manage pump maintenance.

Repair and rebuild shops offer unique benefits. But all shops are not the same.

Cover

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Delegates learn to optimize decision-making The Plant Engineering and Maintenance Association of Canada (PEMAC) wrapped up its annual MainTrain conference at the Delta Bessborough hotel in Saskatoon (September 25-28). The annual conference promotes learning and asset management on a business and personal level, said Paul Baker, president of PEMAC’s Saskatchewan chapter and co-chair of the MainTrain 2017 conference. This year’s conference attracted about 200 attendees. Delegates were able to attend more than 40 workshops, keynotes and tours related to this year’s conference theme, “Connect, Learn, and Contribute.” The theme, which happens to be PEMAC’s tagline, has been around for a while and this was an opportunity to use it, said Cindy Snedden, PEMAC’s executive director. This year’s program included significant content in integrated strategy for maintenance management, change management, reliability centered maintenance, managing electrical power assets, and optimizing maintenance decisions with failure data analytics. The conference agenda was also purposefully designed for the Saskatoon setting, said Baker, as presentations would be delivered against an economic context that is driven by agriculture, mining, advanced technology and innovation. Barker, who is an electrician by trade and has graduated from PEMAC’s Maintenance Management Professional certificate program, said that electrical maintenance was a crowd-pulling topic at this year’s event. He said that he made a concerted effort to promote the event locally and to his personal network. “I have always worked in the electrical industry, and I took the MMP to really drive change in the electrical industry… The good thing is that it was well attended.” While organizing the event, there were concerns that electrical maintenance would be too much of a niche and not as

appealing to a broad audience of maintenance and asset management professionals, said Barker. “But my answer to that is that it’s not really a niche. It’s probably not what the organizers are used to seeing. Electrical maintenance is just as important as mechanical maintenance or any other type of maintenance.” Barker said that Saskatchewan, as a whole, is showing that there is a “thirst to learn” proper maintenance and maintenance techniques. “I mean, mining is notorious for not having great maintenance practices,” he said. “Maintenance makes up a part of asset management and to start the conversation from the maintenance side is encouraging. It’s exciting to see how organizations, such as Potash Corp. and Co-op Refineries Complex and Cameco, recognize the direction in which they need to go if they are to run a fiscally responsible organizations.

Manufacturing mindset For keynote speaker, Tina Markovic, head of Production, Potash, BHP Billiton, Canada Inc., Saskatoon, adopting a manufacturing mindset, along with digital technology, will pave the way for industry success. Markovic made a compelling case for the potential benefits of digital adoption through such technologies as mine monitoring and control systems. Prior to starting her role at BHP Billiton this year, Markovic says that, as a mining engineer, she did not have the requisite digital vocabulary to keep pace with change. “Words like digital twin, personas, use cases, user experience, and many more… Now, this is my new normal. In today’s connected world, there are many buzzwords that comprise the meaning of digital and an endless list of ideas to accompany it.” Markovic noted that by adopting a manufacturing mindset, along with digital technology, her team at BHP Billiton is able to generate greater sources of

PEMAC AWARDS GALA Every year PEMAC hands out an award to a deserving recipient who has made a significant contribution to the asset management and maintenance field. The 2017 winner of the Sergio Guy Memorial Award went to J.P. Pascoli, director, Physical Asset Management & Reliability, Cameco Corporation. A longtime member of the Board of Directors, Pascoli has been instrumental in developing the Body of Knowledge, a tool for asset management professionals.

GFMAM board members

Paul Barker

Tina Markovic

value. “For BHP, digital stands for the capabilities enabled by technology to provide situational awareness for improved safety, enhance operations for improved production, and to drive efficiencies to reduce costs.” Markovic said that the “marriage of the digital and manufacturing mindsets” would facilitate higher performance of manual systems or processes to reduce time taken, make compliance transparent, as well as increase employee engagement and learning. “It also extends value captured beyond human capability or capacity through advanced analytics,’ said Markovic, noting that improved safety, reduced variability and increasing quality through automation and centralization in an integrated operation centre can also be achieved by following a revitalized asset management program.

Knowledge exchange The sharing of best practices at a global level was made possible thanks to the presence of members of the Global Forum on Maintenance and Asset Management (GFMAM), a worldwide community providing leadership for maintenance and asset management communities, and World Partners in Asset Management (WPiAM), a partnership of professional associations from Australia, Brazil, Canada, France and the United States that work to develop and assess competence in Asset Management.

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GFMAM sent representatives to MainTrain from the Institute for Asset Management (IAM), the Asset Management Council (AMC), the Society for Reliability and Maintenance Professionals (SMRP), the Japan Institute of Plant Maintenance (JIPM), Institut Français d’Asset Management Industriel et Infrastructures (IFRAMI), South African Association for Asset Management (SAAMA), ABRAMAN (Brazil), Gulf Society for Maintenance and Reliability (GSMR), and the European Federation of National Maintenance Societies (EFNMS). Being at the MainTrain 2017 conference was a way to build on the work of “ensuring that the World Partners succeeds through good governance” and to strengthen relationships, said Sally Nugent, executive director for WPiAM, which is a joint venture between five notfor-profit organizations – Australia, Brazil, Canada, France and the United States. WPiAM was started in 2014 as a commitment to assure competency of people assessing asset management, or audit to the new Standard in Asset Management (ISO 55001). Members from three affiliate organizations that joined WPiAM this year – South Africa, Japan and The Gulf – also attended the conference.

Reaching out

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Reflecting on the conference successes and challenges, Cindy Snedden said that it has been a goal to help attendees understand how and why an asset management framework will help them. “That has been a goal for about five years, and every year we made a bit of progress. This conference really made the bells ring in terms of understanding and seeing how it will help them.” Snedden said that French Canadian delegates have also expressed that they would like to have a presence in French language and in Quebec, which supports the decision to host MainTrain 2018 in Ottawa. “PEMAC sees Ottawa as an opportunity to begin to make some progress on that goal. The MMP (Maintenance Management Professional certificate program) in the University of Quebec is called PGM. But we haven’t had a chapter or members on the ground there. So we see Ottawa and an opportunity to have something bilingual that will connect us with our members in Quebec.” MainTrain 2018 will be held in Ottawa, September 24 – 27. For more information about MainTrain, visit www.pemac.org.

Jim Williams and Chris Curran to lead PTDA in 2018 Chicago, Ill. – More than 1,300 participants from the belting and power transmission/motion control (PT/MC) industries came together at the NIBA/PTDA Joint Industry Summit, September 27-30 in Hollywood, Fla., where tools and information for Powering Thoughts/Conveying Ideas were delivered through presentations and the latest in Jim Williams business and market information. The event was in some jeopardy as Hurricane Irma devastated south Florida just two weeks prior to the event. But rather than washing out, the event was Chris Curran heralded a success. The Power Transmission Distributors Association, which represents power transmission/motion control distribution firms that generate more than $16 billion in sales and span over 2,500 locations, elected its 2018 Board of Directors and Manufacturer Council at the annual business meeting. Jim Williams, vice president corporate purchasing & supplier relations, Motion Industries Inc. (Birmingham, Ala.) will become PTDA’s president in 2018. He succeeds Tom Clawser. Williams has been active in PTDA since 2005, when he joined the Motion Control Task Force. A past chair of the Programs & Products Committee, Williams has served on the PTDA Board of Directors since 2015. Chris Curran, president, Climax Metal Products Company (Mentor, Ohio) assumes the duties of the PTDA Manufacturer Council chair in 2018, succeeding Michael Cinquemani, president & CEO, Master Power Transmission, Inc. (Greenville, S.C.). Curran has been active in PTDA governance since 2004 when he joined the Employee Development Committee. Since then, Curran has served on several committees and chaired both the Employee Development Committee and the 2012 Industry Summit Planning Committee. He joined the Manufacturer Council in 2014 where he served as vice chair in 2017. The 2018 NIBA Annual Convention will be held at the Arizona Biltmore in Phoenix, Ariz., September 12-15, 2018. The PTDA 2018 Industry Summit will be held October 17-20, 2018, at The Broadmoor, Colorado Springs, Colo. For more information, visit ptda.org.

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Business Briefs News and views about companies, people, product lines and more. • Sustainable Energy for All announced a new global Cooling for All panel during the UN General Assembly and Climate Week NYC. Represented by Jürgen Fischer, president of Danfoss Cooling, Danfoss has been appointed a member of the panel, which will work to increase access to affordable and sustainable cooling solutions throughout the world. The panel will develop a report outlining recommendations for how to accelerate the uptake of solutions that create sustainable cooling access around the world. The report is expected to be published in 2018.

• Chicago – Lawson Products, Inc., an industrial distributor of maintenance and repair products to the MRO marketplace, has acquired The Bolt Supply House Ltd., Calgary, for a purchase price of approximately CAD$40.0 million. The Bolt Supply House Ltd., owned by John J. McCann and W. Brett Wilson, is a leading Canadian distributor of high quality fasteners, power tools and industrial MRO supplies, with annual sales of approximately CAD$43 million. The Bolt Supply House’s 13 branch locations and 27 sales territory managers serve companies and professional tradespeople in Alberta, Saskatchewan, and Manitoba. • Chicago, Ill. – The Power

Transmission Distributors Association (PTDA) has named Andy Nations, CEO, B&D Industrial (Macon, Ga.), the 27th recipient of its Warren Pike Award for lifetime achievement in the power transmission/motion control (PT/MC) industry. Nations received the award at the PTDA Annual Business Meeting during the NIBA/PTDA Joint Industry Summit in Hollywood, Fla., September 29, 2017. • Wilsonville, Ore. – Flir Systems, Inc. has been awarded a $74.7 million firm-fixed-price order to deliver TacFLIR surveillance cameras in support of the U.S. Army EO/IR-Force Protection (FP) program. • Burlington, ON – Endress+Hauser, a global leader in process measurement and instrumentation, has an agreement with Intrepid Group Ltd that makes the Alberta-based process automation company its latest Authorized Channel Partner.

• Rittal Systems, a leading manufacturer of enclosure solutions, announced that it has welcomed Franklin Empire to its distribution/ partner network. With a rich family history dating back to the 1940s and an extensive distribution network in Ontario and Quebec, Franklin Empire Inc. is the largest independently owned Canadian electrical distributor. Tim Rourke, president, Rittal Systems Ltd., said the deal is a win-win it will build Rittal’s reach into manufacturing and processing automation.

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FAILURE Integrating CBM information to optimize decision support.

BY JEFF SMITH

The Situation

Cool! A bearing fault! With gear noise! OK this is bad and it’s on a large planetary gear set. I quickly put together a report showing the issue. This was one of my first big finds early on in my career! It was an $80,000 gearbox and I was going to make the call so we could shut down the pulp mill and fix it. I checked inventory and, yes, we had one in stock. I knew enough to estimate the MTTR (Mean Time to Repair) and have strategies in place to minimize it. All set, I handed over my report to the maintenance manager. As he put it down I started telling him about the bearing fault, the gearbox being on site, the MTTR, all of which he had just read in the report. Ready to spring into action I asked him how soon we could run out the line to replace the gearbox. “How long will it last?” was his reply. What do you mean how long will it last? The bearing is already failing! Considering his question I realized what most seasoned “vibe guys” know – you don’t know for sure how long something will last. It would be a guess. He simplified the question: “Do you think it will last a week?” My reply was, “Possibly… but if it fails it will cost more in cascading damage to fix it and we will not be able to properly run out the line.” Without further consideration he told me we were going to run for one week and then shut down to repair it. “Take readings daily.” One week later, the bearing was in late stages of failure but we had made it. The line was shut down and the gearbox replaced. Still resentful of the decision, I pointed out the cascading damage that had occurred to the shaft and bearing, the metal and debris that had pitted numerous gears. Had we shut down when I wanted we would have saved thousands! The maintenance manager gave me the look that teachers give when the student

just isn’t getting it. “Jeff, we were on spec and on grade for a type of pulp that is hard to make. If we shut down when you wanted we would have lost over $500,000 and would have had a very hard time getting back on spec and grade. I chose to chance it and finish the order.”

What’s the goal? In condition-based monitoring the value add is the ability to plan and execute the repair outside your operating campaign if possible or at least minimize the MTTR. Predicting the failure does not make it go away. Yes, one can argue that if one detects it, then one can do steps like alignment that eliminate the requirement for secondary action. But alignment itself is the repair. Another example of this would be an oil condition reported that requires an oil change to prevent cascading damage. The logic I would use is the CBM detected the oil issue so the task to execute is the oil change. Some groups consider every CBM finding saves catastrophic failure of the component and will report the value of the program that way; I find it foolish to report CBM wins that far exceed the maintenance budget… Just saying. So what is the real deliverable of a CBM program? How does it make my world better if I have a budget and chose to spend part of it detecting failures? My perspective is simple; CBM provides information that can enable an organization to make informed decisions. The more information I have, the better I correlate it, which enables me to drive choices that align with my organizational goals. So what are a few examples of organizational goals? Production goals: What are the required tons, units, Kilowatts/Hour, or whatever the purpose of the industrial facility is. In the case of the pulp mill it

was on spec on grade tonnes. So Question 1 is: How do I manage to attain my production numbers with the onset of a CBM detected failure? Operational campaign: 24/7 with annual shutdown, batch process, 5/8 with weekend maintenance, seasonal, mine plan, etc. The detectability of a failure mode should be advanced enough to provide sufficient lead time to intervene outside the desired operational campaign. Question 2: How do I manage the failure to align with the operational campaign? Safety goals: Reliability and safety are interrelated. Reactive organizations tend to have more incidences. Question 3: What are the safety consequences if this potential failure becomes catastrophic? Environmental goals: Integrity is key to operational success. Question 4: What are the environmental consequences if this potential failure becomes catastrophic? Intangible value destruction: Often overlooked, this can sink companies; intangible value is the stakeholders’ perception of the company. This could be shareholders, employees or the public in general. Question 5: Will this impact the organization negatively in an intangible way? An example of this would be a reliability issue with exploding cell phones. Questions form the framework to determine if you should shut down or manage the failure. The process of managing the failure and making the correct decisions is often based on failure progression. Most things that fail will reach a point where they enter a rapid failure profile (the edge of catastrophic). Let’s look at the progression of a bearing fail-

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ure, for example. As the loaded balls roll around in their race they actually distort the race, stressing the sub-surface. This causes sub-surface cracks that migrate to the surface. As the balls hit the cracks, a ball-pass frequency is detectable. This is when the vibration tech knows there is an issue, establishes the severity (there are four stages), reports it and continues to monitor.

Stages of bearing failure Stage one is normal operation within its lubrication cycle; this is managed by ultrasound. (Minor to no wear) Stage two is the onset of failure, and will be detected as bearing fault frequencies or midrange band energy. (Sub-surface cracking reaching surface) Stage three shows an increase in fault frequencies with sidebands and harmonics. (Surface cracking with metal loss) Stage four is end of life, rapid failure mode. Bearing fault frequencies begin to disappear and are replaced by random broadband noise. Heat is generated. If this failure is on a critical asset and we are trying to survive until a window of opportunity, we need to manage the failure. It is unlikely that bearings will follow a consistent predictable failure pattern; even if you have experienced this bearing failure before, view it as though it may fail at any moment. Let’s look at some ways of managing failures to drive informed decisions.

to manage failures. Data historians can also be utilized to monitor temperature increases or online vibration. Stage 4: A stage-four bearing can fail at any time. Stage parts for the intervention and have contingency plans to deal with cascading damage (flushing bearing metal out of gearboxes, etc.). This logic, as applied to a bearing failure can be considered for most things that fail. Consider applying the logic to any measurement or trendable dataset. For example, for a wear plate, stage one is just surface erosion, stage two would be a thinning of material, stage three may

be the onset of holes, and at stage four it is worn through. Integrating technologies for wear plates may be in-situ metallography, ultrasound (thickness), or thermographic imaging. As in most maintenance, the risk management must be balanced against the cost of risk management. Most potential failures can be managed as long as the detectability is aligned with the operational objectives. MRO Jeff Smith is a reliability subject matter expert and the owner of 4TG Industrial. Reach him at smith@4tg-ind.ca.

How do you establish severity? • Review the history • Take a thermographic image; any heat signature designates stage three. • Draw an oil or grease sample and conduct analytical ferrography • Evaluate the vibration data to establish the stage of failure Stage 2: If there is little metal in the sample and little to no heat, then increase the frequency of route-based inspection. Stage 3: If stage three is evident, very frequent data sets must be collected; one solution that has worked well is to have a remote monitoring vibration cart set up MRO_SEWEurodrive_Sept.indd 1

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The

HVAC Challenge Heating, Ventilation & Air Conditioning is a many-headed beast. BY CARROLL MCCORMICK

VAC maintenance is a booklength topic: The systems are as different as night and day, and require a variety of skillsets and tools. There are many ifs, ands and buts about what can be done by in-house maintenance crews; often, specially trained and licensed specialists must be called in. Here is a glimpse of what to expect. The list of equipment subsumed under the friendly looking acronym HVAC includes boilers, furnaces, air conditioners, coolers, chillers, ventilation ducts and associated mechanical systems. Within them are bits and pieces like fans, pumps, controllers, motors, bear-

ings, gears, regulators, valves and coils. What can be done in-house? What should be contracted out? Frank Intrieri is the vice-president of Sales with Stamford, Connecticut-based Goodway Technologies. The company’s sales catalogue includes specialized HVAC cleaning equipment. Intrieri estimates that the ratio of in-house versus contracted out work is about 40:60. “Manufacturing plants buy equipment more for general building maintenance rather than HVAC. For example, a plant will buy steam cleaning equipment to clean conveyors or vacuum cleaners to pick up bread crumbs. But to those same companies we will sell far

less for HVAC maintenance. Anything that is easy to access visually; for example, return vents, AC coils, looking into ducts for debris, changing air filters … any layman can do it. Anything that is more in-depth, like burners, fluid levels, belts, AC motors and lubrication, these are things that HVAC companies do every day. Whether you want to clean coils or vacuum duct work, these are big jobs and you’ll want to consult a specialist,” Intrieri says. Take boilers, for instance. “Big industrial plants will have power engineers on staff who handle boilers. They do cleaning, chemical treatment … the only time we get called in is if there is a big break-

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These 2,500-HP exhaust primary fans are equipped with FanMon monitoring systems (Photo courtesy of Maestro Digital Mine)

down. Small companies are more likely to call in outside people. They don’t have the capability,” says Chris Marryatt, service manager, Atlantica Contractors, in Dartmouth, Nova Scotia. But there are tasks, like boiler tube cleaning, that some plants will not do. It may be for a lack of expertise, tools, desire to take on the task, or some combination. “We don’t sell a lot of boiler cleaning equipment to manufacturing plants. They just don’t seem to have the staff to do boiler cleaning,” Intrieri says. What can and cannot be done on boilers, and by whom, is governed by provincial regulations. In Nova Scotia, the bedtime reading on these is found in “Boiler

and Pressure Equipment Regulations made under Section 49 of the Technical Safety Act.” For expert help in understanding the basics, I contacted Donald Ehler, the chief inspector, acting manager, Nova Scotia Labour & Advanced Education, Technical Safety Division, Boiler and Pressure Equipment Section (DOL, for short). Whether you need to be licensed to work on a boiler depends on whether it is regulated. If it is regulated, you must be licensed to work on it. “Regulated boilers include those with a maximum output capacity that is greater than 150 kW (507,104 BTU/hr) AND is greater than 15 PSI steam pressure/30 PSI hot water

Mines and Fans On a shelf in Bart Gilbert’s office sits a 35-pound fan blade with the wide end badly bent over, thanks to a fan bearing failure. An applications specialist and fan maintenance expert with Concord, Ontario-based Advanced Fan Systems, the wide-eyed comment Gilbert got from the maintenance people in the mine where the fan came apart was, “Am I supposed to grease those?” Elsewhere, Gilbert has seen things like two 1,250 horsepower motors that had not been lubricated since the mine opened. “It is a management failure. Someone has to make it a hard policy to get the stuff done,” Gilbert says. “I’ve dealt with mines that have $100,000 worth of monitoring equipment on each of its primary fans. On the other end of the spectrum is the guy who goes, ‘Oh, are we supposed to grease that?’ “Realistically, fan maintenance is fairly simple. You grease it when recommended. That is probably the most key thing. Do the basic stuff, like grease things when required; for example, scoop out spent grease in pillow blocks, to make room for new grease, look for cracks in the fans,” Gilbert says. But the most important concept in any regime for maximising uptime, Gilbert says, is adequate monitoring. The technology is out there, supplied by companies such as GE’s Bently Nevada condition and vibration monitoring equipment, or Sudbury, Ontario-based Maestro Digital Mine. For example, FanMon is a Maestro products that works as both a monitoring and diagnostic tool on primary or booster fans. “The FanMon can monitor and report airflow rate, differential pressure, motor speed, vibration levels, fan bearing and motor stator temperatures, gas concentrations in applications which require gas air heaters, airflow temperature. From these values, the FanMon can help determine if the fan is performing to its original specifications. Both time domain and frequency domain vibration can assist in determining the underlying precursors to fan failure – before they happen,” explains Michael Gribbons, vice-president, Sales and Marketing, Maestro Digital Mine. Automated systems give an early warning that vibration, for example, is increasing. (After all, Gilbert notes, “What you are looking for in a good monitoring system is not failure in a system, but change.”) Then, says Gribbons, “A vibration specialist (either third party or original fan manufacturer) can log into the monitoring software to determine the severity and location of the problem. Most of this can be done remotely without the requirement of the specialist to travel to site.”

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pressure,” Ehler says. “Work,” he adds, is defined as “… inspecting a regulated product (for the purposes of obtaining an operating license) [and] constructing, manufacturing, fabricating, assembling, installing, altering, making an addition to, maintaining or repairing a regulated product. “Maintenance may be done on pressure equipment by the owner using competent personnel employed by that owner provided that there is no welding involved within the pressure boundaries of the equipment, and the maintenance consists of activities such as cleaning or replacement of parts or controls/safety devices (like for like only). In these cases, the owner need not be licensed. Contractors doing this type of work, including welding, do require a license.” There is, however, an exemption for pressure vessels of 1.5 cubic feet or less. “… the requirements of the codes and standards still apply ... It’s only that there is no regulatory requirement for the DOL to license or periodically inspect these small items,” Ehler explains. But above 1.5 cubic feet, a DOL inspector, or one authorised by the Chief (Ehler) must do periodic inspections.

November 2017

Chiller cleaning can be done in-house, but water treatment should be done by experts.

“The frequency of periodic inspections is determined by the chief based on equipment type, usage, maintenance level and the risk involved,” Ehler notes. Outside specialists not only satisfy regulatory requirements, they have well-exercised core competencies, such as combustion analysis and improving boiler efficiency. “Just think of the cost

of running at 10 percent inefficiency for 10 months, compared to hiring a guy for two hours to do a combustion analysis. Once we’ve convinced people to do it, we have picked up so many problems and saved so much money,” Marryatt says. Ehler observes, “Typically, the owners’ maintenance staff, especially in large plants, do very little of their own main-

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Regulations govern a lot of boiler maintenance and repair.

Photo courtesy of Goodway Technologies

tenance/repair unless it’s just small, everyday general maintenance/repair activities.” In-house maintenance teams may want to do basic air conditioning cleaning and maintenance, such as changing filters. “We recommend doing [AC] filters four times a year. But we may go to three or six times a year, depending on the history,” Marryatt says. As for chillers, well, Atlantica has over 50 chiller contracts, all with companies that have their own maintenance staff. “They can’t do it. They contract it out. We do the safeties, combustion stuff, analyses and make sure they are operating properly,” Marryatt adds.

While in-house maintenance teams can buy the equipment to clean chillers, also called cooling towers, the devil lurking in this work detail is Legionella bacteria, associated with the infamous Legionnaires’ Disease, or Legionellosis respiratory disease. “Cooling towers are a big concern nowadays. They are where Legionella bacteria usually start and work their way into the building. If you don’t maintain the cooling tower it could lead to serious health problems for the people in the building. Proper maintenance of a cooling tower is very important. Routine cleaning can be done by a maintenance crew, but water treatment should be

Two FanMon primary fan monitoring systems with real -time predictive monitoring.

done by a specialist,” Intrieri says. As for cleaning ventilation systems, Intrieri says, “It is such a massive undertaking. The basic response we get from manufacturing clients is that they want to outsource duct cleaning. It is a lot of work to do correctly.” Some companies clean ductwork, yet others are experts in inspecting ventilation systems to determine what cleaning tasks should be done, and when. One of the areas of expertise of Montreal-based Le Groupe Gesfor is inspecting ventilation systems. Their knowledge base, which includes contaminants such as microorganisms and asbestos, health and safety regulations and regulated inspection frequencies, enclosed spaces and working at height, allows them to do inspections, advise on what parts of ventilation systems need, or may not need cleaning, and helps companies set priorities and scale their budgets. “In most cases, experienced technicians know the places most prone to dust accumulation, infiltration and pooling of water and mold growth,” says Daniel Tapp, principal project manager, Gesfor. Cleaning ventilation units can be done easily and well by non-specialists, but, says Tapp, “Cleaning HVAC conduits and systems demands specific techniques implemented by experienced specialists.” MRO

Photo courtesy of Maestro Digital

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GOOD VIBRATIONS Vibrations in pumps and piping systems can lead to serious problems. Use these tips from an engineered pump solutions provider to stem downtime. BY MEHRAN MASOUDI

ibrations can be a serious problem in pump systems, leading to rough, noisy operation and even damage to mechanical components. There are a variety of circumstances that can lead to strong vibrations, including balance problems in rotating components, resonance effects (when the frequency of a periodic driving force matches a natural vibration frequency of a structure) and fluid-structure interactions around a pump or in adjacent piping. Following are just some sources of vibration problems in pumps and piping systems and ways that these can be controlled.

Sources of vibration Well-maintained centrifugal pumps operating close to their best efficiency point (BEP) will generally run smoothly. However, rough running can occur if a pump is operated under seriously off-optimal conditions (such as with severely restricted flows). Off-optimal running can also cause extra loads on bearings and pressure pulses in the output stream. There are also potential problems associated with the intake or suction side of pumps. If the available head at the pump’s intake is less than the unit’s NPSHR (net positive suction head required), cavitation can occur, causing vibrations, unbalanced loads on rotating components and damage to the impeller and nearby surfaces. (NPSHR is determined by the pump’s manufacturer, based on test data.) Other intake problems can arise from plugged suction strainers, air entrainment and vortexing (that is, the formation of “whirlpools” near the inlets of submersible pumps when there is low water level in the sump). Vibrations can occur if the rotating parts become seriously out of balance due to severe erosion or damage to the impeller. Badly worn bearings can lead to large amplitude vibrations. Misalignment between a pump and its motor is another source of damaging vibrations. Loose or broken pump mounts (so-called “soft feet”) can aggravate vibration problems in both the pump and connected piping.

Pump vibrations and critical speeds Pumps have natural vibration frequencies and natural vibration modes that depend on the stiffness of the structure and distribution of mass. For pumps an especially significant set of vibration modes involve the impeller, shaft and bearing assemblies. The rotational speed corresponding to these natural frequencies is referred to as the critical speed (CSP) of the pump. If the operating speed to the pump comes close to the critical speed, the result can be violent shaking, even destruction of the pump. Most small- to mid-size pumps are designed by their manufacturers to have critical speeds that are well above their max-

Checking pump-to-motor alignment can help reduce vibration problems.

imum allowable running speed. In these cases, resonance is unlikely to occur. However, for large, multi-stage pumps that operate at high RPMs, it can be very important to be aware of the critical speeds of the pump and to ensure that the pump isn’t run near the CSP. For some large boiler feed pumps, the preferred operating speed can be higher than the first CSP. If this is the case, the operator must not only be very careful about controlling operating speeds, but also be careful to bring the pump up to speed quickly so that it doesn’t dwell in the critical range long enough for vibrations to build up.

Piping system vibrations Vibration problems can arise from interactions between pumps and the piping systems to which they are connected. These interactions can work both ways (that is, pump-to-pipe or pipe-to-pump). For example, if a pump is operated at a severely off-optimal duty point, there can be pressure pulses in the fluid that can cause the pipes to shake. On the other hand, if the piping connected to the suction or discharge nozzles is not properly anchored, pipe movements due to turbulent flows, water hammer, or even thermal expansion can create significant mechanical loads on the pump casing, potentially causing damage to mechanical seals and bearings.

Diagnosing pipe system vibrations Data logging can be a very valuable tool for diagnosing pump and pipe vibration problems. With data logging, information from multiple sensors – accelerometers, pressure gauges, flow meters – are recorded over extended periods of time. Data logs can be recorded over a full range of operating conditions so that the particular set of circumstances that lead to excessive vibrations can be identified.

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Advice for controlling vibrations Control operating speeds to avoid pumps’ CSPs. This is particularly important with large, multistage pumps that are operated with VFDs. Pumps operated close to their BEP (best efficiency point) will generally run smoothly. If system requirements mean that pumps are regularly operating at flow rates that are significantly below their optimal duty point, consider replacing pumps with units that are better matched to system requirements. VFDs can be used to change rotational speed and alter the BEP so that it more closely matches the required system duty point. Review the design of the piping system with a pump expert. Piping layout near the suction nozzle is especially critical since poor design can quickly lead to damaging flow problems such as turbulence, cavitation or air entrainment. Unbalanced rotor assemblies and misalignment are major causes of pump vibration. Whenever measured vibration levels are above acceptable levels, it is important to check shaft alignment and impeller dynamic balance. For large pumps that have built-in vibration monitors, vibration levels can be monitored on a continuous basis. For other pumps, vibration level measurements should be part of a regular pump inspection plan. Stick to the manufacturer’s recommended inspection and service schedules and watch for excessive wear to bearings, seals and rotating components. Inspect pump mounts regularly to ensure that pumps are properly secured. Check for “soft feet” due to loose or broken tie-down bolts or to warped mounting plates. Make sure that pipe supports are properly secured and in good condition. Keep in touch with your pumps’ manufacturer. If you plan to make significant changes to pump system parameters, such as fluid, temperature or duty cycles, talk to the experts www.pruftechnik.ca about how these might affect pump performance. MRO

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Smart Pumps Leveraging cloud technology for efficient pump maintenance. BY RON CRUTCHFIELD

Aftermarket condition monitor systems such as this one sense vibration, temperature and alarms.

Two employees performing a visual troubleshooting of a system.

maintenance, prescriptive maintenance, and IIoT (industrial internet of things) have become part of everyday plant discussions where maintenance and productivity of pumping systems are being evaluated. The technology is out there and being implemented into industrial plant to take real-time data and analyze it to determine failures and schedule of maintenance. Large companies globally are spending billions of dollars to develop the systems to provide this service. It may or may not be in your plant yet, but it is coming. The technology is out there to have your pumps tell you what you need to know for predictive maintenance. Sensors can be added or included with your pumps and rotating equipment to transmit bearing temperatures, vibration, flow rates, other critical measurements of equipment operation. These sensors send the data wirelessly to the cloud, where it can be compiled and analyzed. These systems will be able to determine when and what parts will be needed so as to all but eliminate costly downtime, spare parts and air freight expenses. Because of wireless capabilities, integration of these technologies are simpler than when everything had to be hardwired, and current cloud technology allows for systems to integrate the information. Now, tech-savvy companies are taking the data and applying IT and algorithms to determine when users need to schedule what would be a less costly repair before a failure occurs. Contrast this to the older process, implemented after a failure occurs, of users simply analyzing the data to determine the probable cause. If you are a plant manager or maintenance manager with pumps and rotating equipment in your plant, it is time to research the IIoT out there and look toward getting your plant up to speed with the components and IT system to help you move into the digital age. MRO Ron Crutchfield has 35 years of experience as a pump engineer, and is currently senior project engineer for Motion Industries Process Pumps and Equipment in Omaha, NE. To find out more, visit MotionIndustries.com or MiProcessPumpsSpecialist.com.

Photos courtesy of: Motion Industries (Top) and SKF (Below).

hese days, maintenance staff and plant downtime for maintaining equipment is at a premium. Being able to plan and schedule maintenance time is valuable to keeping the plant profitable. If you don’t know how your pumps are operating or when they might fail, then you are putting your processes at risk of downtime. One way to address this is to use technology to record and predict maintenance as a way to help minimize potential downtime, reduce expenses and maximize productivity and efficiency. Much like automobiles, industrial plants have evolved. Early automobiles had little instrumentation to allow the operator to know how the car was operating. The newest cars show you with video screens and tell you with voices – little is left to guessing about the cars’ systems. Industrial plants had operators who knew from experience what the systems were doing; then people started adding gauges, meters and alarms to plant equipment. Industrial plants now also have the capability to use instruments for preventing catastrophic pump failures. Many plants are still struggling to incorporate simple methods of monitoring their pumps, such as the use of gauges and flow meters. These plants are more likely to suffer from catastrophic failures and high freight costs on pumps or components in reaction to their pump problems, not to mention the enormous cost of unscheduled downtime. Some plants use and record gauge readings, then analyze the readings using their baseline to determine when they should schedule repairs. Still other plants have started to embrace technology and have “smart pumps,” which are equipped with simple indicator lights telling them if the pump is operating within acceptable standards. Terms like predictive maintenance, life cycles, preventative

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CoMo

Strategy Make vibration analysis, temperature and clearance change checks part of the bearing CoMo program. BY DOUGLAS MARTIN

hen someone mentions “Condition Monitoring” (CoMo) and bearings in the same breath, the first thing that comes to mind is vibration analysis. There is very good reason for this as vibration analysis is a very good technique to pick up and useful for sorting out which components of the bearing are failing. Often when a bearing is damaged there is a dent, flake or crack on a race. As the ball or roller rolls over this spot a noise is made at a specific frequency that can be used to determine which component is damaged. This frequency is often called the defect frequency, however the term is misleading because, in general, the bearings are not defective. A better description would be “fault frequency” or “cycling frequency.”

Temperaure measurement – running hot Using vibration analysis is not the only CoMo method for bearings. Temperature and clearance change can also be used. Temperature is a common and easy method of CoMo. Thermocouples or sensors sending data to the operator with alarms, is typically used. The question is: What do you set your alarms to? Typically, there are two cases, a new machine, and a machine that has been running for some time with a dataset that has been collected such that “normal” temperatures are known. In the first case, there are so many variables that can affect operating temperature that an OEM cannot say with any certainty exactly what temperature a machine will operate at based solely on calculations. The local conditions must be considered and therefore it is often better to set alarms based on running experience/history. Once that history is established, the safe operating range can be developed and alarms adjusted. I am often told that a bearing is running hot. When I ask, “How hot?” the answer is: “I can’t hold my hand on the housing.” Although the human hand can be a CoMo tool, it does not provide accurate and repeatable data. If I was told instead that a thermo pen said the housing temperature was 60°C and that an ISO VG100 oil at 1200rpm was used, I would do a calculation and see that bearing operating at that temperature is fine based on sufficient lube film provided by the specified oil. But, if I was told that it typically ran at 20°C for the last year, then there cer-

tainly is an issue that needs to be addressed. That is a key factor for CoMo. It is not the specific condition at a given time, rather, it is the change of conditions that should elicit an action. Typically, we use alarms such as a change in temperature of 50°C or perhaps 2 x the normal deviation in temperature from the asset’s history. There are, however, many applications in which the bearing is not rotating fast enough to create a good vibration signal or generate enough heat as it is failing to provide a warning. In these cases, there needs to be an alternate method.

Clearance measurement – slewing bearings Slewing ring bearings are used in machines such as bulk material ship loaders that only “slew” back and forth slowly, and occasionally, and only a portion of a complete rotation. As such, no fault frequencies can be determined, nor does it rotate fast enough to generate enough heat to notice a difference. We do know that in this type of bearing a separating lube film is never generated and despite the best efforts of the grease additive package, these bearings essentially wear away from metal to metal contact of the rolling contact surfaces. So, the condition monitoring technique for this type of bearing is to periodically measure the tilt, often ring versus the other ring, and then plot this over time. The clearance will increase linearly and then it will change exponentially, indicating that it is time for a change.

CoMo versus diagnostics Perhaps one of the big hurdles in CoMo is the perception that expensive tools are needed. Some companies’ starter kits may range in price from $10K to $20K, yet an effective CoMO program could start with an investment of $2,000 or less in a temperature and vibration pen. A Temp and Vibe Pen gives three basic readings: a velocity reading – good for overall issues such as imbalance; an acceleration reading – good for bearing faults and other components such as gears; and the temperature reading. These inexpensive units do not typically have any memory, so you must document the data and manually monitor the trends. However, these tools often can show alarms as per ISO 10816-3 for velocity and acceleration. More expensive units, may come with a software package

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that collects the data and presents it showing trends and alarms. Perhaps the most powerful part of the tool is the diagnostics function. The tool not only identifies that there is a problem, but it can help the user decide what the problem is. For example, it will tell you that there is damage to the inner ring of the drive end bearing. Before investing in a unit, weigh the costs against the criticality of your assets. Which assets cost the most when they break down? If you can prevent downtime, how much will you save (or what is your loss of production if you do go down)? These numbers can help guide how much to invest in CoMo tools and which technologies and strategies are suitable for the application and context.

Who does condition monitoring? Anyone who cares about the health of the machinery that operates in a plant should employ condition monitoring techniques. It is not just the job of a “department.” Successful companies treat condition monitoring as everyone’s job. A pulp mill in B.C., for example, avoided unplanned downtime for a full year (between annual shutdowns). One success factor to their program was an assortment of condition monitoring techniques/strategies. The operators had CoMo devices that fed into the overall data system, the lube technicians had devices to monitor the condition as they were doing their rounds, the critical assets of the mill had on-line systems, and the important assets had route-based collection systems feeding into their CMMS/deci-

sion support system that tied all this data together. This helped plan preventative actions and prepared for planned and routine maintenance.

Does all data matter? The more collected data that you can tie together, the more powerful the data can be. Or rather, when you don’t or can’t pay attention to data, what could you miss? For instance, a mill uses ultrasonics to determine when to re-grease. After a catastrophic fan failure, the greasing amounts were studied and it was noted that the grease frequencies increased in the three months prior to a catastrophic failure. Since this “condition” information (bearings needed grease per the ultrasonic inspection) was not recorded as “CoMo” data, the change in re-grease frequency was not noted and did not tip off that there could be a problem with the asset.

CoMo strategies Monitoring the condition of an asset and studying any changes is essential in reliability improvement of an asset and facility. No single CoMo strategy can cover the whole facility and a range of different techniques and different technologies should be employed based on criticality and severity of potential loss should be employed in a world-class facility. 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 by email at mro.whats.up.doug@gmail.com.

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STAY ON

COURSE Track effectiveness of your asset management planning and scheduling process. BY L. TEX LEUGNER

aintenance managers need to be responsible for controlling costs and evaluating the successes and challenges of their programs. To support this activity, a few useful metrics will not only help define deficiencies, but also provide cost justification of equipment, purchasing and staffing needs. The biggest opportunities for maintenance improvements are in planning and scheduling. A simplified definition for planning and scheduling is that planning decides “how” to complete work, while scheduling decides “when” to complete work. Here we focus on seven common planning and scheduling performance indicators. Work order use: Every maintenance task; preventive, predictive, repair, corrective or overhaul must be covered by a work order. Logic: If maintenance work of any kind is done without a work order, life cycle cost applicable to any machine may be lost. This can be determined by dividing total maintenance expenditures covered by work orders by the total maintenance expenditures for any particular period. “The numbers should be identical.” Backlog of planned work orders ready to schedule by craft: Assume there are 1,600 hours of planned work ready to schedule, 8 tradespersons each available for 40 hours, (8 x 40 = 320)

Therefore 1600320 (net capacity) = 5 weeks of ready backlog for that craft Logic: total backlog of all work, including work orders still in the planning process and those ready to schedule should never exceed 8 – 12 weeks. The ready backlog for a particular craft should be maintained at no more than 4 – 5 weeks of work. An excessive backlog suggests that the organization is experiencing inefficient planning or scheduling, poor materials control, too few tradespersons, ineffective preventive maintenance, equipment that has deteriorated, or poor application of condition monitoring. Job performance: Assume 6 hours planned for the work, but 8.2 hours were taken to complete. Therefore 6 hours planned for the work 8.2 hours to complete the work x 100 = 73% Logic: This result may indicate poor time estimation by the planner, inefficiencies by the tradesperson caused by poor skill or knowledge, conditions beyond his or her control such as inaccurate task details or methods, special tools not provided, equipment not prepared and shutdown for work readiness, the scope of work changed, or any number of unforeseen conditions. This is a

critically important KPI as it can be used to improve efficiencies of planners and tradespersons as well as improve communication and coordination between operations and maintenance. Workforce utilization: This KPI can be used to determine how cost effective and efficient are those trades personnel engaged in work categories such as preventive or predictive maintenance, failure analyses, modifications or corrective work. Use the preventive maintenance category and assume that 6 hours were scheduled for routine maintenance tasks on specific machines, but the technician spent 8 hours. Therefore 6 hours scheduled for PM 8 hours spent x 100 = 75% Logic: Where did the technician spend 2 hours? Did the technician carry out additional work found to be required? Was this work recorded as an improvement to an existing PM task, or was this an additional necessary PM task? PM task lists for critical machines should be reviewed at least annually or updated whenever a machine has been modified. When PM and condition monitoring costs increase, repair costs and emergencies should decrease. If they do not, it indicates that PM tasks are ineffective and condition monitoring is not detecting problems.

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Schedule compliance: This KPI compares the number of hours of work scheduled compared to how many hours of work were completed; did we do what we committed to do? “If not, why not”? Assume we scheduled 1,000 hours of work, but completed 800. Therefore 800 hours completed 1,000 hours scheduled x 100 = 80% Logic: This critical KPI monitors the causes of 200 hours lost compliance, such as work packages that do not reflect reality, operations fail to release equipment, insufficient capacity due to unexpected trades persons absence or assignment to perceived emergencies by operations without communications with scheduling, or stock outs due to inaccurate inventory control are reasons for non-compliance. Cost of breakdown repairs: This KPI monitors the direct cost of breakdowns. The direct cost of breakdowns must be determined otherwise the life cycle cost of equipment maintenance may never be accurately determined. Assume a particular total maintenance cost is $20 million and it is determined that breakdown cost is $6 million. Therefore $6,000,000 $20,000,000 x 100 = 30%

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Logic: Every breakdown and machine stoppage must be recorded otherwise any potential improvement in equipment reliability will remain hidden. If root cause failure analysis is not applied after any serious breakdown, recurring failures will continue. If the costs of failures are eliminated, $6 million dollars might become additional profit. Emergency man hours: This KPI can be used to monitor the direct cost of “after hour” emergencies. Assume there are 1,000 hours of capacity every month and 280 hours are spent on emergency repairs. Therefore 280 man hours 1,000 man hours x 100 = 28% Logic: if emergency breakdown work consumes over 15 – 20 % of available tradespersons capacity, the preventive maintenance program may be ineffective. If much of 280 hours are paid as overtime, the situation can be considered very serious.

This quiz has scratched the surface of effective Planning and Scheduling. (Visit www.mormagazine.com for a list of references.) Where companies have not implemented an effective planning and scheduling process, direct work (tool time), averages only about 29%, (2.32 hours in an 8 hour shift)! A full-time Planner/Scheduler should be employed in plants where there are eight or more tradespersons in any trade. This individual should never be required to plan and schedule for more than 15 - 20 fully trained persons in each particular craft. MRO L. (Tex) Leugner, the author of Practical Handbook of Machinery Lubrication, is a 15year veteran of Royal Canadian Electrical Mechanical Engineers where he served as a Technical Specialist. He was the founder and operations manager of Maintenance Technolgy International Inc. for 30 years. Leugner holds an STLE lubricant specialist certification and is a millwright and heavy duty mechanic. He can be reached at texleug@shaw.ca.

Frame of Mind To establish how effectively and efficiently maintenance activities are carried out, answer three questions. Question 1: Where are maintenance dollars being spent? At least 90 per cent of the maintenance budget should be spent proactively, for failure prevention, condition monitoring and reliability improvement activities. Question 2: How developed are your work processes? On average, 80 per cent of maintenance activities are planned, then scheduled. Question 3: How efficient is your work force’s productivity and performance? Productivity is “the percentage of total hours spent on activities that result from effective planning and scheduling.” Performance is “actual hours spent to perform maintenance tasks as a percentage of planned hours determined for the successful completion of the work.”

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O V E R H A U L November 2017

A technician using condition monitoring diagnostics to help determine the root cause of an electric motor’s failure.

Shop Talk Making the case for qualified repair shops. BY ROBERT FORSTROM

hen a critical electric motor, pump or other high-profile type of rotating equipment breaks down, plant operations may turn to repair and rebuild shops to make fixes, especially in cases where the job may require expertise above and beyond the capabilities of in-house maintenance staff. While the immediate goal is returning the asset to reliable service as quickly as possible, the wrong shop ultimately can do more harm than good. For example, if a rebuild shop is ill-equipped to detect and analyze the underlying causes of an asset’s failure, a vicious cycle of recurring failures likely will follow. Misdiagnoses and/ or improper or poorly executed repairs can further reduce asset efficiency, reliability and availability. And the escalating costs associated with the continual maintenance demands, unplanned downtime and lost productivity from repeatedly failing equipment will take a heavy toll. Repair and rebuild shops possessing the necessary skills and enabling technologies while performing tasks according to industry best practices can make all the difference in outcomes. But how can you know ahead of time whether a shop will measure up? Performing due diligence involving shop proficiencies, experience, capabilities, technologies and scope of services can distinguish one shop over another and help in making a suitable pick.

Does the shop possess proficiency in root cause analysis? Electric motors and pumps rank among the highest in reliability incident reports across industries and, more often than not, bearing failure will emerge as the primary mechanical symptom of an asset’s failure. But simply swapping out failed bearings with new ones will treat only the symptom and not the root cause of the breakdown – likely dooming the asset to repeated failures down the road. Root cause is generally defined as the causal or contributing factors that, when corrected, would prevent recurrence of the identified problem. A root cause analysis is based on the theory that every failure stems separately or collectively from three causes: physical or technical causes, human causes such as errors of omission or commission, and latent or organizational causes related to systems, operating procedures and decision-making processes. There are a wide range of root cause analysis approaches, tools, and techniques to uncover and model the real causes of problems. The qualified shop will demonstrate a broad understanding of the methodologies. Look for shop technicians fully trained in root cause analysis with the capabilities to arrive at lasting solutions to help extend the asset’s service life. Ideal training will encompass overall analysis of an asset, bearing installation, lubrication systems and condition monitoring technologies, among others, which will provide the skills required to perform optimal

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diagnoses, rebuilds and final operating performance tests. A culture of ongoing training will be a plus. The analysis process should culminate with printed documentation and recommended corrective actions followed by validation through testing.

Does the shop employ up-to-date tools of the trade? When an electric motor or pump will be subject to a repair or rebuild, technicians should have ready access to up-to-date enabling tools, instruments and technologies. These will be essential in conducting inspections and diagnoses, handling bearing dismounting and mounting, aligning shafts and performing the entire range of necessary tasks. Look for an extensive “toolbox of technologies” at shops for the ability to handle any and all repair scenarios. In addition, quality precision components – such as bearings, seals and lubricant – will contribute to the integrity and performance of an asset after a repair or rebuild. Substandard or lower-quality parts can demonstrably cause more problems when the asset is returned to service. Shops should always be poised to perform work using the highest quality components. With the pace of advances in technology typically rapid, a qualified shop will be oriented toward making the relevant upgrades when new products, tools, diagnostics and/or repair methods are developed and become available.

Does the shop fully document the entire repair process? A qualified shop should be able to outline at the outset how a repair or rebuild will be documented all along the way. At a minimum, documentation for repair work according to best practices should include: • A checklist for incoming inspection and documentation of the asset as presented. • A checklist to follow during the repair process, documenting all necessary steps and measurements taken as they pertain to bearings, seals and other critical components. • Procedure for implementing and following customer-specific requirements. • Records of the step-by-step repair process. In addition, documentation should be available affirming that each mechanic, machinist and technician involved in a job has been properly trained in execution and best practices.

Does the shop perform work in clean and conducive conditions? A shop’s environment and cleanliness are particularly important in realizing optimized outcomes. Contaminants from any source are among the culprits in unsatisfactory conditions and can become problematic during any stage of a repair job, especially when bearings may be impacted and damaged. Shops additionally should be able to demonstrate compliance with relevant OSHA, local, provincial and federal safety and environmental regulations. Among best practices: • Premises should be in good order with no visible smoke, dust or mists. •A reas for inspecting, mounting, handling and lubricating bearings must be clean. • Work areas should be physically separated from any potential contaminating processes. • Components and serviced equipment should be properly stored and handled.

A repair shop technician testing an electric motor using up-todate diagnostic tools.

The “little things” make a big difference Experience has shown that attention to detail is one of the more important criteria for shops on the road to achieving successful repair outcomes. All too often, unfortunately, the “little things” will trip up some shops. The devil is in the details. There have been instances where an incorrect bearing type for an application was unknowingly installed in an electric motor, subsequently requiring costly remedial actions and more downtime. In another situation, a bearing installed without the requisite interference fit on a shaft resulted in a subsequent breakdown and damage. These and similar examples underscore that no aspect of a repair or rebuild job should be considered insignificant or undeserving of close attention. Every deliberate action from the proper selection of replacement parts to their precise calibration upon installation must conform to specs consistent with application requirements. A qualified shop will understand this and proceed in kind.

Turning to the validation of certification The task of finding qualified technical support to make proper fixes can be both daunting and time-consuming, especially in cases where asset availability is critical and return to service is a priority. Although SKF does not act as a repair shop for electric motors or pumps, its industry-leading rebuilder certification program tagging qualified service providers has been

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A couple of technicians working with bearings as part of a rebuild process.

helping to remove the guesswork from the selection process. The program is intended to connect the marketplace with

uniquely qualified repair shops equipped with world-class parts and best-in-class practices. Participating shops benefit from SKF’s extensive knowledge and experience with rotating equipment, bearing technology, machine condition monitoring experience, and enabling products and services, in addition to a network of engineering expertise and field support. Shops making the certification grade score high marks in conforming to exacting specifications and standards. Certified shops also must undergo a continuous series of quality audits and implement strict conformance testing to remain in good standing. Such shops operate worldwide, offering end-users the professional repair services they need whenever and wherever they need them. Recurring problems and unplanned downtime do not need to be an inevitable cost of doing business. In fact, a properly refurbished electric motor or pump – the “workhorses” of operations across industries – can be as efficient as it was when new. Applying best practices in diagnostics and repairs can deliver maximum longterm asset efficiency with minimum energy and maintenance costs. Identifying and partnering with a qualified shop will present a practical and cost-effective opportunity over the long haul to prevent and end a continual cycle of repair-related equipment failures, poorly executed fixes, unplanned downtime and lost productivity. MRO Robert Forstrom is Strategic Programs Manager at SKF USA Inc. He can be reached at Robert.Forstrom@skf.com.

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APPLICATION NOTE

Why you should add motor analysis to your maintenance routine Four keys to understanding motor efficiency, and causes for failures

Electric motors transfer electrical power to mechanical rotational forces that are the muscle of the industrial world. Measuring and analyzing those forcesâ&#x20AC;&#x201D;mechanical power, torque and speedâ&#x20AC;&#x201D;as well as power quality characteristics are important to assessing performance of rotating equipment. These measurements can not only help predict failure and thus help avert downtime, they can also help quickly determine whether additional inspections, such as vibration testing, shaft alignment analysis or insulation testing, are needed to corroborate the findings. Traditionally, obtaining accurate motor analysis data required costly equipment shutdowns to allow for the installation of mechanical sensors. Not only can it be extremely difficult (and sometimes impossible) to properly install mechanical sensors, the sensors themselves are often cost prohibitive and introduce variables that decrease overall system efficiency. Modern motor analysis tools make it easier than ever to troubleshoot direct on-line electric motors by significantly simplifying the process and reducing the number of components and tools necessary to make critical maintenance decisions. For instance, the new Fluke 438-II Power Quality and Motor Analyzer enables technicians to discover electrical and mechanical performance of electric motors, and evaluate power quality by measuring the three-phase input to the motor, without mechanical sensors.

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GUARD Selecting and maintaining industrial barrier systems. BY ANDY OLSON

ndustrial facilities, storage warehouses and distribution centres can be dangerous places. Safety challenges exist around every corner, from forklifts zipping around workers and materials to hazardous machining processes that need to be guarded. Injuries to workers or pedestrians can occur, products can be damaged and equipment can take punishment. By regulation – and as a matter of good practice – facilities will often use a combination of visual cues and physical barriers as a safety solution in these risk-laden areas. In some instances, these barriers may simply separate pedestrian traffic from other internal vehicle traffic. In other facilities, barriers may be employed to keep people away from automated processes and machinery or to protect employees against falls. As evidenced by OSHA’s final rule on Walking-Working Surfaces, selecting the right barrier will play an integral role in fall protection in the coming years. Barriers may also be used to protect production equipment and/or the building itself from vehicle damage. Regardless of the application, all barriers play an important role in helping facilities operate safely and efficiently. While the industry standard of 10,000 lbs. at 4 m.p.h. (4,535.9 kg at 6.4 km/h) is a good starting point for selecting a barrier, more facility managers are beginning to look at two different forklift operating criteria – the weight of the load and the speed of the forklift – at various areas of the facility. An appropriate safety barrier can be selected after evaluating

this detailed application criterion. Once the correct barrier is selected, it’s a good idea to maintain it as part of a planned maintenance program. Before getting into maintenance specifics, let’s first take a look at barriers and the newest method facility managers are using in selecting the right one for their specific application.

Types of barriers While painted yellow lines on facility floors to designate pedestrian walkways are common in industrial facilities, they are increasingly being augmented with physical barriers. These barriers add a vertical visual component and create a physical barricade between pedestrians and potential hazards, enhancing safety. And it’s a good idea, considering workplace injuries in the United States accounted for nearly $190 billion in losses in 2011 according to the recent data in a report from the National Safety Council. The most recent statistics from the Association of Workers’ Compensation Boards of Canada (AWCBC) report that in 2015, 852 workplace fatalities were recorded in Canada, while 232,629 claims were accepted for lost time due to a work-related injury or disease. Safety barriers are typically used to separate workers and pedestrians from potentially hazardous operations or dangerous situations. In some applications, they are used to visually and physically define work zones on the plant floor in areas where industrial vehicles aren’t typically present – including restricting access to loading docks and corridors

where forklifts might be operating. In heavy equipment operation zones, safety barriers are used even more frequently due to the increased risk. OSHA estimates there are approximately 110,000 forklift accidents every year, so the risk is certainly great. The barriers used in these applications are designed to absorb the energy of a vehicle impact, protecting plant personnel from potentially life-threatening injuries. Safety barriers can also be applied to protect sensitive equipment or structural elements in a facility, saving repair costs and downtime.

Deflection power Barriers absorb an impact by distributing the impact energy into the materials that comprise the barrier. As the barrier absorbs energy, the materials that comprise it elongate and the barrier deflects. During the impact, the barrier deforms elastically to the point at which energy reaches equilibrium. After most impacts, the barrier returns to its original position. After a severe impact, the barrier may sustain permanent deformation. In more major impacts, the barrier might break or become inadequate to protect against future impacts. Before installing a barrier, the user must consider the maximum elastic deflection to ensure adequate protection of personnel and equipment.

Considerations when choosing a barrier There are several considerations facility managers should keep in mind when

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considering in-plant barriers applications: • What are the maximum gross loads and speeds of the material handling equipment expected to impact the barriers? • Is there sufficient space to allow the barrier to sustain maximum deflection when impacted? • Is repair or replacement acceptable after a barrier impact creates permanent deformation? • Are barriers permanently installed or do they need to be removed on a regular basis? The impact rating of a barrier is often difficult to define. Although OSHA’s regulation 1910.23 (Guarding floor and wall openings and holes) defines requirements for pedestrian handrails, it does not address barriers designed to stop heavier loads than the 200-lb. standard it uses. Many manufacturers rate industrial barriers on an antiquated standard – their ability to stop an impact of 10,000 lb at 4 m.p.h. While this rating provides a meaningful reference for a specific load at a specific speed, it fails to define several key variables: • How is the barrier’s performance affected as the mass of the impacting vehicle increases? • How is the barrier’s performance affected as the impacting vehicle’s speed increases? • How severely was the barrier damaged by the impact? Is replacement necessary? • How much did the barrier deflect during impact? Did it stop the load soon enough to prevent injury or damage?

Barrier rating methodology Because of these variables, a test methodology has been developed to quantify specific applications and determine barrier ratings in terms of total kinetic energy absorption, instead of one defined mass and speed. It is centered on the formula for kinetic energy (EK = ½mv2, where m=mass [weight] and

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Before installing a barrier, consider the maximum elastic deflection to ensure adequate protection of staff and equipment.

Digitalized Pneumatics

World’s first in digitalized pneumatics: Festo Motion Terminal VTEM The Festo Motion Terminal VTEM is opening up radical new dimensions in the world of automation. It’s the world’s first valve to be controlled by apps. It combines the advantages of electric and pneumatic technology for numerous functions that currently require more than 50 positions. www.festo.com/motionterminal

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duce an organization’s dependence on internal maintenance staff. These programs typically cover a wide range of equipment and workspaces, from loading docks to internal hotspots. One benefit of a PMP is that it generally reduces costs associated with emergency repairs or workers’ compensation claims. Certified professionals who diagnose and repair safety equipment every day as part of a PMP can provide services that internal maintenance workers just don’t have the expertise for. They can identify wear and tear on equipment before it suffers a catastrophic breakdown. After all, if a barrier fails, it re-introduces the safety hazard it was designed to minimize.

Benefits of PMPs v=velocity), which takes into account both the weight and speed of the impacting object. Expressing the impact rating in terms of energy allows the user to understand the effects of various speeds and weights to determine a more appropriate barrier for their application than would be possible with a single speed and mass rating. Below is a kinetic energy chart used by some companies that manufacture loading dock barriers. The units shown are in Joules. The chart separates the barrier’s impact rating into three different areas. Note that differently rated barriers will have different kinetic energy charts. The green area shows levels of testing where the barrier wasn’t damaged and it is capable of being impacted again. For example, in the chart used above, a forklift weighing 17,500 lbs. (including the load its carrying) traveling at 3 m.p.h. is going to be able to hit a barrier with minimal damage to the barrier. However, that same forklift traveling at 4 mph will fall into the chart’s yellow area, which means the barrier will stop the load, but potentially sustain damage and might need repair or replacement. The red area shows where the impact energy exceeds the barrier’s maximum rating. In these cases, like if the 17,500lb. forklift was traveling at 5 m.p.h., the impact from the vehicle cannot be fully absorbed and the barrier would not be able to stop the load – indicating that this barrier should not be used for this application. If the heaviest forklift operating in the facility were 17,500 lbs. and the fastest speed it would be traveling where a barrier is being considered is 3 m.p.h.,

then the barrier would pass the BLAST. If a different area of the same facility regularly sees forklift traffic moving at 5 m.p.h., it would not pass the BLAST and a stronger barrier should be considered.

Barrier maintenance After finding the right barrier, it’s important to make that investment last. It’s important to perform regular inspections to ensure it will continue to provide adequate safety for the application it was designed for. For fixed or permanent barriers, best maintenance practices call for annual inspections of anchors and rail connections. If there is frequent impact, these inspections should take place more regularly. In the event of a significant impact, all parts of the barrier should be examined immediately. When it comes to retractable or “moved” barriers, inspections should take place more frequently – every six months. The main indicators to look for include tearing in the curtain strap or bending in the metal (usually, steel) posts that house the fabric barrier. Be sure to check the sewing near the post, as well as the fasteners. If the sewing becomes frayed or there is significant damage to the mesh or strapping, the curtain should be replaced. Ensuring that the mounting anchors are firmly secured to the ground is also critical. Ongoing maintenance should include cleaning and lubrication for smooth rolling and unrolling of the curtain.

Planned maintenance Planned maintenance programs (PMPs) offer a relatively inexpensive way to re-

Following an initial survey to determine the state of the facility and what type of program is needed, PMP inspections can be scheduled monthly, quarterly, semi-annually, or yearly. A quarterly inspection is typical with most PMPs. Over time, the familiarity of the facility improves scheduling and increases the efficiency of maintenance inspections. Regular maintenance also maximizes the efficiency of the equipment. A well-lubricated retractable barrier is going to roll and unroll more efficiently and extend the life of the barrier curtain. Additionally, if an eßmergency does take place, a regularly scheduled, PMP-based technician can tend to the situation more quickly and affordably than one who is seeing the facility for the first time.

The bottom line Safety barriers play an important role in virtually any industrial and commercial facility. Plant and safety managers are wise to look for the right barrier for their specific applications. While the old industry standard is a good starting point, using kinetic energy absorption is an even better model to follow. Once the right barrier has been implemented, consider protecting the investment with a planned maintenance program. Not only can a PMP make quick fixes on compromised barriers and many other safety products, they can help identify possible problems well in advance. MRO This article was submitted by Andy Olson, Rite-Hite Aftermarket. For more information, visit www.ritehite.com.

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savings in global energy consumption from today’s installed drives by 2025

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The ERP Challenge How technology affects the speed and breadth of maintenance decisions.

– Part 9

BY PETER PHILLIPS

he ERP Challenge has for the past year reported on an endto-end ERP implementation at a Canadian building products manufacturer. In this instalment, as we move closer to the “Go Live” phase of the ERP, I want to reflect on how new technology has affected our choices of how data will be processed and how it will flow into the maintenance model. There are many new technologies for gathering and processing equipment information. Anything from scanners for inventory management to tablets used to carry paperless work orders into the field. A lot to think about as maintenance departments continue to move into the digital era. There are many new technologies to consider here are a few of them.

• Data gathering for calendar-based versus meter-based preventive maintenance schedules. • Whether to use old technology, such as scanners, as opposed to tablets to process work orders in the field. • Using PLC and data acquisition systems to record stoppages and create automatic breakdown work orders. • Using swipe cards to enter storerooms so that access is controlled and monitored. • Using remote condition monitoring systems to feed vital equipment data into the maintenance module to record the health of our production machines. Lets’ take a closer look at how these advanced technologies can benefit both the reliability of the equipment and af-

fect the daily lives of tradespeople. Calendar-based versus meter-based preventive maintenance plans. These two types of PM schedules have been our two choices for many years, however the way the data is gathered to trigger the work orders is new. Meter-based PM schedules are preferred by many companies, especially where equipment does not run on regular hours. In the past, the equipment counters needed to be updated manually in the CMMS. A technician went out in the field and recorded equipment hour meters and entered them into the software. Today our ERP is integrated with production and equipment monitoring programs, such as PLC and data acquisition systems. This technology can automatically update equipment counters, which

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in turn trigger preventive maintenance work orders. Equipment maintenance activities are driven by real-time data, such as hours running or parts produced. Maintenance activities are generated exactly on time and when needed. Condition-based monitoring falls into this category as well. Remote vibration monitoring, heat sensors, amp readings of motors and variable speed drivers and many other data gathering devices are able to deliver readings directly into the maintenance module, which allow us to monitor the health and wellbeing of our equipment. The sensors used are often mounted in hard to access points on the equipment. They send back vital data that helps us make decisions on when maintenance is needed. Condition monitoring is a critical part of equipment reliability. The days of carrying around instruments to measure and record equipment data is being replaced by live data feeding directly into the ERP maintenance module. There should be a clear choice between scanners and tablets. Tablet technology has come a long way in recent years. From simply mimicking the software screens on the tablet to new specific maintenance applications that allow easy access to work orders, inventory, equipment history and documents. Work orders can be created on the fly and parts can be scanned directly to the work order. This data is immediately fed into the maintenance module via Wi-Fi, where the work order can be scheduled for execution. Craftspeople can complete their work orders on the tablet. Parts, labour hours and comments can be entered right at the equipment. Caution is warranted here, however, when considering tablets, research and purchase the types built to survive your maintenance environment. As a general rule, the more rugged, the more the cost. In storerooms I still recommend the handheld scanner. They are rugged and can be easily used with one hand while picking the part with the other hand. We need to separate practicality and technologic. Sometimes we need to make the right choices. Ask: Which new gadget best fits the job and our facilitiesâ&#x20AC;&#x2122; environment? Optimize storeroom security to support inventory control. Once storerooms are organized and every part has a home and frequent cycle counts are ready to commence, we need to think

November 2017

about securing our parts. In most storerooms, production or maintenance personnel walk freely into the storeroom and remove parts. The vast majority of the parts removed are never recorded. Therefore, part record points are inaccurate and purchase requisitions are not created when items are at their minimum stock. We need to control the access to the storerooms. Installing a swipe card system is one of the best technologies. When the store keeper is not present, entry into the storeroom is recorded in the security database. Many store keepers correlate the security data with parts recorded on the scanner. People who were in the storeroom without creating a scanner record could be asked why they were in the storeroom. In some cases I know plants that have security cameras that record after-hours storeroom activity. Both methods are very effective in controlling inventory movement and item shortages found during cycle counts have decreased. In plants that have multiple storerooms, the same security practices are applied. Best practices require cycle counts twice a year and any deficiencies need to be investigated. The scanner and securi-

ty records help control parts movement. They help ensure quantities on hand are accurate and purchase requisitions are generated for low stock.

Train for success These technological advances in maintenance recording, monitoring and reporting have in many ways simplified the way we run the day-to-day maintenance activities, but it does come with challenges. The biggest challenge is often a cultural shift for the tradespeople. It may even become a trade union issue where using the newer technology is not stated in the union contract. If the tradespeople do not have basic computer skills to access their work orders or use an inventory scanner, prepare to experience some pushback. Training, patience and coaching must be in place to support the changes. We sometimes need to take a step back to move forward. Make sure you plan well and prepare for the technology decisions you have made. MRO Peter Phillips of Trailwalk Holdings, a Nova Scotia-based maintenance consulting and training company, can be reached at 902-7983601 or by email at peter@trailwalk.ca.

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WHATâ&#x20AC;&#x2122;S NEW IN REMOTE MONITORING...

Analyze large volumes of plant-wide production data

Live Monitoring Software

Siemens MindSphere is a platform as a service (PaaS) concept in which Siemens bundles a wide range of services for manufacturing companies on the path to Industry 4.0. The open operating system for IoT allows for a customized platform for recording and analyzing large volumes of plant-wide production data intended for predictive maintenance services, energy data management and resource optimization development applications. MindSphere offers industrial enterprises an open infrastructure based on SAP HANA.

Industrial Scientific, the global leader in gas detection, is pleased to announce the release of iNet Now Live Monitoring Software. iNet Now enables real-time monitoring of worker location, environment and status. Should a worker encounter a gas hazard, be immobilized, or have the need to escalate a condition through a panic alarm, text and email alerts, including a map of the area, are sent to designated contacts. By using iNet Now, workers can have peace of mind that potentially dangerous conditions or situations will be escalated to someone able to take action.

www.siemens.com

www.indsci.com/inet-solutions/

Micromar 40 EWRi digital micrometer

Thompson Pump presents its RECON2000T control panel with enhanced interactive technology. Through a telemetry add-on, the RECON2000T allows for remote pump control and monitoring. The innovative control panel allows for pump operation and performance supervision from a smartphone, laptop, desktop computer or other devices with Internet access.

The 40 EWRi micrometer is the latest addition to the Mahr Inc. family of integrated wireless products, which includes digital calipers, indicators and depth gages. Measurement data is transferred to an iStick on a computer without any interfering data cables, and MarCom software makes data acquisition simple: just take a measurement and transmit measuring data directly into MS Excel or via a keyboard code into any Windows program or existing SPC application.

www.thompsonpump.com

www.mahrexactly.com

Control panel allows for remote access to pump and engine data

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WHAT’S NEW IN BEARINGS...

Synthetic high temperature / high speed bearing grease RPL707 synthetic grease is uniquely formulated for high temperature and highspeed continuous bearing and spindle applications up to 275°C (525°F). Formulated with a non-melt thickener to prevent bleed, carbonizing and hardening, it will not drip or run out and protects against dirt, lint and powder in extreme environments including exhaust fans and blowers. Available in Canada exclusively from Davley Darmex. www.davley-darmex.com

Single-shaft/multiple bearing system analysis software SKF is adding an easier and faster bearing evaluation tool to its shaft analysis software portfolio. SKF SimPro Quick is a single-shaft/multiple bearing simulation software tool that can quickly evaluate the design of bearing arrangements and their performance, based on customers’ specified application requirements and the conditions under which the bearings will operate. The tool gives the customer more freedom in their machine design processes and product choices, without necessarily having to consult SKF on bearing selection and shaft configurations.

www.skf.com

Low-noise rolling bearing grease

For improved lock reliability, the new redesigned SealMaster Skwezloc Locking Collar achieves improvement through an innovative circumferential groove on its inner ring bore that reduces stress on the inner ring when properly clamped to the shaft. A larger cap screw and collar also improves the clamping force. By reducing the stress on the inner ring and adding a groove that decouples from the inner ring to improve elasticity, Sealmaster Skwezloc locking collar has a design that meets customer shaft tolerance need in unit material handling applications.

Klüber Lubrication, a worldwide manufacturer of specialty lubricants, introduces Klüberquiet BQ 72-72, a lownoise rolling bearing grease for long-term lubrication. The lownoise characteristic of this grease makes it suitable for applications that include rolling bearings in electric motors, fans, air conditioners, generators and belt tighteners in cars, electric household appliances and office equipment. Klüberquiet 72-72 is an excellent choice for the long-term or lifetime lubrication of capped or sealed deep groove ball bearings.

www.regalpts.com

www.klueber.com

Locking collar with improved lock reliability

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WHAT’S NEW IN BRAKES, CLUTCHES... Motor brakes provide a maintenance-free solution

Electromagnetic actuated clutches

The MagnaShear motor brake from Force Control Industries employs oil shear technology, providing longer service life even in demanding applications like the frequent start/stop cycles. Proven oil shear technology transmits torque between lubricated surfaces, thereby eliminating wear on friction surfaces. A patented fluid recirculation system dissipates heat – eliminating heat build-up, which is the most common problem in dry braking systems. Ideal for applications where the motor is reversed each cycle.

Miki Pulley’s CS electromagnetic actuated clutches are durable, versatile and have excellent torque transmission features. CS Clutches provide an efficient connection between a motor and a load providing low inertia, minimal drag and very quiet operation. Available with three different armatures, Miki Pulley CS Clutches consist of a clutch stator, rotor and armature assembly. They feature an integrated bearing design making mounting fast and easy. Operate well in temperatures from +14°F to +104° (-10°C to +40°C).

www.forcecontrol.com

www.mikipulley-us.com

The Complete Contamination Control Solution

...because contamination costs! MP FILTRI Canada Tel: 905 -303-1369 Email: sales@mpfiltricanada.com

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Condition Monitoring Starter Kit Parker Kittiwake, a manufacturer of condition monitoring and fluid analysis technology, launched of the Condition Monitoring Starter Kit. The kit combines the Parker Kittiwake DigiCell combined kit, the Holroyd MHCBearing Checker, and a PC tablet with a condition monitoring routine and log book preloaded on it to help guide the user in using the products. www.kittiwake.com

Electrical Testers with FieldSense Technology The new Fluke T6 Electrical Testers with FieldSense Technology make troubleshooting safer and more efficient by allowing electricians to take simultaneous voltage and current measurements â&#x20AC;&#x201C; not just detection â&#x20AC;&#x201C; without test leads. The T6 testers now make it possible to take reliable true-rms measurements in crowded junction boxes or along conductors with inaccessible end points, saving time, minimizing potential errors, and greatly reducing the possibility of arc flash. www.fluke.com/t6

Configure e-chain and cables online igus offers comprehensive online configurators and expert systems on the internet to ensure that energy chain system design and calculation is not a time-consuming process. On the igus website, the customer can not only choose the right cable for their moving application with the chainflex product finder, but also immediately configure their individual energy chain system using the online e-chain expert, QuickChain.100. This ensures reliable data on the durability of the e-chain and the cables, thus making the selection of the most cost-effective system even easier. www.igus.eu/qc100

Servo press kits sized right Festoâ&#x20AC;&#x2122;s compact YJKP servo press kit addresses a fundamental cost issue in electronics and small parts manufacturing. YJKP kits are optimized for press-fitting jobs up to 17 kN. Larger press kits use as little as 10% of their power to apply so little pressure, which is wasteful and inefficient. YJKP units are physically smaller than those oversize presses, run on less electricity, and have a smaller investment cost. That makes them an ideal fit in applications such as press-fitting printed circuit boards into housings, inserting precision parts in clock mechanisms, sealing module housings or press-fitting and testing seals.

Linear Motion

festo.canada@festo.com

www.rotoprecision.ca

NV-type studrollers with anti-creep cage technology are suitable for compact applications requiring extremely fast acceleration/ deceleration and minute motion. NVtype studrollers eliminate cage-creep, guarantee zero-slippage, and increase effective rollers up to 53 per cent while also offering increased load capacities up to 2.3X over conventional slide ways and an extended roller-to-rail contact area up to 58 per cent. Available in Canada in 30-600 mm lengths and 2-12 mm roller configurations from RotoPrecision Inc.

Auto-tensioning motor base The Browning Tenso-set Series 600 horizontal sliding motor base with optional quick release (QR) is an industry first for V-belt drives, enhancing technician convenience and belt drive efficiency by automatically maintaining belt tension for extended periods and allowing quick belt changes in just minutes. www.regalpts.com

P R O D U C T

N E W S

Machinery & Equipment MRO

November 2017

Zero-backlash jaw couplings for high-speed conveyors Soft grip back blow safety air gun Exair’s new Soft Grip Back Blow Safety Air Gun delivers a blast of air to effectively blow debris and liquids from pipe or hose inside diameters, channel, bores, holes, internal threads and other internal part features. An array of holes on the Model 1006SS Back Blow Air Nozzle provides a forceful back-facing 360-degree airflow to clear out coolant, chips and light oils from machining processes. This nozzle prevents blowing chips further into a part, tube or pipe. Ergonomic design.

Zero-backlash jaw couplings from Ruland are ideal for high-speed precision conveyors. Comprised of two hubs and an elastic “spider,” they dampen impulse loads, assure electrical isolation and minimize shocks. They are considered failsafe because, should a spider fail, the jaws interlock and allow direct power transmission until the application is shut down. www.rotoprecision.ca

HVAC bypass controller

Danfoss has received the AirConditioning, Heating, and Refrigeration Institute’s (AHRI) certification for variable frequency drives, confirming the performance of its VLT HVAC Drives based on rating standards. According to AHRI, certification under Standard 1210/1211 enables equipment users to make informed, reliable decisions about variable frequency drives. To receive certification, VFDs are rigorously tested according to three standard rating conditions, including efficiency at various speeds and loads, drivegenerated harmonics at full load and speed and peak voltage and rise time.

Combining motor control, energy efficiency and reliability in a compact design, the new PowerGate H Series “slimline” bypass controller from Mitsubishi Electric Automation, Inc. provides a single, scalable, off-theshelf fan and pump control solution for the HVAC market. PowerGate H Series HVAC controllers offer the simplicity and functionality of an HVAC bypass controller and the high performance and reliability of the Mitsubishi Electric FRF800 variable frequency drive (VFD), with both manual and automatic bypass control. Software functions include embedded control algorithms to maximize energy usage, real-time energy monitoring functions, broken belt detection and other preventive maintenance functions.

www.danfossdrives.com

www.mitsubishielectric.ca

www.exair.com/qtr_bbsag.htm

Variable frequency drives receive AHRI certification

Solenoid valves for heavyduty pneumatic applications Festo’s new rugged VUVS-…-S and compact VUVG-…-S solenoid valves for individual connection tick off several boxes for customers: They are reliable, attractively priced, combinable as valve terminals and available for delivery in Canada within two business days, even in large volumes. With focused features that meet the key requirements of solenoid valves, they are suitable for 80 per cent of all compact or heavy-duty pneumatic applications. They are two of Festo’s Stars in Automation, core products tagged for fast recognition in the company’s online catalogue with a blue star. www.festo.ca

Cleaning and degreasing multi-metal cleaner Madison Chemical introduces AquaBlue, an alkaline detergent for removal of dirt, oil, grease, sulphurized cutting oils or metalworking fluids, and more from a wide variety of surfaces, including stainless. With superior penetrating and wetting properties, it is an excellent water-based cleaner and degreaser which is ideally suited for general-purpose cleaning as well as challenging degreasing applications. Environmentally friendly AquaBlue contains no VOCs, has no SARA 313 reportables, and a health hazard rating of 1 so it has no disposal issues. www.madchem.com

S P A R E

P A R T S

Machinery & Equipment MRO

November 2017

WORKER SAFETY The 2017 Ontario Electrical Safety Awards celebrated safety leaders with a strong commitment to electrical safety in Ontario. CF Industries’ Courtright Nitrogen Complex gets our shout-out for taking the award in the Worker Safety category. The Complex’s installation of infrared scanning windows on electrical equipment is a critical part of keeping its plants running safely by identifying faults early. The scanners perform required routine maintenance on electrical equipment, which eliminates exposure to arc and shock hazards and helps to ensure a safer work environment for employees. For more information, visit esafe.com.

Tipping Point In an increasingly complex manufacturing ecosystem, researchers count information-rich, streamlined process optimization and speed among the drivers behind cost reduction in the new connected value chain. Yet, for many organizations, a digital transformation strategy is still generally missing – the goals remain relatively traditional and digital initiatives are ad hoc. These organizations face an uphill battle ahead that will require them to shore up efforts so they can compete against those that are well positioned to scale up digital efforts. If the picture painted by the Internet of Things (IoT) has any clout, the manufacturing industry as a whole is actively pursuing digital transformation. According to the International Data Corporation Worldwide Semiannual Internet of Things Spending Guide, global IoT spending will experience a compound annual growth rate (CAGR) of 15.6 per cent over the 2015-2020 forecast period, reaching $1.29 trillion in 2020. Worldwide spending on the IoT is forecast to reach $737 billion in 2016 as organizations invest in the hardware, software, services and connectivity that enable the IoT, according to market intelligence from IDC. The industries forecast to make the largest IoT investments in 2016 were Manufacturing ($178 billion), Transportation ($78 billion) and Utilities ($69 billion). IDC further reports that given Manufacturing’s position as the leading IoT industry, “it’s no surprise that manufacturing operations is the IoT use case that would see the largest investment ($102.5 billion) in 2016.” These numbers imply an irreversible development: embracing digital is a must at all levels of the plant. Those that recognize the effects of digital disruption and act upon it are poised to reap the opportunities it presents. Those that are married to large legacy business models will inevitably lag and face the enrisk of becoming obsolete. For more information, visit www.idc.com.

Mr. 0, The Practical Problem Solver

Tie job plans to specifically numbered assets Whenever possible, planners should tie job plans to specifically numbered assets such as this pump or that motor rather than having generic job plans. Most generic job plans do not contain the precise details about a specific asset that would really help the mechanics the next time they work on it. Planners could start with a generic plan for a certain model of pump, but should thereafter begin making it as specific as possible. A particular pump may have a problem with pipe strain or cavitation because of the piping arrangement. That is the type of detail the mechanics want the planners to remember for them the next time they work on it. Doc Palmer, PE, MBA, CMRP is the author of McGraw-Hill’s Maintenance Planning and Scheduling Handbook and as managing partner of Richard Palmer and Associates helps companies worldwide with planning and scheduling success. For more information visit www.palmerplanning.com or email Doc at docpalmer@palmerplanning.com.

GAIN TIME, PRODUCTIVITY, COST SAVINGS. SEE IT FOR YOUR SELF.

RETHINK YOUR DRIVE. Find out more at Gates.com/PTsavings

SmartCheck The palm-sized condition monitoring breakthrough that can help you avoid costly machine downtime! FAG SmartCheck takes condition monitoring to a whole new level of convenience and portability: Intuitive Plug & play convenience means SmartCheck is ready to go right out of the box with preinstalled monitoring configurations. Innovative Compact, baseball-sized design goes where you need it. SmartCheck can be accessed via the internet or smartphonesupported apps. Scalable Configuration can be expanded and monitoring functions can be extended to multiple units. Versatile Perfect for monitoring equipment such as electric and geared motors, pumps, gearboxes, fans, spindles and machine tools & much more. Turn your machine into a â&#x20AC;&#x153;smartâ&#x20AC;? machine with FAG SmartCheck and stop breakdowns before they occur!

For more information: Email: info.ca@schaeffler.com www.schaeffler.ca

Superior-quality products. Comprehensive reliable solutions.