Machinery & Equipment September JUNE 2016

MACHINERY AND EQUIPMENT

HOW SMART PUMPS CONTRIBUTE TO ENERGY EFFICIENCY AN APP FOR DESIGNING ELECTRICAL SAFETY PLANS USE VIBRATION ANALYSIS TO MONITOR BEARINGS AND GEARINGS

Vol. 32, No. 4

SEPTEMBER 2016

MASTER DATA IN THE ERP MAINTENANCE MODULE

How do you

MANAGE SEVERE SERVICE ASSETS? TOOLS AND TIPS TO PROTECT OVERLOADED EQUIPMENT

WHAT’S NEW SPHERICAL ROLLER BEARINGS MOTOR CONTROLS BELT DRIVES

E D I T O R ’ S

SEPTEMBER 2016 Volume 32, No. 4

Established 1985 www.mromagazine.com www.twitter.com/mromagazine EDITORIAL Rehana Begg, Editor 416-510-6851 rbegg@annexweb.com Mark Ryan and Lisa Zambri, Art Direction Contributing Editors Carroll McCormick, Peter Phillips BUSINESS Jim Petsis, Publisher 416-510-6842 jpetsis@mromagazine.com Jay Armstrong, Sales Manager 416-510-6803 jarmstrong@mromagazine.com Tracey Hanson, Account Coordinator 416-510-6762 Beata Olechnowicz, Circulation Manager 416-442-5600 x3543 bolechnowicz@annexbizmedia.com Tim Dimopoulos, Vice-President Annex Business Media tdimopoulos@canadianmanufacturing.com Mike Fredericks, President & CEO Annex Business Media Machinery & Equipment MRO is published by Annex Business Media Inc., 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. AWARD-WINNING MAGAZINE

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Future-proofing operations

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n today’s interoperable era, operations that use smart, enabling tools have taken a long-term view of securing their success. They merge IT (information technology) and OT (operational technology) capabilities in an effort to future-proof production requirements and customer demand.

Advancing toward this innovative, software-based model is an impressive feat. A sensor connected to a component – a pump, drive, valve, or motor – detects what’s happening in its environment and communicates that information across a system. This ability to communicate from machine to machine and across the Internet is inspiring new work practices in almost every realm of the operating environment. It opens the potential for selling data intelligence harvested from the equipment and for designing new aftermarket services. Seizing the opportunity, plants are learning to evaluate their equipment as new revenue streams.

On a global scale, technology research firm Gartner Consulting forecasts that there will be 6.4 billion connected things in use worldwide this year and this number is expected to grow to 21 billion by the year 2020. The lineup of disruptive technologies (including smart materials, sensors, nanoelectronics, piezoelectric materials and memory metals) has the potential economic impact of $33 trillion by 2025, according to international not-for-profit Industrial Internet Consortium. Is it any wonder Hannover Messe 2016, the annual German trade fair for showcasing cutting-edge mechanical and electrical engineering solutions, chose to demonstrate how two global trends – Industrie 4.0 and Industrial Internet of Things – are converging in a way that compel organizations to reimagine the business they are in?

But despite the disruption, the industry is merely at the cusp of this megatrend.

Before plants can claim the full benefit of IIoT, they need to overcome a few pitfalls. When plants consider how data connects, they are inhibited by the cost of connecting, especially when they require specialized platforms and analytic capabilities in order to meet critical requirements. Another challenge is to ensure the safety and level of comfort with sharing information. Plants also realize that if they don’t connect, they will remain behind the curve and miss out on opportunities to exploit value chains.

Standards and protocols are important considerations that add to the level of complexity. It’s rare for any one company to have all of the required engineering capabilities on a common platform, which is why more than one vendor is likely to be involved in end-to-end execution of a product or service.

In the near-term, plants should account for the fact that smart products represent less than half of all products sold and analysts say that we’ll be manufacturing conventional products for decades to come.

But looking ahead, and considering the broader implications, industrial plants and manufacturing, in general, can no longer afford to ignore the implications of the exploding range of software applications.

As reliance on digital networks and having data in context and in real time becomes the norm, scalability, speed and agility will be powerful value drivers in setting the course for cost-effective and, hopefully, sustainable overall consumption.

© 2016. Contents of this publication are copyright and may not be reproduced in whole or in part in any form without written consent of the publisher. The publisher cannot assume responsibility for the validity of claims in items reported or advertised.

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Machinery & Equipment MRO

MACHINERY AND EQUIPMENT

MAINTENANCE, REPAIR AND OPERATIONS

N O T E B O O K

Rehana Begg Editor

SKF Certiied Rebuilder Electric Motors Alberta Continental Electric www.continental-electric.com (780) 410-8800 GPR Industries www.gprindustries.com 1-888-532-5900 Newfoundland Pennecon Energy Technical Services www.pennecon.com (709) 726-4554 Quebec Entreprises L.M. ww www.entrepriseslm.com (514) 523-2831 Moteurs PM www.moteurspm.ca (819) 536-5609 Saskatchewan GMR Electric Motors ww www.gmrelectric.com (306) 931-8456

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Machinery & Equipment MRO

September 2016

in this issue

Counterpoint: How do you manage severe service assets? / 32 Sometimes overloading assets in severe environments are to be expected.

Digging Into Dragline Data / 36 Improve safety and dragline availability using vibration analysis.

Departments Editor’s Notebook / 3

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Industry Newswatch / 6

COVER STORY – Can Vs. Want

Business Briefs / 9

Contributor Carlo Odoardi looks at severe service conditions through the lens of an RCM2 practitioner.

Maintenance 101 / 34

Who laid off the asset management data quality people? / 16 Why maintenance staff are being derailed from the task of keeping assets in good repair.

Intelligent Pumps / 20

What’s Up Doug? / 44

Help solve the global water crisis by employing smarter pumping solutions.

Spare Parts / 50 Mr. O, the Practical Problem Solver / 50

Product News What’s New in Severe Service / 46 Product Spotlight / 48

Power App / 24

Sensory Perception / 28

Electricians simply use an app to create a safe work plan on electrical equipment.

A sensor placed on the packaging conveyor line can automatically pinpoint pressure issues.

Cover Photo Thinkstock

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Machinery & Equipment MRO

September 2016

Statistics Canada reports that manufacturing sales rose 0.8 per cent to $50.2 billion in June, following a 1.0 per cent decline in May. Higher sales of machinery and transportation equipment products were largely responsible for the gain. Nearly three-quarters of the increase in June was attributable to these two industries.

Overall, sales were up in 15 of 21 industries, representing 62 per cent of the manufacturing sector. Durable goods rose 1.6 per cent to $27.0 billion, while non-durable goods decreased 0.1 per cent to $23.2 billion. Constant dollar sales increased 0.5 per cent, indicating a higher volume of goods sold.

Sales in the machinery industry rose 5.8 per cent to $2.7 billion, following five consecutive monthly declines. The gain in June was the largest since September 2015 and stemmed from higher sales in the commercial and service machinery, agricultural, construction and mining machinery, and industrial machinery industries. Some types of machinery in these industries take many months to manufacture. The advance in June partly reflected the delivery of orders placed several months ago.

Following a 0.8 per cent gain in May, the food manufacturing industry (-1.2%) posted the largest decline in June, reflecting lower sales in the dairy and meat products industry. Sales

Source: Statistics Canada

Machinery and transportation equipment lead the gains in June

also decreased in the primary metal (-1.1%) and paper (-1.8%) industries.

BALDOR ELECTRIC CO. NAMES FOOD AND BEVERAGE INDUSTRY BUSINESS MANAGER

gaining specification and preference at MIXED-FLEET TELEMATICS STANDARD key food and beverage accounts for Baldor EARNS ISO APPROVAL Reliance motors, Baldor Dodge mechani- The mixed-fleet telematics standard cal power transmission products and ABB from the Association of Equipment Baldor Electric Comrobots and drives. The team will also drive Manufacturers (AEM) and Association pany recently named the development of industry strategies, of Equipment Management ProfessionMatt Price its new relationships, corporate agreements and als (AEMP) has received approval from Food and Beverage sales demand.

ISO, the International Organization Industry business manager. In this role, For more information, visit for Standardization, to be accepted as a Matt and his team are responsible for www.baldor.com. global standard.

The new ISO mixed-fleet telematics standard enables equipment users to GLOBAL DEMAND FOR MATERIAL HANDLING EQUIPgather more OEM equipment data into MENT TO REACH $176 BILLION their preferred business or fleet manGlobal demand for material handling equipment is forecast to agement software, providing easier acrise 5.3 percent per annum through 2020 to $176.0 billion. Adcess, improved ability to manage and anvances at the global level will be largely driven by market growth alyze information across their fleets, and in China and other industrializing nations, which will account for to help save time and money on the job nearly two-thirds of all new material handling machinery demand site or within their operations. generated between 2015 and 2020. These and other trends are Bookmark the landing page for presented in “World Material Handling Equipment,” a new study the standard on the ISO website at from The Freedonia Group, a Cleveland-based industry research firm. www.iso.org.

Sales of material handling machinery In Japan, the U.S., and Western Europe, sales of material handling machinery will climb at a somewhat more restrained pace during the 2015-2020 period, than in developing countries. Market growth will be largely spurred by replacement product demand. A variety of factors impact material handling replacement patterns in developed countries, including the overall economic environment, access to financing, and the development of new, technologically advanced models that offer efficiency and productivity advantages.

Most mature markets will see sales conditions improve through 2020, although they are generally projected to register slower growth than their industrializing counterparts. Additional government spending on public infrastructure, growth in logistics and transportation industries, and the adoption of new material handling technologies will contribute to gains in many mature markets.

For more information, visit www.freedoniagroup.com.

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September 2016

and Alaska Airlines. The work will be performed at Bombardier’s U.S. maintenance facilities including the Tucson Air Center, West Virginia Air Center and Macon Air Center.

CRIQ AND FESTO SIGN AGREEMENT TO ADVANCE INDUSTRY 4.0 IN QUEBEC During the economic mission to Germany organized by Quebec’s Ministry of Economy, Science, and Innovation,

Centre de recherche industrielle du Québec (CRIQ) and internationally renowned company Festo signed an agreement to help speed up introduction of the principles of Industry 4.0 and smart factories in Québec’s manufacturing sector. Smart factories – a core element of Industry 4.0 – are characterized by continuous communication between the various tools and workstations of supply and

production lines. Under this agreement CRIQ now enjoys access to new specialized resources and to some 30,000 avant-garde automation technologies tried and tested in over 175 countries. The Festo team will collaborate with a research team from CRIQ that specializes in robotization, artificial intelligence, telematics, numerical control, production systems organization, and Big Data manage-

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FLOUTING PCB REGULATIONS GETS WAREHOUSE STIFF PENALTY A warehouse in Hamilton, Ont., numbered company 1526806 Ontario Inc., was sentenced on July 27, in the Ontario Court of Justice and ordered to pay $70,000 after being convicted on January 12, 2016, of contravening the PCB Regulations and failing to comply with an Environmental Protection Compliance Order issued under the Canadian Environmental Protection Act (CEPA). The fine will be directed to the Environmental Damages Fund.

The conviction relates to the continued use of, and failure to store or send for destruction to an authorized facility, equipment containing polychlorinated biphenyls (PCBs) at concentrations in excess of those permitted under the PCB Regulations.

Environment and Climate Change Canada has taken strong and effective steps under CEPA to control the use, importation, manufacture, storage and release of these industrial chemicals. In 1977, the import, manufacture, and sale (for re-use) of PCBs were made illegal in Canada, and in 1985, their release to the environment was made illegal.

In 2008, the PCB Regulations introduced specific deadlines for ending the use of PCBs in concentrations at or above 50 mg/kg and limiting the period of time PCBs can be stored before being destroyed. These requirements are expected to reduce releases of PCBs into the environment.

As a result of this conviction, the company’s name will be added to the Environmental Offenders Registry.

Source: Environment and Climate Change Canada

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Business Briefs News and views about companies, people, product lines and more.

• Calgary – The National Energy Board has conditionally approved TransCanada’s 11.7-kilometre natural gas pipeline set to run through the city of Vaughan, Ont., just north of Toronto.

• Montreal – Bombardier reported a US$490 million net loss in June and said one of its coveted CSeries orders was scaled back after a quarter that saw the aerospace giant deliver the first passenger jets. The Montreal-based company said it agreed to revise a 2013 order by Ilyushin Finance Co. for 32 CSeries 300 planes in response to the Russian firm’s market needs. Under the changes, the Moscow leasing company would now buy 20 CS300 and one Q400 aircraft.

• Traverse City, Mich. – Ontario and Michigan have signed an agreement to work together to promote the auto sec-

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tor, a vital part of both their economies.

Premier Kathleen Wynne and Michigan Gov. Rick Snyder signed a memorandum of understanding that they said would promote innovation and regional competitiveness in the auto industry. Ontario and Michigan compete “from time to time,” said Wynne, but they also have a shared interest in protecting the Great Lakes “cluster” of automotive production so it can compete with other clusters in the southern U.S and Mexico.

• Birmingham, Ala. – Motion Industries, Inc. a wholly owned subsidiary of Genuine Parts Company, has entered into a definitive agreement whereby Motion Industries has agreed to acquire OBBCO Safety & Supply, LLC. Transaction closing was expected to occur August 1, 2016.

• Ottawa – Japanese auto-parts manufac-

turer Nishikawa Rubber Co. has agreed to plead guilty and pay a US$130-million fine for its role in an international bid-rigging scheme that affected car sales in Canada and the U.S. Subject to imposition by the U.S. courts, the resolution is the result of an unprecedented collaboration between Canada’s Competition Bureau and the Antitrust Division of the U.S. Department of Justice.

The Bureau said the substantial fine on Nishikawa effectively addresses the adverse effects of its conduct in Canada, as well as in the U.S. • Calgary – Shipments of crude-by-rail have shown a steady decline this year and railway executives see little hope of a quick turnaround. The latest data from Statistics Canada reveal shipments of railcars filled with fuel and crude oil have dropped every month since January, both compared with the previous month and the same month the year before. May saw the highest drop, plunging by a third to 6,566 rail cars, as the wildfire hazard in Fort McMurray, Alta., reduced output from the oilsands by more than a million barrels a day.

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CAN VS. WANT Severe service PM strategies using RCM2 as a tool

BY CARLO ODOARDI

aintenance and reliability practices such as RCM2 (Reliability Centered Maintenance) improve a company’s safety and environmental performance and are also known for significantly improving the company’s financial performance. By extension, the safety, environmental, and economic benefits of applying the RCM2 will also have different results under varying degrees of duty or service.

RCM2 is a proven, world-class methodology that is designed to identify the safe minimum operations and maintenance requirements needed to prevent safety, environmental and economic failure consequences, of any assets/systems. It does this by ensuring those assets/systems keep doing what their users want them to do in their current operating context.

The RCM2 objective is achieved by focusing on the root causes of equipment failure. These are known as the Failure Modes, which prevent the equipment from functioning properly. If one of these failure modes causes an asset or system to fail, it may result in serious safety or environmental consequences or heavy financial penalties, with direct adverse effects on the organization’s production/ operational capability. Operational consequences may include: • Reduced service/output – failures that cause downtime due to low equipment utility resulting in higher costs or lost sales • Product quality issues – failures that cause machines to produce undesirable quality (or cause spoilage), leading to rework or, worse still, scrap • Low customer service – failures that lead to unscheduled delays or stoppages, which erode customer confidence and lead to lost business (with possible steep financial penalties) • Higher operating costs – failures that increase energy consumption, in addition to the cost of equipment repair All these failures have cost consequences and must be assessed over a reasonable period of time. (See Figure 1 for a Financial Risk Matrix that can be used to identify Acceptable or Unacceptable Failure Costs.)

From the RCM2 perspective, there are many aspects worth considering that will reduce or eliminate the dreaded impacts caused by equipment failures. There are three main facets that can help improve a company’s cost performance under varying degrees of duty or service: 1.

What the assets can do relative to

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what we want them to do 2. Proactive Tasks – Technical Feasibility (the P-F curve, asset Life & Function Testing) 3.

Proactive Tasks – Worth Doing (3Pump, Standalone vs. Duty-Standby) Let’s briefly explore the first one in this article.

Can versus Want As the old management adage goes: “You can’t manage what you don’t measure.”

So, in RCM2, we embed Performance Standards (what we want the asset to do) in the functions of every critical system that we manage in the plant. The natural question to ask is: “What is the objective of the maintenance function?”

The answer is: “To maintain the instantaneous capability of all the equipment between its initial, inherent or ‘design’ capability (what it can do) and the desired performance standard (what we

Figure 1

Figure 2

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want it to do).”

The performance standards used to form the Functional Failures must be agreed upon by the asset system stakeholders in a formally organized RCM2 analysis meeting led by a qualified facilitator. The stakeholders are the maintainers, operators, purchasers, designers, builders, and anyone else involved who has something legitimate to say about how the assets and systems should behave over their lifecycle.

Referring to Figure 1, suppose the RCM2 analysis group arrives at a pumping system Function as follows: To pump 3,000 GPM of water from Tank X to Tank Y. The 3,000 GPM value is the Performance Standard we want the system to sustain. To begin with, the pump should be capable of pumping more than 3,000 GPM. If not, what we want the pump to do exceeds what it can do at start-up. In this case, no amount of maintenance we perform will ever deliver what we want the system to do.

Given this function, suppose at the system design stage, an engineer-in-training specifies a pump that can only handle 2,500 GPM (See #1 in Figure 3). The result is that the system cannot give us what we want in that operating context. This is because, in the severe service operating context that

we place the asset in, the needed function must state that we want 3,000 GPM, not anything less than that. Therefore, in this duty or service, the pump is understood to be functionally failed because it is already in a failed state when it was designed – let alone, purchased (“That’s what you asked for!”), commissioned (“I don’t care, I just build ’em”) and operated (“Why does maintenance always break the equipment?”) .

At 2,500 GPM, it makes no sense to blame the system OEMs, the constructors, the maintainers, the operators or anyone else but the system designers for causing the pump to be in a failed state.

This sort of human error cannot be rectified by anyone else but the engineering/ technical design team by specifying the equipment needed to meet the severe service environment. In other words, none of the OEM, the constructors, the maintainers, or the operators can raise the performance of the pump beyond what it naturally can do by design (that is, the “designed-in” value of 2,500 GPM).

So, the only way to fix this is by carefully considering the User Requirements, in its operating context as is done in an RCM2 analysis, at the design or procurement stage. The RCM2 analysis team may agree, perhaps, on 4,000 GPM as it gives the organization satisfactory degradation room (deterioration margin) for a reasonable production Run Campaign schedule.

Suppose we replace the undersized 2,500 GPM pump with one that can nominally handle 4,000 GPM. When we start the pump, it will naturally begin deteriorating in performance at point “A” in #2 of Figure 3. Note that experiencing deterioration such as wear, evaporation, erosion, fatigue, abrasion or corrosion is not unusual. It is a natural physical phenomenon for these performance degradations to occur and should be expected. This is denoted by the “failing” in #2 of Figure 3. However, the rate and shape at which it happens (steep or shallow, but always a negative slope) is determined by how light or severe the service environment is.

Degradation continues until the pump’s performance reaches 3,000 GPM at tF. Typically, Operations calls Maintenance to restore the pump to like-new condition. Once the restoration task has been planned and scheduled on an approved Work Order, it is executed to restore the pump capability back to 4,000 GPM. When the system is handed back to Production, the system degradation cycle repeats again along the next Run Campaign.

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The following are but a few kinds of human and design factors that affect system performance: a) The construction materials, type/ layout, design/quality, etc. of the pump and its components. Usually, the harder, thicker and/or more durable (Read: tougher/stronger) the materials used in pump construction, the longer will be the Run Campaign. The Run Campaign is the time between tF and tA in #2 of Figure 3. No unscheduled downtimes should occur in this time and maximum productivity is expected.

(Note: This is not the ‘P-F’ interval.

P-F is a topic for another time.) b) The medium being pumped in the system. Usually, pumping low-friction/viscosity substances (like gases or water compared to slurry or sludge) result in a light service characteristic and will lengthen the Run Campaign time. c) The location of the low- and high-level switches in the tank is crucial (See Figure 2). Typically, the farther apart they are, the longer will be the Run Campaign. This is because the sys-

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tem will cycle on/off less often the farther apart they are. Less duty-cycles, means: • less wear-and-tear on all the equipment, • lower spares/parts consumption as they fail less frequently, • the lower probability of failure consequences, such as pinch-points, safety incidents, environmental releases to the air or nearby water systems, • the lower the chance of the tank running dry leading to downtime downstream, • the lower the chance of the tank overflowing it if the HLS doesn’t shut the pump off (Note: if there is a high-high-level switch, HHLS, above the HLS, there is a chance that a multiple failure event may occur if the HHLS fails when the HLS fails too. Longer run campaigns will lower the demand/stress on the protective devices too), • the less repair, lower labour costs, fewer contractors required and less rentals, less tools. d) Production deliberately (but tem-

porarily – 1 or 2 shifts) draws higher than 3,000 GPM at the offtake.

This represents a more severe service, which pushes, “Sprints” or “Hot-Dogs” the equipment higher than expected/needed/wanted, and the Run Campaign will thus be shortened – along with equipment life. e) Sustained Production Overloading may result at a site over the years due to production/market demands, change in personnel, no succession planning (or “corporate amnesia”), differing corporate business goals, or global competition pressures.

The result is that what we now want the system to do 4,250 GPM, which is higher than the old want of 3,000 GPM. Want is being driven above what it can do in the past – 4,000 GPM – due to all of the factors above, in an intentional, sustained manner. (See #3 of Figure 3) In this more severe (elevated) service condition, the only solution is to redesign the production systems in one of two ways.

The objective is to achieve CAN2 in #3 of

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figure 3, which is the new CAN (4,500 GPM) for what we now WANT it to do (4,250 GPM).

This is done by applying a “debottlenecking approach” in a reliability improvement program, on a system-by-system basis. This involves either (a) increasing the inherent reliability/capability of the system equipment (raising the old CAN from 4,000 above the new WANT of 4,250 to the new CAN2 of 4,500) or (b) cut-

Figure 3

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ting back on the production demand (lowering WANT to something less than CAN).

Note: (a) is far more likely than (b) as production is King!

Each of these factors has associated with it significant safety, environmental and financial failure consequence implications, which must be considered carefully over the lifecycle of the production systems. For example, in (a) above, using a steel impeller, which wears more slowly than cast iron, will increase the Run Campaign of the system but will cost more to retrofit and then operate and maintain.

Generally, to be worth doing a system redesign for severe service, it makes sense that the costs of achieving a longer Run Campaign must be offset by the: • Increased revenue generated from the sale of the extra product being made/ produced over the longer Run Campaign time, • The fewer spare parts that will be consumed/ required to restore the equipment, • The less need for equipment rentals, rigging and other tools to do the restoration, • The fewer skilled human resources, external and internal, that must intervene with the assets, • The lower the company’s risk exposure to safety incidents and environmental releases, • The less “job fatigue” that will result (that is, affects employee morale and worker self-esteem). MRO Carlo Odoardi, principal RCM2 & RCM3 Asset Reliability Practitioner, Coco Net Inc., is widely recognized as an industry expert specializing in physical asset reliability strategies, practices and processes and enabling technologies to improve business results. Reach him at carlo.odoardi@cogeco.ca.

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Who laid off the asset management

DATA QUALITY PEOPLE?

A culture of “doing more with less” creates a ripple effect that undermines data management.

T

he petroleum-triggered economic global downturn has impacted all aspects of industrial life – production levels are down; plants are closing; companies are merging or being acquired; good people are going home; jobs are moving between plants – all having an impact on the fuel and energy maintenance strategies and workloads of our field and plant maintenance operations people.

As maintenance professionals, we are tasked with keeping

our wells, pipelines and plant assets in a state of good repair, with high availability and ensuring safety and profitability are on target. And we do this with blind trust in the information technologies (IT) and operational technologies (OT) provided by our business owners, operations / maintenance leadership and chief technology officers.

Company newsletters boast of corporate technology visions with glossy nerd speak getting us to believe: IT/OT convergence where “smart” as-

sets have embedded chips that “talk” to our operators about their “health”; more confusing acronyms like ‘IoT’ (Internet of Things) convincing us that our future is in the “digitalization in the cloud”; that happiness is a “UX” user experience on a sleek new tablet device or smartphone and an uber-cool group of anonymous people in halloween masks are challenging our wit with stories of intrusion and cyber security threats.

While drilling and well production is down and our

maintenance budget isn’t what is used to be, we have had to cancel more than a few inspection contracts, defer planned rebuilds, change routes and work schedules, replace condition-based maintenance with run-to-failure tactics for less critical equipment; extend pipeline inspections and hope our predictive maintenance assumptions result in reactive and emergency work that is manageable.

Faced with these economic realities, our asset integrity leadership have fought hard

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to keep quality maintenance technicians and engineers working; trying to invest in updated tooling and focus on safety and skills training to replace the knowledge leaving the shop after each retirement. Sure, getting emails from smart IT/OT device telling us that a pump coupling is noise is a neat thing, but it doesn’t solve the bigger problem we have right now: Who laid off the asset management

September 2016

data quality people?

Our field operations and plant information technology spend has rolled back IT / OT projects such as ISO 55001 compliance, promising better predictive maintenance tactics that would optimize wrench time and leave our crews with more time to do preventive work and cost saving bench work.

Our supervisors take plans and work schedules from

planners, and after a safety talk, some locker-room banter about who is retiring next month; the impact this week’s oil prices have on our company and job security - we dispatch the crews to begin our maintenance/reliability day – tools in hand.

As maintenance professionals, all we need are a few creature comforts – say decent selection of snacks in the new vending machines, a pair of

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dry boots, good work schedules, work orders we can actually read with updated maintenance instructions, a list of spares parts we might need and time to do the job right.

Friday comes along and the second round of layoffs, albeit only two or three people, has seen the dismantling of our once robust Asset Integrity Working Group. We no longer have maintenance planners fussing over quality job plans; taking care to update bill of materials needed to order the right parts for the job; or getting new safety data sheets and OEM drawings. The task of updating or adding new equipment specifications into the EAM system along with accurate spare parts items and inventory data has been delegated to a field-ops purchasing clerk who is pretty busy multi-tasking otherwise known as ‘wearing many hats’.

Truth be told, the biggest problem most fuel and energy production operations have is not threat of intrusion by some hacker, or seamless integration of this to that, but the progressive erosion of our day-to-day EAM data caused by decades of “doing more with less” and a domino effect of layoffs that saw lower priority placed on asset data clean-up and governance.

As the day progresses we are spending more time watching oil prices swing than we do chasing parts to fix things and we come to the realization that the asset management data quality people are us!

This blind trust in our EAM data may not be apparent, but the symptoms of eroded, old master data in the EAM system once unnoticed is starting to become more visible and impacting the business every hour of every day: • PM Work orders are generated for well equipment that has been decommissioned or sold • Field work orders have the right location but the equipment data is outdated • Field work orders have the

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correct equipment but wrong job plans, tasks applied • Preventive maintenance work packages are issued with wrong intervals or task lists • Repetitive work orders have not been updated to reflect new equipment configuration • Backlog work orders have stale or incorrect part numbers • Backlog work orders were estimated using old task lists and material costs • Material reservations for planned work are not generated due to wrong MRP data • Bill of materials used for kits or rebuilds are missing or have duplicate parts • Store issues/returns cannot be processed with wrong parts or incomplete specifications • Purchase Requests/Orders fail to get processed due to incomplete description/vendor • Orders are taking longer to process because primary vendors are wrong or out of business Most of the EAM data erosion we experience happened progressively and silently because checks and balances were replaced by time-saving shortcuts, sudden changes in roles and activities, supervisor/leadership changes that shifted priorities – all quite justifiable and expected when jobs are lost but also quite preventable if we had realized that our maintenance staff were the data quality people all along.

While there is no genie in a bottle that can help us get out of this data quality funk, there are a few people-process-technology things that can be done in the immediate term to help get pipeline, plant and wellhead EAM data back in the right place: People: Re-establish or start a Asset Integrity Working Group – Working with management, supervisors and maintenance staff to establish small volunteer “quality circles” of three to four people that meet on Tuesdays and Fridays for one hour per week to take one or two problems or issues and agree to solve them. It might be to review and correct a maintenance job plan for a pump or identify two or three materials items or BOMs that need to be fixed or deleted from the EAM system. The management member will sponsor and take ownership to getting these done.

Process: Build a bridge between IT and business culture – not that it’s broken but begin the open discussion

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about “EAM data quality” to your interdepartmental management meetings, safety talks and coaching moments encouraging everyone to identify data or information issues and have supervisors take ownership to follow-up.

Support these supervisors with short, scheduled meetings and simple communication processes enlisting members of the corporate information technology team to establish a high priority on EAM data remediation and allot two hours on Wednesday to address issues.

Technology: Last and certainly not least, Maintenance, Operations and Information Technology leaders need to work together to explore ways to effectively and economically “refresh” their IT/OT and EAM enterprise solution architecture supporting our Maintenance teams. Small investments, easy-to-implement, out-of-the box software like adding a Management of Change (MOC) button on a mobile work order device could allow the field technician who found a bit of bad data in the maintenance plan MRO BOM to send an email message directly to the IT member of the Asset Integrity Working Group – effectively shortening the time between discovery and resolution from days to minutes.

We need to take a moment to recognize that previous information technology methods may have broken down over the stress of layoffs or organizational change and that making the business case for investing in things like IoT (Internet of Things), digital IT / OT asset management, EAM master data governance and smart technology to improve the user experience may well have some real solid returns – even if it’s simply putting a smile on the faces of your maintenance teams again. MRO Jim Charboneau, director, EAM for Chicago-based Utopia Inc., spent most of his millwright apprenticeship days creating maintenance plans in Viscalc spreadsheets on an Apple IIe computer in Jim the late 1970s. Char- Charboneau boneau would go on to be a maintenance reliability specialist, EAM solution architect, vice-president, project manager and consultant helping asset intensive businesses “get it right the first time.” Reach him at j.charboneauconsulting@outlook.com.

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Intelligent Pumps How IIoT and smart pumping can contribute to solving the global water crisis.

BY HUSSAIN AHMED

S

carcity of water resources, growth in urban population, environmental regulations and process inefficiencies are all contributing to a crisis in the Water & Wastewater industry. It is estimated that the amount of energy wasted as a result of traditional methods of water processing and delivery can be cut by up to 25 per cent. The urban population of the world is forecast to grow to 6.3 billion people in 2050, from 3.4 billion in 2009, according to the World Economic Forum report, “Energy Vision Update 2009 – Thirsty Energy: Water and Energy in the 21st Century.”

Energy efficiency is a point

of main concern as a quarter of the energy consumed by industrial motors is used by pumps. The U.S. Department of Energy – Office of Industrial Technology reports that 75 per cent of pump systems are oversized, many by more than 20 per cent. Electricity costs account for 40 per cent of the total cost of ownership (TCO) of a pump.

The solution for the issues mentioned above lies in Smart Pumping (also known as Intelligent Pumping) along with the use of IIoT. These approaches result in energy savings, increased equipment lifetime and maintenance cost reductions by providing higher quality and precise data.

A “smart” pumping system has the ability to combine

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greater efficiencies with sensors and software to regulate and control flow and pressure. IIoT incorporates machine learning and big data technology, harnessing sensor data, machine-to-machine (M2M) communication and automation technologies that have existed in industrial settings for years.

A smart pumping system along with IIoT enables energy efficient systems through:

1.

Monitoring pumps, which helps operators to detect higher energy usage 2.

Libraries and algorithms to ensure that pumps are running in energy efficient manner 3.

Pumps driven by variable speed drives, which can save up to 30 per cent energy compared to fixed speed pumps A pumping system is considered “efficient” if it is available, reliable and compliant

with standards defined by governing bodies, such as EuroPump and AHR. With smart pumping along with IIoT, efficient systems can be realized by: 1. Establishing preventive maintenance plans for systematic inspection to detect potential failures 2. Enabling condition-based maintenance by monitoring pumping system data for an accurate status and risk assessment

Traceability By remaining connected with pumps, the manufacturers know the location of the pumps and are also able to provide timely support and spare parts to their customers.

The connected variable speed drives with active QR codes can be used for diagnostics and also to give information easily to operators for support.

Start small, start smart

• Introduce energy measuring devices into system architectures • Use controllers with intelligent applications for better protection and reduced commissioning time, while following guidelines for standards as set by local and global organizations • Replace fixed speed pumps with variable speed pumps • For “smart” visibility of pumping systems, use remote monitoring for maintenance and energy efficiency. MRO This article originally appeared on the Schneider Electric Blog.

Hussain Ahmed is the Schneider Electric Marketing Manager for the pumping offer in Machine Solutions. Schneider Electric is the global specialist is energy management and automation, with employees in more than 100 countries worldwide. To read more from Schneider Electric, visit blog.schneider-electric.com.

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POWER APP Ontario’s Region of Durham’s electricians are using a powerful new information tool.

BY CARROLL MCCORMICK

E

lectricians: Imagine an application on your smart device, small like a cell phone or larger like a tablet, that can instantly create a Safe Work Plan (SWP) tailored to the task you need to perform on the piece of electrical equipment you are standing in front of this very minute.

The 65 electricians working for the Region of Durham, a densely populated 2,537 square-kilometre community just east of Toronto, have such a tool. Called e-workSAFE, the electricians need only scan QR codes affixed to electrical equipment in order to tap into ESA Standard 462, which is based on the CSA Z462-15 Workplace Electrical Safety. E-workSAFE then generates an SWP based on information stored in the app about the equipment, compliant to CSA Z462-15.

Durham Region began deploying e-workSAFE in 2014. Its staff electricians have gradually been expanding the use of e-workSAFE across the region for the past year and a half as they stick QR codes on the equipment. The app uploads all the required information as it is collected.

When they are finished early next year, the app will contain information on possibly a million pieces of electrical equipment, ready for instant access via the QR codes.

“Before we had this, no company had Safe Work Plans, because it was too cumbersome to write them. The app puts all of the Z462Workplace Electrical Safety, Z463 - Guideline on maintenance of electrical systems and Z460 Control of Hazardous Energy, ESA Standard 462, on the devices in the field, and creates Safe Work Plans. Now, electricians do not have to create them in their heads,” says Barry Bynoe, corporate health and safety officer, Region of Durham, and the point man for implementing e-workSAFE. Ontario’s Electrical Safety Authority (ESA) created e-workSAFE and first deployed it in the Musselwhite gold mine in northwestern Ontario in fall 2012. That app contained an Electrical Safety Plan (ESP), designed to help organizations meet the requirements of Z462, in addition to specific instructions contained in already written SWPs, that told the Musselwhite electricians how to safely work on specific pieces of the mine’s 2,500 pieces of equipment. The app also included an arc flash study for each piece of equipment. The electricians could also add images and notes that would become part of each piece of electrical equipment’s history.

Photographing the QR code on electrical equipment calls up safe work packages and reams of related information for electricians. (ESA)

After hearing about e-workSAFE, Bynoe contacted Mark Jorgenson, an ESA work safety specialist who worked on the ESP framework way back in 2004, before the technology existed that could turn the ESA’s vision into a workable tool. And ever since the invention of tablets and QR codes allowed the transformation of impossible mountains of documents into bits and bytes, Jorgenson has been working on e-workSAFE. Durham signed a five-year contract with ESA, which owns E-workSAFE. ESA hosts all the Durham electrical equipment data on its own computers, so the burden on Durham’s IT department is light. “That was one of our issues. What kind of support would we get? ESA has delivered everything it promised,” Bynoe says. “The contract with ESA includes all of the technical support for the data, managing the database, staff training and any other help we need, other than the uploading of data. We have a separate contract for ESA to come in and, at a per-hour rate, upload data.”

Durham Region’s electricians love e-workSAFE, Bynoe says.

“It puts the tools in their hands. The Standard makes sure that the electricians have all the changes at their fingertips; any changes to the Standard go automatically to the electricians.

It holds electricians to the rules. We are protecting their safety.

The buy in is that our employees are working in a more safe environment.”

Bynoe also stresses that Durham did not choose to implement e-workSAFE in order to save money. “What motivated us was worker safety, the potential for someone to get injured, not saving money. It costs us money to do this. Our return on investment is worker safety.”

He did not reveal the exact cost of the program, but did say that it is negligible compared to the cost of a single work-related injury to an electrician.

This is how the Durham electricians use e-workSAFE: First

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thing in the morning, they log onto e-workSAFE to pick up their work orders and any updates that ESA might have prepared. For this they need to be in a hot spot, or at least have cell phone access to the Internet.

After the initial log on, it is not necessary to be connected to the Internet in order for e-workSAFE to work. Everything that is required to create a SWP, and all of the electrical equipment-specific information for the entire organisation, is on the electrician’s smart device.

When an electrician gets to a job site, he scans the QR code on the piece of equipment in question to call up the relevant information in the e-workSAFE database. He has a list of tasks, some 10-20 per piece of equipment, which the employee chooses from. This is when the employee has to enter some information for the app to work with. “The SWP is only as good as the information the electricians enter. There are 14 mandatory requests about what needs to be entered on a piece of equipment before a SWP can be generated, such as voltage, amperage, arc flash analysis,” Bynoe explains.

The app creates the appropriate SWP and the electrician attaches it to the work order. With the SWP procedures in the app directly in hand, the employee is ready to work, compliant to Standard 462.

Once the electrician finishes this task, he or she selects their supervisor’s name and sends along a PDF specific to that SWP. If there is no Internet connection, that is not a problem. The documents to be sent stay in a queue and are transmitted automatically when the device gets to the next hot spot. The electrician can see which documents are in the queue.

The electrician can add information to the SWP. For example, Bynoe has asked the electricians to take a photo of every piece of equipment, and photos of any damage they may see. “The electricians can also write a sticky note for the equipment, for the next electrician to read; for example, that the equipment tripped out twice. The electricians can communicate to the other electricians through the QR code. We don’t need log books anymore to communicate across shifts,” Bynoe says.

The beauty is that the entries can never be erased. “The CSA Standard requires that the entire history of the equipment be able to be audited. The sticky notes get attached to the QR codes and they stay there for life,” Bynoe says.

Other information that can be attached to a QR code include arc flash analyses, PDFs, single-line diagrams (although their usefulness is a point of discussion), and blueprints. Adding user manuals is another possibility. The only limit is the storage capacity of the smart device.

For the purposes of using e-workSAFE, outside contractors fall into two categories: Those who work on new projects don’t need to use e-workSAFE, as it is the Durham electricians who upload the new equipment. For contractors who do repair work, they are trained to use e-workSAFE and they have the app in their smart devices.

For managers, e-workSAFE is yet another revolution. “From an asset management point of view it is a beauty. We have every electrical part in the system. I can tell you how many pieces of electrical equipment we have, how many of which brand name,” Bynoe notes.

An e-workSAFE upgrade will eventually be available that will

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help Durham Region act on product recalls before warranties run out. Since the piece of equipment brand and serial number is in e-workSAFE, ESA could notify the organisation about equipment recalls and even show where the recall items are.

How long would it take a private company, not bound by tendering rules, to implement e-workSAFE? Knocking off the two years it took to work out the sole source contract and get the project cost into Durham Region’s annual budget, Bynoe fugures his rollout will take two years. “We are about 1.5 years into it, we are about 80 per cent trained and the app is installed in the devices,” Bynoe notes.

Some facilities were up and running within six weeks of start date – some 200-plus buildings and 4,000 pieces of equipment. “We can look at the live update and see how many pieces of equipment we have entered,” Bynoe says.

Durham Region will be using e-workSAFE for other activities too, including a section for Lock Out Tag Out (LOTO), so that others, such as mechanics and millwrights can follow a strict LOTO procedure in real time.

“ESA has added a couple of other features that we can use; for example, the Z463 Standard Electrical Installation Maintenance Standard. We can now track maintenance on all the equipment. We are going to start using Lockout/Tagout [using CSA Z460, Control of hazardous energy – Lockout and other methods] once we get switched over to e-workSAFE,” Bynoe says. “e-workSAFE can be applied to any kind of safety.” MRO Montreal-based Carroll McCormick is the award-winning senior contributing editor for Machinery & Equipment MRO.

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SENSORY

Perception

The food & beverage sector benefits from technology and process innovation.

BY REHANA BEGG

T

he growing practice of using the Internet and sensors to communicate in real time and adjust equipment settings in order to improve uptime, gives technology development businesses like Smart Skin Technology a foothold in the Industrial Internet of Things (IIoT).

The Fredericton-based company is best known for its sensor technology, Quantifeel, a polymer film that uses nanotechnology to measure the pressure against it. Smart Skin rolled out the Quantifeel sensor to the beverage industry in 2013 and enabled line staff to gain unprecedented insights. Plants that routinely have problems adjusting the flow of cans or bottles on their lines can now use a drone (a fake can or bottle lined with pressure-sensitive Quantifeel technology) to monitor the pressure and motion along the conveyor, or the 3D orientation in glass, can, PET and other packaging lines. The embedded technology helps to gauge the effect that operational parameters have on line performance, which in turn helps to prevent costly bottlenecks, reduce wastage, improve efficiency and minimize downtime.

Building on this technology, the company has further developed a location tracking tag, the Quantifeel System, which works by dropping a sensor onto the packaging line and automatically embedding the precise location of pressure issues.

According to Smart Skin’s founder and CEO, Kumaran Thillainadarajah, the Quantifeel technology can save a bottling plant $1 million a year by reducing the number of broken bottles. He says that six out of the top 10 beer and soft-drink manufacturers currently use the technology.

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In the following Q&A, Thillainadarajah shares his thoughts on the way technology is transforming the Food & Beverage sector.

MRO: How does the Smart Skin Technology transform the way soft-drink manufacturers solve bottlenecking problems in their production lines?

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Thillainadarajah: Our product is for the entire consumer packaged goods market space, not just for soft drinks or liquids. We have also designed solutions for food, alcohol, dairy and pharmaceuticals. The product works by measuring the force, pressure and impacts from the container’s perspective. This gives our customers information about what their products are experiencing as they travel down a packaging line. By using the Quantifeel System customers can quickly pinpoint the areas that are causing damage to their products and solve them at the point of origin. The product is helping customers reduce loss during production, waste and improve overall packaging line efficiencies.

MRO: Innovation is being challenged in today’s competitive environment. Where do you see product innovation going?

Thillainadarajah: Our product roadmap is being designed by our customers. Our engineers spend a lot of time with customers understanding how they are using our product, the challenges our customers face, and how we can add more value to their processes through the use of our products. We are building a total picture of a packaging line to guide improvements and highlight problem areas. We are doing this with our proprietary location tracking system, which was designed based upon customer feedback. We are empowering plants and line operators to diagnose their own packaging lines and implement and verify fixes themselves.

MRO: How is technology changing the food and beverage industry?

Thillainadarajah: Millions of dollars are being wasted on inefficiencies at these plants. Our customers understand that the first step in solving your problem is admitting you have one and then understanding it. We are part of the IIoT revolution that is transforming the way this industry works. By using sensors to capture import-

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ant data, processing it into mission critical information, and then providing feedback to packaging line operators, we are helping customers run a more efficient operation and most importantly translating that into raw materials savings.

MRO: From a technology perspective, what are some of the shifts seen on the plant floor?

Thillainadarajah: In today’s hyper-competitive marketplace operators are challenged with doing more with less. That is challenging for the people working on plant floors who have more and more responsibilities and tasks added to their daily work routines. Our product is about empowering those people to do more with less, faster. It gives them the information they need to be more effective problem solvers, identify issues as they occur, and be more productive at the same time.

MRO: Aside from packaging, which industries are likely to take advantage of the Quantifeel System technology?

Thillainadarajah: This is a platform technology with many different applications outside of packaging. We are keeping an eye out for the next big thing for Smart Skin, but the packaging market is so large that it can keep us busy for the next decade. We really want to branch out of our focus in beverage and design solutions for other markets within the packaging space.

We think pharmaceuticals have a lot to gain from using our technology, as do other related industries, such as transportation and logistics, aviation, automotive, and other related industrial segments. MRO Rehana Begg is the editor of Machinery and Equipment MRO magazine. Reach her at rbegg@annexweb.com.

2016-06-20 10:52 AM

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How do you manage severe service assets?

BY MARK BARNES AND JEFF SMITH

Asset loading, or overloading, comes in several forms; including shock loading, thermal loading, environmental loading, or torsional loading. All forms of overloading degrade assets so the simple statement, “don’t overload your assets,” can only be applied in ideal scenarios. Some assets end up in a position whereby, in order to meet the needs of the operation, overloading is simply part of the severe service they are exposed to. So how do we protect the value proposition of severe service assets?

Jeff Smith:

Mitigate the consequences of overloading

First, I would like to clarify the correlation between severe service and the needs of the operation. If a person drives a vehicle and every trip they push down on the accelerator as hard as they can, then jump on the brakes, is Jeff Smith this hard on the vehicle? Obviously yes, but Acuren consider that if the vehicle is a top-fuel dragster, there has to be a correlation between the use of the asset and the needs of the operation. If you want to mine in northern Canada, you will have to subject the asset to extremely low temperatures. If you mine in Arizona, heat is the issue. As reliability practitioners, we get caught up in believing that reliability of the asset is the “primary” objective. With this logic we will avoid overloading in all scenarios, but what if the value attained by overloading exceeds the degradation caused by it? In truth, it becomes a mathematical exercise that must be aligned with our operational objectives.

A lesson I learned early in my reliability career was when I found a bearing failing in an $80,000 gearbox. I tried to have the pulp mill shut down to repair the gearbox prior to catastrophic failure. Operations overruled my judgment call. Their logic was that they were on a production run and were on spec / on grade for a customer’s order. They had two to three days more production to fill the order, so they wanted to risk the catastrophic failure. Had they stopped they would have had to ramp up to get on spec and on grade and that alone would likely have cost more than $200,000. As it was, there was secondary damage, but the order was filled and the gearbox was changed between blends.

There is logic that will validate asset overloading.

If we can accept that there will be assets exposed to severe service and abnormal loading, what should we do to minimize the impact of the loading? Let’s explore this by looking at a few individual types of loading.

Shock Loading Shock loading is not just a primary cause of failures but the results of it tend to be categorized as “random” failures. In the

reliability world random is used (in my opinion) to bucket stuff we haven’t investigated fully. Yes, the failures may not align to a given time interval but if the right engineering unit is used (strain, cycles) we can determine how many shock loads result in the failure. If you were to send a broken part to a laboratory for analysis, would you accept a report that said, “Your failure was random, that will be $$$ please.”

Considering shock loading as a form of severe service, how can we manage it?

Engineered solutions: Redesign to avoid the impact of shock loading. (Soft starts, cushioning valves, proximity detection) Reengineer the automation and control system to avoid shock loading (valve position sequencing logic tied back to pump starts, for example).

Operational solutions: Training! Ensure you use educational, cognitive and experiential training. Incorporate the why into the training; if the operator understands the impact (pun intended) of shock loading, he will avoid it.

Measure it. In one mine we started counting the number of swing impacts and boom-jacking events on the shovels. One operator accounted for 55 per cent of the events. In most cases, just the fact that staff know it is tracked will change the behaviour.

Provide visual aids. Some shutdown or start-up sequences are complicated. Make sure the procedure is readily available, communicated and utilized.

Maintenance Solutions: Track events and have inspection thresholds. For example, if an impact or shock load exceeds a predefined limit it should trigger a non-destructive inspection or part replacement.

Understand and apply inspection methods such as institute metallography and strain analysis, utilize RUL (remaining useful life) calculations.

Environmental Loading Rain, hail, ice storms, heat waves, lightning; the environment can wreak havoc on industrial facilities and assets. This form of loading tends to be the one we just try to live with but with chang-

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ing climate and weather patterns we may have to re-evaluate our perspective on this. I know of one major industrial facility that was shut down as there was only a minor berm around a pump set that flooded during a storm. As with any loading, if we understand the potential impact we can manage the risks.

Engineered solutions Assess your site of facility for high-risk scenarios and have contingency plans.

For example, during a major rain storm the drainage system will back up and water will rise. Do we need to have additional pumping readily available? What are the low spots and are berms adequate?

Review the shelters and housing of your assets. If your facility requires temporary shelters to be erected every winter to manage snow storms, your initial design should be questioned.

Operational solutions: Snow and even blowing sand can cover assets, negating the ability to inspect them. Ensure there is a cleaning removal program that deals with more than just access walkways.

Watch for drainage issues during storms and snow melts; mitigate prior to failure.

Request improvements! If your job entails moving pumps every rainstorm, perhaps a berm or drainage modification may be the best solution.

Maintenance Solutions Corrosion is a major factor in industry; ensure protective coating is part of the maintenance program.

Manage snow and ice loading; remove as required.

There are multiple types of loading that an asset can be exposed to. By now I hope to have conveyed my points: Evaluate if the overloading is cost justified. If it isn’t, don’t do it. If it is, have a contingency plan.

Understand the various types of loading and how they impact your assets.

Identify, rank and mitigate the consequences of overloading.

Mark Barnes:

Focus on preferred practices, rather than best practices

Mark Barnes

Des-Case Corp.

While I agree with Jeff’s points, in my experience “severe ser-

September 2016

vices” is often used at best as a crutch and at its worst as an excuse. Case in point: the mine that was having difficulty meeting desired (required) fluid cleanliness levels in primary gearboxes.

Instead of evaluating the situation to try to determine how to improve the overall cleanliness levels, the mine site planned to increase the amount of particle contamination permissible in the gearboxes by raising the target ISO cleanliness code so that fewer oil samples came back “in the red” for contamination! To piggyback on Jeff’s driving example, that’s analogous to increasing the speed limit on the highway because lead-footed drivers can’t stay within the limit, even though to increase the speed limit might increase the risk of catastrophic failure.

This issue really comes down to a common problem we see in reliability: the misconception that reliability is an extension of the maintenance function.

Coming from the maintenance side of the equation, it’s easy to adopt the mantra that the role of the reliability team is to implement new policies and processes that reduce the likelihood of equipment breakdown, despite the best efforts of operations to break equipment in a narrow-minded goal to make production numbers.

Conversely, from an operational standpoint, there’s often a belief that the goal of the reliability team is to make maintenance practices better so they’re not put in a compromised position of having to decide between continued production, or risking a complete shutdown due to catastrophic failure. Jeff’s pulp mill story is a great example of how the whole organization needs to understand the ultimate goal, which is to manufacture as much product on spec as possible at the lowest total cost. And while we’d like to think that avoiding failure is a noble goal, sometimes it’s necessary to sacrifice equipment in the interest of balancing the “lowest total cost” side of the equation.

Where I see people really get hung up where severe duty is in play is to compare their performance and practices to some elusive best-in-class or world-class standard. What’s best in class for a pharmaceutical plant with clean rooms, sterile environments and acceptable OEE targets below 50 per cent in many cases can’t be compared to a steel mill or other harsh environment. When these traditional heavy industries – which is where

most “severe service assets” can be found – read articles or attend conferences, they often set about developing “world class maintenance” or establishing “bestin-class” reliability practices. But when the reality of their plant environment hits home and they simply can’t execute to the elusive “world-class” standard, a sense of frustration kicks in. I’ve lost count of how many times I’ve been told “that looks great in a classroom, but have you seen my plant? That simply won’t work in our environment.” And the problem never gets better. Every time the plant gets “burned” by yet another failed initiative, it simply reinforces the culture of “it can’t be done in this plant.”

It may just be semantics, but when I work with plants that have severe loading factors, such as Jeff describes, I like to talk about preferred practices versus best practice. Take for example the life expectancy of rolling element bearings. If the plant is currently averaging 18 months of life due to shock loading or some other stressing factor, trying to achieve “world class,” which would be to meet the bearings L10 life and might equate to 15 or 20 years, is probably impossible to achieve.

But how about setting a preferred practice goal of improving overall bearing life by 50 per cent, and building the business case and project plan to do just that?

Nobody’s going to complain if you shoot for 50 per cent improvement and get 80 per cent, but if you aim for 200 per cent and only get 80 per cent, the initiative is seen to have failed and old hands in the plant will once again come back with the age old, “See, I told you it can’t be done at this plant.” Establishing preferred practices goals that slowly evolve to better and better performance is, in my experience, the only way to truly make a difference where severe duty is in play. MRO Mark Barnes, PhD, CMRP, is vice president of Reliability Services at Des-Case Corporation. Barnes has published more than 100 articles and several book chapters on lubrication and oil analysis. His PhD is in analytical chemistry. Reach him at mark.barnes@descase.com.

Jeff Smith is the reliability subject matter expert for Acuren. Smith has served as senior advisor for the Association for Maintenance Professionals (AMP) and served on the U.S. tag for ISO 55000. Reach him at jsmith@acuren.com.

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DIGGING INTO DRAGLINE DATA

September 2016

Improving safety and production from pit to processing

BY TODD SCHOOLS

M

ulti-million-dollar, mammoth draglines can stand 22 storeys tall, scoop up 240 tons of earth in one bite and dump it 200 yards away in half a minute. There is no doubt they are a vital piece of equipment in the mining process. However, the daily interaction between man and large machinery creates an environment of ongoing risk. Add to that the unexpected shutdown of a dragline and the result is a real threat to both personnel safety and production goals.

The severe duty motors and complex gearboxes typically required to operate a dragline puts it at constant risk of breakdown. Something as common as sweeping a wall can break teeth in the gearbox and stop production. Keeping spare parts on hand costs too much; and, if a hoist or swing motor goes out, a crane will be needed – and at least one entire shift – to replace the part. The time, effort, and money spent to secure the parts and expertise to quickly fix the dragline are far less than the value of lost production time, which at least will run into the thousands of dollars, but most often runs in the millions. But personnel are pressed to move quickly and quick repairs

increase the likelihood of mistakes and introduce new issues that could have been avoided in the first place.

The good news is that the impact of a failure can be significantly reduced by monitoring the condition of key dragline components, such as the crowd, hoist, and swing drives (used to rotate the dragline left or right). Hoist motors and gearing, propel motors and gearing, and motor generator sets, and blowers may all be monitored, as well. Traditional periodic data collection methods are of some value, but this can place personnel in harm’s way as data must be collected on an operating dragline under special test conditions. And periodic methods can easily miss problems that can quickly unfold between collection times.

When a dragline is in operation, the arc of the swing may be approximately 90 degrees or so. It then stops, dumps the load, and returns in the opposite direction. All of this is done in less than a minute; therefore, the window for manual data collection is short.

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three draglines are in use 24/7 in its phosphate mine, producing more than 7 million tons of phosphate products per year. The mine was using traditional “walk-around” data collection and monitoring.

But “walk-around” monitoring was time consuming, required travel to the dragline, and sharing the road with large haul trucks. After driving to the mine to collect data, technicians were often told

September 2016

to come back later because of other priorities, so data wasn’t collected on a regular basis.

Often the reading times were planned during high production periods, which meant interrupting production for at least 1.5 hours per month per dragline. Manual collection meant boarding the dragline and collecting data around operating equipment, which provided inconsistent data.

Managers at the phosphate

mine were looking to increase dragline availability and to use reliability as a key business differentiator. They quickly determined that vibration analysis would provide the most information relative to the overall health of the mine’s assets because vibration analysis could monitor the many bearings and gearings on the dragline.

Once mine management decided to focus on vibration technology, they had to con-

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sider the implementation hurdles. A dragline’s very low RPM operation under heavy and constantly changing loads presents a unique challenge to most monitoring technologies.

The phosphate mine, was able to initiate remote testing using Emerson’s CSI 6500, an online machinery health monitor that measures vibration on the dragline. With a quick call to the dragline operator, the technicians avoid unnecessary trips from manual rounds.

Using an online monitor mounted on the dragline, technicians gather data and send it back to the reliability office where they can evaluate it from a desk instead of driving miles to the mine. The PeakVue technology embedded in the online monitor detects and analyzes stress waves, detecting gear and bearing defects early so outages can be planned.

Data from the CSI 6500 is sent to Emerson’s AMS Machinery Manager asset management software for trending, diagnosing, and reporting of the developing faults in the dragline.

By conservative estimates, the switch from manual collection to automation increased availability at the mine one hour per month per dragline, increasing availability an estimated 36 hours per year, saving the mine an expected $5.8 million annually, substantially improving reliability.

The mine will save another $1 million by detecting just one eight-hour event failure before shutdown. However, the most important impact has been improved safety. Technicians no longer collect data manually on a moving dragline. With the online machinery monitor, data is collected as frequently as needed, production is never impacted, and technicians stay out of harm’s way. MRO Todd Schools is Global Industry Solutions Manager - Metals and Mining Reliability Solutions, Emerson Process Management. For more information, visit www.emersoncanada.ca.

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The ERP Challenge The importance of data structure in preparing a maintenance module in enterprise resource planning.

– Part 2

BY PETER PHILLIPS

I

n this installment of the ERP\MRP implementation at the site of an Ontario building material manufacturer, I want to look at the preparations needed to implement the maintenance module for the system.

ERP\MRP implementation is a multi-faceted program. To begin with, the corporate implementation team will need to have extensive discussions with the ERP provider’s support team to design the func-

tionality of the ERP software.

There needs to be a clear strategy for all the steps from preparation to implementation to going live with the software. ERPs are not magic solutions that will solve all issues. If a plant currently has problems with its maintenance systems, an ERP will not solve them.

Therefore, every phase of the project must have clear guidelines and strategies developed for the maintenance

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department to follow. As we go through each phase of this implementation, I provide timelines, resources and examples of standards for data collection. Later on we will focus on work order process flows and training. I will also share some of the challenges and failures we’ve encountered on this project and how to overcome them.

First steps for maintenance For the maintenance module there are three critical areas that need to be prepared in order to have a functional maintenance system. These critical components should sound familiar to plants with a CMMS (maintenance software): • an accurate equipment list, • a preventive maintenance schedule, and • spare parts inventory These and other important data are often called Master Data.

What is master data?

Most software systems have lists of data that are shared and used by several of the applications that make up the system. For example, a typical ERP will have, at the minimum, a Customer Master, an Item Master, and an Account Master. This master data is counted among a company’s key assets. It’s not unusual for a company to be acquired primarily for access to its Customer Master Data. In our case at the building materials manufacturer, we will be

concentrating on the maintenance department’s master data that will integrate with other parts of the ERP. This ERP implementation is bringing these three components plus many other important pieces of data together from 27 plants across North America. It is extremely important that every site understands what is expected. The Master Data must be accurate and consistent from plant to plant. The data collection will need to be monitored by the ERP implementation team to ensure everyone is following procedures and populating the templates we provide.

As we look over the current CMMS programs used by the sites, it is evident that each facility has its own brand of data. Each plant has used different nomenclatures to describe their equipment, PMs and inventory. Some plants have used well thought out nomenclatures while others have not. This creates a big problem for those who have not, as their data will need to be reformatted.

I have talked to other companies that simply migrated their master data into the new ERP without standardizing the master data first. They said that their system turned out to be a mess and very difficult to use. Since master data was different from plant to plant, the reports were hard to create and were unreliable. As a result, some scrapped their implementation and started over with standards set for all master data.

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September 2016

Sample standard nomenclatures Equipment No.

Equipment Type

Description

Location

Item No.

Description

SAL-AHU-010-000 SYSTEM

AIR HANDLING SYSTEMS

100 John Road

BR-121

BEARING, SPHERICAL ROLLER, MNTD, PB 2-BOLT

SAL-AHU-010

AIR HANDLING UNIT #1

100 John Road

BR-122

BEARING, SPHERICAL ROLLER, MNTD, PB 4-BOLT

AHU

SAL-AHU-010-001 MIX

AIR HANDLING UNIT #1 MIXING BOX

100 John Road

BR-123

BEARING, SPHERICAL ROLLER, MNTD, PB 4-BOLT

SAL-AHU-010-002 FAN

AIR HANDLING UNIT #1 SUPPLY FAN

100 John Road

BR-124

BEARING, SPHERICAL ROLLER, MNTD, PB 2-BOLT

The goal of implementing multiple site ERPs or CMMS systems is to have every facility use the same nomenclatures and descrptions for all master data. Templates have been developed by the imple-

mentation team that will be used to gather every key piece of data. Every site must conform to this data structure.

When we go live with our ERP next spring, we want the data to look clean and neat.

Keep in mind that most multiple-site implmentations share data from site to site, especially inventory data. So you can imagine how important data structure is when it comes to understanding and

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finding data as you navigate the program.

Standardize master data Now comes the hard part. It will take a substantial number of labour hours to collect, verify and standardize master data at every plant. Depending on the state of their current nomenclatures and descriptions, it will take several months for this data to be ready to be submitted to the ERP team.

Following are samples of standard time schedules: • 3-6 months to prepare spare part inventory data • 2-3 months to prepare equipment data • 2-3 months to prepare preventive maintenance data

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Data needed in all three major components include manufacturer and vendor information, account codes and cost centres, PM instructions and BOM (Bill of Material) for equipment.

When it comes to gathering this data, count on having an implementation team at every plant. Depending on the size of your facility, count on one to four people for the maintenance implementation. There will be other teams responsible for the implementation of the purchasing, shipping, receiving and production systems.

In the next issue of MRO, look forward to a discussion on the largest key piece of maintenance master data: spare parts inventory. MRO Peter Phillips of Trailwalk Holdings, a Nova Scotia-based maintenance consulting and training company, can be reached at 902-798-3601 or by email at peter@trailwalk.ca.

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September 2016

How are

HYDRAULICS used with BEARINGS?

BY DOUGLAS MARTIN

Bearings are precision components that need to be handled with care during installation or removal (mounting and dismounting). The method of using hydraulics with bearings for installation and removal is applied only when provided for in the design of the mounting. There are two main processes that can be used: • Apply force on the ring that needs to be moved • Create a “cushion” or film to overcome the friction force to move the bearing

your

Applying the force to the inner ring

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The tool used to apply the force to the bearing is called a hydraulic nut. It is essentially an annular piston, typically with threads on its bore that allow it to be fixed to the shaft or sleeve to anchor it when applying pressure to the bearing inner ring. Hydraulic nuts are only used when the application requires an interference fit with the inner ring (including driving the bearing up a taper, which in truth creates the interference fit).

Some hydraulic nuts have no threads on the bore. In this case, the nut is anchored to the shaft by using an end plate on the shaft for the body of the hydraulic nut to push against.

Conceivably, a specially designed hydraulic nut could be made to push the outer ring of a bearing into its tight-fit-

2016-08-10 11:25 AM

ted housing. Since a tight-fitted outer ring is relatively uncommon, there are no standard hydraulic nuts designed for this. However, the principal remains the same.

The body of the hydraulic nut would be fixed to the housing and the piston would apply force to the outer ring.

Creating a cushion A hydraulic oil film applied between the bearing and its seat reduces the frictional sliding force and allows easy installation or removal of the bearing. In reality the hydraulic film plays a dual role. It creates an oil film and it stretches (compresses) the ring. In both cases, the amount of force required to install or remove the bearing is reduced.

To apply this force, a channel needs to be drilled through the shaft (or housing) that intersects with a

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radial channel that feeds a circumferential groove on the bearing seat. This must be done when the shaft or housing is first manufactured or reworked. It cannot be done as an afterthought or at the time of mounting or dismounting.

When it is time to install or dismount, the hydraulic pressure is applied between the ring and seat and then the bearing is pushed or pulled on or off the shaft/housing using some other method of force, such as a press or puller.

September 2016

zip cutter, which avoids fire risk (as well as avoids additional work permits).

So why don’t all bearing applications come predesigned with hydraulic install and removal features? The sticking point is where the cost is assigned. Shafts and housings with the hydraulic design features would have to come from the original equipment manufacturer with the hydraulic features. The origi-

nal equipment is purchased with a capital budget, but the savings come into the maintenance and/or operations budgets that are not often influential in the capital purchase decision (or initial specification).

There are some industries in which hydraulic features are “standard.” The most notable is the paper industry, where is it is used in the paper machine rolls. Since the bear-

ings used on paper machine rolls are large, expensive and are regularly changed (for roll resurfacing operations), the ability to efficiently install and remove bearings are critical to efficient operations. 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.

Combination Some assemblies will have both features: a hydraulic nut to apply the installation pressure and a hydraulic shaft or housing feature to reduce the force to install.

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2016-08-11 1:40 PM

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September 2016

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CMY

K

Motor Controls MagnaShear hazardous duty brakes from Force Control Industries, which employ oil shear technology to provide longer service life with virtually no maintenance or adjustment, now meet Class I and Class II Div 2 specifications (Div 1 in process with approval forthcoming).

They also feature “quick mount” features for quick and easy mounting to drive motors in NEMA frame sizes 56 to 405. These proven motor brakes are totally enclosed from outside contaminants, with seal integrity for harsh and washdown environments. www.forcecontrol.com

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2016-03-15 11:16 AM

Gentle to the Earth

Our pursuit of Oil Minimum has led to the creation of proprietary family of lubricating parts such as "C-Lube."

“C-Lube” minimizes usage of lubrication oil and supplies the optimal amount of lubrication for long periods of time. It extends maintenance-free periods and contributes to the preservation of the global environment.

The Authorized Distributors

’s

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Machinery & Equipment MRO

Beveller kit peels pipe insulation away

September 2016

Septage receiving station

Mid-range RFID reader

A new adapter kit removing injection moulded polypropylene (IMPP) insulation from pipe in preparation for welding, the Esco Tool IMPP removal kit fits on the Millhog dictator pipe bevelling machine to rapidly and cleanly remove injection moulded polypropylene (IMPP) insulation. Features a series of blades that peel the IMPP back up to 12” from the face of the pipe, the angle of bevel for the insulation is 60 degrees, which improves adhesion during reapplication of the polypropylene coating.

The Spiralift SR septage receiving station is designed to receive, screen and separate septage solids. The Spiralift incorporates a grinder, fine screening shaftless screw system, spray wash, control system and more. These units wash and efficiently compact screenings by up to 40 per cent. The processed solids are conveyed to a convenient elevation for discharge into a bin, bag or conveyor. This preengineered system features dependable operation, easy installation and low operating costs.

With a compact cast aluminum housing and rugged M12 connectors built in, the new Ha-VIS RF-R300 midrange UHF RFID reader from Harting has been designed for extremely reliable, long-lasting performance in rough environments in warehousing, transportation, manufacturing and more. By employing the RF-R300 in its RFID data network, a user can pinpoint precisely which loads are on conveyor belts, which products are on the assembly line or which train is at the platform.

www.escotool.com

www.franklinmiller.com

www.harting.ca

Smart chain monitoring

Three-way sanitary clamp ball valve series

GHP planetary and GHC cycloidal gearheads

Assured Automation 30D series threeway sanitary ball valves are for use in food processing and other clean service applications. Valve body is constructed of ASTM 316 stainless steel with sanitary tri-clamp end connections.

Sizes available in ½” through 4”. The 30D series features a full port design with highly polished I.D. and comes standard with live-loaded stem seals and blowout-proof stem design.

Gearing Solutions announces the expansion of its GHP-series single, double and triple stage NEMA gearheads. The expanded sizes of the GHP units and the new GHC units use a two-piece design with up to a 30 HP capacity. Mounting arrangements now include up to a NEMA 256 and specials can be produced to IEC specs.

Standard ratios range from 3:1 to 50:1 and they feature compact, lightweight aluminum housings.

iwis has a new chain condition monitoring system for measuring chain elongation. The CCM system for continuous chain monitoring measures the wear elongation of chains in operation and warns maintenance if the chain needs to be replaced. The CCM system can be integrated into most chain applications with a simple retrofit procedure. Commissioning takes place according to a pug-and-play principle without calibration. www.iwis.com

www.assuredautomation.com

www.gearingsolutions.com

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Machinery & Equipment MRO

September 2016

Backwardly Inclined Fan

Heavy-duty solenoid valves

Howden American Fan Company offers the BCS backwardly inclined fan for air purification in applications like chemical mixing, welding and dry storage. The BCS fan delivers non-overloading horsepower characteristics and stable performance over the entire pressure curve for maximum efficiency. The BCS backwardly inclined centrifugal blower fan is quieter and more efficient than radial bladed fans for air purification applications and is typically installed on the clean side of an air purification system’s dust collection bag or cartridge to reduce maintenance.

Festo’s new VUVS heavy-duty solenoid valves are designed for field assembly in harsh industrial applications. VUVS performs equally well as a high flow, ready-to-install inline valve with silencers, fittings and coils, or as part of a pre-assembled VTUS valve manifold.

VUVS is available with electrical or pneumatic activation, and with AC or DC voltage. Ideal for vacuum or lowpressure applications such as simple clamping and locking operations in semiautomatic assembly or outdoor jobs in mining and heavy engineering.

www.americanfan.com

www.festo.ca

www.hemcocorp.com/cafs.html

Stainless steel tongue operated safety interlock switches

Crimping tool kit

Long coupled clutch brakes

ITC has an improved kit containing an ergonomic ratchet manual crimping tool with four different die sets, covering common applications in electrical shops. The kit includes a 10-inch ergonomically designed professional ratchet frame and four die sets, for ferrules 0.5 to 4mm2 (22-12AWG), insulated terminals 0.5-6mm2 (2210AWG), insulated disconnect terminals 0.5-6mm2 (22-10AWG), and closed end connectors 0.5-6mm2 (22-10AWG).

Posidyne long coupled C-Face clutch brakes from Force Control Industries are an excellent option for high cycle (50 to 300 CPM) applications because they eliminate the damage to keyways and motor shafts that commonly occur.

Posidyne clutch brakes feature oil shear technology that allow precise stopping, starting, reversing and speed change.

Ideal for frequent start/stop cycles, these motion control devices allow higher cycle rates (up to 300 cycles per minute).

www.itcproducts.com

www.forcecontrol.com

The Omega K-SS Series tongue-operated safety interlock switches are designed to fit to sliding, hinged or lift-off machine guards to provide positively operated switching contacts. They offer a choice of actuators to aid installation and maintain durability. The K-SS has a rugged 316 stainless steel body and IP69K enclosure protection to cope with rigorous applications. www.omega.ca/pptst/K-SS-Series.html

Clean Aire HEPA and Carbon In-Line Filter Paks CleanAire HEPA and Carbon Filter Paks are designed to be mounted inline in the exhaust ducting from a fume hood or contaminant source up to 1,500 cfm.

The filter pak includes a galvanized steel housing with hinged and gasketed access door for filter changeout and moulded composite resin inlet and outlet plenums with duct connection collars sized to meet specification. Both filters include a 30 per cent pleated pre-filter and can be paired together for applications that require particulate and fume removal.

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Data Capture The large volume of data that inundate businesses in their dayto-day practices are growing at twice the pace of other sources of Big Data, including social media, according to Wikibon, a worldwide online community of practitioners, technologists and consultants dedicated to improving the adoption of technology and business systems. But the value of this data revolve less around the quantity of data than what you do with it.

Case in point: In the commercial airline industry, a new Boeing 787 creates as much as a terabyte of data per round trip. This data can be analyzed to increase operational efficiencies and facilitate preventive maintenance. Replacing a failing jet engine compo-

nent before it malfunctions is significantly less costly – and safer – than doing so after the part fails during operations. In addition, preventive work reduces downtime and increases available service for passengers. By studying flying patterns, more profitable routes and new services emerge. The knock-on effects have positive implications for the airlines’ bottom line, passengers, suppliers and the environment.

While data generated by industrial equipment present opportunities to improve efficiency in operations, it presents challenges, too. Manufacturers cannot simply slap on new sensors at will; sensors impact the physical operation of the equipment and may need to be accounted for in the design process in order to deliver new capabilities. And as each new generation of industrial equipment contains more sensors and generates more data, any platform used to collect, store and analyze data, must be linearly scalable. These and other issues hamper businesses from fully harnessing the full payoff and must be addressed.

Mr. 0, The Practical Problem Solver

Maximize profit and productivity from the storeroom up

PLAYBOOK According to McKinsey Global Institute, the Internet of Things will have a potential economic impact of up to

$6.2 trillion

by 2025 and the potential to drive productivity across

$36

trillion

in operating costs across multiple industries, including manufacturing, health care and mining.

Machine-to-machine (M2M) connections are expected to grow to $27 billion by 2024, with China taking a 21 per cent share and the U.S. 20 per cent, reports market intelligence firm Machina Research.

$27

billion

Nearly half of all repairs to manufacturing equipment require the use of a spare part. Moreover, spare parts and services account for 50 per cent of all maintenance costs. While effectively managing a parts crib to reduce part costs and consumption requires a significant amount of data collection, the ROI can be substantial. Data can tell storeroom managers and spare parts buyers not only what to stock – ranking parts by critical need – but also where in the plant to stock them for maximum efficiency. Using historical data, personnel can determine minimum/maximum inventory levels and spare part life expectancy. More importantly, it becomes easier to determine critical spares; using Pareto analysis, data can define the 20 per cent of parts that provide 80 per cent of business impact, while ABC rankings set various stocking strategies based on how difficult each part is to source. Another great strategy is to stock spare parts in strategic locations across the facility so technicians can grab a critical part faster. A good Computerized Maintenance Management System (CMMS) will allow you to review data trends in order to establish these priorities. Resolving such questions will positively impact your entire manufacturing operation.

This tip came from Mike Waltrip, Advanced Technology Services, VP Industrial Parts Repair & Services. Reach him at www.advancedtech.com.

From farm to table...

Whether your equipment is in the field or factory, you need the right bearings to keep things moving

NTN has the perfect bearing for every application in agriculture and food processing

Selecting the right seal arrangement to protect against contamination is often the most important consideration when choosing a bearing and housing assembly. Thanks to Schaeffler’s FAG SuperTac II Taconite Seals, this crucial decision is now a no-brainer.

Featuring a non-contact seal design that eliminates shaft wear, exceptional high-speed capabilities as well as the ability to accept greater misalignments than lip seals, FAG SuperTac II Taconite Seals from Schaeffler will help keep your machine downtime to a minimum.

Even under conditions like those shown above.

Need more details?

Please contact us at info.ca@schaeffler.com www.schaeffler.ca Š2016

Superior-quality products.

Comprehensive reliable solutions.