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9 Manufacturing at a crossroads 53 Reduce welding errors

PlantEngineering.com

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May 2017 Volume 71, No.4

Cover image courtesy: Emerson

COVER STORY 25 Prescriptive maintenance: The next frontier The Industrial Internet of Things (IIoT) has many compelling case studies, but none are more intriguing than the potential in maintenance. The technology exists to deliver accurate and timely reports on the condition of critical assets. This data allows plant managers to avoid unplanned downtime, which robs manufacturers of productivity, endangers line workers and wastes valuable capital.

26 32 34 38 40 42

The path to prescriptive maintenance Embracing IIoT’s potential for maintenance Three pillars to a reliability program Get your maintenance program ready for IIoT Predictive vs. preventive: The debate—and the future Pneumatics maintenance in automation: Combining strategies

PLANT ENGINEERING (ISSN 0032-082X, Vol. 71, No. 4, GST #123397457) is published 10x per year, monthly except in January and July, by CFE Media, LLC, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523.

Jim Langhenry, Group Publisher /Co-Founder; Steve Rourke CEO/COO/Co-Founder. PLANT ENGINEERING copyright 2017 by CFE Media, LLC. All rights reserved. PLANT ENGINEERING is a registered trademark of CFE Media, LLC used under license. Periodicals postage paid at Oak Brook, IL 60523 and additional mailing offices. Circulation records are maintained at CFE Media, LLC, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. E-mail: customerservice@ cfemedia.com. Postmaster: send address changes to PLANT ENGINEERING, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Publications Mail Agreement No. 40685520. Return undeliverable Canadian addresses to: 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Email: customerservice@cfemedia.com. Rates for nonqualified subscriptions, including all issues: USA, $145/yr; Canada, $180/yr (includes 7% GST, GST#123397457); Mexico, $172/yr; International air delivery $318/yr. Except for special issues where price changes are indicated, single copies are available for $30.00 US and $35.00 foreign. Please address all subscription mail to PLANT ENGINEERING, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Printed in the USA. CFE Media, LLC does not assume and hereby disclaims any liability to any person for any loss or damage caused by errors or omissions in the material contained herein, regardless of whether such errors result from negligence, accident or any other cause whatsoever.

www.plantengineering.com

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53

InFocus: Hannover Messe 2017 9

Manufacturing at a crossroads Located at the crossroads of Europe, Hannover Messe 2017 was filled with many intersections— between technology and tradition, between human labor and robotics, and between the future’s uncertainty and its promise.

14 From AI to OPC UA: seven key manufacturing trends

Automation Solutions 47 Great expectations, managed The best automation projects between a client and a system integrator are those in which all expectations are clearly spelled out up front in the contract. This increases the chances of the client getting the improvements it hoped for at the expected price, and the integrator completing the project using expected resources and making a reasonable profit.

Mechanical Solutions 53 Bring the heat to address welding errors Reducing the time spent on non-value-added activities—any time spent not welding—is one key to make your operation more attractive to potential clients. Consider these six common mistakes that occur in welding operations, and the steps to prevent them, to help ensure optimal results.

Innovations 57 A review of the best new products in manufacturing

A Life in Manufacturing 64

Find a path to compromise on the plant floor In its “People of the Plant Floor” video series, Leading2Lean, a Plant Engineering content partner, has shared the stories of manufacturing workers and their pride in their work. One of the people they interviewed was Nolan Lestage, a 33-year-old utilities supervisor for West Liberty Foods in Mount Pleasant, Iowa.

www.plantengineering.com

PLANT ENGINEERING

May 2017 • 5

INSIGHT

®

It’s time for IIoT; where do we begin

The idea of the Industrial Internet of Things (IIoT) is a grand reawakening of manufacturing. Many industry gurus call it a revolution, and there’s very little evidence to suggest it is anything less. IIoT is the darling of manufacturing experts and media types. If it were a movie, it would be filmed in Technicolor and presented in CinemaScope, with Dolby Surround sound. IIoT is epic.

And perhaps that is IIoT’s biggest problem today.

The idea that everyone could have access to every piece of data on the plant floor is overwhelming. Add in the idea that analytics could deliver the right data at the right time to the right person in the right context, and suddenly data became a tool to solve problems.

Strip away the theory and the hype, and you are left with some fundamental problems that IIoT can help solve for plant managers. IIoT can improve maintenance practices by better defining when a machine needs to be maintained, and it can end the strict time-based schedules.

IIoT also can be a great tool for managing energy costs, coordinating supply chains, understanding how and when work is done in assembly, and turning the manufacturing operation into a single organism as opposed to a departmentalized hierarchy. At Hannover Messe this year, the only word heard more often than “collaboration” was “democratization”.

It is a brilliant theory. It is game-changing in its implications, and that this point in its development, it is going to be the way we work in the future. That’s a daunting, almost overwhelming concept, especially for small to mid-sized manufacturers.

We are stuck in our current way of doing things. We have a largely competent manufacturing process that produces generally excellent products in a relatively timely and efficient manner. We use the adjectives “largely”, “generally”, and “relatively” to hedge our bets, even though we’d be far happier with a manufacturing operation that is “competent” as opposed to one that is “relatively competent”.

We hedge our bets because there is risk in change, and these already are risky times in which we live. Add to this the enormous scope of IIoT, and we are reluctant to gamble on the future when the present is so comfortable.

So, between a big gamble and inertia, where should manufacturers go? Find those areas

6 • May 2017

PLANT ENGINEERING

PlantEngineering.com 1111 W. 22nd St. Suite 250, Oak Brook, IL 60523 Ph. 630-571-4070, Fax 630-214-4504

CONTENT SPECIALISTS/EDITORIAL BOB VAVRA, Content Manager 630-571-4070 x2212, BVavra@CFEMedia.com EMILY GUENTHER, Associate Content Manager 630-571-4070 x2220, EGuenther@CFEMedia.com AMANDA PELLICCIONE, Director of Research 860-432-4767, APelliccione@CFEMedia.com CHRIS VAVRA, Production Editor 630-571-4070 x2219, CVavra@CFEMedia.com

Editorial Advisory Board H. LANDIS “LANNY” FLOYD, IEEE Life Fellow H.Landis.Floyd@gmail.com SHON ISENHOUR, Partner, Eruditio LLC sisenhour@EruditioLLC.com

Bob Vavra Content Manager

in your plant where you have some room to experiment. Maybe your maintenance costs have gone up on a particular line, or your downtime is an issue. Perhaps there’s a department where productivity could be better, or where bottlenecks are so common they now are part of the process.

There is room for improvement in all processes. Data will be the way to point to the improvements, and data will make a compelling case to secure the funding needed for the process improvements. Very often, cost savings alone can pay for a project.

Often what’s lacking is leadership within the plant. An IHS Markit study presented at Hannover Messe discussed a number of key issues about IIoT implementation, and most revolved around whether IIoT is the IT department’s project, or whether operations should take the lead. While it is clear C-suite support is crucial, the hard work will be done in the trenches with operations and IT collaborating.

It is time to begin to get better. I believe Plant Engineering’s readers can provide that crucial leadership role around IIoT. It is time for the plant manager to lead on the issue of IIoT within manufacturing, because it will be the operations team that will turn the data into measurable improvement—into better maintenance and smarter production and increased efficiency.

You can lead the revolution, but you cannot lead it from the sidelines. It’s time for a lunch with the IT department, and maybe a couple of other department heads. Ask one simple question: “It’s time; where do we begin?” PE www.plantengineering.com

DR. SHI-WAN LIN, CEO and co-founder, Thingswise, LLC Industrial Internet Consortium (IIC) board member shiwanlin@thingswise.com DAVE REIBER, Senior Reliability Leader, Reliabilityweb.com dave.reiber@reliabilityweb.com DAVID SKELTON, Vice president and general manager Phoenix Contact Development and Manufacturing dskelton@phoenixcontact.com BILLY RAY TAYLOR, Director of commercial and off-highway manufacturing The Goodyear Tire & Rubber Billytaylor@goodyear.com LARRY TURNER, President and CEO, Hannover Fairs USA lturner@hfusa.com MARK WATSON, Senior director, manufacturing technology, IHS Markit Mark.watson@ihsmarkit.com

CFE MEDIA CONTRIBUTOR GUIDELINES OVERVIEW

Content For Engineers. That’s what CFE Media stands for, and what CFE Media is all about—engineers sharing with their peers. We welcome content submissions for all interested parties in engineering. We will use those materials online, on our Website, in print and in newsletters to keep engineers informed about the products, solutions and industry trends. * www.plantengineering.com/contribute explains how to submit press releases, products, images and graphics, bylined feature articles, case studies, white papers, and other media. * Content should focus on helping engineers solve problems. Articles that are commercial in nature or that are critical of other products or organizations will be rejected. (Technology discussions and comparative tables may be accepted if non-promotional and if contributor corroborates information with sources cited.) * If the content meets criteria noted in guidelines, expect to see it first on our Websites. Content for our e-newsletters comes from content already available on our Websites. All content for print also will be online. All content that appears in our print magazines will appear as space permits, and we will indicate in print if more content from that article is available online. * Deadlines for feature articles intended for the print magazines are at least two months in advance of the publication date. Again, it is best to discuss all feature articles with the content manager prior to submission.

Learn more at: www.plantengineering.com/contribute

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THE ROAD TO

2017 HANNOVER MESSE2016

There’s no question the stop-and-gawk booth was the Omron stand in Hall 9. That’s where a ping-pong-playing robot will engage challenges in a match with you. The robotic arm is designed not to beat the opposing player, but to help keep the ball in play to help the other player learn and get better at his game. It is the collaborative robot in a more entertaining format. All images courtesy: CFE Media

Manufacturing at a crossroads Technology’s bright promise still faces challenges

By Bob Vavra Content Manager, CFE Media

The robots are looking more like humans, and the humans are looking more like robots.

At the Opening Ceremonies of Hannover Messe 2017, the world’s largest industrial trade show, Schunk won the 2017 Hermes Award for innovation for its intelligent gripper module for robots that interacts with humans. www.plantengineering.com

Its flexible jaws can measure and learn the tactile strength needed for its work, and the module includes two cameras to allow the gripper to “see” its surroundings.

The grippers were on display as part of the pre-show press tour that precedes the gala Opening Ceremony. In that demonstration, a human-looking robot was grabbing, fastening and staging small toy cars. The grippers were one part of a larger robotic application.

And while Schunk won the Hermes Award, the attendees at the Opening Ceremony reacted most strongly to Swiss-based Noonee’s wearable leg exoskeleton which allows a worker free movement while wearing the device, but also can fully support the worker if he wants to take a seated position. The “Chairless Chair” allows workers to switch between standing, sitting and walking at the push of a button.

PLANT ENGINEERING

May 2017 • 9

THE ROAD TO

2017 HANNOVER MESSE2016 Schunk’s robotic grippers, which won the 2017 Hermes Award for innovation at Hannover Messe, were part of the human-like robot on display at this year’s show.

Located at the crossroads of Europe, Hannover Messe 2017 was filled with many intersections—between technology and tradition, between human labor and robotics, between the future’s uncertainty and its promise.

The technology gap

Technology was everywhere at Hannover Messe 2017, but there still is a gap between the creation of the next generation of manufacturing production and its actual use on the plant floor.

That was one of many finding at the 2017 research presentation by IHS Markit at Hannover Messe on April 26. CFE Media

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was a media partner for the presentation, entitled “Smart technologies impacting industrial market dynamics.”

Alex West, principal analyst for manufacturing technology at IHS Markit, said their research show there were four key challenges for manufacturing in the still-evolving age of the Industrial Internet of Things (IIoT): • The IT/OT convergence remains a challenge—the ability for information technology and operations teams to find common ground on the IIoT implementation remains a stumbling block.

• A preference for which team will lead IIoT implementation is equally split between engineering and IT • The C-suite is taking the lead in only 10% of respondent projects.

• Centralized nature of automation products (such as DCS systems) influences decision-making process around IIoT. “Some companies already support IIoT. Some industries have all elements for IIoT ready, but that’s more on discrete side than process side,” West said. Oil and gas has a huge opportunity to take advantage of IIoT, but at same time, the recent drops in oil prices has impacted their digitalization.”

“Let the data flow, and

use technology to find the right answer. In the absence of data, everyone will keep doing it the way they’ve always done it.

”

Rob McKeel, vice president of automation, GE

10 • May 2017

plant engineering

“There’s a huge amount of education still needed,” said Preston Reine, research manager for motors and motor-driven equipment for IHS Market. “How the industry looks at IIoT still needs education.”

Part of that education requires manufac turers to think about their own needs about how a data-driven manufacturing environment could improve their operation.

“One big thing around IIoT is that manufacturers are thinking about their business a little bit today, but their business is changing tomorrow,” said Jenalea Howell, research director for IoT connectivity and smart cities for IHS Markit. “It’s a challenge we need to put out for manufacturers.

We’re seeing at the moment that they do not know what they want.”

Besides the usual buses that transport the 200,000 visitors from point to point among the 26 halls at Hannover, there were a number of retro Volkswagen microbuses, decked out in bright colors and fully operational.

Visions of the future

Even if the implementation of the digital plant still has not taken hold, there were no shortages of visionary views of what IIoT could be. “We’ve moved past theory. We’re able to augment new employees doing machine learning modules,” said Sanjay Ravi of Microsoft.

And there was this f rom Paul Brooks of Rockwell Automation: “The way people work needs to change.

We have to make sure we are educating people for the jobs they are doing today, but they need to be not just good at the jobs they are doing today, but get them better for the jobs of tomorrow. We need to use these technologies to get those individual to work together as a team.”

Caglayan Arkan, general manager of worldwide manufacturing and resources for Microsoft, said one key in this collaborative world is that humans will have to collaborate with other humans, especially in training.

“Enterprises are only as good as their people; that does not change,” Arkan plant engineering

May 2017 • 11

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THE ROAD TO

2017 HANNOVER MESSE2016 said. “We share one planet with limited resources; that does not change. One more thing does not change—we have to democratize IoT. “Robots and humans can interact and make things safer and more productive,” he added. “By redefining the workforce, we are going to give

them technology skills on top of skills already have.”

And a final thought from Rob McKeel, the vice president of automation at GE: “Let the data flow, and use technology to find the right answer,” he said. “In the absence of data, everyone will keep doing it the way they’ve always done it.”

Farewell, HMI, and thanks for everything The human-machine interface (HMI) has had a long and storied history in manufacturing, and its use as a simple way to manage and control machine operations at the machine has dramatically improved plant floor efficiency. But with the increasing digitization of manufacturing, the use of tablets, smartphones, and hand-held devices every device is now an HMI. Once limited to the smarts inside the HMI box, the device driven displays can pull real-time data from the system analytics in the cloud computing world or via Wi-Fi and make everything about the machines—its health, its maintenance record and its full parts list—available at the tap of a button.

One of the major trends at Hannover Messe 2017 has been the discussion of opening the digital plant to outside a p p l i c a t i o n d e v e l o p e r s . T h e re already are downloadable apps for manufacturing, and more are coming.

Whether it’s the Predix platform postured by GE or the OPC UA platform favored by just about everybody else (the OPC UA press conference at the show touted a number of collaborative efforts among its members to drive a more open platform among all users), the digital platform of sensors and controls feeding data to the cloud for analytics and returning the knowledge to a plant employee ready to act on that data has arrived.

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In reality (another word tossed around a lot at this show) everything that will happen in manufacturing will require a human-machine interface. But the HMI as we know it will need to be reconsidered, both as a tool and as an offering from a supplier community firmly embracing a digital future. Maybe all we will retire is the use of HMI as a noun, and turn it into a verb.

Bob Vavra

12 • May 2017

PLANT ENGINEERING

“One big thing around IIoT is that manufacturers are thinking about their

business a little bit today, but their business is changing tomorrow. It’s a challenge we need to put out for manufacturers. We’re seeing at the moment that they do not know what they want.

”

Jenalea Howell, research director, IHS Markit

Collaboration a key

What already was known about the Industrial Internet of Things is that it will be built with pieces from a variety of hardware and software vendors, and driven by separate analytics and co-located on a series of cloud-based data platforms. What is clear from this year’s Hannover Messe 2017 is that the pace of the partnerships between these otherwise disparate companies is accelerating.

Schneider Electric and Microsoft announced a collaboration around mixed reality (what company officials describe as a cross between augmented reality and virtual reality) even as Microsoft was announcing its new EcoStruxure for Industry, which is a full suite of connected devices, edge computing and applications.

Microsoft announced its own collaborations, with robotics manufacturer Comau and with end users such as Tetra Pak and Jabil. It also held a press conference Monday to tout its new Azure IoT Suite Connected Factory that itself will collaborate as part of the OPC UA protocol.

ABB and IBM announced a partnership around IBM’s Watson cognitive computing and ABB’s Ability digital platform. During that event, Harriett Green, group general manager of IBM Watson, took a step beyond the idea of artificial intelligence. “We don’t talk about AI in this context,” she said. “We’re talking about augmenting intelligence—enhancing intelligence.”

Another interesting innovation at the show is the announcement

by Phoenix Contact of its PLCnext Technology, which itself offers a collaborative environment. PLCnext will enable open-source programming for traditional PLC functions on a Linux plant engineering

May 2017 • 13

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benefit everyone’s prosperity. In view of increasing attempts to support protectionism and isolationism on both sides of the Atlantic, the message from the former President of the United States, Barack Obama, that we heard last year, was quite important. But this is a task we must all rise to.”

Kempt praised Merkel for her message supporting free trade discussions between Europe and the United States during her visit with President Trump last month in Washington. He also called the decision of Great Britain to leave the European Union “regrettable,” adding, was disappointed that “the British government did not succeed in explaining that Europe is the After five days of walking the six million acres solution and not the problem.” at Hannover Messe, things eventually will take Despite many of the chala turn for the wurst at one of the fairgrounds l e nge s for manu f a c tu r i ng , outdoor food stands.

Hannover Messe 2017 officials touted both attendance growth platform. In announcing the product, and attendee engagement as this year’s which will be available in conjunction event wrapped up. with the SPC show in Nuremburg in “Every sector involved in the digiNovember, company officials said talization of industry was on hand to PLCnext will combine “classic PLC showcase its answers to the key quesprogramming and high-level language tion faced by industrial enterprises programming and enables the cre- everywhere: How can I best get my ation of modern applications within company into shape for the digital the context of Industrie 4.0.” future?” said Dr. Jochen Köckler, member of the managing board at The politics of manufacturing Deutsche Messe.

With Poland as the Partner Country, Attendance rose to 225,000 in 2017 the opening of the 70th Hannover from 217,000 in 2015, which as the Messe was a considerably lower-key last year the show’s specific format. affair than the 2016 event, which fea- It included a record 75,000 attendees tured President Obama leading the from outside of Germany, including U.S. delegation. But while his succes- 9,000 from China, 7,500 from India sor’s name was not mentioned by any and 5,000 from Poland, which is a of the speakers at Hannover Messe’s record for a Partner Country. gala opening ceremony, Obama’s Attendance in 2018 could be even name was mentioned on a few occa- larger. For the first time, Hannover’s sions as German Chancellor Angela Industrial Automation and Motion Merkel and Poland Prime Minister Drives and Automation shows will Beata Szydlo opened the event. operate under the combined title of Perhaps the most spontaneous Integrated Automation, Motions & applause of the night came during Drives. CeMAT, which is Deutsche the remarks of Prof. Dieter Kempf, Messe’s logistics trade event, will be president of the Federation of German a biannual part of Hannover Messe Industries. “Trade relations are a win- beginning with the 2018 fair, which win situation,” Kempf said. “They can will be April 23-27. PE

14 • May 2017

plant engineering

www.plantengineering.com

From AI to OPC UA:

Seven key manufacturing trends for 2017

In its report at Hannover messe 2017, IHS Markit’s report cited seven key trends for manufacturing in the coming year. They include:

1.

Global markets to grow, despite headwinds

“The industrial automation equipment market is expected to grow in 2017, reversing two consecutive years of contraction. Last year, global industry revenue shrank 1.8% after also falling in 2015. The successive annual contractions were unprecedented, and they mirrored a similar decline in global revenue for machinery production and industrial automation capital expenditures during the last two years.

“This year’s growth, projected at 1.5%, will take place despite some headwinds, mainly in the form of low oil and commodity prices as well as a reduction in the sales of heavy machinery.”

2.

Remote cloud-based analytics to shift to local and edge computing

“This year will see two shifts in the market. On the one hand, more announcements will be made on the scalability of cloud platforms to support local or in-house data processing. Here “edge” analytics will increasingly become a viable alternative to solutions hosted on remote sites. At the same time, continued market education will boost confidence in companies to store select www.plantengineering.com

data on the remote cloud, allowing them to glimpse the benefits to be gained from cloud analytics.”

3.

Reliability is everything

Gerald “Gerry” Bauer

President, EccoFab - Rockford, IL

 Sullair.com/GerrysStory

Industrial automation to become more influential in outsourced or relocated manufacturing

“During this time of economic uncertainty, more vendors will choose to invest in automation at U.S. facilities in an effort to leverage tax incentives and a skilled workforce, rather than in offshoring production.”

4.

Software-centric solutions to stay competitive

“Expect to see an acceleration in acquisitions and partnerships this year, as automation companies fight over and target software vendors able to expand the smart manufacturing portfolios of the acquiring firms.”

5.

Capital equipment markets to consolidate

“This will be a year of increased market consolidation across several capital equipment markets, such as those for motors, generators, turbines and generator sets. Last year, sales revenues fell in many segments—by 2.9% for medium-voltage motors, 4.3% for medium-power generators, 13.8% for steam turbines and 2.3% for generator sets. On top of struggling the past few years, these equipment markets have not seen orders keep pace, even as PLANT ENGINEERING

May 2017 • 15

It doesn’t quit.

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Our compressors are a lot like the people who use them.

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input #12 at www.plantengineering.com/information

Sullair.com © 2017 Sullair, LLC. All rights reserved.

IN FOCUS “TSN standards are expected to be published toward the end of 2017 or early 2018, with enabled devices to follow thereafter.

”

order backlogs were fulfilled. In fact, most suppliers have had to undergo large cost-cutting measures to remain competitive amid a shrinking global market, and companies have had to resort to rounds of employee downsizing to reduce operating costs.”

6.

Connectivity standards to prevail

7.

Artificial intelligence to ramp up on the factory floor

(The increased prevalence in 2017 of OPC-UA—or Open Platform Communications Unified Architecture— together with the release of TSN— or Time-Sensitive Networking—is being touted by some as putting an end to the fieldbus wars.

The report said TSN “will enhance basic Ethernet technology by providing reliable and real-time connectivity over an Ethernet network. The advancements will not only reduce the cost of networking complex smart manufacturing installations, they will also serve to spur the convergence of information technology and operation technology. And although not yet released, TSN standards are expected to be published toward the end of 2017 or early 2018, with enabled devices to follow thereafter.”

“ T h i s y e a r, r o b o t s f e a t u r i n g improved connectivity and sensing capabilities will continue to lead in the advancement of smart manufacturing. In particular, the kinds of tasks that robots will be able to execute will broaden greatly, thanks to vast improvements taking place in the pervasive broadband communication capabilities of industrial robots, alongside the incorporation of robots into the manufacturing IT system. All told, t hes e de velopments wi l l enable robots to share information with other smart devices and robots or with the cloud, at the same time helping to drive the application of AI technologies in robotics.” PE input #13 at www.plantengineering.com/information

16 • May 2017

PLANT ENGINEERING

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5bn

worldwide will benefit daily from Danfoss Drives by 2025

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Maintenance tips to ensure longevity of modular conveyor systems in flexible manufacturing OEMs and end users expect their pallet-based conveyor systems to have a lengthy service life. To get the most out of your system, proper maintenance is crucial. Regular checks for potential problems, such as loose or missing fasteners, are a much better alternative than facing the catastrophic situation when an entire assembly line goes down.

Bosch Rexroth offers maintenance advice that can add efficiency and longevity to your conveyor system. On a daily basis, inspect and remove any small parts and debris that may accumulate on conveyor belts and chains.

Examine belts and chains for any visible wear, damage or separation.

Every week, wipe down the entire system and remove all grease and dirt. Check the T-bolts on the pallet stop gates and re-tighten if they are loose. Also, make sure the chain tensioners are in the acceptable tension range.

Every month, lubricate the toothed belts on your conveyors with light-grade oil. Remove and clean the side guards on the drive and return units. Also, make sure all the cooling components are running efficiently. Quarterly maintenance should be performed by a technician who can inspect the condition of the conveyor chain for stretching, wear and correct lubrication.

Download to get tips: http://tinyurl.com/jpaqdo6

info@boschrexroth-us.com www.boschrexroth-us.com

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Using Master Controls to Improve the Performance and Efficiency of Industrial Air Compressors Wayne Perry | Senior Technical Director, Kaeser Compressors, Inc. Michael Camber | Marketing Services Manager, Kaeser Compressors, Inc.

When it comes to plant air systems, the fundamental needs of facilities are usually quite similar. The biggest requirements are to meet specific pressure, flow, and air quality targets to ensure that the quality of the end-products remain predictably high at all times. Beyond this, air system reliability is also critical so as to avoid costly process line maintenance or unscheduled shutdowns. Last but certainly not least, optimizing energy consumption is important at a time when cheap energy is a thing of the past.

In most industrial plant applications, multiple compressors rather than a single unit are supplying the total air flow. Lower efficiencies can occur when compressors that are part of multi-unit air systems operate on their own individual control settings, rather than operating in concert to deliver maximum performance at the highest level of efficiency.

When compressors are operating independent of one another, system pressure is likely to be inconsistent.

Independent control also leads to energy being wasted in a number of ways: • Running more machines than are necessary at a given period of time • Running compressors at higher pressures than are needed • Excessive idling or modulating In addition to the operational inefficiencies and unstable pressure, there is the likelihood of increased maintenance requirements (and the related costs) due to excessive valve cycling and motor starts.

Kaeser’s whitepaper, “Using Master Controls to Improve the Performance and Efficiency of Industrial Air Compressors” by compressed air experts Wayne Perry and Michael Camber, discusses how system master controllers minimize equipment run time, maintain stable air pressures, and deliver rapid payback in operational and energy savings.

Download the whitepaper: www.us.kaeser.com/whitepapers customer.us@kaeser.com www.us.kaeser.com

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The Importance of a Proper Lubrication Program David Reh | Director of field engineering and training services, LUBRIPLATE LubricantsCompany

Proper lubrication is essential to maintaining the bottom line, but starting a lubrication plan can seem to be an overwhelming proposition. Not having an effective program can result in hundreds of hours of downtime and lost production.

The first thing that should be done is to define the program’s goals and objectives. A qualified lubrication expert can assist you on a practical plan based on their experience. Plant maintenance, lubrication in particular, is an area where there is often a great resistance to change. Involving a knowledgeable lubrication engineer at the outset of a program and fundamental lubrication training are effective ways to break this resistance to change.

Even a seemingly small accomplishment can be crucial. Some examples might include consolidating multiple gear oils into a single one, inventory reduction, or identifying an opportunity to save money through the advantages of using a superior lubricant.

Implementing a color-coding plan, tagging equipment, and employee training are also smaller sized goals that can be accomplished fairly quickly with a moderate effort and reap much larger benefits in the long term. Another example of this is oil analysis. Oil analysis can be a good place to start, because it can be started on critical equipment.

Download the paper at: www.lubriplate.com/ PDFs/ImportanceProperLubrication.aspx

The use of a series of intermediate steps serves to focus everyone’s efforts into something that generates tangible and visible benefits and is the most effective way to begin a program. With each small part of the project that is completed, employees become more invested in the continuance of the program as it builds towards the conclusion – a comprehensive lubrication program that saves money in the long run.

The possibility exists that lubricant inventories can be cut, overall lubricant consumption can be cut and costly mistakes eliminated, thereby making the workplace a safer and more efficient environment.

LubeXpert@lubriplate.com www.lubriplate.com

input #17 at www.plantengineering.com/information

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Benefits Of Pin and Sleeve Connectors Over Standard Twist Lock Raj Desai | Product Management, Lapp Group You are likely familiar with twist lock cable connectors—they’re the National Electrical Manufacturers Association (NEMA) standard. However, there’s a lesser-known advanced cable connector that’s common in Europe, but has yet to find its place in the United States: the pin and sleeve connector.

In a nutshell, pin and sleeve connectors seal power connections and insulate power delivery from moisture, grime and chemicals.

They’re designed to prevent disconnecting under load, and are often used for applications with abusive environments. Pin and sleeve devices range from metal-housed products to high impact-resistant plastic products with varying designs.

These male-female connections are well-suited for supplying power in a wide range of equipment such as welders, motor gen-sets, compressors, conveyors and portable tools and lighting. They’re also good for matching high-current power sources with the right equipment and integrate with switched and fused interlock receptacles in wet or corrosive environments. Pin and sleeve connectors have plenty of other benefits that give them the edge over standard twist lock. Their rugged design provides heightened durability and a click-lock housing makes assembly fast and easy. Male plugs are surrounded by a shroud to protect the contact pins. These pins are exposed to the environment in most NEMA plugs.

Download the white paper: http://landing.lappusa.com/PinSleeveWP_PE pe201705_whitePprHLF_Lapp.indd 1

sales@lappusa.com • www.lappusa.com

input #18 at www.plantengineering.com/information

4/19/2017 2:09:20 PM

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Tips for a Lean Approach to Motor Reliability Noah Bethel | Vice President of Product Development, PdMA Corporation Maintaining the highest reliability standards for electric motors is the goal of every company.

The concept of lean manufacturing, which has as its goal the reduction of wasted costs, materials, and manpower, has been around for nearly two decades. Unfortunately, in an era that emphasizes lean operations, too many businesses fall short in their motor reliability.

When they miss the mark, the costs for either repair or replacement can be prohibitive.

Maintenance should be a priority, and any review may find it to be inadequate for a variety of reasons. In recent years a growing number in the industry argue in favor of concentrating more on monitoring to get an accurate forecast of motor reliability and lifespan. However, a workforce that is diminishing in experience as baby boomers retire is leaving maintenance to the inexperienced and the company scrambling to find better ways to assure motor reliability.

Even with fewer resources, motor reliability can be done, but only through rethinking the entire strategic approach to motor maintenance. That means identifying potential faults with fewer people and less money without jeopardizing motor efficiency and lifespan.

This white paper discusses methods to make your lean motor operation work.

Register to download the white paper: www.plantengineering.com/index.php?id=17293 pe201705_whitePprHLF_PDMA.indd 1

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pdma@pdma.com www.pdma.com

4/20/2017 11:42:50 AM

Being knowledgeable of the proper safety measures, codes, and regulations in both new and existing facilities is an absolute necessity.

It just might even save your life one day.

Safety First: Arc Flash 101 is a new online and on-demand course CFE Edu is offering for you to stay up to date on the latest electrical safety information. CFE Edu is an interactive online platform taught by industry experts that offers exclusive, multi-media content on engineering topics that are critical to your work.

Safety First: Arc Flash 101 will:

✓ Explain the importance of electrical safety ✓ Define codes and standards as they relate to electrical safety ✓ Explore arc flash and safety measures ✓ Summarize codes and standards for electrical safety (i.e. NFPA 70E)

Led by industry experts Lanny Floyd and Hugh Hoagland, this on-demand online course offers instructor-led discussions, videos, and high-quality presentations on an interactive and intuitive platform. The course is self-paced, accessible 24/7, and approved for one (1) AIA CES learning unit and one (1) HSW credit.

What’s included in all CFE Edu courses:

✓ Exclusive content--not found anywhere else--that includes research and expert knowledge from instructors working within the industry ✓ Interaction with course authors ✓ Videos, quizzes, and interactive content designed for a proven learning experience with associated CEU credits ✓ Full access to your course 24/7 with a computer, tablet or smartphone ✓ Course cost is $39.99

Learn more and register at CFEedu.cfemedia.com * Contact CFE Edu Manager, Emily Guenther, at eguenther@cfemedia.com for more information or with any questions about CFE Edu.

DIGITAL REPORTS Plant Engineering is excited to introduce our new Digital Reports Sponsored by: Mitsubishi, Yaskawa 2017 DIGITAL REPORT

Sponsored by: Cisco, Iconics 2017 D igital R epoRt IIoT

MOTION CONTROL

www.plantengineering.com/ DigitalReport/MotionControl Sponsored by: FS Elliott, Kaeser 2017 DIGITAL REPORT

www.plantengineering.com/ DigitalReport/lloT Sponsored by: Kepware, Rittal 2017 DIGITAL REPORT IIoT: OPERATIONS & IT

COMPRESSED AIR STRATEGIES

www.plantengineering.com/ DigitalReport/AirCompressedStrategies Sponsored by: Maple Systems, Pepperl+Fuchs

www.plantengineering.com/ DigitalReport/lloTOpsandIT Sponsored by: Beckhoff, Bosch Rexroth, ePlan, Hilscher

2017 D igital R epoRt

2017

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HMI IIoT: Machines, Equipment & Asset Management

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To grow your business, you need to not only streamline operations and expand into new markets, but act on opportunities to enhance the customer experience.

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input #20 at www.plantengineering.com/information

COVERSTORY

The next frontier:

Prescriptive maintenance

Image courtesy: Emerson

The age of prescriptive maintenance has arrived.

The evolution of maintenance from planned obsolescence to scheduled events to sensor-based measurement is ready for its next phase of development. Machines now can alert their human operators as to the decline in their condition and predict the time before failure. It is a concept driven by great advances in computing power and sensor technology.

The Industrial Internet of Things (IIoT) has many compelling case studies, but none is more intriguing than the potential in maintenance. The technology exists to deliver accurate and timely reports on the condition of critical assets. This data allows plant managers to avoid unplanned downtime, which robs manufacturers of productivity, endangers line workers and wastes valuable capital.

Supply chains are getting faster and nimble, and companies want to deliver single-lot finished products to its consumer.

None of that is possible if the manufacturing line is idled by breakdowns.

26 32 34 38 40 42 www.plantengineering.com

All these are great ideals, but where should the manufacturing team start?

The articles that follow provide a clear roadmap for manufacturing leaders to begin their own age of prescriptive maintenance. From an overview of the topic to the relationship between IIoT and maintenance to ways to implement and use prescriptive maintenance (probably with tools you already have around the plant), the plant management team can find ways to use these strategies immediately to affect change.

Keeping a plant’s critical assets productive and online has always been the goal of the maintenance team, and those goals affect every facet of a manufacturing plant’s operation, from sales and marketing to finance and hiring. Prescriptive maintenance provides the entire organization with the ability to assess and act on information in real time. It simply changes the way we will maintain our manufacturing plants in the future. PE Bob Vavra, Content Manager, Plant Engineering.

The path to prescriptive maintenance Embracing IIoT’s potential for maintenance Three pillars to a reliability program Get your maintenance program ready for IIoT Predictive vs. preventive: The debate—and the future Pneumatics maintenance in automation: Combining strategies PLANT ENGINEERING

May 2017 • 25

COVERSTORY

The path to prescriptive maintenance

Image courtesy: Emerson

Three steps to drive reliability while preparing for IIoT

By Will Goetz Emerson

26 • May 2017

T

he Industrial Internet of Things (IIoT) will bring many benefits as it evolves and advances in the coming years. But today many companies worr y about their readiness and feel overwhelmed thinking about the expense of preparations, particularly those organizations that are still moving from reactive and preventive to predictive maintenance (PdM).

Now the topic is prescriptive maintenance, where analytics can show that a piece of equipment is headed for trouble and can prescribe prioritized, pre-determined, expertdriven mitigation or repair.

These ideas can be overwhelming, but in this case, as in most cases, planning rather than worry saves the day. Rather than attempting a heroic leap from reactive to prescriptive maintenance, reliability organizations and companies can perform many activities today to prepare for the IIoT and for prescriptive maintenance while finding immediate reductions in maintenance costs and increased availability.

PLANT ENGINEERING

One of the most commonly cited benefits of the IIoT is the elimination of downtime, a direct improvement on production and profitability. But the benefit only comes as companies move away from old habits such as reactive or preventive maintenance and are prepared to act on detailed information that predicts asset failure.

Prepare to be proactive

Imagine receiving notice that an asset will fail in the next 10 days and creating a corrective work order to address it only to have the work order linger in the system until the asset fails! It happens to many companies that use PdM. Prescriptive maintenance may only increase the precision and frequency of the information in this scenario, therefore, until the organization is prepared to act on alert information in a timely manner, little benefit will be realized.

Three actions will move your organization to PdM and will lay the groundwork for prescriptive maintenance, and for your adoption of IIoT initiatives when the time is right. www.plantengineering.com

Figure 1: High mechanical availability with low maintenance costs might seem counterintuitive, but these qualities are consistently exhibited by top-performing companies. All images courtesy: Emerson

• Prepare your culture to be proactive • Integrate your condition monitoring program with your maintenance work management processes • Implement a continuous improvement process.

Top performing facilities enjoy consistently strong reliability. In fact, top performers have high mechanical availability and low maintenance costs simultaneously (Fig. 1). Lower performing manufacturers seem always to be fighting the most attentiongrabbing issue, while process availability suffers.

The business advantages of top-quartile performance—higher availability that results in lower maintenance costs—should be constantly on the lips of executives. Management support is the most important ingredient in transforming culture from reactive to proactive, and a well-documented business case is its foundation. To obtain approval, make it clear that these reliability and maintenance benefits come from PdM and that the gains profit your organization.

The secret to the achieving the goals of Fig. 1 lies in the illustration in Fig. 2. Because most failures occur at random equipment age intervals, a time-based preventive maintenance activity can permit an unplanned shutdown, resulting in more downtime than if the plant were using a predictive approach.

Hard failures of assets are often more expensive to repair due to fees associated with

obtaining parts on short notice, collateral damage to the asset, and the costs of scheduling resources on short notice.

Many facilities practice time-based maintenance in which at some pre-set interval a technician works on an asset to avoid a failure. As Figure 2 shows, many time-based tasks are ineffective, and, in many cases,

Figure 2: When using preventive maintenance, failures are detected too late, and much of the time that could be spent resolving impending issues is lost.

Corrective actions are instead taken during a lengthy unexpected shutdown. Predictive maintenance allows for earlier detection, response, and repair, mitigating the duration and impact of production interruptions. www.plantengineering.com

plant engineering

May 2017 • 27

COVERSTORY Figure 3: Reliability value chain lights the path of continuous improvement to PdM and top performance.

periodic parts replacement actually induces failure. Because the preventive approach requires more planned downtime and results in more unplanned downtime, facilities that follow this model face extreme challenges in attaining top-quartile performance.

Nevertheless, the preventive maintenance model has been widely employed since the 1950s. Changing the mindsets of operators, maintenance personnel, and business leaders must be part of every plan to attain PdM and top-quartile performance. The key idea is to instill in your organization the fundamental belief that failure is unacceptable and that everyone shares in eliminating its causes.

Once this idea begins to take hold and stability (instead of firefighting) is rewarded, you can unlock the benefits of condition monitoring and adopt upgraded behaviors.

Take a holistic vision

To prepare your processes to attain positive results, first think about your asset management efforts in a holistic fashion.

The Reliability Value Chain (Fig. 3) helps you envision how the pieces fit together in a continuous flow. All disciplines are coordinated by a core of reliability strategies that optimize what data is collected about

28 • May 2017

PLANT ENGINEERING

assets and how it is used to drive maintenance efficiency. The chain links elements in four categories: obtaining accurate data, translating data into information, gaining knowledge from information and determining actions based on knowledge.

Consider how you obtain data about your assets from maintenance procedures, process parameters and condition sensors. Then consider how you use that data around the circle to analyze asset health and eventually plan and schedule maintenance work.

The value chain illustrates how sensors mounted on equipment are used to monitor the ways in which an asset can fail – failure modes. From a reliability perspective, failure does not necessarily mean that the asset dramatically stops working in some way. An asset has failed once it stops contributing what is required of it for a process to operate as designed. Condition monitoring and predictive technology together can detect when failures start to occur, giving the organization time to plan an appropriate response.

Top-quartile performers in asset reliability have been using sensing technology, condition monitoring, in their operating models for decades. Condition monitoring is increasingly a method of choice because the cost of deploying sensors and condition indicators has fallen and analysis techniques are growing more sophisticated. With a wellengineered condition monitoring program, you can apply the right types and mix of sensors to observe your equipment in nearly real-time. Monitoring will provide the data necessary to understand the condition of your equipment and employ PdM. From that information, you can plan to thwart problems according to your facility’s priorities.

A process and culture change

The question, “What happens next?” will help you understand when you have integrated your predictive information to work management—even if you may have to ask the question two, three, or even four times.

For example, if you notice that a vibration www.plantengineering.com

reading is high. What happens next? The reliability engineer checks differential pressure. What happens next? The reliability engineer delivers a report to the planner.

What happens next? And so on.

When the final answer is, “The repair is executed and the asset is returned to service,” you will know that integration is complete.

While workflows that can be documented electronically have some big advantages, they are only needed as backup to an organization that is well-versed and comfortable operating within a defined process.

Culture and process changes are so important that it is worth stressing. Plant culture must change to adapt to new data in new forms. The business will quickly lose patience with investing in predictive maintenance if new sensors are added and performance results do not change. Only when the organization can readily use asset health information should it seek new forms of information.

Having a clear line of sight along the sequence of “What happens next?” will help ensure that you are ready to realize the promised value of prescriptive maintenance offerings.

Set the stage for continuous improvement

Think of attaining PdM and top-quartile performance as a voyage and continuous improvement techniques as your daily mode of navigation. It is very unlikely that you will chart a straight course on this voyage. You will need to adapt as you go, as unforeseen and unanticipated conditions reveal themselves.

Your navigational framework consists of a solid fact base about your assets. Notably, you need to document every maintainable asset in your plant. You need a basic understanding of how your assets fail and of the risks posed by their failure. You do not need to know every detail to get started, but you need everyone to share in adding to your knowledge as you go.

Once your failure risks are identified and ranked, your

course should be set to eliminate or mitigate the greatest remaining risks first.

When you evaluate risk, be sure to consider the potential quality, environmental, safety, production, and maintenance cost consequences of failure. Generally, these categories encompass all the ways in which failure can affect the business, but they should be adapted to your circumstances.

Engage operations, engineering, Health Safety and Environment, maintenance, supply chain, and finance in the development of your rankings. Their participation will help them understand and agree on priorities.

Document your strategies

Once you have identified and ranked your failure risks, documenting what you plan to do about your reliability strategies is essential to keeping the program on course.

Initially you will encounter the unexpected, and having documented what you expected will help you communicate what needs to change and why.

While the process of documenting reliability strategies can be resource intensive, it pays for itself by ensuring that your scarce resources are systematically directed at failures with risks that are in line with the cost of the strategy.

There is a strong business case for the use of predictive technology. There is also a strong technical case. On average, sensors can detect 70% of failures across maintainable assets (Fig. 4). It is not a coincidence that top-quartile performers base a very high percentage of their reliability strategies on detection technologies. As detection capa-

Figure 4: Failure modes on most types of maintainable assets. The key is to use technologies that allow time for planning. www.plantengineering.com

plant engineering

May 2017 • 29

CoverStory

Figure 5: Experience has shown that the efficient mix of maintenance work creates strong returns on investment.

bilities continue to grow, the relevance of time-based tasks to maintenance will continue to fall.

By documenting current strategies during the move toward PdM, you are setting the foundation for future prescriptive maintenance programs. You can develop and document the risk of failure from each asset, so your facility has a plan in place ready to mitigate failures. Develop and document a menu of strategies that play out when an issue is predicted and a prescription is provided by the equipment, by analysis software, or by a consultant.

Navigating to top-quartile performance is a series of adjustments to your continuous improvement process. You will encounter unanticipated and unmitigated failures and strategies that did not perform as expected.

Initially, reliability performance will vary as you encounter the largest problems in the program design. It is a critical period to anticipate and address through frequent, periodic meetings to review and improve program performance. Ideally, you will have the chance to include all the key stakeholders in the meetings: operations, engineering, supply chain, and plant leadership.

Every success–such as eliminating bad actors–should be celebrated with the same group. Just as you would start every meeting with a report on number of days since a

30 • May 2017

plant engineering

recordable safety event or loss time injury, reporting on the trend in unplanned downtime hours at every meeting is a great way to highlight improvement and drive awareness.

As you deploy more predictive technologies on more assets, you will discover latent failures to add to your maintenance backlog. These will drive a temporary need for additional resources to address them.

As downtime from disruptive events and latent failures diminishes, your program will stabilize into a trend of continuously rising availability, driven by the elimination of progressively smaller defects and the release of maintenance resources from reactive work.

The desired mix of work will let you know when to expect smooth sailing (Fig. 5). As the percentage of resources applied to understanding asset health through both PdM and time-based PMs trend toward 15% of total hours, and the results of these activities approach 35% and 15% respectively, your asset availability and maintenance costs will become increasingly stable and predictable.

A rising percentage of requested work consisting of process changes and design modifications will indicate that the organization is proactively eliminating recurring causes of failure. Regardless of where you are in the journey to top-quartile performance, shrinking the share of reactive work is a strong sign of progress.

Smoothing the way forward

You don’t have to be in the top quartile of performers to get ready for prescriptive maintenance. Taking steps now to bring asset health information into maintenance work will bring benefits today, accelerate your realization of benefits from IIoT and prescriptive maintenance in the future, and ensure sustainability of your program for the long term.

Staying the course in moving from preventive to predictive maintenance prepares you for prescriptive maintenance and other evolutions in reliability that can drive significant performance improvements.

Both goals are attained by continuous improvement. A strategy fostering continuous improvement will prepare your organization for advances in technology, for staying competitive, and for increasing profitability. PE Will Goetz is vice president of business development and marketing for Emerson. www.plantengineering.com

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COVERSTORY Image courtesy: Emerson

Embracing IIoT’s potential for maintenance

By Kevin Clark Fluke Corp.

32 • May 2017

T

he Industrial Internet of Things (IIoT) and the concept of IIoT for maintenance are popular buzzwords in the maintenance world today. But what do they mean, and how can these concepts benefit maintenance professionals attempting to meet production demands, increase productivity and boost the bottom line?

The IIoT story has evolved far beyond what it was when it was first introduced to me 15 years ago. In the early days, there was reluctance from upper management to embrace IIoT. Today, leveraging cloud technology is becoming a requirement. Cloudbased systems and IIoT enable companies

PLANT ENGINEERING

to buy the best-of-breed solutions without turning the information technology department upside down. Companies today can embrace and apply critical aspects of IIoT, including machine learning, analytics and mobility.

Machine learning

Machine learning is a type of artificial intelligence that provides computers with the ability to learn patterns and trends without specific programming. Machine learning focuses on the development of programs that change when exposed to new data. For maintenance professionals, these programs can mean changes in preventive (PM) or prewww.plantengineering.com

dictive (PdM) maintenance schedules based on equipment condition.

It is not critical how information is imported into a system such as a computerized maintenance management system (CMMS). My experiences with the evolution of CMMS and mobility have shown that even with manual methods, machine learning can result in establishing procedures to address planning pitfalls, better inventory control, stronger PM practices and maintenance discipline.

Analytics

Information on all assets, labor and work management is readily available with the ability to connect CMMS and tools. More specifically, through advanced analytics, maintenance professionals can interpret data from multiple sources (including structured and unstructured data) into a wide variety of operational and asset management systems. This analysis provides a deep and wide perspective, exposing conditions not normally evaluated.

An example would be to understand the environmental status of an asset when it begins to fail, and then when it does fail. This deeper and wider view may shed light on contributing factors not previously considered. With this data, it is easier to make predictions on what may happen.

Companies are analyzing the performance of equipment yesterday and today to predict what will happen tomorrow. With the power of IIoT analytics: • Manufacturers can prevent vehicle breakdowns and notify drivers, or predict outages in the assembly line process

tory for critical equipment to influence future decisions.

By correlating historical trends and current conditions as they occur, companies can detect faults and increase equipment uptime. Standard operating procedures for equipment repair can also be accessed on a smartphone, reducing the rate of failure due to manual error.

For maintenance professionals, this means that where your company is today might not be so far away from where you can be tomorrow. The tools for getting started integrating IIoT are available today. PE Kevin Clark is director of global service and alliances for Fluke Corp.

Image courtesy: Emerson

• Oil and gas companies can develop optimized maintenance schedules for critical assets • Facilities can predict outages in power generation equipment.

Mobility

In today’s industrial world, smartphones and laptops are more prevalent than desktops. Mobility is tied to most things in our world, and can help provide a cost-effective method to leverage IIoT. The power of mobile technology can turn machine learning and analytics into action by feeding the data directly from a piece of equipment to a handheld device.

Smartphones and tablets help make a wealth of data available, including asset hiswww.plantengineering.com

PLANT ENGINEERING

May 2017 • 33

COVERSTORY

Three pillars to a reliability program

By Tyler Evans and John Bernet Fluke Corp.

A

s many maintenance managers are aware, starting a reliability program can be ver y tough.

What many people don’t think about is that sustaining a reliability program can be even tougher. From a real-world perspective, there are foundational pillars to a healthy and sustainable reliability program.

In a survey from a recent Fluke Webcast, 56% of attendees describe their reliability journey from reactive to condition-based maintenance as “having some proactive maintenance scheduled on certain equipment.” The full survey results revealed that: • 13% of maintenance is all reactive, and they have never attempted to move beyond reactive • 17% have abandoned proactive in the past, but are starting again • 10% have a well-developed proactive maintenance program.

Figure 1: The four classifications for assets. All graphics courtesy: Fluke

Then Critical Non-critical 34 • May 2017

The three main causes of failure within a reliability program are poor program structure, technology selection and data management. There are also three pillars that can help any organization drive commitment to a reliability program and change culture.

They are: 1. New program start-up 2. Technology selection 3. Data management .

These three pillars to a proactive maintenance program can decrease downtime, prevent failures and reduce costs. While change can be hard, basing a reliability program on these three pillars increases success and can improve overall maintenance capability.

Pillar #1: New program start-up

Asset criticality rankings are used to help prioritize maintenance work and to identify the most critical assets for an organization.

Many people find that there are so many critical items to maintain that it becomes overwhelming. Traditionally people think of their criticality list in one of four ways: binary, dynamic, every asset on its own schedule and full coverage.

However, these approaches end up being inflexible, unsustainable and miss the root cause of the dilemma of criticality: organizations have more assets than the maintenance team has capacity to manage. The first step to decreasing the impact of the criticality dilemma is to establish better classification.

Consider these four classifications for assets (Fig. 1): • Star athletes: The percent of production or compliance is correlated directly with this asset’s performance.

It needs constant assessment and optimization regardless of condition, and always must be running at peak performance levels.

• Critical: The performance level of this asset is not as important as simply “running or not running,” but the uptime of

Now

Criticality = Influence on production $

Star athlete

% change in performance = % change in revenue

Critical

Uptime = revenue, downtime = no revenue

Semi-critical

Downtime = “strain” on production or compliance

Non-critical

Downtime = no immediate effect on production

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www.plantengineering.com

this asset is correlated to producing revenue.

• Semi-critical: Downtime or failure of this asset puts a strain on production or compliance. Daily processes may be able to continue sub-optimally even if the asset fails.

• Non-critical: Production or compliance are not affected by this asset. While there may be other reasons to fix this asset, it is not because of direct production loss.

Over multiple generations, medical professionals have struggled with the issue of criticality. As a result, they evolved a tiered operating approach: 1. Levels of training and certification 2. Levels of workers 3. Volume of visits/inspections 4. Amount of time spent on each person.

This tiered operating approach can be applied to the maintenance world. With a tiered maintenance program, organizations waste less time analyzing healthy machines, reduce the number of work orders flowing through an organization and avoid deploying experts on simple faults. Here is an example of tiered maintenance (Fig. 2): www.plantengineering.com

Pillar #2: Technology selection

Maintenance technologies can offer basic information or advanced information depending upon the skill and experience of the user. However, different assets require a mix of technologies, such as electrical, thermal and/or mechanical. There are a few keys that all teams need when operating in a tiered structure across multiple measurement technologies: • Real-time data entry • Real-time issue escalation • Collaboration • Comparison • Additional context • Consistency and repeatability.

Figure 2: An example of tiered maintenance.

Pillar #3: Data management

Finding the answers and root causes among the data can feel like finding a needle in a haystack because more data doesn’t automatically make finding problems easier.

Maintenance teams need more of the right kind of data to make real change. So, what is the right kind of data? Data that passes the “ACID Test.” It requires: • Analysis: The data must be able to be analyzed.

• Context: The data must be viewed in as rich a data context as possible. plant engineering

May 2017 • 35

CoverStory “The three main causes of

failure within a reliability program are poor program structure, technology selection and data management.

”

• Integrity: The data must be accurate and secure.

• Democracy: All team members should be able to contribute to and consume the data.

To fully leverage cloud technology and the Industrial Internet of Things (IIoT), the vision is to take data from hand held tools and devices and connect it to a central cloud, where a computerized maintenance man-

agement system (CMMS) will be fully integrated. With this type of integration, when equipment condition falls below a specific threshold, a work order will automatically be issued to take corrective action. It also will become possible to seamlessly order all parts needed for that repair. Assets will be managed in one central place to make the information available to all members of the maintenance team.

The end goal of the program should be all of your maintenance people working together in a tiered approach and basing the type of work on the class of asset being serviced.

The technology should help maintenance personnel prioritize the tools and techniques that will prevent the most common failure modes. The effective collection and sharing of data will enable analysis in the proper context with the proper data integrity and security, and make it available to all maintenance team members when they need it. PE Tyler Evans is a business unit manager for Fluke Corp. John Bernet is an application specialist for Fluke Corp.

sponsored by

Turning research into insights to make better business decisions Plant Engineering performed the 2017 Maintenance Study to better understand maintenance practices and strategies currently in place in North American manufacturing facilities and the effects of maintenance on productivity and profitability. Respondents to the Plant Engineering 2017 Maintenance Study identified six important, high-level findings impacting the manufacturing industries today.

According to the data in the 2017 Maintenance report, thirty-four percent of respondents’ facilities spend 30 hours or more each week on scheduled maintenance, up from 26% in the 2016 survey.

The average facility spends about 19 hours per week on maintenance tasks. Also, more than half of respondents’ maintenance personnel receives training in safety (81%); basic electrical skills (70%); basic mechanical skills (66%); motors, gearboxes, bearings (58%); lubrication (56%), and predictive maintenance (56%).

Download the new Plant Engineering Maintenance Research today! www.plantengineering.com/2017Maintenance

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input #22 at www.plantengineering.com/information

COVERSTORY

Get your maintenance program ready for IIoT

By Steve Mueller Daniel Penn Associates

W

hat are the potential benefits of using the Industrial Internet of Things (IIoT) for your maintenance operation? Advocates cite many time, labor and materialsaving advantages, including: • Interaction with production systems and preempt product losses due to equipment failure and/or unplanned maintenance downtime • Interfacing with the computerized maintenance management system (CMMS) to kick out work orders based on current conditions • Equipment such as pumps can be programmed to switch over to back-up systems and redundancies based on conditions • Links to maintenance inventory to call out parts needed for condition-based maintenance requirements • Real-time readouts via handheld devices improve effectiveness of time spent on inspection rounds • More detailed feedback to operators • Providing follow-up on maintenance activity to verify it was completed correctly and on schedule • Accelerating defect elimination and financial gains identified from the maintenance.

Plant managers need to collaborate with production, engineering and quality cohorts to assess hardware and connectivity requirements, implementation costs and data security measures. You’ll need to address integration and communication with existing

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equipment (good news: you can probably use most of the of the sensors and connectivity technology that you already have in place).

If you are ready to plan for an IIoT-connected maintenance program, here’s what to consider before diving in.

What the IIoT can do, and how

Here’s an important concept: the IIoT is not so much about automated factories as it is about delivering the full range of services that the equipment in the factories was designed to provide—consistent, high-quality output at a predictable rate. The same can be said about reliability centered maintenance (RCM) in general and condition-based maintenance (CBM) in particular.

IIoT is a great way to accelerate the productive impact and the financial return that RCM can deliver. You might even say the IIoT enables something closer to just-in-time(JIT) maintenance because it is now more technologically and economically feasible to provide a wider range of data for CBM in real time, eliminating the wait for inspection results or worse, a call from operations about a drop in quality or output or even failure. With an IIoT-connected maintenance program, staff can be dispatched immediately, before failure occurs, in response to a sensor’s report that an asset’s condition has strayed beyond acceptable limits.

IIoT can help CBM achieve the full promise of its benefit to asset maintenance that was first recognized when it became popular in the 1980s. These include lower production cost, lower use of resources and improved system reliability. An IIoT-connected CBM program can significantly reduce the amount of maintenance work hours required compared to other maintenance strategies. Plant managers only need to maintain equipment when conditions indicate it is necessary to sustain its optimal performance.

To avoid just in time from becoming just too late, ongoing preventive and predictive www.plantengineering.com

Image courtesy: Emerson

routines are still required. IIoT can help build more robust equipment histories to inform and improve PM and PdM routines. But IIoT cannot replace basic asset healthcare.

Lead with RCM

If you want to gain an advantage using IIoT for maintenance, first develop a robust RCM program. One byproduct of implementing RCM is an increased awareness of your assets’ needs. This knowledge can help you take advantage of the IIoT’s potential.

Manufacturers that do not have an RCM program will have a much longer row to hoe than those who do and are at risk of falling even further behind. Here’s why.

First, a good RCM program includes an equipment criticality assessment to establish consensus on ranking which assets are genuinely critical and to what extent by determining how the failure of an asset can impact output, utilization, quality, safety, environment, failure rate, downtime and waste. If you want to move towards IIoT for your maintenance program but have not done a criticality assessment, start now. Define each asset’s priority based on its criticality to your organization. A criticality assessment will also guide the placement of sensors where they will do the most good.

Second, RCM programs conduct risk analyses, failure modes and effects analyses, root cause failure analyses and more. These efforts yield the information needed to mitigate the risk of failure (temperature, vibration, cycle count, run time, etc.). The information will also indicate the type of sensor to install for each connected asset based on how to mitigate its specific risk of failure. This is how you will get the greatest impact out of your IIoT installation and investment—by using it to drive the effectiveness of your RCM program.

An added benefit to developing an RCM program is that you’ll also lean out your preventive and predictive maintenance (PM/PdM) procedures, eliminating non-value added tasks and boosting the return on your maintenance efforts.

Assess where you are (and are not)

A plant manager’s ability to effectively utilize the IIoT in the maintenance program will depend on how far the organization has evolved towards RCM. It will also depend heavily on the fundamentals of planning, scheduling, training and good communication. Three questions to ask in your organization are: www.plantengineering.com

• Do we have the skilled people and/or outside resources who can work within the new IIoT paradigm’s requirements?

• Do we have a clear vision of the end state of an IIoT environment, what it will achieve and how it will be different than the present?

• Are we prepared to tailor our MRO inventory to our RCM requirements to keep our assets in service?

Walk, then run

Where are you on the maintenance maturity scale? Have you advanced from reactive to more proactive and predictive maintenance strategies? If you are just now getting work order disciplines in place, don’t have an asset list, or have not updated your preventive maintenance procedures in a few years, adopting the IIoT will only bury you in data you can’t hope to use properly.

Get a solid RCM program in place first, prove it out, then start planning for IIoT. When building a football team, the team must have a firm grasp of the fundamentals before it can succeed. The old sage advice of “walk before you run” also holds true for adopting the IIoT for maintenance. PE

“Plant managers

need to collaborate with production, engineering and quality cohorts to assess hardware and connectivity requirements, implementation costs and data security measures.

”

Steve Mueller is director of commercial operations for Daniel Penn Associates, a CFE Media content partner.

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COVERSTORY

Predictive vs. Preventive The debate—and the future

By Mark C. Munion, Consultant T.A. Cook Consultants Inc.

T

he primary objective of an organization’s maintenance function is to maximize the availability and efficiency of the organization’s assets throughout their expected lifecycles at the lowest possible cost. Maintenance generally falls under two categories: reactive and proactive. Reactive maintenance, also known as run-to-failure maintenance, focuses on repairing an asset after it has failed. Proactive maintenance focuses on avoiding repairs and failures through preventive or predictive methods.

Run-to-failure is the oldest and simplest maintenance strategy and implies the intention to deliberately continue running an asset until the end of its life before corrective maintenance is performed. This strategy should only apply to non-critical assets, such as general-purpose light bulbs, or redundant assets, such as standby pumps, whose failure poses no safety risk and has a minimal impact on productivity.

Most successful manufacturers have transitioned to an overall proactive maintenance strategy which extends the life of assets, increases productivity, improves overall

Defining the terms Preventive maintenance (PM) A PM strategy implies a systematic, time-based and precautionary maintenance approach. Activities are conducted regardless of the current condition or actual equipment usage. As the name implies, the objective of these maintenance activities is to prevent an unscheduled consequence due to an asset’s failure or loss of function.

Predictive maintenance (PdM) A PdM strategy refers to the direct monitoring of an asset’s actual condition and performance during normal operations to anticipate malfunction. The objective is to predict the required maintenance activities before an asset’s imminent breakdown or loss of function.

Once any problems are detected, maintenance activities can be properly planned and scheduled.

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efficiency and reduces maintenance costs.

Though they have similarities, preventive maintenance (PM) and predictive maintenance (PdM) significantly differ in their execution. Does one offer a competitive advantage over the other?

The type and frequency of each PM activity is primarily predetermined by the OEM for each piece of equipment. Preventive maintenance is predominantly classified as exploratory, planned component replacements or planned shutdowns. The frequency of PM activities is usually time or meter based, regardless of the current condition of the component.

Planning ahead

Typically, machines are removed from production so the technicians can perform the required PM activities. As a result, not only should these interventions be planned and scheduled, but the affected operators should be reassigned to other machines. This requires strong collaboration efforts between an organization’s maintenance, production and scheduling departments to ensure machines are released at the appropriate, periodic basis for preventive maintenance activities to be completed.

A PdM strategy relies on the use of technology and tools such as vibration analysis, oil analysis and thermal imaging to constantly monitor an asset’s efficiency and wear to provide advanced warning of an impending failure or loss of function. The advantage of this methodology is that this monitoring occurs while the asset is running. There is no need to impede productivity to identify an impending failure. This methodology provides the most realistic, up-to-the-minute data on an asset’s condition. However, this information can only be interpreted properly by highly trained maintenance technicians.

Nevertheless, this approach offers flexibility to schedule repairs and restorations at the company’s convenience as long as the www.plantengineering.com

work is planned and scheduled before a failure takes place. Compared to PM, PdM offers the more proactive maintenance approach with the least impact on productivity.

Potential Failure (P-F) curve

In the context of a preventive versus predictive maintenance methodology comparison, it’s important to review and understand the Potential Failure (P-F) curve. An asset’s failure is often thought of as an event rather than a process. However, most malfunctions occur over time. The P-F Curve (Fig. 1) illustrates an asset’s deterioration over time. Essentially, the P-F Curve offers tremendous value as a forecasting or early warning tool. This concept applies to each component in a machine.

The P-F Curve’s horizontal (X) axis represents time while the vertical (Y) axis represents condition. As an asset gradually deteriorates, the potential failure (P) is the point in this process when it is first possible to detect that a bug or loss of function is imminent. If a flaw remains undetected and unmitigated, the deterioration process accelerates until the asset experiences functional failure (F). The time range between P and F is referred to as the P-F Interval, which could range from days to weeks to months, depending upon the specific component.

Maintenance leaders can use the P-F Curve to challenge and update the OEM’s recommended PM activities. The quantity of these PM activities can be reduced by efficiently scheduling these tasks based on the historical data provided by the P-F Curve. Unfortunately, many organizations fail to recognize the value of the P-F Curve or put forth the required effort to collect and analyze the historical data. Thus, the PM activities remain status quo.

PdM’s real-time, condition-monitoring process provides the best opportunity to take advantage of the P-F Curve’s “crystal ball” data and avoid functional failure, provided the condition-monitoring equipment data is properly interpreted. As a result, the replacement or restoration of an asset’s component(s) www.plantengineering.com

can be properly planned and scheduled before a total functional failure occurs at the earliest convenience. Additionally, PdM requires fewer productivity disruptions than the intervention process required by PM.

Figure 1: The P-F curve

Reliability-centered maintenance

Rather than debating whether one proactive maintenance strategy has an advantage over the other, maintenance organizations should focus on the future maintenance trend: reliability-centered maintenance (RCM). The RCM process seeks to maximize asset performance by applying the right activity to the right asset at the right stage in its lifecycle while simultaneously optimizing productivity. Rather than simply focusing on asset performance, this approach focuses on system function.

A successful RCM implementation requires incorporating an optimum combination of all other maintenance strategies which directly corresponds to the asset’s criticality and the costs associated in the event of its failure.

Before they begin toward RCM, the manufacturing leadership should conduct a thorough analysis of each asset and phase in the production process. The next step is to designate the criticality, safety concerns, potential costs, opportunities for failures and risks. The final step is to align each asset to its best maintenance strategy. PE Mark C. Munion is consultant for T.A. Cook Consultants, Inc.

“A PdM strategy

relies on the use of technology and tools such as vibration analysis, oil analysis and thermal imaging to constantly monitor an asset’s efficiency and wear to provide advanced warning of an impending failure or loss of

”

function.

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COVERSTORY

Good preventive maintenance practices also include planning maintenance of multiple machine systems—not just pneumatics—to minimize overall downtime. All images courtesy: Aventics

Pneumatics maintenance in automation:

Combining predictive, preventive strategies

By Mark Densley Aventics Corp.

42 • May 2017

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ear and tear is a fact of life in any manufacturing system.

The laws of physics dictate that pro duc tion equipm e nt — p ar t i c u l ar ly t h e moving parts—will always have a functional lifecycle, after which the device, component, or system will need to be overhauled, remanufactured or completely replaced.

Predictive and preventive maintenance programs are essential to managing equipment lifecycles efficiently and to maximizing the return on investment and total cost of ownership of production equipment. The

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end goal is minimizing downtime and protecting people and machinery from accidental equipment breakdowns attributed to poorly maintained equipment.

Use of pneumatic technology

The use of pneumatics, with air-driven cylinders, actuators and valves for process and machine controls, is common in automation systems. These include applications such actuating and controlling diverter gates on material handling and sorting systems; moving devices such as sealers and grippers on packaging machines; and controlling pilot valves in oil and gas refinery equipment. www.plantengineering.com

Pneumatic equipment share some common characteristics: the motion is often fast and highly repetitive (in some cases, the cycle time is milliseconds), and the functions they perform, while simple, are essential to the machine’s functionality.

In other words, if the pneumatics fail or begin malfunctioning due to poor maintenance, productivity can suffer and unscheduled machine downtime becomes problematic. Pneumatics manufacturers, working with automation OEMs, have developed enhanced approaches to both predictive and preventive maintenance practices, as well as enhancing the technical features of their pneumatics systems. These enhancements, including new sensors and other digital capabilities, align with the emerging requirements of the Industrial Internet of Things (IIoT) production systems and enable more data-driven approaches to maintenance.

Predictive vs. preventive maintenance

Predictive maintenance is the management approach plant engineers use to track and assess the condition of in-service equipment. Effective use of predictive maintenance determines when maintenance should be performed, and it can provide cost savings over routine or time-based preventive maintenance, because tasks are performed only when warranted.

Predictive maintenance is data-driven— delivering the right information at the right time. By knowing which equipment needs maintenance, unplanned downtime is replaced with shorter and fewer planned machine stops, thus increasing plant availability. Other potential advantages include increased equipment lifetime, increased plant safety, fewer accidents with negative impact on the environment and optimized spare parts handling.

Preventive maintenance goes together with predictive maintenance, and is the regular and routine action taken to prevent equipment breakdown. These tasks can include partial or complete overhauls at specified periods; oil changes and lubrication; minor adjustments to device settings; and cleaning of machine components exposed to environmental contamination.

Pneumatics maintenance improvements

Both types of maintenance are advised for pneumatic components. Pneumatics manufacturers constantly are investing in www.plantengineering.com

new designs and improved materials to increase the reliability and operational lifespan of their products. This includes better valve sealing techniques, replacing metal components with polymer for better wear profiles and improvements to airflow paths, making devices run smoother and more efficiently.

Working with OEMs, pneumatics manufacturers have identified the key areas of failure and are developing new approaches to sensors in actuators, valves and cylinders that provide more complete data about changes in device performance over time— key indicators that pneumatic device components may be wearing out.

These qualitative improvements have significantly extended product lifecycles. For example, valve systems that were once rated for 100 million cycles can now deliver up to 140 million cycles of error-free operation. Extended lifecycles make predictive maintenance more important for pneumatics; because the products are engineered to operate longer, tracking their performance and intervening to service and repair a malfunctioning device is essential to reaching the projected operating life.

“This integration of

predictive (data-driven) management with preventive (scheduled, standardized) maintenance also can help plant management control spare parts inventory planning and costs.

”

As an example, some pneumatic cylinders contain shock absorbers that use hydraulic fluid. Over time these can lose effectiveness due to fluid leakage. When a machine is first commissioned, the baseline optimum cycle time for that cylinder is established (for example, at 135 milliseconds). Based on testing by the pneumatics manufacturer a lifecycle value also is determined (called a B10 value).

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CoverStory

These are the three key pneumatics monitoring areas: life cycle, energy efficiency, and condition monitoring.

Predictive maintenance is used to monitor that cylinder’s performance with actual sensor data coming from condition monitoring devices. If these sensors report that the cylinder is accelerating at the end of stroke (between dampening the load to when the load stops), that could indicate a loss in hydraulic dampening fluid that may indicate the shock absorber should be replaced.

Following a standard preventive maintenance program however, that cylinder might not be scheduled for repair or replacement until it reaches the end of its projected lifecycle. Even though the actuator isn’t completely malfunctioning, the cylinder’s performance is starting to degrade and could eventually cause an unscheduled machine shutdown or poor quality production.

Integrated maintenance

Preventive maintenance is necessary to ensure the components that do wear out are cleaned, repaired and/or replaced using standardized, predictable schedules that minimize the impact on overall productivity and equipment effectiveness.

Cylinders and valves have seals and other interior surfaces that can wear over time or become dirt-clogged, especially in rugged environments such as sawmills, where the air contains high particulate levels. Pneumatics manufacturers work with OEMs to recommend maintenance intervals based on operating conditions, combined with established B10 lifecycle values for specific components.

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Depending on the device and the operating environment, preventive maintenance might include modifying when key components are replaced. For example, in a steel plant or sawmill, with increased airborne contaminants, a preventive maintenance plan may include more frequent replacement of solenoid control valves to make sure that the valve is not ingesting particles that impede valve performance.

That means having the right supply of spare parts available so there is no delay when a machine is taken offline for maintenance and repair. Good preventive maintenance practices also include planning maintenance of multiple machine systems—not just pneumatics—to minimize overall downtime.

Integrating predictive maintenance into this process can significantly increase the efficiency of preventive maintenance. Now that many pneumatic devices incorporate sensors that measure the functional cycle, condition monitoring can be implemented—where event timing and correlation and threshold monitoring can be used to accurately track the performance of each device.

If a cylinder is rated to operate at 135 milliseconds per cycle, and it keeps that cycle, then the machine operator can be confident in continued good operating performance. If the cycle time begins to slip below a certain threshold, condition monitoring can accurately predict the likelihood of failure, and when. If the device is already scheduled for preventive maintenance, no intervention is www.plantengineering.com

required. However, if it is not included for service at the next maintenance interval, or if there is no replacement on-hand, plant engineering and maintenance staff can adapt their plan based on the predictive maintenance alert.

This integration of predictive (data-driven) management with preventive (scheduled, standardized) maintenance also can help plant management control spare parts inventory planning and costs. In the past, having a full inventory of system-critical replacement part in inventory “just in case” was the best way to minimize downtime. With the intelligence now integrated into pneumatics components to enable early detection and prediction of possible issues well ahead of time, orders can be placed and replacement parts swiftly delivered to enable repair or replacement.

Ready for IIoT

As pneumatics become more intelligent, they are generating additional data points across the production systems in which they are installed: information such as diagnostics, usage statistics and lifetime data. This enhanced intelligence is consistent with the vision for highly autonomous production systems which is the foundation for many IIoT concepts.

However, device data is only valuable when used to manage production systems to achieve greater productivity, control energy consumption and maximize uptime. In addition, if all the pneumatic components (along with other intelligent machine drives, devices and subsystems) are generating megabytes of performance data, there’s a potential to overwhelm the machine control bus and complicate automation command and control performance.

www.plantengineering.com

To address this scenario, pneumatics manufacturers have developed a gateway that aggregates and organizes pneumatic performance data and can deliver it through separate pathways to plant management. This gateway can be independent of the process control architecture to deliver alerts and both system-level and device-level performance data.

Ultimately, pneumatics suppliers envision a highly autonomous maintenance process. When the data indicates a device is approaching failure or reaching the end of its lifecycle, a replacement is automatically ordered and delivered to the plant just in time for it to be used during a scheduled maintenance cycle.

Complimentary solutions

The most effective approach to pneumatic maintenance (or maintenance of any automation system or component) is to combine the data-driven insight that predictive maintenance provides about device performance with preventive maintenance’s efficiency in scheduling of downtime and service.

Preventive maintenance can be made more efficient by incorporating the outputs of predictive maintenance processes and tools to prioritize which pneumatic devices need to be serviced, and when, as well as controlling the cost of spare parts inventory. Most importantly, combining predictive and preventive maintenance can minimize pneumatic component failures that may risk harming people or machinery, keeping manufacturing systems operating with maximum uptime. PE Mark Densley is head of product management for controls for Aventics Corp.

Monitoring systems provide a complete solution for capturing life cycle, energy efficiency, and condition monitoring data.

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WEBCAST SERIES

The Industrial Internet of Things (IIoT) is a transformational strategy that is revolutionizing manufacturing operations across the world.

CFE Media publications take an in-depth look at IIoT-related issues, strategies, and opportunities in the 2017 IIoT Webcast series.

The 2017 Industrial Internet of Things (IIoT) Webcast Series: Webcast One: Get your head into the cloud Available On-Demand This Webcast focuses on how emergent IIoT technologies change the way process and automation engineers execute projects and sustain productivity in today’s, and tomorrow’s, cyber-physical world.

Sponsored by:

Webcast Two: Take sensing and control to the edge Thursday, June 8, 2017 This Webcast will focus on how better sensing leads to big data, and how in future, process control will be found—at the process.

Sponsored by:

Webcast Three: IIoT transforms predictive maintenance Thursday, August 24, 2017 Connecting complex machinery and equipment to operations and enterprise systems enables machine learning, predictive maintenance and secure monitor and alarm. IIoT addresses significant integration challenges posed by the unique data types generated by the many kinds of machinery and equipment found in plant environments, from CNC machines to robotics.

Sponsored by: Bosch Rexroth, Deublin, GTI, Rittal

Webcast Four: How IIoT helps cybersecurity efforts Thursday, October 19, 2017 Cybersecurity is a threat to enterprises large and small, at risk of being attacked from unexpected sources both inside and outside the enterprise. IIoT can reduce the cybersecurity risks inherent in legacy automation, instrumentation, equipment, and devices.

Register for the IIoT series today at www.plantengineering.com/lloT

AUTOMATIONSOLUTIONS Great expectations, managed When a client and system integrator share goals, the potential for success is maximized.

By Tim Gellner Maverick Technologies

T

here’s an old saying in the legal profession: the best contracts are written between parties who don’t trust each other. People who are friends may leave things vague because they assume they share mutual understandings. Those with less trust are more specific, and thus avoid potential problems down the road.

The same concepts apply to relationships between system integrators and clients.

The best automation projects are those in which all expectations are clearly spelled out upfront in the contract. This increases the chances of the client getting the improvements it hoped for at the expected price, and the integrator completing the project using expected resources and making a reasonable profit.

Such is not always the case. Given the number and variety of projects MAVERICK has delivered, the company has formulated some guidelines to maximize satisfaction while minimizing risk for both sides in any kind of project. Let’s consider what might be considered a medium-sized project—bigger than replacing a single PLC, but smaller than a DCS migration.

Projects are evaluated based on three main points: • Cost: Did the project stay on budget?

• Capabilities: Did the project deliver the promised functionality?

• Schedule: Did the project finish on time?

A good project delivers on all three. Less successful projects might miss on one, two or all three. Let’s consider the steps necessary to stay in the successful category on all three points.

Start with a clear scope

A project with any degree of complexity needs to have the scope defined up front, www.plantengineering.com

but it is surprising how often this doesn’t happen. Why? Because, for the plant owner, writing a complete scope can be hard work.

It’s easier to jot down something vague, hoping the integrator can fill in the gaps.

If the integrator is working in the plant all the time, this approach may work.

A vague project scope creates the opportunity for change orders and the total cost could be far higher than originally budgeted. The results also will be disappointing.

Writing a scope is difficult because it requires critical self-examination: the more complex the project, the more extensive the analysis. A plant must figure out what are the real condition of the affected areas.

This kind of analysis requires facing the workarounds created to avoid having to deal with larger problems, opening the cabinets nobody wants to open, and digging out drawings and documentation that may have gone years without being updated.

Where to dig

Individuals tasked with doing the digging may be sent outside their area of specialization. A process engineer might need to evaluate instrumentation condition, or a lead control room operator might be asked to sift through piles of drawings. Even facilities with effective maintenance and good change management find writing a scope a daunting undertaking, but it must be done.

One way to make sure the scope is done right is to make it a project of its own. This is where the integrator can help from the start.

The objective viewpoint of an experienced outsider can make a huge difference, and a scoping project should not add much to the overall cost of the main project. If this scope is created in the context of the specific larger project, the resulting work and cost will be far more accurate than anything done without the necessary homework, regardless of who does the actual project work.

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aUTOMaTIONSOLUTIONS

The integrator’s technicians should work closely with the plant’s people through the whole implementation process so they see firsthand how everything works together. If the client is to sustain the improvements, the people working with the new equipment and automation system must understand it.

Image courtesy: Maverick Technologies

What a scope should cover

The scope for a project should list, in detail: • The goals of the project with respect to what it should accomplish • How and when the project should happen • What resources the client can provide • What is expected from the integrator.

The integrator’s quote should respond to all those points, and a well-thought-out quote from an experienced company will take issue if the scope is missing things or glossing over potentially difficult areas. For example, if it doesn’t include time for operator training, the project may be headed for trouble. The integrator should identify the omission and suggest something to fill the gap. It may raise the price, but it is better to deal with issues now rather than later.

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plant engineering

The goal of a project may be to raise output for a given process unit by 10%.

Someone must determine what’s required to achieve the goal: the company’s process engineers, or maybe a consultant or the integrator. In most cases, it is a group effort.

Usually, the price of a project is the most important element, but scheduling is close behind. An experienced integrator with a thorough understanding of the plant should be able to stick to a reasonable schedule along with the quoted price. Again, knowledge of the operation makes a critical difference.

“The objective viewpoint of

an experienced outsider can make a huge difference, and a scoping project should not add much to the overall cost of the main project.

”

www.plantengineering.com

CFE Media’s

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AUTOMATIONSOLUTIONS A sample of a project scope document

Here’s an example of a simplified project scope document, which lays out the parameters of an integration project.

1. Scope of Work

XYZ Company manufactures compressors for the HVACR industry. XYZ currently manufactures two models of compressors and is now seeking to integrate a third model into the existing supervisory control and data acquisition (SCADA) system.

1.1. Definition This scope of work will provide definition of the project objectives and requirements. XYZ will provide a formal functional description of the coordinated operation of the production machines, which will include the sequence of operation for the new compressor model with data descriptions data types, addresses, and expected data state/value exchange descriptions for the process controllers interface to the SCADA system. The functional description and sequence of operation will be the controlling documents for the development, integration, and testing of the functions to support the new compressor model in the SCADA system.

1.2. Development The SCADA programming will encompass the following items: • Modify the existing SCADA HMI Application to perform the blue print operations on machines; 1-02, 1-14 and 1-10.

• Develop SCADA tags and screens (maximum of 6 including pop-ups) for the new model.

• Develop the required SCADA scripts to automate the steps in the process.

• Integrate communication between the process controllers and SCADA system to comply with the functional description, sequence of operations and data definitions as described.

• Integrate linear gage communication for the new model.

• Integrate serial numbering logic for the new model.

• Develop Microsoft SQL Server tables in the existing database for storage of the new model’s blue print dimensions and process tool requirements.

• Configure the SCADA application to push the data to the MS SQL Server database.

• Update the assembly line architecture document to include the new model.

1.3. Documented Testing and Training Verification of proper functionality will be coordinated with XYZ, with the functional description and sequence of operation providing the testing and acceptance criteria.

Offsite preliminary testing will include remotely loading the updated software and will require XYZ personnel to provide support during the remote testing. Remote access to the XYZ system will be via a secure VPN connection to the XYZ network. XYZ must host the VPN connection.

50 • May 2017

PLANT ENGINEERING

www.plantengineering.com

The performance aspect of a project has not been addressed yet because it is often harder to define. Dollar figures and dates on the calendar are easy to pin down, but functional success can be fuzzier. Nonetheless, performance metrics need to be included in the scope alongside the other considerations.

There are exceptions, such as sophisticated advanced control algorithms where proprietary capabilities using intellectual property from the integrator or automation system OEM call for a locked system. These exceptions should be clearly understood and explained at the outset.

There must also be provision for gaining access in the event of the original provider Creating an automation vision ceasing support.

One of the best things a company can do If the client is to sustain the improveto ensure effective projects and achieve ments, the people working with the new better operation is equipment and to create an autoautomation system mation vision. This mu s t u n d e r s t a n d describes where the The integrator’s People who are friends may it. plant wants to be in technicians should the future—maybe work closely with leave things vague because 10 years or more. the plant’s people Wh i l e t h i s m ay through the whole sound ambitious, they assume they share mutual i m p l e m e n t a t i o n it provides focus process so they understandings. Those with and direction for understand how it every project and is all go es together. less trust are more specific, thus well worth the Less positive situaeffort. tions leave the cliand thus avoid potential A n aut om at i on ent with no recourse vision can address a other than returnproblems down the road. given plant or maybe ing to the OEM or just a single process integrator whenever unit. It should assess there is a question the present operation, determine where the or problem, which turns out to be counterproblems and opportunities are, and lay out a productive for all parties concerned. plan for improving operation. Some elements may be comprehensive, such as migrating When things go wrong to a new DCS, while others more modest, Problems can develop on any project, and such as improving the flow instrumentation they may come from either side. Howevon a reactor. It should include a variety of er, with thorough preparation and a good items, building on each other in a rational working relationship, they will be fewer and smaller. When they emerge, it is important sequence.

Any new project should be part of the to keep them from escalating. Either side vision, and an integrator bidding should tell can be responsible for a problem, so the clithe client when something doesn’t align with ent may need to accept a legitimate change the goals, or if a different approach would order and its resulting cost. Similarly, the integrator may find itself having to perform be better. an additional service at its own expense.

Avoiding the ‘black box’ Where both sides share blame, costs should When working on the project implemen- be shared. tation, a good integrator will work with The best projects result when a client and the client to ensure everyone knows how integrator trust each other as partners, but things work. The integrator should not use still hold each other at arm’s length when complex programming methods with the it comes to defining projects and making intent that it remains the only one able to agreements. Keeping understandings clear modify the system. This kind of “black box” in all phases makes a difference. PE approach can create major expenses for Tim Gellner is a senior consultant for the client over time, while fomenting trust Maverick Technologies. issues between the integrator and client.

“

”

www.plantengineering.com

plant engineering

May 2017 • 51

THE PEOPLE THE PRODUCTS AND

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Complimentary Plant Surveys • Determines your exact lubricant requirements.

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• Tags provided for machinery and lube storage containers.

Lubrication Maintenance Software • Tracks lubrication and maintenance schedules.

• Based on a complete survey of the plant and machinery.

Follow-Up Lubricant Analysis • Tests for viscosity, acidity, contaminates and wear metals.

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input #23 at www.plantengineering.com/information

MECHANICALSOLUTIONS Competition is increasing for manufacturers across the industry, making the focus on productivity, efficiency and throughput even more critical.

Reducing the time spent on non-value-added activities— which is any time spent not welding—is one key to getting ahead. All images courtesy: Miller Electric Mfg. Co.

Bring the heat to address welding errors Avoiding 6 common mistakes reduce costs, improve productivity

By John Leisner Miller Electric Mfg. Co.

www.plantengineering.com

W

elding mistakes can have a big impact on the bottom line. While t h e y s e e m m i n or i n d iv i du ally, these common errors can reduce productivity, increase downtime and rework, and cost thousands of dollars a year in wasted consumables.

Competition is increasing for manufacturers across the industry, making the focus on productivity, efficiency and throughput even more critical. Reducing the time spent on non-value-added activities—any time spent not welding—is one key to make your operation more attractive to potential clients.

Consider these six common mistakes that occur in welding operations, and the steps to prevent them, to help ensure optimal results.

1. Bad connections or cables

Loose connections and damaged cables impact the quality of the welding arc.

Damaged cables can cause voltage drops and ultimately reduce the heat into the weld, and this contributes to inconsistent weld quality. Poor cable connections or cable conditions also can lead to spatter in the weld, increasing time and money for cleanup.

Cable problems can stem from several factors, including: • Connections that were not properly tightened at setup • Connections that loosen over time with use

PLANT ENGINEERING

May 2017 • 53

mechanicalSOLUTIONS • Damage that occurs when a cable is dragged over a piece of sharp steel or run over by machinery.

A loose connection or even a small nick in a weld cable can affect the weld. Regularly check cable connections and conditions, and replace damaged or worn cables as necessary. Attention to this seemingly simple matter can prevent major problems and should be conducted regularly.

2. Improper gas pressure or flow

Regular care and inspection of the welding gun, consumables and wire feeding system can help ensure optimal performance and productivity.

54 • May 2017

When the shielding gas level is turned up too high, or when the gas lines to the machine are too long, it can cause improper gas pressure or flow. These factors affect weld quality and can generate additional downtime for rework.

The gas line typically extends from the gas supply to the wire feeder and ideally should be as short as the application allows. If a gas hose is quite long, pressure can build up in the hose and inflate it when the operator is not welding.

As the operator pulls the gun trigger, the excess pressure releases, causing an unstable arc, spatter and porosity in the arc starts.

The gas regulator, which helps ensure the correct gas pressure, should also be located as close to the feeder as possible. When the regulator is located too far from the feeder, it can result in a surge of gas.

Incorrect gas pressure settings also can lead to problems. Using the wrong gas pressure setting happens frequently in shops without air conditioning, where workers may run fans to keep cool. Because the fan can blow away the shielding gas, some operators may turn the gas level higher to compensate for this issue.

However, gas levels that are too high can result in an unstable welding arc, more spatter and incomplete fusion. Conversely, gas pressure that is too low can lead to weld defects because the weld pool isn’t adequately shielded.

Issues with improper gas pressure or flow can increase costs in the welding operation in several ways.

• Wasted gas. For a welding operation that spends $200,000 a year on shielding gas,

plant engineering

using 30% more gas than is necessary is an additional $60,000 expense.

• Welding defects that require downtime and rework.

• Increased spatter that requires additional time for cleanup.

Larger welding operations may play close attention to the time and money spent on these nonvalue-added activities, but not all operations have the resources to do so. It’s important to monitor these activities though, as small changes and adherence to best practices can save time and money.

3. Poor material fit-up

When parts aren’t properly tacked, part fit-up issues occur and can cause weld defects. Poor fit-up may result in extra spatter, poor weld aesthetics and less-than-adequate weld penetration that requires the operator to spend more time trying to fill the gap. In addition, tacks that are too large can also be hard to weld over and achieve good weld quality.

Ensuring proper fit-up and tacking of the materials is important to prevent costly and time-consuming issues. While this adds time to the start of the process, it can save time and money for rework and wasted consumables.

Proper fit-up and tacking also make it easier to achieve high-quality welds.

4. Too much anti-spatter

Using too much anti-spatter spray and using it in the wrong areas and in the wrong manner can cause problems in a welding operation.

The purpose of anti-spatter spray is to prevent spatter from the welding arc from sticking to the part and the consumables on the welding gun.

However, using too much on parts can cause the spray to enter the weld joint, resulting in poor weld performance, more spatter and even problems with weld penetration.

Similarly, soaking the consumables on the welding gun in anti-spatter spray can lead to the insulator in the nozzle degrading prematurely. This issue leads to extra consumable costs, downtime for changeover and potentially weld quality issues.

Before relying on anti-spatter spray, check that the weld settings and parameters aren’t too high. Too much spatter can often be corrected by using proper settings and parameters, thereby eliminating the need to use anti-spatter spray.

Improper gas settings can also be a cause of spatter and should adjusted accordingly. www.plantengineering.com

CFE Media’s

Global System Integrator Database CFE Media’s Global System Integrator Database is an interactive community of global end-users and system integrators hosted by Control Engineering, Plant Engineering, and our global partners in Asia and Europe.

The newest version of the online database is even easier to use.

Features and updates:

• Relevancy score indicates how closely

• New feature allows an end-user to

• Users can now preview the most

• The most relevant data about an

an integrator’s qualifications match a user’s search criteria

pertinent data of a System Integrator before clicking to view the full corporate profile

“

request a quote for a project directly from the database site

integrator’s engineering services appear on one page on their corporate profile – other details are organized by tabs.

As a Systems Integrator there are quite a few options available for online advertising. They vary in functionality and design, but the Global System Integrator Database has been our go to.

It is easy to use, professionally designed, and has given us a great deal of exposure to clients we wouldn’t normally be able to reach.

We have had more clients contact us with this solution than any other System Integrator database combined. We not only going to renew our profile this year, we plan on upgrading.

”

William Aja, Panacea Technologies

Find and connect with the most suitable service provider for your unique application.

www.plantengineering.com/global-si-database

mechanicalSOLUTIONS

Poor material fit-up and tacking can lead to problems in a welding operation.

When parts aren’t properly tacked, part fit-up issues occur and can cause weld defects. Also, poor fit-up may result in extra spatter, poor weld aesthetics and less-than-adequate weld penetration.

Correct settings or parameters and the reduction of anti-spatter spray can save time in rework and/or post-weld cleanup, and save money by reducing the amount of spray used. Using less anti-spatter spray also reduces time for cleaning the weld cell, since anti-spatter can cause surfaces and the floor to be covered and slick (also a safety hazard).

5. Overlooking preventive maintenance

Regular care and inspection of the welding gun, consumables and wire feeding system can ensure optimal performance and productivity.

This maintenance can be planned during routine pauses in the welding operation.

• Frequently inspect the gun and consumables to ensure they are contributing to weld quality and system performance.

• Look for loose connections that can naturally occur during welding and tighten as needed.

• Inspect for consumable wear and replace contact tips, gas diffusers and retaining heads as needed.

• Clean out the liner periodically with compressed air and track how long a liner typically lasts. Replace it before problems occur.

As part of an overall preventive maintenance program, keep in mind the type of consumables being used. Choosing the least expensive con-

56 • May 2017

plant engineering

sumables may result in premature wear, which leads to downtime for changeover and/or problems with the weld.

6. Improper machine setup

Improper machine setup can lead to poor welding performance.

In larger operations, there are often welding procedures that specify voltage and wire feed speed settings. However, in small or mid-sized operations, their weld procedures may not be in place.

When welding parameters are set incorrectly for the application, it can increase spatter or lead to incomplete fusion, again requiring time and money for cleanup or rework.

Welding equipment distributors can provide guidance on the correct machine procedures and parameters for specific applications.

In addition, consider investing in new welding technologies that offer pre-set machine parameters and provide more forgiving operating windows, which make it easier to produce high-quality welds.

Even mistakes that seem small can end up costing significant time and money for a welding operation. Pay attention to best practices to prevent these costly mistakes and gain cost savings.

The bottom line: increasing the time operators spend welding and reducing the amount spent on non-value-added activities can improve productivity and efficiency. PE John Leisner is segment manager for Miller Electric Mfg. Co. www.plantengineering.com

IN NOVATIONS

Submit new product releases to our New Products for Engineers Database

gspplatform.cfemedia.com/pe

Ethernet switches

High-torque tool The QX Series Cordless Torque Multiplier is a hightorque fastening tool for industrial applications that achieves up to 1,475 foot-pounds of torque. Built upon the QX Series platform, the Cordless Torque Multiplier employs advanced technology, communication and control features to ensure accurate, repeatable bolting for torque-critical joints. It has a brushless motor paired with a premium Norbar gearbox to generate 160 times the torque of a standard QX Series tool. The tool is available in five combinations of torque and speed capability, ranging from 30 to 1,475 foot-pounds and 5 to 45 revolutions per minute (rpm).

The Stride managed industrial Ethernet switches offer more connectivity choices for Ethernet applications. Stride managed switches allow networks to be configured and managed to assure the high performance and security levels. New Stride SE2 series switches provide Modbus TCP and EtherNet/IP management capability. The Stride Web-based configuration tool is used for monitoring, setup (quick setup, network and redundancy settings) and advanced operations.

SE2 series managed Ethernet switches include 8-port (two versions with fiber optic ports) and 16-port fast Ethernet switches, and an 18-port Gigabit switch. The 8-port switch and 18-port Gigabit switch models have SFP fiber optic port options. These optional SFP transceivers add fiber connectivity at fast Ethernet or Gigabit Ethernet speed.

AutomationDirect www.automationdirect.com Input #201 at www.plantengineering.com/information

Ingersoll Rand www.ingersollrandproducts.com Input #200 at www.plantengineering.com/information

Radar transmitter The SIL 3-capable Rosemount 5408 non-contacting radar level transmitter uses enhanced technology and human-centered design to deliver accurate, reliable measurement and ease-of-use, supporting greater worker efficiency and plant safety. Pictorial instructions and a highly intuitive software interface guide the operator through installation, commissioning, proof-testing, operation and maintenance. Enhanced on-board diagnostics support preventive maintenance, and provide actionable information, streamlining the troubleshooting process. The ability to perform proof-testing and site acceptance tests remotely saves time, increases worker efficiency and reduces the reliance on highly experienced staff. To further enhance measurement reliability, a unique embedded power back-up removes vulnerability to intermittent power losses.

Emerson Emerson.com Input #202 at www.plantengineering.com/information

www.plantengineering.com

PLANT ENGINEERING

May 2017 • 57

IN NOVATIONS

Submit new product releases to our New Products for Engineers Database

gspplatform.cfemedia.com/pe

Double-diaphragm pumps The Husky line of corrosion-resistant stainless steel air-operated double diaphragm (AODD) pumps has expanded to include stainless steel ANSI/DIN welded flanges. The flanges are available in vertical and forward-facing orientations and feature a rotatable design that simplifies connection to process piping. The line of Husky AODD pumps range from 1/4-inch to 3-inch connections and produce flow rates up to 300 gallons per minute. They are configurable in a wide variety of pump body materials and wetted elastomers.

Graco www.graco.com Input #203 at www.plantengineering.com/information

Rotary pallet wrapper The Octopus 1825 B automatic rotary ring stretch wrapper can accommodate a wide range of pallet load sizes and a variety of applications. With its simple installation and durable aluminum frame structure, the Octopus 1825 B requires minimal assembly, less maintenance and boasts a smaller footprint compared to most other styles of wrappers.

The modular design of the machine allows for numerous innovative options to solve nearly any stretch wrapping challenge.

Signode Industrial Group www.signodegroup.com Input #204 at www.plantengineering.com/information

Safety gate for full protection The NetGate pick module safety gate provides full height fall protection within the pallet zone. The NetGate uses an integrated cable/pulley system and is easy to install into new or existing rack structures. When one side of the gate is lifted, the other closes, providing full height fall protection near the elevated ledge. It is most effective when installed onto the rack uprights of your elevated rack loading area.

Wildeck Inc. www.wildeck.com Input #205 at www.plantengineering.com/information

58 • May 2017

PLANT ENGINEERING

www.plantengineering.com

MEDIA SHOWCASE FOR ENGINEERS Your place for new products, literature, Apps, Videos, Case Studies and White Papers.

Direct Drive Screw Compressors

Quality • Performance • Value

The redesigned DSD 125-250 direct drive rotary screw compressor series feature flows from 595 to 1059 at 125 psig and are up to 25% more efficient than the competition.

Other features include:

AccuTrak® VPE-2000

• lower life cycle costs with their simple maintenance and reduced energy costs

Find Leaks: Compressed Air, Any Gas, Vacuum, Any Refrigerant Diagnose Faults: Valves, Motors, Pumps, Bearings, Steam Traps, Electric Arc & Corona

• built-in heat recovery options multiply energy savings potential • compact design delivers consistent air quality without sacrificing floor space

SuperiorSignal.com/PE

www.us.kaeser.com • 866-516-6888 Input #100 at plantengineering.hotims.com

Input #101 at plantengineering.hotims.com

Input #102 at plantengineering.hotims.com

CORD DROP DISCONNECT SWITCHING SIMPLIFY DESIGN & STARTUP Switch-rated plugs and receptacles are ideal for cord drop applications.

Technicians can easily deenergize equipment without having to wear cumbersome PPE and without having to climb a ladder to disconnect power.

OFF Button

Provides push button circuit disconnection

Safety Shutter Simplifies NFPA 70E compliance

UL Switch-Rated: Up to 200A, 75hp, 600V meltric.com 800.433.7642 Input #103 at plantengineering.hotims.com

www.plantengineering.com

Input #104 at plantengineering.hotims.com

Input #105 at plantengineering.hotims.com

PLANT PLANT ENGINEERING ENGINEERING Month May 2014 2017

•

59

IN NOVATIONS

Submit new product releases to our New Products for Engineers Database

gspplatform.cfemedia.com/pe

Position hinge

Flat-plate battery The Marathon FPX flat plate battery is designed for mediumto heavy-duty industrial use and opportunity charging applications. Significant investments in process enhancements and a new flat plate grid design ensure the Marathon FPX delivers premium performance and extended durability.

Designed to increase productivity and battery life, the Marathon FPX has the industry-leading flat plate cycle performance (1600 or 5 years) warranty. It also features up to 10% more active material and higher paste density, which enables it to meet demanding operating conditions.

The MH-18 molded nylon position hinge integrates oneway torque technology to achieve reliable holding force in one direction while enabling easy adjustment with virtually no resistance in the other. This lightweight but strong hinge will especially suit vertical adjustment applications where components must be positioned and held against gravity and then repositioned upwardly as needed. The MH-18 position hinge features a conventional door-hinge mounting design and can be supplied with 4 N-m (35.4 lb-in), 6 N-m (53.1 lb-in), or 8 N-m (70.8 lb-in) of constant holding torque with minimal freeplay throughout a full 270-degree range of motion.

Reell Precision Manufacturing www.reell.com Input #207 at www.plantengineering.com/ information

Exide www.exide.com Input #206 at www.plantengineering.com/information

DIGITAL REPORTS 2017 DIGITAL REPORT

MOTION CONTROL

Pultruded Grating Performance at a Molded Grating Price • Made from fiberglass won’t rust, rot or corrode • Fire Retardant • Easily Field Fabricated • Low Electrical & Thermal Conductivity • Non-skid Surface • Stronger than fiberglass molded grating • Lighter than steel or aluminum grating

DIGITAL REPORTS 2017 DIGITAL REPORT IIoT: OPERATIONS & IT

AVAILABLE FOR QUICK SHIPMENT Motion control advances and solutions can help with machine control, automated control on assembly lines, integration of robotics and automation, and machine safety.

Intelligent motion control helps manufacturing end users, machine builders, and system integrators who work on these project.

To download this digital report visit: www.plantengineering.com/DigitalReport/ MotionControl Sponsored by:

This digital report will explore several aspects of how IIoT will transform manufacturing in the coming years. Among the topics covered are how to use IIoT to improve operations, how to do a better job of data analysis by using new technologies and new software, and how manufacturers are already using IIoT to affect changes in their operation.

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Input #106 at plantengineering.hotims.com

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60 • May 2017

PLANT ENGINEERING

PE_DigitalReport_SixthPage_MotionControl.indd 1

2/1/2017 12:45:38 PM

To download this digital report visit: www.plantengineering.com/ DigitalReport/lloTOpsandlT Sponsored by:

Kepware, Rittal Input #108 at plantengineering.hotims.com

www.plantengineering.com 5/3/2017 2:17:19 PM

PE_DigitalReport_SixthPage_IIoT-OperationsandIT.indd 1

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PLANT ENGINEERING

May 2017 • 61

For more information on how to advertise in Plant Engineering’s Internet Connection, call Jim Langhenry at 630-571-4070 x2203 abb.us

dynatect.com

solonmfg.com

ABB is a leader in power and automation technologies that enable customers to improve performance while lowering environmental impact.

ABB Inc.

Dynatect designs and manufactures a complete line of components to protect equipment and people.

Dynatect

Solon Manufacturing Co. engineers and manufactures Solon Belleville Springs and pressure switches.

Solon Manufacturing Co.

aitkenproducts.com

emaint.com

uecorp.com

eMaint improves the way over 50,000 users worldwide manage, monitor, and control assets for a connected world. eMaint Enterprises

UEC provides innovative, customizable power distribution and monitoring solutions.

Universal Electric Corp.

flexicon.com

VAC-U-MAX specializes in design and manufacture of pneumatic systems and support equipment for conveying, weighing and batching of dry materials.

VAC-U-MAX

Aitken Products manufacturers and distributes high-quality industrial heaters. Aitken’s products are for a variety of industrial applications and are available when needed.

Aitken Products Inc.

a3automate.org The Association for Advancing Automation is the global advocate for the benefits of automating.

Association for Advancing Automation

Flexicon designs and manufactures bulk handling equipment and custom-engineered and integrated plant-wide systems.

Flexicon Corp.

atlascopco.us

us.kaeser.com

Atlas Copco produces and markets compressed air equipment and generators, construction and mining equipment, industrial tools, assembly systems, services and rentals.

Atlas Copco

Manufacturer of air system products, including rotary screw compressors, portable compressors, rotary lobe blowers, vacuum packages, refrigerated and desiccant dryers, filters, and condensate management systems.

Kaeser Compressors Inc.

automationdirect.com AutomationDirect offers over 16,000+ industrial automation products through their free catalog and online superstore including PLCs, operator interfaces, drives, enclosures, sensors and more.

AutomationDirect

lubriplate.com

avotraining.com

mhia.org MHIA is the leading non-profit trade association representing the U.S. material handling and logistics industry.

Material Handling Industry of America

baldor.com

noria.com

Baldor Electric designs, manufacturers, and markets a broad line of industrial energy-efficient electric motors, mechanical power transmission products, and more.

Baldor Electric Co.

Noria is a worldwide leader in providing lubrication consulting services and training.

Noria Corp.

camfilapc.com

Orival is a leading manufacturer of self-cleaning water filters, automatic water filters and strainers, for use as industrial water filters, irrigation filters, cooling tower filters, and more.

Orival Inc.

centuryspring.com Century Spring has been supplying quality stock and custom springs, metal stampings, and wire forms for MRO and OEM applications since 1927.

Century Spring Corp.

donaldson.com Compressed air purifications solutions, compressed air filters, dryers and process water chillers.

Donaldson Company Inc.

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plant engineering

yaskawa.com Yaskawa is the world’s largest manufacturer of ac inverter drives, servo and motion control, and robotics automation systems.

Yaskawa America Inc.

Lubriplate manufactures more than 200 high quality lubricants, including high performance synthetic lubricants and NSF-H1 lubricants for food processing and beverage.

Lubriplate Lubricants Co.

For almost 50 years, AVO has been helping organizations create safe and reliable electrical systems.

AVO Training Institute

Camfil Air Pollution Control (APC) is a leading global manufacturer of industrial dust, fume and mist collection equipment and is part of Camfil, the world’s largest air filtration company.

Camfil APC

vac-u-max.com

orival.com

rogers-machinery.com Manufacturer of rotary screw and reciprocating air compressors, fixed and variable speed drives, rotary and centrifugal compressors, blowers, and vacuum systems.

Rogers Machinery

seweurodrive.com One of the largest global suppliers of drive technology, SEW-EURODRIVE specializes in gear reducers, motors and electronic motor controls.

SEW-EURODRIVE USA

www.plantengineering.com

Place next to your computer as a reference or go online to www.plantengineering.com for hot links to these companies.

Remove at Line

017 May 2

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CONTENT SPECIALISTS/EDITORIAL

Advertiser

PlantEngineering.com

BOB VAVRA, Content Manager 630-571-4070 x2212, BVavra@CFEMedia.com

Page

Reader Service #

Phone #

Web site

ALL-TEST Pro, LLC

11

8

860-399-4222

www.alltestpro.com

EMILY GUENTHER, Associate Content Manager 630-571-4070 x2220, EGuenther@CFEMedia.com

AutomationDirect

C-2

1

800-633-0405

www.automationdirect.com

AMANDA PELLICCIONE, Director of Research 860-432-4767, APelliccione@CFEMedia.com

Baldor Electric Company

C-4

25

800-828-4920

www.baldor.com

CHRIS VAVRA, Production Editor 630-571-4070 x2219, CVavra@CFEMedia.com

Bosch Rexroth Corporation

18

15

800-739-7684

http://tinyurl.com/jpaqdo6

CENTURY SPRING CORP

14

11

800-237-5225

www.centuryspring.com

CFE Edu

22

630-571-4070

http://CFEedu.cfemedia.com

CFE Media’s Global System Integrator Database

55

630-571-4070

www.plantengineering.com/global-si-database

CFE Media’s New Products for Engineers Database

49

630-571-4070

www.plantengineering.com/NP4E

Clayton Industries

13

800-423-4585

www.claytonindustries.com

800-999-1809

www.epicor.com

PUBLICATION SERVICES JIM LANGHENRY, Co-Founder & Publisher 630-571-4070 x2203, JLanghenry@CFEMedia.com STEVE ROURKE, Co-Founder 630-571-4070 x2204, SRourke@CFEMedia.com TRUDY KELLY, Executive Assistant 630-571-4070 x2205, TKelly@CFEMedia.com ELENA MOELLER-YOUNGER, Marketing Manager 773-815-3795, EMYounger@CFEMedia.com

10

Danfoss

17

14

EPICOR

24

20

MICHAEL SMITH, Creative Director 630-779-8910, MSmith@CFEMedia.com

FLUKE ROADSHOW 2017

4

4

888-443-5853

www.fluke.com/roadshow2017

KATIE SPAIN, Art Director 630-571-4070 x2218, KSpain@CFEMedia.com

GOODWAY

10

7

888-364-7736

www.goodway.com

PAUL BROUCH, Director of Operations 630-571-4070 x2208, PBrouch@CFEMedia.com

IIoT Webcasts

46

630-571-4070

www.plantengineering.com/lloT

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www.danfossdrives.com

Kaeser Compressors, Inc

1, 19

2, 16

866-516-6888

www.us.kaeser.com/PE

Lapp Usa

21

18

800-774-3539

www.lappusa.com

20, 52

17, 23

800-733-4755

www.lubriplate.com

8

6

800-264-9573

www.movincool.com

19

800-476-6463

www.plantengineering.com/index.php?id=17293

5, 21

800-322-3225

www.phoenixcontact.com/confidence_HESI

Lubriplate Lubricants Co MOVINCOOL PdMA CORPORATION

21

LETTERS TO THE EDITOR Please e-mail your opinions to BVavra@CFEMedia.com

Phoenix Contact

7, 31

INFORMATION For a Media Kit or Editorial Calendar, e-mail Trudy Kelly at TKelly@CFEMedia.com

Plant Engineering 2017 Maintenance Research Study

36

630-571-4070

www.plantengineering.com/2017Maintenance

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Plant Engineering Digital Reports

23

630-571-4070

www.plantengineering.com

856-401-3095

www.pruftechnik.com

864-439-7537

www.seweurodrive.com

Karen Cira, Southeast 879 Autumn Rain Ln. Charlotte, NC 28209 Maggie Hatcher, AL, FL 1111 W. 22nd St., Suite 250, Oak Brook, IL 60523

12

9

Schneider Electric

37

22

2

3

SEW-EURODRIVE, Inc.

PUBLICATION SALES Tom Corcoran, West, TX, OK 1111 W. 22nd St., Suite 250, Oak Brook, IL 60523

PRUFTECHNIK Inc.

TCorcoran@CFEMedia.com Tel. 215-275-6420 Fax 484-631-0598 KCira@CFEMedia.com Tel. 704-523-5466 Fax 630-214-4504

www.schneider-electric.us/smartmachines

SonicAire

16

13

336-712-2437

www.sonicaire.com

Sullair Industrial Products

15

12

219-879-5451

www.sullair.com

Yaskawa America, Inc

C-3

24

800-927-5292

www.yaskawa.com

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stuart.smith@ssm.co.uk Tel. +44 208 464 5577 Fax +44 208 464 5588

www.plantengineering.com

PLANT ENGINEERING

May 2017 • 63

A LIFE IN MANUFACTURING As part of Plant Engineering’s 70th anniversary celebration, we’re asking industry leaders and manufacturing professionals to tell us about their career in manufacturing and its impact on them, their company and their community. If you’d like to contribute your thoughts, please send them to content manager Bob Vavra at bvavra@cfemedia.com.

Find a path to compromise on the plant floor

By Nolan Lestage West Liberty Foods, as told to Leading2Lean

I

started out in a small town and moved to a bigger town when I was about six years old, so I have always been kind of a small country boy.

I like to be outdoors, I go fishing a lot.

Between my family there and growing up on the river here in Burlington, La. on the Mississippi, and that’s what we did every weekend, we went out on the river. Fishing was always peaceful. Just relaxing, just being out on the water in general.

I learned the hard way, you know; I didn’t have dad there to help me all the time. Sometimes I’d think, “Well maybe, what would he do?”

(I remember) I came home from work, and it was probably about my 13th day in a row and I was working Sundays.

I was just saying, “Am I going to have a life beyond work? Am I going to have a weekday off, weekend off ?” I kind of decided that night that I wasn’t going to go back, and I was going to look for something new.

I started at West Liberty Foods in 2003. Before that I worked at a temp agency. After about a year and half, I was still working at the temp agency and not getting hired on, I needed to do something for myself better. I needed more money, needed better benefits, more stability in my life.

And now I have a job to come to everyday. When I was a temp, you don’t know if you are going to be employed the next day, because maybe they don’t need you anymore after that. Here, what we are processing and what we are making is something that is needed.

I started as a molder on the line, I was one of the guys that stood there and took the meat off the conveyer and put it into the machine. I kind of got interested in how the machines run; the settings of them, how to make them run, how you really want to. Then one day, there was a job bid outside H.R. for maintenance, and I thought, ‘Well, you don’t know if you never try, right? So I put in for it, and went through the interviews, and they picked me.

My first couple of supervisors kind of took me under their wing, and there were a couple of older mechanics that I’d follow around, and they’d give their knowledge out, and help me along.

Transitioning from an hourly employee to a management position, that relationship changes.

In the end, I think it’s worked out, and we all have to get along, we all have a job to do. Being angry at somebody all day, that’s not going to get you anywhere. I think talking to them, and working out your problems is best. Maybe the way I think it should be done is not the best way. You know, talk with your employees,

“We want to make a good product.

At the end of the day we’re all people, and compromise on whatever the problem is to solve it and move on with our day. And if there is a disagreement, work it out, talk it out.

”

maybe they have a better idea. You’ve got to hear them out. That’s why I like to try and be the peacemaker—compromise, keep everybody happy.

If I don’t train them right, or give them bad knowledge, or something incorrect, it could affect everybody. Just like if I was to go fishing, I like to have quality fishing equipment, or quality fish that we brought in on the fishing line.

We want to make a good product. At the end of the day we’re all people, and compromise on whatever the problem is to solve it and move on with our day.

And if there is a disagreement, work it out, talk it out.

I had no idea I’d make a career out of this, but I have. I’ve learned a lot, and got a lot of good knowledge and training out of it, and it’s been a good experience. PE

In its “People of the Plant Floor” video series, Leading2Lean, a Plant Engineering content partner, has shared the stories of manufacturing workers and their pride in their work. One of the people they interviewed was Nolan Lestage, a 33-year-old utilities supervisor for West Liberty Foods in Mount Pleasant, Iowa. The edited transcript of the video follows. The full video can be found at the Leading2Lean Website, www.leading2lean.com.

64 • May 2017

PLANT ENGINEERING

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