PE_20_02

2019 Plant Engineering Salary Survey

PlantEngineering.com

Five best practices for plant safety Also in this issue: • Right-sizing pumps with variable speed drives • Understand the hierarchy of controls • Seven steps for a successful shutdown

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new.abb.com/drives/digital-powertrain-monitoring input #16 at www.plantengineering.com/information

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JANUARY/FEBRUARY 2020

SOLUTIONS 15 | Ten answered questions about right-sizing pumps with variable speed drives System curve interaction with pump curve indicative of efficacy

19 | Five best practices for plant safety in 2020 It isn’t just about the bottom line; workplace safety is about trust

19

Cover image courtesy: ErectaStep

Editor’s Insight 5 | For MQTT, the time is now

SALARY SURVEY 7 | Highly trained, skilled labor is assiduously sought Electrical, electronic engineering training one key to competency

8 | Who We Are Highly trained, highly experienced

10 | What We Think Skills most needed to get ahead today

10 | What We Earn At some point, it’s mostly about the bucks

24 | Understand the hierarchy of controls Achieve viable hazard prevention through increased robustness

26 | Seven steps for a successful shutdown Follow these steps for a successful outage and restart

INSIDE: OIL & GAS ENGINEERING 6 | Detecting water carryover in natural gas 10 | Insidious corrosion of fixed equipment detected 14 | Intelligent use of Cloud sharpens operational insight 17 | Five best practices for predictive operations at scale 20 | Jelec chooses lever-actuated terminal blocks

CORRECTION: Global System Integrator Report On page 34 of the 2020 Global System Integrator Report, the listing for E-Technologies Group Inc. West Chester, Ohio, was shown incorrectly. The listing should have been shown as E-Technologies, Glenmount Global Solutions, Superior Controls, Banks Integration).

See the corrected list at www.controeng.com/giants.

PLANT ENGINEERING (ISSN 0032-082X, Vol. 74, No. 1, GST #123397457) is published 10x per year, monthly except in January and July, by CFE Media, LLC, 3010 Highland Parkway, Suite #325, Downers Grove, IL 60515. Jim Langhenry, Group Publisher /Co-Founder; Steve Rourke CEO/COO/Co-Founder. PLANT ENGINEERING copyright 2019 by CFE Media, LLC. All rights reserved. PLANT ENGINEERING is a registered trademark of CFE Media, LLC used under license. Periodicals postage paid at Downers Grove, IL 60515 and additional mailing offices. Circulation records are maintained at CFE Media, LLC, 3010 Highland Parkway, Suite #325, Downers Grove, IL 60515. E-mail: PE@omeda.com. Postmaster: send address changes to PLANT ENGINEERING, PO Box 156000, Lincolnshire, IL 60009. Publications Mail Agreement No. 40685520. Return undeliverable Canadian addresses to: PO Box 156000, Lincolnshire, IL 60009. Email: PE@omeda.com. Rates for non-qualified subscriptions, including all issues: USA, $165/yr; Canada, $200/yr (includes 7% GST, GST#123397457); Mexico, $200/ yr; International air delivery $350/yr. Except for special issues where price changes are indicated, single copies are available for $30.00 USA, $35.00 Canada/Mexico and $40.00 Other International. Please address all subscription mail to PLANT ENGINEERING, PO Box 156000, Lincolnshire, IL 60009. 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

PLANT ENGINEERING

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PlantEngineering.com 3010 Highland Parkway Suite 325 Downers Grove, IL 60515 Ph. 630-571-4070, Fax 630-214-4504

CONTENT SPECIALISTS/EDITORIAL KEVIN PARKER, Editor KParker@CFEMedia.com JACK SMITH, Managing Editor JSmith@CFEMedia.com AMANDA PELLICCIONE, Director of Research 860-432-4767, APelliccione@CFEMedia.com KATIE SPAIN NAREL, Art Director KSpain@CFEMedia.com SUSIE BAK, Production Coordinator SBak@CFEMedia.com

EDITORIAL ADVISORY BOARD H. LANDIS “LANNY” FLOYD, IEEE Life Fellow H.Landis.Floyd@gmail.com JOHN GLENSKI, President, Automation Plus jglenski@processplus.com SHON ISENHOUR, Partner, Eruditio LLC sisenhour@EruditioLLC.com DR. SHI-WAN LIN, CEO and co-founder, Thingswise, LLC Industrial Internet Consortium (IIC) board member shiwanlin@thingswise.com JOHN MALINOWSKI, Senior manager of industry affairs (retired), Baldor Electric Company 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 enewsletters 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

INSIGHTS

By Kevin Parker, Editor

For MQTT, the time is now “For 21 years, no one talked much about MQTT,” said Arlen Nipper, president of Cirrus Link and co-inventor of MQTT. “But there is plenty of talk today.”

Message Queuing Telemetry Transport, or MQTT, is an open OASIS and ISO standard publish-subscribe network protocol — or perhaps transport would be a better term — that moves messages between devices and machines over TCP/IP. It is meant for remote locations where a small code footprint is required, or network bandwidth is limited.

OASIS is the Organization for the Advancement of Structured Information Standards. Also involved in the OASIS MQTT standardization process is the Eclipse Foundation. (In August of 2018, Nipper and Benjamin Cabé, an Eclipse Foundation program manager, appeared in a CFE Media IIoT/Cloud webinar that serves as an introduction to the technology.)

MQTT has found its place in the sun because it answers a challenge. “Protocols using call-response are a big problem in SCADA. In consequence, when [the SCADA community] tries to address IT and enterprise needs, it leads to network overload, complexity and brittleness. The result is that no one is willing to innovate,” Nipper said.

If the SCADA community could move beyond its entrenched technology base, asked Nipper, what would it do different?

The answer is that it would share information by exception.

Assessing alternatives

An alternative approach to MQTT in achieving machine-to-machine integration is that developed by the OPC Foundation. The OPC Unified Architecture (UA), released in 2008, is a platform independent, machine-to-machine communication protocol based on a service-oriented architecture.

“MQTT has become the dominant IIoT messaging transport. The original specification for MQTT was 18 pages compared to 200 pages for OPC/UA,” Nipper said. www.plantengineering.com

Nu m e r o u s a u t o m a tion vendors and suppliers have adopted MQTT. One is Opto 22, known for, among other things, having in 1998 introduced the first commercial Ethernet-based I/O unit. Benson Hougland is a company vice president.

“It’s very gratifying to see how far this technology has come. Our role is to marry MQTT with the appropriate hardware components,” said Hougland.

The challenge, again, is that installed base. The market demand is to integrate information technology into brownfield operations technology environments so that viable real-time information is widely disseminated, but, “We can’t do rip-andreplace,” Hougland said.

Infrastructure answers

The answer, Hougland said, is edge computing and edge devices. “The edge device is actually the equivalent to the smart phone. How many things have been obsoleted by that edge device? You don’t carry a watch. You don’t need a camera. You are less reliant on the PC. The cellphone carries many different software applications.”

Edge computing and edge devices bring these same kind of efficiencies to industrial environments where there are many computers, but these existing systems are brittle, complex and not secure, Hougland said.

Edge devices alleviate the challenge of many point-to-point connections dragging down performance and introducing security challenges. “Subscribe and publish turns all that on its head. Only one port is open — at the gateway. IT loves that. And it’s an OT-centric solution.”

Perhaps the biggest benefit is that innovation then comes from tools and configuration rather than writing code — and it scales, Hougland concluded.

Nipper and Hougland spoke at the recent Wellsite Automation event in Houston, but the facts and issues involved impact the full range of industrial verticals. PE

PLANT ENGINEERING

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Dust-tight (shown) or open chute models improve efficiency and safety of an age-old task.

PNEUMATI-CON® Pneumatic Conveying Systems move a broad range of bulk materials over short or long distances, between single or multiple inlet and discharge points in low to high capacities.

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2 2415 1286 (0)1227 374710 170 818 76 13 (0)7 61 36 56 12 930 020 509 (0)7 3879 4180 6778 9225 81 1103 2400 (0)41 453 1871

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input #5 at www.plantengineering.com/information

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Salary Survey data by Amanda Pelliccione, director of research, CFE Media

Salary Survey design by Katie Spain Narel, art director, CFE Media

2019

Salary Survey Highly trained, skilled labor is assiduously sought Electrical, electronic engineering training one key to competency

E

ngineers, managers and technicians who took part in the 2019 Plant Engineering salary survey are a set of highly trained workers who, at an average age of 53 years old, take home an average of more than $100,000 a year in annual compensation. They feel secure in their positions, as the U.S. lack of available skilled labor is a big constraint on their employers.

In manufacturing, the highest compensated plant engineering practitioners include for instrumentation and controls, oil & gas, chemicals and metals.

Survey results indicate non-salary compensation, such as an annual bonus, depends on subjective criteria expressed as a personal performance rating, and on the other hand, to company profit.

Other voices

A 2019 CFE Media Plant Engineering webinar called, “Know the facts about today’s workforce demographics and salaries,” presents basic demographic facts about U.S. manufacturing, including total manufacturing

www.plantengineering.com

employment of nearly 13 million, according to the U.S. Bureau of Labor Statistics, with an unemployment rate of only 2.7%.

According to the same source, the fastest growing manufacturing occupations include for mathematicians, operations research analysts and software developers.

This seems to reflect industry investment in Industrial Internet, analytics and machine learning.

The manufac tur ing indust r ies employed nearly 600,000 engineers in 2016, the most of any U.S. industry.

Engineering technicians — a difficult group to get a sense of — have an average salary of just more than $57,000 and projections of 20,000 new jobs by 2026, according to the Bureau of Labor Statistics.

Chemical engineers are the most highly compensated, with median weekly earnings of $1,858, followed by electrical and electronic engineers ($1,646), mechanical engineers ($1,562) and industrial engineers ($1,459).

—Kevin Parker editor, Plant Engineering

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Who We Are Highly trained, highly experienced Wide range of general disciplines hold sway Highlights of the respondents’ profiles, telling us who they are, include the following: • About 62% of respondents to the Plant Engineering salary survey say the work between 40 and 50 hours a week.

• Nearly 70% of respondents say they have at least 10 years with their current employer.

• About 91% of respondents say they have some type of training or engineering diploma, ranging anywhere from a trade or

technical school (4%) to a doctoral degree (5%). The electrical or electronic engineering discipline is the most studied (38%), followed by mechanical engineering.

• 77% of survey takers say their primary job function is engineering, maintenance or supervisory.

• Near 40% say their focus is on the electrical side. Near 30% say it is on the mechanical side, followed by chemical, industrial, maintenance and controls, all in a bunch.

All graphics courtesy: Plant Engineering.

Sample size may impact data.

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PLANT ENGINEERING

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www.plantengineering.com

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What We Think Skills most needed to get ahead today Manufacturing considered to be a stable career What’s needed to get ahead today is pretty much the same as yesterday. It’s a mix of basic communication and computer skills combined with specialization involving some branch of mathematics.

With computerization, engineers don’t do calculations themselves but they must review the inputs and outputs and validate the results.

It is not excessive regulation or government interference that makes Plant Engineering readers’ jobs harder, it’s the lack of available skilled labor and the pace of global capitalism.

In coming years, the workforce will be even better equipped with skills related to data science, for the application of advanced analytics, machine learning and artificial intelligence. As integration advances, greater availability of realtime information will support data-driven decision making.

All graphics courtesy: Plant Engineering.

Sample size may impact data.

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PLANT ENGINEERING

www.plantengineering.com

www.plantengineering.com

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What We Earn At some point, it’s mostly about the bucks Readers reap the benefits of hard work Because their skills are highly sought after, the survey participants make, on most accounts, decent money. The figures below speak for themselves.

All graphics courtesy: Plant Engineering.

Sample size may impact data.

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PLANT ENGINEERING

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SOLUTIONS PUMPS, MOTORS & DRIVES

Ten answered questions about right-sizing pumps with variable speed drives System curve interaction with pump curve indicative of efficacy

R

ight-sizing pumps with variable speed drives, presented by Eugene Vogel, a pump and vibration specialist at EASA, the electro-mechanical authority, was the topic of a November 2019 webinar from Plant Engineering magazine. Kevin Parker, editor of Plant Engineering, moderated.

The premise of the webinar was as follows: An oversized pump runs rough and hot, while absorbing more energy. Engineers and managers improve pump efficiency by reducing the operating speed with a variable speed drive (VSD). This works in some cases but not in others. Learn how system curves interact with the pump curve to indicate efficacy of applying VSDs to centrifugal pumps.

EV: The operating frequency range (speed range)

Audience questions included the following: 1. Can you explain the basics of pump sizing? How does pump sizing differ between a variable speed drive and a constant speed drive? What electrical aspects should mechanical rngineers take into consideration when selecting pumps with VSDs?

does the pump follow as speed is increased or reduced?

Eugene Vogel: Sizing a pump is one of many

considerations in pump selection. Focusing just on the sizing aspect, the two primary considerations are reliability and cost. Choosing a pump sized to operate close to its best efficiency point (BEP) addresses both concerns. When an application requires variable flow or variable head, both variable speed and multiple pumps should be considered. In some cases, a combination of both may produce the most efficient solution. In any case, the total life cycle cost of the pumps should be considered.

The two primary mechanical concerns when applying variable frequency drives (VFD) are the likelihood of encountering resonant vibration, and the potential for bearing damage from shaft currents.

2. What is the span of the VFD's operating speeds?

60 to100%? What is the lowest speed a pump can keep pumping?

www.plantengineering.com

for a VFD depends on several factors. First, as frequency increases, the voltage must increase. The available line Voltage is a limiting factor and the maximum motor Voltage is also a limiting factor.

The motor may also have speed limitations, (a topic in itself ). Aside from those limitations, VFD can output any frequency within the manufacturer design. Commonly that's up to 120 Hz, but it varies by manufacturer.

The minimum pump speed to maintain flow depends on the system curve, especially the amount of static head. Obviously, that will vary by specific application.

3. In using drives on a pump, what efficiency curve

EV: This is a fascinating question. A specific roto-

dynamic pump has an efficiency curve for any specific speed; the curve defines efficiency at various flow rates. But the efficiency curve changes with the speed. And for any specific pump at any specific speed, the system curve determines the flow rate.

So, for any pump, efficiency is a function of rotating speed and the system curve. So, an efficiency curve exists for a pump at one specific speed, or for a pump and system at various speeds, but not for pump alone at various speeds.

4. How does cutting the impeller compare? Energy savings would be same, correct?

EV: For a specific system, at a specific target flow

rate, trimming the impeller OD or reducing the speed to achieve that target flow rate would have very similar power requirements.

5. VFD costs more. What's the target time for return on investment (ROI)?

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SOLUTIONS PUMPS, MOTORS & DRIVES EV: Many stakeholders expect a

return on investment in 18 months.

Large projects like power generation and pipelines may approve an ROI in several years.

6. What software is shown to model

Fairbanks Morse and for Aurora pumps.

EV: The webinar demonstrated H2 Optimize, provided by Engineered Software, Inc. and configured for

7. Do the energy savings typically

pump curves?

compensate for the VFD price?

EV: When a system requires flow con-

trol (operation at various flow rates), variable speed options can usually be justified, (VFD is only one of several variable speed options). When a system has a high static head component, it is much more difficult to justify variable speed options.

8. When retrofitting an existing pump motor with a VFD, is it important to use a grounding ring?

EV: Grounding rings or brushes are

SAFETY SHIELD

one approach to limiting shaft currents, which are an issue with VFD drives.

Addressing the subject of shaft currents, however, is not as simple as "put a grounding ring on it".

9. Can you speak to the fact that,

as you slow the pump, you also slow the motor, which is usually cooled by a fan fixed to the motor shaft.

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We’re committed to helping you keep your factory air safe and compliant. www.CamfilAPC.com • 800-479-6801 input #8 at www.plantengineering.com/information

DUST & FUME PROBLEMS SOLVED

EV: You said it perfectly. Many VFD

application require auxiliary cooling for the motor when operated at lower speeds. For some rotor-dynamic pumps, the power required is reduced along with the speed, so some applications can operate at lower speed without auxiliary cooling. Each individual application must be evaluated for motor cooling requirements.

10. Can you please go over the financial calculations again?

EV: Determine the power reduction; convert to kilowatts, multiply the hours of operation per period; multiply by the utility rate in kilowatt hours. The result is savings per period. Periods may be weeks, months or years. PE Eugene Vogel is a pump and vibration specialist with EASA, St Louis, MO.

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input #9 at www.plantengineering.com/information

THE #1 CLOUD ERP FOR MANUFACTURERS www.netsuite.com/mfg

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SOLUTIONS

PLANT FLOOR SAFETY AND FALL PROTECTION

By Graeme Murphy

Five best practices for plant safety in 2020 It isn’t just about the bottom line; workplace safety is about trust

W

hen large corporations make the evening news after failing to prevent a safety incident, workplace injuries become a hot topic. But the cautionary tales splashed across the TV or computer screen tell only part of the story. Keeping workers safe is serious business and should be on your radar all year long.

According to the National Safety Council, 85,600 workers were injured on the job every week in 2017.

And the figures for workplace fatalities are no less shocking. In 2017, it is estimated that a worker died on the job every 119 minutes. If you run a plant that requires working at heights above four feet, Figure 1: With 2.8 million non-fatal workplace injuries and illnesses reported by private industry employers in 2018, there’s ample evidence investing in safety standards, systems and industry-appropriate products increases productivity. All images courtesy: ErectaStep

fall protection should be at the top of your list of safety concerns.

With proper planning, implementing safety systems and products well-suited for the facility pays dividends in the long run. With 2.8 million non-fatal workplace injuries and illnesses reported by private industry employers in 2018, there’s also evidence that investing in the development of safety standards, systems and industry-appropriate products will increase productivity in the long run and help with employee retention. Nevertheless, budget will not be the determining factor in developing a comprehensive plan.

Productivity need not come at the expense of worker safety. Moreover, nearly all accidents are preventable. Plant managers that implement the following five best practices are likely to see profits grow while reaping the long-term benefits of safety, such as higher employee satisfaction and retention rates, increased productivity and improved brand reputation.

1. Conduct regular risk assessments

The Canadian Center for Health and Occupational Safety (CCHOS) suggests the first step toward improved safety is to take a thorough look at your workplace to identify anything with the potential for causing harm. Hazards could include anything from protecting employees from falls while working at heights above four feet or traveling up and over equipment, to ergonomics and potential repetitive motion injuries, as well as exposure to harmful chemicals or extreme temperatures. Anything that affects the wellbeing of your employees should be considered.

Once hazards are identified, a thorough analysis and evaluation will determine how likely and severe the potential risks are. At that point, decisions can be made about what measures should be put in place www.plantengineering.com

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SOLUTIONS

PLANT FLOOR SAFETY AND FALL PROTECTION to effectively eliminate the risks. It’s tempting to believe that your team knows best when it comes to keeping the plant safe for workers.

However, evidence suggests that inviting the perspective of an outsider, one with professional credibility in your industry and experience in safety, will be more valuable than the view from the inside.

We can’t see what we can’t see. Let someone with no skin in the game help find where improvements can be made.

Most importantly, remember to use periodic risk assessment as a tool for improving outcomes, not just avoiding the worst-case scenario. By keeping the big picture in mind, you’ll automatically lower incident rates and raise profit margins. The CCHOS offers a number of checklists, tables and tips available for free on its website.

2. Focus on prevention first

Lack of fall protection is OSHA’s number-one violation and has been for the past nine years, which

Figure 2: Hazards include protecting employees from falls while working at heights above four feet or traveling up and over equipment.

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makes it a no-brainer for facility managers looking to increase workplace safety. Add to that the fact that 40% of workplace fatalities are caused by a fall and $70 billion is spent by employers each year on medical costs due to falls. This is evidence that fall protection should be a priority. But what if the hazard was eliminated altogether?

It’s common for plant managers to emphasize the efforts made to ensure workers are not harmed in the event of a fall or accident. Fall protection equipment such as harnesses and rescue plans are required to comply with OSHA standards, but in most cases aren’t enough to create a comprehensively safe workplace.

In an article published in the Harvard Business Review in March of 2018, David Michaels, former OSHA Assistant Secretary of Labor suggested that serious accidents are indicative of much larger problem. He goes on to suggest that, “Companies can be successful and safe at the same time. The reality is that virtually all workplace injuries are preventable, and safety management and operational excellence are intimately linked.”

When it comes to prevention-based safety programs, company-wide initiatives will always be more effective than isolated efforts. Proper training ensures everyone knows what to do in the event of an injury or accident. Practice makes perfect. Taking the time to act out scenarios helps employees and managers feel prepared when the unexpected occurs.

People tend to react rather than respond when accidents happen, so be sure to have signs posted throughout your facility with simple and direct steps to follow when someone is injured.

Falls aren’t the only hazard to prevent on the job. Any activity that puts workers at a heightened personal safety risk is your responsibility to address preventatively.

Heat exhaustion, electrical shock, chemical spill containment, vehicle and heavy equipment related accidents and proximity to dangerous machinery are common concerns at plants.

A thorough accident prevention program requires regular training, high quality, industry appropriate equipment and a company culture that embraces safety and respect for all workers.

Employees who feel empowered to support one another in creating an environment where everyone’s safety is the highest www.plantengineering.com

Figure 3: Lack of fall protection is OSHA’s number-one violation and has been for the past nine years.

In addition, 40% of workplace fatalities are caused by a fall and $70 billion is spent by employers each year on medical costs due to falls.

priority are trained to use equipment safely. Those who fully understand the safest ways to fulfill their duties on a regular basis are less likely to become complacent. Keeping workers engaged and focused with supportive and attentive leadership will maximize prevention efforts. Remember that safety is about good business practice. The benefits of investing time and energy into a good safety plan include higher job satisfaction, improved corporate image and staff retention, increased productivity and efficiency and fewer costs associated with incident resolution.

3. Develop a culture of safety

In a recent podcast, The Safety Pro, Blaine J. Hoffman, suggested that developing a culture of safety by demonstrating an expectation of success in every department should be at the top of the priority list for plant managers. Take the time to develop a culture of safety throughout the plant so it is clear to everyone, from C-suite executives to operators on the floor, that cutting corners and overlooking protocols will not be tolerated. By investing in new systems for communication, accountability and celebration of success at regular intervals, trust will increase, motivating growth and progress for everyone on the team. Incentivize the behaviors that exemplify a positive company culture and watch the collaborative and mutually supportive energy at your workplace flourish.

Empowering employees to support one another in reporting near misses and making suggestions for improvements creates an atmosphere of mutual respect and personal responsibility. Keep the lines of communication open and be ready to consider solutions you may have never considered before.

Managers who are approachable and work to stay in close contact with their teams are much more likely to hear about what’s not working from the employees’ perspective.

Hoffman suggests that although “leaders can’t force people to develop a meaningful sense of accountability,” they can activate responsibility “by www.plantengineering.com

shaping an organizational culture that promotes responsibility.” Nobody wants to be an automaton.

Plant managers who prioritize productivity goals over all else can inadvertently encourage unsafe behavior. If employees must break the rules to meet your expectations, people can get hurt.

In his HBR article, Michaels contends that, “To make substantial progress in injury prevention, companies must select a set of indicators that measure progress toward that firm’s chosen goals.” Unlike lagging indicators such as recordable injuries, tracking leading indicators is the most productive way to reduce the risk of serious injuries and fatalities. Leading indicators are inherently more focused on prevention and must be uniquely matched with the systems, products and processes of a facility. Examples include specific hazard identification or abatement, incident investigations and follow through. Michaels recommends starting small and adding more as your safety program matures.

Focusing on the worst-case scenario makes sense.

However, it doesn’t get to the root of the problem.

In isolation, safety measures are at best a haphazard attempt to keep OSHA happy and business humming. By establishing a culture of safety and mutual respect throughout your company, you’ll stay ahead of preventable accidents and build a team of loyal employees.

4. Understand your responsibilities

Complying with federal and state standards for safety is no small feat regardless of facility size. In addition to industry-related safety measures, it is your responsibility to stay current on the OSHA and IBC standards set out by regulatory agencies to PLANT ENGINEERING

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SOLUTIONS

PLANT FLOOR SAFETY AND FALL PROTECTION

Figure 4: Experts say that to make substantial progress in injury prevention, companies must select a set of indicators that measure progress toward that firm’s chosen goals.

keep employees safe at work. Regardless of facility specifics, the General Duty Clause section 5(a)(1) of the OSHA act requires employees be provided with a workplace free from hazards likely to cause death or physical harm. This general statement of responsibility remains an imperative under all circumstances and especially if the specifics of your daily operations are not heavily regulated.

For example, OSHA standard 1910.28 states that employers must provide adequate protection for all employees exposed to fall and falling object hazards. Additionally, the employer must ensure that all fall protection equipment meet criteria contained in OSHA standard 1910.29. These standards set the expectations when operators are working at heights. Codes are written to specify the requirements for guardrails, handrails, stair treads, toeboards, scaffolding, ladders and so on to provide adequate fall protection for employees. Accidents aside, disregard for these standards creates unsafe working conditions and makes a company vulnerable to fines should an enforcement officer pay a visit.

But what about the grey areas? Marine is a good example of an industry left to interpret OSHA regulations without much direction. Safe access for workers when loading and unloading in a marine

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environment makes compliance a little less straightforward. Gangways and loading platforms must keep workers safe, but it’s up to you to analyze your risk. Relying on experts with experience interpreting compliance standards ensures operations stay safe and efficient regardless of the industry.

Similarly OSHA’s fall protection and prevention requirements for rolling stock have been confusing and thereby consistently unenforced for decades. In an effort to remedy the lack of information available on the subject, OSHA requested input from industry leaders and addressed widespread concerns in a public hearing held in January of 2011.

Although clarification is anticipated later this year, responsibility is with managements to be thorough in keeping workers safe under all circumstances. Seeking out the advice of industry leaders in safety is a wise choice as compliance is often a moving target. Consultants and those manufacturing industry-specific equipment can be valuable allies as companies work to stay current and compliant as production environments evolve.

5. Do the math

Although every incident can’t be anticipated, keeping a facility safe and compliant is not just the right thing to do, it’s also a good investment. According to the National Safety Council, the largest penalty issued to an employer in FY 2019 was nearly $1.8 million. Estimates indicate work-related injuries and deaths annually cost society $164.6 billion.

It’s important to consider direct and indirect costs when evaluating how much expense is associated with an injury.

An article in the Dec. 2018 issue of Safety + Health magazine suggests that direct costs include workers’ compensation, medical and legal costs.

Indirect costs include lost productivity, hiring and training replacement employees, time and expense of conducting incident investigations, repairing damaged equipment and implementation of corrective measures.

The importance of investing time and money into a comprehensive safety program is necessary, and to reinforce this, consider the math outlined by the EHS Advisor in January of 2019. www.plantengineering.com

Safety managers should be prepared to clearly demonstrate the return on investment (ROI) of their efforts by running the numbers ahead of time. To calculate the percentage of profit earned for every training dollar spent, it is necessary to track expenses to design, develop, administrate, execute and evaluate programs.

Similarly, you’ll want to also tabulate the benefits of prevention, including reduced labor costs and employee turnover, combined with increases in productivity, lead generation and income.

According to the formula included in the article the author suggests that it is reasonable to expect that, “for every $1 spent on training, there can be a net benefit of $3. This kind of feedback and analysis can go a long way toward establishing the effectiveness of your safety training program and its value to your employer.�

Businesses that take their safety plans seriously are less of a liability and more stable for investors, insurers, clients, customers and employees. Comprehensive safety plans that include the purchase, maintenance and training of high-quality, industry appropriate equipment might cost more initially, but pay off in the long run. Choose to partner with

reputable, reliable manufacturers with products that meet or exceed current OSHA compliance standards. Nothing is more important.

Ask questions and always request site visits and adequate consultation prior to the purchase of any safety equipment for your facility. Most of all, work exclusively with vendors that demonstrate excellence and experience in your industry with a thorough understanding of compliance standards specific to the facility. To set a company apart as a safe and responsible industry leader, remember that there is always more to do. Keep in mind that being OSHA compliant is the very least to be done to stay on the cutting edge. To achieve excellence, good enough is never enough. Implementation of these vital steps is the best way to reduce incidents, improve production, increase efficiency and create a workplace environment to be proud of. PE Graeme Murphy serves on the executive leadership team of SixAxis and is vice president of business strategy and development for SafeRack. Murphy oversees business development strategy for SafeRack in addition to managing international sales operations from the SixAxis office located in Kent, England.

input #11 at www.plantengineering.com/information

SOLUTIONS ELECTRICAL SAFETY

By Zach Ganster

Understand the hierarchy of controls Achieve viable hazard prevention through increased robustness

F

irmly understanding where a safety program falls within the hierarchy of controls can reveal gaps in that safety program and reduce the likelihood of an electrical incident. It’s more than a recommendation from organizations like Occupational Safety and Health Administration (OSHA); it can be a matter of life and death.

According to a Panduit independent safety study, in the past five years, 40% of companies have reported electrical incidents, and sadly, OSHA reports concur that roughly 350 electrical-related deaths occur in the workplace every year. Panduit’s research also reveals that only 75% of the safety and environmental, health and safety (EHS) leaders surveyed describe themselves as very or extremely familiar with the hierarchy of controls, compared to 93% with the proper use of lockout/tagout equipment and 91% with OSHA requirements.

This data suggests that a possible cause of electrical incidents in the workplace isn’t a lack of consideration for safety, but rather a lack of education regarding the more robust levels of the hierarchy of controls and how proper understanding can translate to practical and enhanced workplace safety measures.

A key tool to use when attempting to make electrical safety in the workplace more robust is the hierarchy of controls. The five hierarchy tiers start at the bottom with the controls perceived to be the least innately effective and move up to those considered the most effective methods of hazard prevention (See Figure 1).

PPE, administrative controls

While the lower tiers of the hierarchy technically represent the “least effective” methods of hazard prevention, those layers — particularly personal protective equipment (PPE) — are referred to as the foundation on which wellrounded safety programs should be built, but far from where safety considerations should conclude.

Defined by OSHA as equipment worn to minimize exposure to hazards, PPE is essential equipment to improve safety for employees. The most common examples of PPE for electrical hazards include voltage-rated gloves, safety glasses, face shields, hard hats, safety shoes, hearing protection, flame-resistant clothing and arc-rated clothing such as hats, coveralls, vests and full body suits.

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The Centers for Disease Control and Prevention reports PPE is used by 20 million workers and according to Global Market Insights, the PPE market will hit $67.6 billion by 2023. As these numbers suggest, PPE can be effective, and it undoubtedly contributes to the prevention of injuries and fatalities.

However, hazards are still present. Although PPE is safer than nothing, it does not mitigate all hazards. It is imperative that PPE is used in tandem with other levels of the hierarchy to maximize effectiveness.

According to OSHA, administrative controls are meant to change the behavior of workers, with examples including training, procedure development, policy enforcement and installation of signs and warning labels to reduce the threat of workplace hazards. Like PPE, these are mainly used alongside existing protocols where hazards are not well controlled, and in any industry where electricity is present.

Inexpensive to implement and establish, administrative controls require effort and adherence from management and staff to be effective.

For many organizations, these are the primary approach to reducing workplace injuries. As a result, the safety of workers in these settings relies on the administrative controls being properly designed, maintained and implemented by the staff.

Panduit recognizes that most businesses have well established PPE practices and some level of administrative controls in place. But there are still many opportunities for businesses to solidify and improve their safety programs with greater emphasis on the theory of prevention through design (PtD).

Engineering controls increase effectiveness

Engineering controls represent the middle tier of the hierarchy, more effective than PPE and administrative controls, but technically less effective than elimination and substitution. However, equipment within and above this level is developed so as to design-out hazards, with engineering controls thereby taking on an increased level of effectiveness.

According to The National Institute for Occupational Safety and Health (NIOSH): www.plantengineering.com

“Prevention through design encompasses all of the efforts to anticipate and design out hazards to workers in facilities, work methods and operations, processes, equipment, tools, products, new technologies and the organization of work. The focus of PtD is on workers who execute the designs or must work with the products of the design. The initiative has been developed to support designing out hazards, the most reliable and effective type of prevention.”

In other words, engineering controls solutions, like data access ports and voltage testers, built with PtD in mind share the core concept that elimination or removal are considered to be the most effective hazard prevention solution.

Evaluating robustness

electrical injuries more effectively than relying solely on administrative controls and PPE. As these technologies are designed into modern equipment, plant floor and safety professionals will have peace of mind that their extended staff is better protected. The personnel required to service this technology often expands beyond the standard qualified electrician role and into roles occupied by machine operators, IT personnel and others. PE

Figure 1: The five hierarchy tiers start at the bottom with the controls perceived to be the least innately effective and move up to those considered the most effective methods of hazard prevention. Image courtesy: Panduit

While elimination or substitution are theoretically the most effective prevention methods, they’re rarely the most practical, and often, not achievable.

For example, inherent risk exists in opening an energized electrical enclosure, but performing service work without power to the equipment prohibits diagnosing or monitoring the equipment.

Working up the hierarchy of controls pyramid, the next option is “substitution,” the second most effective Zach Ganster is the product manager for Prevention hazard control. Substitution involves replacing something through Design (PtD) at Panduit. He supports and expands that produces a hazard with something that does not existing product lines, driving revenue and profitability. produce a hazard.

An example of this is arc-resistant equipment. Rather than using traditional equipment such as switchgear and motor-control centers (MCCs), arc-resistant versions of this equipment can be specified and installed in place. This substitution incorporates arc-resistant material and reduces exposure to an arc flash hazard by directing the energy away from a worker performing a task, such as operating or racking a circuit Use our secure shopping portal to calculate your breaker in or out with the doors closed. quantity discount and place your order today!

Since “elimination” is the most effective way method to design out hazards, the easy answer would be to completely remove any Factory Direct energy within the electrical enclosure.

Your order Unfortunately, in this case, removing all ships in 5 days energy from the enclosure is prohibitive to diagnosing or monitoring the equipment or less. within and therefore, elimination usually Quantity is not feasible when it comes to electrical Discounts work on a plant floor.

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Looking ahead

Electrical incidents can result in damaged equipment, serious injuries or worse. A firm understanding of the hierarchy of controls and the willingness to take a design-first approach to electrical safety improvements can help safety professionals and plant managers protect workers from January/February 2020

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Other models including height adjustable, pack benches, lab benches and cantilever designs are available.

workbenchmarket.com (800) 739-9067 input #12 at www.plantengineering.com/information

SOLUTIONS MAINTENANCE

By Steve Hall

Seven steps

for a successful shutdown Follow these steps to ensure a successful outage and restart

A

t some point, most plants will have a scheduled outage. The time, money and effort devoted to planned shutdowns can be extreme. Plant teams must make every effort to properly prepare, execute and support the shutdown.

Scheduled outages may be plantwide, occur through different sections or be cold or running.

Job plans for each asset is a prerequisite. According to Shon Isenhour, a partner with Eruditio and a holistic reliability solutions expert, job plans decrease the time to complete a job by half. They also decrease costs versus emergency repairs by three to seven times. Following the steps outlined below will help ensure that a plant’s next outage will be successful.

STEP 1: A comprehensive list

A checklist with every piece of equipment involved in the outage should be available for review. Every stakeholder should examine this list to ensure nothing is missing. Examples of assets for most plant checklists include: • Agitators • Airlocks • Conveyors • Doors Figure 1: Ensuring that all steps on a job plan are carried out, safety/PPE equipment is worn and LOTO procedures are followed is essential during a shutdown.

All images courtesy: SEPCO

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• Dust baggers • Manways • Motors • Pumps

• Gearboxes • Mixers and blenders • Piping • Valves

This checklist should be periodically updated to add equipment installed since the last shutdown.

It should also note: • Equipment difficult to take offline in the past • Bad actor assets since the last outage • Special equipment such as cranes or generators needed to complete the required work.

This information should be included in the job plan for each equipment type.

STEP 2: Have it in inventory

Ensure that all replacement parts, accessories and rebuilt equipment are in stock before the shutdown.

The last thing any team needs is to have staff on hand to conduct maintenance, replacements and new installations only to be held up waiting for rebuilt equipment to return from a shop.

The team should encounter no surprises. Inventory should be up to date well before the outage date. Environmental controls are part of this inventory, including pressure gauges, temperature sensors and flush line components. Sealing equipment, such as packing, process seals, oil seals, new lubricants and lantern rings should be in stock and prepared for installation.

STEP 3: Safety first

Safety should be the top priority during any outage. Before beginning work, all lock out/tag out (LOTO) procedures should be followed and personnel must wear all required personal protective equipment (PPE) (see Figure 1).

Because equipment is shut down, personnel may have a false sense of security.

However, PPE is still required, especially PLANT ENGINEERING

www.plantengineering.com

for situations in which machiner y or piping may retain hazardous, hot or corrosive liquids.

Team leaders should review task and safety requirements with personnel participating in the work, including temporary staff onsite who may not b e as familiar with this location’s LOTO and PPE rules. A zero-tolerance LOTO and PPE policy should be enforced.

STEP 4: Within current specifications

GLAND FOLLOWERS INTERLOCKED DESIGN AND CUSTOM MILLED

Figure 2: Special tools are available to help ensure proper equipment installations.

Double check that all equipment (new and rebuilt) is Letterhead, Bills, envelopes... Simple and on within current operating parameter specifications.

When white background - darker blue with PMS 877 contrast on white assets were specified, they met the for requirements of the process at that time. Condition changes, such as fluid temperature, flow requirement or process fluid pH must be considered. Different parts or different equipment may need to be used.

BLUE = C90.M50.Y5.K40 PMS 7462 For example, water flow from when a pump was speci= PMS877 or C47.M38.Y38.K2 fied was 100 gallons per minute. DuringSILVER operation and plant growth, the requirement at shutdown is 500 gallons per minute. Perhaps a larger pump should be installed.

BLACK ONLY LOGO - FAX, ETC. An outage is an ideal time to make this type of replacement.

STEP 5: Inspect before installation

Personnel should inspect all equipment before anything is installed; look for wear or damage. Installing GRAYSCALE LOGOnew components into a worn piece of equipment is almost always counterproductive. Demise of the new components begins immediately. Examples of this include: • Packing installed in a pump with a worn shaft or sleeve or a damaged stuffing box wall will immediately begin to wear.

• With extreme damage, successful installation may not be possible.

TECHNICAL SERVICES GRAY • Installing a new mechanical seal into a system with a C78.M64.Y50.K39 failing bearing or bearing isolator means the mechanical seal’s life will be shortened.

• Installing a new impeller on a worn shaft or with PACKING AND PACKRYT BLUE improper clearances because of casing C90.M50.Y5.K40 wear or damage will result in poor operation and incorrect flow.

STEP 6: Precise installation

FUTURE BLUE

While this step seems obvious, improper installation C91.M53.Y0.K0 happens all the time. Reliability begins with the asset selection and correct installation. If installed imprecisely, failure begins at startup.

FUTURE GRAY C60.M46.Y41.K10

PLANT ENGINEERING

January/February 2020

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SILVER = C0.M0.Y0.K30 DARK BLUE = C90.M50.Y5.K40 LIGHT BLUE = PMS285 or C91.M53.Y0.K0 Orange = C0.M56.Y92.K0

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input #13 at www.plantengineering.com/information

SOLUTIONS MAINTENANCE

Installation issues include: • Misalignment • Soft foot — A soft foot exists when not all a machine's feet sit flat on the supporting base, so that tightening the foot bolts distorts the machine case. This can make a machine difficult to align and a distorted case can result in poor overall machine performance, according to EASA. • Improperly set packing • Bearings installed with a hammer or without being properly heated • Incorrect tightening of bolts or other fasteners • Installing the wrong component • Using the wrong lubricant.

T

he voice of the engineering community speaks loud and clear in the following pages featuring the corporate profiles of those companies participating in the 2020 Executive Voice program presented by Plant Engineering magazine.

Our sincere thanks to all of the participants listed below:

Properly following job plans help prevent premature failure because of installation problems. An example of ways to properly install components is to use tools to install compression packing. Using tools and carefully following the correct job plan steps every time results in precise installation and provides the longest life for each component or asset (see Figure 2).

STEP 7: Inspection before restart

AutomationDirect Camfil Air Pollution Control Digi-Key Electronics Flexicon Corporation Graybar Lapp USA SEW Eurodrive, Inc. Spiroflow Tekleen

The plant team should give everything one more look before restarting the plant or process. Even when every step is taken and every job plan is followed, stuff happens. A motor is bumped during work on another piece of equipment, causing misalignment. Housekeeping staff accidentally hits a piece of equipment. A wrench left on an asset may have fallen.

These are a few examples of problems that could occur after proper installation. A quick review of all assets worked on helps prevent these types of problems. After the review, each asset should be restarted according to the proper procedures (refer to the manufacturer’s instructions or job plan for startup).

Look for more ways to improve and simplify

Outages are excellent opportunities to look for areas that can be improved by new or updated technology. Measurements can be taken, and new equipment considered for the next shutdown. These improvements can include: • Adding different seal types • Adding new bearing isolators to prevent lubricant leakage or contamination • Updating bushings and packing types for improved sealing and shaft protection. PE Steve Hall is the Southeast regional manager of SEPCO where he has worked for 21 years. Previously, he was a mechanic, machinist and electrician in several industries. Hall has been involved in field service on rotating equipment with maintenance crews for more than 11 years.

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őȔ˛Ȃ Ü- Ǡɱ ʀǗƜ ʸȫɡȂƉࢊɱ ȂƜőƉǠȚDž ȔőȚʗǂőžʀʗɡƜɡ ȫǂ ǠȚƉʗɱʀɡǠőȂ Ɖʗɱʀࡊ ǂʗȔƜ őȚƉ ȔǠɱʀ žȫȂȂƜžʀǠȫȚ ɱˁɱʀƜȔɱࡑ ĨƜ őɡƜ ő ƉǠʴǠɱǠȫȚ ȫǂ íʸƜƉǠɱǗ őǠɡ ˛ȂʀɡőʀǠȫȚ žȫȔɖőȚˁ -őȔ˛Ȃࡊ xȚžࡑ ²ʗɡ ˜őDžɱǗǠɖ ɖɡȫƉʗžʀ Ǡɱ ʀǗƜ Gold Series X-Flo ࡭díį࡮ Ɖʗɱʀ žȫȂȂƜžʀǠȫȚ ɱˁɱʀƜȔࡊ ʸǗǠžǗ Ǡɱ Țȫʸ ǠȚɱʀőȂȂƜƉ ǠȚ ȔȫɡƜ ʀǗőȚ ߠߞߞ ǂőžǠȂǠʀǠƜɱ őžɡȫɱɱ ʀǗƜ ĈȚǠʀƜƉ íʀőʀƜɱࡑ xʀ ǗőȚƉȂƜɱ őȂȂ ǼǠȚƉɱ ȫǂ ʀȫˀǠž őȚƉ žȫȔŵʗɱʀǠŵȂƜ Ɖʗɱʀɱ őȚƉ ǂʗȔƜɱࡊ ǠȚžȂʗƉǠȚDž ˛ȚƜࡊ ˛ŵɡȫʗɱ őȚƉ ǗƜőʴˁ Ɖʗɱʀ ȂȫőƉɱࡑ

Gold Series X-Flo (GSX) dust collection system

ùǗƜ díį ƜˀžƜƜƉɱ ²ío ȔőȚƉőʀƜɱ ǂȫɡ ǂőžʀȫɡˁ őǠɡ ɝʗőȂǠʀˁࡊ őȚƉ ʸǗƜȚ ƜɝʗǠɖɖƜƉ ʸǠʀǗ ő -őȔ˛Ȃ ƜˀɖȂȫɱǠȫȚ ʴƜȚʀࡊ ȫǂǂƜɡɱ ʀǗƜ ǗǠDžǗƜɱʀ žȫȔŵʗɱʀǠŵȂƜ Ɖʗɱʀ ƜˀɖȂȫɱǠȫȚ ɖɡȫʀƜžʀǠȫȚ ǠȚ őžžȫɡƉőȚžƜ ʸǠʀǗ ¡aÜ őȚƉ ùEį ɱʀőȚƉőɡƉɱࡑ &ƜžőʗɱƜ ʀǗƜ díį ȫɖƜɡőʀƜɱ ȔȫɡƜ Ɯǂ˛žǠƜȚʀȂˁࡊ Ǡʀ ɖʗȂɱƜࡹ žȂƜőȚɱ ȂƜɱɱ ǂɡƜɝʗƜȚʀȂˁࡊ ʸǗǠžǗ Ǘőɱ ŵƜƜȚ ɖɡȫʴƜȚ ʀȫ ɡƜƉʗžƜ žȫȔɖɡƜɱɱƜƉ őǠɡ žȫȚɱʗȔɖʀǠȫȚ ȔȫɡƜ ʀǗőȚ ߥߞࣸࡑ

ĨƜ őɡƜ őȂɱȫ ő ȂƜőƉƜɡ ǠȚ žȫȔŵʗɱʀǠŵȂƜ Ɖʗɱʀ ƜˀɖȂȫɱǠȫȚ ɖɡȫʀƜžʀǠȫȚࡊ ȫǂǂƜɡǠȚDž ő ǂʗȂȂ ɡőȚDžƜ ȫǂ ʀƜžǗȚǠžőȂ ɱƜɡʴǠžƜɱ ʀȫ ʀƜɱʀ Ɖʗɱʀɱ őȚƉ őȚőȂˁˎƜ ɱɖƜžǠ˛ž ȫɖƜɡőʀǠȚDž žȫȚƉǠʀǠȫȚɱࡑ ĨƜ žőɡɡˁ ő ʴőɡǠƜʀˁ ȫǂ ɖɡȫƉʗžʀɱ ʀȫ ȔǠʀǠDžőʀƜ Ɖʗɱʀ žȫȂȂƜžʀȫɡ ƜˀɖȂȫɱǠȫȚɱࡊ ǠȚžȂʗƉǠȚDž ƜˀɖȂȫɱǠȫȚ ʴƜȚʀɱ őȚƉ őȔŵǠƜȚʀ ǂʗȔƜ žȫȂȂƜžʀǠȫȚ ɱˁɱʀƜȔɱ ʸǠʀǗ oEÜ DžɡőƉƜ ˛ȂʀƜɡɱࡑ xȚ őƉƉǠʀǠȫȚ ʀȫ Ɖʗɱʀ žȫȂȂƜžʀȫɡɱࡊ ʸƜ ȫǂǂƜɡ ő ǂʗȂȂ ɡőȚDžƜ ȫǂ ɡƜɖȂőžƜȔƜȚʀ ˛ȂʀƜɡ žőɡʀɡǠƉDžƜɱ ʀǗőʀ ˛ʀ Ȕȫɱʀ ȫʀǗƜɡ Ɖʗɱʀ žȫȂȂƜžʀȫɡ ŵɡőȚƉɱࡑ ãƜɖȂőžǠȚDž ɱʀőȚƉőɡƉ ˛ȂʀƜɡɱ ʸǠʀǗ oƜȔǠÜȂƜőʀॊ ˛ȂʀƜɡɱ ǠȚžɡƜőɱƜɱ őȚˁ Ɖʗɱʀ žȫȂȂƜžʀȫɡࢊɱ ɖƜɡǂȫɡȔőȚžƜࡊ őȚƉ ʀǗƜ ˛ȂʀƜɡɱ Ȃőɱʀ ȔʗžǗ ȂȫȚDžƜɡࡑ ²ʗɡ ɖɡȫƉʗžʀɱ őɡƜ ʗɱƜƉ ǠȚ ȔőȚˁ ǠȚƉʗɱʀɡǠƜɱ ǠȚžȂʗƉǠȚDž őŵɡőɱǠʴƜ ŵȂőɱʀǠȚDžࡊ žǗƜȔǠžőȂ ɖɡȫžƜɱɱǠȚDžࡊ ǂȫȫƉ ɖɡȫžƜɱɱǠȚDžࡊ ȂőɱƜɡ žʗʀʀǠȚDžࡊ ɖȂőɱȔő žʗʀʀǠȚDžࡊ ȔőžǗǠȚǠȚDžࡊ ɖǗőɡȔőžƜʗʀǠžőȂ ȔőȚʗǂőžʀʗɡǠȚDžࡊ ʀǗƜɡȔőȂ ɱɖɡőˁࡊ ʸƜȂƉǠȚDž őȚƉ ȔǠȚǠȚDžࡑ

²ʗɡ ¡ȫɡʀǗ ȔƜɡǠžőȚ ǗƜőƉɝʗőɡʀƜɡɱ ǠȚ ȫȚƜɱŵȫɡȫࡊ ɡǼőȚɱőɱ ǗȫʗɱƜɱ ȔőȚʗǂőžʀʗɡǠȚDžࡊ ɱőȂƜɱ őȚƉ őƉȔǠȚǠɱࡹ ʀɡőʀǠʴƜ ȫǂ˛žƜɱࡑ ùǗƜ ǂőžǠȂǠʀˁ ǠȚžȂʗƉƜɱ ő ɱʀőʀƜࡹȫǂࡹʀǗƜࡹőɡʀ ʀƜɱʀ Ȃőŵ ʀȫ ɱǠȔʗȂőʀƜ ǂʗȂȂࡹɱžőȂƜ ʀƜɱʀǠȚDžࡊ ǠȚžȂʗƉǠȚDž ¡íxࡗ íoã E íʀőȚƉőɡƉ ߟߧߧ ʀƜɱʀǠȚDžࡑ ùǗǠɱ ʀƜɱʀǠȚDž ɖɡȫʴǠƉƜɱ žȫȔɖőɡǠɱȫȚ Ɖőʀő ȫȚ ƜȔǠɱɱǠȫȚɱࡊ ɖɡƜɱɱʗɡƜ Ɖɡȫɖࡊ žȫȔɖɡƜɱɱƜƉ őǠɡ ʗɱőDžƜࡊ ƜȚƜɡDžˁ žȫȚɱʗȔɖʀǠȫȚ őȚƉ ƜȔǠɱɱǠȫȚ ɡƜőƉǠȚDžɱࡊ ʀőǼǠȚDž ʀǗƜ DžʗƜɱɱʸȫɡǼ ȫʗʀ ȫǂ ƜɝʗǠɖࡹ ȔƜȚʀ ɱƜȂƜžʀǠȫȚ ʀȫ ǗƜȂɖ ǠƉƜȚʀǠǂˁ ʀǗƜ ŵƜɱʀ Ɖʗɱʀ žȫȂȂƜžʀǠȫȚ ƜɝʗǠɖȔƜȚʀ ǂȫɡ ʀǗƜ Ǵȫŵࡑ

Graeme Bell Ĝǟžƛ Õɝƛɭǟƈƛșɼࡎ ,őȓ˝ȁ Õ, ȓƛɝǟžőɭ

The recentlylaunched Gold Series X-Flo dust collector is now installed in more than 200 facilities across the United States.

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igi-Key Electronics, a global Internet-based distributor of electronic components, is an authorized distributor of more than 9.2 million components, including over 2 million in stock, from more than 800 trusted suppliers.

The company’s reputation extends worldwide through the continuous choice of Digi-Key’s customers as the provider of the widest range of electronic components in the industry, ready for immediate delivery.

wireless or lighting components, Digi-Key is a one-stop-shop for the solutions to all your application and design needs.

Digi-Key is the preferred supplier for Industrial Automation, Control and Safety products. They carry a broad line of products from advanced controls such as PLC, HMI and temperature controllers to accessories such as wire duct, safety switches and safety light curtains.

With excellent technical resources and same-day shipping, Digi-Key will get you the parts you need when you need them.

Rendering of Digi-Key’s PDC expansion, scheduled to open in July of 2021

With this wide range of products available in both design and production quantities, Digi-Key is the best resource for designers and buyers alike.

Product availability is one of the distinguishing features of Digi-Key from other electronic component distributors. They stock over two million products at their distribution center in Thief River Falls, MN. New products are added every day, in a continuous effort to offer the full range of electronic components required by the customer.

Whether semiconductor, passive, interconnect, electromechanical,

The company offers a vast selection of online resources including a range of EDA and design tools, featuring the DK IoT Studio; reference design library; on-demand multimedia library; a comprehensive article library; and community forums, among others.

Digi-Key also offers numerous Supply Chain solutions such as a complete set of APIs, bonded inventory, and just-in-time shipping, as well as a newly updated BOM manager.

Digi-Key prides themselves on the ability to provide the best possible service to customers. A customer can request electronic components or reach the talented team of technicians and application engineers 24 hours a day, seven days a week, 365 days a year

Dave Doherty President and COO

by phone, fax, e-mail or through the website.

From prototype to production, Digi-Key has the resources and products to take your design to the next level! Find out more at www.digikey.com.

Digi-Key prides itself on the ability to provide the best possible service to customers.

ɱőȂƜɱॆƉǠDžǠǼƜˁࡑžȫȔ ࡆ ߟࡹߦߞߞࡹߡߢߢࡹߢߣߡߧ www.digikey.com

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lexicon Corporation engineers and manufactures bulk handling equipment from stand-alone units to automated systems that are integrated with new or existing process equipment and storage vessels throughout the plant.

Virtually any bulk solid material or blend Flexicon equipment can handle virtually any bulk material, from large pellets to sub-micron powders including friable materials, free- and ȚȫȚࡹǂɡƜƜࡹ˜ȫʸǠȚDž ɖɡȫƉʗžʀɱࡊ őȚƉ materials that pack, cake, plug, smear, ˜ʗǠƉǠˎƜ ȫɡ ɱƜɖőɡőʀƜࡑ ǂʀƜɡ ȔȫɡƜ ʀǗőȚ 22,000 installations, Flexicon is knowledgeable about virtually all bulk materials and blends that customers are likely to encounter.

Lifetime Performance Guarantee The Flexicon Lifetime Performance Guarantee assures customers of a successful result, regardless of whether they purchase one piece of equipment or an automated plant-wide system, providing added assurance that customers can trust their process, and their reputation, to Flexicon.

Stand-alone equipment The Flexicon line of stand-alone ƜɝʗǠɖȔƜȚʀ ǠȚžȂʗƉƜɱࡉ aȂƜˀǠŵȂƜ ížɡƜʸ Conveyors, Tubular Cable Conveyors, ÜȚƜʗȔőʀǠž -ȫȚʴƜˁǠȚDž íˁɱʀƜȔɱࡊ &ʗȂǼ &őDž ĈȚȂȫőƉƜɡɱࡊ &ʗȂǼ &őDž -ȫȚƉǠʀǠȫȚƜɡɱࡊ &ʗȂǼ &őDž aǠȂȂƜɡɱࡊ &őDž 6ʗȔɖ íʀőʀǠȫȚɱࡊ 6ɡʗȔࡗ&ȫˀࡗ-ȫȚʀőǠȚƜɡ 6ʗȔɖƜɡɱ őȚƉ ĨƜǠDžǗ &őʀžǗǠȚDž őȚƉ &ȂƜȚƉǠȚDž íˁɱʀƜȔɱࡑ ¡ʗȔƜɡȫʗɱ ȔȫƉƜȂ žȫȚ˛DžʗɡőʀǠȫȚɱ are offered within each equipment category, as basic, low cost units up to engineered, automated, highcapacity machines.

Large-scale bulk handling projects Customers can alleviate the burden and risk of designing large-scale bulk handling systems, coordinating multiple suppliers, integrating components and trouble-shooting start-up, by relying on Flexicon’s ÜɡȫǴƜžʀ EȚDžǠȚƜƜɡǠȚDž 6ǠʴǠɱǠȫȚ ǂȫɡ Ǡʀ őȂȂࡑ

Designed and constructed to industry standards worldwide

Flexicon can evaluate customer material(s), plant layout, throughput rates, cost, cycle times and other parameters, and engineer the optimum solution to individual bulk handling problems in the form of - 6 ƉɡőʸǠȚDžɱ ʀǗőʀ ǠȚʀƜDžɡőʀƜ aȂƜˀǠžȫȚ and other equipment with new or existing equipment in the customer’s plant.

ȂȂ aȂƜˀǠžȫȚ ƜɝʗǠɖȔƜȚʀ Ǡɱ őʴőǠȂőŵȂƜ ǠȚ carbon steel with a variety of durable ǠȚƉʗɱʀɡǠőȂ ˛ȚǠɱǗƜɱࡊ őȚƉ ɱʀőǠȚȂƜɱɱ steel in industrial and food, dairy őȚƉ ɖǗőɡȔőžƜʗʀǠžőȂ ˛ȚǠɱǗƜɱࡊ ǠȚžȂʗƉǠȚDž ƉƜɱǠDžȚƜƉ őȚƉ žȫȚɱʀɡʗžʀƜƉ ǂȫɡ ߡࡹ žƜɡʀǠ˛žőʀǠȫȚ őȚƉ Ĉí6 őžžƜɖʀőȚžƜࡑ

In addition, Flexicon can test žʗɱʀȫȔƜɡ ȔőʀƜɡǠőȂɱ ȫȚ ǂʗȂȂࡹɱǠˎƜ ʀƜɱʀ equipment, build the equipment, supervise installation, validate the project, and train customer personnel to operate it— anywhere in the world.

David Gill President

Manufacturing on four continents Flexicon manufactures equipment ǠȚ ʀǗƜ Ĉíࡊ Ĉ ࡊ ʗɱʀɡőȂǠő őȚƉ íȫʗʀǗ ǂɡǠžőࡊ ȔőǠȚʀőǠȚɱ ƉƜƉǠžőʀƜƉ ǂőžʀȫɡˁ representation in Chile, France, dƜɡȔőȚˁࡊ xȚƉȫȚƜɱǠőࡊíǠȚDžőɖȫɡƜࡊ őȚƉ íɖőǠȚࡊ őȚƉ őȂɱȫ ȔőɡǼƜʀɱ equipment and systems through an ƜˀʀƜȚɱǠʴƜ ȚƜʀʸȫɡǼ ȫǂ ɖɖȂǠžőʀǠȫȚɱ Engineers worldwide.

The company holds 36 patents in 13 countries.

Flexicon Corporation ࣺߟ ߤߟߞ ߦߟߢ ߠߢߞߞ ࡆ ɱőȂƜɱॆ˜ƜˀǠžȫȚࡑžȫȔ ʸʸʸࡑ˜ƜˀǠžȫȚࡑžȫȔ

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y converging information technology (IT) and operational technology (OT), plant managers can collect and apply data in new ways to unlock hidden potential in their processes.

How IT and OT Come Together to Build Smarter Factories Consider two examples reported by McKinsey: a gold mine that enhanced reporting from existing sensors and increased yield by 3.7 percent – $20 million per year – or a car manufacturer that used customer purchasing data to reduce potential features on one model by three orders of magnitude compared to its competitor.

“Across all industries, we’re seeing global pressures on manufacturers to get cheaper and smarter with how they go to market,” says Michael Schneeweis, a Manager of Industrial Business at Graybar. When talking to stakeholders, Schneeweis stresses how the “new arms race is data in the manufacturing space.”

To create more responsive and adaptive operations, manufacturers are tying IT and OT together to ŵʗǠȂƉ ˜ƜˀǠŵȂƜ ɱˁɱʀƜȔɱ ʀǗőʀ ʗʀǠȂǠˎƜ a complete feedback loop. These smart factories look a lot different than their predecessors, where machines’ automated decisions were primarily linear and rooted in ő ƉƜ˛ȚƜƉ ɱƜʀ ȫǂ ɡʗȂƜɱࡑ Historically, for example, a manufacturing plant that experienced unplanned downtime when a key motor failed would ɡʗɱǗ ʀȫ ˛ˀ ʀǗƜ ɖɡȫŵȂƜȔ őȚƉ DžƜʀ ʀǗƜ production line running again.

This reactive approach may have corrected the immediate problem, but didn’t get to the root of the issue or provide insights to prevent it from happening again.

With the emergence of the Industrial Internet of Things (IIoT), plant managers can now view critical data points like production activity and maintenance schedules in real time, enabling faster decisionmaking and greater insight.

Luke Durcan, EcoStruxure director at Schneider Electric, tells plants to view IIoT as a “journey” versus a one-time event. “Before you spend any money, start with an internal

assessment,” he says. “Companies have been investing in technical infrastructure for years, and as a result they have a lot of disparate systems that are accumulating data.”

New intelligent devices and analytic software can bring systems together to better leverage information across a facility.

“When companies use IT and OT to increase production and decrease downtime,” says Schneeweis, “they can effectively boost their bottom lines while maintaining a productive work environment.”

Graybar has powered industry for over a century.

Talk with your local Graybar representative to see how we can help you enter the future of ƛǁ˝žǟƛșɼࡎ ɭőǁƛ ȩɓƛɝőɼǟȩșɭࡔ

LOGO Tel: 1-800-GRAYBAR www.graybar.com

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anufacturers deal with all types of challenging environments that put movable power, signal, and data cables and connectors to the ultimate test. LAPP products have a proven record of standing up to the most extreme factory conditions by providing the ideal levels of resistance to oil, water, wash-downs, temperature, and vibration. This helps our customers achieve the greatest productivity through decreased downtime and optimum uptime.

LAPP’s single-source electric connectivity solutions include a robust suite ȫǂ ɱʀőȚƉőɡƉ őȚƉ žʗɱʀȫȔࡹȔőƉƜ ɖȫʸƜɡࡊ žȫȚʀɡȫȂ őȚƉ Ɖőʀő ɱˁɱʀƜȔɱࡑ İȫʗࢊȂȂ ˛ȚƉ our products hard at work in an array of industries, including countless industrial and automated manufacturing applications, to a large degree because we understand the unique challenges found in most industrial environments including packaging, automotive, food & beverage, material handling, and robotics.

Headquartered in Florham Park, NJ, LAPP USA manufactures the highest quality cable, connectors, glands and industrial communication solutions to enable factory automation and future ready industrial LAPP’s North American Headquarters in production systems Florham Park, NJ and equipment. LAPP products are proven to withstand harsh industrial environment factors ǠȚžȂʗƉǠȚDž ʀȫɡɱǠȫȚ őȚƉ žȫȚʀǠȚʗȫʗɱ ˜ƜˀǠȚDžࡑ ²ʗɡ žʗɱʀȫȔ žőŵȂƜ őɱɱƜȔŵȂǠƜɱ ǂȫɡ power, data, signal, and control applications empower you to maximize your production through optimized connectivity.

Brock Horton Vice President

We understand the unique challenges found in most industrial environments including packaging, automotive, food & beverage, material handling, and robotics.

LAPP’s North America Laboratory is an active participant in the UL Client Test Data Program (CTDP) and CSA Supervised Manufacturer’s Testing for -ƜɡʀǠ˛žőʀǠȫȚ ࡭í ù-࡮ ÜɡȫDžɡőȔࡑ ÜÜࢊɱ Ĉ žƜɡʀǠ˛ƜƉ Ȃőŵȫɡőʀȫɡˁ ƜȚɱʗɡƜɱ ʀǗƜ highest quality, continuously tested industrial cables, connectors, and glands in the market.

LAPP USA ߦߞߞࡹߥߥߢࡹߡߣߡߧ ࡆ ǠȚǂȫॆȂőɖɖʗɱőࡑžȫȔ ʸʸʸࡑȂőɖɖȚőࡑžȫȔ ÜÜ -őȚőƉő ߧߞߣࡹߦߠߞࡹߣߢߧߠ ࡆ ǠȚǂȫॆȂőɖɖžőȚőƉőࡑžȫȔ ʸʸʸࡑȂőɖɖȚőࡑžȫȔ

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s a world leader in drive technology and a pioneer in drive-based automation, SEW-EURODRIVE has established ő ɡƜɖʗʀőʀǠȫȚ ǂȫɡ ɝʗǠžǼȂˁ ɱȫȂʴǠȚDž ʀǗƜ Ȕȫɱʀ ƉǠǂ˛žʗȂʀ ɖȫʸƜɡ transmission and motion control challenges. We introduced the gearmotor in 1931. Since then, we have been bringing the best in drive technology to our customers worldwide.

SEW-EURODRIVE offers much more than just components. We offer the expertise and electronics to drive them. Being a single source partner radically sets us apart from others. Our products őɡƜ ƉƜɱǠDžȚƜƉ ʀȫ ʸȫɡǼ ʀȫDžƜʀǗƜɡࡑ ¡ȫ ˛ȚDžƜɡࡹɖȫǠȚʀǠȚDžࡍ Furthermore, we make it very easy for engineers to do their own automation using our exclusive solution modules. No experience or programming required – perfect for new engineers. Your team will appreciate our value when they are able to be home with their families at nights and weekends instead of troubleshooting an application.

If you are short-staffed or cannot keep up with new technology, let us know. We can provide a complete engineering package from ɱʀőɡʀ ʀȫ ˛ȚǠɱǗࡊ ǠȚžȂʗƉǠȚDž ɖɡȫǴƜžʀ ɖȂőȚȚǠȚDžࡊ ɱȫǂʀʸőɡƜࡊ žȫȔɖȫȚƜȚʀɱࡊ commissioning, and worldwide support. Our team of automation experts understand the latest technology and can solve even the most complex motion control challenges.

Your team will appreciate our value when they are able to be home with their family at night and on weekends.

Innovation In addition to engineering excellence, SEW-EURODRIVE is also known for innovative new products. MOVIGEAR® is an all-in-one mechatronic drive solution for horizontal material handling. It combines the gear unit, motor, and electronics in one highly Ɯǂ˛žǠƜȚʀ őȚƉ ǗˁDžǠƜȚǠžőȂȂˁ ƉƜɱǠDžȚƜƉ unit. In fact, it recently reduced energy consumption by 40% at a major expansion of the LAX airport. MOVIGEAR also eliminates excess inventory since it allows the use of a single ratio to replace several different ratios.

Õð Õǟȁȩɼ ɭǟȓɓȁǟ˝ƛɭ ɼǖƛ žǖȩǟžƛɭ őșƈ ǟƈƛșɼǟ˝ƛɭ ő žʓɭɼȩȓ ɭȩȁʓɼǟȩș ǁȩɝ ƛőžǖ őɓɓȁǟžőɼǟȩș

Online Quotation Our PT Pilot® online drive selection tool quickly selects the perfect drive for your ɱɖƜžǠ˛ž ȚƜƜƉɱࡑ Üù ÜǠȂȫʀ ɱǠȔɖȂǠ˛Ɯɱ ʀǗƜ žǗȫǠžƜɱ őȚƉ ǠƉƜȚʀǠ˛Ɯɱ ő žʗɱʀȫȔ ɱȫȂʗʀǠȫȚ ǂȫɡ ƜőžǗ application within minutes.

This powerful and intuitive program includes őȂȂ ʀƜžǗȚǠžőȂ ƉȫžʗȔƜȚʀőʀǠȫȚ őȚƉ - 6 ˛ȂƜɱࡑ 6ȫȚࢊʀ ǼȚȫʸ ˁȫʗɡ oÜࡒ ¡ȫ ɖɡȫŵȂƜȔࡍ ²ʗɡ őɖɖȂǠžőʀǠȫȚ žőȂžʗȂőʀȫɡ ʸǠȂȂ ˛DžʗɡƜ Ǡʀ ǂȫɡ ˁȫʗࡑ Plus, you will get an immediate net price that we guarantee. Visit ptpilot.com

Flexibility Our products are based on a unique system of modular components that can be assembled ǠȚ ȂǠʀƜɡőȂȂˁ ȔǠȂȂǠȫȚɱ ȫǂ ƉǠǂǂƜɡƜȚʀ žȫȚ˛DžʗɡőʀǠȫȚɱࡑ So, every drive solution is custom built to ȫʗɡ žʗɱʀȫȔƜɡࢊɱ Ɯˀőžʀ ɱɖƜžǠ˛žőʀǠȫȚɱࡑ ²ʗɡ ˛ʴƜ regional assembly centers in the U.S. stock millions of dollars of our modular inventory for quick delivery of drive solutions and spare parts.

SEW-EURODRIVE…Driving the World

864-439-7537 www.seweurodrive.com

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ɖǠɡȫ˜ȫʸ Ǡɱ ő DžȂȫŵőȂ ȂƜőƉƜɡ ǠȚ ȔƜžǗőȚǠžőȂ ɖɡȫžƜɱɱ žȫȚʴƜˁǠȚDžࡊ ŵʗȂǼ ŵőDž ȂȫőƉǠȚDž őȚƉ ʗȚȂȫőƉǠȚDž ƜɝʗǠɖȔƜȚʀࡊ őȚƉ őȚ ƜȔƜɡDžǠȚDž ȂƜőƉƜɡ őɱ ő -ȫȚʀɡȫȂ íˁɱʀƜȔɱ xȚʀƜDžɡőʀȫɡࡑ ĨƜ ȂƜőƉ ʀǗƜ ǠȚƉʗɱʀɡˁ ǠȚ ɱőǂƜʀˁࡊ žȫȚʀőǠȚȔƜȚʀࡊ ɱőȚǠʀőʀǠȫȚࡊ ƜɡDžȫȚȫȔǠžɱࡊ ƉƜɱǠDžȚ őȚƉ ɱɖƜƜƉࡑ

&ƜDžǠȚȚǠȚDž ʸǠʀǗ ȫʗɡ ǂȫʗȚƉƜɡࢊɱ ɖǠȫȚƜƜɡǠȚDž ƉƜʴƜȂȫɖȔƜȚʀ ȫǂ ʀǗƜ ǠȚƉʗɱʀɡˁࢊɱ ˛ɡɱʀ ˜ƜˀǠŵȂƜ ɱžɡƜʸ žȫȚʴƜˁȫɡࡊ ȫʗɡ ȂǠȚƜ ȫǂ ȔƜžǗőȚǠžőȂ žȫȚʴƜˁǠȚDžࡊ ŵʗȂǼ ŵőDž ˛ȂȂǠȚDž őȚƉ ƉǠɱžǗőɡDžǠȚDž ƜɝʗǠɖȔƜȚʀ Ǘőɱ ɱƜʀ žʗʀʀǠȚDž ƜƉDžƜ ŵƜȚžǗȔőɡǼɱ ɱǠȚžƜ ʀǗƜ ߟߧߥߞɱࡑ ĨƜ žȫȚʀǠȚʗƜ ʀȫ ǠȚȚȫʴőʀƜ ʀȫ ȔƜƜʀ ʀȫƉőˁࢊɱ ɖɡȫžƜɱɱ ǠȚƉʗɱʀɡˁ ȚƜƜƉɱࡑ

åɓǟɝȩ˞ȩʴࢌɭ žȩɝɓȩɝőɼƛ ǖƛőƈəʓőɝɼƛɝɭ ǟș ȩșɝȩƛࡎ ,

ɱ őȚ ƜȚDžǠȚƜƜɡƜƉ ɱȫȂʗʀǠȫȚɱ ɖɡȫʴǠƉƜɡࡊ őȚƉ ƜɝʗǠɖȔƜȚʀ ²E ࡊ ʸƜ ȫǂǂƜɡ ʀǗƜ ǠȚƉʗɱʀɡˁࢊɱ Ȕȫɱʀ ƜˀɖőȚɱǠʴƜ ȂǠȚƜ ȫǂ ȔƜžǗőȚǠžőȂ ɖɡȫžƜɱɱ žȫȚʴƜˁǠȚDž ɱȫȂʗʀǠȫȚɱ őȚƉ ŵʗȂǼ ŵőDž ǗőȚƉȂǠȚDž ƜɝʗǠɖȔƜȚʀ ʀȫ žȫȚʴƜˁ ŵʗȂǼ ȔőʀƜɡǠőȂɱࡊ ŵȫʀǗ ɖȫʸƉƜɡ őȚƉ DžɡőȚʗȂőɡࡊ ʸǠʀǗǠȚ ˁȫʗɡ ɖɡȫƉʗžʀǠȫȚ ɖɡȫžƜɱɱࡑ

ĨǠʀǗ ȫʗɡ ˜ƜˀǠŵȂƜ ɱžɡƜʸࡊ Ɯɡȫ˜ȫʸ® őƜɡȫ ȔƜžǗőȚǠžőȂࡊ -őŵȂƜ˜ȫʸ® žőŵȂƜ ƉɡőDžࡊ -ǗőǠȚ˜ȫʸ®ࡊ őȚƉ 6ˁȚő˜ȫʸ® žǗőǠȚ ƉɡőDž žȫȚʴƜˁȫɡɱࡊ ǗőȚƉɱ ƉȫʸȚࡊ ʸƜ ȫǂǂƜɡ ʀǗƜ ʸǠƉƜɱʀ ɡőȚDžƜ ȫǂ ȔƜžǗőȚǠžőȂ žȫȚʴƜˁȫɡɱ ǂȫɡ Ɖɡˁ ŵʗȂǼ ɱȫȂǠƉɱ őȚƉ ǠȚDžɡƜƉǠƜȚʀɱࡑ &ƜžőʗɱƜ ʸƜ ȫǂǂƜɡ ɱʗžǗ ő ʸǠƉƜ ɡőȚDžƜ ȫǂ žȫȚʴƜˁǠȚDž

ȔƜʀǗȫƉɱࡊ ȫʗɡ ƜȚDžǠȚƜƜɡɱ ʸǠȂȂ ƜʴőȂʗőʀƜ ˁȫʗɡ ȚƜƜƉɱ ȫŵǴƜžʀǠʴƜȂˁࡊ ɱȫ ˁȫʗ ɡƜžƜǠʴƜ ʀǗƜ ǠƉƜőȂ žȫȚʴƜˁȫɡ ǂȫɡ ˁȫʗɡ őɖɖȂǠžőʀǠȫȚࡑ

ĨƜ őɡƜ őȂɱȫ ǼȚȫʸȚ ǂȫɡ ȫʗɡ ƜˀɖőȚɱǠʴƜ ȂǠȚƜ ȫǂ íɖǠɡȫ˛Ȃ® ŵʗȂǼ ŵőDž ˛ȂȂƜɡɱࡊ ŵʗȂǼ ŵőDž ʗȚȂȫőƉƜɡɱࡊ žȫȚʀɡȫȂ ɱˁɱʀƜȔɱࡊ ŵʗȂǼ ŵőDž žȫȚƉǠʀǠȫȚƜɡɱࡊ žʗɱʀȫȔ ƉƜɱǠDžȚƜƉ ǗȫɖɖƜɡɱࡊ ŵǠȚ őžʀǠʴőʀȫɡɱࡊ őȚƉ ŵǠȚࡊ ŵőDžࡊ ŵȫˀ őȚƉ ƉɡʗȔ ƉǠɱžǗőɡDžƜɡɱࡊ őɱ ʸƜȂȂ őɱ ƜȚƉࡹȫǂࡹ ȂǠȚƜ ɡȫŵȫʀǠž ɖőȂȂƜʀǠˎǠȚDž ɱȫȂʗʀǠȫȚɱࡑ

íɖǠɡȫ˜ȫʸ ʗʀȫȔőʀǠȫȚ íȫȂʗʀǠȫȚɱ xȚžࡑ ƜˀžƜȂɱ őɱ őȚ ƜȚƉࡹʀȫࡹƜȚƉ -ȫȚʀɡȫȂ íˁɱʀƜȔɱ xȚʀƜDžɡőʀȫɡ ʸǠʀǗ ƜˀɖƜɡʀǠɱƜ ǠȚ ǂȫȫƉ ɖɡȫžƜɱɱǠȚDžࡊ ɖőǠȚʀ őȚƉ žȫőʀǠȚDžࡊ őȔȔȫȚǠő ƉƜʀƜžʀǠȫȚࡊ ȔȫʀǠȫȚ žȫȚʀɡȫȂ őȚƉ ʀǗƜȔƜƉ ƜȚʀƜɡʀőǠȚȔƜȚʀࡑ

ɱ ő ǂʗȂȂࡹɱƜɡʴǠžƜ ǠȚƉʗɱʀɡǠőȂ žȫȚʀɡȫȂࡊ ȚƜʀʸȫɡǼǠȚDžࡊ őȚƉ őʗʀȫȔőʀǠȫȚ ɖɡȫʴǠƉƜɡࡊ ȫʗɡ ɖƜȫɖȂƜ ǗƜȂɖ ȔőǼƜ ˁȫʗɡ ȔőȚʗǂőžʀʗɡǠȚDž ɖɡȫžƜɱɱ ʸȫɡǼ ɱȔőɡʀƜɡ őȚƉ ȔȫɡƜ Ɯǂ˛žǠƜȚʀȂˁࡑ ¡ȫ ȔőʀʀƜɡ ʀǗƜ ǠȚƉʗɱʀɡˁ ȫɡ őɖɖȂǠžőʀǠȫȚࡊ ʸƜ ƉƜɱǠDžȚ őȚƉ ŵʗǠȂƉ žȫȔɖȂƜʀƜࡊ ǠȚʀƜDžɡőʀƜƉ ɱˁɱʀƜȔɱࡑ ĨƜ ƜȚɱʗɡƜ ȫʗɡ žʗɱʀȫȔƜɡɱ DžƜʀ ʀǗƜ Ȕȫɱʀ ȫʗʀ ȫǂ ʀǗƜ žȫȚʀɡȫȂ ɱˁɱʀƜȔɱ ɱƜɡʴǠžƜɱ ʸƜ ɖɡȫʴǠƉƜ őȚƉ őȂʸőˁɱ ɱʀɡǠʴƜ ʀȫ ƜˀžƜƜƉ ƜˀɖƜžʀőʀǠȫȚɱࡑ

ƜƜɖǠȚDž žʗɱʀȫȔƜɡ ɱƜɡʴǠžƜ őʀ ʀǗƜ ǂȫɡƜǂɡȫȚʀ ȫǂ ȫʗɡ ŵɡőȚƉࡊ íɖǠɡȫ˜ȫʸ Ǡɱ žȫȔȔǠʀʀƜƉ ʀȫ ɖɡȫʴǠƉǠȚDž ȫʗɡ žʗɱʀȫȔƜɡɱ ʀǗƜ ɡǠDžǗʀ ɱȫȂʗʀǠȫȚࡊ Țȫʀ Ǵʗɱʀ őȚˁ ɱȫȂʗʀǠȫȚࡊ ǂȫɡ ʀǗƜǠɡ ŵʗȂǼ ȔőʀƜɡǠőȂ ǗőȚƉȂǠȚDž őȚƉ őʗʀȫȔőʀǠȫȚ ȚƜƜƉɱࡑ ĨƜ Ɖȫ ʀǗǠɱ ŵˁ žȫȂȂőŵȫɡőʀǠȚDž ʀȫ ǂʗȂȂˁ ʗȚƉƜɡɱʀőȚƉ ˁȫʗɡ ʗȚǠɝʗƜ ǗőȚƉȂǠȚDž ȚƜƜƉɱࡑ ĨƜ ʀǗƜȚ žɡƜőʀƜ ɡȫŵʗɱʀࡊ ǠȚȚȫʴőʀǠʴƜ ɱȫȂʗʀǠȫȚɱ ʀőǠȂȫɡƜƉ ʀȫ ˁȫʗɡ ɱɖƜžǠ˛ž ɖɡȫžƜɱɱ ɡƜɝʗǠɡƜȔƜȚʀɱࡑ

Andy Forrester Vice President of Sales, Americas

ùǗƜȚࡊ ʸƜ ʀƜɱʀ őȚƉ ɡƜʀƜɱʀ ʀȫ ƜȚɱʗɡƜ ʸƜ ǗőʴƜ ʀǗƜ ɡǠDžǗʀ ɱȫȂʗʀǠȫȚࡑ ²ȚžƜ ʸƜ ƉƜȂǠʴƜɡࡊ ʸƜ ƉȫȚࢊʀ ɱʀȫɖ ʀǗƜɡƜࡊ ʸƜ ǗőʴƜ ő DžȂȫŵőȂ ȔƜžǗőȚǠžőȂ őȚƉ ƜȂƜžʀɡǠžőȂ ǠȚɱʀőȂȂőʀǠȫȚ őȚƉ žȫȔȔǠɱɱǠȫȚǠȚDž ʀƜőȔࡑ ĨǗƜʀǗƜɡ Ǡʀ Ǡɱ ǠȚɱʀőȂȂőʀǠȫȚ ɱʗɖƜɡʴǠɱǠȫȚࡊ žȫȔȔǠɱɱǠȫȚǠȚDžࡗ ƉƜŵʗDžDžǠȚDžࡊ ȫɡ ȫȚࡹɱǠʀƜ ʀɡőǠȚǠȚDžࡊ ʸƜ őɡƜ ǗƜɡƜ ʀȫ ɱʗɖɖȫɡʀ ˁȫʗࡑ ²ʗɡ ƜȚƉ DžȫőȂ Ǡɱ ʀȫ ǗƜȂɖ ˁȫʗ ǠȚžɡƜőɱƜ ɖɡȫƉʗžʀǠʴǠʀˁࡑ

ĨǗőʀ ˁȫʗ ɡʗȚ ʀǗɡȫʗDžǗ ȫʗɡ ƜɝʗǠɖȔƜȚʀ Ǡɱ ˁȫʗɡ ŵʗɱǠȚƜɱɱ ࡶ Ǘȫʸ ˁȫʗ ǼƜƜɖ Ǡʀ ɡʗȚȚǠȚDž Ǡɱ ȫʗɡɱࡍ

íɖǠɡȫ˜ȫʸ Ǡɱ committed to providing our customers the right solution, not just any solution.

ɱőȂƜɱॆɱɖǠɡȫ˜ȫʸࡑžȫȔ ࡆ ߥߞߢࡹߠߢߤࡹߞߧߞߞ ɱɖǠɡȫ˜ȫʸࡑžȫȔ

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ideon Brunn is the president and founder of Tekleen Automatic Filters, Inc. Tekleen designs and builds industrial ɱǠˎƜƉ ʸőʀƜɡ ˛ȂʀɡőʀǠȫȚ ɱˁɱʀƜȔɱ to businesses across a wide spectrum of industries, from golf courses to petrochemical plants. ùǗƜ ˛ȂʀƜɡɱ őɡƜ ¡íaࡹߤߟ žƜɡʀǠ˛ƜƉ ʸǠʀǗ ߠ ȔǠžɡȫȚ ˛ȂʀɡőʀǠȫȚ ȂƜʴƜȂࡑ íʀőɡʀƜƉ ŵˁ &ɡʗȚȚ ǠȚ ߟߧߦߢࡊ ʀǗƜ žȫȔɖőȚˁ Ǘőɱ ʀǗɡǠʴƜƉ ǂȫɡ ȫʴƜɡ ߡߞ ˁƜőɡɱࡊ ʸǠʀǗ ߟߞࡊߞߞߞ žȂǠƜȚʀɱ worldwide and more than 25,000 ˛ȂʀƜɡ ɱˁɱʀƜȔɱ ɱȫȂƉࡑ ȚƉ ʀǗȫʗDžǗ his business is global, with a client roster that includes some of the largest corporations in the world (General Electric, ¡ƜɱʀȂƜࡊ ÜƜɖɱǠࡊ -ȫžő -ȫȂőࡊ ʀȫ ȚőȔƜ ő ǂƜʸ࡮ࡊ ǗƜ ɡʗȚɱ ő ʴƜɡˁ ʀǠDžǗʀ ɱǗǠɖ ʸǠʀǗ ő ɱȔőȂȂࡊ žȂȫɱƜ ǼȚǠʀ ǂőȔǠȂˁ ȫǂ ƜȔɖȂȫˁƜƜɱࡑ

EőžǗ ɱˁɱʀƜȔ Ǡɱ žʗɱʀȫȔ ƉƜɱǠDžȚƜƉ to the client’s particular speciࡹ ˛žőʀǠȫȚɱࡑ &ɡʗȚȚ ƜˀɖȂőǠȚɱ ʀǗőʀ ʀǗƜ ɖɡȫžƜɱɱ ʗɱʗőȂȂˁ ɱʀőɡʀɱࡊ ʴƜɡˁ ɱǠȔɖȂˁࡊ ŵˁ ǗőʴǠȚDž ő žʗɱʀȫȔƜɡ ˛ȂȂ ȫʗʀ ʀǗƜǠɡ őɖɖȂǠžőʀǠȫȚ ɱɖƜžɱ ȫȚ ʀǗƜ žȫȔɖőȚˁ ʸƜŵɱǠʀƜ ǂȫɡȔ (www.tekleen.com/contact/).

ușƈʓɭɼɝǟőȁ ɭǟˊƛƈ ʴőɼƛɝ ˝ȁɼɝőɼǟȩș ɭʽɭɼƛȓ

&ɡʗȚȚ ʀǗƜȚ ɖƜɡɱȫȚőȂȂˁ ȫʴƜɡɱƜƜɱ each order to completion. Often times he requests water samples to be sent to his headquarters in Los Angeles for he and his team ȫǂ ǗǠDžǗȂˁ ɱǼǠȂȂƜƉ ʀƜžǗȚǠžǠőȚɱ őȚƉ

ƜȚDžǠȚƜƜɡɱࡊ ʀȫ ʀƜɱʀࡑ ùǗǠɱ ǗőȚƉɱࡹȫȚ őɖɖɡȫőžǗ Ǘőɱ ɱƜɡʴƜƉ ʀǗƜ žȂǠƜȚࡹ tele well and continues through ʀȫ ʀǗƜ ƉƜȂǠʴƜɡˁ őȚƉ ȫȚࡹɱǠʀƜ ɱʀőɡʀ ʗɖ ȫǂ ʀǗƜ ɱˁɱʀƜȔࡑ Tekleen prides itself on the ƉƜʀőǠȂɱ őȚƉ ɖƜɡɱȫȚőȂ žőɡƜ DžǠʴƜȚ ʀȫ ƜőžǗ ɱˁɱʀƜȔ Ǡʀ ƉƜʴƜȂȫɖɱࡑ EȚʴǠɡȫȚȔƜȚʀőȂȂˁ ǂɡǠƜȚƉȂˁࡊ ʀǗƜǠɡ őʗʀȫȔőʀǠž ɱƜȂǂ žȂƜőȚǠȚDž ˛ȂʀƜɡɱ operate on water pressure alone őȚƉ ʀǗƜ žȫȔɖőȚˁ ŵɡőDžɱ ʀǗőʀ ʀǗƜˁ ȔőǼƜ ࢉɱʀőǠȚȂƜɱɱ ɱʀƜƜȂ ˛ȂʀƜɡɱ at carbon steel prices’. Their clients agree and return again and again to Brunn and his ʀƜőȔ ȫǂ ࢉƉǠɡʀˁ ʸőʀƜɡࢊ ƜˀɖƜɡʀɱࡑ

Gideon Brunn President and Founder

Mr. Brunn, a tall, ȂőȚǼˁ DžƜȚʀȂƜȔőȚࡊ ő Ȃő ǠȔȔˁ íʀƜʸőɡʀࡊ Ǘőɱ a rather straight ǂȫɡʸőɡƉ ɖǗǠȂȫɱȫɖǗˁ about business: ‘it’s not what you say, it’s what you do… for your customers, the environment and your employees.’

ߦߞߞࡹߡߡߤࡹߟߧߢߠ ࡆ DžǠƉƜȫȚॆʀƜǼȂƜƜȚࡑžȫȔ ࡆ ʸʸʸࡑʀƜǼȂƜƜȚࡑžȫȔ

Does This Look Familiar?

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2672 S. La Cienega Blvd, Los Angeles, C A 90034 USA (800) 336-1942 (310) 839-2828 www.tekleen.com inf o@tekleen.com

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The new Orival Model ORZ selfcleaning screen filter requires only about 1/3 as much water for the screen cleaning process as conventional filters. Models are available with 2-24 inch connections and greatly increased screen areas.

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PLANT ENGINEERING

January/February 2020

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39

CONTACTS

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KEVIN PARKER, Editor KParker@CFEMedia.com JACK SMITH, Managing Editor JSmith@CFEMedia.com KATIE SPAIN NAREL, Art Director KSpain@CFEMedia.com AMANDA PELLICCIONE, Director of Research 860-432-4767, APelliccione@CFEMedia.com CHRIS VAVRA, Production Editor CVavra@CFEMedia.com SUSIE BAK, Production Coordinator SBak@CFEMedia.com

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SEW-EURODRIVE, Inc.

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January/February 2020

PLANT ENGINEERING

www.plantengineering.com

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