PE_20_09

Engineering Leaders Under 40

PlantEngineering.com

Emissions tackled at Hyundai Steel Also in this issue: • Field test 3-phase squirrel cage motors • Specify grab sampling systems • Validate machines with virtual commissioning

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Technology

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SEPTEMBER 2020

SOLUTIONS 27 | Top 10 considerations for virtual QMS audit success 30 | Wet electrostatic precipitators are proven for emission control and gas cleaning 34 | How to field test 3-phase squirrel cage motors 38 | How to validate machines with virtual commissioning Cover image courtesy: Beltran Technologies

Editor’s Insight 5 | Software still eating world

INSIGHTS 7 | Three reasons why businesses should invest in automation technology 10 | Will cobots replace people in manufacturing?

14 | Advanced capabilities are being incorporated into EAM systems

41 | Select and specify efficient, accurate grab sampling systems 43 | PC control redefines intralogistics distribution center efficiency 46 | Edge I/O brings more connectivity to field devices and sensors 49 | Covid-19 accelerates digital transformation

INNOVATIONS 51 | New Products for Engineers

INSIDE: IIoT FOR ENGINEERS

ENGINEERING LEADERS UNDER 40

3 | Turn SCADA data into greater profitability

17 | Younger workforce leads the way for manufacturing

5 | End users, OEMs and technology partners engage on IIoT

PLANT ENGINEERING (ISSN 0032-082X, Vol. 74, No. 7, GST #123397457) is published 10x per year, monthly except in January and July, by CFE Media and Technology, 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 and Technology, LLC. All rights reserved. PLANT ENGINEERING is a registered trademark of CFE Media and Technology, LLC used under license. Periodicals postage paid at Downers Grove, IL 60515 and additional mailing offices. Circulation records are maintained at CFE Media and Technology, LLC, 3010 Highland Parkway, Suite #325, Downers Grove, IL 60515. E-mail: pe@omeda.com. Postmaster: send address changes to PLANT ENGINEERING, PO Box 348, Lincolnshire, IL 60069. Publications Mail Agreement No. 40685520. Return undeliverable Canadian addresses to: PO Box PO Box 348, Lincolnshire, IL 60069. Email: pe@omeda.com. Rates for non-qualified subscriptions, including all issues: USA, $165/yr; Canada/Mexico, $200/yr (includes 7% GST, GST#123397457); International air delivery $350/yr. Except for special issues where price changes are indicated, single copies are available for $30 US, $35 foreign. Please address all subscription mail to PLANT ENGINEERING, PO Box 348, Lincolnshire, IL 60069. Printed in the USA. CFE Media and Technology, LLC does not assume and hereby disclaims any liability to any person for any loss or damage and caused by errors or omissions in the material contained herein, regardless of whether such errors result from negligence, accident or any other cause whatsoever.

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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.

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INSIGHTS

By Kevin Parker, Editor

Software still eating world When Marc Andreesen said that software is eating the world, he highlighted the shift from a hardware-based to a software-based economy. Also, that software is modeling the world around us in an increasi n g l y c o mp r e h e n s i v e way.

Not to mention that software is a high-growth, high-margin business.

Because running a software company is different than running a hardware company is one reason why in 2018 Schneider Electric combined its software assets with those of Aveva, in which Schneider remains a major stockholder.

In late August, Aveva agreed to acquire OSIsoft for $5 billion. OSIsoft’s PI system collects, normalizes, stores and streams real-time, high-fidelity operational data to applications, analytics and AI and ML platforms.

“PI is the leading data historian platform for aggregation and visualization of real-time data. It is an open infrastructure to support best-of-breed ecosystems and it is scalable from small to midsize to the largest enterprises,” Craig Hayman, CEO of Aveva, said in a news conference held on Zoom.

At the same event, Dr. Pat Kennedy, founder and head of OSIsoft, pointed out that OSIsoft was, for a software company, old. “OSIsoft was founded in 1980 while Microsoft started in 1978.”

The industrial sector was one of the first to embrace the digital, but its use today lacks the scale and scope found in other sectors, such as retail or banking.

“It’s the decoupling of software and hardware that will bring Aveva and OSIsoft together. The architecture will be edge, on-premise or cloud, depending on the use involved. Yes, there will be distributed historians on drones, drives and compressors, but there will also be trillion-point systems,” Kennedy said. www.plantengineering.com

Aveva is acquiring OSIsoft for $5 billion. In the press conference Hayman said this included $4.4 billion cash and $600 million in Aveva stock shares, making Kennedy the largest individual stockholder in the company, equivalent to about 4% of the enlarged company.

The sale will close by year’s end. OSIsoft had been backed

by SoftBank, the Tokyo-based holding company that runs Vision Fund, the world’s largest technology focused venture capital fund, with more than $100 billion in capital.

According to a recent piece in The Washington Post, the fund and its chairman, Masayoshi Son, have faced mounting criticism, having lost $18 billion in 2019, including for big stakes in Uber and WeWork. But OSIsoft is a different matter. Son paid a little under $1 billion for a 45% stake in 2017. The fund will secure a 150% return on that investment, given the $5 billion Aveva is paying for OSIsoft.

OSIsoft’s 40 years of success comes as a software provider native to the industrial automation space, rather than ones migrating from consumer or other sectors. Many of the editors who cover industrial automation have known Pat Kennedy and his company for most of those 40 years.

In fact, one editor remembers a time during the dot-com boom of the 1990s when Kennedy was not so inclined to give up control of his company. One prominent research analyst firm had published a note saying that OSIsoft’s revenues were at the point where it was time to sell. (Companies with revenues of $50 million or less at the time were being bought up by larger automation companies.) Kennedy waxed indignant.

“Who are they to tell me to sell my company?” he said.

Everything in its time. Everything in its time. PE

PLANT ENGINEERING

Septemer 2020

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INSIGHTS DIGITAL TRANSFORMATION

By Gustavo Sepulveda

Three reasons why businesses should invest in automation technology Process automation is one of the most valuable additions a team can make in terms of digital transformation

A

s information technology (IT) leaders plan their upcoming fiscal year budgets, there are many investments to consider.

However, it’s possible the most important budget to consider is how to support its business’ continuous digital transformation. Whether that means investing in mobile devices for its employees or replacing legacy machine infrastructure, committing to digital transformation is the key to any company’s success. A specific area many businesses are looking into for their warehouse and plant operations is process automation technology, including tools for predictive maintenance.

According to a 2019 Peerless Research Group survey, there is an ongoing push to infuse more ongoing software, automation and robotics into the warehouse. Of the 32% of companies looking to invest in these technologies over the next 12 months, 40% want more robotics and smart planning technologies. Automation is winning over businesses as it has the potential to save hundreds of thousands of dollars as errors and turnaround time decrease.

There are many potential routes a company can go when choosing the right automation technology for its worth, but predictive maintenance technologies are a key place to start. While the benefits of process automation vary, there are many reasons why innovating and adapting technology is beneficial to a company, including safety, quality assurance, production efficiencies and more. Here are three reasons why companies should invest in process automation technology, including top advantages such as having a deeper visibility into key technical processes, an increase of operational reliability and the ability to maximize the potential of resources.

1. Clear visibility into technical

processes

Organizations are continually looking for ways to gain greater visibility into their operations to make proactive, informed decisions. No matter the size of a company, many are working with a blend of legacy and modern infrastructure as key components to the

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workflow. Automation technology is what weaves together this infrastructure to make a cohesive and agile system. To gain clear visibility into technical operations, an organization must be prepared for what’s to come. Key decision makers must always be a few steps ahead of the game to execute a desired task with precision. To do so, process automation tools clear the path to efficiency with data-driven solutions for operational accuracy. Implementing process automation is one of the most valuable additions a team can make in terms of digital transformation as it offers wide visibility into operations, which then leverages information for operational reliability and efficiency.

2. Enhanced reliability for smooth operations

Functional optimization of machines is key to meeting customer expectations and delivering a quality product. To optimize machinery, companies must be able to predict when issues may occur. To detect issues, however, companies need to make the shift from reactive to proactive. Instead of correcting an operational malfunction during or after it has occurred, companies need to live in the preventive and predictive mindset. With the assistance of predictive maintenance tools, such as sensor technology and predictive software, operations can run reliably by identifying issues before they happen.

Smart technology like this allows a smooth running and trustworthy operations with automation to back up manual resources.

3. Maximizing the potential of valued resources

The need for efficiency has never been greater as companies deal with the confines of remote work.

When looking at efficiency, there are many driving factors and resources to consider such as existing tools and human capabilities. Companies need to work with what they have, matched with new automation investments, to perform the cleanest of tasks at peak potential. Relying on process PLANT ENGINEERING

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INSIGHTS DIGITAL TRANSFORMATION

Figure 1: The NPMWX from Panasonic is sophisticated automated printed circuit board assembly equipment. Image courtesy: Panasonic North America

automation solutions not only allows compan i e s to b e tte r manage inventory with speed a n d a c c u r a c y, but also provides the opportunity to maximize all resources without sacrificing quality. With confidence in smart automation tools, performance capabilities can increase drastically, all while saving on budgets and increasing return on investment (ROI).

Leveraging automation for success

Once businesses understand the benefits of automation technology, they can begin

to have key conversations on how to implement. The benefits to having visibility in technical processes, an increase of operational reliability and maximizing the potential of existing resources is vast and can save companies immensely on their bottom line.

To prepare for making the investment, companies must study their level of performance and identify its key downfalls in its current workflow, including excess material and downtime. Once those gaps are identified and understood, a plan can be put in place on how to minimize machine downtime and what exactly are the needs of the specific workflow.

Once the problem is identified and the plan is laid out, it is then time to invest and reap the benefits of process automation. Whether companies are looking toward artificial intelligence, Industry 4.0 or internet of things (IoT) technologies, smart tools for automation will greatly reduce costs and increase efficiencies for businesses across industries. The key to success is to look at your workflow with a holistic view for seamless connectivity and productivity. PE Gustavo Sepulveda is process automation business head at Panasonic North America.

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INSIGHTS COLLABORATIVE ROBOTS

By Joe Schwartz

Will cobots replace people in manufacturing?

The debate has been long — and shall continue — whether automation replaces humans or increases productivity, quality and safety

A

rticles about automation in manufacturing, particularly robotics and collaborative robots, sometimes called “cobots,” appear frequently in the press. The headline message often is focused on eliminating jobs and replacing workers.

Every time I hear someone mention that automation is replacing people, I start to fidget as I prepare for a debate. In Minnesota, we sometimes call this the “yeah-buttal.”

We seem to have long forgotten that computers with spreadsheet, word processing and presentation software have replaced slide-rules, calculators, typewriters, transparency film and so on, as well as stenographers and others who used these low-tech tools. Thankfully. Of course, we use the computers,

and we are much more productive. The combination of computer software and hardware might be considered a form of automation (as well as communication, entertainment and a host of other functions), and society has accepted this.

Manufacturing is different

The dynamic is different in manufacturing automation where there are still humans engaged in direct labor on the factory floor — or at least on many of them — and to the degree that automation may enable the elimination of jobs, automation is sometimes viewed as a threat. We’ve all heard stories of sabotage by disgruntled employees in automotive plants and the like, although such instances were likely overstated. The source of disgruntlement may or may not have been the machine — it was just an innocent victim in either case.

What is the purpose of automation? Is its goal to replace people? Consider the data. According to the Federal Reserve Economic Data (FRED), the U.S. Industrial Production Index shows a continual rise in industrial production since the 1920s, notwithstanding the temporary recessionary blips in years such as 2009. Also, according to the Fed, U.S. manufacturing employment peaked around 1979 at nearly 20 million people, but since then has dropped to only a little more than 12 million in 2017. Again, according to FRED, production output per employee has literally doubled since 1990.

The scenario portrayed above is clear: U.S. manufacturers are producing more output with fewer workers. Depending on your perspective, that may not sound good. It may sound like a lot of unemployed folks. However, if all those people simply became unemployed, then the unemployment rate Figure 1: A universal robot with Robotiq gripper. A robot arm is faster, more precise and usually stronger than a human arm, and is programmed to do a specific, repetitive task with little maintenance. All images courtesy: Motion Industries

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should have risen accordingly, and dramatically.

Instead, the U.S. seasonally adjusted employment rates of 6% to 8% in the late 1970s have dropped to around 4% just prior to the recent COVID-19 period.

So, yes, automation (and other factors) have enabled much higher levels of production output with fewer people, and I readily admit that reducing labor costs is indeed one of the goals.

Automation’s higher purpose

Ironically, however, in all my years of working in the automation industry, I’ve rarely felt as if the sole or even primary purpose of such investment was to eliminate jobs. More often, the higher purpose was to increase output, improve safety or improve quality and precision. Consider a canning line running at 1,800 cans per minute. Only an automated filling line could accomplish such a thing. Envision a stamping press that, without proper controls, could easily sever the operator’s hands or take a life. Think about the sanitary and precision requirements of medical device production or semiconductor fabrication. Many of these processes are only possible with automation.

Most manufacturing firms, and even entire industries, today can exist only if they automate; and for those of us in the automation industry, that gives us a great sense of purpose. We help our customers do what they do, make what they make, to stay in business and often it is the only way they can continue to operate here in the United States. By contrast, for some time China was viewed as not being as highly automated due to lower labor costs. But since 2013, China has been the largest robot market in the world due to all the reasons above — it’s not just about reducing labor.

In the most general sense, automation is machinery. Computerized numeric controls (CNCs) for machining; packaging machines for food, beverage or other consumer goods; conveyors for moving product from one station to the next — just look around at every object in sight that was manufactured somewhere — your windows, your computer and all its components, your eyeglasses, your flooring, your credit cards, are possible due to some level of automated machinery — even your car is a machine that replaced a horse, and I don’t hear anyone complaining about that.

Robots as poster child

However, a certain form of automation is frequently the poster child for those who want to focus not on the merits and necessity of automation, but on the resulting efficiency and productivity from automawww.plantengineering.com

tion of manual processes, and elimination of jobs: the robot.

Robots are not new. The earliest invention of what could be considered a robot was by George Devol of Louisville, KY, in the 1950s. He called the invention “Unimate,” short for “universal automation.”

It was considered “universal,” because, unlike most machines that had a specific purpose, the Unimate could be outfitted and programmed to do many different jobs (although a far cry from truly “universal”). Devol was not successful commercially, but Joseph Engleberger purchased the patent in the 1960s and ultimately succeeded in deploying many robots under the brand “Unimation.” Since then, of course, many other firms globally have launched many other models, usually recognizable mostly due to their brand’s prominent signature color — often bright yellow, orange, blue or so on. These robots have been used increasingly along with machinery in all sorts of factories.

By the way, we’re focusing here on industrial robots, those used in manufacturing, but we’re also seeing robotic inventions in completely different contexts such as in vacuuming your floor. That’s another discussion entirely, although it’s probable that such proliferation will drive a higher level of societal acceptance of the poor, beleaguered robot.

Why is the robot so often the target of such misguided criticism? Well, it has arms. Actually, it typically has just one arm, and in the industry is even sometimes simply called an “arm.” A robot arm is faster, more precise and usually stronger than a human arm (see Figure 1). It never gets tired, needs a bathroom break or calls in sick. It is programmed to do a specific, repetitive task, and typically requires little maintenance.

Unfortunately, unlike a human, a robotic arm does not have eyes, although certain television shows and sci-fi movies did feature such human-like mechanical creatures, with legs even. (By way of disclosure, many robots do use vision guidance, although such hardware doesn’t attempt to mimic the appearance of a human, except for one misguided firm who actually marketed a robot with eyes on a display screen — they even blinked.)

A real robot arm is typically fixed-mounted, either on the floor or on a pedestal or table, and programmed to follow a specific path — often quite rapidly and with a lot of mass driven by powerful servo motors, so you do not want to get in its way.

Sometimes, such as in welding applications, the arm isn’t necessarily moving rapidly, but the operation itself is hazardous, so one would not want to be too close in these cases. For these and other reasons, the PLANT ENGINEERING

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INSIGHTS COLLABORATIVE ROBOTS

it. A risk assessment always should be performed, which still sometimes results in the application being guarded, even though the robot is a “cobot.”

An example would be if the robot is moving a sharp or protruding part that could cause injury, even with the slightest collision.

The term collaborative also can have a secondary meaning relating to the way it is trained. Rather than purely by entering speed and coordinates via a keyboard or pendant, they often may be trained by moving from point A to point B with the human hand, a nice collaboration of human and machine.

Although the ease of programming is not the primary value proposition of a collaborative robot, it is often a very compelling advantage that has helped to sell many such arms.

Will cobots eliminate jobs?

Figure 2: View of a universal robot in a machine tending application.

area in which the robot operates must be protected from human access while it is operating, and there are plenty of standards mandating this. Sometimes, the guarding is like a cage around just the robot and its operation, called a “robot cell.” Other times, as with spot-welding robots on an automotive assembly line, an entire area containing several robots working in concert is guarded to keep people out, and the line will cease to operate if a door to the area is opened, or if a scanner detects something/someone in the area that shouldn’t be there.

Enter, collaborative robots

Until this past decade, industrial robots were guarded. But then came along the collaborative robot.

The essence of the term collaborative means that it can collaborate or operate in collaboration with humans. How can this be, and how is it not dangerous? The robot design is such that it is limited in power and force, including a feature that stops the robot instantly if a collision is detected, which can be accomplished several different ways. In many applications, the robot can be deployed without guarding

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Let’s return to the question of whether a collaborative robot can eliminate jobs and whether the dynamic is different than any other form of automation. We’ve already indicated that direct labor reduction is one of several goals of automation in general, and the data shows increasing industrial output over the years, while manufacturing employment has dropped in the same period. While I’m certainly a proponent of automation in general, I would posit that the collaborative robot is especially suited to reducing the number of people on the factory floor in a one-by-one basis — remove a person, replace with a robot. Why? If an employee is performing a repetitive task for many hours a day, it often is relatively easy to implement a collaborative robot in his or her place in a relatively short time frame due to the ease of programming and setup, and without all the guarding required by traditional robots. For these same reasons, the collaborative robot also is much more affordable (not just the cost of the robot, but the installed cost, which avoids much of the engineering time and “robot cell” hardware) and therefore more easily justified financially, so it simply follows that more of them are likely to be deployed.

To be clear, we say it often is relatively easy to deploy a cobot, but certainly there are many applications where deployment of any kind of automation is challenging. Notable examples are where the product being manufactured or processed is either difficult to handle or is not very repeatable such as in clothing, where so much of its production has continued to move around the globe in search of the absolute lowest labor cost, or in meat processing, which (as of this writing) is often in the news due to COVID19 outbreaks. The core reason for such outbreaks is www.plantengineering.com

01– 03 December

Figure 3: Another view of a universal robot in a machine tending application.

2020

the large number of workers, employed near each other as they perform their butchering duties on an irregular and complex “product.” There will likely be some success in increasing automation in these facilities — certainly, the motivation is there, but to date, such achievements have been elusive.

A final point about using collaborative robots to reduce human labor — perhaps the best examples of successful deployment are in production facilities where there are multiple stations performing the same type of process such as in a machining facility with multiple CNC machines.

Consider a facility with 30 CNC machines cranking out automotive components (see Figures 2 and 3). Without robotics, you may need 20 employees to tend all the machines (keeping a supply of blanks, placing the blanks into the CNC and then pulling them out afterward). With cobots deployed on the CNCs, or at least most of them, the operation may require only 5 to 10 operators — a meaningful reduction in labor — and as a bonus, a safer operation from the social distancing standpoint.

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Looking ahead

It’s important to note that the employees mentioned above need to be more highly trained to operate collaboratively with the robots, and just as important, it’s necessary to employ or contract with someone who knows how to program and install the robots. Fewer people are indeed required, but they are generally better trained and more highly compensated. Manufacturing is once again a great place to build a career. What beautiful irony — reducing labor expenses with more highly paid employees. PE Joseph H. Schwartz is vice president group executive, Mi Automation Solutions Group at Motion Industries. He has a BSME from Purdue University and an MBA from Washington University in St. Louis. Schwarz was CEO of BRAAS Company when Motion Industries acquired it in 2016.

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INSIGHTS

ENTERPRISE ASSET MANAGEMENT

By Megha Tatiya

Advanced capabilities are being incorporated into EAM systems Tools are meant to support actionable insights

A

sset management takes care of an asset from the day it is installed to the day it is decommissioned. In between, a world-class enterprise asset management system helps companies get the most out of their resources. Fortunately, company assets are smarter than ever before. As technology continues its rapid evolution, organizations are using complex digitalized assets to improve efficiency, output and safety. As technologies become more advanced, the systems that manage them need to keep pace.

Asset management tools

One important feature of today’s advanced asset management is predictive maintenance. It can prevent equipment breakdowns before they occur.

Maintenance is less disruptive than repair. Smart assets and an integrated system can keep asset managers one step ahead.

Technologies that are taking asset management to the next level include the Internet of Things, geospatial information systems, building information modeling, intelligent Cloud, Big Data and artificial intelligence. Each tool manages vast blocks of data to provide actionable insights.

The Internet of Things (IoT): There was a time when mobile telephones simply made and received phone calls. Today, mobile users with an Internet connection can close their garage door, check their home security system or start their robot vacuum from anywhere in the world. IoT is how connected devices talk to one another. Using sensors and cloud platforms, systems like Watson IoT and NordicId allow physical assets to communicate information about how they are performing. IoT-connected assets share data in real time. This information can help prevent maintenance issues or identify opportunities to improve. IoT-based asset management can increase efficiency, raise productivity, automate maintenance, and predict future needs.

For example, Lufthansa puts IoT in action. The airline uses an IoT strategy to mine data from its

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maintenance, repair and overhaul operations and make it available to customers. Real-time aircraft, airport and weather sensor data optimize operations and on-time performance. This focused real-time strategy allows Lufthansa to consistently deliver an exceptional customer experience.

Geospatial Information Systems (GIS): GIS is like Google Maps for assets. It visualizes the spatial relationships between assets, allowing companies to make cost-effective decisions about where to spend resources. GIS platforms like Maximo Spatial and ArcGIS can help maintenance crews reduce travel time by servicing assets near one another. GIS can also identify hotspots of high-performing or lowperforming assets. This makes it especially valuable to organizations such as public works, utilities, and water treatment districts.

The Otay Water District in San Diego County, CA, uses GIS to centralize data from multiple departments. The GIS visualizes topological, spatial, and general relationships and captures how different objects in the network interact with one another.

Building Information Modeling (BIM): BIM creates a digital representation of a built asset like a facility or addition. It is particularly useful in the architecture, engineering, and construction fields. Platforms such as ModelStream and IBM Maximo provide an end-to-end method for transferring information through the facility's design, construction, and operational phases. This lifecycle can take years and involve many stakeholders.

Without data management, information is often lost in the move from one phase to the next. BIM is a collaborative model that centralizes information and makes it accessible to everyone throughout the entire asset lifecycle. At Heathrow Airport, BIM processes were implemented to maintain data and create efficiency across asset lifecycles. The project saved an estimated 3 to 7% in new infrastructure costs. Hundreds of man hours were saved through automation. www.plantengineering.com

Intelligent Cloud: Moving complex enterprise asset management systems to the cloud can yield solid savings for companies. Cloud-hosted systems reduce the capital and operating expenses needed to maintain systems. Platforms such as Microsoft Azure and Amazon Web Services offer agility, scalability, flexibility, and simplified governance to lean organizations. This is an ideal solution for asset-intensive organizations like manufacturing and utilities.

IBM helped Sodexo, a company spread over 67 countries, to migrate 1.2 million assets to the IBM Cloud. The flexible solution implemented one production instance in the U.S. and one in the E.U. More instances can be added anywhere in the world. This allows Sodexo to efficiently manage its data without the issue of clients having to access resources overseas.

Big Data and Artificial Intelligence (AI): In the IoT era, when everything from valves to vehicles is connected by sensors and systems, there is an abundance of data to be had. Big Data technologies can be used to collect this influx of information, and AI analyzes it to create actionable insights. Connected assets generate more useful data than an old-school analyst with an Excel spreadsheet could ever effectively use. Platforms like Apache Hadoop, Oracle Big Data Solutions, and SAP Predictive Analytics standardize and process this complex information.

They can then generate insights that enhance efficiency and maximize return on investment. BMW implemented data mining in its German manufacturing plants to gain insight across a wide range of warranty issues. The information gleaned from this Big Data exercise was used to improve product designs and modify service patterns. The result was a five percent reduction in warranty cases, saving the company more than $33 million a year.

To world-class management

The business world moves quickly, and competition does not rest. Today’s customers have escalating demands, including the expectation of 24/7 operations and rapid turnaround times. Global supply chains and the rising cost of raw materials put additional pressure on companies.

If an entire line can be brought to its knees by a single asset failure, the company is courting disaster.

Through predictive analysis, intelligent asset management can reduce or remove the risk of singlepoint failures.

In addition, world-class asset management also helps companies to run leaner. Predictive analytwww.plantengineering.com

Figure 1: EAM systems are incorporating technologies such as IIoT of Things and intelligent Cloud and functionality that includes building information modeling and geospatial information systems. All figures courtesy: Megha Tatiya

ics can reduce downtime and lower repair costs.

Centralized data systems can lighten the administrative burden and cut through some of the red tape between departments, allowing employees to do their jobs more efficiently.

An outdated system may have gaps in data, unexpected asset failures, or stacks of information that was collected but never used. Employees have likely created a series of workarounds to get their jobs done. Upgrading to a more efficient asset management system will reduce waste while getting the maximum benefit from every resource.

Implementing a new system

Implementing a new asset management system is rarely as easy as flipping a switch. The change takes time, effort and resources. But the long-term advantages far outweigh the short-term costs. To make the switch from a legacy system to a new, digitized system, a cultural shift may be needed.

Employees need to understand exactly why the system is changing and how it will benefit the company. People often resist leaving their comfort zone.

It is important that anyone who will be using the new system receives adequate training. A company that invests a great deal in a new tool but does not train people to use it will not see the benefits of the technology.

Implementation often requires a phased approach.

Operations are divided into silos and migrated into the new system one at a time. In that way the new system and legacy system are running concurrently.

Companies should take advantage of the opportunity to review the structure of their operations, PLANT ENGINEERING

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INSIGHTS

ENTERPRISE ASSET MANAGEMENT Introducing new, smart assets requires reviewing peripheral systems to make sure the new technology has the support it needs. A new or refurbished asset is a complex system capable of generating and storing data. To optimize that asset, a company needs the ability to use that data.

Information that is collected but never used adds layers of needless complexity to business operations.

Modern assets are designed to optimize efficiency.

Using them to their full potential means having systems in place that can analyze the data and a workforce trained in using the data to make good business decisions. PE

Figure 2: The profile of enterprise asset management systems has been raised due to their relevance in efforts to combat the Coronavirus.

including where is the company right now and where it wants to be. Like a chance to declutter the operation, migrating to a new system is a prime opportunity to improve processes and eliminate redundancies.

Megha Tatiya is an enterprise asset management (EAM) and subject matter expert (SME) at the National Institute of Standards and Technology (NIST), where she leads projects to analyze processes and propose solutions for facilities-related IT systems. She has over a decade of experience working as an EAM consultant and has helped many multinational companies globally across various industries to design, implement and maintain world class EAM systems.

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C LASS OF 2020

Younger workforce leads the way for manufacturing Amanda Pelliccione, Project Manager

2020 has certainly been a challenging year, to say the least. The global

impact of COVID-19 on health and safety, the economy, education, manufacturing and distribution – among many other affected areas – is devastating, humbling even. It is among these uncertain times that Control Engineering and Plant Engineering are incredibly honored to introduce 34 manufacturing professionals under the age of 40 who have and continue to make significant contributions to their industries.

The Class of 2020 Engineering Leaders Under 40 is a unique group of young individuals who jump at the chance to solve a problem, however big or small. They are each dedicated to their profession, driven by passions to learn, tinker, design and make a positive impact on their community and beyond. Asa Burke at Porex, for example, worked

day and night to develop for mass production a porous, liquid/aerosol barrier for the pipette tips used in automated testing equipment, which has been instrumental with COVID-19. Then there’s Camila Jarrin, who works at Elite Spice to prevent common food-borne illnesses such as salmonella and E. coli.

Read about the contributions from each of the Engineering Leaders Under 40, Class of 2020, in the following section and online at www.controleng.com, and CFE Media and Technology aims to honor these individuals at the annual Engineering Awards in Manufacturing dinner in spring 2021, in downtown Chicago (in-person event is tentative at this time).

• For information on how to nominate for 2021, visit: www.controleng.com/EngineeringLeaders.

Mohamed Abuali, 38

Jayashri Aja, 28

Managing Partner

Customer Success Manager

IoTco LLC Cincinnati, Ohio BS Systems Engineering, University of Arizona MS Industrial Engineering, American University, Cairo, Egypt PhD Industrial Engineering, University of Cincinnati

In his 18 years of working in manufacturing, Mohamed has learned extensively about plant connectivity, data acquisition, manufacturing execution, planning, predictive analytics and artificial intelligence. His resume includes big company names, such as IBM, Procter & Gamble (P&G) and Toyota, and Mohamed has co-founded two companies, FORCAM and IoTco, to serve manufacturers with the latest technologies and training for the Internet of Things (IoT)/manufacturing execution systems (MES), connectivity solutions and a training academy to drive manufacturing productivity.

FUN FACT: Mohamed was 15 years old when he attended his first day of undergraduate school at the University of Arizona. www.controleng.com

Rockwell Automation Eagleville, Pa. BS Industrial Engineering, Pennsylvania State University

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ayashri is a passionate leader for female representation and cultural diversity in automation and manufacturing.

She has lobbied in Washington, D.C., on behalf of Women in Manufacturing, for which she is a local chapter chair, for programs meant to provide opportunities for women to pursue STEM careers. Jayashri was co-lead for Rockwell Automation Women in The Field, a prestigious position held for 2 years. She has mentored dozens of Rockwell Automation employees helping them craft their unique leadership styles and career paths.

FUN FACT: As an ASA 101-certified sailor, Jayashri loves being able to pilot a vessel that relies entirely on renewable energy sources and physics.

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Oladeji Andrew, 23

Eric Angulo, 28

Manufacturing Technology Project Engineer

Project Manager/ Automation Engineer

Niagara Bottling LLC Diamond Bar, Calif.

BS General Engineering, Harvey Mudd College

Plus Groups Cincinnati, Ohio BS Chemical Engineering, Rensselaer Polytechnic Institute

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hile working on a research project sponsored by Sandia National Laboratories, Oladeji made an original contribution in developing a centrifuge curing method to fabricate epoxy composites with nanoparticles less than 200 nm in diameter.

Oladeji’s work with plastic materials fabrication has continued into his career at Niagara Bottling, where he specializes in line management systems (LMS) integration, testing and implementation. As a Lead Project Engineer, he is responsible for an LMS-commissioning project at a 4-line plant in Houston, as well as supporting many of the company’s 35 plants across the country.

FUN FACT: An avid baseball fan, Oladeji launched a daily baseball podcast, Baseball Connection, and played Division III baseball in college.

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ric has successfully delivered solutions for multinational clients through design, programming, construction oversight and startup implementation spanning a variety of industries and system platforms. His expertise ranges from designing and programming complete facilities process automation system to first in its industry OEM skid-based systems. Eric is clientfocused, detail-oriented and always working to provide his customers, internal and external, the best overall solution regardless of platform or product.

FUN FACT: Eric volunteers locally throughout the year to assist his community with tasks such as delivering Christmas presents to underprivileged children and distributing face masks amid the COVID-19 pandemic.

Tiffany Barnes, 35

Ameet Bathiya, 31

Technical Solutions Consultant

Plant Engineer Protech Powder Coatings Inc. Strongsville, Ohio BS Mechanical Engineering, Modern College of Engineering, India MS Mechanical Engineering, Cleveland State University

Honeywell Houston, Texas BS Mechanical Engineering, California State University at Long Beach

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FUN FACT: Prior to joining Honeywell, Tiffany applied her passions for science and problem solving as an engineer for the Walt Disney Company.

FUN FACT: Ameet’s interest in engineering stems from his father, and he began with touring local manufacturing companies in the 6th grade.

iffany has quickly become a key contributor to the global Technical Solution Consultant organization, which provides Honeywell Sales and Operations organizations with comprehensive and holistic technical and business expertise for automation customers. She regularly interfaces oneon-one with customers and has most recently focused her expertise on the Life Sciences industry (Specialty Chemical and Pharmaceutical processes) and batch processing solutions. Tiffany often researches the regulatory needs of her customers, speaks with regulators and other experts, and actively seeks ways to incorporate solutions to these needs into our products.

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meet has played a vital role in maintenance strategy at Protech Powder Coatings by managing the company’s preventive maintenance program and reducing annual maintenance costs by 25% in 2018 and by an additional 5% in 2019.

The program has reduced downtime, reduced energy costs, increased production efficiencies from 67 to 75%, and reduced material movement by 50%. Ameet has been working closely with the Ohio EPA to obtain air permits and water discharge permits to reduce pollutants released into the environment.

He also has implemented new safety devices and designed an NFPA-compliant warehousing racking system to accommodate more than 3,000 skids for storage.

www.controleng.com

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Mostafa Bayati, 32

Ron Brash, 31

Senior Controls Engineer

Director of Cyber Security Insights

Siemens Saint-Laurent, Québec, Canada MS Mechatronics & Automation, University of Saskatchewan

M

ostafa recently finished a project as SCADA lead in a major Canadian airport and is currently preparing to start a new challenge at Siemens as a Senior Controls Engineer. As a young engineer, he has extensive knowledge and experience in all aspects of control systems including design, programming, commissioning and troubleshooting.

He is a lifelong learner and always stays current with the latest technologies. Mostafa has published three textbooks and several articles in international journals.

FUN FACT: Mostafa enjoys mentoring prospective engineers and helping them to understand career opportunities in automation and electrical engineering.

Verve Industrial Protection Florissant, Mo. BS Technology, Security & Network Administration, British Columbia Institute of Technology MS Computer Science, Concordia University

R

on is an experienced technology consultant and seasoned cybersecurity specialist with deep expertise in critical systems, network security, deep packet inspection, IoT/cloud dashboard, data analytics and secure embedded software development. He leads Verve’s research on vulnerabilities, cyber risk and firmware in OT/critical infrastructure. Ron’s insights and analysis help inform the company’s technology and product direction, and provide valuable guidance in client engagements. His experience in the industrial industry has led to his recent nomination as Vice President of the International Society of Automation (ISA) Montreal, a nonprofit group setting the standard for automation globally.

FUN FACT: Prior to pursuing a career in industrial cybersecurity, Ron was a professional wakeboarder.

Asa Burke, 27

Joe Carson, 33

Product Development Engineering Manager

Owner

Porex Fairburn, Ga. BS Mechanical Engineering, Georgia Institute of Technology

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sa has quickly risen within Porex as top engineering talent, and in the 3 years since being hired, he has been promoted three times and is now responsible for half of the New Product Development department, managing the hourly technicians and the salaried engineers on his team. In 2020, upon the onset of the COVID-19 pandemic, he urgently developed for mass production a porous, liquid/aerosol barrier for the pipette tips used in automated testing equipment. It was a fast-paced project that required a lot of late nights, but he pushed through and was able to satisfy the customer’s very strict requirements.

FUN FACT: Asa competes in volleyball tournaments around the Southeast and volunteers his time to build houses in impoverished communities. www.controleng.com

Pacific Blue Engineering Signal Hill, Calif.

BS Mechanical Engineering, Ohio State University

I

n 2015, after working in the automation industry for 5 years, Joe founded Pacific Blue Engineering, a control system integration company that provides turn-key automation solutions to Fortune 500 companies in seven industries.

Prior to 2015, Joe worked for Rockwell Automation running the safety services business in the Pacific Southwest region.

He has earned TÜV Rheinland Functional Safety Engineer certification and developed a company initiative to partner with a local STEM student program to promote careers in the math, science and automation industry for future generations.

FUN FACT: Joe started his company without the help of a partner or financial investor, building from the ground up in just a few short years.

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Eric Chapman, 36

Brendon Cordon, 31

Engineering Director

Mechanical Engineer

Continuous Engineering Solutions Inc. (Contensol) Knoxville, Tenn.

BS Nuclear Engineering, University of Tennessee

Hine Automation St. Petersburg, Fla. BS Industrial Technology, Iowa State University

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ric started his career working for the U.S. Navy’s nuclear energy department building training programs for battle-time field repairs of critical systems on submarines and carrier ships. He also worked with Westinghouse on critical Fukushima Nuclear Plant Safety Systems to upgrade the fleets during meltdowns after lessons learned from Japan.

Later, Eric founded Contensol and aims to change the valve and hardware industry with his inventions and patents. His valve patent revolutionized valves for slurry applications and elastomer valve automation. Eric’s contributions to powder metallurgy with process patents completely change the way fasteners are used and how they function.

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t Hine Automation, Brendon has been recognized several times through a program that encourages team members to identify when they feel a colleague has gone out of their way to assist them in their daily tasks. He was once recognized from the purchasing department for finding replacement parts that normally had a very long lead time.

The company was scheduled to ship a product quickly and had it not been for Brendon’s diligence, research and determination to find replacement parts solving the issue, the shipment would not have made it on time. Brendon focuses on integrations and system testing. Brendon also holds a Six Sigma Lean Professional Certificate.

FUN FACT: Eric has obtained five U.S. patents and founded three industrial manufacturing companies in just 5 years.

FUN FACT: Brendon designs and builds various projects in his personal time with his own 3D printer, which includes an expanded monitor stand and a custom keyboard.

Vince DiMascio, 28

Philip Fenimore, 25

Manufacturing Engineer

Lead Automation Engineer

The Raymond Corporation Greene, N.Y. BS Mechanical Engineering, Binghamton University

Panacea Technologies Inc. East Greenbush, N.Y. BS Electrical & Computer Engineering, University of Rochester

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FUN FACT: Vince often enjoys long hikes – recently tackled Angels Landing and The Narrows at Zion National Park – and is an avid, year-round fisherman.

FUN FACT: Philip is classically trained in piano and has been actively playing for more than 10 years.

ince joining The Raymond Corporation 6 years ago at the Greene, New York, location, Vince has grown into a subject matter expert in the capital projects process. Vince is an experienced project manager who is able to deliver any size capital project and has taken on a key leadership role not only within Greene’s capital projects team but also within the larger manufacturing engineering department. Vince is a technical mentor to multiple engineers, and through helping them to develop their skills at a more rapid rate, he’s helping set up the business for long-term success.

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ne of Philip’s first tasks at Panacea involved video graphic data recorders, which he saw an opportunity to standardize the way clients deploy, test and configure the data loggers and created an entire process workflow from intake to deployment centered around technology deployment. He created project tracking tools from scratch and analyzed standard operating procedures to look for ways to streamline deployment and usage while maintaining clear work instructions for error proof usage. Philip did this while training a team to execute projects on the technology, and he created an effective technology team in the New York office.

www.controleng.com

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Will Healy III, 38

Justin Hudgens, 39

Industry Strategy Manager

Engineering Manager

Balluff Worldwide Florence, Ky. BS Mechanical Engineering, Purdue University

Automationnth LaVergne, Tenn.

BS Engineering Technology, Electro-Mechanical Systems, Middle Tennessee State University

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ill brings together the unique combination of engineering expertise and marketing know-how. In his current role he develops strategies to help customers and raise brand awareness. By motivating cross-functional and global teams, Will actively works to improve the customer experience. Additionally, Will takes a hands-on approach to inspiring youth to explore manufacturing careers and speaks regularly with enthusiasm on the topics of smart manufacturing and STEM. He is an active member of multiple organizations, board member of the Advanced Manufacturing Industry Partnership in Cincinnati and works toward helping students gain the skills needed for employment.

ustin provides technical leadership and project management, and guides and mentors Level I Controls Engineers at Automation NTH. Justin has been involved with all facets of controls system integration including design, panel build, programming, commissioning and debug, applications, project management and employee management. Under his leadership, entry-level engineers quickly flourish personally and professionally. Justin has worked on small to large automation projects in a variety of market segments including life sciences and automotive. Justin also plays an important role in customer relationships, which are built on a foundation of trust and confidence.

FUN FACT: Will is a proud father of three with a love/hate relationship with running – he’s participated in multiple half marathons and 5K races, plus one full marathon in 2012.

FUN FACT: Justin’s love of good food has earned him the nickname “Lunch Box,” and he can always be counted on for grilling, smoking or other outdoor cooking opportunities.

Preston Hullen, 30

Davis Jacob, 24

Mechanical Design Engineer

HSE, Quality, OPEX Manager

Quality Transformer & Electronics Milpitas, Calif.

BS Mechanical Engineering, San Jose State University

Voith Paper Springfield, Ore. BS Chemical Engineering, Oregon State University

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reston started at Quality Transformer & Electronics while pursuing his bachelor’s degree at San Jose State University. He immediately contributed to design and documentation capabilities, increasing AutoCAD offerings and using his skills to improve product construction and provide thermal simulations on electrical designs. He has spearheaded internal projects to develop new manufacturing systems and techniques involving robotics and automation technologies. Preston has also taken the lead on drawing up plans for construction and layout of multiple buildings on a new manufacturing site, in addition to other significant contributions.

FUN FACT: One of Preston’s latest hobbies includes flying drones to obtain aerial footage of the company’s current and upcoming manufacturing facilities. www.controleng.com

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n the short amount of time that Davis has worked with Voith Paper, he has shown advanced abilities in project management, effective communication, analytical analysis and process improvement. He effectively completed many projects and process improvements affecting and improving all levels of the organization, one of which included a solution to torque measurement and torque tracking. Davis also has taken the initiative to evaluate the needs and potential solutions, followed by purchasing and implemented a more accurate, reliable and safer torqueing solution.

FUN FACT: In his spare time, Davis can be found at the beach, camping with family and friends, or playing soccer or ultimate Frisbee.

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Camila Jarrin, 26

Kevin Lord Josue, 25

Sterilization Engineer

Field Services Engineer

Elite Spice Jessup, Md. AS Arts & Science, PascoHernando Community College BS Chemical Engineering, University of South Florida

Control Station Inc. Manchester, Conn.

BS Electrical & Computer Engineering Technology, Pennsylvania State University

H

aving only been working at Elite Spice for 3 years, Camila has created and managed the thermal treatment process for low moisture food products to be later used in seasoning blends manufactured at the Jessup facility. She also manages the internal documentation, regulatory guidelines and inventory of all irradiated material for the entire company. Camila works on ongoing validation work conducted at Elite Spice on spices and other seasoning ingredients to prevent food-borne illnesses such as salmonella and E. coli via treatment processes.

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evin joined Control Station in 2018 as an Associate Field Services Engineer.

In under a year, he was promoted to Field Services Engineer, having contributed to numerous successful process diagnostic and optimization initiatives. Since then, he has led projects at sites, including basic materials, food and beverage, oil and gas and power and utilities. Kevin has contributed to numerous internal and external publications. In 2019 he provided the core content for a technical report published by the Electric Power Research Institute entitled: “Improving Unit Startups to Reduce Cost and Improve Heat Rate.”

FUN FACT: Born in Ecuador, Camila emigrated to the U.S. with her family at the age of 9. She was the first person in her immediate family to obtain a bachelor’s degree and looks forward to voting in her first election, as she became an American citizen in 2019.

FUN FACT: Kevin possesses an ability to apply his engineering skills and artfully blend music that’s written in different keys and characterized by distinct melodies, a hobby that began in high school.

Brian Mathews, 36

Justin Modglin, 26

Engineering Manager

Project Engineer

Scientific Dust Collectors Alsip, Ill. BS Engineering, Dordt College

Cresline Plastic Pipe Co. Inc. Henderson, Ky. BS Mechanical Engineering, University of Evansville

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rian recently undertook a special project at Scientific Dust Collectors that will advance product efficiency and improve how the product is viewed in the industry. On his own initiative, Brian read and applied a related ASHRAE standard to design and build a complicated test lab that conducts newly conceptualized tests on dust collectors – a large effort that will have long-term benefits for the company. Brian also has written and published a technical book and numerous technical engineering papers about various industry-related topics.

FUN FACT: Brian and his wife love to travel with their two young children around the U.S. and compile special memory books about the trips as family keepsakes.

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S

ince beginning his career at Cresline, Justin has improved processes throughout several facilities.

When new equipment is implemented, he looks for ways he can take advantage of the new technology to improve existing processes. He is not afraid to try new avenues to show his organization improvements in efficiencies, uptime, productivity, quality and performance. Justin is responsible for projects at six manufacturing facilities. Projects range from design and replacement of equipment, to entire systems replacement. He also manages quality control for all six locations.

FUN FACT: For his college senior project, Justin built a rocket for a NASA-hosted student launch competition.

www.controleng.com

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Krista Novstrup, 38

Nojan Nowakhtar, 34

Manager of Analytics Engineering

Controls & Energy Engineer

Seeq Corp.

Seattle, Wash.

BS Chemical Engineering, University of Washington PhD Chemical Engineering, Purdue University

Matern Professional Engineering Inc. Maitland, Fla. BS Mechanical Engineering, University of Central Florida

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pon graduating with her doctorate, Krista was hired by ExxonMobil where she managed a global team responsible for developing, deploying and supporting model validation software applications for refineries. She established long-term technology development and deployment plans, ensuring technical quality of applications, and consulting and implementation of a 5-year technology deployment plan. Krista joined Seeq in 2018 as a senior leader who has published multiple articles in the oil and gas sector, presented at industry events, and won enthusiastic support based on presentations and customer engagements.

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ojan is responsible for the comprehensive design of a complete controls retrofit at One Orlando Centre, a 20-story high-rise in downtown Orlando, where he developed a custom sequence of operation that allows operation of a central energy plant in the most efficient configuration based on seasonal weather changes. He also worked on the development of a controls system upgrade at Coleman Federal Prison, which required forming a plan to execute extensive installation and repair work in an active prison facility along with integration between multiple building automation platforms to comply with multiple energy conservation measures.

FUN FACT: Krista’s deliberate, thoughtful way of solving analytics challenges comes in handy when playing cooperative board games and has earned her the nickname of “the professor” at Seeq.

FUN FACT: Nojan is a fan of Formula One racing, with his favorite team being Scuderia Ferrari. Recently, he completed the first level of Mercedes AMG Racing Academy at Road Atlanta racecourse.

William Phippen, 28

Brandon Purificacion, 31

Project Engineer

Deputy Program Manager and ILS Project Manager

Parmalat Canada Belleville, Ontario, Canada BS Mechanical Engineering, Queen’s University MS Mechanical Engineering, Royal Military College of Canada

W

ill became the manager of a remote engineering team while maintaining his responsibilities as a process engineer for a manufacturing line, and developing and launching two products to market. Somewhere between the travel, his work and his home life he studied for his master’s degree and his professional engineering designation. His career trajectory towards the space industry was kicked off in university where he was the captain of the space engineering team. The team entered rover competitions and placed first in Canada, second in North America and sixth worldwide.

FUN FACT: Will is a dedicated family man and an avid hockey player, playing in games at least twice a week.

www.controleng.com

General Dynamics Mission Systems San Jose, Calif.

BS Industrial & Systems Engineering, University of Southern California MS Engineering Management, Johns Hopkins University

B

randon is currently working dual roles at GDMS as a Deputy Program Manager and an Integrated Logistics Support Project Manager. Over the past 10 years, he has worked for three of the top six defense contracting companies in the world. Brandon’s efforts for workplace efficiency were acknowledged by Northrop Grumman Mission Systems, which presented him with the Honor Roll of Inventors Award for automating and improving the company’s timecard processing and reporting.

This process enhancement provides accurate time recording that helps the company with future proposal bids and correct billing to the U.S. Navy.

FUN FACT: Brandon enjoys the physical challenge of obstacle course races, such as Tough Mudder and Spartan Races.

plant engineering

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Eric Reisz, 33

Josh Ruiz, 35

Lead Engineer/Project Manager

Maintenance Manager, Instrument & Electrical

Panacea Technologies Inc. Montgomeryville, Pa. BS Chemical Engineering, Widener University

Dow Chemical Freeport, Texas BS Electrical Engineering, Texas A&M MBA, University of Houston

E

ric observed that within the life science industry is an inability to connect thirdparty pieces of equipment into a cohesive and standardized data model. He gathered client feedback, spoke with SMEs, and helped craft the framework for a new product that puts disparate data systems into a single stream harnessing the Industrial Internet of Things. At Panacea, Eric helped develop standards for a skills tracking software that helps sharpen the engineering skills of their team and provides training opportunities for engineers to better their skill-sets and push their career forward.

FUN FACT: In his spare time, Eric moves away from engineering and into the world of art – oil painting and playing the drums.

J

osh has received more than 10 awards from NASA for his projects and eight Dow Chemical awards for his contributions. He is involved with his local chapter of the International Society of Automation, where he is a frequent presenter. Josh created the Instrumentation & Electrical Reliability Program that has enabled Dow to increase reliability by 10% year over year. With this program, Josh has propelled Dow Chemical with innovation in distributed control systems and process instrumentation. Josh customized software programs to read over 10,000 HART instruments continuously from a central location, optimizing costs and reducing unplanned events.

FUN FACT: Two years ago, Josh built a remote-control lawnmower with a camera attached, allowing him to mow his lawn without breaking a sweat.

Matt Shewan, 37

Raj Subramanya, 35

Technical Manager

Engineering Manager

Chemtrade Logistics North Vancouver, British Columbia, Canada BS Mechanical Engineering, Queens University

Hine Automation St. Petersburg, Fla. BS Mechanical Engineering, University of South Florida

I

n his 10 years with Chemtrade Logistics, Matt has demonstrated technical expertise in many areas of the manufacturing process along with exceptional leadership skills. In his current role, he manages an annual capital plan of $10 to $15 million, and he provides technical/operational support to the plant as well as technical guidance within the company on pipe and materials specifications. Matt led a group of engineers and plant employees in major troubleshooting, plant operations and debottlenecking improvements, including effluent treatment, brine treatment operation and waste chlorine neutralization operations.

FUN FACT: Matt enjoys camping, hiking, skiing, golfing and introducing new sports to his two young boys.

B

eyond developing significant leadership skills in the engineering field, and being extremely adept in general machine design, Raj has invested a great deal of time and energy working with maskless microlithography, atomic layer deposition, rapid thermal processing, chemical vapor dispositioning, and plasma enhanced vapor dispositioning.

Raj has been with Hine Automation for 5 years and serves as a key leader on the team. His leadership style allows his team to explore solutions and prove their knowledge through realworld experience, while providing a safety net of help.

FUN FACT: Raj has a passion for mountain biking and hiking; the highest he has climbed so far is 11,700 ft in Colorado.

• See more details in images and profiles at www.plantengineering.com/EngineeringLeaders

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www.controleng.com

®

®

Keyi Sun, 34

Donald Van Raalte, 38

Director of Industrial AI and Lighthouse Academy

Division Manager

Foxconn Industrial Internet Milwaukee, Wis. PhD Chemical Engineering, North Carolina State University

K

eyi leads the training and development of Foxconn Industrial Internet’s “Lights-Out Factory,” which has been selected among the World Economic Forum Global Lighthouse Network, a community of state-of-the-art facilities that serve as world leaders in Industry 4.0 manufacturing. She also founded the Fii Lighthouse Academy to provide industrial artificial intelligence training to Foxconn employees. In addition, she established Lighthouse Academy’s “data foundry,” which provides real-world industrial Big Data to train engineers with practical analytics skills.

Interstates Sioux Center, Iowa BS Computer Science, Information Systems & System Administration, Dordt University

D

onald is the Division Manager of the software development group at Interstates. His team plays a critical role in automating projects as clients often have custom manufacturing execution systems or software requirements that he and his team build solutions for to connect the controls layer to the enterprise resource planning layer. Donald has played a key role in Interstates’ transition to an agile development methodology, leveraging agile scrum and Kanban on projects. This has led to efficiency gains and increased client involvement throughout the projects.

FUN FACT: Keyi volunteers with One-School, where she is part of a small team of teachers who educate underprivileged children in rural areas.

FUN FACT: Donald enjoys hobby software development on single-board computers to automate household activities like running sprinklers and security monitoring.

Sandeep Kumar Raju Vysyaraju, 29

Zheng Yi, 29

I&C Project Engineering Manager Samsung Austin Semiconductor LLC Austin, Texas BS Electronics & Instrumentation, GITAM University MS Electrical & Control Systems, Oklahoma State University

S

andeep has been instrumental in implementing (and bringing the industry he works for to) the standards that are key to success. He worked in several brown field and green field projects related to instrumentation and controls and has upgraded several retrofit and archive projects that helped in saving costs and improve the efficiency of systems.

Sandeep volunteers with the International Society of Automation, helping run the divisions and participating in several panel discussions held at symposia to share knowledge about industry standards related to automation.

FUN FACT: Sandeep has mentored and prepared several school teams to participate in robotics competitions. www.controleng.com

Senior Control System Engineer Suez North America Paramus, N.J. MS Electrical Engineering, Stevens Institute of Technology

Z

heng is highly motivated and experienced in project management, data analytics and visualization, design and development of process automation, SCADA and control system architecture. He has introduced and facilitated convergence of Suez IT and OT, and the development of an enterprise SCADA data center. The Smart SCADA system he designed transforms traditional operation. For plant operators, the Smart SCADA embedded distribution system automation program removes the burden of managing small tasks and allows them to focus on the mission-critical objective: consistently providing safe, quality water to the community.

FUN FACT: Zheng loves to explore new technologies and thrilling sports, such as skydiving, snowboarding and scuba diving. plant engineering

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input #10 at www.plantengineering.com/information

SOLUTIONS

QUALITY MANAGEMENT SYSTEM AUDITS

By Alisa Coffey and Rich Mintz

Top 10 considerations for virtual QMS audit success Manufacturing can’t wait; consider these 10 recommendations for a successful virtual quality management system audit

I

Figure 1: A virtual audit is a great compromise when neither safety nor quality can be compromised.

All images courtesy: Abaco Systems Inc.

n a time when many have switched to remote working and all of us hopefully practice social distancing, the COVID-19 pandemic challenges workforces. It seems improbable during this time that manufacturing companies could obtain certification for their quality management systems in what would traditionally be done in an onsite certification process.

However, a manufacturing business must stay committed to the quality and safety of its products and prove itself resilient amidst market and economic challenges.

For Abaco Systems Inc., whose surveillance audit was scheduled at the height of COVID-19 concerns, transitioning to a virtual audit to remain up to date on its AS9100 certification was of the utmost importance. AS9100 is an extension of ISO9001 certification with additional requirements for quality management systems for the aviation, space and defense industries.

Abaco worked with TÜV SÜD Americas, its certifying agency, to accomplish the necessary changes in the auditing process. These changes included starting each day with a virtual kickoff, then a series of breakouts with an Abaco leader managing a virtual meeting with the auditor and concluding with a virtual closing meeting. After adapting to meet the changes required by COVID-19, Abaco continued its strong tradition of receiving full recognition to operate as an AS9100 certified company (see Figure 1).

In retrospect, here are 10 things to consider so that your organization can excel in a virtual audit.

1. Discuss audit options

Different kinds of audits have varied purposes: initial certifications, surveillance audits and www.plantengineering.com

recertifications. Depending on audit type and certifying agency, it may or may not be an ideal solution for your company based on timing, circumstances and your auditing team’s capabilities. In the instance of a surveillance audit, a preexisting relationship with your certifying body (established in an initial certification) will help the auditor prepare questions. A surveillance audit would prove to be more appropriate for a virtual auditing process than an initial certification or recertification.

2. Plan the audit

Adopting a clear agenda with internal and external teams will help set expectations, scope, process, technology needs and other parameters. This will prove vital in staying organized, making sure all necessary parties are included in each discussion and establishing a wellpaced plan for completing the auditing process.

3. Be tech savvy

Tech prowess is king — tech troubles or failure may come across as unpreparedness if the team is not ready to use the technology in place for the audit. Strong telecommunication skills as an organization are necessary for a seamless process. Abaco routinely uses telecommunication software (Skype, GoToMeeting and other platforms), but if an organization is weak in teleworking, it may prove ineffective — or worse.

4. Be in tune

Your plant has a rhythm with set schedules, shifts, batches and the like. In a face-to-face audit, the auditors can watch employees or come back later if it is not an ideal time. With a virtual audit, the agenda may be far more rigid and “coming back later” won’t work.

5. Be visual

To bring live visuals into the audit, Abaco had the ability to submit pictures to show compliance in response to questions asked by auditors. The same would be possible with video footage. Advance work and planning to use prepared charts, pictures, videos and other visual aids that have already been prepared is ideal for a virtual PLANT ENGINEERING

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SOLUTIONS

QUALITY MANAGEMENT SYSTEM AUDITS

8. Be thorough

A virtual audit needs increased planning in advance, and part of that planning occurs through having a clear path for information retrieval. When an auditor is waiting across the table, it can be intimidating, but we found the process to be less stressful when those being interviewed have files clearly organized in such a manner that data is easily accessible when questions are asked. The overall nature of a virtual audit has a stronger focus on the written process and depends more heavily on having well-documented records for evidence.

Figure 2: Abaco Systems’ Ben Branham, global quality director, demonstrates that strong teleworking prowess and the inclusion of visual materials is essential for a virtual audit.

audit but may require some leg work on the front-end during preparation (see Figure 2).

6. Be secure

In a face-to-face audit, the auditors can observe and make notes, but proprietary information is not recorded or preserved in an electronic format. Many companies have rules against taking photos or videos on the plant floor, but these rules become a challenge or obstacle to overcome in the face of a virtual audit. It’s imperative to obtain the necessary permissions in advance of the audit by explaining the necessity, how and where they will be shared or stored, who will have access and for how long. An existing nondisclosure agreement may or may not cover this situation between the organization and the certifying body.

7. Be safe

Manufacturing safety is achieved through rigorous processes and continual situational awareness. It is important to note that fragile environments can be better served by a virtual audit because they cause fewer interruptions on the warehouse floor. However, when an auditor is videoconferencing into a plant, routines may be off and there can be a loss of situational awareness that would otherwise remain intact. Each person involved must take precautions to pay attention and stay on task so that safety is maintained throughout the audit (see Figure 3).

Figure 3: Factors outside the norm, like extra personal protective equipment (PPE) and virtual audits, throw off routines and could create potential hazards.

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9. Be ready

Perhaps there is a misconception that a virtual audit is an easier option, but if anything, the exact opposite is true. A virtual audit requires far more extensive planning and preparation for both the organization and the certifying agency. The auditor will be equipped with questions for those they will interview, and are armed with prior knowledge of your organization’s processes, strengths and weaknesses. They will know when to ask questions and press further with inquiries to be sure that the processes in place are effective in maintaining standards that meet the requirements for certification.

Despite a variance in format, the process is equally, if not more, rigorous.

10. Be yourself

As with any audit, your quality team and the certifying agency’s auditing team have the same goal in mind: proof that your quality management system is a living, breathing and working system. This provides the opportunity to show evidence of continuous improvement on action items with tangible results. This is accomplished through clear communication, extensive planning and an excellent relationship between the organization and the certifying agency.

Final thoughts

Abaco worked extensively with TÜV SÜD to adapt to a changing environment while taking pride in its accomplishments, specifically in the strength and innovation of the team. Mark Alpert, vice president of business assurance at TÜV SÜD Americas, said, “We are proud to recognize Abaco’s AS9100 Certification. This achievement demonstrates Abaco’s unwavering commitment to its employees, customers and quality. TÜV SÜD America shares these values and moved quickly to ensure its audit services could be delivered remotely in a way that put the safety of both organizations first, while not sacrificing quality or service.” PE Alisa Coffey is the head of marketing at Abaco Systems Inc. in Huntsville, Ala. Rich Mintz is a product marketing manager at Abaco Systems Inc. www.plantengineering.com

REDUCE UNPLANNED DOWNTIME PREDICT FAILURES BEFORE THEY HAPPEN

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input #11 at www.plantengineering.com/information idt-hid-plant-engineering-ad-en.indd 1

9/2/20 5:54 PM

SOLUTIONS EMISSIONS CONTROL

By Gary Siegel

Wet electrostatic precipitators are proven for emission control and gas cleaning Two case studies illustrate the point

I

ndustrial plant engineers have a wide variety of pollution control and gas cleaning systems from which to choose. Regardless of the manufacturing process, from automotive production to zinc smelter operations, wet electrostatic precipitators (WESPs) have proven particularly valuable in industries that emit sulfur oxides and sulfuric acid, such as metallurgical smelters and refineries; petroleum refineries; fossil-fuel power plants and industrial boilers; and municipal waste incinerators.

WESPs are also valuable in the manufacturing of electronic components such as semiconductors, printed circuit boards and microchips. Potential air emissions from these industries include doping agents; hazardous gases; organic solvent vapors; particulates; and sulfuric, hydrochloric, and other acids. For controlling particulate emissions, and condensed organic compounds, WESPs remain the technology of choice.

Another forward-looking technology, biomass gasification, requires high-efficiency cleaning of syngas

produced from the thermochemical conversion of carbonaceous wastes. Then, for maximum energy production (via synfuel engines, gas turbines or liquid fuel combustion), the gas must be purified to extremely high standards. All these plants are impacted by emissions control and gas cleaning problems.

What’s available

Systems and equipment available to plant engineers include wet and dry flue-gas scrubbers, cyclones, fabric filters, thermal oxidizers and dry electrostatic precipitators. These types of systems can be cost-effective in controlling large-scale particulates, oxides of sulfur and nitrogen and other hazardous air pollutants. However, they are usually inefficient or ineffective on such problematic industrial contaminants as fine particulates, acid mists, heavy metals or condensed organic compounds. In these cases, engineers continue to rely on modern versions of a technology that has been used for years to reduce dust and fumes from industrial exhaust and process gases: the wet electrostatic precipitator.

The basic WESP design makes use of an array of negative discharge electrodes surrounded by grounded collection surfaces. Source gas is passed through the array, which induces a negative charge in even the most minute, submicron-size particles, impelling them toward the collection surfaces. There they adhere as the cleaned gas is passed through. The captured particle residues are purged from the plates by recirculating water sprays.

The simple elegance of the basic WESP design concept makes it versatile over a broad range of industries, applications, operating conditions, locations and gas chemistries. Still, it is important for At Mopani Copper Mines in Zambia, nine electrostatic precipitators are used for sulfuric acid gas cleaning. All images courtesy: Beltran Technologies.

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engineers to recognize that there are key differences in features and benefits among the various precipitator systems. WESPs can vary greatly in design, materials, gas flow rates and durability, as well as collection efficiency.

Subtle differences

Today’s advanced WESPs are designed around a multistage system of ionizing rods bristling with star-shaped discharge points, enclosed within various collector tube shapes, such as round, space-saving square or hexagonal tubes. This unique electrode geometry generates a corona field 4-5 times more intense than that of other electrostatic precipitator designs, resulting in greater particle migration velocity and collection efficiency. Fine particulates and aerosols, which have little significant mass and easily escape through venturi and other scrubbers, are captured at up to 99.9% efficiency with a well-designed WESP. Wet electrostatic precipitators can process a wide range of gas streams. They are often used downstream from wet or dry flue gas desulfurization units, which cannot capture fine particulates and acid aerosols.

They are also superior when applied to high ash content and sticky residues (which may also contain mercury and heavy metals), oily residues/tars, mercury (as condensed oxide) and emissions from municipal solid waste (MSW) in waste-to-energy plant applications, as well as others.

Compared to WESPs the challenge for traditional dry precipitator designs is the possible re-entrainment back into the gas stream of particles from the collection surfaces. Dry-operating ESPs, especially those using mechanical, acoustical or vibrating rapper methods, are particularly susceptible to this phenomenon. Precipitators based on wet operation, however, minimize re-entrainment, as the aqueous flushing is operating continuously. The elimination of these rapping methods also reduces the higher cost and energy requirement imposed by that equipment.

Because the WESP processes gases in a cooler, saturated environment — usually between 100° - 170° F — it is uniquely adept at capturing condensable organic materials and acid mists, such as found in sulfuric acid plants like Mopani Copper.

Mopani Copper case history

Mopani Copper Mines Plc, a unit of Glencore Xstrata based in Switzerland, operates sulfuric acid production facilities at their copper smelter plants in Mufulira and Kitwe in Zambia. The sulfuric acid plants currently have nine wet electrostatic precipitators designed and engineered by Beltran Technologies for sulfuric acid gas cleaning. www.plantengineering.com

At Hyundai Steel in South Korea, twin wet electrostatic precipitators remove submicron particulate and visible emissions from exhaust gas.

Industrial-grade sulfuric acid, still the most widely used industrial chemical in the world, continues to be sourced primarily as a nondiscretionary byproduct from the roasting, smelting and refining of nonferrous metals (70%), and from natural gas processing, electric power generation and spent acid regeneration. These industries are usually heavy emitters of particulates, sulfur and nitrogen oxide gases, and sulfuric acid mists, among other pollutants. They are also subject to increasingly strict environmental regulations.

When concentrations of sulfur dioxide from these operations exceed 5-7% of exhaust-gas volumes, a common and cost-effective solution is the incorporation of a downstream sulfuric acid manufacturing plant. Owners of these facilities can capitalize on the high industrial market value of purified sulfuric acid, while achieving greater operating efficiencies.

An efficient sulfuric acid manufacturing process requires the maximum possible removal from input gas streams of fine particulates, acid mists, condensable organic compounds and other contaminants. This high level of gas-cleaning efficiency is necessary to prevent poisoning of the catalysts and fouling or plugging of the catalyst beds. An optically pure input gas is essential for avoiding the formation of a “black” or contaminated acid end-product.

Hyundai Steel case history

In the recent past, Hyundai Steel, Seoul, South Korea purchased Hanbo Steel Co. Hanbo Steel had operated PLANT ENGINEERING

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SOLUTIONS EMISSIONS CONTROL

the steel plant for some time using a Japanese horizontal wet electrostatic precipitator that was inefficiently removing particulate matter. After Hyundai bought the steel plant, it revamped most of the air pollution control equipment to comply with the country’s regulations.

The Hyundai Group has the reputation of being a leading company in Korea. And they wanted to eliminate emission problems.

Hyundai manufactures steel for cars, buses, trucks and high-speed trains. They use a scarfing process, i.e., a thermochemical exothermic reaction of oxygen and fuel which reacts with and removes surface defects from cast steel.

The reaction of oxygen with the steel results in a high concentration emission of submicron iron oxide particulate difficult to remove by ordinary methods. The scarfing process produces a peak emission of submicron particulate in a concentration of 2500 mg/Sm 3. The Korean Environmental Agency requires an outlet concentration not to exceed 5 mg/Nm 3. This requires the WESP to have a high-performance efficiency of 99.8% and the process has a high of volume 4,000 Am 3/min. The

scarfing process produces a great deal of particulate and visible emission. Hyundai Steel quenches the exhaust gas using water spray in a 100-meter length tunnel. Gases then go to the wet electrostatic precipitators to remove the submicron particulate and visible emission.

For an exhaust gas volume of 4,000 Am 3/min, Beltran Technologies designed two WESPs operating concurrently. Beltran guaranteed 99.8% at an inlet condition of 2500 mg/Sm 3 and an outlet concentration of 5 mg/Sm 3. However, Beltran achieved more than 99.8% in the WESP operation.

Beltran attained under 1 mg/Sm 3 during the WESP operation which is a more than 99.96% submicron particulate reduction.

For steel mills, sulfuric acid plant production, metallurgical/mining operations and so many other industrial applications, the WESP has a long history of achievement reducing fine particulate aerosols and visible emissions. PE Gary Siegel is marketing director, Beltran Technologies, Inc.

IoT For Condition Based Maintenance In the last decade, we’ve seen a rapid increase of IoT-enabled solutions into the industrial world. Traditionally, machine condition monitoring has relied as much on an employee as on technology. However, better and cheaper sensors, broader connectivity, more sophisticated analytics, less expensive storage and multi-cloud technology is eliminating the need to perform manual time-based tests to monitor your machine’s health. The IoT is automating and adding intelligence to machine condition monitoring and allows more time for operational optimization.

By connecting equipment, organizations can capture massive volumes of data from sensors and other connected devices, so they can not only cut unplanned downtime and its associated costs, but also create new operational efficiencies, exploit new opportunities in supply chain optimization, and accelerate their overall digital transformation strategies.

Register to download the paper at: www.descase.com/resources/iot-for-condition-based-maintenance/ communications@descase.com • 615.672.8800 • www.descase.com input #12 at www.plantengineering.com/information pe202009_whitePprHlf_descase.indd 1

8/31/2020 9:02:31 AM

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www.plantengineering.com Inside: Technologies and technicians p8 The signal processing perspective p12

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4/26/17 4:35 PM

SOLUTIONS MOTOR TESTING

By Thomas H. Bishop, P.E.

How to field test 3-phase squirrel cage motors Maintenance of critical machines depends on the diagnostic electrical testing of installed 3-phase squirrel cage motors, interpretation of results and key points of physical inspection

E

fficient, reliable operation of critical electric motors is top of mind for maintenance professionals tasked with keeping production at optimum levels while avoiding costly, unexpected shutdowns. Besides routine maintenance, this requires that critical motors be inspected and tested regularly. The focus of this article is on diagnostic electrical testing of installed 3-phase squirrel cage motors, interpretation of results and key points of physical inspection. Most of these tests and inspections also apply to 3-phase wound rotor motors and induction and synchronous generators.

Table 1: Recommend minimum insulation resistance values at 40° C (all values in megohms)

Minimum insulation resistance

Test specimen

IR1min = kV + 1

For most windings made before about 1970, all field windings and others not described below.

IR1min = 100

For most ac windings built after about 1970 (form-wound coils).

IR1min = 5

For most machines with random-wound stator coils and form-wound coils rated below 1 kV and dc armatures.

Notes: 1. IR1min is the recommended insulation resistance, in megohms, at 40° C of the entire machine winding (all phases).

2. kV is the rated line-to-line voltage for 3-phase ac machines, line-toground voltage for single-phase machines, and rated direct voltage for dc machines or field windings.

3. It may not be possible to obtain the above minimum IR1min values for stator windings having extremely large end arm surface areas, or for dc armature windings with commutators. For such windings trending of historical IR1min values can be used to help evaluate the condition of their insulation.

4. The values (in the above table) may not be applicable, in some cases, specifically when the complete winding overhang is treated with stress control material.

5. The values in the above table do not apply to “green” windings before global vacuum impregnation treatment.

Reference: IEEE Std. 43, Table 3.

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Inspection and testing

Besides visual inspection, offline condition assessment and diagnostic tests for 3-phase squirrel cage motors typically include insulation resistance (IR) and polarization index (PI) or dielectric absorption ratio (DAR) tests. Depending on operating conditions and availability of test equipment, offline testing and inspection also may include lead-to-lead resistance and surge tests, sampling lubricating oil for analysis and checking for softfoot, output shaft runout and alignment of motor to driven equipment.

Inspection. The scope of the visual inspection will vary with the motor enclosure type. If the motor’s interior is not accessible (e.g., no removable covers), carefully inspect its external surfaces for wear, cracks and broken or missing hardware.

Items to check include the frame, feet, terminal box, fan covers, cooling fans and the output shaft and coupling or other shaft-mounted components.

If the motor’s interior is accessible, it may be possible to inspect the windings and other internal components for defects or damage, including the air gap between the rotor and the stator (see Figure 1). A borescope and mirrors on extension rods can probe recessed areas like the rotor’s interior and the space between the stator core and frame to check for debris, contamination, blocked ventilation ducts, cracked welds or a loose fit of the rotor core to the shaft.

Record all damage and defects, remove debris and contamination and perform any maintenance or repairs that need immediate attention. If necessary, schedule nonessential maintenance or repairs for the next regular shutdown.

Insulation resistance tests. The IR test is a welldefined method of evaluating the ground insulation of all types of motor windings (see Figure www.plantengineering.com

2). It consists of applying the test voltage and measuring the winding’s resistance to ground after one minute. IR readings are temperature sensitive, so to be meaningful they should be corrected to the standard temperature of 40° C (see Table 1).

PI is an extension of the IR test and is calculated by dividing the IR reading at 10 minutes by megohm value at one minute. The recommended minimum PI value for windings rated Class B (130° C) and higher is 2.0, and 1.5 for Class A (105° C) windings. Windings with a lower PI value usually are unsuitable for service. If the IR value is greater than 5,000 megohms, per IEEE Std. 43 and IEC Std. 60034-27-4, the PI value would not be meaningful, and the PI test need not be performed.

The PI test is most useful with stator form coil windings (coils made with rectangular or square wire). It may not be meaningful for randomwound windings (coils made with round wire) because the winding absorption charging current decays within the first minute or so of applied voltage. For those windings, the DAR is more useful, with a common selection of IR readings taken at 30 seconds and 60 seconds per IEC Std. 60034-27-4.

Lead-to-lead resistance test. By comparing the phases or circuits in the winding, the lead-to-lead resistance test can detect high resistance joints in winding and lead connections. Per CSA C392 and ANSI/EASA AR100, the resistance unbalance limit for random windings should be 2% from the average, and 1% from the average for form coil windings.

Surge test. The surge test can detect turn-toturn, coil-to-coil or phase-to-phase shorts. A common issue when surge testing an assembled motor is “rotor coupling” — a magnetic interaction between a squirrel cage rotor and the stator winding that can produce a dual trace of voltage as seen on the screen of a surge tester or an oscilloscope. Turning the rotor a few mechanical degrees will merge the traces, unless the winding has a fault or other defect (e.g., unbalanced winding circuits). Perform the surge test only if the winding has an acceptable IR value and, if applicable, an acceptable PI value.

Shaft runout test. Mechanical tests include the output shaft runout test, which uses a dial indicator to measure shaft displacement at the end of the shaft (if possible) or adjacent to the www.plantengineering.com

Table 2: Examples of how line voltage variation affects temperature and efficiency.

Minus 10% (414 V)

Normal (460 V)

Temp.

Eff.

Temp.

Eff.

Temp.

Eff.

10 (7.5)

66° C

90.0%

56° C

91.4%

55° C

91.5%

20 (15)

84° C

90.4%

70° C

91.8%

67° C

92.1%

50 (37.5)

84° C

91.9%

69° C

93.1%

62° C

93.6%

100 (75)

82° C

94.2%

72° C

94.8%

69° C

94.9%

200 (150)

90° C

94.9%

77° C

95.5%

74° C

95.7%

Voltage / Full load hp (kW)

Plus 10% (506 V)

coupling during one revolution. NEMA Standard MG 1 (NEMA Std. MG 1) allows up to 0.003-inch (0.08 millimeter) total indicated runout (TIR) for shaft diameters of 1.625 inch to 6.500 inches (41 to 165 millimeters). A more rigorous yet simpler criteria is to limit runout to no more than 0.001 inch (0.025 millimeter) for 2-pole motors, 0.002 inch (0.051 millimeter) for 4-pole motors and 0.003 inch (0.076 millimeter) for motors with six or more poles.

Online motor testing

Online (running) tests vary by machine type (e.g., squirrel cage induction, synchronous, wound rotor).

If the motor can operate safely, these may include me asur ing the starting (inrush) current, line-to-line voltages and voltage unbalance. On large motors or those powered by variable-frequency drives (VFDs), it also is important to check for shaft currents.

Figure 1: Stator coil damaged by short-circuit or inrush current.

All images courtesy: EASA

Inr u s h c u r r e nt test. Strictly speaki ng , i n r u s h i s t h e asymmetrical dc offset that occurs in the first cycle, or a few cycles, after an Figure 2: Insulation resistance test of motor stator windings.

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Figure 3: Asymmetrical offset of electric motor inrush current.

Figure 4: Derating for voltage unbalance per NEMA Std. MG 1.

36

a c motor is e ne rgized (see Figure 3).

According to NEMA Std. MG 1, the inrush current can be 1.8 to 2.8 times the lockedrotor current, which is t y pi c a l ly s i x to eight times the fullload current. Consequently, it could be as much as 22 (2.8 x 8) times the full-load current. For a motor with a higher than typical locked-rotor current, it can be high enough to trip circuit breakers. When taking measurements, unless the ammeter can measure momentary inrush (peak) current, it will only indicate the steady-state, locked-rotor current.

derating horsepower by 12%. Since this often is impractical, many motors end up operating on unbalanced voltages with reduced output torque and increased current. The higher current is especially significant because NEMA Std. MG 1 says current unbalance with load can be six to 10 times the percent voltage unbalance. Applying this rule to the 3% voltage unbalance, the current unbalance could be 18% to 30%.

Heating is a function of the power loss in a winding; specifically, the current squared times the resistance (I2R). With 3% voltage unbalance, the highest current “leg” of the winding may have about 18% more heating due to the associated current unbalance. The additional heating is estimated by calculating twice the voltage unbalance squared, in this case:

Line-to-line voltages test. Line-to-line voltages should be within 10% of the motor’s rated voltage, according to NEMA Std. MG 1 and within 5 % p e r I E C Std. 60034-1 (10% for l i m i t e d d u r at i o n and f re quenc y of o c c u r re n c e ) . To o high a voltage can increase heating of the motor's magnetic core, while too low a voltage can reduce its torque capability (see Table 2). There is no rule-of-thumb to estimate whether over voltage will increase or decrease the motor current, and likewise with the under-voltage.

2 x 3 2 = 18%

Unbalanced voltage test. Another factor related to voltage is unbalanced voltage. According to NEMA Std. MG 1, a motor should be de-rated if voltage unbalance exceeds 1% — a requirement often confused with the tolerance for voltage variation (see Figure 4). Utilities frequently limit the volta ge u nb a l an c e for t h e power they supply to 3%, which, according to NEMA Std. MG 1, would require

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A thermal scan of the windings, if accessible, can record the actual temperatures resulting from unbalanced voltage and current conditions.

Infrared thermographic scanning of a motor’s exterior also can indicate areas of abnormal heating (see Figure 5). While there are no specific temperature standards for the outer surface (“skin”) of electric motors, comparing a motor’s surface temperature with identical ratings under the same or similar load conditions may reveal abnormal heating.

Shaft currents tests. Large motors and motors supplied by variable-frequency drives (VFDs) should be checked for shaft currents (see Figure 6), even if none are suspected. In large motors, for example, magnetic circuit dissymmetry due to segmented laminations can induce shaft currents.

Likewise, VFDs may link the rotor and stator by capacitive coupling, creating circulating “shaft” currents that can cause premature bearing failure.

Figure 5: A motor driving a blower. Normal image on the left, thermal image on the right.

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Field testing is necessary to detect bearing currents from VFDs and some other causes. Measuring the current directly is not practical in this case, as it would require wrapping a current transformer around the shaft inside the motor — i.e., between bearings. The alternative is to measure the voltage from the frame to the shaft to determine if it is enough to indicate damaging shaft currents.

A way to measure shaft voltage in the field is to attach one lead of a true root-mean-squared (RMS) voltmeter to the frame (a grease fitting is a good location) and the other to the shaft using a brush-like device (e.g., a fine copper wire such as a brush shunt) to drag the shaft and sense the voltage. Directly sensing the voltage from the shaft with a meter lead is not recommended because it typically will not maintain continuous contact.

If the sensed voltage exceeds 100 millivolts ac for rolling bearings or 200 millivolts ac for sleeve bearings, damaging shaft currents are probably present. Another criterion from NEMA Std. MG 1 says damaging shaft currents may exist if the measured voltage between opposite ends of the

CFE

shaft exceeds 300 millivolts ac.

Final thoughts

Field test ing and inspection of motors is an important part of maintaining essential and often critical machines.

Taking time to learn ab out t he prop er tests and procedures, and how to apply them, will allow you to improve reliability and reduce costs. PE Thomas Bishop is a senior technical support specialist at EASA Inc., St. Louis. EASA, a CFE Media content partner, is an international trade association of more than 1,800 firms in about 70 countries that sell and service electromechanical apparatus.

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Figure 6: Shaft current paths through an electric motor.

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After finishing each course, participants will receive a certificate of completion. Each course will educate and test participant knowledge via a mix of reading, video clips, and interactive elements.

5/5/2020 9:10:41 AM

SOLUTIONS DIGITAL TWINS

By Bill Davis

How to validate machines with virtual commissioning Virtual commissioning begins with a vision of the desired machine behavior and sequence of operation

I

ndustrial machinery end users want customized products delivered quickly. Meeting this demand requires machine designs to be sophisticated.

This need for high-level customization with greater machine complexity drives manufacturers to support a global machine design to implement manufacturing strategies. Manufacturers can enhance their machine validating process with virtual commissioning, thus meeting complex customer demands quickly, efficiently and cost-effectively. This process builds on innovative trends to create superior customer service and revenue streams with new business models.

Virtual commissioning definition

Virtual machine simulation and commissioning is the process of validating the software code for programmable logic controllers (PLCs), human-machine Figure 1: Using virtual commissioning in conjunction with a digital twin can create outstanding efficiency on the shop floor by reducing time spent on physical validation, verification and commissioning. All images courtesy: Siemens Digital Industries Software

interfaces (HMI) and supervisory control and data acquisition (SCADA) equipment in the virtual world before deploying it on the factory floor.

As software is driving machines, its complexity is increasing significantly. It is essential to simulate the code running on a machine's virtual twin to generate substantial dividends in time and resources. Virtual commissioning validates the PLC software in a managed environment, an integral part of the modular product development strategy. Machine builders can perform the simulation upfront and link the software to the modules, combining the final code seamlessly on an individual customer-specific machine.

Financially, virtual commissioning and visualization pay enormous dividends for companies. No one purchases a machine sight unseen. Also, they will not buy it merely because it has been virtually simulated by running software code. Therefore, users need to substantiate that a machine works before shipping it to their plant.

However, because many software integrations and safety factors are necessary to run a machine, it is critical to test it with users physically present. Hence, virtual commissioning is ideal for turning a machine on and performing real commissioning. There is less pressure for both the machine builder and its customers/users.

It collaborates the engineering upfront in the design process to further reinforce the interdependency of all the disciplines involved in virtual commissioning.

Virtual commissioning essentials

Critical elements of the virtual commissioning process include: Upfront automation linked to machine behavior: Virtual commissioning begins with a vision of the desired machine behavior and sequence of operation.

Ideally, a systems model would define the machine behavior in electrical and fluids domains. A physicsbased kinematic model is a good beginning by introducing forces on sliding or rotating components at different times, providing a good visualization tool

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to communicate between the mechanical, electrical and controls engineers. It’s also an excellent tool for demonstrating machine behavior to users.

The behavior model drives code generation: The machine behavior model (a physical demonstration of the machine operation sequence) identifies the logical devices in the design attributes critical to the PLC and HMI code development. Consider a motor with an integral encoder. The visual behavior model describes a process where the motor is energized for a certain number of rotations, stops and then reverses.

The PLC code must know essential information about the motor/encoder and the expectations for use in the application. Possessing vital information in the mechatronic model provides for managing it more efficiently.

Closed-loop feedback visualization: The upfront simulation of the desired machine behavior is only valuable when validated after the finished code loads into a virtual PLC, showing machine operation in the digital twin when driven by the code, not the predictive machine behavior model.

User experience implementation: The user experience is vital to the virtual commissioning process. It shows how the digital twin demonstrates the machine’s response to user-initiated commands — for example, indicating that the operating parameters display appropriately on the HMI and whether the touchscreen and other interface devices operate correctly.

Also, the virtual machine must respond correctly during an e-stop or normal shutdown and simulate faults and other use cases where safety is a concern.

Benefits and challenges

The demand for virtual commissioning, in conjunction with the digital twin, provides the following advantages: • Compressing time: Caters to users who are continually changing their tastes quickly and driving a reciprocal need to respond rapidly.

• Saving costs: Reduces time to debug the design and its associated controls physically.

• Minimizing risk: Provides virtual testing, so evolutions present theoretical issues, with no PLC program problems.

Virtual commissioning benefits create efficiency on the shop floor, achieving higher speeds with reliability — a potential 20% improvement in the capacity of a machine shop or operations. This efficiency saves valuable time previously spent in physical validation, verification and commissioning (see Figure 1).

However, the upside of innovative technologies come with their accompanying challenges: www.plantengineering.com

• Validating third-party equipment integration requires the need to bring disparate systems and code together cohesively.

• Robotic integrations require connecting robotic code into the PLC to increase efficiency.

• Logistics automation provides significant proficiency only by orchestrating multiple interfaces simultaneously.

Many use cases tout the benefits of virtual commissioning. Consider two companies who are witnessing notable improvements.

Successfully using virtual commissioning

Tronrud Engineering is a prime example of effectively using virtual commissioning. Tronrud develops, manufactures and supplies innovative machines and equipment to users. Using a new machine’s digital twin allows the designers, engineers and programmers to work simultaneously while continuously sharing their knowledge (see Figure 2). This process significantly compresses commissioning and engineering time.

“By working on the design, mechanical components and programming simultaneously, we can drastically reduce the time to market. In another project, this approach allowed us to save about 20% or two months,” said Erik Hjertaas, general manager packaging technology at Tronrud Engineering.

In response to the parallel execution of development steps in an interdisciplinary team, Tor Morten Stadum, PLM manager at Tronrud Engineering, said, “We shortened the design phase by about 10% and commissioning by 20% to 25%.”

Eisenmann, a Germany-based global provider of industrial solutions, plans and builds made-tomeasure manufacturing, assembly and enterprises throughout the world. They have deployed highly flexible distribution plants that are energy- and resourceefficient for more than 65 years. They’re reaping the many benefits of virtual modeling, simulation and commissioning.

“The simulation model we create with plant simulation is often part of the deliverable to our customers.

Many of them also use plant simulation themselves, so they know how to run the simulation and change the needed parameters. This is a big benefit for them because they get a virtual model of the physical line,” said Dr. Heiner Träuble, simulation expert, automotive paint systems, Eisenmann.

“We are very pleased with the discrete event simulation capabilities we have developed in Eisenmann throughout the years, especially our use of plant simulation,” said Sebastiano Sardo, senior vice president, Eisenmann Conveyor Systems.

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SOLUTIONS DIGITAL TWINS

Adapting machines for the future

Figure 2: Tronrud Engineering is effectively using virtual commissioning to align multiple processes and shorten overall commissioning and engineering time.

Manufacturers must consider current trends and adapt to changing consumer preferences to build flexible machines that address a full range of products. Flexibility must be built into the machine software to respond to the changing needs of the customers.

Using the Xcelerator portfolio, a suite of services from Siemens Digital Industries helps manufac-

webcasts

turers create a comprehensive digital twin. It also integrates simulation within the machine design to be flexible, capable and adaptable. Connected machines, which can communicate with other machines, extend their capabilities through software-driven changes. This value is essential for modern manufacturers to maximize the productivity of the end-user environment.

Companies need a digital solution that crosses all aspects of a machine manufacturer’s product and production process to connect, adapt, predict and extend the machines of tomorrow, today. PE Bill Davis is the solution director for the industrial machinery and heavy equipment industry for Siemens Digital Industries Software. His experience and insights have been acquired from a career spanning 30 years in engineering and operations management with machinery and heavy equipment companies. He has a master’s degree in business administration from Marquette University, with a concentration in operations management and strategic marketing, as well as a BSME from Milwaukee School of Engineering.

Plant Engineering’s webcasts cover the latest engineering topics that affect your industry and operations. Join the expert panelists and attend our webcasts at your desktop or mobile device of your choice.

Discover the latest on topics like:

• Arc flash

• Compressed air

• Electrical safety

• Power distribution

• Plant safety

• Energy management

• Maintenance

• Asset management

• IIoT

• Safety management

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1/31/2019 6:39:06 PM

SOLUTIONS QUALITY ASSURANCE

By Matt Dixon

Select and specify efficient, accurate grab sampling systems How fluid vessel types and other variables influence system design

G

rab sampling plays a key role in many refineries and processing plants around the world, helping operators maintain quality control, regulatory compliance and assurance that products are up to specification.

The process is performed by capturing a sample in an appropriate container, then transporting the sample to a remote laboratory for analysis.

Samples must remain representative of process conditions from the point of capture through analysis to ensure accuracy. Yet, certain grab sampling system design choices can highly influence sample integrity and therefore the accuracy of readings. This article will review some practical tips to help grab sampling technicians maintain accuracy, including important considerations for system designs and sampling vessel choices.

Specifying systems

1a: Front

Grab sampling system designers must first consider the type of vessel to be used for sample transport. The choice is typically between a glass or polyethylene bottle, or a sealed metal cylinder.

A few factors determine this choice. Bottles cannot contain pressure, for example, and can only be used for liquid samples. By contrast, cylinders can

1a: Back

1b www.plantengineering.com

1c

Table 1: Grab Sampling System Recommendations for Common System Criteria Container Type Captured Phase

PressureContaining

Non-PressureContaining

Liquid

✓ Cylinder

✓ Cylinder

X Bottle

✓ Bottle

✓ Cylinder

✓ Cylinder

X Bottle

X Bottle

Vapor

✓ = recommended X = not recommended

maintain pressure and are appropriate for liquid or gas samples. See Table 1 for a quick reference.

Other important design considerations include: • System Pressure. Grab sampling systems have a maximum pressure rating – and it is important that designers do not exceed that pressure for safe operation. For chemicals that may rapidly expand and pressurize under temperature changes, consider using a rupture disc or relief valve.

• Temperature. Systems also have a maximum temperature rating. Exceeding that rating can damage seats and seals in the system. Importantly, systems also have a minimum operating temperature, which helps ensure the fluid flows at a sufficient rate for timely analysis.

• Material Compatibility. A process fluid and the grab sampling system itself must be compatible with each other, or else corrosion issues can occur.

Figure 1: This design is for sampling a gas without a separate purge line (1a). With the sampling system valves and the cylinder valves open (1b), process fluid flows through the cylinder and returns to the main process. When retrieving a sample, the operator will close the cylinder valves and turn the system to vent to isolate the supply/return lines and allow the fill lines to vent (1c). The operator will then turn the system off before disconnecting the cylinder. All images courtesy: Swagelok PLANT ENGINEERING

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SOLUTIONS QUALITY ASSURANCE

Most systems are built with 316 stainless steel, but some system requirements may call for higher-performing alloys such as 400 and C-276 to ensure compatibility and eliminate corrosion issues.

• Purging Needs. Regular 2a 2b system flushing helps fight against contaminaFigure 2: tion and corrosion, so be sure to add a purge setup for When using removing residual process fluids from grab sampling cylinders, gas system lines. samples (2a) System designers should be sure to think through should flow each of these considerations when specifying a grab from the top sampling system for their facilities.

down to push out any liquid or solid as the cylinder fills. Liquid systems (2b) should be designed to fill from the bottom up, so the sample displaces the vapor space.

Sampling with cylinders

Numerous options are available for gas or liquid sampling with cylinders. One common, highly efficient design is a closed-loop system, which draws a sample from a positive-pressure process and returns it to the process at a lower-pressure location. This system uses differential pressure to drive the fluid through the sample system. The sample continuously circulates through the cylinder while the operator takes a sample.

Closed-loop systems reduce the need for purging because the sampling system effectively becomes an extension of the main process system. When the grab sampling system inlet valve is opened, process fluid flows through the system and the sample cylinder, then flows out to the outlet port (see Figure 1). Older process fluid remaining in the short inlet line will be flushed through the closed-loop path, returning to the main process system as the cylinder fills.

Figure 3: This bottled grab sampling system design (3a) is used when continuous flow is required from inlet to outlet. When the operator opens the spring‐loaded sampling valve (3b), process fluid flows into the bottle, while also continuing to flow through the bypass.

3a: Front 42

3a: Back

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Operators can simply close the cylinder’s inlet and outlet valves and turn the system to vent when the sample is ready for removal. Then, they can close the system’s inlet valve to stop the flow and remove the cylinder for transport to the lab. Inside the cylinder, the sample remains under the same process conditions, except for temperature, and as a result should be highly representative of the main process itself.

Though cylinders can be used for gas or liquid samples, there are some critical distinctions for each.

Most importantly, flow paths should be different for gases and liquids to enable the purging of any out-ofphase fluids from the cylinder, as follows: • Gases should flow from the top of the cylinder down (as shown in Figure 2a), pushing out any liquid or condensate from the sample cylinder as it fills. This ensures liquid will not collect in the cylinder and interfere with analyzer readings.

• Liquids should fill from the bottom up (shown in Figure 2b). This helps displace the vapor space and ensure the cylinder is full. An outage tube can be added to cylinders capturing liquid samples to maintain expansion space in the cylinder, as the trapped vapor may compress under pressure. (see the “Outage Tubes Explained” sidebar).

Of course, safety is important here, too. Ensure that any cylinders used for gas or liquid samples comply with all appropriate safety regulations.

Bottle sampling in liquid applications

Liquid-only grab sampling using bottles involves drawing fluid directly from the process into non-pressurized bottles. Bottle sampling can be a more economical solution in suitable applications, and the clear glass structures are good for immediate visual checks on quality.

Bottle sampling is a good choice for process fluids that are not susceptible to fractionation or evaporation when the sample is at atmospheric pressure. Note that any increase in internal pressure may cause loss of sample through the lid or septum cap seal — accordingly, liquid bottle systems should be used with water or other low-vapor-pressure liquids.

In suitable applications, first determine whether continuous flow and purging are required. Continuous flow comes in handy when the sample requires constant motion, or when a long tubing run leads up to the sample point. Under a continuous flow regimen, the sample flows through a bypass loop in the grab sampling system and avoids sitting in tubes for extended periods, ensuring the sampled fluid remains representative. The sample bottle is then filled using a spring-loaded sampling valve (shown in Figure 3). A www.plantengineering.com

Outage Tubes Explained Outage tubes (Figure 4) can be used as a safety mechanism in liquid cylinder sampling.

An outage tube enables a defined volume of vapor space to stay inside the cylinder while capturing a sample, allowing the liquid to expand if temperature increases. Without enough space, a small temperature increase can cause liquid expansion and dramatic pressure increases, which can compromise operator safety.

The length of the outage tube determines the amount of vapor space, per the calculation % Outage = (Vapor Space/Total Volume) x 100.

purge assembly should be used if the sampled fluid has the potential to solidify, as it will help the dispensing needle and internal tubing stay clean.

Fixed-volume systems are advantageous if the liquid is highly pressurized or hazardous. This type of system effectively isolates the user from process pressure while limiting the fluid volume dispensed.

Here, the sample first fills a metal cylinder before being gently pushed into a sampling bottle by a lowpressure purge gas, helping to protect against inadvertent overfilling.

When it comes to safety, liquid samples may need to cool before operators are able to safely fill and retrieve a bottle without risking burns or injuries.

Ensuring success

Careful selection of container type and proper configuration of other system variables can help any industrial operator maintain sample integrity. The key to accurate analysis is ensuring the captured sample is representative of process conditions when collected and analyzed.

By following the tips in this article, designers and operators can achieve more efficient, accurate, and safe analyzer results from their grab sampling systems. PE Matt Dixon is senior principal design engineer for Swagelok Company.

Figure 4: Outage tubes help to prevent cylinder overfilling when capturing liquid samples.

SOLUTIONS DISTRIBUTION CENTER PRODUCTIVITY

By James Figy

PC control redefines intralogistics distribution center efficiency How to move 67,000 garment shuttles, boost efficiency and communicate through EtherCAT

D

istribution centers need to make every cubic foot count. Material handling equipment needs to be cost-effective and use warehouse space efficiently. Since most conveyors sit close to the ground, they take up significant space. SDI launched the JOEY Pouch Sorter system to raise unit sortation to the ceiling and promote efficient product transport.

“The system relies on automatic switches and gravity accumulation to move pouches or garment hangers effectively,” says Jim Suggs, CTO at SDI. “The first

www.plantengineering.com

system we commissioned in 2016 used 5,000 pouches to sort about 3,000 units per hour, which is relatively small. The second system used 67,000 shuttles to buffer and sort 7,000 units per hour.”

Founded in 1970, California-based SDI provides turnkey material handling systems complete with controls and software for fast-paced distribution centers.

Its technologies include distribution center management solution (DCMS) software, tilt-tray, garment-onhanger, bomb-bay (or split tray) sortation equipment and the pouch sorter.

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SOLUTIONS DISTRIBUTION CENTER PRODUCTIVITY

SDI is expert at t hird-p ar t y conveyors, highspeed merges and other systems.

“We i nte g r ate numerous intralogistics solutions.

We pick the best provider for the application and combine the best technologies with Figure 1: All our top-tier unit sortation equipment,” Suggs says.

SDI solutions, The pouch sorter offered the potential to reduce from new equipment size and expense. However, coordinating intralogistics thousands of pouches in a single system required a innovations powerful, reliable control and networking platform, to traditional explains Kyle Upwood, senior controls engineer. “The conveying pouch sorter is demanding from a controls response systems, now point of view.” use EtherCAT SDI recognized the limitations of its legacy automaand PC-based tion platform used on its unit sorter and conveying automation solutions. technology.

“For our auto-induct onto the unit sorters, for examPhoto ple, we do the motion control on the metering itself courtesy: and automatically induct the products onto tilt-tray Beckhoff sorters,” Suggs says. “We also use high-speed merges, which require high-speed motion control.”

Engineers at SDI’s Florida-based controls division were challenged to find controllers and a fieldbus for such rapid response times. At the time, their previous vendor’s control software could not run on an OS above Windows 7, soon to be obsolete, and the software required outdated flowchart-style Figure 2: Automation programming. The machine controllers software allowed SDI to offered extremely limited memory and preserve existing code depended on OPC DA to communicate and easily use modern with other devices, which was superprogramming standards. seded by OPC UA long ago.

Photo courtesy: Beckhoff Besides performance, SDI engineers focused on flexibility, scalability and cost.

The team looked at value at time of purchase and overall for the product lifecycle.

“The technology most automation and controls vendors offered was simply not

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advanced enough,” explains Mike McCanney, SDI controls director. “These options were also significantly lacking in terms of both memory and storage. With any application, we always deliver our entire DCMS controls solution, even if it’s not entirely used, to enable easier upgrades or customizations to meet client demands in the future. Therefore, the controller needs enough memory capacity to store that sizable project.”

The new controls platform needed to convert and repurpose existing code from SDI’s broad portfolio with ease and help improve the company’s build process when commissioning machines.

“As we started converting code, traditional PLC platforms don’t support some of our fairly simple programming constructs,” McCanney says. “We wanted to preserve what we call ‘the build,’ which is our method for automatically mapping I/O terminals and points.

This software uses site-specific drawings and a library of preconfigured code for unit sorters, carton sorters, regular conveyors and other technologies to write the complete code project within hours. The commissioning engineer visits the site, loads the code and hits ‘go.’”

Technological capabilities

What got our attention was the real-time communication speed of EtherCAT, Suggs says. The EtherCAT industrial Ethernet system enables a range of topologies — including line, tree and star — and can incorporate up to 65,535 nodes per network segment. That’s useful in widely distributed material handling applications.

EtherCAT benefits helped SDI solve performance issues with its legacy fieldbus to enhance sorting applications, says Mark Olton, area sales engineer, Beckhoff.

“EtherCAT allowed SDI to incorporate third-party devices and networks, such as EtherNet/IP, AS-Interface and PROFIBUS. The system openness inherent in EtherCAT proved helpful, especially since most distribution center customers are unable to simply rip and replace their entire network infrastructure.”

SDI engineers also explored PC control technology from Beckhoff. After several successful in-house tests on SDI conveying systems, they specified the Beckhoff C6920 control cabinet industrial PC (IPC) due to the power required by large and complex architectures.

“The C6920 is a powerful PC, and it works well in the pouch sorter because of the high-performance demands and large number of scanners,” Upwood says.

For less demanding conveying and sortation systems, SDI scaled down to the Beckhoff CX5130 embedded PC. “While the C6920 remains important in many situations, we standardized on the CX5130 as our main machine controller. It comfortably provides the necessary performance level for most applications and offers an optimal price point for us,” Suggs explains. www.plantengineering.com

The same code can run on either controller without requiring changes beyond the runtime license.

Software possibilities

The universal engineering environment and runtime software allowed SDI to increase its capabilities while preserving existing code. Unlike the previous platform, TwinCAT offers programming in all IEC 61131-3 languages with object-oriented extensions as well as computer science languages through its integration into Microsoft Visual Studio.

“Using more modern programming methods has changed how we create code,” McCanney says. SDI also improved on its build process using TwinCAT Automation Interface, which enables the automatic creation and manipulation of TwinCAT eXtended automation engineering (XAE) configurations.

The Automation Interface functionality is possible using all COM-capable and dynamic script programming languages, such as .NET, Windows PowerShell or IronPython. The TwinCAT Automation Device Specification (ADS) interface offered additional benefits for commissioning and communication in distributed, multi-controller architectures.

“TwinCAT treats individual software modules, such as the PLC, independently as a server or client, and ADS exchanges messages between these objects within the system and over the TCP/IP connections,” Olton explains.

As a device- and fieldbus-independent interface, ADS eliminated the requirement for outdated OPC DA in all new SDI applications. “With EtherCAT and ADS as a backbone for cross-controller communication, we can implement a more distributed controls environment with smaller controllers spread across fulfillment centers,” McCanney says.

Intralogistics improvements

The pouch sorter allows SDI to optimize the existing footprint in distribution centers while increasing throughput considerably. By transitioning its controls platform to Beckhoff, SDI sees performance gains in all solutions.

For the pouch sorter this has enabled installation of larger and more complex applications, according to Suggs. “A recent application for a large clothing manufacturer boasts 67,000 shuttles with numerous switches and 70 scanners where the shuttle makes logic decisions in real-time,” he says. “This system uses garment hangers, rather than pouches, on the 67,000 shuttles. It tracks the items, typically suits, through various buffers to a matrix sortation system.

This automatically produces the stack sequence — a small, medium and large suit, in that exact order — www.plantengineering.com

before delivering it to the packing station.”

The upgraded controls platform results include increased messaging to the database, according to Upwood.

“We increased the single point machine rate by 58% to now over 10,000 units per hour. This was achieved while also increasing the barcode cameras that are required to run at this new max rate by 40%. I/O points increased by 51%, and high-speed track switching devices increased by 182%,” he says.

Less than two years after choosing Beckhoff, SDI migrated nearly all existing code to the new platform and enhanced its design and build processes. “There was a lot of concern when we first began shifting control platforms about how easy it would be to convert our libraries of code. Beckhoff made it much easier than we anticipated,” McCanney says.

Some SDI code is deprecated or for discontinued equipment, but the progress the company has made in programming is significant. “With the last major pieces that we had to finish, including the high-speed merge and the auto induct, we are likely 85% complete as of today,” Suggs says. “In addition, TwinCAT Automation Interface greatly improved our capability to create software that adapts well on every new application.”

By implementing Beckhoff IPCs, SDI exceeded its memory and processing power requirements, but it also reduced cost compared to comparable offerings from other vendors. “To get that amount of memory from one particular competitor would have cost $20,000,” McCanney says. “With Beckhoff, it just feels like we’ve roared into the 21st century. I didn’t realize how much our previous controls platform was holding us back. For a company of our size to deliver large-scale automated systems to major retailers and apparel manufacturers, we benefitted greatly by implementing Beckhoff as our standard platform.”

With increased controller and networking capabilities, SDI can continue designing and implementing more innovative pouch sorters and other material handling innovations to further optimize floor space usage in today’s distribution centers. PE

Figure 3: The JOEY Pouch Sorter from SDI maximizes footprint utilization in distribution centers by transporting product through unused space along the ceiling. Photo courtesy: SDI Systems, Inc.

James Figy is senior content specialist, Beckhoff Automation LLC. PLANT ENGINEERING

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SOLUTIONS INPUTS/OUTPUTS

By Josh Eastburn

Edge I/O brings more connectivity to field devices and sensors Latest remote I/O combines IIoT communication with even more processing power than traditional intelligent I/O

W

hen intelligent input/output (I/O) systems first appeared, they were an alternative to the prevailing options at the time, including 1) low-cost I/O for discrete control applications, often used with programmable logic controllers (PLCs), and 2) more expensive analog I/O for continuous control, typically part of large-scale distributed control systems (DCS).

These early I/O systems were limited to converting raw electrical signals into digital values. The burden of processing, filtering and shaping these signals to create clean, usable data for process control and visualization rested completely on the controller.

The “intelligent” moniker given to new I/O systems pertains to their embedded computing power.

Rather than rely on the controller, they can perform operations for signal processing and PID control internally. Computing power reduced use of custom programming to perform common tasks, like latching, counting, and thermocouple linearization, relieving the burden on the controller (and programmer).

Figure 1: Edge I/O connects real-world electrical signals directly to information systems and applications on-premises or in the cloud. All figures courtesy: Opto 22

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Intelligent I/O also paved the way for other control options, like distributed control, as well as hybrid control systems that addressed the needs of both discrete and continuous control functions for large-scale applications. Since then, I/O systems continued to evolve, now with the motive of addressing Industry 4.0 needs.

Changing needs in the field

Early intelligent I/O systems provided key distinguishing benefits: • With extra processing power in a modular format, it was easier to add advanced functionality to small and low-cost control systems.

• By distributing processing and control throughout the system, intelligent I/O created options for redundancy and fault-tolerance.

• With I/O modules handling signal processing and PID loops locally, logic scan times decreased, making systems more responsive.

• In short, the focus of these I/O options was to create affordable, resilient, and responsive automation systems.

However, the push towards a digital transformation introduces goals that begin with reliable automation as a given and reach beyond operations technology (OT) to connect with the information technology (IT) domain in meaningful ways.

These new goals include: • The convergence of IT and OT systems, opening data silos • Ubiquitous connectivity and communication between field devices and software • Machine-to-machine communication for predictive analysis and autonomous control and • Other productivity stepping stones, like mobile and augmented visualization.

So generally, beyond reliability, control systems are being asked to deliver more data and more connectivity. However, some obstacles lie in the way to achieving these goals.

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With most industrial data still residing in unintegrated sensors and switches and a large installed base of standalone machinery across many brownfield sites, the industry has a long way to go to achieve ubiquitous connectivity. To complicate things further, the traditional options for integration are RTUs, PLCs, OPC and SCADA servers. These simply don’t scale to the level needed to integrate everything, lacking the communication and security protocols needed to do so safely and incurring additional costs per I/O point with every level of middleware required.

I/O to the rescue

Next to field devices themselves, I/O systems are the closest point to highly prized field data. They are also a required integration point for hardwired equipment and its untapped data. Intelligent I/O systems are targeting features that allow engineers, technicians, and developers to tackle data integration efficiently and securely.

These systems are appearing in the market under a variety of names, sometimes simply as “smart remote I/O,” but the term “edge I/O gateway” is also common and helps to distinguish the unique functionality they offer compared to previous generations. The term is derived from the concept of edge computing, a distributed architecture that relies on lightweight local computing resources working in partnership with heavyweight cloud services or data centers to improve data processing and local performance.

Edge computing is finding applicability within industrial internet of things (IIoT) applications because of the need to support higher volumes of data for business intelligence and analytics systems.

Industrial edge I/O modules and systems provide even more computing power than traditional intelligent I/O and apply it to data processing and IT connectivity, in addition to enhancing basic control www.plantengineering.com

functions. Rather than dealing only with I/O signal processing, these devices can become part of the network infrastructure, connecting field devices directly to maintenance systems or business applications using native protocols for communication and security.

Figure 2: New intelligent remote I/O (edge I/O) systems are compatible with IT networks, so they can bypass the usual layers of middleware to move data directly from the field to the cloud.

Defining industrial edge I/O

Naturally, systems from various vendors differ in their specific form factors and I/O options, but they share a common feature set that addresses the specific goals and obstacles of connected control systems.

More processing power: Distributed computing power is the defining attribute of intelligent I/O. Edge I/O takes it to the next level with faster CPUs and more RAM to support complex signal processing and embedded applications. Some models run their own real-time operating systems on chipsets like those powering modern mobile devices.

More connectivity options: Edge I/O connects the real world to the digital world with a selection of communication interfaces that bridge both domains. Typically, these devices offer a mix of I/O types, analog and discrete inputs and outputs as well as serial options. Importantly, though, edge I/O complements these with multiple options for transmitting information to automation and business networks: wired Ethernet, WiFi, or cellular.

Support for OT and IT protocols: As opposed to previous I/O systems that focused only on automation connectivity, edge I/O provides for native communication with IT systems, as well. It pairs options such as Modbus/TCP, EtherNet/IP, PROFINET, and OPC UA with REST, MQTT with Sparkplug B, SNMP, VPN, and other protocols that support a completely new communication architecture for I/O. With the combination of appropriate media and protocols, edge I/O devices can translate raw I/O signals into both OT- and IT-compatible data.

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SOLUTIONS INPUTS/OUTPUTS

Figure 3: Edge I/O combines intelligent I/O processing and IT connectivity to simplify IIoT applications, like monitoring operational effectiveness of remote equipment.

Embedded security: Critically, IT compatibility introduces security options that have frequently been lacking in automation hardware. Features like user authentication, SSL/TLS data encryption, certificate management, and internal firewall configuration enable secure data transmission directly from the field or plant floor, even across public networks.

Embedded logic: Secure IT communication and embedded computing power make it possible for edge I/O systems to take on even more of the tasks typically given to a controller. In addition to traditional signal processing features like scaling, ramping, totalization, and output pulsing, edge I/O adds simple programming options such as Node-RED to store and filter data, combine data from different sources, and execute transactions with databases and web services.

providing multiple paths for engineers to architect scalable communications. For example: • Edge I/O can be used for lightweight integration by connecting I/O signals to data networks in parallel with legacy automation systems.

• Hardwired equipment can be retrofitted with basic sensors and edge I/O as a controller-less integration option that sends data directly to supervisory systems.

• Existing middleware such as PLCs and Windows PCs can be bypassed or removed by allowing edge I/O to handle data acquisition, preprocessing, and transport to higher-level systems.

• Since many edge I/O models are designed for hazardous locations, edge I/O also provides a more affordable path to remote condition monitoring of hard-to-reach equipment.

What’s possible now?

In combination with edge controllers, edge I/O makes available more design possibilities, particularly for integrating legacy automation devices. But it’s the controller-less potential of industrial edge I/O that allows for flexible deployment of intelligence and connectivity into the process. That kind of scalability, with security as a first principle, helps to make largescale machine-to-machine communication feasible.

What do these new I/O options do to move the industry closer to a digital transformation and how do they help to overcome the obstacles that stand in the way?

Meeting the bandwidth and computing demands of Big Data as well as the local requirements of embedded artificial intelligence and advanced visualization requires industrial automation specialists to consider a new, more scalable system architecture. Edge computing is already demonstrating its effectiveness in commercial applications, and it holds potential for industrial applications as well.

Unfortunately, ripping out existing infrastructure is an expensive proposition. Automation engineers need options that can run in parallel with existing systems to achieve the same outcome.

Edge I/O enables additional computing and networking to be added piecemeal, in place of or in addition to, existing automation infrastructure,

Gist of it

I/O systems continue to evolve in response to the changing needs of the automation industry. Edge I/O combines distributed intelligent I/O processing with IT-oriented communication, expanding the options for creating ubiquitous connectivity and overcoming obstacles to total integration. The critical differentiator between these systems and previous generations of intelligent I/O is their ability to interface with IT systems and software natively, allowing them to bypass traditional communication middleware and send data directly to its destination.

The same capability allows these systems to share a larger scope of responsibility in automation tasks and to act independently of traditional automation controllers such as PLCs, PACs or IPCs. PE Josh Eastburn is director of technical marketing at Opto 22, Temecula, CA. He is a contributing writer at blog. opto22.com.

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SOLUTIONS DIGITAL TRANSFORMATION

COVID-19 accelerates digital transformation Rapid production changes, enterprise-wide connectivity and a shift to proof of value for IIoT implementations.

H

ow is COVID-19 affecting digital transformation? CFE Media had questions for software connectivity company PTC about how the COVID-19 pandemic was changing digital transformation. Sean Callahan, senior director, strategic marketing for Kepware, part of PTC, provided answers about digital transformation value, enterprise-wide connectivity and Industrial Internet of Things (IIoT) proof of value. PTC’s solutions combine augmented reality, industrial IoT, PLM, and CAD. Kepware has the connectivity and IIoT part down cold.

Question: How has COVID-19 impacted marketplaces, industries, and/or supply chains?

Callahan: COVID-19 has been a catalyst for companies accelerating their digital transformation journeys.

Industrial organizations have now seen firsthand the value that digital transformation brings when dealing with crisis situations, or when they need to rapidly make shifts in production and are responding accordingly.

Many organizations that did not undertake major digital transformation efforts ahead of the pandemic were more negatively impacted as a result.

We have found that they are now evaluating and making plans to quickly implement transformative technologies in the future such as the industrial IoT and augmented reality (AR). Demand for these technologies, as well as critical foundational technologies like enterprise-wide connectivity, continues to grow as organizations evaluate how they’ll position themselves to thrive post-crisis.

Q: How will COVID-19 shape markets with technologies and systems; people and training; and processes and quality control?

Callahan: The most tangible example of COVID-

19 disrupting products, processes, and people is with training and digital work instructions. Facing

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rapid changes in demand, new social distancing measures, and the rise of remote work, industrial organizations needed new approaches to onboarding, training, upskilling, and reskilling that worked within the new normal they were facing. To maintain business continuity and help their employees navigate these challenges, manufactures are now leveraging AR to capture and transfer knowledge – to employees, to customers, and even to other manufacturers.

Q: With global economics, what changes do you foresee in the upcoming 1 to 3 years to recover from this pandemic and better prepare for next potential pandemic or crisis?

Callahan: As a direct result of the pandemic, we are seeing companies create short-term and longterm plans to help them weather the crisis and better prepare for future uncertainty. These crisis response plans prioritize employee safety while also focusing on improving overall productivity, securing alternate material supplies and alternative production options, and embracing rapid retooling efforts that would enable more flexibility to produce products not in the company’s immediate supply chain.

To help industrial organizations navigate the crisis short-term, PTC offered its remote assistance software free of charge, enabling manufacturing and service organizations to keep employees both connected and safe during the pandemic. In the shortterm, programs like these helped companies maintain business continuity while enabling them to free up liquidity for other immediate needs.

From a more long-term perspective, we are finding that conversations around overall efficiency and cost saving measures are dominating the planning landscape as companies look to ensure ongoing business continuity. Carrying over from their short-term plans focused on maintaining free cash flow, many companies are scaling back on overhead to ensure liquidity in the case of future crises.

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SOLUTIONS DIGITAL TRANSFORMATION

Figure 1: Industrial connectivity tools, such as the ThingWorx Kepware Server, can connect existing assets without replacing machines, enabling industrial organizations to demonstrate real proof of value without disrupting production on the most critical lines.

Image courtesy: PTC

While reducing cost remains top-of-mind, many organizations are investing heavily in a joint IoT and AR strategy to drive digital transformation initiatives and ensure that they will be properly suited to weather a crisis should another one arise. For many industrial organizations, their most important strategic moves are focused on enabling remote work and remote service.

Organizations with complex machinery that requires in-person maintenance anticipate that similar facility shutdowns and border closures in the future will impact their ability to service customers – something that a major automation manufacturer experienced in this pandemic. Leveraging software tools the company enabled its internal expert to walk service representatives in the field through complex maintenance procedures, thereby ensuring the ability to keep its service team members safe throughout a pandemic in a manner that is easiest for the customer without sacrificing product quality.

Q: Covering teamwork and collaboration, how will engineering teams evolve in the coming months, using communications and productivity tools to drive efficiencies?

Callahan: As organizations look to gain efficiencies, we are seeing teams from OT and IT [operational technology and information technology groups] work together more strategically, driving industrial IoT ini50

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tiatives together to realize tangible business outcomes for both groups. We are also seeing a shift from a focus on “proof of concept” implementations to a focus on “proof of value.” Proof of concept implementations were typically deployed in an area of the shop floor that was less risky to test new technology on – but the problem was that with these low-risk, low-priority pilots, companies could not see the value that would be realized by scaling these to more impactful areas of the business. By shifting to a proof of value implementation, they are targeting the areas of the business where they can realize the largest impact and value.

To do this successfully, they are looking for solutions they can get running quickly without disrupting the manufacturing process in the critical areas targeted for these high-value pilots. Industrial connectivity tools provide the ability to connect existing assets without replacing machines, enabling industrial organizations to demonstrate real proof of value without disrupting production on their most critical lines.

Q: How will engineers in manufacturing help economic growth return?

Callahan: We are seeing that manufacturing engi-

neers are using this time to research, design, implement, and empower digital transformation strategies in their organizations. We are also seeing their organizations, in turn, make commitments with global systems integrators and consultants to ensure they lock up the best resources for enabling digital transformation as soon as the economy reopens. In supporting the broader digital transformation economy, as well as strengthening their own businesses, manufacturers are leading the way to helping us return to a period of economic growth.

As we learn to embrace the new normal, manufacturers will be uniquely poised to educate other industries about how to jump-start their own recovery efforts – sparking broader discussions about employee safety, workforce productivity, and overall efficiency gains resulting from investment at this critical juncture. PE

Sean Callahan is senior director, strategic marketing for Kepware. Edited by Mark T. Hoske, content manager, CFE Media, mhoske@cfemedia.com. www.plantengineering.com

INNOVATIONS

NEW PRODUCTS FOR ENGINEERS

Power monitoring software EcoStruxure power monitoring expert from Schneider Electric is a complete, interoperable and scalable purposebuilt software system dedicated to power management that enables users to improve operational efficiency and reduce energy-related costs, ensure electrical network reliability and optimize equipment utilization and the cost of operations.

Schneider Electric www.se.com Input #200 at www.plantengineering.com/information

EJ-series plug-in modules EJ-series plug-in modules from Beckhoff Automation make it easy to implement a platform concept for large-volume production runs without sacrificing customization capabilities. The modules, with electronics based on the popular EtherCAT input/output (I/O) system, are directly inserted into an application-specific signal distribution board that transmits signals and power to the individual connectors. Connections via preconfigured cable harnesses replace the expensive installation of individual wires, reducing per-unit costs and minimizing the risk of faulty wiring because the EJ components are clearly coded.

Beckhoff Automation www.beckhoff.com Input #201 at www.plantengineering.com/information

Capacitive discharge power supplies The CD-A series capacitive discharge power supplies from Amada Weld Tech features dual pulse output control, internal pulse monitoring, optional polarity switching and is automation capable. They are ideal for battery tab welding, interconnects, honeycomb tacking and fine wire to pad applications. The units offer consistent welding output for repeatable process results with fast rise time for conductive material welding. The CD-A series provides pulse shaping with four discrete pulse lengths, programmable squeeze and hold times and adjustable pulse separation for process optimization.

Amada Weld Tech https://amadaweldtech.com Input #202 at www.plantengineering.com/information

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INNOVATIONS Control IPC with slice I/O expansion

High flexing control cable High flexing control cable organizes control signal wiring in constantly moving applications such as robotics or high mechanical loads. With no special tools, the cable’s jacket can be opened like a zipper to a desired length, saving time for assemblers and electricians. Order cable cut to your specified lengths, or in any bulk length. Features include unshielded and shielded constructions, individual conductors with black TPE insulation marked with white identification numbers and sunlight/oil resistant/flame retardant/low adhesion pressure extruded TPE mixture outer jacket.

The AMAX-5000 series EtherCAT Slice I/O and controller from Advantech designed with the smallest programmable automation controller (PAC) in the Core i class, modular input/output (I/O) and PCIe communication interface. This latest addition to the AMAX series provides users with an easy to integrate and arbitrarily scalable solution. The AMAX5000 features compact size, high-speed processing, flexible expansion and a high degree of integration. This series also offers an AMAX-5580 embedded controller, the EtherCAT I/O module AMAX-50xx series and PCIe module AMAX-54xx series.

Advantech www.advantech.com Input #204 at www.plantengineering.com/information

AutomationDirect www.automationdirect.com Input #203 at www.plantengineering.com/information

Brass Spur Gears Brass spur gears from Custom Machine and Tool Co. Inc. are bored to accept the patented Concentric Maxi Torque, a keyless connection bushing system. Spur gears are common gears that transmit motion between two parallel shafts. The gears are used in applications that require speed reduction and torque multiplication such as size reduction equipment, consumer appliances, trains and bicycles. Flexible positioning enables users to easily phase, install, adjust and remove drive components while offering precise component positioning. The Concentric Maxi Torque bushing system provides uniform surface contact and a compact design.

Custom Machine and Tool Co. Inc. www.cmtco.com Input #205 at www.plantengineering.com/information

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NEW PRODUCTS FOR ENGINEERS

Predictive analytics software for the auto industry The Intelligent Pneumatic Runtime Monitoring software from Festo with artificial intelligence (AI) from Resolto, a member of the Festo Group that specializes in AI development, alerts the auto manufacturer to replace clamps during routine maintenance periods to avoid costly unplanned shutdowns due to unforeseen failures. This AI-based algorithm relies on signals from the valves and the end positions of the actuators for its diagnostics – information that is readily available.

Festo www.resolto.com Input #206 at www.plantengineering.com/information

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