PE_21_01_02 by Modiconlv

2020 Salary survey results inside

PlantEngineering.com

Motor management done well Also in this issue: • Efficient plant turnarounds • Metal building moisture control • Bioremediation for plant contamination

and

Technology

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The GS20 and GS20X drives take the best features of our popular GS2 series drives, add Sensorless Vector and Field Oriented Control, expanded built-in I/O, and include an integrated PLC with optional Ethernet communications. If that isn’t enough, the GS20X models come with a NEMA 4X enclosure so you can install them in a wash-down location. You’ll have a hard time believing that a drive this feature-rich costs as little as it does!

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input #1 at www.plantengineering.com/information

the #1 value in automation

INSIGHTS THAT GIVE YOU THE EDGE While uncertainty in the marketplace can present real business challenges, some plant operators have found a way to rapidly adapt – and even thrive. Now, you can take remote monitoring and management to the next level with the RedRaven IoT platform. Discover what intelligent fluid motion insights can do for you.

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Predict. Act. Protect. input #2 at www.plantengineering.com/information

Fed up? Problem: You want to use the latest automation technology. However, the complexity is overwhelming. Solution: MOVIKIT® software modules! They empower you to perform complex automation tasks easily and without experience. No more long hours. No more complex programming. Positioning? Synchronization? Torque sharing? Winders? Yes, and even more! Simple is good...

seweurodrive.com / 864-439-7537 input #3 at www.plantengineering.com/information

JANUARY/FEBRUARY 2021

2020 SALARY SURVEY 11 | Commitment to the work one constant in a changing world Who we are, what we think and what we earn

SOLUTIONS

COVER: Motor build inspection. Courtesy: Advanced Energy, Raleigh, N.C.

19 | Tips and tools for efficient motor management 24 | Bioremediation offers solutions for plant site contamination Microorganisms break down and consume pollutants in contaminated media

EDITOR’S INSIGHT

5 | The state of the nation

INSIGHTS 7 | How to communicate an automation project Staff support is essential for the integration project; tips on how to get employees onboard with a new integration project

8 | Six steps toward the factory of the future A solid foundation is required for an initiative

28 | Address moisture control in metal buildings The right insulation system in metal buildings can prevent dire consequences

PLANT ENGINEERING (ISSN 0032-082X, Vol. 75, No. 1, GST #123397457) is published 9x per year, monthly except in January, July and November, by CFE Media, LLC, 3010 Highland Parkway, Suite #325, Downers Grove, IL 60515. Jim Langhenry, Group Publisher /Co-Founder; Steve Rourke CEO/COO/Co-Founder. PLANT ENGINEERING copyright 2019 by CFE Media, LLC. All rights reserved. PLANT ENGINEERING is a registered trademark of CFE Media, LLC used under license. Periodicals postage paid at Downers Grove, IL 60515 and additional mailing offices. Circulation records are maintained at CFE Media, LLC, 3010 Highland Parkway, Suite #325, Downers Grove, IL 60515. E-mail: pe@omeda.com. Postmaster: send address changes to PLANT ENGINEERING, PO Box 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, LLC does not assume and hereby disclaims any liability to any person for any loss or damage caused by errors or omissions in the material contained herein, and regardless of whether such errors result from negligence, accident or any other cause whatsoever. Technology TM

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PLANT ENGINEERING

January/February 2021

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JANUARY/FEBRUARY 2021

SOLUTIONS 32 | Execute an effective plant turnaround in seven easy steps Follow these steps to make a plant turnaround run smoothly and efficiently

38 38 | A team approach to resolving process upsets Maintain business and process reliability with 24/7 knowledge management

42 35 | Smart, compact electro-mechanical actuators improve AGV productivity and space efficiency Integration with AGVs on plant floors increases operational intelligence

42 | Five ways machine learning will transform manufacturing in 2021 Emerging development that will become reality with machine learning part of everyday operations

ON-DEMAND WEBCASTS JANUARY 21, 2021: How to Tune Servo Systems: Sensor Resolution and Sample Time (Part 3) JANUARY 19, 2021: IIoT cloud to edge To view all on-demand webcasts for Plant Engineering visit

WWW.PLANTENGINEERING.COM/ WEBCASTS/PAST

PLANT ENGINEERING (ISSN 0032-082X, Vol. 75, No. 1, GST #123397457) is published 9x per year, monthly except in January, July and November, by CFE Media, LLC, 3010 Highland Parkway, Suite #325, Downers Grove, IL 60515. Jim Langhenry, Group Publisher /Co-Founder; Steve Rourke CEO/COO/Co-Founder. PLANT ENGINEERING copyright 2019 by CFE Media, LLC. All rights reserved. PLANT ENGINEERING is a registered trademark of CFE Media, LLC used under license. Periodicals postage paid at Downers Grove, IL 60515 and additional mailing offices. Circulation records are maintained at CFE Media, LLC, 3010 Highland Parkway, Suite #325, Downers Grove, IL 60515. E-mail: pe@omeda.com. Postmaster: send address changes to PLANT ENGINEERING, PO Box 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, LLC does not assume and hereby disclaims any liability to any person for any loss or damage caused by errors or omissions in the material contained herein, regardless of whether such errors result from negligence, accident or any other cause whatsoever. and Technology TM

• January/February 2021

PLANT ENGINEERING

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

EDITORIAL ADVISORY BOARD H. LANDIS “LANNY” FLOYD, IEEE Life Fellow H.Landis.Floyd@gmail.com JOHN GLENSKI, President, Automation Plus jglenski@processplus.com SHON ISENHOUR, Partner, Eruditio LLC sisenhour@EruditioLLC.com DR. SHI-WAN LIN, CEO and co-founder, Thingswise, LLC Industrial Internet Consortium (IIC) board member shiwanlin@thingswise.com JOHN MALINOWSKI, Senior manager of industry affairs (retired), Baldor Electric Company DAVID SKELTON, Vice president and general manager Phoenix Contact Development and Manufacturing dskelton@phoenixcontact.com BILLY RAY TAYLOR, Director of commercial and off-highway manufacturing The Goodyear Tire & Rubber Billytaylor@goodyear.com LARRY TURNER, President and CEO, Hannover Fairs USA lturner@hfusa.com MARK WATSON, Senior director, manufacturing technology, IHS Markit Mark.watson@ihsmarkit.com

CFE MEDIA CONTRIBUTOR GUIDELINES OVERVIEW

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

Learn more at: www.plantengineering.com/contribute

and

Technology

INSIGHTS

By Kevin Parker, Editor

The state of the nation U.S. factor y activity accelerated to its highest level in nearly 2-1/2 years in December 2020, according to Reuters, citing the latest edition of the Institute for Supply Chain Management’s (ISM’s) Semi-Annual Economic Forecast, issued January 19. The strength in manufacturing reported by ISM comes despite COVID-related absenteeism and short-term factory and supplier shutdowns to sanitize facilities. The ISM’s index of national factory activity increased to a reading of 60.7 last month. That was the highest level since August 2018 and followed a reading of 57.5 in November. A reading above 50 indicates expansion in manufacturing, which accounts for nearly 12% of the U.S. economy. At the same time, slower supplier deliveries indicate supply shortages related to the pandemic. Supply chain gridlock drives up costs for manufacturers and raises risks of higher inflation. Nevertheless, demand for manufactured goods is strong as the resurgence in new COVID-19 cases has led to fresh business restrictions across the United States, largely impacting the vast services sector. Sixteen out of 18 manufacturing industries reported growth in December. Despite strong demand, Reuters said, manufacturing output is still nearly 4% below its pre-pandemic level, according to the Federal Reserve. That could persist for a while as the new wave of infections causes disruptions for labor and the supply chain.

Growth in managed services

Sooner or later, one way or another, the pandemic will be behind us. As has been widely noted, it has given fresh impetus to trends toward, for example, digitalization. Digitalization, in www.plantengineering.com

part, is meant to address the fact that Deloitte and the Manufacturing Institute have estimated that up to 2.4 million U.S. manufacturing jobs could remain unfilled between 2018 and 2028 because of a lack of adequate workforce skills. One way to respond to this skills gap is to market the most highly sought skills as a service that can be contracted for by multiple manufacturers, rather than confining them within the four walls of a single employer. According to ResearchandMarkets, the global managed services market is to reach more than $397 million by 2026, growing at a CAGR of 10.1% from 2018 to 2026. With growth in managed services, business enterprises offload IT and other type operations to third-party services providers. A long list of services offered by these type providers include support and maintenance services, remediation services, security services, disaster recovery, managed storage, web and application hosting, and management of enterprise mobility, networks, databases and ser vers. North America is estimated to have the largest market share during the forecast period due to the growing acceptance of the recurring revenue model, taking it out the CapEx column and placing it in that for OpEx.

Another leading indicator

Finally, November 2020 U.S. cutting tool consumption totaled $151.3 million, according to the U.S. Cutting Tool Institute and The Association for Manufacturing Technology. This total was down 9.9% from October’s $167.9 million and down 20% compared with the $189.1 million reported for November 2019. With a year-to-date total of $1.7 billion, 2020 is down 22.7% compared with November 2019. PE

PLANT ENGINEERING

January/February 2021

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Reduce and Distance Plant Personnel while Boosting Output and Preventing Contamination with automated, enclosed bulk equipment and systems from Flexicon

Automated, sealed BULK-OUT® Discharger-Conveyor Systems replace multiple workers dumping hand-held bags manually, while preventing contamination.

Enclosed Bulk Bag Weigh Batch Systems feed a central weigh hopper mechanically, and remove weighed batches pneumatically, requiring labor only to attach/detach bulk bags.

Bulk Bag Discharging Systems can loosen solidified material and meter it into liquid streams (shown), screeners, size reduction equipment and continuous blenders—automatically.

Dual SWING-DOWN® Bulk Bag Fillers fed by weigh hoppers fill up to 40 bags per hour with only one operator connecting empty bags and one forklift removing full bags.

Flexicon Bulk Bag Filling Lines automatically dispense pallets, fill bulk bags, and disconnect/accumulate filled bags, minimizing operator involvement.

TIP-TITE® Drum/Box Dumpers seal, tip and mate a discharge cone to a gasketed hopper lid, open a slide gate and feed downstream processes— automatically and dust-free.

Flexicon automated equipment and systems can move your bulk materials at higher capacities with fewer personnel, cutting costs while distancing operators from one another. UK AUSTRALIA SOUTH AFRICA CHILE SPAIN FRANCE GERMANY SINGAPORE INDONESIA

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input #4 at www.plantengineering.com/information

II-0670

USA sales@flexicon.com 1 888 FLEXICON

INSIGHTS PROJECT MANAGEMENT

By Claudia Jarrett

How to communicate an automation project Staff support is essential for the integration process; tips on how to get employees on board with a new automation project

book, “Teamwork makes the dream work,” by John Maxwell, was written with the idea that by working in a team, you will fulfil your dreams. This concept can be applied to all manufacturing practices, as by realizing one’s dreams and communicating them well, manufacturers can remove concern and create understanding among staff. Manufacturers are increasingly investing in robotics to automate tasks such as welding, packing, dispensing, cutting and handling. Developments in robotics, industrial vision and cobots are opening new opportunities for companies to apply automation to mass production processes. Businesses operating high-mix, low-volume production environments looking to incorporate Lean manufacturing principles can see a powerful business case for automation. While the benefits of automation to a business’ bottom line are clear, the benefits to employees may be more shrouded in doubt. Though an increase in automation means that job roles are changing, rather than lost, concerns around job security could potentially threaten employee support for an automation project. In the 2019 Annual Manufacturing Report, Cara Haffey, industrial manufacturing and automotive leader at PWC, highlighted the need for clear and strong leadership in automation. Manufacturing managers are leading the charge toward automation and as part of this, must remember to minimize the risk of miscommunication about the impact of automation on their employees.

Be ready to answer

An important factor of leadership is not only communication itself but ensuring the right message has been delivered in the right way. With new projects, staff might want to ask questions www.plantengineering.com

and receive reassurance that they will be safe working around the robots. Clearly defining and sharing your health and safety policy, explaining the safety features of equipment and being clear about how staff will be working alongside automation equipment can help to address this concern effectively. Staff might also have concerns about maintaining the equipment and the risk of downtime, which manufacturers can address by partnering with a reliable automation equipment supplier and communicating this clearly with employees.

Explain your reasoning

Once all employee concerns have been addressed, manufacturing managers must also explain to their workforce what is happening with the automation project. A clear vision must be communicated honestly and early to avoid misconceptions. Because people may be fearful of automation’s impact on job security, an early line of communication can go a long way to reassuring the workforce. Once you have decided on what automation you are going to implement, delivering presentations to employees is an important process. The presentation should clearly outline why you are investing in robotics before discussing how the company will proceed. The scope of automation also must be explained — are you adding a new robotic cell or building an entirely new line? During your presentation, you also can explain the timescale for the project and detail the employees’ involvement in the integration of the new equipment, as well as if and how their roles might change long term. Being able to understand the how and why behind automation is essential if the process is to gain the necessary traction. If your company is to build the support it needs for a new automation project, managers must think carefully about internal communication. By taking advice from John Maxwell, manufacturers can get their staff behind their new automation project and make the dream work. PE Claudia Jarrett is the U.S. country manager at automation parts supplier EU Automation. PLANT ENGINEERING

January/February 2021

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INSIGHTS DIGITAL TRANSFORMATION

By Mohamed Abuali, PhD

Six steps toward the factory of the future A solid foundation is required for any initiative

he factory of the future represents a transformation from traditional automation to fully connected and flexible system using streams of data from connected operations. Production environments learn and adjust to new demands. Here is a framework of six key steps to guide you along that journey, regardless of a plant’s current maturity level.

1. Lean foundation and ROI mindset

A solid foundation is required for any factory of the future initiative. Existing processes and operations must reflect a high level of maturity prior to any transformation. This is a prerequisite to ensure maturity of people and processes and allow for technology considerations. Management must encourage a continuous improvement culture and adoption of lean principles throughout the organization. A clear vision and roadmap for the factory of the future approach must be established with a path for both OT (operational technologies) and IT (informational technologies) addressing all company functions beyond the manufacturing process itself. Make financial impact and return on investment (ROI) the epicenter of your transformation, to achieve a long-term and sustainable impact.

2. Technology interoperability

An accelerating transition in the technology world from technology silos of proprietary OT/IT protocols and communications is taking place, into a world of open standards and protocols including OPC and MTConnect for machine (OT) communication, in addition to REST and XML for IT system integration. This growing interoperability is requiring a new breed of engineering talent with multidisciplinary control system knowledge, IoT protocols and software, cloud platforms and artificial intelligence (AI) or machine learning (ML) data science. Some manufacturers struggle to start their digitalization

•

January/February 2021

PLANT ENGINEERING

journeys due to the lack of such in-house talent. For those manufacturers, it may be most effective to explore cost-effective off-the-shelf solutions and then dedicate their efforts to integrating them with existing enterprise and other type systems.

3. Connectivity and real-time data

Data, not oil, is today the world’s most valuable resource. Raw data isn’t valuable in and of itself, but, rather, the value is created when it is gathered completely and accurately, as well as connected in a timely manner to other relevant data to form actionable metrics. Manufacturing executives must add “smart data” to the list of their most important assets for sound operations, right alongside people and capital equipment. First and foremost, a plant connectivity strategy must be established, including data collection strategy, data types and sources and an approach appropriate for brownfield versus greenfield manufacturing plants. Many brownfield applications require retrofits or installing cost-effective sensors and IoT gateway hardware, while greenfield application can use machine and process designs that include built-in sensors and ethernet-capable control systems. If you can’t measure it (in real time), you cannot improve it (in real time). The ability to act to and learn from real-time data and metrics will make the factory of the future more responsive, proactive and predictive, and enables the manufacturing organization to avoid operational downtime, scrap and other productivity challenges.

4. Data metrics and analytics

The real challenge is interpreting the data and transforming it in such a way that the raw data becomes meaningful and actionable to the end users. Data must be analyzed and represented in a valid manner to the right stakeholder at the right time. Each stakeholder has different questions they are looking to answer, from machine operators to production manager, plant manager and executives www.plantengineering.com

The factory of the future is about connected systems that lead to the use of analytics to better understand operations within the traditional automation triangle. Image courtesy: IoTco

in charge of profit/loss tracking of their manufacturing plants. Digital plant metrics, like overall equipment effectiveness (OEE), uncover the hidden potential of the operation, in terms of asset uptime, performance and speed of operations, and the quality/ yield of parts. With advanced data analytics and the use of AI and ML capabilities, predictive metrics can be tracked, including machine health, useful life predictions of machines and sub-components, as well as failure root-cause diagnostics. Factories of the future transform traditional manufacturing from a fail-and-fix to a predict-and-prevent operational mode.

5. Optimized and agile production

Leveraging data for improved decision making through the application of AI and ML algorithms requires a carefully designed data backbone with a holistic approach for all company functions, leading ultimately to a more optimized and agile manufacturing operation. An optimized smart factory allows operations to be executed with minimal manual intervention and high reliability, and relies on the use of automated workflows, synchronization of assets, improved tracking and dynamic scheduling, and optimized energy consumption. Agile flexibility allows the www.plantengineering.com

factory of the future to adapt to production schedule changes with minimal intervention including the ability to self-configure the equipment and material flows depending on the product being built and schedule changes, and then see the impact of those changes in real time. Such agility can further increase factory uptime and yield by minimizing changeovers due to scheduling or product changes and enable flexible scheduling.

6. Collaborative and orchestrated manufacturing

The factory of the future strategy extends to support functions such as logistics (planning and material handling), maintenance and quality to gain additional improvements. Once the strategy expands beyond the four walls of the plant to the end-toend supply chain and customer base, collaborative manufacturing begins, and exponential benefits can be realized. Consider the benefits of knowing your suppliers’ process status, parts quality and availability beforehand rather than waiting till incoming part inspections or time of consumption. Orchestrating the factory of the future with suppliers and customers allows for solution-driven manufacturing that fosters product excellence and innovation, new business models and market differentiation. PLANT ENGINEERING

January/February 2021

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INSIGHTS DIGITAL TRANSFORMATION Key takeaways Those looking forward to the digitalization of the means of production should bear in mind the following: • A solid foundation of lean and an eye for return on investment is required for any factory of the future initiative to be successful. • Growing interoperability in the technology world to supports OT/IT convergence and includes open standards and protocols • Manufacturing executives must add smart data to the list of most important assets for their operations, right alongside their people and capital equipment. • Data must be analyzed and represented in a valid manner to the right stakeholder at the right time. Digital plant metrics, like overall equipment effectiveness (OEE), help uncover hidden potential, as do predictive metrics like machine health, life predictions and failure diagnosis. • Agile flexibility allows the factory of the future to adapt to production schedule changes with minimal intervention and can further increase factory uptime and yield by minimizing changeovers due to scheduling or product changes and enable flexible scheduling. • The factory of the future strategy expands beyond the four walls of the manufacturers to the end-to-end supply chain and customer base, leading to collaborative and orchestrated manufacturing.

As you step through your journey, the factory of the future is fundamentally about the proper alignment of people, process and technology, and extending it beyond your four walls into your supplier and customer base. It’s important to maintain a zero-downtime, zero-defect vision for the operation, while leveraging data, metrics and analytics technologies for agile, collaborative and orchestrated manufacturing. PE Dr. Mo Abuali is the CEO and managing partner at IoTco, the internet of things company. He is a strategic and transformative technology and business management leader with 20-year record of achievement driving and sustaining change in manufacturing. Mo serves industrial and manufacturing clients in automotive, aerospace and defense, and others, providing digital transformation, Industrial IoT (IIoT), and predictive analytics technology and services, as well as the IoT Academy for Industry 4.0 Training. Mo has a doctorate degree in industrial engineering and has worked with companies like IBM, P&G, Omron, and Toyota.

Uncommon ideas.

Extraordinary results. Integrated solutions. Optimized systems. Partnership. You’ve heard it all—but have you experienced it? At Kurita America, we don’t settle for empty jargon and the status quo because we don’t expect you to settle for them either. Instead, we’re methodical in bringing you water solutions for better business outcomes that you didn’t expect. input #5 at www.plantengineering.com/information

Learn how we go to work for you at www.kuritaamerica.com/company/integrated-solutions

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

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

2020

Salary Survey Commitment to the work one constant in a changing world Who we are, what we think and what we earn

ngineers, managers and technicians who took part in the 2020 Plant Engineering salary survey are a set of highly trained workers who, at an average age of 53 years old, take home an average of more than $100,000 a year in annual compensation. They feel secure in their positions, as the U.S. lack of available skilled labor is a big constraint on their employers. Survey results indicate non-salary compensation, such as an annual bonus, depends on subjective criteria expressed as a personal performance rating, and on the other hand, to company profit.

Other voices In December 2020 manufacturing employment increased by 38,000, with gains in motor vehicles and parts (+7,000), plastics and rubber products (+7,000), and nonmetallic mineral products (+6,000), according to the U.S. Bureau of labor Statistics (BLS). By contrast, miscellaneous nondurable goods manufacturing lost 11,000 jobs over the month. Despite gains over the past 8 months, employment in manufacturing is 543,000 below its February 2020 level.

www.plantengineering.com

The BLS says a total of nearly 1.7 million engineers were employed in the U.S. in 2016, at a median annual wage of just more than $91,000 a year. The median wage for all workers is $37,000. An increase in new engineering jobs of nearly 140,000 is projected for the 2016-26 period. Petroleum engineers are the most highly compensated, with a median wage of more than $128,000. Mechanical and industrial engineers earned a median wage of about $84,000, while the median wage for electrical engineers was around $94,000. The manufacturing industries employed nearly 600,000 engineers in 2016, the most of any U.S. industry. Engineering technicians — a difficult group to get a sense of — have an average salary of just more than $57,000 and projections of 20,000 new jobs by 2026, according to the Bureau of Labor Statistics. According to the same source, the fastest growing manufacturing occupations include for mathematicians, operations research analysts and software developers. This seems to reflect industry investment in Industrial Internet, analytics and machine learning. —Kevin Parker editor, Plant Engineering

PLANT ENGINEERING

January/February 2021

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Who We Are Highly trained, highly experienced Wide range of general disciplines hold sway Highlights of the respondents’ profiles, telling us who they are, include the following: • Average current age of respondents to the Plant Engineering salary survey are 53 years old.

bachelor’s degree (37%) master’s degree (25%) trade or technical school (12%) to a doctoral degree (1%). The electrical or electronic engineering discipline was tied with mechanical engineering for the most studied (33%).

• Respondents indicated they have been with their employer an average of 15 years, with an average of 26 years in the industry.

• Respondents have worked for their current employer for an average of 15 years and in the industry for an average of 26 years. They work an average of 45 hours per week.

• Nearly three-fourths of respondents say they have some type of training or engineering diploma, ranging anywhere from a

• On average, about 120 employees work at the respondent’s facility.

Current age 60 years old or older

Years with current employer Younger than 40 years old

32%

16%

25 to 29

16%

40 to 49 years old

Fewer than 5

30 or more

5% 14%

20 to 24

11%

36%

15 to 19

50 to 59 years old

25%

Primary job function

19% 10%

5 to 9

10 to 14

3% Purchasing, Purchasing Management, Other Title General Management (President, VP, Secretary, Treasurer, GM, Owner, Partner, Other General Management title)

20%

77%

Engineering, Maintenance and Supervisory (Engineer, Manager, Superintendent, Foreman, Other Plant Engineering/ Maintenance title)

All graphics courtesy: Plant Engineering. Sample size may impact data.

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January/February 2021

PLANT ENGINEERING

www.plantengineering.com

Highest level of education Dual bachelor’s degree Doctoral degree

2% 1%

High school diploma 3% Associate’s degree College attendance

Bachelor’s degree

37%

Engineering disciplines studied Electrical (EE) or electronic

33%

Mechanical (ME)

33%

12% 25%

Years working in a plant or engineering-related position Fewer than 5

30 or more

45%

Instrumentation

Quality

Other

11%

9% 13%

Facility size (number of employees) 1,000 or more

5 to 9

Civil

Master’s degree

14%

Controls Chemical

16%

Industrial

11%

Trade/technical school diploma

25%

Maintenance

18%

10 to 14

15 to 19

500 to 999 250 to 499

Fewer than 100

43%

7% 8% 24%

20 to 24

100 to 249

25 to 29

www.plantengineering.com

PLANT ENGINEERING

January/February 2021

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What We Think Addressing a shortage of skilled staff Manufacturing considered to be a stable career Shortages of skilled labor are forcing changes in the structure of the manufacturing industries, including increasing use of managed services and outsourcing.

Reasons why facility functions outsourced to third party

The manufacturing industries are essential and have take the Coronavirus pandemic in stride, while having to deal with increased absenteeism and supply chain delays. Almost half of all respondents were willing to admit they love their job, while seeing the necessity to earn a living as the primary factor motivating them, followed by thirst for technical challenges. It is not excessive regulation or government interference that makes Plant Engineering readers’ jobs harder, it’s the lack of available skilled labor and the pace of global capitalism.

Lack of skilled staff

43%

Quality control

Cost management

48% 43%

Better focus on core competencies Competitive climate

3% 9%

Lack of equipment

13%

To support high-volume project times

Other

Facility functions outsourced to third party 25%

Control panel build/wiring/fabrication

24%

Maintenance

19%

Information technology (IT)

11%

System integration Human resources/recruitment

Logistics/procurement

Asset management

Quality management

System management

Other

34%

None Don’t know

11%

All graphics courtesy: Plant Engineering. Sample size may impact data.

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January/February 2021

PLANT ENGINEERING

www.plantengineering.com

Attitude towards your current job Tolerable, but I have my ears open

It’s okay, glad to have a job, I can deal with it

12%

I love going to work every day

46%

42%

Greatest positive impact on your current job Financial compensation

36%

Technical challenge

32%

Feeling of accomplishment

28%

Job security

28%

Location

17%

Relationship with colleagues

17%

Relationship with boss

17%

Flexible work hours

16% 14%

Benefits

13%

Workload

12%

Company’s financial health

11%

Feeling of recognition

11%

Relationship with subordinates

Ability to work from home

Advancement opportunities

Company size Managing people

Leading a team

Travel

Physical or ergonomic environment at work (positive or negative)

Other

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PLANT ENGINEERING

January/February 2021

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What We Think COVID-19 effect Moved some or all work to remote work

48%

Increased workload

47%

Required use of new online or virtual tools

40%

Changed nature of projects or tasks

28%

Changed company’s staffing situation (e.g., layoffs)

26%

Changed company’s hiring process

23% 13%

Decreased salary

12%

Decreased workload Increased salary Other

3% 2% 6%

No effect

Biggest threats to manufacturing industries 44%

Lack of available skilled workers Economy Competition

18%

Government/political interface

Regulations, codes, standards, etc.

17%

15%

Lack of investments for equipment software upgrade/replacement

13%

Taxes, tariffs on products

12%

Inadequate management

11%

Lack of investments for workflow, manufacturing design upgrades

Lack of necessary materials Downsizing

Energy costs

Outsourcing, offshoring

4% 3% 3%

Don’t know

Union pressures, restrictions Other None

32%

42%

All graphics courtesy: Plant Engineering. Sample size may impact data.

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January/February 2021

PLANT ENGINEERING

www.plantengineering.com

What We Earn At some point, it’s mostly about the bucks Non-salary compensation criteria Readers reap the benefits of hard work

2019

Because their skills are highly sought after, the survey participants make, on most accounts, decent money. The figures below speak for themselves.

2020

Company profitability

46%

Personal performance

47% 44% 18% 18%

Product profitability

2021 non-salary compensation forecast

11% 8%

Company stock performance

11% 8%

Energy efficiencies

11% 7%

2014

2016

$10,609

$8,537

$10,938

$9,842

$9,098

2015

$102,560

2013

$98,993

2012

$12,599

$11,705

2011

$93,784

Increase 1% to 3%

$11,678

Year-over-year average compensation

$100,572

Uptime/downtime

$103,980

Increase more than 6%

45%

10% 9%

$100,740

32%

Customer feedback

$93,130

Stay the same

20% 15%

Plant or line productivity

$14,548

13% 16%

$95,660

Decrease

New business, sales increase

$15,162

2021 base annual salary forecast

16% 16%

$95,446

59%

Quality metrics

$7,580

Increase more than 6%

25%

18% 17%

$92,178

6% 5%

Increase 4% to 6%

17%

Reducing plant costs

$87,039

14%

16%

Stay the same

Safety metrics

Increase 1% to 3%

Decease

2018

2019

2020

•

18%

Increase 4% to 6% 2010

www.plantengineering.com

53%

PLANT ENGINEERING

2017

January/February 2021

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SOLUTIONS MOTORS AND DRIVES

Tips and tools for efficient motor management

otor-driven systems account for about half of all electricity generated in the world and are likely the biggest energy users at your facility. Reducing energy costs by improving these systems can be simple with better motor management practices. In a recent Plant Engineering webcast, available in its on-line archives, Michael Lyda, motor and drive engineer, Advanced Energy Corp. shared his expertise with attendees. He discussed how to streamline motor management practices, quickly improve process reliability and reduce energy costs. Following the presentation, Michael answered questions from the audience. Below are the questions, and Michael’s responses, that he was unable to address during the webcast because of time constraints. The audience asked about purchase specifications and lifecycle cost analyses for electric motors, and operation and maintenance best practices. Variable frequency drives

(VFDs) were also covered, including basic operation, energy efficiency benefits and potential applications.

1. Please elaborate a bit on what you referred to as

the life of the VFD. Like motor life, VFD life depends on both environmental and operating conditions. Keep the VFD in an ambient temperature within its specification. Keep the cooling vents unblocked. Make sure the fan works as it is supposed to. One thing to note on the VFD fan is that it may cycle on and off in operation depending on current draw. Higher current will cause the VFD heatsink to heat up more, so the fan may not be running at lower loads. There are also maintenance best practices to follow for your VFDs, and I recommend consulting the manufacturer on those.

2. Please compare the lifecycles of induction and PMAC inverter-driven motors.

Figure 1: A typical client witness test at Advanced Energy. Clients witness testing at the lab and multiple engineers participate. Image courtesy: Advanced Energy

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SOLUTIONS MOTORS AND DRIVES

For this specific application, I would recommend consulting the VFD manufacturer. They can best advise on cable length and ancillary equipment needed, whether it be a line filter, DC choke, load filter or other.

What is the maximum cable distance between an ac motor and a VFD? This is all relative to the application. The shorter, the better, since longer cable lengths will lead to higher peak voltage at the motor terminals. Consult the VFD manufacturer on a case-by-case basis.

6. What are the differences between

Figure 2: Large dynamometer used for testing. It is rated for up to 300 HP output at 1800 rpm. The motor coupled to the dynamometer in this photo is a 200 HP engine. Image courtesy: Advanced Energy

Commercially available permanent magnet alternating current (PMAC) motors are relatively new in this market. Although the designs have been around for many years, they have typically been built by special order only. Many manufacturers will have them in their catalogs these days, but they can be quite expensive and have very long lead times. We have completed testing at our lab on some PMAC motors but only for efficiency-mapping and not for lifecycle or reliability. I would also be interested in those results if test data is out there.

3. Is there a software tool for efficiently figuring real power consumed by a motor? Most measurement devices should come with some type of software. We use Yokogawa high accuracy precision power analyzers in our lab with National Instruments data acquisition hardware and LabVIEW software. One meter I like to use in the field for metering and verification is a Fluke 355. It will give you voltage, current and power factor. It is more expensive than a standard multimeter, but you can get real power data since you are acquiring the power factor also. 4. We have acquired a 250 HP AHU that will be

equipped with a VFD. Is there any maximum distance that applies from the VFD to motor? Also, do I need filters for the harmonics?

• January/February 2021

PLANT ENGINEERING

a “motor management relay” and a “motor protection relay”? I have limited experience with these, but I think motor protection relay refers to a current overload relay that focuses on current alone. A motor management relay is more involved and may have capabilities to monitor current and voltage. Thus, phase sequence, overvoltage, undervoltage and voltage unbalance could all be monitored by this type of device. Advanced Energy has completed testing and research on two types of these devices in the past: phase monitors and overload relays. If you would like more information, please contact me.

7. Should we consider service factor for calculation of overload? Service factor is meant for short-term overloading. If you run a motor at its service factor (e.g., 1.15 or 1.25) continuously, it will not likely last as long as it will at its rated load. 8. Please address motor cooling fans on VFDs. What

is the minimum speed before needing a separate fan motor to cool the VFD motor? Does installing VFDs impact plant power factor? This will need to be looked at for each application. Inverter-duty motors should have constant torque (CT) and variable torque (VT) ratings on their nameplates. As long as your load is within these limits, additional external cooling should not be needed. If operating the motor outside of these speed/torque ranges, the motor manufacturer should be consulted. Installing VFDs adds capacitance to the system, so if you have a primarily inductive load at the moment (i.e., a lot of motors), your power factor would likely be improved by adding VFDs. If your main loads are lighting, other capacitive sources or purely resistive sources, then VFDs will not www.plantengineering.com

Figure 3: Although many induction motors may be similar, the quality of the build will dictate reliability and life cycle. Motor build inspection analysis analyzes the quality of the motor build and make recommendations on potential improvements. Image courtesy: Advanced Energy

improve the power factor, and could even make it worse.

9. Will an over-dimensioned motor,

driven by VFD, also exhibit a low power factor? Tough to say. A motor that is oversized for an application will generally exhibit a low power factor since the magnetizing current plays a larger role in the total current draw. However, when you add a VFD, the capacitance of the system is greatly increased, so the power factor will be increased across all loads. I am not sure by how much, though. We really could use some test data for a better answer.

10.

If there is a redundant motor and pump installed, what is best practice for operating the backup motor/pump? Lead lag process is popular for this. If you have a redundant or standby motor/pump, you can alternate with the main to ensure even wear of both machines over time. Each of the motor/pump combinations can take a turn as the standby and then pick whatever time period you think is applicable, by week, month or otherwise.

11.

Do belt-driven motors need needle bearings as opposed to standard roller bearings? Needle bearings would typically be used for either very high-speed or very low-load applications. They are more common in the automobile industry. For belt-driven motors, you should use roller bearings as opposed to standard ball bearings.

12. Is it typical to see complaints of electrical noise (e.g., problems with controls, etc.) related to the deployment of VFDs? Yes, this can be quite common. This is one reason you should use VFD-specific cables for any VFD-to-

motor connections. Most VFD manufacturers recommend this anyway, and the cables are more expensive than standard ones, but you can mitigate some noise issues by using them.

13. How do we derate a motor for 115°F Texas ambient + 10°F inside a boiler room? (I need a 55°C motor, but they are not normally available.) I would think if you are running above the rated ambient then you should derate the motor temperature rise. In other words, if you had an Insulation Class F motor at 40°C, the temperature rise should typically be 105°C or less. Bringing the ambient up to 55°C would mean the temperature rise should be derated to 90°C or less. As far as derating the horsepower output, I have no idea. I think the manufacturer should give you advice on that. Here is one other thing that may work: If you are currently using a Class F insulated motor, upgrading to a motor that is Class H insulation may give you a higher allowable running temperature. PLANT ENGINEERING

January/February 2021

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SOLUTIONS MOTORS AND DRIVES

Figure 4: When grid power is fed to an electric motor, a clean sine wave is seen. Once a variable frequency drive (VFD) is added to the circuit, the capacitive nature of the VFD will lead to voltage and current harmonics in the system. This is a waveform taken at the input VFD terminals with a fully loaded electric motor connected to the VFD output (size unknown). Image courtesy: Advanced Energy

14. My utility is supplying unbalanced phase volt-

ages (5% at times). Any advice on how to convince them to fix this and what the cost of the present situation may be in terms of premature motor failure? Per the power purchase agreement, a utility should be held to a higher standard than 5% unbalance (most that I have reviewed state 2% to 3%). I would contact them directly to send a licensed professional to meter and verify the voltage at your facility. If they refuse, you will need to measure and verify yourself or hire a third party. If your motors are running at this high of an unbalance for long periods of time, it is definitely costing money in the long run. A common industry adage is “7% current unbalance for every 1% voltage

• January/February 2021

PLANT ENGINEERING

unbalance.” At 5% voltage unbalance, it is likely that at least one of your 3-phase line currents is well beyond the rated amount at each actual motor.

15. For a 50 HP motor, how much energy does the

motor consume when running no load? Does it make sense to shut down the motor when it is not running? What about the wearing that comes from frequent restarts? At no load, a 50 HP motor will likely still consume 1 to 2 kW (at very low power factor). However, you likely do not want to shut the motor off completely if you have a frequent restart application. This is where a VFD and process control can really help you out. When a load is not needed, the VFD will slow the motor to stop, and when it is needed, the VFD can ramp the motor up without an extreme inrush current (like what happens at line-starting).

16. At what point does a soft-start on a motor pay

for itself? Is there a break point for applying soft starters based on motor horsepower? Not sure. I think this is facility- and applicationspecific, depending on incoming transformer size and frequency of motor starts plantwide. Soft starters can www.plantengineering.com

be beneficial if all you are trying to do is reduce inrush current. For real energy savings, spend extra capital upfront and install (and program) a VFD instead. 17. You mentioned that an oversized electric motor is inefficient. Does a VFD overcome this inefficiency for load matching? For a variable load application, a VFD can be programmed to reduce the speed of the motor while lower loads are required. Reducing the speed of the machine provides energy savings based on the affinity laws. However, if you are starting from scratch, the VFD and motor should match the necessary load as close as possible for maximum energy efficiency. Keep in mind, a larger motor will have higher magnetizing current than a smaller one. For instance, if you have a 5 HP application and use a 10 HP motor, you are not getting the efficiency you should be at only 50% load, and you’re getting higher kW usage due to the higher current draw. 18. What will be the power factor when we measure at line side of the VFD? VFDs generally improve power factor of the system since the capacitance of the VFD “offsets” inductance of the motor and distribution lines. If the VFD is properly sized and the motor is running close to full load, the power factor should be high. However, not all VFDs are created equal. I have witnessed multiple VFDs over the years that show poor line side power factor.

19. How do VFDs reduce motor life? Should motors with a specific insulation class be used with VFDs? There are many ways VFDs reduce motor life. I covered quite a few in the presentation. One way is by overheating the motor. From experience in the lab, when running a motor at 60 Hz grid power and then running the same motor at 60 Hz from a VFD, a 10 to 15° temperature rise is expected. I advise using at least Class F insulation, and maybe even Class H, with VFD-driven motors. Also, make sure the motor is inverter-duty. 20. Are VFD manufacturers able to give the harmonics configuration to simulate the harmonic distortion reports for utilities? Harmonics will be greatly impacted by the size of the power supply at your facility as well as your incoming voltage. If a VFD manufacturer knows the size and impedance of your incoming transformer and your precise input voltage, they should be able to supply the harmonic content of their product. Consult the AHRI Certified list for VFD manufacturers if you want to see harmonic values submitted for actual VFD

products: https://www.ahridirectory.org/NewSearch ?programId=71&searchTypeId=3.

21. What is the definition of “short” with regard to cable length? Unfortunately, this is all relative. The shorter, the better in every case. NEMA MG-1 lists recommendations for dv/dt limits. Dv/dt is a better way to judge the VFD quality to a specific motor application than just cable length. 22. Do you know of good general data for motor efficiency at various loads and speeds when driven by a VFD? Motor efficiency data with a VFD is hard to find, although we do this type of testing often in our lab. Unfortunately, most of the results are proprietary. If you look at the AHRI Certified list for VFD manufacturers, you will find system efficiencies that these manufacturers have submitted for their products with motors: https://www.ahridirectory.org/NewSearch? programId=71&searchTypeId=3. 23. Can a VFD be connected to any 3-phase motor with 3 leads? Generally speaking, yes. However, make sure the VFD matches the voltage, current and frequency ratings of the motor. Just installing a VFD into an application will not do much for you, though. I would advise the motor should be inverter-duty before using a VFD. It is also good practice to use shaft grounding and have at least a Class F insulation rating. Finally, the VFD will need to be correctly programmed after installation to verify you are achieving proper process control and desired energy savings. 24. We are finding a large number of equipment sets that use multiple induction motors in situations that range from no load to full load, applied in short time frames on a frequent basis. Metering shows terrible power factor, voltage irregularities and undesired harmonics. Solutions that fit within the existing control scheme and physical spaces are a challenge. Any thoughts? Are you currently using VFDs? If not, this could offset some of the power factor and voltage irregularities while also keeping the inrush current of individual motors lower. Using one VFD to control multiple motors or using many VFDs and a programmable logic controller (PLC) are both options. Advanced Energy works with electric utilities, government and a wide variety of private organizations in the residential, commercial and industrial, solar, motors and drives and electric transportation markets. Its customized services include research, testing, training, consulting and program design. PE PLANT ENGINEERING

January/February 2021

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SOLUTIONS THE INDUSTRIAL ENVIRONMENT By Bilgen Yuncu, PhD, PE

Bioremediation offers solutions for plant site contamination Microorganisms break down and consume pollutants in contaminated media

mong today’s top concerns for manufacturing plants, especially older and legacy sites, is their impact on the environment, particularly in terms of potential site contamination. Managing and minimizing site contamination risk is a top priority for plant owners and operators. Reducing and addressing potential contamination isn’t just the right thing to do, it also offers important economic benefits. Creating and implementing a robust contamination program ensures plants meet regulatory requirements and reduce the likelihood of costly fees and fines. Furthermore, remediating contamination at legacy or closed plants allows that land to be redeveloped or reused, resulting in the Figure 1: Manufacturing Facility, AR – Following the implementation of in situ bioremediation Trichloroethene (TCE) concentrations at different injection areas decreased and the groundwater plume shrunk significantly. Diagram courtesy: Draper Aden Assoc.

• January/February 2021

PLANT ENGINEERING

potential for significant financial savings or an influx in revenue. As a result of technology advances and heightened focus on contamination at plant sites, manufacturers have access to a wide array of treatment plans to address areas affected by hazardous contaminants. One option that is highly effective yet often overlooked is bioremediation. Plant owners and operators would be wise to consider bioremediation strategies because they can produce highly efficient results at a comparatively low operational cost. Bioremediation can be used on a variety of contaminants, including chlorinated solvents, pharmaceutical compounds and petroleum hydrocarbons.

Bioremediation strategies

Bioremediation is the use of naturally occurring or genetically engineered microorganisms, most often microorganisms like bacteria or fungi, to consume and break down pollutants in contaminated media, including water (groundwater and surface water), soil and sediment. The U.S. Environmental Protection Agency (EPA) defines bioremediation as “an engineered technology that modifies environmental conditions (physical, chemical, biochemical, or microbiological) to encourage microorganisms to destroy or detoxify organic and inorganic contaminants in the environment.” Bioremediation has been widely studied in the environmental biotechnology field over the past three decades and it has been shown that microorganisms in various environments can completely or partially transform pollutants into environmentally acceptable chemicals or alter their mobility (thus, contain them). As an example, bioremediation can be used to transform www.plantengineering.com

non-biodegradable pollutants such as heavy metals and radionuclides into less mobile forms. Bioremediation technologies can be applied in situ (in place) or ex situ (removed from place). The ex situ methods, such as bioreactors or composting, require the removal of the contaminated material and its transportation to another area for treatment. It’s important to note that ex situ bioremediation can trigger additional regulatory requirements due to the movement of hazardous materials. In situ technologies, such as bioventing or biostimulation, involve treatment of contaminated media where it is located. Although dependent on the site and type of contamination that needs to be addressed, in situ approaches are more common for manufacturing and industrial plants. In situ bioremediation can be accomplished through natural attenuation or by biostimulation and bioaugmentation in groundwater and soil. Natural attenuation leverages a number of natural processes including biological degradation that can reduce or “attenuate” contaminant concentrations in groundwater and soil. Biostimulation consists of adding nutrients to encourage indigenous microorganism growth and thus enhance the rate and extent of biodegradation of target contaminants. Bioaugmentation is the inoculation of contaminated sites with strains or microbial consortia (a group of two or more different microbial species that work together) with biodegrading capacities www.plantengineering.com

when an appropriate population of microorganisms does not exist or is too slow to stimulate complete remediation of the existing contaminants. An advantage of bioremediation is that it’s highly tailored to a specific site. The exact approach will depend upon a variety of conditions at the site and the type of contaminants that need to be eliminated. Bioremediation takes more time than other treatment alternatives such as excavation or incineration, but the highly customized approach can yield improved results and still be less expensive than other treatments. That’s one reason that bioremediation is well suited for legacy sites, especially those no longer in use, and for manufacturers or site owners that are open to the longer timelines. In return for their patience, the results can yield a contained or remediated site that can be repurposed. Rather than wasted resources and a liability, the site is once again an asset.

Figure 2: Former Manufacturing Site, NC – The graph depicts contaminant concentrations over time in one of the monitoring wells at the site. The contaminant concentrations in this monitoring well were decreased approximately 99 percent in seven years following the subsurface injections. Diagram courtesy: Draper Aden Assoc.

Results across sectors

The impressive results that bioremediation delivers aren’t a fluke or happenstance; they’re consistent and impactful. As an example, a manufacturing facility in Arkansas contaminated with chlorinated solvents implemented in situ bioremediation through subsurface injection of emulsified vegetable oil (biostimulation) and reduced contamination by more than 99% in about four years. Similarly, in another former manufacturing site in North PLANT ENGINEERING

January/February 2021

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Carolina contaminated with chlorinated solvent contamination and low pH (~ 3) in groundwater, the contaminant concentrations were decreased approximately 90% in about seven years with the implementation of biostimulation, bioaugmentation, and pH buffer injection. These results also translate across industrial sectors. In another example, bioremediation approaches have shown significant promise in addressing contamination from pharmaceutical compounds and waste. Understanding the biological transformation of pharmaceuticals and determining the biological mechanisms and degradation pathways that are responsible for removal is essential for accurately tracking their ultimate environmental fate and could lead to improved removal of these compounds. Significant progress has been made in understanding the role of microbial metabolism in the transformation and removal of pharmaceuticals in wastewater treatment plants and other aquatic systems. Numerous studies in peer-reviewed For use in layouts wherejournals, the logo will be such as Environmental Science & placed on a dark color field such as technical Technology and Advances in Applied Microbiology, have services gray. SILVER = C0.M0.Y0.K30 documented the use of microorganisms to breakdown LIGHT BLUE = PMS285 or C91.M53.Y0.K0 the pharmaceutical wastes in wastewater treatment plants and in the environment. An example study by Raj et al. in 2005 evaluated the treatability of a bulk drug pharmaceutical wastewater using an activated sludge reactor with acclimatized microbial consortia by integrating with chemical coagulation as the pretreatment process. An 86.6% reduction of Chemical Oxidation Demand (COD) was achieved in pharmaceutical industrial wastewater with the help of the biodegradation process. In another study, published in Water Science and Technology by Rosen et al. in 1998, modified activated sludge and multi-stage biofilm processes with a microbial consortia involving fungal and bacterial cultures for treatment was found effective in removing toxicity in wastewater from a pharmaceutical PATENTED TECHNOLOGY company in Sweden.

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Whether working to remediate or contain pharmaceutical contamination, petrochemical hydrocarbons, chlorinated solvents or other complex chemicals, the most effective bioremediation strategies focus on three key best practices: Understand the Contaminant: Study the contaminant(s) to ensure you have a clear understanding of their properties and challenges. Not all contaminants are biodegradable and sometimes the degradation products are more toxic or persistent than the parent compound. Site conditions and the specific contaminants involved will dictate the exact bioremediation strategy needed. An important benefit of bioremediation is that it’s tailored to the specifics of each site to ensure the microorganisms selected can attack and remediate the contamination.

• January/February 2021

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Understand the Site Conditions: Bioremediation strategies allow you to design specific solutions for a contaminant and the specific environmental conditions. Tailoring your bioremediation method based on thorough assessment of site-specific conditions is crucial for success. For in situ applications, you must identify and develop a targeted delivery strategy to ensure the nutrients or microorganisms added to the site are in contact with the contaminant for efficient remediation. Maximize Ongoing Controls: For active manufacturing and industrial sites, it’s crucial to develop ongoing bioremediation strategies that will monitor and continue to address contamination. Monitoring ensures that the contamination is well maintained, while alerting you to any potential challenges or problems. Yet another benefit of bioremediation strategies is that they can be modified to meet the changing conditions at a site.

Proactive strategies minimize risk

Contamination challenges at plant sites affect all industrial and manufacturing sectors. The EPA offered a glimpse of the extent of this challenge for manufacturers when the agency reported in 2017 that they and their state counterparts provided oversight to approximately 1.3 million facilities to minimize the release of environmental contaminants. Treatment of contamination caused by hazardous chemicals at industrial and manufacturing sites can be difficult to manage, given their complex nature. A number of potential solutions are available to manage chemical releases at plant sites. In recent years, bioremediation has emerged as a leading option to reduce contaminants at operating facilities and even address long-shuttered legacy sites. Perhaps the most attractive aspect of bioremediation is that this strategy produces highly effective results at comparatively lower costs than other relevant treatment technologies. Contamination and hazardous byproducts are a reality for many manufacturers. The versatility inherent in bioremediation strategies, as well as the success rate of these strategies, makes this approach ideal for industrial sites. Identifying solutions, like bioremediation, to manage and mitigate those complex challenges is an optimal approach for businesses to address their environmental challenges and liabilities in an efficient manner. PE Bilgen Yuncu is an environmental engineer with Draper Aden Associates, a mid-Atlantic engineering, surveying and environmental services firm. Based in the firm’s Raleigh, NC office, she serves as an environmental engineer, project manager and remediation group program manager. Bilgen specializes in bioremediation strategies of hazardous compounds in soil and groundwater. She received her PhD from North Carolina State University, holds an NC professional engineer license, and is a project management professional. PLANT ENGINEERING

January/February 2021

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SOLUTIONS FACILITY MANAGEMENT By Joseph Hough and William Lotz, P.E.

Address moisture control in metal buildings The right insulation system in metal buildings can prevent dire consequences

etal buildings are built of metal; usually galvanized steel or galvalume — a combination of steel and aluminum. The first metal buildings date back to the beginning of the twentieth century when they were used to store Ford Model-T cars. Some of the earliest companies pioneering metal buildings were Butler Manufacturing Co., Kansas City, Mo.; Austin Co. of Cleveland and Liberty Steel Products of Chicago. The Metal Building Manufacturers Association (MBMA) estimates that 14 million metal building have been constructed over the past 80 years. The MBMA also estimates that 35% of low rises are built of metal. Metal buildings have many advantages as well as disadvantages. The biggest single advantage of metal buildings is their ability to span longer and wider dimensions and thereby serve a specific commercial purpose. Most metal buildings are built in a repetitive pattern. This accounts for the popularity of metal buildings in commercial occupancies. The most common single disadvantage is the variable construction quality between different manufacturers, especially when it comes to insulation systems. I n at t e nt i o n t o moisture control is

a problem in metal buildings. Neglect will lead to corrosion, internal “raining” of rusty water in your facility, thermal inefficiency, high energy bills, structural instability, mold and “ugliness.” How does a moisture problem start in a metal building? It starts by condensation. This occurs most frequently in northern climates during the winter season. Condensation ensues when the warm air inside a metal building ceases to carry any further moisture. The moisture is impelled to move outside but finds no natural way out. So instead, moisture sneaks into the cold walls of the metal building — as is the case with most metal buildings lacking the proper insulation and vapor barrier — and condenses into water droplets. Metal buildings, in the long run, are never fond of these water droplets. Water starts to eat away at the metal, causing corrosion, erosion and structural failure — not to mention mold. It’s for sure not a healthy environment.

Plants requiring moisture content

The consequences outlined above are even more accentuated when the activity inside a commercial facility produces additional moisture. This is typical in recycling, food processing, wastewater, lumber kiln-drying, grain-storage and other type facilities. In reality, any facility whose operations entail dealing with materials that originally had high water content or processing that involves significant amounts of water is a perfect candidate for moisture problems. The truth is that any facility or building that has greater than 30% relative humidity in 4,000-heating degree days climates is highly susceptible to mois-

Figure 1: The roof of this metal building roof had good insulation, but an inadequate vapor barrier. The bulge in the ceiling of this ice rink was due to water accumulation from condensation. Image courtesy: Moisture Control and Insulation Systems in Buildings, Chilled Water Pipes and Underground Pipes by William Lotz

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PLANT ENGINEERING

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ture problems. This corresponds roughly to those northern climates that lie north of an imaginary line drawn between St. Louis and Washington D.C. A heating degree day is a measurement designed to quantify the demand for energy needed to heat a building. It is the number of degrees that a day’s average temperature is below 65°Fahrenheit, which is the temperature below which buildings need to be heated. Is there a solution to condensation problems? Yes, by modifying the industrial process to produce less moisture and by lowering the chances of water condensation. However, modifying an industrial process is ever rarely doable. For instance, in a granite-cutting mill, an owner used 10,000 gallons of water a day to cool the huge saw blades used in “slicing” the granite. There was no viable alternative to this arrangement. It’s true that ventilation can control moisture. Nonetheless, ventilation necessitates a building designed to deal with moisture, and costs more in the long run than does durable, properly installed insulation having a vapor barrier. Other examples of industrial facilities that require high moisture content are feminine hygienic products plants, cigarette manufacturing facilities and hospitals. Each of these milieus need at least 80% humidity to pursue production. Another “universal” cause of moisture in metal buildings (or, for that matter, any building) is directfired heaters. Direct-fired heaters are ubiquitously used to heat metal building in the winter season. A one million Btu heater (either propane or natural gas), over a 24-hour period, generates a ton or more of moisture into the building. Imagine the havoc placed on a metal building by a ton or more of moisture generated every 24 hours.

Insulation in metal buildings

How can a plant lower the chances of condensation, if the production process itself mandates a high content of moisture? As pointed to earlier, water condensation stems from moisture encountering coldness. The solution, then, is to minimize coldness of walls. The only known way to do that is through insulating the walls of a metal building. Not only will insulating a metal building result in energy efficiency and a better work environment, it also allows better moisture control. Insulation commonly used in metal buildings includes rigid insulation (the most common of which is polystyrene and polyisocyanurate), foam-core sandwich panels and, less commonly, spray-on cellulose. Rigid insulation in metal buildings has the advantage of holding its own form and being very friendly www.plantengineering.com

Figure 2: Water accumulated on the floor of a metal building. The condensation resulting from improper insulation and vaporbarrier led the metal to “rain” inside. Image courtesy: Moisture Control and Insulation Systems in Buildings, Chilled Water Pipes and Underground Pipes by William Lotz

to sealing its seams with quality tapes. Foam-core sandwich panels have the advantage of being premanufactured in a controlled environment. Spray cellulose may have the advantage of price and environmental friendliness, but most reports confirm that it “blots and drops.” In other words, cellulose blots because of moisture absorption, and then drops to fill the floors following the blotting. These “blue-cheese” walls have insulation at the bottom but lack it at the top.

Insulation by Itself is no guarantee

However, the insulation by itself in not enough to prevent condensation faithfully. But why is that? Insulation is hardly ever continuous to cover every single square inch of the metal building evenly. Actually, most insulation products have to be assembled “piece-by-piece.” Naturally, there are gaps between the insulation units. Water can still penetrate through these gaps and condense on the cold walls. The solution is to seal the seams between the insulation. Seams are sealed using a quality construction sealing tape — any tape other than duct tape. This can work with rigid foams up to a certain point, as quality tapes stick nicely on the rigid insulation surfaces. A better solution than simple sealing is to add another layer of water-proofing material. This waterproofing material constitutes a “vapor barrier.” The PLANT ENGINEERING

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SOLUTIONS FACILITY MANAGEMENT

Figure 3: Cleaning contractor used bleach solution to clean the foil/plastic vapor barrier facer. The bleach ate the vapor barrier and the plastic that was covering it. Image courtesy: Moisture Control and Insulation Systems in Buildings, Chilled Water Pipes and Underground Pipes by William Lotz

vapor barrier regulates the passage of moisture through the wall structure to the outside. The vapor barrier regulates the passage of moisture to a rate that allows water to diffuse through walls in an organized way so as not to cause condensation. Vapor barriers have a long, posi-

tive history of being effective to halt almost any kind of condensation in metal structures. This type of performance can be expected, if the vapor barrier is installed properly and sealed tight along its seams. However, electricians, HVAC technicians, fire sprinkler journeymen and others have been known to tinker and interrupt the continuity of the vapor barrier. For example, that would be the case if they shove a switch or pipe through the insulation without sealing the holes. The interruption of the continuity will defeat the purpose of the vapor barrier, allowing moisture to condensate, and ruin the metal building. Proper workmanship is paramount for the adequate performance of any insulation. If workmanship concentrates in getting insulation installed without attention to the gaps between insulation, and without attention to pipe, electrical and HVAC penetrations the insulation will not fulfill its intended function. Thus, plant owners should keep an eye on their vapor barrier integrity. If a hole appears here or there it should be sealed immediately using two-and-half-inch quality construction tape. Better yet, a conscientious owner will keep a couple of quality construction tape rolls in their facility. It is worth mentioning that if a vapor barrier is designed to be exposed in metal buildings, then it must be UL-rated fire-resistant vapor barrier.

Final words

In short, the best way to guard against corrosion, internal raining and mold in a metal building is the proper installation of insulation along with a vapor barrier. The insulation as well as the vapor barrier must be continuous and sealed throughout the whole building to carry on its function. Not only are insulation and vapor barrier the dependable method to offset any damage caused by moisture, but also proves to be the most important factor in accounting for a durable, viable metal building. PE William Lotz, P.E. is a consulting engineer who has published more than 300 articles pertaining to all aspects of moisture control, including his most recent. He can be reached at 207636 2625. Joseph Haugh is a project manager and builder/ consultant. He is also the editor of William Lotz’s new book, “Moisture Control and Insulation Systems in Buildings, Chilled Water Pipes and Underground Pipes.” input #9 at www.plantengineering.com/information

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PLANT ENGINEERING

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SOLUTIONS ENTERPRISE ASSET MANAGEMENT By Lawrence Crynes

Execute an effective plant turnaround in seven easy steps Follow these tips to make a plant turnaround run smoothly and efficiently

efineries and chemical plants do not undertake plant turnarounds lightly due to their inherent complexity. A turnaround can often entail the use of hundreds of technicians from multiple vendors, all aiming to finish important maintenance, revamping and renewal projects either on specific systems or across entire plants at once. In addition, plant turnarounds often require facilities to halt production. Owners and operators have a vested interest to make sure a turnaround goes smoothly. The longer turnarounds take, the longer contractors are on site, which increases costs and risks for the plant’s management. Sometimes, particularly in larger plants, a turnaround can involve years of planning and constitute a major investment by the owner. In fact, it is not unusual for turnarounds to be a significant part of the plant’s annual maintenance budget. As a result, a poorly managed turnaround can be costly for plant managers. Taking all that into account, the following seven tips will help owners and operators ensure effective turnaround management, enabling them to save significant time and money — not to mention headaches.

No. 1. Engage early with trusted suppliers

Given the complexity of many plant turnarounds, it can sometimes take years of planning before the work ever starts. It is important for owners and operators to prepare as much as possible to minimize potential project challenges.

Part of being adequately prepared for a turnaround is the willingness of an operator to enlist the help of critical parts and service suppliers as early in the process as possible. The complexity of major fluid systems means specialized parts and components constructed from specific alloys will be needed for various processes. Such parts typically require longer lead times, so early engagement of authorized vendors will help to ensure these highly engineered parts will be available when needed. By talking with your suppliers early in the process, those timelines can be synched.

No. 2. Identify areas of new opportunity

When turnarounds are planned, owners’ minimal expectations are that systems will be returned to their original working condition. However, turnarounds also offer another key opportunity: a chance for plants to upgrade and improve their systems, which can mean higher reliability and performance. Improving systems does not happen by chance. Owners must sign off on system adjustments well before a turnaround event. Plants that have already reached out to their vendors ahead of time – see tip No. 1 — are at an advantage and can enhance their outcomes by engaging their vendors for expert recommendations on system improvements. Replacing traditional grab sampling elements in a system with pre-engineered and assembled grab sampling panels is just one example of a potential system improvement. This practical option does not require the plant to retool its design. Rather, the vendor will customize the panels to the plant’s specifications and optimize the components inside for accuracy and safety, simplifying future maintenance and repair needs while also enhancing the ability of owners to draw proper samples more easily (see Figure 1).

Figure 1: Replacing traditional grab sampling elements in a system with pre-engineered and preassembled grab sampling panels can enable efficiencies from the system design stage to installation to maintenance. Image courtesy: Swagelok Co.

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PLANT ENGINEERING

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Figure 2: Using standardized mechanical seal support systems can streamline installations, servicing, and replacements, while improving mechanical seal longevity. Image courtesy: Swagelok Co.

No. 3. Be prepared for the unexpected

As with any major project, variables and contingencies are inevitable, so anticipating them is another way owners can improve overall turnaround effectiveness. Thanks to the large and complex nature of fluid systems in chemical plants and refineries, it is difficult to know the precise number and nature of the components that will be needed during a typical turnaround. As a result, it helps to have a variety of hoses, valves and adapters on hand before the project begins. It will save time and money to have basic parts on site at the plant instead of having to order them once the project has already commenced. Sometimes waiting for a single part can cause significant progress delays. The trick is balancing the need for basic parts while avoiding the pitfall of unused inventory. Project managers should try to negotiate terms with suppliers that would let plants stock temporary or consignment inventory, so the proper parts are always available. That way, plant operators will only be charged for the actual parts used for the project.

What can you do to standardize installations and ensure proper practices are used across the variety of contractors working on the turnaround? Attempt to incorporate training and certification levels in your specifications. That way, anyone working on the turnaround will be required to have the same baseline knowledge and will be cognizant of sound installation best practices. Internal plant personnel who will be involved in turnaround projects can also benefit from a training refresher, so consider partnering with a supplier to review a variety of installation basics. For example, training on fluid system installations may include a review of basics such as how to properly prepare and bend tubing, as well as best practices for tightening and inspecting fittings.

No. 4. Ensure the availability of local support

No. 6. Seek out prefabricated assemblies

No matter how well you plan, there will be unforeseen issues that arise — and they may require you to order parts to solve the challenges. That is why it is critical to use vendors that can offer localized support near your project so they can deliver the necessary parts in a timely fashion. Quick-turnaround deliveries are often a necessity to maintain overall progress, and a local supplier may be able to provide a part within a day or less after being ordered.

Fluid systems in chemical plants and refineries are often complex, but if plant managers specify prefabricated, preassembled and pretested systems before the turnaround begins, contractors will have a much easier time installing them. With prefabricated assemblies, the concerns about inconsistent knowledge and installation practices

No. 5. Installation training Is critical

Turnarounds often involve hundreds of workers from different companies, making it difficult to maintain consistent levels of installation knowledge. But inconsistency can doom a turnaround project and cost owners’ money. Figure 3: A fully documented, prefabricated fast-loop system like this enables consistent, simplified installations during plant turnarounds to enhance efficiencies. Image courtesy: Swagelok Co. www.plantengineering.com

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SOLUTIONS ENTERPRISE ASSET MANAGEMENT

between vend or g ro up s can be partially relieved and free up workers for other tasks. As noted above, prefabricated grab sampling assemblies and Figure 4: Engaging early with trusted suppliers panels enable can lead to the implementation of best easy plug-andpractices that save time and money, including play installaheading off potential delays for critical, highly tions, helping engineered parts and systems. Image courtesy: to accelerate Swagelok Co. ne w i mpl e mentations and replacements, while ensuring all components are built to specifications, tested, and verified prior to installation. Standardized mechanical seal support systems are another option. Such kits and assemblies comply with approved American Petroleum Institute (API) 682 designs and consider such aspects as convenient locations for vents and drains, proper flow and circulation paths for fluids, and safety mechanisms. Their standardized nature enables easy replacements, while their overall design can help improve the longevity of mechanical seals, saving plants money and downtime (see Figure 2). Finally, fast loops, field stations, calibration and switching modules, sample probes and fluid distribution headers can also be simplified and bring consistency to your operations. Suppliers can provide fully

documented fluid sampling and control systems that eliminate the need to otherwise acquire and assemble multiple parts (see Figure 3).

No. 7. Maintain tight quality control

Quality control over parts and equipment is essential to executing a successful turnaround. If specifications offer too much flexibility, contractors might use less expensive — but lower-quality — parts. With inconsistent part quality comes inconsistent performance, unnecessary maintenance requirements, and/or downtime. Tight, up-to-date specifications lead to higherquality components being used in your fluid systems, which makes turnarounds more effective and efficient. Consistent specifications will reduce the intermixing of parts from different suppliers, making the job of keeping the systems in working order much easier in the future.

Keys to efficient turnarounds

A plant turnaround will nearly always be major endeavor, but it does not have to be a major headache — especially when you plan ahead. Remember to get trusted suppliers on board early to not only be prepared to deliver timely supplies and support, but also to help you plan logistics and potential contingencies to ensure efficient turnarounds. Using these best practices as your guide can help your plant turnarounds go much faster and more efficiently, while also enabling the potential to upgrade the long-term dependability and performance of your fluid systems. PE Lawrence Crynes, Ph.D., is market manager, oil & gas, for Swagelok Co.

Figure 5: Vendors that offer localized support can often deliver parts in a timelier manner — sometimes within a day or less — to help keep turnarounds on schedule. Image courtesy: Swagelok Co.

Figure 6: Supportive suppliers can help plant owners and operators be prepared for the unexpected by anticipating supply needs and offering the stocking of temporary or consignment inventory. Image courtesy: Swagelok Co.

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PLANT ENGINEERING

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SOLUTIONS MATERIAL HANDLING By Chad Carlberg

Smart, compact electromechanical actuators improve AGV productivity and space efficiency Integration with AGVs on plant floors increases operational intelligence

utomated guided vehicles (AGVs) improve productivity but need room to move about space-constrained factory floors. The more functionality AGV makers pack into a small footprint, the greater value to the end-user. The right actuation technology is critical to that value, and AGV designers often choose smart electromechanical actuators when seeking high-performance motion control in a small footprint. In manufacturing, AGVs (see Figure 1) replace much of the human lifting and carrying involved in, for example, delivering blanks to the production line and transferring goods throughout the workshop, warehouse and assembly line. Most AGVs today are guided by laser or magnetic strips, some use cables and fixed tracks, and more and more are communicating wirelessly. In a typical manufacturing application, a machine operator signals the need for parts using logistics software via workstation call terminal. On receipt of the request, the application forwards it to the AGV Figure 1: AGVs increase efficiency in manufacturing applications. Image courtesy: Thomson Industries www.plantengineering.com

management software, which dispatches the nearest vehicle based on priority and optimal pickup and delivery motion. After the operator completes the job, the control system proceeds to the next process step. The host computer always knows the state, position, speed, direction, fault and power of the AGV, and moves it forward, backward, left and right. When encountering an obstacle, the AGV decelerates and stops to avoid a collision. When the obstacle is removed, AGV operation resumes.

The need for intelligence

As AGV use increases, so does interest in integrating movement with enterprise, automatic storage, modular conveyor and asset management software. The context provided guides creation of optimal workflows for moving materials from one part of a facility to another with the least human effort. AGV connectivity is accomplished via onboard microprocessors and software to take advantage of digital communications. Smart actuators furnish built-in intelligence as well. This enables integration with AGV automation schemes and communications among actuators themselves. The ability to synchronize actuators with each other, for example, could enable creation of an AGV lift table (see Figure 2). Electromechanical actuators are best suited for intelligent integration with AGVs intended for plant-floor applications. As illustrated in Figure 3, lower-priced, belt-driven, scissor-type cam gear and hydraulic systems have little or no digital integration capability. Gear screws do have digital integration capability, but also require an additional motor and controller, so can cost as much, if not more, than a smart electromechanical actuator. Hollow-screw actuators have comparable digital integration capability and technologies, but their high cost is difficult to justify except for high-speed, high-volume warehousing and distribution applications, such as e-commerce packaging and shipping. PLANT ENGINEERING

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SOLUTIONS MATERIAL HANDLING

actuator. The more compact design makes it easier to fit into tight spaces and is ideal when designing different types of automation equipment, AGVs and lifting devices — all while maintaining the digital capabilities mentioned earlier. With the ability to fit into tight spaces, the Thomson Electrak HD is ideal for AGV space efficiency, with rear mounting flange options reducing the overall length versus stroke length ratio.

Application space

Figure 2: Intelligent actuators open application integration possibilities for AGVs such as the lifting table that takes advantage of capabilities to synchronize movement of multiple actuators. Image courtesy: Thomson Industries

Benefits of compactness

Optimizing floor space always has benefits, whether it avoids the cost of adding buildings or getting maximum return on existing space. Because AGVs can be configured quickly and easily, they are more space-efficient than conveyor belts, which are typically immobile. But AGVs themselves require operating room in the space. They need to travel around the plant floor and to fit in tighter spaces. The use of smaller actuators is one way to make operations more space-efficient, but the amount of space required to mount them remains an issue. Typical electromechanical actuators have load adapters in both the front and the rear. Replacing the traditional rear adapter with a mounting flange reduces the overall length and stroke length ratio, returning space to the system designer. It also makes the AGV easier to deploy in compact spaces, while reducing energy use. The latter is especially important if the AGV design calls for more expensive lithium-ion batteries. Lower energy consumption also means longer work terms and lower charging frequency, which also contribute to overall productivity. Of the common actuator options, electromechanical actuators require the least operating space to handle a given load, compared to belt, hydraulic or gear-driven options. And among electromechanical options, those with single flange mounting require the least operating space. Thomson Industries, for example, offers a rear mounting flange option that reduces the overall length versus stroke length ratio for its Electrak HD

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PLANT ENGINEERING

Wherever goods and parts need to be moved across a level surface, there is a potential role for smart, compact AGVs. Following are examples of industries in which AGVs are commonly used: Consumer Goods. AGVs are found in consumer goods industries, including electronics, medicine, chemical, cigarette, textiles and home appliances. They trolley everything from parts for fine work and packaging to heavy palletized objects. In air conditioner manufacturing, for example, this might involve transporting mounting plates, rear nets, covers, panels, motors, air outlets, face frames, covers and capacitors to and from appropriate workstations. In addition to the space efficiencies that electromechanical actuators bring to these applications for large, heavy items such as refrigerators, the onboard intelligence provides the ability to synchronize movement across the load. Fiberglass production. In the production of glass fiber, where silica is drawn into thin filaments that are bonded together, AGVs might integrate with CNC machine tools, intelligent industrial robots and production lines. They would automatically transfer the raw silica cake from drawing to drying to cutting and then onto packaging, stacking and storing. The workflow is tightly orchestrated end to end, and the programmability of electromechanical actuators enables fiberglass producers to optimize efficiency. Automotive manufacturing. In automotive manufacturing, AGVs replace manual efforts, forklifts and other methods traditionally used to deliver doors, hoods, hinges, bolts and other components to appropriate locations. The high load handling capability of electromechanical actuators is especially valuable in automotive manufacturing. Electronics manufacturing. Lack of immediate availability of wafers, fixtures or other components is among the most frequent causes of interruption of electronics production line scheduling, and even slight delays can be costly. By helping ensure that the right components are in the right place at the right time, smart, compact AGVs, aided by programmable actuators, enable high process efficiencies for electronics production. www.plantengineering.com

Electronics system testing. Electromagnetics of electronic systems such as control panels must be tested in an environment that would not add electrical discharge. AGVs equipped with actuators can be programmed to push sequences of buttons at consistent rates and be moved from test bays to conduct tests without interfering. This requires actuators that have been thoroughly tested for low electromagnetic radiation during electronic actions such as inductive load switching, positive inductance transience, positive and negative coupling, cranking, load dumping, electromagnetic immunity, conducted emissions and radiated emissions. Rising labor costs are a key driver for AGV user growth, but the need to maximize return on all assets is paramount as well. Those assets include the AGVs themselves and the space through which they move. Specifying smart, safe electromechanical actuators that demand minimal space is one

significant step that designers can take to optimize today’s AGVs for tomorrow’s applications. Most analysts are predicting sustained growth in AGV usage as global competitiveness continues to heighten. PE Chad Carlberg, product line manager, linear actuators, Americas, with Thomson Industries, is responsible for all aspects of the short- and long-term strategies of the linear actuator business, including product road maps and product development. Carlberg earned his Bachelor of Science in Marketing at Butler University and has been with Thomson for 15 years.

Figure 3: Comparison of actuation options based on cost and digital capability. Image courtesy: Thomson Industries

Figure 4: Comparison of actuation options based on operating space requirements. Image courtesy: Thomson Industries www.plantengineering.com

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SOLUTIONS DIGITALIZATION

By Dr. Joel Shertok and Andreas Eschbach

A team approach to resolving process upsets Maintain business and process reliability with 24/7 knowledge management

rocess upsets occur, and they need to be anticipated and controlled. Unfortunately, upsets are endemic to plant operations within the chemical industry, despite the advanced technology intended to keep operations smooth and stable. An upset is the result of one or more processrelated issues that disrupt the intended operations of a chemical process. An upset can be a minor issue like an incremental temperature increase over time, which can lead to an out-of-spec formulation. It also could be a major upset, such as anout-of-control which could compromise the environment and worker safety within the entire plant if not quickly identified and corrected. Whether an upset has a major impact or not, managing upsets is time consuming and creates diversions for plant management and operations. This can significantly slow down production schedules. What can make upsets even more significant in the chemical industry is the amount of time it takes to correct them: Investigations and resolution can take hours, across more than one shift.

Figure 1: A single process plant can consist of more than 60 different personnel who must communicate to gain a common understanding of what is known and unknown to effectively collaborate in solving a problem. Image courtesy: eschbach

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PLANT ENGINEERING

Production teams often lack the digital tools needed to access information immediately through knowledge capture and autonomous communications during shift handovers. This causes substantial wasted time searching for information, generating status updates, investigating results and reporting across siloed operations and multiple shifts. If the shift relief team cannot access all findings, they may have to redo the investigations and operations. Instead of a straightforward resolution of the upset, plant management may be forced to double back and repeat previous efforts. Missing key information is not an option. Every hour an upset is allowed to persist unresolved can impact profits and potentially create catastrophic safety hazards. In fact, an operating unit’s response to an upset can be critical to the unit’s process reliability. The success and reliability of a unit are measured by how well the organization responds to the upset.

Communication challenges

There can be several teams operating over different shifts with multiple staff involved performing a variety of functions, depending on the size of the operation. An operation can run 24/7 and thus can be unforgiving of process issues. A single process plant can consist of more than 60 different personnel and associated functions. It is imperative that these groups have the opportunity to communicate to gain a common understanding of what is known and unknown, to effectively collaborate in solving a problem (see Figure 1). When plant personnel have to send multiple emails while maintaining multiple spreadsheets and documents simultaneously during an upset, the various functions will have increasing difficulties in getting an overview of the essential issues. Therefore, plant functions can be challenged with multiple sources of information. In addition, they are more likely to fall into the trap of mistaking assumptions for facts. For any upset, the real facts must be discerned and confirmed to ensure the proper response. Shift changes, with new personnel www.plantengineering.com

coming on to the scene, make the situation even more challenging. Remember, a symptom is not the problem but rather points to the problem. A collection of symptoms fully researched, can identify the underlying problem, much like a physician making a diagnosis.

Creating reliability

Plant upsets are continuous in nature and are not always resolved by the end of a shift. Therefore, managing both within a given shift and over shift changes in a 24/7 operation needs a digital solution. The operating team must have a system in place for updating the relief shifts on progress and critical activities. Digital technologies, like plant process management (PPM), provide a single platform to bring a “single truth” to all involved and enable production teams to address process upsets more effectively (see Figure 2). This makes operations more reliable, dependable and safer. Achieving continuous stability in the face of consistent process challenges is a measurement of this reliability. Providing a single communications platform to all the impacted functions significantly enhances the timely resolution of process upsets. This ensures that the resolution activities go hand in hand across shift changes. Inter- and intra-plant communications must be seamless to avoid time consuming repeat investigations and attempted solutions that are deficient.

The chemical industry lacks digitalization

A recent survey by 451 Research indicated that chemical operators are ill equipped for digital knowledge transfer. Regarding PPM solutions, research shows that plants in the chemical industry are, for the most part, digitally unprepared to assure smooth internal/external communications. Only 10% of 300 senior executives responded to a recent survey that their companies are currently in the execution stage of a digital strategy. The majority of these companies are still collecting data via manual means (or not at all). Despite these findings, there is still a high degree of interest in digitalization. Safety and process optimization are drivers of corporate goals. The research concluded: • Inter-shift and inter-functional communications are typically carried out verbally • Offsite personnel are unfortunately often not directly informed; they are usually brought up to speed by “back-channels” www.plantengineering.com

Figure 2: Digital technologies, like plant process management (PPM), provide a single platform to bring a “single truth” to all involved and enable production teams to address process upsets more effectively. Image courtesy: eschbach

• Maintenance and engineering work are recorded on standard forms, which are then filed away and not readily accessible • Paper reports are issued, but likely also filed away and eventually forgotten. Reliability can be greatly enhanced by establishing an “improvement cycle.” The following four steps support ongoing reliability: • Identification of the problem (follow the symptoms) • Communication (PPM software platform assuring shift collaboration) • Corrective action (document the steps taken to solve the upset) • Retrospective documentation (written, not verbal, communications are archived to the knowledge base). The retrospective documentation should outline and validate all the actions taken. People often tend to skip this step; the problem is solved and now it’s business as usual. But, by doing this validation step, in writing, and adding it to a PPM platform, a knowledge base will be built that could be used to solve a similar issue or serve as a repository, accessible to all employees.

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SOLUTIONS DIGITALIZATION

Creating a knowledge base

COVID-19 has upended the normal way of managing processes. With remote working

situations, senior management must be able to contribute from remote locations. This significantly increases the need for a digital system. Staff

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can no longer rely on physical access to documents and personnel. Paper documentation, like spreadsheets, can create access issues with so many personnel now residing off-site. Digital access simplifies handover tasks from remote engineers to shift teams. No longer does it matter where a particular functional person resides — at the plant, at home or at a remote site. Companies need to invest in software platforms that capture shift handover information. Today these platforms are designed to ensure transparency, reliability and visibility across all plant functions and roles — helping teams become well integrated. It now becomes possible to integrate PPM platforms with other plant mission-critical systems. These include such systems as computerized maintenance management systems (CMMS) like SAP PM or IBM Maximo; and process historian programs such as OSIsoft PI or LIMS systems. This unification enables process digitalization, and allows evolution to a more reliable, knowledge-based organization that can quickly and successfully overcome process upsets. This process also results in a significant financial benefit for the company involved. For example, using a commodity cumene/phenol plant as a base case, an improvement in their process upset response could easily result in a significant annual savings. A oneday shutdown, or the production of unsalable product, can lead to a loss of $112,000 or $56,000/shift. This is a significant expense, assuming no associated equipment damage is found during inspections. Implementation of modern, state of the art digital technology can lead to significant improvements in both plant process safety associated plant economics. PE Dr. Joel Shertok is chemical engineering and materials consultant at eschbach. Andreas Eschbach is the CEO of eschbach.

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SOLUTIONS MACHINE LEARNING By Ingo Mierswa

Five ways machine learning will transform manufacturing in 2021 Emerging developments that will become reality with machine learning part of everyday operations

echnology advances, such as complex robotic systems and artificial intelligence (AI), transformed manufacturing over the past decade and driven what’s commonly called the Industry 4.0 Revolution. COVID19 has further accelerated this transformation for many manufacturers as more plant operations need to be run effectively, and in many cases, be monitored and managed remotely. Machine learning (ML) — a branch of artificial intelligence centered around creating computer programs that learn from experience and improve their decision-making ability over time — is increasingly important in many industries, and manufacturing is no exception. Cheaper sensors and data storage, as well as the maturation of big data technology, has allowed manufacturers to capture vast amounts of data, and ML allows enterprises to derive actionable intelligence from said data, enabling smarter equipment, improved quality and increased productivity. As enterprises continue to use machine learning (ML) as part of their everyday operations, here are five ways manufacturing is expected to develop in the year ahead.

1. Widespread predictive maintenance

Typically, factories have relied on regular maintenance schedules dictated by usage or time to determine when a machine needs to be serviced — or have even waited until equipment breaks down to conduct maintenance. Leveraging AI, manufacturers are developing predictive maintenance models trained on historical data about what led up to past equipment problems to predict when machines need maintenance. They can then fire an alert and the equipment can be repaired. Because equipment is only shut down for repair when it’s actually needed, instead of according to a schedule, these models can save both time and money. Furthermore, as fast innovation cycles are shortening product lifecycles across most product

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categories, and dramatic shifts in customer expectations are shortening delivery lead times, manufacturers must be faster and more flexible with machine repairs and retooling. While predictive maintenance isn’t new to 2021, expect to see a dramatic increase in its widespread adoption this year, with enterprises using data from connected devices such as sensors embedded into equipment to remove the guesswork from maintenance decisions.

2. Improving energy efficiency

Most factories today operate on a 24/7 schedule to maintain optimal efficiency, requiring large amounts of energy to keep things moving. By taking energy prices, equipment maintenance, labor costs and inventory into account, ML algorithms can schedule the perfect time to perform energy-intensive activities. As a result, enterprises can maximize cost savings by running the right processes at the right time. This company has already seen this practice in play with a number of manufacturers, including a major global petrochemical manufacturer who came to RapidMiner looking to reduce its power consumption. The company was consuming $20 million a year in energy but wanted to cut costs and be more environmentally friendly. By deploying AI models that were easily adjustable in real time and worked on sensor data, RapidMiner was able to reduce its power consumption by 5%.

3. Guaranteeing product quality

Regardless of how optimized a manufacturing process is, every factory experiences product defects. Although there are various options for trying to correct them, flaws are still commonplace and treated as a cost of doing business. With ML, manufacturers can significantly reduce the possibility of error while optimizing quality control efforts. Instead of relying on humans to visually inspect each product on an assembly line, image recognition and www.plantengineering.com

other types of ML models can be trained to analyze images and detect anomalies early in a product’s creation. As a result, factories can ensure they’re creating high-quality products while reducing waste.

4. Creating a safer workplace

Anyone who has worked in a factory has experienced thorough, annual health and safety trainings and knows the importance placed on proper use of safety gear. While these tools are critical for workplace safety, new technologies, like AI, can help further avoid risk, because accidents happen even when proper protocol is being followed. Data analysis from ML can augment video surveillance systems to recognize potentially unsafe practices, including being used to identify overworked or tired employees before they operate heavy machinery. ML also can be used with sensor data to reveal important insights about safety-system performance. By relying on AI to sift through the thousands of data points generated every second by the Industrial Internet of Things (IIoT) and other connected devices, employers can get automatic alerts about potential dangers and thus create a safer workplace. One Fortune 500 mining and chemical production firm was able to use machine learning to identify an unforeseen variable in its production process that commonly led to huge Environmental Health and Safety (EHS) risk factors. Using an ML model, built by process engineers, operators were able to keep the plant from going offline, avoid mountains of administrative paperwork and reduce its overall EHS risk by about 90%. The company estimates it avoided more than six incidents per year using ML.

5. Forecasting and responding to real-time consumer demands

Forecasting consumer demands can be a daunting task and is challenging to do perfectly. Thankfully, AI programs can be used to forecast demand with an unmatched level of sophistication and accuracy. Drawing from new and historical data, ML models can help businesses understand which factors drive demand and how enterprises can adapt to variables on the spot. On the flip side, demand sensing lets businesses track fluctuations in demand, as well as consumer purchase behavior, in real time. By analyzing data from warehouses and point-of-sale systems, ML can identify significant changes in sales to ensure that supply is not outstripped by demand. The advantages of ML systems for these processes, instead of relying on strict rules, have been highwww.plantengineering.com

Leveraging artificial intelligence (AI), manufacturers are developing predictive maintenance models trained on historical data about what led up to past equipment problems to predict when machines need maintenance. Image courtesy: RapidMiner

lighted by the COVID-19 pandemic. At the outset of the pandemic, as lockdowns began, consumption of, and thus demand for, products changed radically, leading to things like food and toilet paper shortages. Regularly scheduled deliveries based on what was typically needed weren’t able to keep up with changing behavior.

Wrapping up

Although we’re in the midst of the Industry 4.0 revolution, the manufacturing industry is only beginning to fully embrace digital transformation. Prior to 2020, quality, process optimization and operational expense reduction were key business drivers of this transformation. But now, amid a global pandemic, safety, remote worker enablement and information transparency are being added to that list. Advanced technologies based on AI and ML will continue to drive innovation and change how manufacturers think about problems and how to solve them, paving the way for a safer, more efficient and more profitable future. PE Ingo Mierswa, PhD Is the founder and CTO of RapidMiner. He has been an industry-veteran data scientist since starting to develop RapidMiner at the Artificial Intelligence Division of the TU Dortmund University in Germany. He has authored numerous publications about predictive analytics and big data. As founder and CTO of RapidMiner, he is responsible for strategic innovation and technologies. RapidMiner has grown around 300% per year over the last seven years. PLANT ENGINEERING

January/February 2021

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input #12 at www.plantengineering.com/information

he voice of the engineering community speaks loud and clear in the following pages featuring the corporate profiles of these companies participating in the 2021 Executive Voice program presented by Plant Engineering magazine:

ABB Motor and Mechanical AutomationDirect BinMaster Camfil Air Pollution Control

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Digi-Key

SEW Eurodrive, Inc.

Flexicon Corporation

Sullair Corporation

Flowserve Corporation

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is different based on its size, employers, educational institutions, and economic development goals, in every location we are finding commonality and models that are becoming effective.

anufacturers face common employment challenges across the US, including aging workforces, changing skill needs, limited interest in working in manufacturing, and a lack of real-world learning experiences for students.

A number of years ago, we identified advanced tools and processes for the future of our industrial manufacturing. We also realized these resources require different skills and abilities than we have today. At a minimum, we knew we would need to invest in reskilling and retraining our current employees to prepare.

We believe we must work together to change the perception of manufacturing. Many think of manufacturing as dark, dirty and unsafe. So, we bring students, parents and educators behind our walls where they see bright lights, clean floors and safe conditions. They see automation mixed with manual processes and robots working with humans.

Through high school apprenticeships, ABB is able to provide real-world learning which complements classroom training.

However, in order for the right people to be in place five and ten years from now, we looked to our communities. We established a strategic initiative within our business to create a pipeline of technically skilled young talent in the communities in which we operate. While each community

An initiative of this size can’t be done alone. Across the country, we are partnering with local education systems to rethink the way we approach recruitment and career and technical education of young talent. We work side-by-side with K-12 systems and 2 and 4-year universities and colleges.

We’ve worked with our educators to create a specific curriculum, develop concurrent credit programs, and provide college internships. We’ve also started a youth apprenticeship program in a couple of our locations. When an 18-year old student graduates from high school with a valuable career plan and

Jesse Henson President of ABB’s US Motors and Generators division

relevant skills and can go straight to work, she’s well prepared for the years ahead. With a tuition reimbursement program like we offer, we can help her get a college education when she’s ready for it, an opportunity most parents appreciate as well.

We need to continue to work together to help families and educators understand that manufacturing can be a rewarding career choice. The future of manufacturing is here. So is the talent. We need to continue to work together to help families and educators understand that manufacturing can be a rewarding career choice. It’s critical that we align the students of today with the jobs of tomorrow. Not only do we need them, but our customers do, too.

baldor.abb.com 479.646.4711

input #13 at www.plantengineering.com/information

utomationDirect takes the best ideas from the consumer world to serve the industrial market. As a direct seller of industrial automation products for more than 25 years, AutomationDirect is a leader in the industry that offers many customer services not typical with traditional distributors. The company’s online store provides complete product information and pricing so customers can make informed decisions on their automation purchases quickly and independently. AutomationDirect’s products are practical, easy to use and offer a low cost of ownership. The company offers quality products at prices up to 50 percent lower than those of more traditional distributors. Most product programming software is free, requiring no initial or upgrade costs and no software maintenance contracts. Product offerings include programmable logic controllers (PLCs), alternating-current (AC) drives/ motors, operator interface panels/human machine interface (HMI), power supplies, direct-current (DC) motors, sensors, pushbuttons, National Electrical Manufacturers Association (NEMA) enclosures, pneumatic supplies and more.

The automationdirect.com online store is one of the most exhaustive in the industry

order history and making payments. Customers can also obtain return authorizations online for quick and easy product returns or exchanges. AutomationDirect’s phone technical support staff has garnered top honors in service from industry magazine readers 15 years in a row. And, with tens of thousands of active customers, the company’s online technical forum taps into that knowledge base by encouraging peers to help each other with applications and other questions. Other online help includes frequently asked questions, application examples and product selection guides.

They Guarantee It AutomationDirect’s corporate headquarters near Atlanta, Georgia

Award-Winning Services Satisfy Customers

AutomationDirect has always maintained a huge inventory, allowing them to ship orders fast with free two-day shipping available for any order over $49. Shipment confirmations, any back order status and estimated delivery information are communicated electronically to keep you informed.

AutomationDirect wants you to be pleased with every order. That is why they offer 30-day money-back guarantee on almost every product they sell (see Terms and Conditions for certain exclusions).

Their online store is one of the most exhaustive in the industry – all technical documentation can be downloaded free of charge, as well as software and firmware updates. Hundreds of instructional videos, as well as numerous PLC training courses are available for free. Online access to your account allows viewing and changing account information, viewing input #14 at www.plantengineering.com/information

1-800-633-0405 www.automationdirect.com customersupport@automationdirect.com

C Gold Series X-Flo

Graeme Bell

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

Gold Series X-Flo (GSX) dust collection system

input #15 at www.plantengineering.com/information

igi-Key Electronics, a global Internet-based distributor of electronic components, is an authorized distributor of more than 11.5 million components, including over 2.6 million in stock, from more than 1,500 trusted suppliers. The company’s reputation extends worldwide through the continuous choice of Digi-Key’s customers as the provider of the widest range of electronic components in the industry, ready for immediate delivery. With this wide range of products available in both design and production quantities, Digi-Key is the best resource for designers and buyers alike.

Center expansion that will allow the company to expand inventory even further to meet current and future demands of customers. It will also allow for searching out new and innovative technologies and products from new and existing electronic component suppliers, allowing Digi-Key to continue being a one-stop-shop for customers in all industries. The company recently launched the Digi-Key Marketplace to give customers access to even more products and services in applications including bare PCB boards, industrial automation, test and measurement,

Dave Doherty

President and Chief Operating Officer

inventory, and just-in-time shipping, as well as a newly updated BOM manager.

Digi-Key is the preferred supplier for Industrial Automation, Control and Safety products. They carry a broad line of products from advanced controls such as PLC, HMI and temperature controllers to accessories such as wire duct, safety switches and safety light curtains. With excellent technical resources and same-day shipping, Digi-Key will get you the parts you need when you need them. Digi-Key is investing in the future with the construction of a 2.2 million square foot Product Distribution

IoT solutions and virtually all things related to technology innovation; while providing these added solutions through a singular shopping experience. They also offer a vast selection of online resources including a range of EDA and design tools, reference design library, on-demand multimedia library, a comprehensive article library, and community forums, among others. Digi-Key also offers numerous Supply Chain solutions such as a complete set of APIs, bonded input #16 at www.plantengineering.com/information

Digi-Key prides itself on the ability to provide the best possible service to customers. A customer can request electronic components or reach the talented team of technicians and application engineers 24 hours a day, seven days a week, 365 days a year by phone, fax, e-mail or through the website. From prototype to production, Digi-Key has the resources and products to take your design to the next level! Find out more at www.digikey.com.

sales@digikey.com • 1-800-344-4539 www.digikey.com

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

Virtually any bulk solid material or blend Flexicon equipment can handle virtually any bulk material, from large pellets to sub-micron powders including friable materials, free- and non-free-flowing products, and materials that pack, cake, plug, smear, fluidize or separate. After more than 22,000 installations, Flexicon is knowledgeable about virtually all bulk materials and blends that customers are likely to encounter.

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

Designed and constructed to industry standards worldwide All Flexicon equipment is available in carbon steel with a variety of durable industrial finishes, and stainless steel in industrial and food, dairy and pharmaceutical finishes, including designed and constructed for 3-A certification and USDA acceptance.

Stand-alone equipment The Flexicon line of stand-alone equipment includes: Flexible Screw Conveyors, Tubular Cable Conveyors, Pneumatic Conveying Systems, Bulk Bag Unloaders, Bulk Bag Conditioners, Bulk Bag Fillers, Bag Dump Stations, Drum/Box/Container Dumpers and Weigh Batching and Blending Systems. Numerous model configurations are offered within each equipment category, as basic, low cost units up to engineered, automated, highcapacity machines.

Large-scale bulk handling projects Customers can alleviate the burden and risk of designing large-scale bulk handling systems, coordinating multiple suppliers, integrating components and trouble-shooting start-up, by relying on Flexicon’s Project Engineering Division for it all. Flexicon can evaluate customer material(s), plant layout, throughput rates, cost, cycle times and other parameters, and engineer the optimum solution to individual bulk handling problems in the form of CAD drawings that integrate Flexicon and other equipment with new or existing equipment in the customer’s plant.

David Gill President

Manufacturing on four continents Flexicon manufactures equipment in the US, UK, Australia and South Africa, maintains dedicated factory representation in Chile, France, Germany, Indonesia,Singapore, and Spain, and also markets equipment and systems through an extensive network of Applications Engineers worldwide. The company holds 36 patents in 13 countries.

In addition, Flexicon can test customer materials on full-size test equipment, build the equipment, supervise installation, validate the project, and train customer personnel to operate it— anywhere in the world. Flexicon Corporation +1 610 814 2400 • sales@flexicon.com www.flexicon.com input #17 at www.plantengineering.com/information

.o help solve the biggest flow-control challenges, customers worldwide rely on the product lines, engineering, project management and service expertise of Flowserve.

Aric Zurek

Our history began over 200 years ago, and today Flowserve employs more than 17,500 associates in 300-plus locations around the world, including over 180 quick response centers that provide aftermarket parts and services to customers.

Industries served • Oil & Gas • Chemicals • Power

• Water • Pulp & Paper • Food & Beverage

• Mining, Steel & Metals • and others

Through our unmatched combination of products, engineering and aftermarket services, we help our customers achieve tangible business results: lower operating costs, optimized performance, prolonged equipment life, mitigated risks and higher productivity. And, they can depend on our industry expertise to help address their most pressing challenges — reduce expenses, minimize risk, and maximize performance.

RedRaven™ is the next stage in the evolution of Flowserve.

Industrial operators worldwide have many choices when it comes to gathering critical asset data in multiple plant environments. As IoT technology becomes more prevalent, Flowserve has introduced a unique solution for the next generation of asset health monitoring. Flowserve’s RedRaven uses state-of-the-art IoT technologies to be your eyes and ears, monitoring your core infrastructure, and predicting critical equipment issues before they happen. With decades of experience, data analytics and diagnostics in its DNA, RedRaven’s IoT technology enables you to act immediately, avoiding costly downtime. RedRaven protects your systems 24/7, saving you time and money.

With RedRaven on your side, you have the power to see beyond. Predict Use detailed insights to predict why your critical assets will fail. Act Make informed decisions to prevent equipment failures and improve plant performance and reliability.

Protect Protect your operation against crippling equipment downtime and production losses.

Vice President, Global IoT

Discover the exceptional Flowserve product lines • • • • • • •

Pumps Seals Valves Actuation and Instrumentation Energy Recovery Devices Hydraulic Decoking Systems Performance Monitoring

Something revolutionary has taken flight... Flowserve is taking the industry to new heights with capabilities to collect and analyze rotating equipment performance data. In 2021, we’ll be soaring even higher with a new suite of solutions that will transform the way you think about monitoring and predicting your assets’ performance to solve critical issues before they happen. Visit www.flowserve.com/iot to learn more.

“Together, we create extraordinary flow control solutions to make the world better for everyone.” Contact us to learn more: 972-443-6500 www.flowserve.com input #18 at www.plantengineering.com/information

s a world leader in drive technology and a pioneer in drive-based automation, SEW-EURODRIVE has established a reputation for quickly solving the most difficult power transmission and motion control challenges. We introduced the gearmotor in 1931. Since then, we have been bringing the best in drive technology to our customers worldwide. SEW-EURODRIVE offers much more than just components. We offer the expertise and electronics to drive them. Being a single source partner radically sets us apart from others. Our products are designed to work together. No finger-pointing! Furthermore, we make it very easy for engineers to do their own automation using our exclusive solution modules. No experience or programming required – perfect for new engineers. Your team will appreciate our value when they are able to be home with their families at nights and weekends instead of troubleshooting an application. If you are short-staffed or cannot keep up with new technology, let us know. We can provide a complete engineering package from start to finish, including project planning, software, components, commissioning, and worldwide support. Our team of automation experts understand the latest technology and can solve even the most complex motion control challenges.

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

Innovation

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

PT Pilot simplifies the choices and identifies a custom solution for each application

Online Quotation

Our PT Pilot® online drive selection tool quickly selects the perfect drive for your specific needs. PT Pilot simplifies the choices and identifies a custom solution for each application within minutes. This powerful and intuitive program includes all technical documentation and CAD files. Don’t know your HP? No problem! Our application calculator will figure it for you. Plus, you will get an immediate net price that we guarantee. Visit ptpilot.com

Flexibility

Our products are based on a unique system of modular components that can be assembled in literally millions of different configurations. So, every drive solution is custom built to our customer’s exact specifications. Our five regional assembly centers in the U.S. stock millions of dollars of our modular inventory for quick delivery of drive solutions and spare parts. SEW-EURODRIVE…Driving the World

input #19 at www.plantengineering.com/information

864-439-7537 www.seweurodrive.com

perations that struggle with the challenges of inventory management and timely replenishment of powders, solids, or liquids can monitor silo levels on their smartphone, tablet, or desktop with complete solutions from BinMaster. Since the early 1960s, BinMaster has designed robust continuous level sensors, point level indicators, material management, and inventory monitoring devices. Today, specialized software simplifies material management and keeps people safe from the risks of climbing bins, tanks, or silos. The Lincoln Nebraska, USA company manufactures sensors and wireless devices and develops software used for monitoring inventory levels in real-time. Complete solutions make it easy for plant managers, maintenance engineers, processing and purchasing personnel to address inventory management systems in one phone call. “BinMaster’s mission is to provide complete inventory management solutions in one phone call.”

Continuous level measurement options include SmartBob cable-based, guided wave radar, laser and 80 GHz non-contact radar— all compatible with Binventory™ software. The unique

Point level indicators provide automated level alerts using rotaries, diaphragm switches, capacitance probes, tilt switches, and vibrating rod level sensors. Dust detection devices alert to baghouse leaks and unsafe particulate levels. Flow detection sensors prevent cross contamination and assist with regulatory compliance for human and animal feeds. Robust, easy-to-install systems are developed for a single site or networked across a multi-national operation. Custom configurations for plastics, food processing, chemical, construction, mining, and agriculture address specific needs of each industry. The FeedView® web application monitors livestock feed inventory for swine and poultry operations. BinMaster is US manufacturer certified to ISO 9001 quality management systems – requirements. 800-278-4241/402-434-9102 info@binmaster.com • www.binmaster.com

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3DLevelScanner—sold exclusively worldwide by BinMaster—measures and maps material for volume accuracy and is the only sensor to generate a 3D image of silo contents. Battery-powered, wireless laser level sensors compatible with BinView® or FeedView® web apps enable on-site or remote monitoring.

n his nearly 21 years with Sullair, a lot has changed for Brian Tylisz, Senior Vice President of Sales for the Americas. The company has changed, and so has his career—but there has likely never been a more exciting time than right now.

Tylisz leads sales of all Sullair portable and stationary products in the Americas. An engineer by trade, Tylisz transitioned into sales in 2014 after spending nearly 15 years in engineering roles up to and including director of engineering. In 2014, Sullair began to focus on oil free, and Tylisz’s background and expertise made him a natural fit to lead oil free sales. “Having a technical leader in the North America Operations in commercial business allows us to Michigan City, IN better support our customers and understand the applications, such as food and beverage, packaging, pharmaceuticals and semiconductors,” said Tylisz. In 2017, Hitachi acquired Sullair, which further expanded the company’s reach into oil free technologies. “It’s an exciting time to be at Sullair and part of Hitachi. It has segued two long-standing leaders in the compressed air industry who have complementary strengths.

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We can now better provide our global customer base with the full spectrum of compressed air solutions — Sullair with 55 years in predominantly oil flooded solutions, and Hitachi with 110 years in predominantly oil free solutions.”

Brian Tylisz Senior Vice President of Sales for the Americas

Tylisz is not only a leader within Sullair but also within the compressed air industry. He was recently appointed to the Compressed Air and Gas Institute (CAGI) board of directors. CAGI is the unified voice and unbiased authority of the compressed air industry. This helps Sullair stay engaged with the industry and have a voice at the table for issues impacting the compressed air industry. With Tylisz leading sales at Sullair, customers will have a voice at the table, too, as he blends his technical background with his commercial leadership role to better understand end customers’ needs and applications.

input #21 at www.plantengineering.com/information

www.sullair.com • 1-800-SULLAIR

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Yaskawa America, Inc

C-3

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www.plantengineering.com/webcasts 56

•pe201902_webcasts_HLFpg.indd January/February 2021 1

PLANT ENGINEERING

www.plantengineering.com 1/31/2019 6:39:06 PM

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and

Technology

Keeping You Up and Running The U1000 Industrial Matrix Drive

Looking to keep your fan and pump systems up and running? Make the complex simple. Our U1000 Industrial Matrix Drives are the smallest, fastest to commission, low harmonic, regenerative drives on the market. Want to keep up and running longer? Call Yaskawa at 1-800-YASKAWA today.

https://www.yaskawa.com/u1000 Yaskawa America, Inc.

Drives & Motion Division

1-800-YASKAWA

yaskawa.com

input #22 at www.plantengineering.com/information

Sustainable non-rare earth magnetic material

IP54 Rated Drive & motor with conformal coated drive components

IE5 Efficiency Guaranteed Ferrite assisted synchronous reluctance rotor (FASR)

— Jump ahead of new regulatory requirements Upgrade to ABB’s new Baldor-Reliance® ultra-premium EC Titanium™ integrated motor drive, and lower your energy cost. This design incorporates a synchronous reluctance rotor and permanent magnets to achieve a rating above IE5 at full speed while maintaining this performance at reduced speed and load points. • More than 15% efficiency gains compared to NEMA premium • Sustainable non-rare earth magnetic material • Higher power density for a smaller footprint Efficient. Innovative. Environmentally friendly. baldor.abb.com/ec-titanium input #23 at www.plantengineering.com/information

EC Titanium IE5+ efficiency video

PE_21_01_02

Articles inside

How to communicate an automation project

Five ways machine learning will transform manufacturing in 2021

Execute an effective plant turnaround in seven easy steps

Bioremediation offers solutions for plant site contamination

Six steps toward the factory of the future

Smart, compact electro-mechanical actuators improve AGV productivity and space efficiency

The state of the nation