Pls 2017 07 01

www.plantservices.com

SMART SOLUTIONS FOR MAINTENANCE & RELIABILITY

Why "culture change" efforts fail P.9

Get IIoT data into your SCADA system P.21

Inspect more than just oil quality P.25

OEMs move into IIoT-enabled remote monitoring services P.39

J U LY 2 0 1 7

6 companies putting the industrial internet to work for PdM

When commercial grade just won’t cut it...

Industrial Managed Ethernet Switches starting at:

$429.00 SE2-SW8M

...get Industrial Managed Ethernet Switches for less from AutomationDirect.

NEW! SE2 Series Industrial Managed Ethernet Switches Commercial grade Ethernet switches have their place, but the harsh environment of the industrial world is not one of them. Don’t risk your time, reputation, and money on managed switches that can’t handle the extreme temperatures, unreliable power, hazardous locations or excessive vibration that exists in industrial facilities. Get the most out of your network and your dollar with affordable and reliable Stride Industrial Managed Ethernet Switches.

5 YEAR

Order Today, Ships Today! * See our Web site for details and restrictions. © Copyright 2017 AutomationDirect, Cumming, GA USA. All rights reserved.

It’s not just the low price, but the exceptional value you get with Stride Ethernet Switches that makes them so popular. With Stride Managed Ethernet Switches you get all this and more: • • • • • • • •

Enhanced network security Fail-safe networking with intelligent redundancy Traffic filtering for streamlined, efficient communication Helpful troubleshooting tools and statistics Modbus TCP and EtherNet/IP management capabilities Web-based configurations Gigabit Ethernet (GbE) models available FREE technical support for the life of the product!

Research, price, buy at: www.automationdirect.com/ ethernet-switches

1-800-633-0405

the #1 value in automation

TOUGHNESS MEETS TECHNOLOGY

The perfect blend of Tough and Tech wrapped into one tight package.

Our new breed of premium air compressors are the perfect blend of maximum reliability and exceptional efficiency. Attack downtime and accelerate your operation’s output with durable uptime, rapid-return serviceability, lower energy use, and quiet toughness in less space. Plus, advanced control technology predicts production interruptions before they occur. Rest easy knowing you’re backed by our 10-year Royal Blue Warranty program, eliminating any unexpected costs. Evolve your business advantage with Quincy’s QSI and QGV models. Performance you Demand. Reliability you Trust.

Watch the evolution at QuincyCompressor.com/toughtech

CHANGING BEHAVIOR TO PRODUCE RESULTSÂŽ REGISTER NOW: 800-556-9589 | education@LCE.com | www.LCE.com

COURSE

WHO SHOULD ATTEND

Maintenance Management Skills

Maintenance Managers and Supervisors, Lead a world-class maintenance department using as well as Supervisors from Operations, planning and scheduling best practices to drive work execution, improve productivity, motivate staff, Warehouse or Housekeeping areas increase output and reduce waste.

Apply preventive and predictive maintenance practices.

Planner/Schedulers, Maintenance Calculate work measurement. Schedule and coordinate Supervisors, Maintenance Managers, work. Handle common maintenance problems, delays Operations Coordinators, Storeroom AND INEFlCIENCIES Managers and Purchasing Managers

Maintenance Planning and Scheduling

YOU WILL LEARN HOW TO

nce a n nd operations principles. Manage nte Applygsoundastoreroom i Materials Managers, Storeroom a M nnininventory to optimize Managers, Planner/Schedulers, ginvestment. Understand the role n Implement effective work control Maintenance Managers and Operations of purchasing. i l a l P heprocesses.

Managers du ng c Save time Members of the shutdown orS outage nandi money on your next shutdown by learning r a how to effectively plan for and manage such large teams, planners, plant engineers, e e and strategies! for optimal Learn maintenance engineers eL projects. nprocesses i l resource allocation. n O e NOW Collectb andlanalyze data to assess the actual operating Plant engineers and managers, a condition.

Use vibration monitoring, thermography and Maintenance, Industrial and Manufacturingil a v Engineers, Maintenance Supervisors and tribology to optimize plant operations.

A Managers

Materials Management Planning for Shutdowns, Turnarounds and Outages Predictive Maintenance Strategy

DATES & LOCATION

DAYS/CEUs

Sept 26-28, 2017 (CU) Jan 30-Feb 1, 2018 (CU) Apr 17-19, 2018 (OSU)

3 consecutive days $1,495 2.1 CEUs

Sept 11-15, 2017 (CHS) Nov 13-17, 2017 (OSU) Feb 12-16, 2018 (CHS)

5 consecutive days $2,495 3.2 CEUs

Oct 24-26, 2017 (CHS) Feb 13-15, 2018 (CHS)

3 consecutive days $1,495 2.1 CEUs

Aug 22-24, 2017 (CHS) Aug 7-9, 2018 (CHS)

3 consecutive days $1,495 2.1 CEUs

Sep 19-21, 2017 (KU) Nov 14-16, 2017 (CU) Apr 3-5, 2018 (CHS) May 15-17, 2018 (OSU)

3 consecutive days $1,495 2.1 CEUs

COST

Executives and Senior Leaders; Managers Build internal competency in change management. and Supervisors; Project Teams; HR and Deploy change management throughout your Training Groups; Employees organization. Become licensed to use Prosci’s change management tools.

Contact us to schedule a private onsite class.

Sponsor: ½-day Contact Coaching: 1-day us for Orientation: 1-day pricing #ERTIlCATION DAY

Reliability Engineering Excellence

Learn how to build and sustain a Reliability Engineering Reliability Engineers, Maintenance program, investigate reliability tools and problem-solving Managers, Reliability Technicians, methods and ways to optimize your reliability program.

Plant Managers and Reliability Personnel Build a business case for Reliability Excellence, learn General Managers, Plant Managers, how leadership and culture impact a change initiative Design Managers, Operations Managers and Maintenance Managers and build a plan to strengthen and stabilize the change for reliability. CMRP exam following Session Four.

Oct 17-19, 2017 (OSU) Feb 27-Mar 1, 2018 (KU) April 24-26, 2018 (CU)

3 consecutive days $1,495 2.1 CEUs

SESSION 1 DATES: Aug 15-17, 2017 (PR) Aug 29-31, 2017 (CHS) Mar 20-22, 2018 (CHS)

12 days total $5,995 (4, 3-day sessions) 8.4 CEUs

Sep 12-14, 2017 (CHS) Feb 6-8, 2018 (OSU) Mar 27-29, 2018 (CU)

3 consecutive days $1,495 2.1 CEUs

PP

R OV E

OV DE I

R

P

R

D

Reliability Excellence for Managers

A

ProsciÂŽ Change Management Programs

Project Engineers, Reliability Engineers, Maintenance Managers, Operations Managers, and Engineering Technicians.

Learn to create a strategy for implementing a successful asset management program. Discover how to reduce risk and achieve the greatest asset utilization at the lowest total cost of ownership.

Root Cause Analysis

Anyone responsible for problem solving and process improvement

Aug 15-17, 2017 (CU) Establish a culture of continuous improvement and create a proactive environment. Manage and be able to Oct 31-Nov 2, 2017 (KU) effectively use eight RCA tools to eliminate latent roots Mar 20-22, 2018 (OSU) and stop recurring failures.

3 consecutive days $1,495 2.1 CEUs

Experienced maintenance and reliability professionals who want to attain the CMRP designation.

Review SMRP’s Five Pillars of Knowledge. The guided study is an intensive review of each pillar’s components designed for organizations looking to further develop their team through CMRP CERTIlCATION

3 consecutive days Exam on day 4

PP

R OV E

OV DE I

R

P

R

D

SMRP BOK Guided Study

A

Risk-Based Asset Management

Sep 19-21, 2017 (CHS) April 24-26, 2018 (CHS)

$1,495

GET CERTIFIED!

F IE

AP

LE

D

PROVED PRO VI

™

ER

2017 ES

I

D

VI

C

ER

ER

™

M APPED S

REGISTER NOW!

IA D RE L B I L I TY

EU

ER

C

I RT

AD

CE

www.LCE.com

AN

D TR

A IN I N G

PR

OV

*LOCATION CODES: (CHS) = Charleston, SC | (CU) = Clemson University in Greenville, SC | (KU) = The University of Kansas | (OSU) = The Ohio State University | (PR) = Puerto Rico

TABLE OF CONTENTS JULY 2017 / VOL. 37, NO. 7

JULY ONLINE EXCLUSIVE Restoring Power After a Natural Disaster: http://plnt.sv/1707-ND

FEATURES

SPECIALISTS

32 / COVER STORY

07 / FROM THE EDITOR

15 / ENERGY EXPERT

Is It Sorcery or the IIoT?

Are You Planning for Energy Success?

IIoT in Action Learn from 6 companies that are putting the industrial internet to work for PdM

Move beyond the buzz and improve life on your “island”

39 / SUPPLY CHAIN

09 / HUMAN CAPITAL

How the IIoT Will Shake Up How Your Plant Buys What It Buys Rent, buy, subscribe? Equipment becomes a vehicle as vendors sell uptime, output

Why ‘Culture Change’ Efforts Fail

17 / PALMER’S PLANNING CORNER

Focus on the process rather than the desired outcome to drive the changes you seek

43 / PUMPS & SEALS

PM Checklist for Centrifugal Pumps A sound preventive maintenance program can guarantee efficient centrifugal pump performance 50 / BIG PICTURE INTERVIEW

Jason Anderson, maintenance manager at Drylock Technologies “You’re never going to find a marathon runner that just started running marathons. You have to build up to it. Culture change is really a lot of the same thing.”

PLANT SERVICES (ISSN 0199-8013) is published monthly by Putman Media, Inc., 1501 E. Woodfield Road, Suite 400N, Schaumburg, IL 60173. Phone (630) 467-1300, Fax (630) 467-0197. Periodicals Postage Paid at Schaumburg, IL and additional mailing Offices. Canada Post International Publications Mail Product Sales Agreement No. 40028661. Canadian Mail Distributor Information: Frontier/BWI,PO Box 1051, Fort Erie, Ontario, Canada, L2A 5N8.

Printed in U.S.A. POSTMASTER: Postmaster: Please send change of address to Putman Media, PO Box 1888, Cedar Rapids IA 52406-1888; 1-800-553-8878 ext 5020. SUBSCRIPTIONS: Qualified reader subscriptions are accepted from PLANT SERVICES managers, supervisors and engineers in manufacturing plants in the U.S. and Canada. To apply for qualified-reader subscriptions, please go to www.plantservices.com. To non-qualified subscribers in the U.S., subscriptions are $96 per year. Single copies are $15. Subscription to Canada and other international are accepted at $200 (Airmail only) © 2017 by Putman Media, Inc. All rights reserved. The contents of this publication may not be reproduced in whole or in part without consent of the copyright owner. In an effort to more closely align with our business partners in a manner that provides the most value to our readers, content published in PLANT SERVICES magazine appears on the public domain of PLANT SERVICES’ Website, and July also appear on Websites that apply to our growing marketplace. Putman Media, Inc. also publishes CHEMICAL PROCESSING, CONTROL, CONTROL DESIGN, FOOD PROCESSING, THE JOURNAL, PHARMACEUTICAL MANUFACTURING and SMART INDUSTRY. PLANT SERVICES assumes no responsibility for validity of claims in items published.

For an energy plan to succeed, you first need to define what success will look like

11 / TECHNOLOGY TOOLBOX

Fortify Your Machines’ Defenses

Job Plans: Is Success in the Details?

The pursuit of perfection is the enemy of progress when it comes to job planning

Combine physical barriers and advanced technologies to keep workers safe

DEPARTMENTS 21 / AUTOMATION ZONE

29 / WHAT WORKS

Getting IIoT Data into a SCADA System

How to Future-Proof via Training

How mobile devices and the IIoT are upending data delivery models

Southwest Baking turns to accelerated training to better equip fast-rising talent

25 / TACTICS & PRACTICES

46 / PRODUCT ROUNDUP

Inspect More Than Just Oil Quality An effective lubrication program starts with a strong relationship with your distributor

Energy Management Visualize, monitor, control, and track your energy use and costs 48 / CLASSIFIEDS / AD INDEX

WWW.PLANTSERVICES.COM JULY 2017 5

Some Switches Need Wires.

Steute Switches Don’t.

Our field-proven range of FCC-, IC- and CCSAUS-certified wireless switches and receivers include limit, pushbutton, selector, key-operated, foot, magnetic, inductive, pull-wire, and integrated door handle switches. Available for battery-less (energy harvesting) or long-life battery operation.

Call or write to explore new solutions to your challenging switch/sensor problems.

TM

Creating Industrial-Grade Switch Solutions without Cables

(800) 927-6298

www.switches-sensors.zf.com/us

switches-sensors@zf.com

FROM THE EDITOR

IN MEMORY OF JULIE CAPPELLETTI-LANGE, Vice President 1984-2012 PUTMAN MEDIA, INC. 1501 E. Woodfield Road, Suite 400N, Schaumburg, IL 60173 (630) 467-1300 Fax: (630) 467-1120 MIKE BRENNER Group Publisher mbrenner@putman.net

EDITORIAL STAFF THOMAS WILK Editor in Chief twilk@putman.net

CHRISTINE LaFAVE GRACE Managing Editor clafavegrace@putman.net

ALEXIS GAJEWSKI Associate Editor, Digital Media agajewski@putman.net

STEPHEN C. HERNER V.P., Creative & Production sherner@putman.net

DEREK CHAMBERLAIN Senior Art Director dchamberlain@putman.net

DAVID BERGER, P.ENG. Contributing Editor

PETER GARFORTH Contributing Editor

SHEILA KENNEDY, CMRP Contributing Editor

TOM MORIARTY, P.E., CMRP Contributing Editor

DOC PALMER, P.E., MBA, CMRP Contributing Editor

PUBLICATION SERVICES CARMELA KAPPEL Assistant to the Publisher ckappel@putman.net

JERRY CLARK V.P., Circulation jclark@putman.net

JACK JONES Circulation Director jjones@putman.net

RITA FITZGERALD Production Manager rfitzgerald@putman.net

JILL KALETHA Reprint Marketing Manager Foster Reprints (866) 879-9144 ext.194 jillk@fosterprinting.com

EXECUTIVE STAFF JOHN M. CAPPELLETTI President/CEO

THOMAS WILK, EDITOR IN CHIEF

IS IT SORCERY OR THE IIoT? Move beyond the buzz and improve life on your “island” When it comes to the digital trans-

formation of the modern factory, about the only thing exceeding people’s interest is the level of buzz surrounding it.

For many, the boldness of the promise offered by the IIoT can seem a bit overblown, with the technology often appearing as much a matter of sorcery as engineering.

Once upon a time in the far-off kingdom of Columbus, OH, I taught a class that blended both of these areas. The Ohio State English department figured out pretty fast that science and literature were areas of equal interest for me, so they asked me to teach a writing class titled “Values, Science, Technology” that led off with the one-two punch of Arthur C. Clarke and William Shakespeare.

Clarke was up to bat first, as we all digested the three laws that he set out in the 1973 edition of “Profiles of the Future”: 1. When a distinguished but elderly scientist states that something is possible, he is almost certainly right. When he states that something is impossible, he is very probably wrong.

2. The only way of discovering the limits of the possible is to venture a little way past them into the impossible.

3. Any sufficiently advanced technology is indistinguishable from magic.

We then moved directly into Shakespeare’s “The Tempest,” in which the powerful sorcerer Prospero has been deposed by his brother and then shipwrecked on an island with his daughter Miranda. Prospero uses his powers to build a new kingdom on the island and submit other island spirits to his control, and later he engineers a second shipwreck that enables their escape.

The interesting thing, though, is that Prospero performs only one act of magic on stage; the rest of his powers

can be explained away through savvy use of technology as well as a strong ability to manage people.

In this spirit, to cut through some of the hype surrounding digital manufacturing, our cover story this month showcases six real-world applications of the industrial internet of things in the area of maintenance and reliability. Six different “magicians” share their stories of IIoT success, from a beer brewer to an

THE RIGHT CONVERSATIONS CAN GIVE YOU A SENSE OF WHAT’S POSSIBLE. offshore driller and from a steel manufacturer to an electric utility. The one thing these plant teams have in common is the drive to explore the benefits that the IIoT can offer them in the form of facility-specific applications.

Also in this issue, ARC Advisory Group’s Ralph Rio lays out the ways in which dealers, rental companies, and OEM suppliers are engaging with IIoT technologies in order to help plants achieve performance improvements.

Even if you’re not ready to engage tomorrow with the internet of things, it may be worth starting a conversation or two with these partners to get a sense of what is possible.

After all, anyone who says that it’s impossible to add a little IIoT magic to your job is very probably wrong.

Thomas Wilk, Editor in Chief twilk@putman.net, (630) 467-1300 x412

KEITH LARSON VP, Content and Group Publisher

WWW.PLANTSERVICES.COM JULY 2017 7

Don’t get burned by your own devices Water seepage can destroy plugs & connectors and contribute to high replacement costs.

WETGUARDÂŽ Watertight Wiring Devices Our plug and connector body mating design provides an impenetrable barrier against water and moisture, protecting your devices from burning up, saving you money.

Get a free sample and see the difference for yourself at www.leviton.com/wetguardplug

HUMAN CAPITAL TOM MORIARTY, P.E., CMRP

WHY ‘CULTURE CHANGE’ EFFORTS FAIL Focus on the process rather than the desired outcome to drive the changes you seek You can find Ph.D.-written articles in Forbes magazine and the Harvard Business Review that discuss the poor outcomes of many change management efforts. The figure you see often is that 70% of change initiatives fail. The experts state that the change initiatives fail because of a lack of sustained senior-level support, insufficient time spent on training and communicating, or the fact that staff was distracted by other initiatives.

Let’s get real. We don’t need rationalizations, psychobabble, or elaborate models as to why change-management initiatives fail. We need simple models that can be easily understood and carried out.

In 2001, Jim Collins’ best-selling book “Good to Great” was published. Here’s a synopsis of Collins’s research and recommendations regarding developing the right culture: “The transition begins not by trying to discipline the wrong people into the right behaviors, but by getting selfdisciplined people on the bus in the first place. Next we have disciplined thought. You need the discipline to confront the brutal facts of reality while retaining resolute faith that you can and will create a path to greatness.”

Getting self-disciplined people on the bus is a major challenge. People may not have had the opportunity to demonstrate whether they have the right stuff. In addition, in today’s environment, you may not be able to find enough qualified people. You have to play the cards you’re dealt.

Given that, Collins is suggesting the simple concept of having leaders who can set the direction and then holding people accountable by guiding them in carrying out the direction. In my experience, the simplest way to think about performance and improving it is this: • Culture is defined as what most people do, most of the time.

• Behaviors are what people do.

• Define the behaviors you want.

• Hold leaders and team members accountable.

This is why I don’t like the term “culture change.” Culture is an outcome; it’s not something that can be directly created. It is a consequence of the behaviors that leaders foster. If you properly define the behaviors you want and have the fortitude to hold people accountable, you’ll get the culture you want.

A caution about defining behaviors: Define behaviors with a minimum amount of restriction or bureaucracy. If

guidance is overly bureaucratic, self-disciplined people will leave because they don’t feel trusted or empowered. You’ll be left with a higher percentage of undisciplined people and an increased need for bureaucracy.

Guidance tells people what’s supposed to be done and how. Guidance means defining roles, responsibilities, policies, processes, procedures, and measures. Over time, collections of aligned behaviors become the cultures we want.

CULTURE IS AN OUTCOME; IT’S NOT SOMETHING THAT CAN BE DIRECTLY CREATED. IT IS A CONSEQUENCE OF THE BEHAVIORS THAT LEADERS FOSTER. You manage defined behaviors by having leaders hold themselves and others accountable for carrying out the guidance.

It’s important to have guidance written down because then it’s visible. And because it’s public knowledge, leaders must provide the resources required for the team to be able to carry out the guidance. Performance measures let leaders know whether performance is meeting expectations.

Written guidance means there’s a baseline for improving the guidance as more experience is gained and for measuring leaders on their performance in accomplishing objectives.

Holding yourself and others accountable is a leadership function. Leading means being consistent, assertive, respectful, motivational, and attentive. Using those attributes, a leader observes performance relative to the guidance provided, reinforces compliant behaviors, and corrects noncompliant behaviors.

That’s it. That’s where leaders need to focus their efforts if they want to change performance: on clear guidance and accountability. You don’t need a bunch of Ph.D.s or overpaid gurus. Just tell people what needs to be done (desired behaviors); monitor whether things are being done in accordance with the guidance; and act to reinforce compliant behaviors or correct noncompliant ones.

Don’t try to change the culture. Change behaviors to get where you want to go.

Tom Moriarty, P.E., CMRP, is president of Alidade MER. Contact him at tjmpe@alidade-mer.com and (321) 773-3356.

WWW.PLANTSERVICES.COM JULY 2017 9

Find out which Fluke tools are right for you at uke.com/TechnicianTools

TECHNOLOGY TOOLBOX SHEILA KENNEDY, CMRP

FORTIFY YOUR MACHINES’ DEFENSES Combine physical barriers and advanced technologies to keep workers safe Providing a safe and healthful workplace is every employer’s responsibility. The U.S. Occupational Safety and Health Administration (OSHA) advises: “(A)ny machine part, function, or process which may cause injury must be safeguarded. When the operation of a machine or accidental contact with it can injure the operator or others in the vicinity, the hazards must be either controlled or eliminated.”

Protective barriers, sensing safety controls, and advanced drives are among the many machine safeguarding tools helping protect workers today.

PHYSICAL BARRIERS

Automatic machine safety doors prevent hazardous operations from interfering with other processes and nearby people. The new Gortite VF (vertical fabric) door from Dynatect provides dynamic protection for applications prone to welding splatter, smoke, arc flash, and other common hazards. It can include a UV-resistant window to enable visibility of the protected process.

“The barrier created by the VF door reduces the floor space required by eliminating the extra buffer needed for light curtains to create a safety zone,” says Steve Piacsek, R&D engineering manager at Dynatect. “Unlike light curtains, which can’t contain process hazards, high-speed roll-up doors isolate common workplace debris.”

For inspections of energized electrical equipment, electrical maintenance safety devices (EMSDs) such as the infrared windows or ultrasound ports from IRISS can be affixed to a cabinet surface to protect against arc flash ROCKFORD SYSTEMS

http://plnt.sv/1707-TT01

and electrocution hazards. Combining EMSDs with critical asset surveillance technologies (CAST), including IR cameras or ultrasonic probes, allows real-time electrical condition monitoring readings to be taken safely from outside the closed cabinet.

This approach “can further enhance an equipment reliability program by ensuring that wrench-turn-type maintenance is only performed when truly warranted,” says

PROTECTIVE BARRIERS, SENSING SAFETY CONTROLS, AND ADVANCED DRIVES ARE AMONG THE MACHINE SAFEGUARDING TOOLS HELPING PROTECT WORKERS. Rudy Wodrich, VP of technical services at IRISS. Infrared windows from IRISS utilize a patented reinforced polymer optic that is rugged, durable, and optically stable and that carries an unconditional lifetime warranty.

MACHINE STOP AND RESTART CONTROLS

Accidental restarts often occur because machine operators assume their machinery has anti-restart protection when it does not. The Sensing-Saf-Start from Rockford Systems is designed to protect against automatic or unintentional restarts when a power interruption occurs. “These types of accidents are some of the most common on the plant floor, resulting in horrible injuries, such as crushed hands and arms, severed fingers, and blindness,” says Brian Boes, VP of operations at Rockford Systems.

The Sensing-Saf-Start has a reset button that must be pushed to restart the machine once power has been lost and then restored. It is designed for easy, fast installation by tying into e-stops on a wide variety of machines, including drill presses, tool grinders, and band saws.

Automatic machine stops with radio frequency (RF) presence sensing, or RF guarding, combine RF signal transmission with capacitive presence sensing. The PC1000 Proxagard from Gordon Engineering is an example of this technology. It can guard areas around corners for multiplane 3-D coverage; it’s immune to vibrations from machinery and other sources; and it broadcasts an adjustable signal radially out.

WWW.PLANTSERVICES.COM JULY 2017 11

Precision Products SOLUTION – AND CAPABILITY – DRIVEN Koyo Precision Products is a unique product line consisting of precision pins, shafts, & rollers.

Koyo can provide the solution for your high precision request based on bearing manufacturing technologies.

Material (52100, SUS.M50...)

Heat Treatment

Material Material

Machined Features End Face Shape

Precision Precision Manufacturing Manufacturing

TS/ISO/AS TS/ISO/AS Certification Certification

Groves Knurls & Holes Threads

SOLUTIONS Thermal Thermal Treatment Treatment

Engineering Engineering Support Support

Drive Features Ground Features

High High Speed Speed Inspection Inspection

Surface Roughness

www.JTEKT-NA.com

TECHNOLOGY TOOLBOX

LEARN MORE OSHA’s online Machine Safeguarding manual (https://www.osha.gov/Publications/Mach_SafeGuard/chapt1.html)

provides a comprehensive discussion of methods of worker protection from machine hazards.

Other useful tools include: A Machine Guarding Checklist (https://www.osha.gov/Publications/Mach_SafeGuard/checklist.html)

to help identify safeguarding needs in the workplace List of Worker Rights and Responsibilities

SAFE-SPEED DRIVES

VSDs designed with machine safety and cyber-security in mind provide extra protection for an operation’s human and networked assets. Altivar Machine drives from Schneider Electric have several built-in safety features. The Altivar 320 has SIL3/PLe-rated safe torque off (STO), full monitoring functionalities with safe stop (SS1), safe limited speed (SLS), safe maximum speed (SMS), and guard door lock (GDL), says James Crook, senior staff electrical engineer at Schneider Electric. The Altivar 340 offers an embedded solution featuring STO with dual inputs compliant with SIL3/PLe and Achilles Level 2 certification for cyber-security.

(https://www.osha.gov/Publications/Mach_SafeGuard/rights.html).

Email Contributing Editor Sheila Kennedy, CMRP, managing director of Additive Communications, at sheila@addcomm.com.

“RF guarding technology uses a coupler that generates a low-level RF field around the antenna,” explains Steve Weighart, president of Gordon Engineering. “Any part of a person or object intruding into the area around which the antenna is placed attenuates the signal. The control unit senses the attenuated field and triggers a machine stop.”

REFERENCE WEBSITES: www.osha.gov www.dynatect.com www.iriss.com

www.rockfordsystems.com www.gordoneng.com www.schneider-electric.com

THE NEXT GENERATION OF SAFETY. The next generation of affordable safety guard rail has arrived. Upgrade to the new ValueRail Pro™ line of safety guarding products and trust that your facility is protected with quality guard rail that’s made in the USA. Available in single, double, and triple rail configurations, ValueRail Pro™ can protect your operations, all without breaking your budget.

CALL 262-549-1963 OR VISIT VALUERAIL.COM.

Automation & Control products, on the shelf and ready to ship Allied Electronics, the automation and control distributor with the latest order cut-off time.

Order by 10 p.m. ET for same-day shipping.

Order by 8 p.m. ET for next-day delivery.

®

thinkallied.com

•1.800.433.5700

© Allied Electronics, Inc 2017.

ENERGY EXPERT PETER GARFORTH

ARE YOU PLANNING FOR ENERGY SUCCESS? For an energy plan to succeed, you first need to define what success will look like When challenged to develop a corporate or site energy

plan, it seems obvious that the goal should be for it to lead to successful outcomes. But from my experience over many years, it’s fair to say that most energy plans fail to live up expectations. This is rarely from a lack of well-meaning effort or technical expertise. So why is underperformance is the more typical outcome? What does energy planning for success look like?

A good place to start is to be clear on the scope of the plan. At a minimum, there should be a clear understanding as to whether the end uses are included. It’s common for executive leadership to expect that an energy plan will cover all energy use, including manufacturing, without ensuring that manufacturing leadership will be on board with possible changes in the process. If this alignment is not in place at a high-enough senior level on Day 1, the plan will already be on track to fail.

Also important is to align expectations for the range of outcomes that the plan addresses. The most common pertain to reductions in energy and maybe water use as well as reductions in the organization’s carbon footprint and in energy and carbon cost and cost risk. Increasingly, improving energy reliability and quality are on the radar screen. In many cases, there is also an underlying goal to improve the broader energy and sustainability understanding and the workforce culture.

Given the breadth of potential outcomes that an energy plan could address, dialogue with most company departments will be necessary before any serious planning can start. An important part of the scope conversation will be to discuss what won’t be included. A plan that will cover large-scale deployment of renewables or deep renovation of building envelopes, for example, likely will require considerable discussion about exclusions.

When planning for success, it’s important to agree at the start what success will look like. During the discussion with leadership about the outcomes the plan will address, it makes sense to seek consensus on goals for the plan. If goals are established based on outcomes that leadership would unquestionably see as competitive advantages, then the planning team has some clear targets at which to aim.

For each of the agreed outcomes there should be a challenge goal, and success will be defined as meeting all of

them to a reasonable degree. In practice, this means creating a plan that meets technical efficiency, economic, environmental and reliability goals in a balanced way. There’s always a certain amount of discomfort in the concept of setting challenge goals up front before detailed planning starts. But the advantages of the energy team and corporate leadership having an agreed-upon view of what energyrelated success looks like far outweigh the concerns.

IF A TEAM STARTS DEVELOPING AN ENERGY PLAN WITHOUT TAKING THESE CRITICAL FIRST STEPS, THE PLAN WILL ALMOST CERTAINLY BE DOOMED. Agreement about scope, expected outcomes, and goals is necessary for developing any significant energy plan that has any chance of being approved, resourced, and implemented.

Reaching this point and establishing planning boundaries can only be achieved by involving senior managers from the beginning. Their continued involvement also will help ensure that they are vested in the plan. In effect, the energy team will have some key sponsors and advisers as the plan develops.

Going through these steps is rarely simple. The energy plan may not be high on managers’ priority list. But if a team starts developing an energy plan without taking these critical first steps, the plan will almost certainly be doomed to produce only modest outcomes, and it will be unlikely to deliver even those.

Building early consensus should allow the rest of the energy planning to proceed smoothly. The engaged managers can help clear barriers and encourage cooperation.

They should also be updated at key milestones during the planning process. Challenge goals may be adjusted at the milestone meetings.

Once the plan is completed, the same leadership that set the challenges at the start will be the group that will approve the plan and assign resources to make it happen.

As energy team leaders, are we really planning for successful energy plan implementation?

Peter Garforth is principal of Garforth International, Toledo, Ohio.

He can be reached at peter@garforthint.com.

WWW.PLANTSERVICES.COM JULY 2017 15

Want to Increase Your Workforce without Hiring?

Attend the 2-Day Maintenance Planning and Scheduling Workshop by world authority Doc Palmer July 24-25, 2017 Holiday Inn Express & Suites Atlanta Airport West - Camp Creek Discover and take home the practices that led a company to increase its work order completion rate from 35,000 to 59,000 per year, with 10% fewer labor hours! # of Completed Work Orders – – – –

2012 2013 2014 2015

34,665 35,572 59,613 58,798

Total Labor Hours – – – –

2012 2013 2014 2015

111,034 110,502 114,678 101,398

Created and led by Doc Palmer, PE, MBA, CMRP, the author of McGraw-Hill’s Maintenance Planning and Scheduling Handbook illustrates the principles and techniques to achieve planning success.

Go to www.palmerplanning.com/workshop for more info and to register. (Early bird and group discounts available)

PALMER’S PLANNING CORNER DOC PALMER, PE, MBA, CMRP

JOB PLANS: IS SUCCESS IN THE DETAILS? The pursuit of perfection is the enemy of progress when it comes to job planning This month we will talk about the proper level of detail

for a planned job. This issue is a major impediment to implementing a proper planning program.

The ultimate problem is that we want to have our cake and eat it, too. We want job plans with a great level of detail to provide for correct execution of the work and for consistency of execution across different times and by different persons (even a new craftsperson). The problem is that planners cannot plan all the work quickly enough to support timely maintenance if they try to include such great detail.

What to do, then? If planners rely on the Deming cycle to improve job plans over time, they can meet both objectives.

Planners should put as much detail into a job plan as possible, subject to the constraint that they must plan all of the work. To meet this principle, planners must recognize the skill of the crafts themselves.

To begin with, planning is all about running a Deming cycle in maintenance. Planners give head starts and craftspersons give feedback. Planners are craft historians who save and use actual job feedback to make future plans better. However, two issues keep planners from planning most of the work in time to support productive maintenance crews. One is the issue of making time estimates (which we discussed last month, see Principle 4 below) and the other is this issue of how much detail to put into a job plan.

Some people advocate simply making their planners provide very detailed plans for each job. These companies send their planners to classes that teach what great job plans look like. Approaching or even exceeding original manufacturer step-by-step instructions, these plans are customized for the specific plant and equipment application. A problem here is that such job plans take a lot of time to create. A planner supporting even 10 craftspersons, much less 20-30 craftspersons, cannot plan enough jobs in such detail to stay ahead.

Plants could compensate by using more planners, especially

at the beginning, until a job plan library that can be reused is established.

In contrast, some people advocate having planners not plan all of the work, at least initially, in an effort to allow planners to stay ahead without requiring the use of too many planners or an up-front project to develop a bank of plans. The idea here is that planners should plan only the more-complicated work and leave the less-complicated jobs

PLANNERS CANNOT PLAN ALL OF THE WORK QUICKLY ENOUGH TO SUPPORT TIMELY MAINTENANCE IF THEY TRY TO INCLUDE SUCH GREAT DETAIL. to the skill of the craftspersons. By saving the plans that are created, the planners can reuse them later when needed and gradually have more time to plan the other work. Eventually, advocates of this approach contend, the planners will be providing plans for all the work by having a library of great job plans to reuse. But a problem here is that by not initially planning most of the work, plants will not quickly have a backlog of planned work from which to schedule. These plants miss the quick return of increased productivity that comes from fully scheduling maintenance crews.

The larger issue is that no one can ever plan the perfect plan. Expecting perfection (by trying to start with great job plans) is the enemy of making better plans over the years.

Instead, the best use of planners is to position them as craft historians from the start to run a Deming cycle to improve plans continually. Planners from the beginning should create the best plan they can, subject to the constraint of having to plan nearly all the work. In this manner, a single planner can manage the creation and improvement of the best job

FIRST FOUR DEMING CYCLE PLANNING PRINCIPLES SERIES OVERVIEW:

PRINCIPLE 1:

PRINCIPLE 2:

PRINCIPLE 3:

PRINCIPLE 4:

The 12 planning pillars

Do not overwhelm your planners

Focus on future work

Use componentlevel files

Make time estimates quickly

http://plnt.sv/PPC-OV

http://plnt.sv/PPC-P1

http://plnt.sv/PPC-P2

http://plnt.sv/PPC-P3

http://plnt.sv/PPC-P4

WWW.PLANTSERVICES.COM JULY 2017 17

PLANNING CORNER

plans through the cumulative wisdom and experience of 20–30 craftspersons over the years.

It is important to realize that planning is not trying to compensate for having poorly skilled craftspersons. Eventually, the plant will hire new persons, but planners can make less-than-perfect plans by recognizing that the current

skilled craftspersons will be able to execute the work and give great feedback to make the plans better over time. Eventually, the plans will be fine for new workers.

The level of detail that planners should put in a job plan is a controversial area of planning. However, remember that the purpose of planning and scheduling is not to be creating perfect plans and perfect schedules. The purpose of planning and scheduling is to help the plant complete better work and more work.

Getting all of the work through the hands of a planner before execution helps the plant complete better work because planners help avoid mistakes (especially repeating past ones). It also supports scheduling that helps the plant complete more work. Eventually, and properly, we will have the best plans for correct and consistent execution of work.

Doc Palmer is the author of McGraw-Hill’s Maintenance Planning and Scheduling Handbook and, as managing partner of Richard Palmer and Associates, helps companies worldwide with planning and scheduling success. Visit www.palmerplanning.com or email docpalmer@palmerplanning.com.

One Source for Stock and Custom Springs

STOCK and CUSTOM spring design and manufacturing from PROTOTYPE to full production CROSS REFERENCE with competitor part number on our website ISO 9001:2008

SAME DAY SHIPPING ON OVER 35,000 STOCK DESIGNS

ORDER ONLINE!

www.centuryspring.com

MADE IN THE USA

info@centuryspring.com 800-237-5225

The Secret To Keeping Electronics Cool!

NEMA 12 Cabinet Coolers The NEMA 12 Cabinet Coolers for large heat loads up to 5,600 Btu/hr. are ideal for PLCs, line control cabinets, CCTV cameras, modular control centers, etc.

• Measures 8" (203mm) high • Mounts top, side or bottom • Enclosure remains dust-tight and oil-tight

NEMA 4 and 4X Cabinet Coolers NEMA 4 and 4X Cabinet Coolers for large heat loads up to 5,600 Btu/hr. They are ideal for PLCs and modular controls.

• Enclosure remains dust-tight, oil-tight and splash resistant • Suitable for wet locations where coolant spray or hose down can occur

Type 316 Stainless Steel Cabinet Coolers Type 316 Stainless Steel Cabinet Coolers for NEMA 4X applications are available for heat loads up to 5,600 Btu/hr.

• Resists harsh environments not suitable for Type 303/304 • Ideal for food and chemical processing, pharmaceutical, foundries, heat treating and other corrosive environments

A bad choice could cost you thousands!

Look Familiar?

When hot weather causes the electronics inside a control cabinet to fail, there is a panic to get the machinery up and running again. The operator might choose to simply open the panel door and aim a fan at the circuit boards. In reality, the fan ends up blowing a lot of hot, humid, dirty air at the electronics and the cooling effect is minimal. If the machinery starts functioning again, the likelihood of repeated failure is great since the environment is still hot (and threatens permanent damage to the circuit boards). Worse yet, that open panel door is an OSHA violation that presents a shock hazard to personnel.

Watch The Video!

The Real Solution!

Stop electronic downtime with an EXAIR Cabinet Cooler® System! The complete line of low cost Cabinet Cooler Systems are in stock and can ship now. They mount in minutes through an ordinary electrical knockout and have no moving parts to wear out. Thermostat control to minimize compressed air use is available for all models. All Cabinet Coolers are UL Listed to US and Canadian safety standards.

www.exair.com/85/44085.htm

The only compressed air powered cooler that is CE compliant!

Mini NEMA 12, 4, and 4X Cabinet Coolers

High Temperature Cabinet Coolers

Non-Hazardous Purge Cabinet Coolers

The mini NEMA 12, 4 and 4X Cabinet Coolers for small heat loads up to 550 Btu/hr. are ideal for control panels, relay boxes, laser housings, and electronic scales.

High Temperature Cabinet Coolers for NEMA 12, 4 and 4X applications are available for heat loads in many capacities up to 5,600 Btu/hr.

NHP Cabinet Coolers keep a slight positive pressure on the enclosure to keep dirt from entering through small holes or conduits. For use in nonhazardous locations.

• Measures 5" (127mm) high • Mounts top, side or bottom

• Suitable for ambients up to 200°F (93°C)

• Uses only 1 SCFM in purge mode

• Ideal for mounting near ovens, furnaces, and other hot locations

• For heat loads up to 5,600 Btu/hr.

• Enclosure remains dust-tight and oil-tight

Jeff Hauck, Lasercraft Inc. Cincinnati OH

“It took us three days to get a replacement computer cabinet and we didn’t want to risk another heat failure. Fans weren’t an option since they would just blow around a lot of hot air. Freon-type air conditioners like those on some of our other machines were a constant maintenance project of their own. We purchased EXAIR’s Model 4330 NEMA 12 Cabinet Cooler System since it was easy to install and requires no maintenance.”

• NEMA 12, 4 and 4X

If you would like to discuss an application, contact: 11510 Goldcoast Drive, Cincinnati, Ohio 45249-1621

(800) 903-9247

fax: (513) 671-3363

www.exair.com/85/440.htm @exair

Viega MegaPressÂŽ Stainless

Offline to online in seven seconds or less.

viega.us/mpstainless

A solution to protect profitability.

When piping systems need maintenance or repair, production may have to go offline during the time-consuming welding or threading process. There is a solution to cut downtime and revenue loss – Viega MegaPress fittings for IPS stainless steel pipe.

One person can safely install a MegaPress fitting in 7 seconds or less. In just a fraction of the time, production is back online, with connections that meet the highest standards for strength and reliability. Viega. Connected in quality.

AUTOMATION ZONE ED NUGENT, PCVUE

GETTING IIoT DATA INTO A SCADA SYSTEM How mobile devices and the IIoT are upending data delivery models The Industrial Internet of Things (IIoT) is a sea change for many in the manufacturing industry and beyond. It has brought about not just an incredible amount of new information but also new methods for acquiring this data.

SCADA projects will benefit greatly from the integration of this intelligence.

SCADA has evolved over the years, and now our attention will be on supporting the architectures to acquire IIoT sensor information and consolidating it with the rest of the SCADA data in real time. This means adding IIoT data feeds into SCADA hosts that are currently using hardwired industrial IP networks, often with legacy serial communications in the mix.

will be some data in a cloud platform that our customers will want to integrate into their SCADA environment and other data that they need to acquire locally; our architecture options must support both.

RISKS AND REWARDS OF IIoT DATA WITHIN SCADA

The prevalence of workers using their mobile devices for real-time SCADA data access will only increase. This, along

THE AMOUNT OF SCREEN REAL ESTATE AVAILABLE TO DISPLAY SCADA INFORMATION IS SHRINKING AS THE AMOUNT OF DATA TO DISPLAY IS INCREASING.

CONNECTING TO IIoT SENSORS

There are two emerging business models for Low Power Wide Area Networks (LPWAN) to connect to IIoT sensors.

In the first, providers offer a complete infrastructure. An example of this kind of provider is Sigfox. The Sigfox business model is to provide a standard API for consumers for connecting to any IoT or IIoT sensor in the sensor’s environment. Sigfox provides the complete LPWAN including cell towers and servers. These systems are designed for updates on an infrequent basis when minimal data is exchanged.

There is a fee charged each time the Sigfox infrastructure is used to acquire data.

A different approach is taken by the LoRa Alliance™ with its LoRaWAN™ technology. LoRaWAN is quite interesting for SCADA applications because it is not a turnkey infrastructure. The LoRa Alliance is an open, not-for-profit association of members who are collaborating on the LoRa protocol, LoRaWAN. It is possible to purchase LoRaWAN gateways and associate the gateways with IIoT sensors reporting back to a network server. The user (or third-party service provider) owns the equipment and therefore the data architecture and costs associated with transmission. This means that SCADA data does not have to go through the cloud but can be acquired and consumed at the local plant or facility.

Based on our industry’s history, we expect that SCADA data acquisition from the IIoT will have different flavors, and very likely we’ll see these in use in parallel. This is consistent with what has happened in previous networking evolutions, which is why SCADA platform providers still have and support serial communications. In the case of the IIoT, there

with the ease of incorporating IIoT sensors into the SCADA system, means an uptick in the amount of data expected to be integrated into the platform.

Consider the substation automation vertical, a market growing quickly as the smart grid becomes reality. As renewable energy production is increasingly done within the distribution network and microgrids proliferate, there has been a push to put intelligence into the distribution network.

There are many new intelligent electronic devices coming online in this environment.

The information generated by these intelligent devices is critically important to understanding loading and performance of the network and the current status of the devices; however, there are also risks associated with a deluge of data.

The risk that the operators ignore the new data is one consideration, but of more importance is the risk that operators get confused by the amount of data presented and potentially make bad decisions because of it. We need to help operators filter that data so that they can obtain actionable data which they can actually work with.

SCADA started as a control-room solution. Modern control rooms typically have a large number of screens to keep track of various aspects of the system. As operators become more mobile and rely more on their mobile devices, we have what we call a “real-estate problem.” The amount of screen real estate available to display SCADA information is shrinking as the amount of data to display is increasing. To make sense of the SCADA data and maintain operator situation awareness, WWW.PLANTSERVICES.COM JULY 2017 21

AUTOMATION ZONE

it’s necessary to get smarter about the way SCADA information is presented, whether it comes from the IIoT or from traditional SCADA systems.

MOBILE LOCATION ANALYSIS

Contextual mobility is the ability to use location and user profi le as a fi lter to provide the right information securely to the right person at the right time in the right location.

With contextual mobility, it’s possible to declutter the operator’s screen and automatically provide the information and control elements that the user needs to do his or her job.

Consider an architecture that is centered on the mobility server and its contextual logic engine, which is

responsible for delivering the content to the mobile device based on the user profi le and the geo-zone(s) that they are currently located in. With an app on a mobile device that senses and reports nearby geotags, the mobility server is able to sense the movements of the mobile device and populate the user interface with the information and controls necessary for the person logged into the device to perform his or her work without the need to navigate through miniaturized versions of control-room screens scaled down to the size of a smartphone or tablet.

device (BYOD) are indicators of the security culture of the SCADA user relying on contextual mobility. Both suppliers and end users have a role in securing mobile devices.

If control information has been downloaded to a personal mobile worker and the user leaves a defined geo-fenced area, the information provided by the mobility server is wiped off the phone. This avoids any confusion on the user’s part about operating a control attached to equipment in a different zone, which would be both an operational and a safety issue.

CYBER-SECURITY

MOBILITY & LOGIC = IIoT DATA MAGIC

Mobile device management practices and attitudes toward bring-your-own-

The combination of an increased volume of sensor information from IIoT devices and adoption of mobile devices as the primary interface to industrial SCADA and HMI systems presents challenges and opportunities. Less real estate available for more SCADA and HMI data can be a confounding issue for all users, and the status quo of SCADA design does not fit well with this emerging environment.

A model that relies on users accessing a proprietary portal to ostensibly get whatever they need from the cloud is, we believe, overly simplistic, as this model will do little to help users understand the SCADA data and translate that to situational awareness.

An alternative approach is a model based on the inclusion of a mobility server equipped with a contextual logic engine to deliver the information and controls for users to do their job when they are on-site and in a position to make use of good and clearly presented data.

Gerald “Gerry” Bauer

President, EccoFab - Rockford, IL

 Sullair.com/GerrysStory

Reliability is everything

It doesn’t quit.

It doesn’t even think about quitting.

In fact, it doesn’t think of anything but the job at hand.

Sound familiar?

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

Discover the complete line of Sullair stationary air compressors, featuring the legendary Sullair air end.

To learn more about our complete line, including air treatment products, contact your local distributor or visit our website.

22

Edward Nugent is COO for PcVue (www. pcvuesolutions.com), a global independent SCADA/HMI provider. He has more than 24 years’ experience in SCADA, with a focus on the business value of measurement and control technology.

JULY 2017 WWW.PLANTSERVICES.COM

11036_Sullair_US Plant Services Ad_4.5625x4.875.indd 1

5/2/17 12:34 PM

Energy Lockout that Saves Lives

Simply Solved

Ensure safety with the Woodhead ArcArrest 30A Switch-Rated Connector System.

How do you really know when power has been cut? Woodhead ArcArrest offers the simplest, fastest way to confidently de-energize industrial equipment — protecting workers and saving lives. The rugged design protects workers from arc flash and electrical energy while they quickly cut power — and can instantly see that the equipment is ready for lockout.

Learn how Woodhead ArcArrest can safely, reliably de-energize your equipment, even in wet or harsh conditions.

www.molex.com/a/ArcArrest

Molex is a registered trademark of Molex, LLC in the United States of America and may be registered in other countries; all other trademarks listed herein belong to their respective owners.

— ABB Ability™ Smart Sensor

motors that let you know when it’s time for a service.

ABB’s new condition monitoring solution revolutionizes maintenance for low voltage motors. ABB Ability™ Smart Sensor monitors key parameters and sends the data to a secure server for analysis. Users can access detailed status reports from their smartphone or PC. The solution enables proper maintenance planning for longer motor lifetimes, lower energy consumption and big reductions in downtime. www.abb.com/motors&generators

TACTICS&PRACTICES

INSPECT MORE THAN JUST OIL QUALITY An effective lubrication program starts with a strong relationship with your distributor

By Paul Dufresne, CMRP, CMRT, CRL, CLS, Reliability Playbook

When you Google “lubrication program development”

you’ll find articles ranging from “Lubrication Program Design” to the “3 Steps to Establish…” and the “6 Keys to an Effective…”

While there are great points in all of these, one key question is missed: How effective is your distributor at applying best practices? Of more importance, when was the last time you conducted a walk-through or a surprise inspection of your lubricant distributor?

In a recent Machinery Lubrication (www.machinerylubrication.com) survey, 62% of the lubrication professional respondents indicated that they never visit their lubricant suppliers. In another recent benchmarking study, it was documented that, on average: (1) a facility will spend up to 1% of its annual maintenance budget on purchasing new lubricants, and (2) poor lubrication practices account for as many as 40% of equipment failures a facility experiences.

In the past eight months, I have had the opportunity to take some colleagues both new and senior in their lubrication roles and conduct a few surprise distributor inspections. The base standard we used for the inspection was the “60 Questions to Ask Your Lubricant Supplier” from Machinery Lubrication (http://plnt.sv/1707-TP). In using this document, we developed a simple scoring method. We gave a score of “1” for meeting the parameters specified, or we gave a score of “0” if they weren’t met. We added up the total points of our assessment and provided feedback to our lubricant supplier and distributor.

Prior to these distributor inspections, my colleagues and I conducted a plant lubrication audit wherein we identified

several opportunities to improve key functional areas of our lubrication program. Among these were opportunities in storage and handling, contamination control, filtration, and lubricant selection and standardization.

In reviewing recent expenditures for filters, filter carts, and desiccant breathers, we started looking at oil quality.

I asked the question, “Do we sample incoming oil?” The response around the room was that oil in use was sampled but “new” oil received at the plant was not.

After a short silence in the room, I took the opportunity to do a simple RCA with the team using the 5 Whys.

The answers were all too familiar and not surprising: “I don’t know,” “Just haven’t thought about it,” “We haven’t been asked to.”

After about 30 minutes of the 5-Why discussion, it was evident why we were not sampling our new oil shipments – it wasn’t part of our program. During the discussion, we talked about wanting to achieve different results with our lubrication program. To achieve different results, you have to do things you haven’t done before.

What to do now? We pulled oil samples from a selection of new oil drums and sent the samples for analysis.

The results confirmed what we have all been taught in our lubrication classes: New oil is not clean oil. On average, our ISO cleanliness codes were three ISO cleanliness codes higher than our minimum target. Armed with this data, we went off to inspect our distributor and verify the company’s practices, evaluating them against the “60 Questions to Ask Your Lubricant Supplier” document.

Distributor Assessment Results

Total possible points Actual points 9 8 7 6 5 4 3 2 1 0 Product Receipt

Product Repackaging

Product Delivery at the Customer Site

Practices for Off-loading from the Transport, Repackaging Transfers, and Delivery

For Activities Associated with Repackaging and Delivery

Product Tankage Repackaging Chemical and Storage Quality and Integrity System Control Documentation Quality

Warehouse Condition

Inventory Management and Control

WWW.PLANTSERVICES.COM JULY 2017 25

TACTICS&PRACTICES On our way to the distributor, we called when we were about 10 minutes away. We did this not so we could catch anyone doing something incorrect; what we wanted was to experience the reality of their day-to-day operations. Upon arrival, it was evident we were on to something that we confirmed with our sampling of the new oil.

Finds during the facility walk-through included the following: Warehouse conditions • No temperature control.

• Open to the outside environment, with loading dock and lube transfer-area doors appearing to be left open even when not in use.

• Housekeeping • Oil drums and grease boxes stored on pallets • Oil-absorbent bags damaged, with absorbent spread throughout the warehouse.

• Waste materials spread around the premises.

• Oil dispensing area immediately open to the outside environment, and floor covered in dirt, leaves, etc.

Document1.qxd 1/5/2006 7:44 AM Page 2

Clean, Dry Compressed Air Starts with The Extractor/Dryer ® Manufactured by LA-MAN Corporation

Container storage • “New & Clean” drums stored in an open semi-trailer.

• “New & Clean” 5-gallon pails stored upright and open with lids in an open box next to them, with no effective efforts made to limit contaminant ingress.

Bulk tank conditions • Tanks under a shelter.

• Not cleaned since initial installation.

Delivery vehicle conditions • Delivery vehicle storage tanks cleaned only for yearly, government-mandated inspections.

Procedures & standards • Oil dispensing area – drum and bucket filling: No preemptive cleanout of containers, simply pumped into.

• Procedures guide/handbook obviously not referenced for a significant time, and covered in dust and debris.

Before the assessment, the relationship between the plant and the distributor was transactional at best: We would place an order for oil and the distributor would deliver, with almost no communication taking place between the parties.

Since this assessment, the distributor has done an outstanding job addressing the shortcomings identified. It has put internal procedures and practices in place to ensure the product we receive is in the best possible condition.

Now as we start on the path to continuous improvement with our plant lubrication program, we have a better understanding of our starting point. We also have a better working relationship with our distributor, who is working to help us achieve our goals of starting with a quality product. Although we still filter new oil and follow all the best practices within our documented lubrication program, we have a better understanding of the quality of the lubricants arriving on-site.

When looking to improve your plant lubrication program, it’s important to start with the point of origin of your lubricants. If you reach out to your distributor and create a working relationship, your distributor can become an extension of your lubrication program and help you meet your goals.

Paul Dufresne is president and CEO of Reliability Playbook, which focuses on improving plant performance through leveraging of maintenance and reliability best practices. He serves as chairman of SMRP’s best-practices committee. He is a member of the Society of Tribologists and Lubrication Engineers and the Industry Council for Machinery Lubrication and holds the following credentials: CLS, CMRP, CMRT, CPMM, and CRL. He also is certified in PdM technologies such as vibration analysis and thermography. Contact him at paul.dufresne@ReliabilityPB.com.

26

JULY 2017 WWW.PLANTSERVICES.COM

November 6-8, 2017 Orlando, FL BONUS 4th day, Nov 9th!

THE MUST-ATTEND CONFERENCE FOR

VIBRATION ANALYSTS & CONDITION MONITORING PROFESSIONALS

150 OatFioFn Registr $

o Use PromS Code P

• 4-day conference including bonus day, • Special Keynote by Major Brian Shul, workshops, and learning sessions Vietnam War Veteran • Thank you to our Military! 50% OFF • BONUS 4th DAY featuring TWO for active and retired personnel workshops,TWO certification exams and TWO Plant Tours - All included in registration

Register Online VIBRATIONCONFERENCE.COM For more information, please call +1 (206) 842-4000 ext. 3 IMVAC is powered and managed by:

MOBIUS INSTITUTE

IMVAC™ and INTERNATIONAL MACHINE VIBRATION ANALYSIS CONFERENCE™ are trademarks of Mobius Institute 2017 – Mobius Institute – All rights reserved.

CSuccess ustomer Story

COMPRESSORS

Keep It Under Control!

Kaeser puts automotive supplier in the driver’s seat of compressed air efficiency PROBLEM:

A Tier 1 automotive seating and electrical supplier was interested in taking advantage of local utility rebate incentives. For their compressed air needs, they had been relying on four compressors manufactured in the 1980’s, inherited from a sister plant. Each unit operated in modulation control and was manually switched on and off, leaving the units continually fighting each other, resulting in wasted energy, fluctuating pressure, and increased maintenance costs.

SOLUTION: Kaeser performed a complete Air Demand Analysis (ADA) to identify the plant’s current compressed air needs and to develop a plan for implementing the most energy efficient solution possible. Additionally, Kaeser recommended a Sigma Air Manager (SAM) master controller to properly control the system and ensure the most energy efficient combination of units would be selected to meet current plant demand.

RESULT: Thanks to better controls and adding an energy efficient variable frequency drive compressor, the customer was able to reduce their annual maximum power consumption by 865,440 kWh—the equivalent of removing 100 homes from the power grid for one year—all without compromising stable system pressure. With the older compressors relegated to back-up, annual maintenance costs have been reduced from $37,000 to $18,000. Less maintenance also means less downtime, for increased productivity.

Specific Power of Previous System: . . . . . . . . . . . . . . .28.93 kW/100 cfm Specific Power of New System: . . . . . . . . . . . . . . . . . . .17.66 kW/100 cfm Annual Energy Cost of Previous System: . . . . . . . . . . . . . . . . . . . $252,988 Annual Energy Cost Savings: . . . . . . . . . . . . . . . . . . . . . . . . . . . . $114,720 Additional Savings in Maintenance Costs: . . . . . . . . . . . . . . . . . . . $19,000 TOTAL ANNUAL SAVINGS:. . . . . . . . . . . . . . . . . . . . . . . . . $133,720 Utility Rebate: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $71,579 TOTAL SAVINGS: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $205,299

Let us help you measure and manage your compressed air costs!

Kaeser Compressors, Inc. • 866-516-6888 • us.kaeser.com/PS Built for a lifetime is a trademark of Kaeser Compressors, Inc.

©2017 Kaeser Compressors, Inc.

customer.us@kaeser.com

WHAT WORKS

HOW TO FUTURE-PROOF VIA TRAINING Southwest Baking turns to accelerated training to better equip fast-rising talent Southwest Baking Co., a 53-employee breadmaker in

Tolleson, AZ, prides itself on having a lean, efficient, and loyal workforce. The 10-year-old company, which produces more than 2 million cases of bread products every year for a large quick-service restaurant chain, has retained more than half of the workers who were with the company when it opened, general manager Christian Belzunce says.

It’s a figure that Belzunce is eager to share. It also makes him and plant engineer Robert Wroblewski nervous.

“I’m due to retire in 15 years or so,” Wroblewski says.

“We’re all going to start retiring. We’ve got to have someone to carry on the company.”

Like a lot of small to midsize manufacturers, Southwest Baking is contending with impending retirements and an impending loss of skill sets and institutional knowledge expected to come with those departures. The company recognized a need to plan farther ahead than the next several fiscal quarters and cultivate new skilled talent – technicians who not only could tackle existing maintenance challenges using the tools the company employs today but who also would embrace the chance to develop and implement new technologies.

Looking at Southwest Baking’s technical labor pipeline, “There wasn’t anybody doing what we do,” Wroblewski says – at least not from the perspective of being able to jump in and

troubleshoot a maintenance problem and then maybe tweak a tool or a process to help prevent the issue from arising again.

The company recently made a switch from a custom batch system for its dough mixers to a more-flexible batch-recipe management system, and Wroblewski was keen on ensuring that he had a maintenance technician on his team who would be able to support the system’s growth. A rising technician “needs to be an all-around mechanic nowadays,” he says, with mechanical, electrical, and programming aptitude and an understanding of maintenance theory.

Adds Belzunce: “It is essential, and not just in the maintenance area, to maintain stability with the knowledge of our associates and basically look forward at how this company maintains its solid reputation of providing quality to our customers.”

The question was how to effectively train newer employees on a range of skills in a time-efficient way and without creating excessive disruption on the floor. Wroblewski found a solution in an intensive training and employee development program, the Accelerated Skills Academy from Rockwell Automation (www.rockwellautomation.com).

Southwest Baking viewed the academy as an apprenticeship program, Belzunce says. Participants in the 12-week academy receive a combination of classroom and hands-on

At its facility in Tolleson, AZ, Southwest Baking Co. produces up to 11,000 pounds of dough an hour.

WWW.PLANTSERVICES.COM JULY 2017 29

WHAT WORKS training focused on four core competencies/roles: electrical, mechanical, controller, and Rockwell Automation’s Integrated Architecture automation system. The range of specific topics covered spans everything from root cause analysis to EtherNet design and troubleshooting, with hard skills included such as pump repair, shaft alignment, lubrication, and electrical troubleshooting. Students receive skills assessments both before and after they complete the program.

Southwest Baking’s first employee to participate in the academy was a young trainee who had worked at the company for four years, mostly part-time: Chris Belzunce, Christian’s son.

“Robert says, ‘He has the brains for this; we’re going to mold him,’ ” the elder Belzunce says.

The company enrolled him in the academy, and Chris attended classes in Phoenix from 8 a.m. to 5 p.m. Monday through Friday. Though he was the youngest student in his class, the program wasn’t limited to “green” talent: Chris estimates that the oldest participant was in his mid-50s.

The coursework lived up to its promotion as covering up to eight years’ worth of material in three months, says Chris – “You have to be willing to work,” he notes – but the

challenge was worthwhile and helped boost not only his skill set but also his confidence.

After completing the program, Chris was assigned to help repair a failing HMI and worked with a fabricator to design and help build a new labeling machine.

“A year ago, he wouldn’t have been left alone in the plant,” Wroblewski says. Now, the company is comfortable assigning him any maintenance task.

How can a plant determine who will be successful in an intensive, offsite training program such as this one? “You have to know your associates,” Wroblewski says. “You can’t just pick somebody off the floor. You have to know who they are and what’s their outlook. I’m ex-military and it was reminiscent of classes I went through in the Navy. You have to be able to control yourself and do what you have to do.”

Wroblewski notes that taking someone off the floor, even for three months, always is a legitimate concern. But today’s concerns have to be weighed against future demands, he says. “You can’t just worry about the here and now; you have to worry about tomorrow,” he says. “You have to invest a little money in that to make sure (succession) happens properly.”

SeriouS buSineSS? Your Electric Motors Need Someone

SeriouS about Motor repair OEM Parts/Life 0% Core Loss 0% Efficiency Loss Root Cause Non-Damaging

irs

r Repa ou

30

JULY 2017 WWW.PLANTSERVICES.COM

R

TL O N GE

S

dreisilker.com 800.922.1882

LA

Re ad th e w h i te pape rs : m otors afe re pairs . c om /ps

Everything you need.

Plus equipment.

From safety/operator training and equipment management technologies, to custom solutions engineered to meet specialized job requirements, United Rentals offers much more than just the world’s largest rental fleet. It takes a lot to get the job done right. We’re here to help.

UnitedRentals.com | 800.UR.RENTS © 2017 United Rentals, Inc.

ASSET MANAGEMENT / IIoT

6 companies putting the industrial internet to work for PdM

by Sheila Kennedy, contributing editor

In the old days, condition monitoring was conducted standing in front of equipment using some combination of the five senses. Fast-forward to today, when assorted sophisticated and increasingly affordable condition monitoring technologies are available to automate data collection, even from afar.

The latest development – the industrial internet of things (IIoT) – allows all of that information to be streamed and centralized in a repository shared by other Big Data, where advanced analytics, algorithms, and artificial intelligence combine to improve and expedite asset management decisions.

Some companies have already begun taking their condition monitoring (CM) and predictive maintenance (PdM) practices to this next level. The examples that follow, representing six different industries, illustrate the promise of IIoT-enabled CM and how real-world companies are moving in that direction.

CALIFORNIA BREWERY

San Diego County-based Stone Brewing Company (www.stonebrewing.com), the 10th largest craft brewer in the United States, uses Inductive Automation’s Ignition as its supervisory control and data acquisition (SCADA) system and industrial IoT platform. Ignition is used to monitor pumps and valves, milling systems, conveyor systems, and package lines. This is done via run hours and amp draws monitored on pumps, valve

32

JULY 2017 WWW.PLANTSERVICES.COM

cycle counts, tension switches, and general fault alarms for conveyors.

The brewer first implemented the SCADA system four years ago. “Once we saw what we could see and do with the real-time information, it became our go-to idea for further expansion,” says Garrick Reichert, senior engineer at Stone Brewing Co. “We tied it into our ServiceNow computerized maintenance management system (CMMS), which receives alerts from Ignition to generate and assign work orders, and then into our enterprise resource planning (ERP) system to see finished goods and inventory tracking information in real time.”

He adds, “It allows us to really stay ahead of issues that affect reliability.”

His team looks for conditions such as overheating pumps and worn valves and addresses trips and jams as soon as they appear. Work-order generation is automated, and escalation plans and call trees have been developed to expedite issue resolution. “We repair or replace whatever we can before it fails, because downtime is a killer here,” explains Reichert.

Current and future uses include control of pumps and valves, statistical process control (SPC), historical analysis, overall equipment effectiveness (OEE), management of recipes and work orders, tracking of critical downtime, tracking of key performance indicators (KPIs), and transaction of finished goods out to the warehouse. Stone Brewing also uses Ignition to control its water reclamation facility.

WWW.PLANTSERVICES.COM JULY 2017 33

“Once we saw what we could see and do with the real-time information, it became our go-to idea for further expansion,” Stone Brewing Co. senior engineer Garrick Reichert says.

Based on the results of the solution at the Escondido, CA, brewery, the company now plans to roll it out to its Richmond, VA, location. “Having this ability to see what we can now see has saved our behinds a few times,” says Reichert.

“Once you have the data, you’ll know how your assets are really performing, and you won’t always have to be scrambling to find parts or to buy parts or to react to downtime that could have been prevented,” he adds.

OFFSHORE DRILLING CONTRACTOR

Songa Offshore (www.songaoffshore.com), an international midwater drilling contractor headquartered in Cyprus, is rolling out a digitized IIoT approach to maintenance.

It plans to move from calendar-based to condition-based maintenance for all of its semi-submersible rigs to enable more-reliable and cost-effective operation.

Signals from sensors attached to engines, pipes, and other critical equipment will be collected and transmitted via the IFS IoT Business Connector to the company’s IFS Applications soft ware, where work orders will be automatically generated as needed.

The first phase of the project involves 600 assets on each rig, where maintenance will be triggered based on an asset’s hours in use. “Imagine collecting 600 asset readings and then registering these in a maintenance system every hour, manually, on every rig – it says something about the potential improvement” from switching to the simplified and more automated IoT approach, says Cato Sola Dirdal, IT director at Songa Offshore.

34

JULY 2017 WWW.PLANTSERVICES.COM

“When you operate advanced, complex, and fully integrated digital assets, it would be extremely workloaddemanding to maintain these assets the conventional way,” explains Dirdal. “Instead, we want our intelligent equipment to tell us when it needs to be repaired.”

ELECTRIC POWER COMPANY

Duke Energy (www.duke-energy.com) is using the IIoT to reduce unplanned downtime and improve reliability. Bernie Cook, formerly the director of maintenance and diagnostics for central engineering at Duke Energy, described the company’s SmartGen program in a 2016 ARC Industry Forum presentation titled “Application of IIoT for Predictive Maintenance.”

The company, which supplies and delivers electricity to more than 7 million U.S. customers, conceived its SmartGen/IIoT initiative as way to avoid major catastrophic failures following one such failure in 2010. That year, a transformer explosion in Florida resulted in more than $10 million in damages and a significant loss of power generation capacity and associated revenue.

Manual condition monitoring data collection and analysis needed to be replaced with smart automated monitoring and diagnostics (M&D) technology. “We wanted to shape our future with technology innovation and workforce optimization,” says Cook. “In IIoT-speak, what we wanted were smart-plant connected assets.”

SmartGen goals included the use of critical equipment sensors; smart diagnostics and prognostics; data integration

Source: Stone Brewing Co.

ASSET MANAGEMENT / IIoT

MINING BUSINESS

Ciner Resources (www.ciner.us.com), a trona mining and soda ash production business in Ciner, WY, enabled specific IIoT-enhanced condition monitoring solutions plantwide on certain critical equipment over the past two years. The goal was to predict and reduce process downtime.

Conventional analytics had been unable to warn of preventable equipment failure, but the new solution

has shown potential to significantly reduce unplanned downtime.

The company chose PI from OSIsoft to perform analytics and generate notifications via email or back via the distributed control system (DCS).

Falkonry is a pattern-recognition artificial intelligence system used on

top of PI to help with more-complicated analytics for condition monitoring. Most of the systems monitoring vibration, infrared radiation, and oil come through the Foxboro I/A 700 series DCS into PI. “We monitor many different asset types” for predictive maintenance,

WATER JETTING.

POWERFUL, VERSATILE ECO-FRIENDLY.

AND

FAST PRODUCT REMOVAL MINIMIZES DOWNTIME.

I

n industries around the world, high-pressure water jets from NLB improve plant efficiency. UsUs ing nothing but water, our manual and automated equipment does these jobs and many more: • • • • • • •

© Copyright 2017 NLB Corp. | PSaleGen_17_001.1

and visualization; enhanced reliability; zero safety and environmental events; and workforce optimization.

Duke Energy has so far looked at more than 10,000 assets across 50 critical plants; installed more than 30,000 sensors; put in a data acquisition and M&D network with 2,000-plus nodes enabling remote analysis; built an M&D center based on the existing Schneider Electric Avantis PRiSM APM soft ware; and with PRiSM’s machine learning and the added sensors, increased the number of prediction models to 10,000. It has also added integration and visualization to identify the most-critical issues.

“All of this infrastructure is to help us understand, of the thousands of assets across the fleet, these are the top 10 or 20 things you need to look at right now,” explains Cook.

In its first three years, the SmartGen Program saved Duke Energy $31.5 million in avoided repair costs. One example “find” avoided an estimated $4.1 million when the M&D center picked up a small change in vibration in one of the turbines. It was subsynchronous information that would not have been detected without the advanced sensors and diagnostics on the turbine. Plant engineers were notified; they determined the root cause and applied corrective maintenance, saving the turbine from failure.

The rate of cost avoidance with SmartGen is expected to increase with further machine learning and newer sensor technologies.

Grate Cleaning Floor Coating Removal Skid/Conveyor Cleaning Pipe and Tube Lancing Casting Shell Removal Tank Cleaning Parts Degreasing and Deburring

CALL TODAY, OR VISIT OUR WEBSITE. With the industry’s biggest range of water jet accessories and pumps (EPA-compliant and convertible to different pressures), NLB can solve most product removal problems.

NLBCORP.COM | (248) 624-5555

ASSET MANAGEMENT / IIoT

Plant initiative,” adds Baker. Ciner Resources CIO Scott Schemmel implemented the companywide solution strategy, and Baker works as the lead for the initiative with help from continuous improvement manager Jeremy Coffi. “Proving value can be difficult and is sometimes only seen in hindsight, so it takes a positive attitude and willingness to succeed to keep the ball rolling on the initiative,” she observes.

STEEL PRODUCER

Gerdau (www.gerdau.com), a leading producer of long steel in the Americas, is implementing IoT-enabled software and services from GE Digital to help it identify and correct impending equipment failures and process problems.

The company tested a small-scale deployment before deciding to roll out the solution to connect 600 assets in 11 plants across Brazil.

It is a digital transformation leveraging the cloud, Big Data, condition monitoring technologies, online diagnostics, artificial intelligence, and predictive analytics as a means to generate early, actionable warning of potential asset issues. Adding lead time allows the steel manufacturer to be proactive in its maintenance pro-

Source: Gerdau / GE Digital

says Jolene Baker, IT applications specialist/project engineer at Ciner Wyoming. “For example, we were able to stop a rebuild of a Schwing pump by capturing an ‘in-progress’ failure condition. The repair was roughly one-third of what it would have cost without proactive action.”

Vertimills are another example.

When a Ciner Resources Vertimill vertical grinding mill is down, 60% of total production is lost. To avoid this, predictive analytics were needed with insights into ore grade quality, mechanical issues, and process anomalies.

The new solution found patterns to create prediction models for conditions such as bad ore and inadequate media charge, allowing plenty of time for a corrective response instead of responding reactively to failure.

Baker now believes they are rounding the corner on the pilot mode and are ready to start sitewide solutions. “We will expand our CM to more critical equipment and processes and start building a condition-based maintenance (CBM) model that will work with a Microsoft solution to automate emergency/ nonemergency work orders,” she says.

“The entire company, from our CEO on down, is supportive of the SMART

Gerdau is rolling out IoT-enabled software and services to connect 600 assets in 11 plants across Brazil.

36

JULY 2017 WWW.PLANTSERVICES.COM

cesses, rather than searching for and reacting to problems.

For Gerdau, the GE asset performance management (APM) solution consists of GE’s SmartSignal and Historian software, services, and remote monitoring and analytics out of GE’s Industrial Performance & Reliability Center (IPRC) in Illinois.

The pilot test quickly persuaded the steel company to roll out the solution.

During proof-of-concept monitoring of 50 of its assets, two “catches” produced immediate value. The emerging issues were addressed with planned corrective maintenance, avoiding impact to the business and producing savings equal to the cost of the pilot.

“Gerdau is incorporating greater agility and autonomy in operational decisions via digitalization,” says Andre B. Gerdau Johannpeter, CEO of Gerdau. “We are focused on creating value and enhancing the competitiveness of our operations, and our partnership with GE will definitely provide important support for this challenge.”

POWER TRANSMISSION SUBSTATION

American Electric Power (AEP) (www. aep.com), one of the largest electric utilities in the United States, is using the IIoT to improve the maintenance of its fleet of substation equipment without significantly increasing maintenance costs. Jeff Fleeman, director of advanced transmission studies and technologies at AEP, discussed the process of transitioning to PdM with the AEP Asset Health Center Program in a presentation at the 2016 ARC Industry Forum.

AEP works hard to ensure high reliability of its transmission network assets, Fleeman said. Though the power lines are designed for redundancy, the substations and transformers may not be, and the highly distributed nature of transmission assets makes service call efficiency an imperative. Other concerns include aging personnel and infrastructure, stringent regulatory oversight, and limited maintenance budgets.

To replace time-based maintenance practices, AEP partnered with ABB to develop the ABB Asset Health Center (AHC). AHC automates data collection and analysis, calculates remaining life, and proposes actions based on an asset health index. Circuit breakers, transformers, and batteries are among the asset types monitored using the new AHC platform.

AHC’s performance models contain algorithms to assess asset health based on online asset health sensor data, realtime SCADA operating parameter data, and offline data such as the maintenance history and supplier information.

The solution was put in place in phases over the past few years and is providing new insights for the AEP team. For instance, dissolved gas and oil had been seen as the primary cause of failure for power transformers, but after a brand-new transformer violently failed due to undetected shipping damage in 2014, AEP learned the premise is true only for slow-evolving failures.

“We had hypotheses that partial discharge (PD) detection for transformers of a certain type was critically important, and that has been proven now through AHC,” Fleeman says. “We can predict fast-evolving failures with PD before we’ll ever see a gas alarm go off or a gas trend indicating a problem.”

“We’re proud that we’ve committed ourselves to it and got a system that’s working, but we would like to see many transmission owners moving the same way,” says Fleeman. He believes that great adoption would “help to develop the market where people can make the more low-cost, low- or no-maintenance, simple sensing needed to detect issues that will lead to the failure or degradation of equipment, and impact the customers and public.”

WILL IT WORK FOR YOU?

These six companies, all realizing the value of IoT-enabled CM, are enthusiastic about its potential. “If you don’t

already have it, it’s where you should be, considering where we are heading with automation,” suggests Stone Brewing’s Reichert. “As our director of engineering puts it: ‘What gets measured, gets managed, gets improved.’ ” For those considering implementing IoT-enabled CM, Ciner Wyoming’s

Baker recommends a “positive attitude, patience, and belief in what you are doing. And interns—interns are excellent analyzers.”

Sheila Kennedy, CMRP, is managing director of Additive Communications. Contact her at sheila@addcomm.com.

See all our products at:

klsummit.com

Quality Service Expertise Save Time and Money with Summit Gear Oils Summit gear lubricants have proven to reduce friction, which reduces the input power to operate the equipment or increases the available power output. The reduction of fluid friction results in lower lubricant operating temperatures, prolonging the life of both the lubricant and the equipment. Contact our experts to find the right gear lubricant for your application. ( 800.749.5823 Klüber Lubrication NA LP

MAINTENANCE / IIoT

How the IIoT will shake up how your plant buys what it buys Rent, buy, subscribe? Equipment becomes a vehicle as vendors sell uptime, output

by Ralph Rio, ARC Advisory Group

RENT

Remote connectivity and analytics enabled through the industrial IoT (IIoT) offer equipment dealerships and rental companies an opportunity to grow revenues through new maintenance services. Equipment used in the construction, mining, agriculture, industrial, and transportation industries has grown increasingly complex and often incorporates mechatronics, electronics, IT, and soft ware. This makes it challenging for general-purpose technicians in the maintenance staff to debug and isolate equipment problems.

In response, original equipment manufacturers (OEMs) are offering IIoT-enabled remote monitoring and analytics services on a subscription basis that identify an issue before it harms the equipment or cascades into a major incident. An OEM’s dealership or rental company provides this predictive maintenance service to its local end-user customers along with well-trained field service technicians to make repairs. Th is benefits all parties by providing increased revenues for the equipment dealer or rental company while improving customer satisfaction and retention by helping equipment users avoid costly unplanned equipment downtime.

BUY

SUBSCRIBE

UNIQUE NEEDS OF EQUIPMENT DEALERSHIPS

Successful equipment dealerships typically listen carefully to their customers’ business needs to improve customer satisfaction and retention and identify new sources of revenue. As these dealerships add products and services, their business has become increasingly diverse. Now, the IIoT provides two new opportunities for business growth: product-as-a-service (PaaS) and predictive maintenance (PdM) offerings.

THE IIoT PROVIDES DEALERSHIPS WITH NEW SOURCES OF REVENUE Equipment sales

Services

Purchase: new and used

Parts: new and refurbished

Rental

Ad hoc repair

Financing and insurance

Maintenance contracts with an SLA

New with the IIoT Product-as-a-service

PdM

WWW.PLANTSERVICES.COM JULY 2017 39

MAINTENANCE / IIoT

Both PaaS and PdM drive significant expansion in dealerprovided maintenance services: • PaaS transforms the customer relationship from one that focuses on the initial delivery of equipment into a results-oriented continuous service offering. With PaaS, users are charged based on equipment output. One example would be charging for the volume of compressed air generated rather than charging an up-front fee for the compressor. Because revenue is generated only when the equipment is operating, the distributor or renter has a high incentive to manage and deliver maintenance that ensures high equipment uptime.

• PdM as part of a service model involves using the IIoT and analytics to monitor equipment’s health, for which the distributor or renter charges a subscription fee. When the analytics trigger an alert, the distributor initiates a repair prior to failure. The distributor assumes penalties if the service-level agreement (SLA) is not achieved.

Again, the distributor manages and delivers maintenance to ensure high uptime of the equipment.

These new business models dramatically increase the need for excellence in the dealership’s or the rental company’s information management and business processes for each piece of equipment and its maintenance.

A unique and critical need of dealerships and rental companies pertains to the interwoven business processes for delivering both depot and field services. The table on p.39 provides a basis for describing the complex set of maintenance-related business processes for a dealership. These processes demand a hybrid combination of maintenance management that involves assets on site in the depot and field service management for repairs at customers’ locations.

For field-service repairs, the dealership/rental company must: • Send a technician with the right skills, parts, documentation, and tools at the agreed time for service at the customer’s location • Enable the technician to upsell by expanding the scope of the initial work order as the need or opportunity arises For depot refurbishments and upgrades, the company must: • Refurbish used equipment, subsystems, and parts from trade-ins, rental returns, and other sources to function as new with a warranty • Maintain or upgrade a client’s equipment or parts and return them to the respective owner In both cases, the organization must: • Bill the customer correctly based on the client’s specific service agreement and actual services delivered • Track the history, costs, and related asset information for assessing future repairs and evaluating end of life During these activities, the dealership/rental company tracks ownership for each specific customer and its inventory. Site-specific industry requirements, local customs, and individual interests are nuances that must be layered onto the basic business processes.

EQUIPMENT LIFECYCLE AND PROFITABILITY ASSESSMENT

PRUFTECHNIK is a leading single-source solution provider for machine laser alignment, condition monitoring and nondestructive testing.

PRUFTECHNIK’s technical innovations optimize the availability of your rotating equipment—and stop small amounts weighing heavily on your bottom line.

www.pruftechnik.com/us

Dealers and rental companies need an enterprise solution for managing the lifecycle of thousands of assets with consistent workflow, business processes, governance, and data quality.

The number of machines serviced by a dealership or rental company can range into the tens of thousands, with a variety of customer relationships and associated SLAs. These companies need a means to assess the economics for each machine to determine when maintenance costs grow to the point that the machine should be refurbished or replaced.

The entire equipment lifecycle encompasses initial forecasting and sale of the equipment through to shipment, renting, servicing, overhaul, and final disposal. Each asset has its unique history of activity, revenue generated, and costs incurred that determines optimal times for refurbishment or replacement.

Managing this lifecycle for thousands of assets goes well beyond the capabilities of ad hoc entries by multiple people into a jumble of Excel spreadsheets. Enterprise-level applications can provide an effective solution for managing workflow, business processes, and governance. An equipment profitability assessment will capture the financial transactions for the equipment and its subsystems. A budget model will allow application users to understand the income and costs for each item and the associated SLA for uptime. This can trigger the need for a major maintenance activity, such as an engine rebuild, an overall refurbishment, or an upgrade.

When costs and income start to negatively impact profitability and the asset is no longer economically viable, software is needed to alert users and those monitoring the equipment to this. For a customer’s machine, this involves comparing cost vs. replacement. For the dealer’s rental equipment, this involves comparing revenue and cost. Now, with IIoT-enabled remote monitoring and analytics, the dealer can have real-time information that provides a better understanding of expected costs, supporting a clear, factbased evaluation.

The IIoT also provides access to operating data that can help extend asset longevity. Alerts can provide awareness of mistakes made by inexperienced operators, triggering appropriate training to help avoid additional equipment damage or safety issues. Also, the dealer will know when use exceeds that specified in the rental agreement.

Because the dealership or rental company is usually named among the many parties involved in product liability lawsuits, the documentation generated by the application can be held indefinitely and accessed easily should it ever be needed to support a successful defense.

In addition, as maintenance becomes a larger portion of an equipment dealership’s or rental company’s revenue, it becomes increasingly important to deliver those services efficiently and competitively with acceptable margin. Mobile devices and software provide technicians with access to the instructions, drawings, and other information needed to improve the MTTR and first-time fix rate FTFR – two key metrics for repair effectiveness and customer satisfaction.

Mobility helps provide: • Improved mean time to repair (MTTR) and first-time fix rate (FTFR) • Accurate arrival time • Opportunities for upselling and increased revenue • Data quality needed for a trusted management system With a mobile device and network access, technicians can access maps and directions to help them navigate and accurate determine arrival times, another key customer need.

When a technician is at the customer’s site, sometimes he or she finds that the job has a broader scope than anticipated or additional pieces of equipment need repair.

A mobile device provides the opportunity to modify the original work order or add new orders to cover the additional maintenance. The technician can upsell and increase revenue while with the customer.

The mobile device allows for processing of work orders while the technicians do their work. This avoids common problems associated with paper work orders, such as dataentry errors and a lack of timely information in the associated management systems. Mobile devices and software help improve technician compliance and data quality, making the field-service management software a trusted tool for planning, scheduling, and billing.

With mobility, the technician closes the work order before leaving the job site, allowing revenue recognition and invoicing immediately upon work completion. This business process automation reduces the elapsed time to issue an invoice, improving cash flow.

RECOMMENDATIONS

The introduction of new technologies often provides a reason for companies to review their business processes and identify potential performance improvements. The time is ripe for dealers, rental companies, and their OEM suppliers to assess the viability of their business management software in this changing business environment. Based on ARC research and analysis, we recommend the following actions: • Dealerships and rental companies should consider adopting the IIoT to profitably grow their business with remote asset health monitoring and maintenances services. Research indicates that real-time monitoring and proactive maintenance usually adds three to five years of useful life to rental machines. Also, those still employing reactive, break/fix maintenance will be at an increasing competitive disadvantage compared with those that offer PdM services to achieve near-zero unplanned downtime. These disadvantages are strongest at sites where unplanned downtime affects revenue.

• Heavy equipment users should review their maintenance strategy and consider employing predictive maintenance services provided by OEMs, rental businesses, or dealership with the goal of reducing maintenance costs and unplanned downtime.

• Equipment OEMs should evaluate IIoT-enabled connectivity and analytics to differentiate their equipment in today’s increasingly competitive industrial marketplace.

Ralph Rio is vice president for enterprise software for ARC Advisory Group (www.arcweb.com). Rio’s focus involves Asset Performance Management including Enterprise Asset Management (EAM), Field Service Management (FSM) and the impact of Industrial IoT (IIoT). He also researches and advises Global Service Providers, and is an advocate of continuous improvement programs (Lean Manufacturing & Six Sigma).

WWW.PLANTSERVICES.COM JULY 2017 41

DISCOVER TECHNOLOGY’S TRANSFORMATIVE POTENTIAL The third-annual Smart Industry conference features an unrivaled lineup of industrial practitioners that will share their stories of how they are transforming their businesses and operations with the latest automation, computing and communications technologies.

Engage with innovators from companies such as:

Plus! See the latest digital technologies in action on a behind-the-scenes tour of: Digital Manufacturing & Design Innovation Institute (DMDII) Honeywell UOP Pacesetter Steel *Each tour has limited spots available so register early for your first choice

Special Offer!

has collaborated with Smart Industry to develop the Eliminate Surprises Business Case Track. Join us and save $150 with code PS. Register today at:

event.smartindustry.com

September 18-20 // Swissotel Chicago

ENGINEERING / PUMPS

al rming centrifug efficiently perfo an e te an irs ar pa gu To minimal re ides service with pump that prov d preventive , institute a soun and shutdowns ogram maintenance pr

By David Holland & Ronald Burg, Mahan’s Thermal Products

Whether operating under harsh or mild external conditions, environmental surroundings can put a great deal of stress on the pumping equipment that is required to run 365 days a year. To achieve optimum performance and reliability in a centrifugal pump, it must operate close to its best efficiency point, or BEP – the point at which the hydrodynamic unbalanced load of the centrifugal pump is at its minimum.

When a pump operates at a point some distance from the actual BEP, the result is an overall increase in hydrodynamic unbalanced load. This, in turn, affects the performance, reliability, and efficiency of the centrifugal pump. (Based on experience and experiments, the unbalanced load is at its peak at the shutoff point.)

In any operational atmosphere, a routine maintenance program will extend the life of a pump since well-maintained equipment lasts longer and requires fewer and lessexpensive repairs. This article outlines a basic checklist for the preventive maintenance of centrifugal pumps.

OVERVIEW OF PUMP EFFICIENCY

A machine’s efficiency indicates its ability to convert one form of energy to another. If one unit of energy is input to a machine and its output is one-half unit, the machine’s efficiency is 50%.

For a centrifugal pump, much of the work involves two very efficient machines: the pump itself and the AC induction motor that drives it. The centrifugal pump converts mechanical energy into hydraulic energy (flow, velocity, and pressure), and the AC motor converts electrical energy into mechanical energy.

Medium and large centrifugal pumps generally operate with efficiencies above 75%, and smaller ones usually fall into the 50% to 70% range. Large AC motors, on the other hand, approach an efficiency of 97%.

The overall efficiency of centrifugal pumps is the ratio of the water (output) power to the shaft (input) power, and it is described by the following equation: Ef = PW / PS Where: Ef = efficiency PW = the water power PS = the shaft power provided to the pump shaft in brake horsepower (BHP) And:

PW = (Q x H) / 3,960 Where: Q = Flow (gallons per minute, gpm) H = Head (feet) 3,960 = converts to BHP

For example, a pump that produces 100 gpm at 30 feet of head and requires 1 BHP will have an overall efficiency of 75.7% at that flow point.

The total efficiency of a centrifugal pump is the product of mechanical, volumetric, and hydraulic efficiencies. Mechanical efficiency accounts for losses in the bearing frame, stuffing box, and mechanical seals. Volumetric pump efficiency comprises losses due to wear ring leakage, balancing holes and vane clearances (in the case of semi-open impellers).

Hydraulic efficiency includes liquid friction and other losses in the volute and impeller.

While mechanical and volumetric losses are important contributors to total efficiency, hydraulic efficiency is the largest factor. There are various conditions that decrease the efficiency of a centrifugal pump: WWW.PLANTSERVICES.COM JULY 2017 43

ENGINEERING / PUMPS

ANNUAL MAINTENANCE

Once a year, the pump’s performance should be checked and recorded in detail. Performance benchmarks should be established for a new pump during the early stages of a pump’s operation, when the installation adjustments are correct.

This benchmarking data should include: • The head pressure developed, as measured by the suction and discharge gauges 44

JULY 2017 WWW.PLANTSERVICES.COM

CENTRIFUGAL PUMP PERFORMANCE Shut-off Head Point Pump Curve Total Head HT

• Heat generated due to packing • Rubbing between wear rings and maintaining impeller clearances • Recirculation using a bypass line from the discharge of the pump to the suction • Double volute design • Throttled discharge valve • C orroded internal pump passages that cause fluid turbulence • Obstacles, hindrances, or any sort of restrictions inside the piping passages that might include foreign particles or dirt • Overlubricated bearings A detailed record of preventive maintenance performed and required repairs should be kept to aid in diagnosing problems and to eliminate or minimize any future equipment downtime. Operators who adhere to a preventive maintenance program will reap the benefits of a facility that functions without encountering breakdowns and outof-service situations.

Pump manufacturers supply a manual with recommended maintenance procedures for their centrifugal pumps. However, routine preventive and protective maintenance practices should, at a minimum, include the monitoring of the following: 1. Bearing and lubricant condition. Monitor bearing temperatures, lubricant level, and vibration. The lubricant should be clear with no signs of frothing. Excessive vibration and an increase in bearing temperature may indicate imminent failure.

2. Shaft seal condition. The mechanical seals should show no signs of visible leakage. Some packing leaking is normal, but this should not exceed a rate of about 40 to 60 drops per minute.

3. Overall pump vibration. Imminent bearing failure can be preceded by a change in bearing vibration. Excessive vibration can result from a change in pump alignment or cavitation resonances between the pump, its foundation, or the valves located in the suction and/or discharge lines.

4. Pump discharge pressure. A gradual decrease in the developed head pressure of the pump may indicate that the impeller clearance has widened. An impeller clearance adjustment may be required to restore the pump to its intended design performance.

Run-out Point

BHP Curve System Curve

Flow Rate Q

• Centrifugal pump flow rate • Motor amp draw • Pump vibration signature During the annual assessment of a pump’s performance, any changes in the benchmarks should be recorded and used in determining the level of maintenance that may be required to get the pump back to operating at its BEP. QUARTERLY MAINTENANCE

The following maintenance tasks should be performed on a quarterly basis: • Verify the integrity of the pump’s foundation and check the hold-down bolts for tightness.

• For oil-lubricated pumps, change the oil after the first 200 hours of operation for a new pump, and then after every three months or 2,000 operating hours, whichever comes first. For grease-lubricated pumps, bearings should be greased every three months or 2,000 operating hours, whichever comes first.

• Check the shaft alignment.

• Grease the motor bearings according to the manufacturer’s instructions.

BEARING LUBRICATION TIPS

Any centrifugal pump operation and maintenance program must emphasize bearing lubrication. Realistically, all pump bearings will eventually fail. When two surfaces rub together, whether lubricated or not, friction will win in the end.

• For oil-lubricated bearings, use only non-foaming and non-detergent oils. Avoid over-lubrication which can be just as damaging as under-lubrication.

• Excess oil will cause a slightly higher horsepower draw and generate additional heat, which can cause frothing of the oil. If there is cloudiness when checking the condition of the lubricating oil, it may be an indication of excessive

water content from condensation. If this is the case, the oil needs to be changed immediately.

• For pumps equipped with re-greaseable bearings, avoid mixing greases of differing consistencies or types. Also, note that the shields must be located toward the interior of the bearing frame. When re-greasing, confirm that the bearing fittings are absolutely clean to prevent contamination, which can decrease bearing life.

• Over-greasing must also be avoided, as this can cause localized high temperatures in the bearing races and create caked solids.

ADDITIONAL PARTS EXAMINATION

For cases where an operator needs to replace a part on a malfunctioning pump, take the opportunity to examine the pump’s other parts for signs of fatigue, excessive wear, and cracks. Any worn parts should be replaced if they do not meet the following part-specific tolerance standards: • Bearing frame and foot. Inspect for cracks, roughness, rust, or scale. Machined surfaces should be free of pitting or erosion.

• Bearing frame. Inspect all tapped connections for dirt.

Clean and chase threads as necessary. Remove all loose or foreign material. Inspect lubrication passages to be sure that they are not blocked.

• Shaft and sleeve. Inspect for grooves or pitting. Check bearing fits and shaft runout, and replace the shaft and sleeve if worn or if the shaft runout is greater than 0.002 inches.

• Casing. Inspect for signs of wear, corrosion, or pitting.

If wear exceeds a depth of 1/8-inch, the casing should be replaced. Check gasket surfaces for signs of irregularities.

• Impeller. Inspect the impeller for wear, erosion, or corrosion damage. If the vanes are bent or show wear in excess of 1/8-inch deep, the impeller should be replaced.

• Frame adapter. Inspect for cracks, warpage, or corrosion damage and replace if any of these conditions is present.

• Bearing housing. Inspect for signs of wear, corrosion, cracks or pits. Replace housings if worn or out of tolerance.

• Seal chamber/stuffing box cover. Check for pitting, cracks, erosion or corrosion. Inspect for any wear, scoring or grooves that might be on the chamber face. Replace if worn more than 1/8-inch deep.

• Shaft. Check the shaft for any evidence of corrosion or wear and straightness, noting that the maximum total indicator reading (TIR) at the sleeve journal and coupling journal should not exceed 0.002 inches.

• Severe service conditions. If the pump is used in severe service conditions, such as in highly corrosive liquids, maintenance/monitoring intervals should be shortened.

tions and provides service for an extended period of time with minimal repairs and shutdowns. Consult the pump manufacturer’s manual for maintenance requirements that are specific to certain models and may not be listed here.

Implementing these maintenance recommendations may seem daunting, but it is only through a routine such as this that a fluid-handling operation can maximize the service life of the equipment while enhancing the safety of plant personnel and the environment.

David Holland is vice president at Mahan’s Thermal Products (www.mahans.com). He has a degree in mechanical engineering, which has helped him acquire an extensive background in general contracting and mechanical contracting. He also has extensive experience in the design and construction of mechanical systems and controls.

Contact him at david.holland@mahans.com Ronald Burg writes extensively for the Mahan’s blog and has worked extensively in the heat exchanger industry. He was factory-trained at API BASCO in Buffalo, NY, and is factory-certified as an authorized service provider for Alfa Laval.

TPC TRAINCO Real World Training...for Real World Needs

Two-Day Intensive Training Seminars for Industrial Maintenance Live, instructor-led training for maintenance personnel in industrial plants and large facilities Our top two-day seminars can also be combined for comprehensive four-day workshops

Call 1-877-978-7246 or visit us at

www.TPCTrainco.com

CONCLUSION

Follow these recommendations to guarantee an efficiently performing centrifugal pump that meets design expectaWWW.PLANTSERVICES.COM JULY 2017 45

PRODUCT ROUNDUP

ENERGY MANAGEMENT Visualize, monitor, control, and track your energy use and costs ENERGY MONITOR AND CONTROL UNIT

The ABB CMS-700 energy monitor and control unit allows easy access for data collection, analysis, and download through a built-in web server to manage power and optimize energy-efficiency analysis in a circuit monitoring system.

The system is expanded with a new generation of open-core sensors that can be connected to existing installations easily without disconnecting the power, providing a high degree of measurement accuracy. All components are linked over one flat cable, and installation requires no special tools.

A simple setup procedure, smart configuration, and ease of installation reduce installation time by as much as 30%. Also, the compact size of the CMS-700 energy monitor and control unit requires no additional space in the enclosure.

ABB www.abb.com WIRELESSHART POWER METER

Emerson introduces the first WirelessHART Power Meter, making electrical demand and consumption measurement available via a secure and reliable network across numerous markets. The power meter’s small physical footprint and WirelessHART technology makes it simple and quick to install, enabling businesses to monitor voltage, current, power, energy, and other electrical parameters on single- and three-phase electrical systems in real time with revenue-grade accuracy. Real-time monitoring of electricity consumption and instantaneous demand enables moregranular energy management and effective equipment monitoring, securely and reliably.

Emerson www.emerson.com THREE-PHASE ENERGY LOGGERS

The Fluke 1732 and 1734 Three-Phase Energy Loggers are designed to identify sources of electrical energy waste, capturing key measurements – voltage, current, power, power factor, and other variables such as temperature – to enable managers to understand their energy use and correlate it to 46

JULY 2017 WWW.PLANTSERVICES.COM

their activities. The new loggers are also Fluke Connect-compatible, as data can be viewed from anywhere via the Fluke Connect mobile app, potentially reducing the number of times a technician must open a panel while wearing full protective equipment.

The 1732 and 1734 also include the new Energy Analyze Plus application software that delivers more advanced analysis capabilities to better correlate data and make better decisions.

Fluke www.fluke.com SIGMA AIR MANAGER 4.0

Kaeser’s Sigma Air Manager 4.0 brings the internet of things to industrial plants with its adaptive control, data storage, analysis, and predictive maintenance capabilities, and it does all of this while ensuring a reliable, consistent supply of compressed air. SAM 4.0 offers complete compressed air system management for industrial plants by tying compressors, blowers, or vacuum units together into a secure Sigma network. It continually analyzes the relationship between various parameters (e.g., switching and control efficiency) and proactively calculates the optimum combination from a range of many to achieve optimum efficiency. Moreover, SAM 4.0 enables predictive maintenance with its built-in maintenance reminders and messaging capabilities, boosting operational reliability and efficiency while reducing energy costs.

Kaeser Compressors www.us.kaeser.com HIGH POWER DENSITY UPS FOR DATA CENTER APPLICATIONS

Vertiv, formerly Emerson Network Power, introduces the high-efficiency Liebert® EXL S1, a large-scale uninterruptible power supply (UPS) system with a significantly smaller physical footprint and the industry’s highest power density.

The Liebert EXL S1 is available in a distributed parallel configuration, allowing users to parallel as many as eight units for a total capacity of up to 9600 kW. The system operates at 97% efficiency in double conversion mode and 99% in economization mode and is compatible with lithium-ion batteries. The Liebert EXL S1 also is seismic-certified (CBC,

IBC 2015, ASCE 7-05) and has high-impedence DC ground fault detection for 2014 NEC compliance. It has a transformer-free, three-level insulated-gate bipolar transistor (IGBT) on both the rectifier and inverter.

FORKLIFT BATTERY MANAGER

Schneider Electric introduces a new uninterruptible power supply (UPS) solution for industrial applications: Gutor PXC UPS, a rugged solution suited for nontraditional environments with high temperature requirements. Gutor PXC provides the utmost reliability, safety and efficiency to protect critical equipment in remote and rugged conditions, such as oil and gas exploration and production sites and mining sites. It also is highly efficient (up to 93% in double conversion mode and 99% in ECO mode), with a unity output power factor, power conditioning, and overload capability.

Yale Battery Vision provides valuable insights to improve battery care and life, monitoring battery health and use to help facilitate proper maintenance and warranty compliance tracking. Installed in as little as 20 minutes, the battery manager device employs cellular communications to deliver real-time data on key performance metrics such as state of charge, water levels, voltage current, and temperature. In addition to 24/7 monitoring, Yale Battery Vision is supported

by PosiNET® back-office data management software that offers extensive reporting capabilities and data analysis tools, helping identify potential issues before they become larger problems and simplifying warranty compliance.

Schneider Electric www.schneider-electric.us

Yale Materials Handling Corp. www.yale.com

Vertiv www.vertivco.com RUGGED UPS FOR INDUSTRIAL APPLICATIONS

RAIL YARD PROTECTION It’s Your Responsibility Hinged and Portable Derails

Sign Holders for exposed and flush rail

Once the switching crew drops a rail car at your dock, it’s up to you to comply with OSHA regulations to protect your employees working the railcar.

Wheel Chocks & Car Stops

Be sure you have these basic rail safety products on hand.

1964

1974 1965

100 TON CAR ENTERS SERVICE

1984 1980

STAGGERS ACT DEREGULATES RAILROADS

1994

2004

1992

DOUBLE STACK CONTAINER SERVICE

2016 2008

WORLD FINANCIAL CRISIS

2009

WARREN BUFFET BUYS BNSF

1970

CONGRESS CREATES AMTRAK

Mousetrap (foot-operated hinged)

Clamp-on

ALDON COMPANY, INC.

Magnetic Base

go to aldonco.com/plant for easy linking to all of these products

rail safety and track repair products since 1904 847.623.8800 | aldonco.com | e-rail@aldonco.com | Waukegan, IL 60087 ask for our catalog www.aldonco.com

CLASSIFIEDS PRODUCTS AND SERVICES

ADVERTISER INDEX Aldon . . . . . . . . . . . . . . . . . . . . . 47

Life Cycle Engineering. . . . . . . . . . . 4

Allied Electronics . . . . . . . . . . . . . 14

Molex . . . . . . . . . . . . . . . . . . . . . 23

Atlas Copco Compressors . . . . . . . 52

MW Industries . . . . . . . . . . . . . . . 18

AutomationDirect.com . . . . . . . . . . . 2

NLB . . . . . . . . . . . . . . . . . . . . . . 35

AVO Training . . . . . . . . . . . . . . . . 51

Palmer Planning . . . . . . . . . . . . . . 16

Baldor Electric Co. . . . . . . . . . . . . 24

Pruftechnik . . . . . . . . . . . . . . . . . 40

Dreisilker . . . . . . . . . . . . . . . . . . . 30

Quincy Compressor . . . . . . . . . . . . . 3

Exair . . . . . . . . . . . . . . . . . . . . . . 19

Smart Industry . . . . . . . . . . . . . . . 42

Fluke . . . . . . . . . . . . . . . . . . . . . . 10

Steute Wireless . . . . . . . . . . . . . . . 6

IMVAC . . . . . . . . . . . . . . . . . . . . . 27

Sullair . . . . . . . . . . . . . . . . . . . . . 22

ITW Vortec . . . . . . . . . . . . . . . . . . 38

Summit . . . . . . . . . . . . . . . . . . . . 37

Kaeser Compressors . . . . . . . . . . . 28

TPC Trainco . . . . . . . . . . . . . . . . . 45

Koyo . . . . . . . . . . . . . . . . . . . . . . 12

United Rentals . . . . . . . . . . . . . . . 31

La-Man . . . . . . . . . . . . . . . . . . . . 26

ValueRail Pro . . . . . . . . . . . . . . . . 13

Leviton . . . . . . . . . . . . . . . . . . . . . 8

Viega . . . . . . . . . . . . . . . . . . . . . . 20

Use reprints to maximize your marketing initiatives and strengthen your Use reprints to brand’s value. maximize your RepRints aRe initiatives ideal foR: marketing n New Announcements andProduct strengthen your Custom REPRINts n Sales Aid For Your Field Force brand’s value. n PR Materials & Media Kits

RepRints aRe ideal foR:

n Direct Mail Enclosures n New Product Announcements n Customer & Prospect n Sales Aid For Your Field Force Communications/Presentations n PR Materials & Media Kits Events n Trade Shows/Promotional

n Direct Mail Enclosures n Conferences & Speaking Engagements n Customer & Prospect n Recruitment & Training Packages Communications/Presentations Reprints are a simple way to put n Trade Shows/Promotional Events information directly into the hands n Conferences & Speaking Engagements of your target audience. Having been n Recruitment & Training Packages featured in a well-respected publication Use reprints to addsmaximize the credibility of ayour third-party Reprints are a simple way to put endorsement to your message. information directly into the hands marketing initiatives of and your target audience. been strengthenHaving your featured in a well-respected publication For additional information, please contact brand’s value. adds Printing the credibility third-party Foster Service,ofthea official reprint provider for Plant Services. endorsement to your message.

RepRints aRe ideal foR:

n New Product Announcements For additional information, please contact CallField 866.879.9144 or n Sales Aid For Your Force Foster Printing Service, the official reprint sales@fosterprinting.com n PR Materials & Media Kits provider for Plant Services. n Direct Mail Enclosures n Customer & Prospect Call 866.879.9144 or Communications/Presentations

sales@fosterprinting.com

n Trade Shows/Promotional Events

n Conferences & Speaking Engagements

SALES OFFICES MIKE BRENNER, GROUP PUBLISHER AR, AZ, Northern CA, CO, ID, IL, MN, MT, NE, NV, NM, ND, OK, OR, SD, UT, WA, WI, WY Phone: (630) 467-1300, ext. 487 Fax: (630) 467-1120 e-mail: mbrenner@putman.net BETH ROLFE, REGIONAL SALES MANAGER AL, Southern CA, CT, DE, FL, GA, LA, ME, MD, MA, MS, NH, NJ, NY, NC, PA, RI, SC, TX, VT, VA, DC, WV Phone: (630) 467-1300, ext.440 Fax: (630) 467-1120 e-mail: Brolfe@putman.net

48

JULY 2017 WWW.PLANTSERVICES.COM

MICHAEL CONNAUGHTON, ACCOUNT EXECUTIVE IA, IN, KS, KY, MI, MO, OH, TN, Canada, Literature Reviews, Inside Print and Digital Sales Phone: (513) 543-6432 Fax: (630) 467-1120 e-mail: mconnaughton@putman.net POLLY DICKSON, INSIDE SALES MANAGER Classifieds Phone: (630) 467-1300, ext.396 Fax: (630) 467-1120 e-mail: pdickson@putman.net

n Recruitment & Training Packages Reprints are a simple way to put SUBSCRIPTION INFORMATION (800) 553-8878 directly into the hands information of your target audience. Having been REPRINTS JILL KALETHA featured in a well-respected publication Reprints Marketing Manager adds the credibility of a third-party Foster Reprints endorsement (866) 879-9144 ext.194 to your message. jillk@fosterprinting.com PUTMAN MEDIA, INC. For additional information, please contact 1501 E. Woodfield Rd. Suite 400N Foster Printing Service, the official reprint Schaumburg, IL 60173 provider for467-1300 Plant Services.

Phone: (630)

Call 866.879.9144 or sales@fosterprinting.com

MAINTAIN THE FINEST STORAGE OR WORK SPACE WITH

CLEARSPAN FABRIC STRUCTURES

For nearly 40 years Clearspan FabriC struCtures has been providing the most versatile and dependable industrial building.

GET INDUSTRY-SPECIFIC INFORMATION AT CLEARSPAN.COM

V ersatile D esigns - Whether you need a structure that is temporary or permanent, for workspace or storage, there is a ClearSpan structure.

C ost -e FFeCtiVe b uilDing s olutions - Drastically reduce construction costs, monthly utilities and maintenance requirements, while getting a structure that is superior in quality and functionality.

F inanCing a Vailable - Speak to your Truss Arch Specialist today.

V isit www . Clearspan . Com or call 1.866.643.1010 to find out how we can help with your structure needs

ADVERTISE IN PLANT SERVICES CLASSIFIEDS

OIL MIST & SMOKE IN YOUR SHOP?

Contact Polly Dickson at 630.467.1300 x.396

www.mistcollectors.com Tel: 1-800-645-4174

PLANT SERVICES WEBINAR SERIES The Plant Maintenance & Reliability Series of events are focused on presenting solutions to identifiable problems and emerging technologies. You can explore a range of topics that are relevant to today’s plant managers and maintenance and reliability professionals, from compressed air and motors & drives to remote monitoring and the IIoT! Webinars are available in both live and on-demand versions

Live attendees can interact with presenters via Q&A and polling

Handouts section contains additional downloadable content relevant to the topic, including speaker slides

Check out our 2017 webinar lineup at: http://plnt.sv/2017-WB

WWW.PLANTSERVICES.COM JULY 2017

49

BIG PICTURE INTERVIEW

UNLOCKING WORLD-CLASS MAINTENANCE Drylock’s maintenance manager on keys to PM success, nixing superhero syndrome Jason Anderson is maintenance manager at Drylock Technologies (www.drylock.eu), an Eau Claire, WI-based manufacturer of diapers and other hygiene products for children and adults. In May, at a Fluke and eMaint Roadshow event in Chicago, he shared his experiences in helping guide Drylock from a largely reactive, unscheduled maintenance culture to a proactive one where maintenance work is planned, scheduled, kitted, and documented – without losing the support of team members who appreciate the adrenaline rush of emergency repair work.

PS Your facility went from scheduling almost no maintenance work to having the pieces in place (literally and figuratively) to schedule a full shift. How did you get there?

JA I started out by scheduling two work orders per tech per shift. That doesn’t sound like much, and many people would look at it and say, “That’s it? Why so little?” But the biggest reason was going from nothing to something, and if I gave them 10 hours of work or 12 hours of work for their shift, going from 0 to 12, they’re going to say, “That’s too much.”

And so we started out just doing that.

I scheduled two work orders per shift and I just started emailing them out. I wasn’t using the work-order system for the scheduling yet because our system at the time didn’t do that very well. Emailing them the schedule allowed them to know what to work on, and they got it done every time. Over time I slowly added. At first I only did it with the night shift, because the day shift had so many more people – you had all of the engineering and product development people, so you had more stuff happening; they were already busier.

Then I added the weekend work to their schedules, and then over time I added the day shift, and I started building (our) scheduling platform up, so instead of doing two work orders a shift, I bumped it to four. I slowly started bumping it up more and more to where we are today. We’re far from perfect, but today we have the capability of scheduling a full shift of work if we need to.

We’re in a fast growth stage right now, so we’re growing a little faster than our labor can support repairs at times, but we have more prepared work now than we ever before, and that has allowed us to be a lot more efficient with how much work we’re managing through the system in any given time.

You’re never going to find a marathon runner that just started running marathons. You have to build up to it.

Culture change is really a lot of the same thing. You have to find a way to make it comfortable for people to adapt to the change.

50

JULY 2017 WWW.PLANTSERVICES.COM

(With preventive maintenance), I’ve set a goal with my team where we’ve tried to break it all up into tasks that aren’t longer than an hour. There are times when you can’t do that, but wherever you can, what I’ve learned is the attention to detail and the focus that the technicians put in in that first hour is usually much higher than in hour two, three, or four.

So by breaking it up into sections, it ensures you’re more likely to finish the PM and pay more attention to the details in it. It just all around seems that it’s a bigger gain for us, and we’ve seen some nice dividends from that change.

PS What was the team’s reaction to this shift, to a moreproactive, preventive maintenance strategy, when they were used to being the “superheroes” of emergency repairs?

JA You’ve got the knights-in-shining-armor-saving-theday scenario; there is some natural excitement to them in that situation. It’s a big job; you dig into it; and when you’re all done you stand back, and everyone feels really good that they accomplished this really big repair. I’ve really worked with some folks that were almost missing that mentality.

Some of the times where we’ve had some repairs that were needed but we were able to plan (them) and put the team in it, we’ve been able to recreate the scenario. We have a limited amount of time to do the job, so the challenge shifted to, how do you do this job that’s normally six or seven hours in four hours and still maintain the full quality and integrity of the repair? I think that’s filled the gaps on some of those guys who like that nature. Because now you’re saying, all right, we’ve got a critical PM, this is almost like a NASCAR pit scenario. You’ve only got this much time; it’s critical it’s done right. Tools and parts are kitted on a cart. You guys are set to go, and production’s going to page you 15 minutes ahead so you know exactly when they’re shutting down.

You can take that same type of anxiety and shape it into completing the job in a planned downtime event instead of an unplanned downtime event.

Don’t take chances with your electrical training program.

Offering over 52 electrical safety & electrical maintenance training courses and certifications.

WWW.AVOTRAINING.COM

t

By offering the broadest selection of electrical training in the industry, we have a training course for all things electrical. Be prepared for things that happen on the job and take your knowledge to the next level. A training course is only as good as the instructor teaching it. That’s why our instructors are some of the most qualified in the industry. Be the best, train with the best.

877-594-3156

Let us bring the training to your location, call today for a on-site quote.

COMPRESSED AIR WITH A VAST PORTFOLIO Powering You With Extraordinary Solutions Does your compressed air system give you the reliability, energy efficiency, and quality you require - with predictive maintenance options that fit your needs? We will. That’s a promise. www.atlascopco.us – 866-546-3588