maintenance technology january 2013

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NMC1249_TheDifference-leaf_MT_DEC-OL.indd 1 11/14/12 5:19 PM


GE Industrial Solutions

Before the questions have been asked, we’re already working on the solution.For more than 100 years, we’ve been listening and learning, becoming experts in your business. That commitment is why leading companies across many industries trust GE Industrial Solutions to maintain their critical assets and improve their processes. Your challenge is our catalyst for innovation. Together, let’s transform your goals into achievements.

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16 The Plant Manager As Change Agent, Part IEverything points to the plant manager as the key to maintenance success.Paul D. Tomlingson, Paul D. Tomlingson Associates, Inc.

22 Wastewater’s ‘Roadmap’ To Sustainability� e Water Environment Federation is helping rede� ne wastewater treatment

processes in terms that focus on energy savings and generation. Rick Carter, Executive Editor

SUPPLY CHAIN LINKS28 Building Smart Cities Countless communities know that their aging infrastructures aren’t getting any younger on their own. As the City of Denison, TX, has found, however, tough budgets don’t have to stand in the way of critical upgrades. Tammy Fulop, Vice President, Energy Solutions, Schneider Electric MAINTENANCE LOG37 Using Ultrasound To Identify Electrical Faults Seeing is believing. So is hearing. When it comes to your electrical systems, two predictive/diagnostic technologies can clearly be better than one. Joseph D. Gierlach Jr., TEGG Service – An ABM Company

ON THE ROAD TO SUSTAINABILITY

ContentsFEATURES

DEPARTMENTS DEPARTMENTS

YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS

©BO

KICA

— FO

TOLIA

.COM

4 Publisher’s Notes

6 My Take

8 Stuff Happens

10 Uptime

13 Motor Decisions Matter

14 Don’t Procrastinate… Innovate!

31 Automation Insider

32 Technology Showcase

41 Marketplace

46 Information Highway

46 Classifi ed

47 Supplier Index

48 Viewpoint

JANUARY 2013 • VOL 26, NO 1 • www.MT-ONLINE.com

CAPACITY ASSURANCE STRATEGIES

The Maintenance & Reliability Technology Summit is:An annual, four-day educational experience and professional-development opportunity

Created for plant and facility managers, maintenance leaders and crew members, reliability engineers, industrial technicians and all other capacity-assurance professionals

Composed of two days of Conferences (60-minute sessions) and two days of Workshops (full-day sessions) presented by industry experts.

Scheduled for April 30-May 3, 2013 at the Hyatt Regency O’Hare, Rosemont, IL.

For more information, visit www.MARTSConference.com today!

®

JANUARY 2013 MT-ONLINE.COM | 3

ARTHUR L. RICEPresident/CEO

[email protected]

BILL KIESELExecutive Vice President/Publisher

[email protected]

JANE ALEXANDEREditor-In-Chief

[email protected]

RICK CARTERExecutive Editor

[email protected]

ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTERContributing Editors

RANDY BUTTSTADTDirector of Creative Services [email protected]

GREG PIETRASEditorial/Production Assistant

[email protected]

ELLEN SANDKAMDirect Mail

800-223-3423, ext. 110 [email protected]

JILL KALETHAReprint Manager

866-879-9144, ext. 168 [email protected]

Editorial Offi ce:1300 South Grove Ave., Suite 105

Barrington, IL 60010847-382-8100 / FAX 847-304-8603 WWW.MT-ONLINE.COM

Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Barrington, IL 60010. Pe-riodicals postage paid at Barrington, Illinois and addi-tional o� ces. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technol-ogy®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2013 by Applied Technology Publications, Inc. Annual subscription rates for nonquali� ed people: North America, $140; all others, $280 (air). No sub-scription agency is authorized by us to solicit or take or-ders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: [email protected]. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By send-ing us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technol-ogy Publications, Inc. permission, by an irrevocable li-cense, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned.“Maintenance Technology®” is a registered trade-mark of Applied Technology Publications, Inc.Printed in U.S.A.

Subscriptions:FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE,

630-739-0900 EXT. 204 / FAX 630-739-7967

4 | MAINTENANCE TECHNOLOGY JANUARY 2013

Bill Kiesel, Publisher

What We Need

PUBLISHER’S NOTES

January 2013 • Volume 26, No. 1

Your Source For CAPACITY ASSURANCE SOLUTIONS

We begin 2013 with a number of challenges and opp-ortunities. On one hand, some of the strongest headwinds we face are associated with government

indecision (the debt ceiling, sequestration and wrangling over too many regulations vs. too few, for example). On the other hand, most of us are looking forward to what onshoring/reshoring trends and improving economic conditions could hold for our businesses and communities.

From MT’s perspective, one of our biggest challenges (and something we’ve covered extensively) involves the changing workforce—and the thousands of industrial jobs going unfi lled across our underemployed nation. For whatever reason, the message that the manufacturing and process sectors offer great opportunities and career benefi ts seems to have been lost on much of our society. This sad fact was reinforced for me on Christmas Day, in a New York Times article by Jack Healy.

Entitled “Pay In Oil Fields Is Luring Youths In Montana,”* the article’s premise is that the state’s teenagers are selling themselves short by jumping off the college track to pursue good-paying trades and support-related jobs. It suggests that working “construction and repairing machinery,” or “fi rst [seeking] training as welders or mechanics” are not worthy goals. To sum it up, being an apprentice, as the author puts it, “alongside men old enough to be their fathers,” is a risky choice for young people hoping to ensure meaningful futures.

I agree that higher education is important. But then, all education is important, be it via universities, trade schools, apprenticeships or—if we’re really lucky—getting to work alongside our fathers, mothers and others of their generation.

Improving our industrial base is among the most noble of pursuits. If enough of our children heed that call, we all could be enjoying better lives (with fewer lawyers, fewer bankers, fewer indecisive politicians…). We need more proud, skilled men and women keeping our energy sources fl owing, our power grid working, our water-treatment facilities func-tioning, our transportation systems running and our plants humming safely, cleanly, effi ciently, reliably and profi tably. MT

[email protected]

Best Wishes for a Happy & Prosperous 2013!

*http://www.nytimes.com/2012/12/26/us/26

montana.html?pagewanted=1&_r=0


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6 | maintenance technology JANUARY 2013

MY TAKE

T he last Friday of 2012 found me listening to the Afternoon Shift, a program produced by Chicago’s WBEZ Public Radio station. In his wonderful voice, the host Rick Kogan was discussing New Year’s resolutions and how people tend to make them. Needing all the help I could get along those lines, I turned up the volume.

The truth is that I’m a horrible resolution maker. Most of mine don’t stick, including those perennial pledges to “Get Skinny” and “Get Rich.” (Alas, I like to eat and shop just a little too much, and most of my associates will tell you that I’ve never met a casino I don’t like.) But back to the Afternoon Shift…

Kogan detailed how he had gone about selecting his own 2013 resolutions and referenced several outside sources he used for inspiration. One of those ideas grabbed my attention: “Try,” as Otis Redding advised in the old Jimmy Campbell and Reg Connelly song, “a little tenderness.” Bingo! I had my resolution!

I may never achieve my desired weight or bank balance, but I’m confident I can be nice (or nicer) to everyone in my life—from a personal, as well as a professional standpoint. Interestingly, many people don’t realize how empowering the right kind of tenderness can be for those on the receiving end, even when it’s extended in the workplace. I do.

Several years ago, I sat in a room surrounded by a number of successful publishing executives who were vigorously interviewing me for a magazine job—a position for which I admittedly had neither training nor experience. In retrospect, I still don’t know how I got to that interview. Recently divorced after 25 years of marriage, my life was in shreds. I’d been floating from one dead-end job to another for the past two years, and my self-esteem (all of it) was long gone.

Having convinced myself that I didn’t have the slightest shot at being hired as an editor, I was eager to creep out of the building and start my long, dismal drive home. Just as the session appeared to be wrapping up, however, one of the men in the room stepped forward to say he had a final question for me (according to him, “the most important question of all”): “What’s your favorite Elvis song?”

All I could think of was “Love Me Tender.” It must have struck a chord with my interviewers. I later learned it was their policy to ask the same “most important” question of every applicant they grilled, but nobody had ever answered it the way I did. Long story short, I got the job. Furthermore, during the years I worked for the company, I was treated with a great deal of tenderness (i.,e., nurtured, supported and respected). That, in turn, helped me grow professionally and eventually led me here.

Perhaps it’s just my way of paying it forward: In 2013, I resolve to call on my better angels more regularly than last year, and to ensure that the “T-word” is a bigger influence in my life. I encourage you to give it a try as well. With all the bad, sad, mean-spirited things our country has seen of late, and all the ugly words we’ve been hearing, more than a little tenderness is certainly in order. MT [email protected] Here’s Wishing Everyone An Awesome 2013!

Go Ahead And Try It: A Little More Tenderness

Jane Alexander, Editor-In-Chief



Developed and patented in the Netherlands by Mr. Jan P. de Baat Doelman, Scalewatcher technology was introduced to the European market in the 1980s. With immediate market success, Mr. Doelman brought the technology to the United States and applied for and received a patent in 1991. From that moment, Scalewatcher North America has been on the fore-front of environmentally sensitive water treatment. Located in Oxford, Pennsylvania, Scalewatcher North America continues to lead the industry in descaling products that do no harm to the environment.

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STUFF HAPPENSNEWS

The WorldAccording To ARC

New Market Research From The ARC Advisory Group Says:

MAINTENANCE TECHNOLOGY JANUARY 2013

What’s your most pressing job-related New Year’s resolution?

QUESTION OF THE MONTH SOUND-OFF: Tell us what you think. . . Really. . .

Go to MT-online.com/question with your answer.

INDUSTRYEVENTS

GREATAPPS

■ Process safety systems market growth has rebounded after the world economic downturn, especially in the developed economies of North America and Western Europe. Suppliers continue to cost-reduce their hardware offerings and integrate their safety solutions with basic process control systems, which helps end-users save substantial project costs in engineering and life-cycle expense.

■ The market for operator training simulators (OTS) in the process industries (particularly in nuclear, oil and gas and metals and mining) is expected to grow at a compound annual rate of more than 9% over the next fi ve years. Trends such as an aging workforce, entry of new digital-generation workers, emerging market workers, safety and risk avoid-ance are key factors of this booming market, which in 2012 was said to be over $450 million.

For more on these and other ARC reports, visit www.arcweb.org.

Engineers, execu-tives and others

who are associa-ted with pump and

supplier companies in North America and Europe

still have time to register for the 2013 Annual Meeting of the Hydraulic Institute (HI) and Pump Systems Matter (PSM), set for February 7-12, at the Sanibel Harbour Marriott Resort, in Fort Myers, FL. The robust program features a number of noted speakers, including Michael Abrashoff, Navy Commander & Progressive Leadership Expert, and author of the best-seller It’s Your Ship–Achieving Break-through Performance & Putting the Leadership Roadmap to Work. Registration is open to all HI Members and Associate Members, Standards Partners, PSM Sponsors and Europump Members, as well as any eligible pro-spective HI members. Do you and/or your company fi t into these categories? For meeting details and to register, go to www.Pumps.org/13Annual or contact Gabrielle Bernardo at 973.267.9700 x125.

Alignment Supplies has released two additional apps for the ALiSENSOR™ Level geometric measurement system: Shaft Plumb lets users quickly measure vertical shaft plumbness. Shaft Level performs level measurements of the rotation axis of a shaft. Capable of measuring with an angle accuracy down to 0.001°, both are available for free through the iTunes App Store.


STUFF HAPPENS NEWS

Inspiration For Those Battling The Enemies Of Reliability & Productivity

Send your favorites to [email protected]. We’ll be selecting one or two (maybe even three) to feature each month. Be sure to give full credit to the individual (dead, alive, real or fi ctional) that uttered or wrote the words, and why those words inspire you. Don’t forget to include your complete contact info.

Have you read, heard, seen, thought or written down something that falls into the

realm of “fi ghtin’ words” for the maintenance and reliability community?

FIGHTIN’WORDS

BIZBUZZ...


Boiler maker Cleaver-Brooks has announced that it’s been acquired by Harbour Group, a privately owned operating company based in St. Louis, MO. Terms of the transaction were not

disclosed. Commenting on the deal, Cleaver-Brooks President and CEO Welch Goggins noted that Harbour Goup’s knowledge and involvement will help the company pursue new growth opportunities. “Cleaver-Brooks,” he stated, “will continue to engineer and manufac-ture best-in-class, energy-effi cient boiler-room solutions while providing a superior level of service that our customers have come to expect.” In his remarks, Jeff Fox, Harbour Group

Chairman and CEO, highlighted the important role that the Cleaver-Brooks Representa-tives Association (CBRA) has had in the company’s success. “We look forward,” Fox said, “to

supporting the management team, employees, CBRA and customers to ensure that Cleaver-Brooks continues its leadership role in the boiler industry.”

January’s “Fightin’ Words” come from Hendrick Motorsports, by way of Contributing Editor Bob Williamson. We consider them to be a great engine-starter (your engines and ours) for 2013:

“In a competitive environment, to stay the same is to regress.”

While the original context (automobile racing) and source(a top NASCAR competitor) may seem somewhat outside the industrial arena, according to Bob, this statement “absolutely” applies to any business that must have reliable equipment to compete in its marketplace.

!



UPTIME

Bob Williamson, Contributing Editor

Equipment Criticality: Life In The Fast Lane

Improving maintenance efficiency and effectiveness must proceed at a much faster pace than in the past to head off the opposites of growing technologies and skills shortages. In my October 2012 “Uptime” column, I responded to the question “How to Improve Maintenance” by describing the benefits of focusing on maintenance-related RESULTS versus maintenance activities. I also pointed out a few “failure modes” of selected activities and programs.

This month, we’ll drill a layer or two deeper and explore the use of equipment criticality to determine appropriate maintenance preparation and responses: urgency, training, documentation, preventive mainte-nance, spare parts, root cause analysis, risk assessments and downtime tracking. Then, we’ll explore how to make BIG sustainable improvements of the most critical assets as fast as possible (or “big hairy auda-cious goals,” as James Collins would call them in his book Built to Last).

Thinking about ‘criticality’“Physical assets” are the plants, facilities and equip-ment we are called upon to maintain and repair. Asset management, as defined by PAS-55 Specifications from the British Standards Institution (BSI), addresses the importance of focusing on the “physical assets that add value to the business.” Later in the Specifications, the term “criticality” is referred to as an element of Risk Management (as in “the likely consequences if the asset should fail to perform as intended or any other condi-tion that would impact the organization’s goals and values”).

It should be fairly easy to grasp the basic idea that some of our plant equipment systems and facilities have a greater or lesser impact on the business than others. And it should be easy to understand that some of these physical assets truly bring MORE value to the business than others because they directly produce a product or create an environment that generates revenue or profit for the business. For example, a machine that processes 70% of all the products shipped and the chiller that keeps the product tanks supplying the same machine at the proper temperature for quality purposes are examples of critical assets.

Conversely, some non-production-related equip-ment should also be considered “critical”—because of the possibility of severe consequences associated with toxic substances, personal injury or physical destruction of an asset. Examples of such equipment include:

n Chlorine-gas systems

n Breathing-air systems

n Fire-protection systems

You get the idea: These types of equipment systems aren’t necessarily involved in making product or gener-ating revenue for the business, but they preserve the required (and often regulated) health, safety and envi-ronmental conditions for the people and assets involved in the business. Because of the consequences of failure and the resulting impact on an organization’s goals and values, they certainly qualify as “critical assets.”

Since all assets are not created equal or require the same attention, we ought to be able to single out one or two of our most critical pieces of equipment and make fast-tracked improvements while we treat the rest (i.e., our less-than-most-critical equipment) in the traditional manner. This is called a “breakthrough strategy,” which can lead to best practices that can be applied to other critical equipment and, along the way, also free up maintenance resources.

Focusing on the ‘critical few’ Most of us have long heard the concept of “Continuous Improvement” (CI) bantered about: Not being satisfied with status quo and looking for incremental changes for the better is the ongoing quest of successful businesses. Many maintenance organizations have been on the CI journey for years, so the concept is not all that new. But making a BIG step-change in the performance and reliability of critical equipment often requires a dedica-tion of resources (i.e., time, money and people) in an already resource-constrained organization or business. Unfortunately for maintenance, lasting improvements are much more than a CI event, a “blitz” or a “kaizen event,” as many plants have discovered. It seems as if there are conflicting priorities and not enough time,


UPTIME

money and people to go around for those wishing to make sustainable improvements.

I’ve heard it many times: “We’ve got a facility running that depends on maintenance (and repairs) being completed in a timely manner. We just can’t stop doing what we’re doing to start an improvement program. So, we typically tap any discretionary time we have to plan, develop, deploy and nurture the latest improvements.” This is a mighty SLOW road to main-tenance improvement.

The very first step to continuous improvement should be to determine where the biggest, most penal-izing problems are. These include the asset that causes most of the maintenance trouble calls; the bottlenecks to production; the equipment that’s on the edge of failing, but thanks to regular applications of duct tape and tie wraps it keeps on ticking. The most logical starting point should be the MOST CRITICAL equipment right now and into the foreseeable business future.

Moving into the fast laneSometimes, we have to think of the equipment and facilities we are responsible for operating and main-taining in much the same way as vehicles driving in heavy traffic on, let’s say, I-85 South in Atlanta. For various reasons, not all vehicles belong in the fast lane: Some can’t go fast enough; have inadequate time before their exits; don’t have permits or qualify for the HOV lanes; or just aren’t in a hurry to reach their destinations. Moreover, it’s not even possible (nor is it CRITICAL) for all traffic to travel in the fastest lane.

Similarly, when a plant is resource-constrained, (i.e., skills, knowledge and finances), not ALL equip-ment in the facility can possibly receive the same degree of attention. Not all equipment is an actual “emergency” when it breaks down. Not all equipment needs the latest reliability-improvement bells and whistles. In other words: Not ALL equipment is equal.

Back to Atlanta’s I-85 South: Imagine what would happen if all cars and trucks on it tried to get into the express lanes! They ALL would come to a screeching halt. Although the drivers might have thought they could move faster, in reality, it would be impossible to get all vehicles moving fast in the same constrained

lanes. Besides, there’s no need for all the traffic to be in a fast lane. It’s much the same story with regard to our equipment and facilities.

What if we focused our limited resources ONLY on fast-tracking the MOST CRITICAL equipment that was truly in NEED of improved reliability and performance—the equipment where the risks were the highest and the consequences of failures were the most penalizing? The paybacks would be beneficial to the business, and the improvements would also probably free up the limited maintenance resources.

It will help to openly discuss RISKS and CONSE-QUENCES and CRITICALITY of certain assets with various stakeholders. This is a starting point in many a resource-constrained organization with moving and often conflicting priorities. (Getting the point across that all equipment and facilities aren’t created equal can sometimes be a tough sell). For starters, work with production, engineering and senior leadership to help make criticality determinations based on business objectives. Identify the most critical assets and rank them on a scale based on risk (probability and conse-quences) or other impact on business goals and values.

The bottom line here is to come to an agreement: Which assets are the “most critical” and why? You’ll also need to identify the assets that are lowest in criticality and those that are somewhere in the middle. In doing so, the stakeholder group should also be able to deter-mine the appropriate preparation and responses. Then, plan your work and work your plan:

n Target one of the top, most critical, at-risk assets you have and put it in the “fast lane.”

n Set specific improvement goals and objectives to achieve in a two- to three-month period.

n Deploy a multi-disciplined resource group to quickly and sustainably make significant improvements.

n Develop a structured and specific fast-track tactical plan and schedule.

n Remember to make your plans do-able in the sched-uled time.

Getting the idea across that all equipment and facilities are not

created equal and don’t belong in the ‘fast lane’ can be a tough sell.


UPTIME

Sustainability rules Take care to address the preparations and appropriate responses needed to assure continuously improved performance of the targeted asset: urgency, training, documentation, preventive maintenance, spare parts, root cause analysis, risk assessments and downtime tracking. The results will likely be impressive—a veritable breakthrough!

n People at all levels should notice the gains that have been made.

n Leadership will be able to leverage this experience and results for incremental culture changes.

Keep in mind that focused improve-ment on the critical few assets in your “fast lane” will lead to improved perfor-mance and, quite possibly, free up “reactive maintenance” resources that can be used in more planned/ preventive maintenance work.

Now is the time to seriously consider equipment criticality and life in the fast lane. There aren’t many alternatives to improving performance and reliability in this era of shrinking skilled-workforce pools and technologies that are outpacing our abilities to keep up. In case you wondered, the principles of risk-based focus, asset criticality and a multi-disciplined organiza-tional focus on business goals is central to PAS-55 Asset Management (and forthcoming ISO-55000 Asset Management Standards). Big, hairy audacious goals (B-HAGs) can really work to achieve breakthroughs in sustainable performance. Are you working on some? MT

[email protected]

Now’s the time to seriously consider which ‘lane’ your assets belong in.

It can be an effective step in improving performance and reliability.

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32 | MAINTENANCE TECHNOLOGY OCTOBER 2007

Tools To ‘Drive’ Your Motor Energy Savings

BOOSTING YOUR BOTTOM LINE

T

The Motor Decisions Matter (MDM) campaign is managed by the Consortium for Energy Effi ciency (CEE), a North American nonprofi t organiza-tion that promotes energy-saving products, equipment and technologies. For further information, contact MDM staff at [email protected] or (617) 589-3949.

oday’s marketplace is full of voices promoting adjustable speed drives (ASDs) with competing claims of savings and benefi ts. What’s all this

discussion about?An ASD controls the speed of an induction

motor by adjusting the voltage and frequency that supply the motor. Affi nity laws—which show that change in power consumption is proportional to the cube of the change in speed—illustrate energy-savings potential through the use of adjustable speed technology. What you may not have heard, however, is that in addition to saving energy, ASDs can improve operational processes and reduce motor maintenance costs.

Is ASD Technology Right for You?Adjustable speed drives can be very useful in applications with variable torque loads like centrifugal pumps, fans and blowers, as well as in HVAC and compressed air systems. However, ASDs are not a plug-in solution. In some cases, such as constant-power or constant-speed appli-cations and high-static-pressure pumps, ASDs will NOT save energy.

How can you fi nd out if ASDs will be a boon to your facility budget? Motor Decisions MatterSM (MDM) has you covered. On the MDM Website (www.motorsmatter.org), you’ll fi nd an entire section focused on this topic. Two resources, in particular, can help you assess whether ASDs are appropriate for your opera-tions and also help you develop a preliminary estimate of your energy savings and payback to identify and screen potential projects.

Get Answers to Your QuestionsThe National Electrical Manufacturers Associa-tion (NEMA) Application Guide for AC Adjust-able Speed Drive Systems is the fi rst resource you should review. Key selection and application factors include the motor, drive type, electrical supply, mechanical insulation and controls. The Guide also includes important safety and

operational considerations that help you make a smart decision.

Second, to help assess the economics of this investment, you’ll need to estimate how much energy can be saved—and what the payback period will be. The Bonneville Power Adminis-tration (BPA) developed an ASD Calculator to help you estimate the installed cost of an adjust-able speed drive, including materials and labor, energy savings and simple payback for installa-tions on fans and pumps. Users have the option of selecting from specifi c fan and pump types or providing measured power (kW) entries for application types not included in the calculator. Developed for the Department of Energy (DOE), the BPA ASD Calculator is an excellent tool.

With these resources, you’ll be in a better, more informed position to talk with an expert such as a utility account rep, motor distributor or your local service center about installing a drive. LMT

For more info, enter 04 at www.LMTfreeinfo.com

JANUARY 2013 MT-ONLINE .COM | 13

What you may not have heard is that ASDs can also improve operational processes and

reduce motor maintenance costs.


DON’T PROCRASTINATE…INNOVATE!

Whether your maintenance management software program is categorized as a CMMS (Computerized Maintenance Management System) or as an EAM (Enterprise Asset Management System), the operative word is always “management.”

Ideally, a maintenance management system is set up to record client/customer work requests and convert them into formal work orders used to communicate work instruction and report back relevant findings about work performed on any specific asset under the charge of the mainte-nance department. The work-order form is used as an instrument from which work-related data is collected and captured in the system that is in turn converted at a later date, through the reporting side of the system, into information used to make relevant management decisions about the state of assets and maintenance operations.

Unfortunately, the reality is that many corpo-rations only utilize the work-order side of the system due to an ineffective setup implementa-tion and experience great difficulty when trying to mine the data and tap into the power of the system’s reporting capability—the true “manage-ment” side of the program. The eventual result of a poor implementation is sheer frustration and lack of confidence with the software and a mistaken belief that only a new software tool will resolve the issues. As an asset-management consultant, I find this to be a familiar scenario with new clients. Seeking ways to improve their mainte-nance methods and approach, they are frustrated by the fact that their budgets typically don’t allow them to replace software they’ve already paid for. Is it any wonder? These days, the purchase price of a new, non-configured, CMMS/EAM system can run well into six figures!

A simple, yet virtually overlooked, innovative approach to resolving a perceived poor mainte-nance management system is to re-implement the original software as if it were a brand-new system!

Successful re-implementionFYI: Virtually any CMMS/EAM software can be re-implemented, set up and “tuned” to track and deliver on most management requirements at a fraction of the purchase cost of a new software package. Any improvement funds are best spent on developing a sound implementation and maintenance operating strategy built around the existing CMMS/EAM reporting system.

A variety of reasons can be cited for the lack of reporting capability of an existing CMMS or EAM system, and unless these are addressed, any new implementation or re-implementation will yield no better results than the original software—much in the same way a driver with bad habits does not become a better driver merely by purchasing a new car! The following seven steps address those reasons and act as a guideline to implementing a maintenance management system designed to fit your organization’s immediate and future needs:

#1: Perform a Maintenance Operations Effective Review (MOER)… Conducted by an internal audit team or a third-party maintenance consultant, a MOER identifies (in a tangible way) the current and future required state of maintenance. Findings typically include strengths that can be built on and improvement opportunities to close the gap analysis. Recom-mendations include the strategy, work-flow business processes, management action plan for rolling out the program, goals and expectations and relevant Key Performance Indicators (KPIs) to identify levels of service, including Asset Avail-ability; MTTR (Mean Time to Repair) or Main-tainability); MTBF (Mean Time Before Failure) or Reliability; etc., and the report requirements to deliver on goals, expectations and KPIs.

#2: Upgrade CMMS/EAM software to latest version…This step requires working with an IT or technical services department to arrange an update to the latest version of the software. If you purchased a

Ken Bannister, Contributing Editor

Is Your CMMS Or EAM Software Really Allowing You To Manage?


DON’T PROCRASTINATE…INNOVATE!

software maintenance agreement, the upgrade will be free. If your operating system or hardware requires an update to manage the latest version, or if you do not have a maintenance agreement, a cost/benefit analysis will need to take place. If an upgrade is not feasible due to cost or because the software is no longer supported, re-implement the current version of software.

#3: Determine setup parameters… The software setup must reflect how you will manage your department moving forward and what you track and report on as defined by the MOER goals, expectations and performance measures. The key to extracting information from data is not only collecting and inputting sound data in a consistent manner, but in how the data is sorted and packaged. First, we must identify all standard searchable fields, along with any User Definable Fields (UDFs), and generate appro-priate code sets. Customization is likely not an option with an existing system. Standard code-set examples include Work Order Type (Investigative, PM, PdM, Breakdown, Corrective, etc.), Asset/Equipment Type (Compressors, HVAC, Conveyors, etc.), Work Cate-gory (Electrical, Mechanical, Plumbing, Machining, etc.), Tradesperson (Mechanic, Millwright, Electri-cian, etc.), Priority (Emergency, Critical, Routine), Work Order Status (Awaiting Planning, In Planning, Planned Complete, Scheduled, etc.). These codes determine what type of work is being performed, by whom and on what, as the work moves through the maintenance department.

The software may offer searchable Failure codes that include Symptom, Cause and Effect. These call for much thought and training to leverage effectively. If unsure, the most effective method is to just use the Cause code for identifying maintenance-related failures and non-maintenance-related failures to determine the difference between what maintenance manages (all failures), versus what it controls (Main-tenance-Related Failures). Another useful search parameter would be Internal versus Contracted work to determine the type and percentage of work performed by in-house personnel.

#4: Populate the database…If your original (“legacy”) CMMS/EAM system was unsound or incomplete, only the asset register should be transferred (after being checked for accuracy and naming conventions). If an inven-tory was in use, it also should be checked prior to transfer and updated after a physical inventory count. If no inventory is used, only labor costs can be tracked until the inventory is set up off-line and incorporated (when completed) into the database at a later date.

Codes reviewed in step three are entered in the system. PM job tasks are reviewed for validity and effectiveness and entered into the re-imple-mented system as per the rollout schedule set up in step one.

#5: Redesign work-order layout… The work-order layout should communicate instruction and ask for the data you need to collect for reporting purposes.

#6: Learn how to use the Query and Report writer… Many programs will allow ad hoc queries that allow the user to “slice and dice” the data many different ways and transfer the information into a spreadsheet for reporting purposes. Some systems may require IT to develop formal reports through computer code. Understand what you can do to extract data and report it out in a timely manner as easily as possible.

#7: Roll out the program. . .A second innovative aspect of this approach is using your existing software to build a low-risk founda-tional maintenance management structure that can be tested and benefitted from immediately, then easily transposed—in a virtually seamless manner—to any future maintenance software purchase.

Good Luck! [email protected].

The unfortunate reality these days is that many operations utilize only the

work-order side of their maintenance management systems.



Paul D. TomlingsonPaul D. Tomlingson Associates, Inc.

The main objective of maintenance is to assure the reli-

ability of modern production equipment so manufac-

turing and quality targets can be met on time and under

budget. When successful, maintenance practices contribute to

plant profi tability. But what about when plant operations must withhold

equipment in need of servicing because of pressure to meet production

targets? Or what if a vendor fails to deliver rebuilt components on time

and prevents maintenance from completing its work? In these cases and

others like them, it’s clear that maintenance does not control important

functions that impact its ability to perform effectively (see Table 1).

Few would disagree that if plants are to run effi ciently and reliably, a high

degree of cooperation and mutual support among all plant departments

is essential. But this is not always the case.

Everything points to the plant manager as

the key to maintenance success.

Part I:

Paul D. Tomlingson Associates, Inc.

The main objective of maintenance is to assure the reli-he main objective of maintenance is to assure the reli-

ability of modern production equipment so manufac-

turing and quality targets can be met on time and under


plant profi tability. But what about when plant operations must withhold






The Plant Manager

As Change Agent


Plant Manager Plant Manager Plant Manager

Change AgentChange Agent Change Agent Change Agent



Table I. Control of Critical Maintenance Elements (Based on Survey Results from 21 Different Plants)

Table I is an eye-opener. It shows results of a survey conducted within 21 different domestic and international plant operations. Maintenance managers were asked to rate the relative importance of 15 vital maintenance control elements and list them in an order of priority. Next, they rated the degree of direct infl uence they had over each element (10 being highest). Then they rated the degree of control (%) that

maintenance had over each element. These two ratings were multiplied to yield a control index. The fi ndings of the survey indicated that maintenance could substantially infl uence only three of 15 control elements (italicized index value of more than 5.0). The remaining 12 elements could only be improved with support from other departments. Overall, in these plants, maintenance had just 49% control over its destiny.

Priority

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

10

10

9

9

8

8

7

7

7

6

5

4

4

3

2

60

20

70

30

50

20

20

50

75

60

50

80

40

90

20

6.0

2.0

6.3

2.7

4.0

1.6

1.4

3.5

5.3

3.6

2.5

3.2

1.6

2.7

0.4

Maintenance

Other

Maintenance

Other

Other

Other

Other

Other

Maintenance

Other

Other

Other

Other

Other

Other

Labor Productivity

Material Control

Leadership

Work load

Organization

Interdepartmental relations

Cost data

Performance data

Preventive maintenanceprocedures

Planning

Scheduling

Training

Maintenance engineering

Technology

Labor practices

Control ElementInfl uence

Rating

Degree ofMaintenance

Control (%)

ControlIndex

Primary Sourcefor

Improvement

Maintenance Control of Critical Elements 49



While maintenance departments by themselves can’t change the circumstances refl ected in Table I, plant managers can. Unfortunately, it’s not necessarily easy. As one manager struggling with the task described it, “Getting my arms around this maintenance thing is like trying to separate fl y-dung from pepper with boxing gloves on.” This article will attempt to sort through the dilemma and offer suggestions on how your maintenance team can help your plant manager be the change agent you need. Key points to remember are that successful maintenance requires support from the entire operation and that plant-wide cooperation starts with maintenance.

According to our evaluations, plant departments are more likely to work at cross-purposes when the maintenance program is inadequate. Consider:

■ Of 31 maintenance organizations we evaluated, none had a well-documented maintenance program. Only six mainte-nance managers could explain what the total program was “supposed to do.” Few of their subordinates were able to fully describe every element of their “program.” Many thought a newly purchased information system was the program.

■ Of the 31, 20% attempted self-directed teams staffed with craftsmen. All failed because a properly documented program providing work-control procedures had not been provided. Although these craftsmen were well qualifi ed to diagnose and repair equipment problems, none had been educated on the work-control procedures previously provided by their supervisors. A well-defi ned program and education about its procedures could have avoided these failures.

■ Of 13 other heavy-industry maintenance clients evaluated, nine did not have a program in place and needed consulting support because they had purchased information systems they were incapable of using. Attempted implementation of those systems led to more confusion and frustration.

Defi ning and documentingTo alleviate the conditions noted in the above bullet points, a plant’s maintenance program must defi ne and document several plant actions. This must fi rst include how operations and other departments request work (work order system) and how maintenance will identify it (inspections, testing and monitoring). Maintenance must then classify the work to determine the best reaction (emergency or other priority level), then plan all non-emergency work to ensure it is accomplished effi ciently. Maintenance and operations should then jointly schedule planned work (and static PM services) to ensure it is performed with minimal interfer-ence to operations and makes the best use of resources.

Upon joint approval of the schedule, maintenance must then assign work to supervisors who, in turn, ensure that each crew member has a full shift of bona–fi de work. Then supervisors must control the work with direct supervision and by applying work-control procedures to ensure work quality and timeliness. The program would then specify how to measure completed work to ensure timely completion, under budget with quality results. The program would also prescribe a means to periodically evaluate accomplishments to verify satisfactory performance or identify and prioritize improvement needs.

An appropriate information system would complement the program to provide quality, accurate and timely infor-mation with which to control the functions of the program, measure cost and performance and assess accomplishments toward goals. Program documentation must be of suffi cient quality so that personnel substitutions will result in the same level of performance or quality of work.

This type of program spells out what is to be done, by whom, how, when and why. If these elements are in doubt, maintenance will struggle to determine how to deal with the uncertainty they have created by not defi ning their program. They will fi nd it hard to select the most effective information system, for example, without knowing what they want it to control. They will also fi nd it hard to imple-ment maintenance strategies (such as RCM) because they have no structure to support it. And returning to our earlier conclusion that maintenance requires all the support it can get from other departments: If maintenance cannot explain to others how to help, it will either get no help or get confl ict based on guesswork.

The plant manager leads the way An effective maintenance program is a byproduct of the plant manager’s production strategy. Its purpose is as much to ensure well-ordered procedures within maintenance as to advise other departments how to help maintenance carry out its services effectively. Sadly, plant managers often don’t understand how to devise and defi ne the best strategy for their operation, and are frequently disappointed with their efforts to correct poor results.

Through numerous discussions with clients, we’ve learned that education is usually needed to clarify the roles of plant managers, their maintenance departments and how all depart-ments must interact. Our fi rst task is often to get the plant managers involved. They soon realize that in order for every department to support maintenance, each department needs to know what is expected of them. They also recognize that ground rules are needed to outline how departments should work together to support the maintenance effort. These real-izations should emerge as mutually supporting departmental responsibilities, objectives and policies (see Fig. 1).



As depicted in Fig. 1, the company mission suggests the broad guide-lines upon which the plant manager can develop a production strategy or business plan (his pathway to profi t-ability). In turn, the plant manager assigns objectives or responsibilities to each department that conform to this plan. He then states poli-cies or guidelines to clarify how responsibilities are to be carried out, especially in the case of interdepart-mental actions.

With these responsibilities and guidelines in mind, each department then develops internal procedures (such as how to plan maintenance work) and interdepartmental proce-dures (such as how maintenance obtains materials from the ware-house.) The collective procedures of each department then constitute that department’s program. The program is brought to life with the addition of an information system to help control internal department actions and interactions between departments, while plant managers use it to control the total plant operation.

Fig. 1. A company’s mission suggests broad guidelines that help a plant manager develop his/her pathway to profi tability. This leads to policies and guidelines that clarify how responsibilities are carried out.

InteractControl

Measure

PROGRAM

Companymission

Mine manager'sbusiness plan

Otherdepartments

Maintenance

Developinternal

procedures

Developinterdepartmental

procedures

Assigns departmentalobjectives and specifi espolices for the conduct

of maintenance

Add work orderinformation

system

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As procedures are being developed, however, departments must communicate with/talk to each other. Concurrently, as the plant manager assembles the production strategy, he/she must assign meaningful objectives to each depart-ment. One enterprising plant manager decided to start with operations and maintenance, as their coordination was one of his biggest concerns. Seeking the best advice available to him, he met with the managers of those departments at his plant and asked them to describe how they should interact. After much discussion, Table II emerged.

Using the interactions described in Table II, the plant manager composed the following maintenance objective for his site: “The primary objective of maintenance is to keep produc-tion equipment in a safe, effective, as-designed operating condition so that production and quality targets can be met on time and at the least cost. A secondary objective of maintenance is to perform approved, properly engineered and correctly funded non-maintenance work (such as construction and equipment installation) to the extent that such work does not reduce the capability for carrying

out basic programs. In addition, maintenance will operate support facilities (such as power generation) but will ensure that necessary resources are allocated within its work force and properly budgeted. As needed, main-tenance will also monitor the satisfactory performance of contractor support when utilized to perform maintenance or capital work.”

An objective like this links maintenance with other key departments, clarifying their mutual support of the plant production strategy. Primary and secondary objectives are provided to establish precedence: production equipment fi rst, then project work, resources permitting. By providing a clear objective, many unfortunate consequences can be avoided.

At this point, other department objectives can be roughed out for discussion, such as:

Operations…“Operate equipment properly to meet estab-lished production, quality and cost targets. Utilize mainte-nance services to help ensure reliable equipment. Incorporate operator maintenance in conjunction with maintenance. Observe guidelines in requesting non-maintenance support. Follow established work-order procedures in requesting work and utilize them to control work performed by operating personnel. Conduct weekly scheduling meetings with main-tenance and engineering to determine the requirement for equipment shutdown for the coming week. Negotiate best shutdown times to comply with needs.”

Purchasing…“Provide support to obtain materials and services as requested by operating departments. Ensure timely delivery of materials and services as specifi ed to permit on-time completion of maintenance or project work. Ensure delivery of quality materials and services by vendors within agreed-upon costs.”

Warehousing…“Stock and replenish specifi ed repair mate-rials, components and consumables to ensure they are avail-able for use as required. Arrange procedures to have selected components rebuilt and restocked in inventory. Provide effec-tive issue and return procedures. Operate tool room to ensure availability and accountability for specifi ed tools.”

Accounting…"Establish a suitable information system that allows operating departments to develop and utilize information to control operations and work while providing plant-level cost and performance information. System should also provide for control of inventory and purchasing activi-ties. Confer with all departments as system is implemented to ensure system emphasizes ease of use and highest capability among fi eld personnel to develop data as a basis for timely, accurate, and complete information.”

Table II. Typical Working Relationships Between Operations And Maintenance

Maintenance to operations

Operations to maintenance

Advise of program details and proceduresProvide preventive maintenance (PM) servicesReplace major componentsMake emergency repairsPlan and execute selected major jobsPerform overhaulsAdvise of required maintenanceTrain operators on PM-related tasksProvide information on repair decisions

Understand and support the programAdvise of production schedulesSpecify availability of equipmentRequire operators to perform PM checksOperate equipment correctlyReport problems promptlyComply with approved maintenance schedulesRequire quality serviceStay informed of cost and performance

Interaction Action



The next task for the plant manager would be to develop policies to guide departments as production interacts with maintenance or purchasing, and warehousing supports maintenance. Policy-setting can only be accom-plished by the plant manager, whose ultimate responsibility is plant profi t-ability.

Most plant managers develop their policies by simply bringing depart-ment managers together and asking each of them what they expect from other departments. Soon, basic policy ingredients are revealed and expressed directly by those affected most. Take, for example, this typical policy for Preventive Maintenance:

■ Maintenance will conduct a detec-tion-oriented PM program. The program will include inspection, condition monitoring and testing to help uncover equipment defi cien-cies and avoid premature equip-ment failure. The PM program will also provide lubrication services, cleaning, adjusting, calibration and minor component replacement to help extend equipment life.

■ Preventive maintenance will take precedence over every aspect of maintenance except bona-fi de emer-gency work.

■ No major repairs will be initiated until PM services have established the exact condition of the equip-ment and elements of the repair have been correctly prioritized.

■ Equipment operators will perform appropriate PM services to help ensure the reliable operation of equipment.

■ Compliance with the PM schedule will be reported to management and supervisors controlling “no show” equipment identifi ed.

■ The overall PM program will be assessed annually to ensure that it covers all equipment requiring services and that the most appro-priate types of services are applied at the correct intervals.

■ The performance of the PM program in reducing equipment failures and extending equipment life will be verifi ed.

Coming upThere’s much more to this discus-sion. It continues in the February 2013 issue of MT with the author’s detailed description for how to defi ne a maintenance program. MT

Paul D. Tomlingson is the Principal of Paul D. Tomlingson Associates, Inc., based in Denver, CO. 82-years-young, he's been working as a worldwide main-tenance consultant for almost 45 years. Email: [email protected].

A maintenance department on its own typically can't change what it controls.But the plant manager certainly can.


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ONTORoad

THE

Rick Carter Executive Editor

Wastewater’s ‘Roadmap’ To Sustainability

As industrial operations go, wastewater treatment

is essentially hidden in plain sight. Some 16,000

wastewater treatment plants dot the U.S., serving

millions of residential, commercial and industrial

“customers” daily. But most of those who benefi t from

these operations know little about where the closest treat-

ment facility is or what it does. Plant sizes vary, of course,

and even though they’re tax-funded, these facilities typi-

cally operate as unobtrusively as possible. After all, who

but an engineer wants to think about sewage? A treatment

plant is expected to run 24/7/365, clean up the nasty stuff

(somehow) and move it along. What else is there?

A new plan from the

Water Environment

Federation redefi nes the

nation’s wastewater

treatment processes in

terms that focus on energy

savings and generation.

(All photos used in this article are courtesy of East Bay Municipal Utility District, Oakland, CA)


“Plenty!” says WEF, the Water Environment Federation (or “the Federation”), an Alexandria, VA-based not-for-profi t, non-lobbying group formed in 1928 to educate and train water-quality professionals. The primary goal of its new strategic plan, for example, is to enlighten everyone—from treatment-plant operators and politicians to citizens—that wastewater is not really “waste.” A cornerstone of this effort is WEF’s “Energy Roadmap,” an initiative that includes training, guidance documents, a recognition program and more. Its basic tenets are summarized in a six-page matrix of best practices. It was created to help stakeholders under-stand how the treatment of wastewater (a.k.a. sewage) can become energy-neutral or, better yet, energy-generating. Through that understanding, the group hopes to lead the treatment business away from obscurity toward a new role as a sustainability leader.

A map for every driver“We’ve always used public outreach,” explains Matt Ries, WEF’s Chief Technical Offi cer, “but never with this kind of focus.” The need for such focus became obvious, after WEF conducted an extensive survey of its 36,000+ membership and non-member water-sector professionals. The fi ndings revealed a feeling among respondents “that there was a lack of leadership and thought leadership” in the water sector, says Ries. “We heard that loud and clear.” In retrospect, he adds, it’s not surprising respondents felt this way. Not only is WEF itself a federation comprised of 75 member associations, countless other factions must be considered with regard to how water is treated, dispensed and used, from geographical and technical to regulatory and political. According to Ries, the need to satisfy all of them has long been a signifi cant challenge to large-scale initiatives.


The fi rst page of WEF’s Energy Roadmap matrix section outlines in simple terms the steps that wastewater treatment plants can take to achieve sustainability.


As a result, WEF revamped its strategic initiatives last year to include one that commits the Federation to driving what, it believes, is the water sector’s critical need for innovation. Conceptually, this began with its WATER’S WORTH IT® campaign (www.waters-worth-it.org) that “stresses the inner-connectivity between all water bodies and sources,” according to Ries. Complementing this work are “sector-wide initiatives to improve water access, to facilitate breakthrough concepts about resource-recovery and, for wastewater, the nutrients and energy that can be recovered from it. The one area we have specifi cally called out is about inspiring and supporting a movement toward an energy-positive water sector.”

Understanding the need to satisfy the sector’s many stake-holders, WEF chose to create “a high-level, easy-to-use, non-prescriptive framework to push people in the right direction,” says Barry Liner, Director of WEF’s Water Science

and Engineering Center. “We want to become energy-posi-tive, but one of the issues facing utilities is what to do fi rst.” For guidance, Roadmap creators looked at the Smart-Grid Maturity Model (www.sei.cmu.edu/smartgrid) from the elec-tric industry and saw a shift from centralized generation and transmission to a decentralized approach “similar to our sector’s move from waste disposal to resource recovery.”

In wastewater, this journey involves changing the percep-tion of a treatment plant’s main input—raw sewage—from useless waste to an energy-producing commodity that has value. One of the main ways wastewater treatment plants can use sewage to generate energy is through anaerobic digestion. In this process, microorganisms break down biodegradable material, which includes most components in sewage, without oxygen. The digestion process makes biogas, which can then be burned to generate electricity or used for other purposes.

ONTORoad

THE

Water professionals speak in reverential terms about the wastewater treatment facility run by the East Bay Municipal Utility District (M.U.D.) in Oakland, CA. With regard to sustainability, “These people have already succeeded,” says Barry Liner, Director of the Water Environment Federation’s (WEF) Water Science and Engineering Center. “They had visionaries 20 years ago who started this plant. Now it’s the fi rst recognized wastewater utility in the U.S. to become energy-positive,” a feat it achieved in February 2012.

East Bay M.U.D. became energy-positive by adding organic waste to its normal sewage intake and sending the mix to its anaerobic digesters to generate biogas, which it then burns for electricity. The added organic waste includes food-processing and agricultural waste, fats, oils, grease and food scraps, much of which previously went to landfi ll. The plant’s digesters turn the mixed wastes into nutrient-rich biosolids and biogas, an energy-rich mix of methane and carbon dioxide. A new 4.6 MW turbine helps the plant take advantage of all the gas it produces and create enough extra electricity to sell a portion back to the grid. The process is so successful that the plant is bringing on an additional

digester that has nothing to do with wastewater. “It will simply process organic waste and generate more power,” says Liner.

Liner is pleased to note that WEF’s new Energy Roadmap(written to help water treatment plants become more sustainable and using East Bay as an example of the potential) can also help this highly successful operation. “The interesting thing about East Bay is that, because they had all this organic waste, [energy-] generation was the low-hanging fruit for them,” he says. “But they never really looked at energy conservation on the demand side.” He adds that the cutting-edge facility sees the Roadmap as an effective way to help ensure that its daily operation is as energy-effi cient as it is energy-positive.

Water professionals speak in reverential terms about the wastewater treatment

Leader of the Pack: East Bay M.U.D.

the fi rst recognized wastewater utility in the U.S. to become digester that has nothing to do with wastewater. “It will



The anaerobic-to-biogas process is not new, but is not in wide use. Most wastewater treatment plants are built around the traditional aerobic/activated sludge process, which involves biological treatment of sewage and a settling period that leaves behind solids that must be disposed. According to WEF’s Biogas Data project (www.biogas data.org), about 1230 waste-water plants in the U.S. have anaerobic digesters, 837 of which use the biogas for energy and 292 of which generate electricity from the biogas. Another 74 deliver electricity to the grid, and 25 deliver biogas directly to pipelines. A few more have digesters, says Liner, but use them only for storage. He points out that anaerobic digestion is not the only way treat-ment plants can generate energy. Other technologies include gasification of biosolids and the production of ethanol and other biofuels from algae-based processes. “There’s also small-scale hydro power,” he notes, “but right now, only a very small number of plants are energy-positive at all, so there’s a lot of opportunity here.”

New directions neededWEF’s Roadmap acknowledges the great leap needed for most plants to reach “energy-positive.” The document itself uses a straightforward, easy-to-grasp approach to outline the many steps most operations would have to take to become more sustainable. Many of the steps are universal enough to be instantly recognized by any industrial professional who has ever participated in an operational improvement effort.

“We looked at the first, middle and advanced steps,” recalls Liner. “Then we put this framework together, a lot of which has nothing to do with putting in any energy-conservation or any generation equipment. It talks about how you need to have a visionary and a champion to run it. You need to communicate to staff and empower staff to shift the culture. Then we get into more technical things, such as conserving energy, which is demand-side management, and on the supply side, which is energy-generation. The last topic area is ‘Innovating for the Future,’ where we offer ways to keep moving forward.”

The addition of a new low-emission biogas turbine (at left) made it possible last year for the Oakland, CA, East Bay Municipal Utility District to become the first net-zero wastewater treatment plant in North America.

By accepting trucked-in organic waste for anaerobic digestion, the East Bay Municipal Utility District has doubled its biogas and renewable energy production over the past decade.

ONTORoad Sustainability

THE



Liner advises that the first major leap for many plants should be to address their energy use. This means “you must get your electric bills and look at them,” he says. “A lot of times, the bills go to finance and no one in operations ever sees them. As a result, operators have no idea how their bills are set up and how they could conserve, such as shaving peak usage.” The Roadmap’s energy-management theme includes section headers like “Initiate an Energy Audit” and “Set Goals for Reducing Energy Use and Cost,” which are followed by bullet points, but not cumbersome detail. “We say to initiate an audit, not to what extent,” says Liner. “It doesn’t prescribe that you have to get out there and actu-ally set up current meters and see what the voltage drop is across something. It can just be a checklist or whatever is appropriate for your situation.”

Liner and Ries believe that the Roadmap will best further the universality of WEF’s goal to drive innovation by avoiding technicalities, formulas and anything that resem-bles a requirement. “People are happy this is not a thousand-page engineering document with a ton of equations,” says Ries. “And it’s not a certification program, so you don’t have to get a third-party audit to show that you’ve gone through the steps. It’s a non-threatening approach that allows you to make big changes.”

Revving up Granted, “big” is a relative term. Most of the nation’s treat-ment plants are, in fact, considered “small” operations, treating 1 million gallons per day or less. “And a lot of small plants may only have a couple of people running them,” says Ries. “These might be the same people who plow the streets and mow the lawns. So you might not have the technical expertise required to run a more complex system that recovers energy from wastewater. There are also a lot of cash-strapped utilities that, for various reasons, can’t raise the capital or raise their rates. And they may be dealing with aging infrastructure. But there are solutions to all these barriers,” he says, including “public/private partnerships, where another industry or ESCO [energy service company] might come in and partner with the utility through a long-term lease on equipment or a share of the energy savings.”

Liner points to the fact no investment is required for Roadmap users to implement basic efficiencies that the document outlines as first steps. “Changing your repair and rehab program or addressing when you fill up a tank

or when you run a pump, for example, can save you money on the demand side. Some of the generation opportunities require money, but on the conservation side, you can simply save.” And WEF is betting that if the Roadmap reaches its target audience, good things will happen. This means getting it to utility managers, contractors and operators, a group, Liner adds, that can get things rolling just by asking to see their plant’s utility bills. “The Roadmap is written at so high a level,” he says, “it’s useful for water professionals, their customers and their local politicians.”

The document also includes new terminology that WEF hopes will get all stakeholders thinking along the same lines. “We want to reach the point where treatment plants are thought of not as energy consumers, but energy genera-tors,” says Ries. “So the first page of the Roadmap makes the distinction that wastewater treatment plants are not waste-disposal facilities, but water-resource recovery facili-ties that produce water, nutrients and energy. We know that part of our success will come through the naming, so this is one thing WEF is doing now. As of January, we are ‘water- resource recovery facilities,’ and this is the term we’ll use in all of our publications.”

WEF will also work more closely with its partner organi-zations in 2013 to keep its revamped strategy highly visible to all in the water-treatment community. The hoped-for effect, of course, is that the Roadmap and the Federation’s other outreach efforts will be accepted not just as another collection of good ideas, but as real-life, workable strategies. As Ries describes it, a minimal goal is that “the concept of energy conservation and energy generation becomes a part of the everyday conversation and culture of treatment plants at all levels.” But he hopes for more. “We’ve been working on a sustainability initiative at WEF for over five years,” he says, “and we talk about the day when ‘sustainable approaches’ or ‘sustainable water management’ become phrases we don’t use anymore, because when you use a term like ‘sustainable,’ you set it aside from the conventional. It’s when sustain-able becomes conventional and when energy-generation becomes the standard that we’ll know we’ve succeeded.” MT

To learn more about the Water Environment Federation or to download your copy of the “WEF Energy Roadmap, V1.0,” visit www.wef.org.

No complicated engineering documents or certification processes here. Still, this non-threatening approach can help operations make big changes.



Green

Green

GadgetsGadgets

Rugged Turbine Meters With Available Pulse Output

Sequential Battery Charger Powers Up Jobsites

Omega’s FTB-630 Series turbine meters are dry-register mechanical totalizers that offer accurate, economical reading of high fl ows

with low pressure loss. The horizontal-axis turbine drives a vertical shaft that is magneti-cally coupled to a sealed register. In addition to mechanical totalizing, registers can be equipped with magnetic pulse reed sensors well suited for remote totalizing, pacing of electronic metering pumps and water treatment applications. The FTB-630 Series features 2”, 3”, 4”, 6” and 8” pipe sizes and bodies manufactured of tough cast iron epoxy-coated for protection. Tungsten steel shafts and jewel bearings further enhance the durability of these products. Simple removal of the top fl ange reveals all parts for inspection, repair or replacement. The meters’ tamper-evident seals clearly call attention to unauthorized access.

Omega Engineering, Inc.Stamford, CT

Milwaukee Tool is introducing yet another productivity-enhancing solution for the professional tool user this month. Its Energy-Star-rated M18™ Six Pack Sequen-

tial Charger will sequentially charge up to six battery packs of any Milwaukee M18™ LITHIUM-ION battery, allowing users to walk away and remain confi dent they will have enough power to complete their jobs. The Six Pack Sequen-tial Charger features a compact design, integrated hang holes for vertical mounting, and a pass-through plug to conserve outlet space. The unit can charge M18™ compact batteries in 30 minutes and extended-capacity (XC) batteries in 60 minutes. According to the company, with the expansion of the M18™ system and widespread adoption of the platform, today’s skilled craftspersons depend on toolboxes full of items that require multiple M18™ LITHIUM-ION batteries. Because the new charger will reduce the amount of time spent changing out batteries, users can be more productive at the jobsite than in the past.

Milwaukee Electric Tool Corp.Milwaukee, WI

that require multiple M18™ LITHIUM-ION batteries. Because the new charger will reduce the amount of time



SUPPLY CHAIN LINKS

28 | MAINTENANCE TECHNOLOGY JANUARY 201328 | MAINTENANCE TECHNOLOGY JANUARY 2013

Countless communities across

the country know that their aging

infrastructures won't get any younger

on their own. But as one Texas city

has found, tough budgets don't have to

stand in the way of critical upgrades.

Here's what's working for Denison.

Tammy Fulop Vice President, Energy Solutions

Schneider Electric

Building Smart CitiesTrue maintenance technology...

Urban environments today represent

both our biggest opportunity and

biggest challenge in regard to energy

effi ciency, consuming 75% of global

energy and giving off 80% of greenhouse gas

emissions. Urban dwellers are also on the rise:

By 2050, it’s projected that cities will be home

to 70% of the world’s population.

SUPPLY CHAIN LINKS


City leaders—along with their maintenance teams—are tackling congestion, sprawl, power shortages, lack of water, unaffordable public services and many other signifi cant issues. When the lens is focused on challenges relating to energy use, the supply side of the equation gets the bulk of consideration. No matter how much new energy generation we bring to the table, sustainable change isn't possible without curbing our exponentially rising need for electricity.

Driving real change will require us to refocus our atten-tion on the demand side. The good news is that maintenance professionals can play a role in bringing about this change.

Looking to performance contracting The bad news is that in facilities across the country, there’s often a lack of intelligent energy-management practices in place. Disparate systems for water/wastewater, HVAC, lighting controls and other systems are controlled manu-ally. In larger facilities, buildings may have several manage-ment systems that don’t “talk” to each other—missing out on energy effi ciency, cost savings and the need to meet rising industry performance expectations and standards.

It’s a fact of life: Maintenance professionals everywhere are tasked with making the most of their time and resources, all while considering environmental impact. With so much of their attention focused on the day-to-day operations of their facilities (and the budgets within which they work), how can the move to intelligent management systems be made?

One proven fi nancial vehicle worth considering is an Energy Savings Performance Contract (ESPC). By part-nering with industry professionals, city leaders and building stakeholders gain the perspective and resources to imple-ment intelligent management systems that improve the effi ciency of their buildings and simplify the work of their maintenance professionals.

■ ESPCs leverage the fl exibility and resources of the private sector to pay for energy-saving capital upgrades using future energy savings. The initial capital investment required to do the work is provided by the private fi nan-cial community and the actual services, such as energy equipment retrofi ts, are delivered by Energy Services Companies (ESCOs). The fi nancier is paid out of the accrued energy savings, with the ESCO guaranteeing a certain level of savings or performance.

■ ESPCs typically bundle a variety of capital upgrades into one project, creating a signifi cant guaranteed annuity that is fi nanced over a 10- to 20-year period. Energy retrofi ts can easily achieve up to 30% energy savings and generate operational and environmental savings, while reducing carbon emissions and pollution.

How one Texas city achieved effi ciencyTake for example the City of Denison, TX (the "City"), which recently implemented a $7.9 million ESPC project to upgrade and retrofi t existing equipment and reduce opera-tional costs in its wastewater treatment plant and other municipal buildings. Projected for completion in the spring, the project is enabling the city to implement long-term energy effi cient solutions in its facilities, saving approxi-mately 20 percent of its annual energy costs over the 15-year term of the contract.

The performance contract started with supporting improvements, including the addition of a central energy management system (EMS) in 11 city buildings, including city hall, the community center, the library, a pool, service center, police station, three fi re stations and an indoor batting facility. Other upgrades made throughout the city buildings include upgrades to aging HVAC equip-ment and retrofi ts from T12 to T8 lighting fi xtures. The ESPC is enabling Denison to reduce its energy use by 2.1 million kilowatt hours—which is equivalent to taking 240 cars off the road annually.

After the energy retrofi ts to its buildings were successfully completed and savings were evident, Denison had added confi dence moving forward with its wastewater treatment plant. At fi rst, the City was hesitant to move forward since this facility is its only treatment plant and prolonged down-time was out of the question. Still, the City knew the updates were needed.

Challenged to operate at peak effi ciency levels as a result of outdated equipment, the Denison Wastewater Treatment Plant has partnered with Schneider Electric and City design engineers to improve the aeration basin and aerobic digester, install new fi ne bubble diffusion grids, replace blowers and pumps and perform other upgrades to enable the plant to operate at its full potential, while improving processes and effi ciency. When the project is complete, operators will be able to shut down parts of the basin that are not needed, allowing sections to be drained for routine and preventive maintenance (a task that’s not been possible for 15 years),and increasing the overall dependability of the plant.

To operate the plant properly, personnel must be able to regularly drain water and access the grids for maintenance. Since the gates in the diffuser grid were degraded, it was a challenge to isolate them and make necessary repairs. That, in turn, presented code and environmental concerns. As a result, the plant had to run at maximum capacity—with constant adjusting of readings and controlling of valves.

When they're completed, retrofi ts to the wastewater treatment plant as part of the ESPC will allow personnel to regulate the facility's capacity to the incoming capacity and spend less time manually manipulating equipment.

SUPPLY CHAIN LINKS


The updates will also help prolong the life of the system by ensuring regular maintenance of the equipment. This will free up time and resources that can be better spent elsewhere, allowing for a streamlined, efficient system— and proper maintenance. ESPCs and maintenance prosAs someone involved in the operation of one or more facilities, you play a role in driving intelligent energy management and building the case for energy-effi-cient retrofits. A site energy audit is a good first step. You'll also want to approach your maintenance strategies from a holistic standpoint to help boost productivity, reduce operating costs and increase efficiency. From there, you can understand how energy is being used and the potential for savings. A centralized controls system can have a substan-tial impact on the productivity of a facility, and an ESPC is an accessible vehicle to implement such a system.

For managers looking to build their case to a board or poten-tial investor, focus on highlighting the energy-savings financing mechanism, as well as the cost-avoidance factor of evaluating and updating systems holistically rather than bit by bit.

Denison's City Administration helped build the case for the ESPC, influenced by insights gathered from maintenance

professionals and others. Changes were clearly needed. And the ESPC—which comes with a guaranteed ROI— has provided the right vehicle for helping the City move forward on necessary updates that are making its facilities run more effectively.

When considering an ESPC, attention should be given to investing in personnel training as well. It’s not just about getting the right technology in place, but also ensuring that the staff is comfortable managing and maintaining the systems.

Urban efficiency can deliver up to 30% energy savings, reduction of water losses by up to 15% and reduction of travel time and traffic delays by up to 20%, not to mention longer-term environmental, social and economic sustain-ability. The opportunities to address our energy-demand challenges are real. Through ESPCs and energy-efficient practices, we can help our cities ensure competitiveness and manage growth for today and many years to come. MT

Tammy Fulop is Vice President, Energy Solutions, for Schneider Electric. Since 2000, she has applied her leadership talents to driving the success of performance contracting projects for hundreds of clients in the U.S.

Coming with a guaranteed ROI, an ESPC is helping the City of Denison, TX, move forward sooner than

later with the types of system updates that can make its facilities run more effectively.


AUTOMATION INSIDER

Optimizing Energy Use

By Gary Mintchell

Whether you personally monitor/manage energy at your site or not, you can bet

your management is interested in gathering better, more detailed informa-

tion about energy usage. This is not just for the idle amusement of the “guys

with ties.” Determining and managing energy from unit level down to individual

components offers signifi cant opportunities for improved plant profi tability.

Energy management has been a key topic discussed during my last few trips

around the automation world. From the end of October through the end of

November, I attended the Yokogawa Users Conference, Rockwell Automation’s

Process Solutions User Group and Automation Fair, concluding with a trip to

Nuremberg, Germany, for the SPS/IPC/Drives 2012 trade show.

What I learned along the wayDuring a Profi bus International (PI) press conference at SPS, a Daimler engineer

described a beta project he had completed for a Mercedes plant: It involved the use

of the “Profi Energy” protocol within Profi net to save energy during machine or line

downtime periods. The protocol monitors the process and recognizes idle states.

It’s then able to turn equipment to LOW or OFF, reducing or eliminating energy

usage when it isn’t needed. The speaker reported energy savings greater than 50%

during these states. (PI says studies have shown up to 80% savings generally.)

OPC is another digital communications protocol. Its latest UA edition incor-

porates many new features that engineers are exploiting in order to move energy

data in a better, faster way. Given the discussions I’ve had both at the OPC Tech-

nology Summit in October in Orlando and at the OPC Foundation press confer-

ence at SPS, I expect application stories detailing successes before too long.

Two other companies showed me energy monitoring equipment and applica-

tions at SPS. Wago is a German manufacturer of terminal blocks, I/O compo-

nents, controllers and some application software. It was displaying new software

that draws information from its I/O to provide a detailed look at energy usage.

Likewise, B&R Automation, an Austrian motors, drives and controls supplier, has

enhanced its portfolio of energy solutions.

As you work with other departments in your organization on energy optimi-

zation, be aware that there are many automation solutions available to help you

in your quest. MT

Gary Mintchell, [email protected], is Co-Founder and Editor in Chief

of Automation World magazine and blogs at www.garymintchellsfeedforward.com.


By Gary Mintchell By Gary Mintchell



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TECHNOLOGY SHOWCASE



Manufacturing products also means transporting them, typically via truck. With new fuel economy standards coming and changes to diesel engine

technology, a new engine oil specification is needed. In 2011, work began on a new diesel engine oil category for on-highway diesel engines called PC-11.

The new category is driven by changes in engine techno-logy to meet emissions, renewable fuel and fuel economy standards for CO2 and other greenhouse gases. In addition, there have been changes in engine hardware that better represent new technology entering the marketplace since the last category was approved in 2006, and older hardware used in current engine testing is expected to become unavailable.

The new lubricant specifi cation will have to meet the need of lower CO2 engines, while providing fuel economy benefi ts and no compromise in engine life or durability. PC-11 should provide improvements in oxidation stability, aeration benefi ts, shear stability, compatibility with biod-iesel blends and protection from scuffi ng/adhesive wear.

The Engine Manufacturers Association recommends that the PC-11 category be split into two separate and distinct subcategories associated with fuel effi ciency with corresponding performance levels:

■ One that preserves historical heavy-duty oil criteria. This oil will be backward compatible with previous categories for on- and off-highway use.

■ One that provides fuel-effi ciency benefi ts while main-taining durability. The oil will have limited backward compatibility (OEM, engine, application dependent) and will have better fuel economy compared to current 15W-40 oils.

Stay tuned: Communication on the new category and proper application of the different products will be forth-coming. Shell is working with others in the industry to help defi ne and develop the new engine oil category. MT

On the horizon and moving toward you...

New Diesel Engine Oil Specifi cation

Coming In 2016Dan Arcy

OEM Technical Manager, Shell Lubricants

Lubricate Chains With Less Oil And Downtime

According to Spraying Systems, its single-point AccuJet® Electro-static Lube System can improve chain lubrication while reducing oil consumption and conveyor downtime. Capable of accommodating up

to four electrostatic nozzles with an injector pump for each, it provides uniform lubrication of critical areas and eliminates oil mist, thus creating a safer work environment and minimizing cleanup and contamination potential. A dedicated control panel requires no programming, allowing easy installation via user I/O integrated with a PLC-controlled system.

Spraying Systems Co.Wheaton, IL


GILLES LOUGASSI©FOTOLIA.COM

TECHNOLOGY SHOWCASE


For more info, enter 72 at www.MT-freeinfo.comFor more info, enter 71 at www.MT-freeinfo.com For more info, enter 73 at www.MT-freeinfo.com

Lube System Overcomes A Variety Of Challenges

Techno-Sommer’s Sharpshooter system addresses a number of lube challenges, including hard-to-reach lubrication points, expensive products that need

to be precisely dispensed and the unacceptability of mist lubrication in a plant environment. Working off standard shop air at up to 90 psi, it can place a drop of lubricant at up to 1m away with pinpoint accuracy. A pressurized tank generates internal pressures up to 750 psi. When a pulse is generated, a fi xed drop size is dispensed. Up to eight dispensing nozzles ranging in size from 5mm3 to 100mm3 can be attached to one tank. An extension hose of up to 2m in length allows for the dispensing nozzle to be placed around corners and in hard-to-reach spots.

Techno-SommerNew Hyde Park, NY


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IT’S OUR DDOUBLE-EDGED NNATURAL A ADVANTAGE

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LUBRICATION MANAGEMENTAND TECHNOLOGY

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SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYY

SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERGYSSSSSSSSSSSSSSSSSSSSSSSYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYY

EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYY

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NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYY

NNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYNNNNNNNNNNNNEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGYYYYYYNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGG

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MT editorial is derived from noted industry experts, end-users and leading suppliers in the marketplace. It focuses on equipment reliability and maintenance management solutions, as well as the proactive strategies and information systems that support them.

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MAINTENANCE LOG


Using Ultrasound To Identify

Electrical FaultsJoseph D. Gierlach Jr.

TEGG Service – An ABM Company

Seeing is believing.So is hearing. And with electrical systems, two

predictive/diagnostic technologies can be

better than one.

When it comes to complex electrical

systems, all components have value.

But some, such as transformers, circuit

breakers, insulators, switchgear, etc., can

take entire systems down—with disastrous results.

These “high-value” assets are the ones that demand

the most scrutiny.

A fi rst measure in protecting high-value assets...

MAINTENANCE LOG


There are myriad things that can and do go wrong with electrical systems, and “fi xing” them isn’t possible without fi rst diagnosing them. Interestingly, infrared and ultrasound technologies are often used in tandem to identify potential faults. Since infrared technology doesn’t “see” through enclosed panels unless they’re equipped with infrared windows, ultrasound technology can play a key role in safety and convenience. In fact, this is where ultrasound really proves its value as a predictive and diagnostic tool.

Listening fi rst and looking laterThe uses of infrared technology in managing equipment assets are typically well known. Some maintenance profes-sionals, however, may not be as familiar with the role of ultrasound technology in diagnosing complex system malfunctions. The two technologies work well together because one “sees” and the other “hears” what humans are incapable of sensing.

One of the keys to successful deployment of ultrasound is the ability to identify the sound signatures of electrical emis-sions, such as arcing, tracking and corona. This becomes easier with experience and practice. (There is also substantial information on sound signatures available via the Internet. One helpful, free resource is a sound-recording library from UE Systems at www.uesystems.com).

Ultrasound is particularly useful in helping avoid poten-tially lethal events such as arc fl ash. By fi rst listening with an ultrasound instrument, a user can detect anomalies—i.e., the tell-tale “bursts” of arcing or the steady, continuous “frying-egg” sound of corona—that clearly say to him or her, “Don’t open this unit (unless, that is, you’re ready to be exposed to temperatures as hot as the sun itself and an almost-inevitably fatal explosion).” It’s early-warning signs like these that bring us to the example of how ultrasound was instrumental in diagnosing a potentially disastrous failure in a critical-care unit of an Ohio hospital.

The hospital’s problem… Two transformers, manufactured in 2004, were inspected in October 2011. Virtually identical, the units were used to power a critical-care unit at the hospital

Transformers are crucial to the entire performance of an electrical system and, if properly maintained, should

last about 30 years. Regular maintenance is paramount, as transformers are subject to scarcity: The lead-time to obtain one is approximately 10 months.

The hospital had hired its local TEGG Service provider to inspect the transformers annually. The previous year, there had been no maintenance problems noted. Unfortunately, that was not the case with the facility’s October 2011 ener-gized services inspection.

The inspection's fi ndings… An ultrasound examination of one of the units revealed a suspect sonic signature in the B phase coil. For comparison, an ultrasonic sound recording was taken of the sister unit, which was under similar operating conditions.

■ The B phase coil of the suspect unit had a distinctly different and substantially louder sonic signature when compared with that of the “good” unit. This was the fi rst indication of a potential malfunction within the unit. But, ultrasound by itself can’t tell exactly what a problem is, especially when relying on decibel level alone.

■ An FFT (fast Fourier transform) analysis of the ultra-sound recording was conducted that showed a visually qualitative difference between the wave patterns of the two units’ B phase coils (Fig. 1.) Further, a time domain analysis between the two coils showed a distinct difference in the peaks and valleys of the sonic signature.

■ The “good” B coil showed a fl at line, without peaks and valleys, while the “bad” coil showed dramatic rises and falls, confi rming visually what the diagnostician heard with the Ultraprobe ultrasonic testing instrument (Fig. 2 and Fig. 3.) This situation underscores the importance of making sure ultrasonic recordings are long enough (30 seconds is gener-ally suffi cient) to detect such anomalies, which may not be as readily detectable in shorter recordings.

■ The FFT revealed fault frequencies that were not 60 Hertz harmonics—indicating a problem that was something other than electrical. But there was signifi cant frequency content throughout the spectrum (which did indicate something electrical).

Infrared and ultrasound technologies work well togetherbecause one can 'see' and the other can 'hear' indications of possible

equipment problems that we, as humans, are incapable of sensing.

There are myriad things that can and do go wrong with electrical systems, and “fi xing” them isn’t possible without

last about 30 years. Regular maintenance is paramount, as transformers are subject to scarcity: The lead-time to obtain

Infrared and ultrasound technologies work well togetherbecause one can 'see' and the other can 'hear' indications of possible

equipment problems that we, as humans, are incapable of sensing.

MAINTENANCE LOG


Fig. 1. There’s clearly a qualitative difference in the FFT display comparing the “B” phase coils of the hospital's two transformers.

Fig. 2. Time domain for the suspect unit’s coil

Fig. 3. Time domain for the comparative “good” sister unit’s coil

Fig. 4. These comparative infrared images were another indication that problems were occurring. Note the heat saturation on the suspect unit’s winding that exceeded the infrared camera’s dynamic range of 150 C.

MAINTENANCE LOG


Based on this information, one thing was certain: The B phase coil in the suspect system was clearly exhib-iting a problem. But what was it? The next step was infrared imaging.

Digging deeperInfrared imaging comparing the good and bad coils showed higher heat saturation on the bad one (Fig. 4). With the dynamic range of the infrared camera exceeded, it was determined that the suspect winding was hotter than 150 C. This evidence was compelling enough to recommend shutting down the equipment and performing a thorough visual inspection to determine the cause of the increased ultrasonic emission and thermal output of the B phase coil. The necessary (normal) electrical tests—insulation resistance, winding resistance, turns-ratio testing and power-factor dissipation—subse-quently revealed no abnormalities and showed all values to be within industry-standard limits. Good news for the customer, right? Only if you ignore what the ultrasound and infrared analysis revealed.

We had heard sounds. We had seen the heat signatures. It was time to use something a little old-fashioned but, in this case, more reliable: our eyes.

Getting the whole pictureA visual inspection of the B phase coil showed that, contrary to the normal electrical tests, all was not well. With the A phase coil, all pieces were flush, as one would expect: no distortion among the joints and miters, and all sections were even and flat. The B phase coil was a different story altogether. A visual inspection showed that the steel pieces were not flush, indicating a distortion of the top horizontal section bowing out on the B phase winding, low-voltage side (Fig. 5). The defect was present exactly where the ultrasonic emission was greatest, and there was visual evidence of excessive heating on the core laminations, backing up what the infrared camera saw. This is proof of the fallibility of electrical tests alone—and proof of the value of ultrasound and infrared in detecting a potentially catastrophic problem. Such a problem could have been dismissed altogether if the electrical tests alone had been trusted.

Additional examination showed more lamination separation further in the core toward the high-voltage side, as well as thermal effects on the varnish of the core laminations. The miter joint that connected the center

phase to the top horizontal laminations was no longer properly connected due to “bowing” of the joint, thereby disturbing the magnetic flux path, which was the likely cause of the increased ultrasonic emission and heating. More problematic, though, was the fact that the “good” sister unit, upon visual inspection, was beginning to show the same types of as problems as the bad unit—which was confirmed by a third party brought in to evaluate our find-ings. The conclusion? The hospital’s transformers had a manufacturer defect.

Why ultrasound matteredIf the hospital had relied on the electrical tests alone—which showed no anomalies—the defects in the trans-formers would have continued unnoticed, probably worsened, and led to a disastrous outcome: a power outage in a critical-care unit. While ultrasound alone did not “diagnose” the problem, telltale sounds that the emissions provided did prompt further investigation. In turn, that additional investigation uncovered nasty issues with the potential to adversely affect a life-saving facility. As this case study illustrates, ultrasound should be an integral part of the toolkits of those responsible for the diagnosis, maintenance and repair of critical electrical assets. MT Joseph D. Gierlach, Jr., is Vice President, Technical Training and Support, for TEGG Service TEGG Service – An ABM Company, based in Pittsburgh, PA. To contact him directly, email: [email protected].

Fig. 5. These steel pieces are clearly not flush, which indicates a distortion of the top horizontal section bowing out on the low-voltage side of the B phase coil winding.



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Impact-Resistant IR Windows Exceed Industry Standards

The IRISS Platinum Series of clear, impact-resistant (from both sides) polymer infrared (IR) windows render traditional crystal IR

windows obsolete. Made of Poly-View System™ clear polymer, they were designed to exceed industry standards as the only impact-resistant IR windows featuring electrical inspection capabili-ties in UV, visual and all IR spectrums. According to the manufacturer, the polymer maintains a fi xed, stable transmission using any UV or IR camera and stands up to acids, alkalis, UV, moisture, humidity, vibration and high frequency noise, without degrading like crystal optics. Certifi ed and tested to UL, CSA, IEEE, IP65/NEMA 4, Lloyds of London Type Approval and American Bureau of Shipping, Platinum Series products are available in round and rectangular shapes, with customizable housing materials, gaskets, covers, locking devices, private labeling and color. Custom solutions can be confi gured to any shape or size.

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IR camera and stands up to acids, alkalis, UV, moisture, humidity, vibration and high frequency noise, without

Portable, Heavy-Duty iPad Protection

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iPad® devices from Pentair provides industrial-strength shielding and security for iPad 2 and 3 devices in demanding environments. The unit adjusts to four different heights without tools and disassembles for easy portability. Operators can remove the enclosure from the stand and mount it with a low-profi le, wall- or table-mount for space-restricted areas.

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disassembles for easy portability. Operators can remove






Quick-Read Bore Gauges

Sunnen PG Bore Gauges feature a mechanical design and speedometer-type scale for

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Sunnen Products Co.St. Louis, MO

Deploy One CMMS For Multiple Sites

According to CyberMetrics, the Asset Grouping feature in its FaciliWorks 8i Enterprise CMMS

maintenance management software makes it easier to manage mainte-nance operations of multiple sites by permitting the partitioning of a single database by department, location, asset type or any other criteria. Users can be limited to one or more groups of site-specifi c assets, which improves effi ciency and record security while still allowing for full record access to managers.

CyberMetrics Corp.Phoenix, AZ

Programmable Process Fluid Monitor

Sensorex’s CX-3000 Trans-mitter monitors changes in process fl uids, displaying

conductivity, resistivity, salinity and temperature. The unit is suited for process control in water, chemical, electronics, food production, environmental and wastewater applications. A push-button interface enables user programming on-site for desired monitoring, with password protection option for added security. A dual-output design with dedicated (0)4 – 20mA output for temperature measurement eliminates the need for a separate temperature transmitter.

SensorexGarden Grove, CA

Diesel Generators

Generac has refreshed its line of 400/500/600kW diesel industrial-con-

fi gured generators for single and paralleled emergency and standby solutions. The units now include Perkins® diesel engines for higher effi ciency and ease of maintenance, according to the company. The frames and enclosures of these engines have also been standardized to align them with other Generac Industrial Power products.

Generac Power Systems, Inc.Waukesha, WI




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www.atplists.comContact: Ellen Sandkam

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Continuous Flex Cable Delivery Program

Tsubaki KabelSchlepp’s contin-uous fl ex cable program features no minimum quantities or

cutting costs and delivers according to customer requirements. High-quality cable ranges are available in various conductor counts, from 4 through 25. Each cable is produced with an outer PVC or PUR jacket highlighted by a high-fl ex design and high abrasion resistance. All are designed to operate in the company’s range of dynamic cable and hose carrier systems.

Tsubaki KabelSchleppMilwaukee, WI

Short-Circuit Calculation Software

ARCAD’s Short Circuit Analytic software program performs

available fault current calcula-tions in three-phase electric power systems. The program considers electrical parameters of the power supply and the power distribution system, including utility, cables, bus ducts, transformers, generators and motors. It automatically converts the entire system into a unique impedance unit from which the short circuit current at each point is calculated.

ARCAD, Inc.Etobicoke, ON, Canada




Unlock the Secrets that let you Tap your True Maintenance Potential

and Maximize Asset Reliability!

Unlock the Secrets that let you Unlock the Secrets that let you Unlock the Secrets that let you Tap your True Maintenance Potential Tap your True Maintenance Potential Tap your True Maintenance Potential Tap your True Maintenance Potential Tap your True Maintenance Potential

and Maximize Asset Reliability!and Maximize Asset Reliability!and Maximize Asset Reliability!and Maximize Asset Reliability!World Class organizations know that increased asset reliability, utilization and maintainability, reduced operating costs, downtime, contamination, energy consumption and carbon footprintall commence with a best practice lubrication program!

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Course design is based on ISO 18436-4 and the ICML body of knowledge and exceeds minimum training requirements to write the ICML, MLT1, MLA1 and ISO LCAT1 International lubrication certifi cation exams. Exams can be arranged to take place at your site immediately following the training.

For more information on this unique training program developed and delivered by internationally accredited lubrication and maintenance expert Ken Bannister, author of the best selling book Lubrication for Industry endorsed by ISO and the ICML as part of their certifi cation Domain of Knowledge Content.Contact ENGTECH Industries Inc at 519.469.9173 or email [email protected]

With over 70% of all mechanical failures attributed to ineffective lubrication practices, you will want to have professionally trained and certifi ed lubrication personnel working on your reliability efforts!



Air-Operated Piston Pumps

ARO Fluid Products’ AFX™ line of air-oper-ated piston pumps and

systems features air motors in fi ve sizes from 4.25” to 12”. Each includes the brand’s Progressive Exhaust™, a True Link Valve™ and integrated regulator technology used on 2-ball, 4-ball and chop-check pumps. The pumps are well suited for transfer of shear-sensitive, viscous, corrosive and abrasive fl uids in a range of applications.

ARO Fluid ProductsAn Ingersoll Rand Co. BrandDavidson, NC

and abrasive fl uids in a range of applications.

Battery-Powered Material-Handling Device

The Light Duty CartMover™ from Appleton is

a compact, battery-powered material-handling device with a small footprint and weight capacity. It is constructed with an upright confi guration and a self-con-tained, on-board charging system. Built using the same steel frame construction as the company’s Standard Duty model, it features a differential drive system, variable-speed throttle control and programmable speed controller.

Appleton Mfg. DivisionNeenah, WI

constructed with an upright confi guration and a self-con-



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MainTech-0113-ol.pdf 1 12/19/2012 10:03:08 AM


For rate information on advertising in the Information Highway Section Contact your Sales Rep or JERRY PRESTON at: Phone: (480) 396-9585 / E-mail: [email protected]

INFORMATION HIGHWAY

CLASSIFIED


PIP is a consortium of process plant owners and engineering construction contractors harmonizing member’s internal standards for design, procurement, construction and maintenance into industry-wide Practices. PIP has published over 450 Practices. A current listing of published Practices is available on the PIP website at: http://pip.org/practices/index.asp.

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U.S. Tsubaki Power Transmission, LLC is excited to announce the integration of KabelSchlepp America into its operations as part of the Tsubakimoto Chain Company’s global acquisition of the German-based Cable & Hose Carrier manufacturer. KabelSchlepp America will now operate as a division of U.S. Tsubaki and will ex-pand Tsubaki’s presence in the U.S. market by adding cable & hose carrier systems to its already extensive product lineup.

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The Maintenance & Reliability Technology Summit is the #1 learning venue and source of practical solutions for anyone concerned with the reliability, maintenance and the overall capacity assurance of critical equip-ment systems in a plant or facility. Mark your calendars! MARTS 2013 is taking place April 30-May 3, 2013 at the Hyatt Regency O’Hare in Rosemont, IL.

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The ability to identify, verify and locate every voltage source from the outside of electrical panels greatly reduces electrical risks. That’s why we’ve incorpo-rated two of our most popular products - ChekVolt® and VoltageVision® - into one unique, exclusive product called The Combo Unit..

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Bartlett Bearing Company, Inc. is a family-owned, independent distributor of bearings, seals and related products for the electric motor and pump repair industry. While a large portion of our business is devoted to the electro-mechanical repairs, we are also a highly valued resource for wind energy, mining, turf equipment, print roller and OEM’s as well as industrial user accounts.

Air Sentry® is a leading developer of contamination control products that keep particulate matter and excess moisture from the headspace inside gearboxes, drums, reservoirs, oil tanks, etc. that hold oils, greases, hydraulic fl uids, and fuels. Air Sentry breathers and adapters ensure longer fl uid life, better lubrication and lower maintenance costs.

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MAINTENANCE TECHNOLOGY

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847-382-8100 x110 800-223-3423 [email protected] [email protected]

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Customized, Targeted Lists For Your Marketing Needs

ATP List Services

For rate information on advertising in the Classifi ed Section contact your Sales Rep or JERRY PRESTON at: Phone: (480) 396-9585 / E-mail: [email protected]

Index JANUARY 2013 • Volume 26, No. 1

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Air Sentry ...............................................................www.airsentry.com ...................................................... 81 .............................46

ARC Advisory Group ..........................................www.arcweb.com/events/arc-orlando-forum ........ 79 .............................45

ATP Lists.................................................................www.atplists.com ......................................................... 76 .............................43

Baldor Electric Company ....................................www.baldor.com .......................................................... 87 ........................... BC

Bartlett Bearings....................................................www.bartlettbearing.com ........................................... 68,80 .................. 19,46

Engtech Industries Inc. ........................................www.engtechindustries.com ...................................... 78 .............................44

Exair Corporation ................................................www.exair.com/48/470.htm ...................................... 64 ...............................5

Foster Printing Services .......................................www.fosterprinting.com ............................................ 70 .............................31

General Electric Company .................................www.geindustrial.com/services ................................. 63 ...............................2

Grace Engineered Products, Inc. ........................www.graceport.com/3mt-informationhighway .... 83 .............................46

Lubriplate Lubricants Co. ...................................www.lubriplate.com .................................................... 67 .............................12

MARTS ...................................................................www.martsconference.com ....................................... 74,85 .................. 36,46

Mapcon Technologies, Inc. .................................www.mapcon.com ...................................................... 66 ...............................9

Meltric Corporation ............................................www.meltric.com ........................................................ 72 .............................33

Miller-Stephenson Chemical Co. ......................www.miller-stephenson.com ..................................... 69 .............................21

Nidec Motors ........................................................www.usmotors.com .................................................... 62 ...............................1

Process Industry Practices ...................................www.pip.org .................................................................. 75,82 .................. 41,46

Scalewatcher ..........................................................www.scalewatcher.com ............................................... 65 ...............................7

Strategic Work Systems, Inc. ...............................www.swspitcrew.com .................................................. 77 .............................43

Sullair Corp. ...........................................................www.sullairinfo.com/audit ........................................ 61 .......................... IFC

Test Products International ................................www.testproductsintl.com ......................................... 71,73 ........................33

U.S. Tsubaki Power Transmission, LLC ............www.time4lambda.com ............................................. 86 ..........................IBC

U.S. Tsubaki Power Transmission, LLC ............www.kabelschlepp.com .............................................. 84 .............................46

January 2013 • Volume 26, No. 1




viewpoint

Measuring the success of a continuous improve-ment initiative is critical to the overall success of a project. From a change-management perspective, projects are more likely to be

successful when executive sponsors are visible and active. For sponsors to take on an active role, they need to understand the value that initiative is bringing to the organization. Here are three ways to measure success:

#1. Measure based on financial results. . . Has the project improved profitability and/or gener-ated incremental cash flow? Organizations measure improved financial results in various ways. Some prefer a total-cost-of-goods-sold approach; others prefer a cost-per-unit measure. Depending on the project, a more specific measure—defect cost, produc-tivity, OEE or some measure of inventory dollars—might be required.

To measure the financial impact, start by estab-lishing a baseline, including standardizing the data requirements and calculation method for measuring performance. Include the finance department as a partner in the process. This establishes credibility in the reporting and ensures that the calculation method will be consistent with accepted accounting principles. Develop a standardized benefits tracking report, establish the interval for reporting and ensure all stakeholders remain informed.

#2. Measure based on an assessment tool. . . Assessments can be extremely detailed and docu-mented with their logic or more open-ended and qualitative in nature. Most assessments result in a score that can be presented in a radar chart or other matrix or continuum. The more useful assessments will score the operation using benchmark or best-practice-derived data.

In most cases, when organizations implement improvements suggested by assessment results, their processes, business practices and results will improve. Subsequent assessment scores will also improve,

providing a measure of success as the company moves along a path of continuous improvement and ever closer to benchmark or best-in-class performance.

#3. Measure based on the view of stakeholders. . .Organizations don’t operate in a vacuum. They interact with any number of parties or entities whose percep-tions are critical to their long-term business success. These “stakeholders” can include shareholders, owners, customers, employees, partners and suppliers, even the surrounding community—all of which have an interest in the financial performance of the business.

Tools to measure the levels of satisfaction and accep-tance among stakeholders typically would include surveys, focus groups, benchmarking and assessments. Key stakeholders, however, will often note successful large-scale improvement initiatives without such tools. For example, executive leaders for multi-site operations regularly tour their companies’ various locations and can easily recognize both performance improvements and visual changes related to successful lean initiatives. From a society perspective (outside the organization), a moti-vated and engaged workforce can easily create a positive view of the company’s success within a community.

It is incredibly powerful and rewarding when executive leaders, customers and suppliers that frequent your plant or business comment upon the noticeable changes and improvements. This form of recognition is exceptionally motivating, and it plays an important role in providing a secure future for the business to grow and prosper.

Although you can clearly gauge success with any one of these measuring techniques on their own, using all three of them together will provide your organization a better, more balanced view of its successful continuous improvement implementation initiatives. Mt

As Senior Vice President of Life Cycle Engineering’s Reliability Consulting Group, Mark Ruby works with public and private enterprises to improve performance by implementing Reliability Excellence® and Lean Best Practices.

Mark Ruby, MBA, Sr. Vice President, Reliability Consulting Group, Life Cycle Engineering (LCE)

Three Ways For Measuring Continuous Improvement Success

the opinions expressed in this viewpoint section are those of the author, and don’t necessarily reflect those of the staff and management of Maintenance Technology magazine.

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