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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.

Scalewatcher North America focuses on the elimination of scale and the problems associated with scale build-up. Industries know the costs involved in keeping their capital investments

running smoothly. Scalewatcher is there to help. Scaled cooling towers, chillers and associated equipment can negatively impact a company’s bottom line, and not just in cash. The caustic chemicals used to remove scale only create more problems with the environ-ment. Your company can “GO GREEN” and stay within your budget.

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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.

Scalewatcher North America focuses on the elimination of scale and the problems associated with scale build-up. Industries know the costs involved in keeping their capital investments

running smoothly. Scalewatcher is there to help. Scaled cooling towers, chillers and associated equipment can negatively impact a company’s bottom line, and not just in cash. The caustic chemicals used to remove scale only create more problems with the environ-ment. Your company can “GO GREEN” and stay within your budget.

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16 EAM System Accuracy: How To Get ThereOnce you lose control of your data, it’s hard to recover. Check out these tips

for improvement.John Reeve, Cohesive Information Solutions, Inc.

23 Bearing Monitoring Keeps Coal Safely On The MoveHere’s how proactive condition monitoring is helping an energy-services

provider defuse a process safety challenge.Jane Alexander, Editor, with Patrick Parvin, SPM Instrument, Inc.

27 Protect Your Gearbox With The Right LubricantCompared to past models, today’s gearboxes typically call for more comprehensive

protection from their lubricants. Without it, high-performing equipment can suff er.

30 Five Ways To Cut Costs While Shooting Your Maintenance Effort In The Foot � is 25th Anniversary Article reminds us, again, of some sure-fi re ways to do in your program.Raymond L. Atkins, Contributing Editor

MAINTENANCE LOG

ContentsFEATURES

DEPARTMENTS

YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS

©AK

S —

FOTO

LIA.C

OM

6 My Take

8 Stuff Happens 10 Uptime

13 Motor Decisions Matter

14 Don’t Procrastinate… Innovate!

22 Automation Insider

34 Technology Showcase

35 Marketplace

38 Information Highway

38 Classifi ed

39 Supplier Index

40 Viewpoint

MARCH 2012 MT-ONLINE.COM | 3

• exclusive online-only content

• late-breaking industry news

• 12 years of article archives

• exclusive

Your Source For Capacity Assurance

Solutions

MARCH 2012 • VOL 25, NO 3 • www.MT-ONLINE.com

THE RELIABILITY FILES

THE FUNDAMENTALS

CAPACITY ASSURANCE STRATEGIES

www.MT-online.com

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. BANNISTER

RAYMOND L. ATKINSContributing Editors

RANDY BUTTSTADTDirector of Creative Services [email protected]

GREG PIETRASEditorial/Production Assistant

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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 2012 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.

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4 | MAINTENANCE TECHNOLOGY MARCH 2012

March 2012 Volume 25, No. 3

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the official reprint provider for Maintenance Technology.

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Facts about BlowersEnergy conscious plants might thinka blower to be a better choice due to its slightly lower electrical consumption compared to a compressor. In reality,a blower is an expensive capitalexpenditure that requires frequent downtime and costly maintenance of fi lters, belts and bearings.

Here are some important facts:Filters must be replaced every one tothree months.

Belts must be replaced every three tosix months.

Typical bearing replacement is at leastonce a year at a cost near $1000.

• Blower bearings wear out quicklydue to the high speeds (17-20,000 RPM) required to generate eff ective airfl ows.

• Poorly designed seals that allowdirt and moisture infi ltration and environments above 125°F decreasethe one year bearing life.

• Many bearings can not be replacedin the fi eld, resulting in downtime to send the assembly back to the manufacturer.

Blowers take up a lot of space and often produce sound levels that exceed OSHA noise level exposure requirements. Air volume and velocity are often diffi cultto control since mechanical adjustments are required. To discuss an application, contact:

EXAIR Corporation11510 Goldcoast DriveCincinnati, Ohio 45249-1621(800) 903-9247Fax: (513) 671-3363email: [email protected]

www.exair.com/48/423.htm

Compare these BlowoffsTh ere are a variety of ways to blow the water from the bottles shown in the photo below, but which method is best? To decide, we ran a comparison test on the same application using four diff erentblowoff methods: drilled pipe, fl at air nozzles, Super Air Knife (each using compressed air as a power source), and a blower supplied air knife (using an electric motor as a power source). Each system consisted of two twelve inch long air knives. Th e following comparison proves that the EXAIRSuper Air Knife is the best choice for your blowoff , cooling or drying application.

Th e goal for each of the blowoff choices was to use the least amount of air possible to get the jobdone (lowest energy and noise level). Th e compressed air pressure required was 60 PSIG whichprovided adequate velocity to blow the water off . Th e blower used had a ten horsepower motorand was a centrifugal type blower at 18,000 RPM. Th e table at the bottom of the page summarizesthe overall performance. Since your actual part may have an odd confi guration, holes or sharpedges, we took sound level measurements in free air (no impinging surface).

Drilled PipeTh is common blowoff is very inexpensive and easy to make. For this test, we used (2) drilled pipes, each with (25) 1/16" diameter holes on 1/2" centers. As shown in the test results below, the drilled pipe performed poorly. Th e initial cost of the drilled pipe is overshadowed by its high energy use. Th e holes are easily blocked and the noise level is excessive - both of which violate OSHA requirements. Velocity across the entire length was very inconsistent with spikes of air and numerous dead spots.

Flat Air NozzlesAs shown below, this inexpensive air nozzle was the worst performer. It is available in plastic, aluminum and stainless steel from several manufacturers. Th e fl at air nozzle provides some entrainment, but suff ers from many of the same problems as the drilled pipe. Operating cost and noise level are both high. Some manufacturers off er fl at air nozzles where the holes can be blocked - an OSHA violation. Velocity was inconsistent with spikes of air.

EXAIR Super Air KnifeTh e Super Air Knife did an exceptional job of removing the moisture on one pass due to the uniformity of the laminar airfl ow. Th e sound level was extremely low. For this application, energy use was slightly higher than the blower but can be less than the blower if cycling on and off is possible. Safe operation is not an issue since the Super Air Knife can not be dead-ended. Maintenance costs are low since there are no moving parts to wear out.

The Super Air Knife is the low cost way to blowoff, dry, clean and cool.

If you think compressed air is too expensive and noisy - read this. The facts will surprise you!

Blower Air KnifeTh e blower proved to be an expensive, noisy option. As noted below, the purchase price is high. Operating cost was considerably lower than the drilled pipe and fl at air nozzle, but was comparable to EXAIR’s Super Air Knife. Th e large blower with its two 3" (8cm) diameter hoses requires signifi cant mounting space compared to the others. Noise level was high at 90 dBA. Th ere was no option for cycling it on and off to conserve energy like the other blowoff s. Costly bearing and fi lter maintenance along with downtime were also negative factors.

The Truth About Compressed Air!

Blowoff ComparisonComp. Air Horsepower

RequiredSound

Level dBAPurchase

Price

Annual Electrical

Cost*

Approx. Annual Maintenance Cost

First Year CostType of blowoff PSIG BAR SCFM SLPM

Drilled Pipes 60 4.1 174 4,924 35 91 $50 $4,508 $920 $5,478

Flat Air Nozzles 60 4.1 257 7,273 51 102 $208 $6,569 $1,450 $8,227

Blower Air Knife 3 0.2 N/A N/A 10 90 $5,500 $1,288 $1,500 $8,288

Super Air Knife 60 4.1 55 1,557 11 69 $518 $1,417 $300 $2,235

*Based on national average electricity cost of 8.3 cents per kWh. Annual cost reflects 40 hours per week, 52 weeks per year.

exair_tacaAD_mt.indd 1 2/6/12 9:28 AM


6 | maintenance technology MARCH 2012

MY TAKE

I recently received an interesting note from our Assistant Editor Greg Pietras. A transplanted South Carolinian, he brought to my attention the dilemma his Uncle David is facing back home.

David Pietras is the cabinetmaking instructor at Richland Northeast High School (RNE) in Columbia, SC. His course and RNE’s auto-repair classes—central to the industrial-arts program—

are currently on the chopping block. According to an article in the online edition of The State, South Carolina’s largest newspaper (www.thestate.com), RNE’s Principal Sabrina Suber wants to dismantle these offerings to make way for classes in health sciences and culinary arts. The article quotes her as saying that “the new programs will generate more student interest and prepare students for jobs in growing industries.” Hmmmm…

The cabinetmaking and auto-repair instructors learned about the shift in RNE’s vocational-training focus—and the fact that their jobs would be eliminated—in January. As of mid-February, however, the school board still had not approved the $1.5 million necessary to retrofit space for the new courses. That might be due to a wrench thrown into the works by Columbia businessman Jim McGrew, who took up the cause of the beleaguered cabinetmaking program.

McGrew owns James McGrew Cabinetmakers in Columbia. An unpaid advisor to RNE’s cabinet-making program, he apparently “gets it” when it comes to the importance of providing this type of practical industrial-oriented “shop” training for non-college-bound high-school students—and has evidently garnered national support for his efforts to keep it up and running at the school. For now (i.e., as this magazine goes to press), we understand that the school board has asked proponents of the training to come up with a plan for retaining it. We’ll keep our fingers crossed and you updated on this saga (including Uncle David’s future plans).

Alas, the zeal for eliminating traditional, industrial-oriented vocational training isn’t exclusive to Richland Northeast High School. As Contributing Editor Bob Williamson has frequently reminded us in his “Uptime” columns, it’s pervasive. Too many well-meaning educators, teachers, counselors, politi-cians, community leaders and concerned parents across the U.S. have jumped on the same bandwagon. It’s going to be an expensive ride, one that will prove to be especially costly for vast numbers of kids— not to mention the industries that are so desperate to put their interests, talents and energies to work in well-paying skilled-trades jobs.

As our economy recovers and manufacturing returns to our shores, it’s time for our schools to do better by our children—all of them. We’ve been harping too long about the perfect-storm workforce crisis coming down around us. It’s time for all of us to get more informed about and involved in the goings-on of our local school systems. Despite what we’ve been led to believe, they really are leaving many a child behind.

Now that you’ve read my rant on the topic, please turn to page 10 to read Bob’s—entitled “Promoting Careers in Maintenance.” He has more pages to work with and plenty of specifics/statistics to back up his argument. In the meantime, we encourage you to share news of other industrial-arts programs that are being “dismantled” in favor of whatever. Better yet, don’t hesitate to tell us about school systems that are bringing these valuable programs back.

[email protected]

Coming Up With A Plan

Jane Alexander, Editor-In-Chief


STUFF HAPPENS

Schneider Electric recently announced that Mary Ramsey is taking on the role of Senior Vice President of the corporation’s U.S. Industry Business. She’ll be responsible for spearheading the overall sales and growth strategy of the business and directing the division in innovation and development of intelligent and comprehensive solutions for machine builders and industrial end-users.

Is your operation taking special steps to hire veterans? What are they?Go to MT-online.com/question with your answer.

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

CongratulationsTo Our 2011

Winners

CERTIFIED...

is Senior

PEOPLEPEOPLE...

SALUTE!

NEWS

©

Presented By Applied Technology Publications

Bell & Gossett has announced its training schedule for the second quarter of 2012. Offered at the company’s Little Red Schoolhouse Education Center in Morton Grove, IL, these free

courses are open to engineers, contractors and facility maintenance professionals. The

Little Red Schoolhouse is now a certifi ed provider of continuing education for LEED professionals as approved by the Green Building Certifi cation Institute (GBCI™). The site’s “Large Chilled Water Design Seminar” and

“Modern Hydronic System Design Basic Seminar” are the fi rst pump-

industry courses to be approved by GBCI for credit toward the maintenance requirements

of LEED Green Associate and LEED AP certifi cations.

The Grand Prize Goes To: The Team of Chuck Reames and Chris Labat

of Shaw Group Maintenance, Inc.,and LOOP, LLC, respectively

Category Winners: Innovative Devices, Gizmos & Gadgets:

Michele Laramee, Leading a Team from Buyer Source

Innovative Processes & Procedures: Chris Dixon, of Hemi-O Technologies

Innovative Use of 3rd-Party Resources: A Sandia Labs Team, Led by Mike Quinlan,

Working with 3rd-Party Resource Doc Palmer

Turn to Ken Bannister’s column on page 14 to learn more about these winners!

A big salute goes out to General Electric for its recent commitment to hire 5000 veterans over the next fi ve years. According to press releases, as part of a “Hiring Our Heroes” initiative, GE also will join with the U.S. Chamber of Commerce to sponsor 400 veterans’ job fairs in 2012. (BTW: GE currently employs more than 10,000 veterans and has about 100 U.S. employee reservists now deployed with the military overseas.)


STUFF HAPPENS

Inspiration For Those Battling The Enemies Of Reliability & Productivity

FIGHTIN’

WORDSFIGHTIN’

WORDS

Send your favorites to [email protected]. We’ll be selecting one or two (maybe eventhree) 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.

NEWS

NASCARNEWS

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? !

Greg Knudson, Maintenance Supervisor at Foremost Farms USA, in Sparta, WI, supplied the following gem. (He saw it on a sign in the Tool & Die shop of West Salem Northern Engraving, in West Salem, WI):

“If you don’t have time to do it right, how will you ever fi nd time to

do it over again?”

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Ingersoll Rand (IR) has announced an agreement between the company’s compressed- air systems, tools and equipment business and JR Motorsports for the 2012 NASCAR

Nationwide Series racing season. IR will be primary sponsor of the No. 88 Chevrolet, driven by Cole Whitt, during the History 300 NASCAR Nationwide Series Race, at Charlotte Motor Speedway on May 26, 2012. The company also will be an associate sponsor of the No. 88 car for 32 other races on the NASCAR Nationwide

Series schedule.



UPTIME

“I’m 18 years old and don’t especially want to go to college. I’m not sure what I want to study or what kind of a program or career to pursue. I’ve got good grades. I suppose I could figure it out if I went to college like my parents and teachers want me to do.” Hold on just a minute! There is, unfortunately, entirely too much emphasis in America on pursuing a “college educa-tion/having a college degree.”

Not everyone “needs” a college education to be highly successful. About half of the high-school graduates won’t go on to college. Many who do will not finish a degree. Couple that with a high-school dropout rate of about 30%, and it’s clear we are fooling ourselves into believing that the pathway to success in life is a college education.

Basic education that is focused on how to become a productive member of society can be obtained in high school with some post-secondary trade, industrial or vocational education, or through formal and struc-tured on-job training such as apprenticeships. Problem is, in the past two generations, we have rarely exposed school-age students to meaningful careers in business and industry that do NOT require a college degree.

This trend has created a huge and growing skills mismatch in many business and industrial sectors in America. Still, if you ask most educators, teachers, coun-selors, school board members, politicians and parents, they typically DO NOT consider “post-secondary indus-trial and technical education” or “trade school” to be as valuable as a “college education.”

Consider this: A skilled trades- or crafts-person can earn from $50,000 to $85,000 per year in a rewarding career without the huge expense or debt of a college education. Careers in maintenance can be highly rewarding and diverse. So why don’t educators, teachers, counselors, school boards, politicians, community leaders and parents promote these rewarding careers? What has happened to our “industrial education” curriculum in schools?

The total cost of a four-year “college education” can run from $100,000 to more than $500,000 plus personal expenses and transportation costs. That’s a huge finan-cial gamble for someone who is faced with a significant career indecision, is not interested in “college,” has a marginal academic record or someone who has to rely on loans for the cost of his/her college “experience.”

After all, there is NO guarantee of a “high-paying job” after four years of college.

Skills mismatchThis “industrial-education” deficit has also created a significant mismatch between the skill sets required by the tens-of-thousands of open jobs in America and the skill sets among the job seekers. Just look at one of the current, highly publicized examples—North Dakota. In this state, there are more job openings than applicants in three occupational groups: “Installation, Mainte-nance and Repair,” “Production” and “Construction and Extraction.” (And this has been a multi-year deficit.) What’s more, these broad job groups require applied skills and knowledge in maintenance, repair, electrical, plumbing, carpentry, fabrication, machining, tool & die and welding/cutting. In November 2011, according to the North Dakota Job Service, out of a total of 19,627 jobs, the state had 4246 openings in these three job groups.

North Dakota, however, is not the only place where there’s a rapidly growing skills shortage. It’s just the oil and gas exploration and production in the Bakken trend—America’ largest known reserves of light, sweet crude oil—that’s capturing all the attention.

There are honorable and rewarding maintenance careers in a huge part of our economy. In some sectors there is a growing skills shortage that will only get worse. In these industries there are tens-of-thousands of job openings. But because of a “skills mismatch” most people looking for work are not qualified.

Maintenance MIAIn the past two years there has been a renewed emphasis (yes, again) on careers in manufacturing (i.e., the U.S. Department of Labor, Department of Education and the White House in all their discussions of the “Manu-facturing Skills Certification System,” “advanced manu-facturing skills” and “Skills for America’s Future”). But, awareness- and skills-building for careers in industrial maintenance and repair have been missing in action in many middle- and high-school programs. This gap, in my opinion, reflects a serious mistake based on miscon-ceptions about what careers “industrial maintenance” truly represents.

Bob Williamson, Contributing Editor

Promoting Careers In Maintenance


UPTIME

I’ve had (and continue to have) many conversa-tions with younger plant maintenance technicians. This is what I frequently hear: “If I knew these types of jobs existed and could have taken classes to prepare me better, I would have been really excited about school. But, despite my lack of interest, my teachers and coun-selors kept pushing me toward college.”

The U.S. Department of Labor/Bureau of Labor Statistics lumps “maintenance jobs” into a category called “installation, maintenance and repair.” Most people—not necessarily readers of this magazine—could be thinking that “main-tenance” jobs are in manufacturing plants… and that manufacturing is on the decline in America… so, why pursue careers in maintenance? This type of thinking would be flawed.

What’s a maintenance career?“Maintenance is the least defined of all industrial activities.” I’ve been saying that for years. Why? There are no clear job roles that can be easily converted into an easy-to-sell career path or educational program of study. After all, where would someone with “installation, maintenance and repair” skill sets really work?

Many maintenance jobs are in manufacturing or “goods-producing” industries. Contrary to what count-less people believe, the U.S. continues to have the largest manufacturing economy in the world. And, according to the Federal Reserve Bank of Cleveland regarding “U.S. Manufacturing and the Economic Outlook”: “U.S. manufacturers are likely to become even more capital- and skill-intensive, leading to further productivity gains (emphasis added).” This continuing emphasis on manufacturing being “capital and skill intensive” should send a powerful message about the critical importance of careers in industrial maintenance and reliability.

Every physical-asset- and skill-intensive business and industry has equipment and facilities that need maintenance: That translates into 60 industry sectors. (The accompanying sidebar lists a partial breakdown of types of industries and sectors that offer “Instal-lation, Maintenance and Repair” career opportuni-ties. For a complete breakdown, refer to the online version of my column at www.mt-online.com/uptime.

Entry-level requirementsCareers in maintenance can be rewarding and person-ally satisfying. Many don’t require a “college education” in the traditional sense of a four-year degree. Regard-less of business sector, careers in maintenance build on a person’s interests and abilities. Basic entry-level requirements should include evidence of a student’s interest in and ability to:

Too many students are being pushed into a college education. Too

many honorable, rewarding, critical jobs in our field are going unfilled.

60 U.S. Industry Sectors Offer

Career OpportunitiesIn Installation, Maintenance

& Repair Goods-Producing Industries:

Manufacturing: • (21 industries)Mining, Quarrying, and Oil and •

Gas Extraction: (3 industries)Construction:• (3 industries)Agriculture, Forestry, Fishing • & Hunting: (5 industries)

Trade, Transportation & Utilities:Wholesale Trade: • (3 industries)Retail Trade: • (11 industries)Transportation and • Warehousing: (11 industries)Utilities: • (3 industries)

For a complete breakdown by sector go to: www.mt-online.com/uptime


UPTIME

n Diagnose mechanical problems

n Seek solutions

n Do precision work with their hands

n Read

n Write

n Use math

n Use computers

n Verbally communicate

n Work in collaboration with others

All students in middle school and high school should be exposed to these basics as part of their developmental path—and, most important—as a way to assist them in making informed career choices and decisions.

Let’s do our partAs maintenance professionals and Americans we owe it to our youth, our schools, our country and our standard of living to spread the word: There are plenty of rewarding careers in indus-trial maintenance and repair. We also have not only the opportunity, but the obligation to encourage our educators, politicians, community leaders and well intentioned, deeply concerned parents to back off the ill-informed message that a college education is the (only) pathway to success in America.

Share this article and information about the industries that offer honor-able, rewarding jobs in our field with your local school administrators and board members. Do your part in helping teach students in school and on the job. Most students learn by doing rather than reading and studying. Find ways to engage them in pursuing careers in maintenance and repair, as maintenance and reliability technicians. MT

[email protected]

Those delivering it need to back off the message that a

college education is the (only) pathway to success in America.


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ave you ever considered upgrading the effi ciency of your motors but assumed it would take too much time to calculate potential energy

savings? As it turns out, a product-neutral tool that quickly provides a back-of-the-envelope estimate of possible savings is just a few clicks away: Check out the recently updated “MDM Simple Savings Chart” (SSC) on the Motor Decisions Matter (MDM) Website, www.motorsmatter.org.

The SSC tool calculates estimated annual energy costs and potential savings from upgrading to a higher effi ciency motor. Calcu-lations are based on two simple pieces of information that you enter: cost of electricity and annual operating hours. With these inputs, the SSC provides a side-by-side comparison of estimated annual operating costs and savings for 1-500 hp general-purpose motors, including 1200 RPM, 1800 RPM and 3600 RPM in both totally enclosed fan-cooled (TEFC) and open drip-proof (ODP), at different effi ciency levels.

For 1-200 hp, the SSC calculates the costs of operating your motor currently (based on your electricity price and hours of operation), then compares the costs and potential savings associ-ated with operating motors with the following different effi ciency levels: Pre-Energy Policy Act (estimated motor effi ciencies prior to 1997); Energy Policy Act (federal minimum effi ciency levels required by the 1992 law, effective 1997); and Energy Independence and Security Act (higher federal minimum effi ciency levels required by the 2007 law, effective 2010). For 201-500 hp motors, costs and potential savings associated with different effi ciency levels are similarly calculated.

Consider a 200 hp, 1800 RPM, TEFC, general-purpose motor, running 8000 hours annually with electricity costs of $0.08 per kWh: Using the SSC, we can see that this costs approximately $102,083 per year, if the unit has a pre-Energy Policy Act effi ciency level. The cost would be approximately $99,260, if the motor has an EISA effi ciency level.

The $2823 difference between these operating costs could be your annual savings if you upgrade to a higher-effi ciency unit.

As this example demonstrates, using the right tools, it can take just a minute to consider higher effi ciency—which could lead to thousands of dollars in savings annually. At the very least, you’ll gain peace of mind just from understanding your options. As most managers know, you can’t manage what you can’t measure, so why not take a minute to get started with an easy, virtu-ally “on-the-fl y” (but effective) measurement. Who knows how much you could be saving!

Download the updated Simple Savings Chart today from MDM’s Website and start estimating ROI from upgrading to higher-effi ciency motors. For other proactive motor management tools, visit: www.motorsmatter.org/tools/index.asp. MT


MDM’s recently updated

‘Simple Savings Chart’

can help you quickly calculate

ROI from a motor upgrade.

MARCH 2012 MT-ONLINE .COM | 13


DON’T PROCRASTINATE…INNOVATE!

I’ve written before about my fascination with the CSI (Crime Scene Investigation)-franchised television series. Recognized as some of the most-watched TV dramas in the world in 2011, its plots are modeled on the classic “whodunit” format popularized in Sherlock Holmes stories. Week after week, teams of forensic specialists from Las Vegas, Miami and New York investigate human failure at its worst, relying, in the process, on a seductive mix of cutting-edge technology and good old common sense to find clues and answers to what frequently are complex questions.

Fans of the CSI shows who work in the main-tenance arena no doubt recognize parallels to the asset reliability field: In our world, the maintainer is the FSI (or Failure Scene Investigator) armed with a preventive, predictive and diagnostic/forensic toolkit to examine and determine a failure’s root-cause culprit and put in place a strategy to avert similar failure occurrences in the future.

Each CSI episode showcases innovative approaches to troubleshooting through the use of diagnostic technology and attention to crime-scene details. Although the characters may take license with technological capabilities from time to time, they do successfully portray the real-life investigator’s mission to solve every crime and make it difficult for perpetrators to escape—and also deter future criminal activity.

The majority of maintenance departments I’ve worked with have excelled in a reactive approach to maintaining assets, spending most of their time reacting to failure, choosing to repair and replace and do whatever is needed to “keep the machines running at all costs.” Sound familiar?

Assuring maximum asset availability calls for a cold, calculated, proactive maintenance approach. That, in turn, demands an innovative view of failure. By changing our own mandate to one that resembles a CSI approach—i.e., “Solve and recognize every asset failure and through under-standing, develop a strategy to deter this failure resulting in any future unplanned loss of service”—

we automatically thrust ourselves into a proactive role. This type of approach harmonizes and validates the use of preventive, predictive, and diagnostic strategies with our repair capabilities driven wholly by the asset’s needs!

Any time a piece of equipment or component fails, it leaves behind an evidence trail that can be documented and followed to determine the root failure cause and, in the process, fuel development of a suitable failure prevention/prediction/manage-ment strategy. Even though CSI junkies know we must “protect the crime [failure] scene at all costs,” in our haste to “keep the equipment running at all costs,” we often destroy the failure scene— and either contaminate or throw out the evidence. Moreover, few maintenance departments photo-graph failure scenes and bag and tag damaged or failed parts for post-repair forensic analyses.

By nature of the job, every maintainer is an FSI, responsible for equipment reliability through better understanding of equipment failure. If we are to significantly reduce our levels of maintain-ability while increasing availability and reliability levels, we must work toward the systematic inves-tigation of every equipment failure.

Incorporating a law-enforcement, CSI-type of approach, the following eight steps lay out an innovative procedure manual for better under-standing and dealing with equipment failure.

nSecure the scene. Work with operations to perform a qualitative evaluation of a failure scene before commencing repairs and/or restarting the equipment.

nPhotograph the scene. “A picture is worth a thousand words” could not be truer when it comes to a failure investigation. Photos allow the failure scene to be revisited well after the equipment is back up and running, and act as excellent training materials for preventing future failures. (Place a 6” rule against photo-graphed items to help assess scale.)

Ken Bannister, Contributing Editor

Innovative Investigation:Clues From The Crime Scene


DON’T PROCRASTINATE…INNOVATE!

nPerform on-scene forensics. The maintenance/reliability group can conduct many diagnostics at the failure scene (including infrared signatures, oil analysis signatures, etc.).

nBag and tag all physical failure evidence. Once all local physical evidence of tampering and breakage has been photographed, tagged and bagged, the actual failed components can be dismantled and replaced. Any parts for repair must be photo-graphed. Any parts requiring replacement must also be bagged and tagged. Use bubble wrap, heavy-duty freezer bags and heavy-duty cling wrap (for larger items) to protect components and evidence.

nInterview witnesses. Operators can describe any abnormal sound, smell or vibration emanating from the equipment prior to failure.

nCode the failure on the work order. Complete the work order with a report of the fi ndings, making sure to include failure symptom codes on it.

nPerform necessary laboratory forensic analysis. Examine all past failure records and diagnostic readings and conduct any necessary destructive testing and metallurgical and/or oil analysis, etc., by sending out to a recognized lab.

nAnalyze fi ndings. Write up an FMEA report with recommendations for preventing or predicting and update the PM program accordingly.

Adopting the FSI methodology listed above requires a disciplined “planned and scheduled” approach to be in place—and that’s a very important step toward maintenance excellence. MT

Ken Bannister is author of Lubrication for Industry and the Lubrication section of the 28th edition Machin-ery’s Handbook. He’s also a Contributing Editor for Lubrication Management & Technology. Email: [email protected].

Announcing Our 2011Maintenance & Reliability Innovator Award Winners

It’s been an exciting time for Applied Technology Publi-cations, parent of Maintenance Technology and Lubrication Management & Tech-nology. Last year, we asked readers to submit their innovative solutions to maintenance problems in one of three categories. Starting last June, monthly winners were showcased in both magazines. All entries received by December 31, were scored by an edito-rial panel based on practicality, simplicity and impact. Winners have been posted on www.MT-online.com, and I’m pleased to announce them here:

The Grand Prize Innovator Award for 2011 goes to the team of Chuck Reames and Chris Labat of Shaw Group Maintenance, Inc., and LOOP, LLC, respectively, for their SNAP (Stem Nut Analysis Protractor), a tool and method to determine valve stem thread wear in large piping systems.

The Winner for Innovative Devices, Gizmos & Gadgets is Michelle Laramee, leading a team from Byer Source to develop an electrical in-line earth-ground bonding device that assures safe electrical grounding of electrical panels.

The Winner for Innovative Processes & Procedures is Chris Dixon, of Hemi-O Technologies, for development

of an online heat-exchanger modifi cation process kit that allows change-out of tubes while equipment is in operation.

The Winner for Innovative Use of 3rd-Party Resources is a team from Sandia Labs led by Mike Quinlan that worked with third-party resource supplier Doc Palmer to develop a mini backlog CMMS scheduling application that can simplify the Planning & Scheduling process for those transitioning into a plan-ning and scheduling environment.

Congratulations to these 2011 winners! For all you other Innovators out there, begin planning now to enter your own

maintenance and reliability innovations for judging in our 2012 Maintenance & Reliability Innovator program. Details will be available at MARTS and in the April issue of this magazine. Good luck!

©

Presented By Applied Technology Publications

EAM System Accuracy: How To Get There

Managing The Flow...

Almost every asset-intensive industrial operation has a soft-

ware-based work management system that comes under the

heading of Enterprise Asset Management (EAM). There’s

no guarantee, however, of getting accurate data entered

into the system. Perhaps the most effective way to begin managing

and capturing the fl ow of accurate data is to identify what output is

desired and then work backwards. For example, what information

does the reliability engineer need to identify recurring problems

and failure trends?

Once you lose control of your data, it’s hard to recover.

Check out these tips for improvement.

John ReeveCohesive Information Solutions, Inc.



Symptoms of a problemConsider this nightmare: A company spends millions on new EAM software and migrating “cleaned-up” legacy data into it, only to find shortly after “going live” that bad data is being entered into the system. Chances are it didn’t first establish an EAM master plan defining clear roles and responsibilities for user interaction. It’s a common situation. All too often, EAM system imple-mentation teams focus only on the technology—and give little thought to processes/procedures and linking inputs to outputs.

The danger in this approach is that once an organization loses control of its database in terms of accuracy, there’s no easy recovery. Imagine having 10 years of data where the statuses are inaccurate, actual hours aren’t always entered, work is tied to the wrong asset/location, no failure/problem codes are entered and the maintenance backlog contains work that's stale, out of date and incomplete. In addi-tion, during those 10 years, you’ve probably been paying a software vendor for annual (software) maintenance, performing upgrades and training users. Complaints about the system seem to be increasing. No wonder management is asking, “Where’s the value?”

At some point, a change in EAM software will probably be suggested. (Not knowing the root cause of the problem, this always seems to be the easy answer.) Management may think that the annual cost to maintain the existing software isn’t providing true ROI… that the system is too diffi cult to use… that something MUST be wrong with it… that “maybe we should look for a new EAM/ERP vendor”…Such logic is similar to a poor golfer thinking that a new set of clubs will greatly improve his performance on the course. In all likelihood, it's not the clubs, but rather the swing that needs to be addressed.

Defi nitionsEAM system… Your EAM system should be viewed as a combination of technology, process and responsibilities. One without the other weakens the overall system. If your procedures are unclear, then the technology may not matter. If the roles for system interaction are poorly defi ned, then no one may accept responsibility for accuracy. And, if the leadership team in charge of the EAM system has no long-term roadmap for use, then they may be unknowingly part of the problem.

Accurate data is not as simple as making fi elds manda-tory. The working level needs to understand why this data is necessary and how it's going to be used. The procedure for capturing this feedback at end of shift needs to be clear and precise. And, users may need periodic refresher training until they are comfortable with the system.

Work order initiation…As shown in Fig. 1, it’s important to properly categorize work orders when they are initiated. The completion/closeout phase is also critical, but if the work is improperly categorized or poorly planned at the start, it impacts backlog management.

Who owns the data… The principal organizations using an EAM system are opera-tions, maintenance and engineering. When they’re asked to identify who owns the system, individuals in these groups frequently respond INCORRECTLY, “the IT department.” When we ask who owns the system, what we're referring to is the data in it, the accuracy of the data and its use. Typically, the principal benefactor (and user) would be the maintenance department. Furthermore, since accurate data takes precedence over everything else, it would be diffi cult to run accurate reports, make quick assessments and manage by exception.

Fig. 1. It’s important to properly categorize work orders when they are initiated.

Problem DescriptionAsset numberLocationSystem - SubsystemWorktypePriorityDept. - Lead Craft

Planning andScheduling

Completion and CloseoutExecution

Job stepsCraft estimatesMaterial estimatesTool estimatesServicesSafety instructions

Update WO statusUpdate failure codingIdentify failed componentEnter actual man-hoursEnter materials usedEnter actions performedPlanner feedbackMaintainability issuesDesign-change suggestionsSafety issues

Record steps performedRecord fi ndingsRecord suggestions

Work OrderCreation

Responsible

Accountable

Inaccurate Data

This role is allowed to update the record, e.g. work order.

This role can also update the record but, whether he/she did or not, is held accountable for accuracy of the update.

A preventive maintenance record may have incorrect frequency. An inventory record may have inaccurate ROP, EOQ or safety levels. A work order may have inaccurate job status, missing priority, inaccurate work type or incorrect asset number.



Until the user community accepts responsibility for EAM system accuracy (as seen in the box at the bottom of the previous page), data in the system is at risk.

Improving system accuracyThere are numerous critical fi elds on an EAM entry screen, which, if entered incorrectly, can impact the planning/sched-uling, execution and completion/closeout phases. Although you can train staff to enter data and provide procedures, information still seems to get mangled.

The gatekeeper…By adding a gatekeeper, there will be an immediate improve-ment to all incoming data. This is an individual who is especially knowledgeable about the plant—i.e., “all-around knowledge,” including that about operations, maintenance and engineering. He/she is sometimes referred to as a “seasoned” employee who is valuable to plant operation. In reviewing/fi ltering incoming work, the gatekeeper would:

1. Ensure that the correct asset/location is assigned and the working department or lead craft;

2. Enter a fair priority, taking into account all other work currently in the maintenance backlog (with which he/she is completely familiar); and

3. Verify proper problem description.

The Service Request review team…When setting up an EAM system, the temptation is to let everyone go directly to the work-order table. The better approach is to direct entry through a Service Request (SR) ticket. This would come through a Service Request (SR) review team. Such a team should consist of high-ranking representa-tives from operations, maintenance and engineering who meet “fi rst thing, every day” to discuss new work.

The SR team considers feasibility of the service request, checks for completeness/accuracy and determines if tech-nical evaluation(s) and/or corrective action(s) are required. The team’s goal is to decide if the request should be turned into a repair work order. This is how the EAM user commu-nity would always create a service request. (Note: a Service Request may or may not result in a repair work order.)

■ Completeness/accuracy check. The SR Team (or gatekeeper) would grade incoming requests for completeness/accuracy (i.e., does the request under consideration have adequate information on it to route it to the next step?). There would be a list of items to check, which, based on the originator, the appropriate SR Team manager would (1) personally fi x in the meeting, or (2) send back to originator. Either way, this grading takes place and becomes part of a departmental metric called completeness/accuracy.

■ Technical evaluations (tech evals). These are non-work items used to request information, investigations and/or evaluations from engineers, system owners, etc. A tech-nical evaluation identifi es a problem with an asset, system or procedure and would normally be requested to support a corrective action. The tech eval might be needed to better understand the cause or the options to prevent recurrence or, possibly, to support other design changes that might be needed for new regulations. Such an evaluation might also refl ect procedural problems, but only with respect to incorrect instructions from a technical perspective.

■ Corrective actions (CAs). These are generated when there is a desire to investigate why an event occurred and to take actions to prevent recurrence. If you had an apparent or root cause that was determined to be human error caused by lack of detail in a procedure, that would be a procedure problem. Corrective actions usually fall into one of 3 categories:

◆ Standard evaluations for lower-risk items.

◆ Apparent Cause evaluation is a more structured approach to a signifi cant event. It applies rigor (as opposed to some-one's opinion) to the process. A safety near miss or potential power reduction might involve this type of evaluation.

◆ Root Cause Analysis (RCA) is for the most signifi cant events, wherein you might generate a full analysis that would have an assigned leader and a multi-discipline team. A lost-time accident or unit shutdown may require a RCA. This is the most rigorous review.

For some power-generation industries, CAs can come from equipment-related issues and result in repair work orders or they may be human performance issues [and not result in a work order]).

(NOTE: The SR review team assigns Technical and/or Correc-tive Action evaluation documents to specifi c individuals for resolution, along with possible deadlines for completion).

EAM refresher training… This unique form of training emphasizes leading practices along with the client roadmap for success. The training might start with “why we need this data.” Each signifi cant fi eld on the SR and work order should be discussed in detail by reviewing the signifi cance of each main fi eld on the work order entry screen and explain how it should be used. For example, the work order description is really a problem description. You want the requestor to describe what the problem is—not describe the fi x. Common problem areas are listed in Table I on page 19.

◆



Another point to consider is the sole reliance on text fi elds. Maintenance staff generally means to do the right thing but no one ever told them it is nearly impossible to create SQL extracts from words in text. An example of this is where the maintenance person describes the problem in a text fi eld but does not enter the appropriate failure/problem code value on the work order. Analytical reports utilize actionable data fi elds.

Business rules…Strangely, many sites haven’t documented their EAM system business rules. When rules are unclear, then entered data may also be unclear. Example business rules are shown in Table II.

(NOTE: To run an EAM system without business rules is like driving a car without road rules. You may get there but it could be really scary.)

Table I. Common EAM User Problems


Asset Name InsideProblem Description

<12 Character Problem Description

Identifi es Fix In TheProblem Description

Work Categorization

We already have the asset and asset descriptions on the work order.

Any problem description of less than 12 characters probably doesn't adequately describe the problem.

We want the user to describe the problem (what was observed) — not the remedy.

It is important to be able to differentiate between administrative work, PM/PdM, repair work and modifi cation work (sometimes capital projects).

A Leader in Electric Motor Testing


Addressing fears…Make sure you talk with the maintenance supervisors and working-level personnel to ascertain any fears relating to the EAM system. Explain what’s in it for them. While upper management wants plenty of data to be entered into the EAM system, the working level may be asking/wondering why all of it is needed (i.e., “Are they trying to manage every hour of my day. . . Do they not think I'm working hard enough. . . Are they trying to fi nd ways to cut staff?”) These fears must be addressed. Although it's possible to set up poorly intended metrics and KPIs, it's important to remember that the purpose of an EAM system is to manage assets—not people.

Running analytical reports… One suggestion to increase awareness in data-quality prob-lems is to involve the maintenance organization in analyzing

performance problems and failure trends by running analytical reports from the EAM system. If you have never run Pareto-style reports or looked for worse offenders, then you might be surprised by the output. In addition to fi nding the worst offenders you might also discover “bad data” as it usually jumps off the paper. It’s at this point you can begin thinking about ways to remedy this data. (NOTE: Some sites have a reliability team; this is where you can involve the maintenance staff.)

For additional ways to improve the accuracy of your EAM system, see Table III.

Automated processes require good dataEAM technology is intended to make it easier for the user to manage large numbers of assets, track failure history, remind us of future actions and minimize steps (keystrokes) to generate output. Although automated processes reside


Table II. Examples of EAM System Business Rules

Table III. More Tips for Improving EAM System Accuracy

Priority 1 work needs to be attended to within four hours.A

B

C

D

E

F

All labor hours need to add up to eight, as this feeds payroll.

The maintenance supervisor is accountable for accuracy of all data (accountable) at status = complete.

Work delays should be recorded.

If you encounter new repair work in the performance of a PM, and the estimated effort to do this work is > 15 minutes, you should create a new work order and allow this work to be planned and scheduled.

Maintenance workers are expected to return to offi ce before end of shift to update the EAM system.

Ease-of-use functionality includes mobile devices, single-point-of-entry (e.g. as achieved through integration or consolidation) or drop-down lists that only show relevant choices by work group.Business system analysts should periodically visit all user groups. They should ask the standard survey questions (report needs, training issues) and also docu-ment concerns, problems and complaints. They also should look for standalone fi les containing asset-related data and ask why it's not in the EAM system.

It is important that the originator name be on the record. When questions do arise, contact can be made with the requestor.Clearly identify work-group owner (group that will do work or will be responsible for it).

Identify Lead Supervisor, Foreman or Team Lead on work-order main.

Once known, identify Lead Trade (this is important because there could be multiple crafts).

Identify planner name. This is helpful during planner analysis and feedback.

Promoting a work-order feedback process that includes validation of maintenance strategy, asset condition rating, PM task/frequency validity, safety considerations, design change suggestions and maintainability issues supports continuous improve-ment. This type of feedback is instrumental to reliability-centered maintenance and could be applied to PM as well as repair maintenance. Requesting that the working level directly enter this data helps improve accuracy. If the worker is too distant from the product, this is where large omissions of valuable feedback occur.Conduct annual best-practice training that covers leading practices and the “end game.” The latter refers to why we update the work order with failure codes and why it's important to link work to the right asset.In addition to conducting overviews of work for the day and safety reviews, include a weekly EAM system tip. Such tips could be pre-built for the 52 weeks of the year.

Assess Ease of Use

Conduct Surveys

Verify Originator

Verify Work GroupVerify SupervisorVerify Lead Trade

Verify Planner

CaptureWO Feedback

Defi ne TheEnd Game

Conduct Short Briefi ng

Create EAM Procedures

ValidateFoundationData

FlowCharts

Create RAM

ReliabilityTeam

SystemOwners

ErrorChecks

Review PM

ReviewBacklog

Once business rules are established, EAM procedures can be created. These procedures explain how to enter and update an entire work order through completion/closure.If foundation data is missing, it causes additional pain for the end-user, and he/she may decide not to inform anyone. Thus, it may be helpful to have a “ready to go” communication template, whereby the user can quickly submit/indicate a missing failure/problem code.Draw up work fl ows to enhance process discussions as used by training venues.A responsibility account matrix (RAM) shows O&M roles on one side and work-order status on the other. Each role is then marked as responsible or accountable. This group looks at trends, recurring problems, failures by system, maintenance strategies, basic failure analysis and root cause analysis. They might also look at completed repair work sorted by asset groupings. A formal reliability team can fi ll several holes in the organization.This role could be an engineer, supervisor or planner who would be responsible for all work in a system. He/she may be asked to verify repair/replace criteria. This role also provide outage budgets.sTrust but verify. The various data owners (and planning staff) should run “error checks” which proactively look for bad data. They would also evaluate related metrics on work-order record accuracy and completeness.Annually review the preventive-maintenance library for accuracy.There should be periodic reviews of the maintenance backlog to look for stale work, duplicate work, incorrect priorities, poor problem descriptions (can’t tell what the job is) or incorrect job statuses. It is also possible that due to a past design change this repair work is no longer valid.



in the EAM system, some sites decide not to use them. Examples of automated processes include inventory reorder, PM work order generation and resource-leveled weekly scheduling. But if the inven-tory data has bad reorder points, or the PMs are missing job plans or the maintenance backlog isn't accu-rate (prioritized and planned), it is diffi cult to implement any form of automation. This, in turn, translates into higher operating costs.

In summaryData accuracy is critical to any EAM system. Good data improves business intelligence in support of asset perfor-mance, craft productivity and cost tracking. Data accuracy begins with data ownership. But once the data gets out of control, it can be very diffi cult to recover. Bad data also impacts your ability to cleanly upgrade to future software versions, extract meaningful reports, run KPIs and implement auto-mated processes. Training users on how to interact with the system is helpful, but sometimes the only way to guar-antee accuracy is to introduce a review group early in the process. Although it sounds like a costly step to add a new role such as gatekeeper or SR review team, the alternative is much worse.

Many organizations that purchased EAM systems long ago continue to make decisions based on personal


experiences, gut feeling and whatever other reactive maintenance occurred last week. In some cases, seasoned staff may even belittle the value of the EAM database to increase their positioning.

Imagine, however, a future perfect world where data is assumed to be accu-

rate because it is continually reviewed and validated. Buy-in exists at all levels of the organization because they rely on the data for day-to-day decisions on craft coordination, job safety and failure trending. Remember: When an operation treats its EAM system as an item of strategic importance, the entire organization is able to leverage the data, react to change quicker and enhance its overall competitiveness. MT

John Reeve has spent 25 years sup-porting CMMS/EAM users across a wide range of industries. Now, as Manager and Senior Consultant for Cohesive Information Solutions, Inc., he serves as Practice Leader for Maintenance & Reliability Solutions. Email: [email protected].


Discover the

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Maintenance

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Maintenance managers across industries are forced to improve their business. In the ongoing economic crisis maintenance needs to add more value to the overall company results. But how? And where to start? Should you focus on uptime or on cost reduction? And how important is safety relative to spare parts reduction? Questions that can only be answered with the right maintenance information. Although this information is often captured in EAM systems, it is rarely used to steer maintenance performance. VDM Inside is a new and innovative KPI Dashboard. It contains over 100 performance indicators and drill down analyses and is based on the successful Value Driven Maintenance® methodology. Do you want to discover the treasure in your maintenance organization? Meet us at MARTS at booth #11.

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Fig. 2. The relationship between procedures, roles and strategies for operational excellence

Vision Goals Training Surveys

Audits

FeedbackFoundation Data

Resonsibility Account Matrix

Automation

Operational Excellence

Advanced Processes

ErrorChecks

HierarchicalKPIs

EAMProcedures

Business Rules

$$$$

AUTOMATION INSIDER

Who Owns The Data?

By Gary Mintchell

The annual Forum sponsored by the ARC Advisory Group (ARC) took place

February 6-9, in Orlando FL. This year marked my 15th trip to the information-

packed event, where I again hoped to hear the latest thinking in production and

manufacturing.

One meeting I always anticipate is with Alan Johnston, President and CEO of

MIMOSA, and Cliff Pedersen, CIO of North West Redwater Partnership. For readers

who might not be familiar with MIMOSA (www.mimosa.org), it’s an alliance of

Operations & Maintenance (O&M) solution providers and end-user companies

that are focused on developing consensus-driven data standards to enable Open

Standards-based O&M Interoperability. Johnston has been spearheading this initia-

tive for years. Pedersen represents the interests of owner/operators in the group.

MIMOSA and the Open O&M Initiative were accomplishing much until the

recession hit. Their demo showcase at the 2009 ISA Expo revealed the potential of

the work. The group has, fortunately, recovered from the slowdown and is rapidly

progressing toward building a critical mass of suppliers and owner/operators who

have signed on for data interoperability.

One key element involves the data exchange from the design/procure/construct

process to the operations/maintenance process. Too often, information necessary for

effi cient and effective operations or maintenance is buried in design documentation—

or is not even in existence. Many times a supplier will give just enough information

for the purchase of replacement equipment, but not enough for effective and prompt

service. For example, you may get a pump curve, but not the actionable data points

you need when you go out to service or repair the pump.

Then there’s the problem of the “who owns the data” argument. Owner/operators

believe they do—i.e., own data they paid for—while suppliers try to retain ownership

of that data, forcing owner/operators to pay extra service fees for access to it. This is

another situation where MIMOSA and the Open O&M Initiative are looking out

for buyers. I’ll be writing more about these topics in future issues of MT. Meanwhile

check out MIMOSA’s Website and see how/where you might get involved. MT

(EDITOR’S NOTE: You can read more from ARC in this month’s “Viewpoint” column

[pg. 40], by Paula Hollywood, Senior Analyst with the Group.)

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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MAINTENANCE LOG


Conveyor systems aren’t just subject to considerable wear. Even in

normal use, they can face the risk of fi re due to equipment failure

or ignition of the materials being transported. In Amarillo, TX,

energy-services provider Savage is successfully employing state-

of-the-art online condition monitoring on a coal-conveyor system to

help eliminate that concern and ensure safe and uninterrupted supply

of fuel to Xcel Energy’s Harrington Generating Station.

Jane Alexander, Editorwith

Patrick Parvin, SPM Instrument, Inc.

Bearing Monitoring Keeps Coal Safely

On The Move

Here’s how proactive condition monitoring

is helping an energy-services provider

defuse a process safety challenge.©

JOS

EPPI

— F

OTOL

IA.C

OM

MAINTENANCE LOG


The challenge of PRB coalThe coal-conveyor system plays an important part in the operation of the Harrington Generating Station: A reliable and trouble-free supply of fuel is critical to secure energy production. The Harrington plant, owned and operated by Xcel Energy, gets its coal primarily from the Powder River Basin (PRB) in Wyoming. A special property of the PRB coal is its propensity to self-ignite. Another characteristic of this coal is its friability, creating combustible dust that can penetrate into bearings and other parts of the conveyor system.

While PRB coal has become popular—based, in large part, on its low cost and low sulfur content—that popularity comes at a price. The potential for spontaneous combustion calls for safe operation and maintenance in coal transportation systems and stockyards. Good housekeeping practices, such as properly managing coal stock piles, limiting dust accumu-lation, preventing spills and conducting regular cleanups are extremely important. For the Savage maintenance department, handling PRB coal has introduced extraordinary hazards. Careful management of these hazards is a must. A mechanical fault in the bearing of a roller, for instance, could cause ignition of the belt or coal. Friction between a seized roller and the belt could also lead to fire. The site’s online condition-monitoring program plays an essential role in dealing with the safety issues that come with the handling of PRB coal.

Condition monitoring: a proactive strategySavage implemented its condition-monitoring program to monitor plant machinery and detect potential failure at an early stage. In late 2009 and early 2010, the Intellinova®

online system from SPM Instrument was installed to monitor 40 conveyor and crusher bearings. The condition of these bearings is measured with SPM HD®, a new and advanced shock-pulse measurement technique. Particularly well-suited for low-RPM applications, this new technology can be utilized on rolling-element bearings throughout the range of 1-20,000 RPM. At the Savage Harrington location, the conveyor system runs at approximately 120 RPM.

A prominent feature of the SPM HD technique is its capacity to detect machine problems at a very early stage and provide reliable diagnostic information months before replacement of a damaged part becomes necessary. SPM HD delivers immediate condition evaluation in green-yellow-red and presents measuring results with remarkable detail, giving a clear picture of bearing condition.

Savage’s condition-monitoring program was off to a flying start. Initial readings in June 2010 indicated dete-riorating condition on one of the pulley bearings. With the online monitoring system, Savage personnel were able to keep a watchful eye on development of the damage for a full 15 months before the bearing needed replacement.

As can be seen in the trend graph in Fig. 1, taken from Condmaster® Nova software, the HDm readings (black) were already in the yellow warning zone when measure-ments began. Shortly thereafter, they started to move into the red, but the condition degradation was relatively slow. In September 2011, a significant increase was seen, leading to a decision to replace the bearing in a planned maintenance action. Immediately after replacement, the readings dropped into the green zone.

Fig 1. Trend graph of measurements on the pulley bearing. HDm (black) is a scalar value expressed in decibels. It represents the strongest impact found during the measurement time, and is the primary parameter for asses- sing damage sever-ity. HDc (blue) is a scalar value expres-sed in decibels, rep- resenting the level where 200 collisions per second are found. HDc is very useful for determining lubrica-tion condition.

MAINTENANCE LOG


The time signal in Fig. 2 shows that in the late stages of the damage process, the majority of the signals were dominated by damaged rolling elements. The periods between the “bursts” in the time signal are equal to the cage frequency—i.e., how often the rolling element enters the load zone of the bearing.

By September 2011, clear indication of both inner and outer race damages was visible in the Condmaster® Nova spectrums (see Fig. 3, page 26).

Examination of the replaced bearing showed severe damage on both its inner and outer rings, as well as the rolling elements. Still, no secondary damage to the shaft or bearing housing had resulted, and since the bearing was replaced during normal downtime, no loss of production was incurred.

Fig. 2. Time signal from the pulley bearing; signals dominated by damaged rolling elements

With this condition-monitoring technology,

Savage personnel were able to keep a

watchful eye on development of the

damage for a full 15 months before

the bearing needed replacement.

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MAINTENANCE LOG


Clear and tangible benefi tsIn general, a majority of industrial accidents happen during cleaning or other maintenance activities. When equipment failures occur during normal production runs, production requirements may call for hurried maintenance efforts to get the machinery back up and running as quickly as possible. This can be an invitation for accidents to happen. In contrast, when maintenance can be carried out only when confi rmed necessary and under planned stops, risks are signifi cantly reduced.

To Savage, the condition-monitoring program brings indisputable benefi ts beyond the ability to provide a reliable delivery of coal to its valued Harrington Generating Station customer. A substantial reduction in equipment failures, improved worker and equipment safety and an increase in plant availability and productivity are results that speak for themselves. Assuring dependable, safe and trouble-free opera-tion of the coal conveyor system is a smart business strategy—in more ways than one.

When asked about the cost savings for this particular bearing change, Mark Kilgore, Operations Manager at the Savage Harrington site, noted, “We could still run if this bearing would have failed during a run, but had it failed outside the normal hours of the maintenance team, we would have had to call them [maintenance] in and this would have been an extra expense.” According to Kilgore, if the bearing had catastrophically failed, it could have caused a fi re. It also could have damaged the belt—one of the longest belts in the plant.

The pulley bearing in question is located about halfway up a conveyor belt system rising over 200 feet from the ground to the top. If the bearing were to overheat, both it and the coal traveling on the belt could catch fi re. That burning coal, in turn, could then fall onto the returning belt below. On its way to the top of the conveyor system, a fi re would pull air in from underneath the conveyor system, fueling an inferno-like situation akin to the inside of a blast furnace. Such an incident clearly could be devastating to workers and equipment alike.

The early detection of potential bearing problems saves users downtime and money. Kilgore sums it up this way: “As we all know, when you have a catastrophic failure, it never happens when it is convenient, and it usually causes severe damage. With this system [SPMs], we are able to catch these problems before complete failure, and we can schedule the repair when it is conve-nient for us.” MT

Patrick Parvin is Managing Director of SPM Instrument, Inc., based in Eugene, OR. Telephone: (541)687-6869; email: [email protected].

Fig. 3. Spectrums showing clear indications of inner and outer race damage


RELIABILITYTHE

F I L E SRELIABILITYF I L E S

Volume 2 Number 3

M A I N T E N A N C E

TECHNOLOGY®


Sponsored Section

28 | MAINTENANCE TECHNOLOGY Sponsored Information THE RELIABILITY FILES / MARCH 2012

RELIABILITYTHE

F I L E S M A I N T E N A N C E

TECHNOLOGY®


ProblemFor many industrial businesses, gearboxes represent the heart of production. Today, advancements in technology have enabled equipment manufacturers to decrease the footprint of gearboxes, while maintaining the same—or even higher—power trans-mission capabilities.

Compared to previous models, these newer, higher-performing units typi-cally require lubricants that offer more comprehensive protection. If a gearbox isn’t properly maintained with the appropriate lubricant, there’s a potential for the equipment to experience a condi-tion known as “micropitting.”

A common sign of excessive load, torques and stress placed on operating components, micropitting is surface fatigue that’s mainly seen in gears—but which also can be found in rolling element bearings. Micropitting causes destructive wear that can occur within the fi rst few hours of operation.

One measure of micropitting is profi le deviation, which is the modifi cation of the in-service gear tooth profi le by tens of microns versus its starting profi le. When small amounts of material are worn away from the pitch line, it results in changes to the tooth profi le. This can be detected through increased vibration and a change in load distribution across the tooth surface. The combination of higher local loading on the tooth surface due to these changes in tooth profi le and the existence of micropitting as a surface fl aw can lead to the initiation of macropitting and spalling on the gear teeth. Both of these conditions can greatly impact equipment performance and reliability.

SolutionTo help mitigate wear such as micro-pitting, companies should select a high-performance synthetic lubricant that features a balanced formulation and is designed to deliver exceptional, long-lasting wear and corrosion protection.

The Mobil SHC™ Gear Series, a family of outstanding-performance, fully synthetic industrial gear oils, represents the latest innovation from ExxonMobil that pushes the boundaries of what’s possible in gearbox lubrication technology.

Mobil SHC Gear Series lubricants are developed with ExxonMobil’s proprietary balanced formulation approach, which stresses well-rounded equipment protec-tion in all critical performance areas for a targeted application.

Approved by Siemens for use in Flender gearboxes, Mobil SHC Gear Series lubri-cants meet or exceed nearly every other major industry and Original Equipment Manufacturers (OEM) specifi cation for industrial gearbox applications.

Return On InvestmentThe above chart shows how Mobil SHC Gear Series oils meet or exceed the capabilities of competing synthetic and conventional mineral-based fl uids across a wide spectrum of performance parameters, including:◆ Micropitting Protection ◆ Oxidative Stability ◆ Foam and Air Release ◆ Rust and Corrosion Protection ◆ Low-Temperature Fluidity

In addition, Mobil SHC Gear Series lubricants offer potential energy-effi ciency benefi ts. Across a range of statistically validated tests, they exhibited energy savings of up to 3.6% compared with conventional oils.*

And, when compared with competitive mineral oil–based gear lubricants, Mobil SHC Gear Series oils deliver a service life of up to six times longer, helping to reduce oil consumption and staff time needed for lubricants changes. MT

*Energy effi ciency relates solely to the fl uid

performance when compared with conventional

reference oils of the same viscosity grade in gear

applications. The technology used allows up to

3.6% effi ciency compared with the reference

when tested in a worm gearbox under controlled

conditions. Effi ciency improvements will vary

based on operating conditions and application.

Exxon Mobil CorporationFairfax, VA


Protect Your Gearbox With The Right Lubricant


This chart shows that some competitive synthetic gear oils are formulated specifi cally to deliver exceptional results in one area but may sacrifi ce perform-ance in many other areas. Only by selecting an oil that has a balanced formulation can operators look toward maximizing productivity. (Source: ExxonMobil Research)

The energy effi ciency design is a trademark of Exxon Mobil Corporation.

JULY 2011 / THE RELIABILITY FILES MT-ONLINE.COM | 29

Protect Your Gearbox With The Right Lubricant


Cyan Magenta Yellow Black

LH: In ProgressSave Date: 6-9-2011 5:14 PMPrevious User: ipgna\leonardo.lizDocument Path: Macintosh HD 2:Users:tammy:Desktop...1006_ENOD_MIL_NA_2011_Ads_pgs_3_6.indd

Job #: EXOD1006Client: ExxonJob Name: MIL NA 2011

Studio Artist: TammyProof #: 4-Release

Cyan Magenta Yellow Black

LH: In ProgressSave Date: 6-9-2011 5:14 PMPrevious User: ipgna\leonardo.lizDocument Path: Macintosh HD 2:Users:tammy:Desktop...1006_ENOD_MIL_NA_2011_Ads_pgs_3_6.indd

Job #: EXOD1006Client: ExxonJob Name: MIL NA 2011

Studio Artist: TammyProof #: 4-Release

This mechanical prepared by

MRM WorldwideThis mechanical should not be modified in any way without prior written direction from MRM Worldwide.

Safety: 7” x 9.5” Client: Exxon Mobil Job Number: EXOD1111

Trim: None Issue Date: 5/24/11 Job Name: Operation FP Ad

Bleed: None Project Manager: Richard Veloso (646) 865-6212

Space: 4C Page Production Contact: Linda Herskovic (646) 865-6371

Publication: Various Publications - 2011

Your machinery drives your business. Downtime, high maintenance costs, or unexpected stoppages will all slow your ascent. So Mobil Industrial Lubricants help you get the most out of your machinery. We have an exceptional product range, a history of proven performance, and more than 5,000 equipment builder recommendations. Just a few reasons why we don’t simply make industry run. We make it fl y. Visit mobilindustrial.com for more.

© 2011 Exxon Mobil CorporationThe Mobil logotype and the Pegasus design are trademarks of Exxon Mobil Corporation or one of its subsidiaries.

Why settle for an operation that runs, when you can have one that fl ies?

S:7”S:9.5”



It is quite an achievement to attain lasting success in plant maintenance.

So much so, that once a modicum of reliability has been reached in a produc-

tion facility, the maintenance organization responsible for this achievement

would want to solidify its gains. It wouldn’t want to mess with success.

It would be loathe to “fi x” that which “ain’t broke.” It would be inclined to leave

well enough alone. You can bet that if the maintenance manager were in the

budgetary decision loop, this is exactly what would occur. As we all know, main-

tenance reliability doesn’t just happen. Despite the old saw to the contrary, for

anybody in our line of work, it is NOT better to be lucky than good.Unfortunately, the maintenance manager frequently is not the only person involved in the main-

tenance budgeting equation. Consequently, when the economy slows down and times get hard, the reward for a successful maintenance effort can sometimes be expressed as budget cuts. The irony here, of course, is that when a maintenance organization has truly found its stride, it may not seem busy enough to suit upper management. Historic measures of maintenance effi cacy—heroic last-minute saves, quick turnarounds on emergency breakdowns and manly all-nighters—are not visible to others in the organization, who may begin to wonder what “those maintenance people” are doing with their time. After all, everything is running along smoothly and quietly, just as it should. “Do we really need all of them?”

As another old saying goes, the squeaky wheel gets the grease. By the same token, if that wheel isn’t squeaking, it can be lost in the economic shuffl e once the word comes down from corporate to cut costs. If the wheel is rolling as designed; if it is aligned properly; if its PMs are current; if it has been properly maintained by competent maintenance professionals to ensure against surprises and runtime failures; and if it was properly engineered to begin with, installed by a capable contractor and is being supported by a committed staff of professionals who know the process and the equip-ment, the keepers of the purse might decide that maintenance is as good a place as any to cut costs. When a company is under economic duress, however, fi nancial decisions that look promising in the near term can have long-term negative impact on the health of the process.

5 Ways To Cut Costs

You may not have

asked for it, but

here’s a list of some

sure-fi re ways to

do in your program.

While Shooting Your Maintenance Effort In The Foot

Raymond L. AtkinsContributing Editor

Reminders like the ones in this 2010 article never goout of style…


A SPECIAL SUPPLEMENT TO MAINTENANCE TECHNOLOGY

Such is the case with the following five sure-fire meth-odologies—they’re guaranteed to trim dollars from your maintenance budget immediately. Remember, though, that each of these tactics has a hidden cost for your organization in reliability and efficiency, as well as a real cost in dollars that will have to be repaid with interest down the road.

#1: Suspend trainingOne of the best methods to employ if you want to have an immediate short-term positive impact on your maintenance budget is to suspend or cancel your training program. Since it’s often difficult to see instant results from training programs, they are often put at risk during economic downturns.

Assuming that you’re currently devoting 5% of paid mainte-nance time to training, that you work a 40-hour week, that you have a workforce of 20 technicians and that your technicians are paid an average of $15 per hour, you can save over $600 per week beginning the very first week, not counting the actual costs associated with training modules, materials and teachers. If your backlog requires attention, these man-hours can be scheduled to other tasks. Or you can simply have your techni-cians work shorter weeks and take the savings all the way to the bottom line. On the other hand, the first time that a $10,000 bearing goes out because it was not installed properly—due to lack of training—the cost of the replacement part plus produc-tion downtime and maintenance overtime will wipe out these savings and more.

#2: Reduce staffThis popular cost-cutting tactic—aka “Slash and Burn”—is the hands-down favorite in many organizations. While not the approach typically taken by surgical teams, flight crews or fire departments (thankfully), it’s a method that most other industries and enterprises turn to at one time or another.

Depending on the geographic location of the facility and the type of industry involved, huge short-term savings can be reaped using this approach, and real money can go straight to the bottom line. If you choose this approach, the tricky part is trying to select which of the current roles and responsibilities on your maintenance team are not actually necessary to the organization’s continued success. To do so, you must assume that you’ve been overstaffed all along, or that you have some unnecessary roles in your organiza-tional structure. Upon making these types of assumptions, you also must acknowledge that you somehow didn’t notice such conditions existed within your organization until the economy slowed and you were faced with reducing your budget. Finding yourself in this situation, incidentally, begs speculation about what you have been doing with your time (but that’s a question for another day). Luckily, the decision to eliminate personnel will probably be made for the maintenance manager by someone who is not actually

acquainted with the organizational structure—with just a flick of the pen, based on dollars, not sense. Therefore, the cut won’t really be the maintenance manager’s fault. It will, however, be his/her problem when the plant grinds to a halt and ceases to make product.

#3: Postpone or cancel PMsIn any well-run maintenance organization, 50%–70% of the technicians’ time is spent on PMs and inspections. This represents a deep well from which you can draw buckets upon buckets of savings, the dollar amounts of which can be quite large.

Say your equipment is humming along nicely, and you have a total of 300 hours of PMs coming up for the next week. If you can somehow suspend the laws of maintenance and convince yourself that the reason your operations are running so well has nothing whatsoever to do with your current PM program, you can, with impunity, cut some or all of these hours from the schedule from time to time, particularly on those machines that aren’t giving you any trouble. It’s like finding thousands of dollars of free money lying on the plant floor! Think about it: If you don’t do 150 hours of next week’s PMs—again assuming an average wage of $15 per hour— you can save well over $2000 that week in maintenance salaries alone. That’s without even considering the other costs associ-ated with your PM program, such as parts and materials. If you continue doing this week after week—picking machines that are running well and skipping their PMs—you’ll be into real savings in no time flat. Great! You’ll need that money when it comes time to pay the piper: Sooner than you might imagine, there won’t be any well-running equipment to skip.

# 4: Only fix what you have to fixAlso known as the “Baling Wire & Duct Tape Method,” this cost-cutting avenue is based on the principle that a machine center—or even an entire process—will continue to run long after it has ceased to run well.

This method assumes that the business gets paid on uptime, not throughput or quality, and relies heavily on the fervent hope that if the maintenance department somehow can just keep things patched together until the economy gets better, “then we’ll be able to afford to fix it right.” It also assumes equip-ment systems do not wear or break, and even if they somehow did, that replacement parts and components would be free. The problem with this methodology is clear to the maintenance professional—when robbing Peter to pay Paul, that guy Peter will, at some point, want to get his money back.

Any machine or process that is not well-maintained will run less and less efficiently over time. It will cease to do what it was designed to do in the manner it was designed to do it in. As it is patched and re-patched, the reliability issues compound, and the machine becomes less and less able to do what it is supposed to do. Eventually, it becomes so out of spec that nothing short of a major overhaul and refit will salvage it.


#5: Practice reactive maintenanceBest described as the “Laissez Faire Method,” this technique is based on the theory that your maintenance department will spend less money in the short run if it simply sits around waiting for something bad to happen. Oddly enough, if you’ve had any success at all in building an effective maintenance organization over time, you’ll actually spend a good deal less money using this particular strategy—well, at least for a while.

The reactive maintenance technique is exceptionally easy to employ. Just hunker down out of sight somewhere and wait to see what happens. The savings associated with this approach have to do with the “don’ts.” When you base your maintenance strategy on running to failure each and every time:

◆ You don’t plan.

◆ You don’t schedule.

◆ You don’t hold high expectations.

◆ You don’t follow up.

◆ You don’t write SMPs.

◆ You don’t lube.

◆ You don’t perform failure analysis.

◆ You don’t perform PdM inspections.

◆ You don’t track KPIs.

◆ You don’t review safety.

Basically, you don’t do anything at all except hope that the plant doesn’t suddenly get quiet. The problem with this approach is that, sooner or later, the plant will—suddenly get quiet, that is—and the longer you employ this method, the more likely this becomes.

Stop the shootingThere you have the five best methods available for doing in your maintenance program. Each will have a positive short-term effect on the maintenance budget—and each will have a negative long-term effect on your process. The use of just several, or all of them at once, is a guaranteed recipe for failure.

Granted, these are extreme examples of poor maintenance management. They were written that way to make a point. Still, as you read back over them, you should ask yourself if you are as removed from these practices as you think. In tough economic times, maintenance managers are under intense pressure to deliver reliability on time and under budget. In your daily search for ways to accomplish this, be sure you don’t end up shooting yourself in the foot! MT

Ray Atkins is a retired maintenance professional (and an award-winning author of fi ction) based in Rome, GA. He spent his last fi ve years in industry as a maintenance superintendent with Temple-Inland. Web: www.raymondlatkins.com; Email:[email protected].

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To learn more about specifi c recommendations and practices,email the author: [email protected].

An electrical-safety program is safer when workers can determine a zero-electrical-energy state without exposing themselves to voltage. Article 120.1(1)–(6) provides a six-step procedure for creating an electri-cally safe work condition. Here is a portion of the steps:

Permanent Electrical Safety Devices (PESDs) mounted to the outside of your control panel and wired to every voltage source entering your panel provide a way to verify and identify all sources of electrical energy without exposing workers to that energy (120.1). An illuminated 3-phase voltage indicator verifi es the isolator blades of disconnects and circuit breakers while giving a visual indication outside the panel (120.3). The CAT III/IV rating of thru-door voltage indicators and non-contact voltage portals are adequately rated for use in power-distribution systems. Because both devices are physically wired to the voltage source, they meet the 120.1(5). A voltage indicator not only checks voltage phase-to-phase and phase-to-ground, but it performs this function every second of every minute of every day. When a non-contact voltage detector (NCVD) is used in conjunc-tion with voltage portals, each device checks the other to ensure proper function-ality before and after the procedure. Furthermore, the NCVD can be checked to another voltage source.

Voltmeters test voltage, then are put back in the tool belt, but a voltage indi-cator hardwired to the source voltage stays on the job and tests voltage all the time. It is like a lifeguard watching out for workers to make sure no voltage shows up during the work or task. It fi nds voltage so voltage doesn’t fi nd you. MT


120.1(1) Identify all sources of electrical energy.

120.1(3) If possible, visually verify the isolator blades.

120.1(5) Use an adequately rated voltage detector.

120.1(5) Physically contact the voltage source.

120.1(5) Checks voltage phase-phase-ground.

120.1(5) Ensure the voltage detector functions before and after the procedure.



TECHNOLOGY SHOWCASE


Testing & Analysis ToolsUser-Friendly, 6-Tools-in-1Handheld Troubleshooter

According to Test Products International (TPI), its feature-rich, easy-to-use handheld Model 440 combines the features of a multimeter with the waveform of a single-input 1 MHz bandwidth oscilloscope that

offers true RMS auto-ranging DMM. Advanced capabilities include:

◆ Viewing waveform to verify power quality delivered to VSDs◆ Measuring voltage and frequency at the same time◆ 400µF for checking motor start and run capacitors ◆ DC µAmps for checking fl ame safety controls ◆ DC mV for checking thermocouples

Trend Mode allows surges and dropouts to be graphically displayed. Commu-nication to a PC is available by using an optional RS-232 cable and software. The 440 comes standard with rechargeable battery and adapter. TPI offers a range of optional accessories.

Test Products International (TPI)Beaverton, OR

Expanded Thermal Imaging Lineup

Milwaukee Tool continues to expand its product offerings with the introduction of its new 160x120 Thermal Imager, powered by M12™

for professional maintenance and troubleshooting applications. The device features 160x120-pixel, high-resolution thermal images, a visual camera for standard pictures and what the company says is the broadest temperature range in its class (-10 to 350 C/14 to 662 F). It incorporates a fi ve-button interface and no-blur, no-wait display that updates the screen image 60 times a second. The 160x120 Thermal Imager kit includes Thermal Imager Report Software that makes analyzing images and generating reports quick and easy. Users can download images from the device with the included 2GB SD card or USB connection port. Powered by REDLITHIUM™ battery technology, the product leverages Milwaukee’s M12™ battery system for quick charging and easy fi eld replacement.

Milwaukee Tool Corp.Milwaukee, WI




from the device with the included 2GB SD card or USB connection port. Powered


Are your inspections getting done? TPI’s Solution… The TPI Inspection9000: Affordable and Easy to Use.

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CAPACITY ASSURANCE MARKETPLACE

Arc Flash Protection System

The TVOC-2 from ABB’s Low Voltage Products division is a new generation of the company’s Arc Guard System™ that provides enhanced arc fl ash

protection. It detects faults in low- and medium-voltage switchgear and disconnects power provided to the arc within 30 to 50 milliseconds. TVOC-2 is now UL-listed, and when installed with ABB’s Emax circuit breakers, carries a functional safety rating of SIL-2 that confi rms the product has achieved the standard required to protect both humans and equipment.

ABB, Inc.New Berlin, WI



Consolidated Coupling Catalog

Emerson’s new Power Transmission Solutions industrial coupling

catalog covers Kop-Flex®, Jaure®, Morse® and Brown-ing® products in bore sizes to 43.5” and torque ratings to 329,000,000 lbs-in. Styles range from simple rigid and sleeve units to multiple types of disc, gear, chain, elastomeric, barrel, U-joint, shear-pin and tapered grid couplings. This 300-pg., consolidated resource also addresses custom units like fl exible-coupling drive shafts.

Power Transmission SolutionsA unit of Emerson Industrial AutomationFlorence, KY

Laser Alignment In Explosive Environs

LUDECA has introduced what it says is the fi rst wireless module certifi ed for laser alignment of machinery in explo-sive environments. The unit operates with the OPTALIGN

smart EX or ROTALIGN smart EX laser shaft alignment systems by PRUEFTECHNIK. Measurement data is transferred between the mea-surement sensor and alignment computer using the ATEX/IECEx-certifi ed EX RF module, which makes alignment jobs easier and more convenient without compromising operator safety. According to LUDECA, it and PRUEFTECHNIK are the only companies currently offering this capability for equipment align-ment in the types of explosive atmospheres that can be found in petrochemical, mining and other process operations.

LUDECA, INC.Doral, FL


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Expanded Motor Lineup

Baldor has added 98 new ratings to its line of Reliance®

Super-E motors with Internal AEGIS Bearing Protection Rings that offer off-the-shelf availability of units with pre-installed internal shaft grounding. The new ratings expand the company’s existing 4-pole line of TEFC & ODP designs through 100 hp, and add a number of 2- and 6-pole models. 575V TEFC motors from 1 to 50 hp in size have also been added to the lineup, as have TEFC & ODP close-coupled pump models.

Baldor Electric Co.A member of the ABB GroupFort Smith, AR

Environmentally Friendly RemovalOf Limescale

ScaleBlaster notes that its envi-ronmentally friendly product can eliminate limescale deposits

in pipes, cooling towers, boilers and numerous other applications. An integrated circuitry system produces a complex modulating frequency wave-form that hits the resonant frequency of calcium molecules, causing them to lose their adhesive properties. Existing scale is removed without the need of chemicals, salt or maintenance.

Scaleblaster, Inc.North Largo, FL





Process Heating & Cooling Systems

Mokon’s Full Range process heating and cooling systems offer temperature ranges of 50 to 600 F (10 to 315 C). Combined with a chiller, a Mokon heat-transfer

fl uid system is a self-supporting unit providing heating and cooling in one compact package. The systems are suitable for jacketed vessels, mixers and reactors; multiple-zone processes; installations where rapid cooling is required; and other processes that require both heating and cooling.

MokonBuffalo, NY

Sprayable Ceramic Coating

Henkel’s Loctite® Nordbak® 7255TM is a two-part, sprayable ceramic coating designed to protect metal surfaces on industrial equipment from wear, abrasion

and corrosion. Packaged in a reusable dual-cartridge dispenser, it may be quickly and evenly applied to large surfaces and complex or intricate areas. The coating features a solvent-free, thixotropic formulation and is suited for use on tank linings, mixing vessels, pump housings, impellers, chutes, troughs and centrifuge components.

Henkel Corp.Rocky Hill, CT


For more information on this “expert in a box” approach to successful lubrication programs, contact ENGTECH Industries

at 519.469.9173 or email [email protected]* Amortized over one year

Tap into your Liquid Gold for less than $20 per day!*

Tap into your Liquid Gold for Tap into your Liquid Gold for Tap into your Liquid Gold for Tap into your Liquid Gold for less than $20 per day!less than $20 per day!*

Whether you’re looking to increase asset utilization and maintainability, reduce contamination, downtime, energy consumption and/or your

carbon footprint, or simply cut your maintenance and operating costs, you’re ready for a 7-Step Best Practice lubrication program!

7-Step Best Practice Lubrication ProgramProfessional Self-Directed Implementation ToolKit


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


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..

For more info, enter 83 at www.MT-freeinfo.comwww.graceport.com/3mt_informationhighway

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]

ATP List Services

www.atplists.comContact: Ellen Sandkam

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

[email protected] S. Grove Ave., Suite 105, Barrington, IL 60010

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Web Spotlight: U.S. Tsubaki

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.

For more info, enter 82 at www.MT-freeinfo.comwww.pip.org

Buy

online

electric motorsand drives

SQONE.COMSquare One Electric

302.678.0400

U.S. Tsubaki’s Lambda® Chain is the next generation of Lube-Free Roller Chain. • Outlasts stan-dard chain without post-lubrication • Operates in higher temperatures • Keeps your operation running clean • Smooth roller engagement reduces sprocket wear • Reduces downtime and maintenance costs. The next generation Lambda® chain from U.S. Tsubaki is better than ever and will not only protect your applications, but also, your PROFITS!

For more info, enter 81 at www.MT-freeinfo.com http://www.ustsubaki.com/roller/lambda.html

MAINTENANCE TECHNOLOGY/JANUARY 2007 87

ARTHUR L. RICEPresident/CEO

[email protected]

MADDINGVice President

[email protected]

BILL KIESELVice President, [email protected]

Business Staff

TERRI WYMOREDirector of Creative Services/Production

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ELLEN SANDKAMDirect Mail

[email protected]

Sales Staff

AL, AR, FL, GA, IA, IL, IN, KS, LA,MI, MN, MO, MS, NC, ND, NE,

OK, SC, SD, TX, WI, Ontario Canada1300 South Grove Avenue, Suite 105

Barrington, IL 60010847-382-8100; Fax 847-304-8603

BILL [email protected]

KY, OH, TN135 N. Rocky River Road

Berea, OH 44017440-463-0907; Fax 440-891-1254

JOHN [email protected]

AK, AZ, CA, CO, ID, MT, NM, NV, OR,UT, WA,WY, British Columbia Canada

1300 South Grove Avenue, Suite 105Barrington, IL 60010

847-382-8100; Fax 847-304-8603TOM MADDING

[email protected]

CT, DC, DE, MA, MD, ME, NH, NJ, NY,PA, RI, VA, VT, WV, Quebec Canada,

Space Age, 225 Fuller StreetBrookline, MA 02446

617-232-2000; Fax 617-232-2951VINCE CAVASENO

[email protected]

Classified Advertising/Electronic Sales:1300 South Grove Avenue, Suite 105

Barrington, IL 60010847-382-8100; Fax 847-304-8603

TRACY [email protected]

20TECHNOLOGYM A I N T E N A N C E

®

YEARSYEARS1300 S. Grove Ave., Suite 105,

Barrington, IL 60010847-382-8100

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Index MARCH 2012 • Volume 25, No. 3

ADVERTISER WEB ADDRESS RS # PAGE #


1300 South Grove Avenue, Suite 105Barrington, IL 60010

PH 847-382-8100 FX 847-304-8603

SALES STAFF

Access MT-freeinfo.com and enter the reader service number of the product in which

you are interested, or you can search even deeper and link directly to the advertiser’s Website.

Submissions Policy: M T gladly welcomes submissions. By send-ing us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc., permission, by an irrevocable license, to edit, repro-duce, distribute, publish, and adapt your submission in any medium, including via Inter-net, 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.

Reproduction of Materials: Materials produced by Maintenance Technology may not be reproduced in any form for any purpose without permission. For Reprints: Contact the publisher, Bill Kiesel - (847) 382-8100 ext. 116.

ATP Lists.........................................................www.atplists.com.....................................77 .........................................35

CRC Industries..............................................www.crcindustries.com/ei .....................86 .........................................25

Electro Static Technology ............................www.est-aegis.com ..................................68 .........................................12

Engtech Industries Inc. ................................www.engtechindustries.com .................80 .........................................37

Exair Corporation ........................................www.exair.com/48/423.htm ..................65 ...........................................5

Foster Printing Services ...............................www.fosterprinting.com ........................64, 72 ...............................4, 22

Grace Engineered Products, Inc. ................info.graceport.com/pesd ........................75 .........................................33

Grace Engineered Products, Inc. ................info.graceport.com ..................................83 .........................................38

IAVA ................................................................IAVA.org ....................................................84 ......................................IBC

Mainnovation ...............................................www.mainnovation.com .......................71 .........................................21

Meltric Corporation ....................................www.meltric.com ....................................66,73 .................................7,32

Mincom, Inc. .................................................www.ventyx.com .....................................85 .......................................BC

Mobil Industrial Lubricants ........................www.mobilindustrial.com .....................260,280 .......................... 28,29

PdMA Corp. ..................................................www.pdma.com ......................................70 .........................................19

Process Industry Practices ...........................www.pip.org .............................................74,82 .............................. 32,38

Scalewatcher ..................................................www.scalewatcher.com ...........................62 ...........................................1

SPM Instrument, Inc. ..................................www.spmhd.com ....................................61 ......................................IFC

Strategic Work Systems, Inc. .......................www.swspitcrew.com .............................79 .........................................36

Test Products International (TPI) .............www.testproductsintl.com .....................76 .........................................34

Tri Tool, Inc. ...................................................www.tritool.com ......................................63 ...........................................2

U.S. Tsubaki Power Transmission, LLC ....time4lambda.com ...................................67 ...........................................9

U.S. Tsubaki Power Transmission, LLC ....ustsubaki.com/roller/lambda.html ......81 .........................................38


March 2012 Volume 25, No. 3

AR, KS, LA, MO, NM, OK, TX5930 Royal Lane, Suite E #201

Dallas, TX 75230972-816-3534; Fax 972-767-4442

GERRY [email protected]

CLASSIFIED ADVERTISING3605 N. TuscanyMesa, AZ 85207

480-396-9585 JERRY PRESTON

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AZ, CA, CO, ID, MT, NV, OR, UT, WA, WY, AB, BC, MB, SK

3605 N. TuscanyMesa, AZ 85207

480-396-9585 JERRY PRESTON

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IL, IN, MI, WI1173 S. Summit StreetBarrington, IL 60010

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Osterville, MA 02655508-428-3331; Fax 508-428-2545

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West Chester, PA 19382610-793-3093; Fax 610-793-3094

JIM [email protected]

IA, MN, NE, ND, SD1300 South Grove Avenue, Suite 105

Barrington, IL 60010847-382-8100 x116; Fax 847-304-8603

BILL [email protected]

OH, KY, TN135 N. Rocky River Road

Berea, OH 44017440-463-0907; Fax 440-891-1254

JOHN [email protected]


viewpoint

Ensuring asset reliability isn’t what it used to be. Today, it requires the convergence of process control with work management. This conver-gence resolves weaknesses in one methodology,

while being additive for both. For example, process-control solutions can’t identify asset criticality, but reliability solutions can. Manufacturers can improve efficiency and productivity with standardized work-flows based on best practices. Reliability solutions transform data into instantly accessible, context-appropriate information for those who need it.

In terms of enterprise software for manufacturing industries, asset-reliability tools are relatively new to the marketplace. ARC believes the real value of enterprise-level reliability software lies in its analytical capabilities. Consider the following three areas where these new solu-tions are hitting paydirt.

1. Managing operational risk Managing risk is an essential component of a reli-ability program. Decision makers need to understand the uncertainties of costs versus risks in order to make informed decisions about the benefits of a given strategy and any impact it may have on safety. Identifying critical equipment; failure modes; failure effects on equipment, personnel and the environment; and critical spares on hand enables decision-makers to leverage the right risks, while maintaining the appropriate controls to ensure effective and efficient operations. Visualization capabili-ties in risk-management modeling tools provide infor-mation to users in the context of their responsibilities and level of authority. Displays of real-time information and historical trends at the management level enable actions based on facts to minimize the costs and losses associated with a business interruption.

2. Going mobile with reliability Technicians frequently work remotely and/or outside the range of wireless networks. As a result, reliability solutions have migrated into handheld devices and tablets for the bidirectional exchange of data. For example, SKF offers ruggedized handhelds to support

operator-driven reliability (ODR). This enables operators to take a more proactive role in initi-ating corrective actions for degrading equipment. Meridium recently introduced its Tablet Application Framework, a platform that allows for the rapid development and deployment of mobile, tablet-based applications which integrate with Meridium’s software. Mobile applications enable access to data at the point of the asset where it is most needed.

3. taking reliability to the next levelEven today, reliability is often an afterthought (i.e., little reliability input is incorporated in the concept and design phase of an asset lifecycle). To take reliability to the next level, it must be built into the asset. Reli-ability expectations should be defined in the concept phase and used to drive reliability into the design phase of product development. Early testing can identify important failure modes that should be resolved in the final design. Unresolved failure modes, such as normal wear of items, should be identified in diagnostic guides in condition-monitoring and PAM solutions to drive appropriate maintenance strategies. A reliable-by-design approach provides a clear understanding of the risks before products are introduced and enables end users to better address issues later, if necessary.

Upgrade your toolboxHistorically, in the hierarchy of an enterprise, mainte-nance has been viewed as the ugly stepchild. It carries negative connotations—that something is broken and will cost a lot to fix. Thus, in challenging economic times, the maintenance organization is frequently the first to experience cuts. Enterprises have come to the collective realization that this attitude can be self-destructive. By adding powerful reliability-solution software to your asset-performance management (APM) toolbox, your operations will get a powerful assist in optimizing asset availability and utilization and mitigating exposure to risk. Mt

[email protected]

Paula Hollywood, Senior Analyst, ARC Advisory Group (ARC)

The Value Proposition Of New Reliability Solutions

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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