maintenance technology april 2011

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The 2011 International Maintenance Excellence Conference IMEC October 5 to 7 in Toronto, Canada

Expand your knowledge in unexpected ways by joining maintenance and asset-management professionals from around the world at the seventh-annual International Maintenance Excellence Conference. IMEC’s two days of keynote presentations and one day of in-depth workshops are presented with academic and industrial perspectives that deliver well-rounded interpretations of modern issues.

Hosted by Dr. Andrew Jardine of the University of Toronto’s Centre for Maintenance Optimization & Reliability Engineering and co-produced with Maintenance Technology magazine, IMEC 2011 takes place at the University’s convenient, full-service conference venue located in the heart of beautiful downtown Toronto.

Don’t miss this unique, multi-dimensional learning opportunity for maintenance professionals everywhere!

Learn more about IMEC at www.imec.caor contact Bill Kiesel at [email protected] / 847-382-8100, ext. 116

The Experts are in Toronto this Fall

IMEC is organized by:

International Maintenance

Excellence Conference

October 5 to 7


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ON THE ROAD TO SUSTAINABILITY20 Nissan Smyrna: Guided By Energy Stars

Sustainability, like product quality, is built into the culture at this automaker’s ENERGY STAR Partner plant in Tennessee.

Rick Carter, Executive Editor

CAPACITY ASSURANCE SOLUTIONS25 Getting The Most Out Of Smart Field Devices

As this “go-to” guy for maintenance-related questions at his plant explains, there’s more to advanced instrumentation capabilities than improved control.

Jody Minor, Equistar Chemicals LP, A LyondellBasell Company

32 7 Essential Steps To Ensure A Successful CMMS/EAM Implementation

Despite sizable investments in these types of systems, many organizations still aren’t realizing their full potential.

Tracy T. Strawn, Marshall Institute

THE RELIABILITY FILES36 ■ 7+ Years And Counting: A Case Study Of Sealing Success As this manufacturer learned, the right sealing solution can be key to preventing unwanted waste and expenses.

38 ■ Solve The #1 Motor-Failure Problem With Accurate Temperature Detection

Maximizing motor life can depend on the precision of your temperature models. Keep them as accurate as you can.

ContentsAPRIL 2011 • VOL 24, NO 4 • www.MT-ONLINE.com

FEATURES

DEPARTMENTS

INFORMATION MANAGEMENT

Your Source For CAPACITY ASSURANCE SOLUTIONS

CAPACITY ASSURANCE STRATEGIES

©KT

SDES

IGN—

FOTO

LIA.C

OM

14 All Maintenance Must Be Intelligence-BasedA number of tragic workplace events have made the news over the past three decades.

Each makes a strong argument for thought being given to more than just lean.James P. Netzel, Consultant

6 My Take

7 Compressed Air Challenge

8 Uptime

12 For On The Floor

30 Process Improvements

40 Technology Showcase

43 Marketplace

46 Information Highway

46 Classifi ed

47 Supplier Index

48 Viewpoint

APRIL 2011 MT-ONLINE.COM | 3

TECHNOLOGYM A I N T E N A N C E

®YEARS

April 2011 • Volume 24, No. 4

ARTHUR L. RICEPresident/CEO

[email protected]

BILL KIESELExecutive Vice President/Publisher

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JANE ALEXANDEREditor-In-Chief

[email protected]

RICK CARTERExecutive Editor

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ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTER

RAYMOND L. ATKINSContributing Editors

RANDY BUTTSTADTDirector of Creative Services [email protected]

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ELLEN SANDKAMDirect Mail

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EDWARD KANEReprint Manager

800-382-0808, ext. 131 [email protected]

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

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

Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Barrington, IL 60010. Pe-riodicals postage paid at Barrington, Illinois and addi-tional o� ces. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technol-ogy®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2011 by Applied Technology Publications, Inc. Annual subscription rates for nonquali� ed people: North America, $140; all others, $280 (air). No sub-scription agency is authorized by us to solicit or take or-ders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: [email protected]. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By send-ing us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technol-ogy Publications, Inc. permission, by an irrevocable li-cense, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned.“Maintenance Technology®” is a registered trade-mark of Applied Technology Publications, Inc.Printed in U.S.A.

Subscriptions:FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE,

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


4 | MAINTENANCE TECHNOLOGY APRIL 2011


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6 | maintenance technology APRIL 2011

MY TAKE

Ihad the pleasure of joining thousands at IBM Pulse 2011 in Las Vegas several weeks ago. The purpose of my trip was primarily to learn how IBM and its partners are helping you—our readers—do more in the way of asset management. There was plenty to see and hear on the subject in various sessions and lots of activity surrounding it on the exhibit hall floor. What I had not anticipated at Pulse was learning about another area of asset management that we all

should be interested in: management of the eager minds and hands of the precious assets we know as our children. That opportunity came via a remarkable keynote presentation by Dean Kamen, the well-known inventor, entrepreneur and advocate for science and technology.

The founder of DEKA Research & Development Corporation, which develops internally generated inventions and also provides R&D for major corporate clients, Kamen holds 440 U.S. and foreign patents, many of them for medical devices that have expanded the frontiers of healthcare around the world. Still, he let Pulse attendees know in no uncertain terms that one of his proudest achievements has been the founding of FIRST® (For Inspiration and Recognition of Science and Technology).

Based in Manchester, NH, FIRST designs accessible, innovative programs to build self-confidence, knowledge and life skills while motivating young people to pursue opportunities in science, technology and engineering. As I understand it, there’s a whole lot of hands-on problem-solving going on.

With support from three out of every five Fortune 500 companies and more than $14 million in college scholarships, this not-for-profit organization hosts the FIRST® Robotics Competition and FIRST® Tech Challenge for high-school students; the FIRST® LEGO® League for 9- to 14-year-olds (9 to 16-year-olds outside the U.S. and Canada); and the Junior FIRST® LEGO® League for 6- to 9-year-olds. More than 250,000 youngsters now participate in this international program.

As Kamen has said, “You have teenagers thinking they’re going to make millions as NBA stars when that’s not realistic for even 1 percent of them. Becoming a scientist or engineer is.” Amen to that and to Kamen’s passion for finding a way to spark our children’s interest in innovation early on.

Kudos to IBM, as well, for supplying a great soapbox. Kamen noted that he didn’t charge the company for his talk—and had only asked for the chance to promote FIRST and challenge those of us in the audience to become involved in it. Perhaps you and your organization already are. If not, then you might want to look into how you can rectify the situation.

To learn more about FIRST, go to: www.usfirst.org.To learn more about Dean Kamen, go to: www.dekaresearch.com/founder.shtml.To learn more from IBM Pulse 2011, go to: http://pulse.vportal.net/registration/pulselogin.cfm

PS: Let me draw your attention to page 7, where you’ll find a new column we’re introducing: “Overcoming Your Challenges” from the Compressed Air Challenge (CAC) initiative. You know that compressed air can basically eat your lunch—and the profitability of your operations. Starting this month and running every other month thereafter, contributors from CAC member companies/organizations will be providing valuable advice on how to better manage your compressed air systems. Watch for it.

[email protected]

FIRST Things FIRST

Jane Alexander, Editor-In-Chief

Training And Resources Designed With You In Mind

Overcoming Your Challenges

Compressed air is one of the most important utility requirements of the typical industrial operation—and is commonly the most misunderstood

system. Optimization of compressed air systems is one of the keys to greater productivity, effi -ciency and profi tability. The Compressed Air Challenge® (CAC) has developed a rich port-folio of useful compressed air-related informa-tion, resources, tools and training options, all available with a few clicks of your mouse.

What Is The Compressed Air ChallengeThe CAC is a voluntary collaboration of indus-trial users, manufacturers and distributors (and their associations), consultants, state research and development agencies, energy-effi ciency organi-zations and utilities working together to supply resources that educate industry about optimizing compressed air systems and thereby increasing net profi ts. Since 1999, the organization has trained more than 12,000 compressed air users.

This organization has one purpose in mind: to help you improve the performance and, thus, enjoy the benefi ts of your compressed air system(s). In the United States, these systems account for $5 billion per year in energy costs. Optimizing them can provide typical energy-effi ciency improvements averaging between 20% and 50%—and as high as 80% in some cases.

Training Solves Problems & Saves EnergyTo help users understand their system problems and what to do about them, the CAC has developed two levels of training for plant engineers: “Fundamen-tals of Compressed Air Systems” and “Advanced Management of Compressed Air Systems.” In 2010, the organization launched Fundamentals of Compressed Air Systems WE (Web-edition). To date, CAC has held fi ve highly rated WE sessions with three more scheduled for 2011. The CAC Training Calendar provides links to online registration for all WE sessions, as well as other in-person sessions in various parts of the country.

Learn Best Practices Through These Key Information ResourcesIn 2009, the CAC released Best Practices for Compressed Air Systems Second Edition, an update of a highly successful 2003 manual for industry. This “best practices” resource was developed to provide readers with the tools necessary to reduce the operating costs associ-ated with the use of compressed air and improve the reliability of the entire system. The compre-hensive document addresses the improvement opportunities in all aspects of such a system, from end-use applications to the air entering the compressor inlet fi lter. It also contains invaluable “how to” information for imple-menting recommendations that will achieve peak performance and reliability of the system at the lowest operating cost. A free benefi t for those attending our Fundamentals seminars, it’s available for purchase at the CAC Bookstore (http://www.compressedairchallenge.org/bookstore/index.html).

Additionally, the CAC’s online library (http://www.compressedairchallenge.org/library/index.html) is home to a wealth of free, downloadable resources, including fact sheets, tip sheets, case studies and articles on a variety of compressed air topics. Don’t hesitate to access them—and use them—in dealing with your compressed air challenges. MT

APRIL 2011 MT-ONLINE .COM | 7

The Compressed Air Challenge® is a partner of the U.S. Department of Energy’s Industrial Technology programs. To learn more about its many offerings, log on to www.compressedairchallenge.org, or email: [email protected].

By Ron Marshall, for the Compressed Air Challenge



UPTIME

“Multi-skill maintenance” defined: Blending skills and knowledge across traditional maintenance craft- or trade-job definitions and boundaries to address modern equipment technologies and work efficiency and effectiveness.

Most plants and facilities in America have operated with a “multi-skill” maintenance workforce for genera-tions. As I’ve said before, it’s nothing new. Growing your own multi-skill maintenance technicians may make sense if you’re not there yet—especially when you consider skills shortages and the integrated equipment technologies in your plants and facilities.

I started exploring multi-skill maintenance in Amer-ican industry in the mid-1980s. It was around this time, as plants and facilities were modernizing with radically different state-of-the-art technologies, that we first began experiencing shortages of qualified maintenance technicians. Our solution was to develop models for defining required skills and knowledge, then training and qualifying the new “multi-skill” maintenance tech-nician. Pay-for-skills compensation systems were used to recognize changing job-performance requirements. And it worked!

Skills blending is the operable termIn these early multi-skill jobs (and the move to multi-skill maintenance-job roles), mechanics were taught specific electrical and instrumentation skills, and electricians were taught specific mechanical skills, along with instru-mentation and control skills. This “blending” of skills and knowledge addressed particular equipment and process maintenance requirements, where merely adding more mechanics and electricians would not adequately address the requirements.

The use of robots in manufacturing plants drove one of the BIG multi-skill maintenance training and qualification priorities in the 1980s. Robots of that era (similar to those of today) required a blending of maintenance skills and knowledge to troubleshoot, maintain and repair (i.e., skills and knowledge in the areas of mechanical, electrical, elec-tronics, microprocessors, programmed logic controllers and hydraulics). Without these “blended” skill sets, there would sometimes be four different maintenance tradesmen working on one robot trying to troubleshoot and make repairs. This traditional approach did NOT work.

Training and qualification is a must when devel-oping multi-skill maintenance job roles. One of the biggest complaints in the history of multi-skill discussions (and arguments) is worker safety. “If they work outside their traditional job role they can hurt themselves and others!” Effective multi-skill mainte-nance jobs require formal training and qualification processes as defined in “Growing Your Own: Parts II and III” (Uptime, pgs. 8-10, MT, February and March 2011). To omit training is dangerous, coun- terproductive and downright insane.

Attention: multi-skill is NOT multi-craft“Multi-skill” is blending skills and knowledge to fit the requirements of the equipment: This allows the main-tenance technician to do more “whole jobs” rather than handing off part of a job to others and returning to complete the job.

“Multi-craft,” on the other hand, is often a combi-nation of two or more maintenance job classifications and responsibilities. While this may look easy on paper, it can be extremely difficult to execute with very little benefit to the organization.

How to start multi-skillBegin by evaluating the need for “multi-skill mainte-nance” with these questions:

n Where do we have new equipment maintenance and reliability challenges?

n What technologies are in the capital spending plans and new equipment projects forecasts?

n What does the equipment require us to know and do (knowledge and skills)?

n Do we have sufficient numbers of maintenance people with proper skills and knowledge?

n Does it take more than one maintenance person to diagnose a problem?

n Do equipment engineers routinely diagnose equip-ment problems?

Bob Williamson, Contributing Editor

Growing Your Own: Part IV


UPTIME

n Do we have sufficient maintenance skills and knowl-edge on all operating shifts?

n Will we begin experiencing a shortage of skills due to retirements or quits?

Look at your traditional maintenance job roles and responsibilities and job descriptions. Do they encourage or prevent the blending of skills and knowledge? Oddly enough, there is little consistency in maintenance job roles and job descriptions across America. I continue to discover that maintenance is the least defined of all industrial activi-ties. Err on the side of flexibility.

Technology has changed maintenance job rolesTroubleshooting, problem solving, maintenance and repairs have become needlessly complex because of the perpetuation of traditional maintenance job roles. Mechan-ical maintenance job roles have changed significantly because of the “automation” of many types of equipment and electro-mechanical processes. Traditional mechanical maintenance work has been undermined because of the addition of control loops, sensors, interlocks, micropro-cessors and programmed logic devices. Seemingly simple mechanical problems are masked by layers of electronics and the use of electro-mechanical devices. Likewise, seem-ingly simple electrical/electronic problems are compounded by the interaction with mechanical devices.

Keep this important fact in mind: Business and industry will struggle when maintenance job roles are not updated, improved or altered to match the changing requirements of equipment technology.

Auto mechanics are multi-skillI was a certified auto mechanic and instructor in 1970. Auto mechanics these days bear little resemblance to my peers of back then. Engines, transmissions, suspensions and inte-rior controls are now largely controlled by microprocessors and on-board mini-computers. A great engine mechanic of the 1970s and 1980s would be hard-pressed to diagnose and solve problems in today’s vehicles. Auto mechanics’ jobs have evolved to address the changing requirements of the equipment they work on. This evolution has called for significant amounts and higher levels of training and qualification. That’s why many of the general auto repair

shops of the 1970s and 1980 have disappeared—and why auto dealership service departments have grown. The little guys just couldn’t keep up with the technological changes.

Multi-skill maintenance is not for everyoneChanging to multi-skill job roles does not need to be wholesale, across the board for all maintenance roles in the plant. The focus should be on improved mainte-nance and reliability results through the targeted use of multi-skill job development. Some level of traditional maintenance craft and trade skills will always be needed. Some people may not have the interest or the aptitude to master the new multi-skill job requirements. They can continue to perform work in their “primary craft.” Other maintenance personnel may have unique, highly “specialized skills” that are not necessarily opportunities for multi-skilling.

Here are several examples of typical multi-skill main-tenance training and qualification opportunities for mechanical maintenance personnel. In many traditionally structured plants, these job duties have been perceived as “electrical” and, thus, have not been performed by main-tenance mechanics:

n Removing, replacing and terminating electric motors

n Phase-checking and rotation-checking newly installed small electric motors

n Removing and replacing electric-operated brakes and clutches

n Removing and replacing solenoids and actuators

n Removing and replacing switches, panel lights and buttons

n Re-setting tripped circuit breakers (over current devices)

n Unplugging power cords (220v and 480v)

n Performing preventive maintenance on motors

n Lubricating electric motors

n Replacing motor brushes and cleaning up commutators

Changing to multi-skill job roles does not need to be wholesale, across the board for

all maintenance roles in the plant. The focus should be on improved results.


UPTIME

n Adjusting speed controls

n Reading schematics and wiring diagrams

n Reading ladder logic diagrams

n Troubleshooting control loops, sensors and devices

n Troubleshooting electro-mechan-ical controls and devices


n Removing and replacing limit switches and sensors

n Installing conduit and pulling wires

n Installing, removing and replacing lighting

By the same token, though, multi-skill electricians can be cross-trained and qualified in a variety of basic mechanical and instrumentation/electronics skills and knowledge of job-performance requirements.

Regardless, when developing multi-skill maintenance job roles, formal training and qualification processes are a must. Modified compensation systems such as “pay-for-skills” to support multi-skill maintenance are also a must. Without changes in training and compensation systems, the multi-skill model will not work.

This is the right time to do itThe skills shortages we are currently experiencing have been and will continue to be exacerbated by hanging on to old, outdated, tradi-tional maintenance job descriptions and expectations in the context of modern plants and facilities. Labor leaders, human resource managers, maintenance managers, mainte-nance employees and local commu-nity colleges and tech schools, among others, must collaborate on the changing maintenance require-ments in our businesses.

Maintenance and reliability leaders who are facing the conflict of traditional job roles and modern equipment and facility technologies must take the lead to grow their own. The performance, reliability and competitiveness of our businesses and industries is in the balance. The time for action is now. MT

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FOR ON THE FLOOR

For most Maintenance Technology Reader Panelists, the answer to the above question is simple: anyone who is serious about his/her job in this field. Reality, of course, is not as straight-forward. For example, while some Panelists put great stock in their in-house programs to vali-date workers, others say a lack of management support for certification keeps its benefits out of reach for many. The result is an interesting patchwork of perspectives on the topic, which our group of maintenance professionals shares with us this month.

It should be noted that some industries—nuclear, pharmaceutical and others—require certification for many job functions. Federal law (typically) has determined that certifica-tion is a reliable way to ensure that qualified employees are at the helm when critical tasks are underway. “We must be trained and certified to the guidelines of the Institute of Nuclear Power Operations (INPO) to work on equipment,” says a mechanical journeyman at a nuclear plant in a mid-Atlantic state. Fully certified since 1997, he extols his employer’s ongoing training program that includes formal classroom sessions, vendor site visits, on-the-job activities and proficiency tests. “And after initial certification,” he says, “we do refresher training annually, if not more often, to keep up on industry practices and techniques.” Many of the plant’s more complicated tasks require recertification every five years, he adds, asserting that “without certification, you are but a pair of hands.”

Important, but with spotty support In many other parts of the manufacturing world, certification is just as revered by workers—but not always by management. “I believe it’s very important to work toward professional certifica-tion as it gives the team added knowledge along with a sense of accomplishment and pride,” says a maintenance and facilities team coordinator in New England. Noting that “predictive certifi-

cates are currently the most useful and relevant in the day-to-day maintenance here,” he boasts that his 11-member maintenance crew has six licensed electricians, two with Level 1 infrared certifications, one with Level 2 and one with Level 1 vibration-analysis certification. “This is up from several years ago,” he says, “when we had only four electrical licenses and no other certificates.” Regarding his employer’s policy on certification, however, this Panelist’s situation matches that of others. “Our company will assist with [certification] training on a case-by-case basis,” he observes, “but encouragement is not a part of it.”

In a similar vein, a maintenance manager in the Midwest put it this way: “I feel certification is very important, but management does not agree.” A CPMM (Certified Plant Maintenance Manager), this respondent plans to become a CLP (Certi-fied Lean Professional) and hopes management’s stance toward certification will change.

In nearly the same situation, another main-tenance manager from the Midwest says his company does not view certification as impor-tant, “but I am trying to change the culture by getting employees proper training through a local community college and other venues.” He holds a Maintenance Management Certificate from a Midwestern university and hopes to soon become a CMRP (Certified Maintenance Reliability Professional) as well.

A third Panelist in the Midwest also plans to obtain CMRP certification, and believes his company might reimburse him if a passing grade is achieved. “Certification is very important,” this production support manager for maintenance and reliability explains. “It gives the department a good base and common mindset to start making the right decisions. But I still need to convince the powers that be,” he tells us. “We currently do not have any certified professionals at our company in any maintenance disciplines, and never have. My employer does not encourage it.”

Certification: Who Needs It?

An outlet for the views of today’s capacity assurance professionals



FOR ON THE FLOOR

Not important, not pursuedOn the flip side, there are Panelists who view certification beyond what their current employers provide as unnecessary. “Certification is of little importance,” writes a reliability/maintenance engineer at a heavy manufacturer in the South that provides extensive company-specific training. “We believe we have a much more efficient orga-nization in multi-craft technicians as opposed to certified welders, electricians, etc.”

A mechanical maintenance supervisor in the upper Midwest is on the same page: “We do our own training and refresher training that is equal to or better than maintenance-related certifica-tion programs,” he notes. According to him, he’s the only certified professional (CMRP) on a maintenance staff of 45.

Or important, but flawed At least one Panelist would express deep disap-pointment with those who don’t value certifica-tion—though he admits it’s become an imperfect tool to gauge worker ability. “Certification is a topic dear to my heart,” says this Canadian practi-tioner-turned-consultant. The co-developer of an industrial training program for Canada’s Ministry of Colleges and Universities, he not only believes certification is important, but that it should be more rigorous. Most industry-wide certification programs, he says, “are bereft of any hands-on proof of competency,” adding that “industrial exposure may only represent 10% of actual trade content [for some certified workers].”

He also faults the test-taking process: “Who would know if you needed to take the test many times and required several exam refresher courses so that you could just squeak in?” he asks. “This has become a trade nightmare, with most recent certified workers having only some of the trade skills needed and lacking most of the funda-mental support abilities like accurate measuring, correct blueprint interpreting, knowledge and use of bench tools, fabrication and machining skills.”

“Solid hands-on skills must support the trades,” he continues. “To that end, a major revi-sion of how you pre-test a mechanic by having them demonstrate what they can actually do with their tools on production machinery is what I believe is needed. Even well-trained college technicians and technologists lack exposure to industrial machines and conditions because colleges cannot duplicate the industrial environ-ment,” he says, “and co-op experience is just a fraction of the experience that an apprentice would typically get.”

This Panelist’s solution: “Industry needs to form the same types of guilds that started appren-tices originally, and use immigrant workers as a base. They are motivated and are fully capable of learning apprenticeship skills and knowledge like anyone else. Attracting sufficient high-school grads is becoming an exercise in diminishing returns,” he laments. “We are losing too much ground to white-collar options.” MT

Some Panelists say a lack of management support for certification

is keeping its benefits out of reach for many.

About the MT Reader PanelThe Maintenance Technology Reader Panel is comprised of working maintenance practitioners who have volunteered to answer bimonthly questions prepared by our edito-rial staff. Panelist identities are purposely not revealed, and their responses are not necessarily projectable. The Panel welcomes new members: Have your comments and observations included in this column by joining the Reader Panel at www.mt-online.com. Click on “Reader Panel” under the “MT Resources” header, and follow the instruc-tions. If accepted, you will automatically be entered into a drawing for a cash prize after one year of active participation.




14 | MAINTENANCE TECHNOLOGY APRIL 201114 | MAINTENANCE TECHNOLOGY APRIL 2011

James P. NetzelConsultant

It’s been relentless. For months, the 24-hour

news cycle has been shining an intense

spotlight on several high-profi le workplace

disasters around the world. Regardless of

what their causes are eventually determined

to have been (and the possible design fl aws

and/or geophysical and environmental fac-

tors that may have helped set them in motion

or expand their impact), accounts of these

events magnify the challenges faced by

maintenance teams everywhere.

This article details a number of other

incidents that made the news over the

past three decades. Now is a good

time to refl ect on these tragedies, as

each makes a strong argument for

thought being given to more than just

lean in workplace decisions.

Intelligence-BasedAll Maintenance Must Be

Don’t let cost cutting compromise safety…


APRIL 2011 MT-ONLINE.COM | 15APRIL 2011

Case #1: Chemical processingOn January 2, 2011, cable television’s History Channelaired an hour-long documentary on industrial disas-ters, including what has been considered to be the worst such event ever: On December 3, 1984, in Bhopal, India, a Union Carbide pesticide plant exploded, resulting in the release of toxic gas that quickly killed 3800 people. In the weeks that followed, the death toll grew to more than 15,000. According to the Indian government, the number affected increased to over 500,000.

This accident occurred when water was added to a large volume of methyl isocyanate, which, in turn, generated a massive poisonous gas cloud over the city of Bhopal. An independent investigation of the catastrophe concluded that the cause of the accident stemmed from poor plant manage-ment, operations and maintenance. (There also has been some conjecture that deliberate sabotage—introducing the water into the methyl isocyanate—may have been involved.)

Although Union Carbide has paid at least $470 million dollars to victims of the Bhopal disaster, 25 years after the event, the matter may still not be completely settled.

Case #2: TransportationTurning to a sad chapter from the transportation sector, on May 25, 1979, American Airlines fl ight #191 scheduled from Chicago O’Hare to Los Angeles crashed on takeoff. At the time, this was the worst aircraft disaster in U.S. history. All 271 passengers and crew on board the DC-10, along with two people on the ground, were killed. Their fate was sealed when an engine separated from the plane during takeoff.

The offi cial investigation revealed that proper aircraft maintenance procedures had NOT been followed. In servicing and reinstalling the engine in question on the doomed plane, damage to a structural part occurred. (Note: The aircraft manufacturer had not approved the method of maintenance that was used.)

Subsequently, the entire DC-10 fl eet was grounded for inspection—which found six other planes with structural damage, including four at American and two at another carrier that had adopted the same non-OEM-approved maintenance procedure. This procedure had been implemented without

a thorough evaluation to ensure that it would not cause structural damage to a plane.

Case #3: Food processing In the food-processing industry, on April 9, 1985, the U.S. experienced what was, at the time, its worst outbreak of Salmonella poisoning. Nine people died and over 16,000 were sickened across six Midwestern states. The outbreak was traced to Hillfarm Dairy, a unit of Jewel Food Stores.

On the surface, it appeared that a piping problem may have allowed a small quantity of raw milk to mix with pasteurized milk. After an extensive probe by authorities, a study concluded the salmonella poisoning resulted from a “unique micro-biological engineering phenomenon.” The dairy has since closed. All legal claims were settled out of court by Jewel Foods.

Case #4 (A and B): Refi ningA. The 2005 Texas City refi nery accident… On March 23, 2005, the U. S. suffered one of its worst refi nery accidents. It happened at what was then the third-largest refi nery in the country—the Texas City, TX, site owned and operated by BP—when an explosion and fi re on the isomer-ization plant occurred. (A distillation tower became fl ooded with hydrocarbon and over-pressurized, releasing explosive material.) Fifteen people died and over 170 were injured as a result.

This disaster led to fi nes in excess of $50,000,000. The compensation that’s been paid out as a result of the accident has reached one billion dollars. The fi nal BP report noted several underlying causes for the event:

n Breakdown in communication

n Management and employee mistakes that contributed to or caused the explosion

n Errors made by personnel responsible for the startup of the unit

n Failure to follow startup procedures

Maintenance plays a key role in protection and safety, not just of a plant and its

personnel, but also of communities and inhabitants in areas surrounding the

facility. Thus, in a profi t-driven environment, cost cutting can never be allowed

to compromise existing safety standards. If safety standards aren’t rigorously

adhered to—and proper maintenance procedures aren’t followed—disasters CAN happen.

Consider the following:


An independent investigation by a panel chaired by James A. Baker identifi ed key areas that must be focused on to improve plant safety. A formal document prepared by the panel is to be used by all refi nery operators. All U.S. refi neries now require state inspections as a result of the 2005 explosion in Texas.

B. The 2010 Tesoro Anacortes refi nery accident… On April 2, 2010, a deadly blast occurred in the Naphtha unit of Anacortes in the state of Washington (a refi nery owned by Tesoro). This accident occurred when routine maintenance had just been completed, and the unit was in the process of being restarted. Seven maintenance workers died.

The investigation of this incident noted the following facts: The maintenance crew failed to check for cracks in equipment that was 40 years old. Workplace rules concerning the protection of workers and the postponement of maintenance of older equipment were not followed.

Case #5: Nuclear powerThe U.S. nuclear-power industry experienced its own major accident on March 28, 1979, when Pennsylvania’s Three Mile Island Nuclear Plant suffered a partial core meltdown. While no loss of life or injury occurred at this plant or in the community, a fi ve-mile radius around the facility was evacuated.

As a result of this incident, the reactor in Unit 2 was so badly damaged and contaminated that it could no longer be used. This unit was gradually de-activated and mothballed. It took two years for radiation levels to drop before crews could enter that area of the plant. Cleanup started in August 1979, and offi cially ended December 1993. Cost for this cleanup was enormous. Compensation to the public—including to residents for loss of business revenue, evacuation expenses and health claims—totaled $82,000,000.

Metropolitan Edison, owner and operator of the Three Mile Island plant, faced criminal charges. In a plea-bargain agreement, the company pleaded guilty to one count of falsifying test data and no contest to six other charges. Later, four other charges were dropped. The company agreed to pay a fi ne of $45,000 and set up an account of $1,000,000 to help in emergency planning in the area around the facility.

This accident involved the mechanical failure of the reactor coolant pump, a critical valve to the reactor area and human error in opera-tions. The event led to major changes in regulations and oversight in the nuclear power industry.

In the fi nal analysis Accidents and catastrophic events can and do occur in any industry sector—although many of them never make the news, they can be devastating. They can endanger both plant personnel and innocent “bystanders” (including entire communities) and lead to signifi cant economic losses and environmental damage.

Each of the incidents referenced in this article highlights the importance of good maintenance (and the following of correct maintenance procedures). Intelligence-based maintenance can

Each of the tragedies discussed here

makes a strong, historical case for

the need to give thought to more

than just lean when it comes

to workplace decisions.




eliminate or substantially reduce the risk of an accident. This requires the plant staff to know:

n The manufacturing process

n The safety requirement of the process

n The proper repair of equipment and components

n How to identify and correct problem areas

Management, operations and maintenance must have open lines of communication to promote a culture of safety. Furthermore, educational/training programs need to be implemented for all plant personnel including all on-site contract working staff. MT

References1. Browning, J.B., Union Carbide: Disaster at Bhopal,

Union Carbide Corporation Report, 1993.2. “7 Guilty In Bhopal Tragedy That Killed 15,000,”

www.MSNBC.com, June 7, 2010.

3. NTSB Aircraft Accident Report, American Airlines, Inc., DC-10-10, N110AA, Chicago-O’Hare International Airport, May 25, 1970, NTSB-AAR-79-17, December 12,1979.

4. Lecos, C., “Of Microbes and Milk: Probing America’s Worst Salmonella Outbreak,” FDA Consumer, Vol. 20, February 1986.

5. Baker, J. A., The Report of BP U.S. Refineries Indepen-dent Panel, January 2007.

6. Chappeli, R., “BP Issues Final Report on Fatal Explosion, Announces $1 Billion Investment in Texas City,” BP Press Release. Houston, TX , December, 9, 2005.

7. Knutson, R., Blast at BP Texas Refinery in 2005 Fore-shadowed Gulf Disaster, Propublic, July 2, 2010.

8. Malik, N.S., and Daker, “Tesoro Refinery Blast in Washington State Kills Five,” Wall Street Journal, April 3, 2010.

9. Gilmore, S., “State Issues Record Fine in Anacortes Refinery Blast,” Seattle Times, October, 4, 2010.

10. U.S. NRC, Backgrounder on Three Mile Island Accident, August 11, 2009.


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Continued on page 18


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James P. (Jim) Netzel is an engineering consultant based in Yorkville, IL. His almost 50 years of experience in the design and application of mechanical seals includes 20 years of service as chief engineer at John Crane, in Morton Grove, IL. During his career, Netzel has authored (and presented) numerous technical papers through the International Pump Symposium, STLE, ASME, BHRA, AISE, SAE and various trade publications. He also has written chapters on seals and sealing systems for The Pump Handbook, The Centrifugal Pump Handbook and The Compressor Handbook. Email: [email protected].


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Job #: EXOD0044Client: ExxonMobilJob Name: Sustainability Strip AdStudio Artist: TammyProof #: 3-Release

Sustainability can mean a lot of things. At ExxonMobil Lubricants and Specialties, we define it as balancing economic growth, social development, and environmental protection so that future generations are not compromised by actions taken today.

Our most visible contributions to sustainability are our advanced products. Like Mobil Industrial Lubricants. They help our customers save energy, increase efficiency, and reduce waste. They’re designed to help our customers be more competitive by increasing equipment reliability, reducing operating costs, and extending machine life.

All of which results in a host of benefits for our customers. And keeps our world moving ahead to a better future.

For more on how Mobil Industrial Lubricants put sustainability in motion, go to exxonmobil.com/lubes.

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This mechanical prepared by

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

Safety: 2.125" x 9.5" Client: Exxon Mobil Job Number: EXOD0044

Trim: 2.125" x 9.5" Mech Due Date: 5/24/10 Job Name: Sustainability Ad

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Publications: June Maintenance Technology

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A personal perspective… You Are Not Alone

For many years, I helped teach a seal technology course for industry o� ered by Georgia Tech. In the section on identifying the causes of equip-ment/seal failures, the class would discuss problems and solutions.

One scenario we explored involved mechanical distortion trans-mitted to a piece of rotating equipment. � e example was an end-section pump in a nuclear power plant. As it was related to safety, this pump was always kept on hot standby. Suction piping to it expanded, distorting the pump casing by as much as 0.015 inches. � is resulted in an out-of-square running condition for the seal. Seal failure occurred every three months. � e solution involved an expansion joint in the suction piping to the pump.

A� er presenting this problem to the class, a student noted that his plant had the same—exactly the same—situation. He shared his experience that the plant had tried three di� erent suppliers yet still experienced multiple failures on the equipment in question. � e real solution to his problem, however, and the ability to achieve satis-factory equipment life, required that the mechanical load from the expansion to the piping be eliminated.

� e lesson learned (and why it is important to safe operations, whether you work in a nuclear power plant or elsewhere) is simple: When continuous equipment failures occur, seek expert, third-party help. Don’t go it alone.

…JPN

Intelligence-based maintenance can

eliminate or substantially reduce

the risk of an accident.

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This mechanical prepared by

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Safety: 7” x 9.5” Client: ExxonMobil Job Number: EXOD0016 R1

Trim: None Mech Due Date: 3/3/2011 Job Name: Watch FP Ad

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Color: 4C Production Contact: Linda Herskovic 646-865-6371

Publication: Machinery Lubrication - March 2011

A successful precision machine shop is one that runs like clockwork. That’s why we don’t just sell you lubricants. Our team of engineers

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

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Green acres for sure...

Nissan’s sprawling 884-acre footprint in Smyrna, TN, encompasses one of the largest and greenest manufacturing plants in North America.

Nissan Smyrna: Guided By Energy Stars

Sustainability, like product quality, is built into the culture at this automaker’s ENERGY STAR Partner plant in Tennessee.

Rick Carter Executive Editor


Seedlings“In 2005, our vice president of manufacturing Bill Krueger [now senior vice president of Nissan Americas] really chal-lenged us to start focusing on energy and the waste of energy,” says Mike Clemmer, the Smyrna paint plant manager and 22-year Nissan veteran. “We had ‘green weekends’ where he challenged us to get through with using as little energy as possible.” With sustainability long a focus in Japan, and energy costs rising around the world, Krueger took the initiative to broaden the concept in Smyrna. He formed the plant’s fi rst energy team a year before Nissan formally introduced its company-wide Manufacturing Competitive-ness Teams. And because the paint department was the plant’s top energy user, Krueger put Clemmer’s predecessor in charge of a newly formed energy team to fi nd ways to reduce energy consumption. When the team quickly found fairly simple ways to cut usage by 11%, Krueger expanded team ranks.

“We then had members from all across the plant: purchasing, legal, manufacturing, maintenance, even HR,” says Clemmer. From 2006 to 2008, the energy team found ways to reduce the plant’s overall energy use an additional 30% using a two-part approach. “One side was simply to look at how you operate the plant,” he says, “to be cognizant of turning things off and reducing waste.” Conveyors were turned off during breaks and other periods of non-use, for example, rather than kept running. Lights were turned off where they weren’t needed, notably in the section of the body shop where only robots were stationed. “The robots don’t care if it’s dark or light,” says Clemmer.

The second part of the approach was to look at capital expenditures that could reduce energy use. Lighting emerged as a top contender. “We had metal halide and sodium vapor lighting throughout the plant,” says Clemmer, “and in 2007 there were federal tax incentives for going to higher-effi ciency lighting. So, we relamped the entire facility

with high-effi ciency fl uorescent lighting using T5 and T8 fi xtures. They provided a better quality light than what we had before, and we were able to reduce about a third of the fi xtures.” This not only reduced the plant’s use of electricity for lighting by about half, the tax incentive provided a rela-tively short payback time of two years.

Deeper rootsWhile the Smyrna plant’s energy-saving initiative began in a low-key way with technicians “just looking for areas where they knew they could conserve,” it rapidly grew more

Deeper rootsWhile the Smyrna plant’s energy-saving initiative began in a low-key way with technicians “just looking for areas where they knew they could conserve,” it rapidly grew more

At 5.4 million square feet, Nissan’s assembly plant in Smyrna, TN, is one of North

America’s largest. The 28-year-old facility—the fi rst Japanese auto plant built in

the U.S.—is also one of the greenest in any industry. Smyrna’s rich variety of

ongoing, successful and growing sustainability efforts is a key to why Nissan

North America was honored as a 2010 ENERGY STAR Partner of Year. The award, which

also honors two other Nissan North America plants and its headquarters building in

Franklin, TN, cites the company for scoring in the top 25% of energy-effi cient facilities in the U.S. and

for making sustainability an unshakable part of its mission and culture. In Smyrna, real sustainable

savings are a daily reminder of what green teamwork can accomplish and a driver to do more.

Location: Smyrna, TN Employees: 3400 Facility size: 5.4 million square feet Property: 884 acresProduction started: June 16, 1983 Models produced: Nissan Altima midsize sedan Nissan Altima Coupe Nissan Altima Hybrid midsize sedan Nissan Frontier King Cab pickup truck Nissan Frontier Crew Cab pickup truck Nissan Maxima sport sedan Nissan Xterra sport utility vehicle Nissan Pathfi nder sport utility vehicleCapacity: 550,000 vehicles annually

Source: Nissan North America, Inc., 2011

Smyrna Assembly Plant


organized and focused, says Mark Little, stamping maintenance manager and 19-year company veteran. One of the plant’s key sustain-able efforts involved the compressed air used to power his department’s 30 stamping presses that form vehicle body panels. “The presses would run even in idle times with compressed air on them,” he says, adding that because compressed-air systems are never leak-free, this became an obvious area where waste could be trimmed. All they needed to do was fi nd out where to shut off the air to the presses and create a shutdown procedure for operators.

The search began with the maintenance team identifying air valves on or near each press. “And as we developed shut-down procedures, we realized we could incorporate produc-tion requests and needs into our plan,” says Little. The bonus came when the team solicited input from production technicians “who found even more areas where we could cut air consumption.” Formal shutdown procedures were drawn up that added other energy users, like hydraulics, into the process to ensure maximum effect and a completely safe shutdown. “We used one line as a model to see what we could do,” says Little. “We charted results, then began to implement those on other lines. Now the entire facility is shut down in the proper fashion and is saving us compressed-air usage.” Compared with fi gures from one year ago, the stamping plant now uses nearly 60% less compressed air.

For Little, his department’s compressed-air success was the start of the high level of employee involvement in sustainability efforts that has become common at Smyrna. “We don’t have to ask and solicit ideas from people any more,” he says. “They come to us. Some weeks we get so many ideas, it’s like a puzzle trying to put them all together and see what we can do.”

Clemmer agrees, and also credits current vice president of manufacturing Susan Brennan, who took over Bill Krueger’s position in 2009. “Sustainability is one of her passions,” he says, noting that Brennan’s arrival was well-timed in advance of the company’s imminent production of the LEAF, Nissan’s 100% electric car. “We know the customer who buys this vehicle is going to be very interested in how environmentally

friendly the processes are that produce it,” he says. “Susan has brought us a real focus and made it personal. There are people at every level who are very passionate about the environment, and giving them tools and knowledge about how we can reduce our footprint here has really taken on a life of its own.”

Green life at Smyrna“I’m a big advocate of green,” says Sherri Gentry, a senior manager and 27-year Nissan veteran. “I don’t know that you’d call me a tree hugger, but I compost at home, I recycle and do other things like that because they’re the right thing to do.”

Gentry seemed a logical choice to enact Brennan’s idea for a plant green team that would complement the energy team. “I was thrilled she asked me because I’m so passionate about it,” says Gentry, who then expanded the idea by forming not one, but four teams devoted to fi nding ways to make the 3400-employee facility more sustainable. “We have an administration team, a manufacturing team, a grounds-and-community team and a communication-and-engagement team with about 210 passionate members,” she says, most of whom are production technicians. “We get the biggest bang for our buck from these guys.”

In their fi rst six months of operation, the groups chalked up an impressive $925,000 in savings from all sectors and in all amounts, says Gentry. Some are as small as $100 a year, others in six fi gures, such as the $136,000 the company will no longer spend annually to dispose and replace metal ship-ping brackets. Used to hold engines in place during transit from Nissan’s powertrain plant in Decherd, TN, the brackets had for years been discarded after a single use, making them a standout example of wasteful operations. “We fi rst decided to recycle them,” says Gentry, “but then we took it a step farther and just sent them back to Decherd on the truck that brings the engines.” The brackets are now reused repeatedly, as are other once-disposed shipping items like plastic covers and cardboard boxes. “And when these wear out,” says Gentry, “we recycle them.”

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A relamping project at Smyrna resulted in better light from fewer fi xtures and reduced the plant’s use of electricity for lighting by about half.


It’s understood at Nissan that in addition to being right for the

environment, the company’s sustainability culture keeps it competitive.

It’s understood at Nissan that in addition to being right for the

environment, the company’s sustainability culture keeps it competitive.

Gentry’s long list of similar examples includes a favorite that was guided by green-team member Kim Brewer, paint plant tech-nician and 25-year company veteran. It involves a team member’s idea for a new masking process on Nissan pickup trucks that is expected to save the company more than $70,000 annually.

“We were using a one-inch foam strip with adhesive backing that was made specifi cally for Nissan,” says Brewer. Used to create a clean break line where paint and bedliner meet, the tape was $400 per case. At four cases per week, “it was quite costly,” says Brewer. “One of our techs came up with an idea to use a rubberized magnetic strip that could be cleaned and used over and over.” Through trial and error, Brewer’s team found the right type of magnetic strip that would adhere effec-tively and could be cleaned for multiple reuse. The cost for a year’s supply: $1000. “It comes on a big roll and we just cut it ourselves,” says Brewer. “Once it goes through the spray zone, we peel the bedliner material off it and take it to the other end of the line and use it again. It lasts a long time.”

A big part of Gentry’s job is to track green-team savings —“what we do, when we do it, who does it, what the savings are and how they were calculated”—and report results to Brennan. But she admits there is still much to learn, espe-cially about defi ning the effect of green-team actions in

non-monetary terms, such as trees saved or carbon footprint reduced. The many sustainable efforts she guides that do not translate to direct savings for the company also make this necessary. “We’ve had little programs like ‘Ban the Bottle’ for plastic water bottles,” she says, “and a grocery-bag initiative where we give employees bags to use at the grocery store to teach them what sustainability is all about.” Similarly, the plant distributed CFLs (compact fl uorescent lightbulbs) to employees and invited vendors in the plant to promote energy-saving products like programmable thermostats and effi cient heating/cooling systems and appliances.

The Smyrna plant also recently placed employee-use recy-cling bins in the parking lot for cardboard, plastic bottles, aluminum and scrap metal. “These are things we send out to recycle for money anyway,” says Gentry, who adds that the extra income from this project could fund others, such as the team’s plan to compost Smyrna’s cafeteria waste. “We want to do it onsite with our own compost container and use a decommissioned robot from our body shop to stir it,” she says. “We’ve benchmarked several places that do this, and it should save us a tremendous amount. It will show that we’re not just a green company, but that we’re really green, and we’re not throwing away anything.”

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■ Implementing strategies to achieve an absolute energy reduction of 30%.

■ Earning the ENERGY STAR for its auto assembly plants and headquarters building.

■ Educating employees, the public and customers on the value of energy effi ciency and ENERGY STAR through Nissan public events, plant tours, workstation screen-savers and energy fairs.

■ Impacting the company’s Energy Value Chain by helping suppliers manage energy. Nissan asks its suppliers to complete EPA’s ENERGY STAR Energy Program Assess-ment Matrix to gauge the maturity of suppliers’ energy programs and directs them to ENERGY STAR.

■ Actively supporting EPA’s ENERGY STAR Focus on Energy Effi ciency in Motor Vehicle Manufacturing.

■ Sharing best energy-management practices with ENERGY STAR partners.

How to Become an ENERGY STAR Superstar

Source: U.S. Department of Energy, 2010

According to the Department of Energy, there are fi ve key reasons why Nissan North America, Inc., won the 2010 ENERGY STAR Partner of the Year Award. Based on activities that took place during the 2009 calendar year at the company’s three vehicle-assembly and powertrain plants in the U.S. and Mexico, and its headquarters facility in Franklin, TN, Nissan was recognized for:

Nissan believes in the many dedicated, visible efforts underway in Smyrna. Teams from Smyrna work regu-larly with those from Japan and other Nissan facilities around the world to continuously improve sustainability measures. It’s understood that, in addition to being right for the environment, the company’s sustainability culture “keeps us competitive,” says Gentry. “Everybody knows it’s a hard fi ght out there. And when we fi nd cost savings, we give them to the customer.”

Smyrna team leaders and members also understand how much depends on employees’ ongoing acceptance and practice of sustainability concepts in their lives, not just on the job. “We want all of our employees to take it personally,” says Clemmer. “We want them to learn. And if we can help employees understand how they can save money at home, we hope they’ll bring that same mindset back to work because we’ll all benefi t from it in the end.” MT

ONTORoad Sustainability

THE


Opto 22 has introduced the OptoEMU Sensor™, part of the company’s packaged, networkable OptoEMU™ system that lets small- to medium-sized commercial

and industrial users gather and analyze energy consumption data. The sensor provides communications interfaces and data-integration capabilities to help with the development of effective energy-management strategies. It can measure electrical loads of individual power panels, subpanels and plant equipment; connect to existing monitoring devices, instrumentation and building automation systems; and accept pulses from utility meters and other sub-metering devices. Data can then be sent to online energy-monitoring software portals like Google PowerMeter™ and Pulse Energy’s Pulse™ for presentation and analysis, or to local databases for integration with business systems.

Energy-Monitoring Sensor Helps Track & Reduce Energy Consumption


Green

Opto 22Temecula, CA

GadgetsSPO

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RED IN

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CapaCity assuranCe solutions


That promise was part of the vision at the LyondellBasell facility in Clinton, IA, where smart instruments have been in use in the ethylene and high- and low-density polyethylene production units since the early 1990s. Today, more than 1800 HART® and FOUNDATION™ fi eldbus instruments, ranging from fi rst-generation analog to the latest digital technologies, are integral components of our DeltaV™ digital automation systems.

While the operations group has derived value through better control of the process with our smart devices, their full potential had not been realized in the Clinton plant prior to 2007. This is because the fi eld-generated diagnostics were not being used to support the predictive maintenance strategies that are possible through DeltaV. Clearly, a more proactive environment was needed to turn the visions of greater reli-ability and better process performance into reality.

Things began to change when an E/I (electrical/instrumentation) specialist was assigned to establish new

maintenance procedures and workfl ows: That would be me. Midway through 2007, I began managing the operation of the AMS Suite: Intelligent Device Manager predictive main-tenance software—which had seen limited use here since its introduction to the plant in 2000. This organizational shift spurred the growth of a successful predictive maintenance program that has delivered a range of troubleshooting, cali-bration, documentation and operating benefi ts.

As the predictive maintenance “champion,” I became responsible for updating the site’s smart instrument data-base and accessing information from the fi eld devices as a means of diagnosing instrument-related issues. One major initiative included the development of alarm parameters to determine which alerts represent potential produc-tion problems requiring further investigation and which ones—such as temporary outages—result from routine work in the plant.

Investigators needed a number of tools to determine the actual causes of a mysterious electrical problem.

Investigators needed a number of tools to determine the actual causes of a mysterious electrical problem.

Turning vision into reality...

Getting The Most Out Of Smart Field Devices

As this “go-to” guy for maintenance-related questions at hisplant explains, there’s more to advanced instrumentationcapabilities than improved control. Much, much more.

Jody Minorequistar Chemicals lp

a lyondellBasell Company

The accelerated growth of smart instrumentation in process-

industry plants over the past 20 years has been stimulated

by visions of greater measurement accuracy, useful diag-

nostics, reduced control variability and better equipment

reliability. The promise of this technology is improved all-around

performance and higher productivity.



predictive benefitsAt the Clinton site, AMS Suite is used to provide preliminary diagnoses right from the instrument shop—something that gives technicians a significant head-start on locating and fixing problems. This can save up to two hours of troubleshooting time per issue. For example, when a temperature trans-mitter on a reactor roughly 100 feet off the ground stopped transmitting, our initial interrogation of the point showed that the sensor was open (an indication of faulty wiring or a bad thermocouple). The technician was then able to take the right parts and tools and make one visit to the site, thus minimizing repair time. Upon its completion, the repair was checked from the shop, proving that the transmitter was functioning as desired.

With the ability to provide fast, accurate answers, I soon became the “go-to” person for maintenance-related ques-tions. As people across the plant experienced the benefits of using diagnostics, we received general support for the use of this predictive approach.

Today, all device maintenance—including repairs and configurations—is automatically recorded in the instru-mentation database, eliminating error-prone manual entries and providing an audit trail of device events. The maintenance history of any instrument can be tracked and viewed by referencing the tag number. Analysis by device type enables a quick check of similar devices in other loca-tions to see whether they may be developing the same kind of problems. Accurate documentation on instrument cali-brations is, of course, essential to satisfy the requirements of regulatory agencies.

Device diagnosticsThe Clinton site uses AMS Suite to interrogate field measurement instruments online to determine key operating issues. Figure 1, for example, shows how a pressure transmitter is checked: by clicking on the “Device Diagnostics” box and selecting “Status.” The “High Variation” that’s detected could be an indication of a plugged sensor line (depicted graphi-cally on the Standard Deviation chart). We can track this device over a number of days to deter-mine if the deviation remains within acceptable limits or how quickly it is changing. These diagnostics help us determine whether an immediate repair is needed or if it can be delayed until a regularly scheduled shutdown period. Operators are always kept informed if readings

from certain instruments are questionable so they can take necessary actions to maintain production.

Valve diagnosticsDigital valve controllers (DVCs) mounted on control valves deliver detailed diagnostics not previously avail-able online, including travel deviation, supply pres-sure and drive signal. We can now access these points without someone going into the field and using a handheld communicator.

Since travel deviation is user-defined, valves in our plant must normally move to within 5% of the desired position within five seconds. If this does not occur, a travel deviation alert is raised. In one case, a travel devia-tion alert occurred on an 8” butterfly valve used to control cooling water to a reactor as the unit was being shut down for scheduled maintenance. The valve should have been completely closed, but it remained open and was not moving. Upon disassembly during the maintenance period, a jagged metal fragment almost eight inches long was found lodged in the valve, preventing it from closing (Fig. 2). Without the travel deviation alert, that valve would not have been checked, and the problem might not have been recognized until after the reactor was restarted, resulting in a lengthy troubleshooting delay. Or worse, the fragment could have been carried downstream resulting in extensive mechanical damage.

In another case, a “low supply pressure” alert on a 6” disk level-control valve prevented a valve failure that was just

Fig. 1. a pressure transmitter is checked by clicking on the “Device Diagnostics” box and selecting “status.” the “High Variation” that’s detected could be an indication of a plugged sensor line (depicted graphically on the standard Deviation chart).



waiting to happen. Air supply pres-sure is another user-defi ned value—with the “high” setting normally 5-10 psi above the normal operating range of the valve, and the “low” setting right around the pressure required to operate the valve. This critical rotary valve, which uses air pressure against a diaphragm to move a piston to open the valve, had to be removed immediately for repair. The piston was deeply scored and the diaphragm cut, so it was only a matter of time before the valve failed, causing a signifi cant and costly upset in the olefi ns unit.

Online diagnostics are the only way to consistently identify a problem like air escaping from a valve in a noisy plant. Relying solely on human observation often results in major device issues not being identifi ed and resolved in time to prevent costly delays and process upsets.

Crisp, clear images on the Fluke ti32 thermal imager helped narrow down the possibilities fast.

Fig. 2. Without a travel devia-tion alert, this control valve would not have been checked and problems not identifi ed until too late.

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Relying solely on human observation often results in major

device issues not being identifi ed and resolved in time to

prevent costly delays and process upsets.

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Value from valve signaturesSignature scans of all new valves are recorded before installa-tion, providing a model of each valve’s operating character-istics. Comparison with a future signature on the same valve can help us determine internal conditions that are causing poor performance and potential downtime. A comparison of the original signature (straight green line) with one taken later can be seen in Fig. 3. Substantially more air pressure was needed to open the valve (red line), especially as it got closer to 100% open. The saw-tooth pattern indicates fric-tion and valve sticking. Even though this valve was working, during disassembly at its next scheduled maintenance

period, internal damage was found. The comparison with the original valve scan helped predict that the valve would continue to operate, so an immediate repair was not neces-sary. However, knowing about the problem in advance—and that a repair would eventually be required—helped ensure the valve’s long-term reliability. Some training and experience are required to recognize problems like this, but the benefi t in terms of process availability is immeasurable.

the paybackThe value of using diagnostics at the Clinton operations is vividly illustrated in Fig. 4, which shows the reduction in

Fig. 3. Comparison of an original valve sig-nature recorded prior to installation (straight green line) with one that was taken later showed that substan-tially more air pressure was being required to open the valve (red line), especially as it got closer to 100% open. the saw-tooth pattern is indica-tive of friction and valve sticking.

Fig. 4. a reduction in maintenance on just fi ve major assets quantifi es some of the benefi ts that the Clinton site has derived through smart fi eld-device diagnos-tics.

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Valve Closing

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333 hours reduced annuallyon 5 pM work orders

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Valve scan showing high frictionwhile opening

6” sliding stem, normally closed valve

pM hour reduction as a result of diagnostic capability and task

time reduction by utilizingaMs Device Manager

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annual maintenance hours on just five major assets, including steam-driven turbines and compressors. An average of 448 hours was required for this equipment before diagnostics were available for device calibration and other maintenance tasks. When diag-nostics were put to use, 333 hours were saved, and a further reduction was realized when AMS Suite was utilized to increase maintenance efficiency.

A direct result of the plant-wide reli-ance on diagnostics was the ability to extend the time intervals for preventive maintenance (PM) on several pieces of equipment. Many PM schedules were overly protective—and had been implemented simply per OEM recom-mendations. When production managers became comfortable with the fact that critical process equipment was adequately protected through monitoring and the application of the field-generated diag-nostics, the plant was able to significantly reduce the amount of time devoted to preventive maintenance.

Operational results include fewer costly process upsets, avoiding the loss of millions of pounds of product. In the olefins unit, for example, shutdowns due to the failure of an asset are a rarity, equipment avail-ability is increased and production is sustained. Mt

Jody Minor has served as E/I Reli-ability and Maintenance specialist at LyondellBassell in Clinton, IA, since 1994. He holds a B.S. in Engineering from Southwest State University (MN). Email: [email protected].

For more information on the products referenced in this article,

enter 02 at www.Mt-freeinfo.com

A direct result of our plant-wide reliance on diagnostics has been the ability to

extend PM intervals. Operational benefits include fewer costly process upsets

and being able to avoid the loss of millions of pounds of product.

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PROCESS IMPROVEMENTS


Astudy undertaken by Aquatic Sciences, Inc., an international under-

water inspection service, demonstrated that the Scalewatcher Elec-

tronic System can control infestations of zebra mussels in pipes

and water inlets. The system, recognized for its ability to control

formation of calcium scaling in piping without the use of harsh chemi-

cals, is based on a design from the Netherlands, and is used throughout

the world. The Aquatic Sciences research was carried out over a six-week

period along the Welland Canal in Southern Ontario where mussel densi-

ties exceed 20,000 per square meter. In the test, the Scalewatcher System

reduced the amount of mollusks by 97%.

Special To Maintenance Technology

Hydroelectric plants are just one type of operation that has been seeking

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Eco-Friendly Scale-Control System

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APRIL 2011 MT-ONLINE.COM | 31MT-ONLINE.COM | 31

Scaling solution led to fi x for Zebra musselsThe impact of zebra mussels extends from the Great Lakes watershed to the mouth of the Mississippi River. The mussels affect industry and small-volume water users by clogging pipes and intake structures. Industries in infected areas regularly treat the water with oxidants, heat or mollus-cides to eradicate zebra muscles from the service water system. Environmental and health concerns, however, have resulted in increased regulations and lower discharge limits for chemical treatment. This has helped underscore the need for alternative methods to control infestations.

Used extensively in industry to control fouling resulting from the build-up of scale, the Scalewatcher system works by producing a frequency-modulated waveform. This creates an induced electric fi eld inside the pipe that promotes crystal growth of the scaling minerals in the water instead of on pipewalls. As the crystals remain within the fl ow of the water, they no longer contribute to the build-up of hard pipewall deposits. The process also softens existing scale layers, which are removed from the system by the water fl ow.

Crustaceans and zebra mussels are similar in the way they use calcium—a key component of pipe scaling. They both convert calcium in a free ion form to calcium carbonate to construct their shell or exoskeleton. When a plant in Japan discovered that Scalewatcher controlled not only heat-exchanger scaling but crustaceans in piping systems using natural water sources, the manufacturer embarked on its research mission.

The researchASI’s study was established to determine if the Scalewatchersystem inhibits zebra mussel settlement compared with a control system. Using a research trailer, ASI installed a 200-gal. head tank fi lled with canal water at one end of the trailer. Pipes carrying water through the trailer were split into test and control sections. The test section was connected to a Scalewatcher system. Scalewatcher electrical leads were attached to the pipe, which was connected to a test chamber with culture plates that could measure zebra mussel settle-ment. The control section also fl owed into a test chamber.

At the end of the test, the density of the zebra mussels on the area treated by the Scalewatcher unit was one-tenth that of the control. The Scalewatcher unit controlled two types of zebra mussel—pediveliger and juvenile—which suggested to ASI that the system may change chemical partitioning of calcium in the water and cause settling larvae to perceive an unsuitable environment. These mussels would remain in the water column, but pass through the system despite the presence of a suitable substrate.

The real worldSouthern Vietnam’s Ialy hydroelectric plant, the second-largest in the country, is located in a hard-water area. It faces the chal-lenges of mussel and scale buildup inside heat exchangers, condensers, compressors and piping used to cool generators. Most of its equipment is water-cooled and has faced serious problems because water taken from the river contains both dissolved minerals and zebra mussels. In hot water, the minerals turn into hard scale and adhere inside heat exchangers.

When Scalewatcher was requested recently to descale the plant’s equipment, an experiment involving the cooling-line system’s two separate 12” lines was conducted. Before instal-lation of Scalewatcher, the existing scale was visible inside both lines. Thick zebra layers adhered outside the pipes—and many of the facility’s 115 water-supply lines were blocked. A Scale-watcher unit series 4LM was installed on one of these lines.

After four months of operation, the experiment showed that the line with Scalewatcher had no scale and that the number of zebra mussels was reduced considerably. On the line withoutScalewatcher, scale was visible, with calcium thickness layers nearly ¼” thick. Plant management credited Scalewatcher for the line’s absence of new scale and for removing old scale. More Scalewatcher units were then requested to be installed on equipment having regular trouble with scale. MT

Scalewatcher North America Inc.Oxford, PA

About ScalewatcherScalewatcher (www.scalewatcher.com) is the original manu-facturer of electronic descaling technology used throughout Europe, Asia and South Africa with assembly facilities in the Netherlands, S.E. Asia and in the U.S. First introduced in Europe in 1989, Scalewatcher bene� ts manufacturers of all types as well as municipalities, utilities and others. New Scalewatcher applications are discovered almost daily.

Environmental and health concerns have

led to increased regs and discharge limits

regarding traditional chemical-treatment

approaches to the problem.




Tracy T. StrawnMarshall Institute

Despite sizable investments in these types of systems, many organizations still aren’t realizing their full potential.

It’s an unfortunate truth: CMMS/EAM implementation efforts often fail.

In our company’s experience auditing and assessing plants and facilities

around the world, we’ve found that many companies utilize only 30-40%

of their CMMS/EAM’s functionality. Such a situation isn’t just tragic—if

not corrected, it can be devastating to an organization’s bottom line.

How does an operation ensure that its CMMS/EAM investment (which for some could be in the millions of dollars) becomes an “enabler” rather than a “blocker” to organizational improvement? First, let’s look at the symptoms of what might be characterized as a “poor” implementation effort:

n The workforce views the CMMS/EAM as the source of all its problems. Staff members complain that they received inadequate training and no real clear vision on how to use the system. In most cases, the management team has not provided the support or direc-tion for frontline personnel.

Despite sizable investments in these types of systems,

7 Essential Steps To Ensure A Successful

CMMS/EAM Implementation

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CMMS/EAM Implementation

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n Work is performed without raising a work request. Supervisors record problems on pieces of paper to get the work done, without entering the information in the CMMS/EAM. Equipment history is lost.

n Newly created work requests are not reviewed or approved by anyone except the supervisor, who, in many cases, hands it off without any review to the technician the day he/she wishes it to be completed. This type of preparation usually results in inefficient—and sometimes unsafe—work execution.

n Planning and scheduling does not occur in the CMMS/EAM. Sadly, no one is responsible for work preparation and scheduling. Supervisors merely print a list of jobs and post it on the bulletin board. Technicians simply cross off when complete. A “whiteboard” would be a better invest-ment in this case. Numerous inefficiencies occur because of failure to use the tools and follow the process.

n Labor hours and costs, as well as materials costs, are recorded erratically and inconsistently in the CMMS/EAM. In this particular situation, having bad data may be considered worse than having no data. Using such data could lead to wrong conclusions and costly decisions.

n The CMMS/EAM is not used for reporting. Since no one trusts the data, reports are not generated. This begins the slippery slope of marginalizing the CMMS/EAM: Because no one uses it, the system clearly must not be important.

n There is a large queue of work orders in the system waiting for someone to confirm, complete or close out. By not closing out the work orders in a timely manner, reports will be inaccurate and equipment history and failure data will be incomplete.

n The plant has a limited supply of desktop PCs for users to access. When it’s time to input data, a workstation can’t be found. Of course, what can’t be done today gets put off until tomorrow. If this cycle continues, timely data entry will not occur and may ultimately stop.

n There are no designated super-users or power-users onsite to aid in managing questions and issues that arise about CMMS/EAM functionality. Operators, technicians and the support team are left to fend for themselves.

n Since the management team is focused on financial data that is kept apart from the asset-management/plant

management module, they have a “hands off” attitude regarding the CMMS/EAM.

n The workforce isn’t effective with its preventive mainte-nance (PM) routines. These routines are poorly written, incomplete or, in some cases, don’t exist. The frequencies and estimates haven’t even been updated since the transfer of the legacy system.

n Corporate no longer supports the CMMS/EAM and the business units have to manage for themselves.

These are but a few of the many symptoms we see when reviewing a company’s CMMS/EAM as part of a comprehensive asset-management assessment. The picture is bleak and self-perpetuating: Frontline opera-tors and technicians see no value in information manage-ment systems. The information in the CMMS/EAM is untrustworthy and management doesn’t seem to care. If the boss isn’t interested in the system, then the frontline is certainly not interested.

To compound matters, when the CMMS/EAM is not implemented properly or completely, it usually impacts the work-management system to include the use of work orders, PM routines and the risk-based inspection (RBI) and condition-monitoring programs. When these programs are broken, the company suffers incalculable losses that may take years to overcome.

Protecting your investmentAn organization that wishes to thoroughly—and effec-tively—implement an “enabling” CMMS/EAM system should consider these seven steps:

1. Select an executive sponsor for the implementation. The person in this role should not be confused with the project manager. The executive sponsor will ensure the following:

◆ Advocate the project both internally and externally

◆ Champion the project

◆ Obtain budgets for the project

◆ Accept responsibility for problems escalated from the project manager

◆ Sign off documents such as the business case and project initiation document

◆ Support the project manager in managing the project



The executive sponsor will typically stay in this position until the implementation project is complete, the bugs worked out and all elements of the project plan have been completed to his/her satisfaction. This could be a year beyond the “go live” date.

2. Develop a clear vision of what the organization wants the CMMS/EAM to do. Software selection is more than just a good relationship with a vendor. Functional specifi-cations must be developed that will deliver the vision that the organization has agreed upon. The right vendor must be selected that will partner with the company to deliver what he has promised. Process maps and work flows should be created to depict how and what the users are required to do. A governance structure should be set up so configu-ration changes and updates can be done in a coordinated fashion. Ultimately, this structure should be signed off on by the project manager and the executive sponsor.

3. Select a project team that will deliver. Team members should be selected based on what they have accomplished. They should have a passion for the project and be willing to share the responsibility for all the work. The executive sponsor should inspire a sense of urgency and reward the team for their efforts, as well as be demanding of project-execution excellence. Their project plan should also include a robust change-management and communication plan. This is where many companies falter. They fail to assess the risks, as well as identify and mitigate the resistance to change in the organization.

4. Establish mandatory requirements. Once the CMMS/EAM has been installed (as opposed to implemented, which is the next, more time-consuming step), clear requirements for its use must be established by all levels of leadership in the organization. Every manager and supervisor must understand the importance of the CMMS/EAM—and the company vision of how it will be utilized. It should also be made clear that this is not an optional program: It is to be the way that business is done. Managers and frontline supervisors will be point persons for ensuring the CMMS/EAM is used properly. The project team should be actively engaged during this time to support ongoing implemen-tation. Implementation may take up to a year to embed and entrench this information management system in the culture.

5. Train everyone in the organization. Training should be role-based and provided to personnel in ways that are commensurate with their functions. Training will be ongoing, and a full-time training group should be created.

Although its size should decrease as the project reaches maturity, this training group will never go away: Training will always be needed.

6. Begin generating CMMS/EAM reports. No one goes to a sporting event without looking at the scoreboard. The same goes with a CMMS/EAM implementation. Personnel need to know how they are doing—it’s called feedback. Regular feedback to end-users through reports and scorecards will provide information on what they need to do to improve. Sometimes, merely posting a report or scorecard in the break room or displaying it in the morning meeting can lead to improved use of the CMMS/EAM.

7. Audit, audit, audit. During the implementation effort, regular assessments and audits of CMMS/EAM usage should be conducted. This will identify areas of weakness that need intervention by the managers or project team. Once the implementation is considered complete, the project manager and executive sponsor should sign off on it. Regular “usage” audits should be conducted by the CMMS/EAM governance structure left in place after the implementation is complete.

Summing it all upIndustry is awash with companies that are not leveraging the power of their CMMS/EAM systems due to incom-plete implementation. The resulting losses, if accurately calculated, could be staggering. Regrettably, many organiza-tions are willing to live this way and never realize the full potential that a CMMS/EAM offers. Don’t let yours fall into this category. By following the seven steps discussed here, it won’t. MT

Tracy T. Strawn is VP of International Programs for Marshall Institute. This Raleigh, NC-based management consulting company has provided maintenance and reliability consulting and training services to industries of all types, worldwide for more than 35 years. Telephone: (919) 834-3722; email: [email protected].


Industry is awash with companies

that aren’t leveraging the power of

their CMMS/EAM systems.

Don’t let yours be one of them.

RELIABILITYTHE

F I L E SRELIABILITYF I L E S

Volume 1 Number 4

M A I N T E N A N C E

TECHNOLOGY®


Sponsored Section

36 | MAINTENANCE TECHNOLOGY Sponsored Information THE RELIABILITY FILES / APRIL 2011

RELIABILITYTHE

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

TECHNOLOGY®


ProblemA nationally known gyp-sum company was experi-encing sealing problems with its product-mixing machines. It contacted Inpro/Seal® for help.

The plant turns out a range of gypsum-board and interior-fi nish prod-uct, including joint-treat-ment compounds, tape and plaster. Two large, twin-shaft mixers are used in the process—one for dry bagging compounds and the other for compounds used for ready-mix prod-ucts. Located high, near the top of the building, these machines operate fi ve days a week, intermittently because of the batch-style process.

With the standard sealing confi gu-ration, dry-powdered product was leaking around the shaft penetrations in the mixer. Facility engineering personnel attempted to implement other sealing solutions, including packing and a competitive product seal, both of which required substan-tial maintenance to be successful. Due to less- than-optimal attention to required maintenance, however, both options failed to keep the gypsum contained within the mixer, leading to several problems.

While gypsum may be a fi ne powder, it’s also abrasive. When packing was used to seal the mixer, the gypsum would frequently get caught between it and the shaft—eventually resulting in scoring of the shaft.

Product that escaped from the mixers was considered contaminated and had

to be scrapped. In fact, the facility estimated it was racking up $5000 to $10,000 each week just in lost product. In addition, the product that was being released into the atmosphere was creating signifi cant environmental and housekeeping concerns.

In one case, the powder migrated into the electronic process controllers and caused over $400,000 in equip-ment failures—and that didn’t include the cost of lost production.

SolutionWorking with their local Inpro/Seal regional sales manager, the plant’s reli-ability engineers decided to install Inpro/Seal Air Mizers® on each mixing machine. (In total, they utilized eight Air Mizers to fully seal the two twin-shaft mixers.)

The Air Mizer is a non-contacting product seal that uses small amounts of air to create a positive purge along the rotating shaft—sealing product in the equipment and keeping contaminants out. It fully articulates to accommodate radial and angular shaft movement and shaft run-out.

For this application, the Air Mizer was designed to use 4-6 SCFM of air at an operating pressure of approxi-mately 3 psi above the maximum mixer pressure. The application also

required split seals that could be easily installed (without having to dismantle the mixers).

Return On InvestmentThe gypsum mixers have been operating since August 2003—without the need for maintenance

or replacement parts. The facility’s operators have been pleased with the performance of the Air Mizers and the signifi cant return on their invest-ment. They’ve also expressed overall satisfaction with the technical support they received from the Inpro/Seal team. They no longer worry about product loss, damage to plant equipment or environmental hazards within their facility due to leaking seals. MT

Inpro/SealRock Island, IL


7+ Years And Counting: A Case Study Of Sealing Success


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38 | MAINTENANCE TECHNOLOGY Sponsored Information THE RELIABILITY FILES / APRIL 2011

RELIABILITYTHE

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

TECHNOLOGY®


ProblemA thermal-based motor overload relay may allow a restart on a hot motor prematurely because a bimetallic over-load relay cools faster than the motor it is protecting. Once the relay resets, an operator can restart the motor, potentially causing costly equipment damage. The National Electrical Manufacturers Asso-ciation (NEMA) reports that for every 8-10 degrees a motor is operated above its manufacturer’s recommended maximum operating temperature, motor life is cut by half. To preserve the investment in a motor and avoid downtime and replace-ment labor, an accurate measurement of motor temperature is essential.

The elements of a traditional bime-tallic overload clearly have less mass than a motor and can be expected to cool faster. Manufacturers take this into account when designing these devices, which generally do a reasonably good job of emulating the condition of the motor (assuming they are installed in the same ambient temperature environ-ment as the motor). However, the sensi-tivity of the traditional overload device cannot adjust dynamically to respond to overloads and time; consequently, it cannot provide an accurate temperature model in all situations. Also, each time a bimetallic overload trips, its setpoint shifts slightly. After a number of trips, it will drift out of calibration.

SolutionElectronic motor protection relays that use dynamic thermal modeling (Fig. 1) to accurately predict motor temperature are available. By tracking the motor current and the amount of thermal capacity used (I2t), an electronic relay can accurately calculate the temperature of the motor

under all operating conditions. The relay also looks at the input of the temperature sensors in case there is a heat problem unrelated to current, such as high ambient temperature or blocked motor ventilation. This approach has proven to be more reliable than depending on the input of winding temperature sensors alone.

The Littelfuse PGR-6150 Motor Protec-tion Relay has sophisticated thermal modeling that can accurately protect the motor from overheating, monitor trends in motor conditions to provide a warning before damage occurs and notify the oper-ator when it is safe to restart the motor.

This relay also detects many other prob-lems, such as jams, phase unbalance and overloads, and displays alarms that aid in troubleshooting. Other motor protection relays, such as the Littelfuse PGR-6100, detect ground faults and monitor motor-winding resistance for worn or melted insulation. If the windings are damaged, this kind of relay keeps a motor from starting, thus preventing damage to the unit. It can also reduce the risk of electrical shock and arc fl ash, because the windings are prevented from degrading and causing a short circuit condition.

Return On InvestmentNEMA identifi es overheating as the leading cause of motor failure. It is not uncommon for operators to restart a hot motor without under-standing and correcting the cause of an overload condition, leading to additional heat and damage. Fortu-nately, modern protection relays can assist with troubleshooting and prevent motor damage.

Electronic relays are easy to justify, and many maintenance managers see the value of upgrading their old-fashioned thermal overloads. The cost of electronic motor protection relays has decreased, and at the same time their features have increased, making them more attractive for protection of smaller, lower-horsepower units.

For more information on motor protection relays, please visit www.littelfuse.com/protectionrelays.

LittelfuseChicago, IL


Solve The #1 Motor-Failure Problem With Accurate Temperature Detection

under all operating conditions. The relay Return On Investment

Tem

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Time

Damageis caused

Traditional overload

temperature

Actual motortemperature

TraditionalOverload

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PGR-6150

PGR-6150 accurately modelsmotor temperature

1 2 3

Dynamic Thermal Model

Fig. 1

APRIL 2011 / THE RELIABILITY FILES MT-ONLINE.COM | 39For more info, enter 281 at www.MT-freeinfo.com

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Water and Wastewater

Pulp and Paper

Our new PGR-6150 Motor Protection System provides current- and temperature-based protection, metering and data logging for low- to medium-horsepower motors. The PGR-6150 offers 13 protective functions, including a Dynamic Thermal Model to significantly reduce damage caused by motor overloads. The PGR-6150 offers a compact footprint, optional operator interface and integrated CTs (for currents up to 25 A), which simplifies installation and saves space.

To learn how our protection relays can help you improve safety and reduce downtime in your facility, visit www.littelfuse.com/protectionrelays or call 1-800-832-3873.

TOUGH MOTOR PROTECTION FOR A SMOOTH OPERATIONProviding reliable protection for low- to medium-horsepower motors

NEW

Providing reliable protection for low- to medium-horsepower motorsIntroducing the NEW PGR-6150 Motor Protection System

MaintTech_ArcFlash032811.indd 1 3/28/11 11:56 PM

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TECHNOLOGY SHOWCASE

*Defi nition determined by Maintenance Technology editorial staff.



TESTING & ANALYSIS

...What’s up?

Advances in technology have helped deliver several key test/analysis methods into the hands of maintenance professionals on the factory fl oor. These methods include the use of infrared and thermography; vibration analysis; ultrasound; condition

monitoring software; and shaft-alignment systems.* While the test/analysis category also includes equipment designed strictly for test environments, its most signifi cant momentum may be in MRO, where changes in product size, capabilities and ease-of-use have greatly enhanced maintenance-effi ciency opportunities across industry.

While most of the technologies named above are not new (infrared radiation, for example, was discovered in the early 19th century), the ability to “package” them in affordable, on-site, user-friendly equipment borders on the revolutionary. Maintenance professionals can now “point and shoot” a hand-held, lightweight infrared camera toward equipment to obtain an infrared image and accurate in-use temperature data. With low-end models costing around $1000, the technology is affordable, and allows for quick updates of equipment status and PdM data. It’s a far cry from the early days of industrial infrared when cameras were bulky, expensive and complex to operate. Thanks to advances like this, one research fi rm predicts a 23% annual growth rate for infrared at least through 2015.

Shaft-alignment and ultrasonic systems have also taken the user-friendly route. Hand-held laser shaft-alignment systems can evaluate hundreds of shaft-rotation readings in a continuous process, quickly producing accurate readings. The modular systems are typically programmable, can store information and include high-resolution screens for easy-to-read graphics. Long understood as essential for equipment and component longevity and effectiveness, shaft-alignment procedures were often avoided or impos-sible due to poor access for bulky alignment equipment. Modern alignment systems now make this important maintenance function available to a broad industrial audi-ence. Similarly, a wide offering of hand-held ultrasonic units for industrial purposes use high-frequency sound waves to detect various equipment conditions, especially leaks in compressed-air systems and condensers. One maker claims that the ease-of-use and affordability of their products equate to “predictive maintenance for the masses.”

Condition-monitoring software is another sector where offerings have become highly sophisticated and robust. Thanks in part to the many big players in this sector, signifi cant advances in software capabilities are routine, with implementation and ongoing assistance typically part of the mix. With condition monitoring software, main-tenance teams and production engineers have 24/7 access to a spectrum of real-time system perspectives (performance, variation, reliability, work-order progress, etc.), as well as equipment histories and scheduling information. This and all other sectors in the test/analysis category are well-positioned to serve MRO markets going forward as the industrial environment continues to skew toward ever-leaner operations and higher expectations for productivity.



Looking at trends in products and services in the area of...



Scientifi c Monitoring, Inc. helps plant and system operators improve safety, performance and effi ciency through remote monitoring services and predictive maintenance software. The company’s iTrend® is a proven condition-monitoring software that employs a suite of statistical and model-based algorithms for diagnostics, prognostics and decision support. It incorporates Six Sigma analysis and control charting techniques to identify anomalies in data, evaluate degradation of performance and provide early notifi cation of asset failures.

Scientifi c Monitoring, Inc.Scottsdale, AZ

Ph: 480.752.7909

www.sci-mon.com

Update International’s new Resolator is the world’s fi rst practical tool for determining and confi rming resonance in your plant’s machinery. Just mount the portable, battery-operated tool on a structure and sweep through various frequencies to stimulate and detect resonances in the surrounding area. Easy and convenient, the Resolator pays for itself in a single troubleshooting job

Update International, Inc.Lakewood, CO

Ph: 303.986.6761www.updateinternational.com

Be clear and confi dent

about your resonance analysis!

©RA

ISSA

—FO

TOLI

A.CO

M


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TECHNOLOGY SHOWCASE




For more info, enter 79 at www.MT-freeinfo.com For more info, enter 81 at www.MT-freeinfo.com

What’s Up With May’s

Technology Showcase?

We Look At Trends In The Area Of

MRO Equipment& Supplies

IA, MT, NE, ND, SD, WY, AB, MB, SK

ARTHUR L. RICE847-382-8100 x106; Fax 847-304-8603

[email protected]

AR, AZ, CA,* CO, KS, NV, NM, OK, UTJERRY PRESTON

480-396-9585 [email protected]

IL, IN, KS, LA, MI, MN, MO, OR, TX, WA,WI, BC

TOM MADDING847-382-8100 x108; Fax 847-304-8603

[email protected]

CT, ME, MA, NH, NY, RI, VT, ON, QC VINCENT LeGENDRE

508-428-3331; Fax [email protected]

AL, SoCA,** DC, DE, FL, GA, MD, MS, NC, NJ, PA, SC, VA, WV

JIM HANLEY610-793-3093; Fax 610-793-3094

[email protected]

OH, KY, TNJOHN DAVIS

440-463-0907; Fax [email protected]

* CA (from LA – North)**SoCA (from Orange County – South)

Calling All Advertisers!

Want to see your products and/or services featured here?

Please contact your ad rep:

305-591-8935LUDECA, Inc.

www.ludeca.com/vibxpert

Are you getting the most out of your

vibration program?

Take a look at the Award-Winning VIBXPERT II Vibration Analyzer. Color display, fast data collection, easy-to-use menu driven setups help resolve simple and complex machinery issues.

AIR SAVING BLOWOFF IS SUPER QUIET

The low cost Super Air Knife™ dramatically reduces compressed air usage and noise when compared to other blowoffs. It delivers a uniform sheet of laminar airfl ow with hard-hitting force across the entire length. Energy use is comparable to a blower without the maintenance or downtime. Many sizes in aluminum or stainless steel. Applications include blowing liquid, chips, and contaminant from parts and conveyors, cooling hot parts, and air screening.

EXAIR CORPORATION11510 GOLDCOAST DRIVE

CINCINNATI, OHIO 45249-1621TOLL FREE 800-903-9247

PHONE 513 671-3322 FAX 513 671-3363E-MAIL: [email protected]

INTERNET: WWW.EXAIR.COM/48/123.HTM

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ELECTRICAL-SAFETY SENSE

Many maintenance workers carry Non-Contact Voltage Detector pens (NCVD) in their tool belts. These devices allow personnel to quickly check electrical conductors for live voltage without actually touching bare wires. The NCVD is unique in that it can sense voltage when

positioned close to the live conductor without making a hard-wired electrical

STOP!accessing

panels

needlessly

Be on the

outside

looking in...

Visit Us At:

info.graceport.com/2MT

For a Video

Demo and

Data Sheet!

The Combo Unit:

Thru-Panel

Voltage Detection

The Thru-Door Electrical Safety People!




LOTO Issues

Phil Allen, President, Grace Engineered Products

Sponsored Information

To learn more about specifi c recommendations and practices, visit info.graceport.com/MT4 or email the author directly: [email protected].

connection. Some people, however, have incorrectly concluded the NCVD to besecond-class in its reliability when it comes to verifying electrical isolation. Let’s explore how using the NCVD with voltage portals enhances NCVD reliability and how this can help make mechanical lock-out tag-out (LOTO) safer and more productive.

Reliable operation of the NCVD depends upon its ability to a complete a capacitive circuit between the tested wire and ground. Without a good path to the power-source ground, the device will not operate reliably. To avoid this pitfall, a voltage portal should only be used on electrical systems where the power source has the ground or neutral connected to earth ground.

A voltage portal extends each voltage source to the outside of an enclosure into an encapsulated non-conductive housing. Its design ensures that when voltage is present, the NCVD can be positioned close enough to the voltage to sense it.

Additionally, its design ensures that the voltage point is safely secured while still detectable by a worker using an NCVD. This enhances safety and increases productivity when performing mechan-ical lock-out tag-out procedures.

Voltage portals installed into an electrical enclosure provide a superior environment for reliable operation of an NCVD. The position of the voltage portal and its wiring within the elec-

trical enclosure eliminates most of the factors that would make an NCVD provide unreliable voltage tests.

A voltage portal becomes a means of validating the operation of an NCVD before and after each voltage test. If the device detects voltage with a closed disconnect, the circuit path (voltage portal-worker-ground) is validated. Furthermore, a 3-phase system provides three independent validation paths.

Note that a voltage portal allows workers to check voltage inside an enclosure without being exposed to voltage. When performing mechanical LOTO, using NCVD pens and voltage portals to verify isolation of electrical energy is a reli-able, thru-panel voltage-detection system. Not only does this method enhance compliance to NFPA 70E, it also increases employee productivity. MT

trical enclosure eliminates most of the factors that would make an NCVD

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CAPACITY ASSURANCE MARKETPLACE

Intuitive Vane Anemometer Pens

Control Co. offers Traceable® Vane Anemometer Pens that measure combinations of air-

fl ow, temperature, humidity, dew point and barometric pressure. The design allows for intuitive, easy operation, while a tough ABS plastic housing with an O-ring seal and membrane keypad keep out dust and dirt. Min./max. readings can be recalled; a hold button can freeze a current reading.

Control Co.Friendswood, TX

Lightweight, Portable Tachometer

Ono Sokki’s HT-4200 tachometer weighs less than 4.5 oz. Measurement setup is as simple as applying a small piece of

refl ective tape marker or refl ective paint to the target surface. The device’s light beam has a 12” range, allowing measurements up

to 50,000 rpm to be taken quickly and with an accuracy of 1 rpm.

Ono Sokki Technology, Inc.Addison, IL




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CAPACITY ASSURANCE MARKETPLACE CAPACITY ASSURANCE MARKETPLACE

For more info, enter 32 at www.MT-freeinfo.com For more info, enter 33 at www.MT-freeinfo.com


PIP IS SIMPLE.Let PIP’s harmonized

engineering Practices simplify your next project.

[email protected]

Portable, Four-Channel Oscilloscopes

Fluke ScopeMeter® 190Series II four-chan-nel handheld oscil-

loscopes are engineered to reduce user exposure to electrical shock. Dust- and drip-proof rated, they’re also safety-rated for CAT III 1000 V / CAT IV 600 V environments. The series is offered in 100MHz and 200MHz bandwidth models, with real-time sampling rates up to 2.5 GS/s and 400 ps resolu-tion to capture noise and other disturbances.

Fluke Corp.Everett, WA

real-time sampling rates up to 2.5 GS/s and 400 ps resolu-

Universal Locking Device

The NL-H Hybrid Lock from Netherlocks can provide secure lockout for all types and sizes of manual valves, and can secure valves in every position. Its universal

compatibility eliminates the need for other lockout prod-ucts. The lock uses a fl exible steel cable to immobilize a valve’s hand-wheel or lever and secures with a padlock. It is made from corrosion-resis-tant 316 stainless steel for harsh-environment operation.

Netherlocks Safety SystemsA Halma CompanyHouston, TX


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CAPACITY ASSURANCE MARKETPLACE

For more info, enter 74 at www.MT-freeinfo.comFor more info, enter 77 at www.MT-freeinfo.comFor more info, enter 74 at www.MT-freeinfo.comFor more info, enter 77 at www.MT-freeinfo.comFor more info, enter 74 at www.MT-freeinfo.comFor more info, enter 77 at www.MT-freeinfo.comFor more info, enter 74 at www.MT-freeinfo.com

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

* Amortized over one year

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

Looking to increase asset utilization and maintainability, reduce contamination, downtime,

energy consumption and/or your carbon footprint?

You’re ready for a 7-Step Best Practice lubrication Program!

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

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You’re ready for a 7-Step Best Practice lubrication Program!

at 519.469.9173 or email [email protected]



Stainless-Steel Grounding Station

The Cen-Stat™ Grounding Station from Newson Gale provides an extra margin of safety when operations in fl ammable or explosive atmospheres make static electricity a signifi cant hazard. Constructed of stainless steel, this

product is designed to accommodate two general-purpose grounding clamps and provide for clamp stowage. Two or more stations can be linked, using the same proven path to ground.

Newson Gale, Inc.Jackson, NJ

Easy-Maintenance Diesel Generator

Next Generation Power’s EPA-compliant UCI 2-5.5 kW Diesel Generator is a versatile solution for back-up and auxiliary power. At 240 pounds and 23” long, 20” wide and 21” tall, it fi ts onto trailer tongues and into tight spaces for

mobile or stationary applications. A low 2800-RPM operating speed minimizes wear and vibration, while one-side service enables easy maintenance.

Next Generation PowerJacksonville, FL


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

INFORMATION HIGHWAY

CLASSIFIED


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

For more info, enter 89 at www.MT-freeinfo.comwww.pip.org

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 x110

[email protected] [email protected]

1300 S. Grove Ave., Suite 105, Barrington, IL 60010

Customized, Targeted Lists

For Your Marketing Needs

RENEWIn order for us to send

to you FREE, we are required by the US Post Offi ce to have a

completed and signed renewal form once a year.

MAINTENANCE TECHNOLOGY

RENEWIn order for us to send

to you FREE,we are required by the US Post Offi ce to have a

completed and signed renewal form once a year.

MMAINTENANCETECHNOLOGY

You may renew online at

www.mt-online.com

For more info, enter 90 at www.MT-freeinfo.comwww.sci-mon.com

Scientifi c Monitoring, Inc. was founded in 1993 as an R&D fi rm with domain expertise in aerospace controls and health monitoring. Since 2005, the company has specialized in remote-monitoring software and services and expanded its core competency to include transpor-tation, energy, power and other industrial markets.

Specializing InMachinery Health Personnel

PM & PdM Field Service • Mgt • Sales • Hrly

Nationwide • Confi dential • All Fees Company Paid

TOLL FREE 877-386-1091www.lineal.com [email protected]

Web Spotlight: LITTELFUSE

For more info, enter 88 at www.MT-freeinfo.comwww.littelfuse.com/ProtectionRelays

JUST LAUNCHED!!!! Littelfuse POWR-GARD® Products has unveiled a new Protection Relay Website www.littelfuse.com/ProtectionRelays with expanded technical information. The new site helps advanced users research protection relay solutions while meeting the needs of users who require basic product information. The most requested product manuals, data sheets and simplifi ed circuit diagrams are now accessible directly from the home page. A “Tutorials and Demos” section provides an interactive view of the features of various products. A new “Information Center” includes topics such as how to convert to a resistance grounded system, common motor protection problems, ground fault protection and electrical systems.




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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

[email protected]

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

FAX 847-304-8603

Index April 2011 • Volume 24, No. 4

ADVERTISER WEB ADDRESS RS # PAGE #




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 sending us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc., permission, by an irre-vocable license, 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.

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.


IA, MT, NE, ND, SD, WY, AB, MB, SK


847-382-8100 x106; Fax 847-304-8603ARTHUR L. RICE

[email protected]

CLASSIFIED ADVERTISING3629 N.Sonoran Heights

Mesa, AZ 85207480-396-9585

JERRY [email protected]

AR, AZ, CA,* CO, KS, NV, NM, OK, UT3629 N.Sonoran Heights

Mesa, AZ 85207480-396-9585

JERRY [email protected]

IL, IN, KS, LA, MI, MN, MO, OR, TX, WA,WI, BC


847-382-8100 x108; Fax 847-304-8603TOM MADDING

[email protected]

CT, ME, MA, NH, NY, RI, VT, ON, QC P.O. Box 1059

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

VINCENT [email protected]

AL, SoCA,** DC, DE, FL, GA, MD, MS, NC, NJ, PA, SC, VA, WV

1750 Holmes DriveWest Chester, PA 19382

610-793-3093; Fax 610-793-3094JIM HANLEY

[email protected]

OH, KY, TN135 N. Rocky River Road

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

JOHN [email protected]

* CA (from LA – North)**SoCA (from Orange County – South)


®YEARS


®YEARS

Baldor Electric Company .......................www.baldor.com ..................................... 61 .............................IFC

ComRent® International, LLC ..............www.comrent.com ................................. 74 ...............................29

Des-Case Corporation............................www.descase.com/sample ..................... 64 ................................. 4

Engtech Industries Inc. ...........................www.engtechindustries.com................. 86 ...............................45

Exair Corporation ...................................www.exair.com/48/123.htm ................. 78 ...............................41

Fluke ...........................................................www.fl uke.com/1750demo .................. 91 ............................ IBC

Fluke ...........................................................www.fl uke.com/whitepaper ................. 69 ...............................17

FosteReprints ............................................www.fostereprints.com .......................... 65 ................................. 5

Grace Engineered Products, Inc. ........... info.graceport.com/2MT ...................... 82 ...............................42

IMI Sensors A PCB Piezotronics Div. ..www.imi-sensors.com ........................... 67 ...............................10

Innovator Of The Year ............................www.reliabilityinnovator.com .............. 68 ...............................11

Inpro/Seal ..................................................www.inpro-seal.com .............................. 92,260,280 ....BC,36,37

Int’l Maintenance Excellence Conf .......www.imec.ca ............................................ 62 ................................. 1

Littelfuse ....................................................www.littelfuse.com/protectionrelays ... 261,281 ................38,39

Ludeca Inc. ................................................www.ludeca.com ..................................... 81 ...............................41

Mobil Industrial Lubricants ...................www.mobilindustrial.com .................... 70,71 .....................18,19

NSK Corporation ....................................www.nskamericas.com .......................... 73 ...............................27

Process Industry Practices ......................www.pip.org ............................................ 84,89 .....................44,46

Scalewatcher .............................................www.scalewatcher.com .......................... 83 ...............................43

Scientifi c Monitoring Inc. ......................www.scientifi cmonitoring.com ........... 72,76,90 ......... 24,40,46

SpectraQuest, Inc. ....................................www.spectraquest.com .......................... 79 ...............................41

Strategic Work Systems, Inc. ..................www.swspitcrew.com ............................. 85 ...............................44

Synergy Tech .............................................www.synergytech.org ............................. 80 ...............................41

U.S. Tsubaki, Inc. ......................................www.ustsubaki.com/mtech .................. 63 ................................. 2

Update International Inc. .......................www.updateinternational.com ............ 77 ...............................40

VibrAlign, Inc. ..........................................www.vibralign.com ................................ 87 ...............................45

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http://www.MT-freeinfo.com


viewpoint

It takes more than jumping on the Informa-tion Superhighway’s entrance ramp to realize the maximum potential of the most significant invention since the printing press. While the uses

of the Internet are virtually limitless, many process and manufacturing companies remain stuck in first gear. They often confine their information tech-nology to internal business ventures that improve productivity—ventures such as computer-aided design, advanced manufacturing-systems software, shop-floor process monitoring and remote-control technology.

Few of these companies have made real progress in sharing technical data with key partners through external business processes. Accordingly, there is a growing emphasis toward interfacing these external business processes that have not yet been fully realized.

Technical information about mechanical equip-ment and process systems must be shared throughout the supply chain—thus linking purchasers, suppliers, engineering contractors and procurement, operations and maintenance staff. This information fuels collab-oration among organizations wired into a complex maze of work processes that often are captured in “electronic paper” documents such as PDFs, neutral CAD files or spreadsheets.

Ironically, the fuel itself is vulnerable: All of this data must usually be re-entered manually, multiple times, into different software systems, driving up costs, absorbing more time and increasing the chance of errors or omissions.

The Hydraulic Institute (HI) (www.Pumps.org), the North American association of pump manu-facturers and related equipment suppliers who develop industry standards and provide forums for the exchange of industry information, recognized the need to improve this process. HI published a new standard in late 2010, HI 50.7, Electronic Data Exchange (EDE) for Pumping Equipment, to define the process and protocols of sending and receiving technical and commercial information using digital file-transfer methodologies.

EDE aims to make the exchange of technical data, like that found in a pump datasheet, as easy as sending

an email. Software applications can use the data to initiate a piping system analysis, create a pump RFQ, select and quote a pump, summarize a bid-tab or update an as-built database of pump equipment in a process plant—without having to manually re-enter the data into separate applications.

The Hydraulic Institute has developed this stand-ard in collaboration with the AEX (Automating Equipment Information Exchange) project spon-sored by the FIATECH Consortium (www.fiatech.org/aex). While HI has taken a leadership role in the pump industry, FIATECH promotes data interopera-bility more broadly within capital facilities industries, considering dozens of different types of mechanical equipment for the many types of systems included in industrial facilities and buildings. Further, EPRI, the Electric Power Research Institute (www.epri.com), is working with FIATECH, NIST (www.nist.gov), HI and industry suppliers and vendors to pilot and test the AEX XML that create tools for priority equip-ment such as pumps, control valves, motor-operated valves, electric motors, centrifugal compressors and centrifugal fans. The API 610, 11th ed./ISO 13709 2nd edition standard and Practices, published by Process Industry Practices (PIP), have also collabo-rated in support of the HI 50.7 standard.

Now that the Information Superhighway has opened a fast lane for EDE, the traffic flow is shifting in the direction of adapting commercial and proprie-tary software applications to conform to the HI-EDE standard. As the smart-phone industry has so clearly demonstrated, “apps” are key to securing end-user adoption and maximizing industry benefits. Mt

In addition to his work with Intelliquip (www.intel-liquip.com), a company focused on the development of Web-based selection, configuration and quote-manage-ment solutions for the engineered-equipment industry, Tryg Dahl serves as Chairman of the Hydraulic Insti-tute’s Electronic Data Exchange Committee. To learn more or to get started with EDE for pump equip-ment, visit: www.Pumps.org/EDE or email: [email protected].

Trygve Dahl, Ph.D., P.E., VP Technology, Intelliquip, LLC

On The Entrance Ramp With Electronic Data Exchange (EDE)

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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