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22 Extending Chain LifeInternal chain wear can be a killer. Don’t ignore these lubrication tips. C. David Larson, A. W. Chesterton Co.

27 ■ Big Money Talks William C. Livoti

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34 3 More Reasons For Premature Bearing Failure (And How To Avoid Them)

Listening to what your failed bearings are telling you today can help you minimize problems tomorrow.

Special To MT From NSK

ContentsOCTOBER 2010 • VOL 23, NO 10 • www.MT-ONLINE.com

FEATURES

DEPARTMENTS

MAINTENANCE LOG

UTILITIES MANAGER

PROCESS IMPROVEMENTS

Your Source For CAPACITY ASSURANCE SOLUTIONS

CAPACITY ASSURANCE STRATEGIES

© IN

GMAR

SAN

— FO

TOLIA

.COM

TECHNOLOGYM A I N T E N A N C E

®YEARS

14 Measuring Reliability & Maintenance Effectiveness On A Global Basis

Industries everywhere are fi nding themselves operating in a new reality. Here’s a new standard for dealing with it.

Al Poling, CMRP and Richard B. Jones, Ph.D, HSB Solomon Associates LLC

6 My Take

8 Uptime 12 For On The Floor

21 Lubrication Checkup

38 The Green Edge

40 Supply Chain Links

41 Solution Spotlight

42 Marketplace

46 Information Highway

46 Classifi ed

47 Supplier Index

48 Viewpoint

• exclusive online-only content • late-breaking industry news • 12 years of article archives

www.MT-online.comwww.www.• suppliers/products/services• comprehensive events calendar• professional development opportunities and more. . .

suppliers/products/services

Your Source For Capacity Assurance

Solutions

OCTOBER 2010 MT-ONLINE.COM | 3

October 2010 • Volume 23, No. 10

ARTHUR L. RICEPresident/CEO

[email protected]

BILL KIESELExecutive Vice President/Publisher

[email protected]

JANE ALEXANDEREditor-In-Chief

[email protected]

RICK CARTERExecutive Editor

[email protected]

ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTER

RAYMOND L. ATKINSContributing Editors

RANDY BUTTSTADTDirector of Creative Services [email protected]

GREG PIETRASEditorial/Production Assistant

[email protected]

ELLEN SANDKAMDirect Mail

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

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 2010 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,

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4 | MAINTENANCE TECHNOLOGY OCTOBER 2010


®YEARSM A I N T E N A N C E

TECHNOLOGY®


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6 | maintenance technology OCTOBER 2010

MY TAKE

Halloween may still be several weeks off as I write this column, but some of us have already had the beejeebers scared out of us. Here’s my story.

It was Tuesday, September 28. I was minding my own business at an industry conference in San Antonio, when I received an e-mail from back home. “What’s this all about?” it asked

(meaning, “How does this impact our readers?”). The message referred to a “headline” that evidently had been scrolling silently across television screens around the country as people ate lunch that day— pertaining to a report that projected new EPA boiler standards would lead to the loss of 800,000 U.S. jobs. I, too, would probably have choked on my soup, had I seen this claim in HD.

Maybe I was sitting in the wrong room at the conference that afternoon, listening to speakers discuss proven solutions to some of industry’s toughest challenges: I just wasn’t hearing any buzz related to the doomsday, boiler-standards scenario—despite the fact that bloggers of all stripes had apparently been chewing up the report and spitting it out for hours. Later, as I waited in the hotel lobby for my airport shuttle, I still wasn’t sensing any fear among the many folks gathered together in little groups, doing a lot of business, it seemed to me.

Back in my office the next day, I contacted a couple of trusted, go-to industry experts about their perspectives on the issue. They sounded almost as perplexed as I was, other than to speculate that since climate-change legislation is off the table until after the 2012 elections, EPA standards have become Washington’s football du jour.

Who among us doesn’t like clean air, if not for ourselves, at least for our children and their children? That said, boiler-using industries are NOT going to shut down across the board, NOR will they be shut down across the board by EPA—cutting 800,000 U.S. jobs in the process. Plenty of solutions are available to keep this from happening. Of course, that’s just my take on the matter. Maybe you have another. (I know some of you won’t hesitate to let me know. All I ask is that you do it nicely. “Check your guns and knives at the door” before you write to me, please.)

Speaking of solutions for the future, wherever I go, I’m seeing lots of them. I’m also seeing real confi-dence in the economy, as when I visited Siemens in Atlanta last month, and when I spent two days at the information-packed Schneider Electric/Square D 2010 Energy & Power Distribution Conference (in Atlanta). As for the San Antonio event I attended? Solutions and confidence were all over the place. It was the 2010 Emerson Global Users Exchange, where I was just one amid throngs of eager, energized participants (almost 2400) from across industry, including operations that use boilers. Paraphrasing the conference theme, most were there to build on their knowledge “to innovate, diversify, inspire and lead.” If that’s not a winning approach to tomorrow, what is?

The future needn’t frighten us: Siemens, Schneider, Emerson and others already have the solutions you need to stay up and running safely, cleanly and efficiently—and are constantly working on new ones. You’ll find some of them in this issue, and many more in the months to come. Check them out. MT

[email protected]

Fear Doesn’t Work Here

Jane Alexander, Editor-In-Chief


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8 | MAINTENANCE TECHNOLOGY octoBER 2010

UPTIME

“We have too many equipment problems: Too much downtime, too many breakdowns. Maintenance is out of control around here!” What does that mean?

Why is it that, in many cases, “downtime” is perceived as “maintenance downtime”—or in other words, time for maintenance to come and fix something that should not have failed? Is it “normal” for maintenance to be blamed while the actual causes of the downtime and other equipment-related losses go unseen? When maintenance is incorrectly blamed, it may keep the true causes and other losses hidden inside an equipment-performance-history time warp.

In many cases, maintenance by itself is unable to eliminate the problems because the causes are simply outside its control. While breakdowns and downtime may be clear, all too often, many chronic interruptions (and causes) remain concealed from view. Despite the best of intentions, they go undetected or overlooked and continue to plague an operation’s reliability. In our never-ending quest for improved reliability and compet-itiveness, this costly game of “hide-and-seek” must end.

Equipment lossesLet’s begin our game of hide-and-seek by defining types of equipment-related losses. First, the obvious ones:

n Scheduled downtimen Scheduled maintenance shutdownsn Equipment failures or breakdownsn Changeoversn Startup and adjustmentn Routine tooling or part changes

Then there are the often not-so-obvious losses:

n Waiting for operatorsn No incoming raw materials (kanban empty)n No room for output (kanban full)

Equipment losses frequently result from running at less than capacity:

n Minor stops (jams, breaker trips, idling)n Reduced speed or cycle timen Operational interruptions

Even when equipment appears to be running just fine, it can be causing product losses:

n Scrap or damaged outputn Off-spec product that is reworkedn Yield losses due to startups and changeovers

The equipment could be considered 100% reliable when you factor these 15 losses out of the equation. Is that possible? It sure is! The common gap is NOT having the data that shows where the downtime is—and which losses are the most penalizing. Or the opposite: That is, having TOO MUCH DATA, thus making it practically impossible to sort things out. The most important consideration is to concentrate on the most critical processes and the problem-prone, constraint equip-ment within them. Stay focused…

Operational timeline… OK, so we’re staying focused, collecting and analyzing all the data. We still have to deal with “hidden losses,” though (i.e., losses that are silently eroding equipment utilization and increasing operating costs). Let’s start with a basic hour-by-hour equipment-operating time-line covering 422 hours:

Equipment failure and repair…The obvious equipment loss occurred between the scheduled operating hours of 285 and 299. This 14-hour downtime was attributed to an “equipment failure.” What really happened during those hours? We need to drill a bit deeper into the hidden-loss time warp.

Bob Williamson, Contributing Editor

Hide-And-Seek: Find The Hidden Losses

Hour 000: Equipment startup

Hour 285: Equipment failure

Hour 299: Equipment startup

Hour 300: Operational



Hour 420: Planned maintenance (PM)


octoBER 2010 MT-ONLINE.COM | 9

UPTIME

Can you spot the hidden losses? What happened between hours 285 and 288? There were three hours of “stuff” being done before the repairs actually began. How much of that is preventable? Without more data and further analysis we could only guess.

Hide-and-Seek: Document what actually happened. At a minimum, the maintenance work order should capture man-hours worked, who worked, parts and supplies used, description of the actual problem, likely cause and corrective action taken. The production report should capture the downtime event start- and end-time, products being run, process settings, reasons or causes for downtime, maintenance work-order number, etc. Here are some improvements to consider:

n Keep spare parts IN the plant rather than with your suppliers.

n Keep critical spare parts and special tools in a secure area AT the equipment location.

n Encourage operators and front-line supervisors to more accurately identify the problem(s).

What actually happened between hours of 288 and 298? This was the actual “repair time” (wrench time) that also included “test” time by the process technician, re-calibration and fine-tuning. Again, without more data and further analysis we could only guess. Ask these questions:

n How much time was spent “waiting” for parts?

n How much time was spent waiting for the process technician?

n How much time was spent looking for information (prints, manuals)?

Hide-and-Seek: What actually happened in that hour from 298 to 299? Were folks looking for the operators who went on break? Was it shift-change time? Was more paperwork being done?

During the total 14 hours of downtime, could it have been that there were three hours of unproductive activities or wasted time? If so, that means the loss could have been three hours less. Those additional hours of operational time could have a sizeable advantage for the business.

An even bigger question: Could the cause of the downtime have been prevented altogether? Consider the likelihood of a more effective preventive maintenance program, more robust replacement parts, better-trained operators, variations or flaws in raw materials, etc.

Planned maintenance losses I tend to think of “planned maintenance” like a pit stop in racing. The priority has to be “right the first time, every time.” And the speed—or efficiency—has to be as fast as possible (as long as effectiveness or accuracy is not compromised). Look again at the foregoing operational timeline (the PM from hours 420 to 422). Suppose this is the typical two-hour PM performed by maintenance.

Hour 285: Equipment Failure• Call maintenance

• Fill out downtime report

• Maintenance dispatch looks for mechanic

• Mechanic closes up current work (to be completed later)

• Mechanic and planner assess the problem

• Electrician called to assess control issues

(potential problem)

• Electrician tests controls, looks for faults (finds none)

• Lock, tag, try

• Secure parts and tools

• Call for “rush” part delivery from local supplier

• Clear product out of the equipment

Hour 288:• Repairs actually begin

Hour 296:• Process technician tests equipment

• Mechanic makes fine adjustments

• Instrument is re-calibrated

Hour 298:• Repair completed

Hours 299 to 420:• Operational (121 hours)

Hour 420: Shut down for two-hour PM• PM paperwork

• Inspect equipment

• Lock, tag, try

• Get parts

• PM tasks on the equipment

• Remove lock and tag

• Clean up

• Wait for operator

• Check out and test the equipment

• Wait for supervisor to sign off the paperwork


10 | MAINTENANCE TECHNOLOGY octoBER 2010

UPTIME

Hide-and-Seek: Are there any hidden losses in this two-hour PM? Here are a few improvements to consider:

n Inspect the equipment BEFORE the PM actually begins.

n Get the PM paperwork set BEFORE the PM begins.

n Get the parts before starting the PM (kitting helps here).

n Involve the operator WITH the PM tasks.

n Allow the operator to sign off on the PM completion.

Operational lossesIn many plants, the BIGGEST hidden losses are lurking just under the surface in “Operational Availability.” They’re hidden so deep in the data (or absence of data) that they’re almost undetectable—but they are there all the same.

Hide-and-Seek: In our operational time line, what actu-ally happened between operating hours 299 and 420? Was it truly 100% operational running time or “utilized” for 121 hours? That’s 15.125 shifts (days) of uninterrupted opera-tion. Here’s what we might find if we were to dig deeper:

Hide-and-Seek: Look at the hidden losses above (likely unseen because nobody ever looked for them). What’s NOT measured here are the “minor stops” caused by jams, circuit-breaker trips, control trips and resets—or waiting on something, someone or some information to proceed with operations. These types of delays disrupt steady-state, reliable operation. In many cases, such interruptions are rationalized or explained away as “normal” operating situ-

ations. If this equipment is not a process constraint, why focus on these types of losses? They don’t really penalize the business. Or do they? What if some of these losses could be reduced or eliminated? The business would produce more in a shorter operating time as increasing numbers of needless hidden losses are eliminated. That is a real business advantage.

If this equipment IS a process constraint, however, these hidden losses could have a significant impact on the overall process flow. Because such losses are represented by “just-a-little-time-here” and “a-little-time-there,” this form of downtime rarely appears as one lump. Yet, when you total 36.65 hours of actual downtime (and when it occurs at one time) everyone will rally around eliminating the problem: “Call maintenance!” Such problems clearly are NOT maintenance problems.

As Rick Hendrick said to me years ago about his NASCAR race teams, “We win or lose together.” It’s the same for those of us working in industrial facilities: The little “operational” problems—the little “operational” losses— ARE our problem. They belong to everyone in the plant. It’s not about pointing fingers and blaming others, either, but rather about getting to the causes of the most penalizing problems and eliminating them in a cost-effective manner.

Find ‘emWe must seek out new ways to make our equipment and processes more reliable if we are to maintain a competitive advantage or grow our businesses. In many opera-tions, a “hidden capacity” often goes untapped. If that capacity isn’t exploited, investment in new equipment may be required (at a high cost).

The quest for hidden losses was a core principle taught in the early days of Total Productive Mainte-nance (TPM). No matter what we

call our efforts, rooting out hidden losses must become a top priority. What was of key importance in the early days of TPM was the emphasis on TOTAL (i.e., everyone involved in the elimination of the major losses and causes of poor performance). Keep in mind, maintenance alone can’t make equipment reliable if the causes of “unreliability” are outside its control. MT

[email protected]

Hidden Interruptions within Operational Availability:Operator-performed maintenance (OPM) @ 0.25hrs/day x 15 days ......= 3.75 hours

Daily startup @ 0.25 hrs/day x 15 days………….………………….= 3.75 hours

Daily breaks/meals @ 1.0 hrs/day x 15 days…….………………..…= 15.00 hours

Daily safety talk @ 0.25 hrs/day x 15 days ………………………… = 3.75 hours

Waiting: kanban full and kanban empty 20 times……………………= 1.40 hours

QC/lab checks, 4x per day @ 0.1 hrs each x 15 day …………….……= 6.00 hours

Benefits meeting by HR ………………………………….…………= 1.00 hour

TPM meeting (monthly)………..…………………………………..= 2.00 hours

TOTAL OPERATIONAL DOWNTIME………………… = 36.65 HOURS

In our quest for improved reliability and competitiveness,

this costly game of ‘hide-and-seek’ must end.


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FOR ON THE FLOOR

No one in manufacturing disputes the severity of this nation’s skills crisis. But now that the manufacturing sector has begun to show signs of renewed vigor, it’s worth checking to see how (or if) individual manufacturers are taking advantage of this momentum to address the crisis head-on. Efforts within their own operations to attract and retain skilled workers and find potential new ones can help paint a picture of the sector’s “on-the-ground” ability and willingness to ensure that real U.S. manu-facturing jobs are viable and attractive in the 21st century. We asked our Maintenance Technology Reader Panelists to tell us what they see.

Salaries and incentives: 50/50Salaries and benefits are usually the best “first line of attack” in any employer’s strategy to keep good workers and reel in new ones. Our Reader Panelists are just about evenly divided between those whose employers do a good job in this area and those who don’t. While union members, of course, typically have contracts that protect against rapid changes in salaries and benefits, a number of non-union Panel-ists report that their salaries and incentives have, in fact, held steady or improved over the past decade.

“We receive education assistance, a 401(k) plan, bonuses for performance and health benefits,” reports a maintenance technician at a process operation in the Northeast. Employee stock-ownership levels have increased in the past decade, he adds, and, despite the recession, he and his team members have received regular raises.

Benefits are even better for a condition-based maintenance leader at a utility in the upper South. “We receive all of those,” he says, referring to a list of examples that includes health benefits, bonuses, cash and non-cash awards for jobs well done, stock-ownership plans, profit-sharing, 401(k) plans and education assistance. “To my knowledge,” he notes, “these have changed little in the past 10 years. We also receive yearly raises.”

A maintenance supervisor at a heavy-equipment manufacturer in the South receives a “401(k) plan, competitive health insurance and an annual bonus,” adding that in the past decade “our insurance has gone up consider-ably, but it is still very competitive. Most other incentives have not changed,” he says. He and his team receive annual salary increases “based on company profit and a review process.”

Less fortunate Panelists include a maintenance supervisor for a light-manufacturing operation in New England. While he receives health benefits, a company pension and “the possibility of annual bonuses,” he tells us that his company has “seen considerable cuts in incentives over the past 10 years, from overtime compensation reductions to employees paying a much higher percentage toward health care. And raises,” he continues, “have been suspended for the past 30 months.”

Similarly, the maintenance manager for an engineering service in the Midwest receives standard health benefits, but no bonuses and no company-matching 401(k) plan. “All company incentives were cut in the past three years,” he says, noting that raises were replaced by a 7% salary reduction.

And a Canada-based consultant who makes a distinction between his “best-practices” clients and those who fall short of that mark says the best-practices organizations are far more likely to offer solid incentive packages. He has observed, however, that in the past 10 years, incentive offerings for all of his clients have been reduced.

Outreach: A slow start As the skills shortage has sunk in for manufac-turers, outreach—a strategy to connect with local communities in a way that influences student career choices and skills training —is increasingly seen as a way to ensure a steady flow of future workers. But, as with salaries and benefits, Panelists’ employers are not fully on board with the concept.

Fixing The Skills Shortage From The Inside Out

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

Rick Carter, Executive Editor


FOR ON THE FLOOR

Some may be unsure of what it involves: “If we do this, it would be through local job fairs,” says one. Most Panelists simply say that their companies don’t conduct outreach activities.

Those that do, however, report success. “With the greening of the world and the need for more base load, nuclear has soared to the forefront and our efforts to recruit have had to go into high gear,” states a journeyman maintenance-team member at a nuclear facility in the North-east. “We are active on our Website, we send our people into the school system, we sponsor and participate in high-school science fairs, we are in the technical colleges and do presentations at universities. We even furnish instructors for some classes.” This individual reports that his operation’s efforts seem to be producing the desired effects. “Our biggest bang for the buck,” he says, “has been from regular employees going out to the schools and spreading the word about the safety of our units and the opportunities that exist.”

Others are beginning to catch on about outreach. “We recently had a few openings and were not seeing the applicants we wanted to see,” says the heavy-industry maintenance supervisor in the South. “But after contacting local technical colleges, we received some promising resumes.”

How to fix thingsDespite the seeming lack of widespread participation in outreach efforts among their employers, most Panelists themselves believe the practice is a key element in the fight to combat the skills shortage. “If every industrial plant or facility in the Fortune 500 were to ‘adopt’ a local high school or junior college, and offer technical courses, tours, etc. to our young people,” a West Coast consultant suggests, “maybe we could rekindle some of the hands-on ‘hardware’ inter-ests that used to exist with teenagers when we were growing up.”

Similarly, the maintenance supervisor in New England calls for an emphasis on encouraging young people to consider the trades. “We are not seeing any programs to spark interest in the schools for students to become maintenance techs,” he laments. Another Panelist makes the point that “local technical schools and busi-nesses need to advertise the need and benefits of attending technical colleges and pursuing

careers in these areas.” For another, “educational institutions should educate and train on curri-cula developed with the help of the industry, and industries should pool their needs by similari-ties to develop the kinds of workers they need.” Finally, says one, manufacturers should “support and hire from good two-year technical/industrial schools, and create job-shadowing programs and student-training programs.”

Panelists have other ideas, too. “We need a data-base of qualified, skilled workers,” says a corporate engineer with a New England-based manufac-turer. “With current unemployment levels, there should be a lot of talent out there looking for work.” And in the Midwest, a training coordinator contends that networking sessions like those used by “white collar workers” would help. “Things like business breakfast groups before work,” he says, “would bring industrial workers into a more mainstream business model.”

Most important may be the need to simply get involved and always send the right signal about industrial opportunities. “Any job where you just go to work, do your job and go home without getting involved is one of the main reasons why there is so much dissatisfaction in the market-place,” the nuclear-industry journeyman states. “You can always find detractors, but positive atti-tude goes a long way. Whenever I represent my company in paid or unpaid status,” he says, “I am upbeat about where I work and who I work for. And that attitude carries through.” MT

Join the MT Reader Panel!

Have your comments and observations included in this column by joining the Maintenance Technology Reader Panel. Send an e-mail to [email protected] with the following: your name, title, contact information, years of professional experience, and the name and location of your company. If qualified, you’ll be admitted to the Reader Panel, and will receive requests for your thoughts on industry topics approximately every other month. After one year of active participation, you’ll be entered into a drawing for a cash prize, as a token of our thanks.

CAPACITY ASSURANCE STRATEGIESCAPACITY ASSURANCE STRATEGIES

Industries everywhere

are fi nding themselves

operating in a new reality.

Here’s a new standard

for dealing with it.

A bright new perspective…

Al Poling, CMRPand

Richard B. Jones, Ph.DHSB Solomon Associates LLC

As some markets fl ourish and others recover from

economic recession, it’s clear that the onetime buzz-

word “globalization” is now a reality. Today, industries

compete on a global scale where, given acceptable

product reliability and quality, price is the ultimate currency

of success. With instant global communication capabilities

available at virtually all levels, it is getting harder to sustain

business performance at those companies that choose to isolate

themselves and operate in a self-imposed cocoon or vacuum.

Successful manufacturing performance is no longer tied to a

technology, process or location. Instead, it’s basically a function

of who can make a quality product at the lowest cost.

Measuring Reliability & Maintenance

Effectiveness On A Global Basis



OCTOBER 2010 MT-ONLINE.COM | 15OCTOBER 2010


The value of performance benchmarkingAll for-profi t businesses operate under the same simple equa-tion: Profi t = Revenue – Cost. From this equation, it is easier to earn a dollar more profi t by reducing expenses (which is yourchoice) than to earn an additional dollar of revenue (which is someone else’s choice.) In practice, there are interactions between expense reductions and revenue growth that also need to be understood to effectively optimize this deceptively simple equation. While there is no single business model to do this, one general strategy that can provide valuable insights is performance benchmarking—or, using Solomon’s terminology, Comparative Performance Analysis™ (CPA).

Benchmarking enables a company to measure and compare its performance against peer companies in a constructive and confi dential manner. The quantitative differences computed between a plant and other similar plants using a detailed data taxonomy can provide invalu-able information regarding improvement opportunities. This is a way of effectively extending a “lessons learned” exercise across multiple companies.

A critical attribute of effective reliability and maintenance benchmarking is the ability to compare disparate assets. But even small differences for similar plants can alter the value of the comparison. Each asset-performance value (e.g., maintenance cost) is divided by a computed standard to normalize the results. Our company computes these stan-dards using patented methodologies [Ref. 1 and 2] that are accepted around the world as integral parts of CPA studies in refi ning, petrochemicals, power generation, pipelines and terminals (see Sidebar below).

Historically, maintenance cost performance has been measured by dividing expense data by the plant replacement value (PRV). The generally accepted assumption is that the amount of money required to maintain a plant’s physical assets varies directly with the amount of money required to replace it. Intuitively, there is a logical connection in the sense that the more equipment a specifi c type of plant has, the higher the replacement and maintenance cost.

Individual companies use various methods to calculate or estimate PRV for insurance and other internal purposes—and in most cases, these values are accepted, internal standards. Aside from The Society for Maintenance and Reliability Professionals (SMRP) Work Management Guide-line 1.0, Determining Asset Replacement Value, published in 2009, there’s no generally accepted common method for computing and auditing PRV calculations [Ref. 3]. Conse-quently, using PRV divisors for intercompany comparisons can add uncertainty to performance metric comparisons. Moreover, PRV inherently contains additional uncertainty because these calculations are seldom, if ever, verifi ed in practice. There is little actual data on the true cost of plant replacement at a given site in a given year since companies do not actually undergo such an ordeal.

For CPA studies of reliability and maintenance (RAM), our company has developed a new maintenance normal-izer called Equivalent Maintenance Complexity (EMC™). The intent is not to displace the use of PRV, but rather to provide a more accurate means of benchmarking that does not possess the fi nancial, market and computational uncer-tainties inherent in PRV.

Since the objective of a standard is to bisect the actual performance data, roughly 50% of the actual performance is above and below the standard values. It’s not intended to be a predictor of future or past performance. Prediction tech-niques are intended as precise estimates that aren’t relevant to performance assessment. For example, if a prediction model were completely accurate, all asset ratios (Actual/Divisor) would be one—there would be no assets with above- or below-par performance. The prediction model would include this modeling as part of its calculation, resulting in little comparative analysis value.

How EMC worksThe EMC standard is computed as the nominal number of routine maintenance labor hours required to maintain a plant with its specifi c characteristics. For RAM

Driving world-class performance improvement for energy-intensive assets…

A subsidiary of the Hartford Steam Boiler organiza-tion, HSB Solomon is a provider of benchmarking services and performance improvement consulting for the global energy industry. Headquartered in Dallas, TX, the company focuses specifi cally on the petroleum-refi ning, petrochemical, pipeline, terminal and power-generation markets.

Regarding the Comparative Performance Analysis (CPA) product referenced in this article, while Solomon maintains this intellectual property and uniquely applies it in energy-related industries, the method is available for license to companies in industries or work areas that the company does not service.

About HSB Solomon Associates LLC



Fig. 2. Rotating-equipment labor hours using EMC

Fig. 1. Rotating-equipment labor hours using PRV



benchmarking analyses, Solomon has chosen routine maintenance labor hours as the standard variable (instead of labor or other costs) because of uncertainties in exchange rates and regional labor cost differ-ences. Labor costs required to main-tain similar assets can vary widely across regions or countries, but labor hours should be the same.

Our method first determines, from data and expert opinion, the primary, direct drivers of routine mainte-nance labor hours. These variables are called “first principle characteris-tics.” In general, these characteristics fall into the following categories: location, process unit size, process type, process severity and the equip-ment counts for specific types like centrifugal pumps, electric motors, etc. After these variables are identi-fied, a database of unit information is compiled and a non-linear opti-mization model is used to calculate the EMC coefficients as a function of first-principle characteristics.

Value limitations or constraints are applied to these coefficients to ensure that the results reflect realistic relationships. For example, all coeffi-cients may be required to be positive, because increasing values can imply more (not fewer) labor hours.

Although PRV usage will continue to be a valid normalizing meth-odology, intercompany variability associated with the determination of PRV can and does influence this normalizing methodology—as illus-trated in Fig. 1, which plots the actual rotating-equipment routine mainte-nance labor hours for refining process units as a function of the stated PRV.

While the general correlation is apparent in Fig. 1, the large amount of variation illustrates the limitations of using PRV as a performance-normal-ization variable. Using the same data set, EMC provides a more robust stan-dard for comparison, as seen in Fig. 2.

Continued on page 18

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The EMC standard is computed using non-turnaround maintenance labor hours and fi rst-principle-characteristic data from study participants. One advan-tage of this methodology is that any plant with the same fi rst principle character-istics values will have the same EMC. Variations in performance compared with the standard using the quotient [Actual/Standard] can point to weaknesses in specifi c types of maintenance practices using the data-collection taxonomy.

The measurement aspect of using EMC is just the beginning. The detailed data collected enables opportunity areas and the amount of savings to be identifi ed. It is from these types of activities that CPA studies can be applied on a periodic basis to assess competitive positions.

To provide more insight in the benchmarking analysis, we divide total routine maintenance labor hours into the following four mutually exclusive categories. Other categories can be used given the accessibility of suffi cient data.

■ Rotating Equipment — Includes pumps, compressors, etc.

■ Fixed Plant — Includes piping, process vessels, etc.

■ Electrical — Includes motors, transformers, etc.

■ Instrumentation and Control — Includes analyzers, control valves, etc.

EMC calculations are performed on each data set. The sum of the category-level EMC standards represents the standard for the total routine maintenance labor hours. (Solomon currently has more than 8000 process units in its database that supports validation of the computed EMC values.)

The equipment-category-level EMC analysis provides more precision in iden-tifying and quantifying areas of opportunity and areas that are performing well than by looking solely at the total number of hours. For example, a plant may perform better than standard performance overall, but show sub-par perfor-mance in one or more of the equipment categories [Ref. 4].

We selected routine maintenance labor hours as the foundation for this new normalization variable because they are within the control of the local facility management team—as opposed to other fi nancial measures that aren’t. The objec-tive is to provide a means for measuring reliability and maintenance performance by expressing it in terms of a metric that the maintenance manager can control. All too often, decisions are made regarding fi xed costs that do not take into account the full impact of the maintenance function. Arbitrary cost cuts have been the norm, often resulting in ineffective or non-productive outcomes. This brings us to the second major component of reliability and maintenance benchmarking: reliability or, more precisely, availability.

The second pieceThe second piece of RAM benchmarking focuses on lost margin that is attributable to reliability and maintenance causes. This value often far exceeds the total main-tenance budget. By capturing and quantifying the value of reliability and mainte-nance-induced production losses, we can study the potential benefi ts derived by notcutting cost but by improving reliability. Empirical data suggests that corporations have fi nally begun to understand what their maintenance organizations have been telling them for decades. Although the motivation for improving reliability may historically have been driven by a desire to lower maintenance cost, it is the increase in profi tability that warrants taking the time to understand the balance between reliability and maintenance from a strategic perspective.



In the next generation of the Inter-national Study of Plant Reliability and Maintenance Effectiveness (RAM Study), scheduled for 2011, our company will utilize published industry data to calcu-late the value of lost margin for each process family (i.e., a unique family of refi ning or process chemicals) that is attributable to reliability and main-tenance causes. Examples of cost and margin quantifi cations have shown that EMC comparative performance analysis can identify opportunities. Specifi c decisions to change any work practices, however, are business decisions, not analytical decisions.

PaybackThere are many reasons to benchmark reliability and maintenance perfor-mance. Among the most common reasons are:

■ The knowledge or belief that the competition has developed or adopt-ed better practices

■ A desire to increase throughput without major capital investment

■ The introduction of previously nonexistent factors as a result of global competition

■ Ensuring the long-term viability of a business or manufacturing operation

■ The need to set realistic performance-improvement targets

■ Prioritizing of alternative improve-ment opportunities.

It’s been demonstrated, time and again, that by adopting reliability and maintenance best practices, asset avail-ability goes up and maintenance costs come down. The EMC metric provides a new standard to help plants improve their performance in the new reality of the global marketplace. MT

In the new global reality, successful manufacturing

performance is basically a function of

who can make a quality product at the lowest cost.


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References1. System and method for determining equivalency factors for use in comparative performance analysis of industrial facilities, U.S. Patent #7,233,910.2. Method and system for greenhouse gas emissions perfor-mance assessment and allocation, U.S. Patent #7,693,725. 3. Society for Maintenance and Reliability Professionals

(www.SMRP.org), Work Management Guideline 1.0, Determining Replacement Asset Value (RAV), June 2009. 4. Poling, A., Jones, R., Hernu, M., “Increasing Profitability and Competitive Position by Comparing the Maintenance Effectiveness of Process Plants Based on all Plant Factors,” NPRA Maintenance Conference, San Antonio, May 2010.

Al Poling is project manager for the International Study of Plant Reliability and Maintenance Effectiveness for HSB Solomon Associates LLC. Starting out as a professional educator, he later became a maintenance and reliability engineer and held various plant and leadership roles with several companies over the years. Poling served as Technical Director for the Society for Maintenance and Reliability Professionals (SMRP) from 2008 to 2010. He has presented at numerous conferences nationally and internationally, and has published several white papers and articles on maintenance and related topics. He completed his technical and educational undergraduate work at Fairmont State University and earned a clinical Master of Arts degree in Technology Education from West Virginia University. Telephone: (972) 739-1731; e-mail: [email protected].

Rick Jones has over 28 years of experience in corporate and indus-trial risk management, insurance and risk-based methods. As the director of Statistics and Risk Modeling with Solomon, he’s respon-sible for the development and application of numerical and statis-tical methods to measure and analyze operational performance from Solomon’s and customers’ databases. A frequent speaker on the role of risk management as a tool to improve reliability, Jones also has more than 50 publications and meeting contributions on various topics relating to reliability and risk management. The author of two books, Risk-Based Management: A Reliability-Centered Approach, and 20% Chance of Rain: Your Personal Guide to Risk, he received his B.S. in Aerospace Engineering and Ph.D. in Nuclear Science and Engineering from Virginia Tech. Telephone: (972) 739-1740; e-mail: [email protected].

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Acceptable Limits


By Dr. Lube, aka Ken BannisterSymptom:“Are there consistent values for the acceptable limits of oil properties, such as viscosity and TAN, before the oil needs to be changed?

Diagnosis:Throughout its life, oil is subjected to load-induced shear stresses, thermal degrada-tion, water, induced aeration, wear-metal catalyzing and possible contamination. These outside infl uences produce fl uid-property-altering effects that primarily manifest as major thickening or dilution in viscosity, acid buildup and sludge.

We analyze oil’s fl uid properties to determine the effective remaining life before an oil change is required. Two of the most effective tests are the analysis of viscosity change and the increase in TAN (Total Acid Number or acidity) against a benchmark virgin-oil sample.

Prescription:The viscosity rating of new oil is typically expressed in centistokes (cSt), which is the oil’s kinematic viscosity rating depicting its measured resistance to fl ow and shear by the force of gravity. As oil thickens or dilutes, its specifi c gravity changes, which can lead to gravity-based testing errors. Absolute viscosity is a more consistent measurement; it depicts resistance to fl ow and shear through measurement of the oil’s internal friction. Because absolute viscosity is measured by multiplying kinematic viscosity by actual specifi c gravity, it provides error-free trending, making it the preferred measurement for most oil labs. (Absolute viscosity is measured in centipoise [cPs].)

Work with a laboratory that has experience in setting caution and critical limits for YOUR industry. For industrial oils, most labs usually start with clearly defi ned viscosity limits of -10% CL (Critical Lower), -5% CaL (Caution Lower), +5% CaU (Caution Upper) and +10% CU (Critical Upper). In more severe conditions, the CaU and CU limits can be reduced to +4% and +8%, respectively. For oils with viscosity improvers, the lower limits are usually doubled.

The AN (Acid Number), which refl ects acid concentration in oil—not strength—is greatly affected by water. Most oils start with ANs under 2. Setting acidity limits is not as easy as viscosity, since caution and critical limits depend on the additive package. Most standard mineral oils are considered corrosive over AN 4, whereas AW (AntiWear) or R & O (Rust and Oxidation) oils are considered critical well below AN 3. Working with your supplier and/or a reputable lab experienced in your industry is the best way to set meaningful acceptable limits for YOUR environment. Remember, the rate of change is more important than the actual change number, as it signifi es a specifi c change that likely needs immediate investigation. MT

Lube questions? Ask Dr. Lube, aka Ken Bannister, author of the book Lubrication for Industry and the Lubrication section of the 28th edition Machinery’s Handbook. He’s also a contributing editor for Maintenance Technology and Lubrication Management & Technology. E-mail: [email protected].

ubricationheckupheckupheckupC

ubricationubricationubricationubricationubricationubricationL


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Job #: EXOD0042Client: ExxonMobilJob Name: Mobil SHC – Oil Gears Ad - GLobalStudio Artist: dsotoProof #: 3_RELEASE

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Safety: 2.125" x 9.5" Client: Exxon Mobil Job Number: EXOD0042

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

Publication: OCT — Maintenance Technology 2010 Issue

More than an oil. A business tool.

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Mobil SHC products are endorsed for use in over 5,800 applications by more than 1,100 major equipment builders around the world. They’re backed by state-of-the-art services and technical support. And they’re reason enough to rethink the role lubricants play in your operation. Don’t just make it run. Make it fly. For more information on Mobil SHC, visit mobilindustrial.com.

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MAINTENANCE LOG


They’re some of the most unseen, unsung heroes

in a production process. Chains (typically of

the metal-pin-and-bushing design) are used

throughout industry, primarily for the trans-

mission of power or transfer of goods. Sadly, proper

lubrication practices are often disregarded when it

comes to these workhorses, leading to shortened chain

life and increased costs. Here are some tips to ensure

that these critical links keep moving your operations

in the direction of profi tability.

C. David LarsonA. W. Chesterton Co.

Extending Chain Life

Internal chain wear

can be a killer.

You can’t afford

to ignore these tips

for proper lubrication.

MAINTENANCE LOG


The challengesPoor chain lubrication may be indicated by noise, stiffness or a high rate of what is often referred to as “chain stretch” (i.e., elongation of the chain resulting from internal wear on the pin and bushing). The correct time to replace a chain is frequently overlooked. In many cases, the fi rst notice of wear is when the chain breaks. At this point, the elongation is excessive, leading to additional costs—such as those related to drive-sprocket damage. Stretch or elongation of 2.5% to 3% is generally considered the limit. While chains should be replaced once they reach this limit, often they aren’t. Instead, their tensioning mechanisms might be adjusted or some links removed. These are not true “repairs,” though, as the pins continue to wear. In time, the chain breaks.

You can easily measure the amount of stretch with a chain elongation gauge. This simple tool helps “predict” the optimum time for chain replacement—before collateral damage is done or failure occurs.

(CAUTION: The primary wear on a chain occurs when there is relative motion between the pin and bushing. In some applications, this occurs on only a portion of the chain. This is the area that should be checked. An example would be a chain hoist, wherein some of the chain is always in tension and does not expe-rience relative movement. This section would normally see limited wear and should not be the location chosen for elongation measurement. )

Effective lubricationWhile there are many causes of chain failure, the most common is internal wear of the pin and bushing—parts that are fi t to close tolerances. This is where the chain fl exes and also where the load is carried. For all practical purposes, this can be considered as the bearing area of the chain; as such, it needs periodic re-lubrication. In times past, chains were often removed from a machine,

solvent-cleaned and placed into a bath of hot oil. While effec-tive, this procedure is generally not practical.

In order to lubricate a chain effectively, the lubricant must have several key properties: The critical requirement is the ability to penetrate to the interior of the chain to lubri-cate between the pin and bushing. Most chains are relatively static, preventing any possibility of creating a hydrodynamic lubricant layer. To prevent excessive metal contact and wear, the lubrication should possess high fi lm strength. In addition, the lubricant must be able to remove built-up residues from the inside and outside of the chain. For conditions such as water, high temperature or load, the lubricant must have the ability to remain in place and maintain a lubricating fi lm.

Lubrication methods for chains fall into three main categories: Manual, semi-automatic and automatic (see Table I). The size, speed and operating conditions of chains often determine the best application method.

A chain elongation gauge helps “predict” the optimum time for chain replacement, before collateral damage is done or failure occurs.

The metal-pin-and-bushing design is the most common chain used in industry, primarily for the transmission of power or transfer of goods.

MAINTENANCE LOG


More-advanced lubrication approaches may include removal of dirt and dust using mechanical means or a high-pressure air nozzle. Timed application can be made by a precise mist or drops applied to the exact location, maximizing the lubrication, while reducing the amount of lubricant used.

Where to lubricateWhere a chain is lubricated is an important factor in extending its life. The application should be performed before a sprocket or sheave as this is where the chain will fl ex the most and, thus, assist in the lubricant’s penetration. In situations where a chain is subjected to high tempera-tures for an extended period—as in ovens, for example—the recommended locations for lubricating are typically before the chain enters the oven and on the return, after it has cooled somewhat. The ideal lubrication point would be

between the side plates, given the fact that the lubricant must creep between the plates and along the bushing.

Choice of lubricantOperating conditions will largely dictate the lubricant choice for a chain. The most common types and/or applications are:

1. Petroleum-based — These economical products are used in applications up to 250 F (120 C).

2. Open-gear — These are tacky, cohesive lubricants used on the surface of open gears. Unlike grease, they don’t squeeze out under pressure. They’re often used together with a petroleum-based internal lubricant on the exterior of chains to protect against surface wear and prevent water washout of the lubricant inside. In severely dusty environ-ments, open-gear lubricants can collect dirt.

3. High-temperature — In operating conditions up to 520 F (270 C), a synthetic lubricant with improved oxida-tive stability is normally used. These are most commonly based on polyalfaolefi ns (PAOs), polyalkalene glycols (PAGs) or esters (such as di-ester or polyol ester). The primary considerations are evaporation rate and residue formation at elevated temperatures.

4. Extreme high-temperature — Solid lubricants are usually the only option. They might include:

■ Graphite — 1000 F (540 C)

■ MoS2 — 840 F (450 C)

■ Copper, Nickel, or inorganic powders — up to 2600 F (1425 C)

Table I. The Three Main Categories of Chain Lubrication Methods

Methodof

Lubrication

Application of

Lubricant

Kindof

Equipment

Non-Automatic Semi-Automatic Automatic

The ideal lube point for achain would be between its side plates, since the lubricant must creep between the plates and along the bushing.

MAINTENANCE LOG


5. Incidental food contact — NSF registered H1 is normally required where there is any possibility of contact with food.

6. Dry-chain — In applications where any liquid may contaminate the product, a dry lubricant, such as micro-scopic PTFE powder, is often used. Experience has shown that up to four times longer chain life is possible with lubrication, compared to no lubrication.

7. Plastic chain — These applications could be plastic-to-metal or plastic-to-plastic. Although such chains are frequently promoted as self-lubricated, a silicone-based chain lubricant is often effective.

Frequency of lubricationHow often to re-lubricate depends on the chain design, speed and environmental conditions, such as water or temperature. Experience is typically used to determine the lubrication frequency—and is often done when the chain “appears dry.”

On a chain with consistent load, the amperage draw can often be used to judge the correct time for re-lubrication. As it begins to increase, re-lubricating will return the power to the base line. Lubrication frequency can then be set based on this data.

Strengthening your chain-lube programThere’s no ideal approach to chain lubrication: It depends on many factors such as chain design, operating conditions and plant constraints. Still, the potential benefits suggest that a comprehensive review of the chain-lubrication practices around your operations would make sense. Typical benefits of an effective program can include improving chain life two to four times; reducing energy consumption by 5 to 10%; and cutting lubricant usage by 50%—while at the same time assuring smooth, reliable operation of your chain system(s). What’s keeping you from moving forward? MT

C. David Larson is a business development manager for the A.W. Chesterton Co., located in Groveland, MA. E-mail: [email protected].


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MAINTENANCE and RELIABILITY TECHNOLOGY SUMMITMAINTENANCE and RELIABILITY TECHNOLOGY SUMMIT

We thank all attendees, presenters and exhibitors for helping us make MARTS 2010 a rousing success. MARTS 2011 promises to be even

bigger and better! Check regularly on www.MARTSconference.com for event news and scheduling updates.

Put MARTS 2011 On Your Calendar Now!

Reliability Keeps Giving Voice To Autism

As in 2010, MARTS 2011 will kick off with another “Reliability Gives Voice to Autism” (RGVA) charity event. This gala evening of fun, food and entertainment at

MARTS 2010 was this year’s #1 industrial contributor to the Autism Society of Illinois. Stay tuned for details on how you and your company can be part of this great cause.

We’re grateful, too… Applied Technology Publications is delighted that others across the reliability community have chosen to join us

in the battle to raise awareness and funding for autism. To all of you, thank you for your contributions and good luck in your fi ght.

For more information, contact Bill Kiesel at [email protected]

“I am forever grateful for the eff orts made by the organizers and volunteers of RGVA on behalf of the Autism Society - Illinois.

With the success of the inaugural event, I am looking forward to the 2011 Reliability Gives Voice to Autism with exuberant anticipation.”

… Michael Gallivan, President, Board of Directors, Autism Society - Illinois

Education, Networking, Solutions To Your Problems!

Giving Voice To AutismAs in 2010, MARTS 2011As in 2010,

www.MARTSconference.comHyatt Regency O’Hare, Rosemont (Chicago), IL

Calling all authors and publishers of reliability, maintenance and autism-related books! Submit your entries for the fi rstReliability Gives Voice to Autism (RGVA) Book Awards. Honoring the best titles in each category, these awards are co-sponsored by Applied Technology Publications and SUCCESS by DESIGN, with proceeds going to the Autism Society of Illinois.

The RGVA Book Awards competition is open to all writers and publishers who produce books written in English that are intended for the reliability, maintenance and autism genres. Independent spirit and expertise comes from publishers of all sizes and budgets, and books will be judged with that in mind.

Awards will be presented during the Reliability Gives Voice To Autism dinner on April 27, 2011, at MARTS(Maintenance & Reliability Technology Summit), at the Hyatt Regency O’Hare, Rosemont (Chicago, Illinois).

Reliability Gives Voice to Autism Book Awards

Know any good

books?

CALL FOR ENTRIES:

For complete rules and guidelines on submitting reliability, maintenance

or autism-related books for judging(including entry-fee info), visit:

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VOLUME 2 / NO. 2 UTILITIES MANAGER | 27

XX UMBIG MONEY TALKS UM

Today’s Entitlement /Tomorrow’s Privilege

William C. Livoti

The North American electricity system is one of the great engineering achievements of the past 100 years. This infrastructure represents more than $1 trillion in asset value, more

than 200,000 miles of transmission lines operating at 230,000 volts and greater, 950,000 megawatts of generating capability and nearly 3500 utility orga-nizations, serving more than 100 million customers (or well over 300 million people).

Providing reliable electricity is an enormously complex technical challenge, even on the most routine of days. Unfortunately, this incredible feat of engineering is destined to failure. It’s a sad testament to a country that still leads the world in manufac-turing and quality of life.

Few of us have control over our electric service. Most of us don’t give it a second thought—except when our monthly bill comes or lights go out.The average American considers electricity an entitlement, rather than a privilege. That’s not the way it is in much of the world.

Imagine living in Iraq or India, where countless people rely on generators for their power require-ments and are lucky to have electricity only four to eight hours per day. Whoa! That could never happen “here,” you say. Don’t count on it.

The issuesThere are a number of issues facing the power industry that will impact each and every American (and whether we’ll have enough electricity in the future). The most signifi cant of these, in my opinion, involves the clean-air legislation Washington is debating.

Ask any investor-owned power-company executive about cap and trade, clean coal and carbon sequestra-tion, and you’ll hear general concern about rising costs and profi t margins. A utility must be able to pay inves-tors some return or it won’t have any investors. If it isn’t making money or is constantly operating on the edge, no one will want to lend it any money. What does all this have to do with keeping your lights on?

If the Clean Air Act passes as it’s currently written, a number of older (coal) plants won’t be able to meet

the new standard. In fact, several large utilities are already planning to shut down older coal plants in anticipation of the new legislation—due to the cost of bringing them into compliance. What then? Don’t bet on wind or solar to match the power generated by the base-loaded facilities we shut down.

Utility companies must look out for their inves-tors. They can’t run the risk of building new coal plants only to fi nd out they don’t meet the “new” standards. Nor can they invest in nuclear plants without some government loan guarantee to assist in the high cost of construction. And don’t forget, plans for new coal- and nuclear-powered plants can’t go anywhere without the need—and high costs—to deal with various special-interest groups that dot the power-industry landscape.

The realityEnergy conservation will only cover a portion of the gap between our electricity supply and demand. The remaining portion must come from base-loaded power plants.

Proactive utilities are building gas-fi red com-bined-cycle plants to meet customer demands. It’s a calculated risk, given the spike in natural gas prices in the late ’90s. When all is said and done, however, it is the path of least resistance. UM

Reference: U.S.-Canada Power System Outage Task Force—Causes of the August 14th Blackout

Bill Livoti is a fluid power and power industry engineer with Baldor Electric Company. Telephone: (864) 281-2118; e-mail: [email protected].

Energy conservation will only cover

a portion of the gap between our

electricity supply and demand.

VOLUME 5 / NO. 4 UTILITIES MANAGER | 27

Energy-effi ciency isn’t just about technology. If your organization hasn’t adjusted its culture to help raise and sustain the energy consciousness

of your human assets, now’s the time to do it.

Henry Molise, P.E.HCM Energy Consulting, LLC

UTILITIES MANAGERUM

28 | utilities manager Volume 5 / no. 4

Frequently, even successful world-class organizations have diffi culty conserving

energy and cutting the cost of utilities. This is despite the availability of more cost-

effective energy-management technologies than ever before. Some may be satisfi ed

with implementing a few immediate, fi nite savings—proverbial “low-hanging fruit.”

Such a strategy often captures only part of the potential savings for existing facilities,

without ensuring that future operations will be energy-effi cient. For those that wish to

achieve energy savings over the long haul, modest adjustments in the culture of an organiza-

tion can motivate people toward continuous improvement.

Making Energy Savings Happen Through People

Part I of II…

The most successful—sustained—energy-management system is developed as a business process within the organization. Most employees really want to help cut costs and reduce energy-related emissions; they’ll do just that if provided with the needed direction, training, resources, incentives, recognition and rewards. It may take a few years for energy-management to fully gain momentum in an organization, but it’s worth the effort for both the bottom line and the environment.

In this fi rst installment of a two-part series, the focus is on a framework of business principles for initi-ating and administering an organizational energy-management system. The second installment (coming in a special UTILITIES MANAGER follow-up in the December issue of MT) will discuss actual energy-saving implementation strategies.

©DMITRIY MEINIKOV - FOTOLIA.COM

UMUTILITIES MANAGER

Volume 5 / no. 4 utilities manager | 29

Understanding the energy perspective of the site managerTo understand the challenge of achieving energy savings, consider the priorities of a site manager—which often can be summed up as follows:

n Get the product or service out the door.

n Have the work performed safely.

n Comply with laws and regulations.

n Keep facilities maintained for reliability and longevity.

n Minimize costs.

In the above list, energy-management would fall into the fi fth priority. A further challenge is that energy costs are often a small percentage of the total expense budget. Yet most site managers and their bosses would welcome a reduction in energy costs and a reduction in environmental impact—as long as these reductions are consistent with fi nancial and other organizational objectives.

Energy policy: Support from the topThe most successful approach to an energy-management culture is to begin from the top down—in the form of a commitment from the top. Thus, the fi rst action to develop the needed organizational culture is development of an energy policy that is endorsed by senior management.

The energy policy needs to be only a short, simple state-ment of what is to be achieved from a broad perspective, and it can be drafted at almost any level of the organiza-tion. A few paragraphs can be written to express that the organization, with respect to energy-effi ciency, will have a policy to:

n Reduce the life-cycle costs of energy and utilities.

n Reduce energy-related emissions, on-site and off-site.

n Be a good citizen in conserving resources.

n Enhance public image.

After internal reviews, endorsement and internal publication of the energy policy needs to come from as high in the organiza-tion as possible (preferably from the chief executive offi cer).

Senior management will also have a follow-up role in recognizing and praising energy-related achievements. Without the up-front commitment of senior management, progress in energy reduction and the associated cost savings is likely to be limited and slow.

Steering the effortOnce an energy policy is in place, the use of a steering team is the best way to develop a strategy for implementation of the policy. Ideally, the team should represent a cross-section of the organization in terms of: 1) function and/or division; 2) geography; 3) specialists in engineering, operations and maintenance; and 4) ad-hoc representatives of procurement, fi nance, environmental affairs and communications. The team can be led best by a person designated as the organiza-tion’s “energy champion” or energy manager.

The steering team should make use of the ideas of others wherever possible, such as:

n The U.S. Environmental Protection Agency (EPA)/Dept. of Energy (DOE) Energy Star and state energy programs

n Trade organizations

n Your local utility suppliers’ Websites

n “Sister” facilities within the same organization

n Competitors or comparable outside organizations

n Consultants

Even in businesses where competitors would never share production technology, research technology or other trade secrets, they often are very willing to share information on how to conserve energy and utilities.

Goal developmentMeasurable goals need to be developed by the steering team. The improvements can be expressed in terms of:

n Percentage reductions or absolute reductions—These include units of energy usage, costs and related emissions.

n Public-relations image and community relations—These include favorable news coverage and public recognition by community leaders.

n Local, regional or national awards

In the setting of goals, the steering team needs to address this question: What counts besides energy? Other potential measurable savings from energy-management include:

REMEMBER: The greatest chance of success will occur when the regular performance reviews of all levels of management include demonstrated prog-ress toward the energy policy.

UM UTILITIES MANAGER


n Savings in utilities-system equipment procurement. Examples include:

n Water- and sewer-use savings

n Energy-related maintenance and safety improvements

n Increased equipment production capacity and reliability

n Improved human productivity due to increased levels of comfort

Counting these additional related savings will substantially increase peoples’ interest in managing energy.

Goal-related measurementsThe two basic types of energy-saving-initiative measure-ments are: 1) metered; and 2) calculated. In a perfect world, all energy savings would be metered. In reality, the cost of metering the exact savings is most often not justified by the accuracy gained. Therefore, engineering calculations must often be accepted to determine savings in lieu of metering.

In calculating annual savings—or attempting to meter savings—there’s often difficulty in making adjustments for effects of year-to-year production activity, weather-related energy usage and/or other variables. The simplest goal is, perhaps, expressed as an annual percentage reduction, whereby the numerator is the metered or calculated savings for all initiatives implemented in the present year, and the denominator is the total energy usage or cost from the previous year.

Reporting the resultsWhatever measurement system is developed, it must reflect the organization’s energy policy and goals. For operations with multiple sites or units, a uniform reporting system is necessary.

Results need to be kept in a spreadsheet format that is capable of statistical analysis. Assistance of specialists may be needed—for example, in calculating emission reductions related to energy conservation. If at all possible, the results should be available for viewing by anyone in the organiza-tion, such as on an Intranet Website.

Supply-side information that needs to be kept by time period includes:

n Purchased utility usage and cost (e.g., electricity, natural gas, water, sewage-treatment services)

n Total energy usage, all expressed in a single unit (e.g., BTUs, Joules, kilocalories). (Note that the energy represented by electricity can be expressed in two ways—as delivered [3413 BTU/kWhr], or as produced [often about 10,000 BTU/kWhr]. The off-site impact is expressed as the latter of the two.)

n On-site utilities production (e.g., steam, compressed air, chilled water)

Demand-side information to keep includes:

n Sub-meter data

n Energy usage per unit (e.g., BTU/square ft., BTU per unit of product, energy input per unit of output)

n Results of energy and cost-saving actions taken (metered or calculated), to identify progress toward the goals (including savings per unit of time [e.g., monthly and annually] expressed as energy units, cost and emission reductions [tons carbon dioxide])

Benchmarking performanceWhere possible, comparison of a site’s energy performance should be made against similar facilities. Seek indices that compare unit values, such as BTU/square foot, BTU per unit of production or input versus output. In addition, perform bench-marking of unit energy and utility costs if available. Weather-related adjustments may be made using local degree-day data. A site’s performance can be compared with other facilities within the same organization—or from outside the organization. The most confidence in the results of benchmarking comes when more than one benchmark measurement is used. Use the find-ings from benchmarking to prioritize future efforts.

Financial criteriaThe financial specialist is a key ally in energy management: He/she must define the approved hurdle rate for capital investments in energy reductions. The hurdle rate may be expressed in terms of payback period or rate of return. Energy investments can typically use the organization’s normal process for capital and expense appropriations, for which the financial specialist is an advisor.

REMEMBER: More energy-saving initiatives will be implemented where projects with returns not quite meeting the hurdle rate can be packaged together with projects that surpass the hurdle rate. This results in the largest possible package of savings, while still meeting the required hurdle rate.


◆ Potential capital-spending avoidance or postponement for an additional air compressor, pump, chiller, boiler, electric substation, air handler, piping or duct system◆ Capital savings from bulk-purchasing of energy-efficient equipment

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UM

Furthermore, an understanding is needed as to whether non-monetary factors can be used to help justify energy-improvement projects, such as associated improved reli-ability, safety or public image.

Energy-improvement projects tend to have lower risk than most other investments, and therefore may justify a less stringent hurdle rate than some other projects. For example, compare the risk of return on an energy-savings project with the risk of investing in the research and development of a new product, building facilities to manufacture it and then hoping that customers will buy it.

Too many times, systems that use large amounts of energy are specifi ed and selected based on capital cost only. Design and selection decisions for such facilities need to be made based on life-cycle cost (LCC), rather than fi rst cost. Consider the total cost of ownership (TCO) of a boiler, chiller, air compressor, pump or HVAC system—or, perhaps, even an entire building or production process. Frequently, less than 10 to 20% of the TCO is represented by the capital cost, while more than 80 to 90% of cost is for energy expenses. The lowest LCC alternative is not always the one with the lowest capital cost. The most common reason for making decisions

based only on capital cost(s) is that it takes more effort and understanding to calculate LCC than it does to identify capital costs. The fi nancial specialist can assist engineers and managers with LCC calculation methods. The extra effort is well worth it—and can literally help pay dividends.

A framework for successIn summary, the framework described here in Part I of this series, is for initiating and administering energy manage-ment as a good business practice. This can usually be accomplished consistent with the long-standing objectives of the organization, beginning with an energy policy. Look for the concluding installment, Part II, in December, when we will discuss implementation and follow-up strategies for success. MT

Henry Molise is president of HCM Energy Consulting, LLC. A registered professional engineer in Michigan, he has 30 years of experience as a corporate energy manager and environ-mental engineer in the pharmaceutical industry. Molise is past chairman of the Energy Committee of the Michigan Manufac-turers Association. E-mail: [email protected].

UTILITIES MANAGER

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Listening to what your failed bearings are telling you today can help minimize problems tomorrow.

You’ve heard it before: Every failed bearing tells a story—one

that can help you identify machinery problems, mainte-

nance issues, bearing-selection errors, installation problems

and more. Are you listening?

Special To MT From NSK

3 ReasonsFor PrematureBearing Failure(And How To Avoid Them)

MoreThis is a follow-up to an NSK-supplied article on three other reasons for bearing failure—

creep, fl aking and smearing—that ran in the November 2009 issue of MT.

Fig. 1. What seizure looks like


PROCESS IMPROVEMENTSPROCESS IMPROVEMENTS

Premature bearing failure is costly, both in terms of component replacement and unscheduled downtime. Fortunately, many types of bearing damage can be spotted, assessed and addressed—before failure occurs. The ability to proactively identify issues that affect bearing performance and wear is key to ensuring that your facility stays up and running as required.

Understanding types of bearing damage, along with their causes and solutions, can help boost reliability and cut maintenance. A previous article (“3 Reasons for Premature Bearing Failure,” pgs. 14-16, LMT, September/October 2009) discussed creep, fl aking and smearing. In this follow-up, the focus is on three more killers: seizure, cage damage and fretting.

#1. SeizureWhen sudden overheating occurs during rotation, bearings can become discolored. The raceway rings, rolling elements and cage begin to soften, melting and becoming deformed as damage accumulates.

WHAT TO LOOK FOR: Discolored bearing elements and melting of the roller surface, resulting in adhesion of worn particles from the cage

Possible causes…

■ Poor lubrication

■ Excessive load

■ Excessive rotational speed

■ Excessively small internal clearance

■ Entry of water and debris

■ Poor precision of shaft and housing, excessive shaft bending

Solutions…

■ Review lubricant and lubrication method.

■ Investigate suitability of bearing type.

■ Study the preload, bearing clearance and fi tting.

■ Improve the sealing mechanism and mounting method.

■ Check precision of the shaft and housing.

Being proactive in identifying issues that affect bearing performance and wear

is key to ensuring that your facility stays up and running as required.

Fig. 2. What cage damage looks like

PROCESS IMPROVEMENTSPROCESS IMPROVEMENTS


#2. Cage damageSeveral types of cage damage can affect the life of a bearing. These include fracture of the cage pillar, deformation of the side face and wear of pocket or guide surfaces.

WHAT TO LOOK FOR:Fractured cage

Possible causes…

■ Poor mounting or bearing misalignment

■ Poor handling

■ Large moment load

■ Shock or large vibration

■ Excessive rotation speed, sudden acceleration and deceleration


■ Rise in temperature

Solutions…

■ Review mounting method.

■ Reduce vibration.

■ Re-select cage type, lubrication method and lubricant.

■ Assess temperature, rotation and load conditions.

#3. FrettingFretting is the specifi c type of wear that occurs as a result of repeated sliding between two surfaces. It occurs at the fi tting surface and the contact area between the raceway ring and rolling elements.

Fig. 3. What fretting looks like

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WHAT TO LOOK FOR: Reddish-brown or black worn particles

Possible causes (of fretting)…


■ Vibration with a small amplitude

■ Insuffi cient interference

Solutions…

■ Use appropriate lubrication for bearing type and application.

■ Apply a preload.

■ Check the interference fi t.

■ Apply a fi lm of lubricant to the fi tting surface.

Remember thisWhen a bearing is damaged, it doesn’t affect just a single piece of equipment: it can cause entire operations to grind to a halt. No facility or machinery is immune to unexpected bearing failure. When this type of failure occurs, the right response is crucial.

While your immediate concern may be to install a replacement component, a proper assessment of the bearing damage should follow in order to pinpoint its actual cause. Failure to fi nd the root cause of the problem increases the risk of unnecessary repeated failures, downtime and expense.

Proactive bearing-failure analysis prolongs bearing life, improves productivity and reduces maintenance costs. Take the time to identify and resolve issues around bearing selection, mounting, lubrication and application. When additional tech-nical expertise is needed, ask an industrial specialist from the manufacturer to perform a failure analysis and recommend the most appropriate solution. MT

To learn about the many NSK products designed to withstand demanding operating conditions, as well as a wealth of resources, tools and services to help you achieve maximum uptime, please visit www.thinknsk.com.


When a bearing is damaged, it doesn’t affect

just a single piece of equipment:

It can cause entire operations to grind to a halt.

No facility or machinery is immune.

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epsiCo’s Frito-Lay North America plant in Modesto, CA, has strengthened itssolar-based sustainability

efforts with the installation of an innovative cylindrical solar photo-voltaic (PV) system on the facility’s rooftop. The project consists of some 5600 panels that cover 247,000 square feet. The system’s installed capacity of one megawatt will reduce the site’s electricity use from outside sources at peak production by 25%, based on its year-ago electricity consumption rate. It also is expected to reduce CO2 emis-sions by 1000 metric tons per year.

Overseen by solar-system designer/manufacturer Solyndra, the project took eight weeks. According to this California-based company, the new lightweight, modular, thin-fi lm non-

penetrating system delivers the lowest-cost electricity possible for typical low-slope rooftops.

This particular system is the second solar project at the Modesto plant—which makes a number of snack products, including more than 145,000 bags per day of the company’s multigrain SunChips. In 2008, the facility installed a fi ve-acre solar concentrator fi eld made up of 54,000 square feet of concave mirrors. The energy captured by the system’s 384 solar collectors generates steam that helps heat the cooking oil for the SunChips manufacturing process.

Energy-effi cient, sustainable initia-tives are nothing new at the Modesto site. Since 2000, its resource conser-vation program has reduced the facility’s use of electricity by 19%, its

natural gas consumption by 30% and its water usage by 44% per pound of manufactured product.

Other recent sustainable efforts at Frito-Lay include switching to a 100% compostable bag for SunChips. Since March of this year, these bags have been made of a plant-based material that fully biodegrades within 14 weeks when left in a hot, active compost bin. The Modesto plant also has achieved LEED® Existing Build-ings Gold certifi cation from the U.S. Green Building Council (USGBC) and is verifi ed by the Green Building Certifi cation Institute (GBCI).

*To learn more about steps Frito-Lay is taking to a healthier planet, go to: www.fritolay.com/our-planet/steps-to-a-healthier-planet.html

THE GREEN EDGE


DOES YOUR COMPANY HAVE A GREEN EDGE?E-mail your product and service news to: [email protected]

For information on advertising in the Green Edge section, contact KATHY JAROS at: Phone: (847) 382-8100 ext. 117 / Fax: (847) 304-8603 / E-mail: [email protected]

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Solar-Powered Snackmaker Adds More Sun to MixEnergy-effi ciency and sustainability have long been on Frito-Lay’s front burner, and that appears to be where they’ll stay.*

OCTOBER 2010 MT-online.com | 39

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The Timken® Wind Energy Lubrication System supplies wind-turbine main shaft bearings with continuous

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New NEMA-Approved, Premium Effi ciency Transformers

Schneider’s Square D Premium 30 Energy Effi cient Transformers are designed to help reduce lost energy and exceed minimum effi ciency-program standards

while delivering high performance and quality. These new low-voltage products comply with the National Electrical Manufacturers Association’s (NEMA’s) recently introduced Premium Effi ciency Transformer Program that calls for 30% fewer losses than existing Department of Energy (DOE) regulations and encourages utilities, commercial buildings and industrial plants to incorporate high-effi ciency elec-trical transformers into their operations. The line includes distribution transformers, non-linear transformers and harmonic-mitigating transformers that can reduce power consumption regardless of the loading profi le.

Schneider ElectricPalatine, IL

Advanced Electronic Boiler Control

Spirax Sarco has introduced a line of Electronic Steam Boiler Controllers that incorporate

infrared, “inter-controller” commu-nication capabilities and remote RS485 “read-only” access to settings and parameters. A unique enclosure design allows chassis, panel or DIN rail mounting. Commissioning can be carried out using only the front panel keypad and user-friendly software menu. The new control-lers’ LC3050/LP30 low-level alarm system has been approved for SIL2 and SIL3 applications.

Spirax Sarco, Inc.Blythewood, SC


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SUPPLY CHAIN LINKS


IMI Sensors, a division of PCB Piezotronics, Inc. (see below), is dedicated to addressing the machinery vibration sensing needs for condition-monitoring, predictive-maintenance and process-control requirements across industry.

The company is one of the world’s most recognized manufacturers of industrial accelerometers, 4-20 mA transmitters and switches for vibration monitoring and predictive-maintenance applications. All IMI sensors and vibration switches are designed to withstand the rigors of harsh industrial environments. Included among these products are sensors that interface directly with vibration data collectors and analysis equipment, as well as with process monitoring equipment, PLC, DCS, alarm and SCADA systems. IMI proudly states that 100% of its prod-ucts are made in the USA and backed by a Total Customer Satisfaction policy.

Virtually all IMI Sensor products are certifi ed for use in hazardous areas through CSA and ATEX. That includes the company’s Series 686B USB Programmable Smart Vibration Switch (shown here) that recently received ATEX approval. This “smart” product is designed for 24/7 continuous protection of cooling towers, fi n fans, pumps, HVAC systems and other critical machinery operated in hazardous areas.

IMI SensorsDepew, NY

PCB Piezotronics is a global leader in the design and manufacture of force, torque, load, strain, pressure, acoustic and vibration sensors, as well as the pioneer of ICP® technology. This instrumentation is used for test, measurement, monitoring and feedback-control requirements in automo-tive, aerospace, industrial, R&D, military, educational, commercial and OEM applications.

Sensors, switches and more…

A Total SourceFor IndustriesEverywhere

The Series 686B Programmable Smart Vibration Switch is her-metically sealed and mounts with a single stud, like a sensor. It includes an embedded piezoelectric acceler-ometer for accurate measurement; monitors vibration velocity for more consistent results; and, according to the company, provides the type of reliability not found in mechanical switches. Among other things, the product offers a remote reset capability and USB-programmable threshold and time delays to avoid false trips. A user-friendly, drop-in retrofi t for most popular mechanical vibration switches, the Series 686B only requires two wires and can replace legacy units without the need for additional cable runs.

A Total SourceA Total SourceFor IndustriesFor Industries


SOLUTION SPOTLIGHT



E lectrostatic precipitators (ESP) fi lter exhaust gases emitted from industrial, utility power and refuse incin-eration plants, and collect and remove pollutants such

as dust, soot and aerosols. Changes in operational condi-tions or new emissions regulations can require an increase in ESP collecting effi ciency. To comply, plant operators can either mechanically expand the precipitator itself or increase performance by installing new control equipment. The process, however, can be more effi cient.

Siemens Industry, Inc., has introduced a mobile test unit for electrostatic precipitators to the U.S. market. Now, plant operators can gather information about the status of an ESP and its optimization potential by installing a temporary controls upgrade. The new container-based system helps maximize uptime and reduce testing costs by giving plant operators information about the status of a connected ESP—while also providing data for performance improvement and energy savings. Easy transport and quick installation elimi-nate the need for complete precipitator shutdown.

On the outside, this testing unit looks like a standard 20-ft.-long shipping container. Looking inside, though, it’s an entirely different story.

The container houses a high-voltage mid-frequency power supply and all the control- and optimization-systems necessary to operate one ESP fi eld. The pre-installed equip-ment includes an insulated gate bipolar transistor (IGBT) mid-frequency inverter, a high-voltage transformer recti-fi er, a PC with monitoring and optimization software and all required cables for conducting pre-installed test procedures. Advanced power electronics and proprietary software optimize energy usage and reduce harmful plant emissions. All that’s needed are some minor adjustments to adapt the unit to specifi c local conditions.

Setup and commissioning of the Siemens mobile ESP test unit generally takes just one business day—that’s roughly a third of the time required to construct a test installation on-site from the ground up. More important is the fact that this containerized system can be installed with little or no interruptions to a facility’s ESP operation. A typical test installation duration is 30 days.

Siemens Industry, Inc.Atlanta, GA

Mobile ESP Test Unit Reduces Plant DowntimeIt offers electrostatic precipitator (ESP) operators a convenient option for on-site testing and optimization of collecting effi ciency.


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

Measurement Tooling Alignment

Seiffert Industrial’s FixturLaser XA Geometric Alignment System enhances measurement tooling for straightness, fl atness and bore position with technologies such as

touch-screen navigation, Bluetooth wireless communica-tion and live position data while making alignment adjust-ments. According to the company, the system can provide better accuracy while reducing setup and measurement time by 60-80%. The user instantly sees a display of the measured object’s position, along with color-coded measured points related to alignment tolerances.

Seiffert Industrial, Inc.Richardson, TX

Floor-Marking Products

Brady’s Toughstripe™ Floor Marking product line includes industrial fl oor tape, corner marks, die-cut shapes and fl oor signs. All feature a

low-profi le design, durable polyester material and a one-man dispensing system. The tape’s stiff material and a liner prevent it from stretching, and reduce the chance of wrinkles and wavy, uneven lines. Floors can be prepped with common facility cleansers; no special preparation is required.

Brady Corp.Milwaukee, WI

High-Speed, Stand-Alone Data-Logger Modules

The LGR-5320 Series from Measurement Computing are high-speed, stand-alone data-loggers for analog and digital signals. Each module offers 16 analog

inputs, 16 industrial digital inputs (up to 30V), one single Form C relay (0.5 A) digital output for triggering/alarming and four counter/encoder inputs. All inputs are sampled synchronously, with data stored on the included 4 GB SD memory card. DAQLog is included with each module for easy, spreadsheet-style set-up, confi guration and data-viewing capabilities.

Measurement Computing Corp.Norton, MA


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Gauge Sensor Fits Tight Spaces

The GS-4630 linear gauge sensor from Ono Sokki Technology measures dimensions, thickness, displace-ment, height, depth, fl atness and more. Its linear

glass scale technology maintains consistent accuracy throughout its entire range, according to the company. The slim sensor was built to fi t tight quarters, including inside of machinery with limited access space. A water-proof seal and a dust bellow provide extra protection in harsh environments.

Ono Sokki Technology, Inc.Addison, IL

Dust-Collector Filter

The HemiPleat® Nano dust-collector fi lter from Camfi l Farr Air Pollution Control offers high fi ltration effi cien-cies, long service life and low pressure drop, leading to

energy savings and enhanced performance. A thick layer of durable nano fi bers is applied to the fi lter’s surface, yielding a MERV 14 effi ciency rating. The HemiPleat Nano media is strong enough to handle dust challenges such as laser and plasma cutting, welding and thermal spray, as well as pulse-cleaning in all types of dry-dust applications.

Camfi l Farr APC Jonesboro, AR

Personal Multi-Gas Detector

Crowcon has added a toxic gas sensor for ammonia to its

Tetra:3 (T3) personal multi-gas detector. Its range also includes fl ammable gases, oxy-gen, hydrogen sulfi de, carbon dioxide, ozone, sulfur dioxide and carbon monoxide. It can detect up to four gases at once, and provides over 18 hours of continuous operation from a single charge. The unit also provides a 30-day countdown warning of the calibration due date.

Crowcon Detection Instruments, Ltd.A Halma Co.Erlanger, KY


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MACHINING WITHOUT COOLANTThe Cold Gun Aircoolant System™ increases tool life, tolerances and production rates by eliminating heat build-up. The quiet Cold Gun produces cold air at 20°F from compressed air to extend tool life, stop burn-ing, and reduce wheel loading. No moving parts assures maintenance-free operation. The Cold Gun is ideal for dry machining or to replace messy mist systems. Applications include milling, tool and carbide grinding, drill sharpening, plastics machining. (800) 903-9247. E-mail: [email protected]. www.exair.com/48/199.htm

EXAIR CORPORATION

Advanced Motor-Protection Relay

Littelfuse’s PGR-6300 Motor Protection System, part of the company’s compre-hensive POWR-GARD® product line, offers multi-function protection, including dynamic thermal modeling, metering and overcurrent reduction

setting for maintenance, for 3-phase low- and medium-voltage, medium- to high-horsepower asynchronous motors. These types of units are used in virtu-ally all industries, including processing, manufacturing, petroleum, chemical, mining and water/wastewater treatment. Motor starter control functionality is programmable for all common starter types. The modular PGR-6300 consists of an operator interface (pictured here) and a control unit (not pictured).

Littelfuse, Inc.Chicago, IL

Retaining Rings, Wave Springs For Bearing Retention

Rotor Clip’s retaining rings and wave springs are designed to provide a cost-saving method to pre-load and retain bearings. The radial wall of the multi-turn

wave spring offers a wide supporting surface, and the bearing load in the waves guarantees 100% axial transmission of the load. In place of a cover plate, the entire assembly can be held in place using a two-turn spiral retaining ring that offers a 360° closed surface of contact for the wave spring.

Rotor Clip Company, Inc.Somerset, NJ

Ambient-Condition Monitor

Testo’s hygrometer models 622 and 623 are designed to monitor temperature, humidity and barometric pres-sure in all types of facilities. Large, easy-to-read displays

show information on-site, and a histogram of data for up to 12 weeks, including date and time, can be recalled without a PC or accessories. Optional calibration software allows for adjustment using existing reference standards.

Testo, Inc.Sparta, NJ

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

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

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

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

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

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

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


Zero-Maintenance Bearings

Optional zero-maintenance sealed bearings for Schmidt Offset couplings from Zero-Max feature needle bear-ings with internal micro-poly lubrication, eliminating

the need for coupling lubrication. The absence of lube fi ttings makes for a cleaner coupling setup. The couplings are designed to handle high amounts of parallel offset up to 17” and torque capacities up to 459,000 in-lbs.

Zero-Max, Inc.Plymouth, MN

Laser Level For Oiler Installation

Trico’s Opto Laser Level is designed to make installa-

tion of the company’s Opto-Matic Constant Level Oiler quicker and more accurate than in the past. No measuring, leveling or marking is needed. Made of nickel-plated die-cast aluminum to with-stand harsh environ-ments, it automatically adjusts oil-levels, veri-fi es existing oil-level set-ups and can be used on both existing and new oilers.

Trico Corp.Pewaukee, WI

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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

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

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Need Help?Need A Job?Contact Lisa–

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For rate information on advertising in the Classifi ed Section Contact your Sales Rep or JERRY PRESTON at:

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For more info, enter 85 at www.MT-freeinfo.comwww.ludeca.com

LUDECA, INC. - Preventive, Predictive and Corrective Maintenance Solutions including laser shaft alignment, pulley alignment, bore alignment, straightness and fl at-ness measurement, monitoring of thermal growth, online condition monitoring, vibration analysis and balancing equipment as well as software, services and training.For more info, enter 83 at www.MT-freeinfo.com

www.siemens.com/energy/controls

Web Spotlight: SIEMENS

SIEMENS - How can maintenance costs be cut, while increasing availability? With our SPPA-D3000 Diagnostic Suite, “preventive” maintenance can become reality. Whether using the “Machinery Protection,” “Machinery Analysis,” “Plant Monitor” or “Combus-tion Dynamics Monitoring” solution, you can predict where and when your system might fail, allowing you to avoid unscheduled outages.



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MAINTENANCE TECHNOLOGY/JANUARY 2007 87

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JOHN [email protected]


®YEARS

Baldor Electric Company ..................................... www.baldor.com/coolingtower ................73 .........................31

Brady Worldwide, Inc. .......................................... www.bradyid.com/toughstripe ................62 ...........................1

Chromalox .............................................................. www.chromalox.com .................................68 .........................19

CRC Industries....................................................... www.crcindustries.com/ei .........................69 .........................20

Cybermetrics Corp. ............................................... www.cybermetrics.com .............................64 ...........................5

Engtech Industries Inc. ......................................... www.engtechindustries.com ....................82 .........................45

Exair Corporation ................................................. www.exair.com/48/199 ..............................81 .........................44

FLIR Commercial Systems, Inc. .......................... www.fl ir.com ...............................................63 ...........................2

Fluke ......................................................................... www.fl uke.com/whitepaper .....................67 .........................17

Fluke ......................................................................... www.fl uke.com/innovation ......................71 .........................25

FosteReprints .......................................................... www.fostereprints.com ..............................75 .........................33

Inpro/Seal ................................................................ www.inpro-seal.com ..................................87 ....................... BC

Littelfuse .................................................................. www.littelfuse.com .....................................86 ......................IBC

Ludeca Inc. .............................................................. www.ludeca.com.........................................84 .........................46

MARTS- Applied Technology ............................. www.martsconference.com ......................72 .........................26

Miller-Stephenson Chemical Co. ....................... www.miller-stephenson.com ...................74 .........................32

Exxon Mobil (Mobil Industrial Lubricants) ........ www.mobilindustrial.com ........................70 .........................21

Process Industry Practices .................................... www.pip.org ................................................79 .........................42

Rockwell Automation ........................................... www.rockwellautomation.com................77 .........................37

Schneider Electric .................................................. www.sereply.com ........................................61 ...................... IFC

Siemens AG ............................................................ www.siemens.com/energy/controls ........65,83 ................7,46

Society of Manufacturing Engineers (SME) .... www.fabtechexpo.com ..............................66 .........................11

Strategic Work Systems, Inc. ................................ www.swspitcrew.com .................................80 .........................43

VibrAlign, Inc. ........................................................ www.vibralign.com ....................................78 .........................39

Wilcoxon Research ................................................ www.wilcoxon.com ....................................76 .........................36

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

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 irrevocable license, to edit, reproduce, distrib-ute, 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 re-publish your submission. Submissions will not be returned.Reproduction of Materials: Materials produced by Maintenance Technology may not be repro-duced in any form for any purpose without permission. For Reprints: Contact the publisher, Bill Kiesel - (847) 382-8100 ext. 116.

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MAINTENANCE TECHNOLOGY September, 2010

09/30/10

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October 2010

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MAINTENANCE TECHNOLOGY

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Arthur L. Rice, III

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

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

Same as Editor

12 $140.00

09/30/10fg0 8 9 9 5 7 2 9

Bill Kiesel

847-382-8100

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http://www.MT-freeinfo.com


VIEWPOINT

The story of U.S. economic dominance, from Hollywood to aerospace, is one of innovation. That said, not all U.S. businesses are innova-tive—far from it. The majority are imitators,

blindly following practices of leading enterprises in their sectors (but more on that later). The point is that the U.S. still accounts for 26.7% of global GDP, up from 26.3% in 1975. That means we remain the single largest contributor to global GDP.

If innovation explains why U.S. industrial leadership has gone unchallenged for more than 35 years, then why is a recurring theme in this column the stubborn persistence of old, reactive maintenance practices, especially when predictive, conditioned-based technologies have been around (and achieving undisputed results) for decades? The troubling answer is that the same mentality that brought the U.S. automobile industry to its knees in the 1980s is alive and well in the bowels of many maintenance organizations.

You don’t need to work in the maintenance-services business for long before confronting the stark cultural differences among companies. Some thirst for knowledge—using it to feed and drive all aspects of the business cycle, from demand management to supply, production, distribu-tion and capital effi ciency. Others demonstrate outright hostility toward knowledge, information and change because the status quo is comfortable and easy and reliable, that is, until it’s not (as our automobile industry discovered).

Industry leaders are easy to spot and impos-sible to defeat—they break with tradition. From Apple Computer to Southwest Airlines, the same patterns persist. Innovators learn something new, see something differently and use that insight to drive a wedge between themselves and competi-tors who invariably respond by “imitating.” With the path to obscurity so well worn, it’s a wonder that maintenance organizations with an almost unlimited potential to innovate, drive down costs, reduce risks and improve performance don’t.

When maintenance organizations do embrace innovations—such as predictive, condition-based maintenance programs —they achieve new and higher stature in their operations by increasing production availability, driving down maintenance budgets and spare parts inventories and eliminating unplanned capital expenditures. They may also fi nd themselves credited with contributing to improved safety records, improved profi tability and/or expanded market share achieved with the greater pricing fl exibility afforded by lower unit costs.

At Azima DLI, we recruit experienced analysts and train them to break with tradition. We turn them into fanatics for information, knowledge and accountability. Why? Because our customers can’t innovate without new insights about their produc-tion operations. We’ve learned that when a prospect turns pale as we talk about information, knowledge and transparency, we’re talking to an imitator. But when a prospect leans forward to share insights based on the organization’s own information culture, we know we have an innovator who is as likely to teach us something as we are to empower him/her.

Maintenance organizations today face a simple choice: Innovate and take the credit for driving ingrained cost and ineffi ciency from produc-tion operations, or defend an unnecessarily high cost structure that is diffi cult to correlate to improved performance and effi ciency. The choice and the opportunity would appear obvious—unless trying something new or seeing something differently doesn’t seem worth the effort. MT

Burt Hurlock is CEO of Azima DLI (www.azimadli.com), a leading provider of predictive machine condition monitoring and analysis services.

Burt Hurlock, CEO, Azima DLI

Maintenance And Innovation: It’s Not An Oxymoron

The opinions expressed in this Viewpoint section are those of the author, and don’t necessarily refl ect those of the staff and management of MAINTENANCE TECHNOLOGY magazine.

Why are reactive maintenance practices

a recurring theme in this column?

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mt oct 2010

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