Maintenance Technology April 2013

For more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.comFor more info, enter 61 at www.MT-freeinfo.com

T H E U L T I M A T E P O W E R T R A N S M I S S I O N C O M P O N E N T P A C K A G E

© 2013 U.S. Tsubaki Power Transmission, LLC. All Rights Reserved.

R I G H T C H A I N • R I G H T S P R O C K E T • R I G H T P R O T E C T I O N • R I G H T C A L L

Tsubaki components. Your lifeline to less downtime.

configuration faster with our single-source solution.

Tsubaki components combine superior design, performance

and compatibility for smooth sailing. Let Tsubaki come to

the rescue.

www.ustsubaki.com

Productivity is profitability. And the right tools make the

difference between sinking and swimming. Keep your

operation above water with the optimum drive-system

products, support and strategies. Find your perfect

For more info, enter 62 at www.MT-freeinfo.com


Cyan Magenta Yellow Black

LH: RELEASEDSave Date: 10-17-2011 1:42 PMPrevious User: ipgna\Tammy.RafanielloDocument Path: Macintosh HD 3:Users:robert:De...h:1061_ENOD_GasEn-gine_PrintAd.indd

Job #: ENOD1061Client: ExxonMobilJob Name: Pegasus Gas Engine AdStudio Artist: B. MantzProof #: 4_release

This mechanical prepared by

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

Safety: 7” x 9.5” Client: Exxon Mobil Ad Number: ENOD1061 R1

Trim: Mech Due Date: TBD Job Name: Gas Engine Ad

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

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

Publication: 2011 Pubs

ENOD1061 Gas Engine Print Ad Version 1

Gas engines are built to run. But what if they could fl y?

What if fl awless, trouble-free operations were the norm, not the exception? What if your productivity took off like never before? With Mobil as your supplier, it can. Equipment builders worldwide trust Mobil Industrial Lubricants for oils designed to work harder and longer. Like Mobil Pegasus 1005, with over 40,000 hours in proven service fi eld testing. It provides not only peace of mind, but the chance to ignite productivity to enviable new levels. Visit mobilindustrial.com for more.

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

S:7”S:9.5”

18 Operational Excellence Basics: The Big Picture In Perspective

� is organization-wide approach to boosting performance and results calls for an all-hands-on-deck focus on continuous improvement and added value.

John S. Mitchell

26 SKF’s LEED EdgeKnown as one of the world’s most sustainability-conscious companies,

SKF now includes this green building standard in its expansion plans.Rick Carter, Executive Editor

THE RELIABILITY FILES33 Producing Major Savings For A Major Power Producer Water-conditioner systems in generator air-cooling units of a massive power-gen complex are paying o� in a number of ways.

SUPPLY CHAIN LINKS36 Improving Switchgear Inspections At London Stansted Time is money for most businesses, including airports, where diverse 24/7/365 operations put substantial pressure on maintenance teams. Special To MT

MAINTENANCE LOG45 Improved Trending Leads To More Accurate Alignment Targets � ermal growth can damage your equipment, your processes and your bottom line. You need to deal with it sooner than later. Pedro Casanova, LUDECA, Inc.

ON THE ROAD TO SUSTAINABILITY

ContentsFEATURES

DEPARTMENTS DEPARTMENTS

©TI

ERO

— FO

TOLIA

.COM

; ©M

OPIC

— FO

TOLIA

.COM

6 My Take

8 Stuff Happens

12 Uptime

15 Compressed Air Challenge

16 For On The Floor

24 Lubrication Checkup

42 Technology Showcase

49 Solution Spotlight

50 Marketplace

54 Information Highway

54 Classifi ed

55 Supplier Index

56 Viewpoint

APRIL 2013 • VOL 26, NO 4 • www.MT-ONLINE.com

CAPACITY ASSURANCE STRATEGIES

The Maintenance & Reliability Technology Summit isTHE Capacity Assurance Conference

Information-Packed Presentations & In-Depth Workshops Galore!

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

For More Information, Visit www.MARTSConference.com ASAP!

®

APRIL 2013 MT-ONLINE.COM | 3

YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS

ARTHUR L. RICEPresident/CEO

[email protected]

BILL KIESELExecutive Vice President/Publisher

[email protected]

JANE ALEXANDEREditor-In-Chief

[email protected]

RICK CARTERExecutive Editor

[email protected]

ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTERContributing Editors

RANDY BUTTSTADTDirector of Creative Services [email protected]

GREG PIETRASEditorial/Production Assistant

[email protected]

ELLEN SANDKAMDirect Mail

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

JILL KALETHAReprint Manager

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

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

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

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

Subscriptions:FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE,

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

4 | MAINTENANCE TECHNOLOGY APRIL 2013

April 2013 • Volume 26, No. 4

Your Source For CAPACITY ASSURANCE SOLUTIONS


To view and order from our complete line of

Visual Systems Products, go to...

www.swspitcrew.com

“Visual systems, when applied to equipment, can reduce training time by 60 to 70% and eliminate errors.”

—Robert Williamson, lean equipment specialist

Our Visual Supplies Can Improve Your Equipment’s Performance!

To order by phone or fax, call (864)862-0446

Strategic Work Systems, Inc.PO Box 70

Columbus, NC 28722

Colored gauge marking labelsProblem and Opportunity Tags in English or SpanishRed Move TagsColored paint pensColored grease fi tting caps and lube point labelsVibration analysis pickup discs and labelsProven Tips for Equipment Troubleshooting handbookLean Machines instructional book for applying visualsTemperature indicating strips and more

Visual systems supplies that deliver results...fast!



ms

ms

msm

s

Krytox® Fluorinated Greases and Oils are: Chemically Inert. Insoluble in common solvents. Thermally stable. Temperature range (-103˚F to 800˚F). Nonflammable. Nontoxic. Oxygen Compatible – safe for oxygen service. Low Vapor Pressure. Low Outgassing. No Migration – no silicones or hydrocarbons. Krytox® offers Extreme Pressure, Anticorrosion and Anti-wear properties. Mil-spec, Aerospace and Food Grades (H-1 and H-2) available! Useful in Vacuum Systems.

For technical information, call: 203.743.4447 / 800.992.2424 (8 AM – 4 PM ET)

California - Illinois - Connecticut - Canada e-mail: [email protected]

www.miller-stephenson.com

Authorized Dupont™Krytox® Distributor Since 1991

Dramatically extends equipment life!

Over 100 grades in stock! No minimum quantities.

For more info, enter 66 at www.MT-freeinfo.comFor more info, enter 66 at www.MT-freeinfo.com


Forget the pens. Think METER: fl uke.com/VibrationMeter

©2012 Fluke CorporationAD 4151036A_EN

GROW UPGROW UPGROW UPGROW UP.GROW UPGROW UPGROW UP.GROW UP.GROW UP.GROW UPGROW UPGROW UP.GROW UPWHAT VIBRATION PENSWHAT VIBRATION PENSWHAT VIBRATION PENSWANT TO BE WHEN THEYWANT TO BE WHEN THEYWANT TO BE WHEN THEYWANT TO BE WHEN THEYWANT TO BE WHEN THEYWANT TO BE WHEN THEY

The new Fluke 805 Vibration Meter is more than a pen. It’s a Fluke meter that gives you results you can trust, time after time.

Checks overall vibration, bearings and temperature Ability to export and trend data Four-level scale quickly assesses problem severity Unique sensor design ensures accurate and repeatable measurements


6 | maintenance technology APRIL 2013

MY TAKE

I t was a recent posting on 24/7 Wall St.* (“Insightful Analysis and Commentary for U.S. & Global Equity Investors,” at www.247wallst.com) that put my column-writing brain into gear this month. Entitled “The Most (and Least) Satisfied Professions,” it discussed a 2012 telephone survey of 172,286 individuals over the age of 18 that was conducted by Gallup-Healthways. The findings were reported

in something called the “Gallup-Healthways Well-Being Index” that tracks—tada!—well-being in the U.S. I was so troubled by the results noted below that I considered clicking on a link about miserable American cities just to make myself feel better.

Category: Installation or Repair (Overall ranking: 12 out of 14) Job types: Mechanic, linesman, maintenance worker Well-being index score: 64.8 Obesity: 70.7% Pct. with health insurance: 75.9% Pct. satisfied with job: 87.2%

According to the survey/article, respondents in the “Installation or Repair” category (which would appear to cover readers and/or prospective readers of this magazine) “were less likely to practice healthy behaviors. . . were among the least likely employees to regularly eat fruits and vegetables. . . were among the most likely to smoke. . . also provided lower self-evaluations of their current lives than all occupa-tions except for transportation workers,” i.e., bus drivers, flight attendants, and air traffic controllers (only 80% of whom believed they were using their strengths at work). More good news, if you could call it that, was the fact that “Installation or Repair” respondents reflected a slightly higher well-being index score and greater degree (percentage) of job satisfaction than those from what the survey catego-rized as “Manufacturing or Production” (64.3% and 83.4%, respectively).

I’m not sure these numbers jibe with our anecdotal evidence—specifically as it applies to your sense of job satisfaction. No doubt there are some big “apples and oranges” differences at work here. For example, Gallup-Healthways probably doesn’t classify job titles the same way we at Applied Tech-nology Publications do. And nobody around here can remember ever having conducted a survey that asked questions about our readers’ eating, smoking and exercise habits. Still, we can’t help but wonder what’s really going on. We need your help.

Please go to www.mt-online.com/satisfaction and take MT’s new “Job Satisfaction Survey”— bring your brethren and sisters from the “Manufacturing or Production” category along with you. The questions won’t take but a few minutes of anybody’s time to answer, and your responses should help us clear a few things up. In the meantime, just to be on the safe side, I encourage everyone to eat more fruits and vegetables… regularly. MT [email protected]

*http://247wallst.com/2013/03/21/the-most-and-least-satisfied-professions/#ixzz2PzhB6AZg

Job Satisfaction And You

Jane Alexander, Editor-In-Chief

PROFESSIONAL QUALITY.

EXCEPTIONAL VALUE.VALUE.VALUE.VALUE.

M12™ 160x120 Thermal Imager

2260-21

High resolution, crisp thermal images are essential for successful predictive maintenance and trouble shooting of electrical and mechanical systems. The M12™ 160x120 Thermal Imager delivers professional definition and clarity, with the ability to measure over 650°F, covering a broad range of applications. Featuring a built-in visual camera to eliminate the need for additional tools, the Thermal Imager allows users to toggle between thermal and visual images with ease. A complete problem solving solution, the instrument features an intuitive user interface with dedicated buttons for the most common functions and comes with simple and powerful Thermal Imager Report Software to make analyzing images and generating reports quick and easy.

To request your own in-person demonstration or for more information:

TM

TM

MAINTENANCE TECH // 4C // T: 7.875 X 10.75 B: .125 NO IMAGE AREA SPECIFIED // PQWC

SYSTEM

13-MTT-0610 Test and Measurement Ads_V4.indd 3 3/20/13 2:42 PM



STUFF HAPPENS

NEWS

Evolution Of The Job Fair For Military VetsIraq and Afghanistan Veterans of America (IAVA) has launched Career Pathfi nder, an innova-tive online employment tool for returning service men and women. Funded by Cisco and powered by Futures, Inc., it’s specifi cally designed to help the 2.5 million veterans of Iraq and Afghanistan move from combat to civilian careers.

Characterizing Career Pathfi nder as the type of “disruptor” that Apple Founder Steve Jobs used to speak of, IAVA Founder and CEO Paul Rieckhoff says the tool represents the evolution of the job fair. “With the unacceptably high veteran unemployment rate, the Pathfi nder proves that technology can be the fuel injection that gets us to deeper impacts and greater scale.”

According to Rieckhoff, IAVA knows all too well how tough transitioning from combat to the civilian workforce can be. “Every day, we hear from our members that they need help translating their military skills, fi nding employers who value their background and deciphering out what education they need to be successful. Enter Career Pathfi nder to turn those failures into successes.”

“Cisco,“ Rieckhoff points out, “has been dedicated and visionary in their support of IAVA and the new veterans community. The Pathfi nder is just one example of how both Cisco and Futures are championing the New Greatest Generation. They have our backs, and we hope more corporations will follow their lead.”

Career Pathfi nder incorporates a wide range of resources, including, among other things:• Thousands of job listings from employers looking to hire veterans• A cutting-edge resume builder • An innovative career mapping tool • A one-of-a-kind military-to-civilian skills translator• Access to IAVA’s best-in-class education and employment programs

Career Pathfi nder is available only to confi rmed members of IAVA. Veterans of the Iraq and Afghanistan confl icts can learn more and sign up for their FREE IAVA membership at IAVA.org.

©

Presented By Applied Technology Publications

CONGRATULATIONS TO OUR WINNERS!RUNNERS-UP:

Doug Sackett, of Smith Brothers

Martin Robinson, of IRISS

Wesley Valverde, of Lightning Bolt Supply

Learn More About These Winning Innovations In This And Future Issues Of MT.

Start Now, By Turning To Page 36.

GRAND PRIZE WINNER

Chad Ericksonof Wave On Technologies, Inc.

Chad’s winning innovation is a product called Lubricheck, a simple, highly intuitive handheld monitoring device that determines the serviceable condition of an oil.


STUFF HAPPENS NEWS

Inspiration For Those Battling The Enemies Of Reliability & Productivity

Send your favorites to [email protected].

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

Have you read, heard, seen, thought or written down something that falls into the realm of “fi ghtin’ words”

for the maintenance and reliability community?

FIGHTIN’WORDS

BIZBUZZ...


!BRIGHT SPOT


WEG Electric is hosting an open house on April 26 at its newly established Chicago-area offi ce

and distribution center. Although the 160,000-sq.-ft. facility has been

operating since September of last year, this open house offers customers an oppor-tunity to meet the WEG management team and tour the new offi ces, quick-product-modifi cation (mod) shop and warehouse at Crossroads Business Park, 2 Gateway Ct. Suite A, in Bolingbrook, IL. A catered lunch will be available for all visitors. According to the company, the new digs will continue to fulfi ll WEG’s commitment to industry, its distributors and its customers by ensuring product availability and service on a regional basis. The Chicagoland facility complements other WEG oper-ations in Ontario, CA, Atlanta, GA, Shawnee, KS, New Kingston, PA, Houston, TX, and Denver, CO.

CITGO Petroleum has announced that it is renewing its sponsorship of “Bess the Book Bus,” a nationwide advo-cate for literacy and one of the fi rst winners in the CITGO Fueling Good® Program. Throughout 2013, Bess will travel to schools, community centers, shelters and after-school programs in more than 30 cities across the country, while also continuing to build and enhance school and classroom libraries. New this year, Bess will be partnering with local authors, artists and musicians in an effort to bring art and music to the nation’s most underserved schools. Since its founding 10 years ago in Tampa, FL, Bess the Book Bus has grown it into one of the nation’s most innovative mobile literacy initiatives. Through support from CITGO and other corporate sponsors, Bess has covered more than 48 states, supported more than 60,000 families and donated more than 450,000 books.

Did you think the following admonition originated with your parents? Sorry. According to Forbes.com, it didn’t.

“It is easier to do a job right than to explain why

you didn’t.”

. . .Martin Van Buren

Got items for Stu� Happens? Send your news to [email protected]


STUFF HAPPENSNEWS

Title: The Power of Why: Simple Questions that Lead to Success

Author: Amanda Lang

Reviewed By: Ken Bannister, Contributing Editor

“Amanda Lang pulls you in to the world of creativity, innovation and business success and never lets go as she bridges the gap between curiosity, innovation and productivity. Moving from kindergarten to the shop fl oor, the book shows how to reignite our natural curiosity and turn it into innovation magic.” . . . KB

Have you read a book that could be of value to other readers of MT? Tell us why in 50 words or less.

Visit www.mt-online.com/bookclub for Book Club Rules and submission forms. Or, after reading those rules, send

your reviews directly to [email protected].

There’s still time to sign up for the 6th Annual Energetic Women Conference, set for June 12-14, in Baltimore, MD. Sponsored by the Energetic Women organiza-tion, a service of the Midwest Energy Alliance, this event is open to all who “wish to seek greater infl uence and provide greater value to their company in the fi eld of energy operations and engineering.” It offers a valuable opportunity for learning, networking, sharing and contributing to solutions forthe unique challenges facing women working in non-traditional roles across the energy-industry/utility sector. A highlight of the conference will be the presentation of the 2013 Maverick Award. Given annually, it honors a leader (man or woman) who has set the standard in promoting, connecting and strengthening female leaders in energy operations and engineering. For more information, go to www.energeticwomen.org.

Fig. 2. Pitting is most often found on the lower, horizontal areas in equipment where wetting is likely (i.e. as illustrated here in the 6 o’clock position on a horizontal tank, pressure vessel or pipe).

Fig. 1. This cross-section illustration shows the internal attack by one type of crevice corrosion on two overlapping plates that aren’t sealed at the opening (both plates don’t have to be metallic).

Yes, stuff (some of it bad) tends to happen, as it clearly

did in the print version of MT’s March 2013 issue. Unfortunately, the

captions for Figures 1 and 2 on page 29 in the article “How to Prevent Pitting & Crevice Corrosion,” by Gerald O. “Jerry” Davis were transposed. The fi gures should have been captioned as shown below. These corrections now show up in the online and digitalversions of the article. We regret any confusion this inadvertent production error may have caused.

Yes, stuff (some of it bad) tends to happen, as it clearly

did in the print version of March 2013 issue. Unfortunately, the

captions for Figures 1 and 2 on page 29

tends to happen, as it clearlydid in the print version of

March 2013

OOOOPS!

organiza-Midwest Energy

, this event is open to all who Midwest Energy

Associations

“Amanda Lang pulls you in to the world of creativity, innovation and business

our natural curiosity and turn it into innovation magic.” . . . KB

of creativity, innovation and business success and never lets go as she bridges the gap between curiosity, innovation and productivity. Moving from kindergarten to the shop fl oor, the book shows how to reignite our natural curiosity and turn it into

of creativity, innovation and business success and never lets go as she bridges the gap between curiosity, innovation and productivity. Moving from kindergarten to the shop fl oor, the book shows how to reignite our natural curiosity and turn it into

MT’sBook Club

Recommended Reading For Maintenance & Reliability Pros

Got items for Stu� Happens? Send your news to [email protected]

April 30 and May 3

MARTS 2013 Workshops

At The Hyatt Regency O’Hare Hotel, Rosemont, IL.

Ed Stanek President of LAI Reliability and renowned instructor on Maintenance & Reliability, PM Optimization and

Asset Management...presenting

Productivity Optimization Workshop

MARTS 2013 WorkshopsMARTS 2013 WorkshopsMARTS 2013 WorkshopsMARTS 2013 WorkshopsMARTS 2013 WorkshopsMARTS 2013 WorkshopsMARTS 2013 Workshops

April 30 and May 3April 30 and May 3April 30 and May 3April 30 and May 3April 30 and May 3April 30 and May 3At The Hyatt Regency O’Hare Hotel, Rosemont, IL. At The Hyatt Regency O’Hare Hotel, Rosemont, IL. At The Hyatt Regency O’Hare Hotel, Rosemont, IL. At The Hyatt Regency O’Hare Hotel, Rosemont, IL.

Will Rock Your World

Seven big names in industrial maintenance and reliability come together to give your program star power. Choose one full-day Workshop or two,

but don’t miss this once-a-year opportunity to amp up your skills.

This year’s lineup:

MARTS is an annual four-day educational event for industrial maintenance professionals. In addition to two days of Workshops, MARTS includes a two-day Conference program, a three-day Professional Course for lubrication professionals, and the opportunity to take professional certi� cation exams. For more information or to register, visit www.martsconference.com or call 1-847-382-8100, ext. 116.

Bob Williamson Maintenance Technology contributing editor

and longtime MARTS favorite...presenting

Putting All the Pieces Together for 100% Reliability

Doc Palmer Respected author of McGraw Hill’s Maintenance

Planning and Scheduling Handbook...presentingMaintenance Planning and Scheduling: Increase Your Workforce Without Hiring

Howard Penrose Vice president of Dreisilker Electric Motors and

widely published industrial researcher...presenting

Forensic Analysis of Machines: Beyond RCFA

Jim Seff rin Level III Certi� ed Thermographer and Director

of Infraspection Institute...presenting

IR Thermography for Electrical and Mechanical Systems

Kris Bagadia CMMS expert and founder of

PEAK Industrial Solutions, LLC...presenting

Turning Downsizing Into an Opportunity

Enrique Mora An expert in Lean Manufacturing, Six Sigma and TPM

who consults and trains worldwide...presenting

Balance the 3 Ms — Management, Maintenance

and Manufacturing — to Achieve World-Class Performance

For complete information and registration details:

www.martsconference.com


12 | mAintenAnce tecHnoloGY April 2013

UPTIME

Bob Williamson, Contributing Editor

Getting The Most From Your Reliability Consultants

This month’s column is dedicated both to consultants and their clients (with a bit more emphasis on the clients getting the most out of mutually benefi cial client-consultant relationships).

Consultants abound. There are plenty of them (us) offering a range of just about any type of assistance and services your business might ever need. I’ve served as a consultant to hundreds of businesses and thou-sands of individuals for much longer than I care to add up. I have also rubbed shoulders with countless consultants in related and unrelated fi elds. You can trust me on this: All consultants are not created equal. Celebrate the differences!

The other component of the consulting relation-ship is the client—that means businesses, corporations, departments, senior managers, plant engineers, educators, you name it. As you might imagine given this diversity, all clients are not created equal. Again, let’s celebrate the differences!

What is a ‘consultant’ anyway?According to author (and consultant) Peter Brock, a consultant is “someone who has infl uence over an indi-vidual, group or organization, but who has no direct authority to implement changes.” Others defi ne a consultant as “an experienced individual who is trained to analyze conditions and advise others to make the best balanced choices.”

Exploring synonyms for “consultant” we see terms like “adviser, advisor, counsel, counselor, consigliere, a trusted advisor.” Each of these roles requires mastery of a specialized fi eld of knowledge that comes from signifi cant experience coupled with the ability and willingness to share knowledge. In other words, a consultant is someone who hastraveled the path that the client is considering (many times before.) The Japanese often refer to this well-traveled person as a “Sensei” (“born before” in Japanese)—meaning one who has achieved a respected level of mastery, a teacher, a professor.

Clearly, a consultant can be a teacher, showing the way; a guide, illuminating the path to take; a coach, offering suggestions for improvement; a mentor, tutoring the learner.

Key factors in consulting relationshipsClient-consultant synergy. . . The fi rst factor in a successful consulting relationship is matching the client’s specifi c needs and/or interests with the consultant’s expertise and methods. When the consul-tant’s areas of expertise are aligned with the client needs, a highly benefi cial synergy occurs—the outcomes of which total more than what the client or consultant could accom-plish separately when focused on the same task.

Defi ning the box. . . The second factor in a successful consulting relation-ship falls squarely in the client’s lap: Setting very clear expectations in terms of desired reliability improve-ment outcomes, rather than program implementa-tions in hopes of making improvements.

Determining the path to take. . . Defi ning the current situation is the critically impor-tant third factor in a successful consulting relationship. Steven Covey (Seven Habits of Highly Effective People) put it this way: “Seek fi rst to understand, then to be understood.” In consultant-speak, this is the assess-ment or analysis phase of an assignment, the purpose of which is to defi ne possibilities INSIDE the box and likely effects OUTSIDE the box—the scope of work.

The client must facilitate the consultant’s exposure to all relevant strengths and weaknesses—not holding anything back. Connecting the consultant to the right people in the right places and pulling back the curtain to the known and unknown leads to the best balanced approach to the desired improvements.

Consultants teach, clients learn. . . The fourth factor is based on education and training principles. Having taught tooling and machine designto young adults for 12 years, I fi rmly believe that the learning journey begins with the student, not with the teacher. The student must fi rst want to learn, or at least not resist the learning opportunity. The teacher must then understand what the student already knows and build on that foundation, shoring it up along the way as needed. Then and only then can the teaching process be effective.

The second factor in a successful consulting relation-

April 2013 mt-online.com | 13

UPTIME

Likewise, having been a consultant for nearly 30 years in well over 450 plants, mines, utilities, etc., I believe the improvement journey begins with the client. As with the student, the client must first want to improve, or at least not put up roadblocks to the consulting process. Likewise, the consultant must understand what the client already knows and has deployed and then build on that foundation, helping fill in the gaps along the way. Then and only then can the consulting process be effective and result in learning different ways, better ways, and improving.

“They don’t know what they don’t know.” It’s a common complaint, one that I’ve heard from consul-tants about their clients and from clients about their consultants. Frequently, clients don’t know they are uninformed and that they lack certain knowledge. That’s why they retain expert consultants!

Consultants for their part, however, should beware: Remember the old saw that “if all you have is a hammer then everything looks like a nail?” It suggests that if you look at every opportunity only from your own perspec-tive and seek solutions only from your perspective you might just miss the mark and really do more harm than good. Consultants must be able to see potential solu-tions from the client’s perspective as well as their own.

“They did not do what we told them to do.” This statement cuts both ways as well. Consultants who are knowledgeable in their professions hope that clients will follow their recommendations. One of the most rewarding feelings is when teachers teach and students learn. Likewise, as consultants, the most rewarding feeling is when the client learns. Herein lies the dilemma: Clients can pursue the recommended actions leading to improvements—sometimes gener-ating a huge return on the investment. On the other hand, clients sometimes choose NOT to pursue their consultants’ recommendations. Why would a client do this after investing in consulting assistance? Reasons could include the following:

nBusiness priorities and constrained available resources might get in the way.

nNew upper-level management might launch an entirely new leadership agenda.

nThe client might not fully understand what it was asking for.

nThe consultant missed the mark.

What is ‘reliability’ anyway? The fifth factor in a successful consulting relation-ship is establishing a common terminology. Chasing “reliability” improvement can easily miss the mark. By its very nature reliability is systemic, made up of interdependent factors—it is rarely achieved by a single action. Reliability is all about facilities, equipment, and processes doing what they are supposed to do first time, every time in defined conditions for a pre-determined period of time.

All too often in the world of maintenance, reliability and capacity assurance we have so closely coupled these two terms—maintenance & reliability—that they have become synonymous. While proper maintenance can enhance equipment and process reliability, mainte-nance alone can rarely improve reliability in a sustain-able manner. Why? Because, 80 to 95% of the causes of unreliability of industrial processes are typically outside the direct control of the plant or facility maintenance functions.

A ‘reliability’ story worth sharing…A manufacturing site manager invited me in to do “a quick reliability improvement assessment” (his words). His expectations seemed quite clear: Identify what needs to be done to improve process performance and reliability to improve flow and reduce cost per unit produced. Further preliminary discussions led to a focus on improving reliability of the critical and constraint processes in the plant.

After meeting with the operations manager and the maintenance manager, I felt we were getting somewhere—the goals were clear and much of what was needed was already in place. It was a meeting with production supervisors that proved to be a real eye-opener when they asked me to define “reliability.”

The supervisors knew that while “reliability” often focuses on equipment maintenance, the real opportu-nity in their plant was much bigger than that. Setups, changeovers, improper operation, raw material vari-ability, untrained operators and maintainers, and the lack of meaningful downtime data were among the real opportunities to improve process performance, not merely maintenance-based reliability. So, what started out as a “reliability-improvement” assess-ment also had to address operations “availability” and “utilization” improvement—terminology under-stood by the client’s leadership team—improving overall equipment effectiveness.

14 | mAintenAnce tecHnoloGY April 2013

UPTIME

Getting the most from your reli-ability consultants depends on estab-lishing clear expectations up front, appreciating the fact that reliability is systemic, embracing a true teaching-learning relationship and respecting professional advice from those who have been through these situations before. Reliability improvement is often much more than imple-menting new “reliability programs.” Much like the equipment-facility design phase (the earliest stages of a project wherein most reliability ingredients are determined), a client- consultant relationship can be one of your most worthwhile investments in sustainable reliability improvements.

A parable worth rememberingIf your organization now uses or plans to use outside consulting assistance in your reliability efforts, the following thoughts are worth keeping in mind:

“When there is no clear path ahead, get a map. Follow the roads. Where there are no roads and the terrain is unknown, seek guidance from someone who has been there before. Follow their lead. Learn the new path. Then, blaze a new road for the future.” MT

Robert Williamson, CMRP, CPMM, and member of the Institute of Asset Manage-ment, is in his fourth decade of focusing on the “people side” of world-class maintenance and reliability in plants and facilities across North America. Email: [email protected]. FYI: Bob will present a full-day Work-shop at MARTS 2013 entitled “Putting All The Pieces Together For 100% Reliability.” Reserve your seat now. For more details and/or to register, go to www.martsconference.com. For more info, enter 70 at www.MT-freeinfo.com

A client-consultant relationship can be one of the most worthwhile investments you make in the area of sustainable reliability improvements.

Lubriplate PGO and PGO-FGL Series Gear Oils are designed for gearboxes operating in the most demanding conditions. They provide outstanding thermal stability, excellent extreme pressure and anti-wear performance and protection against micropitting. They exceed 13 stages of the FZG test. They o�er long service life and work well over extended �uid change intervals which conserves resources and helps ease waste oil disposal problems. They also e�ectively lubricate in areas of intense water contamination. PGO-FGL Series are NSF H-1 Registered Food Machinery Grade.

The NextGenerationOf SyntheticGear Oils.

Lubriplate® PGO & PGO-FGL SeriesPolyalkylene Glycol (PAG)-Based, Synthetic Oils.

Lubriplate® LubricantsNewark, NJ 07105 / Toledo, OH 43605 / 1-800-733-4755E-Mail: [email protected] To visit us on Facebook, Twitter or LinkedIn, go to www.lubriplate.com and click on the desired icon.

• Plant Surveys • Tech Support • Software• Machine Tags • Training • Oil Analysis

Energy Saving Extremely LowCoe�cient of Friction.

Reduces Energy Use (Up To 7% in Worm Gears).

4x Better Oxidation Resistance Provides Long Service Life and ExtendedDrain Intervals which Conserves Resources.

100% Synthetic Polyalkylene Glycol(PAG)-Based Oils

Advanced, Ultra High-Performance Formula.

Backed By:

ESPLubriplate ®

Extra Services Package

VSD Compressors: Turn On Cruise ControlOvercoming Your Challenges

A ccurate control of pressure in com-pressed air systems is always of primary concern, but there are many ways to achieve it. Some are more

effi cient than others. One of the biggest inno-vations in the fi eld of compressed air effi ciency is the invention of VSD-controlled compres-sors. VSD compressor control can put your air system pressure on “cruise control.” Let’s turn to an automobile analogy in comparing compressor control strategies.

One could use modulation control mode, which is similar to driving a car with the pedal to the metal and using the brakes to provide constant speed. Modulation control chokes off the inlet fl ow to the compressor to control the output pressure. This mode of operation is the least effi cient way to provide constant pressure, with the compressor consuming 85% power even at only 50% output fl ow.

Another control mode involves loading and unloading a compressor between two set pres-sure points, with the average of the two readings providing the desired pressure. This approach is similar to driving down the highway and controlling the speed by throwing the vehicle’s transmission alternately into drive and neutral. Air compressors in this mode of operation use less power than modulation—but can still consume between 70 and 85% power at a 50% loading level, depending on the frequency of cycles.

A third mode is akin to a driver on a busy highway who repeatedly starts and stops his engine (slowing down or going faster) to reach a desired average speed. This method would be equivalent to a start/stop compressor operating mode: an effi cient way to run small compres-sors, but hard on the motor.

In the three modes described above, average pressure could be adequately achieved, but it would come with either higher-than-desired energy consumption or wider pressure fl uc-tuation. In a compressed air system, the desired result is a constant steady pressure—one set high enough to provide suffi cient power to compressed

air consumers, yet low enough to limit the energy consumption of the compressed air system.

Leveraging VSD controlVSD-controlled air compressors have accurate controllers on board that sense the actual pressure and speed up or slow down the compressor so as to keep a constant discharge pressure. The benefi t is that the pressure can be set at a lower, more effi cient level. Moreover, as the motor slows, the power consumption is almost linear to the speed reduction, saving even more. These units are more expensive and more complex than standard fi xed-speed compressors but often, especially when an air compressor needs to be replaced anyway, the new VSD compressor will pay back the extra cost very quickly.

While these types of units are most appro-priate for smaller single- and two- compressor systems, they can save signifi cant energy in larger multi-compressor systems—if applied and controlled appropriately. To determine if VSD compressor control is appropriate for your plant, have an energy analysis of your system performed by a qualifi ed compressed air energy-service company.

More information on this topic and many others can be found on the CAC Website (www.compressedairchallenge.org), in our online Library and our Best Practices for Compressed Air Systems Manual. MT

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

By Ron Marshall, for the Compressed Air Challenge (CAC)


APRIL 2013 MT-ONLINE .COM | 15


FOR ON THE FLOORFOR ON THE FLOOR

When was the last time someone in your organiza-tion suggested a benchmarking study, for mainte-nance or any other company function? Here’s my guess: A long time, if ever. A chief exception: multi-site operations where cross-site benchmarking is policy. But that’s internal benchmarking, which was not the focus of this month’s questions for our MT Reader Panel. We were looking for Panelists’ experience with external benchmarking (where an organization’s cost and performance data is evaluated against that of the same function at a different, similarly sized company, especially one identified as best-practice).

According to experts, the external approach is where the real value of benchmarking lies. And this would appear to have natural appeal for maintenance professionals who understand that measurement is the precursor to any successful improvement project. But in industrial main-tenance, as reported by some of our Panelists, benchmarking often fails or is ignored.

“I have no experience with or knowledge of benchmarking and my company does not do it,” says a Corporate Engineer from New England with more than 30 years of industrial service.

Another has benchmarking experience, but it hasn’t been positive:

“We try but never seem to get it right,” says a PM Leader from the Midwest. “In my 14-plus years at my present employer we have started many types of benchmarking, but have never followed through on any of them. There have been many attempts to set goals as benchmarks, suggested by both management and union. Most of the time, bits and pieces are thrown together and they don’t work out.” This Panelist adds that a previous employer “had no benchmark programs so I can’t include anything from them.”

Meeting the benchmarking challengeGlobally, and among a variety of business sectors, use of benchmarking trends positively, according

to the Germany-based Global Benchmarking Network. The group’s most recent global survey, published in 2010 and based on 450 responses, shows that about 40% of respondents benchmark for best practices (considered the most valuable approach), with future adoption of this type and two others (“performance” and “informal”) predicted to increase significantly. And while more than a fourth of the study’s respondents are manufacturers, the study’s top-listed func-tion area in which to perform benchmarking is “customer service.” This may suggest, as do some of our Panelists, that benchmarking in mainte-nance and operations presents a greater challenge than other areas.

Not all of our Panelists lack benchmarking expe-rience. A Maintenance Coordinator in the North-east, for example, says his corporation believes strongly in all types of benchmarking, which he defines as “formal,” “informal” and “telephone.” His formal approach matches the external process described above. The informal is less rigid and not so documented. “It’s somewhat opinion-driven, but still must have facts,” he explains. “Touring a supplier’s factory is a good example. We call this a benchmarking opportunity.”

This Panelist’s third benchmarking approach—telephone—is a product of the high-tech age, he says, “where you can easily set up a video confer-ence call and accomplish worthwhile bench-marking at a very reasonable price: no hotels, no meals and zero travel expenses.”

Another Panelist uses benchmarking primarily to identify gaps in skills, and provide training to fill those gaps, rather than for plant benchmarks. A Consultant based in Canada, he works with clients to define skills demonstrated by those “who perform at the highest level, and who can complete a task without error, damage to parts or equipment and tools and without injury.” The time required to complete tasks along with specific plant/industry requirements are reflected in the process, he says.

Is BenchmarkingPart Of Your Strategy?

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

Rick Carter, Executive Editor


FOR ON THE FLOORFOR ON THE FLOOR

What’s the value?“Process/performance benchmarking is inter-esting,” says a Panelist who has evaluated several successful “performance” and “best-practice” benchmarking processes in the baking industry. A former Process Engineer who now teaches at the college level, he says process benchmarking “seems to be driven both by the latest equipment available as well as information from technical articles and even informal discussions.” He adds that many of the executives in his review “visit other bakery units and discuss process, packaging, freezing and basic handling methods, which applies the ‘best-practices’ approach.” Within this Panelist’s study group, benchmarking has filtered down to the production floor and the maintenance engineering department, where communications with other maintenance groups, he says “has improved everyone’s capabilities in education, repairs, troubleshooting and purchasing.”

According to nearly 70% of the respondents to the Global Benchmarking Network study, the top benefit of benchmarking projects is improved performance of processes. Other gains include addressing major strategic issues (33%); learning what other organizations are doing (28%); improved financial performance (23%); and encouraging a shift to a learning culture (18%). The study analysis also makes clear that while benchmarking-related improvements are often hard to measure financially, approximately half of respondents report their financial return from a typical benchmarking project as anywhere from $11,000 to $100,000 after one year. Not bad.

Interestingly, the study also covers reasons why benchmarking is not pursued. The top three culprits are “lack of resources,” “lack of bench-marking partners,” and “lack of top manage-ment commitment.” Also on the list: “lack of understanding of benchmarking” and “fear of sharing information.”

Drawbacks like these don’t bother our Mainte-nance Coordinator Panelist from the Northeast.

“Benchmarking done right can really make a difference on the bottom line,” he says, but adds that certain rules must be followed for it to work properly. For example, participants “must be open-minded, level-headed, process-educated, trusted and not easily intimidated,” he advises. “You want an honest evaluation and report. Also, the person or team you commit to this endeavor must know what problems you have and what a solution might look like. Depending on how open you are, there’s much to share and much to learn.”

Sharing of operating experiences is common in this Panelist’s industry, he says, thanks in part to lessons learned from a serious, game-changing accident at a similar plant more than 30 years ago. “We now share everything,” he reports, “from valve maintenance to pump performance, even to lessons learned from rigging. We are also stan-dardizing tasks and certifications.” His company provides courses in benchmarking that include one designed to qualify those who perform the process. Benchmarking works for his operation, he says, because “we are a learning organization and we’re committed to learning from others so we can improve.”

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

According to our Panelists, despite measurement being a precursor to any successful improvement program, benchmarking related

to industrial maintenance often fails or is ignored.


18 | MAINTENANCE TECHNOLOGY APRIL 201318 | MAINTENANCE TECHNOLOGY APRIL 2013

You may already be familiar with this strategy. Embraced by

many leading industrial enterprises, Operational Excellence

is the latest name for and most comprehensive manifesta-

tion of an ongoing, evolutionary drive to achieve business

and mission excellence. That evolution began in the 1950s with the

introduction of Preventive Maintenance (PM). This, in turn, led to

successful programs like Condition Based Maintenance (CBM),

Predictive Maintenance (PdM) and Reliability Centered Mainte-

nance (RCM). Invention of the personal computer (PC) streamlined

the adoption of these strategies, and revolutionized maintenance

by making CBM cost-effective and ushering in Computerized

Maintenance Management Systems (CMMS) to increase the

effi ciency of planning and scheduling tasks.

You may already be familiar with this strategy. Embraced by

This organization-wide approach to boosting

performance and results calls for an all-hands-on-deck

focus on continuous improvement and added value.

John S. Mitchell

This organization-wide approach to boosting This organization-wide approach to boosting

Operational Excellence Basics: The Big Picture In Perspective



Those earlier successes didn’t come without some dark clouds, though. Countless highly successful CBM programs, for example, were downsized or terminated because the they had worked as designed: They reduced the numbers of serious problems. This confl ict—trying to cut costs by eliminating types of programs that really could cut costs—set the stage for adoption of the multi-part effort we now call Operational Excellence.

The value principleThe main goals of Operational Excellence (OE) are as follows:

■ Meet all business and mission requirements safely and effectively at optimal cost.

■ Safely produce the greatest sustainable value.

Achieving these goals requires an enterprise to defi ne and understand everything that detracts from them.

Actions and activities must be prioritized based on value delivered. Participants must also understand that OE is oriented toward business results and effectiveness: It’s not implemented to protect activities and tasks. Continuous, value-prioritized improvement is its objective, and it links opportunities, prioritization and measures of performance to mission and business goals. Increases in mission and business performance, along with reductions in risk and cost, are gained through the application of programs and improvement initiatives that are based on value gain to the enterprise.

The OE approach uses several support strategies. These include: Failure Modes and Effects Analysis (FMEA), to iden-tify, prioritize and mitigate risk; Root Cause Analysis (RCA) to identify failure and incident analysis; and PM, CBM and other proven, proactive maintenance practices. All are assembled and optimized to gain the greatest value within specifi c business and mission objectives, operating conditions and risk profi les.

Unlike some company-wide improvement efforts, OE is opportunity-driven, i.e., implemented to address specifi c, value-prioritized opportunities. While this difference might not sound important, it is huge in terms of identifying, prioritizing and pursuing opportunities for value improve-ment, as well as the success gained for the investment.

Value prioritization is a prime, driving factor within OE. It’s critical to understand what activities and tasks contribute most to value and business success. It’s also important to remember that there are always more opportunities for improvement than time and resources. Consequently, if the

sightline between a given task and its business results can’t be defi ned, has low value-add or low probability of success, the task should be modifi ed or, perhaps, eliminated.

An OE program also requires cooperation across all func-tions. This includes complementary, mutually reinforcing, internal processes, along with a time horizon and response mechanisms that are short enough to assure continuing success within a changing business and operating environment.

More than a management systemOperational Excellence has been defi ned as a management system, but it’s more than that: It refl ects a high-performance, cooperative, success-oriented work culture that elevates mindset, actions and activities. Think of it as a master program that incorporates, governs and coordinates all enterprise functional improvement programs.

OE doesn’t replace or eliminate functional improvement initiatives implemented to address single problems such as low-quality production, excessive failures, too much work in process, etc. Instead, it becomes their home.

All functional-improvement programs are identifi ed, applied and coordinated through the OE management, administrative and control structure. Everyone is aware of what everyone else is doing within the overall objective of safely and sustainably increasing value.

Potential contributions and confl icts across organiza-tion-al functions become quickly visible for discussion and cooperative resolution. Thus, anticipated requirements within and across functional boundaries are identifi ed early, as opposed to showing up as late-breaking surprises. In this type of opportunity-driven environment, if there are too many failures or disruptions (of any kind), it is more logical (and an axiom of the value principle) to identify and correct the causes rather than develop robust processes to deal more effi ciently with conditions that shouldn’t exist in the fi rst place.

Benchmarks are a readily available source of targets for excellence. They’re good for pointing out deviations and gaps between best-practice and actual performance—all of which are opportunities for improvement.

But benchmarks alone don’t identify specifics for improvement. The next step must be to determine the specific differences between best and worst performance. More important, what are the causes and how can they be eliminated?

The differences can be discovered with processes such as Weibull and Pareto analysis. Each difference opens the door to improvement opportunities.



With Operational Excellence, facilities that fi nd them-selves subject to the 80/20 rule—where 80% of operating and cost defi ciencies are caused by only 20% of assets—can make big improvements by simply focusing on the smaller, problem-causing portion of the larger popula-tion. This can be a relatively manageable task that vastly improves the overall average.

The reliability factorThe term “reliability” often is included in defi nitions of Operational Excellence, especially by those in an oper-ating environment who view reliability largely in terms of systems and equipment. But within OE, reliability also applies to the following:

■ Performance that safely meets requirements with mini-mum, predictable variation

■ An organization wherein roles and responsibilities are completely defi ned, a consistent decision process is used and employees are empowered

■ Work culture that is committed and accepts ownership for excellence in all activities, delivers the highest-quality performance and continuously improves

■ Processes and practices that are fully defi ned and accu-rately documented, totally repeatable, of high quality and produce consistent results

■ Systems and equipment that can meet all operational requirements safely and cost-effectively

■ Skills that are based on well-defi ned requirements andqualifi cations, as well as kept up-to-date and backed by effective training

■ Data that is accurate, secure, up-to-date and accessible

The keys: total involvement and safety Of all the elements of Operational Excellence, working cooperatively in teams across functional boundaries to identify and develop improvements is by far the most important. OE involves everyone in the organization. It broadens horizons, builds on, consolidates and enhances most existing programs, while providing a greater focus on the whole. It also calls for thinking beyond increasing effi -ciency to improving effectiveness and achieving results that contribute value to organizational objectives in real-time. In turn, the program’s internal culture sustains itself.

Another key element is safety, which everyone recognizes is much more than a management system or program: Safety

With Operational Excellence, facilities that fi nd them-selves subject to the 80/20 rule—and cost defi ciencies are caused by only 20% of assetscan make big improvements by simply focusing on the smaller, problem-causing portion of the larger popula-tion. This can be a relatively manageable task that vastly improves the overall average.

The reliability factorThe term “reliability” often is included in defi nitions of Operational Excellence, especially by those in an oper-ating environment who view reliability largely in terms of systems and equipment. But within OE, reliability also applies to the following:

■ Performancemini-mum, predictable variation

■ An organizationcompletely defi ned, a consistent decision process is used and employees are empowered

■ Work culturefor excellence in all activities, delivers the highest-quality performance and continuously improves

■ Processes and practicesrately documented, totally repeatable, of high quality and produce consistent results

■ Systems and equipmentrequirements safely and cost-effectively

■ Skillsqualifi cations, as well as kept up-to-date and backed by effective training

■ Data

The keys: total involvement and safety Of all the elements of Operational Excellence, working cooperatively in teams across functional boundaries to identify and develop improvements is by far the most important. OE involves broadens horizons, builds on, consolidates and enhances most existing programs, while providing a greater focus on the whole. It also calls for thinking beyond increasing effi -ciency to improving effectiveness and achieving results that contribute value to organizational objectives in real-time. In turn, the program’s internal culture sustains itself.

Another key element is safety, which everyone recognizes is much more than a management system or program: Safety

Teams working cooperatively across functional boundaries on improvement

opportunities is one of the most important elements of OE.



is a working culture that demands total organizational and individual commitment—as well as intolerance for deviations. It begins with extensive training to set standards of perfor-mance and develop a safety mindset. Adherence to safety procedures will help avoid hazards and minimize risk, but it calls for constant effort, thought, vigilance and reminders. Compliance is a cultural imperative, and require-ments are continually reinforced with reminders and training.

In a safety-conscious facility, everyassociate understands his/her role. For example, it is not unusual for an administrative assistant to quietly suggest to an embarrassed senior manager that he should hold the hand-rails when walking stairs. It also isn’t uncommon to hear safety messages in an industrial facility addressing automobile and home safety issues. OE should be approached much the same way: It's not as a project with a beginning and end. It's a type of work life and culture that can also infl uence off-work activities.

Implementation insightOperational Excellence is best imple-mented in a circular sequence, similar to Shewhart Deming (PDCA) and Six Sigma (DMAIC) implementing sequences, but with the following modifi cation: Design, Identify, Plan, Implement, Check, Institutionalize and Improve.

There are some important rules for accomplishing this process. They are as follows:

■ Program implementation steps are defi ned and fully documented, and the sequence explained in detail.

■ Organization and leadership struc-ture are specifi ed in detail, inclu-ding roles/responsibilities of the steering team, selection and func-tion of champions and composi-tion of improvement action teams.

OE should be approached the same way that an enterprise approaches safety.




■ Detailed improvement action plans are prepared to address the highest-value opportunities.

■ Value opportunities are determined from performance history and benchmarking procedures.

■ Improvement plans are created and implemented at the working level.

■ Results metrics demonstrate progress and value created by improvements, linked top to bottom and bottom to top, with time lines.

■ Performance reviews are ongoing, along with efforts that ensure the program continually improves.

The initial Design stage varies from the widely used PDCA and DMAIC sequences in that the OE program is designed for specifi c site/facility conditions and mission objectives. Since each facility is unique (even within the same enterprise or site), this is the most practical way to begin an improvement program.

Further, OE is a dynamic program. As market and business conditions change and implemented improvements take hold, the program must be continuously reviewed and revitalized. OE incorporates internal mechanisms that not only sustain results but assure the program itself remains evergreen within what can be constantly and/or rapidly changing environments.

An OE program is most effective when centered on working-level, multi-function improvement action teams that are directed to safely increase value and reduce risk. Optimally led by a production manager, OE action teams refl ect the degree of experience and skills necessary to identify and prioritize poten-tial improvements, and develop, implement and monitor results. By combining operations, maintenance, engineering, fi nance, IT, HR and others into a team with a common purpose, func-tional barriers quickly disappear. Team members identify and

accommodate varying perspectives and learn to devise mutually benefi cial value-improvement initiatives.

Looking at successThe proven processes and practices necessary to assemble an effective OE program are readily available to any organiza-tion. When facilities fail in their efforts to implement such programs, it’s often due to a lack of communication and coordination between the working levels—where knowledge of improvement opportunities typically reside—and senior management. Those at the working level are often frustrated when suggestions they make that could contribute to corpo-rate profi tability and success are ignored in management decisions that focus solely on short-term cost issues.

Experience has shown that when workers are consulted about how to correct a given problem and their suggestions put into practice, the business runs better. As a Fortune 250 executive once noted, “Employee-led leadership teams do unbelievably good strategic and tactical planning, if you give them the opportunity. Most important, they gain total buy-in for the plan, its implementation and results.”

All too often, management focuses on practices like headcount reduction as a way to cut costs. In reality, the only way to permanently and sustainably reduce costs is through increasing effectiveness that eliminates the need for spending. Operational Excellence provides just that type of methodology. MT

John Mitchell, “Advocate for Change,” has served in a variety of leadership roles during his 40 years in the maintenance and reliability fi eld. Founder and Past President of MIMOSA, he’s the author of several books and a frequent speaker on asset-management topics. This article draws from some chapters of his forthcoming book on Operational Excellence. Mitchell is a graduate of the U.S. Naval Academy. Telephone: (949) 496-0873; email: [email protected].

There are many benefi ts to an OE program, including:1. The highest level of safety and environmental performance2. Connections among all processes and improvements

necessary to establish and maintain best performance in the most effective, risk- and value-prioritized sequence

3. Increased business value and operating effectiveness via identifi cation and exploitation of improvement opportunities in order of return

4. Risk reduction through identifi cation, management and containment

5. Optimal operating effectiveness and reliability with minimal surprises and lost opportunity

6. Optimal effectiveness of all resources (i.e., people, material and fi nancial)

7. Establishment of an effective organizational and institutional culture that creates engagement, energy, ownership, commitment and responsibility

8. Improved practices in an effective value-return sequence 9. Demonstrated results in credible business and fi nancial

terms10. Self-sustaining

The Benefi ts Of Operational Excellence: What’s In It For Your Organization?

For more info, enter 74 at www.MT-freeinfo.comFor more info, enter 74 at www.MT-freeinfo.comFor more info, enter 72 at www.MT-freeinfo.com

Sludge Prevention


By Dr. Lube, aka Ken BannisterSymptom: Dear Dr. Lube: While changing out unreadable sight-gauges on some large gearbox reservoirs, we discovered a wall of sludge in the tank bottoms. Is it preventable?

Diagnosis: Large gearboxes are almost always oil-lubricated, and typically employ a dual system wherein the reservoir is fi lled with oil to a determined level—usually designated on the sight gauge—to ensure partial lubricant coverage of lower mating gear teeth at all times. At speed, gears use surface tension on their teeth to “pick up” and transfer lubricant to other gears and bearings through “meshing” action and by “fl inging and splashing” lubricant in all directions within the sealed reservoir. The “splash” method often involves a pressurized delivery system. An internal gear-driven pump picks up oil near the reservoir bottom and delivers it under pressure to bearings and gears that are diffi cult to service with traditional “splash” lubrication.

Sludge is a “telltale” sign of a neglected gearbox. Neglected oil decomposes in the presence of oxygen, water and heat. This oxidation process is caused by depletion of the lubricant’s additive package for various reasons. The end result is deposits of varnish, tar and contaminants that thicken much of the oil into that gooey soup we call “sludge.” It sits on reservoir bottoms and deposits on mechanical internals, leaving a liquid with little or no lubricating properties.

Prescription: Reservoir sludge is most defi nitely preventable. Here’s how:

■ Mechanically remove as much sludge as possible and use a recommended solvent-based fl ushing fl uid to clean the remainder.

■ Label the reservoir clearly to designate the correct lubricant manufacturer, product name and viscosity to be used, and indicate the same details on PM work orders.

■ If the reservoir exterior is regularly cleaned with water, ensure the fi ll cap and breathers (if applicable) are waterproof and always in place, or position a water-defl ection shield over the reservoir.

■ Ensure the correct lubricant is used for the application ambient temperatures.

■ During change-outs, make sure the cap and breathers are reinstalled, and that the lubricant is transferred using dedicated clean equipment.

■ Always fi ll to the correct level; do not overfi ll!

■ Use regular oil analysis to determine when to change oil based on condi-tion—and don’t forget to change it and the fi lter! MT

Dr. Lube, aka Ken Bannister, will present “Industrial Lubrication Fundamentals: Certi-fi cation Preparatory Workshop,” a three-day, ICML-related Professional Development Course, at MARTS 2013. For details on this value-added lube-training opportunity, visit www.MARTSConference.com. E-mail: [email protected].

ubricationheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupC

ubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationubricationL



“Sustainable industrial production” means long-term, holistic thinking. Key examples include minimal unplanned downtime, less friction and reduced lubricant consumption. The effect: lower energy consumption, less CO2 emission, longer maintenance intervals and longer component lifetime. To keep up with your sustainability goals, we are continually improving our environmentally-friendly lubricants.

Klüber Lubrication North America [email protected]/sustainability4

your global specialist

Specialty lubricants for sustainable effi ciency

klu1870-06sust1-3VT-mtD1.indd 1 3/11/13 9:41 AM


LISTEDNO. MH47936

OilSafe instantly safeguards your workflow.

The moment it arrives on your floor, the OilSafe® lubrication system establishes

best practices and simplifies maintenance. No assembly or training required.

The visually intuitive color coding shows your team exactly where to put every

lubricant�—�eliminating risk and errors. Keep your entire manufacturing environment

running better, safer, cleaner and longer with OilSafe.

Start seeing business improvements today with OilSafe.OilSafe.com/seevalue | 855-211-4801

Precise-pour transfer containers eliminate spills and slowdowns.

Customizable labels ensure that every lubricant goes in the right place every time.

Modular bulk storage cleans up your lube room and prevents contamination.

OPEN BOX. SEE VALUE.

12-FDS-0057_ad_FDS Print Management 2013 LubricationManagementTech_OpenBox.indd 1 3/6/13 9:53 AM



ONTORoad

THE

Rick Carter Executive Editor

Long regarded as one of the most sustainability-conscious

companies in the world, the respected bearing maker now

includes this green building standard in its expansion plans.

SKF’s LEED Edge

There are many paths to sustainability, most of which fall into two main

categories. Recycling/reuse is the fi rst and maybe the most-used because

it is easy to implement and offers a good visible example of sustainability

in action. The second category—reconfi guring equipment, processes

and facility systems for greater effi ciency—tackles sustainability from the key

perspective of energy-use reduction. There’s also a third category, but one that

has so far played only a minor role in manufacturing: LEED certifi cation.

SKF USA’s headquarters building in Lansdale, PA, is certifi ed LEED Platinum, the highest ranking possible.


Short for “Leadership in Energy and Environmental Design,” LEED is a set of globally recognized design standards that can help ensure new and retrofi tted build-ings use less energy, occupy a smaller carbon footprint and provide a safer, healthier working environment. To take advantage of this path, manufacturers must be building new facilities or signifi cantly retrofi tting existing ones. They must also be committed to budgeting more for specifi c green-design aspects—only some of which offer monetary payback.Global manufacturer SKF, known for its bearings and related industry-leading technologies, is in this position today, and has made LEED a key part of its expansion plans.

Why LEED?LEED is a voluntary, consensus-based, market -driven pro-gram that provides third-party verifi cation of green build-ings, according to the nonprofi t U.S. Green Building Council (USGBC), where LEED originated in 1998. LEED has become perhaps the best-known and respected among several global standards with similar goals. A key word in the LEED defi nition is “design.” This certifi cation isn’t awarded for random green actions, but for carefully designed plans that integrate the USGBC’s pre-determined, environmental and sustainable features. The more of them that a building incorporates, the higher its LEED rating. Some 52,000 LEED


Inspired by the purpose of its main product, the bearing, to “reduce friction,” SKF has long sought to similarly reduce energy in its operations. Doing so placed it ahead of the energy-saving curve in the 1900s when the company formed. Many still regard SKF a leader in this area thanks to many well-defi ned efforts, including its BeyondZero program.

Introduced in 2005 and expanded last year to include a full portfolio of specifi c product and service solutions, BeyondZero broadens the company’s own energy and environmental manage-ment efforts to include ways in which SKF can help its customers reduce energy and environmental impact. BeyondZero program goals are:

1. To reduce the negative environmental impact deriving from SKF operations.

2. To increase the positive environmental impact of SKF solutions by offering new technologies, products and services with enhanced environmental perfor-mance characteristics.

Between 2006 and 2011, SKF reduced the total energy requirements of its manufacturing operations by 10% as its business grew by 25%. In the same period, the company cut its greenhouse gas emissions, largely CO2, by 25%.

To help enable those type of gains for its OEM and end-use customers, SKF focuses BeyondZero on the following fi ve areas:

■ Bearings

■ Seals

■ Lubrication systems

■ Mechatronics

■ Services, including 3D computer mod-eling, advanced condition monitoring, reliability and asset management

The BeyondZero portfolio offers solu-tions ranging from low-friction bearings and seals to electro-mechanical actuators

and all SKF products and solutions for renewable energy. Examples include:

■ SKF Rotor Positioning Bearings, a key element in the stop-start engine system of micro hybrid cars. In the micro hybrid design, a gas engine stops when car movement stops, and restarts when the gas pedal is pressed. It does not include an electric motor, but does feature regenerative braking, and is estimated capable of improving fuel economy by 20%.

■ SKF Energy and Sustainability Management services, which can help organizations reduce energy consump-tion through an extensive, plant-wide assessment that identifi es high-energy-use areas within an operation.

■ SKF ConRo, a fully-sealed roll-line unit for continuous casting operations in the steel industry. It reduces CO2 emissions by an estimated average of 1.5 tons per roll per year. In a contin-uous casting machine with 400 rolls, this means an annual CO2 reduction of approximately 600 tons.

Learn more at www.beyondzero.com.


‘BeyondZero’ Extends SKF Energy Expertise To Customers


certifi cations exist globally across LEED’s four point-based rankings: Certifi ed, Silver, Gold and Platinum. Certifi cations are awarded to all structure types, including factories, homes and schools, and mostly for new, but also retrofi t-ted construction.

Importantly, LEED is not about a structure’s purpose. Therefore, manufacturing processes, however sustainable or effi cient, cannot be LEED-certifi ed. So why does SKF—a company that has long operated sustainably and with high regard for environmental concerns—fi nd it worthwhile to pursue LEED certifi cation for its newest factories? It has everything to do with SKF Group CEO Tom Johnstone.

“He [Johnstone] is a fi rm believer in the principles of doing sustainable business and driving the whole organiza-tion to understand these issues and improve our customers’ performance and our performance,” explains Rob Jenkinson, Director of Corporate Sustainability. “He is very much behind this, and he looks at everything: Any process we run he asks how we can ensure the best environmental performance and the best health and safety performance.” Making the point through example, SKF USA, Inc., recently sought the highest possible LEED level (Platinum) for its new headquarters building in Lansdale, PA. Opened in 2010, the three-fl oor, 117,000-sq.-ft. offi ce building near Philadelphia features a geothermal heating/cooling system, solar panels, water reclamation and practically every other LEED component possible—including a nicely framed Platinum certifi cate.

Linking LEED and manufacturing Manufacturing facilities present more environmental chal-lenges than offi ce buildings, but that has not kept SKF’s sustainability team from working Johnstone’s directives into SKF’s guiding principles. Initiatives include SKF’s BeyondZero program (see sidebar, page 27) along with its Sustainable Factory Rating (SFR) system, which incorporates company-specifi c, LEED-like guidelines for SKF manufacturing operations along with the actual USGBC LEED guidelines for building construction. In a typical SKF bearing-man-ufacturing facility, the LEED guidelines impact energy use through specifi cations for HVAC and lighting, which account

for about 35% of plant energy use. SFR guidelines cover the remaining 65% of a plant’s energy bill, and focus on process energy demands and other environmental and human issues. The combined SFR/LEED requirements are mandated for all new SKF construction, greenfi eld or brown, and all are subject to certifi cation: LEED by a third party (the Green Building Certifi cation Institute) and SFR by internal SKF auditors.

SKF sites support other standards, too, including ISO 50001, ISO 14001 and OHSAS 18001, which could lead one to wonder if this array of building and operational require-ments in any way hampers new-project development. With some 18 new facilities constructed or under construction worldwide since 2010, when SKF formally adopted LEED, that’s clearly not the case.

According to Jenkinson, SKF’s approach to building new facilities can be boiled down to two basic questions it asks of itself. “The fi rst is, how can we build facilities anywhere in the world in a way that ensures the construction process is well-managed so people are safe and treated with respect? This approach might be a given in the U.S. or Europe,” he says, “but SKF is increasing its presence across the world. And even if the regulations in China or India, for example, are similar to those in Europe, enforcement isn’t the same. So we take this upon ourselves. The second question is about environmental performance. We ask, how can we ensure that our facilities have a minimal impact on the local environ-ment using the best available technology?”

Though Jenkinson admits that it’s always challenging to set up where you haven’t been before, he points out that SKF has not yet had to compromise its main environmental goals anywhere. The company’s recently opened bearing plant in Tver, Russia, for example, one of its three current new LEED-certifi ed plants (with another 15 under construction or on the way to certifi cation), presented challenges because SKF was a newcomer to the country. Not having operated in Russia since the early 20th century, it did what it has become used to doing in China and India—familiarize itself with local regulations, suppliers and the workforce. A consultant was hired to assist with Tver’s LEED design and to train the project manager and other plant personnel in LEED requirements. “But once the factory starts to run, the local staff has to set up the environmental system and the controls around them,” says Jenkinson, who adds that he was highly impressed with how smoothly the process went.

The resulting 104,000-sq.-ft. Tver operation, on line since 2010, makes bearings for the Russian rail industry, which is enjoying new investment due to offi cial efforts that promote rail use. The facility’s Gold-level LEED status is based partly on energy-saving features that have allowed its heating and cooling systems to operate on 40% less energy than the SKF factory baseline.

ONTORoad

THE

LEED isn’t about a structure’s purpose. Thus, manufacturing

processes, however sustainable or effi cient, can’t be LEED-certifi ed.

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

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

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

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


ONTORoad Sustainability

THE


The main LEED features at Tver include. . .

■ High-efficiency HVAC equipment with heating/cooling recovery

■ High-efficiency window glass

■ High-efficiency light fittings, including LED

■ Plant location that takes advantage of local weather patterns and exposure to natural light

■ Increased insulation on walls and roof

■ Segregation of waste and recycling during plant construction

■ Construction material with high recycled content, espe-cially steel and insulation

■ Focus on use of regional construction material

■ Minimum 50% use of wood certified by the Forest Stew-ardship Council as coming from environmentally sound harvesting practices

■ Low-VOC internal materials, including, paints, coatings, sealants and adhesives

■ Segregation of waste and recycling in all plant operations

The number of LEED points applied for in a given design is up to the user. Choices are based on need, budget and what can be physically accomplished at the site. LEED guidelines are also regularly reviewed to keep them relevant with regard to real-world factors such as weather, lot size, water supply, access to mass transit and more.

While startup projects like the Tver plant can typically incorporate a high number of LEED features, rehabbed facilities can achieve high-level LEED certification using different USGBC systems. For example, part of SKF’s Platinum-level Lansdale headquarters includes a

Opened in August 2012, SKF’s newest Solution Factory in Cleveland, OH, is in line to receive Silver LEED status for its use of water reclamation, energy-efficient HVAC and lighting systems, plant-wide recycling and other LEED factors. This rehabbed 1970s facility combines two former SKF operations (spindle remanufacturing and custom seal machining).



rehabbed former manufacturing building. And the company’s new Cleveland-area Solution Factory, which opened last summer, is a complete retrofit—and a very successful one.

“This building (the Cleveland-area facility) dates from the ’70s,” says Jon Stevens, Vice President, SKF Solution Factory, North America, and in charge of implementing these specialized operations. “It was a former medical-device manufac-turing site that had been empty for at least five years.”

Despite its lack of green compo-nents, the Cleveland facitliy attracted SKF because its location would enable the company to combine two existing local SKF facilities (a spindle remanufacturing operation and a custom seal machining facility) into one without losing employees. “And it had great bones,” says Stevens, “which made it easy for us to imple-ment the design we needed. We wanted a very flexible facility from a manufacturing standpoint, and we knew we could implement envi-ronmentally sustainable design and construction here.”

Stevens says flexibility is key to the Solution Factory concept because these operations are designed to create custom solutions quickly and efficiently for local customers. The Cleveland-area operation, located in the suburb of Highland Heights, is the most recent to open (August 2012) and at 71,000 sq. ft., is the largest among 20 others that operate in North America and globally. It is also the only Solu-tion Factory to apply for LEED (Silver) certification. Major LEED-related upgrades to the Cleveland site include a complete roof replacement with added R-25 insulation and additional insulation on the inside of all exterior walls. The previously exposed cinder-block walls were studded out to receive R-14 insulation.

phone: 281-482-2727 | [email protected] | www.cascademvs.com

Easy-Laser® E940 Machine Tool System Highlights:Newly designed machine spindle brackets - speci� cally for the machine toolsHyperPSD™ technology - gives a displayed resolution of 0.000005”/0.005 mils Versatile programs - measure straightness, � atness, level, squareness, pointing direction of spindles, bearing condition and moreBluetooth® connection - enables wireless freedomDocuments data and generates graphics - provides you with the most accurate results for your measurement

We make it easy!

PRECISION SERVICE VALUE

Other upgrades include. . .

■ A 2500-gal. collection tank that harvests rainwater for use in the site’s toilets

■ High-efficiency, LEED-certified HVAC system

■ Energy-efficient T5 lights in 38,000 sq. ft. of shop space

■ Highest possible content of recycled materials in carpet, ceiling tiles and doors and office furniture

■ Low VOC paint throughout

■ A plant-wide recycling program for paper, cardboard, light bulbs, batteries, computers and printers, plastic and aluminum

■ LEED-certified variable drive air compressor

■ Occupancy sensors on offices and conference rooms

■ All Energy-Star appliances and computer equipment




GreenGadgets

Diesel Towable Generators Meet EPA Standards

Baldor Generators offers two new diesel towable units that meet Interim Tier 4 EPA emissions regulations. Powered by John Deere engines, the TS500T and

TS190T are both fi tted with a diesel oxidation catalyst (DOC) and particulate fi lter (DPF) to minimize harmful exhaust gases.

The TS500T is rated for 500 kVA / 400 kW at 480/277 and 208/120 Volt, three phase and rated for 250 kVA / 250 kW at 240/120 Volt, single phase. Its integral diesel fuel tank holds 550 gallons.

The TS190T is rated for 186 kVA / 148 kW at 480/277 and 208/120 Volt, three phase and rated 128 kVA / 128 kW at 240/120 Volt, single phase. It incorporates a 210 gal. diesel fuel tank.

All TS mobile gensets are designed with sound-attenuated and weather-resistant enclosures to keep noise in and weather out. A lighted operator-friendly control panel features a digital controller and a main circuit breaker. Receptacles, remote starting connections and voltage reconnections along with the control panel all come standard behind pad-lockable access doors. Both units are available in a trailer-mounted or skid confi guration.

Baldor Electric Co.A Member of the ABB GroupFort Smith, AR For more info, enter 05 at www.MT-freeinfo.com

“We copied the Lansdale model with pride,” recalls Stevens. As a result, the challenges they faced had more to do with deciding what they could implement for Silver certifi cation on a very tight schedule. “We wanted to be up and running in less than fi ve months from when we signed the lease,” he says. “It’s not easy to fi nd LEED-qualifi ed components like HVAC units on short notice like that, but we did. We also had to quickly learn the availability for locally sourced materials like studs and drywall.”

Still, the brownfi eld location did affect SKF’s chances to incor-porate several other LEED goals. “Certain points weren’t available because our location is not as well covered by those associated with sustainable communities, like mass transit or local residen-tial,” notes Stevens. Also, solar power was not deemed a practical choice for the location, nor was geothermal heating/cooling due to the site’s relatively small acreage. “Geothermal is one of the distinctions that gets you from Silver into Gold or Platinum,” he says, “so we had to go in other directions like rainwater recla-mation.” They did receive points for reclamation of an existing facility and for making the best parking spaces for carpoolers and those who use low- or no-emission vehicles. “But the most convenient space is for those who ride bicycles,” he adds, “so we put showers in the facility, too. You can’t just have a bike

rack to get the points, you have to provide employees the ability to get cleaned up.”

While Stevens awaits word regarding fi nal approval of the Cleveland Solution Factory’s submission for Silver LEED certi-fi cation, he’s also focused on the next one—a greenfi eld design to be located in Birmingham, AL, that will also apply for LEED certi-fi cation. For that site and the Solution Factories that follow, he has a sustainability wish list that includes zero-waste operation. He says this is worth pursuing despite the diffi culty it presents for bearing and seal-making operations like SKF’s that must integrate different types of materials in the process.

“We may never reach zero waste,” Stevens says, “but we can think about what waste we create and why we create it.If we can stop making it—because waste in any form is bad—that makes us more effi cient.” Describing a complex procedure the company might use to separate waste from recyclable mater-ial in its fast-moving processes, he notes pursuit of such a solu-tion is emblematic of the holistic approach SKF takes in solvingall sustainability challenges it faces. “LEED, SFR and BeyondZero aren’t things we just do randomly,” he explains. “They defi ne how we think about the problem. This is how we run.” MT


adgetsadgets

All TS mobile gensets are designed with sound-attenuated and weather-resistant enclosures to keep noise in and

RELIABILITYTHE

F I L E SRELIABILITYF I L E S

Volume 3 Number 4

M A I N T E N A N C E

TECHNOLOGY®


Sponsored Section

34 | MAINTENANCE TECHNOLOGY Sponsored Information THE RELIABILITY FILES / APRIL 2013

RELIABILITYTHE

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

TECHNOLOGY®


ProblemPrior to the installation of the Scalewatcher systems, one set of generator air coolers was removed from the water-cooling system during every planned maintenance shutdown so that sludge could be manu-ally removed from the copper tubing. According to A. F. Suezo, Jr., Plant Manager of the Complex, “Scientifi c studies showed that scale build-up reduces the effi ciency of the cooling system and just ¼ inch of scale formation can increase heating costs by 40%.”

SolutionScalewatcher’s environmentally friendly technology provides a permanent solution to hard water problems without the need of chemicals, salt or maintenance. These systems work by producing a varying elec-tronically applied force fi eld, induced by a coil wrapped around the outside of the pipework, which keeps minerals in suspension and, thus, prevents lime scale from forming. The water’s increased solubility lets it dissolve existing scale, which is then gradually fl ushed away.

Return On InvestmentOnce the Scalewatcher systems were installed, it was observed that the scale, sludge and slime formation in the generator air coolers had been reduced to a point whereby during subsequent planned maintenance shutdowns, the plant’s maintenance team was able to discontinue the dismantling of all other air coolers for cleaning.

Although it’s diffi cult to quantify the apparent increase in capacity and other benefi ts, Mr. Suezo points to conservative estimates indicating that even with a minimal increase of 1%, the plant will save 204MW of electricity per year—which equates to annual savings of P15,202,800.00 (or around US$350,000).

In November 2011, Scalewatcher North America was advised that although Unit 4 was rated at 50MW, because of its age, the capacity had deteriorated to 30MW. Since installation of a Scalewatcher system, the unit’s capacity has increased by 5MW. Although their report was conservative, Mr. Suezo and Mr. Pates, the site’s Mainte-nance Manager, noted that the additional capacity was suffi cient to light as many as 5000 homes and provide savings of $232,558 a month. Therefore, in the 39 months following the fi rst Scalewatcher installation, Unit 4 generated additional revenue amounting to $9,069,762.

Scalewatcher, North AmericaOxford, PA

Producing Major Savings For A Major Power Producer


Scalewatcher North America, manufacturers of the original, patented

and award-winning computerized electronic water-conditioner, offer a range of systems to suit domestic, commercial and industrial applications. Scalewatcher’s technology is based on continuous research and over 20 years experience and expertise as market leaders in electronic scale control with countless units sold world-wide. Each Scalewatcher system has a 5-year manufac-turer’s warranty and comes with a full-year performance guarantee. Costs include free shipping within the USA.

National Power Corporation (NPC)* is the largest provider and generator of electricity in the Philippines. Built in 1979, NPC’s Agus 6/7 Hydroelectric Plant Complex is located along the Maria Cristina Falls on the Agus River in Mindanao. The Complex is made up of two hydroelectric power plants: Agus 6 encompasses Units 3, 4 and 5 and produces 150MW of electricity, while the smaller Agus 7 consists of Units 1 and 2 and has a rated capacity of 54MW. Between 2008 and the end of 2011, nine Scalewatcher water-conditioner systems were installed in the generator air-cooling equipment at the Complex. They have markedly improved both cooling effi ciency and rated capacity.

*Founded in 1936, in Quezon City, National Power Corporation (NPC) produces power using geothermal, natural gas, hydro-electric, oil and coal, and primarily serves distribution utilities, co-operatives and industrial customers across the Philippines.

APRIL 2013 / THE RELIABILITY FILES MT-ONLINE.COM | 35For more info, enter 280 at www.MT-freeinfo.com

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

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

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

If our product does not work for your application, we will buy it back! With our “Performance Guarantee,” you never have to worry about losing cash on a product that does not work.

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

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

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

If our product does not work for your application, we will buy it back! With our “Performance Guarantee,” you never have to worry about losing cash on a product that does not work.


SUPPLY CHAIN LINKS


Special To MT

Time really is money

for most businesses.

That includes airports,

where diverse 24/7/365

operations put increasing

pressure on maintenance

teams charged with the

performance of a wide

range of critical tasks.

Improving Switchgear Inspections At London Stansted

Like many other major airports around the

world, London Stansted Airport is open

for business 24/7. The continuous opera-

tion of its passenger terminal is crucial. As

London's third busiest airport, Stanstead also

needs to be at the ready for every eventuality,

be it bad weather or a security alert. These facts

of airport life have typically put maintenance

teams responsible for the reliability of the

facility’s low-voltage equipment under huge

time pressure.

This article is based on one that ran in the UK publication Engineering Maintenance Solutions.

A Winning Innovation...

SUPPLY CHAIN LINKS


At best, Stansted’s engineers had four hours per night in which to conduct predictive maintenance inspections. By the time they had made the system safe, this window of opportunity was reduced even more. This meant the entire inspection cycle was signifi -cantly protracted and no system could be checked under load.

With the installation of IRISS CAP Series infrared inspection windows, the savings in terms of inspection time and associated costs have been massive. Payback was instant. But the benefi ts extend way beyond that.

An initial thermal survey of the fully energized low-voltage systems that serve the main terminal block took only fi ve hours, showing just two minor cable faults. For the fi rst time, the airport had a benchmark for trending future performance and the complete assurance that everything was working optimally.

“Quite simply, this was not possible before we installed IRISS CAP Series infrared inspection windows,” says Stansted’s Engineering Compliance Manager, David Potter. “We were able to check individual circuits when they were switched off, but busbars continued to be a particular concern. They contain a huge amount of copper that absorbs a lot of heat over time before they go into fault status. You can’t see this if the system isn’t live.”

Mission impossibleLondon Stansted Airport has permission to handle 35 million passengers annually. Its throughput peaked at 23 million in 2007, but now some 17.5 million people pass through the terminal building each year. Night operations largely involve Ryanair and easyJet aircraft and cargo fl ights. Although early-morning hours offer a relatively quiet period for planned maintenance, passenger processing normally starts around 3.30 a.m.—by which time all electrical systems must be up and running.

Potter, an engineer with 24 years experience at Stansted, is responsible for strategic planning and maintenance of electrical distribution at the facility—both high- and

low-voltage. Unfortunately, while parts of the high-voltage network can be selectively shut down without compromising the operation, the low-voltage equipment does not have similar capacity.

“Our high-voltage network is owned and managed by UKPNS, but maintenance of low-voltage equipment is down to our own engineering teams,” Potter explains. “We confi rm the maintenance schedule with the Airline Operators Committee three months in advance, and our Maximo planning system fl ags up what needs to be inspected each night, but in every case it’s a race against time.”

The airport’s electrical infrastructure is enormous. Power is brought onto the site at 33kV and transformed down to 11V. The low-voltage network feeds all manner of systems

SUPPLY CHAIN LINKS


in the main terminal building—typically related to IT and baggage handling. Therefore, any unexpected interrup-tion in the power supply could have serious consequences. The potential cost of failure is also enormous: The airport’s Service Quality Rebate scheme (SQR) is a program whereby the airport has to compensate its customers, the airlines and the handling agents if it fails to meet an agreed level of expectation.

Although efficient maintenance had previously prevented serious low-voltage system failures, Potter wanted greater assurance. He had considered installing infrared windows to complement outsourced thermal imaging surveys and to allow live inspection, but products available in the market-place were deemed unsuitable.

As he puts it, “A small crystal window may have been fine for small switchgear, but the size of our equipment meant that we would end up with so many windows, our substa-tion would look like a submarine. Even if it had been viable from a practical standpoint, the cost would be huge. And, crucially, an individual window would be too small to allow the all-important inspection of an entire busbar.”

EurekaPotter’s “Eureka” moment came when he read an article on IRISS Custom Application Product (CAP) Series infrared windows made from transmissive polymer. This type of fully impact-resistant material allows the window to be any size—an ideal solution for applications involving large switch-gear. He quickly contacted IRISS for assistance.

Although IRISS initially considered the work to be a two-phase project, the low cost of its product allowed all substa-tions serving the terminal block to be fitted with the new CAP windows at one time. The potential savings in inspec-tion time and the ability to inspect live systems, including the busbars, easily justified the investment.

The specification was approved on Nov. 6, 2012, a compre-hensive installation plan was then drawn up by IRISS and the entire job completed by Christmas.

Getting it all doneAccording to Potter, the IRISS team was quite flexible in working to complete the job within the time constraints imposed by 24-hour operation. Having installed an isolation

SUPPLY CHAIN LINKS


sheet on each cabinet, the thick door panel was removed to the access road where the required hole was cut with a jigsaw and the appropriate IRISS CAP Series window fitted.

This work continued until a total of 72 windows had been installed, comprising a combination 6”, 12” and 24” products—all of them available in the standard range. The largest window is, of course, ideal for thermal inspection of busbars and multiple components.

Given the fact that IRISS CAP Series windows can be fully customized to suit the application, they offer users a wide range of benefits. For example, a window no longer needs to be round, nor is its size restricted. (A crystal window, by comparison, becomes too fragile beyond a 4” diameter.) More-over, the IRISS technology reduces the number of windows required, their installation time and associated costs.

The paybackOnce they were in place, the new IRISS windows at London Stansted had an immediate impact on switchgear inspec-tion time.

“It took just five hours to complete the job in daylight hours, including walking from one substation to the next and coffee breaks,” David Potter recalls. “Previously it would take us two nights to inspect just one panel. Now there’s no need for isolations or back feed and our engineers’ safety is completely assured. A single thermographer with a thermal imaging camera and without PPE can do everything.”

IRISS performed the first thermal imaging survey following the installation of its windows on Jan. 8, 2012. It’s a testament to the skill of the London Stansted Airport maintenance team that only two minor faults were discov-ered. (Considering the scale of the airport operation, that’s a significant achievement.) The thermal inspection report provided a comprehensive snapshot of the health of the entire low-voltage network at London Stansted.

Potter is quite pleased with the report. “I now have the thermal performance of each system printed out,” he notes, “and for the first time, a benchmark on which to base future thermal inspections. Previously, it would take us a couple of years to inspect the complete network and even then we had no idea what was happening under load.”

These days, with the knowledge that his switchgear systems have been thoroughly inspected, Potter is able to rest much easier. “Now, we can see the live circuits and cables and the temperature rise on busbars,” he explains. “This means we are able to apply trends to every system. In short, I now know the terminal is truly safe and that’s a big tick against my list. I’m really sold on this technology.” MT

Coincidentally, the IRISS CAP Series window technology referenced in this article has been named a Runner Up in the “2012 Maintenance & Reliability Innovator of the Year Award Program.” Congratulations!


MOLDED-OIL™ BEARINGS AND K1™ LUBRICATION UNITSNSK Molded-Oil™ Bearings and K1™ Lubrication Units for linear guides are innovative

products designed to deliver superior performance in water and dust-contaminated

applications. They maximize productivity by extending service life and eliminating

the need for re-lubrication. For superior solutions, superior performance and superior

innovation, Think NSK.

MOLDED-OIL™ BEARINGS AND K1™ LUBRICATION UNITS

B A L L B E A R I N G S | R O L L E R B E A R I N G S | L I N E A R M OT I O N P R O D U CT S | T E C H N I C A L S E R V I C E S

1.88ThinkNSK (888.446.5675) www.nskamericas.com

SUPERIOR SOLUTIONS. SUPERIOR PERFORMANCE.SUPERIOR INNOVATION.


TECHNOLOGY SHOWCASE


On the horizon and moving toward you...Safety Matters


Power Monitoring App For iPads Helps Facilitate Safe Operation In Hazardous Locations

Summit Technology, Inc., manufacturer of the PowerSight™ line of power monitors and power-quality analyzers, has introduced PSM-i (Powersight Manager software for the iPad®) as a free app download on

Apple iTunes. With PSM-i installed on an iPad, the user can set up, operate, display and

analyze data graphically from a WiFi-enabled PowerSight meter that is often inaccessible without taking cumbersome safety precautions. For example, the NFPA 70E and CSA Z462 standards require the use of personal protec-tive equipment, or PPE, when the circuits to be accessed present an arc fl ash hazard. While an iPad equipped with PSM-i does not eliminate the need for PPE entirely, it reduces PPE use to a minimum to provide relief to the worker operating under diffi cult conditions.

According to the company, the iPad’s small size and weight and outstanding graphics capabilities make it an ideal companion for testing with PowerSight meters. The “Wizard Screens” feature provides a simple and intuitive guide to planning and setting up a power study. In addition, the user can view dozens of high-resolution screens that allow real-time access to waveforms and phasor diagrams, as well as multi-meter displays of instantaneous power values. Among other things, an iPad equipped with PSM-i also enables the user to record and download monitoring data and then review, store and/or email the results. The software incorporates a built-in Report Writer that compiles data in a just a few seconds and generates a professional-looking summary that includes text table and graph plots.

Summit Technology, Inc.Walnut Creek, CA

ummit Technology, Inc., manufacturer of the PowerSight™ line of


TECHNOLOGY SHOWCASE


For more info, enter 81 at www.MT-freeinfo.comFor more info, enter 80 at www.MT-freeinfo.com For more info, enter 83 at www.MT-freeinfo.com


11510 Goldcoast Drive, Cincinnati, Ohio 45249-1621

Phone (800) 903-9247 Fax (513) 671-3363 E-mail: [email protected]

Internet: www.exair.com/48/199.htm

EXAIR Corporation

The 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 burning, 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.


EPA-Compliant Particulate Monitor

FilterSense’s PM 100 continuous particulate emission monitor and baghouse leak detector incorporates Automatic Zero and Span Checks to eliminate manual calibration audits as required by the US EPA for MACT and other

regulations for fabric-fi lter particulate emissions monitoring. In addition to the product’s internal self-checks, the manufacturer says its fi eld-proven induction-sensing and protected-probe technologies provide enhanced reli-ability over older opacity and triboelectic technologies. As particles fl ow near and around the probe, a minute current is induced. A DSP processes that signal into an absolute output relative to particulate fl ow. A protective layer over the probe works in combination with induction-sensing to ensure reli-able operation with conductive particulate, moist powders, corrosive gases and particulate buildup. According to FilterSense, maintenance is minimal with this modular-platform product, and there’s no need for an air purge. For durability, the sensors are passive and free of electronics. For safe, easy access and to facilitate EPA QA checks, the control unit and electronics are remote.

FilterSenseBeverly, MA

MACHINING WITHOUT COOLANT

Program Details & Registration Information Will Be Announced Soon

Plan Now To Attend MARTS 2013

HOLD THESE DATES April 30 – May 3, 2013

Come Help Us Celebrate Our 10th Anniversary

As Always, You’ll Find Just What You Need:Training Networking Solutions

The Hyatt Regency O’Hare Hotel, Rosemont, IL.

www.martsconference.com For more info, enter 84 at www.MT-freeinfo.com

MAINTENANCE LOG

APRIL 2013 MT-ONLINE.COM | 45 APRIL 2013 MT-ONLINE.COM | 45

Pedro CasanovaLUDECA, Inc.

LUDECA was contacted by a customer about a Cooper

Turbo Compressor that was exhibiting high levels of

vibration—the kind that could impact the unit’s long-

term operation and reliability. Fortunately, the customer

owns a ROTALIGN ULTRA laser shaft-alignment system (Fig.

1) equipped with the optional LIVE TREND module that can

monitor positional changes due to thermal growth over time.

That capability offers great value for operations whose critical

equipment systems are subject to thermal growth situations.

Thermal growth can be an expensive proposition for a plant. As machines heat up, thermal expansion causes changes in the alignment condition, which can lead to higher vibration and temperatures, along with higher power consumption and a consequent increase in maintenance costs.

The customer’s turbo compressor is driven by a motor rated as 1750 hp at 3550 RPM. The alignment targets that the customer was using were called into question when vibration continued even after performing a successful

Thermal growth can

damage your equipment

and processes, not to

mention your bottom line.

Monitoring positional

changes it causes is a

good way to keep this

pesky phenomenon from

getting out of hand.

Dealing with thermal growth...

LUDECA was contacted by a customer about a Cooper Thermal growth can

Improved Trending Leads ToMore Accurate Alignment Targets

Fig. 1. Cooper Turbo Compressor Unit with ROTALIGN ULTRA laser shaft alignment system in the foreground

MAINTENANCE LOG


shaft alignment with the ROTALIGN ULTRA. To verify—and possibly redefi ne—the targets to be used for future alignments, the LIVE TREND monitoring system was set up on the machine, with the brackets fi rmly bolted into place as shown in Fig. 2. (Although not employed in the customer’s application, simple repair putty can be used, which would reduce the time needed to get the LIVE TREND module into place.)

After collecting data for about three hours, the original targets for Vertical Offset (VO

1) of +10.0 mils and Vertical

Angularity (VA1) of +4.0 mils at an 8.5-inch diameter

coupling were confi rmed to be inaccurate. Thus, a new VO target of -6.4 mils and VA target of +6.6 mils per 8.5 inches were established. Figure 3 shows the fi nal growth data. (NOTE: Since the monitoring was conducted from “Cold to Hot,” the Cold Alignment Targets will be the same values, but with opposite signs.)

Calculating the costs of inaccuracyThe original VO target was so inaccurate that it was no wonder the machine was vibrating severely at operating temperature. The motor had been set 10.0 mils high (VO

t = +10 mils)

instead of 6.4 mils low, as the LIVE TREND data suggested it should be. This state of affairs caused the machines to be misaligned by as much as 16.4 mils. Although the original VA target error of 2.6 mils was less severe, it still needed to be addressed.

It was decided that the new targets would be used to align the machines at the next opportunity.

Calculating the benefi ts of improved trendingThe next scheduled downtime for the problem unit occurred a month later. Once the equipment was realigned to the new

targets, the team hoped to see a reduction in the damaging vibra-tion levels they had been experiencing. When the machinery was started, it stabilized at normal operating temperature. Incredibly, the vibration levels (as shown in the before-and-after data of Table I) were measured at near zero. MT

Pedro Casanova is Senior Alignment Application Engineer with LUDECA, Inc. Telephone: (305) 591-8935; email: [email protected].

Fig. 2. The LIVE TREND monitor bolted into place

Fig. 3. Final growth data per LIVE TREND

Table I. Before and After Live Trend Vibration Readings of Customer’s Turbo Compressor


Table I. Before and After Live Trend Vibration Readings of Customer’s Turbo Compressor

Vibration Reading

1st Stage

2nd Stage

3rd Stage

Before LT (in/sec)

0.91

0.62

0.40

After LT (in/sec)

0.12

0.08

0.10

We are the experts in tailor-made GracePort® configurationsGrace Engineered Products has been providing exactly what our customers need for 20 years. We offer our customers highly customizable GracePort® configurations for any application they can imagine.

And, we complete the task with a fast lead time – just 3-5 days!

800.280.9517info.graceport.com/4MT2013

20 YEARSOF CUSTOM FITTINGS


SOLUTION SPOTLIGHT


Energy, next to raw material, remains one of the leading controllable costs in most manufacturing processes. Great strides have been made over the years to make

plants more effi cient by recovering heat from the process in cross-exchangers. But heat exchangers foul. It’s a fact of life. How fast they foul depends on a number of factors, including exchanger material and design, process fl uid composition, process fl ows and temperatures. Fouling is caused by a variety of mechanisms, including those that are corrosion-related, or process conditions like coking, or composition factors like solids precipitation, to name a few.

One problem with which companies struggle is that of an operating condition or feedstock creating accelerated exchanger fouling. For example, refi neries have begun to see issues with particular crude blends that cause asphaltenes to precipitate out and rapidly foul the crude pre-heat train. Relatively short-term excursions in cooling water pH can lead to rapid buildup of microbial fouling in all of the cooling water exchangers at the site. In these circumstances, it is important to quickly notice when exchanger perfor-mance is degrading.

Plants are designed to operate despite fouled exchangers. The consequence of lost heat recovery in exchanger trains is higher steam or fuel consumption in downstream units, and more heat rejected to cooling water. This costs money and increases carbon footprints. Emerson’s studies estimate that just 1% improvement in the heat recovery train for a 280,000-bbl/d refi nery is worth about $1.8 million annually in energy savings. That’s great news, but without on-line monitoring, how do you know when an exchanger is fouled enough to justify its removal from service for cleaning? Periodic manual exchanger surveys call for engineering manpower. They’re also inadequate for detecting rapidly developing conditions.

What’s new?Many plants were initially built with only necessary instru-mentation to safely operate their units. And since exchanger monitoring isn’t critical, exchangers were often insuffi ciently instrumented to conduct real performance monitoring—thethermowells were there, but the instruments were not. With today’s wireless devices, the cost to instrument a train of heat exchangers with the temperatures, pressures and fl ows needed for on-line monitoring has been greatly reduced, making monitoring solutions much more easily justifi ed.

Once the process values are available, an application is needed to calculate the exchanger performance and notify personnel when a problem is detected. That’s where Emerson Process Management comes in: It has recently introduced AMS Suite: Essential Asset Monitoring (EAM), a suite of on-line performance monitoring solutions for various types of assets such as pumps, heat exchangers and blowers.

EAM for Heat Exchangers is designed to monitor shell-and-tube exchanger conditions relative to a unit’s original clean state. Key performance metrics like exchanger heat duty, heat transfer coeffi cient, fouling factor and cost of fouling are used to determine an overall health value for the exchanger. An example display from the AMS Suite: EAM-Heat Exchanger is provided in the above chart. Using this tool, operators and maintenance staff are alerted whenever an exchanger is in need of cleaning or an abnormal increase in fouling is detected. MT

Emerson Process ManagementAustin, TX


©da

niel

defo

togr

aaf—

Foto

lia.c

om

Emerson’s AMS Suite condition monitoring for heat exchangers provides on-line calculation of key performance metrics like heat duty, fouling factor and cost of fouling.

On-Line Heat Exchanger Monitoring: Real-time Assessment Of YourExchanger PerformanceA pre-engineered, integrated solution from Emerson can make life a whole lot easier around your site.It detects accelerated fouling and identifi es thebest cleaning time to optimize an exchanger’senergy usage, capacity, maintenance cost, carbon footprint and safety. Read more.


CAPACITY ASSURANCE MARKETPLACE





ATP List Services

www.atplists.comContact: Ellen Sandkam

847-382-8100 x110 800-223-3423 x110

[email protected] [email protected] S. Grove Ave., Suite 105,

Barrington, IL 60010

Customized, Targeted Lists For Your

Marketing Needs


Fault-Detection Software

The latest version of FFDWorX Fault-Detection and Diagnostic software from ICONICS is

designed and certifi ed for Windows 8, Windows 8 apps and Windows 2012 server operating systems. The off-the-shelf product can provide continuous commissioning capabilities for any manufacturing operation, and is easy to confi gure and set up to help detect energy and operational ineffi cien-cies. Visualization and diagnostics technology quickly recommends a possible cause.

ICONICSFoxborough, MA

Point-Of-Use Filter For Compressed Air Systems

LA-MAN® Corporation’s Extractor/Dryer® is a point-of-use fi lter for

compressed air systems. The two-stage fi lter is designed to effi ciently remove moisture and contaminates, and operates most effectively within 25’ of point of use. Each model offers a standard 5-Micron rating, with lower Micron ratings available. With fl ow ranges of 15 SCFM to 2000 SCFM and pressure ratings of up to 250 PSI, the unit is suited for use with air-powered tools, powder coating, pneumatic operated equipment and more.

LA-MAN Corp.Mazeppa, MN

ratings of up to 250 PSI, the unit is suited for use

Technology Moves HMIs In A New Direction

According to Opto 22, its new product named groov will change the way industry views human-machine interfaces (HMIs) forever. Using only a modern Web browser, it lets

users quickly and securely build and deploy simple, effective and scalable browser-based interfaces for automation, monitoring and control applications. These human-device interfaces (HDIs), as Opto 22 calls them, can then be viewed on almost any computer or mobile device, regardless of manufacturer or operating system, including PCs, tablets, smartphones and smart high-defi nition televisions. The initial design works with Opto 22 control systems: all SNAP PAC controllers, including SoftPAC, and OptoEMU Sensor energy monitoring units. (A later version will support OPC UA.) UL and cUL approvals are pending.

OPTO 22Temecula, CA







For additional information, please contact Foster Printing Service,

the official reprint provider for Maintenance Technology.

PMS 370 C

C: 60M: 0Y: 100K: 28

Call 866.879.9144 or [email protected]

REPRINTS ARE IDEAL FOR:

New Product Announcements

Sales Aid For Your Field Force

PR Materials & Media Kits

Direct Mail Enclosures

Customer & Prospect

Communications/Presentations

Trade Shows/Promotional Events

Conferences & Speaking Engagements

Recruitment & Training Packages

Reprints are a simple way to put information

directly into the hands of your target

audience. Having been featured in

a well-respected publication adds

the credibility of a third-party

endorsement to your

message.

CUSTOM REPRINTS

Use reprints to maximize your marketing

initiatives and strengthen your brand’s value.

Leak-Resistant Rotary Screw Air Compressor

Ingersoll Rand’s latest rotary screw air compressor model is

the R-Series 37-45 kW (50-60 hp). It is equi-pped with the same V-Shield™ technology as the company’s 55-160 kW units, which includes stainless steel pipes, metal-fl ex hoses and elastomeric face seals to prevent leaks. The piping system is also confi gured to minimize the effects of vibration. The unit is available in fi xed-speed or Nirvana Variable-Speed Drive (VSD) options.

Ingersoll RandDavidson, NC

and elastomeric face seals to prevent leaks. The piping system is also

Maintenance-Friendly Electric Chain Hoist

The Konecranes CLX Electric Chain Hoist is targeted for manufacturing applications where high-speed load transfers and

precise assembly work are required. Currently in capacities of 130 to 4400 lbs (60 to 2000 kg), CLX can be paired with workstation cranes, overhead cranes, jib cranes and more. All electronics have been placed on compact circuit boards, decreasing internal wiring and limiting the parts required for maintenance. These aluminum-frame units also feature maintenance-free transmissions and patented fi ve-tooth chain sprockets with intermediate teeth.

KonecranesSpringfi eld, OH



For more info, enter 36 at www.MT-freeinfo.com For more info, enter 37 at www.MT-freeinfo.com

For more info, enter 85 at www.MT-freeinfo.comFor more info, enter 90 at www.MT-freeinfo.comFor more info, enter 90 at www.MT-freeinfo.com

Lube-Additive Diagnostic Tool With Wi-Fi Connectivity

Fluitec’s RULER View™ diagnostic tool provides the type of critical insight into the health and remaining useful

life of the antioxidant additives in lubri-cants that heretofore hasn’t been available through other condition monitoring and analysis technologies. An advancement of the company’s fl agship condition monitoring product, the RULER, it features a microphone for real-time dictation of data relevant to the sample and an integrated camera to capture an image of the MPC patch (Membrane Patch Colorimetry, ASTM D7843) when testing for varnish potential. Technology-friendly Wi-Fi connectivity allows for seam-less software upgrades and product support. The built-in report template and integrated software lets users quickly produce high-value, professional reports on the remaining useful life of their critical lubricating assets.

Fluitec InternationalJersey City, NJ

cants that heretofore hasn’t been available through other condition monitoring

Ultrasound Data Collector

SDT has added an acceleration feature to its SDT270 ultra-

sound data collector, allowing inspectors to measure, log, alarm and analyze vibration data. It also features survey-driven tempera-ture, tachometer and static/dynamic measurements powered by an on-board synchronous database. Data can be further analyzed through the company’s Ultranalysis Suite software.

SDT Ultrasound SolutionsCobourg, ON, Canada

allowing inspectors to measure, log,





Unlock the Secrets that let you Tap your True Maintenance Potential

and Maximize Asset Reliability!

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

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

“Industrial Lubrication Fundamentals”


3-Day, On Site, Certifi cation Preparation Training Program

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

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

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


For more info, enter 38 at www.MT-freeinfo.com For more info, enter 39 at www.MT-freeinfo.com

Versatile Water Pump Pliers

The Cobra® Quick Set addition to the Cobra® Water Pump Pliers family from Knipex

Tools combines features of automatic adjusting pump pliers with traditional push-button pump pliers. Measuring 10” in length, the pliers feature a 2” gripping capacity and are useful in confi ned or hard-to-reach areas. Instead of having to press a push-button mechanism to adjust the tool, the user can simply slide the top handle forward to achieve the desired capacity. It adjusts easily with one or two hands.

Knipex Tools, LPArlington Heights, IL

Thermal Mass Flow Controllers

Brooks Instrument’s expanded line of GF 40/80 Series of thermal mass fl ow controllers features broader capa-bilities, such as increased fl ow rates up to 50 standard

liters per minute (slpm) and a “normally open” valve for non-hazardous gas applica-tions. The GF 40/80 Series is available with Brooks’ MultiFlo™, which enables users to re-program the gas and/or range in minutes without needing to remove the mass fl ow controller from service.

Brooks Instrument, LLCHatfi eld, PA


gas and/or range in minutes without needing to remove the

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

INFORMATION HIGHWAY

CLASSIFIED


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

For more info, enter 96 at www.MT-freeinfo.comwww.pip.org

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

For more info, enter 94 at www.MT-freeinfo.com www.kabelschlepp.com

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

For more info, enter 93 at www.MT-freeinfo.comwww.MARTSConference.com

For more info, enter 97 at www.MT-freeinfo.comwww.mapcon.com

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

For more info, enter 95 at www.MT-freeinfo.comwww.airsentry.com

RENEWIn order for us to send

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

completed and signed renewal form once a year.

MAINTENANCE TECHNOLOGY

RENEWIn order for us to sendIn order for us to send

we are required by the US Post Offi ce to have a completed and signed renewal form once a year.

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

completed and signed renewal form once a year.

MMMMAINTENANCEAINTENANCETECHNOLOGY

You may renew online at

www.mt-online.com

www.atplists.comContact: Ellen Sandkam

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

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

Customized, Targeted Lists For Your Marketing Needs

ATP List Services

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

Easy to use. Powerful software. Priced right. Whether you’re a three-store pizza operation or a global conglom-erate, MAPCON CMMS is designed for you. No matter if you merely want a basic start-up maintenance package or a complete enterprise CMMS solution with advanced capabilities, MAPCON CMMS is the answer.

Web Spotlight: Inpro/Seal

Increase reliability while decreasing costs with Inpro/Seal application solutions. The inventor of the original bearing isolator, Inpro/Seal’s technologies increase the reliability of rotating equipment and provide real cost savings by improving MTBR. Our superior customer service and streamlined pro-duction processes allow for same-day shipments on most products, even new designs.

For more info, enter 92 at www.MT-freeinfo.com www.inpro-seal.com

Index APRIL 2013 • Volume 26, No. 4

ADVERTISER WEB ADDRESS RS # PAGE #


1300 South Grove Avenue, Suite 105Barrington, IL 60010

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

SALES STAFF

Submissions Policy: Maintenance Technology gladly welcomes submissions. By sending us your submission, unless otherwise negotiated in writing with our editor(s), you grant Ap-plied Technology Publications, Inc., permission, by an irrevocable license, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on mul-tiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned.

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

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

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

GERRY [email protected]

CLASSIFIED ADVERTISING3605 N. TuscanyMesa, AZ 85207

480-396-9585 JERRY PRESTON

[email protected]

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

3605 N. TuscanyMesa, AZ 85207

480-396-9585 JERRY PRESTON

[email protected]

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

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

[email protected]

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

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

VINCENT [email protected]

AL, DC, DE, FL, GA, MD, MS, NC, NJ, PA, SC, VA, WV 1750 Holmes Drive

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

JIM [email protected]

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

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

BILL [email protected]

OH, KY, TN5107 Berkshire Drive

North Olmsted, OH 44070440-463-0907; Fax 440-891-1254

JOHN [email protected]

Access MT-freeinfo.com and enter the reader service number

of the product in which you are interested, or you can search

even deeper and link directly to the advertiser’s Website.

April 2013 • Volume 26, No. 4



Air Sentry ................................................................www.airsentry.com ............................................95 .......................54ALL-TEST Pro, LLC...............................................www.alltestpro.com/c/277 ................................77 .......................39ATP Lists .................................................................www.atplists.com ...............................................87 .......................50Baldor Electric Company ......................................www.baldor.com ................................................99 ......................BCCascade Machinery Vibration Solutions .............www.cascademvs.com .......................................76 .......................31CRC Industries .......................................................www.crcindustries.com/ei.................................89 .......................52Des-Case Corporation ..........................................www.descase.com ..............................................78 .......................29Diamond Chain .....................................................www.diamondchain.com ..................................90 .......................52EASA .......................................................................www.easa.com ....................................................86 .......................48Engtech Industries Inc. ..........................................www.engtechindustries.com .............................91 .......................53Exair Corporation ..................................................www.exair.com/48/199.htm .............................82 .......................43FabEnCo Inc. ..........................................................www.safetygate.com/mtech ..............................79 .......................42Fluid Defense ..........................................................www.oilsafe.com/workfl ow ..............................74 .......................25Fluke ........................................................................www.fl uke.com/vibrationmeter .......................66 .........................5Foster Printing Services .........................................www.fosterprinting.com ...................................88 .......................51Grace Engineered Products. Inc. ..........................info.graceport.com/4mt2013............................85 .......................47Inpro/Seal, LLC C/O Waukesha Bearing, Inc......www.inpro-seal.com ..........................................92 .......................54IRISS, Inc.................................................................www.iriss.com/mt ..............................................98 .................... IBCKluber Lubrication North America L.P. ..............www.klubersolutions.com/sustainability4 ......73 .......................24Lubriplate Lubricants Co. .....................................www.lubriplate.com ..........................................70 .......................14Ludeca Inc. ..............................................................www.ludeca.com ................................................61 .................... IFCMapcon Technologies, Inc. ...................................www.mapcon.com .............................................97 .......................54MARTS-Applied Technology ...............................www.martsconference.com ..............................69,84,93 .. 11,44,54Meltric Corporation ..............................................www.meltric.com ...............................................81 .......................43Miller-Stephenson Chemical Co. .........................www.miller-stephenson.com ............................64 .........................4Milwaukee Electric Tool Corporation .................www.milwaukeetool.com/thermal-imaging ...67 .........................7Mobil Industrial Lubricants ..................................www.mobileindustrial.com ..............................63 .........................2NSK Corporation ..................................................www.nskamericas.com ......................................75 .......................41Process Industry Practices .....................................www.pip.org .......................................................68,96 ...............9,54Royal Purple, Inc. ...................................................www.royalpurpleindustrial.com ......................72 .......................23Scalewatcher ...........................................................www.scalewatcher.com ......................................260,280 .........34,35SKF ..........................................................................www.amcna2013.com .......................................71 .......................21Strategic Work Systems, Inc. .................................www.swspitcrew.com ........................................65 .........................4Test Products International ..................................www.testproductsintl.com ................................80,83 ..................43U.S. Tsubaki Power Transmission, LLC ...............www.ustsubaki.com ...........................................62 .........................1U.S. Tsubaki Power Transmission, LLC ...............www.kabelschlepp.com .....................................94 .......................54


viewpoint

As we ponder ways to improve customer inti-macy, we are inundated with tools like CRM, VOC, RSS and a slew of other TLAs (three-letter acronyms). While the concept is making

some software companies and consultants very wealthy, I’m struck by the desire to build a customer-intimate culture—one focused on delivering a positive experience for the customer. This desire reminds me of a story one of our associates recently shared with me.

After a tough day, she was treating her daughter to dinner at a local restaurant where they noticed a man clad in army fatigues dining with his own daughter. Compelled by a sense of thanksgiving and ongoing discussions about Inpro/Seal’s giving program, she decided to pay for their meals (anonymously). The restaurant manager was so moved that he invited our associate to return with her daughter soon for another dinner—on the house. Walking to her car, this woman realized her bad day had suddenly turned a lot brighter. It’s amazing what a simple act of giving can do.

Many organizations establish giving programs to share their success with those who need it most. In 2012 alone, for example, an estimated $298 billion was donated to charities through corporate giving. Besides the obvious monetary and service benefits for the receiving entities, there are significant benefits for contributing organizations. Giving programs boost employee morale, empower associates to make deci-sions, create positive business images and establish strong ties to communities. Each of these benefits has a positive impact on individual employees and companies as a whole.

One often-overlooked benefit involves the ability of a giving program to translate into a customer-centric culture that puts customers front and center in everything an organization does. Key components in this type of culture include responsiveness, can-do attitudes, humility and a clear focus on overall customer needs. Let’s look at these elements from the perspective of a giving program.

At Inpro/Seal, one of our most successful initiatives is “Jean Day Wednesdays,” which allows employees to wear jeans for a $5 donation. Each quarter, the company matches those contributions, and the total amount is given to a charity or benefit fund selected by the employees. Within the past year, we’ve donated thousands of dollars to community-based and indi-vidual charities that are near and dear to our associ-ates. Another of our initiatives lets employees in the plant donate canned goods to a local food bank in exchange for being able to wear their favorite sports teams’ apparel. With so many associates participating in these programs, minimal individual giving has become something big at our company.

Watching such donations sent out as a result of their efforts has helped generate a strong can-do atti-tude among our associates. In turn, they are gently reminded that no matter how difficult their own days are, there are others in the world—including some in our community—who are facing greater challenges. I’ve seen firsthand the lessons learned as Inpro/Seal employees focus on the needs of others and discuss the charities and benefit funds to which our collective contributions should go.

At our headquarters, we display a quarterly giving plaque with a quote from Maya Angelou that has become a slogan for us: “When you learn, teach. When you get, give.” I believe this philosophy helps drive the strong customer-centric culture for which Inpro/Seal is known. If your organization hasn’t yet done so, I encourage you to embrace it soon. Mt

Mark Lee, Vice President and General Manager, Inpro/Seal

Little Acts Produce Big Results

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

It’s amazing what a simple act of giving can do.We’ve seen it for ourselves.

For more info, enter 10 at www.Mt-freeinfo.com

C

M

Y

CM

MY

CY

CMY

K

MT_Ad.pdf 1 1/22/2013 12:31:57 PM


The First Name in Power Transmission

Unmatched Quality

Superior Reliability

Improved Uptime

Quick Delivery

American Made Since 1880

Baldor Dodge® power transmission products offer reliable service and low maintenance to help reduce your total cost of ownership. Our innovative bearings, gearing and power transmission products have solved the toughest applications for over 130 years.

Our technical sales team can help you with the most challenging applications, and our worldwide distributor network ensures immediate delivery.

When it comes to PT solutions, Baldor Dodge is the first name in power transmission.

baldor.com 479-646-4711


Maintenance Technology April 2013

Documents

Transcript of Maintenance Technology April 2013