Maintenance Technology January 2012

ASSESSINGELECTRICAL RISKS

ASSESSINGELECTRICAL RISKS

Monitoring energy consumptionScoring a sustainable future

And much more...

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

Using anything other than Sullair replacement partsis like forcing a square peg into a round hole.

Sullair compressed air systems consist of highlyengineered components, carefully matched forcapacity and pressure and are designed for totalsystem integration to achieve maximumperformance and energy efficiency.

Maintaining the systemThe dependability of a Sullair system relies onproper maintenance and quality parts. In fact, allSullair service parts are designed for Sullairequipment and are built to exacting standards.

Sullair components must be routinely inspected andmaintained to ensure that you’ll always get theproductivity your Sullair system was designed todeliver — at the lowest total life-cycle cost.

Lubricant technology leadershipSullair pioneered the lubricated rotary screwcompressor and today leads in the development oflong-life and biodegradable lubricants that eliminateenvironmental pollution, improve economics, andmaximize performance.

Sullair’s name – inside and outWhen replacement parts are needed, use only thosefrom Sullair. Why? Because they are good enough toearn the Sullair name. Remember, installinganything other than a Sullair part in yourcompressed air system is like forcing a squarepeg into a round hole. Is it worth the risk?

TM

www.sullair.comSullair Corporation is a subsidiary of Hamilton Sundstrand Corporation. Hamilton Sundstrand is a subsidiary of United Technologies Corp. (NYSE: UTX)

AD_SQUARE PEG_CABP_20110927:Layout 1 12/15/11 6:08 PM Page 1


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 envi-ronment. 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.

Reliability: Own It

The Capacity Assurance Conference!


MAINTENANCE and RELIABILITY TECHNOLOGY SUMMITMAINTENANCE and RELIABILITY TECHNOLOGY SUMMIT


Hyatt Regency O’Hare, Rosemont (Chicago), IL

Now entering its ninth year, MARTS is an exciting learning event in a great location that helps reliability professionals at all levels

improve their skills and excel on the job. Pricing and attendance options for every budget make it easy

for individuals or groups to share the MARTS experience.

This MARCH... Save The Date For


MARCH 12-15, 2012

• A four-day educational experience created exclusively for reliability professionals

• 27 hour-long Conferences over two days – Tuesday, March 13 and Wednesday, March 14 –

kicked off by Keynote speaker David Boulay, president of the Illinois Manufacturing

Extension Center, and followed by reliability experts in many disciplines

• 5 full-day Workshops on Monday, March 12

• 5 full-day Workshops on Thursday, March 15

• Two professional certifi cation opportunities

Keynote AddressTues. March 13, 2012:

Managing the Trends David Boulay, president, Illinois Manufacturing Extension Center

Conference Selections:Optimizing Pump-System Performance:

The Link Between Energy Effi ciency and Improved Reliability Roland McKinney, SKF Service Division

The Top 5 Best Maintenance Practices of World-Class CompaniesEnrique Mora, Mora International Consulting Services

Maintenance and Reliability Assessment: Is World Class Right For Your Facility?

Dave Rosenthal, Jacobs Engineering

How a Community College Partnership Can Address the Skills ShortageMark Combs, Parkland College

Leveraging PAS 55 to Optimize Asset Utilization and Increase Productivity

Kris Goly, Siemens Asset Performance Management Services

Workshop Selections: Energy and Sustainability Management

Eric Huston and members of SKF Service DivisionFrom TPM to TPR: Move to the Next Level of

Maintenance and Process Reliability Enrique Mora, Mora International Consulting Services

Cause Mapping I: Eff ective Root Cause AnalysisMark Galley, ThinkReliability

Maintenance Planning and Scheduling: Increase Your Workforce Without Hiring

R. D. (Doc) Palmer, Richard Palmer & Assoc. Motor System Management

Howard W. Penrose, Dreisilker Electric Motors, Inc.

Other Workshop Presenters: Mike Gilley, Fox River Systems

Dave Krings, Consultant Jim Seff rin, Infraspection InstituteEd Stanek, LAI Reliability Systems

Bob Williamson, Strategic Work Systems


How a Community College Partnership Can Address the Skills Shortage

Enrique Mora,

Cause Mapping I: Eff ective Root Cause Analysis

For complete schedule and registration information, please go to

www.MARTSconference.com

16 Electrical Risk Assessments: Evaluating Your Power Distribution System

You can’t run safely and reliably without them. Here are some tips for ensuring these assessments pay off for your operations.

Frank Waterer, Schneider Electric

24 Taking Sustainability To The StreetsBusinessman, philanthropist and NFL great Richard Dent goes green with a plan

for a community-based project devoted to all things sustainable.Rick Carter, Executive Editor

31 Energy Monitoring And You: What Every Maintenance Pro Needs To Know

Why do it and how do you start?Benjamin Orchard, Opto 22

ON THE ROAD TO SUSTAINABILITY

ContentsFEATURES

DEPARTMENTS

Your Source For CAPACITY ASSURANCE SOLUTIONS

©Th

eSup

e87

— FO

TOLIA

.COM

4 Publisher’s Notes

6 My Take

8 Stuff Happens 10 Uptime

14 Don’t Procrastinate… Innovate!

23 Automation Insider

30 Motor Decisions Matter

35 Technology Showcase

36 Marketplace

38 Information Highway

38 Classifi ed

39 Supplier Index

40 Viewpoint

JANUARY 2012 MT-ONLINE.COM | 3

• exclusive online-only content

• late-breaking industry news

• 12 years of article archives

Your Source For Capacity Assurance

Solutions

www.MT-online.com

JANUARY 2012 • VOL 25, NO 1 • www.MT-ONLINE.com

CAPACITY ASSURANCE SOLUTIONS

CAPACITY ASSURANCE STRATEGIES

ARTHUR L. RICEPresident/CEO

[email protected]

BILL KIESELExecutive Vice President/Publisher

[email protected]

JANE ALEXANDEREditor-In-Chief

[email protected]

RICK CARTERExecutive Editor

[email protected]

ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTER

RAYMOND L. ATKINSContributing Editors

RANDY BUTTSTADTDirector of Creative Services [email protected]

GREG PIETRASEditorial/Production Assistant

[email protected]

ELLEN SANDKAMDirect Mail

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

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 2012 by Applied Technology Publications, Inc. Annual subscription rates for nonquali� ed people: North America, $140; all others, $280 (air). No sub-scription agency is authorized by us to solicit or take or-ders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: [email protected]. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By send-ing us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technol-ogy Publications, Inc. permission, by an irrevocable li-cense, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned.“Maintenance Technology®” is a registered trade-mark of Applied Technology Publications, Inc.Printed in U.S.A.

Subscriptions:FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE,

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


4 | MAINTENANCE TECHNOLOGY JANUARY 2012

It’s been an amazing journey. Moving toward 2012 and a year-long celebration of Maintenance Technology’sSilver Anniversary, I’ve been spending considerable time going through our magazine’s archives. Coming face to face with the vast amount of recognized

expertise and invaluable technical information in our past issues has been a wonderful, yet humbling, experience for me. While I’ve played just a small part in this quarter century of publishing success, the editors, artists, contributors and advertisers who’ve fi lled our pages over the years have had a major role in growing the maintenance and reliability profession. To all of them—past and present—I want to say congratulations for a job well done!

In our fast-paced world fraught with great uncertainty and change, what has remained constant is the importance of maintenance and reliability across industry and the innovative spirit of end-users and suppliers that work in and/or serve this market. I see, read and hear about it every day. That’s where this publica-tion comes in. As we’ve noted year after year, we continue to view our job as one of helping you do yours better, faster and easier. Take it from me: Our current team is just as passionate about doing that month-in and month-out as the original Maintenance Technology team was 25 years ago! I know this from immersing myself in every issue as soon as it reaches my desk.

Although the digital age certainly may be upon us, I (like many of you, I bet) still love how each print issue of Maintenance Technology looks, the feel of its glossy covers and the smell of its fresh-off-the-press ink. Every turn of a page increases my appreciation for the well-thought-out creative design and interplay between editor-ial and advertising that our team strives for—and makes me very proud to be associated with this publication.

On behalf of Maintenance Technology, thank you for helping us make our fi rst 25 years such a resounding success. I’m confi dent the next 25 will be just as exciting. Let’s continue this amazing journey! Happy New Year!

Bill Kiesel, Publisher

The JourneyContinues

PUBLISHER’S NOTESJanuary 2012

Volume 25, No. 1

• Materials tear, jam or curl

• Webs and fi lms cling to themselves

• Electronic sensors fail, making false readings

• Hazardous sparks or shocks

• Product clings to itself, rollers, machine beds

• Dust attraction ruins surface fi nishes

When the humidity is low, static electricity problems will happen.

EXAIR manufactures a complete line of static eliminators to remedy common static problems. Many use our engineered airfl ow products to minimize air use and noise while delivering maximum results by moving more static eliminating ions to the product surface.

If you would like to discuss an application or request a catalog, contact:

Prevent Shocks, Jamming, Tearing and Static Cling!

Ion Air Jet™Delivers a concentrated blast ofionized air prior to shrink wrapping, packaging and printing.

Ionizing BarEliminates static cling, dust attraction and jamming on paper, plastics and fi lm.

Watch Our Brief Video!How To Get Rid of Static & Dust!

www.exair.com/48/47048.htm


Manufacturing Intelligent Compressed Air Products Since 1983

Ion Air Cannon™Ideal for hard to reach spaces or confi ned areas that require a concentrated ionized fl ow.

Super Ion Air Knife™Produces a laminar sheet of airfl ow that fl oods an area or surface with static eliminating ions.

Super Ion Air Wipe™The uniform ��° ionized airstream neutralizes and cleans continuously moving surfaces.

Ion Air Gun™Eliminates static and dust fromparts prior to assembly, packaging, painting or fi nishing.

11510 Goldcoast Drive • Cincinnati, Ohio • 45249-1621 • (800) 903-9247 • fax: (513) 671-3363E-mail: [email protected] • www.exair.com

@exair

Although the digital age certainly may be upon us, January 1988

• Materials tear, jam or curl

• Webs and fi lms cling to themselves

• Electronic sensors fail, making false readings

• Hazardous sparks or shocks

• Product clings to itself, rollers, machine beds

• Dust attraction ruins surface fi nishes

When the humidity is low, static electricity problems will happen.

EXAIR manufactures a complete line of static eliminators to remedy common static problems. Many use our engineered airfl ow products to minimize air use and noise while delivering maximum results by moving more static eliminating ions to the product surface.

If you would like to discuss an application or request a catalog, contact:

Prevent Shocks, Jamming, Tearing and Static Cling!

Ion Air Jet™Delivers a concentrated blast ofionized air prior to shrink wrapping, packaging and printing.

Ionizing BarEliminates static cling, dust attraction and jamming on paper, plastics and fi lm.

Watch Our Brief Video!How To Get Rid of Static & Dust!



Manufacturing Intelligent Compressed Air Products Since 1983

Ion Air Cannon™Ideal for hard to reach spaces or confi ned areas that require a concentrated ionized fl ow.

Super Ion Air Knife™Produces a laminar sheet of airfl ow that fl oods an area or surface with static eliminating ions.

Super Ion Air Wipe™The uniform ��° ionized airstream neutralizes and cleans continuously moving surfaces.

Ion Air Gun™Eliminates static and dust fromparts prior to assembly, packaging, painting or fi nishing.

11510 Goldcoast Drive • Cincinnati, Ohio • 45249-1621 • (800) 903-9247 • fax: (513) 671-3363E-mail: [email protected] • www.exair.com

@exair



MY TAKE

People who know me have probably heard me say more than once that I’m like a parakeet: I like bright, shiny things. While others may enjoy discussing a range of “bling,” let’s just say that silver is my thing. That’s one of the reasons I’m so excited about this January issue. It marks the 25th Anniversary of Maintenance Technology magazine! To make note of it, you’ll see we’ve

added lots of my favorite metal to the front cover, including in the special 25th Anniversary Medallion. But the party doesn’t begin and end on this month’s cover. As our publisher Bill Kiesel alluded to in his column on page 4, we’ll be celebrating our big 25 throughout 2012. Moreover, we’re asking you, our readers, to help plan the “festivities.”

Starting next month, every issue of Maintenance Technology in 2012 will include at least one article or column selected from our archives—something from our collection of greatest hits. It doesn’t matter how long you’ve been reading us. We’re asking for your suggestions on articles or columns from our past 2+ decades to republish. While I admit to having several candidates of my own (based on repeated requests for reprints that I’ve received in the 6½ years I’ve been onboard here), drawing solely from them would be way too easy and not as much fun. I prefer to hear from you: So, which editorial in our magazine (since January 1998) has sparked your interest most or made the greatest impact on your reliability and maintenance career?

Can’t decide? Feel free to make more than one recommendation. Email the title(s), name(s) of the author(s) and approximate publication date(s) of your choice(s) to me at the address below. Then, each month, look for content bearing the 25th Anniversary Medallion shown here. I’m really looking forward to hearing what you come up with in the way of favorites.

As you wander down memory lane, though, don’t overlook several new departments and interactive features we’ve launched for 2012. They include a “Stuff Happens” news section; a “Question of the Month” for you to ponder and answer; a previously discussed quotable-quotes opportunity (“Fightin’ Words”) to which many of you have already responded, per my December 2011 column request; and a bi-monthly “Automation Insider” column by a very well-known, respected “insider” (pg. 23).

For now, on behalf of all of us who are working with Maintenance Technology these days—and all the others who helped birth and build this magazine from the ground up—thanks for a great run! We could not have done any of it without the loyalty and support of our valued readers and advertisers. It’s truly an honor to be serving your information needs. Here’s wishing each of you a very bright, shiny and prosperous new year!

[email protected]

Kicking Off A Bright, Shiny 2012

Jane Alexander, Editor-In-Chief

For more info, enter 65 at www.MT-freeinfo.comFor more info, enter 66 at www.MT-freeinfo.com

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STUFF HAPPENS

Congratulations to Frito-Lay’s Fayetteville, TN, plant for taking home the North American Maintenance Excellence (NAME) Award in 2011. (It was the only plant to be so honored in 2011.) The win was based on an in-depth evaluation of the plant’s maintenance and reliability functions in terms of organization, manage-ment, procedures, execu-tion and materials man-agement. According to Richard Dunn, Exec-utive Director of the Foundation for Industri-al Maintenance Excel-lence, which administers the award, “We could cite many areas where this plant excels. They not only execute all the basics extremely well, their efforts in safety and envi-ronmental safeguards are excellent, and their use of ultrasound methods is absolutely outstanding.” Repre-sentatives from the facility will speak at the MARTS 2012 Conference this March. Additional information about the NAME Award, including how to compete, is available online at nameaward.com.

Schneider Electric has announced the launch of its “Report and Reward Program” in the United States to obtain informa-tion about companies and individuals making or supplying counterfeit Schneider Electric products, including its APC, Square D and Clipsal brands. This fi rst-of-its-kind program is designed to ensure the manufacturer has the information it needs to pursue every means possible to stop this illegal activity and to make the industry and public more aware of this critical safety concern. It seeks not only to gain informa-tion about manufacturers and/or distributors of counterfeit components, but also the producers of counterfeit packaging and labels and facilities storing counterfeit Schneider Electric products, packaging or labels. Reports can be made in one of two ways: “With full details,” which would be eligible for a reward, or “Anonymously,” which would NOT be eligible for a reward. To learn more, go to: http://www.schneider-electric.us/go/counterfeits

The U.S. Department of Energy’s Advanced Manufacturing Offi ce (AMO) (formerly known as the Industrial Technolo-gies Program) has announced a shift in focus, effective December 1, 2011. Going forward, AMO’s emphasis will be on energy-management leadership directly with manufacturing companies. The bad news is that the agency will no longer be able to maintain formal relation-ships with supporting organizations and has ceased operation of its Save Energy Now ALLY initiative (of which MAINTENANCE TECHNOLOGY was a member). This change in direction, evi-dently, “is the result of programmatic and fi scal realignments to remain responsible to taxpayers” and to respond to a new focus from within the administration’s leadership.

What’s your top maintenance-related new year’s resolution?Go to MT-online.com/question with your answer.

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

A BIG NAME WIN FOR FRITO-LAY

(formerly known Industrial Technolo-

has announced a Industrial Technolo-

. . AND GOOD-BYE TO ALLIES

Schneider Electric has announced the

“Report and has announced the

“Report and

HELLO, HELLO...

NEWS


STUFF HAPPENS

Maryland-based Colfax Corporation, whose brands include IMO, Tuschaco, Warren and Zenith Pumps and Lubrication Systems Co. (LSC), among others, has announced the acquisition of COT-PURITECH, headquartered in Canton, OH. A national supplier of oil-fl ushing and remediation services to power-gen, refi ning, petrochemical and other industrial operations, COT-PURITECH expands Colfax’s Total Lubrica-tion Management services offering, particularly for the global oil & gas market. BIZ

BUZZ

Inspiration For Those Battling The Enemies Of Reliability & Productivity

FIGHTIN’

WORDSFIGHTIN’

WORDS

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

“� e signifi cant problems we face cannot be solved at the same level of thinking we were at when

we created them.” ...Albert Einstein

Quoted by Kate Vitasek, champion of Vested Outsourcing, during her 2011 presentation at SKF’s Asset Management 2011 event in Phoenix, AZ. (Get introduced to a diff-erent level of thinking [i.e., Vested Outsourcing]in Vitasek’s “Viewpoint” column on page 40.)

NEWS

Amid the fl urry of year-end activities, you may have missed the announcement that Emerson Process Management’s Rosemount business unit was named a Thomson Reuters 2011 Top 100 Global InnovatorSM in recognition of its achievements as one of the world’s most innovative companies. The program, an initiative of Thomson Reuters’ IP Solutions busi-ness, analyzes patent data and related metrics via proprietary methodology to scientifi cally identify the most infl uential organizations globally. In the process industries, Rosemount products are said to be specifi ed more often than any other brand of process instrumentation.

HATS OFF TO INNOVATORS EVERYWHERE

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? !

As expected, ABB recently completed its acquisition of Aus-tralia-based Powercorp, a company specializing in automa-tion and control technologies to manage the integration of renewable energy into isolated grids and keep generation in balance with consumption. It also supplies systems that stabi-lize small or remote grids by dynamically storing and releasing energy in response to frequency and voltage deviations. Pow-ercorp notes that its solutions allow high levels of wind and solar power penetration into isolated diesel-powered grids, thus reducing emissions and dependency on fossil fuel. The acquisition strengthens ABB’s control-technologies portfolio and brings expertise for the integration of renewable energy into conventional micro- and remote-island grids.

IN THE WORKS

Dresser-Rand Group Inc., the global supplier of rotating equipment and aftermarket parts and services, signed

a defi nitive agreement to acquire Synchrony, Inc., a privately held, Roanoke, VA-based technology-development company whose portfolio includes active magnetic bearings (AMB), high-speed motors and generators and power electronics for clean, effi -

cient and reliable rotating machinery. The transaction is expected to close in January 2012.


UPTIME

“Do you know why you rear-ended that car in front of you? Someone said you were texting!” “No, officer, I wasn’t texting. I was just dialing a number, and, it only took about four seconds. I didn’t take my eyes off the road, anyway.” “What? You’re traveling 55 miles per hour and your head is facing the road in front of you, but both your eyes are looking AT your phone for four seconds while your two thumbs are tapping in the number. At 55 miles per hour, your car traveled the length of a football field in four seconds!” “But I wasn’t driving on a football field, officer.” “You got that right. You were driving in traffic, driving distracted! And you rear-ended that car. Now, hang up and drive! Here’s your citation.”

Well beyond the cell phones of yesteryear, today’s “smartphones” allow us to do many of the tasks we previously had to do while seated at a computer in our home or office. Some will say that this “super-tasking” is a way of life in our information-rich, fast-paced, hyper-technology society. But don’t be too quick to explain this one away so simply. The unintended consequences associated with smart/cell phones are increasingly dangerous.

Similar distractions in today’s technology-rich, fast-paced workplace not only cause injuries but contribute to equipment problems and failures. Equipment setups, operations, maintenance and repairs can be compromised by people who are “distracted” from their work. It’s not that they’re merely multitasking. They’re asking their eyes, hands, and minds to do completely different tasks—competing tasks—at the same instant. At times, these tasks are MORE complex than making or answering a phone call while driving.

Smart phones are not intelligent phonesUniversity of Rhode Island Professor of Systems and Industrial Engineering Manbir Sodhi may have said it best:

“The issue isn’t about holding the phone or not holding it. It is one about being involved in an intense task while being involved in another intense task. It’s about thinking.”

Dr. Sodhi’s study found that drivers having conversa-tions on cell phones (including hands-free types) in moving vehicles, often suffer from “tunnel vision.” They don’t notice what’s going on around them as well as drivers who are exclusively paying attention to driving do.

Hang up and drive! There, I’ve said it again. The AAA Foundation for Traffic Safety points out that driving while distracted contributes as many as 8000 vehicle crashes daily. According to the National Highway Traffic Safety Administration (NHTSA), each day more than 15 people are killed and more than 1200 people are injured in crashes that were reported to involve a distracted driver. And the New England Journal of Medicine notes:

“Current data suggest that each year, at least 1.6 million traffic accidents (28% of all crashes) in the United States are caused by drivers talking on cell phones or texting.”

It’s not that the cell phone itself is the major distrac-tion. It’s what people are doing with these devices as they drive that causes the distractions. There are three main types of cell-phone-related “distractions” while driving:

n Visual—taking your eyes off the road (looking at the key pad)

n Manual—taking your hands off the wheel (steering with forearms and knees)

n Cognitive—taking your mind off the roadway and traffic (recalling numbers and text)

The (NHTSA) further states that:

“Distracted driving activities include things like using a cell phone, texting, emailing and eating. Interacting with GPS navigation technologies can also be sources of distraction. While any of these distractions can endanger the driver and others, texting and emailing while driving is especially dangerous because it combines all three types of distraction—visual, manual and cognitive.”

Bob Williamson, Contributing Editor

Hang Up And Drive!


UPTIME

Most people are NOT capable of simultaneous multitasking to the level required to drive and interact with their smart/cell phones. A recent study conducted on this subject at the University of Utah (Salt Lake City) found that:

n Over 97% of the population cannot successfully perform two attention-demanding tasks.

n Only 2.5% of the sample population showed absolutely no performance decrements (losses) with respect to performing single and dual tasks. (Researchers referred to this 2.5% as “super-taskers.”)

This may help explain why preventable accidents have steadily increased as increasing numbers of drivers choose to fumble with their smart/cell phones.

Smartphones and smart machinesSimilar situations occur every day in our plants and facilities: distractions, inattention, interruptions, tunnel vision, trying to do way too much at any given time. “Smart machines” (highly automated equipment), faster production paces, multiple changeovers, more things to pay attention to and fewer people to do the jobs combine to compete for our immediate attention in the workplace. Here are a few in-plant experiences:

“Sure made a huge pile of scrap! Just couldn’t stop it fast enough.” (Distracted: operator NOT paying attention. Interruption: doing reports, quality checks or reading while machine was running.)

“That blower smells like hot burning oil. But it’s been doing that for a long time… since we installed these two grease fittings last year. Had to replace it twice.” (Distracted: not enough time [or interest] to study the OEM manual that says “don’t install grease fittings.” Inattention: burning oil smell NOT normal.)

“It caught fire right there in front of me in that control cabinet! Apparently there was way too much dust inside. I suppose we need to do the PM more frequently.” (Distracted: two-panel locking screws NOT engaged/door ajar for six months.)

“We’ve had to run flat out all week to make up late orders from last week. Because the motor failed we have to work even faster.” (Distracted: Didn’t pay attention to smoke coming out of the motor until too late. Interruption: PM postponed for over a month.)

“We don’t have a spare motor in stock. Neither does the supplier or the manufacturer here in the States. They tell me it’ll be here in three days.” (Distracted: reducing inventory of critical spares on the new machines to save money. Tunnel vision: thinking new units shouldn’t break for a few years.)

One of the most basic techniques, a fundamental of equipment reliability, is “paying attention” to your equipment—noises, temperature, smells, vibra-tion, alignment. These are the early warning signs that something isn’t right. Right along with that is reading and understanding the OEM manual and not making assumptions on how the equipment should be operated and maintained or what it takes to assure reliable performance.

Let’s get our priorities straightWhat the heck IS the priority when we drive our cars and trucks? Why, it’s driving of course. Anything that takes our attention away from driving is consid-ered a “distraction.” And, distractions often lead to incidents, accidents, crashes or near-crashes. Smart phones will not make any of us any smarter! In fact, when used during inappropriate situations, they can make us look (and act) pretty stupid.

The priority of today’s equipment and facilities is cost-effective and efficient performance—doing what they’re supposed to do, the first time, every time. That’s what reliability is all about. We, the people who touch this machinery and those of us who make decisions that affect its performance and reliability, MUST pay attention. We have to avoid becoming distracted by competing activities when it comes to managing our capital assets: our equipment and facilities. After all, we are in the age of the “smart machines.” These machines, however, can’t do all our thinking for us. As Shoshana Zuboff wrote in her 1989 book In the Age of the Smart Machine, “There are often unintended consequences of the addition of new technologies.”

It’s not about holding or not holding a phone. It’s about being involved

in more than one intense task at the same time. It’s about thinking.


UPTIME

Let’s make sure we don’t overlook the causes of an ever-increasing list of unin-tended consequences behind the wheel…or in our plants and facilities. Here’s wishing everyone a very safe, happy and prosperous 2012. MT

[email protected]

Resources used in preparing this column

AAA Foundation for Traffic Safety:http://www.aaafoundation.org/multi-media/distracteddriving.cfm

Centers for Disease Control: “Distracted Driving:”http://www.cdc.gov/Motorvehiclesafety/Distracted_Driving/index.html

Dr. Manbir Sodhi, University of Rhode Island:http://mcise.uri.edu/sodhi/index.htm

U.S. Department of Transportation Website for distracted driving: http://www.distraction.gov/

New England Journal of Medicine: “Driving and Distraction,”http://www.nejm.org/doi/full/ 10.1056/NEJMp0910137

The National Highway Traffic Safety Administration:http://www.nhtsa.gov/

“Supertaskers: Profiles in extraordinary multitasking ability,”Jason M. Watson & David L. Strayer, University of Utah, 2010, The Psychonomic Society, Inc.

Zuboff, Shoshana. In The Age of the Smart Machine: The Future Of Work And Power, 1989, Basic Books

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DON’T PROCRASTINATE…INNOVATE!

If the business of maintenance was performed without the use of replacement spare parts or tools, life would be simple. But it isn’t.

Remarkably, many maintenance departments operate using their very expensive asset-manage-ment systems to track only the labor portion of the maintenance equation. Some companies take the next step and track only the stocked spare parts used by internal labor resources, ignoring any parts used by contractors. If your company fits into either of these two categories, your system cannot be vali-dated (essential for an auditable system required by the FDA, nuclear-regulatory agencies, etc.). Your due diligence is immediately suspect. Your spend-anal-ysis capability is compromised. Your maintenance-management efficiency is greatly affected. In short, without a fully operational inventory-management component, you do not have a managed approach to maintenance.

Unlike the equipment-asset register and work-management component of an asset-management system (AMS)—which can be brought online very quickly and in stages by area or asset type—the Maintenance, Repair & Overhaul (MRO) inventory component has almost always been thought to be best implemented “en masse” and “switched on” for use once every item has been identified, counted and entered in the AMS. With a little innovative thinking and discipline, this need not be the case in new system installations, new version updates or existing version improvements. Also, MRO suppliers have not been idle in recent years. Instead, they’ve been delivering to market numerous innovative ideas that take advantage of today’s technology to dispense and track MRO items while automatically recording the transaction in the AMS for us.

Inventory-system implementation and updatingWhereas an equipment asset can be recorded in the system in one or two screens, a single inventory item like a simple washer can often require five or more screens to be completed for entry into the system. This

is because each individual item must have the item identification (including photo i.d.), vendor infor-mation (preferred and secondary), manufacturer information, location information, classification and stocking information (i.e., insurance spare, stock, non-stock, etc.), issue information, reorder information, Bill of Material (BOM), costing information, etc. Of this nomenclature, the item identification section is arguably the most impor-tant: It must be correct and consistently entered into the system as it encompasses the names and numbers we use to identify and search for the part on a daily basis.

In the the last installment of this series (“Outside the Box: Conducting A Legacy Software Migration,” pg. 12, Maintenance Technology, November 2011), we reviewed strategies for migrating and cleansing the data and emphasized the impor-tance of building a naming convention protocol for assets. We treat inventory items no differently in that the existing MRO legacy data must be cleansed and the MRO item register printed and checked for:

nDuplicate items in which the same item can be found in multiple locations under different recorded part numbers (Internal SKU #, Vendor part #, Manufacturer #, etc.), variations of name, differing bar code # and/or conventions

nRedundant items for equipment no longer in service (usually OEM items, long-lead-time items or required insurance spares for dedi-cated equipment)

nRedundant stock items that are not classified as insurance or long-lead items but have had no inventory turnover action in the previous 12 months

nMin/Max and reorder points set appropriately in accordance to the previous 12 months turn-over action

Ken Bannister, Contributing Editor

Outside The Box: Optimizing Your Inventory Database


DON’T PROCRASTINATE…INNOVATE!

Due to the high cost of stocking MRO inventory and loss of working capital, many organizations are now using their “cleansed” MRO inventory list to discuss Vendor Managed Inventory (VMI) opportunities. A VMI arrangement is an innova-tive vendor solution in which the vendor allows the maintenance department to carry items as a stock item on a consignment basis with no capital outlay. The vendor takes care of replenishing and managing the stock and bills the user when the stock is replenished. This approach frees up working capital and reduces the user’s physical management of the inventory. In addition, many VMI vendors offer setup and implementation assistance; in return for this level of service the VMI asks for a long-term protected vendor arrangement (usually two- to three-year terms.)

When implementing new software and no MRO legacy system exists, we can perform an innovative staged approach to inventory setup and MRO usage data capture by employing the services of a VMI partner(s) to facilitate the set-up of all of our most purchased items in the past 12 months from them and their competitors using purchasing records. Simultaneously, any purchased items for internal work or contract work can be entered in the system as non-stock items and through the work order will be auto-matically asset assigned to build the asset’s BOM. Items purchased in duplicate at one time or more than once in a year then become candidates for stock-item status.

In both instances, assuring accuracy and consis-tency requires the maintenance department must set in place processes or Standard Operating Procedures (SOPs) for entering MRO data into the system. Careful attention must be afforded to the following:

nA step-by-step (screen-by-screen) map of how to enter the part in the system

nMinimum information requirements to enter an item into the system

nNaming conventions (noun, descriptor)

nDeciding which item # will be the main search number (corporate #, vendor #, manufact-urer #, etc.)

nUse of alternate search fields to take advantage of previous or alternate names and numbers

nPhotograph of the part to add to the record and attach to the inventory location bin so the part can be visualized in the event of stock out, or for non-stock items

nLinking to the manufacturer’s Website for specification and additional information

MRO inventory and technologyMRO inventory has always enjoyed a special relationship with technology with bar-code scanning systems introduced in the early years of computerized-maintenance and Electronic Data Interchange (EDI) systems. That tradition continues today, as noted below:

nVendors have been busy introducing such items as smart toolboxes linked into the AMS that have arranged drawers for toolsets that identify what tool is in use and by whom.

nThere are now dispensing machines that require identification and/or a work order to release a regularly used item to the maintainer in strategic locations. Linked into the AMS, the transaction is recorded against the correct job every time.

nWith new smart phone technology and scanning ability of mobile phones, work orders can be brought up on such devices and parts scanned out against the work order in any internal stocked inventory or in a VMI inventory—in any location—and recorded instantly.

Using a little innovative foresight and strategy, inventory management does not have to be the chore it used to be. In the next issue, we’ll explore ways of setting up a failure investigation strategy using work-order types and failure codes. MT

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

You can’t run safely and reliably without them. Here are some tips

for ensuring these assessments pay off for your operations.

Electrical Risk Assessments:Evaluating Your

Power Distribution System

Frank WatererSchneider Electric




At some point, most engineers with responsibility for the maintenance of their facilities’ electrical distribution systems will fi nd themselves struggling to prioritize their mainte-nance and upgrade budgets. The challenge is to spend the least amount of money while maximizing system reliability, minimizing equipment downtime and ensuring the highest degree of personnel safety.

These ongoing tasks are diffi cult enough for a plant engineer with an electrical power distribution system under his/her charge that’s been programmed for routine mainte-nance. The challenges, though, can be greatly compounded for anyone who has inherited a system that’s been neglected, was originally intended for a different purpose or has poor documentation. Further, the tendency in today’s market for corporations to acquire or take over the functional operations of other companies and their facilities can multiply the need for management to determine the exact conditions, existing confi gurations and interconnections and operational state of existing electrical power distribution systems.

Unfortunately, an assessment of specifi c electrical equip-ment—or an entire electrical system—can also be triggered by an unexpected shutdown, unexplained equipment damage, electrical shock injury, an arc fl ash burn or an inoperative emergency power system (i.e., one that does not perform its desired or intended function.)

This article addresses the vital concerns of any facility that relies on continuous electrical power: the “health” of the electrical power distribution system. Like any other engineered system, electrical power distribution systems cannot be designed and constructed to operate 100% of the time indefi nitely. Whether for a relatively new power system or for an older network that has been in service for decades, an assessment of its condition can be a valuable starting point for improving the reliability of your electrical distribution system.

An Electrical Risk Assessment can offer a solid solution to the “how to allocate the limited budget for maximum effect” dilemma. It can also provide expert guidance on any initia-tive to return a degraded electrical system to the required level of reliability and safety. Even for a well-maintained system, the well-performed assessment can provide an inde-pendent, objective evaluation of a facility’s vulnerability to a particular event or dysfunction. Either way—should it lead to a major system overhaul or mere tweaking of a well-functioning program—an Electrical Risk Assessment can fi ll the bill.

The approachA systematic process is used to evaluate the condition of the electrical system as well as the vulnerability of a facility or process to the adverse effects of an unexpected electrical event. The risk assessment combines the qualitative assess-ment of the electrical system from four perspectives:

■ Personnel safety■ Critical-function impact ■ Likelihood of occurrence■ Facility vulnerability

The assessment should be performed by a registered Professional Engineer, who has in-depth experience in the design, operation, maintenance, safety and reliability of AC and DC power systems and equipment. This individual also needs to be deeply familiar with applicable codes and stan-dards and with the optimal design practices of each type of facility—i.e., healthcare facility, water-treatment operations, manufacturing plant, data center, offi ce building, research center, critical operation center, correctional facility, airport, military installation, etc.

Safety fi rstSafety and security of the facility must be maintained during the onsite activities necessary for completion of the Elec-trical Risk Assessment. The plant engineer needs to verify that the engineering team performing the assessment has a demonstrated record of safe work practices and intends to comply with the safe work practices outlined in NFPA 70E and other applicable standards.

One measure of the company’s safety effectiveness is the Medical Incident Rate (MIR). The average MIR for service organizations in the United States is about 6.0 incidents per 200,000 hours of work performed. However, industry-leading service organizations can have an MIR below 1.0.

The plant engineer should also recognize and assume a share of the safety responsibility and establish the expectation that safety will not be compromised during any portion of the work. In addition, he/she should ensure that the assessment team is made aware of all safety issues specifi c to the type of facility, whether electrical, biological, environmental or other potential hazards. Finally, the plant engineer should assign a person familiar with the facility to escort the assessment engineer, provide access to all areas required and locate and identify all specifi c electrical equipment.

Electrical Risk Assessments are an important fact of life

throughout industry. The triggers for conducting them vary.



Scope of workThe successful Electrical Risk Assessment provides a docu-mented scope of work to clarify which equipment and systems will be evaluated, and what that evaluation will include. Some key aspects in defi ning the scope include determining the availability and accuracy of the following documentation:

■ Electrical drawings, especially single-line diagrams (Fig. 1)

■ Maintenance records for key equipment

■ Power system studies (short-circuit analysis, protective-coordination analysis, arc fl ash hazard analysis)

■ Power monitoring data, including trend charts of voltage, current, power and power factor, at key points in the elec-trical system

■ Facility safety practices and policies

■ Facility emergency response procedures related to the electrical system, such as the electric utility emergency contact information, electrical service company informa-tion and electrical system training records

In addition, the work scope needs to clarify whether the onsite assessment will include internal inspection of elec-trical equipment and where it can be shut down or otherwise

safely accessed. While internal access adds tremendously to the value and completeness of the assessment, the additional cost and potential risk may outweigh those benefi ts or require that they be performed during a scheduled shutdown when other maintenance tasks are completed.

The reason for studiesComputer-based engineering studies provide a wealth of information withregard to the health and vulnerability of a power distribution system. For this reason, the Electrical Risk Assessment will recommend that power system studies be performed if none exist, or updated if the current studies are over fi ve years old. This latter requirement is straight from NFPA 70E—which requires that arc fl ash hazard analyses be updated every fi ve years or whenever major modifi cations to the distribution system or loads occur.

The risk assessment may recommend at least three studies, as noted previously: short circuit, time/current coordination and arc fl ash. All three are necessary to satisfy Occupational Safety and Health Administration (OSHA) requirements to establish a safe electrical work environment for employees.

Fig. 1. Electrical diagrams, especially single-line diagrams like this, are a key aspect in helping defi ne the scope of an Electrical Risk Assessment (as well as for successful computer modeling).

Fig. 2. The three studies necessary to satisfy OSHA requirements for establishing a safe electrical work environment can be performed from the same computer model. Remember, though, that an effective model calls for an accurate, up-to-date and detailed single-line diagram of the system.


Each study focuses on a different aspect of power distribution system reliability and safety, but all three can be performed from the same computer model of the distribu-tion system.

This computer model relies on the accurate depiction of components of the power distribution system, and the confi guration(s) in which the components are connected. “Accu-rate depiction” requires an accurate, up-to-date and detailed single-line diagram (Fig. 2).

The components described in studies include major power-distri-bution equipment, such as switch-gear, switchboards, motorcontrol centers and panelboards, as well as overcurrent protective devices like fuses and power circuit breakers. It is also necessary to know ratings of all the equipment and the available settings of any adjustable overcur-rent protective devices. Since an electrical power distribution system can often be confi gured in multiple ways by opening and closing power switches and circuit breakers, multiple computer scenarios may be required.

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Key considerationsAs indicated at the beginning of this article, the purpose of an Electrical Risk Assessment is to assist the facility engineer in optimum allocation of electrical-system dollars (Fig. 3). As such, the outcome is less about absolute reliability than about relative risk (meaning that results are not intended to predict when a particular defi ciency will result in down-time or hazard, but rather which defi ciencies should receive higher priority than others in the allocation and distribu-tion of limited resources). For this reason, it is essential that the assessment be conducted by 1) an experienced power engineer 2) who is equipped with a sound methodology for ranking defi ciencies.

It is also important for the facility engineer to be engaged in the ranking process—especially in communicating priori-ties for management to consider. For example, the facility engineer often helps to determine which loads or parts of the operational processes or electrical system are more critical than others. In addition, the facility engineer should provide guidance in the part of the Electrical Risk Assess-ment that estimates corrective action costs. (Some facilities prefer to fi x lower-priority issues with internal resources, at their internal labor cost, as opposed to hiring contractors for this purpose.)

For most plants, the key considerations for ranking defi ciencies fall into one of four categories, as mentioned earlier. Every defi ciency identifi ed during the assessment receives a score in each of four categories, typically between 1 (lowest priority, or “green”) and 5 (highest priority, or “red”). The overall risk assessment score is the product of the four ratings. Consequently, the maximum “score” can be 5x5x5x5, or a product of 625, and the minimum score can be 1x1x1x1, or a product of 1.

However, the overall score may not represent the highest priority for some facilities! Rather than sort the defi ciency list by the highest score, some operations may focus on other areas such as Personnel Safety. By this logic, any Personnel Safety score of “4” or higher will receive corrective-action funds, regardless of the overall score.Each category is briefl y described below.

Personnel safety… All facilities should place personnel safety above any other consideration. As such, the Electrical Risk Assessment ranks defi ciencies with regard to their hazard to people. A glowing-hot or a readily exposed electrical conductor, for example, is a “5.” In fact, a defi ciency of this type will be reported at once, with the expectation that the facility

Fig. 3. An Electrical Risk Assessment should generate an effective ranking of defi ciencies, which should aid decisions regarding the optimal allocation of electrical-system dollars.



engineer is prepared to take immediate corrective action. This may include barricading the affected area and shutting down the circuit while repair parts and materials are obtained.

Critical-function impact… “Critical function” is simply defi ned as the most important mission of the facility. In healthcare facilities, the critical function is anything that has a direct patient impact. For a data center, the critical function is server uptime. For a production facility, it’s the most critical manufacturing process, and so on. For this category, the risk assessment engi-neer considers the likelihood that an event from a particular defi ciency would adversely impact the most important function(s) of the facility.

Likelihood of occurrence… Clearly, the glowing-hot conductor illustration is considered very likely to result in an occurrence. Other defi cien-cies, however, often require an experi-enced electrical engineer to provide an appropriate or necessary ranking.

A variety of factors are taken into account in determining the likeli-hood of an electrical occurrence. These involve multiple considerations, including 1) how well the power equip-ment was originally installed; 2) the level of regular preventive maintenance after the initial installation; and 3) the actual age of the equipment relative to the expected-use life.

During the site evaluation, special emphasis is given to the integrity of the existing bonding and grounding systems. This aspect of the power distri-bution system is often overlooked yet is vital to personnel safety and proper equipment operation. Environmental issues are also considered, especially temperature, moisture and dust and other airborne contaminants.

Probability also factors the degree to which the power equipment is subjected to operational stress, like overloading,

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excessive temperatures, under- and over-voltage conditions, surges and transients, highly fl uctuating loads, excessive switching and harmonic distortion.

Vulnerability… While it is important to maintain a low probability of an occurrence, what is the facility’s susceptibility to adverse effects should one occur? This aspect of the Electrical Risk Assessment is identifi ed as vulnerability. It basically evalu-ates the preparedness of the facility to deal with unscheduled events.

As with probability, vulnerability weighs many factors: Does the facility have accurate electrical drawings, especially a single-line diagram, to facilitate troubleshooting? Is the power equipment properly labeled, with designations that facilitate load and circuit identifi cation? Is there a power-monitoring system, and is it well-confi gured with alarms and diagnostic tools? Is the staff well trained and equipped (i.e., spare parts) to deal with power-system disturbances?

SummaryThe success of a facility engineer depends on the cost-effec-tive reliability of the electrical distribution system. Some plant engineers are fortunate enough to have presided over key decisions associated with the electrical system—from concept and design, to installation and commissioning, to operation and maintenance. With few exceptions, however,

most facility engineers have assumed responsibility for a distribution system with an unknown and poorly docu-mented history or one that is dated.

For these engineers, the Electrical Risk Assessment provides a valuable tool to help reset the reliability bar and—more importantly—offers essential intelligence on the best use of limited electrical-system funds. It is vital to choose an assessment partner with:

1. An in-depth power engineering experience and expertise

2. A safety-fi rst-and-always attitude and track record

3. A systematic methodology and process

With this type of partner, the facility engineer can be assured of having sound engineering judgment to support justifi cation of necessary power-system repairs and improvements. MT

Frank Waterer is with Schneider Electric’s Power Systems Engineering Division. He has over 23 years experience with Square D in various engineering and R&D roles. Waterer’s activities in the area of engineering standards include having served as chairman of the PES/IEEE Committee responsible for the design, development and installation of all IEEE Standards relating to all surge-protective devices.



AUTOMATION INSIDER


Maintenance & Reliability Meet Automation

By Gary Mintchell

Welcome to this new bi-monthly column focusing on how auto-

mation impacts maintenance and reliability. I’ve been Editor-

in-Chief of Automation World magazine since it started in

2003. Prior to that, I had a career in manufacturing. I’ve known

the team at Maintenance Technology for many years and have spoken

twice at MARTS. This is a welcome opportunity to share my knowledge

and passion for automation with another set of readers.

Digital networks have had an almost accidental benefi t for maintenance. Initially touting reduced wiring as the advantage, almost immediately the bene-fi ts of built-in diagnostics proved to be far greater than any wiring reduction.

Foundation Fieldbus, with its ability to interface with most asset-management applications, is slowly gaining traction in the process industries. Over the past year, several enormous new plants in Asia have specifi ed this network. Many of us have had two questions regarding the direction of the Foundation Fieldbus specifi cation. The fi rst is how the network organization will use its High Speed Ethernet (HSE) protocol. The second concerns how the various wireless tech-nologies will play in the network.

Those questions found answers on December 1, 2011, in Baytown, TX, at a Fieldbus Foundation Media Day. The overall technology announced has been dubbed “Remote Operations Management” (ROM). The essential components of the platform will, among other things, provide a more powerful SCADA expe-rience as well as further empower the mobile worker. They will have the ability to handle greater point-count Remote I/O and be able to incorporate various wire-less standards, including ISA 100.11a of the International Society of Automation and WirelessHart of the Hart Communication Foundation.

ROM topology includes a ROM device that is essentially a gateway for commu-nicating to existing Foundation Fieldbus H1 networks, as well as wired Hart and the two existing wireless sensor networks from ISA and Hart Communication Foundation. HSE will enable both the new Remote I/O and the backhaul to the DCS or asset-management application.

Gary Mintchell, co-founder and Editor-in-Chief of Automation World magazine, can be reached at [email protected].


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Former Chicago Bears’ defensive end Richard Dent in October 2011 after his admittance to the Pro Football Hall of Fame (above) and in action with the Bears (right). Since leaving pro football in 1997, Dent has made a new mark as a philanthropist through his Make A Dent Foundation, and as a respected Chicago-area busi-nessman with his consulting company, RLD Resources, LLC.

Former Chicago Bears’ defensive end Richard Dent in October Former Chicago Bears’ defensive end Richard Dent in October 2011 after his admittance to the Pro Football Hall of Fame (above) 2011 after his admittance to the Pro Football Hall of Fame (above) and in action with the Bears (right). Since leaving pro football in and in action with the Bears (right). Since leaving pro football in 1997, Dent has made a new mark as a philanthropist through his 1997, Dent has made a new mark as a philanthropist through his Make A Dent Foundation, and as a respected Chicago-area busi-Make A Dent Foundation, and as a respected Chicago-area busi-nessman with his consulting company, RLD Resources, LLC.nessman with his consulting company, RLD Resources, LLC.

A man with a plan...

Businessman, philanthropist

and NFL great Richard Dent

goes green with a plan for

a community-based project

devoted to all things sustainable.

Rick Carter Executive Editor

Taking SustainabilityTo The Streets

Post WWII Park Forest, IL, one of the fi rst planned “G.I. Town” communities


Dent retired from football after the ‘97 season, ending 14 years in the NFL, most of them with Chicago. He quickly moved on, transfer-ring his strong fan recognition and on-fi eld talents to proj-ects for the com-mon good. A prime example is the “Make A Dent Foundation” (www.makeadentf o u n d a t i o n . o r g ) that he established shortly before retir-ing from the pros. Over the years, this non-profi t organization has directed thousands of dollars toward scholarships and leadership programs for promising Chicagoland students. Dent later founded RLD Resources, LLC, (RLD) a Chicago-based consulting group specializing in energy-related products and services and voice and data solutions. RLD has established itself as a serious player in the region, fi rst through a successful data-storage company (since sold), then via project-management prowess in tele-communications. Dent’s now using RLD to drive a unique plan for a high-tech, off-the-grid community-based opera-tion devoted exclusively to the development and promotion of sustainable activities.

The Great Lakes CenterOffi cially called the Great Lakes Center (GLC) for Energy Smart Communities, this aspect of Richard’s Dent’s post-

football career may be his most ambi-tious. Based on input from Dent’s small, yet talented, team of experts and his own industry con-nections, the GLC is being cast as a fi rst-in-the-nation, com-munity-centric oper-ation devoted to sus-t a i n a b l e - r e l a t e d research efforts and training, jobs-forma-tion and consulting. Designed as a prac-tical way to help citizens reduce their carbon footprint and

integrate sustainable principles into their lives, it may even-tually spur a range of new sustainable activities—within its sphere of infl uence and as a template for other GLC-type operations across the country.

“This is something new for us,” says Bill Lynes, an RLD partner and the group’s chief information offi cer. It began when Dent asked him “how we might make a name for ourselves in the sustainable energy space.” The request complemented research Lynes was conducting into local-government requests for proposals on energy-conserva-tion programs. After reviewing several such RFPs, Lynes concluded that “in Illinois, we were shifting into a new paradigm of building automation, smart grids, smart appli-ances, smarter technologies and the need for the end-user to be smarter, all of which would require an integrated, complementary approach to education.” The idea of the

paradigm of building automation, smart grids, smart appli-ances, smarter technologies and the need for the end-user to be smarter, all of which would require an integrated, complementary approach to education.” The idea of the

o ahead. Ask any Chicago Bears fan to name his/her team’s greats, and

Richard Dent is likely to be on the list. One of the game’s top defensive ends,

Dent, who was elected to the Pro Football Hall of Fame in 2011, routinely

put fear in opposing quarterbacks with his exceptional sacking ability. His

performance in Super Bowl XX alone is legendary and helped propel the Bears to

a record-setting 46-10 win over New England in January 1986.


G


GLC, he says, was born out of their perceived need to not only educate the market on how to develop sustainable technologies for buildings of all types, but to ensure things were done according to a plan. “This would mean having a timeline and following best practices and standards so early implementation of technologies could be the basis for more implementation.” The goal? “To help drive the transition of communities to what we believe an energy-smart commu-nity needs to be.”

When complete, the GLC will offer physical evidence of that belief as a rehabilitated 100,000-sq.-ft. former manu-facturing site in the village of Park Forest, IL, 20 miles south of Chicago. The 50-year-old building (which RLD expected to assume ownership of at press time) has been unoccupied since 2006—a fact the group says also dovetails with the GLC mission to bring new life to older communities.

“One reason we chose Park Forest was because it was the home of many veterans of World War II,” states Lynes, noting the town’s 1948 founding as an early planned community for returning service members. While the area has seen some difficult years recently, with so many veterans now coming home and looking for jobs, he says, “our timing couldn’t be better.”

Research, consulting, jobsExactly what will take place at the GLC operation in Park Forest remains a work in progress. A company brochure states that it will support “advanced R&D laboratories to

vet renewable energy technologies planned as possible products/services for community retrofit projects and new master-plan community developments; energy-assessment and conservation-consultancy practice; and a classroom/ e-learning center that will provide instruction and online courseware for suppliers, installers, energy consultants and community residents.” The building’s proposed floor plan shows ample space for the above, plus space for a data center, GLC offices and an eventual waste-gasification system that will generate electricity from the burning of waste that would be provided by a local hauler. The plan reflects wide-ranging hopes for the project that Lynes breaks down as “a service, whether it’s consulting or offering space to vet and incubate technologies, to figure out how to commercialize them, take them to market, then train people in their use.”

In keeping with its past successes, RLD Resources intends to only facilitate GLC activities, leaving the menu of action-able options up to its tenants. “Our plan is to acquire the building, retrofit it and make the retrofit itself an energy-efficient showcase,” says Mark Barry, an independent energy consultant working with RLD to activate GLC and attract tenants. Lynes says the GLC facility “will be off the grid. We will power our own building, and it will meet or exceed all EPA metrics for clean emissions. It will be gold LEED-certified.” Then, says Barry, “we’ll see who steps up as a tenant. We really want the learning center and community to benefit from the tenants’ presence.”

ONTORoad

THE

Aerial view of the soon-to-be Great Lakes Center (GLC) in Park Forest, IL, and a possible internal layout. RLD Resources was to take possession of the former manufacturing facility in late 2011 and begin rehabilitation immediately.

Bldg 3Waste Gasification System

Bldg 3Training and/or leased space


Bldg 1GLC Offices

Bldg 3Data Center



While the space could be leased to a single manufacturer of, say, a new type of energy-saving product, Barry anticipates more diversity. “The idea is to bring high school kids in and veterans, and allow them to learn as many technologies as possible,” he says, “so we really want to have about a dozen tenants. We think that by putting in a learning center and surrounding it with advanced R&D of one kind or another—but all tied to energy—coupled with the new energy paradigm will create an opportunity for interaction among the lab tenants. Early-stage ventures also housed there would have the opportunity to benefi t from the larger companies there and from each other.”

According to Barry, a prerequisite for taking space in Park Forest is that tenants buy into GLC’s community vision. “There has to be an advantage to Park Forest from your product,” he says. “We want people to be able to test the product in the community with the cooperation of the local government,” which RLD has culti-vated through its close relations with Park Forest leadership. “The lab will work with the village of Park Forest to deploy and fund new technolo-gies,” Barry explains, adding that the village’s 10,000 residential units and 400 commercial buildings will be touted as a vast, built-in test zone for GLC research. As he describes it, if a tenant were to manufacture rooftop wind turbines, for example, they could place them on local roofs, then follow up with owners’ experiences to fi ne-tune the design for commer-cialization.

GLC also promises to be a job-generator. “GLC’s two main benefi ts to Park Forest are to save energy and create jobs,” Barry notes. “And these jobs will have a purpose—to save energy—so they’ll sort of pay for themselves. It’s not like people will be digging ditches. It could be veterans who get trained in a

‘Once we get our coalition fi ring on all cylinders,

we may be able to propagate dozens of these things. . . ’


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ONTORoad Sustainability

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new technology or how to become an energy-efficiency community squad leader, for example, where they would go into neighborhoods and make them more efficient. It could also be kids who learn how to blow insulation into attics, anything that saves energy. In the process,” he says, “Park Forest may transform itself into a hub of energy innovation, which is our vision.”

The visionary The face of GLC is, of course, Richard Dent, who is a tireless worker for his causes. In October 2011, for example, he had time to speak with President Obama about GLC during a White House celebra-tion for the 1985 Super Bowl Champion Bears. Sports took him there, but his off-field accomplishments got him the President’s ear. “Richard is our PR and is out on the street almost 24/7,” says Lynes. “He creates an awareness and an interest among others to follow up.”

The estimated $11 to $23 million needed to purchase and rehabilitate the Park Forest site has been obtained largely due to Dent’s ability to create interest at many levels. This includes the federal government—which has approved a grant for the project through the Department of Energy—state and county governments and smaller contributors of many stripes. Corporate involve-ment includes partnerships with Commonwealth Edison, Northern Illinois’ electricity supplier, and other utilities, and may include on-site participation from AT&T, Verizon, Siemens, HP, Oracle and General Electric.

Dent himself is soft-spoken and matter-of-fact about his ability to form such a far-reaching project and enlist the resources to make it happen. “Everybody needs to be a little bit smarter about energy conservation, smart technology and reducing their carbon footprint,” he says. “Fortunately, I’ve been in business for quite some time, and my founda-tion has been in the education and learning business for quite some time, from scholarships to education. So I decided to put them together to create awareness and job training for the workforce. I think the sooner we’re able to start training people who have old trades and teach them new trades and teach kids and the community about smart technology and energy conservation, as well as give them scholarships, the better off we’ll be.”

Despite Richard Dent’s abilities, to attract real interest, his plan must be solid. In this case, even without an official promotional campaign for the GLC, Dent seems to have touched on an idea that finds easy traction in many circles. Barry credits the plan’s high-tech, but common-sense approach that favors community participation and gain, as well as its stated preference to help veterans. “There are a lot of ideas floating around with regard to energy,” he says, “but very few of them center on both technology and community. We can’t patent or franchise the idea of an energy community center,” he adds, “but once we get our coalition firing on all cylinders, we may be able to go out and propagate dozens of these things—but I think the world needs hundreds.” MT

For additional details on the Great Lakes Center, log on to: www.makeadentfoundation.com; or telephone: (312) 804-9595.


A Planned “G.I. Town”:

Park Forest, ILDeveloped by American Com- munity Builders, Park Forest was designed by Elbert Peets to provide housing for veterans returning from World War II. According to the Encyclopedia of Chicago History, by 1950, 3000+ families had settled there.

As another Chicago icon later wrote in a best-selling book: “The suburb [until 1946] had been the exclusive domain of the ‘upper class.’ It was where the rich lived. The rest of us were neighborhood folk. At war’s end, a new kind of suburb came into being. . . Thanks to the GI bill, two new names were added to American folksay: Levittown and Park Forest. . . A new middle class had emerged. Until now, the great many, even

before the Depression, had had to scuffle from one payday to the next. . . [Before there had been one] car on the block. Now, everybody was getting a car. Oh, it was exciting.”

. . . Studs Terkelpg. 12, The Good War,

Pantheon Books, NY 1984



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Repurposed Materials, Inc., is looking for byproducts and waste from industry that would be candidates for “repurposing.” This company defi nes “repurposing” as the use of assets that have value “as is” for a second, unrelated application. If an

end-user organization can fi nd a second life for an unneeded asset, it can create great opportunities no matter the corporate objective (i.e., investment recovery, landfi ll diversion, etc.). While traditional recycling involves re-manufacturing processes, mass participation and signifi cant energy, repurposing gives used products new lives without changing them. This not only adds life to the materials by keeping them out of the waste stream, it also provides sustainable products that do the job at a fraction of the cost. If Repurposed Materials determines there’s a repurpose market for an asset(s), it negotiates the transfer of the item(s) for eventual re-sale. Examples include turning used rubber roofi ng membrane into pond liners; turning old Tyvek super sacks into sandbags for levees; turning retired wine barrels into trash cans; turning worn heavy-duty equipment tires into stock tanks; and turning scrap conveyor belting into truck bed liners and anti-fatigue mats, among other things.

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30 | MAINTENANCE TECHNOLOGY OCTOBER 2007

Make Repair A Priority And Achieve Savings

BOOSTING YOUR BOTTOM LINE

S

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

ince the electrical cost to operate a motor over its lifetime is many times greater than its original purchase price, even a small decrease in motor

effi ciency can cause a signifi cant increase in oper-ating costs. The fi rst step to avoid unnecessary operating costs is to establish effi ciency as a priority in your purchasing, maintenance and repair decisions. When it comes to rewinding motors, work with your motor service provider to ensure best-practice repairs are done following the ANSI/EASA AR 100 standard1 that defi nes the process to rewind motors to preserve effi ciency. Record this repair policy and other repair-replace, maintenance and purchase considerations in a motor management plan. Take a look at two success stories on how prioritizing motor repair and plan-ning can lead to cost savings.

Repair Specifi cations Save Money and Energy—Kennewick Wastewater Treatment Plant When faced with the threat of rising energy prices and possible brownouts, the Kennewick Waste-water Treatment Plant took action to increase effi ciency plant-wide. After developing a motor inventory and identifying opportunities to make cost-effective equipment upgrades, the opera-tions also established a motor-repair spec with detailed best-practice procedures to be followed in rewinding eight motors, ranging in size from 40 hp to 150 hp. It’s estimated this repair specifi cation alone generated approximately $4500 in annual cost savings, totaling an estimated $25,000 over the motor life.2

Weyerhaeuser Saves $2.5 Million by Developing Motor PlanWeyerhaeuser, one of North America’s largest for-est product companies, runs 57,000 motors in its plants across the U.S. and Canada. It had become clear that increasing motor effi ciency and plan-ning for repair-replace decisions was key in opti-mizing production and reliability. A cross-functional

team of engineers was formed to investigate oppor-tunities to lower motor operating costs. The team identifi ed best-practice motor rewinds as an impor-tant strategy and developed a specifi cation that standardized repair across all operational motors. Focusing on motor repair and management strate-gies ultimately produced $2.5 million in savings.3

Making best-practice repair specifi cations a priority has a demonstrated ability to generate cost savings. Get started today by checking out the following helpful resources:

ANSI/EASA AR 100 (www.easa.com/energy) available through the Electrical Apparatus Service Association (EASA), defi nes recommended practices for the repair of rotating electrical equipment.

MDM Motor Planning Kit (www.motorsmatter.org/tools/mpk.html) is a free booklet that provides a comprehensive overview of motor management. It describes how to pursue a variety of plans ranging from generic purchasing poli-cies to total motor inventory. MT

1. ANSI/EASA AR 100 Recommended Practice for the Repair of Rotating Electrical Apparatus, 2010,

www.easa.com/energy 2. Repair Specifi cations Save Money and Energy—

Kennewick Wastewater Treatment Plant, 2001, www.motorsmatter.org/case_studies/Kennewick.pdf

3. Weyerhaeuser, Weyerhaeuser Saves $2.5 Million by Developing Motor Plan, 2002, www.motorsmatter.org/case_studies/Weyer.pdf





Energy Monitoring And You: What Every Maintenance Pro

Needs To KnowWhy do it and how do you start?

Within commercial and industrial sectors, there’s a legitimate need to better

understand, regulate and conserve energy. Personnel in plants and facilities charged

with maintaining building systems and processes are increasingly tasked with seeking

out and implementing technologies to improve the energy effi ciency (and thereby

increase the profi tability) of their organizations.

To accomplish this, these individuals fi rst need a way to uncover operational ineffi ciencies, recognize waste and identify hidden maintenance issues. For example, many of us drive our cars from home to work each day. In some cases, this daily commute becomes so routine that because the car is still getting us where we want to go, we don’t realize that it’s now using more fuel to do so. In some cases, all we would need to do to correct this is check the engine or the tire pressure.

Similarly, in buildings, plants and other industrial facili-ties, there are instances where a production machine might

still be turning out widgets, but is requiring more energy than previously to do so. Or an old compressor might still be performing effectively as part of a cooling system, but is using 20% more power than it did in the past.

Circumstances like these occur more often than you’d think. And that’s exactly the point. In cases where you’re not monitoring power consumption, there’s no way to know that air handler, for example, is drawing exces-sive power. Subsequently, you never discover that the underlying reason is because the equipment’s bearings are wearing out.

Benjamin Orchard Opto 22

ANDR

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Here’s another scenario. A piece of machinery—let’s say, a pump motor or a conveyor—is still functional, but you notice it’s “running a little rough.” You overlook it, because after all, it’s still working and getting the job done. Since you’re not monitoring energy, you may fail to discover the unit isn’t properly lubricated, which, in turn, forces the machine to work harder, run rougher and use more power.

In each of the above situations, a relatively simple main-tenance issue causes a decrease in operational efficiency and a corresponding, ongoing and costly increase in power consumption—not to mention the probable premature failure of the equipment as a result of neglect. The question is how can energy monitoring help an operation uncover these types of maintenance issues so they can be addressed and corrected and, in turn, save money?

From hypothetical to real-worldConsider the real-world example of the Mariah Meat Packing Plant (Mariah). The company needed an explanation for its extremely high utility bills and devise a solution to cut costs. Mariah implemented an energy-monitoring system that connected to the plant’s electric meters, as well as to its most critical line of business equipment—its refrigeration systems. The data gathered by the energy-monitoring hard-ware made Mariah’s management team aware that refrigera-tion accounted for two-thirds of the plant’s total electrical consumption. But more important, specific problems with the refrigeration system’s freezer coils were discovered.

These coils had their own automatic defrosting system. Periodically, hot refrigerant was blown through the cold coils so ice buildup on the surface would melt and evapo-rate. The hot gas for this procedure came through piping; old automatic valves at each coil regulated the defrosting process. The valves weren’t working properly, and the hot gas continuously leaked to the coils in the freezers, thereby introducing a tremendous amount of heat. To counteract this, the refrigeration system was kicking on and running almost constantly—ironically using much of its capacity just to support itself.

In the end, the information provided to Mariah manage-ment as a result of energy monitoring helped the company identify a major maintenance issue and then quickly authorize and execute much-needed repairs that ultimately reduced utility costs and increased profits.

Seeking the right solutionIt’s important to understand that monitoring energy usage in a plant like Mariah (or in any commercial building or facility, for that matter) is different from doing so in a home. As an industrial-sized solution, large building management systems (BMS) could certainly get the job done, but would most likely be overkill and more than most facilities personnel would

probably want to take on—particularly when one considers the complexity and cost of a typical BMS.

An alternative would be an industrial-grade “out-of-the-box” hardware appliance that can monitor, gather and distribute energy data in real time. It should have the ability to connect to utility meters, load panels and any manufac-turing machines specific to the business, along with common building maintenance systems like lighting and HVAC chillers, fans and compressors. The data gathered by the monitoring system should provide sufficiently high levels of granularity so users can generate detailed reports and observe changes in each asset’s individual power draw. And the moni-toring hardware should be Web-capable to allow monitoring and alarming via the Internet and mobile devices.

Well intentioned as they may be, energy-management initia-tives are sometimes hastily conceived and then handed down to maintenance personnel with vaguely stated objectives like, “Cut our energy costs by 15%.” Frequently, those responsible for implementing the necessary technologies and meeting the stated goals have little idea where to begin and limited under-standing of the facility’s power needs, usage trends or the tech-nologies and jargon used in the electrical industry. As a result, energy-monitoring solutions with complicated installations and configuration are even more problematic.

What's needed in most cases is more of a plug-and-play solution that will allow maintenance personnel and others in the organization to understand the facility’s consumption quickly and with minimal hassle.

Taking controlMost monitoring applications eventually evolve into control applications. Energy monitoring is no different, as it very often leads to energy management. It makes sense that once you understand your overall usage patterns, which of the individual machines in your facility are the heaviest consumers, how your consumption fluctuates and what types of changes are needed, you would want to make adjustments in order to make opera-tions more energy conscious.

To facilitate this, in addition to being simple to install and use, your energy-monitoring hardware should also be compatible with your control and automation systems. Then, after you’ve aggregated and evaluated a volume of

Most monitoring applications turn into

control applications.

Energy monitoring is no different.



energy-related data, you’ll be ready to manage energy as well as monitor it. At that point, your acquired energy data can be used to adjust control systems—those that are responsible for everything from building manage-ment equipment (e.g., boilers, chillers, dampers) to production machines—so everything can be made to run smoother and more effi ciently. MT

An application engineer with Opto 22, Benjamin Orchard specializes in consulting, specifying and implement-ing hardware and software for indus-trial control, monitoring and data-acquisition projects. He holds a B.A. in building engineering management and has over 20 years experience in the automation industry. Telephone: (951) 695-3028; or email: [email protected].

The OptoEMU Sensor is an energy-monitoring appli-ance that connects to facility equipment using relatively inexpensive .333 VAC CTs. The hardware has multi-port, multi-input features that allow it to connect to indi-vidual load panels and subpanels, accept pulsed inputs from building utility meters and sub-meters and also support standard Ethernet and serial communications to building automation systems utilizing Modbus/TCP and Modbus. The hardware has been touted as an out-of-the-box appliance specifi cally designed for plant managers and maintenance engineers that are seeking ways to reduce energy consumption. And because the Sensor is based on the same technology as Opto 22’s standard line of automation systems, users are able to expand their capabilities to gain equipment management and control functions simply by adding a few additional components.

More About Opto 22 Solutions



IT TAKES ONE TO KNOW ONE... AN INNOVATOR, THAT IS!

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The Grand Prize and 3 Category Winners will be announced in February!

TECHNOLOGY SHOWCASE



What The Smartest Companies Know

Smart companies know that training employees is an excellent way to reduce downtime and the associated costs. Training can help improve employee fl exibility and agility, two key attributes to surviving in a diffi cult economic

climate. Knowing how top-performing companies approach training can help you make an informed decision about your training needs and training budget.

◆ Strategy: Learning initiatives are closely aligned with a larger business strategy.

◆ Appropriateness: Learning is matched to individual competencies, development plans and organizational skills.

◆ Support: Senior executives provide visible and meaningful support for training.

◆ Involvement: Individual leaders lead by example, are champions for training and offer to be mentors or teachers.

◆ E� ciency: Organizations maximize effi ciency by balancing the use of internal and outsourced training activities to meet company needs.

◆ Need: Organizations are need-driven, rather than budget-driven, when making training decisions.

◆ Investment: In general, top-performing companies spend more on training and provide more employee hours of training than the average company.

◆ Variety: Broad ranges of internal and external training opportunities are provided to employees to match their learning styles and improve interest.

◆ Measurement: Effectiveness of individuals and the benefi ts provided to the company as a whole are continually monitored for improvement and linked back to the training investment.

◆ Non-Training Solutions: Commitment to other improvement activities that complement the training function, such as viewing and speaking of training as an investment rather than as a cost; instilling a learning culture by basing compensa-tion on skills and results rather than years on the job, creating a clear and docu-mented progression path for the workforce; developing mentorship programs; and planning for succession of retiring workers.

Training is a proactive solution to a reactive problem. Giving employees the education and knowledge they need to prevent and diagnose problems before they become even more costly is one of the best ways to reduce downtime and its costs. Think about what you want training to achieve for your company, and plan accordingly. ❖

American Trainco offers live training for maintenance personnel in hundreds of cities throughout North America, as well as in selected international locations. We also conduct training directly at a customer’s site for larger, private groups. Visit: www.americantrainco.com.


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The WNM Wire-less Network Mod-ule from Moore

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The Maintenance & Reliability Technology Summit is the #1 learning venue and source of practical solutions for anyone concerned with the reliability, maintenance and the overall capacity assurance of critical equip-ment systems in a plant or facility. Mark your calendars! MARTS 2012 is taking place March 12-15, 2012 at the Hyatt Regency O’Hare in Rosemont, IL.

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

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

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MAINTENANCE TECHNOLOGY/JANUARY 2007 87

ARTHUR L. RICEPresident/CEO

[email protected]

MADDINGVice President

[email protected]

BILL KIESELVice President, [email protected]

Business Staff

TERRI WYMOREDirector of Creative Services/Production

[email protected]

ELLEN SANDKAMDirect Mail

[email protected]

Sales Staff

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

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1300 South Grove Avenue, Suite 105Barrington, IL 60010

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

[email protected]

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

Space Age, 225 Fuller StreetBrookline, MA 02446

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

[email protected]

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

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

TRACY [email protected]

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

®

YEARSYEARS1300 S. Grove Ave., Suite 105,

Barrington, IL 60010847-382-8100

FAX 847-304-8603

Index JANUARY 2012 • Volume 25, No. 1

ADVERTISER WEB ADDRESS RS # PAGE #


1300 South Grove Avenue, Suite 105Barrington, IL 60010

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

SALES STAFF

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

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

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

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

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

Dallas, TX 75230972-816-6745; 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]

OH, KY, TN135 N. Rocky River Road

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

JOHN [email protected]

American Trainco .........................................www.americantrainco.com ...................75 .........................................35

Azima DLI .....................................................www.azimadli.com/trio..........................72 .........................................29

Baker Instument Co. ....................................www.bakerinst.com ................................74 .........................................33

Baldor Electric Company ............................www.baldor.com .....................................84 .......................................BC

Engtech Industries Inc. ................................www.engtechindustries.com .................79 .........................................37

Exair Corporation ........................................www.exair.com/48/47048.htm ..............64 ...........................................5

Fastenal ...........................................................www.fastenal.com ...................................67 .........................................13

FLIR Systems, Inc..........................................www.fl ir.com/e-mt ..................................66 .........................................12

Fluke ................................................................www.fl uke.com/p3series ........................68 .........................................19

Foster Printing Service .................................www.fosterprinting.com ........................70 .........................................23

IAVA ................................................................IAVA.org ....................................................65 ...........................................7

Martin Sprocket & Gear, Inc. ......................www.martintools.net ..............................71 .........................................27

MARTS- Applied Technologies .................www.martsconference.com ...................63,82 .................................2,38

Meltric Corporation ....................................www.meltric.com ....................................78 .........................................37

Process Industry Practices ...........................www.pip.org .............................................76,81 .............................. 36,38

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

Strategic Work Systems, Inc. .......................www.swspitcrew.com .............................77 .........................................37

Sullair Corp. ...................................................www.sullair.com ......................................61 ......................................IFC

U.S. Tsubaki Power Transmission, LLC ....www.ustsubaki.com/mt .........................69 .........................................21

U.S. Tsubaki Power Transmission, LLC ....www.kablelschlepp.com .........................80 .........................................38


January 2012 Volume 25, No. 1

Contact the publisher, Bill Kiesel - (847) 382-8100 ext. 116


VIEWPOINT

The Air Force was curious. So were we.

Was there a better way to work with suppliers—a way wherein it was possible to create a highly collab-orative environment designed to not only lower costs, but also achieve higher service and reliability? In an effort to help improve logistics support and maintenance operations for its weapon systems, the United States Air Force asked University of Tennessee researchers to explore this question in detail.

The researchers, in turn, set out to study some of the world’s most successful suppliers. Their fi ndings: The world’s best did things a little differently. Most notably, they moved beyond a simple buy-sell trans-action-based approach focusing on price. Instead they adopted longer-term, outcome-based relation-ships with suppliers—often aimed at seeking higher reliability, lower overall total cost of ownership (TCO) and improved service.

Research led us to a common-sense conclusion: It’s not smart to be penny-wise and pound-foolish. Our fi ndings led to the development of a methodology University of Tennessee researchers have coined “Vested Outsourcing”.

Under a Vested agreement, buyers and suppliers consciously create a highly collaborative relation-ship based on mutually defi ned outcomes. The more successful the buyer, the more successful the supplier is. The Vested model is based on fi ve rules I’ve outlined in the book Vested Outsourcing: Five Rules That Will Transform Outsourcing.

■ Rule 1: Place the focus on outcomes. The idea is to move away from simple buying and selling of parts and services to a new level of cooperation designed to pay the supplier when they deliver results.

■ Rule 2: Focus on the “WHAT,” not the “HOW.”Companies can fall into the trap of tightly defi ning specifi cations. Our research shows if you defi ne the specs, you get the specs. If you want something

better, faster or more reliable, you have to challenge the supplier to rethink the HOW and bring innova-tion to deliver improved reliability and TCO.

■ Rule 3: Jointly formulate clearly defi ned and measur-able outcomes with your supplier based on collabora-tion and alignment. Don’t just buy parts and service: Defi ne what a home run looks like and contract for future success.

■ Rule 4: Jointly develop a pricing model with incentives based on performance. The goal? The more successful the supplier, the more incentives the supplier can make. Want to double your reliability? Double your supplier’s profi ts. The cost savings will far outweigh the extra margin paid to the supplier.

■ Rule 5: Deploy an insight-versus-oversight governance structure. Don’t just manage your supplier: Manage the business with the supplier. Under a Vested rela-tionship, suppliers almost become an extension of the organization, often bringing in experts to work side-by-side with company personnel to solve tough problems or test new innovations.

Vested Outsourcing provides a clear path for creating highly successful collaborative supplier relationships that—if it’s followed—can deliver decreased costs and increased reliability. That’s a real home run if you’re in charge of maintenance operations. Make 2012 the year to get Vested with your best suppliers. MT

Kate Vitasek is a faculty member at the University of Tennessee’s Center for Executive Education and author of the book Vested Outsourcing: Five Rules That Will Transform Outsourcing and The Vested Outsourcing Manual (both published by Palgrave Macmillan). Email: [email protected]. (Editor’s Note: An in-depth look at this topic will be published in an upcoming issue of Maintenance Technology.)

Kate Vitasek, Author, Educator and Business Consultant

Vested Outsourcing For Asset Management & Maintenance

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

The Air Force was curious. So were we.

Reliability: Own It





Hyatt Regency O’Hare, Rosemont (Chicago), IL


improve their skills and excel on the job. Pricing and attendance options for every budget make it easy

for individuals or groups to share the MARTS experience.

This MARCH... Save The Date For


MARCH 12-15, 2012

• A four-day educational experience created exclusively for reliability professionals

• 27 hour-long Conferences over two days – Tuesday, March 13 and Wednesday, March 14 –

kicked off by Keynote speaker David Boulay, president of the Illinois Manufacturing

Extension Center, and followed by reliability experts in a variety of disciplines

• 5 full-day Workshops on Monday, March 12

• 5 full-day Workshops on Thursday, March 15

• Two professional certifi cation opportunities

Keynote AddressTues. March 13, 2012:

Managing the Trends David Boulay, president, Illinois Manufacturing Extension Center

Selection of Confi rmed Conference Titles:Optimizing Pump-System Performance:

The Link Between Energy Effi ciency and Improved Reliability Roland McKinney, SKF Service Division

The Top 5 Best Maintenance Practices of World-Class CompaniesEnrique Mora, Mora International Consulting Services

Maintenance and Reliability Assessment: Is World Class Right For Your Facility?

Dave Rosenthal, Jacobs Engineering

How a Community College Partnership Can Address the Skills ShortageMark Combs, Parkland College

Leveraging PAS 55 to Optimize Asset Utilization and Increase Productivity

Kris Goly, Siemens Asset Performance Management Services

Confi rmed Workshop Titles: Energy and Sustainability Management

Eric Huston and members of SKF Service DivisionFrom TPM to TPR: Move to the Next Level of

Maintenance and Process Reliability Enrique Mora, Mora International Consulting Services

Cause Mapping I: Eff ective Root Cause AnalysisMark Galley, ThinkReliability

Maintenance Planning and Scheduling: Increase Your Workforce Without Hiring

R. D. (Doc) Palmer, Richard Palmer & Assoc. Motor System Management

Howard W. Penrose, Dreisilker Electric Motors, Inc.

Other Workshop Presenters: Mike Gilley, Fox River Systems

Dave Krings, Consultant Jim Seff rin, Infraspection InstituteEd Stanek, LAI Reliability Systems

Bob Williamson, Strategic Work Systems


How a Community College Partnership Can Address the Skills Shortage

For complete schedule and registration information, please go to

www.MARTSconference.com


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Maintenance Technology January 2012

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