Maintenance Technology July 2012

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TAKESTAKESTAKESTHE HEAT.THE HEAT.THE HEAT.THE HEAT.THE HEAT.THE HEAT.AND THE DUST, WATER ANDAND THE DUST, WATER ANDAND THE DUST, WATER ANDAND THE DUST, WATER ANDAND THE DUST, WATER ANDAND THE DUST, WATER ANDAND THE DUST, WATER ANDAND THE DUST, WATER ANDAND THE DUST, WATER ANDAND THE DUST, WATER ANDAND THE DUST, WATER ANDAND THE DUST, WATER AND

3-METER DROP.3-METER DROP.3-METER DROP.3-METER DROP.3-METER DROP.3-METER DROP.

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©2012 Fluke Corporation©2012 Fluke Corporation4160029A_EN4160029A_EN

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16 Failure Analysis Of Machine ShaftsAs the industrial arena grows more sophisticated, it seems as though operations are

confronting fewer and fewer broken machine sha� s. When sha� s DO break, however, there are almost always as many theories regarding the suspected culprits as there are people involved.

Neville W. Sachs. P.E.

24 The South’s Sustainable Snack MakerFrito-Lay’s award-winning facility in Fayetteville, TN, is turning out America’s favorite

snacks with low environmental impact. Rick Carter, Executive Editor

32 Emphasis On Innovation: Rolling Bearings In Mining & Mineral Processing

Suppliers have made some great strikes in the design, heat treatment, sealing and lubrication of rolling bearings.

Keith E. Meyers, P.E., SKF

ON THE ROAD TO SUSTAINABILITY

ContentsFEATURES

DEPARTMENTS

YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS

6 My Take

8 Stuff Happens 10 Uptime

13 Motor Decisions Matter

14 Don’t Procrastinate… Innovate!

31 Automation Insider

38 Technology Showcase

40 Solution Spotlight

42 Marketplace

46 Information Highway

46 Classifi ed

47 Supplier Index

48 Viewpoint

JULY 2012 MT-ONLINE.COM | 3

JULY 2012 • VOL 25, NO 7 • www.MT-ONLINE.com

SUPPLY CHAIN LINKS

CAPACITY ASSURANCE STRATEGIES

...and don’t forget to visit www.MT-Online.com for this month’s 25th Anniversary Article,

FEATURING KEYNOTE ALISON LEVINE Alison Levine knows the highest highs – and at the SMRP Annual Conference will demonstrate how to build and lead a team through tough times.

ADVENTURER: Climbed tallest peaks on all seven continentsTRAINED LEADER: Adjunct professor at the U.S. Military Academy at West Point

EXPERT ON TEAM-BUILDING: Will demonstrate what it takes to be a strong leader and deal with changing environments

BE INSPIRED...

To register, visit www.smrp.org!

CELEBRATING 20 YEARS OF PROMOTING EXCELLENCE

IN MAINTENANCE & RELIABILITY

“Time’s Arrow” by John Moubray

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

Your Source For CAPACITY ASSURANCE SOLUTIONS

4 | MAINTENANCE TECHNOLOGY JULY 2012

July 2012 Volume 25, No. 7


©

Presented By Applied Technology Publications

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99% of Americans have seen combat on TV.

1% of Americans have seen combat in Iraq or Afghanistan.

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We know where you’re coming from. We’ve got your back. Join the online community

at IAVA.org

MY TAKE

S ee the picture below? It’s an example of a PSA (public service announcement) ad you may have noticed in the pages of Maintenance Technology from time to time. We carry it on behalf of the Iraq and Afghanistan Veterans of America (www.IAVA.org), the nation’s fi rst and largest nonprofi t, nonpartisan organization representing veterans of the wars in Iraq and Afghanistan.

This ad and others are part of an ongoing “You Are Not Alone” campaign by the Ad Council that has run since November 2008 (http://www.nytimes.com/2008/11/22/opinion/22herbert.html?_r=2).

I draw your attention to this ad in July—a month known for the proud waving of American fl ags—because too many of our returning military veterans may be feeling as if they’ve been thrown into yet another hell-hole on earth: what appears to be, for many, a brutal, almost unimaginable battle for gainful employment and the dignity that goes with it. They deserve better.

Too bad our politicians can’t be bothered to deal substantively with the jobs crisis for the next few months. They’re so busy—the silly season of campaigning mostly about much of nothing is upon us. And, according to “word on the street,” we also need to be patient with companies that won’t hire ANYBODY (veterans included) until the Supreme Court’s ruling on Obamacare and the Presidential election provide them with some “certainty.” (Oh, please! Let’s grow some courage out there!)

Thankfully, many groups and businesses are still brave enough to jump into the fray—IAVA being one.A January 2012 survey of the organization’s 200,000+ members uncovered an unemployment rate of 17%. (Note: Per May’s government jobs report, the overall unemployment rate for veterans is 12.7%.) We agree with IAVA: This level of joblessness among our vets is unacceptable. They deserve better.

To combat the problem, IAVA has teamed with the U.S. Chamber of Commerce to host several “Smart Job Fairs” around the country this year. As elements of IAVA’s “Clinton Global Initiative (CGI) America” partner-ship with the Chamber, these activities are specifi cally designed to connect veterans with critical employment resources to ease their transition from combat to career. Employers learn ways to help bridge the military-civilian divide and meet vetted and confi rmed veterans of Iraq and Afghanistan. (BTW: At Chicago’s “Smart Job Fair” on June 6, more than 40 companies, including JPMorgan Chase, MillerCoors, Prudential, GameStop, ComEd and Blue Cross Blue Shield of Illinois, participated.)

The problem is that 40 companies in Illinois is a tiny drop in a very big bucket when it comes to hiring veterans. How many other companies are working to solve this crisis? In our March “Question of the Month” (www.mt-online.com/question), we asked what your companies/organiza-tions are doing to help. To date, nobody has responded. I hope that was just an oversight at your end. If it was, email your answers to me directly. Should you agree to let us publicize your efforts, we will. Loud and clear.

They—so many of our vets—deserve better than they’ve received of late. Much better. MT

[email protected]

Let Me Say It Again:They Deserve Better

Jane Alexander, Editor-In-Chief


ConstruCtion projeCts Call for heavy-duty equipment that won’t quit.

Trust Gates to keep your excavators, loaders, and dozers running smoothly. Find out more at Gates.com/GetItDone

you work hard. Gates does, too.


STUFF HAPPENS

Does your organization use safety awards to help encourage safe operations, practices and behaviors? If so, do you feel your workplace and personnel are safer (or less safe) as a result of such incentives? Why or why not?

Go to MT-online.com/question with your answer.

GET YOUR ‘FIX’ IN PEOPLEPEOPLE...

NEWS

Aaron Jagdfeld, CEO of Generac Power Systems, has received Ernst & Young’s “Entrepreneur Of The Year® 2012 Award” in the manufacturing category for the Upper Midwest. This award recognizes outstanding entrepreneurs that demonstrate excellence and extraordinary suc-cess in areas such as innovation, fi nancial performance and personal commitment to their businesses and communities. As an Upper Midwest award winner, Jagdfeld is now eligi-ble for consideration for the overall “National Entrepreneur Of The Year 2012 Award” that will be announced at a gala in Palm Springs, CA, on November 17. Now in its 26th year, the Ernst & Young’ “Entrepreneur Of The Year Program” has honored the leadership of entrepreneurs like Jeff Bezos of Amazon.com, Michael Dell of Dell, Inc., Herb Kelleher of Southwest Airlines, Fred Smith of FedEx, Larry Page and Sergey Brin of Google, and Reid Hoffman and Jeff Weiner of LinkedIn, among others.

The ergonomics consulting group Humantech reports that the sixth annual Find It – Fix It Challenge is already underway. The competition recognizes and rewards simple and effective workplace solutions that result in increased productivity, improved worker morale and fewer workplace injuries and illnesses. It’s an off-shoot of Humantech’s RAPID Team Events® exercise that’s based on the concept of making quick and simple visible changes to improve ergonomic issues in the workplace. This year’s contest runs until September 16, and is open to all past and current clients of Ann Arbor, MI-based Humantech. Organizations are asked to submit their best workplace improvements, highlighting the implementation of a creative and high-impact ergonomic solution. By the end of September, 15 fi nalists will be selected by a panel of Certifi ed Professional Ergonomists and Humantech staffers. A First Place Winner and two Honorable Mentions will be chosen from the fi eld of fi nalists and notifi ed by mid-November. The submission process and step-by-step instructions, including entry-form templates and a Webinar entitled Key Elements for Submitting a Winning Entry, can be found at www.humantech.com/about/fi nd-it-fi x-it-challenge. (BTW: First Place in the 2011 Find It – Fix It Challenge went to The Timken Company’s Manchester, CT, plant for its Bull Gear Deburring fi xture. Honorable Mentions went to the Ashland Water Technologies plant in Nantou, Taiwan, for its Raw Material Transfer improvement, and John Deere’s Fuquay-Varina, NC, operations for its Mid-Z Eyebolt improvement.

(MAKE THAT AN ERGONOMIC FIX)

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


STUFF HAPPENS

KUDOSFor Some

Big Numbers

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.

NEWS

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? !

New &Noteworthy

As part of a Manufacturing Institute (“the Institute”) partnership focusing on workforce skills, the ASQ (American Society for Quality) notes that it issued more than 6500 certifi cations in the U.S. last year. The Institute’s “Manufacturing Skills Certifi -cation System,” which has been endorsed by the National Association of Manufacturers (NAM) was developed expressly to address the defi cits in manufacturing education and training. Having set a goal of issuing 500,000 certifi cations to individuals by 2016, the partners appear to be well on their way to success: In 2011, the fi rst year of the program, 84,738 credentials were issued. ASQ is the only one among the 16 organization partners representing multiple industry sectors that deals specifi cally in the quality fi eld.

Seen and heard at a recent event in Philadelphia, PA: Speaking on behalf of SKF, a global leader in a range of sustain-ability-sensitive products and business practices, Poul Jeppesen, President of SKF North America, noted that SKF hascommitted to a target to increase revenue from the SKF BeyondZero portfolio from $350 million USD in 2011 to $1.4 billion USD in 2016. (Speaking of SKF, be sure to read this month’s article by Keith Meyers, “Emphasis on Innovation: Rolling Bearings In Mining & Mineral Processing,” that begins on page 32.)

We have two readers to thank for this month’s submissions:

Brian O’Reilly, Sales Manager of Cleveland Tramrail Products (Gorbel, Inc.), provided an oldie/but goodie Oscar Wilde jewel:

“A fool knows the price of everything...and the

value of nothing.”

We also liked the following thought (the original thinker of which is unknown) sent in by Scott Kautz, Maintenance Manager at Reedsburg Hardwoods:

“Attitude is like a fl at tire—it won’t go anywhere unless it is changed.”

Alstom has announced a new U.S. Patent, No. 8,069,797, for its Mer-Cure™ product. The latest of three patents covering Mer-Cure technology, this one relates to the injection of powdered activated carbon (PAC) into a coal-fi red power plant’s fl ue gas at a high-temperature location, such as upstream of the air heater, to reduce mercury emissions. According to Alstom, Mer-Cure reduces sorbent consumption by up to 50% when paired with several air quality control system (AQCS) technologies. This, in turn, lowers customers’ operation and maintenance costs and provides compliance with new emission standards under the Mercury & Air Toxics (MATS) regulation.


UPTIME

“OK, you got my attention with last month’s Uptime column, ‘The World’s Best Maintenance Tool’ (i.e., detailed work instructions). I see now that our PM work instructions are sorely lacking in details, leaving a lot to the mechanic’s discretion. And, our production departments have used standardized work as part of their lean manufacturing process for years. So, here’s my question: How should we begin straightening out our PM program without getting mired down in a major documentation project?”

First things firstYour efforts should focus more on improving equip-ment performance and reliability than overhauling your PM work instruction documents. Be careful NOT to get mired down in a massive rewrite or upgrade of all of your facility’s PM work instructions—the financial justification might not be there. Concentrate on delivery of measurable business results every step of the way.

Let’s begin exploring a Style Guide to specify how to develop and deploy PM work instructions. We’ll start by looking at three basic considerations when improving maintenance work instructions:1. Focus on the most penalizing equipment.2. Follow a structured developmental and

deployment process.3. Use a standardized document format.

#1. Focus on the most penalizing equipmentBegin improving your maintenance work instructions by targeting your most penalizing equipment items or processes. Look beyond the maintenance needs of the equipment and consider the plant or facility operations. Select your starting points with equipment that’s a candi-date for improved performance by asking a few questions:

n Do equipment problems often interrupt operations? n Does the equipment create defects or off-spec

conditions? n Does the equipment cause sizeable delays in meeting

customer requirements? n Does the equipment seem to be environmentally

sensitive and problem-prone? n Do equipment damages or injuries occur during

routine PM task completion?

n Are the PM work instructions sketchy, leaving much to the discretion of end users?

n Are they incomplete or not as efficient and effective as they should be?

n Do the results of the PM process vary with the person who performs the PM tasks?

The more “YES” answers to these questions, the more likely improved work instructions will be successful.

#2. Follow a structured developmental and deployment processGiven the “top 10 characteristics of the world’s best maintenance tool” listed in last month’s Uptime column (pgs.10-12, Maintenance Technology, June 2012), there may be as many ways to approach the development and deployment of maintenance work processes as there are writers. The challenge is to get started with one developmental model and improve it to suit your needs as you go—then adopt it as a “standard.” I’ve found the continuous-improvement approach reflected in the accompanying process model (Fig. 1) to be especially effective in developing work instructions for NEW equipment.

As you could imagine, each block in Fig. 1 can be inter-preted differently. In an actual Style Guide, there would be detailed descriptions and procedures for each of the steps shown by blocks in the model. Here are several items, albeit brief, to consider in each of the steps of Fig. 1:1A. Incorporate OEM recommendations for Preventive

Maintenance whenever available.1B. Build on the PM instructions of similar equipment

(if available).1C. Review work-order histories of similar equipment

for PM effectiveness. Look for gaps.2. Identify the specific operating conditions, operating/

production requirements.3. Review the equipment configuration. Verify common

or non-standard components and modifications.4. Identify those who will perform PM tasks (i.e., start

of shift, end of shift, calendar, hourly, etc.).5. Engage a select end-user group to prepare a 1st Draft

guided by a PM facilitator/engineer.5A. If your plant is so inclined, use a formal RCM

analysis or FMEA to define PM tasks.

Bob Williamson, Contributing Editor

Maintenance Work InstructionsPart I: A Style Guide


UPTIME

6. Look for accuracy, gaps and clarifi cation during an actual “dry-run walk-through” of PM instructions.

7. Start applying visuals to the work instructions AND on the equipment for “maintainability.” Consider minor modifi cations to improve access, inspection and overall ease of maintenance.

8. Compile the 2nd Draft PM Plan & Tasks. A repeat of the “dry-run walk-through” may be in order.

9. Submit for a formal review and approval process per “management of change” (MOC) process.

10. Publish Final PM document according to approved formats or work instruction Style Guide.

11. Deploy PM Plan & Tasks. This may involve updating the PM job plan in your CMMS and attaching the new work instructions to PM work orders.

12. Train and qualify users to accurately and completely follow the new work instructions.

13. Audit the PM performance to assure accuracy, effi -ciency and effectiveness of the instructions and the qualifi cation of the persons using the instructions.

14. Over time, look for ways to improve the PM Plan & Tasks (work instructions).

15. Compile the improved PM Draft Work Instructions and return to Step #5 to complete update.

Regardless of which develop-ment-process model you use, be sure to document it. Then improve it.

#3. Use a standardized document formatSome businesses may already have a standard document format for work instructions—many plants, however, do not. The following list summarizes major headings in a standard PM work-instruction format. Of course, the format should be adapted to the specifi c needs/ requirements of YOUR facility. There are three major groups of information in this standard format: “Document Headings,” “Job Performance” and “Docu-ment Control.”

Document Headings… 1.0. Procedure Title & ID Number2.0. Applicability: Location, Equipment, Process,

Facility, Work Center, etc.3.0. Procedure Identifi cation: ID Number, Type 4.0. Frequency of Performance5.0. Equipment Status: Running, Down, Major

Shutdown/Turnaround6.0. Introduction: Procedure Summary

Job Performance…7.0. Responsibilities: (Who & What) Manager,

Supervisor, Maintainer, Others8.0. Assigned Personnel Requirements: Craft,

Trade, Technician, Skill Level, Contractor…9.0. Estimated Time: Hours, Duration, Number

of People, Additional Work limits…10.0. Personal Protective Equipment Requirements11.0. Environmental & Safety: MSDS, Hazards,

Confi ned Space, Cutting, Containment, Disposal…

12.0. Reference Documents & Source: OEM, Owner, Contactor…

13.0. Equipment & Tools Requirements

Developing & Deploying Preventive Maintenance (PM) Work Instructions

A Continuous-Improvement Model


UPTIME

14.0. Parts Requirements15.0. Materials & Supplies Requirements16.0. Reference Documents17.0. Procedure: Step-by-step, Should-Be and

As-Found Readings, Graphics, Photos…18.0. Comments: Job Notes, Work-Process Revisions19.0. Completion Signatures: Performed By,

Approved By, Inspected by, …

Document Control. . . 20.0. Current Revision: Revision Number & Date21.0. Document Control Identifi cation 22.0. Document Originator & Approval: Name, Contact Information, Effective Date…

Some fi nal thoughtsThere are several options for using detailed PM work instructions: They could be attached to PM work orders when they’re distributed, made available in hard copy at the equipment or point of use, or posted on a network computer terminal that’s accessible to the person performing the tasks.

The work instructions can also be summarized in checklist format for ease of use on the job if the tasks to be performed are not particularly complex or critical.

Detailed maintenance work instructions are meant to drive out the natural “human variation” in the way people do things. They provide a basis for training and qualifying a person to perform the required tasks on specifi c equipment. And the use of the work instructions must be enforced—they’re not optional. Instructions that are developed in the manner described here are a starting point for continuous improvement of equipment performance and reliability, improved workplace safety and environmental conditions, and for improving overall productivity of the company’s physical assets AND its human resources.

Coming up in AugustNext month, Part II of this article will explore the ins and outs of procedure-writing and include some actual examples along with a number of different work instruction layouts and summary checklists. MT

[email protected]

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Plug Into Energy Savings

BOOSTING YOUR BOTTOM LINE

I

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.

n this economy, cutting back is common. But have you thought about cutting back on your opera-tion’s energy bill? Cutting back on

electricity consumption by boosting effi ciency can lead to dramatic savings, reduced exposure to rising energy prices and improved process effi -ciency and control. Even better, there’s a large (and growing) number of energy-effi ciency programs around the United States and Canada with fi nan-cial and technical resources to help you identify and implement opportunities throughout your facility. In fact, the effi ciency program industry [1] directed over $9 billion in 2011, according to theAnnual Industry Report, published by the Consor-tium for Energy Effi ciency (CEE). In the U.S., 39% of the total was dedicated to the commercial and industrial sectors—billions of dollars, some of which are ready to support qualifying energy-effi ciency improvements in facilities like yours.

Where to start According to the U.S. Department of Energy (USDOE), motor-driven equipment consumes 64% of the total electricity used in the U.S. industrial sector.[2] As the largest single source running up an industrial plant’s electricity bill, zeroing in on your motors and motor-driven system such as pumps, fans and air compres-sors is a great fi rst step toward cutting costs and increasing effi ciency in your facility.

Where get helpIn addition to publishing the Annual Industry Report, CEE maintains a searchable spread-sheet of 94 effi ciency programs that provide incentives for qualifying projects that improve motor system effi ciency. This resource, Motors & Motor Systems Program Summary, includes the following types of program offerings:

Motors… Programs that provide incentives, typically rebates, to vendors, distributors, or directly to customers for motors that meet energy-effi ciency specifi cations.

Motor Management… Programs that work with customers and vendors to identify motors for replacement with energy-effi cient models either upon failure or through early retirement programs. Other programs support best motor repair prac-tices that maintain motor nameplate effi ciency.

Motor Systems… Programs that provide incentives for effi ciency improvements in specifi c motor-driven systems such as pumps, fans and air compressors, and for installing adjustable speed drives.

To learn more about how you can cut costs and save energy with your motor-driven systems, visit the Motor Decisions MatterSM

(MDM) Campaign, www.motorsmatter.org, which provides free tools and resources that can help get your operations plugged into savings. These resources can also lead to partnerships with your local sales and service center, vendor, electric utility or other energy-effi ciency representatives that are well positioned to offer added support. Plug into these programs and start saving today. MT

1. The effi ciency program industry is comprised of electric and gas utilities, state energy agencies and other non-utility program administrators, municipal power providers and co-ops.

2. USDOE, 2008. (http://www1.eere.energy.gov/industry/bestpractices/pdfs/motor.pdf)


JULY 2012 MT-ONLINE .COM | 13


DON’T PROCRASTINATE…INNOVATE!

There are many high-school dropouts that have gone on to shape our brave new world through innovation, leadership and business savvy. The alumni list of famous dropouts and their accom-plishments is long.

Among others, consider the likes of Benjamin Franklin (a Founding Father, scientist and inventor of the Franklin stove); Jim Clark (computeriza-tion for the masses and founder of Netscape); Henry Ford (automobiles for the masses and the first production management system); George Eastman (Kodak cameras and photography for the masses); Albert Einstein (the theory of rela-tivity); Orville and Wilbur Wright (aviation’s first flight); Henry Royce (engineering/manufacturing half of Rolls-Royce); Soichiro Honda (the world’s most successful engine manufacturer); Ray Kroc (McDonalds); Richard Branson (Virgin Airlines, phones, music, trains and commercial space travel). These individuals didn’t just overcome a lack of education, they helped overcome chal-lenges of their times by understanding their strengths and marrying them to a passion that produced extraordinary results.

For every famous dropout, though, there are thousands of uncelebrated ones who also go on to lead remarkable lives—my father included. The realities of World War II England turned him into a 6th-grade dropout. After training and reinventing himself many times (based on his strengths and acumen for fixing and making things out of nothing), he eventually built and ran a successful engineering fabrication busi-ness employing over 35 people for 30+ years. Legs of his learning journey included the military (that taught him mechanics) and the Ford Motor Company (that taught him how to weld and provided enough overtime to fund the startup of his own business).

Lingering recession-like conditions are forcing countless educated people to be innovative in their job preparation and search methods—

causing them to take stock of their skills, reassess current job-market requirements and close gaps by completing additional training to gain new skill sets. (Today’s college grads are expected to use this career-change model many times over the course of their working lives.)

In a recent Uptime column, “Save Manufac-turing And Save America” (pgs. 10-12, Main-tenance Technology, May 2012), my fellow Contributing Editor Bob Williamson reminded us that U.S. industry currently faces a shortfall of more than 600,000 workers (a deficit that’s expected to rise to 2-3 million by 2015). The reasons are simple and result from a “triple whammy” of still-unfolding events that include increasing numbers of skilled baby-boomer retirements; re-shoring of more and more manufacturing operations to North America from Asia; and the dismal state of educational, vocational and appren-ticeship opportunities. Successfully confronting this massive skilled-workforce challenge calls for both interim and long-term solutions.

An interim solutionUnlike industry, facility-management organiza-tions like hospitals, schools and commercial building operators employ just one or two skilled trades staffers and an army of unskilled operators/maintainers under their direction to perform an array of tasks and services. In the past few years, I’ve used the following six-step process to help many municipalities and industrial clients over-come the inconsistency of that model and ensure minimum standards of operator/maintainer skills and knowledge.

1. Review job-description and roles-and-respon-

sibilities documents and revise to a minimum standard requirement for non- or semi-skilled operations/maintenance positions.

2. Assess current individual skill sets and abilities and identify operators/maintainers that can be employed in their specialty or train others.

Ken Bannister, Contributing Editor

Adapting Innovative Training Programs To Overcome The Skills Shortage


DON’T PROCRASTINATE…INNOVATE!

3. Build a skills matrix for each person and assess where individual training is required to build minimum skill-set requirements.

4. Review requirements with local college(s) and your corporate training department to build a company-specific program that graduates students with an “ABC Corp. Diploma in Operations Maintenance” upon completion of 60 -120 hours of company-paid training. Many colleges already offer basic courses in electricity, cabinet-making, plumbing, HVAC, etc., which can be included immediately.

5. Augment college courses with specialty courses by third-party providers to train specific individuals for specific jobs. In my case, I’ve offered a 16-hour Planning and Scheduling course, as well as a 24-hour ICML (International Council of Machinery Lubri-cation) course that helps participants prepare for the Certified Machine Lubrication (CML) credential process. Other providers have been used to train and certify individuals in laser-alignment techniques and Level I infrared thermography.

6. Rewrite/update PM tasks to reflect training and new knowledge.

This innovative type of program is adaptable to any organization, as it is client-specific in its design, tailored to be easy and quick to develop and relevant, regardless of current skill levels.

Longer-term strategiesRichard Branson (one of our more recent celebrity dropouts and innovators) has gone on record chal-lenging the education system for taking too long to graduate students in science and engineering disciplines (4+ years). Approaching the education system from a business perspective, he argues that a student writing a paper no longer needs to walk to the to the library and dig through a mountain of text, taking copious longhand notes transcribed on to a typewritten essay, but instead can perform research, take verbal notes and have them tran-scribed and turned in for grading via a computer—in a matter of minutes, not days.

With so many programs now offered online, Branson contends that today’s traditional collegiate business model, wherein students spend an average of 100 weeks over 3-4 years in pursuit of a post-secondary degree, can be cut down to an 80-week timeframe. Translation: A degree could be attained in a two-year time span. This frees up a school to take on more students and lower the cost of education for everybody.

The same thought process could be adapted to apprenticeships and trade schools. Anyone who has gone through an apprenticeship knows that most learning takes place in years one and four. The first year introduces trade concepts. Years two and three are usually spent on helper and “gofer” duties. Not until year four are the trade secrets finally revealed.

With ever-fewer skilled tradesmen and women available to pass on their knowledge, industry leaders must lobby government to develop and accept accel-erated two-year internship/apprenticeship programs in which basic industrial concepts are taught in year one at the college level and corporations complete the second year by teaming up the apprentice with a tradesperson. This would clearly require the trade definition to be narrower, but it would allow students to quickly assimilate into the workforce fully trained in a specific skill. The intern/apprentice can return later for additional training that will let him/her fulfill specific industry needs in an acceler-ated manner and build a strong resume´ by adapting quickly to changing industry requirements.

So, discard your conventional ways of thinking. Now’s the time to take bold, innovative steps toward building a sustainable skilled workforce that will be adaptable to rapid changes in our new industrial reality. We have neither minds nor hands to waste. MT

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

Successfully meeting the skilled-workforce challenge calls for innovation.

Clinging to conventional solutions and ways of thinking won’t do it.


The science of breaking bad...

Failure Analysis Of

Machine Shafts

As the industrial arena grows more

sophisticated, it seems as though

operations are confronting fewer

and fewer broken machine shafts.

When shafts DO break, however,

there are almost always as many

theories regarding the suspected

culprits as there are people involved.

Whether related to motors, pumps

or any other types of industrial

machinery, shaft failure analysis is

frequently misunderstood, often

being perceived as diffi cult and expensive.

For most machine shafts, however, analysis

should be relatively straightforward. That’s

because the failure typically provides strong

clues to the type and magnitude of forces on

the shaft and the direction they acted in: The

failed parts will tell exactly what happened.

Neville W. Sachs, P.E.



There are only four basic failure mechanisms: corrosion, wear, overload and fatigue. The fi rst two—corrosion and wear—almost never cause machine-shaft fail-ures and, on the rare occasions they do, leave clear evidence. Of the other two mechanisms, fatigue is more common than overload failure. (NOTE: Keep in mind that many times corrosion will act in conjunction with fatigue loading to cause a shaft failure.) This article will focus on failures resulting from overload and fatigue factors.

Overload failuresOverload failures are caused by forces that exceed the yield strength or the tensile strength of a material. As depicted in Fig. 1, the appearance of an overload failure depends on whether the shaft material is brittle or ductile.

No sha� materials are absolutely brittle or absolutely ductile. � e sha� s used on almost all motors, reducers and fans are low- or medium-carbon steels and relatively ductile. As a result, when an extreme overload is placed on these mate-rials, they twist and distort. � e bent sha� shown in Photo 1 has been grossly overloaded by a torsional stress.

There are occasional cases when a ductile shaft will fail in a somewhat brittle manner. Photo 2 shows an example of this situation—i.e., what happened when a 200 hp, 3600 RPM motor suddenly stopped running. The result was a huge torsional stress and a cracked shaft. But because the material is ductile, the angle of the crack it is not at the 45° posi-tion shown in Fig. 1, and there is obvious distortion of the keyway. When ductile materials are grossly overloaded very rapidly, they tend to act in a brittle manner.

Fortunately, brittle fractures of machine shafts are extremely rare. Like all brittle fractures, they are character-ized by a relatively uniform surface roughness—the crack travels at a constant rate, and surface features called “chevron marks” are evident. Photo 3 (page 18) shows the brittle frac-ture of the input shaft of a large reducer that was dropped. The “chevron marks” are the fi ne ripples on the surface that all point just to the left of the keyway.

Important Note: When Was the Failure Force Applied?In diagnosing which mechanism caused the failure, a critical point to remember is that overload failures are generally caused by a single load application, while fatigue failures are always the result of a load applied repeatedly over many cycles. This means if the shaft failed as a result of an overload, the force that caused the failure was applied the instant before the shaft broke. Conversely, if fatigue was the culprit, the initial force may have been applied millions of cycles before the fi nal failure occurred.

Fig. 1 The appearance of an overload failure depends on whether the shaft material is brittle or ductile.

Photo 2. Occasionally, a ductile shaft will fail in a somewhat brittle manner, as this one did on a 200 hp, 3600 RPM motor that sud-denly stopped running.

Photo 1. This shaft has been grossly overloaded by a torsional stress.

TENSION

TORSION

COMPRESSION

OriginalShape

Brittle DuctileTENSION

TORSION

COMPRESSION

OriginalShape

Brittle Ductile




Occasionally, a portion of a machine shaft will be case-hardened to reduce the wear rate. (NOTE: Case-hardening is usually done solely for wear-resistance purposes.) Photo 4 shows the case-hardened splined section of a hydrau-lic pump shaft, including its hardened case, the ring around the circumference with a very different texture than the majority of the shaft and “chevron marks” that point to the origin of the damage. Based on how this fracture grew straight across the shaft, the cause could have been related to either bending or tension. Its relatively uniform surface, though, would indicate that this fracture is of a brittle nature—which also means it was caused by a single force application. Furthermore, since it’s impossible to put signifi -cant tension on a spline, the analyst could safely say that a single bending force caused the failure.

Fatigue failuresFatigue is caused by cyclical stresses, and the forces that cause fatigue failures are substantially less than those that would cause plastic deformation. Confusing the situation even further is the fact that corrosion will reduce the fatigue strength of a material. The amount of reduction is depen-dent on both the severity of the corrosion and the number of stress cycles.

Once they are visible to the naked eye, cracks always grow perpendicular to the plane of maximum stress. Figure 2 shows the fracture planes caused by four common fatigue forces. Because the section properties will change as the crack grows, it’s crucial for the analyst to look carefully at the point where the failure starts to determine the direction of the forces. For example, while it is common for torsional fatigue forces to initiate a failure, the majority of the crack propagation could be in tension. That’s because the shaft has been weakened and the torsional resonant frequency has changed.

Photo 3. This brittle fracture, showing chevron marks just to the left of the keyway, occurred when the input shaft of a large reducer was dropped.

Photo 4. This case-hardened splined section of a hydraulic pump shaft shows evidence of a brittle fracture caused by a single bending force.

While corrosion and wear rarely

cause shaft failure on their own,

corrosion acting with fatigue loading

is a frequent culprit in such failures.

Fig. 2. Fracture planes caused by four common fatigue forces: Because the section properties will change as the crack grows, it’s important to look carefully at the point where the failure starts to determine the direction of the forces.

InternalPressure Bending Torsion Tension



The condition or roughness of the fracture surface is one of the most important points to look at in analyzing a failure because of the difference between overload failures and fatigue failures. With overload failures—because the crack travels at a constant rate—the surface is uniformly rough. Fatigue-induced cracks, however, travel across the fracture face at ever-increasing speeds. As a result, the typical fatigue fracture face is relatively smooth near the origin(s) and ends in a comparatively rough fi nal fracture.

A typical plain bending fatigue failure is depicted in Fig. 3. The crack started at the origin and slowly grew across the Fatigue Zone (FZ). When it reached the boundary of the Instantaneous Zone (IZ) the crack growth rate increased tremendously and the crack traveled across the IZ at approxi-mately 8000 ft/sec. During the period of growth across the FZ, there may be changes in the loading on the shaft, which result in changes in the surface that appear as progression marks.

Rotational loads or plane bending… For a fatigue failure to occur, the forces must have been applied many times. There are low-cycle failures but most industrial fatigue failures we’ve seen involve more than 1,000,000 load cycles. A valuable feature of fatigue-failure interpretation is that the crack growth, i.e., the surface appearance, tells how the load was applied. If the crack grows straight across the shaft (as shown in Fig. 3), the force that caused the failure must have been a bending load operating in a single plane.

Figures 4 and 5, however, show examples of rotating bending. The difference between these two failures is that the shaft in Fig. 4 has a single origin, while the fracture in Fig. 5 has multiple origins. Looking at the two sketches, we see the IZ of Fig. 4 is the larger of the two—which indicates that the load on the shaft when it failed was greater than that on Fig. 5. The analysis also shows that, even though Fig. 5 was

less heavily loaded, it had many more fracture origins, an indication of a high stress concentration, such as a shaft step with a very small radius. The ratchet marks are the planes between adjacent crack origins and grow perpendicular to the crack propagation.

Some examples of plane and rotating bending fatigue diagnosis are shown in Photos 5 and 6 (page 20).

Photo 5 shows a 200 hp, 1180 RPM motor shaft that failed in less than a day. No progression marks means the fatigue load was constant. The instantaneous zone is relatively large, indicating the shaft was heavily loaded. Cracking started at numerous locations around the shaft, pointing to rotating bending as the cause. So many ratchet marks concentrated on the top and bottom of the photo make us suspect the shaft may not have been straight. Inspection, though, would indicate the root cause was associated with the belt drive.

Fig. 4. In this example of rotating bending failure, the fracture has a single origin (and the load on the shaft when it failed was greater than that on the shaft in Fig. 5 when it failed).

Fig. 5. Analysis of this rotating-bending failure (with its multiple fracture origins) showed that the shaft was less heavily loaded than that in Fig. 4 when it failed.

Fig. 3. This typical plane bending fatigue failure shows how a crack starts at the origin and slowly grows across the Fatigue Zone. When the crack reaches the boundary of the Instantaneous Zone, its growth rate increases signifi cantly.

ProgressionMarks

ProgressionMarks

RatchetMarks

InstantaneousZone

MultipleOrigins

FatigueZone

Fatigue Zone(Slow crack

growth)

Instantaneous(Fast Fracture) Zone

Instantaneous(Fast Fracture) Zone

Origin

Origin15O

Rotation


In fact, the sheaves were worn so badly that the belts were riding in the bottom of the grooves. This situation approxi-mately doubled the shaft bending stress.

The drive shaft in Photo 6 was on a steel-mill elevator. The surface is smoothest near the root of the keyway and became progressively rougher as the crack grew across the shaft. Numerous progression marks surrounding the tiny IZ and the change in surface condition about 40% of the way across the shaft from the IZ suggest something changed during the crack growth or that the elevator was not used for an extended period. These features are indicative of a slow-growing failure—and the fact that fretting corrosion may have substantially reduced the fatigue strength.


The savvy analyst never forgets that

a crack always grows perpendicular

to the plane of maximum stress.


Photo 5. The shaft on this 200 hp, 1180 RPM motor failed in less than a day as a result of badly worn sheaves on the belt drive.

Photo 6. This slow-growing failure on a steel-mill elevator drive was initiated by fretting corrosion that substantially reduced the fatigue strength on the shaft.



Torsional fatigue failures… Until the advent of variable speed drives (VSDs), torsional fatigue failures were rare: Equipment designers could antici-pate operating speeds and excitation frequencies and engi-neer around them. The purpose of a VSD is to allow opera-tion at a wide range of speeds. That, unfortunately, has led to many motor and driven-shaft failures due to torsional-fatigue factors. While the most common torsional fatigue cracks start at the sharp corner (stress concentration) at the bottom of the keyway when couplings are poorly fi tted, another common appearance is the diagonal shaft crack (like that shown in Fig. 2).

Photo 7 refl ects the battered end of a motor shaft with a terrible (loose) coupling fi t that let the hub repeatedly drive the key against the side of the keyway until a fatigue crack developed. (It’s not uncommon to see cases where the crack has propagated entirely around the shaft, leaving only a stub on the shaft.)

Photo 8 shows both halves of the torsional-fatigue failure of a fan shaft in a plant that had recently changed to a VSD. The 45° angle to the central axis is a sure sign of torsional stresses, and the change in surface roughness across the shaft indicates the cause was fatigue forces.

Torsional fatigue stresses frequently go unnoticed (until too late) because personnel don’t understand what they’re looking at. For example, both of the pump shafts shown in Photo 9 failed due to torsional fatigue aggravated by a reduction in strength caused by corrosion. Some might look at the fracture face of the shaft on the right and think it was caused by rotating bending. Closer examination of the many ratchet marks shows they are at a 45° angle to the centerline of the shaft—a posi-tive indication of torsional fatigue stresses with numerous origins. (Note that the ratchet marks seen in Photo 5 have straight sides, an indication that they were caused by bending forces.)

Words of caution on interpreting the cluesWhile the oldest part of a fatigue failure typically has the smoothest surface—at least 98% of the time—it’s still crucial to look carefully at the failed part in the area of the origin: The shaft surface will describe the force.

One of the greatest takeaways from this article is that a crack always grows perpendicular to the plane of maximum stress. Many times, we’ve seen shafts where the originating force was torsion with a short angular crack, but the majority of crack propagation was in bending—fooling inspectors into thinking that bending was the primary force. Don’t let your-self be taken in this way. MT

Neville Sachs is a Senior Consulting Engineer with the Sachs Salvaterra & Associates division of Applied Technical Services, Inc., a fi rm specializing in nondestructive testing and technical support services for improved plant and equipment reliability. Email: [email protected].

Photo 9. These pump shafts failed due to torsional fatigue aggravated by the reduction in strength caused by corro-sion, not because of rotating bending.

Photo 7. The terrible (loose) coupling fi t on this motor shaft allowed the hub to repeatedly drive the key against the side of the keyway until a fatigue crack developed.

Photo 8. The torsional fatigue failure of this fan shaft occurred shortly after the installation of a variable speed drive.

ELECTRICAL-SAFETY SENSE

UnderstandingYour Options

Phil Allen, President, Grace Engineered Products

Sponsored Information

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

Electrical safety boils down to a single objective: Reduce electrical risks. Consider, for example, the fact that a 120VAC outlet is riskier than 13.8KV power distri-bution equipment. The reason is because many more people are exposed to

120VAC. The Risk Control Hierarchy instructs us on the most effective ways to reduce the probability and severity of such risks.

■ Elimination—Remove all voltage exposure

■ Substitution—Replace high-risk tasks with lower-risk tasks

■ Engineering Controls—Find ways to control electrical energy

■ Awareness—Reveal all sources of electrical energy

■ Administrative Controls—Ensure safe work practice procedures (NFPA 70E, CSA Z462)

■ Personal Protection—Reduce risks of working on live voltage

Keeping people away from live voltage eliminates risk altogether and is the preferred option. Communication ports, mounted on the outside of control panels, allow workers thru-door access to necessary aspects of the panel without taking the sometimes-risky action of opening the panel door. Having the ability to customize communication ports is important because it means every panel can be dressed with this time-saving safety device and no one is left exposed.

Another way to keep people away from live voltages includes permanent electrical safety devices (PESDs). Keeping panel doors closed is vital to electrical safety. With PESDs, workers are able to perform lock-out/tag-out procedures from the safe side of electrical panels, and they do it in just seconds. This means not only are workers safer, but they are more productive with PESDs.

Personal protective equipment (PPE) has its place and value, but, ironically, according to the Risk Control Hierarchy, it is the least effective at actually protecting workers. In fact, PPE’s sole purpose is keeping workers alive from the effects of an arc fl ash by minimizing, not eliminating, injuries. Furthermore, PPE does nothing to protect equipment or companies from the damaging aftermath of an arc fl ash.

In the grand scheme of things, which option would you rather count on? MT




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PLEASE VISIT US AT:

info.graceport.com/mt_712

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Combining clean and homogenous high-quality steel with an improved heat treatment, new upgraded SKF Explorer bearings have a superior balance between hardness and toughness. This advancement gives upgraded SKF Explorer self-aligning roller bearings a higher degree of wear resistance, enabling as much as twice the service life as the original, in applications where there are high levels of contamination conditions.

All standard SKF spherical roller bearings, CARB toroidal bearings and most spherical roller thrust bearings have now been upgraded to

New upgraded SKF Explorer self-aligning roller bearings can provide up to twice the service life as the original under difficult operating conditions

Tough job?



ONTORoad

THE

Frito-Lay’s award-winning

facility in Fayetteville, TN,

is turning out America’s

favorite snacks with low

environmental impact.

Rick Carter Executive Editor

The South’s Sustainable Snack Maker

The Frito-Lay snack plant in Fayetteville, TN,

is no run-of-the-mill food processor. Not

only did its Engineering and Maintenance

team win the prestigious North American

Maintenance Excellence (NAME) Award in 2011,

the plant’s focus on sustainability makes it a

standout. That focus isn’t new: It developed soon

after Frito-Lay acquired the 10-year-old plant

from Eagle Snacks in 1996, and decided to lay the

groundwork for a world-class operation.

This 350,000-sq.-ft. Frito-Lay plant is the 2011 NAME Award winner, and a leader in sustainability within both the corpora-tion and the state of Tennessee. Producing 110 million pounds of Frito-Lay products annually, it serves the taste buds and snack needs of customers in fi ve southern states.


The Dallas-based parent company saw the value of going green as a way to reduce the extraordinary appetite snack-food manufacturing has for water (to prepare key food ingredients and wash down equipment) and energy (to heat ovens and fryers). Today, the Fayetteville operation’s seven snack-food product lines are produced and packaged far more effi ciently than they were just a few years ago, thanks to an experienced, motivated plant team and a parent company that supports sustainability investment as strongly as it does productivity improvement.

The mission of the 350,000-sq.-ft. Fayetteville facility and its 400 employees is to produce Frito-Lay’s familiar line of snack products—Lay’s Potato Chips, Fritos, Cheetos, Doritos, Tostitos, Munchos—and a new product, Tostitos Artisan Recipe, for customers in fi ve southern states. Sales and distri-bution of the plant’s 110 million pounds of annual snack-food output are handled entirely by company salesmen/drivers who work from an on-site 110,000-sq.-ft warehouse and operate part of the nation’s fourth-largest truck fl eet. Fayetteville’s rural location, near Tennessee’s southern border with Alabama, serves the facility’s unending demand for corn (with potatoes coming from out of state) and plays a role in its quest for self-suffi ciency through sustainability.

Managing water, energy and reliabilityThe Fayetteville plant’s close proximity to open land, for example, provides an elegant way to dispose of some of its wastewater. “We send our potato wash water to two different treatment facilities here on site,” says Richard Cole, Director of Engineering and Maintenance. “Then it’s pumped to our land application, which is a 1000-acre farm with a hay crop” (that’s operated by a farmer on contract with Frito-Lay). Before delivery to the farm, the water is also cleaned of dirt particles,


The NAME Award-winning Fayetteville, TN, Maintenance crew includes (left to right): Roy Smithson, Jason Elliott, Elaine McGarry, Bruce Morehead, Mike Thomas, Chris Fowler, Jason Gower, John Loyd, Tim Towry and Richard Cole.

The recipes for America’s favorite snack foods are decep-tively simple: Take potatoes or corn, shape as desired, fry or bake, add seasoning, and voila, you have a salty or spicy treat. But, of course, there’s much more to consistently producing these foods on a large scale and in unique shapes, textures and fl avors. At Frito-Lay, for example, “seasoning” plays a big rolein product distinction. This general term describes various proprietary mixes of salt, seasonings and other fl avors—including cheese—that contribute to the unique taste of each product. Also, the “dwell time” each product spends in a fryer or oven has been carefully established (and kept secret) to create specifi c levels of product crunch. All of these elements receive constant scrutiny to ensure uniform quality, package content and, importantly, the fl avor customers recognize and expect each time they open a bag.

The Fayetteville Frito-Lay facility uses the latest high-tech equipment to make its products–in all of their iterations—quickly and effi ciently. This equipment simplifi es manufac-turing and packaging, and out-produces even slightly older counterparts. It also uses less energy and requires less operator involvement. But all of these factors ask more of Fayetteville’s NAME-award-winning maintenance team. They don’t just keep the plant’s sophisticated equipment online, they do so amidst the withering effects of regular washdowns and salt-infused plant air. It’s safe to say that without this talented group, you wouldn’t have your chips, something that could be a big disappointment any time, but especially during football season. That, according to the Fayetteville, TN, team, is their busiest time of year.

Ensuring Production Of Your Favorite Snacks


potato scraps and the starch that comes off potatoes in their initial washing and the washdowns of the peeler units. The scraps are sold to a dog-food manufacturer, and the starch— some 3 million pounds of it annually—is dried with the facil-ity’s stack heat and sold for use in paper production.

“We use what we call a tsunami system to recover all our water,” says Jason Gower, Maintenance Manager. “Before we installed this system, we were running about 580,000 gallons of water daily. Now we average about 400,000 gallons of water a day.” The system relies on a chemical to break down bacteria in the water “so we can recycle that water and still be in compliance with the food environment,” says Cole. The chemical, created specifically for use with potato water, raised questions with regard to its sustainability, but the team deemed its use worthwhile because it opened the door to a huge reduction in water use. Cole adds that use of the tsunami system doesn’t enhance company profits, but its use “is the green thing to do.”

“The green thing to do” takes the Fayetteville team in interesting directions. In the hopes of finding a less-expensive, more sustainable water source, for example, the plant had several test wells drilled on-site. It also looked into running a pipe to a nearby river. While these tactics have

proven impractical so far, and thus kept the plant a customer of the local utility, they may be revisited.

The flood of water coursing through the Fayetteville plant each day is matched only by its consumption of natural gas—which heats ovens and/or fryers for each product line. With its three-shift operation, the plant consumes tens of millions of BTUs of natural gas per day, but keeps this amount in check with several high-tech investments.

“One of our big wins here is the use of recovered heat,” says Gower, adding that the natural-gas-fired Fayetteville plant is one of Frito-Lay’s top performers in this regard. “Heat-recovery equipment we’ve installed includes our potato-chip line where we use stack-recovered heat. We also heat the building hot water with this, and use it for our corn cook system, for starch, for boiler makeup water and for pre-heat. We also have a zero-gas heat exchanger, which was developed by Frito-Lay, where we use all of our recovered heat from our Artisan-product ovens to preheat all of our oil.” On the starch-recovery line, says Gower, natural-gas usage “went from 1.5 million BTUs per hour to zero by pulling heat off our potato-chip heat exchanger. Each year for the last seven or eight years,” he adds, “we’ve installed some type of heat-recovery system.”

ONTORoad

THE

Finished Doritos head to packaging.


The team at Fayetteville both tracks and guides energy use with its “run right wall”—a dashboard that tracks energy performance across all plant sectors, including produc-tion equipment and the building-management system.“We review all of our natural gas and water performance at every shift, every day,” says Gower, “so if something gets out of line, it’s caught immediately, versus a month down the road.”

At Fayetteville, equipment reliability is also considered part of the plant’s overall sustainability initiative. “Our definition of sustainability includes maintenance and maximizing our equipment,” says Cole. “This is reliability and uptime or what we call ‘true efficiency.’ From my standpoint, I see sustainability driven if we can ensure that our equipment is running when it’s supposed to, and that we’re running the throughputs we want to run. When we produce more pounds of output in a shorter period, our energy usage goes down. And that’s what we’ve done.”

In the last decade, the plant increased its hourly output by an average of 20%, says Cole, due to new equipment and superior maintenance techniques. “And as we have improved our reliability, we’ve cut downtime, from 7 to 8% of the time to only 4% on Fritos, Doritos and some of our other big products.”

Reliability efforts are guided by Packaging Mechanic Roy Smithson, who makes regular use of ultrasonic and ultrasound inspections to detect air and water leaks and electrical problems, as well as monitor bearings and gearboxes throughout the plant. Smithson also relies on a weekly program that requires a mechanic to search for leaks in the compressed air system. Responsible for 25% of the plant’s energy costs, compressed air would comprise a major energy drain if leaks were not addressed in a timely fashion. The program has helped the plant shift from using its 500-hp compressed air unit for day-to-day operation to its 300-hp unit for the same purpose. A plan is also in place that allows for quick switches to the most effi cient compressor as loads change.

The Fayetteville team further reduced its energy use when it invited a team from motor manufacturer Baldor to make recommendations regarding installation of high-effi ciency motors. This approach is typical of Fayetteville’s pursuit of energy-savings and sustainability. “We like to partner with experts like our vendors, and leverage their expertise,” says Cole. “They come into our facility, iden-tify opportunities and provide a package of how they can help us save money and be more sustainable.” Visitors also include the utilities that operate in the Fayetteville area and the TVA (Tennessee Valley Authority) energy conglomerate.

And everything else“We’re always driving the big items and the small items,” says Cole of the plant’s wide-reaching sustainability efforts. “Smaller” issues might include the plastic bottles and alu-minum cans it recycles from the cafeteria, as well as a plan being considered to compost cafeteria waste. These efforts contribute to Fayetteville’s goal to reach zero-landfi ll status. The plant’s participation in local Adopt-a-Highway and Adopt-a River programs contributes to its status as a good neighbor, as does the fact it donates both equipment and mechanics’ time to local recycling centers.

Other issues—like those involving packaging waste—are clearly not small, but might have been considered outside the plant’s sustainability efforts under different manage-ment. With 110 million pounds of snack food leaving the plant each year, its post-production footprint is signifi cant.

The thin plastic material used in Frito-Lay product packaging is preferred for its strength and ability to extend product shelf life. This “fi lm” arrives at the plant in pre-printed rolls.

ONTORoad Sustainability

THE


This massive output not only requires a signifi cant amount of plastic-based packaging, but thousands of cardboard boxes per week to transport packaged foods to retail.

The packaging that Frito-Lay uses for its products is a thin plastic material (referred to as “fi lm”) that arrives on pre-printed rolls. Favored for its ability to extend product shelf life, it can present a recycling challenge for consumers. The plant, however, is working to both ensure its own fi lm waste is recycled and that at least some post-consumer bags are, too. Film waste from the plant, for example, is made into pellets for repurposing. New uses (manufactured offsite) include back-packs, which the company uses for promotional purposes, as well as handbags and other products. The plant also sponsors a program at local schools where students are encouraged to place their empty Frito-Lay snack packages into boxes provided by the plant. The plant collects and recycles the used bags, and hosts an end-of-year party for the school that turns in the most bags. Party snacks, of course, are provided free by Fayetteville.

Cardboard also presents a challenge for the plant—but more because of its high volume than its recyclability. Each of the hundreds of thousands of boxes the plant handles yearly is tracked, says Cole, “so we know how many trips each makes, and when we send them to the distributor or [retail] location. We want to make sure these boxes come back. And because we’re our own distribution center and our drivers are our salesforce,” he says, “they’re with the program. They stock the shelves and are sure to bring the boxes back.” After seven or eight round trips from factory to retailer, he says, a box is removed from service and becomes part of the more than 3 million pounds of cardboard the plant recycles annually.

Even the recycling process itself receives close scrutiny. “We keep the cardboard in straight bales and make sure it goes right to the mill that processes it so it’s not double-handled,” notes Jona-than Sumner, Third-Shift Maintenance Resource. Additionally, a horizontal baler was recently installed at Fayetteville to ensure the operation is making it to a 40,000-pound trailer load each time, which saves fuel. Sumner points to other improvement efforts as well, including switching the fl eet to synthetic oil (which lasts a lot longer) and installing curtains under the trailers to improve fuel effi ciency. The company also monitors drivers’ fuel con-sumption. Says Sumner, “They have a goal to hit with their trucks, and if they don’t hit that, they have a coaching session.”

What’s next?“From a sustainability standpoint, our next goal is simply continuous improvement,” says Cole. “It’s similar to what we did with NAME: We wanted a measuring stick to know where we stand, and if we’re not at world-class level, what do we have to do to get there?” According to him, the next specifi c focus will be to ensure the plant’s equipment runs at the standard it’s designed for. “So if it’s set to run at 5000 pounds per hour,” he says, “it will always run at this standard.”

Packaging, of course, must match this level of output, and thanks to the recent installation of several automated packaging lines, this department is prepared to do so. The signifi cantly faster, fully automated equipment in Fayette-ville requires no operators and allows any bag size to run on any machine, without a set-up in between. Before, specifi c bag sizes required their own lines, which meant operator involvement and careful scheduling to minimize set-up times.

With no foreseeable slack in snack-food demand, Frito-Lay’s investment in its high-performing Fayetteville facility is expected to continue. Next up is a warehouse expansion that will enlarge and enhance the current facility to “rival any UPS or FedEx type of operation,” says Cole of the project, details of which the company had not offi cially announced when this article went to press. Ground was broken in May, with start-up scheduled for 2014.

As automation reduces the need for operators, the company’s plan is to shift those displaced by automation to the expanded warehouse. It will also continue its investment in training to ensure that everyone has ample opportunity to improve and move up. It currently provides some 36 different training programs throughout the year for the engineering and maintenance team alone, most of which are two-week classes held off-site. The plant also holds regular “lunch and learn” programs where vendors and other experts are invited in to educate workers in short sessions.

Of the many world-class efforts underway in Fayette-ville, Cole regards this level of commitment to its workers a top reason for the plant’s successes. “If you don’t provide that development and education,” he explains, “you can’t improve your sustainability and reliability. You cannot grow. The technology will outgrow you faster than you can keep up with.” And while he knows Fayetteville doesn’t need additional awards to underscore its successes, he says that if the decision is made to pursue another “and if we put it before this group, I know we’d get there.” MT

EDITOR’S NOTE: For more information on the NAME Award, go to www.nameaward.com.

From a sustainability standpoint, the plant’s

next goal is continuous improvement, similar

to what it did in winning the NAME award.




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ANGULAR CONTACT BALL BEARINGS.Take advantage of the new standard of high-performance with NSK’s HPS™ Angular Contact Ball Bearings. Our innovative products feature optimized internal design resulting in increased efficiency and improved reliability. High dimensional and running accuracies provide stable and smooth operation, as well as increased wear resistance. For maximum speed, maximum performance and maximum bearing life, Think NSK.

MAXIMUM SPEED. MAXIMUM LIFE. MAXIMUM PERFORMANCE.

According to Milwaukee Tool, its recently introduced Milwaukee® Fluorescent Lighting Tester lets electricians and facility maintenance technicians troubleshoot an entire building full of lights in half the time they’ve typically devoted to the task.

Until now, the usual approach has been to “replace and hope” (i.e., change out a lamp or ballast and hope that fi xes the problem). The innovative Fluorescent Lighting Tester, part of Milwaukee’s expanding Test and Measurement line, appears to be a real game-changer. With its 2-1/2 ft., fully retractable antenna, users can easily reach all lighting fi xtures and, thus, change only those components that actual testing indicates are in need of replacement. Other features include a removable antenna adaptor to increase “fl icker” response, audible and visual indicators for easy readings, a built-in LED work light to illuminate dark work spaces and a rugged, over-mold grip for increased durability.

Milwaukee Tool Corp.Brookfi eld, WI

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Presented By Applied Technology Publications

It’s Coming! Are You Ready?










AUTOMATION INSIDER

University Research Can Pay Dividends To Manufacturers

By Gary Mintchell

The Center for Intelligent Maintenance Systems, a U.S. National Science Foun-

dation consortium including the University of Cincinnati, the University of

Michigan and the Missouri University of Science and Technology, held its latest

meeting at the Chrysler Education Center in suburban Detroit May 16-18, 2012.

Manufacturing companies join the Center and contract with engineering Ph.D.

and post-doctoral researchers to conduct research into various maintenance and engi-

neering problems. This year at the Industry Forum, Spirit AeroSystems, a Boeing spin-

off, presented its experience in moving maintenance from reactive to condition-based.

Jay Lee, Director of the Center and a Professor of Engineering at the University

of Cincinnati, challenged audience members to expand their thinking by consid-

ering cloud-based predictive analytics. The idea would be to perform the analytics

in the cloud—not to store data in it. There potentially are many people who would

be interested in the analytics, but most would prefer to store data locally.

I’ve summarized a few research papers that will provide a taste of what you could

gain from working with the Center:

Shanhu Yang from the University of Cincinnati developed a coupled model

platform for prognostics and health management (PHM) development. The study

linked real-time performance with a simulation of the process. Potential benefi ts

include performance tracking, accumulation of expert knowledge and fast PHM

service validation and development. The research proved that the model could be

done and that it could provide more transparency of machine health information.

Hossein Davari, also of the University of Cincinnati, performed research devel-

oping data quality metrics to improve prognostics. The work can reduce unnec-

essary investment in redundant prognostics analysis. Xi Gu, of the University of

Michigan, presented work on estimating maintenance opportunity windows

in manufacturing systems. This research developed an analytical maintenance-

operations window for general manufacturing systems, implemented the MOW

algorithm to real productions lines and validated its effectiveness.

The next meeting is the end of November, but I’ll be at the SPS show in Nurem-

berg. Perhaps I can catch up with Prof. Lee afterwards and get a report. MT

Gary Mintchell, [email protected], is Co-Founder and Editor in Chief

of Automation World magazine and blogs at www.garymintchellsfeedforward.com.


By Gary Mintchell By Gary Mintchell



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The engineering basis for selection of rolling bearings comes from ISO 281:2007 Rolling Bear-ings – Dynamic Load Rating and Rating Life, which defi nes the Dynamic load rating (C) for a bearing based on its type, size and internal macro geometry. The Standard considers the application conditions of applied load (P), type of bearing and operating speed (n) and now considers the lubrication condi-tion (κ) and cleanliness (η

c) condition to calculate

the L10mh

rating life.

The L10mh

rating life, therefore, considers the two most common causes of rolling-bearing failure in mining and cement machinery—poor lubrication and contamination (poor cleanliness). These two factors are culprits in 50% of all rolling-bearing failures. That’s why it’s so important to use the L

10mh rating life when

selecting and replacing these bearings.

Suppliers have made some

great strikes in the design,

heat treatment, sealing and

lubrication of rolling bearings.

Emphasis On Innovation:Rolling Bearings In

Mining & Mineral Processing

The harsh conditions and energy-intensive nature

of mining and cement applications pose special

challenges for equipment systems and their

components. Selecting the right bearings for

mineral-processing machinery is crucial.

Keith E. Meyers, P.E.SKF

L10mh = aSKF

103 1000000

60nCP( ( for radial roller bearings

© T

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The true criterion for selection of rolling bearings should be quality and rating life, including considerations of the lubrication and contamination condition, as well as correct selection of cage type, internal clearance, precision, etc., for specifi c operating conditions. Bearing dynamic load rating (C) from a catalog is a far too simplifi ed criterion.

Unfortunately, Dynamic load rating and low cost is still the way many bearings are selected by purchasing depart-ments and offered for replacement by MRO distributors. Such decisions are based on the assumption that a bearing with a greater dynamic load rating is the best choice—with little consideration as to whether the bearing is well-made, fi ts well on the shaft and in the housing or performs at a satisfactory cool operating temperature. This type of selection process leaves much to be desired when it comes to boosting equipment reliability and optimizing energy effi ciency, espe-cially since a range of innovative roller-bearing technologies are now available to do both.

InnovationsSelf-aligning spherical roller bearings & improved rating life…Heat treatment has great impact on a roller bearing’s service life and performance in poor-lubrication-related and contaminated conditions. By necessity, there’s a need to balance the bearing’s material properties, i.e., high hardness and surface residual stress profi le for longer bearing fatigue life, fi ne microstructure for wear resistance and toughness for crack resistance. Bearings generally are subjected to a through-hardened martensitic or bainitic heat treatment, or they’re case-hardened.

An improvement in bainitic heat-treatment process tech-nology has led to higher hardness and fi ner microstructure, yet still maintains toughness. The result is a near doubling of bearing rating life in poor lubrication conditions (�<1) and high-contamination conditions (�c<0.5) for Upgraded SKF Explorer Performance Class bearings compared with existing SKF Explorer Performance Class spherical roller bearing. The fi ner mircostructure translates into considerably less internal wear. Compared to a normal spherical roller bearing, the Upgraded SKF Explorer Performance Class units have a much longer rating life and show less wear.

Sealed spherical roller bearings… Typically, medium- and large-size conveyor pulleys use spherical roller bearings mounted in split housings sealed by a contact, labyrinth or Taconite seal. The Taconite seal is used to provide extra protection against liquid and particle contamination ingress. Often, large quantities of grease are fed to bearings to purge the contamination. Still, because of wear and fatigue from contamination, the service life of the bearings often falls shorter than the pulley life (lagging).

A recent innovation is the factory-sealed Upgraded SKF Explorer spherical roller bearing mounted in the sealed split housing. In this type of solution, a sealed spherical bearing is fi tted with steel-backed contact seals and lubricated by a good-quality bearing grease at the factory. Mounting inside the sealed housings results in three barriers to the ingress of contamination: the housing seal, the grease volume inside the housing and the new sealed spherical bearing itself. Experience has shown this solution to increase Mean Time Between Failure (MTBF) of the conveyor pulley bearing by two to three times—which, in some cases, has exceeded the lagging life of the pulley.

The sealed bearing still can be relubricated as needed, depending on the operating and ambient conditions. A 90% reduction in required grease consumption also has been documented. That’s because only a small quantity of grease is needed to lubricate the sealed spherical bearing inside the sealed housing compared with the large quantity of grease needed to purge contamination from an open, unsealed bearing.

This solution improves MTBF and, accordingly, Mean Time Between Repairs (MTBR). Unlike other approaches (such as split bearings) that are aimed only at decreasing Mean Time To Repair (MTTR), the Three Barrier Solution reduces the Total Cost of Ownership, TCO, by extending MTBR and reducing maintenance costs.

Sealed spherical roller bearings are appropriate for lower-speed applications such as conveyors, bucket eleva-tors, etc. Combining a standard housing seal with a sealed spherical roller bearing can provide adequate contamina-tion protection and eliminate the need for Taconite seals. This could result in a substantial dollar and space savings since two Taconite seals—which add cost—can be diffi cult to install and align, and increase space requirements of the assembly.

Keep in mind that a sealed spherical roller bearing must be mounted in a good-quality housing with good shaft seals on a good-quality adapter sleeve. Otherwise, the bearing won't be supported and sealed properly. Modern housings are designed and tested for higher break-loads than older designs. This means a standard cast iron (ASTM A48 Grade 35) material can be used in most cases, the exception being larger-sized housings (shaft diameters greater than approxi-mately 300 mm [12 in.]), for which ductile iron is recom-mended. It's an easy engineering evaluation to determine if a standard modern split housing of good-quality cast iron can be used in place of a ductile iron model, particularly if the housing is oriented in the conveyor with the belt load into the base support. The adapter sleeve should have oil-injection grooves to aid in the safe, quick, easy mounting and dismounting of the bearings.

SUPPLY CHAIN LINKS


Typical sealing options for pulley-housing shafts include lip seals, Posi-Trac Plus seals and Taconite seals. The use of the Three Barrier Solution means that Taconite seals can be avoided except in cases where pulleys have extreme-pressure water washdown. (Again, Taconite seals can be expensive and make alignment diffi cult. They also add additional axial length to the assembly.)

In smaller conveyors, the SKF ConCentra Roller Bearing Unit can be used instead of bearings in split housings. Assembled, sealed and lubricated by the bearing manufac-turer, this type of unit is “shaft ready.” It slides onto the shaft, whereupon axial screws are tightened to move the bearing up its mounting sleeve. The secure axial-screw mounting allows a near 360° fi tting (with no damage to the shaft by the set screws), as well as easy dismounting.

Spherical roller bearings for vibrating screens… The vibrating screen is intentionally made to operate at high acceleration to increase the sorting effi ciency of the ore. This acceleration places higher forces on the bearing used in the vibration mechanism. Depending on the design, spherical roller bearings are used for shaft-type mecha-nisms and mostly cylindrical roller bearings for exciter-type mechanism screens. For both bearing types, the dimensional precision, internal radial clearance and cage design must be suitable for the screen operation. In the case of spherical roller bearings, the features listed in the following blue table are needed for vibrating-screen applications:

Analysis (and experience) show that a two-piece hardened pressed-steel cage with an outer-ring-centered guide ring produces the lowest internal friction. (Figure 1 is a calculated comparison of sliding/rolling friction for various cage types.)

Energy-effi cient deep-groove ball bearings…In a conveyor system, there are typically three idler troughing rollers per every one or two meters (3 to 6 feet) of belt length, plus one return idler roller every two, three or four meters. This means possibly 10 bearings every two to three meters of belt length. In each idler roller, there is bearing and seal friction that causes a rolling resistance. The contact seals of the idler roller or those in the bearings (2RS1) contribute the most signifi cant portion of the individual idler roller friction. Aside from the seal friction in the idler rollers, there remains a bearing rolling friction in each roller. Of course, the rolling or anti-friction bearing is designed to have low rolling friction. Multiplying this idler bearing friction times the length of the belts, however, contributes to increased torque and power requirements to drive the belt.

Fig. 1. Comparisons of slide/roll friction in vibrating-screen bearings

Bearing series 223

Precision ISO P5 dimensional bore diameter ISO P6 dimensional outer diameter Radial Internal Clearance C4

Cage Two-piece hardened steel cage, outer ring centered guide ring

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Innovative product development has shown that the internal rolling friction torque of ball and roller bearings can be reduced by an average of 30% with special internal bearing geometry, cage design and grease selection. This has been verifi ed by torque measurement tests (refer to Fig. 2).

Furthermore, the service life of these energy-effi cient bear-ings measurably increased due to lower friction, optimum grease selection and resulting lower operating temperatures. These bearings can also be used in electric motors and fans to reduce energy use. Today, they’re generally available in the small to medium sizes and recommended for light- to medium-duty (C/P > 8) applications. In other cases, SKF Explorer Performance Class deep-groove ball bearings can be used. (Energy-effi cient bearings are also available in tapered roller and spherical roller bearing types.)

Sealing solutions... As mentioned in the section regarding the Three Barrier Solu-tion, there are many shaft-sealing options for split housings. This is true for conveyors, jack shafts, pinion shafts and fans, etc. A new development in sealing is the improvement to SPEEDI-SLEEVE, a thin, hard-surfaced, polished sleeve that mounts where the shaft seal lip rides. Made of a proprietary stainless steel, the improved SPEEDI-SLEEVE has an optimized seal counterface surface to reduce friction, seal-lip and sleeve wear and extend seal life.

Another development is the ability to machine customized seals from cylindrical blanks of seal materials. This allows the

design and manufacture of a seal to solve specifi c sealing and contamination situations: A single seal can be made or a small number of seals can be machined to fi nd a suitable solution.

For medium-large diameter shafts (d < 1.5 m [59 in.]), a new seal with PTFE excluder has been very effective in high dust and abrasive material oper-ating conditions. PTFE excluder blocks the abrasive materials to protect against wear and short life. This type of sealing solution has been particularly effective in Vertical Roller Mill (VRM) roller applications.

Lubrication and cleanliness concernsProper lubrication is critical to the performance and service life of any machinery—including equipment

throughout the mineral-processing sector. Lubricant viscosity (mm2/s) at the machinery operating temperature is the key parameter for the selection of oils or greases (grease base oil). A minimum viscosity is recommended for long service life and least wear. In the case of rolling bearings, Fig. 3 (page 36) notes the minimum required viscosity at the operating temperature based on the bearing mean diameter, dm and bearing rotational speed (rpm). The ratio between the actual operating viscosity (v) and the minimum required viscosity(ν1) is named the Lubrication factor, κ (Kappa). � is is one parameter for the calculation of bearing rating life. � e κ should preferably be in the range between 1.5 and 3. Too low κ (too low ν) can lead to surface distress and short bearing service life. Too high κ can cause excessive internal friction and overheating of the bearing.

In many mining and cement applications, the lubrication factor is less than one—which is why the previously mentioned improvements in roller-bearing technologies are so important.

Internal cleanliness of machinery is also vital to long service life. The reliability of the bearings, gears, seals, chains, couplings and other rolling and sliding components and surfaces depend on clean lubrication. It is recommended that OEMs, mineral proces-sors and their subcontractors maintain dedicated clean work areas for the assembly and repair of machinery. Such work areas should be partitioned from airborne dust caused by grinding, welding and the outdoors. Dedicated benches, tools and hoists that can be kept clean for working on rolling and sliding compo-nents are also recommended.

Fig. 2. Comparisons of power loss in standard and energy-effi cient ball bearings

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Lubricants should be stored in clean and dry areas. Containers and tools used to dispense them should be clean and dry—and be dedicated to a particular lubricant to avoid mixing of products.

Bearings, too, should also be stored in clean and dry areas. They should remain unopened in their boxes and wrapping until they are assembled into the machinery.

Oils (lubricants and hydraulic) should be checked before use and periodically during use for cleanliness and moisture content. Solid particle contamination can have a signifi cant impact on bearing service life. Although not considered in the ISO 281 stan-dard for rating service life of rolling bearings, it is well documented that excessive moisture content in lubricants reduces their service life and similarly for gears, seals and other components. Moisture can, of course, also cause corrosion in the machinery. Moisture content in rolling-bearing lubricants should be less than 200 to 500 ppm, depending on the oil type and properties.

The ISO 4406:1999 standard is used to rate solid-particle cleanliness in fl uids. ISO 4406 classifi es the solid-particle count in a fl uid at three defi ned particle sizes (4, 8, and 14 micron). The classifi cation ranking is based on the number of counted particles in these three sizes. Examples of the classifi cation are 22/18/13 and 16/14/12. The lower the classifi cation ranking, the cleaner the fl uid. It is recommended that the ISO 4406 be used as part of the Predictive Maintenance oil analysis.

For rolling bearings, the ISO 16/14/12 cleanliness is recom-mended. This recommended cleanliness can be achieved in a number of ways depending on the situation: by fi ltering the oil lubricants before use, by fi ltering the oil before it is fed to the bearing by a circulating oil lubrication system and by fi ltering

the oil in the sump of the reservoir using a kidney fi ltration system. In all of these cases, the machinery needs to have effec-tive seals and fi lter/breathers.

ConclusionsBearing manufacturers need to communicate and work with machinery OEMs, end-users and engineering consultants to ensure that appropriate solutions are specifi ed and implemented in mineral-processing equipment systems. The results will be improved machinery reliability, availability and maintainability.

The bottom line is that selection of roller bearings should be based on L

10mh rating life, quality, performance, energy-

effi ciency and environmental impact, along with consider-ation of any lubrication and cleanliness issues related to the application. MT

Based in Philadelphia, PA, Keith Meyers is Global Segment Manager Mining, Mineral Processing & Cement for SKF. This article is based on his November 2011 presentation entitled “Innovations Related to Rolling Bearings in Mining and Mineral Processing Applications” for a mining conference in Mexico. Email: [email protected].


Fig. 3. Minimum lubricant viscosity for roller-bearings

Specifying and implementing the

correct bearings for your equipment

systems is like striking it rich in

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Safety Matters



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Calibration & Testing Of Pressure-Switches

Good Day Tools has introduced the Draft Simulator, a hand-held, battery-operated instrument that calibrates and tests adjustable and factory-set pressure switches in equipment, thus helping catch what could be

dangerous problems before they turn into tragedies. According to the company, until now these types of calibration and testing procedures often involved crude tests like sucking and blowing on a tube. The Draft Simulator works by generating a sustainable vacuum pressure that lets technicians simulate the pressures produced by draft inducers on equipment while determining when pressure switches open and close. The equipment doesn’t have to be running, nor does the pressure switch have to be attached to it. The device can be used in any industrial, commercial, institutional or residential application that incorporates pressure switches, including furnaces, boilers, water heaters, draft hoods, air balancing equipment and fi lter systems, among others.

Good Day ToolsCincinnati, OH

11510 Goldcoast Drive, Cincinnati, Ohio 45249-1621

Phone (800) 903-9247 Fax (513) 671-3363

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UL Listed and CE compliant Cabinet Coolers are the low cost way to cool and purge heat sensitive electronics. The compact Cabinet Coolers produce cold air at 20°F from compressed air. NEMA 4, 4X (stainless steel), and 12 models are available with thermostat control to minimize compressed air us-age. No moving parts assures long life and main-tenance free operation. Ideal cooling capacities for control panels.

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UL Switch-Rated Welding Receptacles

Meltric’s UL/CSA s w i t c h - r a t e d welder plugs and

receptacles combine plug, receptacle and disconnect switch in one device. Built-in switching supports arc fl ash safety by ensuring that contacts are safely de-energized before the welding machine plug can be withdrawn. Switch-rated up to 200A, decontactors provide short-circuit make & withstand protection up to 100kA. Dead front construction prevents exposure to live parts and arc fl ash hazards, which, according to the company, eliminates the need for arc fl ash protection boundaries and PPE.

Meltric Corp.Franklin, WI

Safety-Conscious, On-Line Motor Tester

The handheld ALL-TEST PRO® On-Line II (ATPOL II) offers two

safety-conscious instru-ments in one: a complete Power Quality Analyzer (PQ) and a Motor Anal-yzer (ESA). The device’s wireless Bluetooth capa-bilities let users collect data up to 10 meters away from energized equip-ment. The ATPOL II is suitable for analyzing AC induction and DC units, generators, wound-rotor, machine-tool and syn-chronous motors, among others.

All-Test Pro, LLCOld Saybrook, CT

ATEX-Certifi ed Multi-Gas Monitor

Industrial Scientifi c has announced that its Ventis MX4 multi-gas detector has been certifi ed to meet the ATEX

standards of EN 60079-0, EN 60079-11, and EN 50303 for M1 mining equip-ment and intrinsic safety in Zone 0 applications (ATEX Markings - Ex ia IIC T4 Ga and Ex ia I Ma; for equip-ment group and category II 1G and I M1 and IECEx Markings – Ex ia IIC T4 Ga). The Ventis is capable of detecting one to four gases, including oxygen, combustible gases (LEL or CH4) and any two of the following toxic gases: CO, H2S, NO2 and SO2.

Industrial Scientifi c Corp.Pittsburgh, PA

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

Simply answer a user-defined list of questions on the handheld 9000.Store and upload information to yourPC; the included trending softwarethen automatically flags warnings oralarms, and sends emails to thosewho need to know!

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SOLUTION SPOTLIGHT


Power is expensive. It really doesn’t matter what you do: refi ne crude oil, make paper, produce electricity or mine and process ore, a signifi cant portion of your total cost-

of-goods-sold is tied up in the power you need to run your operation. Add to this the recent unrest in the world’s oil-producing regions, and the result is clear: Power is expensive!

A recent study showed that approximately 23% of the elec-tricity consumed in industry is used to run fans, pumps, and blowers. The industrial world has known for years that the use of motor-speed control can reduce the power required by such equipment by up to 60%. Unfortunately, only a frac-tion of possible applications have leveraged this technology. And, in applications where adjustable speed is called for, the process industry has basically had few options to call on…

Until nowThe introduction of Permanent Magnet Couplings and Adjustable Speed Drives manufactured by MagnaDrive, a U.S. corporation based in Bellevue, WA, has given the process industry the option it needs to signifi cantly reduce energy consumption while, at the same time, greatly improving the reliability and performance of the process itself.

Rare earth magnets are more common than many end-users may think—they’re found in many consumer products including computers and automobiles. When originally discovered, scientists called certain elements “rare earths” because they believed they were extremely rare. Over time, however, it became apparent that these rare earths were often plentiful. First introduced to the market during the 1980s, rare earth magnets made of neodymium/iron/boron (NdFeB) create the highest magnetic energy of all perma-nent magnets, permitting a small size coupled with high

torque transmission capability. NdFeB magnets can operate in extreme conditions up to 300 F and have a half-life of more than 20,000 years.

MagnaDrive’s Permanent Magnet Couplings consist of two parts. The fi rst piece, a set of copper conductor plates, is connected to the motor shaft; the second piece of the coupling is a rigid assembly of NeFeB magnets, which is connected to the load. During operation, the magnet assembly is held at a constant 0.125 in. (≈3mm) distance from the conductor plates. Relative motion between the parts creates currents in the conductor that transmit torque across the air gap.

In adjustable-speed applications, the same principle is used. The torque that the motor transmits to its load is controlled by changing the distance between the conductor plates and the magnet assembly. Again, with this technology, no connection exists between the motor and the load.

Proving the value propositionIn a test-site evaluation, MagnaDrive’s concept for speed control was applied to a 500 hp draft fan model. Compared to available baseline energy information, this technology resulted in a savings of over a million kilowatt hours per year—about one-third of the motor’s annual electricity consumption. In the study, this amounted to about $55,000 annually in energy savings. Over a 10-year period, this would be equivalent to about 24,000 barrels of oil or 7600 tons of coal.

Permanent Magnet Couplings & Adjustable Speed DrivesPerhaps it’s time to expand your motor-control horizons.

Special To MTFrom MagnaDrive Corp.

SOLUTION SPOTLIGHT



ASDH 16.5, 75 hp Pump, Mining, Trona, CA, USA

The product’s cushioned-start feature also sets it apart from other speed-control devices. Because the coupling has the unique characteristic of physically disconnecting the load from its prime mover, the motor is able to come up to full speed almost instantly. The load is able to gradu-ally come up to synchronous speed. The advantages of this feature include: reduced wear on motor windings, reduced energy use due to lower in-rush current draw, and reduced wear on the driven components of the system without the

added complexity of an electronic soft-start circuit. In addi-tion, some customers found that they were able to reduce the size of the motor being used as a result of not having to overcome the inertia of a stationary load. MT

MagnaDrive Corp. Woodinville, WA

Note: MagnaDrive welcomes distributor inquiries.

According to MagnaDrive, its products help save energy by releasing the stress and friction in the system due to misalignment, thermal expansion and vibration. The MagnaDrive air gap accom-modates some misalignment and system thermal growth. The motor wastes no energy deforming the shaft or adding load to bearings and seals. Energy lost due to friction in traditional couplings and in bearings, seals and other rotating equipment systems is minimized because the air gap prevents vibration transfer.

With A Disconnected Connection



CAPACITY ASSURANCE MARKETPLACE




Permanent Magnet Motors

The PMSM (perma-nent magnet syn-chronous motors)

series from Bauer Gear Motor is an environ-mentally friendly line with rotors that integrate embedded permanent magnets made from rare-earth material. According to the company, unlike induction motors with squirrel-cage rotors, this design reduces heat losses from the rotor by 100%, total losses by approximately 25% and increases total effi ciency by 10% or more. Units in this PMSM series already fulfi ll the requirements of the soon-to-be-implemented IE4 (Super Premium Effi ciency) classifi cation.

Bauer Gear MotorA member of the Altra Industrial Motion GroupSomerset, NJ

embedded permanent magnets made from rare-earth

Portable 1000V Megohmmeter

AEMC’s Model 6527 Mego-hmmeter is a portable, multi-range unit capable of

measuring insulation resistance from 1kW to 4000MW. It has three user-selectable test voltages of 250V, 500V and 1000V. Model 6527 is also a multimeter that features an AC/DC voltmeter func-tion capable of measuring up to 600VAC and 1000VDC, a conti-nuity test function with an audible beeper for resistances under 35W and an overload protection of 600Vrms.

AEMC InstrumentsFoxborough, MA

SPM®HD is implemented in the Intellinova® Compact, a new addition to the very

successful range of SPM Instruments on-line condition monitoring products.

Tel. 1-800-505-5636www.spmhd.com

Revolutionary Techniquefor Condition Monitoring

Particularly well suited for Low RPM bearing monitoring,SPM®HD can be utilized in bearings operating from 1– 20,000 RPM. For further information, please call or visit our website.





Geometric Measurement System For iPads

The ALiSENSOR™ LEVEL from Alignment Supplies allows users to

obtain accurate geometric measurements using their iPad and other iOS devices. The system consists of a sensor unit and an iOS unit (not included). The sensor is a rugged data collector that contains MEMS gyros, accelerometers and a microprocessor. Data is provided via Bluetooth® to the iOS unit, which functions as a user-friendly environment to analyze the data.

Alignment Supplies, Inc.Maumee, OH

Software For Easier Asset Management

RealVision notes that its Real Preventa-tive Maintenance (RPM) system is easy to integrate and affordable for large and

small businesses alike. This CMMS tool can track all of a company’s equipment costs, service parts, inventory and maintenance schedules. The system features a powerful purchasing function that simplifi es inventory control and provides the ability to order outside maintenance services. The work order system not only facilitates the collection of scheduled maintenance infor-mation, labor and materials, it also handles all unplanned and emergency service.

RealVision, Inc. Eagle, ID


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Hand-Held Inspection Camera Diagnoses & Documents Problems

The new RIGID® micro CA-300 hand-held inspection camera offers an easy way to diagnose

and document jobsite problems. The unit records still images and videos, and integrates audio with a built-in microphone and speaker to record insights and playback problems in hard-to-reach areas. The unit also features user-adjustable image rota-tion, digital zoom and an anodized aluminum camera head with four LEDs to provide improved lighting.

RIDGIDAn Emerson Business Elyria, OH

Remote Expert-Analysis Of Machinery & Processes

According Vibration Specialty Corp. (VSC), its new PROTECT Wireless tool cost-effectively merges predictive

maintenance and energy monitoring with monitoring of every other process-related vital sign to provide a comprehensive pic-ture of plant conditions in real time. Its advanced hardware gives remote analysts a view of conditions through detailed phase analysis across couplings, motors and even separate machinery. VSC notes this is the type of data that has traditionally been available only via onsite analysts.

Vibration Specialy Corp. (VSC)Philadelphia, PA


ATP List Services

www.atplists.comContact: Ellen Sandkam

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

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

Barrington, IL 60010

Customized, Targeted Lists For Your

Marketing Needs





Free App Converts Laser Shaft-Alignment Data

VibrAlign’s “Laser-Dials” app for iPhone and iPad converts rotating-shaft alignment data between dial

indicator readings and laser shaft align-ment system angles and offsets. The company notes that this app makes it easier to evaluate alignment results achieved through traditional analog methods that are often expressed in different terms than newer digital methods. It’s currently through the Apple App Store, with an Android version slated for future release.

VibrAlign Inc.Richmond, VA

Waste-Oil Recycling System

The Fuel Factory from Dieselcraft Fluid Engineering is a modular, drum-top centrifuge processing

system intended for the recycling of waste motor oil, transmission fl uid, hydraulic fl uid and more. Driven by an industrial-duty gear pump that can run continuously for 24 hours, it cleans 216 gallons of waste oil per hour. The system is designed to fi t inside a standard 55-gallon open-top drum.

Dieselcraft Fluid EngineeringA division of The Magnum GroupAuburn, CA

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

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

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

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

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

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

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


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

INFORMATION HIGHWAY

CLASSIFIED


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

Phone: (480) 396-9585 e-mail: [email protected]

ATP List Services

www.atplists.comContact: Ellen Sandkam

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

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

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electric motorsand drives

SQONE.COMSquare One Electric

302.678.0400

Web Spotlight: Grace Engineered Products

For more info, enter 86 at www.MT-freeinfo.comwww.ludeca.com

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

Increase Productivity and Safety with Mechanical LOTO Workers performing mechanical LOTO procedures must isolate electrical energy. Externally-mounted voltage detectors provide a means of checking voltage inside an electrical panel. Without these devices, a mechanic performing mechanical LOTO would be required to work in tandem with an electrician using a voltmeter to physi-cally verify voltage inside an electrical panel. In this case, the electrician is exposed to voltage. With The Combo Unit, the mechanic can single-handedly check for zero electrical energy without any exposure to voltage.

For more info, enter 85 at www.MT-freeinfo.comhttp://graceport.com

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 ex-pand Tsubaki’s presence in the U.S. market by adding cable & hose carrier systems to its already extensive product lineup.

For more info, enter 87 at www.MT-freeinfo.com www.kabelschlepp.com

MAINTENANCE TECHNOLOGY/JANUARY 2007 87

ARTHUR L. RICEPresident/CEO

[email protected]

MADDINGVice President

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BILL KIESELVice President, [email protected]

Business Staff

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Index JULY 2012 • Volume 25, No. 7

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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 irrevocable 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 Re-prints: Contact the publisher, Bill Kiesel (847) 382-8100 ext. 116.

Your Source For CAPACITY ASSURANCE SOLUTIONS

June 2012 Volume 25, No. 7

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

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3605 N. TuscanyMesa, AZ 85207

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JOHN [email protected]

Abanaki Corporation ................................................www.abanaki.com/166 .......................................... 75 .............................38

American Trainco .......................................................www.americantrainco.com .................................. 67 .............................12

ATP Lists.......................................................................www.atplists.com ................................................... 82 .............................44

Baldor Electric Company ..........................................www.baldor.com .................................................... 65 ...............................5

Engtech Industries Inc. ..............................................www.engtechindustries.com ................................ 84 .............................45

Exair Corporation ......................................................www.exair.com/48/140.htm ................................. 76 .............................38

Fluke ..............................................................................www.fl uke.com/62max ......................................... 62 ...............................1

Fluke ..............................................................................www.fl uke.com/madeeasy .................................... 63 ...............................2

Gates Corporation......................................................www.gates.com/getitdone ..................................... 66 ...............................7

Grace Engineered Products. Inc. ..............................info.graceport.com/mt_712 ................................. 69 .............................22

Grace Engineered Products. Inc. ..............................info.graceport.com ................................................. 85 .............................46

Innovator Of The Year Award ..................................www.reliabilityinnovator.com ............................. 64,72 .....................4,30

Inpro/Seal, LLC C/O Waukesha Bearing, Inc. .......www.inpro-seal.com .............................................. 89 ........................... BC

IVARA ...........................................................................www.ivara.com ....................................................... 74 .............................37

Ludeca Inc. ...................................................................www.ludeca.com .................................................... 73,86 .................. 31,46

Meltric Corporation ..................................................www.meltric.com ................................................... 77 .............................38

NSK Corporation .......................................................www.nskamericas.com.......................................... 71 .............................29

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

SKF USA, Inc. ..............................................................www.skf.usa.com .................................................... 70 .............................23

SMRP ............................................................................www.smrp.org ........................................................ 81 .............................43

SPM Instrument, Inc. ................................................www.spmhd.com ................................................... 80 .............................42

Strategic Work Systems, Inc. .....................................www.swspitcrew.com ............................................ 83 .............................44

TPI .................................................................................www.testproductsintl.com.................................... 78 .............................39

U.S. Tsubaki Power Transmission, LLC ..................time4lambda.com .................................................. 88 ..........................IBC

U.S. Tsubaki Power Transmission, LLC ..................www.kabelschlepp.com ......................................... 87 .............................46

UtilX Corporation ......................................................www.utilx.com ........................................................ 61 .......................... IFC


viewpoint

I’ll answer my question: Yes, I think most main-tenance organizations are overstaffed—but not necessarily with their own personnel. Many of these organizations just seem to use more total main-

tenance hours than necessary. (Total maintenance hours include the organization’s internal hours, over-time hours and contractor hours.)

Consider this example from the pulp and paper industry: A newsprint mill or a linerboard mill making 600,000 tons of recycled paper per year on two machines is very good, at less than 0.3 total maintenance hours per ton. Most operations where our company has been working are using about 0.5 total maintenance hours per ton.

The reasons why most maintenance organizations are using more total maintenance hours than necessary is that they allow too much time for doing the wrong things. From a systems perspective, these organizations aren’t set up to let personnel be as efficient as they can be.

Correcting a dysfunctional system is the responsi-bility of leadership. In fact, to my way of thinking, this is the most important thing a leader can do. (I use the term “leader” because too many managers are doing just that: managing status quo.)

examples of doing the wrong thingsAllowing maintenance to be driven by cost instead of actions that drive cost… Maintenance managers become more focused on budget constraints than on delivering reliability. Their focus must be to improve total reliability which, in turn, will improve quality and production throughput, as well as reduce costs.

Reacting to equipment breakdowns… Our studies show that between 50% and 70% of all maintenance work is avoidable. The reason for this is that adhering to the basics of maintenance prevention, inspections and the right operating practices concurrently with planning, scheduling and executing is not done well.

Reacting on emotional priorities… Even today, most maintenance organizations are viewed as service providers, not as providers of equipment reliability in equal partnership with operations. Those on the operations side are still viewed as customers of maintenance. This can nurture a mindset that focuses primarily on pleasing the “customer” versus deliv-ering what’s best for the business.

the managerial oxymoronWhile members of upper management may agree to all of the above, they often respond, “Reliability is top priority but we must cut costs first.” This is an oxymoron. The fact is that better reliability drives down costs while a focus on lower costs drives down reliability. Unfortunately, this is a difficult predica-ment to solve. The solution to achieve consistent and sustainable lower costs is long-term in nature, but managers often work within systems that force them to make short-term decisions.

The goal of “cutting costs” is—in most organi-zations—achieved by deferring maintenance work. Remember, however, that a valid maintenance job can never be eliminated: It can only be postponed for a while. Moreover, if it is postponed, you’ll frequently pay much more for the work than it would have cost had it been done on time.

Simply eliminating personnel without improving people’s productivity will result in increased main-tenance hours. Although you might, in fact, have fewer employees, you’ll require more overtime and contractor hours to get the work done. Translation: Short-term savings and long-term loss.

If you shift your focus to improving total reli-ability, you could see some higher short-term costs—but they’ll be coupled with long-term continuously improved production throughput and lower costs. The question you need to answer is “What’s that worth to our operations?” Mt

Christer Idhammar, Founder & CEO, IDCON, Inc.

Are Most Maintenance Organizations Overstaffed?

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

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


L U B E - F R E E • M A I N T E N A N C E - F R E E • H A S S L E - F R E E • W O R R Y - F R E E

I N C R E A S E C H A I N L I F E . D E C R E A S E C H A I N C O S T S .

The limits of ordinary carbon chain will keep letting you down. It’s time to move it up a notch or two and lose the weak link. Advance to Tsubaki LAMBDA® lube-free roller chain and get long-term operation without additional lubrication and step up your operation.

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© 2012 U.S. Tsubaki Power Transmission, LLC. All Rights Reserved.

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Maintenance Technology July 2012

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