Maintenance Technology June 2012

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Sorry lunch box.You’re no longer our favorite portable.Introducing GE Energy’s new lineup of advanced portables for faster and easier machinery condition monitoring—featuring the SCOUT series of portable vibration analyzers.

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SCOUT portables bring our industry-leading Bently Nevada* condition monitoring expertise to the world of portable data collection and analysis. Backed by the powerful Ascent* software platform, they can be used in conjunction with other Bently Nevada technologies to provide dependable, efficient, and cost-effective condition monitoring across your entire plant.

Portable data collection has never been easier. Visit our website at:www.ge-mcs.com/scout

*Trademark of the General Electric Company.

GE Measurement & Control

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18 The Rolls-Royce Of Effective Performance-Based Collaboration

How a jet-engine manufacturer and service provider helped its airline customers get to continuous uptime has implications for all maintenance organizations.

Kate Vitasek, Center for Executive Education, University of Tennessee

25 Effective Valve Asset Management: Reducing Risks & Repairs

Regular monitoring and analysis can help you maintain valves the right way. Michael A. Romano, P.Eng., Tyco Flow Control

29 Producing Major Savings For A Major Power ProducerWater-conditioner systems in generator air-cooling units of a massive power-gen

complex are paying off in a number of ways. THE FUNDAMENTALS32 Basic Safety Considerations

Whether it’s related to personnel or processes, safety is everyone’s concern.Raymond L. Atkins, Contributing Editor

RCA IN CONTEXT38 Kübler-Ross And Root-Cause Evaluations

People seem to exhibit strikingly similar coping behaviors whenever they receive bad news, regardless of its nature.

Randall Noon, P.E., Cooper Nuclear Station

CAPACITY ASSURANCE SOLUTIONS

ContentsFEATURES

DEPARTMENTS

YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS

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FOTO

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6 My Take

8 Stuff Happens 10 Uptime

13 Compressed Air Challenge

14 For On The Floor

17 Lubrication Checkup

36 Technology Showcase

37 Motor Doc’s Hot Topics

43 Solution Spotlight

44 Marketplace

46 Information Highway

46 Classifi ed

47 Supplier Index

48 Viewpoint

JUNE 2012 MT-ONLINE.COM | 3

JUNE 2012 • VOL 25, NO 6 • www.MT-ONLINE.com

THE RELIABILITY FILES

CAPACITY ASSURANCE STRATEGIES

www.MT-online.com

...make sure to visit www.MT-Online.com for this month’s 25th Anniversary Article,

“Chronic Events: Panning For Gold”

Tools and technologies may have changed since this feature was first published in the November 2000 MT, but you’re probably still looking for “low-hanging fruit.” This month’s Anniversary Article reminds us again of a particularly good “orchard” from which to harvest.

By Robert Latino, now CEO of Reliability Institute, Inc.

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 JUNE 2012

June 2012 Volume 25, No. 6

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A bad choice could cost you thousands!Look Familiar?When hot weather causes the electronics inside a control cabinet to fail, there is apanic to get the machinery up and running again. � e operator might choose to simplyopen the panel door and aim a fan at the circuit boards. In reality, the fan ends upblowing a lot of hot, humid, dirty air atthe electronics and the cooling eff ect isminimal. If the machinery starts functioningagain, the likelihood of repeated failure is great since the environment is still hot(and threatens permanent damage to the circuit boards). Worse yet, that open panel door is an OSHA violation that presents a shock hazard to personnel.

The Real Solution!Stop electronic downtime with an EXAIRCabinet Cooler® System! � e complete line of low cost Cabinet Cooler Systems are in stock and can ship now. � ey mount in minutes through an ordinary electrical knockout and have no moving parts to wear out. � ermostat control to minimize compressed air use is available for all models. All Cabinet Coolers are UL Listed to US and Canadian safety standards.

NEMA 4 and 4XCabinet Coolers

NEMA 4 and 4X Cabinet Coolers for large heat loads up to 5,600 Btu/hr. � ey are ideal for PLCs and modular controls.

• Enclosure remains dust-tight, oil-tight and splash resistant

• Suitable for wet locations where coolant spray or hose down can occur

Type 316 Stainless Steel Cabinet Coolers

Type 316 Stainless Steel Cabinet Coolers for NEMA 4X applications are available for heat loads up to 5,600 Btu/hr. • Resists harsh environments

not suitable for Type 303/304

• Ideal for food and chemical processing, pharmaceutical, foundries, heat treating and other corrosive environments

Mini NEMA 12, and, 4 4X Cabinet Coolers

� e mini NEMA 12, 4 and 4X Cabinet Coolers for small heat loads up to 550 Btu/hr. are ideal for control panels, relay boxes, laser housings, electronic scales. • Measures 5" (127mm) high

• Mounts top, side or bottom

• Enclosure remains dust-tight and oil-tight

High TemperatureCabinet Coolers

High Temperature CabinetCoolers for NEMA 12, 4 and 4X applications are available for heat loads in many capacities up to 5,600 Btu/hr.

• Suitable for ambients up to 200°F (93°C)

• Ideal for mounting near ovens, furnaces, and other hot locations

Non-Hazardous PurgeCabinet Coolers

NHP Cabinet Coolers keep a slight positive pressure on the enclosure to keep dirt from entering through small holes or conduits. For use in non-hazardous locations.• Uses only 1 SCFM in

purge mode

• For heat loads up to 5,600 Btu/hr.

• NEMA 12, 4 and 4X

NEMA 12Cabinet Coolers

� e NEMA 12 Cabinet Coolers for large heat loadsup to 5,600 Btu/hr. areideal for PLCs, line control cabinets, CCTV cameras, modular control centers, etc. • Measures 8" (203mm) high

• Mounts top, side or bottom

• Enclosure remains dust-tightand oil-tight

The Secret To Keeping Electronics Cool!

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Je� Hauck, Lasercraft Inc. Cincinnati OH

“It took us three days to get a replacement computer cabinet and we didn’t want to risk another heat failure. Fans weren’t an option since they would just blow around a lot of hot air. Freon-type air conditioners like those on some of our other machines were a constant maintenance project of their own. We purchased EXAIR’s Model 4330 NEMA 12 Cabinet Cooler

System since it was easy to install and requires no maintenance.”

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6 | maintenance technology JUNE 2012

MY TAKE

A s usual, I waited until the 11th hour to cast about for a good topic of this month’s column. The disappointing employment—or unemplyment/layoff—stats just hitting the wires seemed like a no-brainer. I could have easily jumped back into “how are we going to equip workers to fill what some lists have been referring to as today’s hardest-to-fill job category: the skilled trades?” Then

again, I’ve been there/done that rant a few too many times lately. Instead, I’ve chosen to veer off on another tangent and do something I deplore in editor’s columns

(i.e., point to things you’ll be reading and probably figuring out for yourselves). Alas, as most of us in this line of work know all too well, sometimes you just can’t help it. So here goes… From cover to cover, you’ll find that much of our June editorial is associated with “S”-related issues. For example:

In a feature entitled “The Rolls-Royce of Effective Performance-Based Collaboration,” •Vested Outsourcing proponent Kate Vitasek discusses creation of win-win partner-ships between customer-organizations and their SERVICE providers. (Pg. 18)

Contributing Editor Ray Atkins, in “Basic Safety Considerations,” his last “Fundamen-•tals” article for us ever (after several great years of wonderful writing), offers a down and dirty personal perspective on SAFETY matters in plants and facilities. (Pg. 32)

Randy Noon, a frequent contributor on RCA and other topics, has provided the article •“Kübler-Ross And Root-Cause Evaluations,” wherein he discusses SIMILARITIES in coping behaviors of people when they receive bad news. (Pg. 38)

Then we’re back to the topic of SERVICES and SERVICE providers in this month’s •“Viewpoint,” entitled “Today’s Holistic Landscape: Embracing Lifecycle Service,” by Logan Brubaker, of Siemens Industry, Inc. (Pg. 48)

Along the way, you’ll no doubt run across a couple of pages highlighting the great SYNERGIES between Maintenance Technology and its sister publication, Lubrication Management & Technology. That’s my cue to remind you and other members of your teams that you all can—and should— be receiving both publications. If you aren’t yet taking advantage of this “two-fer,” we’ve made it easy to SIGN UP. Please visit www.MT-online.com/subscribe to ensure your SUBSCRIPTIONS to both maga-zines. We don’t want you to miss any of these reliability-focused issues. MT

[email protected]

P.S.: I have another reminder for you. Our question of the month asks, “Which equipment systems at your site give you the most grief?” Please tell us (and why) at www.MT-online.com/question.

This Month, It’s All About The ‘S’ Words

Jane Alexander, Editor-In-Chief


STUFF HAPPENS

Which equipment systems at your site give you the most grief?Go to MT-online.com/question with your answer.

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

HI CAREER HQ JOB BOARD

EXPANDS ITS REACH

PEOPLEPEOPLE...

NEWS

The Hydraulic Institute (HI) has partnered with the Engineering & Science Career Network (ESCN) to extend the reach of its HI CareerHQ Website (careerhq.pumps.org/) to the benefi t of both employers and job seekers. Job postings will now reach a far broader audience of interested parties, and employers will be able to use advanced search tools to identify highly qualifi ed candidates from a database of over 25,000 resumes. Job seekers, in turn, will be able to search from hundreds of postings to fi nd jobs meeting their desired criteria.

HI Career HQ serves as an effective recruitment tool for pump manufacturers, suppliers, engineering consulting fi rms, end-user organizations and others seeking experienced pump and systems personnel. When a job is posted on this site, it’s automatically emailed to over 10,000 pump-industry professionals. Postings will also appear on 40+ partner sites of the ESCN, as well as on both Google Jobs and Indeed.com to further broaden exposure.

Atlas Copco has appointed John Brookshire as General Manager for the company’s U.S. Compressor Technique Customer Center.His new position brings Brookshire, a 28-year Atlas Copco veteran, back to the U.S. from his most recent overseas assignment: a four-year stint in China, where he managed the organization’s Shanghai Compressor Technique Customer Center.

If you’re involved in specifying/selecting/purchasing/installing and/or troubleshooting electronic controls for your site’s HVACR systems, you may want to take note of the “Big Buddy” campaign sponsored by American-made ICM Controls’ to showcase its customer-care capabilities. Part of a broader distrib-utor program the manufacturer is rolling out this year, “Big Buddy” uses showroom and point-of-purchase displays to help educate customers in selecting the right products for their applications, while promoting ICM’s Technical Support Team. According to the company, unlike many organizations that outsource their technical and/or customer-service calls, ICM staffs its Tech Support Hotline with engineers who actually design the company’s products.

and/or troubleshooting electronic controls for

WHO’SYOUR

BUDDY


STUFF HAPPENS

BIZBUZZ

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? !WEB

NOTES

VibrAlign has launched a new Website,www.compressoralignment.com, that’s full of invaluable information for anyone involved in laser-shaft alignment and fl atness-measurement of compressors. It highlights three laser-measurement systems with features aimed at com-pressor-focused users from Sweden’s Fixturelaser: They’re the XA Ultimate, XA Professional and GO Pro.

Diversifi ed industrial manufacturer Eaton Corp. and electrical-equipment supplier Cooper Industries have entered into a defi nitive agreement under which Eaton will acquire Cooper in an $11.8-billion deal that’s projected to vastly increase the capabili-ties and global reach of the combined organiza-tions’ power-management portfolios and electrical businesses. At the close of the transaction, projected for the second half of 2012, Eaton and Cooper will operate as a new entity incorporated in Ireland (where Cooper is currently incorporated). The newly created company is expected to be called Eaton Global Corporation Plc (or a variant thereof) and will be led by Alexander M. Cutler, Eaton’s current Chairman and CEO.

Endress+Hauser and Rockwell Automation have opened a new Process Training Unit (PTU) in Philadelphia, PA. The facility features Endress+Hauser instruments and Rockwell Automation’s PlantPAx process automation system designed for the purpose of educating fi eld technicians, engineers and sales personnel through hands-on activities. Participants learn the application, installation, operation and diag-nostic procedures related to many types of instru-mentation and control processes. Other PTUs are located at La Porte (Houston), TX; Memphis, TN; Mobile, AL; Matthews, NC; and Vega Alta, Puerto Rico, with future units planned for additional sites around the U.S.

Thanks, Paul, for all the fi ghtin’ you do!

This month’s quotes come from Paul Drodouski, who has served as the Director of Maintenance & Engineering - Mid-West, for Macy’s Logistics and Operations, for just under three years. He submitted these “Words” on a personal basis and is in no way speaking for Macy’s. Twenty years ago, Drodouski worked as a maintenance technician where the emphasis was on fast work and band-aid/quick-fi x solutions. He and his fellow techs adopted this tongue-in-cheek phrase to describe their plight:

“We don’t have time to fi x it right, but we do have time

to fi x it twice.” . . . Author unknown

After he fi nished his Bachelors Degree in 2003, Droudouski entered the management ranks and has been working to improve the Maintenance & Reliability profession ever since. The organi-zations with which he has worked in the inter-vening years have put a far different emphasis on maintenance than he found in his fi rst gig. Drudouski has summed up that emphasis on a plaque that now hangs in his offi ce:

“We have time to fi x it right, we do not have time

to fi x it twice.”. . . Paul Drodouski


UPTIME

We’ve looked for the “world’s best maintenance tool” for decades. Just about the time we grab on to what might be the best of the best, another tool comes along and steals the limelight. That’s the downside of the technology revolution: It’s a moving target. But that’s another story.

This month, I will reveal the world’s very best maintenance tool. Before I do, let’s think about some possible candidates.

If you could designate and deploy the world’s best maintenance tool of all time—one that would ensure the most efficient and most effective maintenance for your most critical equipment—what would it be?

Here’s a list of those in the running for the best-of-the-best honor (in no specific order):

n LED flashlight with a magnetic basen Multi-bit screwdrivern Combination open-end-ratchet wrench setn Locking pliersn Self-regulating grease gunn Infrared inspection camerasn Pocket-sized vibration analyzern Multi-purpose ultrasound listening devicen Digital equipment diagramsn Digital OEM equipment manualn Detailed work instructionsn Computerized Maintenance Management Systemn Duct tape & zip-tiesn Oil-absorbing matsn Hand-held electronic data assistantsn Name your own favorite(s)

I expect your feedback would tend to be along the lines of “It depends on the equipment,” or that “it depends on the type of maintenance being performed (i.e., PM, overhauls, routine repairs, etc.).” Some of you would probably insist that “there’s NO single best-of-the-best maintenance tool out there…yet,” or that “it takes a whole tool box full of tools.” I respect-fully disagree with all of these observations.

Based on many years of experience in industry, in my personal, professional opinion, there really IS one “world’s best maintenance tool.”

And the winner isWhile it may seem an unlikely choice to many readers, I put this tool at the top of my list. The world’s best main-tenance tool for all forms of critical maintenance—on critical equipment in any type of industry—is (TA-DA!) “detailed work instructions.” Really.

Detailed work instructions are fully documented, equipment- and task-specific, step-by-step procedures. They are truly hard to beat. In fact, there’s no substitute for them. Well-written, detailed work instructions provide users with a comprehensive, thoughtful description of proper, efficient and effective performance that assures consistent results—when followed. They answer all basic questions: the who, what, where, why, when and how of a maintenance best practice.

The counterpart to operations standard workDetailed maintenance work instructions are our equivalent of “operations standard work practices” (or “standardized work”). We know, without a doubt, that standardized work in production operations has driven variation out of quality, boosted productivity, reduced operating costs, improved workplace safety and more. Why then, should detailed maintenance work instruc tions not have a same effect in equipment and facility maintenance and repair? With standardized mainte-nance work instructions, individual maintainer varia-tion is driven out, reliability is improved, productivity is boosted, maintenance costs are decreased and main-tenance-related injuries and accidents are reduced.

I consider the following to be the top 10 characteris-tics of well-prepared maintenance work instructions:

n They are EASY to find, understand and use.n They are FACTUAL and CREDIBLE (they make sense).n They COMMUNICATE a “best-practice standard”

the right way.n They provide detailed INSTRUCTIONS to drive out

human errors and variations.n They set AUDITABLE expectations (i.e., a frame-

work for accountability and results).n They are used to FORMALLY train and qualify

end users.n They use VISUALS to communicate effectively (and

as few words as necessary).

Bob Williamson, Contributing Editor

The World’s Best Best Maintenance Tool


UPTIME

n They follow a CONSISTENT format and style across the facility.

n They are CONTROLLED documents and subject to formal change management.

n They are SUPPORTED by job-aids, equipment visuals and detailed checklists.

The contents of a well-prepared maintenance work-instruction document should include:

n Equipment/asset name and identification numbern Equipment/asset locationn Procedure titlen Frequencyn Estimated durationn Skill-sets or qualifications requiredn Number of people requiredn Safety considerations (regulations): MSDS,

LO-TO, PSM, PPE, permits, etc.n Environmental considerations (regulations)n Tools and equipment neededn Supplies neededn Fluids and lubricant requirementsn Replacement parts and part numbersn Reference to relevant documents & drawingsn Documentation and permit requirementsn Operational conditions: powered up,

shut down, cleared n Detailed, step-by-step sequential instructionsn “As-found” and “should-be” specificationsn Document control I.D., revision number and date

Old school is old schoolHow many times have you read a PM task that says “Check for loose nuts and bolts?” (Do what? Where? What torque?) Or, how about “Lubricate all grease fittings?” (Where? How many? What lubricant? How much?) Surely you’ve come across “Check all fluid levels and top up as needed?” (Where? How many? What fluids?)

Each of these “instructions” leaves much to the imag-ination (and discretion) of the person performing the task. While a decade’s use of this type of work instruc-tion may have worked, they are no longer effective: The work environment has changed. The equipment has

changed. The skill-sets have changed. The regulatory requirements have changed. And “doing things right the first time, every time” is the epitome of flawless human performance.

Why are detailed work instructions stressed to prevent defects and assure safe work practices in plant operations? Why are detailed procedures for main-taining military aircraft and submarines an uncom-promisable requirement? Why are pilots required to use standardized procedures and checklists for every phase of aircraft movement?

If such procedures aren’t followed, something that should not happen will happen. The consequences of errors and omissions are costly, penalizing, deadly— or just plain inefficient. So, why does it NOT make sense for us to use formal work instructions for important maintenance tasks on our critical assets?

Many maintenance and repair job roles are in the final stages of shifting from craft-based to specialty-skill-set-based job-performance requirements. That’s not to say that “craftsmanship” is unimportant. It is very important.

We simply can no longer allow the personal-preference variables of craft skills and knowledge to determine our equipment maintenance and reliability practices. Human variation must be driven out of maintenance IF we are to achieve the levels of equip-ment performance and reliability that is demanded by an ever-increasing number of equipment-intensive businesses.

Developing the world’s best maintenance toolKey considerations of the developmental process include where, when, how and who should develop the detailed maintenance work instructions, as well as how they are to be revised. Here are a few suggestions:

WHERE: Ideally, maintenance work instructions should be provided by the equipment and component manufacturers as starting points. In the plant or facility setting, these draft instructions should be verified and enhanced to reflect the operating context of the equip-ment in the plant. This is the step that makes the work instructions specific not only to the equipment but to the specific application and operating environment.

Think hard. If you could designate and deploy the world’s best

maintenance tool of all time, what would it be?


UPTIME

WHEN: Maintenance work instructions should begin being developed after the equipment is designed and while it is being built. They should be refi ned and verifi ed during startup and commissioning activities.

HOW: OEM-drafted maintenance work instructions should be reviewed by key individuals—and in small group settings. Documenting the consensus of a “best practice” will be of great importance at this point. An RCM (Reliability Centered Maintenance) Failure Modes & Effects Analysis (FMEA) can be used to further refi ne the instructions.

WHO: Maintenance work instructions should be devel-oped and made site-specifi c by experienced and quali-fi ed maintainers (i.e., electrical, mechanical, instrument/electronics, etc.), equipment engineer, reliability engineer, maintenance management, maintenance planner, plus the OEM technical representative as needed.

REVISIONS: Once the work instructions are developed, they should enter a continuous improvement cycle. For this “beta-test” phase to be successful, EVERYONE who performs the subject tasks MUST use the procedure as written. Any modifi cation during this phase MUST be documented, make sense to the original development group and be refl ected in revised instructions. Again, the expectation is that the written instructions will be followed by EVERYONE who performsthe tasks and, thus, be held ACCOUNTABLE for following the instructions.

Remember: “If you can’t standardize it, you can’t improve it.” We can measure the effi ciency and effectiveness of standard-ized work instructions when they’re used on our equipment. Non-standard work will always have degrees of variation and produce different measurable results. Let’s go ahead and lever-age our best maintenance tool: It’s time to set the expectation of “standardized” work instructions for the most important activities on our most critical assets. MT

[email protected]


Perform reliable motor maintenance with the best name in motor testing

To learn more about static motor analysis equipment from SKF, call us at the SKF Condition Monitoring Center - Fort Collins, at 1-800-752-8272, or visit us online at http://www.bakerinst.com.

Decades of experience are forged into each and every electric motor analyzer we make, ensuring the rugged high quality and versatility you have come to expect from SKF’s portable electric motor testers.

Motors drive industry, and ultimately drive your company’s business success. You need to ensure your motors are running optimally. You should also be aware of any potential problems that could cause failures resulting in costly unplanned downtime. SKF static motor analyzers, which include the all-new Baker DX and the Baker AWA-IV (Advanced Winding Analyzer), deliver the widest range of motor testing capabilities of any brand. For quality assurance and condition monitoring of electric motors or generators your company depends upon, there’s a motor analyzer from SKF that delivers the information you need to keep your rotating equipment working properly – and help drive your company’s success.

The Power of Knowledge Engineering

Air Compressor Failures:To Fix Or Replace?

Overcoming Your Challenges

From time to time, equipment failure forces us to choose to repair an old air compressor or select a new one. For a major component failure, the

cost of the repair often may exceed 50% of the cost to buy a new compressor. This is when we should carefully consider not only replacement cost, but also the energy cost to keep the old equipment running. More often than not, the purchase of a new, more effi cient unit will be an economic no-brainer.

You should realize the cost to purchase an air compressor is only about 12% of the 10-year cost of ownership. About 76% of the total ownership cost goes toward supplying the electricity to keep a compressor running. A typical continuously run, fully loaded 100 hp compressor will cost about $74,000 per year in electricity costs at 10 cents per kWh.

An effective fi rst step in preparing for these decisions is to have your existing compressed air system analyzed—which will help you understand where you are now and how you could improve. This type of analysis can be done by your in-house personnel or by one of many compressor service providers in your area. Once this study is completed, should disaster strike your air compressors, you’ll be ready with the information necessary to make that crucial repair-or-replace decision.

Times have changed: Keep in mind that the selection of newer equipment capable of running in more effi cient operating modes can signifi cantly improve your total air system effi -ciency—and even make your other compressor run better. Some things to consider:

■ Over the years, manufacturers have optimized machine design and improved air compressor components such as motors and bearings, translating into increased effi ciencies.

■ Back when power prices were low, modula-tion mode was the typical compressed air control strategy. Today, substantial savings are possible by running your equipment in load/unload, capacity control or VSD mode. However, you must have compressors that are capable of this type of operation, as well as the components, like storage receivers and controllers, that go with them.

■ Older compressors often can be too large for today’s operations. Re-sized (smaller), less expensive units may be able to do the same job.

■ Upgrading other system components like air dryers, fi lters and piping at the same time you purchase a new air compressor can further increase your savings.

To learn more about analyzing your compressed air system, check the Compressed Air Challenge (CAC) book, Best Practices for Compressed Air Systems, available on our Website, or attend one of our many live semi-nars around the country. You can also register now for our next compressed air Fundamentals Webinar, scheduled for September 10. Just visit www.compressedairchallenge.org. MT

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

By Ron Marshall, for the Compressed Air Challenge


JUNE 2012 MT-ONLINE .COM | 13


FOR ON THE FLOORFOR ON THE FLOOR

In the industrial workplace, complaints about “management” by workers “out on the floor” have often been the norm. Members of management teams, after all, frequently control the personnel, the parts and even the time a worker needs to do his/her job. Thus, it’s no wonder that “manage-ment” has historically found itself in the line of fire, deserved or not.

But now, in an era when expectations are higher at all levels of manufacturing, are complaints about management as common as they once were? What is the nature of the complaints that do exist? And, importantly, do managers better understand the role maintenance plays in a modern manufacturing operation?

According to members of the Maintenance Technology Reader Panel, there’s good and bad news. Responding Panelists report that many of today’s management corps (for our purposes, managers who work outside the maintenance sector) excel at support, understand the mainte-nance mission and communicate effectively.

On the flip side, there are also those who operate in the old-school way and still view maintenance as “the red-headed stepchild,” as one Panelist put it. And then there are those who fall in-between—rising to the occasion one day, but unable or unwilling to sustain a progressive management approach.

Here are specific questions we asked and some of the responses we received:

Q: How do you rate the support you receive from management (outside of maintenance) for your overall maintenance requirements?

“Great support for projects. At times, equip-ment availability for PMs is an issue. Budgeting constraints in place the last three years have hindered full implementation of predictive tech-nologies that were planned.”

…Maintenance supervisor, South

“Fair, but limited funding sometimes.”…Corporate engineer, Northeast

“There is rarely an occasion when maintenance makes a request for additional funding that is denied. The key to acquiring additional resources is to provide a solid business case which cannot be ignored.”

…Reliability/maintenance engineer, South

“As a trainer/consultant, I deal with more CFO/Controller types in upper management. From what I see, this group is completely supportive of maintenance, noticeably more in the last five years or so.”

…Trainer/consultant, Midwest

“I rate our management support a ‘C.’ We have some management that believes in the proactive approach of our maintenance staff and other management that doesn’t see the point. In the past 20 years, production management went from helping maintenance to just pointing out what went wrong. Our operations’ schedulers work really well with maintenance to get the equipment when we need it. But it took a few ‘ah-ha’ moments of failures that could have been prevented if the maintenance strategy had been followed to get them on board. I’m glad they now see the benefit of what we are doing.””

…Production support manager, Midwest

“There is really not a lot of support from manage-ment or even engineering support until things get critical, then it’s all hands on deck. Production management seems to only be concerned about getting the product out the door.”

…PM leader, Midwest

Q: How well do you feel your current manage-ment understands the maintenance function at your operation? How well does it understand your specific maintenance strategy?

Management’s Mixed Bag

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

Rick Carter, Executive Editor


FOR ON THE FLOORFOR ON THE FLOOR

“I don’t think they understand much of what we are trying a accomplish.”


“Our management structure supports the maintenance effort fully and understands the effect equipment issues can have on our bottom line. We do have restrictions on overtime and a limited budget for training and materials due to the economic downturn.”


“They don’t like to let me hire staff.”…Corporate engineer, Northeast

“Management has a good understanding of main-tenance and how it impacts the bottom line.”


“Upper management realizes the potential. ”…PM leader, Midwest

Q: How long have most members of the manage-ment team been in place at your facility?

“Three years or less. They do not know how the system works and they are just glad that the people in the trenches can make it happen.”

…Maintenance coordinator, Northeast

“Minimal turnover. It’s a family business.”…Corporate engineer, Northeast

“Over 10 years.”…Maintenance supervisor, South

“More than 15 years. There’s little turnover.”…Reliability/maintenance engineer, South

“I see quite a bit of management turnover, both job-search changes and retirement turnover. ”

…Trainer/consultant, Midwest

“Well over 10 years. Turnover has been low, but with the economy the way it is we are seeing higher rates of turnover recently.”

…Product support manager, Midwest

Q: Is there regular communication between management and other functions at your facility? Do you often see upper-level management on the shop floor?

“Most communication is done through our lean functions. Daily equipment walks and meetings get all the key management involved in the struggles the crews experience daily. But upper-level management is rarely seen on the production floor.”


“Maintenance and management have a good relationship because there is frank and honest discussion and analysis taking place at all times to help evaluate where we are, where we want to be and how we are going to get there. Management regularly tours the shop floor to discuss improvements and coach shop-floor managers.””


“We have meetings each morning and weekly ones for process, project and metric reviews.”


“Upper-level is on the floor every day.”…Corporate engineer, Northeast

“If something goes wrong, they’ll find you. Other than that, they have their own problems to solve.”

…Maintenance coordinator, Northeast

Time-worn tacticsFlexibility within a traditional management framework is one way things have gotten done for years, of course, and today is no different for some Panelists. “At our facility, the wheel that squeaks the loudest gets the grease,” says the maintenance coordinator in the Northeast. “That is, unless you are familiar enough with the whole operation to back-door it and make the system meet your needs. After all, it’s much easier to ask for forgiveness than permission,” he insists. (Continued on page 16)

Now, with expectations higher at all levels of manufacturing, are

complaints about management as common as they once were?


FOR ON THE FLOOR

According to this maintenance coordinator, most people in the support role at his site “are afraid to make a decision.” As he describes it, “If you take the ball and run with it, and it works, they will gladly take the credit. And as long as you don’t mind the blame, if it goes south they will gladly give you the rope. So we must be careful.”

Another Panelist saddled with an older management style suggests that his manage-ment team could learn plenty about operational effi ciency if they simply knew more about the maintenance function. “Our management team is profi t-driven with only minimal experi-ence in maintenance,” says this maintenance manager in the Northeast. “We have a tendency to overwork what we have, thus shortening [equipment] life cycles and increasing costs. If we had people in upper management with a background in maintenance,” he continues, “we could become a world-class operation. They still feel maintenance is a black hole that you throw money at and hope for the best. Their thinking will have to change.” MT


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� e MT Reader Panel is comprised of approximately 100 working industrial maintenance practitioners and consultants who have volunteered to answer bi-monthly questions prepared by our editorial sta� . Panelist identities are not revealed, and their responses are not necessarily project-able. The Panel welcomes new members:

Have your comments and observations

included in this column by joining the

Reader Panel at www.mt-online.com.

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About The MT Reader Panel

Specialized Lube Software?


By Dr. Lube, aka Ken Bannister

Symptom:“Dear Dr. Lube, we are looking to implement a lubrication-management program, and our engineering group has recommended the purchase of a special-ized lubrication route/work-order software package. As we already have a CMMS work-order system, is there any value in purchasing another software package?”

Diagnosis:There are a number of specialized lubrication-management software pack-ages available today. These programs are similar to a regular Computerized Maintenance Management System (CMMS) package in that they require an asset (equipment) register to be built for all the equipment to be lubricated. The user will then usually need to complete a lubrication mapping matrix that identifi es and defi nes each lubrication point, type of lubricant used and delivery method employed, as well as fi lter and sampling points/data—for each asset in the register.

Another attribute of this type of software is its ability to “link” or “daisy-chain” assets together to build different lubrication routes based on time to complete the route, lubrication schedule, lubricant type to be used, etc. This allows work to be scheduled for technicians in line with their normal daily or weekly routines.

Prescription:If no work-order system exists, the purchase of specialized software to manage a lube program can be a wise decision. On the other hand, while the CMMS you already own may not be as discrete as a lubrication-specifi c package, it might be easily confi gured to deliver the basics: use the existing asset register in scheduling and tracking all lubrication work. The likely shortcoming would be the inability to let you build a lubrication map matrix for each asset. As the collected CMMS information is primarily library data, however, this defi ciency can be managed through photos, schematic drawings, even a matrix built in Excel and attached to the asset fi le in the register for viewing or printing with the work order as needed.

Keep in mind that having two work-management systems—each a powerful tool in its own right—in the same maintenance department will call for two sets of reporting processes and/or entry duplication. Thus, justifying the purchase of a specialized lubrication software package that may, in many ways, be similar to your existing CMMS will require a detailed value analysis. Good luck with whatever option you choose. MT

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

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Maintenance turned around…

The Rolls-Royce Of Effective Performance-Based

CollaborationContinuous uptime was the

destination. How a leading

jet-engine manufacturer and

service provider helped its

valued airline customers get

there has implications for any

maintenance organization.

Making the trip means you’ll

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So, buckle your seat belt.

Kate VitasekCenter for Executive Education

University of Tennessee

When you think of Rolls-Royce,

you might envision its luxury

auto nameplate. But there’s

also a very good chance that

the airplane you recently traveled on was

powered by Rolls-Royce jet engines.

A pioneering manufacturer of jet engines for civil aeronautics, Rolls-Royce was also a major ground-breaker in performance-based service and maintenance agreements for its aircraft engines. It basically devised programs to handle vital serviceand maintenance functions—its core expertise—while leaving the airlines to worry about their own core business: fl ying safely.

Rolls-Royce PLC is generally regarded as the fi rst company to use an outcome-based business model, and its innovative "Power by the Hour" outcome-based agreements with airlines changed the way the company and its airline customers conduct business together. The model is benefi -cial for each party: The airlines want planes that fl y continuously, something that translates into a steady revenue stream. Any unexpected maintenance downtime disrupts the system and results in high levels of unplanned expenditures.


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Within a conventional arrangement, airlines would pay Rolls-Royce a transaction fee for every single engine main-tenance event and service request on a spare-parts and labor basis to restore equipment to a serviceable condition. Simple guarantees were offered for replacement parts, and these evolved into maintenance guarantees for labor as well as parts for single aircraft or entire fl eets, based on the total anticipated cost per fl ight hour (time in fl ight) and fl ight cycle (wheels up and wheels down). The result was a per-verse incentive: Under the transaction-based model, air-craft downtime for maintenance, whether it was planned or unplanned, would generate revenue for Rolls-Royce—but, obviously, no revenue for the airline.

Enter the Rolls-Royce “TotalCare” program, which fl ipped the conventional transaction-based approach on its head. The premise was to build a long-term relationship with customers by aligning the engine-service provider’s goals with the airlines’ goals of keeping the aircraft fl ying. Under this outcome-based approach, Rolls-Royce would be paid for “continuous uptime,” rather than derive revenue from turning wrenches during aircraft downtime.

Rolls-Royce now guarantees serviceable equipment availability and takes care of all maintenance in the chosen service plan. The outcome-based model gave the company an inherent incentive to drastically increase engine reli-ability and preventive maintenance that would increase engine on-wing life, reducing unplanned engine downtime and allowing airlines to focus on their core business.

Today Rolls-Royce calls its TotalCare program a “fl exible approach to achieving an engine support service that has the correct fi t and scope of services to meet the operator's specifi c needs.” This is achieved through a cooperative part-nership that “aligns incentives and goals,” minimizes fi nan-cial and operational risk, and enables the operator to focus on its business while reducing or eliminating downtime and improving residual value.

TotalCare is a collaborative win-win approach that embodies core values on alignment, collaboration and incen-tives enumerated in the Vested Outsourcing business model, along with Vested’s fi ve key rules for a successful outsourcing agreement. These rules encourage cooperation and innova-tion to achieve the best possible long-term results, while moving the parties away from the old transaction-based business models that can penalize one side or the other in the maintenance realm, as Rolls-Royce discovered.

Investing heavily in TCOWhat increasing reliability and reducing downtime comes down to is being heavily invested in the Total Cost of Ownership (TCO) with the buyer once the engine or the part leaves the door. SKF Group, a manu-facturer of bearings and a provider of seals, lubricants,

mechatronics and services, has made TCO a vital part of its business model. According to SKF, “An effective partner in achieving Total Cost of Ownership purchasing benefits must have the products, services, tools, knowl-edge and capabilities to take a comprehensive approach to your entire operation.”

While the initial acquisition of equipment or parts is the major focus, it is only a small part of a product’s total cost. TCO is becoming more widespread as companies and suppliers work together to reduce cost components. This includes maintenance, repair and operating supply providers, who want their customers to see the overlooked cost elements beyond the purchase price to discover the real cost drivers.

Choosing an outsource partner to handle some or all of the management and maintenance tasks—a partner that clearly understands TCO—is a delicate, yet vital decision. Many things can go wrong in an outsourcing arrangement, but poor decisions around equipment and maintenance can reduce value company-wide, hinder reliability and place the entire business model in jeopardy. It’s crucial to have a maintenance program that keeps the wheels turning, the engines running and the planes fl ying.

Building the right type of frameworkGetting the outsourcing framework right is also crucial. That’s why the research and fi eldwork of the University of Tennessee on performance-based outsourcing agreements between companies and their service providers, which led to the collaborative Vested Outsourcing business model, provides a clear path to a successful outsourcing partnership.

Rolls-Royce fl ipped the

conventional maintenance

model on its head by

getting paid for its airline

customers' uptime, not

for turning wrenches

during aircraft downtime.


The Vested approach is based on collaboration between the parties on mutually desired objectives and outcomes. The focus is on aligning interests to produce results—not simply completing transactions—by lever-aging outcome-based and shared-value principles. Vested is used when a company and provider want to move beyond commodity thinking and “bean-counting” to an environment where the service provider has a vested interest to achieve results and value for the buying company.

The fi ve rules, as outlined in Vested Outsourcing: Five Rules That Will Transform Outsourcing, are:

■ Rule 1: Place the focus on outcomes. The idea is to move away from buying and selling transactions to a new level of cooperation.

■ Rule 2: Focus on the WHAT, not the HOW. Companies can often fall into the trap of tightly defi ned statements of work (SOWs) that strictly defi ne HOW, rather than focus on objectives they want to accomplish.

■ Rule 3: Early on, jointly formulate clearly defi ned and measurable results based on collaboration and alignment.

■ Rule 4: Jointly negotiate pricing models that include incentives based on performance rather than making a sale or hiring lowest-cost labor.

■ Rule 5: The partnership should have a governance framework that provides insight into the nature of the relationship and its objectives so that transition, management protocols and incentives implement continuous improvement and achieve desired results.


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The fi ve rules explainedLet’s examine the Vested concept and the fi ve rules in more detail. As the Rolls-Royce example illustrates, the Vested approach can fi t nicely with companies that want to develop effective, long-term performance partnerships where both parties have a stake in maintaining the relationship.

While no two Vested relationships are alike, the most effective ones achieve a partnership based on optimizing for innovation and improved service, reduced cost to the company outsourcing and improved profi ts to the supplier. The trend toward performance partnerships has evolved—companies and sup-pliers work together to develop performance-based solutions where their interests are aligned. Both parties receive tangible benefi ts, either through tangible or intangible incentives.

At the heart of the Vested approach is an agreement on desired outcomes. Under this dynamic, the service provider is challenged to apply “brain power” and/or investments to the relationship. It also takes on risk to do it, in essence putting “skin in the game.” The supplier or service provider looks at how it can best apply world-class processes, technologies and capabilities that will drive value to the company that is outsourcing.

Rule 1: Adopt an outcome-based versus transaction-based business model…Traditionally, many outsource arrangements are built around a transactional model. Most often this transaction-based model is coupled with a cost-plus or a competitively bid fi xed price per transaction pricing model to ensure that the buyer is getting the lowest cost per transaction. Under this method, the service provider is paid for every transaction—regardless of whether or not it is needed.Thus, the more ineffi cient the entire process, the more money the service provider can make.

Conventional business models achieve the lowest cost for transactions for the company outsourcing. However, it often does not help the company accomplish what it really wants or needs. That’s because the company that has outsourced gets what it contracted for; but what it really needed might fall short of an effi cient and low-cost total-support solution.

The Vested model operates under an outcome-based model in which the provider aligns its interests to what the company really wants: an effi cient, low-cost total solution. Aligning interests is a major element of the Rolls-Royce TotalCare program. Instead of paying a provider for unit transactions for the various services provided—such as pallets in the warehouse, miles traveled, spare parts shipped, technical and maintenance support hours, etc.—the company and its service provider agree upon desired perfor-mance outcomes. In essence, this model buys outcomes, not individual transactions.

Rule 2: Focus on the WHAT not the HOW… Adopting a Vested Outsourcing business model does not change the nature of the work to be performed. What does change is the way in which the company purchases outsourced services.

The buyer specifi es its needs; the provider is responsible for determining “how” it all gets done. The most effective Vested partnerships include minimal discussion of the processes that service providers must follow to meet the requirements. Instead, they focus on performance expectations. It’s up to the service provider to fi gure out how to put the supporting pieces together to achieve the company’s goals. Performance partnerships let each partner do what it does best.


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Rule 3: Clearly defi ne and measure the desired outcomes…The parties should clearly defi ne and measure their desired outcomes. These outcomes are usually expressed in terms of a limited set of high-level metrics. Once the desired outcomes are agreed upon, the service provider can propose a solution that will deliver the required level of perfor-mance at a pre-determined price. Under the Vested model's purest form, the outsourcing company pays only for results, i.e., orders ship-ped complete, on time, not trans-actions such as picking, packing and shipping. In turn, the service provider is paidfor the value that its overall solu-tion delivers, not for the activity performed. Carefully defi n-ing and measur-ing desired out-comes will posi-tion the relation-ship for success by ensuring the partners' mutual objectives are, in fact, being cor-rectly addressed.

Rule 4: Optimize pricing model incentives for cost/service tradeoffs…Proper structur-ing of the pricing model will incen-tivize an optimal cost/service tradeoff. A well-structured pricing model is based on the type of contract (i.e., fi xed price or cost reimbursement) that will be used to reward the outsource provider. In the establishment of a pricing model, businesses should apply two principles:

First, the model must balance risk and reward for both parties. The agreement is structured to ensure that the service provider assumes risk only for decisions within its control.

Second, a properly structured Vested model will incen-tivize the service provider to solve customer problems proactively. The better the service provider is at solving the problems, the more incentives or profi ts it will make. Thus, providers are encouraged to develop innovative and cost-effective methods of performing work.

The Vested model doesn’t guarantee higher profi ts: It gives service providers the authority and autonomy

to make invest-ments in their process(es) and product relia-bility that can generate great-er ROI than a more conven-tional cost-plus or fi xed-price-p er- t r ansac-tion approach would fuel.

Rule 5: Governance structure must emphasize insight versus oversight…In the early days of outsourcing, many organiza-tions made the mistake of just throwing work over the fence to their service providers with-out fully defi n-ing the require-ments or devel-oping perform-ance metrics or

SLAs (service-level agreements). An effective Vested part-nership outsources processes to suppliers and service pro-viders that are the real experts in those processes. These types of partnerships should be managed to create cultures ofof insight versus oversight.

Unfortunately, too many companies spend too much in time and resources micromanaging their service providers. A sound governance structure will establish insight—not simply provide more layers of supervision.

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A commitment to deliver against projected value for the company outsourcing—such as a commitment to reduce costs or improve service or both—shifts risk to the service provider. In exchange, the company that's outsourcing commits to allow the outsource provider to earn additional profi t for achieving this incremental value. The result is a win-win Vested partnership: a true trading-partner paradigm shift.

In addition to using “win-win” without any real basis in fact, many organiza-tions brag that they have “partnerships.” Experience and research, however, has found that most organizations focus primarily on their own self-interests—which can be characterized as the “WIIFMe” (“What’s in it for Me”) approach.

The progression toward a Vested agreement should focus on creating a culture where parties are working together to ensure mutual success. The mentality should shift from an “us versus them” to a “we” philosophy—or what can be referred to as the “WIIFWe” (“What’s in it for We”) way of thinking.

Frequently, companies that enter a Vested agreement will approach it as a symbiotic relationship. Only by working together can they succeed. The goal of a Vested partnership is to focus fi rst on identifying and then aligning the interests of both parties. The rela-tionship becomes more collaborative and expands beyond simply meeting requirements.

Unlearning conventional approachesDeveloping a WIIFWe relationship is easier to describe than accomplish. Moving from a culture of oversight and control to mutual respect isn't an easy transition for most companies that outsource. Adversarial relationships often per-sist, and getting to a true win-win relationship will likely take practice.

A win-win approach often means companies must unlearn their conventional "me-fi rst," win-at-all-cost approaches and ways of thinking. In a Vested relationship, organizations work together upon a foundation of trust where there's mutual accountability for achieving mutually benefi cial defi ned outcomes.

The fi ve rules discussed here set the stage for a sound out-sourcing partnership, which, when successfully designed, create happier clients. Because both organizations are work-ing together to achieve their goals, the Vested approach results in an authentic win-win relationship. And that's what "partnership" is all about.

Is this model right for your operations? You be the judge. The Vested approach will work for transportation provi-ders, manufacturers and maintenance organizations that want to reduce total costs, increase value and forge long-term collaborative, fl exible and innovative partnerships with their suppliers. MT

Kate Vitasek is a faculty member at the University of Tennessee’s Center for Executive Education and author of the popular book Vested Outsourcing: Five Rules That Will Transform Outsourcing and The Vested Outsourcing Manual, both published by Palgrave Macmillan. Email: [email protected]


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Michael A. Romano, P.Eng. Tyco Flow Control

A refi nery that processes 250,000 barrels per day can easily contain thousands

of valves. These valves span all aspects of a plant’s operations: fl ow isolation

and control, steam management, overpressure protection, recirculation

and much more. Given their omnipresence and the essential nature of their

function, valves require active maintenance to prevent unnecessary downtime,

as plant and refi nery managers know all too well.

The stakes are highIf a valve should fail, there can be a serious risk of environmental impact, production losses or, worse, the safety of workers. For example, according to a study on containing fugitive emissions published in Chemical Engineering magazine, 60% of such emissions in refi neries come from leaking valves. Because of this, plant operators need to pay partic-ular attention to leaks—which occur most frequently in control valves. As operations become further inte-grated, one failure can have serious consequences. Add social media and a 24-hour news cycle, and a single mistake can turn into a global news story and damage a plant’s reputation beyond repair. Even

plants that have operated for more than 50 years without incident are not exempt.

If valves are to be properly maintained to avoid the above scenario, the question is this: How does one determine when and how often valves need to be serviced?

Maintenance on the riseIn response to managing risks associated with valves, operators have increased main-tenance spending. But in today’s refineries, that spending, which averaged $27 billion in 2011 [Ref. 1], is growing faster than capacity. Even with increased maintenance spending,

Effective Valve Asset Management:

Reducing Risks & Repairs

There can be far more than the loss of mere dollars associated with valve failures. Regular monitoring and analysis can help you maintain these

essential plant components the right way: proactively and cost-effectively.



however, the number of unplanned downtime events continues to increase. These days, 50% of refinery main-tenance is now unplanned–double the rate of a decade ago [Ref. 2]. In fact, in 2011 alone, there were an estimated 2700 unplanned events in refineries [Ref 3].

Plants and refineries are responding by increasing valve maintenance planning. Certainly, good maintenance plan-ning helps keep valves serviced and operating properly. Good maintenance planning means doing the right mainte-nance on the right valve at the right time—and that differs for individual valves. Automatically scheduling valve maintenance on a single pre-determined cycle doesn’t take into account the unique operating conditions that an individual valve experi-ences in service. This results in valves that fail sooner than expected (in between maintenance cycles) or valves that don’t need to be serviced at the maintenance cycle. To optimize maintenance (including reducing its costs), a customized and integrated approach to valve maintenance is in order.

Maintenance optimization challengesAn integrated approach to valve maintenance planning requires plants to consider many factors that may contribute to downtime and safety and environmental risks. They include:

n Changes to plant process conditions

n Equipment used throughout the plant’s operations and any changes made to it

n Safety records and training of the workforce

n Service records and parts used

n Amount of maintenance needed to avoid failure

n Analysis of repeat breakdowns

n Quantity on hand and availability of spare parts

n Changes in regulations

It’s common for plants to not have complete and accu-rate records of their valve assets and the past service work that was done. Moreover, what records are maintain-ed can be stored in different locations by various personnel. This makes it difficult to optimize maintenance— and almost impossible to identify trends. Compounding the issue, operations often choose to schedule regular planned maintenance across the board, hoping that will allow for the repair of any potential problem valves before they fail. This approach can lead to even more issues as it doesn’t take into account prior performance or repair history.

Valve asset-management solutionsAn alternative approach to more thoroughly and regu-larly maintaining and monitoring a plant’s valve assets is to utilize an asset-management solution. Operators work with a service provider to determine a predictive and preventive maintenance schedule customized for the site’s specific valve population—a schedule that based on each valve’s service and performance history.

Via a predictive as opposed to an automatic approach, an operator prioritizes maintenance and service based on data that includes experience, observation, historical data, failure modes and testing, coupled with analysis of the probability and impact of a valve failure. This determines when maintenance should be scheduled. A comprehensive asset-management solution includes the following:

n Plant asset data including testing of all assets as well as an ongoing service schedule for them

n Historical performance of the assets as well as the current condition of the asset and its components

n Inventory management and planning system detailing the location and count of each asset and spare parts

n Performance indicator report with comprehensive metrics and charts showing calibration records and trending information

n Real-time monitoring and diagnostics tracking repair cycles and data on assets that will help set maintenance schedules

n Proposed preventive/planned maintenance schedule detailing how often each asset should be scheduled for maintenance based on its performance

Valve asset-management maintenance techniques Risk-Based Inspection (RBI) is a key analysis to achieve the optimum maintenance interval by assessing how likely the asset is to fail and how large the impact of a failure would be. When assessing the probability of valve failure, inspec-tion detail is carried forward to create an RBI path. Previous inspection history is reviewed and a revised probability score is determined. The RBI probability score is then mapped to the RBI scheme to get a low, medium or high determination of the probability of failure.

It's important to involve the process owner when assessing the consequence of valve failure. That's because the process owner will have the best vantage point as to the impact of failure and be able to discuss and determine what it considers high, medium and low impact of failure for that valve at that point in the process.



Plants can then schedule their maintenance on critical plant areas based on these insights. Considering that 60% of valves are replaced or serviced prematurely [Ref. 4], RBI can offer considerable perfor-mance improvement and savings by providing the planning that leads to servicing valves when they need it, not on an averaged schedule.

Another effective technique in an asset-management portfolio is Failure Mode & Effects Analysis (FMEA). This type of analysis helps identify potential failures, evaluate the effects of failures and identify the actions that could eliminate or reduce the chance of the potential failure. FMEA helps to minimize valve failures and maximize valve operational reliability.

Root Cause Failure Analysis (RCFA) is a troubleshooting main-tenance method that investigates, analyzes and identifi es the root cause of a valve failure. Identifying the root cause of valve failure and utilizing the information to make necessary changes to equipment, processes or maintenance regimes can prevent it from happening again. Solutions may involve replacing the valve with a more suitable option or changing a service interval.

Payback from improved valve asset managementThe benefi ts of an effective valve asset-management program are improved uptime and reliability—with optimized maintenance spending. An effective valve asset-management system helps a site avoid duplication of spares by improving inventory and availability. The valve popula-tion and maintenance schedule are used to optimize spares and maintain the right levels without compromising safety and produc-tion. (Table I refl ects common issues and implications that are addressed and solved by implementing a valve asset-management program.)

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Table I. Effective Valve Asset-Management Solves A Range of ProblemsIMPLICATIONSDelays future turnaroundsDelays project management scheduleIncreased costs to replaceUnnecessary repairs and downtimeMore inventory than neededRisk of failures

ISSUEAsset records not up-to-dateService history not completeObsolete or recalled assets still in usePlanned maintenance not based on analysisNo standardization of assetsOEM parts not available



The final wordRemember that you don’t have to “go it alone” when it comes implementing a valve asset-management program. Close collaboration among plant operators, valve service providers and valve manufacturers will yield the best result. MT

References1. HPI Market Data, 20112. IIR, HPI Market Data, BP Statistical Review of World Energy 20113. IIR Industrial Info Source, 20124. “Consider Fieldbus for Retrofit,” Hydrocarbon Processing, September, 2000

As part of Tyco Valves and Controls Global Oil and Gas Marketing Group, Michael Romano is responsible for the Unconventional Oil and Gas and After Sales Service. He has published numerous papers in key Oil & Gas publications over his 20+ years in the industry, and has been nominated by API and participated in the development of ISO standards, including chairing several U.S. Technical Advisory Groups. Romano has received five U.S. and three Canadian patents on materials and processes related to the Oil and Gas segment. A chemical engineering graduate of McMaster University (Canada), he’s a registered professional engineer in Ontario, Canada.

(EDITOR’S NOTE: One of the cornerstones of an asset-management program is real-time monitoring of asset repairs. Tyco’s Asset Management solution offers real-time and trans-parent monitoring using the company's proprietary eDge™ Asset Management System. According to Tyco, it can simplify the task of tracking valves through the entire repair process and help customers efficiently plan for future maintenance.)


For more info, enter 76 at www.MT-freeinfo.com For more info, enter 05 at www.MT-freeinfo.com

Case Study: The Benefits of Preventive Valve Maintenance for a Major Refinery Scope of workn Refinery signed a five-year preventive maintenance contract

with Tyco Flow Control that was renewable after the period for an additional five years. Contract is currently on its 14th year.

n An intensive investigation was conducted that was used to feed inputs into the RBI scheme in order to develop the probability and consequence of failure.

n Service intervals were then analyzed and re-defined based on the inputs.

n Problem valves were identified, analyzed and issues addressed.

n By replacing these problem valves, the safety and perfor-mance of the plant was improved.

n The average service interval went from 26 to 43 months, saving the refinery $2 million in service costs.

n By 2006, 50% of valves required an inspection only every 36 months or less.

n By 2011, this was further reduced to 20%.

RELIABILITYTHE

F I L E SRELIABILITYF I L E S

Volume 2 Number 6

M A I N T E N A N C E

TECHNOLOGY®


Sponsored Section

30 | MAINTENANCE TECHNOLOGY Sponsored Information THE RELIABILITY FILES / JUNE 2012

RELIABILITYTHE

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

TECHNOLOGY®


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

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

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

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

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

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

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

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

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

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

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

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

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

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

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


32 | MAINTENANCE TEChNology JUNE 2012

Whether it’s related

to personnel or

processes, safety is

everyone’s concern.

Raymond L. Atkins Contributing Editor

We hate to say it: This article marks the last of several years’ worth of quarterly features written by Ray Atkins on “The Fundamentals” of maintenance and reliability. It’s been a good run. We wish Ray all the best as he takes off in another direction on the road of life. Those of us who have had the pleasure to work with him will greatly miss his wonderful writing skills and refreshing take on the basics of real-world plant operations. We think our readers will, too.

Basic Safety Considerations

No responsible person disagrees with the concept of safety. As

managers and maintenance professionals, it’s incumbent

upon us to ensure that the processes in our plants do not

cause, as an unintended consequence, injury and/or death

of humans (in or outside the facility) or damage to the facility’s

physical assets and processes and/or surrounding communities

and environment. We must try to engineer our processes so they

are safe and educate our employees to realize that they are their

own best first line of defense. To do less than our absolute best

to ensure the safety of personnel and processes is morally, legally

and financially indefensible. It’s just plain wrong and certainly no

way to conduct business.

JUNE 2012 MT-oNlINE.CoM | 33

A SPECIAL SUPPLEMENT TO MAINTENANCE TECHNOLOGY

Having said this, the logical question presents itself: How safe can we make a process? And once a process has been rendered as safe as possible, what do we do? Sit around and high-five ourselves over the elimination of safety issues in the plant? Order jackets, ball caps and other safety awards to hand out to our teams? Perhaps we should put together a banquet or other type of meal to commemorate this milestone achievement? After all, once a process has been made safe, that’s as good as it can get, right?

No, that’s not as good as it can get. There are so many variables in any process—manufacturing or otherwise—that it is simply impossible to foresee all of the things that can go wrong. Have you ever been a member of an accident investigation team and made the observation that everything that could have possibly gone wrong did? That’s the way of process failure: If the series of events leading up to the mishap had been foreseen, they would have been prevented. So when it comes to safety, we are never finished tweaking the process. Sadly, we can never attain perfection. The best we can do is continue to get closer and closer to it.

A tale of two facilitiesWhen I was in high school, I took a part-time job at a local factory. I lived in a small town in the middle of nowhere, and nearly everyone in the area worked at this plant because there were no other employment options. The product manufactured at that facility was fiberglass ladders for the telephone company. As far as the physical condition of the plant was concerned… let’s just say that it was one of the most appallingly unsafe places I had (and have) ever seen. The factory resembled something you might see in one of those sweatshop photos from the 1920s or ’30s. It looked like you would expect a fiberglass ladder factory to look if it had been built in the middle of a war zone. From start to finish, it was an OSHA nightmare.

Job training was minimal. Official safety training was non-existent. The machines were in poor condition and not guarded to any meaningful extent. The floors were heaped with manufacturing materials, and the walk-ways were crisscrossed with cords, cables and wires. The building was poorly lit, unheated and uncooled. Strands of fiberglass drifted through the unfiltered air. Objects that should have been sharp were dull, and those that should have been dull were sharp and jagged. There was no lockout program in effect, and none of the breakers or controls were labeled or marked. Company-supplied PPE was not to be found: Most employees brought gloves, glasses and scarves from home.

While this place seemed like a fatality waiting to happen, during the four years I worked there, not a single person got hurt. Not one cut hand, stubbed toe or mashed finger was reported, nor did anyone trip, slip or fall down a dark stair-well. No one’s clothing, hair or stray body parts were caught in moving machinery. Nobody was burned, poisoned, broken, maimed or killed. This safety performance could have been termed a miracle given the conditions present in the plant. (Or the lack of incidents could have been attrib-uted to the best run of good luck in the annals of modern manufacturing.) In point of fact, it was neither. What kept us all safe was a thriving safety culture that was unlike any I had seen before or have witnessed since.

Every member of the factory’s workforce had banded together in the absence of any management safety initia-tives with the determination to take care of each other. They took pride in the fact that they all went home each day in the same condition in which they arrived. Thus, the veterans looked out for the new hires, and the new hires looked out for one another. Maintenance technicians kept a safety eye on production professionals and vice versa. Day-shift employees watched out for those on the night shift and vice versa. All employees kept their workstations clean and as free of clutter as the facility and management allowed. No one cut corners or tried to work faster than was safely possible. Workers at all levels helped each other with heavy burdens and difficult tasks—and people stepped in to stop colleagues who were attempting to commit unsafe acts. The bottom line of all of this was that no one got hurt.

Conversely, many years later I worked at a different facility, one in which management did everything it could possibly do to engineer injuries out of the process and to educate employees to be cognizant of the fact that they were an important part of the safety equation. Upper management was safety-crazy, if there is such a thing, and each member of middle management and supervision took every possible opportunity to push this point of view down to the mill floor. All of the machines that could be guarded were at every employee interface, and those that couldn’t be made safe were isolated so that no employee would come to harm. Safety signage was ubiquitous, and gallons upon gallons of safety yellow paint had been used to mark all potentially hazardous areas.

This safety-concious facility had the most stringent lockout policy I have ever encountered. Employees were regularly trained on all types of safety issues, as well as on the most efficient and safest ways to perform their indi-vidual jobs. There was an active safety committee, and even conditions with very low potential to cause injury were routinely identified and re-engineered.

34 | MAINTENANCE TEChNology JUNE 2012

Despite all this emphasis on safety and the many precau-tions that were taken, rarely did a month go by without someone getting hurt. The problems at this facility seemed to be rooted in the general lack of ownership of the safety process by most of the site’s hourly employees: They seemed to feel that it was management’s responsibility to keep them safe, and no amount of education or empowerment could bring the majority of these employees into the safety process. They apparently didn’t think they had any responsibility for their own safety. As a result, people got hurt with great frequency.

The difference between these two plants could not be more extreme. In the fi rst example, the management of the operation had abdicated all responsibility for the safety of its employees. The onus and burden for remaining whole and healthy was placed squarely on the shoulders of the workforce—which, in turn, recognized this fact and took the challenge seriously.

In the second example, almost the opposite had occurred. In that plant, the workforce accepted very little, if any, responsibility for its safety. These employees ceded the responsibility of keeping their ranks safe and sound to management.

A combo approachA certain level of process safety can be engineered into a manu-facturing process, but 100% safety cannot. Similarly, respon-sible and safety-minded employees can have a great impact on a factory’s safety record, but if management doesn’t meet them halfway and give them something to work with, the piper ulti-mately will have to be paid. The following short list highlights some basic factors for employees at all levels in an organization to consider as they work together to achieve safe operations:

n Machinery: The equipment in the process should be well-designed, in good condition and well-guarded, especially around pinch points and moving parts.

n Inspections: Machinery and work processes should be inspected regularly. PM inspections should be designed to identify impending stress-related, catastrophic failures.

n Maintenance: Never cut corners with maintenance, either with the quality of a repair, time necessary to perform the work or safety measures that must be put in place while the work is being performed.

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JUNE 2012 MT-oNlINE.CoM | 35

n Safety Training: This type of training should be frequent and varied. The idea behind safety training is to change the mindset of the recipient. Employees must understand (believe) they can get hurt before they will begin to change their behaviors.

n Job Training: The operation of most machinery is not an intuitive enterprise. Operators must be taught the basics, and then they must be allowed sufficient time to become fully skilled. It takes years to become a good driver, yet we expect our employees to become proficient in the operation of complicated, expensive and dangerous machinery in a bare fraction of that time.

n Personal Protective Equipment (PPE): A manage-ment structure that skimps on the PPE is simply not serious about safety. Provide good quality equipment and plenty of it. Then enforce its use.

n Lockout/Tagout: A safety culture cannot be established in an organization unless it has at its core an extensive and stringent lockout program.

n Supervision: Very simply, a supervisor’s job is to supervise. Employees should perform their assigned tasks, and supervisors should watch them do it. This structure puts the supervisor in the position to spot a potential unsafe behavior or situation before a tragedy occurs.

n Communication: Written and verbal communication is at the very heart of safety. When everyone is privy to all of the information necessary to maintain their own health and well-being, they are better equipped to foresee unintended consequences and make the correct choices.

n Housekeeping: A clean plant has the potential to be an accident-free plant. A dirty plant is much more likely to do someone harm. A clean and orderly plant is a direct reflection of the mindset of the plant’s manage-ment. MT

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Ray Atkins is a retired maintenance professional and award-winning author of fiction, based in Rome, GA. He spent his last five years in industry as a maintenance superintendent with Temple-Inland. Web: www.raymondlatkins.com; email: [email protected].


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MOTOR DOC’S HOT TOPICS

Mechanical SealFailure In Pumps

Howard W. Penrose, Ph.D., CMRP

© C

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VIEW

STOC

K-FO

TOLI

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All pump seals leak. Mechanical seal leakage involves fl uid becoming trapped between the rotary and stationary surfaces and vaporizing. The resulting vapor barrier—also referred to as fl uid fi lm—is what lubricates the seal surfaces. In a

healthy seal, this leakage isn’t noticeable (occurring at a rate of only about 0.030 drops per minute). Typical leakage paths are: between the faces; sleeve and shaft; rotary-face seal surfaces; stationary-face seal seat; and gland-to-pump face gasket or O-ring.

If leakage is visible, the seal has failed. If the unit has been in operation for more than a day, the failure could be associated with one of the following problems:

■ Seal Face (45%): product vaporization issues, thermal or mechanical, deteri-oration, deposits, corrosion, abrasion, vibration or cavitation

■ Dynamic Component (40%): fretting, hardening, chemical attack, deteriora-tion, wear, compression issues and looseness

■ Static Seal Seat (5%): deterioration, hardening, chemical attack, seal compression

■ Other (10%)

Problems usually arise immediately if a seal is improperly installed. Common errors in the seal-replacement process include: not selecting the correct seal materials for the application; wear of seal-seat housing; incorrect spring/seal compression; improper seal-sleeve installation or surface under the seal sleeve; and damage to sealing components during installation. Misalignment of the seal—or between the motor and pump—can cause leakage, as can excessive vibration and pump soft-foot.

Lubrication of seal surfaces when sliding onto a shaft is a common installation issue. Water is the only suitable lubricant. Oil or soap will cause excessive surface wear or damage during operation. Never use oil on the rotary and stationary contact surfaces of the seal faces, as it will prevent formation of a vapor barrier and cause the surfaces to burn whether the pump is run dry or with fl uid. All components must be clean and free from dirt, and the seal surfaces must be protected. If there’s a seal or oil chamber—as with a submersible pump—be sure to select correct oil to ensure proper operation. MT

ReferencesPPC Mechanical Seals, Mechanical Seal Basics for Maintenance, 1990.Fluid Sealing Association, Mechanical Seal Handbook, Philadelphia, PA, 1990.

Howard W Penrose is Vice President of Dreisilker Electric Motors, Inc., the Outreach Director of the Society for Maintenance and Reliability Professionals (SMRP) and the IEEE DEIS Webmaster. Email: [email protected].


RCA IN CONTEXT


Randall Noon, P.E.Cooper Nuclear Station

In her 1969 book entitled On Death and Dying, Dr. Elisabeth Kübler-Ross, a Swiss psychiatrist who had studied behavior-coping patterns related to death and other life-changing events,

introduced the “Five Stages of Grief" concept.Her model was based on extensive research with more than 500 patients who had been told that they would soon die. The fi ve stages are:

■ Denial: “You must be mistaken; you are incompetent; this can’t be happening to me; the tests are wrong.”

■ Anger: “This is not fair; why me; this is your fault; things like this don’t happen to me.”

■ Bargaining: “Please Lord, give me a little more time and I will make up for what I have done (or not done); what can I do to live longer, I’ll pay whatever it takes; what about those hospitals in [foreign country] that claim to fi x this condition?”

■ Depression: “I might as well kill myself; what’s the point now, I’m going to die anyway; go away and just leave me alone; no one understands what I am going through.”

■ Acceptance: “OK, let’s deal with this; let me get on with the rest of my life; time to put things in order.”

All of these stages aren’t necessarily experienced by all people—or in the same sequence. For example, some may experience anger before denial. Others may go through just two or three stages. Some may even become stuck in one stage and never move into another.

The individual behavior model put forth by Kübler-Ross resembles one developed in the 19th century by Dr. Arthur Schopenhauer to describe acceptance of new ideas that challenge the status quo. Schopenhauer said that such an idea is first ridiculed, then rejected—sometimes maliciously—as supporters of the status quo resist change. When acceptance finally occurs, people may claim the idea was self-evident all along. Similarly, Dr. Max Plank, a Nobel Prize-winning physicist in the

Kübler-Ross And Root-Cause Evaluations

While the nature of bad news may differ, people react in strikingly similar ways when they receive it.

RCA IN CONTEXT


late 19th and early 20th centuries, is often quoted as saying that only when adherents to the old paradigm die can the new paradigm be accepted. (The paradigm to which he referred was quantum mechanics.)

Having been involved in the formal investigation of adverse events for many years, I’ve observed that something akin to the “Five Stages of Grief” also occurs when root-cause reports are presented. Let’s say that an adverse event has taken place. After a thorough investigation, a root-cause evaluation report is prepared regarding the who, what, when, where, how and why. (It may also recommend corrective actions.) This report (perhaps in draft form) is then given to a committee for consideration.

The committee typically includes at least some managers whose departments were involved in the adverse event. Some of them may even have made decisions that set up conditions for the event, exacerbated its consequences or directly caused it. Some might have had an opportunity to prevent the event, but didn’t act. Thus, the committee isn’t impartial: It’s like a patient with a stake in his/her doctor’s diagnosis of a serious condition.

Consequently, if the root-cause investigation uncovered serious problems that require signifi cant changes, the group dynamic of the committee may experience something strik-ingly similar to the “Five Stages of Grief.” They are:

■ Denial: “Your facts are incorrect and your analysis wrong; we have awards saying WE don’t make those kinds of mistakes; our training program specifi cally addresses this issue.”

■ Anger: “You had it in for us before you even started; you didn’t listen to us when we told you what really was wrong; you don’t understand how this industry really works; you’re providing ammunition to the lawyers; we thought you were on our side.”

■ Bargaining: “OK, we understand your point, but let’s word things a little differently; maybe leave THIS part out; why do you want to make us look so bad; can we add more about what we did right (you left THAT out); can't we just fi re the people responsible?”

■ Depression: “We’ll go bankrupt trying to fi x this; we don’t have the time to make these changes; might as well close down that department and lay off everyone; workers will quit if this gets out; our reputation will be ruined; the local news media will humiliate us; the regulators are going to have a fi eld day with this.”

■ Acceptance: “Yes, we messed up; let’s do what it takes to get this problem fi xed and back to business.”

Because this is a group dynamic, the committee may experience several stages at the same time rather than progressively. Denial and anger, or bargaining and depression, for example, are often coupled together. The result is that no matter how well written the report is or how well the fi ndings are presented, committees often won’t accept a fi rst version.

Frequently, new material to be included in a report—or requested wording changes—will not alter the funda-mental conclusions. In fact, the basic fi ndings of a root-cause investigation can usually be stated in one page or less. The rest of the report, which often consists of pages of related details, administrative requirements and investigative narrative, provides context.

If a doctor says to a patient, “You have a dreadful disease and must undergo immediate, extensive, painful, expensive treatment, so be here tomorrow morning to get started,” the appropriate response probably won't be evoked. That's because context is missing. While basic information has been provided, most patients would want (and need) to know more. The same holds true for root-cause investigation reports.

The fact that the fi rst presentation of root-cause fi nd-ings may be rejected doesn’t necessarily refl ect on the quality of the work that went into the investigation. Less-experienced investigators sometimes view these rejections as personal shots at their work product. Barring that a report demonstrates shoddy writing, defi -cient investigation methods and/or fl awed logic, such perceptions are typically unfounded. Initial rejection often means that a committee just needs more time to assimilate the fi ndings on their own terms—much like a patient receiving bad news from a doctor.

Therefore, the sometimes iterative process of present-ing, rejecting, modifying and then again asking for additional changes to a root-cause report serves a useful purpose: It demands that the approval committee care-fully read and consider the fi ndings. Trying to disprove the fi ndings (and their supporting evidence) requires that they be thoroughly understood. Moreover, incor-porating changes that are personally recommended by committee members—in context—increases those members’ personal stakes in a report. This, in turn, allows them to reach the "Acceptance" stage on their own terms. Those are good outcomes. MT

Randy Noon is a Root-Cause Team Leader at Nebraska's Cooper Nuclear Station. A frequent contributor to MT, he’s been investigating failures for more three decades. Noon is a licensed professional engineer in several states and the author of a number of books on failure. Email: [email protected].

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Management of a hydroelectric facility approached CAS Dataloggers regarding a vibration-monitoring system for the site’s turbines and generators. Several parameters

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ALL-TEST Pro, LLC ....................................www.alltestpro.com/c/200 ................................................... 77 .............................35CRC Industries.............................................www.crcindustries.com/ei ................................................... 84 .............................45Des-Case Corporation................................www.descase.com/fl owguard ............................................. 71 .............................21Dreisilker Electric Motors Inc. ...................www.dreisilker.com .............................................................. 80 .............................37Electro Static Technology ...........................www.est-aegis.com ............................................................... 74 .............................27Engtech Industries Inc. ...............................www.engtechindustries.com ............................................... 65 ...............................4Exair Corporation .......................................www.exair.com/48/440.htm ............................................... 66 ...............................5Exair Corporation .......................................www.exair.com/48/140.htm ............................................... 79 .............................36Fluke ...............................................................www.fl uke.com/madeeasy .................................................. 62 ...............................1Fluke ...............................................................www.fl uke.com/nocompromise ........................................ 63 ...............................2Foster Printing Services ..............................www.fosterprinting.com ..................................................... 92 .............................22General Electric Company - Energy ........www.ge-mcs.com/scout....................................................... 61 .......................... IFCGrace Engineered Products. Inc. ............... info.graceport.com/lmz ....................................................... 72 .............................23Grace Engineered Products. Inc. ............... info.graceport.com ............................................................... 86 .............................46Grainger ........................................................www.grainger.com ................................................................ 90 ..........................IBCInnovator Of The Year Award ...................www.reliabilityinnovator.com ............................................ 73 .............................24Inpro/Seal, LLC ...........................................www.inpro-seal.com ............................................................ 91 ........................... BCIvara................................................................www.ivara.com ...................................................................... 81 .............................42Kluber Lubrication North America .........www.klubersolutions.com/sustainability2 ....................... 69 .............................16LUBE-IT/Generation Systems ..................www.generationsystems.com ............................................. 83 .............................44Ludeca Inc. ....................................................www.ludeca.com ................................................................... 70, 87 .................17, 46Meltric Corporation ...................................www.meltric.com.................................................................. 78 .............................36Miller-Stephenson Chemical Co. .............www.miller-stephenson.com .............................................. 64 ...............................4OiLMISER ....................................................www.oilmiser.com ................................................................ 75, 76 .......................28Process Industry Practices ..........................www.pip.org ........................................................................... 82, 88 .................44, 46Scalewatcher .................................................www.scalewatcher.com ........................................................ 260, 280 .............30, 31SKF CMC-Fort Collins ..............................www.bakerinst.com .............................................................. 68 .............................12SPM Instrument, Inc. .................................www.spmhd.com .................................................................. 85 .............................45Strategic Work Systems, Inc. ......................www.swspitcrew.com ........................................................... 89 .............................47Sullair Corp. ..................................................www.sullair.com/stationary ................................................ 67 ...............................7


viewpoint

In the last 25 years, the service market has trans-formed substantially. Service strategies once centered on the most basic elements: time and material, product replacement and service agree-

ments. While many customers understood the value in having a strong business partner to serve their needs, the purchasing trend often took a commod-itized view of the marketplace. The technology was similar, skills to provide services were somewhat homogenous from one company to the next and there weren’t many service providers or customers that really understood the value of service to both sides of the relationship.

Today, those primary services are still a vital com-ponent required to support operations, and they’re still supported in most service organizations’ portfo-lios. However, as markets and economies evolve, so have customers’ needs and expectations. To meet this challenge, we must recognize that our customers now demand—and deserve—a more holistic approach that centers on mutual business goals throughout a facility’s complete lifecycle.

Think about a negative service experience you’ve had recently—personally or professionally. When you analyze the experiences that did not meet your expec-tations, you’ll likely recall that one or more compo-nents of the whole process either did not receive enough attention or were disregarded altogether.

Assuming the service provider has a defined port-folio, process and culture in place, a negative experi-ence generally stems from two common issues.

On many occasions, the poor experience can be traced to a service company placing too much emphasis on its own mission before getting to know you, your company, your operation, your perfor-mance criteria and your strategic vision for the lifecycle of your facility. This isn’t to say the service provider’s goals and objectives aren’t important— but they should align with the results of their customers to achieve mutually sustainable benefits.

In other instances, your business could be overly generalized based upon the industry market in which you reside. Rather than look at each customer’s specific needs, many service providers tend to view a market as a single entity, where all customers have the same requirements and opportunities and can, therefore, be offered a “cookie-cutter” solution. While consideration and expertise of the market as a whole are essential ingredients, providing valuable context for solution generation, they’re not the only aspects that matter. A good service provider has the in-depth market experience and knowledge to benchmark a company’s operation, but is also aware that nuances exist from customer to customer—even within the same market—and that a “one-size-fits-all” approach is inappropriate and, often, ineffective.

To avoid these common roadblocks, service providers need to develop better customer relationships through an understanding of key goals and objectives, based on answers to questions such as: What are your most important key performance indicators (KPIs)? What are your short- and long-term strategies, and how can a service partner help you achieve your goals? How can we assist you in adapting to changes in the market, the economy or from regulatory agen-cies? Awareness of these and other specific needs enables high-impact customer interactions leading to value-added service partnerships that allow both businesses to thrive.

Yes, the landscape is changing to holistic, with lifecycle service becoming the norm. If we want to stay ahead of the curve, we must embrace service. Mt

[email protected]

Logan Brubaker, Senior Director Service DevelopmentSiemens Industry, Inc.

Today’s Holistic Landscape:Embracing Lifecycle Service

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.

As markets and economies have

evolved, so have customers’

expectations. Services aren’t thought

of as ‘commodities’ these days.

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Maintenance Technology June 2012

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