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APRIL 26-29, 2011

The Capacity Assurance Conference!

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• 6 full-day Workshops on Friday, April 29

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ELECTRICAL ISSUE: TOOLS & TECHNIQUES20 Investigating Power Outages At A ‘Mud’ Plant

Investigators needed a number of tools to determine the actual causes of a mysterious electrical problem.

Frank Healy, FLUKE Corporation

ELECTRICAL ISSUE: VOLTAGE MATTERS24 Dual Voltage: Twice As Much To Go Wrong?

� e issue is not as simple as you might have thought. Here’s what the experts have to say about dealing with voltage ratios and wye/delta connections.

Chuck Yung, Electrical Apparatus Service Association (EASA)

27 ■ Maintenance New Year’s Resolutions Raymond L. Atkins, Contributing Editor

32 ■ Improving Operator Care: Checklist FundamentalsSam McNair, P.E., CMRP, Life Cycle Engineering (LCE)

ContentsMARCH 2011 • VOL 24, NO 3 • www.MT-ONLINE.com

FEATURES

DEPARTMENTS

THE FUNDAMENTALS

Your Source For CAPACITY ASSURANCE SOLUTIONS

ELECTRICAL ISSUE: EP SYSTEMS

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14 Rx For Emergency Power ReliabilityJust because EP systems are out of sight doesn’t mean they should be out of mind.

Many facilities don’t know theirs are unhealthy until they really need them. David Stymiest, P.E., CHFM, FASHE, CEM, GBE, Smith Seckman Reid, Inc.

6 My Take

7 Motor Decisions Matter

8 Uptime 12 Don’t Procrastinate… Innovate! 30 Boiler House Rules

34 Technology Showcase

36 Marketplace

38 Information Highway

39 Supplier Index

40 Viewpoint

MARCH 2011 MT-ONLINE.COM | 3

TECHNOLOGYM A I N T E N A N C E

®YEARS

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

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

suppliers/products/services suppliers/products/services

Your Source For Capacity Assurance

Solutions

http://www.MT-online.com

March 2011 • Volume 24, No. 3

ARTHUR L. RICEPresident/CEO

[email protected]

BILL KIESELExecutive Vice President/Publisher

[email protected]

JANE ALEXANDEREditor-In-Chief

[email protected]

RICK CARTERExecutive Editor

[email protected]

ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTER

RAYMOND L. ATKINSContributing Editors

RANDY BUTTSTADTDirector of Creative Services [email protected]

GREG PIETRASEditorial/Production Assistant

[email protected]

ELLEN SANDKAMDirect Mail

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

EDWARD KANEReprint Manager

800-382-0808, ext. 131 [email protected]

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

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

Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Barrington, IL 60010. Pe-riodicals postage paid at Barrington, Illinois and addi-tional o� ces. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technol-ogy®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2011 by Applied Technology Publications, Inc. Annual subscription rates for nonquali� ed people: North America, $140; all others, $280 (air). No sub-scription agency is authorized by us to solicit or take or-ders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: [email protected]. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By send-ing us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technol-ogy Publications, Inc. permission, by an irrevocable li-cense, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned.“Maintenance Technology®” is a registered trade-mark of Applied Technology Publications, Inc.Printed in U.S.A.

Subscriptions:FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE,

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


4 | MAINTENANCE TECHNOLOGY MARCH 2011


®YEARS


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6 | maintenance technology MARCH 2011

MY TAKE

As I edited my way through the March issue, I got a kick out of seeing my September 2010 column referenced in the “Viewpoint” by Jay Burnette of Inpro/Seal (pg. 40). Speaking for his very innovative company, Burnette’s “view” is that use of technology can play a major role in helping industries deal with disappearing knowledge and experience bases. His message is spot on, and

one that fits well with the mission of the “2011 Maintenance & Reliability Innovator of the Year Award” that MT’s parent company, Applied Technology Publications, has launched. Although we’ll be rolling out this program with a big bang at next month’s MARTS Conference (www.MARTSconference.com), here, in 500 words, is the gist of how you can participate and what’s in it for you if you do:

Starting in May, you can submit your innovations (one entry per person) for judging through a special Website set up solely this purpose. (Full details on this and what to include in your submission package will be published in the April 2011 issue and on www.MT-online.com.)

Your idea must be original—not plagiarized from other sources. You’ll also need to sign a publication release that will allow us to share your idea with the public at large. If your idea is currently in use at your facility and/or if you have an employment condition requiring you to disclose all ideas to your company, you will also need to provide a release from your employer that would permit us to publish your submis-sion. Ideally, your submitted innovation should be capable of being used by others.

The judges will expect you to explain why you came up with your innovation; what it does; and what impact it has in terms of reliability, uptime, availability, throughput, safety, environment, efficiency, etc. Ideas will be categorized in one of three groups:

We’ll accept entries from May 1 to December 31, 2011, and score them based on practicality, simplicity and impact. Don’t wait until the last minute: There’s too much on the line. For one thing, starting with the upcoming June issue and running through December, we’ll be featuring six “Maintenance & Reli-ability Innovator of the Month” winners selected from all entries that have been received.

And why should you bother to enter? In early 2012, you could be named as one of three category winners (see above). Or, you might find yourself being honored as the whole-ball-of-wax, grand-prize “2011 Maintenance & Reliability Innovator of the Year”—and enjoying all the bragging rights and other things that come with it. (Award presentations, including prizes, will be at the 2012 MARTS, and we’ll want you there.) Speaking of prizes, since I’ve exceeded my allotted 500 words, you’ll have to wait until next month to learn what some of them are. Let’s just say that Applied Technology Publications and sponsors of the “2011 Maintenance & Reliability Innovator of the Year Award Program” (including those busy innovators at Inpro/Seal) have some great things to share with YOU. MT

[email protected]

Get Ready To Share:The Gist Of Things To Come

Jane Alexander, Editor-In-Chief

n Innovative devices, gizmos and gadgets

n Innovative process and procedures

n Innovative use of outside resources (i.e. third-party tools, including software)

Getting The Most Out Of An Energy Assessment

BOOSTING YOUR BOTTOM LINE

I

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

n the January issue, we discussed how to determine if and when an energy assessment is right for your plant. An energy assessment is an on-site study

of your facility that captures how energy is used and identifi es potential savings. If you’re practicing motor management, an assessment may be the next step to managing your energy use. Alternatively, an assessment may point to a motor-management program as a means to capture future energy savings

What can you do to maximize the value of an energy assessment, and ensure that the money and time invested are well spent? The following three steps will help you get started:

Develop a planUnderstand your goals in advance of the assess-ment and capture these in a plan that’s accessible to plant staff and management. After the assess-ment, use these goals to guide follow-up activity. For example, you might commit to saving energy by implementing all measures below a certain payback or all measures with safety or reliability benefi ts. Support this plan with a commitment of fi nancial resources to advance specifi c corporate or plant-level goals identifi ed in the plan.

Consider the opportunity to bundle measures together to enhance the cost-effectiveness of “deeper” savings measures. For example, an air compressor replacement may not qualify under your company’s capital improvement requirements. Bundling this measure with a cost-effective lighting change-out may reduce the overall project payback to an acceptable range, and increase your overall savings.

Assign clear roles Make sure key personnel and their managers understand their roles in supporting the energy assessment. This means involving management in development of the assessment plan. To help ensure their support, invite them to walk the fl oor and see the savings opportunities—this is more

compelling than simply reading about them in an assessment report. Once measures are identifi ed and prioritized according to the goals, assign clear responsibility for their implementation.

Communicate the valueCommunicate to all involved that energy is a manageable cost, and that their efforts to contin-uously implement energy-saving practices and identify new opportunities are valued by plant management. Communicate to management—as well as to the segment that fi nanced savings measures—the amount of energy-cost savings those projects produced. Finally, look beyond savings for other benefi ts that the assess-ment of follow-up measures may have yielded (i.e., improved safety, reliability, operator comfort, etc.). Such benefi ts may be as impor-tant as energy savings to certain decision makers and should not be overlooked. MT

Additional resources1. ENERGY STAR® offers guidance for indus-trial companies at www.energystar.gov/index.cfm?c=business.bus_energy_strategy, and indus-try-specifi c tools and resources at www.energystar.gov/index.cfm?c=in_focus.bus_industries_focus.

2. Motor Management tools and case studies are available from the MDM campaign at www.motorsmatter.org.


MARCH 2011 MT-ONLINE .COM | 7


UPTIME

Recently released unemployment fi gures tell us that the overall U.S. job picture remains bleak. Yet despite reports of so many Americans seeking work, manu-facturing and maintenance skills shortages are at an all-time high.

Skills and knowledge required in our arena differ signifi cantly from most other jobs. The shortages we’re confronting stem from decades of dwindling vocational-technical education and an overemphasis on “college” diplomas, coupled with increasing numbers of retiring/aging Baby Boomers. The really bad news: Things will get worse before they get worse. That’s because of two generations that have not been seriously exposed to careers in manufacturing and maintenance, and a troubling decline in apprentice-ship programs in maintenance trades and crafts.

“Growing Your Own: Part I” (MT, January 2010) explored proven ways to defi ne entry-level require-ments, look for candidates, interview and check references and assess for demonstrated ability. As part of assessing for demonstrated ability, we outlined a straightforward process that can be developed in your plant or facility to see if the candidates can actually demonstrate the skills and knowledge with a “potential to succeed” as a maintenance technician in your maintenance job roles.

“Growing Your Own: Part II” (MT, February 2010)covered the next step: where to start, planning and preparing for training and conducting on-job basic maintenance-skills training program using in-house talents.

Here in Part III, the focus is on the nuts and bolts of defi ning job-specifi c maintenance skills and knowledge that will form the fi nal stage of a results-oriented training and qualifi cation process for your plant or facility.

Breaking down the jobMaintenance jobs are huge—with activities all over the plant on all types of equipment. Many maintenance people will say, “You just have to work here to get the experience of working on all of this equipment. That’s how we learned in the fi rst place.” Sorry, but that approach to building maintenance skills and knowledge is ineffi cient, ineffective and truly misses

the mark. In today’s fast-paced, global marketplace, we need reliable equipment and processes to help us compete. To get there, we need very effi cient results-oriented training and qualifi cation processes. The key here is to FOCUS.

Exactly how do we keep training “focused?” Start with the job description for a targeted position. Look for a “job-safety analysis” for maintenance duties. The goal here is to defi ne what the maintenance tech-nician MUST know and do as part of the job. These are “job-performance requirements.” Then, look for specifi c equipment that the person must master to become a qualifi ed maintenance technician—if not in the documents describing the job role, look in the equipment manuals. Consider this excerpt from a maintenance technician’s job description:

Let’s take training for operating the horizontal band saw as an example. The job role is “maintenance technician;” the activity is “shop work;” the duty is “operating a horizontal band saw.” For training and qualifi cation purposes, the duty should then be broken down into tasks and eventually into a procedure. Breaking the job into these smaller units makes an excellent foundation for training employees, as well as for trainees demonstrating when they are qualifi ed.

For example, a maintenance technician’s job duty-task listing would look like the following:

Job Role: Maintenance technicianActivity: Shop workDuty: Operating a horizontal band sawTasks:1. Identify the type and shape of material to be cut.2. Select and install the proper blade.3. Cut the material.4. …

Bob Williamson, Contributing Editor

Growing Your Own: Part III

“The maintenance employee must

be able to use all maintenance shop

equipment, including horizontal band

saw, pipe cutter/threader…”


UPTIME

Each of these three tasks can be broken into a specifi c step-by-step procedure. Be sure to include specifi c proce-dures in your training. The following example defi nes the procedure for HOW the task is accomplished:

Job Role: Maintenance technicianActivity: Shop workDuty: Operating a horizontal band sawTask 3. Cut the material.Tools & supplies required: Material support stands, pencil, tape measure, gloves, safety glasses…Safety note: Wear safety glasses when operating this equipment. Wear gloves when handling material. Do not touch the moving saw blade. Comply with safety placards on the equipment…Procedure:Step 1: Get support stands if material being cut is more than 4 feet long or weighs over 10 pounds.Step 2: Make sure the vise is set to the proper angle to be cut. Adjust the angle by loosening the bolt on top of the fi xed jaw, adjusting the angle, then tightening the bolt. Close the vise to assure the movable jaw aligns with the fi xed jaw.Step 3: Mark material to be cut.Step 4: Tightly clamp material to be cut in the vise. Make sure blade aligns with the cut mark on material.Step 5: Raise the saw blade above the material.Step 6: Start the saw.Step 7: Slowly lower the blade onto material.Step 8: Allow the blade to cut through the material. Do not add pressure.Step 9: When the cut is fi nished, turn off the saw, unclamp and remove the material.Step 10: Clean up any saw-cut debris and remaining materials.Standard: The cut will be made at the proper length (+/- 0.03 inch) and the proper angle (+/- 1 degree).

When a task is defi ned in this manner, it makes training of employees extremely consistent. It also makes the training very effi cient and effective and—this is extremely important—provides a template for determining when the employee is truly QUALIFIED to perform the task on his/her own.

Beware of “common knowledge” Sometimes there will be detailed procedures on fi le in the plant. Other times, there are “assumed” procedures—common-sense procedures. This is where trainees can get into trouble. What might be common knowledge to a skilled maintenance technician is often a total unknown to a trainee. Or the trainee may have seen someone somewhere else perform a similar task and, consequently assumed (now assumes) that method to be the proper way of doing things, or at least close enough. Beware of those “we’ve always done it that way” procedures. Reinforce the need to “do it right the fi rst time, every time.”

Training should strive for consistency of task performance and avoid individual variations when carrying out critical tasks on critical equipment. Defi ne a “best practice” proce-dure based on experience in your plant or follow the OEM’s recommended procedure.

Concentrating on resultsRemember to FOCUS your training and qualifi cation processes on results rather than merely on setting up a training program. Here are six critical success factors for keeping your maintenance training focused on results:

We must have reliable equipment and processes to compete in a global marketplace.

To get there, we need effi cient, results-oriented training and qualifi cation processes.

1. Training must address skill gaps in your workforce.

2. Training must address the most critical equipment and processes fi rst.

3. Training must address specifi c equipment needs, prob-lems, causes and corrective action(s).

4. Training must show a return on the investment: Equip-ment runs better, problems are eliminated, productivity is increased, safety is improved, etc.

5. Training must improve the effi ciency and effective-ness of the maintenance technician: Mean time to repair (MTTR) is reduced, rework calls are eliminated, injuries and accidental damages are eliminated, etc.

6. Training must make sense; build on skills and knowledge the employee already has; and develop person-to-person and crew-to-crew consistency of task performance.

Continued on next page


UPTIME

Improving job rolesMany times, we see maintenance job roles and responsi-bilities based on tradition—i.e., we’ve always done it that way. Job descriptions often remain unchanged (and on fi le) for decades. Meanwhile, plant-fl oor performance expectations, activities and equipment have changed, sometimes radically. This disconnect can hurt individual technician productivity, prolong maintenance and repairs and increase operating costs. Are your job roles and responsibilities outdated?

At the risk of stirring up things with some traditionalists out there, the question must be asked: “Why do we still have ‘jurisdictional boundaries’ around maintenance jobs—between mechanical and electrical, for example?” Sometimes the separation is defi ned in labor agreements. Other times it’s based on the differences between hardware and electron fl ow. Then again, the separation between an electrician’s work and that of a mechanic often is based on worker safety.

Regardless of the original reasons for jurisdictional types of boundaries, they can result in severely reduced productivity and increased costs for a business. (IMPORTANT NOTE: I merely said they “CAN” result…)

I‘ve had this discussion with tradespeople, craftworkers, maintenance mechanics, electricians, managers and union leaders for three decades. Now, in our efforts to recapture our nation’s competitiveness, it’s time to dredge it up again: When an employee is trained to do a job properly, the risk of damage and injuries is reduced signifi cantly. Think about it.

The infrastructure to deal with the growing maintenance skills shortage has virtually disappeared from our educational-system landscape. Why, then, can’t we train and qualify today’s maintenance technicians and those of the future using an up-to-date model—“multi-skill maintenance”—for example? To me, this type of maintenance, which blends skills and knowledge across traditional boundaries, makes perfect sense. Actually, much of America’s industry has run with “multi-skill” maintenance workforces for generations: It’s nothing new. Growing your own multi-skill maintenance technicians might make sense to you, too, if you consider the evolution of the technologies in our plants, facilities and integrated equipment.

Next month, in “Growing Your Own: Part IV,” we’ll discuss how to develop multi-skill maintenance job roles. MT

[email protected]

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DON’T PROCRASTINATE…INNOVATE!

Justification is a basic human need. Think about a child demanding something from his/her parents: “I WANT…!” Some children eventually learn the value of rationalization and, provided their wants are reasonable and achievable, attain success by prefacing their requests with “I need this, because…” Rationalization tones down the demand, the “want” is now a “need,” and the “because” is the justification.

With the “because” factor being the clincher, to ensure success the requestor must provide the approver with adequate information through which to make an educated “yes” decision and defend that decision to others. The information must include a Cost/Benefit statement and be presented in language that appeals to the request approver, along with a favorable ROI (the approv-er’s Return on Investment).

For example, your child says, “I need $25 for a field trip to the history museum next week because it will boost my grade and help me win that scholarship we always dreamed of.” This request is justified in that it: 1) establishes the trip’s importance with respect to current studies; 2) reflects immediate ROI based on good grades; and 3) makes the case for future ROI in the form of a desired scholarship. The proposal appeals to you in language that you understand and high-lights benefits that far outweigh the cost.

Steps to innovation-selling successProposals and requests are integral parts of everyday life. Our success depends on how well we present our ROI arguments. Here, we discuss the first three of seven steps for developing and selling a successful proposal.

Step #1: Establish the need… Making your project a winner is about posi-tioning your idea as one that fulfills many needs simultaneously. For example, you may have established that your current manual lubrication practices are the cause of premature

bearing failures resulting in excessive downtime. Your proposal is to put in place an engineered automated lubrication system that will triple the current life cycle of the bearing and solve an immediate department need to reduce mainte-nance costs, while increasing asset uptime.

To improve your chances of selling this initia-tive, you must be innovative in searching for and positioning your project as a resolution to corporate and/or departmental needs. In this case, establish what the total annual downtime cost amounts to and present it as a sustainable financial benefit to the organization. This initia-tive can also provide asset energy savings of up to 20% that can be calculated as both a finan-cial and a measurable environmental benefit in reducing your CO2-emission carbon footprint. One simple project can meet the needs of many departments and corporate initiatives.

Step #2: Know your audience… In preparing your project proposal, build and present it to appeal to the person(s) who will approve and sponsor it. Audiences differ in how they view and respond to things. Maintenance pros think in terms of asset availability. Financial types like to talk about the money. Operations people want to know the impact on productivity throughput.

You’ll need to know if your intended sponsor is detail-oriented or a “big-picture” manager, and prepare accordingly—be sure to have all the details ready. Seek ways to prepare your justifica-tion argument based not only on your needs and requirements, but also on those of your sponsor: Marry your goals. In other words, make it easy for the sponsor to defend a “yes” decision!

Finally, anticipate sponsor objections and develop your effective response to them. (Remember, too, that you may have to sell your project to several sponsors and present your proposal in a number of different ways based on your audience at a given time.)

Ken Bannister, Contributing Editor

Selling Innovation To Management


DON’T PROCRASTINATE…INNOVATE!

Step #3: Prepare your ROI documentation…Authoring a successful ROI proposal document requires detailed preparation. The audience analysis in Step #2 provides the basic informa-tional requirement framework for building the ROI proposal. Justification details will differ according to the challenges your project presents. For example:

n Component or equipment replacement/ redesign can be justified under:

◆ Technology depreciation (i.e., old technology and unavailability of parts)

◆ Consequence of failure (i.e., based on criti-cality, low tolerance for failure)

◆ Availability, output or throughput design defi-ciency (i.e., seriously diminished reliability, or output and/or throughput demands that surpass original design specs, resulting in multiple premature failures and downtime occurrences)

◆ Maintenance cost level (i.e., old, complex design that’s too costly to maintain in comparison to a newer, simpler design)

n Process change can be justified under:

◆ Efficiency (i.e., an old procedure/process that is no longer adding value)

n New tool purchases can be justified under:

◆ Labor savings (i.e., reductions in mainte-nance “wrench” or “travel” time)

◆ Availability and proactivity (i.e., diagnostic ability to predict or prevent potential failure[s] and help eliminate downtime)

◆ Energy savings (i.e., ability to identify energy inefficiencies via leak detection, thermal losses, etc.)

A project often can be justified in multiple ways. For example, an automated lubrication system will affect asset availability, production throughput and provide a more efficient lubrica-tion process that adds value and boosts savings.

Once justification is determined, we investigate the existence of any current funding initiatives: Does your company, for example, give automatic approval to any initiative that can prove payback (pay for itself) within six months? Does it place a caveat in which payback on projects must be derived from energy savings? There also may be govern-ment and/or utility funding programs for initiatives providing energy or environmental savings that can be leveraged. If no official funding guidelines exist, the ROI author could research similar previously approved applications for assistance.

The final ROI preparation step is the Cost/Benefit analysis details and calculations—to prove that the proposed purchase is a good business decision. Cost is a combination of purchase price, training fees, relevant support fees and shipping/insurance fees.

Benefits can be both tangible and intangible. The tangibles are usually calculated as both direct and indirect savings (refer to purchase-justification criteria) resulting from the project. Tangible benefits are best presented in terms of the actual benefit—such as safety, time, throughput, uptime, availability, etc., and their comparative dollar values. Intangible benefits, including corporate reputation, employee morale, etc., may be more difficult to measure, but are no less important.

If a payback timeline exists, benefits and savings derived within that period must equal or be greater than the total cost. However, the true impact or realized sustainable benefit of a project can be amortized over a longer period. The full amortized period is determined by type of purchase and circumstance of use—such as purchased equipment life, manufactured product run or life, program or project life, etc. MT

[email protected]

Coming Up: In the May issue, we continue on this topic by discussing the actual presentation and ROI proposal for management.

Proposals and requests are integral parts of everyday life. Our success depends on how well we present our ROI arguments.




14 | MAINTENANCE TECHNOLOGY MARCH 201114 | MAINTENANCE TECHNOLOGY MARCH 2011

David Stymiest, P.E., CHFM, FASHE, CEM, GBESmith Seckman Reid, Inc.

What is emergency power (EP) reliability? It’s having EP

available to power WHAT it needs to, WHEN it needs to,

FOR AS LONG AS it needs to. That’s quite a tall order, but

one that can be satisfi ed with a comprehensive approach.

Rx For Emergency Power

Reliability

Just because EP systems are out of sight doesn’t mean they should be out of mind.

Many facilities don’t know theirs are unhealthy until they really need them.

As some unlucky operations have learned, that’s too late.




How do we make emergency power systems more reli-able? It’s a matter of holistic management, including:

EP system master planning for future fl exibility and load growth.

Designs that facilitate shutdowns, maintenance, reli-ability and regular testing.

Commissioning and comprehensive installation accep-tance testing.

A management program that includes determining the maximum demand loading, fuel management and accurate, useful documentation.

A rigorous inspection, testing and maintenance program.

Emergency preparedness for both internal and external power failures.

Continuous quality improvement with both maintainer and user education.

A process to investigate and resolve systemic issues.

Master planningEP system master planning can address generation and distribution defi ciencies, backup feeders and redundancy, optimal locations for generator(s), fuel tanks, distribution or support equipment and both horizontal and vertical utility corridors. Other master-planning examples include allowing for planned load growth, installing empty conduits at opportune times—such as when ceilings are down and when slabs are poured—avoiding choke points and planning for a future electrical-power management system when new generation and distribution components are installed.

Designing for reliabilityDesigning for EP system reliability includes consideration of operational fl exibility, load growth, susceptibility to damage from both internal and external causes and facilitating testing, shutdowns and maintenance. It also includes having a power system with selective (protective) coordination that works effectively.

Equipment and feeder locations, of course, are a major issue. It’s important to avoid designs that are susceptible to common mode failures. Consider areas where equip-ment (or even EP feeders) might be subject to fl ooding from internal causes—i.e., broken water mains, risers and sprinkler piping—as well as external ones.

Designs should facilitate maintenance. Examples of this include having enough room for maintenance to occur, and using draw-out power circuit breakers, where practical, for ease of maintenance and primary injection current testing.

One design feature that can improve operational reli-ability during testing is using uninterruptible power supplies (UPSs) for building-management system panels and air-temperature control panels. Some operations are also installing UPSs on the output sides of selected transfer switches to ease regular testing and maintenance.

Using more transfer switches—and smaller ones at that—is usually a more reliable overall approach than using fewer (and larger) ones. Although increasing the quantity of devices increases system complexity, the “many eggs in one basket” issue and longer load-side distribution feeders associated with fewer transfer switches can have a negative effect on overall system reliability. Locating transfer switches closer to their loads increases reliability because transfer switch load side feeder failures, such as from core drilling, are very problematic.

Designs also should facilitate shutdowns for maintenance. Many EP systems operate 24/7/365. Since they’re often diffi cult to shut down due to facility operational concerns, they may not be adequately maintained in some plants. If not shut off on a pre-planned basis and maintained, however, these systems will shut themselves off unexpect-edly when they fail.

System specifi cations should take the following points into consideration:

Designing in system redundancy and using backups can make shutdowns easier to conduct.

Using vision ports for major distribution equipment facilitates infrared thermographic evaluations of equip-ment interiors.

Using door-in-door panel trims leads to easier access for maintenance during shutdowns.

Codifi ed: Emergency Power The term “emergency power” (EP) used in this article refers to the entire Essential Electrical System as defi ned in the

National Electrical Code®, including the generators and their supporting auxiliary systems all the way downstream

to and including the fi nal connections to the lighting and equipment components that are powered by EP. (National

Electrical Code® and NEC® are registered trademarks of the National Fire Protection Association.)

EP system master planning for future fl exibility and load growth.

The term “emergency power” (EP) used in this article refers to the entire Essential Electrical System as defi ned in the

Designs that facilitate shutdowns, maintenance, reli-ability and regular testing.

Commissioning and comprehensive installation accep-tance testing.

Designing in system redundancy and using backups can make shutdowns easier to conduct.

Using vision ports for major distribution equipment facilitates infrared thermographic evaluations of equip-

Using door-in-door panel trims leads to easier access for maintenance during shutdowns.

A management program that includes determining the maximum demand loading, fuel management and accurate, useful documentation.

A rigorous inspection, testing and maintenance program.

Emergency preparedness for both internal and external power failures.

Continuous quality improvement with both maintainer and user education.

A process to investigate and resolve systemic issues.



Permanent load banks sized at 30 - 50% of generator ratings are very helpful for troubleshooting, mainte-nance and testing.

Multiple distribution pathways, such as main-tie-main switchboards or overlapping receptacle coverage patterns, can help provide operational fl exibility.

Switchboard rooms, electric closets and mechanical equipment rooms need extra EP lighting and EP outlets for maintenance and troubleshooting during normal power shutdowns.

Management processesUpdating infrastructure documentation benefi ts reli-ability because inaccurate documentation can lead to incorrect decisions. Project as-built drawings can lose their usefulness because of overlapping renovations. A main one-line diagram, updated regularly with renovation-related changes, is an extremely useful disaster-management tool. Usefulness is enhanced when this diagram includes updated demand loading at generators, transfer switches and switchboards.

It is necessary to understand your facility’s peak EP demand load at each generator and transfer switch. Because of the time of day that monthly testing occurs, the test loading on the generator(s) is unlikely to be the real peak demand load during normal power outages. Familiarize yourself with National Electrical Code® paragraph 220.87, entitled “Determining Existing Loads,” for further guidance on this topic.

EP-system commissioning can improve reliability by ensuring that the design intent is realized during the procure-ment and construction process. The NFPA 110 Installation Acceptance Test in new unoccupied facilities forces a new facility to operate only on EP—thereby verifying that equip-ment needing to be on EP is in fact connected to EP.

Consider the lessons learned from planned outages and unplanned outages. These lessons can help identify oppor-tunities to improve the infrastructure, the management systems and the processes, which, in turn, enhances EP system reliability.

Proactive use of utility failure incident reports, including assessment of random electrical “glitches” or nuisance events, also can enhance reliability. These seemingly random events can be precursors of incipient catastrophic events. Proactive facility managers understand that when it comes to electrical systems, odd things typically happen for a reason. They inves-tigate such events to determine possible generic relevance.

Several actions can be taken to prepare for extended generator runs: Obtain and follow all manufacturer recom-mendations. Design features can include dual fuel fi lters and transfer valves, as well as inlet and outlet fuel pressure

gauges to monitor fuel clogging. Checks should be made of secondary fi lter elements, fuel oil system, lube oil level gauge, air fi lters and control systems. (The list of refer-ences on page 18 includes an article on extended generator runs by John Diamond that contains numerous worth-while suggestions.)

EP system maintenanceEP systems and equipment should be maintained in order to continue performing reliably. Maintenance should generally be in accordance with the equipment manufac-turer’s recommendations. This is an area where some sites fall down: They consider shutting down emergency power systems to be a facility operations problem.

Considering the diffi culty of scheduling EP shutdowns, why should they be maintained? The answer is simple: Maintenance allows electrical equipment to continue to perform as it was designed. Working “hot” is a dangerous activity and can even compromise the infrastructure—as many unfortunate individuals and facility owners have discovered when unplanned outages are accompanied by destructive short circuits. Sites that do not shut down their power systems for maintenance are actually practicing a high-risk “run-to-failure” or “breakdown” style of mainte-nance that has no place in the electrical-system arena.

The purpose of rigorous electrical inspection, testing and maintenance is to improve operational reliability by fi nding and fi xing incipient failures before they occur. Facilities that do not maintain their electrical systems have higher equipment failure rates. In fact, lack of main-tenance has been cited as the most common cause of EP system failures.

Fuel-oil system maintenance is another area where EP system reliability can be improved. NFPA 110 Annex A.7.9.1.2 includes a comprehensive discussion on fuel-oil contamination issues and maintenance recommendations. This area will become more important as fuel-oil storage capacity increases.

Remember that electrical-distribution system failures occur for many reasons. Chief among them are:

■ Aging systems;■ Human error;■ Construction/renovation activity;■ Deferred maintenance (or plain lack of maintenance);■ An unwillingness to accept planned shutdowns; and■ The combination of conductive concrete dust and

high humidity.

What proactive steps can you take to help defl ect or elimi-nate potential problems? Take advantage of construction/renovation (C/R) project shutdowns of electrical risers, panels,

Permanent load banks sized at 30 - 50% of generator ratings are very helpful for troubleshooting, mainte-nance and testing.

Multiple distribution pathways, such as main-tie-main switchboards or overlapping receptacle coverage patterns, can help provide operational fl exibility.

Switchboard rooms, electric closets and mechanical equipment rooms need extra EP lighting and EP outlets for maintenance and troubleshooting during



switchboards, etc., and schedule maintenance on equipment while it is de-energized. This should be discussed with design engineers at the schematic design stage to ensure that shut-down planning allocates suffi cient time for maintenance to be conducted. The lessons learned (i.e., temporary wiring) from C/R shutdowns should be documented for future emer-gency planning.

Testing and trainingNFPA 110 requires weekly inspections, monthly load testing, annual load testing for some generators and extended-run load tests every 36 months. Continuous quality improvement in the EP-system management process can include the cross-training of testing personnel and providing ongoing competency training for maintainers and users. Effective training would incorporate fi ndings and lessons learned from the testing program.

Competency training for EP-system maintainers can include responses to various internal failures, responses to simulta-neous multiple utility failures, operation of different equipment during tests instead of just the same equipment every month and understanding EP-test-related interactions with other systems and equipment.

NFPA 110 also requires that every transfer switch be exer-cised monthly. Despite this mandate, some operations still do not regularly exercise all of their transfer switches due to user resistance. This approach is a mistake because it masks poten-tial latent defects that can reduce operational reliability during utility outages. Rigorous EP-system testing catches failures before normal power outages occur—which is when we want to catch incipient failures. Rather than being problems, failures during testing are valuable opportunities to correct defi ciencies that would have occurred anyway during the next unanticipated normal power outage. These failures are not problems; they allow the facility to avoid much worse future problems.

Written test procedures increase EP operational reliability because they can reduce the potential for incorrect actions by testing personnel and provide documentation for later reference and analysis. Analysis of monthly testing considers the second-order consequences of that testing and follows up on lessons learned to discover incipient failures and take corrective action.

Use databases or spreadsheets as management tools to analyze your EP-system testing. Doing so will improve EP reliability by highlighting surprises and hidden trends in the interactions between the EP system and its loads, not just the

Reliability, durability and longevity are properties worth looking for in test equipment.Through the years Baker Instrument has been known for developing test instruments that hold up and saves money in the harshest envi-ronments. We pride ourselves in continually following that tradition and developing analyzers to provide maintenance professionals with the right tool to efficiently keep rotating electrical machinery operat-ing without downtime.As we transition to SKF durability, reliability and longevity will continue to be our focus. To obtain more informa-tion on these instruments contact us at 800/752-8272 or at our website at www.bakerinst.com.

Obtain results on efficiency estimation and torque analysis with the SKF Dynamic Motor Analyzer-EXP4000.

Verify the motor circuit and insulation with the Baker/SKF Static Motor Analyzer - AWA.

Monitor motors online from your office with the SKF Online Motor Analysis System - NetEP

Obtain results on efficiency

Slightly used workhorse


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engine mechanical parameters. This, in turn, can help identify training and systemic issues requiring further investigation or resolution.

Keep in mind that maintenance can help design for EP system testing. Tell your design engineers how your tests are conducted, what problems sometimes occur, what lessons have been learned from the testing and what design features would make them easier.

Emergency managementThere have been hundreds of lessons learned from the natural disasters and other events of the last two decades—and they’re clearly too numerous to list here. The referenced 2009 ASHE mono-graph [Ref. 1, next column] lists many of the lessons that affect EP-system reliability. By applying them to the management of your own EP system(s), you can boost system reliability.

Proactive risk assessment of internal electrical failures is best accomplished before they occur. Such planning should consider different failure points—and not just at the normal power mains or generators. This is an essential part of disaster planning because, in many cases, the responses will be different for each type of failure, and it will be too late to formulate a response after the failure has occurred. Thus, your planning should include not only the generators, but also the transfer switches, paralleling switchgear, risers and branch panels or motor control centers.

Performing an EP-system vulnerability analysis improves reliability by identifying vulnerable areas to address. The issues these analyses take into account include (but aren’t limited to): system and equipment condition, placement, capacity, failure history and redundancy and susceptibility to potential external and internal disasters; staff preparedness and training; accuracy of documentation; and potential for common mode failure.

ConclusionBoosting EP system reliability calls for a holistic approach. Think of the recommendations in this article as a prescrip-tion for healthier emergency power. As a maintenance and reliability professional/facility manager, you have more infl uence on the well-being of these critical systems than you might have thought. Be proactive. Make your concerns regarding system maintenance heard during the specifi ca-tion and design process. Moreover, never let emergency power become an “out-of-sight/out-of-mind” matter at your site. MT

A senior consultant at Smith Seckman Reid, in Nashville, TN, David Stymiest specializes in facilities engineering and regulatory compliance. He also has a background in health facilities management. E-mail: [email protected].

ReferencesNeed more information on emergency power system reliability? The author used the following resources in the preparation of this article.1. “Managing Hospital Emergency Power Systems –

Testing, Operation, Maintenance and Power Failure Planning,” David Stymiest, ASHE Management Mono-graph, American Society for Healthcare Engineering, Chicago, 2009, www.ashe.org. [Note: this document contains references to several dozen additional docu-ments pertaining to this topic.]

2. NFPA 70-2008, National Electrical Code®, (NEC®) National Fire Protection Association, Quincy, MA: NFPA, 2008, www.nfpa.org.

3. NFPA 110-2010, Standard for Emergency and Standby Power Systems, National Fire Protection Association, Quincy, MA: NFPA, 2010, www.nfpa.org.

4. “How to Prepare for Extended Generator Runs, John Diamond,” Electrical Construction and Maintenance, July 1, 2000, © 2007 Penton Media, Inc., http://ecmweb.com/mag/electric_prepare_extended_generator/.

5. “Full power – Guarding against electrical malfunc-tions with preventive maintenance,” David Stymiest, Health Facilities Management, Chicago: Health Forum, Inc., November 2004, http://www.hfmmagazine.com/hfmmagazine_app/jsp/articledisplay.jsp?pf=true&domain=HFMMAGAZINE&dcrpath=HFMMAGAZINE/PubsNewsArticleGen/data/Backup/0411HFM_FEA_Electrical

6. “A Practical Guide to Electrical Reliability, Wally Vahl-strom,” Electrical Construction and Maintenance, New York: October 1, 2004, ©2007 Penton Media, Inc., http://ecmweb.com/mag/electric_practical_guide_electrical/.

7. “Ideal Reliability,” Douglas E. Stover, Consulting-Specifying Engineer, New York: © 2007, Reed Business Information, a division of Reed Elsevier Inc. All Rights Reserved, July 2005, http://www.csemag.com/index.php?id=1398&cHash=081010&tx_ttnews[tt_news]=24000.

NFPA Disclaimer Although the author is Chairman of the NFPA Technical Committee on Emergency Power Supplies, which is responsible for NFPA 110 and 111, the views and opinions expressed in this article are purely those of the author and shall not be considered the offi cial position of NFPA or any of its Technical Committees and shall not be considered to be, nor be relied upon as, a Formal Interpretation. Readers are encouraged to refer to the entire texts of all referenced documents. NFPA members can obtain staff interpretations from www.nfpa.org.


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ELECTRICAL ISSUE: TOOLS & TECHNIQUES

Variable-speed drives (VSDs) turn processing equipment at a plant

that makes “mud” (joint compound) for fi nishing interior drywall.

The facility is almost fully automated: It depends on the smooth

operation of its electrical system—no hiccups. That hasn’t always

been easy to achieve. Here’s an account of a particularly troubling event

and how its root cause was uncovered and dealt with.Experiencing a mysterious eventThe power suddenly went off at one of the mud plant’s electrical panels; some outlets went off, others stayed on. Lighting supplied from the same board showed a similar pattern. Because this incident didn’t cause immediate disruption, plant operators were uncertain how long the power was truly off. They only realized there was a problem when they noticed that displays were no longer updating. While the PLCs continued to work, there was no display information to help determine what was happening. The operators eventually discovered that both the server running the SCADA system and the fi ber optic switch connecting the PLCs had lost power (both devices are “protected” by a 20-minute UPS).

Investigating Power Outages

At A ‘Mud’ Plant

Frank HealyFLUKE Corporation


Investigators needed a number of tools to determine the actual causes of a mysterious electrical problem.



Power to the circuit was restored before electrical consultants (“the investigators”) arrived at the site. Their preliminary evaluation reveal-ed that a contractor in the adjacent building had, by agreement, fed a ground cable to the ground bar in the affected building. Initial measure-ments showed that the cable was carrying 2A of ground current. The investigators also discovered that the water pipe—which had numerous cables bonded to it—had eroded due to electrolytic action and was, conse-quently, leaking.

Conducting a detailed investigationThe fi rst part of the detailed inves-tigation was to measure the ground current on the system. The investi-gators confi rmed, by using an earth ground tester, that there was 2A on the neighboring building’s cable and 1 or 2A on some of the mud plant’s own ground cables. The intercon-necting bonds at the ground bar had clearly been installed at different times over many years, resulting in a “rat’s nest” of cables.

The investigators then tried to make measurements of ground current at the building’s ground rods. As is usual in most such cases, understanding a buried ground system is very diffi cult unless you are prepared to dig and investigate. After a short time, the investigators gave up and decided to look into the ground system at the main breaker outside of the building. They had to suit up in PPE (personal protective equipment) so they could make the measure-ment. At the same time, while the covers were off the switchgear, they carried out an infrared survey.

The infrared survey showed that the main switchgear and cable connec-tions were running at a completely normal temperature—no hot spots were visible. The investigators then took the opportunity to check the voltage and current harmonics that were present using a three-phase Suiting up with PPE protected the investigators from the possibility of arc fl ash.



power-quality analyzer. Readings showed very low levels of distortion; the supply looked very clean.

The investigation continued inside the building—at the service panel where the power had been lost. With the help of a current clamp meter, more details on the ground currents were confi rmed. The investigators then decided to disconnect the neighbor’s ground connec-tion. When this was done, the ground currents were measured once again, at which point it was found that the disconnected ground cable was not having any effect on the circuits within the problem building.

The investigating team then elected to carry out an infrared survey on the small distribu-tion transfer in the service closet where the ground bar was located. When they removed the front panel of the transformer, the thermal imager showed hot spots on the transformer connection of phase C. This was the circuit that had failed. The loose connection was so bad that during the survey the connection sparked due to a small disconnection. In response, the investigators arranged to power the local panel down so repairs could be made. This, in turn, caused a disruption in the office facility and the production area because the local displays could no longer connect with the SCADA system.

Eliminating future hiccupsSolving problems related to the mysterious power outage at the mud plant was straightforward: All connections in the transformer needed to be tightened. The panel feeding the transformer was also checked and major issues discovered—more than 50% of the connections were loose. While the neutral was connected to ground at the correct point (according to NEC code), the panel was not properly grounded due to a loose connection on conduit. There also were many supplementary grounds on local circuits, again not in line with code. The main breaker in the panel was cracked and, thus, required immediate replacement.

The investigation that ultimately uncovered the causes of the outage and led to their elimination required several pieces of test equipment. Each tool was used to detect a different aspect of the situation:

The earth ground clamp meter and the current clamp meter both showed high levels of ground current. Most likely, these results were due to the VFDs in both plants being connected to the same transformer.

The power-quality analyzer showed that the voltage and current harmonics at the service entrance contained very little distortion.

Crisp, clear images on the Fluke Ti32 thermal imager helped narrow down the possibilities fast.

This almost fully automated plant

depends on the smooth operation

of its electrical system. That’s not

always been easy to achieve.

The earth ground clamp meter and the current clamp meter both showed high levels of ground current. Most likely, these results were due to the VFDs in both plants being connected

The power-quality analyzer showed that the voltage and current harmonics at the service entrance contained very



The thermographic imager indi-cated hot spots in an internal distribution transformer on one phase, which was the phase that had previously been exhibiting the problem.

Remedial work, including replacing two panels and bringing the associated wiring and grounding up to code, was carried out based on this detailed—and successful —investigation. MT

Frank Healy is a power quality specialist with Fluke. He has advised and consulted on many aspects of instrumentation for electrical engi-neering, including installation testing, earth/ground testing and power, for more than 20 years. E-mail: frank.healy@fl uke.com.

Troubleshooting with the Fluke 435 power-quality analyzer went quickly with on-screen display of trends and captured events, even while background recording continued.

The thermographic imager indi-cated hot spots in an internal distribution transformer on one

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ELECTRICAL ISSUE: VOLTAGE MATTERS


In the world of three-phase electric motors, the use of motors with

more than one voltage rating seems to cause great confusion. Especially

today, with so much international commerce, misunderstanding of the

simple term “dual voltage” often leads to premature motor failures.

Dual Voltage: Twice As Much To Go Wrong?

Chuck YungElectrical Apparatus Service Association (EASA)

The issue is not as simple as you might have thought. Here’s what the experts have to say about dealing with voltage ratios and wye/delta connections.

Fig. 1. A motor nameplate like the one shown here might imply that a unit can operate at all listed voltages and frequencies.

ABC ELECTRIC MOTORSHZ 50 60 50 60 230∆ 230∆ 230∆ 230∆ 400Y 460Y 400Y 460Y 380Y 480Y 380Y 480Y 415YRPM 1465 1758 1465 1758

HP 100HP 100 KW 75 KW 75


MARCH 2011 MT-ONLINE.COM | 25MARCH 2011 MT-ONLINE.COM | 25

Maintenance professionals in the U.S. are accustomed to “dual-voltage,” 230/460-volt ratings. This 1:2 ratio lends itself to 9-lead windings that are connected externally as either 1 & 2-Y or 1 & 2-delta. The high-voltage (460v) connections are the same for both; the 230v connections are not. Internally, the winding connection can vary, but always with that 1:2 ratio between circuits. The common factor is that the circuits and possible operating voltages have the same 1:2 ratio.

Using two circuits at 230 volts produces the same magnetic fl ux density—and therefore the same torque—as using one circuit at 460 volts:

230v x 2 circuits = 460v x 1 circuit

That makes off-the-shelf electric motors more versatile. (We use 60 Hz power in North America, Brazil and parts of Japan—albeit not all use the same voltage systems.)

The rest of the world uses 50 Hz power, and is accus-tomed to the Y/delta dual-voltage system, which is wye-delta for a ratio of 1:1.732. Common voltage ratings for these machines are 220/380 and 230/400. The same ratio applies to the medium-voltage (2300v delta/4000v wye) machines in North America. The ratio is derived from the square root of three (√3) and results in the Y-connected motor producing the same torque at 400v as it would when connected delta for 230v.

Table I. For a wye-delta dual voltage, the ratio of low- to high-voltage is 1:√3.

Table II. U.S. dual-voltage typically means a 1:2 ratio of low to high voltages (230 x 2 = 460).

It is understandable that a person accustomed to one system might not realize the differences in the other. Based on reported winding failures, that is indeed the case. Let’s look at the reason for the confusion, and why many motors successfully operate on the other system —the one they were not designed for.

North America generates and uses 60 Hz (Hertz or cycle)

power, while most of the rest of the world uses 50 Hz power. The history behind this is fascinating, but that’s for another article. Let’s just say there used to be a lot of competing frequencies, and like Apple versus PC, both have advantages, disadvantages and loyal followers.

The relationship between voltage and frequency is straightforward: The volts/Hertz ratio must be constant to produce the same torque. The speed of the motor (rpm) is proportional to the frequency, so a motor operating at 60 Hz turns 1.2 times as fast at it would on 50 Hz power (50 x 1.2 = 60):

60/50 x 50 Hz voltage = the 60 Hz voltage that will produce the same torque

For example, 400v x 60/50 = 480v—meaning that a 400v 50 Hz winding is equivalent to a 480v 60 Hz winding. In other words, a 400v 50 Hz motor, applied to a 480v 60 Hz power supply will operate at the same magnetic fl ux density and, thus, produce the same torque. Since it is rotating 20% faster (60/50), however, the output power (measured as Hp or kW) also increases by 20%.

Understandably, someone might look at the 400v 50 Hz/480v 60 Hz issue and feel safe in using a 230/400v 50 Hz motor on a 60 Hz system. After all, when the motor is connected wye, and operated at 460v 60 Hz, it produces the correct torque. So what’s the problem?

Consider what happens when a supplier produces a nameplate with an array of voltages and frequencies like those shown in Fig. 1. Here, the implication is that the motor can operate at 380-410v 50 Hz, 460-480v 60 Hz, and 230v 50 or 60 Hz. There is a logical ratio between the 50 Hz and 60 Hz “high voltage” rating, but what about that 230v rating for both frequencies?

When that original 6-lead, 230v 50 Hz motor is operated at 230v 60 Hz, it is likely to fail prematurely. That’s because the equivalent 60 Hz voltage would actually be 276v. Using the same volts/Hz ratio as before:

230v x 60/50 = 276v

That means the 230v 50 Hz delta connection can operate successfully at 276v 60 Hz—not at 230v. In too many cases, somewhere between the manufacturer and the motor user, someone decided that 230 volts is 230 volts, regardless of frequency. They assumed that a 230v 50 Hz motor would work just as well on a 230v 60 Hz system.

But a motor operating at lower-than-rated voltage experi-ences a reduction in torque proportional to the square of the ratio of the applied voltage to the rated voltage. When delta-connected for 230v 50 Hz, but operating at 230v 60 Hz, the motor produces only 70% of rated torque.

Low voltage (Delta) High voltage (low V x √3)

220 380 230 400 550 950 2300 4000 1740 3000

Low voltage High voltage

230 460



Since the motor is operating at 60 Hz instead of 50 Hz, it rotates 1.2 times as fast, offsetting some of the lost power. But 1.2 x 0.7 is still only 0.83, so the motor only delivers 83% of rated Hp.

Under the radarIn North American industrial applications, more dual-voltage motors operate on 460v than 230v. We’ve seen that 400v 50 Hz is equivalent to 480v 60 Hz, so a motor will operate on either system and produce the same torque. It is only when the motor is connected for low voltage that it produces less torque.

Because many motors operate below their nameplate rating (Hp/kW), the 230v 50 Hz motor operating on 230v 60 Hz power may not be so drastically overloaded as to fail immediately. That reinforces the notion that an IEC 230/400v 50 Hz motor can be operated successfully on 230/460v 60 Hz systems.

When only the motors operated at 230v 60 Hz lose torque, and only the ones sized for the full load torque requirement fail, it is easy to understand why those responsible for application considerations do not recognize the problem.

The lesson here is to consider the operating voltage any time a 6-lead, dual-voltage motor is labeled for 230/460v use. If the motor is being used on a 230v 60 Hz system, it should be connected with 9 leads for 230/460v. For example, if a 6-lead motor is labeled for 230/400v 50 Hz operation, the connection is a Y/delta. To operate successfully on 230/460-volt systems, the winding connection must be changed to a 9-lead, dual-voltage connection. An EASA service center can raise the winding connection and reconnect the motor for this purpose.

If the nameplate lists multiple voltages, it gets even more confusing. People often assume that motor manufacturers know everything about their products, so they accept name-plate data at face value. But the nameplate markings may have been dictated by an equipment manufacturer who is buying the motor for international use—with little or no input from motor design engineers. Manufacturing groups like the National Electrical Manufacturers Association (NEMA) have done a tremendous job of standardizing frame sizes and ratings, but the internationalization of voltage and frequency ratings has added confusion to the mix.

Summing it upIf you remember these basics, you can head off a lot of appli-cation problems and make your life easier.

■ Volts/Hz ratio must be constant to produce same torque.

■ Torque is proportional to the square of the magnetic fl ux density.

■ At constant frequency, the effect of voltage on torque is squared.

■ There is a linear relationship between torque and Hp (kW).

If a motor is labeled as a 6-lead, wye-delta connection, and is marked for dual voltages, the ratio of the voltages must follow that square root of three ratio.

Contact a qualifi ed service center when you recognize a confl ict between the voltage rating and connection method. Sharing this knowledge with your staff is a force multiplier that’s likely to head off other potential problems—the type that could lead to late-night emergency phone calls. MT

Chuck Yung is a senior technical support specialist withthe Electrical Apparatus Service Association (EASA), in St. Louis, MO. Telephone: (314) 993-2220. EASA is an inter-national trade association of more than 1900 fi rms in 56 coun-tries that sell and service electrical, electronic and mechanical apparatus. Web: www.easa.com

For your industrial motor information:www.TheMotorSpecialist.com

For more info, enter 72 at www.MT-freeinfo.com For more info, enter 02 at www.MT-freeinfo.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=motion+industries&id=3347&[email protected]&dest=http%3A%2F%2Fwww.TheMotorSpecialist.com

Raymond L. AtkinsContributing Editor

Those of you who are thinking that it’s a little late for a New Year’s Resolution

article need to look at the subject from my point of view. If you had been

offered this article back in January, I would have been competing for your

attention with all those other resolutions you made. But now that the rush is

over and you’re no longer skipping dessert, jogging at 6 a.m. or trying to read the

Harvard Classics, we can get down to serious business. Specifi cally, we can look at

some strategies you can employ if you want your maintenance reality to be different

this year than it has been in the past.

It’s not too late to tackle this list. Improvement is always in style.

Maintenance New Year’s Resolutions

MARCH 2011 MT-oNlINE.CoM | 27

28 | MAINTENANCE TEChNology MARCH 2011

Of course, if you’re entirely happy with the way your plant is running and feel there is nothing more you can do to enhance your maintenance efforts, read no further. If you enjoy sleepless nights and the staggering pressure of process breakdowns, feel free to turn the page and scan the rest of the magazine. On the other hand, if you want to break the cycle of reactive maintenance, you might consider adopting one or more of the following “Maintenance New Year’s Resolutions” as your own.

#1. Perform preventive maintenance. According to Dictionary.com, maintenance is “the act of maintaining.” The definition goes on to state that mainte-nance is care or upkeep, as of machinery or property: “With proper maintenance the car will last for many years.” This is a simple and clear definition, yet it highlights a problem that too many maintenance managers face. In the reactive mode of maintenance, a large percentage of your maintenance assets—both in personnel and in capital—are devoted to putting out fires. The predicament then becomes one of priorities: You can’t maintain your plant because you’re spending all of your time and budget fixing your plant. You have to do this because your processes are in failure mode. Consequently, since you’re not able to maintain your machines, they will continue to fail, thus bringing about the need to use more and more maintenance time and energy to address process failure. This cycle of process misery is a hard habit to break, but you must find a way. Start small, address one machine center at a time and put reactive maintenance behind you.

#2. Staff for success. Have you ever heard the old saying that “there are only so many hours in the day?” It’s true: there are exactly 24, which are usually enough, unless you’re trying to make do during hard times by combining necessary jobs. If you are running your maintenance organization with a short staff—either in the office or out on the plant floor—then you’re creating an environment in which failure will take hold and eventually thrive. Unfortunately, in a sluggish economy, upper management may decide to freeze hiring or to cut out maintenance positions altogether. The answer to that argument is so common-sensical that it shouldn’t have to be repeated every time the economy takes a dive.

Positions such as planner, scheduler, maintenance clerk and even reliability engineer all pay for themselves. They are a wise investment, not an unnecessary expense. It isn’t the case that a maintenance department really OUGHT to have these positions staffed. Rather, it is a documented fact that no maintenance organization can be completely successful without filling these roles—the tasks associated with the various positions MUST be performed. Consider for a moment what happens when you don’t fill one of these positions. What are the consequences? Do you pay overtime for the work? Do you pull another employee off of his/her job to cover the labor shortfall? What happens to that person’s job as a result? Or, do you simply let that part of your maintenance effort slide while hoping for the best?

#3. Plan and schedule. If you’re not planning and scheduling, I can’t do much for you other than offer my sympathies. (OK, I’m kidding, but only a little.) You’ve read it here before: If you are going to succeed as a maintenance manager, then you must plan and schedule your work. Planning and scheduling are the methodologies by which you gain and keep control of your maintenance processes—you can’t be successful without them.

Consider the analogy of the car trip. Imagine that you want to visit the Grand Canyon. Do you just walk out, get in the car and head out? Not if you want to have a good trip. To ensure a successful journey, first you drag out the road atlas and decide which route to take. Then you tune up the car, rotate the tires and make hotel reserva-tions. You’ll surely develop a travel budget and withdraw adequate cash for the trip. You will also decide who is going to accompany you, when the trip is to be made and how long it should take for you to reach your destination. In other words, you plan and schedule the excursion from start to finish. Your visit to the Grand Canyon cannot be successful without these two vital functions. Neither can your journey to maintenance reliability.

#4. Measure your processes. If you’re not keeping key performance indicators (KPIs)—also known as metrics—it’s as if you are driving on a curving road on a foggy night: You have no idea where you are going and where you’ve been, and you’re

If you feel there’s nothing more you can do to enhance your efforts, turn the page.

If, however, you want to break the cycle of reactive maintenance at your site,

consider adopting one or more of these resolutions as your own.

MARCH 2011 MT-oNlINE.CoM | 29

A SPECIAL SUPPLEMENT TO MAINTENANCE TECHNOLOGY

not quite sure where you are right now. You may be making great strides toward maintenance reliability, or you may be losing ground every day with respect to that goal, but you’ll never know either way if you don’t measure your performance.

You must compare your maintenance performance against your own historical data over time and against industry benchmarks. Remember: If you can’t measure it, it doesn’t exist. As we’ve discussed in previous articles, you must collect timely, consistent, meaningful and honest data concerning your efforts. Then, you must develop a set of KPIs that have meaning for your particular process. You can’t make the journey to maintenance reliability without a system in place to measure your progress.

#5. Train your employees. Years ago, I worked as a line mechanic in an automobile dealership. I’ll never forget the first time I got to trouble-shoot a car with solid-state ignition. The brand-new model had just come in on the transport, but it wouldn’t start. Employing my usual diagnostic protocol for vehicles with suspected ignition problems, I determined fairly quickly that the thing probably just had a bad set of points. Imagine my surprise when I popped the distributor cap and discov-ered it had no points at all—it didn’t even have a place to put any!

My next step was to quietly slip out to the sales lot, look back over both of my shoulders, pop the hood of another new car, and take a peek under its distributor cap. As it turned out, this one also had no points.

Sensing a trend, I made inquiries and learned the ignition system for the entire vehicle line had been changed. Sadly, we technicians had received no training on the new system. Even worse, the dealership had not purchased any of the rudimentary diagnostic tools that were then available for vehicles with solid-state ignitions.

The analogy should be clear: Regardless of the jobs they perform, if your team members aren’t adequately trained, they won’t be able to give you the results you seek.

#6. Encourage teamwork. Organizations are complex and multi-faceted entities—it’s a rare one that doesn’t have one or even several personnel dichotomies. This is the natural outcome of the predilec-tion of human beings toward the “us versus them” mindset. Some of these divisions include production versus main-tenance, management versus labor, day shift versus night shift, union versus non-union, blue collar versus white collar and probationary versus permanent.

Yes, a little intramural rivalry can bring about a spirit of healthy competition within an operation. But if it goes

too far, conflict and negativity—to the detriment of the organization—can be the result.

All members of an organization (and particularly management and supervision) should strive to hold this type of activity to a minimum. Regardless of who is harnessed to the wagon, it can only be pulled in one direc-tion at a time. As one of my old bosses used to say, “If they shut this place down, we’ll all be standing in the unemploy-ment line together.”

#7. Practice accountability. The concept of accountability is difficult for many mainte-nance managers to embrace. Perhaps this is because in the world of reactive maintenance, it is often hard to deter-mine the reason for a failure. Did the bearing fail because it was installed improperly? Did the bearing fail because it was not lubed? Did the bearing fail because the machine was operated beyond its rated capacity? Did the bearing fail because it was stored improperly?

When a process is out of control and a failure occurs, it is very difficult to determine the cause—but you must get to the root cause or the process will fail again. The key to establishing accountability is to develop work processes that have documentation (and therefore accountability) built in.

Train maintenance employees on how to install the bearing and document that training. Train reliability personnel on how to lube the bearing and document that training. Train production employees on how to operate the machine and document that training. Train storeroom employees on how to store the bearing, and document that training. Then follow up: Get to the root of the failure when it occurs. If human error is found to be the cause, hold the appropriate person responsible. Keep in mind, though, that accountability is not about punishment. It’s about progress.

Reality checkI’ll admit that this list of Maintenance New Year’s Resolu-tions reflects an ambitious undertaking. It wouldn’t be easy to cross off all seven items from it by December 31, 2011. Tackling one or two, however, would still generate benefits for your maintenance organization. If you don’t actively set out to change your maintenance reality, it will not change. It’s not too late. Now is the time to begin. MT

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




Sponsored Information

We’ve all heard that “knowledge is power,” and it truly is with boilers. But how does this phrase apply from a business perspective?

To begin with, an average high-pressure steam boiler consumes four times its initial cost in fuel the fi rst year of its operation. Sound amazing?

Then you also need to understand that the average cost of fueling a boiler opera-tion in an average process industry already exceeds $1,000,000 per year. This is real money—which adds signifi cantly to the operating cost of the business.

Additionally, given the fact that boilers are the heart of a process: If they fail, thousands, if not tens of thousands of dollars can be wasted in product loss or extended downtime.

Remember, too, that boilers are a key safety concern. If compromised, they can cause substantial harm to life, limb and property, thereby driving capital and insurance costs to the extreme, to say nothing about the physical and emotional human impacts that responsible businesses strive to avoid.

On top of all this, as the cost of fuel continues to escalate, your already high fi xed and variable boiler-system operating costs are growing. Note, however, that you can substantially reduce such costs (by as much as 15-20% on average)—that is, if there is the knowledge and desire to implement necessary change(s).

Where does that type of knowledge and desire come from?Soundly constructed and professionally delivered training programs aimed at various levels of operating personnel can make a dramatic difference in reducing costs and exposure by simply raising the awareness level of operating personnel. We are looking for behavioral changes here, and it begins with heightened aware-ness of the boiler, its supporting accessories and their impact on the costs associ-ated with energy, sustainability, reliability and safety.

The heightened awareness then blossoms into understanding and appreciation of the importance of boiler-room knowledge and the key role that the individual plays in effective use of this knowledge. This includes having an understanding of the nuances of boiler operation, as well as the cost impacts that boilers, accessories and systems have on a business if they’re not operated and maintained in the best way possible. Here is where the behavior change begins to occur—with a favorable shift in attitude once people understand and appreciate what they are responsible for. That’s why comprehensive, effective training is so important. Whether delivered over the Web, in open regional courses, at dedicated training facilities or through specifi -cally tailored on-site programs, it can positively impact the bottom line.

Isn’t it time to get serious about a boiler training program for your company (and begin capturing the economic benefi ts it will surely power)? MT

Cleaver-Brooks is a world-renowned provider of effi cient boiler-room products and system solutions for any size application. As the pioneer of packaged boilers, we’re the only manu-facturer in the world to offer an entirely integrated boiler-room solution backed by a world-class representative sales and service network. Learn more at www.CleaverBrooks.com.

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Get Ready!Get Set! Get Going!

APRIL 26-29, 2011

APRIL 26-29, 2011

The Capacity Assurance Conference!

MAINTENANCE and RELIABILITY TECHNOLOGY SUMMITMAINTENANCE and RELIABILITY TECHNOLOGY SUMMIT

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

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

Put MARTS 2011 On Your Calendar Now!

Reliability Keeps Giving Voice To Autism

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

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

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

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

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

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

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

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

APRIL 26-29, 2011Education, Networking, Solutions To Your Problems!

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

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

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

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

Awards will be presented during the Reliability Gives Voice To Autism dinner on April 26, 2011, at MARTS(Maintenance & Reliability Technology Summit), at the Hyatt Regency O’Hare, Rosemont (Chicago, Illinois).

Reliability Gives Voice to Autism Book Awards

Know any good

books?

CALL FOR ENTRIES:

For complete rules and guidelines on submitting reliability, maintenance

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

www.MARTSconference.com





1. What’s the best operator-care/data-collection method for your site: electronic or paper?The electronic approach has many advantages over paper, including effi ciency in both collec-tion and analysis. If you need to enforce the collection of data, the electronic method is more workable, but if you have to enforce participation, you may be missing the boat. Whether your operators take a paper or data-logger approach, it is ultimately the effectiveness of the data utilization that matters. Before you put a system in place, answer the next three questions:

2. What will you use the data for? If you don’t have a clear plan for turning the data into action, why do it? Organizations tend to gather data like squirrels gathering nuts in the fall: because they can. Some look on it as a way to keep their operators moving around. Both rationales are weak.

Improving Operator Care:

Checklist Fundamentals

© IR

OCHK

A - F

OTOL

IA.C

OM

Sam McNair, P.E., CMRPLife Cycle Engineering (LCE)

et real about this: Make-work is simply not a good way to increase operator engagement. That said, just how can you optimize your operator-care program and data-collection activities? Consider the following:


Collected data either needs to be something required to manage the process or to improve equipment reliability. This implies that every piece of data is added to some type of database (manual tank inventories in refineries or WIP cycle counts in discrete manufacturing come to mind) or that some analysis and action will be required of the person capturing the data (such as adjusting a coolant flow to maintain a bearing temperature within limits).

It doesn’t matter if data is being collected for further processing or as something to be acted upon immediately: Your collection system must be able to set clear limits beyond which some action is required. Let’s say you’re looking at a bearing temperature. Whether it is recorded electronically or on paper, it should express the normal limits and the point at which action must occur. (Actions could be anything from adjusting the coolant to writing a work request.)

3. Who’s doing the analysis, when and why?If data analysis is not being carried out by the individual(s) collecting the data, you need to ensure that someone is, in fact, conducting appropriate, timely analyses — and that he/she is initiating action(s) based on any discovered deviations. Remember: If there is no clear plan to turn data into action, you’re wasting time and alien-ating your workforce by collecting it. People know when you’re wasting their time and resent it. As the author Stephen Covey wrote, “Start with the end in mind.” 4. Why are you really collecting all that data?To recap: If data is not firmly associated with some requirement(s) pertaining to process efficiency or equip-ment reliability, don’t bother collecting it. Many orga-nizations go to great lengths in creating tasks that are “easy” or “simple” enough to give to operators without considering whether such tasks are really necessary. No matter how well-intentioned your efforts may be, trying to improve operator involvement by creating tasks for them to do is not an effective strategy.

One way to disengage a workforce is to add to its work-load and require it to gather information that has no value for the business (or disappears into a black hole from which nothing emerges). This sends a clear message to personnel that you don’t value their time or trust their judgment—you just want to see them look busy!

Check here for successIf you want to increase the level of operator engagement at your site, implement your operator-care program with these actions in mind:

Ensure that the data you collect or the tasks you ask your operators to perform add true value to your business. Make sure personnel understand why they’re collecting such data. Is that inspection task you put on the list needed for some reliability analysis—such as an FMEA—or is it just make-work/busy-work?

Provide feedback systems so personnel know the work they are performing means something. How many signifi-cant “finds” or “saves” resulted from the added inspection tasks? What happened to a work request the operator submitted for that leak last week?

Set up clear responsibility and accountability. If you had assigned a task to a maintenance craftsperson, you would have expected him/her to complete it accurately and in a timely manner. His/her supervisor would have been aware of the activity and accountable for the individual’s comple-tion of the assigned work. Expect no less from operators and their supervisors.

Train people to do inspections and gather data properly. You typically wouldn’t send a craftsperson to inspect a piece of complex machinery without first training him/her on the specifics of the job. Don’t send out unprepared/untrained operators. Furthermore, don’t “dumb down” the task so that just anyone can do it without training. This type of approach creates a non-value-added task that is likely to cause disengagement.

In the end, keep in mind that it’s the psychology— not the technology—that will define the success or failure of an operator-care program. Good luck with yours. MT

Sam McNair is a senior consultant with Life Cycle Engineering (LCE), where he specializes in reliability engineering with a focus on the integration of maintenance and manufacturing functions. E-mail: [email protected]

A good way to disengage your workforce is to require it to collect data that has no value

for the business or disappears into a black hole from which nothing emerges.

A SPECIAL SUPPLEMENT TO MAINTENANCE TECHNOLOGY


TECHNOLOGY SHOWCASE


MARTS Exhibitors ...What’s up?

This Technology Showcase focuses on the early-bird exhibitors you’ll see at this year’s MARTS—Maintenance And Reliability Technology Summit—

set for April 26-29, in Rosemont, IL. Representatives from companies listed here are among those who will be discussing their products and services in the tradeshow area, Wednesday, April 27 and Thursday, April 28.

One of these companies is Ivara (www.ivara.com), a Silver Level MARTS Sponsor. Ivara helps asset-intensive companies reduce operational costs, increase produc-tion, maximize capacity, reduce unplanned downtime and achieve operational excellence. The company’s end-to-end software solution enables implementation of a proactive asset-performance management process for long-term, sustainable equipment reliability. Among other things, Ivara is sponsoring all MARTS refreshment breaks this year.

Infraspection Institute (www.infraspection.com), which is the world’s oldest independent infrared training and certifi cation fi rm, is yet another MARTS Sponsor. Founded in 1980, Infraspection Institute has trained and certifi ed nearly 10,000 thermographers worldwide and shaped the infrared industry through technical consulting, publications, research, standards development and software publishing.

Other “Must-See” 2011 MARTS Exhibitors Include:

■ Dreisilker Electric Motors, Inc. (www.dreisilker.com)provides electric-motor solutions to commercial, indus-trial and municipal customers. It specializes in Motor-Safe™ Repair methods using non-burnout stripping, accurate and precise rewinding, advanced varnishing, dynamic balancing and thorough testing.

■ Ludeca (www.ludeca.com) supplies laser precision-align-ment systems that extend rotating-machine availability and increase MTBF. They protect assets and increase product quality by reducing vibration to low levels. Accurate shaft alignment contributes in more ways than one to great savings and a cleaner environment.

■ MAPCON (www.mapcon.com) stands for MAintenance, Planning and CONtrol software—a state-of-the-art CMMS that operates on personal computers. Today, this 100% employee-owned company offers CMMS products for every size organization and takes pride in its long-term product support and personal service.

■ NEC Avio Infrared Technologies (www. SoltecCorp.com)will demonstrate its line of high-performance thermal imaging cameras and data-acquisition recorder systems. Camera types include modules, handheld and fi xed-mount. Data-acquisition units include new, portable, low-cost 4- and 8-channel compact designs for high-speed analog signal measurements.

■ PdMA Corporation (www.pdma.com) will highlight its more than 20 years of commitment to the predictive maintenance industry and electric-motor testing. Dedi-cated to continually challenging current industry stan-dards, PdMA Corporation’s industry-leading role is built on a hands-on management approach combined with a highly experienced leadership team.

■ T.A. Cook (www.tacook.com) is an international manage-ment consulting fi rm focusing on asset performance management. Its core competence is the sustainable implementation of asset, operations and service-oriented excellence. T.A. Cook delivers value-enhancement and bottom-line productivity gains.

■ Wilcoxon Research (www.wilcoxon.com) has manufac-tured predictive maintenance equipment for 40 years, including piezoelectric sensors, vibration transmitters, signal conditioners, accelerometers and vibration moni-toring sensors. Company goals include a commitment to ongoing research in vibration instrumentation and impeccable customer service.

For full details on MARTS, go to www.martsconference.com.

Looking at leading suppliers to industry…

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See us at MARTSBooth #10

Since 1980, Infraspection Institute has provided training, certifi cation and support services for thousands of thermographers worldwide. Staffed by highly experienced, Level III Certifi ed Infrared Thermographers, we provide Real World Solutions for today’s challenges.

Infraspection InstituteBurlington, NJPh: 609.239.4788www.infraspection.com

Make sure to visit us at booth #11 at MARTS, April 26-29, at the Hyatt Regency O’Hare Hotel in Rosemont (Chicago), IL.

MAINTENANCE and RELIABILITY TECHNOLOGY SUMMIT

Ivara is the leader in asset performance management software solutions for companies in capital-intensive industries. With our advanced software, seasoned reliability practitioners and proven implementation methodology, Ivara customers prevent equipment failure, increase production and lower costs to improve business performance.

MARTS SILVER SPONSOR

MARTS SILVER SPONSOR

Leading Technology, Leading Methodology, Proven Solution

Ivara Corp.Burlington, Ontario Canada

Toll Free: 877.746.3787 ext. 312 (North America only)

Or Call: 905.632.8000 ext. 312www.ivara.com

Visit Us In Booth #08

The NEC/SOLTEC Connection

NEC Avio Infrared Technologies (NEC) acquired CA-based SOLTEC Corp. (SOLTEC) on January 1, 2011. Since that date, NEC, a manufacturer of high-tech Thermal Imaging Cameras and Digital Recording Systems has been selling its entire line through SOLTEC’s ongoing operation. SOLTEC, which has served the Test & Measurement industry for 45 years, continues to sell other products, including Strain Gauge Measurement Systems from Kyowa Electronic Instruments, Ltd.

NEC Avio Infrared Technologies, Ltd.SOLTEC Corp.

San Francisco, CAPh: 800.423.2344 ext. 411

www.SoltecCorp.com


Commtest, Inc.Knoxville, TN

Toll Free: 877.582.2946

www.commtest.com

World Leaders In Machinery Health

Information Systems

We lead. Others follow.

Commtest is committed to driving the leading edge of condition monitoring technology. . . We look ahead at global industrial and economic trends and emerging technology to build solutions that will continue to solve customers’ problems in the future.


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CAPACITY ASSURANCE MARKETPLACE

For more info, enter 31 at www.MT-freeinfo.comFor more info, enter 30 at www.MT-freeinfo.comFor more info, enter 32 at www.MT-freeinfo.com


PIP IS SIMPLE.Let PIP’s harmonized

engineering Practices simplify your next project.

[email protected]

You Talk We Listen

Asset Management Consulting and Training Services

Customized Reliability Solutions

How can we support you? Watch this Video...www.marshallinstitute.com/we-listen


Advanced, High-Noise Communication System

Sensear says that its Intrinsical-ly Safe Smart

Muff provides an advanced level of hearing protection along with a high-noise communica-tion system. The company’s SENS™(speech enhancement/noise suppression)technology enables clear, safe communica-tion in loud environments. Features include two-way radio and Bluetooth.

Sensear Pty Ltd. Larkspur, CA

Electronic Torque Wrenches

Three new Fixed Ratcheting Head electronic torque wrenches from Stanley

Proto accept standard Proto sockets. They come in 1/4”, 3/8” and 1/2” drive versions with torque ranges from 25 in-lb (2.8 Nm) to 250 ft-lb (339 Nm). All models feature easy-to-read LCD displays, fast sampling rates and visual and audible indicators to show when targets have been reached or overtorqued.

Stanley Proto Industrial ToolsNew Britain, CT

Smart Access To Crucial Asset Reliability Info

Tango™ Reliability Information Man-agement from 24/7 Systems offers a single source for maintaining

invaluable equipment data. Now, with the help of Tango™ Mobile, you can retrieve that information via your Smartphone. Installing Equip Scan-Tango™ QR codes on machinery like pumps, motors, gearboxes, etc., allows users to scan the equipment with their Smartphones and obtain details on condition, repair history, design specs and more. The company offers pre-purchase “test-drives” of this product.

24/7 Systems, Inc.Louisville, TN

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CAPACITY ASSURANCE MARKETPLACE


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For more information on this “expert in a box” approach, contact

ENGTECH Industries

* Amortized over one year

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

Looking to increase asset utilization and maintainability, reduce contamination, downtime,

energy consumption and/or your carbon footprint? You’re ready for a 7-Step Best Practice lubrication Program!

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

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at 519.469.9173 or email [email protected]

High-Load Fastener System

The Hytorc® Clamp-Nut™ connection device for high-load applications is available as an integrated system that includes a torque

wrench, driver and the Clamp-Nut fastener. The Clamp-Nut is a three-piece fastener that prevents galling and has a load range up to 1.5 million pounds. The system creates a self-contained force system that eliminates damage because no torque is transmitted to the bolt.

HytorcMahwah, NJ

Adjustable-Speed Pump Drive

The new Toshiba P9 self-calibrating adjus-table-speed drive is

designed to reduce pres-sure buildup and energy consumption of pumps and pumping systems, thereby maximizing their effi ciency and service life. Incorporating proprietary Virtual Linear Pump (VLP™) Technology, it directly, precisely and linearly controls pressure or fl ow. Toshiba says the ARRA-compliant P9 eliminates many pump control problems, including that of load balancing over multiple pumps.

Toshiba International Corp. A Toshiba America Inc. Group Co. Houston, TX

thereby maximizing their effi ciency and service

Extreme-Duty Steam-Line Connector

The IS-4 Stainless Steel Universal Connector from Armstrong Inter-national is intended for high-pressure and super-heat steam lines. Its design enables quick and easy access for replacing steam traps in process

applications without disturbing piping. The connector, with integral strainer, is rated for Class 900 service and up to 1245 psig at 900 F (86 bar at 482 C).

Armstrong International, Inc.Three Rivers, MI For more info, enter 35 at www.MT-freeinfo.com


http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=engtech&id=3347&[email protected]&dest=http%3A%2F%2Fwww.engtechindustries.com

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

INFORMATION HIGHWAY

CLASSIFIED


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

For more info, enter 85 at www.MT-freeinfo.comwww.pip.org

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

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

ATP List Services

www.atplists.comContact: Ellen Sandkam

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

[email protected] [email protected]

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

Customized, Targeted Lists

For Your Marketing Needs

RENEWIn order for us to send

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

completed and signed renewal form once a year.

MAINTENANCE TECHNOLOGY

RENEWIn order for us to send

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

completed and signed renewal form once a year.

MMAINTENANCETECHNOLOGY

You may renew online at

www.mt-online.com

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

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

PRESSHERE(to break load)

www.meltric.com • 800.433.7642

� Simplify NFPA70ECompliance

FREESamplesAvailable

� Meet requirementfor “line of sight”disconnect switch

Specializing InMachinery Health Personnel

PM & PdM Field Service • Mgt • Sales • Hrly

Nationwide • Confi dential • All Fees Company Paid

TOLL FREE 877-386-1091www.lineal.com [email protected]

Web Spotlight: Grace Engineered Products

For more info, enter 84 at www.MT-freeinfo.comwww.graceport.com/3mt_informationhighway

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

Increase Productivity and Safety with Mechanical LOTO

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MAINTENANCE TECHNOLOGY/JANUARY 2007 87

ARTHUR L. RICEPresident/CEO

[email protected]

MADDINGVice President

[email protected]

BILL KIESELVice President, [email protected]

Business Staff

TERRI WYMOREDirector of Creative Services/Production

[email protected]

ELLEN SANDKAMDirect Mail

[email protected]

Sales Staff

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

OK, SC, SD, TX, WI, Ontario Canada1300 South Grove Avenue, Suite 105

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

BILL [email protected]

KY, OH, TN135 N. Rocky River Road

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

JOHN [email protected]

AK, AZ, CA, CO, ID, MT, NM, NV, OR,UT, WA,WY, British Columbia Canada

1300 South Grove Avenue, Suite 105Barrington, IL 60010

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

[email protected]

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

Space Age, 225 Fuller StreetBrookline, MA 02446

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

[email protected]

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

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

TRACY [email protected]

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

®

YEARSYEARS1300 S. Grove Ave., Suite 105,

Barrington, IL 60010847-382-8100

FAX 847-304-8603

Index March 2011 • Volume 24, No. 3

ADVERTISER WEB RS # PAGE #




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

SALES STAFF

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

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

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

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


IA, MT, NE, ND, SD, WY, AB, MB, SK


847-382-8100 x106; Fax 847-304-8603ARTHUR L. RICE

[email protected]

CLASSIFIED ADVERTISING3629 N.Sonoran Heights

Mesa, AZ 85207480-396-9585

JERRY [email protected]

AR, AZ, CA,* CO, KS, NV, NM, OK, UT3629 N.Sonoran Heights

Mesa, AZ 85207480-396-9585

JERRY [email protected]

IL, IN, KS, LA, MI, MN, MO, OR, TX, WA,WI, BC


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

[email protected]

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

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

VINCENT [email protected]

AL, SoCA,** DC, DE, FL, GA, MD, MS, NC, NJ, PA, SC, VA, WV

1750 Holmes DriveWest Chester, PA 19382

610-793-3093; Fax 610-793-3094JIM HANLEY

[email protected]

OH, KY, TN135 N. Rocky River Road

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

JOHN [email protected]

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


®YEARS


®YEARS

A.W. Chesterton Company ....... www.chesterton.com/bearing ..................................61 ......................IFC

Baker Instument Co. ................... www.bakerinst.com....................................................69 ........................17

CleaverBrooks .............................. www.cleaverbrooks.com/training.htm ...................73 ........................30

Commtest ..................................... www.commtest.com ..................................................77 ........................35

ComRent® International, LLC .. www.ComRent.com ..................................................64 .......................... 4

CRC Industries ............................ www.crcindustries.com/ei .........................................71 ........................23

Electrical Reliability Services ...... www.electricalreliability.com ....................................70 ........................19

Engtech Industries Inc. ............... www.engtechindustries.com ....................................82 ........................37

Exair Corporation ....................... www.exair.com ............................................................65 .......................... 5

Fluke ............................................... www.HiddenPowerProblems.com..........................88 .......................BC

Grace Engineered Products. Inc. ...www.graceport.com/3mt_informationhighway .......84 ........................38

Infraspection Institute ................ www.infraspection.com ............................................78 ........................35

IMEC ............................................. www.imec.ca ................................................................87 ..................... IBC

Ivara................................................ www.ivara.com ...........................................................75 ........................35

Littelfuse ........................................ www.littelfuse.com/protectionrelays .......................68 ........................11

Ludeca Inc. .................................... www.ludeca.com ........................................................79, 86 ...........35, 38

Marshall Institute, Inc ................. www.marshallinstitute.com/we-listen ....................80 ........................36

MARTS- Applied Technologies ..www.martsconference.com ........................................ 63, 74 ..............2, 31

Motion Industries ........................ www.TheMotorSpecialist.com ................................72 ........................26

NEC ............................................... www.SoltecCorp.com ................................................76 ........................35

PdMA Corp. ................................. www.PdMA.com ........................................................67 ........................10

Process Industry Practices .......... www.pip.org ................................................................81, 85 ...........36, 38

Schneider Electric ........................ www.SEreply.com .......................................................62 .......................... 1

Strategic Work Systems, Inc. ...... www.swspitcrew.com .................................................83 ........................37

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http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=motion+industries&id=3347&[email protected]&dest=http%3A%2F%2Fwww.TheMotorSpecialist.com

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viewpoint

In her “My Take” column in the September 2010 issue, Maintenance Technology’s editor Jane Alexander focused on the threat to industry due to the departure of experienced

engineers and technicians. When these people go, they carry years of valuable knowledge of rotating-equipment maintenance and reliability out the door with them. No matter the causes of this widespread loss of skills and talent, the situ-ation is leaving the maintenance and reliability community with a serious shortfall in hands-on experience. Is it possible to supplement this crucial—and unique—expertise in the mainte-nance and reliability of rotating equipment?

The most positive indication that progress is being made is the deployment of higher-technology solutions that address the need to keep rotating equipment up and running. We’re now seeing industry-wide evidence of the switch from conventional reactive maintenance methods of fixing rotating equipment when it fails, to employing state-of-the-art bearing prote-tion technology aimed at maintaining rotating equipment—without failure. Such technology has been successfully implemented in a large number of process plants around the world, where up to 90% of rotating-equipment failures have been eliminated.

Utilizing technology as a supplement for job experience should not be viewed as disruptive. Just like every other sector, the process industries are employing as much technology as possible to remain competitive on the global stage.

Our customers are doing “more with less” and placing even more emphasis on controlling costs by improving the useful life of investments. In these cases, applying reliability-focused tech-nology reduces the day-to-day tactical mainte-nance headaches and allows for valuable resources to be redeployed into areas of strategic importance to the company’s long-term success. This will, of course, be a subtle shift, since the application of

advanced technologies will happen over time as equipment (pumps, motors, gearboxes, etc.) is upgraded or refurbished.

The process industries are no different than any other type of business facing competitive pressures—and trying to hire and develop talent to fill the void left by experienced predecessors. However, the unique skill set of engineers and technicians who are entrusted with responsibility for the capacity assurance of rotating equipment (i.e., keeping those assets available and running reliably, safely, efficiently, profitably, etc.) magni-fies the challenge. Organizations that respond by shifting their focus from that of simply finding a “quick-fix” to one of implementing innovative solutions that address longer-term reliability issues and provide the greatest ROI will ultimately be the most successful.

The American workforce long prided itself on being among the most productive on the planet—and that productivity has not been based solely on the number of hours worked per week. U.S.-based companies have embraced the importance of investing in technology as a means of driving productivity, efficiency and quality forward. Let’s hope this trend continues. Mt

Jay Burnette is the vice president and general manager of Inpro/Seal LLC, located in Rock Island, IL.

Jay A. Burnette, Vice President & General Manager, Inpro/Seal

A Shift In Experience:Opportunity And Challenge

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.

Just like every other sector,

the process industries are

employing as much technology

as possible in order to remain

competitive on the global stage.

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



The 2011 International Maintenance Excellence Conference IMEC October 5 to 7 in Toronto, Canada

Expand your knowledge in unexpected ways by joining maintenance and asset-management professionals from around the world at the seventh-annual International Maintenance Excellence Conference. IMEC’s two days of keynote presentations and one day of in-depth workshops are presented with academic and industrial perspectives that deliver well-rounded interpretations of modern issues.

Hosted by Dr. Andrew Jardine of the University of Toronto’s Centre for Maintenance Optimization & Reliability Engineering and co-produced with Maintenance Technology magazine, IMEC 2011 takes place at the University’s convenient, full-service conference venue located in the heart of beautiful downtown Toronto.

Don’t miss this unique, multi-dimensional learning opportunity for maintenance professionals everywhere!

Learn more about IMEC at www.imec.caor contact Bill Kiesel at [email protected] / 847-382-8100, ext. 116

The Experts are in Toronto this Fall

IMEC is organized by:

International Maintenance

Excellence Conference

October 5 to 7


http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=imec&id=3347&[email protected]&dest=http%3A%2F%2Fwww.imec.ca

©2009, 2011 Fluke Corporation. Ad 3463163A

Power problems can cost you time and money.A computer locks up. Lights fl icker. A motor overheats. Just random events? They could be signs of power problems —which can cause costly downtime, data loss, excess power consumption, and equipment repair and replacement. Problems no one can afford.

Learn how to recognize the symptoms of power related problems and discover our easy-to-use Fluke power quality tools, information resources, and training. With them, you can quickly and confi dently diag-nose causes, implement solutions, and prevent problems in the future.

What is your electrical system hiding?

Power problems can cost you time

What is your electrical system hiding?

Go to www.HiddenPowerProblems.comand see what your electrical system may be hiding.

Fluke. Keeping your world up and running.®

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Maintenance Technology March 2011

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Transcript of Maintenance Technology March 2011