Maintenance Technology November 2011

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MAINTENANCE LOG22 Prevent Premature Failure In

Power Transmission Belts: Troubleshooting ProblemsBelts can have issues. Understanding them is key to keeping many of your

critical processes up and running.Eric Bjork, Gates Corporation

30 ■ Big Money Talks William C. Livoti

31 ■ Doing More With Less To Achieve Sustainable Energy-Management Results

Jane Alexander, Editor, with Dan Brown, Cascade Energy, Inc.

THE RELIABILITY FILES37 Extending The Life Of Energy-Effi cient HVAC Equipment

Electrical discharge machining (EDM) is a leading cause of premature bearing failure in VFD-driven motors. You know what can happen then, don’t you? Are your motor systems protected?

CAPACITY ASSURANCE STRATEGIES42 Training Has A Half-Life

Like radioisotopes, training decays over time. Sam McNair, P.E., CMRP, Life Cycle Engineering

ContentsNOVEMBER 2011 • VOL 24, NO 11 • www.MT-ONLINE.com

FEATURES

DEPARTMENTSUTILITIES MANAGER

Your Source For CAPACITY ASSURANCE SOLUTIONS

CAPACITY ASSURANCE STRATEGIES

©kt

sdes

ign

— FO

TOLIA

.COM

16 The Shortest Distance Between Success And Failure (It’s Not A Straight Line)

No matter where you start, one of your main objectives will always be to get the most service life possible from your equipment.

Randall Noon, P.E.

6 My Take

8 Uptime 11 Motor Decisions Matter

12 Don’t Procrastinate… Innovate!

28 Lubrication Checkup

40 Technology Showcase

45 Solution Spotlight

47 Marketplace

54 Information Highway

54 Classifi ed

55 Supplier Index

56 Viewpoint

NOVEMBER 2011 MT-ONLINE.COM | 3

TECHNOLOGYM A I N T E N A N C E

®YEARS

November 2011 • Volume 24, No. 11

ARTHUR L. RICEPresident/CEO

[email protected]

BILL KIESELExecutive Vice President/Publisher

[email protected]

JANE ALEXANDEREditor-In-Chief

[email protected]

RICK CARTERExecutive Editor

[email protected]

ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTER

RAYMOND L. ATKINSContributing Editors

RANDY BUTTSTADTDirector of Creative Services [email protected]

GREG PIETRASEditorial/Production Assistant

[email protected]

ELLEN SANDKAMDirect Mail

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

JILL KALETHAReprint Manager

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

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

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

Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Barrington, IL 60010. Pe-riodicals postage paid at Barrington, Illinois and addi-tional o� ces. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technol-ogy®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 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 NOVEMBER 2011


®YEARS

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6 | maintenance technology NOVEMBER 2011

MY TAKE

November has always been a time of celebration for me. Several close relatives and some of my best friends in the world have November birthdays. But no one in my immediate circle is, like me, an “Armistice Baby”—born on November 11, now officially recognized as Veterans Day. As a small child, I loved the fact that American flags lined the streets, schools let out, banks closed and people

wore little red poppies on their lapels for MY birthday. The solemnity of the day escaped me. It was only as I grew older that I came to realize the true, national significance of the date.

This year, as we celebrate Veterans Day, we’re faced with one of those good news/bad news scenarios. The good news is we’ve just learned that 40,000 of our troops may be coming home from deployments in Iraq. The bad news, as I understand it, is that with our current staggering unemployment statistics, we don’t know what type of private-sector jobs will be available to those veterans so they can support themselves and their families.

Most military veterans reading this column can probably relate: As troops have come home from earlier conflicts, they’ve typically brought with them a range of skills that could translate easily into civilian positions. Things have changed, though. With fewer jobs to be had these days—and so many of the ones that are posted requiring higher-tech training and skills than in the past—people are beginning to whisper about the possibility of even uglier unemployment rates than we’re looking at now.

Lest we forget, our politicians are on the job—or at least they say they are. As I write this piece (on Halloween), something called the Veterans Opportunity to Work Act is still trying to wend its way through Congress and onto the President’s desk. In addition, I heard this morning that the President, as part of his “We Can’t Wait” strategy, is trying to work out something that would match around 8000 veterans with healthcare jobs. All well and good, but the point is things don’t seem to be moving quickly enough for countless vets who have already come home—from Iraq, Afghanistan, even Vietnam— not to mention the thousands that are expected to return by Christmas. For now, it’s probably going to be up to the private sector to get the job done. This month’s “Viewpoint” column (page 56) comes from Mike Putz, the president/CFO of a company trying to do just that: Energy Veterans, Inc.©

Based in Mount Prospect, IL, Energy Veterans is fighting to put veterans back to work in energy-sector jobs. It’s an example of good people coming together with a good idea and making it work for those who have served our country well—and who deserve much more from us as a nation than we seem to be providing, in many cases.

As Mike notes, Energy Veterans is just a small player in a big job market. To that, I say, what the hey: It’s going to take a lot of players—big and small—to overcome the challenges our nation is facing on the jobs front. If you know of other companies and organizations that are working to help fight this war, please let me know. We want to put a spotlight on them as well.

In the meantime, I trust you’ll join with me in celebrating all of our veterans—and everything that Veterans Day is really about—every day of the year!

[email protected]

Celebrating Veterans Day

Jane Alexander, Editor-In-Chief

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UPTIME

“Our preventive maintenance (PM) expenses seem out of line compared with our other mainte-nance costs. PM downtime also is eating into our production. Show me bottom-line benefits of all these PMs or we’ll be making some big cutbacks.”

Some say PM is expensive and a waste of time because “nothing is really being fixed.” All that labor time spent looking for problems, making some adjustments and buttoning things back up reduces production time and adds cost. This is the thought process of people who would rather run the equip-ment to failure and fix it fast than pay for PM down-time and PM labor.

So, how do you show the cost of NOT doing preven-tive maintenance? One way: Stop doing PMs for a year or so and measure the cost impact and equip-ment downtime. Whoa! I’m not recommending that approach—even though it would give you some solid numbers with which to work. No, let’s start thinking about the true cost of preventable failures with the help of a non-industrial analogy.

That’s just peachyPeaches are a major business near my home. During harvest season, trucks haul load after load of the fruit up the hill to a regional farmers market.

Farmer Glen bought a new 2008 pickup four years ago. He really liked its shade of green, its design, its automatic transmission and its long bed. He got a real big engine because he often pulls a trailer. Farmer Glen is a believer in good maintenance on his truck—“preventative maintenance,” he calls it. He gets that pickup serviced like clockwork: Every 5000 miles, it’s engine oil and filter, air filter, tire rotation and chassis lubrication. Every year, or 30,000 miles, it’s automatic-transmission service. He checks the truck’s fluid levels and tire pressure weekly. And he keeps it real clean (inside and out).

Farmer Glen’s neighbor is another story. We’ll call him “Farmer Pete.” Not to be outdone by his neighbor, Pete bought the same type of pickup, except it’s white. He’s not so good at taking care of it, although he cleans it out occasionally. Last week, at 120,000 miles, his automatic transmission failed and

had to be replaced. The bill came to $3095 plus tax. As he remarked, though, “It’s a lot better to replace an ailing transmission once in four years than to pay for four years worth of expensive maintenance checks. Transmissions are bound to fail sooner or later.”

Farmer Pete made the mistake of discussing his “maintenance philosophy” with Farmer Glen one day. True to form, Glen got straight to the point: “Pete, you can’t afford a truck failure in our business, especially during peach season! Your automatic- transmission fluid and filter should be changed every 30,000 miles. Sure it takes about two hours, but I’ll schedule that type of service when I don’t need to use my truck to haul fruit. No telling when a poorly maintained transmission might break down.” (He figured Farmer Pete may have already come to grips with this concept, since most of his last crop had ended up rotting on the ground.)

Farmer Glen showed Pete his last month’s receipt for routine transmission service…

Farmer Pete nodded as usual and walked away disgusted, muttering about the time he lost while HIS truck was being repaired. When he got home, he looked at last week’s bill for his transmission work…

Pete continued anguishing over all the peach-hauling he missed out on while his truck was in the shop. Actually, this was the first time he really thought

Bob Williamson, Contributing Editor

The True Cost Of Preventable Failures

Automatic-Transmission Fluid & Filter Change:

Parts = $123.13

Labor = $ 62.42 (11-step job, 1.75 hours @ $35.67/hour)

Total Cost = $185.55

Automatic-Transmission Replacement:

Parts = $2863.14

Labor = $ 231.86 (60-step job, 6.5 hours @ $35.67)

Total Cost = $ 3095.00


UPTIME

about all that lost time: He remembered waiting a day for a scheduled tow. Then, there was another lost day before the shop could work it in. At that point, the dealership had to wait three days for a new transmis-sion to come from Raleigh. Once it arrived, the repair took another entire day! That was six days during peak harvest time! It became clear his “cost” was more than just a transmission replacement—he had a lot of lost sales, which translated into substantial lost income while the truck was down. Considering that a “cost” too, he tallied everything up…

Then Pete realized that NOT doing the routine maintenance on his pickup transmission was, in fact, costing him $17,171.00. He could just kick himself! For $185.55 annually, he could have avoided the loss of $17,171.00.

Farmer Pete kept worrying: What if that trans-mission failed next week when he would be making three trips per day with a loaded truck and trailer? He shuddered at the thought, took out a pencil and paper and began calculating all over again…

At that moment, Pete decided it’s best to take care of his new transmission along with the rest of

the truck’s regular critical maintenance. Spending $185.55 each year could help him ensure between $17,000 and $40,000 in peach sales. That would be like investing the $185.55 and getting a return of anywhere from 9000 to 22,000%.

Farmer Pete learned the hard way. To him, “preventive maintenance” had always seemed like a total waste of time and money. Conversely, respect for that type of maintenance had been ingrained in Farmer Glen through generations of his family’s peach business. He took good care of the equipment that provided his family’s livelihood. He considered it to be a routine investment—not an expense that could be subject to cutting in tough times.

Bringing it closer to homeOK, so you’re not in the peach business like our referenced farmers. Still, there are eerily similar circumstances occurring every year in our plants and facilities. Some decision-makers question the return on the investments in preventive maintenance— and rightfully so. Various PM procedures are truly “non-value-adding” maintenance activities: performed too often or not often enough, missing the trouble spots and not scheduled efficiently.

Take, for example, a fairly new production machine. It makes a finished product, all except packaging. This machine has been “temperamental” at best, with lots of unplanned downtime, jams and loads of scrap product—2.9% scrap product to be precise. Hundreds of maintenance hours are being logged on this machine since it is less than a year old and plagued with startup problems.

How do you justify performing MORE mainte-nance, in the form of PMs, on this type of trouble-some equipment when the work-order hours are already through the roof? Senior and departmental production management must be convinced that there is a compelling business case for stopping the chaos that surrounds this fairly new machine.

A business case for doing PM This new machine was installed because the older ones it replaced were bottlenecks in the production process flow. It was supposed to eliminate the constraint

When building your case for PM, remember that maintenance alone can’t

eliminate the causes of all failures. Operations must have some skin in the game.

Automatic-Transmission Replacement = $3095.00

Fresh peach prices: $782.00/ton delivered to market

Three trips to market per day = 3 tons or $2346.00 sales/day

Six days/no truck (x) $2,346/sales/day = $14,076.00 lost sales

Total cost of transmission repair = $17,171.00

Automatic-Transmission Replacement = $3095.00

Fresh peach prices: $782.00/ton delivered to market

Truck and trailer loaded:

Three trips to market per day = 8 tons or $6256.00 sales/day

Six days/no truck (x) $6256.00/sales/day = $37,536.00 lost sales

Total cost out of pocket for transmission repair = $40,631.00


UPTIME

and allow expanded production— in theory. In real-world application, the new machine is no more productive than the old equipment it replaced.

Despite being close to the plant goal, a scrap rate of 2.9% is just plain

unacceptable, especially when products from this machine are finished ready for packaging. In this case, we must paint a picture of the cost of “scrap” produced by the new machine considering the following items:


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n A 2.9% scrap rate of finished prod-ucts is costlier than a similar scrap rate of raw materials. Every stage of the manufacturing process “adds value” to what may become scrap.

n At a 2.9% scrap rate, the pile of scrapped finished goods is more than a quarter mile tall! Ask if that’s acceptable.

n Look at the manufacturing costs of each scrapped item. Document and quantify the interruptions of finished-goods packaging (late ship-ment penalties, lost sales, schedule and workload impacts, etc.). Ask if that’s acceptable.

n Every time the new machine jams, it causes 12 scrap products. At this point, we have to ask, “What causes jams?”

If we merely focused our PM tasks on reducing the scrap rate, there would be a sizable return on that investment. Remember, though, that “PM” is not always the job of the maintenance department or the mechanics. There are also “preventive” tasks that must be performed by operators.

The bigger pictureWhen looking to justify time and money spent on preventing failures, keep in mind the impact on the bigger picture. Maintenance alone can’t elim-inate the causes of all failures. The operations side of the business must be engaged in making time available for PMs and participating in a joint effort to eliminate the most penalizing downtime, interruptions and other business-related losses.

Sharpen your “business case” for preventive maintenance and make it work for you. It’s time to replace the costly, reactive, repair, trouble-call maintenance approach. In other words, don’t let your peaches rot! MT

[email protected]


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Three Steps To SavingsFrom Motor System Effi ciency

BOOSTING YOUR BOTTOM LINE

A

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.

ccording to the U.S. Department of Energy (USDOE), motor-driven equipment consumes 64% of the total electricity used in the U.S.

industrial sector. But these systems have the potential to use 11 to 18% less energy by imple-mentation of cost-effective measures with existing technology and practices. Where do you begin?

Step 1: Make sure you’re working with the right motor. Is it the right size and effi ciency? It’s not unusual for motors to be oversized (hp). Oversized units can use more energy than smaller ones that more closely match an appli-cation’s needs. In addition to the appropriate size, it’s important to select a high-effi ciency model. Electricity costs to operate a motor over its lifetime are much higher than initial purchase price. In fact, lifetime operating costs represent approximately 95% of a motor’s cost. To estimate potential savings with more effi cient motors, visit www.motorsmatter.org/tools and download the MDM Simple Savings Chart. By entering your annual operating hours and electricity cost, you can estimate annual operating costs and savings for three different effi ciency levels across 1-500 hp.

Step 2: Consider your system’s opportunity to use VFDs. Assess whether your applications are candidates for variable frequency drives (VFDs). Also known as a variable speed drive (VSD) or adjustable speed drive (ASD), a VFD controls motor speed by controlling voltage and frequency. By reducing the motor speed to match the needs of the application, VFDs have the potential to signifi cantly save energy and reduce operating costs for a variety of applications. Motor systems that are likely candidates for energy savings through the use of VFDs include:

■ Variable load motor systems where output is throttled or damped below full rated speed

■ Centrifugal fan, pump, or blower systems

■ Systems that meet the criteria above that operate frequently (e.g. > 2000 hrs/yr).

To learn more about VFDs and access calculators to estimate potential savings, visit the MDM VFD Resources page: www.motorsmatter.org/resources/asds.html.

Step 3: Develop a motor management plan.Record the results of Steps 1 and 2 to create a motor management plan. In addition to improving energy effi ciency, documenting these important steps and making the plan centrally available to your team can help you improve productivity and increase reliability. A well-documented plan that outlines the steps to manage your motors identifi es how to respond when failure occurs, so that you can act quickly to get your system back up and running, and do so more effi ciently. For more information about creating a motor management plan, visit the MDM Website at www.motorsmatter.com/tools/mpk.html to download the Motor Plan-ning Kit, which provides an overview of several important motor management basics. MT

US DOE, 2011, http://www1.eere.energy.gov/industry/

bestpractices/motors.html

US DOE, 2002, http://www1.eere.energy.gov/industry/

bestpractices/pdfs/mtrmkt.pdf

IEA, 2011, http://www.iea.org/papers/2011/Walking_

the_Torque.pdf


NOVEMBER 2011 MT-ONLINE .COM | 11


DON’T PROCRASTINATE…INNOVATE!

The time has arrived: Your Maintenance Management System (MMS) is now ready to be populated with data. Within industry, virtually all software purchases and implementations are driven by the corporate Information Technology (IT) group/individual whose job is to ensure the software runs as designed on your system. It is not IT’s job to set up the software-operating parameters and populate it on your behalf with meaningful data—it’s yours!

The IT department is on hand to facilitate the process of data population and provide technical assistance when required. Remember, though, that you usually only get one chance to implement your management software correctly. If you don’t control the implementation process, you’ll spend the next 3-7 years in frustration adapting your work process to the dictates and inadequacies of your software setup. Or you’ll spend a lot on unneces-sarily “customizing” the application or building “workarounds” in small databases/spreadsheets outside the application. Sound familiar? True innovation in setting up management software is knowing how you want it to function and ensuring the system is tuned to deliver!

In the previous issue, we explored setting up the software framework through an innovative seven-step process in preparation for the data migration. If this is your first-ever MMS, you will have likely performed maintenance using a paper-based work-order and filing system. If this is a new MMS replacing an old computer-based system, you are faced with the challenge of migrating your existing maintenance information and history files over to the new system. To most, this seems a daunting task. Thus, responsibility for it is often abdicated to the IT department.

IT then proceeds to write a “mapping” program that plots the data registers’ current locations to their corresponding locations in the new software and produces instructions for them to transfer from the old location to the new one on command.

Once the button is pushed to perform the migra-tion exchange, any garbage data in the old system will immediately appear in your new one— i.e., “garbage in–garbage out (GIGO).” At this point, you now own a new system full of old data, something comparable to owning a shiny new car with an old clapped-out engine: Performance will be lacking! Don’t blame the IT department. It’s not THEIR responsibility to tune up YOUR data prior to migration.

Preparing data for migrationThe first step in preparing data for migration starts well in advance of the software purchase: It is to ascertain what annoys you about your old MMS setup, as well as to solicit a list of things that “bug” the rest of the user population. Typical issues that surface include:

n PMs aren’t relevant.

n Inventory items remain in the system for equip-ment that’s been scrapped.

n An inventory item can be found under multiple SKUs with different names and numbers.

n When trying to make a pick list, parts that are known to be in the system can’t be found.

n The asset-nameplate file lacks details.

n Assets with no parents or children are set up in the hierarchy.

Trying to make these things right once data is migrated is difficult and expensive. This type of list speaks to redundancy, duplication, lack of mean-ingful data and poor setup of data relationships— the hallmarks of a challenged system.

You’re now ready to solicit assistance from IT to extract the existing system’s data into a spread-sheet format that can be manipulated and used for

Ken Bannister, Contributing Editor

Outside The Box: Conducting A Legacy Software Migration


DON’T PROCRASTINATE…INNOVATE!

migration purposes. As you’ve already figured out the new data registers and report requirements, you need only the asset register and MRO inven-tory registers with their corresponding data fields. With your “bug list” and spreadsheet in hand, you’re ready to begin data-cleansing. Depending on the number of assets and inventory SKUs, you may need some outside expertise to help cleanse the data.

Asset data-cleanseIn an asset data-cleanse, we usually look to ensure that the asset names follow a defined naming convention, numbering convention and that the asset nameplate information is complete.

Over time, data will be entered into a system by different individuals who copy asset names from drawings and/or catalogs. With the diverse naming protocols that result, it can be hard to find an exact/specific asset quickly in a large database. Simplifying this search ability is achieved by standardizing how the asset is named, using a naming convention.

Naming conventions are set up in a noun-descriptor format. For example: “Lathe, Engine, 15-inch swing, 60-inch bed, South Bend.” In this title, we start with the noun “Lathe” that denotes exactly what the asset is. What follows is a series of descriptors that accurately describe what type of lathe, its size and, in this example, the manu-facturer’s name.

With naming conventions, if we are unsure of an asset’s title or identification number, we can confidently perform a search by any number of the descriptor attributes and focus in to the exact asset in seconds. For example, performing a wildcard search for “Lathe,” we get back a list of all lathes in the system. If we know the type of lathe, bed size or manufacturer, we should expect a very short list. Finding the exact asset is then a matter of opening up the nameplate data file for each selection to learn more details regarding its location in the plant, manuals, photographs of the asset, etc.

If your new MMS has additional asset fields, you can still refer to its old name by placing it in an alternate name field that can be searched on for those that recognize the asset by its old name. The number of descriptors used will also depend on the number of search filters that can be employed in the new software. For example, you may choose to use lathe as an asset type or sub type under an asset type named “Machine Tools,” or manufacturer—all of which can be filter-searched to quickly narrow the pick list. Your naming-convention detail will, therefore, be tailored accordingly to your search-field capability.

The asset number will follow a significant or non-significant numbering convention: All assets MUST follow the same convention. If your assets reflect a mix of conventions, you must decide which works best for you. Significant numbering that contains codes to indicate location, parent asset, asset type, date of manufacture, etc., can lose their meaning when an asset is moved to a different location. Non-significant numbering usually involves sequentially assigned numbers with no meaning other than to identify the asset. With a management system’s ability to define an asset in many ways through data-register fields and by name, most companies choose to set up a new asset-number register and place its old number in a vacant alternate search field in the asset setup screen of the system.

Eliminating griefThe asset register is the foundation of your MMS: Every piece of data in the system is intrinsically tied to one or more assets. Using innovative thinking to set up and successfully cleanse your data prior to migrating it will eliminate post-migration grief.

In the January issue, we’ll focus on cleaning up the MRO inventory database and how to be innovative in dealing with that asset history. MT

[email protected]

Prepare appropriately. Remember that once the button is pushed to

perform your data migration, any garbage in your old system

will immediately appear in your new one.

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Condition-monitoring challenge...

No matter where you start, one of your main objectives will always

be to get the most service life possible from your equipment.

Randall Noon, P.E.

The basis for most condition-monitoring programs for critical plant equipment consists of two fundamental parts:

1. The periodic measurement of key performance parameters of the equipment

2. A comparison of the equipment’s key performance parameters

with an acceptance standard.

In essence, this basis contains an assumed correlation: If the measured key performance parameters are in line with accepted standards, then the equipment as a whole has a high probability of performing well.

The Shortest Distance Between

Success And Failure (It’s Not A Straight Line)



From a statistical standpoint, this is a reasonable way to deter-mine the current condition of plant equipment with a minimum of work or interruption of operations. If key performance parameters—usually things like temperature, vibration or lubrica-tion chemistry—are also collected and maintained in a historical database, the progressive degra-dation of equipment performance due to wear and age effects can be plotted, trended and quantifi ed.

Excluding statistical variations inherent in measuring perfor-mance parameters, unexpected deviations from either the accep-tance standard or the expected degradation trend usually indi-cate developing problems that may portend failure of the equip-ment. Having been shown many times that this is much more cost-effective than the old “run to failure and ensure a series of stomach-ulcer-generating crises” method of plant maintenance, most industries in the 21st century still don't seem to have adopted it.

At this point in the process, the condition-monitoring data that’s been collected over time can be used to turn a condition-monitoring program into a predictive-main-tenance program. This is accomplished by leveraging the historical data to predict, by numerical extrapolation, when equipment failure can be expected. Based on this type of prediction, repair or replacement of the equipment can be conveniently scheduled prior to failure.

When condition monitoring and predictive maintenance are done well, the run-time of equipment is maximized—and unexpected plant downtime and labor overtime costs are minimized. This, in turn, boosts a company’s bottom line, improves the quality of work life for employees and, like Gershwin opined, “…the livin’ is easy.”

Unfortunately, the transition from condition monitoring to predictive maintenance is the point where most mistakes in a predictive maintenance system are made. The three most common mistakes are:

1) Linear extrapolation2) A rigid data-sampling period

and3) Incomplete inspection feedback

Mistake #1: Linear extrapolationFundamentally, extrapolation using linear functions is usually inaccurate for predicting failure.

If the performance parameter of a piece of equipment that is running well was “A” six months ago and is now “B,” connecting “A” to “B” with a straight line that is then extended into the future until it crosses the “unacceptable” performance level typically won’t provide a useful answer about when failure may occur. Generally, it overestimates when failure might occur—make that “grossly" overestimates.

During the period when a particular piece of equipment is operating well, it often appears that the observed degradation trend is linear. That’s because changes in the key performance parameters being measured may not change much over a rela-tively long period, especially when the equipment is operating in the fl at part of its “bathtub curve.” This is the portion of the curve where failures are primarily due to random causes, not wear or end-of-service-life effects. When equipment is operating in this type of zone, performance-parameter changes can reasonably be approximated by a line. Further-more, during this particular operating period, the dominant degradation mechanism may indeed be a linear—or nearly linear—physical function.

Consider the simplifi ed bathtub curve depicted in Fig. 1. The “time” axis has been greatly shortened due to space; for this reason it is often plotted on a logarithmic scale. Typi-cally, the infant mortality zone will be a few days or weeks,

Fig. 1. Simplifi ed bathtub curve (equipment-failure rate vs. time)



the random failure zone will be years and the wear-out failure zone will be days or weeks. Note that the observed overall failure rate—the blue line—is composed of three independent factors that are summed:

1. Infant mortality failures (red dotted line) 2. Wear-out failures (orange dotted line)

and3. Random failures (green solid line)

As the bathtub curve suggests, the time between the infant-mortality zone and the wear-out failure zone constitutes the major portion of an item’s service life. This is the area of oper-ation where the likelihood of failure is lowest, and operating performance parameters don’t change much for a long time.

As Fig. 1 implies, when failure occurs, it’s usually a combi-nation of several physical mechanisms interacting with one another. The net effect of this interaction is to accelerate the failure process. Consequently, as failure approaches, perfor-mance parameters often degrade exponentially.

Consider the following example that involved a newly installed, 2-pole, 3-phase motor. The motor was rated for 2500 hp at 4160 v.a.c. and 300 amperes, operated at 3570 rpm and rated for a temperature rise of 50 C degrees. It ran constantly when the plant was operating. The rated resistance from terminal to terminal in a phase was 0.0329 ohms.

Measured motor-testing data collected during each sched-uled plant outage indicated that the motor had increased its phase-to-phase resistance imbalance from 0.0 to 0.70% in its fi rst 18 months of service. The resistance imbalance then increased again from 0.70% to 1.98% in the next 18-month period (after a total of 36 months of service). Since measure-ments were made at the motor’s junction box, the resistance measurements also included the power supply cables.

The company had previously established an acceptance standard of 2.00% resistance imbalance. As long as this imbalance was less than 2.00%, the condition of the motor would be considered acceptable. (If resistance imbalance was 2.00% or higher, the company’s procedure would require checking for possible high-resistance connection problems.) Since the resistance imbalance was 1.98%, the measurement was considered to be within the acceptance criterion, and the motor was put back in service for another 18 months.

The blue line in Fig. 2 plots the three resistance-imbalance measurements versus service time. The three points are connected with a straight line. The slope of the line in the fi rst 18 months showed a 0.0388% increase per month. At this rate, the 2% acceptance criterion would be crossed after a service time of 51.4 months.

Since the next scheduled plant outage was at 36 months, the initial linear extrapolation to failure indicated that the motor would make it to the next outage at 36 months. Typically, for motors rated at 600 v.a.c. or more, a measured resistance imbal-ance of 3% or higher is well into the range for immediate failure.

Fig. 2. Plot of the referenced motor resistance-imbalance measurements

Fig. 3. What the motor failure looked like when it was discovered.

❖

Linear extrapolation of fi rst two points



Imbalances that high cause large negative sequence currents that overheat insulation. Since the initial linear extrapolation predicted a resistance imbalance of 2.09% at 54 months—just a bit over the 2% acceptance criteria—the motor would also prob-ably operate well enough to last that long.

During the next outage, resistance imbalance was measured to be 1.98%. The expected value provided by the initial linear extrapolation was 1.40% resistance imbalance. During the second period of 18 months, the linear rate of resistance-imbal-ance had signifi cantly changed from an increase of 0.0388% per month to an increase of 0.0711% per month.

Before the third outage at 54 months was reached, the motor failed—after 42 months of service. The insulation covering one of the power supply cables inside the connection box on the motor broke down. Arcing occurred between one of the cables and the grounded connection box. The cable had been bent with too tight a radius inside the box. Figure 3 shows what the failure looked like when it was discovered.

Before repairs were made, the resistance imbalance at the junction box was measured and found to be 3.85%. All four resistance-imbalance measurements are plotted in Fig. 4.

As can be inferred in Fig. 4, as the failure time was approached, the rate of the increasing resistance imbalance accelerated.

The data plot in Fig. 4—even with straight lines from point to point—outlines an exponential function of the form y = Aest – B. This is a typical function associated with dielectric breakdown. If the fi rst three measurements of resistance imbalance had been used to solve the exponential function, the following would have been concluded:

where y = percent resistance imbalance, and t = service time in months.

The above equation would have predicted 0.73% imbal-ance after the fi rst 18 months of service and 1.98% imbal-ance after the fi rst 36 months—which is an excellent fi t to the actual measurements. A short extrapolation of the expo-nential curve indicates that just one week after the 1.98% measurement was made at 36 months, the motor would have crossed the 2.00% resistance imbalance threshold.

y = e(0.030333)t – 1.00


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Similarly, using the exponential equation to solve for resistance imbalance just before the failure occurred at 42 months fi nds that the predicted resistance imbalance would have been 2.47, which is a resistance-imbalance value midway between the caution set point of 2% and the alarm set point of 3% recommended by some motor-analysis handbooks. In simple terms, extrapolation of the expo-nential model accurately indicated that the motor would fail shortly after the last measurement was made after 36 months of service—and that the motor had no hope of making it to the next outage at 54 months.

Mistake 2: Rigid data-sampling periodsMany condition-monitoring systems check performance parameters of equip-ment at regular, unvarying intervals. When the equipment is operating in the random-failure zone, as shown in Fig. 1, this is not necessarily a problem. However, as shown in Figs. 2 and 4, when the time to failure is approached, changes in performance parameters accelerate. Consequently, if the monitoring interval in which performance parameters are checked is too long, the relatively short period when degradation rapidly accelerates to failure may be missed. In short, the condi-tion-monitoring system may provide no warning of an impending failure.

To prevent such a chain of events, it’s useful to have a fl exible monitoring interval. Monitoring intervals during the random failure period may be longer than those closer to the expected wear-out or end-of-service-life period. For this reason, some companies begin to shorten monitoring intervals as a piece of equipment begins to approach its statistical end-of-service-life service point. Translation: These companies are looking for the fi rst indications of signifi cant non-linear deviations from the previously established degradation rates. As can be seen in Fig. 4, knowing that the recent measurement of resistance imbalance indicated a signifi cantly higher rate of increase, it would have been prudent to schedule another monitoring of resistance imbalance—perhaps three or four months after the one completed at 36 months. This shortened monitoring period would have indicated that failure was imminent since the 3.0% imbalance level would already have passed.

Fig. 4. Plot of all four resistance-imbalance measurements of the referenced motor

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The transition from condition

monitoring to predictive

maintenance is the point

where most mistakes in a

predictive system are made.



Mistake #3: Incomplete inspection feedbackThe primary point of a predictive-maintenance program is to reduce the cost of operating a plant by getting the most value out of equipment while minimizing downtime and overtime. To avoid failure, most companies establish regular periods for replacing or repairing critical equipment. Many, however, do not closely inspect the old part to determine whether the replacement or repair period is appropriate. Due to the press of work schedules, an unfortunate common practice is to simply replace the old part with a new one and toss the old one away with only a cursory check. This is a wasted opportunity to save money and further optimize your maintenance program.

If the part being replaced or repaired is in excellent condition—especially in critical areas—and performance parameters are steady and have ample margin before approaching the established accep-tance standard limits, consideration should be given to increasing its time in service. On the other hand, if the part shows unexpected wear in critical areas, perhaps consideration should be given to shortening the service period. In either case, inspections save money. They save money by allowing longer use of a part—or allowing users to replace a part sooner and avoid an unexpected failure. MT

Randall Noon is a root-cause team leader at Nebraska's Cooper Nuclear Station. A licensed professional engi-neer in several states, he's been investi-gating failures for more than 30 years. He's also the author of several articles and texts, including: The Engineering Analysis of Fires and Explosions; Forensic Engineering Investigations and Scientifi c Method: Applications in Failure Investigation and Forensic Science. Email:[email protected].

©2011 Fluke Corporation. 4060043B

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MAINTENANCE LOG


Eric BjorkGates Corporation

Prevent Premature Failure In

Power Transmission Belts:Troubleshooting ProblemsBelts can have issues. Understanding them is key to keeping

many of your critical processes up and running.

©AFRICA STUDIO - FOTOLIA.COM

MAINTENANCE LOG


Understanding V-belt failure issuesWhen a V-belt reaches the end of its service life, it will break or separate due to normal wear over an extended period of time. A properly installed and tensioned V-belt will operate at 93%-97% effi ciency and last up to three to fi ve years. Used in harsh conditions, its service life can drop to a year or less. If, however, a belt needs to be replaced more than twice a year, it may indicate a more serious problem.

Common causes of premature V-belt failure include:

■ Improper maintenance. Neglecting to monitor alignment, tensioning and signs of abnormal wear may result in the incorrect amount of tension, worn sheaves and misalign-ment, all of which can cause failure. Forty-two percent of belt failures can be attributed to inadequate maintenance.

■ Poor design. If a drive is not designed properly or if a user makes changes to the speed or load of equipment, belts can encounter several problems. A properly designed drive takes into account desired belt type, motor rpm and horsepower, service factor, desired pulley rpm or speed ratio and center distance between shafts.

■ Improper installation. The wrong tension level can cause the belt to slip under peak loads, while misalignment between the belt and sheave can cause abnormal wear and belt instability.

■Environment factors. If a V-belt is hot to the touch, it is operating above its ideal temperature range and may not be suitable for the application. V-belts operating in dusty environments where debris is present are subject to contamination between the belt and sheave, which can cause excessive wear.

■ Incorrect handling and defective components. V-belts should be stored on a fl at surface. Hanging them can cause crimping and shorten service life. When it is time to mount the belt, check the sheaves for sharp edges and wear. Also, make sure to avoid prying or rolling it onto the sheave. This can damage tensile cords.

Identifying and solving V-belt problems…Knowing how to prevent future occurrences is benefi cial, but how does one identify current V-belt problems?

Pay attention to the V-belt drive and note any abnor-malities. Unusual sounds, excessive vibration and a hot belt are all signs that one should inspect a drive for issues. Examine the exterior of the belt for any signs of even wear, cracking, frayed covers, burned spots, swelling or hard-ening. For detailed troubleshooting, shut down the drive and inspect not only the belt, but the sheaves, belt guard, bearings and shafts.

When inspecting a V-belt, look for excessive wear in the following locations:

■ Top surface. This could be caused by the belt rubbing against the guard or by an idler malfunction. Check both and repair or replace the offending part.

■Top corners. The belt may be too small for the groove in the sheaves. Make sure to match the belt to the correct sheave.

■Belt sidewalls. Excessive wear could be from incor-rect tension, which can be corrected by retensioning the drive, from sheave misalignment, which requires realigning and sheave replacement, or the belt may be the wrong size for the drive and should be replaced.

When power transmission belts fail prematurely, productivity

plummets and replacement costs add up. Knowing how to trou-

bleshoot belt failure and take corrective and preventive actions

saves valuable time and, ultimately, money.

Failure caused by normal V-belt wear

MAINTENANCE LOG


If the sidewalls are burned or hardened, it may be a sign of a slipping belt, worn sheaves, an under-designed drive or shaft movement. Retension a slipping belt and replace a worn sheave. If the drive is under-designed and cannot carry the load, redesign it to the manufacturer’s recommendations. Shaft movement could be caused by changes in the center distance between the sheaves, and should be checked and adjusted.

■Bottom corners. The sheaves may be worn or fi t between the belt and sheave may be incorrect. Check sheaves for wear and replace or fi nd the correct belt/sheave match.

■Belt surface. If the bottom surface is worn, the sheaves may be worn or have debris in them. Clean or replace them. The belt may also be bottoming out against the sheaves because of an incorrect match between the belt and sheave. Find the proper match to correct the problem. Pay close attention to how the belt’s surface feels. If the belt is hard or stiff, it may be due to either a hot environment or belt slip. Provide more ventilation to the drive or adjust belt tension to correct the problem. If the surface is fl aking, sticky or swollen, it may have been contaminated by chemicals. Eliminate the source of contamination.

■ Undercord. Environmental conditions, improper storage, belt slip or a sheave that is too small can crack the under-cord. Address this by controlling the belt drive environment, storing the belt properly, retensioning to manufacturer’s recommendations and replacing a small sheave with a larger one. Also, check the size of the backside idler. If its diameter is too small, increase the size.

Identifying and solving banded V-belt problems…When banded V-belts show evidence of tie-band separa-tion or damage, come off the sheave repeatedly or have one or more belt ribs running outside the sheave, it is time to examine the drive.

Here’s what to look for in regard to such problems:

■Tie-band separation. Check for sheave misalignment, and realign the drive if necessary.

■Top of tie-band damage. Adjust the guard if it is inter-fering, or clean and possibly replace the sheaves.

■Repeatedly jumping off the sheave. Align the drive to correct any misalignment, clean out the sheaves or try single belts.

■One or more ribs running outside the sheaves. Check the manufacturer’s specifi cations and retension the belt or realign the drive.

Understanding synchronous-belt failure issuesSimilar to V-belts, synchronous belts can last for years if properly maintained. Synchronous belt failure from tensile cord fatigue after a running time of two to three years is normal. While belt life can vary signifi cantly between applications due to numerous factors, including the transmitted power level, the environment, belt installa-tion tension, shaft/sprocket alignment, sprocket condition and even how the belt was handled prior to and during installation, replacing synchronous belts more than once per year may be a symptom of a larger issue.

The most common causes of premature synchronous belt failure are:

■ Belt crimping. A sharp bend may cause individual fi bers within the tensile members to buckle or crimp, reducing the overall ultimate tensile strength of the belt. This can occur when a belt is mishandled, has incorrect installa-tion tension, sub-minimal sprocket diameters or when a foreign object enters the drive.

Failure due to normal synchronous belt fatigue

MAINTENANCE LOG


■ Shock load. When intermittent cyclic torque loads are higher than normal, belt stress levels increase, which may lead to failure. Severe shock loads can cause belt tensile breaks that can be identifi ed by a ragged and uneven appear-ance. If the drive shock loads can't be eliminated, increase the belt tensile strength. Or you can replace the synchronous belt drive with a more forgiving V-belt drive system that's capable of inter-mittent slip.

■ High belt installation tension. Applying too much tension to a synchronous belt may result in root cracks, which can cause the belt teeth to fall off, or excessive wear, which exposes individual tensile cords. Prevent these issues by determining and setting proper tension levels.

■ Low belt installation tension. Not applying enough tension can cause belt tooth rotation or tooth wear (i.e., hook wear). Increase belt installation tension levels to prevent these problems. If doing so doesn't take care of the issue, the drive structure might not be rigid enough to prevent defl ection and may need structural support. If increasing belt-installation tension levels isn't possible, try to increase the sprocket diameters.

■ Sprocket condition. Sprockets can also cause premature belt failure, yet they're rarely inspected when a belt fails. Sprocket wear may occur from belts that have been installed with excessive installation tension or ones that have had the tooth facing or jacket completely worn away. When a ridge along the tip of the sprocket teeth becomes visible, the sprocket should be replaced.

Knowing how to troubleshoot belt failures and take

corrective, preventive actions will save you money.

© 2011 U.S. Tsubaki Power Transmission, LLC. All Rights Reserved.

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MAINTENANCE LOG


■Environment. Belts operating in abrasive atmospheres on applications such as phosphate mining conveyors or foundry shakers can fail prematurely. Extend the life of sprockets and belts that are exposed to abrasive dust and contaminants by installing a sealed guard pressurized with clean air.

Similarly, high temperatures and chemical exposure can degrade belt material, causing cracking and crimping. Consider replacing standard synchronous belts that are operating in temperatures above recommended limits, or are exposed to high ozone levels, with ones constructed to withstand extreme heat and chemicals. MT

Eric Bjork's responsibilities with Gates include providingengineering support for MRO customers and equipment designers via the PA Hotline and leading Gates' sponsor-ship of the FIRST® Robotics Competition. He received his Bachelor’s degree in Mechanical Engineering from the Univer-sity of Colorado at Boulder.

Ignoring underlying causes of belt damage leads to increased downtime, decreased pro-ductivity and higher replacement costs. On the other hand, when they’re properly main-tained, V-belt and synchronous belt drives can be trouble-free through the course of their service lives.

For a wealth of free resources, including a poster to use as visual reference in identifying specifi c belt issues, visit www.gatesprograms.com/ptsavings/beltfailure?sid=mainttechbeltfailedit0911.

Ignore Belt Issues At Your Peril


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About Suncor EnergyIn 1967, we pioneered commercial development of Canada’s oil sands – one of the largest petroleum resource basins in the world. Since then, Suncor, with a team of more than 13,000, has grown to become a globally competitive integrated energy company.

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CANADA’S OIL SANDS INDUSTRY OFFERS EXCITING CAREERS AND ROOM FOR GROWTH – SUNCOR ENERGY OFFERS ALL THAT AND MORE. People thrive at Suncor. It’s a company where employees enjoy respect for their talent and ideas, unlimited career opportunities, excellent compensation and a sense of pride in their employer’s experience and reputation. It’s a company where you can build your career the way you want it built. We’re currently recruiting for the positions listed below. These positions are all based in Fort McMurray, Alberta, Canada. People come for the rewarding jobs created by the oil sands industry. People stay for the sense of close-knit community, abundance of natural beauty and excellent compensation and quality of life.

Eligibility for professional registration in Alberta, Canada is a requirement of all Engineering positions.

Suncor Energy offers a competitive salary, top benefi ts, including a generous savings plan, attractive vacation entitlements and 15 Fridays off for eligible staff positions. Assistance with relocation and immigration will be provided.

Fort McMurray, Alberta is located approximately 440 kms (275 miles) northeast of Edmonton, the capital city of Alberta. Situated in a beautiful stretch of valley, Fort McMurray offers anactive and outgoing lifestyle to its 100,000+ residents. Like any modern city, Fort McMurray takes pride in the quality and variety of its social services and educational, cultural andrecreational facilities.

Please e-mail your resume in confi dence by November 30, 2011, quoting the applicable Competition #, to: [email protected] candidates who make our short list will be contacted.

For additional information on Suncor and Fort McMurray, visit our websites at:

www.suncor.com and www.woodbuffalo.ab.ca

© 2011 NAS(Media: delete copyright notice)

Manufacturing EngineeringMaintenance Technology7" x 10"4-color

Senior Chemical/Process EngineersAs a Senior Chemical/Process Engineer, you are responsible for providing technical expertise at the Design Basis and Detailed Engineering phases of the major projects for a 200,000-barrel per day bitumen Upgrader, or a 170,000-barrel per day bitumen Extraction plant. You will be working in a dynamic, multidisciplined team to identify, screen and implement improvements to enhance safety, production, plant reliability, environmental performance, profi tability and sustainability. You will focus on ensuring that all process changes are carried out in accordance with standards and procedures. You have a university degree in Chemical/Process Engineering with 10+ years of professional experience in the oil and gas industry or petrochemical industry. Knowledge of MS Offi ce, as well as various engineering software packages, would be an asset. Competition #US001

Senior Electrical EngineersAs a Senior Electrical Engineer, you are responsible for providing technical expertise and direction to support maintenance and reliability. You will focus on asset reliability through the elimination of equipment failures and reliability improvement projects. A university degree in Electrical Engineering with 10+ years of professional experience – oil and gas, mining, refi nery, utilities, power generation – are essential. Knowledge of variable frequency drives, MCCs, UPS and protection relays is preferred. Familiarity with Siemens, ABB and Rockwell equipment is preferred but not required. You are familiar with various electrical standards (IEEE, CSA, CEC). Competition #US002

Senior Instrumentation EngineersYour 10+ years of professional experience in an oil and gas facility or mining will enable you the ability to provide technical engineering expertise for day-to-day planned and unplanned maintenance requirements and for major events, including outages, turnarounds and unplanned events. You will lead initiatives with a focus on continuous improvement and asset reliability through the design of world-class asset strategies and maintenance programs. A university graduate with a degree in Electrical/Instrumentation/Electronics Engineering with experience in the design and application of fi eld instrumentation, as well as knowledge of international standards (ISA, IEEE). Having familiarity with Honeywell, Delta V and Allen Bradley control systems is desired but not required. Competition #US003

Senior Metallurgical EngineersYou will have a Materials, Metallurgical and/or Welding Engineering degree complemented by a minimum of 10 years of experience in the oil and gas industry, preferably in a refi nery environment related to Reliability and/or Facilities Engineering, and be responsible for providing technical support to maintenance and reliability groups in an operating facility. In the position, you will develop standards related to weld fabrication, material selection, equipment integrity and corrosion prevention, and will lead failure analysis and problem investigation to mitigate risk of recurrence. The role requires extensive knowledge of ASME, API, ASTM, NACE and AWS standards and codes. Competition #US004

Senior Rotating Equipment EngineersYou have a Mechanical Engineering degree coupled with 10+ years of industrial experience and are able to provide technical support to the Maintenance and Reliability Engineers regarding selection, operation, maintenance, troubleshooting and long-term reliability of rotating equipment. You will work toward continuous improvement of asset reliability of the rotating equipment through the application of asset strategies and root cause analysis, as well as Predictive Maintenance, RCFA and RCM methodologies. You will develop rotating equipment engineering scopes for all outages, major and turnaround maintenance events. Knowledge of vibration and oil analysis, as well as PDMA for rotating equipment, is essential. Conversant of all applicable codes and standards (API 610, API 682, API 614, API 617, API 618 and API 670) is preferred. Competition #US005

Senior Reliability Program DevelopersAs a Reliability Program Developer, you are accountable to develop preventative and predictive Reliability Programs under the compliance of all required procedures and standards. In this role, you develop strategies to support subject matter experts in making decisions around repeat failures, bad actors and change equipment. You will have a Mechanical or Electrical engineering degree, 10 or more years of hands-on experience in maintenance and reliability management, plus strong knowledge of SAP maintenance modules and troubleshooting in a large oil and gas/chemical/manufacturing plant. Competition #US006

Senior Engineers, Mine PlanningPositions available are Senior Engineer – Mine Planning, Senior Engineer – Tailings Planning, and Senior Engineer – Reclamation Planning. You will create and communicate short and/or long range plans and designs, which take into consideration key constraints and stakeholders, while maximizing safety and optimizing production to support Suncor operations and development. You will have an Engineering degree in Mining Engineering (preferred); however, candidates with degrees in Civil or Geological Engineering will also be considered. You will have 10+ years' Mine Planning experience. Previous Oilsands experience is a strong asset. Competition #US007


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Issues Around Copper Lines


By Dr. Lube, aka Ken BannisterSymptom:“Dr. Lube, in your book Lubrication for Industry, specifi cally in the chapter ‘Selecting a Lubricant Delivery System,’ under ‘Lube Lines,’ you say that copper can deplete certain additive packages from oil. Could you explain this a bit more?”

Diagnosis:Copper is an easy material to bend and, thus, is often favored for piping lubrication-delivery systems. One of the perceived benefi ts is the softness of the metal that contributes to easy installation. In fact, that very quality is a drawback when the metal is overworked during the initial bending process, causing work hardening and cracking of the line’s surface.

Hardening is accelerated as a result of subsequent machine vibration, which releases a fi ne copper “dust” into the fl uid. As with any tubing or piping mate-rial used to carry fl uid, erosion wear caused by the fl uid moving over the tubing surface (i.e., think smooth rocks in a fast-moving river bed) will occur (especially at sharp bends or corners) and, over time, release copper particulate into the fl uid.

How does this affect lubricants in a delivery system? Copper literally attacks the antioxidant packages in industrial and automotive oils. (It’s the primary material used in laboratory testing to accelerate oxidation when testing lubri-cants!) Copper’s impact on antioxidants is more common in recirculative systems than in total-loss systems. A similar effect can be seen in the cooking arena, where use of copper cleaning pads in deep fryers is known to accelerate the breakdown of oils and fats.

In areas where large temperature swings are the norm, moisture can build up in copper lines and release copper ions. This is an important issue for refi neries, as distillate fuels and oils can contain sulfur-based compounds called mercaptides. Copper—like brass—is incompatible with mercaptides. Together, they form a gel similar to insoluble grease that will plug fi lters and lines. Additives to prevent this from occurring are available.

Prescription:When choosing a premium line material for a lubrication-delivery system (any lube-delivery system, that is), the ideal choice is copper-coated (on the outside) steel. These types of lines will not only withstand heavy shock load and trauma, they’ll have a higher burst pressure—and look much neater if bent using the correct tools. MT

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

ubricationheckupheckupheckupC

ubricationubricationubricationubricationubricationubricationL

Cyan Magenta Yellow Black

LH: In ProgressSave Date: 10-17-2011 11:23 AMPrevious User: Joe.ScalaDocument Path: Macintosh HD 2:Users:tammy:Desktop...EXOD1030:1030_EXOD_SHC600_StripAd.indd

Job #: EXOD1030Client: Exxon MobilJob Name: SHC Next Gen

Studio Artist: TammyProof #: 6-Release


LH: In ProgressSave Date: 10-17-2011 11:23 AMPrevious User: Joe.ScalaDocument Path: Macintosh HD 2:Users:tammy:Desktop...EXOD1030:1030_EXOD_SHC600_StripAd.indd

Job #: EXOD1030Client: Exxon MobilJob Name: SHC Next Gen

Studio Artist: TammyProof #: 6-Release

Keep your business’ gears moving into the future.

© 2011 Exxon Mobil CorporationMobil, Mobil SHC, and the Pegasus design are trademarks of Exxon Mobil Corporation or one of its affiliates.

From heavy loads and extreme temperature variations to design and capability changes, industrial gearboxes operate under very challenging conditions. And with equipment performance and reliability so crucial to your bottom line, you need the most technologically advanced lubricants to help keep your business going forward.

Introducing Mobil SHC 600 Series next-generation optimum-perfor-mance circulating and gear oils. Reengineered and upgraded with a balanced formulation to meet the changing demands of your industrial machinery. Protecting your gears and bearings with long oil life, improved viscosity, and low-temperature properties —and substantial energy efficiency benefits.

Making forward-thinking Mobil SHC 600 Series an investment in your future profitability.

For more on how enhanced Mobil SHC 600 Series can unleash the next generation of productivity, go to mobilindustrial.com.

This mechanical prepared by

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

Safety: 2.125" x 9.5" Client: Exxon Mobil Ad Number: ENOD1031

Trim: None Issue Date: Job Name: SHC 600 Next Gen. Ad

Bleed: None Project Manager: Rich Veloso 1-646-865-6212

Color: 4/C – 1/3 Page Production Contact: Linda Herskovic 1-646-865-6371

Publications: Various Publications – 2011

S:2.125”

S:9.5”

1030_EXOD_SHC600_StripAd.indd 1 10/17/11 11:28 AM



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

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

This mechanical prepared by

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

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

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

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

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

Publication: 2011 Pubs

ENOD1061 Gas Engine Print Ad Version 1

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

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

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

S:7”S:9.5”


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VOLUME 2 / NO. 2 UTILITIES MANAGER | 30

XX UMBIG MONEY TALKSUM

Legislate Pump Effi ciency By Itself? “Figgudebodi!”

William C. Livoti

As you may have deduced from my name, I’m Sicilian. Anyone familiar with Sicilians will understand the family-bonding thing. The Livoti family was no different. When I was a

young impressionable lad, our cousin Rosalie came from Cinisi, Sicily, our family home, for an extended visit. (FYI: Cinisi, settled in 1383, has a population of around 10,000 and is noted for a festival of buttermilk curds and dairying products.)

Rosalie was a very smart and attractive middle-aged woman who had minimal command of the English language. She could quickly see through the bragga-docio of her many suitors. I would often hear her saying something that sounded like “Figgudebodi” when brushing off—or “escorting”—a less-than-acceptable boyfriend to the door. I know now that she was really trying to say “forget about it.” (Forget about what? Let your imagination run wild.) But I digress…

What does my memory of cousin Rosalie’s love life have to do with pump effi ciency? I guess it boils down to how she looked at things—and her ability to fi gure out what was important and what wasn’t.

The U.S. Department of Energy (USDOE) is in the process of developing energy-effi ciency standards for pumps. Sound familiar? Most readers will be familiar with the motor-effi ciency standards Epact (Energy Policy Act of 1992) and, more recently, EISA (Energy Independence Security Act of 2007). As of December 2010, most AC motors have been required to meet a specifi ed effi ciency—in many cases, this spec is less than 2%. Now, the USDOE wants to control pump effi ciency. Like motors, the required improvement would be in the single digits.

Why this intense focus on component effi ciency instead of system effi ciency? Simple: It’s relatively easy

to document and legislate—just like motor effi ciency. The big savings opportunity, however, is in “total system effi ciency,” an approach that’s endorsed by the Hydraulic Institute (HI).

HI has a straightforward explanation for concen-trating on system effi ciency—the motor and pump react to system requirements. A pump responds to the system resistance or lack thereof; the motor follows right along, delivering the required horsepower.

Let’s run some numbersSay a system is currently producing 1000 gpm @ 150’ of head. Its total energy consumption at $0.07 KWh for 6800 hours is $33,794. Since the system doesn’t require the design fl ow, the pump is throttled, creating 60’ of friction loss across the discharge valve, resulting in a total system effi ciency of 40%.

■ Increasing pump effi ciency by 3% would improve system effi ciency by 1%, thus saving $1252.

■ Increasing motor effi ciency by 2% would improve system effi ciency by 1%, thus saving $704.

■ If the friction loss were to be reduced by just 30’, system effi ciency would be improved by 15%, thus generating total energy savings of $9400.

The above example only addresses energy savings. There’s an added benefi t in reducing the excess friction: It’s pump and system reliability, and what operation can’t use a little more of that?

So, is improving pump effi ciency—as opposed to improving “pump system” effi ciency—the answer to reducing energy consumption and enhancing your organization’s bottom line? You be the judge. If you asked my savvy cousin Rosalie for her opinion, she would probably just tell you to “Figgudebodi!” MT

Bill Livoti is sr. principal engineer, Power Generation and Fluid Handling, at Baldor Electric Co., a business of ABB. Email: [email protected].


Pumps, like the motors that drive them,

react to system requirements.

Total system effi ciency is what’s critical.

30 | UTILITIES MANAGER VOLUME 6 / NO. 4

UM

Gone are the days when energy management consisted of the frustrated plant manager asking everyone to turn off the conference room lights after receiving the electricity bill. Today, facilities of all kinds are benefi ting from high-tech and high-touch programs that unlock sustainable energy savings by diving deeper into engineering, tracking and application. State-of-the-art energy management is fast becoming a fact of life in industrial facilities where even small-percentage improvements quickly add up to large savings.

Based in Portland, OR, Cascade Energy (Cascade) special-izes in optimizing the energy performance of industrial systems for clients across North America. As an independent consulting fi rm, it brings an unbiased approach to achieving sustainable improvements. Comprised largely of engineers, the company has consulted on a signifi cant number of capital projects over the past two decades and applied its energy-monitoring and management skills in more than 400 facili-

ties. Cascade currently manages programs for many Pacifi c Northwest organizations including Energy Smart Industrial programs through the Bonneville Power Administration, Pacifi Corp and Energy Trust of Oregon.

Through its many experiences, Cascade has developed a comprehensive energy-management process that gener-ates energy improvements ranging from 10-20%, and for some facilities, considerably more. This includes signifi cant energy consumers such as those with industrial refrigera-tion, compressed air, chilled water, steam, oil and gas, process equipment, fans and pumps, hydraulics and lighting.

As noted in the accompanying chart (page 32), the Cascade approach involves establishing a system to monitor and predict future energy savings, providing on-location support for energy coaching and facility tune-ups to improve energy effi ciency and supporting facility personnel with engineering follow-up and support for capital investments and innovations.

Volume 6 / no. 4 utilities manager | 31

Jane Alexander, Editorwith

Dan Brown, Cascade Energy, Inc.

Rising energy costs are moving energy management into a new era of sophistication, capturing

substantial savings for companies large and small. Here’s the successful approach one engi-

neering consulting group is taking to help its clients’ operations become more effi cient.

Could it work for yours?

Doing More With Less To Achieve Sustainable

Energy-Management Results

UM

Predicting future energy consumptionWhen Cascade Energy begins a project, its fi rst item of busi-ness is to create a model that establishes the baseline for how the client currently uses energy.

Baselining calls for the application of software, statistics and historic data to understand the conditions that infl uence energy consumption—ranging from weather to production to facility-usage schedules. Ultimately, Cascade’s consultants strive to create a mathematical model that can predict energy consumption in the future, based upon signifi cant infl uencing variables and how those variables refl ected historical energy use.

Unlike most energy-tracking programs, Cascade’s energy-engineering experience, application of deep technical rigor and fi ne-tuned engineering judgment helps them employ mathematical correlations that link energy usage to a reliable facility output measure such as units of fi nished goods. A predictive model tied to outputs helps these consultants set a benchmark for quantifying the savings of energy-effi ciency measures going forward. It’s Cascade’s “secret sauce.”

Establishing a predictive energy model helps show a client’s workforce how facility energy use and energy savings are correlated to variables like weather, operations or production. This engages staff and management in a more sophisticated energy-management program and provides a framework for setting energy-management goals that link to business goals.

Monitoring energy usage requires the installation of hardware and software, and services. Hardware packages

are customized for each facility. For main utility meters, pulse outputs can be recorded directly from the meter. For sub-metering applications, multiple options are avail-able, depending upon existing wiring, budget and required accuracy and timeliness of the data. Energy-usage data is recorded and time-stamped by the hardware, then trans-mitted to energy-management software through cellular or Ethernet connections. A powerful suite of software is employed to collect data as a fi rst step toward understanding how and where energy is consumed and how energy use can be optimized (see Sidebar, page 34).

From modeling to managementIn many cases, electricity rates for industrial customers are based not only on the total amount consumed, but also on when it’s consumed (peak vs. non-peak) and the maximum rate of consumption (peak demand). Therefore, in order to minimize electricity cost, it can be important to monitor and control electricity usage in near real-time.

Energy monitoring can be done at a facility-wide level by measuring and reporting the data from the main utility meters feeding into the facility. Monitoring can also be deployed on a distributed level within a facility in order to determine energy usage by specifi c processes and subsystems. Distributed monitoring—often referred to as sub-metering—commonly requires installation of additional meters specifi -cally for this purpose.

Monitoring systems can be set up to monitor consump-tion of all types of energy, including electricity, natural gas,

32 | utilities manager Volume 6 / no. 4

Cascade’s step-by-step approach for working with its clients

UM

propane, fuel oil, steam, etc. In addition, some companies also monitor water, effluent and other parameters.

Cascade’s energy-management programs are customized to meet specific customer needs, but usually include three key elements:

n Energy monitoring. Cascade provides energy-monitoring hardware and a powerful Web-based software package to determine baseline performance and measure improve-ment over time. This data is available to our customers on a near real-time basis with “dashboards” and graphs that can be easily customized to individual preferences. Cascade also performs sophisticated analyses to normalize data for variables such as outside temperature, facility size, type of operation and throughput. This allows for fair compari-sons of energy efficiency over time and also between sites of varying sizes, types, locations and activity.

n Facility tune-ups. Similar to automobiles, industrial facilities require periodic maintenance and adjustments to maintain optimum operating efficiency. Cascade performs facility “tune-ups” with an experienced energy-efficiency

engineer and technician at a customer site—working closely with facility operations and maintenance personnel. Tune-ups typically take from three to five days of intensive effort and result in some immediate efficiency improvements and a list of low-cost/no-cost actions that can be implemented over six to 12 months.

n Ongoing support to facilitate continuous improvement. Cascade has found that an ongoing dialogue between an energy-efficiency engineer and customer operations personnel yields great benefits in terms of facilitating continuous improvement, addressing issues and providing continuing training and education. The consultants gener-ally plan for one to three hours per month per customer site for ongoing support over the life of a program.

Return on investmentEnergy management is typically a multi-year program aimed at continuous improvement. In the initial three-year phase, Cascade’s customers typically see reductions of 10 to 20% in total energy usage—and sometimes substantially more. Payback on an energy-management program based on



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UM

34 | utilities manager Volume 6 / no. 4

reduced energy expense is typically one to two years (and can be less if there are incentives available from utility providers or government agencies). In addition to the simple fi nancial payback on reduced energy expenditures, there are other benefi ts that are more diffi cult to quantify, but may be of even more value. Some of these include:

n Providing the ability for a company to compete success-fully for additional business with cost-sensitive clients. . . If energy is a signifi cant portion of your company’s oper-ating expenses, a reduction in energy costs can have a material impact on operating expenses. This may allow your fi rm to compete for additional business with cost-sensitive clients that would not have been feasible with a higher cost structure. Since large clients are often the ones who are most sensitive to costs, this could result in a very large amount of new business.

n Positioning a company as environmentally responsible…Many companies are seeing increasing interest (and sometimes increasing pressure) from shareholders, customers and others to lessen their impact on

the environment. An energy-management program is an excellent way to demonstrate environmental responsi-bility and show measurable results. In addition, this may become a competitive advantage when pursuing new business as many of your potential customers may be interested in assuring that their supply chain is made up of environmentally responsible vendors.

n Improving reliability and reducing maintenance of plant equipment. . .A key element of an energy-manage-ment program is to assure that equipment is well main-tained and operating properly. Since increased energy consumption is one of the early warning signs for equip-ment in need of maintenance, energy monitoring can identify potential problems and allow for appropriate maintenance procedures before serious damage is done. It’s also important to remember that a key part of energy management is to modify set-points and operating proce-dures to assure that equipment isn’t working any harder than necessary. Besides reducing energy consumption, this typically results in reduced wear and tear and can signifi cantly extend equipment life.

Energy management in the futureOptimizing energy performance in industrial systems requires a continuous-improvement model that involves monitoring and tracking, active management and assess-ment and proper implementation of system changes. This approach provides sustainable and persistent improve-ments that are quantifi ed from an established baseline.

Cascade Energy envisions a day when managing energy will be treated with the same respect and zeal as managing sales and cash-fl ow matters in industrial facilities around the world. Indeed, that time may be upon us much sooner than later. MT

Dan Brown is VP of Energy Management with Cascade Energy, Inc. For more information on the company’s services, telephone: (503) 287-8488; email: [email protected]; or visit: www.cascadeenergy.com.


Cascade’s powerful energy-monitoring soft-ware is typically offered as a hosted service with Web-based access. All data remains property of the customer. Data is stored in a Tier 3 facility and backed-up daily. Access to all data and reports is password-protected. Cascade develops actionable information in the form of dashboards from its software

packages that is relevant, easy to understand and timely; all adding up to a near real-time presentation of facility energy effi ciency. It also allows for aggregation of data from multiple facilities to present corporate-wide results and normalized site-by-site comparisons. Further-more, alarms may be installed to send alerts whenever excess energy is being consumed.

Energy-Monitoring Musts: Leveraging the Power

of Software

Energy-effi ciency tune-ups can result in a list of low-cost or no-cost actionsthat provide quick improvements.

UM



Industry’s NEWEST and MOST POWERFULPdM Diagnostic Data Collector / Machine Vibration Analyzer

Azima DLI is pleased to introduce TRIO™, the newest Predictive Maintenance data collector that will improve the effectiveness of your condition monitoring program.

LEARN MOREGo to www.AzimaDLI.com/TRIOor call us at 800-654-2844 ext 3

Effi cientGadgets


Fluke has announced a new version of its 430 Series II three-phase power quality analyzer includes a patented method of quantifying energy waste from harmonics and unbalance. From an algorithm fi rst developed by Vincente

Leon and Joaquín Montañana of Spain’s University of Valencia Polytechnic as an extension to IEEE standard 1459, the patented Unifi ed Power function on the 430 Series II was engineered by Fluke engineers in cooperation with University of Valencia scientists. Unifi ed Power marks the fi rst time that any handheld test tool has provided the ability to automatically quantify the amount of energy made unusable by harmonics and unbalance. In addition, by inputting the applicable utility rate structure, the user can calculate a monetary cost of wasted energy. The new Fluke 430 Series II models will be available in January 2012.

Fluke Corp.Everett, WA

Quantifying Energy Waste From Harmonics And Unbalance


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Reliability: Own It





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


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

for individuals or groups to share the MARTS experience.



MARCH 12-15, 2012

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

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

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

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




Keynote AddressTues. March 13, 2012:

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

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

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

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

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

Dave Rosenthal, Jacobs Engineering

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

Leveraging PAS 55 to Optimize Asset Utilization and Increase Productivity

Kris Goly, Siemens Asset Performance Management Services

Confi rmed Workshop Titles: Energy and Sustainability Management

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

Maintenance and Process Reliability Enrique Mora, Mora International Consulting Services

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

Maintenance Planning and Scheduling: Increase Your Workforce Without Hiring

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

Howard W. Penrose, Dreisilker Electric Motors, Inc.

Other Workshop Presenters: Ken Bannister, Engtech Industries, Inc.

Mike Gilley, Fox River SystemsDave Krings, Consultant

Jim Seff rin, Infraspection InstituteEd Stanek, LAI Reliability Systems

Bob Williamson, Strategic Work Systems


Cause Mapping I: Eff ective Root Cause Analysis

For complete schedule and registration information, please go to

www.MARTSconference.com


RELIABILITYTHE

F I L E SRELIABILITYF I L E S

Volume 1 Number 11

M A I N T E N A N C E

TECHNOLOGY®


Sponsored Section

38 | MAINTENANCE TECHNOLOGY Sponsored Information THE RELIABILITY FILES / NOVEMBER 2011

RELIABILITYTHE

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

TECHNOLOGY®


ProblemA leading plastic-injection company planned to install variable frequency drives (VFDs) on its chiller pumps to increase energy effi ciency and reduce operating costs. These drives are increasingly popular in the HVAC industry because of their ability to economically meet changing load demands, making them ideal for fl uid and air-fl ow applications.

While the use of VFD systems provides many benefi ts, the company was concerned because VFDs have been known to cause premature bearing failure: They induce high-frequency voltages on the shaft that seek the path of least resistance to ground. These harmful shaft currents discharge through the motor’s bearings or the bearings of coupled equipment. Once these volt-ages exceed the insulation breakdown of the bearing lubricant, they discharge through the bearings to ground.

This discharge—known as electrical discharge machining (EDM)—is one of the leading causes of premature bear-ing failure in VFD-driven motors. The results are costly: They include reduced equipment reliability, increased main-tenance costs, unscheduled downtime and lost revenue.

SolutionThe customer specifi ed to its vendor of choice, the full-service HVAC energy- solutions provider Gardiner Trane, that bearing protection be added to the

VFD installation project to safeguard the owner’s investment. Gardiner Trane chose the Inpro/Seal® Current Diverter Ring™ (CDR®) as its complete shaft-grounding solution. The CDR® utilizes proprietary conductive fi laments to divert harmful shaft currents from the bearings and to ground by providing a low-impedance path to ground away from the bearings.

“Originally we were going to use a complete ring assembly,” said William Thompson of Gardiner Trane, “but after consulting Inpro/Seal’s applica-tion engineers, they recommended a split design for easy installation.” Thompson explained that Inpro/Seal’s ability to custom engineer a split-design CDR® for each piece of equipment was an attractive feature to Gardiner

Trane because of shaft-diameter varia-tions on their customer’s motors. “The pumps are close coupled and getting the correct measurement was diffi cult,” he said. “Getting the size right was criti-cally important.”

Return On InvestmentNineteen custom-engineered CDR® devices were delivered to Gardiner Trane in 1-2 days time. Gardiner Trane installed them on Sundays so the process wouldn’t interrupt the customer’s production schedule. “Inpro/Seal’s sales engineer guided us through the instal-lation process and, with his help, the few issues we had were easily resolved,” Thompson said.

Since the CDR® devices were installed, Gardiner Trane and its customer have observed no evidence of bearing damage. “We service this customer with an ongoing agreement for their HVAC equipment and assist with the operation of the pump skids, if needed. Since we installed the CDR® devices there have not been any issues— the original bearings are still operating with the new VFDs.” Thompson stated that thanks to the bearing protection Inpro/Seal provides, the customer is able to enjoy all the energy-effi ciency and cost-savings benefi ts VFDs offer without fear of premature bearing wear, motor failure or costly downtime. MT

Inpro/SealRock Island, IL


Extending The Life Of Energy-Effi cient HVAC Equipment

Inpro/Seal is the leading designer and manufacturer of engineered-system and bearing-protection products for rotating equipment in a variety of industries. Since inventing the fi rst bearing isolator in 1977, Inpro/Seal has maintained a leadership position in the markets they serve. The company’s complete shaft-grounding solutions include the Current Diverter Ring™ (CDR®), multi-stage CDR® for high-voltage systems and Motor Grounding Seal™ (MGS®) for severe duty applications. Learn more about Inpro/Seal at www.inpro-seal.com.

JULY 2011 / THE RELIABILITY FILES MT-ONLINE.COM | 39For more info, enter 280 at www.MT-freeinfo.comFor more info, enter 280 at www.MT-freeinfo.com For more info, enter 280 at www.MT-freeinfo.com

When your equipment is down, you need a partner that ships a solution to you same-day…not some day. At Inpro/Seal, we recognize the high cost of downtime facing our customers; that’s why we’ve designed our operations to support quick–turnaround of our custom–engineered bearing protection products.

With manufacturing locations in North America and the United Kingdom, we’re able to offer industry–leading products with unparalleled response time and service to customers around the globe. The right technology…right when you need it.

YOUR SAME-DAY SHIPMENT SPECIALISTS

#1 in Bearing Isolatorswww.inpro-seal.com


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TECHNOLOGY SHOWCASE

*Defi nition determined by Maintenance Technology editorial staff.


...What’s up?

Earlier this year, Technology Showcase reviewed the test-and-analysis sector by covering some of the products and tools that maintenance professionals use in the areas of thermography, vibration analysis, shaft alignment and

others.* This month, we focus on third-party test services and the growing importance of this sector to manufacturers in the areas of equipment health and product compliance.

Among the many reasons manufacturers use test and analysis services, lubri-cation and oil analysis may be the most common. Long understood as an accu-rate way to determine equipment condition, oil analysis enjoys greater exposure today as more end-users invest in maintenance activities to reduce operational costs and extend equipment life.

Oil testing involves some or all of the following three actions: reconfi gura-tion of machinery to allow samples to be taken; team training on the importance of sampling and the procedures required to take samples; and choosing a lab that can provide an analysis within a reasonable timeframe. Of these steps, choosing and working with a lab can require the most attention to detail, say experts, due to the potential for poor communication and misun-derstood expectations.

Maintenance teams must know what they need from an analysis—not just oil condition, for example, but signs of equipment condition and possible failure—and provide enough detail to the lab to ensure they get it. Most labs are equipped to provide in-depth information on a wide range of machinery and systems. ASTM- or ISO-certifi ed procedures afford the highest levels of accuracy and standardization, and are the most costly.

The Consumer Product Safety Improvement Act (CPSIA), passed in 2008, is another reason manufacturers turn to third-party test services. Provisions of this federal law, which went into effect in January of this year, require makers of prod-ucts and packaging that will be used or handled by children (those under age 12) to have these items tested and certifi ed that they do not contain certain harmful substances, particularly lead.

Tens of thousands of products are affected by the CPSIA, from toys and video games to school supplies and clothing. Fines of up to $100,000 per incident have been approved for manufacturers and retailers. And while this law assigns respon-sibility throughout the supply chain, the burden falls on manufacturers to ensure that their products meet CPSIA standards.

For comprehensive information on testing, certifi cation and CPSIA compliance, visit the Consumer Product Safety Commission Website: www.cpsc.gov. MT

Rick Carter, Executive Editor


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Testing And Analysis

Looking at trends in products and services in the area of...

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TECHNOLOGY SHOWCASE


We Look At Trends In The Area Of

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Sam McNair, P.E., CMRPLife Cycle Engineering

As a consultant to industry, I like to remind my clients of

this important fact: When planning for their operations,

they need to remember that training has a “half-life.”

The length of this half-life: a mere two to three years.

Training Has A Half-Life

Like radioisotopes, training decays over time. ©KABLICZECH - FOTOLIA.COM



Proven in the real worldA large chemical plant initiative to address operator and craft training issues directly impacting asset reliability provided me some interesting data in support of the half-life theory. As part of this initiative, RCFA on failures was performed, allowing for establishment of a baseline number of failures that had been the direct result of a lack of proper training. With the large representative sample of failures this gener-ated (hundreds), it took awhile to convince people that a real problem existed.

Subsequently, the plant embarked on some very focused, high-quality training for both operators and craft personnel—training that included a required demon-stration of proficiency at the end. With each group, the effects were dramatic.

It wasn’t cheap to provide good training—about $60k to train and certify 22 millwrights, and roughly the same to train and certify about 180 operators and their supervisors in a more limited scope of tasks. The actual payback in both cases was about three months. The team knew this because we continued to perform RCFA and post-maintenance testing.

Over time, gains that had been made seemed to be slipping away. After 2 1/2 years, they had dropped by 50%. Following some refresher training, the gains jumped back up—to the original level. (We jokingly referred to refresher training as “fi ghting against the dark forces of evil and entropy.”)

In our quest to fi nd other data points that validated this experience, the following came to light:

The mandatory operator procedure re-training required by OSHA for designated hazardous industries required feedback from operators and supervisors regarding the correct frequency of refresher training. It had been oscillating back and forth between two and three years for a long time.

Private pilots are required to perform a review and demonstrate basic profi ciency every two years. Require-ments for instrument fl ying are even more demanding—mandating certain profi ciency demonstrated or recency of experience every six months. (You can't tolerate a 50% reduction of profi ciency and get away with it in instru-ment fl ying, but you can survive in normal private-pilot operations.)

Airline-transport pilots working for major airlines are also required to do an extensive refresher every six months due to the complexity and high residual level of performance required on demand at any moment.

The military retrains constantly because the consequences of poor performance are intolerable. The military has appreciable turnover, which means its training is very expensive and a large part of its overall budget.

The real lesson hereCompanies often won’t train personnel for fear of losing expensively trained resources. That’s a valid concern, but foolhardy. Refl ecting on the subject as it applied to his operations, Henry Ford may have made the best case ever for training: “…far better to have well-trained employees and lose some of them than have poorly trained employees and keep all of them.”

If you train to obtain a measurable improvement in performance, unless you provide for refresher training in about a two-year time frame, you will measurably lose half or more of what you gained through the initial training. If you want to retain the gains, you must plan for ongoing refresher training. Remember that you have turnover—and that new people coming in need to get proper training, too.

Over and over, at site after site, when we, as consultants, ask why a certain known best practice is no longer in place, we hear these words: “We used to do that, but somehow we got away from doing it.” Don’t let this happen to your organization. Train effectively in the fi rst place and retrain periodically for retention. MT

Sam McNair is a senior consultant with Life Cycle Engi-neering (LCE). A Professional Engineer and Certifi ed Maintenance and Reliability Professional, he has more than 34 years of experience in discrete manufacturing, chemical process industries, mining, machine processes, automa-tion, aviation, construction and utilities. At LCE, McNair specializes in reliability engineering with a focus on the integration of maintenance and manufacturing functions. Email: [email protected].

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SOLUTION SPOTLIGHT



Two practices that persist in many plants are point-to-point hard wiring and running separate cables for power and control wiring. Newer hybrid connector technologies,

however, make it possible to eliminate both of these practices. Multipurpose hybrid connectors like the one shown in Fig. 1 allow the use of preassembled composite cables with bundled lines carrying electrical power, control signals, data communica-tions, even air for pneumatic devices.

Design for maintenanceThe design-for-maintenance mantra frequently goes unheard when it comes to wiring practices. One reason may be the percep-tion that connectors are going to add a lot of cost to the wiring. However, studies by HARTING, Inc. of North America reveal that the connector cost premium at the front end can easily be offset by lower installation and maintenance costs. This can be particularly important in factory-automation projects, which often involve complex equipment and installations.

HARTING’s time and cost studies found that projects involving several pieces of equipment benefi ted most from connector-ization. In one such project, the OEM found there could be a 40 -50% cost premium over hard wiring in system production. Conversely, when calculated for disconnecting several pieces of equipment for shipment and reconnecting at the plant site, the total cost for connectorized wiring turned out to be about 50% less. These gains resulted from shorter installation time, fewer wiring errors, less debugging time and simpler plug-and-play startup.

Clearly, connectorization is easiest to accomplish on new installations and plant-equipment upgrades. Diffi cult main-tenance and repair problems, however, often call for exten-sive disconnections in hard wiring to troubleshoot existing

equipment. These types of diffi culties can make the retrofi tting of new cable and connector assemblies cost-effective.

In addition to hybrid assemblies, connector manufacturers have become quite inventive in designing connectors that reduce overall wiring costs. For example, a recent machining transfer line project involved 480VAC (AWG 10 power wiring) and control signals (AWG 16 wires) for a large number of drive motors along the line. The basic design choices were (a) hard-wire separate power and control lines to the motors through a single cable; (b) wire with separate connectorized power and control cables; or (c) make up composite AWG 10/AWG16 cable assemblies with connectors. HARTING was able to supply a hybrid “T”connector for the cable drops to the motors (Fig. 2). The machining line was assembled in modules, shipped to the site, installed and wiring was simply plugged together. Overall costs were substantially lower than using point-to-point hard wiring.

HARTING, Inc. of North AmericaElgin, IL

New Connector Technologies Cut Installation And Maintenance Costs

Fig. 1. Examples of HARTING multipurpose hybrid connec-tors for pre-assembled cabling

Fig. 2. Connectorized power and control wiring with HARTING’s hybrid connectors, including a ‘T’ for cable drops to machining-line drive motors

Fig. 1. Examples of HARTING multipurpose hybrid connec-tors for pre-assembled cabling

SOLUTION SPOTLIGHT


Self-service technology is everywhere these days. We check ourselves out at stores, check ourselves in at airports and check out the latest videos via Redbox.

This same kind of automation is now making its way into maintenance operations, as workers use specialized vending machines to access everything from drill bits and safety gloves to batteries and thread locker. It’s helping workers become more productive while helping businesses reduce consumption, often by 30% or more.

Fastenal, a full-line industrial supplies distributor, is a leading provider of industrial vending machines. It has installed thousands of “FAST 5000” machines at customer sites nationwide. To retrieve product from a FAST 5000, workers swipe their ID cards or enter their PIN numbers (along with a job number or other data to be associated with the transaction). Because the system is Web-based, detailed usage reporting is available online in real time—not just who dispensed what, but why and when. Managers can also set controls so groups or individuals only have access to specifi c products and amounts needed for their jobs.

“The FAST 5000 has allowed us to reduce our adminis-trative costs and manage our production expense material while reducing our on-hand inventory,” said Paul LaBella, Sourcing Manager at Qualitrol, an upstate New York-based

manufacturer of gauges and thermometers for the electric utility industry. “The concept has fi t well into our lean manufacturing culture.”

Qualitrol uses its FAST 5000 to dispense knives, thread sealant, tape, gloves, safety glasses and other high-use consumables. Other businesses use optional locker units to control larger or returnable items like hard hats, spray cans and power tools. Virtually any size product can be vended—from earplugs to stepladders.

In addition to eliminating $5000 worth of uncontrolled inventory that used to sit on a shelf, Qualitrol has dramati-cally reduced the number of purchase orders cut each month to procure products now stored in the machine—from 63 previously, to a single P.O. today. This is the result of vendor consolidation and the system’s paperless ordering process: When stock for an item runs low, the local Fastenal store receives an alert and comes out to refi ll the machine. Costs are further reduced through inventory consignment, whereby the customer is only billed for dispensed items.

FastenalWinona, MN

A fully-redundant, vibration-based monitoring system is taking it to the max.

Dispensing Cost Savings



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G100/G120 SeriesFeatures:• Panoramic Shot Panoramic Thermal Imaging

• Vibration Alarm • Thermal Image Movie

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Function

Vibration Alarm Function forNoisy Environments

Direct Recording of FullyRadiometric Images on SD Card

Flexible 270 Display SupportsEasy Shooting Posture

Joystick for Intuitive Operation,Auto Focus / Level Sense

Allows for Parallel and Synthetic Display

2GB SD CardRadiometric JPEG


Productivity-Enhancing Retaining Ring Pliers

Martin Sprocket offers a line of retaining ring pliers that, according

to the company, are the most user-friendly and effi -cient tools of their kind on the market. Patented jaws provide positive tip retention and alignment. Users need only to switch a tab and squeeze the handles. Model P1421 features an adjustable stop for small rings. Model P75 incorporates an automatic ratchet lock that keeps rings locked open or closed. Made in the USA, these productivity enhancers are suitable for rings up to 4”.

Martin Sprocket Tool & ForgeA Division of Martin Sprocket & Gear, Inc.Fort Worth, TX

Automatically Circulate & Clean Stored Fuel

RCI Technologies’ FRS 660-50-UL Automa-tic Fuel Recirculating

System (FRS) is for use with larger storage tanks. This Green-Clean-Certi-fi ed unit automatically circulates and cleans stor-ed fuel at 50 GPM on a pre-programmed sched-ule. Housed in a NEMA 4 key-lockable cabinet, it is equipped with alarms for pump failure and purifi er high water level, as well as system high pressure and fl ow switch. Like RCI’s other offerings, the product uses the company’s patented fuel purifi cation technology, with no fi lters or moving parts. These systems remove 99.9% of water, including emulsifi ed water, and up to 98% of the solid or particulate contaminants normally found in diesel fuel.

RCI TechnologiesSan Dimas, CA

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Control Switch Relay Helps Minimize Arc Flash Danger

Anew Time Delay Control Switch Relay (TD-CSR)

from Electroswitch is an effective means of mitigating arc fl ash danger in local circuit breaker operations by allowing for a man-ually initiated time-delayed trip or close. A fl ashing LED noti-fi es the operator of the pending trip or close and serves as a warning to evacuate the arc fl ash area. The company notes the TD-CSR affords the same safety from arc fl ash as a SCADA system at less cost.

Electroswitch Corp.Weymouth, MA

Dry Vacuum Pumps For Harsh Services

According to Edwards, its CXS dry pumps deliver top vacuum

performance in harsh chemical, petrochemical and pharmaceutical pro-cesses. Its tapered screwtechnology allows for asmooth and gradual com-pression along the rotor, resulting in improved thermal control and optimized pumping at all inlet pressures. The units provide all the advantages of dry pumps with low energy usage and a deep, fl exible vacuum down to 10-3 mbar.

Edwards Ltd.Tewksbury, MA

Modular-Storage-Unit Literature

Lyon Workplace Products offers a new catalog

detailing the com-pany’s lineup of high-density stor-age cabinets and accessories for the secure, organizedstorage and retrie-val of small to mid-sized items. Included in this 56-page catalog is an ordering guide with examples and information on 250 pre-engineered cabinets.

Lyon Workspace ProductsAurora, IL

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MARKETPLACE



H2640Features:• High Performance • Radiometric Movie Recording

• Large 5.6 Inch LCD Display

• Superb Auxiliary Functions

• Excellent for Field Work

• Articulate Eyepiece

Built-In LED Illuminator and Laser Pointer

Simultaneous Thermal / Visual / Fusion Video Recording Feature (30fps)

Equipped with Glare ResistantLCD Screen and View Finder for Sunny Outdoor Conditions

Field Replaceable Optional Lenses and IP54 Environmental Protection

640 x 480 Pixel Array with 0.03CNETD

Proportional Valves For Electro-Hydraulic Axis Control

Eaton’s AxisPro™ proportional valves provide precise, accurate, responsive axis control in electro-hydraulic applications. Designed to support both centralized and distributed architectures, they feature programmable

onboard electronics and integral spool Linear Voltage Differential Transformer (LVDT) sensors. Available in ISO-3 and ISO-5 sizes, these valves are intended for high-performance applications in woodworking, wind turbines, pulp and paper and metal forming, among others.

Eaton Corp.Eden Prairie, MN

CE-Compliant Safety Air Guns

Exair’s Safety Air Guns offer high-quality blowoff, drying and cleaning, and meet standards necessary to attain the CE mark. Their engi-

neered air nozzles maximize room-air entrainment while minimizing compressed air consumption. The line includes the lightweight Precision Safety Air Gun for tight spaces; the Heavy Duty and Soft Grip Safety Air Guns for rugged industrial use; and the Super Blast Safety Air Guns for long-distance, wide-area applications.

Exair Corp.Cincinnati, OH

WiFi-Compatible Thermal-Imaging Cameras

FLIR has incorporated WiFi capabilities into the thermal-imaging cameras of its B250/B335/B365/B425/B660 and B620 lines. The function lets users wirelessly transfer images from these cameras to an iPad or iPhone,

allowing them to share what they’re seeing with colleagues or customers else-where. The images can be analyzed directly on an iOS device with the help of the FLIR Viewer App.

FLIR Systems, Inc.Billerica, MA










Revamped Line Of Extreme Service Greases

Shell Lubricants has launched an improved range of Shell Gadus greases designed to meet the challenges of large, fast equipment operating in some of the

most extreme conditions imaginable, including mining, steel-production, power-gen and marine applications, among others. The revamped lineup makes it simpler for customers to compare product benefi ts and performance while taking into account variables such as compatible thickeners, base oil viscosity, NLGI grade and other special performance characteristics.

Shell LubricantsHouston, TX


Reliability: Own It



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

Now entering its ninth year, MARTS is an exciting learning event in a great location that helps reliability professionals at all levels improve their skills and excel on the job. Pricing and attendance options for every budget make it easy for individuals or groups to share the MARTS experience.


TheTheMARCH 12-15, 2012

Reliability: Own ItReliability: Own It

• A four-day educational experience created exclusively for reliability professionals• 30 hour-long Conferences over two days –

Tuesday, March 13 and Wednesday, March 14 – kicked off by Keynote speaker David Boulay,

president of the Illinois Manufacturing Extension Center, and followed by

reliability experts in a variety of disciplines




For complete schedule and registration information, please go to

Energy-Management Software Upgrade

Anew version of the eSight energy-man-agement suite is now

available. This upgraded tool includes a number of new features and enhance-ments, including Multi-Variable Linear Regression Analysis (MVLR). This type of analysis is used to explain or predict the relationship between a dependent variable (i.e. consumption meter) and multiple driving factors (or independent variables) such as degree days, production, time, etc. MVLR lets users effectively track consumption against a baseline model, create targets, monitor improvements against the baseline and, ultimately, identify areas for energy savings.

eSight EnergySchaumburg, IL

Portable, Solvent-Free Viscometer

The SpectroVisc Q3000 is a portable, solvent-free, temperature-controlled

kinematic viscometer avail-able from Spectro. It employs a patented split-cell capillary (SCC) technique that allows the user to measure kinematic viscosity from only a few drops of oil, with no solvents required for cleaning. The entire sampling and testing process takes only a few minutes and can be easily conducted anywhere, according to the company. The unit weighs less than 4 pounds (1.8 kg) and provides over 6 hours of continuous operation.

Spectro, Inc.Littleton, MA





MARKETPLACE



R300Features:• Panoramic Imaging

• Close Focus Distance

• Thermal Image Movie

• 3.5 Inch LCD Screen

• High Sensitivity & Accuracy

• Unique Emissivity Features

Minimum Focus Distance of 10cm (3.9”) allows user to Image Small Targets without Additional Lens

Simultaneous Thermal / Visual / Fusion Video Recording Feature (10fps)

Equipped with Glare ResistantLCD Screen and View Finder for Sunny Outdoor Conditions

320 x 240 Pixel Array with 0.05CNETD provides High Contrast, Clear Images while Maintaining±1C / 1% Accuracy

Set Individual Emissivity Values forMultiple Points or R300 Automatically Sets EmissivityValues for Points of knownTemperature

Vertical or Horizontal PanoramicThermal Images are Capturedwithout using a PC


ANSI-Approved NEMA Motor And Generator Standard

The National Electrical Manufacturers Association (NEMA) standard for motors and generators has recently received approval from the American National Standards Institute (ANSI). As published by the association,

“ANSI/NEMA MG 1-2009 (R2010) Motors and Generators” conveys practical information concerning performance, safety, test, construction and manufac-ture of both ac and dc units. This information can help lead to better selection and application of motor and generator equipment.

National Electrical Manufacturers Assn.Rosslyn, VA

Right-Angle Helical Gear Drives

Stock Drive Products’A 2Z11 Series of right-angle helical gear

drives feature base- and panel-mount designs. The lightweight units have fi berglass-reinforced nylon housings, hardened-steel helical gears, steel shafts and nonmetallic bearings. Available in single- and double-output shaft con-fi gurations. The maximum rpm of these drives is 1800. Their maximum contin-uous hp is 1/8.

Stock Drive ProductsNew Hyde Park, NY



Convert HART Devices Into Wireless Communicators

Honeywell has announced the newest addition to its industrial wireless portfolio. The OneWireless™ Adapter lets manufacturers improve plant effi ciency by converting fi eld devices that use the HART protocol into devices that can trans-

mit data over an ISA100.11a-compliant wireless network. According to the company, by allowing any HART device to communicate over the wireless network, the OneWireless Adapter helps improve the fl ow of information and gives operators the data they need to make the right decisions at the right time.

HoneywellPhoenix, AZ




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Emerson Process Management has launched the “Smart Energy Initiative,” a global program designed to combine the company’s industrial energy expertise with

advanced energy-management technologies that let end-users leverage more renewable fuels, lower energy costs and reduce emissions. Emerson’s new Industrial Energy Group will focus on modernizing and improving the performance of powerhouses, while at the same time improving how the manufacturing processes that these powerhouses are supporting consume energy. Another major part of the Initiative is the company’s True BTU Combustion Control technology, a patent-pending innovation for calculating actual BTU values of fuel sources. This capability makes reli-able energy production predictable and repeatable and the use of low-cost fuels like biomass achievable and sustainable. Additional technologies that add real-time intelligent capa-bilities to the energy-generating process include, but aren’t limited to, SmartProcess™ Boiler and SmartProcess Energy Management software tools.

■ SmartProcess Boiler technology delivers a real-time combus-tion control solution to address the inconsistent nature of renewable and waste fuel sources, automating and simplifying the management of sudden changes in BTU content or the availability of those fuels.

■SmartProcess Energy Management runs in real-time, closed-loop control to balance steam systems, manage electrical demand swings and upsets, identify opportunities to buy and sell power, improve effi ciency and run an entire industrial utility at the lowest cost automatically.

According to Emerson, these new comprehensive solutions are designed to overhaul dated equipment and methodolo-gies used by the majority of industrial powerhouses, as well as provide a new approach to “greenfi eld sites.”

Emerson Process ManagementAustin, TX

Smart Energy Technologies For Smart Industrial Energy-Users

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

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


For more info, enter 46 at www.MT-freeinfo.com For more info, enter 47 at www.MT-freeinfo.com

Expanded IRCamera Lineup

NEC Avio Infrared Technologies has strengthened its product lineup by adding four new

models of cameras and software to its InfRec series. Among them, Thermo GEAR G120EX/G100EX, according to the manufacturer, improves the basic performance of parameters like temperature reso-lution and temperature measuring range when compared with tradi-tional models for predictive and preventive maintenance.

NEC Avio Infrared Technologies Co., Ltd.San Fernando, CA

Arc Resistant MCCs CompliantWith ANSI/IEEE C37.20.7 Standards

Siemens has introduced a new family of tiastar Motor Control Centers (MCCs) tailored to the needs of vertical markets such as water/wastewater, oil and

gas and general process industries, among others. The lineup boasts the fi rst Arc Resistant MCC compliant to ANSI/IEEE C37.20.7 and its criteria for containing and redirecting arc fl ash incident energy. A SmartStart option features plug-and-play functionality that reduces commissioning time with pre-programmed and pre-confi gured data. These tiastar MCC units meet UL and NEMA standards in lighter-weight packages with substantially smaller footprints than previous models.

Siemens Industry, Inc.Atlanta, GA

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Engtech&id=4300&[email protected]&dest=http%3A%2F%2Fwww.engtechindustries.com

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


The ability to identify, verify and locate every voltage source from the outside of electrical panels greatly reduces electrical risks. That’s why we’ve incorpo-rated two of our most popular products - ChekVolt® and VoltageVision® - into one unique, exclusive product called The Combo Unit..

For more info, enter 95 at www.MT-freeinfo.comwww.graceport.com/3mt_informationhighway

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]

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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: U.S. Tsubaki Power Transmission, LLC

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

For more info, enter 96 at www.MT-freeinfo.comwww.MARTSConference.com

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

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

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=graceport&id=4300&[email protected]&dest=http%3A%2F%2Fwww.graceport.com%2F3mt_informationhighway

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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 NOVTEMBER 2011 • Volume 24, No. 11

ADVERTISER WEB ADDRESS RS # PAGE #



1300 South Grove Avenue, Suite 105Barrington, IL 60010

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

SALES STAFF

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

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

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

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


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

Dallas, TX 75230972-816-6745; Fax 972-767-4442

GERRY [email protected]

CLASSIFIED ADVERTISING3605 N. TuscanyMesa, AZ 85207

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

3605 N. TuscanyMesa, AZ 85207

480-396-9585 JERRY PRESTON

[email protected]

IL, IN, IA, MI, MN, NE, ND, SD, WI1300 South Grove Avenue, Suite 105

Barrington, IL 60010847-382-8100 x108; Fax 847-304-8603

TOM [email protected]

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

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

VINCENT [email protected]

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

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

JIM [email protected]

OH, KY, TN135 N. Rocky River Road

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

JOHN [email protected]


®YEARS


®YEARS

ATP Lists.........................................................www.atplists.com.................................................91 ..............................52

Azima DLI .....................................................www.azimadli.com/trio......................................78 ..............................35

Baker Instument Co. ....................................www.bakerinst.com ............................................69 ..............................19

Baldor Electric Company ............................www.baldor.com .................................................66 ................................7

CyberMetrics Corp. ......................................www.cybermetrics.com ......................................61 ...........................IFC

Des-Case Corporation.................................www.descase.com/sample..................................62 ................................1

Engtech Industries Inc. ................................www.engtechindustries.com .............................93 ..............................53

Exair Corporation ........................................www.exair.com/48/470b.htm ............................65 ................................5

Fluke ................................................................www.fl uke.com/p3series ....................................70 ..............................21

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

Foster Printing Service .................................www.fosterprinting.com ....................................85 ..............................44

Generac Power Systems, Inc. ......................www.generac.com ...............................................98 ............................BC

GoatThroat Pumps ......................................www.goatthroat.com ..........................................81 ..............................41

Grace Engineered Products. Inc. ................www.graceport.com/3mt_informationhighway ..95 ..............................54

Inpro/Seal .......................................................www.inpro-seal.com ...........................................262,280 .............. 38,39

Ludeca Inc. .....................................................www.ludeca.com/shaftalign ..............................80 ..............................40

Martin Sprocket & Gear, Inc. ......................www.martintools.net ..........................................67 ..............................10

MARTS- Applied Technologies .................www.martsconference.com ...............................64,79,89,96 ....4,36,50,54

Miller-Stephenson Chemical Co. ..............www.miller-stephenson.com ............................84 ..............................41

Mobil Industrial Lubricants ........................www.mobilindustrial.com .................................74,75 ................... 28,29

Mincom, Inc. .................................................www.mincom.com .............................................83 ..............................40

NEC Avio Infrared Technologies/SOLTEC .www.necavioinfrared.com .................................82,86,88,90 ...... 41,47,49,51

NETA .............................................................www.powertest.org .............................................97 ...........................IBC

Process Industry Practices ...........................www.pip.org .........................................................87 ..............................48

Revere Control Systems ...............................www.reverecontrol.com .....................................72 ..............................26

Strategic Work Systems, Inc. .......................www.swspitcrew.com .........................................92 ..............................52

Suncor Energy ...............................................www.suncor.com .................................................73 ..............................27

Tri Tool, Inc. ...................................................www.tritool.com ..................................................76 ..............................33

U.S. Tsubaki Power Transmission, L .........www.ustsubaki.com/mt .....................................71 ..............................25


VIEWPOINT

Iam trying to make a living. A decent one, if I can. One I can be proud of, if I’m lucky. At Energy Veterans, Inc.©, we’re just a small player in a big job market trying to do the right thing—hire veterans—

while assisting building owners in saving energy cost-effectively. If I can make it all come together, I think I’ve got a chance to be exceptionally lucky.

Our core competency is building an accurate and effective energy model of a building. This model can then be used either to (a) assess the effectiveness of various energy cost-reduction measures developed during a building audit, or (b) certify, for purposes of a tax deduction, the level of energy effi ciency realized for building owners who have purchased and installed energy-saving products in their businesses.

My most recent hire was a 10-year Navy Seal from the Vietnam era, who brings decades of experience in the HVAC industry to the table. Dan comes with a strong grasp of mechanical systems, load analysis and energy modeling. So while we’re helping building owners save some kWh and therms, we’ll also be helping a good guy earn a paycheck. Along with countless other small businesses, I’m hoping our organization can have an impact on lowering the unemployment rate for veterans.

These days, as most people talk about putting veterans to work, they’re typically (not inappro-priately) alluding to those returning to civilian life after serving in either of the two Gulf Wars, Iraq or Afghanistan. To a great extent, that’s as it should be: According to the U.S. Bureau of Labor Statistics, the unemployment rate for all veterans, 18 years and over, is an abysmal 8.1% as of September 2011. Worse yet, the Gulf War II-era veterans (defi ned as those who served from September 2001 forward), suffer from an unemployment rate of 11.7%.

In contrast, veterans from the WWII, Korean War and Vietnam eras have an unemployment rate of only 6.7%. That’s great, right? Well… I’m not so sure.

You see, there’s another statistic, known as the participation rate, that’s not as commonly discussed: It refers to the number of people who are employed or actively looking for work. While the participation rate of Gulf War II-era veterans is 82.3%, for those of earlier confl icts, it’s only 33.7%. To be sure, many of these individuals are legitimately retired. Others, at least in my experience, have “settled” on retirement because of how disastrous the current economy is for job seekers—veterans and non-veterans alike—in the higher age groups. It doesn’t really have to be like that, does it?

On the larger stage, as this magazine goes to press, the Veterans Opportunity to Work Act is in the U.S. Senate, after having been overwhelmingly passed in the House of Representatives. Let’s hope this legislation can be fi nalized soon. If what’s now being reported about our withdrawal from Iraq is true, we’ll soon have roughly 40,000 troops returning home—impacting our already appalling unemployment rate.

On the smaller stage, I had a job opening and found an older veteran who fi t the bill. I wish I could always be this lucky (and that you and your opera-tions could be, too). MT

[email protected]

Michael J. Putz, President/CFO, Energy Veterans, Inc.

Veterans Fighting For Jobs

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


If what’s being reported about our

withdrawal from Iraq is true, we’ll soon

have roughly 40,000 troops coming

home, something that’s sure to impact

our already appalling unemployment rate.

For more info, enter 93 at www.MT-freeinfo.comFor more info, enter 93 at www.MT-freeinfo.comFor more info, enter 97 at www.MT-freeinfo.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=powertest&id=4300&[email protected]&dest=http%3A%2F%2Fwww.powertest.org

How do you define reliability?

Android Industries, a supplier of auto parts, in Flint, Michigan, defines reliability with Generac’s Modular Power System. For this and more case studies, visit generac.com/mt7.

To you, reliable means dependable, trustworthy, and steadfast. To Generac Industrial Power, reliable means precision machine-wound, inserted and varnished stators; advanced digital controls; and rigorous prototype testing on solutions as large as 9MW. That’s just how we see the world. And thousands of mission critical service providers, municipalities and other commercial and industrial facilities that installed a Generac industrial power system, know just what we mean. For more information on our products, call 1-888-GENERAC or visit us at generac.com/mt7.

Look at the world the way Generac Industrial Power does and you might change your mind.

10-246_MaintTech_redundancy_Android.indd 1 5/21/2010 11:16:59 AM

For more info, enter 98 at www.MT-freeinfo.com For more info, enter 98 at www.MT-freeinfo.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=generac&id=4300&[email protected]&dest=http%3A%2F%2Fwww.generac.com

Maintenance Technology November 2011

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