Maintenance Technology September 2012

The First Name in Power Transmission

©2012 Baldor Electric Company

• Unmatched Quality

• Superior Reliability

• Improved Uptime

• Quick Delivery

Baldor•Dodge® power transmission products offer reliable service and low maintenance to help reduce your total cost of ownership. Our innovative bearings, gearing and power transmission products have solved the toughest applications for over 125 years.

Our technical sales team can help you with the most challenging applications, and our worldwide distributor network ensures immediate delivery.

When it comes to PT solutions, Baldor•Dodge is the first name in power transmission.

baldor.com 479-646-4711

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When it’s too dirty and dangerous for ordinary scopes, and a multimeter isn’t quite enough, take a ScopeMeter® Oscilloscope. Built to solve tough problems in harsh industrial environment, ScopeMeter even has a multimeter built-in, plus it’s:

• Rated CAT III 1000 V/ CAT IV 600 V

• The only completely sealed, drip proof, dust-proof, IP-51 rated scope

• Loaded with functions to make using an oscilloscope easy

©2012 Fluke Corporation4152061A

Watch how ScopeMeter was created: fl uke.com/scopemeteristough

Only a Fluke ScopeMeter® Oscilloscope is tough enough to take on the industrial world.



Forget the pens. Think METER: fl uke.com/VibrationMeter

©2012 Fluke CorporationAD 4151036A_EN

GROW UPGROW UPGROW UPGROW UP.GROW UPGROW UPGROW UP.GROW UP.GROW UP.GROW UPGROW UPGROW UP.GROW UPWHAT VIBRATION PENSWHAT VIBRATION PENSWHAT VIBRATION PENSWANT TO BE WHEN THEYWANT TO BE WHEN THEYWANT TO BE WHEN THEYWANT TO BE WHEN THEYWANT TO BE WHEN THEYWANT TO BE WHEN THEY

The new Fluke 805 Vibration Meter is more than a pen. It’s a Fluke meter that gives you results you can trust, time after time.

• Checks overall vibration, bearings and temperature • Ability to export and trend data • Four-level scale quickly assesses problem severity • Unique sensor design ensures accurate and repeatable measurements


16 Set Your Mind For Complete ReliabilityReliability is more than asset management and quality control. It’s a

company-wide mindset that never veers from the goal. Jeff Dudley, The Dow Chemical Company

22 Visual Controls: A Critical Component Of Institutional Knowledge Transfer

A picture may truly be worth a thousand words in equipping new workers to replace seasoned ones that have retired or moved on.

Darrell Carmichael, Brady Corp.

THE RELIABILITY FILES33 Motor Shaft Voltages Kill Bearings

� ere’s a downside to VFDs: � ey induce currents that can destroy motor bearings. A new test kit can turn things back to the upside.

CAPACITY ASSURANCE STRATEGIES36 Adding Value to Society What’s the concept of quality losses got to do with maintenance? More than you might have thought.

Tracy T. Strawn, CMRP, Marshall Institute, Inc.

SUPPLY CHAIN LINKS40 Haas Automation: Turning Out 30 Years Of Innovation and Success A lot goes into being on the cutting edge of something. � is Q & A tells how one machine-tool manufacturer got there and stays there.

Jane Alexander, Editor

THE FUNDAMENTALS

ContentsFEATURES

DEPARTMENTS

YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS

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6 My Take

8 Stuff Happens 10 Uptime

14 Don’t Procrastinate… Innovate!

20 Electrical-Safety Sense

31 Automation Insider

32 Motor Decisions Matter

46 Technology Showcase

48 Solution Spotlight

51 Marketplace

54 Information Highway

54 Classifi ed

55 Supplier Index

56 Viewpoint

SEPTEMBER 2012 MT-ONLINE.COM | 3

SEPTEMBER 2012 • VOL 25, NO 9 • www.MT-ONLINE.com

CAPACITY ASSURANCE STRATEGIES

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

“Battling a Killer: Corrosion Control Methods” by Gerald O. Davis, P.E.

With manufacturing operations moving back to the U.S. or ramping up, this article from May 2008 is worthy of another look by anyone who is interested in keeping production equipment systems “alive.” (BTW: This author will also be speaking at MARTS 2013.)

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ARTHUR L. RICEPresident/CEO

[email protected]

BILL KIESELExecutive Vice President/Publisher

[email protected]

JANE ALEXANDEREditor-In-Chief

[email protected]

RICK CARTERExecutive Editor

[email protected]

ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTER

RAYMOND L. ATKINSContributing Editors

RANDY BUTTSTADTDirector of Creative Services [email protected]

GREG PIETRASEditorial/Production Assistant

[email protected]

ELLEN SANDKAMDirect Mail

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

JILL KALETHAReprint Manager

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

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

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

Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Barrington, IL 60010. Pe-riodicals postage paid at Barrington, Illinois and addi-tional o� ces. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technol-ogy®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2012 by Applied Technology Publications, Inc. Annual subscription rates for nonquali� ed people: North America, $140; all others, $280 (air). No sub-scription agency is authorized by us to solicit or take or-ders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: [email protected]. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By send-ing us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technol-ogy Publications, Inc. permission, by an irrevocable li-cense, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned.“Maintenance Technology®” is a registered trade-mark of Applied Technology Publications, Inc.Printed in U.S.A.

Subscriptions:FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE,

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

Your Source For CAPACITY ASSURANCE SOLUTIONS

4 | MAINTENANCE TECHNOLOGY SEPTEMBER 2012

September 2012 Volume 25, No. 9


©

Presented By Applied Technology Publications

It’s Coming! Are You Ready?

Categories:Innovative Devices, Gizmos & Gadgets

Innovative Processes & Procedures

Innovative Use of Third-Party Resources

Details & Entry Forms Available At www.reliabilityinnovator.com

Grand Prize Winner And 3 Runners-Up Announced In Early 2013

Sponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators At


11510 Goldcoast DriveCincinnati, Ohio 45249-1621(800) 903-9247/fax: (513) 671-3363www.exair.com

EXAIR’s Digital Flowmeter™ accurately measures compressed air usage and monitors waste. Trends can be monitored to � nd excessive air use. Detects leaks at compressed air � ttings when the machinery is o� . Regular monitoring can detect leaks that develop as the machinery ages. Summing Remote Display available.

• Easy to install - No adjustments or calibrations needed• Digital readout displays actual airfl ow through pipe

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EXAIR’s Ultrasonic Leak Detector can help you identifycostly leaks in your compressed air system. Leaks canaccount for 30% of total compressor output! In many cases, � nding one small leak can quickly pay for the leak detector.

• Detects leaks up to 20’ (6.1m) away• Accurate in noisy industrial environments

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EXAIR’s award winning Super Air Knives™,Super Air Nozzles™, and Super Air Ampli� ers™ entrain large volumes of room air using only a small amount ofcompressed air as the power source. They dramatically reduce air consumption and noise.

• Low cost - Replaces noisy blowers• Improves blowoff performance and safety

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EXAIR’s EFC™ is an electronic � ow control that minimizescompressed air use by turning o� the compressed air whenno part is present. For use on blowo� , drying, cooling,conveying and static elimination operations.

• Easy hook up 100-240 VAC with compact eightfunction timer

• Photoelectric sensor withstands water and dustwww.exair.com/48/4efc.htm44444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444

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• Eliminates fl uctuations in pressure and volume• Vertical, space saving design

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EXAIR Pressure Regulators permit easy selection of anoperating pressure that will allow the air product to workproperly without using excessive amounts of compressed air. Reducing the air pressure from 100 PSIG to 80 PSIG reduces energy use by almost 20%.

• Modular design pressure gauge• Many sizes available

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Save thousands ofdollars by dramaticallycutting energy costs!It’s a worldwide problem that can’t be � xed with a bandage, a piece of chewinggum, or duct tape. If you follow these easy steps, EXAIR can help you make your system energy e� cient so your company pays the lowest price possible for compressed air.

Six Steps To OptimizingYour Compressed Air System

Measure the air consumptionto � nd sources that use a lot ofcompressed air.

Find and � x the leaks in yourcompressed air system.

Upgrade your blowo� , cooling and drying operations usingEXAIR engineered compressedair products.

Turn o� the compressed airwhen it isn’t in use.

Use intermediate storage ofcompressed air near the point of use.

Control the air pressure atpoint of use to minimize airconsumption.


6 | maintenance technology SEPTEMBER 2012

MY TAKE

I began writing this month’s column as a reminder to the innovators out there that you still have time to enter the 2012 Maintenance & Reliability Innovator of the Year Award competition. The words were coming together well until an indecisive Hurricane Isaac decided to hunker down on the New Orleans area. Amid the post-landfall news reports was an item involving the maintenance and reliability

of a mature technology. Riveting my attention for several hours, it changed the direction I originally wanted my September message to take.

You probably heard the same story, an account of the Plaquemines Parish pump operators who, because of rising waters, were forced to leave their pump station and seek refuge atop a levee for a while. Thank goodness for them, their families, their friends and Plaquemines Parish that they were rescued.

Thanks goodness, too, for the pump industry—it can’t afford to lose any skilled, dedicated pump pros. I should know: I began hearing about and covering the pump workforce crisis long before I came to Maintenance Technology (in 2005). If my memory serves me correctly, the pump community has been lamenting the loss of its treasured “old pump guys” since the mid-1990s (if not before). Even back then, it knew there weren’t enough knowledgeable/experienced young “pump guys” and “pump gals” coming in to meet industry’s need.

As with other workforce gaps, problems related to the development of new generations of pump professionals are often blamed on the lack of practical knowledge transfer and hands-on training in critical skills—just what the “old pump guys” across industry conveyed and nurtured in their facilities. A number of interested parties have been working feverishly for years to take up the slack. They include the major OEMs, the Hydraulic Institute, the Fluid Sealing Association, colleges and universities (typi-cally Land Grant) and individual distributors. It’s an ongoing slog.

One of the best-known pump training resources is the Texas A&M (TAMU) TURBOLAB, home of the Turbomachinery and International Pump Users Symposia. (This month marks TAMU’s 41st Turbo-machinery Symposium and its 28th Pump Symposium.) Whether it’s offering training in College Station, Houston or the Middle East, this Texas-based educational initiative has always been a mover and shaker in the development of pump technologies and the skills to manage them.

If your team would prefer to move in a different direction on pump training this fall, check out the next installment of another popular, long-running event: Set for Oct. 11 in the Philadelphia area (Aston, PA), it’s the 9th Mid-Atlantic Pump & Process Equipment Symposium, presented by the Baltimore-based Geiger Pump & Equipment Company. I was thrilled to be among the many pump lovers attending the first of these skill-building events. I’ve been thrilled to watch them grow ever since. Still offered FREE of charge, the hands-on training (pump teardowns, rebuilds, seal replacements, etc.) with experts from ITT Goulds Pumps, Viking and John Crane, among others, is not to be missed (nor is Geiger’s legendary hospitality). Popularity does have its downside, however: Seats are limited. To see if you can still snag one, go to http://geigerinc.com. MT

[email protected]

P.S. Next month, I’ll return to the topic of the 2012 Maintenance & Reliability Innovator Award and its sponsors, including the innovators of ScaleWatcher. For now, turn to pg. 14 for Ken Bannister’s take on it.

Making A Change Or Two In Direction

Jane Alexander, Editor-In-Chief

With decades of proven experience in hydraulics, Eaton creates the products and system solutions you need with Hydrostatic, Pumps, Motors, Valves, Power Units, Cylinders and Fluid Conveyance products. Eaton PVM Series pumps are quiet, reliable and are rated to 280 bar and available in twelve different sizes from 18cc to 141cc.

And, you can find Eaton PVM Series pumps at your local Motion Industries location. Our local sales and service specialists are experts in application and technical support, providing the parts and the know-how you need to stay up and running.

The brands you count on from the people you trust…that’s Eaton and Motion Industries.

1-800-526-9328 for the location nearest you

MotionIndustries.com©2012 Motion Industries, Inc.

Over 500 locations More than 4 million productsIndustrial maintenance training courses Call. Click. Visit.



STUFF HAPPENS

What type of training are you and/or others on your team

looking for? Be specifi c. Go to MT-online.com/question with your answer.

Hydraulic Institute And Pump Systems Matter Announce More 2012

Mechanical Seal WebinarsGREATAPPS...

NEWS

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

Grainger has introduced a free mobile app for iPhone and Android smart phones. According to the company, it provides instant access to a whopping 900,000 items, which, in turn, could go a long way toward easing the work of maintenance, repair and operation professionals. Among other things, it lets users browse through and/or search for solutions (even by voice) from Grainger’s entire product line; view account pricing; check availability; and quickly order from anywhere. The iPhone version is offered through Apple’s App Store. The Android version can befound on Google Play.

The Hydraulic Institute (HI) and Pump Systems Matter, in collabor-

ation with the Fluid Sealing Association, have announced their second

Mechanical Seals Webinar Series of 2012. The new four-parter begins

on Wednesday, October 3, 2012. According to HI, this non-commercial

educational forum will be led by (and give participants access to) some of

the seal industry’s top technical experts. Registrants will be able to receive

up to four professional development hours for their participation. (FYI: PDH

credits are offered after the completion of each live session.) The individual

Webinar leaders and dates of their respective sessions are: Eric Vanhie,

EagleBurgmann (Oct. 3); Mike Huebner, Flowserve (Oct. 9); Eric Boyce,

John Crane (Oct. 17); and Henri Azibert, A.W. Chesterton (Oct. 30). The

full-ride registration fee (includes all four Webinars in this series) is $295.

Individual sessions are priced at $100 each. To learn more or to register,

visit the Webinar section of HI’s eStore, at www.pumps.org.

October Marks The Launch Of A Second 2012 Series

BIZBUZZ

Kaman Corp., through its subsidiary Kaman Industrial Technologies, is in the process of acquiring Zeller Corp. Terms of the transaction, which is expected to close this quarter (Q3), weren’t disclosed at the time the acquisition was announced. Zeller is a distributor of electrical and automation components and solutions, including motion control, programmable logic controller (PLC)-based automation, machine vision, electrical controls and power distribution products. A premier Schneider Electric partner, Zeller also represents other manufacturers, including Kollmorgen, Phoenix Contact, Rittal and Sick. The company employs 240 people, including 60 degreed engineers, and has operations in Rochester, Syracuse and Buffalo, NY; Foxboro, MA; and Winston-Salem, NC.

Power-cable reliability specialists UtilX® Corp. and global silicones leader Dow Corning Corp. have announced a new business collaboration to help power companies and other cable owners improve the reliability of their distribu-tion systems. The agreement is an extension of a successful relationship between the two companies established more than 20 years ago. It brings together UtilX’s expertise in developing and applying technologies that extend the life of power cables with Dow Corning’s expertise in material science and silicone manufacturing. As part of the relationship, UtilX may use the Powered by Dow Corning™ brand on pack-aging, commercial and technical information for all UtilX rejuvenation fl uids. Dow Corning will continue to provide UtilX with exclusive use of its proven cable-rejuvenation fl uids and act as sole manufacturer of all rejuvenation fl uids developed by UtilX, including DMDB, the company’s latest-generation CableCURE® injection fl uid.


STUFF HAPPENS NEWS

SolutionsSolutions

A new SKF Solution Factory is turning out solutions in the Cleveland, OH, area (at 670 Alpha Dr., in Highland Heights, OH, to be exact). The second such “Factory” in the U.S., it joins a growing network of 17 others worldwide. Similar to the company’s other Solution Factory sites, the Cleveland operation provides customers access to diverse technical resources and offers an extensive range of services,

including bearing-application support, customized machined sealing solutions, spindle and ball-screw repair, mechanical-equipment assistance, engineering consulting and remote diagnostics and monitoring,

as well as a full menu of training offerings. The other U.S.-based SKF Solution Factory is located in Houston.

Inspiration For Those Battling The Enemies Of Reliability & Productivity

Send your favorites to [email protected]. We’ll be selecting one or two (maybe even three) to feature each month. Be sure to give full credit to the individual (dead, alive, real or fi ctional) that uttered or wrote the words, and why those words inspire you. Don’t forget to include your complete contact info.

Have you read, heard, seen, thought or written down something that falls into

the realm of “fi ghtin’ words” for the maintenance and reliability community? !

This month’s thought-provoking quote (actual source unknown) comes from

Gordon Jones, Maintenance Manager of Iowa State University’s Utilities Production

operations (for 21 years). We think it’s applicable to everyone, not just those in the reliability trenches:

Thanks for the gentle nudge, Gordon!

“Every task makes a statement. How did you sign your work today?”

FIGHTIN’

WORDSFIGHTIN’

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UPTIME

Bob Williamson, Contributing Editor

‘Asset Management’ Versus‘Maintenance Management’

“I know we’ve been hearing more and more about ‘Asset Management Systems’ as described in the PAS 55:2008 specification and the emerging ISO-55000 standard. But I still don’t get it. Yes, I know some-times they change the name of something to make us think it’s new and improved. But in my mind, main-tenance management IS asset maintenance. What’s the difference?”

That’s a great question. The person who asked it is not alone: Countless other maintenance professionals are asking the same thing. So, let’s use this month’s column to explore the similarities and the differences between “asset management” and “maintenance management.” While asset management includes everything we think of as good maintenance management practices, it goes well beyond the scope of “maintenance” as we know it.

Important definitionsThe term “asset,” in this case, refers to physical items such as plants, equipment, facilities, vehicles, utility systems and infrastructure. “Asset systems” refer to a series of equipment that works together as a single system, such as a chemical process, a manufacturing process or a railroad system. Each “system” is composed of numerous pieces of equipment.

We will use the word “equipment” here as a general term when referring to physical assets of the types discussed above.

The term “system” is a structured set of interacting, often interdependent, elements forming an integrated whole to deliver a desired result. A computerized mainte-nance management system (CMMS), with its numerous programs, functions, forms, tables, reports and its processes for work orders, PMs, parts, labor, planning and scheduling, is a good example of a “system.”

For our purposes, the definition of “management” can be summed up as the organization and coordina-tion of activities aligned with certain policies for the achievement of clearly defined objectives of an enterprise.

Last is “reliability.” Simply stated, reliable equip-ment does what it is supposed to do, the first time, every time, in the prescribed operating context (or environment). In other words, “reliability” means “failure-free performance.”

Maintenance in a business contextThe primary objective of maintenance is to take care of equipment, respond to its needs and keep it in good operating condition. In a business context, however, “maintenance” is NOT the goal. The expec-tation of an equipment-intensive business is to have reliable equipment performing functions that lead to its business goals. Maintenance, then, is a “work process” that contributes to equipment reliability through the use of proven actions, tools, techniques and people.

When we take into account the operating context, in many cases, maintenance tasks alone cannot gener-ally make equipment reliable. Why? Because, to put it simply, “maintenance” is not the solution to all causes of unreliability.

Unfortunately, in some organizations the Main-tenance Department is seen as the sole supplier of equipment reliability because it performs preven-tive maintenance (PM) on equipment, then fixes it when it breaks. This “fixing paradigm” is often communicated as a customer-supplier relationship—wherein Production is the customer and Maintenance is the supplier—rather than as an organization-wide partnership, wherein reliability is central to Asset Management.

The bottom line thus far is this: Maintenance, as a department, rarely has the ability to make equip-ment reliable. The process of maintaining equipment, whether it is performed by maintainers, operators, engi-neers or contractors, cannot address all of the causes of unreliability. In many cases the ultimate remedy resides in other departments or organizations—some within the same enterprise and some outside.

There are many approaches to maintenance management that improve the efficiency and effec-tiveness of maintenance functions. And this is a good thing, for sure. But we’re still talking about “mainte-nance management.”

The life-cycles of equipmentReliable equipment doesn’t just appear with the wave of a wand. In fact, there are many phases in the life-cycle of equipment. For the purpose of this brief article, let’s group these into four major phases:

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UPTIME

#1. Acquisition: Design, build/buy, install, startup, commission

#2.Utilization: Performing the intended function or operation

#3. Maintenance: Maintain, repair and renew (restore)

#4. Decommissioning: Obsolescence and disposal

Two “reliability” questions to ponder here…

n In the above four life-cycle phases, where does “reliability” begin?

n In the above four life-cycle phases, where is “reliability” sustained?

Decisions that are made during the shortest phase (#1. Acquisition) will have a life-long effect on the performance and reliability of the equipment. Reliability begins in Phase #1. When equipment is purchased on a low bid with vague specifications and little regard to life-cycle performance and/or costs, the chances of operational readiness and reliability throughout its life-cycle are highly unlikely.

The phases with the longest duration are the combi-nation of #2. Utilization and #3. Maintenance. (They’re also the phases with the most frequent variables [human factors] that affect equipment reliability.) These two phases occur in an interdependent, but intermittent fashion. Reliability is sustained in Phases #2 and 3.

Reliability-inhibiting variables…Let’s briefly consider some of the reliability-inhibiting variables commonly found in Phases #2 and 3:

n Semi-qualified, untrained operators and/or maintainers

n Vague operating and maintenance work instructions

n Inconsistent, non-standard methods, short-cuts or violations

n Personnel fatigue, stress, sensory limitations

n Errors (skill-based, judgment-related, misperceptions)

n Failure to correct known problems with personnel or equipment

n Insufficient personnel (Operations, Maintenance, Supervision)

n Equipment doing things it was not intended to do

n Lax routines in cleaning and inspection

n Inconsistent or deferred scheduled PM routines

n Insufficient, incorrect, unfit-for-service spare parts

n Improper lubricants and/or lubrication routines

n Conflicting priorities (Production vs. Maintenance)

Asset ManagementI’ve often referred to “asset management” as “mainte-nance on steroids.” But that doesn’t explain what asset management really is intended to be. If you’ve made it this far, you can recognize there are more causes of unreliability, poor equipment performance and equipment-related problems that are outside the direct control of Maintenance. This is where asset manage-ment comes into play. Here are 10 major elements in an Asset Management System:

#1. Asset Management focuses on the assets that strategi-cally add value to the enterprise, to the business— assets that the success of the business is built around.

#2. The Asset Management Process systematically aligns all asset-related policies, procedures, functions, roles, responsibilities, activities and resources with the strategic plan of the business.

#3. A specific Asset Management POLICY communicates business imperatives related to the physical assets of said business. This POLICY, including its specific expectations and accountabilities, is deployed at the same level, by the same senior executives that deploy the Quality Management and Environmental, Safety and Health Policies of the business.

#4. Asset Management Objectives and Plans are aligned with the Asset Management Policy and strategic business plans and goals.

#5. Asset Management Controls and Enabling Processes are established to facilitate the implementation of Asset Management Plans to achieve Asset Manage-ment Objectives.

n


UPTIME

#6. Strategic equipment: When performance of equipment is vital to the function it is performing and there are no acceptable alternatives to replace the function of the equipment, it has a strategic purpose. Some pieces of equipment or equipment systems may be more critical or more at risk than others and must be managed accordingly.

#7. Implementation of the Asset Management Plans spans all four of the previously described life-cycle phases: #1. Acquisition; #2. Utilization; #3. Maintenance; and #4. Decommissioning.

#8. Performance and condition monitoring of the strategic assets, as well as the Asset Management System itself, are also performed to assure—and improve—their efficiency and effectiveness.

#9. Periodic management reviews of the Asset Management processes and systems are routinely performed to assure that the goals of the business are being addressed and achieved.

#10. Asset Management participants include every orga-nization, department and function, and every person (part-time, full-time, hourly, salary or contractor) that makes decisions or takes action directly or indirectly impacting the performance and/or reliability of any asset that will affect the strategic business plan of the enterprise.

With these 10 formal asset management processes in place, equipment performs as intended, operating costs decline and the return on net assets increases. MT

[email protected]



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DON’T PROCRASTINATE…INNOVATE!

Jay Carney, the current White House Press Secretary, recently took the opportunity to state, “The United States of America is still the most powerful economy in the world. It is an incredible engine for creativity and innova-tion. And it has the smartest, most effective workforce in the world.” Carney’s assessment was spot on.

When it comes to creativity and innovation, the USA has continually held a revered position in the eyes of the world. This is evidenced by the way much of the world emulates, copies and, in some cases, counterfeits ideas, products, methods and processes born in America. Fueled by the ingenuity of its courageous forefathers, America has dominated—and continues to dominate— the science of “getting things done better!”

As difficult as our recent economic times have been, history will likely record the past few lean years as a mere speed bump in American indus-trial dominance. Unlike governments, which tend to hire more and spend their way out of austerity, most corporations will rigorously examine them-selves and look for ways to be more competitive, assessing the value of their current methods, processes, procedures and product offerings to eliminate waste with precision.

History has repeatedly shown that under adver-sity, the spirit of creativity and innovation flour-ishes. Many readers will recall the near-disaster of the Apollo 13 moon mission, when after 56 hours of spaceflight, an oxygen tank on one of the spacecraft’s service modules blew up due to faulty electrical wiring insulation. The subsequent understated “Houston, we have a problem” sound-bite call from the crew is now legendary.

Apollo 13’s problems were many, but the astro-naut crew and ground teams in Houston worked through them one by one and developed inge-nious devices and protocols to avert almost certain disaster. When most people think back on the Apollo 13 saga, they remember the famous oxygen

depletion problem depicted in Hollywood’s version of the story. In it, the lunar module’s Lithium Hydroxide (LiOH) scrubbers, used to remove carbon dioxide from the spacecraft, held insufficient capacity to get the astronauts back to earth. Ironically, the attached command module had more than adequate capacity in its LiOH scrubbers, but the crew was unable to attach the return-line hose, as the connections were incom-patible. Using only items known to be carried in the spacecraft at the time, a Houston ground crew was tasked with finding an innovative solu-tion before the astronauts passed out from lack of oxygen. The result was an object they named “the mailbox.” This jury-rigged device allowed the command module’s cube-shaped connectors to be linked to the lunar module’s cylinder-shaped connectors. It’s hard to believe that this heroic episode transpired many years ago.

More recently, we only have to look at the resur-gence and rebirth of the American automotive industry that has reinvented itself in the past few years. Innovative technology, product design and manufacturing methods are setting new bench-marks for the future.

Your chance to shineAmericans are truly fortunate to live in a society that fosters and rewards creativity and innova-tion. We are fascinated by and love to hear and read about successful invention and innovation stories in which “ordinary” people come up with great ideas that make the world a better place. This is demonstrated through the popularity of TV offerings like Shark Tank, Dragon’s Den and assorted shopping channels, as well as maga-zines like Popular Mechanics, Popular Science and, one of my personal favorites, Farm Show (a newspaper-like publication that showcases innovative gizmos, gadgets and ideas for work and play put forth by American farmers).

Seemingly ordinary people with a zeal or knack for innovation are sometimes termed

Ken Bannister, Contributing Editor

American Ingenuity Is Alive And Kicking


DON’T PROCRASTINATE…INNOVATE!

“backyard geniuses.” That’s because their solu-tions typically are not commercially underwritten, but rather are answers to problems on shoestring budgets, using only tools and materials at hand and heavy doses of ingenuity. The results aren’t always pretty, but they’re always effective!

Looking at the typical profile of a backyard genius, you might be surprised to learn that you fit in this elite group:

n Age: 3–103 years old

n Gender: Male or female

n Job title: All

n Qualifications: An open mind and a willingness to have a go at “doing it better”

In other words, successful innovators and inventors come from all walks of life. Many start by simply trying to resolve their pet peeves; or by working on a solution for a piece of machinery not quite suited for its original purpose or not likely to ever be repaired; or by rewriting a process that begs to be rewritten. The point is, most people have some type of backyard-genius story to tell. If you do, we want you to tell it to us.

For you ordinary people out there who may believe that your story is inconsequential— or that a high-profile magazine like ours wouldn’t be interested in it —or that your gizmo, gadget or idea is of no use to anyone else or not good enough or refined enough to be showcased, I urge you to think again. Come to the aid of others and share your successes with us! I issue the same call to action to you procrastinators out there. Don’t just leave it to “the other guy” to talk about his/her innovation. To paraphrase Guy Kawasaki, venture capitalist and Apple Computers Fellow, “Don’t worry, be crappy. Revolutionary means you ship and then test… Lots of things made the first Mac in 1984 a piece of crap, but it was a revolutionary piece of crap.”

So, if you have a revolutionary piece of crap— or a remarkable idea others in industry might benefit from—we invite you to participate in our “2012 Maintenance & Reliability Innovator of the Year” award program. Entries will be judged based on the following elements:

Practicality… 1. Can the innovation be adopted across industry?2. Can the innovation be replicated, manufactured or sold easily?

Simplicity…3. Is the ROI less than 3 months?4. Is the idea intuitive and easily understood?

Impact… 5. Reliability (uptime)6. Ergonomics (operator, maintainer)7. Safety8. Energy reduction9. Environmental?10. Maintainability (reduces maintenance)

It matters not to us: Your innovation can take the form of a gizmo or gadget, process or procedure or an innovative use of a third-party tool. It can be a down-and-dirty, homemade fix or an elegant, inventive use of a commercial product or service.

We know good old American ingenuity is alive and kicking. Submit your innovation before midnight, December 31 2012, and the world could be recognizing your backyard genius in early 2013. More details and submission forms are available at www.reliabilityinnovator.com. We look forward to hearing from you soon! MT

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

Most people have some type of backyard-genius story to tell.

If you do, we want you to tell it to us.


Jeff DudleyThe Dow Chemical Company

Reliability is more than

asset management

and quality control.

It’s a company-wide

mindset that never

veers from the goal.

This article expands on the author’s Viewpoint column,

“Questions And Answers: Are You Reliable Enough,” on pg. 56 of the April 2012 issue of MT.

Set Your Mind For Set Your Mind For Set Your Mind For Complete ReliabilityComplete ReliabilityComplete Reliability

How would you describe your organization’s

mindset? Does it allow you to be reliable enough or

does it encourage you to be as reliable as possible? If

you were as reliable as you could be, what would it

deliver for you, your stockholders and, most importantly,

your customers? To improve customer loyalty, increase

employee engagement and maximize margins, these are

questions you need to consider.



Let’s begin by revisiting the question I asked in my recent Viewpoint: What does “reliable” really mean? The dictionary defi nes it as “capable of being trustworthy” and offers the word “responsible” as a synonym. My defi nition goes a little deeper. To me, "Complete Reliability" is the constant and consistent ability to meet commitments to stakeholders, employees and customers. Constant means all of the time; consistent means every person in your organization. Such performance requires unwavering behavior. And the reason to faithfully and uniformly carry out this behavior has to be so compelling that workers won’t or can’t afford not to follow it. Something must make performing it so posi-tive––or not performing it so negative––that shortcuts are not considered.

Organizations that perform at this level are usually deemed reliable, trustworthy and able to meet the highest internal and external expectations. But why do so few organizations meet this standard? My years of studying world-class companies across many industries have convinced me that the success of high-performing organizations can often be credited to a compel-ling reason for them to become more reliable. One of the most obvious and effective compelling reasons today is regulatory commitment. Regardless of one’s perception of government-mandated rules, it is noteworthy that when organizations must perform at a prescribed level of effi ciency or face negative conse-quences, they're able to do it. Is it possible to reap the same posi-tive benefi ts without having to be held to external regulations? If so, how can a non-regulated organization regulate itself?

A regulatory mindset Regulation creates a platform that ensures products or services, along with their production and delivery, are at a level that meets essential parameters and allows them to be safely consumed or used by the customer. Every member of the organization is held account-able to these regulations and must perform their role to meet them. Organizations in regulated industries have no choice but to consis-tently and constantly deliver or they will be forced out of business. They must also learn how to turn a profi t while complying with regulations. But because regulations come from an outside agency, many issues must be considered before profi tability.

In contrast, non-regulated organizations have only the pressure of profi tability, not the pressure of regulation. This creates a fundamental difference in the way the two types of organizations might operate. Non-regulated organizations, for example, can decide to deliver their product/service in a highly reliable fashion or focus solely on profi tability. Having such choice often stalls organizational efforts to develop complete reliability. It allows for the many unproductive aspects of “normal” operations––events or procedures that seem inevitable and “must be dealt with”––to go unchecked and get in the way of real improvement. Organizations that can push beyond this mindset will ultimately become more profi table.

So what does it take for a non-regulated organization to create the same compelling reason to perform at a level of high reliability without outside regulation? What becomes the compelling reason to not be simply satisfi ed with a certain level of profi ts, but to press on toward Complete Reliability? What would motivate the organization to, in essence, become self-regulated? To answer, let’s fi rst explore why regulations occur in the fi rst place.

Regulatory bodies are usually established to ensure safety of both the operation and the products or services delivered. In the airline industry, for example, it is safe to assume that the primary regulatory agency (the Federal Aviation Agency) is more concerned with a company’s compliance than its profi tability. But for the company, the reverse is true. The company has to worry about profi tability and fully comply with regulations. How do they make it work?

Airlines have discovered that it is more profi table to deliver their product reliably and compliantly than to have regulating agencies dictate their actions. Despite the fact that most of us have experienced some form of airline-related inconvenience, airlines do a great job meeting their fi rst level of reliability––a constant, consistent commitment to the assurance that a plane will take off and land safely while meeting all regulations. Delta is a good example of an airline that successfully does both. This company’s recent predic-tion of an $800 million profi t in 2011, as well as a prediction of full profi tability in 2012, came only fi ve years after it fi led for bankruptcy. This turnaround has been largely credited to CEO Richard Anderson’s constant and consistent focus on reliability.

Unplanned events vs. a reliability cultureUnplanned events are the scourge of Complete Reliability. Whether a large-scale equipment failure or a breakdown in customer service, unplanned events disrupt a company’s ability to be reliable and eat up profi ts. When an unplanned event occurs, the organization might spend money and resources to remedy it––none of which generates cash. I refer to this situation as Cash Outfl ow Without Sales (COWS),

Unplanned events are the

scourge of complete reliability.

They disrupt a company's ability

to be reliable and eat up profi ts.




and no organization wants that herd to grow. In fact, most want to get out of this type of cattle business. Understanding what needs to be done and doing it while minimizing unplanned events creates the lowest long-term cost platform for any operation. And by minimizing unplanned events, fewer resources are wasted on the need to do things over.

Not every strategy to minimize unplanned events leads in the right direc-tion. In fact, the wrong approach can lead to a perception that reliability is a cost rather than an advantage. While this is not true in a Completely Reliable operation, reliability can be costly if it’s always thought of as “someone else’s job” and not the job of each member of the organization. Hiring additional staff, for example, to “check” for reliability is a case where reliability adds cost. Organizations that put in a layer of “inspectors” to ensure quality, reli-ability or productivity have done two things that detract from the benefi ts of Complete Reliability: They’ve increased the cost of achieving the desired state, and have essentially told those who are not “inspectors” that those types of responsibilities are not theirs. Both have a negative impact on reliability. By contrast, in highly reliable organizations, every person in the organiza-tion takes on the responsibility of “inspectors” and everyone has the desire to minimize unplanned events. Each worker says, “I need to do something,” not “Someone else needs to do something” about reliability.

To develop a reliability mindset, it’s key to minimize unplanned events all of the time, not only when the economy is good and not only during a certain project. It must become a way of life for every individual in the organization and the focus of the way they think. They should approach each situation and determine the most reliable way to deliver the product or service. To experience the levels of improved reliability and profi tability that exist at many regulated organizations, non-regulated companies must develop the culture and discipline to become highly reliable and do it without an external force driving them in that direction.

Becoming reliable also requires a focus on being reliable. That sounds simple, but it’s not so simple for the unregulated company where the focus on reliability may not be as well understood as the focus on profi ts. Once you become Completely Reliable, the notion that reliability enhances profi ts is easy and rewarding, but during the transition the temptation is always there to focus exclusively on quick profi ts, even at the expense of long-term ones. With only the pressure of profi tability –– from upper management, investors, analysts and shareholders –– decisions are often made that put investments in reliability on hold. Here is where tough decisions must be made. If you are focused on long-term reliability and, therefore, long-term and sustainable profi tability, you will need to make decisions that make sense in the long run, despite objections (from analysts, for example) that such a strategy would reduce immediate profi ts. As we’ve seen with Delta Airlines, becoming Completely Reliable means having the mindset to know how to get there, then having the strength to stick to that path.

A reason to careThe other key mindset necessary for Complete Reliability is that everyone in the organization must care about what happens inside the organiza-tion. Every person, in their own mind, must develop the discipline that they are personally accountable, not only for their own actions, but also the outcome of their actions toward the minimization of unplanned events. Without this unanimous personal accountability in an organization, the

and no organization wants that herd to grow. In fact, most want to get out of this type of cattle business. Understanding what needs to be done and doing it while minimizing unplanned events creates the lowest long-term cost platform for any operation. And by minimizing unplanned events, fewer resources are wasted on the need to do things over.

tion. In fact, the wrong approach can lead to a perception that reliability is a cost rather than an advantage. While this is not true in a Completely Reliable operation, reliability can be costly if it’s always thought of as “someone else’s job” and not the job of each member of the organization. Hiring additional staff, for example, to “check” for reliability is a case where reliability adds cost. Organizations that put in a layer of “inspectors” to ensure quality, reli-ability or productivity have done two things that detract from the benefi ts of Complete Reliability: They’ve increased the cost of achieving the desired state, and have essentially told those who are not “inspectors” that those types of responsibilities are not theirs. Both have a negative impact on reliability. By contrast, in highly reliable organizations, every person in the organiza-tion takes on the responsibility of “inspectors” and everyone has the desire to minimize unplanned events. Each worker says, “I need to do something,” not “Someone else needs to do something” about reliability.

all of the time, not only when the economy is good and not only during a certain project. It must become a way of life for every individual in the organization and the focus of the way they think. They should approach each situation and determine the most reliable way to deliver the product or service. To experience the levels of improved reliability and profi tability that exist at many regulated organizations, non-regulated companies must develop the culture and discipline to become highly reliable and do it without an external force driving them in that direction.

simple, but it’s not so simple for the unregulated company where the focus on reliability may not be as well understood as the focus on profi ts. Once you become Completely Reliable, the notion that reliability enhances profi ts is easy and rewarding, but during the transition the temptation is always there to focus exclusively on quick profi ts, even at the expense of long-term ones. With only the pressure of profi tability –– from upper management, investors, analysts and shareholders –– decisions are often made that put investments in reliability on hold. Here is where tough decisions must be made. If you are focused on long-term reliability and, therefore, long-term and sustainable profi tability, you will need to make decisions that make sense in the long run, despite objections (from analysts, for example) that such a strategy would reduce immediate profi ts. As we’ve seen with Delta Airlines, becoming Completely Reliable means having the mindset to know how to get there, then having the strength to stick to that path.

A reason to careThe other key mindset necessary for Complete Reliability is that everyone in the organization must care about what happens inside the organiza-tion. Every person, in their own mind, must develop the discipline that they are personally accountable, not only for their own actions, but also the outcome of their actions toward the minimization of unplanned events. Without this unanimous personal accountability in an organization, the

To develop a reliability

mindset, it's key to minimize

unplanned events all the time,

not just in a good economy

or during certain projects.



concept of Complete Reliability will always struggle to exist. And because every organization’s culture is shaped by what matters to the leaders, if reliability is not important to them, Complete Reliability will never happen.

But there’s a behavioral-science aspect to consider with regard to how decisions are made about profi ts and reli-ability. A leader may, for example, elect to increase profi t by increasing revenue and reducing cost, or increase profi t to a lesser extent by doing only one of these. Reducing cost can typically be done more quickly than increasing revenue. Also, in most cases, reducing requires us to stop doing something, as opposed to doing more of something. Increasing revenue is usually the opposite: It call for doing more rather than less of something. Here’s where the science comes in. According to noted American psychologist B.F. Skinner, most people (and, therefore, organizations) prefer consequences that are "Personal, Immediate and Certain," rather than "Personal, Future and Uncertain." Elimination of cost is the former—creation of new revenue is the latter.

Those who have given little thought to reliability will always lean toward cutting cost as their fi rst course of action. Their reasoning is that to operate at the lowest cost, a cost-cutting culture must be in place. This could be the case for certain economic situations where affordability or survival comes into question. However, for sustained culture development and long-term corporate viability, I believe this is the wrong approach. Why? Because without focus on reliability, the signifi cance of unplanned events and the signifi cant loss of resources and added costs is never addressed. Also, because of the inability to constantly, consistently meet commitments, loss of revenue through unsatisfi ed customers becomes a very real probability.

Organizations willing to move their cultures toward Complete Reliability discover that, through the creation of reliability, they can do both: grow revenue and reduce cost. This happens because they develop customer commitment and customer loyalty while eliminating the cost of unplanned events. Driving the culture toward Complete Reliability is more powerful and cost-effective than spending additional money on any other single aspect of reliability, whether for quality inspectors or even for asset reliability. Money spent to shape culture and worker behaviors is signifi cantly more impactful than money spent on assets. In fact, if money is spent to create reliability, but not to create behaviors that minimize unplanned events, money will always be needed to minimize the impact of unplanned events.

When the focus is to create an accountable culture and one that becomes Completely Reliable, resources that had been wasted on unplanned events can be refocused on goals the orga-nization strives to achieve. Spending is optimized and resources are put against the most impactful activities that create even further reliability. The culmination of this effort will be an orga-nization that has optimum resource distribution, the lowest cost and the highest margin-to-revenue ratio.

From theory to passionTo create a culture that will drive a Completely Reliable organization, workers’ understanding of the need to mini-mize unplanned events must progress from the theoretical realm to a passionate desire. Since most organizations typi-cally follow what their leaders believe, the leaders have to fi gure out why they care about constantly and consistently meeting their commitments and, in turn, give everyone else in the organization a reason to care.

It takes only one person’s mindset to develop into that passionate desire to constantly and consistently deliver on every commitment. That person has to be brave enough to share their thoughts, passionate enough to deal with the resistance they will get and have enough courage to keep pushing until others begin to follow. But to become Completely Reliable, each member of the organization, especially leaders, must develop his and her own reason to care about minimizing the impact of unplanned events. Each person has to develop a mindset that not only talks about the importance of such actions, but demonstrates through daily behavior that they care. MT

Jeff Dudley is Corporate Director of Maintenance and Reliability for The Dow Chemical Co., based in Midland, MI. With Dow since 1989, and Owens Corning for 10 years prior to that, he's held a number of manufacturing and leadership positions. He received his B.S. in Chemical Engineering from Carnegie Mellon University. Dudley now devotes much of his time outside work to teaching about leadership. In fact, he'll be presenting his views on this topic in a Keynote address that helps kick off next year's Maintenance and Reliability Technology Summit (MARTS) on May 1, 2013, in Rosemont, IL. Plan now to be there and hear what he has to say. For more details and to register, please go towww.martsconference.com.

In a completely reliable culture, the understanding of the need to

minimize unplanned events has gone from being theoretical to passionate.

ELECTRICAL-SAFETY SENSE

Be On The Safe Side

With PESDsPhil Allen, President, Grace Engineered Products

Sponsored Information

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

Companies across the U.S. and Canada are investing time and resources in establishing effective NFPA 70E/CSA Z462 programs to stem the risk of arc fl ash and other electrical hazards. Design changes are implemented

with the purpose of keeping workers on the safe side of electrical panels and far away from the dangerous voltage needed to create an arc fl ash.

As part of those design changes, permanent electrical safety devices (PESDs) — external devices permanently mounted to electrical systems that, directly or indirectly, reduce the risk of arc fl ash and/or shock hazard—have become the de-facto standard to which panel designers are turning: PESDs allow them to create safer conditions for workers who are performing mechanical and electrical lock-out/tag-out and at the same time help increase the productivity of those workers.

What others are saying“Some companies view electrical safety as an expense,” says Dennis Doody, Project Manager with Vilter Manufacturing in Cudahy, WI, “but our motor starters actually reduce that expense. We use permanent electrical safety devices, sepa-rate enclosures and an HMI to provide the operator with tools to perform tasks outside of the enclosure rather than have to interact with energized components. By doing this, we keep employees away from energized electrical equipment and perform tasks safely on the outside of the enclosures.”

The time and money saved as a result of Vilter including PESDs in its designs will continue to generate returns on initial investments: Safety will be increased. Bottom lines will be helped.

Clarifying the business caseBy keeping workers on the safe side of panels, organizations reduce their risk for arc fl ash—a phenomenon that could cost tens of millions of dollars and more. Those that do experience arc fl ash incidents will likely fi nd themselves spending signifi cant time and money contending with numerous interested parties and/or associated issues. That list could include, but wouldn’t necessarily be limited to: OSHA, unions, lawsuits, personal issues, employee re-training, increased insur-ance premiums, even having to reference the accident on bids for future work. The consequences that can result due to such situations detract from a company’s growth, deplete its essential resources and redirect its focus away from progress. Considered in these terms, being on the safe side/keeping workers on the safe side of your next lock-out/tag-out clearly makes good business sense. MT




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Darrell Carmichael Brady Corp.

Visual Controls: A Critical Component Of

Institutional Knowledge TransferFilling the void when seasoned employees retire or move on from

your operations calls for clarifi cation, clarifi cation, clarifi cation.

Here’s where a picture may truly be worth a thousand words.

Over the next few years, the demographics of your workforce are likely

to change dramatically. The baby boomer generation is nearing

retirement, and companies are facing signifi cant workforce reduc-

tions—up to 50% for some.

© C

HRIS

TIAN

42—

FOTO

LIA.

COM


A SPECIAL SUPPLEMENT TO MAINTENANCE TECHNOLOGY

When seasoned employees retire, there’s going to be a staggering knowledge loss. The acquisition of knowledge simply cannot take place the way it has in the past. Workers no longer have years to get up to speed on the layout of the plant, the location of equipment and controls or the proper operational and maintenance procedures. The influx of young employees and contracted workers—qualified as they may be—will not have the on-the-job experience that is so vital to your organization’s success.

Now more than ever, it’s crucial to mine the valuable knowledge of experienced workers. This article focuses on how your organization can leverage the knowledge of seasoned employees, develop it and embed it into your workplace environment. Through the use of standard-ized, specific point-of-need visuals, you can transfer this knowledge to your new employees, ensuring that regard-less of their skill levels, they all have the information they need—exactly when and where they need it.

Who will do the work?A 2007 survey of a diverse group of 480 organizations enti-tled “The Real Talent Debate: Will Aging Boomers Deplete the Workforce” [Ref. 1] found that 42.2% of the respon-dents saw their aging workforce as a significant concern. Some industries, including those in the petro-chemical and power-generation sectors, are reporting retirement gluts of up to 50% of their workforce.

The lack of planning for the impending crisis is particularly alarming. The survey found that 42.7% of the responding companies have no organizational group responsible for the knowledge transfer involving their mature workers; 81% have no process to determine the future work intentions of their employees.

In short, companies are not presently capturing the knowledge of their seasoned workers. Even worse is the fact that the majority of them don’t know when they’re going to lose this knowledge.

Unfortunately, that’s not the only disturbing news. The problem lies as much—if not more so—with the skill level of those employees who will be replacing the retiring boomers. The retirement rates among skilled maintenance and manufacturing workers are accelerating, yet fewer young people are choosing to pursue a career in mainte-nance and manufacturing. According to Maintenance Technology Contributing Editor Bob Williamson in his July 2010 “Uptime” column, this skills shortage is the eye of “the perfect storm.” Even if there are enough bodies to fill open positions, many of those new employees will not have the learned skills necessary to be effective. [Ref. 2]

Creating a smooth transition for new employeesVisual controls are one of the most effective and effi-cient ways to facilitate the knowledge transfer between employees, particularly when they are used in conjunction with conventional training methods. Dr. Gwendolyn Gals-worth, a foremost authority on Visual Management, cites that companies have reduced training time by as much as 49% through the use of visual controls. [Ref. 3]

The concept behind visual controls is to place visually instructive information at the point of need—not just in a binder or on a computer, but rather on or at the physical loca-tion of the task or hazard. This information should serve one or more of three purposes:

n Safety awareness, such as indicating a hazardous situa-tion or environment,

n Equipment identification and location information

n Task W+H information (What, Where, When, Who, How & How Much)

Case in point: visual directions…You need to get to a specific location, but you’re not sure how to get there. What are the different ways you can get the infor-mation you need to determine your route?

You could stop and ask someone for directions; however, this often leads to inaccuracies—and the need to ask again. You could use a map, but the map could have out-of-date infor-mation, and you’ll have to spread it over your steering wheel, which could lead to safety risks and misguided turns. You could also use an electronic device and enter your destination prior to starting your trip. The device would then supply turn- by-turn instructions, which are usually the correct directions and the most efficient way of getting to your destination.

This same logic can also be applied to equipment identification and, more importantly, to the processes and procedures employed in a plant. When developing lockout/tagout, TPM, 5S or other procedures, you have a choice between creating:

n Basic text documents (usually left in a binder in the Safety or Maintenance office, which often entails finding someone to ask questions of or gain access to the binder from).

n CAD style drawings that show a “representation” of the equipment, but still require employees to determine exactly where things are and how to accomplish the task.


n Photograph-based, step-by-step (turn-by-turn) instruc-tions that match what the worker is seeing in real-time. (This is the most effective and effi cient option.)

Examples of effective real-plant visual controls…

Lubrication Schedule: As the following graphics show, a detailed lubrication schedule can be converted into simple visuals that even novice employees can understand and properly perform.

Inspection Points: Many experienced workers are able to recite the acceptable operating parameters of the equipment they run, yet they may not “see” an abnormality if they’re not actively looking for it. Most inexperienced workers will not have the knowledge base to know if there are abnormali-ties. Visuals can be used to make sure information is at the Point of Need that makes it obvious at a glance if there are any abnormalities.

Compliance Marking: Numerous compliance standards require some type of marking or identifi cation. The need is clear. For example, a study performed in the utility industry, the Electric Power Research Institute (EPRI) found that 54% of all operator errors were due to inadequate or missing labeling. Compliance-related markings are THE prime candidate for incorporating useful information beyond the basic regulatory warning requirement. Pipe marking is one such example.

LUBEPOINT

Needed information is somewhere on the list

At Point of Need:What type lube?How often?How much?

At Point of Need:Quickly answers all the questions.



In addition to electrical circuitry, piping systems are one of the most common areas where identifi cation is insuffi cient. This lack of identifi cation leads to time wasted in searches for fl ow, origins, destinations and valves. Note the difference in clarity and specifi city in the following labeling conven-tions. Which type of labeling is the most comprehensive and easiest to understand?

Getting startedDetermining standard work and creating visual controls… To begin implementing visual controls in your facility, you need to fi rst identify a critical piece of equipment (i.e. a bottleneck piece or high-revenue producer), or an application that’s critical to your operation (i.e. lubrication). Gather a team of mature workers (maintenance & operators) and determine the best way of completing the necessary tasks. (If the best maintenance person or operator you would have chosen has retired, consider bringing them in for a brief consulting role.)

Next, document the step-by-step instructions and place them in a binder or online database as standard work. Then take the specifi c W+H info and transfer it onto placards, labels or tags; these are your visual controls. Post the visual controls directly onto the equipment at the point of need. These visuals will encourage standardization across employees, and equip all workers with the information they need to complete the task in the most effective and effi cient manner.

To ensure long-term success, remember that a visual control kaizen—or effort—should not be a single event. It should be an ongoing process, with auditing and enforcement mechanisms in place to ensure the standard work is still the best possible or practical method, and that it is habitually followed.

The time is nowThe numbers don’t lie. In the years ahead, companies are going to face big challenges as their seasoned workforce enters retire-ment. Yet these challenges present your organization with a number of improvement opportunities for visual controls and standardization.

With the proper identifi cation and markings, your new employees won’t be pressured to remember everything; they’ll just need to know where to look. Placing critical information at the point of need gives them instant access to knowledge that has been accumulated over time from OEMs and experts.

But the benefi ts don’t stop there. Visual controls and stan-dardization of your markings can yield safety improvements and incremental productivity increases that add up to enormous cost savings over time. Startup, shutdown, Lockout/Tagout, and changeover events have a great impact on the bottom line with the reduction of even a few minutes of downtime.

Get ready for the changes that are coming—and equip your organization for a smooth and successful transition to the future: Find the information. Document it. Post it with visual controls. There’s still time, but the clock is ticking. MT

References1. “The Real Talent Debate: Will Aging Boomers Deplete the

Workforce.” 2007 Survey, conducted by World at Work, Buck Consultants, Corporate Voices for Working Fami-lies: www.worldatwork.org.

2. Williamson, Bob. “Our Aging Workforce–It’s a War Out There.” Uptime column, Maintenance Technology, July 2010.

3. Dr. Gwendolyn Galsworth: www.visualworkplace.com.4. The Electric Power Research Institute: EPRI-NP-6937.

(www.epri.com).

Darrell Carmichael is an Industry Specialist for Petrochemical and Power Generation with Brady North America. He has 13 years of experience helping companies improve safety and operational initiatives, including TPM, 5S, Lockout/Tagout, Arc Flash and Right to Know, among others. Carmichael is active in the American Society of Safety Engineers, SMRP, the Southern Gas Association and the American Fuel & Petrochemical Manu-facturers (AFPM, formerly NPRA).

GLYCOL

Unmarked and Unpainted: No information or safety value.

Labeled or Stenciled: Little information value.

Painted: Basic awareness of hazardous content.

Specifi c Information: Reduces search time and enhances safety.


ReliableGadgets


ReliableGadgets


Ingersoll Rand has launched the SS100 Series, a new line of air starters to serve the small-engine market. Compatible with air or natural gas, the modular design of these units allows them to be

adapted for a range of engines, up to 10 liters in size. Creating power from the natural environment, they’re well suited for applications in the marine, mining, oil and gas, power-generation, off-highway and transportation industries. Notable features include lube-free motors constructed with solid alloy steel components that can withstand a variety of harsh environments and operating conditions. Built on a single frame with multiple 360° rotating fl ange options, the units are easy to fi t and install. An overhung design eliminates outboard bearings that interfere with fl ywheel housings, and a simple offset gear facilitates effi cient fi eld service. According to the company, the SS100 Series will replace the existing Ingersoll Rand 3BM, 5BM and SS175 series starters.

Ingersoll RandDavidson, NC

Modular Small-Engine Air Starters For Tough Applications

single frame with multiple 360° rotating fl ange options, the units are easy to fi t and install. An overhung design

Spirax Sarco now offers the Pivotrol PTF4, a high-capacity pressure-powered condensate pump that covers a wider range of pressure than could be handled by the company’s

individual PTF4L and PTF4H versions (which will no longer be offered). The PTF4 can be operated by steam, air or other pressurized gases up to 200 psig. Designed to reduce the exces-sive maintenance and energy consumption associated with high-capacity condensate pumps, it features patented vent-assist valves that release pressure in the pump body during the exhaust stroke for faster fi lling and overall cycling. Incorporating dual Pivotrol pumping mechanisms with PowerPivot® technology, the units are backed by a three-million-cycles or a three-year warranty, as well as a Pivotrol Condensate Pump lifetime spring warranty. A fi ve-million-cycles or fi ve-year extended warranty is available as an option. The pump’s electronic cycle-counters monitor performance and confi rm warranty coverage.

Spirax SarcoBlythewood, SC

High-Capacity, Pressure-Powered Condensate Pump

exhaust stroke for faster fi lling and overall cycling. Incorporating dual Pivotrol pumping mechanisms


ReliableGadgets



EXPERIENCE A CONFERENCE LIKE NEVER BEFORE.

JOBFAIR +75 FACILITY

TOURSWORKSHOPS &PRESENTATIONS 4

Experience it yourself. Register today at www.smrp.org/conference.

Once you make it to the 20th Annual Society for Maintenance and Reliability Professionals (SMRP) Conference, it will become part of your plans to attend every year. Did you know the largest maintenance and reliability event and number one asset management resource for North America is coming in October? Featuring a job fair, premier educational workshop and track sessions, behind the scenes facilities tours, and Keynote Speaker Alison Levine, a sought after consultant and adventurer.

SMRP: The premier asset management resource.For more info, enter 71 at www.MT-freeinfo.com

‘Power Tool’ Keeps Cords Neat, Safe, Out Of The Way

According to Great Stuff, Inc., its new RoboReel product is the world’s fi rst extension-cord reel worthy of being called a power tool. Designed as

an easy way to keep cords neat, safe and out of the way when not in use, this portable, motor-driven system delivers 50’ of 12-gauge power cord with a “smart” three-outlet receptacle ball on the end. It features a rugged circular casing that can be mounted virtually anywhere, including walls, ceilings or the back of a truck. The unit rotates 360° for easy access to anything within a 100’ diameter and, with the touch of a button, turns on, off and retracts. For added safety, RoboReel features redundant thermostats to prevent overheating and fi re hazards, as well as a 15-amp circuit breaker to protect your tools. If the extension cord is ever completely severed, power will shut off in less than a second.

Great Stuff, Inc.Austin, TX

truck. The unit rotates 360° for easy access to anything within a 100’ diameter and, with the touch of a

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When 1 Is Great, 2 Synergistic Publications Are Better:

Much, Much Better!MAINTENANCE TECHNOLOGY (MT). . .

MT is the premier source of capacity assurance information for manufacturing, process and service operations around the globe!

MT targets the critical technical and business information needs of engineers, managers and technicians who have specifi c interest in and/or responsibility for the reliability, availability, safety, effi ciency and environmental integrity of countless plant equipment systems throughout all industry sectors.

MT editorial is derived from noted industry experts, end-users and leading suppliers in the marketplace. It focuses on equipment reliability and maintenance management solutions, as well as the proactive strategies and information systems that support them.

MT’s goal is to help our readers leverage their precious time with state-of-the-art technologies and methodologies on the way to best practices across their operations.

LUBRICATION MANAGEMENT & TECHNOLOGY (LMT). . .

LMT serves crucial specialists with responsibility for the purchase, application, cleanliness, effi cacy and effi ciency of advanced lubricant technologies for operations everywhere.

LMT offers top-down penetration, from the person who runs things, to the personnel who keep things up and running.

LMT serves the entire lubrication team: engineers, managers, supervisors, technicians and operators.

LMT delivers the entire market: process industries, manufacturing, utilities, mining, transportation and everything in between.

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(REACHING 32,000+ KEY DECISION-MAKERS, EVERY OTHER MONTH)

(REACHING 50,000+ KEY DECISION-MAKERS, EVERY MONTH)

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“ACHIEVING EFFICIENCIES THROUGH PRODUCTS AND PRACTICES”

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How can I get HIgHer

productIvIty?

What about regulatory

compliance? How do I opt How do I opt How do I opt How do I opt

compliance? How do I opt

compliance?I

compliance?I

compliance?m

compliance?m

compliance?Ize

and protect and protect and protect and protectm

How canm

How canY assets?

How canY assets?

How can

Take a break from a week filled with questions, by attending a week filled with answers.

Learn about the latest smart, safe, sustainable solutions to optimize

production. Improve machine performance. Get all the answers at

Automation Fair® in Philadelphia, Nov. 7–8. Visit www.AutomationFair.com.

For the truly inquisitive, attend the Safety Automation Forum or

Process Solutions User Group. Learn more at www.SafetyAutomationForum.com and

http://psug.rockwellautomation.com.

Copyright © 2012 Rockwell Automation. All Rights Reserved. AD RS2290-R1P

AUTOMATION INSIDER

Automation’s Focus On Helping Maintenance

By Gary Mintchell

You’ll probably read this column around the time of ISA Automation Week,

in Orlando, FL, Sept. 24-27. This annual conference is a gathering of auto-

mation, controls and instrumentation engineers, managers and technicians

in the process industries. Among the highlights of this year’s program is a

demonstration of data interoperability from the Engineering, Procurement and

Construction (EPC) functions on through, ultimately, the Operations and

Maintenance functions. The Open O&M group (www.mimosa.org) has been

working toward this event for several years.

The demonstration involves the design, construction (virtual), operation and main-

tenance of a debutanizer. Three major design suppliers—Aveva, Bentley and Intergraph—

are all on board with the project, which will be designed by the EPC WorleyParsons.

Note that this demo is being run the same way a “real” industrial project would

run. If all of the project work comes to fruition, the benefi t to end-users will be

improved maintenance response. Owner/operators will be able to get up-to-date

P&IDs with truly digital links to actual equipment specifi cations. Thus, should

a pump or motor go down in the middle of the night, a technician would be able to

call up the information on a computer and drill right down to the model and

spare-parts list to obtain a replacement or have a repair done more quickly than has

typically been possible.

Last month was also a busy one for automation in the U.S. National Instruments’ annual developer and user conference, NI Week,

drew 3400 people to the Austin, TX, heat, Aug. 6-9. I had several conversa-

tions with product managers and application engineering managers during

that event. Improving the speed, accuracy and visualization of condition

monitoring was a major point they all wanted to get across to me. Incor-

porating digital technologies such as condition monitoring, advanced

networking and visualization—especially on new mobile platforms like iPads—

will improve maintenance effectiveness and responsiveness. Leveraging these

types of advancements (i.e., moving from preventive to predictive or model-

based maintenance) is sure to make your life easier. MT

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

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


By Gary Mintchell By Gary Mintchell




32 | MAINTENANCE TECHNOLOGY OCTOBER 2007

Upfront Motor Planning: ‘Measure Twice, Cut Once’

BOOSTING YOUR BOTTOM LINE

M

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.

any of us can remember hearing that old “measure twice, cut once” proverb. Old as it may be, it still offers an important reminder:

It’s faster and less expensive to plan ahead than to make a mistake and do the job twice. Unfortunately, some mistakes are more costly than others. For a facility manager, operating without a plan for important motor-driven equipment (the largest single source of elec-tricity consumption in the U.S. industrial sector)[1] could be causing excessively high electricity bills, or worse. You could be moving toward unanticipated motor failure, downtime and a series of other costly consequences.

How can you ‘measure twice?’ Planning ahead may be easier than you think. The Motor Decisions MatterSM (MDM) campaign describes the basics of motor management and planning in its Motor Plan-ning Kit (MPK). Simple to use, this kit is available to the public on the MDM Website, www.motorsmatter.org.

The MPK is designed to help industrial plant managers develop electric-motor management plans for motor-driven equipment in their facilities. Such plans are effective tools for improving plant productivity and reliability, while reducing operating costs and conserving energy. Use of the MPK can help readers take advantage of the bottom-line benefi ts of effec-tive motor management [2]. Originally released in 2001, the newly revised MPK features:

◆ Charts that illustrate the importance of pur-chasing motors based on life-cycle costs

◆ Motor management success stories

◆ Information on high-effi ciency motors and motor-system optimization through the use of ASDs in appropriate applications

◆ Expanded section on the “building blocks” of motor management

◆ Lists of motor management resources, inclu-ding regional resources as of 2012

Since effective motor management and use of energy-effi cient equipment can save electricity and reduce downtime, the MPK makes it easy to follow the “measure twice, cut once” advice. Visit MDM online to fi nd this tool and other resources designed to help you plan ahead.

New to MDM’s Website A summary of all 15 MDM motor management tools and resources can now be easily found using the MDM Product List. The summary provides a snapshot of MDM resources, brief descriptions and links to each resource on the site. Visit us online and start proactively managing your motor systems today! MT

1. U.S. Department of Energy: Industrial Technologies

Program, “Improving Motor and Drive System Perfor-

mance, “ 2008.

2. Motor management is a set of ongoing policies and

practices that help industrial facilities effectively manage

their motor populations based on life cycle costing,

repair-replace decisions and proactive planning.



RELIABILITYTHE

F I L E SRELIABILITYF I L E S

Volume 2 Number 9

M A I N T E N A N C E

TECHNOLOGY®


Sponsored Section

34 | MAINTENANCE TECHNOLOGY Sponsored Information THE RELIABILITY FILES / SEPTEMBER 2012

RELIABILITYTHE

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

TECHNOLOGY®


ProblemVariable frequency drives (VFDs) make commercial HVAC systems, automated assembly lines and other processes more energy effi cient. But they induce currents that can damage motor bear-ings. The resulting downtime and costly repairs can wipe out energy savings and severely diminish the reliability of an entire system. Now, with the AEGIS® Shaft Voltage Test Kit, you can fi nd out which motors are at risk and install AEGIS® rings to protect them.

SolutionWith the AEGIS® Shaft Voltage Test Kit you can test every VFD-controlled motor in an entire plant, offi ce building or other facility to confi rm the threat of bearing damage. A collaboration between Electro Static Technology (EST) and Fluke Corpo-ration, the test kit contains a voltage probe tip, an extension rod and a portable oscilloscope to measure the potentially destructive voltages on a motor’s shaft. The probe’s special tip contains conductive microfi bers that enable fast, easy and accurate measurements. EST makes the tip and extension rod, while Fluke makes the probe and F190 Series ScopeMeter.

Without mitigation, voltages can build up on the motor shaft, dis-charging repeatedly through bear-ings and causing EDM pitting and fluting. Fluting (a washboard-like pattern in the bearing race from concentrated pitting) can produce vibration and noise, but by that time bearing failure is often imminent. The AEGIS® Shaft Voltage Test Kit is handy for maintenance/testing personnel—anyone who needs to determine and convince others that shaft voltages either are or are not present at levels high enough to erode bearings.

How can such damage be prevented? If signifi cant shaft voltages are detected, the most effective bearing-protection device available today is the AEGIS® Bearing Protection Ring, which safely redirects harmful currents away from the bearings to ground. Developed by EST, the maintenance-free AEGIS® Bearing Protection Ring outperforms conventional spring-pressure grounding brushes, which corrode, become clogged with debris and wear out quickly, as well as ceramic-coated bearings, which can shift damage to connected equipment. It even provides bearing protection for so-called “inverter-duty” motors, which offer beefed-up insulation to protect windings, but nothing to guard against bearing damage, and transforms them into “true inverter-duty motors” with full protection of windings and bearings.

Proven bearing protection…The AEGIS® ring has already proven itself in over half a million applications. Key to the ring’s success are the patented conductive microfi bers arranged along its entire inner circumference, com-pletely surrounding the motor shaft—a critical design requirement.

As preventive maintenance, the AEGIS® rings can be easily installed on any NEMA or IEC motor regard-less of shaft size, horsepower or end-bell protrusion, using brackets or conductive epoxy. A new split universal mounting kit includes a split version of the ring that allows retrofitting without decoupling the attached equipment—the hinged halves open on one side to fit over the motor shaft. For larger motors, generators and turbines with shafts up to 30” in diameter, EST offers the maintenance-free AEGIS® iPRO Bearing Protection Ring, also avail-able in a split design.

Return On InvestmentBy diverting damaging currents safely to ground, AEGIS® grounding rings extend motor life, locking in energy savings to make systems sustainable and truly “green.”

For more information or for a free in-plant motor shaft voltage test, contact www.est-aegis.com. MT

Electro Static TechnologyMechanic Falls, ME

Motor Shaft Voltages Kill Bearings


SGRBEARING PROTECTION RING

Save yourmotors with

Your motors may be at risk!Now, with the AEGIS® Shaft Voltage Test Kit, you can quickly and easily measure voltages on the shafts of your motors to see if they are at risk of bearing damage.

The AEGIS® SGR protects motor bearings from damaging shaft currents, extending motor life and reducing downtime.

• Channels harmful currents safely to ground

• Maintenance-free, lasts for life of motor

• Easy to install — standard sizes and universal mounting kit simplify installation on any size or shape motor

1-866-738-1857 | sales @ est-aegis.comwww.est-aegis.com

VFD-Induced Bearing Currents Kill Motors!

For a free in-plant motor shaft voltage test complete the form at: www.est-aegis.com

,

CONSULTING – SPECIFYING

®

FINALIST


Motor Shaft Voltages Kill Bearings



Born in Japan in 1924, Taguchi served in the Astronomical Department of the Navigation Institute of the Imperial Japa-nese Navy during World War II. From the 1950s to the ‘70s, he worked for the Japanese government and several companies in developing what became known as the Taguchi Methods: statistical approaches for improving the quality of manu-factured goods. Interestingly, Taguchi Methods were largely unheard of outside Japan for many years. It wasn’t until the 1980s that they became established elsewhere.

At this point, you may be asking, “What does all this have to do with the maintenance profession?” My answer: “Plenty.”

Putting things in contextWorking as a maintenance supervisor early in my career, I became fascinated by Quality Engineering. In the early 1990s,I attended a workshop at the California Institute of Technology

in Pasadena, to hear Dr. Taguchi speak on the Taguchi Methods. Listening to him, I found myself captivated by the Quality Loss Function he developed in the 1970s. This graphical depiction of “loss” describes a phenomenon affecting the value of products produced or manufactured by a company: It establishes a fi nan-cial measure of the end-user’s dissatisfaction with a product’s performance as it deviates from a target value.

Taguchi’s quality loss concept showed us that quality does not suddenly nosedive when, for example, a machinist exceeds specifi cation limits prescribed in the design blueprints. Instead, “loss” in value progressively increases as variation increases from the intended target value, which is much more rigorous. This was considered breakthrough thinking in describing quality losses. It subsequently helped fuel the continuous-improvement movement that has since become known as Six Sigma and Lean Manufacturing.

Tracy T. Strawn, CMRPMarshall Institute, Inc.

What’s the concept of quality losses got to do with maintenance? More than you might have thought.

Adding Value To Society

The Quality profession has lost another icon: Genichi Taguchi died on

June 2, 2012. Along with Deming, Juran and Ishikawa, Dr. Taguchi was a

true pioneer of the modern Quality movement.

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Dr. Taguchi likened the specifi cation limits to goal posts used in football. Old-school thinking suggested that to score (achieve quality targets), you only needed to kick the ball between those posts (specifi cation limits). Many in the quality profession were happy to get the “value” somewhere between the specifi cation limits or “goal posts.” To them, that would be “good enough” (see Fig. 1).

Dr. Taguchi’s key argument was that the cost of poor quality goes beyond direct costs to the manufacturer—such as rework or waste costs. He pointed out that loss occurs as soon as there is a deviation from the target value. In addition, he theorized that the loss isn’t linear but, in fact, is proportional to the square of the distance from the target value (see Fig. 2).

It’s not good enough to “kick” between the goal posts (or specifi cation limits). To achieve the least loss, you must hit the target value—not merely every once in a while, but the fi rst time and every time. (Figure 3 describes this phenomenon.)

In Fig. 3, we see a narrow histogram centered on the “target value.” This suggests that there has been very little deviation from the target value and, as a result, very little loss to the company in the form of waste, scrap and rework—those things we refer to as quality losses. Ideally, there would be no deviation from the target value and, therefore, no losses. In reality, the shape in Fig. 3 is what we most likely will end up with: close, but not perfect.

Fig. 1. Dr. Taguchi likened specifi cation limits to football goal posts. Old-school thinking suggested that to “score” (or achieve quality targets), youonly needed to kick the ball between the goal posts. Many in the quality profession felt that getting “value” some-where between those posts was “good enough.”

Fig. 2. Dr. Taguchi theorized that loss isn't linear, but is proportional to the square of the distance from the target value. He stated that any deviation from the Target Value (y) was a loss.

Fig. 1. Dr. Taguchi likened specifi cation limits to football goal posts. Old-school thinking suggested that to “score” (or achieve quality targets), youonly needed to kick the ball between the goal posts. Many in the quality profession felt that getting “value” some-where between those posts was “good enough.”

Fig.3. To achieve the least loss, you must hit the target value the fi rst time and every time. "Once in a while" is not acceptable.



Outside the plant Dr. Taguchi expanded on his defi nition of quality loss as “the loss imparted to society from the time the product is shipped.” He proposed that it included both company costs, such as rework, scrap and maintenance, and any loss to the customer through poor product performance and reduced reliability. But it can go further.

Let’s consider an example of quality losses in the context of “loss to society.” If a car breaks down in the middle of an intersection due to a defect inherent in the design of the engine, the driver not only suffers (i.e., inconvenience, frustration, towing, repair expenses, etc.), all other drivers that are inconvenienced or even endangered by the stalled car suffer loss.

It was Dr. Taguchi’s term “loss to society” that resonated with me. One of my instructors described it another way—which might explain Japanese industries’ motivation for eliminating losses. After World War II, the Japanese economy was devastated. To rebuild it based on manufacturing required enormous natural resources. Unfortunately, Japan, as a country, has few, if any, natural resources. Its manufac-turers must import most of the raw materials used in their processes.

As a result, Japanese operations had to become very good at reducing and eliminating waste, rework and, ultimately, losses, all of which impact the bottom line. With limited or no natural resources, attacking and eliminating quality losses was the only way Japan’s industries could compete on a global scale. If they couldn't meet this challenge, their society would suffer.

When any company has losses, they impact the bottom line and eventually society. Let me explain…

If a company is unprofi table, it will struggle to compete in its market. If it loses market share, its sales will drop, as will its revenue and profi ts. In the end, its shareholders will be unhappy and the company will be unable to expand its product line, hire new employees or retain the professionals and technical staff it already has. Such consequences will clearly impact the community and the lives of those who live near this factory or plant. In other words, as Dr. Taguchi warned, the company's own losses impact society.

Maintenance takeaways As maintenance professionals, we have more control over quality losses (and, in turn, what Taguchi termed “losses to society”) than we might have thought. Consider the fact that when we fail to achieve our targets, we cause our company to incur losses. It’s not the isolated, one-time occurrence we need to focus on:

■ It’s the cumulative effect of falling short with our PM schedule compliance that ultimately leads to failure of critical equipment. (In turn, failure of critical equipment could expose our technicians to a life-threatening risk or cause an environmental release.)

■ It’s failing to get good job plans out to the technicians, causing waste, delays, and more downtime, all of which can impact our production and ultimately sales.

■ It’s allowing failures to occur over and over and accepting it as the status quo.

■ It’s allowing delays and interruptions to be the norm, rather than the exception, which will have a huge infl u-ence on a company being profi table or folding.

It’s the effect of these occurrences and more that impact not just the bottom-line of a company, but also the employees of the plant, the contractors who work there, the vendors who supply the facility and all the other lives that are affected by the company’s success or failure. Failure to hit one of our targets could literally destroy an operation and/or a company.

Performing good maintenance and hitting our targets is about more than just reducing costs and improving reli-ability of the equipment. Performing good maintenance reduces the losses that Taguchi spoke about. Reducing losses increases an organization’s profi tability and improves the livelihood of employees and community stakeholders, whose lives are tied to the success of the company. Performing good maintenance, in a nutshell, adds value to your plant, company, community and even society. MT

Tracy Strawn is VP of International Programs for Marshall Insti-tute, an international maintenance and reliability consulting and training company, headquartered in Raleigh, NC. Strawn has 25 years of experience in industry and is a Certifi ed Mainte-nance and Reliability Professional. Telephone: (919) 834-3722; email: [email protected].

When you really think about it,

performing good maintenance and hitting our

targets is about more than reducing costs

and increasing reliability. Much, much more.

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A lot goes into being on the cutting edge of something. Here’s how a leading machine-tool manufacturer got there and stays there.

Jane AlexanderEditor

Technology Q&A…

Haas Automation:Turning Out 30 Years

Of Innovation and Success

Since its founding in 1983, Haas Automation, Inc. has grown into one of the largest

machine-tool builders in the world, producing industry-leading products at

consistently affordable prices. With its 30th anniversary on the horizon, the

Oxnard, CA-based company’s commitment to innovation and proactive equip-

ment maintenance remain essential core values. To learn more about the company’s

recent accomplishments and the keys to its ongoing success, MAINTENANCE TECHNOLOGY

caught up with Haas veteran, Thomas Velasquez, Manager, Rotary Products Engineering.

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MT:Haas Automation recently celebrated a major milestone with production of the 125,000th Haas CNC machine tool. Can you tell us more about that?

Velasquez:It certainly was a big milestone. Since 1988, when we intro-duced the industry’s fi rst American-built vertical machining center (VMC) priced less than $50,000, our Haas VF-1 (like the unit shown in Fig. 1) has been the industry stan-dard for affordable CNC technology.

The 125,000th Haas CNC machine tool was a 2012 VF-1 vertical machining center (like the one shown in Fig. 2). This product is a perfect representation for how we have continued to enhance the performance of our machines over the years. Its many advanced features include the ability to operate at speeds as high as 8100 rpm stan-dard, brushless servos on all axes, 1000-ipm rapids and a 20-tool ATC.

So, that milestone was a great way for us to refl ect on our history, legacy of innovation and commitment to delivering the best machines to our customers.

Fig. 1. The fi rst Haas VF-1, still considered an industry standard for affordable CNC technology

Fig. 2. A Haas 2012 VF-1 vertical machining center

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MT:Why do you think Haas Automation products remain so popular with customers?

Velasquez:We cater to many industries, like aerospace, automotive, mining, appliances, electronics and, especially, the “Mom & Pop” shop. In the process, we’ve always focused on deliv-ering innovative products that help our customers address the challenges they face on a daily basis.

We never lose sight of the fact that, at the end of the day, our success stems from the performance of our machines. Frankly, our customers don’t have time to deal with mainte-nance issues and have their equipment be down, so we develop our products to be as durable and reliable as possible.

We focus on manufacturing four major product lines: vertical machining centers (VMCs), horizontal machining centers (HMCs), CNC lathes and rotary tables, as well as a number of large fi ve-axis and specialty machines. We make them easy to operate and maintain. We also ensure that our equipment has more standard features, high-tech innova-tions and rock-solid engineering than the many other CNC machines in the world.

Moreover, the support we provide customers through our network of Haas Factory Outlets (HFOs) is another major advantage. Today we have more than 170 HFOs across more than 50 countries. Each one combines the convenience and security of a local dealer with the strengths of an interna-tional organization.

Every HFO has complete showroom facilities, factory-trained service personnel, extensive spare-parts inventories and fully stocked service vehicles to provide the industry’s best service and support. Each HFO employee is dedicated to helping our customers succeed. This local approach is the best way to provide our customers with superior sales, service and applications assistance.

MT:How is the company the same since its founding nearly 30 years ago?

Velasquez:The company’s approach to developing products and serving customers has remained exactly the same. Haas machine tools and rotary products are built to the speci-fi cations that (company founder) Gene Haas has set forth to ensure exceptional accuracy and durability. We produce all critical components for our machinery in-house, using dedicated state-of-the-art CNC machine tools—of which more than 70% are Haas machines. And, before leaving the plant, the typical Haas CNC machine is subjected to more than 300 quality-control tests.

We always try to find new ways to do things better. To that end, we never overlook anything or dismiss some-thing as “too minor.” We constantly challenge ourselves to keep improving—and we're constantly asking questions of ourselves. For example, can we find a new part to make our machines go faster and be more efficient? What kind of lubricants do we need to make our equipment as durable as possible? How can we make the operation of our machines even easier for our customers?

We never stop asking questions and never stop looking for new and potentially better solutions.

MT:You mentioned lubricant selection. You have played a key role in the decision to factory-fi ll equipment with synthetic lubricants and to put them in the equipment used at the company’s production facilities. Can you tell us why?

Velasquez:In the age-old equipment maintenance debate over conventional oils vs. synthetic oils, we are big proponents of synthetics.

Today, we fi ll synthetic lubricants in much of the equipment that we sell and the equipment we use in our facilities. The move toward synthetics started nearly 18 years ago when, working with Gene Haas and other members of the engineering team, we sought to enhance the performance of our rotaries.

We now factory-fi ll our rotaries, gearboxes and spin-dles, as well as some of our tool-changer gearboxes, with Mobil SHC™ 600 oils. Since we made the switch, we’ve seen gearbox life increase two-to-three times based on backlash measurements.

We also use Mobil SHC synthetic greases (Mobilith SHC™ 007) in our linear guides and ball-screw grease systems, and we’ve recently switched to Mobil SHC 500 synthetic hydraulic oils for our hydraulic power units and rotary hydraulic brakes.

For our customers, the performance that synthetics offer, as compared to conventional oils, can help deliver fi nancial and operational benefi ts, like improved equip-ment performance and durability and longer oil drain intervals.

The longer oil drain intervals you can obtain through the use of synthetics translates into less time that personnel need to spend on oil change-outs and less exposure to equipment, both of which are defi nite safety benefi ts.

In addition, from an environmental-care perspec-tive, using certain synthetics, like Mobil SHC 600, can help reduce oil consumption and minimize oil dispo-sal costs.

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MT:As the company approaches its 30th anniversary, what do you think the future holds for Haas Automation?

Velasquez:From a manufacturing standpoint, the trend toward faster, leaner and more effi cient equipment will increase.

I can also see that more equipment in the future will incorporate advanced diagnostic electronics like on-board maintenance alerts.

That said, we think the competition will evolve and become even more global than it is today. In addition, our customers will be challenged to fi nd new ways to improve productivity and minimize their environmental impact.

But as we have over the past 30 years, we remain very confi dent that Haas Automation will continue to thrive and be seen as an industry leader for high-quality machine tools at affordable prices. MT


Haas Automation builds roughly 60 CNC machines per day.

All of its machines are manufactured in the company's

1-million-square-foot facility in Oxnard, California.

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For more information on this unique training program developed and delivered by internationally accredited lubrication and maintenance expert Ken Bannister, author of the best selling book Lubrication for Industry endorsed by ISO and the ICML as part of their certifi cation Domain of Knowledge Content.Contact ENGTECH Industries Inc at 519.469.9173 or email [email protected]

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In today’s fast-paced industrial environments, wireless is the bridge to that smarter, greener planet we all desire: It reduces manpower requirements while meeting the needs of emerging markets and rapid growth.

PROTECT Wireless from Vibration Specialty Corporation (VSC) is a highly scalable, customizable and cost-effective online monitoring system that blends predictive maintenance with energy-, operational- and process-monitoring into a single package for a complete picture of facility-wide conditions. It provides 24/7 monitoring of equipment and processes along with immediate alerts via email and text message to changing and deteriorating conditions.

PROTECT Wireless lets offsite and onsite personnel quickly connect with experts from around the globe to remotely review, analyze and consult on the data via computer and smart phone. Advanced hardware provides an absolute view of your machinery conditions with detailed phase analysis across couplings, motors and even separate machinery. This, and other, advancements present remote analysts with data that, until now, required expert-personnel onsite. The result: fast, accurate, cost-effective problem resolution!

Oh How The Game Has Changed!In the past, analysts needed to be onsite to diagnose a machine problem. PROTECT Wireless has changed this situation. The system offers extensive information for detailed vibration analysis and diagnostics through statistics, historical and real-time data. This information enables analysts to specifi cally identify machinery faults and recommend inspections and repairs to resolve the problem. Analysts can continually evaluate the equipment condition when the unit can’t be shut down for repair due to operational requirements.

No matter where you are, the information is always at your fi ngertips. So faults are found early, and decisions can be made to resolve the issue promptly before it has time to progress.

Wireless can perform as well as wired communication and is signifi cantly less expensive to install than typical online monitoring systems.

VSC has been providing expert solutions to the industrial world’s machinery problems since 1918, including helping balance Thomas Edison’s rotating machinery, Henry Ford’s crankshafts and countless pieces of equipment in WWII naval ship yards. To learn more about this rich history of technological achievements, including VSC’s game-changing PROTECT Wireless-monitoring solution.Call: 877.698.0800Email: [email protected] visit us at www.vib.com.

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TECHNOLOGY SHOWCASE




Shell Lubricants has introduced Shell Tellus S3 M, a new hydraulic fl uid that uses unique, advanced, zinc-free anti-wear technology to deliver improved pump protection,

enhanced system effi ciency and up to twice the life of Shell’s previous zinc-free product. It’s suited for use in factory-based industrial hydraulic applications and severe-duty, extended-operation applications, as well as in mobile and outdoor applications in climates with limited temperature variations. According to the manufacturer, the low aquatic toxicity of this product reduces its environmental impact in the event of a spill and helps operators better manage the environmental impact of their processes. For example, using it in equipment suffering

from leaks or frequent hose bursts and loss of fl uid can help reduce the risk of zinc and other heavy metals entering a plant’s wastewater. Available in fi ve ISO viscosity grades, Shell Tellus S3 M meets the requirements of a number of OEM specifi cations, including, among others, Husky (ISO VG 46), Parker Hannifi n HF-0, HF-1, HF-2, and Eaton 694. It also meets standards ISO 11158 HM fl uids, AFNOR NF-E 48-603, ASTM D6158 (HM mineral oils), DIN 51524-2 (HLP oils) and Swedish Standard SS 15 54 34 AM.

Shell LubricantsHouston, TX

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HAWE offers proportional spool valves for both fi xed (PSL) and variable (PSV)

displacement systems. Made of steel, these tough, small-footprint units can ensure the type of high-cutting force and reliable operation that’s essen-tial for roadheaders, longwall shearers and microtunnel bor-ing machines. According to the manufacturer, its PSL and PSV units operate effi ciently in mid-pressure ranges, but easily manage high-pressure surges that occur when equipment encounters rocks and rough terrain. Their high degree of proportional control allows precise positioning and signifi -cant maneuverability. The size of these valves saves space in the overall design of the machine and their modularity simplifi es servicing. HAWE’s compact PSL directional proportional spool valve is designated for use in areas with explosive gas, vapor, aerosol and air mixtures and dusts or mists. Certifi cations according to ATEX, IEC, MSHA and MA are available on request.

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Accurately Pinpoint Sources Of Fluid Leaks

Spectronics has introduced the OPK-341

Industrial Leak Detection Kit that the company says can pinpoint the exact source of fl uid leaks in hydraulic equipment, compressors, engines, gearboxes, fuel and other synthetic and petroleum-using industrial systems. The kit’s core is the OPTIMAX™ 3000, a cordless, super-powerful, rechargeable blue-light LED inspection fl ashlight. Fifteen times brighter than regular LED fl ashlights, it has an inspection range of up to 20’ (6.1 m). The kit also includes a 16 oz. bottle of patented OIL-GLO™ 44 concentrated fl uorescent oil dye that’s compatible with all synthetic and petroleum-based fl uids. When a leaking industrial system is scanned with the OPTIMAX™ 3000 fl ashlight, the dye glows brightly to reveal the precise location of the problem. An 8 oz. spray bottle of GLO-AWAY™ dye cleaner, smart AC and DC chargers, dye treatment tags and fl uorescence-enhancing glasses round out the kit that comes in its own rugged carrying case.

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units operate effi ciently in mid-pressure ranges, but easily

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TECHNOLOGY SHOWCASE



Heavy-Equipment Seals, Replacement Parts And Hydraulic Cylinders

Hercules Sealing Products is a North American distributor of hydraulic and pneumatic seals, seal kits and cylinders. It also offers premium replacement

engine and transmission gasket kits for popular off-road and marine applications. According to the company, Hercules publishes the largest single-source catalog of seals, replacement parts and technical information in the industry (35,000 individual products). Replacement seals, seal kits and hydraulic cylinders are stocked for manufacturers like Caterpillar, J.I. Case, John Deere, Komatsu, Nissan and Toyota, to name just a few. Hercules is also an authorized distributor of hydraulic cylinders manufactured by Parker, Commercial, Custom Hoists and Hyco. To serve the Canadian market, it sells products in Montreal and Toronto through Hercules Sealing Products Canada, a wholly owned subsidiary.

Hercules Sealing ProductsClearwater, FL

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SOLUTION SPOTLIGHT


Although most inspection, maintenance and repair work can be done while a plant is online, planned turnarounds, shutdowns and outages are necessary to maintain safe and effi cient operations. These

types of scheduled events, however, put a major strain on a plant’s maintenance resources and budgets. Partnering with the right service provider can make these expensive, time-consuming projects easier for everyone involved. That’s where Team Industrial Services (Team) comes in.

Team provides complete turnaround, shutdown and outage services with just one phone call. You get the manpower, equipment and know-how necessary to complete your project safely, on schedule and on budget. Turnaround services include on-stream leak sealing, hot tapping, line stopping, line freezing, fi eld machining, bolt tensioning and torquing, valve repairs, pipe isolation and weld testing, fi eld heat-treating, fugitive emissions control (LDAR), NDT/NDE and inspections.

One of the main advantages of the Team Industrial Services approach to scheduled maintenance events is that an owner/operator has only one contractor to deal with.

Other features and benefi ts of the Team approach include. . .

■ 24-hour access to Team’s trained, skilled, fl exible and safety-certifi ed technicians

■ Faster communications via a single Team supervisor

■ Reduced multi-contractor schedules and confl icts

■ Fewer required safety permits

■ Fewer technical personnel in units (which reduces exposure for safety incidents and risks)

Special To MT

Streamlining Turnaround Processes To Meet Schedules And Budgets

How’s your current approach to scheduled maintenance events working for your operations?

SOLUTION SPOTLIGHT



■ Fewer in-plant contractor vehicles (which reduces the chance of accidents)

■ Fewer invoices (which saves you time and provides more fi nancial fl exibility with projects)

Repair and in-process control procedures or processes are standardized, written and followed to reduce chance of error. Team’s written quality-assurance/quality-control job manuals are continuously updated, maintained and followed, and its ISO 9001 inspector monitors the company’s hardware quality.

The result of all this… Your own personnel get to concentrate on your company’s core business.

Team operates around the clock and works directly for manufacturing facilities, as well as for some of the world’s largest contractors. It utilizes more than 3000 trained, experienced technicians to respond quickly to industry ‘s many needs. MT

Team, Inc.Alvin, TX


On-Site Field Machining And Valve RepairCommon turnaround applications of Team’s on-site fi eld machining and valve repair services include:

Line boring: On turbine couplings; gearboxes; boiler feed water pumps;bearing seats; wicket gates; and stern tubes.

Flange facing: On heat exchangers; tube sheets; channel heads; dollar plates; pipe, valve and pump seats; plus precision beveling applications on pipes and valves.

Valve repair & grinding: On in-line valve seals, nozzles, throats and seats; gate and globe-valve grinding and lapping; in-place repair of check and safety valves; refurbishment of critical nuclear main steam isolation valves.

Portable key and 3-axis mills:Precision cuts of keyways, slots and pockets on shafts; fl at-surface milling of turbines, motor bases and hori-zontal joints on steam turbines; and retrofi tting of track carriers.

Portable lathes: On-site precision re-turning of turbine, bearing-journal and pump shafts; resurfacing of motor drive shafts; and repairing of paper-making machine rollers.

At no extra charge, Neil Bloom will be available on Friday, Nov. 30 to mentor attendees on how to implement his RCM process on speci� c systems and equipment. For personal attention, bring your own plant-speci� c P&IDs, plant schematics or design drawings.

Due to high demand, the dates for this workshop have been changed:

November 27-29, 2012Chicago Marriott O’Hare | Chicago, IL

For Full Course Details, Lodging Info And Online Registration, Go To:

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AT THIS WORKSHOP, ATTENDEES WILL LEARN:

• Why over 90% of all attempted RCM programs result in failure.

• How to successfully implement a comprehensive, classical RCM program without the need for outside expertise.

• How to simplify (not streamline) an RCM program using in-house resources.

• What the pitfalls of RCM are, and how to avoid them.

• Why the Consequence of Failure Analysis (COFA) is more comprehensive and easier to understand than the Failure Modes and Effects Analysis (FMEA).

• Important differences between “functional failures” and “failure modes,” and between “failure modes” and “failure causes.”

• How to establish synergistic strategies for the integration of preventive and corrective maintenance.

• The fundamental concepts of “hidden failures” and the “Canon Law” of run-to-failure which are a vital but grossly misunderstood part of RCM.

• How to develop an RCM “Living Program.”

• How to monitor and trend the RCM reliability performance of an entire plant.

RCM FOR THE LAYPERSON

A Very Special Workshop Presented By The Man Who Wrote The Book

Pioneering RCM Expert and Author Of McGraw-Hill’sReliability Centered Maintenance (RCM) Made Simple

NEIL BLOOM

Register Now For The Extraordinary. . .

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Battery For UPS And Generator Applications

The Genesis® NP9-12 battery from EnerSys® is suited for uninterruptible power supply (UPS) systems and portable generator applications. Measuring

5.94” long, 2.56” wide and 4.02” high, it features a nominal capacity of 9.0 amp hours and 36 watts per cell. The product is available with a .250 terminal or an M5 bolt, and comes in cases made of standard ABS resin or optional fl ame-retardant material.

EnerSysReading, PA

Improved Maneuvering Of Heavy, Bulky Tools

Esco Tool’s MILLHOG® ET-800 Dual Spring Hanger lets users safely maneuver all

types of heavy or bulky tools that need to be jogged into position. It features a top and bottom steel plate, two drawbar springs and a built-in safety chain that prevents the springs from bottoming out, wearing excessively and breaking. Rated at 610 lbs. each, the drawbar springs are mounted onto 8” W x 3/8” steel plates, permitting 3.5” of travel stopped by the 48” L safety chain.

Esco ToolA Unit of Esco Technologies, Inc.Holliston, MA

permitting 3.5” of travel stopped by the 48” L safety chain.


ATP List Services

www.atplists.comContact: Ellen Sandkam

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

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

Barrington, IL 60010

Customized, Targeted Lists For Your

Marketing Needs







Rugged Family Of Easy-To-Use Clamp Meters

Fluke’s line of 320 Series True-rms Clamp Meters is engineered

for noise-free, reliable measurements in the toughest environments. Designed for long service life and ease of applica-tion, they’re suited for rugged, all-purpose use in residential, commercial, HVAC/R and light industrial electrical applications. Features include CAT III 600 V/CAT IV 300 V safety ratings and True-rms ac voltage and current for accurate measurement of non-linear signals.

Fluke Corp.Everett, WA

in residential, commercial, HVAC/R and light industrial

Metal-Machining Filtration

Eclipse Magnetics has introduced the Automag Compact, an automated

fi lter for small- to medium-sized precision metal-machining processes. The product extracts potentially damaging ferrous particles (down to sub-micron size) from lubricants and coolants via a high-intensity magnetic circuit. According to the manufacturer, while the Automag Compact is a cost-effective solution for OEM projects, end-users can seamless retrofi t it into their existing systems. It can be supplied with an Eclipse “Skid” fl uid-recovery system that ensures cleaned fl uid returns straight to the process.

Eclipse Magnetics, Ltd.Sheffi eld, UK

Expanded Ultrasonic Sensor Line

AutomationDirect’s ultrasonic sensor offering now includes additional 18mm round plastic DC models. The UK1 series are IP67-rated sensors with a 15 to

30VDC operating range and are fi tted with an M12 quick-disconnect. The UK1 series offers six different output types in four different sensing ranges. They’re all equipped with LED status indicators and a push-button teach feature for confi guration of normally-open and normally-closed states for DC output models and for adjustable sensitivity on analog output models.

AutomationDirectCumming, GA

Expanded Ultrasonic Sensor Line

No-Fault Thermal-Imager Warranty

Wahl Instruments has introduced a new program related to its Inspector series of Thermal Imaging Cameras. Each Wahl Heat Spy Inspector series unit

now comes with a NO FAULT warranty called SPY-CARETM. It covers any unintentional damage to or breakage of a Wahl Inspector Series imager within two years of the original pur-chase date, no matter the cause. Under terms of this war-ranty, Wahl will repair or replace the damaged or broken camera at no charge.

Wahl Instruments, Inc.Asheville, NC

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

INFORMATION HIGHWAY

CLASSIFIED


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

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

ATP List Services

www.atplists.comContact: Ellen Sandkam

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

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

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electric motorsand drives

SQONE.COMSquare One Electric

302.678.0400

Web Spotlight: Grace Engineered Products

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

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

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

For more info, enter 86 at www.MT-freeinfo.comhttp://graceport.com

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

For more info, enter 88 at www.MT-freeinfo.com www.kabelschlepp.com

MAINTENANCE TECHNOLOGY/JANUARY 2007 87

ARTHUR L. RICEPresident/CEO

[email protected]

MADDINGVice President

[email protected]

BILL KIESELVice President, [email protected]

Business Staff

TERRI WYMOREDirector of Creative Services/Production

[email protected]

ELLEN SANDKAMDirect Mail

[email protected]

Sales Staff

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

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

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1300 South Grove Avenue, Suite 105Barrington, IL 60010

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[email protected]

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Index SEPTEMBER 2012 • Volume 25, No. 9ADVERTISER WEB ADDRESS RS # PAGE #


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Access MT-freeinfo.com and enter the reader service number of the product in which you are interested, or you can search even

deeper and link directly to the advertiser’s Website.Submissions Policy: M T gladly welcomes submissions. By sending us your submis-sion, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc., permission, by an irrevocable license, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your sub-mission 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 repro-duced in any form for any purpose without permission. For Reprints: Contact the publisher, Bill Kiesel (847) 382-8100 ext. 116.


September 2012 Volume 25, No. 9

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

Dallas, TX 75230972-816-3534; Fax 972-767-4442

GERRY [email protected]

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3605 N. TuscanyMesa, AZ 85207

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

[email protected]

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

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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]

IA, MN, NE, ND, SD1300 South Grove Avenue, Suite 105

Barrington, IL 60010847-382-8100 x116; Fax 847-304-8603

BILL [email protected]

OH, KY, TN135 N. Rocky River Road

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

JOHN [email protected]

To view and order from our complete line of

Visual Systems Products, go to...

www.swspitcrew.com

“Visual systems, when applied to equipment, can reduce training time by 60 to 70% and eliminate errors.”

—Robert Williamson, lean equipment specialist

Our Visual Supplies Can Improve Your Equipment’s Performance!

To order by phone or fax, call (864)862-0446

Strategic Work Systems, Inc.PO Box 70

Columbus, NC 28722

Colored gauge marking labelsProblem and Opportunity Tags in English or SpanishRed Move TagsColored paint pensColored grease fi tting caps and lube point labelsVibration analysis pickup discs and labelsProven Tips for Equipment Troubleshooting handbookLean Machines instructional book for applying visualsTemperature indicating strips and more

Visual systems supplies that deliver results...fast!


A.T.S. Electro-Lube Int'l Inc. .....................................www.atselectrolube.com ....................................... 73 .............................31ATP Lists.......................................................................www.atplists.com ................................................... 85 .............................52Baldor Electric Company ..........................................www.baldor.com .................................................... 61 .......................... IFCElectro Static Technology ..........................................www.est-aegis.com ................................................. 260,280 ............. 34,35Engtech Industries Inc. ..............................................www.engtechindustries.com ................................ 75 .............................43Exair Corporation ......................................................www.exair.com/48/496.htm ................................. 65 ...............................5Fluke ..............................................................................www.fl uke.com/scopemeteristough ................... 63 ...............................2Fluke ..............................................................................www.fl uke.com/vibrationmeter .......................... 62 ...............................1Grace Engineered Products. Inc. ..............................info.graceport.com/mt_9 ..................................... 69 .............................20Grace Engineered Products. Inc. ..............................info.graceport.com ................................................. 86 .............................54Grainger .......................................................................www.grainger.com/safety ...................................... 91 ........................... BCGraybar Electric Company .......................................www.graybar.com/mt-3 ........................................ 74,78 .................. 39,47Innovator Of The Year Award ..................................www.reliabilityinnovator.com ............................. 64 ...............................4Ludeca Inc. ...................................................................www.ludeca.com .................................................... 87 .............................54MARTS-Applied Technology ...................................www.martsconference.com .................................. 70 .............................21Meltric Corporation ..................................................www.meltric.com ................................................... 80 .............................47Motion Industries .......................................................www.motionindustries.com ................................ 66 ...............................7Neil Bloom ...................................................................www.mt-online.com/rcm ..................................... 81 .............................50Palmer Wahl Instrumentation Group ....................www.palmerwahl.com .......................................... 83 .............................51Process Industry Practices .........................................www.pip.org ............................................................ 82 .............................51Rockwell Automation ................................................www.psug.rockwellautomation.com.................. 72 .............................30SMRP ............................................................................www.smrp.org ........................................................ 71 .............................27SPM Instrument, Inc. ................................................www.spmhd.com ................................................... 84 .............................52TEAM Industrial Services .........................................www.teamindustrialservices.com ........................ 68 .............................13Test Products International (TPI) ...........................www.testproductsintl.com.................................... 79 .............................47Tri Tool, Inc. .................................................................www.tritool.com ..................................................... 67 .............................12Turbomachinery Lab .................................................turbolab.tamu.edu ................................................. 76 .............................44U.S. Tsubaki Power Transmission, LLC ..................time4lambda.com .................................................. 90 ..........................IBCU.S. Tsubaki Power Transmission, LLC ..................www.kabelschlepp.com ......................................... 88 .............................54Vibration Specialty Corporation .............................www.vib.com .......................................................... 77 .............................45


viewpoint

The year 1966 saw the debut of a little-watched TV series about space exploration. Although it lasted only about three seasons, it offered an exciting glimpse of the future, albeit through

the eyes of science-fiction writers. Communicators, phaser guns and holographic simulator training were part of everyday life on the show. At the core of the technology was a maintenance engineer who kept everything running. While the series wasn’t very popular at the time, the seed of creativity that it planted blossomed into a huge enterprise.

Fast-forward to today: Science fiction has become reality. Cell phones, lasers and virtual worlds are facts of life. Yet, despite the many technological advancements we now enjoy—and those that could be on the horizon—it’s surprising to read about the growing worldwide shortage of engineers and technicians. The general lack of interest in tech-nical fields is a problem that needs to be addressed immediately. The next-generation workforce needs to see the advantages of the engineering world and understand that it is a place where they can succeed, benefit and be satisfied.

Today’s youth have spent countless hours playing video games. They’ve learned and mastered the shortcuts, button combinations and timing neces-sary to win complex games using memorization, strategy and concentration. These skills and qualities are integral to technology in industry. The excite-ment that gaming generates is achievable in many subjects—and some industrial training initiatives are finally leveraging it.

For example, the military trains personnel by putting soldiers in simulated versions of real-life situations that allow them to practice for combat without risk of injury. Similarly, commercial prod-ucts allow anyone to join in virtual environments and interact via avatars with others around the world. This type of interactivity has had an impact on all industries, providing education for the next

generation and helping existing workers maintain and grow their skills for relatively little cost in terms of downtime and money.

The promise of a system “with all the answers” still may not be readily available, but by all indica-tions, it’s coming soon. In the meantime, we have to rely on humans to learn, apply skills and manage equipment and facilities in the maintenance world. The need to generate interest in the trades and train a well-prepared maintenance workforce is crucial. All it takes is one video-game-integrated person with a curiosity about the workings of a machine, coupled with the right ratio of interactive training and presto: A technician is born.

Training in the commercial world has advanced to include a combination of virtual worlds and gaming situations wherein people interact with a specified environment, make decisions and perform tasks as if they were really there. The same advanced technology can teach an operator how to run a manufacturing line or a technician how to rebuild machinery without damage or injury to either the individual or the equipment. This style of training is a sound way to capture the interests of new workers and foster their success.

Machine technology and methods of training operators and technicians have almost caught up with the visions of those sci-fi writers of the ‘60s. Our company believes gaming and simulations are an ideal way to pique the interests of legions of young people and help develop the next generation of “techies” that our increasingly higher-tech indus-tries are already crying for—and will be continuing to demand in the future. Mt

Mike Miller currently leads business development efforts for Technology Transfer Services, based in Tampa, FL. He’s spent more than 23 years working, consulting and training in the global maintenance field for numerous industry verticals. Email: [email protected].

Mike Miller, Technology Transfer Services

Training: The Next Generation

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

For more info, enter 12 at www.Mt-freeinfo.com

Retire your can and add years to your life.Standard roller chain quickly shows its age without constant care. Stop doing all the work and start enjoying longer life. Get long-term operation without additional lubrication with the original and longest-lasting lube-free roller chain: Tsubaki LAMBDA®. Save time, money and face. Choose the chain that refuses to show its age.

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

To sign up for a SPECIAL RISK FREE TRIAL go to: Time4Lambda.com

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

Check us out at Pack Expo InternationalOct. 28-31, Chicago, IL

Booth #4648

www.ustsubaki.com(800) 323-7790For more info, enter 90 at www.MT-freeinfo.com


As North America’s largest safety products distributor, we have what you need to help keep yourpeople and facility protected. Call, click or stop by a branch today. grainger.com/safety

The Grainger shipping box design is a registered trademark of W.W. Grainger, Inc.

As North America’s largest safety products distributor, we have what you need to help keep yourpeople and facility protected. Call, click or stop by a branch today. grainger.com/safety

The Grainger shipping box design is a registered trademark of W.W. Grainger, Inc.

BLEED 8.125"

TRIM 7.875"

BLE

ED

11"

TRIM

10.

75"

GRI-14858_7x10_SafetyMainTech.indd 1 8/17/12 7:17 PM


Maintenance Technology September 2012

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Transcript of Maintenance Technology September 2012