Plant Engineering October 2013

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www.plantengineering.com PLANT ENGINEERING October 2013 • 3

What’s INsideWhat’s INside

7 Interactive

9 In Focus

20 Apps for Engineers

21 Media Showcase

49 Innovations

53 Product Mart

54 Internet Connection

55 Advertiser Contacts

56 In Conclusion

23

9 In Focus� Integrators can help decide on automation� Custom automation vs. commercial-off- the-shelf?� Strategic automation is the solution to many manufacturing challenges� Keeping a watchful eye on outside contractors � Four strategies to deliver value with contract partnerships

October 2013Volume 67, No. 8

19 In Practice

The manufacturers achieving safety each day do so not with a commitment to cost containment or risk management but with a relentless commitment to their workers. It is the human aspect of worker safety that is the most critical.

SPECIAL REPORT:

Safety in manufacturing

PLANT ENGINEERING (ISSN 0032-082X, Vol. 67, No. 8, GST #123397457) is published 10x per year, monthly except in January and July, by CFE Media, LLC, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Jim Langhenry, Group Publisher /Co-Founder; Steve Rourke CEO/COO/Co-Founder. PLANT ENGINEERING copyright 2013 by CFE Media, LLC. All rights reserved. PLANT ENGINEERING is a registered trademark of CFE Media, LLC used under license. Periodicals postage paid at Oak Brook, IL 60523 and addi-tional mailing offices. Circulation records are main-tained at CFE Media, LLC, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Telephone: 630-571-4070 x2220. E-mail: [email protected]. Postmaster: send address changes to PLANT ENGINEERING, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Publications Mail Agreement No. 40685520. Return undeliverable Canadian addresses to: 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Email: [email protected]. Rates for nonqualified subscriptions, includ-ing all issues: USA, $150/yr; Canada/Mexico, $180/yr (includes 7% GST, GST#123397457); International air delivery $325/yr. Except for special issues where price changes are indicated, single copies are available for $30.00 US and $35.00 foreign. Please address all subscription mail to PLANT ENGINEERING, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Printed in the USA. CFE Media, LLC does not assume and hereby disclaims any liability to any person for any loss or damage caused by errors or omissions in the material contained herein, regardless of whether such errors result from negligence, accident or any other cause whatsoever.

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www.plantengineering.com PLANT ENGINEERING October 2013 • 5www.plantengineering.com

PlantEngineering.com

SPECIAL REPORT: Safety in manufacturing

24 Why safety is good business

In a manufacturing setting that inherently plays host to above-average risk, noth-ing—neither profit margins nor competitive advantage—trumps the value of human safety and well-being.

26 A plant sets aside one day to focus on safety

On Sept. 19, 2013, all Sapa Extrusions North America manufactur-ing plants stopped production for a portion of the day for their fourth annual Health & Safety Day.

28 Meeting regulations through networked safety

Plant engineers must keep employee, machine, and process safety top of mind when installing high-performance automated controls.

32 Achieve effective crisis communicationsParalleling the deployment of advanced communications technolo-gies is an increased emphasis on those unique human factors that relate directly to how employees will respond to an emergency situation.

36 The new Hazard Communication StandardThere are four major changes to the existing standard: hazard classification, labels, data sheets, and training.

40 Seven ways to reduce hand injuries in manufacturing environments

A comprehensive hand care and protection plan should be estab-lished with requirements to protect employees’ hands by eliminating exposure to risks and hazards.

42 Study finds safety is a path to productivityA study conducted by the Aberdeen Group and sponsored by Rock-well Automation showed that companies reporting the lowest injury rates also had the best productivity.

46 Technology is an essential element to safety and asset management

Safety can also impact an organization from a financial standpoint. For that reason, technology should be considered an essentialelement.

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Industry newsHere are the top 10 articles as cited by the readers at www.plantengineering.com:

� Common misconceptions about how to dry wet motors� SAIC Inc. announces split into SAIC and Leidos to better target services� Calculating proper rolling resistance a safer move for material handling� Consideration when deciding to repair NEMA Premium motors� S.D. plant � ned $133 million in worker’s death� Five ways to reduce energy consumption in your plant� Avoid over specifying inverter duty motors� Industrial networking expands PLC functionality� Koch Industries buys Molex for $7.2 billion� Take charge of your energy bills

Look to social media pages for event coverageNovember is a busy month for trade events and manufacturing announcements, and Plant Engineering will be your continuing source for information coming from this year’s Fabtech show in Chicago, as well as updates from PowerGen in Orlando and Chem Show in New York. Plant Engineering’s editors will be at all three events, providing updates and insights from the top shows. You can get updates at our Plant EngineeringProfessionals page on LinkedIn, at twitter.com/PlantEngMag or at facebook.com/PlantEng.

Editorial research

People and training

Services available� Site search engine: Search current and past articles at www.plantengineering.com by topic, keyword, author or company name to � nd solutions to your plant issues.

� Channels, new productsVisit our specialized microsites providing feature news, products, applications, tutorials and research for engineering professionals.

� e-NewslettersKeep current with the latest informationand news with our weekly PlantMail and topic-speci� c electronic newsletters.

� System Integrator GuideConsult our listing of more than 2,300 automation system integrators. You can � nd a speci� c company or run a seven-way multi-parameter search.

� Digital editionPlant Engineering is delivered every month in a digital format, with enhanced features to bring the print product alive on your screen.

� On-demand videos� Upcoming and on-demand Webcasts� Online training center� Case studies—130+ all in one place on dozens of topics� eGuides� White papers

Trending New Products Maintenance Electrical Mechanical Energy Management Plant Automation Safety People and Training

OCTOBER

www.plantengineering.com

Product of the YearFinalists announced Nov. 15

The � nalists for the 2013 Plant Engineering Product of the Year awards will be announced in the November issue and online on Nov. 15.

It’s the plant manager’s source for the best new products of the year, and their chance to vote on

the best of the best in manufacturing.www.plantengineering.com/poy

Point, click, watchSPECIAL REPORT: The use, utility of steamIn the � rst of a three-part series, Spirax Sarco, a Plant Engineering content partner, takes a look at the uses and utility of steam as a manufacturing power source and as a source of clean energy. The video can be accessed by using the using the QR code at right, or by visiting www.plantengineering.com/videos.

� Workforce development� Energy management

On a quarterly basis, Plant Engineering conducts research studies on various industry topics.

Access the following full reports atwww.plantengineering.com/research:

1 Cut installation costEasy conveyor routing at any angle (over, under or around obstructions, through small holes in walls or ceilings) conforms to process layouts, drastically cutting installation costs, while consuming minimal floor space.

2 Slash initial costFlexicon conveyors cost far less than drag chain conveyors, bucket elevators, pneumatic conveying systems and other conveyors of equivalent capacity, both initially and in operation.

3 Save on maintenanceRugged inner screw is the only moving part contacting material (no internal bearings) yielding ultra-high reliability with little maintenance cost or downtime.

4 Use less energyLow horsepower motors,simple gear reducers and ultra-efficient operation significantly cut energy cost per volume of material conveyed.

See the full range of fast-payback equipment at flexicon.com: Flexible Screw Conveyors, Tubular Cable Conveyors, Pneumatic Conveying Systems, Bulk Bag Unloaders, Bulk BagConditioners, Bulk Bag Fillers, Bag Dump Stations, Drum/Box/Container Dumpers, Weigh Batching and Blending Systems, and Automated Plant-Wide Bulk Handling Systems

©2013 Flexicon Corporation. Flexicon Corporation has registrations and pending applications for the trademark FLEXICON throughout the world.

5 Convey at multiple locationsAvailable mounted on mobile bases with casters, Flexicon conveyors with hoppers, dust collectors and otheraccessories can operate at multiple locations, eliminating the need for dedicated conveyors.

6 Save on sanitary constructionOther conveyors can command high premiums for USDA, 3-A dairy and pharmaceutical models, but Flexicon conveyors can meet sanitary requirements at comparatively low cost.

7 End costlycontaminationEnclosed tube prevents dust and spillage, eliminating cost and quality concerns associated with contamination of your product and plant environment.

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The allure of automation is growing as it becomes more attainable and affordable. In the past, owning a sleek robot to assemble widgets at high speeds was as likely as having a Lambo-rghini. Now, automated solutions are as numerous and dependable as family sedans. A good process for determining when to automate includes six steps:1. Start with a pie-in-the-sky

list. Make a list of ways you would automate if you had unlimited funds. The answer “everything” is not detailed enough. Really con-sider why you would automate, and what benefits the automation would bring. The “why” is especially important to the specification. Sometimes automa-tion is viewed as the “easy” fix to prob-lems that can and should be addressed other ways. 2.Find the “how.” System integrators

and automation engineers are experts in what can be accomplished reliably, using today’s technology and control systems. The process involves determining the actual monetary costs and benefits of automated solutions. You know what you need to automate; the integrator knows what the automation process requires. 3. Prove it. Take most important

pieces of the dream automation plan, and

prove or disprove the long-term financial benefits. Justify the costs of each automa-tion need. Does the speed and production volume of the packaging line justify an automated packing station? Would man-ual packing operations be more suitable?

Complexity is another consideration. A large percentage of the automation costs is based on the number of tasks the system must perform. Conveying product and cases is one task that is easy and cheap to automate. Assembling and printing a multi-part package where the machine must measure, rotate, count, index, and assemble is going to be com-plex (and more expensive to automate).

Machines must be programmed and designed. When raw material variability, multi-axis coordina-tion, and placement are involved, the machine must consistently handle tasks with a high degree of reliability. How many moving parts are involved? How quickly must the task be performed? How many different packages must the machine run? The answers can drive up automation costs. Factor in cost of interruptions to existing operations for automated upgrades, manual labor expenses,

differences in upkeep costs, spare part costs, operator/maintenance training costs, and scrap costs. 4. Determine your backbone.

An essential base level of controls must exist to make the rest possible. What is the essential base of automa-tion for your project? Determine the basic automated structures that must exist and consider those your back-bone. Many automation projects move forward in stages. The backbone auto-mation is the first stage—and maybe the only automation work for year one. Automation can be spread by adding to the base later. Assembly could stay manual while the controls backbone is installed, and the conveying is automated.Develop a timeline for major pieces, planning future upgrades.

Integrators can help decide on automation

INFOCUS

By Mike Aimone, EPIC Systems Inc.

Here are 6 steps for determining when and where to apply or upgrade automation.

In the past, owning a sleek robot to assemble wid-gets at high speeds was rare. Today, automation is common, but how do you know when and where to upgrade? Courtesy: EPIC Systems Inc.

Custom automation vs. commercial-off-the-shelf?

How to automate is as important as when. Custom is not a four-letter word. Weigh the benefits of com-mercial-off-the-shelf (COTS) and a custom solu-

tion, rather than restricting an automation project view to a COTS or custom solution. Customers may steer away from anything custom for many unfounded reasons. All system integration projects require some level of custom-ization, and custom products and efforts are a necessary option for success. Three crucial misconceptions about COTS and custom follow.

1FALSE: COTS means not custom. This is probably one of the biggest fallacies of system integration. Customers

believe that by purchasing a COTS product, no custom work needs to be performed. This is rarely true, even for simple projects. There are no COTS products that work purely “out of the box” without customization. Vendors often use the word “configure” instead of “customize” to alleviate the fear associated with customization. Even so, this is still a custom activity performed specifically for a customer. In simple cases, customization may include modifying product parameters.

By Corey A. Stefanczak, SAIC

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10 • October 2013 plant engineering

For more complex uses, this may involve writing scripts for supervisory control and data acquisition software, devel-oping logic for a programmable logic controller, or writing custom communication components to bridge systems.

2FALSE: COTS means standard and supportable. Almost all customers can recall an instance where a motivated

employee produced “custom” software that provided immense value, but could not be maintained or upgraded without the original programmer. This leads to the inevitable operational collapse when the programmer cannot be reached to support the software.

Fear of this type of situation often drives customers to COTS products with the belief that the product itself will provide standardization and supportability. This is not true. COTS products are highly customizable and can lead to the same issue described.

Standardization and supportability are much more a func-tion of processes and procedures rather than the product on which the development is performed. The use of a stan-dard template, specified guideline document training, and a review process actually produces standard and supportable output—not the COTS product itself.

3FALSE: Custom means proprietary. The only word that customers fear more than the C-word is the P-word: pro-

prietary. And “custom” and “proprietary” are often assumed to be inextricably linked. In the past, this may have been true because the ability to provide custom solutions using open and standard communication was difficult. But since the adoption of open protocols and OPC, it is rare to find a custom solution that is built on a proprietary foundation. The key is to ensure nonproprietary products are the same for custom software and for COTS products. Customers must ensure this is part of their requirements for procuring development or purchas-ing a product. PE

Corey A. Stefanczak is a senior system engineer at SAIC.

INFOCUS5. Safety and compliance matters. Automation is a great

way to improve overall safety and compliance and generally brings a greater measure of reliability than human beings. Lockout/tagout systems, machine guards, light curtains, and other safety measures can be easily added. Safety practices and compliance measures must be in the plan. Safety measures can change financial implications. Automation changes, which might change the required safety standards.

6. Reduce, review, and revise. Go back over your entire plan. Automation is not a stand-alone element. Usually, there are civil upgrades, logistical requirements, ergonomic con-siderations, equipment purchases, and labor costs associated with it. PE

Mike Aimone is project manager and controls engineer at EPIC Systems Inc.

More than 30 years of control system experience in a variety of industries, including food & beverage, primary metals, manufacturing, power, mining, and water and wastewater treatment. Full service integrator experienced with all major equipment suppliers and software. Ranked #12 in Control Engineering’s 2012 listing of Giants of Integration. CSIA certified. Founding partner in Automation Alliance Group, a worldwide alliance of control system integrators using shared expertise and resources to provide global reach and local support on 6 continents.

Control system integration for all types of plant operations. Specializing in complex pumping applications (high horsepower,

multiple pump configurations), PLC and HMI programming, SCADA (including wireless SCADA applications), motor control centers, drives, and medium voltage switchgear. Wonderware certified. Also experienced with automated and mechanical machine safety systems, arc flash studies and training, industrial IT (including control network optimization and security), energy management, and material handling systems.

We are a full-service integrator offering consulting, design, build-to-print (yours) services, design-build delivery, and installation and commissioning. Our field service organization can provide everything from routine maintenance and instrument

calibration, to embedded service personnel and 24/7 contracted response capabilities. We also handle legacy migration strategies, system expansions, and hardware/soft-ware upgrades. Extensive success serving OEM machine builders.

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It’s understandable why Americans have not completely warmed to the idea of automation. The perception that automation, robots, smart machines, and technology replace blue-collar jobs is founded in reality.

Throughout the recession, many manufacturers pared back their staff and simply made the investments that were absolutely necessary to stay in busi-ness. Now that a recovery is underway, manufacturers should seek to seize the moment and make the right technology investments now.

The fact is many U.S. manufacturing jobs will disappear if we don’t maintain our technological edge. While automa-tion might eliminate some lower-level manual jobs, it will bring in higher-level,

higher-paying jobs, where a deeper technical expertise is required. Auto-mation—done right—is the solution, not the problem. We either automate or we perish. Period.

So, what are the things that make it right?

Automation as a business strategyReluctance to automate can be well

founded. Many have had personal experi-ences with automation investments that simply didn’t produce improved financial performance. The solution is to revamp how automation projects are envisioned and then execute this vision on the plant floor. Previously, automation may have been viewed as a series of stand-alone projects, as opposed to an integrated, strategic-level approach on a plant- and enterprise-wide basis. This approach

may have resulted in poor or inconsis-tent return on investment; certain projects may have been technically successful, while not fully achieving desired results because they didn’t positively affect the bottom line.

In today’s complex manufactur-ing environments, decisions made and actions taken in one area, such as migrat-ing to a new technology, can sometimes have adverse and unforeseen effects on others. These effects can range from a higher total cost of ownership to concerns over employee training and plant safety.

In order to stay ahead of the curve, companies should not view automation as a series of unrelated projects. This fragmented approach will limit overall positive impacts, sub-optimize opera-tions, and won’t sufficiently improve competitiveness.

INfOCUSStrategic automation the solutionto many manufacturing challengesBy Paul Galeski, MAVERICK Technologies

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A smarter approach to automation means that automation must be viewed holistically, by first identifying the strategic challenges of the business, and then finding ways automation can be used to meet those challenges and attain business objectives. From there, other important facets must be consid-ered, such as cultural fit, flexibility, and adaptability.

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Market advantagesOver the past 20 years, a series of cut-

backs made for depressing plant floors. But today, the plant floor environment is much different; there is opportunity to grow. There’s room and money to drive innovation forward—and that includes automation. Doubts about the direction of the economy might make a company hesi-tant to risk capital and hire the manpower needed for critical automation projects

that drive innovation and improve com-petitiveness.

Fortunately, now is a good time to invest in manufacturing operations—especially automation—for a number of reasons, including:

n Global competition is increasing.n Capital is readily available. n Domestic demand is strong and rising.n Required infrastructure is very well developed.n Highly educated workforce is available.Automation initiatives often have the

largest return on investment and can most quickly impact the bottom line. The

opportunities are abundant—but only if we can find the manpower to build busi-ness cases, develop and design solutions, and implement projects on budget and on time.

Talent is the keyDon’t be shortsighted about savings at

the expense of developing the employees of tomorrow. While outsourcing over-seas may sometimes seem to be the most cost-effective solution now, you must ask yourself: Am I robbing myself of key training and development opportunities for the next generation of the workforce?

Opportunities to close the skills gap are all around us, and we must not wait until college graduation to get young people interested in automation. It is important that we start early by educat-ing our youth about career opportunities in automation.

From there, we need to recruit young talent right out of college. Each year, U.S. universities graduate many of the world’s best potential manufacturing

In order to stay ahead of the curve, companies should not view automation as a series of unrelated projects. This

fragmented approach will limit overall positive impacts.



GO TO: www.plantengineering.comReal World Engineering blog from MAVERICK Technologies, keyword: MAVERICK

14 • October 2013 PLANT ENGINEERING

INFOCUSemployees. These graduates are naturally attracted to domestic jobs, in large part because the United States has a favorable reputation for innovation and technology advancement.

We must also remember that we can’t stop training, challenging, and rewarding skilled professionals once they join our team. It is worth the investment to absorb

some costs in the name of training the next generation of automation engineers.

Drive the changeThere’s never been a more exciting

time to be a plant automation engineer than today. Now more than ever, the plant engineering staff directly influences the

optimization, sustainability, and net prof-itability of the plant in a measureable way.

In order to effect change within your company and execute automation as a plant engineer, you will need to view automation holistically—from a people, process, and technology perspective. You will need to know how to better enable plant staff to make better decisions.

After implementing automation strat-egy from a technology standpoint, you may also have fewer, more flexible technologies that will help the business become more agile. You’ll learn quickly that technology is important, but the real value lies in how it’s used.

With this new mind-set in place, it becomes easier to align business and automation strategy, and to see how the two are closely linked. This realization will result in transformational change as automation projects start to become business solutions. It will drive results for the entire enterprise, allowing the attainment of business goals and objec-tives through smart automation invest-ments, not sub-optimization of individual processes or functions.

Looking forwardTo advance, we must view automa-

tion as a key part of our overall business strategy and day-to-day execution—not simply as a series of individual projects. We must strategically and smartly invest capital in automation. Smart companies will take this approach a step further, offering the technical training employees need to succeed in the new environment, as well as recruit and retain young talent.

From this business strategy and vision, you, the plant engineer, will guide and drive the change. You will connect auto-mation systems to the overall enterprise in a systematic and well-choreographed manner—holistically combining people, process, and technology for the better-ment of all stakeholders.

Done right, automation will create new jobs and protect existing ones. Let’s show America what a manufacturing comeback really looks like. PE

Paul Galeski is CEO and founder of MAVERICK Technologies.

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input #11 at www.plantengineering.com/informationplant engineering October 2013 • 15

Outside contractors come in many shapes and sizes. There’s your contractor techni-

cian who shows up regularly to ser-vice the elevators. These technicians make regular visits to the facility and are treated like employees. Other contractors elicit the same trust but come to the plant less often, although the appointed maintenance technician may remain the same. Finally, there’s the ad hoc repairman who could ser-vice an air conditioner in his sleep. He comes by way of an Internet search, or the phone book.

Other than this last category, all contracted work should be tracked by a computerized maintenance man-agement system (CMMS) database. Just as the maintenance manager assigns a job to a staff member and issues a work order, he should do the same for outside technicians. The CMMS database should associate the outsourced technician with a fixed asset and keep a log of all mainte-nance tasks completed per visit.

Next time the same technician makes a scheduled call, the CMMS automatically creates a PM work order for that technician. Also by comingling contractor and staff work orders, managers can compare inter-nal and external responsiveness and performance. More on this later…

PMs handled by outside contractors should trigger reminders in a CMMS so managers know which machines are scheduled for routine mainte-nance and by when.

Maintenance managers should also be able to show overdue work orders assigned to contractors to help con-trol backlogs, do predictive analysis, negotiate contract renewal rates or, if necessary, choose a better provider.

Most importantly, a CMMS should gather information about the ven-dor’s performance, quality of work, completion dates promised, etc. Did the technician show up on time? Did she fix the machine only to return a

month later to make the same repair? Did she charge for the repeat visit?

By capturing key information, a CMMS helps managers keep an eye on outsourced contractors and shows them which ones have gained the top

position on your A-list of preferred providers. PE

Paul Lachance is president and chief technology officer for Smartware Group. Read his blog at www.plant engineering.com/blogs.

Keeping a watchful eye on outside contractorsBy Paul Lachance, Smartware Group

Qua

lity

M

anagement System

ISO9001:2008

Registered:


Strategic alliance partnerships are a common contracting vehicle for main-tenance and modifications work in indus-trial markets. Yet, as we see more and more opportunities to bid on such alliance contracts, I fear that the true value of an alliance is sometimes lost in the competi-tive procurement process.

Alliances are special bonds between companies and should be formed any time there is an opportunity for both par-ties to operate and excel in a way that is greater when combined than when each is operating separately. It is this special relationship which creates value.

So what should plant operators be looking at when evaluating alliance part-ners for maintenance services? Here are four strategies that plant operators can use to ensure that they will achieve valued alliance relationships.

Think long-termThe saying goes, an alliance contract is

like a marriage: you don’t want to have to pick a partner more than once. But some of the traditional strategies that plant operators use when selecting partners do not weigh long-term benefits as much as short-term cost considerations. When evaluating contractors for a stand-alone

maintenance project, the risk is lower; in an alliance agreement, a poor contractor will result in ongoing headaches that are difficult to manage.

Reliability, a proven track record of safety performance, and broad experi-ence should be strongly considered when choosing an alliance partner. If these items are weighed equally with cost, a plant operator can be more confident the alliance will work.

Culture countsEven when the benefits of the relation-

ship are clear, bringing in non-company personnel is a big change for frontline employees and even leadership. It’s important to consider not only the ser-vices a partner offers, but how company cultures match up.

It’s an often overlooked but critical aspect of successful alliances. Plant operators should look at a maintenance partner’s leadership structure, its treat-ment of employees, and its core values. If these seem drastically different from those of the operator, then it will be dif-ficult to integrate the two teams.

Tailor the team

Even when organizations find a good culture match, alliances still require strong leadership in order to thrive.

There’s not a more important individual relationship in an alliance than the one between the managers from each organi-zation that are tasked with overseeing its success. These individuals must balance the needs and goals of their own organi-zation with those of their partner. They must have a collaborative and collegial relationship with each other.

Share goalsEvery maintenance contract, whether

it’s an alliance or not, outlines a set of goals that the contractor is expected to meet. But setting goals in an alliance should be different than those for individ-ual projects. First of all, goals in alliances are most likely to be achieved when they are mutually agreed upon. This requires ongoing debate and discussion between leadership on both sides.

The sticking point to all of this seems to center on trust. Can the owner really trust the contractor, and vice versa? Let’s move to the conversation to value. A well-defined and smooth operating “alliance” work process uses fewer people, so staff costs are lower, and produces faster, more accurate results. How much is this worth in your organization? PE

Ken Jobe is vice president of Process & Industrial at Day & Zimmermann.

INfOCUSFour strategies to deliver value with contract partnershipsBy Ken Jobe, Day & Zimmermann

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Air compressors, blowers, generators, vacuum, quality air solutions and more.input #14 at www.plantengineering.com/information


INPRACTICE

TSA Manufacturing in Omaha, Neb., provides steel prod-ucts and services to the con-struction, precast concrete,

and structural steel markets. One machine—a thread roller that makes long steel threaded rods up to 1 in. diameter used in bridge construc-tion—required extensive mainte-nance and replacement of worn-out parts, and was out of service for repairs too often.

The thread roller had variable sheave pulley speed controls, which were the source of numerous problems due to a preponderance of moving parts. The controls also required constant operator interac-tion to change speeds and make other adjustments.

The belt used in the pulley has a “V” cross section that matches the angled face of the pulley flanges. As the flanges open or close, the belt moves up or down to increase or decrease machine speed. Operators control speed with manual switches that open or close the flanges. This type of speed control is fairly standard on many older machines.

Unfortunately, the belts and pulleys were frequently wear-ing out because they were constantly being adjusted, and they required maintenance several times a year, depending on how many hours TSA ran the machine to fill orders for threaded rods.

The TSA team decided to upgrade the speed controls by using a variable speed drive, but they weren’t sure how to size the new motor and drive. They also wanted to make sure the upgrade didn’t introduce undue complexity to machine operation.

Sizing for speedThe existing motor operated at a fixed speed of 1760 rpm. The

machine was run through several operations while the speed and power requirements were monitored with a tachometer and multimeter.

Calculations indicated that removing the variable sheave pulley and replacing it with a variable frequency drive (VFD) would require the new motor to operate at 2400-plus rpm to meet operating requirements. The power and speed require-ments dictated replacing the existing motor with a slightly larger motor than the existing 25 hp motor—specifically a new

30 hp motor and matching heavy-duty rated Yaskawa F7 VFD.

The new motor selected was a 1760 rpm Marathon motor rated to run at 1.5 times speed, providing a maxi-mum speed of more than 2600 rpm. After monitoring power, amperage, and motor temperature, TSA increased the maximum frequency to 90 Hz without overloading or overheating the VFD or the motor.

Lakeland Engineering in Omaha revised the automation system after the variable sheave pulley was replaced with the new motor and VFD. The operators were all familiar with the existing machine automation system, and if the automation system was drastically modified, the opera-tors would require retraining before production could resume. With some wiring modifications, programming,

and setup, Lakeland was able to make the automation system conversion appear seamless to the operators while keeping down-time to a minimum.

Lakeland used the existing pushbuttons, pilot lights, and joystick speed control, wired those components into the VFD inputs, and programmed the system so the VFD speed control would operate in a similar manner as the variable sheave pulley system as far as the operators were concerned.

Doubling production While the original goal was merely to duplicate the existing

speed controls and reduce maintenance problems, the produc-tion rate doubled and maintenance issues were eliminated. Maintenance manager Marty Wilmer says the time to thread a rod was reduced to 13 seconds from the previous 30 seconds, an improvement of over 50%. TSA used to run the machine for five to eight days to fill orders, but since the conversion was made, it now needs to run the machine for only two to three days to fill the same number of orders.

Once the new motor and VFD were installed and operating, TSA converted to high-speed cutting dies and was able to far exceed the operating parameters of the original system. Down-time and maintenance issues, which had been a large expense, have been eliminated since the conversion. PE

Mike Daniel is a technical specialist at Industrial Motor Technologies.

A change in speed control strategyramps up production for steel company

By Mike Daniel, Industrial Motion Technologies

TSA Manufacturing replaced variable sheave pulley speed controls on this thread roller with a VFD. Maintenance manager Marty Wilmer says it doubled production speed and eliminated main-tenance issues. Courtesy: Yaskawa America Inc.

20 • October 2013 PLANT ENGINEERING www.plantengineering.com

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Featured appsCFE Media’s Apps for Engineers is an interactive directory of more than 170 engineering-related applications for Android and iOS operating systems, created by various companies. The app helps users do their jobs better and save time, providing a “pre-sort” of relevant mobile engineering applications loaded with various calculators, catalogs, file viewers, measurement tools, and more. www.plantengineering.com/appsforengineers

WebAccess MobileiOS 3.0+, Android 2.0-2.1Cost: FreeCompany: AdvantechCompany Website: http://bit.ly/pEPeAyWeb download link: http://bit.ly/M7KdrY (Android), http://bit.ly/pNXmfM (iOS)A light version of the full online version: it has the necessary functionality for monitoring devices when users can’t be near a computer. It can show alarms, take snapshots of the pages with the current status of their dynamic ele-ments, read and write tag values, and monitor the datalog trends in real-time along a graph.

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DPharpiOS 4.0, Android 1.6Cost: FreeCompany: Yokogawa Corporation of AmericaCompany Website: www.dpharp.com Web download link: http://bit.ly/18mSPGI (Android), http://bit.ly/1gWiirs (iOS)The DPharp app features unique insight into Yokogawa’s family of pressure transmitters. It contains a highly de-tailed 360 degree virtual product viewer with hotspots of key features. The touch interface allows for easy manipu-lation of the 360 viewer to fi nd and explore each hotspot.

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The popular board game Risk is a multi-player contest built around conflict and confron-tation. In manufacturing, the phrase “risk management” is used to assess the costs and benefit associated with any activity.

When it comes to worker safety, though, there is no management of risk, because when it comes to protecting workers, there is no acceptable level of risk. If this were a game, the score always would be 0-0—no injuries or lost time for workers, no workers compensa-tion costs for management.

But safety is not a game. That’s because history shows us that we never completely can win. What we can do, and what indus-try experts from around the country show us in this issue of Plant Engineer-ing devoted to workplace safety, is that we have to understand why workplace accidents occur.

We have some of the nation’s safest companies represented in this issue. They are industry suppli-ers of safety products and strategies and they are safe

manufacturers. They understand the cost of an unsafe workplace not just because it earns them profits in sales, but also because those profits are not depleted by the costs of injuries in the workplace.

However, the manufacturers achieving safety each day do so not with a commitment to cost containment or risk management but with a relentless commitment to their workers. It is the human aspect of worker safety that is the most critical.

When workers understand they are valued as people first, those workers will deliver better productivity, miss fewer days of work, and will take an uncommon pride in their job. As our contributors this month point out repeatedly, profit is a byproduct of safety.

Plant Engineering regards safety as a core principle of manufacturing, as an absolute and unwav-ering right of our workers. It also is the foundation on which manufacturers can build a strong organization and a quality product, no matter the industry.

Safety is not a game. That doesn’t mean you won’t feel like a winner if you lead your organization on a bet-ter path to safety. PE

Safety: It’s no gameWhen protecting workers, zero is the only acceptable score.

tation. In manufacturing, the phrase “risk management” is used to assess the costs and benefit associated with any

When it comes to worker safety, though,

24 Why safety is good business

26 A plant sets aside one day to focus on safety

28 Meeting regulations through networked safety

32 Achieve effective crisis communications

36 The new Hazard Communica- tion Standard

40 Seven ways to reduce hand injuries in manufacturing environments

42 Study finds safety is a path to productivity

46 Technology is an essential element of safety and asset management

C O N T E N T S

SPECIAL REPORT: SAFETY IN MANUFACTURING

By Bob Vavra Content Manager

RISK�� 2013 Hasbro, Inc. Used with permission.


Business success is usually quantified in terms of revenue, profit, stock value, and productivity gains, while much less attention is paid to the influence of orga-

nizational culture on performance, growth, and business sustainability. Increasingly, businesses are re-examining the importance of organiza-tional culture and its impact on performance. In fact, an organization’s culture pervades everything it does and everything it produces.

The business of safety At DuPont, we have a strong, pervasive

safety culture that has taken root during the company’s long history. It influences everything we do, every decision we make, and has had a significant impact on our longevity and business success.

At the heart of our safety culture is an ethical imperative that calls for doing our utmost to keep our employees and partners safe. In a manufacturing setting that inherently plays host to above-average risk, nothing—neither profit margins nor competitive advan-tage—trumps the value of human safety and well-being.

This belief is increasingly accept-ed across industries and around the world; however, what is often over-looked is its influence on the organi-zation beyond safety performance. Good safety fosters good business in many ways and can positively impact the bottom line.

Discussions related to the busi-ness benefits of safety tend to focus solely on cost avoidance. Every workplace safety incident incurs direct costs, such as medical treatment, and indirect costs, like damage to equipment and lost work time. When an organization decides to focus on safety performance, the result is often that it achieves broader business excellence in addition to safety excellence by creating principles and struc-tures that are applied to multiple areas of the organization.

The ultimate goalIn driving our own safety performance and in helping

other companies transform their safety performance, we have learned that ambiguity around the end goal only serves to disengage management and employees alike. The goal

should always be “zero”: zero incidents, inju-ries, or illnesses.

While this target may seem difficult—if not impossible—to achieve, we and other compa-nies have witnessed the transformation that takes place as an organization’s safety per-formance improves. As the intervals between safety incidents increase, celebrations of zero become more frequent and lend credibility and momentum to the drive to succeed.

A goal of zero incidents builds momentum in a way that goals allowing some injuries do not, often because lesser goals fail to resonate with the workforce and get lost in the organization’s other objectives and metrics.

Culture and safety performanceThe relationship between performance and culture—the

social norms, beliefs, and values that prevail—is critical to achieving zero safety incidents. Organizations with best-in-class safety performance have a more mature and higher performing safety culture. A mature safety culture is charac-terized by a proactive, preventative approach represented by

intrinsic motivation (“I follow the rules because I choose to”) rather than an extrinsically motivated approach to safety (“I follow the rules because I have to”). In the former (desired) scenario, safety is a personal value, and the practice of a safe workplace is a source of organizational pride.

In order to understand the dynamic between culture and per-formance, it is important to try to quantify and validate the relation-

ship between the two. Over several years, DuPont has sur-veyed hundreds of clients and several hundred thousand employees in an effort to assess the state of culture in the client organization. These surveys have been conducted in multiple industries and regions and at all levels of the workforce, from management to the shop floor.

From this data, DuPont has created an index of Relative Culture Strength (RCS), which measures the safety culture of an organization. Using the performance data from the sur-veys, we have been able to demonstrate a strong correlation between safety culture and safety performance, supporting the premise that a strong safety culture is a prerequisite for sustained high performance.

Why safety is good business


In a manufacturing setting that

inherently plays host to above-

average risk, nothing—neither

profit margins nor competitive

advantage—trumps the value of

human safety and well-being.

By Simon Herriott, DuPont

www.plantengineering.com plant engineering October 2013 • 25

Leadership commitment to safetyThe greatest challenge to cre-

ating a safety culture is instilling felt leadership, where company leaders, including the most senior executives, demonstrate they are incontrovertibly committed to safety. They do not waiver, no matter the business conditions, and they are clear that whenever a decision involves a choice—between safety and productivity, for example—safety comes first.

The primary facets of felt lead-ership are visible engagement and two-way dialogue. To accomplish this, company leaders must regu-larly interact with employees by performing safety observations, having conversations with employ-ees about safety, leading safety meetings, and taking active roles in other safety-promoting activities.

At DuPont, the chief executive officer also is the chief safety officer and continually reaf-firms—inside and outside of the company—that safety is a core value and the goal is always zero. The objective is to foster a level of intrinsic motivation and operational discipline where people choose to follow the rules and where leaders enforce the rules fairly and consistently.

Several elements can foster and support felt leadership, including:

n Clear and meaningful policies and principles that con-firm the priority of safety and provide a clear basis for decisions

n Safety goals and objectives that are a prominent part of standard operating procedures, and

n High-performance standards that apply to all safety matters and are obvious and known to all employees.

Ensuring an effective safety structure A strong safety culture is one that engages all employ-

ees. Traditionally, many companies have employed safety professionals or established entire departments to which safety was effectively outsourced and usually contained. Forced to act as “safety cops” rather than as engaged par-ticipants, these safety professionals are often out of touch with the real challenges of how to work safely, and they are all but guaranteed to be unsuccessful.

In contrast, one of the earliest principles established by DuPont’s founders was that line managers should be

responsible for the safety of the units they lead. Safety profession-als still have a role, but it is more of a supporting role that places them in the role of expert, mentor, and guide to the line organization.

An effective safety organization also produces ample amounts of both quantitative and qualitative data that measure past perfor-mance, as well as leading indica-tors of future performance. To do this, both managers and safety pro-fessionals need to set up integrated managing structures to ensure that the data are interpreted and used to drive change; actions then must be agreed upon, assigned, and com-pleted. The most effective organi-zations form committees or teams that are made up of individuals working across different depart-ments and are dynamic and pro-ductive groups working effectively to improve performance.

Action leads to effectivenessEven with strong leadership and a

supportive organizational structure in place, businesses must act to be effec-

tive. Organizations with a strong safety culture share certain action-oriented practices that include:

n Development programs that transfer knowledge and skills to enable employees to recognize unsafe situations, correct them, and work safely

n Comprehensive audit programs geared toward pro-actively identifying gaps in processes and ensuring that the safety culture remains strong and is embraced by the organization, and

n Effective communication programs that keep safety top of mind throughout the organization.

In addition to the above, the organizations that perform the best in terms of safety have created both reactive and proactive processes to analyze safety incidents if and when they do occur. For example, incident investigations help organizations learn from what has happened, including observations and findings that can help prevent future inci-dents. The key is to socialize the findings and show strong discipline in implementing recommendations.

Measuring the ROI of a safety cultureIn addition to preventing loss of life and injuries to

employees, the return on investment that results from

Five elements of a successful safety plan

T ransforming a safety culture that needs to improve or sustaining a high-functioning safety culture

requires a plan that keeps safety alive and fresh across the organization, and it often takes time. Otherwise, the accomplish-ments may be temporary.

A successful safety plan will take into account:

1. Employee turnover and leadership changes

2. How to maintain operating discipline

3. Regularly conducting audits, monitoring data and reporting progress or slippage

4. The need to reinvigorate structures with carefully planned staff transi- tions, and

5. Utilizing new challenges such as off-the-job safety or community engagement to keep the momentum going toward the goal of zero.


developing a strong safety culture includes returns that are relatively quantifiable (direct costs saved) and those that are less easily quantified (indirect costs avoided from loss of production, quality losses, equipment damage, morale, etc.).

The size of direct costs depends in part on the regulatory framework in which the organization operates, but indi-rect costs apply everywhere. Direct costs alone are often enough to justify investments in safety improvements.

However, focusing exclusively on the benefits of avoiding incidents does a disservice to well-run safety organizations. Engaged leadership, the ability to diagnose

issues and act preventatively to correct them, and the supportive and collaborative nature of an interdependent safety organization spill over into broader organizational effectiveness. Dividends include stronger operational dis-cipline, greater productivity, an improved risk profile, and higher employee morale.

In the end, safety is about protecting people, their lives, and their livelihoods, but it is heartening to know that the better we get, the greater the rewards can be. PE

Simon Herriott heads DuPont Sustainable Solutions’ global consulting practice.


On Thursday, September 19, 2013, I halted pro-duction at 23 manufacturing plants in North America.

This was not related to a manufacturing glitch or a needed repair to our assembly lines. It was about something far more critical: the health and safety of 6,500 employees who work with me.

Last year, job-related injuries and illnesses cost American companies more than $250 billion—$31 billion more than the cost of all cancers and $76 bil-lion more than the cost of diabetes. Every day, more than 12 workers die on the job; in 2012 alone, there were nearly 5,000 reported fatal work injuries in the U.S.

I don’t want Sapa Extru-sions North America or my fellow co-workers to be a part of those statistics. There is nothing more important to me than making sure our plants and workers remain safe, healthy, and productive by adhering to the highest safety standards, year round.

So on September 19, all Sapa Extrusions North America manufacturing plants stopped production for a portion of the day for our fourth annual Health & Safety Day. The day is a celebration and reflection of our ongoing commitment and achievements to plant health and safety.

When I became president of Sapa, one of my first tasks was a review of workplace injuries. Our numbers were no better and no worse than those of our competitors, but we did find some room for improvement.

And so we launched an effort to promote health

and safety. The results were immediate and lasting. In the four years since we began, on-the-job injuries have dropped by half in almost each of those years. While we are proud of that record, we are relentless in trying to bring that number to zero.

Since we launched our Health & Safety Day, though, something else has happened. Our entire culture has changed—for the better. We have cre-ated an environment where respect for one another permeates the workplace. A company whose mes-sage to its employees is, “I care about you, and I want you to be well and safe” is one in which work-ers feel valued, important, and empowered. That

pride extends to our custom-ers as well. A company that puts such a high premium on its employees tends to apply that same approach to its customers.

Health and safety isn’t just about reducing on-the-

job injuries for our workers. We want to make sure their entire families are involved. Health & Safety Day now includes blood drives, health screenings, injury prevention exercises, fire drill training ses-sions, and more.

Though each Sapa plant customizes its Health & Safety Day activities, one thing is certain—we edu-cate our employees about the importance of main-taining a safe and healthy work environment, as well as celebrate our achievements thus far. I encourage other manufactures to do the same.

In the words of Albert Einstein, “Concern for man himself and his safety must always (be) for the chief interest of all technical endeavors.” PE

Patrick Lawlor is the President of Sapa Extrusion North America.

A plant sets aside one day to focus on safetyBy Patrick Lawlor, Sapa Extrusion North America

There is nothing more important to me than making job injuries for our workers. We want to make sure

We educate our employees

about the importance of

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Automated controls require special attention be paid to safety. The most obvious reason is the need to reduce employee injuries, but there are also

a wide range of national and international regulations that require attention to safety. Due to advances in technology, networked safety can be easily integrated into existing and aging systems. This is particularly ben-eficial as knowledge of process and machine safety proliferates.

Many safety governing bodies, such as the OSHA and the IEC, have imposed regulations to make automated machinery safer. While these regula-tions are meant to ensure worker safety, they are forcing machine builders to update their designs in order to comply with these new regulations, even if they are operating outside of the impacted region or country.

In order to meet these regulations, plant engineers must keep employee, machine, and process safety top of mind when installing high-performance automated controls. While safety is of the utmost concern, there are many other factors that can affect an engineer’s ability to properly install machine safety protocols and controls that meet the standards, including aging systems and reduced budgets.

The drive for easy integrationCompanies today are certainly seeing the benefits of

the risk avoidance protection found in safety systems. However, in some instances they are facing requirements for certified safety systems, from either internal or exter-nal drivers, particularly as more and more devices are connected to the industrial Internet. In these cases, easy integration with the right level of diagnostics is the key.

Internal drivers, besides the obvious need to reduce the probability of work-related injuries, are factors that impact productivity and asset utilization. Safety systems can improve the lifecycle of machinery while provid-ing operators greater access to machines under different modes of operation. Instead of powering down a machine to perform maintenance, modern safety solutions allow mode-dependent operation limits such as safe speed, safe

torque, and safe position to be established. Safety function blocks are the safe equiva-

lent of normal application program function blocks used in many high-performance auto-mation controllers such as PLC and PAC con-trollers under the IEC 1131-3 programming languages. Function blocks are considered a graphical programming method, as opposed to a scripted language, since the user simply drags and drops the desired function block into the workspace and then proceeds to make the various connections and variable assign-ments to define each block.

Safety function blocks are generally con-figured to allow easy integration of safety

devices such as two-hand switches, light curtains, emer-gency stop push buttons, etc., into control programs. Safety function blocks can then be connected together using various logical elements (AND, OR, NOT, etc.) to specify which action should be taken by the safety devices under certain conditions. Developing safety control logic using function blocks in a pre-certified safety programmer greatly simplifies the engineering effort required to realize complex safety solutions.

By combining secure network connectivity, certified safety function blocks, and graphical programming, manufacturers can integrate standards-compliant safety capabilities to equipment while simultaneously meeting increasingly stringent regulatory requirements. Networked safety-certified controllers can be integrated easily and cost effectively to new or existing applications by using standard-based protocols like PROFINET. These protocols allow manufacturers the flexibility to create exactly what they need safely and at the right cost.

Taking the next stepAutomated safety controls are only the first step in meet-

ing the imposed safety regulations and increasing employee safety. Plant engineers must also implement appropriate safety protocols for the machines and processes them-selves. However, there are many differences in machine and process safety, from what, who, and how they affect a plant, to the process they go through to shut down and restart machines.



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Machine safety is generally used to protect machines in discrete manufacturing, whereas process safety is related to protecting processes in industries such as chemical plants, oil refineries, nuclear plants, and others, and is governed by IEC 61511.

Manufacturing and other heavy industries like oil and gas, mining, water, and power have many other requirements of their safety protocols, including:

n Machine builders, system integrators, and end users need comprehensive safety solutions rather than purchasing products from multiple suppliers

n Safety solutions that provide the required Safety Integrity Level (SIL) or Performance Level (PL)

n Machines that remain powered when the operator is within the working envelope

n Scalable solutions that can be easily expanded as new requirements are added

n A robust architecture that can tolerate breaks in a network cable or allow devices to be added or removed without shutting the system down

n Solutions that will make it easier to get their machine safety certified.

There are many tools that can help these industries achieve these goals, including:

n Standalone Safety Controllers: Discrete safety relays and safety controllers are added to traditional automation controls to ensure safe shutdown in the event of safety breach

n Safety PLC: Dedicated safety PLC with rack based safety I/O

n Hybrid Distributed Safe I/O and Safety Logic: Safe I/O are distributed via a network with dedicated safety logic for each safety island (work cell)

n Safe Motion: A class of servo and AC drives rated for machine safety applications that allow operators to work more effectively within the work envelope of the machine

enabling greater productivity.

These tools can be used in several dif-ferent application types that span many industries, including:

n Automated assemblies like tires, appli-ances, automotive, and electronic produc-tion lines

n Web applications like printing, lamina-tion, and material conversion

n Producing or forming metals and fabrication machineryn Conveyance operations like storage and retrieval,

airport baggage handling, and product transfern Packaging machinery and lines.

Some of the steps plant engineers can take to optimize their safety equipment and procedures include combin-ing secure network connectivity, certified safety function blocks, and graphical programming with proper machine and process safety tools depending on the industry.

If plant engineers and machine builders follow these steps, they will be able to meet the stringent safety regu-lations while simultaneously increasing operational effi-ciency, improving reliability and operational metrics, which leads to future costs savings and quickly recouping any installation costs. PE

Paul Derstine is the Motion Product Manager at GE Intelligent Platforms.


I n 1970, Congress passed the Occupational Health and Safety Act, encouraging employers and employees to reduce incidents of occupational

safety and health hazards at their places of employ-ment. Subsequently, a governmental body called OSHA was established by Congress to serve as a watchdog and enforcer of all workplace-related reg-ulations. OSHA CFR 29 Part 1910 is the overarching standard stating that the “employer must provide a safe workplace,” while subpart O contains general requirements for machine safety.

The OSHA standards assume the use of Industry Consensus Standards (ICS) like ANSI B11.0: Safety of Machinery: General Requirements and Risk Assessment and ANSI/NFPA 79: Electrical Stan-dards for Industrial Machinery.

Outside the U.S., safety standards for machinery are governed by the IEC, which develops standards for electrical, electronic, and related technologies, and the International Standards Organization (ISO), which covers other technical fields.

As of 2013, machine builders must use EN ISO 13849-1:2008 – Safety-related parts of control sys-tems to prove presumption of conformity with the European Machinery Directive (2006/42/EC).

Additionally, the IEC 62061 and IEC 61508 stan-dards deal with functional safety of safety-related electrical, electronic, and programmable electronic control systems. IEC 62061 deals with the develop-ment of machine-specific control systems, while ISO 13849 and IEC 61508 detail the development of general purpose safety systems.

U.S. safety codes: How we got here

14,000Number of workplace

injuries each day.Source: National Safety Council


Not that long ago, emergency communications for large industrial, commercial, and institutional com-plexes such as universities and hospitals relied primarily on devices such as visual and audible sig-

nals, and public address and intercom systems. Technology advances have propelled a dramatic increase in the num-ber of communication mediums applicable for emergency warning and notification—everything from cell phones, text messaging and two-way radios, to LED signage and message boards, to the entire spectrum of IP-based tech-nologies including email, instant messaging, smartphones and, most recently, social networks. Consequently, facility managers and planners are growing more vigilant about evaluating communication options that expand both reach and control while increasing overall flexibility.

Technology advances support a what-if approach to cri-sis management that encourages managers to constantly examine potential emergency scenarios that could impact a particular facility. Some regions of the country are at special risk of natural disasters such as tornadoes, while

other areas are in greater danger from flooding or wildfires. As there is always the possibility of a fire or workplace violence, some facilities, such as chemical plants and refin-eries, face increased risk as terrorist targets. It goes without saying that comprehensive emergency preparedness calls for maintaining the resources, procedures, and systems for every possible contingency.

Paralleling the deployment of advanced communications technologies is an increased emphasis on those unique human factors that relate directly to how employees will respond to an emergency situation. The most obvious factor that might affect employee response to a crisis tends to be language, but there are also other cultural issues, as well as the needs of those with physical disabilities.

Putting plans in placeEmergency preparedness should address one of four

primary action plans: evacuation, take immediate shelter, shelter-in-place, and lockdown.

Among the earmarks of a successful evacuation plan are establishing clear escape routes and ensuring that doors are neither blocked nor locked. A general alarm-type evacua-


Today’s emergency communications mix should include all forms of modern communcation, including the deployment of IP-based communications, including email and instant messaging, take advantage of the growing use of smart-phones, and also encompass social media.

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tion also needs to take into account where people typically congregate, while designating a “mustering” station where employees can be accounted for during the crisis.

Primarily a response to natural disasters such as tor-nadoes, take immediate shelter plans center on designat-ing indoor safe areas. Employees need to be advised of possible secure areas within the facility, as well as the safest, quickest ways to access them. Another priority is the development and maintenance of systems capable of providing dependable communications facility wide.

Shelter-in-place plans direct employees to seek refuge in nondesignated safe areas, typically a small interior room. Communicating the need to seek whatever shelter is immediately available is especially critical in the event of a toxic chemi-cal spill, hazardous gas leak, or workplace violence incident. In some cases, planners also must consider options for ensuring fresh air or providing protective areas sealable against impure or poisonous air.

Lockdowns are generally asso-ciated with workplace violence. In such cases, emergency managers need to ensure employees are acquainted not only with proper lockdown procedures, but also with pos-sible shelter options. Defining communication procedures between employees, management, first responders, and other officials may prove crucial to employee safety, and even assist in bringing the crisis to a safe conclusion.

Consider the human factorsComprehensive emergency plans require thorough

review of the many human factors reflecting the needs of everyone working in the facility. It is necessary to ensure that physically disabled persons, in wheelchairs for instance, are able to access designated safe locations such as the basements commonly used as emergency shel-ters. With approximately 35 million Americans suffering from some level of hearing disability, it is now important to accommodate the hearing impaired, as well as employ-ees who work in high-noise environments, by providing alternative methods of emergency alerting/notification communications (i.e., visual warning lights and electronic message boards).

At many facilities, language presents another issue for planners. Emergency warnings broadcasted over a public address system obviously must be understood by everyone in the facility. Today, many large facilities find it necessary to issue warnings in multiple languages.

For years, inventorying a facility’s emergency commu-nication capabilities primarily involved reviewing such traditional resources as bells and horns for general alarm, fire alarms, landlines, two-way radios, and warning lights.

Nowadays, however, emergency managers and planners are considered remiss if they do not evaluate the full scope of technologies in order to expand their communications options.

While cell phones and text messaging come foremost to mind, it has become critical to examine the extensive advantages available through local area and wide area networks. Today’s emergency communications mix should include the deployment of IP-based communications that includes email and instant messaging; take advantage of the growing acceptance of smartphone technology; and leverage the ever-increasing popularity of social media.

Many large facilities tie their emergency communications directly with local radio and tele-vision broadcast stations in order to expedite warning/notification to neighboring communities. Other recent innovations include outdoor electronic signage and dedicated emergency websites.

The backup planRedundancy is a critical aspect

of any emergency preparedness strategy, and this is espe-cially true when it comes to communicating essential alerts to signal dangerous situations or unsafe conditions. Plan-ners must ask themselves: What if all power is lost to the facility? What if the phone lines are down? What if the cell towers are unable to cope with a sudden surge in demand?

Additionally, they must have a plan for fast-breaking emergencies like the explosion that occurred this spring at the fertilizer plant in West, Texas, or the deadly Texas City refinery accident in 2005. In both of these cases there simply was no time for complex decision making. Emer-gency plans needed to go into effect automatically.

Beyond emphasizing the importance of having a hosted location offsite, a catastrophic event like an explosion illustrates the need to coordinate disaster plans with both IT and security management to ensure that sufficient com-munications backup is always available.

An effective emergency communications strategy that assures reliable backup throughout the system is based on the knowledge that during a crisis it is unlikely that every email, every text message, or every voice communica-tion will make it through. Ultimately, a system that offers redundant reliability, and that is supported by ongoing employee training covering both emergency procedures and communication protocols, stands a significantly bet-ter chance of making sure that each and every employee either hears and/or sees the urgent warnings that prompt immediate protective action. PE

Ray White is Director of integrated systems at Fed-eral Signal.


What is a ‘willful violation’? “A willful violation exists under the OSH Act where an employer has dem-onstrated an intentional disregard for the requirements of the OSH Act or a plain indifference to employee safety and health. Penalties range from $5,000 to $70,000 per willful violation.” Source: OSHA

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Both producers and users of chemi-cals will be affected by the upcoming changes to OSHA’s Hazard Com-munication Standard (HCS). The

existing HCS provides guidance for defin-ing chemical hazards but is not consistent with global standards. While the intent and scope of HCS will remain the same, OSHA has decided to align HCS with the Globally Harmonized System (GHS) of Classifica-tion and Labeling of Chemicals to introduce global consistency.

The new standard covers over 43 million workers who produce or handle hazardous chemicals in more than five million workplaces across the country. The modification is expected to prevent more than 500 workplace injuries and illnesses and 43 fatalities. Once fully implemented, the standard will also:

� Improve the quality and consistency of hazard infor-mation in the workplace, making it safer for workers to do their jobs and easier for employers to stay com-petitive.

� Enhance worker comprehension of hazards, espe-cially for low and limited-literacy workers, reduce con-fusion in the workplace, facilitate safety training, and result in safer handling and use of chemicals.

� Provide workers with quicker and more efficient access to information on the SDSs.

� Result in cost savings to American businesses of more than $500 million in productivity improvements, fewer SDS and label updates, and simpler new hazard communication training.

� Reduce trade barriers by harmonizing with systems around the world.

There are four major changes to the exist-ing standard: hazard classification, labels, data sheets, and training.

Hazard classification Chemical manufacturers are required to

determine the hazard and classification of the chemicals they produce or import, and will be required to follow the new, specific criteria outlined by GHS. Businesses that distribute or use the chemicals will not need to do their own testing to determine the classification of the chemicals unless they are modifying the chemicals received from the manufacturer.

LabelsAfter appropriate classification of the chemicals,

chemical manufacturers will be required to create haz-ard labels according to GHS guidelines that include: the product identifier, supplier identification, hazard pictogram(s), signal word, hazard statement(s), and precautionary statement(s).


workers who produce or handle hazardous chemicals in determine the hazard and classification of the chemicals

The new Hazard Communication Standard:What you need to know to be compliant

By Kelli Baker and Wes Maertz, Grainger

Employer responsibilitiesBeyond the basics of providing a safe workplace for all employees and following OSHA safety and health requirements, there are specific areas OSHA says employers must comply with. They include:

� Inform employees about hazards through training, labels, alarms, color-coded systems, chemical information sheets and other methods.

� Train employees in a language and vocabulary they can understand.

� Keep accurate records of work-related injuries and illnesses.

� Perform tests in the workplace, such as air sampling, required by some OSHA standards.

� Provide hearing exams or other medical tests required by OSHA standards.

� Post OSHA citations and injury and illness data where workers can see them.

� Notify OSHA within eight hours of a workplace fatality or when three or more workers are hospitalized.

� Prominently display the official OSHA poster that describes rights and responsibilities under the OSH Act.Source: OSHA

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OSHA has not changed the general requirements related to workplace labeling; employers have the option to create their own workplace labels and/or continue to use rating systems such as the National Fire Protection Association (NFPA) dia-monds or follow the Hazardous Materials Identification System requirements for workplace labels as long as the employees have immediate access to the specific hazard information.

Data SheetsIn addition to creating the GHS hazard label, the chemical

manufacturer is also responsible for creating a Safety Data Sheet (SDS). The major difference between SDS and the existing MSDS is the required 16-section format, which is still very similar to the current voluntary ANSI standard found on many MSDS today.

TrainingAs a result of these changes, training will be extreme-

ly important for anyone handling chemicals, including manufacturers, importers, distributors, and end users. By December 1, 2013, employers must train all of their employees to be able to recognize and understand the GHS guidelines related to hazard classification, labels, and SDS format.

The OSHA rules recognize that full implementation of GHS by chemical manufacturers, importers, distributors, and employers must be complete by June 1, 2015. There are two exceptions: Distributors have an additional six months to ship products labeled by manufacturers under the old HCS, and employers have until June 1, 2016 to update their workplace labeling systems.

There will be costs associated with GHS compliance,


2013 top 10 OSHA ViolationsThe 2013 list of the 10 top OSHA violations (along with the associated OSHA standard) are:

1. 1926.501: Fall Protection 8,241

2. 1910.1200: Hazard Communication 6,156

3. 926.451: Scaffolding 5,423

4. 1910.134: Respiratory Protection 3,879

5. 1910.305: Electrical Wiring Methods 3,452

6. 1910.178: Powered Industrial Trucks 3,340

7. 1926.1053: Ladders 3,311

8. 1910.147: Lockout/Tagout 3,254

9. 1910.303: Electrical, General Requirements 2,745

10. 1910.212: Machine Guarding 2,701

(Source: OSHA)

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with most of those costs being incurred by the chemical manufacturers. Potential costs include assigning personnel and resources to create the new labels and SDS, as well as the cost to train employees. OSHA strongly believes the benefits of implementing GHS will significantly outweigh the costs, with the ultimate goal of reducing workplace injuries and fatalities.

HCS has historically been on OSHA’s top-cited list, and OSHA will be increasing inspection activity related to GHS over the next several years. By following the implementation dates set by OSHA, businesses can avoid costly citations. There are a number of resources avail-able on OSHA’s website; if you would like additional information, visit Grainger.com and search GHS. PE

Kelli Baker has the OSHA-30 certification and has facili-tated various webinars and seminars related to GHS. Wes Maertz is an Authorized Outreach OSHA trainer and is a Certified Safety Professional.

With 30% of all workplace fatali-ties being older workers, they also make up 21% of the workforce.30%

Source: National Safety Council

M odern machines are being produced with faster lead times—and designed to operate at considerably higher speeds than in the

past. In the great race to meet production deadlines and budgets, safety must never be an afterthought. The least effective and most costly safety fixes are made after a machine has been commissioned and problems arise. Machine and operator safety must be considered at all stages of its service life from design to commissioning to operation and mainte-nance. In a Plant Engineering online exclusive, Chuck Edwards, president of Lenze Americas, takes a look at the standrads around machine safety for opera-tors and how those standards apply to both the machines builders and to the end users. To read the article, go to www.plantengineering.com and use the keyword “LENZE SAFETY” or find the article in the safety package on the Plant Engi-neering home page.

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Operator control and safety


While protecting the overall health and well-being of employees should be an employer’s para-mount concern, special attention

must be paid to preventing hand and finger injuries, which are second only to back strains and sprains in lost workdays, according to the U.S. Bureau of Labor Statistics. Some studies show that nearly 20% of workplace injuries involve cuts and lacerations to the hand and fingers.

Not only are there an estimated 110,000 lost time hand injuries annually, but hand injuries send more than one million workers to the emergency room each year. In addition to the physical harm that hand inju-ries pose to workers, they also have financial implications. The average hand injury claim has now exceeded $6,000, with each lost time workers’ compensation claim reach-ing nearly $7,500, according to the BLS and the National Safety Council. When you consider these statistics, the overall drain on employee productivity is apparent.

To address these challenges, a comprehensive hand care and protection plan should be established with require-ments to protect employees’ hands by eliminating exposure to risks and hazards before they become a problem. This plan should also institute procedures to be followed by employees and contract personnel whose jobs require the use of hand protection to mitigate their hazard exposure.

Here are seven ways to reduce hand injuries in your own facility through the implementation of a hand care protection program:

1Conduct a trend analysis.Identify trends or patterns related to incidents of hand

injuries in your facilities. A trend analysis should be based on a combination of lagging (reactive) and leading (proac-tive) performance indicators. For example, a facility could measure the number of reportable hand injuries (lagging), while also measuring the reduction of risks associated with the hazards that contribute to hand injuries (leading). The analysis of these trends enables facility management to gain a better understanding of the types of hand injuries employees are experiencing and what behaviors or work tasks may be leading to those injuries.

2 Perform a job-hazard analysis, orjob-hazard assessment.

Based on the findings of the trend analysis, facilities should be able to identify potential sources of hand injury hazards. Facilities should then take a systematic approach to a formal hand hazard assessment through a job-hazard analysis to ensure that every potential risk and hazard is being monitored, measured, and mitigated. A job-hazard analy-sis is a technique that focuses on job tasks as a way to identify hazards before they occur. It focuses on the relationship between the worker, the task, the tools, and the work envi-

ronment. Once a risk has been identified, this analysis should be used to evaluate the risk based on severity, frequency, and probability of occurrence. This compo-nent is critical to reducing hand injuries as it identifies uncontrolled hazards and allows for the implementation of procedures to eliminate or mitigate the potential of risk exposures.

3Confirm that required hand protection meetsor exceeds regulatory standards.

Once the appropriate hand protection has been identified, make sure that hand protection is the correct type, model, and size according to regulatory standards per each specific “glove on” task requiring the use of hand protection.

4 Provide employee training.At a minimum, employers should provide hand care

awareness and protection training to all employees on an ongoing basis. Hand care protection training should be continual and systematic. It’s important that all employees utilizing hand protection also be trained initially and on a reoccurring basis, when new hand protection is required and/or provided and if evaluation indicates training deficiency is noted. Training should address the following:

� asks for which hand protection use is required and potential hazards of tasks� What hand protection is required� How to wear the hand protection� Limitations of the hand protection� Signs and symptoms of exposure� Proper use and care of hand protection, maintenance, inspections, service life, and disposal.

Seven ways to reduce hand injuries in manufacturing environments


lost time hand injuries annually, but hand injuries send ronment. Once a risk has been identified, this analysis

By Brenda Nader, Kimberly-Clark Professional

www.plantengineering.com plant engineering October 2013 • 41

5 When appropriate, safety gloves should be carried by employees at all times.

Offering employees glove clips ensures that gloves are always readily available and within close reach when work tasks require hand protection. In addition, employers can have employees, contractors, and vendors wear gloves on both hands when the work task or situation requires glove use, such as: when working on equipment behind guards; any time a nonpowered cutting tool is being used; when loosening or tightening bolts with a tool; when working with sheet metal, metal equipment, or metal ductwork; when reaching blindly into hard-to-see areas; when handling wood pallets, etc.

6 Conduct periodic audits to ensure continued compliance.

Maintaining compliance is critical when working to reduce hand injuries. Periodic audits should be conducted to evaluate the effectiveness of current hand protection strategies and policies, as well as to adjust hand protection requirements as needed. Audits should include observations of employee work habits during a variety of job tasks. This will help determine whether employees are following procedures and wearing required PPE. The audit process should include a way to docu-ment observations and recommended corrective actions. It’s important that facility management communicate the results of these audits with employees to promote transparency and engagement. Communications should address the positive observed behaviors, the observations that required improve-ment, and the recommended corrective actions to be taken.

7 Engage in open communication for continuous improvement.

To ensure continuous improvement, the hand care and protection plan should be reviewed by management to address key opportunities for improvement in the imple-mentation of hand protection requirements. Once these improvements have been identified, they should be com-municated with employees. Verbal and visual remind-ers go a long way to encouraging the internalization of safety and accountability. The success of the hand protection program hinges on leadership’s commitment to safety, as well as employees being engaged in the process of creating healthy and safe work environments for themselves and their follow workers. Only through open dialogue and collaboration are manufacturers able to achieve positive results.

Manufacturing facilities that implement a hand care and protection plan are well positioned to relentlessly pursue reducing the risk of hand-related injuries through the use of proper PPE and exercising safe workplace behaviors. In addition, facilities should continuously evolve their risk mitigation and assessment strategies to proactively address new workplace challenges and changes in worker behavior.

By encouraging PPE compliance and having a well-grounded culture that values safety and shared account-ability, workplaces are safer and more productive. PE

Brenda Nader is North America environmental health and safety leader for Kimberly-Clark Professional.

It is critical to select

high-dexterity hand

protection, par-

ticularly for applica-

tions that require

the use of fine

motor skills.

Cour

tesy

: Kim

berly

-Cla

rk P

rofe

sison

al


Good safety is good business. Howev-er, this has not always been the case, with many manufacturers generally believing that each investment made

in safety had a negative impact on efficiency and productivity.

Today, this view has changed with many top performing manufacturers proving that with contemporary safety automation technology, protection of workers on the plant floor can boost productivity, and the bottom line.

Results of a study conducted by the Aber-deen Group and sponsored by Rockwell Automation showed that companies reporting the lowest injury rates also had the best productivity. The study found that safety, promoted from the top by senior management, was as an essential element of the workplace culture. The report also showed that best-in-class manufacturers rely on advanced safety technologies and carefully calculated procedures to help maintain high levels of workplace protection.

The evolution of safetyMany of today’s legacy manufacturing

applications use dated technology and know-how—much of which employs applications developed using a “black box” approach to safety, in which the safety solution was com-pletely separate from the automation system and typically added on after the basic machine was designed, built, and fully functional. Also contributing to this reactive and sepa-rate approach were the limitations of safety technology, which often required machines to come to a full stop and be in a “safe state” for repair, maintenance, or any time operator access was needed.

Because these safety systems frequently caused nuisance shutdowns and resulted in unscheduled downtime and lost productivity, operators and maintenance personnel often bypassed or disabled protection systems, risking injuries in the process. This resulted in neither safety nor productivity being fully optimized.

Global and multinational manufacturers are specifying the use of updated global standards to minimize costs,


Study finds safety is a path to productivity

By Mark Eitzman, Rockwell Automation

Cou

rtesy

:Roc

kwel

l Aut

omat

ion

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improve flexibility, and achieve consistency. “As a global manufacturer with over 180 locations worldwide, we focus on international safety standards to ensure that machine operators in all locations have the same level of confidence in the machine’s safety system,” said Mike Douglas, Gen-eral Motors’ senior manager and consultant, Global Health & Safety, Design, Standards and Technologies.

Two of the most rigorous machine safety standards are the International Organization for Standardization (EN ISO 13849-1/2) and the International Electrotechnical Com-mission (IEC 62061), which the European Union standards bodies (CEN and CENELEC) elected to mandate. This means that machines shipped into or out of Europe had to comply with one of the two standards after the final withdrawal of EN 954-1 at the end of 2011.

The international standards combine two important ele-ments to the definition of the reliability of the machine’s safety function: time and risk, with time being the added element. These two elements help companies take advan-tage of a more methodical approach to safety system design.

The standards require companies to identify and docu-ment the potential hazards associated with a machine and the risk levels the hazards present to users. They also now require companies to document the mean time

to probable failure. The safety system is then designed to the level of risk associated with the hazards present on the machine.

The cost of riskMany companies now include safety as a part of broad-

er, corporate-wide initiatives, including sustainability objectives. Safety executives can take the steps to help increase worker safety, and in turn become more sustain-able organizations, helping to protect the company brand.

In fact, sustainable production has become critical to many companies’ success. It is no longer acceptable to consider safety and sustainability as an afterthought or addendum to business practices.

Safety also plays a significant role in a company’s financial risk. Workers’ compensation costs can be a major expense for manufacturers. With effective machine safe-guarding and training, at-risk behaviors and “near misses” can be diminished. An effective safety program typically includes measuring and tracking these types of leading indicators. This can have a significant impact on reduc-ing the number and cost of claims or lagging indicators. It also reduces the chance of a fatality occurring since there is a lower frequency of at-risk behavior.


Investing in technologyTraditionally, plants kept safety technology separate

from their standard automation control systems. Many manufacturers still embrace this approach and value employing workers whose main responsibility is to moni-tor and control safety systems. However, this approach generally costs more and creates numerous design and integration challenges.

Manufacturers who employ integrated safety technologies are able to more effectively manage manufacturing risks and streamline standards compliance, without compromising productivity. The Aberdeen Group study found that, although a majority of manufacturers continue to separate the two systems, 47% of the best-in-class are integrating safety with standard control systems. With many recent changes to safety standards and various advances in technology, many manufacturers find it increasingly more efficient to merge safety and standard con-trol systems into a single platform, especially for discrete applications.

Many manufacturers have tra-ditionally used one controller to run standard automation func-tions, and added safety relays to help protect workers. The relays shut down the entire system in the case of a fault or demand, hampering productivity. With the advent of safety PLCs, many safety relays were replaced. But this left manufacturers with two separate controllers, one for safety control and one for standard control, each with its own software environment, network, and training.

General Motors reduced its cable and labor costs associ-ated with the hardwiring required in safety relays by imple-menting one controller for standard and safety control. Previously, wiring for a typical five-robot cell required 640 wires and/or cables. With the new system, one five-wire cable is required. One control platform also minimizes the need to manage two disparate systems while lowering hardware, software, and labor costs.

The design productivity benefits of one control plat-form also led Amcor, a global packaging manufacturer, to implement the solution at its aluminum-can produc-tion plant. Previously, standard controllers on the plant’s 11 bodymaker and trimming machines were interlocked with a separate hardwired safety control system. Now, 11 individual integrated safety controllers manage them.

The integrated development environment allowed engi-neers to develop the standard and safety control system code concurrently, which saved significant time. In addi-tion, with the integrated control architecture already set up, developing and expanding the system is much easier.

The protocol for safetyThe Aberdeen Group study found adopting industrial

Ethernet as the networking protocol to be a best prac-

tice. It allows for a seamless transport of data between safety controls and standard control devices, allowing for increased visibility into safety data. The EtherNet/IP network, for example, allows users to effectively man-age real-time control and information flow throughout the manufacturing and IT enterprise.

By using a single, open protocol as the network-ing backbone for the entire enterprise, users have the flexibility to control, configure, and collect data from any point in the system to help simplify communica-tions, improve productivity, and protect manufacturing systems.

For Amcor, an EtherNet/IP connection provides inter-locking between machines and links the controllers to the factory’s SCADA system. The combination of

distributed I/O and a CIP safety network helps reduce site instal-lation and wiring time.

See all the dataAccording to the Aberdeen

Group study, best-in-class man-ufacturers are 43% more likely to have a centralized view of the

data from the safety system and plant automation system. Having global access to actionable information about plant operations in real time also helps safety executives at any location make educated decisions. Specifically, the ability to easily extract, share, and use information across an entire enterprise directly from manufactur-ing assets, such as controllers, helps executives make informed decisions.

Manufacturing intelligence leverages powerful report-ing and analysis tools, interfaces, and dashboards to pro-vide critical information and insight, helping manufac-turers navigate in a volatile competitive environment. Reporting and analysis tools aggregate essential, real-time metrics and turn them into readily accessible information visible across the enterprise. This empowers executives to understand asset operation, make informed decisions, and improve plant efficiency and productivity. It also arms executives with the real-time information they need to help effectively mitigate risk and improve safety.

Increasingly, manufacturers around the world are rec-ognizing that safety not only helps protect workers, but also increases productivity and boosts the bottom line. The future of safety automation points to even more options and flexibility in applying safety technology to meet specific needs. With the globalization of safety standards and the need to remain competitive in a global market, organizations can no longer afford to view safety simply as a mandatory compliance effort. PE

Mark Eitzman is safety market development manager for Rockwell Automation.


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Today’s manufacturers are often con-fronted with continuously increasing health, safety, and environmental regu-lations. Largely driven by organiza-

tions like OSHA, these guidelines and regular audits by government agencies make it even more important for companies to utilize safety management technology as a component of their enterprise asset management initiatives.

Safety management has always been a point of contention when working with assets. What many organizations often overlook is the importance of safety as a financial impera-tive for workers and the bottom line. The primary purpose of safety management is to identify hazardous situations, materials, and activities, and then deliver a method of control to protect employees and the environment, and meet government regulations.

Safety can also impact an organization from a financial standpoint. For that reason, technology should be consid-ered an essential element, rather than simply an extension of existing asset management.

The progression of safety managementIn the past, companies relied on paper-based systems to

manage safety. This made it difficult to track information and ensure that all necessary precautions were taken for each piece of equipment within a facility. When manu-facturers were audited or experienced a safety incident, they had to search through large amounts of paperwork to determine who was assigned to a task, whether this employee was qualified, and if he or she followed correct procedures.

For example, pharmaceutical manufacturers are closely regulated by the U.S. Food & Drug Administration and previously kept logbooks under each piece of equipment. This approach required manual updates from employees each time they used a particular asset. This method was inef-ficient, time consuming, and essentially cost the plant money because of time lapses where machines were down while waiting for necessary data to move forward with production.

Modern EAM solutions offer safety-oriented function-ality to help organizations take proactive measures. As regulations are continually changing, technology must be inherently flexible so that it may accommodate new

guidelines, as well as provide the necessary visibility into processes to help organiza-tions prove they are adhering to these new standards. Regulations are established to pro-tect customers and employees from harm and shield organizations from litigation.

By identifying hazards and precautions, defining isolation points, and actively man-aging permitting, manufacturers can ensure their compliance and protect their company and employees from safety hazards.

Essential capabilitiesSafety management applications are outfit-

ted with the ability to define and categorize potential hazards such as: biological, chemical, physical, mechanical, or environmental agents that could threaten the health of employees. By identifying and grouping hazards, organizations can then determine necessary steps to avoid them and assign preventative precautions.

Decision makers can also create timelines to facilitate the effective use of these precautionary measures and set dates for regular review to enable consistent, up-to-date guidelines. By linking established standards with other EAM workflows such as work order requests, manufactur-ers can better promote safety throughout their facilities.

Outlining isolation methods is another action that orga-nizations can take to prevent injuries and accidents in their plant. For example, including the necessary steps to perform a lockout/tagout on an acid pump could prevent that pump from being utilized incorrectly and helps to ensure it is accessible when necessary—and off when it could present a safety hazard. Linking these steps helps to guarantee that all necessary measures are taken to complete work efficiently and safely.

How it impacts the bottom lineFailing to ensure safety within a manufacturing facility

can have a negative financial impact on an organization in two different ways. First, safety management helps to reduce downtime for machines because proper precau-tions are taken on a daily basis. By confirming that assets are up and running effectively, safety management saves the company a significant amount of money that could otherwise have been lost to stalls in production.

Safety management as a component of EAM also increases savings because successful asset management


Technology is an essential elementof safety and asset management

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facilitates greater equipment efficiency. This reduces the possibility of asset failure, making certain that assets are running correctly and not utilizing excess energy to cost the company more money than nec-essary.

Furthermore, effective safety management safe-guards manufacturers from potential litigation suits as a result of employee injury, or in the case of con-sumer-targeted products, customer injury as a result of product flaws. Safety management applications help organizations prove that they are ensuring safety on their property, helping prevent lawsuits as well as enabling compliance with government standards.

Safety management technology is applicable for every company that has assets, from food and drug manufacturers to manufacturers of automotive and electronic components. Organizations should take advantage of today’s flexible, easily auditable applications as an integral part of their asset manage-ment program to generate company savings through reduced equipment downtime, lower odds of litigation expenses, increased asset efficiency, and easier proven compliance with government standards.PE

Kevin Price is the Senior Product Manager at Infor.

DE-1 • October 2013 PLANT ENGINEERING www.plantengineering.com

DIGITALEXCLUSIVE

Motor shaft grounding can enhance reliabilityin your inverter-fed motor

Variable frequency drives, as use-ful as they are for saving energy in many applications, may cause premature motor failure without proper grounding. Consider this: As a typical maintenance engi-

neer attends to the regularly scheduled points of interest on the top of the typical commer-cial building or industrial plant, the days go by re-greasing motors and checking for other signs of fatigue. Without preventive mainte-nance tools or advanced predictive control software to provide an alarm, the engineer may stop and think, “Are those motors getting louder, or is it just my imagination?”

The experienced engineer’s internal sen-sors (hearing) and hunch (predictive alarm) may be correct. Over time the bearings have been experiencing premature wear without anyone being aware, but why?

Why do motors fail?While there are many different causes

of electric motor failures, the number-one cause, time and time again, is bearing failure. Industrial motors typically see a wide range of environmental factors which can lead to detrimental effects on the life of the motor.

While contamination, moisture, heat, or incor-rect loading can certainly cause premature bearing failure, another phenom-enon which can contribute to their failure is common mode voltage.

Most motors in service today operate on across the line voltage, meaning they are connected directly to the three-phase power

source (via a motor starter) coming into the facility. As applications have become more sophisticated over the past few decades, motors driven by variable frequency drives (VFDs) have become more prevalent. The benefit of using VFDs to drive motors is to provide speed control on applications, such as fans, pumps, and conveyors, as well as run-ning the load at optimum efficiency to save energy. One downside to VFDs, however, is the potential for common mode voltage, which may be caused by imbalance present between the three phase input voltage to the drive.

High-speed switching of pulse-width mod-ulated (PWM) inverters can be problematic for a motor’s windings as well as the bear-ings. The use of an inverter spike-resistant insulation system does a good job of protect-ing the windings, but when the rotor sees a buildup of voltage spikes, the current seeks the path of least resistance to ground: through the bearings.

Since motor bearings use grease for lubri-cation, the oil in the grease forms a film that

While variable frequency drives save energy, they sometimes lead to premature bearing and motor failure when not properly grounded and programmed.

By David E. Steen

Baldor Electric Co.

Figure 1: Bearing failures are the most com-mon cause of motor failures. All Images Cour-tesy: Baldor

Figure 2: Oscilloscope reading of a voltage spike shows how a motor experiences com-mon mode voltage.

Figure 1: Bearing failures are the most com-

KEY POINTS� Variable frequency drives save energy.

� VFDs can cause common mode voltage and ground faults through bearings if not installed properly.Grounding the motor shaft can be the cure.

Figure 4: A carbon brush and brush holder (shown) or a fiber brush styled ring type device can prevent grounding through motor bearings.

www.plantengineering.com plant engineering October 2013 • DE-2

acts as a dielectric. Over time, this dielectric breaks down. As the voltage levels increase in the shaft, the current imbalance seeks the path of least resistance through the bearings. This causes arcing in the bearings, common-ly referred to as EDM (electrical discharge machining). As this continual arcing occurs over time, the surface areas in the bearing race become brittle and tiny pieces of metal can break off inside the bearing. Eventually, this damaged material works its way between the bearing balls and the bearing races, caus-ing a grinding effect, which leads to frosting or fluting (and can increase ambient noise, vibration, and temperature of the motor, along the way). Some motors can continue to run as this gets progressively worse. However, depending on the severity of the problem, the eventual demise of the motor bearings may be unavoidable, since the damage already has been done.

Grounded in preventionWhat one would hope happens in installa-

tion is that the motor and drive are installed, wired, grounded, and programmed as speci-fied by the manufacturer. NEMA (National Electrical Manufacturers Association – the trade association for the motors and drives industry) provides a guide to assist in best practices as well (www.nema.org). Industrial applications typically don’t experience these bearing difficulties on inverter-fed motors. But in some installations such as commer-cial buildings and airport baggage handling, robust grounding is not always available.

So, what is one to do to divert this current away from the bearings? The most common solution is to add a shaft grounding device to one end of the motor shaft, especially in applications where common mode voltage can

be more prevalent. A shaft ground is essentially a means to connect the turning rotor of the motor to earth ground via the frame of the motor. Adding a shaft grounding device to the motor prior to instal-lation (or buying a motor with one pre-installed) can be a small price to pay when compared to the price tag of maintenance costs associ-ated with bearing replacement, not to mention the high costs of downtime in a facility.

A couple of types of shaft grounding devices are common in

the industry today. The old faithful carbon brush mounted in a holder is still prevalent. These are similar to a typical dc carbon brush, which essentially provides the electrical con-nection between the rotating and stationary portions of a motor’s electrical circuit.

A relatively new device to the marketplace is the fiber brush style, ring type device. These devices work in a similar fashion to that of the carbon brush, but do so with mul-tiple strands of electrically conductive fibers arranged inside a ring around the shaft. The outside of the ring remains stationary, typi-cally mounted to the endplate of the motor, while the brushes ride on the surface of the motor shaft, diverting the current through the brushes and safely to ground. On larger motors (above 100 hp), however, regardless of which shaft grounding device is used, it is generally recommended that an insulated bearing be installed on the opposite end of the motor from which the shaft grounding device is installed to ensure that all voltage in the rotor discharges through the ground-ing device.

Three variable speed drive installation tips Three considerations for the maintenance

engineer when trying to reduce common mode voltage in VFD applications are:1. Ensure that the motor (and motor sys-

tem) is properly grounded.2. Determine the proper carrier frequency

balance, which will minimize noise levels as well as voltage imbalance.3. If a shaft grounding device is deemed

necessary, select one that works best for the application. PE

David E. Steen is product manager, defi-nite purpose motors, Baldor Electric Co., a member of the ABB group.

Figure 3: Cross section of a ball bearing illustrates the typical current path when there’s a motor ground fault through bearings.

DE-3 • October 2013 plant engineering www.plantengineering.com

DIGITALEXCLUSIVE

Five ways to reduce energy consumption in your plant

You can’t manage what you don’t know. But there can be too much of a good thing. Most power distribu-tion systems incorporate a host of equipment that can communicate and provide a vast amount of data.

Alarming can help identify a problem, but when there are a number of alarms going off simultaneously, it is hard to zero in on which alarm should be addressed first.

Establish a dashboard view to identify equipment or system issues occur and ensure that your facility is on track to:

n Meet financial goalsn Achieve operational and safety objectivesn Realize sustainability initiativesn Accommodate environmental standards

Move beyond alarm notification to manage, analyze and trend electrical component avail-ability and usage. So you can proactively and predictively manage energy in your facility.

1. Gather and analyze energy informationMonitoring and managing power dis-

tribution systems is critical to successful, energy efficient and reliable operations. With an electrical power management sys-tem (EPMS), you can track real-time and historical data to identify, track and improve wasteful energy practices.

Today, it’s easier than ever to obtain power and energy information to make operating decisions proactively and efficiently. Power monitoring no longer needs to involve solu-tions that are expensive to install and update, and are outdated when the electrical system changes

New Web-based software solutions are designed to be quick to install and configure so systems can be up and running quickly. Additionally, updates are intuitive, making it easy to add or remove devices as electrical systems change; so that the EPMS continues to provide an accurate picture of the electrical system over time.

Further, an EPMS can integrate third-party products and other critical facility systems (including building management systems (BMS), security systems and fire alarm systems). This will help compile complex data in to a unified management platform for informed decision making.

2. Make sure systems are operating according to plan

An EPMS can help verify that a facility’s power distribution systems are installed, cali-brated, and perform according to expectations and goals. Know that your system is working according to plan and make adjustments as needed. Electrical distribution systems evolve over time as new equipment is acquired, sys-tems are adjusted, and processes change. An EPMS can help you make sure that all your electrical distribution equipment is working most effectively and identify improvements.

Additionally, by simply monitoring your power distribution equipment, you are likely to find ways to reduce energy costs. As the Hawthorne effect indicates, you are likely to modify your behavior by simply measuring it. By keeping tabs on energy consumption, you can find ways to realize savings.

3. Manage operations An EPMS constantly collects information

and provides the ability to measure availabil-ity, loading, and consumption in real time. For facilities with hundreds of devices to manage, monitor and track, a central system is required to pool data from the device, cir-cuit or load into understandable, actionable information

An EPMS makes it possible to monitor the operation and status of all of the electrical components that are running in the buildings, and trends measurements on those compo-nents over time looking for changes. When changes are detected, the information can be used to investigate and respond proactively prior to service-impacting failures.

Electrical power management systems deliver intelligence required

By Marty Aaron

Eaton

Power monitoring no longer needs to involve solutions that are expensive to install or update, and are outdated when the electrical system changes.

www.plantengineering.com PLANT ENGINEERING October 2013 • DE-4

Using an EPMS, you can compare equip-ment or facility energy consumption and identify inefficient practices. The software can help you calculate the return on changing habits and replacing equipment.

4. Identify issues View only the device information that you

want to see. Simplify alarm management. Check out energy usage and demand data. Compare and trend data, and view a one-line representation of your electrical system.

An EPMS’s user-defined dashboard view provides the information needed at a glance, so you can pinpoint the energy and power anomalies required to achieve cost savings, prevent equipment or process downtime and support sustainability initiatives. A dashboard view also helps to identify equipment or sys-tem issues before major problems occur.

5. Change bad habitsSoftware makes it easier to see where

energy is being wasted and savings can be realized. Whether it is a matter of simply turning off the lights at night, staging motors or equipment to reduce demand charges, or shifting operations to take advantage of cheaper electricity rates, use an EPMS sys-tem to optimize your facility’s energy use. Establish goals toward reducing peak power

demand and identify operations and systems that can be shifted to reduce energy costs. Use an EPMS to understand how operational changes can impact the bottom line – without updating or upgrading equipment.

The payoffPower monitoring and management capa-

bilities deliver confidence—confidence that power systems are doing what they should, that personnel will be immediately notified of alert conditions in time to resolve, not just react, and the confidence of being able to pre-dict and prevent problems before they occur.

For today’s complex industrial facilities, an EPMS is not a luxury item. It is a tool that keeps your plant running effectively and efficiently.

There are many different suppliers of EPMS and many different levels and cost points. When searching for the solution that is right for your facility, select the one that best meets your business needs, while always keeping in mind that an effective EPMS should provide simple expansion as your system grows and greater value over time. PE

Marty Aaron is the product line manager at Eaton for software and connectivity products and has more than 25 years of experience in the electrical industry.

Figure 1: An EPMS makes it possible to monitor the operation and status of all of the electrical components that are running in the build-ing.

Using an EPMS, you can compare equip- demand and identify operations and systems Figure 1: An EPMS makes

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DE-5 • October 2013 PLANT ENGINEERING www.plantengineering.com

DIGITALEXCLUSIVE

Examine all factors whenchoosing between a reciprocating piston or rotary compressor

When it comes to compress-ing air, there is more than one way to skin a cat, so to speak. If you’ve been in the market for a new air compressor, you’ve likely

noticed this. There are a variety of technol-ogies available to produce the same basic thing: compressed air. The trick is to find the type of compressor that will most efficiently meet your air demands.

Unless you have extremely high air requirements, require pressure greater than 200 psi, or have other specialty needs, the choice will likely come down to a standard rotary (screw or vane) or reciprocating piston compressor. However, deciding between the two is not always easy, largely because there is often no cut-and-dried answer.

In addition, the consequences of choos-ing incorrectly can be extremely costly. An operation will waste a lot of money by using an oversized compressor, and it will suffer painful downtime if it uses an undersized compressor. As a result, it’s important to base your compressor purchase on a variety

of individual considerations.

HorsepowerOften, peo-

ple use horse-power to help d e t e r m i n e which type of air compressor to purchase. If they need only 10 hp or less t o p r o d u c e enough air for the i r needs , they may auto-

matically select a piston compressor. Like-wise, they may feel a rotary screw works best for practically all applications requiring more than 10 hp.

Contrary to this school of thought, there is no definitive cutoff point when it comes to horsepower. That’s why some manufacturers offer rotary screw compressors with as little as 3 hp or piston compressors with up to 100 hp. Although these extreme examples aren’t very common, they do serve a purpose.

A more appropriate place to start for select-ing a compressor is to determine the constant air demand, or duty cycle. For example, a job shop with a CNC machine may have fairly steady demand, whereas an automotive shop with an impact wrench is only going to use air for short, periodic durations.

Although some piston compressors on the market are liquid cooled, more typical ones are air cooled, so they normally have duty cycles up to 75%. Even though they have a fan built into the flywheel to help cool the pump, piston compressors must cool at least 25% of the time. This prevents overheating, since approximately 2,500 btu per hp is gen-erated when air is compressed.

On the other hand, all rotary compressors are liquid cooled, so they can run continuous-ly to achieve 100% duty cycle. Therefore, if an operation’s air tools require up to 100 cfm and the demand stays fairly constant at 100 cfm throughout the day, a rotary compressor is likely the only option. However, if demand fluctuates wildly from 100 cfm one minute to 10 cfm the next, a piston compressor may also be practical, since it will have time to rest in between periods of compressing air.

Purchase priceIf duty cycle doesn’t become the sole

determining factor in choosing between a piston and rotary compressor, then other

It’s not one style fits all. You have to make individual considerations.

By Daniel Leiss

Jenny Products, Inc.

A manufacturing operation can waste a lot of money by using an oversized or improperly-sized compressor.A manufacturing operation can waste a lot of money by

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www.plantengineering.com PLANT ENGINEERING October 2013 • DE-6

considerations come into play—one being upfront cost. Piston compressors have a much lower purchase price than comparable rotary compressors. That’s because piston compressors have a very simple design. An electric motor turns the pump, and that’s about all there is to it. On the other hand, rotary compressors are equipped with addi-tional components, such as a liquid cooling system and air/oil separator, that makes them more expensive. Depending on budget, this could be a big influence on the decision.

Of course, energy usage must also be factored into the cost of a compressor. One advantage of piston compressors is that they only use electricity when they’re compress-ing air. On the contrary, rotary compressors are designed to run continuously, even when they’re not compressing air. Granted, some rotary compressors automatically go into standby mode after idling for 5 or 10 min-utes; nonetheless, that’s still 5 or 10 minutes of wasted energy, which can significantly impact the electric bill.

Maintenance costsIn addition to weighing the purchase price

and energy savings, one should factor ser-vice costs into the decision. That’s because, similar to buying a foreign sports car, the investment in a rotary compressor isn’t just a one-time hit. Along with the conveniences of these machines comes more expensive maintenance, due to the additional filters and lubricants.

Typically, the most costly maintenance item on rotary compressors is the oil. These units generally require specialized lubri-cants, which, in some cases, may cost sev-eral hundred dollars for a 5-gal bucket. It’s possible for a rotary compressor to rake up a significant service bill every 3 to 6 months and, in fact, total service costs for a rotary compressor can surpass the initial purchase price after 5 years of use. Unfortunately, those who don’t think of this ahead of time are often blown away after the purchase has already been made.

Some recognize that the higher mainte-nance cost of rotary compressors comes with the territory and, in many cases, there is no alternative if 100% duty cycle is required. But for others, the added maintenance is enough to sway their decision toward pur-chasing a piston compressor instead.

Overall, maintenance on a piston com-pressor is simpler. As long as the operator

regularly changes the air filter and pump oil, the compressor is likely to provide years of trouble-free service. Furthermore, the oil for a recipro-cating piston pump is much cheaper, and the quantity is less. For instance, the pump may only hold 2 qt of oil, while a compara-ble rotary compressor takes 5 gal. Beyond this simple routine maintenance task, there aren’t many other components on a piston compressor to service.

Environmental factors

Work environment can also help deter-mine which type of unit to purchase. The simple, time-tested design of piston compressors is well known for its ability to withstand harsh conditions. Rotary compressors do not have as long of a track record and, due to their more complex design, are not as well suited for use in some of the toughest industrial environments.

Despite having the upper hand when it comes to durability, piston compressors are louder and produce more vibration. There-fore, if noise and vibration are concerns to the facility, a rotary compressor may be more practical for the application.

Although piston and rotary compressors may offer slight variances in the way they produce air, their basic purpose is the same. Nonetheless, a person shouldn’t purchase a rotary compressor because it’s trendier, nor should he purchase a piston compres-sor because it’s cheaper. Instead, the cor-rect approach is to carefully consider all factors and purchase the compressor that best meets individual needs, whether it’s a reciprocating piston or rotary unit. In the end, nobody working in the facility will ever know the difference as long as it’s reliable and efficient. PE

Daniel Leiss is president of Jenny Prod-ucts, Inc.

If duty cycle doesn’t become the sole determining factor in choosing between a piston and rotary compressor, then other considerations come into play--one being upfront costs.

DE-7 • October 2013 plant engineering www.plantengineering.com

DIGITALEXCLUSIVE

Additive manufacturing used for hydraulic workholding

James Tool assigned a team to research the current 3D printing technologies in great detail, before making their purchase decision to acquire a Stratasys Dimension 1200ES machine. This machine can run parts with a 10x10x12-in. envelope in an ABS plastic substrate.

As Toner explains, “We were up and run-ning parts within two hours, after the instal-lation and setup. This included the initial calibration on the machine and training from the local technician.” Because James Tool had run 3D imaging in its CAD designs for more than 15 years, the transition to 3D printing was practically seamless.

Manufacturing revolutionPeering into the crystal ball for a moment,

Jeff Toner also noted that he sees additive manufacturing as a “game changer” for the machining world. “The day is not far off when subtractive machining will be obso-lete and parts will be printed rather than machined using conventional methods.” He plans for his company to become a leader in the additive and other advanced technology arenas. “The future of 3D manufacturing is really limitless, as anybody can now order a desktop 3D printer for their business or home office and have a 3D prototype part in less than a few hours. I expect this technol-ogy will revolutionize manufacturing and create a new breed of entrepreneurs.”

Quantifying the impact of this new tech-nology at James Tool, Jeff Toner concluded that 3D printing has already reduced engi-neering and quoting time substantially for workholding fixtures and CNC production jobs. PE

Content courtesy of Jeff Toner. Edited by Mark Hoske, Content Manager for Control Engineering.

James Tool designs and manufac-tures a wide variety of hydraulic workholding devices used in aero-space, automotive, and other high-precision industries. The company, based in Morganton, N.C., recently

has installed 3D printing, a form of addi-tive manufacturing, to its Engineer & Build Hydraulic Workholding Division. Because of the continuous custom work done here, it is imperative that the company advances with the technological developments in the design and production of its products. James Tool also offers CNC production machining and nonproduction precision machining to its customers, who comprise major origi-nal equipment manufacturers (OEMs) and suppliers to the aerospace, automotive, off-highway, energy, nuclear, and transportation industries.

According to Jeff Toner, president of James Tool, “We are always watching trends in the manufacturing industry, and we started seeing 3D printing make an impact, some years ago. We waited until the technology had evolved and become more affordable before making our investment.” The first machine was purchased recently and is currently used to support the company’s workholding division as well as help in the estimating of CNC machining opportunities.

CAD to model3D printing is a form of additive manu-

facturing in which material is built up, one layer at a time, to create a 3D solid working model from a CAD file. James Tool engi-neers believe this technology is substantially changing the way the company can serve its customers. It is referenced as additive manu-facturing to distinguish it from the subtractive process of traditional machining, in which metal chips are removed from the surface of a blank workpiece.

James Tool Machine & Engineering Inc. uses 3D printing for workholding manufacturing. By Mark Hoske, Content Manager

3D printing, also known as additive manufacturing, has been incorporated into the engineer and build phases of James Tool workholding devices and other prod-ucts. A printed model is in the foreground, and the background is a Stratasys Dimension 1200ES machine, which makes parts from an ABS plastic as large as 10x10x12-in. Courtesy: James Tool

Key Pointsn Additive manufacturing or 3D printing builds parts layer by layer rather than remove material as does tra-ditional machining.

n 3D printing has reduced engineering and quoting time.n “The day is not far off when subtractive machining will be obsolete.”

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Pneumaticair cylinders

The NITRA D-Series cushioned air cylinders are ideal for use where abu-sive conditions exist. These pneumatic air cylinders have a 250-psi operat-ing pressure and are interchangeable with other popular brands. They are available with adjustable cushions to provide end-of-stroke deceleration at both ends. They are constructed with aluminum components and a magnetic piston fitted with a PTFE wear band. All cylinders can be used along with solid state or reed switches for rod position sensing. The series includes bore sizes from 1½ to 4 in. and stroke lengths from 1 to 24 in. to meet a broad range of applications.AutomationDirectwww.automationdirect.com Input #200 at www.plantengineering.com/information

Servo motors with largerexternal mass intertias

The AM8500 series of servo motors are suitable for applications with larger external mass inertias like CNC applications in machine tools and woodworking machines. The AM8500 series has four sizes and three lengths with standstill torques from 1.38 to 29 Nm. The motors have One Cable Technology (OCT), which combines power and feedback sys-tems into one motor cable. The increased rotor moment of inertia provides further benefits for applications with demands for large loads and high synchronism. Due to the modified rotor geometry, the moment of inertia is increased, depending on the length, by 100% to 300%.Beckhoff Automation, www.beckhoff.com Input #202 at www.plantengineering.com/information

High-speed laser controlsThe CNC Series 30i/31i-L Model B high-speed laser

controls offer fabricators streamlined efficiency and increased productivity using Ethernet and Ethernet/IP field bus options and newly supported simulation software. Integration with cell controllers, using Eth-ernet and Ethernet/IP field bus options, makes it easy for fabricators to manage operations across equip-ment controlled by various systems. The laser controls also have an embedded Ethernet interface, allowing the user to integrate the CNC system into a company network for data collection or for high-speed part program transfers. Worldwide links can be set up via the Internet making remote diagnosis, maintenance, and online training even more seamless and efficient and safe.Fanuc America Corporation, www.fanucamerica.com Input #201 at www.plantengineering.com/information

Insulated motor cableThe Topflex 620 VFD is a flexible-PVC, XLPE-insulated power cable that is designed for applications with high volt-

age spikes and long cable runs due to its low capacitance. The PVC jacket is extremely resistant to oils (Oil Res I & II), coolants, and solvents. In areas where electrical interference may be an issue, the Topflex 620 VFD is double-shielded to provide effective protection against electrical disturbances (noise) and resultant failures. The Topflex 620 VFD power cable is available in a four-conductor configuration ranging in sizes from 16 to 2 AWG. It has been rated for both 600- and 1000-V applications, and can operate in varying temperature environments from –25 to 105 C.Helukabel, www.helukabel.com Input #203 at www.plantengineering.com/information

Servo motors with largerexternal mass intertias

High-speed laser controls

Insulated motor cable

Light device with touch buttonThe EZ-Light K30 Touch button provides simple, precise performance, easily changing from green to red with

the touch of a finger, hand or whole palm—with bare hands or work gloves—for bright, clear indication. The K30 Touch requires no physical pressure to operate, is available in one- or two-color models, and offers either latching or momentary outputs. The sealed, durable K30 Touch features a housing rated to IP69K, allowing it to easily withstand harsh conditions and moisture in challenging environments. Its 22-mm threaded base fits most control panels, making it a drop-in replacement for standard pilot lights and push buttons.Banner Engineering, www.bannerengineering.com Input #204 at www.plantengineering.com/information

Clamp-on resistance testersThe DET14C and DET24C digital clamp-on resistance testers are designed to prevent a rise in volt-

age caused by fault current, surges, and lightning strikes in earth/ground systems. Uses include pole grounds, service entrance/meter electrodes, service panels, pad mount transformer earth, transmission towers, telephone pedestals, telephone cabinets, and lightning protection electrodes. The units feature interlocking teeth, a large backlit digital display for low light conditions, a noise filter function that alerts the user to the presence of noise during testing, as well as an alarm limit function that can be set for resistance and current limits. Megger, www.megger.com Input #205 at www.plantengineering.com/information

Ratchetingmodular crimper

The VDV Compact Ratcheting Modular Crimper is designed to deliver fast, reliable connector ter-minations for voice and data appli-cations. With a direct lateral crimp action and a heavy-duty ratchet, it ensures an even, precise, and com-plete termination on every cycle. The VDV Compact Ratcheting Modular Crimper is an all-in-one tool for cable preparation and connection. It cuts and strips CAT6, CAT5e, CAT3, and flat-satin voice cables as well as crimps six- and eight-position modu-lar connectors. A heavy-duty ratchet helps ensure complete termination by executing a full compression cycle every time. Klein Toolswww.kleintools.com Input #206 at www.plantengineering.com/information

Light device with touch button

Ratchetingmodular crimper

INNOVATIONS

Statement of Ownership, Management and Circulation 1. Publication Title: PLANT ENGINEERING 2. Publication Number: 790-920 3. Filing Date: 10/7/13 4. Issue Frequency: 10x, monthly except in January and July 5. Number of Issues Published Annually: 10 6. Annual Subscription Price: USA $145 CAN $180 MEX $172 INTL $318 7. Complete Mailing Address of Known Offi ce of Publication (Not printer): CFE MEDIA, LLC 1111 West 22nd St., Ste #250 Oak Brook, IL 60523 8. Complete Mailing Address of Headquarters or General Business Offi ce of Publisher (Not printer): CFE MEDIA, LLC 1111 West 22nd St., Ste #250 Oak Brook, IL 60523 9. Publisher: Jim Langhenry, CFE MEDIA, LLC 1111 West 22nd St., Ste #250 Oak Brook, IL 60523 Editor-in-Chief: Bob Vavra, CFE MEDIA, LLC 1111 West 22nd St., Ste #250 Oak Brook, IL 60523 Managing Editor: Amanda McLeman, CFE MEDIA, LLC 1111 West 22nd St., Ste #250 Oak Brook, IL 6052310. Owner: CFE MEDIA, LLC 1111 West 22nd St., Ste #250 Oak Brook, IL 60523 Jim Langhenry and Steve Rourke, CFE MEDIA, LLC 1111 West 22nd St., Ste #250 Oak Brook, IL 6052311. Known Bondholders, Mortgagees, and Other Security Holders Owning or Holding 1 Percent or More of Total Amount of Bonds, Mortgages, or Other Securities: None12. Does not Apply13. Publication Title: Plant Engineering14. Issue Date for Circulation Data Below: September 201315. Extent and Nature or Circulation

Average No. Copies Each Issue During Preceding 12 Months:

Actual No. Copies of Single Issue Published Nearest to Filing Date:

a. Total Number of Copies (Net Press Run): 53,134 53,485b. Paid and/or Requested Circulation: 0 0 0 0(1) Paid/Requested Outside-County Mail Subscriptions Stated on Form 3541. (Include advertiser’s proof and exchange copies) 52,190 52,553

(2) Paid In-County Subscriptions Stated on Form 3541. (Include advertiser’s proof and exchange copies) 0 0

(3) Sales Through Dealers and Carriers, Street Vendors, Counter Sales, and Other Non-USPS Paid Distribution 84 80

(4) Paid Distribution by Other Classes of Mail Through the USPS 0 0c. Total Paid and/ or Requested Circulation [Sum of 15b, (1), (2), (3), and (4)-** 52,274 52,633d. Free or Nominal Rate Distribution (By Mail and Outside the Mail) 0 0(1) Outside-County as Stated on Form 3541 627 635(2) Free or Nominal Rate In-County Copies Included on PS Form 3541 0 0(3) Free or Nominal Rate Copies Mailed at Other Classes Through the USPS 0 0(4) Free or Nominal Rate Distribution Outside the Mail (Carriers or other means) 0 0e. Total Nonrequested Distribution [Sum of 15d (1), (2), (3), and (4) 627 635f. Total Distribution [Sum of 15c and 15f] 52,901 53,268g. Copies not Distributed 233 217h. Total [Sum of 15f and 15g] 53,134 53,485i. Percent Paid [15c divided by 15f times 100] 99.56% 99.59%16. Publication of Statement of Ownership: Publication Required. Will be printed in the October 2013 issue of this publication.17. I certify that all information furnished on this form is true and complete. I understand that anyone who furnishes false or misleading information on this form or who omits material or information requested on the form may be subject to criminal sanctions (including fi nes and imprisonment) and/or civil sanctions (including civil penalties). Jim Langhenry (signed), PublisherCFE Media Statement of Digital CirculationPublication Title: Plant Engineering, 12-Month Average SeptemberPrinted Circulation as reported on PS Form 3526, line 15a 53,134 53,485Print Only Circulation 50,448 50,084Digital Only Circulation 18,160 19,345Print and Digital Circulation 2,686 3,401Printed circulation as shown on line 15a (includes “print” and “print and digital” circulation)

Total Circulation 71,294 72,830


Division of NuStar, Inc. • www.PowerPusher.com • 800-800-9274If it rolls... we can move it.PowerPusher ®

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Effortlessly and safely push, pull or maneuver rolling loads up to 250,000 pounds.• Dramatically increase employee productivity and safety.• Alternative to expensive fork lifts and ride-on equipment.• Four models from 500 to 250,000 lb. capacities.• Comply with Health & Safety Guidelines limiting pushing/pulling by a single person.

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High frequency I/O modulesThe high-frequency SNAP-AIRATE-HFi rate-input module and the SNAP-AOD-29-HFi module have

pulse-width modulation (PWM) and time-proportional output (TPO). These modules are designed for test engineers, technicians, and others working with high-speed machinery, equipment test beds, and other applications that monitor high-frequency analog signals and rapidly switch digital outputs in response to a changing analog value. The SNAP-AIRATE-HFi analog input module connects to TTL, CMOS, and open-collector outputs, and is typically used for high-speed (up to 500 kHz) pulse scanning. The SNAP-AOD-29-HFi sends pulse-width modulated outputs to high-frequency transducers and can be used with test bed applications that simulate tachometer outputs.Opto 22, www.opto22.com Input #208 at www.plantengineering.com/information

Bulk bag filling systemThe Bulk Bag Filling System is for ultra-heavy-duty applications and features a Twin-Centerpost

frame that maximizes strength and improves accessibility to bag hooks. An integral flexible screw con-veyor with heavy-duty screw, steel outer tube, and high-capacity hopper feeds the filler consistently with a broad range of free- and non-free-flow bulk materials. Automated functions include an inflatable collar to seal the bag inlet spout, an inflator to remove creases from the bag prior to filling, an auto-mated vibratory densification/deaeration system to stabilize the bag, and pneumatically retractable bag hooks. Also offered are high-capacity bulk bag fillers with chain conveyors and palletizers.Flexicon, www.flexicon.com Input #207 at www.plantengineering.com/information

Bulk bag filling system

High frequency I/O modules



Stainless steelair nozzle

The Stainless Steel Flat Super Air Nozzle produces a flat 1-in. wide airstream with a strong blowing force of 9.8 oz. when mounted 12 in. from the target. The nozzle is designed for tight spaces and tight budgets, plus the Type 316 stainless steel construc-

tion makes it ideal for corrosive, high temperature, food and pharmaceuti-cal environments. Air consumption is 10.5 SCFM at

80 psig. Force and flow may be easily adjusted by installing different shim thicknesses. The 1-in. Flat Super Air Nozzle is also available in zinc alu-minum alloy construction for rugged industrial applications. Exair, www.exair.comInput #209 at www.plantengineering.com/information

tion makes it ideal for corrosive, high temperature, food and pharmaceuti-cal environments. Air consumption is 10.5 SCFM at

80 psig. Force and flow may be easily

www.ustsubaki.com/pe • (800) 323-7790input #29 at www.plantengineering.com/information

52 • October 2013 PLANT ENGINEERING

Photoelectric sensor lineThe FW photoelectric sensor series is IP67 rated and features round metal housings with 30

mm mounting bases fitted with an M12 quick-disconnect and easily replace standard 30 mm mount rectangular photoelectric sensors. The FW series diffuse with background suppression sen-sors are available with NPN or PNP light-on outputs. Available models include fixed sensing dis-

tances up to 600 mm; adjustable models sense distances from 50 to 800 mm. The FW series polarized retro-reflective photo-electric sensors are available with either PNP or NPN light-on or dark-on outputs and feature models with a fixed sensing distance of 0.1 to 15 m. AutomationDirect, www.automationdirect.com Input #210 at www.plantengineering.com/information

Noncontact position/displacement sensor

digiVIT is a noncontact linear position, displacement, and proximity sensor that detects the sensor coil parameters with the target being used. The bridge that balances the circuit is then automatically tuned for optimum performance for that calibration range and target material. The digiVIT can perform with virtually any inductive sensor. All functions can be accessed through four pushbuttons on the front panel. All information is displayed on an easy to read, integral digital display. Linearity calibration is a simple routine via the pushbuttons. Mul-tiple point calibrations are possible. The standard 6-point calibration provides outstanding linearity, and the 21-point calibration the best possible linearity. Temperature compensation calibration by the user is also possible. Kaman Precision Productswww.kamansensors.com Input #211 at www.plantengineering.com/information

Photoelectric sensor line

Noncontact position/


PRODUCTMART


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Please visit us at the AHR Expo, Jan. 21st-23rd, New York, NYBooth 8015

Rosler’s Roller Conveyor handles large components!

See the Roller Conveyor and auxiliary equipment at Rosler’s booth at the Fabtech Show: S1992

Announcing Rosler’s RRB Roller Conveyor shot blast systems! Perfect for descaling, removing rust and paint re-moval, and general cleaning, RRB machines are sized to handle metal sheets, pipes/tubes, I-beams, channels and angles. Standard roller con-veyor machines process parts from 2-14 ft. wide with roller conveyor speeds from 1.6-13 fpm, and high performance systems allow speeds of up to 24.5 fpm. For thin gauge aluminum profi les as well as on heavy steel profi les and steel slabs, RRB machines feature custom blast tur-bine confi gurations to ensure optimum blast results.

The machine width, number of blast turbines and their location can be fully customized based on the part size and production speed. Stan-dard systems are used for processing metal sheets and beams, but are frequently modifi ed to process welded fabrications in various sizes and geometries.

For more information on Rosler RRB machines, visit us at www.rosler.us or call 269-441-3000.

For more information on Rosler’s range of mass fi nishing, shot blasting, and consumable solutions, please contact Kaitlin Braithwaite by calling (269) 441-3638 or by email at [email protected].

Rosler’s Roller Conveyor handles large components!

equipment at Rosler’s booth at the Fabtech Show: S1992

Get More Coverage with FabEnCo’s XL Safety Gate

Another Fall Protection Solution from FabEnCo

22” Vertical Coverage

For extended coverage at unprotected openings on ladderways, platforms, stairways, catwalks, mezzanines and machine guarding, get the FabEnCo Self-Closing XL Safety Gate.Carbon Steel, Aluminum and Stainless SteelEasy To Install • Available in Variety of FabEnCoat™ Finishes

www.safetygate.com/ple3Toll Free: 1-800-962-6111Made in the USA

October 2013

54 • October 2013 plant engineering

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atlascopco.usAtlas Copco produces and markets compressed air equip-ment and generators, construction and mining equipment, industrial tools, assembly systems, services and rentals.

Atlas Copco

automationdirect.comAutomationDirect offers 6,500+ industrial automation products through their free catalog and online store, including PLCs, operator interfaces, sensors, and more.

AutomationDirect

baldor.comBaldor Electric designs, manufacturers, and markets a broad line of industrial energy-efficient electric motors, mechanical power transmission products, and more.

Baldor Electric Co.

camfilfarr.comCamfil Farr is the world’s largest and leading manufacturer of filters and clean air solutions.

Camfil Farr

cmworks.comColumbus McKinnon Corp. is a designer, manufacturer, and marketer of material handling systems and services. Products include hoists, actuators, cranes, and more.

Columbus McKinnon Corp.

draeger.comDräger offers a wide range of solutions for mobile and sta-tionary gas detection, flame detection systems, personal protective suits, and escape and rescue devices.

Dräger

flexicon.comFlexicon designs and manufactures bulk handling equipment and custom-engineered and integrated plant-wide systems.

Flexicon Corp.

gardnerdenver.comGardner Denver is a global manufacturer of industrial com-pressors, blowers, pumps, loading arms, and fuel systems.

Gardner Denver Inc.

ge-energy.comGE Energy provides integrated products, services, and solutions in all areas of the energy industry.

General Electric Co.

gorbel.comGorbel provides a wide variety of overhead handling solu-tions that handle loads from 50 lbs up to 40 tons.

Gorbel Inc.

lincolnelectric.comLincoln Electric is a leader in the design, development and manufacture of arc welding products, robotic arc-welding systems, plasma and oxyfuel cutting equipment.

Lincoln Electric Co.

lubriplate.comLubriplate manufactures more than 200 high quality lubri-cants, including high performance synthetic lubricants and NSF-H1 lubricants for food processing and beverage.

Lubriplate Lubricants Co.

milwaukeetool.comMilwaukee Tool is an industry-leading manufacturer and marketer of professional, heavy-duty power tools, hand tools, instruments, and accessories.

Milwaukee Electric Tool Corp.

meau.comManufacturer of factory automation, motion control and automated sewing equipment and systems.

Mitsubishi Electric Automation Inc.

mobilindustrial.comMobil Industrial Lubricants offers premium quality syn-thetic and mineral grade oils and greases to the industrial market. Additionally, we suppport our products with a full slate of expertise services.

Mobil Industrial Lubricants

nord-lock.comThe Nord-Lock Group manufacturers patented Superbolt multi-jacket tensioners designed to eliminate unsafe and time-consuming bolting methods.

Nord-Lock

oldcastleprecast.comOldcastle Precast is a leading manufacturer of precast concrete, polymer concrete, and plastic products in the U.S.

Oldcastle Precast

orival.comOrival is a leading manufacturer of self-cleaning water filters, automatic water filters and strainers, for use as industrial water filters, irrigation filters, cooling tower fil-ters, and more.

Orival Inc.

parker.comParker Hannifin is the world’s leading diversified manu-facturer of motion and control technologies and systems, providing precision-engineered solutions for a wide variety of commercial, mobile, industrial and aerospace markets.

Parker Hannafin Corp.

reverecontrol.comA professional approach to control system integration and exceptional quality projects to meet budget and schedule goals.

Revere Control Systems

rittal-corp.comRittal manufactures the world’s leading industrial and IT enclosures, racks and accessories, including high-efficiency, high-density climate control and power management systems.

Rittal Corp.

saferack.comSafeRack.com offers truck loading racks, railcar loading platforms, gangways, loading arms, swivel joints, and fall protection equipment.

Six Axis LLC

tnb.comThomas & Betts supplies over 70% of the items used in a typical electrical application and provides market-leading commercial heating and ventilation products, supplying over 70% of the items used in a typical electrical application.

Thomas & Betts Corp.

tritool.comTri Tool is a leading designer and manufacturer of preci-sion portable machine tools for pipe beveling, tube squar-ing and severing, clamshells for in-line cutting, and flange facing equipment.

Tri Tool Inc.

ustsubaki.comU.S. Tsubaki is a leading manufacturer and supplier of power transmission and motion control products and is the world’s market share leader in roller chains.

U.S. Tsubaki, Inc.

victaulic.comThe grooved piping method dramatically reduces the amount of installation time and reduces total installed costs as compared to welding, threading or flanging.

Victaulic Co.

wildeck.comWildeck is an industry leader and quality manufacturer of steel storage mezzanines, material lifts, and safety guard-rail products.

Wildeck Inc.

yaskawa.comYaskawa is the world’s largest manufacturer of ac inverter drives, servo and motion control, and robotics automation systems.

Yaskawa America Inc.

For more information on how to advertise in Plant EnginEEring’s Internet Connection, call Jim Langhenry at 630-571-4070 x2203


Atlas Copco Compressors 18 14 �866-688-9611 www.atlascopco.us/gamechangerusa

AutomationDirect C-2 1 �800-633-0405 www.automationdirect.com

Baldor Electric Company C-4 31 �800-828-4920 www.baldor.com

Camfil Air Pollution Control 4 4 �800-479-6801 www.camfilapc.com

Columbus Mckinnon Corp 43 24 �800-888-0985 www.cmworks.com

DIAMOND CHAIN COMPANY 47 26 �800-872-4246 www.diamondchain.com

Donaldson Co., Inc 16 12 �800-365-1331 www.DonaldsonProcessFilters.com

Dräger 35 20 �800-858-1737 WWW.DRAEGER.COM/JUNGLE

ErectAStep C-1, 11 8 �888-878-1839 www.ErectAStep.com

Flexicon Corp 8 6 �888-353-9426 www.flexicon.com

Fluke Corp 17 13 �888-443-5853 www.fluke.com

Gardner Denver 14 10 �800-682-9868 www.gardnerdenverproducts.com/compressors

GE Energy 2 3 �203-373-2211 www.gemotors.com

Gorbel, Inc 10 7 �800-821-0086 www.gorbel.com/precision

Lincoln Electric 27 16 �888-935-3876 www.lincolnelectric.com

Lubriplate Lubricants Co 22 15 �800-733-4755 www.lubriplate.com

Milwaukee Electric Tool 1 2 �855-653-8665 www.milwaukeetool.com/thermal-imaging

Mitsubishi Electric Automation Inc 29 17 �847-478-2100 www.meau.com

Mobil Industrial Lubricants 6 5 �703-846-3000 www.mobilindustrial.com

Nord-Lock, Inc 47 23 �877-799-1097 www.nord-lock.com

NuStar, Inc 51 28 �800-800-9274 www.powerpusher.com

Oldcastle Precast 31 18 �888-965-3227 www.oldcastleprecast.com/convault513

Orival, Inc 45 25 �800-567-9767 www.orival.com

Parker 38 22 �480-830-7764 www.parkertransair.com

Plant Engineering’sElectronic Newsletters 45 � 630-571-4070 www.plantengineering.com/newsletters

Revere Control Systems 13 9 �205-824-0004 WWW.REVERECONTROL.COM

Thomas & Betts Corporation 33 19 �901-252-8000 www.tnb.com

Tri Tool Inc. 39 23 �800-252-7879 www.tritool.com

U.S. Tsubaki 52 29 �800-323-7790 www.ustsubaki.com

Victaulic Company 37 21 �610-559-3300 www.victaulic.com

Wildeck, Inc. 15 11 �800-325-6939 www.WILDECK.COM

Yaskawa America, Inc C-3 30 �800-927-5292 www.yaskawa.com

PLANT ENGINEERING does not assume and hereby disclaims any liability to any person for any loss or damage caused by errors or omissions in the Advertiser contacts regardless of whether such errors result from negligence, accident, or any other cause whatsoever.

Need More Info? FAX this page to: 630-214-4504or mail to PLANT ENGINEERING magazine, 1111 West 22nd Street, Suite 250, Oakbrook, IL 60523

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CONTACTSAdvertiser Contacts for plant engineers

Request more information about products and advertisers in this issue by using the http://plantengineering.hotims.com link and reader service number located near each. If you’re reading the digital edition, the link will be live. When you contact a company directly, please let them know you read about them in Plant Engineering.


An unsafe workplace is uncompromising

With this month’s issue, Plant Engineering is doing something we’ve really never done before. This entire issue is focused on workplace safety in manufactur-

ing. We’ve brought together the top safety experts at some of America’s best companies, including DuPont, the 2013 Green Cross for Safety award winner from the National Safety Council (NSC).

We focus on safety each October because the National Safety Council holds its annual National Safety Congress each October. We focus on safety because, as a former editor at the NSC, I got a full immersion in the value and importance of occupational safety and health and I understand its importance in the workplace. We focus on safety because safety is a fundamental right of the American worker, and we need to continue to hold up that ideal to ourselves and to the rest of the world.

So with all of that, I have a confession to make: I really hate writing about safety.

The problem with writing about safety is that there’s no conflict here. Safety is not black or white, good or bad, right or wrong. There’s no middle ground here. Safety simply is. The fact we must consume time and effort and ink and electricity to convey the ideas and ideals of safety in the workplace is really a fairly distressing thought, and that is why it’s no fun to write about safety.

If a task can be performed safely once, then it ALWAYS can be performed safely. If safety is part of your culture, then it is engrained and celebrated. If it is not part of your culture, then what is the alternative?

Safety must be uncompromising, because the alternative is equally uncompromising. Safety must be a permanent part of your life, because the lack of safety is equally permanent.

Consider the story of Larry Kinzer, who went to work at Adams Thermal Systems in Canton, S.D., on Nov. 7, 2011. The 42-year-old Kinzer was killed on the job that day when he was crushed in a machine that made radia-tor cores.

In an August 2013 press release announcing the $1.33 million in fines and civil penalties against Adams Thermal Systems, OSHA offi-cials related this chilling fact: the accident occurred “after management instructed and

authorized workers to bypass the manufac-turer’s barrier guard in order to adjust the machine to keep it running.”

And then there was this from OSHA admin-istrator Dr. David Michaels: “Adams Thermal failed to provide a safe workplace, and those conditions ultimately took the life of a worker. There is no excuse for an employer to com-promise safety to keep production running.”

The $1.33 million in penalties included $450,000 paid to Kinzer’s widow. It also included $450,000 in criminal penalties, because the U.S. Attorney’s office was con-sidering criminal prosecution.

Adams Thermal Systems agreed to make the following operational changes:

� Increase the size of its safety and health department

� Implement a companywide safety and health program

� Provide incentives for managers and workers to report safety issues and make safety recommendations

� Hire a qualified third-party to review guarding and lockout/tagout for all plant machinery and to audit the abatement of all identified hazards.

I look at that list and think about the fun-damental things I know about safety, and the fundamentals of safety itself, and I cannot conceive of a single reason why any of those simple rules were not already in place. Even in a company which places profit above people, it certainly seems that you would be able to spend far less than $1.33 million to imple-ment a safety program sufficient to keep this accident from being possible.

Safety is not a choice between people and profit, because safety is not a choice. It is a human right to work in a safe environment, and a business imperative to encourage, enforce, and reward safe work practices. It is not enough—it is never enough—to discuss safety in anything but human terms.

Whenever we fail in this imperative, we weaken our role as a global leader. And that’s one consideration. But when we fail in this imperative, people get hurt. People lose the ability to work. And one day in November 2011 in South Dakota, Larry Kinzer died.

All the OSHA fines in the world won’t change that.PE

Bob VavraContent Manager

Safety is not black or

white, good or bad,

right or wrong. There’s

no middle ground here.

Safety simply is.

INCONCLUSION

YA S K AWA A M E R I C A , I N C .D R I V E S & M O T I O N D I V I S I O N

1 - 8 0 0 -YA S K AWA YA S K AWA . C O M

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©2013 Yaskawa America Inc.

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Plant Engineering October 2013

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Transcript of Plant Engineering October 2013