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JANUARY/FEBRUARY 2011 www.lmtinfo.com | 3

contentsJAnUARY/feBRUARY 2011 • vOL 12, nO. 1 • www.LMTinfo.com

AchIevInG effIcIencIeS ThROUGh PRAcTIceS & PRODUcTS

PROfeSSIOnAL DeveLOPmenT SeRIeS

Features

10 Lubrication Certifi cation: Types, Requirements, Benefi ts � is article is the fi rst in a year-long series on how lube pros can achieve certifi cation and what’s in it for them when they do. Ray Thibault, Contributing Editor

16 The Anatomy Of A centralized Lubrication System: Series Progressive (Or Single Line Progressive) Systems Which centralized, automated lube-delivery system is best for an application? � is month, we examine the most highly engineered of them all. Ken Bannister, Contributing Editor

18 n Big money Talks William C. Livoti

n Part I: making energy Savings happen Through PeopleHenry Molise, P.E., HCM Energy Consulting, LLC

24 Introduction To common Oil-Analysis Tests (And how To Take A Successful Sample) � is regular feature will be looking at the most common oil-analysis tests and some of the labs that conduct them. Ray Thibault, Contributing Editor

DeLIveRInG The GOODS

UTILITIeS mAnAGeR dePartMeNts 4 Publisher’s Statement

6 my Take

8 from Our Perspective

26 Contamination Solutions Showcase

28 Problem Solvers

30 classifi ed

30 Supplier Index

© O

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-FOT

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; © A

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Achieving effi ciencies Through Practices & Products

LAB SPOTLIGhT

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January/February 2011 • Volume 12, No. 1

arthur l. ricePresident/CEO

[email protected]

bill kieselExecutive Vice President/Publisher

[email protected]

JaNe alexaNderEditor-In-Chief

[email protected]

rick carterExecutive Editor

[email protected]

keNNeth e. baNNister ray thibault, cls, OMa i & ii

rayMONd l. atkiNsContributing Editors

raNdy buttstadtDirector of Creative Services [email protected]

GreG PietrasEditorial/Production Assistant

[email protected]

elleN saNdkaMDirect Mail

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edward kaNeReprint Manager

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

editorial Office1300 South Grove Ave., Suite 105

Barrington, IL 60010847-382-8100 / FAX 847-304-8603 www.LMtinfo.com

Lubrication Management & Technology (ISSN 1941-4447) is published bi-monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Suite 105, Barrington, IL 60010. Periodical postage paid at Barrington, IL and additional offices. Arthur L. Rice, III, President/CEO. Circulation records are maintained at Lubrication Management & Technology, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Lubrication Management & Technology copyright 2011. No part of this publication may be reproduced or transmitted without written permission from the publisher. Annual subscription rates for nonqualified people: North America, $140; all others, $280 (air). No subscription agency is authorized by us to solicit or take orders for subscriptions. Postmaster: Please send address changes to Lubrication Management & Technology, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications Agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: [email protected]. Submissions Policy: Lubrication Management & Technology gladly welcomes submissions. By sending us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc., permission, by an irrevocable license, to edit, reproduce, distribute, publish and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned.

Printed in U.S.A.

SubscriptionsFOR InquIRIES OR ChAngES COntACt JEFFREy hEInE,

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

4 | lubrication management & technology JANUARY/FEBRUARY 2011

AchIevInG effIcIencIeS ThROUGh PRAcTIceS & PRODUcTS

y ou may have read about the recent release of Mark Twain’s autobiography—100 years after his death. News of this much- anticipated event reminded me of one of my favorite Twain quotes: “The reports of my death are greatly exaggerated.”

He, of course, was referring to some confusion around the illness of a cousin. Somehow, an obituary had been written, erroneously listing the famous author as the dearly departed. Today, more than a century later, I think this quote could easily apply to some of us in the B2B arena who are still delivering print publications and ancillary products to specific markets. To paraphrase Mr. Twain: “The reports of our demise have been greatly exaggerated.”

At Applied Technology Publications there’s still plenty of life left— and lots of growing going on! We spent much of the economic downturn expanding our print, online, digital and other prod-ucts and are excited about the future, especially since lubrica-tion professionals are so crucial to the global economic recovery. We’re ready and eager to help you get this show on the road! Here are just a few of the great new things we’ve begun rolling out in Lubrication Management & Technology this month:

n “Maintenance & Reliability Innovator Of The Year Award” in conjunction with Ken Bannister’s new Maintenance Technology column entitled “Don’t Procrastinate. . . Innovate! (Pg. 6)

n “The Anatomy of A Centralized Automatic Lubrication System” to help you select the correct system for your application. (Pg. 16)

n “Green Gadgets,” “Efficient Gadgets” and “Reliable Gadgets” to help you do your jobs better, faster, safer. (Pg. 22)

n “Lab Spotlight,” exploring oil-analysis tests and labs. (Pg. 24)

n “Lube Starz©,” profiles of some of our hard-working readers. (Pg. 17)

This list reflects just some of the new growth you’ll find amid our already strong lineup of offerings—including a bigger and better MARTS (Maintenance & Reliability Technology Summit) that kicks off April 26 with the 2nd Annual “Reliability Gives Voice to Autism” charity gala. Our goal is to give you everything you need. Moreover, we want to serve you better than ever. Happy New Year! LMT

bill kiesel, Publisher

alive & kicking. . . and Growing strong

PUBLISheR’S STATemenT


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6 | LUBRICATION MANAGEMENT & TEChNOLOGy JANUARY/FEBRUARY 2011

MY TAKE

H appy New Year! I have some real good news for you. But first, the bad…The perfect storm that’s been brewing with regard to the dwindling labor pool and the loss of so many skilled, knowl-edgeable, experienced craftspeople from the workforce is about to blow. This isn’t just me talking. Let me quote one of my favorite industry experts (and yours):

“Statistics on the issue abound, including this: The Employment Policy Foundation (EPF) projects that we’ll suffer an 80% skill loss over the next 10 years as the Baby Boomer genera-tion officially becomes eligible for retirement. We must recognize that a large percentage of those skilled jobs will be lost forever—and that the remaining workforce will be expected to absorb and cope with the devastating results. The clock is ticking faster and faster…”

These chilling words come directly from the first installment of contributing editor Ken Bannis-ter’s new column running every other month under the banner of “Don’t Procrastinate…Innovate!” in Maintenance Technology (MT) magazine. According to Ken, we shouldn’t look to government to legislate us out of the danger we’re in. Who knows what that might entail? He says it’s going to take some real innovation on the part of our industries—and the individuals now working in them—for us to survive the killer storm that is bearing down on us. We at Applied Technology Publications (ATP), parent of both MT and Lubrication Management & Technology (LMT), and the Maintenance & Reliability Technology Summit (MARTS) have heard the message loud and clear. Moreover, we’re going to put some real money where our editorial “mouth” is.

Along with Ken’s new MT column, we’re launching the “Maintenance & Reliability Innovator of the Year Award” program—and the good news for you is that it’s open to those in the lubrication community! The competition will allow you to “pass on” and share your successful innovative gizmos, gadgets, proce-dures, methods and ideas with others in the maintenance and reliability arena. Additional details will come in future issues of both MT and LMT. In the meantime, though, you can learn more about the topic by going online* and reading “Tick-Tock: Time To Innovate!”

Please note that Ken is issuing a challenge to all maintenance and reliability professionals—including you on the lube side of the house—to put on your innovative-thinking caps. There’s no time to waste, he says: “Begin writing down whatever improvement ideas you have and prepare yourself for a wave of innovation as we explore ideas to help us make it through our perfect storm.” I agree. It’s time to get going!

By the way, on behalf of all of us at Applied Technology Publications, let me take this space to thank you for your past support. We look forward to serving your lubrication-information needs for many years to come! LMT

[email protected]

* http://www.mt-online.com/component/content/article/282-january2011/1661-dont-procrastinateinnovate-

tick-tock-time-to-innovate.html?directory=90

It’s About Time!

Jane Alexander, Editor-In-Chief


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FROM OUR PERSPECTIVE

Ken Bannister, Contributing Editor

Virtually every continuous-improvement and change-management program is geared toward taking a current state and evolving it into an optimal state. This is

also true of a lubrication-management improve-ment program.

In the case of a lubrication program, optimal state begins with adherence to the 4R principles: Deliver the RIGHT lubricant, in the RIGHT place, in the RIGHT amount, at the RIGHT time. Simple! If a bearing could talk, it would say its optimal state is best achieved by delivering a small amount of the correct lubricant on a continual basis so that it never runs dry and falls into a boundary/dry running state (dry friction), or that its cavity is never over-filled, forcing it into a fluid-friction (wet-friction) state. Both of these states are less than optimal—and will result in premature bearing failure, as well as a marked increase in energy use to overcome the frictional retardation force.

While vacationing in the Caribbean several years ago, I went for what was expected to be a relaxing barefoot stroll along the beach— albeit on a very hot day. Finding it difficult to negotiate the scorching sand without blistering my feet, I was forced to dash into about 18 inches of ocean water to cool off. Trying to continue my forward momentum there was not easy, as I needed to exert increasing amounts of energy to overcome the resistance of the water. Through a little trial and error, I eventually found my optimal state: walking in about a half-inch of water. There was almost no resistance and it was nice and cool and easy to move through with good traction. It didn’t take long for me to realize that this is how a bearing must feel in its optimal and not-so-optimal states.

Running a successful lubrication program based on a manual-system approach requires a vigilant lubrication person who must always ensure that: (1) the right lubricant is in the grease gun; (2) the same grease gun is always used, in order to guarantee the same “shot size” delivery

every time; and (3) he/she lubricates to a strict timetable and consistently/rigorously maintains absolute cleanliness of both gun and nipple. You probably know that this reality is difficult to achieve—and that a most likely result is a non-optimal, feast-or-famine lubrication state.

To combat a non-optimal state, we must convert to the use of centralized and automated lubrica-tion systems that are set up to deliver a small amount of lubricant on an almost continual basis. Automated systems deliver generous benefits over manual lubrication techniques that include up to three times extended bearing life and elimi-nation of all of the associated downtime costs, reduction in lubricant use and significant energy savings (with an associated carbon-footprint reduction)—and all at little capital cost, which, in turn, generates fast and easy return on investment.

To assist you in choosing the correct auto-mated delivery systems for your particular application(s), Lubrication Management & Technology is launching a continuing series on “The Anatomy of a Centralized Lubrication System.” Over the course of the year, we’ll review the pros and cons of different system types and explain how they work. Please turn to page 16, where our first installment in this series focuses on “Series Progressive Delivery Systems.” LMT

[email protected]

Chasing An Optimal State?

To combat a non-optimal

lubrication state, we must convert

to the use of centralized and

automated lubrication systems.

8 | LUBRICATION MANAGEMENT & TECHNOLOGY JANUARY/FEBRUARY 2011


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PROFESSIONAL DEVELOPMENT SERIES

Almost every professional group has certifi cation

programs to recognize achievement above and beyond

what’s normally required just to do a job. Doctors

and lawyers aspire to be Board Certifi ed in their

respective specialties. An engineer can obtain a Professional

Engineer (P.E.) license that demonstrates a high level of

expertise. In the accounting world, it’s desirable to be listed

as a Certifi ed Public Accountant (CPA). The manufacturing

industry also has several certifi cations. For example:

■ The Vibration Institute has four levels of certifi cation for analysts. There also are certifi cation programs in Thermography and Ultrasonics.

■ The Certifi ed Maintenance & Reliability Professional (CMRP) certifi ca-tion is offered by the Society for Maintenance & Reliability Professionals. Introduced in 2001, this certifi cation program has become very popular among those in the maintenance and reliability fi eld, including many in the lubrication community.

Obtaining such certifi cations demonstrates a competence and a desire to exceed normal job requirements. This, of course, doesn’t mean that all certifi ed individuals in a profession are more competent than those who are not certi-fi ed. However, when it comes to selecting employees and/or service providers, the fact that a candidate holds certifi cation from a credible, recognized body can make a big difference in the selection process.

Ray ThibaultCLS, OMA I, OMA II,

MLT, MLT II, MLA II, MLA IIIContributing Editor

This article kicks off a

year-long discussion on

certifi cation of lube pros,

the means by which you

can achieve it and what’s

in it for you when you do.

Thumbs up on this…

Lubrication Certification:



What about lubrication specifi cally? Are there any certifi ca-tions available? What are they? Who should have them? What are the benefi ts? What are the requirements for obtaining these certifi cations?

Presently, there are two major certifying organizations for lubrication-related activities: the International Council of Machinery Lubrication (www.lubecouncil.org) and the Society of Tribologists and Lubrication Engineers (www.stle.org).

International Council of Machinery Lubrication (ICML)ICML was formed in 2000 to promote competence in the fi eld of lubrication through the development of certifi cation standards. All of its certifi cations are in compliance with ISO 18436-4 or ISO 18436-5. Table I lists the certifi cations available through ICML.

The two most popular certifi cations from ICML are the MLT I and the MLA II. The MLA II and III were originally named MLA I and MLA II. When ICML’s work was pioneered into the fi rst international standard on qualifi cation and assess-ment of oil-analysis personnel (ISO 18436-4), the then-MLA I was deemed too high a standard for an entry level of an inter-national standard and became equivalent to the ISO category II. The then-MLA II became equivalent to the category III of the ISO. To denote such equivalence, ICML renamed its MLA I and II as “MLA II” and “MLA III,” respectively. The Category I of the standard was inspired by the ICML MLT I, with some very basic oil-analysis elements added—as it was being used for a standard targeting oil analysts.

The new MLA I, with the subject areas of the MLT I plus the basic oil-analysis elements, was introduced by ICML in 2010. Therefore, if the formal training in the MLT I class includes basic oil analysis information in oil sampling, lubricant-health monitoring and very basic wear debris monitoring and analysis, both MLT I and MLA I certifi cations can be obtained from the same class by taking two separate exams.

The MLT I is designed for individuals involved with day-to-day lubrication of machinery. Many of those certifi ed are lubricant end-users, as evidenced by the large number of manufacturing companies that have associates with this certifi cation. MLT II is directed at advanced understanding

of lubrication concepts. One lubricant company, Lubrication Engineers, is strongly encouraging its sales representatives to become certifi ed as MLTs—and through a structured training program, the company now has 65 of them certifi ed as such. This type of program benefi ts both the company and the personnel involved. In addition to the resulting certifi cation, the knowl-edge gained in preparing for the exam helps generate better solutions for customer problems.

The concepts in which profi ciency is required to pass the MLT I exam are as follows:

■ Maintenance Strategy (5%)

■ Lubrication Theory (10%)

■ Lubricants (15%)

■ Lubricant Selection (15%)

■ Lubricant Applications (25%)

■ Preventive and Predictive Maintenance (10%)

■ Lube Condition Control (10%)

■ Lube Storage and Management (10%)

MLA I-III involves demonstration of the skills that are neces-sary for performing lubricant analysis for machine condition monitoring. The most common certifi cation in this category is the MLA II. The following are the concepts necessary to pass this exam:

■ Lubricant Roles and Functions (4%)

■ Oil-Analysis Maintenance Strategies (4%)

■ Oil Sampling (29%)

■ Lubricant Health Monitoring (21%)

Machinery Lubrication Technician Level I 3435 2001Machinery Lubrication Technician Level II 207 2007Machinery Lubrication Analyst Level I 184 2010Machinery Lubrication Analyst Level II 2194 2001Machinery Lubrication Analyst Level III 161 2002Laboratory Lubrication Analyst Level I 58 2002

JANUARY/FEBRUARY 2011 www.LMTinfo.com | 11

Table I. Certifi cations Offered by the International Council of Machinery Lubrication (ICML)

Certifi cation # Certifi ed Year Introduced


■ Lubricant Contamination Measurement and Control (25%)

■ Wear Debris Monitoring and Analysis (17%)

It’s worth mentioning that the large number of MLA II-certi-fi ed individuals come primarily from oil-analysis end-user companies and international laboratories—not from domestic oil-analysis labs. Over its short history, ICML has done an outstanding job promoting lubrication certifi cation. Today, there are nearly 1250 companies that have at least one ICML-certifi ed person on staff. A total of over 6200 certifi cations are now in the ICML system. Table II lists the requirements for various ICML certifi cations, along with the pass rate.

Language(s), cost, renewal and recertifi cation particulars. . . ICML exams are offered in English, Spanish, Portuguese, Italian, French, Korean, Japanese and Mandarin (and, upon request, can be offered in other languages). The exam costin most countries is $200USD. Recertifi cation is required every three years, at a cost of $100, along with achieving 15 points related to lubrication activities or retaking a 50-question, multiple-choice exam.

Society of Tribologists and Lubrication Engineers (STLE)Founded in 1944, STLE was originally known as the American Society of Lubrication Engineers. It offers the certifi cations listed in Table III.

Originally designed for lubrication engineers, the CLS is the oldest—and considered the highest-level—lubrication certifi ca-tion. The very rigorous CLS exam (which had a 60% pass rate in 2010) covers the following 16 areas of lubrication:

■ Lubrication Fundamentals

■ Fluid Conditioning

■ Storage, Handling and Application of Lubricants

■ Monitoring and Reducing Consumption of Lubricants

Certifi ed Lubrication Specialist (CLS) 913 1993

Oil Monitoring Analyst Level I (OMA I) 315 1999

Oil Monitoring Analyst Level II (OMA II) 17 2001

Certifi ed Metalworking Fluids Specialist 61 2005

Table II. Requirements & Pass Rate for Various ICML Certifi cations

* Months of experience are based on 16 hours minimum per month of sampling and analysis experience.

Table III. Certifi cations By The Society of Tribologists and Lubrication Engineers (STLE)


MLT I

MLT II

MLA I

MLA II

MLA III

LLA I

Two years post-secondary education or on-the-job training in maintenance or lubrication.

Three years post-secondary education or on-the-job training.

12 months experience in lubrication-analysis-based machinery condition monitoring*.

24 months experience in lubrication-analysis-based machinery condition monitoring*, plus have the MLA I certifi cation or 960 hours experience in oil analysis.

36 months experience in lubrication-analysis-based machinery condition monitoring* and have MLA II certifi cation.

Two years post-secondary education or on-the-job training in lubrica-tion, lubricant analysis, chemistry, maintenance or reliability.

16 hours of documented training in machinery lubrication.

32 hours of documented formal training in machinery lubrication.

24 hours of documented formal training as outlined in the Body of Knowledge of the MLA I.

24 hours of documented formal training in lubrication analysis as outlined in the Body of Knowledge of the MLA II.

32 hours of documented formal training in lubrication analysis as outlined in the Body of Knowledge of the MLA III.

16 hours of documented formal training in oil analysis for machine condition monitoring.

Achieve a 70% score on 100- question multiple-choice exam.






62%

49%

64%

61%

48%

68%

Certifi cation Experience Training Requirements Exam Pass Rate

Certifi cation # Certifi ed Year Introduced

(CMFS)


■ Gears

■ Bearings

■ Seals

■ Fluid Power

■ Lubricant Manufacturing

■ Pneumatics

■ Metalworking

■ Solvents and Cleaners

■ Problem Solving

■ Lubricant Analysis

■ Lubrication Programs

Many lubricant companies have stressed the importance of achieving the CLS to demonstrate the competence of their sales representatives and technical personnel. Increasing numbers of lubricant end-users are working to achieve the CLS, and major North American oil-analysis labs have focused on having their analysts obtain both the CLS and OMA certifi cations to demon-strate their competence. (INTERESTING NOTE: The four oil-analysis laboratories having the most CLS-certifi ed analysts are ALS, Analysts, Inc., Polaris and Herguth. They account for most of the individuals that are CLS-certifi ed oil analysts.)

Some of the major lubricant companies are promoting/encouraging their distributor/marketer representatives to obtain the CLS certifi cation. Chevron is the leader in this area, with the largest number of CLS-certifi ed personnel, as well as the largest network of CLS-certifi ed marketers. Developed nearly 10 years ago, Chevron’s program stressing the importance of CLS certifi cation has been very successful. Still, you don’t have to be a major lubricant company to promote certifi cation.

Schaeffer Manufacturing, for example, initiated a formal training program in 2004 to help its representatives achieve CLS certifi cation. This has led to over 50 people becoming CLS-certifi ed—that’s more than many of the large lubricant companies. Schaeffer’s management believes the certifi ca-tion not only has helped build a sales force that is highly competent in solving lubrication problems, it has opened doors with many new accounts. (INTERESTING NOTE: As a demonstration of Schaeffer’s commitment to the certifi ca-tion of its sales/technical personnel, even the company presi-dent has obtained his CLS.)

The latest certifi cation introduced by the STLE is the CMFS (Certifi ed Metalworking Fluids Specialist). This is the most specialized certifi cation that the organization offers—and has the most stringent requirements. In 2010, this exam had only a 50% pass rate.

Another certifi cation, Oil Monitoring Analyst Level II (OMA II), is also rather specialized. Only 17 individuals have achieved this certifi cation. This select group has 50% of its members from Canada. (INTERESTING NOTE: The company Analysts, Inc., has four OMA II-certifi ed associates, the most for any oil-analysis lab.)

Table IV lists requirement for various STLE certifi cations.All STLE exams are based on multiple choices, with OMA I having 160 questions and the CLS having 155. The pass rates listed in Table IV are for 2010. Only two individuals took the OMA II exam in 2010, thus the pass rate is not listed.

STLE exam language(s), cost, renewal and recertifi cation details… STLE exams are currently offered only in English. To promote these certifi cations internationally, the exams will be offered in other languages in the future. The exam cost is $440 for non-STLE members, and $330 for members. The certifi cation must be renewed every three years. The renewal fee is $250 for non-STLE members and $130 for members. Four require-ments out of a list of 11 must be met for recertifi cation or the exam must be retaken. The renewal requirements are not diffi cult to obtain, and demonstrate learning and continued involvement in the lubrication fi eld.

Table IV. Requirements for Various STLE Certifi cations

Lubricant Manufacturing

CLS-certifi ed—companies.tion not only has helped build a sales force that is highly competent in solving lubrication problems, it has opened doors with many new accounts. As a demonstration of Schaeffer’s commitment to the certifi ca-tion of its sales/technical personnel, even the company presi-dent has obtained his CLS.)

The latest certifi cation introduced by the STLE is the CMFS (Certifi ed Metalworking Fluids Specialist). This is the most specialized certifi cation that the organization offers—and has the most stringent requirements.had only a 50% pass rate.

Another certifi cation, Oil Monitoring Analyst Level II (OMA II), is also rather specialized. Only 17 individuals


Certifi cation Experience Training Requirements Exam

CLS

OMA I

OMA II

CMFS

Three years minimum experience in the fi eld of lubrication.

One year active employment utilizing oil analysis in the fi eld of lubrication.

One year active employment utilizing oil analysis in the fi eld of lubrication.

Minimum of a two-year degree in science or engineering. Three years minimum experience working in a manufacturing environment as a fl uid specialist or fi ve years in a laboratory environment as a chemist.

None

16 hours in oil-analysis-related courses, including company classes.

16 hours in oil-analysis-related courses, including company classes.

None

Achieve 70% score in 155-question multiple-choice exam.

Achieve a 70% score on 160-question multiple-choice exam.




Certifi cation Benefi tsA common question from lubricant sales and technical repre-sentatives, along with plant personnel, is “What does a certifi -cation do for me, and which ones should I get?” The answer to the fi rst part is “greater compensation and possibly greater opportunity.” Consider the following:

The November 2006 issue of Lubes’n’Greases documented the monetary value of a CLS through a survey of salaries of lubricant sales reps. The survey revealed that those with a CLS were better-compensated than their peers without the CLS. This was quite evident in the area of distributor sales, where CLS-certifi ed reps earned $30,000 p/yr more on average. Having the CLS shows you have passed a diffi cult, all-encompassing exam in the lubrication fi eld. (INTERESTING NOTE: Some lube companies put such value on certain certifi -cations that they make them prerequisites to future promotions. Companies even have been known to pay a bonus for pass-ing a certifi cation exam—from $500-$5000, in some cases.)

There are lubricant- and oil-analysis-bid situations where

having a certain number of Certifi ed Lubrication Specialists is part of the requirements to submit a bid. The MLT certifi ca-tion is very popular with plant-equipment lubricators and supervisors. For too many years, oilers were not recognized as vital to plant operation. This has changed, and the requirement for more knowledgeable lubricators is emerging. Certifi cation programs have helped in this process. A very important benefi t of obtaining a certifi cation is the knowledge gained in preparing for the exam through structured training classes and self-study.

A certifi ed person who is purchasing a lubricant or service is more prone to deal with someone who has demonstrated his/her own competence by also obtaining a certifi cation—I know of actual situations where lubricant sales reps were unable to arrange appointments with potential customers until they achieved a particular certifi cation. This has become even more prevalent in our current economic environment.

End-users must cut into already precious time to see sales reps. An unknown, uncertifi ed rep will have more diffi culty arranging a face-to-face meeting with purchasers than an unknown, yet certifi ed individual.

A certifi ed rep, at least on the surface, appears to signal greater competency. Thus, he/she stands a better chance of

getting an appointment with someone who IS familiar with lubricant certifi cation programs.

One of the requirements for both STLE and ICML certifi -cations is that lubricant-related activities, such as attending conferences and training classes, need to be documented every three years for purposes of recertifi cation. This requirement, in turn, results in certifi ed individuals having more of a tendency to continue learning than uncertifi ed personnel. (INTERESTING NOTE: Certifi ed individuals often exude more confi dence in the work environment than those who are uncertifi ed.)

ConclusionFor those who attain lubrication certifi cation, there are many benefi ts—both monetary and personal. The avenues to certifi -cation are available through two major certifying bodies: the International Council of Machinery Lubrication (ICML) and the Society of Tribologists and Lubrication Engineers (STLE). To date, ICML has granted 6000 certifi cations through six programs. STLE has granted over 1200 certifi cations involving four different programs.

What certifi cation is best for you? Presently, the MLT I and MLA II are the most popular (with a large number of manufac-turing-plant personnel holding these certifi cations). The CLS is especially popular with lubricant companies and their sales representatives and lubricant personnel—it’s still considered the premier certifi cation for the total fi eld of lubrication, as it involves demonstrating knowledge in 16 separate areas. Interest in the CLS, though, is also increasing in manufacturing plants, primarily with individuals heavily involved in lubrication decisions. As noted previously, the major oil-analysis laboratories consider the CLS important for their analysts. Other certifi cations, such as the MLT II, MLA III, CMWFS and the OMA II, are more specialized, as evidenced by the small number certifi ed.

How do you achieve a certifi cation? First, having experience in the lubrication fi eld is very important. Next, you will need to do some self-study. (The more time and effort you put into self-study, the greater your chances of passing an exam.) Finally, attending a certifi cation preparation class is very helpful —and is mandatory for any ISO-compliant certifi cation. Your chances for success improve by taking certifi cation exams soon after taking the associated training program. For more information on certifi cation classes and to see who is certifi ed, go to www.lubecouncil.org and www.stle.org.

What’s next?This series continues through 2011 with discussions of topics found on the MLT, MLA, OMA and CLS exams. In the next issue, we’ll cover “Basic Principles of Lubrication.” LMT

Contributing Editor Ray Thibault is based in Cypress (Houston), TX. An STLE-Certifi ed Lubrication Specialist and Oil Monitoring Analyst, he conducts extensive training in a number of industries. Telephone: (281) 257-1526; e-mail: [email protected].

The more time and effort

you put into self-study,

the greater your chances

of passing an exam.



Is It Time For An Energy Assessment?

BOOSTING YOUR BOTTOM LINE

H

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

ow long has it been since your operations had an energy assessment by an actual energy professional: one year… two years…never? Taking

a step back, just what is an energy assessment—and is it really worth the trouble?

An energy assessment (sometimes called an “energy audit”) provides a better understanding of how energy is used throughout your facility and identifi es opportunities for energy savings. It may take the form of a walk-through of your operations to identify specifi c opportunities, or it may involve detailed measurement and analysis of specifi c processes and systems.

There are often many energy-saving opportuni-ties at a facility, from “quick wins,” repairs and tune-ups that involve minimal disruptions to equipment and processes, to more signifi cant upgrades and process improvements. In the case of motor-driven systems, an energy audit may reveal ineffi cient or improperly sized motors, variable frequency drive (VFD) retrofi t opportunities, process changes that reduce motor speed or duty and other repair and optimization opportunities.

Is an energy assessment worth the time and money? If improving plant effi ciency and reducing operating costs is a core strategy at your facility, then investing in an energy audit is well worth the effort. A skilled professional can help identify numerous and, sometimes, hard-to-spot opportunities, as well as help quantify potential energy savings and payback period for identifi ed changes. Energy audits may also lead to intangible benefi ts—such as increasing your team’s awareness of how energy impacts the bottom line.

Getting startedTo get started, collect your most recent motor inventory data, system schematic, motor test results and (if applicable) previous audit results. If these resources are not readily available, begin by taking a basic motor inventory, including motor nameplate data, estimated operating hours and the electric costs to operate your facility.

Next, contact a qualifi ed energy assessor. Your local utility may offer an assess-ment program or provide a list of licensed energy service providers in your area. The U.S. Department of Energy Industrial Tech-nologies Program (ITP) offers audit assistance to qualifi ed plants.[1] The MDM Website [2] has links to system optimization, resources from local utilities and plant energy-management resources. Before committing to an audit, know up front what the approximate time and cost will be and the typical improvements and evaluation criteria that are recommended for your type of facility. Review case studies and references. Be prepared to put together an implementation plan and take action based on the assessment results.

Regularly monitoring motor energy consump-tion, making motor-system effi ciency improve-ments and tracking improvement over time are key components to sound motor management. Performing an energy assessment is a big step toward identifying savings opportunities, estab-lishing savings goals and—very important—achieving results! LMT

References1. ITP Best Practices Plant Assessments, www.eere.energy.gov/industry/bestpractices/plant_assessments.html2. www.motorsmatter.org/resources/index.asp



DELIVERING THE GOODS

Today, most lubrication OEMs offer a version of this popular system type. The original model—designed and developed in the U.S. by the Lubriquip organization in the early part of the 20th century and marketed under the Trabon name—continues to be sold today.

■ How This System WorksA lubricant pump is connected to an engineered network of series progressive divider blocks, and via a controller is allowed to pump lubricant in a continuous or controlled cyclical systematic manner to each divider block.

Divider blocks, which are built in a modular style, contain a series of lapped, hydraulically actuated spool valves sized for varying displacements. The ability to “cross-port” a valve results in “doubling” the delivery of lubricant on one side of the valve only. The valves are progressively linked together in series, causing them to “shuttle” over to one side of the block in a progressive pattern, then to “shuttle” back to their original positions as the lubricant continues to be pumped through the block. Because of its hydraulic nature, as a valve is shuttled back and forth, it displaces a lubricant charge on one end

Ken BannisterContributing Editor

Series Progressive

(Or Single Line Progressive)

SystemsWith some basic TLC, the Series Progressive (or Single Line Progres-sive) type of centralized lubrication system will deliver many years oftrouble-free service, thanks to its engineering and tamper-proof design. (Photo courtesy of Engtech Industries Inc.)

Arguably the best engineered of all lubrication systems, the Series Progressive (or Single Line

Progressive) system pumps oil or grease in either a cyclical (total loss) or continuous (recircula-

tive) manner. Engineered to positively deliver an exact displaced amount of lubricant to every

single bearing point, the divider block design is capable of operating in severe environments and

accommodating upwards of 200 delivery points in a single pump system.

The Anatomy Of A Centralized Lubrication System


of the valve to the bearing point, while simultaneously fi lling the void on the other side of the valve in prepa-ration for displacement once the valve “shuttles” back.

■ Monitoring The SystemTo ensure every point has delivered a charge of lubricant, the fi rst valve in the divider block can be attached to a cycle pin indicator that visually indicates the block has completed one full cycle by moving in and out one time. Attaching a counter/timer control to the cycle pin will indicate if no delivery has taken place within a given time period and signify a broken main delivery line.

Blocked and crimped lines can be visually detected via simple mechanical overpressure indicators connected at the secondary delivery-line block outlet. Whenever a “restriction”-caused hydraulic backpressure is sensed, a visual indicator pin “pops” up to indicate the exact line/bearing point requiring maintenance. If no electronic alarm sensors are used, operations and/or maintenance must perform regular visual checks for alarm indications.

■ The Pros & ConsWith some basic TLC, the Series Progressive system type will deliver trouble-free service for many years, thanks to its engineering and tamper-proof design. With the blocks’ modularity, replacement parts are relatively inexpensive to purchase, stock and replace. As the accompanying divider-valve photo shows, the system can even be used with a manual grease gun to deliver an engineered amount of lubricant to each bearing point, and be automated later. (NOTE: The photo on page 16 clearly shows the block cycle pin and four overpressure indicators in “run” position.)

The downside of the Series Progressive system is the diffi culty in adding points once the initial system is installed—although this can still be achieved. Moreover, in comparison to other single line systems, the Series Progressive type demands more system engineering. The plus side to this, however, is that every system is engi-neered by the vendor specifi cally for your application, and provided with schematics and a Bill of Material to include in your CMMS and/or maintenance fi les.

Coming UpIn the next issue, we’ll discuss Single Line Resistance (SLR) centralized lubrication delivery systems. LMT

For more details on centralized lubrication systems, see Ken Bannister’s book, Lubrication For Industry, published by Industrial Press, or contact him directly. Telephone: (519) 469-9173; e-mail: [email protected].


It’s Time To Shine!

Where Are You?

We’re Looking For Lube Starz !

Start Shining! Let Us Hear From You Soon!

www.LMTinfo.com/LubeStarz

Our new Lube Starz Section is all about our readers,the hardest-working lube pros in the universe!

Are you game? If so, please identify yourself.

We want to learn who you are, where you work, how long you’ve been in your current position, what brought you to the lubrication fi eld and what you like most about your job. If you’re chosen as the subject of a short, published profi le, you’ll soon be reading about yourself in an upcoming Lube Starz Section in LUBRICATION MANAGEMENT & TECHNOLOGY and on our Website. On top of that, each person profi led in this section will receive a baseball cap designating him/her as one of our honest-to-goodness Lube Starz.

Go to www.LMTinfo.com/LubeStarz and download the profi le form. Fill it out and follow the instructions for submitting it with your photo. That’s all there is to it.

LubeSta

rzLubeSta

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18 | UTILITIES MANAGER VOLUME 6 / NO. 1

BIG MONEY TALKSUM

What’s New in 2011:Pending Regulation

William C. Livoti

As we enter a new year, let’s fi rst refl ect on the past. What actions (changes) have we as a country undertaken to improve our environment, economy and overall quality

of life? If that sounds like a trick question, it is. It’s also intended to be thought-provoking.

Legislation to address environmental issues has the potential to signifi cantly impact our economy and—consequently—the quality of our lives. Unfor-tunately, some proposed legislation could play a role in stalling what most of us would characterize as a painfully slow economic recovery.

A number of power companies say new rules won’t stop them from expanding over the next few years. Others are replacing coal-fi red plants with cleaner natural-gas plants to avoid pending legisla-tion that could force coal plants to install Carbon Capture and Sequestration technology at signifi cant cost. Let’s understand what’s on the table.

As noted by Power-Gen Worldwide (www.powergenworldwide.com), the North American Electric Reliability Corp. (NERC) has analyzed the potential impact of four rules under development by the EPA. They are the Clean Water Act — Section 316 (b), involving cooling-water intake structures; Title I of the Clean Air Act — National Emission Standards for Hazardous Air Pollutants (NESHAP) for the electric power industry, also known as the Maximum Achievable Control Technology Standard; the Clean Air Transport Rule; and Coal Combustion Residuals (CCR) Disposal Regulations. The proposed regs specifi cally involve:

■ Sulfur dioxide and nitrogen oxide caps

■ Reconsideration of the ambient ozone standard

■ Limitation of power-plant mercury emissions

■ A rule to tighten controls on power-plant cooling-water intakes

■ Another rule for managing coal ash

NERC’s analysis* points to a number of possible repercussions, should these new rules take effect:

■ We could lose up to 19% of our fossil-fi red steam capacity by 2018.

■ Planning of reserve margins could be affected.

■ Reserves could fall below reserve margins inabout half of NERC regions (U.S., Canada and part of Mexico) by 2015.

■ Plant retirements could exceed 50GW on a fl eet capacity of 340GW (15%).

■ 100GW (existing plants) would require “large investment” to meet emission rules.

■ Retirements could cut demand for steam coal by 15-31%.

■ Natural-gas demand could grow 8-16% as some coal plants are replaced.

■ Coal plants could close due to “economics.” (Coal prices are a premium to natural gas by themselves. Now add the cost of environmental controls.)

I believe in protecting our environment, cutting energy consumption and reducing greenhouse gases—who doesn’t? That said, we need to approach these issues with a great deal of common sense. Pending regulations could be tantamount to cutting off our collective noses to spite our faces. LMT

*To read the referenced 2010 NERC analysis “Poten-tial Resource Adequacy Impacts of U.S. Environmental Regulations,” go to http://www.nerc.com/files/EPA_Scenario_Final.pdf

Bill Livoti is a fluid power and power industry engineer with Baldor Electric Company. Telephone: (864) 281-2118; e-mail: [email protected].


Energy-effi ciency isn’t just about technology. If your organization hasn’t adjusted its culture to help raise and sustain the energy consciousness

of your human assets, now’s the time to do it.

Henry Molise, P.E.HCM Energy Consulting, LLC

UTILITIES MANAGERUM

Frequently, even successful world-class organizations have diffi culty conserving

energy and cutting the cost of utilities. This is despite the availability of more cost-

effective energy-management technologies than ever before. Some may be satisfi ed

with implementing a few immediate, fi nite savings—proverbial “low-hanging fruit.”

Such a strategy often captures only part of the potential savings for existing facilities,

without ensuring that future operations will be energy-effi cient. For those who wish to

achieve energy savings over the long haul, modest adjustments in the culture of an organiza-

tion can motivate people toward continuous improvement.

Making Energy Savings Happen Through People

Part I of II…

The most successful—sustained—energy-management system is developed as a business process within the organization. Most employees really want to help cut costs and reduce energy-related emissions; they’ll do just that if provided with the needed direction, training, resources, incentives, recognition and rewards. It may take a few years for energy-management to fully gain momentum in an organization, but it’s worth the effort for both the bottom line and the environment.

In this fi rst installment of a two-part series, the focus is on a framework of business principles for initi-ating and administering an organizational energy-management system. The second installment (coming in a special UTILITIES MANAGER follow-up in a later issue of LMT) will discuss actual energy-saving implementation strategies.

©DMITRIY MEINIKOV - FOTOLIA.COM

Volume 6 / no. 1 utilities manager | 19

20 | utilities manager Volume 6 / no. 1

Understanding the energy perspective of the site managerTo understand the challenge of achieving energy savings, consider the priorities of a site manager—which often can be summed up as follows:

n Get the product or service out the door.

n Have the work performed safely.

n Comply with laws and regulations.

n Keep facilities maintained for reliability and longevity.

n Minimize costs.

In the above list, energy-management would fall into the fifth priority. A further challenge is that energy costs are often a small percentage of the total expense budget. Yet most site managers and their bosses would welcome a reduction in energy costs and a reduction in environmental impact— as long as these reductions are consistent with financial and other organizational objectives.

Energy policy: Support from the topThe most successful approach to an energy-management culture is to begin from the top down—in the form of a commitment from the top. Thus, the first action to develop the needed organizational culture is development of an energy policy that is endorsed by senior management.

The energy policy needs to be only a short, simple state-ment of what is to be achieved from a broad perspective, and it can be drafted at almost any level of the organiza-tion. A few paragraphs can be written to express that the organization, with respect to energy-efficiency, will have a policy to:

n Reduce the life-cycle costs of energy and utilities.

n Reduce energy-related emissions, on-site and off-site.

n Be a good citizen in conserving resources.

n Enhance public image.

After internal reviews, endorsement and internal publication of the energy policy need to come from as high in the organiza-tion as possible (preferably from the chief executive officer).

Senior management will also have a follow-up role in recognizing and praising energy-related achievements. Without the up-front commitment of senior management, progress in energy reduction and the associated cost savings is likely to be limited and slow.

Steering the effortOnce an energy policy is in place, the use of a steering team is the best way to develop a strategy for implementation of the policy. Ideally, the team should represent a cross-section of the organization in terms of: 1) function and/or division; 2) geography; 3) specialists in engineering, operations and maintenance; and 4) ad-hoc representatives of procurement, finance, environmental affairs and communications. The team can be led best by a person designated as the organiza-tion’s “energy champion” or energy manager.

The steering team should make use of the ideas of others wherever possible, such as:

n The U.S. Environmental Protection Agency (EPA)/Dept. of Energy (DOE) Energy Star and state energy programs

n Trade organizations

n Your local utility suppliers’ Websites

n “Sister” facilities within the same organization

n Competitors or comparable outside organizations

n Consultants

Even in businesses where competitors would never share production technology, research technology or other trade secrets, they often are very willing to share information on how to conserve energy and utilities.

Goal developmentMeasurable goals need to be developed by the steering team. The improvements can be expressed in terms of:

n Percentage reductions or absolute reductions—These include units of energy usage, costs and related emissions.

n Public-relations image and community relations—These include favorable news coverage and public recognition by community leaders.

n Local, regional or national awards

In the setting of goals, the steering team needs to address this question: What counts besides energy? Other potential measurable savings from energy-management include:

REMEMBER: The greatest chance of success will occur when the regular performance reviews of all levels of management include demonstrated prog-ress toward the energy policy.

UTILITIES MANAGERUM

n Savings in utilities-system equipment procurement. Examples include:

n Water- and sewer-use savings

n Energy-related maintenance and safety improvements

n Increased equipment production capacity and reliability

n Improved human productivity due to increased levels of comfort

Counting these additional related savings will substantially increase peoples’ interest in managing energy.

Goal-related measurementsThe two basic types of energy-saving-initiative measure-ments are: 1) metered; and 2) calculated. In a perfect world, all energy savings would be metered. In reality, the cost of metering the exact savings is most often not justified by the accuracy gained. Therefore, engineering calculations must often be accepted to determine savings in lieu of metering.

In calculating annual savings—or attempting to meter savings—there’s often difficulty in making adjustments for effects of year-to-year production activity, weather-related energy usage and/or other variables. The simplest goal is, perhaps, expressed as an annual percentage reduction, whereby the numerator is the metered or calculated savings for all initiatives implemented in the present year, and the denominator is the total energy usage or cost from the previous year.

Reporting the resultsWhatever measurement system is developed, it must reflect the organization’s energy policy and goals. For operations with multiple sites or units, a uniform reporting system is necessary.

Results need to be kept in a spreadsheet format that is capable of statistical analysis. Assistance of specialists may be needed—for example, in calculating emission reductions related to energy conservation. If at all possible, the results should be available for viewing by anyone in the organiza-tion, such as on an Intranet Website.

Supply-side information that needs to be kept by time period includes:

n Purchased utility usage and cost (e.g., electricity, natural gas, water, sewage-treatment services)

n Total energy usage, all expressed in a single unit (e.g., BTUs, Joules, kilocalories). (Note that the energy represented by electricity can be expressed in two ways—as delivered [3413 BTU/kWhr], or as produced [often about 10,000 BTU/kWhr]. The off-site impact is expressed as the latter of the two.)

n On-site utilities production (e.g., steam, compressed air, chilled water)

Demand-side information to keep includes:

n Sub-meter data

n Energy usage per unit (e.g., BTU/square ft., BTU per unit of product, energy input per unit of output)

n Results of energy and cost-saving actions taken (metered or calculated), to identify progress toward the goals (including savings per unit of time [e.g., monthly and annually] expressed as energy units, cost and emission reductions [tons of carbon dioxide])

Benchmarking performanceWhere possible, comparison of a site’s energy performance should be made against similar facilities. Seek indices that compare unit values, such as BTU/square foot, BTU per unit of production or input versus output. In addition, perform bench-marking of unit energy and utility costs if available. Weather-related adjustments may be made using local degree-day data. A site’s performance can be compared with other facilities within the same organization—or from outside the organization. The most confidence in the results of benchmarking comes when more than one benchmark measurement is used. Use the find-ings from benchmarking to prioritize future efforts.

Financial criteriaThe financial specialist is a key ally in energy management: He/she must define the approved hurdle rate for capital investments in energy reductions. The hurdle rate may be expressed in terms of payback period or rate of return. Energy investments can typically use the organization’s normal process for capital and expense appropriations, for which the financial specialist is an advisor.

REMEMBER: More energy-saving initiatives will be implemented where projects with returns not quite meeting the hurdle rate can be packaged with projects that surpass the hurdle rate. This results in the largest possible package of savings, while still meeting the required hurdle rate.

◆ Potential capital-spending avoidance or postponement for an additional air compressor, pump, chiller, boiler, electric substation, air handler, piping or duct system◆ Capital savings from bulk-purchasing of energy-efficient equipment

UTILITIES MANAGER

Volume 6 / no. 1 utilities manager | 21

UM

UM

Furthermore, an understanding is needed as to whether non-monetary factors can be used to help justify energy-improvement projects, such as associated improved reli-ability, safety or public image.

Energy-improvement projects tend to have lower risk than most other investments, and therefore may justify a less stringent hurdle rate than some other projects. For example, compare the risk of return on an energy-savings project with the risk of investing in the research and development of a new product, building facilities to manufacture it and then hoping that customers will buy it.

Too many times, systems that use large amounts of energy are specifi ed and selected based on capital cost only. Design and selection decisions for such facilities need to be made based on life-cycle cost (LCC), rather than fi rst cost. Consider the total cost of ownership (TCO) of a boiler, chiller, air compressor, pump or HVAC system—or, perhaps, even an entire building or production process. Frequently, less than 10 to 20% of the TCO is represented by the capital cost, while more than 80 to 90% of cost is for energy expenses. The lowest LCC alternative is not always the one with the lowest capital cost. The most common reason for making decisions

based only on capital cost(s) is that it takes more effort and understanding to calculate LCC than it does to identify capital costs. The fi nancial specialist can assist engineers and managers with LCC calculation methods. The extra effort is well worth it—and can literally help pay dividends.

A framework for successIn summary, the framework described here in Part I of this series, is for initiating and administering energy management as a good business practice. This can usually be accomplished consistent with the long-standing objec-tives of the organization, beginning with an energy policy. Look for the concluding installment, Part II, when we will discuss implementation and follow-up strategies for success. LMT

Henry Molise is president of HCM Energy Consulting, LLC. A registered professional engineer in Michigan, he has 30 years of experience as a corporate energy manager and environ-mental engineer in the pharmaceutical industry. Molise is past chairman of the Energy Committee of the Michigan Manufac-turers Association. E-mail: [email protected].

UTILITIES MANAGER

22 | utilities manager Volume 6 / no. 1

EXAIR’s new High Temperature Air Amplifi er offers a simple, low-cost way to move high volumes of hot air to surfaces requiring uniform heating while in a furnace or oven. Amplifying airfl ow up to 18:1 at

outlet, it’s most effi cient for pushing high volumes of hot air to points that typically remain cool. With no impellers or moving parts to wear out, it’s rated for environments (even corrosive ones) up to 700 F (374 C). The unit’s surface is protected by a mil-spec coating process (developed for the aircraft industry) that allows for easy disassembly or cleaning. Effi ciency is high; the sound level is low (at only 72 dba). Applications include directing hot air to mold cavities for uniform wall thickness of plastic parts, exhausting smoke and fumes, distributing heat in ovens or molds and sampling fl ue gases. The High Temperature Air Amplifi er is constructed of type 303 Stainless Steel and available in 1-1/4” (32mm) diameter only. Prices start at $359.

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Each bearing arrives fully assembled, sealed and lubricated for even easier installation than ever before. No wonder a prestigious trade publication recognized Baldor•Dodge ISAF hydraulically-assisted bearings as a product of the year winner. Easy on and off bearings… only from Baldor. dodge-pt.com baldor.com 479-646-4711

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LAB SPOTLIGHT

Oil analysis is one of the most valuable condition-moni-toring tools available to reliability-focused operations. Why? It can save countless dollars by preventing equip-

ment failures and helping maximize the life of lubricants.Oil analysis tells us the condition of a lubricant, which,

in turn, lets us be proactive about replacing it before equip-ment damage occurs. Wear debris analysis—a specifi c type of oil analysis—also can tell the condition of equipment, which allows us to respond to potential failures at an early stage. In short, the proper use of oil analysis can help:

■ Improve asset reliability

■ Identify and eliminate repetitive equipment problems

■ Reduce unscheduled maintenance

■ Maximize use of lubricants in service

■ Reduce maintenance and lubrication costs

■ Extend equipment component life

Tests for oil condition include:

■Viscosity measures the resistance of a fl uid to fl ow, is the most important property of a lubricant.

■Karl Fischer measures all forms of water at low levels and is recommended for industrial equipment. (The Qualitative Crackle test is used for engine oils.)

■Acid Number measures acid buildup, which denotes oxidation.

■FTIR measures chemistry changes in a lubricant, which are good indicators of oxidation and nitration.

■Base Number is for engine oils. It measures the depletion of the detergent, which neutralizes acids.

■Flash Point is a measure of light components, which lower the viscosity of lubricants.

■Particle Counts, by size and amount, are determined with the use of a laser counter.

■Voltammetry measures depletion of antioxidants in lubricants.

Tests for equipment condition through the measurement of wear debris include:

■Atomic Emission Spectroscopy measures metals in parts per million (limited to particles under 10 microns in size).

■Ferrous Density, both direct-read ferrogram and particle quantifi er, measures ferrous particles without the size limitation of emission spectroscopy.

■Analytical Ferrography looks at size, shape and color (the three most important physical characteristics of a particle)to determine the wear mechanism and severity in machinery.This is the only common oil-analysis test that can justify equip-ment shutdown.

Introduction To Common Oil-Analysis Tests

(And How To Take A Successful Sample)Ray Thibault, Contributing Editor

©OLIVIER - FOTOLIA.COM


LAB SPOTLIGHT

Sampling GuidelinesAny successful oil-analysis program begins with sampling. Remember, though, that bad data is worse than no data. Thus, if you’re collecting samples incorrectly, an oil-analysis program is a waste of time and money. Key guidelines include:

■ Take warmed-up machine samples while equipment is running. If that’s not possible, sample no later than 30 minutes after shutdown

■ Use clean, sealed bottles and fl ush the system properly (at least 5-10 times the sample-line volume). This is critical when running particle counts.

■ Collect samples from the right location:

❖ Sample from live fl uid zones. Fluid is moving through the system. The best spot is the return line back to the reservoir.

❖ Sample, if possible, from a turbulent region (such as an elbow) to get better particle distribution.

❖ Sample downstream from components such as bearings, gears, etc. Never sample after a fi lter, unless you’re trying to determine fi lter effi ciency.

❖ Sample from the same location each time. This is diffi cult with static sampling, especially with the use of a plastic tube and vacuum gun. Use permanent pitot tubes, where possible, when conducting static sampling. Never do drain samples from the bottom of a reservoir.

■ Properly document samples on the sample bottle. It’s not uncommon for incor-rect information to end up on a sample bottle, which leads to erroneous results.

■ Send samples immediately to the laboratory. An unsent sample may contain infor-mation on potential problems that can’t be identifi ed until the sample is analyzed.

■ Properly establish sample intervals based on the following criteria:

❖ Criticality is the most important factor. The typical interval for critical equipment is monthly.

❖ OEM recommendations are important. Some OEMs provide sampling-interval guidelines.

❖ Environmental conditions can dictate frequency. Severe environments necessitate more frequent sampling.

❖ Current PMs and lube- and fi lter-changing schedules can also dictate sampling frequency.

❖ Historical problems with the equipment (or similar equipment) may call for more frequent sampling.

What’s Next?During 2011, this column will explore some of the most important oil-analysis tests. In the next issue, the focus will be on Particle Count Testing. LMT

For more info, enter 03 at www.LMTfreeinfo.comFor more info, enter 69 at www.LMTfreeinfo.comFor more info, enter 69 at www.LMTfreeinfo.com

Dedication

Technical Ability

Why would you need to useany other lab?

Contact Herguth Laboratories, Inc.today to fi nd out what sets us apart.

1-800-OIL-LABS • www.herguth.com

Customer Service

Integrity

Systems


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26 | LUBRICATION MANAGEMENT & TECHNOLOGY SPONSORED INFORMATION JANUARY/FEBRUARY 2011

CONTAMINATION SOLUTIONS SHOWCASE

To achieve a world-class lubrication program, standards must be developed for how to modify each common type of machine for lubrication, contamination control, inspec-

tions and oil sampling. While traditional desiccant breathers work quite well for most applications, they may not always be the best choice.

Bath-lubricated systems don’t normally breathe very much—thus, they put only a moderate demand on the breather with respect to dehumidifi cation. The problem with using a trad-itional disposable desiccant breather for such an application is that the breather is always exposed to the ambient environment and always stripping moisture, whether the system is breathing or not. As a result, the life of the breather is unnecessarily curtailed, potentially requiring frequent replacement. Many users choose to continue with the use of standard breathers in these circumstances as the value is still there, BUT there is a better way: Seal the breather when the system isn’t breathing. That’s the idea behind hybrid breather technology.

The Better Way/The Best FitHybrid breathers combine the features of traditional desic-cant breathers with expansion chambers and low-pressure check valves so that the system is effectively sealed until it needs to breathe as a result of expansion or contraction in the headspace. With the desiccant stage protected from the ambient environment, the breather only dehumidifi es the incoming air, thereby increasing the life of the breather signifi cantly. In humid environments, it is common for hybrid breathers to last fi ve or more times longer than tradi-tional desiccant breathers.

When volumetric changes are relatively small, the bladder system in a hybrid breather—such as Des-Case’s Hydroguard™—infl ates or defl ates. When this volume is exceeded, the low-pres-sure check valves on the bottom of the breather open to allow the exchange of air with the environment, wherein the air is fi ltered and dehumidifi ed as with a typical desiccant breather.

For any system that breathes intermittently and has an air-fl ow rate requirement below 2.5 cfm, the hybrid breather is by far the best option. The use of these breathers, combined with good seals and good oil-handling practices, will often reduce the frequency of need for periodic offl ine fi ltration—allowing cleanliness targets to be met with minimum effort.

For those applications that are exposed to very humid environments or washdown activities, but also require large air-fl ow capacity, there are breathers equipped with large check valves, like Des-Case’s Extreme Duty breather: It can accommodate fl ow rates of up to 16 cfm while still protecting the desiccant from unnecessary exposure to moisture. The Extreme Duty breather doesn’t have an expansion bladder, but does offer a rugged, automotive-grade housing for appli-cations exposed to high vibration levels.

When it comes to selecting breathers, the “one-size-fi ts-all” approach is not really ideal. Today, there are many different designs available and there is defi nitely a best fi t for each particular application. Breather selection is an important part of the process of developing a world-class lubrication program and should not be oversimplifi ed. LMT

E-mail Jarrod Potteiger at [email protected].

Selecting The Right Breathers For

Bath-Lubricated Systems

Des-Case Hydroguard Breather

Jarrod PotteigerProduct and Educational Services Manager

Des-Case Corporation

A “one-size-fi ts-all” approach to contamination solutions won’t take your program where it needs to go.



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PROBLEM SOLVERS


Cooling-Lubricant Supply System

Rexroth’s new Rapidstar Supply Unit (RSU) supply system for cooling lubricants offers the

advantages of a modular system for low- and high-pressure supply. When paired with the company’s KST booster, high-pressure genera-tion is moved into the hydraulic unit when internally cooled tools are used. This omits the motor-pump supply line on the cooling-lubricant side and reduces energy consump-tion up to 88%.

Bosch Rexroth AGHoffman Estates, IL

Bio-Based Penetrating Lubricant

G2 Fuel Technologies’ Bio-blast is a fast-acting, penetrating lubricant with patented additives and bio-solvents that won’t stain metals. It drives out mois-ture, providing a high dielectric insulating property in electrical equipment and

removing rust and dirt. This recyclable product contains no VOCs, is USDA-certifi ed as Bio-Preferred and meets ASTM D-5864 standards for ultimate biodegradability.

G2 Fuel TechnologiesTampa, FL

Chemical-Resistant Bearing

The iglide® C210 bearing from igus® delivers superior resis-tance to a range of acids, solvents and hydrogen peroxide, and can handle continuous temperatures of 212 F. As with

all iglide products, the bearing’s tribo-polymer is lubrication-free and corrosion-resistant, making it resistant to the aggres-sive chemicals used in food and packaging industries.

igus, Inc.East Providence, RI For more info, enter 31 at www.LMTfreeinfo.com


For more information on this “expert in a box” approach to successful lubrication programs, contact ENGTECH Industries

at 519.469.9173 or email [email protected]* Amortized over one year

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

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

Whether you’re looking to increase asset utilization and maintainability, reduce contamination, downtime, energy consumption and/or your

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

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


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PROBLEM SOLVERS

Tough Food Grade Lube

J&B Industries offers White Guard Supreme H-1 Food Grade lubricant (fortifi ed with PTFE) for use in a

number of applications, including food processing and packaging. According to the company, the product is highly resistant to heat, water washout, acid and alkaline cleaners such as those found in meatpacking plants, water and wastewater treatment facilities, bottling operations, bakeries and canneries. With its rust and corrosion inhibitors, White Guard Supreme is well suited for conveyors, rollers, slides, bearings, chains, sprockets and guide rails. It has a Timken load of 40 and a drop point of 510 F.

J&B IndustriesRio Hondo, TX


Dual-Gauge Filter Adapter

The LF-9904 dual-gauge adapter from Schroeder Industries fi ts in the existing pressure indicator port of any Schroeder fi lter, providing a fast and safe way to take oil samples or test pressures in hydraulic or pneumatic systems under opera-

tion. Its two ports can sample upstream and downstream fl uid, which allows for the use of two test points not previously built into the fi lter. The adapter’s standard Viton seal is compatible with most hydraulic fl uids and petroleum products.

Schroeder IndustriesLeetsdale, PA

Variable-Area Lubrication Flowmeters

Universal Flow Monitors has added compact, noncontact magnetically coupled transmitters to its line of variable-area lubrication fl owmeters, replacing potenti-ometers that can easily wear out. Optional alarm switches protect machinery and

minimize downtime in the event of fl ow failure. The entire line can be used when local fl ow indication and mechanical fl ow switching or 4-20 mA transmitters are desired.

Universal Flow Monitors, Inc.Hazel Park, MI



ATP List ServicesEllen Sandkamwww.atplists.com

1300 S. Grove Ave., Suite 105, Barrington, IL 60010847-382-8100 x110 / 800-223-3423 x110

[email protected] / [email protected]


Customized, Targeted Lists For

Your Marketing NeedsAdditions To Machine-Safety Line

Elobau’s machine-safety line now includes solenoid interlocks, emergency stop buttons and standstill monitors that complement the company’s safety

sensors and control units for applications up to SIL 3 and PLe. Safety sensors in SS housings for food processing applications also are available.

Elobau Sensor Technology, Inc.Gurnee, IL

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IndexADVERTISER WEBSITE CIRCLE # PAGE #

Access LMTfreeinfo.com and enter the circle number of the product in which you are interested, or you can search

even deeper and link directly to the advertiser’s Website.

JANUARY/FEBRUARY 2011 • Volume 12, No. 1


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

1300 South Grove Avenue, Suite 105Barrington, IL 60010

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

www.LMTinfo.com

A2 Technologies ................................ www.a2technologies.com ....................... 62 ..................... 5

ATP Lists ............................................ www.atplists.com .................................... 72 ................... 29

Baldor Electric Company ................. www.dodge-pt.com ................................. 68 ................... 23

Bel-Ray Company ............................. www.belray.com ...................................... 61 .................IFC

Des-Case Corporation ..................... www.descase.com/fl owguard ................. 70 ................... 27

Engtech Industries Inc. ..................... www.engtechindustries.com .................. 71 ................... 28

EXAIR Corporation ......................... www.exair.com ........................................ 67 ................... 22

Herguth Laboratories, Inc. ............... www.herguth.com ................................... 69 ................... 25

Hy-Pro Filtration .............................. www.hyprofi ltration.com ....................... 63 ..................... 7

Lanxess Corporation ........................ www.mpp.us.lanxess.com ...................... 64 ..................... 9

Lube Starz .......................................... www.lmtinfo.com/lubestarz ................... 66 ................... 17

MARTS .............................................. www.martsconference.com .................... 73 ................... 31

Royal Purple ...................................... www.royal-purple-industrial.com ......... 74 ..................BC

ACHIEVING EFFICIENCIES THROUGH PRACTICES & PRODUCTS

SALES STAFF

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


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

[email protected]

CLASSIFIED ADVERTISING3629 N.Sonoran Heights

Mesa, AZ 85207480-396-9585

JERRY [email protected]

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

Mesa, AZ 85207480-396-9585

JERRY [email protected]

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


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

[email protected]

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

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

VINCENT [email protected]

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

1750 Holmes DriveWest Chester, PA 19382

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

[email protected]

OH, KY, TN135 N. Rocky River Road

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

JOHN [email protected]

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

CLASSIFIED

For rate information on advertising in the Classifi ed Section Contact your Sales Rep or

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

Specializing InMachinery Health Personnel

PM & PdM Field Service • Mgt • Sales • Hrly

Nationwide • Confi dential • All Fees Company Paid

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

Ellen Sandkam www.atplists.com847-382-8100 x110 / 800-223-3423 x110 [email protected] / [email protected]

ATP List

Services

ATP Services

Customized, Targeted Lists For Your Marketing Needs

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http://www.LMTfreeinfo.com

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APRIL 26-29, 2011

The Capacity Assurance Conference!

APRIL 26-29, 2011

The Capacity Assurance

Conference!MAINTENANCE and RELIABILITY TECHNOLOGY SUMMITMAINTENANCE and RELIABILITY TECHNOLOGY SUMMIT

MAINTENANCE and RELIABILITY TECHNOLOGY SUMMITMAINTENANCE and RELIABILITY TECHNOLOGY SUMMIT

Reliability Is Gold

MARTS 2011 Attendees Will Enjoy...

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

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

• 30 hour-long Conferences over two days – Wednesday, April 27 and Thursday, April 28 – kicked off by international reliability expert

and best-selling author James Reyes-Picknell

• 7 full-day Workshops on Tuesday, April 26

• 6 full-day Workshops on Friday, April 29

• Two professional certifi cation opportunities

Now entering its eighth year, MARTS is an exciting learning event in a great location that helps reliability professionals at all levels improve their skills

and excel on the job. Pricing and attendance options for every budget make it easy for individuals or groups to share the MARTS experience.

Registration is open at www.martsconference.com

Meet The Experts At


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For more information on Royal Purple, visit royal-purple-industrial.com today.

“...we extended drain intervalsfrom every 15 days to everythree months AND reduced

engine repairs and replacements.”

Luis GarzaKingfisher Marine

Most efforts to improve operating efficiency and lowermaintenance costs are labor intensive and involve painfulcultural changes. Numerous progressive companies haveexperienced significant cost savings simply by upgradinglubricants. You can learn how by reading the special report‘Lowest Total Cost of Ownership’. This special reportincludes extensive case studies that document real-worldsavings through lubricant upgrades.

Get your FREE copy of the ‘Lowest Total Cost ofOwnership’ today by calling 866-447-5173 . . .

For more information on Royal Purple, visit royal-purple-industrial.com today.


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