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contentsMARch/APRIL 2012 • vOL 13, nO. 2 • www.LMTinfo.com

AchIevInG effIcIencIeS ThROUGh PRAcTIceS & PRODUcTS

eQUIPMenT-SPecIfIc LUBe SeRIeSFeAtures

8 Part II: Electric Motor Lubrication Attention to these best practices and troubleshooting techniques can help deliver the TLC your motors deserve. Ray Thibault, Contributing Editor

14 At nSK, ‘Low friction’ equals Sustainability � is manufacturer equates the energy-saving qualities of its products with its campaign to cut waste and pollution. Rick Carter, Executive Editor

UTILITIeS MAnAGeR22 Big Money Talks William C. Livoti 23 energy Waste You Didn’t Know About (Do You care?) What you haven’t been able to see before now, probably has been biting you in a big way. Frank Healy, Fluke Corporation

DeLIveRInG The GOODS27 The Anatomy Of A centralized Lubrication System: Multipoint, Pump-To-Point A child of the Industrial Revolution, this type of system is still working hard in a range of applications. Ken Bannister, Contributing Editor

MAInTenAnce LOG29 Bearing Monitoring Keeps coal Safely On The Move Here’s how proactive condition monitoring is helping an energy-services provider defuse a process safety challenge. Jane Alexander, Editor, with Patrick Parvin, SPM Instrument, Inc.

ReLIABILITY fILeS34 vibration Analysis: It’s finally In Your hands

36 choose The Best hydraulic fluid for The Job

On The ROAD TO SUSTAInABILITY

dePArtMeNts6 from Our Perspective

20 MARTS 2012 Roundup

38 Supplier Index

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.com

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Achieving effi ciencies Through Practices & Products

March/April 2012 • Volume 13, No. 2

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It’s Coming! Are You Ready?

Categories:Innovative Devices, Gizmos & Gadgets

Innovative Processes & Procedures

Innovative Use of Third-Party Resources

Categories:Innovative Devices, Gizmos & Gadgets

Innovative Processes & Procedures

Innovative Use of Third-Party Resources

Entry Forms Available May 1 At www.reliabilityinnovator.comEntry Forms Available May 1 At www.reliabilityinnovator.com


The Grand Prize Goes To: The Team of Chuck Reames and Chris Labat

of Shaw Group Maintenance, Inc.,and LOOP, LLC, respectively

Category Winners: Innovative Devices, Gizmos & Gadgets:

Michele Laramee, Leading a Team from Buyer Source

Innovative Processes & Procedures: Chris Dixon, of Hemi-O Technologies

Innovative Use of 3rd-Party Resources: A Sandia Labs Team, Led by Mike Quinlan,

Working with 3rd-Party Resource Doc Palmer

CongratulationsTo Our 2011

Winners

CongratulationsCongratulationsCongratulationsCongratulationsCongratulationsCongratulationsCongratulationsCongratulationsCongratulationsCongratulationsCongratulationsCongratulationsCongratulationsCongratulationsCongratulationsCongratulationsCongratulationsCongratulationsCongratulationsCongratulationsTo Our 2011 To Our 2011 To Our 2011 To Our 2011 To Our 2011 To Our 2011 To Our 2011 To Our 2011 To Our 2011

WinnersWinnersWinnersWinnersWinnersWinners

6 | LUBRICATION MANAGEMENT & TECHNOLOGY MARCH/APRIL 2012

FROM OUR PERSPECTIVE

Ken Bannister, Contributing Editor

Few would disagree that today’s automobiles are safer, more reliable and higher-tech in their most basic forms than those of the past. In

contrast, most would agree that the experience of buying a vehicle—new or used—from a dealer hasn’t improved much over the past 30 years. As an avid “autophile,” I’ve often made the dreaded dealership walk, including just a few weeks ago. This time was different.

With my test-drive completed, the fi rst part of the purchasing act was consummated in the normal, acerbic manner (i.e., compulsory wran-gling over what I wanted to pay and what the Sales Manager was willing to sell for, using the Salesperson as the “go-between.”) With a tempo-rary agreement reached, I’m led to the Finance Manager’s lair to complete the second part of the deal. You’ll recall that’s where you’re subjected to fi nancing offers and a heavy pitch to purchase things like hitches, undercoating, rustproofi ng and upgraded factory-warranty options. Oh, how the dealer’s “team” has stepped up its game!

Congratulating myself for having resisted all the fi nance “deals” and overpriced add-ons, I wasn’t prepared for the big gun that was rolled out: a factory-developed “bathtub” curve failure dia-gram for my selected vehicle model—similar to what Reliability Centered Maintenance (RCM) uses. The vertical axis represented maintenance costs (in thousands), while the horizontal axis refl ectedtime/miles traveled per year (in 12k miles incre-ments) for up to seven years, which is, coinciden-tally, a vehicle’s average expected useful lifespan. Heavy vertical lines were scribed at the 3yr/36k, 5yr/60k, 6yr/72k and 7yr/84k marker points. Plotted on the graph was a line representing maintenance expenditure: It started in the low hundreds of dollars and depicted a small rise and fall over the fi rst three months (the infant mortality period). It leveled off for the rest of the fi rst year, climbed steadily into years two and three, then went into a steeper rise from years three to seven. “RISK/EXPENSES” were labeled on the line along its steepest point.

Along with the graph, the Finance Manager provided a typed sheet of typical repairs for years one to seven and the cost for each failure.

The purpose of these visuals was to sell an extended warranty, the cost of which was discussed for each marker point: the three-year point being the free warranty, and each point thereafter increasing consid-erably in price. Everything was explained in terms of a typical ROI. The power of the dealer’s new “asset reli-ability vs. cost” approach was undeniable. When asked, the Finance Manager admitted it had been a “massive” success in helping sell extended warranty packages (with the fi ve-year product the most popular).

As a purchaser attempting to make a cost/value-based decision, I found the new approach refreshing, meaningful and useful. The auto-maker has simply delved into its failure history and assessed the numbers and categories from previous model years to build quite an effective sales tool. Sound familiar?

With a little effort, we can all extract this type of risk/expense/failure information from our CMMS, display it in a visual format, and position it to validate the implementation of a lubrication-management program—or any other type of maintenance-improvement program—based on real-life data. As my car dealer would remind you, this is a great way to sell!

Ready to put your maintenance history to good use? Good Luck! LMT

[email protected]

History Always Points To The Future

The power of the dealer’s new

‘asset reliability vs. cost’

approach was undeniable.


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Ray ThibaultCLS, OMA I, OMA II, MLT, MLT II, MLA II, MLA III

Contributing Editor

Attention to these best practices and troubleshooting techniques can help deliver the TLC your motors deserve.

Part II

Electric Motor Lubrication

Tools and techniques to optimize equipment reliability...

MARCH/APRIL 2012 www.LMTinfo.com | 9

EQUIPMENT-SPECIFIC LUBE SERIES

Electricians, oilers, lube technicians and operators hold the key to electric-motor reli-

ability: It’s their ability to be proactive about their equipment. That means working

to prevent motor failure with proper lubrication practices and early identifi cation

of potential problems through proper troubleshooting techniques.

Electric motors are a major component of every plant—possibly accounting for up to half of a site’s rotating equipment. They are also among the least-understood and least-appreci-ated equipment categories. Many articles have been written on electric-motor lubrication, in particular grease lubrica-tion. Here (in the second article of a seven-part series), we discuss the three major motor-lubrication strategies: oil, grease and oil mist.

Oil lubricationOil is used with many large motors. Horizontal or vertical in design, such units can be bath- or pressure-circulation-lubricated. Sump capacities range from three quarts to several gallons.

Figure 1 shows a horizontal motor that’s lubricated with an oil bath maintained by bottle oilers. Many larger motors have sleeve bearings and are lubricated by a fl inger or slinger ring in an oil bath. For sleeve bearings applications at speeds of 3600 RPM, ISO 32 rust- and oxidation-inhibited oil (R&O) is recommended. At speeds of 1800 RPM and lower, ISO 68 oil is recommended. In areas with high ambient temperatures, some plants use an ISO 68 for all normal-speed equipment and ISO 100 for very low speeds.

Figure 2 shows a vertical motor with a top thrust bearing—such units are normally oil-lubricated. Most common thrust-bearing types are angular-contact or spherical-roller in nature: They’re fl ooded. The bottom bearings are usually sleeve or rolling-element types. Recommended lubricants are R&O ISO 32 and ISO 68 for ball-type and ISO 150 for spherical rollers.

A major indicator of oil-lubricated electric-motor prob-lems is an increase in equipment temperature. During a motor inspection, it’s important to measure that tempera-ture increase, preferably with an infrared non-contact thermometer (commonly referred to as a heat gun). The operator should be aware of what the normal temperature range for a specifi c motor is—maybe 150-160 F—and report major variances of 10-20 F degrees so that proper condition-monitoring tools can be applied to identify the problem.

Proper use of the heat gun is a must. Consistency on where/from what distance to take a temperature reading is crucial. On some heat-gun models, sighting in where two bisecting infrared dots merge will establish an accurate, repeatable distance from the target. Be sure to increase the reading by

Fig. 1. This horizontal motor is lubricated with an oil bath main-tained by bottle oilers.

Fig. 2. Vertical motors with top thrust bearings, like the unit shown here, are normally oil-lubricated.

(Author’s Note: Much of the information in this series is based on the practical knowledge of real-world

lubrication professionals. Once such expert is Mark Kavanaugh who has over 42 years of experience in large

manufacturing operations, and is currently responsible for coordinating the lubrication of thousands of pieces

of rotating equipment in a refi nery. Mark is certifi ed as a CLS, MTL I and MLA II.)


EQUIPMENT-SPECIFIC LUBE SERIESEQUIPMENT-SPECIFIC LUBE SERIES

10-15 F degrees to account for the motor’s housing thick-ness. Direct oil-temperature readings should be taken from the sight glass or bottle oiler. Common problems that lead to overheating include:

■ Low oil level■ Inoperative slinger ring■ Misalignment■ Insuffi cient bearing clearance■ Shaft damage■ Oil-seal rubbing on shaft■ End thrust on bearing face■ Plugged oil passages in a circulating system■ Lubricant contamination

If slinger rings are used, they need to have the right oil level to operate properly. The ring is normally 1.5 times the diameter of the shaft and the oil level needs to be between 1/8” - 3/8” from the inside bottom of the ring. Equipment misalignment will cause slinger rings to be cocked and not function prop-erly. A better alternative is to attach a fl inger directly to the shaft to properly lubricate the motor bearings. The oil level associated with a fl inger isn’t as critical as with a slinger ring—and is usually close to ½” from the outside bottom of the fl inger.

Grease lubricationMany articles have been written on the grease lubrication of electric motors. This section will summarize some of the best practices from different plants.

Horizontally mounted, grease-lubricated motors (like the unit shown in Fig. 3) are more common than vertical motors (which can, in some cases, also be greased). The most common bearing found in horizontal motors is the single-row deep-groove type. In some cases cylindrical rollers are used. Some of the major questions to be addressed in the greasing of electric motors bearings are:

■ Should the motor be stopped or running during greasing?■ What type of grease should be used?■ How much grease should be added?■ How frequently should the motor be greased?■ What is the proper procedure in greasing a motor?

Some OEMs recommend greasing motors while stopped; others recommend greasing as a motor runs—most plants take the latter approach (running). Greasing stopped motors is utilized in some plants during shutdowns.

New or rebuilt motors are greased stopped—until grease emerges from the vent plug to be sure both the supply and vent lines are fi lled before operation. Upon startup, the vent plug should be open for at least 30 minutes to expel any excess grease.

The most popular grease for electric motors is now a low-noise polyurea thickener NLGI 2 with a mineral viscosity of 100-120 cSt. These greases are also usually low-bleed, and some have synthetic PAO as the oil. Many people still use an NLGI 2 lithium-complex thickener with a synthetic or mineral oil. Unfortunately, different grease thickener types often have compatibility problems—for example, some polyurea and lithium thickeners are incompatible. To avoid incompatibility problems during an electric-motor rebuild, it’s critical to use the same grease as the plant will be using to lubricate it.

There are a number of ways to determine the proper amount of grease to add to electric motors. OEMs publish tables on the proper amount to add in cubic inches, cubic centimeters, ounces and grams based on the bearing number or frame size. For example, 1.8 in3 is equivalent to one ounce by weight of grease. The proper amount to add can also be calculated based on the formula: Gb = DB/10 (where Gb = ounces of grease, D = bearing outside diameter in inches, and B = bearing width in inches).

While electric motors play a

major role in most plants, with

regard to lubrication, they are

one of the most misunderstood

equipment categories.

Fig. 3. Horizontally mounted, grease-lubricated motors are more common than vertical motors (which, in some cases, can also be greased).



Once the calculation has been made, the number of shots per ounce needs to be determined based on the type of grease gun being used. You have several options for this:

■ Use a grease meter that attaches to a grease gun and measures the amount dispensed in ounces and cubic inches.

■ Use a postage scale and weigh out ten shots and convert to shots per ounce for that particular grease gun.

■ If available, fi ll an old 35mm fi lm canister with grease and count the strokes. This is about one ounce of grease.

Because there is a large variance in strokes per ounce for different grease guns, try to use the same type for all of your electric motors. A good idea is to color-code your grease guns. Put a colored rubber sleeve around a gun, and attach a rubber zerk cap of the same color to the electric motors on which you’ll use the gun.

How frequently a motor should be greased is related to factors such as speed, ambient temperature, horsepower, severity of operation and load confi guration. You should initially follow the OEM’s guidelines and modify based on your conditions and experience.

It should be noted that vertically mounted electric motor bearings are greased twice as frequently as horizon-tally mounted bearings. Table I lists general guidelines for greasing frequency.

Table II shows frequency guidelines for NEMA contin-uous-duty electric motors that a large manufacturing opera-tion determined for itself.

Procedures for greasing electric motors properly have been the topic of many articles—suffi ce it to say that there are many different ways that constitute “proper.” The strategies presented here are based on the procedures used in several successful industrial lubrication programs.

In many respects, bearing confi gurations determine a proper greasing procedure. The following guidelines should be considered:

■ Small sealed-for-life bearings should never be greased. To prevent accidental/inadvertent greasing, remove or plug the zerk. (Such greasing has been known to cause motor failure.)

■ Double-shielded bearings usually are not greased. Although not recommended, if you elect to grease these bearings, be sure to do it very slowly; use half the amount of grease calculated; and reduce the interval by half.

Most electric motors are either open- or single-shielded on the inboard side. The PROPER PROCEDURE described below focuses on these bearing confi gurations.

Keep in mind that too many motors are over-greased, which can lead to premature bearing failure. Work done by John Underwood at DuPont has shown that when running motors are greased properly, very little lubricant (if any) escapes from the purge plug.

The PROPER PROCEDURE is to calculate the correct number of shots and to add no more. If grease comes out of the plug before you reach the calculated number of shots, STOP GREASING. (Be sure to remove the purge plug and clean out the line with a wire brush before you begin applying the grease.)

Ultrasonic technology—for helping determine the correct amount of lubricant and frequency of application—is another helpful tool in the proper greasing of motors.

■ If using ultrasound, attach the probe to a safe location near the bearing. If the audible level is less than the established baseline, no lubrication is required. As an example, two plants I am familiar with have readings of 40-50 decibels for their typical level and no lubrication is required at or below these levels.

■ Remove grease purge plug, if accessible, and clean out hardened grease with a wire brush. If a Gits cup or Alemite relief-type valve is in place, this is done automatically.

■ Wipe zerk and grease-gun tip with a lint-free rag.

■ Safely discharge one stroke from gun into the rag.

Table I. General Guidelines for Greasing Frequency of Electric Motors

Table II. Frequency Guidelines for NEMA Continuous-Duty Electric Motors, as Determined by a Large Manufacturing Plant for Its Own Operations

Horizontal 12Vertical 63600 RPM 4High Ambient Temperature 3Standby Operation 36Belt Drive/Roller Bearings 6

Motor Type Greasing Frequency in Months

Motor Rating (hp) 1/4 to 7.5 10 to 40 50 to 150 Over 150 Easy 10 years 7 years 4 years 1 year Standard 7 years 4 years 1.5 years 6 months Severe 4 years 1.5 years 9 months 3 months Very Severe 9 months 4 months 3 months 2 months T

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■ Slowly add the correct amount of grease.

◆ Calculate the number of shots based on bearing dimension.

● Inject the calculated number of shots.

● Discontinue if, at any time, grease emerges from vent.

● Discontinue if resistance is encountered.

◆One petrochemical operation has used the following procedure successfully for many years.

● Remove purge plug and clean out vent.

● Install a plastic tie-wrap until it touches the bearing.

● Slowly add grease until tie-wrap moves slightly.

● If the calculated number of shots is reached before movement of the tie-wrap, discontinue greasing.

◆With ultrasound probe properly attached, slowly add grease.

◆Continue to add grease as sound level decreases and until its level starts to rise.

◆ If an audible rise doesn’t occur, discontinue greasing when the calculated number of shots has been reached or if grease comes out of the vent plug.

◆Remove probe from motor.

■ Once the greasing has been completed, let the motor run at last 30 minutes to expel any excess grease before rein-stalling the purge plug.

Who performs the greasing of electric motors varies from plant to plant. Some sites will only permit electricians to do it; others will allow it to be done by operators and lube technicians.

Some plants that utilize ultrasonics have one designated person to do all the greasing. Such a strategy offers the advan-tage of consistency in the greasing program—if possible, this approach is highly recommended.

It’s interesting to note that when ultrasonic technology is employed in the greasing of electric motors, in many cases the amount of lubricant used is signifi cantly less than the calculated amount. What this means is that even with calculated amounts, over-greasing is still occurring. That said, electric-motor ball bearings simply don’t require much grease.

Oil-mist lubricationOil-mist lubrication has been a staple in the refi ning and petrochemical industries for over 50 years. This technology offers a number of advantages in the lubrication of electric-motor bearings:

■ Signifi cantly cooler-running bearings (15-30 F)■ Clean once-through lubrication■ Greatly reduced bearing failures ■ Trouble-free lube system (no moving parts)■ Alarm systems that monitor oil level and fl ow rate

One study, conducted over a three-year period, evaluated oil-misted and greased electric motors and recorded asso-ciated failures. The results were noteworthy: The greasedmotors in this study had 40 failures out of 16 motors. The misted units had just two failures out of 400 motors.

Figure 4 illustrates a typical oil-mist system. One system can lubricate equipment over a distance of up to 600 linear feet. The system consists of the following components:

Fig. 4. One oil-mist system can lubricate equipment installed over a distance of 600 linear feet. (Source: Lubrication Systems Co. [LSC])

Always remember this:

Just because a little lubrication

is good does NOT mean that

more is better. It’s not.

Over-greasing can kill a motor.



■ Central oil-mist console ■ Distribution network■ Manifolds■ Reclassifi ers■ Oil-mist collection containers

The mist that’s generated is one part oil to 200,000 parts air, with the oil particles less than three microns in size. A reclassifi er converts the mist to a light fi lm of oil that lubri-cates the bearing. The typical system operates at 10-20 inches of water-column pressure—most try to run at 20, which is less than one PSIG.

Oil-mist systems typically use ISO 68 polyalphaolefi ns and diesters. Since the clearances are very tight in the reclassifi er orifi ce, any wax buildup from the oil at cold temperatures will plug them. Many plants in warmer climates use an ISO 68 or ISO 100 Group II mineral oil with low-paraffi n content.

Figure 5 illustrates how oil-mist technology works on an electric motor: The dry mist fl ows through a reclassifi er to produce wet mist deposited as a light lubricant fi lm on the bearing.

To avoid potential problems with oil mist, the motor-bearing housing should be refi tted with labyrinth-type bearing protection (such as Inpro/Seal bearing isolators or Iso mag seals). Bearing and stator housings must be fi tted with open drain lines that are piped to the oil-mist collection pot. Motor service leads must be sealed in the conduit at the junction box to prevent the mist from traveling back to the switch house.

The following is a useful checklist for operators of oil-misted electric motors:

■ Daily… Check for green light on top of mist console. Perform visual mist inspection at bearing housings and collection pots. Check mist console to verify mist header pressure, mist quality, air pressure, air temperature, oil temperature, reservoir oil level and supply-drum level.

■ Weekly… Drain collected oil from header drain legs, manifold drops, collection pots and bearing-housing sight glasses. Check distribution system for leaks or sags in the header piping.

■ Quarterly… Ensure PM and inspection of the entire system by the vendor or qualifi ed inspector.

ConclusionAlthough electric motors are critical to the operation (and, ulti-mately, the profi tability) of most plants, in some facilities they’re one of the most neglected equipment categories. Don’t let this be the case at your site—especially when it comes to lubrication.

There are countless opinions on how to properly lubricate motors. This article has attempted to encapsulate a range of best practices employed by some of the most successful industrial lube programs. One of its key points and most valuable takeaways is this: Just because a little lubrication is good, does NOT mean more is better.

Greasing a motor until your chosen lubricant comes out of the purge plug will not improve the health of your equipment. This technique—which, sadly, is still used in too many facili-ties across industry—can result in severe over-greasing and, in many cases, shorter motor-bearing life. In fact, it would almost be better NOT to grease at all than to use this method.

Coming upThe May/June installment of this series will cover proper pump-lubrication and troubleshooting techniques. The focus will primarily be on centrifugal pumps. LMT

Fig. 5. In a typical oil-misted electric-motor application, dry mist fl ows through a reclassi-fi er to produce wet mist that’s deposited as a light lubricant fi lm on the bearing. (Source: LSC)

Ray Thibault is based in Cypress (Houston), TX. An STLE-Certifi ed Lubrication Specialist and Oil Monitoring Analyst, he conducts extensive training for operations around the world. Email: [email protected].



ONTORoad

THE

The Japan-based bearing maker

equates the low-friction, energy-

saving qualities of its products

with its aggressive campaign

to cut waste and pollution.

Its NSK Americas group is

a strong part of the team.

Rick Carter Executive Editor

At NSK, ‘Low Friction’ Equals Sustainability

Led by President and CEO Brian Lindsay, NSK Americas, headquartered in Ann Arbor, MI, oversees 2500 workers at production plants and support facilities in the U.S., Canada, Mexico, Brazil and Argentina.

At the back of NSK’s 2011 Corporate Social

Responsibility (CSR) Report, the Tokyo-based

bearing manufacturer includes a sampling of

opinions about the company’s CSR efforts from

some of its 26,000 global employees. Asked to fi nish

this sentence, “Our CSR is…,” their comments range

from lighthearted (“Our CSR is to share delight”) to

thoughtful (“Our CSR is an activity which unifi es a

company and employees with its environmental goals”).

One makes a simple connection between the compa-

ny’s fundamental product mission and its CSR goals:

“They are about ensuring that our products reduce fric-

tion, which means less wasted energy.”

This article fi rst appeared in the April issue of Maintenance Technology magazine.

ON THE ROAD TO SUSTAINABILITY


That last comment captures the essence of a company best known for its automotive bearings (but also produces other automotive components and linear motion products) and whose value proposition includes the impact its main products have—from design through manufacture and use—on the world at large. The statement also gives dimension to the plant-level efforts that drive the company’s environmental gains.

In Japan, for example (in fi scal year 2010), these gains include a waste-recycling rate of 99.3% (92.3% outside of Japan), CO2 emission reductions of 5.8% from FY06 levels and the creation of 16 new environmentally friendly products and technologies. The CSR Report also includes a third-party opinion of these accomplishments, which states that they have brought NSK “nearly to a fi rst stage” of envi-ronmental and sustainable maturity. The opinion, offered by a member of the Japan Research Institute, continues with the suggestion that NSK is ready to take the next step, such as “creating a vision of the future world.”

NSK in the USA

Franklin, Indiana… NSK employees at the company’s seven U.S.-based produc-tion sites believe they are already hard at work on that vision. The recycling rate at the corporation’s Franklin, IN, plant for example, “is probably as close to 100% as anyone could be, 99.9% easily,” says Kevin Dodds, Engineering Manager and Environmental Team Leader at the facility, a producer of auto-motive hub and transmission bearings. The 20-year-old plant was relatively effi cient from the start regarding sustainable benchmarks, but in the past decade undertook a new push in this direction. One of its fi rst steps was to become certifi ed to the international environmental standard, ISO 14000, in 2002.

Dodds’ unfamiliarity with ISO 14000 at that time didn’t stop the plant manager from asking him to lead the certifi -cation effort. “As an electrical engineer, I didn’t think this applied to what I would normally be doing,” he says, “but I took it on and over the last 10 years have gotten to really like it.” He credits the plant-wide cooperation required to obtain the certifi cation for opening the plant’s culture to the possibilities and importance of sustainable actions.

“ISO 14000 certifi cation is not something the cross-func-tional team can just go out and do,” he says. “If you don’t have everyone’s participation, you can’t meet the requirements.” Like those of other ISO standards, ISO 14000 requirements are a framework for a management system. To choose and defi ne the tasks needed to create the framework at Franklin, plant workers had to think about the plant’s environmental issues in a new way. Existing systems had to be measured and benchmarked. Existing procedures—processes, byproducts, what was shipped out, what was taken in—had to be redefi ned with regard to the environmental impact of each. Certifi cation (achieved in

10 months and before NSK Americas’ other operations follow-ed suit) has meant that “now everybody in the plant has certain responsibilities, which are continuously reviewed,” says Dodds. “Ask anyone on the fl oor what their responsibility is with ISO 14000, and they’ll explain it to you.”

Working toward ISO 14000 certifi cation took time to gain momentum, but not because the plant’s 250 employees were unaware of its importance. “They understood the big picture,” says Dodds, but the from-scratch benchmarking process could not be rushed. Once the benchmarking showed them where they stood, however, “people could see that with very little effort, positive results occur. Then it was easy to get people motivated and keep them involved.”

Landfi ll waste and recycling were two areas where the Franklin plant had rapid success. Before certifi cation, it had landfi lled up to 38 tons of waste each month, “which was even a surprise to me,” says Dodds. The fi rst year after certifi cation, this amount was halved, and has continued to drop ever since. “When you slap that up in front of everybody and they see the charts, they feel good about it and feel a part of it.”

The plant’s focus on recycling was inspired by “a corpo-rate initiative to get to a 98% recycling ratio,” he says, “which meant that the goal for any byproduct was to have 98% of it reused or recycled.” Even cafeteria and miscellaneous paper waste, which once accounted for 2% of the plant’s total waste material, is now reused by a local company, which incinerates the waste to generate steam for the downtown Indianapolis steam loop. “And they have pollution controls in place,” says Dodds.

waste material, is now reused by a local company, which incinerates the waste to generate steam for the downtown Indianapolis steam loop. “And they have pollution controls in place,” says Dodds.

This new NSK production equipment uses high-powered air jets to remove excess rust-prevention oil from balls that are being packed into bearings.



The only reasons the plant now falls just short of 100%, says Dodds, is that the mop-water used to clean production fl oors—which is sent out for separate treatment—may contain solids that require landfi ll disposal, and a small amount of inert ash remains from the incineration of cafeteria and paper waste.

The Franklin plant’s attention to sustainable detail also includes refi nements to manufacturing processes and building systems, such as:

■ Installation of a reverse osmosis system that enabled the plant to eliminate a deionized water system requiring the use of hazardous chemicals.

■ Reduction in kerosene usage for parts cleaning.

■ Decreased electrical usage from switching to electronic ballasts, installing more-effi cient lighting and eliminating air-system leaks.

What’s next for Franklin’s sustainability program? “Training and awareness,” says Dodds, “and making sure everybody is on board.” More system refi nements are on the agenda, too, along with “continued reduction of utilities and VOCs, maintaining compliance and working toward the total elimination of pollution.”

Dyersburg, Tennessee… NSK’s sprawling 200,000 sq.-ft. plant in Dyersburg, TN, manufactures steering columns and electronic power-steering systems for the major Japanese automakers. This not-quite-fi ve-year-old facility is, like all NSK Americas’ operations, ISO 14000-certifi ed. Both new and newly enlarged (an expansion completed in January doubled its size), the site is poised to take NSK’s sustainability numbers higher.

“As a green-fi eld plant, there’s an opportunity to do a little better than your sister facilities,” says Arlene Brown, Dyersburg’s Safety & Environmental Manager and Human Resources Manager. Dyersburg started with a single assembly line, she says, and now includes machining, heat-treating, robotic welding and soldering, all of which raise its envi-ronmental impact. Having been at the plant since it opened, however, Brown says she is confi dent the Dyersburg culture can meet new challenges.

“We started immediately recycling paper and cardboard to get that culture in the very beginning,” she says. “Then we added plastics. And when we started machining, we recycled aluminum, steel, used oils and used coolants.” The plant also recycles plastic bottles from cafeteria vending machines, gloves (which are laundered and returned) and shop towels. “The only thing we don’t recycle is general paper trash,” says Brown, and they’re working on that. When general trash is recycled, the plant’s recycling rate will match that of the Franklin facility: nearly 100%. Motion-sensor lighting, touch-less faucets and upgraded lighting in the plant’s new addition,

A newly designed spindle for grinding parts uses grease instead of oil mist for lubrication, reducing compressed air needed for the process by 75%.

NSK Main Initiatives to Reduce CO2 Emissions: Plants and Distribution Heat Treatment Production Equipment Compressors Air Conditioning Lighting Distribution

Reducing • Optimization of • Control by inverters • Prevention of • Selection of models • Upgrading to highly Electrical Usage operating conditions • Streamlining pressurized-air leaks suited to conditions effi cient equipment CO2 emitted from power • Improvement of • Reduction of • Optimization of • Control by inverters plants and regarded as production effi ciency pressurized-air use running conditions • Optimization of generated by the user • Reduction of defects • Reduction of • Upgrading to highly illumination of electricity • Downsizing pressure used effi cient equipment • Turning off lights • Development of • Control by inverters • Control by inverters new technology • Optimization of operating conditions • Upgrading to highly effi cient equipment • Development of equipment that does not use pressurized air

Reducing • Conversion to • Conversion to • Improvement ofFuel Usage cleaner energies cleaner energies load effi ciencyDirectly emitted CO2 • Streamlining • Selection of models • Joint transportationfrom the plant by • Improvement of suited to conditions • Modal shiftcombusting fuel insulation effi ciency • Optimization of

(petroleum and gas) • Optimization of running conditions operating conditions

Source: NSK CSR Report 2011



along with the commonizing of coolants and reduction of air-system losses, all contribute to shrinking the plant’s carbon footprint.

According to Brown, a second expansion at Dyersburg is planned, and it’s expected that another full-time Safety & Environmental person will be hired. This individual will report to Brown, allowing her to focus on the personnel issues that another expansion will bring.

Brown knows more growth will mean more training and more chances for her team to sharpen their environ-mental edge. As a new plant, she says, “We’ve had to dig a little deeper to fi nd things to go after,” an effort that has led her team to a stronger focus on internal auditing and training, as well as on programs that spread the word outside the plant.

“The education of our people and broadening the spectrum to assist the community by sharing things we’ve done here” are a big part of ongoing efforts at Dyersburg, notes Brown. The plant already celebrates Earth Day “in a big way,” she notes, and conducts other outreach efforts that include “educating people about specifi c things they can do at home” as well as participation in county-wide recycling drives where the plant helps its workers and local citizens properly dispose of used computers, batteries, used oil and other materials.

As new ways to save energy and cut waste become harder to fi nd at Dyersburg, Brown is clearly unafraid to continue the search, regardless of where it leads. “I plan to take my envi-ronmental team dumpster diving,” she says, “just to see what kinds of things we still have in there.”

Sustainability is the ‘S’ in NSK NSK’s environmental goals originate in Japan, but it’s up to individual plants to determine the strategies that work best for each and pursue them successfully. This does not happen in a vacuum. Thanks to tireless workers

like Marcia Fournier, Manager of Envi-ronmental Health and Safety, based at the NSK Americas headquarters in Ann Arbor, MI, all NSK Americas plants—the seven U.S. operations and one in Brazil—are regularly updated on

each other’s environmental best prac-tices and lessons learned.

“I travel extensively to visit all of our facilities,” says Fournier. “And the envi-ronmental managers at each site have a dotted line to me for communication, so

Heat Treatment Production Equipment Compressors Air Conditioning Lighting Distribution

Reducing • Optimization of • Control by inverters • Prevention of • Selection of models • Upgrading to highly Electrical Usage operating conditions • Streamlining pressurized-air leaks suited to conditions effi cient equipment CO2 emitted from power • Improvement of • Reduction of • Optimization of • Control by inverters plants and regarded as production effi ciency pressurized-air use running conditions • Optimization of generated by the user • Reduction of defects • Reduction of • Upgrading to highly illumination of electricity • Downsizing pressure used effi cient equipment • Turning off lights • Development of • Control by inverters • Control by inverters new technology • Optimization of operating conditions • Upgrading to highly effi cient equipment • Development of equipment that does not use pressurized air

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we’re very active with each plant. Next week, for example, I’m going to Brazil to support their ISO 14000-recertifi cation audit. The biggest part of my job,” she notes, “is the support mecha-nism: raising the awareness, raising the education, working with changing the culture of the sites to ensure that the sites that were new to ISO 14000 understood the benefi ts associated with it and to show people what they accomplished. And for sites that have a mature process, we keep the momentum going.”

A 10-year NSK veteran, Fournier brings her formal training as a chemist to her job, along with 17 years of experience working in a steel mill. “Even though I was intended to be working in the lab [at NSK],” she says, “we saw there was a lot of activity outside the lab that needed a chemist’s attention, such as chemical manage-ment and manag-ing environmental needs specifi c to chemicals.” So herposition “grew overthe years,” as did NSK’s emphasis on the environment.Today, each NSK Americas site hasan environmental management rep, most of whom have an assistant, explains Fournier. With the encour-agement and the approval of NSK, these leaders meet on a regular basis to sharpen their environ-mental skills.

“We get everyone together at headquarters or a different facility twice a year and we talk about any diffi culties people may have, we talk about best practices at their facilities, we share ideas and we support each other regarding managing KPIs.” Some meetings are special events, such as a recent gath-ering Fournier calls a “week-long environmental boot camp” conducted by a third party. “We made the investment to ensure everyone had a baseline knowledge of our environmental requirements,” she says. Team meetings sometimes involve benchmarking, such as a recent one that involved a plant near

NSK’s Franklin facility. “We benchmarked that one to see how they manage their environmental targets,” recalls Fournier, “and we took some of their ideas.” One of these was to join EPA’s WasteWise program, which, she says, “is what gives us our sustainability numbers with regard to how many trees and how much water we’ve saved.”

Fournier and her colleagues say the regular strategy meetings refl ect the heightened emphasis on sustain-ability within NSK Americas. The emphasis coincided with

a recent infl ux of new management members that, she says, brought in the concept of accountabil i ty, as well as report-ing, sharing and analyzing data.

The President and CEO of NSK Amer-icas, Brian Lindsay, (appointed in 2009) was part of the new team. He is clearly committed to the company’s continu-ous improvement insustainability. As he describes it, “I under-stand that environ-mental stewardship needs a focus, and part of that focus is to create and estab-lish a position within the Americas that e nv i r o n m e n t a l excellence is para-mount.” With 35 years of experience working

in and running industrial operations around the globe, Lindsay says he’s happy to be “proactively seeking out the right thing to do [environmentally] rather than focused on avoiding doing the wrong thing.” He has already overseen the complete revision of NSK Americas’ environmental policy to make it function as a road map to excellence that also carries enough weight to allow the company to make what he calls the “right” environmental actions, even in challenging economic times. “It will surprise some skeptics who believe the cost of envi-ronmental stewardship has no fi nancial benefi ts,” says Lindsay, “that it is possible to turn this perceived cost challenge into a win/win for the company and the environment.”

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As NSK Americas expands its sustainability impact, working to bring suppliers to the same level will receive more focus, as will efforts to fi nd more environmentally friendly ways to manufacture their products. “With the rules and regs coming down so fast from all over the world,” says Fournier, “there are new chemicals added to lists for which we need to fi nd alternatives. We need to make sure we are compliant on a global basis.”

Fortunately for NSK Americas, and the rest of the world, Fournier is unfazed by the relentless pace such efforts demand. “I love what I do,” she says. “The support I get in education and from management is outstanding. And if we do have a problem,” she adds, “we deal with it and we fi x it.” LMT

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MARTS CONFERENCE

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Our 9th Annual Maintenance and Reliability Technology Summit concluded a very successful four-day run last month, and we

couldn’t have done it without any of you: our valued sponsors, partners, exhibitors, presenters and, most of all, our attendees, who came together at MARTS to share, learn and network.

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Above: Members of the Frito-Lay team from the company’s plant in Fayetteville, TN, proudly display their 2011 North American Maintenance Excellence Award.

Below: David Boulay, president of the Illinois Manufacturing Extension Center, delivers the Tuesday-morning Keynote address.

Above: Guy Delahay takes questions after his Wednesday-morning Keynote address.

Below: 2011 Maintenance & Reliability Innovator of the Year Award Grand Prize team winners Chris Labat of LOOP, LLC and Chuck Reames of Shaw Group Maintenance, Inc. are joined by (from left) Bob Williamson, Ken Bannister, Jane Alexander and Rick Carter.

MARTS 2012 Was Great!

MARCH?APRIL 2012 www.LMTinfo.com | 21

VOLUME 2 / NO. 2 UTILITIES MANAGER | 30

XX UMBIG MONEY TALKSUM

What’s New (Or Not):Changes In Power

William C. Livoti, GIW/KSB

With another year under our belts, what has changed and what has remained the same with regard to the power-gen industry?

Let’s start with what hasn’t changed: We’re still waiting for a national energy policy. Thanks, D.C., for dragging your feet on critical legislation that could potentially pull our country out of the economic doldrums and put millions of people back to work. We still have a number of states (15) that have yet to implement an energy policy. State governments really seem to struggle with energy. Consider Governor Chris Christie blocking a major overhaul of New Jersey’s energy industry because of concerns over how much solar power the proposal expected utilities to produce. But that’s enough about inertia. . .

Plenty of things have changed (or could be). Ironically, it’s again due to failure on the part of our government. For example, several clean-energy tax credits will expire at year’s end if Congress doesn’t renew them for at least one more year.

■ A Treasury Department grant program for renew-able energy such as solar power is set to expire, as are tax credits for the ethanol industry.

■ A key production tax credit for renewable energy (especially wind power) bites the dust next year unless Congress renews it.

■ For commercial solar installations, federal incen-tives can reduce the fi rst year cost by up to 55%. At the end of 2011, these incentives will become less attractive.

■ If a solar electric project is at least 5% complete by December 31 of this year, it is eligible for the Federal Section 1603 “Grant In Lieu of Tax Credit,” a cash grant that covers 30% of the installed cost. In 2012, this grant goes away, leaving only a 30% tax credit. And the current 100% First Year Bonus Depreciation will revert to 50%.

With high unemployment and global compe-tition in the energy sector, failure to extend renewable energy incentives will delay (or kill) investment in critical energy projects like wind, leaving many project developers and suppliers with no choice but to lay off workers.

So what can we do to deal with the lack of response and/or concern on the part of our government? Many years ago, as a recon Marine, I was taught to improvise, adapt and overcome. I suggest that this would be a good approach for the industrial sector in 2012. Those of you who work in this arena will need all your creativity and survival skills to make it through this year. If you’re real creative, you may prosper in 2012. Doing so will require change.

Speaking of change, you may have noticed from my byline and contact information that I’ve switched companies and roles. In my new position, I’m confident that I will be getting to practice what I preach: “Improvise, adapt and overcome.” Semper Fi. LMT

Bill Livoti is Power Engineering - Energy Effi -ciency Service Center Engineering/Manager for the GIW/KSB Florida Service Center in Mulberry, FL. Email: [email protected].


We still await a national energy policy

that could pull our country out of

the economic doldrums and put

millions of people back to work.

Thanks, D.C., for dragging your feet.

22 | UTILITIES MANAGER VOLUME 7 / NO. 1

UM

Volume 7 / no. 1 utilities manager | 23

Frank HealyFluke Corporation

How things have changed. Seven years ago, most facilities still viewed their monthly

electrical utility bill as a standard cost of doing business. When oil topped $100/barrel,

however, attitudes changed practically overnight, generating a surge of interest in energy-

conscious retrofits that previously would not have been cost-efficient. Yet, when the

energy costs came down, attitudes and practices did not entirely revert. The United States was

still trying hard to shake a recession. Global competition for providing products and services

had grown even more intense. American facilities had found a potential new source of margin

and profitability in the form of their monthly energy bill—and they weren’t giving it up.

Energy Waste You Didn’t Know About(Do You Care?)What you haven’t been able to see before now, probably has been biting you in a big way.

At the same time, utilities in the U.S. began customer-service campaigns aimed at helping facilities make better use of the power they were consuming. Why would a utility want to assist customers in lowering their bills? Answer: Capacity is limited. Given the regulatory framework, length of project time and sheer cost to build new power-generation facilities, utilities have a vested interest in extending the reach of their existing generation capacity. If new customers are to continu-ally be added to the grid, existing customer usage has to be optimized. Oil-platform and nuclear-meltdown disasters have only served to underscore how limited the options are.

In the last four years, most mid-range facilities have been educated by their electrical utilities on how to

fully understand their monthly power bills—and have possibly conducted a basic energy audit to determine which operational functions consume the most energy per month. Many sites have already identified “low-hanging fruit” available for harvest (i.e., means by which to cut energy consumption without substantial investment). Common examples of such “fruit” include shutting off certain equipment and systems overnight; upgrading lighting and large loads like chillers with high-efficiency equip-ment; taking advantage of government energy-efficiency subsidies; fixing leaks in compressed air lines; and add- ing controls to match mechanical equipment output to performance requirements.

UM

For those with specific interests in electrical systems, though, the true costs of inefficiency had become an urgent matter much earlier. For example, the IEEE power-quality standards body began an assessment of the academic work necessary to more accurately segment and quantify energy consumption in three- phase electrical systems more than 10 years ago. Researchers had long recognized gaps in the mathematical model under-lying classical three-phase power-measurement calculations. In particular, the effects of reactive power, harmonics and load unbalance were not considered in the classical methods used in most power-quality and consumption monitoring. Back then, harmonic distortion and load unbalance were simply viewed as imperfections in the purity of power that caused equipment performance issues and, in the case of power factor, diminished the usability of the distributed power. Quantifying the amount of power made unusable had never been considered. Harmonics and unbalance were troubleshooting concerns, not an energy- consumption issue—until energy became a premium.

Why care about the amount of power affected by harmonics and load unbalance? Because we’ve generated and paid for it, but can’t use it.

If 100 kilowatts come into a facility and a portion of them are made unusable by poor power quality, the facility is paying for 100 kW, but can only use 100 kW minus the wasted portion. If one could quantify the waste and multiply it by the utility rate schedule, it would be clear whether the amount of waste were expensive enough to merit fixing the power-quality issues.

The outcome of the IEEE efforts was a new standard— IEEE 1459-2000 —that went some way toward enabling the calculation of waste due to power quality, albeit through a very academic framework. Still missing was a clear definition of the physical quantity of power waste. Shortly after the new standard was issued, Professors Vincente Leon and Joaquín Montañana, of Spain’s University of Valencia, set out to develop the math neces-sary to quantify power waste due to harmonics and unbalance issues. They first devised mathematical methods based on the recommendations of the IEEE1459-2000 standard that defined the sources of specific wastes. Then, they created a measurement

instrument with a computing system that calculated what they described as Unified Power. Their breakthrough Unified Power measurement method took the best aspects of the IEEE1459 recommendations and calculated the energy-wasting effects of reactive power, harmonics and unbalance in an electrical system.

Upon learning of Leon and Montañana’s work, Fluke approached them about a partnership. Together, Fluke engineers and the professors transitioned the science from an academic instrument into a Unified Power measurement feature and an Energy Loss Calculator, now available in a portable, handheld power-quality analyzer. Both parties hold patents for different aspects of the new capability.

How harmonics waste powerOne of the most recognized effects of harmonics in electrical systems is the excess heat they create in the conductors carrying them. Many studies have shown the need to increase the size of neutral conductors in power systems to compensate for high current carried in the neutral of 3rd harmonics and their multiples. There are also documented cases of transformers overheating due to the presence of harmonics. That heat is a form of unintentional power consumption. With this new method of calculation, it is possible to quantify the amount of waste in watts, rather than heat.

Why load unbalance wastes powerIn the case of three-phase motors, unbalance degrades unit performance and shortens service life. Voltage unbalance at the motor stator terminals causes a disproportionate (large) phase current unbalance. Unbalanced currents, in turn, can lead to torque pulsations, increased vibration and mechan-ical stresses, increased losses and motor overheating. Each of these effects consumes energy, now quantifiable in watts.

How Unified Power technology worksThe Unified Power measurement system uses a combination of classical methods, IEEE 1458-2010 and the University of Valencia’s mathematical calculations to express power and energy measurements that directly quantify the waste energy in electrical systems. The technology measures harmonics and unbalance waste in terms of kilowatts. As shown in the accom-panying Energy Loss Calculator (Fig. 1), factoring in the cost of each kilowatt-hour makes it possible to calculate the cost of waste energy over a week, month or year.

24 | utilities manager Volume 7 / no. 1

Energy AuditsWhile ASHRAE identifies four levels of energy audits,

Level 0 and Level 1 audits are the most popular as they simply

require the comparing of benchmarked consumption rates

from similar facilities or conducting a facility walk-through

to visually identify energy-savings opportunities. Common

tactics include, for example, identifying and optimizing the

largest loads in a facility (the most obvious being lighting).

Since many utilities offer rebates for lighting upgrades, the

cost is often low and payback time short.

You pay for power affected by harmonics

and load unbalance, but can’t use it.

UM

Field-testingHow much energy waste is out there? Plenty. Professors Leon and Montañana carried out multiple fi eld studies to confi rm their hypotheses about the link between power-quality issues and the effect on energy waste. When Fluke joined the partnership, the team conducted more studies to test if the new capability would be appropriate for a range of users (i.e., other than those working in the highest-level electrical-engineering roles).

The studies included one at an industrial park and another at an automotive manufacturing plant. . .

■ The industrial park is supplied by a local electrical coop-erative. Tenants in this mixed site had a variety of electrical needs. Some had signifi cant inductive loads and the utility had already chosen to install power-factor correction to reduce the effects of poor power factor. When the profes-sors’ Unifi ed Power device was connected, however, it showed signifi cant reactive power losses in the secondary of the park’s power transformer. The losses occurred primarily at night, when the inductive loads were not operating, but the power-factor correction capacitors were. The energy losses were measured at 353.6 kWh/day (on average). Multiplied by the utility’s rate schedule, these losses amounted to $14,000 per year. With this information in hand, the utility and the park manager

devised a solution involving time-controlled relays that disconnected the capacitor bank at night. Payback time was less than one year.

■ At the automobile plant, six separate areas were surveyed. Numerous causes of energy waste were identifi ed across the facility, including reactive power from discharge lamps and lightly loaded, ineffi cient transformers. The total waste amounted to $50,000 per year. By installing power-factor correction on the discharge lamps, rationalizing the transformer arrangement and using one high-effi ciency transformer instead of fi ve lightly loaded, ineffi cient units, the plant achieved signifi cant energy savings.

Volume 7 / no. 1 utilities manager | 25

Fig. 1. The Unifi ed Power system measures harmonics and unbalance waste in kilowatts. Factoring in the cost of each kilowatt-hour makes it possible to calculate the cost of waste energy over time.

Useful kilowatts(power) available

Reactive(unusable) power

Power made unusable by unbalance

Unusable distortionvolt amperes

Neutral current

Total cost of wastedkilowatt hours per year


And just how much

energy waste is out there

costing operations more

than they can afford?

Lots more than we thought!

UM

26 | utilities manager Volume 7 / no. 1

Dealing effectively with the waste factorAddressing harmonics and unbalance typically requires the support of an electrical engineer and staff or contract electricians. Resolving harmonics involves some kind of mitigation equipment or changing the type of electronic equipment in operation. Resolving unbalance requires redistributing loads, installing unbalance compensation equipment or, sometimes, increasing overall electrical distribution system capacity.

With the new Unifi ed Power capability, costing out the labor and equipment necessary to abate the harmonics and unbalance, compared with the amount of energy wasted, is now a relatively straightforward ROI equation. Keep in mind that installing a harmonic fi lter will also improve overall power quality (which will increase equipment reli-ability, effi ciency and service life and reduce downtime).

Yes, things really have changed in the way we approach energy effi ciency: It used to be that you couldn’t fi x what you couldn’t see—or that you couldn’t fi x what you couldn’t justify. Now, seeing is believing, and the fi xing is easy. UM

Frank Healy is Power Quality Manager with Fluke. He has advised and consulted on many aspects of instrumenta-tion for electrical engineering for more than 21 years. E-mail: frank.healy@fl uke.com.


Effi cientGadgets

Smart Shop-Floor Management Of Consumable And Returnable Items

Study Findings: Industrial Park Substation

$14,000 in annual energy savings from power quality adjustments

◆ Measurements at the substation transformer feed-ing the industrial park identifi ed energy losses of 353.6 kWh/day (average value) due to reactive power.

◆ Solution: Install time-control relays to disconnect capacitor bank at night.

Study Findings: Automotive Manufacturing Plant

$50,000 in annual energy savings

◆ Surveys of six key areas including the engine plant and the car assembly plant showed signifi cant energy waste due to power quality.

◆ Solution: Install capacitors and regulation controls and upgrade transformers.


SupplyPro’s SmartDrawer™ has introduced the concept of individual compartment control for shop-fl oor cabinets at the point of use. This versatile, plug-&-go solution allows users to choose the best level of

access control and accountability for each application. SmartDrawer lids can be set to provide Absolute Control® for single-item dispense and return, or part-number-level control for higher-density management. Available for new shop-fl oor cabinets or as a retrofi t for existing cabinets, drawer by drawer, it can be used as a stand-alone unit, or combined with other SupplyPro devices. SmartDrawer comes with access to the manufacturer’s SupplyPort data-management offering, as well as with full implementation and on-call support services.

SupplyProSan Diego, CA


DELIVERING THE GOODS

The Anatomy Of A Centralized Lubrication System

Multipoint, Pump-To-Point

Ken BannisterContributing Editor

Multipoint, or Pump-to-Point, systems owe their pedigree to an

event that occurred back during the Industrial Revolution:

A camshaft set in an oil reservoir was connected for the fi rst time,

via a pitman arm, to a rotary or rocking-motion shaft, as part of

a steam engine’s bearing-lubrication system. A cam, attached to a series of

inline rocker arms, in turn was attached to a series of individual pistons

that would draw oil from the reservoir to lubricate the camshaft and rockers

and pump oil to individual bearing points on the machine via copper lines.

The end result of all this connecting and attaching was that the lubrication

technician needed only to watch and fi ll one reservoir feeding 6-8 lubrication

points. (Figure 1 shows two different styles of cambox multipoint lubrica-

tors employed on a 19th-century Victorian textile-mill steam engine.)

A child of the Industrial Revolution, this type of system is still working hard in a range of applications.


DELIVERING THE GOODS

Though simple in concept, cambox lubricators were expensive to manufacture, limited to oil and could only accommodate a small number of bearing points. The next evolution of the Pump-to-Point design provided an inde-pendent air-driven pump with a reservoir mounted atop the pump, with the ability to dispense oil or grease through a series of ported outlets mounted around the periphery of the pump chamber.

How the System WorksIn a Multipoint, Pump-to-Point system, as the pump piston is actuated—usually from an electronic timer or counter—it passes by each “metered by restriction” outlet, positively displacing lubricant into each line piped to the individual

bearing points. The air valve turns off and the spring-loaded pump returns, drawing lubricant into the fi ring chamber as it resets for the next lubrication cycle. (Figure 2 shows a modern Pump-to-Point Lubricator.)

Inexpensive to purchase and install, these systems are most popular for small- to medium-size machinery with less than 40 points. They are also well-suited as chassis-lubrication systems for trucks and tractors with onboard compressors, where they are used to lubricate the fi fth wheel, shackles and steering components while the vehicle is in motion.

Pros & ConsAs mentioned previously, early cambox units were oil-only devices constrained to their designed number of points that could easily be adjusted (individually) for fl ow to bearing points. No line-breakage or blockage-protection devices are available.

Newer Pump-to-Point Lubricators can be used with oil and grease—and system engineering is not demanding. Within the confi nes of the pump size, this type of system will accommodate the addition or reduction of lubrication points post-installation. Flexibility of lubricant delivery can be adjusted by the frequency of pump operation. A failure-to-pump incident can be detected via the controller, but secondary-line protection is diffi cult to implement.

Coming UpThe next article in this delivery systems series will cover Electrical & Mechanical Lube Pumps. LMT

Fig. 1. Two different styles of Multipoint Lubricators are used in a museum installation of a working 19th-century Victorian textile-mill steam engine. (Courtesy: EngTech Industries, Inc.)

Fig. 2. A modern Pump-to-Point lubricator (Courtesy Interlube Systems, Inc.)


MAINTENANCE LOG


Conveyor systems aren’t just subject to considerable wear. Even in

normal use, they can face the risk of fi re due to equipment failure

or ignition of the materials being transported. In Amarillo, TX,

energy-services provider Savage is successfully employing state-

of-the-art online condition monitoring on a coal-conveyor system to

help eliminate that concern and ensure safe and uninterrupted supply

of fuel to Xcel Energy’s Harrington Generating Station.

Jane Alexander, Editorwith

Patrick Parvin, SPM Instrument, Inc.

Bearing Monitoring Keeps Coal Safely

On The Move

Here’s how proactive condition monitoring

is helping an energy-services provider

defuse a process safety challenge.©

JOS

EPPI

— F

OTOL

IA.C

OM

This article fi rst appeared in the March issue of Maintenance Technology magazine.

MAINTENANCE LOG

30 | LUBRICATION MANAGEMENT & TEChNOLOGy MARCH/APRIL 2012

The challenge of PRB coalThe coal-conveyor system plays an important part in the operation of the Harrington Generating Station: A reliable and trouble-free supply of fuel is critical to secure energy production. The Harrington plant, owned and operated by Xcel Energy, gets its coal primarily from the Powder River Basin (PRB) in Wyoming. A special property of the PRB coal is its propensity to self-ignite. Another characteristic of this coal is its friability, creating combustible dust that can penetrate into bearings and other parts of the conveyor system.

While PRB coal has become popular—based, in large part, on its low cost and low sulfur content—that popularity comes at a price. The potential for spontaneous combustion calls for safe operation and maintenance in coal transportation systems and stockyards. Good housekeeping practices, such as properly managing coal stock piles, limiting dust accumu-lation, preventing spills and conducting regular cleanups are extremely important. For the Savage maintenance department, handling PRB coal has introduced extraordinary hazards. Careful management of these hazards is a must. A mechanical fault in the bearing of a roller, for instance, could cause ignition of the belt or coal. Friction between a seized roller and the belt could also lead to fire. The site’s online condition-monitoring program plays an essential role in dealing with the safety issues that come with the handling of PRB coal.

Condition monitoring: a proactive strategySavage implemented its condition-monitoring program to monitor plant machinery and detect potential failure at an early stage. In late 2009 and early 2010, the Intellinova®

online system from SPM Instrument was installed to monitor 40 conveyor and crusher bearings. The condition of these bearings is measured with SPM HD®, a new and advanced shock-pulse measurement technique. Particularly well-suited for low-RPM applications, this new technology can be utilized on rolling-element bearings throughout the range of 1-20,000 RPM. At the Savage Harrington location, the conveyor system runs at approximately 120 RPM.

A prominent feature of the SPM HD technique is its capacity to detect machine problems at a very early stage and provide reliable diagnostic information months before replacement of a damaged part becomes necessary. SPM HD delivers immediate condition evaluation in green-yellow-red and presents measuring results with remarkable detail, giving a clear picture of bearing condition.

Savage’s condition-monitoring program was off to a flying start. Initial readings in June 2010 indicated dete-riorating condition on one of the pulley bearings. With the online monitoring system, Savage personnel were able to keep a watchful eye on development of the damage for a full 15 months before the bearing needed replacement.

As can be seen in the trend graph in Fig. 1, taken from Condmaster® Nova software, the HDm readings (black) were already in the yellow warning zone when measure-ments began. Shortly thereafter, they started to move into the red, but the condition degradation was relatively slow. In September 2011, a significant increase was seen, leading to a decision to replace the bearing in a planned maintenance action. Immediately after replacement, the readings dropped into the green zone.

Fig 1. Trend graph of measurements on the pulley bearing. HDm (black) is a scalar value expressed in decibels. It represents the strongest impact found during the measurement time, and is the primary parameter for asses- sing damage sever-ity. HDc (blue) is a scalar value expres-sed in decibels, representing the level where 200 collisions per second are found. HDc is very useful for determining lubrica-tion condition.


MAINTENANCE LOG

The time signal in Fig. 2 shows that in the late stages of the damage process, the majority of the signals were dominated by damaged rolling elements. The periods between the “bursts” in the time signal are equal to the cage frequency—i.e., how often the rolling element enters the load zone of the bearing.

By September 2011, clear indication of both inner and outer race damages was visible in the Condmaster® Nova spectrums (see Fig. 3, page 32).

Examination of the replaced bearing showed severe damage on both its inner and outer rings, as well as the rolling elements. Still, no secondary damage to the shaft or bearing housing had resulted, and since the bearing was replaced during normal downtime, no loss of production was incurred.

Fig. 2. Time signal from the pulley bearing; signals dominated by damaged rolling elements

With this condition-monitoring technology,

Savage personnel were able to keep a

watchful eye on development of the

damage for a full 15 months before

the bearing needed replacement.


ATP List Services

www.atplists.comContact: Ellen Sandkam

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

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

Barrington, IL 60010

Customized, Targeted Lists For Your

Marketing Needs


MAINTENANCE LOG

32 | LUBRICATION MANAGEMENT & TEChNOLOGy MARCH/APRIL 2012

Clear and tangible benefi tsIn general, a majority of industrial accidents happen during cleaning or other maintenance activities. When equipment failures occur during normal production runs, production requirements may call for hurried maintenance efforts to get the machinery back up and running as quickly as possible. This can be an invitation for accidents to happen. In contrast, when maintenance can be carried out only when confi rmed necessary and under planned stops, risks are signifi cantly reduced.

To Savage, the condition-monitoring program brings indisputable benefi ts beyond the ability to provide a reliable delivery of coal to its valued Harrington Generating Station customer. A substantial reduction in equipment failures, improved worker and equipment safety and an increase in plant availability and productivity are results that speak for themselves. Assuring dependable, safe and trouble-free opera-tion of the coal conveyor system is a smart business strategy—in more ways than one.

When asked about the cost savings for this particular bearing change, Mark Kilgore, Operations Manager at the Savage Harrington site, noted, “We could still run if this bearing would have failed during a run, but had it failed outside the normal hours of the maintenance team, we would have had to call them [maintenance] in and this would have been an extra expense.” According to Kilgore, if the bearing had catastrophically failed, it could have caused a fi re. It also could have damaged the belt—one of the longest belts in the plant.

The pulley bearing in question is located about halfway up a conveyor belt system rising over 200 feet from the ground to the top. If the bearing were to overheat, both it and the coal traveling on the belt could catch fi re. That burning coal, in turn, could then fall onto the returning belt below. On its way to the top of the conveyor system, a fi re would pull air in from underneath the conveyor system, fueling an inferno-like situation akin to the inside of a blast furnace. Such an incident clearly could be devastating to workers and equipment alike.

The early detection of potential bearing problems saves users downtime and money. Kilgore sums it up this way: “As we all know, when you have a catastrophic failure, it never happens when it is convenient, and it usually causes severe damage. With this system [SPMs], we are able to catch these problems before complete failure, and we can schedule the repair when it is conve-nient for us.” LMT

Patrick Parvin is Managing Director of SPM Instrument, Inc., based in Eugene, OR. Telephone: (541)687-6869; email: [email protected].

Fig. 3. Spectrums showing clear indications of inner and outer race damage

For more info, enter 06 at www.LMTfreeinfo.comFor more info, enter 06 at www.LMTfreeinfo.com

RELIABILITYTHE

F I L E SRELIABILITYF I L E S

Volume 2 Number 4

Sponsored Section

34 | LUBRICATION MANAGEMENT & TECHNOLOGY Sponsored Information THE RELIABILITY FILES / MARCH/APRIL 2012

ProblemUnplanned downtime and costly repairs a problem in your facility? Chances are the culprit falls into one of four common mechanical faults: imbalance, misalignment, wear or looseness.

The good news is vibration analysis can identify these faults before they become big problems. The bad news is vibration analysis services can often be time consuming and expensive. What you need is a product that puts the power and expertise of vibra-tion analysis in your hands.

SolutionEnter the Fluke 810 Vibration Tester: the easy, cost-effective way to analyze vibration. It makes vibration testing easier so you can spend less time looking for the problem and more time fi xing it. Using a sensor (“accelerometer”) that measures vibration in three different directions simul-taneously, the Fluke 810 collects vibration data over a short time period. To isolate details of various mechanical faults, it converts time-based data into frequency-based vibration spectra. These spectra are now ready for analysis by the onboard diag-nostic engine.

The diagnostic engine takes a systems approach by viewing a machine as the sum of its individual components—i.e. motor + coupling + pump. This is because each component has a unique vibration signature that contributes to an overall picture of the drivetrain’s health. The diagnostic engine uses pat-tern recognition and a rules database to identify the faults. There are 4700+ algorithms and rules developed through real-world maintenance experience that

are designed to detect bearing problems, misalignment, unbalance and looseness and assess severity.

Unlike more complex vibration analyzers that are designed for longer-term condition-monitoring programs, the Fluke 810 is a troubleshooting tool designed to give you immediate answers. It does not require you to establish an initial baseline reading, then collect infor-mation over time for comparison.

The Fluke 810 uses a unique “synthetic baseline” technology to determine fault severity by simulating a fault-free condi-tion and instantly comparing it to the collected data. A synthetic baseline is dynamically generated based upon the drivetrain confi guration, and the collected data is subsequently compared to this baseline. The extent to which the data’s amplitude exceeds the baseline deter-mines the mechanical fault’s severity.

The diagnostic engine has been fi eld-tested for years by trained consultants working on mission-critical systems. The Fluke 810 puts the knowledge of these consultants in your hands so you can diagnose and repair mechanical problems quickly—and with minimal training.

Return On InvestmentPredictability. . . Studies have shown that vibration analysis can provide early warnings of impending machine failure, giving maintenance staff time to schedule the required repairs and acquire needed parts.

Safety. . . Having information about machine health enables operators to take faulty equipment offl ine before a

hazardous condition occurs.

Revenue. . . Well-main-tained machines have fewer unexpected and serious fail-ures, thus helping prevent production stoppages that cut into the bottom line.

Increased maintenance inter-vals. . . When machine health is being tracked, maintenance can be scheduled by need, notjust by accumulated hours ofoperation.

Cost savings. . . Running machinery until failure frequently results in more expensive repairs, overtime and forced purchases. Twenty-fi ve years of documented savings show a 20:1 benefi t-to-cost ratio for vibration analy-sis programs.

And don’t forget peace of mind. . . A better understanding of machinery health builds confi dence in maintenance schedules, budgeting and productivity estimates.

For more information or to sign up for a free diagnostic report, visit www.fl uke.com/answersnow. LMT

Fluke CorporationEverette, WA


Vibration Analysis: It’s Finally In Your Hands

©2011 Fluke Corporation.

Put a good vibration expert on staff. Like the Fluke 810 Vibration Tester. Unique in its design, the 810 identifies four common equipment faults: misalignment, unbalance, looseness and bearing condition. You learn exactly what the problem is, where it is, and how to fix it. Prioritize maintenance, prevent unplanned downtime and manage cash flow. All for a fraction of the cost of a full predictive maintenance program. So go with the vibration expert. Go with Fluke. www.fluke.com/answersnow

The Fluke 810 Vibration Tester

Other tools tell you:

• There’s a vibration

Fluke tells you:

• What it is

• Where it is

• How severe it is

AD 4114910A

4114910A_810_Tech_Mntnc_fullpg.indd 1 4/2/12 11:46 AM

JULY 2011 / THE RELIABILITY FILES MT-ONLINE.COM | 35

©2011 Fluke Corporation.

Put a good vibration expert on staff. Like the Fluke 810 Vibration Tester. Unique in its design, the 810 identifies four common equipment faults: misalignment, unbalance, looseness and bearing condition. You learn exactly what the problem is, where it is, and how to fix it. Prioritize maintenance, prevent unplanned downtime and manage cash flow. All for a fraction of the cost of a full predictive maintenance program. So go with the vibration expert. Go with Fluke. www.fluke.com/answersnow

The Fluke 810 Vibration Tester

Other tools tell you:

• There’s a vibration

Fluke tells you:

• What it is

• Where it is

• How severe it is

AD 4114910A

4114910A_810_Tech_Mntnc_fullpg.indd 1 4/2/12 11:46 AM


36 | LUBRICATION MANAGEMENT & TECHNOLOGY Sponsored Information THE RELIABILITY FILES / MARCH/APRIL 2012

ProblemIf you’re like most manufacturers, you want a hydraulic fluid that will decrease downtime, lower opera-tional costs, increase productivity and, as a result, add to your overall profits. This may sound like a laundry list of unattainable goals, but when you better understand the challenges placed on your equipment and work with professionals who know your business and needs, these benefits are achievable.

David Moore, Plant Manager for Auto Mats and Accessories of Dalton, GA, knows first-hand the importance of selecting the right hydraulic fluid for the job.

Auto Mats and Accessories specializes in producing all-weath-er automotive floor mats. In this line of business, injection-molding machines play a vital role in melting and injecting the vinyl that’s used to produce automotive mats. When three injection-molding machines were purchased for the plant, Moore was dedicated to using only the best fluids. However, this plant—like many others—presented unique challenges when determining the right hydraulic fluids.

“We keep our machines running all the time because it is such a nightmare to get them back up once they have been shut down,” explains Moore. “It takes about three hours to start the extruder, heat it up and get the vinyl flowing freely. Having additional downtime because of lubrication change-outs is a cost we don’t want to face.”

Moore was looking for a superior product to extend drain intervals, eliminate downtime and cut mainte-nance costs.

SolutionOnce you understand your current demand, your best solution is to work with suppliers who know the products, their specifications and benefits, and can work with you to deliver the best results for your plant. In the case of Auto Mats and Accessories, cutting costs—not corners—was vital to the busi-ness. With the support of their Petro-Canada Lubricants distrib-utor Whitfield Oil, Auto Mats and Accessories found its solution with HYDREX AW hydraulic fluid.

HYDREX AW, specially formula-ted for heavy-duty hydraulic sys-tems, delivers advanced anti-wear protection, improved rust and corro-sion prevention and outstanding

oxidation and thermal stability, which leads to extended drain inter-vals, decreased change-outs, optimal cost savings and reduced mainte-nance costs.

HYDREX AW also minimizes sludge and varnish deposits. Sludge can be incredibly damaging to hydraulic components. By mini-mizing oxidation and consequently reducing sludge build-up, a high-performance hydraulic fluid like HYDREX AW provides longer lubri-cant life, resulting in fewer change-outs, reduced equipment wear and less downtime for your operations.

Return On InvestmentWhen you put the time and care into selecting the right fluids, it all pays off. Auto Mats and Acces-sories would have been draining its machines on a yearly basis without HYDREX AW. Through an effective oil-analysis program, the company was able to extend its drain intervals and save approximately 200-300 gallons of fluid—and 8-10 hours of downtime—for the oil change-out of each machine.

“With HYDREX AW hydraulic fluid, we extended drain intervals two times what we experienced with other products,” explains Moore. “The cost savings has been a tremen-dous benefit.” LMT

Petro-CanadaMississauga, ON, Canada


Choose The Best Hydraulic Fluid For The Job

Auto Mats and Accessories

would have been draining

its machines yearly

without HYDREX AW.

When you put the time

and care into selecting

the right fl uids,

it all pays off.



Sometimes a little thing like listening can make all the difference in the world. Take HYDREX™ for example. Listening to customers is what drove the development of our top-performing hydraulic fluid that

lasts up to 3 times longer than the leading brand and offers 2 times the protection against wear.†

You talk, we’ll listen. And together, we’ll find ways to save you money.

Petro-Canada is a Suncor Energy business.

What are people saying about our lubricants? Scan the code or talk to us and get a FREE GREASE SAMPLE.www.hydrexsolutions.com or 1-866-335-3369

TM Trademark of Suncor Energy Inc. Used under licence. † Measured against the number one selling North American hydraulic oil brand.

When it comes

to General Manufacturing,

we’re all business.

But first we’re all ears.

7080_PCS-P-047-2012-E_v2a.indd 1 12-03-26 4:21 PM


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.

MARCH/APRIL 2012 • Volume 13, No. 2

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.

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ATP Lists ....................................................www.atplists.com ............................. 68,69 ........31,38

Baldor Electric Company .........................www.baldor.com .............................. 61,70 ......... 2, 39

Engtech Industries Inc. .............................www.engtechindustries.com........... 67 ................... 19

Fluke ..................................................................wwww.fl uke.com/answersnow ............262, 280 .....34, 35

FosteReprints .............................................www.fostereprints.com ................... 62 ..................... 4

IAVA ............................................................http://IAVA.org ................................. 64 ..................... 7

Innovator ..................................................www.reliabilityinnovator.com ........ 63 ..................... 5

LubeStarz ...................................................www.lmtinfo.com/lubestarz ........... 65 ................... 17

Miller-Stephenson Chemical Co. ............www.miller-stephenson.com .......... 66 ................... 18

Petro Canada - Suncor ...............................www.hydrexsolutions.com ............... 263, 281 ....36, 37

38 | LUBRICATION MANAGEMENT AND TECHNOLOGY MARCH/APRIL 2012

ATP List Services

www.atplists.comContact: Ellen Sandkam

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

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


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