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APRIL 2010 MT-ONLINE.COM | 3

HOW GOOD

22 Meet The Flywheel: Green, Clean Energy-Storage Technology

With brownouts and blackouts on the rise, businesses can’t aff ord to gamble on critical power protection capabilities. Th is approach off ers a number of advantages for operations that really want to go “green.”

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27 ■ Big Money Talks■ Making Energy Audits Feasible

32 Vibration SolutionsTh is month, we put the spotlight on products and services for dealing with this

killer of equipment and processes.

ContentsAPRIL 2010 • VOL 23, NO 4 • WWW.MT-ONLINE.COM

FEATURES

DEPARTMENTS 6 My Take

8 Uptime

12 For On The Floor

31 Lubrication Checkup

36 Motor Decisions Matter

37 Marketplace

38 Information Highway

38 Classifi ed

39 Supplier Index

40 Viewpoint

A SPECIAL GREEN EDGE FEATURE

UTILITIES MANAGER

SPECIAL SHOWCASE

Your Source For CAPACITY ASSURANCE SOLUTIONS

14 Determining The Actual Financial Costs Of Machinery Vibration Levels

In the fi rst of several new articles, this icon of the maintenance and reliability fi eld reminds us of something that we all should know by now. Th e message is clearest when you talk in terms of dollars and cents.

Ralph T. Buscarello, Update International

CAPACITY ASSURANCE STRATEGIES

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April 27-30, 2010Hyatt Regency O’Hare • Rosemont (Chicago), ILHyatt Regency O’Hare • Rosemont (Chicago), IL

www.MARTSconference.comwww.MARTSconference.com

LAST CALL for Registration!LAST CALL for Registration!

MAINTENANCE and RELIABILITY TECHNOLOGY SUMMIT

TECHNOLOGYM A I N T E N A N C E

®YEARS

JUST HOW GOOD ARE YOU?

www.nameaward.com

Applications For The 2010 NORTH AMERICAN MAINTENANCE EXCELLENCE (NAME) AWARDAre Available Online

April 2010 • Volume 23, No. 4

ARTHUR L. RICEPresident/CEO

[email protected]

BILL KIESELExecutive Vice President/Publisher

[email protected]

JANE ALEXANDEREditor-In-Chief

[email protected]

RICK CARTERExecutive Editor

[email protected]

ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTER

RAYMOND L. ATKINSContributing Editors

RANDY BUTTSTADTDirector of Creative Services [email protected]

GREG PIETRASEditorial/Production Assistant

[email protected]

ELLEN SANDKAMDirect Mail

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

EDWARD KANEReprint Manager

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

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

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

Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Barrington, IL 60010. Pe-riodicals postage paid at Barrington, Illinois and addi-tional offi ces. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technol-ogy®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2010 by Applied Technology Publications, Inc. Annual subscription rates for nonqualifi ed people: North America, $140; all others, $280 (air). No sub-scription agency is authorized by us to solicit or take or-ders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: [email protected]. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By send-ing us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technol-ogy Publications, Inc. permission, by an irrevocable li-cense, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned.“Maintenance Technology®” is a registered trade-mark of Applied Technology Publications, Inc.Printed in U.S.A.

Subscriptions:FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE,

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


4 | MAINTENANCE TECHNOLOGY APRIL 2010


®YEARS

Make

APRIL 27-30, 2010Hyatt Regency O’Hare, Rosemont (Chicago), IL

www.MARTSconference.com

Space Is Still Available In Several Full-Day Pre- and Post-Conference Workshops! Check www.MARTSconference.com ASAP

to see if your preferred Workshop is open.

32 One-Hour Conferences Will Cover 6 Tracks Of Critical Interest To You And Your Company. Make your plans now on which to attend.

Don’t forget: The Applied Technology Publications All-Star Contributing

Editor Team of Bob Williamson, Ken Bannister, Ray Atkins, Ray Thibault

and Bill Livoti will be there to learn from and network with.

2 Keynote Speakers Will Inform & Inspire. Actor, author and director John Ratzenberger will

discuss his successful eff orts to connect U.S. youths

with manufacturing careers. Bob Chernow, a futurist

and fi nancial professional will off er predictions on

the evolving role of U.S. manufacturing.

2 Professional Development Courses Will Help You And Your Team Prepare For Critical Certifi cation In The Fields Of Lubrication And Maintenance & Reliability. It’s no secret that

employers and prospective employers have tremendous respect for those types of certifi cations!

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LAST CALLLAST CALL For MARTS Attendees!For MARTS Attendees!

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Call Tom Madding at (847) 382-8100, ext. 108, to learn about group discounts and exhibitor opportunities.

To receive a discounted room rate at the Hyatt Regency O’Hare hotel, book your stay at www.martsconference.com.

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MY TAKE

Much of my drive time into work one recent morning was spent in the draft of a big, yellow 18-wheeler belonging to TKX Logistics, a division of ThyssenKrupp Industrial Services. The truck and its cordial driver reminded me of some good news I had picked up earlier in the week, about another ThyssenKrupp business—and, more importantly, where it’s putting the

fi nishing touches on a new $3.7 billion steel mill. But, fi rst a little background…As someone who spent almost 20 years living and working in Alabama (moving from Auburn, to

Birmingham, to Tuscaloosa, then back to Birmingham, before relocating to Illinois several years ago), I start each day by checking out “all things Alabama” at www.al.com. It’s where I pick up a wealth of critical information, most of it pertaining to the interests and pursuits of my adopted (and beloved) Auburn University/War Eagle family, as well as to those of the other persuasion—my good friends and associates who yell “Roll Tide.” I also count on this Website to keep me informed about what’s going on across Alabama from the standpoint of industry and commerce. Evidently, it’s quite a lot.

Countless people who know and love Alabama—having been born and/or raised there or, like me, trans-planted in as an adult due to family- or work-related circumstances—will tell you what we always knew:It would only be a matter of time before this jewel of a place for business investment was “discov-ered.” And why not? According to the Economic Development Partnership of Alabama (EDPA)*, the state offers, among other things, a skilled workforce (backed up by a highly successful state-sponsored, state-of-the-art industrial training network); an awesome sun-belt climate; fi ve Interstate highways (soon to be six); seven commercial airports; fi ve Class I railroads; and one of the fi nest deepwater, full-service ports in the U.S. (not to mention one of the largest navigable inland-waterway systems in the nation). EDPA could go on and on and on, promoting Alabama as the great place for business that it is. And this is not just my opinion, either.

In the March 13-19 edition of The Economist, an article entitled “Alabama’s Economy After Cotton,” described how the state’s small cities are poised for economic recovery (perhaps more than others). A case in point is that new ThyssenKrupp mill in Mobile, which represents “the largest German invest-ment in America ever.” By the time it reaches full capacity (in 2012), the operation is expected to employ 2700 workers and turn out 5.1 million tons of carbon and stainless steel annually. The article noted some-thing else of interest: a recent Moody’s Economy.com ranking of 378 U.S. metropolitan areas by job growth. In it, the Mobile region ranked only 12th. Three other Alabama regions ranked higher. The engineering hotbeds of Huntsville and Auburn/Opelika ranked 1st and 2nd, respectively, and the Columbus/Phoenix City area (straddling the Georgia border), ranked 7th.

Achieving these enviable stats hasn’t been easy. As Wayne Flynt’s 1987 book, Mine, Mill & Microchip: A Chronicle of Alabama Enterprise pointed out, the journey from frontier and homestead to railroads and rocketry was not without some major turbulence. These days, the ride seems to be much smoother. While everything may not be right in Alabama, the state is clearly doing plenty of the right things. The stars falling on it today may have been a long time coming, but they’re ever so well deserved.

*www.edpa.org

**www.economist.com/world/united-states/displaystory.cfm?story_id=15663940

Stars Are Falling On Alabama Again

Jane Alexander, Editor-In-Chief

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UPTIME

Policy: A deliberate plan of action to guide decisions and achieve rational outcome(s). Policy merely guides actions toward those behaviors that are most likely to achieve a desired outcome.

I began writing about “reliability policies” in early 2000, when I realized that safety, health, environmental and quality policies were considered to be “uncompro-mizable” by company executives. They held everyone in their organizations accountable for establishing and achieving the results as specifi ed in these policies. The major disconnect that I saw was the total ABSENCE of any form of policy that addressed equipment and process performance or reliability. The very assets that made these executives’ products, generated their reve-nues and grew their businesses were literally treated as unimportant—and the management of such assets was basically akin to “fl ying blind.” In other words, a company’s single largest investment was virtually adrift in a turbulent sea of competitiveness. If safety and quality were so important, why wasn’t equipment held in a similar regard? Where was the reliability policy?

My July 2009 Uptime column, “Share This with Senior Operations Management,” essentially addressed “what every operations leader should understand about maintenance but is afraid to ask.” That piece ended with the following thoughts…

Call to action: Without a clear policy, a set of expectations and dedicated resources safety, quality, and customer responsiveness WILL NOT HAPPEN. Employees understand the importance of safety, quality and customers. Likewise, without a clear policy, a set of expectations and dedicated resources, true maintenance will not happen. Employees do not understand the importance of maintenance and are unclear as to its roles and responsibilities. Imagine how unproductive and uncompetitive your business would be if employees had the same lack of respect for safety, quality and customer service as they do for maintenance.

Maintenance must have a productive purpose in an era of a growing skills shortage (especially in maintenance jobs), an era of increasing competi-tiveness and an era of serious cost controls. Main-tenance effi ciency and effectiveness is crucial to

business prosperity. That’s because maintenance is truly about sustaining a desired level of equipment, process and facility performance, NOT just fi xing things that break or pursuing countless special projects. As a senior operations manager you can make the maintenance paradigm shift happen. If you already have done so, bless you and thank you. You are worth your weight in gold.

One last thing to remember: Maintenance by the maintenance department alone will not necessarily lead to reliable equipment, processes and facilities. Entire organizations must share a new paradigm of reliability.

Who needs a reliability policy? Any capital-intensive business that depends on equip-ment assets to generate revenue will benefi t from a reliability policy that is deployed throughout the orga-nization. Manufacturing, petrochemical processing, utilities, power-generation, transportation, distribu-tion operations, mining and agriculture are just a few examples of business sectors that depend on equip-ment—reliable equipment—to produce and market competitive goods and services. Generally speaking, these types of businesses have numerous policies that set expectations and serve as operating guidelines. Unfortunately, most capital-intensive businesses do not have a formal “Reliability Policy” that serves as a guide for managing capital assets, maintaining, making decisions about and improving the performance and reliability of those assets.

‘If you don’t know where you’re going, any road will get you there.’Over the years, the Cheshire Cat in Lewis Carroll’s Alice in Wonderland has been paraphrased time and again by those of us considering the “direction” of continuous improvement in our industrial operations. When there is NO POLICY, how does a company expect its employees to respond to equipment maintenance and reliability questions, problems, opportunities and improvements? If you want to improve the way your equipment and facilities are operated and maintained, how they are cared for and how their performance is improved, you need an actual Reliability Policy.

Bob Williamson, Contributing Editor

Where’s Your Reliability Policy?

EDITOR’S NOTE: This month’s column, an update of his February 2008 Uptime, is the subject of Bob Williamson’s MARTS 2010 Conference presentation.


UPTIME

While it should originate at the top levels of a company, it could be fairly general in regard to plans, schedules and tactics. A “guiding coalition” of formal and informal leaders should structure the policy statement.

What should a policy statement contain? Your Reliability Policy should become more and more explicit as it is translated into actions from the top down through the organization. At the lowest leadership level (plant, area, department), it should be a specifi c plan or a strategy for taking action that is consistent with the Reliability Policy.

A Reliability Improvement Policy statement should be clear and precise regarding :

■ The compelling business reason for improving equip-ment and/or process reliability.

■ The acceptable maintenance and reliability work processes and standards.

■ What is to be improved.

■ How reliability improvement will be measured.

■ The time frames in which reliability improvement should be made.

Although there are countless unique Reliability Policies, the one on this page is worth serious consideration.

How do you deploy a reliability policy?A time-proven method for developing and establishing company-improvement policies is called, appropriately, “Policy Deployment.” The purpose of Policy Deploy-ment is to enable the shift from the status quo so as to make major performance improvements by analyzing and addressing current business competition opportu-nities and operational problems.

Policy Deployment methods called “Hoshin Planning” (Hoshin Kanri), a system of strategic and operational planning, were developed and refi ned in the 1960s by numerous Japanese companies, including Toyota, Nippon Denso and Komatsu, among others. They blended proven ideas from W. Edwards Deming (PDCA cycle),

[COMPANY & PLANT SITE] is committed to being the best we can be with our equipment- and process-performance and reliability. Reliability is an integral component to the safety, health and environmental performance required to remain competitive in our marketplace. This Reliability Policy drives high-quality and on-time delivery to our customers, at the lowest manufacturing cost per unit produced.

At [COMPANY & PLANT SITE] we are committed to:

1. Developing and deploying an Annual Reliability Improvement Plan to address the business case, goals, expectations and priorities for making focused improvements in equipment performance and reli-ability in ways that demonstrate sustainable gains.

2. Learning and using proven maintenance, reliability and operations-improvement methods to continually improve our plant performance and reliability.

3. Being the best in our company and the best in our industry by pursuing best-in-class levels of equip-ment performance and reliability consistent with our Annual Reliability Improvement Plan.

4. Developing a work culture where all employees and contractors hold each other accountable for doing their very best, doing the right things the right way, fi rst time, every time.

5. Utilizing consistent, accurate, and reliable equipment performance and production data plus maintenance history data to identify and eliminate the major causes of problems.

6. Developing and adhering to “best practice” proce-dures, work processes and checklists for critical operations and maintenance tasks consistent with our Annual Reliability Improvement Plan.

7. Training and qualifying our employees on all crews to safely and accurately perform all required opera-tions and maintenance tasks according to approved “best practices” consistent with our Annual Reli-ability Improvement Plan.

The bottom line:Without reliable equipment, we cannot compete.

Reliability Policy Example


UPTIME

Joseph Juran (quality policy) and Peter Drucker (MBO) into strategic planning to create Hoshin Planning—something that many U.S. companies used since the 1980s to make signifi -cant and sustainable improvements. This Policy Deployment process continues to thrive in many successful Lean Enterprise businesses.

Policy Deployment cascades—or deploys—top-management poli-cies and targets down the manage-ment hierarchy. At each level, the policy is translated into policies, targets and actions for the next level down. Using a “Policy Deployment” strategy for establishing and infusing a Reliability Policy makes sense: It will connect the important factors of business success from the highest levels of the company to the plant-fl oor workgroups and then back to the top levels.

Where’s your true north?As described above, the Policy Deployment “line of sight” acts as a compass, pointing north, keeping the entire organization heading in the right direction. In the absence of a common direction, focused leadership and engaged workgroups at all levels, almost any improvement process will be doomed to failure—or, at best, stagnation.

Again, never forget: The main-tenance department alone cannot make equipment reliable unless it is in absolute control of all of the causes of “unreliability.”

By the way, I hope to see you and other loyal Readers at MARTS 2010, in Chicago. MT

[email protected]


Any capital-intensive business that depends on equipment assets

to generate revenue will benefi t from a reliability policy.

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Take a vibration expert along

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FOR ON THE FLOOR

If a single word can instill apprehension, a top contender would have to be “budget.” Nearly any time it pops up these days, something nega-tive follows. Maintenance pros know this just as well as those in other lines of work: Discussion of “the budget” is often a pretext for announcements about reductions or freezes in funding for proj-ects and operations, while other company goals (production, effi ciency, continuous improve-ment) stay the same. It’s the old, familiar “do more with less” syndrome that, in 2010, seems to have graduated from a conference presentation topic to standard business practice.

With their unique analytical and practical skills, however, maintenance professionals may be among the best equipped to resourcefully ride out budget storms and other economic tempests. This is at least partly confi rmed this month by the Maintenance Technology Reader Panelists, who answered our question: “What do you do to stretch your maintenance budget?” Here’s what they had to say:

In-house expertise, a distributor’s assistance “I have utilized methods from the ’30s, ’40s and ’50s to make mechanical repairs that the older journeymen taught me when I was an appren-tice machine repairman,” says a food-industry maintenance supervisor in the upper Midwest. Even today, he notes, “everything is not electrical or electronic,” and his ability to make complex mechanical repairs in-house saves money.

This Panelist has also learned to tap sources of no- or low-cost outside help, such as the local branch of his MRO distributor. “This is one big item that has saved my company signifi cant sums of money,” he acknowledges. “Dealing with the (distributor’s) manager there is like having an additional engineering department on staff. My reps are sharp on many subjects, plus this distributor has a multitude of sales

engineers and product experts that they bring in for actual problem solving, if needed. When we get stuck on something,” he adds, “they will have a solution.”

PM extensions and inventory cutbacksFor a maintenance supervisor at an imaging company in the South, 2009 was tough fi nan-cially. A sales downturn prompted his company to undertake budget-stretching strategies on several fronts.

“First, to reduce costs, we extended most PMs requiring parts,” he tells us. These included control-valve rebuilds, water- and air-fi lter changes and pump rebuilds. The extensions were possible without compromising equipment integrity because of lower production volumes in 2009.

“Second,” he says, “we reduced stores invento-ries for spare parts. This was done in two ways: Materials we had previously ordered in larger volumes for EOQ (economic order quantity)reasons, we now order only in quantities for immediate use. Also, we reduced our stock of spare parts that are second-order critical, such as a mechanical seal, shaft sleeve or other pump-rebuild parts that are also available as an on-the-shelf complete spare pump.”

Finally, he continues, “some failed parts were rebuilt instead of purchased new.” In the case of one needed production machine, he recalls, “we purchased it used from eBay.”

While pursuing ways to save company funds, this Panelist faced another challenge when his plant was downsized. Avoiding layoffs of his skilled mainte-nance workers became an immediate priority, so he reassigned some to part-time operator positions. He also “partially reassigned two maintenance techs to cover routine security functions that were previously contracted to an outside fi rm.” He points out that this strategy has been a success, and that he hopes to end it this month.

Stretching The Maintenance Budget

An outlet for the views of today’s capacity assurance professionals

Rick Carter, Executive Editor


FOR ON THE FLOOR

More PM extensions, ‘outside the box’ thinking, free trainingAt a utility in the upper Midwest, a mechanical maintenance supervisor prescribes, among other things, closer scrutiny of PMs. “During tough fi nancial times, precision maintenance and Pd/PM maintenance becomes even more important and a key to our company’s reliability and avail-ability.” As he puts it, “Using these programs to drive the maintenance effort, we only repair what requires repairs. And when done correctly, we can expect an increase of mean time between failure.”

This Panelist cautions that “good techniques of risk management” must be used to determine what items can be deferred. He also says it’s important to keep an open mind when wrestling with ways to trim expenses. “Think outside of the box,” he advises, “and look at different ways to accomplish the maintenance activities.” He believes that this also applies to training, noting that even though travel and training budgets may be cut, training should not suffer. According to him, you can work around this budget cut by turning to the many “good, free Web-based training sessions available. And be sure to make use of in-house expertise for refresher training.”

In tough times, closer scrutiny should also be applied to the bidding process for work by outside contractors, he advises. “Bid and qualify both union and nonunion,” he urges, “and select the best value for the dollar.”

He also offers these words of wisdom: “Share your budget concerns with the workforce and ask for their thoughts and input.”

Beware the pitfallsNot all Panelists are fortunate enough to work in environments that encourage creative solutions and open communications. In situations where budget-stretching initiatives are begun without foresight and understanding of the processes they will affect, more problems can be created

than solved. An auto-industry PM leader in the Midwest, for example, explains how his compa-ny’s choice of a standard cost-cutting solution—reduction of in-house parts inventory—has been ineffective due to mismanagement of the chosen parts-replacement process.

“Since we went to an off-site commodities-managed crib, and pretty much took our cribs out of the plants,” he laments, “it has caused more delays and unnecessary downtime while waiting for parts. When parts are shipped, it is a crapshoot at times to see if the right parts are sent. Though this was done as a budget-saving measure,” he notes, “this has not yet been proven by us.”

He further explains that usage-driven stock-part replenishment often fails at his plant because of a decision not to fully automate it. “We went to a two-bin system with parts being stocked by usage. The only problem with that is a lot of the parts that are not shown with a high use are not stocked because they are bought on a spot buy. But the ordering system they use is inadequate and does not show the part usage.” The result, he continues, is that “time after time, we are waiting for the same highly used parts. Many of the tradesmen have complained to upper management,” he says, “but we have not seen any improvements.” MT

Join the MT Reader Panel!Have your comments and observations included in this column by joining the Maintenance Technology Reader Panel. Send an e-mail to [email protected] with the following: your name, title, contact information, years of professional experience and name and location of your company. If qualifi ed, you’ll be admitted to the Reader Panel, and receive requests for your thoughts on industry topics approximately every other month. After one year of active participa-tion, you’ll be entered into a drawing for a cash prize, as a token of our thanks.

Discussion of ‘the budget’ is often a pretext for announcements about

reductions or freezes in funding for projects and operations, while other

goals (production, effi ciency, continuous improvement) stay the same.


The economics of vibration problems were front and

center during my visit to a certain pulp mill in Canada

several years ago. The project was to implement a vibra-

tion-related machinery-improvement program. To that

end, I received vibration data from various sources. A chart from a home-offi ce executive vice president (Fig. 1), showed

that the mill’s average vibration had been reduced from an indicated level of 0.25 in/sec down to 0.16 in/sec over the course of fi ve years. (I could still hear my old boss asking, “Is that good?” [see Sidebar on page 15]). The vice president in charge of production, however, provided a much different chart (Fig. 2). It showed the cost of production during that same fi ve-year period—production cost in $/ton was reduced to about half! I made transparencies of both charts and superimposed one on the other. The result, as shown in Fig. 3, seemed to be what I think my former boss would have appreciated.

I’m not only much older than I was during that memorable, long-ago lunch with my boss—I’m much more experienced. I’ve learned that hard-nosed plant managers and maintenance managers would probably see something wrong. No manager today would move toward a further “reliability” program if the investment needed up front would take fi ve years or so to show the fi nancial results. As the old expression goes, “What can you do for me now?”

At your own plant…for your own plant…At your own plant…for your own plant…

Ralph T. Buscarello, CEO Update International

In the fi rst of several

new articles, this icon

of the maintenance and

reliability fi eld reminds

us of something that we

all should know by now.

The message is clearest

when you talk in terms

of dollars and cents.


Determining The Determining The Actual Financial Costs Actual Financial Costs

Of Machinery Of Machinery Vibration LevelsVibration Levels


As an introduction to this article, I have to fi rst indicate where my approach to the fi nancial side of machinery reliability really started. The following short story is true. It recounts what happened to me quite a few years ago, well before I became a specialist in machinery vibration.

I was head of sales for a company that sold dynamic balancing machines. Over lunch one day, I was bragging to my boss about the success I had in the fi eld using our newest product, a “portable” balancing instrument. Within an hour of a prospective customer’s request, I had fi eld-balanced a badly vibrating fan (vibrating with an amplitude of 8 mils) down to just a half mil.

“Is that good?” I was asked.

Trying to answer, I proceeded to explain what a “mil” was (1/1000 of an inch) and that the fan’s initial vibration was 8 of those (which I proudly had reduced to .5).

The question again was, “Is that good?” Assuming (perhaps incorrectly) that

this man had no clue as to the profound importance of a difference between 8 mils and .5 mil, when it comes to vibration, I launched into a discussion about how every kid with a micrometer measures a single hair from his head and the usual measurement was 2 mils. “Before I started balancing (that fan),” I boasted, “its vibration was the back-and-forth motion equivalent to four hairs side by side, and in only one hour, I reduced it to

not just one hair, or even a half a thick-ness of a hair. I reached one quarter of diameter of a hair (.5 mil)!”

Once more, the boss’s only question was, “Is that good?”

At this point, I was feeling quite frustrated—and it must have shown.

“That’s the trouble with you engineers and all your technical gobbledygook,” my boss shouted. “You try telling me what good you did by getting the vibra-tion down to a half mil. But, I won’t believe you if you can’t tell me that you helped the fan’s owner make money, save money or get rid of a headache.”

That conversation has infl uenced my approach to my work, ever since.

. . . RB

Just How Good Is ‘Good?’ Show me the money!


Vibration data compiled by two different sources at a Canadian pulp mill. Fig. 1 came from an executive VP; Fig. 2 was supplied by a VP of production. Superimposing Fig. 1 on Fig. 2 results in Fig. 3, a much clearer picture of the facility’s vibration reality.

Determining The Actual Financial Costs

Of Machinery Vibration Levels

Vibration History

Vibration History

R&E Maintenance Expense

R&E Maintenance Expense

Pulp & Bleach Area

Pulp & Bleach Area

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

Year

Year

Year

ips

ips

0.26

0.25

0.24

0.23

0.22

0.21

0.2

0.19

0.18

0.17

0.16

0.26

0.25

0.24

0.23

0.22

0.21

0.2

0.19

0.18

0.17

0.16

44

42

40

38

36

34

32

30

28

26

24

4442403836343230282624

0.25

44

44

32

28

24

32

2824

0.21

0.19

0.17

0.25

0.21

0.19

0.170.16

0.16

Dol

lars

/ To

n

Dol

lars

/ To

nAver

age

Am

plitu

de V

eloc

ity

Aver

age

Am

plitu

de V

eloc

ity

Fig. 1

Fig. 2

Fig. 3



Today’s manager has a very tight budget. He/she also has probably “heard it all” through sales pitches for instruments, training courses, consulting work, etc. His/her ears may have become “dull of hearing.” Something better is needed.

And now to the pointAt one time, a well-known pulp mill in New England focused only on its own plant’s data regarding the maximum ampli-tudes measured on 50 similar pumps (all with nominal 1800 rpm). No FFT measurements were used. Instead, a simple “overall” reading was measured “at the worst bearing housing” and recorded. After plotting the results on a graph (Fig. 4), the fi nancial data for each pump was also investi-gated and recorded. (All were for the maintenance expendi-tures for that pump over the same two-year period.)

Upon examining those pumps with amplitudes below 0.03 in/sec (Fig. 5), maintenance costs were found to be less than $4500. (Warning: Your hard-nosed boss would still not be very impressed, even when he/she sees the low maintenance costs per pump.) Keep going…

Pumps with “fairly good” vibration readings of approxi-mately 0.05 in/sec were also compared (Fig. 6). Maintenance costs per pump were less than $7750 (still more than $3000 over costs for units with readings under 0.03 in/sec!).

The real surprise was the pumps with amplitudes of approximately 0.1 in/sec (machines that most vibration experts consider to be “good,” “acceptable,” “OK,” etc.) They generated well over $1000 more in maintenance costs than those with what we now refer to as a “precision” vibration level (Fig. 7)—$17,000 or less per pump.

Fig. 4. Plot of “overall” vibra-tion readings measured “at the worst bearing housing” of 50 similar 1800 rpm pumps

Fig. 5. In the pumps with amplitudes below 0.03 in/sec, maintenance costs were less than $4500.

50

40

30

20

10

0

50

40

30

20

10

0

0.3

0.25

0.2

0.15

0.1

0.05

0

0.3

0.25

0.2

0.15

0.1

0.05

0

Dollars, Thousands▲▲


Machine

Machine

< $4,500 0.03 in/sec

Velocity, ips

Velocity, ipsVibrationvs.

Maintenance Costs

1800 rpm pumps

Vibrationvs.

Maintenance Costs

1800 rpm pumps

Continue on page 18

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Remember, though, that managers will still not be truly motivated to fi nancially back any program to improve machinery reliability to such “precision” levels. You need to determine what is true on your own plant’s machinery, based on your own statistics, but with a quicker and easier, less costly approach. (It usually isn’t good enough to indicate that measuring “overall amplitudes” on about 50 similar machines takes only one mechanic about two days. Having a member of the offi ce staff obtain mainte-nance costs takes only about one-half to, at most, a full day. Still not good enough —wow!)

Take a look at amplitude versus maintenance costs that personnel at this mill measured in a very short “quickie” test based on only six machines (Fig. 8, pg. 20). Notice that only typical, easy-to-work-with machines were chosen for this test, based on vibration amplitudes (the worst and the best). The same was repeated for the “worst” approximately 1800 rpm pumps and the smoothest-running “best.” Again, the process was repeated for the worst and best pumps running approxi-mately 3600 rpm. That was only a total of six machines for which fi nancial data (over the same period of time) had to be obtained. Now, even your toughest, most skeptical

Fig. 6. In units with “fairly good” amplitudes (approx. 0.05 in/sec), the cost of main-tenance was under $7750 (which was still over $3000 more than the same cost for pumps with levels below 0.03 in/sec).

Fig. 7. Pumps with vibra-tion levels of approxi-mately 0.1 in/sec had well over $1000 more in maintenance costs than the pumps with “preci-sion” vibration levels.

50

40

30

20

10

0

50

40

30

20

10

0

0.3

0.25

0.2

0.15

0.1

0.05

0

0.3

0.25

0.2

0.15

0.1

0.05

0


Dollars, Thousands▲

Machine

Maachinne

< $7,750

< $17,000

0.05 in/sec

0.10 in/sec

Velocity, ips

Velocity, ips

Vibrationvs.

Maintenance Costs

1800 rpm pumps

Vibrationvs.

Maintenance Costs

1800 rpm pumps

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manager should be interested in getting the results—not from a sales pitch, but from his/her own machines and records.Note the results of the referenced pulp mill’s comparisons based on only three “worst” and three “best” machines. The difference between just those “worst” and “best” units was $68,000!

If this doesn’t get you started on determining this simple data—which should take less than a half day measuring vibration and less than two hours obtaining fi nancial costs—I would give up.

Precision-based reliabilityWhy not make things even easier? Think about starting a true “precision-based” reliability program. Sure, we can talk about precision balancing, preci-sion alignment, offsets for thermal growth, proper prevention of assembly errors, including proper installation of bearing, etc. But, there’s a more effi -cient way to obtain decreased vibration results that can be compared to the fi nancial data you have gathered to plot your own graph or quickie chart. The easiest and fastest decrease in vibration levels for a high percentage of machines comes through teaching one to two mechanics to perform what I refer to as “foot-frame-related resonance” tests. This involves simply loosening and tightening only one machine “hold-down” bolt at a time, and recording with a quick sketch, the bolts that made an appreciable difference. For bolts that do make an appreciable difference of over 30%, there are procedures for re-shimming at those feet.

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Fig 8. Information gleaned from a very short “quickie” test on only six machines.

Coming upFuture articles in this series will shed light on other effective techniques for dealing with vibration levels in your operations, and include key instructions for working on the most vulnerable rotating machines found in industrial facilities. Based on his many years of experience in the fi eld, the author will also take the opportunity to debunk some of the more popular myths and widely held misconceptions associated with the issue of vibration. MT

Ralph Buscarello is CEO of Update Interna-tional, based in Denver, CO. The company is a global provider of machinery-improvement training and technologies that enable indus-trial and utility customers to improve oper-ating life and productivity while substantially lowering costs. E-mail: [email protected].



Maintenance Expense vs. Vibration History

Machine Type

Pump1800 rpm

Pump3600 rpm

Fan

Total

HighestVelocity, ips

0.15

0.26

0.338

Highest

MaintenanceCost, $

10298

46383

16793

73474

MaintenanceCost, $

2668

2603

226

5397

LowestVelocity, ips

0.012

0.021

0.052

Lowest

Difference in maintenance costs for 3 machines with highest vibration vs. 3 machines with lowest vibration.

Difference in same period maintenance costs= $68,077

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ENERGY SYSTEMS


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Power disturbances pose a colossal problem for all busi-

nesses. The Electrical Power Research Institute (EPRI)

estimates that such disturbances cost U.S. industry as

much as $188 billion per year in lost data, material and

productivity. Efforts to minimize these losses have taken on their

own monumental proportions. According to industry analysts at

the Darnell Group, annual spending on backup-power systems

exceeds $5 billion worldwide.

Traditional backup-power solutions include uninterruptible power systems (UPSs) with valve-regulated lead acid (VRLA) batteries to provide energy during short-term power disturbances, diesel generators (gensets) for longer-term outages and control electronics to bridge the two. Th erein lies a real chal-lenge for businesses that are seriously concerned about matters of sustainability: It’s all those batteries.

Th e lead-acid batteries that provide ride-through, or temporary power, for the UPS are commonly viewed as the most unreliable and most costly element of conventional power quality and reliability solutions. In fact, one might be surprised at how many buildings striving to be green have hundreds or thou-sands of pounds of toxic lead and gallons of dangerously corrosive sulfuric acid on their premises—thanks to lead-acid batteries. It’s also rather surprising that the current LEED standards make no allowance for mitigation of these extremely hazardous materials.

Frank DeLattre VYCON

With brownouts and

blackouts on the rise,

businesses can’t afford to

gamble on critical power-

protection capabilities.

This reliable and cost-

effective approach offers

a number of advantages

for operations that really

want to go “green.”

Meet TheMeet The FLYWHEEL: Green, CleanGreen, Clean Energy-Storage TechnologyEnergy-Storage Technology

There’s a new kid in town...

ENERGY SYSTEMS


EEEEEEEEEEENNNNNNNNNNNEEEEEEEEEEERRRRRRRRRRRGGGGGGGGGGGYYYYYYYYYYY SSSSSSSSSSSYYYYYYYYYYYSSSSSSSSSSSTTTTTTTTTTTEEEEEEEEEEEMMMMMMMMMMMSSSSSSSSSSS

APRIL 2010 MT ONLINE COM | 23

The weakest linkToday’s facilities simply can’t tolerate an instance of down-time. To ensure that critical processes operate without inter-ruption, large-scale UPS systems continually take the frequent fl uctuations and disturbances of utility power and condition the power, delivering clean energy to critical systems.

NFPA 99 regulations for Emergency Power Systems stipulate that gensets must be able to assume the load within 10 seconds. While batteries can perform this function, their reliability is always in question. Are they fully charged? Has a cell gone bad in the battery string? When was the last time they were checked?

Besides being a formidable source of hazardous material, lead-acid batteries are expensive and unreliable. One bad cell in one battery of a chain of four dozen “maintenance-free” lead-acid batteries is enough to bring down the whole set. Th ey also require an excessive amount of testing, monitoring and maintenance to ensure against such occurrences.

Unfortunately, facility and maintenance personnel do not seem to test these batteries as oft en as they should—and may not have testing/monitoring systems in place to do so properly. Ironically, even testing batteries helps to degrade their useful life. Moreover, every four years or so, the batteries have to be hauled away (hopefully to a recycling center) and swapped out with all new, lead-based replacements.

According to EPRI, “Batteries are the primary fi eld-failure problem with UPS systems.” Predicting when one battery in a string of dozens will fail is next to impossible, even with regular testing and frequent individual battery replace-ments. Fortunately, facilities now have a viable alternative to batteries: It’s the fl ywheel energy storage system.

Flywheel basicsA fl ywheel system replaces lead-acid batteries and works like a dynamic battery that stores energy kinetically by spinning a mass around an axis. Electrical input spins the fl ywheel rotor up to speed, and a standby charge keeps it spinning 24/7 until called upon to release the stored energy. The amount of energy available and its duration is proportional to its mass and the square of its revolution speed. In the fl ywheel world, doubling mass doubles energy capacity, but doubling rotational speed quadruples energy capacity.

During a power event, the fl ywheel will provide backup power seamlessly and instantaneously (Fig. 1). Th e nice thing is that it’s not an “either/or” situation, as the fl ywheel can be used with or without batteries. When used with batteries, the fl ywheel is the fi rst line of defense against damaging power glitches—protecting against the frequent cycling of the batteries and prolonging their life.

Since batteries are the weakest link in the power continuity scheme, fl ywheels with batteries reassure facility managers that their batteries are safeguarded against premature aging and unexpected failures.

When the fl ywheel is used alone, the system will provide instant power to the connected load as it does with batteries. If, however, the power event is longer than a couple of minutes, the fl ywheel will gracefully hand off to the facilities’ engine-generator. It’s important to know that EPRI’s research shows that 80% of all utility power anomalies/disturbances last less than two seconds and 98% last less than 10 seconds. In the real world, the fl ywheel energy storage system has plenty of time—up to a couple of minutes—to gracefully hand-off to the generator.

Fig. 1. Power infrastructure with fl ywheel and UPS

UPS

CriticalLoads

FlywheelDC Energy

Storage

BackupGenerator

Rectifi erAC/DC

InverterAC/DC

Bypass

Utility208-600v AC

ATS

ENERGY SYSTEMS

24 | MAINTENANCE TECHNOLOGY APRIL 201024 | MAINTENANCE TECHNOLOGY APRIL 2010

EENNEERRGGYY SSYYSSTTEEMMSS

In the flywheel world, doubling mass doubles energy capacity,

but doubling rotational speed quadruples energy capacity.

Proper sizingNormally, the sizing of UPSs and fl ywheels is done based on actual load. Most engineers size the UPS at 30-40% larger than the actual load to allow for growth. Once the UPS is sized, the fl ywheel needs to be sized to the UPS. All UPS ratings are based on kVA and kW numbers; the rating used for power applications is the kW rating. When this kW number is established, it will be labeled as the full load kW rating. For example: A 275kVA UPS rating with a power factor rating of .9 power factor (pf) equates to 248kW of UPS power. Since the majority of loads are sized to UPSs at about an 80% load factor, along with inverter effi ciency of 96%, this equates to 207kwb. Consequently, this is the rating used to size the fl ywheels to assure proper power rating and proper amount of run time requirement. To make it easier to size fl ywheels, most manufacturers supply customers with run-time charts that match kVA with run time.

As shown in Fig. 2, by using two fl ywheels, Model 1 will achieve 26.6 seconds of run time, and by using two fl ywheels, Model 2 will achieve 28.6 seconds of run time. In either case, the fl ywheels exceed the goal of meeting a 20-second run-time requirement as a minimum. Th is provides a solution that fi ts most facilities’ needs and ample time to transfer to an engine genset if a longer power outage occurs.

Return on investmentWhen one compares the life-cycle cost (LCC) of fl ywheels with the LCC of battery systems (Fig. 3), it’s clear which technology has a longer cost savings over the life of the technology. ROI for the fl ywheel occurs in three to four years—quicker than that shown for a battery system. The purchasing decision, though, is not necessarily an “either/or” option. That’s because the fl ywheel can be used with or without batteries.

Fig. 2. In either of these fl ywheel models, the units exceed the goal of meeting a 20-second run-time requirement as a minimum.

Number of Flywheels12345

Number of Flywheels12345

Model 1

Model 2

Run Times*Specifi cations

UPS Output Power Rating (kVA)

UPS Output Power Rating (kVA)

40 60 80 100 120 160 225 275 450 550 750 1100 99.8 67.0 50.3 40.3 33.6 25.6 17.4 11.7 80.0 65.0 48.8 34.8 28.6 16.8 11.4 6.1 72.3 51.5 42.2 26.1 21.5 13.9 6.2 55.6 34.1 28.0 20.8 11.1 34.8 25.8 17.1Run Time in Seconds

* Backup times are typical using .9 Output Power Factor, 80% Full Load Rating, 96% Inverter Effi ciency

40 60 80 100 120 160 225 275 450 550 750 1100 99.8 67.0 50.3 40.3 33.6 21.9 11.7 6.4 80.0 65.0 48.8 34.8 26.6 11.3 6.2 72.3 51.5 42.2 23.2 16.8 8.5 55.6 34.1 26.1 16.0 6.0 34.8 23.0 11.7Run Time in Seconds

APRIL 2010 MT-ONLINE.COM | 25APRIL 2010

Continued on page 26

Assuring power qualityFrom 40kVA to a megawatt, fl ywheel systems are increas-ingly being used to assure the highest level of power quality and reliability in a diverse range of applications. The fl exibility of these systems allows a variety of confi gurations that can be custom-tailored to achieve the exact level of power protection required by the end-user based on budget, space and environ-mental constraints. In any of these confi gurations, the user will ultimately benefi t from the many unique benefi ts of fl ywheel-based systems, including:

■ High-power density, small footprint

■ Parallel capability that allows for future expansion

■ Fast recharge (under 150 seconds)

■ No special facility requirements

■ No cooling required

■ Low maintenance

■ 20-year useful life

■ Simple installation

■ N+1 redundancy options

■ Quiet operation

■ Wide temperature tolerance

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Flywheel implementations comply with the highest interna-tional standards for performance and safety, including those from UL and CE. Th ey also incorporate a host of advanced features that users expect to make the systems easy to use.

Th ese days, data centers, broadcasters, hospitals, airports, industrial processes, military facilities and other crucial operations around the world are hardening battery strings—or even eliminating them altogether—by applying clean fl ywheel energy storage to their UPS systems. Th is “new kid in town” technology truly off ers a green choice in protecting

mission-critical applications by fi nally providing industries everywhere with a truly reliable, long-lasting and virtually maintenance-free DC power solution. MT

Frank DeLattre is president of VYCON, a company based in Yorba Linda, CA. As noted on www.vyconenergy.com, “VYCON’S mission is to deliver energy storage systems into applications where the need for energy storage has not been met by any existing technology…including other fl ywheels.”

Fig. 3. A 15-year life-cycle-cost (LCC) analysis of battery systems

Cum

ulat

ive

Cost

s (T

hous

ands

)

Initi

al a

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Elec

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Air

Co

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onin

gCo

sts

Lifecycle Costof Battery System

$180

$160

$140

$120

$100

$80

$60

$40

$20

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VOLUME 2 / NO. 2 UTILITIES MANAGER | UM1

XX UM

Understanding Power Factor

William C. Livoti

BIG MONEY TALKS UM

If your organization is focusing to any extent on cutting energy consumption, driving sustainable growth and reducing operating costs, it’s a good idea to review power factor. Here’s a very brief

explanation.The power factor (PF) of an AC electric power

system is defi ned as the ratio of the real power fl owing to the load to the apparent power, and is a number between 0 and 1 (frequently expressed as a percentage, e.g. 0.5 pf = 50% pf). Real power is the capacity of the circuit for performing work in a particular time. Apparent power is the product of the current and voltage of the circuit.

A PF of 1.0—or “unity power factor”—is the goal of every electric utility. If the PF is less than 1.0, the utility has to supply more current to the user for a given amount of power use. In so doing, it (the utility) incurs more line losses.

Industrial facilities tend to have a “lagging power factor,” where the current lags the voltage (like an inductor). This is primarily the result of having lots of electric induction motors; as seen by the power supply, their windings act as inductors. Capacitors have the opposite effect; they can compensate for the inductive motor windings.

The signifi cance of power factor lies in the fact that utility companies supply customers with volt-amperes, but bill them for watts. The relationship can be stated as:

watts = volts x amperes x power factor

Power factors below 1.0 require a utility to generate more than the minimum volt-amperes necessary to supply the power (watts). This increases genera-tion and transmission costs. Utilities may impose penalties on customers that do not have good power factors on their overall buildings.

Watts—or real power—is what a customer pays for. VARS (volt-ampere reactives) are the extra “power” transmitted to compensate for a power factor less than 1.0. The combination of the two is called “apparent” power (VA or volt-amperes).

A low PF is expensive and ineffi cient—some utility companies may charge additional fees when it’s less than 0.95. A low PF reduces the electrical system’s distribution capacity by increasing the current fl ow and causing voltage drops.

Think of it this way: Based on personal experi-ence, many of us would acknowledge that a mug of draft beer typically has a “head” on it. Let’s say your favorite pub institutes a new policy—you pay only for beer, not foam. While foam is simply aerated beer, it’s not really usable. So, if your mug is half full of foam, you’ll pay half the price. This is the same principle as electricity generation: The consumer pays just for the beer (real power), not the foam.

Main benefi ts from power factor correction

■ The utility’s electrical load is reduced, thereby allowing it to supply surplus power to other consumers, without increasing generation capacity.

■ Most utilities impose low PF penalties; by correcting the power factor, penalties can be avoided.

■ High PF reduces load currents, which leads to considerable savings on hardware, such as cables, switchgear, substation transformers, etc. UM

Bill Livoti is a fl uid power and power industry engineer with Baldor Electric Company. He also is vice chair of the Pump Systems Matter (PSM) initiative. Telephone: (864) 281-2118; e-mail: [email protected]

VOLUME 5 / NO. 2 UTILITIES MANAGER | 27

The signifi cance of power factor

lies in the fact that utility companies

supply customers with volt-amperes,

but bill them for watts.

ENERGY

Target in on these tools, techniques and useful resources.

We’ve all heard and/or read the exhortations: “You can fi nd annual savings of $200,000, $500,000 or more, in the unlikeliest of places.” “You can save 18% on energy costs with minimal capital investments.” “You can discover enough immediate savings to pay for an energy audit and the recommended system upgrades.”

Alas, many people have dismissed such claims as fantasy. Some may think that their operations are too lean and don’t have the budget or the staff to fi nd the savings. “We’ve already cut everything we can cut. Management will never approve this use of time and money.” On the fl ip side, contractors may be hearing “not now” from clients that are already stretched too thin.

Here’s the missing ingredient: We know more now than we did, even a few years ago, about where to look for unneces-sary waste. We also know how to quantify the dollar value of that opportunity. That allows you to create a more accurate proposal that’s more likely to be approved and achieved.

Size for who you areThe big dollars are usually associated with audits at large facilities with lots of heavy machinery and little preventive maintenance. The energy audit team collects data ahead of time, spends three to fi ve days inspecting, decides what to change, then imple-ments fi xes, updates and process improvements. Depending on the facility, the inspections may cover everything from motors and drives to electronic equipment usage patterns to waste-management practices. If you can do a comprehensive audit, you should—and not just because the overall dollar amount will be larger and quicker to achieve. By inspecting multiple areas in the same time period, you’ll also notice common waste patterns and fi nd ways to leverage improvements across multiple systems. But some facilities fi nd that three days and a full team of experts and tools is just too much. For them to get started, it might make more sense to tackle one system at a time. This is fi ne, as long as you circle back to see how changes in one system have affected other areas.

Kate Anderson, ActionEco, with support from Colin Plastow, Fluke

ENERGY AUDITSUM

28 | UTILITIES MANAGER VOLUME 5 / NO. 2

Somewhere, there’s a technician climbing up onto a facility roof with a thermal imager.

Inside, the head of operations and the HVAC person are calculating the effect of raising

or lowering indoor temperatures just a bit. Someone else is over in the side offi ce with six

months of electricity bills, analyzing usage patterns and rate fl uctuations. They’re all on

a hunt—but not for critters. The big bucks these hunters are hoping to harvest are associated

with increased operating effi ciencies and reduced energy consumption. They’re tracking every-

thing, looking for savings anywhere they can fi nd them…hidden in a vent that’s stuck open…in

ineffi cient lighting…in a chiller that’s running an hour a day more than necessary…

On the hunt for big bucks...

Making Energy AuditsFeasible

UM ENERGY AUDITS

VOLUME 5 / NO. 2 UTILITIES MANAGER | 29

The leanest companies often fi nd the best value in outsourcing all or part of their energy inspection to a contractor that special-izes in energy audits. Then, as improved practices reduce the immediate troubleshooting load, existing staff can retrain on system upgrades and inspection practices. Contractors can add particular value by knowing all the local, regional and national tax incentives, providing ROI for system upgrades, mastering the more complex power-logging tools and, simply, having enough tools, expertise and people to get the job done.

Build and pitch your planIf you run into opposition in getting a complete audit approved, you may need a more convincing proposal. What you may not realize is that much of the savings can be discovered up front, using a power logger and your computer.

1. Tabulate the kind of equipment in use and log how often it’s deployed.

2. Review utility bills.

3. Plug that data into energy calculators.

4. Quantify and monetize the savings opportunity.

With reasonably solid numbers and a return-on-investment schedule, management is more likely to approve and support an energy audit. For calculators and other tools to estimate ROI and build your proposal, see the reference list on the next page. There’s no need to reinvent the wheel! Learn what others have done and apply their best practices. UM

Almost all audits fi nd equipment turned on but not in use, ineffi cient lighting technologies or usage and

HVAC systems that are not optimized.

Smaller long-term opportunities: Building envelope, waste/recycling, IT/electronics

Medium opportunities: HVAC, motors and drive

Biggest opportunities: Lighting, compressed air, steam systems

Top Places To Look For Energy Waste

$$$

$$

$

$$$

$$$

$$

$

$

$

Applying Energy-Audit Tools Tool ApplicationPower logger Conduct load studies; perform energy consumption testing

Clamp meter Make branch circuit and individualor clamp load evaluations; take quick poweraccessory measurements

Thermal Scan electrical, electro-mechanical,imager process, HVAC and other equipment for hotspots noting ineffi ciencies; scan buildings for leaks

Logging digital Monitor power usage cycles;multimeter measure pressure and temperature

Infrared Scan motors, insulation, steamthermometer pipes, ducts, breakers, connections and wires

Air Evaluate and adjust ventilationmeter levels; verify HVAC controls

Continued on page 30

UM ENERGY AUDITS

Kate Anderson is editor of ActionEco.org, an online education and advo-cacy community that demonstrates the business benefi ts of sustainable business operations and mainte-nance best practices.

Colin Plastow is industrial product manager for Fluke. To learn more about the products and services referenced in this article, including Fluke’s energy audit training offered through the company’s Energy Answers program, e-mail: colin.plastow@fl uke.com


Online Resources

• EPA Energy STAR, www.energystar.gov, has calculators, guidelines, checklists, schedules, how-tos and many other tools for designing and implementing energy plans and audits.

• American Council for an Energy Effi cient Economy, www.aceee.org, convenes conferences and workshops for energy-effi ciency professionals, conducts technical and policy analyses and offers advice for program managers.

• Building Owners and Managers Association, www.boma.org, offers a sustainable operations Webinar series for training on operational cost savings and evaluating green building opportunities.

• Consortium for Energy Effi ciency (CEE), www.cee1.org, has a database of companies that manufacture CEE and Energy STAR equipment. An energy and effi ciency think tank, CEE is a good source for technology reviews.

• Commercial Building Tax Deduction Coalition, www.effi cient buildings.org, explains tax deductions for energy-effi cient building expenditures made by a building owner.

• Database of State Incentives for Renewables and Effi ciency, www.dsireusa.org, is a comprehensive source of information on state, local, utility and federal incentives that promote energy effi ciency.

• U.S. Department of Energy, www.energy.gov, is the gateway to thousands of pages of how-to energy-audit information.

• U.S. Department of Energy’s Energy Effi ciency and Renewable Energy Network, www.eere.energy.gov. Click on “Industry” on the left of the page for industrial and operations information and research.

• Tax Incentives Assistance Program, www.energytaxincentives.org, provides information about federal income tax incentives for energy effi cient products and technologies.

• OpenEco, www.openeco.org, has assembled helpful news, resources and calculators.

• FacilitiesNet, www.facilitiesnet.com/energyeffi ciency, is focused squarely on facilities.

While the Internet is full of great information on energy audits, fi nding it can take some time. Here’s a head start. Use these sites to get reports on successful audits, online tools, best practices, technology evaluations, even fi nancial incentives.

ENERGYENERGY

30 | UTILITIES MANAGER VOLUME 5 / NO. 2

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Aftermarket Additives


By Dr. Lube, aka Ken Bannister

Symptom:“I am an instructor in a college Industrial Maintenance program. Do you have any infor-mation regarding testing and comparison of aftermarket oil additives and their use?”

Diagnosis:Yours is probably one of the most frequently asked questions in my lubrica-tion training seminars—and one of the most diffi cult to answer since there is little available research that can be used to rate and compare the popular “supermarket” additive products that are currently available. Fortunately, we can classify additive products in two categories:

1. Industrial additive products—marketed as an enhancement or replenishment to a known compatible industrial base oil stock. They’re sold primarily through industrial representatives to meet your specifi c need, come with a published specifi cation and compatibility testing data sheet, and are often backed up with a manufacturer’s engineering service.

2. Consumer additive products —what many people think of as additives. They’re what we typically see on midnight infomercials. Although these types of prod-ucts are often targeted at the consumer automotive market, many of them fi nd their way into the industrial world.

Prescription:Users must carefully weigh their decision to use these types of products against a number of facts:

Why are you considering using them in the fi rst place? If an engine or device has an underlying internal-wear problem, why not just move to a higher-viscosity regular oil and raise a planned repair work order to fi x the problem? If you’re looking for better fuel mileage or energy savings, consider a synthetic lubricant.

Is the product compatible with your host oil? If testing and comparison data is diffi cult to attain, and no product engineering service is available, contact the manu-facturer directly and ask for a compatibility statement along with instructions on how to blend the additive prior to use. In a best-practice lube program, we never advocate mixing lubricants due to a good chance of incompatibility.

Remember, there is no maintenance panacea, especially in the world of lubri-cation. When failure consequences can be high, the rule of thumb is to always let the additive manufacturer recommend the use of the additive. MT

Lubrication questions? E-mail: [email protected]. Dr. Lube, aka Ken Bannister, is a featured speaker at MARTS 2010. To register for and/or learn more about his value-added Pre-Conference workshop “Liquid Gold: Implementing a Winning Lube Strategy for Maximum Gain,” visit www.MARTSconference.com.

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Vibration SolutionsVibration Solutions


Proper alignment of the drivetrain and balancing of the rotor blades are important to condition monitoring of wind turbines. Now, thanks to Ludeca’s VIBXPERT® and its OMNITREND® PC software, wind-

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Learn and practice critical mechanical skills and see your results right away in a powerful, integrated visual display.

Update International’s Smart Demo is a variable speed motor/shaft/bearing trainer integrated with four triaxial accel-erometers, tachometer and a 13-channel vibration acquisition and analysis system. This training platform is based on Update’s experience in training thousands of students in vibration analysis, machinery installation, alignment, resonance and balancing skills.

Update InternationalDenver, CO(800) 530-4215www.updateinternational.com

SKF’s Multilog On-line System DMx is a multi-featured vibra-tion monitor for both conven-

tional and hazardous environments. Awarded ATEX, IECEx and cULus certifi cations, the system can be directly installed within a hazardous area, removing or reducing cabling, cabinets and isolation barriers and, ultimately, saving time and money during installation. According to the manufacturer, DMx combines both protection and condition- monitoring functionality in a single device, making it ideal for use with critical machinery such as gas turbines, generator sets, motors, pumps and compressors in a wide range of industries.

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Certifi cation adds credence to any professional skill and acknowledges the capability and motivations of individuals. It provides professional recogni-

tion by clients, employers and colleagues. Certifi cation activities have increased and broadened the knowledge and skills of vibration analysts.

A certifying body—which assesses the capability and knowledge of individuals against a published body of knowledge—must achieve a recognized credibility. The Vibration Institute certifi cation program, initiated in 1993, is based on ISO 18436.

■ Part 1 defi nes how a vibration certifi cation program is administered.

■Part 2 contains a body of knowledge divided into skill categories.

To be credible, the certifying body must have a scheme committee comprised of technical experts to develop exams that fairly assess the knowledge and skills of candidates. In order to assure the public that a certifi cation program is credible, a certifying body should be accredited.

The Vibration Institute is accredited by the American National Standards Institute to ISO/IEC 17024—which pertains to accreditation of personnel certifi cation bodies.Rules for operation of a credible certifi cation program require a certifying body to be a fi nancially viable, transparent organization; to have any training totally separated from the certifi cation process; and to have both statistically and cognitively based examinations related to a credible body of knowledge.

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Industry’s Partner In The Vibration Trenches Since 1918

M12-Connector Accelerometers

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Bundled Condition-Monitoring Services

Azima DLI’s WATCHMAN™ Reliability Service Plans are a series of simplifi ed, pre-packaged programs that offer a fresh alternative to traditional, complex á la carte maintenance programs. These three all-

inclusive offerings are tailored to address specifi c requirements for lean and reliable plant operations. Each includes an evaluation of the plant environ-ment and risk profi le along with a clearly defi ned set of solutions and deliv-erables to meet uptime, compliance and cost-avoidance objectives. Azima DLI also provides data acquisition tools.

Azima DLIWoburn, MA

VSC has been helping prevent machinery failures and unnecessary repairs since 1918. The company notes that it balanced Thomas Edison’s turbines and generators and Henry Ford’s Model T crank shafts.

Today, using state-of-the-art instrumentation (now developed in-house), it offers 24-hour machinery diagnostics, balancing and alignment ,at your site or in the VSC Balancing Center. Service personnel are accus-tomed to evaluating rotating equipment in both land-based and marine applications. The Balancing Center is able to accommodate rotors weighing up to 20,000 lbs. in-house and up to 400,000 lbs. on-site. A complete line of condition-monitoring products and training services also are offered.

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ProvibTech’s PCM360 machine condition manage-ment system can collect, store, analyze and transmit machine status monitoring informa-

tion over local or wide-area networks. The product provides static, dynamic and transient data collection and analysis, such as graphical indication of vibration level, trend, waveform, spectrum, bode plots, cascade plots and more. Any ProvibTech monitor and trans-mitter can be quickly and easily integrated to upload machine status and its dynamic data to the PCM360.

ProvibTech, Inc.Houston, TX

Meggitt Sensing Systems, makers of Wilcoxon vibration sensors and sensor networks, is offering

three new accelerometers with M12 connectors to its line. The M12 connector makes it easy to implement vibration monitoring where existing infrastructure is already built around the M12 standard, such as in the process industries. The new products are hermetically sealed using a fused glass-to-metal connector, feature all welded construction and are rated for temperatures up to 120 C.

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IMI’s Echo™ Wireless Vibration Sensors can safely “look” at a machine’s health several times a day and provide data to existing vibration- or plant-monitoring systems. The

Echo operates in the 902 to 928 MHz unlicensed ISM band, has a -155 dBm noise fl oor and -145 dBm sensitivity. It can detect RF signal levels down to a millionth of a billionth of a milliwatt. Actual fi eld-testing has achieved signal trans-mission distances of 1/3 mile through buildings. Outdoor transmission has been measured in miles.

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Don’t Miss The Capacity Assurance Conference!

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* A special “Reliability Gives Voice to Autism” event that kicks off MARTS 2010 with a worthy cause. It will feature dinner and live entertainment while raising awareness and funds for autism.

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Building Blocks Of Motor Management

BOOSTING YOUR BOTTOM LINE

M

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

otor management—understanding your motors, their operating condi-tions and costs and what you are going to do when they fail—can

reduce downtime, save money and lower carbon emissions at your facility. Some facility managers have already mastered the practice. They know how many motors they have, where they’re located, their size and nameplate effi -ciencies, their load factors and number of run-hours. They keep track of each motor’s age and maintenance history and have plans in place for what is going to happen with every one of those units when they fail. Yes, such facility managers defi nitely are out there…

For the rest of us, the following set of motor management building blocks from the Motor Decisions MatterSM Campaign can help.

Motor inventoryA motor inventory is a list of every motor in a facility, its size, nameplate effi ciency, operation, load factor, run-hours and maintenance history. With this resource alone, you can ensure that the most effi cient motors are the most often used; track “problem” motors (those with histories of repeated failure); and identify candidates for cost-effective replacement. Many vendors and service providers can help facilities assemble motor inventories. Ask a vendor or service provider in your area for assistance. Check out http://www.easa.com/fi nd/active_members for motor service providers.

Repair/replace decision guidelinesIt is easier to manage a plan than a crisis. Know in advance what will be done with every motor upon failure, and label the motor accordingly. The information in your motor inventory—nameplate effi ciency, age, run-hours and main-tenance history—will assist you in determining the cost-effective choice. (A free Motor Deci-sions Matter calculation spreadsheet can help you do this in three easy steps.)

Purchasing specifi cationOnce the decision to replace a motor has been made, know what type of unit you’ll be purchasing as the replacement. Because energy costs represent 95% of the lifetime costs for most motors, NEMA Premium® effi ciency motors may save your facility money in many applications. Keep in mind that a motor failure is also a good opportunity to make sure the size and type of motor are appropriate for the application.

Best-practice repair specifi cationEnsure that motors are returned to their name-plate effi ciency by specifying best-practice repair. Without this type of specifi cation, a repair could result in a unit that operates less effi ciently. Take the time to check out the best-practice repair resources that are available through the Motor Decisions Matter initiative, and contact your motor service provider to develop a specifi cation for your facility. Motor Decisions Matter provides motor users with a variety of free tools and information, including the “Simple Savings Calculator,” “Motor Plan-ning Kit” and numerous case studies from facilities throughout the United States and Canada, at www.motorsmatter.org. MT




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Detect Air Leaks In Pipes & Pressurized Systems

CRC’s Leak Detector is an aerosol spray that works by forming highly visible bubbles over points of air leakage. The product’s

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The Maintenance & Reliability Technology Summit is the #1 learning venue and source of practical solutions for anyone concerned with the reliability, maintenance and the overall capacity assurance of critical equip-ment systems in a plant or facility. Mark your calendars! MARTS 2010 is taking place April 27-30, 2010 at the Hyatt Regency O’Hare in Rosemont, IL.

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®YEARS


®YEARS

AB SKF ..................................................www.skf.com/lubrication .............................. 69 ............................17

Baker Instument Co. ...........................www.bakerinst.com ....................................... 74 ............................26

CRC Industries ....................................www.crcindustries.com/ei ............................ 71 ............................20

Des-Case Corporation........................www.descase.com ........................................... 67 ............................10

Energy Summit ....................................www.energysummitonline.com .................. 85 ......................... IBC

Eventure Events - STO ........................www.stoconference.com ............................... 72 ............................21

Exair Corporation ...............................www.exair.com/48/123.htm ......................... 75 ............................30

FLIR Systems, Inc.................................www.fl ir.com ................................................... 62,65 ......................1,5

Fluke .......................................................www.fl uke.com/newti ................................... 68,70,73....... 11,19,25

Generac Power Systems, Inc. .............www.generac.com/mt4 ................................. 61 ..........................IFC

Inpro/Seal Co. .......................................www.inpro-seal.com ...................................... 86 ...........................BC

MARTS ..................................................www.martsconference.com .......................... 79 ............................35

Miller-Stephenson Chemical Co. .....www.miller-stephenson.com ....................... 76 ............................30

Process Industries Practices ...............www.pip.org .................................................... 81 ............................37

Royal Purple, Inc. .................................www.royal-purple-industrial.com .............. 77 ............................31

Siemens AG ..........................................www.siemens.com/energy/controls ............ 66,82 ....................7,38

Sulzer Management Ltd. ....................www.sulzerts.com ........................................... 63 .............................. 2

The Vibration Institute .......................www.vibinst.org .............................................. 78 ............................33

Tri Tool Inc. ...........................................www.tritool.com ............................................. 80 ............................37


VIEWPOINT

Demand remains constant in today’s global economy for industrial plants to increase asset effi ciency, reliability and productivity. Operations seek viable product and service

solutions that will effectively equip them for the challenges and deliver positive impact. From our perspective, a signifi cant part of the process involves listening to customers, learning from them, applying our expertise and then responding with solutions that can make the difference.

Now, a new and unprecedented SKF venue in North America has been established to bring our many resources still closer to customers and to promote the type of dynamic interaction that is at the heart of strong and thriving customer partnerships.

The fi rst SKF Solution Factory in the U.S. opened last month in Houston, TX. Its central mission is to provide a wide range of integrated, value-added solutions “under one roof.” This facility joins eight others around the globe—with more planned as a unique network to serve customers with an ever-growing portfolio of products and services. The potential for our customers and the furthering of our valued relationships is virtually limitless. Competencies at this Solution Factory include:

■ Applications engineering■ Spindle and ball-screw repair■ Sealing solutions■ Lubrication-system expertise■ Remote condition monitoring and diagnostics■ Engineering consultancy services■ Operator and worker training■Mechanical-equipment services (including

mounting, alignment and balancing)

Offering all of these resources at one strategic location enables us to advance our commitment to deliver customized and timely service packages tailored for particular operations.

Of course, our Solution Factories stand as just one of many avenues available to our customers across industries—including more than 10,000 SKF indus-trial distributor locations worldwide. They also repre-sent a highly signifi cant destination underscoring our pivotal role as a technological leader and knowledge engineering company for more than 100 years.

In many ways, the Solution Factory extends and expands that all-important dialogue with customers. We have been successful in acquiring knowledge by working closely with leading customers; understanding their industries to develop new products and solutions; and contributing value by improving performance and increasing production effi ciency. The process has allowed us to address the entire lifecycle of a particular asset from the design phase to services and service-related prod-ucts. This all-encompassing focus, in turn, sharpens our customer focus and our offerings.

In the foreseeable marketplace, implementing optimized maintenance strategies and cost-effective solutions will continue to be crucial. For example, in a thriving economy, failed machinery is typi-cally replaced outright, usually with consider-able expense and downtime. Those days, for the most part, are gone, since, in the current economic climate, every day and every dollar counts. As a result, increasing attention is being put on equipment upgrades, refurbishment and post-maintenance testing to mitigate otherwise high capital costs.

It’s along these lines that the SKF Solution Factory offers yet another path toward real-izing overall asset effi ciency and, just as impor-tantly, supports a highly advantageous business practice—getting even closer to our customers.

Poul Jeppesen has responsibility for coordinating the SKF Group’s U.S.-based operations. E-mail: [email protected]

Poul Jeppesen President and CEO, SKF USA Inc.

Getting Closer To Customers

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

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Inpro/Seal Company has been in the business of bearing protection for rotating equipment for 32 years and counting. We have been supplying bearing protection for the IEEE-841 motors since they were first introduced. It is only logical that we would expand into the field of motor shaft current mitigation to protect motor bearings. The CDR is:

Machined entirely out of solid corrosion resistant and highly conductive bronze, the CDR/MGS is capable of carrying 12+ continuous amps. They are made exclusively by the Inpro/Seal Company in Rock Island, IL, to ensure consistent quality and same-day shipments when required.

The CDR and MGS (Motor Grounding Seal) products were developed in our own Research and Experimentation Laboratory and then extensively tested and evaluated by professional motor manufacturing personnel. Our standard guarantee of unconditional customer satisfaction of product performance applies. We stand behind our products.

When you order a CDR or MGS from Inpro/Seal, you are assured of the complete responsibility for technology and performance from a single source. We want to earn the right to be your first choice for complete bearing protection.

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For more information visit www.inpro-seal.com/CDR or contact800-447-0524 for your Inpro/Seal Representative.


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Maintenance Technology April 2010

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