Maintenance Technology August 2012

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17 A Special Industry RoundtableWilliam J. Stevens, President & CEO, Motion IndustriesKevin Kosisko, Vice President Service, North America, ABBKei Pang, President and COO, Nidec Motor CorporationJay A. Burnette, President, Waukesha Bearings Corporation Aaron Jagdfeld, CEO, Generac Power SystemsJagannath Rao, President, Customer Services Division, Siemens Industry, Inc.Mary Ramsey, Senior Vice President, U.S. Industry Business, Schneider ElectricJim Ryan, Chairman, President and Chief Executive Offi cer, GraingerArt Eunson, Executive General Manager, GE’s Bently Nevada Product LineTribby Warfi eld, President, North America Commercial, Gates CorporationBarbara Hulit, President, Fluke CorporationDave K. Banerjea, President & CEO, CyberMetrics Corporation

32 Best Maintenance Practices: Ensuring A Strong InfrastructureIt’s like building a house. Before you implement a world-class strategy, you need to

take a step back and make sure you can support it.Enrique Mora, Consultant

UTILITIES MANAGER37 Big Money Talks

William C. Livoti

38 In The Energy LoopSome products are energy-effi cient. Some make your processes more so. � en there

are those that serve the needs of other energy-saving technologies. Our editors have chosen several from this endless loop for your review.

CAPACITY ASSURANCE STRATEGIES40 All Maintenance Needs Is A Little TLC

While the idea of a group hug may sound nice, that’s not what we really need. Time, labor and control are key to the effi cient coordination of maintenance and operations.

Andy Gager, CMRP, CPIM, Life Cycle Engineering (LCE)

ContentsFEATURES

DEPARTMENTS

YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS

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6 My Take

8 Stuff Happens 10 Uptime

13 Compressed Air Challenge

14 For On The Floor

30 Motor Doc’s Hot Topics

35 Lubrication Checkup

46 Technology Showcase

48 Solution Spotlight

50 Marketplace

54 Information Highway

54 Classifi ed

55 Supplier Index

AUGUST 2012 MT-ONLINE.COM | 3

AUGUST 2012 • VOL 25, NO 8 • www.MT-ONLINE.com

CAPACITY ASSURANCE STRATEGIES

2012 EXECUTIVE OUTLOOK

ARTHUR L. RICEPresident/CEO

[email protected]

BILL KIESELExecutive Vice President/Publisher

[email protected]

JANE ALEXANDEREditor-In-Chief

[email protected]

RICK CARTERExecutive Editor

[email protected]

ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTER

RAYMOND L. ATKINSContributing Editors

RANDY BUTTSTADTDirector of Creative Services [email protected]

GREG PIETRASEditorial/Production Assistant

[email protected]

ELLEN SANDKAMDirect Mail

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

JILL KALETHAReprint Manager

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

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

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

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

Subscriptions:FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE,

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

Your Source For CAPACITY ASSURANCE SOLUTIONS

4 | MAINTENANCE TECHNOLOGY AUGUST 2012

August 2012 Volume 25, No. 8

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6 | maintenance technology AUGUST 2012

MY TAKE

H ere we are again: another August, another installment of our annual “Executive Outlook” section. What’s different, of course, is the theme of this year’s Outlook (and what essentially has turned into the overall theme of this month’s magazine)—”Is reshoring for real?” We sent the following questions to several executives of leading suppliers to industry and invited them to weigh in on

the topic in 400 words or less:

“Our publication and others have recently noted what appears to be a growing “onshore” trend that could be bringing increased numbers of manufacturing jobs back to the U.S. from foreign countries. What are your thoughts about this reported reshoring of jobs? Is the trend real? If it is, how should U.S. manufacturers prepare for it with regard to hiring and training of workers?”

Twelve invitees took us up on our project. We’re delighted they did. Whether they wrote from the perspective of their operations or about what they’re seeing with their own suppliers and/or customers, they were passionate on the issue. Were they in total agreement? No… at least not in 100% agreement on the depth and breadth of the trend or if it would stick.

What most of our respondents did agree on were the factors said to be fueling onshoring/reshoring, including increasing labor costs in developing countries, higher expenses for transportation/shipping, longer lead times, protection of intellectual property, etc. Most of them also agreed that along with growing and sustaining demand for products, one of the biggest challenges to large-scale reshoring is our own workforce—or lack of an adequately educated, trained, skilled one. Who would a’thunk it? We have met the enemy and it is us.

A number of this year’s “Outlookers” went into detail on the types of training programs their compa-nies are encouraging, nurturing and/or sponsoring to help America grow and prepare a workforce to manage and maintain the more automated operations of the future. We know that future is already here (which is one reason so many existing industrial jobs are going unfilled). And, as more than one contributor alluded to, the manufacturing operations that do seem to be returning to the U.S. are much more automated than they were when they were offshored. (If we don’t help our workforce get it together with respect to higher-tech skills, could those jobs be offshored yet again?)

Finally, I bet you’re dying to know if politics reared its ugly head in our “Outlook.” Not really—although there was some hint that government might want to help a bit more. Not just offering incentives to bring jobs home, but revisiting other issues impacting our ability to compete in a global marketplace. That’s not news. But enough of my analysis. Please turn to page 17 and do your own. MT

[email protected]

Reflecting On The Term ‘For Real’

Jane Alexander, Editor-In-Chief

“Our publication and others have recently noted what appears to be a growing ‘onshore’ trend that could be bringing increased numbers of manufacturing jobs back to the U.S. from foreign countries. What are your thoughts about this reported re-shoring of jobs? Is the trend real? If it is, how should U.S. manufacturers prepare for it with regard to hiring and training of workers?”


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STUFF HAPPENS

Is your region or community starting to experience benefi ts from reshoring of jobs?

Go to MT-online.com/question with your answer.

Inspiration For Those Battling The Enemies Of Reliability & Productivity

FIGHTIN’

WORDSFIGHTIN’

WORDS

Send your favorites to [email protected].

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

NEWS

!!!

A Call For Industrial Technicians

Have you read, heard, seen, thought or written down something that falls into the realm of “fi ghtin’ words” for the maintenance and reliability community?

QUESTION OF THE MONTH SOUND-OFF:

Tell us what you think. . . Really. . .

Tell us more. . .

The International Society of Automation (ISA) has posted details of a “Technician Day” to be held in conjunction with ISA Automation Week 2012. This year’s Automation Week runs September 24–27, in Orlando, FL. The stated goal of the “Technician Day” event, scheduled for Wednesday, September 26, is to help attendees sharpen their instrumentation and automation skills and acquire an understanding of the profi ciency and performance of today’s instrumentation tools and devices. A quick look at the program points to a number of value-added sessions, including an open discussion on the future of automation with industry leaders like Michael Caliel of Invensys, Chet Mroz of Yokogawa, and Cliff Pedersen, of North West Upgrading, Inc. Other activities include a “Calibration and Instrument Workshop” taught by industry expert Jim Shields of Fluke Corp. ISA Certifi ed Instructors will be conducting a “Technician Day Mini-Boot Camp,” as well as a “Basic and Advanced PLCs Workshop.” Learn more and register at: http://www.isaautomationweek.org

Here’s A Good Way To Spend A Day

. . . John B. Norris, V, a Managing Director of Oakworth Capital Bank, Birmingham, AL

The 2013 Maintenance & Reliability Summit (MARTS), scheduled for next April 30-May 3 in Rosemont, IL, will mark the 10th Anniversary of this internation-ally recognized event. We’re looking forward to celebrating big-time with the capacity-assurance community (end-users and suppliers alike). Stay tuned for information on all the “festivities,” including a full slate of information-packed pre- and post-conference workshops, regular conference tracks and tradeshow exhibition. BTW, the Keynote address on Wednesday, May 1, will be presented by a true in-the-trenches capacity-assurance pro: Jeff Dudley, Corporate Director of Reliability and Maintenance for The Dow Chemical Company. What a battle-hardened veteran of the war on downtime he is! You won’t want to miss hearing what Jeff has to say about pursuing and growing reliability leadership.

Celebrate MARTS 10th Anniversary With Us

This month’s “Fightin’ Words” come from, of all places, a banking-sector source. Given the “reshoring” theme of our August issue and the skilled-workforce crisis that industry is facing, we think the following words are well suited for inclusion in this box:

“We have to quit looking at our economic development as an election cycle issue, and pointing fi ngers or patting backs. . . Economic development starts at the birth of a

worker and ends at its death. If you want a vibrant economy, have a vibrant workforce. If you want a vibrant workforce, train and educate the heck out of your citizens.”

The Norris quote appeared in a July 1, 2012 Birmingham News article (http://blog.al.com/businessnews/2012/07/experts_wonder_what_will_repla.html), by Roy L. Williams, a Business Reporter covering small and minority businesses, personal fi nance, labor and workplace issues, among other things.


STUFF HAPPENS NEWS

BIZBUZZ


Dreisilker Electric Motors, Inc., has announced the opening of a second branch store and motor repair facility in Georgia. The new site at 213 Avenue C in Carrollton was formerly Johnson Electric Motor Shop, Inc. The facility consists of 8950 square feet of store space, warehouse and motor-repair operations. According to President Leo F. Dreisilker, his company’s successful strategy will continue to be one of providing excellent service to various industries, municipalities, commercial customers and HVAC contractors. He points to Georgia and the southern U.S. becoming an important geographic market for Dreisilker’s products and services, especially for its national customers. Founded in 1955, Dreisilker specializes in Motor-Safe™ Repair methods using non-burnout stripping, accurate and precise rewinding, advanced varnishing, dynamic balancing and thorough testing. The company’s corporate headquarters, branch store and main repair shop are located in Glen Ellyn, IL, and are supported by an auxiliary sales and repair facility in McHenry, IL, and fi ve other branch locations in greater Chicagoland.

United Technologies Corp. (UTC) has agreed to sell its three Hamilton Sunstrand Industrial businesses, Milton Roy Co., Sullair Corp. and Sundyne Corp., to an investment group made

up of BC Partners and The Carlyle Group. Subject to regulatory approval and customary conditions,

the deal should close by the end of 2012. In announcing the agreement, UTC Chairman & CEO Louis Chênevert noted that although the soon-to-be-divested Industrial operations represented profi table companies with solid

customers and continued promising outlooks, they weren’t part of UTC’s aerospace and building-

systems core business. According to Vipul Amin, Principal of The Carlyle Group, Hamilton Sundstrand Industrial’s “strong product mix combined with secular growth trends in the energy, chemicals and industrials sectors create attractive long-term growth prospects” for his organization. Carlyle and BC Partners have a successful history of industrial invest-ments, including Carlyle’s ownership of Allison Transmission, Rexnord Corp. and AxleTech International, and BC Partners’ investments in Brenntag, SGB-SMIT Group and Interpump.

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UPTIME

Bob Williamson, Contributing Editor

Maintenance Work Instructions Part II: A Style Guide

“Procedure-based maintenance” will be invaluable in this era of growing skills shortages. Machine complexity, coupled with the impact of the skills crisis and business needs for improved perfor-mance, has created a situation where detailed work instructions are a must-have/must-use maintenance approach. While “craft-based maintenance” has served us well for generations, we can no longer rely solely on the talents of general mechanics, machine repairers, electrical/electronic technicians and others to figure things out.

To recap, this two-part article began with the desig-nating and defining of “detailed work instructions” as the “World’s Best Maintenance Tool” (MT June 2012). Detailed work instructions are foundational in driving out the natural human variation that’s common among a group of individuals performing a task. In last month’s column (MT July 2012—Part 1: A Style Guide), we explored a proven process for developing and deploying maintenance work instructions. This development process included three critical points:

1. Focus on the most penalizing equipment (focus on results).2. Follow a structured developmental and deployment process.3. Use a standardized document format.

This month’s column will continue to explore some of the finer elements of detailed work instructions: procedure statements, their sequence and deployment. These elements are essential to assure task performance efficiency and effectiveness.

Procedure statementsThink of a procedure statement as a single step in a TASK, as opposed to many different steps combined into a complex task statement —not too long, not too short. The procedure statement should provide a clear and accurate performance standard for anyone who performs the task. End-users should be able to follow the procedure to the letter. The end goal is flawless human performance, regardless of who performs the task.

It’s important to identify the end-users before devel-oping detailed work instructions and writing the step-by-step procedures. Consider the following with regard to those end-users:

n Technical skills and knowledgen Current job rolen Experience on the targeted equipmentn Reading abilities

Are the end-users newly hired maintenance employees? Are they your top long-term skilled main-tainers? Are they equipment operators? Do they have the basic hands-on skills and knowledge of the tools and materials needed to perform the procedure?

Be careful NOT to develop work instructions for a dramatically lower level than current end-users or future employees. Likewise, be careful NOT to assume that just because they are “skilled-trades” personnel that they don’t need a little extra coaching on impor-tant points during the performance of a critical main-tenance procedure.

When drafting procedures, engage a variety of poten-tial end-users to help develop the appropriate level of detail—and avoid thinking that “everyone knows how to do that.” Such an assumption can get you into trouble quickly on some critical and complex tasks.

Step 1. Isolate the procedure statement. Here’s an example maintenance-procedure statement taken from the OEM manual for a Quad Machine:

“Clean dust, debris and glue from the antenna surface and securing blocks.”

This statement assumes that the end-user 1) knows the machine terminology (“antenna surface” and “securing blocks”); and 2) knows how to clean “dust, debris and glue.” These assumptions could be right on target— or not. When in doubt, we must provide diagrams and more detailed information on how to clean.

Step 2. Consider if there are additional manufacturer recommendations. In the example here, there are some specific OEM recommendations for “cleaning” the


UPTIME

antenna and securing blocks that MUST be included with our procedure statement for the Quad Machine:

“Use neutral solvents or soaps for cleaning. Do NOT use solvents that could damage the anten-na components.”

Step 3. Include any clarifications within the procedure statement rather than in a note elsewhere in the work instructions. Keeping this in mind, our Quad Machine procedure statement would read as follows:

“Clean dust, debris and glue from the antenna surface and securing blocks. Use neutral solvents or soaps for cleaning. Do NOT use solvents that could damage the antenna components.”

Step 4. Get specific. At the beginning of the mainte-nance-work-instruction document, we should have listed the required materials. Don’t just leave it there, however. In some cases, it’s important to re-list the required supplies, parts and tools in critical steps. Thus, we have included “lint-free towels,” “Product ABC” (the exact cleaning solvent to be used) and a “CAUTION” in the following example:

“Clean dust, debris and glue from the antenna surface and securing blocks with lint-free wiping towels. Use only ‘Product ABC’ solvent for cleaning. CAUTION: Other solvents could damage the antenna and blocks.”

Now we have a brief, to-the-point procedure state-ment that includes exactly what the end users need to know and do. It is brief and to the point.

Step 5. Eliminate unnecessary words. The following example from a technical writer is full of “clutter words.” Do NOT write like this:

“Carefully clean dust, debris and glue from the antenna surface and securing blocks on the Quad Machine by using lint-free wiping cloths. Be aware that the use of neutral solvents or soaps for cleaning is highly recommended by the manufacturer of these components. And by all means do NOT use solvents that could damage the antenna components in ways that could force replacement.”

The 31 clutter words in the revised procedure state-ment above do nothing to improve clarity. Again, do NOT write like this. Although you may see this style reflected in some OEM manuals, you should strive to be brief and to the point in the procedure statements you develop.

Sequence of stepsStep-by-step work instructions can be organized in a number of ways to provide a sequence for the task being performed. Imagine the person performing the work with minimal back-and-forth travel—i.e., keeping the work efficient. For example, the sequence can be:

n Organized in a sequence that is required to properly do the work.

n Organized in an efficient sequential route around the equipment.

n Starting at the top of the equipment and working down to the floor (for lube and cleaning tasks).

n Starting with “power-on” inspection tasks grouped together, followed by “power-off” internal tasks, or vice versa.

Try to keep tasks and/or steps that require the same tools or type of activity grouped together. Avoid mixing lube steps, adjustment steps, filter-change steps and cleaning steps.

The following box shows steps organized in the OEM-required sequence to properly maintain the Quad Machine. Notice that our previously written cleaning procedure is now Step 3.

“Clean and check the SHIELD antenna unit:1. Check and re-tighten each of the screwed antenna joints and couplings.2. Check and re-tighten the screws of the plastic supports that secure the antenna to the machine.3. Clean dust, debris, and glue from the antenna surface and securing blocks with lint- free wiping towels. Use only ‘Product ABC’ solvent for cleaning. CAUTION: Other solvents could damage the antenna and blocks.”

In this example, we’ve illustrated a maintenance TASK STATEMENT that sets the stage for the steps to follow. Each of the three subsequent steps is then listed in the proper numbered sequence.


UPTIME

DeploymentDetailed work instructions are invaluable for improving the efficiency and effectiveness of maintenance tasks, equipment performance and safe reliable human performance. But these benefits are ONLY realized when the work instructions are deployed within disciplined (organized and consistent) maintenance work processes. Disciplined deployment of detailed maintenance work instructions occurs when:

n They are included in a maintenance management system: EAMS, CMMS, or a manual system.

n They are planned and scheduled to maintain desired levels of equipment performance.

n The right tools are used properly.n The right supplies, materials and mission-ready spare

parts are used.

n Employees are trained and qualified to perform the assigned tasks safely.

n Leadership holds all employees accountable for consis-tently following the procedures.

n There are periodic measurements and audits of the proce-dure being performed and its results.

The “World’s Best Maintenance Tool” will continue to show its value every time it’s used. Detailed work instruc-tions developed for critical equipment, deployed in an organized manner, by skilled and knowledgeable people, will definitely improve equipment performance and reli-ability—and likely reduce operating and maintenance costs along the way. MT

[email protected]

The benefits of detailed work instructions are only realized when

they’re deployed within disciplined maintenance work processes.


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Starting Points: Baselining Your System

Overcoming Your Challenges

How effective/effi cient is your com-pressed air system? Take a few minutes to visit your compressor room. It’s probably noisy, hot and

dirty. Look at the compressors, note their vibra-tions and heat, then try to evaluate the health of the equipment by feel. Not working for you?

How about checking the compressor gauges? Unfortunately, pressure, temperature and, perhaps, a maintenance-warning message are typically the only parameters indicated. No luck there.

The fact is most compressed air systems incor-porate no convenient means for determining how much air is produced—or how well it’s done.Measurement of your system is crucial: To embark on improvements, you must correctly baseline your key system inputs and outputs and assess how your system is meeting your plant’s needs. The fi rst step is to use accurate instrumentation and develop a baseline. That’s the starting point for future optimization efforts.

Baselining your compressed air system can reveal how effi ciently it operates. For example, if you knew your compressors were rated to produce air at a specifi c power of 20 kW per 100 cfm, but that your system actually was consuming 75 kW per cfm, wouldn’t you be curious? The specifi c power of a system is like an automobile’s gas mileage: When things go wrong under the hood or the vehicle is driven incorrectly, the miles per gallon you expect from your vehicle will suffer.

A baseline can also provide valuable infor-mation on how your compressed air is used. Consider this: What if you discovered that 50% of the average compressed air produced by your system was fl owing during periods of non-production (i.e., on evenings, weekends and holidays)? This knowledge could lead you to make some improvements in your operating regime—and help your operations capture welcome cost savings.

Finally, baselining can help you gauge how effective your system is in providing compressed air pressure to end-users. Operators often are very surprised by what they learn during system assessments. For example, that 120 psi they’ve been fi ghting to maintain in the compressor room might—due to undersized piping, fi lters, regulators and fi ttings—turn into only 70 psi (or less) at a critical compressed air-powered tool.

Remember that careful measurement of a compressed air system isn’t merely about docu-menting areas of common concern. Rather, it’s the fi rst thing to do when you get serious about optimizing your system.

Need help? Most compressed air system suppliers can assist you in assessing your system. Many fi rms and organizations across the country also provide independent audits as part of their normal product offerings. To help you choose the right partner, the Compressed Air Challenge (CAC) has developed “Guidelines for Selecting a Compressed Air System Provider” available on our Website at http://www.compressedairchallenge.org/library/guidelines.pdf. Don’t forget to check out the Website’s Toolbox section for calculation tools that can help generate a DIY estimate of your system’s baseline and potential savings. Attending CAC training can also go a long way in helping you better understand compressed air systems. MT

The Compressed Air Challenge® is a partner of the U.S. Department of Energy’s Industrial Technology programs. To learn more about its many offerings, log on to www.compressedairchallenge.org, or email: [email protected].

By Ron Marshall, for the Compressed Air Challenge


AUGUST 2012 MT-ONLINE .COM | 13


FOR ON THE FLOORFOR ON THE FLOOR

While today’s Web-based and EAM-integrated computerized maintenance management systems (CMMS) are light years beyond their forebears, their purpose (i.e., to systematize and schedule maintenance activities, track inventory and record equipment history) remains the same as 30+ years ago. The same goes for how well these systems are understood and used. According to our Mainte-nance technology Reader Panel, this valuable tool can still be vexing to users.

As one Midwest-based consultant observes, “Many companies have a CMMS and most of them do not use even the minimal part of its features.” Edited for brevity and clarity, here’s what our Panelists told us about their own expe-riences:

Q: To what degree does your team use all CMMS functions available to them?

“We use our system mainly for maintenance management and spending tracking. Unfor-tunately, some purchasing functions are done through P-Card and another computer-based system that doesn’t allow complete cost-tracking back to the asset. Utilization of work type codes and failure codes was never fully implemented [making KPI measurement less than complete.]”

… Plant Engineer, South

“We use approximately 25% of the functions.”… Maintenance Team Coordinator, New England

“We do not use all functions [because of limited IT support for the required programming].”

… Reliability/Maintenance Engineer, South

“Our team uses almost all functions in the CMMS [based on position-specific training]. A nice feature is the ability to assign certain privileges of the CMMS functions, based on a person’s position. This helps maintain the integrity of the information.”

… Production Support Manager, Midwest

“Our maintenance group is very active using the CMMS portion of Oracle, which ties nicely into the financial side of Oracle.”

… Mechanical Maintenance Supervisor, Upper Midwest

“We have used it fairly well, except for the purchasing function because it does not interface with our accounting software.”

… Maintenance Supervisor, South

“We use about 60% of the functions available. Purchasing and Warehousing use a different system [than Operations and Maintenance], with a minimal tie-in between the two. This prevents us from effectively using important features like bills of materials, parts lists, etc.”

… Maintenance Engineer, West

Q: What do you like and dislike about the CMMS you currently use?

“I like the ability to make changes as we need to and not rely on an outside company to do this. I dislike what our CMMS has to offer for reports and data-mining capabilities.”


“I do not like the usability of our current system. It does not report well and is cumbersome to enter data into.”

… Reliability Maintenance Engineer, South

“[Our system is] OK, as it is all we have, but I have to export files and use other software to get my KPI information into a usable form for tracking performance. I do like that we have user fields in the inventory module.”

… Maintenance Supervisor, South

“My biggest dislike is not the software’s fault, but the fact that it isn’t fully utilized by our warehousing and purchasing people, preventing

You And Your CMMS

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

Rick Carter, Executive Editor


FOR ON THE FLOORFOR ON THE FLOOR

planners from fully benefitting from what a CMMS should do. I like that the system is easily customiz-able, but dislike that it is difficult for the average user to customize. Also, customization leads to a lack of consistency from one user to the next.”

… Maintenance Engineer, West

“Because our system is a corporate database, personalization to the needs of the individual sites is hampered by administrative control of higher-level functions. It also does not allow easy exportation of data to Excel spreadsheets without extensive reformatting. The custom report gener-ator is also very complicated.”


“I like that we can track all assets, parts and employees’ labor. I don’t like that we can’t search by the comment field for historical data. Also, it doesn’t show part location on the same page as the part description.”… Maintenance Team Coordinator, New England

Q: How do you rate your experience as a CMMS user? How about that of your co-workers?

“I believe I have an above-average ability for it [my company’s CMMS]. But my team leader is only recently getting to know it, and my co-workers range from muddling to getting by.”… Maintenance Team Coordinator, New England

“I and our other team leaders are very experi-enced. When the system was introduced [several years ago] we were trained. When we have new employees, they are trained. There are also infor-mation packets on each kiosk where a computer is located.”

… Maintenance Team Leader, Midwest

“I am extremely proficient and self-taught. Our team leader is also an expert, but resists sharing knowledge. My co-workers are functional.”

… Mechanical Maintenance Supervisor, Upper Midwest

“I have used all types of CMMS systems for the last 25 years from Excel worksheets and hand-written work orders through SAP [with several companies].”


“I developed my CMMS skills over several years with different systems. My team leader has a great deal of experience, but my co-workers are a mixed bag.”

… Reliability/Maintenance Engineer, South

“My level of experience is very high, but this is the only CMMS I have ever worked with. I also am on the team that looks at the changes needed to improve our CMMS. But not everyone on this team is as familiar with the CMMS as they should be. Some were in management roles when the CMMS was introduced and never fully under-stood its capabilities. They also never kept up with the changes so, in my opinion, the system left them behind and they don’t see the need to take the time and understand what it has to offer.”


Striving for effectiveness Most Panelists are passionate about their CMMS systems—and just as passionate about the obstacles that prevent them from reaching maximum system effectiveness. One, for example, says he’s still waiting for the day “when the software industry stops trying to convert some accounting software” for use in the maintenance area.

Another Panelist who is implementing a new CMMS at his plant faces a different hurdle: a team that fears their putting information into the system will allow the company to “bring in contract people” to replace them. According to one consultant, unfounded concerns like this have led some maintenance workers to believe that feeding or operating a CMMS isn’t part of their job. “Of course,” he adds, “this is plain wrong.” MT

The Maintenance Technology Reader Panel is comprised of approximately 100 working industrial-maintenance practitioners and consultants who have volunteered to answer bi-monthly questions prepared by our editorial staff. Panelist identities are not revealed, and their responses are not necessarily projectable. Our Reader Panel welcomes new members: Have your comments and observations included in this column by joining the Reader Panel at www.mt-online.com. Click on “Reader Panel” under the “MT Resources” header, and follow instructions. If accepted, you will automatically be entered into a drawing for a cash prize after one year of active participation.


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What about this “onshoring”/”reshoring” trend that’s reportedly bringing jobs back to the U.S. from foreign countries? We asked executives of several leading suppliers to industry to discuss this topic and, if they think the trend is for real, to give their opinions on how manufacturers should prepare for it with regard to training and hiring workers. We’ve shared their insight with you on the next 12 pages. . .

2012 Executive OutlookIs manufacturing moving in the right direction?

Are jobs really coming home?

EXECUTIVE OUTLOOK 2012

Staying Closer To Where The Business IsWilliam J. Stevens, President & CEO, Motion Industries

The return of manufacturing to our shores is something we at Motion Industries have been watching closely for several years. During the 1990s, we all saw domestic manufacturers, particularly OEMs, closing shop here in the U.S. and moving to locations outside of the country (frequently to China and India). While some of these moves certainly affected our business, most of our customers are

in the “end market”—and in industries that are a bit diffi cult to pick up and move. Since we sell primarily MRO (maintenance,

repair and operation) products, our large cus-tomers are the producers of food & beverage, oil & gas, mining, pulp & paper, aggregate, auto-motive, chemical and allied products. These are typically products that are either diffi cult or too expensive to produce elsewhere, mainly because of available natural resources and the large invest-ment in infrastructure that already exists locally. As our tag line notes, “Keeping industry in Motion” is what we do. And, fortunately for us, most of our business has remained local.

That said, however, we have recently seen sev-eral of our suppliers relocating to or building new plants in the United States. In fact, in just the last couple of months, two of our primary suppliers have announced that they’re planning to build brand new U.S. factories during the coming year. Why? They want to be closer to where their business is. This is a great advantage for Motion Industries—one that allows us to better serve our own valued customers.

Strong, appropriate workforce preparation efforts and training of new employees will be critical in sustaining manufacturing growth in our country. As manufacturers relocate back to the U.S., we’re seeing production lines that are far more automated than in the past: To keep running, they rely on different components than the production lines of 10-15 years ago. Success-fully operating increasing automated plant equipment means today’s workers have to be more technically competent than ever before. In turn, we must have the product expertise to be able to recommend and provide the right replacement parts to these workers should their equipment fail. It’s a challenge, but one we at Motion are happy to accept. Overcoming challenges is something at which we truly excel. MT



‘In just the last couple of months,

two of our primary suppliers have

announced that they’re planning

to build brand new U.S. factories

during the coming year.’

‘IS RESHORING FOR REAL?’


Growing & Sustaining Demand Will Be CriticalKevin Kosisko, Vice President Service, North America, ABB


Onshoring of jobs into the U.S. is, and will continue to be, a reality—assuming we sustain a growing domestic and global demand. News of the U.S. economy actually adding man-ufacturing jobs in 2010 and 2011 (the fi rst such growth in over a decade) indicates that offshoring has likely peaked and onshoring is taking hold.

Offshoring has been driven primarily by labor arbitrage on wage costs and currency valu-ations. Labor costs, however, are now rising by double digits year over year in countries like China (where the strength of currencies against the dollar is also growing), yet U.S. labor costs are remaining fl at or slightly declining. It should be expected that the benefi ts quickly are outweighed by the challenges —of which there are several. Intellectual property risks, reduced manufacturing agility (capability to respond to quickly changing markets), higher material costs and increased shipping and travel costs coupled with reduced energy costs here are all factors leading to a more competitive total cost of delivery from the U.S.

Don’t expect an overnight change: It took several years and substantial investment to offshore. I suspect the timing will be similar for the return trip—with the exception that considerable unused manufacturing capacity already exists in the U.S.

I also don’t see onshoring on the horizon for all types of products. It will probably be limited to higher-value goods or those that demand more customization. The good news is that the market dynamics driving this trend are likely to remain in place for quite some time.

The challenge now is how to fi nd skilled workers that are prepared for these productivity increases to support the growth of manufacturing in the U.S. I see the skills issue as the biggest challenge, with some reports indicating that hundreds of thousands of manufacturing jobs are currently unfi lled due to lack of qualifi ed resources. This needs to be tackled at the local level with collaboration between the manufacturers, local government and community colleges/technical schools to quickly address the skills gaps with targeted training.

Training investment in manufacturing employees has been fl at for over a decade, so it is now time to invest in building these modern skills. Adding manufacturing automation and world-class maintenance practices to drive plant reliability will bring the productivity improve-ments needed to complement a skilled workforce and keep the U.S. competitive in the global manufacturing market for decades to come. MT



The Trend Is Real, But Only To An ExtentKei Pang, President and COO, Nidec Motor Corporation

While more and more companies are moving production back to the U.S., I see it as more of a company-specifi c issue, not one of general macro-economics.

It’s true that the wage gap between the U.S. and other developing countries—particularly China—is getting smaller, but the quality and types of products those

countries can produce are getting better. For instance, 10 years ago, to compensate for quality and supply-chain risks, U.S. companies typically wouldn’t source products from China unless they were 30% lower in price. Today, many are willing to do so with just 3% to 5% savings.

Several factors are contributing to manufacturing costs rising faster in foreign countries than back home. Salaries and wages in China have been increasing 12% to 14% annually (compared to 3% in the U.S). China’s appreciating currency has also helped boost U.S. competitiveness. That said, we shouldn’t think China is no longer competitive—and that the U.S. is on the brink of becoming the world’s most prolifi c manufacturer. China is rapidly improving its manufacturing capabilities and can now produce good quality high-end products at competitive cost. They have an abundance of intelligent, well-trained workers. (China graduates over half a million engineers per year; the U.S. rate is only about 1/8 -1/10 of that).

Don’t be mistaken: America is still a manufacturing superpower—particularly in areas like airplanes, factory automation, process control, oil & gas drilling and heavy-construction equipment. Although we are becoming more competitive versus China, we cannot compete only on wages and labor costs alone. The game has to be played on a higher level going forward. Our current and future labor force must be prepared academically and institutionally for the demands of the global marketplace in the 21st century. Education (particularly in science and engineering) and on-the-job training are the keys for our future.

Government needs to help industry compete. Many U.S. competitiveness issues are due to matters over which manufacturers have no control. Government should do what it can to control healthcare costs, while not over-regulating and over-taxing to the point where it’s economically unfeasible to produce goods in this country. Businesses will always try to allocate capital and human resources to where they can make the highest returns.

Certainly, the next decade looks to be more promising for U.S. manufacturing than the last. What’s becoming increasingly important in the global marketplace is not who can best compete in the “structural” arena, but who can dominate the “intellectual” competition. MT




The Regaining Of AHome-Court AdvantageJay A. Burnette, President, Waukesha Bearings Corporation


The “offshoring” of U.S. manufacturing has been going on for years, with China being a major job destination. What’s relatively new is the increased talk about “onshoring” or “reshoring” production back to the U.S.

When I read about companies choosing to offshore (or even onshore), I wonder about their “strategic intent.” Are their decisions based on point-in-time inputs or a longer-term view? Those focused on chasing the lowest cost in the world are often disappointed to learn that many, if not all, of the key inputs change dramatically over time. In China, for example, a strengthened RMB, however slight, has substantially changed the economics of manufacturing over the past two years. Other factors, including rising costs for labor and logistics, intellectual-property protection and lengthy times to market—not to mention the operational challenges of managing a business far from home—have all had an impact on manufacturing in this key region.

Companies with a more strategic view—i.e., the intent to manage cost structure in balance with serving customers locally—have been more successful with offshoring initiatives. Not every organization, however, has the luxury of maintaining this balance. Due to competitive pressures and/or other demands, many must focus solely on lower production costs. Thus, we shouldn’t be surprised that the economic tides now seem to be turning away from China and toward other regions, including the U.S. After all, the U.S. has one of the most sophisticated business infrastructures in the world and one of the most productive.

If—as it appears—reshoring is for real, there will be even more pressure to fi nd and develop key talent from what has become, for various reasons, a diminishing pool of individuals interested in such careers: Much of the U.S. future in manufacturing depends on our ability to replenish our aging workforce with well-trained, younger talent without compromising our productivity advantage.

At Waukesha, our focus has been to continue strengthening our higher-cost manufacturing bases in the U.S. and U.K. (home to our largest facilities) with investments in information technology, more productive machine tools and training. At the same time, we are selectively investing in manufacturing capability in emerging regions. Our overall objective is to operate in our customers’ space and time if value is created in terms of product defi nition, speed to market, competitive cost structure or other criteria. We hope this balance will pay dividends for our customers, employees and stakeholders over the long term. MT



Re-Evaluating International SourcingAaron Jagdfeld, CEO, Generac Power Systems

Most companies pay close attention to having a competitive cost structure in the manu-facture of their products. Generac is no exception. Decisions are constantly being made about whether it is more cost-effective to source components from international suppliers or produce them here in the U.S.

Over the last two decades, the trend for many companies—including Generac—has been to source numerous components internationally because the cost structure of component manu-facturers in other countries has been lower than that of similar U.S. manufacturers. In recent years, however, that cost advantage has begun to be mitigated by a number of factors. In the U.S., that includes the use of more advanced manu-facturing techniques like automation and lean manufacturing principles that improve pro-ductivity and reduce production costs. In other countries, the rising cost of production, as well as the rising cost of shipping components to the United States, have contributed to cost increases for components overall.

The above factors have combined to cause manufacturers like Generac to re-evaluate inter-national sourcing —in some cases to the point of actually making decisions to “onshore” the manufac-turing of certain components back to the U.S. as cost competitiveness has improved. This is a real trend, particularly with components that are physically larger or of a higher-value nature for which shipping and logistics is especially costly, or those that can benefi t from automation and lean manufacturing.

Manufacturers need to be cognizant of this trend when making their hiring plans, as it might require that future employees have certain unique skills related to specialized equipment or manufacturing processes. There’s also value for manufacturers to invest in employee training, if they’re not already doing so.

Generac is proud of its robust internal training programs that help our employees continu-ously improve. I credit these programs—and our employees—with contributing to our ability to effi ciently onshore jobs over the past couple of years. MT


Over the last two decades, the trend for many

source numerous components internationally ‘This is a real trend, particularly with

components that are physically larger

or of a higher-value nature for which

shipping and logistics is especially

costly, or those that can benefi t from

automation and lean manufacturing.’



The Future Of U.S. Manufacturing Jagannath Rao, President, Customer Services Division, Siemens Industry, Inc.


In recent decades, the American economy has transitioned many times—from manufacturing to outsourcing, to economic crisis to a potential resurgence. But this revival is not going to happen through a simple “reshoring” of manufacturing. For the United States, a combination of factors will lead to a robust rebirth in manufacturing. First, there needs to be signifi cant growth in cutting-edge innovation of new technologies.

We are already seeing the revival of startups and entrepreneurship, not only in the traditional havens like Silicon Valley, but also in many new locations across the country. The economic crisis, unemployment and the digital age have been catalysts to a revival of entrepreneurial culture.

Additionally, the gap between product design and manufacturing is fading away and the emer-gence of the digital factory is imminent. I call this transition in the world of production tech-nology “seamless manufacturing.” America will most likely lead this renaissance—and we need to be prepared. We are beginning to catch glimpses of such a shift in automotive and high-tech industries, which will aid in the birth of a new manufacturing era in the U.S.

Another important factor to consider is the increase in basic labor costs in developing nations. While many industries still thrive on China’s low-cost manufacturing base, for example, medium-sized and niche-technology industries that are looking at long-term, sustainable business models prefer to operate in a more local manner. Collaborative product-development techniques and crowd sourcing—enabled by the Internet—are also playing a major role in the return of manufac-turing to the U.S.

Finally, the increase in new manufacturing jobs in the U.S. requires a workforce with different skill sets than those of past eras. Our education system needs to be refocused to produce specialized technologists and business people that are prepared for the manufacturing renaissance. Certifi cate programs and fl exible online courses can help build expertise. The need for well-trained workers will shift toward more advanced skills in high-end automation, material-sciences-based innova-tion and precision engineering. Global organizations like Siemens are partnering and working closely with universities and technical schools to help design programs and curriculums to suit the needs of this new paradigm. It is more important than ever that we train and develop our labor force.

When combined, all of these factors—education, innovation, increasing offshore labor costs and development of specialized workers —will help boost America’s economy and welcome back manu-facturing to the U.S. MT



Determining & Doing Whatever Makes SenseMary Ramsey, Senior Vice President, U.S. Industry Business, Schneider Electric

Re-industrialization is certainly a “real” trend. U.S. manufacturing has had 35 straight months of economic growth, translating to job growth: Manufacturing jobs are expected to increase 3.2% in 2012—an astounding rate compared with 1.6% overall job growth.

This is attributed to the fact that over the next fi ve years, wage infl ation, exchange rate pressure and higher freight rates will erode the majority of cost-advantages in moving production to China and other economies. And besides costs, U.S. manufacturing offers benefi ts others do not: greater worker safety, effi ciency and a more educated workforce. These advantages are becoming especially valued as companies take a more holistic view of overhead costs.

We need to capitalize on re-industrialization. Foreign direct investment in 2012 is up to $26 billion, while at the same time, the low cost of shale gas is spurring strong domestic growth in industries such as petro-chemical, steel and automotive. To keep up with this growth, an available and able workforce is key.

Preparing a strong workforce starts at developing new sources of talent. At Schneider Electric, we focus on university relationships—shaping curriculum, hiring interns, defi ning career tracks and sponsoring on-campus labs and collegiate competitions (such as the U.S. Department of Energy’s Solar Decathlon) to show what engineering offers.

Additionally, it is important to remember that the new generation of workers wants to contribute to society by conserving natural resources and creating a sustainable planet. In manufacturing, innova-tions are being developed to solve the energy dilemma, and companies that take this to the next level will attract talent.

We’re also currently fi ghting the “knowledge gap” between retiring Baby Boomers and young Millen-nials. By putting into place both mentoring programs and software to capture knowledge, we can retain and transfer crucial industry skills. Moreover, many current workers need continuing-education opportunities to learn about technologies that keep raw material costs (such as energy) low and the cost gap minimal. Vendor-neutral education (such as our Energy University and EcoXpert programs) is critical in giving Americans an advantage.

There are a lot of positive factors driving re-industrialization, but manufacturers need to evaluate their full manufacturing strategy to determine what makes sense—taking into account all of the above factors, while ensuring more fl exible manufacturing tactics to adapt to future market trends. MT


benefi ts others do not: greater worker safety, effi ciency

‘Preparing a strong workforce

starts at developing

new sources of talent.’



We Can Accomplish More By Working TogetherJim Ryan, Chairman, President and Chief Executive Offi cer, Grainger


The geographic reallocation of global manufacturing is shifting, but the movement is in its early stages. This presents both a challenge and an opportunity for U.S. businesses. The pres-ence of manufacturing in the U.S. has typically been seen as a core driver of the American economy and has infl uenced innovation, productivity and growth. Similarly, a well-trained

workforce has been a keystone to manufacturing productivity. To create a healthy U.S. environ-ment for the onshoring trend to take root, we must re-establish a commitment to technical educa-tion, the skilled trades and the individuals who do these jobs.

Historically, communities made sure that the U.S. workforce was well equipped to sustain economic growth by working together—nationally and locally—to build an educational network that included secondary schools, community colleges, universities and technical schools. A well-trained, skilled workforce continues to be integral to achieving world-class stan-dards for quality and effi ciency. This caliber of workforce also can be America’s differentiator. As manufacturers examine the total costs of their operations, they will increasingly move away from investing in environments that only offer the cheapest wages. Instead, they will opt for communities that have highly trained workers with the fl exibility and skill set to perform a wide array of jobs in different environments.

Yet, fi nding qualifi ed candidates with strong analytical skills and industrial training remains one of manufacturers’ biggest challenges. For decades, industry leaders have talked about how jobs in the skilled trades are vital to the economic health of our local communities. Now is the time—when there is a growing focus on the value of onshoring—to engage new partners and cultivate new ideas. Now is the time for a renewed energy around championing the value of a well-trained domestic workforce. Working together, we can accomplish more. Through innovative approaches to public-private partnerships, we can ensure a more prosperous business environment that once again fuels productivity, innovation and growth for our local communities. MT

‘Now is the time for a renewed energy

around championing the value of a

well-trained domestic workforce.’



A Global Vision, Made in America Art Eunson, Executive General Manager, GE’s Bently Nevada Product Line

GE CEO & Chairman Jeff Immelt often discusses how global growth and demand from over-seas customers represents a tremendous opportunity for U.S. manufacturing and innova-tion. (In fact, GE has already discussed its plans for creating approximately 15,000 new U.S. jobs since 2009.) I strongly echo that message.

The largest exporter in the state of Nevada, GE’s Bently Nevada line has been synonymous with machinery protection and asset condition monitoring for more than 50 years. We recognize that behind every great product is a team of great people—and are extremely proud that a vast majority (more than 90%) of our products are still locally manufactured in Minden, NV, by the most experienced team in the industry.

More than 800 strong, our U.S. team remains committed to investing in the technology solu-tions that have made GE’s Bently Nevada the resilient American company that it is today—namely, our continuous online condition-monitoring systems that customers know and trust to protect their most valuable and critical plant assets.

But like any competitive industry leader, GE continuously strives to uncover new sources of innovation—both here in the United States and around the world—to create smart, differentiated technology solutions that help our customers remain at the forefront of their industries. That commitment to our customers was demonstrated by the 2011 acquisition of New Zealand-based Commtest Instruments, a company recognized globally for its leadership and innova-tion in portable vibration analysis and monitoring instruments. This strategic acquisition has enabled us to provide customers across the oil, gas and power-generation industries with an enhanced suite of integrated condition monitoring solutions that take into account the health of the entire plant.

And it doesn’t stop there. In addition to launching a new series of innovative, portable solu-tions, we continue to make forward-looking technology investments. We have plans to unveil more distributed systems and software in the near future, along with a number of exciting new technologies that align with our vision to unite all of our offerings into a comprehensive, plant-wide condition monitoring experience for our customers.

Building on our strong American heritage, we look forward to both the challenges and oppor-tunities ahead in leading the world in condition monitoring best practices, setting new standards for tomorrow and delivering health care for our customers’ most valuable plant assets in ways never before imagined. MT




Preparing For U.S. Manufacturing GrowthTribby Warfi eld, President, North America Commercial, Gates Corporation


As a global company, Gates Corporation recognizes the importance of manufacturing in local economies for local consumption, and is committed to meeting market demand—wherever it may be. Our manufacturing in the U.S. has been strong for our entire 101 years, and with over 50 years in both Canada and Mexico, our North American manufacturing

continues to be the main source for our North American customer base. Because many of our customers are expanding their stateside operations, we need to be proac-

tive and prepared for the anticipated demand growth that will certainly impact our operations. I see reshoring as an opportunity for Gates and other manufacturers with operations in the U.S. to evaluate current processes and technologies and invest in increased automation, productivity improvements and training and education.

The infl ux of new production means that now—more than ever—it’s crucial for manufacturers to adopt Lean Manufacturing principles and put robust sales and operation planning processes (S&OP) in place to tie commercial demand to delivery expectations. The Commercial organization must clearly communicate market demand to Operations, creating a downstream process for assessing the raw materials and workforce needed to successfully meet and manage any impending increases.

At Gates, we continue to invest in product process and productivity improvements. We have built a Continuous Improvement culture that incentivizes and rewards our associates for identi-fying opportunities to create effi ciencies and reduce overall costs. Beyond this, we document and share key best-practice processes and methodologies across our global teams and facilities.

Reshoring notwithstanding, knowledge sharing and communication are imperative. Training initiatives need to be viewed as critical as any HSE investment. As the experienced, technical, skilled workforce dwindles, we need to ensure that retiring employees share their knowledge with the younger, inexperienced generations. Now is the time to take education in-house, and reinvest in internships, apprenticeships and on-the-job training programs.

Gates provides Leadership, Education and Development (LEAD) training and a Supervisor Training Excellence Program (STEP) to create leaders who drive our culture and are equipped to educate and inspire our employees. We also provide ongoing Lean Manufacturing training to ensure employees are properly applying our processes. In fact, some of our customers have asked us to assist them in implementing and optimizing their own Lean Manufacturing processes.

Ultimately, it’s cross-team communication and cross-company collaboration that will help the U.S. manufacturing industry improve its infrastructure and ready its workforce for a period of sustained growth. MT



As Always, Education Will Continue To Be KeyBarbara Hulit, President, Fluke Corporation

Today’s global economy allows companies to design, source, manufacture and sell from an intricate web of locations based on a variety of factors, including customer sites, talent base, supply quality and availability and logistics costs. Fluke is a global corporation serving a global customer base with a global footprint. We operate every one of our facilities world-

wide on the same lean manufacturing principles and to the same high standards of quality.As a developed economy, the United States

and its manufacturing base have been faced with the challenge of doing more with less for some time: operating older factories at higher levels of output, with increasing amounts of automation that, in turn, requires continuous training for operations and maintenance teams who carry ever-broadening job descriptions. The U.S. bene-fi ts from a smart, lean, experienced talent pool. This has certainly helped it compete in a dynamic global marketplace—and has been an important variable in many companies’ decisions to bring manufacturing back to this country. Maintaining that competitive edge in the future will require building and replenishing this talent base.

STEM (Science, Technology, Engineering, Math) education, experience and mentoring is critically important for preparing the future generation of technicians, electricians and engineers. Rising to this challenge will require the U.S. to bolster its STEM education in K-12, attract talented youth into targeted vocational training, as well into four-year and advanced degree programs, and leverage on-the-job training/mentorship.

Fluke supports a variety of different workforce training initiatives—including K-12, post-secondary, trades and continuing education. The manufacturing sector needs a larger supply of people trained to think on their feet, to troubleshoot and diagnose and to communicate across teams. Starting with the essentials of math and science on up to secondary programs that couple hands-on training with in-class instruction and then to employer-sponsored training programs, education is at the root of America’s future success as a continued global manufacturing powerhouse. MT


time: operating older factories at higher levels of

operations and maintenance teams who carry

and has been an important variable in many companies’ decisions to bring

education, experience and mentoring is critically important for preparing the future generation of

‘STEM (Science, Technology,

Engineering, Math) education,

experience and mentoring is

critically important for preparing

the future generation of techni-

cians, electricians and engineers.’



Increased OnshoringOn The Horizon? Not LikelyDave K. Banerjea, President & CEO, CyberMetrics Corporation


While there’s some evidence that offshore manufacturing is slowing and, in some cases, reversing to onshoring, in my opinion, the practice of offshoring U.S. manufacturing and service jobs will continue in the coming years.

Growing up and working in the “Motor City” gave me an early and fi rst-hand perspective on the effects of offshoring manufacturing jobs. I fondly remember the time that GM was not only the biggest car manufacturer but also the biggest company in the world. If you don’t already know the answer to “Who’s the biggest company now?” look it up. It isn’t a manufacturing company.

My fi rst job out of college was at a large Detroit-area automotive-parts factory, where I worked as an engineer. I used to spend a lot of time with the maintenance crew trying to fi gure out why so many parts were out of spec and defective—maintenance actually recognized these types of problems early on.

Our maintenance department did its best to keep things operational with broken-down auction-purchased equipment, few resources and a run-to-failure management attitude. Ulti-mately, poor quality output and stalled customer assembly lines resulted in business failure and the eventual offshoring of the production. Over one thousand jobs were lost. That happened nearly 30 years ago, in the early 1980s—offshoring continues today and seems on track to even increase in the future.

At my own company, CyberMetrics, we work with many automotive, electronics, pharmaceu-tical and biotech manufacturers, supplying and supporting them with our FaciliWorks® CMMS software products. Nearly all of our larger and many of our mid-sized customers have offshore or at the least, near-shore facilities (and those counts are rising). Though operations are offshore, our customers still want to make sure manufacturing equipment and facilities are properly main-tained, regulatory compliance is met and MRO inventories are adequately stocked. Fortunately, our cloud-based CMMS software makes both local and offshore deployment fairly quick and easy for our customers.

Political parties will continue to debate the question of offshoring for votes and mindshare—it evokes emotion. Yes, there will be some minor onshoring of a few jobs and the debate will fade, only to resurface once again, of course, during the next campaign.

Like it or not, offshoring is here to stay and, most likely, will only grow with time. Why? We always want the lowest price—always. MT

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Shaft Currents?

I’m surprised that some companies discourage the use of shaft brushes because—they claim—conditions calling for these brushes don’t exist. If I were in a mischievous mood, I might say dissemination of such infor-

mation could be considered a positive by the motor-repair industry. After all, bearing replacement is simple and lucrative (LOL). But I’m really not feeling mischievous about this topic.

Capacitive coupling and resulting shaft voltages and currents exist in all induction machines. It’s part of the reason why very large machines (over 1000 Volts) will have insulated opposite drive-end bearings and grounded drive-end bearings. The amount of voltage is considerably higher than in a low voltage (<1000 Volt) machine that is operating on a sinusoidal voltage. The amount of energy isn’t great enough, in the smaller machines, to discharge across bearing surfaces, in a majority of cases. However, in pulse-width modulated variable-frequency-drive (VFD) applications, the high carrier frequency (pulses) and resulting wave-shapes induce a voltage and resulting current into the shaft.

On smaller motors—those under 100 hp—you can ground the drive-end shaft and reduce the current to a manageable level. On units over 100 hp, you usually have to insulate the opposite drive end and ground it with a shaft brush in order to re-direct and reduce shaft currents. The reason for this is to prevent circulating currents from damaging the bearings in the driven equipment (something that could happen if you only insulate the bearings).

It’s true that shaft voltages and currents will not always reach levels that are high enough to rapidly degrade bearings in all VFD applications. There are typically several options for determining if this is going to be an issue: Your fi rst option is to allow the motor to operate and fail, then address the issue and install shaft brushes after that or a subsequent failure. The second option is to install shaft brushes and insulated bearings on all VFD-operated machines. Your last option is to let a service company test for shaft voltage.

Shaft voltages can’t be detected with a multi-meter unless they are extremely severe. Rather, it requires an oscilloscope of 100 MHz or greater, preferably 200-300MHz. In analyzing the voltage, note values of 20-120+ Volts peak-to-peak for common mode voltage, and discharge patterns ranging from 6 volts to 80+ Volts peak. They point to issues that MUST be addressed. MT

Howard Penrose is VP of Engineering and Reliability Services for Dreisilker Elec-tric Motors, Webmaster of IEEE’s Dielectrics and Electrical Insulation Society, and Director of Outreach for SMRP. Email: [email protected].

Howard W. Penrose, Ph.D., CMRP

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Program Details & Registration Information Will Be Announced Soon

Plan Now To Attend MARTS 2013

HOLD THESE DATES April 30 – May 3, 2013

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It’s like building a house. Before you implement a world-class strategy, take a step back to ensure you can support it.

Best Maintenance Practices: Ensuring A Strong Infrastructure

Enrique Mora Consultant

There’s a story about how Vince Lombardi dealt with his team when they played poorly that

has resonance for maintenance professionals everywhere. Rather than criticize his players,

Lombardi would start by talking softly to them, saying, “This is a football …” and remind them

of the need to return to basics. He knew how easily the fundamentals could be overlooked.

Despite today’s strong interest in disciplines that represent paths toward world-class manufacturing status—including TPM, TPR, RCM and others—mainte-nance crews are not always ready to embark into these disciplines, because basic maintenance principles have not been covered or have been forgotten. In our profes-

sion, the basics are called “Best Maintenance Practices” (BMPs). These varied strategies are the right start for any activity that relates to the improvement of reliability, maintenance and productivity. When efforts in these areas don’t result in complete satisfaction, a return to the basics may be in order.



Implement BMP and create a habitThe 5S philosophy—Sort, Straighten, Sweep, Standardize and Sustain—is the foundation for all Best Maintenance Practices. Poor 5S implementation undermines the strength of any such practices already implemented, and without a company-wide adoption of 5S, they cannot be sustained. The demand in the 4th S—to Standardize the workplace—is the key to BMP success. The 5S foundation also requires the following prerequisites:

1. Education…Today’s forward-looking companies recognize the value of educa-tion, whether undertaken in-house or in partnership with outside sources, such as local technical schools. In the latter case, some schools have established dedicated training areas on company grounds for current and new workers. With that kind of resource, it’s important that personnel from all areas are able to take advan-tage of it. But even without such resources, a company’s leaders should always assume the responsibility to train their people continuously, even if only for short periods of time.

2. Training…This complement to education gives everyone the oppor-tunity to show their ability to put into practice what they have learned. Cumulative skill-building eventually transi-tions into the empowerment that makes teams strong and effective. Daily training needs to be part of the activities of every workgroup. Leaders should spend at least 10 minutes per day exchanging ideas and updating team skills. This is a “customer service” that leaders must provide to their customers/teams. It also leads to reciprocal benefi ts, as better trained technicians will do better, more effi cient work.

3. Management support… Most frustrations suffered by enthusiasts of improvement come from the lack of hands-on support from top manage-ment. Leaders need to discover the power and effectiveness of rubbing shoulders with those who perform the jobs that keep the operation running. The learning experience will go both ways, and is one of the best investments a leader can make.

4. Culturization… Culturization occurs when individuals in a group assimi-late common concepts and principles. This motivates group members and encourages a cooperative attitude that strengthens group actions, creating a team in the process. The shared pride of positive results helps team members realize the personal benefi ts of their participation.

These four prerequisites are just part of a BMP foundation. The building blocks in Table I must be incorporated to fi rmly establish a Best Maintenance Practice infrastructure.

It’s like building a house. Before you implement a world-class strategy, take a step back to ensure you can support it.

It is crucial to establish a thorough Work Order System (WOS). The WOS existed before computers and helped maintainers measure effectiveness in several ways:

◆ Downtime (and the only way to measure it is with preci-sion). Downtime reduction is the most important Key Performance Indicator for any maintenance team.

◆ Technician performance◆ Parts consumption and inventory control◆ Equipment behavior and trends

1. Establish A Work Order System

2. Carry Out Full CMMS Implementation & Training

The CMMS automates many tasks of maintenance control that were cumbersome in the past. But:

◆ Every maintenance-team member must be trained to make good use of the CMMS System..

◆ The CMMS should be linked to real-time labor utilization and parts inventory, and be used to generate procure-ment requests in a timely manner.

◆ The path to optimal CMMS performance requires the input of error-free information. Errors that do occur are mostly caused by poor training and/or communication.

3. Investigate & Identify Root Causes to Prevent Repeat Problems

Table I: Critical Building Blocks For An Infrastructure That Supports Best Practices

Root Cause Analysis (RCA) is not always given the credit or importance it deserves. Consider:

◆ According to reliability expert Charles Latino, most of the maintenance effort mistakenly focuses on “fi xing” repetitive or chronic problems.

◆ Latino also asserts that most of that cost could be avoided by implementing Root Cause Analysis. ◆ The value of RCA will be undermined if the steps needed

to prevent a problem’s reoccurrence are not put in place.

4. Training, Cross-training, Professional Development & Autonomous Maintenance implementation Demand Skill-Improvement to Work

Most maintenance leaders do not use enough of their time to educate and train their crews. This happens because many leaders are not themselves trained on this critical task, and the vicious cycle spins again and again. Techni-cian training must focus on three key responsibilities:

◆ Technical issues (basic and advanced), which include the correct application of methods and use of the right tools, instruments, systems, manuals and information.

(continued on page 34)


“Sustainable industrial production” means long-term, holistic thinking. Key examples include minimal unplanned downtime, less friction and reduced lubricant consumption. The effect: lower energy consumption, less CO2 emission, longer maintenance intervals and longer component lifetime. To keep up with your sustainability goals, we are continually improving our environmentally-friendly lubricants.

Klüber Lubrication: Innovation for ecologically and economically effi cient solutions.

Klüber Lubrication North America [email protected]/sustainability2

your global specialist

Specialty lubricants for sustainable effi ciency

klu643-01sustHpvtMT-D3c.indd 1 3/12/12 2:08 PM

Stay focusedWith the fl ood of information on every subject these days, it can be easy to feel as though we need to go for the next new thing. This is human nature, especially when the latest new thing appears to be working for someone else. A simple rule, however, underlies the success of many such endeavors, particularly as they relate to maintenance goals: To succeed, do things right the fi rst time and, if possible, do them better all the time. Don’t simply do them better than you did before, do them better than anyone else. MT

Enrique Mora is Principal with Mora Global Consultants, Inc. His 55+ years of industrial experience includes direct supervi-sion of manufacturing and design processes in Mexico and the U.S., and implementation of lean manufacturing, Six Sigma and TPM around the world. As a trainer in technical fi elds, human relations, motivation and leadership, Mora emphasizes teamwork and labor synergy. His client base covers virtually all sectors, from food and drug manufacturing to automotive and shipbuilding. Email: [email protected].

4. Training, Cross-training, Professional Development & Autonomous Maintenance implementation Demand Skill-Improvement to Work (continued from page 33)

◆ Communication and customer service, so technicians have a strong relationship with their customers.

◆ The 5S concept, so work is always performed in a professional manner. Leave the area and equipment clean and in “like new” or better shape.

Cross-training is undermined when trainees are taught by unqualifi ed technicians. They inherit bad practices and habits, so the level of professionalism never improves.

Autonomous maintenance represents the core improve-ment of any advanced maintenance strategy, such as TPM or TPR. To work, maintenance technicians must develop a good training skill level so they can help operators understand their machines. As operators become more skilled and knowledge-able, their performance and that of their equipment will improve. They’ll also be more helpful at detecting and reporting abnormalities, which reduces the cost and time of repairs. Eventually, operators can be equipped to perform minor maintenance on their own.

With the above BMPs in place, maintenance technicians will have more time to perform Preventive Maintenance, which is too often neglected. PM needs to be done intelligently and with the advice and observation of the maintenance technicians and operators, where applicable. PM must be a live exchange of knowledge and execution to maintain the concept of continuous improvement.

5. Ensure a Thorough, Optimized Preventive Maintenance Process


Explaining Multi-Grade


By Dr. Lube, aka Ken Bannister

Symptom:“Dear Dr. Lube, I have worked in fl eet maintenance for many years and have always used multi-grade oils for engine oil changes, but have never questioned how they work. Could you explain? And what does the letter W stands for?”

Diagnosis:The primary function of any lubricant is to reduce and control friction and wear by providing/sustaining a load-carrying oil fi lm that’s strong enough to separate two surfaces moving over one another. The load-carrying ability is determined by the lubricant’s viscosity rating.

What’s the right viscosity grade for an automotive-engine crankcase? That depends on where the vehicle is operated. For example, Northern winters subject oil to cold temperatures on startup, resulting in poor fl ow and lack of full-fi lm lubrication until the oil reaches operating temperature. This leads to drag on the engine and excessive wear during the startup/warmup stage.

Prescription:Automotive manufacturers used to recommend mono-grade (single viscosity grade) crankcase lubricants for their vehicles, and changing to a lower viscosity grade for winter driving (the choice of which would depend on typical tempera-tures where the vehicle would be operating). Grades were set by the SAE (Society of Automotive Engineers) system that designates oil viscosity with a number followed by the letter W to denote winter-use oil, eg. 10W, 15W or 20W weight, or just a number on its own for summer-grade products, eg. 20, 30, 40 or 50 weight. That changed in 1952 with the introduction of the fi rst multi-grade oil that allowed a driver to use one type of oil year-round.

The multi-grade designates its working range by fi rst indicating the base oil viscosity designed for cold weather-performance, then the viscosity at which the oil will perform (or emulate) once it reaches operating temperature. For example, a 20W50 has relatively thin SAE20W winter base oil that “thickens up” and acts like a thicker SAE50-weight oil at operating temperature to provide full-fi lm protection over a wider temperature range. This is achieved by blending polymeric viscosity improver additives with low-viscosity base oil. These additives are long-string polymers that curl up like a ball at low temperatures and move freely among the oil molecules. Once the oil heats up, the polymer strings unfurl and expand to restrict the oil’s fl ow and raise its apparent viscosity.

Having explained all this, I would still remind of you of a cardinal rule: When selecting oil for a vehicle, always read the operator’s manual! MT

Lube questions? Ask Dr. Lube, aka Ken Bannister, author of the book Lubrication for Industry and the Lubrication section of the 28th edition Machinery’s Handbook. He’s also a contributing editor for Maintenance Technology and Lubrication Management & Technology. E-mail: [email protected].

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Higher revenues, increased reliability: special oils made by Klüber Lubrication help you achieve these goals through long maintenance intervals, high effi ciency and lasting component protection — even at the gear’s performance limit. Together we can increase the effi ciency and reliability of your mechanical systems.

Klüber Lubrication North America [email protected] www.klubersolutions.com/wind3

your global specialist

Gear oils that drive effi ciency

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VOLUME 2 / NO. 2 UTILITIES MANAGER | 19

XX UMBIG MONEY TALKS UM

Parsing Renewable-Energy Production Tax Credits

William C. Livoti, GIW/KSB

The production tax credit (PTC) for wind energy expires at the end of 2012. The PTC for renewables like wave and tidal, geothermal and bio-energy was extended until the end of

2013. How will this loss of funding impact renew-able-energy development and, ultimately, your cost of electricity?

Where we are todayLow natural-gas prices (2.770/MM/BTU) have put a damper on renewable-energy projects. The dramatic drop in natural-gas prices is due, primarily, to the introduction of hydraulic fracturing and horizontal drilling: U.S. oil/drilling companies have been able to extract gas from shale formations at lower costs, thereby increasing their profi tability, as well as the supply of natural gas available in the domestic market. The increased amount of natural gas in the U.S. market has, in turn, reduced the fuel’s price by more than 40% in the past year.

Production tax credits explainedOrganizations that generate energy from wind (via large “utility-scale” turbines), solar, geother-mal and “closed-loop” bio sources (i.e., dedicated energy crops) are eligible for a PTC that amounts to a 2.2-cent-per-kilowatt-hour (kWh) benefi t for the fi rst 10 years of the renewable-energy facility’s operation. Added to state-mandated renewable-energy programs, the federal production tax credit program has been the driving force behind wind-power development for the past seven years.

Up until now, Congress has been able to extend the PTC program—albeit with a few delays along the way—thus making state-mandated renewable-energy requirements cost-effective propositions. The current administration has pushed for the extension of tax credits that it claims would save jobs in the fi eld of clean-energy production. There also has been an effort by President Obama to extend a 30% tax credit for manufacturers that invest in equipment to make components for clean-energy projects in the U.S.

These types of energy incentives are not new—nor have they been confi ned to “green” energy. Subsidies have also gone to developing fossil-fuel resources and reserves. In fact, until 2008, the federal government provided substantially larger subsidies to fossil fuels than to renewables—roughly $72 billion, according to some reports. In comparison, the renewable arena has only seen about $29 billion.

So what?At this point you’re probably asking, “How is this going to affect me?” Here’s how: If (when) the tax credits stop, you can bet investors are going to back away and move their money to “profi table” projects—like any good businessperson would.That’s all well and good, with the exception of state-mandated programs. Approximately 30 states currently have programs that require a utility to provide anywhere from 10% to 30% renewable energy. Where are they (the utilities) going to fi nd investors who are going to fi nance these mandated programs? Take a wild guess. UM

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].



When production tax credits for

renewable-energy projects go away,

as they soon will, so will investors.

Guess who your utilities will be calling

on to fund their state-mandated

renewable energy efforts?

UM IN THE ENERGY LOOP


Effi cientGadgetsEasy Locking Of Sprockets, Gears, Pulleys, Timing Cams And Rollers


According to U.S. Tsubaki, its extensive POWER-LOCK portfolio offers a simple and cost-effective solution to problems associated with keyed or machined drive shafts. Incorporating POWER-LOCK technology into

existing and new designs provides increased shaft strength while reducing machining and maintenance costs. The company notes that POWER-LOCK eliminates backlash damage to keyways and specialty machined bores in appli-cations that experience reversing loads or high torque. In addition, machining expenses associated with keyways, spline bores, steps and snap ring grooves can be removed from the equation. The easy-to-install device is suitable for locking large or small sprockets, gears, pulleys, timing cams and rollers.

U.S. TsubakiWheeling, IL

adgetsUM

38 | UTILITIES MANAGER VOLUME 7 / NO. 3

Some products are just plain energy effi cient. Others make your processes more so.

Then there are those that serve energy-saving technologies. Our editors have selected several in this loop to bring to your attention.


Long-Life, Effi cient Lighting For Hazardous Locations

Dialight has launched what it says is the industry’s fi rst-ever 100+ lumens per watt (lm/W) Class I Div 2 certifi ed LED lighting fi xture. The new SafeSite® LED High Bay delivers up to 17,500 lumens at just 172W for safe, effi cient

illumination in hazardous locations, including oil, gas, petrochemical, pharma-ceutical, power-gen, wastewater and other sites that fall under UL-844 standards. Designed to reduce total cost of ownership as a replacement for up to 400W conventional HID lighting fi xtures, these products feature a universal voltage range of 100-277VAC, 50/60Hz to 347-480VAC 50/60Hz, a T5 temperature rating and a corrosion-resistant fi nish. Their signature low-profi le, lightweight design supports a variety of mounting options that allow easy retrofi ts. Their light quality and extended performance life improve safety while reducing costs associated with changing bulbs in hazardous conditions.

DialightFarmingdale, NJ

UMIN THE ENERGY LOOP


Long-Life, High-Speed, Low-Torque Rolling Bearings

NTN’s ULTAGE Deep Groove Ball Bearings for Ultra-high Temperature Environments help meet the demand for improved productivity and reduced power consumption in fi lm-stretching machines that operate within high-temp furnaces. These high-speed, low-

torque rolling bearings use a specially formulated solid lubricant in place of fl uorine grease. Internal design improvements increase the amount of lubricant and optimize the shape of the bearings that, in turn, translates into improved operating life. For example, a metallic cover over the solid lubricant helps prevent the bearing’s inner and outer rings from separating, even if the lubricant becomes extremely worn.

NTN Bearing Corporation of AmericaMt. Prospect, IL

Powerful Fans Stand Up In Areas WithOverhead Obstructions & Poor Ceiling Access

Rite-Hite’s recently introduced Renegade series HVLS (high-volume, low-speed) fl oor-mounted fans improve air circulation in areas with overhead obstructions or limited ceiling access. Unlike ceiling-mounted HVLS fans, they can be moved when plant confi gurations

change. While its AC motor consumes 640 watts of electricity, the same as two 30” hp pedestal fans, a single Renegade unit generates eight times the air volume and circulates it up to 50 feet from the fan’s center in all directions, effectively covering up to 7850 square feet. Offered in 8-, 12- and 16-ft.-diameter models, these fans feature easy-to-use controls for adjusting fan speed or operating the units in reverse.

Rite-Hite FansMilwaukee, WI For more info, enter 263 at www.MT-freeinfo.com



Expanded Line Of Interchangeable Wind-Industry Gearbox Filter Elements

Swift Filters has expanded its fi lter-element offerings for wind turbines, including those in GE’s 1.5 MW Series. Engineered specifi cally for wind-turbine gearbox lubrication lines, SwiftGreen™ fi lter elements feature a reusable machined-aluminum bypass-valve

assembly that cuts expenses and disposal volume. When it’s time to replace a used element, the bypass is removed and inserted into a fresh SwiftGreen element. Employing the latest genera-tion of SwiftGlass™ Bx(C) ≥ 1000 (per ISO 16889) microfi ber glass fi lter media, elements in this line provide high levels of fl uid cleanliness while maintaining low-pressure drop characteristics. The manufacturer says these products are interchangeable with fi lter elements from Hydac®, Stauff®, Pall®, Parker®, Donaldson®, Purolator® and Filtrec®, among others.

Swift Filters, Inc.Oakwood Village, OH



Andy Gager, CMRP, CPIMLife Cycle Engineering (LCE)

While the idea of a group hug may sound nice,

that’s not what we really need. Time, labor and control are key

to the effi cient coordination of maintenance and operations.

All Maintenance Needs Is A Little TLC

© SOCIOLOGAS - FOTOLIA.COM; © KBUNTU - FOTOLIA.COM



I write from a personal perspective: Maintenance has taken a bad rap. We’re

not a bunch of knuckle-dragging, coffee-slurping, computer-illiterates

that never made it past eighth grade. We are, in fact, a skilled, experi-

enced and largely well-trained workforce, excellent at troubleshooting

and profi cient in the systems that run our plants. Unfortunately, we also

refl ect an aging workforce, with no deep bench to call upon at this point in

the game. What we need is a little TLC.

I’m not talking about a group hug (though there’s nothing wrong with that). This TLC stands for Time, Labor and Control. Every maintenance organization needs time on the equipment, with the appropriately trained labor, managed with controls.

Time means moneyWe know “time is money,” but what does that really mean? When a system is down for whatever reason, there’s a cost. Most people think fi rst of lost production, but there are other costs, such as those for wages and utilities. Workers typically aren’t sent home when a system goes down, nor are plant utilities turned off. These costs simply continue to accrue. Common sense dictates –– and studies show ––when organizations fail to consider such costs from a “big picture” perspective, their profi ts suffer.

On the operations side, no one would ever run a facility without accurate production bills of material, personnel to operate equipment and a production schedule. It’s the same in maintenance. Organizations, however, must learn to blend the goals of both operations and maintenance so required work can be achieved in the shortest period of time and in the least disruptive manner.

Labor must be trainedClearly, fewer workers are entering the maintenance fi eld. We’re losing skilled craftsmen faster than we can replace them. We also seem to have lost the ability to troubleshoot and diagnose. Apprenticeships, too, have disappeared. This long-time practice through which a company’s elder statesman trains a tenderfoot on equipment ins and outs has been replaced by what one plant manager calls “changengineers”––technicians who can change broken parts, but not conduct root cause analyses.

The only way to ensure the next generation has a fi ghting chance to maintain the equipment they’re responsible for is to train them. This must include a robust program that teaches how to capture equipment history in the CMMS, diagnose root cause failures and implement proactive rather than reactive maintenance strategies.

Control is guidanceControl does not mean micromanaging—it means managing the work that needs to be done. This involves work identifi ca-tion: What is the right work to perform? Most companies have work-order systems in place for planning and scheduling work and for capturing information such as work and equipment history that helps guide the continuous-improvement journey.

At some plants, what's been termed as 'changengineers' are in vogue.

Alas, while they can change broken parts, they can't analyze failures.



Control also involves the many metric-based benchmarks that defi ne that journey. These include MTBF (Mean-Time-Between-Failure), MTTR (Mean-Time-To-Repair), Planned vs. Actual, Unscheduled Downtime, Availability and many others. Metrics drive behaviors, and it’s well known that what gets measured gets done. As business professor Aaron Leven-stein once noted, “Statistics are like bikinis. What they reveal is sugges-tive, but what they conceal is vital.”

TLC leads to world-classThe best organiza-tions share similar attributes that set them apart from the average. Here are some of the common practices I see among the elite, regardless of industry:

■ Strong training programs for operators and maintainers.

■ Early operator detection/notifi ca-tion of failure and sense of ownership of equipment.

■ Mandatory cross-functional morning meetings with managers, supervisors, and leads representing Operations and Maintenance. Engineers, supply chain and quality assurance are sometimes included.

■ Troubleshooting, root cause and diagnosing practiced as a team effort by operators, planners and engineers.

■ Adequate time allowed to correct issues the fi rst time.

■ A strong commitment to eliminate system defects.

■ Excellent supply-chain and storeroom operations.

Reality checkHaving visited hundreds of facili-ties in my career, I can easily spot those where oper-ators and main-tainers are accu-tomed to perform-separate, distinct tasks, as well as those where the members of these groups seem to blend in and work more like a team. In the latter type of plant, people know that main-tenance succeeds whenever TLC is applied. Ask yourself, how's the TLC at your plant? MT

Industry veteran Andy Gager is a Principal Consultant with Life Cycle Engineering (LCE), in Charleston, SC. Email: [email protected]. Email: [email protected].

Blending operational and maintenance goals allows the required work to

be achieved in the shortest period of time and least disruptive manner.


E N G I N E E R E D

PRODUCTS,INC

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To learn more visit:

info.graceport.com/mt_evolved

Electrical Safety, .Evolved


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2 Great Publications Keeping Your Message, Products and Services In Front of

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When 1 Is Great, 2 Synergistic Publications Are Better:

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

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

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

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

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

LUBRICATION MANAGEMENT & TECHNOLOGY (LMT). . .

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

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

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

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

Don’t Miss Any IssuesSubscribe Today

“YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS”

“ACHIEVING EFFICIENCIES THROUGH PRODUCTS AND PRACTICES”

Don’t Miss Any Issues • Subscribe To Both MT And LMT Atwww.MT-online.com/subscribe

TECHNOLOGY SHOWCASE




Are your workers getting hands-on training required for compliance?

Workforce Development InstituteWorkforce Development Institute

NTTInc.com | 1.800.922.2820 Keeping America Skilled

Maintenance technicians can’t be trained with books or videos alone. Learning by doing is what guarantees their safety and proficiency.

NTT’s Skill Circuit™ Blended Learning System combines essential hands-on labs, classroom lectures and online courses and assessments for maximum skills retention. Employees can attend public courses, or we can train on-site at your facility–on your schedule.

$200 off One NTT Public Course Visit NTTInc.com and find a public course suitable for your employees. Register a participant, online or call 1.800.338.8441, for $200 off the regular price of any course (for new registrations only). Insert or mention code MT0711 to receive your discount.

• Electrical Safety• Electrical Systems• Mechanical Systems• NFPA

• Hydraulics• Compliance• NEC• HVAC

Training In

MaintenanceTechAd_July 2011.indd 1 6/22/2011 11:57:43 AM

The discussion about “reshoring” in this month’s Maintenance Technologymagazine is exciting. That’s because a growing body of evidence suggests the actual cost of offshoring is signifi cantly higher than a simple comparison of

dollars per hour. Reshoring (or “onshoring”) can be good business. It’s time to bring the jobs home.

In the midst of all the enthusiasm, however, there’s an irony confronting us: The U.S. Bureau of Labor Statistics reports the impact of retirees leaving the current workforce has already resulted in a shortage of between 5-10 million skilled workers—a skills gap, unfortunately, that today’s large pool of unemployed workers can’t even fi ll. And this gap is growing bigger by the day.

So, if your numbers really said you should manufacture here in the USA, could you?

Having been at the forefront of this challenge for 30 years, NTT—like many end-user organizations across industry—has had to retool to help clients meet the needs of an increasingly automated, technically sophisticated manufacturing and operations process. Three successful trends are clear.

Training Options...

Are We Ready? Mike Minatta, President, NTT

■ Blended Learning: Computer Based Training (CBT) is not a silver bullet outside of compli-ance training. The proven most effective and fastest training is a blended combination of CBT and hands-on training.

■ Industry Endorsed Certifi cate Programs: Much like a la carte apprenticeship training menus, certifi cate programs can allow both individual employees and employers to target specifi c skills that advance production and keep training and skills focused.

■ Customized Qualifi cation Train-ing: Training is increasingly sophisticated, too, with on-time, job/task-specifi c hands-on train-ing now viable. A natural out-come of the fi rst two trends, we are now seeing specifi c task quali-fi cation as a required measurable outcome.

This future works. Where NTThas helped implement these pro-grams, clients have increased their productivity, controlled costs and produced profi ts.

But these approaches require training providers and clients to think differently. To leverage them, we have to work differently. How is your thinking?

Do you think you’re ready to ramp up and bring the jobs back home? Do you have a plan to build the team to build your product? NTT is ready to help. MT

[email protected]


TECHNOLOGY SHOWCASE




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Online Maintenance-Management Certifi cate Program

The Online Certifi cate Program in Maintenance Management offered by the University of Kansas consists of three modules aimed at helping end-users evaluate their operations; plan, coordinate and schedule maintenance; and prop-

erly use preventive and predictive maintenance in their operations. The program is designed for all types of maintenance environments including refi neries, chemical plants, factories, mines, large buildings, operations with many smaller buildings and all types of mobile fl eets. The program’s instructor is Joel Levitt, who has conducted over 500 training sessions for more than 15,000 maintenance leaders from 3000 orga-nizations in more than 20 countries. Since 1980, Levitt has been President of Spring-fi eld Resources, a management-consulting fi rm that services clients of all sizes on a wide range of maintenance issues. Upon successful completion of the three program modules, the student will be awarded a certifi cate from the University of Kansas to document specialized education and knowledge in Maintenance Management.

Who should enroll?According to the University of Kansas, participation in this online certifi cate program can benefi t maintenance managers, maintenance directors, superinten-dents, supervisors, lead hands, CMMS (Computerized Maintenance Management System) managers, planners, engineers and those who are in training for any of these positions. The program’s developers say this training can also be benefi cial for operations and stockroom personnel.

University of KansasLawrence, KS

Register Now For The Extraordinary

“RCM FOR THE LAYPERSON”A Very Special Workshop Presented By

The Man Who Literally Wrote The Book:


Neil Bloom, Pioneering RCM Expert & Author Of Reliability Centered Maintenance (RCM) Made Simple

October 15-17, 2012Chicago Marriott O’Hare

Chicago, ILFor Full Course Details, Lodging Info

And Online Registration, Go To:

www.mt-online.com/rcm

Be advised: This is no ordinary RCM training. Attendees can expect to come out of this three-day workshop as RCM facilitators who are

qualifi ed to develop successful RCM programs at their facilities, using their own in-house resources and expertise.

SOLUTION SPOTLIGHT


For the toughest work out there… For the toughest work out there…

SPX Bolting Systems notes that its line of High Cycle Torque Wrenches meets demanding applications in wind power, mining, petroleum and other heavy industrial markets where long life, reliability, safety and ease of use are crucial.

Designated TWHC Square Drive Torque Wrenches, they’re designed for high-cycle life, two to three times longer than technology previously available in the market. According to the manufacturer, the simple, yet rugged drive assembly at the heart of the design means less downtime and increased reliability.

Usability and safety highlightsNoteworthy features of these low-weight, high-strength devices include corrosion-resistant materials of construction that allow operation in harsh environments. A compact nose radius lets the tool fi t into tight, hard-to-reach spaces. A multi-direction high-fl ow swivel manifold along with push-button square drive reversal and reaction arm positioning further enhance usability. Drive mechanisms on these units are fully enclosed for operator safety. An internal relief valve on the swivel manifold prevents retract side over-pressurization, while a fi ne-tooth ratchet prevents tool “lock on.”

TWHC High Cycle Torque Wrenches are available in three square-drive sizes:

■ The 3/4”drive creates 1300 lb. ft. (1762 Nm) of torque output. ■ The 1” drive creates 3070 lb. ft. (4160 Nm). ■ The 1-1/2” drive creates 6020 lb. ft. (8157 Nm).

This High Cycle line is available through a worldwide network of bolting partners and distributors that stock and support the entire SPX Bolting Systems offering. MT

SPX Bolting SystemsRockford, IL

Square Off With Higher-Cycling Wrench Time

More About SPX Bolting SystemsPositioned within SPX Hydraulic Technologies, part of SPX Corporation, SPX

Bolting Systems is a full-line global manufacturer of hydraulic pumps, tensioners,

torque wrenches and high-force tools and equipment. SPX Hydraulic Technologies’

other brand names include Power Team, Stone, Hytec, Globe and Rail Systems.


83067_PZ_PZ2-231.inddHeidi Kempisty / Greg Parsons7-5-2012 4:24 PM hkempisty-mpt-09403

ClientJob #PrefixTrimBleedLiveLine ScreenProduct CodeUnitCaption

PENNZOIL21-16800-120830677.875” x 10.5”8.125” x 11”7” x 10”300 dpi005 - FiltersMagazineIncluding a new Pennzoil Platinum

Job infoPrint ProducerAccount MgrArt DirectorCopywriterTrafficArt ProducerScaleProof #

Prepared by:Southfield, MI • 248.354.9700

Thomson, DougCoyne, NicholasOsterman, StephenLevy, GeorgeBrzezenski, EmilyLyons-Urbanek, KathyNone2

ApprovalsFonts:Helvetica Neue (47 Light Condensed, 77 Bold Condensed), Agenda (Medium), Helvetica (Medium)

Link Name: 83067_PZ2-231.tif (CMYK; 300 ppi; 100%), LLC-75%grey.eps (39.93%), PZ_10_Penn-zoil_tag_lft_4C.eps (32.83%)

Used Swatches: Cyan, Magenta, Yellow, Black

100%bySaved at: From: Printed AtFonts

*ISO 4548-12 at 30 microns. **Based on proposed USCAR specifi cations. ©2012 SOPUS Products. All rights reserved.

Including a new Pennzoil Platinum HE™ oil filter means cleaner engines— and more premium oil changes.

NEW PENNZOIL PLATINUM HE™ OIL FILTERS REMOVE 99% OF IMPURITIES*.You want to sell a premium oil change. Your customer is on the fence. Here’s what can put you over the top: tell them that they’re not only getting premium oil, they’re getting a premium fi lter. One so advanced, it already meets or exceeds proposed USCAR standards for capacity and efficiency.** ASK YOUR PENNZOIL REP ABOUT NEW PENNZOIL PLATINUM HETM OIL FILTERS TODAY.

Synthetic-blended 2-ply gradient density fi lter media removes 99% of impurities*

High-capacity media traps on average over 10 grams of contaminants*

PZ1-231

S:7”S:10”

T:7.875”T:10.5”

B:8.125”B:11”

83067_PZ_PZ2-231.indd 1 7/6/12 11:39 AM

83067_PZ_PZ2-231.inddHeidi Kempisty / Greg Parsons7-5-2012 4:24 PM hkempisty-mpt-09403

ClientJob #PrefixTrimBleedLiveLine ScreenProduct CodeUnitCaption

PENNZOIL21-16800-120830677.875” x 10.5”8.125” x 11”7” x 10”300 dpi005 - FiltersMagazineIncluding a new Pennzoil Platinum

Job infoPrint ProducerAccount MgrArt DirectorCopywriterTrafficArt ProducerScaleProof #

Prepared by:Southfield, MI • 248.354.9700

Thomson, DougCoyne, NicholasOsterman, StephenLevy, GeorgeBrzezenski, EmilyLyons-Urbanek, KathyNone2

ApprovalsFonts:Helvetica Neue (47 Light Condensed, 77 Bold Condensed), Agenda (Medium), Helvetica (Medium)

Link Name: 83067_PZ2-231.tif (CMYK; 300 ppi; 100%), LLC-75%grey.eps (39.93%), PZ_10_Penn-zoil_tag_lft_4C.eps (32.83%)

Used Swatches: Cyan, Magenta, Yellow, Black

100%bySaved at: From: Printed AtFonts

*ISO 4548-12 at 30 microns. **Based on proposed USCAR specifi cations. ©2012 SOPUS Products. All rights reserved.

Including a new Pennzoil Platinum HE™ oil filter means cleaner engines— and more premium oil changes.

NEW PENNZOIL PLATINUM HE™ OIL FILTERS REMOVE 99% OF IMPURITIES*.You want to sell a premium oil change. Your customer is on the fence. Here’s what can put you over the top: tell them that they’re not only getting premium oil, they’re getting a premium fi lter. One so advanced, it already meets or exceeds proposed USCAR standards for capacity and efficiency.** ASK YOUR PENNZOIL REP ABOUT NEW PENNZOIL PLATINUM HETM OIL FILTERS TODAY.

Synthetic-blended 2-ply gradient density fi lter media removes 99% of impurities*

High-capacity media traps on average over 10 grams of contaminants*

PZ1-231

S:7”

S:10”T:7.875”

T:10.5”B:8.125”

B:11”

83067_PZ_PZ2-231.indd 1 7/6/12 11:39 AM



CAPACITY ASSURANCE MARKETPLACE




Monitoring & Analyzing Compressed Air Consumption

According to EXAIR, its Digital Flow-

meter provides an excellent way to monitor com-pressed air con-sumption and waste. With the addition of a new EXAIR USB Data Logger, operations can also maintain a history of the Digital Flowmeter’s measurements for analysis. Collected data can be viewed in the included software or exported directly into Microsoft Excel®. The USB Data Logger is available pre-installed on the Digital Flowmeter. Summing Remote Displays that make it easy to monitor compressed air consumption from a convenient location are also available.

EXAIR Corp.Cincinnati, OH

Expanded Automatic Lubricator Lineup

PLI, LLC has announced an addition to its

line of resusable MEMOLUB® automatic lubricator products. MEMOLUB® ONE LPS is a low-pressure 240cc single-point, self-contained design with low environmental impact. According to the manu-facturer, it saves time, money, labor and bearings with precise metered lubricant injection, simple programming (one-, three-, six- or 12-month settings) and economical, easy-to-change, replaceable lube cartridges. The device is offered with a three-year warranty against defects in material or workmanship.

PLI, LLC Racine, WI

EXPERIENCE A CONFERENCE LIKE NEVER BEFORE.

JOBFAIR +75 FACILITY

TOURSWORKSHOPS &PRESENTATIONS 4

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

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

SMRP: The premier asset management resource.





Increased Balancing Machine Accuracy And Convenience

IRD Balancing says its Model 295 instrument brings a new level of accuracy and convenience to balancing rotating equipment. A wide range of

features are available to cover all the requirements of precision balancing on a balancing machine, including comparison to established tolerances and printing a user-customizable certifi cate to document the balancing results. A touch-activated, fl at LCD screen allows quick data entry and menu selection. Screen prompts and online help fi les assist the operator in obtaining fast, accurate results. Polar or large digital displays are available to provide graphic representation of the balance vectors. Visual color identifi cation is provided for “in tolerance” and “out of tolerance” conditions. Built on a Windows®7 platform with newly designed internal electronics, the 295 is a “drop in” upgrade to the Model 236, 246, 290 and many other IRD Balancing Instruments. Data fi les, external keyboards and printers are easily accessible via the USB ports.

IRD, LLCLouisville, KY




For more info, enter 34 at www.MT-freeinfo.com For more info, enter 35 at www.MT-freeinfo.com

For more info, enter 82 at www.MT-freeinfo.com For more info, enter 87 at www.MT-freeinfo.comFor more info, enter 82 at www.MT-freeinfo.com

IP68-Rated Submersible Pressure Transmitter

SOR® has achieved the stringent IP68 Rating in up to 100 feet of continuous submersion for its

805PT electronic pressure transmitter. According to the company, the rugged, submersible 805PT supplies continuous precision measurements in liquid services like well monitoring and ground- and surface-water applications, as well as in municipal and industrial applications where watertight protection is required. The unit comes with a 3-year warranty.

SORLenexa, KS

Multi-Jackbolt Tensioner Technology Literature

In light of its recent acquisition of Superbolt, Inc., the Nord-Lock Group has released new

Superbolt® literature covering standard-range multi-jackbolt tensioners (MJTs). The manufac-turer notes that MJTs are among the most innovative technologies available for tightening bolts and studs, and have proven them-selves in the fi eld in every major industry around the world. They retrofi t to existing nuts and bolts and require only hand/air tools to tension accurately and quickly. The new brochure is available in both print and digital form.

Superbolt, Inc.Carnegie, PA

For more info, enter 87 at www.MT-freeinfo.comFor more info, enter 87 at www.MT-freeinfo.comFor more info, enter 86 at www.MT-freeinfo.com



For more info, enter 36 at www.MT-freeinfo.com For more info, enter 37 at www.MT-freeinfo.com

Unlock the Secrets that let you Tap your True Maintenance Potential

and Maximize Asset Reliability!

Unlock the Secrets that let you Tap your True Maintenance Potential

and Maximize Asset Reliability!World Class organizations know that increased asset reliability, utilization and maintainability, reduced operating costs, downtime, contamination, energy consumption and carbon footprintall commence with a best practice lubrication program!

“Industrial Lubrication Fundamentals”


Filtering Diesel Fuel To Meet OEM Cleanliness Specs

Oil Filtration Systems has announced a line of fuel fi ltration and coalescer equipment to remove particulate and

water contamination from #2 diesel and other fuels. According to the company, these custom-built assemblies can ensure that fi ltered fuel meets or exceeds all stringent new oil-cleanliness specifi ca-tions set by major manufacturers of turbine-generators and large off-road equipment. The systems remove fuel contaminants via two processes: First, high-effi ciency fi lter elements remove particulate down to 1-micron to meet or exceed specifi cations as low as ISO 14/12/11. Then, high-effi ciency coalescer and separator elements remove free water to levels under 50 PPM.

Oil Filtration Systems A Clark-Reliance CompanyBoerne, TX

Enhanced Software Technology Helps Avoid Roof Replacements

Predictive Service says the addition of AerialPoint® to its suite of Web-based software tools enhances its proven

Aerial Infrared approach to accurately pinpointing problem areas on roofs. Among other things, it lets users docu-ment complete roof asset information, as well as add points of interest like chiller units, antennas, satellite dishes, gas and steam lines, solar panels, etc., and identify highest-priority concerns based on asset criticality and severity of damage.

Predictive ServicesCleveland, OH

3-Day, On Site, Certifi cation Preparation Training Program

Course design is based on ISO 18436-4 and the ICML body of knowledge and exceeds minimum training requirements to write the ICML, MLT1, MLA1 and ISO LCAT1 International lubrication certifi cation exams. Exams can be arranged to take place at your site immediately following the training.

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

With over 70% of all mechanical failures attributed to ineffective lubrication practices, you will want to have professionally trained and certifi ed lubrication personnel working on your reliability efforts!

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

INFORMATION HIGHWAY

CLASSIFIED


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

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

ATP List Services

www.atplists.comContact: Ellen Sandkam

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

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

RENEWIn order for us to send

to you FREE, we are required by the US Post Offi ce to have a

completed and signed renewal form once a year.


RENEWIn order for us to send

to you FREE,we are required by the US Post Offi ce to have a

completed and signed renewal form once a year.

MMAINTENANCETECHNOLOGY

You may renew online at

www.mt-online.com

Buy

online

electric motorsand drives

SQONE.COMSquare One Electric

302.678.0400

Web Spotlight: Grace Engineered Products

For more info, enter 90 at www.MT-freeinfo.comwww.ludeca.com

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

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

For more info, enter 89 at www.MT-freeinfo.comhttp://graceport.com

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

For more info, enter 91 at www.MT-freeinfo.com www.kabelschlepp.com

MAINTENANCE TECHNOLOGY/JANUARY 2007 87

ARTHUR L. RICEPresident/CEO

[email protected]

MADDINGVice President

[email protected]

BILL KIESELVice President, [email protected]

Business Staff

TERRI WYMOREDirector of Creative Services/Production

[email protected]

ELLEN SANDKAMDirect Mail

[email protected]

Sales Staff

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

OK, SC, SD, TX, WI, Ontario Canada1300 South Grove Avenue, Suite 105

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

BILL [email protected]

KY, OH, TN135 N. Rocky River Road

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

JOHN [email protected]

AK, AZ, CA, CO, ID, MT, NM, NV, OR,UT, WA,WY, British Columbia Canada

1300 South Grove Avenue, Suite 105Barrington, IL 60010

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

[email protected]

CT, DC, DE, MA, MD, ME, NH, NJ, NY,PA, RI, VA, VT, WV, Quebec Canada,

Space Age, 225 Fuller StreetBrookline, MA 02446

617-232-2000; Fax 617-232-2951VINCE CAVASENO

[email protected]

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

TRACY [email protected]

20TECHNOLOGYM A I N T E N A N C E

®

YEARSYEARS1300 S. Grove Ave., Suite 105,

Barrington, IL 60010847-382-8100

FAX 847-304-8603

Index AUGUST 2012 • Volume 25, No. 8

ADVERTISER WEB ADDRESS RS # PAGE #


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Baldor Electric Company ..........................................www.baldor.com .................................................... 94 ........................... BCCRC Industries............................................................www.crcindustries.com/ei .................................... 84 .............................51CyberMetrics Corp. ....................................................www.faciliworks.com ............................................ 63 ...............................2Des-Case Corporation...............................................www.descase.com ................................................... 70 .............................16Dreisilker Electric Motors Inc. ..................................www.dreisilker.com ................................................ 71 .............................30Engtech Industries Inc. ..............................................www.engtechindustries.com ................................ 88 .............................53Grace Engineered Products, Inc. ..............................info.graceport.com/mt-evolved ........................... 76 .............................42Grace Engineered Products, Inc. ..............................info.graceport.com ................................................. 89 .............................54Innovator Of The Year Award ..................................www.reliabilityinnovator.com ............................. 66 ...............................5Kluber Lubrication North America L.P. .................www.klubersolutions.com/substainability2 ...... 73 .............................34Kluber Lubrication North America L.P. .................www.klubersolutions.com/wind3 ....................... 74 .............................35Ludeca Inc. ...................................................................www.ludeca.com .................................................... 90 .............................54MARTS- Applied Technologies ...............................www.martsconference.com .................................. 72 .............................31Meggitt Sensing Systems ...........................................www.wilcoxon.com ............................................... 65 ...............................4Meltric Corporation ..................................................www.meltric.com ................................................... 75,80 .................. 36,47Milwaukee Electric Tool Corporation ....................www.milwaukeetool.com/thermal-imaging ..... 62 ...............................1National Technology Transfer, Inc. ..........................www.nttinc.com ..................................................... 78 .............................46Neil Bloom ...................................................................www.mt-online.com/rcm ..................................... 79 .............................47Nidec Motors ..............................................................www.usmotors.com ............................................... 61 .......................... 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