Maintenance Technology July 2011

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Job #: EXOD1006Client: ExxonJob Name: MIL NA 2011

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Safety: 7” x 9.5” Client: Exxon Mobil Job Number: EXOD1111

Trim: None Issue Date: 5/24/11 Job Name: Operation FP Ad

Bleed: None Project Manager: Richard Veloso (646) 865-6212

Space: 4C Page Production Contact: Linda Herskovic (646) 865-6371

Publication: Various Publications - 2011

Your machinery drives your business. Downtime, high maintenance costs, or unexpected stoppages will all slow your ascent. So Mobil Industrial Lubricants help you get the most out of your machinery. We have an exceptional product range, a history of proven performance, and more than 5,000 equipment builder recommendations. Just a few reasons why we don’t simply make industry run. We make it fl y. Visit mobilindustrial.com for more.

© 2011 Exxon Mobil CorporationThe Mobil logotype and the Pegasus design are trademarks of Exxon Mobil Corporation or one of its subsidiaries.

Why settle for an operation that runs, when you can have one that fl ies?

S:7”S:9.5”


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How do you define redundancy?

Peak 10, Inc., defines redundancy with Generac’s Modular Power System. For this and more case studies, visit generac.com.

To you, redundancy means repetition, overlap, and duplication. To Generac Industrial Power, redundancy means fully integrated, built-in paralleling technology; advanced digital controls; and rigorous prototype testing on solutions as large as 9MW. That’s just how we see the world. And thousands of mission critical service providers, municipalities and other commercial and industrial facilities that installed a Generac industrial power system, know just what we mean. For more information on our products, call 1-888-GENERAC or visit us at generac.com.

Look at the world the way Generac Industrial Power does and you might change your mind.

11-139 Maint Tech July2011.indd 1 6/3/2011 2:36:05 PM


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The Emerson logo is a trademark and service mark of Emerson Electric Co. © 2011 Fisher Controls International LLC D351921X012 MX48 (H:)

It’s your responsibility to diagnose a control valve.Wish you could pack light?

Diagnosing a control valve in the fi eld can be a daunting task. Fortunately, Fisher® ValveLink™

Mobile software makes it easy. It goes where you go — no laptop required. Installed on

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MAINTENANCE LOG22 Getting Back To Business At Opry Mills Mall

High-quality emergency repair of electrical and power systems is key to a fast recovery from catastrophic weather events.

Jane Alexander, Editor, with Jason Bush, Schneider Electric

26 A Profi le Of Siemens Metallurgical ServicesDespite some overwhelming odds against it, this Michigan-based

operation has become a real symbol of sustainability in action.Rick Carter, Executive Editor

31 Calculated Savings: Driving Energy Effi ciencyIneffi cient motor-driven systems are equivalent to losing money.

Lots of it. Do some math and change the equation.Brent Oman, Gates Corporation

THE RELIABILITY FILES37 Combating Harmful Sludge Buildup

Not all hydraulic fl uids are created equal. How do you choose? SUPPLY CHAIN LINKS40 Does Your Maintenance Contractor Care For Your Assets?

Are your operations getting all the “love” they deserve? Dave Rosenthal, P.E., Jacobs Engineering

ContentsJULY 2011 • VOL 24, NO 7 • www.MT-ONLINE.com

FEATURES

DEPARTMENTSON THE ROAD TO SUSTAINABILITY

RUN THE NUMBERS YOURSELF

Your Source For CAPACITY ASSURANCE SOLUTIONS

CAPACITY ASSURANCE SOLUTIONS

©DA

NIEL

KOR

ZENI

EWSK

I — FO

TOLIA

.COM

16 Counterintuitive MaintenanceLooking at your world from a vastly diff erent perspective can be an

“eye-opening” experience. John Crossan, Consultant

6 My Take

8 Uptime 12 Don’t Procrastinate… Innovate!

34 Technology Showcase

36 Motor Decisions Matter

42 Marketplace

46 Information Highway

46 Classifi ed

47 Supplier Index

48 Viewpoint

JULY 2011 MT-ONLINE.COM | 3

TECHNOLOGYM A I N T E N A N C E

®YEARS

Your Source For Capacity Assurance

SolutionsThe Emerson logo is a trademark and service mark of Emerson Electric Co. © 2011 Fisher Controls International LLC D351921X012 MX48 (H:)

It’s your responsibility to diagnose a control valve.Wish you could pack light?

Diagnosing a control valve in the fi eld can be a daunting task. Fortunately, Fisher® ValveLink™

Mobile software makes it easy. It goes where you go — no laptop required. Installed on

your 475 or 375 Field Communicator or Bluetooth® enabled smartphone, you can take it

into hazardous areas where your FIELDVUE™ digital valve controller is located. Using the



maintenance time and improve your plant performance with the touch of a button.

Visit www.Fisher.com/vlmMT to learn more.

ValveLink ValveLink™



www.MT-online.com

http://www.MT-online.com

July 2011 • Volume 24, No. 7

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 2011 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


4 | MAINTENANCE TECHNOLOGY JULY 2011


®YEARS


to Optimize Asset Utilization and Increase Productivity

Leveraging

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PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55PAS 55

Presented By Kris Goly, CMRP

Kris Goly’s career spans 30 years of engineering and management roles with various responsibilities in manufacturing and service industries. In engineering management, Kris led plant activities in developing and implementing energy effi ciency and productivity improvement programs. This extended to his current position as a Principal Consultant/Business Development Manager for Siemens Asset Performance Management Services.

Kris has worked on fi ve continents in various industries, including food and beverage, pulp and paper, cement, mining, steel, automotive, and rubber and tire.

Kris is a regular speaker at industry conferences, and has published several technical papers and articles on maintenance and reliability. He is a Certifi ed Maintenance and Reliability Professional, a Certifi ed Maintenance Business Review Coach, a Certifi ed One-2-Five Energy Auditor, and a member of SMRP.

Unsure about PAS 55 and other developing standards and their impact on your asset performance management initiatives?

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6 | maintenance technology JULY 2011

MY TAKE

It was the 4th of July, 2000. George Scofield, an elderly resident of Columbus, NC, stood silently and respectfully as the “Stars and Stripes” and other flags were carried past him in the town’s Indepen-dence Day parade. Sadly, despite the solemnity of the moment, he noticed that most of his fellow spectators continued talking—and he saw none of them standing to honor the passing flags and what

they represented. Mr. Scofield’s experience at the parade led him to rally support of the local VFW Post, assorted

veterans, community leaders and citizens to educate the community on flag respect, honor, history and meanings. Hosting tours for school children, scout groups, parents and others and presenting classes and programs on flags were all part of the vision Scofield put forth. That vision eventually turned into what is now known as the “House of Flags Museum” in Polk County, NC.

By 2005, more than 3000 visitors had passed through the museum, which was housed in an unheated warehouse, located in a remote area of the county. Clearly, the “House of Flags Museum” deserved better (and needed to be more accessible to the public at large). Thus, a number of initiatives—fueled primarily by hardworking volunteers and roughly 200 individual donors—were undertaken to move the operation to better digs. It took a while.

To make a long story short, this Veteran’s Day, November 11, 2011, the “House of Flags Museum” will reopen in a beautiful new home—a remodeled firehouse in downtown Columbus. George Scofield, however, won’t be on hand to join in the celebration. He passed away in 2008, at the age of 83. The new facility will be dedicated to his memory.

Why have I taken up your time with this patriotism-laced story? The “House of Flags Museum” has a strong connection to MT: Our beloved contributing editor Bob Williamson is chairman of its Board of Directors. Bob tells me that the museum’s current collection numbers “well over 300 indi-vidual flags.” These faithful reproductions and special displays reflect flags from military branches, veterans’ organizations, religions, pre-Colonial and Colonial times, the Revolutionary and Civil War eras (including “Rattlesnake Flags” of the American Revolution), as well as a host of other national, state, territorial and commemorative reasons.

The business model is simple: Donations are welcome. According to Bob, the museum offers flag sponsorships and memorial opportunities to individuals and corporations that wish to contribute to the collection and further its educational mission. If that’s you or your company, please log on to www.houseofflags.org to learn more. Or, contact Bob via [email protected].

In the meantime, if you find yourself in the Columbus, NC, area, be sure to drop by this jewel of a museum—the only “House of Flags Museum” in the country. It will warm your heart and, in a very colorful way, remind you again of why you’re so proud to be an American. MT

[email protected]

Taking Up The Flag

Jane Alexander, Editor-In-Chief

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UPTIME

Question: “Through our process of improving, we’ve been placing heavy emphasis on standardization of work practices and work execution. At the same time, we expect our best ideas for improvement through innovation will come from the very people we are molding into compli-ance with standards. Intuitively, these are opposing forces. I’d like some insight from people who found success in managing opposing forces such as this.”…Vic Lawrence, Maintenance Manager, REC Silicon

I certainly enjoy getting questions like this. Here, in an edited-for-space-nutshell, is how I answered: Thanks for your great question, Vic, and for being an avid reader of Maintenance Technology. I’ve run into this puzzling concept quite a bit lately. Let’s sort out how and why innovation and standardization should actually work together…

InnovationThe often-used term “innovation” refers to a new and improved product or method—it’s basically a new way of doing something. By its nature, it means change for the better. The term “continuous improvement” sets the stage for ongoing innovation or changes in the ways of doing things that keep businesses profitable and their products and services competitive and in demand. In the world of lean manufacturing and lean enterprises, this means ongoing innovation (i.e., driving waste and non-value-adding stuff from the value stream). Again, this is related to retaining, regaining or capturing a business advantage.

StandardizationAnother term that’s entered our performance improve-ment lexicon is “standardization,” which means adher-ence to standards. It refers to an acceptable (required or agreed-to) level of quality, performance or measurement. A “standard” therefore, is the norm for the way something gets done. Sound rigid? It is.

How can you have standard work practices or methods where/when innovation or continuous improvement is demanded or expected? These concepts sound mutu-ally exclusive or at least in conflict with each other—as in something is either standardized or it is improving. We can dissect this issue using the following example.

Preventive maintenance standard workLook at the way preventive maintenance (PM) is performed on a critical asset in your plant. Then evaluate how it’s done by different crews or individ-uals—how well do they follow the appropriate proce-dure and how effective is the PM? Problems should be addressed before they cause damage, defects or unplanned equipment downtime. Clearly, there are two different things to be concerned with: Is the PM procedure being followed and is it effective?

When we dig into these two aspects of a PM, we typically find that 1) different people or crews treat the PM procedure differently; and, 2) equipment reliability is a real mixed bag, depending on WHO did the prior PM. Some crews or individuals will follow the PM tasks to a “T.” Others pick and choose what they actually do on the PM list. A few will simply do their own thing and call it a PM. Some-times the equipment runs flawlessly between sched-uled PMs. Other times the equipment reliability is lacking—it routinely breaks down or exhibits func-tional problems.

In the above example, there is a definite need to IMPROVE the PM effectiveness because of the reli-ability issues between PMs. This is where innovation can hit a brick wall! Where do we start?

You have two basic options: 1) The Commander says, “You guys better start paying attention to these PMs so we don’t have any more problems with this equipment. I mean it!” Or, 2) The Innovator says, “Let’s step back and define how the PM should be done so we don’t have any more problems.” I vote for Option 2 (the Innovator).

Let’s do some “what-if-ing.” What if we didn’t standardize the PM work instructions? How could we improve the equipment performance, reliability, quality, safety? If we defaulted to Option 1 (the Commander), we would still have human variation crew-to-crew or person-to-person—and the equip-ment would remain consistently inconsistent. Maybe the PM, as written, is flawed. The good guys recog-nize this and compensate for the errors, while the others merely follow it as written or totally ignore it because they know it has flaws. (I’ve seen all these conditions!) Sadly, non-standard work drives highly variable results…and sometimes chaos.

Bob Williamson, Contributing Editor

Making More Sense: Innovation & Standardization


UPTIME

So, we’ll start standardizing our PM work instructions. Here’s a basic five-step process:

Step #1: Current conditions. Let’s look at how the PM is currently performed. Collect everything that identifies the current practice, both written and unwritten.

We know when one of the crews performs the PM we have now that it works flawlessly, so let’s start with what we already have—document it.

Step #2: Future conditions. Next, we’re going to get all of the crews and all of the individuals who normally perform this PM to look over the list and make specific comments, modifications, additions, deletions, etc. The challenge is to come up with a single PM procedure that everyone is willing to follow to a “T.” (Oh, that would be a “standard.”) Sure, some people will fuss about the “new” procedure. Your job is to convince them that the goal is to make the PM easy and 100% effective.

What we would like to have here is very specific: step-by-step, in a logical sequence, with specifications (calibrations), lube, parts, permits, supplies, tools needed and about how long the PM should take. In other words: standardized PM work instructions. With these types of instructions for a PM, we have a base from which to evaluate its effectiveness, as well as a base for making very specific improvements (a.k.a. “innovations”).

NOTE: Standardized Work Instructions (SWIs) are detailed and specific instructions that define how any process is to be completed in a consistent, timely and repeatable manner. Training and qualification to follow these instruc-tions, along with accountability to follow them, will drive out the human variation in the work process and, thus, eliminate problems.

A caution about checklists…Checklists should be used as a visual reminder of the detailed work instructions, NOT as a substitute. Checklists are NOT “trainable.” Rather, they are a visual cue of what is to be done in sequence. Unlike checklists, standardized work instructions ARE “trainable.” They contain every-thing that the least experienced person who is expected to perform the tasks needs to know to be safe and consistent in his/her actions.

By “trainable,” I mean you can’t teach a person the “how to” of a procedure if the checklist only states “what” to do. For instance, the checklist says “Grease the lube points.” What is NOT indicated is critical to training for successful task performance: How many? Where are they? What type of grease? How much grease? Any safety issues? Etc. Etc.

Let’s see how these SWIs form the foundation for continuous improvement (innovation).

Step #3: Accountability for action. Hold the PM groups accountable for following the new procedures. In many cases, you (and they, too) will notice the effects on the equipment, and they’ll easily see the value of the new SWIs. Evaluate and measure the efficiency and the effectiveness of these new instructions.

Step #4: Innovation. In most of today’s plants and facilities, there are those who will come up with a better way. CAUTION: Only when the ENTIRE group of people who perform the procedure AGREE to try the “better way” should it be attempted. Once they agree to try it, modify the PM work instructions, make sure everybody is trained in the new procedure—and hold them accountable for following it. This is where “leadership” comes in: Providing resources, following up and making people accountable will be of key importance.

Step #5: Standardization. Once a “better way” is proven to actually be better (easier and/or resulting in improved performance and reliability), the SWIs are formally revised and approved. Should a new SWI not show improvements or benefits to efficiency or effectiveness, this fact should be documented and the prior PM procedure reinstated. (NASCAR race teams do this all the time.)

What you’ve just read about is continuous improvement and standardized work in action. Note how these concepts are NOT mutually exclusive, but instead are mutually beneficial. Monitoring PM performance becomes easy: Any deviation in the SWIs will result in obvious equip-ment performance, reliability or safety issues that weren’t

How can you have standard work practices or methods where or when

innovation or continuous improvement is demanded or expected?

Look at the way PM is performed on

a critical asset in your plant then

evaluate how it’s done by different

crews or individuals. Is the procedure

being followed and is it effective?


UPTIME

present when the procedures were being followed—human variation crept back into the mix.

After reading my answer, Vic wrote back:

“In essence, when chaos is the order of the day from one process to the next, any improvement will make a differ-ence. However, one can never know if the results are directly linked to the documented ‘idea’ or if someone just stumbled on something by a fl ippant act that goes unnoticed.”

I responded:

Vic, you’ve got it! When improvements aren’t documented and people aren’t held accountable for adhering to new standards, both successes and problems will recur randomly. But there’s one more consequence if chaos (non-standard work) is the order of the day: When an unnoticed “fl ippant act” causes a catastrophic failure, the actual cause often goes undiscov-ered. Yet, because of the failure, the pressure is on to improve! Improve what?

I went on to provide Vic with some random quotes, including one of my own musings:

“Without a standard, there is no logical basis for making a decision or taking action.”

…Joseph M. Juran

“Measurement is the fi rst step that leads to control and eventu-ally to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.”

…Dr. H. James Harrington “If you cannot standardize it, you cannot improve it. If you cannot improve it. . . well, you’re pretty much screwed.”

…Robert Williamson

I hope these thoughts will help all of you. MT

[email protected]

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DON’T PROCRASTINATE…INNOVATE!

According to Webster’s, “innovate” means “to make changes, to introduce new practices, to renew.” The synonyms for “innovate” are even more powerful and include authoritative action words such as “revolutionize,” “invent,” “modernize” and “transform.”

If you’re able to describe your current main-tenance strategies and methods in the above terms, congratulations on your innovative approach to improving your state of mainte-nance! Sadly though, for many maintenance departments, “stagnation”—the antonym for innovation—would be a more appropriate description of the situations in which they find themselves.

The first order of innovation is to establish the need for change through recognition of the systematic and design problems we face as we deal with the art and science of our craft on a daily basis. The second order is the recognition of our internal resource strengths that can be capitalized upon immediately to develop and administer innovative solutions for a change-management program. The third order of innovation involves the discovery and creation of a suitable change catalyst to facilitate the transformation process. Once established, the Return On Investment (ROI) statements can be developed and the selling process for moving forward can begin.

1st Order: Establishing the need for changeAlthough no definitive study exists, many maintenance-management professionals suspect that the maintenance department itself is directly responsible for more than 50% of its maintenance problems. Some believe the figure is as high as 80% in certain heavy industries. The reasons for this are many, including:

n Inconsistent PM completion (PM language is too vague and subjective, with PMs rarely checked for effectiveness);

n Ineffective work-management practices (many maintenance departments have no formal planning and scheduling program in place);

n Poor lubrication practices (up to 70% of all mechanical failures are directly or indirectly attributed to ineffective lubrication practices);

n Lack of failure analysis (often there’s no time and no recorded failure history, which causes unnecessary duplication of repair and spare parts requirements);

n Poor communication with operational partners (resulting in no prior warnings of impending failures and extensive wait times for equipment);

n Inadequate MRO inventory-parts availability (leading to other secondary failures if the asset is still used while waiting for parts to arrive); and

n Lack of process and direction from management (maintainers are forced to work to their own agenda).

Although this list sounds ominous, such prob-lems should be viewed as opportunities seeking innovative solutions.

In fact, a plethora of opportunities exist within every maintenance department. Recognizing and documenting it is accomplished through performance of a Maintenance Operation Effectiveness Review, or MOER®. Such a review is usually conducted by a third-party maintenance-management profes-sional working in conjunction with the maintenance department. The MOER’s goal is: 1) to analyze and audit the maintenance department to define the current state of maintenance and see if it meets the needs of its customers and the company; 2) deliver a tangible benchmark scorecard that can be used to set goals and objectives against and gauge future improvement success; and 3) deliver a

Ken Bannister, Contributing Editor

The Three Orders Of Innovation


DON’T PROCRASTINATE…INNOVATE!

project Management Action Plan (MAP) for moving forward. Remember: Opportunities translate into immediate and future needs requiring “cham-pions” to move forward.

2nd Order: Recognizing internal strengthsThe MOER is frequently a difficult process for a maintenance-management team to go through, as members of the team tend initially to view opportunities as weakness or failures they could be blamed for. Once managers recognize that many of their problems are legacy issues that pre-date their watch—and that it takes great strength as a manager to document his/her department in all its nakedness—denial quickly turns to acceptance and excitement for the innovation process toward improvement success.

Surprisingly, most maintenance trades jump at the chance to open up and discuss how they have managed to “work around” chaos to bring order to their work process and deliver a reasonable level of accomplishment despite the obstacles. Through these interviews, “pockets of excellence” are discov-ered, bringing to light the fact that undocumented, truly innovative approaches are utilized on a daily basis, without management knowledge! Due to lack of structure, however, the “fix” sometimes may cause additional problems in other areas.

For example, a personal cached inventory of high-failure spare parts purchased on an expense account can keep equipment running and avail-able. In this case, the maintainer has learned what fails, how often and how to purchase parts outside the normal inventory channels and quickly repair assets without a work order.

In the this example scenario, no equipment work history is captured, the PM strategy is not chal-lenged and the true cost of maintenance is not accounted for. Still, out of necessity, the maintainer has unknowingly become a very effective mainte-nance planner and scheduler and has acquired skills that could be very useful to the planning and scheduling effort in the future.

The lesson in the second order of innovation is to look beyond the deed and recognize strengths in actions that can be capitalized on in a positive manner with simple direction—and to recognize people who can be turned into “champions” and advocates for change.

3rd Order: Discovering and creating a suitable catalyst for changeTrue innovation is said to take place when a single-minded solution resolves a multitude of problems. There’s no panacea in maintenance—the closest we have is the Computerized Mainte-nance Management System (CMMS) or Enterprise Asset Management (EAM) system.

All too often, however, the CMMS (that may not have been updated since it was implemented) functions purely as a work-order system in which the historical data cannot be trusted. In this condition, the CMMS is a perfect change catalyst as maintainers recognize the power of a well-implemented maintenance-management system.

Most users will willingly change their habits to accommodate a new system. In the sprit of innovation, this need not be an expensive propo-sition. That said, why not be truly revolutionary: Reinstall your current CMMS! After a simple reimplementation, a truly effective CMMS will be able to meet the needs of its users, deliver value and resolve many of the maintenance issues found in the MOER. In the next issue, we’ll inves-tigate a fast and innovative way to implementor re-implementa CMMS. MT

MOER® is a trademark of EngTech Industries Inc.

Ken Bannister is the author of the book Lubrication for Industry and the Lubrica-tion section of the 28th edition Machin-ery’s Handbook. He’s also a contributing editor for Maintenance Technology and Lubrication Management & Technology. Email: [email protected]

True innovation is said to take place when a single-minded solution

resolves a multitude of problems. There’s no panacea in maintenance.

The closest thing we have is the CMMS or EAM system.

©


IT TAKES ONE TO KNOW ONE...

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WHAT ABOUT YOUR INNOVATION?All entries have a shot at the Grand Prize and three Category* Awards to be announced in early 2012. Deadline for submissions is December 31, 2011. Four more monthly winners will be announced through the end of the year. Don’t Procrastinate. . . Innovate!Enter now. For complete details and submission forms, go to www.ReliablityInnovator.com

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More About Our Monthly Winner For June...Reader Dale Westrick made it into the June winner’s circle with his development of an innovative spray-system nozzle assembly for applications ranging from the washing of dairy-cases to the cleaning of industrial tanks. Westrick notes that this innovation can reduce maintenance for cleaning of nozzles and improve cleaning processes without the need to shut down equipment. If used with cooling-tower sprays, he says it could reduce the amount of regular cleaning.

Announcing Our Monthly Winner For July... Our July winner is a team from Sandia National Laboratories (Sandia), led by facilities manager Mike Quinlan. Working with Doc Palmer as a third-party resource, Quinlan and his team innovated their way to more effi cient creation of weekly schedules for Sandia’s maintenance planners. Read more about about this monthly winner in the August issue.

*Categories include innovative devices gizmos and gadgets; innovative processes and procedures; and

innovative use of outside resources.*Categories include innovatie devices gizmos and gadgets; innovative processes and procedures; and innovative use of outside resources.

Inventor of the original Bearing Isolator, Inpro/Seal has been delivering innovative sealing solutions and superior customer service for more than 30 years. Now part of Waukesha Bearings and Dover Corp., Inpro/Seal is stronger and more innovative than ever and continues to invest in technology and product development. This brand built its reputation on the outstanding performance of the original Bearing Isolator, which increases the reliability of rotating equipment and provides cost savings by improving mean-time-between-repair (MTBR). Plus, Inpro/Seal offers same- or next-day shipments, even on new designs. But Bearing Isolators were just the start. In response to customer needs, Inpro/Seal now offers the Air Mizer®, for sealing a variety of product-handling equipment; the Current Diverter Ring™ (CDR®), which protects motor bearings and coupled equip-ment by diverting damaging electrical currents to ground; and the Motor Grounding Seal (MGS®) that combines CDR technology with the complete protection of a Bearing Isolator to safeguard bear-ings from electrical currents and contamination.

Inpro/SealRock Island, IL

www.inpro-seal.com


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Lubricant performance can vary greatly between competing mineral-based and synthetic products. According to the innovators of Royal Purple, since quality differences can signifi cantly impact the cost of operating and maintaining equipment, your lube purchases can’t be effectively managed as a commodity: Lubricant excellence is paramount. The company notes that benefi ts attainable across a broad population of rotating equipment from up-grading to Royal Purple lubricants include, among other things, energy savings greater than 3%, and a reduction in the need for equipment repair by at least 30%. Although Royal Purple products may cost more per gallon, an operation’s annual cost for lubricants changes little, due to greatly extend-ed drain intervals and the elimination of oil chang-es associated with equipment repairs. Initiatives to reduce maintenance and improve equipment reliability often are time- and people-intensive. Royal Purple offers substantial improvements and savings simply through replacement of a product you already buy and use. It doesn’t get any easier than this.

Scalewatcher™ is a no-maintenance environmen-tally friendly descaler that does not change water composition. Scales and stains disappear gradu-ally and completely, without further action required, guaranteed. The Scalewatcher products work by way of magnetic and electric fi elds and a continu-ously changing frequency. The process forces dis-solved minerals such as calcium and magnesium to crystallize before mineral ions (the cause of hard scale) can settle on surfaces. This stops or reduces ne buildup of hard scale, and because the water is better able to dissolve minerals, existing hard-scale layers are softened and eventually disappear. The Scalewatcher technol-ogy has been used by more than 250,000 satisfi ed customers worldwide. These products prevent corrosion in pipework; prevent settlement of zebra mussels in plants using sea or river water for cooling; reduce bacterial counts in cooling systems; reduce water and energy bills; extend the life of water-using equipment (especially boilers); can be installed without plant shutdown; are mainte-nance-free; and last 20+ years.

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Making sense of things

when things don’t always make sense...

CounterintuitiveCounterintuitiveCounterintuitiveMaintenanceMaintenanceMaintenance

Looking at your world from a

vastly different perspective can

be an eye-opening experience.

The right maintenance move isn’t

always the most obvious or the

one based on ‘gut’ feelings.

John CrossanConsultant

CAPACITY ASSURANCE STRATEGIES


Probably the biggest part of this struggle—apart from my overall athletic nothingness and lack of hand-eye coordination—has been my need to accept the fact that so much in the game of golf is counterintuitive. “Hit down on the ball to make it go up,” for example. How obvious is that? And even if I can manage to accept this as plausible advice, how do I actually make myself hit down on something to make it go up?

Does counterintuitive work?Something deemed “counterintuitive” means that it’s back-wards to what you think it should be. It’s the opposite of what the common-sense approach would suggest to do. It’s just not “natural.” (According to my wife, golf is not natural. She says there’s no natural reason for it.)

Counterintuitive ideas don’t normally occur to most people, even the really smart ones. That means you may never get one on your own. You’ll need to learn it from someone who knows what they’re doing. And you will likely have to force yourself to do it because most of the fi bers of your being will be screaming that it’s wrong, wrong, wrong. And you probably still won’t believe it, until you yourself, personally, actually see it work.

Obsessing about the counterintuitive nature of golf (no kidding) led me to begin thinking about the counterin-tuitiveness of other things in my life—including my work in the fi eld of proactive maintenance (PM). To that end, I soon began to see that the biggest reason PM processes don’t occur naturally in our world (and when they do occur, often have trouble being sustained) is that they’re almost all coun-terintuitive. Examples include, but aren’t limited to:

1. Replacing parts before they actually break or even begin to exhibit problems.

2. Taking the best mechanic out of the work pool to do administrative work planning.

3. Encouraging mechanics to spend time on inspection instead of repair work.

4. Having mechanics spend time documenting what they did.

Do any or all of these counterintuitive actions take place in your operation? Let’s examine each of them more closely.

1. Replacing parts before they actually break or even begin to exhibit problems… To many, this is just fl at-out wasting of money. If something is still functional—even just sort of functional—why on earth wouldn’t you want to get every minute of life out of every part that you can? It doesn’t begin to make sense until someone explains the reasoning behind it. This may include references to:

■ How much downtime will be caused when it does fail?

■ How long will the ineffi cient emergency repair process take, if the part is in stock?

■ What collateral damage will the part failure cause to other parts of the machine?

■ What collateral damage will the part failure—or just a worn part—cause to product quality?

■ What’s the increased potential for compromised oper-ator safety when operators are required to compensate for poor equipment performance (and what about the time they lose doing this when they could be more productive doing something else)?

I’ve had relatively easy discussions on this topic with well-meaning mechanics who simply didn’t want to waste company money by replacing parts that seemed to be working fi ne. I’ve also had much more diffi cult conversations with managers whose ability to grasp the concept of replacing a part before it fails did not exist. Admittedly, making parts-replacement decisions can be a judgment call, but evaluating the downside risk tells you which way to go.

2. Taking the best mechanic out of the work pool to do administrative work planning… This is one of the toughest decisions to make. Why, despite what investment bankers and hedge-fund managers earn, doesn’t everyone know that administrative work has far less value than physical work? This fl awed perception—or urban legend—has become almost a core ideological belief in many societies.

In the real world, though, we know that taking one mechanic—just one—out of a pool of 10 and allowing

Like many other admitted golf addicts, I’ve struggled endlessly over the years, through frustra-

tion, embarrassment, weeping and, of course, the painful gnashing of teeth, trying to learn

how to play the stupid game. I’ve gone through all of that just to get to my current level of

questionable competence.



him/her to organize, plan and schedule work for the others can potentially raise the group’s productivity by the equivalent of adding six mechanics. While the lack of respect for the worth of administrative work planning may be a gut-level feeling that’s hard to get over (especially for new planners), the value of such planning is proven across industry every day.

3. Encouraging mechanics to spend time on inspection instead of repair… Some would argue (actually many, in my experience) that inspecting isn’t actu-ally doing anything. So, how can a plant afford to have people on the payroll who only inspect instead of perform real repair work? After all, wasn’t one of the big realizations in quality improvement that we needed to get away from inspecting quality into the product and, instead, fi x the process to eliminate the defects? (That’s a counterintuitive conclusion, by the way.)

The point to remember is that in Quality work, we always monitor and test attributes of the product as a part of process control. Make no mistake: This type of activity is not the same as inspecting quality into the product by simply removing those with defects. In maintenance, we are inspecting in many ways to determine if defi ned levels of deterioration have been reached. And, just as our revelations in quality-improvement have demonstrated, we have learned that we can inspect less when our inspections show us what we need to do to improve the process—and follow through on it.

The inspection process is constantly changing as equipment is improved or different failure conditions are identifi ed. Identifying equipment deterioration issues leads us away from having to make the same repair over and over and, instead, work toward eliminating the causes of deterioration. Without constant awareness of equipment condition, there will be surprise failures. With surprise failures, equipment availability is always questionable and maintenance costs are out of control.

Then there are the needed repairs that can show up during PM inspections. In these cases, the urge often is to jump right on whatever needs to be fi xed (since the crew is there anyway) and forget the rest of the PM. This makes sense, doesn’t it? It certainly feels like the right thing to do. The problem with this approach is not the desire or action to fi x problem on the spot: It’s the “forget the rest of the PM inspection” part. If a repair is crucial, we need to fi nd a way to get it and the rest of the PM done in a timely manner. Later, after everything has been taken care of, we can take the time to determine how that surprise failure could have been eliminated.

4. Having mechanics spend time documenting what they did…This is often viewed the same as the previous situation: Mechanics should be out there fi xing things, “supporting production,” not uselessly writing or entering information into a computer. Besides, the rationale often goes, they’re not good at data input because they hate doing it.

In my experience, the principal reason mechanics hate entering data is because they've learned it’s frequently a waste of time: Nobody ever does anything with the information except ask why the job took so long, with so many people, and why wasn't it done differently. Sure, mechanics can be forced to enter data, but most people aren't good at mindless obedience. Conversely, many of them excel at mindful disobedience when told to do things they don’t see as having any value.

When people see information actually being used to make a job easier or identify how to eliminate the need for a repair or reveal a need for additional training—



and they are involved in that use—then it has value. And their collec-tion/documentation of this data is not perceived to be a waste of time. If people struggle to enter informa-tion by hand or into a computer, allowing them to review it with some-body who’s good at documentation is an effective way to get the job done. Actually, data entry doesn’t really take that long—and it’s a key part of the continuous-improvement journey. As someone once observed, “You can’t get to where you want to go if you don’t know where you’re at.” While nobody really knows who said that, in the maintenance world, it’s safe to say that documenting is the only way to fi nd out where “at” is.

Knowledge is powerResistance to counterintuitive con-cepts can be strongest in times of crisis. For some operations, this is an everyday condition. As most of us have experienced, crisis situ-ations typically don’t come with much time for analysis. You can’t gamble on a solution that may be wrong. Instead, you have to go with what your gut tells you is right—or your boss directs you to go with his gut feel.

In his book Blink, Malcolm Gladwell discusses the merits of trusting those “gut” feelings. The mind holds lots of information, he says, and processes it subcon-sciously. Gladwell offers many famous examples of successful gut-trusting. But he also gives examples where the subconscious got it wrong for various reasons. He makes the point that for gut feelings to contribute effectively to decisions that lead to successful outcomes, the subconscious requires a database of relevant knowledge and experience. This must exist somewhere in the brain for access by the gut-feeling mechanism. If there is no relevant

Counterintuitive ideas don't normally occur to most people, even

the smartest. That means you may never get one on your own.

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knowledge in the brain, then the decisions coming from that uneducated gut aren’t worth a whole lot.

This returns us to the challenge of implementing counterintuitive thought processes in a maintenance culture. Many people are uncomfortable with coun-terintuitive concepts because they upset and cast doubt on core knowledge and thinking processes. No one likes to question the basic stuff they cling to—even when the clinging appears desperate, such as in trying to retrain an old golfer.

Based on all this, moving to proactive maintenance and staying there means being able to continually convince all those above and below you that counterintuitive activi-ties are the right thing to do. Realize that this will never be obvious to anyone (except those in the know), nor will it ever be an easy sell. To make your case, you’ll need lots of true stories, lots of testimonials and lots of other believers willing to support your approach. Above all, you’ll need lots of current money numbers that show continuous progress. These must indicate how effective maintenance and improved reliability can:

■ Decrease downtime.

■ Reduce the cost of maintaining equipment.

■ Improve quality and overall customer service.


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Also, be prepared to emphasize that the high cost of poor, inef-fective maintenance can no longer be tolerated. As another unknown soul so aptly put it, “Good mainte-nance costs time and money. Poor maintenance costs a lot more time and a lot more money.” That’s a great statement and, to some, probably completely counterintuitive. MT

John Crossan is a manufacturing and maintenance-improvement con-sultant with more than 30 years experience in industrial operations and engineering at Clorox Co. He's also worked for Johnson & Johnson and the Burndy Corp. For more details, visit: http://johncrossan.com; or email: [email protected]

If there's no relevant knowledge in your brain about something,

decisions on it by your uneducated gut aren't worth much.

Quality – Innovation – Trust

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MAINTENANCE LOG

22 | MAINTENANCE TECHNOLOGY JULY 201122 | MAINTENANCE TECHNOLOGY JULY 2011

Though fl ash fl oods brought on by heavy rains, hurri-

canes and tropical storms are often short-lived,

their devastating effects can linger for months,

even years. In addition to the human loss and

property damage caused by high waters, businesses and

communities face tremendous fi nancial loss with regard

to commercial operations. For these reasons, high-quality

emergency repair and response work is vital to safely

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Opry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills MallOpry Mills Mall Jane Alexander, Editor

withJason Bush, Schneider Electric

Recovering from Mother Nature’s wrath...

High-quality emergency repair

of electrical and power systems

is key to a fast recovery from

catastrophic weather events.

This real-world report out

of Nashville, TN, focuses on

these types of repairs for a

major commercial operation

following the historic storms

and fl ooding that devastated

much of the region in 2010.

MAINTENANCE LOG


As 2011 has sadly proven, few regions of the U.S. are immune to Mother Nature’s watery wrath. Spring and early-summer fl ooding has ravaged countless parts of the nation, wreaking havoc on buildings, power supplies and crucial infrastructure elements. Exacerbating the situation is the fact that this year’s hurricane season is already upon us—meaning that more fl ooding may be on the horizon. (And according to www.nhc.noaa.gov, inland fl ooding resulting from a hurricane can be responsible for more deaths than winds, storm surges or tornadoes.) In light of these dire facts, it’s a good idea for facility owners and managers to familiarize themselves with the steps that must be taken to safely restore power when disaster strikes.

Schneider Electric, manufacturer of Square D™ equip-ment, works with property owners in the aftermath of such catastrophes to restore power as quickly, safely and reliably as possible, so that further construction and renovations can effectively bring operations back to normal. The following case study shows how this critical step-by-step process was carried out during the 2010 spring storm season, when Opry Mills Mall, one of the premier retail shopping centers in the South, was virtually destroyed internally by fl ooding that hit the Nashville, TN, region.

One for the booksRapidly rising and torrential waters poured into the lands surrounding the swollen Cumberland River on May 3, 2010, killing more than 30 people, devastating property and leaving $1 billion worth of damage in its wake. This clearly will go down as one of the most disastrous fl ash fl oods in Nashville’s

history. The destructive surge didn’t play favorites. It battered several of the iconic city’s signature buildings and properties, including the Opryland Complex—home to country music’s Grand Ole Opry House, the Opryland Resort & Conference Center and the 1.2 million square foot Opry Mills Mall. Owned and operated by Simon Properties, the Opry Mills retail operations were fl ooded throughout, with some areas under up to 10 feet of water. Virtually no area of the complex was left untouched.

In the aftermath of the devastation, Brian Cotter, Simon Properties’ vice president of Electrical & Mechanical Engi-neering, took immediate action to begin repairing and reconstructing the mall. Before any interior repairs could begin, however, the fi rst vital step was to restore power in the facilities as quickly and safely as possible.

Upon initial inspection of the complex’s electrical equip-ment—and discovering most of it was Square D equipment—Cotter contacted Schneider Electric to begin the process of obtaining replacement systems. As a result of this initial contact, both companies began mobilizing fi eld-service and contractor personnel to begin the recovery and replacement process and safely restore electricity. Shortly after this process began, Square D Services was named as the general contractor for the total Opry Mills Mall power restoration.

“Prior to this project, we were unaware that Schneider Electric was any more than a circuit breaker manufacturer,” recalls Cotter. “It was only after we contacted the company for Square D replacement equipment that we realized the breadth of evaluation and consultation services it offered through Square D Services.”

A Square D Services technician inspecting Opry Mills Mall electrical equipment

One of the many electrical distribution sections that had to be completely rebuilt on site

MAINTENANCE LOG


Although the engineers and technicians were well-versed in electrical-system repair and evaluation, the team faced countless challenges inherent in a project of such scale. For example, the size of the site posed problems in materials handling, logistics and personnel communications. More-over, the breadth of the disaster and reach of the fl ooding—across both the site and region—generated numerous safety issues.

A comprehensive and thorough restoration processThe Opry Mills Mall restoration project had two main objec-tives: 1) to restore the permanent power necessary to perform operations throughout the remaining months it would take to clean and repair the mall’s interior; and 2) to restore the elec-trical condition to the same state it was in prior to the fl ood.

While some things were salvageable, and not all of the mall’s systems and electrical rooms had to be completely gutted and replaced, a signifi cant amount of vital equipment was lost. “We lost all of our transformers in the fl ooding,” Cotter says, “and 70 to 80% of tenant spaces had transformers on the ground that needed to be removed from the property.”

Because the majority of electrical equipment in the mall consisted of Square D products, the team leveraged the infrastructure to create the most streamlined and effi cient process possible. After securing a section of the muddy parking lot, the team set up a command center to serve not only as a central location for up to 30 technicians and 30-35 outside contractors working on-site, but also as a coordination and logistical point to receive inbound ship-ments from Schneider Electric plants—which were working feverishly to manufacture and expedite needed replacement equipment and parts.

“Because there was a heavy load of labor-intensive activities in the 10 switchgear rooms that needed inspection and repair, we partnered with a local Nashville contractor to supply the manpower required,” notes Mike Wallace, the Southeast

regional sales manager for Square D Services. “We then created a chain of command, assigning a lead engineer to each room and assisting him or her as needed with technicians to get the electrical infrastructure back up, energized and running.”

At the onset of work, it was critical to move power from the emergency generators inside the mall complex to the emergency exhaust fans. However, several of the transfer switches necessary for this operation were damaged, presenting a problem the team had to work around on an ongoing basis.

To tackle this problem, the Services team aimed to get several of the mall’s motor control centers (MCCs) working as quickly as possible to power emergency exhaust fans. The fans were then run in reverse so they could begin pumping air throughout the facility and start drying it out. After this was accomplished, the team could then begin to thoroughly inspect equipment.

Given the fact that all of the electrical rooms in the mall had been fl ooded, the team had to inspect and test each piece of electrical equipment individually to determine if it could be salvaged and repaired or needed to be completely replaced. Approximately half of the equipment in the facilities required replacement—and the team ran into the tremendous challenge of coordinating and obtaining expedited shipments of parts which were needed to restore functionality by the set deadlines.

According to Wallace, because the fl oods affected a large region of the country—including the entire Nashville area—there was a magnitude of similar restoration projects happening simultaneously. “But,” he observes, “the manu-facturing plants made our project a priority, and ensured the orders were expedited and delivered to keep the project on schedule.” This provided his team with the necessary equip-ment in record time and allowed them to restore permanent power as effi ciently as possible.

Another challenge Wallace’s team faced was the effective management of the manpower required at the project—a feat that included coordinating up to 70 technicians at any given point. Composed of both Square D Services employees

A port ion of th e central comm and center set up and op erated by Squ are D Services

A section of the Opry Mills Mall in the aftermath of the May 2010 Nashville fl oods

A portion of the central command center set up and operated by Square D Services

MAINTENANCE LOG


Just in case: It’s a good idea to familiarize yourself with the steps

that must be taken to safely restore power should disaster strike.

and outside contractors, the project-management team had numerous personnel considerations to deal with.

“Though we did have a project manager on the site at all times, having 60 to 70 technicians working on anything is an enormous challenge in itself,” Wallace says. “Not only did we have to manage and assemble the team as effi ciently as possible, we also had to take into account the dangers, chal-lenges and safety precautions that are inherent when working in a disaster zone.”

Upon the repair or replacement of all damaged equipment, the team then began the task of verifying the safety of all systems, which was achieved through comprehensive testing and validation. “When it came time to re-energize the systems, we placed it completely in the hands of the Square D Services team,” says Brian Cotter. “They followed all testing codes and guidelines thoroughly, and used a systematic manner to make sure our systems were ready to be energized.”

Stable power opens the door to more recoveryAfter working around the clock for just over eight weeks, the electrical infrastructure and power supply to the Opry Mills Mall was back up and running. By the week of July 4, the entire mall complex had complete power available to any location on-site. That was key to helping this retail operation move forward with its recovery efforts.

As Brian Cotter puts it, “What stood out was the commitment the Square D Services team made to deploy forces locally and at the manufacturing level to bring the mall to its prior [electrical] condition as quickly and effi ciently as possible. I couldn’t have worked with the factories by myself, and certainly could not have pulled off a project of such magnitude in just eight weeks.” MT

Jason Bush was Schneider Electric’s project manager on the Opry Mills Mall project.

Reliability, durability and longevity are properties worth looking for in test equipment.Through the years Baker Instrument has been known for developing test instruments that hold up and saves money in the harshest envi-ronments. We pride ourselves in continually following that tradition and developing analyzers to provide maintenance professionals with the right tool to efficiently keep rotating electrical machinery operat-ing without downtime.As we transition to SKF durability, reliability and longevity will continue to be our focus. To obtain more informa-tion on these instruments contact us at 800/752-8272 or at our website at www.bakerinst.com.

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Grinding out a path to the future...

A Profi le Of SiemensMetallurgical ServicesMold refurbishment includes machining off a worn nickel coating before a new coating can be applied. From this process alone, Benton Harbor recycled 65 tons of nickel and copper shavings in 2010.

Heavy metals, a contaminated

site and increasingly stringent

environmental guidelines have

not kept this Michigan-based

Siemens plant from becoming

a real symbol of sustainability

in action. Here’s why…

Grinding out a path to the future...Grinding out a path to the future...

A Profi le OfA Profi le OfSiemensSiemensMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMetallurgical ServicesMold refurbishment includes machining off a worn nickel coating before a new coating can be applied. From this process alone, Benton Harbor recycled 65 tons of nickel and copper shavings in 2010.

Heavy metals, a contaminated Heavy metals, a contaminated Heavy metals, a contaminated Heavy metals, a contaminated

Metallurgical ServicesHeavy metals, a contaminated

Metallurgical ServicesMetallurgical ServicesHeavy metals, a contaminated

Metallurgical Servicessite and increasingly stringent site and increasingly stringent

environmental guidelines have environmental guidelines have

not kept this Michigan-basednot kept this Michigan-based

Siemens plant from becoming Siemens plant from becoming

a real symbol of sustainability a real symbol of sustainability

in action. Here’s why…in action. Here’s why…

Rick Carter Executive Editor


Fortunately, this has not kept heavy industry from making sustainability a goal. A good example is Siemens’ Metallurgical Services in Benton Harbor, MI. This 90,000-sq.-ft. operation near Lake Michigan, one of 11 Offl ine Main-tenance facilities that Siemens runs in North America, refur-bishes heavy equipment for the metals industry. It obtained ISO 14001 certifi cation for its adherence to world-class environmental management standards in December 2010. This achievement was meaningful not only because of the plant’s diffi cult type of operations, but because it had over-come the inconsistent environmental practices of its past. Now, the site’s 60 employees support a sustainable culture—and routinely seek out ways to become even greener.

“We started looking for lean/green opportunities in our business process models several years ago,” says general manager Keith Rapp. “And when we became part of the Siemens family [in 2006], we were motivated to pick up the pace.” That motivation included pursuit and attainment of ISO 14001, along with rigorous recycling initiatives that ensure none of the plant’s wastes harm the environment or its workers.

A murky startThe Benton Harbor operation provides one main service: maintenance and coating of the casting molds steelmakers use to shape and deliver their product. “We refurbish their continuous-casting molds along with the various coat-ings that are applied to the copper liners on these molds,” Rapp explains. The molds—each up to 30 ft. long and weighing as much as 55,000 lbs. —make frequent round trips between Siemens and its customers, located mostly in Canada, Ohio, Illinois and Indiana. Due to their rigorous use as a receptacle for molten steel, the molds last only about eight weeks on the job before refurbishment is needed. Some make it only two weeks.

To refurbish the molds, Benton Harbor removes the wear layer at the bottom of the mold and replaces it with a fresh, smooth layer of alloyed nickel-based coatings. The several-day process involves plating baths and acid and chemical byproducts. It also creates high volumes of scrap-metal

waste, along with airborne particulate matter caused by grinding out the molds. When Rapp started at the plant in the mid-1980s, there were fewer environmental regulations in place and less awareness of their importance. “We had no defi ned environmental quality system,” he recalls. “Nobody knew what ‘green’ meant or what a carbon footprint was.” The shop was dirty. Waste was simply hauled away, not recycled. Add to this the numerous environmental trans-gressions that had taken place at the 75-year-old site—including chemical spills and mishandling of waste oil—and the Benton Harbor facility would seem to have been an unlikely candidate for positive recognition of any kind.

But things took an unplanned turn for the better at the site soon after Rapp began working there. A new owner’s due diligence uncovered severe groundwater contamination at the site, which, in turn, involved the EPA. “This required us to install a biological remediation system and do periodic inspections and testing of the soil and water to ensure we weren’t contributing to the problem,” says Rapp. He points to this as the company’s fi rst real awareness of its need to “step up and watch what we’re doing here to improve the environment.”

Before Siemens took over the operation in 2006, the sites’s environmental improvements had been noteworthy, but not exceptional. The corporation was quick to change that going forward. According to Jim Chevrette, the plant’s environ-mental health and safety (EH&S) offi cer, without making any personnel changes at the facility, Siemens mandated that environmental initiatives be given more weight in all aspects of Benton Harbor’s operation. A 15-year veteran of the site, Chevrette knew what had to be done. “When I started, there were no initiatives with regard to recycling or waste minimi-zation,” he notes. “Nothing like we do today.”

The path to 14001Benton Harbor’s increased emphasis on sustainability led to the pursuit of a structure to support it. Chevrette says the idea to make sustainability part of company strategy crystallized for him when he contacted Michigan’s Retired Engineer Technical Assistance Program (RETAP) at an

to the pursuit of a structure to support it. Chevrette says the idea to make sustainability part of company strategy crystallized for him when he contacted Michigan’s Retired Engineer Technical Assistance Program (RETAP) at an

One of the great attributes of sustainability is its inclusiveness: Everyone can do something to

make a difference. But reaching the long-term, deep-rooted level of participation required for

industrial organizations to make a difference is often easier said than done. Heavy manufac-

turing operations like steelmaking, shipbuilding and others, for example, can fi nd long-term

sustainability a serious challenge, in large part because of their oversized demands on resources.

Gigantic machinery, high temperatures and harsh chemicals do not conveniently meet the require-

ments of energy effi ciency and environmental friendliness.


environmental confer-ence. Michicagan had established this no-charge, forward-thinking program to help in-state businesses pre-vent pollution, reduce waste and conserve energy (see Sidebar, pg. 30). After a RETAP site evaluation at Ben-ton Harbor, several of the group’s recom-mendations were put in place. These included establishment of an environmental affairs team (now called the Environmental Cross-Functional Team); tracking and monitoring of utility and waste-disposal costs; establish-ment of recycling programs for lamps, paper and other items; and replacement of harsh, naphtha-based cleaners with aqueous-based products.

As Chevrette remembers, “We really got rolling in the right direction after the site evaluation and follow-up from RETAP.” It was then that pursuit of environmental gold for business operations —ISO 14001 certifi cation—suddenly seemed to make sense. In light of the green steps the plant had already taken and its in-place ISO 9001 certifi cation, he reasoned that the next level was within reach.

“Our ISO 9001 was very mature, so going for 14001 was not diffi cult,” says Chevrette. With 9001 in place more than 10 years, “half the struggle with 14001 was already taken care of,” he notes. “It’s not like we started from scratch.” And with additional guidance from other 14001-certifi ed Siemens facilities, the Benton Harbor team was able to use procedures and documents that were already in place. Their biggest challenge, says Chevrette, may have been their attempt to complete certifi cation in record time. “It was an aggressive timeframe. We achieved it in about half a year, which is a third of the time normally spent doing this. But we had everything in place and we had the right people. That’s the key: People that are motivated and willing to put the effort into getting this done.”

14001 and beyondBenton Harbor’s pursuit of sustainable operations did not end with its 14001 certifi cation. One sustainable project currently underway is a plant-wide relamping initiative

that Rapp character-izes as “the biggest thing we’re doing now.” Scheduled for completion in Sep-tember, this work involves relamping—replacement of 1000- and 400-watt metal-halide lamps and T-12 fl uorescent units with a combination of T-5 and T-8 lamps and electronic ballasts —and rewiring, includ-

ing adding occupancy sensors, photoelectric cells and/or timers. The project is expected to produce annual electrical lighting savings of 25%, with payback in four years or less.

Another ongoing project is Benton Harbor’s plan to become a “landfi ll-free” operation. “This means that none of what we throw out goes to landfi ll,” says Chevrette, who learned of the approach at a Siemens conference. The plant currently sends 90 tons of trash to landfi ll annu-ally, he says, a fi gure that does not include process waste or non-paper trash like pallets and packing crates, which are already recycled. The landfi ll waste comes “from the wastebaskets and out of the shop,” he says, “so we will recycle what we can, and what cannot be recycled will be sent to companies that will burn it to create energy to make electricity.”

Benton Harbor has also made sustainable gains in its industrial processes by using Siemens’ drive technology. “With this, we expect to save substantial amounts of process material in one of our coating lines because we can better monitor and control the energy that’s going to the parts and the process,” Rapp points out. “Instead of this equipment running 24/7, we can control it, which allows the amperage to drop off when it’s not needed.”

And due to the company’s use of heavy metals in its plating baths, there also has been a new focus on waste byproducts. In addition to recycling 100 tons of copper, nickel and steel annually, “we now run the acids and chemicals that are a byproduct of our process through a fi lter press,” says Rapp. “We have an internal water-fi lter system where we clean the water, run it through a fi lter press and the pure water can be sent to the city.” The water is tested on-site by both the plant and the city.

ONTORoad

THE

Steelmakers’ molds await work on Benton Harbor’s main shop fl oor. The plant refurbishes about 1000 annually for customers in North America.


The nickel-heavy sludge removed from the fi lter press is 100% recycled. “It’s picked up by a company that reclaims the nickel,” Rapp notes. Other deposits in the sludge, such as lime, are reclaimed for use as road-sealant additives.

Chevrette says that the plant has also culti-vated positive relationships with regulators, so it stays on top of various state and federal regulations for waste discharge, chrome scrub-bers, nitric scrubbers, stormwater permits and on-site oil storage. Partly because of the detailed accountability needed in areas like this, the plant has enacted another initiativefor sustainable effi ciency. Its plan is to integrate the various procedural guidelines

Benton Harbor’s workforce has actively embraced sustainable strategies since Siemens bought the operation in 2006. Current initiatives involve relamping and making the plant “landfi ll-free.”

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When you think “Innovation”, you think about products designed to give optimum performance. We think about products like NSK’s HPS™ Angular Contact ball bearings. Designed with state-of-the-art material technology, this innovative product offers increased performance with a 15-20% increase in permissible speed and an average 90% longer bearing life. When it comes to innovative products designed to increase efficiency in pump applications, Think NSK.


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currently used in Benton Harbor—ISO 9001 and ISO 14001—with another (OHSAS 18001, an international occupational health-and-safety specifi ca-tion) into one streamlined, non-redundant system. Completion is expected by September 2012. Again, Benton Harbor will be ahead of the curve thanks to its world-class safety record that includes more than three years without a single lost-time accident. This accomplishment was recognized last fall when the plant won the Michigan Occupational Safety and Health Administration’s Gold Award.

For Chevrette, the pursuit of sustainability, energy effi ciency and environmental health and safety, in particular, comes naturally. “It’s one of my interests,” he says, “and I’ve kind of been pushing the guys, but it’s a team effort. The whole shop is involved.” And he notes that the involvement goes beyond the needs of the plant. A recent “Bring Your Junk to Work Day,” for example, was established to help employees recycle unwanted home electronics. “Many employees responded,” says Chevrette, “and we donated the material to a recycling organization here in town. We also promote in the plant with posters and ideas on safety boards reminding workers what they can do at home.”

Despite their connection to what some may see as a diffi cult-to-predict industry, Rapp and Chevrette see greater things ahead for Benton Harbor and its sustainable initiatives. “Our certifi cation to the ISO environmental standard is just the beginning,” says Chevrette. “We look forward to growing bigger and better from this point forward in everything we do.” Besides, he says, “I don’t see an alternative for steel just yet. I think it’s going to be around for awhile.” MT

ONTORoad Sustainability

THE


According to SKF, its new DryLube Bearings eliminate the need for grease re-lubrication and perform virtually maintenance-free over a wide temperature range. That includes hostile and extreme-temper-

ature applications found in metal and steelmaking and food and beverage operations, among others. Based on graphite or molybdenum disulfi de and a resin binder, the problem-solving dry lubricant is injected into the free space of the bearing, bonded to the cage, and cured until it solidifi es. During the bearing’s operation, the dry lubricant maintains a thin fi lm on the bearing’s raceways and rolling elements to protect against metal-to-metal contact and any potential damage caused by solid contaminants.

DryLube Bearings provide effective lubrication for extreme tempera-ture applications up to 660 F (350 C), achieve higher speed capabilities than standard graphite-cage counterparts and exhibit minimal lubricant loss over time. They enhance worker safety by reducing fi re risks and eliminating slippery surfaces and help contribute to “green” operating objectives compared with the use of of many oils and greases.

Farewell To SeveralBearing Lube Issues


Green

SKF USA, Inc.Philadelphia, PA

GadgetsSPO

NSO

RED IN

FORM

ATION

Michigan’s Retired Engineer Technical Assistance Program—RETAP—was established in 1996 to help in-state businesses and institutions prevent pollu-tion, reduce waste and conserve energy. Michigan’s Department of Environmental Quality administers the program. The core of RETAP assistance is to offer on-site pollution preven-tion and energy-conservation assessments to in-state busi-nesses and institutions. Assess-ment teams are comprised of retirees from many Michigan industries willing to apply their skills, expertise and time to assess potential pollution and waste problems and provide recommendations for improve-ment. The assessments are performed only at the request of an organization (and at no cost to that organization). A confi dential report is provided only to the assessed business or institution.

RETAP doesn’t enforce compliance with any regula-tions: Implementation of its recommendations is entirely voluntary. Acceptance of the offered assistance is evidence of a good-faith effort at waste reduction and pollution preven-tion, and may ease the process for the business or institution to become eligible for low-interest pollution-prevention loans from the state of Michigan.

Source: Michigan Department of

Environmental Quality, 2011.

One State’s Sustainable Assistance


JULY 2011 MT-ONLINE.COM | 31JULY 2011 MT-ONLINE.COM | 31JULY 2011 MT-ONLINE.COM | 31

Tens of millions of electric motor-driven systems in operation at manufacturing

facilities around the United States are not running at optimum effi ciency.

Why does that matter? These motor-driven systems consume 70% of all

electricity used in the plants, and the energy costs companies billions of dollars.

Calculated Savings:Driving Energy Effi ciency

Brent OmanGates Corporation

Ineffi cient motor-driven systems

lead to the loss of power. That’s the

equivalent of losing money.

Lots of money. Taking a little time

to do the math can help your

operations change this equation.



Today, approximately one-third of the electric motors in the industrial and commercial sectors use belt drives—most of them standard V-belts. While they are popular for their low acquisition costs, wide availability and quiet performance, V-belts simply are not as energy-effi cient as synchronous belt drives.

Effi ciency of any power transmission system is a measure of the power loss associated with the motor, the bearings and the belt drive. It is defi ned by these formulas:

As these equations show, energy losses in belt drives are separated into two categories: torque loss and speed loss. These vary in V-belt and synchronous drives as a result of the belts’ inherently different physical characteristics.

Although properly maintained V-belt drives can run as high as 95-98% effi cient at the time of installation, such effi ciencies deteriorate by as much as 5% during operation. Poorly main-tained V-belt drives may be up to 10% less effi cient. Synchronous belt drives, on the other hand, remain at an energy effi ciency of 98-99% over the life of the belt. A proven, viable alternative to V-belt drives and roller-chain drives, they are generating savings across a variety of industrial applications.

Here, we look at how to calculate energy costs, energy savings and payback period—all of which are important factors in realizing the value of belt-drive conversion.

The calculationsPlant maintenance managers leverage improved energy effi -ciency by converting V-belt drives to synchronous belt drives in one of two ways: 1) maintaining current capacity while using less power; or 2) increasing capacity slightly using the same power. For example, if the current airfl ow in an HVAC

application is satisfactory, a synchronous drive would use less energy to do the job. If the current airfl ow is insuffi cient, a synchronous drive could increase airfl ow without increasing use of energy with proper attention to design.

To determine the kilowatt-hours saved when using synchronous drives instead of V-belt drives, the following formula is used:

In this equation, .746 is the conversion factor from HP to KW, and .05 is the estimated 5% energy savings gained by converting.

Short paybackEstimating potential energy savings and the payback period for a synchronous belt drive is simple with these formulas:

Consider this example: If energy costs are $0.10 per KWh, the annual energy cost for a 40 hp motor running at 89% effi ciency, 8736 hours per year, totals $29,290.14. The annual energy savings is $1464.51. If a new synchronous belt drive costs $342.83, the payback period is .23 years—less than three months.

When the annual dollar savings amount is multiplied by the number of similar motors in a plant, and added to the savings from motors of all other types, a facility’s overall energy-savings impact is clear.

Maintenance savings: an added benefi tIt’s important to note that energy savings are not the only positive impact of conversions to synchronous belt drives. Many manufacturers recommend that a newly installed V-belt be retensioned 24 hours after installation. Employees must lock out the power, remove the belt guard, retension, secure the belt guard and resume power. The run-in process is time-consuming but necessary. Companies that are too busy for this 30-minute task are later burdened by prema-ture belt failure. That can lead to costly belt replacement.

For optimum performance, V-belts should also be retensioned regularly as part of a scheduled preventive maintenance program. Like run-in, each procedure takes

KWh = (Motor HP)(Hrs/Yr)(.746)(.05)

Motor Effi ciency

Annual Energy Cost ($) = (Motor HP)(Hrs/Yr)(.746)(Cost per KWh)

Motor Effi ciency

Annual Energy Savings ($) = (Energy Cost)(Effi ciency Increase)

New Drive Cost

Annual Energy Savings

Effi ciency = HP out /HP in

Effi ciency = (TORQUE out x RPM out)/(TORQUE in x RPM in)

Gates Energy Savings Calculator.No time for math? Let Gates help you estimate how much money

your operations can save with energy-effi cient synchronous drives.

A faster way to calculate the necessary data points, as well as total-cost-of-ownership (TCO) savings relative to your drive systems, is to use the Gates Energy Savings Calculator, available at www.Gates.com/Calc. This free, easy-to-use tool factors in energy effi ciency, maintenance costs, downtime and component costs to show a complete picture of potential savings.


Payback Period =



approximately 30 minutes—during which the drive must be shut down and even more productivity is lost.

Synchronous drives, which require no run-in proce-dures or retensioning, help eliminate maintenance costs and downtime. Continuing with the example of our 40 hp motor, we can compare the maintenance costs incurred in a one-year period for a synchronous belt drive and a V-belt drive. If each is replaced once a year, installation time doesn’t differ: It’s $160 ($40 per hour x 2 technicians x 2 hours). The recommended run-in procedure for the V-belt drive uses the same two technicians for another hour, so the additional cost is $80. Assuming the drive is well maintained, reten-sioning occurs four times for $320. Thus, the V-belt’s annual maintenance cost is $560 (versus, as previously noted, only $160 for the synchronous drive).

It all adds upIneffi cient drives waste energy. Many companies are converting to synchronous belt solutions that drive down energy usage and have the added benefi ts of lower main-tenance costs and less downtime. Payback from converting to synchronous belt drives is typically much less than one year. MT

Brent Oman is manager, Product Application Engineering with Gates Corporation.

Avoiding Belt FailureWhether you’re using V-belts or synchronous drives, Gates engineers are ready to help diagnose failure issues and provide assistance on replacing certain components or complete drive systems. Check out a wealth of belt-failure resources, including information on Gates services at http://gatesprograms.com/ptsavings/beltfailure and http://www.gates.com/analysis.


A Leader in Electric Motor Testing

V-belts simply are not

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TECHNOLOGY SHOWCASE

*Defi nition determined by Maintenance Technology editorial staff.



Mechanical and Hydraulic Equipment

...What’s up?

The large, foundational category of mechanical and hydraulic equipment is what makes a facility a manufacturing plant. It includes power transmission equipment; bearings, seals and couplings; hydraulics and pneumatics; HVACR; fl uid handling;

compressed air systems; material handling equipment; fi ltration; fans and blowers; and process-heating systems and equipment, along with system integrators* This workhorse of categories shapes industrial processes and drives key operational costs for mainte-nance and, especially, energy.

While nearly each of this category’s components impact a plant’s energy profi le, the most infl uential is the electric motor (power transmission). Electric motors consume more than half of all electricity produced in the United States, and most motors are in manufacturing operations. As a result, industry’s need to reduce energy costs often starts by replacing standard motors with high-effi -ciency models. Effi cient motors reduce energy use by boosting the percentage of mechanical power output over electrical power input. This is done through improved manufacturing techniques and materials, which also reduce waste heat, vibration and maintenance while improving reliability. Higher initial costs of effi cient motors are quickly surpassed by their energy savings; additional savings can be obtained with variable speed drives, which match energy output to load requirements. According to Frost & Sullivan research, the U.S. market for sales of energy-effi cient AC motors is climbing despite a slight reduction in overall, year-to-year AC motor sales, with growth driven by municipal water/wastewater projects, utilities and oil-refi ning.

Another signifi cant contributor to energy costs is compressed air. These systems are often hampered by leaks and inadequate on-site knowledge of their components. That’s changing as manufacturers learn this is a key area where great energy savings—30% and more, say some—are possible. Beyond the obvious waste of leaking connections, key problems with compressed air systems include poor air compression (due to ineffi cient motors and blowers) and poor air quality. A system audit can catch these problems. Recommended by the Compressed Air Challenge (a consortium formed to educate industry about opti-mizing compressed air systems), the audit is offered by many system providers as a path to solutions that will improve system effi ciency and reduce mainte-nance. Achieving the right solution hinges on addressing both the mechanical (delivery and distribution) and process (air quality and quantity) componentsof compressed air systems.

Energy effi ciency, reliability and sustainability underlie other key trends within the mechanical and hydraulic equipment category. For more information on motors and compressed air systems, visit Motor Decisions Matter (www.motorsmatter.org) and the Compressed Air Challenge (www.compressedairchallenge.org). For information about energy-saving solutions in other category sectors, visit the National Fluid Power Assn. (www.nfpa.com), the American Society of Heating, Refrigerating and Air Conditioning Engineers (www.ashrae.org) and the Industrial Heating Equipment Assn. (www.ihea.org). MT

Rick Carter, Executive Editor

Looking at trends in products and services in the area of...



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eco-friendly hard water conditioningno salt, no chemicals, no maintenance

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

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$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.

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© 2011 Datastick Systems, Inc. Datastick is a registered trademark and VSA is a trade-mark of Datastick Systems, Inc. All others are trademarks of their respective owners.

TMVSA Vibration Analyzer! Not just a meter. Not just a tester. It’s a super- portable full-featured analyzer with waveforms and FFTs up to 3200 lines, 20K Hz, and down to very low frequencies. As accurate, or more, than those very costly portable analyzers. Uses standard ICP®-type accelerometers, velocity sensors, and displacement sensors. Triggered impact test model for resonant frequencies. Route creation software option. Built-in ISO alarms – or create your own. Excel-based desk-top software. So easy to learn – some users are taking measurements the day it arrives!

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36 | MAINTENANCE TECHNOLOGY OCTOBER 2007

Building On Motor Management: Considering VFD Options

BOOSTING YOUR BOTTOM LINE

M

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

otor management is a great opportunity for motor-intensive industries (one that can lead to bottom-line savings and improved

performance in motor systems). As you build or enhance your motor-management plan, don’t overlook the value of variable frequency drives (VFDs). They may be a great addition to your plan.

Scheduled downtime offers a chance to take a good look at your motor systems to deter-mine where your business can save energy and money with a VFD. When VFDs are properly applied, the energy savings can be substantial. A misapplied VFD, however, could end up costing you both energy and money. Given the need to get your process up and running again quickly, how can you tell if a VFD is right for you? A central principle of motor management applies: It pays to plan ahead.

What is a VFD?A variable frequency drive—also referred to as an adjustable speed drive (ASD), variable speed drive (VSD) or inverter—is a device used with a motor to reduce the overall system power consumption by varying motor speeds in applications that do not need to operate constantly at full speed. This speed variation enables the motor power to follow variations in load, rather than operate unnecessarily at full speed.

When might a VFD be the right choice to achieve savings?In general, VFDs save energy in variable-load applications. Motor systems that are good candidates for VFDs include:

◆ Those that power centrifugal fans, pumps or blowers.

◆ Those that operate 2000+ hours per year.

◆ Those where fl uid- or air-fl ow demand varies over time.

◆ Those where valves, throttles or dampers are used to regulate fl ow and pressure.

Important considerationsThere are many application-specifi c issues to consider. In general, though, VFDs are not likely to achieve savings in applications where motor load does not vary—including those in which motor speed or horsepower remain constant, or in applications involving high static pressure. Be sure to ask your utility representative or a motor expert about other application-specifi c consid-erations. Additional information and links to a variety of credible resources are available in the MDM Resource Library at www.motorsmatter.org/resources/asds.html.

VFDs may be able to save you energy and improve your bottom line. Like good motor management, successful integration of these types of drives requires that you know your motor systems, understand your options and have a plan for moving forward. MT



RELIABILITYTHE

F I L E SRELIABILITYF I L E S

Volume 1 Number 7

M A I N T E N A N C E

TECHNOLOGY®


Sponsored Section

38 | MAINTENANCE TECHNOLOGY Sponsored Information THE RELIABILITY FILES / JULY 2011

RELIABILITYTHE

F I L E S M A I N T E N A N C E

TECHNOLOGY®


ProblemImagine you are running a marathon—24/7/365—with a coach right behind you, constantly demanding more speed and reduced time splits. While your training regimen may have prepared you for the challenge, once you start the race, how do you ensure that your joints and limbs keep operating? Performance fluids play an impor-tant role in hydrating a runner’s system, purging toxins from organs and lubricating joints. Hydraulic equipment has similar needs in maintaining system performance.

Heavy-duty hydraulic systems in today’s industrial plants and mobile equipment endure some of the toughest operating conditions there are, running under extreme pressures, at increasing speeds and working harder than ever. Now, in light of the trend toward smaller reservoirs, even more stress is being put on this equip-ment: Air and heat don’t escape as easily as they do with larger reservoirs. Water may not separate as effectively. Contaminants can accumulate faster. The rate of oxida-tion rises, as does the risk of harmful sludge buildup. Even with a good filtering system, excessive sludge can plug filters, increasing equipment wear and seriously damaging the hydraulic pump. An indicator of high varnish potential—a resinous matter that forms hard deposits on components—sludge can signal real trouble for your operations.

The bottom line. . . As equipment runs harder, fluids can break down faster, risking total system failure and costly equipment down-time. A high-performance hydraulic fluid ensures optimal productivity while saving you money. But how do you go about selecting the right one?

SolutionStarting with base oil free of impurities is a good fi rst move. Base-oil purity can give you insight into the product’s resil-ience—i.e., resistance to oxidative breakdown. The purer the base stock, the more it retains its “fresh oil” properties and the longer it is likely to perform.

Oxidation tests are another tool that can be used to iden-tify a high-performance hydraulic fl uid—to demonstrate that a fl uid signifi cantly reduces sludge formation, especially at extended operating hours. This, in turn, translates into fewer changeouts, reduced downtime and increased operating effi -ciencies. In other words, the fl uid works harder so machinery doesn’t have to. Petro-Canada’s HYDREX™ AW 46 is just such a product. Our studies indicate that not all hydraulic fl uids are created equal.

In fact, Petro-Canada’s HYDREX AW 46 has been shown to produce signifi cantly less sludge than several competitor products, even at longer test hours. In a standard industry test (ASTM D943M), a high temperature (203 F/95 C), 99.5% oxygen fl ow, 20% water and copper and steel catalysts were used to accelerate oxidation to determine the rate of acidity buildup in various hydraulic fl uids. When sludge from these fi ltered test fl uids was examined, the competitor samples indicated accelerated oxidation and degradation.

Return on InvestmentSludge can be incredibly damaging to hydraulic components. By minimizing oxidation and reducing sludge buildup, a high-performance hydraulic fl uid saves you both time and money—and helps make your equipment’s never-ending marathon a lot easier to run.

Petro CanadaMississauga, ON, Canada

Combating Harmful Sludge Buildup

Results from oxidation Test ASTM D943M


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SUPPLY CHAIN LINKS


Owners who contract out maintenance functions usually do so when demand rises for routine and turnaround main-tenance. In these cases, contractors help them maintain a leaner in-house workforce—they perform duties directed by the owner’s staff in response to work orders and turnaround schedules. They may also perform preventive and predic-tive activities that support their client’s asset-management initiatives.

But today’s manufacturing owners are challenged by countless risks, including worker and process safety, rising operating costs and uptime losses. While many have begun to implement strategies to address these challenges, “leaned-out” staffs often struggle to maintain day-to-day operations and find it difficult to address longer-term initiatives meant to improve daily performance. At this point, owners often must decide whether to hire staff personnel or finance a third-party implementation to perform the tasks.

What more can you do for me?Because many owners already use contractors, an obvious starting place for them to seek new value is among this group. They might ask, “What more can you do for me?” Contractors can easily miss the point of this question, though, and in response, suggest only that they expand their scope of work or optimize current services. Owners are, in fact, not usually looking to simply upgrade services, but to expand the leverage of their maintenance contractors in maintaining their assets.

To answer their clients accurately, contractors need a broader perspective of asset care. They should know, for example, that assets need to be managed from design to retirement. They should also know that the deployment of asset management across this life cycle can be inte-grated with a contractor’s current services. This delivery system should contain practices, tools and methods that

Does Your Maintenance Contractor Care For Your Assets?

Dave Rosenthal, P.E.Jacobs Engineering

Reliance solely on ‘in-the-box’ service enhancements is no way to provide all the ‘love’ your operations deserve.

Manufacturers have long contracted out various facets of their maintenance work. They

do this because contractors can provide value through lower cost structures, better

resource control, access to crafts and specialty services and their ability to complete

capital projects. This value proposition has not changed significantly over many years.

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optimize total life cycle costs. Ideally, these integrated services should help differentiate a maintenance contrac-tor’s value proposition.

Delivery of a contractor’s integrated services can take many forms. The following tasks are examples of how contractors can support owners’ efforts to maintain their assets.

Leverage maintenance workfl ow…The contractor’s work is linked to the owner’s maintenance-execution workfl ow. For example, history from work-order execution, which is vital to continued improvement of asset-care plans and operating performance, can be supplied by the contractor.

Some owners provide that opportunity through com-puterized maintenance management software (CMMS) systems to close a work order and input history. The asset register information contained in work orders—which is rarely accurate—can be compared against fi eld conditions by the contractor’s personnel and corrections submitted to the owner’s representative.

Defect elimination…The more “eyes” that monitor equipment, the greater the probability that the earliest signs of failure can be detected and then repaired at a lower cost. Contractor’s fi eld crews should be trained to watch for out-of-place sounds, odors, leaks and vibrations, and report their fi nd-ings to the owner. An early initiative to troubleshoot the issue will accelerate the owner’s efforts to minimize the mean time to repair and quickly get back on-line.

Most contractors will have a list of repairable items found by their crews in the fi eld. The list should be prioritized (e.g. safety issues, critical equipment), then submitted to the owner’s representative.

Bad-actor control…Every manufacturing unit has equipment that fails too frequently or accounts for excessive downtime. Owners need to heighten awareness of these assets through focused tasks to remediate the issues they present. Contractors can play an important role if they carry out these tasks, suggest modifi cations and inform the owners when early signs of failure are apparent.

Asset care…Owners sometimes view a contractor’s work narrowly—to only include repairs, for example. However, certain asset types are often the sole responsibility of a contractor to maintain. Contract personnel can be leveraged to execute asset-care tasks such as preventive and predictive tasks for that equipment. This work can cover vibration, oil and thermographic analysis, etc. Performance of these tasks allows the owner’s personnel to conduct more specialized work. Contractors can also contribute to the owner’s PM optimization efforts by providing feedback on the effectiveness of their assigned PM tasks. Responsibility for lubrication, for example, is always a contentious issue. Owners’ personnel are typically assigned these tasks, but confl icting prior-ities can cause poor lubrication-task compliance. A dedicated individual assigned to perform lube tasks feels more ownership, which results in fewer lubrication failures. A contractor’s fi eld personnel can be a good resource for this dedicated individual.

Capital execution…In contrast to large capital projects where vital maintenance information is provided ahead of startup, small capital work information is generally either lost, thrown out or not part of anyone’s responsibility. By becoming involved early in the design phase of small capital work, contractors can provide work-cost and time estimates, as well as provide a quality check prior to the package being issued for construction.

After project completion, contractors should be expected to provide asset serial numbers, owner manuals, specifi cation sheets, OEM preventive maintenance tasks and key settings to owner representatives.

For them to adequately answer the “what more can you do for me” question, contractors must be familiar/experienced with a range of services that match the broadest needs of their customers. “In-the-box” service enhancements will likely fall short of the true asset-management solutions—from the start of design to asset retirement—that today’s manufacturers need to optimize total life cycle costs. MT

David Rosenthal is the reliability delivery and asset manage-ment manager at the Jacobs Engineering Group in Houston, TX. He has over 30 years experience in leading reliability improvement across many manufacturing process industries. Email: [email protected].

Contractors can easily miss the point of a client’s

“what more can you do for me” question.


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SS Sanitary Check Valve

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Non-Electric, Liquid Drum Vacuum

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Arc Flash Analytics

DC Arc Flash Anal-ytic software from ArcAd is intended

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Problem-Solving Multimeter

Built to withstand harsh envi-ronments, Ideal Industries’ 490 Series Multimeter offers

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Quick-Setup, Short-Term, Natural Gas Power Option

Aggreko’s 1300 kW natural gas generator provides a new rental option for users needing quick and effec-tive short-term power generation. It incorporates the

Cummins QSK60 gas engine, an emissions-control engine technology used within the temporary utility market. Turbo-charging and low-temperature after-cooling ensures effi cient performance. The product’s modular design, standardized in 20’ ISO containers, allows for easy transportation and fl exible installation. Packaged control technology lets units be set up in parallel in minutes. On-board synchronizing gear auto-matically integrates into the grid, minimizing disruptions and fl uctuations in power. These quiet, smokeless, “lean-burn,” units can be scaled up or down, allowing capacity to change with demand. EPA-compliant, they meet the most demanding U.S. emissions guidelines.

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

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

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

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

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

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


High-Temperature Accelerometer

IMI Sensors’ low-cost, high-temperature ICP® accelerometer model HT602D01 is intended for vibration measurements on

paper machines and many other higher-temp applications. These ceramic shear units include a 2-Pin MIL-C-501 side-exit connector in a low-profi le housing. Envi-ronments up to +325 F/+163 C can be tolerated. The sensing element provides a sensitivity of (±10%) 100 mV/g (10.2 mV/(m/s²) with a frequency range of (±3dB) 30 to 480000 cpm (0.5 to 8000 Hz).

IMI Sensors A division of PCB PiezotronicsDepew, NY

Attention-Grabbing, Cut-Resistant Safety Gloves

Youngstown Glove’s Titan XT™ lined with Kevlar® product is highly visible, cut-resistant and durable. Foam padding and TPR knuckles across the top

of the hand pro-tect users from smashing, pinch-ing and cuts due to heavy machin-ery, power tools and broken glass. The company says the palms on these colorful products exceed Level 3 on the ANSI/ISEA 105-2005 Mechanical ratings for cut resistance.

Youngstown Glove Co.Agoura Hills, CA

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Engtech&id=3822&[email protected]&dest=http%3A%2F%2Fwww.engtechindustries.com

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


The ability to identify, verify and locate every voltage source from the outside of electrical panels greatly reduces electrical risks. That’s why we’ve incorpo-rated two of our most popular products - ChekVolt® and VoltageVision® - into one unique, exclusive product called The Combo Unit..

For more info, enter 89 at www.MT-freeinfo.comwww.graceport.com/3mt_informationhighway

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 x110

[email protected] [email protected]

1300 S. Grove Ave., Suite 105, Barrington, IL 60010

Customized, Targeted Lists

For Your Marketing Needs

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.

MAINTENANCE TECHNOLOGY

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

Specializing InMachinery Health Personnel

PM & PdM Field Service • Mgt • Sales • Hrly

Nationwide • Confi dential • All Fees Company Paid

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

CBEX Firetube Boiler System Sets Industry Records for High Ef-fi ciency and Ultra-low Emissions The CBEX is a completely integrated boiler, burner, control and heat recovery system that achieves the highest fuel effi ciency and lowest emissions of any fi retube system on the market today in 15% smaller footprint. The CBEX maintains 3% oxygen across the full operating range with 30 ppm NOx performance while fi ring natural gas. The system can meet today’s tougher emissions requirements, including 5 ppm NOx without selective catalytic reduction and 1 ppm CO.

For more info, enter 90 at www.MT-freeinfo.com http://www.cleaverbrooks.com/cbex

Web Spotlight: U.S. TSUBAKI POWER TRANSMISSION, LLC

For more info, enter 88 at www.MT-freeinfo.comwww.kablelschlepp.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 expand Tsubaki’s presence in the U.S. market by adding cable & hose carrier systems to its already extensive product lineup.



http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=graceport&id=3822&[email protected]&dest=http%3A%2F%2Finfo.graceport.com%2F2MT

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=cleaver+brooks&id=3822&[email protected]&dest=http%3A%2F%2Fwww.cleaverbrooks.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=lineal&id=3823&[email protected]&dest=http%3A%2F%2Fwww.lineal.com+

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Meltric&id=3823&[email protected]&dest=http%3A%2F%2Fwww.meltric.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]

Classified Advertising/Electronic Sales:1300 South Grove Avenue, Suite 105

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 JULY 2011 • Volume 24, No. 7

ADVERTISER WEB ADDRESS RS # PAGE #



1300 South Grove Avenue, Suite 105Barrington, IL 60010

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

SALES STAFF

Access MT-freeinfo.com and enter the reader service number of the product in which

you are interested, or you can search even deeper and link directly to the advertiser’s Website.

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

Reproduction of Materials: Materials produced by Maintenance Technology may not be reproduced in any form for any purpose without permission. For Reprints: Contact the publisher, Bill Kiesel - (847) 382-8100 ext. 116.


AR, KS, LA, MO, NM, OK, TX5930 Royal Lane, Suite E #201

Dallas, TX 75230972-816-6745; Fax 972-767-4442

GERRY [email protected]

CLASSIFIED ADVERTISING3629 N. Sonoran Heights

Mesa, AZ 85207480-396-9585

JERRY [email protected]

AZ, CA, CO, ID, MT, NV, OR, UT, WA, WY, AB, BC, MB, SK

3629 N. Sonoran HeightsMesa, AZ 85207

480-396-9585 JERRY PRESTON

[email protected]

IL, IN, IA, MI, MN, NE, ND, SD, WI1300 South Grove Avenue, Suite 105

Barrington, IL 60010847-382-8100 x108; Fax 847-304-8603

TOM [email protected]

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

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

VINCENT [email protected]

AL, DC, DE, FL, GA, MD, MS, NC, NJ, PA, SC, VA, WV 1750 Holmes Drive

West Chester, PA 19382610-793-3093; Fax 610-793-3094

JIM [email protected]

OH, KY, TN135 N. Rocky River Road

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

JOHN [email protected]


®YEARS


®YEARS

Abanaki Corporation .................................www.abanaki.com/172 ................................ 75 ......................34American Trainco ........................................www.americantrainco.com ........................ 77 ......................35ATP Lists........................................................www.atplists.com ......................................... 85 ......................44Baker Instument Co. ...................................www.bakerinst.com ..................................... 72 ......................25Baldor Electric Company ...........................www.baldor.com .......................................... 66 ........................ 7CleaverBrooks ..............................................www.cleaverbrooks.com ............................. 90 ......................46Datastick Systems, Inc. ................................www.datastick.com ...................................... 81 ......................35Emerson Process Management-Fisher ....www.fi sher.com/vlmMT ............................ 63 ........................ 2Engtech Industries Inc. ...............................www.engtechindustries.com ...................... 87 ......................45Exair Corporation .......................................www.exair.com ............................................. 65 ........................ 5Exair Corporation .......................................www.exair.com/48/140.htm ....................... 76 ......................34FLIR Commercial Systems, Inc. ................www.fl ir.com/eseries-pm ............................ 71 ......................21Gates Corporation.......................................www.gates.com/results ................................ 92 .....................BCGenerac Power Systems, Inc. .....................www.generac.com ........................................ 62 ........................ 1Grace Engineered Products, Inc. ...............info.graceport.com/2MT ............................ 89 ......................46IMEC .............................................................www.imec.ca ................................................. 91 ................... IBCInnovator Of The Year Award ...................www.reliabilityinnovator.com .........................................14, 15Ludeca, Inc. ...................................................www.ludeca.com .......................................... 70 ......................20Mobil Industrial Lubricants .......................www.mobilindustrial.com .......................... 61 ....................IFCNational Technology Transfer, Inc. ...........www.nttinc.com ........................................... 79 ......................35NEC Avio Infrared Technologies/SO .......www.necavioinfrared.com ......................... 78 ......................35NSK Corporation ........................................www.nskamericas.com ............................... 73 ......................29PdMA Corp. .................................................www.pdma.com ........................................... 74 ......................33Petro Canada - Suncor ...............................lubricants.petro-canada.ca ......................... 260, 280 ......38, 39Process Industry Practices ..........................www.pip.org .................................................. 84 ......................43Scalewatcher .................................................www.scalewatcher.com ............................... 80 ......................35Siemens Industry, Inc. .................................www.mt-online.com/siemens ................... 64 ........................ 4SKF USA, Inc. ...............................................www.skfusa.com ........................................... 69 ......................19SMRP .............................................................www.smrp.org .............................................. 93 ......................42Strategic Work Systems, Inc. ......................www.swspitcrew.com .................................. 86 ......................44Tri Tool, Inc. ..................................................www.tritool.com .......................................... 83 ......................43Turbomachinery Lab ..................................turbolab.tamu.edu ....................................... 68 ......................11U.S. Tsubaki Power Transmission, LLC ...www.kabelschlepp.com/more ................... 67 ......................10U.S. Tsubaki Power Transmission, LLC ...www.kablelschlepp.com .............................. 88 ......................46

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=abanaki&id=3822&[email protected]&dest=http%3A%2F%2Fwww.abanaki.com%2F172

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=American+Trainco&id=3822&[email protected]&dest=http%3A%2F%2Fwww.americantrainco.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=ATP+Lists&id=3822&[email protected]&dest=http%3A%2F%2Fwww.atplists.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Baker&id=3822&[email protected]&dest=http%3A%2F%2Fwww.bakerinst.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Baldor&id=3822&[email protected]&dest=http%3A%2F%2Fwww.baldor.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=cleaver+brooks&id=3822&[email protected]&dest=http%3A%2F%2Fwww.cleaverbrooks.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Datastick&id=3822&[email protected]&dest=http%3A%2F%2Fwww.datastick.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=fisher&id=3822&[email protected]&dest=http%3A%2F%2Fwww.fisher.com%2FvlmMT

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Engtech&id=3822&[email protected]&dest=http%3A%2F%2Fwww.engtechindustries.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=exair&id=3822&[email protected]&dest=http%3A%2F%2Fwww.exair.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=exair2&id=3822&[email protected]&dest=http%3A%2F%2Fwww.exair.com%2F48%2F140.htm

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=flir&id=3822&[email protected]&dest=http%3A%2F%2Fwww.flir.com%2Feseries-pm

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=gates&id=3822&[email protected]&dest=http%3A%2F%2Fwww.gates.com%2Fresults

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=generac&id=3822&[email protected]&dest=http%3A%2F%2Fwww.generac.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=graceport&id=3822&[email protected]&dest=http%3A%2F%2Finfo.graceport.com%2F2MT

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=imec&id=3822&[email protected]&dest=http%3A%2F%2Fwww.imec.ca

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=reliability+innovator&id=3822&[email protected]&dest=http%3A%2F%2Fwww.reliabilityinnovator.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=ludeca&id=3822&[email protected]&dest=http%3A%2F%2Fwww.ludeca.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=mobil&id=3822&[email protected]&dest=http%3A%2F%2Fwww.mobilindustrial.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=nttinc&id=3822&[email protected]&dest=http%3A%2F%2Fwww.nttinc.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=nec&id=3822&[email protected]&dest=http%3A%2F%2Fwww.necavioinfrared.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=NSK&id=3822&[email protected]&dest=http%3A%2F%2Fwww.nskamericas.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=pdma&id=3822&[email protected]&dest=http%3A%2F%2Fwww.pdma.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=petr+canada&id=3822&[email protected]&dest=http%3A%2F%2Flubricants.petro-canada.ca

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=pip&id=3822&[email protected]&dest=http%3A%2F%2Fwww.pip.org


http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=siemens+webinar&id=3822&[email protected]&dest=http%3A%2F%2Fwww.mt-online.com%2Fsiemens

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=skf&id=3822&[email protected]&dest=http%3A%2F%2Fwww.skfusa.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=www.smrp.org&id=3822&[email protected]&dest=http%3A%2F%2Fwww.smrp.org

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=sws&id=3822&[email protected]&dest=http%3A%2F%2Fwww.swspitcrew.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Tritool&id=3822&[email protected]&dest=http%3A%2F%2Fwww.tritool.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=turbolab&id=3822&[email protected]&dest=http%3A%2F%2Fturbolab.tamu.edu

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=bakebl+schlepp+more&id=3822&[email protected]&dest=http%3A%2F%2Fwww.kabelschlepp.com%2Fmore


http://www.MT-freeinfo.com


VIEWPOINT

People are social animals. We want to belong, share our feelings and infl uence other people. Social media has our names all over it. Today, through texts, tweets, blogs, wikis, Facebook,

LinkedIn, YouTube and the like, we can interact, network, communicate and exchange information with individuals and entities worldwide.

Sometimes, shared information originates within the workplace. That opens up the potential for employees to express views, opinions and facts that can generate unwelcome consequences. If such information turns out to be false, derogatory or damaging, things get dicey. Since the new social media is more powerful—and more attractive—than “old” media, more attention needs to be paid to it by employees and employers. Furthermore, if social media is used for business-related purposes, it should be analyzed, supervised, managed and monitored. Let’s examine various issues (and risks) associated with this virtual frontier.

In the not-too-distant past, people received much of their news and information via newspapers, TV, radio and publications like Maintenance Technology. Readers/viewers/listeners were passive: They merely needed to absorb. Other than letters to editors, etc., few outlets for response existed. But now, almost everybody is capable of receiving and broadly distribut-ing information. They can create their own content using a variety of tools—without intervention by anyone—and share it with an audience of millions. Today’s social media allows for greater reach, accessibility, usability, immediacy and permanence than anything previously available (or ever imagined by many of us).

Reach means that the content or subject matter can be local or global or both. Countless people on the planet—friend or foe—can be “in the loop.” They could be your partners, your customers, your employees or your competitors. They may intend you no harm or may have more nefarious intentions.

Accessibility means that you no longer need to own a printing press, publishing house or broadcast outlet to deliver your “message” just the way you want it. Widespread communication is open all.

Usability means that whether you have no skills, low skills or high skills in the area of social media tools, you can still have your say on a subject. Communica-tion has become a virtual “free for all.”

Immediacy means you can think it, write it or speak it (whatever “it” may be) and—presto—it’s out there for public consumption: You’re exposed. Forget trying to erase or delete. Instantaneously, the world knows what you thought, said or did.

Permanence is self-explanatory. Removal is not an option. An image, event or response isn’t just “stuck” in people’s minds, it’s accessible for review 24/7/365. Unlike “old” media, there are no editors, rewrite people and other “fi lters.” There’s typically no time delay for due consideration and refl ection. The nature of social media also makes it easy for lawyers to scan for libel, slander and other legal issues.

These days, any employee—in the absence of poli-cies, training or common sense—may just speak out. That can pose a problem for the employer. Someone who feels harmed—in any way—by the employee’s communication may seek counsel. People still sue.

Social media is clearly a double-edged sword—sometimes helpful and productive, sometimes dangerous and unproductive. We’ll delve deeper into its legal ramifi cations for businesses in an upcom-ing article. The law has only recently begun playing catch up to this growing phenomenon. Buckle your seatbelts. We’re in for a wild ride. MT

A frequent contributor to MT, Steve Shaiman is an attorney is based in the Philadelphia, PA, area.

Steve Shaiman, Attorney

Delving Into Social Media Law:Business Issues And Risks

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

Someone who feels harmed,

in any way, by an employee’s

social-media communication can

seek counsel. People still sue.

For more info, enter 63 at www.MT-freeinfo.comFor more info, enter 63 at www.MT-freeinfo.comFor more info, enter 63 at www.MT-freeinfo.com


The 2011 International Maintenance Excellence Conference IMEC October 5 to 7 in Toronto, Canada

Expand your knowledge in unexpected ways by joining maintenance and asset-management professionals from around the world at the seventh-annual International Maintenance Excellence Conference. IMEC’s two days of keynote presentations and one day of in-depth workshops are presented with academic and industrial perspectives that deliver well-rounded interpretations of modern issues.

Hosted by Dr. Andrew Jardine of the University of Toronto’s Centre for Maintenance Optimization & Reliability Engineering and co-produced with Maintenance Technology magazine, IMEC 2011 takes place at the University’s convenient, full-service conference venue located in the heart of beautiful downtown Toronto.

Don’t miss this unique, multi-dimensional learning opportunity for maintenance professionals everywhere!

Learn more about IMEC at www.imec.caor contact Bill Kiesel at [email protected] / 847-382-8100, ext. 116

The Experts are in Toronto this Fall

IMEC is organized by:

International Maintenance

Excellence Conference

October 5 to 7


http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=imec&id=3822&[email protected]&dest=http%3A%2F%2Fwww.imec.ca


http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=gates&id=3822&[email protected]&dest=http%3A%2F%2Fwww.gates.com%2Fresults

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