Maintenance Technology March 2010

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MARCH 2010 MT-ONLINE.COM | 3

HOW GOOD

20 Basing PMs Upon Operating Hours In Standby Emergency Equipment

Th e lessons learned from this case study have implications for any operation that has dedicated emergency standby equipment.

Randall K. Noon, P.E., Cooper Nuclear Station

25 Designing For Stiction, Among Other ThingsHere’s what it takes to boost gear pump reliability in remote locations.Jane Alexander, Editor, with Kevin Delaney, Tuthill Pump

33 Infrared TechnologiesWe pinpoint some of today’s “hottest” capacity-assurance tools, services and sources.

ContentsMARCH 2010 • VOL 23, NO 3 • WWW.MT-ONLINE.COM

FEATURES

DEPARTMENTS 6 My Take

8 Uptime

12 Communications

28 Motor Doc’s Hot Topics

37 Solution Spotlight

38 Information Highway

38 Classifi ed

39 Supplier Index

40 Viewpoint

MAINTENANCE LOG

PROCESS IMPROVEMENTS

IR SHOWCASE

Your Source For CAPACITY ASSURANCE SOLUTIONS

14 Total Process Reliability The ‘Columbia Way’Lean and TPM are helping drive sustainable reliability in the face of strong foreign

competition and a recession.Greg Folts and Rinnette Lowder, Marshall InstituteGrr

Marshall Institute

CAPACITY ASSURANCE STRATEGIES

© 3

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MY TAKE

As winter continues to snow and blow its way somewhat in the direction of spring, we all seem to be itching for more green shoots and buds to begin showing up around our economic “houses.” (Sure, I touched on this subject in January, but I’m a sucker for reports of good business news, anecdotal and otherwise. Please indulge me as I throw a little more at you.)

From a personal perspective, learning that some hard-working old friends and young relatives have been called back to their jobs in the Texas gas fi elds, after having spent more than a few long months on lay-off, is big news. (I may take some chiding over this, but I think even they would admit that there’s just so much fi shin’, huntin’ and watchin’ cereal commercials on TV that one really cares to do…)

Learning that the NPRA (National Petrochemical & Refi ners Association) 2010 Reliability & Main-tenance Conference (RMC) may already have sold out of exhibit space—for the end of May—could be even “bigger” good news. Through the grapevine, I’ve heard of at least one eager, new-to-this-event exhibitor being turned away for lack of space on the trade-show fl oor—turned away before the end of February, no less. Might there be others standing in line?

You can spin just about anything, but these two “feel-good” examples of tentative recovery don’t look too much like the gloom-and-doom economic scenarios still being painted for us by various sources. Nor does the following story of Oregon’s Bob Moore, who recently “gave” his employees full ownership of Bob’s Red Mill Natural Foods, the multi-million-dollar business he had been building since the 1970s. According to a February 17, 2010 article by Dana Tims for The Oregonian*, this means some 209 workers (from janitors on up), “now own the place and its 400 offerings of stone-ground fl ours, cereals and bread mixes.” That “place” includes, among other things, a retail outlet and a 15-acre production facility where three shifts are running six days a week to turn out goods for distribution around the world.

Investment bankers and mergers & acquisitions specialists will tell you that whenever a business is being divested, there’s always some degree of pain—emanating from any number of sources. For example, perhaps an owner up and dies, and the heirs can’t agree on a gracious sorting out of assets. Perhaps a new management team doesn’t see eye-to-eye with an old one. Or, for whatever reason(s), perhaps the only option for a business sputtering along on life support is to go belly-up and/or into some type of receivership. No matter the cause, anyone who’s ever been involved in a business divestiture can attest to the apprehension, fear and sense of utter helplessness such a situation can generate within a workforce. Mr. Moore, however, may have thrown a monkey-wrench into the theory that this pain is inevitable.

While it’s a safe bet you won’t fi nd too many owners giving away businesses to non-family employees these days, what would you do if your employer happened to be one of them? Running a company—or, more to the point, building a successful, sustainable business—is not as easy as it might seem. Bob Moore apparently knows that all to well. It sounds as if he’s going to stay around to help the new owners grow their new company. As he told Dana Tims, he still lays claim to the title of “boss.”

* http://www.oregonlive.com/clackamascounty/index.ssf/2010/02/bobs_red_mill_natural_foods_ro.html

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UPTIME

“What d’ya think I’m stupid? Checklists are for dummies.” “I know what I’m doing…done it for years. Why would I ever need a checklist?”

I continue to be amazed at the resistance of main-tainers and operators when I suggest the use of check-lists for critical tasks. Maybe it’s just me. I make lots of lists and check things off as I go through a “normal” (or abnormal) day on the job. When I was taking pilot training, the use of checklists was drilled into my brain. In my 17 or so years studying NASCAR race teams, I’ve seen thousands of checklists being used by highly skilled people every day. Are checklists part of your reli-ability improvement toolbox?

What are checklists?In many cases, checklists are “mnemonic” (yes, the “m” is silent) devices that act as a memory aid or a learning aid.

First, there are “verbal mnemonics” that help us remember things. “Roy G. Biv” helps us remember the sequence of colors in a rainbow (Red, Orange, Yellow, Green, Blue, Indigo and Violet). Then there’s the poem we use to remember the number of days in each month: 30 days has September, April, June and November…

“Visual mnemonics” include acronyms such as SCUBA (self-contained underwater breathing appa-ratus) and TPM (Total Productive Maintenance). Spelling lessons in school also use visual mnemonics. The words “principal” and “principle” can often be confused. So, the “Principal can be your pal” helps sort out which word refers to a person and not a basic truth, law or assumption. The checklist also is another form of visual mnemonic since it visually reminds us of what to do, or lists a sequence of events.

There are several different types of checklists to consider. Here are the two most common for our line of work:

■ The laundry list

■ The sequential list of events

The laundry listThe “laundry list” is used to make sure all of the items are gathered and sorted. One example is an order pick list used in warehouse distribution centers. A grocery-

shopping list is another example, when picking up specifi c items is important. A good illustration of the use of this type of checklist can be seen in the area of race-car preparation:

NASCAR race teams use a “laundry list” form of checklist to stock the hauler truck. Furthermore, to fi nish preparing a race car to leave the shop for the race track, a large one-page checklist covers all of the major areas of the race car and lists everything that must be completed in each of the following areas: Front suspension, rear suspension, drive train, wiring, interior, brakes, fuel system, etc. Everything must be checked, prepared, assembled and signed off for the car to be completed and the checklist to be removed from the race car.

The sequential checklistThe “sequential” checklist not only itemizes all of the important tasks but places them in an order of task performance. While a detailed “procedure” defi nes how all critical tasks are to be performed, the checklist provides an ordered summary of each critical task or step in the procedure. Here are some examples, from airplanes to health care:

Aircraft pilots use the sequential type of list every time they prepare to fl y and throughout the entire fl ight operation. Yet, pilots did not always use checklists. Their beginning dates back to something that occurred in 1935, at Wright Field in Dayton, OH. Even though its proposed aircraft was the U.S. Army’s favorite, Boeing lost a competitive bid to Douglas Aircraft because of a takeoff crash during a fi nal fl ight test (leading to the unfortunate label of “too much airplane for one man to fl y.”) Despite a highly experienced fl ight crew, the cause was attributed to pilot error. Subsequently, the Boeing pilots got together and developed checklists to ensure everything would be done and nothing over-looked in the future. These checklists covered takeoff, fl ight, before landing and after landing. Using them, the crews fl ew over 9200 hours (1.8 million miles) without a serious accident. The Army eventually ordered 12,731 of these B-17 “Flying Fortress” aircraft. Today, pilots and fl ight crews use checklists during every phase of fl ight from pre-fl ight to powering down after landing.

Bob Williamson, Contributing Editor

Checklists: Often Overlooked Tools


UPTIME

In addition to checklists, countless small-aircraft pilots also use various verbal/visual mnemonics. For example, an emergency-landing checklist is summa-rized as “FIELD” (Fuel off, Ignition off, Electrics off, Lap-straps tight, Doors open). This outlines a critical sequence of tasks and is NOT a replacement for pilot training and qualifi cation.

Medical checklists are used because mistakes can and do happen in the world of high-tech medicine—mistakes that can result in serious complications or death. Dr. Peter Provonost, a critical-care researcher at Johns Hopkins University, was concerned about the 10% hospital-acquired infection rate, killing 90,000 patients and costing $11 billion per year. He concluded that posting a simple fi ve-step checklist chart reminding physicians of each step in a routine would dramatically reduce medical errors and infections. Here are the fi ve steps to reduce infections in an ICU procedure:

Doctors should. . .

1. Wash their hands with soap.

2. Clean the patient’s skin with chlorhexidine antiseptic.

3. Put sterile drapes over the patient.

4. Wear a sterile mask, hat, gown and gloves.

5. Put a sterile dressing over the catheter site.

Resistance. . . Early experiences with this fi ve-step “Doctor’s Checklist” indicated three reasons that physicians and hospitals “could not implement this checklist procedure.” First, some doctors were insulted, their egos hurt. Second, staff felt they were already too busy and that more bureaucratic tasks would get in the way. Third, such “mundane” research was ignored in favor of the more exciting issues. But, if infections and deaths could be prevented, the resistance had to be overcome.

Actual results. . . One hundred Michigan hospitals began using Provonost’s checklists in ICUs in 2003. Within three months, hospital-acquired infections dropped from 2.7 per 1000 patients to zero. More than 1500 lives were saved during the fi rst 18 months. Along with the checklists, physicians were trained in checklist function and use; and supply carts were standardized and controlled for one-time use. A culture change also occurred: Doctors and clinicians no

longer believe that infections are inevitable, but rather are preventable using very simple procedures. (This University of Michigan study was published in the British Medical Journal in February 2010.)

Making your own M&R checklistsChecklists are NOT the starting point for improving equip-ment performance and reliability. They merely summarize critical tasks or steps that are covered in detailed procedures and training. They serve as visual cues or reminders of important points learned in training sessions. Errors made by skilled and knowledgeable people—not just trainees—happen every day in today’s workplace. Still, they can be avoided. Start your consideration of checklist development by asking these questions:

1. “Do the consequences of failure justify the use of checklists to help prevent human error?” Will errors result in penalizing personal injury, environmental incidents, costly defects or off-quality production, equipment damage, overly lengthy or incorrect repairs, lengthy or inaccurate changeovers?

2. Are the detailed “how to” procedures accurate and complete for the critical tasks? If so, checklists should be developed to help assure compliance to the procedure.

Keep things simple. Checklists should NOT be confused with procedures. Complex procedures with detailed descriptions of each task are sometimes required. These can be formatted much like a checklist in a multi-page document or manual. However, most checklists are a single page (OK, some pages are larger than others) containing key tasks only with a check box or a blank for the person’s initials. Moreover, remember, checklists are used by experienced and qualifi ed people and are not a substitute for training.

Here are a few examples of checklists that can be used to improve maintenance and reliability:

Parts kitting. A “parts kit list” for a work order helps improve maintenance effi ciency and effectiveness. All of the parts needed for the maintenance job are gathered and put in a secured place before the work is scheduled. There is no sequence or order to this type of list. Just make sure all of the stuff needed to complete the job is gathered in one place and checked off in the process.

Checklists for accountability & hand-off. Some check-lists serve only as reminders or visual cues of tasks and sequence; the only accountability relates to them being followed as written, such as with a “Startup Checklist.” In the case of repair and maintenance checklists, it may



UPTIME

be important that each item be checked or signed off as it is performed. The initials of the person performing the task allows follow-up to issues or questions. These initials also can be helpful when handing off a lengthy procedure to a follow-up crew or maintainer to complete a job already underway.

Checklists as historical reliability records. Some main-tenance checklists are sequential and have critical measure-ments that must be made, verifi ed and/or recorded. These should possess the “accountability” as described above, as well as the actual readings or measurements made. In some cases such checklists should contain certain “GO/NO GO” conditions, specifi cation or criteria.

The bottom line here is that most reliability problems are caused by people making errors or overlooking proven maintenance and reliability techniques during the machine’s life cycle. Checklists help save lives and make race cars and

aircraft safe and reliable. Why not make them a vital part of your M&R toolbox and lead the culture change today? MT

[email protected]

References 1. Time Magazine, “100 Most Infl uential People of 2008,” April 30, 2009.2. Business Week, “Preparing Your Professional Checklist,” January 15, 2008.3. Logic & Methodology of Checklists, Michael Scriven, Western Michigan University, June 2000.4. “How the Pilot’s Checklist Came About,” John Schamel, 2009, www.atchistory.org.5. “When the Fortress Went Down,” Phillip S. Meilinger, October 2004, www.airforce-magazine.com.


EDITOR’S NOTE: MARTS 2010 offers a great opportunity to learn directly from Bob Williamson. To learn more about his value-added, in-depth Pre-Conference Workshop, “Lean Equipment Management: The Prescription for Rapid and Sustainable Gains,” and his compelling Conference presentation, “Where’s Your Reliability Policy?” please make a visit to www.MARTSconference.com. You read what Bob has to say in his column every month; here’s one of the best chances you’ll have this year to network with him personally!


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COMMUNICATIONS

Many equate the advent of the modern tech-nology revolution to the introduction in the early 1980s of the personal computer (aka PC). Since that time, computerization has dramati-cally changed the way human beings think and act. Yet, some of us still had to be dragged kicking and screaming into the 21st century and have only recently given in to the “force” and assimilated into the techno paradise that now touches and embraces each of our lives on a minute-by-minute basis.

For the few still in denial, it’s diffi cult to imagine living without an automatic teller machine dispensing your money on a 24-hr. basis, or trying to purchase a vehicle that is not controlled with more computer power than what put man on the moon. Try to imagine a world without a cellular phone—have you tried to fi nd a public phone that takes actual money these days? Where would we be without our “point-and-shoot” instant memory-maker camera systems or our ultra-realistic high-resolution interactive games? Then, of course, let’s not forget the information superhighway we call the Internet, which has changed the way we access information, pay bills, make friends and buy and sell stuff!

Similarly, technology has accelerated industry into a “warp-speed-ahead” introduction and continual update of complex computerized asset and information management systems, computerized document management systems, computerized manufacturing control systems and a host of high-tech user-friendly diagnostic equipment. Throughout all of these changes, the maintenance department has been dragged along, often unwillingly, for the ride.

New, improved techno-maintenanceTo gain recognition as an integral element of the production process, the maintenance depart-ment has been forced to drastically change and

improve its methods and level of communica-tion. It’s done so by building the types of stra-tegic partnerships this column addresses—with technology playing a signifi cant role in establishing and sustaining these relationships. Delivering equipment effectiveness, availability and uptime has fast become the new maintenance creed. Setting maintenance goals and objectives that dovetail into production/manufacturing goals and corporate goals are concepts that would have been almost laughable 30 years ago. The new and improved maintenance department has entered the era of “techno-maintenance” in which today’s maintainer must understand and work with complex equipment designs and control systems that demand a critical thinking approach to troubleshooting, combined with a moderate to high computer skill level.

The modern maintenance department has kept pace through the introduction of main-tenance philosophies such as TPM (Total Productive Maintenance) and failure analysis methods used in RCM (Reliability Centered Maintenance), both of which demand the main-tenance department to develop partnerships with operators and engineers, and gain an inti-mate knowledge of the equipment itself—which requires good data.

Data is discreetly gathered, analyzed and turned into real-time management information through the CMMS (computerized maintenance management system). Data is received whenever a transaction is opened and closed through the work request and work order process. Data is collected real-time through electronically connected “online” condition-based manage-ment equipment monitoring systems, and through downloading of interfaced predictive maintenance diagnostic technologies such as infrared thermographic systems, and vibration analysis systems, etc., all used on a daily basis in the majority of today’s maintenance and reli-ability departments.

Ken Bannister, Contributing Editor

COMMUNICATIONS

The Technology Partnership


COMMUNICATIONS

Lifelong learningIn the early 1900s, much of the industrial equip-ment in use was handmade by Victorian-infl uenced craftsmen who were also required to maintain the equipment. By the 1920s, the mechanization revo-lution had restructured the way equipment was designed and manufactured—think of Henry Ford and his Model T, and Frederick Taylor’s time/motion studies. Manufactured components and equipment could be made utilizing machines, and put together on moving assembly lines with every action timed to the second. Maintaining this new manufac-turing approach required less of a craftsman’s hand and more of a specialist’s hand. Accordingly, the maintenance profession began to develop multiple specialties, including: electricity (electrician); steam (steamfi tter, stationary engineer); machining (machinist); mechanics (fi tter, mechanic, mill-wright); and metalworking (sheet metal worker, plater, welder).

The new maintenance specialists were collec-tively called tradesmen. To stay employable, most craftsmen moved into their strongest niche area to be absorbed as one of these new tradesmen. Thus, mechanization gradually phased out the craftsman from the industrial mainstream requirement.

Sixty years laterHistory began repeating itself in the 1980s with the computerization revolution that today is placing huge demands on tradespersons. With more and more equipment now being designed by computer, built by robots and run by computer control, modern maintenance requirements demand critical thinking skills and computer diagnostic abilities. Ten years into the new millennium, it is easy to see the maintainer’s role as one that has evolved from that of a tradesperson to that of an actual Capacity Assurance Technician (CAT).

Today’s rapid pace of change demands a modern maintainer be current in both manufacturing and maintenance technologies—as well as modern maintenance methods and philosophies. Arguably,

the relationship a modern-day maintainer has with technology is one of extreme importance if he/she is to be viewed as a valuable and market-able employee. Luckily, as maintenance profes-sionals, we do not have to write the code for the technology, only invest in understanding how to operate and analyze with the technology.

To reach a level of comfort in our work lives, we must examine and draw upon the comfort with technology that we enjoy in our personal space and lives, and realize they are one and the same. Remember, however, that partnering with technology involves more than simply investing in a computer and “exploring the Web.”

Truly partnering with technology involves investment in oneself. Maintainers must invest in themselves through attendance of simple word-processor, spreadsheet, database and presentation software training; through attendance at trade shows and conferences such as MARTS; and of course, through subscription and reading of targeted, industrial trade publications such as Maintenance Technology and Lubrication Management & Technology. It also involves reading books and building one’s own mainte-nance and engineering reference library to famil-iarize ourselves with (and learn how to apply) technology in the workplace.

The payoff to all this? Investing in oneself and staying current in the technology of your profession is a partnership that virtually assures a position in the maintenance environment of the future. MT

Ken Bannister is lead partner and principal consul-tant with Engtech Industries, Inc. Telephone: (519) 469-9173; e-mail: [email protected]. (EDITOR’S NOTE: Ken also will be a featured part of MARTS 2010. To register for and/or learn more at his great Pre-Conference Work-shop “Liquid Gold: Implementing a Winning Lube Strategy for Maximum Gain,” or his must-attend Conference Session “How to Kill a Bearing,” visit www.MARTSconference.com.)

Remember that partnering with technology involves more than

simply investing in a computer and “exploring the Web.”

Truly partnering with technology involves investment in oneself.

COMMUNICATIONS


Putting it as simply as

possible, application of

new design principles

in capacity-assurance

technologies is boosting

usability and productivity.

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It’s 10:00 a.m., Tuesday, December 8, 2009,

in Old Fort, NC. Jeff Wakefi eld, plant

manager of Columbia Forest Products

(CFP), calls the morning “War Meeting”

to order. He starts with a recent hardwood

press issue: “We’re looking for solutions,” he

says to Continuous Improvement manager

Brian Sprouse and the other department

heads. “Press faults are over a percent back;

let’s problem-solve.”Wakefi eld opens the high-level problem-solving

forum, adding support and facilitating when necessary. He keeps the meeting on track by referencing key plant metrics—safety, quality, productivity, delivery and cost—displayed in charts, graphs and metrics on a University of North Carolina Tarheel blue wall.

Relationships appear strong. Conversation is open, comfortable, but, most importantly, concise. Deter-mined to get the job done, Gluing/Pressing supervisor Charlie Kelly immediately takes ownership and brain-storms issues with the group. He gains agreement that root cause analysis (called “C4”) is necessary. “Tell us what you need,” Wakefi eld says encouragingly.

Making it all come together…

Total Process Reliability Total Process Reliability The ‘Columbia Way’The ‘Columbia Way’

The use of Lean and TPM are helping drive sustainable reliability

in the face of strong foreign competition and a recession.

Greg Folts and Rinnette LowderMarshall Institute




Separate meetings are then held to manage the details. The result: Press faults drop below target; 12 best practices around the reject are developed; operations owns all solu-tions. This style and combination of leadership, teamwork and solution-fi nding are commonplace at CFP.

The War Meeting wraps up at 10:37 a.m. The lights are turned off, the projector is turned on and the morning maintenance meeting begins. Scott Gouge, Maintenance Planning lead, reviews the weekly schedule. At 10:59 a.m., the maintenance meeting ends and the War Room empties.

What is very clear from this scenario is that CFP is serious about effi ciency, effectiveness, teamwork, quality and productivity. This case study focuses on the lean- and reliability-related improvements that this employee-owned company has made, reasons for success and some of the challenges along the way.

BeforeCFP’s Old Fort facility began a lean manufacturing journey in 2005. The objectives were to improve production and maintenance workfl ow and drive out non-value-added costs. That need for change is best described by Gouge: “Prior to lean, we were a fi re-fi ghting system.”

Yet, despite three successful years of lean maintenance and achieving signifi cant process-effi ciency improve-ments and cost reductions, continued equipment failures were keeping the site from meeting its production targets. To reduce failures and improve uptime, CFP realized lean process improvements were only one step in its journey;

it also needed to confront the reliability frontier. The orga-nization was familiar with the concept of Total Productive Maintenance (TPM), but needed to ensure that this tool was the right one to counter poor equipment reliability. Rather than try to get where it wanted to go by itself, CFP chose to work with Marshall Institute (see ending Sidebar).

AfterToday, less than two years into the reliability piece of their improvement journey, CFP notes considerable advances in key reliability improvement areas. There has been a 50% reduction in post-purchase product inquiries. PM comple-tion has improved 52%. Overall rejects have improved by 71%. Production per man-hour has increased by 17%. The site now kits 40-50% of its jobs (up from 0%). Operators and maintenance personnel work in partnership and feel true ownership over their equipment and process. Shop-fl oor wrench time has increased, and the plant is running more effi ciently. CFP has achieved real culture change.

Factors for successCFP’s key objectives include reducing downtime, improving response time, PM compliance, overall equip-ment effectiveness (OEE) and work order completion, and developing better OEE measures and solving problems to predict maintenance equipment failures and behaviors. In addition, the company wanted to gain improvements in other key performance measures such as maintenance labor and supplier costs. It further planned to improve storeroom effi ciency and revamp the entire PM system.

Headquartered in Greensboro, NC,

employee-owned Columbia Forest

Products (CFP) employs over 2000

people in 12 plants. The company is

North America’s largest manufacturer

of decorative hardwood, plywood

and veneer products. Its decorative

veneers and plywood panels are used to

make cabinets, furniture, fi xtures and

millwork for homes and commercial

settings around the globe.




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Wakefi eld and Sprouse admit that if they had not imple-mented TPM and begun focusing on reliability improvement, they would have had more stoppages in process fl ow and more downtime—not to mention less ownership by personnel in seeing that the process runs as effectively as possible.

Assessing, structuring, trainingAfter acknowledging that TPM was the right tool, CFP’s maintenance systems and practices were assessed for strengths, weaknesses and improvement areas. Wakefi eld, Sprouse and plant superintendent Randy Marsh, along with hourly and salaried maintenance and production staff, met to create their vision, mission and expectations, thus shaping how TPM fi t into the overall company strategy and philosophy.

Following the assessment, a TPM Steering Committee was formed. This cross-functional team is responsible for driving TPM—the success of which relies heavily on their ability to lead and stay the course.

The initial assessment highlighted the need to restructure the planner role, build operator involvement and improve maintenance systems. In response, CFP designated one leader in charge of all planners to ensure that all mainte-nance work fl ows through the planners. (Before this was done, maintenance work orders didn’t necessarily go to the planner.) A kitting room was then created to support the restructured planning department, and work began on the storeroom concerns. To build operator involvement and relations with maintenance, the site conducted 12 week- long Basic Equipment Care (BEC) workshops to highlight the benefi ts of a closer maintenance/operations relation-ship and the improvements that can be achieved through front-line equipment care.

Putting a spotlight on equipment performance and reliability quick wins, the BEC workshops helped build shop-fl oor ownership of the equipment and support for TPM. These educational activities were explained as an essential part of maintenance excellence. This open communication was essential in highlighting the impor-tance of everyone’s purpose and support.

Cross-functional BEC teams thoroughly cleaned each piece of equipment in order to identify defects and opportunities for reliability improvement. The teams then created work orders for the defects (something that currently affects uptime) and for the opportuni-ties (repairs that help with equipment effi ciency). For example, on the de-barker, an enormous piece of equipment that strips bark from the tree (Fig. 1), a 12% production improvement was realized with BEC alone—which, in turn, dramatically lowered maintenance costs.

In addition to the BEC training, CFP invested in specifi c training for planning and scheduling. Scott Gouge attended one of these seminars with his manager, Brian Sprouse. “It was nice to not only have Brian’s support, but also for him to hear, from the experts, how long it takes to build a quality planning and scheduling effort,” Gouge says of this opportunity.

Standard operating procedures and On-The-Job-Training (OJT) are also used. Operator Linda Phillips led the gluing department’s training. “We dedicate six to eight weeks to OJT,” she reports. After the training, everyone is expected to do the job according to thestandard. (The next step in CFP’s training plan is to begin a quality training approach called Training Within Industry [TWI].)

Fig. 1. Views of the CFP de-barker “before” and “after” implementation of BEC principles and methodologies



Living the ‘Columbia Way’What drives and sustains CFP’s lean and reliability initia-tives? It’s the “Columbia Way” philosophy. Built on a lean background and company-wide in scope, this improvement philosophy is a way of life at the company. It permeates structure, communications, relationships, processes and problem-solving.

“It’s our passion and thought process of what work should be; it is our connection between the customer, employees and the community at large, and provides our vision and discipline,” says Wakefi eld. “We eat, breathe and sleep the Columbia Way. It’s not a gimmick, it’s the principle we live by and the way we do business.” A simple walk through the plant proves him out.

Employees are fully engaged, satisfi ed and take pride in their work. The shop fl oor is thoroughly maintained and “clean enough to eat off of.” Equipment, processes and fl ow effectively produce product on time, safely, effi -ciently, at a lower cost and to the utmost quality. The site also has seen a 50% reduction in OSHA incidents over the last year, earning it awards like the Department of Labor’s 2008 Outstanding Work in Accident Prevention, for the 19th consecutive year.

Leadership. . . CFP is living the philosophy, starting with sponsorship from its leaders. That type of support is key to any reliability effort. As Wakefi eld puts it, “without it [leadership support], your effort becomes a ‘program-of-the-month.’ Our leaders commit to not only leading change, but being servants to it.” If leadership isn’t living the philosophy, they can be challenged about it. At one BEC event, for example, employees questioned the reason for cleaning the equipment and work area. Leadership responded by helping them understand the importance of cleaning. In the end, 120 defects were identifi ed. The success of the workshop and subsequent reliability improvements spoke for themselves. Those inquiring employees are now BEC advocates.

Communication. . . At CFP, communication is upfront, open and two-way. Leadership communicates clearly with employees about the emphasis on equipment reliability and how employee involvement is essential to its success. In return, company leaders expect employees to communicate with them about problems and successes. Given the fact that the company is employee-owned, employees receive quarterly profi t and loss statements so they can see the results of their efforts.


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Resistance is expected and encouraged, as it facilitates open communication and sometimes leads to better solu-tions. According to Wakefi eld, no one is wearing rose-colored glasses. “We hope employees feel encouraged to express what they believe and free to challenge decisions made,” he adds.

Problem-solving. . . Standardization has been a priority in CFP problem solving. The organization established a “C4” (i.e. countermeasure, confi rm, concern and control) problem-solving process that is implemented when 15 minutes or more of downtime is documented. Problem-solving meetings are scheduled sepa-rately from the daily War Room and maintenance meetings for the key people required to fi nd a solution. Meetings move quickly and smoothly; participants know the purpose of each meeting and provide the right amount of input to meet those objectives.

Rewards. . . CFP has outcome rewards and a gain-share plan whereby if employees hit targets around key metrics, they receive a percentage back in pay. Other rewards, such as award dinners and time off with pay, Linda Phillips notes, “show that they [CFP] care.”

A war-room mentality CFP is data-driven. Decisions are based on reliable data and the most appropriate metrics are followed to ensure that efforts are helping to achieve strategic goals. The hub of the improvement structure is what CFP calls its “War Room” (Fig. 2), a command post that displays company metrics, progress and action items around fi ve critical areas: safety, quality, productivity, delivery and cost.

The “War Room” name came about during a time of diffi cult domestic market conditions due to the recession and heavy foreign competition. As Jeff Wakefi eld recalls, “We felt like we were in a war, and the name had the appropriate tone for our intent.” In fact, Wakefi eld, the continuous improvement coordinator and the plant superintendent all work from the War Room. Each morning, they hold meetings with maintenance and produc-tion to ensure communication is clear, jobs are understood and discrepancies are dealt with. Staffers circulate in and out all day long, updating key metrics for their respective departments.

In Wakefi eld’s opinion, the benefi ts of the War Room are obvious. “It aligns all departments and ensures we have the same principled approach and are adhering to it.” Gouge agrees. “Departments get to know each other better,” he says, “and interaction between maintenance and production has increased. The two come together to problem-solve and work together.” (Interestingly, the concept has taken off in other parts of the plant, as maintenance, production and sales have created their own War Rooms displaying key metrics.)

Challenges along the wayCFP readily acknowledges that the lean and reliability journey has not always been easy. The biggest challenge? “Communicating to employees ‘why and what’s in it for me,’” says Brian Sprouse. The company feels that it was “a little slow” in conveying the message about the importance of maintenance excellence to employees, and how this was another stage in their journey of continuous improvement. Wakefi eld believes his organization “would be even further along if we had established the Columbia Way philosophy sooner.”

Strengthening the relationship between maintenance and produc-tion is another area CFP believes it should have focused on sooner. As a result, leadership feels as if the company is “playing catch up” with production and maintenance.

Fig. 2. Plant manager Jeff Wakefi eld leads a meeting in CFP’s Carolina War Room.


Reliability Starts Here: Desiring The Best

CFP’s reliability journey began in January 2008, when Continuous Improve-ment coordinator Brian Sprouse attended a Marshall Institute training seminar to learn more about TPM practices and benefi ts. He immediately realized the impact of big wastes and the need for an entire maintenance-system approach to reliability. He also realized that it was vital to fi nd a results-oriented partner with which to travel through the reliability frontier.

Although CFP interviewed many companies, it felt the typical approaches were short-term, and did not align with CFP’s long-term vision. Plant manager Wakefi eld sums up his organization’s decision as follows: “We selected Marshall Institute because of their total system and data-driven approach. They use lean principles, which we are familiar with, and emphasize long-term maintenance excellence.” This approach matched CFP’s vision, philosophy and represented the type of cultural change the company desired.

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Committed to continuous improvement Although CFP is still in the process of reaching targets, it has seen signifi cant behavior and reliability changes. It points to Marshall Institute’s support as a key to that success—by helping accelerate the CFP learning curve and making planning and implementation more concise. Today, all levels of the organization are aware that reaching the desired destination in this reliability journey is expected to take fi ve years. CFP, though, is committed to continuous improvement, and believes that the journey is never-ending. The company knows that it still has improve-ment opportunities ahead, but when it looks at where it was a year ago, it sees great gain.

CFP is realistic about goals. That’s because of its previous experience with lean improvements—and with prioritizing and implementing the right strategy to achieve those goals. Says Wakefi eld, “First in, fi rst out … we pace change to know it’s sustainable.” In other words, the company bases what it does on what makes sense for CFP’s culture and strategic goals, laying a deep foundation and achieving critical mass in the process.

As for the tough economy, CFP is more than just surviving by staying focused on these principles. “If we didn’t implement TPM we’d be strug-gling to survive,” notes Wakefi eld. Major successes have been achieved, and major changes for sustained improvement have been made, including culture change, maintenance-system improvements, stronger inter-department rela-tionships and leadership commitment. Still, Columbia Forest Products realizes these are milestones on a much longer journey. It remains fi rmly committed to continuous improvement—and has all the factors in place for continued success. Watch this space! MT

Greg Folts is president and Rinnette Lowder is instructional designer of Marshall Institute, an asset management company providing maintenance and reliability consulting and training services to industry. Telephone: (919) 834-3722; e-mail: [email protected]. (EDITOR’S NOTE: This case study will be presented at MARTS 2010, on Wed., April 28. For details, visit www.MARTSconference.com.)



MAINTENANCE LOG







Adam LundEmerson Process Management


Is it a good idea?

Basing PMs Upon Operating Hours In

Standby Emergency Equipment

Fig. 1. View of engine block showing overspeed governor drive unit, fl ange and studs

The lessons from this case

study have implications

for any operation that has

dedicated emergency

standby equipment.

Standby engines that have

a high ratio of thermal

cycles versus operating

hours could experience

degradation in their bolted

joints due to gasket creep

and relaxation effects

before they are to be

replaced according to an

operating-hours-based

maintenance schedule.

Randall K. Noon, P.E.Cooper Nuclear Station

MAINTENANCE LOG


What happens, however, when a piece of equipment like an engine-generator set is dedicated to an emergency standby mission? In such an application, the equipment may only be operated occasionally. In fact, it may not even be operated enough to warrant a regular overhaul during the life of the installation. Are there unexpected mainte-nance problems that can occur when equipment is not used very much?

During the monthly scheduled test of a standby, emer-gency diesel-generator set in September 2009, the mechan-ical overspeed governor was observed to be vibrating signifi cantly. Dismantling the governor drive-unit and its attached components revealed that the fl ange connection was loose where the unit attached to the engine block with studs and nuts (see Fig. 1)—all eight nuts were loose. Oil was also pooled on the I-beam directly below the rear engine cover. The oil appeared to originate from the engine governor drive-unit fl ange.

Summary of investigation fi ndingsA review of historical work documents found no indications that maintenance had been performed on the overspeed governor gearbox drive-unit connection. The fl anged connection had not been disas-sembled since it was initially assembled and installed by the original equipment manu-facturer (OEM) in 1974. The gasket used in the bolted joint was the original gasket. In response to inquiries, the OEM provided the following information:

■ The original torque requirement for the 5/8” diameter NC studs and nuts was 50 ft-lbf.

■ The expected service life of the gasket would be the same as the engine, about 40 years based on operation hours, provided that the proper nut tension is maintained and the joint is not disturbed.

■ The usual degradation mechanisms for this gasketmaterial are joint looseness or possibly long-term expo-sure to water.

■ With respect to periodic maintenance for the gearbox-to-cam-house connection, the vendor recommended that nut tightness be checked if oil seepage is noted.

■ The gasket was 1/64” compressed asbestos fi ber with SBR, Buna-S binder.

The fl ange faces had no surface problems or defi cien-cies. The studs were not loose in the fl ange. No defi ciencies were found with the tap-end stud washers. As shown in Fig. 2, three of the eight studs were noted to have abrasion marks on the threads. The governor overspeed housing had loosened suffi ciently to drop down and “ride” back and forth on the studs.

Most maintenance plans are based on the expectation of wear and tear that occurs when

equipment is operated. This is especially true of electric motors, pumps, engines,

compressors and production line machines that are regularly operated. Consequently,

most preventive maintenance schedules are based upon hours of usage.

Fig. 2. Example of abrasion damage on stud threads; about 10-12 mils of material were worn off. (20x)


MAINTENANCE LOG


The internal gearing of the overspeed governor drive-unit was examined. No unusual wear or damage was noted on the bevel gear teeth (Fig. 3), shafts and bearings—nor were problems noted in the governor itself.

Similarly, engine-block vibrations measured in the preceding two years indicated that no signifi cant vibrations originated elsewhere in the engine—except those originating most recently in the loose overspeed governor and its cable mounting bracket. Witnesses to previous engine tests indicated that no similarly high vibrations had been noticed.

Prior to the event, the engine had 3513 hours of actual operating time and 1566 starts. This is an average of 2.24 hours of running time for each start. The oil temperature when the diesel-generator operates is 165 F. When the engine is in standby, the temperature of the oil is about 101 F. Thermal cycling of the gasket in question, therefore, was estimated to range from 101 F degrees during standby, to 165 F degrees during operation.

Because the overspeed governor trip-unit is located in a generally inaccessible area, there was no suspicion that someone had surreptitiously loosened the nuts. There were no specifi c preventive maintenance items for changing gaskets or checking nut torque in the manual. Gaskets were normally changed and nuts re-tightened when a part was removed and replaced due to normal-service time maintenance-inspection schedules.

A review of plant condition reports, though, found that there had been unrecognized precursors.

■ Reports in March and April 2006 reported that the over-speed governor was leaking oil.

■ A report in January 2008 documented that the oil sight glass on the overspeed governor fell off during a test. When the sight glass was examined, it had a fatigue fracture.

■ A report in December 2008 documented that both of the diesel-generator intake-manifold butterfl y-valve mechanical overspeed trip cables failed to meet pull-test requirements. The cables were replaced.

AnalysisAn assessment determined that the following occurred:

■ The overspeed governor drive trip fl ange-to-fl ange bolted joint loosened over time due to gasket creep and relaxation effects in response to the high number of engine thermal cycles.

■ When the bolted joint on the overspeed governor began to loosen, oil leaked by the gasket.

■ When the joint loosened more, vibrations increased and caused damage to the overspeed trip cables. The vibrations may have also caused some damage to the gasket due to internal fretting between the gasket and fl ange surfaces.

A review of the preventive

maintenance tasks for the engine

found that they were primarily

based upon operating time,

as recommended in the manual

provided by the OEM.

Fig. 3. No damage was noted on the internal bevel gear teeth shown here, nor with the shafts, bearings or overspeed governor itself.

MAINTENANCE LOG

MARCH 2010 MT-ONLINE.COM | 23MT-ONLINE.COM | 23

■ When the nuts loosened to the point that they were “fi nger tight” or less, engine vibrations were suffi cient to excite the overspeed governor assembly and visibly wobble back and forth.

Using the available information, the graph shown in Fig. 4 was generated to show the approximated loss of bolt load versus time. Inspection of the graph shows that the reduction in stud stress to 20,000 psi occurred after about eight years of service. The overspeed governor drive trip housing, though, functioned well until stud stress was below 5000 psi, or below a torque value of about 8.3 ft-lbf.

DiscussionThe four-stroke, V-16, turbo-charged, 5000-kilowatt diesel engine used for the standby emergency diesel generator system (one of two such units at the site) is typically deployed in ships, locomotives and stationary power plants where it is run either in continuous or in semi-continuous service. The critical parts are the main engine bearings. When the main bearings are worn, the engine is dismantled and overhauled. A typical overhaul period is perhaps 25,000 to 50,000 operating hours. On a continuous operating basis, this is equivalent to 2.9 to 5.7 years.

During an overhaul, it is normal to disassemble the unit, inspect items that wear, and change out gaskets that are often damaged during disassembly—then reassemble the unit. This includes re-bolting gasket joints to the specifi ed torque specifi cations. In other words, when the engines are operated as designed on a continuous or semi-continuous basis, most gaskets are replaced and their nuts are re-torqued perhaps every three to six years.

This standby emergency diesel-generator, however, had historically been operated about 100 hours per year and

thermally cycled about 45 times per year. On a continuous basis, the engine had run the equivalent of about four days per year for 35 years. At this rate, it would require 214 more years for the engine to reach the typical lower overhaul period of 25,000 operating hours. In short, degradation was not occurring because of operating wear. The engine had hardly been run at all.

The phenomenon of gasket creep and relaxation—which primarily affects soft-gasket bolted joints—is a combi-nation of several effects.

An initial relaxation of bolt-load stress occurs directly after the bolt and nut are tightened due to plastic fl ow of the soft gasket material under compression and embedment of the joint components. Because the gasket is not constrained at the ends, it can squeeze out the sides of the fl anges in response to compression. This is the primary reason why many bolting specifi cations require that a second tightening be done four or more hours after the initial tightening.

After the initial tightening of the joint, two other time-dependent effects come into play. One is cyclic stress loading that occurs during operation, usually due to vibrations. These resulting alternating stresses—if high enough—cause soft gaskets to plastically fl ow. Because of hysteresis effects, the gasket never fully regains its original position after each cycle. It slowly fl ows out the ends of the fl anges and gradu-ally becomes thinner between the fl anges, which causes the initial bolt pre-load stress to diminish over time.

In this particular case, though, vibration was initially not a signifi cant factor. If it had been, the joint would have loosened right away.

The measured amplitude of engine vibrations in the area of the overspeed governor was not high enough and the duration was not long enough to cause an immediate problem. This is why the joint performed well for 32 years.

Fig. 4. Approximated loss of bolt load versus time

Estimated Reduction in Stud Stress vs. Time

1970 1975 1980 1985 1990 1995Year

2000 2005 2010 2015

35,00030,00025,00020,00015,00010,000

5,0000

Load

Str

ess

(psi

)

Sight glassfatigued

Damagein cables

Oil leaked

OEM Spec


MAINTENANCE LOG


A second effect is thermal cycling, wherein expansion and contraction affect the thickness of the gasket. Alternate heating and cooling of the joint causes both the bolts and gasket mate-rial to alternately expand and contract. The net effect is similar to that due to alternating stresses due to vibrations. Again, in an alternating expansion and contraction cycle, hysteresis effects cause the gasket material to not fully regain its original dimen-sions, and the gasket becomes thinner.

When there are enough thermal cycles to cause the load stress to suffi ciently decrease, engine vibration effects then become signifi cant. As the torque on the nut decreases, a threshold will be reached where the alternating stresses induced by engine vibrations are signifi cant as compared to the remaining load on the stud or bolt. When this occurs, engine vibration effects cause the nut to loosen and back off.

The graph in Fig. 4 indicates that the pre-load stresses in the studs were perhaps 3000 psi when seepage of oil was fi rst observed. This occurred after the engine had undergone over 1400 thermal cycles—this is a high number of thermal cycles.If the engine had been regularly run eight hours per day, for example, the engine would have already been overhauled and the problem would not have occurred.

A review of the preventive maintenance tasks for the engine found that they were primarily based upon operating time, as recommended in the manual provided by the OEM. To correct the condition, a program to check all bolted joints on the emergency standby engines was initiated. MT

Popular contributor Randall Noon is a root-cause team leader at Cooper Nuclear Station. A licensed professional engineer, he has been investigating failures for more than 30 years. He is the author of several articles and texts, including: The Engineering Analysis of Fires and Explosions; Forensic Engineering Investigations; and, most recently, Scientifi c Method: Appli-cations in Failure Investigation and Forensic Science (CRC Press), a chapter of which was excerpted in the June 2009 issue of Maintenance Technology. E-mail: [email protected].

References 1. EPRI Technical Report 1010639, dated January 2006,

Non-Class 1 Mechanical Implementation Guideline and Mechanical Tools, Revision 4. This technical report contains an excellent description of gasket creep and relaxation, and how bolts loosen due to vibration.

2. “An Experimental Investigation of the Factors that Contribute to the Creep-Relaxation of Compressed Non-Asbestos Gaskets,” by Jose Veiga, Carlos Cipolatti, Ana Sousa and David Reeves, published in the Proceedings of the ASME 2007 Pressure Vessel and Piping Conference, July 22-26, 2007, San Antonio, TX. This paper, while primarily discussing non-asbestos gaskets which were used in the testing, nonetheless provides an excellent description of the phenomenon of gasket creep and relaxation, especially in response to thermal cycles.

3. Machine Design: An Integrated Approach, by Robert Norton, Prentice-Hall Inc., 1998, pgs. 914-939. This text contains a detailed explanation of how to perform a stan-dard calculation to determine pre-load in bolted joints.

4. “Heat Exchanger Gaskets Radial Shear Testing,” by Jose Veiga, Nelson Kavanagh and David Reeves, Proceedings of PVP2008-61121, 2008 ASME Pressure Vessel and Piping Conference, July 27-31, 2008, Chicago, IL. This reference is noteworthy because it provides a qualitative sense of how thermal cycling affects the preload on a bolted joint in several types of gasket materials.

5. “Advantages of Shortening Overhaul Periods,” by Randall Noon, ASME Paper 79-WA/PEM-1, Winter Annual Meeting, December 2-7, 1979. This paper notes typical overhaul periods in stationary engines, and why it is sometimes better to overhaul engines before their normal turnaround time.

To correct the condition, a program to check all bolted joints on the emergency standby engines was initiated.

EDITOR’S NOTE: Gaskets played a big role in the root cause of the problem referenced in this article. To learn more about these important components and how their application (or misapplication) can affect equipment reliability in your own operations, check out the Pre-Conference Workshop “Best Practices in Compression Packing and Gasketing” that will be offered at MARTS 2010. Sponsored and presented by member companies of the Fluid Sealing Association (FSA), this Workshop promises to be an invalu-able learning experience for anyone involved in the selection, installation and/or maintenance of these types of sealing solutions. To register, go to www.MARTSconference.com.









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Designing For Stiction,

Among Other Things

Jane Alexander, Editorwith

Kevin Delaney, Tuthill Pump

Here’s what it

takes to boost gear

pump reliability in

remote locations. F

or internal gear pumps, a compressor lube-oil application

might be viewed as an ordinary, nothing-special situation.

Consider, though, internal gear pumps on screw compressor

skids used for natural gas exploration in some of the most

remote and desolate parts of the world. Reliability is a must with

these critical units. That’s because maintenance crews can be

hundreds—if not thousands—of miles away. Dispatching a crew

by helicopter may be the only way to address an emergency down-

time requirement.But diffi cult logistics are just part of the problem. Throw in a few more chal-

lenges, beginning with high thrust load because of system pressures that can run up to 400 psi. Add high radial loads due to side-mounted belt drives on some installations. Then top it all off with the need for the pump to be capable of starting up cold at -20 F. Got the picture?

Tuthill Pump’s HG upgrades for its GlobalGear line of internal gear pumps have met these types of challenges and more. This upgrade package is being supplied to several of the major compressor skid suppliers, with installations dating back two years that have an operating record of no reported failures. HG upgrades address reliability issues for both bearings and mechanical seals individually, and for an integrated combination of bearings and seals.




How these upgrades work for bearingsBearings are typically selected to handle either primarily axial or radial loads. In the compressor-lube applications described, the pump will see both high axial and radial loads. Axial load will be thrust caused by the combination of system pressure and differential pressure. Radial load will be the combination of load caused by differential pressure and whatever side load applied to the sheaves if belt-driven.

To deal with this combined axial and radial load situ-ation, Tuthill uses an upgrade bearing arrangement of back-to-back, matched-pair, single-row, angular contact bearings (supplied by SKF) that are installed with heavy press interference fi t to the rotor shaft. With the bearings held in place in a bearing cap, rotor-end clearances can be set by adjusting the bearing cap location with a jacking- bolt and locking-bolt arrangement similar to what is used in ANSI process pumps.

Compressor stations are high-vibration types of envi-ronments. Using press-fi t bearings and the jacking-bolt/locking-bolt arrangement serves to lock the rotor position in place—and is not dependent on small set screws or locknut tabs to keep the rotor securely in place. Another major advan-tage of this arrangement is that the bearings only need to be lubed every 15,000 hours. With the pumps running continuously, this makes for an 18-month-between-sched-uled-maintenance interval.

How these upgrades work for sealsSealing cold lube oil in a startup condition presents two special challenges. A high moment of inertia condition arises when cold lube oil surrounding the rotary portion of the mechanical seal creates a huge drag effect. This holds the rotary portion of the seal in place, while the shaft on which the rotary seal face is attached is instantaneously accelerated from a standing start to whatever the operating speed of the pump is. Unless the seal is specifi cally designed to withstand this high moment-of-inertia starting condi-tion, there will be seal failures due to broken or bent drive pins and/or fractures in the drive faces as the motor-driven shaft breaks free and the seal breaks in pieces.

The other challenge is that thickened cold lube oil is a poor lubricant. For a brief period, the seal faces essentially run dry because the thickened oil is unable to penetrate into them. With this brief moment of run dry, seal faces of like materials can gall and seize as one piece welded together. “Stiction” is a term that has come into recent use to describe this phenomenon. If the seal faces do seize and weld together, the result will be seal failures due to broken or bent drive pins and/or fractures in the drive faces.

To address this cold-lube startup situation, Tuthill now incorporates an upgraded, heavy duty slurry-type seal that has thick cross-sections on the pieces and drive

components to withstand high starting-torque condi-tions. Positive drive is used on the rotary with a grade of 400 series stainless set screws, and the stationary is pinned in place in the gland.

With this design, the compression springs of the rotary unit are on the atmospheric side—thus, there’s no oppor-tunity for clogging of the springs. Moreover, the faces of the heavy duty slurry seal are of dissimilar hard materials that are guaranteed not to weld together.

This heavy duty slurry seal is a balanced seal to reduce face loads during operation, and an API plan 13 vent to suction is used to circulate lube oil into the seal chamber. The seal chamber is an oversized stuffi ng box to provide clearance for the lube oil to properly cool and lubricate the seal faces. For larger pump sizes with signifi cant cantilevered loads, the GlobalGear pump incorporates oversized shafts and bear-ings that reduce defl ection up to half and extend seal life.

A proven problem-solverThe proven reliability of the GlobalGear pump with the HG upgrades is the result of careful attention paid to the design details—not just of bearings and seals, but of the entire pump assembly as an integrated unit.

Despite the high starting torque requirements for compressor lube-oil applications, broken shafts or gear teeth aren’t encountered with this type of gear pump. The shafts are made of a higher strength AISI 4140 steel, and idlers and rotors are made of ductile iron ASTM A536, grade 80-55-06 that provides a degree of strength and resistance to breaking similar to that of steel gears.

An upgraded, heavy duty slurry-type seal with thick cross-sections on the pieces and drive components withstands high torque conditions in cold-lube startup situations.


The API 676-compliant GlobalGear upgrade features a back pull-out of the bracket and rotor assembly.

The GlobalGear pump itself is API 676-compliant, and features a back pull-out of the bracket and rotor assembly. For high system-pressure requirements, high-pressure fl anges are supplied—generally 250# ANSI fl anges for cast iron construction or 300# fl anges for cast steel construction.

Maintenance made easyWhile design life is usually longer, it is recommended that the bearings and seals be renewed every fi ve years. For scheduled periodic maintenance of the compressor stations, crews work on all types of different equip-ment. Seals and bearings are what generally wear out quickest. The mechanical seal and ball bearings of the HG GlobalGear can be replaced with a cartridge-style pump drive module, allowing fast and easy renewal by a non-specialized crew. Even more interesting is that the cost of the cartridge-style pump drive module is in line with that of some API cartridge-seal-only assemblies.

For many gear-pump applications, reliability may not be as crucial as it is for remotely located natural gas exploration compressors—and “stiction” may not be the hidden seal killer. On the other hand, Tuthill’s successful experience with reliability-driven design upgrades on compressor lube-pump applications means that design options are now available to dramatically improve gear-pump reliability in a wide range of applications. From another perspective, if your operations have stacks of unfilled work orders piling up, planned bearing and seal renewal that can be done quickly by a non-specialized crew could offer an interesting and very cost-effective option. MT

Kevin Delaney is vice president of Marketing for Tuthill Pump, headquartered in Alsip, IL. E-mail: [email protected]



dramatically improve gear-pump reliability in a wide


http://www.cbm2010.com

http://www.pip.org


MOTOR DOC’S HOT TOPICSMOTOR DOC’S HOT TOPICS

Pre-Startup Hermetic Chiller Motor

Evaluation

The time for chiller startup is upon many companies. With it comes a decades-old challenge: how to verify the condition of a chiller motor before startup.

Common testing for electric motors includes vibration analysis for mechan-ical components and insulation-resistance (Meg-Ohm) testing for winding

insulation. Vibration analysis, however, is challenging and may miss critical fi ndings due to the location of bearings and mechanical components. Insulation-resistance and high-voltage tests are frowned upon by a number of hermetic chiller manufac-turers. Improper information on the interpretation of results and understanding of test standards creates additional hurdles.

Modern technologies consisting of a combination of Electrical Signature Analysis (ESA) and Motor Circuit Analysis (MCA) utilizing the methodology presented in IEEE Standard 1415-2006, “IEEE Guide for Induction Machinery Maintenance Testing and Failure Analysis,” can now be applied in evaluating chiller motors. ESA utilizes the voltage and current information related to the electric motor in order to evaluate the power supply, dynamic condition of the motor’s electrical and mechanical components, and the general condition of the driven equipment. The technology can detect broken rotor bars and bearing issues with a high degree of accuracy, and can also be used to trend conditions for Time to Failure Estimation™ (TTFE) as part of a PdM program.

The MCA method that is used avoids the issue of high-voltage testing both for winding shorts and insulation-to-ground fault aggravation through a series of low-voltage techniques that detect faults, as well as trend degradation and contaminant impact on motor windings. (Moisture and acids in refrigerants and lubricating oils, and coil movement during startup wear away the inter-turn and ground-wall insulation systems within the machines.)

MCA testing must be performed on de-energized equipment—allowing evaluation prior to chiller startup each cooling season. While IEEE 43-2000, “IEEE Recommended Practice for Insulation Resistance of Rotating Machinery,” calls for 5 Meg-Ohms in machines under 1000 volts and 100 Meg-Ohms in those over 1000 volts, hermetic machines often have much lower pre-startup readings. In the past, it’s been hard to determine if the issue will cause a motor failure at startup, requiring the owner to risk startup, and then re-check after the machine has run. MCA test results more accurately identify the potential risks and causes for low test results. MT

Howard Penrose is VP of Repair Services (Operations) for Dreisilker Electric Motors, Inc. (http://www.dreisilker.com) If motors are one of your key interests and/or job responsibilities, Penrose’s Post-Conference Workshop, “Motor Systems Maintenance and Management,” at MARTS 2010 is one of the best places you can be this spring. For details and to register, go to www.MARTSconference.com.

Howard W. Penrose, Ph.D., CMRP

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http://www.dreisilker.com

Don’t Miss The Capacity Assurance Conference!

®®®®®®

PRESENTED BY:

MAINTENANCE and RELIABILITY TECHNOLOGY SUMMIT

New Speakers! Critical Topics! Powerful Presentations!The premier educational event

for maintenance professionals,

MARTS 2010 covers the widest

range of topics in its history.

With 30 one-hour Conferences

and 17 full-day Workshops,

MARTS off ers valuable,

job-critical information for:

Plant and Facility Managers

Maintenance Engineers

and Managers

Maintenance Team Leaders

and Members

Plant Operators and

Engineers

Reliability Engineers

and Managers

... at the comfortable

Hyatt Regency O’Hare hotel,

10 minutes from O’Hare Airport

in Rosemont, IL.

* Keynote Speaker John Ratzenberger – the actor, author and manu-facturing activist will speak about Nuts, Bolts & Thingamajigs, his foundation that brings students and manufacturing together.

* Futurist and fi nancial professional Bob Chernow, who will off er predictions for manufacturing, technology, the economy and other key issues.

* A special “Reliability Gives

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

* Solid representation from industry experts such as Christer Idhammar, Bob Williamson, Doc Palmer and many others, including Enrique Mora, who will present a Spanish-only Workshop on TPM.

MARTS 2010 MARTS 2010 Highlights: Highlights:

APRIL 27-30, 2010Or Call Tom Madding: 847.382.8100 x108

Hyatt Regency O’Hare, Rosemont (Chicago), IL

www.MARTSconference.com



30 | LUBRICATION MANAGEMENT & TECHNOLOGY JANUARY/FEBRUARY 2010

Is to provide a comprehensive

training, educational and professional

development opportunity for

maintenance and reliability technicians,

engineers, supervisors and managers

in all industries and major facilities.

MAINTENANCE and RELIABILITY TECHNOLOGY SUMMITAPRIL 27-30, 2010

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MARTS 2010 WorkshopsWorkshops are full-day, intense explorations of a given topic.

Most run from 8:00 a.m. to 3:00 p.m., with an hour for lunch (included in price).

See www.MARTSconference.com for addition details and to register.

Pre-Conference Workshops: Tuesday, April 27, 2010Lean Equipment Management: The Prescription for Rapid and Sustainable Gains

Robert M. Williamson, Founder, Strategic Work Systems, Inc.

Liquid Gold: Implementing a Winning Lube Strategy for Maximum Gain

Ken Bannister, Principal Consultant, Engtech Industries, Inc.

Fundamentals of Mechanical Seals / Mechanical Seal Division of the Fluid Sealing Association (FSA)

Best Practices in Compression Packing & Gasketing / Compression Packing and Gasket Divisions

of the Fluid Sealing Association (FSA)

Leading Organizational Change / Scott Franklin, Principal Consultant, Life Cycle Engineering

Getting Started with Predictive Maintenance / Mike Gilley and Mike Dixon, Principals,

Fox River Systems

Reliability Centered Maintenance / Anthony “Mac” Smith, Senior Consultant, AMS Associates

4 Lean Tools to Revolutionize Your Maintenance System (Part I) / Ed Stanek, President,

LAI Reliability

Special Spanish-Language Workshop: How to Prevent or Revert Failure in Your TPM Implementation / Enrique Mora, President, LeanExpertise.com

Post-Conference Workshops: Friday, April 30, 2010Lubrication for Profi t: Best Practices for Lube Selection and Application on Process Machinery / Ray Thibault, CLS, OMA I & II; Lubrication Training & Consulting

Motor System Maintenance and Management / Howard Penrose, Ph.D., CMRP; Vice President,

Engineering and Reliability, Dreisilker Electric Motors, Inc.

Contractor Management Strategy / Dirk Frame, Managing Partner, and Jerry Wanichko, Manager,

T.A. Cook Consultants, Inc.

Ensuring Reliability Through Systematic Work Control / Dave Krings, CMRP, BSME;

President, Nobreakdowns.com

Using SMED to Transform Your Lean Enterprise / Enrique Mora, President, LeanExpertise.com

Maintenance Planning and Scheduling / R. D. (Doc) Palmer, PE, CMRP; Partner,

People and Processes, Inc.

IR Thermography for Electrical and Mechanical Systems / R. James Seff rin, Director,

Infraspection Institute

4 Lean Tools to Revolutionize Your Maintenance System (Part II) / Ed Stanek, President,

LAI Reliability

What is MARTS?The Maintenance & Reliability Technology Summit is

a four-day educational experience and professional

development opportunity for maintenance and

reliability professionals working in industry.

Components include two days of full-day Workshops,

two days of one-hour Conferences, two Professional

Development Courses and Certifi cation Examination

opportunities. All sessions are presented by practitioners

and other industry experts who have signed

on to share their knowledge about industrial skills,

not to sell products or services.

Attendees interested in learning about products and

services have ample opportunity to meet with MARTS

exhibitors, located in common areas.

For exhibition opportunities, contact Tom Madding:

847.382.8100 x108

MARTS 2010 BasicsLocation: Hyatt Regency O’Hare, Rosemont, IL www.ohare.hyatt.com

Dates: Tuesday through Friday, April 27-30, 2010

Workshop Days: Tuesday and Friday (17 full-day Workshops off ered)

Conference Days: Wednesday and Thursday (32 one-hour Conferences off ered; see schedule on next page)

Professional Development Course 1: Certifi ed Lubrication Specialist (CLS) Review, Tuesday through Thursday

Professional Development Course 2: Taking Command of Your Maintenance Process: from Certifi cation to Implementation, Tuesday and Wednesday

Certifi cation Exam Day (for CLS and CMRP):Friday

Note: Individuals interested in taking an exam must register directly with STLE (CLS) and SMRP (CMRP). Link to these sites at www.MARTSconference.com


JANUARY/FEBRUARY 2010 www.LMTinfo.com | 31

The Capacity Assurance Conference!

JANJANANANAAJANJANJANJANJANJANJANJANJANNJANJANJANJANJANJANJJANJANA UARUARUAARARRUARUARUARUARUARUARUARUARRARRUARUARUARUARUARUARUAUAUUA Y/FYYY/FY/FY/FY/FY/FY/FY/FY/FYY/F/YYY/FY/FY/FY/FY/FY/FY/FY/FY/FY/ EBRRREBREBREBREBREBREBREBREBEBRBREEBREBREBREBREBREBREBREBREBE UAUAUAAARRUARUARUARUARUARUARUARUARUUAAUARUARUARARAARRUARUARYY 2Y 2Y 2Y 2Y 2Y 2Y 2Y 2Y 2YY 2Y 2Y 2Y 2Y 22Y 2Y 2Y 2YY 20 00 0010010010010010010010100101000100100100010100010010 wwwwwwwwwwwwwwwwww LMLMLMLML.LMTiTiTinTinTinTinffffofooffo.comcomcomcomm |||||| 3113131313131

MARTS 2010 Conferences Data Management

Green Lubrication Maintenance & Reliability

StrategyTechnology

Conferences are one-hour presentations, given by an expert in the fi eld.

Accompanied by a PowerPoint presentation, they include ample time for Q&A, and are divided into six categories:

See the schedule below for Conference off erings and other Conference-Day activities:

WEDNESDAY APRIL 28 (17 Conferences)

7:00 a.m. to 8:00 a.m.

Continental Breakfast

8:00 a.m. to 8:45 a.m.

Keynote AddressJohn Ratzenberger, actor, director,author and spokesperson for theNuts, Bolts & Thingamajigs Foundation

8:45 a.m. to 9:30 a.m.

Break / Exhibits

9:30 a.m. to 10:30 a.m.

Data ManagementInteroperability Between Plant Design and Other Systems for Reduced OPEX and Improved Maintenance, Turnarounds and Reliability Adrian Park, Intergraph Process, Power & Marine

Green The Two New Legs of Lean Bill Adams, Blue Strategies Group, and Bill Livoti, Baldor Electric Co.

Strategy

Reliability and Maintenance Management: From Good to Great Christer Idhammar, IDCON, Inc.

10:40 a.m. to 11:40 a.m.

TechnologyUnderstanding Torque Measurements and Torsional Analysis Trent Martz, IVC Technologies

Maintenance & Reliability Where’s Your Reliability Policy? Robert M. Williamson, Strategic Work Systems, Inc.

StrategyForward to the Basics! (Designed for the Rocket Scientists and Over-Achievers Among Us!) Jeff Shiver, People and Processes

11:40 a.m. to 1:00 p.m.

Lunch / Exhibits

1:00 p.m. to 2:00 p.m.LubricationHow to Kill a Bearing / Ken Bannister, Engtech Industries, Inc.GreenWorld-Class Companies Need World-Class Motor Management and Maintenance Noah Bethel, PdMA Corp.Strategy5 Guaranteed Ways to Cut Costs While Shooting Your Maintenance Eff ort in the Foot Ray Atkins, MT Contributing Editor

Maintenance & ReliabilityTotal Process Reliability the ‘Columbia Way’ Gregory Folts, Marshall Institute, Inc.

2:10 p.m. to 3:10 p.m.TechnologyUltrasound for Condition-Based Monitoring and Energy-Effi ciency Improvement / Mike Gilley and Mike Dixon, Fox River Systems

Maintenance & ReliabilityHow to Make Your TPM Implementation a Total Success Enrique Mora, Leanexpertise.comStrategyPlanning Maintenance With Production Support / John Crossan and Randy Quick, Manufacturing Solutions, Intl.

3:10 p.m. to 3:40 p.m.Break / Exhibits

3:40 p.m. to 4:40 p.m.Maintenance & ReliabilityRCM Lessons Learned: An UpdateMac Smith, AMS Associates, and Joe Saba, JMS SoftwareGreenHow to Reduce the Payback Period for Energy Effi ciency Projects / Ralph Semyck, Siemens Industry, Inc.StrategyChange Behavior to Achieve Results: High Impact Learning Tara Denton, Life Cycle Engineering (LCE)

StrategyLife Cycle Costing Management for World-Class Asset Managers / Ali Zuashkiani, Centre for Maintenance Optimization and Reliability Engineering, University of Toronto

4:40 p.m. to 6:00 p.m. Reception / Exhibits

THURSDAY APRIL 29 (15 Conferences)

7:00 a.m. to 8:00 a.m.

Continental Breakfast

8:00 a.m. to 8:45 a.m. Keynote AddressBob Chernow, Futurist/ fi nancial expert

8:45 a.m. to 9:30 a.m.

Break / Exhibits

9:30 a.m. to 10:30 a.m.

StrategyUsing Web 2.0 Technologies and Social Media to Continuously Improve Maintenance and Reliability Jeff Shiver, People and Processes

Maintenance & Reliability The Development of Condition-Based Maintenance in a Service Company Howard Penrose, Dreisilker Electric Motors

GreenTopic TBAHugh Blackwood, U.S. Navy (retired)

StrategyThe Right Part at the Right Time at Cost-eff ective Prices Richard R. Rosales, ABB

10:40 a.m. to 11:40 a.m.

Maintenance & ReliabilityProspering in a Lean Maintenance Environment Ed Stanek, LAI Reliability Systems

GreenAn Easy Approach for Applying Today’s AC Drives / James Mullinix, Vacon

StrategyO&M Peer Networking Bob Gibson, Scientech

Maintenance & Reliability Classical RCM: Try It, You Are Bound to Like It / Tim Allen, AMS Associates

11:40 a.m. to 1:00 p.m.

Lunch / Exhibits

1:00 p.m. to 2:00 p.m.

Maintenance & ReliabilityPlant Floor Reliability: A Four Senses Approach / David Rosenthal, MEMC Electronic Materials

StrategyMaximizing Human Resources Performance within the Maintenance Organization / Michael Gehloff , General Physics Corp.

LubricationBenchmark Your Lube Program Through Oil AnalysisStacy Heston, POLARIS Laboratories

Open Discussion Group Topic TBA / Bob Williamson

2:10 p.m. to 3:10 p.m.

Data ManagementHow to Make Your CMMS Interoperate With the Real-Time Enterprise C.C. (Cliff ) Pedersen, Pedersen Enterprises Inc.

TechnologyInfrared Thermography: What’s Hot in PdM / Jim Seff rin, Infraspection Institute

StrategyApplying Disruptive Learning Techniques in a Manufacturing Environment Mitch Stansloski, Pioneer Engineering

StrategyTrends in Turnarounds / John Elliott and Jerry Wanichko, T.A.Cook Consultants, Inc.

3:10 p.m. to 4:00 p.m.

Break / Exhibits

4:00 p.m. to 5:00 p.m.

Plenary Session / Closing Remarks



32 | LUBRICATION MANAGEMENT & TECHNOLOGY JANUARY/FEBRUARY 2010

MAINTENANCE and RELIABILITY TECHNOLOGY SUMMITMAINTENANCE d RELIABILITYTECHNOLOGY SUMMITThe Capacity Assurance Conference!

MARTS 2010 Fees and PackagesSpecial FSA Package - $ 1,995.00 Includes 1 FSA Pre-Conference Workshop, MARTS Conference and 1 Post-Conference Workshop

Special Summit Package - $ 1,550.00 Includes 1 Pre-Conference Workshop, MARTS Conference and special Post-Conference

Workshop “Lubrication for Profi t”

FSA/Conference Package - $ 1,590.00 Includes 1 FSA Pre-Conference Workshop and MARTS Conference

Summit Package - $ 1,450.00 Includes 1 Pre-Conference Workshop, MARTS Conference and 1 Post-Conference Workshop

Combo Package - $ 1,190.00 Includes 1 Pre or Post-Conference Workshop and MARTS Conference

Conference Package - $ 895.00 Includes MARTS Conference.

Two Workshop Package - $ 890.00 Includes 1 Pre-Conference and 1 Post-Conference Workshop only

One Workshop Package - $ 495.00 Includes 1 Pre or Post-Conference Workshop

FSA Workshop Package - $ 695.00 Includes 1 Pre-Conference FSA Workshop

Lubrication for Profi t Workshop - $ 545.00 Includes “Lubrication for Profi t” Post-Conference Workshop only

3-Day Certifi ed Lubrication Specialist Workshop - $ 1,195.00 Includes 3 days intense training based on STLE’s CLS program

2-Day Workshop: Taking Command of Your Maintenance Process: from Certifi cation to Implementation- $ 995.00 2-day review of the latest maintenance best practices is designed for busy Maintenance

professionals looking to prepare for certifi cation exams or integrate these concepts into their own

maintenance optimization programs

Certifi cation Exams - Costs Vary Individuals interested in taking the CLS exam or the CMRP exam must register directly

with STLE (CLS) and SMRP (CMRP). Links are available at www.martsconference.com

and are also listed on page 30

3-Day Review Course: Certifi ed Lubrication Specialist (CLS) Review

Instructor: Ray Thibault, Lubrication Training & Consulting

Dates: Tues., April 27 through Thurs., April 29

Times: 9:00 a.m. to 4:00 p.m. (except Tues., April 27: 8:00 a.m. to 3:00 p.m.)

Cost: $1,195

Your designation as a Certifi ed Lubrication Specialist (CLS)— one of the most prestigious certifi cations in industry —not only positions you well in a diff erent environment, it allows you to better resolve lubrication problems in your facility. This course was developed specifi cally to prepare candidates for the CLS exam. Topics include bearings & gears; pneumatics & fl uid power; fl uid conditioning & analysis; seals; lubricant programs; and storage & handling. Exam strategies will be addressed and practice exams will be conducted. (Course enrollment does not ensure certifi cation.)

Exam: Certifi ed Lubrication Specialist (CLS)

Administered by the Society of Tribologists and Lubrication Engineers (STLE).

Date: Friday, April 30

Time: 8:30 a.m. to 11:30 a.m.

Cost: Varies

Note: You must register separately with STLE to take this exam at MARTS 2010. Register online at www.stle.org or call 847.825.5536.

2-Day Review Course: Taking Command of Your Maintenance Process: from Certifi cation to Implementation

Instructor: Dave Krings, CMRP, BSME; President, Nobreakdowns.com

Dates: Wed., April 28 and Thurs., April 29

Time: 9:00 a.m. to 4:00 p.m.

Cost: $995

This comprehensive review of the latest maintenance best practices is designed for busy maintenance professionals looking to either prepare for certifi cation exams or integrate these concepts into their maintenance programs. An expanded version of the popular “5 Pillars: Maintenance & Reliability Professional Review Course,” this new session off ers more examples of real-life application and provides a general review for various maintenance-industry certifi cations. (Course enrollment does not ensure certifi cation.)

Exam: Certifi ed Maintenance & Reliability Professional

Administered by the Society for Maintenance & Reliability Professionals (SMRP)

Date: Friday, April 30

Time: 8:30 a.m. to 10:30 a.m.

Cost: Varies

Note: You must register separately with SMRP to take this exam at MARTS 2010. Register online at www.smrp.org or call 800.950.7354.

APRIL 27-30, 2010

MARTS 2010 Professional Development OpportunitiesTwo professional development courses are off ered at MARTS 2010. These are designed for managers looking for

in-depth, focused reviews, and technicians who want to build their skill sets. Courses are held Tuesday through Thursday.

Professional exams for Certifi ed Lubrication Specialist (CLS) and Certifi ed Maintenance Professional (CMRP) are off ered

on Friday. Individuals interested in taking an exam must register directly with STLE (CLS) and SMRP (CMRP).

Link to these sites at www.MARTSconference.com or see below.

All packages include continental breakfast, lunch and Wednesday night’s MARTS Reception. For Group Rates, call 847.382.8100 x108.Includes 1 Pre or Post Conference Workshopp

APRIL 27-30, 2010Or Call Tom Madding: 847.382.8100 x108

www.MARTSconference.com



IR SHOWCASE


Infrared Infrared TechnologiesTechnologies

Pinpointing some of today’s “hottest” capacity-assurance tools,

services and sources

Infraspection Institute


30 years of independent training and certifi cation for thermographers...

2010 marks Infraspection Institute’s 30th anniversary. We’ve been providing training, certifi cation and support services for thousands of thermogra-phers worldwide since 1980. We also publish software, Standards and

technical articles for thermographers and NDT professionals. Our capabilities and expertise are without equal. Our services are provided on a vendor-neutral base; we do not manufacture or sell infrared equipment. Staffed by highly expe-rienced, Level III Certifi ed Infrared Thermographers, we provide real-world solutions for today’s and tomorrow’s challenges.

Refl ecting on our past three decades of success, we at Infraspection Institute wish to thank our staff, associates and colleagues for their countless contri-butions, and our many clients and graduates for their strong friendship and support. We look forward to serving your Infrared needs for another 30 years.

Infraspection InstituteBurlington, NJ


IR SHOWCASE



For more info, enter 32 at www.MT-freeinfo.com For more info, enter 33 at www.MT-freeinfo.com

Infrared technologies are just part of it...

Grainger has announced the release of its 2010 catalog with more than 300,000

maintenance, repair and operating products (including a number of leading infrared thermographic imaging technologies). It’s the company’s largest offering yet. In fact, customer feedback drove the addition of nearly 85,000 new items this year. Many products will help organizations address some of their toughest operating chal-lenges, including sustainability, safety and business continuity. As with past editions, Grainger’s 2010 catalog features product and technical information with tools to help customers quickly fi nd just what they need to keep their facili-ties up and running. Beyond the product expansion to the catalog, the company continuously adds offerings on its Website, with almost 500,000 available online.

GraingerLake Forest, IL

Grainger’s 2010 Catalog

Square D Services offers a range of solutions to support any manufac-turer’s electrical distribution equipment, including the H.VIR Comet Infrared Window®. It’s a patented transparent window that enables

permanent access for inspection—both infrared and visual—of electrical components without disturbing operations. Specially developed for infrared inspections (medium- and high-voltage), the window is made of a glass-like material that’s transparent to infrared rays and allows hot spots to be registered by a thermographic camera. It’s UL approved, NML tested and compatible with either shortwave or longwave transmissions from any infrared camera. These windows can be supplied in new Square D equip-ment or quickly installed into any brand of existing electrical equipment via locking rings (no small mounting screws).

Schneider ElectricPalatine, IL

Permanent access for infrared inspections....

The Square D H.VIR Comet Infrared Window

With offices in Maine, Michigan and Florida, Monroe Infrared Technology (MITI) is a leading provider of quality infrared cameras, imaging systems and professional thermal imaging

application services. Whatever your specialized thermal imaging requirement is, MITI has the practical experience and resources to take it from project initiation through final implementation. We are thermographers in the field of solving problems—we’ve been doing it for years. You can leverage that experience to help your organization. Supplying infrared cameras and equipment since 1984, MITI is strongly committed to the maximum implementa-tion of infrared imaging technology in science and industry. That includes offering lease options when a purchase of its infrared camera systems is not justified.

Monroe Infrared TechnologyKennebunk, ME

A full-service infrared company. . .

Monroe Infrared Technology


Get moredone

Ti32 Thermal ImagerAmazing 320 x 240 clarity

at an affordable price!

New

©2009-2010 Fluke Corporation. 3622761A

Rugged, reliable,affordable

Available for the fi rst Available for the fi rst time ever—an affordable time ever—an affordable imager that will help you imager that will help you fi nd problems fast. In these fi nd problems fast. In these tough times, helping you tough times, helping you get more done is worth get more done is worth its weight in gold.its weight in gold.

Schedule a demo Schedule a demo by March 31, 2010by March 31, 2010and receive a FREEand receive a FREEFluke hardhat. YourFluke hardhat. Yourjob is tough—yourjob is tough—yourtools should be too.tools should be too.

Call 1-800-760-4523Call 1-800-760-4523

3622761A_MainTech.indd 1 1/13/10 1:03 PM


Rugged, powerful and so

affordable...

The Fluke Ti32 Thermal Imager

According to Fluke, its new Ti32 Thermal Imager delivers unprecedented performance

for troubleshooting and preventive maintenance of electrical installa-tions, electro-mechanical equip-ment, process equipment, HVAC/R equipment and more. Ti32 is the fi rst imager under $9,000 to incor-porate a powerful 320x240 sensor to provide crisp, detailed images. Using Fluke’s IR-Fusion® tech-nology, users can marry high-precision thermal images with visual images in full-screen, picture-in-picture or blended views for enhanced problem detection and analysis. IR-Fusion is the only solution available with physical parallax correction, which enables perfect alignment, pixel by pixel, of both infrared and visible images.

Fluke CorporationEverett, WA


Continued on Page 36


IR SHOWCASE



New PTI-170L High-Resolution Thermal Imaging Cameras with Dual Vision from Process Sensors has enhanced capabilities that blend (picture-in-picture) high-resolution thermal and visible light

images together on one screen. Lightweight, yet rugged, the PTI-170L sports manually focusable optics adjustable from 300mm to infi nity and an onboard full-color CCD camera. Video output is PAL and NTSC. A distance-adjustable laser pointer is standard, as is a high-resolution large 3.5” LCD, color VGA digital backlit display. This series of thermal imaging products offers extended temperature ranges from -20 C to + 1500 C (-4 F to +2732 F) and includes a 2G removable SD card for storing up to 3000 IR images.

Process Sensors CorporationMilford, MA

Breaking new ground. . .

The Process Sensors PTI-170L

PIRM half page ad 7x4.875 03.01.Page 1 3/2/2010 9:28:37 AM


http://www.pirmconference.com

SOLUTION SPOTLIGHT


The future of manufacturing is in the hands of today’s young people.

Nuts, Bolts & Thingamajigs, the foundation of the Fabricators & Manufacturers Association Int’lis focused on securing the future of manufacturing, innovation and invention in North America.This happens when young people are introduced to the joy and pride of “tinkering”. When ayoung person learns they can make something useful and practical with their own hands,they’ve taken the fi rst step to a career. Hundreds of students learn this each year at NBTsummer manufacturing camps. High school grads can apply for NBT scholarships to study attechnical schools or colleges and prepare for the highly skilled manufacturing jobs of the future.

Insure the future of your industry with a gift. Your corporate pledge, personal donation or legacy gift will launch careers for skilled mechanics, electricians, machinists, engineers, laser operators, and so much more.

Donate today at www.nutsandboltsfoundation.org or call 815-381-1338

Meet Nuts, Bolts & Thingamajigs founder and spokesperson, actor John Ratzenberger at the MARTS conference. Attend his keynote at 8:00 a.m. April 28, followed by a book signing. Make a $20 donation to NBT and obtain an autographed copy of his book, We’ve Got it Made in America.

Visit www.martsconference.com for more information.

Don’t Miss Out!


The heartbeat of a building is its electrical distribution system, which regulates water pressure, climate, communication and lighting. Without this heartbeat, all services stop—along with the business conducted in the facility. Delta T Alert, a patented device

developed by Delta T Engineering, magnetically attaches to electrical equipment covers, monitoring the Delta T (temperature differential) between the interior of an electrical enclosure and the ambient temperature of the room in which the enclosure is located. According to the manufacturer, whether your panels are in a hot switchgear room in Manhattan, a frigid warehouse in Alaska or a comfortably cool data center in Tuscaloosa, the Delta T Alert monitoring system will warn of excessive temperature rise within an electrical enclosure, well before serious problems occur. Users can adjust the device to collect data on a daily basis, at chosen time intervals. The information is then transmitted wirelessly to an onsite computer for analysis and trending.

Delta T Engineering, LLCMetuchen, NJ

Wireless Temperature Monitoring Of Electrical Enclosures



For rate information on advertising in the Information Highway Section Contact your Sales Rep or MIKE ANTELL at: Phone: (978) 282-1959 / Fax: (978) 282-9749 / E-mail: [email protected]

INFORMATION HIGHWAY

CLASSIFIED


For more info, enter 79 at www.MT-freeinfo.comwww.ludeca.com

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

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

For more info, enter 81 at www.MT-freeinfo.comwww.MARTSConference.com

PIP is a consortium of process plant owners and engineering construction contractors harmonizing member’s internal standards for design, procurement, construction, and maintenance into industry-wide Practices. PIP has published over 450 Practices. A current listing of published Practices is available on the PIP website at: http://pip.org/practices/index.asp.

For more info, enter 80 at www.MT-freeinfo.comwww.pip.org

Need Help?Need A Job?Contact Lisa–

TOLL FREE 877-386-1091

Se Habla Español

LISA LINEAL: RecruitingLINEAL Services

[email protected]

Electromechanical • ElectronicElectrical Service & Systems Specialists

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

Phone: (978) 282-1959 Fax: (978) 282-9749 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

In 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

Web Spotlight: LUDECA, INC.

Résumés in the Maintenance & Reliability Engineering arena may require

extensive technical writing.

The Résumé Lady is the type of industry-knowledgeable resource you need to do it.

Tailoring it to the position for which you’re qualifi ed, she’ll create or update

your résumé to showcase your expertise, talents and potential and help you be

viewed as the best candidate for the job.

The Résumé Lady(843) 284-8316

www.myresumelady.com

Index March 2010 • Volume 23, No. 3

ADVERTISER WEB 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: Maintenance Technology gladly welcomes submissions. By sending us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc., permission, by an 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 sub-mission. 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.


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


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

[email protected]

CLASSIFIED ADVERTISING31 Waterman Road

Gloucester, MA 01930978-282-1959; Fax 978-282-9749

MIKE [email protected]

AR, AZ, NV, NM, OK, UT 1300 South Grove Avenue, Suite 105

Barrington, IL 60010847-382-8100 x116; Fax 847-304-8603

BILL [email protected]

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


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

[email protected]

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

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

VINCENT [email protected]

AL, CA, CO, DE, FL, GA, MD, MS, NC, NJ, SC, PA, VA, WV, DC

1750 Holmes DriveWest Chester, PA 19382

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

[email protected]

OH, KY, TN135 N. Rocky River Road

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

JOHN [email protected]


®YEARS


®YEARS

AB SKF .........................................................www.skf.com/lubrication..........................66 ..............................7

Baker Instument Co. ..................................www.bakerinst.com ...................................67 ............................10

Baldor Electric Company ..........................www.baldor.com ........................................83 ...........................BC

Cadick Corporation ...................................www.cbm2010.com ...................................71 ............................27

ComRent® International, LLC .................www.comrent.com.....................................64 ..............................4

Dreisilker Electric Motors Inc. ..................www.dreisilker.com ....................................73 ............................28

Energy Summit ...........................................www.energysummitonline.com ..............68 ............................11

Eventure Events - STO ...............................www.stoconference.com ...........................61 ......................... IFC

Eventure Events - SAP ...............................www.sap-centric-eam.com .......................63 ..............................2

Exair Corporation ......................................www.exair.com............................................65 ..............................5

Fluke ..............................................................www.fl uke.com/newti ...............................75 ............................35

Grainger .......................................................www.grainger.com .....................................62 ..............................1

Ludeca Inc. ...................................................www.ludeca.com ........................................70,79..................19,38

MARTS- Applied Technologies ...............www.martsconference.com ......................74,81............29-32,38

Nuts, Bolts and Thingamajigs ..................www.nutsandboltsfoundation.org ..........78 ............................37

PdMA Corp. ................................................www.pdma.com .........................................69 ............................17

PIRM Conference .......................................www.pirmconference.org .........................77 ............................36

Process Industries Practices ......................www.pip.org ................................................72,80..................27,38

University of Toronto .................................www.mie.utoronto.ca/cmore ...................82 .........................IBC


http://www.MT-freeinfo.com


VIEWPOINT

Delivering the right mix of performance, lead time, quality and price, among other bene-fi ts, is a delicate balance for suppliers to the rotating-equipment industry. Tradition-

ally, customers have been required to trade one benefi t in exchange for another; as an example, accepting longer lead times for Six Sigma quality. In recent years, however, particularly in high-value process industries, end-users have demanded an increasing level of product performance, quality and responsiveness. That’s not always an easy solution to provide—especially with the world growing “smaller” and more competitive by the day.

During the 2009 economic downturn, many companies in our industry worked through most, if not all, of their inventory. Entering 2010, the prevailing theme of cautious optimism dictates a conservative approach toward committing valuable cash to inventory, as many fear unstable or unfavorable market conditions. In order to remain fl exible and service customer needs, there is increasing pressure throughout the supply chain to provide the right technology, increase responsiveness and reduce lead times. To be a viable participant in our industry and a valued supplier to our customers, we must fi nd ways to respond to this pressure with the right structure and execution. Inpro/Seal Company, a recent acquisition of Waukesha Bearings, exemplifi es this type of viable participant.

The culture and structure of Inpro/Seal have been built around the idea that customers should not choose between benefi ts or sacrifi ce one for another. The company’s value proposition is rooted in providing customers with customized high-performing products and same-day shipments.

On the surface, it is clear how same-day ship-ment capability would benefi t a process plant’s reliability engineer. For an original equipment

manufacturer (OEM) that has a planning function and a longer lead-time requirement, traditional views would indicate that a same-day ship-ment has less value. Today, though, more OEMs are pushing for reduced lead times in order to improve fl exibility for their customers and reduce the need to keep a wide array of inventory on hand. Customization and environment are among a number of application variables contributing to the need for last-minute specifi cation changes that can infl uence product confi guration. These challenges, combined with the goal of reducing inventory, are easier to meet with a supply chain that can deliver custom product in 24 hours.

So how do we do it? The three-legged stool! First, people make the difference. A corporate culture centered on customer service and a “yes we can” attitude is prevalent throughout the orga-nization. Second, each and every process, from order entry to engineering and design, all the way through manufacturing operations, has been continuously refi ned to deliver quality and remove waste—signifi cant benefi ts to speed and responsive-ness. And fi nally, considerable benefi ts have been realized through the use of higher-technology tools, 3-D design tools, parametric modeling and high-performing multi-axis machine tools.

Unfortunately, the application of the three-legged stool is simpler to outline than implement. While the ingredients for doing this are often available—or accessible—to organizations, their combination into a strategy and successful execu-tion is a different matter altogether. Regardless of where you are on the execution curve, one thing is certain: Higher demands from paying customers (and some non-paying!) are ever-increasing. MT

Jay Burnette has responsibility for the sales and engineering groups at both Waukesha Bearings and Inpro/Seal Company.

Jay A. Burnette, Vice President, Sales & EngineeringWaukesha Bearings Corporation

Raising The Bar

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.

AN IMPERATIVE NEW 5 DAY COURSE FROM THE UNIVERSITY OF TORONTO’S

CENTRE FOR MAINTENANCE OPTIMIZATION& RELIABILITY ENGINEERING

APRIL 12TH TO APRIL 16TH

C-MORE

Your Chance to Join the Winner’s Circle.

Some organizations manage their assets well,and others do not. Why? Why are someoutfits good at keeping costs low, reducingstoppages, spotting trouble, achieving greateroutput, while others aren’t? How can youlearn these things? A good place to start is with this stellar five-day program in April.You’ll join a group of like-minded peoplewho are uncondionally-guaranteed to come away with the tools they need to competently and profoundly upgrade theirAsset Management practices.

To learn about specific executable main-tenance strategies that really work, go to theInitiatives program’s website. Full of details,full of excitement. You’ll be glad you did.

This Initiatives Program Delivers Extraordinary Value.Three world-class instructors — led by Dr.Andrew Jardine, a international authorityin the asset management field and a respectedconsultant, author, teacher and innovator in the area of reliability, replacement andequipment maintenance.

The program combines fundamental need-to-know material with new but already provenleading-edge approaches that have shownmeasurable pay-offs.

Participants at earlier, similar courses at theUniversity’s Faculty of Engineering have comefrom the world over and from a great mix of commercial industries and governmentorganizations. Their satisfaction with thesecourses has been impressive.

Attendees at the April course will receive five full days of instruction that includes awide range of case-study examples to showhow the principles have been successfully and widely applied.

Everyone will come away equipped with complete binder-notes on the sessions’ material plus valuable hard-cover books, notto mention a learning experience that theywill probably refer to as “unparalleled”.

VISIT THE INITIATIVES WEBSITE NOW:cmore.mie.utoronto.ca/initiatives

BETTER PHYSICAL ASSET MANAGEMENT.INITIATIVES THAT WORK.


http://www.cmore.mie.utoronto.ca/initiatives

The New Gearmotor Gold Standard

©2008 Baldor Electric Company

• Energy Efficient

• Unmatched Quality

• Superior Reliability

• Quickest Delivery Available

The new DODGE® QUANTIS® Gold gearmotor combines the Baldor•Reliance® premium efficient Super-E® motor with the superior QUANTIS gearbox, making the QUANTIS Gold the most energy efficient, coolest running gearmotor in the world.

Available as in-line helical or right angle helical bevel c-face units, 1/2 to 10 Hp, the QUANTIS Gold raises gearmotor energy efficiency, quality and reliability to a new gold standard.

dodge-pt.com baldor.com


http://www.dodge-pt.com

http://www.baldor.com

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Maintenance Technology March 2010

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