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22 When Increasing The PM Period Improves ReliabilityAs this case study from a power plant shows, timing is everything.Randall Noon, P.E., Cooper Nuclear Station
28 Good Specs, Good ShopsHere’s a good strategy for identifying quality motor-repair operations.Greg Davison, Oklahoma Gas & Electric (OGE)
32 Optical Gas Imaging Redefi nes Industrial Gas Leak DetectionGas leaks have been aff ecting peoples’ lives since ancient times. Nowadays,
there’s no excuse for many of them.Jane Alexander, Editor, with David Francoeur, FLIR Systems, Inc.
35 Determining Moisture Levels In Oils At A Power PlantTechnology has marched a long way since development of the “gold standard”
Karl Fischer titration method of oil analysis. R.C.J. Wilson, CEnv. IEng. MEI, MRSC, Ferrybridge C Power Station
ContentsSEPTEMBER 2010 • VOL 23, NO 9 • www.MT-ONLINE.com
FEATURES
DEPARTMENTS
FIELD NOTES
MAINTENANCE LOG
TECHNOLOGY FOCUS
Your Source For CAPACITY ASSURANCE SOLUTIONS
CAPACITY ASSURANCE STRATEGIES
© IG
ORS
LEON
OVS
— FO
TOLIA
.COM
TECHNOLOGYM A I N T E N A N C E
®YEARS
14 Part I: From Good To Great With Lean MaintenanceHow far have you gotten with lean? � is review of concepts and steps to success
is aimed at helping your organization move higher and higher.Christer Idhammar, IDCON, Inc.
6 My Take
8 Uptime 12 Communications
27 Motor Decisions Matter
38 The Green Edge
40 Solution Spotlight
41 Marketplace
46 Information Highway
46 Classifi ed
47 Supplier Index
48 Viewpoint
• exclusive online-only content • late-breaking industry news • 12 years of article archives
www.MT-online.com• suppliers/products/services• comprehensive events calendar• professional development opportunities and more. . .
suppliers/products/services suppliers/products/services
Your Source For Capacity Assurance
Solutions
PROCESS IMPROVEMENTS
SEPTEMBER 2010 MT-ONLINE.COM | 3
September 2010 • Volume 23, No. 9
ARTHUR L. RICEPresident/CEO
BILL KIESELExecutive Vice President/Publisher
JANE ALEXANDEREditor-In-Chief
RICK CARTERExecutive Editor
ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTER
RAYMOND L. ATKINSContributing Editors
RANDY BUTTSTADTDirector of Creative Services [email protected]
GREG PIETRASEditorial/Production Assistant
ELLEN SANDKAMDirect Mail
800-223-3423, ext. 110 [email protected]
EDWARD KANEReprint Manager
800-382-0808, ext. 131 [email protected]
Editorial Offi ce:1300 South Grove Ave., Suite 105
Barrington, IL 60010847-382-8100 / FAX 847-304-8603 WWW.MT-ONLINE.COM
Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Barrington, IL 60010. Pe-riodicals postage paid at Barrington, Illinois and addi-tional o� ces. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technol-ogy®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2010 by Applied Technology Publications, Inc. Annual subscription rates for nonquali� ed people: North America, $140; all others, $280 (air). No sub-scription agency is authorized by us to solicit or take or-ders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: [email protected]. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By send-ing us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technol-ogy Publications, Inc. permission, by an irrevocable li-cense, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned.“Maintenance Technology®” is a registered trade-mark of Applied Technology Publications, Inc.Printed in U.S.A.
Subscriptions:FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE,
630-739-0900 EXT. 204 / FAX 630-739-7967
Your Source For CAPACITY ASSURANCE SOLUTIONS
4 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
TECHNOLOGYM A I N T E N A N C E
®YEARSM A I N T E N A N C E
TECHNOLOGY®
Your Source For CAPACITY ASSURANCE SOLUTIONS
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• Easy to install - No adjustments or calibrations needed• Digital readout displays actual airfl ow through pipe
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EXAIR’s EFC™ is an electronic � ow control that minimizescompressed air use by turning o� the compressed air whenno part is present. For use on blowo� , drying, cooling,conveying and static elimination operations.
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6 | maintenance technology SEPTEMBER 2010
MY TAKE
If it weren’t so scary, it would be amusing. The mainstream media seems to have finally discovered our dirty little secret: There aren’t enough skilled workers to maintain the critical infrastructure and processes that civilized societies and healthy economies depend on. Moreover, this mell of a hess isn’t just “our” problem, it’s global!
Too bad it took the recent horrible disasters in the Gulf and Big Branch mine to spark interest in the maintenance field. While these tragedies don’t appear to have resulted from a lack of qualified workers, they have, in a way, helped give “legs” to the skills-crisis story. I’ve noticed it being touched on by several sources lately, including The New York Times, CNBC.com and Yahoo News. What took ‘em so long? Our neck of the publishing woods has been documenting the progress of this perfect storm for years.
Shortly after being thrown into this line of work 11 years ago, I found myself reporting on the threat to the process industries from the loss of countless treasured “old pump guys” (industry jargon, not mine). These were the highly skilled and respected individuals that organizations relied on to keep the hearts of their plants up and running, no matter what. Their wide-scale departure from the workforce— for whatever reasons—was deemed catastrophic due to the fact that most engineering schools weren’t providing the practical “hands-on” training that would lead to the successful management of crucial pumping systems. Not until I joined Maintenance Technology in 2005 did I learn that this pump-world problem was just one of the first bands of a deadly storm that will be raging for years to come.
While most of this discussion has focused on growing the skilled trades, what about those who might be managing the work of these trades in the future? What’s coming out of our colleges and universities? If my recent conversation with a freshly minted mechanical-engineering grad doesn’t frighten you, I don’t know what will. Let’s hope it reflects an isolated case. (Please, don’t ask me. God as my witness, I can’t recall what institution gave an engineering degree to this nice young man; I was too stunned by what he shared with me to remember. )
What was he going to do now? “Get an MBA,” he proudly announced, “start and run a business.” He asked if I had any recommendations. What an opening! I immediately suggested that ensuring the reliability, safety, efficiency and environmental compliance of essential industrial equipment systems and processes would be a noble and recession-proof way to go. Alas, over the five years he had spent pursuing his degree—for which his parents evidently sacrificed greatly—he hadn’t co-oped, interned or even visited an actual plant. He hadn’t put his hands on a compressor, pump, motor, valve, bearing or seal, as far as he could remember. And don’t get me started on the courses he didn’t take. But then again, he really only wanted to start and run an engineering-based business…
Yup, its pretty scary out there. I’m delighted others in the working press have torn themselves away from the more popular and weighty matters of the day (i.e., where Kate Gosselin and her over-exposed brood are going; who’ll be on next season’s Dancing with the Stars; and what Snookie has been tweeting) to help the rest of us cast some light on a truly awful secret from the real world. MT
Secrets Revealed
Jane Alexander, Editor-In-Chief
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Document Name: IG_M09EM339_36_WingsChair.inddDocument Path: ME Production:Volumes:ME Production:ExxonMobil:M09EM339_36_WingsChair:IG_M09EM339_36_WingsChair.inddFont Family: Helvetica (Light, Bold), Mobil (Regular)Ink Name: CMYKLink Name: IG_chair_v2.tif (CMYK; 1441 ppi; ), SmPegasus.CMYK.eps, Mobile_Ind_Lubricants_BLK.eps
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8 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
UPTIME
In last month’s column, we documented the rise and fall of the fictional Billy Ray Motorsports team. A new organization with the potential to win was hit with spotty reliability and declining performance. Management responded by cutting costs, reducing staff, reorganizing and eliminating “unnecessary” work processes. Still, the company continued to lose money! Billy Ray had to make some carefully calcu-lated decisions that could either turn the team around or put it out of business.
Billy Ray’s enthusiasm was crushed but he couldn’t let his investors and team see how he felt. While he knew he personally was tough and could persevere, he had to admit that this “spending-less-and-losing-more” strategy was probably NOT the best business model. He spent lots of sleepless nights with one thought on his mind: “What can I do to turn this serious decline around?” In due time, he finally concluded that he didn’t have a realistic “vision” or a “strategy,” let alone a “plan” to stop the losses and begin generating a few wins. “That’s it!” he shouted. “We need a strategy and we need a plan!”
What Billy Ray was referring to was a strategic direc-tion that would make sense to the investors AND the race team. To that end, he studied up on a few models about leading change and making focused improve-ments. In the course of this research, he discovered proven principles for successful transformation that should really work for him. “How could I have missed something so fundamentally sound?” he mused.
Turning aroundBilly Ray immediately called his upper-management team together for what was likely the most important discussion they would ever have: “What went wrong and how can we turn our big losses into big wins?” He explained the need for a vision, for strategic plan-ning and for focused improvements in ways that engaged those closest to the problems—the race team. They came up with the following:
Billy Ray Motorsports Mission: To please our spon-sors, provide rewarding employment and assure profit-ability for our investors.
Billy Ray Motorsports Vision: We will have reliable and high-performing racecars competing in the premier race series in America, with teamwork and leadership focused on common goals.
Because the upper-level managers were NOT the people who worked on or in the racecars, they chose to leave the decisions of HOW to achieve these new goals to the shop teams and pit crew. Billy Ray called the next meeting with his upper- and mid-level managers to explain the new corporate Mission and Vision.
The “Management Planning Session” was held off-site because of space needs (and to get away from the day-to-day activities and gloomy atmosphere of the shops). Once everybody was seated around the big table, Billy Ray explained the Mission, Vision and Goals for Next Year. Everyone nodded in agreement—everyone except the crew chief, that is. Billy Ray asked him what the trouble was. After all, the crew chief was also the team manager, which meant he held most of the keys to productivity with his supervisors and their shop crews.
Affectionately known as “Skeeter,” the crew chief pondered the question a bit before making some potentially “career-limiting” statements: “I agree with everything. It makes sense. We’ve fallen into a deep depression, our performance sucks and it’s hard to see light at the end of the tunnel. But how do we communicate a compelling sense of hope to the entire organization? What are our real goals?” How insightful!
Billy Ray now realized that the organization needed GOALS—real attainable goals that were built on what the team was really good at doing. So, the next discus-sion focused on the BIG question: “What are we really GOOD at and why?”
Together, the upper- and mid-level managers looked at racecar performance history and found that the team was “really good” at tracks of one mile or more. (Performance at road courses and super speedways really sucked.) The short tracks histori-cally booked the second-best performance. Armed with this information, the management teams began defining some goals that would satisfy their MISSION and steer them toward their VISION.
Bob Williamson, Contributing Editor
Billy Ray Motorsports:A Parable…Part II
SEPTEMBER 2010 MT-ONLINE.COM | 9
UPTIME
Billy Ray Motorsports Goals for Next Year: Sustain our superior performance at tracks bigger than one-mile. Improve our short-track performance.
(The managers further defined “performance” as qualifying in the top half—21st or higher—of the field and finishing among the top 10.)
More was needed, though. Anguishing over Skeeter’s comment about “a compelling sense of hope,” Billy Ray remembered something he had read about making a “compelling business case for change.” That was it! He now understood that no matter how many new words management could put into print and post on the walls, without a COMPELLING reason to improve there was likely NO HOPE for improving performance. Again, he asked his managers to put their thoughts into words…
The Compelling Business Case for Change: We are a good race team struggling to compete, with high costs and declining revenues. Our remaining sponsors are willing to stick with us through next year. To be successful, we must earn more than we spend. We must focus on making only those changes that lead to improved performance. We must organize for success rather than for controlling employees. We must FIRST race to the green flag before we can ever think about racing to the checkered flag.”
“That’s it,” everyone shouted! “That’s what we missed! The race to the GREEN flag…”
The Race to the Green Flag: Everything right the first time, every time, on time, qualifying for the race, dialing in the setup to win and everyone focusing on being the best you can be.
The managers openly discussed how to organize for success—how to knock down barriers to rapid and sustainable gains. While they recently reorganized for what they thought was “success,” it was NOT working. The racecars HAD to be the focus of the organization. They were the ONLY source of income (i.e., sponsorships and race winnings). That was another breakthrough in management’s thinking: orga-nizing for success and winning the race to the green flag.
“Organizing for success” meant putting the race team back together. Everyone who touched the racecar would report to Skeeter, the crew chief/team manager. He and the supporting organizations of Human Resources, Engi-neering and Finance would report to Larry the general manager. Critical roles and responsibilities aligned with the Mission, Vision and Goals for next year were defined for each manager and his/her organization. Everybody had to pull in the same direction. As Billy Ray put it, “This is like having a compass to stay oriented. We all must know where the North arrow points.”
The next stepsThe next steps were critical: Middle managers explained and discussed the new Mission, Vision, Goals for Next Year and Compelling Business Case for Change with all departments. Unfortunately, despite the new direction and enthusiasm of the management teams, most folks didn’t appear to be very fired up: They didn’t seem to GET IT.
What was missing? Luckily, Billy Ray remembered a couple of other things he had read: “Focus on results and change the culture along the way” and “goals need actions.” The management teams had forgotten all about developing Action Plans that focused on specific results to address their Goals. They also had forgotten about a workplace “culture change” that was required to achieve rapid and sustainable gains. Not to worry. Billy Ray was all over this. Who could he get to help his organization turn its big losses into big wins? He talked to Skeeter.
The next Monday morning, a newly hired consultant (or “coach”) who went by the name of “Buffalo” showed up for a discussion with Billy Ray and the management teams. Buffalo was quickly brought up to speed on everything past and present, including the new Mission, Vision, Goals for Next Year and Compelling Business Case for Change. “What’s next?” Billy Ray and his managers wanted to know.
Buffalo mulled over the team’s plans, then recommended the following steps:
Upon getting buy-in from the management teams, Buffalo began to train and coach the “Focused Improve-ment Teams” on their roles in the overall improvement process. “Bubba,” the shop supervisor, and Skeeter participated in these team kickoffs to re-communicate
1. Focus actions on specific rapid and sustainable improve-ments leading to Next Year’s Goals.
2. Identify how these improvements will be measured over what period of time.
3. Identify what level of resources will be available to support the improvements (i.e., time and schedule; money; employees, including shop-floor and management).
4. Form and charter “Focused Improvement Teams” to address specific changes within their areas of respon-sibility. Set clear expectations. Include shop employees and their supervisors.
5. Empower the “Focused Improvement Teams” to develop a specific four-part action plan for their manager’s review and approval: 1) Why Change; 2) Current State; 3) Future State; 4) Action Plan & Schedule.
6. Support and resource this team as they proceed with their approved action plan. Knock down barriers.
10 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
UPTIME
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the Mission, Vision, Goals for Next Year and Compelling Business Case for Change. Team members had countless ideas for improving their performance and the performance of the racecar. As their supervisor, Bubba was pleased that these ideas were being heard and were now part of their improvement action plan. At last! Someone in upper management was prepared to hear and allow them to act upon their ideas.
Fast forwardRealizing that it would not be competitive during its reorganiza-tion process, Billy Ray Motorsports pulled out of several mid-season races that year. The sponsors agreed. In the final races of the season,
though, the team was a “quiet,” yet steady competitor. It was making small improvements to its racecars in support of the Goals for Next Year, refining its ideas and putting them to the test on the race track. To the delight of all concerned, the improvements began to take hold. The team definitely had HOPE for the future!
The next year’s race season came and went. While Billy Ray Motor-sports did not win the champion-ship, it finished 8th overall and grabbed the attention of several big sponsors. It also attracted a few top mechanics and fabricators from other teams. The Billy Ray pit crew was holding its own with the best in the business!
Before long, the sorry financial situa-tion had turned around. Sponsors were willing contributors to the team and it was finally making money again.
Leading to a happy endingBilly Ray’s enthusiasm for winning coupled with his ability to step back and see the bigger picture helped him salvage a business on the verge of destruction.
Leadership is the key to unlocking teamwork. What Billy Ray, Skeeter, Larry, Bubba and Buffalo did to turn big losses into big wins can work for almost any type of equipment-intensive business. Study their model carefully. Look at your opportunities. First: Prepare to win your race to the green flag! Then: Get out there and do it! MT
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12 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
communications
With full or partial downtime being the cost-liest type of event for a plant, shutdowns, turnarounds and planned outages must be conducted with precision at an accelerated pace by specialist teams working around the clock.
In the popular 1980s TV series The A-Team, an unlikely band of fictional characters was charged with a seemingly impossible task on a weekly basis. Luckily, they pulled off each assignment —and John “Hannibal” Smith would light a cigar and declare “I love it when a plan comes together!” The key to the team’s success? A high level of preparedness going into its assignments.
Shutdowns/turnarounds/planned outages also are seemingly impossible events that must be completed in a set time frame, within budget. They require careful planning and team-work. Adequate preparedness is to anticipate the worst and have contingency plans ready to roll at any time. While this approach might seem fatalistic, redundant and over-compensa-tory, it doesn’t need to be onerous.
A successful shutdown and turnaround starts with the maintenance planner, who must now think and behave as a shutdown planner— i.e., as a multi-tasking event coordinator managing at a macro level. This “big picture” thinking must be tempered with a cognizance for detail and the ability to empower and work with respective team members to achieve a successful outcome
The following 10 steps will lead to a higher level of preparedness and confidence and help ensure that the event plan comes together.
#1: Post a work-request submission cut-off date… Most people are natural procrastinators (and don’t recognize the amount of preparation required to plan and execute a work request). Posting a work-request submission cut-off date will drive awareness of an upcoming event date and assure that a high percentage of requests will be received in good time. Let requestors know they are partners in this event and that their cooperation is greatly appreciated.
#2: Establish a shutdown team and assign roles… A shutdown is an action-packed one- to three-week event requiring multiple management deci-sions before it begins. Building and empowering a shutdown team by assigning roles will ease the management and decision-making process. Typical areas of responsibility are:
n Purchasing…Work with Purchasing to ensure specialized purchase agreements and purchase orders are provided to vendors in good time.
n Receiving…Work with vendors to ensure that full shipments are received prior to the event or staged through it in a timely manner. Assign accessible “lay-down” areas for large items and construction materials.
n Security…With so many outside contract personnel on site, security clearances and access passes to sensitive areas must be managed before the event.
n Supervision…Once the event begins, someone must be assigned responsibility for managing the logistics of parts movement to contractors, equipment readiness, tool management, work sign-off, etc.
n Permits…Depending on the nature of work, certain jobs will require permits for confined-space, lockout, hot work, insurance, etc. These permits must be readied prior to the event.
With roles and responsibilities established, aregular pre-event meeting schedule is developedso the team can perform strategic planning forthe event.
#3: Establish your back-up plan…Contingency planning is crucial if your event is to be successful, as contractors/vendors might turn up late—or not at all. Once contractors are
Ken Bannister, Contributing Editor
communications
Preparedness Partnerships For Planned Downtime Events
SEPTEMBER 2010 MT-ONLINE.COM | 13
communications
on site, make sure they can access materials, parts and tools. (Your back-up plan must be innova-tive and directed at keeping the workflow moving at all times.) Some tactics used by best-practice companies include:
nSet up a reward/penalty clause in purchase agreements whereby contractors receive a bonus for arriving at the site, on time and completing the job on time per the scope of work. If a contractor is late or doesn’t show, a payment penalty can be imposed.
n To counteract contractor no-shows, set up “on-call” agreements with secondary contrac-tors where “standby” fees are paid. Bonus rates can be negotiated if a secondary contractor is brought in to perform work.
n Place on hold, or bring on-site, extra inventory parts that may or may not need replacement. Negotiate a 1-2% restock agreement for this convenience if the parts are not required.
n If rented equipment is expected to be used on more than one job, and for over 50% of the shutdown period, rent two pieces.
n Never schedule back-to-back jobs requiring the same crew or rental equipment.
n Prioritize jobs so if work does not get started, at least the most important work is completed first.
n Include your contractors and vendor partners as part of your strategic planning team and solicit their contingency ideas.
#4: Improve workflow efficiency… In the typical high-stress environment of an outage, time is precious. Reducing wasted time can be accomplished in a number of ways:
nStrategically place portable toilets and wash-up facilities throughout the plant.
n Make free bottled water and coffee available throughout the plant.
n Organize makeshift lunch or rest areas throughout the plant and engage a caterer or lunch truck offering hot meals. Provide refrig-erators at rest areas for packed lunches.
n If a lunch-area option isn’t available, rent a golf cart to transport workers to/from the cafeteria at scheduled times.
#5: Bring in runners…Assign radio-equipped runners or “go-for” staff to work in conjunction with supervisors to quickly pick up/deliver parts or tools.
#6: Facilitate the startup process…When equipment is ready to be started and tested, utilize your regular equipment operators to assist in the process and be part of the sign-off process.
#7: Assign clean-up crews…Assign dedicated clean-up crews to clean equip-ment before and after the event. This will reduce contractor costs—and allow the contractors to concentrate only on the work requirement.
#8: Prepare your contractors/vendors… Prior to shutdown, send out a work-management flow sheet to all contractors/vendors detailing internal procedures on how paperwork is to be completed; how to take parts out of stock; how to borrow internal tools; etc. Prior to contractors/vendors coming on-site, prepare and send out kits to them detailing security and safety procedures and requirements; permit procedures; insurance requirements; etc.
#9: Insure your event…Verify all workers’ comp, operating and other liability certifications prior to the event.
#10: Review lessons learned…Review previous shutdown event history with your team and analyze why things went wrong in the past. At the event conclusion, schedule a debriefing to review “what went right,” in prepa-ration for the next event.
When a plan comes togetherThe hallmarks of an adequately prepared shut-down/turnaround/planned outage usually are not seen or acknowledged by the participants— success is typically measured by how smooth the event seemed. Then again, that’s what prepared-ness is all about. With better preparedness, you can make sure your future planned downtime events are real-life A-Team successes! mt
communications
Preparedness Partnerships For Planned Downtime Events
14 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
Part I :
From Good To Great With
Lean MaintenanceHow far have you gone with lean?
This review of some concepts
and steps to success by a
world-renowned expert
is designed to help
you move higher
and higher.
Stepping on up…
Long a guiding principle in U.S. and Euro-
pean industries, the concept of “lean”
(manufacturing and maintenance) seems
to have vastly increased in popularity
over the past fi ve years. Simply put, the idea
behind lean is that those things that need to
be delivered are to be produced on time with
fewer resources. In other words, you need to
be eliminating waste wherever you can. In the
area of lean maintenance, cutting out waste is
all about executing the basic elements of good
maintenance management better.
Christer IdhammarIDCON, Inc.
SEPTEMBER 2010 MT-ONLINE.COM | 15
CAPACITY ASSURANCE STRATEGIES
To become “lean,” all losses in the processing of raw mate-rial and delivery of products to customers must be eliminated. For readers of this magazine, that translates into preventing maintenance needs and performing remaining maintenance more effectively. The payoff? Production reliability will rise and production costs—including maintenance and storage costs—will fall. The biggest improvement opportunities include:
■ Manufacturing Reliability Dealing with loss of quality Dealing with stop times Dealing with loss of speed
■ Partnership With Operations/Maintenance/Engineering Reliability- and maintenance-related design Operator-based maintenance
■ Elimination Of Root Causes Of Problems Choosing problems to eliminate Eliminating problems Educating and teaching
■ Storage Reducing store value while preserving
service level to maintenance
■ Integration And Application Of Increased Knowledge And Skills
Educating/training craftspersons to enable multi-crafts or multi-skills
Implementing fl exible work systems
■ Over-Manufacturing Not making more than what’s been sold Not manufacturing too early
■ Over-Maintenance Performing the right amount and the right
type of preventive maintenance Performing preventive maintenance when
it is needed Prioritizing and performing corrective
maintenance in the right order
■ Use Of New Technology Needing fewer resources for maintenance Improving maintainability Deploying smart tools and methods
Before exploring these points in more detail, it’s important to review some fundamental concepts of manufacturing reliability (refer to Figs. 1 and 2).
■ StorageStorage Reducing store value while preserving Reducing store value while preserving
service level to maintenance
Before exploring these points in more detail, it’s important to review some fundamental concepts of manufacturing reliability (refer to Figs. 1 and 2).
Fig. 2. Additional Basic Reliability Math. By raising the reliability in step C to 83%, the increased throughput is 260 per hour. The WIP is reduced since the manufacturing steps are now balanced. Other solutions include procurement of increased capacity through investing in a parallel machine for C. This would lead to unnecessary high capacity in step C. Moreover, the cost of buying more capacity is at least 10 times higher than investing in measures that will increase reliability.
Fig. 1. Basic Reliability Mathematics. It’s not always clear where the most cost-effective place to implement improvements in a manufacturing chain will be. Product fl ow is the result of Capacity x Reliability. At fi rst glance, you might think that C is the bottleneck in the production chain. Capacity there is 316 pieces per/hr compared with the higher capacity in A (356) and B (333). If you calculate the fl ow, you’ll fi nd that the bottleneck is at manu-facturing stage B. This is compensated for and hidden by increasing storage of Work In Progress (WIP), which can sometimes makes it seem as though throughput isn’t a problem. WIP is a big hidden cost for many companies. With low reliability throughput of product in the manufacturing chain, WIP takes longer and its costs are increased.
Work In Progress(WIP)
73% ReliabilityThroughput 260/hr.
78% ReliabilityThroughput 260/hr.
83% ReliabilityThroughput 262/hr.
Capacity 356A B C
Capacity 333C 316
WIP WIP
FinishedProduct
Work In Progress(WIP)
Throughput maximum 236/hr
Throughput maximum 260/hr
73% ReliabilityThroughput 260/hr.
71% ReliabilityThroughput 236/hr.
78% ReliabilityThroughput 247/hr.
Capacity 356A B C
Capacity 333C 316
WIP WIP
FinishedProduct
CAPACITY ASSURANCE STRATEGIES
16 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
Continued on page 18
Lean manufacturing’s sub-target is to reduce WIP and speed up throughput in the manufacturing chain. Reliability includes quality, time and speed. Lean maintenance has a crucial key role in raising the part of reliability that is affected by the manufac-turing equipment. Since the manufacturing process is more and more dependent on automation, good maintenance becomes more and more important.
Availability or reliability?Many organizations use availability as a key measurement for manufacturing effi ciency, but availability encompasses only the percent of planned time—or available time—that a production process produces. Availability excludes the quality of that which is produced. To produce something that isn’t up to quality standards is often more expensive than to not produce at all. To slow down a process because, for example, a part of the process can’t operate at full speed is also expensive. So we must focus the improvement initiative on all elements of what we call manufacturing reliability: quality, time and speed.
Manufacturing reliability can be measured in various ways. The most simple way is to calculate how much is manufactured at the right quality, divided by how much could have been manufactured at the right quality (% Quality x % Time x % Speed). Overall, nothing should be manufactured before it has been sold and is to be delivered.
In many heavy process industries, people are still living with the idea to always produce as much as possible. That’s not “lean thinking,” which says nothing is produced until it needs to be delivered because it has been sold. However, having a lean production process and being able to produce things “Just in Time” is possible only if the production reliability is very high. With a raised automation level, a company becomes more and more dependent on reliable equipment—and the maintenance that ensures the reliability of that equipment. Reliable produc-tion equipment is the most important result a maintenance organization gener-ates. It can be seen as the maintenance department’s income-generating section.
For an organization striving to be lean, it is important to know where the greatest benefi ts are. What is the worth of reducing the difference between how good you are and how good you could be? In a market situation where you can sell everything you can produce the equation is simple. Consider the following:In certain industries, the sales price of what you are selling can drastically fl uc-tuate. Thus, let’s base our hypothetical manufacturing example on the average sales price and variable cost of a product over fi ve years.
The value of producing and delivering a sold unit is $170. If you produce/deliver 25,000 units a year and production reliability is 88%—but it could reach 94%—then the value of increasing manufacturing reliability would be 6%.
The next questions you should ask are these: Can you achieve even better results by lowering maintenance costs? Would it be benefi cial to lower maintenance costs if you can maintain manufacturing reliability at 88% without lowering them? The answer seems to be obvious, but it isn’t unusual that some are so focused on lowering visible costs they don’t see the large, invisible opportunities that are concealed in increased production or faster throughput of product. An idea worth repeating—as we are doing here—is that when you increase manufacturing reliability, production costs (including maintenance and storage costs) will decrease.
To become “lean,” all
losses in the processing
of raw material and
delivery of product must
be eliminated. For us,
that translates into
preventing maintenance
needs and performing
remaining maintenance
more effectively.
1500 units x $170 = $255,000 per year
Average sales price / fi ve years $510/unit
Average variable cost / fi ve years $340/unit
Benefi t per produced, sold, delivered unit $170/unit
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CAPACITY ASSURANCE STRATEGIES
18 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
If you can’t sell the increased volume that you reach via higher manufacturing reliability, then the savings most often lie in more reliable and faster delivery of goods sold, less energy expenditure, improved safety and less overtime. Consider the following example from the pharma sector, which also shows the importance of including the quality component of the reliability formula.
The XYZ Pharmaceutical Company had a lot of over-capacity. As a result, manufacturing reliability wasn’t consid-ered to be “that important.” After all, it was assumed that the plant could make up losses with the extra capacity and turn to overtime to compensate for any production losses. Management reasoned that it was much more important to have lower maintenance costs. When manufacturing effi ciency was measured, the only thing really taken into account was availability.
Alas, one day a tumbler broke in the end-stage of a tablet-manufacturing process. (Tablets in the tumbler were covered with a coating before packaging and shipping). The breakdown of the tumbler was caused by a burned, worn-out V-belt. Although the resulting shutdown lasted only 45 minutes, plenty of expensive medicine had to be scrapped—to the tune of over $62,000. Since a similar costly incident had occurred two years before, management realized it needed to change the way it thought about some things. That’s why instead of talking only in terms of availability, this plant now also considers the aspect of quality performance when it identifi es losses and measures manufacturing reliability.
What is “good” manufacturing reliability?Increased manufacturing reliability will increase product throughput and reduce the time between incoming raw materials to the fi nished product. Better reliability is the foundation to a faster and safer manufacturing fl ow. This will result in fewer losses from delayed deliveries, over-production, work-in-progress and energy consumption. Here lie the biggest gains if you can’t sell everything you produce. Remember, though, these gains won’t materialize if you don’t have highly reliable equipment. If you do have this type of equipment, you will be able to apply the “Dell model” or “Just-In-Time” manufacturing principles very
successfully. In addition, work-related injuries are always positively affected by high reliability.
As to the question of what constitutes “good manu-facturing reliability,” the answer has a lot to do with your process and equipment quality. Note that we aren’t only talking about equipment effi ciency here. It is common to use the OEE—Overall Equipment Effi ciency—when measuring manufacturing reliability, but that’s only one part of the reli-ability concept. The other part is Overall Process Effi ciency, which is the manufacturing process or chemistry that goes into making your product, including raw materials, pres-sures, temperatures, chemical mixtures, packaging material, operating practices, etc. What this boils down to is OMR—Overall Manufacturing Reliability.
From the maintenance point of view, there are three elements that affect how good OMR can be:
1. Equipment quality
2. Number of components that can cause a problem
3. Effi ciency of the maintenance organization
Equipment quality. . . Equipment quality, including issues associated with designing for maintainability and reliability, is beyond the scope of this article. This element affecting OMR is such a complex (and crucial) topic that it requires an entire article unto itself.
Number of components that can cause a problem. . . As a consultant, I often use paper machines as a guideline when projecting reliability in processes for which I don’t have data. The most reliable paper machines produce, for example, towel and tissue paper. They often incorporate one or two driers—so-called “yankee” cylinders or driers—each with a drive unit. A paper machine with several layers and surface coatings, however, has many more components that can cause problems. Such a machine can incorporate 100 drier cylinders. Thus, OMR differs between 96% for a tissue/towel machine and 82% for the more complicated units.
It is common to use the Overall Equipment Effi ciency
when measuring manufacturing reliability,
but that’s only one part of the reliability concept.
The other part is Overall Process Effi ciency.
SEPTEMBER 2010 MT-ONLINE.COM | 19
CAPACITY ASSURANCE STRATEGIES
A package line with good OME can reach 85-90%. (All of these calculations are based on 8760 hours per year.)
Effi ciency of the maintenance organization. . . One of the best indicators of effective maintenance is still the degree of planned and scheduled maintenance. This is because it greatly affects both manufacturing reliability and maintenance effi ciency. Furthermore, a high level of planning and scheduling cannot be reached without the support of all of the other elements of good maintenance, including maintenance prevention, preventive maintenance, storeroom support, root-cause problem elimination, etc.
Studies have established a strong correlation between high manufacturing reliability and a high degree of planning and scheduling of all maintenance and operations work (see Fig. 3).
Fig. 3. A study by IDCON, Inc., evaluated the manufacturing reliability of 38 similar process lines. The blue line shows the lowest to the highest manufacturing reliability. The only correlation to higher manufacturing reliability was the level of professional planning and scheduling. Depending on what items different plants included in their maintenance expenditures, the cost of maintenance appeared to be lower the higher the level of manufacturing reliability and level of planning and scheduling.
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38 process lines making same product
Maintenance costs per ton
% Planned and Scheduled Work
Process LineEffi ciency% Quality x UpTime
copyright IDCON.com
20 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
What’s next?Over-manufacturing can be defi ned as making more than what has been sold and before it needs to be delivered. This is one of the biggest sins in lean manufacturing. The same view should be taken when it comes to maintenance. To perform more maintenance than is needed—or before it is needed—should be considered a waste or an opportunity to improve. The biggest improve-ment opportunities lie in:
■ Optimizing old PM (preventive maintenance) systems
■ Deciding if work that’s to be per-formed during scheduled down-time really needs to be done
■ Prioritizing, planning and sched-uling work in a disciplined way
These topics and more will be explored in the second (and concluding) part of this article coming in November. MT
Highly respected, award-winning reliability and maintenance-man-agement expert Christer Idhammar is the founder and executive vice president of IDCON, Inc., based in Raleigh, NC. For more information, e-mail [email protected].
Raleigh, NC. For more information, e-mail [email protected].
Get Ready!Get Set! Get Going!
APRIL 26-29, 2011
APRIL 26-29, 2011
The Capacity Assurance Conference!
MAINTENANCE and RELIABILITY TECHNOLOGY SUMMITMAINTENANCE and RELIABILITY TECHNOLOGY SUMMIT
We thank all attendees, presenters and exhibitors for helping us make MARTS 2010 a rousing success. MARTS 2011 promises to be even
bigger and better! Check regularly on www.MARTSconference.com for event news and scheduling updates.
Put MARTS 2011 On Your Calendar Now!
Reliability Keeps Giving Voice To Autism
As in 2010, MARTS 2011 will kick off with another “Reliability Gives Voice to Autism” (RGVA) charity event. This gala evening of fun, food and entertainment at
MARTS 2010 was this year’s #1 industrial contributor to the Autism Society - Illinois. Stay tuned for details on how you and your company can be part of this great cause.
We’re grateful, too…Applied Technology Publications is delighted that others across the reliability community have chosen to join us
in the battle to raise awareness and funding for autism. To all of you, thank you for your contributions and good luck in your fi ght.
For more information, contact Bill Kiesel at [email protected]
“I am forever grateful for the eff orts made by the organizers and volunteers of RGVA on behalf of the Autism Society - Illinois.
With the success of the inaugural event, I am looking forward to the 2011 Reliability Gives Voice to Autism with exuberant anticipation.”
… Michael Gallivan, President, Board of Directors, Autism Society - Illinois
Education, Networking, Solutions To Your Problems!
Giving Voice To AutismAs in 2010, MARTS 2011As in 2010,
www.MARTSconference.comHyatt Regency O’Hare, Rosemont (Chicago), IL
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22195 © A.W. Chesterton Company, 2009. All rights reserved.
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FIELD NOTES
22 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
FIELD NOTES
In some quarters, if an equipment item fails too often, a
frequently chosen fi rst solution is to shorten its preventive
maintenance (PM) period. This entails either removing the
component from service and replacing it with a new one from
inventory or perhaps refurbishing the component to a like-new
condition and performing a number of tests to verify that its
condition meets specifi cations. This stock solution, however, is
not always the best solution: It may actually worsen the item’s
reliability, and the degraded condition may not be noticed for
years. Consider the following real-world account.
SituationA large power plant uses a motor-generator set to drive a high-pressure, high-volume pump that runs whenever the plant is operating. When the plant reduced power for a scheduled down-power—wherein the pump had to be turned off—the breaker for the fi eld current for the generator failed to open. The circuit for the generator fi eld then had to be opened (at a great inconvenience) farther up-line.
Randall Noon, P.E.Cooper Nuclear Station
When Increasing The PM Period Improves ReliabilityAs this discussion of a
power plant’s repeated
generator-fi eld-breaker
failures seems to prove,
timing is everything.
The case of the breaking breaker…
This generator fi eld breaker at a large power plant failed to open as needed. What was the problem?
FIELD NOTES
SEPTEMBER 2010 MT-ONLINE.COM | 23
The troublesome breaker had been installed 12 months earlier during the previous outage. It had only been opened and then re-closed one time before. Thus, in terms of opera-tion, this breaker had failed the second time it was opened.
Several breakers of this model are used within the plant. None of them are opened or closed more than once or twice every 18 months. Therefore, operational wear and tear is insignifi cant. A check of maintenance records at both the plant in question and in some similarly designed power-gen facilities found that this model breaker has a checkered history of internal linkage drag and alignment problems. When the breaker fails, it more often does so the fi rst or second time it is opened.
Interestingly, if this type of breaker doesn’t fail the fi rst or second time it’s opened, it often provides good service for many years before being refurbished: The most commonly reported PM period is 16 years or more. That’s why, when this power plant fi rst came online, a PM period of 16 years was established for these units. Due to failures, though, the PM period was at fi rst shortened to nine years, then to 4.5 years. Unfortunately, these changes didn’t improve the service reliability of the breaker in question. In fact, a close review of performance data indicated that it was now failing more often. Why didn’t the shorter PM improve reliability?
Bathtub curvesBefore the answer to the problem can be given, several things need to be explained, including, for example, bathtub curves. A bathtub curve—known formally as a Weibull Distribu-tion Curve—is a plot of the statistical failure rate of a part, component or machine versus time. Fig. 1, which also labels the various parts of the curve, depicts a typical bathtub curve usually shown in textbooks. (This widely used nickname is
based on the fact that the curve’s statistical distribution plot resembles a cross-sectional view of a bathtub.)
Phase I, the “Infant Mortality” portion of the curve, refl ects the failure rate due to installation errors, assembly errors made at the factory or similar defi ciencies. As all the initial problems and “bugs” are found and fi xed, the statistical failure rate decreases quickly with time to a minimum level.
Phase II, the “Random Failure” area of the curve, is where the item that has passed through the failures related to assembly error or installation error, operates as designed. Usually this part of the curve is nearly fl at and failures are due to statistically random defects and problems.
Phase III, the “End of Life” portion of the curve, is where the item is approaching the end of its useful service life and begins to suffer from wear, age, component break-downs, environmental degradation and the general curses of entropy.
In depicting the bathtub curve, most textbooks cut the curve off when the Phase III portion is about the same height as the Phase I, “Infant Mortality” portion (as was done below in Fig. 1). Most textbooks also stretch out the time in the Phase I and Phase III portions of the curve, and compress the lapsed time in the Phase II portion. This not only makes the curve appear symmetric (and similar to a bathtub in shape), it makes the curve fi t on the page better.
A more realistic bathtub curve is shown in Fig. 2. Note that the Phase III portion of the graph is much higher than the Phase I portion. Statistically, if an item is used long enough, its failure rate, given enough time, approaches 100%, while assembly and installation errors are usually an order of magnitude lower than 100%.
Fig. 1. Failures depicted ina generalized bathtub curve
Fig. 2. Failures depicted ina more realistic bathtub curve
Phase I - Infant Mortality
Phase I - Infant Mortality
FailureRate
100% Failure Rate
Phase II - Random Failure
Phase II - Random Failure
Phase III- End of Life Failure
Phase III-End of Life Failure
Time
Time- Compressed Scale
100% Failure Rate
Phase III-End of Life Failure
Phase I - Infant Mortality
Phase II - Random Failure Phase III- End of Life FailurePhase III- End of Life FailurePhase III- End of Life FailurePhase III- End of Life FailurePhase III- End of Life Failure
FIELD NOTES
24 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
Note in Fig. 2 that the high point of the Phase I region is marked with a horizontal line. An equal failure-rate point is similarly marked with a horizontal line in the Phase III region. When an item has been in service for a long time and is in its end-of-life phase, high reliability is maintained if the replacement or refurbishment period is chosen to be equal to or a little more than the peak infant-mortality failure rate. In other words, don’t replace an item if the potential for failure due to installation mess-ups or a factory error is greater than just running the item a while longer. Wait until the chance of failure due to service time equals or exceeds the infant-mortality failure rate.
With this information in mind, let’s now re-examine the problem with the breaker.
Revisiting the problemThe conditions cited in the breaker’s failure description indicate that the equipment was not failing due to end-of-service-life effects. Parts were not wearing out, nor were they degrading due to age or environment. Furthermore, the facts indicated that if the breaker made it past the fi rst few times it was operated, it would statistically operate in good order for 16 years or more. Thus, the breaker was not experiencing an end-of-life failure; it was experiencing an infant-mortality failure. This distinction is important.
If an item experiences failure due to end-of-life effects and its service life is at the far right on the bathtub curve, shortening the PM period may certainly improve service reliability. As shown in Fig. 2, appropriate shortening of the PM period can shift the PM time from a high failure rate area on the far right to a point on the curve where the failure rate is signifi cantly lower. With some historical data in hand, perhaps the PM can even be shifted to a point where the overall reliability over time is optimized.
Importantly, a shift to the left on the curve only improves reliability if the item is failing due to end-of-service-life effects. In this case, failures were occurring due to infant mortality effects. Thus, shortening the PM period actually increased the failure rate. Here is why:
As was learned by checking industry failure statistics for this model breaker, the average refurbishment period is 16 years. This is 3.55 times longer than the 4.5-year PM period the plant was using! If the failure rate due to infant mortality is considered to be P(f), then in 16 years the chance of success with respect to failures caused only by infant mortality factors is [1-P(f)]. If, however, the same breaker is overhauled every 4.5 years, resulting in three refurbishments in that 16-year period, then the expected success rate due to infant mortality is [1 – P(f)][1 – P(f)][1 – P(f)].
For example, if the infant mortality rate due to errors in refurbishment or installation is 10%, then the success rate for one breaker for 16 years is 90%. But if the same breaker is refurbished and reinstalled in exactly the same way three times in 16 years, the success rate for that breaker (i.e., no failures occurring) is 73%. As the number of “shots on goal” increases, the chances of a goal being made also increase. Consequently, shortening the PM period for an item that has an infant-mortality problem—such as this breaker—actually decreased overall reliability.
ConclusionIn this case, the solution to the failure problem was NOT to shorten the PM period: Doing so seemed to worsen the failure rate. Since the failure is not a result of end-of-service-life effects, and the characteristics match those of an infant-mortality failure, the solution lies in either fi xing the underlying installation or refurbishment defi ciency—or changing to a different model breaker with a lower infant-mortality failure rate. MT
Randall Noon is a root-cause team leader at Nebraska’s Cooper Nuclear Station. A licensed professional engineer in several states, he’s been investigating failures for more than 30 years. Noon is the author of several articles and texts, including: The Engineering Analysis of Fires and Explo-sions; Forensic Engineering Investigations; and, most recently, Scientifi c Method: Applications in Failure Inves-tigation and Forensic Science (published by CRC Press). E-mail: [email protected].
The breaker failure description indicated that the equipment wasn’t
failing due to end-of-service-life effects. In reality, it was
experiencing an infant-mortality failure. This distinction is important.
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Make Energy An Asset, Not An Afterthought
BOOSTING YOUR BOTTOM LINE
I
The Motor Decisions Matter (MDM) campaign is managed by the Consortium for Energy Effi ciency (CEE), a North American nonprofi t organiza-tion that promotes energy-saving products, equipment and technologies. For further information, contact MDM staff at [email protected] or (617) 589-3949.
n an April 2010 survey of leading businesses entitled “From Shop Floor to Top Floor: Best Business Practices in Energy Effi ciency,”
the PEW Center on Global Climate Change describes a shift in how companies such as Dow, IBM and Toyota approach energy. The authors’ conclusions? Setting ambitious long-term energy-saving goals saves money, avoids green-house-gas emissions and improves employee morale. Ultimately, survey participants have boosted their bottom lines by approaching energy as a core asset to be managed, rather than as an expensive afterthought. Tradi-tionally, however, effi ciency opportunities have been addressed through incremental improvements. While such savings are notable, managing effi ciency on an organization-wide basis greatly expands the potential.
In this new paradigm where energy is viewed as an “asset,” more comprehensive changes are pursued. This paradigm shift can be viewed in the context of how your facility approaches energy-intensive equipment, such as motors. Imagine the effects on your bottom line from upgrading to premium-effi ciency motors one by one, versus an approach based on a comprehensive motor-management plan.
For example, a proactive motor-management plan would involve maintaining an inventory of all motors and ensuring that energy was included in the analysis of when and how they are to be repaired or replaced. Incorporating the motor-management plan as a business strategy assures that all personnel contribute and adhere to it. What’s the impact to your bottom line? It’s likely to be a very large number: Multiply the savings you would achieve by upgrading one motor by the number of motors in your facility—the U.S. Department of Energy has estimated this could be $900/year for a 75 hp motor—and add to that the avoided produc-tivity losses associated with being unprepared when critical motors fail.
Another important fi nding of the PEW study was that at leading companies, senior management supports managing energy as an asset. This approach permeates all levels of the companies’ organizational charts. As a result, the benefi ts extend beyond the bottom line to include improved productivity by stimulating technical and process innovations, such as reductions in water use, materials waste, labor costs and production downtime.
Where to start?If the successes achieved by companies in the PEW Center survey seem to be beyond your company’s budget, resources or manpower, you may want to try something simple that can still have plenty of impact: Start managing your energy asset by managing your motors.
If your facility is like most others, motor-driven systems consume a large portion of your energy use. The sponsors of the Motor Decisions MatterSM Campaign have developed a suite of resources to help you and your team be more effective in managing those systems and, in turn, your energy asset. Visit the MDM Website (www.motorsmatter.org) to access these resources and begin making energy an asset, not an afterthought. MT
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SEPTEMBER 2010 MT-ONLINE .COM | 27
MAINTENANCE LOG
28 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
Agood vibration specifi cation is essential in accurately identifying
a good motor repair and, for that matter, a good motor-repair
shop. An operation consistently able to meet a good vibration
spec has proven that it has a professional staff with the proper
training and the precision equipment needed to make quality repairs:
Greg DavisonOklahoma Gas & Electric (OGE)
Here’s a way to help identify the types of motor-repair operations
you really want to work with.
Good Specs, Good Shop © D
MIT
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MAINTENANCE LOG
SEPTEMBER 2010 MT-ONLINE.COM | 29
■ It will have the test equipment and procedures in place for determining a scope of work resulting in a motor that meets the desired vibration specifi cation.
■ It will have a staff capable of accomplishing the required scope of work in a manner that will meet the desired vibration specifi cation.
and
■ It will have test facilities capable of verifying that the motor does indeed meet the vibration acceptance criteria before leaving the shop.
The Oklahoma Gas & Electric (OGE) standard for allow-able vibration on new or rebuilt Large Motors is 0.05 in. per second. The National Electrical Manufacturers Association (NEMA) standard for Medium and Large Motors with special requirements is 0.08 in. per second, (MG1-1993 rev1). (The OGE standard of 0.05 in. per second is approxi-mately equivalent to the ISO G1.0 Balance Specifi cation for special precision.)
By specifying 0.05 in. per second as an acceptance stan-dard, OGE is assured a motor has been balanced to the capability of most widely available balancing machines—and to the ability of most competent motor shops. Moreover, any mechanical fault or assembly error will result in a vibra-tion level above the OGE specifi cation. While it is extremely diffi cult to detect electrical faults in a motor that is operating under no-load conditions, the OGE specifi cation leaves very little room for any type of fault—electrical or mechanical.
Win/winSince OGE began using this spec, NO motor leaving a repair shop having met the specifi cation has been found upon commissioning to have a warrantable problem. The specifi -cation has been a win/win for both OGE and the shops:
■ OGE receives a better product that lasts longer and eliminates delays during commissioning.
■ The motor-repair shops have fewer motors returned for re-work.
Reality checkExperience has shown that the OGE specifi cation is consis-tently achievable by well-run repair facilities with the proper equipment and a professional work force. At least two such shops exist in Oklahoma City; both have agreed to meet this spec.
Whenever either of these shops receives an OGE motor for repair, a scope of work is agreed upon before the
work begins. If the motor is operable, a test run may be used to establish an “as received” vibration reading on the motor shop’s test bed. Otherwise, the motor is disassembled and inspected for damage. A scope of work is developed to meet the OGE specifi cation—and an OGE representative reviews the damage and the proposed scope of work. The scope of work is then either agreed to, or amended and agreed to.
The process works splendidly up until the point at which a motor fails the acceptance test. Then the fi ngers come out and the pointing begins. If the scope of work was modifi ed, the motor shop claims it was not allowed to repair the unit properly. If, however, no scope is ever amended, cost creep occurs, and eventually the scope is seen as a blank check protecting the motor shop from any eventuality.
The reality is this: The scope of work that the motor shop and the customer agreed to—in advance—is complete, but the motor will not meet the also-agreed-to—in advance—vibration specifi cation. Who pays? Is it the scope or the spec that’s causing the problem?
The vibration specifi cation can’t be waived after the fact. That defeats the purpose of having one. Both the scope and the spec were agreed to in advance. If the scope is changed but the specifi cation isn’t, the motor shop agrees that the new scope is suffi cient to meet the specifi cation. If the shop cannot agree that the amended scope is adequate to meet the specifi cation, then further negotiations may resolve the issues. Otherwise, the shop can be paid for its efforts thus far to produce the scope of work and the repair can be let out for bid to competing motor-repair shops.
The original shop may also decide to bid the repair in a way and at a price it feels will meet the original spec. After all bids are evaluated, the customer can go with the lowest bidder or decide that meeting the specifi cation is too costly. The customer might choose to replace the unit—or just decide to accept a degraded performance at a lower cost (in which case, the vibration specifi cation could be modifi ed).BUT whatever the decision is, it is always at the customer’s discretion and agreed to in advance of any repairs.
To say that the scope of work is complete and the motor will not pass acceptance is unacceptable. Either the scope of work was insuffi cient to effect the proper repair or the acceptance criteria are too stringent. There is, of course, one other possibility. The scope was suffi cient but improperly performed. This is the reason for the acceptance criteria in the fi rst place—to ensure proper repair.
If the acceptance criteria are too stringent, is it safe to say that no motor would ever pass (or, at the least, very few motors would pass)? Actually, the opposite is true. Most motors meet or exceed the vibration specifi cation. Very few fail. This is further evidence that not only is the specifi cation attainable, it is an effective way to identify a defective motor.
MAINTENANCE LOG
30 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
Separating wheat from chaffThe OGE motor specification will separate merely average repair shops from operations that are above average. One intent of our specification is to identify those shops that we want to do business with. OGE needs a good, quality repair to ensure the reliability of its generation assets. Shops that are capable of consistently meeting this specification are the quality shops OGE looks for.
Admittedly, the majority of motors failing the acceptance test are typically units that are inherently more difficult to repair—such as vertically mounted motors, two-pole motors and motors running above the first critical. Here again, the ability to effectively repair these difficult units is what sepa-rates the average from the above-average business.
To be sure, there is always the possibility the work might be done properly, but that the test facilities are inadequate. For example, the power supply might not be capable of running the motor at full voltage, or the power supply might not be balanced across all three phases. In these cases, the ability to detect any type of electrically induced fault goes from being very difficult to impossible. On the other hand, the test bed might not be substantial enough to adequately support a motor as a rigidly mounted machine—in which case, the motor
has hardly any chance of meeting the specification. Even if the shop has performed a quality repair, without adequate testing facilities, there is no way of knowing the quality of the repair. (Adequate testing facilities are one more hallmark of a quality motor repair shop. Don’t overlook this important element.)
Remember thisA good vibration spec will never replace an on-site inspec-tion when identifying a quality motor-repair shop. Nor will it substitute for a certification from a standards organization such as NEMA. Over time, though, a good vibration speci-fication CAN help your operations positively identify those shops that excel by routinely and consistently providing quality repairs (even when dealing with complex problems). These are the shops OGE seeks—you should, too. MT
Greg Davison is supervisor of Reliability Technologies with OGE Electric Services, a business of OGE Energy Corp. An ISO Category III Vibration Specialist, he has 27 years of experience in the reliability and predictive maintenance fields. Davison holds a B.S. in Organizational Management from Oklahoma Christian University. Telephone: (405) 553-4463; e-mail: [email protected].
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TECHNOLOGY FOCUS
32 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
Jane Alexander, Editorwith
David FrancoeurFLIR Systems, Inc.
Gas leaks have been
affecting peoples’ lives
since ancient times.
Now, there’s no excuse
for many of them.
A boon to safety…
In ancient Greece, people traveled from far and wide
to listen to the Oracle of Delphi, who claimed to be in
direct contact with the god Apollo. They came in hopes
of gaining special knowledge about themselves and their
futures (including, for example, when to plant their crops).
What would those trusting knowledge-seekers have thought
if they had known that instead of speaking to and for Apollo,
the Oracle had simply been exposed to harmful ethylene
gas? This is just what modern-era researchers discovered:
The Oracle’s prophecies and popularity were associated with
an ancient gas leak.
These daysWhile we no longer seek the council of Apollo, as a global society, we are still using a great deal of ethylene. Wikipedia defi nes ethylene glycol as an “organic compound, widely used as an automotive antifreeze and a precursor to polymers. In its pure form, it is an odorless, colorless, syrupy, sweet-tasting liquid. There appears to have been no commercial manufac-ture or application prior to World War I.”
Optical Gas Imaging
Redefi nes Industrial Gas Leak
Detection
TECHNOLOGY FOCUS
SEPTEMBER 2010 MT-ONLINE.COM | 33
Some of the characteristics of ethylene—a greenhouse-gas emission that is both odorless and colorless—are common to many other industrial gases, thus making leaks hard (some would say tricky) to fi nd. That’s why a chemical called mercaptan is added to methane (perhaps the most widely used gas) to give it that sulfur-like or rotten-egg odor with which many of us are familiar. But often times, natural gas sold to industrial facilities does not contain mercaptan and remains odorless.
Industrial gas leaks tend to occur within a mass of valves, fl anges and piping. It is not uncommon to have thousands— sometimes tens of thousands—of potential leak points that stretch for miles.
Adding to the diffi culty is the highly fl ammable nature of many of these industrial gases. From one of the world’s worst industrial gas leaks ever (the 1984 explosion in Bhopal, India), to the more recent Texas City Refi nery explosion in 2005 in which 15 workers died, industrial (and even resi-dential) gas leaks continue to cause large-scale fi nancial and human losses.
Game-changing technologyIn June 2005, FLIR Systems introduced the GasFindIR infrared camera, today called the GF-Series and referred to by industry and the Environmental Protection Agency (EPA) as “optical gas imaging.” Why is optical gas imaging such a game-changer for maintenance and reliability profes-sionals? The answer is simple: For the fi rst time in history, we have a means by which to see what had previously been invisible—colorless gas vapors. Prior to optical gas imaging, the Toxic Vapor Analyzer (TVA) was about the only tool available for the task.
Using a point contact-sensor or wand, a TVA would be placed near a suspected gas leak or next to a valve or fl ange. The instrument would then absorb a portion of the gas and provide a reading—which explains why TVAs are still commonly referred to as “sniffers.” While relatively effective and widespread in its use, TVA technology has some signifi -cant limitations.
With a TVA, the wand must be placed fairly precisely to where the gas is blowing. If there is wind or air movement and the wand is even just a bit off, the instrument will not detect the leak. More importantly, since operators frequently don’t know the exact locations of gas leaks, this “sniffer” method involves a great deal of guesswork.
The optical gas imaging infrared camera operates much like a consumer video-camcorder. It provides a real-time visual image of gas emissions or leaks. One simply scans an area and watches the video. Gas leaks will appear as black smoke on-screen. In this manner, gas leaks can be seen even if the camera is 30 feet away. Moreover, the GF-Series camera can see exactly where the leak is occurring, helping to pinpoint its source.
For a TVA to pay off, a worker must position the wand next to hundreds of valves and fl anges, and do so with pinpoint accuracy—yet there may be no feedback or knowl-edge as to whether a leak even exists. Such efforts can require signifi cant amounts of manpower and time, coupled with considerable room for error. With gas imaging, however, a worker just pans and scans to instantly see leaks. (Refer to Figs. 1, 2 and 3 to see what different leaks look like through optical gas imaging.)
For the fi rst time in history, we have a means by which to see what had previously
been invisible: colorless gas vapors. Prior to the advent of optical gas imaging,
the Toxic Vapor Analyzer (TVA) was about the only tool available for the task.
Fig. 1. Gas valve leak
TECHNOLOGY FOCUS
34 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
The benefi tsMany industrial operations either use industrial gases as part of their process input or produce gas as a by-product (or even an end-product). Gas leaks are an ongoing concern for many reasons. From a regulatory perspective, companies must reduce greenhouse-gas emissions, and workplace safety/OSHA standards must be met. In many instances, the gases themselves are expensive—whether they’re a process input or fi nal product. Gas leaks, therefore, are equivalent to lost profi ts. In addition to all the other reasons to fi nd and stop them, companies also have a strong fi nancial incentive to do so.
To date, many gases have been tested with this new optical gas imaging technology by an independent third-party testing laboratory (see Sidebar).
In December 2008, the EPA issued a fi nal ruling in the Code of Federal Regulations, specifi cally 40 CFR Parts 60, 63 and 65. In this ruling—often called the Alternative Work Practice to Method 21—the agency cited the fact that optical gas imaging can now be used instead of sniffer (or TVA) technology for leak detection.
Acceptance among end-users, fi rst in the petrochemical industry, has been swift. In fact, most large petrochemical facilities now make wide use of optical gas imaging tech-nology. From the supplier side, FLIR is working to help accelerate the technology acceptance curve by making GF-Series infrared cameras available for short- or long-term rental.
Looking into the futureHaving been introduced only fi ve years ago, it’s not hard to envision optical gas imaging technology expanding in use across a wide range of industries, as well as into residential markets. It’s also not hard to imagine that new rules and regulations will be issued with regard to gas leaks and the deployment of this game-changing technology in detecting them more quickly than in times past. MT
David Francoeur, director of Marketing for FLIR Systems, Inc., is based in Billerica, MA. Telephone: (978) 901-8227; e-mail: david.francoeur@fl ir.com.
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Gases That The GF-Series Infrared Camera Can See,
With Minimum Detected Leak Rates (MDLRs)
Fig. 3. Leaking LPG treaterFig. 2. Leakage from a failed ruptured disk
1-Pentene - 5.6g/hr
Benzene - 3.5g/hr
Butane -0.4g/hr
Carbon monoxide*
Ethane - 0.6g/hr
Ethanol - 0.7g/hr
Ethylbenzene - 1.5g/hr
Ethylene - 4.4g/hr
Heptane - 1.8g/hr
Hexane - 1.7g/hr
Isoprene - 8.1g/hr
MEK - 3.5g/hr
Methane - 0.8g/hr
Methanol - 3.8g/hr
MIBK - 2.1g/hr
Octane - 1.2g/hr
Pentane - 3.0g/hr
Propane - 0.4g/hr
Propylene - 2.9g/hr
Sulfur hexafl uoride - 0.026g/hr
Toluene - 3.8g/hr
Xylene - 1.9g/hr
*Data not available
SEPTEMBER 2010 MT-ONLINE.COM | 35
PROCESS IMPROVEMENTS
R.C.J. Wilson CEnv. IEng. MEI, MRSC
Ferrybridge C Power Station
In modern conventional power stations, the overall condi-
tion of the fl uids that lubricate large, high-value machinery
is critical. In particular, moisture in the oil can wash out
critical anti-oxidative compounds, contributing to lubri-
cant oxidation and subsequent loss of lubricant performance.
Although Karl Fischer (KF) titrations have been used over
the years to measure the degree of water in oil, this analytical
method does, in fact, have some limitations. Three years ago,
the Ferrybridge C Power Station in West Yorkshire, England,
began moving from its use of the KF method to use of Fourier
transform infrared (FTIR) analysis to measure and control the
level of water contamination in lubricating fl uids. The result?
Accurate data in less time—and with less complication—than
the “gold-standard” Karl Fischer method.
Technology has been marching on and on
since development of the “gold standard” of
oil analysis. Here’s how one British power plant
has been benefi ting from a leader of that parade.
Determining Moisture Levels In Oils Moisture Levels In Oils
At A Power Plant
An advancement over Karl Fischer titration...
36 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
PROCESS IMPROVEMENTS
Lubrication monitoring at FerrybridgeFerrybridge C Power Station is a 2000 MW coal and biomass co-fi ring power station. Its four enormous steam turbines and main feed pumps produce enough power for two million homes—or 4% of the United Kingdom’s daily electricity requirements. The power from one steam turbine would be suffi cient to power six Queen Mary 2 cruise liners traveling at full speed.
Each turbine shaft is over 170’ long and exceedingly heavy, with 12 support bearings lubricated by mineral oil. This lubricating oil serves more than one purpose: It is also the control oil for operating the turbine governor valves and steam admission valves. Thus, it is mandatory for the oil to be monitored and kept within the required specifi ca-tion. Since the level of moisture in the oil changes over time as a function of environmental and operating conditions, it is also imperative to rapidly obtain accurate analytical information. To do all this, Ferrybridge has turned to the A2 Technologies iPAl FTIR analyzer equipped with the TumblIR transmission cell system (see Sidebar).
As shown in Fig. 1, testing the FTIR analysis against Ferrybridge’s KF titration method showed a good corre-lation between the two techniques. Since the trend in the amount of water present is monitored, absolute values are
not necessary. Even with KF measurements, absolute values are not measured, since results may be biased by the amount of sample used and the inherent immiscibility of oil and water. Therefore, repeat measurements are made with both FTIR and KF (many times with the KF). Because FTIR measurements are so quick, repetitive measurements are faster and easier. The small discrepancies between the two methods are not signifi cantly different from those obtained by carrying out two KF tests on the same sample.
Having gained confi dence in the accuracy and reliability of the FTIR method, Ferrybridge has largely eliminated KF measurements. An example of how the plant uses FTIR can be seen in Fig. 2, where A2’s iPAL system tracked the level of moisture in both the turbine oil and the main feed-pump oil.
When the moisture in the lubricating fl uid is greater than the allowable specifi cation, corrective action is taken to remove the water in the oil. There are two methods to adjust the moisture content of the turbine oil:
1. The turbine gland steam pressure is manually adjusted if the unit is to operate at a lower-than-normal load.
2. A mechanical device that separates water from oil is used to remove moisture from the turbine main oil tank.
Fig. 1. Comparison between FTIR and KF titration in measuring moisture in lubricating oil
0.5
0.45
0.4
0.35
0.3
0.25
0.2
0.15
0,1
0.05
0
07/0
1/09
14/0
1/09
21/0
1/09
28-0
1/09
04/0
2/09
11/0
2/09
18/0
2/09
25/0
2/09
04/0
3/09
11//0
3/09
18/0
3/09
25/0
3/09
01/0
4/09
Date
IR Pal A2
KF
% M
ois
ture
in
Oil
SEPTEMBER 2010 MT-ONLINE.COM | 37
PROCESS IMPROVEMENTS
In addition to monitoring the level of water in oil and alerting plant personnel to take corrective action when necessary, the iPAl FTIR analyzer is used to track the effec-tiveness of the methods the site uses to eliminate water and return the oil to acceptable moisture limits.
The benefi ts of FTIR analysis There are numerous reasons why Ferrybridge has turned to FTIR analysis of its lubricating oils—eliminating much of its KF analyses in the process.
FTIR is quicker and more straightforward than KF, no toxic reagents are required and it’s easy to train personnel on its use. As analytically accurate as KF (and in some cases, more so), the iPAL FTIR system can go beyond determining moisture levels in oil. Using pre-calibrated, on-board methods on the same sample, it can measure other important specifi cations, including additive deple-tion, overall condition/oxidation and oil in water for discharge purposes.
One of this FTIR system’s greatest benefi ts, however, is the fact that it affords real-time analysis, on site. This, in turn, lets personnel immediately ascertain the condition of a
lubricating fl uid. If an oil is found to be out of specifi cation, on-site testing allows corrective action to be taken—and the effectiveness of such actions to be determined—virtually in real time. All of this can be accomplished before the initial results from an off-site testing lab could even be reported.
The FTIR system is important for another reason: It increases Ferrybridge’s level of confi dence in results that it does obtain from off-site testing labs. The plant has found that if lubricants are not sampled, packaged and sealed correctly for shipment, there can be a signifi cant difference in moisture testing reports. In the past, results obtained from outside labs frequently were found to be, at best, suspect, and at worst, completely inaccurate. Carrying out on-site testing with the FTIR analyzer serves as an important cross-check on off-site lab testing.
A2’s iPAL FTIR analyzer has become a vital part of the Ferrybridge on-site testing protocol. In fact, the plant has so much faith in this technology that its use is now being extended to more applications at the site. MT
R.C.J. Wilson, CEnv. IEng. MEI, MRSC, is Environmental & Performance manager at the Ferrybridge C Power Station.
To analyze a sample, the operator places a drop of neat used oil on the lower TumblIR window mounted in the surface of the iPAL FTIR analyzer, then rotates a second, gimbal-mounted window into place, thereby creating a reproducible 100-micron gap that holds the oil. The system comes equipped with a pre-calibrated, automated method for determining the amount of water in oil, and a simple command initi-ates the transmission IR method. The unit then collects, analyzes and reports the data. Since the system is capable of accurately analyzing water as low as 200 ppm (with no sample preparation), detection limits are not at issue. A2 has developed a surfactant-using method that allows quantitative detection of water in lubricating oil down to 65 ppm.
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Fig. 2. Measurements of moisture in lubricating oil for Unit 1 main turbine and main boiler feed pump, in 2009
Using A2’s iPAL FTIR System
0.14
0.12
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0.08
0.06
0.04
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0
Date18-Dec 28-Mar 06-Jul 14-Oct 22-Jan
% M
ois
ture
in
Lu
be
Oil
18-Dec 28-Mar 06-Jul 14-Oct 22-Jan18-Dec 28-Mar 06-Jul 14-Oct 22-Jan
THE GREEN EDGE
38 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
THE GREEN EDGE
38 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
DOES YOUR COMPANY HAVE A GREEN EDGE?E-mail your product and service news to: [email protected]
For information on advertising in the Green Edge section, contact JERRY PRESTON at: Phone: (480) 396-9585 / Fax: (480) 264-4789 / E-mail: [email protected]
SK has released a new corporate environmental policy that reaffi rms its commitment to maintain-
ing the highest standard of sustainability throughout its North American opera-tions. The document outlines NSK’s pledge to conduct business in a manner that protects human health, prevents pollution and protects the environment. It also outlines how employees and suppliers are encouraged to participate in the company’s efforts. For example, employees have and will continue to be educated on the effects their work may have on the environment, and what they can do to lessen that impact. Those effects can be substantial.
In 2009, NSK employees in the U.S. contributed to environmental savings of:
Marcia Fournier, NSK’s manager of Environmental Health & Safety, works to engage employees on environmental issues. She regularly travels to each of the corporation’s U.S. facilities to identify areas for improvement, develop initia-tives to help each facility reach corporate green targets and report their progress.
“NSK staff and management are very committed to acting in a green manner,” says Fournier. “We recently had a group of employees take it upon themselves to investigate their workplace and then work with their peers to signifi cantly reduce the facility’s waste. It’s that type of initiative and commitment that is driving NSK to the forefront of
sustainability in both our products and our working practices.”
According to the company, NSK has pledged its commitment to becoming even more sustainable in anticipation of increased customer demand. As a supplier of components for a broad range of industries, it continues to develop environmentally preferable offerings. A case in point is the NSK bearing-reconditioning program that allows customers to reduce waste and increase effi ciency. The company is also actively supporting the electrifi cation of automobiles. MT
NSK Corp.Ann Arbor, MI
*NSK has been recognized as one of the “Global 100 Most Sustainable Corpora-tions” by the World Economic Forum.
ing the highest standard of sustainability N
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■ 8952 barrels of No. 2 fuel oil
■ 15,137 mature trees
■ 5,694,000 gallons of water
■ 986,000 kW hours of electricity
■ 19,525 gallons of gasoline
■ 18,131 cubic yards of landfi ll airspace
SK has released a new corporate environmental policy that reaffi rms its commitment to maintain-
ing the highest standard of sustainability throughout its North American opera-tions. The document outlines NSK’s pledge to conduct business in a manner that protects human health, prevents pollution and protects the environment.
Marcia Fournier, NSK’s manager of Environmental Health & Safety, works to engage employees on environmental issues. She regularly travels to each of the
sustainability in both our products and our working practices.”
According to the company, NSK has pledged its commitment to becoming even more sustainable in anticipation of increased customer demand. As a supplier of components for a broad range of industries, it continues to develop environmentally preferable offerings. A case in point is the NSK
ing the highest standard of sustainability N
■ 5,694,000 gallons of water
■ 986,000 kW hours of electricity
■ 19,525 gallons of gasoline
■ 18,131 cubic yards of landfi ll airspace
Already recognized as one of the most sustainable companies on the planet*, this leading bearing manufacturer has strengthened its commitment
to the environment with a newly released corporate policy.
GREEN IS CARVED IN STONE
AT NSKAT NSK
GREEN GREEN IS CARVED IN STONE
AT NSK
THE GREEN EDGE
SEPTEMBER 2010 MT-ONLINE.COM | 39
THE GREEN EDGE
SEPTEMBER 2010 MT-ONLINE.COM | 39
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Green Insight At FABTECH 2010
Does “going green” have to be drain on your bottom line? Quite the contrary. In a “Make Green by Going Green” discussion November 3, at FABTECH 2010
(www.fabtechexpo.com), in Atlanta, GA, experts will focus on ways manufacturers can gain a competitive advantage through sustainable practices. Led by Kristin Pierre, green supplier network manager for the U.S. Environmental Protection Agency, with panelists from a variety of manufacturers, the presentation will provide insight on how implementing a practical lean and green approach to consuming water, gas, utilities and raw materials can benefi t both a company and the environ-ment.
FABTECH 2010 will be held at the Georgia World Congress Center. It’s a fi tting venue for what organizers note is the largest trade show in North America dedi-cated to a full spectrum of metal forming, fabricating, stamping, tube and pipe, fi nishing and welding equip-ment and technology. Admission is free with advance registration before October 30.
Fabricators & Manufacturers Association (FMA)Rockford, IL
Surge Protection For Alternative-Energy Applications
The Surge Protection™ line from Thomas & Betts offers protection for alternative-energy sources from damaging effects of electrical power surges. Alternative-energy
sources—such as wind farms, solar panels and solar collectors—typically are installed in remote areas, mak-ing them more vulnerable to light-ning strikes and power-quality abnormalities than other assets. The company’s product line, including its Joslyn® surge-protective devices, helps provide protection from the component level up to complete facility coverage. Products are available with optional EMI and RFI fi lters to protect sensitive control systems from interference caused by variable-frequency equipment.
Thomas & Betts Corp.Memphis, TN
Trane notes that it’s no longer enough for HVAC systems to merely deliver “conditioned air.” That’s why the
company has introduced its Performance Climate Changer™ air handler with cata-loged capacities up to 60,000 cfm. It features energy-recovery, airfl ow-monitoring and advanced humidity-control options that improve building environments and better control temperature and humidity, all while optimizing performance. These options include Trane Cool Dry Quiet (CDQ™) desiccant-dehumidifi cation wheels, energy-recovery wheels, direct-drive plenum fan arrays and dual-path split dehumidifi cation units. These technological advancements enable a Performance Climate Changer HVAC system to deliver optimized perfor-mance with up to 30% fan-energy savings compared with the company’s previous generation of air-handling units.
New HVAC System Delivers More Than Conditioned Air
TraneA business of Ingersoll RandPiscataway, NJ
SOLUTION SPOTLIGHT
40 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
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Many maintenance managers, particularly those with equipment operating under severe conditions such as extremely high or low temperatures and/or harsh
chemicals, consider frequent equipment failures to be just another cost of doing business. Those failures, unfortunately, can have a devastating effect on a company’s bottom line.
The good news is that many causes of equipment breakdown can easily be corrected—and many of the costs curtailed—with proper lubrication.
Switching lubricants made the differenceSince their fi rst commercial application more than 50 years ago, DuPont™ Krytox® synthetic lubricants have delivered superior, extended performance in a wide range of applica-tions across diverse industries. Today, with new additives for new challenges, Krytox lubricants are still delivering extreme performance under extreme conditions.
Thousands of companies around the world have discov-ered the many advantages of switching to Krytox lubricants. Here are a few examples:
■ A major U.S. electric utility was able to schedule re-lubri-cation of the bearing in its hot gas fan-control louver once a year instead of once a month. This not only eliminated disruptive and costly monthly production shutdowns, it reduced the number of times workers would be exposed to hazards associated with this maintenance task.
■ A British titanium-ingot manufacturer was able to signif-icantly extend the service life of the seals in the hydraulic rams it uses to remove large ingots from vacuum furnaces.
Those seals are now replaced every 18 months in planned routine maintenance, instead of every four months.
■ A French airport authority was able to achieve annual savings of US$20,000 - $25,000 on the maintenance of its jet fuel pipeline. Maintenance is now performed every 30 months instead of every four to six months. Unscheduled shutdowns due to valve failures have been eliminated.
■ An American chemical plant was able to improve the perfor-mance of its anhydrous ammonia pumps by eliminating shaft wear and doubling the service life of the shaft seals.
■ An Indian manufacturer of textile stenters was able to help its customers extend the re-lubrication interval for the stenter chain bearings from every eight months to once a year.
The Krytox value propositionLubricant selection is key to improving equipment effi ciency and uptime—and, ultimately, to saving money on maintenance and lost productivity. It also can help you in your quest to ensure safe operations. While some organizations are reluc-tant to invest in what they consider to be “more expensive“ types of lubricants, a cost-benefi t analysis will quickly show how the right product can contribute to reduced downtime and optimized performance.
DuPontWilmington, DE
Optimizing Equipment Performance
& Reducing Maintenance Costs
DuPont’s Krytox has been delivering for more than 50 years.
SEPTEMBER 2010 MT-ONLINE.COM | 41
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Expanded Flexible-Coupling Line
Centa has added the “Series AR” Element to its CENTAFLEX Series A rubber-in-compression fl ex-ible-coupling offering. A patented split through one
of the axial aluminum inserts facilitates quick installation without the need to disturb mounting or alignment of the driver and driven components. Available in a range of sizes, these products allow the simple radial exchange of coupling elements for any close-coupled system through approximately 2000 hp at 1750 rpm rating.
CENTA Corp.Aurora, IL
Upgraded Multimeter
B&K Precision’s upgraded 5491B Bench-top Multimeter provides true RMS precision with a 50,000-count display. AC+DC capability captures any DC effects within the
measured voltage or current for accuracy of 0.02%. Other features/capabilities include a digital dual display that shows two measurements simultaneously; a measurement rate of up to 25 readings per second; threshold settings for quick Pass/Fail testing; and the ability to download measurement values to a computer via USB or RS-232 interfaces using SCPI.
B&K Precision Corp.Yorba Linda, CA
Stable And Reliable, Multi-Purpose D/P Gauges
Ashcroft® 1130 series d/p gauges are suitable for a wide variety of differential pressure measurement applications. According to the manufacturer, dial
sizes from 2” to 6”, ranges from 0.6 In H2Od through 150 psid and an optional switch feature make these gauges practical for countless installations. Several case mate-rials along with an optional explosion-proof housing allow 1130 series gauges to operate safely in hazardous environments. Their close-coupled magnetic rack-and-pinion movements boost stability and reliability.
Ashcroft, Inc.Stratford, CT
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Bearing ProtectionFor Severe-Duty Motors
Electro Static Technology’s AEGIS™ Severe-Duty SGR protects severe-duty motor bearings from harmful VFD-induced shaft currents with a shaft
grounding ring and from contaminants with an IP56 non-contact isolation seal. By diverting VFD-induced shaft currents around bearings safely to ground, the ring protects them from electrical damage known as “bearing fluting” that can lead to noise and vibration and result in motor failure.
Electro Static TechnologyA division of ITWMechanic Falls, ME
Energy-Effi cient AODDs
Warren Rupp notes that its new AirVantage air-operated double diaphragm (AODD) pump conserves energy, improves plant effi ciency and reduces maintenance on
both the supply and demand sides of compressed air systems. It saves energy by cutting air consumption at the pump, then adjusting automaticallyto maintain a constant fl ow over changing conditions. InBeta tests and fi eld trials, these units provided energy savings of up to 50% compared to traditional AODDs. The new pump is available under the SANDPIPER® and Versa-Matic® brands.
Warren Rupp, Inc.Mansfi eld, OH
Alarm-Management Update
PAS has issued a 2nd edition of The Alarm Manage-ment Handbook by Eddie Habibi and Bill Hollifi eld. It references ANSI/ISA-18.2-2009 Management of
Alarm Systems for the Process Industries that sets forth work processes for designing, implementing, operating and maintaining modern alarm systems in a life-cycle format. It also includes practical information on benchmarking alarm-system performance, developing a comprehensive alarm philosophy, solving nuisance alarm problems, alarm rationalization, advanced alarm-handling techniques and improving operator HMI for optimum situation awareness and incident mitigation.
PASHouston, TX
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Brushless Electric Torque Screwdrivers
KolverUSA’s small, lightweight, ergonomic Brushless (BRL) Series screwdrivers with brushless motors and clutchless torque control are designed for operator
comfort, low noise, minimum vibration, maximum safety, lasting performance and maintenance-free operation. An electronic controller cuts the power supply to the motor as soon as the pre-set torque has been reached. All BRL drivers come standard with an ESD-safe body, 8.2’ connection cable and suspension bail.
KolverUSAWestford, MA
Real-Time Measuring Of Machine Alignment Changes
Ludeca’s ROTALIGN ULTRA LIVE TREND, a short-term continuous monitoring application, helps accu-rately determine relative positional changes between
coupled machines during run-up or shutdown. Utilizing the company’s ROTALIGN 5-axis sensor, it continu-ously monitors, in real-time and simultaneously, both the vertical and horizontal parallel and angular displacement of rotating machinery, from cold to hot condition or vice versa. By applying these measured values, machines can be precisely aligned to refl ect normal operating conditions.
Ludeca, Inc.Doral, FL
Human-Centered Power And Water Process Control
Emerson Process Management has released the latest version of its Ovation™ expert control system for power and water applications. A redesigned operator
interface features task-based toolbars that offer function-ality based on the context in which the user is working. Now front and center, key functions no longer need to be accessed via separate properties selection windows. Operators can customize and save individual workspace settings, allowing them to view, for example, point infor-mation and alarms according to their individual prefer-ences. Enhanced graphics-builder tools incorporate new color-management features, shape animation and appli-cation program wizards, among other things.
Emerson Process ManagementPower & Water SolutionsPittsburgh, PA
44 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
CAPACITY ASSURANCE MARKETPLACE
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Effi cient, Easy-Maintenance,SS Vertical, Multi-Stage Pumps
According to ITT, the Goulds Pumps e-SV™ stainless steel, NSF-
certifi ed line exemplifi es how superior effi ciency rules the water. The “e” in the name of this new generation of vertical, multi-stage pumps stands for energy effi ciency, easy installa-tion and economical operation. Available in a range of sizes, they’re suited to a variety of demanding commercial and industrial applications. Among other things, they incor-porate variable-speed adapt-ability and mechanical seals that can be maintained without tearing down the pump or removing the motor. Onboard i-Alert™ technology is offered on units of 10 hp and higher to continuously monitor both pump and motor vibration.
ITTResidential & Commercial Water (RCW)Morton Grove, IL
New Supplier Website Launched
Inpro/Seal’s new Website (www.inpro-seal.com) addresses each of the company’s leading engineered system- and bearing-protection technologies, including
the Original Bearing Isolator, Air Mizer®, Current Diverter Ring™ (CDR®) and Motor Grounding Seal (MGS®). Visitors to the site can check the ROI of their Inpro/Seal Bearing Isolators, submit an electronic RFQ form, run new, informative product animations and much more.
Inpro/Seal Co.Rock Island, IL
Next-Generation ToolFor Control-Valve Problems
Dresser Masoneilan® has launched its next-generation ValScope®-PRO, a diagnostic tool for control valves with both conventional and digital positioners. This
portable product helps identify problems by providing a scientifi c evaluation of valves in operation, enabling the troubleshooting of valves in-line and in harsh envi-ronments. A graphic interface lets users view valves as they are being tested, thus providing valuable real-time analysis. The ValScope-PRO is compatible with analog, Fieldbus and HART communication protocols.
Dresser MasoneilanHouston, TX
Equipment ConnectorsFor High-Amp Applications
Amphenol Industrial’s IP67-rated ePower 400A connectors are designed to eliminate bulky and space-consuming cable glands on motors, AC/DC
inverters and converters and other high-amperage equip-ment. Rated to 1000V DC, they feature integrated EMI shielding and incorporate Amphenol’s patented RADSOK contact system. Based on a hyperbolic grid confi guration, RADSOK helps lead to higher current ratings and lower temperature rise and contact resistance, as well as lower insertion forces/easier mating than standard contacts.
Amphenol IndustrialSidney, NY
SEPTEMBER 2010 MT-ONLINE.COM | 45
CAPACITY ASSURANCE MARKETPLACE
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Tough And Reusable Nuts
Designed to withstand loosening from vibration, Hard Lock Nuts from Fasteners Plus are intended for critical applications, helping provide a secure connection for
safety, as well as reduced mainte-nance and inspec-tion costs. The nut incorporates a wedge prin-ciple to create a self-locking force, preventing screws from coming loose and bolts from breaking. Because there’s no abrasion between the concave and convex elements, the nut is reusable. These products have passed the American Vibration and Impact Test NAS 3350/NAS 3354.
Fasteners PlusInverness, IL
Gear-Related Solutions
According to GAM Gear, its recently released 2010 Catalog of gear reducers/
torque converters and linear mounting kits featuring six new series of products show-cases one of the industry’s broadest offerings of servo-gears. Featured items include a new line of planetary gear-boxes (PE-Series); a complete range of bevel-gear reducers with or without an integrated motor mount (VC-Series and V-Series); a hollow-shaft, low-cost hypoid gearbox (DL-DH); two fl ange-style gearboxes (right angle DS-DF, and in-line FP-KB); and the Linear Slide Kit product (LSK), a line of motor-mounting kits.
GAM Gear, LLCMount Prospect, IL
from coming loose and bolts from breaking. Because
For more information on this “expert in a box” approach to successful lubrication programs, contact ENGTECH Industries
at 519.469.9173 or email [email protected]* Amortized over one year
Tap into your Liquid Gold for less than $20 per day!*
Tap into your Liquid Gold for Tap into your Liquid Gold for less than $20 per day!*
Whether you’re looking to increase asset utilization and maintainability, reduce contamination, downtime, energy consumption and/or your
carbon footprint, or simply cut your maintenance and operating costs, you’re ready for a 7-Step Best Practice lubrication program!
7-Step Best Practice Lubrication ProgramProfessional Self-Directed Implementation ToolKit
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For rate information on advertising in the Information Highway Section Contact your Sales Rep or JERRY PRESTON at: Phone: (480) 396-9585 / E-mail: [email protected]
INFORMATION HIGHWAY
CLASSIFIED
46 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
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.
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LISA LINEAL: RecruitingLINEAL Services
Electromechanical • ElectronicElectrical Service & Systems Specialists
For rate information on advertising in the Classifi ed Section Contact your Sales Rep or JERRY PRESTON at:
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Web Spotlight: EMERSON PROCESS MANAGEMENT
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LUDECA, INC. - Preventive, Predictive and Corrective Maintenance Solutions including laser shaft alignment, pulley alignment, bore alignment, straightness and fl at-ness measurement, monitoring of thermal growth, online condition monitoring, vibration analysis and balancing equipment as well as software, services and training.
For more info, enter 80 at www.MT-freeinfo.comwww.EmersonProcess.com/Fisher
Emerson Process Management is the knowledge leader in control valves and instruments—Fisher® brand products have remained the process control industry leader for more than 130 years. Emerson delivers time-tested and innovative solutions designed to help customers increase process availability and reduce plant maintenance cost. This is enabled by world class products from general-service offerings to specialized solutions. Emerson’s process experience and worldwide research, engineering, manufacturing, and service operations serve the process industries worldwide.
MAINTENANCE TECHNOLOGY/JANUARY 2007 87
ARTHUR L. RICEPresident/CEO
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Index September 2010 • Volume 23, No. 9
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TECHNOLOGYM A I N T E N A N C E
®YEARS
TECHNOLOGYM A I N T E N A N C E
®YEARS
A2 Technologies ...................................www.a2technologies.com ................................... 63 ........................ 2
A.W. Chesterton Company ...............www.chesterton.com ........................................... 71 ......................21
CRC Industries ....................................www.crcindustries.com/ei .................................. 74 ......................30
Emerson Process Management.........www.emersonprocess.com/fi sher...................... 80 ......................46
Engtech Industries Inc. .......................www.engtechindustries.com .............................. 79 ......................45
Exair Corporation ...............................www.exair.com ...................................................... 64 ........................ 5
FLIR .......................................................www.fl ir.com ......................................................... 67 ......................11
Fluke .......................................................www.fl uke.com/machinehealth ......................... 61 ....................IFC
Fluke .......................................................www.fl uke.com/GetReal ..................................... 68 ......................17
FosteReprints ........................................www.fostereprints.com........................................ 73 ......................26
Inpro/Seal ..............................................www.inpro-seal.com ............................................ 84 .....................BC
Ludeca....................................................www.ludeca.com .................................................. 69, 81 ..........19, 46
Marshall Institute, Inc. ........................www.marshallinstitute.com/we-listen .............. 77 ......................42
MARTS ..................................................www.martsconference.com ................................ 70 ......................20
Mobil Industrial Lubricants ...............www.mobilindustrial.com .................................. 65 ........................ 7
NSK Corporation ................................www.nskamericas.com ........................................ 66 ......................10
Process Industry Practices ..................www.pip.org .......................................................... 76 ......................41
Schneider Electric ................................www.sereply.com .................................................. 62 ........................ 1
SME........................................................www.fabtechexpo.com ........................................ 72 ......................25
SMRP .....................................................www.smrp.org/conference/2010 ....................... 75 ......................31
Strategic Work Systems, Inc. ..............www.swspitcrew.com........................................... 78 ......................43
Sulzer Turbo Services ..........................www.sulzerts.com ................................................. 83 ................... IBC
Correction: In the August 2010 issue’s “Capacity Assurance Sourcebook,” Fastenal was inadvertently listed as “Fasteral.” MAINTENANCE TECHNOLOGY sincerely regrets the confusion.
For more information on this company, please go to www.fastenal.com
48 | MAINTENANCE TECHNOLOGY SEPTEMBER 2010
viewpoint
In these tough economic times, it’s important for maintenance and reliability professionals to have an edge on the competition. It also is important for companies to hire and work with qualified
professionals who can support their businesses’ goals while keeping costs down and ensuring efficient and safe practices.
Understanding the need for such quali-fications, the Society for Maintenance and Reliability Professionals (SMRP) created the “Certified Maintenance and Reliability Profes-sional (CMRP)” certification program. The purpose is to foster a high standard of ethical and professional practice through a recognized, credible credentialing program and, therefore, assure the competency of practitioners of our profession.
The SMRP Certifying Organization (SMRPCO) is a separate body formed to develop and admin-ister the CMRP certification program. To build this program, volunteer SMRP members worked in conjunction with qualified outside experts—including a psychometrician, a professional who specializes in translating a body of knowledge into a testable format. The foundation of the CMRP and our Maintenance and Reliability (M&R) Body of Knowledge (developed by SMRP through an extremely rigorous process) is built on five pillars: Business and Management; Manufacturing Process Reliability; Equipment Reliability; Organization and Leadership; and Work Management.
Since its establishment, the CMRP program has become the international measure of competence in the M&R field. It also has been approved by the American National Standards Institute (ANSI) for following ISO standards for a personnel certifica-tion program (ISO 17024). We are very proud, too, that the CMRP certification program has recently been added to the U.S. Government’s Department of Veterans Affairs list of certification exams for which current military personnel and veterans can be reimbursed.
Certifications are valuable to practitioners and organizations alike. Benefits (as noted by practitioners and companies, and reinforced by subsequent experience of those certified since 2001) include, but aren’t limited to:
n Clearer path for career development and education
n The dmonstrated commitment to professionalism that supports promotions and higher pay-scale considerations
n Improved visibility and recognition within organi- zation and profession
n Greater on-the-job and outside training effectiveness
n Differentiation of candidates in the hiring process
While other organizations offer similarly titled certifications in this or related subjects, the CMRP is—as ANSI and the U.S. Government agree—espe-cially valuable. The CMRP program is an indepen-dent, practitioner-based, non-profit entity without ties to any commercial venture. All revenue (100%) is reinvested back into the certification program and the body of knowledge. The result is a well-main-tained and updated program that ensures that the most current and quality M&R best practices and information are included on this exam.
All facilities are looking for ways to increase revenue and efficiencies. With CMRPs on your team—and by becoming one yourself—your opera-tions are certain to run smoother and with less downtime, translating into greater productivity and cost savings. Today, there are more than 3600 CMRPs in over 40 countries around the globe. Don’t you think it’s time you joined them? Learn more about the CMRP program at www.smrp.org. Mt
To contact Michael Eisenbise directly, telephone (409) 945-1734; e-mail: [email protected].
Michael J. Eisenbise, CMRP, CPE, CPMM, P.E. Chairman of the Board, Society for Maintenance & Reliability Professionals (SMRP)
Certification’s Competitive Edge
the opinions expressed in this viewpoint section are those of the author, and don’t necessarily reflect those of the staff and management of Maintenance Technology magazine.
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