2012 - 06 - Plant Engineering

In-house integration? I Ignoring electrical myths I Financial asset planning

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Whats INside

PLANT ENGINEERING June 2012 3

Whats INside

7 Interactive9 In Focus

25 In Practice53 Innovations58 Product Mart59 Internet Connection60 Advertiser Contacts61 In Conclusion

In Practice

25 Take a step-by-step approach to system troubleshooting Proper test instruments make troubleshooting smoother and easier to identify secondary problems where they exist.

June 2012Volume 66, No. 5

62 Featured Innovations

28 More than meets the eye The latest lubricant technology is a secret weapon in the battle for efficiency.

30 Lubrication Guide A sound lubrication strategy is essential to keep all the gears in your operation running at their best.

PLANT ENGINEERING (ISSN 0032-082X, Vol. 66, No. 5, GST #123397457) is published 10x per year, monthly except in January and July, by CFE Media, LLC, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Jim Langhenry, Group Publisher /Co-Founder; Steve Rourke CEO/COO/Co-Founder. PLANT ENGINEERING copyright 2012 by CFE Media, LLC. All rights reserved. PLANT ENGINEERING is a registered trademark of CFE Media, LLC used under license. Periodicals postage paid at Oak Brook, IL 60523 and addi-tional mailing offices. Circulation records are main-tained at CFE Media, LLC, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Telephone: 630-571-4070 x2220. E-mail: [email protected]. Postmaster: send address changes to PLANT ENGINEERING, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Publications Mail Agreement No. 40685520. Return undeliverable Canadian addresses to: 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Email: [email protected]. Rates for nonqualified subscrip-tions, including all issues: USA, $ 145/yr; Canada, $ 180/yr (includes 7% GST, GST#123397457); Mexico, $ 172/yr; International air delivery $318/yr. Except for special issues where price changes are indicated, single copies are available for $20.00 US and $25.00 foreign. Please address all subscription mail to PLANT ENGINEERING, 1111 W. 22nd Street, Suite #250, Oak Brook, IL 60523. Printed in the USA. CFE Media, LLC does not assume and hereby disclaims any liability to any person for any loss or damage caused by errors or omissions in the material contained herein, regard-less of whether such errors result from negligence, accident or any other cause whatsoever.

Whats INside

Synthetic2012

Lubrication Guide

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CONTENT SPECIALISTS/EDITORIAL BOB VAVRA, Content Manager 630-571-4070, x2212, [email protected]

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LETTERS TO THE EDITOR Please e-mail your opinions to [email protected] or fax us at 630-214-4504. Letters should include name, company, and address, and may be edited for space and clarity.

INFORMATION For a 2012 Media Kit or Editorial Calendar, email Trudy Kelly at [email protected].

REPRINTS For custom reprints or electronic usage, contact: Wrights Media Nick Iademarco Phone: 877-652-5295 ext. 102 Email: [email protected]

PUBLICATION SALES Tom Corcoran, West, TX, OK [email protected] 1111 W. 22nd St. Suite 250, Tel. 215-275-6420 Oak Brook, IL 60523 Fax. 484-631-0598

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Automation Solutions

37 System integration services: In-house or hired out? Should automation and process control services and system integration projects be performed in-house or hired out? Read the advice from system integrators working on the front lines of project management.

Electrical Solutions

43 Industrial efficiency: Debunking the myths Where to begin? By ignoring these myths on energy use, the necessary equipment, and the economys impact on your investments.

Maintenance Solutions

47 Financial planning for asset management The world around us is changing and we have entered into a new age of competitiveness.

9 In Focus Manufacturing experts to address summit Manufacturings steak rolled at a slower pace in May ISM forecast: Spending, revenues both expected to keep climbing Siemens teams with community college to develop workforce Strength in U.S., China drives growth in industrial automation CMMS takes the guesswork out of safety inspections Sweatman: Let manufacturers adapt without policy changes Raymond Corp. celebrates youth apprenticeships







CHRIS VAVRA, Content Specialist630-571-4070, x2219, [email protected]


PUBLICATION SERVICES JIM LANGHENRY, Co-Founder and Publisher, CFE Media

630-571-4070, x2203; [email protected]

STEVE ROURKE, Co-Founder, CFE Media630-571-4070, x2204, [email protected]




PAUL BROUCH, Web Production Manager630-571-4070, x2208, [email protected]

MICHAEL ROTZ, Print Production Manager717-766-0211, Fax: 717-506-7238

[email protected]

MARIA BARTELL, Account Director, U.S. Sales630-288-8310; [email protected]

RICK ELLIS, Audience Management Directornagement Directornagement Phone: 303-246-1250; [email protected]

LETTERS TO THE EDITOR Please e-mail your opinions to

[email protected] or fax us at 630-214-4504. Letters should include name, company, and address, and may be edited for space and clarity.


REPRINTS For custom reprints or electronic usage, contact: Wrights Media Nick Iademarco

Phone: 877-652-5295 ext. 102 Email: [email protected]

PUBLICATION SALES Tom Corcoran, West, TX, [email protected] West, TX, [email protected] West, TX, OK 1111 W. 22nd St. Suite 250, Tel. 215-275-6420 Oak Brook, IL 60523 Fax. 484-631-0598




Stuart Smith, International International International [email protected] SSMGlobal Media Ltd. Tel. +44 208 464 5577 Fax +44 208 464 5588 fax

PlantEngineering.com1111 W. 22nd St. Suite 250, Oak Brook, IL 60523Ph 630-571-4070, Fax 630-214-4504







CHRIS VAVRA, Content Specialist 630-571-4070, x2219, [email protected]


PUBLICATION SERVICES JIM LANGHENRY, Co-Founder and Publisher, CFE Media 630-571-4070, x2203; [email protected]

STEVE ROURKE, Co-Founder, CFE Media 630-571-4070, x2204, [email protected]




PAUL BROUCH, Web Production Manager 630-571-4070, x2208, [email protected]

MICHAEL ROTZ, Print Production Manager 717-766-0211, Fax: 717-506-7238 [email protected]

MARIA BARTELL, Account Director, U.S. Sales 630-288-8310; [email protected]

RICK ELLIS, Audience Management Director Phone: 303-246-1250; [email protected]

LETTERS TO THE EDITOR Please e-mail your opinions to [email protected] or fax us at 630-214-4504. Letters should include name, company, and address, and may be edited for space and clarity.


REPRINTS For custom reprints or electronic usage, contact: Wrights Media Nick Iademarco Phone: 877-652-5295 ext. 102 Email: [email protected]

PUBLICATION SALES Tom Corcoran, West, TX, OK [email protected] 1111 W. 22nd St. Suite 250, Tel. 215-275-6420 Oak Brook, IL 60523 Fax. 484-631-0598




Stuart Smith, International [email protected] SSM Global Media Ltd. Tel. +44 208 464 5577 Fax +44 208 464 5588 fax

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INTERACTIVEwww.PlantEngineering.com

Service and maintenance agreements are important for engineers and system integrators who can provide those services. Those involved should carefully define warranties, scope, dead-lines, and payment structure.

Mark Voigtmann, general counsel for Con-trol System Integrator Association (CSIA), and attorney with Faegre Baker Daniels, outlines key points to remember when considering main-tenance and service contracts for automation, controls, or operations engineering. Voigtmann made the comments after a presentation on the same topic at the 19th annual CSIA 2012 Executive Conference, in April, in Scottsdale, Ariz.

VIDEO:

CSIA attorney offers tips for maintenance, service contracts

WEBCAST:

Next Arc Flash Universityevent is Aug. 23

The next class in Arc Flash University, Plant Engineer-ings continuing series of Webcasts that covers the issues of electrical safety on the plant floor, will take a look at the present and the future of NFPA 70E.

The Webcast, sponsored by Fluke and Westex, will take place Thursday, Aug. 23 at 1 p.m. CST. Registration for Arc Flash University, and an archive of previous Arc Flash University Webcasts, is now available under the Webcast tab on the home page at www.PlantEngineering.com.

Arc flash is one of the most serious plant floor hazards, and one that can be minimized with the proper training and strategy. Viewers from more than 60 countries have registered for Arc Flash University over the past four years.

You also can get more information about arc flash issues by typing Arc Flash into the search engine at www.PlantEngineering.com.

In your opinion...Which metric do you give the most weight to when evaluating your lift truck operations?

Your responses at www.PlantEngineering.com:

74% Cost of operations

13% Dependability

5% Productivity

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4% Ergonomics

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made the comments after a presentation on the same topic at the 19th annual

Time to link into award recognition

Plant Engineering recognizes three essential elements to a successful manufacturing operation:

The right people The right equipment The right process.Thats why Plant Engineering has

three special recognition programs throughout the year.

The Plant Engineer-ing Leaders Under 40 program accepts nominations from

individuals and manufacturers who want to highlight the work of their up-and-coming manufacturing profes-sionals. These people have chosen manufacturing as a career, and they will lead us into the next generation of manufacturing.

The annual Product of the Year competition, celebrating its 25th anniversary in 2012,

receives nominations for the best new products in

manufacturing and turns the decision for the best of the best over to our readers.

The 2012 Top Plant program recognizes the outstanding manu-facturing facilities around the U.S. for

their dedication to safety, maintenance, productivity and energy management. In just its eighth year, this award has quickly become among the most prized in the manufacturing sector.

Deadline for Leaders Under 40 is Aug. 1, 2012. Deadlines for Product of the Year and Top Plant are Sept. 14, 2012. All three entries are available at www.PlantEngineering.com

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With the landscape of manufacturing changing on a continuing basis, informa-tion is needed on the best ways to adapt to those changes. The Global Automation and Manufacturing Summit will provide strategic knowledge to attendees looking to get ahead on some of the most impor-tant issues in manufacturing.

Sponsored by Beckhoff, Molex and SAP, the inaugural Global Automation and Manufacturing Summit will take place Sept. 12-13, 2012 as part of the Industrial Automation North America (IANA) event at the 2012 International Manufacturing Technology Show (IMTS) at McCormick Place in Chicago. The IANA event is presented by CFE Media and Hannover Messe.

There will be three keynote addresses during the two-day conference. Billy Tay-lor, recently named director of commer-cial tire manufacturing for Goodyear Tire and Rubber Co., will open the conference on Wednesday, Sept. 12 with a look at his career at Goodyears Fayette-ville, N.C. plant and its suc-cessful transformation in the last two years.

At the Sept. 12 luncheon keynote address, Karen Kurek, a partner and manag-ing director with McGladrey and head of the firms National Manu-facturing & Distribution Practice, will discuss global manufacturing trends. She is considered the voice of manufactur-ing for McGladrey and its manufactur-ing professionals across the nation.

The Wednesday, Sept. 13 sessions will open with a keynote speech from Doug Woods, president and CEO of the Association for Manufacturing Technol-ogy (AMT), the host organization at the IMTS 2012. Woods will present his views on manufacturing, and its strengths and weaknesses heading into the rest of 2012.

Manufacturing executives and plant floor leaders who attend the Global Automation and Manufacturing Sum-mit will get a chance to hear from some

of the top experts in their field. Those experts include Rick Griffin of Molex, Joey Stubbs of EtherCAT Tech-nology, Avi Bedi of SAP, Meeta Kratz of Grainger, Robert Bruce Lung of the Alliance to Save Energy, Chuck Edwards of Lenze, Corey Morton of B&R Automation, Raj Batra of Siemens, June Ruby of Motorola, Mary Bunzel of IBM, and Peter Esparrago of Maverick Technologies.

They will discuss six key topic areas that read-ers of Control Engineer-ing and Plant Engineeringhave identified as areas of interest: Treating energy as a raw material

Understanding the true cost of energy in all its forms throughout your plant helps

manage product prices and plant profits.

Integrating operator knowledge

There is a tremendous amount of information stored in your workforce. Experts

will look at downloading that knowl-edge to your systems so that it is available to everyone today and in the future. Asset management needs to include workforce expertise and processes.

Stay ahead of the technology curveRemember when I/O was the biggest

technological breakthrough? Whats com-ing next, and how should you prepare now to take advantage of the technol-ogy and get ahead of the next wave of innovation.

Gaining, training and retraining the next generation of workers

With a worker shortage looming, Amer-ica is waking up to the need for skilled

workers to manage the technology-based manufacturing platforms. How can manufacturing take the lead on this critical issue?

Empowering the mobile workerSmartphones, tablets, and wireless sys-

tems put knowledge in the hands of your line operators. Top mobility experts will examine when and how to make the data available and which systems should be employed to empower a more productive employee in a safer and more profitable plant.

Securing your dataIf your data is available and mobile,

its available for viral attack and corrup-tion. Protecting your data is the same as protecting any other physical asset, and experts will look at the most effective ways to safeguard your data to increase safety and security and lower the risk. PE

Registration for the IANA event and the Global Automation and Manufac-turing Summit is now open at www.PlantEngineering.com.

Registration for IMTS 2012 is open at www.IMTS.com.

Manufacturing experts to address summitGLOBAL AUTOMATION AND MANUFACTURING SUMMIT

INFOCUSTwo-day global event attracts industry leaders. Agenda for the two-day Global Automation and

Manufacturing Summit on Sept. 12-13, 2012:

WEDNESDAY, SEPT. 12 8:00 a.m.: Keynote address: Billy Taylor, Goodyear Tire and Rubber Co. 9:30 a.m.: Treating energy as a raw material 11:00 a.m.: Integrating operator knowledge 12:30 p.m.: Luncheon keynote: Karen Kurek, McGladrey 2:00 p.m.: Stay ahead of the technology curve 3:30 p.m.: Gaining, training, retaining the next generation of workers

THURSDAY, SEPT. 13 8:00 a.m.: Keynote address: Douglas Woods, AMT 9:30 a.m.: Empowering the mobile worker 11:00 a.m.: Securing your data

TO REGISTER for the IANA event and IMTS 2012,go to http://www.imts.com/education/ianaSummit.html

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Manufacturings three-year growth streak contin-ued in May, albeit at a slower pace than in April, according to the latest Institute for Supply Man-agement manufacturing report.

The manufacturing sector expanded for the 34th straight month and the nations overall economy hit the three-year mark in growth, according to the report, issued by the ISMs Manufacturing Business Survey Committee.

The PMI registered 53.5% a modest decrease of 1.3 percentage points from Aprils reading of 54.8% indicating expansion in the manufacturing sector for the 34th consecutive month, said committee chair Bradley J. Hol-comb, CPSM, CPSD. The New Orders Index continued its growth trend for the 37th con-secutive month, register-ing 60.1% in May. PE

Manufacturings streak rollsat a slower pace in May

INFOCUS

IMS Report: The last 12 monthsMonth PMI Month PMI

May 2012 53.5 Nov 2011 52.2

Apr 2012 54.8 Oct 2011 51.8

Mar 2012 53.4 Sep 2011 52.5

Feb 2012 52.4 Aug 2011 52.5

Jan 2012 54.1 Jul 2011 51.4

Dec 2011 53.1 Jun 2011 55.8

Average for 12 months 53.1High 55.8Low 51.4

PLE1206_INFOCUS_V11msFINAL.indd 10 6/13/12 1:13 PMPLE120601-MAG_Ads.indd 10 6/14/2012 4:38:48 PM


Manufacturings strong reboundfrom the depths of the 2008 recession is expected to continue throughout the rest of 2012, according to the semian-nual Institute for Supply Managements Economic Forecast. Expectations for the remainder of 2012 continue to be positive in both the manufacturing and nonmanufacturing sectors.

These projections are part of the fore-cast issued by the Manufacturing Busi-ness Survey Committee of the ISM. The forecast was presented by Bradley J. Holcomb, CPSM, CPSD, chair of the Business Services Committee and Anthony S. Nieves, C.P.M., CFPM, chair of the ISM Non-Manufacturing Business Survey Committee.

Two-thirds of the ISM Manufactur-ing Business Survey Committee respon-dents said they foresee a 9.5% increase in revenues for the rest of 2012, while 15% expect a double-digit decline and 19% forecast no change. The aggregate 4.5% increase, while 1 percentage point lower than Decembers forecast, is still in line with ISMs monthly manufactur-ing report, which has shown growth in the manufacturing sector for almost three straight years.

With 16 out of 18 industries within the manufacturing sector predicting growth in 2012 over 2011, manufactur-ing continues to demonstrate its strength

and resilience in the midst of global eco-nomic uncertainty and volatility. Capac-ity utilization is at historically typical levels and manufacturers are continuing to invest in their businesses. The positive forecast for revenue growth and modest price increases will drive a continuation of the recovery in the manufacturing sec-tor, said Holcomb.

Purchasing and supply managers report that their companies are currently operat-ing at 81.6% of normal capacity, repre-senting an increase from the 79.2% report-ed in December 2011, and a decrease from the 83.2% reported in April 2011.

Production capacity in manufacturing is expected to increase 5.2% in 2012. This increase is slightly less than the 5.6% increase predicted in December 2011 for 2012, but greater than the 4.6% increase reported in December for 2011.

Survey respondents expect a 6.2% increase in capital expenditures in 2012. This is considerably greater than the December 2011 forecast when mem-bers predicted an increase of only 1.9% for 2012. Currently, 42% of respondents predict increased capital expenditures in 2012, with an average increase of 23.4%, while the 13% who said their capital spending would decrease expect an average decrease of 25.8%, and 45% say they will spend the same in 2012 as they did in 2011. PE

ISM forecast: Spending, revenuesboth expected to keep climbing

Siemens PLM Software has launched a new community col-lege best practice program to enhance the effort to revitalize manu-facturing throughout the U.S.

The program, developed in con-junction with Iowa Western Com-munity College, provides resources to interested community colleges and local manufacturers including a recommended associates degree curriculum and a guide for obtaining in-kind software grants.

Now community colleges around the nation have a proven blueprint to meet the needs of local employers and prepare local students for high-paying careers in design technology, said Dr. Dan Kinney, president, IWCC.

As the baby boom generation retires and product complexity contin-ues to grow, students who are able to use PLM technology are expected to be highly recruited, said, Bill Boswell, senior director, Partner Strategy, Sie-mens PLM Software. PE

Siemens teams with community collegeto create workforce development program




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The relative strength of the U.S. and Chinese markets is forecast to drive healthy market growth of 9.5% in the global industrial automation market to reach $159.8 billion in 2012, according to IMS Research (recently acquired by IHS Inc.). The glob-al industrial automation market is predicted to reach more than $200 billion by 2015. Market growth will be buoyed by healthy economies worldwide this year, despite individual countries in Europe slipping back into recession.

Industrial automation equipment is purchased largely for manufacturing processes, a key element in a countrys GDP. Machinery production output drives demand for near-ly half of the total industrial automation equipment market. Early indicators for first quarter machinery production out-put show slowed growth in most regions, with the exception of the U.S. market.

Though austerity measures in Europe and in the U.S. have impacted public investment...large declines in these markets are unlikely as most investment in industrial auto-mation comes from the private sector, said Sarah Sultan, research analyst at IMS Research. PE

Strength in U.S., China drives industrial automation growth

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14 June 2012 PLANT ENGINEERING

INFOCUS

Information technology has changedmore radically over the past 20 years than practically any other field has. Par-ticularly in connection with the Internet and mobile communication technologies, IT has progressed at breakneck speed to become firmly entrenched in every aspect of the modern factory.

It is only with the wide-spread application of these technologies that it has been possible to network production facilities, plants, and machines across different locations, supply chains, and national boundaries. This development has brought a boost to productivity comparable only to the advent of automation technology.

Henry Ford famously said: People can have the Model T in any colorso long as its black. In Germany, a potential buyer looking to purchase a small two-seater car back in 1924 had the choice of just two producers and two colors: light green or yellow.

Buying a car in this day and age means choosing between a seemingly infinite number of options: style, passenger capacity, colors and finishes, engine sizes, interior trim, and equipment variants. The variety is so enormous that statisti-cally speaking, a year will pass before an automaker will manufacture precisely the same car twice. Controlling this enormous model diversity requires a high degree of automation in production and an equally high degree of networking on every on level of the automation pyramid.

This starts on the business administra-tion level with purchase order processing and the rough planning of material input and production, through the control and automation level with detailed produc-tion planning, operation and monitor-ing, quality management, formulation management, and so on, as far as the field level that forms the interface to the technical process itself with its execu-tion, control, and regulating functions.

Only by ensuring the smooth interaction of all these aspects can the production process effectively manage each indi-vidual customer order and comply with every specific request.

To ensure trouble-free interlinking of the countless different process steps, a large number of data records must be exchanged between the various stations of a process chain. To stay with the example of car production, this starts by assigning each new

cars floor assembly a unique number, comparable to the engine or chassis serial number used later for vehicle registra-tion. This identifier is applied during the assembly phase and stays with the vehi-cle until it rolls off the production line.

At every station, from the body in white, through the paint shop to the trim shop, during interim storage at the various stages of variant production or during final assembly and inspection, the control system and line operatives know exactly which vehicle is being produced when and in which location.

This is not as straightforward as it sounds, as every scanning process has to take place at every stage of production and in all types of adverse conditions, even at temperatures in excess of 392 F (200 C) or continuous movement of the assembly line.

A robot manufacturer has described how its robots are required to weld 6,000 different seams with an accuracy of 0.2 millimeter on a single car body, noting 150 different model variants. Data picked up by the sensors relating to welding point accuracy, energy con-sumption, torque levels, rotary angles, and so on keeps operators informed at all times about the status of production and manufactured products. Considering that one new car rolls off the line every minuteadding up to 1,400 times every single daythis information is vital.

Controls and networkingWhen the first programmable logic

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controllers were used in production 50 years ago, they hadone objective: to provide an electronic and freely program-mable alternative to the failure-prone relay. Up until this point, relays had controlled all the automatic processes of a production line, in a similar way to their function in the Konrad Zuses first binary computer, the Z1. What followed were durable, compact units that could be distributed around the plant and linked by means of networks.

Initially, these were proprietary networks that afforded little compatibility to the devices supplied by other manufacturers. But still, the use of distributed intelligence represented an

enormous step forward in the development of machine and plant engineering. The precision, speed, and durability with which processes could now be controlled were also impres-sive. Since this time, automation systems have controlled not only robots, machine tools, agitators and filling stations, rotary kilns, sewage pumps, rolling stand drives, paper machines, and trucks used in open-cast mining, but also turbines and generators, power distribution plants, and traffic lights. In short, automation technology is in use everywhere, in every factory, in every infrastructure facility and every building.

The connection of different devices to each other using Fieldbus systems represented an important leap forward in innovation. This development was driven by the need to reduce wiring costs. Using a single thin two- or four-wire cable, it was now possible to transmit signals within just milliseconds, paving the way for significantly faster response times.

Higher-level control systems in particular could now be more selectively integrated into the production process using bus systems. This allowed control or production planning systems to directly govern what was produced when, where, and how, starting with orders and bills of material arriving from higher-level business administration and order manage-ment systems.

This type of networking has now become so established in production that almost every other machine or plant is networked on the basis of standards such as Ethernet, TCP/IP, and real-time Ethernet.

Seen in this light, automation and production are becoming totally interlinked, transforming into a whole new digital world. The individual automation networks are turning from hierarchical systems into networked systems on every level. These can not only be adjusted with extreme flexibility and timeliness to fit in with existing or future plants and assignments, but also be relied upon to transport data in real time to its respective destination, so increasing the transparency of production.

For job planning and logistical processes, this is creating a boost to productivity on a par with that experienced by the

INfOCUS

We know from experience that companies that ignore these key indicators generally work well below their actual capacity. However, determining the OEE is not quite this simple.





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production process itself back at the beginning of the 1980swith the advent of automation technology.

Information from the digital factoryThe German Engineering Federation (VDMA) and Tetragon

Consulting in 2006 carried out an analysis of packaging machine productivity in the pharmaceuticals industry. The results make for sobering reading: With effectiveness aver-aging just 24% to 29%, existing systems are not operating under optimum conditions.

Technically speaking, although the machines used in many filling and packaging lines offer a very high level of avail-ability, production supervisors still suffer the effects of stress. The cause? Reasons include the diversity of products, con-tainer types and variants, dwindling batch sizes, and filling quantities. These factors not only give rise to faults at the machines themselves, but also compromise productivity as a result of time spent on adjusting and cleaning as well as machine setup processes.

Successfully implemented examples clearly demonstrate that the investment pays off. By a simple analysis of the data alone, output can be increased by up to 10%. But this requires the availability of information derived from the process. The most important key process indicator is overall equipment effectiveness, or OEE for short. OEE analyzes availability, plant performance, and quality and reduces these to a numeric value which is shown relative to the achievable optimum.

Using up-to-the-minute key indicators for capacity uti-lization, efficiency (volume per hour, production per hour of work, per employee), production figures (target /actual comparison, machine run time, production output, machine cleaning time) and target figures, order throughput times and inventories of raw materials or cost-intensive input materials can be optimized.

We know from experience that companies that ignore these key indicators generally work well below their actual capac-ity. However, determining the OEE is not quite this simple. Manually this is a highly cost-intensive process, the collected data offers little scope for statistical verification, and only retroactive conclusions can be drawn.

While the key to successful implementation is complete networking of production facilities, interlinking the thousands of components at work in production is not without security risks. Unlike an office environment where a continuously updated and standardized virus scanner works hand-in-hand with a suitably configured firewall to create intrusion protec-tion and a demilitarized zone, industrial applications require their own dedicated security solutions. The principle is the same, but the execution calls for quite a different approach: Where plant IT infrastructures are concerned, early detection of an intrusion is paramount. PE

Heinze is the marketing manager for the Industrial Auto-mation Systems at Siemens AG. Heinze studied electronics engineering, and after a career in research and development and in product management, he now is responsible for the global marketing for industrial security for Siemens.




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If you want to score points with the Occupational Safetyand Health Administration (OSHA) auditor next time he pays a surprise visit to inspect your plant, show him an on-demand preventive maintenance (PM) report from your computer maintenance management system (CMMS) and watch the corners of his mouth turn slightly upward.

CMMSs have long been recognized for automating PM tasks on operations equipment to improve labor efficiency, asset effectiveness, and certification assistance with the International Standards Organization (ISO). A CMMS also plays an important role when it comes to safety compliance and liability protection with regulatory bodies like OSHA, the Environmental Protection Agency the Food and Drug Administration, the U.S. Dept. of Agriculture, the Joint Com-mission on the Accreditation of Healthcare Organizations, and a variety of other quasi-government agencies.

A decent CMMS will not only alert maintenance operators when its time to change a motor bearing, but the PM calendar can tag the repair if it also belongs on a safety compliance checklist. OSHA auditors, for example, care about a trackable history of what was done on a piece of equipment; when it was done; who did it; how often it has been inspected; and whether clear instructions and safety procedures were docu-mented. For OSHA, if its not documented, it didnt happen.

Case in point: A giant linen rental company runs indus-trial washers, dryers, and folders that clean and press about 40,000 lbs. of laundry each day. It uses a CMMS to make sure all production equipment is in compliance with safety and environmental regulations, as well as insurance policies and company rules. Regularly scheduled PMs trigger notifications to maintenance technicians to not only tune up and repair machines but to perform environmental and occupational safety tasks, including:

n Lock out/tag out n Extension cord inspections n Fire pumps testingn Tier II environmental checklistsn Machine guarding safety switch checklistsn Blood-borne pathogen exposure controls.

Half of the mission of meeting safety standards is simply remembering to complete the tasks; a CMMS becomes the brains behind maintenance operations and safety compliance.

Besides OSHA safety inspections, food processing plants can expect random inspections from both regulatory agencies and original equipment manufacturer (OEM) customers who add the plants dietary ingredients to their products.

A Midwest dairy manufacturer must adhere to strict USDA guidelines to combat bacterial contamination from E. coli or risk the health and safety of consumers and a public rela-tions nightmare that could lead to the plant being shut down.

CMMS takes the guesswork out of safety inspections

INfOCUS

By Paul Lachance,Smartware Group

Continued on p. 22





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Roy Sweatman, President of South-ern Manufacturing Technologies in Tampa, Fla., and a member and former Chairman of the National Tooling and Machining Association (NTMA), joins 24 other U.S. manufacturing leaders as new members of the Manufacturing Council. The Council provides advice to U.S. Commerce Secretary John Bryson on issues related to manufacturing sec-tor competitiveness, as well as govern-ment policies and programs that affect the industry. Sweatman is vice chairman of the National Institute for Metalwork-ing Skills, an organization founded by metalworking trade associations to maintain a globally competitive work-force. He discussed his appointment and the manufacturing issues that should be communicated to the administration with Plant Engineering:

Plant Engineering: There are two issues that seem to be running neck-and-neck among manufacturers: the need for more skilled workers and the need for tax reform. Which one in your view is more crucial, and how do we address it effectively?Sweatman: Its simply not possible

to prioritize one of these issues over another since both are essential to the long-term future of manufacturing in America.

On the issue of skilled workers, manu-facturing has been tainted by an out-dated perception of dark and dangerous plants of yesteryear; todays facilities are efficient, high-tech environments where we make sophisticated products ranging from satellite parts to cutting-edge medical devices. We need to do a better job of marketing manufacturing and attracting workers to our industry in order to have a viable employee base in years to comeand were working on it now.

For example, my company, Southern Manufacturing Technologies, gives tours to high school and even middle school groups, works with various groups advo-cating STEM education, supports robot-ics competitions such as the National

Tooling and Machining Associations National Robotics League champion-ships in Indianapolis in early May, and other similar ongoing initiatives.

Manufacturing is a very viable career path for todays young people, and theres no reason that should remain the best kept secret in the U.S. economy for much longer. But its our industrys responsibility to start changing misper-ceptions about manufacturing.

As far as tax reform goes, the far-reaching effects of the policy decisions were starting to discuss today cannot be overstated. They say there is no greater determinant to a firms behavior than tax policy, and thats something that poli-cymakers need to keep in mind over the coming months.

Unfortunately, some who claim they want to tax the rich need to be remind-ed that many of these are small business owners who report a certain income due to the way they file taxes but reinvest most of their profits back into the plant, equipment, and employees. They are not the Bill Gates or Gordon Geckos of the world; they are ordinary citizens and entrepreneurs in towns across the coun-try who pay their taxes and reinvest their profits into their companies.

As a group these companies are some of this countrys greatest job creators. Increases in tax rates affecting business

Sweatman: Manufacturing needs a clear path

INfOCUS

Roy Sweatman


owners and other small manufacturerswill stop growth. Policymakers need to understand who theyre really affecting when they talk about tax reform.

PE: How do the efforts at NTMA align with those of the Manufacturing Coun-cil? What specific issues at NTMA do you think the Manufacturing Council needs to hear more about?Sweatman: Policymakers and business

leaders should be working together to ensure that small businesses are able to continue to hire the workers and invest in the new technologies that allow us to stay competitive with businesses overseas. Its in the interest of our country to do so, and Im glad that the work of the Manufactur-ing Council recognizes this fact. After all, small and medium businesses like ours are the job creators of this country and the backbone of our communities.

The Manufacturing Council has four subcommittees: Competitiveness, Workforce Development, Export/Import Issues, and Energy, all of which affect our industry and are aligned with the work of NTMAs priorities. I am assigned to the Workforce Development subcommittee, since it gets right to the heart of one of our top priorities today, as I discussed above.

More generally, manufacturing com-petitiveness is an issue that reflects our industrys concerns across the board. The

fundamental question we need to ask is: how do we ensure that U.S. manufac-turers are not placed at a disadvantage by our own government against our for-eign competitors? We need to ensure our government doesnt make our companies uncompetitive by saddling them with new

taxes and higher healthcare, energy, and other costs.

PE: What does manufacturing need to do that doesnt involve government assistance or guidance? What do manu-facturers need to do for themselves?Sweatman: The many initiatives that

I have outlined in the other questions are all private-sector led initiatives that are being undertaken by NTMA or by my company without any government assis-tance. We are not asking for a government handout. In fact, our efforts as an industry over the past several years have been to try and convince government not to enact

policies that hurt our ability to compete.Manufacturersparticularly small and

medium-sized shops like the members of NTMAhave had to stay nimble and adapt over the years in order to thrive in a competitive industry. I strongly believe that we as an industry need to keep on adapting as we look to the future, and make sure to embrace technology, auto-mation, and training that makes us better equipped to deal with the market condi-tions and other challenges that well face tomorrow.

I would also add that manufacturers as a group need to be proud of what we contribute to this country, and we need to remind people about our role creating jobs, making products, and contributing to our communities.

PE: On a personal level, talk about the appointment and your reaction to it.Sweatman: I am honored to join the

Council. I am looking forward to making a differenceto help strengthen manu-facturing in the U.S.

I am proud to represent the metalwork-ing industry and all manufacturers, and I will certainly be a strong advocate for small and medium-sized manufactur-ers, including metalworking companies. These thousands of small businesses are the job creators leading this country back to economic health and prosperity. PE

They say there is no greater determinant to a firms behav-ior than tax policy, and thats something that the policymak-ers need to keep in mind over the coming months.




SOFTWARE & SERVICESPOWER DISTRIBUTIONENCLOSURES CLIMATE CONTROL IT INFRASTRUCTURE

Thousands of enclosuresHundreds of optionsDesigned and delivered in 10 days

(206-A-10175)-15.75x3.5.indd 1 5/16/12 10:55 AM

Roy Sweatman, President of South-ern Manufacturing Technologies in Tampa, Fla., and a member and former Chairman of the National Tooling and Machining Association (NTMA), joins 24 other U.S. manufacturing leaders as new members of the Manufacturing Council. The Council provides advice to U.S. Commerce Secretary John Bryson on issues related to manufacturing sec-tor competitiveness, as well as govern-ment policies and programs that affect the industry. Sweatman is vice chairman of the National Institute for Metalwork-ing Skills, an organization founded by metalworking trade associations to maintain a globally competitive work-force. He discussed his appointment and the manufacturing issues that should be communicated to the administration with Plant Engineering:

Plant Engineering: There are two issues that seem to be running neck-and-neck among manufacturers: the need for more skilled workers and the need for tax reform. Which one in your view is more crucial, and how do we address it effectively?Sweatman: Its simply not possible

to prioritize one of these issues over another since both are essential to the long-term future of manufacturing in America.

On the issue of skilled workers, manu-facturing has been tainted by an out-dated perception of dark and dangerous plants of yesteryear; todays facilities are efficient, high-tech environments where we make sophisticated products ranging from satellite parts to cutting-edge medical devices. We need to do a better job of marketing manufacturing and attracting workers to our industry in order to have a viable employee base in years to comeand were working on it now.

For example, my company, Southern Manufacturing Technologies, gives tours to high school and even middle school groups, works with various groups advo-cating STEM education, supports robot-ics competitions such as the National

Tooling and Machining Associations National Robotics League champion-ships in Indianapolis in early May, and other similar ongoing initiatives.

Manufacturing is a very viable career path for todays young people, and theres no reason that should remain the best kept secret in the U.S. economy for much longer. But its our industrys responsibility to start changing misper-ceptions about manufacturing.

As far as tax reform goes, the far-reaching effects of the policy decisions were starting to discuss today cannot be overstated. They say there is no greater determinant to a firms behavior than tax policy, and thats something that poli-cymakers need to keep in mind over the coming months.

Unfortunately, some who claim they want to tax the rich need to be remind-ed that many of these are small business owners who report a certain income due to the way they file taxes but reinvest most of their profits back into the plant, equipment, and employees. They are not the Bill Gates or Gordon Geckos of the world; they are ordinary citizens and entrepreneurs in towns across the coun-try who pay their taxes and reinvest their profits into their companies.

As a group these companies are some of this countrys greatest job creators. Increases in tax rates affecting business

Sweatman: Manufacturing needs a clear path

INfOCUS

Roy Sweatman


owners and other small manufacturerswill stop growth. Policymakers need to understand who theyre really affecting when they talk about tax reform.

PE: How do the efforts at NTMA align with those of the Manufacturing Coun-cil? What specific issues at NTMA do you think the Manufacturing Council needs to hear more about?Sweatman: Policymakers and business

leaders should be working together to ensure that small businesses are able to continue to hire the workers and invest in the new technologies that allow us to stay competitive with businesses overseas. Its in the interest of our country to do so, and Im glad that the work of the Manufactur-ing Council recognizes this fact. After all, small and medium businesses like ours are the job creators of this country and the backbone of our communities.

The Manufacturing Council has four subcommittees: Competitiveness, Workforce Development, Export/Import Issues, and Energy, all of which affect our industry and are aligned with the work of NTMAs priorities. I am assigned to the Workforce Development subcommittee, since it gets right to the heart of one of our top priorities today, as I discussed above.

More generally, manufacturing com-petitiveness is an issue that reflects our industrys concerns across the board. The

fundamental question we need to ask is:how do we ensure that U.S. manufac-turers are not placed at a disadvantage by our own government against our for-eign competitors? We need to ensure our government doesnt make our companies uncompetitive by saddling them with new

taxes and higher healthcare, energy, and other costs.

PE: What does manufacturing need to do that doesnt involve government assistance or guidance? What do manu-facturers need to do for themselves?Sweatman: The many initiatives that

I have outlined in the other questions are all private-sector led initiatives that are being undertaken by NTMA or by my company without any government assis-tance. We are not asking for a government handout. In fact, our efforts as an industry over the past several years have been to try and convince government not to enact

policies that hurt our ability to compete.Manufacturersparticularly small and

medium-sized shops like the members of NTMAhave had to stay nimble and adapt over the years in order to thrive in a competitive industry. I strongly believe that we as an industry need to keep on adapting as we look to the future, and make sure to embrace technology, auto-mation, and training that makes us better equipped to deal with the market condi-tions and other challenges that well face tomorrow.

I would also add that manufacturers as a group need to be proud of what we contribute to this country, and we need to remind people about our role creating jobs, making products, and contributing to our communities.

PE: On a personal level, talk about the appointment and your reaction to it.Sweatman: I am honored to join the

Council. I am looking forward to making a differenceto help strengthen manu-facturing in the U.S.

I am proud to represent the metalwork-ing industry and all manufacturers, and I will certainly be a strong advocate for small and medium-sized manufactur-ers, including metalworking companies. These thousands of small businesses are the job creators leading this country back to economic health and prosperity. PE

They say there is no greater determinant to a firms behav-ior than tax policy, and thats something that the policymak-ers need to keep in mind over the coming months.

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FROM YOUR RELIABILITY EXPERTS

The Raymond Corporation recognized high school seniors who have spent the past year contributing to Raymond through its Youth Apprenticeship Program at an apprenticeship senior night in Greene, N.Y., on May 23, 2012. Established in 1991, the apprenticeship program prepares students for careers in the manufacturing industry. Held in conjunction with Broome-Tioga Board of Cooperative Educational Services (BOCES) and the Greene School District in New York, the apprenticeship program includes of 56 students this year.

The Raymond Corporation does an outstanding job of mentoring and coach-ing the high school students who participate in the Youth Apprenticeship Pro-gram, says Sandra Watkins, career development center supervisor at BOCES. The program has become part of the business culture at Raymond because it sees the value in our partnership and how it benefits not only the students but the business, the industry and the school.

Following each apprenticeship term, Raymond holds a yearly apprenticeship senior night, where student apprentices share the skills they have acquired as a result of the program. Students typically highlight increased knowledge related to areas such as workflow process, quality improvement and material handling.

The Youth Apprenticeship Program, coordinated through BOCES, is part of Raymonds commitment to improve the future of manufacturing. It allows junior and senior high school students to explore multiple career options in the mate-rial handling industry. PE

For more information on the Youth Apprenticeship Program, call (607) 763-3254.

Raymond Corp. celebrates Youth Apprenticeships

INfOCUS

With a CMMS, the maintenance teamsets up PMs to check all bacteria lab test-ing equipment, including water filtration systems, air quality systems, and metal detectors that look out for foreign objects.

There are numerous opportunities to gain a positive return on investment using a CMMS: improved operations, asset preservation, etc. Another is fine avoidance. Many companies decide to purchase a CMMS package only after theyve suffered the consequences of fines levied for lack of proof or some other failure during a regulatory audit.

While the initial appeal of a CMMS is to automate and schedule routine main-tenance tasks, why not add the tasks on your regulatory checklist to your PM schedule and avoid noncompliance penal-ties before they happen? PE

Lachance is president and chief tech-nology officer for Smartware Group, which produces Bigfoot CMMS. Contact him at [email protected].

Continued from p. 18




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INPRACTICE

Troubleshooting is a step-by-step procedure whose purpose is to quickly and easily identify a problem in a system or process. Proper test instruments make the process smoother and

make it possible to more easily identify secondary problems where they exist.

To troubleshoot a system, process, or equipment, start by col-lecting technical records from relevant sources. These include the OEMs, suppliers, contractors, operators, and maintenance departments.

Choose suitable personal protective equipment and test instruments for the job, then isolate the portion of the system or equipment to be tested. Take readings on this portion to test for malfunction. Multiple readings may be necessary in order to either verify proper operation or to identify a problem.

Once located, repair and test the problem area to ensure proper function. The repair process may require technical ser-vice, parts replacement, or redemption of a warranty. Perform additional measurements after the initial repair is completed to determine whether any secondary problems still exist.

When all repairs are completed, document the processes performed. Include the original problem, all tests and measure-ments conducted, and the steps taken to repair the problem if one was found. Also include any secondary problems, if they exist, along with suggestions for solutions. Service and inventory all PPE and tools used while troubleshooting, and note anything that would have improved the process, such as additional tools or training.

When it comes to electrical problems, troubleshooting can range from as broad as a building or system to as specific as an individual component. Troubleshooting electrical equipment starts with basic tests first and moves toward more advanced testing as necessary. Voltage and current tests are the most common, and typically are first conducted at easily accessible points of measurement or access.

Voltage testsBecause all electrical systems and components require power,

voltage testing is a logical first step in the troubleshooting process. For comparison, voltage should be measured both while the equipment is on and while it is off. When off, voltage delivered to the equipment in question should fall within -10% to +5% of the equipment nameplate rating,

When on, the operating voltage should not change by more than a maximum of 3% of the voltage measured while the equipment is off. Ideally, in an appropriately sized power distri-bution system, the voltage measured should not change whether

the equipment is on or off. A difference indicates a power distribution system that is overloaded, or con-ductors that are undersized or else delivering power for too long. High voltage drops typically require system testing.

When performing basic voltage tests, it is important to ensure correct grounding, as well as that measurements are taken between each phase-to-hot conductor, phase-to-neutral (underground) conductor, and phase-to-ground (grounded) conductor. These phase-to-phase measurements should not vary more than 1% to 3%. If fuses are present where taking voltage measurements, test them to ensure that they are oper-ating correctly.

If the voltage into and out of the fuse is equal, and the volt-age across the fuse is 0V, then the fuse is good (closed). If, on the other hand, no voltage is measured out of the fuse, then it is bad (open). This same measurement should also be taken at individual load points within the equipment, such as motors. The voltage delivered should fall within 110% to +5% of the motors nameplate rating when it is measured with the equipment on.

Current testsCurrent tests are important because they can reveal things

that voltage tests do not. A current test can detect whether a motor is delivering full power or half power, or is even inoper-able, while the voltage measurement may be consistent at the motor and the load.

A current test will accurately indicate just how loaded a motor actually is. When at full power, the motor should match the listed current rating on the motor nameplate. Typically, though, most motors should draw less. It is also important to measure current over time; unlike voltage, which generally stays the same, current changes as the required load changes.

Current and voltage tests can detect basic problems includ-ing open fuses, power loss, and overloaded motors. In order to understand how a motor or system functions over time, however, more complex tests and measurements are neces-sary. These can include minimum, maximum, relative, and peak temperature measurements, which can be taken using a digital multimeter (DMM) or portable oscilloscope. Portable oscilloscopes, in addition to power quality meters, can test for waveform distortion problems. Portable oscilloscopes are ideal for taking advanced measurements because of their advanced test functions. PE

Excerpted from the book, Motor and Drive Troubleshoot-ing, written by Glen A. Mazur and Hilton Hammond and published by Fluke Corp. and American Technical Publishing.

Take a step-by-step approachto system troubleshooting

By Hilton Hammond, Fluke and Glen Mazur, ATP

To troubleshoot a system, process, or equipment, start by col- to ensure correct grounding, as well as that measurements are 111111Firstin a series

PLE1206_INPRACTICE_V3msFINAL.indd 25 6/13/12 1:13 PM

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A sound lubrica-t ion strategy is essential to keep al l the gears in your operation run-

ning at their best. The emer-gence of synthetic lubricants has helped improve the per-formance of machinery and has become an important part of any maintenance managers arsenal in the fight against friction.

This latest edition of Plant Engi-neerings Synthetic Lubrication Guide offers not just a listing of the major

synthetic lubrication sup-pliers, but also a look at the strategies behind a successful lubrication program.

Synthetic lubricants offer great opportunities for enhanced productivity and cost-efficient use, but they need to be deployed

as part of an overall plan that analyzes the needs of the machines.

The right lubrication products and the right strategy can reduce friction, both on your plant floor and with your management.

SyntheticLubrication Guide

2012

Friction is the enemy of efficiency.

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PLE1206_CVRSTRY_V5msFINAL.indd 27 6/13/12 1:54 PM

28 June 2012 PLANT ENGINEERING

Morethan meets the

eyeThe latest lubricant technology is a secret weapon in the battle for efficiency.

By Steve Slack, Shell Global Solutions

2012 Synthetic Lubrication Guide

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plant engineering June 2012 29

Today, plant engineers are under more pressure than ever before to ensure that capital equipment is kept in optimum working condition for a productive and cost-effective operationavoiding unnecessary

damage to equipment, minimizing mainte-nance costs, keeping machinery running, and improving efficiency are all challenges that have to be managed and balanced as part of the day job.

Much of the time, lubricants are an after-thought, understood as a necessary part of day-to-day working, but not always recognized as a vital component to the entire operation. Ensur-ing correct lubrication use can help generate cost savings by minimizing downtime and enhancing machinery protection, particularly in environments where optimum productivity is critical for delivering against peaks in demand. For example, Shell works with a range of cus-tomers across many sectors of industry that have benefited from significant cost savings as a result of using the correct products.

The role of any lubricating oil is to provide the optimum protection to the equipment and other moving parts. This involves reducing friction and protecting against acids, depos-its, and wear throughout a range of operating conditions. By opting for lubricants that offer enhanced levels of protection and mitigate other operating factors such as fluctuations in temperature, plant engineers can help ensure not only that their machines are working to optimal service levels, but that they are safe-guarded against premature wear and tear, and unnecessary maintenance downtime.

More goes into the production of modern lubricants than first meets the eye. Extensive investment, along with an army of scientists and engineers, are enlisted to continually inno-vate and improve product performance. This is not new; Shell, for example, has been under-taking lubrication research and development since 1940. We have technical experts all over the world working closely with OEMs every day to help customers tackle productivity and efficiency challenges in their operations.

Synthetic technologyThrough extensive and ongoing testing,

scientists are building a more detailed under-standing of the physical characteristics and demands placed on modern-day oils. Along-side this, advancements in synthetic technol-ogyparticularly over the last 10 yearshave

resulted in a significant leap in the benefits lubricants can deliver.

Today, synthetic lubricants are the highest performing lubricants and are based on man-made technologies that offer a wide range of benefits that nonsynthetic products simply cannotenhanced protection, and thus greater durability of your equipment, and longer oil life through reduced deposits and oxidation, all help contribute to tangible improvements in your plants/equipments efficiency, down-

time, and maintenance costs. In addition, they can be manipulated to maintain protection in harsh environmentsfor example, where machinery experiences dramatic temperature fluctuations or where it may be submerged in water.

Synthetic lubricants start with high-grade synthetic base oils. Traditionally, lubricants have been based on mineral oil, a component of whole crude oil. Thanks to modern refining technology, todays high-quality mineral oils provide adequate protection. But mineral base oils are complex mixtures of naturally occur-ring hydrocarbons and may contain impurities.

On the other hand, synthetic base oils have been chemically altered to reduce impurities and are engineeredusing specialist addi-tivesfor excellent low-temperature flow properties, high resistance to thermal degra-dation, and low oil consumption. Depending on the product, additives can account for 1% to 30% of the lubricant and achieving the right blend is what sets a quality lubricant apart from its competitors.

Synthetic lubricants have also been proven to deliver extended lifecycles compared to other oils without impacting quality or per-formancein some cases lasting up to two or three times longer than they did just a decade ago. This means that engineers do not have to contend with replenishing oil levels as fre-quently, thereby reducing costs and time spent on upkeep.

Recognizing the importance of correct lubri-cation choice and application is one thing, but I imagine many of you reading this article lack

Ensuring correct lubrication use can help generate cost savings by minimizing downtime and enhancing machinery production, particularly in environments where optimum productivity is critical.


LUBRIPLATELubricants CompanyNewark, N.J.www.lubriplate.com

Schaeffer ManufacturingSt. Louiswww.schafferoil.com

AMSOILSuperior, Wis.www.amsoil.com

CITGO Petroleum Corp.Houstonwww.citgo.com

Castrol Industrial North AmericaNaperville, Ill.www.castrol.com/industrial

Sentinel LubricantsMiami, Fla.www.sentinelsynthetic.com

PolySi Technologies, Inc.Sanford, N.C.www.polysci.com

Gear and bearing circulation oil

ISO Viscosity GradeViscosity,

SUS at 100 F

32 135-165 LUBRIPLATE SYN LUBE 32 264 Pure Synthetic Hydraulic Oil ISO 32 Compressorgard PAO 32 S MPO 32

46 194-236 LUBRIPLATE SYN LUBE 46 264 Pure Synthetic Hydraulic Oil ISO 46 Compressorgard PAO 46 S MPO 46

68 284-346 LUBRIPLATE SYN LUBE 68 264 Pure Synthetic Hydraulic Oil ISO 68 CITGEAR Synthetic HT 68 S MPO 68

100 420-520 LUBRIPLATE SYN LUBE 100 264 Pure Synthetic Hydraulic Oil ISO 100 CITGEAR Synthetic HT 100 S MPO 100

150 630-770 LUBRIPLATE SYN LUBE 150 264 Pure Synthetic Hydraulic Oil ISO 150 CITGEAR Synthetic HT 150 Alphasyn T 150




Extreme pressure gear oil

100 420-520 LUBRIPLATE SYN LUBE HD 100 CITGEAR Synthetic EP 100

150 630-770 LUBRIPLATE SYN LUBE HD 150 167 Moly Full Synthetic Gear Lube ISO 150 CITGEAR Synthetic EP 460

2012 - 06 - Plant Engineering

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