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www.plantengineering.com PLANTENGINEERING May 2013 3

Whats INside

6 Interactive

9 In Focus

21 In Practice

61 Product Mart

62 Internet Connection

63 Advertiser Contacts

64 In Conclusion

23

Special Report

41 Indoor air qualityWe normally dont give air a second thought. This month, we did. Wevecollected five different perspectives on air quality. In each article, the goal is tomake you think a little about the air you and your co-workers breathe within aplant each day, and how that air affects your operational success.

42 Manufacturing comfort: Air movement needed in supply chain facilities

45 Pressurizing with dust collectors: Making the right decisions

49 Active filter cleaning technologies extend filter life, improve efficiency

52 Decoding efficiency for mechanical draft fans

55 HVLS fans deliver energy savings from the top down

May 2013Volume 67, No. 4

58 Innovations

Counterfeiting has a negative impact on not only companies bottom lines andreputations but also public safety. Counterfeit electrical products can overheator cause short circuits, leading to fires, shocks, or explosions that can cost work-ers their lives and produce considerable property damage. It is important thatfacility managers understand the dire consequences of using unsafe counterfeitproducts and know how to avoid them.

Cover Story

Find the fake!PLANT ENGINEERING (ISSN 0032-082X, Vol.67, No. 4, GST #123397457) is published 10xper 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/

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Whats INside

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CONTENT SPECIALISTS/EDITORIALBOB VAVRA,Content Manager

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[email protected]

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LETTERS TO THE EDITORPlease e-mail your opinions to [email protected] should include name, company, and address,and may be edited for space and clarity.

INFORMATIONFor a 2013 Media Kit or Editorial Calendar,e-mail Trudy Kelly at [email protected].

REPRINTSFor custom reprints or electronic usage, contact:Nick Iademarco, Wrights Media877-652-5295 x102, [email protected]

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

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

Fax +44 208 464 5588

9 In Focus The 14 elements of OSHA inspections: How they affect

maintenance processes

Step-by-step on energy management software

Equipment condition, not calendar, should drive maintenance

Electrical Solutions

27 Go-to strategies forenergy managementBecause all plants and facilities areunique in their own way, energy manage-ment opportunities are plant or facilitydependent. This dependency makes thepaying it forward approach extremelyflexible. The flexibility begins with aninitial current state analysis, which wouldidentify future threats to profit ability andways to reduce costs.

32 Motor repair/replaceby the numbers

Energy costs are greater, motor efficiencycan be greater, and repair technology is

much improved, resulting in little or no

loss of motor efficiency after a rewind.

So how do you make the right choice?

Automation Solutions

36 Managing alarms

effectivelyA SCADA system should clearly showappropriate alarms indicating possibleproblems, but it shouldnt cry wolf forevery routine change in plant operations.Plant personnel need to use this tool cor-rectly by selecting and implementing sys-tems that avoid alarm overload whilemaking sure critical events are addressedin a timely fashion.

PlantEngineering.com1111 W. 22nd St. Suite 250, Oak Brook, IL 60523

Ph 630-571-4070, Fax 630-214-4504

CONTENT SPECIALISTS/EDITORIALBOB VAVRA,Content Manager


AMANDA MCLEMAN,Project Manager


BEN TAYLOR, Project Manager


MARK HOSKE,Content Manager


AMARA ROZGUS,Content Manager


PETER WELANDER,Content Manager


BRITTANY MERCHUT,Content Specialist630-571-4070 x2220, [email protected]

CHRIS VAVRA,Content Specialist

[email protected]

PUBLICATION SERVICESJIM LANGHENRY,Co-Founder & Publisher630-571-4070 x2203, [email protected]

STEVE ROURKE,Co-Founder630-571-4070 x2204, [email protected]

TRUDY KELLY,Executive Assistant630-571-4070 x2205, [email protected]

ELENA MOELLER-YOUNGER,Marketing [email protected]

KRISTEN NIMMO,Marketing Coordinator630-571-4070 x2215, [email protected]

MICHAEL SMITH,Creative Director 630-779-8910, [email protected]

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

MICHAEL ROTZ,Print Production Manager

717-766-0211, Fax: [email protected]

MARIA BARTELL,Account Director, Infogroup Targeting Solutions847-378-2275, [email protected]

RICK ELLIS,Audience Management Director303-246-1250, [email protected]

LETTERS TO THE EDITORPlease e-mail your opinions to [email protected] should include name, company, and address,and may be edited for space and clarity.

INFORMATIONFor a 2013 Media Kit or Editorial Calendar,e-mail Trudy Kelly at [email protected].

REPRINTSFor custom reprints or electronic usage, contact:Nick Iademarco, Wrights Media877-652-5295 x102, [email protected]

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

Karen Cira,Southeast [email protected] Autumn Rain Ln. Tel. 704-523-5466Charlotte, NC 28209 Fax 630-214-4504

Patrick Lynch,AL, FL [email protected] W. 22nd St., Suite 250, Tel. 630-571-4070 x2210Oak Brook, IL 60523 Fax 630-214-4504

Kerry Gottlieb,N. Central [email protected] W. 22nd St., Suite 250, Tel. 312-965-8954Oak Brook, IL 60523 Fax 630-214-4504

Richard A. Groth Jr.,NJ/ E. PA [email protected] 12 Pine St. Tel. 774-277-7266 Franklin, MA 02038 Fax 508-590-0432

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

Fax +44 208 464 5588

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6 May 2013 PLANTENGINEERING www.plantengineering.com

Marshall on Maintenance: NEP and chemical safetyJohn L. Ross of the Marshall Institute discusses the Renery National Emphasis Program (NEP) in this months

Marshall on Maintenance blog. He notes, By all standards the program was successful. There were certainly

still incidents in the renery industry, but the nature and the resulting damage were greatly decreased.

Gain more insight into safety and maintenance each month in Plant Engineerings exclusive blog series at

www.plantengineering.com/blogs.

LinkedIn: Plant EngineeringProfessionalsFrom cloud computing to dc motor operations, Plant EngineeringsLinkedIn group is where peers meet to

solve problems, share insights and connect with colleagues around the world. Join the discussion in the Plant

Engineering Professionals group at www.linkedin.com.

Industry NewsHere are the top stories as cited by readers at www.plantengineering.com/industry-news:

Calculating proper rolling resistance: A safer move for material handling Manufacturing competitiveness, innovation: National and personal

New tactics needed to develop a new workforce

Manufacturing in America targets next U.S. industrial evolution

Pump efciency drives cost savings

Point, click, watch

Lubrication strategy and energy managementPlant Engineeringcontent manager Bob Vavra discusses lubrication

maintenance strategy and its impact on energy efciency with Geof-

frey Polanek, industrial advisor for Mobil Industrial Lubricants. View

this video and other informative and instructional videos at

www.plantengineering.com/videos .

Connect with us!

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Weve all seen flat air nozzles. Some are yellow. Others are orange. e oldest onesre blue or metal. ose other manufacturers want you to believe youll save moneyy conserving compressed air while protecting your workers from harmful noise

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lat nozzles from other manufacturers can consume over 30 SCFM (a refrigeratorzed compressor) and arent adjustable. Some manufacturers offer different flow ratesut you need to guess at which one will do the job since you cant adjust them onceouve made the purchase. By default, most users feel bigger is better and go with theighest flow rate, wasting compressed air.

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In the first part of our series

looking at OSHAs Process

Safety Management (PSM),

and specifically the National

Emphasis Program (NEP), in the March

issue of Plant Engineering, we learned

the history and purpose of both PSM

and NEP.

Horrific and catastrophic incidentswere occurring around the world as a

result of unintended releases of highly

hazardous chemicals (HHCs). To stem

the nature and effect of these accidents,

the Department of Labor, through its

OSHA agency, initiated PSM in 1992

and NEP for refineries in 2007. A few

short years after that, riding on the suc-

cess of the refinery NEP, OSHA initi-

ated a CHEMNEP (Chemical National

Emphasis Program) to lay a level of

oversight on the other HHC facilities,

in line with what was accomplished inthe petroleum industry.

To review from part 1, OSHAs NEP

inspectors will review your programs

and processes around 14 major elements.

Here in part 2, we are going to discuss all

14 elements in detail and examine how

maintenance is affected.

1. Employee participationThe employee participation element is

perhaps the one with the shortest number

of mandates, but with one of the larg-

est impacts. Right from CFR 1910.119,

Employers shall develop a written plan

of action regarding the implementation of

the employee participation. The stated

intent of this element is for employees,

production, maintenance, and staff to

be involved in all aspects of the PSM

program at your site, and to have repre-

sentation in the development, discussion,

and eventual solution to issues around the

process hazard analysis.

Simply put, your employees need to

know whats going on that might affect

their safety. Your employee

participation program must be

written and all meetings well

documented.

Here is a question from the

100 static questions list that

was developed for the refinery NEP:

Does the employers written employee

participation plan-of-action (see docu-

ment request XLE.3.e) include informa-

tion on how employees will be consultedon the development of ALL PSM stan-

dard elements?

As mentioned in part 1, the situation

isnt that facilities dont have written pro-

cesses; in fact, many of the companies

dealing with HHCs have these written

programs but just fail to execute them

as written. Employee participation is a

process that has to be thought out, and

followed as written, to ensure that the

workers have a clear and documented

path of communication for these impor-

tant PSM discussions.Maintenance has a significant impact

under this element because it has such a

significant impact on the success of the

PSM effort. Maintenance technicians are

involved in the complex task of testing

and repairing the production equipment,

and their well-being is on the line with

every turn of the wrench. When any

aspect of the system involving HHCs is

involved, maintenance must be involved

in the discussion. This process of includ-

ing maintenance (and operators) must be

documented and followed, with an exten-

sively objective, evidence-laden path.

2. Process safety informationThis element contains one of the most

highly concentrated, maintenance-spe-

cific listings of all the elements. CFR

1910.119 states our obligation as mainte-

nance leaders very clearly: the employer

shall complete a compilation of written

process safety information before con-

ducting any process safety hazard analy-

sis required by the standard.

The compilation of written process

safety information is to enable the

employer and the employees involved

in operating the process to identify and

understand the hazards posed by those

processes involving highly hazardous

chemicals. This process safety informa-

tion shall include information pertain-

ing to the hazards of the highly hazard-

ous chemicals used or produced by the

process, information pertaining to the

technology of the process, and informa-

tion pertaining to the equipment in the

process.

In this text, operators includes main-

tenance insomuch as maintenance works

on and around the HHCs. The CFR text

above indicates that your MSDS (mate-

rial safety data sheets) information needs

to be accessible and current, as do your

P&IDs, component information list-

ing, electrical classification, ventilation

systems, and safe operating limits, and

much, much more. This is a very intense

element.

The 14 elements of OSHA inspections:

How they affect maintenance processes

INFOCUS

By John Ross, Marshall Institute

2Secondof three partsElements of NEP

The 14 major elements of OSHAs

National Emphasis Program (NEP)

1. Employee participation

2. Process safety information

3. Process hazard analysis

4. Operating procedures

5. Training6. Contractors

7. Pre-startup safety review

8. Mechanical integrity

9. Hot work permit

10. Management of change

11. Incident investigation

12. Emergency planning andresponse

13. Compliance audits

14. Trade secrets

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It should be obvious what the impact

on maintenance is in regard to the PSI

element. Our maintenance technicians

have to have access to and understand all

the technical data around our production

systems, including the component par-ticulars and information on the hazards

of the HHC involved.

3. Process hazard analysisThis element is extremely technical

in nature and includes a comprehensive

what-if evaluation. The CFR reads,

The process hazard analysis shall be

appropriate to the complexity of the

process and shall identi fy, eva luate,

and control the hazards involved in the

process. In this element engineers and

maintenance leaders hone their Failure

Mode and Effects Analysis (FMEA)skills, as well as exploring the conse-

quence of failure. This process analy-

sis will be conducted as a team and

includes a review of the facility siting for

possible hazards.

After an initial PHA is conducted, the

process hazard analysis is required to be

updated and revalidated by a team no less

than every five years.

4. Operating proceduresAt first blush it might not seem that

there would be a maintenance impact

under the heading of Operating Proce-

dures, but this element has a few items

of interest.

Startups following a turnaround, and

after an emergency shutdown is included

in this element has a control measure to

be taken if physical contact or airborne

exposure occurs. If youve ever been at a

plant during an emergency shutdown or

a release, then you can attest to the fact

that maintenance is heavily involved in

addressing the situation.

5. TrainingThis element does specifically address

the needs for those operating a process.

To be sure, though, maintenance tech-

nicians need to be fully trained for all

the functions they are performing, andthat training needs to have been accom-

plished through a competent source and

very well documented.

6. ContractorsThere are a lot of opportunities in this

element to trip up an otherwise healthy

and well-executed maintenance strat-

egy. Contractors are perhaps unfairly

known to do what they can get away

with to get a job done. Under the aus-

pices of PSM-NEP, there are some very

unforgiving rules: The employer, whenelecting a contractor, shall obtain and

evaluate information regarding the con-

tract employers safety performance and

programs. The employer shall inform

contract employers of the known poten-

tial fire, explosion, or toxic release haz-

ards related to the contractors work and

the process.

7. Pre-startup safety reviewThis element and the element on

management of change are closely tied

together as the safe and effective man-agement of this process lies squarely

with plant maintenance and engineer-

ing.

The standard requires that The

employer shall perform a pre-startup

safety review for new facilities and for

modified facilities when the modifica-

tion is significant enough to require a

change in the process safety informa-

tion. The phrase change in the process

safety information could literally mean

a change in a single component. This

is a very detailed requirement and one

that cannot, and most certainly should

not be taken lightly.

8. Mechanical integrityAlong with the process hazard analysis,

MI, or mechanical integrity inspections

are required on a periodic time frame

and must be well documented. Systems

requiring this periodic inspection are:

pressure vessels and storage tanks, pip-

ing systems, relief and vent systems and

devices, pumps, controls, etc.

INfOCUS

10 May 2013 plantengineering www.plantengineering.com

Maintenance technicians areinvolved in the complex task of

testing and repairing the pro-

duction equipment, and their

well-being is on the line with

every turn of the wrench.

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input #9 at www.plantengineering.com/information12 May 2013 plantengineering

A very important concept comes into play in this ele-

ment. Not only do the people doing the inspections have

to be properly and officially trained in what to look for

and how to conduct the inspections, but inspections and

testing procedures need to follow recognized and gener-

ally accepted good engineering practices,The laypersons question would be, who told your guy

to do it like that? This is a seriously simple question,

but one that has to be answered in a very deliberate way.

9. Hot work permitThis is such a simple element, but it is so easy to vio-

late if maintenance supervision and technicians become

complacent. Aside from the inclusion of work completed

by contractors that requires hot work permits, there is a

great chance that the plant assigned resources could get

this wrong.

T h e e m p l o y e r

shall issue a hot workpe rmi t fo r ho t wo rk

operations conducted

on or near a covered

p r o c e s s . S i m p l e

enough? What does

or near a covered

process mean? How

near is near?

Also, the permit

h a s t o d o c u m e n t

that the fire preven-

tion and protection

requirements in 29CFR 1910.252(a) have been implemented. This has to

be documented , but pr ior to al l that , we have to train

our personnel on the requirement and how to verify the

aspects they are responsible for, as well has how to post

and file these permits.

10. Management of changeThe employer shall establish and implement written

procedures to manage changes (except for replacements

in kind) to process chemicals, technology, equipment, and

procedures; and, changes to facilities that affect a covered

process. The following considerations are addressed prior

to any change:

n The technical basis for the proposed change

n Impact of change on safety and health

n Modifications to operating procedures

n Necessary time period for the change

n Authorization requirements for the proposed change.

Many organizations choose to issue an MOC for every

change, regardless of whether or not it is a replacement in

kind, just to get around any potential errors in this element.

There are many details, and questions that maintenance

and engineering have to answer satisfactorily to make this

a safe process.

INfOCUS

The phrase change inthe process safety infor-

mation could literally

mean a change in a single

component. This is a very

detailed requirement and

one that cannot, and most

certainly should not, be

taken lightly.

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INFOCUS

11. Incident investigationThis is another element where the language could be

a potential tripping point for maintenance as well as

operators. The standard calls for an investigation into all

incidents that result in, or could reasonably have resulted

in, a catastrophic release of HHCs. The ambiguity of thephrasing makes it almost necessary to include all incidents

around HHCs to be classified as at least meeting the lesser

criteria. Maintenance and engineering leaders must shore

up their what-if scenarios in the PHAs to guard against

even the slightest incident.

12. Emergency planning and responseLike most emergency situations at plants all across the

country, any emergency planning and response actions will

include maintenance resources. This particular element

requires employers to establish and implement an emergency

action plan, including a plan to handle small releases.

13. Compliance auditsThis element is redundant of the actions required by other

elements in the PSM-NEP. Once again, the standard requires

that Employers shall certify that they have evaluated compli-

ance with the provisions of this section at least every three

years to verify that the procedures and practices developed

under the standard are adequate and are being followed.

This element continues to state the requirement that the

audits will be conducted by at least one person knowledgeable

in the process. Also noted in the standard is a requirement to

retain the last two most recent audit reports.

Maintenance personnel will quite often be called into ser-

vice to be on the audit teams.

14. Trade secretsThis element was a late add-in element published to

acknowledge that until now, some companies kept process

information secret from their own employees under the guise

of proprietary information, in essence protecting their trade

secrets.

Maintenance personnel are typically involved in all aspects

of the process but might be lacking in the knowledge of the

details of production. Operations and maintenance employees

have the expressed right, under this element, to be made aware

of those secretive processes that might affect the health and

safety of the employees.

Of course, there is more information available on these

elements and each organization has to be prepared to suc-

cessfully question its own abilities and those of federal or

state auditors.

The intent of this program is to ensure that we perform

our processes in a manner that is consistent with safety in

all operations, engineering, and maintenance tasks that are

conducted involving HHCs. PE

GO TO: www.plantengineering.com/blogs

Check out the Marshall on Maintenance blog for additional articles,

videos, and updates from the Marshall Institute.input #11 at www.plantengineering.com/information

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16 May 2013 PLANTENGINEERING www.plantengineering.com

To effectively manage the flow of

energy through an organization, it takes

a robust operational excellence program

with the right combination of leadership,

business process, and technology. Taken

a step further, aligning these resources

with operational, financial, and environ-

mental objectives, executives can take a

measured approach to realizing energy

management improvements.

When it comes to industrial energy and

its relationship to the operational excel-lence model, energy directors and line

of business leaders are constantly chal-

lenged with the management of energy

procurement, use, and reporting. These

three areas can be considered the sub-cat-

egories of industrial energy management

software, each with its own respective

functionalities and best practices.

In comparing and selecting an IEM

vendor, there are a few areas on which

executives should focus. This article will

examine the role of procurement in the

LNS Research Industrial Energy Manage-ment software framework.

In the area of procurement, there are

six key areas of functionality that any

industrial company should focus on when

selecting an IEM software provider:

1. Risk managementThe energy and manufacturing indus-

tries are inherently risky. Prices are clear-

ly subject to volatility, as demonstrated

by recent price changes in oil and natural

gas. Similarly, the amount of energy an

industrial company requires varies as

the demand for the goods manufactured

varies. Both of these market forces can

put energy procurement professionals in

a precarious position. They need effec-

tive tools for managing the uncertainty of

energy prices and energy requirements.

Risk management functionality pro-

vides capabilities to model and visualize

the risks associated with energy prices

and requirements, enabling energy pro-

fessional to make optimal decisions.

Inputs to these models include energy

market data from third parties, internal

data of energy needs, and demand fore-casts. It should also be noted that the

use of these tools is often coupled with

analysts or consultants from the software

company to augment internal resources

at the industrial company itself.

2. Contract managementWith the deregulation of energy mar-

kets, the emergence of peak load pricing

and incentive programs for coordinating

the consumption of energy with the needs

of the grid are a focal point in energy

management strategy. As a consequence,the complexity of energy contracts has

become a challenge for many industrial

companies. Its important for companies

to have expertise and software that can

assist in evaluating different contract

structures.

The utilization of incentive programs

like demand response or peak load pric-

ing can seem like an instant benefit for an

industrial program. However, these con-

tract decisions are often not fully evalu-

ated and better terms could have been

negotiated. IEM software can facilitatethe integration of contract management

functionalities and expertise with other

areas of procurement, so, for example,

theres insight into how contract terms

may impact risk or a companys abilityto shed peak load before commitments

are made.

3. Billing managementWith contract complexity, multiple

sources of energy supplying a large

industrial facility, and many large indus-

trial facilities selling energy back to the

grid, ensuring the accuracy of utility bills

and minimizing the internal costs asso-

ciated with managing billing processes

is another major challenge for industrial

companies. Billing management solutionsleverage a combination of business pro-

cess outsourcing to replace or augment

existing resources.

These solutions contribute to efficien-

cy gains with the use of software that

automates the collection of meter data

and compares it to billing data, which

often exists in disparate financial or ERP

systems. The analytics provided as part

of this functionality can highlight errors

or other irregularities in either billing or

consumption. This software is generally

integrated with the contract managementsystem and can also contribute insights

into the use and efficiency of energy in

operations.

Figure 1: Picking the right energy management software should be a step-by-step evaluation

process that takes your unique plant situation into consideration. Courtesy: LNS Research

INFOCUS

Step-by-step on energy management softwareBy Matthew Littleeld

LNS Research

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4. Peak load managementMany industrial companies today have moved to an envi-

ronment where the price of energy depends on the demand

of the grid. In these situations, there can be substantial sav-

ings in strategically shifting production to periods that have

lower energy costs. Of course, there are also challenges tomanaging this process. Most energy programs today do not

include energy on the bill

of materials, and planning

systems such as MRP do

not account for changes in

energy costs.

IEM software provides

functionalities for opti-

mizing consumption as it

relates to peak loads. Data

visualization, forecasting,

and automation functional-

ities allow energy profes-sionals to understand where energy is being used, when its

being used, and how consumption can be altered to avoid

premiums associated with peak loads. These functionalities

can provide direct impacts to the bottom line.

5. Demand responseToday, most energy professionals have an asset they dont

even realize is available: the ability to curb energy consump-

tion during periods of intense stress on the grid. By participat-

ing in demand response programs, large industrial companies

can provide capacity (in the form of unused energy) to aggre-

gators that can then be sold back to grid operators at a cost

that is substantially less than bringing additional generationcapabilities on-line.

There are, however, challenges in dealing with a demand

response event. It often requires quick response time and the

ability to curb energy use for both critical and noncritical

production processes. For the most part, this is still a manual

process that requires engineers and supervisors quickly tra-

versing the plant and communicating plans to operators and

maintenance personnel.

In the future, more and more companies will be using

software for automating energy curbing programs. Building

management and automation systems will be able to sense

and react to demand response events, eliminating the need

to manually alter energy consumption.

6. Taking a suite approachWithin IEM software, procurement is an important part of

the overall process, and a suite approach is critical to ensuring

that all stakeholders are aligned with energy management

objectives. Its not out of the ordinary for many of the areas

mentioned above to be managed in silos rather than holisti-

cally throughout the organization. In fact, this is one of the

energy management challenges faced by many manufacturing

and industrial organizations.PE

For more information on IEM, read LNS Researchs Indus-

trial Energy Management Best Practices Guide.

INfOCUS

Market forces can put

energy procurement

professionals in a

precarious position. They

need effective tools for

managing the uncertainty

of energy prices and

energy requirements.


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has a gearbox with an oil capacity of

27 gal. CBM tests allowed the mainte-

nance team to analyze lab results for

detecting metal in the oil, resulting inless frequent oil changesand lower

maintenance costs.

This way the condition of the equipment

drives the schedule, not the calendar. PE

Paul Lachance is president and chief tech-

nology officer for Smartware Group, producerof Bigfoot CMMS. Read his blog, Lachance on

CMMS, at www.plantengineering.com/blogs.

plantengineering May 2013 19

CMMS conventional wisdom tells

us to schedule our machine preventivemaintenance (PM) items on a calendar

just like we do for our car tune-ups.

Its been 90 days, so it must be time to

recalibrate the auger in the extruder,

or replace the impeller on a centrifugal

pump. But what if its too early to check

and replace a part?

While being reactive and waiting to

make repairs only after equipment fails

hurts productivity, changing parts before

the end of their run is also a waste of

time and money. If youre doing too

many PMs based on a calendar andyoure wasting precious maintenance

resources to do the work, you may want

to consider more efficient options. To

preserve equipment and ensure plant

floor machines are fully operational and

reliable, safe, and long-lasting, consider

more proactive PMs.

Lets say a piece of equipment has

fallen below the acceptable performance

threshold, slowing down production

and reducing output. Meter trending

may show that widget output falls after

600 hours of continued use, which mayexceed the manufacturers recommen-

dation for replacing components. Meter

readings to periodically check produc-

tion volumes and perform the necessary

maintenance tasks trump calendar-based

PMs, which remain static as production

volumes change over time.

Another useful PM, condition-based

maintenance (CBM), is based on the

health of your asset. CBM incorporates

real-time data about machine health

so that maintenance work can be done

when it is actually necessaryand not

according to a rigid calendar schedule.

Monitoring machine health by control-

ling oil corrosion with a PM to change

filters prevents failures.

Checking oil levels, contaminants,

temperatures, and vibration levels

(among others) all fall under CBMs.

A civil engineering company that man-

ages wastewater treatment plants has

to regularly test conditions of its cen-

trifugal blowers for alignment, tem-

peratures, vibrations, etc. Each blower

Equipment condition, not calendar, should drive maintenanceBy Paul Lachance, Smartware Group

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INPRACTICE

There are three common ways to measure the impact of

Lean on operational excellence. The first is whether or

not manufacturing sites are operating at world-class

levels, which is often measured by attributes such as

on-time delivery against published lead times. The second is to

measure against cost efficiency metrics, such as productivity

or the cost of scrap. Last, but most important, is engagement.

This includes things such as how involved employees are inhelping drive continuous improvement ideas and participating

in Kaizen events and action workouts.

Many times in the Lean journey, teams move through a

methodology on projects, deliver improvements, and move

on to the next project. Six Sigma gives us the control phase

to maintain changes for improvements, but even with that, it

can be difficult to keep delivering benefits because the control

phase itself can break down. Once momentum gets lost on the

project, people can revert to their former processes that include

wasteor teams may need to make necessary changes and

inadvertently add waste back into processes.

By maintaining automated control over a process with com-

puterized systems, manufacturers have a much better chanceof reducing their waste in the long term.

Enabling Lean and Lean Six-SigmaOne of the key steps in Lean is the identification of which

steps add value and which do not. By classifying all the process

activities into these two categories, it is then possible to start

preserving value with less wok. Waste reduction is an effective

way to increase profitability by reducing costs.

It is hard to discuss Lean and waste reduction without call-

ing out the seven types of waste, easily remembered by the

acronym TIMWOOD.

Transport: moving products that are not actually required

to perform the processing

Inventory: all components, work in process, and finished

product not being processed

Motion: people or equipment moving or walking more

than is required to perform the processing

Waiting: waiting for the next production step

Overproduction: production ahead of demand

Over processing: resulting from poor tool or product

design creating activity

Defects: the effort involved in inspecting for and fixing

defects.

Many Lean initiatives start by looking at manual processes

and defining them. Often, this exercise is the first time that

a process is defined, documented, and analyzed. Right away,

teams can see benefits from this exercise as obvious areas

of waste can be immediately eliminated. The exercise takes

time, as it is a manual process, but can be worthwhile because

it drives good benefit.

As teams continue along the Lean journey, they start to roll

out processes more broadly and develop spreadsheets to help

execute processes and report on them. However, process modi-fications start to peak, and eventually teams see erosion begin

to take place. People can go back to their old way of performing

tasks without new processes being enforced. The value realized

starts to decline, and leadership may move on to another type

of improvement initiative.

However, the lifecycle of Lean projects and initiatives can

continue to deliver value for the long term through manufactur-

ing execution systems (MES) or computerized systems used

in manufacturing that work in real time to enable the control

of multiple elements of the production process (e.g., inputs,

personnel, machines, and support services).

MES helps create efficient and high-quality manufacturing

processes by providing real-time operational insight into aplants performance and information at a single source. These

digital capabilities support Lean and Lean Six Sigma efforts

in the following ways:

Graphically define and document work processes, making

it much easier to start the Lean journey

Find and eliminate the non-value-add activities more

quickly and easily

Execute work processes through a controlled, electronic

systemensuring that processes are followed

Improve processes in real time, not after the fact

Automatically capture, store, and analyze production data,

closing the loop for continuous improvement

Digitize the control plan and its execution

Keep process improvements consistent, so projects keep

adding value.

To ensure we dont let waste and inefficiencies creep back,

IT technologies and digitization are important components to

ensure we achieve sustained and scalable change. Standard

work processes become embedded into the plant system, which

can take Lean initiatives to the next level. With true standard

work and an electronic environment for Kaizen, momentum

remains high, waste is eliminated, and work processes are

monitoredand the gains grow year after year. PE

Vince Campisi is CIO of GE Intelligent Platforms

Using Lean to add value,

achieve operational excellenceBy Vince Campisi, CIO,GE Intelligent Platforms

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COVERSTORY

Identifyingphony electrical

products can

save lives and

profits

By Tom Grace

Eaton

The counterfeiting of well-known

brands and products is a growingproblem, estimated to be 5% to 7%of world trade, or about $600 bil-lion each year. Counterfeit healthand safety products such as electri-

cal and electronic products now occupy secondplace after pharmaceuticals on the list of thosemost frequently seized by U.S. Customs.

Counterfeiting has a negative impact on notonly companies bottom lines and reputations

but also public safety. Counterfeit electricalproducts can overheat or cause short circuits,leading to fires, shocks, or explosions that cancost workers their lives and produce consider-able property damage. These illegal productsdont need to comply with performance andsafety specifications and they are not testedor approved.

It is important that facility managersunderstand the dire consequences of usingunsafe counterfeit products and know howto avoid them.

By definition, a counterfeit is a product,service, or package for a product that uses,without authorization, the trademark, service

mark, or copyright of another intended to

Which one is counterfeit?deceive prospective customers into believ-

ing that the product or service is genuine.This makes detecting the difference betweena counterfeit and authentic product difficult.

In fact, Eaton has shown industry profes-sionals, from plant and facility managers toindependent electrical resellers, two seem-ing identical breakers and asked each pro-fessional to pick out the counterfeit breaker.After inspecting the breakers for everythingfrom recognizable certifications and brandstickers to noticeable defects or missing parts,each professional leads to a common realiza-tion, I never would have thought it to becounterfeitI didnt know.

You can do the test yourself by looking atthe circuit breakers at the top of this page.Can you tell which one is counterfeit? Theanswer is at the end of this article.

While identifying a counterfeit product isdifficult at first glance, there are many waysto detect and avoid them prior to making anactual purchase.

The best way to avoid counterfeit electri-cal products is to purchase products fromthe manufacturers authorized distributors

or resellers. There is a higher risk of coun-

ImagescourtesyofEaton

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terfeits if one cannot trace

the path of commerce to the

original manufacturer.

Some manufacturers and

certification organizations

also provide tools to veri-

fy that electrical products

are authentic. This can bean easy way to detect if a

product is not cert if ied

and therefore should be

avoided. For example,

Eatons new Circuit

Breaker Authentication

(CBA) tool is designed to allow customers

to detect if Eaton circuit breakers are coun-

terfeit. By entering the bar code, part number,

and date code found on the circuit breaker,

the CBA tool is intended to immediately

verify authentication. You

will use this online tool,

at www.eaton.com/coun-

terfeit, to learn if you cor-

rectly guessed which circuit

breaker is counterfeit.

When shopp ing fo r

electrical products, man-

agers can look for key red

flags that signify an

item, or distributor,

should be avoided.

The first red flag is

bargains that seem

too good to be true. Compare the price of that

product to a similar product at a diffe rent

retailer. If it seems too good to be true, the

odds are it is.

Scrutinizing labels and packaging can also

help identify a counterfeit product, but is justone part of the detection process. As counter-

feiters become more sophisticated, a higher

level of scrutiny becomes necessary. Check

for certification labels from organization such

as UL, the National Electrical Manufacturers

Association (NEMA), or other organizations

that certify the quality and performance of

electrical products.

Avoid products that lack any identifying

branding label or affil iation and be leery of

additional markings or labeling not applied

by the original manufacturers and of missing

or poor-quality labels, out-of-date productcodes, and non-genuine packaging.

Pay close attention to products purchased.

Quality control is often lacking in counterfeit-

ing operations, so you may be able to spot a

counterfeit simply based on its workmanship.

Be wary of products that seem flimsy or that

have any noticeable flaws.

Always be on the lookout for materials that

come with a product. Counterfeit products

often dont include supplementary materi-

als such as an owners manual or product

registration card. Sometimes counterfeiters

do not include all the parts that should comewith the product, or some parts will be from

a different manufacturer.

Finally, if a product is suspected to be

counterfeit, it is recommended to contact

the original manufacturer. This will allow

authentication of the suspect product and

ensure that the potentially unsafe product is

removed from the marketplace.

Remember the circuit breaker photos?

While the physical differences between the

two breakers are nearly undetectable, the cir-

cuit breaker on the right is counterfeit. Try

it out yourself by entering the highlighted

information into the authentication tool at

www.eaton.com/counterfeit. PE

As brand protection manager for Eatons

Electrical Sector, Tom Grace oversees coun-

terfeit awareness, training, and prevention.

This involves building awareness of the risks

that counterfeit electrical products present

to personal safety and the economy with end

customers, contractors, inspectors, and elec-

trical resellers. For more information, go to

www.eaton.com/counterfeit.

CoverStory

Counterfeiters do an

excellent job of disguis-

ing their products to look

like the real thing. The

bar code (upper right),

date code (lower left) andstyle number (lower right)

on this circuit breaker are

authentic.

In this counterfeitversion of the

breaker, you can

see there is no date

code. The style

number and bar

code are similar, but

if there is a question, many

companies have ways to

verify the legitimate electri-

cal equipment.

ImagescourtesyofEaton

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ELECTRICALSOLUTIONS

E

nergy management is a term that

has a number of meanings, but Im

sure most folks are mainly con-

cerned with the one that relatesto saving energy in businesses, industrial

environments, and public-sector or govern-

ment organizations. When it comes to energy

savings, energy management is the process

of monitoring, controlling, and conserving

energy in a building or organization.

Typically, this involves the following

steps:

Metering your energy consumption and

collecting related energy data.

Finding opportunities to save energy and

estimating how much energy each opportu-

nity could save. You would typically analyzeyour meter data to find and quantify routine

energy waste, and you might also investigate

the energy savings that you could make by

replacing equipment (e.g., low efficiency

motors replaced with high efficiency, light-

ing, upgrade or replace piping insulation).

Taking action to target the opportunities

to save energy (i.e., tackling the routine waste

and replacing, upgrading, or repairing the inef-

ficient equipment). Typically, you would start

with the best opportunities, as defined by ROI.

Tracking your progress by analyzing

your quantifiable meter data to see how well

your energy-saving efforts have worked.

When you look around, there are a large

number of companies that provide energy

management services offering a vast array

of products and services that are intended to

help the end user not only understand its inef-

ficiencies but the actions it can take to become

more energy efficient and responsible. I have

personally had the experience of working with

multiple clients in differing industry verticals

and have seen how equipment reliability and

energy efficiency go hand-in-hand. The ability

to understand how and why equipment fails

is essential in understanding and developingenergy-efficient strategies for the operation

and maintenance of industrial equipment.

This will come as no surprise. Energy costs

are rising and becoming a larger percentage of

costs for industrial plants and facilities alike.

Plant and facilities managers are looking for

savings but are wary of full-scale, costly

energy savings programs. However, most I

have spoken with are interested in low or no

cost opportunities if prioritized and executed

in a way that funds future activities. I often

refer to this as a paying it forward approach.

Analyzing savings and opportunitiesBecause all plants and facilities are unique

in their own way, opportunities are plant or

facility dependent. This dependency makes

the paying it forward approach extremely

flexible. The flexibility begins with an initial

current state analysis, which would identify

future threats to profitability and ways to

reduce costs. The identified opportunities

should, therefore, become an integral part of

the corporate strategy to counter such threats

and improve profit margins through energy

Go-to strategiesfor energy managementCondition-based maintenance will allow you to assess

your building envelope and plug your leaks

By Chris Colson

Allied Reliability Inc.

SMALLER, LONG-TERM SAVINGS

Building Envelope

IT Equipment & Electronics

HVAC Compressed Air

Lighting Electrical Distribution

Steam System

LOW COST / NO COST QUICK SAVINGS

Figure 1: Follow-up system level audits. All graphics courtesy of All ied Reli-

ability Inc.

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savings. Applying good energy management

practices is just as important to achieving these

savings as the appropriate process technology.

It should be remembered that any operation-

al savings translate directly to bottom-line

improvement, dollar for dollar.

During a current state analysis, the plant or

facility systems will be identified and evalu-

ated for follow-up paying it forward energy

opportunities. While most facilities and plants

have common systems, such as HVAC, elec-

trical distribution, and lighting, others are

building speci fic, such as compressed air

or steam.

Generally speaking, the types of follow-up

system level audits are illustrated in Figure 1.

While each of the items listed above is

important and savings are significant, each

has a different ROI valuation. Some represent

large savings and relatively quick ROIs, whileothers are steady savings over a longer dura-

tion. In the remainder of this article, Id like

to draw your attention to the auditing of the

building envelope, which can help (plants and

facilities equally) identify where conditioned

air is leaking or outside air and other matters

are entering, causing systems to work harder

(HVAC, steam, etc.) and be less efficient.

What is the building envelope?To begin our discussion about building

envelope, let me start by defining it as all of

the components that make up the shell or skinof a building. These components are designed

and utilized to separate the exterior of a build-

ing from the interior. The building envelope

may also be defined as the components that

separate conditioned areas from unconditioned

space.

Building envelopes are designed by project

architects and engineers to meet the needs

of each individual application (i.e., distri-

bution warehouse, food processing facili ty,

automotive manufacturer, commercial facility,

etc.). The building envelope must be carefully

designed with regard to climate, ventilation,and energy consumption within the structure.

By serving the four basic functions of a

building envelope, as shown in Figure 2, the

envelope affects ventilation and energy use

within the building. This is a key point to

understand when identifying and quantify-

ing related energy cost savings opportunities.

Building envelopes are often character-

ized as tight or loose. A tight envelope

is designed and built to allow relatively few air

leaks. This often requires significant quanti-

ties of insulation, caulk, sealants, and energy-

efficient windows to create a tight shell for

the building. A loose envelope is designed and

built to allow air to flow more freely from the

exterior to interior spaces. I should add that a

loose envelope may be created by design or

may be the result of poor construction.

Debates are ongoing as to the benefits of

tight versus loose building envelopes. Some

advantages and disadvantages are shown in

Figure 3.

Regardless of the type of building envelope

you might have, it is critical that it perform as

it was designed and intended. To ensure proper

4 Basic

Functions of

the Building

Envelope

Temperature

Regulations

Moisture &

HumidityControl

Structural

Control

Air Pressure

Control

r ct l

Control

stur

umiditControl

l

e

l t

Tight Envelope Loose EnvelopeAdv antag es

High level control of:

- Indoor air quality control

- Energy consumption

- Temperature

- Humidity

Reduced likelihood of mold or mildew caused

by moisture infiltration

Disadvantages Limited natural ventilation leading to more

extensive mechanical ventilation

requirements

Adv antag es Allow natural air transfer

Improved indoor air quality

Often eliminates needs for

mechanical ventilation

DisadvantagesTend to be more drafty and uncomfortable

Difficult to regulate temperature levels

Increased chance of moisture-related mold

Higher qualities of heated or cooled air

able to escape

Could lead to increased energy bills &

negatively impact your environment by

increasing greenhouse gas levels

Figure 2: Building envelope functions

Figure 3: Advantages and disadvantages of tight and loose building envelopes


eLeCTRICALSOLUTIONS

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Safety? Naturally Integrated!

2013SiemensIndustry,

Inc.


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eLeCTRICALSOLUTIONS

construction and performance, adequate test-ing and maintenance is required. While thereare numerous technologies, tools, and methodsthat are used to test the performance of the

building envelope, I have found two particularcondition based maintenance (CBM) technolo-

gies as my go-to preferred method: infraredthermography and airborne ultrasonics.

Having been exposed to CBM technolo-gies being utilized as a predictive maintenancestrategy to help identify and correct equipmentand component defects, I became aware ofthe added energy management aspects thatthese technologies place in the hands of expe-rienced users.

The power of linking equipment defects andfailures with energy management efforts andsavings opportunities brings direct, bottom-line value from maintenance. When a defect is

present, not only does it put equipment at riskof operational failure, but it also begins per-forming less efficiently, costing you quality,increased energy usage, and in some instances,increased greenhouse gas emissions.

A building envelope audit should includethe use of both infrared thermography andairborne ultrasonics to inspect temperaturedifferences, infiltration, and exfiltration (air,water, gas, and other applicable mediums). Byusing these technologies, you will be able tonot only inspect large areas quickly, but also

to pinpoint exact problematic areas in need of

immediate attention. Depending on the build-ing design and size, you may be able to inspectthe whole building envelope for insulation

problems and air leakage.The two CBM technologies are great tools

for identifying such issues due to the naturalairflow with different velocities and tempera-tures. Doors, window frames, and seals should

be checked for air inf ilt rat ion/exfiltration.Penetrations of the envelope, such as water

pipes, conduits, and exhaust pipes, should beinspected for proper insulation and sealant.

Another reason I call these two technolo-gies my go-to methods is the simplicity ofcombining the information with other small

pieces of data (i.e., electrical load, air velocity,temperature difference) to quantify the sizeof the opportunity. These calculations can be

done not only in financial terms, but also interms that environmentalists will appreciate.

Remember, we are identifying energy sav-ings. All forms of energy can be represented inmillion metric British thermal units (MMBtu),which can then be converted to kilowatt-hours (kWh), then translated to CO

2(the EPA

equates 1 kWh as being worth 1.37 lbs ofCO

2). So, lets say you identify $18,000.00

worth of savings yielding 353,843 kWh, youcan also represent this as 509 barrels of oil,or 24,916 gal of gas, not consumed in a year.

Moving forwardAs great as it is to identify savings and make

the adjustments to obtain those savings, youare still left with being able to implement asustainable strategy so that such inefficien-cies do not creep back into your facility. Tosustain the savings obtained through a build-ing envelope audit, you will need to deploy amaintenance strategy that includes regularlyscheduled maintenance activities that providean indication to the condition of the item inquestion so that the appropriate correctiveaction can be scheduled as it is needed.

Im going to close with one last point thatmay seem obvious, but for some unknownreason too often ends the same. While auditingand identifying defects is the first step, it isnot and should not be the last step. An auditnever adds value without execution. Prioritizethe opportunities and begin executing in away that funds the next item on the prioritizedlist. When you practice this philosophy, youunderstand the value of paying it forward. PE

Chris Colson is director of operations with

Allied Reliabili ty Inc. , and is the co-author

of the bookClean, Green, & Reliable.

By using these

technologies, you

will be able to not

only inspect large

areas quickly, but

also pinpoint exact

problematic areas in

need of immediate

attention.

Figure 4: Defective door and window seal

Figure 5: Building insulation

and equipment efficiency

opportunities

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TheE

mersonlogoisatrademarkandservicemarkofEmerson

ElectricCo.2013,RIDGID,Inc.


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eLeCTRICALSOLUTIONS

Ageneration ago, when a large indus-

trial motor neared the end of its ser-

vice life, the debate about repairing

or replacing it was usually pegged to

the magic number of 57. This was a number

derived by purchasing agents, based on the

residual value of a run-out motor plus repair

cost, versus the cost of a new motor and the

delay in getting it into service.

If the motor could be repaired for less

than 57% of the price of a new one, it was

repaired; if the internal damage was exten-

sive and repair cost was going to exceed

57%, the agent ordered a new motor.

That was then.

This is now: Energy costs are greater, motor

efficiency can be greater, and repair technol-

ogy is much improved, resulting in little or

no loss of motor efficiency after a rewind. (In

fact, when rewinding an older pre-EPACT

stator, a service center can actually improve

efficiency on larger horsepower units.)

For ac motors particularly, the repair/replace

choice has become complicatedespecially for

medium and large motors that run for an intermedi-

ate or high number of hours per year. Complicating

the issue is the fact that there are three categories

of induction motors: standard, first-generation

energy efficient (EE), and current EE motors. In

the real world, they are often used interchangeably.

Calculating your efficiency will point the way to the right decision

By Walt Dryburg

Integrated Power Services

Motor repair/replaceby the numbers

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