DECEMBER 2011 - Plant Services · epm_cmyk_mac.ai (27.49%), Emerson_CIS_ext_white_mac.ai (66.84%),...

Assign boiler loads based on thermal performance

characteristics

KNOCKOUT

STEAM INEFFICIENCY

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Glass manufacturerenables PdM / p.9

Faster motormanagement / p.17

Watch for 3 signsof degradation / p.27

30 years of Germanenergy strategies / p.34

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Full Featured AC Motor Soft StartersSR44 Series (to 300 HP) - Starting at: $769.00 (SR44-9)

The SR44 series is fully digital, and uses thyristors in all threemotor phases for controlled reduced voltage motor startingand stopping. SR44s have an Automatic Application Setupthat fully configures the starter with one entry. A built-in“Optimizing” mode reduces energy costs when used onlightly loaded or oversized motors.

• 9A to 370A rated current models @ 230–460V(suitable for use on 208V systems)

• Size 1: 9A-146A• Size 2: 174A-370A

Compact 3-Phase Soft StartersSR22 Series (to 30 HP) - Starting at: $119.00 (SR22-05)

The SR22 series is a low-cost family perfect for use in applicationswhere space is a concern. With3-potentiometer setup, these lowvoltage soft starters offer simple, reliable motor control.

• 5A to 40A rated current models @ 208–460V• 45mm and 55mm standard sizes

Basic AC Motor Soft StartersSR33 Series (to 400 HP) - Starting at: $490.00 (SR33-22)

This series fits in the footprint of existing wye-deltastarters. Its 3-potentiometer setup (Start Voltage, StartTime, and Stop Time) makes installation and commissioning easy.

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Whether you need 3-potentiometer simplicity, a high horsepower range, orproven energy saving operation, AutomationDirect has a soft starterseries for your applications.

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imagination at work

GE EnergyIndustrial Solutions

It might be saying “These vibrations are killing me.” Or “It’s hot in here.” Or “I feel fine.” But you have to beable to understand it.

At GE, we’ve not only learned to speak motor fluently, wecan listen in from far away, with Remote Monitoring &Diagnostics, or RM&D.

Through a simple network, motors continuously report awide range of conditions to our monitoring center. When

they say something’s wrong, we hear it , we understand,and so do you. Immediately.

Listen: With RM&D, you can cut your maintenance costs,plan downtime, improve efficiency and help reduce therisk of catastrophic failure. Doesn’t that sound good?

Want to hear what your motor is telling you? Get RM&D.Contact your GE Energy account manager, call 1-888-GE4-SERV or visit www.geindustrial.com/services

Is your motor trying to tell you something?

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You CAN Do THAT

Manually verifying every flowmeter wastes time and money. I wish I could just tell which ones need attention.

Monitor flowmeter integrity dynamically, automatically and on your schedule. Emerson’s Smart Meter Verification for Micro Motion Coriolis meters is the only automatic diagnostic tool that checks the entire meter’s performance and integrity — in line. This allows you to trend data, confirm on-spec performance and forecast calibration needs without interrupting your process. It’s time you had control of your operation with a clear picture of every flowmeter’s health, go to EmersonProcess.com/Verification

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www.PLANTSERVICES.Com DECEmBER 2011 5

18 / COVER STORY

Knock Out Steam InefficiencyAssign boiler loads based on thermal performance characteristics

27 / planT maInTEnanCE

See Signs of Equipment Degradation3 effects that can lead to permanent deterioration

13 / bEST pRaCTICES awaRDS

Stem nut Testing Is a SnapHomegrown analysis tool enables valve failure prediction without operation interruption

30 / pRODuCT ROunDup

To Track and manageAsset management software automates the art of maintenance

features

specialists

columns and departments

11 / Human CapITal

where business Schools FailTraditional philosophy can be counterproductive

17 / TECHnOlOgY TOOlbOx

Contolled motionManage motor and drive performance, efficiency, and repair

34 / EnERgY ExpERT

a Tale Of Two CountriesGermany and the United States share energy lessons

7 / FROm THE EDITOR

Highly Functional DataSoftware is a tool to manage personnel and procedures

9 / wHaT wORKS

behind the glassCMMS facilitates migration to PdM and shrinks downtime to less than 1%

32 / ClaSSIFIEDS / aD InDEx

table of contentsDeCeMber 2011 / Vol. 31, No. 12

PlANT SerVICeS (ISSN 0199-8013) is published monthly by Putman Media, Inc., 555 West Pierce road, Suite 301, Itasca, Il 60143. Phone (630) 467-1300, Fax (847) 291-4816. Periodicals Postage paid at Itasca, Il and additional mailing offices. Canada Post International Publications Mail Product Sales Agreement No. 40028661. Canadian Mail Distributor Information: Frontier/bWI,Po box 1051, Fort erie, ontario, Canada, l2A 5N8. Printed in U.S.A. PoSTMASTer: Send address changes to PlANT SerVICeS, Putman Media, Inc., Pobox 3435, Northbrook, Il 60065-3435. SUbSCrIPTIoNS: Qualified reader subscriptions are accepted from PlANT SerVICeS managers, supervisors and engineers in manufacturing plants in the U.S. and Canada. To apply for qualified-reader subscriptions, please go to www.plantservices.com. To non-qualified subscribers in the U.S., subscriptions are $96 per year. Single copies are $15. Subscription to Canada and other international are accepted at $200 (Airmail only) © 2011 by Putman Media, Inc. All rights reserved. The contents of this publication may not be reproduced in whole or in part without consent of the copyright owner. In an effort to more closely align with our business partners in a manner that provides the most value to our readers, content published in PlANT SerVICeS magazine appears on the public domain of PlANT SerVICeS’ Website, and may also appear on Websites that apply to our growing marketplace. Putman Media, Inc. also publishes CHeMICAlProCeSSING, CoNTrol, CoNTrol DeSIGN, FooD ProCeSSING, INDUSTrIAl NeTWorKING, THeJoUrNAl, PHArMACeUTICAl MANUFACTUrING and WellNeSS FooDS. PlANT SerVICeS assumes no responsibility for validity of claims in items published.

Reducing servo motor instabilityThis paper looks at methods to eliminate servo instability.www.plantservices.com/whitepapers/2011/reducing-servomotor-instability.html

business operations sustainabilityIn this Webinar, learn how motor design philosophy can have a direct impact on the sustainability of your operations.http://webcast.streamlogics.com/audience/index.asp?eventid=74589174

Surviving the big turnaroundTypical maintenance can become a dangerously familiar routine.http://community.plantservices.com/content/surviving-big-turnaround

Review of how reducing air system pressure influences compressor powerreducing air system pressure is typically not well-received by production, and the potential energy savings can be misleading.www.plantservices.com/whitepapers/2011/reducing-air-pres-sure-influences-compressor-power.html

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h339v

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FROM THE EDITORMIKE BACIDORE, EDITOR IN CHIEF

WWW.PLANTSERVICES.COM DECEMBER 2011 7

HIGHLY FUNCTIONAL DATASoftware is a tool to manage personnel and procedures

Properly trained people and prop-erly conceived processes are the back-bone of a world-class reliability program. To manage scheduled downtime and optimize plant equipment operation, everyone must be pulling in the same direction, and that requires well-de� ned strategies and procedures at the core.

Whether your “people” are internal maintenance or reliability professionals, equipment operators, contracted service providers, or OEM supplier personnel, their execution of the plan is what keeps the plant humming. If only there were a tool available to help manage all of this.

Enterprise asset management (EAM) so� ware and computerized maintenance management system (CMMS) so� ware have been around for decades. But their functions and features have changed just as dramatically as the maintenance practices that have evolved to encompass not just maintaining, repairing, and overhauling equipment, but proactively monitoring physical assets to ensure maximum plant reliability and aligning maintenance strategies with the overall objectives of not just the facility, but the organization as a whole.

Yes, that’s pretty huge.Although asset management so� ware

has expanded to the point where it can track asset lifecycle from design to dis-posal and can track sustainability e� orts by calculating carbon footprints and thermal mapping, its e� ectiveness still hinges on the data that’s entered and a company’s ability to leverage that data.

We’ve recently relaunched the Plant Services CMMS Review, encompassing a variety of new features and functions and making it easier for facilities to com-pare only the ones they need. Take the revised database out for a spin at www.plantservices.com/cmms_review/so� -

ware_review.html. Let me know what you think or how we can improve it. � e tool is there for you to use.

Also, in an e� ort to get a better handle on how you’re using the so� ware, we’d like your help with a new survey we’re conducting in conjunction with ARC Advisory Group (www.arcweb.com). We’re trying to get a better understand-ing of your ever-changing needs for EAM and CMMS. If you’re a so� ware

user or involved in maintenance and reliability at your facility, this survey of trends could use your input.

� e 20 questions look at current and future expectations regarding top-ics such as mobility, functionality and maintenance practices. By participating, you’ll also receive a free copy of the � nal report, and you will remain anonymous to other participants.

� e survey is ready for you to take at www.plantservices.com/so� waresurvey, and be sure to click on the Finish button when you’re done with the survey.

� e three-legged stool that is people, processes and technology only stands when all of the supports are astutely measured and properly aligned. You’re not in this alone. Take advantage of the maintenance community at large and the tools that are available to help you make better-informed decisions.

SOFTWARE HAS EXPANDED TO THE POINT WHERE IT CAN TRACK ASSET LIFECYCLE.

PUTMAN MEDIA, INC.555 W. Pierce Rd., Suite 301,Itasca, IL 60143(630) 467-1300 Fax: (630) 467-1120

MIKE BRENNER Group [email protected]

EDITORIAL S TAFF

MIKE BACIDOREEditor in [email protected]

RUSSELL L. KRATOWICZ, P.E. CMRPExecutive [email protected]

ALEXIS GAJEWSKIAssociate Editor, Digital [email protected]

STEPHEN C. HERNER V.P., Creative [email protected]

DEREK CHAMBERLAIN Art [email protected]

ANGELA LABATEAssociate Art [email protected]

DAVID BERGER, P.ENG. Contributing Editor

PETER GARFORTH Contributing Editor

SHEILA KENNEDY Contributing Editor

JOEL LEONARD Contributing Editor

PUBLICATION SERVICES

CARMELA KAPPELAssistant to the [email protected]

JERRY CLARK V.P., [email protected]

JACK JONES Circulation [email protected]

RITA FITZGERALD Production Managerrfi [email protected]

JILL KALETHA Reprints Marketing ManagerFoster Reprints (866) 879-9144 ext.168 [email protected]

EXECUTIVE STAFF

JOHN M. CAPPELLETTI President/CEO

JULIE CAPPELLETTI-LANGE Vice President

KEITH LARSON V.P., Content

ROSE SOUTHARD V.P., Technology

Mike Bacidore, Editor in [email protected], (630) 467-1300 x444

PS1112_07_Edit.indd 7 11/29/11 12:04 PM

©2011 Baldor Electric Company

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• Energy Efficiency

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• Unmatched Customer Service

For decades, ABB variable speed drives and Baldor motors have set the standard for quality, reliability and energy savings. Now, industrial customers in the U.S. can buy these products and receive expert support from a single source. Call 479-646-4711 to locate the district office nearest you. Two trusted names. One local source for sales and support. Only from ABB and Baldor.

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As maintenance manager for the Buford, Georgia, Cardinal CG plant, Boyd Helm manages more than 100 assets for fabricating glass products. Despite a staff reduc-tion, he reduced downtime from 15% in 2008 to an impres-sive 0.8% in 2011. Helm is no superhero. He’s just a regular guy who uses teamwork and every available tool to achieve desired results.

Cardinal (www.cardinalcorp.com) was founded in 1962 in Minneapolis. It designs and fabricates glass windows and doors, and it has 28 plants and 4,500 employees, all focused on superior-quality products, a competitive marketplace, and high-end customer service.

With more than 25 years of experience, Helm brought ex-tensive maintenance management knowledge to Cardinal. His role includes responsibility for assets in the tempered division, including furnaces and high-volume cutting machines.

Downtime was running at 15%. Work orders and mainte-nance management were still done in a run-to-failure culture centered on reactive maintenance. Downtime reports weren’t circulated to the maintenance department; communication and teamwork were lacking. Helm needed better tools to deliver effective maintenance management.

He implemented a CMMS program for scheduling and tracking PMs. He reduced downtime through scheduling and planning but had difficulty extracting information in a usable format. After 15 months, downtime plateaued. With-out reports, he couldn’t analyze data and trends or produce reports to share. He needed to track labor, generate PM checklists, perform predictive maintenance, and track spare parts. The ability to easily generate planned activity and work status reports was essential. With these tools, Helm was confident Cardinal could achieve a turnaround.

Helm selected X3 CMMS, a Web-based system from eMaint (www.emaint.com), to reduce upfront costs and speed deployment. He imported all information into the new system and used it to schedule and track PMs, work requests, repair orders, and inventory. Using eMaint’s reporting tools, he calculated depreciation and cost to maintain assets. He manages labor with a scheduling fea-ture and a Gantt chart tool to maximize productivity.

Downtime dropped by 95% in three years. The improve-ment allowed Cardinal to reduce labor hours by 43% and overtime by 60%, and to increase daily production by 40%.

This resulted in Cardinal CG operating at a 45% profit.

In this economic downturn, the Cardinal plant had no layoffs and is profitable due to its increased efficiency.

Helm knew he couldn’t derive the full benefit without reporting and analysis, as measurements would present countless opportunities for improvements. Using the CMMS reporting feature, Helm produces reports and data to show the true cost of maintaining vs. replacing. Instead of continuing to repair piecemeal in a low-cost, short term manner, Helm can fix it right the first time.

Helm shaped the corporate mindset to embrace predic-tive maintenance (PdM). The migration to PdM is a result of the CMMS. Helm was able to make a difference using the eMaint CMMS, but communication was critical.

Thirty-minute meetings between maintenance and production allowed the departments to plan maintenance to achieve PM completion rates of 90%. He held safety meet-ings between shifts, posted photos of hazards, added safety inspections, and used daily walk-throughs. His department has been accident-free for more than 800 days.

Helm continues to craft improvements. He sets goals and uses bar-coding to track inventory costs, and he plans to strive for continuous improvement.


whAt works

Behind the GlAssCMMs facilitates migration to PdM and shrinks downtime to less than 1%

Downtime dropped by 95%, allowing Cardinal to increase daily production by 40%.

the CArdinAl PlAnt hAd no lAyoffs And is ProfitABle due to its inCreAsed effiCienCy.

PS1112_09_Whatworks.indd 9 11/29/11 12:12 PM

©2011 Fluke Corporation.

Put a good vibration expert on staff. Like the Fluke 810 Vibration Tester. Unique in its design, the 810 identifi es four common equipment faults: misalignment, unbalance, looseness and bearing condition. You learn exactly what the problem is, where it is, and how to fi x it. Prioritize maintenance, prevent unplanned downtime and manage cash fl ow. All for a fraction of the cost of a full predictive maintenance program. So go with the vibration expert. Go with Fluke. www.fl uke.com/answersnow

The Fluke 810 Vibration Tester

Other tools tell you:

• There’s a vibration

Fluke tells you:

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Where Business schools FailTraditional philosophy can be counterproductive

i’ve been blessed to have been exposed to a variety of experiences throughout my working life. Early on in high school I was a laborer doing everything — stocking shelves, pumping gas, and mowing fields. Later, I was a machinery technician working on hydraulics, diesel engines, HVAC systems, pumps and piping systems, and evaporators; I was even a volunteer firefighter and EMT for a spell. I progressed from laborer to mechanic to supervisor to manager to direc-tor to company president. I earned a bachelor of science in mechanical engineering, and, finally, the MBA degree.

The experiences a person goes through in life offer different perspectives. But I’ll tell you something I’ve not heard discussed much — business school curriculum. There are at least three places where business schools fail to provide business leaders with a good foundation for running a business — an overemphasis on government’s ability to generate economic activity, a belief that it’s right to outsource lower-skilled, lower-paying jobs, and viewing operations and maintenance as a cost to be minimized.

On the first item, I’ll just say that the Keynesian ap-proach, taught almost exclusively in B-school, has been shown as insufficient to deal with major economic problems. It might work well to sidestep small perturba-tions in the economy, but it sure falls apart in the face of excessive government regulations and debt, thus restrain-ing business growth.

The second failing is the belief that outsourcing jobs to other countries is the correct path. Striving to build an economy increasingly on high-tech, high-education jobs has a major f law. Complex systems must be fabricated and maintained. You need skilled workers to fabricate and maintain them. Where do skilled workers get their skills? They start out at low-skill positions gaining expe-rience in how to be employees, get training, and increase their knowledge. Eventually, they become higher-tech workers with higher skills.

As “educated” business leaders executed their strategies during the past decades by outsourcing low-skill jobs to for-eign manufacturers, the available feeder stock for domestic high-skilled persons has dwindled. Meanwhile, we’ve fos-tered a segment of the population that thinks they’re entitled to a high-paying job by virtue of the fact they have a college degree and can fog a cold mirror. Tax policies and regula-tions also encourage businesses to manufacture offshore.

The third B-school failure is the idea that operations and maintenance are simply costs that need to be minimized. This results in shortsighted budget decisions. Operations and main-tenance appear as a cost on financial statements, so MBAs act on their training — shareholders expect executives to maintain or expand profit margins. One must achieve a combination of selling more and/or reducing costs. Operations and mainte-nance costs looks like a good place to cut; after all, these usually have pretty good-sized budgets. This is where you get the lazy solution of 10% across-the-board budget cuts.

Like other business school failures, the problem is that the business schools aren’t teaching students how to look at things from the right angle. If you look at operations and maintenance from the effect they have on the organization’s profit and loss, you get a different perspective. Consider if you did nothing to maintain equipment — you’d have no maintenance costs; but eventually every single production system would fail. The result would be no production.

Operations and maintenance activities transform potential production into actual production. Similarly, procurement, human resources, sales, and marketing each have a role to play in the team achieving optimized profitability.

Organizations need to optimize performance; they need to get the best return on investment for the operations and maintenance resources. To do that, organizations need a sound foundation — organizational structure, budgeting, and a stra-tegic plan. These need to be focused on optimum performance. Organizations also need well-designed and defined processes that are measurable and repeatable. And most importantly, organizations need to focus and execute. Focus and execu-tion depend on an aligned senior management team, profes-sionalism in leadership and management techniques, and an understanding that it’s not the absolute cost of functions that is important, but their effect on bottom-line performance.

Tom Moriarty, P.e., cMrP, is president of alidade Mer. contact him at [email protected] and (321) 773-3356.

www.PLANTSERVICES.Com DECEmbER 2011 11

huMan caPiTalTom moriarTy, P.E., CmrP

oPeraTions and MainTenance acTiviTies TransForM PoTenTial ProducTion inTo acTual ProducTion.

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The Plant Services Best Practices Awards recognize management techniques, work processes, and product and service implementations that exemplify the definition of a best practice, which the Society of Maintenance and Reliability Professionals (SMRP, www.smrp.org) defines as “a process, technique, or innovative use of resources that has a proven record of success in providing significant improvement in cost, schedule, quality, performance, safety, environment, or other measurable factors that impact the health of an organization.”

Entries must demonstrate how to implement a best practice, show the potential payoffs in both qualitative and quantitative terms, and provide inspiration for those who must overcome cultural inertia and make effective changes. Entries may be submitted by plant personnel, vendors, engineering firms, consultants, or anyone who is familiar with the application and has permission to make it public knowledge.

Our 2011 categories also include Reliability, Management, and Energy Efficiency, but the focus of this round of Best Practices Awards is on Equipment.

Contenders offer an innova-tive equipment development that can increase productivity, improve efficiency, or reduce costs. Judging criteria included percentage reductions or cost savings, return on investment, and broadness of applicability,

with recognition given for innovation and creativity.The winning practice was submitted by Chuck Reames,

business manager at The Shaw Group (www.shawgrp.com), which is located in Baton Rouge, Louisiana.

A deepwater port needed a way to test large valves without hours of downtime. Unexpected subtle failures led to uncer-tainty about the reading that indicated what the status of the valve position was.

In response to this need, the maintenance team was able to develop a new tool that cut the labor cost for inspection and testing by about 90% and yielded a positive payback after testing no more than three valves.

More information about current entries, past entries, and winners, as well as how to enter, and the Plant Services Best Practices Awards in general can be found on our website at www.plantservices.com/bestpractices. Entries may be submitted at any time.

The Louisiana Offshore Oil Port, where supertankers can directly offload their cargos of crude oil, is operated by LOOP (www.loopllc.com). Located in the Gulf of Mexico 18 miles south of Grand Isle, Louisiana, the LOOP marine terminal stands in 110 ft of water, where these tankers can moor and transfer crude oil. The crude oil moves inland to Galliano, Louisiana, through a 48-in. underwater pipeline in a distribution system that requires many large-bore valves to control and direct the flow to appropriate tankage or cavern storage. Oil also arrives at LOOP’s onshore facilities from deepwater oil production wells in the Gulf of Mexico.

LOOP has about 180 employees, of which 30 are involved in the maintenance operation, who are respon-sible for avoiding valving system mechanical failures.

When a stem nut on a motor-operated valve (MOV) fails, the control room might have incorrect valve posi-tion indication shown, the valve may indicate closed when it is actually open.

At LOOP, when a valve failed to close because of ex-cessive wear on a stripped stem nut, the SCADA system showed the valve to be closed. There was a need for a

way to allow maintenance technicians to evaluate stem nut condition without having to take them out of service for testing. The failure prompted the facility’s reliability department to investigate a way to measure stem nut thread wear to predict potential failures proactively.

“In response, we developed a tool, the stem nut analy-sis protractor, or SNAP, to measure stem nut thread wear while the valve remains in service,” says Chuck Reames, Shaw Group business manager and co-inventor of the patent-pending SNAP tool with Chris A. Labat, LOOP general manager.

In March 2009, LOOP discovered an MOV with a stripped-out stem nut. Labat was reliability superinten-dent at LOOP at the time, and Reames augmented the LOOP reliability department, assisting with writing pro-cedures and developing an MOV maintenance program. His background includes computerized MOV diagnostic testing and analysis in the nuclear power industry.

“Back in the mid-1990s, while performing MOV signa-ture analysis, I noticed that a certain event on the valve stem thrust trace could be indicative of stem nut wear

STem NuT TeSTiNg iS a SNaPHomegrown analysis tool enables valve failure prediction without operation interruption

PS1111_13_14_BPA.indd 13 11/29/11 12:34 PM

14 DECEMBER 2011 www.PLANTSERVICES.CoM

and proceeded to research how this event could be used to quantify this wear,” says Reames. “Drawing from my experience in the nuclear industry and understanding the dynamics involved with the event that occurred in the thrust trace and knowing that the cost associated with acquiring the thrust traces from diagnostic testing would be prohibitive, I knew we had to find or develop a simpler and less costly method to measure stem nut wear. Since we were unable to find a reasonable option, we chose to develop the SNAP tool.”

The initial process was to develop the protractor scal-ing, explains Reames. “Protractors had to be designed for different stem thread designs and to fit different valve stem and actuator sizes,” he says. “Once the math was validated, LOOP engineering designed the layout of the protractors. They then had to be mounted to some-thing cylindrical in shape, and PVC pipe fittings seemed to fit the bill. Then we had to come up with a means of detecting stem movement; a dial indicator was used for this. In order to measure the amount of free rotation, a pointer was used and that could be mounted to any independent structure. The last major element required to measure the stem nut thread wear was to identify that event during the valve stroke where the stem and stem nut threads were not engaged.”

LOOP’s overall objective is to be more proactive in its maintenance and reliability programs, explains Labat. “Run-to-failure isn’t an acceptable maintenance strategy for MOV stem nuts,” he says. “The SNAP tool allowed us to define our internal functional-failure point on the P-F curve for MOVs resulting in scheduled replacements of stem nuts before a complete failure.”

The device measures stem nut wear when it’s engaged

with the threads of a threaded valve stem. The tool mounts on the stem nut while the tool rotates and measures stem nut free rotation (backlash). An indicator shows stem movement. The stem nut is rotated until the stem begins to move. The tool provides a reading that indicates the percent of stem nut wear. Other activities ancillary to the process include removing the stem protector, cleaning the stem, verifying no stem thread wear, reapplying fresh stem grease, and restoring the stem protector ensuring there is no possibility for water or debris intrusion.

The tool was designed to be f lexible enough to be adapted to a variety of MOV models and sizes. The de-velopment process required an understanding of several interactive variables. These included the effects of system pressure, differential pressure, packing loads, and valve assembly design.

When it was rolled out, the two greatest problems the facility encountered were process development and tech-nician buy-in, which was marginal, but, when the device was able to demonstrate a lengthening track record of success, acceptance improved.

“The most cost-effective method formerly used was to remove the stem nut from the actuator for a visual thread inspection,” says Labat. “This required the valve to be out of service for about nine hours and required 18 labor-hours to accomplish. The new test takes about two labor-hours per valve while the valve stays in service. The total burden doing the visual inspection is $1,620 and for SNAP only $180, yielding a $1,440 savings. Payback occurs after testing only 2.8 stem nuts.”

On the MOV

Figure 1. LOOP Technician Art Melancon performs a SNAP test on

one of the LOOP MOVs.

Better with each iteratiOn

Figure 2. SNAP 2 doesn’t use brass cylinders, but a tool post is

screwed directly into the top of the stem nut. With this tool, the

protractor is stationary and mounted to the top of the MOV upper

bearing housing. This example indicates a 34% thread wear was

measured in the close direction.

PS1111_13_14_BPA.indd 14 11/29/11 12:35 PM

CODE: DTB-11-4B-V3 PUB/POST: Plant Services; Dec. Issue; Due PRODUCTION: Michael Eibner LIVE: None

DESCRIPTION: DuPont Brand Protection Ad campaign; Laptop WORKORDER #: 003470 TRIM: 7” x 9.5”

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PS1112_FPA.indd 15 11/29/11 1:47 PM

Covered by one or more of the following U.S. Patents: 6,244,821; 6,589,016; 6,817,835; 6,939,108; 7,252,478; 7,284,960; D587,799; D607,988; 7,654,798 and other patents pending. ©2011 Delta T Corporation dba the Big Ass Fan Company. All rights reserved.

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The Problem: Gas bills were going through the roof at Federated Co-op’s 300,000 sq ft

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Trevor Carlson Environmental and Technical Services ManagerFederated Co-operative Ltd.

The patent-pending SmartSense365 fan

controller is an automated system with three

user modes: winter, summer and manual. It’s

engineered to modulate fan speed according

to ceiling- and fl oor-level temperature readings,

maximizing year-round energy savings and

comfort with just the push of a button.

FROM WINTER OPERATION!

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At Robinson Fans, we pride ourselves on being your trusted source for new fans. But we also have a dedicated team of repair specialists who can fix and rebuild any worn fan—even upgrade a competitor’s—to deliver new fan performance, all at the price of a repair. We’ll even come to you to diagnose and evaluate. Robinson Fans. The name behind what’s ahead.

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PS1112_FPA.indd 16 11/29/11 1:47 PM

Technology ToolboxSheila Kennedy

conTrolleD MoTionManage motor and drive performance, efficiency and repair

Maintaining, upgrading, and integrating motors and drives are simplified with a variety of tools on the market. Whether you’re selecting, sizing, or engineering motion control components or managing performance, energy efficiency, or repairs, the tasks are getting faster and easier.

Simplified selection and design: Software to aid sizing and selection is a time saver. Kollmorgen’s Motioneering Ap-plication Engine 6.2.0 “allows the user to model the system by choosing one of the application-specific mechanisms, and it will recommend the best approach Kollmorgen has in its database of servo, stepper, and linear actuator systems,” says Gene Matthews, product line manager.

A software library and configuration tool is available for the STM32 microcontroller family from STMicroelectronics. The STM32 FOC PMSM SDK v3.0 motor-control firmware library supports dual-motor controls, such as those used in automa-tion, air conditioning, and robotics. Designing energy-efficient drives with ST’s MC Workbench v1.0.2 involves assembling and configuring the firmware library rather than editing code.

Siemens updated its Sizer software to support energy analysis of alternative motor/converter combinations. Sizer 3.4 calculates energy consumption and losses of anticipated load cycles and the influence of regenerative feedback. “Two drive solutions can be compared with regard to their energy efficiency to determine the savings potential,” says Ralf Fahner, product manager. “The Sizer software also provides a drive conversion program for the automatic generation of alternative drive variants to discover the energy savings.”

The Converting Toolbox from Siemens is an open-source environment that is equipped with ready-to-use functions for converting applications. “A wide range of applications and functions are included in the toolbox — everything from winding and tension control all the way up to flying splice applications,” says Denis Morozov, converting indus-try business development manager. “Functions are pre-pro-grammed and tested, leaving the user to parameterize the functionality instead of doing complex programming.”

High-performance control and monitoring: Rapid control prototyping for motors, drives, and inverters is enabled with the NI cRIO-908x Multicore CompactRIO tool from National Instruments. The system’s rugged architecture is suited to industrial control systems, mechatronics, and robotics. Based on the Intel Core i7 processor, the recon-figurable embedded control and acquisition system has the

highest processing power of any CompactRIO product.A customer running a 400-MHz CompactRIO saw an elev-

en-fold improvement in loop rate when running a Multicore CompactRIO in turbo mode, says Ben Black, NI systems engi-neer. “We achieved high enough loop rates that we can run the algorithm in real time and play back data in slow motion to see what’s happening inside of the algorithm,” says Black.

Large motor rewind: A motor rewind system for large AC motors from 7,000 to 14,000 V can reduce downtime. GE Energy’s GEGard 400 HV rewind system allows service to be performed at the plant instead of a repair shop. “The GEGard 400 HV coil system for high-voltage motors enables us to re-pair them in place,” says Brian Anulies, marketing manager. “The rewind system can be used for synchronous condensers. This on-site repair can save time and money and reduce the risk of loss or damage associated with rigging operations, as well as transportation activities.”

Built-in toolsets: Drives are more intelligent with built-in maintenance tools. ABB’s ACS850 drive module contains maintenance and diagnostics assistants and an automatic energy optimizer. “The ACS850 allows the user to set up maintenance reminders for drive-related items, as well as non-drive-related items,” says David B. Levine, product manager for ABB LV Drives. The module’s diagnostics as-sistant helps isolate disturbance causes and restoring opera-tion. Its energy calculator monitors energy use and displays it in kWh, USD, or C02 units, while automatic on/off con-trols promote further energy and maintenance savings.

e-mail contributing editor Sheila Kennedy, managing director of Addi-tive communications, at [email protected].

www.PLANTSERVICES.Com DECEmbER 2011 17

www.kollmorgen.comwww.st.comwww.siemens.com

www.ni.comwww.ge.comwww.abb.com

reference Web SiTeS:

A MoTor reWinD SySTeM for lArge Ac MoTorS froM 7,000 To 14,000 V cAn reDuce DoWnTiMe.

PS1112_17_Techtool.indd 17 11/29/11 12:40 PM

EnErgy / Boilers

PS1112_18_26_Coverstory.indd 18 11/29/11 2:32 PM

Many process plants, re� neries, and chemical plants have package boilers and supplementary gas-� red heat recovery steam generators (HRSGs). Without a clear under-standing of the thermal performance characteristics of these two types of steam generators, plant engineers o� en don’t assign loads to them judiciously so that the total plant steam is generated most e� ciently (Figure 1).

If you know the characteristics of typical natural-gas-� red package boilers and gas-turbine HRSGs used in process or cogeneration plants, you can generate steam optimally and minimize fuel bills. � e knowledge also will help when

planning which type of HRSGs should be bought, whether un� red, supplementary � red, or furnace � red (Figure 2).

STEAM GENERATOR PERFORMANCE� e � rst step is to understand the load-versus-e� ciency characteristics of a typical package boiler. Table 1 shows performance variation as a function of load. � e boiler with an economizer generates 100,000 lb/h of saturated steam at 400 psig using natural gas. At 100% load, the exit gas tem-perature is 320 °F. Excess air is 15%. � e various losses (per ASME PTC 4.1) are shown along with the e� ciency.


Assign boiler loads based on thermalperformance characteristics

By Viswanathan Ganapathy, Consultant


The efficiency variation isn’t much with load. The casing loss is a function of casing temperature, wind, and ambi-ent conditions and doesn’t change with load. Hence, efficiency as a percentage of boiler duty will be smaller at higher loads, and vice versa.

The flue gas losses on the other hand will be greater at greater loads, as the exit gas temperature is greater at greater loads and thus decreases as the load decreases.

The combination gives a somewhat flat or parabolic performance curve (Figure 3). The efficiency on a lower heating value (LHV) basis increases slightly from 91.44% at 25% load to about 60% load and then tapers off. To determine burner duty, divide the boiler duty by the efficiency. Using a performance sheet obtained from a boiler supplier, one can get an idea of the fuel consumption at any load.

HRSG peRfoRmanceHeat recovery steam generators behind gas turbines are either un-fired or fired. In the fired category, depending on the firing temperature, HRSGs are classified as supplemen-tary fired or furnace fired. Typically, turbine exhaust gases have 14% to 15% by volume of oxygen in the ex-haust, which can be used as combus-tion air. Simply by adding fuel to a burner located in the gas stream, one can increase the exhaust gas tempera-ture from the typical 900 °F to 1050 °F to as high as 2,500 °F to 3,000 °F, depending on boiler design.


eneRGy / Boilers

Table 1. Boiler performance varies as a function of the load.

Boiler load (%) 100 75 50 25

Boiler duty (MM Btu/hr) 100.81 75.61 50.41 25.2

Ambient temperature (°F) 60 60 60 60

relative humidity (%) 60 60 60 60

excess air (%) 15 15 15 30

Flue gas recirculation (%) 0 0 0 0

lHV fuel input (MM Btu/hr) 111.56 82.9 54.86 27.56

Heat release rate - volume (HHV) (Btu/ft3-hr) 69,097 51,349 33,977 17,071

Heat release rate - area (HHV) (Btu/ft2-hr) 120,783 89,760 59,393 29,840

steam flow (lb/hr) 100,000 75,000 50,000 25,000

Process steam (lb/hr) 0 0 0

steam pressure (psig) 400 400 400 400

steam temperature (°F) 448 448 448 448

Feed water temperature (°F) 230 230 230 230

Water temp leaving economizer (°F) 446 449 443 389

Blow down (%) 1 1 1

eco exit gas temperature (°F) 321 293 267 250

Air flow (lb/hr) 76,503 56,853 37,619 21,366

Flue gas to stack (lb/hr) 149,805 111,327 73,664 39,475

Flue gas through boiler (lb/hr) 149,805 111,327 73,664 39,475

Flue Gas Analysis, losses, efficiency (%)

Dry gas loss (%) 7.49 6.7 5.96 5.84

Air moisture (%) 0.05 0.04 0.04 0.04

Fuel moisture (%) 5.33 5.22 5.12 5.05

Casing loss (%) 0.3 0.4 0.6 1.2

Unaccounted loss margin (%) 0.5 0.5 0.5 0.5

lHV efficiency (%) 90.36 91.2 91.88 91.44

HHV efficiency (%) 86.33 87.13 87.78 87.36

Furnace backpressure (in. wc) 2.31 1.27 0.55 0.14

Vol Co2 (%) 22.3 22.3 22.3 20.83

H2o (%) 11.7 11.7 11.7 11

N2 (%) 64.53 64.53 64.53 65.43

o2 (%) 1.46 1.46 1.46 2.74

so2 (%) 0 0 0 0

Fuel flow (lb/hr) 73,301 54,474 36,045 18,109

out of tHe box

figure 1. Thermal performance characteristics of boilers help to determine the best way to balance steam loads for efficiency.

boileR peRfoRmance


Covered by one or more of the following U.S. Patents: 6,244,821; 6,589,016; 6,817,835; 6,939,108; 7,252,478; 7,284,960; D587,799; D607,988; 7,654,798 and other patents pending. ©2011 Delta T Corporation dba the Big Ass Fan Company. All rights reserved.

WWW.BIGASSFANS.COM | (877) BIG FANS

The Problem: Gas bills were going through the roof at Federated Co-op’s 300,000 sq ft

distribution center in Saskatoon, Canada.

The Solution: Five Powerfoil®X Big Ass Fans were installed to put the heat where the people

are – on the floor – reducing gas bills by $19,800 in one winter alone.

Want to know your payback number? Call now to discuss your savings with an applications engineer!

TWO YEAR PAYBACKTWO YEAR PAYBACK

“WE EXPERIENCED A SIGNIFICANT DECREASE IN NATURAL GAS CONSUMPTION. BIG ASS FANS IMMEDIATELY PROVIDED A COMFORTABLE WORKING ENVIRONMENT WHILE REDUCING OUR COSTS.”

Trevor Carlson Environmental and Technical Services ManagerFederated Co-operative Ltd.

The patent-pending SmartSense365 fan

controller is an automated system with three

user modes: winter, summer and manual. It’s

engineered to modulate fan speed according

to ceiling- and fl oor-level temperature readings,

maximizing year-round energy savings and

comfort with just the push of a button.

FROM WINTER OPERATION!

PS1112_FPA.indd 21 11/29/11 4:54 PM

ENERGY / BOILERS

When the � ring temperature is less than 1,600 °F, use an HRSG with insu-lated casing. � is resembles an un� red unit. However, when � ring temperature gets higher, a water-cooled membrane wall design is preferred.

� e water-cooled enclosure permits you to � re to as high as 3,000 °F. Note that in package boilers, the � ame tem-perature is around 3,200 °F. � is type of HRSG is called a furnace-� red unit and is available as shop-assembled units that handle as much as 400,000 lb/h exhaust gas � ow. When gas � ows are higher than that, � eld-erected units might be necessary becauseof shipping concerns.

In the unfired mode, the HRSG generates 25,000 lb/h steam and, depending on � ring temperature, can generate as much as 100,000 lb/h.� e firing temperature at full loadis about 2,500 °F. The burner is mounted in the front wall of a water-cooled enclosure with a furnacesection followed by evaporator tubes.An economizer is required to improve the e� ciency. Table 2 gives HRSG performance at various loads.

A � red HRSG is more e� cient than an un� red HRSG. � is is because gas turbines have a more-or-less constant exhaust gas � ow and the steam genera-tion is varied by adding the fuel.

� is is possible because the excess oxygen in typical turbine exhaust gases is 15%. Hence, no additionalair is required. We’re simply reducingthe excess air in the exhaust gases.

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Table 2. HRSG performance is a function of load.

Load (%) 25 50 75 100

Steam fl ow (lb/hr) 25,233 50,000 75,000 100,000

Duty (MM Btu/hr) 25.5 50.4 75.6 100.8

O2 in stack gas (%) 15 12.2 9.25 6.39

Firing temp (°F) 960 1,495 2,005 2,485

LHV burner duty (MM Btu/hr) 0 24 49.7 75.6

HRSG PERFORMANCE

HEAT RECOVERY

Figure 2. A typical furnace-fi red HRSG has a water-cooled membrane wall, O-type boiler with furnace, superheater, evaporator, and economizer.


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AD_7500 EES_20101018_PS.qxd:Layout 1 10/19/10 1:11 PM Page 1

PS1112_FPA.indd 23 11/29/11 1:47 PM

EnErgy / Boilers

Also, Table 2 shows that with an evaporator-economizer single- pressure unit, the economizer exitgas temperature decreases as the iring temperature increases.

This characteristic is opposite to that of a package boiler. The reason is the bigger heat sink at the econo-mizer at higher loads in the form of increased water flow.

Unlike in a steam generator (Table 1), the exhaust gas f low is nearly constant in an HRSG, and we’re only varying the firing temperature to generate more steam. Hence, the fuel utilization is better when generating more steam. The heat losses are less at higher loads. If we consider the ad-ditional boiler duty and the additional fuel input for this additional steam generation, the HRSG comes out a winner hands down.

At 50% load, the steam generation is 50,000 lb/hr, and additional boiler duty is 24.9 million Btu/hr compared to the unfired condition. However, we are consuming only about 24 million Btu/hr (LHV basis) fuel to generate this steam. This implies that fuel ef-ficiency is more than 100%.

If we generate the same additional 25,000 lb/hr steam in a steam genera-tor, the additional fuel input (Table 1) is about 27.2 million Btu/hr on LHV basis. Another way to look at the ef-ficiency of both boiler types is this: The HRSG generates an additional 75,000 lb/hr of steam with a fuel input of only 75.6 million Btu/hr

Find thE pEak

Figure 3. Boiler performance as a function of load shows a decline at some conditions.

iF you know thE charactEristics oF

typical natural-gas-FirEd packagE boilErs and gas-turbinE hrsgs

usEd in procEss or cogEnEration plants,

you can gEnEratE stEam optimally and minimizE FuEl bills.

Chemical ProcessingPlant Services

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1/2 Page4-9/16 x 7-1/2

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ENERGY / BOILERS

(subtract the fuel input at 100,000 lb/hr steam from the unfired case steam generation).

� e package boiler, on the other hand, requires 84 million Btu/hr (111.6-27.56). Hence, the HRSG can produce steam with about 8% to 10% less fuel input.

OPTIMAL OPERATION MODEPlant engineers might evaluate fuel input vs. steam demand data as shown in Table 3. For various combinations of steam f lows from the boiler and HRSG, the fuel the boiler and HRSG require are added and the total shown. The best fuel consumption will occur when the facility’s heat recovery steam gen-erator is operated at full load ornear full load.

For example, a steam demandof 100,000 lb/hr can be achievedin several ways. The total fuelconsumption is computed, anda prudent decision can be made.

Operating the HRSG in the maximum fired condition gives the lowest fuel consumption. However, if this isn’t possible, you’ll need to look into the next best option. You can develop similar tables for your own plant in order to determine if fuel consumption can be reduced.

With multiple boilers or HRSGs, this study becomes more chal-lenging. When planning for future cogeneration projects, keep the fired HRSG in mind.

Viswanathan Ganapathy is a boiler consultant in India. He has authored fi ve books, including “Industrial Boilers and HRSGs.” Contact him at [email protected].

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Table 3. Total steam generation is a function of fuel input.

TO DETERMINE BURNER DUTY, DIVIDE THE BOILER DUTY BY THE EFFICIENCY.

Boiler steam (lb/hr)

HRSG steam (lb/hr)

Total steam (lb/hr)

Boiler fuel (MMBtu/hr)

HRSG fuel (MMBtu/hr)

Total fuel LHV (MMBtu/hr)

100,000 100,000 200,000 111.6 75.6 187.2

100,000 75,000 175,000 111.6 49.7 161.3

75,000 100,000 175,000 82.9 75.6 158.5

50,000 100,000 150,000 54.9 75.6 130.5

75,000 75,000 150,000 82.9 49.7 132.6

100,000 50,000 150,000 111.6 24 135.6

100,000 25,000 125,000 111.6 0 111.6

75,000 50,000 125,000 82.9 24 106.9

50,000 75,000 125,000 54.9 49.7 104.6

25,000 100,000 125,000 27.6 75.6 103.2

100,000 0 100,000 111.6 0 111.6

75,000 25,000 100,000 82.9 0 82.9

50,000 50,000 100,000 54 24 78.9

25,000 75,000 100,000 27.6 49.7 77.3

0 100,000 100,000 0 75.6 75.6

INPUT VS. DEMAND



PLANT MAINTENANCE / ROTATING EQUIPMENT

Any rotating machine exhibits the effects of wear and tear over time. � e function of a rotating machine is the result of the � ne-tuned cooperation of many di� er-ent components. � e emphasis should be on the entire machine as a system, rather than on components. Treating a machine as a system reveals the e� ects of degradation. Several mechanisms, such as fouling, corrosion, erosion, abrasion, and foreign objects, cause machine degradation. Some can be reversed by cleaning; others need adjustment, repair, or replacement.

STUDY OF DEGRADATION� ree e� ects determine performance deterioration of rotating machines: increased clearances, changes in rotating partgeometry (Figure 1, Figure 2), and changes in � ow path surface quality (Figure 3). � e � rst two can lead to non-recoverable degradation; the latter can be partially reversed by some corrective processes such as online washing.

Pressure and � ow aren’t independent, and e� ciency is determined by the operating point. Deterioration shi� s the pressure-� ow relationship to lower e� ciency. Degradation e� ects that normally occur together are separated. Deg-radation a� ects pressure, e� ciency, and capacity, albeit to various degrees depending on the type of degradation. View the e� ect of reduced e� ciency from fouling and erosion, and reduced machine capacity from corrosion, erosion, opening of clearances, and fouling as isolated events. � e operating point is di� erent between new and degraded machines, the actual e� ciency is the result of degradation and the move of the operating point.

INCREASE OF CLEARANCESMaintaining clearances is, in particular, a problem in rotating machines. Some machine designs use special seals, such as abradable seals, to minimize clearances. � e most severe case will determine the minimum clear-ance. Optimization is necessary for rotating machine clearance design.

Studies show increase in clearances due to degradation. In a study on an axial compressor of a gas turbine, the clearance was increased from 2.9% (design value) to 4.3%, and this led to a 20% increase in surge � ow coe� cient, a 12% reduction in design pressure coe� cient, and a 2.5% e� ciency loss.

CORROSION, EROSION, AND DEPOSITSCorrosion alters the � ow path in two ways. It increases the surface roughness, but it might also remove material at leading edges, trailing edges, and nozzles. Increased surface roughness thus reduces the � ow capacity.

And changes in the � ow capacity will subsequently alter the operating point. � en corrosion and erosion will a� ect the total performance of the machine.

Turbines showed e� ciency losses of 2.5% for a 10.2 µm surface roughness when compared with smooth-surface components. � e most pronounced di� erences appear at the optimum operating point. Pro� le losses are in the same order of magnitude as losses because of clearances.

3 effects that can lead to permanent deteriorationBy Amin Almasi, Worley Parsons

SEE SIGNS OF SYSTEM

DEGRADATION

DEGRADATION REVEALED

Figure 1. Blade damage is a sign of steam turbine deterioration.

PS1112_27_29_Rotating.indd 27 11/29/11 1:11 PM


Plant Maintenance / Rotating EquipmEnt

When the degradation leads to material removal, specifi-cally in the nozzle area, complex effects and interactions appear. Because the flow capacity is limited by the effective throat area, erosion can cause flow angles to deviate. Any change in the flow capacity affects the operating point and consequently efficiency.

Deposits on the fluid path both increase the flow path surface roughness and may, if thick enough, decrease the flow area of the machine. Solid particles that travel through the flow path are subjected to dynamic forces. Fluid carries these particles through the rotating machines, where they might impact on the machine parts and cause solid particle ero-sion. As these particles lose momentum they move outward toward the tips of the rotating parts and can cause erosion or lodge underneath another part. These deposits can cause a flow disturbance or affect the rotating part’s performance. The impact of condensate droplet erosion, such as a water droplet in a steam turbine, on rotating machine efficiency might be negligible, but it’s an important factor to consider when it threatens the machine component. The main change in flow path efficiency attributable to erosion is an increase in surface roughness of the leading edge of the rotating parts.

Mechanical daMageMechanical damage’s effects aren’t limited to damaged parts. Any damage will cause power losses and disturbances several stages before and after the affected stage. Foreign objects and mechanical damage to the fluid path can cause change in flow area or a flow blockage.

Secondary effects come from repair of damages. The ro-tating components are designed to satisfy aerodynamic and mechanical conditions. Their design is limited to minimize flow separation and any kind of disturbances and losses. Repair methods such as partition weld repairs to correct

solid particle erosion and mechanical damage often leave components degraded compared to a new machine.

Seal and Packing degradationSome typical causes for uneven top-to-bottom or side-to-side wear patterns in packing and seals are:

• rotor-to-casing misalignment• rotor imbalance, especially at critical speeds• temperature differences during starts and stops• differences in thermal expansions.

teMPerature and PreSSure Profile diStortionThe problems with a distorted temperature or pressure dis-tribution are threefold. Local temperature or pressure peaks can affect and damage the machine sections. The altered temperature or pressure profile will increase secondary flow activities, thus reducing the efficiency. If the temperature or pressure field is altered, this correlation is no longer valid and the rotating machine, if controlled or protected by temperature or pressure, could therefore be overloaded with more power loss, but shortening its life, or under-load, thus additionally losing power.

electrical generator and electrical degradationGenerator degradation may be identified as rotor problems, misalignment, imbalance, eccentricity, mechanical faults, and electrical faults. Bearings are the source of trouble in generators. Coils and windings, if properly sized, will last for a long time. Insulations might degrade in a relatively shorter time. The latest techniques, such as ultra-wide band partial discharge, can identify insulation degradation. Generally electrical system degradation can be evaluated by measuring voltage imbalance, high harmonic content of currents and voltages, and other electrical variables.

MiSSing Metal

figure 2. Solid particle erosion changes the part geometry.

Putting on weight

figure 3. Deposit on blades can compromise flow path.



Condition monitoringDegrading a component in a rotating machine always leads to observable changes in machine variables due to altered operating points, not only at the degraded component, but also for other machine components. In a reverse sense, this finding can also be used for diagnostic purposes, because different types of degradation on different components will alter the machine in a different way. The data indicate the rotating machine flow tends to react more distinctly to some degraded components. Monitoring rotating machine pressure against a reference is the best and optimum way to monitor degradation partially because flow usually isn’t as easily monitored as discharge pressure.

In many cases, deterioration and degradation might result in increased vibration and noise. Vibration, acoustic, and noise monitoring can effectively identify degradation and prevent catastrophic consequences. Typically, these methods can monitor imbalance, misalignment, bearing and seal deterioration, rotor bows, resonance as result of component deterioration, wear, rubs, interaction, foundation degrada-tion, rotating component cracks, loose rotating parts, gear system degradation, and similar effects.

Thermography also is a useful monitoring method for mechanical and electrical machines and systems. The overheating is usually because of degradation or malfunction. Temperatures in excess of expected ones can show degradation or other problems.

rate of other degradationIt’s difficult to identify the rate of degradation for rotating machines, because it’s subject to a variety of operational and design factors that typically can’t be controlled entirely. Quantifying performance degradation is also difficult because consistent, valid field data are hard to obtain. Correlation between various sites is impacted by variables such as mode of operation and contaminants. Another problem is that test instruments and procedures vary widely, often with large tolerances. Understanding performance degradation, as well as factors that influence degradation, can help in these decisions.

amin almasi is lead rotating equipment engineer at WorleyParsons (www.worleyparsons.com) in Brisbane, australia. email him at [email protected].

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asset tracking softwareMobileAsset software is designed to track organizational assets and support a centralized database. It’s engineered to capture information about each asset, including location, check-in and check-out, maintenance schedules and cost, warranty contracts, and depreciation. The data is

accessible in more than 48 management reports. The soft-ware is available at Standard, Pro and Enterprise levels.wasp Barcode technologies(866) 547-9277 / www.waspbarcode.com

stockrooM softwareCheckMate Stockroom software keeps track of inventory items by location. The software can track inventory stored in multiple loca-tions. It tracks inventory by several units of measure and records lot numbers, serial numbers, and expiration dates. Reports provide replenishment information and usage. When used with optional software, it lets users initiate manufacturing orders, bills of materials, and sales orders. Jobs can be tracked

through production, and labor and parts costed against the job. The software is Windows-based, and can be adjusted to a manufacturer’s requirements without making custom modifications.Dynamic systems(800) 342-3999 / www.a-barcode.com

Measure Maintenance perforManceMaintenance Performance Index (MPI) is a score-carding methodology that provides a composite index for measuring overall maintenance performance. The technology enables each organization to prioritize maintenance metrics consistent with goals and objectives and is a feature of the newest version of ePac software.epac software technologies(888) 336-3722 / www.epacst.com

track equipMent perforMance anDMeasure energy useEAM Asset Sustainability Edition is a software system thatreports equipment performance and energy consumption. It can help determine which assets account for most of a company’s operational and maintenance budget, including energy-related costs; get a better ROI for property, plants, and equipment; decrease downtime through early detection and prevention of declining performance; and cut energy consumption and gaseous emissions. An optional package offers tools to build employee skill sets and make them more productive.infor(800) 260-2640 / www.infor.com

a holistic view of DataMaximo Health, Safety and Environment Manager V7.5offers asset management tools to meet health and safety initia-tives while ensuring an efficient operating environment. This asset management platform is engineered to provide a single, holistic view of data generated from personnel, facilities, assets, and operations. The software also provides applications for safety processes, including incident management, risk assessment, safety reporting, competency management, failure reporting, action tracking, and operations procedures.iBM(877) 426-3774 / www.ibm.com

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PS1112_30_31_Products.indd 30 11/29/11 1:23 PM

Address the bidding processTabSource is engineered to address the bidding process, streamline and standardize the bid management process, and reduce buyer resource requirements. It’s designed to eliminate time spent entering supplier information, ensure uniformity of bid information, shift the burden of data entry and bid accuracy to suppliers, allow suppliers to upload bids and documents, and eliminate any unsolicited proposals.Assetpoint(864) 679-3500 / www.assetpoint.com

Asset mAnAgement cApAbilityFTMaintenance is designed to reduce operational costs and increase maintenance productivity. The software uses an asset tree of critical resources, including equipment, inventory, buildings, and departments. It offers the ability to identify reusable, redeployable replacement parts and features automatic cost center and labor tracking, tool search, and customizable workflows. It’s available in three editions — Expert, Professional and Enterprise.Fastrak softWorks(262) 238-8088 / www.fast-soft.com

enterprise Asset mAnAgementThe Asset Suite 7.0 provides enterprise asset management functionality, and it is designed to standardize processes and procedures; to reduce costs; to improve workforce effectiveness; to manage compatible units and property; to streamline design, construction, and maintenance; to meet environmental requirements; and to streamline the supply chain.Ventyx(800) 868-0497 / www.ventyx.com

monitor criticAl plAnt Assets WirelesslyOneWireless Rotating Equipment Solution is a suite of products and services consisting of a wireless vibration monitor, software for online performance, and condition monitoring. It’s engineered to enable users from every level of plant operations to collaborate to determine how to address abnormal equipment conditions and plan maintenance. The wireless vibration monitor for rotating assets uses proprietary fault model technology to detect and track bearing failures, machine imbalance, and gear-box and impeller failures. It includes on-demand data, the ability to report equipment failure remotely, a four-year battery life, and intrinsically safe batteries.honeywell800-822-7673 / www.honeywell.com

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energy expertpeter garforth

A tAle of two Countriesgermany and the united states share energy lessons

last october, i attended energy-related events in the United States and Germany. Let’s look at their similarities with respect to uncertainty and suitable skills.

In Chicago, The World Energy Engineering Congress (WEEC) presented an extensive program on a range of top-ics. I chaired a session in which four organizations showed how long-term integrated energy planning and systematic implementation can reduce energy use and greenhouse gas emissions. The competitive and social benefits that accrue over time proved to be the common thread. The programs highlighted challenges in implementing energy plans when faced with an unclear legislative outlook surrounding ef-ficiency, new traditional and renewable energy sources, and carbon reduction. The currently low prices discourage investments, a decision which could easily prove a false economy under future pricing changes.

Delivering breakthrough results in the face of uncertain-ties requires energy management skills that are in short sup-ply. Effective energy managers are increasingly risk manag-ers juggling an integrated activity and investment portfolio. They need to be comfortable with long-term targets, often twice as efficient as they are today. Training is an essen-tial prerequisite but can’t substitute for experience, which remains in critically short supply.

The uncertain outlook for the U.S. economy makes long-term energy planning difficult. Our biggest risk is to un-derestimate the competitive importance of effective energy management and lose out on innovation and cost savings.

After my trip to Chicago, I spoke with a group of U.S., Ca-nadian, and German municipalities meeting to compare ap-proaches to energy challenges. On the surface, things seem different in Germany, a country that has been a pioneer in developing an integrated approach to energy efficiency, distribution, and cleaner supplies since the early 1970s. As a result, Germany uses less than half the energy the United States uses to create a dollar of GDP. It operates within the EU-wide 20-20-20 energy guidelines, which call for 20%

efficiency gains, 20% greenhouse gas reduction, and 20% renewable energy by 2020. The guidelines were challenging, but achievable, and required intensifying strategies for ef-ficiency, heat recovery, and renewable energy supplies.

In the intervening period, the Japanese tsunami struck, crippling the Fukushima Daiichi nuclear reactor. This reopened the debate in Germany on closing all its reactors. In May 2011, the decision was made to close all reactors by 2022. This not only removes electricity generation that at its peak was about 23% of the country’s total, it also removes electricity that was free of greenhouse gases. Suddenly the “steady as she goes” strategy was redefined. New targets for efficiency, renewable energy, and heat recovery have been established at levels much higher than the EU guidelines.

The new challenge for Germany is no less transformative than that facing the United States. Like the United States, Germany’s transformation must take place against the back-drop of an uncertain economy and energy prices. Unlike in the United States, there’s reasonable legislative clarity. This clarity, however, doesn’t reduce the sheer scale of the mea-sures and innovation needed to meet the revised targets.

Overcoming these challenges requires energy manage-ment leaders who are comfortable with evaluating technical and financial risks, embracing transformational targets, and communicating effectively with key business and politi-cal decision makers. They need plans that link efficiency, distribution, and supply to a far greater degree. The skills required aren’t that different between Germany and the United States. These skills are in short supply in Germany, as they are here, but for different reasons. The energy managers that led Germany through its first energy transformation are mostly retired. Their successors face the challenge of achiev-ing continuous improvement within a relatively predictable legislative framework.

Looking at the leadership challenges in both countries, I was struck much more by the similarities than the differ-ences. Clearly, the United States can learn much from the past 30 years of Germany’s successful energy strategies. However, the growing need for risk management, flexibility, and innovation on both sides of the Atlantic underlines the value of sharing experiences in both directions.

peter garforth is principal of garforth international, toledo, ohio. He can be reached at [email protected].

germAny uses less tHAn HAlf tHe energy tHe united stAtes uses to CreAte A dollAr of gdp.

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