Maintenance Technology October 2012

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18 Strengthening Your Maintenance InfrastructureTechnology is making it easier than ever for sites to document and organize

their critical technical information.Don Bridges, JANA, Inc.

26 They Practice What They Preach At FlukeLearn how this maker of test and measurement instruments is operating

in accordance with the purpose of its product line to keep its own facilities on the cutting edge of energy effi ciency.

Rick Carter, Executive Editor

CAPACITY ASSURANCE STRATEGIES34 ‘They’ Is A Four-Letter Word In Maintenance

As this personal perspective notes, looking for the real causes of problems is a more eff ective approach than simply pointing a fi nger at others.

Thomas B. Davis, Maintenance Troubleshooting

THE RELIABILITY FILES39 Gaining An Edge With The Right Hydraulic Fluids Even the smallest details can provide a competitive edge. A case in point is the choice of hydraulic fl uids. In the words of one savvy manufacturer, switching from one type to another can fuel big returns.

ON THE ROAD TO SUSTAINABILITY

ContentsFEATURES

DEPARTMENTS

YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS

©TO

MAS

SER

EDA

— FO

TOLIA

.COM

6 My Take

8 Stuff Happens 12 Uptime

16 For On The Floor

32 Lubrication Checkup

37 Motor Doc’s Hot Topics

38 Compressed Air Challenge

44 Technology Showcase

47 Solution Spotlights

50 Marketplace

53 Information Highway

54 Classifi ed

55 Supplier Index

56 Viewpoint

OCTOBER 2012 MT-ONLINE.COM | 3

OCTOBER 2012 • VOL 25, NO 10 • www.MT-ONLINE.com

CAPACITY ASSURANCE SOLUTIONS

The Maintenance & Reliability Technology Summit is:An annual, four-day educational experience and professional-development opportunity

Created for plant and facility managers, maintenance leaders and crew members, reliability engineers, industrial technicians and all other capacity-assurance professionals

Composed of two days of Conferences (60-minute sessions) and two days of Workshops (full-day sessions) presented by industry experts.

Scheduled for April 30-May 3, 2013 at the Hyatt Regency O’Hare, Rosemont, IL.

For more information, visit www.MARTSConference.com today!

®

ARTHUR L. RICEPresident/CEO

[email protected]

BILL KIESELExecutive Vice President/Publisher

[email protected]

JANE ALEXANDEREditor-In-Chief

[email protected]

RICK CARTERExecutive Editor

[email protected]

ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTER

RAYMOND L. ATKINSContributing Editors

RANDY BUTTSTADTDirector of Creative Services [email protected]

GREG PIETRASEditorial/Production Assistant

[email protected]

ELLEN SANDKAMDirect Mail

800-223-3423, ext. 110 [email protected]

JILL KALETHAReprint Manager

866-879-9144, ext. 168 [email protected]

Editorial Offi ce:1300 South Grove Ave., Suite 105

Barrington, IL 60010847-382-8100 / FAX 847-304-8603 WWW.MT-ONLINE.COM

Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Barrington, IL 60010. Pe-riodicals postage paid at Barrington, Illinois and addi-tional o� ces. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technol-ogy®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2012 by Applied Technology Publications, Inc. Annual subscription rates for nonquali� ed people: North America, $140; all others, $280 (air). No sub-scription agency is authorized by us to solicit or take or-ders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: [email protected]. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By send-ing us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technol-ogy Publications, Inc. permission, by an irrevocable li-cense, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned.“Maintenance Technology®” is a registered trade-mark of Applied Technology Publications, Inc.Printed in U.S.A.

Subscriptions:FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE,

630-739-0900 EXT. 204 / FAX 630-739-7967

Your Source For CAPACITY ASSURANCE SOLUTIONS

4 | MAINTENANCE TECHNOLOGY OCTOBER 2012

October 2012 Volume 25, No. 10

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6 | maintenance technology OCTOBER 2012

MY TAKE

Just ask ‘em. . . the two guys in the picture below. They made up our “2011 Maintenance & Reliability Innovator of the Year” Grand Prize-winning team. Going out on a limb here, I’m betting they would tell you that the prizes they won for their snazzy SNAP Tool innovation were nice, but the publicity and bragging rights they walked away with were even better.

-

We’re currently in the short rows of our “2012 Maintenance & Reliability Innovator of the Year” competition. Let me remind everybody that if you haven’t yet submitted whatever innovation you and/or your maintenance team have been pondering on, tinkering with or using around your operations, you have no time to waste—and plenty to lose. Deadline for entries is December 31, 2012. The Grand Prize winner and three runners-up will be announced in early 2013.

As the ad on the facing page notes, the three categories are: 1) Innovative Devices, Gizmos & Gadgets; 2) Innovative Processes & Procedures; and 3) Innovative Use of Third-Party Resources. Entries will be judged on their practicality, simplicity and impact.

What about this year’s prizes? Applied Technology Publications, MT’s parent company, will treat the Grand Prize winner (or one member of the Grand Prize-winning team) to an all-expense-paid trip to MARTS 2013 (with full-ride conference registration), in Chicagoland next spring. But, that’s not all.

Among other things in the goody-bags will be some noteworthy items from this year’s award sponsors: The innovators at Dreisilker Electric Motors, Inc., and Scalewatcher™ are throwing in some great stuff.

Dreisilker will provide individual iPads: one for the Grand Prize winner or winning team, as well as one for each runner-up or runner-up team. Scalewatcher will supply individual environmentally friendly water-treatment systems: one to the Grand Prize winner or winning team, as well as one for each runner-up or runner-up team. Be sure to check out pages 42 and 43 to learn more about these valued sponsors and what their innovative products and services can do for you.

For now, you need to get the lead out (either from an individual or team standpoint). Let’s be clear: We’re not looking for rocket science, but rather practical, simple innovations that can significantly impact (make that “improve”) a maintenance/reliability situation. As Contributing Editor Ken Bannister exhorts, “Don’t Procrastinate. . . Innovate”—and, oh by the way, get some credit where credit is due.

I encourage you and/or your team to go immediately to www.reliabilityinnovator.com for details and entry forms. We’re looking forward to hearing from you soon! MT

[email protected]

Let’s Get The Lead Out

Jane Alexander, Editor-In-Chief

Chris Lebat, of LOOP, LLC, and Chuck Reames, of Shaw Group Maintenance, Inc., show off their “Innovator” award certificates at MARTS 2012. Their prize-winning SNAP Tool reduces time and resources needed to deal with valve stem-nut thread wear and simplifies valve-replacement decisions.

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©

Presented ByPresented ByPresented ByApplied Applied Applied Technology Technology Technology Technology PublicationsPublicationsPublicationsPublications

Go For It!Categories:Innovative Devices, Gizmos & Gadgets

Innovative Processes & Procedures

Innovative Use of Third-Party Resources

Categories:Innovative Devices, Gizmos & Gadgets

Innovative Processes & Procedures

Innovative Use of Third-Party Resources

Time Is Running Out!Entries Must Be ReceivedBy December 31, 2012

Time Is Running Out!Entries Must Be ReceivedBy December 31, 2012

Are your innovative juices fl owing?

Are your light bulbs going off?

They better be!

Are your innovative juices fl owing?

Are your light bulbs going off?

They better be!

Sponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators AtSponsored By The Innovators At

Tick...

Tick...

Tick...Details & Entry Forms Available At

www.reliabilityinnovator.comGrand Prize Winner And 3 Runners-UpAnnounced In Early 2013

Details & Entry Forms Available At www.reliabilityinnovator.com

Grand Prize Winner And 3 Runners-UpAnnounced In Early 2013



STUFF HAPPENS STUFF HAPPENS

Inspiration For Those Battling The Enemies Of Reliability & Productivity

FIGHTIN’

WORDSFIGHTIN’

WORDS

Send your favorites to [email protected].

We’ll be selecting one or two (maybe even three) to feature each month. Be sure to give full credit to the individual (dead, alive, real or fi ctional) that uttered or wrote the words, and why those words inspire you. Don’t forget to include your complete contact info.

NEWS

!!!Have you read, heard, seen, thought or written down something that falls into the realm of “fi ghtin’ words” for the maintenance and reliability community?

FIGHTIN’

RIP: Donald E. BentlyGOODPEOPLE

It is with heavy hearts that we must report the passing of Don Bently, visionary industrialist and giant of the predic-

tive technology community. The legendary founder, owner and Chief Executive Offi cer of Bently Nevada Corporation and

President of Bently Pressurized Bearing Company died in Minden, NV, on Oct. 1, 2012, at the age of 87.

A tribute posted on his Bently Enterprises Website cites what many readers of MT already knew about this remarkable man: An innovator of the highest order, Mr. Bently pioneered the successful commercial use of the eddy-current proximity transducer to measure vibration in rotating machinery. This led to the development of data-acquisition and processing systems and related services and created the foundation of a new discipline of Mechanical Engineering, “Diagnostics of Machinery Malfunctions.”

Started in his garage in Berkley, CA, in 1956, Don Bently’s fi rst company was Bently Scientifi c, which manufactured eddy-current products and sold them via mail. Relocating the business to Minden, in 1961, he renamed it Bently Nevada. Despite selling Bently Nevada to GE Energy in 2002, Mr. Bently’s diverse interests at the time of his death would seem to make the case that he never really “retired” in the traditional sense. Today, the Bently Enterprises portfolio lists a number of other successful businesses that he worked to build: In addition to Bently Pres-surized Bearing, they include Bently Tribology Services, Bently Agrowdynamics, Bently Biofuels, Gibson Tool & Supply and the mechanical-engineering services and diagnostics company RoMaDyn, among others.

To read about Don Bently’s many contributions to industry (and society), go to: http://donaldebently.com/?return=http://bentlybearings.com/index_tmp.php.

This month’s quote comes from someone who has been characterized as“America’s Noticer.”

“No one really cares how you feel anyway. � ey only care how you act.”

. . . Andy Andrews, Best-Selling Author & Motivational Speaker (from his Keynote address at the 2012 Emerson Exchange

and a recent Blog post, “Controlling the Cookie Flow”)

Hailed by the New York Times as a “modern-day Will Rogers who has quietly become one of the most infl uential people in America,” Andy Andrews is the author of How Do You Kill 11 Million People?, The Noticer and The Traveler’s Gift. To learn more (and even hear from Andrews), visit http://www.andyandrews.com/.

Our own Motor Doc, Howard Penrose, Vice President of Engineering at Dreisilker Electric Motors, Inc., has qualifi ed for a position on Team USA for the 2012 Powerlifting & Bench Press World Championships, to be held November 6-11, in Las Vegas. Penrose returned to powerlifting in August 2011 after a 15-year hiatus, and has since set four world and nine national records. His Las Vegas appearance features a “Pennies for Pounds” fund-raiser to benefi t the Autism Society of Illinois. Vist www.worldpowerliftingcongress.com for details


STUFF HAPPENS NEWS


BIZBUZZ

Following a recent merger of Pentair and the fl ow control business of Tyco International Ltd., what had been known as

Tyco Thermal Controls is now Pentair Thermal Management.

As a global business unit with Pentair Ltd., the new entity will continue to offer solutions in heat tracing, fl oor heating, snow melting and de-icing, temperature measurement, fi re-rated and specialty wiring and leak detection systems to customers worldwide.

Keep your eyes on this super-busy lube company: Indianapolis-based Calumet Specialty Products Partners, L.P. (“Calumet”) closed on its acquisition of Royal Purple, Inc., in early July and its previ-ously announced acquisition of Montana Refi ning Co., Inc., on Oct. 1. The two deals are just the most recent in a long string of important 2012 and 2011 Calumet acquisition activities.

Bentley Systems, Inc. has acquired Ivara Corp. The addition of Ivara’s software offerings (inclu-ding the Ivara EXP solution), combined with its proven implementation methodology and the Aladon Network’s seasoned reliability practition-ers, is expected to extend Bentley’s AssetWise software and services to improve asset perfor-mance and provide value-adding opportunities for owner-operators and the EPC groups that design, build and commission their infrastructure.

Allied Reliability Group recently announced the acquisition of ABB’s North American Reliability Consulting business (originally known as HSB RT). The unit’s 20 remote employees were to be fully integrated into GPAllied, the consulting and train-ing arm of Allied Reliability Group.

Freudenberg Oil & Gas has acquired Scott-Matrix Ltd., a Newcastle, UK-based manufacturer of elas-tomeric sealing solutions for the oil and gas indus-try. Scott-Matrix is known for its custom manufac-turing service for a wide range of products for the upstream oil and gas segment.


STUFF HAPPENS

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What’s the fi rst manufacturing-related issue the President and Congress should tackle after the election and how? Go to MT-online.com/question with your answer.

QUESTION OF THE MONTH SOUND-OFF: Tell us what you think. . . Really. . .

Motion Industries has launched a new video channel called MiHOW2 (www.mihow2.com), and started releasing a series of product/appli-cation solutions videos. The goal of this instructive channel is to share practical industrial applications that viewers can adapt for their own facilities. Filmed in a work-shop setting, each MiHOW2 video features a product and/or applica-tion demonstration by a host from Motion Industries and a guest from one of its market-leading industrial manufacturers.

David Brown, a global expert in gearing solutions and services, has announced the opening this month of a new Service and Repair Center in Inez, KY. The company says the state-of-the-art facility offers pro-ven expertise and 24/7 support for the repair of any gearbox make or model. On a related note, David Brown has recently introduced 3X, a new three-year extended war-ranty package. It’s available for any gearbox brand and model (even those of competitors) and provides access to David Brown’s world-wide network of service and repair centers. The 3X also covers new gearboxes designed and manufac-tured by David Brown.

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UPTIME

“I’ve been in maintenance management a long time. It seems that the toughest part of my job lately has been making improvements in the way we do maintenance. And it’s not getting any easier. If anything, it’s tougher to find support for improving maintenance these days than it was ten years ago. So, how can we REALLY improve maintenance?”

Great question—especially following last month’s column on the difference between maintenance manage-ment and asset management. After you’ve wrapped your mind about those two different, yet closely related, approaches, you still have to get back to the basics of improving maintenance. Asset management systems will not work without efficient and effective mainte-nance work processes.

Activities vs. improvementA reminder before we get too far into this discussion: Be careful not to get maintenance “activities” confused with maintenance “improvement.” Merely doing some-thing differently or implementing a new maintenance program does not necessarily mean that maintenance will improve. Here are a few real-life maintenance improvements gone wrong—and gone right…

n New preventive maintenance (PM) procedures were developed and deployed for critical equipment in the plant; they were the most detailed, best-looking PM work instructions ever seen at the facility. The new PMs all got scheduled and performed on time, but they didn’t make any sustainable improvement in equipment performance and reliability. Although the PM development activity was considered a success, neither maintenance nor reliability was improved.

n A very thorough RCM (Reliability Centered Main-tenance) program was started and a failure modes and effects analysis (FMEA) performed, leading to a comprehensive maintenance improvement action plan. The plant struggled for months with the action items, though, and the equipment did not become more reliable. Many RCM experts say “implementa-tion is where most RCM programs fail.”

n Operators were involved in basic lubrication as part of TPM development (Total Productive Main- tenance). Lube stations were set up, visuals were designed and training was provided. This activity was a genuine improvement—maintenance resources were freed-up because lubrication related failures were reduced, equipment effectiveness was improved and operator productivity was increased.

n Kitting spare parts for maintenance jobs and PMs puts everything together before maintenance work is scheduled and assigned, increasing productivity (wrench time). Parts are removed from inventory, held in limbo in the kits and store-room inventory is replenished. On the other hand, when the kits aren’t used, kitted parts go missing due to emergen-cies and unused parts aren’t re-stocked, maintenance improvement has NOT really occurred. Instead, maintenance costs have increased.

It can be easy to get excited about developing and deploying new maintenance activities—and, in turn, to work diligently on those activities for months or years. But, has maintenance really improved? Implementing maintenance activities in the hopes of improving performance often misses the mark.

Maintenance improvements should be observ-able and measurable. For example, not only should maintenance be more efficient (i.e., take less time), it should be more effective (i.e., generate improved equipment performance and reliability) and more cost-effective (i.e., reflect reduced maintenance cost per unit produced) than the former maintenance activities. Work often becomes easier, equipment runs better and maintenance costs decrease. Those are results you can see and measure.

Launching maintenance improvementsGetting back to the question of how we can we really improve maintenance, let’s begin by answering three basic questions (that will help calibrate your starting point).

#1: Why improve maintenance? Why change? Iden-tify the benefits, the business case, the fundamentally compelling reasons for improving maintenance—the sense of urgency.

Bob Williamson, Contributing Editor

How To Improve Maintenance


UPTIME

#2: What’s getting in the way of actually improving maintenance? Attitudes, work culture, environment, resources (people/money), skill shortages, training, myths and misunderstanding can stall improvements. Determine the root causes of these barriers or specific failure modes of an improvement activity.

#3: How do we address the specific root causes of the barriers and re-focus on the compelling business case for improving maintenance? This is the launching pad for improving maintenance: what maintenance improve-ment activities to deploy, where and when, and how to measure the results.

Getting startedMost of us who have been working in and around “main-tenance” for years (or even decades) know intuitively why we need to improve maintenance. We know what needs to be done. We know who needs to do it. We even know where to start.

It’s when we get to actually improving maintenance—the “how” and “when” parts of the journey/the boots-on-the-ground part of making sustainable gains—that our plans can begin showing immediate improvement or start unraveling. It is more than just timing. It’s about focused and purposeful deployment, not merely implementing new and improved maintenance activities.

Reflect back on your answers to the three basic questions above: Not only are those answers your launching pad for improving maintenance, they also are your basis for securing the authority to do what needs to be done. Never underesti-mate the power of a compelling business case for change.

Shifting from maintenance “activities” to improved maintenance “results” is a pivotal point between imme-diate improvement and unraveling plans. Compare the following typical maintenance “activities” versus the “results” and “failure modes” commonly associated with maintenance improvement. (Caution: Since maintenance is the least-defined of all industrial activities, cut me some slack on the definitions used here.)

Preventive Maintenance…

n Activity: Periodic cleaning, inspection, replenish-ment, replacement, adjustment, calibration.

n Results: Reduced unplanned downtime and trouble calls; improved equipment reliability.

n Failure modes: Inaccurate, incomplete, or vague work instructions; lack of training and/or accountability to follow instructions; sub-standard replacement parts…

Predictive or Condition-based Maintenance…

n Activity: Technology used to identify deterio-rating conditions (vibration, infrared, oil condi-tion, etc.). Performing maintenance based on real-time data.

n Results: Prioritized and optimized planned corrective maintenance action before functional failure.

n Failure modes: Improper data collection; insuf-ficient analysis, reporting and trending; lack of timely corrective action; deferring recommended maintenance interventions…

Reliability Centered Maintenance (RCM)…

n Activity: A structured analysis of equipment func-tions, failure modes, causes and effects to identify risk-mitigation actions.

n Results: Equipment failures addressed in a preven-tive manner; risks reduced; reliability improved.

n Failure modes: Analysis paralysis, incomplete or inadequate action-item implementation…

Maintenance Management (computerized or not)…

n Activity: Organizing and coordinating mainte-nance work processes and resources.

n Results: Efficient and effective deployment of maintenance resources; equipment repair and maintenance histories; improved equipment performance and reliability.

n Failure modes: Lack of defined and integrated maintenance work processes; software & system functionality a priority versus desired mainte-nance work processes; limited end-user input…

Lifecycle Asset Management…

n Activity: Organizing and coordinating life-long equipment cost and performance from acquisition through decommissioning/disposal phases.

n Results: Longer equipment life; improved equip-ment performance & reliability; lowest total cost of ownership.

n Failure modes: “Lowest cost” project or procure-ment budget goals; no operability or maintain-ability reviews; RCM analysis not utilized; little or no standardization of components or controls…


UPTIME

Total Productive Maintenance (TPM)…

n Activity: Organization-wide and high-involvement approach to improving equipment effectiveness.

n Results: Major equipment-related losses are eliminated; improved equipment effectiveness (OEE); lower operating and maintenance costs.

n Failure modes: Lack of focus on eliminating major equipment-related losses; overemphasis on operator-performed maintenance; limited interdependent application of fi ve basic TPM “pillars”…

Maintenance Planning & Scheduling…

n Activity: Reviewing work requests to develop (or identify) appropriate work plans, procedures, parts and supplies, contract work, estimated labor hours and duration, and then expedite needed resources. Scheduling work when required resources and the targeted equipment are available.

n Results: Effi cient and effective labor utilization and job completion; minimal interruption; lower cost…

n Failure modes: Undervaluing the importance of “job plan-ning” and assuming that supervisors will plan the work, as well as schedule and assign people; not using standard job plans with estimated hours and other required resources as a basis for planning; outdated job plans/procedures.

Maintenance Training…

n Activity: Training programs, classes, vendor training, apprenticeships, on-job coaching/training (OJT)

n Results: Improved maintenance effi ciency and effective-ness; improved equipment performance and reliability; improved workplace safety.

n Failure modes: Generic craft skills/knowledge training; little or no equipment and task-specifi c training; informal or unstructured OJT; seniority versus job-performance requirement based; not provided to opera-tors; no performance demonstration or qualifi cation.

The path to improved maintenanceKeep these three points in mind: 1) Focus on sustainable results. 2) Deploy the right maintenance activity to address the compelling business case. 3) Beware of the known failure modes of the chosen maintenance activities.

There are many proven maintenance activities that, when properly deployed, will assure consistent and sustainable results. In this era of skills shortages and ever-tightening productivity improvement goals, make sure the time and energy you and your organization spend on maintenance activities leads to solid results. MT

[email protected] more info, enter 66 at www.MT-freeinfo.comFor more info, enter 69 at www.MT-freeinfo.com

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FOR ON THE FLOORFOR ON THE FLOOR

Next month, we cast our votes for President of the United States. The timing of this call to civic duty creates a good opportunity to remind the winning candidate that the hardworking industrial community has good ideas on how to address some big issues. We offered Panelists the chance to share their thoughts on several topics with the man who will occupy the Oval Office over the next four years. The only rule was that they focus on solutions, not politics. We promise to send a copy of this month’s column to the winner of the November election. Here’s what our Panelists said:

The skilled-worker shortage…

“The next administration needs to focus on promoting the skilled trades. If it can change the mindset of the public from believing that only a college degree will get you somewhere in life to believing that technical training in one of the skilled trades is as successful as a college degree, we may have a chance to turn around the lack of qualified people we have in the maintenance field.”

… Production Support Manager, Midwest

“More emphasis needs to be put on vocational training and technical colleges. We are losing many skilled candidates in industry because few high schools encourage students to pursue careers there.”

… Senior Maintenance Mechanic, South

“Enterprises are at fault for not developing their own qualified people. You will have more skilled people all the time if you care for your workforce and implement a culture of constant learning and practicing. What the government can do to encourage this atmosphere is to grant funds to companies that show their real efforts to increase the performance levels of their people… Stronger companies pay better taxes and while doing so, help the development of their communities.”

… Reliability Consultant, Midwest

Reducing U.S. dependence on foreign oil…

“We have to responsibly develop all the natural gas that has been discovered in our country. Government should encourage this by incentiv-izing an infrastructure to utilize this energy. It could easily provide America with the next big economic driver we need to produce good jobs.”


“Most of the oil we use is for transportation, [but] our technologies have given us many different ways to motorize our population: sun, nuclear, magnetism, natural gas and gasses from trash. We have the technology, but do not use it. If the government said gasoline production would be cut 10% each year for the next five years, we would see monumental growth in new efficient fuel systems.”

… Former Senior Maintenance Engineer, now a Teacher, West

“Tap the U.S. oil reserves in Alaska and off the East Coast. Get the coal industry fired back up and relax some of the over-burdening govern-mental regulations.”

… Reliability/Maintenance Engineer, South

“While we should do all we can to recover oil and refine oil products from North America, I am concerned about the possible effects it could have on our environment. I feel that we should do all we can to provide sources of any and all forms of energy and lessen our dependence from out of the country. This would provide jobs due to both new construction and upgrades.”

… PM Leader, Midwest

Strategies to ensure raw material availability …

“China is holding many nations at their mercy for supplying rare-earth magnets even though we have them here. We also have gold mines

Dear Mr. President

An outlet for the views of today’s capacity assurance professionals

Rick Carter, Executive Editor


FOR ON THE FLOORFOR ON THE FLOOR

shut down in Alaska because the energy costs to operate them are too high. We have been using nuclear propulsion for decades, so let’s build and install small modular nuclear power plants in these remote areas.”

… Maintenance Coordinator, East

“Some raw materials and rare-earth minerals must come from other countries, but the United States has a very precious resource known as food. The new President should barter food for rare earths and other materials in order to ensure their continued flow.”


“One of the keys would be to cut back on the use of raw materials, [and] recycling is an excellent way to do this. Many countries have mandatory recycling programs. Just think of how much raw material usage can be reduced if we can recycle just 20% of our trash.”


Eliminating tax-related and other advantages for offshore operations…

“I would like to see a change in the trade laws between advancing countries and the United States. It’s hard to compete when the playing field is tilted so badly.”

… PM Leader, Midwest

“Our government supports outsourcing with the North American Free Trade Agreement, [and] our tax laws [encourage it]. As a result, outsourcing is entrenched in most company’s business plans. How to solve: Innovations. Develop manufac-turing practices in the U.S. that reduce costs and add jobs.”


Strategies to combat counterfeit parts…

“Raise tariffs on countries that allow counterfeit parts to be shipped from their shores. If this is done, and a particular country’s legitimate manufacturing

sector begins to suffer due to the increase, the guilty countries will be forced to deal with the counter-feiters themselves.”


“More inspections and stiff penalties are the only solutions I see for this.”


Focus on ideas, do more, talk less Several Panelists submitted detailed perspectives, including one who suggests that the country doesn’t have an economic problem—it has an idea problem. “The U.S. was once known for its ability to solve all types of problems,” he observes. “Now we are down on the list of technology inno-vations, education, even a functioning govern-ment. We have become a ‘What’s in it for me?’ nation instead of a ‘What’s in it for us?’ nation.” His solution: “The country, as a whole, needs to set goals, develop ways we can reach these goals as a combined group. We are being robbed of the American Dream,” he says, “by the people we entrusted to ensure that dream.”

Others elaborated on the idea that problems created by the skilled-worker shortage—consid-ered today’s top problem for industry—could be eradicated with a plan to rebuild the nation’s infrastructure. “There is more than enough work if we truly want it and are not afraid to make deci-sions,” says one Panelist. “Adopt a high-speed rail policy and start building. The new plants needed to build cars and engines, and the building of the lines themselves, would create many high-paying jobs… Industries involved would mobilize to train and develop a new skilled workforce.” As he explains it, “We can do this, but we must force the politicians to stop talking and finally put pencil to paper.” MT

Have your comments and observations included in this column by joining our Panel at www.mt-online.com. Click on “Reader Panel” under the “Info” header, and follow instructions. If accepted, you will automatically be entered into a drawing for a cash prize after one year of active participation. Panelist identities are not revealed, and their responses are not necessarily projectable.


Don BridgesJANA, Inc.

Technology is making it easier than ever for operations to document and organize critical technical information.

Strengthening Your Maintenance Infrastructure



With outside help, the operator was able to analyze the repair tickets and build the required documentation needed to complete their contractual requirements. This time-consuming reconstruction process could have been avoided if plant operators had developed and implemented opera-tional strategies from the beginning that would mitigate (or eliminate) the effects of unplanned maintenance events.

An ongoing questAchieving the correct balance of scheduled and unscheduled maintenance is an ongoing quest that evolves as equipment wears and economic conditions merit. Organizing technical information (typically procedures and schematics) in a way that is easy for the fi eld technician to comprehend and utilize, regardless of the specifi c machinery being maintained, is critical to the success of the operation.

As simple as it sounds, fi nding the information required to repair machinery is the critical fi rst step toward fi xing it.

Unfortunately, there are no universally adopted standards as to how technical information is organized in most industries. In the example above, the operator tasked with building documentation structured the plants’ technical information using procedures similar to those used by the commercial air-transport industry (Kinnison, 2004). This process divides information for top-level assembly into major components that are then divided into subassemblies.

For example, as Fig. 1 shows, a gearbox cooler may be a component of the gearbox. Subassemblies can be further divided into components (gearbox fan, gearbox motor, gearbox radiator, etc.). The process is repeated until the lowest repairable unit is reached. At that level, specifi c information can be provided that is applicable to that unit. This may include description information, inspection tasks, repair tasks and servicing tasks. The organization of infor-mation is relevant for any type of equipment, regardless of manufacturer or design. This allows the maintenance staff to

When a major facility operator closed a deal to operate utility plants for several years at

multiple locations, the deal called for it to turn the plants over to a local authority when

the initial service period ended. Near the end of that period, all maintenance plans and

procedures were to be conveyed to the local management. But as this time approached, a

problem became evident: There was no maintenance plan in place and no documented procedures.

All that existed were piles of repair tickets that listed the scheduled and unscheduled work that had

been done over the past several years––along with the combined knowledge of the maintenance staff,

which was fi led in the eight-inch space between their ears.

Fig. 1. Similar to procedures used by the commercial air-transport industry, this approach to documentation and organization divides information for top-level assembly into major components that are then divided into subassem-blies. The process is repeated until the lowest repairable unit is reached.


locate the correct information quickly, and enables the staff responsible for updating technical information to know exactly where the revised information belongs.

Keep it simpleOnce critical information is organized, it needs to be written in a manner that makes it easy to use and maintain. Simplifi ed Technical English (STE) is one way to do this that helps improve the readability and portability of information.

The objective of STE is to produce clear, unambiguous writing. Developed primarily for non-native English speakers, STE is also known to improve the read-ability of maintenance text for native speakers. STE does not attempt to defi ne English grammar or prescribe correct English. It is a unique writing standard, also known as a controlled language, because it restricts grammar, style and vocabulary to a subset of the English language. The main characteristics of STE are:

■ Simplifi ed grammar and style rules■ A limited set of approved vocabulary where one word has only one meaning■ A thesaurus of frequently used terms, technical nouns, verbs and suggested alternatives■ Guidelines for adding new technical words to the approved vocabulary

STE attempts to limit the range of English, and many of its rules are recommenda-tions found in technical-writing textbooks. For example, STE requires writers to use the active voice, use articles wherever possible, use simple verb tenses, use language consistently, avoid lengthy compound words and use relatively short sentences. Companies in several industries—manufacturing, mining, oil exploration and software development, for example—have produced their own controlled-language writing standards (Works, 2005). The following boxes are a comparison of non-STE and STE-revised text:

Non-STE original…Place the water heater in a clean, dry location as near as practical to the area of greatest heated water demand. Long un-insulated hot water lines can waste energy and water. Clearance for accessibility to permit inspection and servicing, such as removing heating elements or checking controls, must be provided.

STE-revised text… Put the water heater in a clean, dry location near the area where you use the most hot water. If the hot water lines are long and are not insulated, you will use too much energy and water. For inspection and servicing, make sure that you have access to the heating elements and controls.

Besides improved readability, STE offers a business advantage when creating documentation that will be translated into other languages. As the text volume is typically reduced by at least 20% and the remaining text becomes more repetitive, the use of STE normally results in 30-40% less translation cost. With the ever-increasing number of languages that companies need to deal with, these savings add up. In addi-tion, STE will reduce the number of unique terms and improve translation quality and consistency. Some STE text may not even require translation. The graph in Fig. 2 (pg. 22) shows typical results of rewriting Standard English into STE.

The role of STE is not to

defi ne English grammar

or prescribe correct

English. Its objective

is to produce clear,

unambiguous writing.


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Striking a maintenance balanceFor most organizations, unscheduled maintenance is a bad event—but it can be managed. It’s well understood, for example, that industrial engineering concepts allow plant operators to evaluate items such as costs and the likelihood of downtime, and the cost of purchasing parts with higher reliability or having spare sub-assemblies available (which, in turn, have a cost on the shelf). Careful use of preven-tive and condition-based maintenance programs can help workers know when to replace or repair parts before they cause system failure.

Accurate parts management is necessary to strike the proper maintenance balance between being prepared for unscheduled jobs and performing the routine actions that are necessary to prevent unscheduled jobs. A complete maintenance-part inventory includes all standard replace-ment parts for machines and tools, as well as for company-supplied fi nite-use employee equipment such as safety glasses and consumable items for cleaning and safety. It does not include items used in manufacturing, such as washers or bolts. Maintenance storeroom management has three major goals:

■ To have the item needed■ To supply that item when it’s needed■ To control the cost of keeping items in stock

For example, consider an oil pump that is typically replaced twice a year, but only when it fails, rather than on a pre-emptive maintenance schedule. When the pump does fail, production on that line will stop until the unit is replaced. If a replacement pump is listed in inventory, but misplaced, there will be a delay. If the pump is out of stock, there will be a longer delay.

Suppose the response to this scenario is to purchase a dozen pumps, and store some of them near the machine and the rest in the storeroom. That expense represents a six-year supply. But if some of those pumps are misplaced in the ensuing years, a certain amount of production time will still be lost. And if the missing pumps are never found, a portion of the pump investment is lost.

One way to avoid situations like this is to implement a computerized inventory management system for main-tenance supplies. This should integrate the purchasing, storage and stock-release functions so the system tracks pending orders, expense authorizations, item storage loca-tions and to whom the items are released. For scheduled maintenance, the demand for repair parts will be known in advance. Also, storeroom workers receive suffi cient notice of the maintenance schedule so they can pick the items and prepare maintenance “shopping carts” for each line. This streamlines the workload for the storeroom staff, and leads to fewer errors (Olofsson, 2011).

Implementing technologyPerhaps the hardest part of a maintenance program is knowing when to invest in your maintenance staff through training—and when to invest in tools through technology. Most organiza-tions realize that training is required when implementing new concepts. What few organizations do well, however, is monitor mistakes to better understand when training would have improved staff effi ciency. If the same types of mistakes are being repeated across the staff, training classes can reinforce best practices or clarify information.

This is where technology can help with training. For example, some electronic technical manuals have a functionality that allows end-users to add comments about technical informa-tion, typically a task or procedure. In many cases the task can be improved by leveraging the knowledge of the people doing the task in a fi eld environment, and this functionality allows that feedback. Even misguided suggestions can shed new light on issues. In one case, an employee suggested using a broomstick to rotate a delicate compressor assembly to assist in its inspection. What the employee overlooked was that the broomstick could introduce nicks and dents to the compressor blades. Two results

Fig. 2. Typical results of rewriting Standard English in STE (source: Wijma)

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emerged from his well-meaning feedback: A warning was added to the inspection procedure to not use foreign objects (like a broomstick) to rotate the compressor; and a training session was conducted to alert the maintenance staff as to why this was not an approved maintenance method. As this example turned out, the employee who made the suggestion was rewarded for making it––not because it was a good idea, but because he used the system to leverage his experience.

One way to get the most from a training budget is to record videos of any processes that warrant it (i.e., the diffi cult ones or a single process that is common to a number of operations.) Like some electronic techni-cal manuals that contain a "know-ledge manager” to provide for fi eld feedback, there is also the capability to embed train-ing videos and 3D model brow-sers into technical documentation.

Although most maintenance staff will try to memo-rize procedures, it can be diffi cult to memorize the part numbers that are associated with ascheduled maintenance task—and impossible for those associated with unscheduled tasks. This is what makes the "Illustrated Parts Catalog" (IPC) a critical piece of technical information. Yet even with an updated IPC, parts identifi ca-tion and ordering can be troublesome. Some estimates place the percentage of wrong part delivery at 30%, whether as a result of misidentifi ed part numbers, incorrect part-number entry or vendor error.

This is where an electronic parts catalog can simplify your life. Its point-and-click functionality allows for part numbers to be automatically inserted into a shopping cart.

Implementers of this technology say that creating a parts list via an electronic shopping cart is 35% faster than manual entry into a form—and ordering errors are reduced by more than 20%.

In summaryThough some organizations see documentation as a “neces-sary evil,” the reality is that documentation can be the

foundation of an effi cient mainte-nance program:one that boosts uptime and reli-ability and also strengthens the organization. By i m p l em en t i n g consistent organ-ization and struc-ture in an oper-ation’s technical i n f o r m a t i o n , management cangive staff a head-start at fi nding the information they need consis-tently, regardless of the equipment that they are to maintain.

Implementing STE allows even the most inex-perienced main-tainers to more easily understand a complex task. Building a main-

tenance plan that factors scheduled and unscheduled maintenance with organizational needs can save money by avoiding unnecessary maintenance.

And determining which spare parts to stock and where to store them will help make parts inventory lean and effi cient. Likewise, knowing when and how to leverage technology will keep a workforce on the cutting edge. MT

Don Bridges is Manager at JANA, Inc. Telephone: (210) 616-0083; or email: [email protected].


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ONTORoad

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Rick Carter Executive Editor

The South’s Sustainable Snack Maker

Fluke Corporation’s headquarters building in Everett, WA, has become a model of energy effi ciency, as have three others the company operates in the area. The unique “double W” of the main building contributes by allowing ample natural light into workplaces.

If you’re reading this on the job, look around and you

may spot a Fluke test instrument. Its familiar yellow

case might indicate a thermal imager, power-quality

meter, digital thermometer or other Fluke tool in use

or awaiting use. Most are now staples for maintenance

professionals everywhere. And by serving those who

know how and why routine test and measurement can

improve operations, safety and energy effi ciency, Fluke

has become a market leader. As the company readies for

its 65th year in business in 2013, it appears positioned to

not only remain a leader, but both grow from and help

drive industry’s blossoming interest in sustainability.

This respected maker of test and

measurement instruments is

operating in accordance with

the purpose of its own products

to keep its Washington-state

headquarters on the cutting

edge of energy effi ciency.

They Practice What They Preach At Fluke


It would be nearly unthinkable, for example, to imagine Fluke products––a comprehensive array of tools needed to help manufacturers run effi ciently and safely––made in anything less than world-class facilities. The company’s headquar-ters operation in Everett, WA, is a model of continuously improving effi ciency. Its four buildings (three devoted to manufacturing, assembly and plastic injection and one for administration and customer service) encompass approxi-mately 750,000 sq. ft. and date from the mid-1960s (one building) and early 1980s (three buildings).

Despite Fluke’s location in a part of the country known for its low-cost, hydro-supplied electricity, energy-saving upgrades have been a priority since it moved into the Everett buildings in 1983. Saving energy was given even greater priority after the company’s 1998 acquisition by Danaher Corp. Consider, for example, the following projects that took place in Everett in 2010 and 2011 alone:

■ Compressed air dryer upgrade (annual savings: 278,091 kWh)■ New VFD chiller (annual savings: 612,576 kWh)■ Rooftop air-conditioning-unit upgrade

(annual savings: 11,123 kWh)■ Standards Lab chiller upgrade (annual savings: 17,774 kWh)

Add to these the many other improvements Fluke made before 2010––lighting upgrades, upgrades to HVAC direct digital control, heat-reclamation projects and cooling tower upgrades, among others––and it’s no surprise the company has reduced its electrical consumption by at least 4% (see chart below) every quarter since 2009, even as its produc-

tion has increased. Though the area’s 6-cents-per-kwH cost for electricity is well below the current national average of 9+ cents, Fluke’s energy-saving efforts still bring joy to company accountants.

The Danaher Business SystemWhile sustainability is a priority to Danaher and its oper-ating companies, it is considered one of many components of the company’s operating strategy, known as the Danaher Business System (DBS). According to Leah Friberg, Public Relations Manager for Fluke’s global operations, adherence to DBS means that “everything we do follows the mantra of quality, on-time delivery, cost and innovation. Effi ciency and productivity are ingrained in our culture. We have continuous-fl ow, not just in the assembly area, but from design to engineering, manufacturing, the assembly team, maintenance and operations. They work cooperatively, share space on the fl oor and all have a say in product devel-opment,” she says. “This contributes to a far more effi cient and sustainable process.”

Fluke’s product emphasis on energy savings makes the Everett operation a sustainability leader for the rest of the company. “We recently did a ‘Walk the Talk’ exercise through all of our Danaher sister companies that was based on the energy-effi ciency model developed right here,” says Friberg. A main goal was to measure company-wide energy and power consumption to determine periods of top consump-tion and ways to mitigate loads and costs. Buildings were also audited for integrity of HVAC systems and insula-tion, among other factors. They identifi ed opportunities


Source: Snohomish Public Utility District Energy Challenge, 2012.

Fluke Quarterly Electricity Reductions, 2009 to 2nd Quarter 2012Change in kWh Use, by Quarter*Total Monthly kWh Used

*As compared with Baseline. Baseline refl ects average electricity consumption, 2006 through 2008.


for sustainability improvements in several sister-company operations, says Friberg, but the results for Everett were less dramatic. “Our ROI was decent,” she notes, “though not spectacular, which really tells you we were running a fairly tight ship to begin with.”

Guiding sustainabilityCredit for Everett’s “tight ship” goes to everyone on site, says Friberg, though project guidance is typically handled by two Fluke veterans: Tanky Shiu, Facility Engineering Manager, with Fluke for 27 years, and Grace Giorgio, EHS Manager, with Fluke for fi ve years. Hired as Plant Engineer in 1985, Shiu is in charge of engineering design for all Fluke manufacturing facilities. In addition to those in Everett, these include facili-ties in the United Kingdom, Asia and The Netherlands.

Shiu recalls being introduced to the Fluke culture of energy effi ciency early in his tenure. “One of the biggest projects we’ve done took place when I joined this company,” he says. “At that time, this building, which was built in 1980, still had the old pneumatic HVAC controls. Slowly we converted these to direct digital control [DDC], so that helped all three manufacturing facilities become more advanced. Now, using a computer, I can set all the temperatures, look at different profi les and I can schedule fans on and off, chillers on and off and use other energy-effi cient strategies. Because produc-tion is so critical, the schedule is tailored to meet production

requirements, and the digital controls give us a much better tool to customize our schedule. That was a big project.”

It took several years to convert Everett’s three production facilities to DDC. And though that job is complete, energy-saving initiatives continue. “We can still make the buildings more effi cient,” Shiu observes. One step in this direction involves fi ne-tuning production schedules “so not all the fans come on at the same time and not all the chillers come on at the same time,” he says.

Another step involves an ongoing effort to eliminate leaks in compressed air systems. “We have eliminated a lot of those using our ultrasound meter,” explains Shiu, but adds that because Fluke operations call for very dry compressed air (minus 40 degrees dewpoint), the system uses a lot of energy (along with a desiccant dryer), which makes leak elimination critical. “We passed this information to our manufacturing engineers so when they design new systems, they make sure all the pipe they buy is airtight,” he says. Plans for a new compressor call for it to be equipped with a variable-speed drive, along with energy-effi cient motors that are routinely specifi ed for all new equipment and upgrades.

Lighting has been another focus. “In our plastics building,” Shiu points out, “we changed all the lighting from T12 bulbs to T8, and we put in motion sensors. We also program the lighting so if a building is unoccupied, most of the light is off.” And in summer, when natural light is abundant, the Everett buildings further reduce energy consumption for lighting and cooling by using only two of four fl uorescent bulbs in each overhead fi xture. When summer light fades, four bulbs return to use. But as Grace Giorgio observes, even then the headquarters building receives a satisfying amount of natural light thanks to its unique “double-W” design that features atriums and plenty of windows. “Pretty much everywhere you are in this building you can see natural light,” she says.

Giorgio sees this as an example not only of the company’s emphasis on sustainability, but its desire to foster a unifi ed culture and positive work environment. All of these elements, she says, impact her role as EHS manager and contact point for all Fluke real-estate and EHS initiatives worldwide. Giorgio and her colleagues form “a very tight group,” she says. “Tanky and I and our maintenance manager talk every day. We also have what we call stand-ups twice a week with all of the teams and we talk about projects and bounce ideas off each other. Continuous improvement is part of our culture,” she adds, noting that it’s understood that “when we say we’re going to look at new lights or new motors, we look at energy-effi cient models.” And all Fluke facilities “are pretty much on the same page,” she says. “We review all the facility upgrades and changes to ensure they’re using the best product for the project, that they’re using the one we want.”

ONTORoad

THE

Twenty-seven-year Fluke veteran Tanky Shiu, Facility Engi-neering Manager, is in charge of engineering design for all Fluke manufacturing facilities.

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THE



The utility effect Another key player in Fluke’s energy-saving successes is its local utility: Public Utility District (PUD) No. 1, of Snohomish County, WA. PUD’s three-year old Energy Challenge provides “resources and recommendations” to all of its customers to help them use less electricity. In 2011 alone, the program resulted in an energy savings of more than 18 million kilowatt hours within its district, according to the utility. In Fluke’s case, PUD’s partial funding of qualified energy-saving initiatives at the Everett facilities has proven vital in the company’s efforts to not only reduce energy use, but save valuable time that might have otherwise been needed to green-light projects.

“If we’re doing a project such as switching light fixtures, PUD will come in and set a baseline,” says Shiu. “Then we’ll get pricing from a contractor. The contractor will use PUD’s pre-approved light fixtures and PUD will analyze the savings. If they justify the savings, they can provide up to 70% of the project cost. And any energy we save is on top of this, which makes payback fast.” In some cases, it’s not even necessary to create a baseline. “Just last year, PUD chipped in to buy a digital-controlled chiller,” he says. “Of course we always ask only for high-efficiency equipment, and PUD will contribute money for it because they know there is a payback. In this case, they didn’t even have to measure the power. They just said, yeah, go ahead.”

Other initiativesEnergy-saving is joined by other sustainability efforts in Everett, including recycling, which Giorgio says “has been a part of the culture here, both in the community and in our employee base, for a very long time. I can’t remember when we didn’t recycle paper, for example.” Electronic-waste recycling is also supported locally, meaning Fluke has no difficulty dealing with this often problematic issue.

However, Fluke’s Everett operations are not zero-landfill. “Our goal is to recycle 90% of all hazardous material within the next three years,” says Giorgio, adding that they’re not far from that goal. “Since we increased our recycling of elec-tronics, we now recycle almost everything that goes into our products except for some of the plastic left over from injec-tion molding.” Four types of plastic are used for housings and test leads, she says, some of which recycle easily and some of which do not. Solvents are also proving difficult to recycle.

But the feeling in Everett seems to be that the company’s phenomenal track record with energy savings gives it a hard-to-beat edge in sustainability. So far, it’s been enough to keep alternative energy sources on the sidelines. “We look at alternative energy all the time,” says Shiu, “but it always comes back to our low energy cost, so for many projects like this, the payback is not there.” The area’s low electricity costs may also soon spawn direct benefits for Fluke workers, such as on-site electric-car charging stations.

The plant may have more far-reaching sustainability goals in mind, but to Shui, the key driver in this area is to “just keep improving what we have.” Giorgio clarifies that meeting the ever-changing demands of its customers will always be a top Fluke priority and that this can make other goals “a moving target.” She also notes that, due to the age of the Everett facilities, smart retrogrades will be more of a priority than other, perhaps more dramatic, sustainability efforts for several years.

“We’re getting ready to celebrate our 65th anniversary,” says Giorgio, “and I want to do everything I can to make sure we’re here for another 65 years. I’d love my kids to work here,” she adds. “So our philosophy is to try and do the right thing every single day.” MT

Grace Giorgio, Fluke’s EHS Manager, with Safety Coordinator Mac Mallock in their plant’s component recycling area. All Fluke-product materials are recyclable except for certain plastics.

The feeling in Everett seems to be that

Fluke’s track record with energy efficiency

gives it a hard-to-beat sustainability edge.


OCTOBER2012 MT-ONLINE.COM | 31

Green

Green

GadgetsGadgets

Safe, Reliable, Effi cient And Green Sealless Pump Technology

Sundyne Sealless has recently introduced two new “green” improvements in its line: The ZeroLoss™ containment shell

can be used as an alternative to the standard metallic containment shell in Sundyne’s API 685 GSP metallic centrifugal pumps. Incorporating signifi cant pressure capabilities, it’s impervious to almost all pumped liquids. A cartridge assembly allows for quick fi eld repairs (under an hour). Another benefi t involves an increase in pump effi ciency. Losses due to hysteresis become quite evident in larger-sized frame 2 and frame 3 pumps. Lower losses equate to lower horsepower and zero heat. In addition to the ZeroLoss containment shell, this GSP has a Vapor Detector that alerts pump users to entrained gas or cavitation. The device uses patented technology to detect gas bubbles without interfering with the process liquid. An interface indicates Gas, Some Gas or No Gas; (stop, caution or go). Operators can alarm, shut down the service or simply see if liquid is in the pump before startup.

Sundyne Corp.Arvada, CO

losses equate to lower horsepower and zero heat. In addition to the ZeroLoss containment shell, this GSP has a

Lochinvar’s advanced CREST® Condensing Boilers are now available with inputs up to fi ve million Btu/hr. Orders are currently being accepted for the new fi ve million Btu/hr (FBN5000) and four million Btu/hr (FBN4000)

models. Featuring fi re-tube technology integrated with Lochinvar’s exclusive SMART TOUCH™ operating control, these boilers provide thermal effi ciencies as high as 99%. Adding to their versatility, the manufacturer now offers models with dual fuel capabilities (currently on the 1.5 to 3.5 million Btu/hr models and soon to be available on the new larger models). A keypad switch on the front panel of the unit allows smooth and simple conversion from natural gas to propane. To increase performance in high altitude applications, Lochinvar has updated the CREST line to offer lower derate numbers. On the 1.5 to 3.5 million Btu/hr models, the derate is less than 2% per 1000 sq. ft. above sea level. With the new 4.0 and 5.0 models, no derate is experienced at high altitudes.

Lochinvar, LLCLebanon, TN For more info, enter 04 at www.MT-freeinfo.com


Expanded Boiler Lineup With Dual Fuel Capabilities

Spooky Lube-Pump Failures


By Dr. Lube, aka Ken Bannister

Symptom:“Dear Dr. Lube, the automated grease-lubrication systems on our remote, continuously operating pump stations suffered intermittent failures last fall and spring. They seemed to shut down on their own accord, only to start up by themselves after many hours, whereupon they operated perfectly until the next incident (which could be hours or days later). Any suggestions?”

Diagnosis:The key to unlocking this problem is the specifi c time of year the failures occur. In spring and fall months, depending on geographical location, temperatures can be erratic—swinging from very cold to very warm in a matter of hours.

Due to its viscous nature, the state of a lubricant will change as ambient temperatures change. When the temperature heats up, a lubricant “thins out” and fl ows freely. As the temperature drops, the lubricant “thickens up” and becomes more resistant to fl ow.

Heating systems in buildings are typically turned on in the fall and off in the spring. When this is scheduled for specifi c calendar dates, a facility could still experience extremely cold temperatures in the early to mid-morning hours. Such conditions are enough to thicken a lubricant’s viscosity to the point that it stalls a lube pump (especially with pneumatically operated systems). As the building warms, the lubricant thins to the point that the pump seems to “magi-cally” start working. The common use of NLGI #2 grease only compounds the situation, since most automated lubrication systems are rated for less-viscous NLGI #1 grease.

Prescription:Check with your lube supplier to ensure that the correct viscosity of grease has been specifi ed for your lubrication-system type and ambient temperatures at the site during those times when they’ve experienced intermittent failure. A lighter grade may be necessary during the winter or transition months.

Review maintenance records to determine the date of the last reservoir fi ll and ensure that grease was in the reservoir when the system failed. Perform a physical system check to make sure the correct lubricant is currently in use.

If a grade changeout is impractical, wrap the reservoir with a thermostat-controlled blanket wrap heater (similar to a car battery wrap heater) or drum heater, plug it in and use during times of transition between seasons. MT

Looking for advice from Dr. Lube? For specifi c lube questions and/or details about ICML lubrication-certifi cation training (including in-house sessions and an upcoming workshop at MARTS 2013), email: [email protected]. Or, go ahead and contact Ken Bannister directly. Telephone: (519) 469-9173;email: [email protected].

ubricationheckupheckupheckupC

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Cyan Magenta Yellow Black

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Job #: EXOD0044Client: ExxonMobilJob Name: Sustainability Strip AdStudio Artist: TammyProof #: 3-Release

Sustainability can mean a lot of things. At ExxonMobil Lubricants and Specialties, we define it as balancing economic growth, social development, and environmental protection so that future generations are not compromised by actions taken today.

Our most visible contributions to sustainability are our advanced products. Like Mobil Industrial Lubricants. They help our customers save energy, increase efficiency, and reduce waste. They’re designed to help our customers be more competitive by increasing equipment reliability, reducing operating costs, and extending machine life.

All of which results in a host of benefits for our customers. And keeps our world moving ahead to a better future.

For more on how Mobil Industrial Lubricants put sustainability in motion, go to exxonmobil.com/lubes.

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Safety: 2.125" x 9.5" Client: Exxon Mobil Job Number: EXOD0044

Trim: 2.125" x 9.5" Mech Due Date: 5/24/10 Job Name: Sustainability Ad

Bleed: None Project Manager: Jordon Giles 1-646-865-6462

Color: 4C Production Contact: Linda Herskovic 1-646-865-6371

Publications: June Maintenance Technology

T:2.125”

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0044_EXOD_Sustainability_Strip_Ad.indd 1 5/24/10 12:26 PM


CLIENT: ExxonMobil LubricantsPRODUCT: Exxon Lubricants and Specialties Ad Releases 2012JOB#: P26044_5SPACE: Full Page: 4CBLEED: 8.5” x 11.25”TRIM: 7.875” x 10.75”SAFETY: 7” x 10”GUTTER: NonePUBS: Maintenance and TechnologyISSUE: 10/2012TRAFFIC: Darcey LundART BUYER: NoneACCOUNT: NoneRETOUCH: Steve LakemanPRODUCTION: NoneART DIRECTOR: None

This advertisement was prepared by BBDO New York

FontsHelvetica (Light, Bold), Helvetica LT Std (Roman), Mobil (Regular)Graphic Name Color Space Eff. Res.Yellow_Bearing_EXOD1015_4H1.psd (CMYK; 312 ppi), SmallPegasus_4H.eps, Mobil_Grease_TM_4H1.psd (CMYK; 1724 ppi)

Filename: P26044_5_EML_A01_V1.inddProof #: 1 Path: Studio:Volumes:Studio:MECHANIC...chanicals:P26044_5_EML_A01_V1.indd Operators: Brand, Adrienne / Brand, Adrienne

Ink Names Cyan Magenta Yellow Black

Created: 9-10-2012 10:38 AM Saved: 9-10-2012 3:56 PMPrinted: 9-10-2012 10:51 AMPrint Scale: 100%

© 2012 Exxon Mobil CorporationAll trademarks used herein are trademarks or registered trademarks of Exxon Mobil Corporation or one of its subsidiaries unless indicated otherwise.

All greases are not created equal. In fact, ours are engineered smarter right from the start. With an advanced formulation designed to provide all-around, balanced performance for the severe conditions experienced by today’s equipment.

What’s more, our high-technology greases offer a controlled release of oil and additives. They know just the right amount to release, lubricating for extended protection. Providing greases that stick better — so they stay exactly where they’re needed — making them easier to use, helping reduce maintenance and replacement costs. Adding up to greater productivity. Learn more about our advanced engineered greases for advanced productivity at mobilindustrial.com.

If you’re thinking productivity, upgrade to a smarter grease.

S:7”S:10”

T:7.875”T:10.75”

B:8.5”B:11.25”


CAPACITY ASSURANCE STRATEGIES


As this personal perspective notes, looking for the real causes of problems

is a more effective approach than simply pointing a fi nger at others.

Thomas B. DavisMaintenance Troubleshooting

On the job, cussing and swearing punctuates conversations, even if it is not

the most politically correct thing to do. We all know that “shop talk” is

different from the conversation at the church picnic. As a mechanical engi-

neer with more than 50 years experience in troubleshooting and repair,

I’ve seen my share of jobs and uttered my share of expletives. But that’s not what

I’m talking about here. There is another type of four-letter word that riles even my

veteran ears. It is the word “T-H-E-Y.”

‘They’ Is A Four-Letter Word In Maintenance



You know the context: When a repair job turns out to be tougher than anticipated because of improper work done previously, someone will exclaim, “Look at the job THEY did. What a mess THEY left for us.” Why, for example, do the seals on that pump keep failing? “Because THEY did a crummy job aligning the pipe and a poor job calculating the length of the spool piece.”

A repair mechanic in a situation like this is faced with a decision: Do YOU fi x the real problem and align the pipe properly or just change out the seal and reinstall the pump? By choosing the latter option, however––which is done all too frequently––YOU become the next THEY. You’ll be the one talked about by the next mechanic who has to change out another seal and realize that the piping alignment is prob-ably the cause. “Look at what THEY did with this piping,” he’ll say. “You’d think THEY would know better.” Your ears will burn.

You may already be ‘THEY’There are probably a million ways to join the ranks of THEY. See if any of the following sound familiar:

■ “We don’t have the time to make a good repair. THEY want it done quickly.”

■ “The contractors did it when the unit was installed. THEY should fi x it, not us.”

■ “THEY never bought the tools to fi x this. We better wait until next time. “

■ “There’s a lot of equipment we have that’s this bad, and THEY won’t want to spend the money to fi x all of it. THEY will never go for it.”

■ “Management doesn’t want to hear about this. THEY just want it fi xed now and they don’t care about how often.”

■ “We’re not pipefi tters, we’re millwrights. THEY should get the right crew to fi x this.”

In each of these bulleted statements, blame is placed on the most recent THEY—and the track record of poor decisions is carried forward. Nothing is done to remove the problem. If you’ve ever uttered words similar to the above or allowed such thoughts to guide your actions, you’re an offi cial THEY.

How to remove the legacy of 'THEY' Here’s where “bite the bullet” comes into play—an expres-sion that refers to the mindset needed to survive a painful experience. The hard part of breaking the "THEY" chain requires taking a dose of distasteful medicine that will cure

the real machinery problem and avoid repeating the same old mistakes. The following examples refl ect real-life THEY situations that were handled successfully:

Machinery corrected with management involvement…A hospital’s 25-year-old roof-mounted air handlers each consisted of a motor with a V-belt drive to the fan. The design called for the original adjustable sheaves on the motors to be replaced with fi xed sheaves after air balancing was completed, which was anticipated to take place after six months of operation.

Though air balancing was accomplished soon after commissioning, the adjustable sheaves were never replaced with fi xed sheaves. The original adjustable components were still in place 25 years later. As they wore, many had been replaced with new adjustable sheaves as often as fi ve times over their years of operation. Since a good belt alignment is impossible on multi-belt systems using an adjustable drive sheave, V-belt replacement was also occurring about every three months. The mechanics believed that manage-ment would never authorize replacement of any part of the existing design due to budget concerns.

A new hire, not jaundiced by prior thinking, mentioned the problem in a monthly maintenance meeting with managers present. He knew that V-belts should not have to be changed every three months, and had seen fi xed-sheave replacement after air balancing was accomplished in a prior job. A senior member of management, impressed by the new man’s explanation, suggested a study be done to calculate savings vs. the expenditure for new fi xed-speed sheaves. A program of sheave replacement was begun, and all adjustable sheaves were replaced over nine months. The savings in V-belts was $10,700 in the fi rst year. Over the next fi ve years, the number of motors needing bearing replace-ment dropped as did the need for drive-side fan bearings. A conservative estimate of real savings during this fi ve-year period was $167,000 in parts and $50,000 in labor. The new employee was promoted several times in those fi ve years and became a supervisor, because management was impressed with his ability to speak out about situations that needed correction.

New alignment equipment reveals a hidden ‘THEY’… In an effort to improve productivity, a process plant budgeted monies to purchase laser alignment equipment for its shafts and pumps. The new laser system allowed fi nal readings to be captured and entered into the plant CMMS system to document the level of alignment performed. It became quickly apparent that the data showed gross errors in the alignments being done. It was also evident that even if the pre-laser alignments using dial indicators had been uniformly recorded, the misalignments would have shown



up as well. After discussions with plant old timers, one comment emerged as typical: “When we used the dial indicators, we forgave the rusted base plates, broken motor feet and piping strain because we fi gured they would not want us to fi x those things with the limited downtime available.” The new laser with recording capacity was unforgiving, and showed that alignment was not within spec. Now the real problems would have to be addressed.

A two-man team was formed using the engineer and an older experienced millwright to make a physical assessment of each pump and motor. Bases with rusted bolts, piping without hangers, broken pump feet, broken motor feet, bolt-bound bases and two-comealong piping situations were documented. Of 176 pumps, only 56 were capable of being precision aligned. The other 120 had defects that needed to be corrected before alignment could take place.

A plan to correct the pumps with the fewest problems was established. Within two months, 70 of the 120 pumps had been mechanically corrected to allow for successful alignment. This left 50 units that required more extensive pre-alignment repairs. Slowly the “THEY” was removed from the picture and new realignment could be performed to a standard that no longer had any THEY to blame. Signs went up in the break room with the following notice on them: “Don’t be a THEY. Fix it right the fi rst time.”

Not on my watch! I didn’t cause the problem… Among a manufacturer’s conveyors was one particular high-maintenance unit responsible for excessive downtime. The senior mechanics charged with main-taining the troublesome conveyor knew the reason for its problems: It was a lower-class, lighter-duty conveyor chosen by engineers during a recent period of slower sales and budget constraints. Under reduced production volume, the unit had run successfully.

As time passed and sales increased, the cheaper conveyor was unable to keep up with production demands. The mechanics knew why, but felt there was “no sense” trying to reason with the current engineers, who they believed would “just stick up for the last guys.” Good old THEY was still to blame. After several visits to the facility, I felt it was time to take on THEY myself. I asked the plant manager if he had ever taken a close look at this fl imsy, belt-chewing unit that was out of step with the rest of the plant and suggested he get something better.

On my next visit to the plant, a brand-new, sturdy, top-of-the-line conveyor had replaced the troublemaker. The mechanics told me, “I guess THEY saw the light and spent the money.” It was the fi rst time that hearing the word didn’t gall me. Too often, people wait for someone else to make changes. But management may not always be aware of equipment history. How can THEY know, if no one points it out?

Become alert to the word You would cringe at a four-letter word voiced in polite conversation. Develop this same refl ex whenever you hear the word THEY spoken in a group. Consider asking, “Who is THEY? Just who are you talking about?” The answer you get might put you not only on the track to solving the problem at hand, but also to eliminating that dirty four-letter word from your work environment. MT

Tom Davis is President of Maintenance Troubleshooting, a consulting fi rm started in 1978. A specialist in fi eld assistance for mechanical repair, he has authored three books and currently teaches a seminar at various U.S. locations called “Understanding and Troubleshooting Mechanical Rotating Equipment.” Email: [email protected].

305-591-8935 • www.ludeca.com

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Easy-to-usesolutions for your

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MOTOR DOC’S HOT TOPICS

Industrial EnergyUpdate

The U.S. Department of Energy (DOE) has made industrial information, soft-ware, training, grants and resources available in the past. Given some recent updates to the agency’s Website, signifi cantly more information is now avail-

able. The materials developed in relation to electric-motor applications have been put through extensive reviews by industrial teams and revised to refl ect new data.

If you haven’t yet visited it, the DOE Website, http://www.eere.energy.gov/topics/manufacturing.html, contains information on all of the above, including software for steam; process heating; combined heat and power; compressed air; motors; pumps; fans; HVAC systems for data centers; solar panels; and refrigeration. These tools are free to download and use, as is the site’s other information. Training classes in a variety of tools are also available through the site, with some provided, for fee, by third parties.

The addition of PdM capabilitiesOne of the top DOE software programs, MotorMaster Plus, in its last version, received funding in 2000 from Dreisilker Electric Motors, Inc., Pruftechnik and ALL-TEST Pro for modifi cations that added predictive maintenance (PdM) capabilities. This allowed end-users to add vibration, motor-circuit analysis and similar testing to a motor database and search motors by condition, thus permitting repair versus replace decisions to be made in advance of equipment failure. This version of MotorMaster Plus works on Windows through XP. Another version of the software, MotorMaster International, which does not have the PdM tool capability, works on versions of Windows through Windows 7. In addition to these software programs, DOE offers a separate belt-effi ciency calculator that can be used online or downloaded for computer use. Users can enter a series of motors and the calculator will compare the effi ciency of stan-dard V-belts to cogged V-belts.

Tools for mature motor-system management programs The combination of motor-system-related materials, software and training offerings available via the DOE Website certainly can be utilized as the basis for an effective motor-systems management program. Still, there are other items that should be added to a mature/maturing program, as the primary emphasis of the tools referenced in this month’s column is energy, followed by reliability, maintenance and lifecycle costs. We’ll cover a number of those other items in future articles. MT

Dr. Howard Penrose is VP of Engineering and Reliability Services for Dreisilker, Webmaster of the IEEE Dielectrics and Electrical Insulation Society, and Director of Outreach of the Society for Maintenance & Reliability Professionals (SMRP).

Howard W Penrose, Ph.D., CMRPVice President, Dreisilker Electric Motors, Inc. ©

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Dare To Compare:Leveraging CAGI Data

Overcoming Your Challenges

Your air compressors won’t last forever. At some point in your career, you could be involved in specifying a compressor for a new application or

deciding to repair or replace an old one that has failed. Let’s assume you had not thought about the subject for years. You would need to quickly bone up on the various makes, models and types that are available—and prepare for the blizzard of information that’s sure to come your way when you ask for sales quotes.

But, how do you choose the best air compressor? That’s simple: If energy costs and effi ciency are important to your operations, data sheets from the Compressed Air and Gas Institute (CAGI), along with resources from the Compressed Air Challenge (CAC), can be a big help in your decision-making process.

Many times the purchasing decision for an air compressor and related equipment comes down to the cheapest fi rst price, without consideration of the ongoing operating cost. Often the price difference between various equipment quotes may differ by only a few hundred dollars, however the actual total lifecycle costs can quickly negate any purchase savings.

Based on 10 cents per kWh for a fi ve-day, two-shift operation of about 4200 hours per year, a typical 100 hp compressor will consume about $37,000 in annual electricity costs. Over a 10-year period, these electrical costs can make up about 76% of the total lifecycle cost of the air compressor, with the purchase price representing only 12%. This means, for example, if you select a compressor that’s 5% more effi cient than the lowest cost choice, your decision could result in an $18,500 savings in operating costs over 10 years.

Much has changed over the years in the compressed air industry. Most customers are demanding energy effi ciency—which, in turn, has encouraged manufacturers to develop better compressed-air equipment. Because newer units

often use less energy, hanging on to your old compressor may not always be in your best interest. Until recently, though, comparing a manufacturer’s effi ciency claims for new equipment was confusing due to differing test standards and reporting methods and lack of verifi cation of the numbers. Fortunately, members of CAGI have all agreed to test, report and make their equipment-performance numbers available in standardized data sheets.

As a service to end-users of compressed-air-system equipment, members of the Rotary Posi-tive Compressor and the Air Drying & Filtration sections of CAGI have developed standardized formats for reporting performance. All members of these sections have agreed to use the reporting forms—known as CAGI Datasheets—and to post the sheets on their respective Websites. Note that this data is subject to random third-party testing to verify accuracy. (For details, go to www.cagi.org.) The point is that plant engineers can use the CAGI Datasheets to calculate and compare various quoted options via standard-ized data that can justify the higher purchase price of more effi cient equipment.

Additional information on this topic can be found in the Library section of the CAC Website (www.compressedairchallenge.org), specifi cally in “Fact Sheet 5 - Packaged Compressor Effi ciency Ratings.” MT

The Compressed Air Challenge® is a partner of the U.S. Department of Energy’s Industrial Technology programs. To learn more about its many offerings, log on to www.compressedairchallenge.org, or email: [email protected].

By Ron Marshall, for the Compressed Air Challenge



RELIABILITYTHE

F I L E SRELIABILITYF I L E S

Volume 2 Number 10

M A I N T E N A N C E

TECHNOLOGY®


Sponsored Section

40 | MAINTENANCE TECHNOLOGY Sponsored Information THE RELIABILITY FILES / SEPTEMBER 2012

RELIABILITYTHE

F I L E S M A I N T E N A N C E

TECHNOLOGY®


In today’s competitive business envi-ronment, even the smallest details can provide plants with a competitive edge.

Many manufacturing plants are in contin-uous operation, striving to meet critical deadlines. That kind of workload on industrial machinery requires hydraulic fl uids that protect equipment and help eliminate unscheduled downtime.

“Whether it’s rugged working condi-tions or a relentless production schedule, companies need advanced protection to keep hydraulic systems up and running,” says Marc Bouchebl, Hydraulic Oil Cate-gory Portfolio Manager, Petro-Canada Lubricants.

When it comes to special consider-ations for today’s plants, an operation’s own environment can also play a crucial role in determining the right hydraulic fl uids for the job.

ProblemDiesel-engine manufacturer DuraMax was exploring ways to extend coolant life and thereby reduce consumption. In the DuraMax plant, proper coolant effi cien-cy is essential. It operates machine tools with centralized coolant systems (50k and 46k usg reservoirs) and more than 80 stand-alone coolant systems (200-1000 usg reservoirs). To fi nd a solution, DuraMax enlisted the help of Mark Helke, its environmental specialist at HAZMAT.

“On large centralized systems, cool-ant was lasting only two to three years and only about three months on smaller, individual systems,” notes Helke. “It was costing the company thousands to continually replace.”

The primary cause of the coolant degradation was tramp oil contamina-tion, which occurs when lubricants in the machines mix with the coolant. This type of problem worsens when the lubri-cant contains zinc, a common anti-wear

additive found in typical hydraulic oil. The tramp oil bonds more tightly to the water/coolant mixture, causing the tramp oil to form an emulsion, which can lead to serious problems.

DuraMax needed a zinc-free hydraulic fl uid that, when mixed with the coolant, would allow the emulsion to break and, therefore, extend the life of the coolant and improve equipment performance.

SolutionDuraMax switched to ENVIRON, a zinc-free hydraulic fl uid that, when mixed with a coolant, lets the emulsion break down. ENVIRON is a hydraulic fl uid manufactured from Petro-Canada’s 99.9% Pure base oil—among the purest in the world. It has an extremely long-life service, due to its advanced oxidative stability, and provides better wear pro-

tection and lasts up to eight times longer than the leading vegetable-based hydraulic fl uid. ENVIRON is also non-toxic, inherently biodegradable, recy-clable, odorless and metals free.

Return on investmentThe end result of the switch has been substantially longer coolant life and better coolant performance.

According to Heike, switching to ENVIRON and PC Waylube* has greatly extended the life of the coolants—some up to eight years without changeouts. As he puts it, “by maintaining the cool-ant in operational order for longer peri-ods of time, we’ve saved thousands on coolant costs, minimized downtime and maintained a more effi cient operation.”

DuraMax has even been able to remove the tramp oil and, in some cases, reclaim parts of it for other applications. It also has stopped zinc-containing materials from entering the water table, thus meeting a crucial EPA guideline.

At DuraMax, all major hydraulic systems now run on ENVIRON. MT

Petro-CanadaMississauga, ON, Canada

Gaining An Edge With The Right Hydraulic Fluids


*PC Waylube is a product specially formulated for the slideways of modern machine tools.

Rugged working conditions?

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Your hydraulic systems

require advanced protection.

Gaining An Edge With The Right Hydraulic Fluids

*PC Waylube is a product specially formulated for the slideways of modern machine tools.

At the end of the day, our goal is to help you save time and money by making sure you have the right lubricant for the job. And experience has taught us that listening to your side of things first can make all the difference in

the world. Because there’s nothing general about general manufacturing.

Extend maintenance intervals • Prolong the life of equipment • Simplify your lubricant requirements

Learn more at LubricantsSolutions.com or call 1-866-335-3369

Petro-Canada is a Suncor Energy business.TM Trademark of Suncor Energy Inc. Used under licence.

When it comes

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But first we’re all ears.

Sept 4, 2012 2JC Y

JAN Kelley Marketing, its employees and agents (collectively referred to as “JKM”) shall not be held liable for any loss or damage

suffered by you, or by any third party, from the use of these marketing materials (the “Materials”) if they have been modified,

distorted, combined with third party content, or manipulated in whole or in part by any party other than JKM. Further, once the

proof of the Materials has been approved by you, JKM shall not be liable for any loss or damage suffered by you or any third party

arising from any alleged or actual defect in the Materials or in any way arising from their reproduction by a party other than JKM.

Production Artist: Date: Revision #: SC:

7755-PCS-P-095-2012-E.indd 1 12-09-04 2:23 PM


An Innovator That Is!An Innovator That Is!It Takes One... To Know One

The Innovators AtThe Innovators AtThe Innovators AtThe Innovators AtThe Innovators AtThe Innovators At

Developed and patented in the Netherlands by Mr. Jan P. de Baat Doelman, Scalewatcher™ technology was introduced to the European market in the 1980s. Based on its immediate market success, Mr. Doelman brought the technology to the United States, whereupon he applied for and received a patent in 1991. From that point on, Scalewatcher North America has been on the forefront of environmentally sensitive water treatment.

Scalewatcher’s innovative products are no-maintenance, environmentally friendly descalers that do not change water composition. Scales and stains disappear gradually and completely, without further action required, guaranteed. The units work by way of magnetic and electric fi elds and a continuously changing frequency. The process forces dissolved minerals such as calcium and magnesium to crystallize before mineral ions (the cause of hard scale) can settle on surfaces. This stops or reduces buildup of hard scale, and because the water is better able to dissolve minerals, existing hard-scale layers are softened and eventually disappear.

Scalewatcher technology has been used by more than 250,000 satisfi ed customers worldwide. These mainte-nance-free products prevent corrosion in pipework; prevent settlement of zebra mussels in plants using sea or river water for cooling; reduce bacterial counts in cooling systems; reduce water and energy bills; extend the life of water-using equipment (especially boilers); can be installed without plant shutdown; and last 20+ years.

The Innovators At Scalewatcherwill award individual water-treatment units to the

2012 Maintenance & Reliability Innovator of the Year and 3 Runners-Up

Scalewatcher North America, Inc.Oxford, PA

www.scalewatcher.com

Don’t Procrastinate! Deadline For Entries Is December 31. 2012...Don’t Procrastinate! Deadline For Entries Is December 31, 2012...


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Presented ByPresented ByApplied Applied Technology Technology PublicationsPublications

Get Details & Entry Forms At www.ReliabilityInnovator.com

Are You One? You Could Win An All-Expense Paid Trip To MARTS 2013 & More

It Takes One... To Know One

The Innovators At

Dreisilker Electric Motors, Inc.Glen Ellyn, IL

www.dreisilker.com

Get Details & Entry Forms At www.ReliabilityInnovator.com


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Presented ByApplied Technology Technology PublicationsPublicationsPublications

Henry Dreisilker came to America from Germany in 1954 seeking opportunity and gainful employment. Hard work and integrity landed him his fi rst job in a small motor repair and appliance business. Seven months later, he purchased the business, founded Henry Dreisilker Electric Motors and Appliance Service and began by specializing in commercial motor repair and sales. Combining old-world craftsmanship with advanced technology, the company grew steadily from three employees to over 120. Today, Dreisilker Electric Motors, Inc. provides complete electric motor solutions to commercial, industrial and municipal customers nationwide. It distributes new electric motors, parts, accessories and controls from major OEMs and offers a range of value-added, reliability-related services.

Among its many offerings is Dreisilker Total Motor Management (DTM2), a comprehensive program that incorporates expert technical coordination of an operation’s motor database, inventory recommendations, energy analysis, repair-versus-replacement decisions, exchange motor options and maintenance training on motor systems. Expert fi eld technicians are available for scheduled maintenance or to respond quickly to emergencies 24/7/365. The company’s innovative and exclusive Motor-Safe™ Repair 2.0 process uses special induction technology stripping, accurate and precise rewinding, advanced varnishing, dynamic balancing and thorough testing. Dreisilker never uses the “burnout oven” methods practiced by other motor shops. Motors repaired by Dreisilker improve reliability, increase uptime and save energy. The reliability of your motors, in turn, translates directly into productivity and profi tability.

The Innovators At Dreisilkerwill award individual iPads to the

2012 Maintenance & Reliability Innovator of the Year and 3 Runners-Up

TECHNOLOGY SHOWCASE


Productivity Enhancers

Ratchet For Limited-Access Applications

The 120XP™ Ratchet from GearWrench features 120 positions for every full rota-tion, allowing it to turn fasteners with

a swing arc of as little as three degrees. Its design makes it easier for technicians to reach fasteners in severely limited-access applica-tions. The 120XP has a 60-tooth gear that alternately engages its Double-Stacked Pawl™ Technology to produce the small swing arc. The ratchet’s teardrop-shaped head has a low profi le, which also improves access in tight spaces.

The ratchet design provides all the benefi ts of a fi ne-tooth ratchet without sacrifi cing strength or durability. The product exceeds the ASME (American Society of Mechanical Engineers) strength requirements, and its long handle is ergonomically designed to provide comfort and a good grip for users. It has an easy-to-clean, full-polish chrome fi nish and comes in three drive sizes: 1/4”, 3/8” and 1/2”. The 120XP ratchets are sold separately and come in select SAE/Metric standard/deep socket sets. The ratchet and socket sets come in GearWrench branded blow-molded cases with removable lids for easy storage and distinguishing yellow latches.

GearWrenchAn Apex Tool Group BrandSparks, MD

Tools, Tools, Tools

Adjustable Spud-End Wrench

Martin Tool & Forge’s new 16-inch spud-end wrench features an adjustable 1 ½” jaw capacity and a 12” alignment spud.

The ground-end spud allows for quick, easy alignment of holes and fasteners. The tool also offers a large knurl with lead-in that provides better access while adjusting. The wrench is well-suited for work in the oil and gas industry, military, government, factory maintenance, utilities, construc-tion and iron work. A black oxide fi nish provides corrosion resistance for an extended life.

Martin Tool & ForgeA division of Martin Sprocket & Gear, Inc.Arlington, TX

well-suited for work in the oil and gas industry, military, government, factory maintenance, utilities, construc-



TECHNOLOGY SHOWCASE



For more info, enter 80 at www.MT-freeinfo.com For more info, enter 81 at www.MT-freeinfo.com For more info, enter 82 at www.MT-freeinfo.com

Total Tool Management Made Simple

The makers of WinTool say their product is the only centralized, online tool database capable of seamlessly interfacing with many of the software programs that a manufacturing site already uses, including

CAM, presetters, tool crib management, scheduling and ERP, purchasing, etc. According to the company, this single database not only provides users with online access to an up-to-date record of tool inventory, it helps them eliminate errors and uncertainty by not ordering tools that they already have on hand.

According to the makers, the program allows for faster programming, reducing the amount of time needed to set up tool lists; faster simulation, saving the time spent gathering information to create an exact tool solid; and faster presetting, reducing the number of problematic or lost tools that need to be preset again each day.

WinTool software is modular. The base module is WinTool Professional, which is required to run all other modules except WinTool Compact. Other modules add functionality as needed for different manufacturing situations. WinTool is a Windows program (Windows 7, Vista, or XP required). The database server can be SQL Server or SQL Server Express, Access 2003, Oracle 10g XE (optional) — the server is not included.

WinTool USAArlington, TX

Telescoping Inspection Mirror

The Read Rite™ telescoping inspection mirror from Industrial Magnetics allows users to see a

true, non-inverted image of numbers, letters, symbols and pictures in diffi cult viewing locations. The mirror measures 3.5” x 2”, is constructed of non-break-able, stainless steel and is mounted to a telescoping hex rod with a double-ball hinge for 360 degrees of rotation and stability. The Read Rite weighs .5 lbs., measures 15.5” while collapsed, extends to 28.5” long and features a non-slip, solvent-resistant gripped handle.

Industrial Magnetics, Inc.Boyne City, MI


Industrial Safety

Safety Solutions for Plant and Personnel.

• Plant-Wide Safety Audit Provisions

• Lockout/Tagout Provisions

• Arc Flash Analysis

• Personal Protective Equipment

• Plant Safety Supplies

Download the Industrial Safety Brochure at graybar.com/MT-ISB.

meltric.com • 800.433.7642

OFF ButtonProvides pushbutton circuit disconnection

Safety Shutter Keeps NFPA 70E risk category = Ø

Ensure Arc Flash Protection

UL SwitchRated up to200A, 600V

11510 Goldcoast Drive, Cincinnati, Ohio 45249-1621

Phone (800) 903-9247 Fax (513) 671-3363

E-mail: [email protected] Internet: www.exair.com/48/199.htm

MACHINING WITHOUT COOLANT

EXAIR CORPORATION

The Cold Gun Aircoolant System™ increases tool life, tolerances and production rates by eliminating heat build-up. The quiet Cold Gun produces cold air at 20°F from com-pressed air to extend tool life, stop burning, and reduce wheel loading. No moving parts assures maintenance-free operation. The Cold Gun is ideal for dry machining or to replace messy mist systems. Applications include milling, tool and carbide grinding, drill sharpening, plastics machining.

At no extra charge, Neil Bloom will be available on Friday, Nov. 30 to mentor attendees on how to implement his RCM process on speci� c systems and equipment. For personal attention, bring your own plant-speci� c P&IDs, plant schematics or design drawings.

Due to high demand, the dates for this workshop have been changed:

November 27-29, 2012Chicago Marriott O’Hare | Chicago, IL

For Full Course Details, Lodging Info And Online Registration, Go To:

www.mt-online.com/rcm

AT THIS WORKSHOP, ATTENDEES WILL LEARN:

• Why over 90% of all attempted RCM programs result in failure.

• How to successfully implement a comprehensive, classical RCM program without the need for outside expertise.

• How to simplify (not streamline) an RCM program using in-house resources.

• What the pitfalls of RCM are, and how to avoid them.

• Why the Consequence of Failure Analysis (COFA) is more comprehensive and easier to understand than the Failure Modes and Effects Analysis (FMEA).

• Important differences between “functional failures” and “failure modes,” and between “failure modes” and “failure causes.”

• How to establish synergistic strategies for the integration of preventive and corrective maintenance.

• The fundamental concepts of “hidden failures” and the “Canon Law” of run-to-failure which are a vital but grossly misunderstood part of RCM.

• How to develop an RCM “Living Program.”

• How to monitor and trend the RCM reliability performance of an entire plant.

RCM FOR THE LAYPERSON

A Very Special Workshop Presented By The Man Who Wrote The Book

Pioneering RCM Expert and Author Of McGraw-Hill’sReliability Centered Maintenance (RCM) Made Simple

NEIL BLOOM

Register Now For The Extraordinary. . .

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SOLUTION SPOTLIGHT


According to Meltric Corporation, its switch-rated plugs/receptacles have been successfully applied as safe, reliable and rugged connecting devices across most major indus-

trial applications, especially those involving motors or welding machines. These products combine the functionality of a disconnect switch with the convenience of a plug and receptacle. An integral switching mechanism allows users to safely make and break connections under full load. They are UL-approved as a “motor circuit disconnect switch” and as a “branch circuit disconnect switch” (UL Subject 2682). When the plug is removed from the receptacle, a safety shutter prevents worker exposure to live parts—only the correct mating plug can open the receptacle’s safety shutter. This design shields users from potential arc fl ash at all times and maintains a NFPA 70E-defi ned hazard risk category = ‘0’ while making and breaking electrical connections. In comparison, most competitive pin-and-sleeve or twist-type plugs and receptacles are not safe to connect or disconnect under load and may present an arc fl ash hazard that requires an electri-cian to properly deenergize the equipment.

Ease of applicationMeltric’s plugs are built with a convenience feature that makes it easy to comply with OSHA lockout-tagout requirements. Incor-porating a 5/16” lockout hole in the plug shroud, these switch-rated plugs/receptacles are easily locked out by simply inserting a user-provided lock through the hole in the male plug. The lock on the disconnected male plug prevents insertion into the female receptacle and provides visual verifi cation of equipment deenergization. An optional lockout provision can be provided on the receptacle to prevent plug insertion or to lock the plug in the connected position. In comparison, most competitive

pin-and-sleeve-type plugs require an additional third-party lockout shield or plug cap, which not only can be expensive, but are often lost, broken or simply unavailable when needed.

Meltric switch-rated plugs/receptacles are available in three models:

■ DSN Series: ratings up to 60A, 20HP, 600V (most compact, lowest cost design, NEMA 4X)

■ DS Series: ratings up to 200A, 25 HP, 600V (offering the highest amperage ratings, NEMA 4X optional)

■ DB Series: ratings up to 100A, 60HP, 600V (highest horsepower ratings, heavy-duty applications, IP67)

These switch-rated plugs/receptacles are built to order in Franklin, WI, and are typically shipped on the next working day. MT

Meltric Corp.Franklin, WI

Meltric’s switch-rated plugs/receptacles have been applied motor connection devices across many industrial markets where safety and reliability are critical. The products offer an easy way to establish a safe work condition and comply with OSHA lockout-tagout requirements.

Convenient Lockout-Tagout After Safe & Easy Electrical Deenergization

More About MeltricMeltric Corporation has built a strong reputation serving the needs of industrial operations seeking to improve their electrical connection safety and maintenance productivity. The company’s complete line of industrial plugs and recep-tacles, including UL/CSA switch-rated plugs and recep-tacles, is available through electrical distributors.


SOLUTION SPOTLIGHT



Circuit protection protects electrical service personnel, physical assets and production schedules against shorts, faults and dangerous arcing conditions. In addition to

protecting equipment from power surges and sags that result in immediate equipment failure, circuit breakers, inter-rupters and other protective devices also protect equipment from partial failures and faults that shorten the lifetime of electrical equipment.

For circuit-protection applications with voltages in excess of 1kV, electricians and maintenance personnel tradition-ally have used circuit breakers with either air-magnetic or oil-based interrupters. More recently, vacuum interrupters (VIs) have supplanted many of these interrupters because of their ability to interrupt power faster—improving equip-ment and personnel safety—for more cycles than older interrupters. This translates to longer lifetimes for circuit protection equipment and less cost to the user for replace-ment interrupters.

Vacuum interrupter manufacturers use three electrical tests to validate the operation of their products before sending them into the marketplace: 1) contact-resistance; 2) high-potential; and 3) leak-rate. Of these three, only leak-rate testing provides data for computerized mainte-nance management systems (CMMS) and enterprise asset management (EAM) systems.

Until recently, leak-rate tests could not be conducted in the fi eld because they required large, expensive magnetrons and bulky magnetic coils. Other hurdles for such fi eld testing include calibration-sensitive magnetrons, a lack of compact magnetic coils, standard graphs for measuring ionization current against vacuum pressure and trending and predic-tion tools and algorithms.

Solving the problemNew portable magnetron-based test equipment (shown above) and condition-based maintenance (CBM) algorithms devel-oped by Vacuum Interrupters, Inc., recently proved the capa-bility of leak-rate system while fi eld testing 60 GE Power Vac Circuit Breakers at the Lower Colorado River Authority (LCRA) Fayette Power Project facility, in Fayette County, TX.

During fi eld-testing, the VI is inserted into a fl exible magnetic fi eld coil (FMFC) developed by Vacuum Interrupters. The FMFCs signifi cantly simplify the process compared to traditional shop-testing procedures. To determine the condi-tion of the VI, the system measures the relationship between the ionization current and pressure inside the device using the magnetron, coils and a vacuum pump. To create a vacuum-vs-current curve, a VI is opened and a vacuum pump connected to it so the pressure can be gradually decreased, while the magne-tron measures the current effects on the magnetic fi eld for each different pressure point. The test automatically enters the data into a CBM diagnostic and predictive algorithm. The algorithm evaluates the results and categorizes the device’s remaining lifetime based on changes between current and historic device measurements, similar to lab tests used to analyze dielectric oils, insulation and other electrical components.

Of the 60 breakers fi eld tested at LCRA, 10 interrupters were found to need of immediate attention or replacement. Out of those 10, only two would have been identifi ed by traditional contact-wear fi eld tests. MT

Vacuum Interrupters, Inc.A Group CBS CompanyCarrollton, TX

Stand-mounted coil for application of uniform magnetic fi eld

New Leak-Rate Field Test Predicts Future Vacuum Interrupter Failures

Flexible coil applied to an entire pole

2013 Electrical Maintenance and Safety Event

February 18 – 21, 2013Sheraton New OrleansNew Orleans, Louisiana

RegisteR today!

www.powertest.org 888-300-6382 (NETA)

The Premier Electrical Maintenance and Safety Event

Whitelogo

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Featuring:• Technical Presentations:

Safety, Reliability, Equipment, Circuit Breakers, and Relays

• Safety Summit

• Panels: Motors and Generators, Circuit Breakers, Medium-Voltage Cables

• High Power Seminars

• Networking with Industry Leaders

eaRly BiRd RegistRation now open!

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CAPACITY ASSURANCE MARKETPLACE



Reliable Tapered Roller Bearings

Baldor Electric Compa-ny’s Dodge Type EXL tapered roller bearing

provides both misalignment and expansion capability, while maintaining industry-standard Type E mounting dimensions. Its design inc-orporates a cartridge-style inner unit into a split ductile iron housing. The split-housing design allows the inner unit to swivel freely in the housing, allowing up to +/- 4 degrees of static misalignment. The totally sealed inner unit incorporates the Dodge XTS triple-lip seal for increased protection in harsh environments.

Baldor Electric Co.Fort Smith, AR

Capacity Controller For Refrigeration Compressors

The AK-PC 781 Multifunctional Pack Controller by

Danfoss makes it easy to set up energy-effi cient capacity control of refrig-eration compressors and condensers with modu-lar hardware and fl exible software that extends as system requirements grow or change. The controller allows users to confi gure inputs and outputs for sensors, switches and relays with a modular controller, and can also provide oil management, heat recovery and CO2 gas pressure control. Controller programming is easily accomplished with a PC using AK-Service Tool software.

Danfoss LLCBaltimore, MD

[email protected]

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Portable, Easy-To-Use Borescopes

The VJ-Advance bore-scopes from RF System Lab offer four-way

articulation, an easy-to-use joystick control and a medical-grade camera that takes video and still images. The portable, battery-powered units weigh only 23 ounces and have the rugged construction required for industrial remote visual inspection or commercial RVI work. The borescopes also feature a fl ip-up 3.5” monitor, remove-able MicroSD memory and a hard-shell carrying case.

RF System LabGaylord, MI

Inline Machine Tool Fluid Filtration And More

According to Eriez, its fully automated mobile SumpDoc™ provides inline coolant

fi ltration and replenishment for machine tools while they run. The fi rst phase of its three-phase process vacuums chips and sludge from dirty sump coolant at a rate of 85 GPM per minute (50 microns). Fine solid particulate is then fi ltered to 3-5 microns and tramp oils are removed to less than 0.5% at fl ow rates of 90-120 GPH. Once clean, the fl uid is analyzed and the SumpDoc is set to deliver a lean, medium or rich coolant mix back to the sump. Depending on the regularity of cleaning, a 200-gal. sump typically can be processed in about two hours. Mounted on a battery-powered pallet jack, the unit comes with onboard hookups and extensions for compressed air, plant water and 120V, single-phase electric.

Eriez Manufacturing Co.Erie, PA

REVOLUTIONARY VIBRATION AND

BEARING ANALYSIS

Leonova Diamond is the latest proof of our commitment to developing first class condition monitoring products for more profitable maintenance. Use SPM HD for accurate rolling element bearing analysis. Reduce data col-lection time with tri-axial vibration measurements. Add balancing, laser alignment, orbit analysis and much more, all in a rugged and lightweight instrument.

For a total Condition Monitoring package, contact us today!

Tel. 1-800-505-5636leonovabyspm.comspminstrument.com

CONTROL SYSTEMS

T 1.205.824.0004 // REVERECONTROL.COM

ENGINEERED TO SERVEINDUSTRY MAINTENANCE

At Revere, we engineer controls for an incredible range of industrial applications. From mining conveyor controls to 15 kV switchgear and plant wide PLC systems for

municipal, industrial and energy applications. System upgrades, expansions, and maintenance.

Control your systems.Control your business.

For more info, enter 88 at www.MT-freeinfo.comFor m

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Catalog Full Of RoHS-Compliant Components

Arevamped, 640-page hardware catalog from All Metric Small

Parts features over 11,000 100% RoHS (Restriction of Hazardous Substances)-compliant components. The catalog, identifi ed as M110, features an expanded 141-page section of quality industrial leveling foot mounts. Of special interest is a series of clamping adjustable levers offered in a wide variety of colors to complement specifi c applications. The catalog also offers a useful technical data section.

All Metric Small PartsNew Hyde Park, NY

Torque Limiters For High-Torque Applications

According to R+W Coupling Technology, use

of its ST torque limiters can help minimize machine downtime due to crashes, and increase the availability and productivity of a plant’s machines. The limiters are designed for high-torque applica-tions, using individual torque modules evenly spaced around the circumference of the coupling. The limiters are based on a spring loaded, ball-detent design. The line is backlash-free and torsionally rigid with a compact, simple design.

R+W Coupling TechnologyBensenville, IL


Unlock the Secrets that let you Tap your True Maintenance Potential

and Maximize Asset Reliability!

Unlock the Secrets that let you Unlock the Secrets that let you Unlock the Secrets that let you Tap your True Maintenance Potential Tap your True Maintenance Potential Tap your True Maintenance Potential Tap your True Maintenance Potential

and Maximize Asset Reliability!and Maximize Asset Reliability!and Maximize Asset Reliability!and Maximize Asset Reliability!World Class organizations know that increased asset reliability, utilization and maintainability, reduced operating costs, downtime, contamination, energy consumption and carbon footprintall commence with a best practice lubrication program!

“Industrial Lubrication Fundamentals”


3-Day, On Site, Certifi cation Preparation Training Program

Course design is based on ISO 18436-4 and the ICML body of knowledge and exceeds minimum training requirements to write the ICML, MLT1, MLA1 and ISO LCAT1 International lubrication certifi cation exams. Exams can be arranged to take place at your site immediately following the training.

For more information on this unique training program developed and delivered by internationally accredited lubrication and maintenance expert Ken Bannister, author of the best selling book Lubrication for Industry endorsed by ISO and the ICML as part of their certifi cation Domain of Knowledge Content.Contact ENGTECH Industries Inc at 519.469.9173 or email [email protected]

With over 70% of all mechanical failures attributed to ineffective lubrication practices, you will want to have professionally trained and certifi ed lubrication personnel working on your reliability efforts!




Bearing Protection For Harsh Environments

SKF’s three-barrier solution for harsh operating environ-

ments is a cost-effective, environmentally friendly bundle of products that can extend bearing ser-vice life without compli-cated sealing arrangements. The solution protects the bearing and can help eliminate contamination during both assembly and in service. Included in the kit are a housing, sealed spherical roller bearing, adaptor sleeve, spacer ring (if required), stabilizing ring, two PosiTrac Plus seals and mounting instructions.

SKFLansdale, PA

Updated Software For Testo Thermal Imagers

Testo Thermal Imaging has released its

next-generation thermal imaging software, IRSoft 3.1 sp3, the third such upgrade made available by the company in the past year. The software is free to all users of Testo Thermal Imaging Products, and it is backwards compatible with all of the company’s imagers. New reporting features include a Word-compatible fi le format, the addition of 12 user-customizable data fi elds and customizable reporting templates. Other benefi ts include upgrades to radiometric video capture and advanced memory management.

Testo, Inc.Sparta, NJ

For rate information on advertising in the Information Highway Section Contact your Sales Rep or JERRY PRESTON at: Phone: (480) 396-9585 / E-mail: [email protected] HIGHWAY

Web Spotlight: Grace Engineered Products

For more info, enter 91 at www.MT-freeinfo.comwww.ludeca.com

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

Increase Productivity and Safety with Mechanical LOTO Workers performing mechanical LOTO procedures must isolate electrical energy. Externally-mounted voltage detectors provide a means of checking voltage inside an electrical panel. Without these devices, a mechanic performing mechanical LOTO would be required to work in tandem with an electrician using a voltmeter to physi-cally verify voltage inside an electrical panel. In this case, the electrician is exposed to voltage. With The Combo Unit, the mechanic can single-handedly check for zero electrical energy without any exposure to voltage.

For more info, enter 90 at www.MT-freeinfo.comhttp://graceport.com


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

For more info, enter 92 at www.MT-freeinfo.comwww.pip.org

CLASSIFIED


For rate information on advertising in the

Classifi ed Section Contact your Sales Rep or JERRY PRESTON at: Phone: (480) 396-9585

e-mail: [email protected]

RENEWIn order for us to send

to you FREE, we are required by the US Post Offi ce to have a

completed and signed renewal form once a year.

MAINTENANCE TECHNOLOGY

RENEWIn order for us to send

to you FREE,we are required by the US Post Offi ce to have a

completed and signed renewal form once a year.

MMAINTENANCETECHNOLOGY

You may renew online at

www.mt-online.com

www.atplists.comContact: Ellen Sandkam

847-382-8100 x110 800-223-3423 [email protected] [email protected]

1300 S. Grove Ave., Suite 105, Barrington, IL 60010

Customized, Targeted Lists For Your Marketing Needs

ATP List Services

To view and order from our complete line of Visual Systems Products, go to...

www.swspitcrew.com

“Visual systems, when applied to equipment, can reduce training time by 60 to 70%

and eliminate errors.” —Robert Williamson, lean equipment specialist

To order by phone or fax, call

(864)862-0446

Visual systems supplies that

deliver results...fast!

Our Visual Supplies Can Improve Your

Equipment’s Performance!Colored gauge marking labelsProblem and Opportunity Tags in English or SpanishRed Move TagsColored paint pensColored grease fi tting caps and lube point labelsVibration analysis pickup discs and labelsProven Tips for Equipment Troubleshooting handbookLean Machines instructional book for applying visualsTemperature indicating strips & more

MAINTENANCE TECHNOLOGY/JANUARY 2007 87

ARTHUR L. RICEPresident/CEO

[email protected]

MADDINGVice President

[email protected]

BILL KIESELVice President, [email protected]

Business Staff

TERRI WYMOREDirector of Creative Services/Production

[email protected]

ELLEN SANDKAMDirect Mail

[email protected]

Sales Staff

AL, AR, FL, GA, IA, IL, IN, KS, LA,MI, MN, MO, MS, NC, ND, NE,

OK, SC, SD, TX, WI, Ontario Canada1300 South Grove Avenue, Suite 105

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

BILL [email protected]

KY, OH, TN135 N. Rocky River Road

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

JOHN [email protected]

AK, AZ, CA, CO, ID, MT, NM, NV, OR,UT, WA,WY, British Columbia Canada

1300 South Grove Avenue, Suite 105Barrington, IL 60010

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

[email protected]

CT, DC, DE, MA, MD, ME, NH, NJ, NY,PA, RI, VA, VT, WV, Quebec Canada,

Space Age, 225 Fuller StreetBrookline, MA 02446

617-232-2000; Fax 617-232-2951VINCE CAVASENO

[email protected]

Classified Advertising/Electronic Sales:1300 South Grove Avenue, Suite 105

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

TRACY [email protected]

20TECHNOLOGYM A I N T E N A N C E

®

YEARSYEARS1300 S. Grove Ave., Suite 105,

Barrington, IL 60010847-382-8100

FAX 847-304-8603

Index OCTOBER 2012 • Volume 25, No. 10ADVERTISER WEB ADDRESS RS # PAGE #


1300 South Grove Avenue, Suite 105Barrington, IL 60010

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SALES STAFF

Access MT-freeinfo.com and enter the reader service number of the product in which you are interested, or you can search even

deeper and link directly to the advertiser’s Website.Submissions Policy: M T gladly welcomes submissions. By sending us your submis-sion, unless otherwise negotiated in writing with our editor(s), you grant Applied Technology Publications, Inc., permission, by an irrevocable license, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your sub-mission yourself or to allow others to republish your submission. Submissions will not be returned.

Reproduction of Materials: Materials produced by Maintenance Technology may not be repro-duced in any form for any purpose without permission. For Reprints: Contact the publisher, Bill Kiesel (847) 382-8100 ext. 116.


October 2012 Volume 25, No. 10

AR, KS, LA, MO, NM, OK, TX5930 Royal Lane, Suite E #201

Dallas, TX 75230972-816-3534; Fax 972-767-4442

GERRY [email protected]

CLASSIFIED ADVERTISING3605 N. TuscanyMesa, AZ 85207

480-396-9585 JERRY PRESTON

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AZ, CA, CO, ID, MT, NV, OR, UT, WA, WY, AB, BC, MB, SK

3605 N. TuscanyMesa, AZ 85207

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IL, IN, MI, WI1173 S. Summit StreetBarrington, IL 60010

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

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

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OH, KY, TN135 N. Rocky River Road

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JOHN [email protected]

ALL-TEST Pro, LLC ...................................................www.alltestpro.com ............................................... 95 ...............................9Des-Case Corporation...............................................www.descase.com ................................................... 70 .............................15Dreisilker Electric Motors Inc. ..................................www.dreisilker.com ................................................ 79,98 .................. 37,43Engtech Industries Inc. ..............................................www.engtechindustries.com ................................ 89 .............................52Exair Corporation ......................................................www.exair.com/48/199.htm ................................. 80 .............................45Fluid Defense ...............................................................www.oilsafe.com/workfl ow .................................. 66 ...............................5Fluke ..............................................................................www.fl uke.com/233 ............................................... 71 .............................21Fluke ..............................................................................www.fl uke.com/62max ......................................... 72 .............................23Fluke ..............................................................................www.fl uke.com/vibrationmeter .......................... 74 .............................25General Electric Company - Energy .......................www.ge-mcs.com/scout ........................................ 94 ........................... BCGrace Engineered Products. Inc. ..............................info.graceport.com/mt_evolv .............................. 73 .............................24Grace Engineered Products. Inc. ..............................info.graceport.com ................................................. 90 .............................53Graybar Electric Company .......................................www.graybar.com/mt-4 ........................................ 61 .......................... IFCGraybar Electric Company .......................................www.graybar.com/mt-isb ..................................... 82 .............................45Innovator Of The Year Award ..................................www.reliabilityinnovator.com ............................. 67 ...............................7Kluber Lubrication North America ........................www.klubersolutions.com/substainability2 ...... 69 .............................14Ludeca Inc. ...................................................................www.ludeca.com .................................................... 78,91 .................. 36,53MARTS .........................................................................www.martsconference.com .................................. 75 .............................29Meggitt Sensing Systems ...........................................www.wilcoxon.com ............................................... 65 ...............................4Meltric Corporation ..................................................www.meltric.com ................................................... 81 .............................45Miller-Stephenson Chemical Co. ............................www.miller-stephenson.com ............................... 64 ...............................4Milwaukee Electric Tool Corporation ....................www.milwaukeetool.com/thermal-imaging ..... 68 .............................11Mobil Industrial Lubricants ......................................www.exxonmobil.com/lubes ............................... 76 .............................32Mobil Industrial Lubricants ......................................www.mobilindustrial.com .................................... 77 .............................33Neil Bloom ..................................................................www.mt-online/rcm .............................................. 83 .............................46NETA ...........................................................................www.powertest.org ................................................ 84 .............................49Nidec Motors ..............................................................www.usmotors.com ............................................... 62 ...............................1Palmer Wahl Instrumentation Group ....................www.palmerwahl.com .......................................... 86 .............................50Petro Canada - Suncor ..............................................www.lubricantssolutions.com ............................. 260,280 ............. 40,41Process Industry Practices .........................................www.pip.org ............................................................ 85,92 .................. 50,53Revere Control Systems .............................................www.reverecontrol.com ........................................ 88 .............................51Scalewatcher ................................................................www.scalewatcher.com ......................................... 97 .............................42SPM Instrument, Inc. ................................................www.spminstrument.com.................................... 87 .............................51Sullair Corp. .................................................................www.sullairinfo.com/sullube ............................... 93 ..........................IBCTEAM Industrial Services .........................................www.teamindustrialservices.com ........................ 63 ...............................2U.S. Tsubaki Power Transmission, LLC ..................www.time4lambda.com ........................................ 96 .............................10

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MAINTENANCE TECHNOLOGY September, 2012

09/28/12

52,270 51,605

October 2012

43,111 43,126

43,111 43,126

146 3008,560

8,414

8,314

8,014

51,671 51,440599 165

52,270 51,60583.43% 83.84%

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PS Form 3526-R, September 2007 (Page 1 of 3 (Instructions Page 3)) PSN: 7530-09-000-8855 PRIVACY NOTICE: See our privacy policy on www.usps.com

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MAINTENANCE TECHNOLOGY

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Arthur L. Rice, III

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Bill Kiesel, 1300 S. Grove Ave., Suite 105, Barrington, IL 60010

Jane Alexander, 1300 S. Grove Ave., Suite 105, Barrington, IL 60010

Same as Editor

12 $140.00

09/28/120 8 9 9 5 7 2 9

Bill Kiesel

847-382-8100


VIEWPOINT

World-class maintenance is the pinnacle of achievement for most maintenance organi-zations whether they maintain plant equip-ment, tend to mobile equipment or perform

facility maintenance. It results when the organization consistently produces reliable equipment with an effi cient organization, carries out an effective program and effectively uses quality information to help yield a highly profi table operation. The plant is characterized by a cooperative production group and supportive staff organizations (like warehousing). It is led by a visionary plant manager who has created an environment for success with a sound production strategy, clear department objectives and policies that guarantee harmonious departmental interaction. Its employees enjoy great personal satisfaction and its customers know they are dealing with a quality organization.

As the “working” defi nition suggests, specifi c cri-teria must be met. Any single criterion (such as consistently reliable equipment) results from extraor-dinary performance of people in effectively executing well-conceived program elements.

How does an organization identify the people and program performance levels they must meet? Perfor-mance standards, the use of KPIs (key performance indicators) and even benchmarking come to mind. Which is best? Are all of them useful? Who should establish them?

Is the term “world-class” taken too casually in a society where we identify Super Bowl winners as “world champions” of a game played only in North America? Can true world-class maintenance perfor-mance levels be defi ned by an organization not knowing what similar plants in Norway or South Africa are actually doing and how well? Similarly, could consultants come closer if their experience were

based on many plants of numerous corporations in the same industry?

Are performance levels likely to be different for mining versus food processing? Could some performance standards derive from principles of maintenance management and be applicable uniformly—regardless of industry or activity?

Once performance standards are established, candidate organizations should evaluate current performance against them to establish their position on the world-class pathway. An evaluation is the fi rst step of improvement. It determines the “as is” status of the organization against the desired performance standards. It also defi nes improvement needs and their priorities.

Evaluation results identify satisfactory perfor-mance as well, and are the basis for the improvement plan. Repeat evaluations measure progress toward meeting the fi nal standards. But, which method of evaluating is best? Performance standards should be updated as technical innovations, enhanced manage-rial techniques or improved information technology are introduced into the maintenance discipline.

World-class maintenance status should not be a “catchphrase” if an organization is serious about improving maintenance. It requires defi nition. It cannot be self-proclaimed, as some might be tempted to do. Performance levels necessary to meet world-class criteria must be capable of being measured in some logical way, allowing organizations to determine what they must do to get there, as well as to know when they have arrived. MT

It’s 2012: Paul D. Tomlingson is 82-years-young and still working as a worldwide maintenance consultant (something he’s been doing for 44+ years). Based in Denver, CO, he can be reached at [email protected].

World-Class Maintenance:Serious Aspiration Or Joke?

The opinions expressed in this Viewpoint section are those of the author, and don’t necessarily refl ect those of the staff and management of MAINTENANCE TECHNOLOGY magazine.

Paul D. Tomlingson, Principal Consultant, Paul D. Tomlingson Associates, Inc.

Editor’s Note: In his “Viewpoint” from September 2006, one of the true greats of the maintenance and reliability profession highlighted several issues to consider on a journey to “world class.” Fast-forward six years: Are you there, yet?

GE Measurement & Control

We’re even better together.GE’s Bently Nevada* business has teamed up with Commtest, bringing together some of the world’s most innovative condition monitoring technologies on the market today.

Commtest is a leading supplier and designer of machinery health information systems that provide highly reliable and accurate condition monitoring throughout your plant—a natural fit with GE’s Bently Nevada product line of world-class condition monitoring instrumentation and machinery protection for refineries, petrochemical plants, power plants, wind farms, and more.

From upgraded capabilities in portable data collection and vibration analysis to new possibilities in software applications and wireless technology, GE can now provide a fully integrated condition monitoring solution across your entire plant—and our combined offering is backed by more than 70 years of industry expertise.

For more information, visit our website at www.ge-mcs.com/bently

*Trademark of the General Electric Company.


Maintenance Technology October 2012

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