1033900 FEB 2011 Uptime

WWW.PLANTSERVICES.COM

FE

BR

UA

RY

20

11

Direct Drive Cuts Maintenance in Half / p.15

Kimberly-Clark Wins Plant of the Month / p.19

Asset Management Software Explodes / p.27

How Do You Defi ne Seal Failure? / p.36

HEAD

Strategic considerations and tactical moves infl uence whether to outsource MRO

PS1102_01_Cover.indd 1 1/27/11 4:09 PM

CHECK OUT OUR PRICES ON MOTORS

AC, 208-230/460V,3-phase, TEFC,1800 rpm, 1 hp

AC, 208-230/460V,3-phase, TEFC,1800 rpm, 20 hp

PMDC, 56C,2 hp, 180V

$112.00MTR-001-3BD18

AutomationDirectIronHorse

Baldor

$514.00MTR-020-3BD18

$335.00MTPM-002-1M18

All prices are U.S. published prices. AutomationDirect prices are from October 2010 Price List. Baldor prices taken from www.baldor.com 10/1/10. Dayton prices taken from www.grainger.com 10/1/10.Emerson prices taken from www.usmotors.com 10/1/10 or www.mscdirect.com 10/1/10. Prices and specifications may vary by dealer and configuration. Prices subject to change without notice.

$400.00CM3546

$1,939.00M2334T

$2,242.00CDP3585

$274.004THX2

$1381.002YB84

Dayton

$262.56U1E2D

$1,350.78U20E2D

$2,301.00G644 (1.5 hp, not 56C)

Emerson

$1,248.004Z380 (not 56C)

www.automationdirect.com/motors

Heavy-duty DC motorsIRONHORSE PMDC motors areavailable in TENV and TEFC enclosurestyles. Space-saving designs featurea NEMA 56C flange and removablemounting base.

• Rolled steel frame/cast aluminumend bells

• 0.33 to 2 hp, 1800 RPM

• Electrically reversible

• Compatible with SCR (thyristor) DC drives

• Large brushes for longer brush life, witheasy access for replacement

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Also Available

56C Gearboxes

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Go online or call to get complete information,request your free catalog, or place an order.

Inverter-duty AC motorsMARATHON ELECTRIC inverter-dutymotors have been carefully selected tobe performance-matched with ourDURApulse and GS series AC drives.

• 1/4 to 100 hp

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General purpose AC motorsIRONHORSE motors are availablein rolled steel (1/3 to 2 hp) and castiron (1 to 300 hp) 1800 RPM models.Selected 1200 and 3600 RPM unitsfor the most popular horsepowerratings start at just $70.

• T-frame cast iron three-phase, 208-230/460V up to 300 hp, TEFC enclosure

• 56C frame rolled steel single-phase,115/208-230V, from 0.33 to 1.5 hp,TEFC enclosure

• 56C frame rolled steel three-phase,208-230/460V, from 0.33 to 2 hp,TEFC enclosure

• TC frame (C-face) cast iron three-phase,208-230/460V, up to 100 hp,TEFC enclosure

1102-PlantServices-Motors-MAG:motors 1/12/2011 3:27 PM Page 1

PS1102_FPA.indd 2 1/28/11 4:22 PM

• Materialstear,jamorcurl

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VX-450 SeriesPortable Radios

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PS1102_FPA.indd 4 1/28/11 4:23 PM

www.PLANTSERVICES.Com FEbRuARy 2011 5

28 / COVER STORY

Head GamesStrategic considerations and tactical moves influence whether to outsource MRO

36 / SEalS

Failure by any Other NameCalculating MTBF for seals depends on your definition

41 / PREdiCTiVE MaiNTENaNCE ROuNduP

Proactive impactPredictive maintenance requires strong commitment and the right tools

features

specialists

columns and departments

9 / CRiSiS CORNER

learn From Foreign School SystemsSchools in Finland can teach something to U.S. schools

11 / MR. SuSTaiNabiliTY

SustenanceIndustry takes the lead on saving the world for future generations

21 / HuMaN CaPiTal

The art of delegationBuild your staff’s confidence in themselves and in you

23 / aSSET MaNaGER

level Playing FieldIFRS could change how asset life cycle costs are tracked globally

27 / TECHNOlOGY TOOlbOx

Software SophisticationCMMS and EAM expand their offerings

50 / ENERGY ExPERT

Energy investment decisionsWhy do we decide against our best interests?

7 / FROM THE EdiTOR

Where the action isPlantServices.com brings excitement to the Internet

13 / WHaT WORKS

data Points to CompressorsMonitoring system collects energy consumption data

The Height of EfficiencyMunicipal trash incinerator saves on installation and ownership costs

table of contentsFEBRUARy 2011 / VOl. 32, NO. 2

PlANT SERVICES (ISSN 0199-8013) is published monthly by Putman Media, Inc., 555 West Pierce Road, Suite 301, Itasca, Il 60143. Phone (630) 467-1300, Fax (847) 291-4816. Periodicals Postage paid at Itasca, Il and additional mailing offices. Canada Post International Publications Mail Product Sales Agreement No. 40028661. Canadian Mail Distributor Information: Frontier/BWI,PO Box 1051, Fort Erie, Ontario, Canada, l2A 5N8. Printed in U.S.A. POSTMASTER: Send address changes to PlANT SERVICES, Putman Media, Inc., PO Box 3435, Northbrook, Il 60065-3435. SUBSCRIPTIONS: Qualified reader subscriptions are accepted from PlANT SERVICES managers, supervisors and engineers in manufacturing plants in the U.S. and Canada. To apply for qualified-reader subscriptions, please go to www.plantservices.com. To non-qualified subscribers in the U.S., subscriptions are $96 per year. Single copies are $15. Subscription to Canada and other international are accepted at $200 (Airmail only) © 2011 by Putman Media, Inc. All rights reserved. The contents of this publication may not be reproduced in whole or in part without consent of the copyright owner. In an effort to more closely align with our business partners in a manner that provides the most value to our readers, content published in PlANT SERVICES magazine appears on the public domain of PlANT SERVICES’ Website, and may also appear on Websites that apply to our growing marketplace. Putman Media, Inc. also publishes CHEMICAl PROCESSING, CONTROl, CONTROl DESIGN, FOOD PROCESSING, INDUSTRIAl NETWORKING, THE JOURNAl, PHARMACEUTICAl MANUFACTURING and WEllNESS FOODS. PlANT SERVICES assumes no responsibility for validity of claims in items published.

acme employee’s injury claim leads to tricky circumstanceswww.plantservices.com/articles/2011/01inthetrenches.htmlin this edition of in the trenches, acme fires an employee for not following injury-claim procedures.

Register now for the 2011 PlantServices Performance Optimization Webinar Serieshttp://webcast.streamlogics.com/audience/index asp?eventid=40540712Join plant services editors and industry experts as we engage in lively discussions about hot topics challenging today’s manufacturing plant.

use a structured approach to select the appropriate level of effort for your root cause analyseswww.plantservices.com/articles/2010/12roadtoreliability.htmlto be or not to be: How to map business processes properly.

a blueprint for the real-time enterprisewww.plantservices.com/whitepapers/2011/001.htmlindustrial companies that do not move to real-time business operations will be at a severe disadvantage in the marketplace.

17 / YOuR SPaCE

Spare No ExpenseSpare-part inventory costs can make machines more expensive

19 / PlaNT OF THE MONTH

PdM improves Reliability, EfficiencyKimberly-Clark plant weaves predictive maintenance into its very fabric

46 / PROduCT FOCuS

47 / ClaSSiFiEdS / MRO MaRKETPlaCE

PS1102_05_TOC.indd 5 1/27/11 4:10 PM

Imagine how your productivity could soar

Hi, my name is Bob, Senior Marketing Support Specialist at Atlas Copco Compressors. Talkabout sustainability... for the last 38 years, I've been part of the team taking care of our valuedcustomers in the United States.

At Atlas Copco, our culture is built around the customer’s needs and minimizing our impact onthe environment. Sound too good to be true? Let us prove it. We’ve been named one of the top100 most sustainable companies in the world for the past five consecutive years while continuingto invest in growing our local support and service for the U.S. market. For instance, just thispast year, we’ve built a new 131,000 sq. ft. distribution center in Charlotte, NC increasing ourspare parts stock by 80%, all to better serve our customers.

Oh, and did I forget to mention our products? Whether you need air compressors, low pressureblowers, filters, compressed air piping, or nitrogen generators, we have the perfect product foryou. Just log on to www.atlascopco.us/bobusa or call 866-688-9611 to learn more about us, ourproducts, and how we have earned and will continue to earn our reputation.

Atlas Sustainability Ad 7 7/8 x 10.5 :Layout 2 1/28/11 5:09 PM Page 1

PS1102_FPA.indd 6 1/31/11 9:38 AM

FROM THE EDITORMIKE BACIDORE, EDITOR IN CHIEF

WWW.PLANTSERVICES.COM FEBRUARY 2011 7

WHERE THE ACTION ISPlantServices.com brings excitement to the Internet

Venice Beach. � e Las Vegas Strip. Broadway.

Yeah, you know what I’m talking about. � ings are happening. Moving. Shaking. Stirring. Action and interaction are everywhere.

Well, our little piece of the virtual world just got exciting, too.

PlantServices.com doesn’t have a boardwalk, basketball courts, or weight li� ing area. � ere are no casinos or showgirls. No � rst-run plays either. But for a plant maintenance manager, there’s not a more interactive or useful place on the Internet.

In the Trenches, which has been one of our most popular monthly features in the print magazine, is now online and interactive, so you no longer need to be frustrated when you want to chime in with your own opinion. You can do it right there. Just register for your user ID, and you’re ready to tell Acme how it should be treating its employees. Read the most recent situational drama at www.plantservices.com/inthetrenches.

Also, our Best Practices Awards are new and improved. You need to enter. You want to win. Our categories in 2011 include safety; management, sta� ng, and training; sustainability; and energy. It only takes a few minutes to enter. Nominate your plant or another plant at www.plantservices.com/bestpractices.

If you’re using best practices and steadily climbing the predictive main-tenance curve, then perhaps you’re a potential Plant of the Month. Our inaugural winner is Kimberly-Clark’s nonwovens plant in LaGrange, Georgia. Each month’s winner also will earn consideration for our Plant of the Year Award. Enter online or contact me di-rectly for the entry form.

If you’re into that sort of thing —

contacting me directly — you have a variety of ways to do that. � e telephone is always an easy way to reach out and touch someone. I’m usually sitting in sessions or walking exhibit hall � oors at most of the major conferences. E-mailing me always is a good strategy, too. But now you can talk back at me in your own time, too. My new blog, Plant Ambassador (www.plantservices.com/plantambassador) is your opportunity to

read my opinion on a variety of topics, add your own opinions, or just holler back about anything you like. I’ll give you a piece of my mind, if you’ll give me a piece of yours.

Finally, our newest addition to Plant-Services.com is Mechanical Meld, where you’ll � nd new maintenance gadgets that were developed by combining two or more existing tools. Our � rst meld is the Ultimate Maintenance Vehicle. A heavy-duty hitch, wireless laptop setup featur-ing a Panasonic Toughbook, retractable safety barriers, retractable power supply cords, ultra-bright headlights, heavy-duty mounted vise, chrome deck, remov-able ladder holder, and customer toolbox are just a few of the included features. Tell us what it’s missing in our interac-tive comment boxes.

� ere’s action and interaction awaiting you at PlantServices.com.

THERE’S NOT A MOREINTERACTIVE OR USEFUL PLACE ON THE INTERNET.

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

MIKE BRENNER Group [email protected]

EDITORIAL STAFF

PAUL STUDEBAKER, CMRP Editorial [email protected]

MIKE BACIDOREEditor in [email protected]

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

ALEXIS GAJEWSKIAssociate Editor, Digital [email protected]

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

JENNIFER DAKAS Art [email protected]

DAVID BERGER, P.ENG. Contributing Editor

PETER GARFORTH Contributing Editor

SHEILA KENNEDY Contributing Editor

JOEL LEONARD Contributing Editor

BOB SPERBER Editor at Large

PUBLICATION SERVICES

CARMELA KAPPELAssistant to the [email protected]

JERRY CLARK V.P., [email protected]

JACK JONES Circulation [email protected]

RITA FITZGERALD Production Managerrfi [email protected]

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

ADMINISTRATIVE STAFF

JOHN M. CAPPELLETTI President/CEO

JULIE CAPPELLETTI-LANGE Vice President

KEITH LARSON V.P., Content

ROSE SOUTHARD IT Director

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

PS1102_07_Editorial.indd 7 1/27/11 4:11 PM

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Learn from foreign SchooL SyStemSSchools in finland can teach something to U.S. schools

if we’re going to have a secure, sustainable, and pros-perous tomorrow, we have to change our social views of maintenance and reliability. Just convincing those in power now doesn’t ensure a strong tomorrow. We have to fix the perception of maintenance not only in the boardroom and the boiler room, but in the classroom and the family room.

It still amazes me how families are blindly going hun-dreds of thousands of dollars in debt to get their children college degrees. Yet companies don’t need degrees; they need experience and technical skills and are hiring and paying well for that talent. As Baby Boomers exit the workforce, those needs will only increase.

Our education system appears to be crazy. On average, only 66% of ninth graders finish high school. The U.S. test scores continue to plummet in comparison to global educa-tional systems. Meanwhile, Finland dominates test scores and has very fit students entering the workforce. Believe it or not, 10 minutes of every school hour is dedicated to calis-thenics. Can you imagine how many lawsuits would be filed if we tried that in the United States?

While the Fins are busting test records and getting fit, here in the United States we used to live in the land of milk and honey. Now, we are the land of the obese and diabetic.

As A. Whitney Brown, an Emmy Award-winning writer and comedian, said, “I’m as frustrated with society as a py-romaniac in a petrified forest.” That’s why I’ve decided to go to Hel — Helsinki, that is — in late March to fight the Main-tenance Crisis. After keynoting the MaintWorld Congress, I hope to learn more about the Finnish education system and more about the European processes to install reliability and economic growth systems. I believe we need to become more Finnish, or we will be finished as world leaders. It also amazes me that companies have disbanded apprenticeship programs to save money and now can’t locate qualified tal-ent to replace the retiring workforce.

If you can’t join me in Hel, I hope you can attend the National Facilities Management and Technology Conference in Baltimore, March 15-17. My presentation is on March 15, but I’ll be on hand throughout the event and would love to meet more industry professionals to brainstorm our way to better performance.

I also hope you put on your calendar the Society for Maintenance and Reliability Professionals (www.smrp.org) annual conference in Greensboro, North Carolina, in

October. Since it’ll be in my backyard, contact me if you’d like to get together and see some of the interesting sites here in North Carolina. Also, I might be able to get you one of the Joelburgers that Fincastle’s Diner named after me, but only if you promise to do some extra exercise.

I also have some big news to share. During the holidays, our visitors jabbered about their latest activities. One guest mentioned how much they enjoyed listening to NPR’s “Car

Talk.” Then a flash went into my noggin — there needs to be a Job Talk show. So, immediately after the holidays, I ar-ranged a meeting with the NPR station WFDD general man-ager and pitched my idea. She loved it and said, “‘Car Talk’ is very popular and driving is important, but food on the table is more important, and, with the economic changes, a weekly show will help our listeners cope.”

In July, we will be launching Joel’s Job Talk, and links will be on SkillTV.net. I’m in the process of mapping out the first six months of content, and I’ll be developing three seven-minute segments, three two-minute segments, and three one-minute commercials for the 30-minute weekly show. We’re going to have a regular job-climate report, kind of a job weather report telling which jobs are hot and cold. I’ll be featuring difference makers, individuals, and organizations that are implementing interventions to accelerate economic growth. Then, we’ll be including provocative moments so our listeners consider other options and not just the status quo. For example, we’ll be discussing the benefits of nepotism in a future episode. If your company is located in a rural environ-ment, a nepotism-ban policy might inhibit performance by forbidding family members to work together.

I also hope you continue to tune into SkillTV.net regularly and sign up for our newsletter as we are continuing to ex-plore solutions to fight the Maintenance Crisis. And I hope you also join the fight. Fix it forward.

contact Joel Leonard at [email protected].


criSiS cornerJoel leonard

it StiLL amazeS me how famiLieS are bLindLy going hUndredS of thoUSandS of doLLarS in debt to get their chiLdren coLLege degreeS.

PS1102_09_Crisis.indd 9 1/27/11 4:12 PM

Martin #103 Specialty Parts.qxd:Martin #103 Specialty Parts.qxd 12/29/10 3:01 PM Page 1

PS1102_FPA.indd 10 1/28/11 4:24 PM

SuStenanceIndustry takes the lead on saving the world for future generations

From the clean Air Act to energy efficiency requirements and OSHA penalties, the traditional impetus for industry to be more sustainable has been legislation: the powers of laws, courts, and fines compel compliance. But no more.

“Business isn’t waiting for politicians,” observes Chris Farrell, economics editor of American Public Media’s program, “Marketplace Money.” A confluence of social, eco-nomic, and environmental trends has contributed to the rise of sustainability as the key organizational performance met-ric of today and for the future. The forces behind the trends are customers, shareholders, neighbors, and employees.

Just this morning, my inbox included a report that a coali-tion of 36 environmental groups had accused Apple of ignoring unhealthy conditions at the Chinese factories of its suppliers. Apple spokeswoman Carolyn Wu promptly issued a state-ment asserting, “Apple is committed to ensuring the highest standards of social responsibility throughout our supply base.” The company requires all suppliers to sign up to Apple’s code of conduct, compliance is monitored through factory audits, and measures are taken to correct violations.

A second inbox item said five investment groups have filed shareholder resolutions urging nine major oil and gas com-panies to disclose risks of their U.S. natural gas fracturing, or fracking, operations. The proposals ask companies to dis-close their policies for reducing environmental and financial risks from the use of chemicals, water impacts, and other environmental issues associated with fracking. ExxonMobil has already responded with its plans to comply.

Every day I hear about sustainability projects that improve safety, raise efficiency, and reduce costs. Today, along with balance-sheet benefits, sustainability is being perceived as a marketing advantage and a workplace benefit: Customers and employees prefer to purchase sustainable products and work in companies where sustainability is a priority.

It’s clear that, the world over, industry is embracing sustainability. The environment should be protected, quality of life is important, and green — of both the Kermit and currency varieties — is good.

Sustainability has many aspects, but its essential im-plications for the triple bottom line of economic growth, environmental stewardship, and social progress can be summarized as “operating a business in ways that meet the needs of the present without compromising the world we leave to the future.”

Along with that great responsibility, those of you who are entrusted with a role in your company’s sustainability initia-tive are part of the next great wave of productivity sweeping through industry. It’s a huge task, but also a rewarding job that’s giving you a healthy appetite for information about industrial sustainability, what’s involved in managing it, and, above all, examples of initiatives, strategies, projects, measurements, and results.

Now we’re ready to help you satisfy those needs. I’m thrilled to be taking my 25 years of experience in engineering, manu-

facturing, automation, and industrial asset management, and using it to guide our new resource for sustainable manufactur-ing: Sustainable Plant (www.sustainableplant.com). Sustainable Plant offers information and examples to support initiatives according to your objective (safe, clean, efficient, profitable, compliant, or closed-loop), your sphere of influence (facilities, design, supply chain, workforce, management, automation, information technology, or environment, health & safety), and your solution category (materials, supplies, equipment, soft-ware, services, or infrastructure).

We’re offering Sustainable Plant Today, a concise daily e-newsletter, as well as the opportunity to join our community and partake of as much social media (LinkedIn, Facebook, Twitter) as you care to eat. You can propose and discuss technical and ethical issues in our “Green or Greenwash?” department, and see if you can outwit fellow visitors with your entry in our “Sustainably Silly” challenge.

Industrial sustainability is a new area of expertise with fresh ideas and discoveries every day, so we’ve striven to make it easy for you to help guide Sustainable Plant and to share your experiences by commenting and contributing to our smorgasbord of knowledge.

We hope you’ll visit www.sustainableplant.com, register for our e-newsletter, and browse our growing selection of practical information. Bon appetit.

contact editorial Director Paul Studebaker, cMRP, at [email protected].


paul studebaker, cmrpMR. SuStaInabIlIty

It’S a huge taSk, but alSo a RewaRDIng job that’S gIvIng you a healthy aPPetIte FoR InFoRMatIon.

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what works

when thomson purchased RCA from General Electric, operations continued at RCA facilities, including those in Indianapolis, Indiana. With a central boiler plant providing chilled water, compressed air, heat, and domestic hot water to several buildings, this facility is spread over about 80 acres.

To get the needed data, Thomson-RCA installed an AutoPilot Energy Information System, comprising Opto 22 (www.opto22.com) hardware and software and designed by Holmes Energy (www.holmesenergy.com). Using analog and digital interfaces that connect Opto 22 I/O processors to field equipment via multiple I/O modules, the AutoPilot sys-tem monitors 108 I/O points. The monitored machinery and equipment include gas and electric meters, as well as chill-ers, cooling towers, boilers, and water heating equipment. The AutoPilot system also monitors the facility’s compressed air system. This, in turn, enables tracking of the electrical demand, power consumption, with system pressure, and airflow associated with two 500-hp Centac compressors and one 350-hp Worthington compressor.

Thomson noticed a significant variation in the compressed air system’s efficiency based on the demand for air and which compressors were operating. The difference seemed to occur when the Worthington unit, the smallest compressor, could satisfy demand by itself during the third shift and on week-ends when air consumption was much lower.

Another somewhat startling discovery was that the sys-tem reported the compressed air system’s efficiency varied wildly, from a low of 148 cf/kW to a high of 191 cf/kW — a 30% difference.

Thomson experimented with different compressor combinations and loads. In one such experiment, the first Centac compressor required 380 kW, the second Centac slightly less than 350 kW, and the Worthington less than 250 kW. Based largely on the data the AutoPilot system aggre-gated, it became clear that running the Worthington alone on weekends offered the greatest opportunity for savings. In addition to the advantage of the Worthington unit over the bigger Centac units during low demand periods, the system revealed that under all conditions the Centac 2 unit was more efficient than what was thought to be an identical Centac 1.

“Discoveries such as this are made possible through the close examination that real-time monitoring provides,” says Bill Holmes of Holmes Energy, designer and integrator of

the system. “Before one can even begin to consider how to cut costs, before any control can or should be exercised, and even before energy usage behavior can change, one needs first to observe closely and measure accurately.”

Thomson’s boiler plant personnel used the data to change the operating sequence for the three compressors to maintain the highest overall system efficiency under any operating condition. They modified the controls to allow the Worthington to be the primary unit with the Centac units serving as automatic backups.

The data, and some quick math work, had shown conclu-sively that with good compressor management, a demand reduction of approximately 175 kW could be achieved and the compressed air requirements could still be satis-fied. After implementing the new operating procedures to put the Worthington in the lead position, compressed air reports showed that the 175-kW demand reduction resulted in a monthly consumption drop of nearly 64,000 kWh. Air compressor electrical costs were reduced by 20%, leading to an annual cost savings in excess of $35,000.

Data Points to ComPressorsmonitoring system collects energy consumption data

to reconfigure the operating sequence of its compressed air systems, Thomson-RCA implemented an energy monitoring system.

Circuit 1

Circuit 1A

Circuit 2

Circuit 3

Circuit 4

Centac 1

Meter AKW &RKVA

Circuit 9

Meter CKW &RKVA

Circuit 5

Circuit 6

Circuit 7

Circuit 8

Meter BKW &RKVA

Worthington

Centac 2

Circuit 10

Circuit 11

Circuit 12

Circuit 13

PS1102_13_15_Works.indd 13 1/27/11 4:14 PM

© 2010 Agilent Technologies, Inc.

Table compares products of equal AC/DC voltage and current measurement capabilities with comparable price

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what works

when a 2003 fire broke out on a conveyor system at the regional trash authority plant in Portsmouth, Virginia, it ignited a series of events and equipment upgrades that made maintenance easier and more cost-effective.

“The main conveyor crossing the street caught fire on a Saturday, and burned about two-thirds of the conveyor and the plant’s communication lines,” explains Steven Rawlings, account representative at Motion Industries (www.motionin-dustries.com), a subcontractor at the site. “They had to put an emergency bid procedure in to rebuild that entire conveyor.”

The conveyor feeds into an incinerator/boiler facility that produces steam for operations at the naval shipyard that is located in Portsmouth. Trash is conveyed to the incinera-tor/boiler on an inclined belt conveyor about 90 ft above the ground. “The plant processes more than 2,000 tons of trash daily,” says Rawlings.

During the next several years, the plant replaced four con-veyor assemblies and has 10 more scheduled during the next three years. “Right now we have drives that are outdated, so we’re going to update everything,” explains Tom DeLoatche, maintenance supervisor at the plant, now called Wheela-brator Portsmouth, a Waste Management company (www.wm.com). “We had some ideas, and we went to Steve at Mo-tion Industries. The existing drive had a corrugated belt that slipped. We were talking about a few different ideas, and we looked at the alternatives.” The gearboxes had been in place since the 1980s. “They’re chain driven, which poses a safety hazard,” says DeLoatche. “That’s another reason we wanted to change — to get rid of the pinchpoints.”

After the change, the plant wanted to increase steam production. This meant trash flow had to increase. Because of space constraints, the conveyor size couldn’t be increased. This left conveyor speed as the only practical solution.

The inline conveyor drive included a 60-hp motor, a gear reducer, and a cogged belt connection to the head pulley. Up-grading this arrangement to achieve the speed increase would involve larger drive components, reducer, chain guards, base platform and associated supporting structure, and time for fabrication and installation on the retrofit.

Motion Industries consulted Chris Wood at SEW-Euro-drive (www.seweurodrive.com), who recommended a right-angle, hollow-shaft, compact gear reducer mounted directly to the head pulley shaft. “We remanufactured the conveyor head pulley, as opposed to the upper inline drive structure,”

explains Wood. “We were able to mount the motor, high-speed coupling, and gear reducer on a swing base and then slide the whole assembly onto the head pulley shaft. By shaft mounting the reducer onto the head pulley, a torque arm bracket was the only part that had to be fabricated.”

Rather than attempting to upsize the existing inline drive arrangement, the direct drive approach Wood suggested proved to be more efficient and saved installation time, which was a big factor in the project. “A shaft-mounted drive was a good solution,” says Rawlings. “The SEW unit was quick and easy to install onto the conveyor head pulley shaft. SEW had a quick ship, easier installation, and was able to deliver more quickly than other companies who submitted bids.”

The project team coordinated with the plant’s mainte-nance organization to make the transition as seamlessly as possible. “The new drive was installed during a scheduled maintenance shutdown and didn’t interfere with normal op-erations,” says Wood. “Direct driving the conveyor boosted efficiency by 15% to 20%, which meant a 100-hp motor was sufficient to do the job. A more efficient drive arrangement allowed us to use the smaller motor. Maintenance issues and costs associated with the chain drive were also eliminated.”

The new drive has cut the maintenance time by 50% to 60%, says DeLoatche. “We do predictive and preventive maintenance monthly, semiannually or annually, depending on the equipment,” he explains. “We have 13 maintenance technicians, along with me and another supervisor.”

The implementation has been so successful that the plant is replicating the assembly over the remainder of its metal pan style low speed conveyors.

“In these applications, we’ll require a little more down-time upfront,” explains DeLoatche. “We’re replacing the whole head assembly, shaft, and bearings. These are a little bit tighter to get to. This is downtime we budgeted for this year and are scheduling for the next year, as long as our gearboxes hold out there.

the height of efficiencyMunicipal trash incinerator saves on installation and ownership costs

“the new drive was installed during a scheduled plant Maintenance shutdown and didn’t interfere with norMal operations.”

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PS1102_FPA.indd 16 1/28/11 4:25 PM

Spare No expeNSeSpare-part inventory costs can make machines more expensiveBy Chuck Dix, envision plastics

anyone who has run a maintenance operation knows the fine balance between stocking too much inventory and not having enough. We must have enough inventory to keep the plant running and producing. We also must not tie up too much cash in inventory. What is the maintenance depart-ment to do? Here are a few ideas that might offer some relief.

riSkS, uSage, aND veNDorSLife-insurance spares: When the annualized cost of procur-ing, storing, and maintaining a spare is less than or equal to the annual risk cost of not having the part when it’s needed, then you stock at least one. Look at the cost, or risk, of not having the part versus the cost of machine downtime. Com-pare the two at their respective minimums. We call these life-insurance spares. There’s a simple model for this, but it gets complicated. Multiple users of the same part have dif-ferent annualized risk costs. You’re using actuarial statistics, just like the insurance companies do. These parts aren’t subject to the usual rule — it must turn over every X years or it gets deleted. If you live for two years without dying, do you cancel your life insurance policy?

Walmart stocking: Use this if usage is relatively predict-able. It‘s a trade-off between the transactional costs of procuring just one part versus the carrying costs less volume discount. One unit might cost $5, but 12 cost $4 each, and you use one per month. The cost of buying one per month will likely exceed the carrying cost for 11 additional parts. If you have financial guidelines to work within, you can make a least-cost decision. This method is familiar to accountants; you can call it the Walmart stocking model.

Vendor inventory: In this method, vendors hold the inven-tory. There might be paperwork to sign stating that you’ll pur-chase X units each year and that you’ll purchase the inventory should the part become obsolete or pay a small annual fee for this service. The obsolete purchase applies if the part is a special order or the inventory can’t be sold back into commerce. Less cash is tied up in spare parts.

There are three things you can do to minimize the total cost of spare parts. These are:

• standardize, standardize, standardize• conduct root cause analysis to avoid repeat failures• improve your predictive maintenance programs.This method takes time, because years might elapse

between failures. If you know something fails every three years, buy a new one just before it’s time to cycle the part.

Keep minimal spare parts on hand and have the vendor stock additional inventory. I prefer vendors located a short driving distance from the plant. We can send someone for a part or the vendor delivers it. The strategy is to standardize your equipment, even if the initial cost might be greater.

For example, assume two types of machines and three

of each (six total) with spare parts for both. Price the ad-ditional spare parts for each machine and take the highest. Apply the cost for the spare parts to the purchase of the same machine that has lower spare parts cost. Now you have six machines with one set of spares instead of six machines with two sets of spares. It might not work every time, but it should be looked at.

The cost to purchase Machine A is $45,000. You have three (total $135,000). Machine B cost $40,000. You buy three because it costs less ($120,000). You saved $15,000 and feel good, until you look at the spare-parts inventory costs.

Spare parts for Machine A are readily available. We need only $1,000 worth for emergency repairs. There’s a vendor that stocks parts only 30 miles from the plant. Total cost is $136,000 (three machines at $45,000, plus $1,000 in spares).

Spare parts for Machine B will be delivered six weeks after receipt of order. You learn this after the new machines ar-rive, so you must buy enough to keep the machines running under every contingency. Cost for the parts is $30,000. Total cost then is $150,000 for the three machines plus the parts.

You need to investigate options before purchasing equip-ment. Remember that vendors compete on the basis of initial equipment price. Once you purchase equipment, you’re locked into buying spare parts for it. Even if you don’t buy spare parts from the OEM, the cost might still be higher.

Chuck Dix is maintenance manager at envision plastics in reids-ville, North Carolina. Contact him at [email protected] or (336) 342-4749.


your SpaCe

oNCe you purChaSe equipmeNt, you’re loCkeD iNto BuyiNg Spare partS for it.

PS1102_17_Yours.indd 17 1/27/11 4:15 PM

PS1102_FPA.indd 18 1/28/11 4:25 PM


plant of the month

pdm improves reliability, efficiencyKimberly-clark plant weaves predictive maintenance into its very fabric

Kimberly-clark’s nonwovens plant in LaGrange, Georgia, went into operation in January 1995. The plant manufactures fabrics and synthetic fibers that are the cor-nerstone in the development of many of Kimberly-Clark’s premier personal care and health care products, including diapers, training and youth pants, incontinence products, and feminine pads and wipes, as well as protective apparel, surgical drapes, gowns, and face masks. “The materials are produced in rolls and sent to other Kimberly-Clark locations for converting into finish products,” explains David Walls, maintenance technician. “Our materials support our health care, North Atlantic consumer products, and Kimberly-Clark professional businesses.”

Four base machines produce nonwovens and elastomeric material, and each line has an assortment of extruders, mass air flow, a conveying system, calendaring system and a winding system.

The 616,500-sq ft plant employs 230 people to operate 24 hours/day, 365 days/year. “There are 35 people under the maintenance umbrella,” says Walls. “Of these, 12 cover the 24-hour operation, 17 provide improvement on the assets, and six provide planning and scheduling support.”

In recent years, the plant’s general population is using more of the predictive techniques on a daily basis. They’re returning to area responsibilities. Predictive maintenance equipment has been upgraded lately, and some new equip-ment has been added. Lean manufacturing principles were implemented in 2010, as well.

“We’ve always had a proactive maintenance program in place,” explains Walls, “but we started a dedicated predictive program in 1996. Before that, it was a when-we-have-time situ-ation. The reasons behind a dedicated program were to improve equipment reliability and identify the recurring problem ma-chines. This also improved the maintenance efficiency.”

The plant’s predictive maintenance (PdM) program is responsible for managing more than 200 pieces of equip-ment across four lines including fans, compressors, pumps, gearboxes, extruders, and ac/dc motors — variable speed and constant speed.

The plant has three automated monitoring lines and is in the process of setting up a fourth and last one now, in addi-tion to the utilities equipment. “We will still use the manual system on the redundant equipment until those are set with an automated system,” explains Walls.

As part of the manufacturing process that requires man-aging massive air flow, the plant might have as many as nine pumps that it’s monitoring, but not all of them run all the time, so the criticality ranking is lower. On the other hand, a large compressor without redundancy takes priority.

“Several things go into how critical a piece of equipment is — cost of replacement, time to replace, can we rent a replacement, and can we run for a short time without it?” explains Walls. “We also use the manufacturers’ recommendations.”

Equipment readings are taken on a cycle of scheduled maintenance, versus a formal, documented criticality rank-ing. Nearly all equipment in the plant is considered critical. However, some pieces of equipment are read more frequent-ly based on size, cost of the equipment, and redundancy.

“We have always had a CMMS system,” says Walls. “Cur-rently, we’re using SAP. We established manual vibration and IR routes early and refined them over time. We’re now rolling over to automated online vibration data collection systems. We had vibration and IR from the beginning. But starting in 1996, the information gave us a different picture. This allowed us to work on the problems and become more efficient within the maintenance group.”

The plant also has an energy monitoring program in place to help track that cost. “It lets us know if there has been a change up or down,” explains Walls.

The mill manager ultimately is responsible for energy costs. “He, in turn, has someone on the staff looking at what the cost is and whether we can affect it,” says Walls. The maintenance organization’s role in maintaining energy efficiency for the plant involves keeping the equipment in the best shape possible.

Within the first year-and-a-half of using a formal PdM program, the plant calculated savings of approximately $1.5 million in actual cost avoidance. “These were calculated from a time avoidance evaluation,” explains Walls. “These are real numbers if you identify the items that would have caused a delay, if they were run to failure. We threw out any item that was questioned or disagreed with. We quit recording this number because it became so large that no one believed it.”

some pieces of equipment are read more frequently based on size, cost of the equipment, and redundancy.

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Better Lubricant Performance -Because synthetic lubricants are engineered to meet specific perfor-mance specifications, they work better and provide better overall lubrication over a wider range of temperature extremes and conditions than conventional lubricants. Machinery and equipment performsbetter, runs cleaner, cooler, uses less energy and lasts longer with fewer breakdowns. This leads to significant reductions in unscheduled downtime and costly repairs.

Multiple Application Capability - Many of Lubriplate’s Advanced, 100% Synthetic Lubricants possess qualities that make them suitable for a wide variety of applications. This super multi-purpose capability can simplify your maintenance program, lead to lubricant inventory consolidation and significant reductions in application specific lubricants. This saves on warehouse requirements and the associated costs.

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The ArT of DelegATionBuild your staff’s confidence in themselves and in you

Whether you’re a novice at leadership or you’re a sea-soned manager, one of the more difficult things to learn or to do well is to delegate. It’s a hard thing to do for a couple of reasons. First, if you’re an experienced person, you were trained in doing the tasks that you are now expected to have others carry out. Second, you were promoted to a su-pervisory or managerial position in large part because of how well you performed those tasks. Most good supervi-sors and managers feel responsible for making sure things get done right.

A number of problems arise when a supervisor or man-ager doesn’t delegate responsibility well. In the case of a line supervisor, you take away the opportunities for people that work for you to prove their skills and knowledge on significant tasks. Similarly, if you’re a manager of other managers or supervisors, it’ll be apparent to your direct reports, their peers, and the workforce under them when you micro-manage or do the work of those below you. Do-ing so diminishes the authority and esteem of your direct reports. It makes them feel as though they’re not trusted or not allowed to do their jobs.

The higher up the organization chart the supervisor or manager is situated, the less that person can get done di-rectly. For instance, if you are a manager with six supervi-sors reporting to you and each supervisor has an average of 10 people working for them, you can’t possibly carry out the tasking assigned for the whole group. A supervisor with two direct reports might get away with doing more of their work, but why would you want to? Obviously, some small teams need the supervisor to pitch in more from time to time, but the supervisor is advised to be thought-ful of which tasks they take on and be mindful of the effects on others.

The first step in the art of delegation is to understand that delegation of task responsibility should be practiced. But a supervisor or manager can never delegate ac-countability to make sure the tasking gets done. You can delegate, but you can never abdicate. Because you retain accountability, you have to have a system for checking on progress. Woe unto the supervisor or manager who’s routinely unaware of the status of the work going on, or unaware of the capability of their people to carry out the work. A simple way to measure progress, such as daily or weekly briefing sessions, should be part of the plan. Mea-

surement or task tracking complexity should be appropri-ate to the situation.

The second step in delegation is to ensure you set up an environment that allows people to make mistakes. This doesn’t mean you allow mistakes to go too far. Don’t allow people to disregard safety or regulatory compliance issues or to make mistakes that have major effects on production or costs to rectify the mistake. The idea is to give people enough

autonomy to own the work they will be doing. As a leader, you must develop a sense for your direct reports: how much space you give them and how much coaching time they need.

A third aspect of delegation is to understand how and when to step in. You also must be keenly aware of how others perceive you; your position as a supervisor or manager has inherent power. Be acutely aware that what you say in front of others will have a huge effect on those involved. You need to be a presence so there’s a clear chain of command, but you need to use tact in how you interject when you need to.

The fourth recommendation for the art of delegation is to give credit to others for successes and be account-able when things go wrong. As a leader, part of your job is to develop your direct reports. Giving them credit for doing a job well and achieving the objectives is the best way to build their self-esteem, and it provides recognition for them. Taking the heat for mistakes is part of being a leader; it doesn’t feel good at the time, but the benefits in the long run include respect of those who work for you. When your people respect you, they will go the extra mile when you need them to.

Hone your delegation skills to get more done and to be the leader your organization and your team can be proud to be associated with.

Tom Moriarty, P.e., CMrP, is president of Alidade Mer. Contact him at [email protected] and (321) 773-3356.


hUMAn CAPiTAlTom moriarTy, P.E., CmrP

The higher UP The orgAnizATion ChArT The sUPervisor or MAnAger is siTUATeD, The less ThAT Person CAn geT Done DireCTly.

PS1102_21_Human.indd 21 1/27/11 4:16 PM

PAS-55 requires comprehensive asset lifecycle management software

Asset-intensive companies like

process manufacturers, oil and gas

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PAS-55 does place specific requirements on

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• EAM and ERP must address all phases of the

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• PAS-55 includes requirements for

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LeveL PLaying FieLdiFRS could change how asset life cycle costs are tracked globally

With so much controversy surrounding corporate finan-cial reporting during the past decade, it’s no surprise that a global standard for financial statements is emerging. The In-ternational Financial Reporting Standards (IFRS) have been developed by the International Accounting Standards Board (IASB) in an attempt to give greater transparency to inves-tors in public companies. IFRS enables making an apples-to-apples comparison, regardless of the location of the parent or subsidiary companies. So far, more than 100 countries opted into IFRS for domestic companies, on a voluntary or mandatory basis. Canada and Mexico are committed to transition to IFRS in 2011 and 2012, respectively.

In the United States, the Securities and Exchange Com-mission (SEC) stated its support for global accounting standards, but the transition to IFRS will take time. Current estimates are that IFRS won’t be fully adopted in the United States until at least 2015. In the meantime, efforts are under-way to converge IFRS with U.S. generally accepted account-ing principles (GAAP), the current accounting standard in the United States that provides guidelines and procedures for handling various accounting situations and preparing financial statements. Convergence of GAAP and IFRS has been ongoing for several years, as regulatory bodies such as the IASB, SEC, and the U.S.-based Financial Accounting Standards Board (FASB) look for common ground in devel-oping meaningful accounting standards.

iFRS advantageS and diSadvantageSTo many managers, IFRS might be a low priority at the mo-ment. But as convergence with U.S. GAAP and adoption of IFRS become inevitable, some noteworthy changes might be coming your way, depending on your size, industry, level of global business activity, or public-versus-private status.

The advantage for businesses moving to IFRS is leveling the playing field with competitors. If a global supply chain adopts IFRS, it facilitates worldwide comparisons. Addition-ally, it’ll be easier to make more meaningful comparisons of subsidiaries in China, India, Europe, and other locations. No longer will it be possible to hide behind differences in ac-counting practices of a given country. Information systems such as ERP and CMMS will require standard global ac-counting procedures for public companies, or in some cases, for private companies doing business with public compa-nies. This might prompt U.S. companies to revisit their cur-

rent CMMS to ensure compliance with IFRS or convergent U.S. GAAP. Some asset managers use the transition to IFRS as a great excuse to upgrade or even replace CMMS.

The disadvantage to implementing IFRS is the significant time and cost associated with changing procedures and information systems, which might not have corresponding benefits other than compliance. For example, if you’re forced to upgrade your CMMS and change the way you report the

cost of maintaining fixed assets so as to comply with the new standards, you might not see any change on asset avail-ability, performance, reliability, or total cost of ownership. To see any benefit, it might be necessary to leverage IFRS compliance as an excuse for making additional changes to maintenance practices and the supporting CMMS. Some companies deployed this strategy successfully in the late 1990s, all in the name of Y2K compliance.

exPected changeS — U.S. gaaP vS. iFRSProbably the most significant changes that can affect the maintenance department are those related to property, plant, and equipment (PPE). Below is a summary of some of the expected changes, including the appropriate Interna-tional Accounting Standards (IAS) reference numbers. On the surface, some of these proposed changes might appear light in terms of their effect on you, but at the very least, they might require changes to how your CMMS accounts for and accumulates total cost of ownership.

Thus, ensuring the CMMS accurately tracks asset-life-cycle cost will be more critical, from initial cost to revaluation, if the asset or its major components appreciate or deteriorate unexpectedly, and disposal.

The fallout from the proposed changes is critical if your CMMS integrates with your company’s fixed-asset account-ing and finance modules. The more significant changes, es-pecially with resource-based and asset-intensive companies, require greater rigor in data collection and reporting.

Initial asset cost: IFRS excludes from asset cost (IAS 16.19) the costs of opening a new facility, introducing a product or service (including costs of advertising and promotion),


conveRgence oF U.S. gaaP and iFRS haS been ongoing FoR SeveRaL yeaRS.

aSSet manageRdavid berger, P.eng.

PS1102_23_24_AssMgr.indd 23 1/27/11 4:17 PM

24 February 2011 www.PLaNTSerVICeS.Com

conducting business in a new location or with a new class of customer (including costs of staff training), as well as administration and other general overhead costs.

IFRS requires income/expenses of insignificant operations — those not necessary in bringing the asset to the location and condition for it to be capable of operating in the manner intended by management — to be recognized directly into profit and loss, not built into the cost of the asset (IAS 16.21).

Revaluation of assets: IFRS allows for historical cost method and fair value revaluation and provides for optional revaluation for a given asset class equal to fair value at the date of revaluation less subsequent accumulated deprecia-tion and accumulated impairment losses — loss in net worth of asset caused by damage, obsolescence, and unexpected deterioration (IAS 16.31). The fair value assessment must be done regularly and by a professional (IAS 16.32).

Depreciation: IFRS defines depreciation as the difference between carrying value and residual value over its estimated useful life (IAS 16.6). It requires a review annually and when expectations differ from earlier estimates (IAS 16.51).

Components: IFRS requires more explicit component ac-

counting than U.S. GAAP, when component cost is signifi-cant compared to total cost (IAS 16.43) or if component depreciation rate or method differs from the rest of the asset. IFRS allows grouping of significant components if their use-ful life and depreciation method are the same (IAS 16.45). Components can be non-physical, such as major inspection or overhaul. Planned maintenance and refits are amortized over the period between refits/maintenance at current mar-ket pricing, updated after each occurrence.

CMMS: In anticipation of implementing IFRS, look for a package that provides the right level of functionality and flexibility to facilitate necessary changes. Does your CMMS have an adequate hierarchy of assets, components, and parts that facilitates detailed component life cycle tracking? Does your CMMS maintain multiple asset valuation methods, such as original, impaired, and fair value? Does your CMMS have adequate lifecycle costing and comprehensive condi-tion monitoring for assets and major components?

E-mail Contributing Editor David Berger, P.Eng., partner, Western Management Consultants, at [email protected].

assEt ManagEr

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Technology ToolboxSheila Kennedy

SofTware SophiSTicaTioncMMS and eaM expand their offerings

Vendors leverage trends and technologies to improve and simplify your ability to manage assets effectively. Capabilities added to Oracle eAM are 3D laser modeling with Oracle AutoVue to virtualize and improve shutdowns, and geofencing with Oracle Spatial to ensure people, parts, and fleet are where they’re supposed to be for maximum efficiency. “It’s a mashup of technologies coming together, allowing the workers to have more intelligence at their fin-gertips and the information to be fully integrated with the ERP,” says Stephen Slade, senior director at Oracle.

Running asset software natively on iPads, iPhones, and Android-based phones is a capability of IBM Maximo. Ma-chine operators who require input for maintenance might benefit from a touchscreen. Mobile technicians might run disconnected, making iPhones or dedicated mobile devices more suitable. “Workforce mobility has been and will con-tinue to be an important enabler to connect the shop floor with the information they expect,” says Mary Bunzel, IBM’s worldwide manufacturing industry leader.

Social media influences the software. “IFS is rolling out initiatives to enable social media-like capabilities, in a secure manner, promoting communication between co-workers,” says David Andersson, director of IFS Labs. IFS Talk is a Twitter-like hub where IFS Applications users can ask questions, comment, share media, and get help. IFS WikiHelp builds collective knowledge by placing ap-plication help data into a wiki format. IFS Communicator enables real-time communication via chat, phone, or video.

Maintenance technicians can get virtual reality training from Invensys Operations Management. EyeSim training kiosks provide lifelike, 3D plant process navigation using a games console controller.

Improving energy management: The single largest operations expense in many sectors is energy, says Rod Ellsworth, Infor’s vice president of global asset sustain-ability. Energy is a leading indicator of asset performance. “When there’s a problem with an asset, it manifests itself as excess energy,” he says. The company’s Asset Sustain-ability application helps monitor, measure, and control energy use, reducing the cost and carbon emissions. “A good asset management decision in the past might be a bad sustainability decision today. Extending asset life is less important when a replacement would substantially reduce energy costs.”

SAP uses Perfect Plant to ensure assets are high-per-forming. “It directly affects issues such as the efficient use of energy via the SAP Industrial Energy Management solu-tion,” says Paul Boris, vice president of advanced manufac-turing solutions at SAP. “Perfect Plant feeds asset monitor-ing data back to operators or control rooms, automatically triggering alerts or requests to the core EAM systems, all via fixed or mobile devices.”

Ventyx has an automated approach for maintaining smart assets in the smart grid. From AMI meters and instruments in the substation to transformers for SCADA reporting, the assets need to be tracked properly, monitored, and maintained. “It’s the unglamorous but necessary aspect of the smart grid,” says Steve Radice, vice president of utility T&D solutions for Ventyx. “It doesn’t look good for a utility if it’s not maintaining its assets in a more modern way than break/fix mode.” With Ventyx As-set Suite and Service Suite, a smart grid device with a problem can communicate automatically and generate a service order or dispatch service without the customer knowing about it.

SMB solution: Cloud computing can give smaller busi-nesses access to affordable, easy-to-use, and easy-to-own asset management software. “They tend to be strapped for IT support, if they have any at all,” says Mike Stone, vice president of global marketing for AssetPoint. “They don’t want to worry about servers, databases, version updates, and disaster recovery. They need asset management on demand.” AssetPoint’s new TabWare Express cloud computing solu-tion starts at $40/month per user.

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


www.oracle.comwww.ibm.comwww.ifsworld.comwww.invensys.com

www.infor.comwww.sap.comwww.ventyx.comwww.assetpoint.com

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ManageMent & Staffing / MRO SeRviceS

What business are you in? It’s a time-honored question designed to help companies strip down to

their core competencies, often right before they down-size or outsource every function that isn’t one.

Equipment maintenance, by its very nature, isn’t typically a core competency for manufacturers. Their expertise most

commonly lies in product development, procurement, manu-facturing processes, or distribution. Nigeria LNG (NLNG), for

example, is owned by a variety of multinational companies. It produces and delivers liquefied natural gas — its core compe-

tency — which wouldn’t be possible or profitable without proper attention to maintenance and reliability.

“On-site we have specialized equipment from vendors,” ex-plains Olawe Tula, competence assurance coordinator at NLNG’s

(www.nlng.com) facility in Bonny Island. “When we do MRO on this equipment, the vendors are brought in to carry out such

tasks. An organization should outsource MRO when there’s a dwindling of competent maintenance personnel,

when the scheduled MRO requires more man-power than can be supplied internally, or

when the frequency of breakdowns and failures are high and the manpower

required isn’t available at the time of request.” The question

is whether the outsourced MRO cost and benefit

outweigh the advantage of managing and con-trolling that resource

in-house, he says.

Head

Strategic considerations and tactical moves influence whether

to outsource MRO

PS1102_28_34_CvrStry.indd 28 1/27/11 4:23 PM



“The primary reasons to outsource should be based on core competencies and creating value-added tasking for employees,” agrees Ron Verweij, maintenance engineer at Heineken Brewery den Bosch, the Netherlands (see the Heineken case history at www.plantservices.com/heineken).

“Trust is a key part of partnerships,” explains Ben Keiz-ers, product marketing manager, services, Endress+Hauser (www.us.endress.com). “If that trust is established, a high percentage or even 100% of MRO services could be out-sourced over time. Performance agreements are a basis for these kinds of partnerships.” This is exemplified by the partnership between Heineken and Endress+Hauser in the Netherlands. “Heineken wanted to focus on its core expertise, which is producing excellent beer,” says Keizers. “Instrumentation isn’t a part of Heineken’s core competen-cies, so Heineken preferred to outsource instrumentation maintenance and calibration. Now Heineken is expanding this partnership to its plants in other parts of the world, such as South Africa. This partnership is based on continu-ous improvements, which means tracking asset life cycle information is critical.”

Most organizations probably need to outsource when they realize the required workload exceeds 80% of the required

workload hours, explains Dan Stedham, asset optimization (AO) services global program manager, operational excellence/AO services marketing manager — Emerson Process Manage-ment (www.assetweb.com). “Unfortunately, most organizations don’t know what their definitive required workload is, unless they go through a prioritization and task optimization process,” he says. “Another way to look at when to outsource is to look at the repair cost per unit of work. If an organization finds that its own repair functions cost more per unit of work than the services provided by an outside maintenance provider, the shift becomes attractive.”

Sometimes, however, organizations go beyond that point before realizing the need and benefit, says John Sorenson, director of service operations at Honeywell Process Solu-tions (hpsweb.honeywell.com). “Some indicators will be in-creased overtime of maintenance personnel, degradation of equipment reliability, increased complaints from operations, or the simple reason that the maintenance team is consumed with ‘firefighting’ and spending less time on reliability-based activities,” he says.

Tracking the life cycle of assets is critical when moving from a reactive maintenance mindset to a service manage-ment program, continues Sorenson. “Firefighting consumes a tremendous amount of time and energy, while pulling the focus and key resources away from proactive programs,” he explains. “Partnering with an experienced vendor creates advantages, such as prioritizing activities and processes such as tracking asset life cycles that feed into the larger reliabili-ty-based programs.”

And so begins the strategic chess match between cost and control. Many organizations move slowly through the stra-tegic considerations that define what they will manage and control with their own resources and which services they will contract another company to perform.

My KingdoM for a HorSeTo some companies, maintaining control of MRO is a strategic move that outweighs the potential trade-off that outsourcing could create in cost savings.

But many organizations see contracting maintenance services as a strategic advantage. According to a 2009 study conducted by ARC Advisory Group (www.arcweb.com), the two most common reasons for outsourcing are to gain

access to specific skills (23% of respondents) and to focus employees on core needs (21%) — once again indicating the role core competencies play in contracting MRO services.

“If manufacturing is the core business, they don’t want to focus too much on maintenance, especially because modern production lines are becoming increasingly complex and might require highly skilled personnel and special service tools and equipment,” says Rowena Coode, portfolio coor-dinator, product and process management, for Germany’s SEW-Eurodrive (www.seweurodrive.com). “Especially if cer-tain skills and resources are used only from time to time, the customer faces the danger that the skills become outdated — know-how fades — or resources can’t be fully utilized.”

The service categories that are contracted vary, but between a quarter and a third of companies participat-ing in the survey indicated they outsourced cleaning and refurbishing (34%), fix or repair (33%), inspections (30%), equipment diagnostic services (30%), tuning and calibra-tion (29%), preventive maintenance (28%), and predictive maintenance (25%).

alMoSt two-tHirdS of Maintenance contracting agreeMentS are one to tHree yearS in lengtH.


“If you’re producing paper or steel, that’s your core busi-ness,” says Magnus Pousette, vice president of reliability ser-vices in North America, Aus-tralia, and New Zealand for ABB (www.abb.com), which is contracted to do almost all of the maintenance services for paper and pulp giant Stora Enso’s Finnish plants. “You’ll have a problem recruiting the same level of craftsperson for maintenance because you’re not a maintenance company and can’t provide the same career opportunities as a company that specializes in maintenance. This is when you should look at outsourcing.”

ABB has a career path for maintenance and reliability, explains Pousette (Figure 1). “If you look at your OEE, which is how you measure ef-ficiency or reliability, and don’t see continuous improvement, you need some new thinking around it and somebody who will commit to your plant’s productivity,” he says. “One way to do that would be to out-source your M&R department.

If your maintenance costs are going out of control, if you’re starting to have quality prob-lems in your maintenance de-partment, if you’re starting to get a lot of breakdowns, if you want to make a strategic move and have a big effect in your organization or change the culture, this can help because no matter what the service pro-vider will bring, it will bring a new way of thinking to change the current culture.”

Outsourcing for short-term financial gains isn’t a good reason to outsource, says Pousette. “If they’re cash-hungry, they might outsource their storeroom, but that’s a bad reason because you’re only concern is to free up cash now,” he says. “The best reason to take the next step is if it will affect your overall equipment effectiveness positively.”

Black and white and read all overOutside the United States, or-ganizations often have different maintenance needs and thus the contracted services might differ.

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Figure 1. Paper mills are in the paper business, and MRO service providers might be better equipped to recruit maintenance personnel because it’s a core competency. (ABB)




“The make-or-buy decision can’t be reduced to a mere cost comparison,” says Andreas Reddemann, head of global service at Germany’s SEW-Eurodrive. “Criteria to be considered include the required know-how — skills or qualification — the required availability of systems as well as reac-tion times in emergency, the criticality of system, and the continuity of the resources required.”

Typical industries in Europe that contract maintenance services are building materials manufacturers, food and beverage, automotive, and pulp and paper, explains Michael Her-bort, business development for service, SEW-Eurodrive.

“The chemical industry also is demanding,” he says. “All of these industries require reliable production. Especially in Germany, there’s a big focus on the production. Most compa-nies want to optimize their preventive and predictive maintenance.”

SEW offers an assortment of condition monitoring products and services. “We have mobile condition monitoring solutions, which enable us to do an inspection at a specific point in time,” explains Coode. “We also have an arrangement of perma-nent condition monitoring solutions like vibration analysis, oil-aging analysis, and brake wear analy-sis. These are typical products for customers that want to avoid over-servicing to save on costs and want to avoid unnecessary interruptions in production.”

In Germany, most ABB custom-ers contract on a plant-by-plant basis with the head of the local maintenance department, says Reddemann.

“Typically end users have multiple-brand drive technology installed in their systems — components that have accumulated sometimes over many years,” he says. “Today, many system operators prefer to have one service provider who carries out all the maintenance for the installed drive technology in the plant, along

with that of competitors. In Europe, it’s common practice for us to take on such contracts, especially for custom-ers who already have a significant share of SEW-Eurodrive components installed in their systems. Our port-folio includes repair, overhaul, and predictive maintenance.”

Opening MOveSJust like chess players, who rely on strategic openings such at the Latvian Gambit or the Sicilian Defense to develop and control the game, orga-nizations approach their maintenance outsourcing strategies with different plans of attack.

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“Our customers who are well-organized and focused usually pick one provider,” says Rob Bennett, product manager, Rockwell Automa-tion Asset Management Portfolio (www.rockwellautomation.com). “For companies with multiple facilities, we

have contracts where it’s us and many of our competitors, site by site. From a reliability perspective, you can tear into the data on a deeper level once you’re across multiple locations.”

Stora Enso outsources its main-tenance and reliability for six paper

mills in Finland to ABB. “This has given us the ability to build their cor-porate reliability function,” says ABB’s Pousette. “The two most remote plants are about 600 miles apart, so those two aren’t close, but the language is the same. If you have plants that are close, then that would give you certain advantages like pooling resources, hosting more cost-effective training, and not just sharing, but providing a ‘show and tell’ for best practices.”

Many companies want service on a plant-by-plant basis, but some might want contracts for regional clusters, such as Austria and Hungary, explains SEW’s Coode. “It really depends on the customer’s maintenance philoso-phy,” she says. “If the decision falls for a single outside contractor, the customer has the advantage that he only needs to deal with one supplier with whose service competence he is already familiar. At the end of the day, it’s prerequisite that the service pro-vider also have a local infrastructure.” In Europe, the automotive, building material, and chemical industries often prefer a multiple-plant contract, she says.

“If work needs to be executed across multiple facilities in a number of countries, it’s good to work with an international services contractor,” says Endress+Hauser’s Keizers. “This contractor needs to have uniformity or standardization of the performed services work in the different coun-tries. For instance, you want to make sure that a flow meter calibration is performed the same way in India as in the United States or in China. We’ve set up standardization of our services work performed worldwide.” Having the same standardization regarding how asset life cycle management is handled in the different countries is a must, he adds.

“In some cases, where maintenance practices are not well documented or enforced across an organization, an outsourced MRO company also will improve consistency of practice,” ex-

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plains Joe Van Dyke, president of Azima DLI (www.azimadli.com). “Increasing the scale of MRO contracts can provide more favorable pricing to an enterprise, too,” he says (Figure 2).

fixed price vS. t&MAccording to the 2009 ARC survey, almost two-thirds of maintenance contract-ing agreements are one to three years in length. The interesting aspect of the con-tract is how the services are priced.

Forty-two percent of respondents said they use a fixed-price payment method, while 39% said they pay for time and materials (T&M). Even more interesting is that the leader-designated companies, those most often displaying best practices, were even more inclined toward fixed price by about 10%. “The people who do the fixed-price maintenance contracts are those in the top 20% in performance,” explains Ralph Rio, research director at ARC.

Fixed-price projects are attractive to companies because the total project costs are defined up front, says Emerson’s Stedham, while T&M is attractive when the scope can’t be fully defined.

“Fixed price is desirable where budget certainty is a high priority,” adds Azima

DLI’s Van Dyke. “Fixed pricing can be linked to the quantity or scope of assets tracked and type of maintenance, moni-toring, repairs, or testing done. T&M allows for cost savings when and where assets are in good shape and require less in-depth action. The disadvantage of T&M pricing is its tendency for costs to escalate as particular asset problems occur. A good mix that allows for a low-cost fixed-price basis on standard repeated activities plus allowances for T&M on expanded scope might be the most effective solution.”

Verweij’s Heineken brewery uses T&M when the supplier needs only to execute the tasks and doesn’t need to add value, he says. “Unit rate, or fixed price, saves time and discussion and is used in more result-driven contracts,” explains Verweij.

Pousette says ABB never uses T&M to price its services. “It’s counterproduc-tive to the customer because it drives more time and more materials and more money spent,” he explains. “We don’t think it drives the right behavior in our organization. We then take the risk to pay for maintenance that might not have been planned because we manage it. Outsourcing is very much about who can manage the risk the best.”

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Reliability / SEALS

Many processing units, including pumps, compressors, and blowers, depend on rotating shafts to operate safely and productively. These shafts must be equipped with reliable seals to prevent releases of potentially hazardous materials.

The choices of seal technology for the given application are many. Mechanical seals are one option. “In my experi-ence, double-seal cartridge types are most common,” says Dan Towse, senior consultant at T.A. Cook’s (www.tacook.com) consulting office in Raleigh, North Carolina.

“We deal primarily with process machinery, with the notable exception of pumps, so mechanical packing is the most common seal we find in service,” says Starkey Steuer-nagle, general manager at Meco Seal (www.mecoseal.com), a subsidiary of Woodex Bearing (www.woodex-meco.com).

“Specific seal types and models vary significantly from industry to industry, because the pump type, operating condi-tions, and fluid characteristics might require the design features that are unique to a specific seal type,” says Michael Huebner, principal engineer at Flowserve (www.flowserve.com). Pusher style mechanical seals are the most common type, says Hueb-ner, but the choice depends on the specific industry. “Most industries have moved toward cartridge style seals because they simplify installations and generally improve reliability,” he says.

MeasuRe MtbFLike nearly every other device, sooner or later, regardless of the technology chosen, the shaft seal will exhibit signs of impending failure. The concept of mean time between fail-

ures (MTBF) might be elusive. “Any discussion about MTBF must begin with a caveat that not all users define MTBF the same way,” warns Huebner. He clarifies this by saying that, while the concept is simple, the actual definitions and re-cording methods used in industry vary widely. For example, if a seal fails because of a bearing failure, does that count as a seal failure? How does a user account for a seal that was changed out before failure? Different methods might be used even within the same company, which makes it difficult to compare MTBF data from different sources accurately.

Much depends on what went into the seal selection and its installation and ongoing care. “If the shaft run out, motor/pump alignment, coupling condition, cooling, and PM and PdM of pump and motor are within design specifications,” says Towse, “I’d expect 18-month to 2-year MTBF in a centrifugal pump application.” Other factors include minimizing shock loading by means of soft starts and barrier fluid tank operation.

Attention to such details should extend the average MTBF. “I’ve witnessed dramatic improvement in MTBF after the implementation of best practices methodology, timely PM/PdM practices, and an increase in operator awareness of asset reliability best practice,” reports Towse.

But such improvements aren’t automatic. “MTBF has a direct correlation to an end user’s focus on reliability,” says Huebner. “End users who continuously identify causes of seal failures and address underlying problems see improve-ments in MTBF. Customers who don’t try to improve reli-ability systematically generally don’t see any improvements.”

Calculating MtbF for seals depends on your definition

by Russ Kratowicz, P.e., CMRP, executive editor

FailuRe by aNy OtHeR

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PS1102_36_40_Pumps.indd 36 1/28/11 3:36 PM


Reliability / SEALS

MonitoR and pRedictFailures come in many flavors. “Seals often fail as a result of other equipment damage,” says Steuernagle. “Constant high shaft runout causes packing to wear and fail prematurely; the presence of abrasive process material between shaft and packing often damages shafts. Bearing failures frequently result in failure of packing and mechanical shaft seals.”

Towse cuts to the chase. The primary causes of failure are poor PM and PdM practices, process upsets, and operator error, he says.

“There have been studies on seal failure that show the wide range of failure modes seen in industry,” adds Hueb-ner. “The predominant seal failures are caused by poor equipment condition and operation of the seal outside of the seal’s rated operating window. These manifest themselves in failure modes such as dry running, fretting, broken faces, hang-up, and heavy face wear (Figure 1). Most seal failures can be addressed by ensuring pumps are in good condition, the seal OEM understands the application, and the user operates the equipment correctly.”

Maintenance teams have been focused on predictive technologies for many years now. It’s a source of competitive advantage. The most useful predictive technologies for seals are those that are actually performed, says Paul Wehrle, chief engineer at Meco. “In purged, double-face seals, moni-toring the quality of purge retention often can predict the need for seal maintenance,” he says.

“Monitoring purge/barrier fluid pressures and retention is useful, but performance monitoring should always include regular visual inspections of the seals,” adds Steuernagle. “This informs, not only regarding the condition of the seal, but also of other aspects of machine operation that might affect sealing.”

Most of the current techniques involve monitoring dif-ferent aspects of the seal and support system and providing early detection of a degradation in performance, says Hueb-ner. “Some of these are as simple as upgrading from switches

to transmitters, which allows the user to trend performance over time,” he says. “Other methods might be more complex and involve monitoring specific aspects of the seal or system. This is still an area of development for the sealing industry.”

Towse argues that maintenance teams should focus on vibration analysis, leak detection — visual or VOC sampling — and repair. While there might be several approaches to predictive maintenance, not all practices are equally valu-able, and “predictive maintenance doesn’t work if frequen-cies aren’t aligned with process conditions,” he warns.

“The biggest confusion in industry is that most users con-sider an early failure detection as a predictive technique,” adds Huebner. “In practice, predictive maintenance should allow the user to know the condition of the equipment and detect a degradation before it affects performance. Rely-ing on failure detection is too late and prompts a reactive response instead of a proactive plan.”

Run, failuRe, RunPredictive maintenance and root cause analysis consume resources, time, and money. There exists some economic balance between the cost of idealized maintenance and the potential cost of seal failure.

Run-to-failure is not a good practice because of the ad-ditional damage that could occur to the sealing surfaces and associated equipment, explains Towse.

Steuernagle agrees. “Run-to-failure requires a willingness to accept not only uncontrolled leakage and product loss, but also the ancillary consequences of seal failure: dam-aged shafts and bearings or gearboxes, and unpredicted, lost production time, usually when it’s least affordable,” he says. “Nonetheless, many facilities use run-to-failure as standard practice, accepting the costs of unplanned downtime and machinery damage in the interest of continuing production and filling orders as long as possible.”

Run-to-failure is a concept that has historically been used

Safe Seal

figure 1. This air-purged, double-faced sanitary mechanical is designed for service in an ATEX environment on a pharmaceutical product mixer. Most seal failures can be avoided by checking the condition, the application, and the operation. (Meco-Woodex)

holding back SolidS

figure 2. This elastomer-free, mechanically driven, double-faced seal is installed on a vacuum dryer for plastics resins. Operators monitor seal performance and cavity pressure to keep it slightly higher than pressure inside the vessel. (Meco-Woodex)

PS1102_36_40_Pumps.indd 37 1/28/11 4:10 PM

38 FEBRUARY 2011 WWW.PLANTSERVICES.COM

RELIABILITY / SEALS

across most industries, so it has some level of practicality, argues Huebner. “Is it the most e� ective method to operate equipment?” he asks. “Clearly, there’s supporting evidence that run-to-failure is a more expensive method of operating equipment and will lead to more unscheduled down time than

proactive techniques. Environmental and safety considerations also are im-portant justi cations for moving away from a run-to-failure strategy.”

KNOW YOUR APPLICATIONJust as all maintenance philosophies are not created equal, seal applica-

tions di� er, as well, running from simple to di� cult or impossible. “Large agitator sha� applications are di� cult because of varying opera-tion conditions,” explains Towse. “If vessel levels are allowed to run low and sha� RPM is too high, sha� wipe can cause seal damage.” He also mentions extreme conditions such as heavy solids/slurry, high pressure, high temperatures, and operating outside of the prescribed pump curve as potential hazards to seals.

“� e most di� cult applications are those with a large number of unknown factors in the application,” says Hueb-ner. “� is might include unknown or under-communicated � uid properties, equipment design, operating proce-dures, or customer expectations. � ere also are some applications for which the environment simply isn’t suitable for a mechanical seal, and these might require modifying equipment or the operating conditions. If all the factors are known up front, most applications can be sealed e� ectively.”

Seal failures occur, and catastrophic failures can be dangerous. “Sha� seals contain a vast assortment of processes and chemistries, at a wide range of pressures and temperatures,” says Steuernagle. “Seal failures can result in release of toxic, corrosive, � am-mable, or explosive substances into the workplace, posing risks of explosion or con� agration, in addition to person-nel health risks. Even more benign process materials, if leaked uncontrol-lably, can produce severe damage to bearings and gearboxes, requiring costly shutdowns and repairs.”

� e most catastrophic seal fail-ures are generally tied to a failure of some other component in the host equipment, says Huebner. “� e most common could be seal failures caused by failed pump bearings or a broken pump sha� ,” he says.

“Catastrophic failure is possible if a motor doesn’t trip out on amperage loads,” advises Towse. “� e resulting e� ect could cause severe damage to

Time is money. And managing your own small parts inventory is costing you both. Most companies spend 50% of their time managing less than 10% of their spend. At Barnes Distribution, we’ll help you drive out cost and drive in profitability. As a leading full-service distributor of maintenance, repair and operating supplies, we’ll deliver a total solution that extends far beyond nuts and bolts.

By bringing you more than 1,000 sales employees, over 55,000 parts and supplies and a custom designed managed inventory services program, we’ll help your operation run fast, smooth and efficient.

So if you’re looking for a partner to provide a total inventory management solution, call on Barnes’ Blue, we’ll come to work for you. Call us today at 800-GET-MROP or visit us on the web at www.barnesdistribution.com. We’ll make you more efficient and more profitable.

800-GET-MROP • www.barnesdistribution.comCleveland, Ohio

supplies, we’ll deliver a total solution that

Put Barnes BLUE to work for you.

PS1102_36_40_Pumps.indd 38 1/28/11 4:10 PM

the seal body, thereby increasing the pos-sibility of fluid containment loss.”

Obviously, maintenance teams don’t want to be forced to deal with catastrophic seal failures. The idea is to prevent them. To that end, those maintenance teams can take affirmative action.

Prevention Precedes failure“Preventive maintenance is the first step,” says Wehrle. “Depending on the type of seal installed, any of a variety of predictive technologies might apply, but an effective one should be adopted and practiced. The seal manufacturer’s instructions should provide guidance. Monitor the seal perfor-mance and anticipate leakage with adjust-ment or repair (Figure 2). Don’t wait for the seal to leak. Once leakage is observed, pro-cess material has already passed between the sealing elements, and some damage to the seal — with associated risk from any hazards inherent to the process material — has likely already occurred.”

The best approach to preventing any seal failure is to understand the root cause of failure and take direct action to prevent the cause from recurring, adds Huebner. “In many cases, an end user simply puts in another seal hoping for a better outcome,” he says. “Identifying and correcting under-lying causes are the most critical aspects to preventing failure. The biggest obstacle to being successful with this is that most failure causes ultimately have their roots in procedures and behaviors. It’s fairly easy to fix one problem; it’s much more difficult to build a culture and infrastructure to prevent problems from occurring in the first place.”

Power imPactUsing a shaft seal of any type results in a torsional drag the application’s prime mover must overcome. That’s the ante needed to get into the game. In the case of an electric motor, this means you’re paying for power consumption that isn’t being used to move process fluid.

“Torque loading is application-specific,” advises Wehrle, “and its effect can vary from slight to significant. Mechanical seals generally produce less torsional drag than

Voice recordings because pen and paper aren’t always handy

320 x 240 resolution because you said bigger is defi nitely better

Rugged design because not every job happens at ground level

Based on you.Built by Fluke.The job site is where real life sparks real innovation. And because we start by listening to real-world pros like you, we know how to build real-world tools. Get faster, safer, and smarter.See the innovations you’ve inspired, www.fl uke.com/innovation

Fluke. Not just infrared. Infrared you can use.TM

©2010 Fluke Corporation. AD 3852144A

3852144A_Ti32_PlantSvcs.indd 1 9/14/10 9:26 AM

PS1102_36_40_Pumps.indd 39 1/28/11 4:11 PM


Reliability / SEALS

packing. Measuring current draw on the drive motor will often prove informative when changing from one type of seal to another. Changes in seal design have, in some cases, resulted in more than a 30% reduction in motor current.”

All power consumption attributable to a mechanical seal is ultimately related to its torsional drag, adds Huebner. “This comes from two components: the contact between the seal faces and the viscous drag of the rotating compo-nents in the seal chamber,” he explains. “In most typical applications, the seal face-generated power is significantly greater than the fluid shear power requirements from the rotating components. As the seal gets larger and the rotational speeds get higher, the power requirements of the

rotating components can also become significant.”To minimize torsional drag, choose a seal with face

loading appropriate to the process, where possible, suggests Steuernagle. “With mechanical packing, apply only enough compression to prevent leakage,” he advises. “When using packed gland seals with fluids, a slow, steady weepage of seal water or process fluid is usually required to minimize fric-tion. In fluid sealing, maintaining proper barrier fluid flow and pressure in mechanical seals is required.”

Viscous shear is proportional to velocity, area, and fluid viscosity, and inversely proportional to the film thickness, explains Huebner. “Changes in any of these variables affect the viscous drag on the seal,” he says. “In some cases, it might be beneficial to use seals with a flexible stationary element because they tend to have smaller rotating components. In other cases, it might be useful to use a lower viscosity barrier fluid on dual seals. On the seal faces, it might be beneficial to use a hydrody-namic face design, which would reduce contact pressure and therefore face friction. Using seal face materials with an inher-ently low coefficient of friction also is useful.”

One of the most significant reductions in torsional drag can come from using dual gas seals, says Huebner. Gas seals eliminate fluid contact from a larger part of the seal and in the film between the seal faces.

tOPiC SeaRCHGaskets “Rethinking the purchase of valves and valve repairs”

aPi-682 seals “Category i seals for aPi 682”

Joint sealants “Joint sealants to the rescue”

For more, search www.PlantServices.com using the keywords alignment, MtbF, and shaft.

MORe ReSOuRCeS at www.PlantSeRviCeS.COM

Since 1933, Gorman-Rupp has defi ned growth for the pump industry as an innovator and leader. We design and manufacture pumps for industrial applications to exacting standards. Our passion for pumps and rigorous manufacturing techniques mean that Gorman-Rupp pumps are the best performing and most durable in the industry. It’s been that way for over 75 years.

Visit GRpumps.com for more information on the pumps that are shaping the industry.

PS1102_36_40_Pumps.indd 40 1/28/11 4:11 PM

product roundup


proactive impactpredictive maintenance requires strong commitment and the right tools

predictive maintenance has a variety of positive attri-butes, but it requires a commitment and resources from the organization to make it work.

“The trick is finding the numbers that the C-Suite is fol-lowing, such as production revenue, and then building a case with those numbers in mind”, says Terrence Cullen, director of field services for Azima DLI (www.AzimaDLI.com). “If the C-suite isn’t following MTBF or reduced parts inventory or repair cost, don’t waste your time trying to justify your program based on those numbers.”

Azima DLI provides a list of the top 10 ways PdM can have a positive effect on the spreadsheet. It can help your plant to:

1. avoid late shipments/lost opportunity2. be safer — planned work is safer than emergency or

breakdown stops and restarts3. prevent environmental damage/regulatory violations —

risk mitigation4. mitigate the experienced worker shortage — you don’t

need as many of those guys around all the time in case of a breakdown

5. avoid downtime/lost production6. catch degradation in output level or quality before it

drops too far7. reduce repair time — have skills, parts, tools, and infor-

mation planned and ready, avoid overtime8. reduce consequential damages to other things that get

wrecked when you run to failure9. avoid utility penalty charges10. eliminate distractions to production workers — un-

planned breakdowns result in confusion, tension, loss of morale, lost productivity.

“When a user can zero in on bad actors, when they can maximize the predictive diagnostics information in the plant, they find opportunities for improved maintenance and operations practices,” says Dan Stedham, asset optimi-zation (AO) services global program manager, operational excellence/AO services marketing manager — Emerson Process Management (www.assetweb.com).

In Europe, building materials manufacturers, food & beverage, automotive, pulp & paper, and the chemical indus-try require reliable production, explains Michael Herbort, business development for service in Germany for SEW-Eu-rodrive (www.seweurodrive.com). “Especially in Germany,” he says, “there’s a big focus on the production.”

Wireless condition monitoring systemRanger is a permanent condition monitoring system designed to be built as an entirely wireless installation. Its wireless capability combines the benefits of a traditional wired module with the flexibility to move wireless sensors to provide infor-mation where it’s needed. It also integrates machinery in dan-

gerous or remote environments into a user’s condition monitoring program. The system can be built wirelessly or as a combination of wireless and wired modules. This scal-able system can be upgraded in the field.commtest(877) 582-2946 / www.commtest.com

Wireless shaft alignment systemThe Easy-Laser E710 wireless shaft align-ment system offers Bluetooth operation, color graphics, and Endurio Power Management. Its live-data program is designed to test a machine foundation for flatness, check for bearing play, and monitor real-time measurement of changes in machine position. Accessories allow it to perform sheave/pulley alignments, as well as vibration level tests, and provide electronic documentation for each measurement. The power management system allows the integrated battery to charges itself automatically from four C-cell batteries.alignment supplies(800) 997-4467 / www.alignmentsupplies.com

digital multimeters With loW-impedance modes and loW-pass filtersThe U1270 Series multimeters are designed for faster, accurate measurements. Low-impedance eliminates stray voltages,

and the low-pass filter removes voltage and current distortion for VFD measurements. It provides a load to the circuit during voltage testing. A flashing backlight enhances conti-nuity checks in dark, noisy environments, but it has a loud beeper as an audible continuity indicator. Each unit is IP 54 certified for harsh working conditions.agilent technologies(877) 424-4536 / www.home.agilent.com

PS1102_41_45_RoundUp.indd 41 1/28/11 4:11 PM

For additional information, please contact Foster Printing Service, the official reprint

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Custom REPRINts

PS1102_FPA.indd 42 1/28/11 4:28 PM


dynamic and Static teStingThe MCEMax is designed to perform on-line (dynamic) and off-line (static) testing of potential fault zones and allows for immediate notification of alarming conditions. It’s designed to integrate testing, diagnostics, inventory control, schedul-ing and cost containment. The tester is designed for all appli-cations and motors, regardless of size, type or condition.Pdma(800) 476-6463 / www.pdma.com

camera offerS imProved image quality and thermal accuracy

The i5 IR camera is engineered to diagnose problems, improve efficiency, and ensure worker safety. Engineered to be ergo-nomically lightweight, the thermal imager is designed to offer improved infrared image quality with 2% thermal accuracy, a 2.8-in. color display and 80x80 pixel resolution. It also offers a

center-spot measurement mode and captures infrared images in a radiometric JPEG format, which uses one image file both for temperature analysis and reporting.flir Systems(800) 464-6372 / www.goinfrared.com

meaSuring technique identifieS weaker, relevant SignalSThe SPM HD measuring technique is designed for all applications, including low-speed machinery. It identifies weaker, yet relevant, signals hidden in stronger signals that mechanical shock or electronic noise cause. The technique uses digital enveloping of the analog shock pulse transducer sig-nal. A 24-bit A/D converter provides resolution and detail in spectrums and time signals. A measuring cycle based on the number of revolutions maximizes the opportunities for capturing relevant signals. The technique enhances repetitive signals, and it also helps to eliminate randomly occur-ring high readings.SPm instrument(800) 505-5636 / www.spminstrument.us

thermal imagerS for induStrial thermograPhyThe 876 and 882 thermal imagers feature <32.1º F NETD sensitivity, voice recording, telephoto lens, and an integrated digital camera. The unit has a focus mechanism designed to allow one-hand operation. It features a thermal sensitivity of <80mK, a 160x120 focal plane array, a 3.5-in. display, and 2 GB of image storage. It meets BPI/RESNET Infrared Imaging System Perfor-mance Standards, and the software blends the thermal image and visual image together into one image.testo(800) 227-0729 / www.testo.com



PRODUCT ROUNDUP

MACHINERY CONDITION ASSESSMENT SOFTWAREExpertAlert 3.40 machinery condition assessment so� ware is engineered to help prioritize machine repairs while re-

maining focused on reliabil-ity and uptime through the vendor’s Watchman Reliabil-ity Portal. � is automated so-lution is designed to provide plant managers with action-able fault diagnosis, fault severity, and repair priority data for each machine. Fea-tures include data collection time reduced from 37 sec to

19 sec, support of the Windows 7 operating system, results screen based on severity level, and user-speci� ed sensitivity settings for accelerometer axes.Azima DLI(800) 482-2290 / www.azimadli.com

ULTRASONIC DETECTION SYSTEM USES TOUCHSCREEN TECHNOLOGY� e Ultraprobe 15,000 Touch is designed to use touchscreen technology to analyze conditions. On-board features include the ability to take equipment temperature with an infrared thermometer, photograph test points, select data screens (dB, temperature, spectral analysis), pinpoint locations with a laser pointer, store data, sounds and images; generate reports, review historical record data, plan/review routes, review alarm groups for planning corrective actions, and adjust emissivity.UE Systemswww.uesystems.com

COORDINATE ADVANCED DIAGNOSTIC MODULES� e FieldConnex Diagnostic Gateway is engineered to enhance inter-operation between the advanced diagnostic modules (ADM) of a � eldbus infrastructure and the diagnostic manager in the control room. It allows information exchange in both directions via Ethernet, enabling additional features such as remote setup of ADMs. Advanced diagnostic modules monitor the quality of � eldbus communication for Foundation � eldbus H1 and Pro� bus PA networks. � is is engineered to produce

an intuitive monitoring system that provides insight into the � eldbus physical layer directly from the control room.Pepperl+Fuchs(330) 486-0002 / www.pepperl-fuchs.us

ULTRASOUND INSTRUMENT CUSTOMIZABLE USING UPGRADES� e SDT270 is a portable ultrasound in-strument designed for reliability and PdM professionals. An on-board SQL database is engineered to capture and manage survey data in the � eld and synchronize with PC data. � e SDT270 platform is designed to give customization with the opportunity to up-grade as the program grows. Users can choose from six base formats and then add sensors and so� ware to build a unique collector.SDT(800) 667-5325 / www.sdthearmore.com

For your industrialmotor information.

.com



Pixel-by-Pixel alignment of infrared and visible imagesThe Ti32 Thermal Imager marries thermal images with visual (visible light) images in full screen, picture-in-picture, or blended views. Parallax correction enables perfect image alignment. It records voice com-ments with every image. It withstands a drop of 6.5 ft and is IP54-rated. The imager also features a widescreen, full-color LCD display and a temperature measurement range of -4° F to +1,112° F. A modular suite of software aids in viewing, annotating, edit-ing, and analyzing images. A 2 GB SD memory card holds 3,000 infrared images or 1,200 fully radiometric infrared and linked visual images.fluke(800) 760-4523 / www.fluke.com/thermography

real-time measurement of Positional changes between couPled machinesRotalign Ultra Live Trend, a short-term continuous monitoring application, determines the relative positional changes between coupled machines during run-up or shut-down. It uses a five-axis

sensor to monitor continuously, in real-time and simultaneously, both the vertical and horizontal parallel and angular displacements, from cold to hot condition, or vice versa. This allows the machines to be aligned to reflect normal operating conditions.ludeca(305) 591-8935 / www.ludeca.com

vibration analyzer has led strobe lightThe Model 4216 Vibra-tion Analyzer is designed for vibration analysis and dynamic balancing applica-tions. Operators can trou-bleshoot rotating machinery vibration problems such as defective bearings, loose-ness, misalignment, worn drive belts, bent shafts, structural resonance, and unbalance. The handheld LED strobe light provides accurate machinery speed and relative phase measurements. It receives the conditioned signal (filtered or unfiltered) from an accelerometer.balmac(614) 873-8222 / www.balmacinc.com

Phone: 847-689-8600Email: [email protected]: www.deublin.com

When you need a rotating union solution for your application, count on the experts–Deublin. OEM or maintenance. Custom design or replacement. Deublin offers both stock items, or unions engineered to your unique requirements.

Over500standardrotatingunions, over3000models, over60yearsofserving,

over300industries.

Addsupto#1

Request the New Engineering Catalog at:

©2011 Deublin Company. All Rights Reserved.

00M_DBL_011_PlantServicesCorpAd.indd 1 1/13/11 3:44 PM

Clean, Dry Compressed Air Startswith The Extractor/Dryer ®

Manufactured byLA-MAN Corporation

• Point of Use Compressed Air Filter toImprove and Extend Equipment Life

• Removes Moisture andContaminates to a 5-Micron Rating;Lower Micron Ratings are Available

• Models with Flow Ranges of 15SCFM to 2000 SCFM Rated Up To

250psi are Standard

• Differential Pressure GaugeBuilt In to Indicate Required

Maintenance

• Mounting HardwareIncluded for Easy Installation

• Weep Drain is Standard;Float Drain or Electronic

Drain Valves Optional

Document1.qxd 1/5/2006 7:44 AM Page 2



PRODUCT FOCUS

TURbine PReSSURe SenSORThe Series 176 high-temperature

pressure sensors mount on the turbine’s combustor and are designed to provide con-

sistent combustion dynamics data monitoring of dynamic pressure phenomena and combustion

instability occurring above 986° F (530° C). It achieves sensitivities to 17 pC/psi (2.5 pC/kPa) and ranges from

20 psi (140 kPa) dynamic to 400 psi (2,760 kPa) static. Sen-sors are ATEX- and CSA-certified for use in hazardous areas.

PCb Piezotronics(800) 959-4464 / www.pcb.com

SOlaR-POweReD inDUSTRial TheRmOmeTeRThe Series SIT solar-powered unit has a stem that can be adjusted 180° in the vertical plane, and the display hous-ing can be adjusted 180° in the horizontal plane, providing 360° rotation. Units of measure are field-selectable with an external DIP switch, enabling the thermometer to read from -50° F to 300° F or -45° C to 150° C. Rated as low as 10 lux,

the Series SIT solar thermometer is designed for reading in low-light applications.Dwyer instruments(800) 872-9141 / www.dwyer-inst.com

liFT FOR limiTeD lOaDing DOCk SPaCeThe LoadWarrior Level-Lift has a range of 60 in. to load and unload nearly any type of vehicle in the loading dock. Features include independent powered lip control, regenerative hydrau-lics, and push-button controls. Safety features include an audi-ble alarm with strobe to indicate when the lift isn’t fully stored.

Safety velocity fuses prevent an uncontrolled descent. With a capacity of 20,000 lb, it

enables dock-to-grade forklift ac-cess, and can be interlocked with dock doors, vehicle restraints, and other equipment.Serco(877) 933-4834 www.sercocompany.com

The Original Blue Pipe for Compressed Air

Energy EfficientModular DesignSimple InstallationLower Install CostPush-to-ConnectCompletely ReusableNo CorrosionAvailable in 1/2” - 6”

When you partner with the global leader in compressed air pipe systems, expect to move your business and the world forward. From various fittings to highly integrated pipe systems, Transair’s aluminum pipe ensures higher longevity of equipment and avoids frequent changes of filtration elements. Not to mention, Transair’s energy savings element is critical to lowering your overall cost of ownership. So partner with Transair, and get ready to move clean air, guaranteed.

www.parkertransair.com ph 480 830 7764

PS1102_46_ProdFocus.indd 46 1/28/11 4:13 PM


mro marketplace

skill enhancementTake your technical skills to a higher level with print and electronic training products from American Technical Publishers. We publish a broad range of products featuring con-tent in electrical, construction, maintenance, mechanical, and alternative energy. Many new and updated editions are available to help keep your skills current. www.go2atp.comamerican technical publishers

12,000 hour air compressor lubricantSummit Industrial Products Ultima Series was de-veloped for rotary screw air compressors operating under extreme pressure (>150 psig) and tempera-tures (>255ºF). Ultima’s extended drain intervals of 12,000 hours, under normal conditions, save you downtime and money. It even dissolves var-nish, sludge, and carbon deposits. Ultima is the ultimate in air compressor lubrication. Call us at

(800) 749.5823 or read more at www.klsummit.com/Ultima.summit industrial products

color DisplaY Vibration analYZer/balancerThe new VIBXPERT II advanced analyzer combines the advantages of a rapid proces-sor with a brilliant energy-efficient full color VGA display. Enhanced with an Fmax of 51 KHz and 102,400 lines of resolution, all machinery vibration and balancing problems can be captured and easily analyzed with VIBXPERT. For more information, call (305) 591-8935 or visit www.ludeca.com/vibxpert.

ludeca, inc.

poWer & temperature controlmanaGement sYstemsThis publication illustrates our experience as a UL 508A certified panel shop in de-signing and building custom electrical con-trol panels. It also presents a user-friendly guide to selecting a temperature control based on the performance required. Tempco is an ISO 9001 certified quality company manufacturing electric heaters, temperature sensors, temperature controls and process heating systems. (800) 323-6859 or www.tempco.comtempco electric heater corporation

pocket GuiDe to GearsWhen it comes to gears, come to the experts. And who knows more about gears, than Martin. After all, we’ve been manufac-turing gears for more than 50 years. If you purchase or specify gears, this handy pocket sized guide is for you. Filled with product descriptions, formulas and more, you will find it indispensable. (817) 258-3000, www.martinsprocket.com

martin sprocket & Gear, inc.

oil skimminG applications sourcebook Abanaki’s 47-page handbook offers applica-

tion notes on 40 real-world implementations

of oil skimming, the lowest cost way to remove

oil from water. Newly expanded second edi-

tion is indexed by industry and application so

readers quickly find case studies for their situ-

ation. Sections include food processing, ma-

chining, manufacturing, grease/water separa-

tion, groundwater remediation, oil/water separation, and wastewater.

Call (800) 358-7546 (SKIM) or visit www.abanaki.com/008

abanaki

pumps for inDustrYGorman-Rupp’s products include self–prim-ing centrifugal pumps, standard centrifugals pumps, submersible pumps, trash pumps, priming assisted pumps, and rotary gear pumps. A complete line of packaged lift stations and booster stations that include pumps, motors, controls, piping, accessories, and enclosures are also available. Call (419) 755-1011 or visit www.GRpumps.com.

The Gorman-Rupp Company

stainless steel picklinG GelEasy to use and store, Wonder Gel

safely cleans the toughest slag, weld

scale, black oxides, and discolor-

ation from stainless steel surfaces

economically, without damaging

sound metal surfaces. It restores the

protective chromium oxide layer to

resist new corrosion and leaves a silvery finish. Call (877) 899-5315

or visit www.derustit.com.

Bradford Derustit Corp.

AfterBefore

PS1102_47_AdLits.indd 47 1/27/11 4:25 PM


ADVERTISER INDEX

Agilent Technologies . . . . . . . . . . . . . . . . . . . .14Allied Electronics . . . . . . . . . . . . . . . . . . . . . . .16Ansell Healthcare . . . . . . . . . . . . . . . . . . . . . .18Atlas Copco Compressors . . . . . . . . . . . . . . . . .6AutomationDirect.com . . . . . . . . . . . . . . . . . . . .2Baldor Electric Co. . . . . . . . . . . . . . . . . . . . . . .26Barnes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38Bradleys Motors . . . . . . . . . . . . . . . . . . . . . . . .24Deublin . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45Eventful Group . . . . . . . . . . . . . . . . . . . . . . . . .51EXAIR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3Fluke . . . . . . . . . . . . . . . . . . . . . . . . . . 8,25,39Gardner Denver . . . . . . . . . . . . . . . . . . . . . . . 30Gorman-Rupp . . . . . . . . . . . . . . . . . . . . . . . 40Hyster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

IFS North America . . . . . . . . . . . . . . . . . . . . .22

Inpro/Seal Company . . . . . . . . . . . . . . . . . . . . .31

Kaeser Compressors . . . . . . . . . . . . . . . . . . . .52

La-Man . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45

Lubriplate Lubricants . . . . . . . . . . . . . . . . . . 20

Martin Sprocket & Gear . . . . . . . . . . . . . . . . . .10

Motion Industries . . . . . . . . . . . . . . . . . . . . . . 44

Motorola . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

Paratherm . . . . . . . . . . . . . . . . . . . . . . . . . . .32

Parker Legris . . . . . . . . . . . . . . . . . . . . . . . . . 46

Robinson Fans . . . . . . . . . . . . . . . . . . . . . . . . 33

Summit Industrial Products . . . . . . . . . . . . . 34

VibrAlign . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

MIKE BRENNER, GROUP PUBLISHERAR, AZ, Northern CA, CO, ID, IL, MN, MT, NE, NV, NM, ND, OK, OR, SD, UT, WA, WI, WY Phone: (630) 467-1300, ext. 487 Fax: (630) 467-1120e-mail: [email protected]

JERRY BURNS, DISTRICT MANAGERAL, Southern CA, CT, DE, FL, GA, LA, ME, MD, MA, MS, NH, NJ, NY, NC, PA, RI, SC, TX, VT, VA, DC, WVPhone: (630) 467-1300, ext.427 Fax: (630) 467-1120e-mail: [email protected]

MICHAEL CONNAUGHTON, ACCOUNT EXECUTIVEIA, IN, KS, KY, MI, MO, OH, TN, Canada, Literature Reviews, Inside Print and Digital Sales Phone: (513) 543-6432 Fax: (630) 467-1120e-mail: [email protected]

POLLY DICKSON, INSIDE SALES MANAGERClassifi edsPhone: (630) 467-1300, ext.396 Fax: (630) 364-4175e-mail: [email protected]

NORM KLIEMAN, INSIDE SALES MANAGERDigital SalesPhone: (630) 467-1300, ext.344 Fax: (630) 467-1120e-mail: [email protected]

SUBSCRIPTION INFORMATION (888) 644-1803 or (847) 559-7360

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

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

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EnErgy InvEstmEnt DEcIsIonsWhy do we decide against our best interests?

organizations always make investment decisions that affect energy productivity for decades to come. These once-in-decades choices rarely take energy sufficiently into account. The omissions result in lost financial returns, un-foreseen risks, and unexpected collateral disadvantages. The reasons we continue to do this are worth examining.

Manufacturers, especially in energy-consuming indus-tries, need to rebuild their processes every few years, often

following a predictable timetable. As each occasion ap-proaches, many questions are asked. Do we take an open look at the options? Do we understand what technology or methods are available? Do we have other plants using differ-ent approaches that deliver higher efficiencies? Are competi-tors gaining efficiency through technologies or management approaches? It’s even more important to ask these questions before new factories or production lines are built.

Even if alternatives are investigated, too often inertia biases our perception of the investment effects. Replacing the status quo with comparable technology has predictable costs and few implementation uncertainties. It has known outcomes, including efficiency gains. Adopting significantly more energy-efficient solutions involves more uncertainty in terms of overall investment and implementation risks.

Comfort with familiarity can take over. Risks for replace-ments are underestimated, whereas those for new solutions get overstated. The efficiency gains for the replacement path are seen as predictable and guaranteed, but less believable for new approaches. This is even more true if alternatives give breakthrough efficiency gains of 30% or more.

This built-in security bias is reinforced by the way future energy costs are estimated, making the conventional out-come look more like a forgone conclusion. History tells us one thing about energy costs — they’re unpredictable and future price volatility is likely to be greater. Returns for an energy-efficiency investment are defined by avoided future costs, obviously making the assumptions on future energy

prices key to making a final investment decision.Energy suppliers and governments tend to present a long-

term, stable outlook for energy prices, with low underly-ing increases. These scenarios owe as much to politics and marketing as to objective market assessments. Other sources make different predictions, depending on their organi-zations and assumptions. These represent a range from doomsday merchants to naive optimists. The only accurate prediction is that they’re all wrong.

If the energy suppliers’ and governmental outlooks are used to assess alternative investments, the alternative might fail the financial attractiveness test. If the more extreme high-price scenarios are used, alternatives will be seen as at-tractive in theory, but all too often, be rejected as unrealistic.

Last but not least, the most used decision method is still lowest first cost. Overestimating cost and risks, and under-stating the technical and financial value of efficiency makes the status quo the most attractive option and dominant decision. The less obvious factor is pressure from operating teams to stay with familiar approaches, which has a tenden-cy to produce analyses that foster self-fulfilling prophecies.

We all know management should demand realistic bench-marking of risks and efficiency opportunities, require risk-adjusted investment analyses, and make decisions that take into account decades of operation. In most cases, this results in different decisions than an updated version of business-as-usual. The reality is invariably the reverse, resulting in long-term costs and loss of overall competitiveness.

It’s not easy to understand what drives this behavior. Our fear of change and effects of inertia are obvious factors, and seem to be hardwired into our DNA. Future costs and risks inevitably feel less real than the actual cash being used for today’s investments. We only have to think how we often fail to buy higher efficiency homes or energy-efficient remodel-ing and opt for the cheaper, less-efficient dishwasher to be sympathetic to the decisions industrial managers make.

Collectively, we need to put in place approaches to decision-making that capture energy efficiency in a realistic way and overcome our natural instinct to stay with the familiar. If we don’t, we’ll be no better than most small investors who buy high and sell low for the same reasons - fear and inertia.

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

EnErgy ExPErtpeter garforth

HIstory tElls us onE tHIng about EnErgy costs — tHEy’rE unPrEDIctablE anD futurE PrIcE volatIlIty Is lIkEly to bE grEatEr.

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