Don’t be in the dark about power distribution safety and maintenance

ENLIGHTENMENT

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Maintenance Without the Guesswork / p.11

Climate Control Technology / p.23

Gearbox Longevity in 4 Steps / p.31

5 Secrets of E� ective Turnarounds / p.47

SE

PT

EM

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R 2

01

1

PS1109_01_Cvr2.indd 1 8/29/11 6:29 PM

* Software and firmware aredownloadable for authorizedcustomers from:www.automationdirect.com

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The First Name in Power Transmission

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• Unmatched Quality

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Baldor•Dodge® power transmission products offer reliable service and low maintenance to help reduce your total cost of ownership. Our innovative bearings, gearing and power transmission products have solved the toughest applications for over 125 years.

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Call. 1-800-526-9328Click. www.motionindustries.comVisit. Over 500 Stocking Locations

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Mi22961 Plant Serv.indd 1 8/22/11 3:24 PMPS1109_FPA.indd 4 8/30/11 9:46 AM

www.PLANTSERVICES.Com SEPTEmbER 2011 5

24 / COVER STORY

Electrical EnlightenmentDon’t be in the dark about power safety and maintenance

31 / pOwER TRanSmiSSiOn

Long Live the GearboxMonitor lubrication, temperature, noise, and vibration

37 / pLanT pERSOnnEL

Reliability is more Than maintenanceFacilitated self assessments involve workers from all disciplines

42 / pumpS

positive Displacement — part iVFundamentals, design, and applications for reciprocating pumps

51 / pRODuCT ROunDup

features

specialists

columns and departments

9 / mR. SuSTainabiLiTY

what apple Can Do with its $76 billionDevelop the ability to manufacture Apple products in the United States

17 / human CapiTaL

america’s First ConsultantWhere’s Friedrich von Steuben when you need him?

19 / aSSET manaGER

The nature of FailureDetermine maintenance practices by understanding assets

23 / TEChnOLOGY TOOLbOx

what’s hot in Climate Control?New chillers, compressors, chilled beams, and motor pumps are efficient alternatives

47 / biG piCTuRE

18 months to plan 14 DaysTurnarounds at an oil sands facility require pre-planning well in advance

58 / EnERGY ExpERT

Data for Energy DecisionsThe right information helps non-technical people come to the proper conclusion

7 / FROm ThE EDiTOR

Earthquakes and EnergySometimes instant information isn’t fast enough

11 / whaT wORKS• Recycling operation extracts

high value out of maintenance data

15 / YOuR SpaCE

break Through TrainingPlant personnel receive training on plant assets during their free time

49 / in ThE TREnChES

problems in the material worldUnsafe production processes prove expensive

56 / CLaSSiFiEDS / aD inDEx

table of contentsSeptembeR 2011 / Vol. 32, No. 09

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, tHeJoURNAl, pHARmACeUtICAl mANUFACtURING and WellNeSS FooDS. plANt SeRVICeS assumes no responsibility for validity of claims in items published.

Finding solutions for the manufacturing workforce skills crisismark tomlinson, executive director and Ceo of the Society of manufacturing engineers, explores the importance of workforce training and development in the age of the skills gap.http://www.plantservices.com/multimedia/2011/find-solutions-manufacturing-workforce-skills-crisis.html

Guidelines for industrial Ethernet infrastructure implemen-tation: a control engineer’s guideThis white paper provides an overview of Ethernet technology and implementation guidelines to implement in both control and infor-mation networking environments.http://www.plantservices.com/whitepapers/2011/guidelines-industrial-ethernet-infrastructure.html

The view from the electrical power plantKarl Fessenden, vice president of power generation services, energy services, at Ge, discusses efficiency, the smart grid and regulatory factors.http://www.plantservices.com/articles/2011/07-thought-lead-ers-electrical-power-plant.html

Give me irony, or give me dearthBaby Boomer retirements have been slowed by weakened portfolios, but a lack of experienced engineers will still arrive. there’s time to capture the knowledge these pros will take. but, who will fill their shoes when they’re gone?http://community.plantservices.com/content/give-me-irony-or-give-me-dearth

PS1109_05_TOC2.indd 5 8/29/11 6:28 PM

Put a lid on energy waste

© Copyright 2011 Atlas Copco Compressors LLC. All rights reserved.

Hi, I'm Bob, Senior Marketing Support Specialist at Atlas Copco Compressors. For the last 38 years,I've been part of the team taking care of our valued customers in the United States. Today, let me tellyou how Variable Speed Drive technology represents a great value proposition for your production.

All across the globe, customers are compressing air that just goes to waste. Energy can representover 80% of a compressor’s lifecycle cost and generating compressed air can account for more than40% of a plant’s total electricity bill. Most production environments have a fluctuating air demanddepending on the time of day, week or even month. So put a lid on those energy costs with AtlasCopco’s VSD technology that mirrors air usage, automatically adjusting the motor speed dependingon the demand, making major energy costs savings a reality while helping to protect the environmentfor future generations.

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FROM THE EDITORMIKE BACIDORE, EDITOR IN CHIEF

WWW.PLANTSERVICES.COM SEPTEMBER 2011 7

EARTHQUAKES AND ENERGY Sometimes instant information isn’t fast enough

In late August, I attended a ribbon-cutting ceremony for Siemens’ plant addition in West Chicago, Illinois. � e new facility will produce solar inverters, which turn DC power from photovol-taic modules into AC power that can be relayed to the power grid. I’ve been to this particular plant several times now and have always enjoyed its remarkable e� ciencies as much as I’ve relished the conversations I seem to end up having each time I visit.

Following the tour of the new pro-duction and testing areas, a group of us gathered for lunch, and I had an interest-ing conversation with Mike Pound, CEO of Koontz-Wagner (www.koontz-wagner.com), an electrical contracting company in South Bend, Indiana.

While we talked about the power-gen-eration industry at length, we ultimately began discussing instant access to infor-mation. One of the other individuals at our table, in fact, shared a story of how a colleague in Washington, D.C., had felt the 5.9-magnitude earthquake on Aug. 23 and sent a text to a friend in New York, who received the message and then felt the a� ershock seconds later. Yes, the text reached her before the a� ershock.

Now that is instant information you can use.

� roughout the course of every day, we are inundated with informa-tion. Sometimes, it’s a routine email or voicemail message. Other times, it’s an alert that a catastrophic failure, o� en the result of poorly executed maintenance practices, is imminent.

Such was the case with the Fuku-shima Daiichi reactors this past March. Evidence now indicates that the melt-down might not have been the result of the tsunami, but a travesty waiting to happen because of a labyrinth of poorly

maintained recirculation and cooling pipes and pumps. Apparently, an ounce of preventive maintenance is worth a millisievert of radiation.

� e nuclear demise is now believed to have been caused by the earthquake itself, rather than the ensuing a� ermath. And while the alert reached plant opera-tors before the tsunami did, it was too late to inspect pumps and pipes thor-oughly and schedule proper repairs, not

to mention rectifying discrepancies be-tween blueprints and the actual piping.

It’s a shame that we continue to re-learn the value of good maintenance practices, whether they’re preventive, predictive, or reliability-centered, through the horrible accidents that can occur when improper attention is given to a plant’s physical assets. And although the meltdown is a mesmerizing tragedy, it is not so much an indictment of the nuclear power industry as it is a wake-up call — no, not a wake-up call, but an air-horn blast in the face — reminding us of the importance of proper MRO perfor-mance on the � oor.

Having a maintenance strategy in place isn’t enough. It requires execution of the program, a top-down commit-ment to the care of physical assets, and employees who understand the signi� -cance of their duties.

AN OUNCE OF PREVENTIVE MAINTENANCE IS WORTH A MILLISIEVERT OF RADIATION.

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

MIKE BRENNER Group Publishermbrenner@putman.net

EDITORIAL S TAFF

MIKE BACIDOREEditor in Chiefmbacidore@putman.net

RUSSELL L. KRATOWICZ, P.E. CMRPExecutive Editorrussk@putman.net

ALEXIS GAJEWSKIAssociate Editor, Digital Mediaagajewski@putman.net

STEPHEN C. HERNER V.P., Creative Servicessherner@putman.net

DEREK CHAMBERLAIN Art Directordchamberlain@putman.net

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

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JILL KALETHA Reprints Marketing ManagerFoster Reprints (866) 879-9144 ext.168 jillk@fosterprinting.com

EXECUTIVE STAFF

JOHN M. CAPPELLETTI President/CEO

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Mike Bacidore, Editor in Chiefmbacidore@putman.net, (630) 467-1300 x444

PS1109_07_Edit.indd 7 8/29/11 12:07 PM

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What apple Can Do With its $76 BillionDevelop the ability to manufacture apple products in the United states

Many of my coworkers, friends, and family members are fond of Apple products. While I don’t share their amazing loyalty, I admire the company that earned it and believe it deserves to charge for it. So when, unlike his PC-loving brother, my younger son requested we replace his well-worn Dell with an iMac back in 2007, we took him seriously and shelled out the premium over an equally functional PC.

He was 13, in middle school, involved in music and sci-ence, and forming a direction. We bought the machine on Apple’s website and followed its progress, with no small dismay, as Apple chronicled its manufacture and journey from, as I recall, Shanghai to Beijing, over the Arctic Circle to Alaska, then Chicago and our home. It’s not easy for an American father of my generation to explain to a budding technologist why his new computer came from China.

I’ve been reminded of that purchase and of that son’s many other Apple products by stories in the news about the $76 billion cash-on-hand that Apple reported at the end of the second quarter. Some articles had interesting observa-tions and thoughts about what Apple could do. One noted it’s more than the gross domestic product of 126 nations.

I’d like to add my voice to those who’ve suggested that Apple invest some of it in developing a U.S. manufactur-ing system that could produce its products at a lower cost than a Foxconn factory in Chengdu. My reasons go beyond those of, for example, “Thomas,” who commented on a news story in The Week (www.theweek.com), a weekly political news magazine, writing, “Here’s an idea, they could use that money to build their amazing devices in a country where employees are treated like humans, or somewhere that envi-ronmental concerns are brought up.”

I’d remind Apple that its smartest, most creative, and valuable employees live in the United States, where success and happiness depend at least in part on the quality of life, environment, education, and culture a thriving economy and solidly funded government services provide. It’s in Apple’s best interest to participate in and help fund those employees’ personal, social, and professional ecosystems. It’s also worth mentioning that many of Apple’s current and potential customers are here. Many of them are looking for work, and an investment in the technologies, facilities, and labor to develop a competitive supply chain and manufac-turing capability here can provide more people the means to purchase Apple products.

I’d add that mass-producing computers and electron-ics at a reasonable profit in the United States seems to have become a challenge beyond the capabilities of any manufac-turer. Imagine the competitive advantage of figuring it out, and taking that intellectual capital global. Apple could do it.

Finally, Apple really needs to do something about its image. According to a recent study by Brandlogic (www.brandlogic.com) comparing companies’ customer ratings with actual performance on environmental, social, and

governance (ESG) factors, Apple is getting a lot more credit than it deserves for sustainability and social responsibility.

Companies with high perception scores relative to real-ity may have significant value at risk if this gap persists, reports Brandlogic. “This is because they may be benefiting financially from underestimation of their ESG vulnerability based on inaccurate assumptions of performance, which more thorough scrutiny may reveal,” according to the study, which also says Apple, Google, Honda, Marriott, Visa, and Walt Disney apparently fall into this category.

Apple always will have loyalists, including many who have plenty of money even in a down economy, some who don’t care where their stuff comes from or how it’s made and a few who would forego food to spend their last unemployment dollars on iTunes. But what about the rest of us?

My Apple-loving son, now 17, plans to become an engi-neer and is becoming aware that there’s more than “cool factor” involved in purchasing decisions. When he and his generation understand why jobs don’t pay more, their streets are full of holes, and they can’t afford health care, they’ll start preferring to buy from companies that have their back.

Offering cell phones, devices, tablets, and computers made in the United States would go a long way towards legitimizing Apple’s image as a sustainable company.

It might even win over my older son, the PC.

email paul studebaker, editor in chief of sustainable plant (www.sustainableplant.com), at pstudebaker@putman.net.

www.PLANTSERVICES.Com SEPTEmbER 2011 9

paul studebaker, cmrpMr. sUstainaBility

apple is getting a lot More CreDit than it Deserves for sUstainaBility anD soCial responsiBility.

PS1109_09_MrSustain.indd 9 8/29/11 12:08 PM

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what works

when Chris Morgan took over maintenance at Greenstar Recycling’s Allentown, Pennsylvania, plant (www.greenstar-recycling.com), uptime depended on guesses about when to inspect the machines. “Our strategy was, ‘maybe it’s time to check on the trammel screener,’” recalls Morgan. “There was no way to track maintenance, no asset analysis, no PM schedules, nothing.” So, Morgan reorganized maintenance operations, installed a CMMS, and automated 100% of the maintenance. That helped save hundreds of thousands of dollars annually and helped spring Morgan from mainte-nance manager to plant manager of the facility.

Greenstar Recycling, a processor of recycling materials, has 20 plants that process about 2 million tons of glass, pa-per, aluminum, plastic, and steel each year. Haulers, munici-palities, and tractor trailers bring materials to its plants to be

why Guess when there’s CMMs?recycling operation extracts high value out of maintenance data

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Greenstar sorts commodities such as aluminum, compresses them into bales, and sells them to manufacturers as raw materials for producing new goods.

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PS1109_FPA.indd 12 8/30/11 9:46 AM

separated by commodity, compressed into bales, and sold to manufacturers as raw materials.

Morgan is in charge of making sure the materials recovery facility (MRF) and its screens, separators, and sorters run as efficiently as possible.

“We speak to uptime,” says Mor-gan. “We could no longer rely on our instincts and decide when it was time to check on equipment. Our machines run whether a part is malfunctioning or not. We’re using the same amount of electricity to run machines at less than peak efficiency and processing less. We had to be proactive.”

Morgan and his team researched CMMS packages and chose Bigfoot (www.bigfootcmms.com), which is a Web-based approach that automates maintenance operations with PM scheduling, ad hoc work order and repair scheduling, history and analysis reporting, and asset lifecycle manage-ment. Morgan says his team chose Bigfoot for ease of use, flexibility, and its feature-rich reporting capabilities.

The machines at the plant are on Bigfoot’s calendar-based schedule that includes a list of tasks and procedures for each machine and automatic email reminders. “The way we now manage our maintenance department with Bigfoot has helped us cut costs in equipment service and parts, as well as maintenance costs, which has decreased dramatically over the years,” says Morgan. “In the three years since we implemented Bigfoot, we’ve cut maintenance costs per ton by nearly 40%. We’re using the same energy, but we’ve recycled more.”

Bigfoot captures information used to analyze historical maintenance and track repeat problems, view past solutions, and track maintenance and vendor labor costs.

Tracking costs and the time spent on equipment helps Greenstar deter-mine whether it costs more to repair

or replace. “Bigfoot generates a report that can show us we’re spending more in repair time when it would be more cost-effective to replace a machine,” explains Morgan.

Going forward, Greenstar plans to use Bigfoot for managing and track-ing its inventory, as well as setting up problem codes for repeatable equip-ment failures to show trends.

what works

Need to stay up to speed on the latest reliability trends and technologies? Don’t miss Asset Management 2011, a global conference focused on driving operational productivity through Asset Efficiency Optimization (AEO).

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Break through trainingPlant personnel receive training on plant assets during their free timeBy Martin tauber and Jim Lowe, Barber Foods

With approximately 40% of the workforce set to retire in the next few years, it’s imperative that corporations do everything they can to educate younger maintenance technicians with the knowledge of the senior technicians so there won’t be a void of lost knowledge commonly known as “corporate amnesia.” Break Through Training is a concept that’s been implemented at Barber Foods and can be imple-mented anywhere to keep maintenance staff informed and trained, while saving the company money through fewer breakdowns and better productivity.

This method arose from Barber’s need to keep mainte-nance associates up to date on the equipment on the pro-duction floor. Barber has more than 682 pieces of produc-tion equipment, not counting facilities, and 300 types of equipment in use including hydraulics, electrical, robotics, conveyors, formers, compressors, and breaders.

Before Break Through Training, Barber made videos of training that was presented by manufacturer reps and vendors. This maintenance library was kept in an office and loaned out upon request. The training was consistent, and about 50 training DVDs were in the library, but few of the maintenance staff used them.

The only time a maintenance associate isn’t occupied with PMs and CMs is during breaks and lunch time, so the videos were programmed to play in a loop in the break room. Most of the videos are between 30 minutes and an hour. Breaks are 10 minutes, and lunches are 30 minutes. With each video constantly playing, the maintenance associate is exposed to the entire training video during breaks and lunch times. It might take a full week to have viewed the entire video, and most of the time they see some segment they’ve viewed before. But by viewing it repeatedly, the techniques will be retained in the maintenance associate’s memory. In the beginning, not all associates accepted watching the training videos during lunch and breaks. Some turned the volume down. As more videos included the technicians themselves, acceptance grew, and, in some cases, requests are being made for certain videos to be shown.

When presented to senior management for approval, the program was met with mixed emotions. It was a new concept in training, but the need to train associates was important. This concept would have a minimal cost to start, and the end result would far outweigh the startup

costs associated with the purchase of the needed equipment.Scott Schmitz, the director of technical services, approved

the concept. The IT department was consulted but the avail-able equipment was antiquated and incapable of playing multiple videos and PowerPoint slides. A local electronics supplier constructed a CPU with a large hard drive and a fast processor, with no monitor, keyboard, or mouse. A 28-in. flat screen with built-in CD/DVD player was placed in the lunch room, with the CPU in the adjoining room.

The video camera with a 60-GB hard drive, an editing program, and collapsible tripod. also were purchased. Exist-ing videos were loaded on the computer and the screen’s resolution was adjusted to display the videos. Weekly video selections are relegated to a single topic or theme and play one after another in a continuous loop.

Martin tauber is maintenance trainer and Jim Lowe is tPM man-ager at Barber Foods in Portland, Maine. they will present “Break through training” on oct. 19 at the SMrP annual Conference in greensboro, north Carolina. Visit www.smrp.org/conference to register. email the presenters at martin_tauber@barberfoods.com and jim_lowe@barberfoods.com.

www.PLANTSERVICES.Com SEPTEmbER 2011 15

your SPaCe

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PrograM CoStSCustom-built CPU . . . . . . . . . . . . . . . . . . . . $500TV/DVD player . . . . . . . . . . . . . . . . . . . . . . $350Wireless keyboard and mouse . . . . . . . . . . . . $75Miscellaneous cables and connectors . . . . . . . $35Digital video camera . . . . . . . . . . . . . . . . . . $300Miscellaneous CDs, DVDs and storage . . . . . . . $25Tripod . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $65Total . . . . . . . . . . . . . . . . . . . . . . . . . . . .$1,350

This is a one-time setup cost, but it will vary with the type of equipment . With maintenance job turnover rates, the core that was originally taught will dwindle to 50% after a few years, leaving the knowledge base and skill set thin . For less than $1,500, you can develop a learning center for new associates and veteran technicians .

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AmericA’s First consultAntWhere’s Friedrich von steuben when you need him?

Have you ever heard of Friedrich von Steuben? I’d argue he was one of the first American consultants. Freddie was a Prussian military officer in the mid- to late-1700s. If you know your history, you’ll remember that Prussia in those days was recognized as the epicenter of military science.

Freddie was a mid-grade officer who found himself unemployed because of an unfortunate outbreak of peace in neighboring countries and states. Hearing that “rebels” in America were picking a fight with the world’s foremost su-perpower, Freddie decided he wanted a piece of that action.

In 1776 and 1777, the home boys suffered defeat after humiliating defeat. The Continental Army was hanging by a thread during the winter of 1777-1778. Freddie made his way to France, where he’d heard that Benjamin Franklin was look-ing to drum up support from the French. Ben, being a wise old gentleman, knew the Continental Army was in reactive mode. It needed a facilitator and coach. Freddie was intro-duced to Ben, and, during the introduction, Ben misinter-preted Freddie’s introduction. Freddie’s most recent military assignment was that of an aide to the commanding general. Ben thought he heard that Freddie was a Prussian command-ing general. Impressed, Ben arranged for Freddie to travel to the colonies to see what he could do to assist the Continental Army under General George Washington.

Freddie arrived at Valley Forge and immediately recog-nized the camp lacked control and stability (no planning and scheduling). He changed the camp layout (organization-al restructuring, with some 5S and lean principles thrown in). Freddie put the latrines on the downhill side of the camp and the mess hall at the highest level; morale improved. He also organized the living arrangements for the officers and men in a more functional arrangement.

Next, Freddie increased military order and discipline (a work order management system). He trained a model com-pany (pilot team, who became internal champions).

Freddie didn’t speak English very well, and he was quite loud. Reportedly, he could curse in three languages. When Freddie couldn’t find the words, he had interpreters swear at the troops for him (no longer considered appropriate for consultants, plus the interpreter adds to overhead).

Next, our man Freddie assessed past performance on the battle field (collected and analyzed metrics). One of the biggest problems was that the Continental Army and militia were fighting a well-armed and disciplined British

fighting force. When on the battle lines, the Americans and British fired their muzzle loaders at each other. After a few volleys the British would charge with fixed bayo-nets. The Americans, having no effective training with bayonets, other than for hanging meat over cooking fires, didn’t have time to reload their guns. Human nature be-ing what it is, the lads preferred to run rather than being skewered (root cause of failure).

The Continental Army and militia had effective weapons, and they were every bit as capable as their British counter-parts at operating the systems and tools at their disposal. They just weren’t getting the same level of performance. This is much like today’s plants in which the leadership and workforce are intelligent and experienced, but lack the time or support needed to be more effective.

Freddie spent a fair amount of time that winter helping the troops become proficient at bayonet tactics (increased proficiency at using tools; CMMS, PdM tool, RCM method-ology). The first battles after the winter of 1778 — the Battle of Barren Hill in May 1778 and the Battle of Monmouth in June 1778 — showed that our troops had learned well. In 1779, at the Battle of Stony Point, a select group of Continen-tal soldiers (a reliability action team) used only bayonets in a surprise attack on a fortified British position. The assault resulted in the capture of a full regiment of British infantry (eliminated a source of production upsets).

While there were still some setbacks after Freddie became involved, the Americans held their own in battle after battle (continuous improvement). Eventually, the Americans earned final victory at Yorktown, Virginia, in October 1781, followed by the Treaty of Paris in 1783, which provided independence from England (sustained culture change).

Like Freddie, consultants are an important resource for strategy, knowledge, and instilling confidence.

tom moriarty, P.e., cmrP, is president of Alidade mer. contact him at tjmpe@alidade-mer.com and (321) 773-3356.

www.PLANTSERVICES.Com SEPTEmbER 2011 17

HumAn cAPitAlTom moriarTy, P.E., CmrP

consultAnts Are An imPortAnt resource For strAtegy, knoWledge, And instilling conFidence.

PS1109_17_HumanCap.indd 17 8/29/11 12:40 PM

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

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The naTure of failureDetermine maintenance practices by understanding assets

Your CMMS can be a powerful tool to optimize asset per-formance and reliability and manage the total cost of owner-ship. But like any software tool, a CMMS is only as good as the data being entered and the user’s skill in analyzing and acting on the information. Thus, properly managing your physical assets requires a basic understanding of how each asset and its components behave throughout the lifecycle. This ensures you collect the right data at the right time for the right purpose.

Understanding your assets means knowing what they and their components are used for, the nature of their failures, and which maintenance policies should be put in place to predict, prevent, or react to a failure in the most cost-effective manner.

DefiniTion: aSSeT failureMost people would agree that asset failure simply means a breakdown or the inability to use the asset. Although the definition of asset failure appears to be obvious, in my expe-rience it can be misleading at times.

Suppose, for example, your windshield wiper blades are worn to the point that they can’t clear water from the glass. Would this be considered asset failure? One test as to whether the asset failed is whether the vehicle can be operated in a safe manner without environmental or financial consequences. If there are five days of sunshine ahead, has the asset really failed? Perhaps the asset has failed, but there are no consequences to the failure until the need to use the wipers arises.

Some might argue that only a component (wiper blade) failed, and not the asset (vehicle). If the wiper leaves a thin streak and there’s still some visibility, has it really failed? For example, what if the streak isn’t fully in your line of sight?

It’s clear that failure can be defined only after there’s an answer to the question: “What does this asset or component do?” When an asset or component no longer fulfills its func-tion, it’s said to have experienced a functional failure. Let’s say the vehicle is to be used to transport people between buildings during rain storms. Any time an operator can’t fulfill this purpose in a cost-effective, safe, and environ-mentally sound manner, failure, by definition, will have occurred. Of course, cost-effectiveness, safety, and envi-ronmental soundness must still be defined as precisely as possible. In some cases, regulatory bodies provide guidelines

as to what is considered to be safe, what is healthy, or what is environmentally acceptable.

failure analYSiSBy analyzing what can fail and why, you can ultimately get more out of assets throughout their lifecycles, while minimizing the total cost of ownership. In turn, this fosters a cost-effective maintenance program that prevents failure, predicts failure through condition monitoring, or simply allows running to failure if consequences are minimal.

Failure modes and effects analysis (FMEA): This technique involves determining the different ways an as-set or component might fail (failure modes) and what the consequences might be (failure effects). It also determines the probability of each failure mode occurring, as well as the potential severity of consequences. The key objective of FMEA is to make changes to the product, process, environ-mental conditions, or asset itself to reduce the probability and severity of potentially high-impact failures.

Historical data: Information collected from the CMMS for like assets and components identifies costly recurring problems. Techniques such as Pareto analysis can determine which problem, cause, and action codes have the highest frequency. Historical data also can determine if correlations exist between frequent, high-impact problem or cause codes and, say, time of day/year, weather conditions, operator on duty, technician who last worked on the asset, OEM, or brand of parts used.

Experimentation: Another way to analyze failure is to run tests on the shop floor, in the field, or in a lab. Experi-mentation provides an opportunity to test what-if scenarios for determining the root cause of a problem, understand-ing the severity of failure, ascertaining the conditions that predict various failure modes, and establishing the most cost-effective approach to minimizing the effect of failure. In some cases, experimentation is done in partnership with

www.PLANTSERVICES.Com SEPTEmbER 2011 19

iT’S Clear ThaT failure Can be DefineD onlY afTer There’S an anSwer To The queSTion: “whaT DoeS ThiS aSSeT or CoMponenT Do?”

aSSeT Managerdavid berger, P.eng.

PS1109_19_20_AssetManager.indd 19 8/29/11 12:56 PM

the OEM or a supplier of relevant specialized services.

Root cause analysis (RCA): Rather than simply addressing the symptoms of a high-impact problem repeatedly,

RCA provides formalized tools and techniques for determining the root cause. Sometimes this involves an iterative trial-and-error approach, and in other cases, detailed data can

be collected and analyzed. Operators and technicians typically are asked to attach pictures and to record more de-tailed information on work orders to permit a study of the conditions before and a� er failure. � is provides more clues in exploring the root cause.

FAILURE PATTERNSBefore the 1960s, it was believed that failure probability increased over time. Studies by airlines and the military found, surprisingly, that age-related failures accounted for about 20% of failures. � e more prominent failure patterns were found to be random and accounted for roughly 80% of failures. � e six most common failure types are summarized below.

Type A: As an asset’s age approach-es its expected life, and, a� er an initial period of random failure, there’s an increase in the likelihood of failure.

Type B: Commonly known as the “bathtub curve,” this is relevant to electronic equipment. � ere’s an initial period during which there’s a higher likelihood of failure, but this gradually decreases until the end of the component’s life.

Type C: � is is a steady increase in failure likelihood as the asset or component ages. � is pattern might be caused by constant fatiguing.

Type D: Other than an initial break-in period, when the probability of failure is low, this pattern shows an equal likelihood of failure at any age.

Type E: � is failure pattern has an equal likelihood of failure, regardless of asset age.

Type F: � is pattern starts with a relatively high likelihood of failure. A� er the initial period, this type then mimics the random patterns and is o� en tagged as infant mortality.

Email Contributing Editor David Berger, P.Eng., partner, Western Management Consultants, at david@wmc.on.ca.

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

* Scan to see documented attempts

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Learn about the many benefi ts of Yellow Jacket.

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Yellow Jacket is so durable it will never need to be replaced.

And we aren’t just saying that. We guarantee it for life.**

**Limited lifetime warranty;certain exclusions apply

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Technology ToolboxSheila Kennedy

WhaT’s hoT in climaTe conTrol?new chillers, compressors, chilled beams, and motor pumps are efficient alternatives

heating and cooling are hot topics when it comes to energy efficiency and facility costs. Innovations in chillers, compressors, motors, and processes are improving perfor-mance, reducing costs, and safeguarding the environment.

Magnetic bearing chillers: Their rotating shafts levitate on a noncontact, frictionless magnetic cushion. Daikin McQuay Magnitude magnetic bearing chillers, including its 700-ton units, use sensors and a digital control to keep the shaft aligned. Magnetic bearing chillers are as much as 40% more efficient than standard chillers, according to Ray Good, director of chiller product management for McQuay. “This efficiency gain can save $2 million over the life of the chiller,” he says. “The efficiency can be sustained during the chiller’s life because the oil-free design eliminates perfor-mance degradation caused by refrigerant contamination.”

Smart compressors: A unit that doubles as its own sensor prompts technicians to diagnose problems, plan mainte-nance, and shut down the system proactively before damage occurs. Copeland Scroll compressors with CoreSense Com-munications, designed for commercial air conditioning by Emerson Climate Technologies, combine the sensor capabil-ity with an onboard communications that streams diag-nostic information to the system controller. It also provides access to information about pre-existing faults.

“Facility managers and technicians using Copeland Scroll units will get real-time information, allowing them to ef-ficiently adjust system variables on the fly,” says Chris Mays, commercial market manager for Emerson Climate Tech-nologies. CoreSense Communications will first appear on Copeland’s new 40-hp compressor and later be released on the existing 20-, 25-, and 32-hp models.

Ceiling and floor solutions: Chilled beams pipe water through a beam to distribute conditioned air. This reduces energy costs and provides uniform temperature control. Krueger Chilled Beams are used at the ceiling. “Chilled beams offer many advantages, especially in spaces with high sensible loads, which includes many industrial applications,” says Dan Int-Hout, Krueger’s chief engineer. “Water is far more effective than air in moving BTUs throughout a space, so cooling can often be provided at a lower energy cost than with all-air systems in a number of applications.”

Tate Access Floors recently introduced In-Floor Active Chilled Beams for raised-access flooring. It offers DirectAire floor panels that stream airflow where needed, SmartAire

dampers to control delivery electronically, and PowerAire modules to cool hot spots automatically.

Integrated system: Integrated motor pumps provide energy-efficient heating. The Danfoss BFPM-pump system consumes 50% to 80% less power than a standard single-phase motor. Designed for high-end oil burners, the units have an efficient permanent magnet motor, an MBS 1900 pressure transmitter to optimize pressure and speed, and a combustion process that minimizes boiler wear.

“It’s a challenge to develop products that respect the environment without sacrificing the end user’s comfort experience,” says Arne Blom, product specialist for Danfoss Industrial Automation. “Regarding just one element of our pump, the smaller motor, it can reduce annual power con-sumption by as much as 20 million kWh.”

One-step process: A new air conditioning process has the po-tential to use 50% to 90% less energy than refrigeration-based units. The Desiccant-Enhanced eVaporative (DEVap) air condi-tioner, developed at the U.S. Department of Energy’s National Renewable Energy Laboratory, combines thin hydrophobic membranes, evaporative coolers, and liquid desiccants to cool and dry air in one step. It uses a thermally activated absorption cycle powered by natural gas or solar energy. Instead of refrig-erants, it uses solutions of lithium chloride or calcium chloride.

“We’ve successfully tested small-scale prototypes and will be using the test results to scale up the prototype to dem-onstrate the technology to air-conditioning manufacturers later this year,” says Eric Kozubal, DEVap co-inventor and senior mechanical engineer for NREL.

email contributing editor sheila Kennedy, managing director of additive communications, at sheila@addcomm.com.

www.PLANTSERVICES.Com SEPTEmbER 2011 23

www.mcquay.comwww.emersonclimate.comwww.krueger-hvac.com

www.tateaccessfloors.comwww.danfoss.comwww.nrel.gov

reference Web siTes:

“WaTer is far more effecTive Than air in moving bTUs ThroUghoUT a space.”

PS1109_23_TechToolbox.indd 23 8/29/11 12:53 PM

EnlightEnmEnt

ElEctrical

Plant personnel have little control over the electrical supply upstream of the service entrance, but complete con-trol over the distribution system within the plant. Yet many plants find themselves in the dark about electrical safety and system maintenance.

Solving an electrical distribution problem shouldn’t be a case of stumbling around blindly seeking diagnostic data. Instead, shine some light on the hardware components themselves. You might find obvious defects in cable routing or in panel layout. While you’re at it, it might be worthwhile to update your current single-line diagram to replace an out-of-date version.

Safety issues also need to be illuminated, as electrical sys-tems carry not only power, but potential hazards, as well.

“While arc flash gets a lot of attention, there are still electric shock and fire hazards in many facilities,” says Ben Miller, president of B. Miller Engineering (www.bmilleren-gineering.com) in Deerfield, Illinois. “These are the result of older systems that have been modified over the years and have exposed live conductors, excessive box and conduit fill, or inadequate equipment short-circuit ratings resulting from

previous power system upgrades (Figure 1). Proper employee training often is overlooked as an important step to ensure that systems operate properly and safely. Downtime caused by operator error or accidents can be extremely costly.”

Joseph Weigel, product manager at Schneider Electric (www.us.schneider-electric.com), says he’s spoken with thousands of customers and knows a bit about their current practices relative to their electrical distributions systems. “There’s one common universal problem many of these facil-ities face in their electrical systems,” he explains. “That is the lack of funding for, or lack of attention to, routine electrical system maintenance. Lack of maintenance ultimately will lead to failures that can interrupt production or operational processes, and it poses a serious safety hazard, as well.”

Douglas K. Smithman, P.E., president of EMP Engineer-ing Services (www.empes.com), says: “Infrared inspections and periodic connector tightness checks are common, but cleanliness often is overlooked,” he says. “Cobwebs and using cabinets to store spare part and documents provide a backbone for dust accumulation and eventual problems with carbon tracking and failures (Figure 2 and Figure 3).”

24 September 2011 www.pLANtSerVICeS.Com

safety / electrical systems

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

PS1109_24_28_CvrFeatr.indd 24 8/29/11 6:11 PM

Thermal imaging has become com-monplace in many daily plant opera-tions, says Rick Maday, product manager at Fluke (www.fluke.com/irwindows). “It’s no longer left to a simple yearly in-spection,” he explains. “As the frequency of IR inspections increases, so too does the exposure to and risk of arc flash. Enclosures must be opened to scan with IR and doing so greatly increases the likelihood of an arc flash explosion. IR windows can mitigate this risk. They let infrared scans be performed without opening enclosures, virtually eliminat-ing the risk of an arc flash.”

Weigel also says, if he could choose one thing to help improve electrical system safety and reliability in most facilities, it would be to exercise more diligence about electrical mainte-nance and testing of electrical system components, and standards from the National Fire Protection Assn. (NFPA, www.nfpa.org) are a good place to start. “The standard NFPA 70B (Recommended Practice for Electrical Equip-ment Maintenance — 2006) is a useful guide to electrical equipment maintenance,” suggests Weigel. “Other sources, such as the original equipment manufacturer’s O&M docu-mentation, also are useful to establish proper maintenance practices and intervals.”

HealtH cHeckupOnce the plant maintenance strategy is in place, several diagnostic tools can assess the health of your plant’s power distribution system.

“The infrared scans are a good start and easy to use for hot spots,” says EMP’s Smithman. “However, they’re not reliable for more complex problems unless the operator is well-trained. Coils with shorts, interlaminar shorting in armature iron, worn contacts inside a molded case breaker, and arcing inside of metal-clad switchgear are but few of the problems that can be missed. Ultrasonic scans and load monitoring are good diagnostic measures. So is common sense. Look for malfunctioning heaters in outdoor duct-ways. Look for burnt fuses on items that aren’t under load or lightly loaded at the time of the inspection (Figure 4). Listen for noisy contacts and relays. Be aware of the smell of burnt insulation.” In short, use your eyes, ears, nose, and other senses as diagnostic tools.

“Our recommendation,” says Edwin Hoh, market de-velopment manager at Agilent Technologies (www.agilent.com), “is to do preventive testing of all measurable test points on a routine basis, using compact and convenient

tools like a handheld digital multime-ter (DMM) rated properly for the plant environment. Ease of use, including remote measurement using Bluetooth technology, will help facilitate such practice. For plant maintenance, the cost in time and effort, not just the equipment cost, is always paramount.”

Regularly scheduled performance testing and validation of overcur-rent protective devices such as circuit breakers and fused devices identify weaknesses that can lead to failure and safety hazards if they remain uncor-rected, explains Schneider’s Weigel.

Standard BearerSNFPA 70E: Standard for Electrical Safety in the Workplace contains numerous parts that are relevant to the industrial plant maintenance and engineering function. “NFPA 70E provides a complete guide to

electrical safety in the workplace,” says Miller of B. Miller Engineering. “Industrial electricians need to understand all of its requirements, rather than attempting to pick and choose those they feel might be relevant.”

For maintenance and engineering functions, there are in-creasingly strong references in NFPA 70E that maintenance of electrical systems shouldn’t be ignored for safety reasons, says Schneider’s Weigel. “Another universal shortcoming that should be of concern both to maintenance and engi-

www.PLANTSERVICES.Com SEPTEmbER 2011 25

over-modified

figure 1. A panel cluttered as a result of repeated equipment and process upgrades can complicate maintenance and introduce potential hazards. (B. Miller Engineering)

dangerouS SpiderS

figure 2. The presence of cobwebs in an electrical panel might be indicative of negligent maintenance practices. (EMP Engineering Services)

PS1109_24_28_CvrFeatr.indd 25 8/29/11 6:12 PM

neering is the lack of accurate electrical single-line draw-ings,” he warns. “This is a common deficiency in almost every plant or facility that I’ve visited. Having inaccurate system drawings presents a safety hazard, as well as a poten-tial financial liability exposure in the facility.”

Arc flash studies are of extreme importance and rel-evance, says Fluke’s Maday. “NFPA 70E requires that electri-cal equipment be evaluated to determine potential arc flash dangers,” he says. “This includes the PPE needed, as well as establishing an arc flash boundary around the equipment. With frequent infrared inspections becoming prevalent and effective, companies are reluctant to alter this inspection technique. Post-study, many companies turn to IR windows to allow them to perform IR inspections.”

Section 130.3 is the most important part of NFPA 70E for electrical maintenance and engineering, says Timothy L. Gauthier, senior training specialist at AVO Training Institute (www.avotraining.com). “It covers the arc f lash hazard analysis,” he explains. “It needs to be updated af-ter a major modification or renovation. Review it at least once every five years.”

Fostering economiesElectrical power might be a commodity, but it doesn’t make a lot of sense to consume more than you need. If nothing else, it’s wasteful and a matter of doing your part to reduce the quantity of greenhouse gases and mercury that a coal-fired power plant would otherwise be forced to release to satisfy your excess demand. Yes, there are measures the industrial plant can take to help minimize its electric utility bill.

“You can use the newer, more efficient lighting in com-bination with motion sensors in lightly used areas,” says EMP’s Smithman. “Not just more efficient motors, but

more efficient use of motors also helps. Does a fan need to be on or off, or is a VFD a better way? Does a hydraulic system need to recirculate fluid, or can an accumulator provide most of the need?”

LEED certification is all about sustainability, says Larry Ray, director of Schneider Electric Engineering Services (www.powerlogic.com). “One major component is en-ergy efficiency,” he explains. “LEED certification requires adherence to ASHRAE 90.1, a standard for energy-efficient buildings. To ensure ongoing energy efficiency, each type of LEED certification — existing buildings, commercial interi-ors, and new construction — also requires close monitoring of the facility’s energy usage. This, in many cases, requires submetering of the facility and presents an excellent oppor-tunity for a company to implement power quality monitor-ing at the same time (Figure 5).”

Each type of LEED certification requires fundamental

commissioning of the plant’s energy-consuming systems, continues Ray. “While it is common practice to ensure equipment is functioning properly, commissioning can be overlooked in the rush to complete the project,” he ex-plains. “LEED commissioning requires that the facility go one step further to ensure the proper functioning of each energy-consuming system. This can help avoid improp-

26 September 2011 www.pLANtSerVICeS.Com

saFety / electrical systems

growing trouble

Figure 3. mold growing in a panel might lead to carbon tracking and the problems that brings. (emP engineering services)

a telltale sign

Figure 4. contact points in the electrical system should be clean, with no evidence of arcing, burning, or other discoloration. (emP engineering services)

“ another universal shortcoming that should be oF concern both to maintenance and engineering is the lack oF accurate electrical single-line drawings.”

PS1109_24_28_CvrFeatr.indd 26 8/29/11 6:12 PM

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erly installed lighting and HVAC systems and the resulting negative impact to the facility’s electrical distribution system.”

Stay SafeShock and electro-cution as a result of contact with ener-gized components is still a common occurrence, says Schneider’s Weigel. “In electrical systems, the electrical hazards are shock, electrocu-tion, arc flash, and arc blast, all of which are addressed in the NFPA 70E,” he explains. “Machine safety and safeguarding also are vitally important to protect workers from injury. Much of the existing electri-cal equipment, including machine safeguarding components in existing systems, often is non-existent, very old, and poorly maintained.”

Weigel estimates, in the United States, fewer than 10% of facilities are

currently fully in compliance with NFPA 70E. “But more than 90% at the operational level are aware of the NFPA 70E standard’s requirements and enforcement,” he explains. “The disconnect comes from a lack of understanding and focus by senior executives within the company to foster, maintain, and fund an electri-cal workplace safety culture as a legal requirement and fundamental best practice for their companies.”

Besides arc flash, other electrical system safety hazards exist in the plant environment. “I have more stories of untrained personnel doing things in electrical systems that, in the best case, only put their safety in jeopardy,” says EMP’s Smithman. “In the worst case, they put other people’s safety on the line, usually while the other party is unaware of the pos-sibility of the hazard. I once had a 2,300-V connection in a junction box blow to ground about 10 ft from me while I was talking to somebody. The root cause was a connection made up with nothing but 600-V electrical tape. The good news was that the box contained the shrapnel.”

Too many mainte-nance organizations act as though an elec-trical system doesn’t require maintenance because nothing elec-trical moves, so they don’t worry about it, claims Smithman. “Thermal growth, magnetic forces, and vermin are but a few

of the things that cause changes in an electrical system over time,” he says. “Without maintenance, the net effect of items such as these will be failures.”

28 September 2011 www.pLANtSerVICeS.Com

Safety / electrical systems

Simple diagnoSticS

figure 5. Power quality waveform anomalies that are present in the time-domain trace (top) are revealed in the frequency-domain trace (bottom). (B. miller engineering)

“i once had a 2,300-V connection in a junction box blow to ground about

10 ft from me while i waS talking

to Somebody.”

additional reading

like Plant services on Facebook or join our linkedin group to receive a free special report on arc flash.

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Gearboxes are a key component of many industrial power transmission systems. Industrial gearboxes are highly engineered machines. Many components in gear drives have tight tolerances and optimized gear geometry, which are required for transferring working loads as smoothly and efficiently as possible. As with other industrial machines, the successful operation and long life of a gearbox is directly related to proper maintenance.

Fortunately, most gearboxes are easy to maintain. Moreover, many gearbox failures can be traced to a few problems, and basic preventive maintenance practices will minimize these failures. While there are many pre-ventive maintenance tools available, focus on four areas to keep your applications running: lubrication, tempera-ture, noise, and vibration.

LubricationLubrication is one of the most important components of a gearbox. Oil has two main purposes. It keeps components from wearing and also keeps them cool. Most gearbox fail-ures can be attributed to improper lubrication (Figure 1).

Many gearboxes are not supplied with oil, so it’s impor-tant to follow the manufacturer’s recommendations when purchasing oils. If the wrong type of oil or incorrect viscos-ity is used, the result can be gear or bearing failures. If the gearbox is factory-filled with oil, again follow the manufac-turer’s recommendations to ensure that additional oil added in the field is compatible.

Viscosity is a key attribute of the gear oil. The proper oil viscosity provides an oil film between meshing gear teeth. This oil film is very thin and keeps the gear teeth from actu-

www.PLANTSERVICES.Com SEPTEmbER 2011 31

Preventive Maintenance / Power Transmission

Monitor lubrication, temperature, noise, and vibration

By Mike Konruff, Baldor

Figure 1. Checking oil levels on a regular basis should be part of the preventive maintenance program. Too little oil can damage gearing and bearings. Too much oil may cause operating temperatures to increase, causing decreased efficiency and reduced oil and seal life.

LeveL check

PS1109_31_34_GearboxFeatr.indd 31 8/30/11 4:35 PM

ally contacting each other. With too thin of a film or no film, failures such as scoring or wear occur.

Temperature changes affect the oil viscosity (Figure 2). If your application is exposed to extreme temperature variations throughout the year, lubricant viscosity grades should be changed for the season. For example, an ISO 320 grade viscosity mineral oil is a typical selection for ambient temperatures of 50 °F to 125 °F. If this oil is used in the winter and the temperature is 10 °F, the oil will be too viscous to flow and properly lubricate components. Synthetic oils are suitable for a wider temperature range but might be incompatible with seal material. Again, it’s best to follow the manufacturer’s recommendations for oil selection based on ambient temperature.

Like the oil in your automobile, it’s essential that the gearbox oil is replaced regularly. Oil and grease break down over time. As the oil breaks down, it’s less effective at maintaining the proper oil film. Also contaminants that build up in the sump will be f lushed out during the oil change.

An oil-sampling program is effective at monitoring the health of your equipment. Periodic oil analysis indicates if water is getting into the oil or if the oil is breaking down. It also tells if there is gear or bearing wear. Sampling also can

Preventive Maintenance / Power Transmission

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Figure 2. a heat gun is one of several tools to measure and monitor the temperature of equipment. a gearbox that’s running too hot will degrade oil, leading to wear on gears and bearings, along with shortening the life of seals.

Heat cHecK

PS1109_31_34_GearboxFeatr.indd 32 8/30/11 4:36 PM

be used to establish oil change intervals based on the lubri-cant’s actual condition.

Check oil levels on a regular basis. If a gearbox isn’t filled with enough oil, gearing and bearings can be starved, result-ing in damage. A low oil level might also indicate a seal or gasket leak. On the other hand, if the gearbox is overfilled with oil, operating temperatures increase and efficiency will be reduced because of churning losses from the gears and bearings. Elevated operating temperatures can lead to reduced oil and seal life. High oil levels often contribute to oil seal leakage.

When inspecting the gearbox, check for leaks at shaft seal areas. Seals will wear over time, but leaks can also be an indicator of contaminated or degraded lubricant. Leaking seals should be replaced as they can allow contaminants to enter the gearbox, can cause the oil level to drop, or can have a negative environmental impact if the oil leaks are not con-tained. Also, many gearboxes have a grease cavity outboard of the shaft seal to keep dirt and dust out of the gearbox. These cavities should be purged by pumping grease through them with a grease gun when changing oil and more fre-quently for highly contaminated environments.

Filters and strainers are important for removing con-taminants when the gearbox is equipped with a pressurized

lubrication system. They should be replaced or cleaned when changing oil or when the filter’s bypass indicator warning appears. Clogged or dirty filters will allow contaminated oil to bypass the filter and go directly to bearings and gears, causing debris damage and shortened life.

Like filters, vents are used to keep contaminants out of the gearbox. They also allow the gearbox to breathe. Inspect and clean vents periodically to ensure they’re not clogged. A plugged breather can cause a pressure buildup in the gearbox leading to seal failure and oil leakage. Desiccant type breathers are used to remove moisture from air enter-ing the gearbox and should be replaced when they become saturated. Most manufacturers have added dye to the media, which changes colors when saturated.

TemperaTureTemperature measurement is another useful tool in the maintenance toolbox. Thermography, heat guns, gauges, RTDs, or thermocouples can detect changes in gearbox operation. If temperature is monitored, a baseline read-ing should be established. Subsequent readings should be compared against previous values and that data trended. A rise in temperature or localized hot spots can indicate that the gearbox is not operating as efficiently as it once was due

Half the fuel. Twice the runtime.The new green class of industrial cleaning technology has arrived. The Advance CS7000 Series Combination Sweeper-Scrubber reinvents an entire class of equipment by reducing total

cost of ownership, while effectively doubling fuel economy and runtime. Available in three models, LPG-Hybrid, Diesel-Hybrid and ePower™ Battery, the CS7000 Series delivers unparalleled performance, replacing 98% of high-maintenance, leak-prone hydraulic components with an intelligent system of electronically-

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more, go to advance-us.com/CS7000

THE NEW CS7000 SERIES SWEEPER-SCRUBBERS. GREENER. CLEANER. SMARTER.GREENER. CLEANER. SMARTER. 800-850-5559 www.advance-us.com©2011 Nilfi sk-Advance

A Nilfi sk-Advance Brand

The fi rst Hybrid and ePower™ Drive CombinationSweeper-Scrubbers slash your Total Cost of Ownership.

cost of ownership, while effectively doubling fuel economy and runtime. Available in three models, LPG-Hybrid, Diesel-Hybrid and ePowerSeries delivers unparalleled performance, replacing 98% of high-maintenance, leak-prone hydraulic components with an intelligent system of electronically-

controlled, low-maintenance electric drives. This technology shift alone will save the average owner thousands of dollars in reduced maintenance costs. Now, the most ecological solution is also the most economical. To learn

more, go to

cost of ownership, while effectively doubling fuel economy and runtime. Available cost of ownership, while effectively doubling fuel economy and runtime. Available in three models, LPG-Hybrid, Diesel-Hybrid and ePowerSeries delivers unparalleled performance, replacing 98% of high-maintenance, leak-prone hydraulic components with an intelligent system of electronically-

ePower™ BATTERY EXTENDS RUNTIME BY 64%

Single charge runtime (in hours)Single charge runtime (in hours)0 . . . . . . . . . . 1 . . . . . 2 . . . . . 3 . . . . . 4 . . . . . 5 . . .

Competition

CS7000

HYBRID TECHNOLOGY DOUBLES FUEL EFFICIENCY

Relative operational range (on identical fuel)Relative operational range (on identical fuel). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Without hydraulic headaches.

Dedicated sweeping and scrubbing functions with one-pass cleaning power keep dry debris dry without introducing scrub solution into the debris hopper.

NF-151 61.0511.07 CS7000 Ad_PlantServices.indd 1 4/26/11 9:24 AMPS1109_31_34_GearboxFeatr.indd 33 8/30/11 4:36 PM

to a problem with either the gears or bearings. Thermal data alone may not tell where the problem is located, but it can provide enough information to warrant a deeper investi-gation into the gearbox health and spare you from costly downtime from a catastrophic failure.

Temperature control also is important for oil life. Gear-boxes rated in accordance with AGMA standards have a sump oil temperature limit of 200 °F. For sump tempera-tures above 200 °F, R & O mineral oils start to degrade rapidly and gear and bearing wear may occur along with shortened seal life. Synthetic oils have been used success-fully in operations up to 225 °F, but are more expensive than mineral oils. If gearboxes are running close to or above this limit, use cooling devices. Most manufacturers offer cooling packages such as shaft-driven fans, electric-motor-driven fans, or heat exchangers to keep gearboxes running at lower temperatures.

NoiseThe machine operator and maintenance person’s ears are also useful preventive maintenance tools. Abnormal sounds often are the first indicator that something is wrong with the gearbox. An increased sound level may indicate worn or damaged gears and bearings. Knocks can be the result of broken teeth or bearings. Rattles might be caused by loose fasteners or high vibration. Squeals can be an indicator of loose bearings or metal rubs. A machinist’s stethoscope or screwdriver are good for locating problems.

VibratioNVibration readings can be a good indicator of gearbox health. Vibration analysis can help detect coupling mis-alignment, improper foundation support (soft foot), and gear or bearing damage. Take a baseline reading with the gearbox installed and connected to the driven equipment. Like temperature measurements, vibration trends can help tell what’s happening inside the gearbox. Vibration read-ings should be reviewed by a trained analyst. Most gearbox manufacturers can provide gear tooth counts and bearing numbers to aid the vibration analysis.

With today’s ever increasing demands on machinery uptime, it’s important to keep equipment in good operat-ing condition. The cost of machine downtime can be in the tens of thousands of dollars per hour. The key to obtaining long life and improved uptime is in the hands of the maintenance personnel that service the gearboxes. Following preventive maintenance procedures will in-crease machine uptime and life, reduce operating costs, improve product quality, protect the environment, and provide a safer working environment.

Mike Konruff is engineering manager for Dodge gearing at baldor (www.baldor.com). email him at mekonruff@baldor.com.

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If you’ve ever breathed a big sigh of relief after being audited by an external consul-tant, this article is for you. If you’ve ever said to yourself, “These consultants know their stuff, but they really don’t understand our culture,” then this article is for you. If you’ve ever had a reliability assessment conducted at your facility but felt that the plant didn’t truly learn anything and only received a set of recommendations, then this article is for you.

Novelis is an organization specializ-ing in aluminum rolled products and aluminum can recycling. The company operates in 11 countries, has nearly 11,000 employees and reported revenue

of $10.6 billion in fiscal year 2011. Nove-lis supplies premium aluminum sheet and foil products to automotive, transporta-tion, packaging, construction, industrial, electronics and printing markets.

The Novelis Facilitated Self Assessment is a tool to evaluate where a specific plant ranks with respect to its reliability maturi-ty. The assessment is conducted by the plant personnel themselves, and it’s facilitated

with the assistance that corporate resources provide throughout the assessment process.

Assessment PhIlosoPhyThe Facilitated Self Assessment is, first and foremost, a learning tool, designed to help plant personnel understand reliabil-ity concepts and the plant culture. The assessment belongs to the plant, not to the enterprise. It’s expected that, by the end of the process, the plants arrive at a good understanding of their existing level of performance; identify any gaps between that performance and the ideal; and de-velop a roadmap to bridge those gaps.

A commitment is made to each plant manager that the results of the assess-ments will not be shared with anyone without their consent. Novelis wants to en-sure the plants assess themselves honestly, and the best way of doing that is to ensure the assessment results aren’t used out of context for the purposes of comparison among plants. And, based on the results of the first round of assessments, honesty was obviously not a problem.

www.PLANTSERVICES.Com SEPTEmbER 2011 37

RelIAbIlIty / Plant Personnel

Figure 1. the facilitated self assessments are based on the 14 elements that novelis has identified.

Is moRe thAn mAIntenAnceFacilitated self assessments involve workers from all disciplines who interact with equipment by Glenn Delaney and bill schlegel, novelis

TPM

ProcurementRoot Cause

AnalysisEquipment andProcess Design

PreventiveMaintenance

PredictiveMaintenance

LubricationWorkManagement

MaterialsManagement

Organizational CultureReliabilityPlan

ReliabilityNetwork

DocumentControl

Goals andTargets

ReliabilityProcesses

ReliabilityProcesses

Reliability Foundations

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THE ASSESSMENTIn its current form, the assessment is made up of about 400 questions. In turn, each question o� ers a rating system for answers ranging from a regressive or reactive organization to world-class.

� e combination of questions with a range of answers serves two purposes: assess the plant and provide an endless number of learning opportunities. � e assessment is designed to be a mix of education, guidance to known best practice, and buy-in to the results. � e facilitation was done to make sure the plants understood the tool and held everyone to a common understanding of the scoring. � e self assessment was to promote plant buy-in to the results.

� e foundation for the assess-ment was built around the 14 Novelis Reliability Elements (Figure 1). Each element has a corresponding tab in an Excel spreadsheet. � e bottom of the element pyramid consists of the reli-ability foundations: goals and targets, reliability plan, organizational culture, reliability network, and document control. Reliability foundations are the so� er issues that greatly a� ect how reliable a plant truly is. Having a world class preventive maintenance/predic-tive maintenance (PM/PdM) program will only get you so far if your organi-zational culture can’t or is unwilling to support it in the long term. It’s at this level that it’s taught and reinforced that reliability isn’t just maintenance. Reliability programs that are led by maintenance can only progress so far. Programs that are led by operations

and fully supported by maintenance have the potential to move to the high-est levels of reliability maturity.

Document control is a foundational element. � e corporate reliability team felt document control, which includes drawings, manuals, and PLC pro-grams, was fundamental to properly maintaining a safe and reliable facility.

� e next level up contains the reli-ability processes: work management, materials management, preventive maintenance, predictive maintenance and lubrication. � is is essentially the meat and potatoes of most reliability programs that outlines how equip-ment is cared for, how work gets done, and how spare parts are managed.

Although a lot of work can be initiated to improve these processes, failing to address the foundational elements could limit the overall returns.

Proceeding up the pyramid, the next level contains the elements for maintenance prevention. � ese are the activities that generally lead to reducing the need to do maintenance. Root cause analysis and equipment and process design have direct links to eliminating maintenance tasks and a� ecting the inherent reliability of a process or an asset. � e link between procurement and maintenance prevention isn’t as obvious until you consider the e� ect that procurement practices have on the reliability of an asset. � e proper selec-tion of vendors, setting min/max levels, process for substitution, and adherence to speci� cations can greatly a� ect how well your equipment runs.

38 SEPTEMBER 2011 WWW.PLANTSERVICES.COM

RELIABILITY / PLANT PERSONNEL

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Figure 2. Novelis developed this poster to reinforce the reliability concept in its plants worldwide.

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At the top of the pyramid is one of the most misunder-stood terms in reliability: total productive maintenance (TPM). In his book, “Making Common Sense Common Practice: Models for Manufacturing Excellence,” Ron Moore defines TPM as “a strategy for improving productivity through improved maintenance and related practices.” He outlines the basic pillars of TPM:

• restoring equipment to like-new condition• operator involvement in maintaining equipment• improving maintenance efficiency and effectiveness• training people to improve their job skills• equipment management and maintenance prevention• effective use of PM and PdM technology.

Assessment sequence of eventsOnce the assessment was built, the next challenge was to facilitate the self assessment throughout the 11 Novelis North America (NNA) facilities, which are separated both geo-graphically (from Saguenay, Quebec, to Greensboro, Georgia) and technically (from fully integrated aluminum rolling fa-cilities to an aluminum foil packaging plant). Before embark-ing on this task, rules of engagement were set:

• Completion of the assessment is mandatory. In fact, this is the only absolute that was issued by the North Ameri-can president to the plant managers regarding reliability.

• Reliability self assessments belong to the plants.• Reliability is not just maintenance. Cross-functional

teams are to be used to answer the assessment questions.• Build trust and seek understanding. W. Edwards Deming

states: “Don’t blame the individual, fix the system for them.”The task was to assess all 11 North American plants using

three corporate reliability subject matter experts (SMEs) during a period of about three months. To do this, the fol-lowing sequence of events was developed:1. Preliminary plant visit — Each plant was visited by one or

more members of the corporate reliability team to help set the stage for the assessment and get the commitment from plant leadership. At the time, the corporate reliability team had just been formed, so the site visits served the additional purpose of establishing roles and responsibilities with respect to reliability. This step was crucial to building rela-tionships with the plants and avoiding miscommunication.

2. Issuing the assessment spreadsheet — The assessment consists of an Excel spreadsheet with links to other docu-ments that are meant to outline and showcase indus-try best practices. Initially, the intent was to send the spreadsheet by email, but, to include the attachments and maintain the links, the plants were directed to an online “reliability portal” to download all documents.

3. Follow-up conference call — A conference call was held with the leadership teams in each of the plants to ensure:a. they were able to download the assessmentb. they understood the nature of the assessment

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c. the instructions on how to com-plete the assessment spreadsheet were explained

d. the due date for completion of the assessment was confirmed and the date for the facilitation portion (corporate site visit) was set.

4. Elapsed time — � e plants were al-lotted from two weeks to a maxi-mum of one month to complete the assessment.

5. Corporate site visit — � e typical plant visit was a three-day event with the support of three or four corporate expertss. Larger plants

required more time and resources.6. Final report — � e corporate

reliability team prepared the � nal report and delivered it to the plant manager within two weeks of the assessment.

7. Assigning a corporate reliability champion — � e expectation was that the plant would build a reli-ability roadmap to close any gaps. Each plant had a corporate reliabil-ity champion to coach them through the process.

SUCCESSES AND SETBACKSNot everything went perfectly, but the overall outcome was success-ful. The first important factor was leadership making it clear that the organization was going to do this properly. Management chose a longer-term view, allowing the team to build a strong process based on learning and best practices.

� ose who bene� ted most from the assessment were the corporate reli-ability teams. It grounded them on the diverse aspects of reliability, got them to talk the same language, and built their credibility with the plant person-nel. � e team quickly bonded during the assessment process.

What didn’t go so well? A few mis-communications occurred with some of the plants. � ey misinterpreted the idea of a cross-functional team. Operations personnel answer ques-tions about maintenance e� ectiveness di� erently than those in maintenance do. Conversely, maintenance person-nel have di� erent views on equipment ownership than the operators.

Some criticism was based on the overall assessment length. � ere really is no way around this, apart from breaking the assessment into manageable chunks, and by using cross-functional teams.

Most of the scores rose during as-sessment review. In fact, the majority of the plants were too hard on themselves, forgetting to take credit for the things they were doing well.

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What’s Next?It was clear that the three corporate reliability champions would not be sufficient to support all 11 North American plants. To add to the workload, the success of the assess-ments in North America was being communicated throughout global operations, creating a demand for assessments worldwide. An internal curriculum for training reliability engineers (REs) was developed. The RE curriculum consists of eight weeks of training, which includes four weeks of theory interspersed with four weeks of hands-on ap-plication of the theory in the plants. The class size is limited to 25 par-ticipants, and the second wave of reliability engineers, this time with a decidedly more global representa-tion, now is being trained.

As for the assessment, work is ongo-ing. It has currently been translated into French, German, Portuguese and Korean. The Facilitated Self Assess-ment methodology has been adopted by other groups within Manufacturing Excellence (energy, dust abatement, quality) to gain a better understanding of their current levels of maturity. The challenge is to combine these assess-ments in attempts to reduce duplica-tion and avoid overtaxing the already busy plants. The recommendation is for each plant to be reassessed every two to three years. Any selected areas for improvement identified during the assessment should be assessed promptly to ensure that improvements are brought about. The plants see value in the assessment and continue to offer support and cooperation.

Glenn Delaney, CMRP, is corporate reli-ability champion at Novelis (www.novelis.com). email him at glenn.delaney@novelis.com. Bill schlegel is director of manu-facturing excellence and technology at Novelis and past chairman of the society of Maintenance and Reliability Profes-sionals (www.smrp.org). email him at bill.schlegel@novelis.com.

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This is the fourth in a series of five articles based on Hydraulic Institute’s comprehensive e-learning course, “Positive Dis-placement Pumps: Fundamentals, Design and Applications.”

Reciprocating pumps comprise a major segment of the positive displacement category. Reciprocating pumps handle low viscosity fluids, slurries, and viscous liquids. They’re often the pump of choice for difficult applications.

The difference between rotodynamic and reciprocating pumps is that for a given speed, a rotodynamic pump’s f low rate can be varied from zero to a maximum, whereas reciprocating pumps have nearly constant f low, regardless of pressure. Reciprocating pumps have common charac-teristics. This includes a constant f luid delivery (volume) per stroke and mechanical trapping of f luid with suction and discharge valves. The reciprocating motion produces pressure pulsations and you might need dampeners or attenuators to reduce pulsation. As with many PD pump types, systems might require overpressure relief protec-tion. Reciprocating pump efficiency varies and is related to driver type and specific mechanical configuration.

RecipRocating pump typesThe four types of reciprocating pumps are:

• power pumps: piston, plunger and direct acting (steam)• power diaphragm pumps• air-operated pumps: double diaphragm pumps• air-operated piston pumps.The first type are reciprocating machines in which a power

end drives plungers or pistons in a valved cylinder. The power end (Figure 1) converts rotary motion into reciprocating mo-tion. The liquid end (Figure 2) contains the plungers, packing, fluid chambers, and valves. This motion can develop more

Fundamentals, Design and Applications for

Reciprocating Pumps

42 SePtembeR 2011 www.PLANtSeRVICeS.Com

By Hydraulic institute pD pump members

Figure 1. The power end converts a motor’s rotary motion into reciprocating motion by means of a crankshaft.

tHe insiDe stoRy

PS1109_42_45_PDPumpFeatr.indd 42 8/29/11 6:23 PM

than 40,000 psi pressure or deliver more than 4,000 gpm.� ese pumps typically have one, two, three, � ve, seven,

or nine connecting rods and crossheads to drive an equal number of plungers. An odd number is preferred to reduce pressure pulsations. � e oscillating pressure generates pul-sations that range from suction pressure to discharge pres-sure. � is pressure oscillation, cycling at 50 CPM to 500 CPM, is a leading contributor to pump failures; however, these pumps are constructed robustly to resist fatigue.

As the pump injects liquid into the discharge system, the pressure increases until it matches the system requirements. If the system pressure isn’t controlled, it continues to in-crease until something ruptures or the driver stalls out. � ey need a pressure relief device to prevent damage.

Power pumps typically are used for low-viscosity chemi-cals, oils, pressure cleaning, slurries, drilling mud, reverse osmosis, saltwater injection, and subsea applications.

Air-operated diaphragm pumps combine the recip-rocating motion of a f lexible membrane, the diaphragm, with check valves to transfer f luid. These pumps have two diaphragms connected to a reciprocating shaft or connecting rod in which one side of each diaphragm is in contact with the liquid and the other in contact with a compressed air or gas supply. An air motor pressurizes the two diaphragms alternately to produce reciprocating motion. Fluid pressure is equivalent to the air pressure; however, amplification devices allow some pumps to op-erate at pressures three times the air supply pressure.

Diaphragm pumps are available in many materials of construction, have no seals, are compact, and require no electricity. � ey’re ideal for corrosive and abrasive � uids, hazardous areas, where space is limited, and portability re-quired. � ey self-prime, run dry, and pass entrained solids.

Air-operated piston pumps use a reciprocating piston and check mechanism to produce � uid � ow and pressure.

� ey produce pressures in excess of 6,500 psi, so they’re popular for pumping viscous � uids, and they’re good for dispensing, metering, or transferring � uid.

� e air motor and lower end are the two major compo-nents that control � ow rate and pressure. � e air motor converts compressed air into reciprocating motion and is available in several sizes de� ned by the air piston diameter. � e air motor has a major piston on its the lower end. � e air motor drives the lower end and the reciprocating mo-tion of a smaller piston produces � uid pressure and � ow.

� e area ratio of the larger piston to the smaller piston allows for the ampli� cation of the � uid pressure over that of the supply air pressure. If the pump is being operated by 100-psi air and the air motor piston is four times the area of the lower end, the � uid discharge pressure is 400 psi.

WWW.PLANTSERVICES.COM SEPTEMBER 2011 43

PERFORMANCE / PUMPS

Figure 2. The liquid end connects to the power end and contains the plungers, packing, fl uid chambers, and valves.

FROM ROTARY TO LINEAR

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HI is the largest association of pump producers and suppliers in North America and a global authority on pumps and systems. It serves as a forum for the exchange of information, while providing services to member companies and pump users. Nearly 100 companies belong to HI, and engineering consulting fi rms affi liate as “Standards Partners.” For more information about the HI, its members and partners, visit www.pumps.org.

HI and Pump Systems Matter (PSM) encourages companies to host

the “Pump Systems Optimization: Energy Effi ciency and Bottom-Line Savings” one-day course for staff, cus-tomers, and clients. The course offers turn-key solutions and skills to fi nd energy savings, improve pump system effi ciency, reduce costs, and build an action plan for energy conservation.

PSM provides product-neutral training on pump systems, where qualifi ed instructors share their many years of experience. The course is tested, proven, and ready for delivery on your schedule. Course

materials are professionally pro-duced and ready for delivery.

Utilities, pump users, engineering consulting fi rms, energy service com-panies, pump or supplier OEMs, as-sociations, federal, state, local, or re-gional energy effi ciency organizations could benefi t from hosting this course.

For more information about hosting a course, please visit http://www.pumpsystemsmat-ter.org or contact Kathy Doran at (973) 267-9700, ext. 216 or kdoran@pumps.org.

PS1109_42_45_PDPumpFeatr.indd 43 8/29/11 6:23 PM

Power diaphragm pumps combine the advantages of re-ciprocating plunger and diaphragm pumps. This is done by means of separate liquid paths, one for the f luid being pumped and one for hydraulic f luid that pressurizes the f luid. This eliminates the dynamic seal in the pumped f luid loop that reciprocating plunger pumps require.

A diaphragm separates the two � uid circuits. � e dia-phragm is the pumping element, the plunger displacing hydraulic � uid induces reciprocating motion. Multilayered diaphragms with integral alarm functions prevent leakage if a diaphragm ruptures. � is contains the � uid in the pump even when one diaphragm is damaged.

� ese pumps are modular, allowing for electric motor power frames with multiple pumping heads. Con� gurations can be simplex, duplex, triplex, quadruplex, or septuplex.

In multihead con� gurations, common suction and dis-charge manifolds reduce pulsation. Standard pump con� gu-rations are available; however, customized units with special valves, heating/cooling jackets and wetted parts such as titanium, duplex steel or Hastelloy are common.

Power diaphragm pumps provide e� cient leak-free pump-ing to 1,200 bar (18,000 psi) on a range of � uids, including those that are environmentally damaging, valuable, abrasive, or viscous (to 250 kcSt). � ese pumps have proven their safety

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Figure 3. Power diaphragm pump designs are modular, allowing for various confi gurations, such as this triplex.

PS1109_42_45_PDPumpFeatr.indd 44 8/29/11 6:23 PM

and reliability in applications including chemical process, nuclear, pharmaceu-tical, cosmetics, biological processes, foodstuffs, and onshore and offshore petrochemical installations (Figure 3).

Selection and application analySiSPump selection is a complex and techni-cal process that should be completed by a trained professional. The fluid’s viscos-ity, specific gravity, temperature, solids content, and compatibility with the pump’s materials of construction should be evaluated. Components in contact with the fluid must resist corrosion. The materials of construction specified for the pump often are the main cost drivers. Highly corrosive fluids might require more expensive materials such as duplex stainless steel, Alloy C, PVDF, PTFE, and Viton, whereas inert fluids can be compatible with less expensive materials. Similar to fluid properties, en-vironmental conditions can affect pump construction. Atmospheric conditions might require special pump materials to resist corrosion or ensure groundability.

Piping configuration, inlet and outlet

elevations, power availability, operat-ing pressure, and flow rate determine the best reciprocating pump type and size. These characteristics in combina-tion with the fluid properties allow for validation that the reciprocating pump will self-prime and deliver the speci-fied flow and pressure.

If system demands are calculated and understood, pump types that best fit the application can be selected us-ing a range chart (Figure 4). More than one reciprocating pump type often is suitable. It’s up to the user to assess the features and benefits that each has to determine what’s appropriate.

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Figure 4. When the system demands are calculated and understood, the pump types that best fit the application can be selected using a range chart.

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18 Months to Plan 14 Daysturnarounds at an oil sands facility require pre-planning well in advance

Mario abella is project control consultant at Nexen (www.nexeninc.com) and a certified management accountant with more than 20 years of oil and gas industry experience. He’s held various positions including construction project manager, project controls specialist, senior business analyst, and management consultant. For the past seven years, he has focused on how the plan-to-pay business processes impact managers and planners in operations, maintenance, engineer-ing, and construction. He shared his turnaround experience with Plant Services in advance of presenting “Turnaround Management: Planning & Execution of Materials” at SAP’s Best Practices for Oil & Gas conference, Oct. 23-26 in New Orleans. Learn more at www.sap-oil-and-gas.com.

PS: How often do turnarounds typically take place? What does the planning cycle look like, and how long does it last?

MA: This is a relatively new industry. Building a large, complex oil sands facility requires patience, persistence and vision. Our pilot plant commenced in the spring of 2003, for our Long Lake oil sands operation at Fort McMurray, Alber-ta. We built the commercial-scale plant based on the pilot plant success and started producing synthetic crude oil from the upgrader in January 2009. We had our first turnaround in the fall of 2009, and the next is scheduled for 2012. We conduct about 12 mini-turnarounds each year during the summer months when the weather is in our favor.

We plan turnarounds 12 to 18 months ahead. We’re in a remote location, so it’s difficult to bring material into the plant. Transportation is an issue. We try to stage what we need for a turnaround extra early because of potential physi-cal problems, transportation in winter months, customs, damaged goods, and other delivery challenges.

PS: How do you avoid focusing on non-value-added activi-ties and avoiding pitfalls associated with long-lead items?

MA: Consumables are difficult to manage. Suppliers bring fully stocked trailers during a turnaround. We pay as we go, so we don’t do any detail planning for those materi-als. Purchase of the significant, capital, and critical parts is detail-planned in SAP. They arrive about 60 days before the turnaround, so we can stage them, inspect them, and return damaged goods for a replacement.

PS: Often, capital projects are executed concurrently with a turnaround. Sometimes external resources are needed. How do you plan when the scope can change?

MA: We do some cost and financial accounting after the fact, post-project accounting, and base it on the work orders and functional location to determine accounting treatment — capi-tal versus expense. The capital projects and the turnaround are

treated as one package, and interdependencies are identified.We have about 500 employees and use maybe 500 sub-

contractors on-site on any given day for capital projects and operations. The oil sands industry generally has a high employee turnover, as high as 150% per year. Therefore, we must rely on contractors. We have many days in sub-zero conditions. Material procurement and handling, including transportation, is challenging. We prioritize and sequence work orders after determining which hardware needs to be replaced. Some work will be pushed out after the turn-around. The next turnaround is some time next spring, and we’re doing the planning now.

PS: How does the scope change affect materials, and how does your inventory management and supply chain allow you to manage project materials and operational materials?

MA: Our supply chain representatives sit at the same table. We have two warehouses, one for production materials and one for turnarounds. Each has its own logistics team and buyers. This makes it almost like a separate company.

The turnaround materials are staged and kitted by functional location and work order. In the past, we pur-chased long lead direct to a work order — when received, it’s assumed to be installed. This negatively impacted our SAP reporting on material availability. It was assumed to be withdrawn. This problem is compounded when requirement dates are changing frequently during the planning phases.

www.PLANTSERVICES.Com SEPTEmbER 2011 47

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Years ago, Awnuld Faiblesse pumped iron. No doubt about it, Awnuld was in shape. As a member of Acme’s mechanical gang, he could screw things together tighter than anyone else. He believed that if it was tight enough, it couldn’t break. Cutting torches could handle disassembly.

Acme’s production manager, Luther Quick, asked main-tenance to modify a forklift for use under a mezzanine. No one verified the forklift height, and none would fit there.

Maintenance Engineer Titus Flint understood the situ-ation. He had backed Luther in the improvement plan that called for the mezzanine, and he couldn’t let that project go sour. He assigned Awnuld the task of modifying the forklift by installing smaller wheels and making a lower, removable overhead guard so the vehicle could fit under the mezzanine.

Titus told Awnuld that he had a special job and asked if Awnuld wanted the overtime. Awnuld agreed. Titus then laid out the job of modifying the lift truck. Titus explained locking pins would make the cage easy to remove. Awnuld told Titus he’d take care of the job before he left for the day.

Awnuld went to work on the lift truck. Soon, the guard cage was 4 in. lower. Changing the wheels was a snap. He put a 2-ft-long piece of pipe on the wrench handle to tighten the lug nuts. As he gave the nuts one last healthy turn, he noticed how easily they began to turn. “A persuader sure makes this easy,” he chuckled to himself. He felt proud of himself. The material handling guys would be able to use the lift truck starting on the midnight shift.

The modified lift truck went into service immediately. As Ely Kroy arrived to pick up the lift truck and drove to the mezzanine, it occurred to him that if someone rode on the forks, they could direct him to the right pallet instead of him searching the aisles. Ely saw his opportunity in Phil Krate, an inventory cycle counter, who didn’t appear to be busy with anything at the time. Phil gladly accepted Ely’s offer to soften the boredom of the midnight shift.

Ely’s scheme of having a guide out front seemed to be working. He was now slightly ahead of production. However, every time he backed out from under the mez-zanine the truck shook when it hit a broken section of f loor. After 15 trips, something went wrong. One of the back wheels broke off, the truck spun out of control and f lipped over. The overhead guard cage went f lying and Ely lay unconscious. A few feet away, Phil lay half under a pallet of subassemblies.

Now, Titus and Luther had to figure out what happened and what they would tell Acme management. Titus sat in his chair looking at the broken parts. The heads on the lug nuts looked as though they’d been twisted off. But that didn’t make much sense during normal operation The easy release push button locking pins apparently released too easily.

Titus and Luther agreed this was not going to be pretty. Ely was now a quadriplegic, and Acme paid out $12.65 mil-lion in settlements. Phil recuperated, but Titus and Luther didn’t. How would you have avoided this situation?

A plAnt engineer sAYs:Train your people. Flint should have known better than to modify the forklift. Acme should have considered some OSHA training for him. OSHA states industrial trucks shall not be altered in the manner here. By changing the wheels and cutting the overhead guard, Flint has done a great dis-service to his company. The money spent in settlements, would have been better spent to correct the situation up front and not risk employee safety. Assuming Titus heads the maintenance department, he should have known about Awnuld’s belief about fastener torque. It should have been addressed long ago. So training for the maintenance staff might have helped the situation, but only in that there might not have been an accident so soon after the modifications.Who trains the forklift operators in this Acme plant? It seems that their training isn’t adequate. OSHA also requires forklift training for everyone who operates a forklift. Ely should have known better, if properly trained, than to place an employee on the forks while moving or any other time.

www.PLANTSERVICES.Com SEPTEmbER 2011 49

in the trenches

problems in the mAteriAl worldUnsafe production processes prove expensive

PS1109_49_50_Trenches.indd 49 8/29/11 5:56 PM

50 September 2011 www.pLANtSerVICeS.Com

Training would have gone a long way in not ruining the lives of those involved in this accident.Jeffrey L. Strasser, Bacova Guild(540) 863-2656, strasser.jeff@bacova.com

An AcAdemiciAn SAyS:The better option would be to ask the manufacturer to modify the lift and attest to its safety. That would have taken the respon-sibility off of Acme. However, Acme could have gotten the writ-ten approval of the manufacturer that the modifications are safe. Alternatively, Acme could have had a registered professional engineer verify safety for the modifications. Acme did neither, and it’s not surprising that it was hit hard in the settlement.

The second issue is having someone riding the forks on the forklift. Not a good idea. I’d assume that the manufac-turer’s operating manual clearly points out that this is a definite safety hazard, and not to be done.

The third issue is not having someone who could step in and make sure the safety issues cited above were, and are, enforced. Acme needs to get its act together on this critical problem.Professor Homer H. Johnson, Ph.d., Loyola University chicago(312) 915-6682, hjohnso@luc.edu

A mAintenAnce conSULtAnt SAyS:Production Manager Quick didn’t want to admit he mis-calculated mezzanine height. His attempt to remedy the oversight set this tragedy in motion. Flint should have con-sulted the forklift OEM before making modifications. The manufacturer could have supplied a lift truck that would fit or provided a factory-approved retrofit. By modifying it on their own, Quick and Flint compromised the unit’s safety and exposed Acme to liability.

Flint was under pressure to modify the truck, but as a maintenance professional, his responsibility is to evaluate cost, timing, and risk. Flint compounded his error by as-signing a mechanic with marginal skills to the modification.

Considering management’s disregard for safety, it’s no surprise that the hourly workers acted as they did. Ely and Krate were asking for trouble by riding through the ware-house in the manner they were. Under normal conditions, discipline for violating safety practices would be warranted. However, Acme could decide their extensive injuries and suffering were sufficient.

In summary, I recommend that, in cases like this, the company should consult the manufacturer before making any modifications to its equipment. This ensures that operational efficiencies, cost, and safety have been considered and that the company minimizes its liability if an incident occurs.dean Wallace, cPe, Applied Facility Solutions(610) 630-7414, dean@appliedfacilitysolutions.com

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MeMbrane dryerThe AMD-035 SuperStar Membrane Dryer provides ultra-clean, ultra-dry compressed air. It can be used where refrig-erated dryers aren’t practical. With dew point temperatures reduced 20 °F or more, the dryer is a solution for spray booth applications. It includes a prefilter with a high-efficiency coalescing filter to achieve contaminant- and particle-free air. The standard automatic float drain allows for the discharge of moisture from the extractor/dryer while preventing any system air loss. Maintenance, using the appropriate service kit, can be done without removing the unit from service.La-Man(800) 348-2463 / www.laman.com

air knife for corrosive environMentsThis PVDF Super Air Knife provides a laminar flow in cor-rosive environments. The construction uses PVDF, Hastelloy C-276 alloy screws, and a PTFE shim to adjust the force and flow of air. These com-ponents resist UV light, chemicals, solvents, acids, and salts. It can withstand 275 °F and has no moving parts. The noise level is about 69 dBA. Air inlets provide easy connection to the plant’s air system. The unit can be mounted end-to-end and is suited for tight places.exair(800) 903-9247 / www.exair.com

www.PLANTSERVICES.Com SEPTEmbER 2011 51

product roundup

compressed air systems are as much a part of an in-dustrial plant as the personnel on the floor. Sometimes, those individuals might use compressed air inappropriately. A few common misuses include drying, sparging, aspirating, or atomizing, padding, vacuum generation, and cooling person-nel, not to mention waste resulting from idle equipment or abandoned equipment.

A compressed air audit and optimization program can be a starting point for getting the most out of a system. In a recent Plant Services survey on compressed air, almost half (45%) of the respondents indicated they’d conducted a compressed air system audit within the past year.

One-third of respondents had indicated that they already had hired a consultant and initiated steps in an optimization program, and only one of them indicated disappointment with the program.

When asked what percent of their plant’s electricity is con-sumed by compressed air systems, 31% were unaware of the answer; however, almost 34% said it was 5% or less.

Forty percent of participants also weren’t sure what percent of their motor system energy is consumed by com-pressed air systems, although 27% or respondents indicated it was 5% or less.

Preventive actions to take care of compressed air leaks

were a bit of a mixed bag, but roughly two-thirds said they repair the leaks, while 17% check for leaks around compres-sors and air dryers, and 9% don’t take any action at all. Other measures included checking joints for leaks, tagging leaks, checking for open bleed valves, and checking regulators and tools for leaks.

Steps taken within the past six months included replacing or repairing air filters (63%); replacing or upgrading conden-sate drains (28%); reconfiguring piping to reduce pressure loss (23%); adding, upgrading or reconfiguring air dryers (22%); adding, restoring, or upgrading compressor controls (17%); modifying or replacing regulators (17%); adding compressed air storage (16%); reworking or correcting header piping (15%); installing or upgrading distribution control system (11%); improving compressor room ventilation (8%); replacing current compressor with a more efficient model (8%); adding a smaller compressor for off-peak loads (6%); and installing or upgrading ball valves in the distribution system (6%). Seventeen percent of the respondents indicated they have not taken any steps in the past six months.

When asked about the biggest problem with their com-pressed air systems, 44% said they have no problems to re-port, 25% noted excess moisture in compressed air, and 18% cited inadequate pressure at points in the system.

audit and optiMizecompressed air systems can be a big part of a plant’s efficiencies

PS1109_51_54_Roundup.indd 51 8/29/11 6:03 PM

A collaboration of:

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View the full schedule at www.sap-oil-and-gas.com

It starts with visibility across the value chain...

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Keynote Speakers:

Mario M. Coll IIIVP, CIO Anadarko Petroleum

Hal ZeschFormer VP & CIO of Valero Energy Corporation/ Independent Consultant

Isabella Groegor-CechowiczVP Oil & Gas IBU SAP AG

Ken EvansSenior Director, Oil & Gas Industry Solution Management SAP Labs

Dr. J. Patrick KennedyFounder and CEO OSIsoft, LLC.

Norm PoynterManaging Director NLAS Possibilities Inc.

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PS1109_FPA.indd 52 8/30/11 9:50 AM

Air mAnAger responds to losses And pressure flexibilityThe Sigma Air Manager features self-adjusting 3-D software that responds to switching and control losses and pressure flexibility. The controller has an integral Web server for remote monitoring. The op-tional Sigma Air Control Plus stores and analyzes data for reporting, audits, control optimization, and trend analysis. The air control can operate multiple compressors, blowers, or vacuum pumps and can be integrated into an OPC server for additional remote capabili-ties, including control.Kaeser Compressors(877) 586-2691 / www.kaeser.com

ClimAte-Control CompressorsThis climate-control compressor has simplex single-stage units with a 30-gal tank to produce between 2.9 and 5.9 cfm at 100 psi. Simplex two-stage units have 60-, 80-, and 120-gal tanks that produce 11 to 107 cfm at 100 psi. Each has a belt-driven flywheel and air shroud to reduce pump temperatures. The cast-iron compressor pumps are splash-lubricated. Features include tank drains, intake filters, tank gauges, PRVs, and thermal overloads. A start/stop control features a pressure unloader set at 75 to 100 psi.Jenny products(814) 445-3400 / www.jennyproductsinc.com

piston CompressorsThese two-piston compressors deliver performance and efficiency. The LS Series two-stage, splash-lubricated com-pressor combines a one-piece aluminum head with a valve engineered to provide volu-metric efficiency. The LP Series two-stage, pressure-lubri-cated compressor is en-gineered for applications that demand a continuous

The power to save energy is at your fingertips.

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PS1109_51_54_Roundup.indd 53 8/29/11 6:03 PM

� ow of compressed air. It produces 175 psig, is rated at 100% duty cycle, and features a stainless steel valve design. With CFM per brake horse-power, both compressors are available in a range of horsepower increments from 5-30 hp.Atlas Copco(866) 546-3588 / www.atlascopco.com

OIL-FREE SCROLL COMPRESSOR� e SRL Series Oil-Free Multiplex Scroll Air Compressor features inputs of 7.5 kW, 11 kW, and 16.5 kW units with pressure optimization at 116 psi or 145 psi, micropro-cessor controls

with variable-drive mode, enclosures designed to provide low sound levels, 100% oil-less design, scroll wrap with Alumite surface treatment, and laby-rinth seals.Hitachi(704) 494-3008 / www.hitachi.com

SYSTEM PROVIDES OIL-FREE AIR� e Stationary Air Power System con-sists of a rotary-screw air compressor, wet storage tank, refrigerated or regen-erative dryer, customized � lters, dry storage, and � ow controller, oil/water separator with drains, and Ethernet-based so� ware to monitor and control it. Filtration equipment includes pre-� lters; high-e� ciency, high pressure, high temperature, and odor-removal � lters; and ISO 8573.1 quality classes

(ASME/CRN approved). � e air treat-ment products includes oil/water sepa-rators that are available in six models.Sullair(219) 879-5451 / www.sullair.com

PRESSURE TRANSMITTER� e Series 644 Industrial Pressure Transmitter is designed for high-accuracy pressure applications. Featuring an accuracy of 0.05% FS RSS (<0.25% TEB), it o� ers multiple measurement op-tions with two output choices (VDC or mA) and 10 psig pressure ranges. � e stain-less steel units are available with either a 1/4-in. male NPT or 7/16-20 male SAE process connection.Dwyer Instruments(800) 872-9141 / www.dwyer-inst.com

DIGITAL PRESSURE GAUGE� e PG10 Digital Pressure Gauge is IP65-rated rated and features a 5-1/2-in. casing, a � ve-digit display and a digital “dial” that shows a user-selectable pres-sure range from 0 to 100%. Features include tare, peak hold, and max/min readings, as well as user-selectable units of measure and an auto-o� timer. Op-tions include solid-state or mechanical relay outputs. � e operating range is 0 to 160 °F, and accuracy is 0.25% FS.Automation Products Group(888) 525-7300 / www.apgsensors.com

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PS1109_51_54_Roundup.indd 54 8/29/11 6:03 PM

A collaboration of:

October 23-26, 2011New Orleans Marriott, Louisiana

View the full schedule at www.sap-oil-and-gas.com

It starts with visibility across the value chain...

Situational Awareness...but it’s all about

Keynote Speakers:

Mario M. Coll IIIVP, CIO Anadarko Petroleum

Hal ZeschFormer VP & CIO of Valero Energy Corporation/ Independent Consultant

Isabella Groegor-CechowiczVP Oil & Gas IBU SAP AG

Ken EvansSenior Director, Oil & Gas Industry Solution Management SAP Labs

Dr. J. Patrick KennedyFounder and CEO OSIsoft, LLC.

Norm PoynterManaging Director NLAS Possibilities Inc.

Denis BrowneSenior VP of Imagineering SAP Labs

For more information call 914-509-5354

The SMRP AnnuAl ConfeRenCe iS youR beST ReSouRCe foR finding SoluTionS To MAinTenAnCe & ReliAbiliTy ChAllengeS And ReviTAlizing youR PRofiTAbiliTy!

www.smrp.org

Why you should attend: • Morethan50educationalsessionsfromtheFivePillars

ofSMRP’sBodyofKnowledge:BusinessManagement,ManufacturingProcessReliability,EquipmentReliability,OrganizationandLeadershipandWorkManagement

• NEWTHISYEAR!TracksessionsdedicatedtothenewandimprovedCertifiedMaintenance&ReliabilityTechniciancertification

• ALSONEW!5sessionspresentedbyCouncilmembersfromSMRP’sGlobalaffiliate,GFMAM

• KeynoteSpeaker,JeffHammond,FormerandChampionshipNASCARPitCrewChief

• Workshops-Offering15+workshopsover3days,bothpreandpostconference.

• PlantTours-Gooff-siteforfirst-handexposuretohowothersinthefieldfindsuccess.TimkenAsheboro&RaceShops!

• Exhibition-Compareproductsandprofessionalservicesside-by-sideandlearnaboutbestpracticesandcostsavinginnovations

• TeeupforSMRP’s8thAnnualGolfTournamentatGrandover

• NetworkingreceptionsintheexhibithallandTheInternationalCivilRightsCenter&Museum.

• 3CMRPcertificationtestingopportunitiesandachancetositforthenewCMRTcertificationexam.

• SMRPJobFair-Makequalityconnectionstoimpactyourcareerorcompany.

Register Today! The SMRP Conference is now open to non-SMRP members! www.smrp.org/conference

EXCEL by marking your calendars for the 2011 SMRP Annual Conference!

PS1109_FPA.indd 55 8/30/11 9:50 AM

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Data for EnErgy DEcisionsthe right information helps non-technical people come to the proper conclusion

Last year we explored the idea that “we only manage what we measure.” This is only part of the truth. The adjusted version probably should read “we only manage what we see.” More important is data relevance and how it’s presented to decision makers accountable for energy-related decisions. Good data is a prerequisite for effective energy management; knowing how to use it is a skill to be developed.

This was highlighted recently at a global manufacturer’s plant in Asia. Many Asian regions struggle to keep up

with growth in electricity demand. Curtailment of sup-ply is sometimes the only option the local utility has to meet customers’ needs equitably. Its policy recognizes the systemic challenge and encourages good energy practices and efficiency through both incentives and regulation. There also is added pressure to slow the growth of greenhouse gas emissions, most coming from electricity.

Curtailment through efficiency takes longer than curtail-ment through restricted supply, the latter often disrupting production and potentially threatening product quality. The plant was threatened by a curtailment action costing millions of dollars of lost production and reduced produc-tivity. The plant also was part of a company that had used first-class energy management practices over many years. As a result, it had data and management practices. It also had leadership that understood how to use them.

Plant management sat down with the utility and showed how the plant’s energy management not only met their needs, but also contributed to the region’s efficiency. Management could say, with a high degree of confidence, that future demand targets would be met based on historic performance and management disciplines. As a result, the plant was excluded from the curtailment.

This is an example of capturing energy-related economic benefits through effective energy management. The value of maintaining production levels is as much an avoided energy cost as any utility discount or cost reduction from efficiency. This team had the right data and knew how to use it.

I’ve been struck by the power of presenting complex en-ergy data in an understandable way with some community work in the Washington, D.C., area. Communities around the world recognize the need for strong local energy plans that ensure energy reliability, environmental performance, and competitiveness. An essential step is understanding energy use in homes, commercial and public buildings, in-dustry, and transport. It’s a daunting, complex task. Even for this community, it took many weeks of painstaking work.

Layers of spreadsheets were reduced to a couple of pie charts for the discussion with the business, political, and community leadership. These showed that about half of the energy the community consumed and paid for, was used to make electricity and, therefore, had no direct value. This included the diesel and gasoline sold in the community. This graphic was a real eye-opener and led to the realization that, even in this single suburb of Washington, D.C., the cost of this conversion was hundreds of millions of dollars.

This raised the obvious question: How can the non-productive half of the energy costs be reduced? The same pie charts suggested two strategies. The first was to get serious about efficient building construction, renovation, and opera-tion. The second was to capture the heat that making elec-tricity wasted. The next logical step was to see how others had tackled the same questions. This led to benchmarking and the realization that some cities in Europe and Asia had higher efficiency and made widespread use of district energy for heating and cooling buildings of every type.

These visualizations of complex data triggered the healthy community discussion currently underway that focuses on two questions. The first is how deep and how fast they can double the efficiency of the building stock. The second is about the feasibility of widespread district heating and cool-ing, supplied by distributed combined heat and power. Both are complex questions with implications that go far beyond simple thermodynamics. They’ll ultimately be answered by predominantly non-technical decision makers.

The right data, when presented clearly and relevantly, helps decision makers make better long-term energy decisions. Are those of us in the energy business helping or hindering key decisions through our selection and presentation of data?

Peter garforth is principal of garforth international LLc, toledo, ohio. He can be reached at peter@garforthint.com.

EnErgy ExPErtpeter garforth

curtaiLmEnt tHrougH EfficiEncy takEs LongEr tHan curtaiLmEnt tHrougH rEstrictED suPPLy.

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HOW CAN I GET HIGHER

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COMPLIANCE? HOW DO I OPTIMIZE HOW DO I OPTIMIZE HOW DO I OPTIMIZE HOW DO I OPTIMIZE HOW DO I OPTIMIZE HOW DO I OPTIMIZE

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