How Are You Doing? - Plant ServicesG uses simulation to design products, manufacturing processes, and equipment in a methodology it calls “vir-tual prescience,” which Lange described

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Biolubes: The Pressure Is Onp.38

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17 / Human Capital

lessons from HistoryPolitics, egos, and plain-old bad decisions

19 / asset manager

energy management and the CmmsWhat it represents will be here long after “Green” is gone

15 / Your spaCe

Hiring for empowermentCandidate selection is the key to building a self-directed work team

21 / teCHnologY toolbox

electricity is HotInnovations in power distribu-tion, storage, and sources

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How are You Doing?Monitor energy to improve reliability and efficiency

32 / management

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34 / HVaC

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features

table of contentsMaRCh 2010 / Vol. 31, No. 3

7 / From tHe eDitor

Virtual vs. realEventually, somebody has to get dirty

9 / up anD running• Mitsubishi Chemical Wins

haRT Plant of the Year • Pressure Rises to Count Carbon

12 / WHat WorKs

Firearm maker targets lube CostsSmith & Wesson pulls trigger on in-house oil conditioning system

44 / in tHe trenCHes

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from the editorpaul studebaker, cmrp

Virtual Vs. realeventually, somebody has to get dirty

at the recent ARC Forum in Or-lando, one of my favorite sessions was presented by Tom Lange, director of modeling and simulation at Procter & Gamble. P&G uses simulation to design products, manufacturing processes, and equipment in a methodology it calls “vir-tual prescience,” which Lange described as knowledge of what’s going to happen in the future.

Lange explained that modeling and simulation have transformed entire industries, beginning with defense and aerospace, then durable goods and now consumer goods. Developing and testing using physical prototypes slows innova-tion, so P&G builds and tests virtual prototypes using computer simulations. Only after the virtual prototypes pass muster does the company move on to the physical prototype stage.

Lange’s examples ranged from new product development to diaper machine loading, bottle design, process reliability – even the effects of the aerodynamics of Pringles chips as they float through the flavor-coating process.

The ARC Forum focused on op-erational excellence, asset life-cycle management, energy efficiency, and security, all areas where rapid advances in information technology are bringing new levels of performance by leveraging the knowledge and skills of an ever more limited number of qualified and inter-ested people. That’s a good thing.

At P&G, all modeling and simulation activities share a common five-step work process: define the problem, gather input data, solve the equations, display and validate, shape decisions.

The same steps underlie most any effort at improving a process or solving a problem. Just last week, my car and I slid to the side of the road – that was a

problem. I got out and gathered data by observing that the right front wheel was no longer connected to the lower control arm. Solving the equations led to a short-term decision to call a tow truck.

When you do it with computers, simulations, and virtual reality, it’s sexy stuff. Looking at beautiful 3-D videos, seeing the lifeblood of a plant distilled into a single screen, and drilling down to

exploded parts diagrams almost makes it seem like a person could do real work while sitting behind a screen.

But just because it’s convincing doesn’t make it true – ask the boys on Wall Street. The tow truck driver slowly and carefully dug down into the snow to find and connect to the factory lift points. I thought he was handling my old car with care and respect until he mentioned his recent vasectomy.

The data you collect and the equations you solve have to reflect reality – ask the investment bankers. My virtual imagery showed proper installation of a castle nut using a torque wrench and a cotter pin. In reality, the nut was gone.

Above all, virtual virtuosity means nothing if reality isn’t changed. The work isn’t done until you get out and use the wrenches and screwdrivers. Ask any space shuttle astronaut.


it almost makes it seem like a person could do real work while sitting behind a screen.

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8 March 2010 www.PLaNTSErVIcES.coM

Mitsubishi Chemical, Japan’s largest chemical manufacturer, has been recognized for innovative use of HART technology with the 2009 HART Plant of the Year Award. The award is given annually by the HART Communication Foundation (www.hartcomm.org) to recognize people, companies, and plant sites around the globe that are using the advanced capabilities of HART communication in real-time applications to improve operations, lower costs, and increase availability.

The Mitsubishi Chemical ethylene plant in Kashima, Japan, is using the HART Communication capabilities of more than 800 interoperable field devices integrated with their DCS and asset management systems through multiplexers and HART-enabled I/Os to access real-time continuous process variables and diagnostics.

By accessing this real-time intelligent data, they are able to diagnose abnormal process conditions and track equipment health 24 hours a day. As a result, peak pro-duction performance has improved with an estimated operational savings for the plant of $20,000 to $30,000 per day.

Diagnostics also are used to uncover device failures before they affect the process. It is estimated that two or three device failures have been detected that would have caused unplanned shutdowns. An unscheduled plant shutdown costs an estimated $600,000 per day in lost production, with a minimum production restart time of five days ($3 million per event).

“Diagnostic parameters that help detect signs of an ab-normal situation or degrading performance are difficult to obtain with simple handheld devices because they re-quire a time-consuming, manual, step-by-step approach,” says Takayuki Aoyama, team leader, instrumentation group, Mitsubishi Chemical. “HART technology made it possible to access this data without manual operation. This made it much easier for us to gather data and detect abnormal situations from field devices, and has reduced maintenance costs by 10%.”

In addition, trending and analysis of secondary process variables throughout the plant provide process insight that has allowed plant engineers to analyze, troubleshoot, and resolve a number of operational problems including

plugged impulse lines, an unstable f low profile, and an inefficient compressor pump.

“We have designated HART as our standard commu-nication protocol and will replace [older] devices with HART-type whenever we get a chance,” says Takayuki. “We use HART communication to collect online data from field devices without disturbing the 4-20 mA analog signal to the control system. Our goal is to detect abnor-mal situations in the process and protect field devices from malfunctions.”

Takayuki describes HART benefits at length in his own words in a video available at www.emersonprocess.com/vid eos/Experts_Customers.asp.

“Mitsubishi Chemical is a perfect example of how the power of HART can be used to lower costs, improve plant availability, and help keep a plant competitive,” says Ron Helson, HART Communication Foundation executive director. “We congratulate Mitsubishi Chemical on their innovative use of HART Communication in applications that not only benefit their company, but also serve as a powerful model for industry users worldwide – a work-ing illustration of how to realize far greater benefits from HART Communication than ever before.”

Mitsubishi CheMiCal Wins haRt Plant of the YeaRKashima plant detects abnormal situations and prevents unplanned outages

HART Communication Foundation Director of Technology Programs Ed Ladd (left) and Executive Director Ron Helson present the 2009 HART Plant of the Year Award to Mitsubishi Chemical Corporation in Kashima, Japan’s Takayuki Aoyama, team leader, Maintenance and Engineering Dept. Instrumentation Group; Kenji Tsutsui, general manager, Maintenance and Engineering Dept.; and Nobuyuki Mishima, group manager, Maintenance and Engineering Dept. Instrumentation Group.

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pRessuRe Rises to Count CaRbonthe second annual Carbon Dis-closure Project (CDP) Supply Chain Report, produced by A.T. Kearney, summarizes information from 710 suppliers about risk management and opportunities related to climate change. Members such as Dell, Juniper Networks, National Grid, PepsiCo, and Reckitt Benckiser are requesting their suppliers to disclose data via the CDP Supply Chain program.

The 44 CDP Supply Chain member companies are leading in carbon man-agement within their own businesses:

• 89% of CDP Supply Chain mem-bers have an established strategy to engage with suppliers on carbon-related issues.

• 91% of members have a board-level executive responsible for climate change, compared to 80% of the

Global 500 (82% of the Global 500 also report through CDP).

• 90% have an emissions or energy reduction plan in place, compared to 51% of the Global 500.

The majority of CDP Supply Chain members (56%) also have stated they expect to deselect some suppliers in the future for failing to meet carbon man-agement criteria set by the companies. This is much higher that the 6% of mem-bers who would deselect suppliers today for failure to manage carbon. Some also indicate that they intend to develop contracts that require improved carbon management. These companies are choosing to take these steps ahead of regulation because they make good business sense.

“We see carbon management as an increasingly important part of supplier

engagement. It makes good business sense for us to work with suppliers who understand how climate change is impacting their business and man-age these issues properly,” said Brad Minnis, director of Environmental, Health, Safety and Security at Juniper Networks.

The report shows that the importance granted by CDP Supply Chain members to managing carbon targets versus clas-sic procurement targets is expected to triple in the next five years.

“It is clear that some companies are now requiring their suppliers to address carbon management as a core business issue. This is no longer a ‘nice to have’ for the leaders, it is becoming a ‘need to have’ and we expect to see this trend growing across the whole business sector,” said Paul Dickinson, CEO, CDP.

However, the report shows that de-spite the fact that a significant propor-tion of carbon emissions are typically found in the supply chain, it is still a challenging area for member compa-nies to measure and just 20% report figures for supply chain emissions.

A.T. Kearney partner and study co-leader Daniel Mahler said, “Cor-porate CEOs and boards of directors are demanding results from company carbon reduction programs not only for the environmental benefits, but for cost-reduction benefits as well.”

The majority (60%) of the 710 sup-pliers disclosing to the CDP in 2009 have appointed a board member responsible for climate change, 56% have a reduction plan, and 38% have committed to clear targets. Companies also are reporting considerable cost benefits of carbon reduction program, with HP and Allianz reporting “sig-nificant” commercial benefits.

For more, visit www.cdproject.net.

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Firearm maker targets Lube Costssmith & wesson pulls trigger on in-house oil conditioning system

since 1852, smith & Wesson has been associated with high-performance and high-precision firearms. To maintain efficient production speeds and keep up with customer de-mand, the company’s manufacturing processes use approxi-mately 30,000 gal. of machine lube oil per year, of which 19,800 gal. is recycled.

Smith & Wesson contracted with an outside service to filter, clean, and dry the oil. The oil processing and recycling program required the company to accumulate and store 1,500 gal. of used oil every two months. The mobile proces-sor treated the oil at a cost of $4,375 per month. The total annual cost of this program was $52,500, a lower cost per gallon than oil replacement at $6 to $8 per gal. for mineral oil and as much as $60 per gal. for synthetic oils. However, the significant expenses and inconvenience led Smith & Wesson to pursue a new oil conditioning solution.

MSC Filtration Technologies (www.mscliquidfiltration.com), a distributor for Pentair Industrial (www.pentairin dustrial.com), introduced Smith & Wesson to the Driflex oil conditioning system, marking the beginning of a fast-tracked project with Henkel Chemical Management (www.henkelna.com) to evaluate the system.

The Driflex system removes free, emulsified, and dissolved water from oil in batches of any size. The system initially ap-pealed to Smith & Wesson from a convenience standpoint: it would allow the company to process oil in its own facility, on its own schedule, and in any volume it wanted.

In addition, keeping the oil processing in-house elimi-nates the costs of clean-up services associated with off-site processors or third-party, truck-mounted vacuum dehydra-tor systems. Clean-up services cost tens of thousands of dol-lars and carried the risk that the oil would be permanently damaged and lost during the clean-up process. Along with eliminating this risk and additional cost, the system prom-ised to improve overall oil quality.

The Driflex oil conditioning system couples Pentair’s patented UltiDri membrane technology with high-efficiency filtration to cost-effectively remove known, harmful con-taminants from lubrication and hydraulic fluids. The system operates by flowing contaminated oil through a particulate filter, a membrane filter, and an air dryer. Particulate and moisture are removed from the oil, restorint it for reuse.

Smith & Wesson processes lube oil in 250-gal. to 300-gal. totes, replacing 500 gal. to 900 gal. of oil per week. The

company selected a 4 gpm Driflex capable of processing the company’s typical weekly oil volume within a few days.

Unfiltered oil quality varies depending upon how many times it’s already been recycled, as well as how much par-ticulate and moisture it has accumulated. Smith & Wesson’s unfiltered oil contained a fairly heavy load of fine metal and grinding dust: 350 mg/L, with particles ranging in size from 2 to 10 microns. To handle this type of contamination, a duplex, prefiltration housing unit (Pentair Industrial Model #H8836) containing 5-micron Triflex Mega Cartridges treats the oil before it enters the Driflex system.

After purchasing the Driflex system, the company re-ceived a return on its investment in only two months. The savings continue, as the system’s annual operating cost is $4,500 compared to the $52,500 spent on an outside service.

An additional benefit is the ability to recycle smaller batches of oil. Small batches were often discarded, as it was cost-prohibitive to try to accumulate enough oil from these batches to warrant outside processing. Smith & Wesson can now process and reuse oil in batches of all sizes, with no valuable resources going to waste.

Pentair wishes to acknowledge smith & wesson as well as henkel Chemical management for their willingness to share specific opera-tional and cost details, which made this success story possible.

Contaminated oil flows through a particulate filter, a membrane filter, and an air dryer to remove metal particles and moisture.

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The unabridged version of this column is posted at www.plantservices.com/articles/2010/03YourSpace.html

Hiring typically has HR screening applicants and pass-ing them to departmental management for interviews and feedback. Co-workers might never meet the person until the first day on the job. Managers are convinced they hired the best, but co-workers might be unsure. Even worse, they might feel the “good ol’ boy” network is at work. They have no ownership in the new hire’s success and might subcon-sciously hope the new person fails.

If supervision directs activities, worker interaction isn’t critical. However, many empowered work groups replace supervisors by working leaders. So, it’s critical that employ-ees have the desire and ability to work together.

No selection process is foolproof, but you can increase the chance of success by evaluating the candidate’s skill set against those the job demands.

Initial screening: The process starts with standard HR screening methodology, but it has testing to reveal whether the candidate has the basic skills necessary. The hiring de-partment and HR should jointly elucidate the needed skills.

With criteria established, you need a suitable test. The tests will be different for every position: a job that requires heavy lifting is different from a bookkeeper position. Testing might use standardized tests that measure math skills and mechanical aptitude. Each test should have a minimum acceptable result to serve as a go/no-go. You want to know whether the candidate can be successful in that position, not which has the highest score.

Strike a balance between measuring everything possible and the time available. It’s sometimes advantageous have your employees administer and proctor the tests as a way to get them involved in the hiring decision.

Group assessment: Initial screening reveals candidates with the minimum required skills. Involve each in group problem solving to see how effectively they work with oth-ers. The problem must be one that anyone can work on, but specific enough that each person can have definite ideas about a solution.

An example is the Arctic Survival or similar exercise. Five or six candidates are told that after a certain time they’ll present their results to a group of judges. They’re told non-

participating observers will monitor their progress from the corner of the room. The observers assess skills, including “builds on others’ ideas” and “presents ideas logically.” Each candidate is scored for each criterion. Assess interpersonal skills, not the problem solution. Afterwards, the observers reach consensus over who should move on.

In-depth interviews: Two-part in-depth interviews ensure a good mutual fit. The first part addresses questions asked of every candidate. Conduct these one-on-one or with multiple interviewers with different perspectives. Every-one involved is trained so they understand their roles and responsibilities and what can and can’t be discussed.

Include a tour of the facility and the candidate’s working environment. Show good and bad points of the job. Show as much as security and safety allow. If they need to be dressed a certain way, let them know before the interview.

The tour reveals how the candidate reacts in the job set-ting. If there are any physical tests, do them here but be sure they’re job-related. This tour should be conducted by some-one currently in the position or someone close to the job.

Final decision: The final decision is important. A poor selection might lead to turnover, more hiring, and retrain-ing. While scoring system is handy, a consensus gets more buy-in. Make the process transparent. Stress that any infor-mation learned is considered confidential.

The panel must support the decision. Replace those who can’t agree to these ground rules. Nothing undermines a new hire’s progress faster than people believing the best candidate wasn’t selected.

It’s a time-consuming process, but the results are worth it. The organization feels involved and provides the buy-in. While no hiring process is foolproof, this approach greatly increases the chances that the new hire will be successful. Everyone feels they came out a winner.

Mark J. Cicerchi, P.E., management consultant, specializes in optimizing span of control. E-mail [email protected].

Hiring for EMPowErMEntCandidate selection is the key to building a self-directed work teamBy Mark J. Cicerchi, P.E.


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Lessons from HistoryPolitics, egos, and plain-old bad decisions

i love the History Channel. Two nights ago, I was watch-ing the History International channel; the show was about engineering disasters. This particular episode had to do with the World War I Chauchats (pronounced show-shah) light machine gun.

The program chronicled how the weapon was notoriously unreliable. It had an open-sided magazine prone to attracting dirt; not good in trench warfare. The weapon had very poor quality control; many parts were poorly manufactured, so poorly that critical parts weren’t interchangeable. The sights didn’t stay in alignment, and when the barrel warmed up, shots were low and to the right. If you fired 400 rounds, the weapon overheated and jammed for an average of 10 minutes.

Why on Earth did the American Expeditionary Force (AEF) issue these glorified paperweights? Well, when the AEF arrived in Europe, it had no machine guns or artillery pieces. So, it had to rely on the allied forces for these weapon systems. The British machine gun was the Lewis Gun, which was widely available, highly reliable, and had an excellent reputation.

Why not get Lewis Guns from Britain? There are conflict-ing stories about that. The first was political issues. The AEF commanding general, “Black Jack” Pershing, refused to have American forces under British or French command; the Euro-pean allies wanted the American troops to integrate with their troops as replacements. Pershing was steadfast in his require-ment to have American troops under American commanders.

Another story is that Isaac Newton Lewis, U.S. Army officer and inventor of the Lewis Gun, had a long-running feud with the senior officer in charge of the U.S. Ordnance Department. Lewis refused to provide the weapons; ego reasons on both sides.

Another obvious option was the American made Brown-ing Automatic Rifle, or BAR. The BAR was a superior weapon; simple in design, highly reliable, accurate and beloved by the troops. So, why weren’t the AEF soldiers provided with BARs?

As the story goes, General Pershing made the decision because he felt the BAR was such a superior weapon that he didn’t want the Germans to capture a BAR and produce their own BAR knock-offs. Only after Pershing felt that the war was clearly coming to an end did he begin outfitting the AEF with BARs. They arrived just in time for the Meuse-Ar-gonne offensive in October 1918. The armistice was signed on November 11, 1918. This was a plain-old bad decision.

There’s no telling how many American casualties oc-

curred because of politics, egos, and plain-old bad deci-sions. But, how does this relate to the plant and facilities maintenance business? We often generate our own problems through politics, egos, and plain-old bad decisions.

We have modern, dependable tools that can reduce equip-ment downtime effectively, which increases equipment and system reliability. Tools such as vibration analysis, oil analy-sis, thermography, ultrasound, and motor circuit analysis

are based on sound physics and engineering principles. They’re our BARs and Lewis Guns.

Sometimes we don’t deploy the best tool because we need to distribute discretionary funding equitably. “We can’t pay for an expensive tool for the maintenance department be-cause that would affect funding for some other department.” It might not matter that a predictive maintenance tool will have a significant return on investment; “it just wouldn’t look right” – another political decision.

You might be working in a culture that fosters non-team behaviors. Maybe managers and supervisors are jealous or concerned that the person with the good idea will be looked on more favorably. This could make it ego-related or a plain-old bad decision.

Other times, senior people or decision-makers shoot down an idea because they don’t understand the subject thoroughly. It’s easy to say no, but often risky to say yes. When supervisors or managers develop an atmosphere that impedes good ideas from being voiced, it’s just a form of the plain-old bad decision.

Just as we don’t know how many casualties were caused by the WWI Chauchats debacle, we don’t know how many labor-hours, lost production rates, and quality problems could have been avoided by making better decisions.

Take the time to increase your personal scope of knowledge. Be open to ideas. When you’re contemplating saying “no,” take a moment to understand why you’re saying no. There are per-fectly good reasons to do so, of course. Just make sure it’s not from politics, ego, or plain-old bad decision-making.

tom moriarty, P.e., CmrP, is president of Alidade mer inc. Contact him at [email protected] and (321) 773-3356.


it’s eAsy to sAy no, but often risky to sAy yes.

HumAn CAPitALTom moriarTy, P.E., CmrP

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EnErgy ManagEMEnt and thE CMMSWhat it represents will be here long after “green” is gone

One of my favorite questions to pose to participants of the many conferences and seminars for which I’m asked to speak is, “Do you think Green is the latest flavor of the month, or is it here to stay?” For the past few years, about 50% of participants in this informal survey are convinced that Green is a passing fad, and will no doubt be eclipsed by some other business concept with a fancy buzzword or three-letter acronym. Perhaps they are right about the term “Green,” but I would strongly argue that what this term represents is definitely here to stay. For example, energy management, a key component of Green, continues to grow in importance. Consider:

• MRO spending: U.S. companies spend about $100 bil-lion annually on capital equipment and services

• Energy spending: U.S. companies spend about $400 bil-lion annually on energy, and that number is climbing

• Next to personnel, the single greatest cost for a typical manufacturing facility is energy

• Tighter regulations regarding greenhouse gas emis-sions are likely in the near future – in anticipation of this, some companies are viewing efficient and effective energy management as a strategic imperative to stay competitive

This begs the question as to whether many companies are truly focused on the right things. Many operations and maintenance managers aren’t reporting regularly on simple measures such as energy consumption for key assets. Utility bills for electricity, water, and fuel tend to aggregate costs so they are difficult to identify and manage for individual loads, production lines, or assets. Additionally, invoices ar-rive and are analyzed long after the fact. Relevant tools such as your CMMS aren’t being used optimally to monitor and analyze usage and condition data. This means opportunities for improvement are most certainly missed.

COnduCt an auditA useful first step in identifying and capitalizing on improvement opportunities is to conduct an audit of your operations and facilities. Many third-party companies spe-cialize in this, and might even be willing to base their fees on savings identified and realized. As well, energy product vendors (eg, lighting or power generation equipment suppli-ers) might be willing to conduct a more limited audit as it relates to their product lines, at no cost to you.

Whether performed by internal or external resources, the audit typically begins with examination of your consump-tion and spending for electricity, water, steam, gas, air, and liquid fuels. Other areas investigated for improvement potential as part of the energy audit are detailed in sidebar

accompanying the Web site version of this column at www.plantservices.com/voices/asset_manager.html.

In many cases, a modern CMMS can provide some of the data. Audit results are then compared against industry and universal benchmarks to determine the gap, both qualita-tively and quantitatively.

MOnitOr uSagE and analyzE dataEnergy consumption can be monitored using automation tools such as programmable controllers, SCADA, building management systems, or specialized monitoring equip-ment the OEM built into the asset . Of course, sophisticated CMMS packages have features and functions that can aid in data collection and analysis from all sources. The CMMS can act as the central depository of enterprise-wide asset management information, to support more strategic deci-sions based on an asset’s complete lifecycle. Features to look for in a CMMS include:

• Ability to track energy use by asset and asset type, for electricity, water, and gas, including rate detail at the meter level and consolidation of data along the asset hierarchy for the enterprise

• Ability to analyze use data to determine patterns and identify anomalies for an asset type, age, location, prod-uct/process being run, maintenance program in place, and so on

• Condition-based monitoring functionality to ensure process variables remain within user-defined limits, thereby optimizing energy consumption

• Notification, alarming, or alerts to draw attention to when an asset is trending out of control, for example, an asset that is overheating, fuel consumption rising


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beyond expectation, or a component moving out of alignment

• Nested and hierarchical problem, cause, and action codes to assist in diagnosing a problem such as exces-sive energy consumption, and determining what action

to take, i.e., what action codes are applicable to which root causes, and in turn, which cause codes to which problems

• Analytical tools such as Pareto capability to deter-mine the most frequent or costly problem codes (eg, power surge) associated with an asset or asset type;

correlation capability to determine if the problem code relates to environmental conditions, asset char-acteristic, equipment age, etc.; and root cause analysis to determine why the problem is likely occurring (eg, faulty installation)

• Ability to establish performance measures and targets for improvement (eg, asset performance, energy con-sumption), and track progress against the targets

• A library of standard reports, such as electricity con-sumption by asset, that can be filtered, sorted and easily configured, as well as a report and graphics generator for customized reports and ad hoc queries

• Sophisticated reporting tools such as a user-definable dashboard for getting the big picture on asset condi-tion, quickly identifying areas that need management attention, and drilling down on data for determining root cause

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

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Technology ToolboxSheila Kennedy

elecTriciTy is hoTinnovations in power distribution, storage, and sources

cutting-edge power technologies poised to provide advantages over conventional approaches include fewer wires, higher power, longer life, smaller size, lower cost, faster recharge, and more green.

Wireless electricity: Power cords and batteries are becoming passé with the emergence of wireless power trans-mission. Although metals can interfere and there are some efficiency problems, great strides are underway. For exam-ple, WiTricity’s wireless power transfer technology provides direct wireless power to devices within range of the WiTric-ity power source, eliminating the need for batteries. It also automatically, wirelessly recharges batteries, whether in use or not, which avoids battery replacement. The technology is embedded in products designed for mid-range distances (centimeters to meters) and can transfer from milliwatts to kilowatts of power. It uses magnetic near-field energy transfer, which wraps around metallic obstacles, and is aim-ing to be fully compliant with applicable magnetic field and electromagnetic radiation regulations.

Fulton Innovation’s eCoupled technology charges cord-less devices wirelessly. Some devices are on the market and new applications are being developed with OEMs. Fulton is working with partners that want to recharge laptops and run systems from 30 feet away. Other OEMs are manufacturing power tools, flashlights, and tables with built-in charging stands. The technology combines near-field inductive cou-pling with microprocessor communications and control to match the power needs of the electronic device dynamically.

A pocket-size hydrogen fuel cell charger, called MiniPak, from Horizon Fuel Cell Technologies should be available in 2010. It’s a universal charger and power extender for any USB device, including communications equipment, surveillance cameras, and GPS devices. It stores hydrogen gas as a solid in refillable cartridges. It emits water vapor, not air pollutants, and has no mercury or lead.

Storage innovations: Nanotechnology opens doors in the development of energy storage devices. Stanford University scientists turned ordinary paper infused with nano ink into highly conductive batteries and supercapacitors. The ink, made of carbon nanotubes and silver nanowires, sticks strongly to paper. The batteries and supercapacitors are durable, lasting an order of magnitude longer than lithium batteries, and cost much less. They’re lighter, less bulky, more efficient, and physically flexible. The technology shows

promise for energy storage and as flexible electrodes. Paper supercapacitors might be useful for electric vehicles and lift trucks, which depend on quick transfer of electricity. A GPS unit built into the wiring adds location tracking.

Maryland NanoCenter researchers at the University of Maryland found a way to store renewable energy. They want

to capture and accumulate large amounts of energy from solar and wind, deliver it at high power on demand, and recharge rapidly. The result is electrostatic nanocapacitors that provide higher power and faster recharge than lithium ion batteries and higher energy density than traditional capacitors. The nanodevices for mass production will likely resemble thin panels that can be layered to increase capacity.

Unusual sources: Did you know trees produce electrical power? MIT researchers found that placing one electrode in a plant and the other in surrounding soil records an electri-cal potential of as much as 200 mV. A team at University of Washington have run a custom circuit entirely off tree power, followed by a custom boost converter to take the low incoming voltage, store it, and produce 1.1 V, which is suf-ficient to run low-power sensors.

The kinetic energy of motion is another potential electric-ity source. City College of New York researchers are working to generate auxiliary power by harvesting and converting otherwise wasted energy from airflow. Piezoelectric strips that produce less noise and vibration than windmills and require less maintenance, but the energy output is much lower. The power generated could be sufficient to run batter-ies and small electronic devices within vehicles, or sensors in remote locations.

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


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reference Web siTes:

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PS1003_21_TechTool.indd 21 3/2/10 1:42 PM


A s facility manager for Schneider Electric’s Huntington and Peru, Ind., plants, John Troyer is a busy man. He knows energy ef-

ficiency is important and his bosses have put it high on their long list of priorities, but he can’t devote a lot of time to monitoring and managing it. So he’s glad that it usually takes less than a minute to open and review the e-mail message his system sends him each day, summarizing consumption and highlight-ing anomalies.

But one morning, he was dismayed to discover that the plant set a record peak load. Opening his energy monitoring dashboard, he narrowed the time frame to a few hours the previous afternoon. Production rates or weather didn’t explain the spike, but he saw that it occurred on just one of the 17 power transformers in the Peru plant. He called the Peru maintenance supervisor, who said he’d bring it up in the morning meeting.

The meeting attendees offered various possible explanations, including the monthly test of a back-up air compressor. Troyer brought up and reviewed several months’ history and sure enough, he found corresponding peaks on that transducer over time.

He asked the maintenance supervisor to reschedule compressor testing to an off shift, saving the plant $10,000 during the next four years.

Like high bLood pressureInefficiency can kill you. “Energy efficiency is so big, but it’s a silent killer,” says John Murphy, director, solution marketing, for enterprise asset management (EAM) systems at Infor (www.infor.com). “You’re get-ting the work done, but you’re closer to the edge than you might realize. Like high blood pressure, it’s not overt but it can kill you. You can’t ignore it.”

Shaving a peak might be small potatoes compared to the savings a plant can see from a reworking a compressor room, replacing a boiler, or updating lighting. But, once those high-visibility projects are done, monitoring is not only an essential tool for further improvements in energy efficiency, it’s also necessary to prove and maintain the project savings (Figure 1).

The cost of energy in the United States is predicat-ed to rise as the global demand for natural resources continues to increase. “Add to this the pending U.S. legislation that might require U.S. manufacturers to

How Are You Doing? Monitor energy to improve

reliability and efficiencyBy Paul Studebaker, CMRP, Editor in Chief

PS1003_22_30_CvrStry.indd 22 3/3/10 4:18 PM


measure and control their carbon dioxide emissions under a cap-and-trade system, and the cost of pro-ducing steam could soar,” says Jack Roushey, global products marketing manager for flow and level products, Honeywell Process Solutions (www.theop timizedplant.com). “To manage rising energy costs, manufacturers will need to ensure that production processes are lean and monitored affectively.”

Fortunately, the ability to gather, analyze, and act on energy data is rising as fast as the need. Wireless is becoming common, meter costs have come down, and we have the protocols to make monitoring reasonable for a large number of industrial facilities. “Companies used to just monitor main breakers, points of common coupling, large areas, and reselling points,” says Mark Feasel, director, Energy Solutions, Schneider Electric (www.schneider-electric.us). “Now, with automotive leading, they’re metering to line levels, and they’re empowered to go deeper.”

Companies need to track W.A.G.E.S. – water, compressed air, gas, electric, and steam – by facility and by shift not only to reduce consumption, but also to optimize asset performance and improve reliability. “A typical facility has $20 million in

power distribution assets for every $1 million per year it spends on electricity, and transformer load-ings affect the life of those assets,” Feasel says. “You can avoid the costs of downtime and bad product by monitoring power.”

Knowing where the energy is going also allows plants to take advantage of demand reduction pro-grams. As we adopt more Smart Grid technology, the way you use energy will more profoundly affect what you pay for it. It won’t be all based on one tariff for a large class of consumers. Your bill will be tied to your individual profile, and understanding it will allow you to use energy when the utility wants you to.

In Illinois, ComEd’s Rider capacity-based load response (CLR) demand-reduction program expects to pay $37.24 per kilowatt that enrolled companies promise to reduce, if called upon, for two to eight hours per incident and as many as 15 events per year, whether or not they are actually called upon to do it.

And as always, plants operate under the prospect of increased regulation. “So far, energy cost and ef-ficiency are the drivers, not CO2,” says Murphy, but under cap-and-trade, CO2 becomes cost.”


24 MARCH 2010 WWW.PLANTSERVICES.COM

MANAGEMENT / ENERGY EFFICIENCY

HOOK UP INSTRUMENTS“If we don’t measure, we cannot manage, so we have to have good instruments,” says Henry Petersen, business manager, Endress+Hauser (www.us.endress.com). “Measure � ows and volumes of air, gas, liquid, power, steam – then we can have a database.”

e � rst place to look for instrumentation is on the equip-ment you already have. “People commonly have monitoring capabilities they’re not using,” says Feasel. Monitors are speci-� ed into recently acquired equipment and facilities, but not networked back. “Connecting them can be very cost-e� ective.”

For electricity, 17 circuit monitors on switchgear at Troyer’s Peru facility output voltage and current readings to a unit that calculates variables and makes them available to Web tools over

Ethernet. e same devices support data collection for gas, steam, and water usage. “Energy management so� ware lets you look at history by time frame,” Troyer says. “You can zoom in on a time frame, right down to a power quality event and see the waveforms. You can set alarms.”

Sheboygan Regional Wastewater, Sheboygan, Wis., operates � ve facilities serving 60 million people. Energy consumption totals $400,000 per year, primarily electri-cal, but some natural gas. “Over the past eight years, electrical rates have gone up 75%, and gas went up 105% before 2009,” says Dale Doerr, Sheboygan superinten-dent. “We can’t control the cost but we can control what we use.” Power is 100% monitored on incoming lines, on each motor control center [MCC], and by building on blower equipment. “For every change we make, energy is a consideration,” Doerr says.

e facility uses Eaton Motor Insight overload and moni-toring relays. “For across-the-line loads, today’s overload relays are able to do more than protect the motor,” says Adam Krug, product manager, Eaton Corp. (www.eaton.com). “ e Motor Insight relay allows customers to see con-sumption at the speci� c load and facilitates real-time equip-ment monitoring.” Using industrial protocol communica-tions and a central SCADA system, Sheboygan can catch increased consumption in real time, which has allowed it to avoid downtime as well as control consumption.

Among the W.A.G.E.S., water, compressed air, and steam are best measured with a strategy that detects leaks. Steam is most complex because it calls for mass � ow measurement, but � ow restrictions and pressure drops are concerns with any � uid measurement. Traditional ori� ce plates should be used only with caution. Under normal operating condi-tions, an ori� ce plate requires a nominal 5 psi of pressure drop to function. “Upwards of 60% of the pressure drop across an ori� ce plate is unrecoverable, contributing to the overall cost to operate the steam measurement system,” says Roushey. “Newer meters, such as the vortex meter, operate with less than 1 psi of pressure drop, a substantial bene� t when accounting for the cost of producing steam.”

Modern steam meters also provide additional bene� ts, such as converting velocity into mass � ow such as kilograms or pounds per unit time. Mass � ow measurements are useful for leak monitoring. If steam is losing heat as it travels through the process line, monitoring volumetric � ow rate will be ine� ective as changes in the temperature and pressure a� ect the volumet-ric � ow rate. For example, 1,000 cubic feet measured o� the boiler at 25 psi isn’t equivalent to the same reading measured downstream, where the pressure is now only 20 psi.

But don’t be daunted by the intricacies of instrumentation. “ e notion of measuring energy has been around, and many companies have technologies in place,” says Murphy. Accord-ing to an Aberdeen study, 50% of manufacturers say they already are collecting energy information.

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Figure 1. Without control, monitoring, and maintenance, as much as 20% of the value of energy-saving technologies will be lost over time. (Schneider Electric)

MONITOR IT OR LOSE IT

WHAT IS NORMAL?

Figure 2. The fi rst step in data analysis is to establish base loads and control limits, so you can know when a rise or reduction in consumption is signifi cant. (Endress+Hauser)


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MANAGEMENT / EnErgy EfficiEncy

“It’s not very costly to bring it into a system,” Murphy says. “It’s really about connecting the dots to make sense of it. Once we have the information, what do we do with it?”

ANAlyzE ThE dATA“Collecting information isn’t enough,” says Feasel. “The pur-pose of a meter is to formally deliver information to a human or system that can do something about it. You have to make the information available to the stakeholders who need to know if it’s good or bad, and how they compare to others.”

A basic approach is analyzing consumption at 15-min. or 30-min. intervals. Understand peak loads that determine power bill demand charges, and establish base loads so you can correlate them with production, weather, and occupan-cy. Then you can establish control limits, and know when a rise or reduction in consumption is significant (Figure 2).

Sophisticated energy management systems pull in production and weather data so users can compare last year to this year, and factor in weather and produc-tion levels to find opportunities. Troyer uses his to pull up records, do trend analysis, understand base loads and ask questions. “You might see 30% load on one weekend and 20% on another,” he says. “How well is the plant being shut

down? What’s running on off shifts? How consistent are your shut downs? It’s been very helpful.”

It’s useful to relate energy consumption to driving factors, for example, heating energy per degree-day, energy per ton

dETEcT cuMulATivE EffEcTs

figure 3. A cumulative sums (cUSUM) chart tracks consumption over time to help spot long-term drifts or the results of changes. (Endress+Hauser)

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of product, or electric power for lighting compared to hours of daylight. “These are generally called specific energy consump-tions,” Petersen says. “Monitoring them allows you to determine if a certain process is drifting over time – if it is becoming more or less efficient.”

Such a drift might have a number of causes, such as increasing compressed air leaks, heat exchanger fouling, or poor steam trap maintenance.

“We can total these differences over time in a cumulated sums [CUSUM] chart,” Petersen says. “This chart acts like a bank account: If the process becomes less efficient, the CUSUM chart will run away from the zero line.” Figure 3 shows a process that has become more efficient: an economizer has improved a steam boiler’s efficiency. We can read directly from the chart that the economizer saved 1,100 MWh of energy over 15 weeks.

Some computerized maintenance management software (CMMS) systems now can track and display energy informa-tion. “We collect and present it visually, for example, on a floor plan in Maximo,” says Rich Caplow, director, product manage-ment, IBM Tivoli Software. Color-coded contours represent information, such as green/red/yellow for OK, hot, or cold. Equipment can be treated similarly, with thresholds for tripping alarms and sending a technician. “It’s like condition monitoring, but based on power consumption,” he says.

The display is supported with an asset and service management database, so if a piece of equipment shows red, you can click on it and pull up asset information such as maintenance records, operating hours, warranty status, nameplate data, etc. “You also can determine the equip-ment’s criticality against the production schedule, generate a work order or trouble ticket and set its priority, dispatch a tech-nician, and track work status,” Caplow says. “It automates power consumption management.” To support these capabili-ties, the CMMS interfaces with building control systems, supports OPC, and ac-cesses control system historians.

But all this information is of no use if you’re too busy to look at it. That’s one

reason Troyer likes his daily summary e-mails. “If everything’s OK, it takes 10 seconds to review,” he says. Each month, he gets a comprehensive report. “I spend some time on the monthly report, where I look for trends and opportunities. With the tools, it takes me an hour or two. It depends on how complex the plant opera-tions are – how steady-state.”

At Sheboygan, energy information is displayed on the SCADA monitors and shown to employees. “When they see something out of the ordinary, they ask questions,” says Doerr.

SAvE ENErGyUnderstanding correlations, detecting changes, and receiving notifications are all good, but no energy is saved until you make a change. The range of possibilities is too large to cover here (see the sidebar, “More Resources at PlantServices.com), but our experts highlighted some specifics.

To save money on power bills, “Reactive power is where you can make the most gain,” says Craig Nelson, product market-ing manager, Sinamics drives, Siemens (www.siemens.com). “Correct power fac-tors to one or to whatever is needed using active front end [AFE] drives. These also reduce harmonics, which reduces heating and wasted power.”

Take advantage of process information to diagnose energy losses. For example, flow, temperature, and pressure measure-ments on steam lines can help distinguish between insulation and leak losses. “Any leakage in the line normally results in the loss of pressure and flow,” says Roushey. “Monitoring temperature allows you to monitor the effectiveness of the insulation. A temperature drop, along with a decrease in flow rate or pressure, suggests leakage. Temperature loss without a noticeable change in flow rate can be an indicator that there are gaps in or insufficient layers of insulation surrounding the pipe.”

Overall, experts’ estimates of potential energy savings range from 5% to 30%. “As a rule of thumb, companies save 5% to 15% of energy costs,” Petersen says. “We have some over 15%, especially on steam and compressed air.”

CM12 2.1875 x 10.indd 1 2/16/10 9:38:24 AM



CM25 2.1875 x 10.indd 1 2/16/10 9:39:14 AM

Operational staff needs to know when a problem occurs as quickly as possible, and to know what they should do about it. Senior management, on the other hand, needs summary information to know that procedures and systems are working well. “So to design reports, it is impor-tant to understand who needs reports and why,” says Henry Petersen, busi-ness manager, Endress+Hauser (www.us.endress.com). His recommendations:

Reports to senior management might include a summary of last year’s costs broken down by energy accountable cen-ter (EAC) and a summary of the current year’s performance on a monthly basis against budget, against the previous year, and against targets. It might include a note of the savings (or losses) achieved to date and how they were achieved, or a note of additional savings opportuni-ties and what actions are ongoing to address them. A new report to manage-ment should be issued each month and be available in time for board meetings.

Operations management will be responsible for operating processes and plant efficiency. They will need to know on a shift, daily, weekly, or monthly basis what energy has been used and how this compares with various targets. The information will be used to measure and manage the effectiveness of operations personnel and process plant and sys-tems, quickly identify problem areas, and provide a basis for performance reporting.

Operations personnel need to know when a problem has occurred and what needs to be done to rectify it. This infor-mation needs to be provided in a timely manner, which might mean within a few minutes of the event for a major energy-using process, or within a day or a week.

Engineers associated with operations will need similar reports. Compared to process operators, engineers typically will be involved with problems where there is more time to act, for example, cleaning heat exchangers, solving a control problem, or removing air from a refrigeration condenser.

Engineers who are not directly in operations but who provide support will

need more detailed historical informa-tion. Typically, these individuals will be involved in analyzing historical perfor-mance, developing targets, and mod-eling. They will require access to the plant data historian and will use analysis tools ranging from commonly avail-able spreadsheet software to advanced data mining and similar software.

Engineers involved in projects will need supporting data, for example, levels of energy use, process operat-ing conditions, etc. They will also need access to the raw data in the histo-rian and access to analysis tools.

The accounts department might be in-terested in actual energy usages and costs to compare with budgets. They will need information that is broken down by depart-ment so costs can be allocated to related activities. Accurate cost of operations and the cost of producing goods can improve decisions regarding product pricing, for example, and the allocation of resources.

Energy and environmental managers will need summary data that identifies the per-formance achieved and trends, much like what executives and operations managers require. Like engineers, they might require more detailed information for specific analysis. The environmental department may want energy consumption expressed as equivalent CO

2 emissions, and the energy reports may need to be integrated into en-vironmental reports that are more general.

Summary information might be required for annual energy and environ-mental reporting and might be needed more frequently by regulatory bodies. The energy manager might be involved in energy purchasing as well as ef-ficiency. He might need information about the profile of energy use (using a half-hourly graph, for example), peak usage, nighttime usage, etc. The energy manager will also need access to the raw data in order to allow evaluation of purchasing options and to check bills.

“We can see from this broad va-riety of requirements that modern energy management information Sys-tems have to be very flexible in creat-ing these reports,” Petersen adds.

Plan your energy rePorts




Troyer says ROI depends on what you make of it. “If you put it in and use it, you can get very fast payback – you can get it in six months,” he says. “You’ll be able to take advantage of some opportunities right away – ROI is instant when you find things run-ning on an off shift. For some, you’ll have to buy equipment. On one site, we’re saving $300,000 to $400,000 per year from the projects we’ve done over the past four years, with about a $1.2 million total spend.”

By detecting malfunctioning equip-ment, improper control, and out-of-bounds conditions, “There’s a poten-tial for 10% to 30% energy savings,” says Caplow. It’s all about doing a better job of understanding where the energy is going.”

SAvE ThE dAyBut saving energy is only half the story. Energy monitoring also can improve reliability and prevent the downtime that can ruin your day.

Sheboygan Regional Wastewater in-stalled Eaton Insight modules to moni-tor the power used by its fixed-speed pumps. The module replaces thermal overloads, detects a rising load before it trips, and reports back through the SCADA system.

“People think that VFDs are the only way to save, but when you run across the line, you can detect problems and rectify the situation before you incur extra en-ergy costs,” says Steve Meifert, controls engineer, Sheboygan. “We recognize problems almost immediately.”

On one pump, Sheboygan saw the power rise to 80 kW from the normal 60

kW. “We found rags and stuff causing drag on the impeller,” Meifert says. “In-sight gives me more information about the motors and we can get it remotely, without having to go out there and mea-sure. We have protection for over- and under-currents, we can compare pumps, check loads and flows, and detect prob-lems with the units.”

Without monitoring, “We might have detected the problem by increased run-time hours because the pump was less efficient,” says Ron Hicks, Sheboygan maintenance supervisor, “but that would have been hard to notice, as our loads normally fluctuate with the weather.”

When instrumenting electric power, it’s useful to measure harmonics that can damage equipment, as well as power factor and kVA.

“Harmonics are tougher to mea-sure than power factor,” Nelson says. “Measure them with special equipment at the point of common coupling. Get a baseline and check them now and then. IEEE 519 tells how to limit them.”

Reliability was the prime motivator for a power audit at Forest City Gear (www.forestcitygear.com). The gear manufacturing facility has modern equipment with computerized controls. Power quality affects microprocessor-based equipment, including ballasts.

An audit by Total Energy Concepts (www.totalenergyconcepts.com) looked at the distribution, drives, and motors. “We verify voltages and measure real-time power factors under load,” says Doug Overbold, president, Total Energy Concepts.

“Most of the motors will be running in the 60% to 70% efficiency range,

some in the 80s,” says Scott Hembrough, senior area director, Total Energy Concepts. “You’d think new equipment would be better but the fact that it’s new is no guarantee. You can’t optimize the motor until it’s in the building.”

Forest City installed transient surge suppressors by V-Blox. “We bring power factors to 0.95 to 0.99 on larger equip-ment – 15 hp and up – to pick up line losses,” says Dave Mulvaney, president, V-Blox (www.v-blox.com).

“We expect them to see 10% to 20% savings,” says Overbold, “but the real savings are in uptime and reliability.”

Blending energy monitoring and as-set management is still in its infancy, Murphy says. “The 15 or 20 companies that are doing it are early adopters – visionaries.”

SAvE ThE worldWhen contemplating technologies that can save energy and improve reliabil-ity, it’s often easier to make sweeping statements than to tackle an imple-mentation. Start with a walk around the plant on an off-shift or weekend. “Visit your compressors and boilers,” says Petersen. “Why are compressors running when there’s no production? Look and listen. Feel the leaks.”

Existing instruments might not have connectivity through Ethernet, PLCs or controllers, and you might have to fix that. Add power monitoring devices, and get the data into an energy monitor-ing or SCADA system.

“Use consultants and auditors for help,” says Feasel. “Compare and contrast, understand, and learn best practices. Encode what you learn into the company DNA – that’s how to get on the Dow Jones 100 Sustainability Index.”

Peterson adds, “Most industries, especially process industries, have an energy management, monitoring, or conservation team, dedicated to saving money, but most are specific to electric-ity. You also can save so much money on gas, water, and steam.

“Let’s make them efficient. Let’s start saving money big time.”

Topic SearchTermSUsingcmmSsoftwaretomonitorenergy mohawkusesinforTrackingW.a.G.e.S. energyconsumptionmonitoringmonitoringforreliability powerundercontrolpowerqualityandefficiency Bewarethebite

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more resources at www.plantservices.com


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PS1003_FPA.indd 31 3/2/10 2:18 PM


The Plant Services Best Practices Awards recognize management techniques, work processes, and prod-uct and service implemen-tations that exemplify the definition of a Best Practice according to the Society of Maintenance and Reliabil-ity Professionals (SMRP): “A process, technique, or innovative use of resources that has a proven record of success in providing significant improvement in cost, schedule, quality, performance, safety, environment, or other measurable factors that impact the health of an organization.”

Entries must demonstrate how to implement a best practice, show the potential payoffs in both qualitative and quantitative terms, and provide inspiration for those who must overcome cultural inertia and make effective changes. Entries may be submitted by plant personnel, vendors, engineering firms, con-sultants or anyone who is familiar with the application and has permission to make it public knowledge. Our categories also include Equipment, Reliability, and Energy Efficiency, but this round’s focus is on Management.

Every contender offered an impressive management

practice that can increase productivity, improve efficiency, or reduce costs. Judging criteria included percentage reductions or cost savings, return on in-vestment and broadness of applicability, with recogni-tion given for innovation and creativity.

The winning practice was submitted by Matthew Preston, director, Byrne Group PLC, and Kate James, marketing manager, 4H Solutions. The concept of using RFID to track assets, tools, and materials is no longer new, but Byrne overcame significant challenges by implementing it on a wide variety of items, many of which are mobile, over a large geographical area. Add in the fact that they tagged virtually everything and everyone, and the challenge of a long history of doing things the old-fashioned way, and Byrne Group’s successful implementation won the votes of our judges to become this round’s Best Practice in Management.

More information about this round’s entries, past entries and winners, how to enter, and the Plant Services Best Prac-tices Awards in general may be found at www.PlantServices.com/bestpractices.

Video game TeacheS reliabiliTy leSSonSABB turns entertainment into training in the Reliability Chal-lenge video game. The interactive maintenance decisions reveal how choices affect customer satisfaction, equipment effectiveness, morale, and profit. It highlights the dangers of firefighting and unplanned maintenance. Employees compete against one another for the bragging rights to the top score while increasing their maintenance knowledge and validating expertise. The ROI is infinite: a free train-ing exercise that requires little time, develops new workers, offers training for plant personnel, and gives an understand-ing of reliability basics that can be applied immediately.www.abb.com/service/us/9aaF00000112.aspx

Phone SySTem auTomaTeS Verbal communicaTionSThe 4,000 employees at Bosch Limited, Adugodi, Banga-lore, India, manufacture automotive fuel injection equip-ment in six buildings. The maintenance crews were always on the move and unable to access the system as frequently as desired, which caused delays in reacting. After an SAP implementation, the plant realized that oral communication was still needed. So, it installed digitally enhanced cord-less telephone (DECT) and mobile phones to communicate breakdown information quickly. It used the paging functional-ity, and leveraged and customized interactive voice response technology for automatic transmission of voice messages

over mobile phones. The mean-time-to-repair dropped from 4.84 hours to 3.39 hours, a 30% decrease in the two years. The enhancements to the plant’s existing communi-cation system cost 750,000 Indian Rupees ($16,000).www.boschindia.com

oil FilTer yieldS 400% roiFärjerederiet is a common carrier in Borlänge State, Sweden. When it began using rape seed oil in its engines, it ran into problems because this oil is more hydroscopic than mineral or synthetic oil. After investigating different filters, Färjerederiet installed units manufactured by Europafilter, Göteborg, Sweden. The filter element removes water and 0.1-micron particles. After four years with no oil change, there was no need for engine repair and the engine was still in like-new condition. The increased interval saved 100 oil changes (50 liters each) each year for a cost of about 120,000 Norwegian Kronas ($20,000), giving a ROI to date of 400% and pay-back time of one year. The engine has operated for more than 30,000 hours without an oil change. It needs five liters of oil each week and the engine is still in good shape. Since 1998, the engine has used about 900 liters. Consumption would have been about 4,000 liters. In the aggregate, Färjerederiet uses 78,000 liters of oil each year. Simple math implies this consumption could be reduced to less than 20,000 liters.www.energiokonomi.no

Contenders

PS1003_32_33_Best.indd 32 3/3/10 1:23 PM


RFID empoweRs mobIle asset managementtaming tools and materials promises five-year cash flow of $350,000

with more than 1,300 items of plant, tooling, and equip-ment, UK construction services company Byrne Group ad-dressed its processes to improve profitability and customer service. Working with 4hSolutions and COINS, it addressed the management and control of Byrne’s assets.

It had already established a consolidation center in Mit-cham, South London. The seven-acre facility is a hub that provides plant and materials, and warehouse and distribu-tion facilities to most of its construction sites. Asset tracking for portable appliance testing (PAT) and other maintenance processes was performed manually and was labor-intensive. Each year, more than 3,200 individual job cards were pro-cessed at a cost of about £33 ($50) each. There was no effec-tive theft deterrent, resulting in about £100,000 ($153,000) worth of tools lost or stolen each year. In addition, the Mitcham site lacked a robust method for tracking tools once stores issued them. There was no accurate way to know what was where, and when or if it had been returned.

The situation with requisitions wasn’t much better. It was paper-based via fax and telephone, resulting in requisitions being misplaced or misinterpreted. Every engineer and foreman had their own way of describing what item they needed, which then required an interpretation back at the consolidation center. And consumables – timber, fuel, and stock items such as personal protective equipment and signs – showed no record of ever having been requisitioned.

Combining the COINS Plant Manager module to auto-mate the issue and return of Byrne Group’s plant, stock, and equipment with Assettagz’s radio frequency identification (RFID) technology made it easy to manage, track, and get visibility of these assets.

A variety of RFID tags were used. Bins containing stock items were labeled with plastic credit-card-sized tags. Tools got glass tags. Lifting gear had molded plastic tags attached with steel cable. On August 1, 2008, Byrne issued Assettagz RFID-enabled ID cards for every staff member at Mitcham. These ID cards are used in conjunction with handheld com-puters to track any equipment issued to the staff.

Phase two was to improve the plant and stock procure-ment process via the COINS e-catalog. Byrne used COINS

Plant Manager to e-catalog its plant and stock.Byrne Group’s new integrated requisition and asset man-

agement process featured several useful improvements. The Hire Desk in the consolidation center processes requests us-ing COINS. COINS generates the pick lists, which the Asset-tagz Web application passes to the RFID-enabled handheld computers in stores. Stores use Assettagz to identify and pick the required items using handheld computers.

Stores also use Assettagz to record the results of inspec-tions and to ensure that certification is up-to-date. After picking, a dispatch is generated, the “on-hire” is confirmed, and a delivery note is generated.

The logistics department collects material from the consolidation center and delivers it to where it’s needed. The site staff uses RFID-enabled ID cards to assign equipment in and out. Once an item is no longer required on-site, the site foreman generates a return request and the logistics depart-ment collects the material and returns it to the consolidation center. Once the item is returned, Assettagz identifies it, tags it as “off-hire,” and the automatically updates COINS.

Using Assettagz to track maintenance schedules and perform equipment inspections in the field ensures that only inspected equipment is requisitioned. Having an end-to-end audit trail for the issue and return of tools and for the inspection, maintenance, and hire history of the asset aids health and safety compliance.

Improved customer service comes from better quality and speed of requisitions to the site. The end users have visibility into the requisition and delivery timescales.

Ultimate benefits include control, accuracy, and profit. The bottom line is an 87% reduction in job cards processed at Mitcham with data now recorded at time of test. Theft was reduced by an estimated 50% and the investment paid for itself within one year. In fact, it’s expected to produce a £229,000 ($348,999) positive cash flow within five years.

Tagged assets can be instantly scanned and identified using handheld computers.

w i n n e r

PS1003_32_33_Best.indd 33 3/3/10 1:23 PM

During the past few decades, the use of sophis-ticated, high-density electronics in automation

and process control panels has become com-monplace. As a result, thermal management for these electronic enclosures and its related cost have become important considerations in managing these assets. Choosing the ap-propriate and most cost-e� ective and energy-e� cient cooling solution from the many types available requires knowledge of the individual strengths and weaknesses of the most com-monly used designs, and the ability to match those attributes most e� ectively to the opera-

tional environment.Knowledge of the panel equipment manufactur-

er’s speci� cations regarding the maximum allowable operating temperature is the starting point in this

decision process. Most modern plant electronics, including common devices such as variable-fre-

quency drives (VFDs), programmable logic control-lers (PLCs), transformers, and relays are designed for

internal panel air temperatures between 104°F (40°C) and 122°F (50°C). Common sense dictates maintaining the panel temperature at or below the highest allowable operating temperature.

Leaving the panel open on unusually hot days provides ambient air temperature cooling and can resurrect an over-heated device, but aside from the OSHA safety issues, this approach guarantees that dirt, oil, corrosive moisture, and other hazards will attack the electronics.

Halfway measures, such as cutting holes in the panel and installing � lters and fans (Figure 1), can work in clean environments, but few industrial settings are so contami-nant-free as to make this a practical approach. In addition, it won’t work for outdoor installations. And, if the � lter is dense enough to prevent the entry of contaminating dirt and moisture, it will clog and be a preventive maintenance concern, or lead to overheating if not maintained properly.

THE DILEMMAYour choice is between dirt and moisture contamination slowly eating away at open, vented, or � ltered control panels, or sudden death from heat damage if they’re kept sealed and clean. You must do battle with one or the other, contamina-tion or heat. To help make the correct choice, consider the most popular enclosure cooling technologies, along with some general cost considerations and characteristics to keep in mind in evaluating their � t for your requirements.

� ermoelectric devices are typically used only in very small cabinets because of the high cost-to-cooling ratio. On one hand, they’re small and versatile. On the other hand, these solid-state air conditioners provide e� ective cooling at a cost of one watt of power to remove one watt of heat.

PS1003_34_37_HVAC.indd 34 3/3/10 1:24 PM

Compressed air coolers rely on plant air to produce a cyclone e� ect that cools the inside of the cabinet. e “per panel” cost of the actual cooling device is low compared to most other solutions, and the design provides e� ec-tive below-ambient cooling. But, consider the high cost of compressed air and whether that air is su� ciently dry and oil-free. Like the fan-and-� lter method, short-term gains o� en are o� set by long-term maintenance issues and hidden energy costs.

Hank Van Ormer of Air Power USA Inc., a recognized expert on the subject of compressed air technology, states “Just how expensive is compressed air? It takes about 8 hp of electrical energy to produce 1 hp worth of work with com-pressed air. Do you think your electric power is expensive? Your air power is eight times more!”

Air conditioners are frequently used in panel cooling. When electronics � rst made their way into the plant, air conditioners were mandatory because the low thermal thresholds of early electronics required that the devices inside be refrigerated below ambient conditions. But modern panel components are made to withstand higher heat loads without harm or performance de-rating than in the past. When below ambient cooling is required, air conditioners are o� en the only below-ambient cooling option available. Modern panel air conditioners are competitively priced, smaller than previous designs, and come in a variety of sizes, NEMA ratings, and thermal ratings. But with so many

moving parts and thus failure points, air conditioning units are more expensive to maintain and consume far more energy than most other options.

Two of the most cost-e� ective, reliable, and energy-e� cient cooling methods are air-to-air and air-to-water heat exchangers (Figure 2). Where appropriate, the heat exchanger delivers the best value and ROI because of its low

If the heat load within a control enclosure is beyond the cabinet’s capacity for natural convection cooling, heat buildup will cause problems or even complete failure. This chart shows temperature differential over ambient conditions as a function of waste heat generation for different cooling capacities.

Uninsulated NEMA 12 and higher metal panels dissipate heat via natural convection, which oc-curs primarily along vertical walls, not from the top as intuition might lead you to expect. Therefore, a simple cooling solution for low heat loads is to place equipment in oversized panels that maximize vertical height over width and depth as much as possible.

As the chart indicates, in ideal conditions a 72-in. x 36-in. x 24-in. freestanding uninsulated metal panel with no sources of high heat such as transformers or ovens attached or nearby can dissipate nearly 500 W of waste heat with only a 15°C/27°F rise in panel temperature above ambient via unassisted, natural convection cooling.

ose ideal conditions require that the ambient temperature never rise above 77°F (25°C) to main-tain a conservative 104°F (40°C) panel or no greater than 95°F (35°C) for an allowable 122°F (50°C) panel

air temperature. But few environments are that ideal, and most heat loads are far larger than 500 W.

If the required internal panel temperature is below the peak ambient the panel will experience, then a below-ambient cooling solution, such as air-to-water heat exchangers, compressed air, or air conditioning is a must. If there’s a suffi cient ∆T between the panel requirement and the ambient air temperature, a heat pipe-based heat exchanger often is the most cost-effective solution.

UNDERSTANDING PANEL TEMPERATURE INCREASES

14,000

12,000

10,000

8,000

6,000

4,000

2,000

0

Jan

Feb

Mar Ap

r

May Jun Jul

Aug

Sep

Oct

Nov

Dec

Panel Waste Heat Load in Watt*Results based on a freestanding metal uninsulated panel (72 x 36 x 24 inches)

Pane

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30˚C

25˚C

20˚C

15˚C

10˚C

5˚C

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45˚F

36˚F

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4,500

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BTU of Cooling Panel F RiseSealed panel, no cooling or ventilation, convection only

54˚F@500w

54˚F@2,400w

54˚F@2,900w

40˚F@3,000w

23˚F@3,000w

3,300 BTU/hr

4,500 BTU/hr

7,100 BTU/hr

13,700 BTU/hr

A TRADE-OFF TO CONSIDER

Figure 1. Fans and fi lters might have a low fi rst cost, but keeping them clean can turn them into a maintenance headache.

WWW.PLANTSERVICES.COM MARCH 2010 35

RELIABILITY / HVAC

PS1003_34_37_HVAC.indd 35 3/3/10 1:25 PM


Reliability / HVAC

initial cost, negligible power consumption, and long life. These designs have become increasingly popular in new panel installations and retrofits of older panels, primarily as a replacement for air conditioners.

Air-to-water heat exchangers cost pennies on the dollar per BTU/hr compared to all other methods. They are the most environmentally-friendly solution as well. Air-to-water heat exchangers are closed designs, completely reliant on water temperature for cooling effectiveness. With no ex-posed fans or fins to require filtering in dirty environments, they’re nearly zero maintenance devices. They’re also a natural fit for hazardous locations; with a purged panel, you can use standard muffin fans instead of the costly explosion-proof fans.

Air-to-water units also can address large heat loads using even non-chilled, ground-temperature water in the 65°F (18°C) range. The clean but heated outlet water often can be reused in another process, taking advantage of the heat energy it carries with it. The main drawback to air-to-water

Whatever panel cooling solution you choose, the critical factor for a successful installation is assessing the panel’s waste heat load correctly. This loss, caused by the inefficiency of the electrical devices inside can be calculated with some accuracy or, more reliably, it can be measured by placing thermometers inside the panel to capture real-world opera-tional readings. Both approaches have their shortcomings, however. Here are a few tips to achieve the best accuracy.

Calculating the waste heat load is critical when design-ing new panel installations, but it’s a somewhat inexact approach. With either measured load (in watts) or tem-perature readings, you can determine your cooling require-ments. Predicting how devices might interact, how airflow might affect natural convection cooling and other variables means it’s best to base your estimate on the worst case

Better to error on the high side and overcool than on the low side and discover the panel overheats. The best source is the manufacturer’s data on the device, which typically can be found online. Lacking that information, here are a few methods to estimate waste heat from common sources.

Modern variable frequency drives typically operate with 93% to 97% efficiency. Based on 1 hp being equivalent to 746 W, you can determine the best and worst case heat load by doing the math. For example, a 3-hp VFD would produce 3 x 746 W = 2,238 W x 0.07 = 157 W of waste heat inside a panel.

Waste heat from transformers is harder to estimate ac-curately, and can be a high source of heat. Power factor isn’t going to have any effect on heat generation, except to cause more current to flow and increase the kVA load on the transformer. According to Cutler-Hammer, a 75-kVA, 150°F-rise, dry-type transformer has an efficiency of 97.2%

at 1/4 load and 96.7% at full load. So, figure 3% loss at 75 kVA, which would represent 2,250 W. For greater preci-sion, you need to know the amp load on the transformer and separate out the core losses (which are constant) and the winding losses (which vary as the square of the current).

The direct-sun solar load on an outdoor installation can represent 30 watts of heat penetrating the panel per sq. ft. of sun-exposed surface area.

Generally speaking, a PLC is a negligible source of heat, but as with the VFD calculation, base your estimate on an approximate 5% heat loss. Thus, if a PLC is rated at 1,000 W and has an efficiency of 95%, then heat loss is 50 W.

Measuring the waste heat load is a real-world operating measurement and is reliable, but offers its own set of challeng-es. Often, it’s impossible to measure a fully-loaded, operating panel with no cooling or ventilation in place (there’s a risk of failure from overheating during the measurement process).

In cool weather, it’s possible to perform this measurement because overheating generally is only a problem in hot sum-mer months. Then the approach is simple and highly reliable. Place a few thermometers inside the panel, distributed top to bottom and not directly on or too near any heat sources. Run the panel at full load for 10 min. or more. Simultaneously, get an ambient air temperature within a few feet of the panel.

Now, you have the ΔT, the rise in panel temperature above ambient. If the highest panel reading is 91°F and the ambi-ent is 72°F, your 19°F ΔT indicates that on hot summer days, when the facility ambient hits 85°F or more, your panel is now at 104°F and possibly heading for VFD failure. Bot-tom line, the ΔT is a constant and tells you exactly at what room temperature you’re going to experience problems.

DeteRmining the panel heat loaD

isolateD fRom the enviRonment

figure 2. Cooling a panel with an air-to-air heat exchanger avoids corrosion and dirt buildup that can wreck electronics.

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Reliability / HVAC

units is that few facilities have easy access to a suitable water supply and, for many, overcoming the fear of having water flowing near their expensive electronics is high.

The heat pipe-based, air-to-air heat exchanger exploits a basic physics principle, the latent heat of vaporization. This solution has grown in popularity during the past decade. These have high thermal transfer capabilities but low electri-cal energy consumption. They can perform at their full rated capacity for more than 15 years, with the only failure point and replacement cost being the inexpensive muffin fans they employ. According to Van Ormer, “Open blow, refrigeration, and compressed air cooling may be replaced with heat pipe heat exchangers with a potential energy savings of 3.5 kW to 4 kW each on an average cabinet. The initial cost, in the low $1,000 range, is offset by power savings of $1,000 to $2,000 per year each.”

Add in the effects of energy rebates and other incentives to become a greener operation, and these savings grow significantly. The Achilles heel of this approach is its reli-ance on ambient air temperature. In high-ambient condi-tions, when the panel-to-ambient temperature differential is insufficient for effective cooling, one of the below-ambient solutions becomes a necessity.

Whatever your requirements, be sure to investigate the long-term energy and maintenance costs as well as initial purchase price when evaluating your panel cooling alterna-tives. The initial cost is known, but you should assume that operating and energy costs will only continue to climb. Give them serious consideration when making a decision.

Doug Wilson is applications engineer at Noren Products inc., Menlo Park, Calif. Contact him at [email protected] and (650) 322-9500 x 239.

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PS1003_34_37_HVAC.indd 37 3/3/10 1:26 PM


Lubricants serve primarily to reduce friction between, and prevent wear of, contacting surfaces as they move past each other. Lubes must do this under varying loads, speeds, temperatures, and contamination levels. Typical lubricants consist of more than 90% of a base � uid, with various ad-ditives such as corrosion inhibitors and extreme-pressure (EP) wear protectants to upgrade functional properties or stabilize the base � uid against degradation.

e federal government de nes biolubes, or bio-based lubricants, as “composed, in whole or in signi cant part, of biological materials or renewable domestic agricultural materials (including plant, animal, and marine materials) or forestry materials.” ese lubricants are considered more environmentally responsible than those based on mineral oil derived from the fossil sources of crude oil or coal; their use is meant to reduce the carbon footprint.

A MANIFESTATION OF GREENEuropean countries have been world leaders in the environ-mental movement for decades, through government regu-lations and consumer pressure. Initially, the criteria for a product’s environmental acceptability were based on just biode-gradability and toxicity to aquatic organisms. Biodegradability

is a measure of naturally-occurring microorganisms’ ability to decompose a material into harmless end-products. ese bacteria metabolize organic (carbon-based) substances through stepwise oxidation, obtaining the energy they need and produc-ing water and carbon dioxide as their major waste products.

ere are several degrees of biodegradability (ready, inherent, primary, and ultimate), and a number of o� cial tests that can be used to demonstrate them. ese 28-day bacteria-contact tests in aqueous solution measure variables such as dissolved organic carbon, carbon dioxide evolution, and chemical or biochemical oxygen demand.

Standard tests for aquatic toxicity determine concentra-tions of a material needed for inhibition of algae growth, im-mobilization of Daphnia (water � eas), and acute toxicity to sh. Most lubricant base � uids and additive packages typi-cally show low aquatic toxicity. In some cases this is because their lack of solubility in water makes them unavailable to the test organisms. Many of these o� cial environmental test procedures are designated as Organization for Economic Cooperation and Development (OECD) methods.

Renewability is a more recent “green” criterion. U.S. government agencies are required to purchase and use quali ed products containing speci ed levels of bio-based

PS1003_38_41_lubes.indd 38 3/2/10 1:45 PM

WWW.PLANTSERVICES.COM MARCH 2010 39

SUSTAINABILITY / LUBRICATION

content wherever possible. � is program, known as BioPre-ferred, includes several classes of lubricants, such as chain and cable lubricants, forming lubricants, hydraulic oils, gear lubricants, penetrating oils, and greases. Numerous federal incentives exist for renewable-resource partnerships aimed at enhancing the value of crop-based materials. Agricultural states in the United States have had increasing success in promoting lubricants based on soybeans and other crops.

For the private sector, the primary motivation to use non-mineral-oil lubricants remains focused on avoidance of the risks and costs associated with environmental release of conventional oils. � ese include remedial spill clean-up costs,

waste-disposal costs, administrative procedures,

and punitive � nes under RCRA, the Federal Resources Conservation and Recovery Act, as well

as long-term liability and litigation. � ere continues to be more pressure to use environmentally-benign lubricants from the supply side than from the demand side. � e bio-based content of a product, such as a lubricant, can be determined by the same testing used in radiocarbon dating. It’s valuable to remember, though, that biodegradability is related to molecular structure rather than merely source of origin.

An even more recent manifestation of environmental re-sponsibility is sustainability, the cradle-to-grave consideration of a product’s total interaction with the environment. � is life-cycle assessment considers the overall energy and resources required to manufacture a lubricant, as well as the mass bal-ance (potential for waste generation), compared to the value that the product brings to society. Sustainability also considers emissions to the environment, disposal, and transportation demands during a product’s lifetime. Extending a lubricant’s lifetime before its disposal is probably the best way to minimize harm by reducing overall resource consumption. Product-lifetime extension also reduces replacement costs.

By far, the most common lubricant base � uid is mineral oil, a complex mixture of hydrocarbons whose molecules have between 15 and 50 carbon atoms. It o� en contains some low level of sulfur and nitrogen compounds, as well. Mineral oil is the least expensive lubricant base � uid, it’s relatively stable to hydrolytic and oxidative (to about 200°F) degradation, and it won’t swell or shrink the elastomers in gaskets and seals, thus avoiding leaks.

However, in addition to its adverse environmental reputa-tion, some can be lost through evaporation over time (and

add to atmospheric emissions). � e disappearance of the more volatile components with their relatively low � ash point and � re resistance leads to unwanted increases in viscosity. Compared to more recently developed lubricant base stocks, mineral oil has a relatively low viscosity index, changing viscosity noticeably with temperature, and a relatively high coe� cient of friction. Moreover, mineral-oil pollution is readily evident because it leaves a visible � oating sheen on top of water. It’s estimated that, depending on con-centration, mineral oil will biodegrade in about three years.

Green lubricants, in general, are more readily biodegradable than mineral oil and less toxic to � sh and marine organisms. Not all of them are based on renewable ingredients, though.

Poly-alpha-ole� ns, or PAOs, the basis for synthetic motor oils, and polyalkylene glycols, or PAGs, widely used in aqueous hy-draulic systems, are examples of synthetic lubricants that show biodegradability and aquatic toxicity advantages over mineral oil, but aren’t derived from annually-renewable resources.

NATURALLY OCCURRING MATERIALSBiolubes such as olive and palm oils, wool fat, and tallow were used centuries before the less-expensive, more stable, and more reliably available crude-oil products took over.

Biolube production starts with crushing the seeds of oil-bearing plants and separating the oils from the husks either by mechanical pressing or solvent extraction. � e plants most used for their oils worldwide are the palm tree, soy-bean, sun� ower, and canola (related to rapeseed in Europe). Its ready availability makes soybean the oil of choice in the United States. Other useful sources of vegetable oils include corn, cottonseed, castor bean, and coconut.

Note that the vast majority of these oils are used for food applications, while a minor percentage is used for biodiesel, and lubricants comprise an even smaller fraction of these and other oilseed crops. Naturally, their human toxicity is low, making them an especially good choice for food-pro-cessing machinery lubricants.

Unmodi� ed vegetable oils, chemically known as triglycer-ides, o� er more advantages over mineral oils than just renew-ability, improved biodegradability, and low aquatic toxicity. � eir chemical structure results in better lubricity than the hydrocarbon makeup of mineral oil; improved lubricity results in less energy demand. Additionally, their viscos-ity indexes are higher (leading to less viscosity change with

EUROPEAN COUNTRIES HAVE BEEN WORLD LEADERS IN THE ENVIRONMENTAL MOVEMENT FOR DECADES, THROUGH GOVERNMENT REGULATIONS AND CONSUMER PRESSURE.

PS1003_38_41_lubes.indd 39 3/2/10 1:45 PM


SuStainability / Lubrication

temperature) and their volatility is lower (resulting in less evaporative loss and higher flash point) compared to mineral oil. However, straight vegetable oils show high pour points and can solidify at low temperatures. They also exhibit poor hy-drolytic and thermo-oxidative stability.

They have, though, been used in Europe since the 1970s as lubricants for chainsaws and two-stroke outboard en-gines. Their best use is in these moderate-temperature, total-loss lubrication appli-cations as well as in concrete mold-release

agents and railway-track greases.Other sensitive lubrication applica-

tions that offer significant potential for accidental direct environmental contact include military materiel, earthmoving and construction equipment, waterway machinery, mining equipment, hydraulic systems, agricultural and forestry machin-ery, submersible pumps, and power-gen-erating wind turbines. These, and related applications, are the most appropriate for environmentally-friendly lubricants.

avoiding degradationThe stability shortcomings of using environmentally-desirable vegetable oils as lubricant base stocks can be overcome, in large part, by chemically deconstructing the molecules of mixed triglycerides (their chemical structure is that of a tri-ester), isolating the lu-bricious molecular fragments (fatty ac-ids) and reassembling the most useful of these naturally-occurring organic acids into more stable ester molecules. Reassembled ester chemistry has been used in jet aircraft engine lubricants for decades. The fatty-acid fragments themselves also can be modified chemically, before or after reassem-bly, to further enhance stability while retaining lubricant and environmen-tal desirability. Of course, the more chemical reactions used to produce a

base fluid, the greater its cost.In the mixture of fatty acids obtained

from vegetable oils, the 18-carbon lubricant molecule known as oleic acid provides the best stability compromise between solidification at low tempera-tures and susceptibility to oxidation, which can form sludge and degrade lubrication performance.

While some vegetable oils might naturally contain as much as 50% to 60% of this most useful component, genetically modified seed-oil plants

have increased the oleic acid content to between 85% and 90%. Increases also have been achieved through conven-tional selective-breeding techniques. This higher oleic content increases cost efficiency in lubricant production, while maintaining the renewable property.

In a finished lubricant, additives normally constitute a sufficiently low fraction that their function can be the primary consideration, rather than their environmental behavior. More-over, renewable base fluids can pro-vide sufficiently greater metal-surface protection compared to mineral oil to permit lower levels of anti-wear and corrosion protection additives. Natu-rally, conventional lubricant additives are soluble in mineral-oil base fluids, but there are sometimes solubility is-sues with such additives in the newer synthetic and renewable base fluids.

Researchers continue to develop anti-oxidants that further stabilize renewable lubricant base fluids against decomposi-tion under conditions of heat and agita-tion in the presence of air. Some synthetic polymers can improve the low-tempera-ture fluidity of vegetable oils by retarding crystal formation.

Other additives further enhance corrosion protection for metal surfaces, stabilize against hydrolytic base-fluid decomposition, and improve viscos-

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PS1003_38_41_lubes.indd 40 3/2/10 1:46 PM


SuStainability / Lubrication

ity indexes to retard viscosity changes caused by temperature fluctuations. Moreover, other additives can be used to swell seals that might otherwise shrink and cause leakage.

Blending vegetable oils into other compatible base fluids can enhance bio-degradability and reduce the system’s coefficient of friction. Reassembled esters can be blended into PAOs to im-

prove lubricity, elastomer compatibility, and environmental acceptability.

Although motor oils are the major segment of the lubricants market, vehicle engines present the most severe challenge to lubricants in terms of performance re-quirements, viscosity index, and stability against thermal and oxidative decompo-sition into sludge and deposits.

CoSt queStionWhile bio-based vehicle lubricant prod-ucts aren’t yet sufficiently robust to be cost-effective, the technology to replace industrial mineral-oil lubricants with greener alternatives is available. It’s apparent, though, that the cost dif-ferential between mineral oil lubricants

and alternatives remains a significant deterrent. Another consideration is the lack of widely documented and credible success stories about replacing mineral oil with biolubes. It’s possible that expanded programs of government subsidies to help defray the higher cost or higher taxes on mineral-oil products could provide a financial stimulus to help level the playing field.

Technological progress in the devel-opment of alternative base fluids and efficient additives can be expected to reduce overall costs, while the market price for crude oil, as well as perceptions about its long-term availability, remain an unknown in the replacement decision.

Although regulations and restric-tions vary considerably among regions of the world, the global movement toward more environmentally-friendly materials such as biolubes appears to be irreversible. Only the rate and degree of this change remain uncertain.

Dr. alan C. eachus is an independent consul-tant in Villa Park, ill. Contact him at [email protected] and (630) 632-2675.

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Ongoing pressures to reduce costs can be overwhelm-ing, especially considering the factors in a warehouse or distribution center that add expense. However, taking a close look at your li� truck � eet to ensure the right truck is being used for the right application can be a relatively easy way to reduce costs.

� ree steps enable plant professionals to get a handle on how li� trucks are being used and whether they’re used for the applications for which they’re intended. � ese steps are:

• Observe the � eet in action• Assess cost• Consult with a li� truck professional

OBSERVE YOUR FLEETBegin your study by taking a close look at the functions li� trucks are performing. Li� trucks are designed with speci� c tasks in mind. � is means there’s a logical truck choice for every application. Some li� trucks can perform multiple functions, but it’s typical to limit a truck to two tasks, such as horizontal transport and order picking.

For example, reach trucks are designed to li� or retrieve pallets from racks, whereas pallet trucks are designed to transport loaded pallets from one place to another, such as from docks to racks (Table 1).

You might see reach trucks used for horizontal transport, which could be done more cost-e� ectively by a pallet truck (Figure 1). If reach trucks spend a lot of time in the dock area moving pallets or products from one place to another, it might be possible to trade in some of your reach trucks for pallet trucks. � e better li� truck dealers would be willing to arrange a trade-in plan. Walkie pallet trucks are more eco-nomical than reach trucks in terms of both purchase price and ongoing maintenance. Switching to a more economical transportation truck can quickly reduce li� truck costs and expenses over the life of the truck.

Pay attention to the way materials are picked and put away for storage. Follow pallet movement to see where they’re loaded and unloaded. Note whether materials are moving


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PS1003_42_43_MatHldg.indd 42 3/2/10 1:49 PM

frequently or if they sit idle waiting for a lift truck to put them away. Such observations offer a better understanding of where lift trucks are most needed.

Measure the costsMany managers of warehouses and distribution centers don’t analyze costs related to lift truck maintenance very rigorously. Calculating the totals of your maintenance ser-vice invoices can be a great way to understand exactly how much that lift truck is costing throughout its life. Divide the total maintenance invoice amounts by 12 to get a monthly average. Compare that number to the current lift truck lease payment. It might make sense to lease a newer lift truck that requires less maintenance. Plus, newer models offer ad-vanced technologies, such as AC motor technology, that can aid productivity by extending battery life.

Maintenance cost calculations also can indicate whether the right trucks are being used. If you notice that counter-balanced truck tires are being purchased every month, this might indicate the trucks are being used for travel applica-tions. A pallet truck would be better suited to horizontal transport and would reduce unnecessary spending on new counterbalanced truck tires.

consult with expertsA lift truck dealer can be a valuable asset when determining whether a lift truck is being used correctly. Dealers have ex-perience gleaned from projects with other end users. They’ve seen a variety of operations, procedures, and warehouse

layouts. Their extensive knowledge of lift truck applications qualifies them to offer sound advice about truck usage.

Dealers give an outsider’s view of operations and can pull records to examine your maintenance costs. This perspec-tive might result in suggestions that aren’t obvious to your in-house staff. Plus, dealers might see aspects that can be streamlined or adjusted to increase productivity, such as op-portunities to use narrow aisles or double-deep racking.

Forcing one lift truck type into every process results in lost productivity and unnecessarily wear and tear, which can lead to frequent maintenance and downtime. Select the right truck for the job to optimize productivity, efficiency, and, ultimately, cost. Ensuring the right trucks are being used in specific applications is easy as one, two, three: observe, measure, and consult.

susan comfort is class ii narrow aisle truck product manager at the raymond corp., Greene, n.Y. contact her at [email protected] and (607) 656-2311.


efficiencY / Material Handling

Truck Trailer Loading and Unloading Pallets

Horizontal Travel in the Warehouse

Full Pallet Put Away and/or Removal from Rack

Case Picking and Order Picking

Sit-down Counterbalanced or Stand-Up Counterbalanced truck

reach truck

turret truck

Orderpicker

end rider Pallet truck Center rider Pallet truck

Walkie Pallet truck

table 1. riGht tool for the job

each has a specific purpose

figure 1. a pallet truck, not a reach truck, should be used for longer-distance horizontal transport.paY attention to the waY Materials

are picked for orders and put awaY for storaGe. follow pallet

MoveMent to see where theY’re loaded and unloaded.

PS1003_42_43_MatHldg.indd 43 3/2/10 1:51 PM


Acme’s larger orders and out-of-town shipments were contracted out to long-distance carriers, while its own fleet of trucks delivered smaller orders directly to local customers.

Acme considered itself to be a good corporate citizen and sought to comply with all safety laws. The company had objective statistical data from several sources showing that drivers with reduced vision could pose a threat to public health and safety. Acme screened its drivers carefully rather than simply rejecting vision-impaired applicants for driver positions. Acme used individual on-the-road assessments of each applicant and a vision test to determine the applicant’s suitability for a driver position. This arrangement helped to minimize the cost of Acme’s vehicle liability insurance and also protected the public.

One applicant, Roland Dadize, had monocular vision. Monocular vision results in decreased peripheral vision and impairs depth perception. Depth perception at a dis-tance often isn’t impaired, however, because the vision-im-paired individual can rely on other cues, such as shadows and highlights.

Roland scored high on all of Acme’s pre-employment tests and had a solid employment history, driving a small delivery van, for a local company. However, Roland failed Acme’s vi-sion test because of his monocular vision.

Because many of Acme’s trucks weighed less than five tons, certain drivers were exempt from the most restrictive Depart-ment of Transportation certification requirements regarding visual acuity. The company used this exemption to accom-modate its vision-impaired drivers, assuming they could pass Acme’s driver assessment. Over the years, Acme rejected several vision-impaired candidates for driver positions.

The United States Equal Opportunity Commission (EEOC) filed suit on behalf of Roland and similarly-situated applicants, alleging that Acme denied them jobs in violation of violation of the ADA.

How could this situation have been avoided? How should a company strike a proper balance between public safety and em-ployment discrimination claims? Would it be better to uphold strict job standards for every class of applicant if public health and safety are at stake?

A plAnt engineer sAys:This situation could have been avoided if the EEOC and the ADA were more comprehensive in their scope as it relates to the real world. What if Acme had hired Roland and, after three months on the job, he hit and killed a small child. Then Acme would have to explain why a person with vision impairment was driving one of its trucks. In this case, I doubt that the EEOC and ADA would help Acme with the lawsuit that is bound to result. Acme would be put in a terrible position.

I believe Acme has proven to have a good balance between public safety and employment discrimination. This policy seems to be consistent because of the statement that Acme had rejected several vision-impaired candidates for driver positions in the past. Acme must make a decision about which vision impairments are considered too serious for applicants to be considered for driver positions. Someone with less than 20/20 vision is somewhat impaired, but someone who has a decreased peripheral vision and impaired depth perception might be too dangerous to drive the trucks. This should be Acme’s decision.

Acme made the choice to continue with a documented safe-driver group instead of placing someone behind the wheel of its trucks who has a problem that would comprise the safety of the public every time he drove. Who would you rather have driving the trucks down the street where your children play? This is where the EEOC and the ADA

in the trenches

Keep An eye on the roAdAcme’s driver disqualification criteria collide with the eeoc

PS1003_44_45_Trenches.indd 44 3/2/10 1:52 PM

are off-base, in my opinion. If the disability of an individu-al places the safety of others at risk, is it not wrong to place the disabled person in the job and risk the safety of others, regardless of the position?Jeffrey L. Strasser, Bacova Guild(540) 863-2656 / [email protected]

An AcAdemiciAn SAyS:To protect the safety of the general public, the Depart-ment of Transportation (DOT) sets minimum vision standards for truck drivers. However, some companies permit a waiver of the DOT standards for drivers of small trucks and accept for employment a driver who doesn’t meet the exact DOT requirements. It’s mainly companies that employ a large number of drivers, such as the delivery services, that permit this waiver. I assume (but don’t know for sure) that the reason for the waiver is that it broadens the pool of possible job applicants for those companies that hire a lot of drivers.

However, the waiver is a bit tricky. The company could open itself up to numerous law suits as well as outrageous insurance premiums if the waiver allows drivers on the road that might be unsafe behind the wheel. Therefore, companies that use the wavier usually collect a lot of statistics on what level of vision leads to safe (and unsafe) driving behavior, and incorporate these statistics into the vision standards that they require for their drivers.

Companies, such as Acme, that use the waiver concept are attentive to public safety, as they should be, and don’t hire drivers whose statistics show that they would engage in unsafe driving. Public safety is their first obligation, and the hiring of the “disabled” should not jeopardize this obliga-tion. The most obvious way to avoid this situation would be for Acme to follow DOT standards. That way EEOC’s issue is with DOT, not with Acme. Given that Acme wants to keep the waiver, making the vision standards public would probably help in that applicants would know in advance if they qualify (assuming they have taken a recent vision test). However, I’m sure that some applicants would argue that they are safe drivers, even though they fail the tests.

Does Roland have a case? Probably not. Assuming that Acme has some solid data to back up their standards, public safety will overrule aid to the disabled in this case.Professor Homer H. Johnson, Ph.d.. Loyola University chicago(312) 915-6682 / [email protected]

An Attorney SAyS:Acme faced the proverbial “Hobson’s choice:” hire a vision-impaired applicant for a driver position and risk a law suit when someone is injured or killed in an accident

caused by the aff licted driver, or not hire drivers with vision problems and risk ADA suits by the rejected ap-plicants and the EEOC.

When faced with these two unappealing alternatives, I’d always recommend that an employer opt for the alternative that saves life and limb. If a court determines that an employ-er erred in not hiring an applicant, that error can always be rectified by the payment of money. But if someone is killed as a result of a driver whose vision problem caused an accident, no amount of money can undo the loss of life.

That being said, employers need to act with caution and with full information before declining to hire an indi-vidual with a medical condition that affects an ability to perform the job or poses a risk of harm to himself or oth-ers. Indeed, the ADA recognizes that an employer need not hire or retain a disabled employee who poses a significant risk of substantial harm to himself or others. But there must be both a significant risk and the harm that is likely to result must be substantial.

For example, an employer wouldn’t be justified in refusing to hire an applicant with epilepsy controlled by medication to the extent that the applicant averages a seizure once every two years to sit at a desk in an office as a purchasing man-ager. These facts pose no significant risk, and the harm the individual is likely to suffer might be no worse than falling off his office chair while having a seizure. On the other hand, an applicant with uncontrolled and frequent seizures shouldn’t be hired in a position as a circus tightrope walker. In that sce-nario, the risk of injury is high and the likelihood of substan-tial harm is great.

Employers also should guard against acting on the basis of a stereotype. One example of a stereotype would be to assume that no one with epilepsy could safely work in a manufacturing plant. Many jobs in a manufacturing plant could be safely performed by a person with epilepsy; some could not. In each case, an individualized inquiry should be made about the applicant’s condition and the duties of the job in question.

There’s a fine line to walk, but a careful and conscientious employer will make hiring decisions based on all the facts and, ideally, after seeking legal advice.Julie Badel, partner, epstein Becker & Green, P.c.(312) 499-1418 / [email protected]


tHe moSt oBvioUS wAy to Avoid tHiS SitUAtion woULd Be for Acme to foLLow dot StAndArdS.

PS1003_44_45_Trenches.indd 45 3/2/10 1:53 PM


Ultrasound stands alongside vibration, temperature, and lubrication analysis as a primary condition-monitoring technology, so SDT North America designed its new SDT270 ultrasound detection platform to satisfy the re-quirements of predictive maintenance (PdM).

The SDT270 has a built-in infrared ther-mometer and a laser tachometer for mea-surement and capture of temperature and rotational speed data. Two additional input channels can be used to measure ultra-sound, RPM, or temperature.

“We’ve been in business for 30 years. We’ve listened to our customers and heard them,” says Paul Klimuc, international sales manager for SDT. “People doing data collection typically had to have three pieces of equipment. Now they can simultaneously receive and record air-borne or contact ultrasound, tempera-ture, rpm, audible dB, and mass flow to quantify leaks.”

SDT defines two levels of ultrasound implementation, Basic and Pro, and matches instrument and software to their needs. The basic user is interested in finding and fixing problems. Pro users, such as PDM technicians or contract service providers, need more extensive documentation and diagnostic capability to perform surveys and analysis.

The same handheld unit satisfies both levels. The SDT270 can be purchased as a cost-effective leak detector, and then upgraded by unlocking functionality with software keys.

“It’s always been our philosophy to crawl, then walk, then run,” Klimuc says. “You can start with something simple, like compressed gas leak detection, then grow into applica-tions like trending bearings for failure detection. So our unit is upgradeable.” A basic unit offers numeric readings in decibels, and can be upgraded to store and export data, store and export dynamic waveforms, and use the company’s Ultranalysis Suite (UAS) software.

UAS helps manage data, provide alarms, reveal trends, and analyze ultrasound signals. “It forms a synergistic partnership between your SDT270, your PC, and your PdM team,” Klimuc says. “You can assign sensors, alarms, and measurement intervals to measurement categories, and sort data using virtually any imaginable filter.”

UAS communicates with the SDT270 via USB port. Each SDT270 has an IP address, so UAS serves as a portal, where firmware updates are installed automatically, or on demand.

The SDT270 uses a more sensitive contact ultrasound sensor and an improved waveguide that avoids stray, parasitic signals, so users can hear quiet events like bearings and very small internal leaks in valves and steam traps.

The sensor uses the company’s “true amplitude” technology to offer calibrated, repeatable readings so a database of accurate sound files can be com-pared, trended, and analyzed. The SDT270 captures as many as 250,000 samples per second and can record file lengths from one second to 13 minutes.

“An on-board mini-SQL database stores wave files that you can export to hierarchy software with its red-

yellow-blue lights to make it easy to scan results,” Klimuc says. “You can set absolute alarms, for example, at 45 dB, or relative alarms such as an 8 dB rise above baseline.”

Built-in features help operators recognize problem readings in the field. If a reading exceeds an alarm, the operator must acknowledge the alarm to record the reading. If the signal amplitude is too high and the waveform is clipped, a red light blinks to let the operator know so he can adjust the sensitivity.

The company has profiled typical ultrasonic application and offers specific accessories to support each one:

• Leak and steam trap surveyor• Lube technician• Mechanical inspector• Electrical inspector• Tightness testing (seals, vessels)• Custom (build your own kit)Accessories include flexible, extended-distance, needle

probe, magnetic or threaded sensors; an acoustic lube adap-tor; a mass flow sensor, and a thermocouple adaptor.

The SDT270 is available with ATEX certification for use in hazardous areas.

For more information, visit www.sdtnorthamerica.com/sdt270.

PRODUCT exClUsive

PORTable UlTRasOUnD Takes On PDMsimultaneously measure sound, temperature, RPM, and more with one handheld

The SDT270 can grow with a company’s ultrasound program. You can buy it as a cost-effective, basic leak detector and upgrade it as needed by unlocking functionality with software keys.

PS1003_46_Excl.indd 46 3/3/10 1:28 PM

product focus


Lock and reLease with one handSerrated jam cleat tie downs are available in two sizes; the 1/4-inch model supports 150 pounds, the 3/8-inch model supports 275 pounds. Simply attach hooks and pull the line to lift or tie down almost any load. To release, pull the rope; there are no levers to push and jam. The tie downs feature instant lock and release with one hand, maintain tension without tying off, holds load with no slipping, have no moving parts to break or jam, and do not stretch or snap back like bungie cords.tie Boss(877) 900-2677 / [email protected]

variaBLe-capacity controL compressorsThe compressors have flange-mounted motors and air ends for positive alignment. These 200-hp compressors have constant-speed drive (LS-200S) or constant-speed drive with variable-capacity control (VCC-200S and VCC-250S). Capacities range to 980 acfm at pressures between 100 psig and 175 psig. The compressors are available with sound-attenuating enclosures in water- or air-cooled models. The multi-stage separators minimize f luid carry-over. A computer-compatible microprocessor control unit provides operating information using simple graphics.sullair(800) 785-5247 / www.sullair.com

video inspection system features wireLess dispLay

Five new portable video inspection systems include the Seeker 400 wireless, data-logging video inspection

system, which consists of a high-resolution 3.5-inch LCD color monitor that can be detached for remote view-

ing. It captures live action, takes still photos in JPEG format or records AVI-format video continuously for three hours with a 17-mm camera lens and adjustable LED lighting. It’s powered by 4 AA batteries or the included AC adapter.General tools and instruments(212) 431-6100 / www.generaltools.com

steam fLow meter saves spaceThe V-Cone Steam Flow Meter eliminates common equipment layout problems for boilers and co-generation systems. A self-conditioning design is accurate to 0.5% with a repeatability of 0.1%, and requires only three pipe diameters upstream and oqne diameter downstream to eliminate problems from straight-pipe requirements. Avail-able to fit line sizes from 0.5 in. to 120 in., the flow conditioning feature makes it more accurate than DP instruments.mccrometer(800) 220-2279 / www.mccrometer.com

heavy-duty GLoves hiGhLiGht visiBiLityProSeries R3 heavy-duty gloves reduce hand fatigue while providing critical protection. Features include a synthetic leather palm for oil resistance, breathability, and comfort. A red silicone pattern on the palm increases grip and visibility,

and allows for effective hand signaling. Rein-forced fingertips reduce pinches. Heavy-duty

knuckle protection and back-of-hand ribs protect against bumps and bruises. Kevlar

along the thumb and index finger reinforces a key wear area,

and neoprene cuffs are available. Reflective cuff piping enhances vis-

ibility and safety.west chester holdings

(800) 647-1900 www.west-chester.net

PS1003_47_Products.indd 47 3/2/10 2:47 PM

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Products and services

advertiser index

agilent technologies .................................. 25

aPc/schneider electric .............................. 16

applied industrial technologies ................... 14

automationdirect.com .................................. 2

Baldor electric co. ....................................... 6

crc industries .......................................... 20

crane Mfg & service .................................. 41

denso sales of california ....................... 28,29

donaldson ................................................. 51

eventure events ......................................... 48

Grainger...................................................... 4

iFs north america ..................................... 18

inpro/seal company ................................... 52

Kaeser compressors .................................. 13

Macroair technologies ............................... 26

rite Hite corporation ................................. 37

robinson Fans ........................................... 11

shepard niles............................................ 10

sierra instruments ....................................... 3

stanley Works, the .................................... 31

summit industrial Products ........................ 40

swagelok .................................................. 27

Wd-40 ....................................................... 9

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Climate PolitiCs, sCienCe, and RiskRegardless of your position on climate change, energy conservation is good

my January column, “What Happened in Copenhagen?” gave a short summary of the key agreements from this important conference. It wasn’t an effort to confirm or deny the validity of the science linking human activity to climate change. But some readers reacted to it with familiar argu-ments about whether humans affect climate. A few delved deeply into the political dimension, describing how pending legislation could affect personal freedom, U.S. constitutional rights, and the overall role and reach of the U.S. govern-

ment. Interestingly, they didn’t comment on global business effects, even though most Plant Services readers work in companies affected by world markets.

Each of us has a view on climate change, the underlying science, and the appropriateness of proposed regulation. The popular debate shows a wide range of deeply conflicting views as to what actions are needed, from doing absolutely nothing to severe financial, and other, penalties for generating greenhouse gases. But, irrespective of one’s personal views, professional managers from the CEO down need to be abreast of the debate and the associated risks and opportunities.

Tough regulations will require modified process manage-ment and might increase costs. They might threaten existing markets, but also open up new ones. Limited or no regulations might give short-term cost advantages in today’s competitive markets. They also might expose companies to negative cus-tomer or stakeholder challenges. They might indirectly benefit companies from other countries where energy and climate regulation is generating new businesses. A well-managed com-pany will have a game plan for the range of possible outcomes.

Irrespective of climatic effects, energy conservation is a good idea for security, environmental, and economic rea-sons. The United States uses about $1.2 trillion of energy in an economy of about $14 trillion, which is about 23% of the world’s GDP. The EU spends about $700 billion to generate $17 trillion, about 28% of global GDP. For the United States, this is a productivity gap of about $600 billion.

The lack of focus on energy productivity has resulted in a loss

of innovative and business leadership in most critical energy productivity-related technologies and solutions. These multi-billion-dollar, rapidly growing industries include combined heat and power, smart multi-utility network management, nuclear power, high-speed rail, light rail, solar PV, wind energy, biomass and waste to energy, efficient buildings, data centers, industrial heat recovery, hybrid auto dive trains, lightweight diesel engines, and weight reducing materials.

Opinions differ as to exactly who are the global leaders, but European and Asian companies will be in a clear majority. Policy unquestionably affects this pattern.. In the late 1970s and early 1980s, the United States led or co-led in some of these (wind and nuclear are good examples). Constant shifts in policy resulted in inconsistent markets and loss of leadership. As a result, Vestas, Siemens, Areva, Danfoss, and similar companies are doing good business selling solutions to the United Sates as energy productivity becomes a higher priority.

The effect on national security is substantial, with close to 70% of oil, most uranium, a growing percentage of natural gas, and many critical energy technologies being imported. This isn’t the position of a country that aims to remain the most innovative economy in the world. The lengthy period of varying, inconsistent policies also has resulted in an unre-liable energy and transportation infrastructure.

Environment is the third leg of energy use. From the 1960s, acid rain damage to Europe’s rivers and forests helped put the continent on a different path. In the Unites States, lower population density made this less of a pressure. Nonetheless, regulation has resulted in cleaner waterways and healthier landscapes. Whether today’s equivalent of acid rain is climate change caused by humans will only be clear in the rearview mirror of history. There’s sufficient science suggesting high probabilities human activity is affecting the climate. There’s also a body of information suggesting the opposite.

Any good energy policy will be built on the three legs of competitiveness, supply security, and environment. Strate-gies to minimize non-productive use of energy and reduce the risks of supply interruption are nearly identical to those that would reduce carbon emissions. In a sane world, this would be the playing field for a near 100% consensus among business, environmental, and political concerns.

Peter Garforth is principal of Garforth international llC, toledo, ohio. He can be reached at [email protected].

eneRGy exPeRt

a well-manaGed ComPany will Have a Game Plan foR tHe RanGe of Possible outComes.

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Inpro/Seal Company has been in the business of bearing protection for rotating equipment for 32 years and counting. We have been supplying bearing protection for the IEEE-841 motors since they were first introduced. It is only logical that we would expand into the field of motor shaft current mitigation to protect motor bearings. The CDR is:

Machined entirely out of solid corrosion resistant and highly conductive bronze, the CDR/MGS is capable of carrying 12+ continuous amps. They are made exclusively by the Inpro/Seal Company in Rock Island, IL, to ensure consistent quality and same-day shipments when required.

The CDR and MGS (Motor Grounding Seal) products were developed in our own Research and Experimentation Laboratory and then extensively tested and evaluated by professional motor manufacturing personnel. Our standard guarantee of unconditional customer satisfaction of product performance applies. We stand behind our products.

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Documents

How Are You Doing? - Plant ServicesG uses simulation to design products, manufacturing processes, and equipment in a methodology it calls “vir-tual prescience,” which Lange described