PERFORMANCE RELIABILITY EFFICIENCY ASSET …a bit, too. Robinson Industries is now Robinson Fans. But as we move forward, it’s important to know we haven’t forgotten our past

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Technology waits for no man. That’s why at Robinson Fans, our expert engineers are constantly advancing the air movement industry with innovative products and services. And, as you’ve noticed, our look has advanced a bit, too. Robinson Industries is now Robinson Fans. But as we move forward, it’s important to know we haven’t forgotten our past. With over one hundred years of experience, we’re still leading the way with high-performance equipment and proven solutions that make your operations and processes more productive. Robinson Fans. The name behind what’s ahead.

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Tower Power

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13 / Human Capital

a Call for FortitudeWhen it’s required, nothing else can take its place

15 / asset manager

Optimize spare partsGet more from your inventory and suppliers

17 / teCHnOlOgy tOOlbOx

rapid positioning and good ControlProgress on the key attributes of high-performance valves

42 / energy expert

the problem with renewable energyWhy it’s so difficult to justify for industrial applications

columns and departments

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emerge on topStrategies for leveraging scarce resources

27 / lubriCatiOn

loosening the Frictional shacklesHow synthetic lubricants help save resources and improve energy efficiency

33 / mOtOrs

Working the motor mazeA total cost of ownership approach to motor replacement can save big dollars – and help save the planet

35 / COmpressOrs

retrofit for profitUpgrading a centrifugal compressor can yield benefits beyond operating efficiency

specialists

features

table of contentsAUGUSt 2009 / Vol. 30, No. 8

7 / FrOm tHe eDitOr

straightened prioritiesBetter times are on tap for technologists

9 / up anD running

new power plants not needed?Current capacity nearly handles projected loads via demand response

11 / Crisis COrner

inspired preceptsCommandments for today’s reliability pros

37 / in tHe trenCHes

into the FrayAcme learns what happens when a supervisor can’t cope

40 / ClassiFieDs / mrO marketplaCe / aD inDex

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making mig gun consumables lastSimple ways to save money, improve weld quality and minimize downtime.www.plantservices.com/articles/ 2009/133.html

remove water and particulate contaminants from oil efficiently and cost-effectively to prolong equipment lifeA majority of the failures and wear problems that lubricat-ed machines experience are caused by oil contamination from particulates and water.www.plantservices.com/whitepapers/2009/003.html

five ways to reduce the cost of your industrial vehicle fleetIn today’s difficult economic environment, it is more critical than ever to shine a spot-

light on your highest cost centers and evaluate readily achievable savings opportunities. www.plantservices.com/whitepapers/2009/001.html

filling the skills gapHow to find technical talent as baby boomers retire.www.plantservices.com/articles/2009/135.html

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from the editorpaul studebaker, cmrp

Straightened PrioritieSBetter times are on tap for technologists

moan all you want about the condi-tion of the economy, the state of your 401(k) and the combination of question-able regulations, ethics and actions that brought us here – if you love technology, you have cause to celebrate.

Engineers (even those of us masquer-ading as journalists) have taken a real beating during the past few decades; marketing, finance and Wall Street decided we’re irrelevant, while Jimmy Carter, Scott Adams and Hollywood made us into laughingstocks. Of course, we did our part…but I digress.

Now, financier has joined used car salesman (and journalist) as one of the world’s least respected professions, and there’s some evidence that engineer and technician are gaining stature. According to a July report from the National Associ-ation of Colleges and Employers (NACE. www.naceweb.org), among college gradu-ates with bachelors degrees, engineers are pulling down the highest starting salaries. Of the top 15 degrees, 12 are engineer-ing, ranging from petroleum (a standout at $83,000) and chemical (number 2 at $65,000) to biomedical ($53,000).

Heightened interest in technology, especially in manufacturing-related fields such as mining ($64,000), electrical ($60,000) and industrial ($58,000), is a good thing. Filling our ranks with new, young talent is essential, and especially these days, a promise of a high-paying job is a strong incentive.

But using technology to leverage existing expertise is at least as impor-tant. Doing more with less is the critical competitive edge in manufacturing, and for that, we need the best and brightest.

So it’s heartening to hear that troubles on Wall Street might be inspiring our graduating classes’ greatest minds to reconsider finance as a career. “I don’t

mean to minimize the pain caused by the near-collapse of the financial sector. But there’s a silver lining,” says Eric Effron in The Week. “With high finance suddenly in low regard, more of our brightest young people could soon be devoting their brainpower not to moving around paper for financial firms, but to

such daunting problems as global warm-ing, energy depletion and our crumbling infrastructure.”

While visiting colleges with his sons, Effron learned that at many engineering programs, most of the recent grads had gone into finance, “lured by six-figure starting salaries and the prestige of a Wall Street sinecure,” he says. “A dean at one Ivy League school explained that Wall Street loved engineering students because of their analytical thinking and problem-solving skills. Unfortunately, they ended up working on credit default swaps, collateralized debt obligations and the other dizzying financial prod-ucts that got us into this mess.”

While the promise of a six-figure paycheck on Wall Street once “proved ir-resistible to many of America’s brightest young people,” says Steve Lohr, New York Times, “today’s go-getters are setting their sights on jobs in public service, sci-ence, health and technology.”


at many engineering ProgramS, moSt of the recent gradS had gone into finance.”

Putman media, inc.555 W. pierce rd., ste. 301, Itasca, Il 60143phone: (630) 467-1300, Fax: (630) 467-1120 mike Brenner, Group [email protected]

editorial Staff

Paul StudeBaker, cmrP editor in [email protected]

ruSSell l. kratowicz, P.e. cmrPexecutive [email protected]

alexiS gajewSkiassociate editor, digital [email protected]

StePhen c. herner Group art [email protected]

jennifer dakaS art [email protected]

david Berger, P.eng. contributing editor

Peter garforth contributing editor

Sheila kennedy contributing editor

joel leonard contributing editor

BoB SPerBer editor at large

PuBlication ServiceS

carmela kaPPelassistant to the [email protected]

jerry clark V.p., [email protected]

jack joneS circulation [email protected]

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adminiStrative Staff

john m. caPPelletti president/ceO

julie caPPelletti-lange Vice president

keith larSon V.p., content

roSe Southard It director

Paul StudeBaker, cmrP, editor in [email protected], (630) 467-1300 x433

PS0908_07_Editor.indd 7 7/29/09 10:34 AM

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Like new all over again.Upgrading existing equipment saves time and money.

Equipment de-energized during upgrade.

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A report released by the Federal Energy Regulatory Commission (FERC) in June finds that with full demand-response participation, the United States can level out peak-capacity requirements through 2019, nearly eliminating the need for new power plants.

The National Assessment of Demand Response Po-tential was authorized by the Energy Independence and Security Act of 2007. It relies on peak-shifting behavior based primarily on the prevalence of central air condi-tioner controls along with advanced meters and commu-nicating thermostats.

In its review, the National Electrical Manufacturers As-sociation (NEMA) is advocating the state-by-state study be used as a guide for achieving maximum cost-effective demand response. “The FERC report shows the potential of how our nation can address many energy goals through the smart use of energy management technologies,” says Evan Gaddis, NEMA president and CEO.

In addition to existing technologies, the report identifies future technological trends that can continue to reduce peak loads, including Smart Grid-capable appliances, photo-voltaic panels and plug-in electric vehicles. Because these newer technologies have a short track record, their demand-response potential was not quantified. To speed adoption of current and future technologies, regulators can include de-mand-response technologies in building codes and increase the use of dynamic, as opposed to fixed, electricity rates.

The report quantifies the current status and future trends of demand response in each state. “NEMA encourages state regulatory commissions and companies to use the state-by-state program as a guide for achieving the maximum level of cost-effective demand response,” Gaddis adds.

To access the entire FERC report, see www.ferc.gov/indus tries/electric/indus-act/demand-response/dr-potential.asp. For more about NEMA’s Smart Grid initiative, visit www.nema.org/smartgrid.


up & Running

new poweR plAnts not needed?Current capacity nearly handles projected loads via demand response

sCHolARsHips FoR FutuRe sAFetY tHinKeRsJ.J. Keller’s KellerOnline University Program will award $10,000 in scholarships, one $5,000 and five $1,000 awards, to individual students studying safety management or other related fields. Download an application at www.kelleronline.com or contact Stephanie Dean, (920) 720-7802 or [email protected]. The deadline is Sept. 30.

weBinAR seRies AddResses pRoCess HeAting eFFiCienCYA series of webcasts hosted by Chromalox will cover how to optimize process heat and control efficiencies in operations, and includes design tutorials for applications including tank heating, centralized versus decentral-ized process heating and comfort heat in industrial work areas. Learn more and sign up at www.chromalox.com.

CAlCulAte Cost sAVings oF pollution ContRolsLearn the potential energy and operational cost sav-ings with a switch to United Air Specialist dust col-lection equipment and filter media by inputting re-quired CFM or horsepower, cost of electricity, number of cartridges needed and maintenance/service labor rate. Visit www.uasinc.com/FilterCalculator.aspx.

see nutBusteRs in ACtionA new video library shows important distinguishing details of Channellock’s signature pliers, cutters and adjust-able wrenches, as well as how and why the 123-year-old company continues to proudly make all its products in the United States. See www.channellock.com/videos.cfm.

ConsuMABles pRogRAM guARAntees sAVingsKimberly-Clark Professional is offering a set of online tools to help customers reduce costs by selecting prod-ucts that perform better and last longer, and provides guaranteed savings if customers switch to select products for 60 days. See www.kcprofessional.com/us/tuneup.

tiMe to RetiRe tHAt liFt tRuCK?The downloadable booklet, The Right Time: A Guide to the Timely Replacement of Lift Trucks, from Hyster Company, offers information such as the average lives of battery and internal combustion trucks under different service scenarios and gives guidance on when replacement might improve productivity, increase uptime and reduce mainte-nance costs. Find the booklet at http://hyster.com/Ameri cas/en-US/News/TimelyReplacementOfLiftTrucks.htmx.

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InspIred preceptscommandments for today’s reliability pros

With the rash of recent headline disasters traced back to maintenance and operations functions, don’t we need to elevate our reliability performance standards? From rail track sensors sending faulty signals in D.C. that caused two trains to collide, killing and injuring several passengers; to an explosion at a meat processing plant traced to contractors venting natural gas, killing three and injuring dozens; and even an ammonia leak burning a worker’s lungs at a chicken processing plant, shouldn’t we respond?

As companies cut corners to save money in the short term, as we integrate new workers while the baby-boomer generation retires, and as we implement more sophisticat-ed equipment, our challenges are steep and perhaps are at biblical proportions.

So, I went to the bible for inspiration and read that to develop a more civilized culture, Moses scaled Mount Sinai, got divine inspiration from a burning bush and brought back the Ten Commandments designed to up-grade standards of personal conduct. Well, I’m certainly no Moses, but I did feel compelled to do something. Instead of climbing a mountain or consulting a burn-ing bush, I used the most all-powerful tool available to me, the Internet. I put out a call via blogs, e-newsletters, Twitter, Facebook, myfaciltiesnet.com and mass e-mails to seek the collective wisdom of our best maintenance professionals worldwide.

The responses were so good and so plentiful that I couldn’t reduce them to 10. And because I don’t have to lug carved stone tablets down a mountain, why not have more? So here are 17 commandments to guide current and future reliability pros:

1. Thou shall make maintenance and reliability a profit contributor for the collective good of the entire com-pany.

2. Thou shall know the critical equipment whose prod-ucts delight customers while keeping the land, air and water clean and pure.

3. Thou shall schedule moments of rest and repair for the critical equipment.

4. Thou shall maintain the critical equipment to ap-pease the spirits of Quality and Operations.

5. Thou shall not falsely worship reactive maintenance or adopt a fix-it-when-it-breaks mentality.

6. Thou shall not covet maintenance that serves no use-ful purpose.

7. Thou shall not steal uptime from production during times of upheaval and crisis.

8. Thou shall not take the life of equipment by means of poor practices.

9. Thou shall not place false equipment history in the asset bible (CMMS).

10. Thou shall convince top execs that reliability and maintenance are to be supported, not just managed.

11. Thou shall not wait until tomorrow to document your work, for it shall never get done.

12. Thou shall assume nothing when investigating a failure, lest you overlook an important detail.

13. Thou shall not allow emotions instead of criticality to determine the focus of your work.

14. Thou shall not allow anyone to misuse the good name of Maintenance in vain or blame it for the shortcomings of the organization as a whole.

15. Thou shall respect the stores, for they are a holy entity that is to be respected and kept full.

16. Thou shall respect thy skilled tradesmen, train well the young and develop the old in modern tech-niques.

17. Thou shall take time to review and benchmark an-other’s processes, then adopt the best bits.

Your success depends largely on your ability to devise solutions, manage performance and develop miracles that achieve profits in a down economy, meanwhile keeping your plant environment safe. Because you have god-like responsibilities, you can choose which commandments to follow. Now it’s your turn to add, change or delete any that advance your organization.

And if upon reading these you should be so inspired, please tell us: What commandments did we forget?

e-mail contributing editor Joel Leonard at [email protected].


thou shaLL scheduLe moments of rest and repaIr for the crItIcaL equIpment.

crIsIs cornerContributing editor

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Contrary to what you may think, we’re much more than a tube fi tting company.

And we have our obsession with Customer Focus to thank for that. Yes, we’re

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our broad range of products, including orbital welders, modular systems, and a

complete line of hose, that helps us offer more than you expect. See for yourself

at swagelok.com/moreproducts.

In addition to tube fi ttings, we also make valves, regulators, fi lters, and happier customers.

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A CAll for fortitudeWhen it’s required, nothing else can take its place

the definition of fortitude in Webster’s Dictionary is “patient courage under aff liction, privation or tempta-tion; moral strength or endurance.” This word came to mind not long ago, when working with a client whose leadership team has been reluctant to take actions they knew they needed to take. In their situation, they had a key supervisor who had been causing considerable stress on the entire organization. The key supervisor had more than 30 years with the firm and more than 20 years in his current position.

During the past few years, this supervisor seemingly did things to intentionally disrupt the good order and perfor-mance of the rest of the organization. He freely admitted that he was a source of disruption and, in my view, was essentially daring the organization to fire him.

During the past 20 to 25 years, the plant has grown and the responsibilities of the position have grown as well; perhaps beyond the capabilities of this supervisor. Over the years, the organization hadn’t really invested much in this supervisor, or others, to develop skills, knowledge and ability to deal with the changing realities. This might be the root cause of the problem, but it’s no excuse for how this supervisor behaves.

The company has very low turnover and there’s a great deal of loyalty between the organization and its employ-ees in both directions. This presents a moral dilemma for the leadership team. It doesn’t want to kick a long-term employee to the curb.

The issue of fortitude arises because the organization knew it needed to do something, but was reluctant to get its hands dirty. The parent organization has all the policy they need to be able to manage this person. The leadership team simply didn’t appear to have the fortitude to do what was necessary.

When there are performance issues, effective leaders take into consideration an individual’s circumstances. The person might have medical or personal issues that affect performance. However, we never should forget that we’re leading more than one person. We’re leading the entire team, and our leadership of that team affects many others, inside and perhaps outside the plant.

Something I learned a long time ago was that failing to deal with a poor performer disrespects the rest of the team. Whether or not you’re focused on it, every member of your

team knows who is the source of problems, and be assured, they know whether you’re dealing with it. They might not know exactly what you’re doing about it, but they know if you are or are not acting.

It’s uncomfortable to deal with an underperformer, particularly if you have a long history with that person. We

need to have fortitude to overcome our discomfort. Try to think of it as balancing the discomfort you feel over having to deal with the offending person against the discontent felt by the balance of the workforce, discontent that’s gen-erated by the poor performer’s actions. It’s easier to correct people early on than it is to let something simmer in the hopes that it will resolve itself.

Most organizations have specific policies and proce-dures in place for dealing with underperforming people. Such behavior might be attributable to a lack of ability or a lack of willingness. If someone lacks ability, provide training or coaching to get them to the right place. After you know it’s not an ability problem, you should consider whether the person is unwilling. If that’s the case, then you need the fortitude to follow protocol through admin-istrative procedures.

Many organizations don’t provide adequate leadership and management training for its supervisors. In my view, this is the biggest obstacle to achieving the high perfor-mance levels that everyone expects. Even with training, senior leaders often can derail the leadership culture by what they enforce and what they don’t. Use the policies as a base of strength to deal with poor performers. If you have a training budget, provide your supervisors with the professional development tools of their trade. Then they will have the fortitude to work through personnel performance issues.

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


the orgAnizAtion kneW it needed to do soMething, but WAs reluCtAnt to get its hAnds dirty.

huMAn CAPitAlTom moriarTy, P.E., CmrP

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Optimize Spare partSGet more from your inventory and suppliers

in most companies, Maintenance and Operations management focus on the volume and quality of finished goods produced, as well as the availability and reliability of assets used to produce them. This isn’t a bad thing, but such emphasis shouldn’t be at the exclusion of other key factors that influence overall productivity and customer service. Your spare parts supply chain, for example, plays an impor-tant role in minimizing asset downtime, reducing product rejects and reducing the cost of goods sold. Modern CMMS packages have many features and functions that help you effectively manage spare parts inventory.

Key performance measures: To get the most out of your inventory, understand what success looks like. Determine the key performance measures that provide the right balance of high service levels and low supply chain management costs. As well, look for a manageable number of measures that trade off.

For example, a useful key performance measure is the fre-quency of spare part stockouts. To ascertain which measures, if any, trade offimagine what might happen if you reduced the number of stockouts to near zero. Although service level would be high, what would be the trade off in terms of inventory level and turns? What about the extra space required to store the additional inventory? In fact, it’s undesirable to have zero stockouts because, statistically speaking, you’d need an infinite amount of inventory to cover for the outside chance that parts are requested many times in rapid succession. These metrics can be tracked using your CMMS.

Another measure to consider is vendor performance. There are two ways to gather performance data about your suppliers using your CMMS, namely, quantitative metrics and somewhat qualitative ratings. Examples of quantita-tive metrics include number of late shipments, over/under-shipments, backorders, substitutions and damaged goods shipped. Examples of qualitative ratings include on-sched-ule, quoted price to actual, ability to keep promises, ability to deliver per instructions, quality of packaging, invoice accuracy, and product reliability ratings. In a few CMMS packages, system-calculated values are tied to supplier his-tory and qualitative ratings, such as a rating of 5 out of 5 for “on-schedule shipments” if the number of late shipments is less than three over the past six months.

Obsolescence is another measure worth tracking for most companies. For example, your CMMS can generate a

report showing the quantity and value of spare parts that haven’t moved during a user-defined period. This allows you to assess whether such parts should be kept, modified, transferred, sold or discarded, rather than sitting idle and occupying valuable space.

Other measures to consider include average cost to order/procure parts, premium dollars spent on rush orders and aver-age supplier price variance, and there are many more. However,

choose only measures that make sense for your business, and that incentivize the right behaviors. For example, if excessive rush orders or obsolescence aren’t an issue for your operations, then don’t bother tracking it. Once you have determined which measures to optimize, set reasonable targets for improvement. Although targets vary by industry, company size and other fac-tors, the following are some sample benchmarks:

• Inventory turns (more than three)• Vendor performance (less than 1% variance)• Obsolescence (less than 5%)• Rush orders (less than the cost of inventorying those parts)Apply Pareto analysis: Once you have clarified which mea-

sures are a priority and what a reasonable target might be, the next step is to determine the gap between current and target measures, and how best to address it. But many companies have thousands of spare parts in inventory, so where do you begin?

The easiest starting point is to use the data from your CMMS to conduct Pareto analysis on your inventory, there-by identifying, say, the top 20% of parts that account for 80% of the volume or cost of parts purchased. Pareto analy-sis also can be used to identify, say, your top 10 suppliers in terms of volume or cost, or the top 10 reasons why vendor performance is less than perfect. Pareto analysis enables you to focus on the high-priority parts, suppliers or issues.

Consider critical assets: Another useful view of your data is to identify critical assets and components, then conduct an analysis of critical parts. One simple way to accomplish this is to sort your assets and components by asset criticality. Those assets with the highest criticality should be your focus for evaluating:

• Which parts are the most crucial to have accessible


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• How quickly these parts might be required to minimize downtime

• Whether to stock the parts in-house or elsewhere• The minimum number of parts that need to be on-hand• The best supplier of the parts in terms of quality, service and

price• The average lead time for the part• The reorder point for parts based on usage history and lead time• The economic order quantity for parts based on volume dis-

counts from the vendor, warehouse space available, inventory carrying costs, procurement costs, and cash flow

Many CMMS packages have features that can help users establish an effective spare parts evaluation program. For example, some pack-ages automatically check usage history for a given part and suggest corrections to reorder point, lead time or maximum levels. What-if analysis capability is another key feature that helps you understand how much to invest in your spares inventory and how that investment affects your bottom line. By entering simulation mode, you can adjust average inventory levels for different parts or part categories to deter-mine what the resultant stockout frequency would be. This allows you to balance inventory costs and service level properly.

Partner with suppliers: One of the greatest opportunities for sav-ings stems from better managing your suppliers. The key is to deter-mine a short list of priority suppliers and work with them as if they were part of your own company. Of course, this presupposes that a given supplier has a similar culture and shares your enthusiasm for improving the relationship. If not, perhaps you can find alternative suppliers that think more strategically about the supply chain.

Begin a more strategic relationship with key suppliers by sharing expectations of future volumes, quality, service level, pricing and so on. Discuss mutually beneficial improvements such as better integration of each other’s information systems, e-procurement op-portunities (e.g., e-catalog, e-quotations, electronic funds transfer), and use of blanket POs and electronic releases. Then track vendor performance using your CMMS to collect and analyze actual data.

Some companies have established a reward system for their sup-pliers, providing recognition to those that meet certain performance criteria. Other companies use a negative incentive for keeping suppliers in tow, i.e., replacing any supplier that doesn’t meet a minimum standard of performance (e.g., less than 1% of shipments have scheduling, quality or volume variances). Regardless, it’s always better to enlist your suppliers as partners with the shared objective of maximizing value for money along the supply chain.

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

(Editor’s note: The Plant Services CMMS/EAM Software Review, at www.PlantServices.com/cmmms_review, provides a side-by-side comparison of more than a dozen popular software packages.)

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Technology ToolboxSheila Kennedy

Rapid posiTioning and pRecise conTRolprogress on the key attributes of high-performance valves

new monitoring, controlling and engineering ap-proaches improve valve reliability and performance, and re-duce maintenance costs. Valves are being tailored to specific environments and applications, and scaled to unusual sizes.

Wireless position sensor: Manually monitoring and inspecting valves is risky in hazardous environments and costly in remote places. A wireless valve position sensor from Honeywell , the XYR 6000, is based on Honeywell’s Micro Switch CX series analog sensor and supports real-time remote monitoring. Using Honeywell’s OneWireless mesh network, the sensor reports from distant or dangerous locations to more convenient locations.

Certified for hazardous apps and with the sensor in explo-sion-proof packaging, it’ s suitable for monitoring for leaks, contamination and unintended fluid mixing. It triggers tank overflow alarms and emergency response associated with safety shower and eye bath notifications. Electronically tagging valves helps target maintenance to those that are damaged or degraded. Avoiding the need to install commu-nications cables and power lines provides further cost and labor efficiencies.

Smart positioner: A milestone in large-valve positioner accuracy was reached at an Uzbekistan gas compression station. Dresser Masoneilan and joint venture partner DS Control Technologies (Novgorod, Russia) integrated a Smart Valve Interface II Advanced Performance (SVI II AP) positioner with a 56x36x56-in., ANSI 150 AST ball valve. Typical control accuracy for this application ranges from 1% to 3%, but the double-acting positioner has a 0.3% accuracy.

Dresser Masoneilan’s SVI II AP positioner expands on its SV II positioner’s performance and adds the ruggedness and durability of marine-grade components. An onboard algo-rithm positions the valve rapidly, and one-button autotuning, self-calibration and self-tuning simplify installation and setup. The precision derives from measuring nine tuning variables, whereas most positioners tend to use fewer tuning inputs.

Digital control valve: The largest ever Emerson/Fisher anti-surge valve is targeted for the Saudi Kayan petrochemi-cal complex in Al Jubail Industrial City, Saudi Arabia. The 42-in., 11,000-kg valve will be used in the project’s cracked gas compressor system. The Emersn anti-surge valve includes a FieldVue DVC6000 valve controller with perfor-mance diagnostic (PD) capabilities and optimized digital valve (ODV) technology to control stroking, deceleration,

resolution and overshoot. A high-seal graphite packing prevents fugitive emissions.

Emerson will supply 780 Fisher digital control valves for the project to provide predictive process and valve perfor-mance monitoring and enable proactive maintenance. The plant, scheduled to start up in 2010, is expected to have an

annual production capacity exceeding 6 million tons.Intelligent control system: An integrated smart control

valve combines sensors, controls and positioner to offer an alternative to conventional systems. StarPac 3 is the third generation of Flowserve’s Valtek StarPac smart control valves. Enhancements include USB and infrared interfaces, XP housing, and enhanced positioner functions.

The process control system has full PID control. Using minimal system lags for tighter control, the PID controller reacts to upsets and returns to setpoint faster than tradi-tional control loops. Other reported advantages include a small footprint, low installed cost, quick response time, repeatability and accuracy. The StarPac 3 can be used as a standalone control valve or integrated into a system.

Polymer material: Alternative materials pass the test in the industrial gas sector. Hale Hamilton engineered a line of actuated stop valves using polymer seats with higher per-formance and tolerance to contamination than conventional hard-seated valves. The ASV 156 adiabatically shock-tested valves are designed for high-pressure industrial gas cylinder filling systems that can be in-line or manifold-mounted.

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


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PS0908_17_Techtool.indd 17 7/28/09 4:29 PM

FILL THE PIPELINEBefore, during and after this recession, we’ll be

dealing with a shortage of technical talent because of skilled worker retirements and the missing genera-

tion of replacements (we call it the Maintenance Crisis).Many young people who, in years past, learned the

skilled trades are now going to college. “They’re not studying mechanical and electrical technology. They’re studying psy-

chology, communications, history and other subject areas with minimal career potential,” says Tom Ramsay, president, Ramsay

Corp. (www.ramsaycorp.com). “Do you see yourself sticking out your chest and saying, ‘My daughter or son works in a casino?’”

We asked experts if there are actions to help build the next generation of manufacturing technologists that also offer the potential for quick returns. They told us to concentrate on in-creasing acceptance of manufacturing as a career and demand for technical education among young people and their parents.

“Governments and schools react to demands from young people – what they want to do and where they want to go

When we planned this article in August, 2008, we imagined it as a practical guide to dealing with a shortage of maintenance talent at your facility, right now, because of skilled worker retirements and the missing generation of replacements (we call it the Maintenance Crisis). Since then, the economy has continued to deteriorate, spilling thousands of experienced manufacturing professionals into unemployment at the same time that many older workers lucky enough to have the option are staying on the job.

Workers’ eagerness to work and willingness to continue has taken the edge o� the Maintenance Crisis, but the economy has taken its place. Today, the need for industrial maintenance departments to work smarter and be more resourceful is driven by budget cuts, layo� s and hiring freezes. � is won’t last forever.

“Many issues have changed since the downturn, but we con-tinue to work on the shortage because it’s not going away,” says Je� Owens, president and CEO, Advanced Technology Services (ATS, www.advancedtech.com). “Sta� s are skinnier than before, and retirements are coming.”

� e young people you’ll need might be laid o� . Some of the older workers who are staying aren’t the most skilled, and as the economy comes back and 401(k) account balances recover, more will retire.

Whether driven by demographics or economics, the win-ning strategies are the same. Don’t just hunker down, try to get by and wait for the recession to be over. Here are ways to cope with manpower and material shortages, stay (or get) pro-

Strategies for leveraging scarce resourcesBY PAUL STUDEBAKER, CMRP, EDITOR IN CHIEF

PS0908_18_24_CvrStry.indd 18 7/29/09 8:28 AM

WWW.PLANTSERVICES.COM AUGUST 2009 19

with their lives,” says Magnus Pousette, vice president, Reli-ability Services, North America, ABB (http://www.abb.com/service). “So it’s a matter of creating the demand.”

Pousette says young people don’t want to work in the “neces-sary evil department,” a cost center. They want to go where they can affect the core operations. “You can attract young people, be-cause it’s actually great work and very rewarding. Once we do that, they will demand that more schools offer a major in reliability.”

Companies that want to fi ll the pipeline need strong businesspartnerships with schools and for the quickest returns, high schools. “The schools’ Career Technology Centers are where stu-dents are interested in hands-on careers,” says Marjorie Dowd,director, Greenville Education & Economic Development Alliance,Greenville, S.C. “Contact your local high school to fi nd out whothe right person would be.”

Consider getting involved with your local school improve-ment council (SIC), a committee of business partners, parents and educators that works on how the community can improve the schools (and vice versa). Tell students and parents about careers in manufacturing. “Parents are the key,” Dowd says. “Students are reluctant to take the next step unless their par-ents are behind them. Make a presentation at a PTA meeting.”

Dowd’s program of activi-ties is detailed in a document titled, “Extended Learning Opportunities” (see side-bar, “More resources at www.PlantServices.com):

• Industry tours let middle- and high-school science and technology students see what goes on behind that brick wall.

• Shadowing puts a student together with a worker on the jobfor a day or half-day to see what workers do.

• Internships can be for a semester or a school year, paid or unpaid. The student gets credit, the company gets work done.

• Coops are more extensive internships with more completely defi ned objectives and mapped out job skill acquisition plans.

• Apprenticeships build skills and experence.A school counselor or career specialist typically sets up contacts

between the company (usually HR), the student and the instructor, and the instructor drives the program. Maintenance or operationsmanagement can get it started by contacting the school about their career technology program or about joining the SIC.

The programs follow a format of mutual evaluation and accep-tance by companies, schools and students. “We want to keep the relationships strong,” Dowd says. “We’re in this for the long term.”

active, and be ready to take advantage of returning activity as the economy rebounds.

KNOW YOUR PRIORITIESFaced with too much to do, maintenance professionals usually are advised to review their work orders, set priorities, eliminate wasted activities and leverage the limited workforce. Stop un-necessary preventive maintenance (PM) activities, like overly-frequent lubrications and ine� ective inspections. Stop sending two technicians when one can do the job. Cross-train them so they can do multiple jobs. “Take a long, hard look at what you’re doing and if it’s necessary,” says Don Rainey, director of � eld services, Azima DLI (www.azimadli.com). “Have millwrights do the more mechanically-oriented electrical work.”

But most facilities can’t � gure it out. Instead, they stop training and drop any proactive and predictive programs. “In the economic crisis, maintenance is the � rst thing hit,” says Magnus Pousette, vice president, Reliability Services, North America, ABB (www.abb.com/service). “No training, no PMs – it moves backward into a more reactive mode.”

Proactive maintenance rarely gives an immediate payback, and at � rst it costs more than preventive and reactive programs. But once it’s established, it costs 20% to 30% less. � e value comes from the ability to assess equipment and work only on the machines that need it, when and where it’s needed.

When it’s necessary to defer maintenance, reactive companies don’t know where to make the cuts. Proactive

organizations use risk-based analysis and can make more intelligent decisions.

� e current economy has put the squeeze on capital as well as expenses, and woe betides the company that neglects its valuable assets. “Because of a lack of capital dollars, people must be more e� cient and more conscious of how they maintain equipment,” says Chuck Kooistra, CMRP, senior vice president, General Physics (www.gpworldwide.com). His company recently formed GPAllied, a joint venture with Allied Reliability (www.alliedreliability.com) to provide maintenance and operations consulting and services.

Companies that give ground on predictive maintenance are building up a maintenance debt. “It’s not on the balance sheets, but it’s there and growing,” says Pousette. “It’s going to be very, very di� cult. � ere will be a lot of bad mornings when compa-nies realize the capacity they had six months ago is now 30% or 40% less, and it’s going to cost a big bunch of cash to get it back.”

FIND QUICK RETURNSReducing maintenance costs while preparing for the future tends not to be cheap in the short run. Proactive plants may already be in a position take advantage of idle time to acceler-ating cost-saving projects and programs. � e rest of us need immediate cash savings and plans that o� er rapid returns to support the proactive initiatives that will bring us out on top.

If you haven’t rationalized maintenance spare parts and supply inventories, now is the time. But do it wisely.



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larry spilker is plant manager of the springfield, Mo., facility of Buckhorn Inc. (www.buckhorninc.com), a manufacturer of reusable packaging products. He told us what happened when his company contracted with Advanced Technology services (ATs, www.advancedtech.com) to maintain the older production area of its facility:

The legacy part of our facility had lacked systematic maintenance operations for several years. We were lacking work order management, PMs, condition monitoring, spare parts inventory and ordering controls – parts were all over the place.

We implemented ATS starting in January 2009. ATS kept seven of our 11 people based on their attitudes and skillsets, and hired some new ones to fill the holes. Some skills needed to be improved, and ATS did the training. They bring a total package with safety, quality, six-sigma, 5Y, problem solving, etc.

At start-up, it was like a SWAT team came in, about 20 people for HR, safety, computer programming. It’s quite a show. They have the right people and have done this many times. They know what they’re doing.

Their site manager functions as a mini-plant-manager for maintenance. The lead techs supervise shifts. Parts are ordered, work orders are followed up. ATS software manages the parts.

It’s based on a contract and scope of work. Ours was to keep the presses up, including their supporting systems. It’s driven by reducing downtime and in-creasing proactive work, and measured by key perfor-mance indicators (KPIs) on downtime, PMs and MTBF. Our availability was 70% to 80%, now it’s 99%.

The total spend is more than before, but the ROI is im-mediate with less downtime, less of other outside services, and handling of vibration monitoring, oil analysis, etc.

We now have a very proactive atmosphere that we did not have before. We have a big improvement in our safety, and the production floor is visibly improved with no leaks and better housekeeping. It’s a new culture.

A lot of organizations are in better shape than we were and don’t need the level of service we contracted, but if your systems or expertise are not what you want, contact ATS. They can be small or very big. Talk to them and see what is possible.

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“A plant that wants to conserve cash might have an idle line and be tempted to steal the parts from it rather than buy new ones, but what happens when the business comes back?” asks Blake Moret, vice presi-dent and general manager, customer

support and maintenance, Rockwell Automation (www.rockwellautoma-tion.com). “They might get the same cash-conserving benefit by consoli-dating suppliers.”

You might have been viewing better inventory control as a refine-

ment – something you’d do if you had time and resources. Instead, use it as a cost-cutting measure, and enlist your suppliers to get it done quickly, efficiently and well.

“It’s all about reducing operational expenses,” says Kevin Hartler, direc-tor, Grainger brand solutions develop-ment, Grainger (www.grainger.com). “Don’t buy it until you need it, and use that money elsewhere. Think in terms of yesterday, today, tomorrow, not a four-month supply, and keep your money until you need to spend it.”

get good adviceA trusted supplier might also be able to hook you up with deep expertise that can help you identify root causes, engineer solutions and plan projects that cut costs or offer immediate returns. “We have programs to reduce energy and waste,” says Hartler. “We draw on our suppliers to do surveys and propose cost-cutting measures, such as energy-efficient lighting.”

Keep an open mind about where potential savings lie. Plants often tend to take a silo view, hiring service providers for specific major repairs, remote support or training. “It’s better for them to let us look at the overall problem,” says Moret. “Do they need to increase uptime by managing parts and getting faster turnaround? Or do they need to look for the root prob-lem? Maybe there is an undersized or stressed component, or they need operator training. We are able to look at the overall problem and break it into discrete chunks.”

An assessment can show the poten-tial of a project or set of services. “If there’s no way to show savings, why hire us?” says Owens. “We guarantee ROI and payback.”

But be ready to listen. “We have never had so much activity with new customers,” says Pousette. “Many are asking us to help them cut their costs, and often we can. But others actually need to invest more, and they do not want to hear it.”

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24 AUGUST 2009 WWW.PLANTSERVICES.COM

MANAGEMENT / PERSONNEL

FILL IN WITH SERVICESService providers that have geared up to help manufacturers deal with the maintenance crisis are seeing the recession as an oppor-tunity to demonstrate their value and establish relationships that might carry on as the economy picks up. To address the speci� c problems brought on by larger budget cuts and shrinking cash � ows, they’ve increased the ranges of their o� erings.

O� en, vendor services are less expensive than doing the work in-house. “You can increase productivity of existing scarce resources by drawing on outside sources, not just from ABB but from others,” Pousette adds. “You should not try to do every-thing on your own. Pay attention to the hourly cost, and look at the small things, not necessarily big contracts.”

You might divert some work to remote support to free up local talent. Remote support can range from someone on the phone to a live person or access to a knowledge database. “It’s an inexpensive way,” Moret adds. “Linking over the Web can let them dial into the process for a one-time analysis, all the way up to continuous surveillance.”

Service providers also have broadened their o� erings. For example, along with maintenance services, ATS now supports scheduling, training and safety. “You can take a bits-and-pieces approach,” Owens says. “For instance, we have all that’s

needed for a comprehensive safety program, with systems for compliance, OSHA documentation, training, etc. It can pay for itself with insurance savings.”

One problem is knowing for sure when the economy has turned around and it’s time to hire. “Services can help you � ll in the blanks,” says Owens. “If you see an uptick and you’re not sure, you can draw on services. We o� er � exibility and ingenu-ity to ramp up and ramp down with our clients.”

OUTSOURCE FOR EXPERTISEBut outsourcing isn’t all about manpower, versatility, the value of an outside perspective or even the fact that you can get a lot for your money. Expertise that has become a scarce com-modity in local labor pools is being concentrated in service organizations. “As a maintenance company, we’re able to at-tract people who want maintenance as a career,” says Pousette. “� ey generate value rather than just limit its destruction.”

In some critical areas, services might be the only way to get the job done. For example, the days of every plant having one or two predictive technicians are gone – they don’t have the resources to dedicate to a program. An alternative is to lever-age the experience of a relatively small number of vibration analyzers by remote monitoring, where data is collected locally

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by regular staff and uploaded to experts for analysis. “We use software to screen it and in-house experts to analyze it, and transmit back the results,” Rainey says. “It typically saves half the cost of an in-house program.”

Rainey points out that as many as half the programs that were running in the 1980s have fallen into disuse. He says, “You can reinvigorate those programs without training, and the results are immediate.”

PrePare for recoveryAgain, hunkering down is not a viable option. If you’re not in one of the few plants that can use recession-idled resources to improve reliability, productivity and efficiency, bear in mind that when good times return, you’ll be competing with them for talent as well as customers.

Leverage the fact that some of your most experienced work-ers are still on the job. “Take advantage of economic stimulus funds and get started with knowledge management,” says Kooistra. “Get the information out of those little black books.”

Stimulus money is being made available on a state-by-state basis. “Tennessee is offering as much as $100,000 per company for training, and they’ve relaxed the criteria – the company match is 50% instead of 100%, and it can be in soft dollars

like facilities and labor,” Kooistra says. “It’s now available for established as well as new industries.”

Have a vision for the future and prepare for retirements. “Look at social networking approaches,” Kooistra says. “Ul-timately, I believe this will be a mechanism for new people to stay in touch with older, more experienced people. Retirees will work part-time answering questions in knowledge bases. We’ll use retirees as coaches, mentors and experts to help implement a CMMS system or staff an ask-the-experts forum.”

Meanwhile, hang onto your star performers or they’ll be leaving for better opportunities at the first sign of an upturn. “Keep them in your line of sight, have daily communications with them,” Kooistra says. “Anything you can do to keep your key performers will set you up for the recovery. What we thought would be a V has dragged on to a U, but the principle holds – the recovery will come.”

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more resources at www.plantservices.com



Design engineers know that manufacturers are con-tinually challenged to minimize operating costs by reducing maintenance expenses and service time, as well as improv-ing e� ciency of equipment. One immediate and cost-e� ective way to do so is by using high-quality lubricants in machinery and their components, such as gearboxes.

Recent studies suggest that an appropriate industrial lubricant can increase energy efficiency by as much as 30%. In other words, if a machine is operating at 60% efficiency, the efficiency level can be raised to 80% by switching to a high-quality lubricant. Furthermore, the use of a synthetic oil could provide a longer bearing and gear set life, thereby reducing downtime, as well as saving general resources due to a reduced demand for manufac-tured components.

LUBRICANT PROPERTIES� e primary lubricant types are petroleum-based oils (also known as mineral oils), semi-synthetic oils and synthetic oils.

Petroleum-based oils come from crude oil re� ning. � ese consist of hydrocarbon chains and contain a variety of im-purities. � ey’re the least expensive oil, but they exhibit low oxidation stability. � is means they must be changed out more o� en than other oil types, typically a� er 5,000 hours of operation at 175°F (80°C). In addition, their thermal stability permits operating at temperatures only as high as 200°F to 215°F (90°C to 100°C).

� e two main synthetic oils for gear and bearing lubrica-tion are polyalphaole� n (PAO) and polyalkylenglycol (PAG), or simply polyglycols. Each type possesses certain advan-tages that are a function of physical properties, application,

environment and other variables. Most of the synthetic oils are produced from other crude oil compounds by synthesiz-ing the oil in a chemical process. As a result, their composi-tion is quite di� erent from that of petroleum-based oils.

Synthetics have greater purity and uniformity that o� er several advantages, such as a higher viscosity index, oxida-tion stability, better low-temperature behavior and lower friction coe� cients (Table 1).

While PAOs provide the best low-temperature behavior of the synthetic gear oils, polyglycols o� er the best thermal sta-

How synthetic lubricants help save resources and improve energy effi ciencyBY HERMANN SIEBERT

Properties Mineral oil Polyalphaolefi n Polyglycol

Viscosity-temperature behavior

0 + ++

Aging resistance 0 + ++

Low-temp. characteristics –– ++ +

Wear protection 0 + ++

Friction coeffi cient 0 + ++

Neutrality towards seal-ing materials and paints

++ 0/++* 0/+*

++ = very good 0 = satisfactory + = good –– = Poor* When to be used in older equipment, check compatibility

TABLE 1. THE DIFFERENCES

PS0908_27_31_Lubes.indd 27 7/28/09 4:30 PM


EfficiEncy / Lubrication

bility, best viscosity temperature behavior and lowest friction coefficient.

Compared to mineral oil at an operating temperature of 175°F (80°C), oil change intervals with PAO could be extended up to three times, and with PAG it is possible to achieve five times the service life. As you can see, how often a manufacturer is required to change gear oil depends on the chemistry of the lubricant being used. The slope of the lines in Figure 1 represents the 10K rule: For every 18°F (10°K or C) you increase the temperature of the lubricant above about 180°F (80°C), you halve its performance life.

GEar oil and GEarboxEsChoosing the right gearbox lubricant pro-vides the benefits of lower wear rates, lower operating temperatures and greater energy efficiency. Years ago, engineers would design a gearbox before deciding how to lubricate it properly. These days, design engineers factor in the oil viscosity because it directly affects load-carrying capacity. Viscosity index is important because it indicates how the oil’s viscosity varies at elevated or high temperatures. The higher the viscosity index, the less the oil viscosity change has to be considered.

The pressure viscosity coefficient is defined by how the oil changes viscosity under load. As pressure increases, the viscosity also increases so it can carry the load and, ultimately, lubricate the metal components of a gearbox.

Plant professionals need to understand that gear oil affects several design considerations, including reliability. How large a gearbox energy efficiency increase can be achieved by using high-quality oil depends on the gear type. You should specify expectations from every lubricant: reduc-ing friction and wear, protecting against corro-sion, dissipating heat and providing an overall seal-ing effect, for example.

Depending on specific plant operating conditions and manufacturing processes, lubricants might perform a variety of wide-ranging functions.

There are, however, several additional elements to consider when selecting an appropriate lubricant. These include operating speed (variable or fixed), type of friction (such as sliding or rolling), load and environmental conditions, and industry standards. Depending on the machine, component or application, the plant engineer should look at different fluid properties. Factors to consider include the load, speed, type of gearing, number of stages and the combination of metals in the gearbox. Keep in mind that some materials don’t tolerate certain types of oils.

With regard to gear specifications, consider wear, pitting and temperature – these are capacity limits of a functional gearbox. In an ideal world, gearboxes last forever. But there are wear elements, such as teeth, gear components and bear-ings that aren’t ideal. They’re affected by torque and speed, which finally lead to the fatigue of the lubricated components.

Pitting, for example, is one failure mode to be found when the life of the equipment is reached. With the right synthetic oil, it’s possible to prolong the time until pitting occurs by a factor of five compared to what was achieved with mineral oil. This example underlines the potential synthetic oil offers to reduce maintenance costs and increase productivity.

At Crane Manufacturing & Service,we’ve revamped our OEM partsdelivery matrix to make sure thatordering parts from us is BETTER,FASTER and CHEAPER than buildingyour own reverse-engineered parts.

But if you’re going overboard onpreventive maintenance just to makesure that a critical crane will be therewhen you need it, replacement partsmay not be enough. We provideexpert modernization services for allcranes, and specialize in cranes builtby CMS, Northern Engineering andCleveland Cranes.

Crane modernization provides thebenefits of new technology, extendsthe useful life of your equipment, andcan increase capacity or extend dutycycles to achieve new productiongoals. Modernization can also bringolder equipment into compliancewith current safety regulations andsubstantially reduce maintenance costs– and that means clear sailing ahead.

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TM

TM

TM

ThE 10K rulE

figure 1. the prolonged service time of synthetic lubricants can reduce equipment downtime and resources.

Polyglycol

PAO/Ester

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Test gearbox:Flender CUW 63Center distance: 2.5 in.Ratio: 1:39

Test conditions:Input speed: 350 rpmOutput torque: 221 lb.-ft. ISO VG 460Duration: 300 h

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PS0908_FPA.indd 29 7/28/09 4:40 PM


EfficiEncy improvEmEntAn effective way to improve energy efficiency is by switch-ing from petroleum-based oils to synthetic oils. So what, exactly, is energy efficiency? Energy efficiency in a gearbox, for example, means producing the highest power output for a given power input. Power loss manifests itself as tempera-ture, i.e., friction in bearings, seals or gear sets. Every engi-neer should understand the different features of lubricant types and how to apply them.

Although a gear set’s efficiency ultimately is limited by the gear type, high-efficiency oils (synthetic oils based on polyglycol and PAOs) provide better efficiency for industrial gear applications than mineral oils. Gears with low sliding percentages, such as spur and bevel gears, will have only a little improvement in efficiency while gears with high sliding percentages, such as worm and hypoid gears, will produce greater improvement, as much as 30%.

A worm gear test rig demonstrates the potential for energy savings. The rig runs at roughly 60% efficiency when filled with a petroleum-based oil. When charged with a PAO, efficiency rises to 70%, and it increases to 78% with a PAG. (Figure 2)

As efficiency increases, the gearbox temperature falls. This temperature differential increases the life of the gear system

Worm gEar tEst rEsults

figure 2. under high sliding conditions, polyglycol offers higher efficiency and lower operating temperature than Pao or mineral oil.

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and, in the end, has a cumulative effect on energy efficiency in a plant that has hundreds of gearboxes. Synthetics have a proven track record of reducing energy costs as well as en-hancing and prolonging equipment life. According to some studies, switching from petroleum-based oil to synthetic oil can cut production costs by 2% to 8%.

In the manufacturing world, conveyors - machines that rou-tinely use worm drives to move product - are prime candidates for high-efficiency oils. Bottling and brewing companies, which have hundreds of conveyor gearboxes, would clearly benefit from using superior oil that provides high efficiency.

You have several options when selecting a lubricant for a gearbox or machine. Those options range from petro-leum-based oils to synthetic oils to semi-synthetic oils. As manufacturers look for every advantage to run smoother, smarter and more efficiently, lubricant selection can affect the bottom line. That’s why engineers need to understand the benefits and applications of high-quality lubricants.

It’s proven that synthetic lubricants offer higher stabil-ity, have a positive effect on wear protection and fatigue of lubricated components, and extend the operating lives of gearboxes and machines. So while the initial cost of syn-thetic lubricants might be higher, it can be justified by the

extended life of the gearbox or machine, which contributes to a more reliable production process.

Synthetic lubricants also can improve the energy efficiency of the equipment, which helps to reduce energy consumption. The reduced energy consumption has an immediate effect on the CO2 emission and helps protect our environment.

Hermann Siebert is the head of application engineering at Kluber Lubrication Muenchen KG in Munich, Germany. contact him at [email protected] or +49 89 78 76 713. you may also reach the north American headquarters at [email protected] or at (800) 447-2238.

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MCEMAX is an indispensable tool for predictive maintenance managers. Call for a demonstration today . . . and start spending your downtime differently!

7x4.875/4c 2/20/03 12:30 PM Page 1

Interpreting oil analysis – “Get comfortable with oil analysis”Additives overview – “Slippin’ in the additives”Solid lubricant – “Harnessing nanotechnology”Case history – “You can have a world-class lubrication team”Lube behavior – “On wear and friction”Fluid degradation – “Lubricant RCA”

For more, search www.PlantServices.com using the keywords gearbox, lubricant and synthetic.



PS0908_27_31_Lubes.indd 31 7/28/09 4:33 PM

PS0908_FPA.indd 32 7/29/09 10:31 AM

The Department of Commerce estimates that there are more than 12.4 million electric motors larger than 1 hp in service throughout industry in the United States, and that nearly three million of these workhorses will fail this year. � e chances are good that you’ll face the prospect of selecting the right motor to replace a failed unit sooner rather than later. You also should evaluate the economics of replacing all the motors in your plant to save energy costs and help improve the environment.

Compared with other equipment, an electric motor is an exceptionally reliable device. It’s not unusual for a properly installed motor to achieve its expected lifetime of 20 to 30 years. � at leads to an interesting fact. � e cost of the energy a motor consumes during its useful life is many times the motor’s purchase price. Studies have shown that a motor’s purchase price represents just 2% of its lifetime cost, while the electricity it consumes accounts for more than 97% of the lifecycle cost.

� is clearly indicates that total lifecycle costs are the right way to evaluate motor selection. Also, there are several gov-ernmental regulations to consider in the selection process, as well as opportunities for tax credits and utility rebates that will a� ect your decision. With this in mind, let’s take a look at the options you have for replacing a motor, whether it’s serviceable, sick or failed.

MOTOR EFFICIENCY OPTIONSIf a standard-e� ciency motor is still in serviceable condition and was installed before October 24, 1997, when the motor e� -ciency standards in the Energy Policy Act (EPAct) of 1992 came in force, you might choose to rewind it rather than replace it.

In general, rewinding a motor costs about 40% of the purchase price of a new unit – a reasonable savings. But,

the Department of Energy (DOE) indicates that even a best-practice rewinding brings a penalty in operating ef-� ciency. � e rewinding process raises the amount of energy

consumed and, therefore, the motor’s operating cost during its remaining life. In fact, the DOE suggests that motors smaller than 70 hp should be replaced, not rewound.

If a motor is beyond repair and rewinding, you have several replacement options to consid-er. Because EPAct grandfathered-in purpose-built motors that were installed before 1992, you might be able to replace your motor with a new custom-built standard e� ciency unit. In this case, you’d expect the same ongoing energy cost pro� le during the next two or more decades. Remember, however, that electricity

costs have been rising during the past � ve years and this trend isn’t expected to moderate in the near future.

As an alternative, you could consider a high-e� ciency motor that meets the current EPAct e� ciency standards. Such high-e� ciency motors (also called NEMA High Ef-� ciency motors) are readily available. � eir cost premium of less than 10% over standard e� ciency motors is o� set by their 1% to 4% better operating e� ciency (Table 1) within a couple of months. In fact, the reduction in energy usage, on average, will pay for the entire motor within a few years and continue to deliver additional savings during the two decades or more of useful life you might expect.

Finally, consider selecting a NEMA Premium E� ciency motor to replace existing standard-e� ciency units. NEMA Premium motors already meet the e� ciency standards that will come into e� ect at the end of 2010 under the Energy Independence and Security Act and deliver a further 1% to 3% improvement in e� ciency over EPAct high-e� ciency units at a purchase cost premium of about 30% over stan-


EFFICIENCY / MOTORS

WORKING THE MOTOR MAZE

A total cost of ownership

approach to motor replacement can save big dollars –

and help save the planet

By Gerardo Elias-Rodriguez

PS0908_33_34_Motors.indd 33 7/29/09 8:53 AM

dard efficiency motors. Such high energy efficiency delivers a payback on the purchase premium in less than two months. You’ll recover the entire cost of the NEMA Premium motor in less than three years.

Utilities and state and federal energy regulators have several programs in place that make the last alternative – NEMA Pre-mium motors – even more attractive. These combinations of rebates, tax incentives and cost-sharing programs vary by state and municipality, but all of them can be substantial, signifi-cantly reducing the payback period for energy-efficient motors. In fact, these incentives are inducing a number of companies to replace perfectly serviceable motors with high-efficiency units as part of green initiatives that improve a company’s brand positioning in the marketplace.

CalCulate the savingsCalculating the potential savings from replacing a standard ef-ficiency motor with a NEMA Premium unit is straightforward:

Savings = 0 .746 x hp x hr x rt x (1/Eo – 1/En) (Eqn 1)

Where:hp = motor size (in horsepower)hr = operating hours per yearrt = utility rate in $/kilowatt-hourEo = efficiency of the existing motor (decimal fraction)En = efficiency of the replacement motor (decimal fraction)Replacing a 100-hp standard-efficiency motor (Eo =

0.936) that runs 8,000 hours per year with a 100-hp NEMA Premium motor (En = 0.95) will result in an annual energy savings of more than $750 when a kilowatt-hour costs $0.08.

Savings = 0.746 x 100 x 8,000 x 0.08 (1/0.936 – 1/0.95) = 47,744 x (1.06838 – 1.05263) = 47,744 x (0.01575) = $751.97 per yearClearly, this would cover the motor’s cost premium in a

few months and the entire cost in a few years, while produc-ing significant savings in lifetime costs beyond that.

Simply replacing a standard-efficiency motor with an alter-native doesn’t guarantee reduced electricity bills. Factors such as duty cycle, motor oversizing, unbalanced phases and other application variables can reduce the potential savings. Always

consult with your motor manufacturer to determine the exact savings to expect.

the futureTo help maximize the economic benefit from your motor replacement choice, the Indus-trial Efficiency Alliance (IEA), a nonprofit organization dedicated to making energy efficiency a core business value, suggests es-tablishing a continuous energy improvement program. The first step in such a program is to appoint a motor system champion who has

the training and authority to make decisions about future mo-tor purchases. The champion should conduct a comprehensive motor management assessment or energy audit to gather ap-propriate data about the motors installed in your plant. Using this data, your champion can advise plant management about ways to improve motor purchasing, rewinding and mainte-nance issues. In addition, the champion can work with quali-fied vendors and contractors, as well as utility representatives, to optimize the motor system efficiency throughout the plant

If you aren’t currently evaluating NEMA Premium Ef-ficiency motors as replacements for failed or functional standard-efficiency motors, you’re probably leaving a lot of money on the table. The IEA points out that a dollar saved on energy, maintenance and production is equivalent to $17 in sales revenue having a 6% gross margin.

Further, DOE estimates indicate that switching from stan-dard-efficiency motors to NEMA Premium Efficiency mo-tors could save our economy more than $10 billion annually and reduce carbon emissions by nearly 80 million metric tons – the carbon equivalent of taking 16 million autos off the road. That’s not only good business – it can make a real environmental difference.

gerardo elias-rodriguez is marketing manager at Weg electric Motors Corp., suwanee, ga. Contact him at [email protected] and (678) 249-2000.


effiCienCy / Motors

Motor repair - “Analyzing premature winding failures - part 1”Motor repair - “Analyzing premature winding failures - part 2”Motor brush life - “Brush life in DC motors”Decisions - “Electric motors: repair or replace”Rewind service centers - “Tracking down excellence”Motor PdM - “Health care for a motor-drive system”Evaluating motor reliability - “Buy now, pay later”Motor rewinds - “Rethink motor repair/replace decisions”

For more, search www.PlantServices.com using the keywords efficiency, EPAct and rewind.


size (hp) standard- efficiency motors

ePact motors neMa Premium motors

5 84.0% 88.2% 90.5%

10 86.8% 90.0% 92.2%

15 87.6% 91.0% 92.6%

20 89.3% 92.6% 93.4%

25 89.9% 93.1% 94.0%

50 91.6% 93.9% 94.5%

100 93.6% 94.1% 95.0%

table 1. average efficiency by type

PS0908_33_34_Motors.indd 34 7/29/09 8:55 AM

Companies are finding that upgrading compressors can be an effective, low-cost solution to addressing their plant’s current needs. When the existing air compressor was first purchased, many assumptions had to be made regarding the required flow and pressure requirements. Many of these assumptions resulted in the purchase of a compressor which does not efficiently meet the plant needs of today. Either the compressor is now oversized or undersized. In other cases you may find that the compres-sor was designed to provide a pressure or flow which is much greater than what is needed today.

Historically, the obvious alternatives were either to pur-chase a new compressor or to operate the existing compres-sor inefficiently. Upgrading the existing compressor is a solution that in many cases is more cost-effective and is catching on as a economic solution to many plant compres-sor problems. A simple change to the compressor can allow you to meet your current plant needs while reducing power consumption and providing a great deal more flexibility.

OverCapaCity hurtsIf a compressor is oversized for the current application, it can be upgraded to a reduced flow and pressure instead of operating inefficiently. To fully understand the reason for the efficiency loss associated with oversized capacity, it is important to understand how a centrifugal compressor operates. This compressor type operates in what are called efficiency islands: local efficiency maxima that are functions of the pressure and flow. The maximum efficiency typically is located at the compressor’s original design point.

When the required discharge pressure drops, the com-pressor operation falls into a region referred to as choke. Choke is a region at which any further pressure reduction will not produce additional flow or power savings. Surge, on the other hand, occurs when the required flow is reduced to the point that pressurized system air flows backward into the compressor until the compressor unloads or turns off. Once the plant demand increases above the surge level the compressor will then ramp back up to the required pressure and flow. This continuous cycling will affect the compressor efficiency and, in some cases, damage the machine.

upgrade by re-ratingConsider the compressor operation represented by Figure 1. The original design produced 13,800 cfm at 130 psi and op-


Original design

Figure 1. When installed, this compressor operated at a reasonable 80% efficiency.

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upgrading a centrifugal compressor can yield benefits beyond operating efficiency

Profit

Loss

by glenn schultz

PS0908_35_36_Compressors.indd 35 7/29/09 9:34 AM

erated within the highest efficiency island, achieving more than 80% efficiency.

Over time, plant demands changed, which required the compressor to operate at a reduced flow (surge region) and reduced pressure (choke region). The new conditions, plot-ted in Figure 2, include 11,000 cfm delivered at 120 psi in a 60% efficiency island.

While the input power has been reduced, this is only the result of operating at a reduced f low and pressure. The full potential power reduction, however, is not real-ized because the compressor is operating within an island of reduced efficiency. As shown in Figure 2, by changing the compressor components we have now extended the overall operating range to enable the compressor to ac-commodate additional reductions in f low and increases in pressure (Figure 3). The change of the existing com-pressor components has eliminated the need to install a new compressor. The compressor can once again operate in the 80% efficiency island, while reducing the overall power consumption. The difference between operating at 60% efficiency and 80% efficiency is equivalent to 66 horsepower and in this case a minimum of 5% savings is realized in the overall power consumption.

Upgrading to expandIn many cases, due to consolidations, the current compres-sor does not provide enough flow. Once again, the first option may be to purchase a new compressor to make up for this shortfall, which may take well over a year before the compressor actually is commissioned and on line.

The second option is to upgrade the compressor compo-nents of the existing air compressor. In many cases the exist-ing compressor base frame and lube oil system is acceptable for a higher flow.

Once the retrofit parts are on-site for the existing compressor, installation takes one to three weeks. When

considering upgrading of your existing compressor, insist that the compressor vendor provide a team of quali-fied aftermarket engineers who are trained to redesign your existing compressor. Once the retrofitted parts are ordered it is essential that a team of trained field service technicians are hired to complete the upgrade. Be sure that the trained technicians are able to install the new components without disrupting plant operation. Most changeouts can be done during a scheduled shutdown and in a timely fashion.

As a summary the values of upgrading your existing com-pressors are many:

• As the price of electricity continues to climb, the energy savings alone very often pays for the cost of the upgrade within one or two years.

• The compressor or blower room requires no modification.

• Control system upgrades can be made when upgrading the compressor components.

• The compressor system will gain greater flexibility.• The upgrades can extend compressor life.

glenn Schultz is aftermarket applications engineer at atlas Copco Comptec LLC in Voorheesville n.Y. Contact him at [email protected] and (518) 765-5816.


effiCienCY / Compressors

Low-cost improvements – “Preparing to optimize a compressed air system (Part 1)”Low-cost improvements – “Preparing to optimize a compressed air system (Part 2)”Determinants of performance – “Applying the pressure”Upgrades – “Planning air system upgrades”Third-party certification – “CAGI to verify compressor claims”Industry spin exposed – “Unwinding the spin (Part 1)”Industry spin exposed – “Unwinding the spin (Part 2)”Rebate programs – “Invest it wisely”Compressor designs – “They don’t make ’em like that anymore”Characterizing performance – “Compressor power is not measured by amps alone”

For more, search www.PlantServices.com using the keywords airend, control and retrofit.


reViSed operating Condition

figure 2. Changing plant conditions moved the unit into the 60% efficiency region.

Upgraded performanCe

figure 3. The efficiency again reaches the 80% level after the retrofit was completed.

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PS0908_35_36_Compressors.indd 36 7/29/09 9:35 AM

Joe Hannisberg, a mechanic in the Acmeville plant, was hired to perform repairs on production equipment shut downs. It was only a part-time job, but Joe was fortunate that Acme nearly always needed some ongoing maintenance work.

He knew his business. He knew the drill. He was a self-

directed dynamo, but a loner, working independently on anything that was a priority. Joe’s mechanical aptitude, work ethic and willingness to learn earned him a promotion to full-time employee. When a maintenance foreman position opened at a remote Acme plant, he was tapped to fill it. Joe jumped at the chance to run his own department and gladly relocated. It didn’t hurt that Acme picked up the tab.

Donny Gault, regional manager of the territory that included Joe’s plant, made regular visits to the facilities in his bailiwick. As maintenance manager supervisor, Donny evaluated their job performance every calendar quarter.

Donny usually rated Joe “meeting expectations,” but sometimes mentioned areas where Joe was weak. Though these suggestions were at odds with Joe’s self-image, he never complained about the evaluations. Joe blamed it on the unexpected amount of paperwork he had to do.

One reappearing suggestion was that Joe should main-tain a more positive, professional demeanor. A long-term maintenance technician told Donny that Joe had a negative personality, which led to bad interpersonal relationships. Joe sounded snooty when interacting with others, and some of the maintenance crew had adopted the same negativism.

Donny told Joe that he must be more approachable and professional, a warning stemming from coworker com-plaints about his style. Donny mentioned that production downtime was trending upward because maintenance wasn’t completing repairs in a timely manner. Donny told Joe that if he didn’t make some changes soon, there would be disci-plinary action, including possible termination.

One Friday, Jerry Coe, a maintenance technician, called Joe to say he was sick and wouldn’t be in. When he couldn’t reach Joe, he called the Joe’s secretary, who verified that

Jerry had enough sick leave remaining. When Joe was informed, he disagreed and called Jerry to leave a voice mail saying that if he was sick, he should see a doctor, take the meds and report for work on the weekend because there was a growing maintenance backlog. Jerry was surprised at this because he wasn’t scheduled to work until Monday.

Jerry didn’t call back, so Joe left another voice mail. Jerry still didn’t call in, so Joe left a third saying he assumed Jerry abandoned his job and if he didn’t come in on Saturday, he’d be terminated. Jerry called Donny to play him the voice mails. Donny investigated and learned that the other technicians were already covering Jerry’s responsibilities while he was sick.

Donny reported this to Acme’s HR director, who agreed that Joe should be terminated. Of course, Joe filed a complaint alleg-


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ing defamation and tortious interference with an employment relationship.

How could this situation have been avoided? Should companies subject job candidates and employees considered for promotion to psychological exams? How should a company respond when it realizes an otherwise capable em-ployee should not have been promoted?

An Attorney sAys:Isn’t this the “Peter Principle” — every employee rises to their own level of in-competence? Joe wasn’t competent to be a supervisor. Being an expert me-chanic doesn’t automatically qualify one to be a maintenance foreman.

Joe acted in an inappropriate fash-ion by demanding that Jerry report for work over the weekend, when he wasn’t scheduled to work, because he called in sick on Friday. Even more egregious were Joe’s repeated phone messages and the threat of termina-tion if Jerry did not come in Saturday.

Acme could have taken any number of steps to solve the problem of the otherwise capable Joe who shouldn’t have been promoted to foreman. The simplest but perhaps most offensive step would have been to demote Joe back to the mechanic position. Most employees, however, don’t take well to being demoted and often don’t per-form well in the lower-level slot.

As a more humane alternative, Acme could have established a new position for Joe, providing him with senior or expert status as a mechanic but without any responsibilities to supervise employees.

Another way would have been to provide Joe with management training and whatever other courses might have been helpful to him. Described as a “loner,” it sounds as though Joe lacked people skills and perhaps some training to improve his interpersonal skills would have helped to avoid the problem that occurred.

On-the-job training by another foreman is another approach Acme could have used to get Joe on the right track as a supervisor. But to let Joe run amok as a supervisor, unskilled and untrained, was the wrong choice.Julie Badel, partnerepstein Becker & Green, P.C.(312) [email protected]

A PlAnt enGineer sAys:Acme shuld have realized that some people are promoted into positions they’re not qualified to hold. I suspect that many companies, as well as small businesses, see this regularly. An employee has great technical skills and work ethic. While these serve a mechanic well, they might not transfer to a supervisory role. Often, these are the people who get promoted.

Sometimes they can adapt, make decisions, be the boss and no longer just one of the guys. They might even be able to get behind policies and decisions that they don’t agree with to promote management’s positions and maintain a positive attitude. But here, apparently not. Acme, and Donny, should shoulder most of the blame.

When Donny recognized Joe’s deficiencies, he could and should have required training for him. Supervisory training should be available, and may-be required, for anyone moved from an hourly position into a supervisory role. Training should be the first thing to happen. Skip the psychological exams. To expect the skills that make a great mechanic to be the same skills that make a great supervisor is rather naïve. If Joe was required to take classes this might have been avoided.

Donny should have acted sooner in making a decision concerning Joe’s abilities as a supervisor. When the company realized it had promoted the wrong person, it should have offered Joe a mechanic position at any plant

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of Joe’s choosing. This would allow him to stay with the company and the company to keep a proven, skilled mechanic. Acme should explain to Joe that he’ll have evaluations every 90 days afterward for one year. During this time, Acme should ensure Joe ad-justed to the move back to a mechanic.Jeffrey L. StrasserBacova Guild(540) [email protected]

An AcAdemiciAn SAyS:Most companies chose foremen and managers based on technical skills and company loyalty. This makes sense in that the foreman can always back up the technician and correct problems that the technician couldn’t solve. On the other hand, foremen are expected to manage people and being a good technician doesn’t mean you’ll make a good manager. In Acme’s defense, it’s often difficult to predict how effective a person will be as a manager. Psychological evaluations might help, although most companies don’t want to spend the money on them, and often ignore them when they’re done.

Acme should have given Joe (or any new foreman) a three- or six-month probationary period to observe his management style. The best predic-tor of performance is performance. If there was a problem, he should have received quick feedback. And if the problems remained, Joe should have gone back to his technician job.

Apparently Joe received some feed-back on his performance, although it appears to have been too vague. One can’t change anything that’s vaguely described. You have to be specific as to the behavior to be changed. However, there apparently was no consequence to Joe. He was allowed to continue exhibiting the same behavior. In that respect, Acme blew it. I’d have put Joe

on six months probation as a foreman, given him specific feedback on things that need changing and, if seeing no change, would have put him back in the technician ranks.

As to Joe’s behavior regarding Jerry, most companies activate a contin-gency plan if an employee calls in sick. I recently did some work with restaurant managers, and one interest-ing observation was that when an employee calls in sick, the first thing that the managers think of is finding a replacement. The question of whether

the sickness is legit doesn’t enter their minds. They need a full contingent of wait staff and cooks to have an effective operation each day. So, they immediately start calling from the

back-up list to ensure full staffing. Good advice for Joe. Make sure you have a replacement; don’t worry if the sickness is legit, let HR take care of that; and get on with your business. Professor Homer H. Johnson, Ph.d.Loyola University chicago(312) [email protected]


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The pending climate legislation in both the United States and Europe will be challenging. The United States plans to reduce carbon emissions to 80% below 2005 levels by 2050. Europe’s reduction will be as much as 30% below 1990 levels by 2020. Efficiency must play a huge role and remain the priority focus, but renewable sources of heat and electricity will be crucial to hit these targets.

Why does it seem to be so difficult to incorporate renew-able energy into manufacturing? With notable exceptions

(such as Wal-Mart, whose goal is 100% renewables), few companies have clear renewable targets. This is changing, but exploring the potential of renewable energy often raises more questions than answers.

It’s impossible to ignore energy pricing structures. Today, a main rationale for renewables is reducing carbon foot-prints by avoiding high-carbon electricity or fossil-based fuels. This fends off future economic and compliance risks. So far so good, except that U.S. energy prices have no cost for carbon, hence no economic benefit to reduce it.

So the first barrier is how to value the carbon reduction of using a renewable source. Some use benchmark pricing from the EU’s cap-and-trade market, the ETS, in various risk and performance scenarios. Others make carbon reduction a non-negotiable operating target, in effect making an inter-nal compliance regime. Some dilute the investment hurdle based on estimates of future carbon pricing, either as a cost of purchased energy or as a tradable credit from renewable sources. There’s no right answer, but one thing is certain: if the financial or career value attached to carbon reduction is zero, then most projects will fall at the first fence.

At both state and federal levels, you’ll find a jumble of incentives for closing the carbon value gap through tax and grant subsidies. Most are at the state level, with differing definitions of “renewable” and with capped programs that discourage long-term planning. All are vulnerable to abrupt policy changes.

Europe struggled with a similar patchwork, but recently homed in on the “Feed-in Tariff” (FIT) approach, which guarantees a long-term, predictable tariff structure for renewable electricity supplied to the grid. Incidentally the German solar FIT is filling many U.S. panel factories.

These FITs are real money that can be used for investment calculation. The simplicity and effectiveness of this approach is attracting attention in North America, with Ontario being one of the first to incorporate it in the new Green Energy Act. Companies should consider their lobbying positions relative to FITs, and in the meantime, try to be as informed as possible on the current patchwork of incentives. FITs deal well with the mismatch between the factory’s actual demand and the avail-ability of renewable energy by season or time of day.

It’s important to think about market structure. For de-cades, companies let others deal with the investment risks, politics, environmental issues and complexity of supplying energy. They bought what was needed at the boundary fence, and didn’t worry too much about it as long as the price was right and it was always available. In reality, it was never this way. Factory sites have boilers, furnaces, emergency genera-tors, compressors and distribution networks for electric-ity, heat, cooling, steam, gas and compressed air; in fact, a complex multi-utility.

A few companies recognized this and became expert in multi-utility management where optimization of cost, reliabil-ity and environment was a way of life. The “Verbund” of BASF and the “ECO-Factory” of Toyota are examples of this practice. These are exceptions to the general rule whereby investments in energy systems are treated as standalone projects rather parts of the ongoing optimization of a multi-utility.

Companies with this integrated view of their energy systems have less difficulty introducing efficiency, new operating approaches and cleaner or renewable energy. Each investment is a contribution to a portfolio that collectively produces a high-performance energy system built on con-tinuous improvement. The bottom line is this: if there’s no long-term integrated energy planning, it will be harder to integrate renewables.

These are some of the reason why it’s hard to deploy renew-ables. Next month we’ll explore how to make it easy.

Peter Garforth is principal of Garforth International LLC, Toledo, Ohio. He can be reached at [email protected].


THe PrObLem WITH reneWabLe enerGyWhy it’s so difficult to justify for industrial applications

enerGy exPerT

If THe fInanCIaL Or Career vaLue aTTaCHed TO CarbOn reduCTIOn Is zerO, THen mOsT PrOjeCTs WILL faLL aT THe fIrsT fenCe.

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PS0908_42_Energy.indd 42 7/29/09 9:03 AM

Copyright © 2009 Rockwell Automation, Inc. All Rights Reserved.

Automation Fair 2009 — a two-day event that is the educational highlight of the

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— J. D. GibbsTeam President – Joe Gibbs Racing,

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Documents

PERFORMANCE RELIABILITY EFFICIENCY ASSET …a bit, too. Robinson Industries is now Robinson Fans. But as we move forward, it’s important to know we haven’t forgotten our past