Maintenance Technology August 2013

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19 A Special Industry RoundtableEnrique Santacana, President & CEO, ABB North America

William J. Stevens, President & CEO, Motion Industries

Steven P. Richman, President, Milwaukee Tool Corporation

Poul Jeppesen, President and CEO, SKF USA Inc.

Ralf Kraemer, CEO, Klüber Lubrication North America

Mike Laszkiewicz, Vice President & General Manager, Power Control Business, Rockwell Automation, and Chair, Manufacturing Council

Jay A. Burnette, President, Waukesha Bearings Corporation

Rich Heppe, President, Industrial Motors, Nidec Motor Corporation

Steve Sonnenberg, President, Emerson Process Management

Wes Pringle, President, Fluke Corporation UTILITIES MANAGER35 Big Money Talks

William C. “Bill” Livoti

36 Lessons From The Road: Closing In On A Smarter Grid � e journey has been a long, sometimes bumpy one from both supply- and demand-side perspectives. But today, with a range of advanced technologies and methodologies on board, the destination is almost in sight.

Tanuj Khandelwal, ETAP

ContentsFEATURES

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6 My Take

8 Stuff Happens

12 Uptime

16 For On The Floor

18 Automation Insider

30 Compressed Air Challenge

33 Lubrication Checkup

45 Technology Showcase

48 Solution Spotlight

50 Marketplace

54 Information Highway

54 Classifi ed

55 Supplier Index

56 Viewpoint

AUGUST 2013 • VOL 26, NO 8 • www.MT-ONLINE.com

2013 EXECUTIVE OUTLOOK

®

AUGUST 2013 MT-ONLINE.COM | 3

YOUR SOURCE FOR CAPACITY ASSURANCE SOLUTIONS

HOLD THESE DATES

March 18-21, 2014Hyatt Regency O’Hare, Rosemont, IL

Watch this space and www.MARTSConference.com for further details.You don’t want to miss MARTS 2014!

ARTHUR L. RICEPresident/CEO

[email protected]

BILL KIESELExecutive Vice President/Publisher

[email protected]

JANE ALEXANDEREditor-In-Chief

[email protected]

RICK CARTERExecutive Editor

[email protected]

ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTER

GARY MINTCHELLContributing Editors

RANDY BUTTSTADTDirector of Creative Services [email protected]

GREG PIETRASEditorial/Production Assistant

[email protected]

ELLEN SANDKAMDirect Mail

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

JILL KALETHAReprint Manager


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

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

Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Barrington, IL 60010. Pe-riodicals postage paid at Barrington, Illinois and addi-tional o� ces. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technol-ogy®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2013 by Applied Technology Publications, Inc. Annual subscription rates for nonquali� ed people: North America, $140; all others, $280 (air). No sub-scription agency is authorized by us to solicit or take or-ders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: [email protected]. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By send-ing us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technol-ogy Publications, Inc. permission, by an irrevocable li-cense, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned.“Maintenance Technology®” is a registered trade-mark of Applied Technology Publications, Inc.Printed in U.S.A.

Subscriptions:FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE,

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

4 | MAINTENANCE TECHNOLOGY AUGUST 2013

August 2013 • Volume 26, No. 8

Your Source For CAPACITY ASSURANCE SOLUTIONS

November 2010 Volume 23, No. 11

ARTHUR L. RICEPresident/CEO

[email protected]

BILL KIESELExecutive Vice President/Publisher

[email protected]

JANE ALEXANDEREditor-In-Chief

[email protected]

RICK CARTERExecutive Editor

[email protected]

ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTER

RAYMOND L. ATKINSContributing Editors

RANDY BUTTSTADTDirector of Creative Services [email protected]

GREG PIETRASEditorial/Production Assistant

[email protected]

ELLEN SANDKAMDirect Mail


EDWARD KANEReprint Manager


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

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

Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Barrington, IL 60010. Pe-riodicals postage paid at Barrington, Illinois and addi-tional o� ces. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technol-ogy®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2010 by Applied Technology Publications, Inc. Annual subscription rates for nonquali� ed people: North America, $140; all others, $280 (air). No sub-scription agency is authorized by us to solicit or take or-ders for subscriptions. Postmaster: Please send address changes to Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Please indicate position, title, company name, company address. For other circulation information call (630) 739-0900. Canadian Publications agreement No. 40886011. Canada Post returns: IMEX, Station A, P.O. Box 54, Windsor, ON N9A 6J5, or email: [email protected]. Submissions Policy: Maintenance Technology® gladly welcomes submissions. By send-ing us your submission, unless otherwise negotiated in writing with our editor(s), you grant Applied Technol-ogy Publications, Inc. permission, by an irrevocable li-cense, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on multiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned.“Maintenance Technology®” is a registered trade-mark of Applied Technology Publications, Inc.Printed in U.S.A.

Subscriptions:FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE,

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


4 | MAINTENANCE TECHNOLOGY NOVEMBER 2010

TECHNOLOGYM A I N T E N A N C E

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6 | maintenance technology AUGUST 2013

MY TAKE

What’s Holding Up The Show Now?

Jane Alexander, Editor-In-Chief

As I’ve always said, MT’s August issue with its annual “Executive Outlook” section is my

favorite one to put out each year. That’s because I get to move somewhat beyond my

comfort zone of technical and technology-driven articles and pose business-related

questions to some top executives of leading suppliers to our industry. As long-time

readers of this magazine may recall, the theme of each year’s “Outlook” is different, and we

never have trouble getting individuals to respond—even when what we’re asking might seem

a tad sensitive. This year’s questions (there were two of them) could be construed as just that.

Here’s the gist of what we asked our invited participants:

“What’s holding up our long-awaited economic recovery,

especially as it applies to the industrial sector, and

what, in their opinion and that of their companies,

can or should be done to break up the logjam?”

Just to be on the safe side, in my invitations I had thrown in a few idea generators, noting that we at

MT, no doubt like many of our readers, had our own theories on the depressingly sluggish attempts

at a rebound. These included, but weren’t limited to: uncertainty over regulations and public policy;

fiscal austerity/sequestration and/or lack of infrastructure spending; a perceived lack of available jobs

or an inadequately skilled workforce to fill many crucial jobs; or a Congress and Administration in

Washington that seem incapable of focusing on these and related problems for very long, much less

of working together to solve them.

As you’ll find, starting on page 19, none of the 10 executives who graciously stepped up to the

plate and responded called anybody’s baby ugly. They simply laid out their ideas using posi-

tive words and offered a number of reasonable strategies for helping get the U.S. economy back

up and humming. I think you’ll enjoy reading their insight. I certainly enjoyed working with

these gentlemen and their organizations to share it with you. After you’ve read their opinions,

I invite you to share your own thoughts on the topic with me. Please do. MT

[email protected]

YOU CAN DO THAT

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STUFF HAPPENS

NEWS

BIZBUZZ

Motor Decisions Matters CampaignTo Focus On Motor-Driven Systems

The Motor Decisions Matter (MDM) campaign is not just about motors anymore. After 12 years of promoting the benefi ts of sound motor management in commercial and industrial facilities, MDM is expanding its scope to focus on a full range of motor-driven-system issues, including controls, mechanical drive trains and driven loads, such as pumps, fans and compressors, that apparently refl ect a savings opportunity worth billions of dollars.

Over the next three years, the campaign sponsors will be designing messaging, tools and resources to promote decision-making based on life-cycle costs and proactive planning for common motor systems. For customers, motor systems offer many savings opportunities based on motor management practices. For example, few industrial managers are aware that electricity, operations and maintenance costs of a typical compressed air system account for 88% of life-cycle costs. The adoption of motor system management practices can lead to signifi cant fi nancial and operational benefi ts, including reduced downtime and improved productivity.

The MDM campaign brings together a unique, bi-national network of industrial effi ciency experts, including 16 local and regional energy-effi ciency programs, the Canadian Industry Program for Energy Conservation (representing more than 1400 Canadian companies and trade associations) and the Electrical Apparatus Service Association (EASA), representing about 1900 electromechanical repair, service and sales fi rms around the world. For more information on MDM, visit: www.motorsmatter.org and/or www.cee1.org.

(EDITOR’S NOTE: MDM provides the “Boosting Your Bottom Line” column that appears on a semi-monthly basis in MT.)

Simply Grand!Grainger recently hosted a ribbon-cutting and grand opening to celebrate its new one-million-sq.-ft. distribution center in Minooka, IL. The company’s most technologically advanced distribution center, it’s also one of the world’s largest LEED-certifi ed platinum-rated facilities for Commercial Interiors. With the addition of this Minooka center, Grainger now operates 15 LEED-certifi ed facilities in the U.S., Canada and Mexico.

According to Schneider Electric, it plans to acquire Invensys to strengthen its industrial automation business and build a greater presence in the energy sector. The acquisition, Schneider’s biggest since its purchase of American Power Conversion (APC) Corporation in 2006, will combine Invensys’ automation software that helps run power stations, oil refi neries and chemical plants with Schneider’s automation products for the automotive, aerospace, food and beverage industries.

Emerson Network Power has announced the creation of a new Thermal Management business to expand its ability to develop and deliver more holistic, next-generation approaches to controlling the data-center environment. The Thermal Management business, with annual revenues of approximately $800 million, includes Emerson Network Power’s existing Liebert precision cooling assets and expertise. It offers technologies and solutions for data centers and IT facilities of all sizes, including air, waterside and innovative pumped-refrigerant economizers, as well as state-of-the-art controls and wireless sensors to maximize effi ciency.

STUFF HAPPENS NEWS

Inspiration For Those Battling The Enemies Of Reliability & Productivity

Send your favorites to [email protected].

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

Have you read, heard, seen, thought or written down something that falls into the realm of “fi ghtin’ words”

for the maintenance and reliability community?

FIGHTIN’WORDS


!For more info, enter 68 at www.MT-freeinfo.com


Got items for Stu� Happens? Send your news to [email protected]


“The person who says something is impossible

should not interrupt the person who is doing it.”

These “Fightin’ Words” come from the staff of MT. We don’t know who among us prominently posted them in our break-room several months ago, but the admonition still makes us smile.

Alas, regarding the original source of this quote, we don’t know for sure. If you do, please advise.

BRIGHT

SPOT

R.I.P.We regret to announce that our longtime friend and colleague Tom Madding passed away on July 4, 2013. Tom had been associated with Applied Technology Publications, parent company of MT, for more than 10 years. During that time, he served in numerous roles, from national sales/management positions to overseeing our annual MARTS conferences. To view Tom’s obituary, please visit www.mt-online.com/RIP.

AutomationDirect has teamed up with the Boy Scouts of America (BSA) to inform and inspire youth in the area of software programming. The company recently joined Radio Shack, VEX and the BSA to launch a Programming Merit Badge at the 2013 National Boy Scout Jamboree (held last month in West Virginia). During the event, 40,000 Scouts had the opportunity to learn about this merit badge using tutorials to understand programming theory for embedded controllers, robotics and ladder logic using CLICK PLC. They then had a chance to perform required programming tasks to receive the badge. Reports indicate more than 800 Scouts lined up at the Jamboree to earn the new merit badge.


STUFF HAPPENSNEWS

Title: Execution: The Disipline of Getting Things DoneAuthor: Larry Bossidy and Ram CharanReviewed By: Chuck Edwards, President, Lenze Americas

Title: Execution: The Disipline of Getting Things DoneAuthor: Larry Bossidy and Ram CharanReviewed By: Chuck Edwards, President, Lenze Americas

TitleAuthor: Larry Bossidy and Ram CharanReviewed By: Chuck Edwards, President, Lenze Americas

MT’sBook Club

Recommended Reading For Maintenance & Reliability Pros

Have you read a book that could be of value to other readers of MT? Tell us why in 50 words or less.

Visit www.mt-online.com/bookclub for Book Club Rules and submission forms. Or, after reading those rules,

send your reviews directly to [email protected].

“Over the course of our careers, we have many opportunities to develop strategies and business plans. The difference in achieving or falling short of planned results is locked in our ability to EXECUTE. This 2002 book guides the reader through the linkage between planning, clearly defi ning responsibilities, with the key of maintaining accountability throughout the organization, and understanding the processes of People, Strategy and Process. The key points are applicable to managers at all levels.” . . . CE

Got items for Stu� Happens? Send your news to [email protected]

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WHITE PAPERCORNER

Showcasing In-Depth Technical Articles From Your Suppliers WHITE PAPERCORNER


TOPIC: Do you control maintenance or does it control you?

Are you struggling with a high ratio of emergency (unplanned) to planned work orders, a huge backlog, a lack of suffi cient resources, an inability to balance the work load, constant work interruptions, not having parts when needed, recurring failures and much more? In these lean times, when more is expected from fewer resources, having a highly effi cient maintenance program with thoughtful planning and scheduling is the key to success. This month’s featured white paper by Kris Bagadia will help you reduce maintenance costs and maximize effi ciency. Access this “must-read” at: www.mt-online.com/PEAK.

A long-time educator and consultant to industry and a frequent contributor to MT, Kris Bagadia is President of PEAK Industrial Solutions, LLC.

Based in Brookfi eld, WI, PEAK specializes in helping organizations improve the effi ciency of their maintenance operations and develop sustainable data-driven asset reliability and maintenance strategies. Telephone: (262) 783-6260; or email: [email protected].

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12 | mAintenAnce tecHnoloGY AUGUST 2013

UPTIME

Bob Williamson, Contributing Editor

Problem-Solving And Culture Change

“We keep having equipment problems (not the same equipment all the time, but the same causes on the same shift almost every time). We know what we need to do from a reliability perspective, BUT we can’t get anybody else to change the way they do things. How do we get buy-in for working smarter?”

Why change? We’ve always done things the other way… The answer to that age-old question sets the stage for a shift in behaviors and habits—or further entrenches us in the way we’ve always done things. We are all creatures of habit. We like consistency in the way we do things. It’s easier that way.

For some, changing habits is extremely diffi cult, often distasteful. In reality, however, we ALL change many things we do as times change, as technology changes, as society changes, as our family changes. In those cases WE choose to change. That’s the key: choosing to change rather than being changed.

Got gas?We often choose to change the way we do things because the alternative could actually be more diffi cult or no longer an option. Sometimes change is forced upon us by economic reality. Take the price of gasoline for example. When gas prices soared to record highs several years ago, countless people cut back on their travel. Some sold their trusty “gas-hog land-yachts” and bought smaller vehicles or more economical hybrids. Many simply started driving less. They did all this due to fear of the alternative: paying more for fuel and having to cut back spending on other things in their lives.

Yet we adapt. No longer is $3 gasoline the crisis it was in August 2005. For the most part, we’ve adapted. Although we pitched a fi t when the prices of gasoline hit $4 per gallon in mid-2008, we seem to be taking it in stride today. Sure, we long for the good old days when gas was under $1.50 per gallon (November 2003), but the reality is what it is.

Got change?In today’s workplace, while many things get changed, most of us don’t get asked if we WANT to change. Is it change for change’s sake? Are we expected to change

because something bad could happen if we don’t? Frequently, there’s no convincing reason to change from our comfort zone.

What we don’t like is BEING changed for “no good reason.” The new boss has a new idea, and we all have to hop on the bandwagon and CHANGE how we get things done. Or perhaps our site’s Information Technology group decided to change to a new and improved computerized maintenance management system (CMMS). Just because somebody else has a new idea doesn’t necessarily mean his/her/their idea will improve the way we do OUR work. Maybe it will, but being creatures of habit, we typically ask “Why?”

Why change?Consider this example: The packaging line was com-prised of eight machines connected with conveyors. Everything was running pretty much as planned during the day (1st) and afternoon (2nd) shifts. Then the mid-night (3rd) shift showed up, and the packaging line runs horribly. Of course they blamed 3rd-shift maintenance for not keeping the machines running right. Scrap bins were overfl owing, and the maintenance mechanics had their heads in the troublesome machines for most of their shift. Most people accepted the fact that the 3rd shift was made up of the most inexperienced people around—and that was just the way it was. Thus, why would everybody else need to change?

Is there a business case for changing the way the 3rd-shift crews operated and maintained their pack-aging line? Technology has given them the ability to produce more scrap and produce it faster than any other shift. Is that acceptable? The short answer to anyone who understands the cost of scrap product is “NO. That is NOT acceptable!” Throwing fi nished product in the dumpster is not a prescription for busi-ness success in anybody’s book.

This answer provides the foundation for building a compelling business case for change. The answer to “why change” may seem apparent to some, but it must be clearly communicated along with a change strategy. Leadership in the plant (i.e., plant manager, depart-ment manager, shift supervisors) must communicate a straightforward business case for changing the way the 3rd shift operates and maintains the packaging line.

improve the way we do OUR work. Maybe it will, but being creatures of habit, we typically ask “Why?”

AUGUST 2013 mt-online.com | 13

UPTIME

They all must fully understand and be able to effec-tively communicate what might seem obvious to them. In the case of the packaging line, the business case for change could be summed up here in Statement #1:

This brief statement answers the basic question of “why change?” It doesn’t answer, however, 1) who and how changes will be made; 2) when will the change process begin; and 3) what will we have to change?

Change what?Now that we know why and where change is needed, the next steps in the process (i.e., changing what, who, how and when) will be easier.

Problem-solving, root-cause analysis and brain-storming appropriate improvements seem to be in order. Now is the time to form a cross-functional “lead-ership team” of knowledgeable and respected people to ask a few questions:

n What is the difference between the three shifts?

◆There are different people involved (operators, mechanics, supervisor).

◆Time of day is different.

◆There’s a lack of experienced operators.

◆There are fewer mechanics on 3rd shift.

◆3rd-shift operators often rotate to other lines and jobs in the plant.

◆Same product is run at the same line speed.

◆There’s higher carton-related scrap on 3rd.

◆Two more people were added to 3rd shift to handle the scrap products.

n Why does the packaging line run so much better on the first two shifts than on the third?

◆It has stable, experienced crews (operators, mechanics, supervisor).

◆It has experienced mechanics.

◆There are more mechanics available.

◆PMs are performed on day shift (“. . .they know the machines. . .”).

n Were the 3rd-shift operators and mechanics given the same type of training as their counterparts on the other shifts?

◆“We added a whole bunch of new operators in the past two weeks and left it up to the super-visor to coach them. The training department was not fully involved. . .”

◆All mechanics are experienced and have taken part in formal training.

Following this line of questioning, we may be led to believe that “the lack of formal operator training” was the cause of the poor packaging-line performance, but that’s NOT enough.

In the first place, formal packaging-line operator training may not be what is really needed to solve the problem (and providing it would be time-consuming). So, we must dig deeper: training to do what, when?

The questioning continues:

n Where is the biggest scrap rate in the packaging line? Why?

◆The carton wrapping machine is a problem. Why?

◆Box flaps are catching on the guides. Why?

◆Carton flaps are not fully seated. Why?

◆Product is not being fully inserted. Why?

◆Manual operators have not been trained on how to fully insert the product and seat the flaps. Why?

“Every time we scrap product it puts us further behind

in our production schedule. And every time we scrap

product, it increases our cost per unit shipped. While

our competition might appreciate that, our customers

don’t. And, our company’s vision is ‘striving to be low-

cost, high-quality and best in on-time delivery in our

markets.’ We must find ways to improve the 3rd-shift

packaging line performance.”

14 | mAintenAnce tecHnoloGY AUGUST 2013

UPTIME

The compelling business case for “why change” was commu-nicated earlier (see Statement #1). Now it’s time to answer the other questions and communicate them in ways that “sell change” to everyone involved in the process. Be specifi c, as shown here in Statement #2:

What you’ve just read is a real-world example of a focused change, driven by a compelling business case, focused on a specifi c group of people, on a specifi c process, changing a

few specifi c methods and topics of training. The 3rd-shift crew improved their performance in less than two hours!

Got opportunities?Problem-solving combined with culture change provides a basic framework for leading. Be careful about throwing traditional broad solutions at problems begging simpler solutions. By identifying specifi c problems and causes, improvement strategies and tactics are easier to sell. As mid-century industrialist Henry J. Kaiser said, “Problems are only opportunities in work clothes.” Where are your opportunities? MT

Robert Williamson, CMRP, CPMM, and member of the Institute of Asset Management, is in his fourth decade of focusing on the “people side” of world-class maintenance and reliability in plants and facilities across North America. Email: [email protected].


“Product-inserting and carton-fl ap-tucking represent the

biggest opportunities for improvement on our 3rd shift.

All packaging-line operators on the 3rd shift will be trained

and qualifi ed to insert product and tuck carton fl aps

according to the product standard prior to working

on the line. Supervisors will assure that the training

standard is maintained whenever they rotate people from

line to line.”

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FOR ON THE FLOORFOR ON THE FLOOR

Repair or replace? When the answer is “repair,” today’s maintenance pros usually know right away if the work can be done on-site with in-house staff or if an outside service contractor is needed. When contractors get the nod (as they increasingly do) maintenance teams like to think their equipment is in good hands. But is it? Sometimes yes, often no, say MT’s Reader Panelists, most of whom see room for improvement.

Panelists listed their top send-outs as follows (in alpha order): boards; CNC servo controllers; CPUs; drives; gearboxes; meters and other test equipment; motors, especially large-capacity and ECM motors; power supplies; power tools and pumps. Here’s what they told us about their repair-service experiences:

Q: How has your use of outside repair services changed in the past five years?

“We used to do our repairs in-house, but we send out almost everything now.”

… PM Leader, Midwest

“Five years ago we repaired about 85% of our equipment in-house. Now our administration says in-house repairs are too costly.”

…Former Sr. Maintenance Engineer, now a Teacher, West

Q: Why do you use outside repair services?

“Cost and because delivery is often better than the OEM.”

… Reliability/Maintenance Engineer, South

“When our trades were downsized, we were left with a staff that worked on machinery only.”


“Because they have equipment we don’t or they can do the job more cost-effectively.”

… Maintenance Supervisor, South

“Our accounting department said a maintenance engineer at $28/hr plus benefits costs us more to repair equipment than to use outside vendors.”

…Former Senior Maintenance Engineer, now a Teacher, West

Q: How do you rate the service level you receive from outside repair providers? “With few exceptions, most of my experiences with outside repair services (other than OEM) have been disappointing. The level of service and quality of repair is almost always substantially lower than promised.”

…Reliability/Maintenance Engineer, South

“The service we get now is like a crapshoot. The success rate for our main repair house is about 60/40. We get back repairs that are incorrect or fail in a short period of time. Our tradesmen are very unhappy with anything that has been repaired there.”


“Our [main] vendor has always been open and responsive to our needs.”

… Maintenance Coordinator, Mid-Atlantic

“The primary machine shop we use has served us over 20 years, and although they are an hour away, they offer pickup and delivery. They do quality work at a fair cost, and are available 24/7. However, we have been unimpressed with elec-tronic repair services we’ve used in the last five years. Many parts are returned as ‘repaired’ that did not pass incoming inspection.”


“Rating outside vendors seems to depend on the service contract we have with that organization. Sometimes they are average and other times they are real bad. The vendors we use today come from a “Vendor Approved” list set up by Purchasing.

Repair Services: Room To Improve

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

Rick Carter, Executive Editor


FOR ON THE FLOORFOR ON THE FLOOR

This is a problem because many of these vendors are not local, costs are high, repairs are slow and quality is poor. It is difficult to add vendors we would like on the list.”


“The service level has dropped off in recent years.”…Production Support Manager, Midwest

Q: How could your provider(s) improve their service, if necessary? “Many service companies will take on work they are not equipped to repair. They often lack knowl-edge of the component, necessary test equipment or are unable to obtain the right parts. When these situations occur, the outcome is almost always negative for the customer.”

…Reliability/Maintenance Engineer, South

“They should do what they promise and not tell the customer they can provide a service or meet a deadline if they can’t. When they lose my trust, I will no longer do business with them, no matter the cost.”


“Service should be done right the first time. Too many times, service is not done correctly and repeat visits are needed.”

… Production Support Manager, Midwest

“Providers should become better partners to understand what customers need, and treat all customers the same, regardless of size.”


Q: What are the best and worst experiences you have had with outside service providers? “The worst was having to send a circuit board out for repair more than four times to get it repaired correctly.”

… Production Support Manager, Midwest

“Best: After-hours we needed a part that was not available anywhere. [Our provider] fabbed a new part overnight from our specification, and helped us avoid what could have been a significant loss of

materials. The worst: We sent a critical pump to a vendor who returned it improperly assembled and it failed on startup. The repair cost was high, the pump was not delivered on time and it resulted in two days lost production.”

…Maintenance Supervisor, South

“The best experiences I have had seem to be with small, well-established family-run companies. These companies are local and take interest in our success as well as theirs. The worst experi-ences are with large, out-of-the-area, companies. Their techs often speak little English, do not listen to our need and blame our operators or mainte-nance staff for problems.”


Be clear about everything Communication and follow-up take on added importance when dealing with repair services. Clear instructions are necessary, backed by the ability to ensure that providers follow them. “Holding them contractually responsible for their work” is key, says a Panelist who has learned the hard way. His site put an end to questionable rebuilds and sloppy workmanship by enhancing contract language and reminding providers what was expected of them. “Once they realized they would have to absorb the cost for inferior work,” he says, “they improved their Q.C. and manage-ment oversight, and the problems went away.”

Another Panelist recommends a dose of skepti-cism coupled with standard monitoring metrics. “There are some great repair companies out there,” he notes, “but don’t believe everything they tell you. Track your repair success and failure data for six months or a year, and you will have no problem identifying the good or bad ones.”

In the meantime, to make better repair/ replace decisions, consider using a decision tree. One Panelist shared those his operation uses with AC and DC motors. Based on guidelines from the U.S. Department of Energy’s MotorMaster Program, they’re available for download at: www.mt-online.com/decisiontree. MT

Interested in joining our Reader Panel? Visit www.mt-online.com/readerpanel for details.

AUTOMATION INSIDER

Put Your Assets To Work

By Contributing Editor Gary Mintchell

Last month, I went into detail about HART Communica-tion technology and how the embedded diagnostics could help maintenance and reliability professionals do a better

job—if only they knew about how to tap into this valuable resource. This month’s column explores a technology that works within asset-management and operations systems to provide users with all of the information that exists within each instrument: FDT Technology (www.fdtgroup.org). Short for “fi eld device tool,” this technology can be used in existing or new facilities, and can drive signifi cant operational and fi nancial benefi ts across the entire plant life cycle.

An untapped resourceFDT technology is not new: It’s been available for several years in the majority of distributed control systems and smart fi eld devices—often without being leveraged by the user. It provides a standardized communication interface between fi eld devices and control or monitoring systems used to confi gure, operate, maintain and diagnose intelligent fi eld instrumentation assets for both factory and process automation applications.

The key features of FDT are its independence from any communication protocol and the software environment of the host system. FDT Technology allows any FDT-enabled device to be accessed from any compliant host, using any fi eld communi-cation protocol.

The technology consists of two main components: the Frame and the DTM (device type manager). The frame is either an embedded component of the control system suite or a standalone application, whereas the DTM is a device-specifi c application that launches within the frame itself.

A software component specifi c to a device, the DTM contains application software that defi nes all parameters and capabilities included in that device (similar to a device driver for a printer). DTMs provide access and the graphical inter-faces needed to easily confi gure simple and complex devices. They further aid users during commissioning of devices,

preventing costly trips to the fi eld and permitting mainte-nance of devices with sophisticated diagnostic tools.

A DTM is displayed or accessed from a Frame Application, which is a software window that provides the user interface between the device DTM and various applications such as device confi guration tools, engineering work stations, oper-ator consoles and asset-management tools.

The information sitting in intelligent fi eld devices is most often stranded—only to be accessed during device confi gura-tion or troubleshooting. The full benefi t of this information is only realized when devices are regularly scanned to verify the reliability of the process measurement, device health or potential process problems. Users around the world have discovered the signifi cant benefi ts of improved asset manage-ment when they use FDT Technology to help manage their intelligent fi eld assets.

Instead of routinely checking the health of devices manu-ally, you can use FDT Technology to better manage your assets and increase workforce availability (i.e., let personnel focus on the “real” critical issues). Allowing FDT-enabled asset manage-ment to help identify and assist the user to effectively schedule appropriate work orders can increase reliability of assets while reducing labor and maintenance costs.

To date, benefi ts realized by users of FDT have included, among other things: faster device confi guration and commissioning; reduced maintenance cost (via only repairing devices in need of repair); avoidance of unscheduled shutdowns; and reduced numbers of trips into the fi eld—with the side benefi t of improved safety.

For more information, go to my podcast interview with FDT Group Executive Director Glenn Schulz at themanu-facturingconnection.com/2013/06/podcast-131-with-glenn-schulz-of-fdt-group-2/. MT

Gary Mintchell, [email protected], co-founder and longtime editor-in-chief of Automation World maga-zine, now writes at www.themanufacturingconnection.com.


By Contributing Editor Gary Mintchell By Contributing Editor Gary Mintchell


2013 EXECUTIVE OUTLOOK

We at MT have been speculating ad nauseum about reasons for the lingering, less-than-stellar economic conditions to which the U.S. has almost become accustomed. To get a better handle on the issue, we invited several industry leaders to provide their

own assessments of the situation and suggest some possible corrective measures. We share their thoughts with you on the next 10 pages. . .

What’s holding up our long-awaited economic recovery,especially as it applies to the industrial sector?

What can or should be done to break up the logjam?

EXECUTIVE OUTLOOK 2013

Great News: Congress Does Not Control The U.S. EconomyEnrique Santacana, President & CEO, ABB North America

If it seems like it’s taking a long time for the U.S. to rebound from the Great Recession, that’s because it is. In fact, the pace of this recovery is about half that of others experienced since the end of World War II, but it also seems weaker. That may be because, while businesses took the hit early and have since recovered (both investment and production levels are in line with previous recoveries),

individuals have fared far worse.The destruction of jobs and personal wealth that took place in 2008/9 was unlike anything most

of us have ever witnessed. Job creation since the recovery began remains anemic at 5.4%—half the average gain in postwar recoveries. Similarly, real consumer spending since 2009 (8.3%) is roughly half the historical average for postwar recoveries. Household net worth has increased by 23.2%, which actually is higher than the average, but most of that increase has fl owed to the wealthiest among us (i.e., those with the most in the game as securities markets turned up).

Housing presents another challenge. New and existing home sales are increasing now, but they were fl at for most of the last four years. Consequently, new home construction has not played its usual key role in building a recovery. At the same time, despite a recent uptick in home prices, homeowners still do not have as much equity with which to support new spending.

The bottom line is that the current economic recovery is fi ghting against a lack of demand. Historically, people have spent more coming out of a downturn but, for various reasons, they are not spending as much this time around. So, what can be done to spur growth?

In the short term, there are tax breaks such as the recent payroll tax cut, and stimulus spending like the American Recovery and Reinvestment Act of 2009. Longer-term growth, though, will require changes that are more structural in nature: Expanding foreign trade, controlling the cost of entitlement programs, fostering game-changing technologies, reforming the tax code to reduce loopholes while broadening the base—all of these would produce a healthier economy. However, given the current political climate, it is unlikely that any action on the scale required will emerge from Washington in the near future.

The good news is that Congress does not control the economy, which is showing new signs of life. The National Association of Home Builders index of homebuilder confi dence rose to 57 in July, a 7½ year high. That index measures the industry’s view of current conditions with a score of 50 as break-even. Homebuilders’ view of future conditions (i.e., single-family home sales over the coming six months) came in even more solidly positive, with a score of 67 on the same scale.

Barring some unforeseen crisis (e.g., the confl ict in Syria boiling over into a regional war), the recovery will likely proceed. Things are moving in the right direction—albeit more slowly than we would like. Perhaps the greatest mistake now would be to allow a strengthening economy to gloss over the need for more fundamental reform. It won’t be easy, but reform is needed, if not to bolster the recovery in the short term than to support broad-based growth over the long term. MT



If it seems like it’s taking a long time for the U.S. to rebound from the Great Recession, that’s

THOUGHT LEADERSHIP


Focus On Jobs, Education And U.S. Competitiveness William J. Stevens, President & CEO, Motion Industries


Since the beginning of the year, we have seen the industrial sector being very cautious and conservative with regard to plant expansions and projects. We believe that this cautiousness is caused by continued general economic uncertainty.

MRO spending with our customers remains guarded and slow. However, unlike other slow periods where shift eliminations and employee headcount reductions were prevalent, we are seeing plants continuing to operate at acceptable levels without such adjustments. MRO and capital projects for equipment upgrades and process improvements continue to be planned and developed, but are being pushed out into the future as opposed to spending the necessary money today. The general feeling was that we would have more clarity as to the direction of our economy by this time of the year, but that’s not the case. We look forward to this happening—and those upgrades and process improvement projects being acted upon.

While a large part of our business is MRO, we do sell to quite a few OEMs. Most OEMs, though, are not producing for inventory at this time, but building only what is needed to fi ll immediate demand. In addition, many OEMs have invested in better equipment over the past few years and, with the help of increased plant automation, have improved their effi ciencies and productivity. Although good over the long run, this invest-ment has dampened the immediate need for parts, maintenance and additional labor.

Interestingly, we’re noting that maintenance budgets and spending are not as aggressive as they have been in past years. Many companies have better tracking systems today, allowing them to know what parts they already own that can be used company-wide, versus multiple storerooms that would all stock many of the same products—as was done in the past. We continue to cycle through this change in buying patterns.

In our opinion, there are several things that could help break up the logjam and begin growing a healthier economy. For example, a government incentive for creating jobs is needed, versus the cost penalties we’re seeing today. There are no consistent or meaningful incentives to offset the increasing costs of programs such as healthcare and competitive benefi ts that we are all facing.

In addition, the United States needs a positive program or campaign to show how competitive that products made here have become compared to those produced in other countries. To be effective, this analysis must be based on “total cost”—which includes not just the price of items, but the cost of transportation associated with those coming in from other countries.

From an educational viewpoint, our high schools need to be as positive about the development of careers for skilled labor in industry as they are about the pursuit of a college degree. We are beginning to see a shortage of skilled workers in the plants that we sell to. Ultimately, this could have a negative impact on our country’s global competitiveness as a producer of goods.

Finally, we as manufacturers and sellers of products and services must continue to invest in industry, adding innovative new products and services for future growth. MT



Recognize And Embrace Possibilities For Innovation Steven P. Richman, President, Milwaukee Tool Corporation

You will hear many viewpoints from brilliant minds all over the world as to what is holding up our long-awaited economic recovery. Whether conservative or liberal, politician or econo-mist, everyone has differing opinions and theories on why we continue to maneuver our way through a challenging economic environment. The truth is, we don’t know exactly why there is

a logjam or what is holding back a full-scale recovery. Those of us at Milwaukee Tool believe our clear path out of the lingering gridlock is through

innovation: The key to the continued growth of our industry lies in consistency of delivering value and productivity to end-users through innovative products that save time and money.

When we look at the economic landscape today, specifi c geographic markets are doing signifi cantly better than other markets throughout the United States and Canada. Southern California, Northern California, Texas, Miami, FL, and Vancouver, BC, for example, are coming back strong, while other areas are still very slow. Durable-goods manufacturing was the largest contributor to U.S. real GDP by state growth in 2012—and those companies that focused on delivering new and innovative solutions within their industries were rewarded with growth.

At Milwaukee Tool, we continue to ask ourselves what we can deliver to help professional tool-users be more profi table, safer and more productive on their jobs across the board. Ergonomic features, performance capabilities, quality and durability are just the beginning. As a tool manufacturer, without focusing on these important aspects, users of your products are not going to view you as a credible brand.

Above and beyond that, we want to win by changing the game with productivity through innova-tion: That is really our core strategy across all product lines. Whether it is through game-changing technology like you see in our M12 & M18 FUEL cordless lines, or strategic partnerships that drive a dramatic shift in predictive maintenance, as you will see from Milwaukee in coming months on our Thermal Imaging line, we are constantly looking for ways to do things differently than we have done in the past to provide the best solutions in the industry.

By creating new-to-world products and driving productivity solutions, Milwaukee Tool has seen double-digit growth year over year—despite the challenging economic conditions. As a result, to support this type of ongoing growth, we have invested $25 million in our U.S. manufacturing footprint. With an intense focus on our core users, we have been able to fi nd growth in a struggling economic sector by seeking out opportunities in less developed categories.

It is our philosophy that there are always possibilities for innovation—and we believe this holds true across all levels of the economy, from supply chain to manufacturing. Accordingly, we feel that if more companies would embrace a similar approach, the capital structure would begin to improve through collective effort and collaboration. MT


You will hear many viewpoints from brilliant minds all over the world as to what is holding

THOUGHT LEADERSHIP


Invest In Opportunities,Regardless Of HeadwindsPoul Jeppesen, President and CEO, SKF USA Inc.


As a company with a cultural legacy of taking advantage of overseas opportunities, we’re excited by the long-term prospects for business in the United States. There’s a growing re-industrialization that brings extended value to the economy, a strong knowledge-park and university-based research network and energy-cost advantages from shale gas and other domestic resources. While many

companies are taking a wait-and-see attitude toward the recovery, we tend to focus on existing opportuni-ties, regardless of current political or macro-economic winds. There are longer-term forces at play: the need for improved productivity, energy effi ciency and reduced environmental impact. Companies must continue to invest in these areas, but the thresholds for payback and investment will vary.

At SKF, we invest in product and manufacturing developments that will lower those thresholds and allow our customers to derive greater value from their assets: We offer them ways to reduce the environ-mental impact of their products or operations, whether through reduced energy use and CO2 emissions or greater material and resource effi ciency. A good example of this is our magnetic bearing and permanent magnet motor system for wastewater treatment plants. Part of our growing BeyondZero portfolio, it allows aerators to operate with a 40% energy savings and lower noise levels. Moreover, it doesn’t require a special tax credit or incentive to provide a solid value proposition to plant operators.

To better support our critical R&D efforts, SKF has announced plans for a global technical center in the U.S. that will complement our center in Utrecht, Netherlands, and join our recently established centers in other growth regions—namely India and China. This will ensure that we don’t miss the unique needs of innovative customers in North America, while facilitating and expanding our partnerships with leading U.S. universities. In addition, our Aerospace group recently launched the SKF Aerospace NA Innovation Center at Penn State’s Behrend’s Knowledge Park in Erie, PA, to work directly with student researchers.

Actions like these are just two ways to help break through the “logjam” that this year’s Executive Outlook questions referenced. Specifi cally, they’ll help us address a need for engineering and manufacturing talent and let us work on sustained recruitment and hiring efforts to attract the best and the brightest.

An historical obstacle, though, is a general perception that mechanical engineering (as one example) may seem “unexciting” to some candidates. We in the business know nothing could be further from the truth. To that end, SKF, along with other major U.S. companies, has agreed to open our doors during October for educational visits by students, to help them learn what manufacturing facilities do—and how they do it with the support of many skilled individuals. Visiting young people will be able to witness fi rsthand the process of raw materials turning into fi nished products, and, for some, a spark of interest will ignite. In the meantime, let’s all agree to open our doors to new ideas and new ways of working—and also open our checkbooks to support innovation. The resulting activity will stimulate hearts, minds and the economy. It’s an investment that we at SKF are sure will pay off. MT



More Demand Will GrowAn Appetite For Investment Ralf Kraemer, CEO, Klüber Lubrication North America

With the economy growing around 2%, and a stock market up above 15,000 (Dow Jones), one would think that the economy is doing better—or even well. As a matter of fact, given all the uncertainties from both domestic and global perspectives, our economy is doing pretty well. So, how is it that we are still considering the recovery to be sluggish? The main

reason is that unemployment continues to hover around 7.5%. Often, companies are hesitant to invest unless they absolutely have to, and unless they can see a clear and immediate return.

Two-thirds of the economy is based on consumer spending; corporate spending drives the remaining third. For several months now, consumer spending and consumer confi dence has been driving GDP. Industrial spending is much more limited and often only takes place if current demand makes it absolutely necessary to add capacity, upgrade equipment and hire workers in order to avoid unhappy customers. This current lack of industrial investment can be observed by looking at the manufacturing sector of our economy in more detail.

After the Great Recession in 2009, the manufacturing sector, driven by market demands, actually grew month after month, for an almost-unprecedented period of approximately three years. While those increases in growth were small, over time they were signifi cant for our manufacturing sector and our economy. Companies upgraded equipment and installed new technology, including more productive, automated equipment as the demand for products increased. During the last several months, this trend in manufacturing has slowed considerably as a result of decreasing demand (again, almost unnoticed). At Klüber Lubrication North America, however, we have continuously made substantial investments in our manufacturing and customer-service operations—which are driven by continued strong interest and high demand for both our expertise and our engineered industrial lubrication solutions.

Current economic growth is, to a large part, due to a signifi cantly improved housing market and the automotive industry gaining strength. These are positive developments. Still, housing and automotive are mainly driven by consumers—not by corporations. To grow our domestic economy in a productive and healthy fashion, further investments in technology and advanced manufacturing equipment is necessary. This will call for long-term planning and an appetite for long-term investments, and require companies to produce the fi nancial returns and cash fl ow to benefi t from these investments and service associated debts.

Ever-changing and increasing rules and regulations have made it diffi cult for companies (and some-times consumers) to know where we will be six, 12 or 18 months down the road. What do you do if you don’t know what you will face or what you will be able to work with in the near future and, more important, in the long-term? You wait until the dust settles before you make your mid- and long-term commitments. Investments in technology and adding to your workforce are exactly that—mid- and long-term investments that you don’t want to plan or change on short notice. The efforts with such commitments are not insignifi cant: Considering the fi nancial risk exposure, management has to make sure that the return expectations for its investments are justifi ed. MT


With the economy growing around 2%, and a stock market up above 15,000 (Dow Jones),

THOUGHT LEADERSHIP



Help The U.S. GovernmentEnsure U.S. CompetitivenessMike Laszkiewicz, Vice President & General Manager, Power Control Business, Rockwell Automation, and Chair, Manufacturing CouncilPower Control Business, Rockwell Automation, and Chair, Manufacturing Council

The United States enjoys a proud tradition as a global leader in the manufacturing sector. This leadership has been fueled by bright ideas, a progressive approach to technology and a spirit of pride and entrepreneurship. Our national and economic security—our ability to create wealth and new jobs—depends on a robust advanced manufacturing infrastructure that supports the

production of high-value goods and services for U.S. and global markets. The U.S. will be the best place in the world to manufacture and attract foreign direct investment,

but our government needs to support a tax climate that promotes manufacturing in America and enhances global competitiveness here. It needs to provide for a strong and permanent R&D tax credit and ensure credits are balanced between technology and applied or process research. It also needs to ensure and independently verify that benefi ts of new regulations justify their cost to manufacturers. And, lastly, common sense and fair legal reform must be implemented to reduce direct tort costs to U.S. manufacturers.

One way we’re working to help achieve these initiatives is through the Manufacturing Council, established in April 2004, as the result of an International Trade Administration report calling for enhanced U.S. government focus on manufacturing competitiveness. The Council works to identify and recommend ways the U.S. government can respond to challenges facing U.S. manufacturers and ensure our competitiveness at home and abroad. Council members, representing a diversity of American manufacturing-industry sectors, provide a unique perspective toward developing actionable, measurable recommendations on policies and programs submitted for the Secretary of Commerce’s consideration.

Recently, the Council identifi ed four key priorities: (1) Workforce and Public Perception of Manu-facturing will determine what can be done to increase the number of skilled workers in the U.S., and identify working strategies to prepare for long-term workforce needs. (2) Innovation, Research and Development examines ways to encourage research, development and commercialization of innovation in manufacturing, and works to strengthen, encourage and promote research and innovation vis-a-vis public-private partnerships and policies that reward innovation. (3) Tax Policy and Export Growth identifi es ways to ensure that trade and investment policies don’t hinder U.S. manufacturers, and consider trade and investment policies that assist them, such as proper enforcement of international trade law, current tax policies and reforms. (4) Manufacturing Energy Policy considers the many aspects of energy that impact manufacturing, including costs, sustainability regulations and long-term energy independence, and identi-fi es solutions to help manufacturers stay competitive and allow for industry growth while examining energy and environmental sustainability regulations that help U.S. manufacturers.

As manufacturers, we understand the crucial link between manufacturing and innovation and the indisputable link between innovation and economic power. The Manufacturing Council will work with the Commerce Department to ensure our competitiveness by responding to the challenges facing U.S. manufacturers at home and abroad. MT



Bring On More CertaintyTo Unleash Investing Power

Jay A. Burnette, President, Waukesha Bearings Corporation

Answering the question of “what’s holding up our long-awaited economic recovery” could be a sensitive subject. Thoughts of the logjam in Washington, budget sequestration along with fi scal and monetary policy all come to mind. In the interest of full disclosure, I’ll try to stay away from these topics.

Instead, we can focus on known information. Home prices appear to be on the rise, businesses, for the most part, continue to see growth leading to higher stock prices and consumer confi dence is trending to the positive. Unfortunately, it doesn’t seem like the positive data and trends are leading to the level of growth we might expect exiting such a signifi cant recessionary period. Are higher home prices leading to more construction? Are higher stock prices leading to more investment? Is higher consumer confi dence leading to higher spending? In the eyes of many, the resounding answer is “not to the extent that we expected.”

I’m a believer in certainty and confi dence. There are so many uncertainties in today’s economy that it’s very diffi cult to build long-term confi dence in the global economic recovery. Employment growth, consumer and government debt, slowing growth in China, ever-increasing regulation and lingering reces-sion in Europe all contribute to the worry. Hardly a week goes by that some leading indicator doesn’t hit the wire and cause an emotional adjustment to fi nancial markets. The fact is, information is more readily available today than ever before, and it provides the average consumer and investor countless opportuni-ties to modify behavior based on the “latest word.” These are not the conditions that contribute to high confi dence or certainty.

What can we do? We can start by looking at the glass as half-full. Many of us have diffi culty doing this—some days, we seem to argue whether there’s even a glass there! From a business perspective, there is no ques-tion that companies are taking an extremely cautious approach to the recovery. How much cash is available on corporate balance sheets? Think of it this way: Some of the largest (and most profi table) companies in the U.S. are more comfortable with their cash “under the mattress” than spending it on capital, research and development or acquisitions. While some have correctly noted that there are benefi ts to keeping cash on hand, how much is enough? In my mind it begs the question, “How can we provide enough economic certainty so businesses feel more comfortable investing?”

My view: We can all work together on building confi dence that the economy is improving. To start, we can focus more on identifying and analyzing “trends” instead of reacting to each and every “data point”—trends are what help us determine where we’re at in the business cycle. While I personally think we’re in the early stages of a more robust recovery, we must also realize that there are many external factors that can dampen the mood. Let’s hope those that infl uence the components of certainty rise to the challenge, for it is “certainty” that will unleash the investing power of businesses and help drive the economy forward. MT


Answering the question of “what’s holding up our long-awaited economic recovery” could be

THOUGHT LEADERSHIP



Review U.S. Trade Policy And Level The Playing FieldRich Heppe, President, Industrial Motors, Nidec Motor Corporation

As to what’s holding up our long-awaited economic recovery, it all begins with prioritizing how to spend money. And that means from the perspective of state and local governments, as well as the perspective of commercial companies.

Spending on public works projects is down 25% from where it was in 2010—all across the country. If our government representatives recognized that investing in public works projects puts people to work, broadens the tax base, improves and repairs infrastructure and circulates dollars back into local economies, real economic growth would be achieved.

On the private/commercial side, our customers in the electric motor industry are hesitant (really hesitant) to make major investments at this time. Many tell me that they would rather take a “band-aid” approach to a problem than engage in a major overhaul. Why?

In one word, “uncertainty”—uncertainty about the possibility of more government regulations coming down the pike, higher taxes and how the Affordable Care Act is going to impact their businesses.

I’m also concerned about the Federal Reserve Policy of Quantitative Easing: Is it a good strategy? It’s had a positive impact on the stock market, but what happens when the Fed begins to pull back on it?

We continue to hear reports about consumer spending getting better, but from my vantage point, I’m just not seeing the pull-through. For example, I’ve noticed that for the second quarter, the three-month moving average for things like industrial machinery and iron and steel products is down from the same quarter a year ago.

Other things hindering a robust recovery in the U.S. include Europe’s well-documented economic issues; there’s no real end in sight there. Plus, even though the economic growth rate is higher in China than it is in the U.S., we’re seeing a slowdown there.

Regarding what can be done to break up the “logjam,” I’ll circle back to my fi rst paragraph: I feel that it’s critical for state and local governments to invest in public works and infrastructure projects, like water and wastewater systems. We need to see infrastructure projects prioritized.

We can all participate by being active in and supporting our respective professional and/or industry trade associations. Nearly all of them have Governmental Affairs departments or groups that help shape policies and legislation.

U.S. trade policy is another area that needs to be reviewed. Just from an electric-motors point of view, we need to level the playing fi eld with Brazil and China in terms of taxes and tariffs. It continues to be much easier for manufacturers in Brazil and China to sell here than it is for us to sell there.

One fi nal thought: I think it would be a huge positive to repatriate cash held by U.S. companies outside the United States. Bring the cash back here, where it can help all of us, and our communities. MT



Grow Value Of ExistingAnd Planned Investments

Steve Sonnenberg, President, Emerson Process Management

First, we agree that the global economic recovery seems to have stalled, and indications are that it will remain fl at for the near term. Consumer demand has not yet exhausted existing manufacturing capacity, allowing manufacturers to defer major capital expansions. Many of our customers are instead working with us to improve the economic performance of their existing assets.

There is optimism in some sectors of the economy, notably those related to the shale oil and gas expansions. Similarly, depletion of oil fi elds is leading to new projects, and even new technologies like FLNG (fl oating liquefi ed natural gas) to meet global energy demands.

Emerson Process Management is helping further economic development by constantly increasing the value that our customers get from their existing and planned investments—for example, by improving plant safety, reliability and effi ciency. Much of the hard work has been done, and our customers are enjoying the benefi ts.

That said, we know that there is still room for improvement, especially in areas where the cost of adding sensing points to collect additional data was previously a barrier to project approval. We are aggressively addressing that barrier by driving down the cost and complexity of installing additional intelligent instru-mentation. For example, our investment in wireless technology has dramatically reduced the cost, time and effort required to install new instruments. Today, a manufacturer can install a wireless instrument at one-quarter of the cost of a wired device. This opens up new opportunities to monitor rotating equipment, steam traps and environmental conditions that were hard to justify earlier.

With the additional information provided by these new instruments, manufacturers can often identify problems before they impact production, and better allocate maintenance resources to reduce downtime and maintain safe and reliable operations. This ability to provide affordable pervasive sensing will help manufac-turers move from reactive to predictive maintenance—one of the keys to success in the 21st century.

It’s worth noting that pervasive sensing and the additional information it generates about manu-facturing operations and maintenance could actually add to the complexity of running an enterprise. The solution is an effi cient method to sort through the data, identify areas of real concern and convey the need for corrective action to the right persons in the enterprise to set things right. Increasingly, manufacturing enterprises will bring such data back to central locations where diagnostics special-ists or other experts can examine it and relay the need for preventative maintenance back to the plant. This centralized data analysis will also foster collaboration between disciplines that will often be necessary to arrive at the right overall course of action.

Being shut down for just one or two days a year due to unforeseen events can make the difference between successful fi nancial performance and the elimination of bonuses and profi t for entire manu-facturing complexes. To help our customers avoid such problems and play a role in the economic recovery, we are developing and deploying the eyes and ears that enable process manufacturing plants to move operational performance to previously unachievable levels. MT


First, we agree that the global economic recovery seems to have stalled, and indications are that it will

THOUGHT LEADERSHIP


All Of Us Have ToMake Our Own LuckWes Pringle, President, Fluke Corporation


Looking back, we knew in mid-2012 that we were headed into some choppy waters. Still, I don’t think anyone knew that the global macro uncertainty would endure for as long as it has—or that its breadth and depth would be as signifi cant as it has been.

Overall, we feel that the U.S. is probably one of the most stable markets worldwide right now. The European economy may continue to struggle for some time, affecting its worldwide supply chain. The relatively new uncertainty around China’s growth, meanwhile, has just started to create ripples. Then you have sector-specifi c changes to consider, such as the continued investments around oil and gas in the United States and Canada.

The other persistent change to consider is workforce demographics. I believe American industry is still compensating for an inadequate supply of skilled, experienced workers. Of course, we as an industrial culture are adapting, using Kaizen methodology to drive effi ciency and productivity and continuing the decades-long application of new technology. However, I think industry could do more to support vocational and engineering education.

Our own research here at Fluke indicates that when students graduate from American vocational technical programs, quite often they do not possess enough hands-on skills and fi eld experience to be a match for industrial hiring needs.* In regions with particularly acute shortages, some manufac-turers have taken the step of creating in-house apprentice programs. What if more industries, across broader sections of the market, took direct action?

I encourage all employers to collaborate with their local vocational colleges to help bring hands-on training as close to market as possible. As we have found, it’s rewarding to leverage our core compe-tencies in manufacturing excellence in ways that nurture the next-generation workforce.

I’ve been with Fluke for just over a year now, and I believe in what we do. Fluke is a noble business and a brand leader for a reason. Our products lead in safety, and in the hands of our customers, they keep the world up and running.

Ever since this most recent wave of economic uncertainty began unfolding, our mindset has been that we have to “Make Our Own Luck.” We may not be able to affect the health of global markets, but we are in complete control of our organizational health and our value to our customer. In other words, know your strengths, focus and deliver! MT

*Reference white paper at http://www.fl uke.com/fl uke/usen/community/fl uke-news-plus/ArticleCategories/RD/trends-in-the-workforce?utm_campaign=workforce&utm_source=PRN%20&utm_medium=release

‘We may not be able to affect the health of global markets, but we are in complete control

of our organizational health and our value to our customer.’

30 | MAINTENANCE TECHNOLOGY OCTOBER 2007

Remember Your ‘Three 100s’Overcoming Your Challenges

D uring the heat of summer, a common complaint in many plants involves the issue of wet compressed air. An ugly slurry of rusty, oily,

moisture-laden air—smelling much like an old unwashed gym sock—can collect inside piping and spray out on the precious product of your efforts. When it does, it soils clean surfaces, ruining machinery and contaminating all it encounters. Try as you might, after tuning and maintaining your air-drying units to perfec-tion, the bubbling mass somehow still manages to get past fi lters, dryers and drains.

In response to the problem, extra fi lters may be installed, with timer drains blasting hundreds of cubic feet of compressed air in an attempt to cleanse and fl ush the contamination away. That course of action only makes things worse—and pressure problems start to appear due to the extra load.

If the above scenario sounds familiar, you may need to pay attention to the following “three 100s” characteristics of your air dryers: Most air dryers sold in North America are rated for compressed air at 100 psi, an inlet-air temperature of 100 F and ambient conditions of 100 F. Read on. . .

Pressure. . .If your compressed-air pressure is lower than 100 psi, it means higher-than-rated air velocities are fl owing inside the piping of the air dryer. Such velocities make it harder to cool the compressed air to the temperatures required to make rated dewpoint—and harder to separate the moisture that’s left when the water vapor condenses.

Inlet temperature. . .The compressed air produced by your equip-ment is always completely saturated with water vapor as it enters the air dryer. The hotter the air, the more water vapor it contains. A rule of thumb is that every increase of 20 degrees F in air temperature doubles the amount of water in the air. Dryers can only remove the amount of water they’re designed to handle. The refrig-eration circuits of refrigerated dryers (and

desiccant beds of desiccant dryers) have been sized only for the amount of water contained in air at the rated 100 F temperature.

Ambient temperatures. . . The refrigeration circuits in refrigerated dryers need to expel the heat created when the water vapor condenses. The heat-exchanger circuits are designed for 100 F ambient conditions. Hotter temperatures reduce the effectiveness of the dryers.

So, if your facility is experiencing wet-air problems, you would be wise to check on your equipment’s “three 100s.” If they’re out of line, the cause of the wet air should be investigated. For example, ventilation problems can lead to overheated compressor rooms, causing ambient temperatures to exceed dryer ratings. High ambient conditions also affect the air compressors, allowing discharge temperatures to greatly exceed design conditions. This means what might have been diagnosed as a dryer problem is really a ventilation problem.

Note: Even when ventilation is improved, dryers sometimes will still need to be oversized to account for conditions that exceed ratings. CAC’s Best Practices Manual shows correction factors to use in doing this the right way. Information on purchasing the manual can be found at the CAC Website. While you’re there, check out and register for our November Webinar. MT

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

By Ron Marshall, for the Compressed Air Challenge (CAC)





Automated Systems


By Dr. Lube, aka Ken BannisterSymptom: “We are currently implementing a plant-wide ‘equipment reliability’ initiative promoting a tangible increase in failure reduction, life-cycle improvement and asset availability. We employ many automated lubrication systems and would like some basic advice on how to improve and sustain their reliability.”

Diagnosis: When set up and maintained correctly, an automated, centralized lubrication system is a very stable and reliable system. When system failures do occur, they are likely to result from maintenance neglect, abuse and poor set-up.

Prescription: Cleanliness Is Godliness. Lube systems use fi ne-tolerance components in their pumps and metering valves, which are NOT dirt-tolerant. Thus, you should: ■ Clean reservoirs and pump assemblies prior to fi lling or top-ups to avoid

dirt contamination.■ Check and change or clean fl uid fi lters regularly.■ Use a fi lter cart to transfer bulk oils to reservoirs. ■ Ensure fi ll-caps and breathers are clean and installed properly.

Don’t Mix and Match. Mixing lubricants can be detrimental to bearing life. To reduce such problems: ■ Label reservoirs with the correct lubricant-identifi cation tags.■ Identify lubricants on PM job tasks.■ Fill reservoirs using dedicated transfer equipment for a specifi ed lubricant.■ Use positive-locking fi ll-port connectors on lubricant reservoirs and

transfer equipment.

Tune Your System. If a lube system is using more or less lubricant than normal, or specifi c bearings show evidence of lubricant leakage or seem to be failing prematurely, your system is in need of a tune-up. Take the following steps:■ Review for any changes in pump and meter-point settings or sizes against

original design drawings/schematics.■ Review system integrity for open or blocked lines and check for any

intentional damage.■ Verify the system is designed to deliver the current lubricant viscosity

and weight.■ Confi rm that warning-system devices are working and machine operators

are regularly performing system checks and informing maintenance of any exceptions that are found.

Doing an occasional simple system review can ensure sustained reliability. MT

Lube questions? Ask Dr. Lube, aka Ken Bannister, author of the book Lubrication for Industry and the Lubrication section of the 28th edition Machinery’s Handbook. He’s also a Contributing Editor for Maintenance Technology and Lubrica-tion Management & Technology. E-mail: [email protected].

ubricationheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupheckupC

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“Sustainable industrial production” means long-term, holistic thinking. Key examples include minimal unplanned downtime, less friction and reduced lubricant consumption. The effect: lower energy consumption, less CO2 emission, longer maintenance intervals and longer component lifetime. To keep up with your sustainability goals, we are continually improving our environmentally-friendly lubricants.

Klüber Lubrication North America [email protected]/sustainability4

your global specialist

Specialty lubricants for sustainable effi ciency

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VOLUME 2 / NO. 2 UTILITIES MANAGER | 35

XX UM

Just The Facts, Please

William C. “Bill” Livoti

Whenever I watch the evening news, read a newspaper or listen to special interest groups, I can’t help but recall a joke I heard many years ago. It goes like this:

“A man had agreed to be baptized. The setting was on a beach with the tide rolling in. Per their custom, the minister and his assistant dipped the guy beneath the waves, then raised him back up. ‘Do you believe?’ they cried. Choking on a mouthful of seawater, the convert couldn’t answer, so he was dipped again… and again… and again. Each time he was lifted from the water, he was asked, ‘Do you believe?’ Eventually, the poor fellow could take it no more. Gasping for air, he managed to croak, ‘Yes, I believe. I believe you are trying to drown me!’”

The man in this story seemed to have the facts to justify his response: Underwater, he had every reason to believe he was drowning. But was he right? As for what this old joke has to do with power generation and energy policy, it’s a matter of “facts.” Are we really getting them?

It seems to me that some information distrib-uted by the news media may be a bit misleading. I’m annoyed when I hear people condemn coal and nuclear power-generation, especially when they preface their statements with “I was watching the news last night…” Unfortunately, many in the public tend to believe everything they read, hear and see coming out of various news outlets.

Historical case in pointJust focusing on the energy industry, some readers may remember the Three Mile Island incident (1979).When the event occurred, what was reported on and televised? Not the containment building. All eyes were on the natural-draft cooling tower—which continued to function, discharging harmless steam to the atmosphere.To this day, people still gaze in horror at the natural-draft cooling towers used at certain nuclear plants, believing that they are actually emitting radiation. (The China Syndrome movie only compounded the issue, since countless people also tend to believe everything they see in a theater.)

Let’s consider ‘clean coal’The term “clean coal” was not intended to be taken literally, but rather to be a differentiator from conventional coal-fi red technology. I’m sure the coal industry doesn’t mind the misunderstanding, but environmentalists seem to have a problem with it. To get a real taste of the level of emotion created by “clean coal,” do an internet search. The comments from both sides of the fence are amazing.

Some of you may have seen an interview with the CEO of a large coal company on the evening news recently, in which the statement was made that the coal industry has experienced some problems. What industry hasn’t? The following portion of the interview is what really caught my attention, though:

“Coal represents today 40% of America’s energy, and frankly, it’s been one of the fuels that has created the level of economic prosperity we enjoy in this country, and why we’d want to turn our backs on such a fuel absolutely defi es logic in many respects.”

. . . Alpha Natural Resources CEO Kevin Crutchfi eld(http://video.cnbc.com/gallery/?video=3000179537)

Mr. Crutchfi eld was being accurate in his remarks—and rather neutral on the idea that coal should not be the only fuel source for power genera-tion, but instead be part of a reasonable balance of multiple fuel sources. Sadly, as one might expect, his message was taken out of context and lambasted by some sources.

Here’s my pointPublic sentiment, driven by incorrect or piecemeal information, has played a role in creating a night-mare for today’s power industry, not to mention for our economic recovery. Distribution of inaccurate information can only add fuel to the fi re and dollars to our electric bills. UM

Bill Livoti is Power-Generation Business Develop-ment Manager for WEG Electric Corp. and Electric Machinery Co., Inc.

BIG MONEY TALKS UM



UM intelligent eFFiCienCy

36 | utilities manager Volume 8 / no. 3

tanuj KhandelwaletAP

The journey has been a long, sometimes bumpy one from both supply- and demand-side perspectives.

But today, with a range of advanced technologies and methodologies on board, the destination is almost in sight.

Utility stakeholders, owners, operators, managers and other

personnel have set out on an important journey to trans-

form an obsolete electrical grid into an infrastructure that

is smart, self-healing, predictable and effi cient. The lessons

learned along the way aren’t just about identifying weakness in the

system: They also involve exploring what can be done with current

and future technology. This article presents some snapshots of

where we’ve been and where we’re going.

The journey has been a long, sometimes bumpy one

Lessons From The Road:Closing In On A Smarter Grid

UMintelligent eFFiCienCy UM

Volume 8 / no. 3 utilities manager | 37

One of the first priorities for utilities is to assure a constant supply of power to its customers. Prompt troubleshooting and power restoration after outages is the performance benchmark of a utility. With the increased implementa-tion of smart-grid technologies and the quest to add new renewable power sources to it, there is growing pressure on utility owners, designers and operators to implement power-management solutions that put them in control of planning, operation and maintenance of their systems.

Thanks to real-time predictive software tools, utility managers can now have a clearer picture of grid perfor-mance—and thus preempt problems before they cause service interruptions. Utilizing a life-cycle-management approach will result in optimum system utilization, lower costs and maintained financial stability.

Fig. 1. Power-system monitoring and simulation (PSMS) deter-mines the appropriate system response to a variety of changes and disturbances by using electrical and physical parameters, loading and generation levels, network topology and control logics. PSMS can also determine the source of potential.

Power-system monitoring and simulationAs shown in Fig. 1, power-system monitoring and simu-lation (PSMS) can proactively determine the appropriate system response to a variety of grid changes and distur-bances by using electrical and physical parameters, loading and generation levels, network topology and control logics. But that’s not all PSMS can do: It also can determine the source of potential problems and advise on corrective actions to avoid interruptions.

intelligent monitoringSystem monitoring is the base function for any power-management software. Seamless integration with metering devices, data acquisition and archiving systems are essential to monitoring software. Real-time or snapshot data are linked to an online model of the system for proper presenta-tion of actual operating status.

All this information should be accessible to the system operator through advanced man-machine interfaces (MMIs), such as an interactive one-line diagram that provides logical system-wide views.

The next step is to process the telemetry data and deter-mine the missing or faulty meter values using advance tech-niques like a state and load estimator (SLE).

The system should also be able to compensate for the absence of physical meters by providing virtual metering of devices. Graphic watch windows summarize and record alarm conditions in case of unusual activity and provide continuous visual monitoring of user-selected parameters in any mode of operation. This provision would allow early detection and display of problems before a critical failure takes place. Periodic validation of the measuring devices is critical to any power-management solution. Online real-time validation of these devices with deviation alarming is part of the technology that differentiates the next-generation power-management solutions available today.

Online predictive simulationIntelligent monitoring can be taken a step further with the ability to analyze the acquired data. System engineers and operators must have instant access to energy information and analysis tools that allow them to predict an outcome before actions are taken on the system.

To design, operate and maintain a power system, one first needs to understand its behavior. The operator must have firsthand experience with the system under various operating conditions to effectively react to changes. This will help avoid the inadvertent plant outage caused by human error and equipment overload. The cost of an unplanned outage can be staggering.

For industrial and generation facilities that utilize power-system analysis applications, the ability to perform system studies and simulate “what if” scenarios using real-time operating data on demand is of the essence. Consider this example: Using real-time data, a system operator can iteratively simulate the impact of starting a large motor without actually starting the motor.

Sequence of events playbackThe ability to recover from a system disturbance depends on the time it takes to establish the cause of the problem and take remedial action. This requires a fast and complete review and analysis of the sequence of events prior to the disturbance. Power-management software should assist

UM intelligent eFFiCienCy

operation and engineering staff to quickly identify the cause of operating problems and determine where energy costs can be reduced. The software should also be able to reconstruct exact system conditions to check for operator actions—and probe for alternative ones—after the fact. This important tool serves as an ongoing learning process for the operator.

Besides reducing losses and improving data-gathering capability, such an application should assist in increasing plant reliability and controlling costs. The event playback feature is especially useful for root-cause-and-effect investigations, improvement of system operations, exploration of alterna-tive actions and replay of “what if” scenarios. Event playback capability translates into savings. For example, a conservative estimate of 10% reduction in downtime for an outage that lasts an hour yields about $33,000 in savings.

Online controlAn advanced power-management system should provide the options for full remote control to the system elements such as motors, generators, breakers, load tap changers and other protection devices directly or through existing Supervisory Control and Data Acquisition (SCADA) systems.

Moreover, the software should provide user-definable actions that can be added or superimposed on the existing system for automating system control. This is similar to adding PC-based processors/controllers (kV, kW, kvar, PF, etc.) or simple breaker interlocks to any part of the system by means of the software.

Supervisory and advisory controlsState-of-the-art supervisory and advisory capabilities should be used to control and optimize in real-time various param-eters throughout the system. Using optimization algorithms, users can program the power-management system (i.e., assist energy consumers by automatically operating their systems to minimize system losses, reduce peak load consumption or minimize control adjustment). For energy producers, this energy-management system can be set up to minimize generation fuel costs and optimize system operation.

In a recent study performed for a large industrial facility (150MVA), advanced optimization algorithms, native to the energy-management system, were utilized to reduce real and reactive power losses. Assuming a conservative power loss reduction of only 0.1% at an average electrical energy cost of USD $0.13/kWh, an energy-management system would yield savings of more than USD $135,000 per year and would pay for itself through the immediate realization of savings in operating and maintenance costs.

Real-time intelligent energy managementAn intelligent energy-management software control system (Fig. 2) is designed to reduce energy consumption, improve utilization of the system, increase reliability and predict electrical-system performance—as well as optimize energy usage to reduce cost. The next-generation smart-grid energy-management applications will use real-time data such as

38 | utilities manager Volume 8 / no. 3

Fig. 2. By extending traditional data-acquisition systems with an intelligent power-management solution, operators, dispatchers, engi-neers and other decision-makers have control of operations, maintenance and planning their electrical systems.

UMeFFiCient gADgetS

frequency, actual generation, tie-line load flows and plant-unit controller status to effect system changes.

There are many objectives of energy-management soft-ware, including an application to maintain the frequency of a power-distribution system and to keep tie-line power close to scheduled values. In intelligent energy-management software, scheduled values will be maintained by adjusting the MW outputs of the automatic generation control (AGC) generators so as to accommodate fluctuating load demands. The energy-management software application will also calculate the required parameters to optimize the operation of the generation units under energy-management action. By providing a user interface that allows for interchange scheduling, the operator has the capability to schedule energy transfer from one control area to another while considering wheeling, scheduling ancillary services and financial tracking of energy transactions.

Dedicated for electricity power exchange and scheduling, interchange scheduling incorporates energy scheduling, trans-action management and energy cost analysis and report creation of energy transactions for each location. This interface allows the user to specify separate contracts for each location and assign multiple non-overlapping schedules to each location.

intelligent load sheddingA major disturbance in an electrical-power system may result in certain areas becoming isolated and experiencing low frequency and voltage, which can result in an unstable opera-tion. The power-management system should have the intelli-gence to initiate load shedding (Fig. 3) based on a user-defined Load Priority Table (LPT) and a pre-constructed Stability Knowledge Base (SKB) in response to electrical or mechanical disturbances in the system. Load-shedding schemes by conven-tional frequency relays are generally a static control with fixed frequency settings. Based on Neural Networks, a power-management system would be able to adapt to all real-time

situations and provide a true dynamic load-shedding control. This would allow the operator to optimize load preservation, reduce downtime for critical loads and simulate/test the load-shedding recommendations.

Another significant cost component of operations is demand charge of the energy bill. The demand charge is 40 to 60% of the bill for sites without peak-shaving generation. A single unmanaged demand charge can produce a very large hike in a facility’s power bill each month, and with “ratch-eting” demand charges, the local power utility Network Access Charge (NAC) applies to the highest recorded demand above the notified demand for 12 consecutive months. That means the penalty is in effect for an entire year. An intel-ligent combination of smart applications can provide the current and predicted demand for each day, thus managing peak demands on a continuous basis. Loads can be shed intelligently and automatically, peak-shaving generators can be started, load startup can be postponed or sequenced or a penalty can be paid if certain processes are vital.

ConclusionA typical power-management system evaluates collected data in a non-electrical-system environment without recognizing the interdependencies of equipment. Extending the power-monitoring system by equipping it with an appropriate electrical-system context, simulation modules and playback routines will provide the system operator and engineer with a powerful new set of tools. Using these tools, users can accurately predict the behavior of their electrical systems in response to a variety of changes. The playback of recorded message logs into the simulator-equipped monitoring system provides the operator with an invaluable means of exploring the effects of alternative actions during historical events.

These simulation techniques will provide a revolutionary training tool to effectively prepare smart-grid operators of the future. Never before has the industry been able to take an electrical-system model from the design environment and readily extend it as an operator-training asset.

Finally, it’s important to note that all of these capabilities should be included in one application with the flexibility and compatibility that allows for expansion and upgrade of the power-management system as needs grow. Mt

Tanuj Khandelwal is Vice President, Product and Industry Strategy for ETAP®. Founded in 1986 and based in Irvine, CA, ETAP is a provider of software solutions for the design, optimization and on-line operation of mission-critical electrical power infrastructure. It recently announced the opening of a new regional office in Houston, TX, that it says will serve as the Energy Sector’s Center of Excellence for the Gulf Coast Region.

For more info, enter 262 at www.Mt-freeinfo.com

Volume 8 / no.3 UTILITIES MANAGER | 39

Fig. 3. intelligent load shedding offers fast load shedding that can dynamically manage the stability of your system by responding faster to disturbances.

UM EFFICIENT GADGETS

40 | UTILITIES MANAGER VOLUME 8 / NO. 3


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Lambda Chain is available in both drive and conveyor (with attachments) styles, with the same



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SYNERGY

SYNERGY

SYNERGY

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IT’S OUR DDOUBLE-EDGED NNATURAL A ADVANTAGE

SYNERGY SYNERGY IS IN IS IN

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SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYY

SSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSSYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERGYSSSSSSSSSSSSSSSSSSSSSSSYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYY

EEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYY

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NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYY

NNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGYYYYYYYYYYYYNNNNNNNNNNNNEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGYYYYYYNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGGGGGGGGGGGGGGGGGNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEEERRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRGGGGGGGG

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MT is the premier source of capacity assurance information for manufacturing, process and service operations around the globe!

MT targets the critical technical and business information needs of engineers, managers and technicians who have specifi c interest in and/or responsibility for the reliability, availability, safety, effi ciency and environmental integrity of countless plant equipment systems throughout all industry sectors.

MT editorial is derived from noted industry experts, end-users and leading suppliers in the marketplace. It focuses on equipment reliability and maintenance management solutions, as well as the proactive strategies and information systems that support them.

MT’s goal is to help our readers leverage their precious time with state-of-the-art technologies and methodologies on the way to best practices across their operations.

LUBRICATION MANAGEMENT & TECHNOLOGY (LMT). . .

LMT serves crucial specialists with responsibility for the purchase, application, cleanliness, effi cacy and effi ciency of advanced lubricant technologies for operations everywhere.

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42nd Turbomachinery29th Pump SYMPOSIA

GEORGE R. BROWN CONVENTION CENTER

9.30 – 10.3.2013

/TurbolabatTAMU @PumpTurbo

turbolab.tamu.edu


TECHNOLOGY SHOWCASE


Instrumentation & Control

Temperature-Measurement Resource

Anew book, The Engineer’s Guide to Industrial Temperature Measurement, is now available from Emerson. According to the company, this new, free “go-to” resource can be ordered as

a printed book, viewed online or downloaded as a PDF. Produced to help engineers, designers, operators and technicians under-stand and implement temperature-measurement technology, it’s packed full of useable information including, among other things, the basics of temperature measurement; conversion tables; maintenance and calibration practices; and proven results/appli-cation examples. Answers to 30 common challenges in a variety of industries and applications from Emerson engineers, sections on Rosemount Temperature Products, Reference Materials and Documentation are also included, as is a glossary with defi nitions specifi cally related to the temperature industry. According to the company, development of this comprehensive guide was a joint effort of Emerson and its colleagues, customers and companies, including The Dow Chemical Company, Hindustan Petroleum Corp. Ltd., BorsodChem, Beamex Inc and BiLFINGER.

Emerson Process ManagementMinneapolis, MN

Enhanced-Control, Air-Operated Diaphragm Pumps

Ingersoll Rand’s newly launched range of ARO electronic interface, air-operated diaphragm pumps expands the company’s existing EXP and Compact Series portfolios with

installed sensors and controls. According to the company, these products offer accurate, electronically controlled dosing for paint-formulation, automated-car-wash, commercial-laundry, chemical-processing and printing applications. The units can be confi gured to order with solenoid actuation and several feedback sensors for enhanced safety and control, e.g., leak detection and stroke monitoring. ATEX confi gurations and multiple voltage options are available to help meet the compliance and electrical requirements of certain applications. ARO electronic interface pumps are offered in a wide range of port sizes: 3/8”, ½” and ¾” Compact Series pumps; and 1”, 1.5”, 2” and 3” EXP Series pumps.

Ingersoll RandDavidson, NC

requirements of certain applications. ARO electronic interface pumps are offered in a wide range of port



TECHNOLOGY SHOWCASE




Economical, Intrinsically Safe, Two-Wire Magmeters

Endress+Hauser has released the Proline Promag 200 electromagnetic fl ow meter, a two-wire magmeter that offers the same measuring performance as four-wire magmeters. The Promag H200 is avail-

able in line sizes from 1/12” to 1”, and the Promag P200 is available in line sizes from 1/2” to 8” for measuring the fl ow rates of conductive fl uids with an accuracy of ±0.5% of range and repeatability of ±0.2% of range. Both operate in process temperatures from -40 to 304 F. Connec-tions include welded, threaded, hygienic and fl anged versions that meet EN/DIN PN 16-40, ASME B16.5 Cl 150, Cl 300 and JIS 10K and 20K process connection pressure ratings. According to the manufacturer, instal-lation is simpler and less costly than a four-wire device because a separate power source isn’t required. Since these units are intrinsically safe, no seals or external enclosures are required for installations in hazardous areas.

Endress+Hauser, Inc.Greenwood, IN

Lean Connectivity Solutions Transform Panel Wiring

According to Eaton, its SmartWire-DT panel wiring system is designed to dramatically reduce assembly and commissioning time,

allowing an installer to duplicate panels seven to ten times faster than before. Because it replaces numerous wires used to connect motor control components with a single cable, the company says the SmartWire-DT system can transform how control panels are built. Using an eight-pole, fl at cable located in the control cabinet, this wiring solution reduces panel complexity by connecting to starters, contactors, pushbuttons, pilot lights, selector switches, relays and I/O modules. Smart-Wire-DT is available with EtherNet/IP and ModBus TCP, in addition to PROFIBUS-DP and CANopen. This added fl exibility allows the SmartWire-DT system to more easily integrate the user’s preferred industrial network and third-party PLCs.

Eaton Corp.Cleveland, OH

TECHNOLOGY SHOWCASE




For more info, enter 76 at www.MT-freeinfo.com For more info, enter 77 at www.MT-freeinfo.com

Solar-Powered Industrial Thermometer

Palmer Instruments has added a new solar-powered digital industrial thermometer to its line of temperature-mea-surement solutions. Featuring a ½”-high LCD screen, it is,

according to the company, well-suited for users who prefer the readability of a digital thermometer. A built-in solar cell means the product’s batteries never need replacing. Even a fl ashlight is enough to power the device. Completely mercury-free, these solar-powered units can be safely mounted in a variety of environ-ments. Their adjustable-angle fi ttings rotate a full 180°, allowing for installation at the best possible viewing angle in a plant area. Models that incorporate 4-20 mA-transmitter capabilities for connection to a remotely installed controllers or recorders are also available.

Palmer Instruments Inc.Asheville, NC

SOLUTION SPOTLIGHT


Helping SAP Make Sense Of Condition-Based

Maintenance Workfl ows

Most organizations rely heavily on a CMMS or ERP (enterprise resource planning) system like

SAP® to manage maintenance activities. That means planning and scheduling of repairs, inspections and shutdown activi-ties involved in time-based or condition-based maintenance (regardless of origin) must run through their CMMS/ERP master systems. Since most asset-health indicators (condition monitoring, inspec-tions, real-time sensors) exist in third-party systems, the ultimate success of the maintenance program depends on the integration between them and the CMMS/ERP to help identify and plan PM. That’s where Dingo’s Trakka® software comes in: It allows asset health data to be received and then transformed, via Dingo’s Asset Wellness™ network, directly into condition-based maintenance notifi ca-tions in the SAP PM (Plant Maintenance) module, through a Web service.

With all maintenance work tracked in the one system, items like PM Compliance can be reported on quickly. However, as many of Dingo’s large customers have discovered, PM Compliance only reports that the PM is completed within some schedule—not if it was effective. Determining PM effectiveness requires follow-up testing and inspection to ensure the defect has been fi xed and that the asset has been returned to a healthy state.

While CMMS or ERP systems are excellent at managing task completion, they often lack the fl exibility or detail to facilitate this full condition-based maintenance workfl ow of inspec-tion, troubleshooting, repair, documentation and proof of repair. The Condition-Based Maintenance Workfl ow offered by Dingo’s Trakka® software (see fi gure) overcomes those defi cien-cies: It provides powerful analytical tools to identify abnormal component conditions identifi ed by predictive and preventive

maintenance inspections and data, and creates the necessary tasks to rectify these problems. MT

Dingo Software Centennial, CO


Special to MT

Dingo’s Trakka® software has been integrated with SAP® Plant Asset Management (PM). Together Trakka and SAP PM now provide users with integrated approach for managing a proactive condition-based maintenance program to optimize Asset Wellness™.

Good News For SAP Users



CAPACITY ASSURANCE MARKETPLACE


Pneumatic Safety Panel

The Vertiguard Automated Barrier

Panel from Frommelt Safety is a bottom-up pneumatic unit that provides physical separa-tion between machine operators and manufacturing processes. An alternative to light curtains or area scanners, it’s suited for small interaction points with single or double robotic cells, part assembly and conveyor openings. The company recently expanded the panels to a standard size of 110” wide and 96” tall.

Frommelt SafetyMilwaukee, WI

Heat Trace Cable For Long Pipelines

Chromalox’s Series Long Line Heat Trace Cable (SLL) is suited to extremely long pipelines where freeze protec-

tion and viscosity maintenance are major concerns. Capable of with-standing contin-uous exposure to temperatures up to 450 F, the product can be used for continuous circuit lengths up to 7000 feet, powered from a single source with output ranges up to 12 w/ft and voltages from 120 V to 600 V.

Chromalox Inc.Pittsburgh, PA

machine operators and manufacturing processes. An

lengths up to 7000 feet, powered from a single source





Toggle- And Stem-Valve Series

Clippard’s HV-HTV Series of valves features #10-32 inlet and outlet ports and are available as toggle- or stem-actuated versions and in cartridge styles.

A fully ported three-way unit, the HV-3 Series can be used as a selector valve for choosing between two separate pres-sures or fl uids going to a single output. Suited for powering simple cylinder applica-tions, the four-way HV-4 Series vents its exhaust ports to atmosphere.

Clippard Instrument Laboratory Inc.Cincinnati, OH

Emergency Lighting Inverter

The EON™ Model EL3 from Controlled Power Company is

a centralized emergency lighting inverter available in 10 kW - 33 kWthree-phase sizes. The self-testing, self-diagnostic inverter is UL 924-listed and meets NFPA 101, NFPA 111, NEC and IBC require-ments. Key options include output distribution with either monitored or unmonitored circuit breakers, and remote communications via BACnet, Ethernet, MODBUS TCP or MODBUS RS485.

Controlled Power Co.Troy, MI

ments. Key options include output distribution with output. Suited for powering simple cylinder applica-

YOUR BEST SOLUTIONTM

crcindustries.com/ei

The Right Products, Tools and Team to Keep Your Industry Moving.

Online Educational ResourcesFactory-Trained Sales Force S.D.[L.]™ SDS Label

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UNIQUE BEARING AND VIBRATION ANALYSIS

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

Leonova Emerald® is a portable in-strument for condition monitoring. This rugged data collector offers advanced and cost-effective meth-ods for shock pulse and vibration analysis. The SPM HD® measuring technique enables detailed bearing analysis also at very low speeds.

The instrument efficiently manages extensive measuring routes and large amounts of measurement data.

Also available in Ex version.

Contact us today for a complete condition monitoring package!






ATP List Services

www.atplists.comContact: Ellen Sandkam

847-382-8100 x110 800-223-3423 x110

[email protected] [email protected] S. Grove Ave., Suite 105,

Barrington, IL 60010

Customized, Targeted Lists For Your

Marketing Needs


iPad Vibration Analysis With Temperature Info

GTI Spindle Technology, developer and creator of the iPad Vibration Analyzer, has inte-

grated NODE THERMA technology into its VibePro and iVibraMeter applications. NODE THERMA is a Bluetooth temperature sensor that communicates wire-lessly to the iPad Vibration Analyzer. VibePro provides vibration analysis tools on the iPad and now includes temperature readings. iVibraMeter allows technicians to certify machines, and now temperature is factored into that certifi cation.

GTI Spindle TechnologyManchester, NH

lessly to the iPad Vibration Analyzer. VibePro provides


Shaft Grounding For Hazardous Gas Environments

According to Inpro/Seal, its CDR® XP

is the only ATEX Certifi ed shaft grounding solution for medium-voltage motors in hazardous gas environments. The solution safely diverts harmful shaft currents away from the bearings to ground, utilizing proprietary conductive fi laments to provide a low-im-pedance path. The CDR XP is designed for use on ball-bearing and sleeve-bearing medium-voltage motors and is certifi ed as a standalone device, eliminating the need to re-test for each motor confi guration.

Inpro/SealRock Island, IL

currents away from the bearings to ground, utilizing

Alternative To Motorized Lift Trucks

Ruger Industries has launched a series of full-power hydraulic fl oor cranes capable of lifting and transporting

up to 6000 lbs. Suspended loads are held in place without motor or mechanical brakes. Like other Ruger products, these easily maneuver-able, totally welded units are built with structural tubing of 1/4” to 1/2” wall thickness. They incorporate push-button lifting and lowering capabilities, on-board charging, a change-free battery system, large lubricated casters and all necessary safety features.

Ruger Industries, Inc.A division of The David Round Co.Streetsboro, OH

with structural tubing of 1/4” to 1/2” wall thickness. They



High-Effi ciency Diesel-Drive Welders

Lincoln Electric’s high-effi ciency Classic® 300 HE and SAE-300® HE

diesel-engine drive welders combine the performance of traditional, pure DC generators with a rugged, robust design. According to the company, the units’ pure DC- generator welding output provides precise arc control for stick, TIG, MIG, fl ux-cored and gouging processes in demanding code applications. Both models deliver 3000 total watts of AC power from a 120V or 240V duplex receptacle.

Lincoln Electric Co.Cleveland, OH

VFDs, Motor Soft Starters And Controls

WEG Electric has just released its 2013 Automation

Catalog. The full-color 380-pg. document highlights the company’s complete line of VFDs, soft starters and controls. Features and benefi ts of each product are listed, along with complete specifi cations, technical data, dimensions and catalog numbers for ordering. The new catalog is available online from the company and through WEG distributors.

WEG Electric Corp.Atlanta, GA

specifi cations, technical data, dimensions and catalog

diesel-engine drive welders

welding output provides precise arc control for stick, TIG, MIG, fl ux-cored and gouging processes in demanding



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

INFORMATION HIGHWAY

CLASSIFIED


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

For more info, enter 87 at www.MT-freeinfo.comwww.pip.org

The ability to identify, verify and locate every voltage source from the outside of electrical panels greatly reduces electrical risks. That’s why we’ve incorpo-rated two of our most popular products - ChekVolt® and VoltageVision® - into one unique, exclusive product called The Combo Unit..

For more info, enter 89 at www.MT-freeinfo.comwww.graceport.com/3mt_informationhighway

Air Sentry® is a leading developer of contamination control products that keep particulate matter and excess moisture from the headspace inside gearboxes, drums, reservoirs, oil tanks, etc. that hold oils, greases, hydraulic fl uids, and fuels. Air Sentry breathers and adapters ensure longer fl uid life, better lubrication and lower maintenance costs.

For more info, enter 86 at www.MT-freeinfo.comwww.airsentry.com

RENEWIn order for us to send

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

completed and signed renewal form once a year.


RENEWIn order for us to sendIn order for us to send

we are required by the US Post Offi ce to have a completed and signed renewal form once a year.

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

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MMMMAINTENANCEAINTENANCETECHNOLOGY

You may renew online at

www.mt-online.com

www.atplists.comContact: Ellen Sandkam

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

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

Customized, Targeted Lists For Your Marketing Needs

ATP List Services

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

Web Spotlight: Emerson Process Management

For more info, enter 85 at www.MT-freeinfo.com www.assetweb.com/vibration

U.S. Tsubaki Power Transmission, LLC is excited to announce the integration of KabelSchlepp America into its operations as part of the Tsubakimoto Chain Company’s global acquisition of the Ger-man-based Cable & Hose Carrier manufacturer. KabelSchlepp America will now operate as a division of U.S. Tsubaki and will expand Tsubaki’s presence in the U.S. market by adding cable & hose carrier systems to its already extensive product lineup.

For more info, enter 88 at www.MT-freeinfo.com www.kabelschlepp.com

Need an air compressor with proven performance? Whether you’re a large manufacturer or a shade tree mechanic, we have the right oil-lubricated or oil-free, fi xed or variable speed compressor for you. Right away. Learn more about FS-Curtis products and distributors, and see the compressors in stock at our St. Louis headquarters, where we’ve been located since 1854, by visiting www.RightCompressorRightNow.com

For more info, enter 90 at www.MT-freeinfo.comwww.RightCompressorRightNow.com

Emerson Process Management announces the new CSI 2140 portable vibration analyzer. This analyzer simultaneously captures four channels of data plus phase for fast collection and easy implementation of machinery health testing onsite. With four channel monitoring, the CSI 2140 can be used for dual orbit sleeve bearing monitoring, 4-plane balancing, and advanced troubleshooting in the fi eld.

Index AUGUST 2013 • Volume 26, No. 8

ADVERTISER WEB ADDRESS RS # PAGE #


1300 South Grove Avenue, Suite 105Barrington, IL 60010

PH 847-382-8100 FX 847-304-8603

SALES STAFF

Submissions Policy: Maintenance Technology gladly welcomes submissions. By sending us your submission, unless otherwise negotiated in writing with our editor(s), you grant Ap-plied Technology Publications, Inc., permission, by an irrevocable license, to edit, reproduce, distribute, publish, and adapt your submission in any medium, including via Internet, on mul-tiple occasions. You are, of course, free to publish your submission yourself or to allow others to republish your submission. Submissions will not be returned.

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

Access MT-freeinfo.com and enter the reader service number

of the product in which you are interested, or you can search

even deeper and link directly to the advertiser’s Website.

AUGUST 2013 • Volume 26, No. 8



Air Sentry ..............................................................www.airsentry.com ....................................................72,86 .......32,54

ATP Lists ...............................................................www.atplists.com .......................................................83 .................52

Cascade Machinery Vibration Solutions ...........www.cascademvs.com ...............................................67 .................10

CRC Industries .....................................................www.crcindustries.com/ei ........................................81 .................51

Des-Case Corporation ........................................www.descase.com ......................................................92 .............. IBC

Emerson Process Management ..........................www.emersonprocess.com/workfaster ....................65 ...................7

Emerson Process Management ..........................www.assetweb.com/vibration ...................................85 .................54

Fluid Defense ........................................................www.oilsafe.com/provenchoice................................74 .................34

FS-Curtis Air Compressors .................................www.rightcompressorrightnow.com.......................90 .................54

Grace Engineered Products. Inc. ........................info.graceport.com/4mt2013 ...................................70 .................15

Grace Engineered Products. Inc. ........................info.graceport.com/3mt_informationhighway ......89 .................54

GTI Spindle Inc. ...................................................www.gtipredictive.com..............................................84 .................53

Inpro/Seal, LLC C/O Waukesha Bearing, Inc....www.inpro-seal.com/mt03 .......................................69 .................14

IRISS, Inc...............................................................www.iriss.com/mt ......................................................79 .................49

Kluber Lubrication North America L.P. ............www.klubersolutions.com/sustainability4 ..............73 .................33

Ludeca Inc. ............................................................www.ludeca.com ........................................................68 .................11

Meltric Corporation ............................................www.meltric.com.......................................................78 .................47

Milwaukee Electric Tool Corporation ...............www.milwaukeetool.com/thermal-imaging ...........64 ...................5

Nidec Motors ........................................................www.usmotors.com...................................................61 .............. IFC

NSK Corporation ................................................www.nskamericas.com ..............................................93 ................BC

PdMA Corporation .............................................www.pdma.com .........................................................75 .................41

Process Industry Practices ...................................www.pip.org ...............................................................66,87 .........9,54

Royal Purple, Inc. .................................................www.royalpurpleindustrial.com ..............................71 .................31

SMRP ....................................................................www.smrp.org/annualconference ............................80 .................50

SPM Instrument, Inc. ..........................................www.spminstrument.com ........................................82 .................51

TEAM Industrial Services ...................................www.teamindustrialservices.com ............................62 ...................1

Test Products International ................................www.testproductsintl.com ........................................76,77 ............47

Turbomachinery Lab ...........................................www.turbolab.tamu.edu ...........................................94 .................44

U.S. Tsubaki Power Transmission, LLC .............www.time4lambda.com ............................................63 ...................2

U.S. Tsubaki Power Transmission, LLC .............www.ustsubaki.com ..................................................16 .................41

U.S. Tsubaki Power Transmission, LLC .............www.kabelschelepp.com ...........................................88 .................54AR, KS, LA, MO, NM, OK, TX5930 Royal Lane, Suite E #201

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

GERRY [email protected]

CLASSIFIED ADVERTISING6746 E. Tyndall Circle

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

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viewpoint

I have attended many courses during my 30-plus years in maintenance. I started as a combat fleet engineer in the military and, after 18 years, I then worked as a test engineer specializing in

prototype diesel engine systems in R&D projects. I finally moved into the field of facilities mainte-nance as a condition-based-maintenance (CBM) service provider specializing in IR, ultrasound, PdM and vibration testing.

One thing that’s become clear to me in my years of training is that we only teach one discipline at a time—and never consider a holistic approach to maintenance tasks. In my 18 years of working in IR and attending training courses, I was never made aware of the dangers of arc flash or electrocution while conducting energized inspections of elec-trical systems. Although we may think traditional training methodology is changing, many among us still seem to be taking a modular approach. I feel that this has to change: Safety and efficiencies demand it!

Another issue is that most training is conducted by manufacturers that concentrate on the discipline related to their equipment. They can be unwilling or unable to discuss competitor’s equipment, user tips, etc. They also do not discuss multi-disciplined approaches to equipment maintenance.

For instance, an IR scan of a motor set can give you the bearing temperatures or body temperatures, and may show that you have over temperatures. But if you were to conduct a complete inspection at the same time, including vibration and motor circuit analysis (MCA), you would be able to give a clearer and more definitive diagnosis of the motor.

This holistic, multi-disciplined approach is how we should train engineers. Each should have all the tools required to complete the whole inspection at the same time, under the same running conditions.

Far too often, we complete the IR this month, the vibration next month and the MCA another month. We sometimes find that the results can

contradict themselves, because the test conditions (i.e., speed, load, environment, etc.) also change between tests. Inspections conducted using a multi- disciplined, holistic approach are much more effi-cient and valuable.

The last piece of the puzzle is that our engineers need to be trained to recognize the dangers associ-ated with their tasks and how to avoid them. We need to identify the PPE, tools and specialized safety training required to ensure that our personnel are safe and well-equipped. Far too often, we train our people to complete inspections but give no instruction on the hazards associated with working environments. This training must be conducted at the time they’re trained on each discipline, so the engineer associates the training with the task and it becomes second nature.

There are many among us

who still seem to be taking

a modular approach

to training. This has to change.

Safety and efficiencies demand it!

I write from experience given the fact that our company takes a holistic approach to training. Those who go through our training programs carry with them an invaluable understanding of energized elec-trical maintenance and—very important—a powerful skillset for safely and efficiently completing the tasks required to successfully maintain electrical distribu-tion systems. Mt

[email protected]

Martin Robinson, CEO, IRISS, Inc.

The Call For HolisticMaintenance Training

the opinions expressed in this viewpoint section are those of the author, and don’t necessarily reflect those of the staff and management of Maintenance Technology magazine.

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Maintenance Technology August 2013