Don’t risk lives, reliability and proﬁ ts just to save a buck · cmrp executive editor [email protected] lisa towers managing editor [email protected] michael ermitage senior

JAN

UA

RY

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PERFORMANCE | RELIABILIT Y | EFFICIENCY | ASSE T MANAGEMENT

PERFORMANCE RELIABILIT Y EFFICIENCY ASSE T MANAGEMENTPERFORMANCE | RELIABILIT Y | EFFICIENCY | ASSE T MANAGEMENT

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PERFORMANCE | RELIABILIT Y | EFFICIENCY | ASSE T MANAGEMENTPERFORMANCE | RELIABILIT Y | EFFICIENCY | ASSE T MANAGEMENT

PERFORMANCE RELIABILIT Y EFFICIENCY ASSE T MANAGEMENTPERFORMANCE | RELIABILIT Y | EFFICIENCY | ASSE T MANAGEMENT

Don’t risk lives, reliability and profi ts just to save a buck

Dare to compare air compressors

Flooring safety: no skidding matter

How to ruin fan bearings

Rise above � re� ghting

CO2 is not the only greenhouse gas

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28 COVER STORY

Counterfeits can killDon’t risk lives, reliability and profits just to save a buck

34 COmpRESSORS

Dare to compare air compressorsKnowing operating characteristics and physical limitations will help you select the best machine for your plant

39 FlOORing

No skidding matterThere is science behind preventing slips and falls

42 pOwER TRanSmiSSiOn

How to not ruin fan bearingsFive tips for installing and maintaining fan bearings to achieve long-term reliability

features

January 2008 www.PLANTSERVICES.com �

Volume 29, Number 1

23 aSSET managER

Rise above the firefighting frayUse people skills and your CMMS to build a solid strategy for management excellence

26 TEChnOlOgY TOOlbOx

Smaller and self-poweredWatch for these advances to come to a predictive maintenance operation in your town

45 wEb hunTER

The power of element number sixCarbon is a common, but not the only, greenhouse gas

54 EnERgY ExpERT

2008: The year of energy integration?Combining forces leads to breakthroughs in energy productivity

specialists

7 FROm ThE EDiTOR

Business as usual?Change only happens if you want it

9 lETTERS• Manufacturing infra-structure is deteriorating • Joined the maintenance evangelists army • No shortage of quality fade in manufacturing • Author provided a straightforward look at VSD • Reasons for print preference

10 planTSERViCES.COm

Top Web destinations of 2007Users are on a constant search for information

13 ThE pS FilES

In adversity comes opportunityRecession or not, there are bright spots in manufacturing

15 up anD Running• “Super Boiler” technology passing the test • Industry briefs • Resources

48 in ThE TREnChES

Removing the thornAcme learns a lesson about its strategy for paying off a leveraged buyout

51 pRODuCT piCKS

52 ClaSSiFiEDS

53 FaST FaCTS

columns and departmentsplantServices.com

PlantServices.comSMRPSURVEYThe Society for Maintenance and Reliability Professionals (SMRP) invites you to review the body of knowledge that practitioners master to become certified as maintenance and reliability professionals (CMRP). Offer your input via Internet survey, where you can rate and comment on job tasks necessary for competence in maintenance and reliability practice. Access the survey at www.smrp.org/BoKsurvey.www.PlantServices.com/industrynews/2008/004.html

TRIMTURNOVER,INCREASEPROFITContributing Editor Tom Moriarty explains what it takes to attract and keep qualified workers, and how employee retention rates affect com-panies’ profitability. www.PlantServices.com/articles/2007/247.html

CHOOSETHERIGHTSEALSProper application of these principles can improve the life, depend-ability and operation of your process and mechanical machinery. www.PlantServices.com/articles/2008/006.html

WHITEPAPER:TRANSFORMEROILPUMPRETROFITSThis paper describes why North America’s largest manufac-turer and remanufacturer of transformer oil pumps retrofits all ball bearing pumps with pump-specific bronze sleeve type radial/thrust bearings and hardened steel thrust collars. www.PlantServices.com/whitepapers/2008/001.html

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January 2008 www.PLANTSERVICES.com �

FROM THE EDITOR

I’m old enough to think widespread use of bottled water is a recent and unnecessary phenomenon, so I

was heartened when the City of Chi-cago levied a five-cent-per-bottle tax, effective January 1. Mayor Richard Daley stood by the stalwart managers of the city’s water works and sanitation departments and spoke of the excellent quality, widespread availability and low cost of Lake Michigan-sourced, lov-ingly treated and reliably pumped tap water, and the excessive costs in both dollars and the environ-ment for manufacturing, hauling and dealing with the trash associated with water bottles.

“Score one for common sense,” I thought. “Surely people will see the wisdom and want to help save the world with the small sacrifice of re-turning to delicious tap water.”

Naive and silly me. Within days of the Chicago law taking effect, food and beverage special interests filed lawsuits claiming the tax is unconstitutional and unfair. I think their real concern is people being reminded of an environ-mental effect at the store and foregoing the purchase. But if they succeed, the effect will be the same either way: busi-ness as usual.

And if they don’t and the tax stands, will bottled-water chug-gers change their habits? I doubt it – they’ll simply feel more justified in their environmental stance since, af-

ter all, they’re paying for it.Established habits are tough to

break. At the start of this election year, there’s more than the usual amount of talk about change, but talking, en-couraging – even demanding – are puny tools when you’re asking people to behave differently.

However, new habits are easy to make if you like them enough. We’re certainly going to need new habits to help solve the energy, environmen-tal, economic, staffing, security and multitude of other problems facing industrial facilities.

Our new year’s reso-lution is to introduce you to good new habits.

We’ll do a better job than ever of show-ing you ways to improve your working world. We’ll do it on the Web, in print and in person, and we’ll do it with the help of the best people in the field: our readers and site visitors, our contribu-tors and experts, our professors, spon-sors and consultants. Maybe you.

If you believe that a strong and steady flow of high-quality know-how and in-spiration can make a difference, think of us as being on tap, and see if you don’t pick up some good new habits.

Business as usual?Change only happens if you want it

Talking, encouraging –

even demanding – are puny tools

when you’re asking people

to behave differently.

PAUL STUDEBAKER, CMRPEDITOR IN [email protected](630) 467-1300 ext. 433

editorial staff

paul studebaker, cmrp editor in [email protected]

russell l. kratowicz, p.e. cmrp executive [email protected]

lisa towers managing [email protected]

michael ermitage senior web [email protected]

dan hebert, p.e., senior technical [email protected]

stephen c. herner group art [email protected]

jennifer dakas art [email protected]

david berger, p.eng. contributing editor

peter garforth contributing editor

sheila kennedy contributing editor

joel leonard contributing editor

r. keith mobley, cmrp contributing editor

ricky smith, cmrp contributing editor

publication services

carmela kappel assistant to the [email protected]

jerry clark v.p., [email protected]

jack jones circulation [email protected]

rita fitzgerald production [email protected]

claudia stachowiak reprints marketing managerFoster Reprints (866) 879-9144 ext. [email protected]

administrative staff

john m. cappelletti president/ceo

julie cappelletti-lange vice president

keith larson v.p., content

rose southard it director

mike brenner, group publisher

[email protected]

PLANT SERVICES (ISSN 0199-8013) is published monthly by Putman Media, Inc., 555 West Pierce Road, Suite 301, Itasca, IL 60143. Phone (630) 467-1300, Fax (847) 291-4816. Periodicals Postage paid at Itasca, IL and additional mailing offices. Canada Post International Publications Mail Product Sales Agreement No. 40028661. Canadian Mail Distributor Information: Frontier/BWI,PO Box 1051, Fort Erie, Ontario, Canada, L2A 5N8. Printed in U.S.A. POSTMASTER: Send address changes to PLANT SERVICES, Putman Media, Inc., PO Box 3435, Northbrook, IL 60065-3435. SUBSCRIPTIONS: Qualified reader subscriptions are accepted from PLANT SERVICES managers, supervisors and engineers in manufacturing plants in the U.S. and Canada. To apply for qualified-reader subscriptions, please go to www.plantservices.com. To non-qualified subscribers in the U.S., subscriptions are $96 per year. Single copies are $15, except the August and October issues which are $36. Canadian and foreign annual subscriptions are accepted at $145 (Foreign airmail $200/yr). Single copies are $81. © 2008 by Putman Media, Inc. All rights reserved. The contents of this publication may not be reproduced in whole or in part without consent of the copyright owner. In an effort to more closely align with our business partners in a manner that provides the most value to our readers, content published in PLANT SERVICES magazine appears on the public domain of PLANT SERVICES’ Website, and may also appear on Websites that apply to our growing marketplace. Putman Media, Inc. also publishes CHEMICAL PROCESSING, CONTROL, CONTROL DESIGN, FOOD PROCESSING, INDUSTRIAL NETWORKING, THE JOURNAL, PHARMACEUTICAL MANUFACTURING and WELLNESS FOODS. PLANT SERVICES assumes no responsibility for validity of claims in items published.

PS0801_07_Editorial.indd 7 1/11/08 11:19:43 AM

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J .PLANTSERVICES. 9

BACKTALK

Joined the maintenance evangelists armyAs a compadre in the training industry, I just wanted to say that I thought your recent article, “How are you fi ghting the Crisis?” was very thought-provoking. We (and industry) need to see more articles like this. I, too, am a member of the maintenance evangelists army. Robert M. Dombek, electrical trades program managerNational Technology Transfer, Inc., Englewood, Colo.

No shortage of quality fade in manufacturingI recently read Paul Studebaker’s article “Quality fade,” (September 2007, page 9, www.PlantServices.com/articles/ 2007/197.html) and I share your views that quality fade isn’t exclusive to China. I believe this is being practiced throughout the manufacturing sector in the United States. I have more than 18 years working experience on many diff erent products, which include sheet metal, gears, plas-tic and bearings in Southern California. I have seen many subcontractor manufacturers chose to outsource many of these jobs to sub-tiers because they’re able to produce the parts with less vigilance.

Many of these sub-tiers are only qualifi ed based on qual-ity surveys, which are fi lled out and then reviewed by some-one in quality, that their facility meets the intention of ISO 9000. In many cases, the subcontractors don’t have the re-sources to audit the sub-tiers, as long as their products are shipped to the subcontractor on time and with no quality problems. Many of these subcontractors impose the right to visit the sub-tiers’ facilities, but never follow through be-cause sub-tiers are able to produce the parts for less. � e

subcontractors are thinking that if they mess up the rela-tionship with their sub-tiers, their on-time deliveries ratings to their customers will be aff ected. � is isn’t good news to the investors and/or the subcontractors’ businesses.Joe Barroso, quality control supervisorRancho Dominguez, Calif.

Author provided a straightforward look at VSDI recently read Chris E. Beals’ article on www.PlantServices.com, “A critical look at variable-speed-drive air compressors” (October 2006, page 45, www.PlantServices.com/articles/2006/278.html). His is the most straightfor-ward article on the “spin” of VSD that I have ever seen in my 30 years in this glorious business!Rick SteinAir Center, Inc.

Reasons for print preferenceI have two reasons for continuing to receive your magazine versus going on-line:

1. I work for a company that produces coated papers. We also maintain sustainable forest practices, so we are main-taining our forests.

2. I like to thumb thru magazines when I’m away from the computer/work. I spend a good portion of my day on the computer and probably wouldn’t read your magazine on-line if that was my only option.

So... keep cutting, planting and reading.Les Pepper Jr., director maintenance trainingInternational Paper, Jay, Maine

Manufacturing infrastructure is deteriorating

Thank you, Joel Leonard, for your column “How are you fi ghting the Crisis?” (November 2007, page 25,

www.PlantServices.com/articles/2007/223.html). As an engineer for General Mo-tors, and now Hewlett-Packard, I’ve seen a signifi cant deterioration in manufac-turing infrastructure during the past 25 years. � e pressure to cut costs by eliminating products and people are merely reactionary measures to sys-temic problems. To use operations as a competitive advantage has signifi -cantly higher ROI, but requires long-term vision and leadership.

Leadership in the MBA programs involves fi nan-cial maneuvers and maximizing sharehold-er wealth as opposed to investing for solid long-term growth. Most people in MBA programs know nothing about how to make anything, other than PowerPoint presenta-tions. Because operations and infrastructure aren’t as glamorous as investment banking, or some other businesses, this area of the Ameri-can economy will continue to deteriorate.

I have a BSEE, a MSEE in Solid State Physics, and a MBA in Operations Manage-ment, all from the Big-10 schools.Stephen J. Duey, engineer

Hewlett-Packard Company, Ft. Collins, Colo.

PERFORMANCE | RELIABILITY | EFFICIENCY | ASSE T MANAGEMENT

www.plantservices.com

PS0801_09_Backtalk.indd 9 1/11/08 9:57:52 AM

PLANTSERVICES.COM

J .PLANTSERVICES.10

Plus ça change, plus c’est la même chose. – � e more things change, the more they stay the same, says the proverb, originally coined by French novelist

Alphonse Karr. It’s terribly cliché nowadays, but, as I pe-ruse our 2007 Web analytics for PlantServices.com, it fl oats through my head. It seems that the more we change our-selves, the more predictable your Web behavior becomes. Take a look at the site’s top fi ve most visited URLs for 2007. You may not be surprised, but you will fi nd fi ve links that are extremely useful.

1. The Home PageIt probably doesn’t shock anyone that the most visited page on our Web site is our home page. It serves as our table of contents and your in-dex to a wealth of knowledge. While the main portion of the page is dedicated to a cycling list of features, news, products and white pa-pers, it’s the top and left navigation that pro-vides the most value. It’s the gateway to the information you are seeking, it’s always up and running, and it’s easy to remember: www.PlantServices.com.

2. Search Results PageYour peers like to search. It’s aff ectionately called, “� e Google Eff ect.” We are now trained to use search if we don’t immediately see what we are looking for, and the reason we think that is because Google’s search algorithms have served us well. PlantServices.com’s internal search has re-cently been reengineered, and gives you the ability to sort by date and relevance, as well as drill down by news, white papers, articles and products.

3. CMMS Software ReviewIf you’re looking to purchase a CMMS or learn more about them, www.Plant Services.com/CMMS_Review is the place to go. Fueled by the experience of CMMS ex-pert David Berger and guided by working IT profession-als, the Review compares a variety of packages against a comprehensive list of capabilities. You can use the tool to do research, or even plug in your requirements and gener-ate a score that tells you which vendor is the best fi t.

4. Digital EditionEvery monthly issue of Plant Services magazine is online as a full digital edition. It presents everything you have in your hands in the paper version, plus links to associated material on the Web site. For example, if you’re reading this month’s “In the Trenches” on our digital edition, you are one click away from every “In the Trenches” we have published in the past three years. Each print article that makes a reference to anoth-er article, or to an external reference site, has a live link in the digital edition. Furthermore, you don’t have to go each month

to www.PlantServices.com to get the digital edition – subscribe and we’ll send it to you.

5. Best Practices Energy Wiki� e Energy wiki (www.PlantServices.com/wikis/best_practices_energy) wasn’t intro-duced until July, but still registered as one of the top fi ve most popular destinations on our Web site. It aggregates best practices for en-ergy management, with primary sections cov-

ering energy effi ciency, energy concerns and industrial en-ergy sources. But, the direction of a wiki is entirely in your hands – wiki technology allows you, as the user, to change, edit and move content on the page. As a knowledge-sharing portal for our community, it’s as good as the participation, and it allows you to share and learn from your colleagues.

� e common thread among these fi ve popular items is that they’re excellent Web starting points. From each of them, you can tumble down a family tree of links that narrow and expand, as you choose, to give you exactly the information you are seeking. It’s not surprising that our average visitor is on the site for more than six minutes, and many of our returning users spend more than 15 minutes a session.

To read more about what your peers are viewing, go to www.PlantServices.com/thismonth to get the top 10 most popular items in each of the above categories for 2007.

Please continue to peruse our content in any manner you prefer, and feel free to comment on how we’re doing, either to me at the address below, or as a response on our blog at www.PlantServices.com/plantperformance/?p=17.

E-mail Senior Web Editor Michael Ermitage at [email protected]

Top Web destinations of 2007Users are on a constant search for information

It’s not surprising that

our average visitor is on the

site for more than six minutes.

PS0801_10_PScom.indd 10 1/11/08 11:38:21 AM

©2007 American Power Conversion Corporation and MGE UPS Systems, Inc. All rights reserved. All APC trademarks are property of APC-MGE. e-mail: [email protected] • 132 Fairgrounds Road, West Kingston, RI 02892 USA 998-0750

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Right-sized and effi cient components. Benefi t from power effi ciency by right-sizing your infrastructure so that you pay only for what you need. Reap effi ciency benefi ts at the component level or aggregate benefi ts at the system level. The MGE Galaxy 5000 offers ultra-high availability for lower power ranges, has a compact footprint and is easy and quick to connect. Its clean input current means that the mains supply does not need to be oversized, which can result in considerable savings.

When you manage a whole building, there’s a lot to worry about: building security, lighting, cooling, HVAC. And all these moving parts need power - especially the data center. So it’s no surprise that the data center is consuming more and more of your building’s utility power, which limits your company’s ability not only to grow IT, but also to supply power to other parts of the building. Is there a way to combat today’s power-hungry data center? Get more effi cient with the APC Effi cient Enterprise™ - yours in two steps for immediate, measurable results.

Step 1: It’s time for a cool change.Why cool an entire room when only certain racks are running hot? The oversized system’s “brute-force” whole-room cooling is ineffi cient by design and a waste, not only of money, but of valuable power and cooling capacity as well. According to Gartner Research, 50% of all data centers built before 2002 will be obsolete by 2008 because of power and cooling problems. And as you well know, this wasted power and cooling could go to good use in other parts of your building. Simple problem, simple solution: The APC Effi cient Enterprise. In the Effi cient Enterprise model, your cooling moves from general “room level” cooling to specifi c, targeted cooling that’s right in the row. Simply by switching from room- to row-oriented cooling, you will, on average, reduce your electrical consumption by up to 35%. Plus, modular in-row cooling gets cool air where it’s needed much more quickly.

Step 2: Harness that stranded capacityWe know how hard it is to determine where to place that next server. Let the tools of the Effi cient Enterprise fi nd your “stranded capacity” -- the power and cooling you know you have, but just can’t get to. APC change and capacity management software gives you visibility across your system, taking the guesswork out of server placement and controlling IT growth. You’ll fi nd and use your available power instead of wondering where it is. And by running closer to 100% capacity, your higher effi ciency will automatically save power.

Use your power wiselyWith the Effi cient Enterprise, you’ll effectively eliminate thermal and power-driven inci-dents, and be more agile in meeting IT demands. Better yet, you can avoid (or at least postpone) building a new data center because your facility will take up minimal space. In the end, it boils down to this: you need to be as smart as possible with your power. What you need is the APC Effi cient Enterprise.

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January 2008 www.PLANTSERVICES.com 13

If you were waiting for an official pronouncement about the state of the economy, it’s here: “Recession in the U.S. ‘has arrived,’” the BBC News reported in

early January, based on a study of economic indicators from Merrill Lynch.

The economically chilling term crept back into the na-tional consciousness around the time the U.S. mortgage crisis began. Maybe we’re still in denial about it, for it’s not something that’s easy to accept for Americans who have been working harder and longer just to main-tain the status quo.

Whether you believe we’re in a recession or not, one axiom certainly remains true: Crisis – especially that of the economic kind – is a powerful motivator for change.

2008 promises to be a year of change on many fronts, including economic, political and, closer to home, manufacturing – and not all of it good. Layoffs, plant closings and outsourc-ing aren’t news to anyone, but what impact will this latest economic news have on an already hard-hit sector?

William A. Strauss, senior economist and economic ad-viser in the economic research department at the Federal Reserve Bank of Chicago, is confident that the overall econ-omy will continue to expand. Strauss analyzes the Midwest economy and the manufacturing sector’s performance for use in creating monetary policy. “We’ll still be weighed down by the housing sector, which many expect will moder-ate through 2008,” he says. “We’re looking for it to improve and be less of a drag on the economy.”

The November 2007 Chicago Fed Midwest Manufac-turing Index (CFMMI) report backs up Strauss’ tempered optimism. The CFMMI, which rose 0.5% in November, is a monthly estimate by industry of manufacturing output in the bellwether manufacturing states of lllinois, Indiana, Iowa, Michigan and Wisconsin. The composite index of 15 manufacturing industries uses hours worked data to mea-sure monthly changes in regional activity.

Despite what you might be hearing in the news about the overall economy, there are several bright spots in manufacturing. “Strength is in energy extraction,” Strauss says. The oil sands market in Canada has been a boon to

Midwestern manufacturers like Peoria, Ill.-based Cater-pillar Inc. Strauss says that as a result of the expanding oil sands extraction business, the company is sold out on its heavy-duty 797B, the largest truck they manufacture. “The companies that are buying these vehicles are able to pay for them in about a month’s time with the return on investment,” he says.

Aviation is another hot field, and Chicago-based Boe-ing also is a manufacturer that “had a fantastic year and

is booked out until the middle of the next decade,” Strauss says. “They’re getting a lot of foreign orders, though, and it’s softer for U.S. business.”

One silver lining to the economy is that the weakness of the dollar has helped U.S. manufacturers. “Now that our currency has dropped about 22% from its peak, it makes domestic goods less expensive,” Strauss says, boosting the market for exports.

“People think we haven’t been effective in creating manufacturing jobs, but growth has been steady at 1%,” he says. “The number of jobs needed has been reduced because we have become more productive.”

U.S. manufacturing continues to show great output gains. Productivity has increased output by 600% on 0% job growth since the post-World War II period, beginning in 1947. “We’ve driven inefficiencies out of production with great technological improvements,” he says.

To put the situation in context, “China has lost more jobs in manufacturing than we have in manufacturing in the United States,” he adds.

Jerry Szatan, founder and principal of Szatan Associates, a business site selection and location strategy consulting firm, says, “Even in a recession, not everyone is a loser. Not every sector is seeing weakened sales. Companies are still investing in new opportunities.”

Maybe recession is too harsh a term for many to swallow when things aren’t as bleak as they seem. How are you feel-ing about the U.S. economy in general, and manufacturing in particular? Send me your thoughts.

E-mail Managing Editor Lisa Towers at [email protected].

In adversity comes opportunityRecession or not, there are bright spots in manufacturing

Productivity has increased output by 600% on 0%

job growth since the post-World War II period.

K E N S C h N E P f

THE PS FILES

PS0801_13_PSfiles.indd 13 1/11/08 10:59:35 AM

From the most recognized manufacturers in industry to showstoppers in arenas, nightclubs, and theatres, the CM Lodestar

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The CM Lodestar has developed a following for its durability,r e l i a b i l i t y, and ease of maintenance. With the introduction

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UP AND RUNNING

‘Super Boiler’ technology passing the testThree sites get positive results with more testing planned this year

“Super Boiler” technology is up and operating at three locations with the hopes of

adding additional sites before com-mercialization of the process in 12 to 18 months.

Successful operation of the technol-ogy for more than one year at Speci-fication Rubber Products, Inc., a sub-sidiary of American Cast Iron Pipe Company, in Alabaster, Ala. was re-cently recognized by the U.S. Depart-ment of Energy (DOE).

“It has operated virtually trouble- free for the past 18 months and we’re recognizing a savings in gas of about 13%,” says Philip Robertson, presi-dent, Specification Rubber. “Also, we’re using considerably less water. It’s been a very successful venture for us. It’s doing what they said it would do and saving us money.”

The Super Boiler can reportedly deliver better than 94% thermal ef-ficiency, while at the same time pro-ducing fewer pollutants than conven-tional boiler technology. By 2020, the technology could save more than 185 trillion Btu, estimates DOE. This is equivalent to the natural gas consumed by more than 2 million households.

“Steam generation accounts for about one-third of all the energy consumed in U.S. manufacturing,” says Alexander

Karsner, assistant secretary for the Of-fice of Energy Efficiency and Renewable Energy. “The Super Boiler is expected to help save energy, increase efficiency and improve environmental performance throughout the manufacturing sector.”

The Super Boiler is the culmination of more than seven years of DOE-sponsored research and development by the Gas Technology Institute, Des Plaines, Ill. and its partner, Cleaver-Brooks, Milwaukee. This work has also been supported by Utilization Tech-nology Development, Des Plaines, Ill.; the Southern California Gas Com-

pany, Los Angeles; the South Coast Air Quality Management District, Diamond Bar, Calif.; the California Energy Commission, Sacramento, Ca-lif.; and the California Air Resources Board, Sacramento, Calif.

In July, 2006, the Gas Technology Institute and Cleaver-Brooks installed a 300 hp high-pressure steam Super Boiler which has been running 24 hours a day, five days a week with ex-cellent results. After more than 6,000 hours of operation, fuel-to-steam ef-ficiency has been consistently in the 93% to 94% range, and NOx levels have been less than 9 ppm. Annual gas savings have averaged nearly 13%.

Additional field tests are underway at Clement Pappas & Co., Ontario, and Third Dimension, West Jordan, Utah. Cleaver-Brooks’ goal is to have five test sites up and running before the product goes to market. “Approximately 80% of the boilers out there are 25 years old,” says Dan Willems, vice president product en-gineering, Cleaver-Brooks. The company hopes to be able to replace 25% of those boilers with the new technology.

“It can be applied to existing boil-ers,” Willems says. “You can get very close to 90% efficiency.”

A brief video about the Super Boil-ers is available at www.deangroup.com/ clients/superboiler/.

Syclo/IBM relationship redefinedSyclo recently updated and expanded its part-nership with long-time ally IBM to give Syclo direct responsibility for support, and Maximo Mobile SE has been renamed SMART Suite for Maximo. Organizations can now purchase Syclo mobile software pre-integrated to Maximo ver-sions 4, 5 and 6 (plus 7 and beyond when avail-able) through either IBM or Syclo, and receive

services and support directly from Syclo, giving them a closer relationship and better access. For more information visit www.syclo.com.

Test confirms value of FDT/DTM technologyWIB, the International Instrument Users’ As-sociation, has completed its test comparing

the performance of FDT/DTM and EDDL tech-nologies for asset management of intelligent field devices in process automation systems. FDT/DTM and EDDL are the two standard technologies for integration of device infor-mation into process automation systems. The test confirms the extended benefits that FDT technology brings to configuration and maintenance of intelligent field devices. The

INDUstRy bRIefs

PS0801_15_18_UpRun.indd 15 1/10/08 4:58:42 PM

extensive testing, based on Foundation fieldbus communication, was performed by the Shell Global Solutions test laboratories in Amsterdam on behalf of WIB.

StatoilHydro Ormen Lange is 2007 HART Plant of the Year The StatoilHydro Ormen Lange natural gas processing plant in Aukra, Norway, has been selected by HART Communication Foun-

dation (HCF) as recipient of the 2007 HART Plant of the Year Award. The award is given annually to recognize the people, companies and plant sites around the globe that are us-ing the advanced capabilities of HART com-munication in real-time applications to im-prove operations, lower costs and increase availability. The StatoilHydro Ormen Lange facility produces natural gas that will provide up to 20% of the natural gas for the United Kingdom. The natural gas is shipped via the

Langled Pipeline, one of the world’s lon-gest subsea gas pipelines—1,200 km from the coast of Norway to the U.K. The Ormen Lange project consists of 24 subsea wells in four seabed templates with an onshore pro-cessing facility to clean up the gas before pushing it into the pipeline to the U.K.

Grainger rolls into Windy CityThe Chicago-area portion of Grainger’s mar-ket expansion initiative arrived a few weeks before the city’s first snowfall. With the con-struction and grand opening of the Bensen-ville, Ill., warehouse and store front, Grainger offers 23,000 SKUs to customers in the north-west suburbs. “We’re expecting to get a lot of customers,” says Branch Manager John Mc-Dermott. “With the added SKUs, customers no longer have to make the longer drive to the larger warehouses.” One of the primary goals of the five-year long market initiative is to make more product available at more locations. And, if a warehouse doesn’t have a particular product, it has the capability to make a same-day order so the item will be available later in the same business day. The 27,000-square-foot warehouse hosted an open house with 25 vendors attending (including 3M, West-ward, CRC, Fluke, Hubbell, Milwaukee, Dayton and Stanley). Former Chicago Bear Keith van Horne was available for autographs. In addi-tion to establishing a larger brick-and-mortar presence, Grainger is exploring improve-ments on the Web. The company maintains a Web portal designed specifically for plant managers at www.grainger.com/plant. The Website offers easily downloadable PDFs such as a plant shutdown checklist, and scheduled Webinars on plant maintenance.

Advanced Mechatronics Training Center opensSuffolk County Community College (SCCC), Brentwood, N.Y., in partnership with Festo Corp., recently unveiled the Advanced Me-chatronics Training Center. The new center sports advanced, high-tech manufacturing and process control equipment that reflects world-class training capabilities. The hope is to create greater awareness among students, school systems, industry leaders, workforce development agencies, economic develop-ment agencies and government officials about the variety of career paths that exist in the manufacturing field. As part of this mis-sion to provide affordable higher education and workforce development opportunities, SCCC applied for and received a three-year $2.4 million federal grant through the U.S. Department of Labor Employment & Training Administration to train workers for advanced manufacturing. This resulted in a new curricu-lum – Mechatronics – that will give the manu-facturing workforce more highly developed skills increasing their employment opportuni-ties and salary levels.

UP AND RUNNING

January 2008www.PLANTSERVICES.com16

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INDUstRy bRIefs

PS0801_15_18_UpRun.indd 16 1/10/08 4:58:48 PM

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UP AND RUNNING


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INDUstRy bRIefsFLIR systems to acquire Extech InstrumentsExtech Instruments, a major supplier of test and measurement equipment and portable

receipt printers with distribution in more than 90 countries, will be acquired by FLIR Systems Inc. FLIR is a world leader in the de-sign, manufacture and marketing of thermal imaging and stabilized camera systems. The

transaction, which is subject to standard closing conditions, was expected to be com-pleted within the fourth quarter. “This is an exciting opportunity for Extech, our custom-ers, our distributors, and our employees,” said Jerry Blakeley, president and owner of Extech. “This acquisition will create new opportuni-ties in distribution, product development and branding, which will extend and strengthen Extech’s position in competitive markets.” With this acquisition, Extech’s product portfo-lio will increase, bringing the addition of ther-mal imagers and Infrared (IR) cameras to the company’s 15 current product categories.

Resources

Contributing author earns manufacturing awardScotty Lippert Jr. of Clopay Corp., a contributing author to Plant Services, was recently named the 2007 Kentucky Manufacturing Employee of the Year by the Kentucky Asso-ciation of Manufacturers. He received the award at the organization’s Seventh Annual Manufacturer of the Year Award Presentation and Annual Meeting Luncheon. For more see www.PlantServices.com/KAM_award.

Equipment and supplies for industrial buyers onlineSurplusTrack.com has launched version 3.0 of its online industrial exchange community, which helps businesses buy and sell surplus industrial inventory and equipment. The im-provements to the Web site include a completely redesigned user interface, more robust search capabilities powered by Google, and PayPal online payment technology. These advancements address the evolving needs of the company’s growing customer base. For more information visit www.SurplusTrack.com.

Watch this spaceContributing Editor and maintenance evange-list Joel Leonard is ex-tremely busy working on a special project,

to be announced in his next “Crisis

Corner” column.

PS0801_15_18_UpRun.indd 18 1/10/08 4:58:54 PM

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Just a few pushes of a button and you’re ready for small targets, shiny surfaces, and distances up to 60 feet. It’s that easy to be accurate.

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WHAT WORKS

PET bottle molders that use both high-pressure and low-pressure compressed air in blow molding opera-tions typically exhaust residual compressed air from

the high-pressure side to the atmosphere. But as cost for power to run the compressors increases, “Many of these PET container producers have begun to view air as the fourth util-ity, along with gas, water and electricity,” says Chris Gordon, president, Blackhawk Equipment, Arvada, Colo. “So, you try to save money on compressed air in plants like these because they can theoretically net out some big energy savings.”

Three years ago, Blackhawk Equipment was introduced to a new concept in recycling compressed air, the Air Re-covery System (ARS). Developed by Technoplan Engineer-ing SA of Geneva, the ARS recovers compressed air that still has residual pressure. Gordon immediately saw that the ARS concept could be advantageous to PET bottle produc-tion operations, so he began to work with the licensed U.S. distributor of the system, Connell Industries (www.connell-ind.com/recycling.html).

“The PET molding process is a less than optimal one that re-quires ultra-high pressures, in excess of 580 psig,” Gordon says. The ARS system is installed between a blow molder’s exhaust system and the plant’s low-pressure air system, capturing, stor-ing and returning almost 50% of the dry, oil-free air at a pres-sure of 12 bar (170 psi) to the plant’s low-pressure air system.

Gordon performed pre- and post-installation measure-ment and verification, and the energy savings were substan-tial. The total savings the ARS system generated enables a payback period of eight to 12 months.

The potential for rebates on electric power consumption can make the payback even more attractive. In New Eng-land, for example, where the kilowatt-hour rates are three times those in much of the United States, the ARS system can qualify for about one-third of the total purchase price.

“We have energy efficiency programs designed to help cus-tomers with electric power usage to take some of the load off our system,” explains Craig Trottier, an account executive with Public Service Co. of New Hampshire, the state’s major electric power utility. “That helps defer the need for new investments in infrastructure. But it also helps our customers manage their energy costs better so that they are more competitive.”

Trottier recently evaluated the rebate qualification of an

ARS system installed at Southeastern Container’s Hudson, N.H. facility, where 1.5 million PET bottles are produced per shift for Coca-Cola, its parent company.

“The results of the ARS installation were quite surprising, even better than projected,” Trottier says. “This is a unique system that we had never seen before, and is especially ap-propriate for PET bottle applications.”

“We have two ARS systems installed,” says John Fischer, general manager, northeast region, Southeastern Contain-er, “one on a two-liter bottle machine and one on a 20 oz. Public Service of New Hampshire says we’re saving at least 5 million kilowatt-hours per year, and could possibly double that depending on different production considerations. But, in the first six months of this year we’ve saved approximately $300,000. In fact, we’ve been able to speed up the machines with some engineering work and software programming – so we’re actually using less electricity and yet making about 6.5% to 7% more bottles than we did before. Our per-thousand-bottle costs have dropped dramatically. Based on that and the utility’s rebate program, the payback period is less than a year with roughly about $400,000 invested less the rebate.”

Fischer adds that the biggest bang for the buck is on the two-liter machine. “We’re considering adding ARS systems in other plants that produce those, especially in regions were electric power is most expensive. But in reality, the days of cheap electric power are evidently over, so we have to pre-pare for future rate increases even in areas where electricity is comparatively inexpensive today.”

The air recovery system captures almost half of the high-pressure air, reducing compressor load and maintenance expenditures.

PET project saves energyBlow molding costs deflated by recycling high-pressure compressed air

PS0801_21_Works.indd 21 1/9/08 11:43:44 AM


ASSET MANAGER


Frontline supervisors are critical for successful change initiatives. Numerous studies and surveys conducted since the 1980s substantiate this claim. Of all the

means of communicating to frontline employees, the most powerful appears to be face-to-face communication through the immediate supervisor. Research shows that frontline su-pervisors enjoy the highest level of trust and credibility with their staff.

Thus, to ensure the CMMS is implemented and used ef-fectively, management must get buy-in from frontline super-visors. In turn, this requires concerted management effort to convince frontline supervisors that the benefits of a CMMS more than offset any perceived pain and disruption. Convincing frontline su-pervisors that there’s something in it for them and their staff maximizes CMMS value. If there’s a perception this is an IT initiative that benefits only management or that plant-floor workers are being diverted from their real jobs, the probability of success drops dramatically.

The frontline supervisor’s roleObserving frontline supervisors on a day-to-day basis, one might conclude their key role is chief firefighter, coordinating staff on one urgent problem after another. That’s no surprise, given the lack of training when one moves from the line to supervision. Even if training is offered, where fire-fighting takes precedence, the perception is that there’s no time available to attend training sessions. Of course, this becomes a circular argument, which maintains the status quo.

Breaking this cycle requires knowing what needs to be done, a measurement system that won’t reward firefighters, leadership providing the vision and drive to make it hap-pen, and evidence of management commitment to providing time and resources. The frontline supervisor should put less emphasis on acting like a technician by getting down and dirty, or being an administrator hiding behind paperwork. The supervisor’s role should encompass long-term thinking:

• Lead and motivate the frontline staff to attain higher performance achievable by using the CMMS.

• Encourage skills development and career path planning, satisfying the needs of both employees and employer.

• Promote diversity, respect for others, teamwork, and constant heath, safety and environmental vigilance.

• Communicate expectations, provide constant feedback, and support the staff in their daily efforts.

• Be a change agent, encourage creativity and reward in-novation.

Breaking the firefighting mentalityFrontline leaders must rise above the firefighting mentality. Easier said than done, but some tips might be helpful.

Think of four key strategic goals that can keep you fo-cused. For example, you might want to move to a planned environment, build a skilled, innovative team, generate a learning organi-zation, implement RCM, form a partnership with operations and engineering to share goals and objectives, measure and reward success, and so on. It might also help to spec-ify what won’t be part of your strategic focus, and make that clear to others. Get input and buy-in from management, frontline staff and key stakeholders. Note that a CMMS will go a long way in supporting a strategic change,

but only when the focal point is process change and, more importantly, a change in attitudes and behaviors.

Prioritize your actions by asking how much it will con-tribute to your goals. When you are pulled left and right during the day, determine which items can drop to the bot-tom because they add little value. Post your list where every-one can view it. Let your staff know that you are looking for behaviors that help accomplish these goals. This is how you can influence the frontline staff into adopting the goals, and help them distinguish between value-adding and waste.

Do more leading and less crisis management. When a py-romaniac comes to you with a fire, fight the urge to hop on the fire truck. Stop and think about the problem. Determine if this is urgent with respect to your priorities. Force your subordinates to stop and think strategically about the prob-lem and force them to come to you with solutions, not just problems. Ask if they’ve examined CMMS-based data to understand the root cause of the problem. Think big picture and help others help themselves. Delegate responsibility to

Rise above the firefighting frayUse people skills and your CMMS to build a solid strategy for management excellence

It might also help to specify what will not

be part of your strategic focus, and make that clear to others.

PS0801_23_24_AssetMan.indd 23 1/9/08 2:51:24 PM

teach strategic and critical thinking to those on the front line. If nothing is getting through, provide more aggres-sive skills development or reorganize your team.

Set aside time each day to think, plan, work on longer-term projects, review KPIs and critical reports, and take in the big picture. Using the CMMS as a strategic tool for analysis and planning. It’s difficult to carve out quality time to rise above it all. Find a quiet spot away from telephones and people. Be part of the solution, not the problem.

Take a carrot-and-stick approach to influencing front-line behaviors. Reward the behaviors you’re trying to promote, and show little tolerance for

deviations. Celebrate when technicians use the equipment history on your CMMS to identify and eliminate re-curring problems, or better anticipate problems through condition-based maintenance. If the fire bells ring, call the key stakeholders into your of-fice and discuss what should have been done, and will be done, to prevent a similar crisis from occurring.

What not to doBe wary of the traps that typically un-dermine a supervisor’s credibility:

• Sending unclear, conflicting mes-sages (encourage staff to be involved, but not providing the time to do so)

• Over-promising and under-de-livering (promising to upgrade the

CMMS, and then blaming manage-ment for not approving it)

• Stealing the limelight (accepting praise from senior management with-out crediting the front line for helping to make it happen)

• Acting disrespectful or unprofes-sional (reprimanding an employee in the presence of peers)

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

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

ASSET MANAGER


PS0801_23_24_AssetMan.indd 24 1/9/08 2:51:32 PM


Apredictive maintenance program can be constrained if it relies on indirect or imprecise measurements, if instrument batteries fail, or if data communica-

tions are limited. Gradually such constraints are being over-come by software and technologies that simplify condition monitoring and streamline predictive maintenance.

Miniature sensors cozy up to bearings: Purdue University researchers, working with the U.S. Air Force, are using micro-electromechanical systems (MEMS) technology to detect if jet engine bearings are close to failing. The miniaturized wireless sensors monitor bearing temperature, which in-dicates bearing condition and how long it will last. The sensors detect bearing failure much earlier than sensors that monitor bearings via engine oil temperature. The wireless sensors are powered through inductive coupling and handle temperatures to 300°C (572°F).

MEMS combine microscopic electronic and mechanical components. “The MEMS technology is critical because it needs to be small enough so it doesn’t interfere with the performance of the bearing itself,” says Farshid Sadeghi, Purdue professor of mechanical engi-neering. “And the other issue is that it needs to be able to withstand extreme heat.” Although the application is aircraft, any engine could benefit. It has potential for use in harsh manufacturing environments as well as transpor-tation, distribution and warehouse fleet management.

Self-powered sensors are battery-free: Battery main-tenance can be costly and difficult when condition-moni-toring sensors are installed in confined spaces or at remote locations. Clarkson University researchers have developed a sensor technology that generates its own power from vibra-tions. The hermetically-sealed wireless sensor eliminates the need for batteries and can conceivably remain in service for decades maintenance-free.

New York State Route 11 Bridge was the test platform. An electromagnetic generator on a girder harvests energy.

As vehicles vibrate the bridge, the generator produces elec-trical power for the wireless sensor. Each bridge uses several sensors to monitor structural integrity and other variables, and report changes that could indicate a potential failure. Using self-powered sensors can eliminate communication gaps caused by dead batteries. The concept also can be lever-aged for monitoring and maintenance of vibrating applica-tions, including lift trucks and rotating machinery.

KCF Technologies is developing vibration-harvesting de-vices to power wireless sensors on industrial production lines,

power generation systems, vehicles and build-ings. The company anticipates this will expand the use of wireless sensors, thus reducing pollu-tion, energy consumption and battery issues.

Data aggregation and analysis: Equip-ment data is most useful if it can be aggre-gated, analyzed and logged. The InFusion Condition Manager from Invensys displays equipment condition and maintenance infor-mation on HMI workstations as well as the Invensys Avantis.PRO enterprise asset man-agement system. InFusion v. 2.2 feeds data to

plant historian packages, making the data and actions avail-able to other plant and enterprise systems.

The system collects and analyzes real-time diagnostics from intelligent instrumentation, fluid and vibration anal-ysis, advanced process control and loop tuning software mounted on any plant asset. It then triggers maintenance, operations or engineering actions based on rules, conditions and customer-defined algorithms and models.

Web Services technology allows InFusion Condition Manager to communicate with enterprise systems such as ERP, EAM and MES. Microsoft .NET technology is leveraged to provide the asset and business intelligence information.

E-mail Contributing Editor Sheila Kennedy, managing director of Additive Communications, at [email protected].

Tiny, wireless and self-energizedA new generation of sensors is poised to revolutionize predictive maintenance

The hermetically-

sealed wireless sensor

eliminates the need for

batteries.

For more information, see:www.purdue.edu www.clarkson.edu

www.kcftech.com www.infusionecs.com

www.techbriefs.com www.ewh.ieee.org/tc/sensors

TECHNOLOGY TOOLBOX


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can killCounterfeitsDon’t risk lives, reliability and profits just to save a buckBy Jim Montague, Executive Editor, ControlGlobal.com

and Paul Studebaker, CMRP, Editor in Chief

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We’ve chosen our parts based on real or perceived quality, value, supplier reputation or support, and suitability for intended purposes. Some prove better than others, but we’ve rarely been surprised by nonfunctioning or dangerous parts. Maybe this is because it traditionally has taken a significant investment in manufacturing equipment and the supply chain to establish a brand, make the parts and bring them to market. That, plus the requirements of certification agencies such as Underwriters Laboratories (UL), have largely kept low-quality and non-functional components out of our plants.

But not anymore.

A growing painMoving beyond Rolex watches, low-quality bolts and brand-name auto parts, counterfeiters are producing fake industrial equipment and components complete with bogus marks, packaging, documentation and certifications. Also creeping into the supply chain are imitations or knock-offs that wear their own brands (or none) but deliberately mimic the appearance of famous-maker products.

The International Chamber of Commerce (ICC, www.icc.cca.org) estimates that trademark coun-terfeiting accounts for about 6% of world trade. It’s worth an estimated $350 billion annually, accord-ing to the white paper, “The Threat of Counterfeit Product Approval Marks Warrants Aggressive De-tection and Enforcement Action,” by a recent alliance between U.S. Occupational Safety and Health Administration (OSHA, www.osha.gov) and the American Council of Independent Laboratories (ACIL, www.acil.org). “In its mid-year 2005 report, the U.S. Department of Homeland Security’s Customs and Border Protection division reported that customs seized more than $64 million dollars worth of counterfeit products in 3,693 seizures. Electrical equipment, much of it intended for the U.S. workplace, alone accounted for more than $6 million,” the paper says. “The International Anti-Coun-terfeiting Coalition (IACC, www.iacc.org) reports the majority of counterfeit products come from Asia, primarily China, and that Eastern Europe also has become a significant source. The manufac-ture and distribution of counterfeit products has been linked to organized crime. Counterfeit approval marks have been found on electrical products built with substandard materials and exhibiting compro-mised electrical spacing – both of which pose potential shock and fire hazards to U.S. employees.”

Jim Pauley, vice president, industrial and government relations for Schneider Electric (www.us.schneider-electric.com), received a phone call from the U.S. customs office in San Francisco a cou-ple of years ago. “They found a person trying to get through from China with a suitcase full of circuit breakers with our Square D logo and UL labels on them,” Pauley says. “All of them were counterfeit. This has led to several ongoing litigations, and six settled lawsuits, but we think the overall state of the

We who live and work in societies with long, strong histories of industrial responsibility and regulatory compliance are accustomed to choos-

ing freely among a variety of sources for components and replacement parts. “Original” or “factory” parts come from the company that built the machine and are under-stood to be the same as those used on the production line. Original equipment manufacturer (OEM) components are expected to be made by the company that supplies the factory, and therefore equivalent to factory parts in every way but the name. Aftermarket parts come from a variety of sources and are trusted according to the brands under which they are built or sold.

can killPS0801_28_33_CvrStry.indd 29 1/10/08 2:05:27 PM

problem is still much worse than people realize or are willing to admit that it is.”

No one knows how many counter-feits go unreported, so it is diffi cult to estimate how widespread the issue is. “� is is what we know, and there are probably more,” Pauley says. “Customs usually inspects about 2% of all cargo, and the rest can’t all be crystal clean.”

� e British Valve and Actuator As-sociation’s (www.bvaa.org.uk) techni-cal director reports there was very little counterfeiting of mainstream valves just fi ve or 10 years ago, but now there’s more anecdotal evidence than ever be-fore about fake products and parts, com-ing mostly from Asia and specifi cally China, says Rob Bartlett, director of the organization. “Everyone has a story.”

Typically, a defective part will be returned to the manufacturer, often through an authorized distributor. “We fi nd out which contractor returned it,

fi nd out where he got it, trace down the source and refer it to the Consumer Product Safety Commission,” says Bill Snyder, vice president, channel develop-ment, Square D. “It gets traced back to one or two factories in China, which get raided and shut down. But they reopen a few days later, a couple of miles away.”

� e parts being copied were never manufactured in China, Pauley points out. “People think this is what happens when you manufacture in China, but these products are not made by us in China,” he says. “� ey have counterfeit ‘Made in USA’ labels on them. � is is not a ‘manufactured in China’ problem, it’s a diff erent group. � ese are criminals under U.S. law.”

Wild, wild WebOne contributor is Internet-based businesses that routinely sell millions of dollars worth of equipment and en-

able the smallest shop to market and deliver items worldwide. � ese speedy, global transactions can be helpful, but participants reportedly don’t conduct as much verifi cation and certifi cation as traditional manufacturer-to-dis-tributor channels.

“We haven’t personally identifi ed any counterfeit items, but our custom-ers report seeing many items on eBay for more than 30% off list prices,” says David Stock, a system integrator at Innovative Control Inc. (ICI, www.innovativecontrolinc.com), Crystal Lake, Ill. “If someone else wants to purchase equipment that way it’s fi ne with me, but I think buying in an en-vironment without distributors and traceability is a serious risk.”

Some purchasers accept counterfeit-ing and knowingly buy fake devices. “Some people actually choose to pur-chase counterfeit products, assuming

MORE THAN A NAME: THE CASE FOR FACTORY PARTSSome vendors extend the de� nition of counterfeit parts to include aftermarket and other components, especially when those are substituted for factory parts without the knowledge and consent of the equipment owner.

“It’s relatively easy to � nd counterfeit parts. Generally, counterfeit (non-genuine) parts look like the original parts, but don’t have the same quality as genuine Atlas Copco parts,” says Alessandro Fantacone, aftermarket product manager, Atlas Copco Airpower – Belgium (www.atlascopco.com). “They’re cheaper, and as consequence they have lower quality. Non-genuine parts suppliers target high-volume consumables – oil and air � lters, and lubricants.”

Like many manufacturers of specialized, heavy-duty industrial equipment, Atlas Copco takes signi� cant pains to ensure the quality of consumables because they af-fect equipment durability, e� ciency, and performance. “When developing a new machine we have a very strict procedure where we qualify parts in several stages, performing extensive tests to see how they’re operating and performing,” says Fantacone. “We work with high-quality suppliers and collaborate in the design of key components. If our replacement parts aren’t used, we can’t assure that the ma-chine will function as originally designed.”

Non-factory lubricants and air � lters also come with risks. “There’s a direct link from oil quality to machine life. Non-standard oil

can lead to higher water content and lower bearing life,” Fantacone says. “We work to minimize energy consumption. Most coun-terfeit air � lters have higher pressure drops than genuine Atlas Copco air � lters. These

higher air � lter pressure drops increase en-ergy consumption and nearly always cost more in electricity than saved by purchas-ing a non-genuine part.”

Non-factory parts may appear to be a good purchase, but may lead to some hid-den costs such as higher maintenance and operating costs due to shorter lives and higher energy consumption.

“If a service organization is o� ering you a non-Atlas Copco part, it’s because the service organization is interested in mak-ing higher pro� ts,” Fantacone adds. “They may sell it at 80% of the price of the Atlas Copco part but they pay much less for it, and the reason is simple: performance and quality are much lower.”

Fantacone suggests you take these steps to guard against inadvertently using non-original parts:

1. Always ask for genuine parts.2. Make sure your service provider is us-

ing factory parts. Look at the manu-facturer’s Web site to see the part and the box, and look at what is going into your machine.

3. Check the billing or receiving paper-work against the manual to see that the part numbers match.

4. If you see a big price di� erence or if suddenly the part is half the price, it’s probably not a factory part, and will lead to higher lifecycle costs.

5. Remember that machine downtime is a huge cost.

J .PLANTSERVICES.30

MANAGEMENTReliability

Sectioning a typical non-genuine and a genuine Atlas Copco oil � lter shows where the wrong seal material or size can cause oil leaks, a bypass valve with the wrong setting can starve a compressor’s airend of lubrication, and � lter media tensile strength, chemical compatibility, micron (Beta) rating, and pleating a� ect performance. In severe cases Atlas Copco has seen non-genuine media disintegrate because of chemical incompatibility or restrict oil � ow enough to cause airend damage or failure.


they’re paying less for products that are equal in value to the legitimate prod-ucts they mimic,” states the OSHA-ACIL report. “People who deliberate-ly choose to buy counterfeit products aren’t victims. Instead, they support the criminally deceptive practices of counterfeiters by creating a built-in market for their goods. If consumers stopped using counterfeit products, counterfeiting wouldn’t disappear. However, in many cases, counterfeit-ing would be less profi table and more risky without these easy sales.”

Anthony Todarian of the Canadian Standards Association (CSA, www.csa.ca) adds that it and other agen-cies regularly issue product alerts and recalls when it fi nds counterfeit prod-ucts, and that eBay and other online sellers have promised to remove them when they’re notifi ed.

It’s one thing to buy a contractor’s leftover 10-pack of circuit breakers on eBay, but greater numbers raise more questions about where they’re coming from. “When you see higher volumes and a supplier saying it can deliver any amount, you have to ask if this is a le-gitimate source,” says Pauley. “� is is why you can’t just run to the Internet to buy circuit breakers. You have to know your sources and start further up the food chain. If you wait until a product is delivered, it’s probably too late.”

Dangerous deceitIt would be one thing if counterfeit-ing only compromised patents, copy-rights and sales revenues. But in the case of industrial components, it’s also a matter of functionality. “� ey put on fake Square D and UL labels, and the

parts don’t work. A counterfeit break-er subjected to a fault current that any breaker would be expected to clear just blows up,” says Snyder. “And this isn’t limited to Schneider or Square D – our competitors are seeing the same thing with products from wiring de-

GERMAN ENGINEERING

©2007 Curtis-Toledo, Inc.WWW.DISCOVERCURTIS.COM

AD TITLE: German AdPRODUCTION # 17637-2CLIENT: Curtis-Toledo, Inc.JOB TITLE: Curtis General German Ad Ad JOB NUMBER: 17637 PREPARED BY: Kevin BlackwellAGENCY: Rhea & Kaiser Marketing Communications, 400 East Diehl Rd, Naperville, IL (630) 505-1100FILES SHIPPED BY: Anderson Digital Services, Inc.SIZE: 1/3 Square, 4-9/16 x 4-7/8COMPLIANCE COPY: noneINSERTION IN: Plant Services

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Clearly state the issues and risks of counterfeits to everyone within your organization who has responsibilities for sourcing, handling, using or maintaining MRO and supply parts. Give them these tips to help avoid acquiring or using suspect parts, and encourage them to question anything out of the ordinary with your suppli-ers. For mission-critical parts, develop a second, enhanced level of ordering, receiving and managing inventory.

• Look for the mark – A system of standards exists for product test-ing and certi� cation. Be wary of electrical, mechanical, plumbing, gas or other standardized products if they don’t have a certi� cation mark from a nationally recognized testing laboratory (NRTL).

• Inspect the mark – Legitimate certi� cation marks have distinc-tive graphics that often aren’t accurately reproduced by counter-feits. For a current list of NRTLs or their marks, visit OSHA’s Web site at www.osha.gov/dts/otpca/nrtl/index.html.

• Poor spelling – Look for misspellings and unclear printing on packaging, products, labels or instructions.

• Inferior packaging – Counterfeit packaging might show poor quality such as blurred markings or partial illustrations. Red � ags include questionable or meaningless markings, or foreign newspa-pers used as packaging.

• Missing items – Check for missing product information or dis-crepancies between package contents and the item’s description on the package. There also might be missing instructions, screws or terminals.

• Cheap production – If a device looks and feels too light and � imsy, it might be a fake. Check for signs of used appearance, evidence of tampering/repairs, broken seals, scratches, obvious wear, corrosion, pitting, and inconsistent material types, � nishes and/or colors.

• Signi� cantly lower pricing – Deals that are too good to be true could mean a device is counterfeit, and so it should be checked even more closely.

• Questionable source – Buy only from reputable, well-known distributors or retailers.

IDENTIFY AND AVOID

J .PLANTSERVICES. 31



vices to cords to allegedly explosion-proof boxes and fi ttings.” Users might not realize this until years later, when those fake devices are called on to work and fail instead.

We expect parts to fi t, function and endure. But counterfeits generally use cheaper and less safe materials, such as fl ammable plastics, less durable alloys, loose tolerances and inadequate electro-plating. Copiers cut production costs by not respecting quality and safety stan-dards, imitating external appearances with no knowledge or understanding of the technologies needed to produce functional, durable parts.

In the case of gearboxes, “We’ve seen direct knock-off s that look the same from six feet away,” says Bill Engle, plant manager, Dodge Gear, Greenville, S.C. “You’ll save about 40%, but after 150 hours they catch fi re.” Some of the knock-off s came back from distributors as “warranty

returns.” Engle doesn’t know how the end users get the knock-off s, but until they get back to the factory, everybody is under the impression they’re genu-ine Dodge gearboxes.

Poorly-made bearings contribute to excess friction and wear that cause overheating. “We’re seeing some coun-terfeit bearings from China,” says Bill Bayliss, business manager-aftermarket at FMC FoodTech (www.fmctechnol-ogies.com/foodtech). “Some bearings are very sophisticated and, as a result, very expensive. But there’s a reason they’re so expensive. Some customers are fi nding out the hard way.”

Some fake bearings are obvious on inspection. Visible clues can include packaging diff erences, alternate coun-tries of origin, oddball serial number formats or diff erences in the look of subcomponents. Names and logos might be misspelled. Increasingly however, the more sophisticated fakes

are essentially identical under routine inspection or testing. � e hidden dif-ferences, determinable only by experts, may have serious consequences.

� ese nonvisible diff erences can in-clude nonhardened races, alloys without adequate corrosion or wear resistance, unserviceable seals or defective lubrica-tion, suggests Shaeffl er KG, maker of INA and FAG bearings. In some cases, the fakes can look “more real” than the legitimate product, according to reports from major bearing manufacturers. In most cases, the fi nal determination can only be made by an authorized distribu-tor or the manufacturer.

Falsifi cation of bearing identity has reached such proportions that manu-facturers, major customers and testing and certifi cation organizations world-wide are discussing a “Global Bearing Code of Conduct,” and the Japanese Bearing Manufacturers Association has published a poster showing a pair of handcuff s whose one side is a large ball bearing. � e poster says, “Counter-feit bearings are illegal. � ey can cause injury or death. Don’t produce them. Don’t sell them. Don’t buy them.”

Can’t judge by appearanceWhile close visual inspection of devices and documentation is supposed to help fi nd counterfeits, several sources say the external appearance of many fakes is so good that they’re almost indistinguish-able from the genuine items. “You can’t

Covert identi� cation

Figure 1. One of the simpler tools in the battle for authentication is hidden marking, such as this code visible only under ultraviolet light. (Videojet)

J .PLANTSERVICES.32



identify counterfeit products by physical appearance,” says Snyder. “� e counter-feits we are seeing today are indistin-guishable – I cannot see the diff erence.

“We work with the government and customs. We give them brochures that show what to look for and the next shipment has fi xed it. We say to look for grease on the contactor jaws, they put grease on the jaws.”

Even newer identifi cation technolo-gies, such as RFID chips and laser etching, can be quickly adopted by counterfeiters. “Many counterfeits look pretty much like the real thing. � ey might even have duplicate die marks and moldings that serve no purpose. We have seen situations where manu-facturers have added holographic labels to their products, and the counterfeiters copied it nine months later,” says Pauley. “Sometimes our engineers have to take devices apart to compare the legit and counterfeit version, and the fakes quick-ly fail if their performance is tested.”

Still, the battle for positive identifi -cation starts with the naked eye. “We work with the OEMs for a way to au-thenticate a product,” says Jack Walsh, director of sales, Videojet (www.videojet.com). “� e fi rst way is by quality – a high-quality product and packaging so you can tell by looking. But counter-feiters are clever, and there isn’t always packaging, so we do track and trace. At the low level, it’s covert marking on the product itself [Figure 1]. � e high level is using RFID or other markings as a license plate that travels with the prod-uct.” Every product move in the supply chain is recorded, and authorized dis-tributors must be able to show traceabil-ity back to the source.

“An unauthorized supplier won’t be able to provide the history,” Walsh says. “� is is going on in the auto-motive industry right now. It’s called serialization, and it’s being used on safety-critical and high-cost items.” Registered part IDs can be accessed through the Internet. “If a distributor gets a suspect part, or Customs sees a load of suspect parts or a warranty claim is questionable, they can call the

supplier and check it out,” he adds. “We’re supplying end-to-end turnkey systems for this.

“You can’t penalize the distributors and shut them down when they say they didn’t know the part was coun-terfeit. Now the manufacturers have a way for them to know.”

Know your suppliersPerhaps the best way to avoid counterfeit devices is to buy from manufacturers and distributors that are well known to your own company and its engineers. It’s also

vital to maintain frequent personal con-tact with authorized suppliers because counterfeiters can set up false represen-tatives and corporations to support their fake products and documentation.

“When you’re in a rush, you might not check some certifi cations as closely as pos-sible,” says Bartlett. “So, besides checking that documents aren’t bitmapped images and telephoning to confi rm suppliers’ claims and identities, buyers also must be responsible for their devices’ audit trails, and make sure where, when and who makes these products.”

AD TITLE: Emerging AdPRODUCTION # 17638-2CLIENT: Curtis-Toledo, Inc.JOB TITLE: Curtis General German Ad Ad JOB NUMBER: 17638 PREPARED BY: Kevin BlackwellAGENCY: Rhea & Kaiser Marketing Communications, 400 East Diehl Rd, Naperville, IL (630) 505-1100FILES SHIPPED BY: Anderson Digital Services, Inc.SIZE: 1/3 Square, 4-9/16 x 4-7/8COMPLIANCE COPY: noneINSERTION IN: Plant Services

EMERGING MARKET CONTENT


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“Statistics on the types, values and origins of gods seized by the U.S. Customs and Bor-der Protection Agency”Download the “No Trade in Fakes” supply chain tool kit from the Coalition Against Coun-terfeiting and Piracy (CACP), or see the Webinar“Rotork copes with copies” “Responsible repair and refurbishing”Learn more about or report counterfeit circuit breakers

More resources at www.PlantServices.com/thismonth



PS0801_28_33_CvrStry.indd 33 1/11/08 10:38:29 AM

ost industrial air compressors are supplied as self-contained packages that include drive motor, inlet filter, me-

chanical and electrical controls, and various optional accessories. Depending on the type and size of air compressor, the package might be mounted on an air receiver. Air compressors are classified either as posi-tive-displacement or dynamic.

Positive-displacement compressorsAir is drawn into an enclosed chamber where the volume is reduced by mechanical means, causing the

pressure within to rise and forcing the air into the system. A simple example of a pos-

itive-displacement compressor is the hand pump for in-

flating tires. The oper-

ating principle for positive-displacement compressors is either reciprocating or rotary.

Reciprocating typeA reciprocating compressor uses a moving piston in an enclosed cylinder. In a single-acting design, com-pression takes place on just one side of the piston and produces air on only one stroke per revolution. Dou-ble-acting compressors develop compression on both sides of the piston and produce air on two strokes per crankshaft revolution. This results in almost twice the capacity of a single-acting design of identical bore and stroke. In either case, the compressor might be air or water-cooled, lubricated or non-lubricated.

Knowing operating

characteristics and physical

limitations will help you

select the best machine

for your plantBy Niff Ambrosino


PS0801_34_38_Compressors.indd 34 1/10/08 3:18:18 PM


Single-stage reciprocating com-pressors have one or more cylinders connected in parallel to compress air from atmospheric pressure to the final discharge pressure in one step. Most single-stage compressors are designed for a maximum discharge pressure of 100 psig.

Multi-stage reciprocating compres-sors, on the other hand, have two or more cylinders connected in series. Each stage adds some degree of com-pression. For example, in a two-stage unit, air is compressed from atmo-spheric pressure to an intermediate pressure in the first stage, cooled by an intercooler, and raised to the dis-charge pressure in the second cylinder. Multi-stage reciprocating compressors are more efficient, run cooler and have longer life than single-stage compres-sors, all because the intercooler(s) re-move the heat of compression. While not typical for plant air, some special-application, two-stage compressors can deliver 250 psig or more.

Single-acting reciprocating compres-sors are commonly air-cooled, have one or two stages and are available to 150 hp. However, in most industrial appli-cations, the maximum size is generally 30 hp. A measure of operating efficiency is called specific power and is the kW input to produce 100 cfm, or kW/100 cfm. For a single-stage, single-acting compressor, the specific power is ap-proximately 24 kW/100 cfm at 100 psig. Typical specific power for a two-stage, single-acting compressor at 100 psig is 19 kW/100 cfm to 21 kW/100 cfm.

Double-acting compressors are gen-erally water-cooled and range in size from 25 hp (single-stage) to 500 hp. Common sizes for two-stage indus-trial applications range between 75 hp and 250 hp. A two-stage double-acting reciprocating compressor is the most energy-efficient air compressor. Typi-cal specific power at 100 psig is approxi-mately 15 kW/100 cfm to 16 kW/100 cfm. Double-acting compressors have a higher initial price, more expensive in-stallation and higher maintenance costs than other types of compressors.

Rotary compressorsThe lubricated rotary-screw air com-pressor is the most widely used design for industrial applications. It’s charac-terized by low vibration, simple instal-lation and minimal maintenance in broad ranges of capacity and pressure. A rotary-screw air end consists of two

close-clearance helical rotors turning in synchronous mesh. The male rotor has four helical lobes; the female has five or six grooves. In a lubricated ro-tary-screw compressor, the male rotor drives the female rotor.

Ambient air is drawn through a suction port into a space between the spinning rotors, which then force the

air into the decreasing inter-lobe cavity until it reaches the discharge port at the opposite end of the rotor. Oil injected into the rotor housing lubricates the moving parts, removes heat and seals the clearances to prevent back slippage of the compressed air. The air/lubricant mixture discharges into the lubricant

reservoir, which also serves as a sepa-rator that relies on directional and ve-locity changes. A coalescing-type filter reduces the final lubricant-to-air con-centration to 3 ppm to 5 ppm.

Operating at too low a system pres-sure (65 psig to 75 psig) increases the velocity across the separator, which leads to greater lubricant carryover. To

EFFICIENCYCompressors

A two-stage double-acting reciprocating compressor is the most energy

efficient air compressor.

AMERICAN INGENUITY


D I S C O V E R

17639_2 07 CTGNL GENRL American.indd 1 9/19/07 7:53:52 AM


prevent carryover at startup and when system pressure is too low, a minimum-pressure device is used to maintain internal compressor pressure above the manufacturer’s minimum.

� e lubricant separated from the air stream circulates through a cooler and fi lter before being injected back into the air end. � e temperature of the lubricant at the injection port needs to be high enough to prevent condensation from forming in the lubricant. Air-cooled units use a thermo-static valve to maintain an injection temperature of 150°F to 170°F. Water-cooled packages use a water-fl ow-regulating valve or thermostatic valve, or both.

To remove condensate, rotary-screw packages use an after-cooler to reduce the discharge air temperature and a moisture separator with an automatic drain. Most industrial applications use air-cooled heat exchangers for the lubricant and compressed air. Water-cooled models use shell-and-tube exchangers.

Single-stage lubricated rotary-screw compressors are available in sizes from 5 hp to 600 hp and produce between 35 psig and 210 psig. Typical 100-psig specifi c power at full load is approximately 18 kW/100 cfm to 19 kW/100 cfm. Variable-displacement or variable-speed capacity control can improve part-load effi ciency.

Two-stage compressors are available for operation up to 500 psig. � ey generally achieve better energy effi ciency when used as base-load compressors. At 100 psig, specifi c power isapproximately 16 kW/100 cfm to 18 kW/100 cfm. Variable-speedcontrol can also make them suitable as trim compressors.

Non-lubricated rotary-screw air ends are similar to the lubricated variety, except for the lack of lubricant injection. Two types are available - dry and water-injected.

In the dry type, the male rotor doesn’t drive the female rotor. Instead, timing gears, which are separated from the compression chamber by lubricant seals and air seals, main-tain proper rotor clearances. � e operating temperatures are around 350°F to 400°F because there’s no fl uid injection to help remove the heat of compression. Single-stage models can reach 50 psig. Most manufacturers use a two-stage design with an interstage cooler to produce pressures of 100 psig to 150 psig. Typical specifi c power at 100 psig is approximately 18 kW/100 cfm to 22 kW/100 cfm.

� e water-injected, non-lubricated rotary-screw compressor can produce 100 psig and more in a single stage because the water injected into the compression chamber seals clearances and removes the heat of compression. � e water is removed by conventional means, cooled and recirculated. Automatic con-trols maintain the water level and quality.

Other types� e sliding-vane rotary compressor uses a rotor with metallic or non-metallic vanes that slide in and out of the rotor in an off set housing. As the rotor spins, the vanes are forced outward against the cylinder walls. During part of the revolution, the contained volume between vanes decreases, and pressure rises as it nears the discharge port.

J .PLANTSERVICES.36


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D I S C O V E R

17640_2 07 CTGNL GENRL Wrap Up.indd 1 9/19/07 8:02:37 AM

Table 1: Comparison of Compressor Types (100 hp To 500 hp)Category ** Two-stage double

acting reciprocatingLubricant-injected

screw (single-stage)Lubricant-injected screw (two-stage)

Lubricant-free screw Centrifugal

Size and weight 3 1 2 2 2

System completeness 3 1 1 1-2 1-2

Can be located close to points of use 4 2-3 2-3 2-3 3

Maintenance costs 3 1 1 1 1

Foundation requirements 4 1 1 1 1-2

Reduced capacity efficiency* 1-2 1-4 1-4 1-3 1-3

Lubricant-free air (lube**/lube-free) 4/1 2 2 1 1

Lubricant carry-over (lube/lube-free) 4/1 3 3 1 1

Lubricant changes or make-up (lube/lube-free)

4/1 3 3 1 1

Equipment cost 4 1 2 2 2

Installation cost 4 1 1 1 2

Full-load operatingkW/100 cfm *** 15-16 18-19 16-18 18-22 15-20

Key: 1 = Very good; 2 = Good; 3 = Fair; 4 = Poor.

These evaluations are very general and might not cover specific features of a given compres-sor type or manufacturer. They are intended to provide a general guide in how to compare compressors. It’s important to evaluate each point in any comparison of quoted equip-ment. Other factors to be considered include warranty and service requirements.

* It’s important to compare kW/100 cfm ra-tios at reduced capacity. Rotary compres-sors having variable displacement or vari-able-speed drive capacity controls might provide substantial energy savings when operating at reduced capacities.

** Any compressor requires appropriate downstream air quality treatment.

*** Specific power kW/100 cfm based upon full capacity at a discharge pressure of 100 psig and a full-load motor efficiency of 92%. Higher motor efficiencies are available.

Source: “Best Practices for Compressed Air Systems,” a Compressed Air Challenge Pub-lication (McCulloch and Scales 2007)

PS0801_34_38_Compressors.indd 37 1/11/08 9:23:59 AM



go to www.PlantServices.com/scroll to learn how the scrolls interact. Anima-tion courtesy of Air Squared, Inc.) The spirals are mounted with 180° phase displacement to form air pockets with variable volumes. As the moving scroll orbits within the fixed scroll, the air

pockets diminish in size as they scroll spirally towards the center. Most scroll manufacturers limit maximum dis-charge pressure to 115 psig.

Dynamic compressorsA dynamic compressor uses high-speed impellers to impart velocity to the air. A centrifugal compressor is similar to a centrifugal pump, with ambient air entering at the center of a high-speed impeller that accelerates the air radially. This velocity head is translated to pressure head at the dis-charge volutes or diffusers.

The number of stages and impel-ler blade configuration determines the operating pressure and flow rate. Most industrial centrifugal air compressors use a multi-stage design. Backward-leaning impeller blades can achieve higher discharge pressures, but some-what lower flow. Radial impeller blades might achieve greater flow, but at lower pressures. Your air demand and pressure variation limitations determine the best configuration.

Compressor manufacturers have controls to avoid the phenomenon of

surge, where air flow reverses inside the compressor. As the compressor discharge pressure increases, flow decreases. Eventually, the discharge pressure can’t overcome the system pressure and the air flow reverses, going from discharge to inlet. Most

capacity controls automatically avoid this condition at low demand. Typical centrifugal compressor sizes start at approximately 150 hp and the specific power at 100 psig is approximately 15 kW/100 cfm to 20 kW/100 cfm.

Which do you need?When comparing compressor types for an application, it’s important to consider the relevant factors and spe-cific requirements (Table 1). For ex-ample, if the compressor is expected to operate fully loaded, efficiency at reduced capacity might be less impor-tant. However, if you anticipate wide swings in air demand, then reduced-capacity efficiency might be a more important factor.

Niff Ambrosino is general manager at Scales Industrial Technologies, West Pater-son, N.J. Contact him at [email protected] and (973) 890-1010, ext. 230.

This article is based on information in the Compressed Air Challenge publication, “Best Practices for Compressed Air Systems” (2007, David McCulloch and William Scales, P.E.).

Efficiency and loading – “Load ‘em up”Air dryers 101 – “There’s more than one way to dry the air”Unit cost of air – “How much is too much?”Heat of compression calcs – “What does Mother Nature say about cooling hot air?” Capacity control – “Finding the right match”Speed-regulated drives – “Drive down the cost of compressed air”Performance determinants – “Applying the pressure”Dryer economics – “Don’t get hung out to dry”Oil-free air – “Keep it clean”

For more, search www.PlantServices.com using the keywords cfm, compressor and efficiency.


Variable-displacement or variable-speed capacity control can improve part-load efficiency.



There is science behind preventing slips and falls By Ken Fisher

he axiom, “what is measured gets done,” applies to preventing slips and falls if you measure the coef-fi cient of friction (COF) of plant fl oors. Measuring

collects data and lays the basis for remedial and preventive actions, which reduce injury, operational and other costs.

Data collection and follow-up entails:• Measuring and recording the condition of your fl oors• Improving, then maintaining, the fl oors to a desired bench-

mark level through eff ective treatments and proper care• Auditing and documenting the state of fl oors to demon-

strate due diligence, care and compliance with safety norms

Be wary of water. A study of workers injured by slips and falls at U.S. Depart-ment of Energy facilities have showed that approximately three-fourths of the indoor slip/fall events reported involved water, according to the DOE.

Before doing anything else, benchmark the wet COF to record

the slip resistance of the surface when it’s wet or contaminated. � is supports the rationale that if a fl oor is slip-resistant when wet, it’ll be slip-resistant when dry. Quantify your results and standardize your recordkeeping using a baseline COF, making improvements and taking follow-up measurements.

Several organizations, including the insurance carrier CNA and the National Floor Safety Institute, use or recommend a device called the Binary Output Tribometer, or BOT-3000 (www.uwtlp.com). � is is the only U.S. fl oor-testing device that passes ASTM’s precision and bias standards, and can measure both static and dynamic COF. � e automated device eliminates user variables that aff ect reading consistency. Digital printouts and uplinks enable sharing, saving and storing data, tracking trends and providing a legally-sound numerical trail that documents improvements.

Raise tractionIf a clean fl oor’s COF demonstrates that it’s slippery when wet, apply a treatment or product to increase wet slip resis-tance. Two product categories have proven eff ective:

• Surface modifi ers that increase traction on concrete, ce-ramic tile, quarry tile, stone, marble and similar surfaces

• Mop-on cleaners/treatments that raise traction on fi n-ished and other fl oors.

Surface modifi ers improve the COF by chemically alter-ing the mechanical properties of an unfi nished mineral-based fl oor. � ey produce micropores or imperceptible tread patterns that render wet concrete, tile and stone fl oors safer to walk on. Applying a penetrating sealer makes the surface more resistant to soil. Slip resistance lasts several years with regular cleaning, but reapplication should be handled by professionals. Surface modifi ers also are eff ective in showers.

Coe� cient of friction (COF) is a number that indicates the degree to which a � oor is slip-resistant. The COF is determined with an instrument that senses the slip resistance of a surface. Both static and dynamic coe� cient of friction measurements are useful in determining � oor safety.

Static coe� cient of friction (SCOF) is the ratio of the hori-zontal force needed to start an object sliding to the force pressing an object normal to the surface.

Dynamic coe� cient of friction (DCOF) is the ratio of the horizontal force needed to keep an object sliding to the force pressing an object normal to the surface.

Coefficient of friction definitions

PS0801_39_41_Flooring.indd 39 1/11/08 10:34:18 AM

Mop-on cleaners and treatments are pH-neutral solutions with ingredients that increase slip resistance. � ough dilution ratios are critical, unskilled la-bor can apply these water-based treat-ments for cleaning and slip resistance.

Once the fl oor achieves a COF safety compliance benchmark of 0.5, 0.6 or

greater, (see sidebar: “COF standards”) it needs regular, documented audits to prove the fl oor is properly maintained and to ini-tiate corrective adjustments as needed.

Implement polices and proceduresA written, enforced fl oor safety policy and procedure guide can help improve

safety, while demonstrating manage-ment’s commitment to prevention. It should address common causes of slips and falls, including poor worker training, lack of weather contingency planning, inconsistent hazard identifi -cation, inappropriate footwear and in-adequate fl oor cleaning, among others. It should detail how to perform and document measurement, improvement and maintenance of fl oor surfaces.

Teach and test new hires on these documents; retrain employees annu-ally. Document, fi le and send instruc-tion and follow up to appropriate per-sons within the organization.

Learn from incidentsIf people have already slipped or fallen, examine the qualitative and quantita-tive loss data, where available, to help identify how, where and under what

J .PLANTSERVICES.40

SAFETYFlooring

To paraphrase OSHA, “A reasonable mea-sure of slip resistance is static coe� cient of friction (COF). A COF of 0.5, which is based upon studies by the University of Michigan and reported in ‘Work Surface Friction: De� nitions, Laboratory and Field Measurements, and a Comprehensive Bib-liography,’ is recommended as a guide to achieve proper slip resistance. A COF of 0.5 isn’t intended to be an absolute standard value. A higher COF might be necessary for certain work tasks, such as carrying ob-jects, pushing or pulling objects, or walk-ing up or down ramps [or on wet surfaces].

“Slip resistance can vary from surface to surface, or even on the same surface, de-pending upon surface conditions and em-ployee footwear. Slip-resistant � ooring ma-terial such as textured, serrated or punched surfaces and steel grating [or treatments] might o� er additional slip resistance. These types of � oor surfaces should be installed in work areas that are generally slippery from wet, oily or dirty operations. Slip-resistant type footwear might also be useful in reduc-ing slipping hazards.”

The American National Standards Insti-tutes’ (ANSI) A 1264.2-2001 “Standard for the Provision of Slip Resistance on Walk-ing and Working Surfaces” recommends a static COF (SCOF) of 0.5 for walking sur-faces under dry conditions.

ANSI/NFSI B101.1 “Test Method for Mea-suring Wet SCOF of Common Hard-Surface Floor Materials” recommends a SCOF of 0.6 on wet � oors.

COF standards


www.PLANTSERVICES.com 41

conditions the incidents occurred. Then, appropriately plan and direct your reme-dial efforts. Performing physical inspec-tions of incident areas might offer insight about causes, enabling a more focused and effective loss-control process.

Qualitative analysis examines con-ditions, frequency, severity and other patterns. It determines what type of footwear was being worn. It investi-gates whether there was a contami-

nant on the floor. It asks if “wet floor” signs were in place. It checks to see if there was a floor mat in place. It asks whether this could have been a trip fall, instead of a slip fall. It documents the shift and time the event occurred.

Quantitative analysis, on the other hand, determines the value or amount of the losses, projects future losses based on past losses, and estimates the overall future cost of risk. This enables project-

ing a return on investment that compares the cost of loss-control measures against projected costs of business as usual. By implementing a scientific, measurable, audited and documented program that identifies and prevents the causes of slips and falls, you’ll reduce injuries, insurance premium dollars and direct costs. More-over, you will be protecting your employ-ees, customers and future profits.

Kenneth Fisher is an advisor to the National Floor Safety Institute (NFSI) and serves on the NFSI/ANSI B-101 committee, which is establishing a test method for measuring wet static coefficient of friction of common hard floor materials. He is chairman of a sub-committee (NFSI/ANSI B-101-2), which is developing a standard for chemicals and treatments for hard tile surfaces. He served on ASTM’s F-15 Committee dealing with slip/fall issues. He can be reached [email protected] and (859) 493-0701.


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© 2007 Bentley Systems, Incorporated .

Talk to AutoPLANT Experts at 1-800-BENTLEY,or Visit www.bentley.com/autoplant/PE

“Whether your project is petrochemical,ethanol, food manufacturing, pulp/paper, orpharmaceutical plant, our experts can showyou the right products to design,engineer and construct your plant .”

Joe CavaliereBentley DIRECT Manager, AutoPLANT Products

Floor coating tests – “Using performance data to select floor coatings”Anti-slip testing – “A look at portable slip meters”Cleaning machines – “Planning a floor maintenance program”Cleaning and restoration – “Clean up after yourself”Catwalks and scaffolding – “High-minded safety is key to high-level work”Non-slip flooring – “In search of slip-resistant flooring”Textured flooring – “Selecting and maintaining textured floors”

For more, search www.PlantServices.com using the keywords flooring, friction and slip resistance.

SAFETYFlooring

January 2008


I ndustrial fans play a critical role in a host of manu-facturing activities, including the production of steel, paper, cement and pharmaceuticals. Fan problems,

however, can reduce productivity and even bring produc-tion to a halt.

Bearing failure analysis demonstrates that most fan prob-lems are preventable. Often, they can be traced to mistakes associated with fan bearing installation or lubrication, such as tightening locknuts while bearings are loaded or fi lling bearing pillow blocks with excessive amounts of grease. � e following recommendations can help you avert common bearing-related mistakes and keep the fans in your facility running effi ciently.

1. Get orientedOne cause of fan failure is confusing the fi xed and fl oating bearing positions. A typical fan has two bearings supporting the shaft. In most cases, the bearing exposed to the high-est radial load should be fi xed, or axially held, within the housing. Radial bearings generally perform better when the axial-to-radial load ratio is low. Also, the axial force needed

to fl oat a bearing is lower when the radial load is lower (axial force to move bearing = coeffi cient of sliding friction x radial load, or Fa = µ x Fr).

� e fan’s other bearing should be allowed to fl oat inter-nally or within the housing bore, thus accommodating shaft expansion and contraction.

In most fan applications, the bearing closest to the mo-tor or belt drive has the highest radial load and should be the fi xed bearing. � is is the case in most of the common centrifugal fan arrangements – overhung belt-driven, cen-ter-hung belt-driven, and center-hung direct-driven fans. Figure 1 shows the motor, bearing and rotor locations in common centrifugal fan arrangements.

Overhung direct-driven fans are an exception to the rule. Here, the bearing close to the motor is nearly unloaded and should be allowed to fl oat. � e bearing farther away from the drive handles the heavier radial load and should be fi xed in the housing. Another case in which it might not be ap-propriate to fi x the most heavily loaded bearing is when the fan rotor has a very tight clearance with surrounding struc-ture (typically the inlet cone) in an overhung fan arrange-

J .PLANTSERVICES.42

NRUIN FAN BEARINGS

HOW TO

TMaintaining fan bearings to achieve long-term reliability

BY

JO

HN

CLA

RK

PS0801_42_44_powertrans.indd 42 1/9/08 11:49:58 AM

ment. Here, it’s sometimes necessary to fi x the rotor-side bearing so that thermal expansion and contraction of the shaft doesn’t cause the rotor to rub.

Recently, at a steam-generation plant, roller bearings in an overhung, direct-drive fan failed within two months of installation. Production came to a halt while a replacement fan was brought on-line. � e cost of the shutdown was sig-nifi cant in diminished productivity and output.

� e initial inspection revealed that the fi xed and fl oating bearing positions had been reversed during installation. � e more heavily loaded bearing, which should have been axially held, was allowed to fl oat; the other bearing, which should

have been free, was fi xed within the housing. As a result, roller skidding occurred during operation, leading to high bearing operating temperatures, oxidation of the bearing’s lubricant, and ultimate bearing failure.

Identifying the fi xed and fl oating positions and correctly installing the replacement bearings solved the problem and improved bearing life expectancy in the application.

2. Use the right toolingYou must use the right tools to avoid damaging the bearings. Recommended installation tools include a set of feeler blades to determine bearing clearance measurements, a steel hammer and a hook spanner wrench. A fan bearing often is installed inside a pillow block housing, on an adapter sleeve. � e pil-low block housing limits access to the bearing locknuts and precludes using hydraulic mounting devices. Specialized hook spanners, available from bearing manufacturers, provide better access to the bearing within the pillow block base. � ese tools allow installers to grip locknut notches securely and rotate the locknut within the housing.

Avoid using tools made of softer metals such as aluminum or brass when installing fan bearings. Pieces of the softer metal can fl ake off during mounting and lodge in the bear-ing, causing premature failure.

3. Measure consistentlyWhen measuring a bearing’s radial clearance, designate one technician to perform all measurements. To obtain the correct hoop stress on the inner ring, maintenance technicians should take a series of radial clearance measurements when mounting a tapered bore roller bearing. Failing to do so could result in the bearing spinning on the shaft during operation.

No two workers have an identical touch with feeler blades. To ensure consistency, the same person should perform the

clearance measurements on a bearing. A bench clearance can be taken when the bearing is removed from its packag-ing. � is verifi es that the bearing was manufactured accord-ing to the correct specifi cations.

� e starting radial clearance is measured with the bearing loosely positioned on the shaft and under shaft load. Sub-sequent clearance measurements also are taken while the bearing is under load. Using a moderate amount of force, the technician inserts a feeler blade through the gap at the 12-o’clock position between the topmost bearing roller and the bearing’s outer ring. � e objective is to insert the thick-est blade possible through the gap. � e clearance should be taken on one roller set at a time. � is method establishes the initial radial internal clearance.

� is clearance reading serves as the baseline to measure subsequent reductions in clearance during mounting. For


EFFICIENCYPower Transmission

RUIN FAN BEARINGS

Basic fan types

Figure 1. In these common bearing con� guration for centrifugal fans, the more heavily radially loaded bearing is held or � xed in the housing while the other bearing is allowed to � oat to accommodate shaft expansion.

Avoid using tools made of softer metals such as aluminum or brass

when installing fan bearings.

Basic fan types

Impeller attached directly to motor

Direct-driven shaft with cantilevered impeller

Direct-driven shaft withstraddle-mounted impeller

Belt-driven shaft withcantilevered impeller

Belt-driven shaft with straddle-mounted impeller

Held bearing

Free bearing

Held bearing

Free bearing

Held bearing

Free bearing

Held bearing

Free bearing

Held bearing

Free bearing

Held bearing

Free bearing

Held bearing

Free bearing

Held bearing

Free bearing


example, if the starting radial clearance is 0.008 in. and the recommended clearance reduction is 0.003 in., then the clearance should be reduced until a feeler blade measuring 0.005 in. is the largest blade that can fit through the gap.

4. Don’t drag the rollersAfter measuring the initial radial clearance with the bearing under load, raise the shaft with a jack to unload the bearing. Then the locknut can be tightened and the bearing driven up the adapter sleeve. Inadvertently loading the bearing at this point causes the bearing rollers to drag across the roller paths, thus scoring the roller paths and damaging the bear-ing before it’s even operational. Verify that the bearing is unloaded by rotating the bearing’s outer ring manually; it should easily turn within the housing bore.

Once the bearing has been driven a certain distance up the adapter sleeve, lower the shaft to take another bearing clearance measurement. Repeat this process until you’ve achieved the desired clearance reduction.

After installation, completely pack the bearing with grease. Fill the base of the pillow block to a level equal with the bottom of the shaft. Newer pillow block varieties some-times have cast-in markings to indicate the correct grease level. Don’t overfill the pillow blocks. Just as a person ex-

periences more drag when wading in waist-deep water than in ankle-deep water, overlubrication causes more frictional churning and drag inside the bearing, resulting in higher internal friction and operating temperatures and a loss of lubricant viscosity.

5. Add the lubeFan bearings should be periodically relubricated. It’s best to relubricate with smaller grease quantities at more frequent intervals. Relube software can estimate the recommended relubrication interval and grease quantity based on factors including bearing type, size and fan speed. These programs can reduce the risk of overfilling when relubricating. For ex-ample, if the relubrication program recommends adding 1 oz. of grease every month, the best approach would be to inject 1/4 oz. weekly.

Once the fan bearings are back in operation, monitor them for changes in vibration and operating temperature. Bear-ing lubricant can retain heat, causing operating temperatures to rise. If you detect high temperatures, change out the old grease, thoroughly clean the fan bearings and housings, and refill with the initial grease filling. Even if operating tem-peratures remain normal, it’s a good idea to annually replace old grease during planned maintenance shutdowns.

John Clark is an applications engineer at SKF USA Inc., based in Kulpsville, Pa. Contact him for more information on fan bearing installation, lubrication and maintenance at [email protected] and (215) 513-4884.


EFFICIENCYPower Transmission

Installing bearings – “Proper bearing removal and replace-ment”Bearing designs – “Bearing misalignment”Mothballing equipment – “Mothballing equipment when demand falls”Lubes & bearing failure – “Bearing lube basics”Fan vibrations – “Don’t allow fan wheels to work with bad vibes”High-temp fan bearings – “Preventing fan failure at high tem-peratures”

For more, search www.PlantServices.com using the keywords bearing, fan and grease.


Relube software can estimate the recommended relubrication

interval and grease quantity based on factors including bearing type,

size and fan speed.


WEB HUNTER


We need to get past the debate about whether the observed increase in the atmospheric concen-tration of carbon dioxide and other so-called

greenhouse gases can be attributed to anthropomorphic causes. Regardless of source, laboratories around the world are measuring those increases with parts-per-trillion pre-cision. Then, we’ve got to get past jawing about the va-lidity of any correlation between the increases in concen-tration and rising temperatures. There’s just too much rhetoric surrounding these issues. Sometimes it all sounds like the crew argu-ing about who poked the hole in the hull while the sinking boat takes everyone to pay a visit to Davy Jones.

No argument matters nearly as much as the way you’re going to cope with the hand you’ve been dealt. OK, so what? Things are getting warmer. Crank up the air conditioner, which requires more electricity, which requires burning more coal, which results in more atmospheric carbon dioxide, which might be jacking up the warming, which requires more air conditioning. And around and around we go. Maybe that’s not the best way to cope.

In the interest of broader intellectual horizons, we now get our hands dirty searching for carbonaceous stuff in that morass we call the Web. Take advantage of the practical, zero-cost, noncommercial, registration-free resources we’ve uncovered. You’ll sound like an expert. Remember, we search the Web so you don’t have to.

The public encyclopediaThe greenhouse gas situation might not be as bleak as some people would have you believe. This good news comes from a generally reliable source. Did you know that the United States ranked only 10th in the world based on per-capita carbon dioxide emissions between 1990 and 2004? Also, the United States ranked 14th in per-capita greenhouse gas emissions in 2000. So says Wikipedia, the online author-ity on so many obscure facts and figures. Where else would you learn that the size of your personal carbon footprint is a function of your age? Spend a few moments to research the

concept of carbon footprint at http://en.wikipedia.org/wiki/Carbon_footprint, a topic to which we’ll return shortly.

Trees versus electronsGetting this magazine to your desk requires the hewing and processing perfectly good trees, printing words and pic-tures, and burning hydrocarbons to get them to the nearest post office. No doubt, that chain of events involves the re-

lease of lots of greenhouse gases. Maybe you decide you’re going to get your news and in-formation via the good old Web. That’s more eco-friendly. Says who? Certainly not Martin Stabe, a U.K.-based blogger. One of his essays points out that the massive, worldwide com-puter system needed to connect your screen to some location out there in the void on the world’s largest disk drive requires a surprising number of gigawatts. Several other amazing large-scale tidbits of information await the cu-rious maintenance professional who ventures to www.martinstabe.com/blog/2006/12/09 and scrolls down to “What is the media’s car-

bon footprint, in print and online?” If you go there, follow some of the links in the story.

How much carbon is that?Last month, I mentioned the Virgin Earth Challenge and its $25 million prize for producing a worldwide net removal of manmade atmospheric greenhouse gases each year for at least 10 years without any negative un-intended consequences (you can read about it at www.plantservices.com/articles/2007/227.html). Then, some-where I read that the best answer to this global warming issue is to stop taking carbon out of the ground and put-ting it into the air. That image got me thinking about just how much carbon is involved. So, I dropped in at www.eredux.com/states/index.php, a site of unknown parentage that purports to have an accurate tabulation of carbon foot-prints for each of the 50 states. For example, the site ranks Illinois, with its 230 million tons of carbon output, as fifth in population, 30th in per-capita carbon output and 7th in total carbon output.

The power of element number sixCarbon dioxide is a common, but not the only, greenhouse gas

A simple tally of the state-

by-state totals says the country

is putting out 5,799 million

tons of carbon each year.

PS0801_45_47_WebHunt.indd 45 1/9/08 11:50:52 AM

A simple tally of the state-by-state totals says the country is putting out 5.799 billion tons of carbon each year. The site is ambiguous, however, about whether this refers to el-emental carbon or carbon dioxide equivalents. Let’s assume it refers to the elemental form. The bulk density of carbon (as graphite) is 2.267 g/cm2. Do the math and you’ll see that 1 million tons of elemental carbon is equivalent to nearly 524,000 cubic yards of the stuff. That’s a cube more than 240 ft. on a side. But, that represents only 1 million tons. We’re talking nearly 5,800 times as much. Now, we have a cube 4,344 ft. on a side. In one year, in one country. As an aside, if the Web site meant CO2 equivalents, then the 4,344 figure drops to 1,186 ft. on a side. Anyway, it’s start-ing to seem like a lot of work for a measly $25 million.

Bigger bang for the buckWhen it comes to having the power to destroy the world as we know it, carbon dioxide actually is small potatoes. It’s only one of a list of compounds that are lumped to-gether as greenhouse gases. Some of those other chemi-cals persist in the atmosphere for eons, all the while exerting a greenhouse effect thousands of times greater than that of the puny ol’ CO2 molecule. For example, tetrafluoromethane and sulfur hexafluoride are big bad-dies in the world of nasty gas, according to “Reducing your carbon footprint? Think fluorine first,” an article by Sébastien Raoux, Ph.D., president and CEO of Trans-carbon International Corp., San Francisco. He argues that, regardless of how important and useful fluorocar-bons are, we’re better served by minimizing their use and selecting only suppliers whose production processes use as little of these as possible. Raoux also talks about the potentially bizarre economics of the market for fluorocar-bon emission trading. Take a read at www.cmsforum.org/Fluorocarbon_Article_SRaoux_CSP.pdf for the details.

Bad waterFully three-quarters of this third rock from the sun is covered with water. Warmer water evaporates faster than cooler water. The environment is getting warmer. The confluence of those three tidbits bodes ill for this busi-ness of global warming. The reason is that water vapor, in the absence of other nasty atmospheric chemicals, is itself a kind of beneficial greenhouse gas. Unfortunately, those beautiful clouds are now making things worse, according to a story brought to you by National Public Radio. If you want to read about the world’s original greenhouse gas, pledge your mouse at www.npr.org and plug the number 15662891 into the search function at the top center. This returns a link to the article in question. In fact, you don’t

even need to know how to read because you can listen to the audio clip that was broadcast on October 29, 2007.

Space hogsThe world is an interactive place. Creature A makes a move, creature B responds. It’s that free will thing we’ve all heard about. So, we go about our lives engaging in our individual lifestyles. As fun as your resulting standard of living might be, it’s somewhat removed from the land and water resourc-es that make it possible. Those resources are what constitute your personal ecological footprint. It seems to me that the world might even be a zero-sum game when it comes to the

environment. If your standard of living requires no more than your pro rata share of the total possible resources, you’re a good world citizen. But, what with the world’s exponential population growth, your fair share is actually appallingly small. To get a sense of how small, drop in at www.earthday.net, click on “Ecological Footprint,” pick your country and language, and answer 15 lifestyle questions. The Earth Day Network, Seattle, then informs you of the implications of having everyone on earth enjoy a lifestyle identical to your own. It’s an eye-opener. Just for grins, take the test again with the intent of minimizing your share. It’s harder than you think.

The corporate tallySo, the equity markets will soon be asking how much greenhouse gas can be attributed to your day-to-day plant operations. Obviously, the answer isn’t going to come off the top of your head, nor is it easy to formulate, nor is it as low as you think. But the answer can be determined objec-tively if you’re diligent and kept appropriate records. For guidance, I’d direct you to the Greenhouse Gas Protocol for a pair of helpful standards. The one called “Corporate Accounting and Reporting Standards” uses 148 pages to show you how to quantify your plant emissions. The stan-dard called “Project Accounting Protocol and Guidelines” is a 116-page policy-neutral tool for quantifying the ben-efits to the climate that result from your capital projects designed to reduce greenhouse gas output.

Both are published as a joint venture by two organiza-

WEB HUNTER


When it comes to having the power to destroy the world as we know it, carbon dioxide actually

is small potatoes.

PS0801_45_47_WebHunt.indd 46 1/9/08 11:51:01 AM


tions. The World Business Council for Sustainable De-velopment (WBCSD) is a coalition of 200 international companies from more than 35 countries and 20 major industrial sectors, all of whom share a commitment to sustainable development through economic growth, eco-logical balance and social progress. The World Resources Institute is an independent nonprofit organization of more than 100 scientists, economists, policy experts, business analysts, statistical analysts, mapmakers and communica-tors working to move human society to live in ways that protect Earth’s environment and its capacity to provide for the needs and aspirations of current and future genera-tions. With so much intellectual horsepower behind this initiative, you’d come off as downright uninformed if you didn’t at least read the standards available at www.ghgpro-tocol.org/standards.

A bad tradeRising Tide UK is a London-based network of folks dedi-cated to building a movement against climate change. They might have an obvious bias, but they also have an interest-ing perspective on the concept of carbon trading. One of the group’s arguments is that planting trees on an industrial scale won’t work in the long run. The effort is a one-shot deal at best. One can’t keep marketing the same trees each year. So, if you’re cynical by nature, this is the site for you. Click your way over to http://risingtide.org.uk/resources/factsheets/carbontrading for your own copy of “Carbon trading is contrary to social justice.” Be careful if your plant gets into the trading game.

Without commenthttp://news.bbc.co.uk/2/hi/science/nature/7092989.stmwww.global-alliance-foundation.com/carbon.asp

E-mail Executive Editor Russ Kratowicz, P.E., CMRP, at [email protected].

Scrap disposal – “Spinning garbage into gold”Energy mgmt services – “Energy management goes high-tech”Solar energy – “Where the sun shines”Energy conservation trends – “Don’t wait for dark”Wind power – “From breeze to kilowatts”Green overview – “Growing green plants”Going green – “Does it pay to be green?”Geothermal-based HVAC – “Better than a gold mine”

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Acme Associates, a maintenance consulting firm, fo-cuses on mega-malls, high-rise offices and other large commercial facilities. The company realized there

were opportunities in the industrial market. Acme knew how to consult and run an outsourced maintenance management operation, but unfortunately it had no industrial experience.

Through some creative financing, Acme Associates bought Nadir Consulting, an established, privately-held industrial maintenance consulting firm. The owners, secure financially, wanted to drop the daily grind. Acme needed Nadir’s loyal cli-ent base. The buyout gave Acme marketplace credibility.

Acme established a subsidiary, Acme Industrial, to serve Nadir’s customers and other industrial clients it identified. Acme began staffing the subsidiary with its own employees who either wanted to do industrial work or had no realistic promotion path within Acme Associates.

Then, Acme discussed employment opportunities with a few Nadir consultants who possessed two critical skills: they proved they could bring in new work and they could gener-ate sufficient billable hours on existing contracts to justify hiring them. One non-union Nadir employee Acme consid-ered was Dawn Keyotey, a reliability consultant with years of experience in the traditionally male-dominated field.

To make the deal work, Acme had to keep costs low. It negotiated compensation packages with the Nadir employ-ees that were generally less favorable than what Nadir paid. For example, their Nadir rates were generally below what Acme paid its own people. Nevertheless, Dawn accepted a position at Acme Industrial even though her commission schedule wasn’t finalized.

Despite that uncertainty, Dawn racked up billable hours and found much new work. When she finally received a copy of the commission schedule for new business she un-covered, she was shocked to find Acme would be paying a seasoned consultant at such a low rate. She contacted the other Nadir consultants and learned that they, too, were given lower rates.

After giving this some thought, Dawn sent an e-mail to the Acme executive team on her own behalf and that of her Nadir colleagues to report their collective opinion that the commission schedules are much too low for skilled, expe-rienced industrial consultants. She also sent a copy of the

e-mail to Al Geeblume, the Acme manager responsible for the geographic region in which Dawn operated. On both of these memos, Dawn signed off as “union president.”

Dawn then repeatedly asked Emma Rilldile, Acme’s HR manager, to meet with her and the Nadir group to discuss their concerns about the pay and other issues. When it became clear that she wasn’t going to get a response, she changed tactics. At each weekly field consultant meet-ing, Dawn raised compensation matters on behalf of her Nadir colleagues. With that cat now out of the bag, the other Nadirites became more emboldened to voice their complaints about how Acme was treating them, the man-agement structure, and the executives that constitute that structure. When Dawn received her first commission check under the new plan, the amount was incorrectly calculated. This only gave her more complaint fodder. Nevertheless, it didn’t dampen her motivation to continue searching out even more new business. She needed the money.

Two months later, Al and Emma met with her in what Dawn thought was going to be a reconciliation of financial injustices and celebration of her success as a rainmaker. But she was tragically wrong – in vicious retaliation for her end-less carping, Al and Emma fired her without warning, then danced a jig of victory with her confiscated Nadir company laptop. Now the remaining former Nadir consultants could complain about her termination that wasn’t done in accor-dance with the progressive disciplinary process outlined in

IN THE TRENCHES

Removing the thornAcme learns a lesson about its strategy for paying off a leveraged buyout


The scenario presented here is based on a true story;only the names have been changed to protect the innocent.

PS0801_48_50_Trenches.indd 48 1/9/08 11:52:13 AM


Acme’s own employee handbook.How could this situation have been avoided? Should employees

have any say in their own compensation package? Can Dawn’s actions on behalf of the other Nadirites justify her claim to be a “union president?” Does it make sense for Acme Industrial to have different compensation packages for its own consultants and those it cherry-picked from the Nadir lineup?

An attorney says:Employers sometimes think they don’t have any concerns under the National Labor Relations Act when they are deal-ing with non-union employees. Such isn’t the case.

The NLRA gives employees the right to engage in “con-certed” activity for the purpose of collective bargaining, mutual aid or protection. “Concerted” means a group of em-ployees or even one employee, such as Dawn, who is speak-ing on behalf of colleagues. The NLRA further prohibits employers from interfering with an employee’s right to en-gage in protected concerted activity. Put in simpler terms, an employer can’t terminate an employee for speaking out on behalf of a group of employees in an effort to better their compensation or working conditions.

Was Dawn a union president? No. At the outset, there was no union — Acme didn’t voluntary recognize a union as the representative of its employees, and the NLRB didn’t certify that a union represented Acme’s employees. If there was no union, Dawn could not have been its president.

Apart from the termination of Dawn “in vicious retali-ation for her endless carping,” Acme was free to offer any commission scheme it wished, fair or unfair, higher or lower than the commission scheme Nadir offered. If an employee doesn’t wish to work for the compensation the employer of-fers, she is always free to decline the offer of employment.

That isn’t to say that employees don’t have a say in their compensation. Applicants negotiate for more salary and benefits all the time. But the best time to negotiate is when the employee hasn’t yet accepted the offer of employment. Dawn was either naive or precipitous in accepting a job without knowing the commission arrangement. For the protection of both employer and employee, commission ar-rangements should always be put in writing.

It doesn’t make any sense for Acme to pay its own em-ployees working for Acme at a higher rate than it pays the employees from Nadir. That unwise decision sparked the chain of events that will no doubt result in Acme reinstating Dawn to her position and paying her back pay.

Julie Badel, partnerEpstein Becker & Green, P.C.(312) [email protected]

A corporate consultant says:Acme doesn’t understand the industrial consulting busi-ness. Creative financing is the first clue that due diligence wasn’t done. Proven performers with strong client relation-ships should be embraced and cultivated. Also, the way to build an engaged and productive merged team is through communication excellence and building trust by acting with integrity. Neither party did either.

Dawn’s nonproductive dialogue was off-target. The for-mer Nadir group could have presented a logical, rational business case for their position. Business would likely take a major hit if they no longer serviced their customers. Present-ing a plan for resolving the compensation issue would have been a positive step. Most businesses provide some latitude on various aspects of compensation. Had a productive dia-log taken place, the Nadir employees might have accepted greater risk in return for increased bonus potential.

Dawn continued to produce in the face of compensation ambiguities. Seeing her squashed most likely caused the other former Nadir employees to dust off resumes, backup laptop data and begin a job search.

Dawn’s actions on behalf of the others can’t justify a claim to be “union president.” Regardless of intention, the phrase resulted in a defensive posture by manage-ment. This illustrates an important moral: profession-alism builds rapport, over-familiarization can lead to unintended consequences. Management’s posture didn’t promote communication or trust and Dawn’s self-ap-pointment signaled that Nadir employees might be dis-ruptive. If communication and trust are low or known to be poor, it’s best to act with integrity.

Dawn didn’t use good judgment by sending e-mails to corporate executives instead of going through her “chain of command.” Al might have been an ally had she not gone over his head. That probably put him in the position of ex-plaining why one of his people was so disruptive.

It makes no sense for Acme to have different compensa-tion packages for its own consultants and those from Na-dir. While it’s legitimate to have job classifications based on experience and education, differences between legacy and new employees won’t help build a team. Equal pay for equal responsibility and capability should be the norm. It makes no sense to start the relationship with conflict. This is particularly true when legacy Acme employees lacked the industrial consulting experience of the former Nadir staff members.

Tom Moriarty, P.E., CMRPOrganizational Reliability Professional Services Consultant(321) [email protected]

IN THE TRENCHES


An academician says:A major determinant of job satisfaction is fairness or equity. People want to be treated fairly and get upset if they perceive unfair treatment. In fact, fairness, or lack thereof, is a strong predictor of absenteeism, quitting and work sabotage.

Fairness has a couple of important dimensions. � e fi rst is that employees want to know they’re being treated like everyone else in their position. � at is, if two do the same work, then both should receive the same pay and benefi ts.

Employees want to receive fair pay given their training, experience or work output. � is is more subjective than the point above, but employees usually compare themselves with others inside or outside the organization who do simi-lar work or have similar training and experience. � e classic case is of the female hospital nurses with extensive training being paid less than the male building supervisors, many of whom didn’t have a high school diploma.

By either of these criteria, Acme is off the mark in its pay-ments to Nadir consultants. One could see problems arising on this one. Sooner or later, the Nadir people would fi nd out that they’re now second class citizens. Acme should have in-tegrated the two consulting groups, shared their knowledge and resources, used the same pay and benefi ts structure, and in that way reaped the benefi ts of the acquisition.

Acme should have paid its consultants the same rate at the time of the acquisition. It didn’t, but had an opportunity to correct the error with Dawn’s complaint. Again, it didn’t correct the problem; rather it compounded the problem by fi ring Dawn. Acme needs to hire a consultant to explain to it how to run an eff ective consulting fi rm.

Professor Homer H. Johnson, Ph.D.Loyola University Chicago(312) [email protected]

Ever since late 1994, Francie Dalton has been off ering her practical wisdom and penetrating insights to the hapless charac-ters at Acme. At the end of 2007, she told us this was a good time to step out and present an opportunity for some fresh perspective to tackle those “In the Trenches” HR issues. We appreciate every word she’s written during her tenure as a contributor to one of the most popular features in Plant Services. We wish her the best.

Our new correspondent, Tom Moriarty, P.E., CMRP, is president of Alidade MER, Inc. and an organizational reliabil-ity professional specializing in industrial maintenance, reliabil-ity and leadership. During his more than 28 years of experience, he’s been active in the Society of Maintenance and Reliability Professionals, a Past Chair of the Canaveral, FL Section of the American Society of Mechanical Engineers, and a member of the Navy League and Military Offi cers Association of America.

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The start of a new year is a time to reflect on the past and look into the future. This is a particularly inter-esting time for energy. In 2007, we’ve seen a grow-

ing awareness of the crucial and rising impact of energy se-curity, cost and pollution to the success of our companies, our economy and our communities.

While this visibility is a welcome change, much of the cur-rent energy discussion is disjointed and has shades of “magic bullet” thinking. It focuses on isolated actions and technolo-gies, and rarely captures the benefits of in-tegration discussed so many times in this column. When companies, communities and even entire countries or regions con-sciously put together programs to educate and reward people and implement end-use efficiency measures, heat recovery, efficient energy distribution and lower-carbon fuel choices, the results are breakthroughs in energy productivity. These breakthroughs fundamentally change the economic, political and environmental playing field for energy.

In the industrial context, one of the most obvious areas is heat recovery. I never fail to be amazed by the frequent assumption that the massive amounts of heat produced as byproducts of industrial processes and generating electricity are nothing more than waste products to be eliminated with costly cooling towers using vast amounts of valuable water.

One of my industrial clients has declared 2008 to be the year when heat recovery will be a major strategic focus, rec-ognizing the value of the millions of dollars wasted on valu-able fuel. A group of senior operational managers from the United States and Europe recently gathered in Germany, a country that has long recognized the value of heat recovery in both industry and community. In a couple of days, they were updated on different heat-recovery strategies, technol-ogies and management approaches. By the end of the two days, the group not only had gained some new knowledge, but developed a lengthy list of possible heat-recovery and cogeneration actions that collectively will save a significant amount of money. Heat recovery strategies generally also create over-proportional reductions of greenhouse gases, a major factor in an increasingly carbon-conscious world.

What mainly caused me to think of this event in the con-

text of some year-end reflections was the visit we made on the third day to the Gersthofen Industrial Park near Augs-burg in Bavaria. An integrated past is ever-present at the in-dustrial site, founded in 1900 by Hoechst to take advantage of integrating run-of-river hydroelectricity with canal trans-portation. During the past century, it has evolved into an industrial park home to 12 companies and facilities. Rather than each of these facilities being an independent “energy island,” Gersthofen Park gives us a glimpse of benefits that

can be gained by energy integration.Energy services are provided by a dedi-

cated company all the factories use. This company, an affiliate of MVV Energie, the city utility in Mannheim, provides elec-tricity and gas, as well as process steam, heating, compressed air, oxygen, water and wastewater along with security, site

rail transportation and other services. The high level of in-tegration results in lower costs, reduced pollution and greater reliability. It also is easier to adapt the service mix to accom-modate changing end-user needs and available technologies. Duplication of equipment and staff is minimized.

Efficiency also is part of the offering, with tenants and the service company meeting regularly to review and implement recommendations from any of the 1,600 employees or 12 companies. These are rewarded with cash equal to at least 10% of the annual savings for the individuals or teams concerned.

This level of integration doesn’t happen by chance. It re-quires a slew of changes in management attitude, utility and municipal regulation, acceptance of new operating practices and implementing unfamiliar technical approaches. This 100-year-old industrial site has evolved from a late 19th to a 21st century example of the clear benefits of energy integra-tion, and remains globally competitive.

Industrial energy productivity strategies will increasingly demand the rational integration of efficiency, heat recovery, co-generation, renewable and traditional energy sources in a single seamless approach. Will 2008 be the year when you accelerate the implementation of these approaches in your plants?

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

energy eXPerT

2008: The year of energy integration?Combining forces leads to breakthroughs in energy productivity


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John Wayne— the “Duke,” a legend onscreen and off. His stature, tough-as-nails style and steadfast convictions conveyed enduring strength. He represented true grit — and the epitome of what is best about America. His friends and fans knew they could always count on him — whether for honesty and reliability or for a stellar performance.

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© 2007 Quincy Compressor an EnPro Industries companyJohn Wayne used with permission of Wayne Enterprises. www.johnwayne.com


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Documents

Don’t risk lives, reliability and proﬁ ts just to save a buck · cmrp executive editor [email protected] lisa towers managing editor [email protected] michael ermitage senior