Maintenance Technology May 2010

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MAY 2010 MT-ONLINE.COM | 3

HOW GOOD

18 Clearance And Interference Coupling FitsCheck out these tips on when to use and how to determine tolerances

with your coupling arrangements.Tom Bishop, P.E., Electrical Apparatus Service Association (EASA)

22 5 Ways To Cut Costs While Shooting Your Maintenance Effort In The FootYou may not have asked for it, but here’s a list of some sure-fi re ways

to do in your program.Raymond L. Atkins, Contributing Editor

25 Geared Up For PowerNew, proven gearmotor technology is helping power plants boost their

competitiveness, despite the increasing numbers of regulatory and public-relations challenges they seem to be facing.

William C. Livoti, Baldor Electric Company

32 Sustainability And Your Facility: It’s All About Choices

You’re not alone in this ongoing journey. Just ask your suppliers.M. Randi Young, LEED AP, Grainger

ContentsMAY 2010 • VOL 23, NO 5 • www.MT-ONLINE.com

FEATURES

DEPARTMENTS 6 My Take

8 Uptime

12 Communications

30 The Green Edge

34 Solution Spotlight

35 Marketplace

38 Information Highway

38 Classifi ed

39 Supplier Index

40 Viewpoint

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14 Simplify Your Priority SystemFocus in on this low-tech, high-value approach as a cost-eff ective way

to boost your team’s maintenance performance. Doc Palmer, P.E., MBA, CMRP, Richard Palmer and Associates

May 2010 • Volume 23, No. 5

ARTHUR L. RICEPresident/CEO

[email protected]

BILL KIESELExecutive Vice President/Publisher

[email protected]

JANE ALEXANDEREditor-In-Chief

[email protected]

RICK CARTERExecutive Editor

[email protected]

ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTER

RAYMOND L. ATKINSContributing Editors

RANDY BUTTSTADTDirector of Creative Services [email protected]

GREG PIETRASEditorial/Production Assistant

[email protected]

ELLEN SANDKAMDirect Mail

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

EDWARD KANEReprint Manager

800-382-0808, ext. 131 [email protected]

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

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

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

Subscriptions:FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE,

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


4 | MAINTENANCE TECHNOLOGY MAY 2010


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MY TAKE

I love to fi sh. Show me an open body of water and I’m in—with a line, that is. For me, there’s nothing like coming home after a hectic day, grabbing my trusty Zebco 33, along with a few night crawlers (both live and Gulp) and wandering out to the lake behind our place to relax and indulge.

As I write this column, it’s still too chilly for our bass to be spawning, and, sadly, for me to be hauling them in. (For the record, I am a great bass fi sher. And, yes, I bait my own hook.) Right now, we’re after whatever will bite, “we” being the wonderful gentleman with whom I share my life and several old neighborhood geezers. Some evenings, I outlast all of these guys, continuing on my quest long after they’ve “headed to the house.”

Except for the rattling of my little red, battery-lit bobber, things get pretty quiet along our shoreline after the sun goes down. The evening hours I spend there are ideal for contemplation—often of matters totally unrelated to Bill Dance’s latest tips on drag ratios, past and future BassPro seminars, what color Chatterstick works best when, etc.

Lately, I’ve found myself thinking about last January’s Viewpoint column by MT publisherBill Kiesel, entitled “Sailing Into 2010 & Beyond.” In it, Bill compared sailing—for which he clearly has a passion—to the business of publishing magazines. Neither pursuit is as easy to master as it might seem. Both, however, can be extremely exhilarating at times. Much like fi shing and editing…

I came out of industry, into this line of work by sheer accident. I desperately needed a job; someone desperately needed an editor for a newly acquired engineering-based publication. Early on, my fi rst publisher ordered me never to waste time fretting over my lack of editorial credentials. Instead, I was told to simply “fi nd a successful parade and put us in front of it.” I’ve tried to do so ever since.

As an editor, I’m constantly trolling for new ideas and content to build magazines around. Yet, despite the phase of the moon, my lure of choice and the utterly perfect spot from which I cast, there’s no guarantee I’ll bring in the types of things that match up with your interests and help you solve problems. No matter how hard I “fi sh,” I never know what I’ll pull out—or if there is anything to pull out at all. That’s because, just like in sailing and angling, conditions can change quickly and dramatically when you’re editing/growing magazines.

I’m lucky, though. Some of you take the time to tell us what you think of our editorial products. A real measure of success for me is in your anecdotal accounts of how and where our publications show up—in pages of selected articles posted on bulletin boards in plants; in shiny magazines seen on airplanes; in dog-eared copies strewn about break shacks and passed around in meetings. Those are my “trophies,” and I thank you and our many contributors for helping us reel them in.

So, please stay in touch. I’ll always look forward to comparing notes on how we can best serve your information needs and, if you care to talk about them, “the big ones” that got away! MT

[email protected]

Gone Fishing

Jane Alexander, Editor-In-Chief

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UPTIME

What happened to employee training? I mean REAL training AND qualifi cation to do specifi c tasks right the fi rst time, every time. Companies across America invest millions in new equipment, but little (if any) on employee training to set it up, operate it, maintain it or repair it. This is NOT sound business sense.

I began developing operations and maintenance training back in the early 1970s—something I continue doing now. I focus on training for apprentices, training for new employees, training to optimize old equipment and training on one-of-a-kind high-tech equipment. As we moved into the 1980s, automation reached new levels with microprocessor controls, PLCs and robotics. Machines “talked” to each other and became an inte-grated process. Mechanical and electrical components were blended into hybrid devices. Learning ability and mechanical aptitude became critical hiring or job-assignment criteria. Equipment purchases often included specifi c requirements for structured employee training. This made perfect sense.

I believe there is NO excuse for assigning an untrained employee to do a task, especially on state-of-the-art equipment, without job-specifi c and procedure-based training and qualifi cation processes. Without formal and specifi c training and qualifi cation, equipment is treated like other—older, less technologically advanced—machinery in the area. Often improperly operated and maintained, it is damaged by default.

What to doThe National Association of Manufacturers (NAM) and the Manufacturing Skills Standards Council (MSSC) have been defi ning and attempting to address the critical skills shortage for over 10 years. They’ve made real strides. The general public and school systems, though, have been slow to respond.

Individual companies must attract, train and retain the most appropriately skilled and knowledgeable people if they wish to remain competitive. Employees’ skills and knowledge must be developed to allow them to master the unique requirements for operations and maintenance of new equipment as advanced manufacturing technologies are added to the business. Without appropriate skills and knowledge deployment in the workplace, new equipment simply will not perform as designed during its planned life cycle. This sad state of affairs MUST change.

How to do itThere are many ways to boost employee skills and knowledge. The most frequently used—but least-effective—process is based on classrooms, teachers, manuals and books or online courses. Formal and structured, this approach tends to be long, drawn-out and theoretical, with minimal hands-on applied learning. Another common approach is vendor-supplied training for new equipment. Unless there is a detailed “training specifi cation” unique to your plant and employee needs, vendor-supplied training often doesn’t hit the mark, either. It tends to be of an informal, unstructured, “show-and-tell” nature, with limited print materials (documentation), and almost never a “qualifi cation” component where employees demonstrate their skills and knowledge.

The MOST effective workplace training is very focused, fast and sustainable. We discovered this fact during World War II, in our deployment of a struc-tured process called “Training Within Industry” (TWI). From 1940 through 1945, TWI was the predominant method for training U.S. military personnel, as well as for training housewives working in the factories that supported the war effort. Training for job-task “mastery” was essential. Later on, Douglas MacArthur and Dr. W. Edwards Deming used TWI to help rebuild Japan’s industry. Although this method that contrib-uted to ending the war eventually fell out of favor in the U.S., it is still used today in progressive Japanese companies worldwide—including the U.S.-based opera-tions of Toyota, Honda and Nissan.

Numerous variations of TWI have been developed and used in our military and manufacturing operations since the ‘60s. Generally, they still follow an “Instructional Systems Design Model” to specifi cally address business’ and employees’ learning and training needs. Alas, over the past 20 years, countless U.S. fi rms that once invested in strong training and development programs discon-tinued them as part of cost-cutting initiatives and reduc-tions of “non-value-adding” activities. Today, many of these businesses are feeling the uncomfortable results of those cutbacks. Meanwhile, most emerging industrial nations (Mexico, India, China, Turkey, etc.) have recog-nized the value of advanced manufacturing technologies AND formal employee training.

Bob Williamson, Contributing Editor

Employee Training Often Misses The Mark

Continued on page 10


UPTIME

Steps to effi cient and effective training

1. Focus on “critical assets” as defi ned in corporate Strategic Goals, or which are identifi ed as constraints in a “Value-Stream Map” of the process fl ow, as high maintenance cost or as high, unplanned downtime in a critical process. Focus on the critical few and make rapid and sustainable improvements.

2. Perform a “duty-task analysis” to codify targeted equip-ment skills and knowledge requirements to operate, maintain, setup/changeover, supervise, train and coach. The duty-task analysis results in documents are used for: a) employee training-needs analysis; b) OJT (on-the-job training) guides; and c) on-job performance-qualifi cation checklists. Review/consult the following:• Equipment documentation, manuals, schematics,

drawings, etc.• Detailed procedures (operating, maintenance,

calibration, repair, changeover, etc.)• Current highly skilled employees (hourly and

salary), aka “job incumbents”

3. Compile the duty-task fi ndings in a readily search-able database. Include references to documentation, procedures and highly qualifi ed individuals (current or potential “equipment specialists”).

4. Verify the duty-task analysis fi ndings with the highly skilled job incumbents, supervision and manage-ment. Revise as needed.

5. Gather materials to be included in training and develop-ment processes for a “training reference library.” Reference these materials in the applicable duty-task lists.

6. Develop new materials for training and development as needed, and reference them in the applicable duty-task lists. These materials include:• Print materials to supplement equipment manu-

facturer’s materials• Detailed procedures (operating, maintenance,

calibration, repair, changeover, etc.)• Audio-visual media: bought or developed in-plant• Supervisory and OJT coaching

7. Develop a company-specifi c “Training & Qualifi ca-tion Process” guide and process-fl ow map to show how the new training process should work.

8. Defi ne “Equipment Specialist” roles and responsibili-ties. These may include:• Being involved in all activities pertaining to the

targeted equipment• Serving as coordinator of employee training on

targeted equipment• Conducting OJT/coaching on targeted equipment

9. Assign “Equipment Specialist” designation to the one person who is the most skilled and knowledge-able in the equipment and is willing to serve as an “Equipment Specialist” and training coach.

10. Perform a targeted employee-training “needs analysis” (assessment) using duty-task lists to determine the following skill and knowledge levels:• Currently skilled and knowledgeable• Needs training• Needs refresher training• Not needed

11. Develop targeted employee training plan for specifi c equipment and related processes that includes:• Duty-task lists to be mastered• Training reference library materials needed• Assign “Equipment Specialist” as a resource

person, training coordinator, coach• Schedule for self-study time, coaching and OJT

12. Begin your training and qualifi cation process based on priority needs of: 1) equipment; 2) manufacturing process; and 3) people on each shift or crew. Remember to remain focused on the business needs identifi ed in Step #1.

13. Evaluate effectiveness of training and refi ne as needed to be sure that the business goals are achieved and that training for “qualifi cation” to perform (or training for skill mastery) is achieved.

In my own experience as a mechanic and tool and machine designer, I’ve personally

seen the benefi ts of training, as well as the downside of no training.


UPTIME

Investing in trainingImagine what might happen if you were to give your car keys to a teenager and say: “Figure it out for yourself. I’m confi dent you can learn to drive this car. Go for it, but be careful. It’s a new car.”

In many cases, today’s equipment and processes are more complex than the family car—and as complex as a helicopter. Equipment costing millions of dollars coupled with little or no employee training will fail prematurely and cost signifi -cantly more than planned to keep running. Training is NOT a COST, it is an investment. Operating and maintaining equipment WITHOUT employee training is an uncontrol-lable COST. Therefore, why NOT invest in training?

I’ve used this rule of thumb for years: Employee training for new equipment should be budgeted at 5% to 10% of the total installed cost (maybe more depending on the complexity and sheer size of the project). Ongoing equipment- and job-specifi c training should be budgeted at 2% to 5% of payroll.

Training specifi cationsAnother message for equipment procurement: Include a “training specifi cation” in the bid, quotation and purchase materials. Describe the prospective training audience

(operators, maintainers, setup/changeover staff, engi-neers, programmers, et al). Specify type and formats of training documentation to be provided. Specify criteria by which vendor-supplied training will be judged successful. Specify when various training will begin and end (i.e. pre-installation, pre-startup, startup and commis-sioning, running or steady-state operation). Withhold a percent of the fi nal payment until the specifi ed training is completed. Treat employee training as another project deliverable. To do otherwise is gambling with the reliability and performance of your new equipment—and gambling with your business competitiveness.

I believe in very specific employee training to assure that equipment performs as designed throughout its entire life cycle. I’ve seen this type of training work over and over again since the ‘70s—in many different types of companies and industries. It works every time! In my own experience as a mechanic and a tool and machine designer, I have personally seen the benefits of training, as well as the downside of no training.

Does your employee training miss the mark…or is it right on target? MT

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This sixth-annual gathering of industry and academic experts from around the world will again offer unparalleled insight into modern maintenance and asset-management techniques for plant and facility professionals.

Hosted by Dr. Andrew Jardine of the University of Toronto’s Centre for Maintenance Optimization & Reliability Engineering, and co-produced with Maintenance Technology magazine, IMEC 2010 offers two days of keynote presentations and one day of in-depth workshops at the University’s conference venue in the heart of downtown Toronto.

With a dinner at the famed CN Tower included, and unlimited opportunity to discuss the issues with international experts, IMEC 2010 provides a well-rounded, exciting learning event for maintenance professionals everywhere.

For more information about IMEC 2010, please contact Bill Kiesel at [email protected] / 847-382-8100, ext. 116

Registration online at www.imec.ca

Join the Experts in Toronto

IMEC is organized by:

International Maintenance Excellence Conference

September 22 to 24



COMMUNICATIONS

Viewing Maintenance as an organizational hub, we have, to date in this Partnership series, explored its relational connection with internal and external partners at the depart-ment management level. In reality, Mainte-nance connects with others on many different levels, something that infl uences the decisional outcomes of the entire Maintenance organiza-tion. These connections take place on a daily basis through actions—and non-action!

This high level of connectivity is evident even in a minor, seemingly insignifi cant, preventive maintenance event such as a simple oil and fi lter change. Quarterbacking the event is usually the role of the Maintenance planner/scheduler, who is, arguably, the most important person within the Maintenance and Operations groups. It’s the planner/scheduler who controls the fi eld of play with a series of connective actions that must take place to ensure the successful completion of any maintenance event.

On any given day within an organization, thou-sands of decisions are made. Reaching any single decision calls for a series of connective actions or events linked together via established business processes that predetermine at what point a deci-sion is required to make the next connection. For example, a simple PM event requiring an oil and fi lter change requires the planner/scheduler to set up and execute the PM in three distinctive stages.

Stage 1: PM event set-upTo execute his/her job correctly with regard to any planned or unplanned maintenance event, a planner/scheduler must develop an initial job or work plan that describes the actions needed to complete the intended event. This simple chronology requires the planner/scheduler to connect with the Engineering Department and the machine manufacturer or the lubricant supplier (depending on the best resource) to determine the required lubricant, the fi lter,

the recommended change-out procedure and the change-out interval.

Once the work plan is established and entered into the CMMS, materials must be ordered and placed in stock, which leads to the Maintenance planner/scheduler having to connect with the Maintenance Inventory Control person, who in turn connects with the Purchasing agent, who in turn connects with the material supplier. If the material supplier is a new one, the Purchasing agent must also connect with Accounting to set up invoicing and payment schedules.

After materials have been shipped and received, the receiver connects with the Inventory Control person, who in turn reconnects with the planner to advise that the oil-change materials are now in stock—and the department can move on to Stage 2, in which the event can now be scheduled.

Stage 2: The maintenance eventTo perform the event, the Maintenance planner/scheduler must now connect with the applicable

Ken Bannister, Contributing Editor

COMMUNICATIONS

Planner/Scheduler Partnerships

Quarterbacking the

maintenance event is usually

the role of the planner/

scheduler, who is, arguably,

the most important person

within the Maintenance and

Operations groups.


COMMUNICATIONS

Trades foreman, who in turn connects with the technician who will perform the oil and fi lter change. The technician proceeds to the inventory crib and connects with the Inventory Control person to gather the oil and fi lter materials.

Then, it’s off to the jobsite, where the techni-cian may or may not need to connect with the Production foreman and/or operator to receive control of the equipment on which to work. Once the oil change is completed, the technician again connects with the Production supervisor and/or operator to return control of the equipment, then reconnects with his/her own direct supervisor to deliver the completed work order.

Stage 3: The paperworkWith the event completed and equipment avail-able for work, the Maintenance planner/scheduler may choose to connect with the Trades supervisor and/or the Production foreman and/or equip-ment operator to perform a work-quality check. Confi rming that the work is completed satisfac-torily, the Maintenance planner/scheduler then connects with the CMMS coordinator or clerk (if applicable), to have the work order closed and fi led within the CMMS.

During the performance of the oil change, should the technician fi nd a problem requiring additional attention, he/she will connect with the Trades supervisor to discuss the matter or write down the requirements on the work order. The Trades supervisor once again connects with the planner/scheduler to discuss the new or additional work requirements, after which the planner/scheduler repeats the entire connection cycle by commencing with the new work require-ment at Stage 1.

The power of connectionWhat we see in this scenario calls to mind the lyrics of an old song: “The knee bone’s connected to the thighbone, the thighbone’s connected to the hip bone, the hip bone’s connected to the…”A series of purposeful connective events involving both Maintenance and non-Maintenance Depart-ment personnel are charted for a simple oil and fi lter change. Setting up and executing this simple event requires over 20 connections to take place, all of it carefully orchestrated by the Maintenance planner/scheduler.

The connection path will change according to the availability of repair parts, tools, trained resources, equipment availability, communication tools, etc. How smooth that path is will depend greatly on the systems and business processes already in place, at both the departmental and organizational levels, and on the organizational ability of the planner/scheduler.

With this kind of connective power, it is easy to understand those who conjecture that a good Maintenance planner/scheduler may be equivalent to three technicians! How well are you connected? MT

Ken Bannister is lead partner and principal consul-tant with Engtech Industries, Inc. Telephone: (519) 469-9173; e-mail: [email protected].

It’s the planner/scheduler who controls the fi eld of play with a series

of connective actions that must take place to ensure the

successful completion of any maintenance event.

COMMUNICATIONS

How smooth the connection

path is depends greatly on

the systems and business

processes already in place and

on the organizational ability of

the planner/scheduler.


The work-order priority system often goes unnoticed as a

great opportunity for boosting maintenance performance.

We focus our attention on big initiatives and technology,

and few, if any, vendors try to sell us a new priority system.

Restructuring such a system requires no technology or cost, but it’s

one of those little things that can really help—or really hinder—

progress toward maintenance excellence.

The need for prioritiesThe need to manage maintenance actively is nothing new. John Day of Alumax points out that in order of preference, people would much rather work on what they enjoy, what they are good at or what they think is important—before working on what is actually important [Ref. 1]. W. Edwards Deming states in his Point 11 that management must implement “aids and helpful leadership” [Ref. 2]. The work-order priority system is this type of invaluable aid.

Nevertheless, we must see the priority system in context. Priority issues usually go away altogether when facilities begin a solid weekly scheduling eff ort. Th at’s because crews noticeably complete more work. Entire backlogs typically disappear when a scheduling eff ort fi rst takes off . Th erefore, the purpose of the priority system is to drive scheduling. Sometimes we forget this obvious concept. So, let’s discuss priorities in the context of coordinating maintenance work with scheduling.

Taking a straightforward path to excellence…

Doc Palmer, P.E., MBA, CMRPRichard Palmer and Associates

Focus in on this low-tech,

high-value approach

as a way to boost your

maintenance performance.

Simplify Simplify Your Priority SystemYour Priority System



Th e result of poor coordination is less-than-optimum plant performance and maintenance productivity at only 35% (as measured by wrench time), with much work that could improve plant performance left uncompleted (whether identifi ed in the backlog or not). Th e prevailing maintenance culture is: “Our job is to take care of operations, and backlog is fi ll-in work.” What we really want, however, is world-class plant performance, driven, in part, by a productive mainte-nance force whose culture is: “Our job is to take care of the backlog, which will take care of operations. Urgent calls from operations means that we did not do/are not doing our job.”

A plant needs a valid priority system to help maintenance schedule the right work and with minimal interruptions. Th is type of priority system coordinates selecting the proper work out of the backlog for the weekly schedule as a goal to promote productive maintenance work completion. It also coordinates operations and maintenance in properly selecting new work that should rightfully bypass the backlog and interrupt this week’s schedule.

Complexity of prioritiesA priority system may be too simple or too complex. An overly simplistic system would have three or fewer choices. (Many plants only have three.) Regardless of the formal descriptions, having only three choices means “Do it now,” “Do it tomorrow” or “It will never get done,” in the minds of the requestors.

A limited selection is the genesis of the prevailing “Our job is to take care of operations, and backlog is fi ll-in work” main-tenance culture. The morning meeting drives the maintenance work for that day. Nearly all the new work orders are level two. We need fi ve levels to drive the planning and scheduling process. (More levels than fi ve are okay because they extend the use of the full fi ve. In other words, even if no one ever picks a 10, more people pick a 4 or 5.) While many other plants may think they have more than three choices, in reality, they only have three.

Consider these commonly used choices: Safety, Emergency, Urgent, PM, Routine, Outage. This system appears to have six choices, but PM is not a priority; it is a “Work Type.” Outage is not a priority either; it is a “Unit Condition.” Furthermore, Safety is also not a priority—it is a special consideration we might call “Priority Type.” Obviously, not all safety concerns have the same urgency. Be careful blending in areas of concern (such as Safety, Environmental, Availability, Effi ciency and Legal, to name a few) that should be separate issues or fi elds for sorting. Thus, a seemingly sophisticated priority system of six choices may only have three in practice. This is too simple.

On the other hand, priority systems can become too complex. We just cannot seem to keep ourselves from over-complicating something if we get the chance. The primary culprit seems to be adding other inappropriate codes as discussed above, but to an extreme of having 15 or more choices. Even without inappropriate codes, adjectives seem

to multiply, describing a multitude of different scenarios for various equivalent senses of urgency. Some plants that use a time-driven system also split fi ne hairs with choices of 1, 2 and 3 days; 1, 2 and 3 weeks; and 1, 2 and 3 or more months, etc. There is nothing wrong with using either an adjective or time-based system (or some combination of the two), but the system should facilitate communication. In addition, some of the adjectives should contain at least an expectation of time. There seems to be a swinging pendulum (Fig. 1) within each plant. Adjective-based priorities may be favored for a while, then the pendulum swings in favor of time-driven ones.

Even with appropriate adjectives or times, systems with too many choices encourage users to avoid reading and simply choose a more urgent level, fearing that maintenance will never complete other work. Furthermore, it is very diffi cult to reason why a work order would require, say, a priority of two months instead of one month. In addition, beware of “aging” strategies where, over time, a work order’s priority rises. A squeaky door will never be more important than a boiler feed pump—no matter how long the door has been squeaking. (Moreover, the improved productivity in weekly scheduling makes aging a moot point.)

Another potentially complicated system is a RIME type. Th ese systems bear some responsibility for taking the decision away from the user by factoring in some of a plant’s predeter-mined knowledge of asset criticality, work-type importance or other factors. RIME stands for the Ranking Index of Maintenance Expenditures, originated by Ramond Associ-ates in Chicago in the early 1980s [Ref. 3]. Many CMMS tools automatically provide such a calculated priority.

A RIME type system might multiply the predetermined asset criticality (1-10 with 10 the highest) by the work type criticality (1-10 with safety the highest). Two issues with this system might be the possibility of overlooking safety. A safety work order involving potential death on a non-critical asset might score only a 10 (1 x 10) while a PM on a supercritical piece of production equipment might score a 20 (10 x 2). Simple communication also breaks down with complicated

Fig. 1. There seems to be a swinging pendulum within each plant favoring adjective-based priorities for a while, then time-driven ones.

The pendulum swings back & forth

Words

Adjectives vs. Time-Driven

Times


priorities. It is more diffi cult to explain why one person’s work order only scored a 30 while someone else’s scored a 60.

With this in mind, an eff ective system should have at least fi ve levels (but fewer than 10) with a straightforward (non-multiplied) structure. Th ere seems to be a tradeoff between the science of better determining the “true” rela-tive priority of work using more complicated systems, and the ease of discussing the relative priority using simpler systems. Priority systems should also contain at least an expectation of time. Consider Fig. 2 as a decent system: 0-Start now. 1-Complete in two days. 2-Complete in two weeks. 3-Complete in a month. 4-Takes longer than a month.Including a few descriptive words helps, but don’t overly confuse the levels with areas of concern (such as Safety) without qualifi ers. Th e 5-level system off ers enough choices to encourage selection beyond this week, but few enough to promote easy discussion. Th e requester should select the initial priority because he/she sees the problem and knows how fast it is leaking. However, because the requester might not have a feel for the big picture of other work in the backlog, the plant should allow persons to challenge the priority later. Managers and supervisors in a short morning meeting can scan and easily discuss new work orders saying, “Th is is not a 2, it ought to be a 4.”

Managing with prioritiesConsider a plant that uses a simple system to manage coor-dination. In the example 5-level system (Fig. 2), Priority 0s and 1s are defects to be driven out by management. The need for maintenance was not discovered in time to plan and schedule the work. Management develops Pareto charts to see the most common causes of the defects whether they be from engineering (not replacing troublesome equip-ment), operations (not operating correctly), maintenance (not fi xing things to last), or management itself (allowing abuse of the priority system).

Some tips for using a 5-level priority system include considering work with the same priority and PMs, as well as some other ideas to make the priority system more accept-able. Making the priority system acceptable for use coincides with making the weekly schedule acceptable (our overall context to begin with). Among equal priorities, schedule either oldest work orders fi rst or largest work orders fi rst. (Th e fi rst way helps consider the aging issue better.) Th e exception is that PMs always come fi rst amid equal-priority work orders. Maintenance PMs generally should have at least two weeks to complete, which allows for better placement in the weekly schedule. (Th is preference places a burden on operations to do any weekly or daily PMs.)

Weekly schedules should follow the priority system, but should include less-urgent work orders for common lockouts. It is also okay to have production, maintenance-supervisor and manager input in the schedule, based simply on prefer-ences. But, schedule 100% of labor hours available; don’t rest with only the preferred jobs. Encourage requesters of new work not to declare false emergencies by selecting priori-ties 0 or 1—but never prohibit their use. If a real emergency arises or urgent work can’t wait, a 0 or a 1 is appropriate. Th e work is what it is. Later, during execution of the weekly schedule, inform everyone that it is acceptable to break the schedule—but that any work breaking the schedule should be a 0 or a 1. Management must later analyze the 0s and 1s and relentlessly manage them.

Planners should plan work orders within half the time allowed to complete them, i.e. plan a Priority 1 within one day (in our example system). Never insist that a crew wait on planning or scheduling to work any job. Th e weekly schedule only succeeds in improving productivity when crews are allowed to break it. Oddly, productivity rises even when the weekly schedule isn’t fully met. We meet success in improved productivity—not in perfect schedules, plans or priorities. We aren’t just trying to complete the right work with the priority system, but more of the right work.


Fig. 2. A typical 5-level priority system

A Reasonable Priority System

With At Least 5 Levels

01234

Now, Emergency<2 Days, Urgent<2 Weeks, Serious<1 Month, Medium Priority>1 Month, Lower Priority


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ConclusionGranted, many plants that have extensive complaints about their existing priority system may not have a very productive maintenance force. When a mainte-nance force begins weekly scheduling in earnest, many operations see their complaints shift to fi nding enough work to keep the maintenance force busy. The conundrum is that without a decent priority system, it is hard to begin the weekly scheduling effort. The lesson is to go ahead and create a simple work-able priority system—then start weekly scheduling as soon as possible.

Don’t be taken in by a pretty face. A sophisticated priority system is not “the answer.” Th e answer is to do the right maintenance at the right time. To make this work, we must identify enough of the right work and coordinate it with a productive maintenance group. Using a simple priority system can go a long way in helping you coordinate and boost your maintenance eff ectiveness. MT

References1. Day, John E. Jr., P.E., “Maintenance Vision: Total Proactive Maintenance,” presented at Society for Maintenance and Reliability Professionals (SMRP) Annual Conference, October 1993.2. Deming, W. Edwards, “Who Is Dr. W. Edwards Deming?,” Leadership Institute, Inc. , www/lii/net/deming.html, 6/23/09. 3. Peters, Ralph W., Maintenance Bench-marking and Best Practices, McGraw-Hill, New York, NY, 2006, p 143.

Doc Palmer, author of McGraw-Hill’s Maintenance Planning and Scheduling Handbook (on which much of this article is based), is managing partner of Richard Palmer and Associates, based in Jacksonville, FL. Based on his three decades in industry, Palmer currently provides educational and consulting services to help companies achieve successful planning and scheduling programs. Telephone: (904) 228-5700; Web: www.palmerplanning.com; e-mail:[email protected]


POWER TRANSMISSION


Couplings for connecting shafts (shown in Fig. 1)

can be placed in two categories: keyed and keyless.

Similarly, the fi ts of couplings to shafts can be

categorized as clearance or interference. A keyless

coupling arrangement will always have an interference fi t,

while a keyed arrangement may have either a clearance or

an interference fi t. This article will focus on determining

when to use a clearance or an interference fi t, and how

to obtain the tolerances for the resulting fi t. Since we are

dealing with existing shafts and couplings, the category

of keyed or keyless has already been established and will

not be considered.

Tom Bishop, P.E.Electrical Apparatus Service Association

(EASA)

Check out these tips on

when to use and how to

determine tolerances

with your coupling

arrangements.

Clearance And

Interference Coupling Fits

Fig. 1. A typical gear-tooth-style steel coupling

POWER TRANSMISSION


Clearance versus interference fi tsThe lower the power rating (actually the lower the trans-mitted torque), the greater the probability of using a clear-ance fi t between coupling and shaft. Conversely, higher power and torque usually requires an interference fi t. Further, as the power and torque requirements become very high, it is more common to fi nd that keyless fi ts are required. Note that the terms “lower,” “higher” and “very high” are all relative, with no guideline levels associated with them.

The questions that often arise are on when to use a clear-ance fi t versus an interference fi t, and what tolerance range to use for the applicable clearance or interference. We’ll proceed from applications where a clearance fi t can be used, to those requiring progressively greater interference fi ts. A general rule of thumb: There’s little risk with having more interference than necessary, while there’s more risk in having less.

Clearance fi t (keys and setscrews)Keyed clearance fi t couplings are most frequently used

on lower-power applications with shafts under about 2.5 in (about 65 mm). A visual indicator that the fi t is clear-ance rather than interference is that set screws are usually provided over the key when a clearance fi t is used (see Fig. 2). The set-screw location “A” of Fig. 2 is more common, but some manufacturers use location “B.” Be sure to remove set screws before trying to remove a coupling.

Table I (shown on page 20) refl ects clearance fi ts used for NEMA-frame-size motor shafts.

The design principle of the clear-ance fi t is that the torque is transmitted through the key, minimizing any sliding of the coupling on the shaft. Whether a clearance fi t is acceptable depends on the torque to be transmitted, the coeffi cient of friction used, the dimen-sions of the hub and operating speed. If the torque forces or misalignment are excessive, the coupling hub may rock and become loose, leading to fretting. Evidence of this condition will be a fi ne rust-colored powder at the ends of the coupling fi ts, often with visible wear to one side of the key and/or keyway.

Interference fi t (keys) Keyed interference fi t couplings are commonly used for appli-cations up to a few thousand horsepower/kW, and speeds up to or slightly above 10,000 rpm. The interference fi t standard for most couplings made of medium-carbon steel are 0.00050-0.00075 in/in (mm/mm) interference up to 1800 rpm and 0.00075-0.00100 in/in (mm/mm) over 1800 rpm. Table II (also shown on page 20) refl ects interfer-ence fi ts used for NEMA-frame-size motor shafts.

The purpose of the interference fi t with a keyed shaft is to axially locate the coupling hub and resist forces associated with unbalance and misalignment. A frequently used refer-ence for keyed-coupling interference fi ts is ANSI/AGMA 9002-B04.

Interference fi t (keyless) For high-horsepower/kW and high-speed applications, ANSI/AGMA 9003-B08 or equivalent fi ts (straight and tapered) are commonly used. The interference for keyless fi ts needs to be adequate to withstand expected normal and transient loads. Common keyless interference fi ts range from 0.0015 in/in (mm/mm) to 0.0020 in/in (mm/mm). The Brinell hardness of the hub material is a signifi cant factor in keyless coupling fi t. Typical fi ts for various Brinell hardness (BH) steels are: 0.00175 in/in (mm/mm) for 250 BH, 0.0025 in/in (mm/mm) for 300 BH and 0.0030 in/in (mm/mm) for 330 BH.

A B

Fig. 2. Set screws over the key may be located on either side of the teeth of a gear-type coupling. If the coupling is a hub type, the set-screw location is usually near the end of the coupling.

POWER TRANSMISSION


Coupling bore and keyThe key is a critical element in successful transmission of torque. The bore and keyway in a coupling hub should be checked before instal-lation. Bores should have surface fi nishes of 63 to 125 microinches (1.6 to 3.2 micrometers) and must not be eccentric or skewed. If a bore is machined eccentric to the hub axis, the coupling eccentricity may cause vibration. A coupling bore machined askew to the centerline axis will increase the misalignment for which the coupling, shaft and bearings must compensate. The keyway should be cut square and centered to the shaft.

The fi t of the key is critical in assuring suffi cient capacity of the shaft-to-coupling hub interface. Be sure to check that the key fi ts tightly in the shaft keyway; that the key has a sliding fi t (but not be too loose) in the coupling hub keyway; and that the key has a clearance of 0.003 to 0.020 in (0.08 to 0.51 mm) with the hub keyway at the top of the key.

The key should have chamfered corners so that it fi ts in the keyway without riding on the keyway radii. A loosely fi tted key can roll or shear when heavily loaded and provide a path from which coupling lubricant can leak. Conversely, too tight a fi t will make assembly diffi cult and increase residual stresses, possibly resulting in premature failure of the coupling hub and/or shaft. A key that is too high in the keyway also could cause the coupling hub to fracture.

Coupling heatingSteel coupling hubs require an increase of 160 F degrees (90 C) for every mil (0.001 in or 0.025 mm) of interfer-ence divided by the hub inside diameter. For example, a steel hub with a 2.125 in-bore with an interference of 0.0015 in will require an increase of 1.5/2.125 x 160 = 113 F degrees (63 C). Thus, if the shaft temperature is 70 F (21 C), the hub temperature must be at least 183 F (84 C). This does not account for potential cooling due to handling time, so as a general rule add about 60 F degrees (33 C) to the calculated expansion temperature to account for these factors. In this example the

target temperature would be 243 F (117 C). If the calculated target temperature exceeds 350 F (177 C), check with the coupling manufacturer to be certain the required temperature will not affect the coupling hub integrity.

The hub should be heated on an induction-type bearing heater or in an oven; a torch should not be used. Use of a torch or open fl ame could cause distortion or a reduction in hard-ness and strength of the hub material. Before installing the coupling hub, make certain that the inboard and outboard ends have been identifi ed. Removal and reinstallation of an incorrectly installed coupling hub will be diffi cult or

Table I. Coupling Clearance Fits for Common NEMA-Frame-Size Shafts

Table II. Coupling Interference Fits for Common NEMA-Frame-Size Shafts

Nominal Decimal Bore BoreShaft size Shaft size Minimum Maximum

5/8 .625 0.6250 0.6260

7/8 .875 0.8750 0.8760

1 1/8 1.125 1.1250 1.1260

1 3/8 1.375 1.3750 1.3760

1 5/8 1.625 1.6250 1.6260

1 7/8 1.875 1.8750 1.8760

2 1/8 2.125 2.1250 2.1265

2 3/8 2.375 2.3750 2.3765

2 7/8 2.875 2.8750 2.8765

3 3/8 3.375 3.3750 3.3765

Nominal Decimal Bore BoreShaft size Shaft size Minimum Maximum

5/8 .625 0.6240 0.6245

7/8 .875 0.8740 0.8745

1 1/8 1.125 1.1240 1.1245

1 3/8 1.375 1.3740 1.3745

1 5/8 1.625 1.6230 1.6240

1 7/8 1.875 1.8730 1.8740

2 1/8 2.125 2.1230 2.1240

2 3/8 2.375 2.3730 2.3740

2 7/8 2.875 2.8730 2.8740

3 3/8 3.375 3.3720 3.3735

POWER TRANSMISSION


impossible at the installation location. Also, make certain that the grease seals are in place and not damaged before installing the coupling covers.

Dynamic balance Don’t simply assume that a new coupling is dynamically balanced. Not all couplings are pre-balanced by the manufacturer—and some are not designed to be balanced. Check with the coupling manufacturer or supplier to determine if a new coupling has been factory balanced. A good practice is to measure vibration levels after replacing a coupling (whether or not it has been balanced) to confi rm that the levels are within acceptable limits. The length of the key will affect the balance. To determine the

correct key length, add the length of the shaft keyway to the length of the coupling-hub keyway and divide by two.

Lubrication The grease used for couplings is not the same as that used in electric motors. Be sure to use a coupling grease equivalent to that specifi ed by the coupling manufacturer. Lubricant should be replenished when the motor alignment is periodi-cally checked, and the customer should typically replenish the coupling grease on an annual basis. MT

Tom Bishop is a technical support specialist for EASA, head-quartered in St. Louis, MO. Telephone: (314) 993-2220.

A general rule of thumb on interference fi ts:

There’s little risk with having more interference than necessary,

while there’s more risk in having less.


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It is quite an achievement to attain lasting success in plant maintenance.

So much so, that once a modicum of reliability has been reached in a produc-

tion facility, the maintenance organization responsible for this achievement

would want to solidify its gains. It wouldn’t want to mess with success.

It would be loathe to “fi x” that which “ain’t broke.” It would be inclined to leave

well enough alone. You can bet that if the maintenance manager were in the

budgetary decision loop, this is exactly what would occur. As we all know, main-

tenance reliability doesn’t just happen. Despite the old saw to the contrary, for

anybody in our line of work, it is NOT better to be lucky than good.Unfortunately, the maintenance manager frequently is not the only person involved in the main-

tenance budgeting equation. Consequently, when the economy slows down and times get hard, the reward for a successful maintenance effort can sometimes be expressed as budget cuts. The irony here, of course, is that when a maintenance organization has truly found its stride, it may not seem busy enough to suit upper management. Historic measures of maintenance effi cacy—heroic last-minute saves, quick turnarounds on emergency breakdowns and manly all-nighters—are not visible to others in the organization, who may begin to wonder what “those maintenance people” are doing with their time. After all, everything is running along smoothly and quietly, just as it should. “Do we really need all of them?”

As another old saying goes, the squeaky wheel gets the grease. By the same token, if that wheel isn’t squeaking, it can be lost in the economic shuffl e once the word comes down from corporate to cut costs. If the wheel is rolling as designed; if it is aligned properly; if its PMs are current; if it has been properly maintained by competent maintenance professionals to ensure against surprises and runtime failures; and if it was properly engineered to begin with, installed by a capable contractor and is being supported by a committed staff of professionals who know the process and the equip-ment, the keepers of the purse might decide that maintenance is as good a place as any to cut costs. When a company is under economic duress, however, fi nancial decisions that look promising in the near term can have long-term negative impact on the health of the process.

5 Ways To Cut Costs 5 Ways To Cut Costs

You may not have

asked for it, but

here’s a list of some

sure-fi re ways to

do in your program.

While Shooting Your Maintenance Effort In The Foot

Raymond L. AtkinsContributing Editor


A SPECIAL SUPPLEMENT TO MAINTENANCE TECHNOLOGY

Such is the case with the following fi ve sure-fi re methodologies—they’re guar-anteed to trim dollars from your maintenance budget immediately. Remember, though, that each of these tactics has a hidden cost for your organization in reliability and effi ciency, as well as a real cost in dollars that will have to be repaid with interest down the road.

#1: Suspend trainingOne of the best methods to employ if you want to have an immediate short-term positive impact on your maintenance budget is to suspend or cancel your training program. Since it’s often diffi cult to see instant results from training programs, they are often put at risk during economic downturns.

Assuming that you’re currently devoting 5% of paid maintenance time to training, that you work a 40-hour week, that you have a workforce of 20 technicians and that your technicians are paid an average of $15 per hour, you can save over $600 per week beginning the very fi rst week, not counting the actual costs associated with training modules, materials and teachers. If your backlog requires attention, these man-hours can be scheduled to other tasks. Or you can simply have your techni-cians work shorter weeks and take the savings all the way to the bottom line. On the other hand, the fi rst time that a $10,000 bearing goes out because it was not installed properly—due to lack of training—the cost of the replacement part plus production downtime and maintenance overtime will wipe out these savings and more.

#2: Reduce staffThis popular cost-cutting tactic—aka “Slash and Burn”—is the hands-down favorite in many organizations. While not the approach typically taken by surgical teams, fl ight crews or fi re departments (thankfully), it’s a method that most other industries and enterprises turn to at one time or another.

Depending on the geographic location of the facility and the type of industry involved, huge short-term savings can be reaped using this approach, and real money can go straight to the bottom line. If you choose this approach, the tricky part is trying to select which of the current roles and responsibilities on your maintenance team are not actually necessary to the organization’s continued success. To do so, you must assume that you’ve been overstaffed all along, or that you have some unnecessary roles in your organizational structure. Upon making these types of assumptions, you also must acknowledge that you somehow didn’t notice such conditions existed within your organization until the economy slowed and you were faced with reducing your budget. Finding yourself in this situation, incidentally, begs speculation about what you have been doing with your time (but that’s a question for another day). Luckily, the decision to eliminate personnel will probably be made for the maintenance manager by someone who is not actually acquainted with the organizational structure—with just a fl ick of the pen, based on dollars, not sense. Therefore, the cut won’t really be the maintenance manager’s fault. It will, however, be his/her problem when the plant grinds to a halt and ceases to make product.

#3: Postpone or cancel PMsIn any well-run maintenance organization, 50%–70% of the technicians’ time is spent on PMs and inspections. This represents a deep well from which you can draw buckets upon buckets of savings, the dollar amounts of which can be quite large.

Say your equipment is humming along nicely, and you have a total of 300 hours of PMs coming up for the next week. If you can somehow suspend the laws of main-tenance and convince yourself that the reason your operations are running so well has nothing whatsoever to do with your current PM program, you can, with impu-nity, cut some or all of these hours from the schedule from time to time, particularly on those machines that aren’t giving you any trouble. It’s like fi nding thousands of

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dollars of free money lying on the plant fl oor! Think about it: If you don’t do 150 hours of next week’s PMs—again assuming an average wage of $15 per hour—you can save well over $2000 that week in maintenance salaries alone. That’s without even considering the other costs associated with your PM program, such as parts and materials. If you continue doing this week after week—picking machines that are running well and skipping their PMs—you’ll be into real savings in no time fl at. Great! You’ll need that money when it comes time to pay the piper: Sooner than you might imagine, there won’t be any well-running equipment to skip.

# 4: Only fi x what you have to fi xAlso known as the “Baling Wire & Duct Tape Method,” this cost-cutting avenue is based on the principle that a machine center—or even an entire process—will continue to run long after it has ceased to run well.

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This method assumes that the business gets paid on uptime, not throughput or quality, and relies heavily on the fervent hope that if the maintenance depart-ment somehow can just keep things patched together until the economy gets better, “then we’ll be able to afford to fi x it right.” It also assumes equipment systems do not wear or break, and even if they somehow did, that replacement parts and components would be free. The problem with this methodology is clear to the maintenance professional—when robbing Peter to pay Paul, that guy Peter will, at some point, want to get his money back.

Any machine or process that is not well-maintained will run less and less effi ciently over time. It will cease to do what it was designed to do in the manner it was designed to do it in. As it is patched and re-patched, the reliability issues compound, and the machine becomes less and less able to do what it is supposed to do. Eventually, it becomes so out of spec that nothing short of a major overhaul and refi t will salvage it.

#5: Practice reactive maintenanceBest described as the “Laissez Faire Method,” this technique is based on the theory that your maintenance department will spend less money in the short run if it simply sits around waiting for something bad to happen. Oddly enough, if you’ve had any success at all in building an effective maintenance organization over time, you’ll actually spend a good deal less money using this particular strategy—well, at least for a while.

The reactive maintenance technique is exceptionally easy to employ. Just hunker down out of sight somewhere and wait to see what happens. The savings associated with this approach have to do with the “don’ts.” When you base your maintenance strategy on running to failure each and every time:

Basically, you don’t do anything at all except hope that the plant doesn’t suddenly get quiet. The problem with this approach is that, sooner or later, the plant will—suddenly get quiet, that is—and the longer you employ this method, the more likely this becomes.

Stop the shootingThere you have the fi ve best methods available for doing in your maintenance program. Each will have a positive short-term effect on the maintenance budget—and each will have a negative long-term effect on your process. The use of just several, or all of them at once, is a guaranteed recipe for failure.

Granted, these are extreme examples of poor maintenance management. They were written that way to make a point. Still, as you read back over them, you should ask yourself if you are as removed from these practices as you think. In tough economic times, maintenance managers are under intense pressure to deliver reliability on time and under budget. In your daily search for ways to accomplish this, be sure you don’t end up shooting yourself in the foot! MT

Ray Atkins is a retired maintenance pro (and award-winning author) based inRome, GA. He spent his last fi ve years in industry as a maintenance superintendent with Temple-Inland. Web: www.raymondlatkins.com; E-mail: [email protected]. (Editor’s Note: This article is based on Ray’s Conference presentation for MARTS 2010.)

A SPECIAL SUPPLEMENT TO MAINTENANCE TECHNOLOGY


◆ You don’t plan.

◆ You don’t schedule.

◆ You don’t hold high expectations.

◆ You don’t follow up.

◆ You don’t write SMPs.

◆ You don’t lube.

◆ You don’t perform failure analysis.

◆ You don’t perform PdM inspections.

◆ You don’t track KPIs.

◆ You don’t review safety.


MAY 2010 MT-ONLINE.COM | 25MAY 2010 MT-ONLINE.COM | 25

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The power industry is experiencing unprecedented

change. The biggest change is in the restructuring

(deregulation) of electricity markets, resulting in

a much more competitive business environment.

Increased competition, in turn, is spurring greater

investment in energy effi ciency, improved operating

performance and overall reliability. At the same time,

owner/operators are being asked to modify plant systems

to meet emission standards and/or grid demand. If passed,

climate-change legislation will also have a huge impact

on power utilities. The additional parasitic load created by

carbon capture and scrubbers for emissions control, as well

as substantial public resistance to adding new fossil power,

have opened a Pandora’s box of challenges. Thus, maxi-

mizing plant effi ciency and increasing existing capacity is

the path of least resistance and most cost-effective route for

operations that want to remain competitive.

New, proven gearmotor

technology is helping

power plants boost their

competitiveness, despite

increasing numbers of

regulatory and public-

relations challenges.

William C. LivotiBaldor Electric Company

Improving reliability in circulating-water pumping systems...p g y g p p g y

Geared Up For PowerGeared Up For Power



Most thermal power plants utilize large-horsepower, low-speed pumps for plant circulating-water service. Th is equip-ment will most likely require upgrading in order to comply with pending climate legislation. In addition, a majority of these plants have been operating for 40+ years—and are badly in need of major overhauls. Th is article highlights an innovative solution for improving effi ciency, reliability and performance of the existing circulating-water pump/motor /control systems in such plants (Fig. 1).

Harsh serviceThe startup and shutdown sequences of any pumping system are very tough on the pump. This is due to the time it takes for the “system” to achieve hydraulic stability, specifi cally in the case of a long discharge from the water source to the condenser. This transient condition can and will reduce the pump life by as much as 50%.

Conventional start-up procedure…

■ Motor Operated Valve (MOV) at pump outlet is fully closed or 10% open (full open is not an option).

■ Valve at source is fully closed or 10% open.

■ Start motor. Allow pump to come up to speed and near shutoff pressure (30 seconds to one minute).

■ Slowly open the MOV to full open position (precise time depends on distance from pump to condenser).

■ Position MOV to desired control-fl ow rate (this could require a partially closed valve at pump or at destination, depending on system requirements).

Th e procedure outline here is the conventional method for starting a circulating-water pumping system. By main-taining a closed or partially open valve for any period of time the pump and system (valves, piping, supports and structure) are subject to high levels of vibration and poten-tial damage. If the system is not properly vented, water hammer—an anomaly causing severe damage to the pump and system—also will occur. Th e results of these events can be seen as:

■ Piping failure

■ Broken pump shaft s

■ Motor damage

■ Structural damage

■ Broken pipe hangers and/or supports

Proven technology, in the form of the CST/Gearmotor system, is now available to deal with such issues. It consists of a 4-pole AC induction motor direct-coupled to a plan-etary gearbox, complete with an internal thrust bearing, hydro-viscous wet clutch and circulating lube-oil system to drive the circulating-water pump.

Fig. 1. A typical circulating-water pump/motor/control system found in power plants



Key features of the technologyThe motor will be directly mounted to the gearbox structure and be connected to the gearbox with a fl exible coupling. An integrated wet clutch will allow the motor to achieve motor base speed unloaded. The clutch will then be engaged to gradually bring the pump up to full speed.

Th e 4-pole motor/gearbox can be up to 30% smaller than an equivalent high-pole-count, low-speed direct-drive motor construction. Th is confi gura-tion allows for signifi cantly reduced size and weight, as well as reduced cost for the pump driver support structure.

Fig. 2. The internals of the new Baldor gearmotor

As the motor reaches full speed, the sun gear rotates the planet gears.

The planet gears rotate the free-fl oating ring gear.

The output shaft is integral to the planet carrier and does not turn.

Hydraulic system applies pressure to the annular piston.

The stationary and rotating plates of the clutch pack are compressed together on their free-fl oating splines.

This results in application of torque to the ring gear, braking and decreasing its speed.

This causes the planet carrier/output shaft to increase rotational speed while the planet gears rotate about the ring.

Ring-gear speed reaches zero, the output shaft speed will be at 100% of normal operating speed.

1.

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7.

8.

Dedication

Technical Ability

Why would you need to useany other lab?

Contact Herguth Laboratories, Inc.today to fi nd out what sets us apart.

1-800-OIL-LABS • www.herguth.com

Customer Service

Integrity

Systems




As shown in Fig. 2, the internals consist of two distinct sections: the plan-etary output and the clutch. Th e planetary gearbox and hydro-viscous wet clutch provide for the speed adjustment of the driven pump during startup and shut-down. (With the CST controlling the rate of discharge [fl ow] from the pump, hydraulic instability is minimized.)

Th is CST/gearmotor technology also allows for a stable, controlled startup—ramp time is dependent on distance from pump to condenser—and shutdown of the circulating-water system, which protects the pump from potential damage due to obstructions and reduced NPSH conditions.

Startup procedure with new gearmotor solution applied…

■ MOV is fully open.

■ Valve at source is fully open (open discharge).

■ Start motor is unloaded (low inrush motor design).

■ Engage CST gearmotor and begin applying power to driven pump.

■ Slowly accelerate and increase driven pump speed until pipeline is packed and is stable.

■ Adjust pump speed to fi nal desired fl ow and pressure.

■ Monitor/control speed and fl ow are at DCS.

Features…

■ Electromechanical soft start:

• Motor starts unloaded

• Load accelerated at desired rate (seconds to minutes)

• Stable speed control via wet clutch

■ Fast-response control system

• Standard communications connectivity

■ Inherently torque limiting (overload protection) for possible intake obstructions

■ Gear ratios selected to optimize pump speed for system effi ciency

■ Gearbox fl ange designed to mate to existing pump structure

Benefi ts…

■ Electromechanical soft start:

• Minimizes impact on power system

• Lowers duration and amplitude of locked rotor current in accelerating the pump

• Possible extended acceleration and deceleration times

• Capability to completely utilize breakdown torque capacity of motor from 0 to operating speed

• Fewer exerted stresses, leading to increased motor life

• Repeated system starts possible without restarting the motor

■ 4-pole motor use at any pump speed:

• Lower motor cost

• Improved motor availability

• Reduced maintenance costs

• Simple bearing design (thrust handled in gearbox)

• Smaller, lighter, easier to handle

• Possible effi ciency improvements

• Possible power-factor improvement

■ Pumps can be designed to run at any desired speed by changing gear ratio (versus operating at a conventional motor’s full-load speed)

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Baldor’s CST/Gearmotor System



Comments… The typical circulating-water system is friction-dominated, making it well-suited to a controlled start—especially during extended startup sequence and/or low-water-level, high-back-pressure operations, where system demands may fl uctuate and NPSHa may be an issue.

Another concern is prevention of load surge through the system. Just as a drive system can input excessive torque into the system under a sudden start, a load surge going through the system can also overload the mechanical drive components. Th e wet clutch provides an adjustable torque-limiting feature to protect the drive system.

An additional benefi t of the controlled-start technology is that the motor can be started unloaded. Th e no-load start minimizes the duration of damaging locked-rotor current starting a loaded motor. Th e CST drive system also gives the operator the fl exibility of stopping the system without stopping the motor. Th is avoids multiple motor restarts and subsequent rotor overheating.

In order to control heat generated across the hydro-viscous clutch, the CST is confi gured with a cooling system sized to remove the dissipated heat from the relative motion of rotating and stationary plates in the disc pack. Either an oil/air or an oil/water heat exchanger, this cooling system is operational only during acceleration.

When considering replacing or upgrading your circulating-water system, look at the big picture during the evaluation process and consider the total system cost. Uptime availability and reliability are the primary drivers in the power industry. Why replace equipment with the same old technology that has placed your plant at risk for so many years?

Bill Livoti is a fl uid power and power industry engineer with Baldor Electric Company. He also is vice chair of the Pump Systems Matter (PSM) initiative. Telephone: (864) 281-2118; e-mail: [email protected]


Maximizing effi ciency and increasing existing capacity is the path of least resistance and the

most cost-effective route for power plants that want to remain competitive.


http://www.PdMA.com

THE GREEN EDGE

30 | MAINTENANCE TECHNOLOGY MAY 201030 | MAINTENANCE TECHNOLOGY MAY 2010

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DOES YOUR COMPANY HAVE A GREEN EDGE?E-mail your product and service news to: [email protected]

For information on advertising in the Green Edge section, contact JERRY PRESTON at:

Phone: (480) 396-9585 / E-mail: [email protected]

ccording to at least one report, many companies in water-intensive industries (such as manufacturing)

need to improve their water-manage-ment techniques and provide more information for investors about the companies’ water-related risks. Issued by the Ceres investor coalition, the fi nancial services fi rm UBS and fi nan-cial-data provider Bloomberg, “Murky Waters: Corporate Reporting on Water Risk” evaluated and scored water-disclosure practices of 100 publicly traded companies in eight key sectors exposed to water-related risks.

“We chose sectors where water security concerns are likely to have a material impact on business, whether through regulatory, legal or reputational constraints that in some

cases can go so far as to threaten a fi rm’s very ‘license to operate,’” says Julie Hudson, global head of SRI and Sustainability Research at UBS Investment Bank. “It is clear that any threat to water security could have a signifi cant impact on the bottom line of such companies.”

Many companies, the report suggests, are not including material water risks and performance data in their financial filings, nor are they providing local-level water data—particularly in the context of facilities in water-stressed regions. The study also found that none of the 100 companies provide comprehensive water data on their supply chains (an important issue, since much of a corporation’s water footprint is in the supply chain).

What does all this mean? It’s simple. With better analysis of their water situ-ations, companies can take practical steps to anticipate potential shortages.

Ceres notes that the alcoholic beverage company Diageo—which had one of the highest scores on the evalua-tion—identifi ed 11 of its 52 plants as being in water-stressed areas. As a result, the company targeted a 50% reduction in non-ingredient water consumption at the plants in question and sought ways to reduce consumption at its other facilities by 30%.

Ceres also reports that Unilever’s business in India is now harvesting rainwater and recycling processing water at its sites. Such practices, along with new technology, have helped cut those sites’ groundwater consumption levels in half. MT

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Improved Water-Disclosure Practices NeededASAPGulp! Scarcity concerns could have an impact on your operation’s bottom line.

THE GREEN EDGE


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MAY 2010



Energy-Saving Screw Blowers

Atlas Copco notes that its new ZS screw blowers are, on average, 30% more energy-

effi cient than conventional lobe blowers. According to the company, industries that will benefi t the most from this new technology are municipal and industrial waste-water treatment plants, where air blowers typically represent up to 70% of the total electricity costs. With its introduction of this new screw technology, Atlas Copco now offers a complete product line of compressors and blowers for all applications and processes below 4 bar(e)/58 psig.

Atlas CopcoRock Hill, SC


Benchmarking ToolOn Sustainability

Working with the Aberdeen Group, Rockwell Automation is offering a new sustainable

manufacturing assessment tool to end users. It utilizes data collected and analyzed from more than 200 manufacturing organizations participating in Aberdeen’s primary research in sustainable production. By completing a short online survey, participants receive a complimen-tary personalized analysis that will show them how their organization compares to industry peers and help them quickly identify key capa-bilities and technologies used by top performers.

Rockwell AutomationMilwaukee, WI

ABB’s central inverter, the PVS800, feeds solar power into medium- or low-voltage grids via transformers

and switchgear (also available from ABB). Extremely compact, these new products come in power ratings of between 100 and 500 kW, and can be used in industrial-

scale photovoltaic power plants and for medium-sized power plants on the roofs of commercial or industrial buildings.

ABBHouston, TX

Compact Central Inverter For Photovoltaic Plants

• Removes scale from pipe work• Removes scale from heat exchangersand steam boilers

• Saves energy by keeping heatingelements scale free

• Increases life of capital equipment• Reduces cleaning costs, chemicals & labor• Saves 50% on cooling tower make up water• Saves irrigation water• Provides short term payback

Dealer territories available.Scalewatcher North America Inc., Oxford PA

Call Toll Free (800) 504-8577 or by email: [email protected]

www.scalewatcher.com

Applications:Residential • Commercial • Industrial

Patented



SUPPLY CHAIN LINKS

One of the critical emerging issues on

customers’ minds (and some of the most

common questions they’re asking us)

involve how to operate and maintain

sustainable facilities. Organizations everywhere

are constantly looking for ways to operate in

a more environmentally responsible manner

than before—and also cut operating expenses.

Maintaining and operating a sustainable facility is achieved by looking at the essential areas of the opera-tion. Sustainability industry experts, such as the United States Green Building Council (USGBC), look at the environmental-savings categories of a building’s exterior, water effi ciency, energy and atmosphere, materials and resources and indoor environmental quality. Each of these components represents a critical element when it comes to reducing carbon footprint and the use of natural resources. But there’s an additional element to remember when attempting to operate a sustainable facility: behavior. One could argue that buildings don’t use power or water or generate waste—people do.

By better understanding the decision process that employees go through as they discard items or use water and energy, you can help identify what steps need to be taken in order to drive toward more sustainable choices. Utilizing effi cient lighting within your facility, for example, will provide value in reduced energy costs and better light quality. Couple that with good choices for how the lighting

You’re not alone in this ongoing journey.Y ’ l i hi i j

It’s All About ChoicesAbout Choices

Sustainability And Your Facility:Sustainability And Your Facility:

M. Randi Young, LEED APGrainger

MAY 2010 MAINTENANCE TECHNOLOGY | 33

SUPPLY CHAIN LINKS

Sustainability And Your Facility:

is used and you’re on track for even more savings and less harmful environmental impact. Simply shutting the lights off when the last person leaves a room or leveraging sensors to judge when lighting is required would make an even bigger impact on bottom-line costs. The same is true when looking at the other key areas of a building that use natural resources and energy, or contribute to waste. When responsible actions are coupled with the right equipment, sustainability and cost savings are likely to follow—as will the culture change necessary for lasting impact.

Another piece to consider is the relationship between the personal comfort of employees while inside the building and worker produc-tivity. This is an important consideration as you make changes in your facility. Alterations in filtering or outside air intake can affect the indoor air quality. Updated lighting or indi-vidual lighting controls can add to comfort.

And the use of natural cleaning materials can reduce the toxins that enter the air, as well as reduce harmful chemicals going into water-treatment systems. All of these factors impact productivity of the employees occupying the affected space in a gainful fashion. Generally, that impact is positive, but it’s important to continuously engage employees for input and feedback with regard to improvements.

The path to sustainability does not have a “fi nal destination,” rather it’s an ongoing journey. With a commitment to continued learning, as well as partnership with experts who can help you achieve your sustainability goals, the journey is sure to be an enjoyable and benefi cial one. MT

M. Randi Young is a solutions development manager with Grainger and a LEED AP.

Listening To Customers For 83 years, Grainger has been serving businesses and institutions across a variety of indus-

tries by helping them save time and money related to their maintenance, repair and operating supplies needs. Today, the company remains committed to listening to its customers and helping to collaboratively fi nd the most cost-effective solutions for their evolving business needs.

With more than 8000 green products across a broad array of categories, Grainger defi nitely provides the product solutions that organizations need to “go green,” including those that help save energy, reduce water usage, improve indoor air quality and reduce waste. In addition to products, Grainger is educating business professionals on how to embrace energy-effi cient solu-tions in their operations. Through supplier partnerships and its recent acquisition of Alliance Energy Solutions, the company offers training, needs assessments and audits in areas such as energy, water, green cleaning and waste reduction.

Grainger also diligently looks for ways to reduce its own environmental impact. From adopting Leadership in Energy and Environmental Design (LEED) standards for all new construction, to completing certifi cation as an EPA SmartWay shipper partnering with carriers to reduce transportation emissions, the company is helping to preserve the natural resources within the communities where it does business. Currently, Grainger operates 12 LEED-certifi ed facilities, 10 being LEED Gold. For more information about Grainger’s green products and solutions, visit www.grainger.com/greeninfo.


SOLUTION SPOTLIGHT


Cooling towers dissipate both ambient and process heat in most large manufacturing facilities. These structures facili-tate the transfer of unwanted energy (heat) from a transport

liquid (usually water) to the atmosphere. Problems with effi cient heat transfer, equipment protection and pathological risks to employees can most often be traced to an issue with suspended solids. These solids can originate in the process, in the piping, from the atmosphere or from internal biological growth.

Common methods of maintaining minimal suspended solids in a cooling system are side-stream fi ltration, a process that cleans only a portion of system fl ow; cyclonic devices, which typically treat all water in a system, but are best at removing high-specifi c-gravity solids; and granular media fi ltration, which is also used to treat all water, but is best at removing low-specifi c-gravity organic solids.

Orival offers yet another method—automatic self-cleaning screen-fi lter technology—that can be used for all system water. Trapping both organic and inorganic solids, regardless of specifi c gravity, this process also requires minimal energy and little or no coolant liquid for the self-cleaning process. Fully automatic self-cleaning screen fi lters use weave-wire screens as the fi ltering media. These provide a positive removal system and eliminate all particles larger than the fi ltration degree of the screen from the cooling system, and many smaller particles as well. This is due to the fi ltration effect of the fi lter cake that builds on the screen element surface between cleaning cycles.

The fi ltration improvement can be loosely quantifi ed as removing particles down to about 1/10 the size of the screen-fi ltration degree when the fi lter cake is at its thickest. This 1:10relationship, as employed in screen-fi ltration systems, is called the capture ratio. An effi cient suction-cleaning principle allows the fi lter cake to be removed completely from the screen surface within seconds, without touching the cake or screen.

During the suction-cleaning cycle, the fi ltration process is uninterrupted, thereby providing fi ltered water downstream at all times and eliminating redundant equipment. Water and chemical losses are minimized, and organic and inorganic solids are removed with equal effi ciency. Since only a small pressure differential occurs across the screen element, extru-sion of soft organic material through the screen is prevented. If a problem should occur with the fi lter, a controller will open a built-in bypass valve to provide continuous water fl ow. The controller will then send a signal to notify personnel.

Routine maintenance of automatic self-cleaning screen fi lters is minimal, consisting of a monthly inspection of the rinse valves (to see that they are seating properly) and an annual inspection of the screen and hydraulic piston. An occasional manually induced cleaning cycle is recommended to assure proper operation.

Orival, Inc. Englewood, NJ

Cool Cool SolutionSolution For Hot For Hot

ProblemsProblemsAutomatic self-cleaning screen-fi lters

provide cooling-system protection and more.


Orival’s technology at work in a cigarette-manufacturing operation


CAPACITY ASSURANCE MARKETPLACE






Energy-Saving Cyclone Separator

Donaldson Company’s DF-C Cyclone Separator, used at the front end of the purifi cation chain within compressed-air systems, provides higher effi ciency than the company’s

previous models at low-pressure drop. Its optimal fl ow-path design reduces differential-pressure drop, which lowers energy consumption. The air fl ow generated by the centrifugal forces of the DF-C range greatly enhances separation of liquid and solid contaminants from the compressed air.

Donaldson Company, Inc.Minneapolis, MN

Secure KeypadIgnition Systems

Keytroller’s 215 generation START-SMART keypad ignition system prevents unauthorized operators from accessing equipment such as forklifts, cranes and

personnel carriers. It’s available with code- or RFID-card enabling. A dual relay module connects to your ignition switch for easy installation, and the product can be easily retrofi tted to any internal combustion or electric vehicle.

Keytroller, LLCTampa, FL

One-Stop Shopping For Your Alignment Needs

Mr. Shims provides state-of-the-art laser tools to measure alignment, and easy-to-use, top-quality alignment materials, including 304 stainless steel,

aluminum and color-coded plastic precut shims. Custom shims and shim stock are available. The company also stocks small tools and hardware, such as drillout extrac-tors, dial-indicator hardware, hollow-punch tool kits, balancing weights and undercut bolts.

Mr. ShimsVilla Park, IL

Ultrasound With Onboard Database

According to SDT, its SDT270 is the fi rst portable ultra-sound instrument to include

both a built-in temperature sensor and a laser tachometer, as well as an onboard SQL database to capture and manage survey data. In addition, the product’s Internet connection allows remote access for support, training and measure-ment triggering. Other features include the ability to maintain a database of accurate sound fi les; two channel inputs for faster data collection; and upgradeability and customization options.

SDT International SA/NVCobourg, ON

http://www.cbm2010.com







Industrial Vacuum For Handling Abrasive Materials

EXAIR’s new Heavy Duty Dry Vac™ is an industrial-

duty vacuum cleaner engineered to quickly remove high volumes of dry materials. This wear-resistant unit is suitable for clean-up of abrasive materials including steel shot, metal chips and sand, yet it’s also useful with general-purpose tasks. Powered with compressed air, it connects to a user-supplied 55-gal. open-top drum. There are no motors and impellers to clog or wear out, and it comes with a fi ve-year warranty.

EXAIR CorporationCincinnati, OH

Pressure Transmitters For Hazardous Environments

Monitoring the pressure of combustible substances, including chemicals, gas and oil, requires purpose-built instruments with specifi c safety features.

Ashcroft’s compact Type A2X (explosion-proof) and Type A4 (intrinsically safe) pressure transmitters are specifi cally designed for hazardous, non-network appli-cations where costly “smart” transmitters aren’t required. Less than 5” long, with 1” diameters, they’re available in ranges from 0/5 through 0/10,000 psi and are delivered in accuracies of ±0.5% and ±0.25% of full span. Resulting measurement data are communicated through a choice of six different analog voltage or current outputs.

Ashcroft Inc.Stratford, CT

Pump System Optimizes Tank-Cleaning & Spray Nozzles

AutoJet® FDS30100 Fluid Delivery Sys-tem from Spraying

Systems optimizes the performance of a range of tank-cleaning and spray nozzles. All system components (including the pump, motor and control) are integrated in a compact cart for easy mobility. The system’s Variable Frequency Drive (VFD) eliminates the need for control valves to throttle fl ow, and the discharge pressure is quickly set on the intuitive touch pad. The VFD also automatically adjusts speed to maintain pressure, reducing energy consumption.

Spraying Systems Co.Wheaton, IL

http://www.pip.org






Drop-In HVAC Replacement Motors

I n a partnership with Proctor Engi-neering Group, EFI

is now distributing Concept 3™, an effi -cient motor for use with your existing HVAC systems. The units are brushless, permanent-magnet designs that can be dropped in as replacements for common Permanent Split Capacitor (PSC) motors found in most furnaces, air conditioners and heat-pump systems using 24v thermostats. Speed-controllable, these motors offer a low-watt draw per delivered CFM in both heating and cooling, and have fan-control algorithms for dry, wet and mixed climates.

Energy Federation Inc. (EFI)Westborough, MA

Silicone-Insert Couplings

Anew series of silicone-insert couplings from Sterling Instrument offers electrical isolation and no backlash. Ranging in length from 26.5 mm to 57 mm, they

have aluminum hubs with either set screws or clamps for fastening to shafts. Stocked in fi ve bore sizes, these metric couplings are identifi ed as the S54HSAM (clamp) and S5PSAM (set screw) Series. Well-suited to tight or skewed connections, they operate in temperatures from -50 C to +150 C and at a maximum speed of 5000 rpm.

Sterling InstrumentNew Hyde Park, NY

Clutch/Brake For Those Tough Conveyor Applications

Warner Electric offers a new heavy-duty Gen2 electromagnetic pack-

aged clutch/brake UniModule for use in tough conveyor applications. A new, larger bearing provides a dynamic-load capability increase of 47% over previous modules. A redesigned armature and spline hub result in an effec-tive spline-length increase of 83%. Standard features include internal-component mounting and an external housing fin design that increases heat dissipation and optimizes stop/start frequencies. Integrated custom mounting bolts make installation easy and allow the conduit box to be located directly on top of the unit for consistent orientation.

Warner ElectricA business unit of Altra Industrial MotionBraintree, MA


http://www.marshallinstitute.com/8-phase-process

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

INFORMATION HIGHWAY

CLASSIFIED


For more info, enter 79 at www.MT-freeinfo.comwww.siemens.com/energy/controls

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

For more info, enter 80 at www.MT-freeinfo.comwww.pip.org

Need Help?Need A Job?Contact Lisa–

TOLL FREE 877-386-1091

Se Habla Español

LISA LINEAL: RecruitingLINEAL Services

[email protected]

Electromechanical • ElectronicElectrical Service & Systems Specialists

For rate information on advertising in the Classifi ed Section Contact your Sales Rep or JERRY PRESTON at:

Phone: (480) 396-9585 e-mail: [email protected]

ATP List Services

www.atplists.comContact: Ellen Sandkam

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

[email protected] [email protected]

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

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For Your Marketing Needs

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Web Spotlight: SIEMENS

SIEMENS - How can maintenance costs be cut, while increasing availability? With our SPPA-D3000 Diagnostic Suite, “preventive” maintenance can become reality. Whether using the “Machinery Protection”, “Machinery Analysis”, “Plant Monitor” or “Combus-tion Dynamics Monitoring” solution, you can predict where and you’re your system might fail, allowing you to avoid unscheduled outages.

For more info, enter 81 at www.MT-freeinfo.comwww.ludeca.com

LUDECA, INC. - Preventive, Predictive and Corrective Maintenance Solutions including laser shaft alignment, pulley alignment, bore alignment, straightness and fl at-ness measurement, monitoring of thermal growth, online condition monitoring, vibration analysis and balancing equipment as well as software, services and training.

ENGTECHIndustr ies Inc.

http://www.engtechindustries.com

Index May 2010 • Volume 23, No. 5

ADVERTISER WEB RS # PAGE #



1300 South Grove Avenue, Suite 105Barrington, IL 60010

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

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®YEARS


®YEARS

Baldor Electric Company ...................www.baldor.com.......................................................83 ..................BC

Cadick Corporation ............................www.cbm2010.com .................................................76 ...................35

CRC Industries ....................................www.crcindustries.com/ei ......................................67 ...................10

Eventure Events - STO ........................www.stoconference.com .........................................82 ................ IBC

Exair Corporation ...............................www.exair.com ..........................................................65 ..................... 5

Fluke .......................................................www.fl uke.com/machinehealth .............................69 ...................17

Generac Power Systems, Inc. .............www.generac.com/mt5 ...........................................61 .................IFC

Grainger ................................................www.grainger.com ...................................................62 ..................... 1

Herguth Laboratories, Inc. .................www.herguth.com ....................................................73 ...................27

Int’l Maintenance Excellence Conf ...www.imec.ca .............................................................68 ...................11

Ludeca Inc. ............................................www.ludeca.com ......................................................71,81 ........23,38

Marshall Institute, Inc .........................www.marshallinstitute.com/8-phase-process .....78 ...................37

Miller-Stephenson Chemical Co. .....www.miller-stephenson.com .................................72 ...................24

Mobil Industrial Lubricants ...............www.mobilindustrial.com ......................................63 ..................... 2

NSK Corporation ................................www.nskamericas.com ............................................70 ...................21

PdMA Corp. .........................................www.pdma.com .......................................................74 ...................29

Process Industries Practices ...............www.pip.org ..............................................................77 ...................36

Scalewatcher .........................................www.scalewatcher.com ............................................75 ...................31

Siemens AG ..........................................www.siemens.com/energy/controls ......................66,79 ..........7,38

http://www.MT-freeinfo.com


VIEWPOINT

Most plant personnel understand the value of root-cause analysis (RCA). Properly conducted, an evidence-driven RCA can be a strong performance-improvement tool.

It fi xes problems that waste time and resources, and it mitigates risk.

One of the advantages of the RCA method is that once the causes of one failure or problem are clear, you can look around to see if the same causes are at work elsewhere in the organization. Lessons learned in solving one problem can be used to identify and prevent the same type of problem from occurring in other places. In RCA parlance, this is referred to as “Extent of Condition” or “Extent of Cause.”

For example, in a root-cause investigation, a certain machine was found to have failed due to a fl awed bearing. With this in mind, the investigator checked to see if the same type of bearing was used anywhere else in the plant, and identifi ed fi ve machines where it was. He then scheduled those machines to have replacement bearings installed. In a sense, that fi rst root-cause investigation “vaccinated” the plant against fi ve more failures.

While most organizations have come to under-stand the value of using RCA techniques to fi x and prevent problems, few—if any—recognize the value of using such techniques to determine the root cause of a success. The same way the understanding of one failure can be used to prevent others, the understanding of what causes a success can be used to promote and transfer success to other places.

Consider this scenario: A company president chooses a new manager for a failing department. Six months later, the department is handsomely profi table and effi cient. The obvious difference is the new manager—and the president congratu-lates himself on his selection. Now that his hand-picked protégé has proven himself so well, the president proceeds to move him around to let other departments benefi t from his acumen.

Truth be told, the real reason for the success wasn’t the new manager at all. Analysis of the facts found that the improvement was due to two key employees in the department who took advantage of the management changeover to implement work-procedure changes. They had wanted to do this for years, but were kept from it by the old manager. The new manager was simply a coincidence, not the cause. (The reader may wish to look up the logic term, post hoc ergo propter hoc, which describes this situation.)

The improvement would have taken place no matter who was chosen to be manager. Thus, if the new manager credited with the success is transferred to another location, it’s unlikely that success will transfer with him—that is, not unless he also takes along the two employees who jumped on the opportunity to implement some very-needed changes in work procedures.

In short, the RCA technique with which most companies are already familiar is not only good for determining the cause of a failure, it is also a valuable tool for determining the cause of success. In the same way that knowledge about one failure can be used to prevent others, knowledge about one success can be used to build others. MT

Frequent Maintenance Technology contributorRandy Noon has been investigating failures for more than 30 years. E-mail: [email protected].

Randall K. Noon, P.E., Cooper Nuclear Station

Root-Cause Your Successes

The opinions expressed in this Viewpoint section are those of the author, and don’t necessarily refl ect those of the staff and management of MAINTENANCE TECHNOLOGY magazine.

The understanding of what causes a

success can be used to promote and

transfer success to other places.

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Maintenance Technology May 2010