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Numbers You Can Trust / p.19

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Green initiatives often need room to grow before they bear fi nancial rewards

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www.PLANTSERVICES.Com NoVEmbER 2010 5

24 / COVER STORY

Time to RipenGreen initiatives often need room to grow before they bear financial rewards

31 / LighTing

Where’s the Energy Money?5 practical approaches to higher efficiency

38 / POWER DiSTRibuTiOn

The Pulse of the PlantAn electrical energy survey can provide guidance for reducing utility bills and greening of industry

44 / COMPRESSORS

Design a better SystemVSDs and controllers can improve air system efficiency

features

specialists

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Mind Your Steps on new PathsDetermine the reasonableness of policies you impose

19 / aSSET ManagER

Data Quality — Part i16 characteristics of numbers that can be trusted

23 / TEChnOLOgY TOOLbOx

active Energy ConservationCut power consumption during periods of peak price or demand

58 / EnERgY ExPERT

The Costs of Poor Energy ManagementInvest in energy improvements during good times to avoid the bad times

7 / FROM ThE EDiTOR

One With EverythingMaintenance professionals are part of something bigger

9 / CRiSiS CORnER

Fix it ForwardMaintenance and reliability are keys to industrial economic prosperity

11 / MR. SuSTainabiLiTY

The E3 initiativePut your government to work for you

13 / WhaT WORKS

Ferrous Metal in the OilIn-house oil analysis helps plant avoid catastrophic failure

15 / YOuR SPaCE

Legacy upgradeOptimize production flow and ROI with control system investments

49 / in ThE TREnChES

Medical Marijuana in the WorkplaceAcme considers an employee with a prescription for a pharmaceutical

52 / PRODuCT FOCuS

56 / CLaSSiFiEDS / aD inDEx

table of contentsNOVeMbeR 2010 / VOl. 31, NO. 11

PlANT SeRVICeS (ISSN 0199-8013) is published monthly by Putman Media, Inc., 555 West Pierce Road, Suite 301, Itasca, Il 60143. Phone (630) 467-1300, Fax (847) 291-4816. Periodicals Postage paid at Itasca, Il and additional mailing offices. Canada Post International Publications Mail Product Sales Agreement No. 40028661. Canadian Mail Distributor Information: Frontier/bWI,PO box 1051, Fort erie, Ontario, Canada, l2A 5N8. Printed in U.S.A. POSTMASTeR: Send address changes to PlANT SeRVICeS, Putman Media, Inc., PO box 3435, Northbrook, Il 60065-3435. SUbSCRIPTIONS: Qualified reader subscriptions are accepted from PlANT SeRVICeS managers, supervisors and engineers in manufacturing plants in the U.S. and Canada. To apply for qualified-reader subscriptions, please go to www.plantservices.com. To non-qualified subscribers in the U.S., subscriptions are $96 per year. Single copies are $15, except the November and December issues which are $36. Canadian and foreign annual subscriptions are accepted at $145 (Foreign airmail $200/yr). Single copies are $81. © 2010 by Putman Media, Inc. All rights reserved. The contents of this publication may not be reproduced in whole or in part without consent of the copyright owner. In an effort to more closely align with our business partners in a manner that provides the most value to our readers, content published in PlANT SeRVICeS magazine appears on the public domain of PlANT SeRVICeS’ Website, and may also appear on Websites that apply to our growing marketplace. Putman Media, Inc. also publishes CHeMICAl PROCeSSING, CONTROl, CONTROl DeSIGN, FOOD PROCeSSING, INDUSTRIAl NeTWORKING, THe JOURNAl, PHARMACeUTICAl MANUFACTURING and WellNeSS FOODS. PlANT SeRVICeS assumes no responsibility for validity of claims in items published.

Data mining and analyzing the information found in a CMMS can lead to the ability to predict machinery failuresTake a pragmatic approach to the repair/replace decision.www.plantservices.com/articles/2010/10failureprediction.html

integrate the maintenance organization into the rest of the plant to achieve better reliabilityThe maintenance organizational structure can provide benefits.www.plantservices.com/articles/2010/10roadtoreliability.html

‘Reliability’ ain’t just another word for maintenanceReliability management spans the life cycle of an asset or process and affects, and is affected by, the entire value stream of the organization.community.plantservices.com/content/reliability-aint-just-another-word-maintenance

Managing energy and carbon in industrial operationsThis webcast will identify which technologies companies are investing in to improve visibility into key energy and carbon metrics for intelligent decision-making and reporting.http://video.webcasts.com/events/putm001/36387/

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While in Milwaukee for the SMRP conference, I saw a Buddhist monk ordering a hot dog. Intrigued, I eaves-dropped. “Make me one with every-thing,” he said and handed the vendor a $20 bill. When he received only his hot dog, the monk asked, “Where’s my change?” Of course, the vendor ex-plained change must come from within.

� is bit of wisdom was so simple, and yet it echoed from every maintenance and reliability professional and every solution provider I met at the conference.

“When change comes from the top down and then that leader leaves, we tend to revert back,” said S. Bradley Peterson, founder and CEO of SAMI (www.samicorp.com) and one of the conference presenters.

Peterson suggested organizations move toward goals such as predictable, improved production, high equipment availability, reduced waste and operating expense, world-class worker productiv-ity, 100% regulatory compliance, and a safe and productive work environment.

But reaching those ends doesn’t come without culture change.

“If you’re not measuring behaviors, you’re missing the most important ele-ment of change,” said Peterson. “Your culture is the sum of individual and col-lective behaviors in your organization”

You put work into a funnel, said Peterson. “Di� erent kinds of work tend to have di� erent viscosities,” he said. “Emergency work goes right through. RCM is a management tool. Who a� ects the reliability in a plant? Who doesn’t?”

Lubrication professionals are a perfect example. � e International Council for Machinery Lubrication (www.lubecoun-cil.org), a not-for-pro� t, vendor-neutral organization that champions lubrication and oil analysis standards develop-

ment, conducts skill-based testing and certi� cation, and recognizes excellence through a variety of awards.

During her presentation, Suzy Jamieson, executive director of ICML, explained the important role that lubri-cation professionals play in the grand scheme and reinforced it with best prac-tices from winners of the Augustus H. Gill Award, given out annually to recog-nize commitment to education, mainte-

nance culture and management support, the use of standardized procedures and performance measurements, proactive/predictive maintenance, technology inte-gration, contamination control, lubrica-tion management, oil analysis strategies, the use of information technology, and continuous improvement.

“� e organizations that win the award work hard on their cultural issues,” said Jamieson. “� ey understand that not everyone accepts technology equally and it sometimes is a gradual process.”

Oil analysis alone is limited to only lubricated components. Gill Award win-ners report using oil analysis, vibration analysis, thermography, motor circuit evaluation, and acoustic emission. Tech-nologies are integrated, and, in some cases, the same technicians are trained in multiple technologies. Each techni-cian is, indeed, one with everything.

FROM THE EDITORMIKE BACIDORE, EDITOR IN CHIEF

WWW.PLANTSERVICES.COM NOVEMBER 2010 7

ONE WITH EVERYTHINGMaintenance professionals are part of something bigger

“YOUR CULTURE IS THE SUM OF INDIVIDUAL ANDCOLLECTIVE BEHAVIORS.”

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DAVID BERGER, P.ENG. Contributing Editor

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JOEL LEONARD Contributing Editor

BOB SPERBER Editor at Large

PUBLICATION SERVICES

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ADMINISTRATIVE STAFF

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ROSE SOUTHARD IT Director

Mike Bacidore, Editor in [email protected], (630) 467-1300 x444

PS1011_07_Editorial.indd 7 10/28/10 8:33 PM

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Fishing Twin Plant - 1010.indd 1 10/4/2010 2:32:42 PM

PS1011_FPA.indd 8 10/28/10 9:05 PM

Fix it ForwardMaintenance and reliability are keys to industrial economic prosperity

if you had a chance to speak before thousands, what would you say to overcome the stigma and stereotype of the engineer-ing and maintenance profession, to inspire more to pursue the education that addresses our maintenance crisis challenges, and to make a difference?

Our National Mall is hallowed ground as that’s where millions have gathered to urge social change. The speech Martin Luther King, Jr., delivered there led to civil rights changes that still echo today in our national conscious.

I’m supporting the inaugural National Science and Engi-neering Festival on the National Mall. The organizers played my songs during intermissions. Yes, I, too, have a dream, that I hope will inspire much-needed change, remove stigmas and stereotypes that impede our progress, and help advance our profession. Well, this might be considered a pipe dream, but a worthy one, nonetheless.

Despite the daily news of pipeline leaks, train derailments, exploding natural gas lines, and thousands of water main breaks, the general populace still has a dim, and wrong, view of the maintenance profession. Most consider it merely a job to fix the toilets, and they don’t understand or appreciate the complexity, knowledge, responsibility, discipline, and energy required to deliver reliablity. Too many companies focus on quarterly stock performance and have deferred maintenance to almost critical levels. And they’ve pruned staff and drasti-cally reduced training programs.

Because of low enrollments in industrial curriculums and the high cost of industrial training equipment, many com-munity colleges became four-year preparatory schools and phased out the focus on future industrial technicians.

We need to remind society that, if we don’t act, competent technicians won’t appear. As John Gardner, the former U.S. Secretary of Health, Education, and Welfare, put into words more than 30 years ago, “The society which scorns excellence in plumbing as a humble activity and tolerates shoddiness in philosophy because it is an exalted activity will have neither good plumbing nor good philosophy. Neither its pipes nor its theories will hold water.”

After the Gulf Coast crisis and more than 100 days of oil leaks, when are we going to do something to prevent fail-ures, as opposed to ignoring alarms and marshalling anemic responses after the most serious damage already occurred?

If the United States shifted its view of maintenance and reliability programs from being a cost to being a profit-con-

tributing value-added service, our nation’s economic status would change and long-term sustainability would increase.

The Netherlands realized that its urban sprawl strategy for growth has been played out. Population has grown beyond the land use potential. To fight the possible exodus of factories to China, the country upgraded its view of maintenance and has been putting government subsidized Ph.D.s into its factories

and implementing predictive maintenance to control energy costs. The Dutch developed condition monitoring programs to increase uptime. They’re funding interactive 3-D training to build a solid pipeline of future technicians.

If the United States converted maintenance from an after-thought to forethought, we’d see performance upgrades in equipment and infrastructure performance, as well as enjoy greater economic gains and stock market performance. If we glorified engineers and technicians like we do athletes and entertainers, we’d no longer see critical job positions go un-filled. The capability of those positions would grow, as well.

The fact is we must “fix it forward” if we’re going to remain an economic powerhouse. Talk is cheap, so let’s get out and formalize our mentorship programs, upgrade ap-prenticeships, change community colleges back to fulfilling their original charters of developing technicians. We must educate future executives with MBA programs that value the contribution maintenance makes.

Perhaps we need tax incentives to reinforce reliability and sustainability program performance. We must invest billions in converting ideas into cutting-edge future results and must polish the rusty edge of technology to maximize performance today.

We must fix this mess, and we can, especially if more of us help to fight the Maintenance Crisis. As we all know, it’s better to prepare and prevent than to repair and repent. And thanks again for your past support to urge me onward. Feel free to send me your ideas to advance our performance.

E-mail Contributing Editor Joel Leonard at [email protected].


Crisis CornErJoel leonard

wE nEEd to rEMind soCiEty that, iF wE don’t aCt, CoMpEtEnt tEChniCians won’t appEar.

PS1011_09_Crisis.indd 9 10/28/10 8:34 PM

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The e3 InITIaTIvePut your government to work for you

Sustainability is simple in concept: Just leave the world for the next generation as you would have had the previ-ous generation leave it for you. But it can be complex to implement, especially within the priorities and constraints of the industrial environment. Facilities and maintenance professionals can easily identify a multitude of opportuni-ties to save energy, reduce waste, protect the environment, and preserve jobs while improving long-term viability and profitability. But which should be done now, which later, and which perhaps not at all?

Improving sustainability quickly becomes a task of cal-culating costs vs. benefits, determining feasibility, setting priorities, and gaining approvals. Converting a plant full of possibilities into a rational plan can be a challenge, espe-cially for small- and medium-sized companies. Add in the potential for multiplying the benefits by involving the com-munity, and the challenge can be overwhelming.

Your government would like to help. In September, the U.S. Department of Energy (DOE) joined the U.S. Depart-ment of Commerce (DOC), the U.S. Environmental Protec-tion Agency (EPA), the U.S. Small Business Administration (SBA), and the U.S. Department of Labor (DOL) in signing a memorandum of understanding in support of the Economy, Energy, and Environment Initiative (E3 Initiative). Its stated goal is to help small- and medium-sized manufacturers to become more efficient, competitive, and sustainable through public-private partnerships.

In pilot programs during the past year, the federal agen-cies worked with local utility companies to strategically coordinate and target concrete assistance, including:

• plant-specific assessments to identify and prioritize opportunities to reduce costs and waste, improve pro-ductivity and efficiency, and measure greenhouse-gas emissions

• training for partners to prevent pollution and reduce toxic chemical use

• recruitment, screening, and referral services to help employers hire skilled workers

• assistance in making adjustments to business and strate-gic plans to incorporate assessment recommendations

• tailored information on available financial resources and training

• pre-participation financial stability assessments of po-tential E3 participating companies

• ongoing opportunities to report progress and network with others about benefits and challenges.

The initiative already has successful pilot projects under-way in Alabama, Michigan, North Carolina, Ohio, South Carolina, Texas, West Virginia, and Wisconsin. Now it’s poised to help your facility. “Working together, the signa-tories to the E3 agreement offer a holistic, integrated, and practical approach to tackling a range of sustainability issues, saving time, building off of each other’s strengths,

and reducing complexity for manufacturers seeking to lower their energy costs and sharpen their competitive edge,” ac-cording to an announcement by the DOE’s Office of Energy Efficiency and Renewable Energy (EERE).

DOE’s participation in E3 is being coordinated through EERE’s Industrial Technologies Program (ITP). In addition to offering tools and resources for use in E3 projects, ITP is engaging the DOE-sponsored Industrial Assessment centers to provide E3 partners with on-site energy assessments. The energy assessment program offers a treasure trove of energy-saving best-practice case histories accessible from the ITP site (www1.eere.energy.gov/industry).

Perhaps the most critical aspect of the initiative is that each project works with a range of experts and stakeholders at the state and local level, including state pollution-prevention pro-grams, state energy offices, mayors and local county executives, utility companies, manufacturing enterprises, and universities. These resources may help you and your plant to recognize and implement opportunities that extend beyond your fence and into the local community, such as center-of-excellence, recy-cling, waste-to-energy, and district energy projects.

To get started, see the E3 fact sheet (www.epa.gov/green-suppliers/e3.html). If the strong whiff of bureaucracy doesn’t daunt you, take a look at the project charter template. Then e-mail or call the listed contacts.

What have you got to lose?

Contact editorial Director Paul Studebaker, CMRP, at [email protected].


paul studebaker, cmrpMR. SuSTaInabIlITy

ConveRTIng a PlanT full of PoSSIbIlITIeS InTo a RaTIonal Plan Can be a Challenge.

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what works

the Gorgas steam Plant is located on the Mulberry Fork of the Warrior River, some 35 miles northwest of Birming-ham, Alabama.

Its first unit began operation in 1917. It’s the oldest coal-fired plant system at Alabama Power (www.alabamapower.com), a Southern Company subsidiary. Today, units 6, 7, 8, 9 and 10 provide about 1,250 MW.

In 2002, a selective catalytic reduction (SCR) unit for controlling nitrogen oxides was installed on Unit 10, a 750-MW super-critical unit. An Advatech flue gas desulfuriza-tion (FGD) system, or “scrubber,” was added to the unit in 2007 in the first worldwide attempt to scrub multiple units through one system.

In the plant’s Unit 10-B pulverizer, the vertical shaft thrust bearing supports the weight of the mill’s rotating parts and the downward grinding force exerted by the grinding rolls. The thrust bearing isn’t designed to with-stand radial loading.

“Lubrication contamination is a big problem,” says James “Pete” Peterson, condition-based maintenance specialist at Alabama Power. “Most of our units are from the ’50s, ’60s, and ’70s. A good lubrication program that includes on-site oil analysis enables you to trend data on your equipment. It provides for a rapid response, if needed, and can save big

dollars. When combined with other technologies, it can help a plant be the best that it can be.”

The plant uses the CSI 5200 Machinery Health Oil Ana-lyzer from Emerson Process Management. It has a micro-scope attachment for checking wear debris.

“Routine oil analysis revealed a high ferrous index on the 10-B pulverizer gearbox,” explains Peterson. “We have six 8-ft gearboxes; one of them is redundant.”

The first indication of trouble came during a routine monthly oil analysis. “The software screen that comes with the 5200 went from a zero to a 352 reading for ferrous,” says

Peterson. “And the next day it read 443. The fact that the previous month’s analysis showed zero ferrous told me we had a problem.”

After calling for help from a more experienced colleague, Harold Dobbins, it was determined that the system owner should be brought into the discussion. “A major outage was to begin in the next day or two on Unit 10, so the pulverizer representative was already on the plant site, and we decided to let him look at the data,” explains Peterson.

After draining the gearbox and examining the internals, they found that the thrust bearing had deteriorated to the extent that gearbox failure was imminent and that the 10-B pulverizer would not have made it into peak season.

The bearing was replaced without a major event. Two months after the initial red reading and discovery of ferrous content, the replacement had been completed. The oil was resampled and cleared with a green light.

When Alabama Power had experienced a similar prob-lem in 1999, prior to its on-site lab setup, it resulted in catastrophic failure of the gearbox, which required a total rebuild and cost more than $400,000. “With the ability to catch this before a catastrophic failure could occur, the cost was only $30,000 — $20,000 for the bearing and $10,000 for the installation,” says Peterson.

Ferrous Metal in the oilin-house oil analysis helps plant avoid catastrophic failure

steaM Clean

alabama Power’s Gorgas steam Plant uses an in-house oil analysis system to avoid catastrophic events by checking machinery health.

a siMilar ProbleM in 1999 resulted in a CatastroPhiC Failure, whiCh required a total rebuild and Cost More than $400,000.

PS1011_13_Works.indd 13 10/28/10 8:36 PM

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In a no-spend environment, it’s tempting to continue repairing aging or outmoded process controls. Budget constraints and maintenance contracts might preempt any discussion about upgrading controls until you reach the point where you simply can’t fix them anymore.

If you’re trying to save money on an outdated process control system that way, you’re investing in false economies. Eventually, upkeep becomes more expensive than purchas-ing a new system.

Graham Packaging worked with automation and controls specialists to maintain our edge in customized packaging. We operate a tabletop conveyor depalletizer system and an aseptic, water-wash line in a Class 100 clean room. We’re moving 24,000 bottles/hr, and we struggled with nuisance trips and jams. The operators didn’t understand that the problem was the information the machine gave them. They’d have to try several solutions. This equipment has five access doors, and it didn’t identify which was open, so we’d have to operate each door to find out. This machine has pumps and valves. If one had a problem, it didn’t tell what to look for or which valve was the problem.

Connell Industries (www.connell-ind.com) helped us identify needs and opportunities to be addressed through system upgrades and replacements. Upgrading saved us four hours to six hours of downtime each month. We didn’t have a lot of catastrophic failures, but if you’re getting so much downtime, you’ve got an problem.

Connell looked at revamping and upgrading the controls and operator interface. We wanted the most up-to-date industry-standard equipment, so we could get replacement parts. We upgraded to a touchscreen HMI, Rockwell Auto-mation’s Allen-Bradley on-machine PLC, and two Allen-Bradley VFDs/encoders. We added remote monitoring so management could watch process variables.

The ROI matches what one expects from a retrofit or upgrade. One primary benefit of upgrading controls is system reliability. That translates into other benefits, such as product quality, uptime, and production capacity.

Key metrics are how much labor we use to get packages out the door and the time it takes to repair. Better diagnostic tools let us measure that. The data monitoring system allows us to react more quickly and keep ahead of problem areas.

Even when you’re not there watching the equipment, you can see an increase in events. By having insight into the

equipment as it’s running and being able to monitor key components in the line, we don’t rely on perception-based or importance-based decisions. Instead of spending time on reactive maintenance, we watch trends. Everyone does PMs, SIPs and CIPs. The more invisible we are, the better off everyone is. The automated delivery of reliable information via advanced interfaces enables more appropriate system support. We don’t rely on human interpretation. Trouble-

shooting and failure analysis can suffer when individuals develop their own analyses and solutions. If five people look at a problem, we’d get five interpretations and solutions.

Intelligent process controls can identify problems and the events that led to them. This streamlines our ability to integrate, troubleshoot, identify, and evaluate efficiencies and opportunities. Process data reveals trends that let us schedule timely maintenance. We know how products affect the production line and how some cause more wear and tear.

Some of the feedback comes from advanced network communications, including SCADA systems. Higher system integration is more attainable through Internet-based sys-tems that use the existing Ethernet communication network installed in most facilities.

In some senses, improved system reliability is like an iceberg, with uptime and productivity improvements representing the visible and, to many companies, the most important cost benefits. Savings on system maintenance and repair can be tied to appropriate automation-control upgrade programs because of the ability to get system-wide feedback. This gives new opportunities to institute improved maintenance programs, whether preventive maintenance or corrective maintenance. This information also gives added flexibility in maintaining equipment.

Michael deitz is project manager at graham packaging, which de-signs and manufactures blow-molded plastic containers. contact him at [email protected].


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Mind Your StepS on new pathSdetermine the reasonableness of policies you impose

here in Florida, there are certain weather events — hur-ricanes — that occasionally interact with us. The area where I live was hit with a series of hurricanes in 2004 and 2005, which caused a sustained period of blue roofs of temporary tarps and damaged many other structures. Over time, the repairs were made. However, the lower priority repairs took some time to complete. Among these lower priority repairs was a particular beach crossover.

When I walked out to the crossover, many months after the hurricanes, I noticed a sign — “BEACH ENTRANCE CLOSED” — where the stairs leading to the beach had been removed. Standing on the stunted boardwalk, I noticed another sign that read, “KEEP OFF DUNE.” More interest-ing was the well-worn pathway between that sign and the crossover, which clearly meant people weren’t paying atten-tion to the sign. So, the question I asked myself was, “Why would people disobey a sign such as this?”

The folks that blazed that trail wanted to get to the beach. Af-ter all, the beach wasn’t closed. People knew they weren’t likely to be challenged in disobeying the sign because this wasn’t a busy area. If there was no reasonable alternative for getting to the water, they didn’t see any reason to worry about the conse-quences of a small strip of disturbed dune.

I’m bringing up this seemingly insignificant situation to illustrate a point. Many new supervisors or managers react to problems by putting in place rules and policies to deal with various “problems” they perceive. Often, they impose these rules and policies through knee-jerk reactions that haven’t been thought through. The supervisor or manager might be thinking swift action needs to be taken.

It’s important to think through any policies you impose. Questions you should ask yourself include:

• What’s the problem I’m trying to solve?• Can I explain my reasoning so it makes sense to others?• How do I gather input from the other stakeholders?• Do I have the resources that enable people to comply?• How can I monitor conformance?• How do I determine the policy’s effectiveness?• Do I have the authority, or influence, to correct non-

conformance?

When you impose a policy, be clear about why you’re doing it, and you need to be able to communicate those reasons. U.S. President Abraham Lincoln, whenever he was angry, disap-pointed, or otherwise in a situation that clouded his thinking, wrote out what he intended to do. Then he would place the pa-per in his desk until the next day. If, on the second day, his re-sponse still seemed reasonable and proper, he carried through with it. Often though, he found that after a bit of solitude he would come to a better choice on what to do.

Gaining input from those who will be affected allows you to consider things you might have missed. Two heads, or three or four, are most often better than one. Their input often saves their supervisor’s butt. Don’t assume you’ve thought of everything or that only you have the answers.

Having the resources to inform, train, and enable people to comply is something supervisors and managers underestimate. Managers sometimes exhibit a blind spot, believing everyone else thinks like they think and knows what they know.

If there’s no way to monitor compliance and measure the policy’s effectiveness, there’s no justifiable reason to impose the policy. Having the authority or influence to impose corrective action and following through on those corrective actions ensures the original problems are being addressed.

These guidelines should allow you to show that your poli-cies are reasonable. Reasonable people will act in accordance with the policy, and they won’t walk a different path.

tom Moriarty, p.e., CMrp, is president of alidade Mer. Contact him at [email protected] and (321) 773-3356.


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Data Quality — Part i16 characteristics of numbers that can be trusted

if you’ve ever been surprised by the results of a query or report your CMMS generated, there are several possible rea-sons. Perhaps you misread the numbers or pressed a wrong key. Maybe you weren’t aware of certain information, your expecta-tions were unrealistic, or you were in denial. Unfortunately and all too often, data quality is the culprit — “garbage in, garbage out.” If indeed that is the reason, your CMMS software is not worth the cost of the computer on which it runs.

It’s astonishing just how much management relies on a CMMS to provide information such as budget variances, asset availability and performance, energy consumption, payroll hours consumed, and work backlog. Despite our thirst for information, there’s sometimes little thought as to where the data is coming from and whether it reflects reality. It’s our inexplicable blind faith in technology that is our weakness — as if anything the CMMS outputs to screen or paper must be accurate because a computer processed it. As many maintenance managers discovered over the years, the quality of data input into the CMMS can be sadly lacking.

Consider the definition of data quality, including ex-amples of how it can be compromised. Many terms can be clumped under the umbrella of data quality, in whole or in part. Each is defined below. In general, data quality is infor-mation that meets our expectations.

Integrity ensures that data is preserved, from source to consumer, without distortion from accidental or malicious intervention. Spare parts records can be bad because a barcode scanner read a damaged label incorrectly, or someone stole parts, hacks into the CMMS, and falsifies the number of spares.

Validity ensures data conforms to business rules such as format, range, and logic. For example, when entering a meter reading to determine if a PM is due, it must be four numeric digits with a value greater than the last entry, but by no more than 1,000 miles.

Accuracy refers to data correctness and conformity to a given standard. For example, a technician works on a job that should take no more than three hours, but instead enters five hours on the work order because of human error or a deliberate distortion of the facts.

Precision refers to the data’s granularity. For example, when performing an inspection that requires measuring, a technician records the reading as “1/2” instead “0.4532.”

Credibility refers to data reasonableness and believability. For example, technicians vary in experience and diagnostic

capability in determining a root cause of failure — data from one might be more credible than from another.

Timeliness means that data might be of no value although its perfect in every way, but not current or comes at the wrong time. For example, if work order information is en-tered at the end of the week instead of at the end of the job, equipment history reports generated throughout the week might not reflect reality and lead to poor decision-making.

Completeness becomes a problem if users choose to use fewer fields or enter less data into the CMMS, either to save time or cost, but ultimately, decision-making capability

can be compromised. For example, CMMS users don’t use standard job plans for repetitive work, including estimated hours to complete the job, safety procedures, standard parts required, and so on. The lack of standardized processes re-sults in poor productivity and an inability to track variance analysis on performance and quality standards.

Conciseness and high-quality data implies brevity and more succinct data entery — for example, using a descriptive field to enter “I took out the old motor and put in a new one” vs. using a coded action field to select “replaced motor.”

Redundancy, multiple entries of the same data, is a com-mon problem with a large database — for example, entering a new vendor under the name of “ABC Bearings of Canada Ltd.,” when the existing CMMS entries, “ABC Bearings” and “Ontario 1234567,” already refer to the same vendor. This also is common in entering multiple part numbers referenc-ing the identical part carried by different suppliers.

Consistency refers to the level of data repeatability — would someone enter the same data under the same circum-stances in the future? For example, technicians aren’t always consistent when selecting problem, cause, and action codes.

Objectivity means it’s possible to introduce biases into the data as humans enter, approve, or manipulate CMMS data, producing distortions that might be recognizable. For example, a technician who is anxious to replace a piece of equipment that’s perceived as problematic might color the description of a failure or exaggerate the downtime recorded.

Utility refers to the data’s applicability and usefulness.


it’s our inexPlicable blinD faith in technology that is our weakness.

asset managerdavid berger, P.eng.

PS1011_19_20_AssetMgr.indd 19 10/28/10 8:44 PM

20 November 2010 www.PLANTServICeS.Com

For example, there are hundreds of reports available on a CMMS, but not all reports have the same utility; compa-nies find it difficult to prioritize and focus on a small set of measures that trade off, such as tracking asset availability, utilization, performance, reliability, quality of output, and total cost of ownership for critical assets.

Accessibility means that CMMS data should be available and easy to obtain for those authorized to enter or retrieve it. For example, when using mobile devices in remote re-gions of the country, technicians should have some means of entering data and accessing work orders, GIS maps showing asset location, equipment history, and so on.

Usability, one of the most critical aspects of data quality, refers to the intuitiveness and ease of use of data, including ease of learning and remembering. For example, technicians might use shortcuts to save time when entering work-order or master-file data; this is fine if data can be found afterward and understood by everyone.

Traceability is important when you need to know the source of the data to determine its credibility and to obtain

further information. For example, a maintenance supervisor drills down on a major budget variance and discovers that a new technician is working on an unfamiliar piece of equip-ment, so more training is required.

Flexibility means higher-quality data won’t be compro-mised when the process or the CMMS database supporting it are changed. For example, upgrading your CMMS to a new and improved version shouldn’t compromise the accu-racy or integrity of the data converted to the new system.

As you see, there are so many ways to corrupt or distort CMMS data, despite our growing trust in, and dependence on, computer systems. This underlines the importance of maintaining a healthy skepticism when making decisions based on data the CMMS presents. In next month’s column, I’ll examine ways to achieve and maintain higher levels of data quality. Next month, I’ll explain what can be done to detect, prevent, and rectify data-quality problems.

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

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Technology ToolboxSheila Kennedy

AcTive energy conservATioncut power consumption during periods of peak price or demand

Demand response is the ability to curtail power consump-tion during periods of peak price or demand to reduce costs or receive incentive payments. Plants with the flexibility to shut down or idle production or switch to backup generation are prime candidates, as are large facilities with building controls that automate electricity usage reductions. Those with on-site generation capabilities can sell excess electricity to the grid.

The benefits aren’t only financial, but societal, as well: actively controlling and sharing power improves service reli-ability for all electricity consumers and eases the integration of additional renewable power sources to the grid. Software and technology that measures, monitors, and controls en-ergy in real time are making demand response easier.

Demand Response 2.0: Early adopters of demand response were consumers selling electricity back to the utilities with advance notice, but it was a manual task. If the person being notified was busy or off duty when the time came to reduce consumption, the program’s effectiveness declined.

The paradigm shift is Demand Response 2.0, says Ross Malme, demand response director at Schneider Electric. It sup-ports variable, unpredictable demand with energy management controls that modulate use based on the needs of the market-place, while keeping the grid in sync. “A consumer can be an energy resource for 10 minutes at a time, 10 times per month,” he says. Automatically sent microinstructions scale back vari-able frequency drives or dimmable ballasts, or control a chiller’s floating set point, for example. “It’s not just about energy efficiency,” adds Malme. “It’s about making the energy bill an asset that can be monetized. With electricity costs rising and volatile prices, pushing the price risk on customers, it becomes more attractive to control costs and make money.”

Enabling technology: Large consumers can participate di-rectly in the wholesale market, but smaller energy customers face barriers to participation. Now that the Federal Energy Regulatory Commission has removed the barriers, aggrega-tors can give small companies the same opportunities.

Software that manages demand response in real time is the Demand Response Business Network (DRBizNet ) from Utility Integration Solutions (UISOL). The software is used in three wholesale markets in the United States to support multiple demand-response aggregators simultaneously.

The market potential for distributed generation and distributed storage is huge and global, explains Ali Vojdani, CEO of UISOL. “As more of us buy solar panels and other

technologies that connect to the grid, demand response becomes even more important, requiring sophisticated de-mand response management software,” says Vojdani.

On the hardware side, there are devices that receive demand response signals at the customer site and automati-cally execute load control actions through the building auto-mation system or direct control of equipment. An example is Constellation NewEnergy’s Load Control Unit developed in conjunction with Lynxspring.

Revenue stream: In California, if you eliminate 100 kW or more on short notice, you get paid as if you were generating that power. The Proxy Demand Resources (PDR) program at California ISO (CAISO) uses the DRBizNet platform to treat the reduction the same as electricity provided by a power plant. Rather than a fixed price, PDR uses prices set on the open market. “The consumer can bid in our day-ahead market or real-time market — offering to reduce demand by X number of megawatts according to resource-specific variables,” says Gregg Fishman, senior public information officer for CAISO.

Payback: Alcoa’s Warrick Power Plant supplies energy to its aluminum smelter and fabricating facilities and sells excess capacity to the Midwest ISO wholesale market using OSIsoft’s PI System infrastructure. Weekly payments from the ISO helped sustain the aluminum plant through the economic downturn, and payback for the project took four months, according to Brian Helms, power markets coor-dinator for Alcoa Power Generation, in his presentation at OSIsoft Users Conference 2010. He recommends using demand response to set you a little above your competitors. If you’re a marginal facility, it could save your business.

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


www.schneider-electric.comwww.uisol.comwww.lynxspring.com

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reference Web siTes:

The benefiTs Aren’T only finAnciAl, buT socieTAl, As Well.

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Time RipenTime R R to

Green initiatives often need room to grow before they bear fi nancial rewards

By Stephen P. Ashkin, The Ashkin Group

PS1011_24_28_CvrStry.indd 24 10/28/10 8:46 PM

MANAGEMENT / SUSTAINABILITY

Probably more than most businesses, industrial facilities and manufactur-

ers focus on the bottom line. In most cases, changes to business practices and operations are implemented only because they can save money, improve worker productivity (another form of cost savings), or help a manufacturer make products less expensively.

Until recently, rarely would an indus-trial facility or manufacturer consider incorporating green or sustainable prac-tices as a way to reap financial benefits. After all, it wasn’t that long ago that building a green, more sustainable facil-ity would cost significantly more than constructing a comparable conventional facility. Operating a green facility could be more costly, as well.

While this cost differential between green and conventional practices has narrowed significantly or often been eliminated completely, there are some sustainable building practices that might not prove to be a significant cost savings or offer a significant re-turn on investment (ROI) for several years to come. For instance, the ROI for retrofitting a facility with a green roof depends greatly on whether the facility can claim tax credits for installing it, the overall cost of the project, the life expectancy of the current roof, the type of green roof selected, the climate and geographic location of the facility, and the age of the building.

Although the return on the installation of a green roof might have several vari-ables, other sustainable measures and in-stallations are more likely to prove their value in cost savings more quickly and significantly. In some cases, these returns might be quite tangible, for instance, a

reduction in utility bills. In other cases, the returns might be less noticeable, at least initially, but prove valuable in the long run. There are three noteworthy sustainable measures that are relatively economical and financially beneficial. These include:

• systems and strategies that save energy

• products and procedures that con-serve water

• the adoption of green cleaning systems.

However, before discussing these sus-tainable practices, let’s concentrate on the issues confronting plant managers as they consider the entire concept of building, retrofitting, and operating a facility in a more sustainable manner. Conducting a rigorous analysis of the issues and op-tions now can help ward off mistakes and potential problems down the road.

CoMplEx quEsTioNs ANd issuEsAccording to the U.S. Green Building Council (USGBC), a property’s value increases by $12.50/sq ft for every $1/sq ft saved in operating expenses as a result of incorporating green and sustainable measures. While this highlights the benefits of sustainability, deciding on which practices or programs to select can be daunting. One way to move for-ward is to ask these questions:

• What are the costs that are associ-ated with each green or sustainable alternative?

• Will there be a payback or ROI for the greener choices, and how much will this likely be?

• What are the most sustainable op-tions and choices for the facility?

• What choices most significantly re-duce the facility’s carbon footprint?



Based on the answers, plant managers form specific conclusions as to which equipment, building materials, products, and procedures should be replaced, installed, or implemented to make the facility more sustainable and show a worthwhile ROI. Rather than embarking on a broad range of sustainable initiatives, focus your efforts on key areas, such as water, energy, and green cleaning that will likely produce the most immediate, cost-effective results.

Cost savings and sustainability through energy savingsThe costs of oil and natural gas and related petroleum-based products have risen significantly during the past decade. Although there’s been some dip in these costs lately because of the downturn in the economy, you can bet that almost as quickly as the world economy shows signs of improvement, the charges for oil and gas also will rise.

These increasing costs have a negative effect on companies around the world, in good times and in bad, but they’re becom-ing especially harsh for U.S. manufacturers at a time when many are just now starting to show economic life and profit-ability. A study by the National Association of Manufacturers (NAM) in 2004, when the U.S. economy was relatively robust, found that U.S. manufacturers had a 22% cost disadvantage compared to their overseas competitors in a number of areas, with the cost of energy being one of the chief culprits.

Any controls or systems that aggressively reduce energy consumption now, at least until less expensive alternatives are viable, can improve any bottom line. For example, Steris of Mentor, Ohio, manufacturer of products and services for health care, pharmaceutical, scientific, and industrial facili-ties achieved significant energy savings by:

• installing additional insulation to existing facilities

• upgrading or replacing older HVAC, steam, or com-pressed air systems

• retrofitting lighting throughout and increasing use of day lighting systems

• installing or upgrading building control and manage-ment systems.

While the costs for these upgrades weren’t revealed, the company indicates that cost savings from these and other improvements total nearly $1 million annually. Although the ROI for Steris’ improvements can’t be determined pre-cisely, one thing is certain: As the cost of energy increases in years to come, the savings will likely increase, as well, mak-ing these sustainable measures a worthwhile investment.

In another case, when the National Renewable Energy Laboratory in Golden, Colorado, invested $10,000 in day lighting systems, which turn lights on and off based on the amount of sunlight entering the facility, it saved more than $4,000/year in energy costs.

Cost savings and sustainabilitythrough water savingsEven though some studies indicate that water use in indus-trial facilities is actually on the decline, estimates indicate the amount of water used in plant, industrial, and manu-facturing facilities amounts to about 10% of total U.S. water use. Water reuse and conservation practices — along with measures to reduce water disposal and the energy necessary to pump, heat, chill, and distribute water to and throughout a facility — can result in significant savings.

In some cases, non-potable water can be reused for landscap-ing and irrigation, which can prove to be a significant water savings. Low- and no-flow faucets and fixtures in restrooms also can prove to be a source of significant water savings. For instance, the state of Massachusetts wanted to know what would happen if it replaced conventional urinals with waterless urinals in its state facilities and how much water and money it would save. It determined that if waterless urinal systems were installed, there would be a water savings of approximately 1.6


ManageMent / SUSTAINABILITY

The word “sustainability” is bantered around quite a bit these days, causing some confusion as to what the term really means. The best definition of sustain-ability, and the one that most professionals use, was coined in 1983 by the United Nations Commission on Environment and Development. It defined sustainabil-ity as “meeting present needs without compromising the ability of future generations to meet their needs.”

In recent years, the concept of sustainability, as it applies to businesses, has evolved into the “triple bottom line.” This refers to economic, social, and environmental benefits for businesses when they oper-ate their facilities in a more sustainable manner.

defining sustainability

toPiC searChenergy and waste “grow greener plants” managementsustainability “greener than thou”going green “does it pay to be green?”green flooring “step in the right direction”shortage of energy expertise “the reality of green jobs”sustainable energy and “fields of green” economygreen overview “growing green plants”leeds certification “sustain a house of green”used equipment “More than one kind of green”lighting efficiency “greenbacks for green lighting”

recycling trash “different types of green”

for more, search www.Plantservices.com using the keywords green, retrofitting, and sustainability.

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million gal annually for every 1,000 male workers. Addition-ally, for every 1,000 male workers there would be a cost savings of approximately $21,000 in water and sewer costs (based on June 2008 charges).

Other ways industrial facilities reduce water use is through the use of new cooling towers that minimize drift and evapo-ration. Further, many facilities are now collecting rainwater runoff from rooftops, using it for plants and landscaping.

Cost savings and sustainabilitythrough green CleaningAt one time, green cleaning products cost more than con-ventional cleaning products. However, with new technolo-gies, greater product concentration, and other improve-ments, any additional costs for green cleaning products are negligible, making them cost-neutral.

Oftentimes, any additional costs for the green products are offset, in many cases significantly, by savings in other areas. For instance, a University of San Diego study released in September 2009 found that employees working in green buildings are more productive than their counterparts in non-green facilities.

The study involved more than 2,000 workers employed or working in 154 green buildings. A green building was de-fined as one that was LEED-certified or Energy Star-labeled, meaning it was designed to use considerably less energy than a comparable facility. Formerly, these staffers worked

in conventional, non-green facilities. The researchers looked at two key measurements to compare productivity: the num-ber of sick days the workers took and self-reported produc-tivity percentage changes.

Among the key findings were that 45% of respondents reported an average of 2.9 fewer sick days in the new green location. Further, nearly 43% of the employees agreed they were more productive in green buildings, and 12% strongly agreed they were more productive in the greener, more sustainable buildings.

At first sight, these cost savings aren’t as obvious as, say, a re-duced utility bill resulting from additional building insulation; yet they can be just as significant. Employers know that fewer sick days and greater worker productivity are like money in the bank, especially in a manufacturing or industrial setting.

As plant managers gain greater insight into the green and sustainable opportunities available to them, and with mounting pressure to operate facilities in a more sustainable manner, they’re likely to discover many ways to embrace sustainability while realizing cost benefits. Going green has evolved into a win-win-win situation: natural resources are protected; facilities are operated in a more efficient, healthier manner; and the bottom line experiences a positive kick.

stephen P. ashkin is president of the ashkin group in blooming-ton, indiana. Contact him at [email protected] and (812) 332-7950.


ManageMent / SUSTAINABILITY

Vacon’s 66,998 sq ft, single-story structure in Chambersburg, Pennsylva-nia, was designed in four months and constructed in just eight months. The building contains 16,323 sq ft of office space and 50,675 sq ft of lab, testing, assembly, and distribution space.

Vacon can expect a reduction of more than 18% in energy costs because of the environmentally friendly features of the building, which was designed to reduce potable water use and includes environmentally friendly mechanical and HVAC systems. In the construction of the building, construction waste was diverted from the landfill, local materi-als were used to reduce the shipping of outside materials, and Forest Steward-ship Council-certified wood was used. The building also has priority parking for fuel-efficient vehicles. Energy ef-ficiency measures include an improved thermal envelope, high-efficiency

glazing, reduced interior lighting power density, and demand control ventilation.

The Vacon plant, which manufac-tures AC drives, received the LEED Gold Certification Award, estab-lished by the U.S. Green Building Council (USGBC) and verified by the Green Building Certification Institute (GBCI). The gold certification is the second-highest level of energy-efficient building design the USGBC awards.

“Striving for LEED Gold Certification was a natural step for our company” says Tom Doring, president of Vacon (www.vacon.com). “Vacon’s business is about helping customers’ sustain-ability and going green. Our products improve productivity and increase energy efficiency. If we’re going to help our customers be more energy efficient, we have to live by our own standards.”

The LEED program recognizes the design, construction and operation of high-performance green buildings.

“With each new LEED-certified build-ing, we get one step closer to USGBC’s vision of a sustainably built environment within a generation,” says Rick Fedrizzi, president, CEO and founding chair, U.S. Green Building Council. “As the newest member of the LEED family of green buildings, Vacon is an impor-tant addition to the growing strength of the green building movement.”

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Industrial facilities have more opportunities than ever to increase energy e� ciency and reduce energy consumption — from refrigeration, HVAC, and lighting to materials handling, water usage, and recycling. Techno-logical innovation makes the decision to adopt improved energy-e� cient solutions and strategies a no-brainer.

However, facility managers and sustainability executives still face funding obstacles and challenges that can form barriers to adopting these new measures.

Finding practical approaches to funding energy ef-ficiency and ensuring a successful program shouldn’t be a daunting process. Especially when maintaining the status

WHERE’S THE ENERGY MONEY?

5 practical approaches to higher effi ciencyBy Tom Pincince, Digital Lumens

EFFICIENCY / LIGHTING

PS1011_31_36_Light.indd 31 10/28/10 8:49 PM


EfficiEncy / Lighting

quo puts your facility and organiza-tion at risk or competitive disad-vantage because of rising or un-predictable costs. The top-of-mind questions that usually arise when considering a project include:

• Where do I start — which areas can benefit most quickly from energy-efficient solutions?

• How do I fund the solutions — from acquisition and installation to maintenance?

• What will be the payback, and how can I measure ROI and TCO?

• How do I know if my decisions will have and impact and achieve the projected savings?

Following are some proven strate-gies for tackling those questions and driving down energy consumption.

Lighting firstStart with lighting to free up funds for other projects. According to AMR Research’s 2010 report, “Illuminating the Sustainability Challenge: Delivering Sustainable Business Strategies through Dis-ruptive Innovation and Technol-

ogy,” lighting remains the largest user of electricity in buildings. In warehouses and industrial facilities, lighting typically costs $1/sq ft/year, but reducing that number frees up funds that can defray other energy-efficiency projects. Additionally, because it’s relatively easy to retrofit lighting fixtures, it’s an easy first program to take on.

Lighting is essential to any facility to provide a safe and comfortable workplace. However, legacy lighting fixtures are inefficient, expensive to maintain, and basically “dumb.” With smart technologies and the evolution of highly controllable LEDs for high-intensity applications,

you can achieve massive reductions in energy use and costs — as much as 90%. Intelligent lighting systems provide more light and only where and when it’s needed. They also reduce maintenance and improve operational control to enable new levels of sustainability.

What kind of savings does that translate into? A 90% decrease in energy use in a 250,000-sq-ft facility reduces lighting costs from $250,000

to $25,000, enabling a large percent-age of the project cost to be funded through savings.

How do you know if your lighting needs to be updated? Analyze your electric bill to ascertain how much lighting is costing you. Then ask yourself some basic questions.

• Is it bright enough? Or do you have lamps out that need to be replaced, or do you have dimin-ished fixture outputs?

• Can you control lighting easily to maximize efficiency when no one is in an area of the facility?

• What kind of data are you able to retrieve to measure and manage electrical energy usage?

• Does your lighting give off excess heat, which consequentially forces your chiller to work harder to keep things refrigerated?

• Does the lighting require a certain amount of warm-up time before generating full output?

• Are you spending significant time and money on lighting mainte-nance, including ballast and bulb replacement?

The findings will help drive dis-cussions on funding lighting as the first step on much improved energy efficiency.

funding optionsYou have several options available to finance energy-efficient solutions — from capital expense to leasing to shared savings models.

Capital expense: For many orga-nizations with low capital costs, this can be an appealing strategy, espe-cially if the expected payback period on the investment is rapid.

Leasing: Another approach is leasing new equipment, which has a couple of variants. An operating lease requires that the equipment be re-turned at the end of the lease or that an agreement is reached to extend the lease or be purchased at fair market value. A capital lease is structured so the equipment is paid off in install-ments and, at term end, the lessee

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for more, search www.plantservices.com using the keywords lighting, sustainabil-ity, and cost justification.


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owns the energy-efficient solution. The advantage is that a capital lease doesn’t involve any, or very little, capital outlay.

Energy service companies (ESCOs) are potential lessors. The agreement might involve either sharing in the savings — for example, the ESCO buys the new lighting and then shares part of the project savings — or the ESCO determines a guaranteed sav-ings for the contracting organization and keeps the rest.

Performance contracting: Typi-cally involving an ESCO or other energy-efficiency provider, perfor-mance contracts assign a third party to manage a group of efficiency projects from end to end, includ-ing financing. The advantage is no upfront costs or debt for the bal-ance sheet. The disadvantage can be losing a substantial portion of the savings to the ESCO. This approach might be best considered if you are looking at a large and complex project and have a limited ability to spend capital budget or take on debt.

REbatEs and incEntivEsUtility companies in most areas offer compelling rebates and incentives that can defray a significant portion of your energy-efficiency projects — as much as 50% of the costs. Why? Reducing load to accommodate

growing demand postpones the need to build additional capacity — an expensive prospect. An essential first step for any project is to check with your local utility to understand the options available for a given project type and any product requirements or measurement-and-verification requirements around the incentive.

In addition, the 2009 American Recovery and Reinvestment Act

introduced numerous opportuni-ties at the federal and state levels for promoting energy-efficiency projects through the U.S. Department of En-ergy. This includes specific program grants for industrial energy-effi-ciency programs. Each state has its own programs to be investigated for funding assistance and incentives, such as the New York State Research and Development Authority (NY-SERDA).

Useful resources you might want to consult are the U.S. Department

of Energy’s database of State Incen-tives for Renewables and Efficiencies (DSIRE) and the American Council for an Energy-Efficient Economy.

Making thE businEss casEWhen considering any project, the rubber hits the road when the num-bers hit the spreadsheet. The essential numbers — itemized upfront costs to acquire and install new equipment,

rebates, tax credits, and anticipated energy and maintenance savings — need to be gathered. Then the number crunching begins in earnest. The most common question is how quick-ly the energy and maintenance sav-ings will offset the initial investment. The two most prevalent approaches to consider are payback and total cost of ownership (Figure 1).

Payback is the type of analysis most people focus on when considering a purchase. Divide the upfront costs by the annual energy savings, with an eye toward when the anticipated savings cover the initial purchase price (time horizon). But this analysis doesn’t capture the whole story and can skew toward a short-term solu-tion that will deliver smaller energy savings over time.

Total cost of ownership (TCO) is the most comprehensive approach; it captures every variable across the project’s lifetime. TCO is determined by analyzing the total costs — instal-lation, operation, and maintenance — less the annual energy, maintenance, and cooling savings. For example, when upgrading lighting, determin-ing how often lights will be off be-

$-

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$400,000

$500,000

$600,000

0 1 2 3 4 5 6

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Total Cost of Ownership – 5 Years

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figure 1. this analysis makes a series of assumptions. First, 200 existing hiD fixtures are being replaced with hiF or iLS in a 1-for-1 retrofit. the hiD and hiF include relamping/maintenance costs whereas iLS doesn’t have relamping or maintenance. Estimated hVAC savings is included for hiF and iLS, energy incentives are excluded in the calculations. the utility cost is $0.134/kWh.

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cause of a lack of activity will be a key factor in generating chiller savings through reduction of lamp heat generation.

Choosing a solution with smaller upfront costs might seem appealing, but if the energy savings are smaller, they increase the TCO, sometimes significantly. If a proposed project has greater upfront costs, but much greater annual energy savings, the savings will accumulate continuously over time, and the TCO will be much more advantageous. The goal is to minimize TCO while staying above the minimum corporate ROI threshold.

SnapShot of EnErgy EfficiEncy iSn’t EnoughLeadership in energy and environmental design (LEED) certification and other systems that analyze and rate en-ergy-efficiency steps are important, but they’re based on a single point in time, a snapshot. Ensuring energy efficien-cy over time requires ongoing measurement and neces-sary adjustments — known as continuous commission-ing. This process ensures a system aligns with needs and maximizes savings. Buildings need to be recommissioned every year or risk an annual 15% increase in energy use as building usage shifts, so energy efficiency solutions

should provide ongoing commissioning capabilities. This avoids the set-it-and-forget-it mentality, which is subject to savings erosion over time.

Facility managers want to reap the financial and sustain-

ability benefits of energy-efficiency improvements. With a range of innovative systems and a variety of financing strategies available, funding shouldn’t be a barrier to mov-ing forward.

Any energy-efficiency investment — from lighting to chiller upgrade or solar PV panels — that makes business sense should be within reach. It’s simply a matter of find-ing the most practical approach.

tom pincince is president and cEo at Digital Lumens (www.digitallumens.com). contact him at (617) 723-1200.

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Facility professionals are � nding savings opportuni-ties by better understanding when, where, and how energy is being used. It’s the necessary � rst step in managing utility bills. Powerful handheld instruments are ideal for facility energy studies and carbon footprint calculations, taking for-ward/reverse energy measurements for grid-tied alternative energy systems, and for complying with public and private-sector energy initiatives.

As the world’s largest energy consumer, the United States used around 100 quadrillion BTUs, or 105 exajoules, of energy in 2005 — three times what it was back in 1950.

� e U.S. Department of Energy claims that industrial and commercial buildings account for nearly 50% of that, to the tune of more than $200 billion annually. Little wonder that recent years have seen the proliferation of a bewilder-ing array of public and private-sector energy initiatives designed to micromanage the process of increasing energy e� ciency, reducing greenhouse gas emissions, mandating more stringent conservation measures, and driving greater reliance on renewable energy resources.

FACILITY ENERGY PERFORMANCEWhether the goal is to comply with government legisla-tion, qualify for Energy Star, LEED, Green Globes, or other ratings, or simply to save energy and cut costs, the tool most o� en used to benchmark facility energy performance, the starting point, is the energy audit. � e purpose of such stud-ies is a comprehensive evaluation of the actual performance of a plant’s systems and equipment compared to its optimal, designed performance level.

� e di� erence between observed performance and best practices is the twilight zone where potential energy and cost savings reside. Plant performance audits are vital to strong energy management programs, without which the continuous improvements of energy e� ciency and its resul-tant cost savings are di� cult to characterize. Energy audits are an extremely useful way to:

• identify actions for improving energy performance• prioritize projects• track progress.At the operations level, it’s not unusual for large industrial

and commercial power consumers to see electric bills car-rying demand charges as high as 50% of the facility’s actual consumption costs. As an o� set, load shedding, peak shaving, installing more e� cient lighting, and other energy manage-ment strategies go far toward helping plant professionals reduce demand penalties. However, before any of these strategies can be implemented, it’s necessary to gain an exact picture of how, when, and where the energy is being used.

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ENERGY / POWER DISTRIBUTION

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THE DIFFERENCE BETWEEN OBSERVED PERFORMANCE AND BEST PRACTICES IS THE TWILIGHT ZONE WHERE POTENTIAL ENERGY AND COST SAVINGS RESIDE.

An electrical energy survey canprovide guidance for reducingutility bills and greening of industryBy Ross Ignall, Dranetz

PS1011_38_43_Electric.indd 38 10/28/10 8:51 PM

ConduCt AuditsAs a cost-effective means for doing that, an energy audit conducted at the front end of the process helps you under-stand energy usage and identify areas where mitigation strategies can be implemented to cut operating costs.

As part of a strategic corporate energy management program, regular plant energy audits can be self-assessments conducted by company staff, external audits conducted by contracted energy service professionals, or a combination of both. Regardless of the audit type, the audit team seems to be most effective when represented by members offering varied expertise, such as maintenance experts, systems managers, and process engineers. Outside experts are especially useful for providing specific technical expertise lacking in the company.

Know whAt to MeAsureEnergy audits come in many forms and can range from simple applications that monitor a single device or machine to com-plex monitoring of an entire campus. Most energy audits have much in common. The most important variables to measure when analyzing electrical energy are typically voltage (V), cur-rent (I), Watts (W), Volt-Amperes (VA), Volt-Amperes reactive (VAR) and power factor (PF). Over time, these can provide the necessary information for a complete energy profile.

Voltage and current measurements are used to compute the other variables. The variables can be viewed instanta-neously using a variety of instruments, but the key benefit of using an energy analyzer is its ability to record and trend

variables over time. Energy analyzers also compute the demand and energy that utilities use for billing. Low-cost energy analyzers offer the functionality and flexibility to perform simple-to-sophisticated energy audits that can be exported into popular software programs.

whAt to LooK for in An energy AnALyzerToday’s energy analyzers are more powerful and cost-effective than ever before. Because even low-cost analyzers


right ConneCtions

figure 1. The analyzer’s online help can show how to make the connections properly.


include the accessories and software needed to conduct a complete and user-friendly energy audit, energy analyzers are now within reach for any facilities that need to manage ever-rising energy costs.

What an energy-measuring instrument measures and computes is important, but how it measures can be critical. For example, some inexpensive, low-resolution instruments might measure the basic variables, but they can miss data and thereby produce misleading measurements.

Effective energy-analyzing instruments provide a sam-

pling rate appropriate for the application while also captur-ing continuous readings. Power analyzers typically define sampling rate as the number of measurements taken per AC (60/50Hz) cycle. Because the instrument produces a digital representation of the analog voltage and current being measured, it’s generally desirable to use an instrument that provides a higher number of samples per cycle, thus result-

ing in more accurate data collection.Look for an energy analyzer that can measure more than

just the basic power variables, because more advanced vari-ables might be required to also help understand the quality of the electrical supply, including voltage and current total harmonic distortion (THD), transformer derating factor (TDF) and crest factor (CF). Additionally, with the advent of alternative-energy applications, variables such as forward and reverse energy that record the flow of power to and from the grid often are required.

Instrument ConneCtIonsConnecting an energy analyzer properly is essential, espe-cially considering the sometimes complex three-phase cir-cuits. Proper voltage and current connections are necessary for proper readings. It can’t be stressed enough to follow all appropriate safety procedures and manufacturer’s instruc-tions closely when making instrument connections. Such circuit connections can pose a danger, and only qualified personnel should make instrument connections.

Consider the three-phase wye circuit (Figure 1). To mea-sure the circuit’s total power, the energy analyzer sums the individual power in each phase. The instrument’s wattmeter


energy / POWER DISTRIBUTION

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measures each phase, although the total number of wattmeters required varies by circuit type. A wattmeter requires both a voltage and current circuit connection and measurement. Voltage is always measured between a “hot” wire and a reference, with the most com-mon reference, when available, being a neutral wire. Voltage usually is connected directly to the circuit in low voltage systems instead of through potential transformers or transducers. It’s important to ensure the analyzer can measure the voltage levels in use safely.

Current usually is measured using current transformers. These are available in many types ranging from rigid clamps to adaptable flexible units. Regardless of the type, it’s necessary that the current transformer be sized for the application and has a range appropri-ate to the circuit.

If the current being measured falls outside this range, the measurements might be inaccurate. Each current transformer will have an arrow or other indicator showing the direction of current flow. All current transformer connections must have the arrow in the same direction and pointing toward the load. Connecting the analyzer depends on the circuit type, so it’s important to make that determination first.

The surveyDetails of the survey can vary greatly according to the application. The usual energy audit goal is to determine the system’s energy pro-file. Regardless of application, it helps to know some information about what’s being monitored, such as the type of load, process, or facility. These details are essential for determining the energy survey’s duration.

Monitor several cycles of the load being audited to obtain a complete picture of its energy profile. For example, an industrial process that

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Figure 2. Typical energy analyzer software enables the creation of printed or electronic reports.

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energy / POWER DISTRIBUTION

cycles (start to finish) every 15 minutes might need monitor-ing only for an hour to capture multiple cycles and to find out what is usual or typical for that load. An office building with a 24-hour cycle might require a longer survey, perhaps a week or more, to determine a typical energy profile. A survey replicat-ing a utility bill might require monitoring for multiple utility billing cycles lasting several months.

reports and resultsMost energy analyzer software provides printed or electronic reports that summarize and report the result of an energy survey, but the range of capabilities and flexibility vary widely (Figure 2). Reporting requirements vary greatly by application, with some requiring little detail while others might require formal reports on a client’s company letterhead.

Many applications require advanced PC-based reporting for e-mail or printing. To that end, some instruments enable quick and easy reporting that includes a built-in energy audit report along with the ability to export the information to other software.

The good news for facility maintenance and engineering personnel is that powerful, cost-effective handheld electrical energy and power demand analyzers specifically designed

for conducting facility energy audits and power demand studies are now on the market. These tools are a good way to gather, record, and report where, when, and how much electricity the facility uses. Applications in industrial, commercial, and institutional facilities include energy/cost

reduction programs, alternative energy monitoring, and power/harmonic studies.

With the growing emphasis on green facilities, instruments provide the ability to record both forward and reverse energy, an essential measurement in grid-tied alternative energy sys-tem analysis. Another important consideration in the LEED process, these instruments also can be used for certifying a facility’s energy consumption and carbon footprint.

ross Ignall is director of product management at dranetz (www.dranetz.com). Contact him at [email protected] and (732) 248-4325.

MonItor several CyCles of the load beIng audIted to obtaIn a CoMplete pICture of Its energy profIle.

PS1011_38_43_Electric.indd 43 11/1/10 9:48 AM


In the industrial compressor market, most variable-speed drives (VSDs) are found on rotary-screw and rotary-vane compressors; however, VSDs can do well on recipro-cating units and VSD centrifugal compressors running on magnetic bearings, which can be an excellent trim compres-sor under the proper conditions.

These units have been available on the aftermarket for decades. Like so many other products, when VSDs were introduced as factory packages on rotary compres-sors, most manufacturers saw them as an instant fix for numerous air system inefficiencies. Many plants bought this configuration, even if no real need existed and even if there were other options offering more efficiency for less capital cost. Some thought that if one was good, two were better. VSD units purchased as trim units installed with a central control system couldn’t always maintain proper alignment.

e VSD is the most power-e cient unloading control for lubricant-cooled rotary screw compressors operating from 75% to 80% load down to the lowest at which it can operate. e most power-e� ective approach from 75% to 100% load is the variable-displacement concept, which usually unloads the compressor in four steps of 12.5%, down to 50%, and then defaults to base control below that.

With two-stage, oil-free, rotary screw compressors, the VSD o� en isn’t signi� cantly more e cient than the standard constant-speed two-step control. However, it’s easy to install and avoids short cycling.

As is the case with every important decision, pay atten-tion to detail when selecting a VSD. Know the demand pro� le. Know how each VSD unit on your compressors will match up with your pro� le. A VSD of any design will

DESIGN A BETTER SYSTEMVSDs and controllers can improve air system effi ciency BY HANK VAN ORMER, AIR POWER USA

Typical Cascade Control Settings

Production minimum requirement

Total � P – 25 psig

Compressor#1

Compressor#2

Compressor#3

Compressor#4

110

105

100

95

90

85

80

Pre

ssur

e (p

sig)

COORDINATED ACTION

Figure 1. In cascade control, four compressors, each with a 10-psig operating band, are programmed slightly differently to achieve smooth operation of the overall system. As system pressure deviates from the desired 85-psig minimum to 110-psig maximum, on-board capacity controls load and unload the units.

RELIABILITY / COMPRESSORS

PS1011_44_46_Compress.indd 44 10/28/10 8:54 PM


use from additional power draw compared to operating at constant speed.

Consider rotary-screw compressors operating 8,000 hours/year and producing 490 acfm at 100 psig using 110 bhp on a 460 V/60 Hz/3 Ph circuit, where power costs $0.06/kWh.

Constant-speed drive:133 APower factor (pf) = 0.91Mechanical efficiency = 0.923 x pf = 0.84Efficiency = 3.684 cfm/APower draw = (133 x 460 x 1.732 x 0.84)/1,000 = 89.0 kWAnnual cost = 89 kW x $0.06/kWh x 8,000 hr = $42,720/yr

Variable-speed drive:130 APower factor = 0.98Mechanical efficiency = 0.958 x pf = 0.944Efficiency = 3.769 cfm/APower draw = (130 x 460 x 1.732 x 0.944)/1,000 = 97.8 kWAnnual cost = 97.8 kW x $0.06/kWh x 8,000 hr = $46,931/yr

Variable-speed drive is 9% less efficient than a constant-speed drive at full load for the same flow and pressure: (46,931-42,720)/46,931 = 0.0897.

Compressor manufacturers use several types of VSD units. These include:

• variable frequency drive (VFD)• switched reluctance drive (SRD)• permanent magnet.All VSD compressors don’t exhibit the same performance.

Know what you’re reviewing. Get a complete performance curve of scfm/input kW throughout the operating band. This is standard manufacturer operating data. Most systems need only one VSD trim unit. Some situations might be able to use multiple drives more successfully, but be sure to review the operating data in detail. Many factory VSD packages limit the top speed to fit the discharge pressure you select. The higher the pressure setting, the slower will be the

The Compressed Air Challenge (CAC) is a national col-laboration created to help industrial facilities achieve greater reliability, quality control, and lower com-pressed air system operating costs. The CAC encour-ages facilities to take a systems approach to optimizing compressed air operation, which means looking beyond individual components to assess how well the com-pressed air system meets actual needs. Matching supply with demand also means identifying the root causes of system problems, rather than treating the symptoms.

What is CaC?



Reliability / Compressors

full-load speed and the delivered air flow. If you find you can run at a lower pressure, often the electronic controller can be reset to a lower pressure, faster speed, and more air.

How does the VSD fit into this system control scenario? The VSD can hold a discharge pressure within 1 psig to 2 psig, so you usually don’t need a f low controller and VSD for trim to hold a steady discharge pressure on the same system. Even with a VSD control, we recommend appro-priate storage to smooth out the f lows and give enough time for proper reaction.

CentRal ContRol systemsThere are few systems with three or more units that can’t benefit from an effective central air management system. Modern systems sense, or calculate, the coming change before it occurs and quickly take appropriate action, some-times even before evidence appears in the system.

To make it work, you’ve got to know what you’re doing now that causes poor efficiency, what you want the central air management to accomplish, the recoverable energy cost, and how much you must invest to achieve the proper return on investment. Many suppliers of central control systems also are compressor manufacturers, independent, HVAC control companies, and the like. Each offers an “intelligent” microprocessor that minimizes energy cost and maximum energy savings.

Early systems often were called alternators or sequenc-ers. The basic protocol was pressure-based as typified by the cascade-type control system (Figure 1).

Modern communication equipment eliminated this pres-sure-based system in favor of a single target set point pressure that is read from a stable source. Now, we can run the same four units, but over only a 10-psig operating band (85 psig to 95 psig) most of the time. Because this system is pressure-based, nothing happens until system pressure changes.

There are many different protocols with this type of system; some are more reactive than others, but also more expensive. You don’t need to purchase more than you need. Some differences include:

• PID controller to include rate-of-change in the calculations• uses fuzzy logic, as required to shorten reaction time• either responds with a preset sequence alignment or

might be capable of analyzing available air and selecting the proper unit by size and/or performance.

The most prevalent question for these types of central control systems is: “Can you run all units at full load,

except one at part load 85% to 95% of the time?” Many of these systems have problems when a VSD unit isn’t con-sidered in the calculated protocol. The high-performance central air management systems are flow-based, meaning they use a continuing stream of flow data combined with pressure data to analyze what’s going on. These protocols are proactive, often picking up data before the change occurs. The flow values to drive the system are usually obtained by several sources:

• measured flow determined by calibrated and properly installed flow meters

• calculated flow from OEM test data (or field test data) using input kW along with proper motor and capacity control data

• other specific measured operating data points, such as pressure below the inlet valve compared to ambient, pressure to the inlet valve positioner, location of inlet valve positioner, locations of blow-off air

• with mass flow units, particularly, detailed air-inlet con-ditions are measured to allow full calculation to reflect the inlet ambient condition’s effect on the performance of the compressor.

Older types of software still use a pressure-actuated cas-cade protocol with closer tolerance. Newer software:

• keeps all except one unit at full load• measures percentage part load• forces a unit to full load when possible• reacts to rate of change, but also measures and reads

inlet conditions• identifies and verifies compressor’s load points (kW

input, inlet vacuum)• adjusts compressor choice as required for the most

power-efficient grouping• targets the set points• doesn’t require or use a preset sequence.

Hank van ormer owns air Power Usa. Contact him at [email protected] and (740) 862-4112.

toPiC seaRCHmanaging a compressor “When non-standard maintenance project becomes a project”line sizes “the secret is in the pipe”integrating Pdm “Controlling the compressors”Rebate programs “invest it wisely”audits “before you call for help”

For more, search www.Plantservices.com using the keywords capacity, variable-displacement, and VsD.


tHeRe aRe many DiFFeRent PRotoCols WitH tHis tyPe oF system; some aRe moRe ReaCtiVe tHan otHeRs, bUt also moRe exPensiVe.


Save on Energy CostsThe Sullair compressors withEnergy Efficiency System (EES)heat recovery were developed toproduce the most cost-effectivecompressed air solution in themarketplace. The Sullair EESrecovers the heat of compressionand re-circulates it for comfortheating in plants for cold weatheroperations during winter months,or provides pre-heated air forboilers or processes. When not in

use, the thermostatic controlsexhausts heated air to the outside.This 100 hp compressor generates1,649,000 BTUs per year. Annualenergy savings from the EES alonemay reach $10,993.00*, with apayback period of 7 months as aresult of the energy savings.

Additional energy savings may beachieved by combining the EESwith Variable Capacity Control**and Variable Speed Drive**, which

provide flexibility to vary bothcapacity and pressure to matchsystem demand, and result inmaximum effectiveness inreducing total life cycle costs. Partload capacity and efficiencybenefits can produce additionalenergy savings up to 17 percent.

* Calculations are based on climate conditions forChicago, IL and natural gas at $0.50/therm(subject to market fluctuations).

** Not available on all configurations.

Sullair Compressors with EESYield Quantum ColdWeather Savings

Sullair Corporation, 3700 East Michigan Boulevard, Michigan City, IN 46360 • Telephone: 1-219-879-5451 • www.sullair.comSullair Corporation is a Hamilton Sundstrand Industrial business. Hamilton Sundstrand is a subsidiary of United Technologies Corp. (NYSE: UTX)

Did you know . . .Today’s energy costs represent

82% of the expense ofcompressor ownership.

Equipment

Maintenance

Energy

AD_7500 EES_20101018_PS.qxd:Layout 1 10/19/10 1:11 PM Page 1

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Al Colloyd served in the military overseas in the early 1980s. His role was as technical specialist work-ing with IT infrastructure, a job he learned and performed well. He continued doing that work for years after his discharge.

While overseas, however, Al sus-tained an injury, which had conse-quences years later. He now suffers from ever-worsening chronic back pains and muscle spasms. When his condition finally prevented him from working, Al qualified as disabled under the state’s Fair Employment and Housing Act. He also qualified for governmental disability benefits. This arrangement allowed him to avoid institutionalization and homelessness.

A physician had been treating Al with a series of medical techniques in search of anything that would provide effective relief from the pain and spasms. These efforts were largely unsuccessful. This situ-ation effectively prevented Al from having a self-reliant and functional life that included working at an IT job he enjoyed and having a social life.

Al spent a lot of time apartment-bound, frustrated at what life had done. With no other creative outlet, he spent a lot of time online, learning the cutting-edge intricacies of source-code programming that allowed him to develop a personal website worthy of anyone’s admiration, if not awards.

At one of the office visits, Al’s physician recommended medical marijuana because none of the standard pharma-ceutical-based treatments had yet provided the desired out-come. This remedy gave him relief sufficient to allow getting back into life. He could now go shopping, cook real food, and drive a car. Confident that the pain was under control and would remain tolerable, Al began an intense job search.

At the last of his several interviews at Acme, he was offered a job as lead system administrator, a position for which, as a result of years of study and research, he had become highly qualified, despite not having a formal degree. After he accepted the position, Mary Harper, Acme’s HR

person, told Al he would need to pass a pre-employment drug test.

Al gave the clinic that performed the testing a copy of the physician’s written recommendation and the prescription for medical marijuana. Three days later, he started the new job and quickly became a contribut-ing member of the Acme economy.

That same week, the clinic called Al to say that the drug test was posi-tive for THC, the active ingredient in marijuana. The next day, Mary informed Al that, according to long-standing company procedures, a positive drug-test result mandates a suspension from work. Al handed Mary another copy of the physician’s recommendation and prescription, explaining that medical marijuana was the only remedy that alleviated the chronic back pain and spasms.

Mary wasn’t sympathetic but agreed to call the physician to verify the prescription. Mary said that she’d let Al know Acme’s final decision regarding contin-ued employment. Two days later, Acme’s CEO informed Al that the corporate decision was immediate termination.

Al filed suit alleging that Acme violated the state’s Fair Employment and Housing Act and terminated him in viola-tion of public policy.

How could this situation have been prevented? Why should a prescription for medical marijuana be the kiss of death when job hunting? Is strict adherence to perhaps outmoded corporate procedures a good policy in light of more recent medical research? Is discrimination on the basis of medical condition justifiable?

An Attorney sAys:Let’s get one thing straight. Acme didn’t terminate Al because of his medical condition. He was terminated because he didn’t pass a pre-employment drug test because of his use of marijua-na for a medical condition. Whether that termination was legal depends upon the state in which Acme is located. Under federal law in the United States, the use of marijuana is illegal. Despite that ban, some 13 states have passed laws addressing the medi-

MediCAl MArijuAnA in the WorkplACeAcme considers an employee with a prescription for a pharmaceutical


in the trenChes

PS1011_49_51_Trenches.indd 49 10/28/10 8:55 PM


cal use of marijuana. Each of those laws is unique to that state.

For example, California immunizes from criminal prosecution both the user of marijuana for medical purpos-

es and the physician who recommends the drug. Arizona, on the other hand, requires employers to accommodate the medical use of marijuana in the workplace. Rhode Island prohibits an

employer from refusing to employ a person who uses marijuana for medi-cal purposes.

If Acme is located in a state that doesn’t authorize the medical use of marijuana or prohibit an employer from discriminating against a mari-juana user for medical purposes, Acme acted well within its rights in termi-nating Al for failing the drug test. If, on the other hand, Acme is located in Arizona, it might have violated that state’s law by not accommodating Al’s medical use of marijuana.

e gray area exists in a state that permits the medical use of marijuana but has no law speci cally addressing whether an employer can refuse to hire a disabled applicant who uses mari-juana for medical reasons. But given the federal ban on marijuana use for any purpose, an employer in that kind of state likely would be within its rights in terminating an employee such as Al.

Right or wrong? Arguments abound on both sides of the question. While there’s substantial evidence that marijuana alleviates symptoms for some cancer patients, opponents of the drug no doubt envision the likely consequences of a bunch of potheads sta� ng the assembly line.Julie Badel, partner, Epstein Becker & Green, P.C.(312) 499-1418, [email protected]

A PLANT ENGINEER SAYS: is situation could have been avoided if Al would have disclosed the fact that he was taking marijuana on the recom-mendation of a physician and has a valid prescription. is disclosure could have taken place during the interviews that Al had with Acme. If the information is known up front, the situation is avoided, or at least out in the open.

A prescription for medical mari-juana is the “kiss of death” when job hunting because the use of marijuana is illegal in most states. e use of

IN THE TRENCHES

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marijuana for pain relief would seem to have the same e� ect on an individual that recreational use would have. Much like drinking, marijuana can dull one’s senses and cause one to be less responsive. If you can’t operate machinery or drive while using marijuana, why would a company want to take a chance of having someone on their payroll that uses marijuana legally? Acme should not have to be exposed to that kind of liability.

It’s great that the medial use of marijuana helps Al with his pain relief. Acme must protect its employees and stockholders and try to keep the workplace clear of drugs that will hinder performance. Discrimination on the basis of medical condition is justi� able, but might not be legal. Should a company have to hire or keep a person that requires strong drugs to allow one to function? People aren’t allowed to drink or use drugs on the job for a reason. It promotes safety for the whole facility.

To make exceptions could cause safety to su� er and place the patient or others in danger. If Al got hurt on the job, could anyone prove that his use of medical marijuana wasn’t somehow a factor in his injury? Yet Acme would have worker compensation claims and expenses to deal with anyway. Acme should have been told up front.Jeffrey L. Strasser, Bacova Guild(540) 863-2656, [email protected]

AN ACADEMICIAN SAYS:I don’t see much hope for Al in this situation. Even though he’s using marijuana for medical purposes, the company can legally terminate him for using it. � e argument is based on that assumption that the use of this substance could impair the user’s judgment and could cause serious accidents or errors. Companies usually take a hard line on this (if it’s in your blood, you’re out) because companies don’t want to get involved in attempting to decide how much marijuana needs to be taken to impair judgment or which jobs or tasks might be a� ected by the use of this substance. It’s doubtful that the company could sort this out, so the best bet is to hold to the hard line.

Al should have checked with HR before he signed on. If he knew that he had to pass a drug test, then he had a couple of options. One is not to take the job. Another is to go back to his medical people and keep exploring other substances that could give him relief and that are not illegal. It’s possible that the company would be willing to make some accommodation for his disability, and this accom-modation in combination with a reasonably e� ective medication might have allowed Al to have a successful career with Acme.Professor Homer H. Johnson, Ph.D., Loyola University Chicago(312) 915-6682, [email protected]


DISCRIMINATION ON THE BASIS OF MEDICAL CONDITION IS JUSTIFIABLE, BUT MIGHT NOT BE LEGAL.

Clean, Dry Compressed Air Startswith The Extractor/Dryer ®

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• Point of Use Compressed Air Filter toImprove and Extend Equipment Life

• Removes Moisture andContaminates to a 5-Micron Rating;Lower Micron Ratings are Available

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Document1.qxd 1/5/2006 7:44 AM Page 2

It’s a fact…an estimated 50% of your compressed air is lost through leaky, wasteful or inefficient systems. Xcel Energy

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PRODUCT FOCUS

GEARHEAD-MOTOR COMBO� e WX gearhead is paired with a

three-wire-reversible 34R frame AC induction motor. � e interior of the high-torque gearhead features AGMA 9 steel helical gears and a synthetic lubricant, allowing the unit to provide 50% more torque than previous models. Gear ratios range from 4:1 to

312:1. � e three-wire con� guration simpli-� es connection and makes reversing the direction simple. � e winding can operate at 50 Hz with a di� erent value run capaci-tor. Custom con� gurations are available.Bodine Electric(773) 478-3515 / www.bodine-electric.com

LIFT TRUCK HANDLES 4,000 LB� e ESC030-040AC se-ries of electric stand-up li� trucks are three-wheel units featuring precision control for working on an incline. � e dual-steer tires provide precise control. Dual independent AC drive motors and drive

controllers provide optimum maneuverability. � e dash cov-ers include a cup holder, clip holder, and two storage areas. Service technicians can use the multifunction control handle to perform diagnostics and set up the truck’s acceleration rate, top travel speed, and hydraulic function speeds.Yale Materials Handlingwww.yale.com

FABRIC AIR DISPERSIONChemSox duct air dispersion system is designed for chemically harsh environments. � e recyclable, inert HDPE fabric is designed to outlast polyester-based fabric duct and acces-sories, which are subject to brittleness. It’s available as semi-translucent fabric that use zippers to join sections to-gether. Sections are available up to 50 � long and in diameters from 6 to 56 in. � e system is designed to deliver air throws to 75 � , and a uniform linear array of ori� ces o� ers a more even air distribution. DuctSox(866) 382-8769 / www.ductsox.com

SEMI-AUTOMATIC MIG GUNSTGX semi-automatic MIG guns are engineered for light fabrication and repairs. � ey feature black polymer armored-style gooseneck, grey gun handles, black triggers, and a rear handle. Available in 10-, 12-, and 15-� lengths, they are designed to keep consumables running cooler and lasting longer.Tregaskiss(519) 737-3000 / www.tregaskiss.com

ON-THE-SPOT DIAGNOSIS � e Fluke 810 Vibration Tester is designed to enable main-tenance teams to collect data, diagnose, and solve mechani-cal problems quickly. � e handheld unit is programmed

to diagnose common mechanical problems of unbalance, looseness, misalignment, and bear-ing failures in mechani-cal equipment. It uses a

process to report machine faults the � rst time mea-

surements are taken, without prior measurement history. It is designed to identify faults by comparing data to a set of rules developed over years of � eld experience and includes so� ware compatible with Windows XP and Vista.Fluke(800) 760-4523 / www.fl uke.com/vibration

TWO-WIRE TECHNOLOGYIntrinsically safe drainable Micro Motion F-Series sensors use two-wire technology and handle line sizes from ⁄ in. (DN2) to 6 in. (DN150), with ¥ ow ranges of 0.075 lb/min to 20,000 lb/min. � ey have no constraints on temperature or viscosity for use with long wiring runs and hazardous areas. An optional stainless steel housing is available. � ey deliver multivariable and diagnostic information via HART or IEC-approved WirelessHART communications. Emerson Process Managementwww.emersonprocess.com

PS1011_52_53_Products.indd 52 10/28/10 8:58 PM


WIRELESS HUMIDITY /TEMPERATURE SENSORS Series WHP wireless humidity/temperature sensors use a 418-MHz transmitter good for 100 � without a repeat-er. � e unit can output voltage, current, or resistance values. Powered by two AA batteries, it transmits approximately one reading every 10 sec for an estimated � ve to eight years. � e sensors have standard sintered � lters to protect against particulates. Set point adjustment or manual override buttons are available on wall-mount sensors. Dwyer Instruments(800) 872-9141 / www.dwyer-inst.com

MOTORS FOR SEVERE CONDITIONSReliance Super-E Duty Master motors are avail-able in TEFC and WPII foot-mounted con� gura-tions for 2,300/4,000 V, 60 Hz. Stock motors are available in 3,600, 1,800, and 1,200 rpm and from 200 hp through 1,500 hp, three phase, in NEMA 449T through 05812 frame sizes. � ey feature VPI construction, die-cast aluminum rotors, cast-iron construction, NEMA Premium E� ciency, and three-year warranties. Other features include winding RTDs, space heaters, 1.15 SF, cast-iron conduit boxes. Baldor (479) 646-4711 / www.baldor.com

Chromalox heat trace system inspection service ensures proper

equipment operation before cold weather strikes. This added degree

of security provides confidence that your property and equipment

will be protected when you need it most.

Call Chromalox today! 800.443.2640 or visit www.chromalox.com

Our expert service technicians will:• Inspect all insulation, weatherproofing, junction boxes, connection

boxes and sensor connections

• Verify all circuits have been grounded and are properly connected

• Verify proper circuit breakers are in place (always use 30mA trip GFI type breakers) and circuit lengths are within manufacturers’ specified limits

• Verify all proper safety warnings are in place

• Verify all end seal, splice/tee locations are marked on lagging

• Provide a full diagnostic report with recommendations for improvements

READY FOR COLD WEATHER?

PS1011_Chromalox.pdf 1 10/27/10 4:20 PM

PS1011_52_53_Products.indd 53 10/28/10 8:59 PM


MRO MARKETplAcE

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puMps FOR inDusTRy Gorman-Rupp’s products include self–prim-

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liFT TRucKThe Hyster H50FT Fortis® lift

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cOxREEls cATAlOgCoxreels full-color catalog showcases the

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EnERgy EFFiciEncyThe EES multiplies energy savings of the

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Annual energy savings for a 100 hp EES

compressor may reach $10,993. Payback in

as little as 7 months. Call (800) SULLAIR.

sullair corporation

MiT400 sERiEs 1-Kv insulATiOnAnD cOnTinuiTy TEsTERsThe Megger MIT400 Series meet the most

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or 50V to 1000V. The top-of-the-range models

can store and download data. The instruments

are sealed to IP54, lessening the chance of

water ingress. Contact us at (866) 254-0962.

Megger

PS1011_54_55_AdLits.indd 54 10/29/10 10:48 AM


mro marketplace

NeW WIreleSS commUNIcatIoNS BrocHUreNew brochure showcases our top-selling

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data over the Internet. Wireless solutions

include temperature, pressure, pH,

humidity, flow, and process applications

for test and measurement, automation

and industrial manufacturing.

www.omega.com/literature/wireless26/

Omega

color DISplaY VIBratIoN aNalYZer/BalaNcerThe new VIBXPERT II advanced analyzer combines the advantages of a rapid pro-cessor with a brilliant energy-efficient full color VGA display. Enhanced with an Fmax of 51KHz and up to 102,400 lines of resolution, all machinery vibration and balancing problems can be captured and easily analyzed with VIBXPERT. Call (305) 591-8935 or visit www.ludeca.com/vibxpert.

ludeca Inc.

1/4 toN oF reFrIGeratIoNEXAIR Vortex Tubes produce up to 10,200 Btu/hr. with no moving parts. Stainless Steel Vortex Tubes convert an ordinary supply of compressed air into two streams; one hot and one cold. Temperatures are adjustable from -50° to +250°F. Applications include cooling hot melts, cutting tools, welding horns, electronic controls, soldered parts and gas samples. Call 800-903-9247 or visit www.exair.com/85/130.htm.

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electrIc HeaterS, coNtrolS, aND SeNSorSTempco’s 864-page 35th Anniversary

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tempco electric Heater corp.

StaINleSS Steel pIcklING GelEasy to use and store, Wonder Gel

safely cleans the toughest slag, weld

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resist new corrosion and leaves a silvery finish. Call (877) 899-5315

or visit www.derustit.com.

Bradford Derustit Corp.

eXpreSS YoUr HaNDHelD Dmm StYleAgilent’s Award Winning U1240 and

U1250 series HH DMMs now come

with FREE limited edition skins.

Each DMM comes with 4 individu-

ally themed skins – American Pride,

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DUraBle aND aDaptaBle INDUStrIal FaNThe 8 to 24-ft. diameter

Powerfoil®X by Big Ass Fans® is

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AfterBefore

cUStom reprINtS StreNGtHeN BraND ValUeCustom reprint products of articles and

features from Plant Services create power-

ful marketing tools that serve as instantly

credible endorsements. Reprints are a simple

way to put information directly into the

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Foster Printing Service

PS1011_54_55_AdLits.indd 55 10/29/10 11:12 AM

56 november 2010 www.PLAnTServICeS.Com

Advertiser index

Allied Electronics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

APC/Schneider Electric . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Atlas Copco Compressors Inc . . . . . . . . . . . . . . . . . . . . . . . . 4

AutomationDirect .com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Baldor Electric Co . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

Cameron Compression . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Chesapeake Energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Chromalox . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

Flir Commercial Systems . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Fluke Corp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6,20,33

Goulds Pumps / ITT Industries . . . . . . . . . . . . . . . . . . . . . . 22

Hyster Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

IFS North America Inc . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Ingersoll Rand . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Inpro/Seal Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

Ipex, Inc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Kaeser Compressors, Inc . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

La-Man Corp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Ledtronics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

MacroAir Technologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

Martin Sprocket & Gear Inc . . . . . . . . . . . . . . . . . . . . . . . . 12

Parker Hannifin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Pentair Technical Products . . . . . . . . . . . . . . . . . . . . . . . . 40

Sprayon Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Sullair Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Swagelok . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Testo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

WD-40 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Xcel Energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Yaskawa Electric . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

CompAny pAGe CompAny pAGe

1. Publication Title: PLANT SERVICES2. PublicationNumber:0199-80133. FilingDate:09/30/104. IssueFrequency:Monthly5. NumberofIssuesPublishedAnnually:126. AnnualSubscriptionPrice:$96.007. CompleteMailingAddressofKnownOfficeofPublication: 555WestPierceRoad,ItascaIL60143 ContactPerson:JeremyClarkTelephone:630-467-13008. CompleteMailingAddressofHeadquarters

orGeneralBusinessOfficeofPublisher: 555WestPierceRoad,ItascaIL601439. FullNameandCompleteMailingAddress

ofPublisher,Editor,andManagingEditor:Publisher:MikeBrenner,555WestPierceRoad,ItascaIL60143Editor:PaulStudebaker,555WestPierceRoad,ItascaIL60143ManagingEditor:RussKratowicz,555WestPierceRoad,ItascaIL6014310.Owners

PutmanMedia,Inc.,555WestPierceRoad,Itasca,IL60143JohnM.Cappelletti,555WestPierceRoad,Itasca,IL60143JulieA.Cappelletti-Lange,555WestPierceRoad,Itasca,IL60143JennyG.Cappelletti,555WestPierceRoad,Itasca,IL60143NicholasG.Cappelletti,555WestPierceRoad,Itasca,IL60143MelodyL.Cappelletti,555WestPierceRoad,Itasca,IL60143

11.KnownBondholders,Mortagees,andOtherSecurityHold-ersOwningorHolding1PercentorMoreofTotalAmountofBonds,Mortgagees,orOtherSecurities:None

12. TaxStatus:Thepurpose,function,andnonprofitstatusofthisorganizationandtheexemptstatusforfederalincometaxpurposes:

•HasNotChangedDuringPreceding12Months13. PublicationTitle:PlantServices14. IssueDateforCirculationDataBelow:September2010

a.TotalNumberofCopies(Netpressrun) 65,594 66,467b.LegitimatePaidand/orRequestedDistribution(ByMailandOutsidetheMail) (1)OutsideCountyPaid/RequestedMailSubscriptionsStatedonPSForm3541.

(Includedirectwrittenrequestfromrecipient,telemarketingandInternetrequestsfromrecipient,paidsubscriptionsincludingnominalratesubscriptions,employerrequests,advertiser’sproofandexchangecopies). 63,890 64,457

(2)In-CountyPaid/RequestedMailSubscriptionsStatedonPSForm3541.(Includedirectwrittenrequestfromrecipient,telemarketingandInternetrequestsfromrecipient,paidsubscriptionsincludingnominalratesubscriptions,employerrequests,advertiser’sproofandexchangecopies).

(3)SalesThroughDealersandCarriers,StreetVendors,CounterSales,andOtherPaidorRequestedDistributionOutsideUSPS 86 104

(4)RequestedCopiesDistributedbyOtherMailClassesthroughtheUSPS c.TotalPaidand/orRequestedCirculation[Sumof15b.(1),(2),(3),and(4)] 63,976 64,561d.Non-requestedDistribution(ByMailandOutsidetheMail) (1)Outside-CountyNon-requestedCopiesStatedonForm3541(includeSamplecopies,

RequestsOver3yearsold,RequestsinducedbyaPremium,BulkSalesandRequestsincludingAssociationRequests,NamesobtainedfromBusinessDirectories,Lists,andothersources) 825 822

(2)In-CountyNon-requestedCopiesStatedonForm3541(includeSamplecopies,RequestsOver3yearsold,RequestsinducedbyaPremium,BulkSalesandRequestsincludingAssociationRequests,NamesobtainedfromBusinessDirectories,Lists,andothersources

(3)Non-requestedCopiesdistributedThroughtheUSPSbyOtherclassesofMail(e.g.First-ClassMail,Non-requestorCopiesmailedinexcessof10%LimitmailedatStandardMailorPackageServicesRates)

(4)RequestedCopiesDistributedOutsidetheMail(IncludePickupstands,Tradeshows,ShowroomsandOtherSources) 94 400

e.TotalNon-requestedDistribution(Sumof15d(1),(2),and(3)) 919 1,222f.TotalDistribution(Sumof15c.ande.) 64,895 65,783g.CopiesNotDistributed 699 684

h.Total(Sumof15fandg) 65,594 66,467i.PercentPaidand/orRequestedCirculation(15cdividedbyftimes100) 98.58% 98.14%

AverageNo.CopiesEachIssueDuring

Preceding12Months

No.CopiesofSingleIssuePublishedNearest

toFilingData

16.PublicationofStatementofOwnershipforaRequesterPublicationisrequiredandwillbeprintedintheNovember2010issueofthispublication.

17.SignatureandTitleofEditor,Publisher,BusinessManager,orOwner:JeremyL.Clark,VPofCirculationDate:09/30/10Icertifythatallinformationfurnishedonthisformistrueandcomplete.Iunderstandthatanyonewhofurnishesfalseormisleadinginformationonthisformorwhoomitsmaterialorinformationrequestedontheformmaybesubjecttocriminalsanctions(includingfinesandimprisonment)and/orcivilsanctions(includingcivilpenalties).

United States Postal Service Statement of Ownership, Management, and Circulation (Requester Publications Only)

15.ExtentandNatureofCirculation

Advertiser index

PS1011_56_57_Class.indd 56 11/1/10 11:47 AM


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PS1011_56_57_Class.indd 57 11/1/10 11:48 AM


The CosTs of Poor energy ManageMenTInvest in energy improvements during good times to avoid the bad times

energy management in the United States is again in danger of being neglected. A few months of relatively stable prices calmed fears of runaway energy prices. Oil prices are still relatively high when viewed historically, but well below recent peaks. Natural gas, on the other hand, is approaching historic lows following the dramatic run-ups after Hurricane Katrina. With the probability of significant new domestic gas sources coming online in the coming years, there’s a sense that prices will stay low forever. Coal is down from its 2008 high, with a relatively benign short-term pricing outlook..

In periods of economic stress, it’s easy to be lulled into put-ting energy management on the back burner. Low prices being caused by relatively soft demand might get overlooked. The temptation to reduce energy focus can prove to be a false econ-omy as it ignores many of the real costs. Most North American companies manage energy with a degree of urgency only when prices are high. This risks being on the wrong side of the real costs of energy and is worthy of a little more examination.

The first area is the cost and availability of equipment and expertise. Because most companies react to high prices at the same time, the best experts are overstretched and costly, and critical equipment might be both premium priced and have long lead times. Ironically, global demand on a more consistent basis from abroad in support of aggressive long-term clean and renewable energy policies exacerbates this. The conclusion is obvious — maintain a steady stream of energy productivity investment and process improvements while keeping an eye on the long-term quality of the busi-ness and not the day-to-day fluctuations of energy pricing.

If energy prices move higher, the companies with consistent energy management have an immediate competitive advan-tage. They’re also able to focus on their core business instead of scrambling to deal with the “emergency” of high energy prices.

The next area is reliability. The North American electrical grid is experiencing many more incidents of outages and qual-ity problems not caused by weather events. At a minimum, a company should be thoroughly aware and up-to-date on the

supply reliability risks and how these might affect the business. A single event that causes a shutdown for even a few hours might have major financial and customer satisfaction conse-quences. In my experience, these costs often far exceed the investments needed to prevent or mitigate them.

An energy plan that fails to address energy reliability is incomplete and under-resourced. The energy manager ‘s key role is to understand risks beyond the direct costs of energy and to implement solutions that ensure business continuity and value. Increasingly, this involves higher levels of effi-ciency and more on-site clean and renewable energy genera-tion than has been traditional. From time to time, teaming with neighboring energy users can reinforce reliability strategies. These combinations not only produce powerful reliability solutions, they usually also manage day-to-day costs relatively effectively.

The combination of business continuity and cash flow ad-vantages when energy prices are rising usually is more than enough reason to invest in energy management. The third cost of poor energy management is environmental. This is an area where the uncertainty of future energy-related costs is the underlying concern. These uncertainties arise predominantly from the future effects of greenhouse regula-tion, costs that could be anywhere between negligible and potentially threatening to the business. The easiest way to reduce these risks is to invest in high levels of efficiency and clean and renewable energy. These are the same strategies needed to manage price volatility and supply reliability.

Before leaving the uncertain costs of climate change, it’s important not to overlook possible costs on the business. Uni-versities here are scrambling to reduce their carbon footprints under pressure from well-organized initiatives that potential students take seriously. Suppliers to major companies like Walmart and Tesco are making sure their energy use and the resulting greenhouse gases embedded in their products meet increasingly stringent expectations. As regulations on climate change tighten around the world, major global customers are challenging their suppliers’ climate plans, which in most cases are intimately linked to their energy plans. Again, a preemptive approach, working with customers, will have a substantially lower cost than reacting when the business is under the gun.

Peter garforth is principal of garforth International LLC, in Toledo, ohio. he can be reached at [email protected].

energy exPerTpeter garforth

an energy PLan ThaT faILs To address energy reLIabILITy Is InCoMPLeTe and under-resourCed.

PS1011_58_Energy.indd 58 10/28/10 9:02 PM

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Documents

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