FEB 2011 Uptime

WWW.PLANTSERVICES.
COM
HEAD
Strategic considerations and tactical moves inuence whether to outsource MRO
Direct Drive Cuts Maintenance in Half / p.15 Kimberly-Clark Wins Plant of the Month / p.19 Asset Management Software Explodes / p.27 How Do You Dene Seal Failure? / p.36
FEBRUARY 2011
General purpose AC motors

IRONHORSE motors are available in rolled steel (1/3 to 2 hp) and cast iron (1 to 300 hp) 1800 RPM models. Selected 1200 and 3600 RPM units for the most popular horsepower ratings start at just $70.
T-frame cast iron three-phase, 208-230/460V up to 300 hp, TEFC enclosure 56C frame rolled steel single-phase, 115/208-230V, from 0.33 to 1.5 hp, TEFC enclosure 56C frame rolled steel three-phase, 208-230/460V, from 0.33 to 2 hp, TEFC enclosure TC frame (C-face) cast iron three-phase, 208-230/460V, up to 100 hp, TEFC enclosure
Inverter-duty AC motors
MARATHON ELECTRIC inverter-duty motors have been carefully selected to be performance-matched with our DURApulse and GS series AC drives.
1/4 to 100 hp Dual 230/460V and 575 VAC models 1200 and 1800 RPM base speeds Factory-mounted encoders on select models NEMA Premium Efficiency XRI series from 1 to 10 hp compliant with Energy Independence and Security Act of 2007
Heavy-duty DC motors
IRONHORSE PMDC motors are available in TENV and TEFC enclosure styles. Space-saving designs feature a NEMA 56C flange and removable mounting base.
Rolled steel frame/cast aluminum end bells 0.33 to 2 hp, 1800 RPM Electrically reversible Compatible with SCR (thyristor) DC drives Large brushes for longer brush life, with easy access for replacement 90VDC and 180VDC models available
CHECK OUT OUR PRICES ON MOTORS

AutomationDirect
IronHorse
Baldor
Dayton
Emerson
AC, 208-230/460V, 3-phase, TEFC, 1800 rpm, 1 hp AC, 208-230/460V, 3-phase, TEFC, 1800 rpm, 20 hp PMDC, 56C, 2 hp, 180V
$112.00
MTR-001-3BD18
$400.00
CM3546
$274.00
4THX2
$262.56
U1E2D
$514.00 MTR-020-3BD18 $335.00

MTPM-002-1M18
$1,939.00 M2334T $2,242.00 CDP3585
$1381.00 2YB84 $1,248.00

4Z380 (not 56C)
$1,350.78 U20E2D $2,301.00 G644 (1.5 hp, not 56C)
Also Available
All prices are U.S. published prices. AutomationDirect prices are from October 2010 Price List. Baldor prices taken from www.baldor.com 10/1/10. Dayton prices taken from www.grainger.com 10/1/10. Emerson prices taken from www.usmotors.com 10/1/10 or www.mscdirect.com 10/1/10. Prices and specifications may vary by dealer and configuration. Prices subject to change without notice.
www.automationdirect.com/motors
www.automationdirect.com
56C Gearboxes Motor Bases
(56 - 449T)
Go online or call to get complete information, request your free catalog, or place an order.
1-800-633-0405
Super Ion Air Knife

Produces a laminar sheet of airflow that floods an area or surface with static eliminating ions.
Super Ion Air Wipe

The uniform ionized airstream neutralizes and cleans continuously moving surfaces.
Prevent Shocks, Jamming, Tearing and Static Cling!

When the humidity is low, static electricity problems will happen.
Materials tear, jam or curl Webs and films cling to themselves Electronic sensors fail, making false readings Hazardous sparks or shocks Product clings to itself, rollers, machine beds Dust attraction ruins surface finishes
Ion Air Gun

Eliminates static and dust from parts prior to assembly, packaging, painting or finishing.
EXAIR manufactures a complete line of static eliminators to remedy common static problems. Many use our engineered airflow products to minimize air use and noise while delivering maximum results by moving more static eliminating ions to the product surface.
Ion Air Cannon

Ideal for hard to reach spaces or confined areas that require a concentrated ionized flow.
Watch Our Brief Video!

How To Get Rid of Static & Dust!
Ion Air Jet
Delivers a concentrated blast of ionized air prior to shrink wrapping, packaging and printing.
www.exair.com/85/47085.htm
If you would like to discuss an application or request a catalog, contact:
Ionizing Bar
Eliminates static cling, dust attraction and jamming on paper, plastics and film.
Manufacturing Intelligent Compressed Air Products Since 1983

11510 Goldcoast Drive Cincinnati, Ohio 45249-1621 (800) 903-9247 fax: (513) 671-3363 E-mail: techelp@exair.com www.exair.com
@exair
www.exair.com/85/470.htm
VX-450 Series
Portable Radios
CHANGE is GOOD.
You cant afford risks on the job. Choose to change to the new VX-450 Series radios for the right combination of performance, safety and value for jobsite communications.
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VX-451
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VX-454
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Vertex Standard Co., Ltd. 2010
table of contents
FEBRUARy 2011 / VOl. 32, NO. 2
features
28 / COVER STORY
Head Games
Strategic considerations and tactical moves influence whether to outsource MRO
36 / SEalS
Failure by any Other Name

Calculating MTBF for seals depends on your definition
41 / PREdiCTiVE MaiNTENaNCE ROuNduP
Proactive impact
Predictive maintenance requires strong commitment and the right tools
acme employees injury claim leads to tricky circumstances

www.plantservices.com/articles/2011/01inthetrenches.html in this edition of in the trenches, acme fires an employee for not following injury-claim procedures.
specialists
9 / CRiSiS CORNER 23 / aSSET MaNaGER
learn From Foreign School Systems

Schools in Finland can teach something to U.S. schools
11 / MR. SuSTaiNabiliTY
level Playing Field

IFRS could change how asset life cycle costs are tracked globally
27 / TECHNOlOGY TOOlbOx
Register now for the 2011 PlantServices Performance Optimization Webinar Series
http://webcast.streamlogics.com/audience/index asp?eventid=40540712 Join plant services editors and industry experts as we engage in lively discussions about hot topics challenging todays manufacturing plant.
Sustenance
Industry takes the lead on saving the world for future generations
21 / HuMaN CaPiTal
Software Sophistication
CMMS and EAM expand their offerings
50 / ENERGY ExPERT
The art of delegation

Build your staffs confidence in themselves and in you
use a structured approach to select the appropriate level of effort for your root cause analyses
www.plantservices.com/articles/2010/12roadtoreliability.html to be or not to be: How to map business processes properly.
Energy investment decisions

Why do we decide against our best interests?
a blueprint for the real-time enterprise

www.plantservices.com/whitepapers/2011/001.html industrial companies that do not move to real-time business operations will be at a severe disadvantage in the marketplace.
columns and departments

7 / FROM THE EdiTOR
Where the action is

PlantServices.com brings excitement to the Internet
13 / WHaT WORKS
17 / YOuR SPaCE
Spare No Expense
Spare-part inventory costs can make machines more expensive
19 / PlaNT OF THE MONTH
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. Subscription to Canada and other international are accepted at $200 (Airmail only) 2011 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 Points to Compressors

Monitoring system collects energy consumption data
PdM improves Reliability, Efficiency

Kimberly-Clark plant weaves predictive maintenance into its very fabric
46 / PROduCT FOCuS 47 / ClaSSiFiEdS / MRO MaRKETPlaCE
The Height of Efficiency

Municipal trash incinerator saves on installation and ownership costs
www.PLANTSERVICES.Com FEbRuARy 2011 5
Imagine how your productivity could soar
Hi, my name is Bob, Senior Marketing Support Specialist at Atlas Copco Compressors. Talk about sustainability... for the last 38 years, I've been part of the team taking care of our valued customers in the United States. At Atlas Copco, our culture is built around the customers needs and minimizing our impact on the environment. Sound too good to be true? Let us prove it. Weve been named one of the top 100 most sustainable companies in the world for the past five consecutive years while continuing to invest in growing our local support and service for the U.S. market. For instance, just this past year, weve built a new 131,000 sq. ft. distribution center in Charlotte, NC increasing our spare parts stock by 80%, all to better serve our customers. Oh, and did I forget to mention our products? Whether you need air compressors, low pressure blowers, filters, compressed air piping, or nitrogen generators, we have the perfect product for you. Just log on to www.atlascopco.us/bobusa or call 866-688-9611 to learn more about us, our products, and how we have earned and will continue to earn our reputation.
PUTMAN MEDIA, INC. 555 W. Pierce Rd., Suite 301, Itasca, IL 60143 (630) 467-1300 Fax: (630) 467-1120 MIKE BRENNER Group Publisher mbrenner@putman.net
FROM THE EDITOR

MIKE BACIDORE, EDITOR IN CHIEF
EDITORIAL STAFF
PAUL STUDEBAKER, CMRP Editorial Director pstudebaker@putman.net MIKE BACIDORE Editor in Chief mbacidore@putman.net RUSSELL L. KRATOWICZ, P.E. CMRP Executive Editor russk@putman.net ALEXIS GAJEWSKI Associate Editor, Digital Media agajewski@putman.net STEPHEN C. HERNER V.P., Creative Services sherner@putman.net JENNIFER DAKAS Art Director jdakas@putman.net DAVID BERGER, P.ENG. Contributing Editor PETER GARFORTH Contributing Editor SHEILA KENNEDY Contributing Editor JOEL LEONARD Contributing Editor BOB SPERBER Editor at Large
WHERE THE ACTION IS

PlantServices.com brings excitement to the Internet
Venice Beach.
e Las Vegas Strip. Broadway. Yeah, you know what Im talking about. ings are happening. Moving. Shaking. Stirring. Action and interaction are everywhere. Well, our little piece of the virtual world just got exciting, too. PlantServices.com doesnt have a boardwalk, basketball courts, or weight li ing area. ere are no casinos or showgirls. No rst-run plays either. But for a plant maintenance manager, theres not a more interactive or useful place on the Internet. In the Trenches, which has been one of our most popular monthly features in the print magazine, is now online and interactive, so you no longer need to be frustrated when you want to chime in with your own opinion. You can do it right there. Just register for your user ID, and youre ready to tell Acme how it should be treating its employees. Read the most recent situational drama at www.plantservices.com/inthetrenches. Also, our Best Practices Awards are new and improved. You need to enter. You want to win. Our categories in 2011 include safety; management, sta ng, and training; sustainability; and energy. It only takes a few minutes to enter. Nominate your plant or another plant at www.plantservices.com/bestpractices. If youre using best practices and steadily climbing the predictive maintenance curve, then perhaps youre a potential Plant of the Month. Our inaugural winner is Kimberly-Clarks nonwovens plant in LaGrange, Georgia. Each months winner also will earn consideration for our Plant of the Year Award. Enter online or contact me directly for the entry form. If youre into that sort of thing contacting me directly you have a variety of ways to do that. e telephone is always an easy way to reach out and touch someone. Im usually sitting in sessions or walking exhibit hall oors at most of the major conferences. Emailing me always is a good strategy, too. But now you can talk back at me in your own time, too. My new blog, Plant Ambassador (www.plantservices.com/ plantambassador) is your opportunity to
THERES NOT A MORE INTERACTIVE OR USEFUL PLACE ON THE INTERNET.

read my opinion on a variety of topics, add your own opinions, or just holler back about anything you like. Ill give you a piece of my mind, if youll give me a piece of yours. Finally, our newest addition to PlantServices.com is Mechanical Meld, where youll nd new maintenance gadgets that were developed by combining two or more existing tools. Our rst meld is the Ultimate Maintenance Vehicle. A heavyduty hitch, wireless laptop setup featuring a Panasonic Toughbook, retractable safety barriers, retractable power supply cords, ultra-bright headlights, heavyduty mounted vise, chrome deck, removable ladder holder, and customer toolbox are just a few of the included features. Tell us what its missing in our interactive comment boxes. eres action and interaction awaiting you at PlantServices.com.
PUBLICATION SERVICES
CARMELA KAPPEL Assistant to the Publisher ckappel@putman.net JERRY CLARK V.P., Circulation jclark@putman.net JACK JONES Circulation Director jjones@putman.net RITA FITZGERALD Production Manager rtzgerald@putman.net JILL KALETHA Reprints Marketing Manager Foster Reprints (866) 879-9144 ext.168 jillk@fosterprinting.com
ADMINISTRATIVE STAFF
JOHN M. CAPPELLETTI President/CEO JULIE CAPPELLETTI-LANGE Vice President KEITH LARSON V.P., Content ROSE SOUTHARD IT Director
Mike Bacidore, Editor in Chief mbacidore@putman.net, (630) 467-1300 x444

WWW.PLANTSERVICES.COM FEBRUARY 2011 7
Any motor. Any voltage. Any application.
Now test up to 10 kV with the Fluke 1555/1550C insulation resistance testers

From motors and generators, to cables and switchgear, Fluke now takes you all the way to 10 kV. With automatic data storage and PC interface, the new Fluke 1555 (10 kV) and redesigned Fluke 1550C (5 kV) fit right into your preventative maintenance program. CAT III 1000 V, CAT IV 600 V safety rated Voltage breakdown detection alerts you when voltage is present for increased user safety Best in class, 3-year warranty For details visit www.fluke.com/insulation
Fluke. Keeping your world up and running.

2010 Fluke Corporation. Specifications are subject to change without notice. Ad 3782055B
criSiS corner
Joel leonard
Learn from foreign SchooL SyStemS

Schools in finland can teach something to U.S. schools
if were going to have a secure, sustainable, and prosOctober. Since itll be in my backyard, contact me if youd like to get together and see some of the interesting sites here in North Carolina. Also, I might be able to get you one of the Joelburgers that Fincastles Diner named after me, but only if you promise to do some extra exercise. I also have some big news to share. During the holidays, our visitors jabbered about their latest activities. One guest mentioned how much they enjoyed listening to NPRs Car
perous tomorrow, we have to change our social views of maintenance and reliability. Just convincing those in power now doesnt ensure a strong tomorrow. We have to fix the perception of maintenance not only in the boardroom and the boiler room, but in the classroom and the family room. It still amazes me how families are blindly going hundreds of thousands of dollars in debt to get their children college degrees. Yet companies dont need degrees; they need experience and technical skills and are hiring and paying well for that talent. As Baby Boomers exit the workforce, those needs will only increase. Our education system appears to be crazy. On average, only 66% of ninth graders finish high school. The U.S. test scores continue to plummet in comparison to global educational systems. Meanwhile, Finland dominates test scores and has very fit students entering the workforce. Believe it or not, 10 minutes of every school hour is dedicated to calisthenics. Can you imagine how many lawsuits would be filed if we tried that in the United States? While the Fins are busting test records and getting fit, here in the United States we used to live in the land of milk and honey. Now, we are the land of the obese and diabetic. As A. Whitney Brown, an Emmy Award-winning writer and comedian, said, Im as frustrated with society as a pyromaniac in a petrified forest. Thats why Ive decided to go to Hel Helsinki, that is in late March to fight the Maintenance Crisis. After keynoting the MaintWorld Congress, I hope to learn more about the Finnish education system and more about the European processes to install reliability and economic growth systems. I believe we need to become more Finnish, or we will be finished as world leaders. It also amazes me that companies have disbanded apprenticeship programs to save money and now cant locate qualified talent to replace the retiring workforce. If you cant join me in Hel, I hope you can attend the National Facilities Management and Technology Conference in Baltimore, March 15-17. My presentation is on March 15, but Ill be on hand throughout the event and would love to meet more industry professionals to brainstorm our way to better performance. I also hope you put on your calendar the Society for Maintenance and Reliability Professionals (www.smrp. org) annual conference in Greensboro, North Carolina, in
it StiLL amazeS me how famiLieS are bLindLy going hUndredS of thoUSandS of doLLarS in debt to get their chiLdren coLLege degreeS.
Talk. Then a flash went into my noggin there needs to be a Job Talk show. So, immediately after the holidays, I arranged a meeting with the NPR station WFDD general manager and pitched my idea. She loved it and said, Car Talk is very popular and driving is important, but food on the table is more important, and, with the economic changes, a weekly show will help our listeners cope. In July, we will be launching Joels Job Talk, and links will be on SkillTV.net. Im in the process of mapping out the first six months of content, and Ill be developing three sevenminute segments, three two-minute segments, and three one-minute commercials for the 30-minute weekly show. Were going to have a regular job-climate report, kind of a job weather report telling which jobs are hot and cold. Ill be featuring difference makers, individuals, and organizations that are implementing interventions to accelerate economic growth. Then, well be including provocative moments so our listeners consider other options and not just the status quo. For example, well be discussing the benefits of nepotism in a future episode. If your company is located in a rural environment, a nepotism-ban policy might inhibit performance by forbidding family members to work together. I also hope you continue to tune into SkillTV.net regularly and sign up for our newsletter as we are continuing to explore solutions to fight the Maintenance Crisis. And I hope you also join the fight. Fix it forward.
contact Joel Leonard at joel@skilltv.net.
MR. SuStaInabIlIty
paul studebaker, cmrp
SuStenance
Industry takes the lead on saving the world for future generations
From the clean Air Act to energy efficiency requirements and OSHA penalties, the traditional impetus for industry to be more sustainable has been legislation: the powers of laws, courts, and fines compel compliance. But no more. Business isnt waiting for politicians, observes Chris Farrell, economics editor of American Public Medias program, Marketplace Money. A confluence of social, economic, and environmental trends has contributed to the rise of sustainability as the key organizational performance metric of today and for the future. The forces behind the trends are customers, shareholders, neighbors, and employees. Just this morning, my inbox included a report that a coalition of 36 environmental groups had accused Apple of ignoring unhealthy conditions at the Chinese factories of its suppliers. Apple spokeswoman Carolyn Wu promptly issued a statement asserting, Apple is committed to ensuring the highest standards of social responsibility throughout our supply base. The company requires all suppliers to sign up to Apples code of conduct, compliance is monitored through factory audits, and measures are taken to correct violations. A second inbox item said five investment groups have filed shareholder resolutions urging nine major oil and gas companies to disclose risks of their U.S. natural gas fracturing, or fracking, operations. The proposals ask companies to disclose their policies for reducing environmental and financial risks from the use of chemicals, water impacts, and other environmental issues associated with fracking. ExxonMobil has already responded with its plans to comply. Every day I hear about sustainability projects that improve safety, raise efficiency, and reduce costs. Today, along with balance-sheet benefits, sustainability is being perceived as a marketing advantage and a workplace benefit: Customers and employees prefer to purchase sustainable products and work in companies where sustainability is a priority. Its clear that, the world over, industry is embracing sustainability. The environment should be protected, quality of life is important, and green of both the Kermit and currency varieties is good. Sustainability has many aspects, but its essential implications for the triple bottom line of economic growth, environmental stewardship, and social progress can be summarized as operating a business in ways that meet the needs of the present without compromising the world we leave to the future.
Along with that great responsibility, those of you who are entrusted with a role in your companys sustainability initiative are part of the next great wave of productivity sweeping through industry. Its a huge task, but also a rewarding job thats giving you a healthy appetite for information about industrial sustainability, whats involved in managing it, and, above all, examples of initiatives, strategies, projects, measurements, and results. Now were ready to help you satisfy those needs. Im thrilled to be taking my 25 years of experience in engineering, manu-
ItS a huge taSk, but alSo a RewaRDIng job thatS gIvIng you a healthy aPPetIte FoR InFoRMatIon.
facturing, automation, and industrial asset management, and using it to guide our new resource for sustainable manufacturing: Sustainable Plant (www.sustainableplant.com). Sustainable Plant offers information and examples to support initiatives according to your objective (safe, clean, efficient, profitable, compliant, or closed-loop), your sphere of influence (facilities, design, supply chain, workforce, management, automation, information technology, or environment, health & safety), and your solution category (materials, supplies, equipment, software, services, or infrastructure). Were offering Sustainable Plant Today, a concise daily enewsletter, as well as the opportunity to join our community and partake of as much social media (LinkedIn, Facebook, Twitter) as you care to eat. You can propose and discuss technical and ethical issues in our Green or Greenwash? department, and see if you can outwit fellow visitors with your entry in our Sustainably Silly challenge. Industrial sustainability is a new area of expertise with fresh ideas and discoveries every day, so weve striven to make it easy for you to help guide Sustainable Plant and to share your experiences by commenting and contributing to our smorgasbord of knowledge. We hope youll visit www.sustainableplant.com, register for our e-newsletter, and browse our growing selection of practical information. Bon appetit.
contact editorial Director Paul Studebaker, cMRP, at pstudebaker@putman.net.
YOUR CUSTOMER JUST TRIPLED HIS ORDER. THE SHIPMENT HAS TO GO OUT TWO DAYS EARLIER. YOURE DOWN AN OPERATOR.
On a Hyster lift truck, your operators are empowered and their abilities are enhanced. So when the job ups the ante, no one blinks. Thats because whatever challenges the day brings, we have the trucks tough enough to handle them. Theyre engineered for the impossible and tackle the unthinkable. So go ahead cruel, cruel world, bring it.
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2011 Copyright Hyster Company. Hyster and
are registered trademarks of Hyster Company.
what works
Data Points to ComPressors

monitoring system collects energy consumption data
when thomson purchased RCA from General Electric,
operations continued at RCA facilities, including those in Indianapolis, Indiana. With a central boiler plant providing chilled water, compressed air, heat, and domestic hot water to several buildings, this facility is spread over about 80 acres. To get the needed data, Thomson-RCA installed an AutoPilot Energy Information System, comprising Opto 22 (www.opto22.com) hardware and software and designed by Holmes Energy (www.holmesenergy.com). Using analog and digital interfaces that connect Opto 22 I/O processors to field equipment via multiple I/O modules, the AutoPilot system monitors 108 I/O points. The monitored machinery and equipment include gas and electric meters, as well as chillers, cooling towers, boilers, and water heating equipment. The AutoPilot system also monitors the facilitys compressed air system. This, in turn, enables tracking of the electrical demand, power consumption, with system pressure, and airflow associated with two 500-hp Centac compressors and one 350-hp Worthington compressor. Thomson noticed a significant variation in the compressed air systems efficiency based on the demand for air and which compressors were operating. The difference seemed to occur when the Worthington unit, the smallest compressor, could satisfy demand by itself during the third shift and on weekends when air consumption was much lower. Another somewhat startling discovery was that the system reported the compressed air systems efficiency varied wildly, from a low of 148 cf/kW to a high of 191 cf/kW a 30% difference. Thomson experimented with different compressor combinations and loads. In one such experiment, the first Centac compressor required 380 kW, the second Centac slightly less than 350 kW, and the Worthington less than 250 kW. Based largely on the data the AutoPilot system aggregated, it became clear that running the Worthington alone on weekends offered the greatest opportunity for savings. In addition to the advantage of the Worthington unit over the bigger Centac units during low demand periods, the system revealed that under all conditions the Centac 2 unit was more efficient than what was thought to be an identical Centac 1. Discoveries such as this are made possible through the close examination that real-time monitoring provides, says Bill Holmes of Holmes Energy, designer and integrator of
Meter A KW & RKVA Circuit 1 Circuit 1A Circuit 2 Circuit 3 Circuit 4 Centac 1
Meter B KW & RKVA Circuit 5 Circuit 6 Circuit 7 Circuit 8
Meter C KW & RKVA Circuit 9 Centac 2 Circuit 10 Worthington Circuit 11 Circuit 12 Circuit 13
to reconfigure the operating sequence of its compressed air systems, Thomson-RCA implemented an energy monitoring system.
the system. Before one can even begin to consider how to cut costs, before any control can or should be exercised, and even before energy usage behavior can change, one needs first to observe closely and measure accurately. Thomsons boiler plant personnel used the data to change the operating sequence for the three compressors to maintain the highest overall system efficiency under any operating condition. They modified the controls to allow the Worthington to be the primary unit with the Centac units serving as automatic backups. The data, and some quick math work, had shown conclusively that with good compressor management, a demand reduction of approximately 175 kW could be achieved and the compressed air requirements could still be satisfied. After implementing the new operating procedures to put the Worthington in the lead position, compressed air reports showed that the 175-kW demand reduction resulted in a monthly consumption drop of nearly 64,000 kWh. Air compressor electrical costs were reduced by 20%, leading to an annual cost savings in excess of $35,000.
Backlit for low-light conditions
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what works
the height of efficiency

Municipal trash incinerator saves on installation and ownership costs
when a 2003 fire broke out on a conveyor system at the regional trash authority plant in Portsmouth, Virginia, it ignited a series of events and equipment upgrades that made maintenance easier and more cost-effective. The main conveyor crossing the street caught fire on a Saturday, and burned about two-thirds of the conveyor and the plants communication lines, explains Steven Rawlings, account representative at Motion Industries (www.motionindustries.com), a subcontractor at the site. They had to put an emergency bid procedure in to rebuild that entire conveyor. The conveyor feeds into an incinerator/boiler facility that produces steam for operations at the naval shipyard that is located in Portsmouth. Trash is conveyed to the incinerator/boiler on an inclined belt conveyor about 90 ft above the ground. The plant processes more than 2,000 tons of trash daily, says Rawlings. During the next several years, the plant replaced four conveyor assemblies and has 10 more scheduled during the next three years. Right now we have drives that are outdated, so were going to update everything, explains Tom DeLoatche, maintenance supervisor at the plant, now called Wheelabrator Portsmouth, a Waste Management company (www. wm.com). We had some ideas, and we went to Steve at Motion Industries. The existing drive had a corrugated belt that slipped. We were talking about a few different ideas, and we looked at the alternatives. The gearboxes had been in place since the 1980s. Theyre chain driven, which poses a safety hazard, says DeLoatche. Thats another reason we wanted to change to get rid of the pinchpoints. After the change, the plant wanted to increase steam production. This meant trash flow had to increase. Because of space constraints, the conveyor size couldnt be increased. This left conveyor speed as the only practical solution. The inline conveyor drive included a 60-hp motor, a gear reducer, and a cogged belt connection to the head pulley. Upgrading this arrangement to achieve the speed increase would involve larger drive components, reducer, chain guards, base platform and associated supporting structure, and time for fabrication and installation on the retrofit. Motion Industries consulted Chris Wood at SEW-Eurodrive (www.seweurodrive.com), who recommended a rightangle, hollow-shaft, compact gear reducer mounted directly to the head pulley shaft. We remanufactured the conveyor head pulley, as opposed to the upper inline drive structure,
explains Wood. We were able to mount the motor, highspeed coupling, and gear reducer on a swing base and then slide the whole assembly onto the head pulley shaft. By shaft mounting the reducer onto the head pulley, a torque arm bracket was the only part that had to be fabricated.
the new drive was installed during a scheduled plant Maintenance shutdown and didnt interfere with norMal operations.
Rather than attempting to upsize the existing inline drive arrangement, the direct drive approach Wood suggested proved to be more efficient and saved installation time, which was a big factor in the project. A shaft-mounted drive was a good solution, says Rawlings. The SEW unit was quick and easy to install onto the conveyor head pulley shaft. SEW had a quick ship, easier installation, and was able to deliver more quickly than other companies who submitted bids. The project team coordinated with the plants maintenance organization to make the transition as seamlessly as possible. The new drive was installed during a scheduled maintenance shutdown and didnt interfere with normal operations, says Wood. Direct driving the conveyor boosted efficiency by 15% to 20%, which meant a 100-hp motor was sufficient to do the job. A more efficient drive arrangement allowed us to use the smaller motor. Maintenance issues and costs associated with the chain drive were also eliminated. The new drive has cut the maintenance time by 50% to 60%, says DeLoatche. We do predictive and preventive maintenance monthly, semiannually or annually, depending on the equipment, he explains. We have 13 maintenance technicians, along with me and another supervisor. The implementation has been so successful that the plant is replicating the assembly over the remainder of its metal pan style low speed conveyors. In these applications, well require a little more downtime upfront, explains DeLoatche. Were replacing the whole head assembly, shaft, and bearings. These are a little bit tighter to get to. This is downtime we budgeted for this year and are scheduling for the next year, as long as our gearboxes hold out there.
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your SpaCe
Spare No expeNSe
Spare-part inventory costs can make machines more expensive
By Chuck Dix, envision plastics
anyone who has run a maintenance operation knows the

fine balance between stocking too much inventory and not having enough. We must have enough inventory to keep the plant running and producing. We also must not tie up too much cash in inventory. What is the maintenance department to do? Here are a few ideas that might offer some relief.
riSkS, uSage, aND veNDorS
Life-insurance spares: When the annualized cost of procuring, storing, and maintaining a spare is less than or equal to the annual risk cost of not having the part when its needed, then you stock at least one. Look at the cost, or risk, of not having the part versus the cost of machine downtime. Compare the two at their respective minimums. We call these life-insurance spares. Theres a simple model for this, but it gets complicated. Multiple users of the same part have different annualized risk costs. Youre using actuarial statistics, just like the insurance companies do. These parts arent subject to the usual rule it must turn over every X years or it gets deleted. If you live for two years without dying, do you cancel your life insurance policy? Walmart stocking: Use this if usage is relatively predictable. Its a trade-off between the transactional costs of procuring just one part versus the carrying costs less volume discount. One unit might cost $5, but 12 cost $4 each, and you use one per month. The cost of buying one per month will likely exceed the carrying cost for 11 additional parts. If you have financial guidelines to work within, you can make a least-cost decision. This method is familiar to accountants; you can call it the Walmart stocking model. Vendor inventory: In this method, vendors hold the inventory. There might be paperwork to sign stating that youll purchase X units each year and that youll purchase the inventory should the part become obsolete or pay a small annual fee for this service. The obsolete purchase applies if the part is a special order or the inventory cant be sold back into commerce. Less cash is tied up in spare parts. There are three things you can do to minimize the total cost of spare parts. These are: standardize, standardize, standardize conduct root cause analysis to avoid repeat failures improve your predictive maintenance programs. This method takes time, because years might elapse
between failures. If you know something fails every three years, buy a new one just before its time to cycle the part. Keep minimal spare parts on hand and have the vendor stock additional inventory. I prefer vendors located a short driving distance from the plant. We can send someone for a part or the vendor delivers it. The strategy is to standardize your equipment, even if the initial cost might be greater. For example, assume two types of machines and three
oNCe you purChaSe equipmeNt, youre loCkeD iNto BuyiNg Spare partS for it.
of each (six total) with spare parts for both. Price the additional spare parts for each machine and take the highest. Apply the cost for the spare parts to the purchase of the same machine that has lower spare parts cost. Now you have six machines with one set of spares instead of six machines with two sets of spares. It might not work every time, but it should be looked at. The cost to purchase Machine A is $45,000. You have three (total $135,000). Machine B cost $40,000. You buy three because it costs less ($120,000). You saved $15,000 and feel good, until you look at the spare-parts inventory costs. Spare parts for Machine A are readily available. We need only $1,000 worth for emergency repairs. Theres a vendor that stocks parts only 30 miles from the plant. Total cost is $136,000 (three machines at $45,000, plus $1,000 in spares). Spare parts for Machine B will be delivered six weeks after receipt of order. You learn this after the new machines arrive, so you must buy enough to keep the machines running under every contingency. Cost for the parts is $30,000. Total cost then is $150,000 for the three machines plus the parts. You need to investigate options before purchasing equipment. Remember that vendors compete on the basis of initial equipment price. Once you purchase equipment, youre locked into buying spare parts for it. Even if you dont buy spare parts from the OEM, the cost might still be higher.
Chuck Dix is maintenance manager at envision plastics in reidsville, North Carolina. Contact him at chuck@envisionplastics.com or (336) 342-4749.
plant of the month
pdm improves reliability, efficiency

Kimberly-clark plant weaves predictive maintenance into its very fabric
Kimberly-clarks nonwovens plant in LaGrange,
As part of the manufacturing process that requires managing massive air flow, the plant might have as many as nine pumps that its monitoring, but not all of them run all the time, so the criticality ranking is lower. On the other hand, a large compressor without redundancy takes priority. Several things go into how critical a piece of equipment is cost of replacement, time to replace, can we rent a replacement, and can we run for a short time without it? explains Walls. We also use the manufacturers recommendations.
Georgia, went into operation in January 1995. The plant manufactures fabrics and synthetic fibers that are the cornerstone in the development of many of Kimberly-Clarks premier personal care and health care products, including diapers, training and youth pants, incontinence products, and feminine pads and wipes, as well as protective apparel, surgical drapes, gowns, and face masks. The materials are produced in rolls and sent to other Kimberly-Clark locations for converting into finish products, explains David Walls, maintenance technician. Our materials support our health care, North Atlantic consumer products, and KimberlyClark professional businesses. Four base machines produce nonwovens and elastomeric material, and each line has an assortment of extruders, mass air flow, a conveying system, calendaring system and a winding system. The 616,500-sq ft plant employs 230 people to operate 24 hours/day, 365 days/year. There are 35 people under the maintenance umbrella, says Walls. Of these, 12 cover the 24-hour operation, 17 provide improvement on the assets, and six provide planning and scheduling support. In recent years, the plants general population is using more of the predictive techniques on a daily basis. Theyre returning to area responsibilities. Predictive maintenance equipment has been upgraded lately, and some new equipment has been added. Lean manufacturing principles were implemented in 2010, as well. Weve always had a proactive maintenance program in place, explains Walls, but we started a dedicated predictive program in 1996. Before that, it was a when-we-have-time situation. The reasons behind a dedicated program were to improve equipment reliability and identify the recurring problem machines. This also improved the maintenance efficiency. The plants predictive maintenance (PdM) program is responsible for managing more than 200 pieces of equipment across four lines including fans, compressors, pumps, gearboxes, extruders, and ac/dc motors variable speed and constant speed. The plant has three automated monitoring lines and is in the process of setting up a fourth and last one now, in addition to the utilities equipment. We will still use the manual system on the redundant equipment until those are set with an automated system, explains Walls.
some pieces of equipment are read more frequently based on size, cost of the equipment, and redundancy.
Equipment readings are taken on a cycle of scheduled maintenance, versus a formal, documented criticality ranking. Nearly all equipment in the plant is considered critical. However, some pieces of equipment are read more frequently based on size, cost of the equipment, and redundancy. We have always had a CMMS system, says Walls. Currently, were using SAP. We established manual vibration and IR routes early and refined them over time. Were now rolling over to automated online vibration data collection systems. We had vibration and IR from the beginning. But starting in 1996, the information gave us a different picture. This allowed us to work on the problems and become more efficient within the maintenance group. The plant also has an energy monitoring program in place to help track that cost. It lets us know if there has been a change up or down, explains Walls. The mill manager ultimately is responsible for energy costs. He, in turn, has someone on the staff looking at what the cost is and whether we can affect it, says Walls. The maintenance organizations role in maintaining energy efficiency for the plant involves keeping the equipment in the best shape possible. Within the first year-and-a-half of using a formal PdM program, the plant calculated savings of approximately $1.5 million in actual cost avoidance. These were calculated from a time avoidance evaluation, explains Walls. These are real numbers if you identify the items that would have caused a delay, if they were run to failure. We threw out any item that was questioned or disagreed with. We quit recording this number because it became so large that no one believed it.
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Tom moriarTy, P.E., CmrP
The ArT of DelegATion

Build your staffs confidence in themselves and in you
Whether youre a novice at leadership or youre a seasurement or task tracking complexity should be appropriate to the situation. The second step in delegation is to ensure you set up an environment that allows people to make mistakes. This doesnt mean you allow mistakes to go too far. Dont allow people to disregard safety or regulatory compliance issues or to make mistakes that have major effects on production or costs to rectify the mistake. The idea is to give people enough
soned manager, one of the more difficult things to learn or to do well is to delegate. Its a hard thing to do for a couple of reasons. First, if youre an experienced person, you were trained in doing the tasks that you are now expected to have others carry out. Second, you were promoted to a supervisory or managerial position in large part because of how well you performed those tasks. Most good supervisors and managers feel responsible for making sure things get done right. A number of problems arise when a supervisor or manager doesnt delegate responsibility well. In the case of a line supervisor, you take away the opportunities for people that work for you to prove their skills and knowledge on significant tasks. Similarly, if youre a manager of other managers or supervisors, itll be apparent to your direct reports, their peers, and the workforce under them when you micro-manage or do the work of those below you. Doing so diminishes the authority and esteem of your direct reports. It makes them feel as though theyre not trusted or not allowed to do their jobs. The higher up the organization chart the supervisor or manager is situated, the less that person can get done directly. For instance, if you are a manager with six supervisors reporting to you and each supervisor has an average of 10 people working for them, you cant possibly carry out the tasking assigned for the whole group. A supervisor with two direct reports might get away with doing more of their work, but why would you want to? Obviously, some small teams need the supervisor to pitch in more from time to time, but the supervisor is advised to be thoughtful of which tasks they take on and be mindful of the effects on others. The first step in the art of delegation is to understand that delegation of task responsibility should be practiced. But a supervisor or manager can never delegate accountability to make sure the tasking gets done. You can delegate, but you can never abdicate. Because you retain accountability, you have to have a system for checking on progress. Woe unto the supervisor or manager whos routinely unaware of the status of the work going on, or unaware of the capability of their people to carry out the work. A simple way to measure progress, such as daily or weekly briefing sessions, should be part of the plan. Mea-
The higher UP The orgAnizATion ChArT The sUPervisor or MAnAger is siTUATeD, The less ThAT Person CAn geT Done DireCTly.
autonomy to own the work they will be doing. As a leader, you must develop a sense for your direct reports: how much space you give them and how much coaching time they need. A third aspect of delegation is to understand how and when to step in. You also must be keenly aware of how others perceive you; your position as a supervisor or manager has inherent power. Be acutely aware that what you say in front of others will have a huge effect on those involved. You need to be a presence so theres a clear chain of command, but you need to use tact in how you interject when you need to. The fourth recommendation for the art of delegation is to give credit to others for successes and be accountable when things go wrong. As a leader, part of your job is to develop your direct reports. Giving them credit for doing a job well and achieving the objectives is the best way to build their self-esteem, and it provides recognition for them. Taking the heat for mistakes is part of being a leader; it doesnt feel good at the time, but the benefits in the long run include respect of those who work for you. When your people respect you, they will go the extra mile when you need them to. Hone your delegation skills to get more done and to be the leader your organization and your team can be proud to be associated with.
Tom Moriarty, P.e., CMrP, is president of Alidade Mer. Contact him at tjmpe@alidade-mer.com and (321) 773-3356.
PAS-55 requires comprehensive asset lifecycle management software

IFS expert says.
Asset-intensive companies like process manufacturers, oil and gas companies, utilities and others are considering adopting PAS-55, the BSI standard for organizational
Patrick Zirnhelt
enough to encompass all data from the entire asset lifecycle. EAM and ERP must support an accurate and consistent view of all asset information one version of the truth insuring policies, plans, and actions are based on an accurate understanding of the history and current status of your asset infrastructure. PAS-55 includes requirements for documenting and auditing your performance against the asset management plan to ensure that top management has visibility into the asset management system and any associated improved metrics or deliverables. The standard also requires that the same systems used for asset planning are also used to operationalize those plans. This allows visibility necessary to ensure you are actually executing against the plan. Is the EAM software you are considering comprehensive enough to deliver on all of these requirements? If not, you could be at a marked disadvantage because competitors who are adopting these best practices will be able to reliably get more value from their capital assets than you can.
excellence in asset management. Whether you are planning to adopt PAS-55 or not, it is smart to follow these corporate practices by taking a more holistic and thorough approach to asset management. This must
encompass the entire asset lifecycle from asset design/engineering to commissioning to operation and maintenance all the way through to decommissioning and replacement. As a matter of fact, while PAS-55 does not deal directly with the IT systems used to manage assets, it does include some requirements that directly and indirectly impact enterprise software like enterprise asset management (EAM) and enterprise resources planning (ERP). What does PAS-55 require of EAM and ERP? PAS-55 does place specific requirements on enterprise software that ought to be taken into consideration during EAM software selection: EAM and ERP must address all phases of the asset lifecycle, including those that involve outside contractors like the processes of planning and engineering of the asset, maintenance and operation of the asset and the eventual retirement or decommissioning of the asset. This means an enterprise software environment must be extensible to trading partners and comprehensive
Get Zirnhelts whitepaper on PAS-55 at download.ifsworld.com, or call 1 888 437 4968.
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david berger, P.eng.
aSSet manageR
LeveL PLaying FieLd

iFRS could change how asset life cycle costs are tracked globally
With so much controversy surrounding corporate financial reporting during the past decade, its no surprise that a global standard for financial statements is emerging. The International Financial Reporting Standards (IFRS) have been developed by the International Accounting Standards Board (IASB) in an attempt to give greater transparency to investors in public companies. IFRS enables making an apples-toapples comparison, regardless of the location of the parent or subsidiary companies. So far, more than 100 countries opted into IFRS for domestic companies, on a voluntary or mandatory basis. Canada and Mexico are committed to transition to IFRS in 2011 and 2012, respectively. In the United States, the Securities and Exchange Commission (SEC) stated its support for global accounting standards, but the transition to IFRS will take time. Current estimates are that IFRS wont be fully adopted in the United States until at least 2015. In the meantime, efforts are underway to converge IFRS with U.S. generally accepted accounting principles (GAAP), the current accounting standard in the United States that provides guidelines and procedures for handling various accounting situations and preparing financial statements. Convergence of GAAP and IFRS has been ongoing for several years, as regulatory bodies such as the IASB, SEC, and the U.S.-based Financial Accounting Standards Board (FASB) look for common ground in developing meaningful accounting standards.
iFRS advantageS and diSadvantageS
rent CMMS to ensure compliance with IFRS or convergent U.S. GAAP. Some asset managers use the transition to IFRS as a great excuse to upgrade or even replace CMMS. The disadvantage to implementing IFRS is the significant time and cost associated with changing procedures and information systems, which might not have corresponding benefits other than compliance. For example, if youre forced to upgrade your CMMS and change the way you report the
conveRgence oF U.S. gaaP and iFRS haS been ongoing FoR SeveRaL yeaRS.
cost of maintaining fixed assets so as to comply with the new standards, you might not see any change on asset availability, performance, reliability, or total cost of ownership. To see any benefit, it might be necessary to leverage IFRS compliance as an excuse for making additional changes to maintenance practices and the supporting CMMS. Some companies deployed this strategy successfully in the late 1990s, all in the name of Y2K compliance.
exPected changeS U.S. gaaP vS. iFRS
To many managers, IFRS might be a low priority at the moment. But as convergence with U.S. GAAP and adoption of IFRS become inevitable, some noteworthy changes might be coming your way, depending on your size, industry, level of global business activity, or public-versus-private status. The advantage for businesses moving to IFRS is leveling the playing field with competitors. If a global supply chain adopts IFRS, it facilitates worldwide comparisons. Additionally, itll be easier to make more meaningful comparisons of subsidiaries in China, India, Europe, and other locations. No longer will it be possible to hide behind differences in accounting practices of a given country. Information systems such as ERP and CMMS will require standard global accounting procedures for public companies, or in some cases, for private companies doing business with public companies. This might prompt U.S. companies to revisit their cur-
Probably the most significant changes that can affect the maintenance department are those related to property, plant, and equipment (PPE). Below is a summary of some of the expected changes, including the appropriate International Accounting Standards (IAS) reference numbers. On the surface, some of these proposed changes might appear light in terms of their effect on you, but at the very least, they might require changes to how your CMMS accounts for and accumulates total cost of ownership. Thus, ensuring the CMMS accurately tracks asset-life-cycle cost will be more critical, from initial cost to revaluation, if the asset or its major components appreciate or deteriorate unexpectedly, and disposal. The fallout from the proposed changes is critical if your CMMS integrates with your companys fixed-asset accounting and finance modules. The more significant changes, especially with resource-based and asset-intensive companies, require greater rigor in data collection and reporting. Initial asset cost: IFRS excludes from asset cost (IAS 16.19) the costs of opening a new facility, introducing a product or service (including costs of advertising and promotion),
assEt ManagEr
conducting business in a new location or with a new class of customer (including costs of staff training), as well as administration and other general overhead costs. IFRS requires income/expenses of insignificant operations those not necessary in bringing the asset to the location and condition for it to be capable of operating in the manner intended by management to be recognized directly into profit and loss, not built into the cost of the asset (IAS 16.21). Revaluation of assets: IFRS allows for historical cost method and fair value revaluation and provides for optional revaluation for a given asset class equal to fair value at the date of revaluation less subsequent accumulated depreciation and accumulated impairment losses loss in net worth of asset caused by damage, obsolescence, and unexpected deterioration (IAS 16.31). The fair value assessment must be done regularly and by a professional (IAS 16.32). Depreciation: IFRS defines depreciation as the difference between carrying value and residual value over its estimated useful life (IAS 16.6). It requires a review annually and when expectations differ from earlier estimates (IAS 16.51). Components: IFRS requires more explicit component ac-
counting than U.S. GAAP, when component cost is significant compared to total cost (IAS 16.43) or if component depreciation rate or method differs from the rest of the asset. IFRS allows grouping of significant components if their useful life and depreciation method are the same (IAS 16.45). Components can be non-physical, such as major inspection or overhaul. Planned maintenance and refits are amortized over the period between refits/maintenance at current market pricing, updated after each occurrence. CMMS: In anticipation of implementing IFRS, look for a package that provides the right level of functionality and flexibility to facilitate necessary changes. Does your CMMS have an adequate hierarchy of assets, components, and parts that facilitates detailed component life cycle tracking? Does your CMMS maintain multiple asset valuation methods, such as original, impaired, and fair value? Does your CMMS have adequate lifecycle costing and comprehensive condition monitoring for assets and major components?
E-mail Contributing Editor David Berger, P.Eng., partner, Western Management Consultants, at david@wmc.on.ca.
24
February 2011 www.PLaNTSerVICeS.Com
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Technology Toolbox
Sheila Kennedy
SofTware SophiSTicaTion
cMMS and eaM expand their offerings
Vendors leverage trends and technologies to improve and simplify your ability to manage assets effectively. Capabilities added to Oracle eAM are 3D laser modeling with Oracle AutoVue to virtualize and improve shutdowns, and geofencing with Oracle Spatial to ensure people, parts, and fleet are where theyre supposed to be for maximum efficiency. Its a mashup of technologies coming together, allowing the workers to have more intelligence at their fingertips and the information to be fully integrated with the ERP, says Stephen Slade, senior director at Oracle. Running asset software natively on iPads, iPhones, and Android-based phones is a capability of IBM Maximo. Machine operators who require input for maintenance might benefit from a touchscreen. Mobile technicians might run disconnected, making iPhones or dedicated mobile devices more suitable. Workforce mobility has been and will continue to be an important enabler to connect the shop floor with the information they expect, says Mary Bunzel, IBMs worldwide manufacturing industry leader. Social media influences the software. IFS is rolling out initiatives to enable social media-like capabilities, in a secure manner, promoting communication between co-workers, says David Andersson, director of IFS Labs. IFS Talk is a Twitter-like hub where IFS Applications users can ask questions, comment, share media, and get help. IFS WikiHelp builds collective knowledge by placing application help data into a wiki format. IFS Communicator enables real-time communication via chat, phone, or video. Maintenance technicians can get virtual reality training from Invensys Operations Management. EyeSim training kiosks provide lifelike, 3D plant process navigation using a games console controller. Improving energy management: The single largest operations expense in many sectors is energy, says Rod Ellsworth, Infors vice president of global asset sustainability. Energy is a leading indicator of asset performance. When theres a problem with an asset, it manifests itself as excess energy, he says. The companys Asset Sustainability application helps monitor, measure, and control energy use, reducing the cost and carbon emissions. A good asset management decision in the past might be a bad sustainability decision today. Extending asset life is less important when a replacement would substantially reduce energy costs.
SAP uses Perfect Plant to ensure assets are high-performing. It directly affects issues such as the efficient use of energy via the SAP Industrial Energy Management solution, says Paul Boris, vice president of advanced manufacturing solutions at SAP. Perfect Plant feeds asset monitoring data back to operators or control rooms, automatically triggering alerts or requests to the core EAM systems, all via fixed or mobile devices.
Mobile TechnicianS MighT run diSconnecTed, MaKing dedicaTed Mobile deViceS More SuiTable.
Ventyx has an automated approach for maintaining smart assets in the smart grid. From AMI meters and instruments in the substation to transformers for SCADA reporting, the assets need to be tracked properly, monitored, and maintained. Its the unglamorous but necessary aspect of the smart grid, says Steve Radice, vice president of utility T&D solutions for Ventyx. It doesnt look good for a utility if its not maintaining its assets in a more modern way than break/fix mode. With Ventyx Asset Suite and Service Suite, a smart grid device with a problem can communicate automatically and generate a service order or dispatch service without the customer knowing about it. SMB solution: Cloud computing can give smaller businesses access to affordable, easy-to-use, and easy-to-own asset management software. They tend to be strapped for IT support, if they have any at all, says Mike Stone, vice president of global marketing for AssetPoint. They dont want to worry about servers, databases, version updates, and disaster recovery. They need asset management on demand. AssetPoints new TabWare Express cloud computing solution starts at $40/month per user.
e-mail contributing editor Sheila Kennedy, managing director of additive communications, at Sheila@addcomm.com. reference web SiTeS: www.oracle.com www.ibm.com www.ifsworld.com www.invensys.com www.infor.com www.sap.com www.ventyx.com www.assetpoint.com
ManageMent & Staffing / MRO SeRviceS
Head
Strategic considerations and tactical moves influence whether to outsource MRO
What business are you in? Its a time-honored question designed to help companies strip down to their core competencies, often right before they downsize or outsource every function that isnt one. Equipment maintenance, by its very nature, isnt typically a core competency for manufacturers. Their expertise most commonly lies in product development, procurement, manufacturing processes, or distribution. Nigeria LNG (NLNG), for example, is owned by a variety of multinational companies. It produces and delivers liquefied natural gas its core competency which wouldnt be possible or profitable without proper attention to maintenance and reliability. On-site we have specialized equipment from vendors, explains Olawe Tula, competence assurance coordinator at NLNGs (www.nlng.com) facility in Bonny Island. When we do MRO on this equipment, the vendors are brought in to carry out such tasks. An organization should outsource MRO when theres a dwindling of competent maintenance personnel, when the scheduled MRO requires more manpower than can be supplied internally, or when the frequency of breakdowns and failures are high and the manpower required isnt available at the time of request. The question is whether the outsourced MRO cost and benefit outweigh the advantage of managing and controlling that resource in-house, he says.
The primary reasons to outsource should be based on core competencies and creating value-added tasking for employees, agrees Ron Verweij, maintenance engineer at Heineken Brewery den Bosch, the Netherlands (see the Heineken case history at www.plantservices.com/heineken). Trust is a key part of partnerships, explains Ben Keizers, product marketing manager, services, Endress+Hauser (www.us.endress.com). If that trust is established, a high percentage or even 100% of MRO services could be outsourced over time. Performance agreements are a basis for these kinds of partnerships. This is exemplified by the partnership between Heineken and Endress+Hauser in the Netherlands. Heineken wanted to focus on its core expertise, which is producing excellent beer, says Keizers. Instrumentation isnt a part of Heinekens core competencies, so Heineken preferred to outsource instrumentation maintenance and calibration. Now Heineken is expanding this partnership to its plants in other parts of the world, such as South Africa. This partnership is based on continuous improvements, which means tracking asset life cycle information is critical. Most organizations probably need to outsource when they realize the required workload exceeds 80% of the required
Tracking the life cycle of assets is critical when moving from a reactive maintenance mindset to a service management program, continues Sorenson. Firefighting consumes a tremendous amount of time and energy, while pulling the focus and key resources away from proactive programs, he explains. Partnering with an experienced vendor creates advantages, such as prioritizing activities and processes such as tracking asset life cycles that feed into the larger reliability-based programs. And so begins the strategic chess match between cost and control. Many organizations move slowly through the strategic considerations that define what they will manage and control with their own resources and which services they will contract another company to perform.
My KingdoM for a HorSe
To some companies, maintaining control of MRO is a strategic move that outweighs the potential trade-off that outsourcing could create in cost savings. But many organizations see contracting maintenance services as a strategic advantage. According to a 2009 study conducted by ARC Advisory Group (www.arcweb.com), the two most common reasons for outsourcing are to gain
alMoSt two-tHirdS of Maintenance contracting agreeMentS are one to tHree yearS in lengtH.
workload hours, explains Dan Stedham, asset optimization (AO) services global program manager, operational excellence/ AO services marketing manager Emerson Process Management (www.assetweb.com). Unfortunately, most organizations dont know what their definitive required workload is, unless they go through a prioritization and task optimization process, he says. Another way to look at when to outsource is to look at the repair cost per unit of work. If an organization finds that its own repair functions cost more per unit of work than the services provided by an outside maintenance provider, the shift becomes attractive. Sometimes, however, organizations go beyond that point before realizing the need and benefit, says John Sorenson, director of service operations at Honeywell Process Solutions (hpsweb.honeywell.com). Some indicators will be increased overtime of maintenance personnel, degradation of equipment reliability, increased complaints from operations, or the simple reason that the maintenance team is consumed with firefighting and spending less time on reliability-based activities, he says. access to specific skills (23% of respondents) and to focus employees on core needs (21%) once again indicating the role core competencies play in contracting MRO services. If manufacturing is the core business, they dont want to focus too much on maintenance, especially because modern production lines are becoming increasingly complex and might require highly skilled personnel and special service tools and equipment, says Rowena Coode, portfolio coordinator, product and process management, for Germanys SEW-Eurodrive (www.seweurodrive.com). Especially if certain skills and resources are used only from time to time, the customer faces the danger that the skills become outdated know-how fades or resources cant be fully utilized. The service categories that are contracted vary, but between a quarter and a third of companies participating in the survey indicated they outsourced cleaning and refurbishing (34%), fix or repair (33%), inspections (30%), equipment diagnostic services (30%), tuning and calibration (29%), preventive maintenance (28%), and predictive maintenance (25%).
roll on
Figure 1. Paper mills are in the paper business, and MRO service providers might be better equipped to recruit maintenance personnel because its a core competency. (ABB)
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If youre producing paper or steel, thats your core business, says Magnus Pousette, vice president of reliability services in North America, Australia, and New Zealand for ABB (www.abb.com), which is contracted to do almost all of the maintenance services for paper and pulp giant Stora Ensos Finnish plants. Youll have a problem recruiting the same level of craftsperson for maintenance because youre not a maintenance company and cant provide the same career opportunities as a company that specializes in maintenance. This is when you should look at outsourcing. ABB has a career path for maintenance and reliability, explains Pousette (Figure 1). If you look at your OEE, which is how you measure efficiency or reliability, and dont see continuous improvement, you need some new thinking around it and somebody who will commit to your plants productivity, he says. One way to do that would be to outsource your M&R department.
If your maintenance costs are going out of control, if youre starting to have quality problems in your maintenance department, if youre starting to get a lot of breakdowns, if you want to make a strategic move and have a big effect in your organization or change the culture, this can help because no matter what the service provider will bring, it will bring a new way of thinking to change the current culture. Outsourcing for short-term financial gains isnt a good reason to outsource, says Pousette. If theyre cashhungry, they might outsource their storeroom, but thats a bad reason because youre only concern is to free up cash now, he says. The best reason to take the next step is if it will affect your overall equipment effectiveness positively.
Black and white and read all over
Outside the United States, organizations often have different maintenance needs and thus the contracted services might differ.
The make-or-buy decision cant be reduced to a mere cost comparison, says Andreas Reddemann, head of global service at Germanys SEWEurodrive. Criteria to be considered include the required know-how skills or qualification the required availability of systems as well as reaction times in emergency, the criticality of system, and the continuity of the resources required. Typical industries in Europe that contract maintenance services are building materials manufacturers, food and beverage, automotive, and pulp and paper, explains Michael Herbort, business development for service, SEW-Eurodrive. The chemical industry also is demanding, he says. All of these industries require reliable production. Especially in Germany, theres a big focus on the production. Most companies want to optimize their preventive and predictive maintenance. SEW offers an assortment of condition monitoring products and services. We have mobile condition monitoring solutions, which enable us to do an inspection at a specific point in time, explains Coode. We also have an arrangement of permanent condition monitoring solutions like vibration analysis, oil-aging analysis, and brake wear analysis. These are typical products for customers that want to avoid overservicing to save on costs and want to avoid unnecessary interruptions in production. In Germany, most ABB customers contract on a plant-by-plant basis with the head of the local maintenance department, says Reddemann. Typically end users have multiplebrand drive technology installed in their systems components that have accumulated sometimes over many years, he says. Today, many system operators prefer to have one service provider who carries out all the maintenance for the installed drive technology in the plant, along
with that of competitors. In Europe, its common practice for us to take on such contracts, especially for customers who already have a significant share of SEW-Eurodrive components installed in their systems. Our portfolio includes repair, overhaul, and predictive maintenance.
Opening MOveS
Just like chess players, who rely on strategic openings such at the Latvian Gambit or the Sicilian Defense to develop and control the game, organizations approach their maintenance outsourcing strategies with different plans of attack.
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have contracts where its us and many of our competitors, site by site. From a reliability perspective, you can tear into the data on a deeper level once youre across multiple locations. Stora Enso outsources its maintenance and reliability for six paper
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mills in Finland to ABB. This has given us the ability to build their corporate reliability function, says ABBs Pousette. The two most remote plants are about 600 miles apart, so those two arent close, but the language is the same. If you have plants that are close, then that would give you certain advantages like pooling resources, hosting more cost-effective training, and not just sharing, but providing a show and tell for best practices. Many companies want service on a plant-by-plant basis, but some might want contracts for regional clusters, such as Austria and Hungary, explains SEWs Coode. It really depends on the customers maintenance philosophy, she says. If the decision falls for a single outside contractor, the customer has the advantage that he only needs to deal with one supplier with whose service competence he is already familiar. At the end of the day, its prerequisite that the service provider also have a local infrastructure. In Europe, the automotive, building material, and chemical industries often prefer a multiple-plant contract, she says. If work needs to be executed across multiple facilities in a number of countries, its good to work with an international services contractor, says Endress+Hausers Keizers. This contractor needs to have uniformity or standardization of the performed services work in the different countries. For instance, you want to make sure that a flow meter calibration is performed the same way in India as in the United States or in China. Weve set up standardization of our services work performed worldwide. Having the same standardization regarding how asset life cycle management is handled in the different countries is a must, he adds. In some cases, where maintenance practices are not well documented or enforced across an organization, an outsourced MRO company also will improve consistency of practice, ex-
32
Chemical Engineering
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figure 2. When a machine analyst collects vibration data from a forced draft fan at a 49 MW municipal waste combustion power generation plant in Haverhill, Massachusetts, it might be more cost-effective for that to be part of an outsourced machine condition monitoring program. (Azima DLi)
Reliability Protection & Performance
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plains Joe Van Dyke, president of Azima DLI (www.azimadli.com). Increasing the scale of MRO contracts can provide more favorable pricing to an enterprise, too, he says (Figure 2).
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According to the 2009 ARC survey, almost two-thirds of maintenance contracting agreements are one to three years in length. The interesting aspect of the contract is how the services are priced. Forty-two percent of respondents said they use a fixed-price payment method, while 39% said they pay for time and materials (T&M). Even more interesting is that the leaderdesignated companies, those most often displaying best practices, were even more inclined toward fixed price by about 10%. The people who do the fixed-price maintenance contracts are those in the top 20% in performance, explains Ralph Rio, research director at ARC. Fixed-price projects are attractive to companies because the total project costs are defined up front, says Emersons Stedham, while T&M is attractive when the scope cant be fully defined. Fixed price is desirable where budget certainty is a high priority, adds Azima
34
DLIs Van Dyke. Fixed pricing can be linked to the quantity or scope of assets tracked and type of maintenance, monitoring, repairs, or testing done. T&M allows for cost savings when and where assets are in good shape and require less in-depth action. The disadvantage of T&M pricing is its tendency for costs to escalate as particular asset problems occur. A good mix that allows for a low-cost fixed-price basis on standard repeated activities plus allowances for T&M on expanded scope might be the most effective solution. Verweijs Heineken brewery uses T&M when the supplier needs only to execute the tasks and doesnt need to add value, he says. Unit rate, or fixed price, saves time and discussion and is used in more result-driven contracts, explains Verweij. Pousette says ABB never uses T&M to price its services. Its counterproductive to the customer because it drives more time and more materials and more money spent, he explains. We dont think it drives the right behavior in our organization. We then take the risk to pay for maintenance that might not have been planned because we manage it. Outsourcing is very much about who can manage the risk the best.
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Reliability / SEALS
FailuRe by aNy OtHeR NaMe

Calculating MtbF for seals depends on your definition
by Russ Kratowicz, P.e., CMRP, executive editor Photo credit: T.A. Cook
Many processing units, including pumps, compressors,
and blowers, depend on rotating shafts to operate safely and productively. These shafts must be equipped with reliable seals to prevent releases of potentially hazardous materials. The choices of seal technology for the given application are many. Mechanical seals are one option. In my experience, double-seal cartridge types are most common, says Dan Towse, senior consultant at T.A. Cooks (www.tacook. com) consulting office in Raleigh, North Carolina. We deal primarily with process machinery, with the notable exception of pumps, so mechanical packing is the most common seal we find in service, says Starkey Steuernagle, general manager at Meco Seal (www.mecoseal.com), a subsidiary of Woodex Bearing (www.woodex-meco.com). Specific seal types and models vary significantly from industry to industry, because the pump type, operating conditions, and fluid characteristics might require the design features that are unique to a specific seal type, says Michael Huebner, principal engineer at Flowserve (www.flowserve.com). Pusher style mechanical seals are the most common type, says Huebner, but the choice depends on the specific industry. Most industries have moved toward cartridge style seals because they simplify installations and generally improve reliability, he says.
MeasuRe MtbF
Like nearly every other device, sooner or later, regardless of the technology chosen, the shaft seal will exhibit signs of impending failure. The concept of mean time between fail36
ures (MTBF) might be elusive. Any discussion about MTBF must begin with a caveat that not all users define MTBF the same way, warns Huebner. He clarifies this by saying that, while the concept is simple, the actual definitions and recording methods used in industry vary widely. For example, if a seal fails because of a bearing failure, does that count as a seal failure? How does a user account for a seal that was changed out before failure? Different methods might be used even within the same company, which makes it difficult to compare MTBF data from different sources accurately. Much depends on what went into the seal selection and its installation and ongoing care. If the shaft run out, motor/ pump alignment, coupling condition, cooling, and PM and PdM of pump and motor are within design specifications, says Towse, Id expect 18-month to 2-year MTBF in a centrifugal pump application. Other factors include minimizing shock loading by means of soft starts and barrier fluid tank operation. Attention to such details should extend the average MTBF. Ive witnessed dramatic improvement in MTBF after the implementation of best practices methodology, timely PM/PdM practices, and an increase in operator awareness of asset reliability best practice, reports Towse. But such improvements arent automatic. MTBF has a direct correlation to an end users focus on reliability, says Huebner. End users who continuously identify causes of seal failures and address underlying problems see improvements in MTBF. Customers who dont try to improve reliability systematically generally dont see any improvements.
Reliability / SEALS
Safe Seal
holding back SolidS
figure 1. This air-purged, double-faced sanitary mechanical is designed for service in an ATEX environment on a pharmaceutical product mixer. Most seal failures can be avoided by checking the condition, the application, and the operation. (Meco-Woodex) MonitoR and pRedict
figure 2. This elastomer-free, mechanically driven, double-faced seal is installed on a vacuum dryer for plastics resins. Operators monitor seal performance and cavity pressure to keep it slightly higher than pressure inside the vessel. (Meco-Woodex)
Failures come in many flavors. Seals often fail as a result of other equipment damage, says Steuernagle. Constant high shaft runout causes packing to wear and fail prematurely; the presence of abrasive process material between shaft and packing often damages shafts. Bearing failures frequently result in failure of packing and mechanical shaft seals. Towse cuts to the chase. The primary causes of failure are poor PM and PdM practices, process upsets, and operator error, he says. There have been studies on seal failure that show the wide range of failure modes seen in industry, adds Huebner. The predominant seal failures are caused by poor equipment condition and operation of the seal outside of the seals rated operating window. These manifest themselves in failure modes such as dry running, fretting, broken faces, hang-up, and heavy face wear (Figure 1). Most seal failures can be addressed by ensuring pumps are in good condition, the seal OEM understands the application, and the user operates the equipment correctly. Maintenance teams have been focused on predictive technologies for many years now. Its a source of competitive advantage. The most useful predictive technologies for seals are those that are actually performed, says Paul Wehrle, chief engineer at Meco. In purged, double-face seals, monitoring the quality of purge retention often can predict the need for seal maintenance, he says. Monitoring purge/barrier fluid pressures and retention is useful, but performance monitoring should always include regular visual inspections of the seals, adds Steuernagle. This informs, not only regarding the condition of the seal, but also of other aspects of machine operation that might affect sealing. Most of the current techniques involve monitoring different aspects of the seal and support system and providing early detection of a degradation in performance, says Huebner. Some of these are as simple as upgrading from switches
to transmitters, which allows the user to trend performance over time, he says. Other methods might be more complex and involve monitoring specific aspects of the seal or system. This is still an area of development for the sealing industry. Towse argues that maintenance teams should focus on vibration analysis, leak detection visual or VOC sampling and repair. While there might be several approaches to predictive maintenance, not all practices are equally valuable, and predictive maintenance doesnt work if frequencies arent aligned with process conditions, he warns. The biggest confusion in industry is that most users consider an early failure detection as a predictive technique, adds Huebner. In practice, predictive maintenance should allow the user to know the condition of the equipment and detect a degradation before it affects performance. Relying on failure detection is too late and prompts a reactive response instead of a proactive plan.
Run, failuRe, Run
Predictive maintenance and root cause analysis consume resources, time, and money. There exists some economic balance between the cost of idealized maintenance and the potential cost of seal failure. Run-to-failure is not a good practice because of the additional damage that could occur to the sealing surfaces and associated equipment, explains Towse. Steuernagle agrees. Run-to-failure requires a willingness to accept not only uncontrolled leakage and product loss, but also the ancillary consequences of seal failure: damaged shafts and bearings or gearboxes, and unpredicted, lost production time, usually when its least affordable, he says. Nonetheless, many facilities use run-to-failure as standard practice, accepting the costs of unplanned downtime and machinery damage in the interest of continuing production and filling orders as long as possible. Run-to-failure is a concept that has historically been used
RELIABILITY / SEALS
across most industries, so it has some level of practicality, argues Huebner. Is it the most e ective method to operate equipment? he asks. Clearly, theres supporting evidence that runto-failure is a more expensive method of operating equipment and will lead to more unscheduled down time than
proactive techniques. Environmental and safety considerations also are important justi cations for moving away from a run-to-failure strategy.
KNOW YOUR APPLICATION
Just as all maintenance philosophies are not created equal, seal applica-
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tions di er, as well, running from simple to di cult or impossible. Large agitator sha applications are di cult because of varying operation conditions, explains Towse. If vessel levels are allowed to run low and sha RPM is too high, sha wipe can cause seal damage. He also mentions extreme conditions such as heavy solids/slurry, high pressure, high temperatures, and operating outside of the prescribed pump curve as potential hazards to seals. e most di cult applications are those with a large number of unknown factors in the application, says Huebner. is might include unknown or under-communicated uid properties, equipment design, operating procedures, or customer expectations. ere also are some applications for which the environment simply isnt suitable for a mechanical seal, and these might require modifying equipment or the operating conditions. If all the factors are known up front, most applications can be sealed e ectively. Seal failures occur, and catastrophic failures can be dangerous. Sha seals contain a vast assortment of processes and chemistries, at a wide range of pressures and temperatures, says Steuernagle. Seal failures can result in release of toxic, corrosive, ammable, or explosive substances into the workplace, posing risks of explosion or con agration, in addition to personnel health risks. Even more benign process materials, if leaked uncontrollably, can produce severe damage to bearings and gearboxes, requiring costly shutdowns and repairs. e most catastrophic seal failures are generally tied to a failure of some other component in the host equipment, says Huebner. e most common could be seal failures caused by failed pump bearings or a broken pump sha , he says. Catastrophic failure is possible if a motor doesnt trip out on amperage loads, advises Towse. e resulting e ect could cause severe damage to
38
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the seal body, thereby increasing the possibility of fluid containment loss. Obviously, maintenance teams dont want to be forced to deal with catastrophic seal failures. The idea is to prevent them. To that end, those maintenance teams can take affirmative action.
Prevention Precedes failure
320 x 240 resolution because you said bigger is denitely better Rugged design because not every job happens at ground level
Preventive maintenance is the first step, says Wehrle. Depending on the type of seal installed, any of a variety of predictive technologies might apply, but an effective one should be adopted and practiced. The seal manufacturers instructions should provide guidance. Monitor the seal performance and anticipate leakage with adjustment or repair (Figure 2). Dont wait for the seal to leak. Once leakage is observed, process material has already passed between the sealing elements, and some damage to the seal with associated risk from any hazards inherent to the process material has likely already occurred. The best approach to preventing any seal failure is to understand the root cause of failure and take direct action to prevent the cause from recurring, adds Huebner. In many cases, an end user simply puts in another seal hoping for a better outcome, he says. Identifying and correcting underlying causes are the most critical aspects to preventing failure. The biggest obstacle to being successful with this is that most failure causes ultimately have their roots in procedures and behaviors. Its fairly easy to fix one problem; its much more difficult to build a culture and infrastructure to prevent problems from occurring in the first place.
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Using a shaft seal of any type results in a torsional drag the applications prime mover must overcome. Thats the ante needed to get into the game. In the case of an electric motor, this means youre paying for power consumption that isnt being used to move process fluid. Torque loading is application-specific, advises Wehrle, and its effect can vary from slight to significant. Mechanical seals generally produce less torsional drag than
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packing. Measuring current draw on the drive motor will often prove informative when changing from one type of seal to another. Changes in seal design have, in some cases, resulted in more than a 30% reduction in motor current. All power consumption attributable to a mechanical seal is ultimately related to its torsional drag, adds Huebner. This comes from two components: the contact between the seal faces and the viscous drag of the rotating components in the seal chamber, he explains. In most typical applications, the seal face-generated power is significantly greater than the fluid shear power requirements from the rotating components. As the seal gets larger and the rotational speeds get higher, the power requirements of the
rotating components can also become significant. To minimize torsional drag, choose a seal with face loading appropriate to the process, where possible, suggests Steuernagle. With mechanical packing, apply only enough compression to prevent leakage, he advises. When using packed gland seals with fluids, a slow, steady weepage of seal water or process fluid is usually required to minimize friction. In fluid sealing, maintaining proper barrier fluid flow and pressure in mechanical seals is required. Viscous shear is proportional to velocity, area, and fluid viscosity, and inversely proportional to the film thickness, explains Huebner. Changes in any of these variables affect the viscous drag on the seal, he says. In some cases, it might be beneficial to use seals with a flexible stationary element because they tend to have smaller rotating components. In other cases, it might be useful to use a lower viscosity barrier fluid on dual seals. On the seal faces, it might be beneficial to use a hydrodynamic face design, which would reduce contact pressure and therefore face friction. Using seal face materials with an inherently low coefficient of friction also is useful. One of the most significant reductions in torsional drag can come from using dual gas seals, says Huebner. Gas seals eliminate fluid contact from a larger part of the seal and in the film between the seal faces.
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40
product roundup
proactive impact
predictive maintenance requires strong commitment and the right tools
predictive maintenance has a variety of positive attriWireless condition monitoring system
Ranger is a permanent condition monitoring system designed to be built as an entirely wireless installation. Its wireless capability combines the benefits of a traditional wired module with the flexibility to move wireless sensors to provide information where its needed. It also integrates machinery in dangerous or remote environments into a users condition monitoring program. The system can be built wirelessly or as a combination of wireless and wired modules. This scalable system can be upgraded in the field.
commtest (877) 582-2946 / www.commtest.com
butes, but it requires a commitment and resources from the organization to make it work. The trick is finding the numbers that the C-Suite is following, such as production revenue, and then building a case with those numbers in mind, says Terrence Cullen, director of field services for Azima DLI (www.AzimaDLI. com). If the C-suite isnt following MTBF or reduced parts inventory or repair cost, dont waste your time trying to justify your program based on those numbers. Azima DLI provides a list of the top 10 ways PdM can have a positive effect on the spreadsheet. It can help your plant to: 1. avoid late shipments/lost opportunity 2. be safer planned work is safer than emergency or breakdown stops and restarts 3. prevent environmental damage/regulatory violations risk mitigation 4. mitigate the experienced worker shortage you dont need as many of those guys around all the time in case of a breakdown 5. avoid downtime/lost production 6. catch degradation in output level or quality before it drops too far 7. reduce repair time have skills, parts, tools, and information planned and ready, avoid overtime 8. reduce consequential damages to other things that get wrecked when you run to failure 9. avoid utility penalty charges 10. eliminate distractions to production workers unplanned breakdowns result in confusion, tension, loss of morale, lost productivity. When a user can zero in on bad actors, when they can maximize the predictive diagnostics information in the plant, they find opportunities for improved maintenance and operations practices, says Dan Stedham, asset optimization (AO) services global program manager, operational excellence/AO services marketing manager Emerson Process Management (www.assetweb.com). In Europe, building materials manufacturers, food & beverage, automotive, pulp & paper, and the chemical industry require reliable production, explains Michael Herbort, business development for service in Germany for SEW-Eurodrive (www.seweurodrive.com). Especially in Germany, he says, theres a big focus on the production.
Wireless shaft alignment system

The Easy-Laser E710 wireless shaft alignment system offers Bluetooth operation, color graphics, and Endurio Power Management. Its live-data program is designed to test a machine foundation for flatness, check for bearing play, and monitor real-time measurement of changes in machine position. Accessories allow it to perform sheave/pulley alignments, as well as vibration level tests, and provide electronic documentation for each measurement. The power management system allows the integrated battery to charges itself automatically from four C-cell batteries.
alignment supplies (800) 997-4467 / www.alignmentsupplies.com
digital multimeters With loW-impedance modes and loW-pass filters

The U1270 Series multimeters are designed for faster, accurate measurements. Low-impedance eliminates stray voltages, and the low-pass filter removes voltage and current distortion for VFD measurements. It provides a load to the circuit during voltage testing. A flashing backlight enhances continuity checks in dark, noisy environments, but it has a loud beeper as an audible continuity indicator. Each unit is IP 54 certified for harsh working conditions.
agilent technologies (877) 424-4536 / www.home.agilent.com
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dynamic and Static teSting

The MCEMax is designed to perform on-line (dynamic) and off-line (static) testing of potential fault zones and allows for immediate notification of alarming conditions. Its designed to integrate testing, diagnostics, inventory control, scheduling and cost containment. The tester is designed for all applications and motors, regardless of size, type or condition.
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camera offerS imProved image quality and thermal accuracy

The i5 IR camera is engineered to diagnose problems, improve efficiency, and ensure worker safety. Engineered to be ergonomically lightweight, the thermal imager is designed to offer improved infrared image quality with 2% thermal accuracy, a 2.8-in. color display and 80x80 pixel resolution. It also offers a center-spot measurement mode and captures infrared images in a radiometric JPEG format, which uses one image file both for temperature analysis and reporting.
flir Systems (800) 464-6372 / www.goinfrared.com
meaSuring technique identifieS weaker, relevant SignalS

The SPM HD measuring technique is designed for all applications, including low-speed machinery. It identifies weaker, yet relevant, signals hidden in stronger signals that mechanical shock or electronic noise cause. The technique uses digital enveloping of the analog shock pulse transducer signal. A 24-bit A/D converter provides resolution and detail in spectrums and time signals. A measuring cycle based on the number of revolutions maximizes the opportunities for capturing relevant signals. The technique enhances repetitive signals, and it also helps to eliminate randomly occurring high readings.
SPm instrument (800) 505-5636 / www.spminstrument.us
thermal imagerS for induStrial thermograPhy

The 876 and 882 thermal imagers feature <32.1 F NETD sensitivity, voice recording, telephoto lens, and an integrated digital camera. The unit has a focus mechanism designed to allow one-hand operation. It features a thermal sensitivity of <80mK, a 160x120 focal plane array, a 3.5-in. display, and 2 GB of image storage. It meets BPI/RESNET Infrared Imaging System Performance Standards, and the software blends the thermal image and visual image together into one image.
testo (800) 227-0729 / www.testo.com
PRODUCT ROUNDUP
MACHINERY CONDITION ASSESSMENT SOFTWARE
ExpertAlert 3.40 machinery condition assessment so ware is engineered to help prioritize machine repairs while remaining focused on reliability and uptime through the vendors Watchman Reliability Portal. is automated solution is designed to provide plant managers with actionable fault diagnosis, fault severity, and repair priority data for each machine. Features include data collection time reduced from 37 sec to 19 sec, support of the Windows 7 operating system, results screen based on severity level, and user-speci ed sensitivity settings for accelerometer axes.
Azima DLI (800) 482-2290 / www.azimadli.com
ULTRASONIC DETECTION SYSTEM USES TOUCHSCREEN TECHNOLOGY

e Ultraprobe 15,000 Touch is designed to use touchscreen technology to analyze conditions. On-board features include the ability to take equipment temperature with an infrared thermometer, photograph test points, select data screens (dB, temperature, spectral analysis), pinpoint locations with a laser pointer, store data, sounds and images; generate reports, review historical record data, plan/review routes, review alarm groups for planning corrective actions, and adjust emissivity.
UE Systems www.uesystems.com
COORDINATE ADVANCED DIAGNOSTIC MODULES

e FieldConnex Diagnostic Gateway is engineered to enhance inter-operation between the advanced diagnostic modules (ADM) of a eldbus infrastructure and the diagnostic manager in the control room. It allows information exchange in both directions via Ethernet, enabling additional features such as remote setup of ADMs. Advanced diagnostic modules monitor the quality of eldbus communication for Foundation eldbus H1 and Pro bus PA networks. is is engineered to produce an intuitive monitoring system that provides insight into the eldbus physical layer directly from the control room.
Pepperl+Fuchs (330) 486-0002 / www.pepperl-fuchs.us
For your industrial motor information.

.com
ULTRASOUND INSTRUMENT CUSTOMIZABLE USING UPGRADES

e SDT270 is a portable ultrasound instrument designed for reliability and PdM professionals. An on-board SQL database is engineered to capture and manage survey data in the eld and synchronize with PC data. e SDT270 platform is designed to give customization with the opportunity to upgrade as the program grows. Users can choose from six base formats and then add sensors and so ware to build a unique collector.
SDT (800) 667-5325 / www.sdthearmore.com 44
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Clean, Dry Compressed Air Starts with The Extractor/Dryer Manufactured by LA-MAN Corporation
Pixel-by-Pixel alignment of infrared and visible images

The Ti32 Thermal Imager marries thermal images with visual (visible light) images in full screen, picture-in-picture, or blended views. Parallax correction enables perfect image alignment. It records voice comments with every image. It withstands a drop of 6.5 ft and is IP54-rated. The imager also features a widescreen, full-color LCD display and a temperature measurement range of -4 F to +1,112 F. A modular suite of software aids in viewing, annotating, editing, and analyzing images. A 2 GB SD memory card holds 3,000 infrared images or 1,200 fully radiometric infrared and linked visual images.
fluke (800) 760-4523 / www.fluke.com/thermography
Point of Use Compressed Air Filter to Improve and Extend Equipment Life Removes Moisture and Contaminates to a 5-Micron Rating; Lower Micron Ratings are Available Models with Flow Ranges of 15 SCFM to 2000 SCFM Rated Up To 250psi are Standard Differential Pressure Gauge Built In to Indicate Required Maintenance Mounting Hardware Included for Easy Installation Weep Drain is Standard; Float Drain or Electronic Drain Valves Optional
real-time measurement of Positional changes between couPled machines

Rotalign Ultra Live Trend, a short-term continuous monitoring application, determines the relative positional changes between coupled machines during run-up or shut-down. It uses a five-axis sensor to monitor continuously, in real-time and simultaneously, both the vertical and horizontal parallel and angular displacements, from cold to hot condition, or vice versa. This allows the machines to be aligned to reflect normal operating conditions.
ludeca (305) 591-8935 / www.ludeca.com
Over 500 standard rotating unions,
over 3000 models,
over 300 industries.
over 60 years of serving,
Adds up to #1
When you need a rotating union solution for your application, count on the expertsDeublin. OEM or maintenance. Custom design or replacement. Deublin offers both stock items, or unions engineered to your unique requirements.
vibration analyzer has led strobe light

The Model 4216 Vibration Analyzer is designed for vibration analysis and dynamic balancing applications. Operators can troubleshoot rotating machinery vibration problems such as defective bearings, looseness, misalignment, worn drive belts, bent shafts, structural resonance, and unbalance. The handheld LED strobe light provides accurate machinery speed and relative phase measurements. It receives the conditioned signal (filtered or unfiltered) from an accelerometer.
balmac (614) 873-8222 / www.balmacinc.com
Request the New Engineering Catalog at:
Phone: 847-689-8600 Email: customerservice@deublin.com Web: www.deublin.com
2011 Deublin Company. All Rights Reserved.
00M_DBL_011_PlantServicesCorpAd.indd 1
1/13/11 3:44 PM
PRODUCT FOCUS
TURbine PReSSURe SenSOR
The Series 176 high-temperature pressure sensors mount on the turbines combustor and are designed to provide consistent combustion dynamics data monitoring of dynamic pressure phenomena and combustion instability occurring above 986 F (530 C). It achieves sensitivities to 17 pC/psi (2.5 pC/kPa) and ranges from 20 psi (140 kPa) dynamic to 400 psi (2,760 kPa) static. Sensors are ATEX- and CSA-certified for use in hazardous areas.
PCb Piezotronics (800) 959-4464 / www.pcb.com
the Series SIT solar thermometer is designed for reading in low-light applications.
Dwyer instruments (800) 872-9141 / www.dwyer-inst.com
liFT FOR limiTeD lOaDing DOCk SPaCe

The LoadWarrior Level-Lift has a range of 60 in. to load and unload nearly any type of vehicle in the loading dock. Features include independent powered lip control, regenerative hydraulics, and push-button controls. Safety features include an audible alarm with strobe to indicate when the lift isnt fully stored. Safety velocity fuses prevent an uncontrolled descent. With a capacity of 20,000 lb, it enables dock-to-grade forklift access, and can be interlocked with dock doors, vehicle restraints, and other equipment.
Serco (877) 933-4834 www.sercocompany.com
SOlaR-POweReD inDUSTRial TheRmOmeTeR

The Series SIT solar-powered unit has a stem that can be adjusted 180 in the vertical plane, and the display housing can be adjusted 180 in the horizontal plane, providing 360 rotation. Units of measure are field-selectable with an external DIP switch, enabling the thermometer to read from -50 F to 300 F or -45 C to 150 C. Rated as low as 10 lux,
The Original Blue Pipe for Compressed Air

Energy Efficient Modular Design Simple Installation Lower Install Cost Push-to-Connect Completely Reusable No Corrosion Available in 1/2 - 6
When you partner with the global leader in compressed air pipe systems, expect to move your business and the world forward. From various fittings to highly integrated pipe systems, Transairs aluminum pipe ensures higher longevity of equipment and avoids frequent changes of filtration elements. Not to mention, Transairs energy savings element is critical to lowering your overall cost of ownership. So partner with Transair, and get ready to move clean air, guaranteed.
www.parkertransair.com ph 480 830 7764
46
mro marketplace
oil skimminG applications sourcebook
Abanakis 47-page handbook offers application notes on 40 real-world implementations of oil skimming, the lowest cost way to remove oil from water. Newly expanded second edition is indexed by industry and application so readers quickly find case studies for their situation. Sections include food processing, machining, manufacturing, grease/water separation, groundwater remediation, oil/water separation, and wastewater. Call (800) 358-7546 (SKIM) or visit www.abanaki.com/008 abanaki
poWer & temperature control manaGement sYstems

This publication illustrates our experience as a UL 508A certified panel shop in designing and building custom electrical control panels. It also presents a user-friendly guide to selecting a temperature control based on the performance required. Tempco is an ISO 9001 certified quality company manufacturing electric heaters, temperature sensors, temperature controls and process heating systems. (800) 323-6859 or www.tempco.com
tempco electric heater corporation
pumps for inDustrY

Gorman-Rupps products include selfpriming centrifugal pumps, standard centrifugals pumps, submersible pumps, trash pumps, priming assisted pumps, and rotary gear pumps. A complete line of packaged lift stations and booster stations that include pumps, motors, controls, piping, accessories, and enclosures are also available. Call (419) 755-1011 or visit www.GRpumps.com. The Gorman-Rupp Company
12,000 hour air compressor lubricant

Summit Industrial Products Ultima Series was developed for rotary screw air compressors operating under extreme pressure (>150 psig) and temperatures (>255F). Ultimas extended drain intervals of 12,000 hours, under normal conditions, save you downtime and money. It even dissolves varnish, sludge, and carbon deposits. Ultima is the ultimate in air compressor lubrication. Call us at (800) 749.5823 or read more at www.klsummit.com/Ultima.
summit industrial products
color DisplaY Vibration analYZer/balancer

The new VIBXPERT II advanced analyzer combines the advantages of a rapid processor with a brilliant energy-efficient full color VGA display. Enhanced with an Fmax of 51 KHz and 102,400 lines of resolution, all machinery vibration and balancing problems can be captured and easily analyzed with VIBXPERT. For more information, call (305) 591-8935 or visit www.ludeca.com/vibxpert. ludeca, inc.
skill enhancement
Take your technical skills to a higher level with print and electronic training products from American Technical Publishers. We publish a broad range ofproducts featuringcontentin electrical,construction, maintenance, mechanical, and alternative energy. Many new and updated editions areavailable to help keep your skills current. www.go2atp.com
american technical publishers
stainless steel picklinG Gel

Easy to use and store, Wonder Gel safely cleans the toughest slag, weld scale, black oxides, and discoloration from stainless steel surfaces economically, without damaging sound metal surfaces. It restores the After Before protective chromium oxide layer to resist new corrosion and leaves a silvery finish. Call (877) 899-5315 or visit www.derustit.com. Bradford Derustit Corp.
pocket GuiDe to Gears

When it comes to gears, come to the experts. And who knows more about gears, than Martin. After all, weve been manufacturing gears for more than 50 years. If you purchase or specify gears, this handy pocket sized guide is for you. Filled with product descriptions, formulas and more, you will find it indispensable. (817) 258-3000, www.martinsprocket.com
martin sprocket & Gear, inc.
CLASSIFIEDS
PRODUCTS AND SERVICES
100% EFFECTIVE ENVIRONMENTAL BIRD PEST CONTROL

Let our trained falcons, hawks and owls Eliminate the health risk of diseases Bonded & insured for $6 million Winter re nery starling specialists Fight re with re, Apply bird against bird Permanent abatement after 3 year programs Fully Guaranteed Programs Any pest bird species: blackbirds, pigeons, gulls, vultures, crows, etc.
SALES OFFICES MIKE BRENNER, GROUP PUBLISHER AR, AZ, Northern CA, CO, ID, IL, MN, MT, NE, NV, NM, ND, OK, OR, SD, UT, WA, WI, WY Phone: (630) 467-1300, ext. 487 Fax: (630) 467-1120 e-mail: mbrenner@putman.net
All natural, chemical and poison free...Serving the petrochemical, petroleum, nuclear and aeronautic industries. Featured in three Plant Services articles. Over ten years bird abatement experience.
JERRY BURNS, DISTRICT MANAGER AL, Southern CA, CT, DE, FL, GA, LA, ME, MD, MA, MS, NH, NJ, NY, NC, PA, RI, SC, TX, VT, VA, DC, WV Phone: (630) 467-1300, ext.427 Fax: (630) 467-1120 e-mail: jburns@putman.net MICHAEL CONNAUGHTON, ACCOUNT EXECUTIVE IA, IN, KS, KY, MI, MO, OH, TN, Canada, Literature Reviews, Inside Print and Digital Sales Phone: (513) 543-6432 Fax: (630) 467-1120 e-mail: mconnaughton@putman.net POLLY DICKSON, INSIDE SALES MANAGER Classieds Phone: (630) 467-1300, ext.396 Fax: (630) 364-4175 e-mail: pdickson@putman.net NORM KLIEMAN, INSIDE SALES MANAGER Digital Sales Phone: (630) 467-1300, ext.344 Fax: (630) 467-1120 e-mail: nklieman@putman.net SUBSCRIPTION INFORMATION (888) 644-1803 or (847) 559-7360 REPRINTS JILL KALETHA Reprints Marketing Manager Foster Reprints (866) 879-9144 ext.168 jillk@fosterprinting.com PUTMAN MEDIA, INC. 10/2/09 4:24 PM 555 W. Pierce Rd., Ste. 301, Itasca, IL 60143 Phone: (630) 467-1300, Fax: (630) 467-1120
Join these satised customers: B2 Stealth Bombers, Space Shuttle and many others!
RONIN AIR
FALCONRY SERVICE
805-698-5757 See our press releases at www.roninair.com
OIL MIST & SMOKE IN YOUR SHOP?

www.mistcollectors.com Tel: 1-800-645-4174
Contact Polly at (630) 467-1300, ext. 396
Place a Classified Ad!
ADVERTISER INDEX
Agilent Technologies . . . . . . . . . . . . . . . . . . . .14 Allied Electronics . . . . . . . . . . . . . . . . . . . . . . .16 Ansell Healthcare . . . . . . . . . . . . . . . . . . . . . .18 Atlas Copco Compressors . . . . . . . . . . . . . . . . .6 AutomationDirect.com . . . . . . . . . . . . . . . . . . . .2 Baldor Electric Co. . . . . . . . . . . . . . . . . . . . . . .26 Barnes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Bradleys Motors . . . . . . . . . . . . . . . . . . . . . . . .24 Deublin . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45 Eventful Group. . . . . . . . . . . . . . . . . . . . . . . . .51 EXAIR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Fluke . . . . . . . . . . . . . . . . . . . . . . . . . . 8,25,39 Gardner Denver . . . . . . . . . . . . . . . . . . . . . . . 30 Gorman-Rupp . . . . . . . . . . . . . . . . . . . . . . . 40 Hyster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 IFS North America . . . . . . . . . . . . . . . . . . . . .22 Inpro/Seal Company. . . . . . . . . . . . . . . . . . . . .31 Kaeser Compressors . . . . . . . . . . . . . . . . . . . .52 La-Man . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45 Lubriplate Lubricants . . . . . . . . . . . . . . . . . . 20 Martin Sprocket & Gear . . . . . . . . . . . . . . . . . .10 Motion Industries . . . . . . . . . . . . . . . . . . . . . . 44 Motorola . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Paratherm . . . . . . . . . . . . . . . . . . . . . . . . . . .32 Parker Legris . . . . . . . . . . . . . . . . . . . . . . . . . 46 Robinson Fans . . . . . . . . . . . . . . . . . . . . . . . . 33 Summit Industrial Products . . . . . . . . . . . . . 34 VibrAlign . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
48
CLASSIFIEDS
PRODUCTS AND SERVICES
fabric structures
Solutions Sustainable Design-Build
Buildings available up to 300' wide. Low in cost per square foot. Natural daytime lighting. Easy to relocate. Expandable.
Call one of our ClearSpan specialists at 1.866.643.1010 or visit us at www.ClearSpan.com. Please mention code ADPS2.
HOT & DIRTY STAND OUT FROM

CoNtrol THE CROWD ENClosurEs?
Electra
tm
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Filter/Ventilators forcefully blow out hot air & cool with finely filtered ambient air! Less $$ than AC or Vortex Tubes! Five models for any size enclosure! Since 1980!
PLANT SERVICES HAS THE Kool CAREER RESOURCES NEEDED Filter/Ventilators forcefully TO FIND THE PERFECT JOB. blow out hot air & cool with
finely filtered ambient Job search today at air! Less $$ than AC or Vortex JOBS.PLANTSERVICES.COM Tubes! Five models for any size enclosure! Since 1980!
info@wayneproducts.com www.wayneproducts.com
FrEE Catalog! 1 800 255-5665
OILY WATER?
Mini & MAXI-SkimmersTM Collect economically! Several types with 1 qt - 100 gph rates! Reach from 5 to 100 ft. down! Also use with coolants & parts wash fluids! Thousands in use since 1990! View product info at www.wayneproducts.com call 800 255-5665 or email to info@wayneproducts.com
Visit the CMMS/EAM Software Review on www.plantservices.com to nd your perfect match
Control Connection
THE CAREER RESOURCE FOR PROCESS AUTOMATION PROFESSIONALS
Control Connection
THE CAREER RESOURCE FOR MACHINE AUTOMATION PROFESSIONALS
ChemConnection Plant Connection Pharma Careers Food Connection
THE CAREER RESOURCE FOR CHEMICAL PROCESSING PROFESSIONALS
THE CAREER RESOURCE FOR PLANT ENGINEERING PROFESSIONALS
THE CAREER RESOURCE FOR PHARMACEUTICAL PROFESSIONALS
WWW.PLANTSERVICES.COM FEBRUARY 2011 49
THE CAREER RESOURCE FOR FOOD PROCESSING PROFESSIONALS
EnErgy ExPErt
peter garforth
EnErgy InvEstmEnt DEcIsIons

Why do we decide against our best interests?
organizations always make investment decisions that affect energy productivity for decades to come. These once-in-decades choices rarely take energy sufficiently into account. The omissions result in lost financial returns, unforeseen risks, and unexpected collateral disadvantages. The reasons we continue to do this are worth examining. Manufacturers, especially in energy-consuming industries, need to rebuild their processes every few years, often
prices key to making a final investment decision. Energy suppliers and governments tend to present a longterm, stable outlook for energy prices, with low underlying increases. These scenarios owe as much to politics and marketing as to objective market assessments. Other sources make different predictions, depending on their organizations and assumptions. These represent a range from doomsday merchants to naive optimists. The only accurate prediction is that theyre all wrong. If the energy suppliers and governmental outlooks are used to assess alternative investments, the alternative might fail the financial attractiveness test. If the more extreme high-price scenarios are used, alternatives will be seen as attractive in theory, but all too often, be rejected as unrealistic. Last but not least, the most used decision method is still lowest first cost. Overestimating cost and risks, and understating the technical and financial value of efficiency makes the status quo the most attractive option and dominant decision. The less obvious factor is pressure from operating teams to stay with familiar approaches, which has a tendency to produce analyses that foster self-fulfilling prophecies. We all know management should demand realistic benchmarking of risks and efficiency opportunities, require riskadjusted investment analyses, and make decisions that take into account decades of operation. In most cases, this results in different decisions than an updated version of businessas-usual. The reality is invariably the reverse, resulting in long-term costs and loss of overall competitiveness. Its not easy to understand what drives this behavior. Our fear of change and effects of inertia are obvious factors, and seem to be hardwired into our DNA. Future costs and risks inevitably feel less real than the actual cash being used for todays investments. We only have to think how we often fail to buy higher efficiency homes or energy-efficient remodeling and opt for the cheaper, less-efficient dishwasher to be sympathetic to the decisions industrial managers make. Collectively, we need to put in place approaches to decisionmaking that capture energy efficiency in a realistic way and overcome our natural instinct to stay with the familiar. If we dont, well be no better than most small investors who buy high and sell low for the same reasons - fear and inertia.
Peter garforth is principal of garforth International, toledo, ohio. He can be reached at peter@garforthint.com.
HIstory tElls us onE tHIng about EnErgy costs tHEyrE unPrEDIctablE anD futurE PrIcE volatIlIty Is lIkEly to bE grEatEr.
following a predictable timetable. As each occasion approaches, many questions are asked. Do we take an open look at the options? Do we understand what technology or methods are available? Do we have other plants using different approaches that deliver higher efficiencies? Are competitors gaining efficiency through technologies or management approaches? Its even more important to ask these questions before new factories or production lines are built. Even if alternatives are investigated, too often inertia biases our perception of the investment effects. Replacing the status quo with comparable technology has predictable costs and few implementation uncertainties. It has known outcomes, including efficiency gains. Adopting significantly more energy-efficient solutions involves more uncertainty in terms of overall investment and implementation risks. Comfort with familiarity can take over. Risks for replacements are underestimated, whereas those for new solutions get overstated. The efficiency gains for the replacement path are seen as predictable and guaranteed, but less believable for new approaches. This is even more true if alternatives give breakthrough efficiency gains of 30% or more. This built-in security bias is reinforced by the way future energy costs are estimated, making the conventional outcome look more like a forgone conclusion. History tells us one thing about energy costs theyre unpredictable and future price volatility is likely to be greater. Returns for an energy-efficiency investment are defined by avoided future costs, obviously making the assumptions on future energy
50
Consulting Services Compressor Products Clean Air Treatment Products Control Products
The product of a better idea.

In the drive to save energy costs by precisely matching air production to air demand, Kaesers Sigma Frequency Control (SFC) compressors are the most energy-efficient variable speed, single-stage compressors you can find. The competition simply cant compare in performance or quality. Kaeser SFC compressors offer a wider range of operation, from 20% partial load to 100% full load. Plus, our oversized Sigma Profile TM airend rotates at lower speeds for greater output while consuming less energy. With near-unity power factor, built-in phase protection, and superior pressure control, our SFCs are built for a lifetime! And, since we offer them in the widest range of sizes most with integral dryer options we have just the right model for your needs. Of course, the best way to appreciate the superior engineering of Kaeser SFC compressors is to see them in operation, so call 877-586-2691 to find one near you.
Kaeser SFC compressors:
COMPRESSORS
www.kaeser.com/sfc (877) 586-2691
Kaeser Compressors, Inc., P.O. Box 946, Fredericksburg, VA 22404 USA
n (877) Built for a lifetime is a trademark of Kaeser Compressors, Inc. 2010 Kaeser Compressors, Inc.
586-2691

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WWW.PLANTSERVICES.

General purpose AC motors

CHECK OUT OUR PRICES ON MOTORS

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Failure by any Other Name

acme employees injury claim leads to tricky circumstances

learn From Foreign School Systems

level Playing Field

The art of delegation

Energy investment decisions

a blueprint for the real-time enterprise

columns and departments

Where the action is

data Points to Compressors

PdM improves Reliability, Efficiency

The Height of Efficiency

www.PLANTSERVICES.Com FEbRuARy 2011 5

Imagine how your productivity could soar

FROM THE EDITOR

WHERE THE ACTION IS

THERES NOT A MORE INTERACTIVE OR USEFUL PLACE ON THE INTERNET.

Mike Bacidore, Editor in Chief mbacidore@putman.net, (630) 467-1300 x444

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