Maintenance Technology November 2010

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©2010 Schneider Electric Industries SAS, All Rights Reserved. Schneider Electric, Square D, the D-in-a-square logo, and Masterpact are owned by Schneider Electric, or its affi liated companies in the United States and other countries. 998-3599

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22 Updating Your Electrical Safety KnowledgeAvoid accidents by following the safety steps and standards discussed here. Joseph Weigel, Square D Services, Schneider Electric

26 Part II: How To Begin Maintenance Planning: Writing The Job Plan

Eff ective maintenance is strongly linked to eff ective job plans. Pay attention to the required components. Don’t skip anything.

Raymond L. Atkins, Contributing Editor

34 A Powerful Case For Infrared Windows See what you’ve missed! Numbers based on the real-world experience of a power-gen facility show signifi cant ROI.

Martin Robinson, IEng., CMRP, Level 3 Thermographer, IRISS, Inc.

ContentsNOVEMBER 2010 • VOL 23, NO 11 • www.MT-ONLINE.com

FEATURES

DEPARTMENTS

SAFETY PAYS

THE FUNDAMENTALS

PROCESS IMPROVEMENTS

Your Source For CAPACITY ASSURANCE SOLUTIONS

CAPACITY ASSURANCE STRATEGIES

© IZ

NASH

IH —

ISTO

CKPH

OTO.

COM

TECHNOLOGYM A I N T E N A N C E

®YEARS

14 Part II: From Good To Great With Lean MaintenanceStepping up improvements requires you to go deeper into lean. As this expert

tells you, the rewards can be substantial.Christer Idhammar, IDCON, Inc.

6 My Take

8 Uptime 12 Communications

30 Motor Decisions Matter

32 The Green Edge

38 Solution Spotlight

41 Marketplace

46 Information Highway

46 Classifi ed

47 Supplier Index

48 Viewpoint

• exclusive online-only content • late-breaking industry news • 12 years of article archives

www.MT-online.comwww.www.• suppliers/products/services• comprehensive events calendar• professional development opportunities and more. . .

suppliers/products/services

Your Source For Capacity Assurance

Solutions

NOVEMBER 2010 MT-ONLINE.COM | 3

http://www.MT-online.com


November 2010 • Volume 23, No. 11

ARTHUR L. RICEPresident/CEO

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BILL KIESELExecutive Vice President/Publisher

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JANE ALEXANDEREditor-In-Chief

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RICK CARTERExecutive Editor

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ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTER

RAYMOND L. ATKINSContributing Editors

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

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6 | maintenance technology NOVEMBER 2010

MY TAKE

This column goes to press on Election Day. By the time you read it, the voters will have spoken and scores will have been settled. Regardless of your leanings, you, like me, will probably be delighted the mid-term madness is finally over—and that maybe, just maybe, sanity and civility will return to the legislative process, and Washington will get down to the business of healing our economy.

For now, I’ll keep chirping about innovation.In a column entitled “An X-Ray of Dysfunction”* (The New York Times, October 9, 2010),

the great Thomas L. Friedman quoted the Wall Street Journal columnist Gerald Seib, who once noted that “America and its political leaders, after two decades of failing to come together to solve big prob-lems, seem to have lost faith in their ability to do so. A political system that expects failure doesn’t try very hard to produce anything else.” Well said, Mr. Seib.

As Friedman went on to assert, fortunately the expectation and production of “failure” hasn’t taken root everywhere in the U.S. While America may often seem to be paralyzed from the top down, he’s seen, for himself, that it’s alive from the bottom up: “The more I travel around our country,” he wrote, “the more I meet people who didn’t get the word that we’re supposed to be depressed and on our backs…” I’m with Tom. Although he specifically referenced “innovating with technology” as an example of what he’s been seeing, plenty of other types of innovation are paying off around the country.

One place that immediately comes to mind is Arkansas-based Baldor Electric Co., where nobody appears to have been snoozing through the downturn—or gotten the word they’re supposed to be depressed and on their backs. I recently had the opportunity to tour the company’s big, beautiful, busybusybusy Fort Smith motor production facility, where three shifts a day, five days a week, are currently building 30,000 motors in the 1 - 15 hp range—per week. (And this is just one of several Baldor motor plants.) The number of offerings this company is producing and the way it’s delivering them to the marketplace represents an awesome undertaking. It’s clear that some real innovative thinking has been going on in Fort Smith. Based on its history, though, that’s not unusual for Baldor.

(BTW: This site visit also reinforced the idea—at least for me—that reliability begets reliability. In Baldor’s case, its ability to supply reliable motors for your reliable operations depends, to some extent, on reliable processes that depend on reliable equipment, including—what else—reliable motors.It’s like looking at a reflection in a mirror…of a reflection in a mirror…of a reflection in a mirror… Where does it start and where does it end? Intriguing!)

But back to the topic of innovation: It’s what has been keeping more than a few operations viable over the past couple of years, and will be just as crucial (if not more) in the future. That includes innovating in the areas of maintenance and reliability—something you’ll be reading a lot more about in this magazine. You really can’t afford to snooze. That’s all I’m going to say for now, though. Check in with me next month about what we have coming up for all you innovators out there! MT

[email protected]

You Snooze, You Lose

Jane Alexander, Editor-In-Chief

*www.nytimes.com/2010/10/10/opinion/10friedman.html?ref=thomaslfriedman

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UPTIME

We’re all in a race —a race to improve competitiveness. Our racecars and our plant’s equipment are sometimes running “balls to the wall” (so to speak), but we often lose sight of how well we’re doing with our mainte-nance and reliability programs. We can measure a lot of things, but does overall equipment effective-ness (OEE) truly indicate how well our equipment is performing?

What first began as a very simple concept has morphed into one of today’s most misused and misunderstood equipment reliability metrics. OEE’s original intent involved measuring machine perfor-mance improvement over time by way of three data sets: Availability, Performance Efficiency and Rate of Quality. Seems straightforward enough. I’ve written about OEE several times in the past decade, but it bears repeating—especially after my last column on hidden losses (Uptime, October 2010). And there’s more to the story, too…

In the early days of Total Productive Maintenance (TPM) in America (around 1986-1990), we learned TPM was about “improving equipment effectiveness.” In fact, the acronym “IEE” was floated among the early purveyors in this country. IEE (improving equipment effectiveness) didn’t stick: OEE did. Since then, these three vowels have led managers, consultants, authors, speakers and continuous-improvement experts down a road to mass confusion and disagreement.

In case you haven’t noticed, we frequently have a tendency to confuse the original meanings and useful-ness of lots of things. It seems to be especially true with acronyms—those shorthand abbreviations for a series of words that are meant to communicate a powerful concept. “Overall equipment effectiveness” has fallen prey to a fuzzy interpretation because the roots were severely pruned back, shortened and grafted into a new species of modern metrics.

Interpreting ‘balls to the wall’“Balls to the wall” has also fallen prey to fuzzy inter-pretation over the years. What does it really mean? If you’re guessing, you may be thinking it has some-thing to do with “going flat out” in terms of speed or effort. You’re right. Sometimes, you might also hear “balls out” in reference to performance—much like

Star Trek’s engineer Scotty telling Captain Kirk, “I’m giving you all she’s got down here.”

These phrases seem to have originated around the following operations in the mid- to late-1700s:

n Grain-grinding windmills controlled the space between the millstones with governors.

n Governors limited the speed of water wheels.

In 1788, James Watt applied the principle to control the speed of the double-acting steam engine that he and his business partner Matthew Boulton introduced. By stabilizing their speed, Watt’s fly-ball-governor design prevented these engines from running too fast and self-destructing. This governor usually consisted of two heavy steel or brass balls attached to a vertically rotating shaft. As the engine sped faster, centrifugal forces would cause these balls to spin outward in a wide circle around the shaft, whereupon they would pull a “governor” ring upward. Gravity would then pull the rotating balls back down. Because the governor was connected to a throttle valve, the engine speed would basically be limited and controlled. The “balls to the wall” (or “balls out”) scenario was when the engine was running flat out, at the point there was no more power to be had. The governor balls were spinning as fast as they could—spinning horizontally, to the walls.

This graphic characterization was not exclusive to steam engines, though: It was used in connection with early steam-powered locomotives, as in “throttles wide open, giving all she’s got!” World War II fighter pilots also used the term “balls to the wall” in regard to pushing ball-topped throttle levers all the way forward, to the firewall of the aircraft. It meant, in no uncertain terms, that they were going as fast as they could.

While today’s “balls to the wall” connotation may have a similar meaning to that of 300 years ago, the true meaning is often lost—much like the meaning of OEE in many plants today.

Measuring equipment improvementOEE is a basic concept to help answer this question: “How’s the equipment doing now?” In other words,

Bob Williamson, Contributing Editor

OEE And ‘Balls To The Wall’


UPTIME

in general (overall) is the equipment doing what it’s supposed to be doing? If not, where’s the problem and what could be causing it? Is it unplanned downtime or scheduled shutdown losses (availability losses)? Is it running inefficiently, stopping for short times or idling (efficiency losses)? Is it running but producing defects and scrap (quality/yield losses)?

When improvements get underway, the OEE questions come into play again: “How’s the equipment doing now compared with the last time we looked?” Review avail-ability, efficiency and quality/yield losses. What’s changed? In the beginning, OEE was just that simple—comparing one machine’s performance against itself over a period of time (i.e., measuring equipment effectiveness).

Calculating overall equipment effectivenessSupposedly to make things easier, the OEE concept was turned into a formula: Availability % (x) Efficiency % (x) Quality/Yield %. These three factors resulted in a product also called “OEE.” Here’s where it starts getting squirrely. Somewhere in the historical evolution of OEE, we began seeking ways to make our “score” higher—imagine that! Nobody likes a low score, right? So, IF, just IF we factor out “planned shutdown” time, and even time for “planned maintenance,” and then while we’re at it, let’s also factor out “lunch and break times” and “meeting times”… The assumption here? This type of “non-productive” equipment downtime should not be affecting our perfor-mance score.

When this selective calculation began, OEE took a giant leap for mankind: It started becoming a key performance indicator (KPI) for the maintenance department! OUCH!

What does an OEE score have to do with the maintenance department? Not much, since most of the causes of the true losses are outside the direct control of the main-tenance department and its staff. OEE is about EQUIP-MENT effectiveness, not MAINTENANCE effectiveness. OK, some folks got it and realized that OEE was about measuring EQUIPMENT effectiveness as part of Total Productive Maintenance—an equipment-management strategy that engages everyone in the organization, especially those who can influence the root causes of the “major losses” or causes of poor performance.

Yet we still see OEE scores (percentages) being used as a KPI in plants on their “lean journeys.” The theory is that a low OEE must signify a problem to be eliminated or a loss or a “waste” to be targeted. But when you dig deeper into the OEE score, it really gets complicated.

OEE as it relates to efficiencyEfficiency refers to cycle times, design capacity or speed. Thus, whenever product changeovers are performed on a machine, the “efficiency” basis for OEE must also be adjusted to reflect the different cycle times for each specific product. Some take longer than others.

In lean plants, the speeds and cycle times often change to match the daily order quantities to be fulfilled. The TAKT time concept (from the German word “Taktzeit,” which translates to “cycle time”) is used to match the pace of production with customer demand. Consequently, the OEE score (percentage) will change when the TAKT time changes and whenever the product changes.

In these cases the cycle times used to determine effi-ciency losses are not fixed. They are highly variable. SO, for true OEE the actual basis for determining efficiency must change for each product.

The following Leonardo Da Vinci quote typically comes to mind at this point in the discussion of OEE:

“Simplicity is the ultimate sophistication.”

What began as a SIMPLE way to think about major equipment-related losses seems to be spinning rapidly out of control, “balls to the wall!” OEE was supposed to measure machine performance improvement over time. Its use, though, has often derailed the pure fascination with eliminating equipment problems and losses.

Watt-type centrifugal governor (1788) on a Boulton and Watt steam engine at the Science Museum, London (http://en.wikipedia.org/wiki/File:Boulton_and_Watt_centrifugal_governor-MJ.jpg)


UPTIME

Beware of the fallacy of OEE scores and percentages. They can be misleading, perverted, misused, misapplied and misinterpreted—and then believed to be one of the purest equipment maintenance metrics of modern time. But don’t get me wrong: Measuring overall equipment effectiveness is very worthwhile. Just keep the factors and associated losses separate (i.e., availability, efficiency and quality/yield losses). Then add metrics for utilization, mean time between failures (MTBF) or mean time between maintenance (MTBM), mean time to repair or restore (MTBR) and some type of cost metric like equipment care and maintenance cost per unit produced, or the big one: Return on Net Assets (RONA). (IMPORTANT: Please don’t try to factor all those together into one big “killer metric!”)

Here’s another rule of simplicity, often attributed to the Greek mathematician, Archimedes of Syracuse (287-212 BC)…

“Never guess at it when you can calculate it. Never calculate it when you can measure it.”

When calculating OEE, the result is at least six levels removed from the actual cause of the actual loss, which is the beginning of the improvement: eliminating major causes of poor performance. Measure and Pareto-chart the equipment-related losses (I use a list of 14 major ones). Focus on the left side of the chart; these are the major losses. Why calculate when you can (and should) be measuring?

What would it be like if our plants and facilities—equip-ment-intensive operations—were “balls to the wall” in the quest for productivity? For reliability? We would tap all that hidden capacity and outperform any other competitor or nation, anywhere in the world. We can do it if we truly want to. MT

If our equipment-intensive operations were ‘balls to the wall’ in the quest for

productivity and reliability, we could outperform any competitor, anywhere.

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communications

We end this “Maintenance Partnership” series of articles as we began five years ago: by stressing that the maintenance department must acknowledge that it cannot—and does not—function autono-mously. Maintenance must recognize its success is based on a series of integral inter- and intra-depart-mental relationships that are set up and managed to provide mutual benefit for all partners.

The secret behind all successful partnerships is recognizing the difference between “what you manage” and “what you control.” For example, the maintenance department must manage all machine repairs due to bearing failure, regard-less of the cause. Understanding and tracking the cause of failure will differentiate among main-tenance-caused events, like lubrication failure; non-maintenance-caused failure events, like overloading (operations-caused); and cost-driven incorrect/sub-quality bearing choice (purchasing-caused). Maintenance-caused events are in the control of the maintenance department and can be eliminated through an improved maintenance process. Non-maintenance events—although they are managed by maintenance—require resolution through negotiation with partners.

Resolution is often best managed through the partnered development of a Memorandum Of Understandings (MOU) between maintenance and its partners, in which mutually beneficial agreements are scripted for each partnership. To be successful, maintenance must take the initia-tive in establishing MOUs and can facilitate the process by soliciting each potential partner and delivering an investment statement that details the roles of the partner and outlines the benefits of the partnership (inputs and outputs).

For a potential partner to “buy in” to the concept, maintenance must, from the start, establish its

ability to consistently provide the necessary outputs to its partner, and more important, show that it has the mechanisms and capability to process inputs and turn those inputs into a measured target level of maintenance response, asset availability and asset reliability. As the soliciting partner, mainte-nance must prepare by understanding its current strengths and improvement opportunities, and by ensuring intra-departmental communication processes are successfully in place.

Over the course of our “Maintenance Partner-ship” series, we’ve seen that the maintenance department is a hub position, which—like a spoke wheel—is inexorably connected through itself to every perimeter department within the organiza-tion. The hallmark of a successful maintenance department is the partner recognition of a collab-orative relationship that respects the needs and requirements of other corporate departments, coupled with a cognizance of internal mainte-nance-department needs and requirements and the importance of taking responsibility for itself. This level of partnership sustainability can be achieved in a five-step process.

step 1: continue to know thyself Regularly review maintenance operation effective-ness. If your maintenance department continues to struggle with the concept of system management, job planning and open information-sharing—finding it easier to take the path of least resistance typical of reactive environments based on personal agendas and limited responsibility—you must perform a maintenance operation effectiveness review (MOER) to audit and score your current strengths and opportunities. This will allow you to take internal control of the maintenance opera-tion. For those who have already done so, regular

Ken Bannister, Contributing Editor

communications

Sustaining Partnership Agreements

“Most powerful is he who has himself in his own power.”…Seneca


communications

MOERs are in order (every one to two years) to establish the level of improvement and resetting of goals based on partnership agreement updates. These audits must address the following:

Planning and schedulingWork-flow managementLubrication managementInventory controlFailure prevention and analysisPerformance indicatorsManagement reporting

step 2: Know thy futureDevelop an engineered maintenance-improve-ment management action plan (MAP). This is a detailed project plan that plots a time-lined series of maintenance-improvement initiatives deter-mined by studying the corporate and depart-ment vision, short-term and long-term goals and objectives, budgets and investment returns and preparing a phased implementation of projects that can capitalize on strengths, add measurable value to the maintenance function and be imple-mented within a specific time frame.

Building a MAP requires maintenance to work in partnership with other departments and management to determine the validity of the project. This update process will continue to showcase maintenance and set the stage for part-nership MOU development.

step 3: Develop inter-departmental communication toolsWorking effectively with your partners calls for them to deliver work requests based on minimum information requirements that will lead to plan-ning, scheduling and performing work in a timely manner (inputs). In turn, maintenance will need to deliver communicative documentation regarding requisition needs, work completion and capability status (outputs).

Your ability to communicate effectively on an inter-departmental basis will show your partners that you have the ability to consistently provide outputs to help them—as well as be able to act on the input information provided to you.

step 4: Develop partnership input/output matricesThe maintenance-improvement initiatives set out in the MAP will require the collaboration of many

partnerships to achieve success. For example, ongoing maintenance work calls for purchasing to buy products and/or services on time; produc-tion to release the asset; engineering to prepare/change specs; and vendors and contractors to provide delivery of goods and services, etc. As MOUs are established, the requirements of both sides of the partnership can be built into an input/output matrix that will facilitate understanding of the commitments undertaken by the parties.

step 5: meet your partners on a regular basisA MOU should always be a working or living document in which both sides agree to work within the agreement for a period of no less than six months. At such time, the partners can choose to meet and review the agreements for which adherence is difficult and agree to any change requirements, again cementing said agreements for an additional six months of trial. Improve-ment is a continual process: As your company changes direction, so must your maintenance approach. Now is not the time to procrastinate—it’s a time to innovate. (Going forward, you’ll be hearing much more from me about that concept as it specifically applies to maintenance and reli-ability. I’ll want to hear about it from you, too.)

Staying proactive (and being innovative) in your dealings with numerous partners can be taxing, but nowhere near as taxing as having to play “catch up” on unauthorized or non-negotiated changes. It may or may not be a war out there, today, but the following end-quote is just as relevant and compelling as when it first appeared in The Art of War (more than 2000 years ago):

communications

“Whoever is first in the field and awaits the coming of the enemy will

be fresh for the fight; whoever is second in the field and has to hasten

to battle will arrive exhausted.” …Sun Tzu

◆

◆◆

◆◆◆

◆

[email protected]



Part II :

From Good To Great With

Lean MaintenanceStepping up improvement

efforts will require you to

go ever deeper into lean.

As this expert concludes,

the payoff is well worth it.

Drilling on down…

Christer IdhammarIDCON, Inc.

The fi rst installment of this article

(pgs. 14-20 MAINTENANCE TECHNOLOGY,

September 2010) ended with a brief look

at over-manufacturing—the greatest sin

in lean manufacturing. Over-maintenance also

is a sin. Performing more of it than is needed

or before it’s needed should be considered

a waste or an opportunity to improve. This

concluding installment picks up with some

of the biggest improvement opportunities a

maintenance organization has.




Optimizing preventive maintenance Much has been written—and can still be written—about the optimization of preventive maintenance (PM). This discussion, however, focuses solely on how PM optimization relates to lean maintenance.

Optimizing your PM can provide one of the fastest returns on investment you’ll ever realize. If you have a PM system that has all activities documented under each equipment identifi cation number, optimization can be done relatively quickly. If you have a system where all PM activities are documented in a work order, the work becomes much more extensive, if not impossible. If you want to optimize your PM, you must have a system that can collect all PM efforts in a lucid way under respective identities on the maintenance object. This is important because more than 95% of all PM activities are performed as route-based activities while the manufacturing process is running. As a result of increased integration of what lubricators, mechanics, electricians and operators do, the system must always change—and be able to change easily. If your existing PM is based on work orders, the simplest way to begin your optimization efforts is by establishing a route-based system (which can be set up at a very low cost).

Today, it’s surprising to fi nd some PM systems continuing to operate much like they did when they were fi rst imple-mented 30-40 years ago. The distribution of work among different groups is still the same as it was back then. Granted, in many of these companies, operators have become involved in preventive maintenance, but their efforts are combined with other PM measures. Herein lies a great opportunity to optimize numerous PM activities.

As an example, in one chemical plant, most pump units still had the following PM measures done:

■ Lubricators lubricate everything, except electric motors.

■ Electric motors are lubricated by electricians. (Even ifit’s old-school and a waste of the electricians’ skills, it is still happening.)

■ A mechanical PM inspector performs mechanical inspections.

■ Gear couplings are overhauled during annual scheduled shutdowns. (This could be moved to inspections as the equipment runs, with repairs done as needed.)

■ Electricians and instrument technicians inspect electri-cal components and sensors.

■ Technicians perform vibration analyses.

■ Operators conduct general inspections of units.

After optimizing this system, PM activities were reduced by 50%—and the new activities were considered more effective than before.

It can be a good idea to take photos of several pieces of the equipment and show what PM is performed and by whom. Then show how to integrate and optimize all PMs. After that, you can determine costs and savings.

Lean shutdown management Depending on the industry, a “shutdown” can vary dramati-cally in scope, including, for example:

■ Several weeks for a stop in an oil refi nery

■ Days for a longer chemical-plant shutdown

■ Hours for a recurring shutdown in many process industries

■ Minutes for manufacturing-operation adjustments and tool changes

■ Seconds for automobile-racing pit stops

NASCAR is a good example of what can be accomplished through precision planning, scheduling and execution. Major contributors to pit-stop—or shutdown—performance include communication between operations and mainte-nance and continuously working on improving the basics of planning and scheduling, execution and root cause problem elimination. In the 1950s, a good pit stop lasted approx-imately 240 seconds. If nothing had been done to improve these events in the years since (because everyone thought four-minute pit stops were good), we would still be watching them. On the other hand, a crew that could bring those old 240-second pit stops down to the shorter times seen in NASCAR today has the potential to win races.

Interestingly, a NASCAR driver is in constant contact with the pit crew. He/she doesn’t suddenly show up in the pit and complain about a problem with a right front tire, only to have the crew answer: “Let us go to the store and check on a replacement tire.” Unfortunately, this happens daily in most plants. In NASCAR competition, there’s a strong motiva-tion to win races; in our plants and facilities, there might be completely different factors driving motivation.

In addition to driving Planning and Scheduling to precision and excellence, NASCAR pit crews are continuously working on improving the basics. This includes, among other things:

■ Analyzing problems and successes

■ Training 20 hours per week for 20 seconds of work on Sundays

■ Doing work right before doing it fast



Regardless of the length of a shutdown, the same prin-ciples apply in making these events more effective—or leaner.

■ First and foremost, problem-free operation should be possible between scheduled shutdowns. Mean time between production losses (MTBPL) including quality, time and speed should be as long as possible.

■ Shutdowns should be performed with the right quality on all jobs, as quickly as possible.

The combination of how many shutdowns you have and how long they are affects both your production volume and your ability to deliver product on time. It is a given that the shutdown must be scheduled (when and who executes what) and that all the jobs must be planned (what, how, all tools, spare parts and materials, lockout/tagout, etc.) before the shutdown begins. In addition, all shutdowns should have a set time for freezing the schedule. After the freezing point, no new jobs will be accepted without harsh criticism. Two measurements can be used to challenge your organization and measure and show improvements. They are as follows:

1. Number of added-on and changed jobs… Defi ne a freezing point for a scheduled shutdown that is to be done within an agreed-upon time frame. Then determine how many jobs are added or changed after the freezing point and during the shutdown. Scrutinize all the added or changed jobs within three days of the shutdown’s completion. Seek explanations for them and learn how they can be avoided next time.

2. Relationship between scheduled and unscheduled shutdowns… With the same defi nition as in the previous paragraph, we can measure the relationship between scheduled and unscheduled shutdowns. For many process industries, the quota of the equation is over 1—and should steadily increase. This is on the condition that scheduled shutdowns are not programmed and based on old habits, but rather based on market factors and condition monitoring of process and equipment.

Determining what jobs actually must be done during a shutdownMany jobs are performed during a shutdown only because they have always been done—and no one has ever questioned if they actually need to be done. To know

Regardless of the length of a shutdown, the same prin-ciples apply in making these events more effective—or leaner.

■ First and foremost, problem-free operation should be possible between scheduled shutdowns. Mean time between production losses (MTBPL) including quality, time and speed should be as long as possible.

■ Shutdowns should be performed with the right quality on all jobs, as quickly as possible.

The combination of how many shutdowns you have and how long they are affects both your production volume and your ability to deliver product on time. It is a given that the shutdown must be scheduled (when and who executes what) and that all the jobs must be planned (what, how, all tools, spare parts and materials, lockout/tagout, etc.) before the shutdown begins. In addition, all shutdowns should have a set time for freezing the schedule. After the freezing point, no new jobs will be accepted without harsh criticism. Two measurements can be used to challenge your organization and measure and show improvements. They are as follows:

1. Number of added-on and changed jobs… Defi ne a freezing point for a scheduled shutdown that is to be done within an agreed-upon time frame. Then determine how many jobs are added or changed after the freezing point and during the shutdown. Scrutinize all the added or changed jobs within three days of the shutdown’s completion. Seek explanations for them and learn how they can be avoided next time.

2. Relationship between scheduled and unscheduled shutdowns… With the same defi nition as in the previous paragraph, we can measure the relationship between scheduled and unscheduled shutdowns. For many process industries, the quota of the equation is over 1—and should steadily increase.that scheduled shutdowns are not programmed and based on old habits, but rather based on market factors and condition monitoring of process and equipment.

Determining what jobs actually must be done during a shutdownMany jobs are performed during a shutdown only because they have always been done—ever questioned if they actually need to be done

© AHOPUEO—ISTOCKPHOTO.COM



if what you are doing is right, you should have a good under-standing of the expected life of each respective component. For example, to regularly change out a roller bearing after 8000–10,000 hours of operation can’t be right. Still, it is a common preventive recommendation from manufacturers.

Consider the following issue that came up at a production facility recently: It concerned an OEM’s recommendation to change a centrifuge bearing once per year. The rationale? “The centrifuge rotates with a high rpm, and if a bearing breaks, the rotating unit can cause severe damage, including bodily injury.” According to bearing OEM calculations, the life for a bearing is between one and 15 years (L10–L90 life span). In this application, it’s calculated that 10% break within one year of operation, 10% last longer than 15 years.

This fact alone indicates it is wrong to change the bearings on an annual basis. A bearing that is changed could poten-tially last for more than 10 years, whereas the replacement bearing might not last more than three. Moreover, there is always a risk that a problem will be induced when a compo-nent is changed.

Within reliability theory, bearing failures are defined as random failures—you don’t know when they will occur. That also means you can’t know when the component needs to be changed out. “Even though I know it isn’t right to change the bearings, I still do it,” noted the maintenance manager at the facility in question. As he explained, despite his plant manager championing lean manufacturing, becoming lean in maintenance isn’t always comfortable.

Many jobs are done during a shutdown only because they have always been done.

To determine which of them actually MUST be done, you should have a good

understanding of the expected life of each respective component.

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You should also ask if jobs that are done during a shutdown could be done during production. One good example of innovation/new thinking involved changing joints of high-voltage lines. With the aid of a helicopter and dynamite, the old joints were improved without disruptions in the power supply [Ref. 1].

Lean- and reliability-based spare parts and materials managementIn about 50% of operations, spare parts and materials stores reports to the maintenance organization. In the other 50%, it is part of the purchasing function.

When an organization wants to become lean, one of the fi rst areas of attack is materials and spare parts. By reducing the value of spare parts and material in storage, you can reduce costs. There are often big opportunities to lower the value in many stores, but such efforts can be very costly if not done right.

As an example, one of the most common mistakes is to discard parts that haven’t been used in the past fi ve years or more. This tactic is simplistic and risky—but it’s still being used in many plants today. Incorrect and expensive cutbacks like this often happen as a result of individuals responsible for the stores pursuing the goal of reducing store value. They may not be concentrating on the consequences of not having the right part in storage when it is needed, which is a real problem for those responsible for operations and maintenance.

Most stores, especially in plants that are 10 or more years old, can reduce their value by 10 to 20% without negatively affecting production reliability. To successfully—and sustainably—reduce the value of parts and material kept in stores, you must focus on measures that drive down the cost, not only on reducing the store value. You should also set up a measurable goal for this effort. It could, for example, be something like “With a service factor maintained at 97%, we will reduce value of inventory kept in stores.” In this case, the service factor would be the percent of occasions the right parts/material have been available when needed for a maintenance job.

1. Knowing what parts and material are in your stores… This is the fi rst information you need. Do a quick evalu-ation of how accurate the inventory list is. Randomly choose 300 to 500 articles and compare how correct the balance is, the location in the stores, etc. While it may be typical for the inventory catalog to be 70% accurate, 98%+ would be better. But even if your accuracy value is 100%, it doesn’t mean that the stores are cost-effective. Do you have the right articles? Do you have too many?

You should also ask if jobs that are done during a shutdown could be done during production. One good example of innovation/new thinking involved changing joints of high-voltage lines. With the aid of a helicopter and dynamite, the old joints were improved without disruptions in the power supply [Ref. 1].

Lean- and reliability-based spare parts and materials managementIn about 50% of operations, spare parts and materials stores reports to the maintenance organization. In the other 50%, it is part of the purchasing function.

When an organization wants to become lean, one of the fi rst areas of attack is materials and spare parts. By reducing the value of spare parts and material in storage, you can reduce costs. There are often big opportunities to lower the value in many stores, but such efforts can be very costly if not done right.

As an example, one of the most common mistakes is to discard parts that haven’t been used in the past fi ve years or more. This tactic is simplistic and risky—but it’s still being used in many plants todayand expensive cutbacks like this often happen as a result of individuals responsible for the stores pursuing the goal of reducing store value. They may not be concentrating on the consequences of not having the right part in storage when it is needed, which is a real problem for those responsible for operations and maintenance.

Most stores, especially in plants that are 10 or more years old, can reduce their value by 10 to 20% without negatively affecting production reliability. To successfully—of parts and material kept in stores, you must focus on measures that drive down the cost, not only on reducing the store value. You should also set up a measurable goal for this effort. It could, for example, be something like “With a service factor maintained at 97%, we will reduce value of inventory kept in stores.” In this case, the service factor would be the percent of occasions the right parts/material have been available when needed for a maintenance job.

1. Knowing what parts and material are in your stores… This is the fi rst information you need. Do a quick evalu-ation of how accurate the inventory list is. Randomly choose 300 to 500 articles and compare how correct the balance is, the location in the stores, etc. While it may be typical for the inventory catalog to be 70% accurate, 98%+ would be better. But even if your accuracy value is 100%, it doesn’t mean that the stores are cost-effective. Do you have the right articles? Do you have too many?



2. Determining how many articles exist in undocumented storage… If the inventory catalog and/or the plant register—including component record and spare parts documented for each piece of equipment—aren’t accurate and reliable, users will not trust that the articles they need are going to be available in the store when they need them. This is one of the reasons people start building up their own stores. Such activities can become extensive and very expensive. The costs are invisible. More articles are purchased before they are needed, often in greater quantities than necessary. Even worse, articles frequently are stored in bad environ-ments where they can be damaged by corrosion, dirt, vibrations, etc. It’s imperative to clean up, sort, organize and document all articles in such storages. The store manager will probably not want to take all these items back into the central stores, as they would increase stores value and take up costly space. (Note: Undocumented stores might best be characterized as “emotional stores.” If you make an effort to document them, then take these parts away from the people who have amassed them and put the items in central stores, you’ll understand why the term “emotional” applies.)

3. Deciding what to have in storage… While known and traditional methods and data used to decide what should be kept in storage (i.e., delivery times, economic purchasing quantities, consump-tion statistics, etc.) may or may not always be available, it also is not uncommon that information on risk for breakdown of a component, cost if an article is not in storage when it is needed, condition-monitoring-based storage, number of

Undocumented stores

could be characterized

as ‘emotional stores.’

Try taking these parts

away from people who

built them up and you’ll

understand why the term

‘emotional’ applies.

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identical parts used in the plant equipment, etc., to be missing. Then, only guesses can be made as to what should and should not be kept in storage.

It is important to conduct an analysis on what production equipment is critical and which components within each piece of this equipment could cause a breakdown. The breakdown cost compared to the cost of keeping parts in storage is a crucial piece of information that should be taken into consideration when store levels are decided.

With good condition monitoring, you can often avoid keeping parts in storage if the so-called failure-developing period is longer than the delivery time of the parts being monitored. A practical example is chains and sprockets made of steel. They wear down over a longer time period, are easy to inspect with objective methods and the delivery times for replacements are typically short. If you monitor wear of sprockets and chains, you can order them when you need them instead of keeping them in storage.

Working with an accurate inventory catalog and/or the plant register, including component record and spare parts documented for each piece of equipment, you will know how many identical articles are included in the production equipment. This is necessary and important information to have when evaluating suppliers’ recommendations and decisions on what to keep in stores. The absence of this documentation can lead to storing the wrong parts and quantities.

Standardization can also reduce storage substantially. If you have a produc-tion line with 22 or so different (and critical) motors, you might decide to keep one of each type in storage. You can often standardize on about fi ve different motors, or even a single type. Then, only fi ve motors—or maybe just one—would need to be stored.

Maintaining stored items…You need to keep parts you store in the right environment, free of dust and other contaminants and safe from vibrations. Rotating equipment like electric motors and pumps should have their shafts oriented toward the aisles in the store, so they can be easily rotated to avoid sagging of shafts and damage to bearings. V-belts and other belts made of rubber and similar material should be kept away from daylight (preferably in a dark location). Bearings should be stored fl at and turned on a regular basis.

Striking greatnessStepping up from good to great in your organization via lean maintenance requires drilling down to the core principles of lean. Understanding and embracing them can help you leverage countless improvement opportunities in your maintenance operations and elsewhere. MT

Reference1. “Reliability Tips / March 2008 / Power line workers,” www.idcon.com

Highly respected, award-winning reliability and maintenance-management expert Christer Idhammar is the founder and executive vice president of IDCON, Inc., based in Raleigh, NC. For more information, e-mail [email protected].

The breakdown cost of

critical equipment and

components compared to

the cost of keeping parts in

storage is a crucial piece

of information. Be sure to

take it into consideration

when deciding store levels.


22195 © A.W. Chesterton Company, 2009. All rights reserved.

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SAFETY PAYS


Joseph WeigelSquare D ServicesSchneider Electric

Updating Your Electrical Safety Knowledge

Avoid devastating

accidents by following

the safety steps and

standards listed here.

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2005

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T oo often in the United States, a worker is severely

injured or killed in an electrical arc-fl ash accident:

That’s fi ve to 10 times per day. Other electrical

incidents can also harm workers. They typically

involve accidental contacts with energized parts that

lead to shock and electrocution. The injuries and fatali-

ties resulting from these events can be devastating to

workers and their families. The fi nancial consequences

can be very damaging to a company.

This article is based onone that fi rst ran in an Independent Electrical Contractors’ publication.

SAFETY PAYS


There are important steps that companies can take to reduce the occurrence of electrical accidents and better protect the worker and the employer from the physical, fi nancial and statutory consequences of such incidents. This article covers nine steps for reducing your arc-fl ash risk. Several of them are required as part of the National Fire Protection Association (NFPA) standard 70E® 2009—which provides a detailed reference for facilities to meet the requirements of electrical workplace safety. The other steps are recommended and considered best practices for improving overall safety within a facility. Clearly, the fundamental requirement for electrical safety is always to place electrical equipment in an electrically safe condition whenever possible through a proper lockout/tagout procedure. But NFPA 70E 2009 provides additional best practices for electrical safety, and these are recognized and enforced by OSHA.

NFPA requirements■ Establishing an electrical safety program

with clearly defi ned responsibilitiesThis is a written document created by the employer that covers all areas of the company’s electrical safety policies. It includes such things as lockout/tagout procedures, internal safety policies and responsibili-ties for electrical safety.

■ Conducting an electrical-system analysis to determine the degree of arc-fl ash hazardThis analysis is an electrical-system study performed by engineers familiar with the power distribution and control equipment and the calculation methods required. The arc-flash analysis will determine, among other things, the incident energy potential of each piece of electrical distribution equipment in the facility. This incident energy potential will define the Hazard/Risk Category of personal protec-tive equipment (PPE) that the employee is required to wear while performing any work when energized parts are exposed. The methodology for conducting these analyses is outlined in IEEE 1584 Guide for Performing Arc-Flash Hazard Calculations.

■ Using Task Tables 130.7(C)(9) to select PPEOne alternative to a detailed arc-flash analysis that is permitted in NFPA 70E 2009 Article 130.3 Exception Number 2 is to use the task tables in 130.7(C)(9) to determine the required PPE Hazard Risk Category.

Each table has usage limitations as stated in the footnotes. The footnotes typically specify a range of available fault current and clearing time for the upstream over-current protective device beyond which the tables may not be safely used. Unless a detailed arc-flash analysis has been performed, users will usually not know these details, and this commonly leads to misuse of the task tables, which can lead to under-protection for the worker.

The task tables are based on calculated values within the limits of the stated footnotes, but also include the probability of causing an arc fl ash based on the task being performed. This probability factor is highly variable and subjective, and can potentially lead to signifi cant under-protection.

Since the NFPA 70E 2009 Article 130.3(C) now requires that the equipment be labeled with either the incident energy in calories per square centimeter or the PPE hazard Risk Category, using the tables creates a problem with labeling as well. Relying on a detailed arc-fl ash analysis for PPE selection is always a preferred and more accurate method.

■ Conducting safety training for all workersNFPA 70E defines a qualified person as “one who has skills and knowledge related to the construc-tion and operation of the electrical equipment and systems, and has received safety training to recognize and avoid the hazards involved.”

This training requirement means that the employee must have received safety training specific to the hazards of arc flash, arc blast, shock and electrocution. OSHA does not consider electrical workers to be qualified until they have received this specific training.

A fundamental requirement is always to place electrical equipment in an electrically

safe condition, whenever possible, through proper lockout/tagout.

NFPA 70E 2009 provides additional best practices that are recognized and enforced by OSHA.

SAFETY PAYS


■ Ensuring there is adequate personal protective clothing and equipment on handEmployees working in areas where there are potential electrical hazards shall be provided with electrical protective equipment that is appropriate for the specifi c parts of the body to be protected and for the work to be performed. This can include fi re-resistant shirts, pants or coveralls, or a multi-layer fl ash suit.

■ Ensuring proper tools are on hand for safe electrical work

In addition to PPE, the standards require the employer to furnish other tools for safe electrical work. This includes insulated voltage-rated hand tools and insulated voltage-sensing devices that are properly rated for the voltage application of the equipment to be tested.

■ Applying warning labels to all equipmentCurrently, NFPA 70 dated 2008 (National Electric Code) states in Article 110.16 - Flash Protection: “Electrical equipment, such as switchboards, panel-boards, industrial control panels, meter socket enclo-sures, and motor control centers that are in other than dwelling occupancies and are likely to require examina-tion, adjustment, servicing, or maintenance while ener-gized shall be fi eld marked to warn qualifi ed persons of potential electric arc fl ash hazards. The marking shall be located so as to be clearly visible to qualifi ed persons before examination, adjustment, servicing, or mainte-nance of the equipment.”

The current NEC requirement for application of hazard warning labels on electrical equipment, National Electrical Code (NEC) 2008, does not require that the specifi c information, such as the PPE Hazard/Risk Category, incident energy, boundary distances and other data that would be provided by the arc-fl ash hazard analysis, be included on the label. However, the current NFPA 70E 2009, in Article 130.3(C), has elevated the labeling requirement by stating “Equipment shall be fi eld marked with a label containing either the incident energy or required level of PPE.”

Additional best practices ■ Appointing an electrical-safety program manager

Identify someone from your organization who has vast knowledge and experience within the electrical industry. This should be a well-organized, responsible individual who will take the position seriously. Having a single person who is familiar with electrical code requirements and other safety issues will pay off.

■ Maintaining all electrical distribution system componentsAll electrical distribution systems contain active components such as fuses, circuit breakers and relays to help protect the system in the event of an electrical fault. While these components—called over-current protective devices—play a critical role in protecting the system, they’re crucial in protecting workers from arc-fl ash and arc-blast hazards.

Modern, properly adjusted over-current protec-tive devices that have been well maintained are able to detect an arcing condition almost instantaneously and clear the fault quickly. This always results in a signifi cant reduction of the amount of incident energy that’s released. Many existing electrical distribution systems have old components that haven’t been well-maintained over time. In actual fi eld testing, it’s often apparent their ability to react to an arcing event is much slower than would be the case with a modern, well-maintained device. Unless the protective device optimally reduces the time to clear the fault, the hazard to a worker standing within the fl ash-protection boundary can dramatically increase. In the past, the maintenance and condition of these devices was not a primary concern for many facility owners, as it often was not clearly understood that poor condition or inadequate maintenance presented an elevated safety hazard for workers. With the current focus on work-place hazards and electrical safety, companies are more vigilant regarding the condition and maintenance of their electrical systems. This requirement for main-tenance of electrical distribution equipment has also been incorporated in the NFPA 70E in 2009.

Too often in the United States, workers are injured or killed in

electrical arc-fl ash accidents. That’s fi ve to 10 times per day!

SAFETY PAYS


■ Maintaining and updating electrical distribution documentationElectrical distribution system documentation is another important area that’s not been well-managed in many facilities. Documents such as the electrical one-line diagram (essential to safety when performing the lockout/tagout process), short circuit and coor-dination studies and other critical documents often are poorly maintained. When system components change due to revisions or facility expansions, this documentation is frequently not updated. Lack of attention to documentation management makes the cost and work scope of providing accurate arc-fl ash

hazard analysis much greater. Since these documents are such a critical part of electrically safe work prac-tices, lack of attention creates additional legal liability if an accident does occur. MT

Joseph Weigel is a product manager for Square D Services, a busi-ness unit of Schneider Electric, and has been very involved in the development of Schneider’s Arc Flash Safety program to educate customers on emerging safety standards. He’s a member of the National Fire Protection Association (NFPA) and Institute of Electrical and Electronics Engineers (IEEE). Telephone: (615) 844-8656; e-mail: [email protected]


Yes, Safety Really Does Pay Schneider Electric North American Operating Division can attest fi rst hand to the fact that safety really pays!

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26 | MAINTENANCE TEChNOLOgy NOVEMBER 2010

Effective maintenance is strongly linked to effective job plans. Pay attention to the

required components. Don’t skip anything.

There is no place in the modern maintenance orga-nization for job plans that rely simply upon luck and common sense. You can’t hope your way into a reliable manufacturing process, no matter how many rabbit’s feet you carry.

In the last article, we also discussed the importance of selecting the right candidate for the job of mainte-nance planner. Planning is a meticulous and detail-oriented job, and if you want your planning initiative to succeed, your planner will have to exhibit those qualities. Close enough is not good enough when writing a job plan. It has to be perfect. It is an exercise in absolutes. That said, let’s now turn our attention to the creation of a good job plan.

There are several components to a good job plan—the order in which you assemble these pieces is not nearly as important as the fact that none of them are to be skipped.We’ll get to the best way to put them into the job packet later. The various components of a complete job plan include: job steps; tool list; skills roster; bill of materials (BOM) and parts list; diagrams, photographs, illustrations; standard maintenance procedures (SMPs); and safety, including lockout and personal protective equipment (PPE).

It’s often helpful to read several job plans written by others before beginning, just to get the feel for what the end product should look like. My recommendation is to begin by writing down the actual job steps. The procedure should be written as a numbered list with each number representing one of the

Let’s re-cap: In the fi rst part of this article (pgs. 30-31,

MAINTENANCE TECHNOLOGY, August 2010), the discus-

sion focused on how critical maintenance planning is

to the success of your maintenance organization. In

fact, we made the uncontestable point that your maintenance

effort will fail IF YOU DO NOT plan. Let me say that again.

Your maintenance effort will fail if you do not plan.

Part II. . .

How To Begin Maintenance Planning: Writing The Job Plan

Raymond L. AtkinsContributing Editor


A SPECIAL SUPPLEMENT TO MAINTENANCE TECHNOLOGY

finite steps of the job. This list will also serve as an outline for your planner as he/she puts together the job packet. The steps should, of course, be recorded in the order they are to occur. If the planner happens to be a former technician who has performed the task before, then this portion of the process should be pretty straightforward. If the planner has not performed the job before, he/she must consult with someone who has. If the job being planned has not been performed by any current employee, it is strongly recommended that you hire an outside contractor or a factory representative to not only help write the job plan, but assist in doing the actual job as well. When it comes to industrial maintenance, there is no substitute for knowledge and experience.

Notes on providing job-step specificity…I have been asked on several occasions about just how specific the written job steps should be, and my answer is always the same: Your job steps should be as specific as needed to successfully complete the work at hand. I’m not being a wise guy—it depends on your maintenance organization and the level to which your technicians have been trained. Keep the least skilled in mind.

If all your millwrights have been properly trained in torque specifications and know how many foot-pounds of torque a grade-eight bolt requires, then that job step can be written in general terms. If, however, they haven’t been trained in torque specifications and if you don’t want to have a rash of looseness issues over the coming months, your planner had better spell out quite plainly that the ½” bolt should be torqued to 119 foot-pounds. The same concept holds true for belt tension, sprocket alignment, bearing installation, fan balancing, motor wiring, hose construction and countless other tasks. If the planner knows that the millwrights and technicians have been recently checked-out on the task, then that task can be referred to in less-specific terms.

There is one final note about the job-steps portion of the job plan. The work-order document should be designed with adequate space for a technician to jot notes and comments on it. Doing just that should be a departmental requirement, rather than a suggestion.

The job plan is a living document, and each time the job is performed there should be valuable feedback from the field that can be incorporated back into the plan. The idea is to eventually arrive at the one safest, most effective and most efficient way to do the job. Additionally, there should be spaces for the mainte-nance professionals to sign off that they have completed the work according to the specifications laid out in the document. This step is nothing less than crucial. Accountability must be embraced in any maintenance department if it is to succeed.

Notes on constructing a tool list…Once the job steps have been written down in order and checked by a maintenance professional for errors or omissions, the next step is to analyze the job with an eye to constructing the tool list. The tools referred to here are in addition to those that we would normally expect to find in a multicraft’s tool pouch— they’re specific tools required to do the job. These items might include welders, torches, shackles, straps, cables, cranes, come-alongs, jacks, porta-powers, alignment and measurement devices, specialty tools, power tools, man lifts, forklifts and a large variety of other things not needed for every job. This is a critical step that must not be skipped by the planner. (I would venture that there is not a single reader of this article who hasn’t had at least one major job grind to a halt because the need for a specialty tool was not planned for.)

Notes on constructing a skills roster…The skills roster is, in many ways, similar to the tool list. The difference is that while your tool list specifies the exact tools that will be needed to successfully complete a job, this roster is a list of the skill sets that will be required to finish the task. Many organizations are moving (or have moved) toward multicraft status for their maintenance profes-sionals. In these cases, the assumption would be that any employee who picks up the work packet could perform all of the tasks that the job calls for. But even in a multicraft organization—and especially in a non-multicraft environ-ment—the truth is that some maintenance professionals are better at certain things than others. Thus, it’s always better to list the skill sets that will be needed to complete the project. A few of these specialties might include welding, cutting, fabrication, millwright, hydraulics specialist, elec-trician, plc programmer, pneumatics specialist, machine operator, alignment technician, reliability technician and machine-specific technician.

Notes on constructing a bill of materials and parts list… The bill of materials (BOM) and parts list is one of the most important portions of the job plan. It represents, literally, the nuts and bolts of the job. As such, it should be as specific as possible. Parts should be listed by both part number and description, and no job plan should progress to the ready stage until every part is on hand and has been verified to be the correct part. This specificity is not only important with regards to parts. Materials such as wire nuts, epoxy, twist-ties, shims, loose steel, grease, nuts, bolts, washers, rubber hose, O-rings and hundreds of other non-job-specific materials must be listed on the job plan, and when the job is scheduled, these materials must be verified as being on-hand and available for use. In addition to being a complete record of all parts and materials, your BOM and parts list should also indicate any special disposal instructions for removed or replaced parts.

28 | MAINTENANCE TEChNOLOgy NOVEMBER 2010

A SPECIAL SUPPLEMENT TO MAINTENANCE TECHNOLOGY

There are several

components to a good

job plan. The order

in which you assemble

these pieces is not nearly

as important as the

fact that none of them

are to be skipped.

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Notes on compiling diagrams, photographs and/or illustrations…Everyone has heard the old saying that a picture is worth a thousand words. That’s an understatement when it comes to a maintenance job plan. Your planner literally cannot include too much illustrative material with a job plan.

A good planner should take advantage of the fact that we live in a digital world and illustrate job plans accordingly. Even something as simple as a good color picture of the job site with a circle drawn around the part to be replaced or repaired can be a great help to a team of technicians unfamiliar with the job. Each diagram, photo and/or illustration should be numbered or lettered and referred to with that designation in the appropriate written job step—as in “See Illustration #2” or “Refer to Diagram A.” Specific materials that come with parts should be handled in the same manner, with copies of the instruction sheets being included in the job packet while the original remains with the part.

Notes on including standard maintenance procedures (SMPs)…It’s helpful to include copies of specific SMPs in the job plan if those procedures are necessary to the successful completion of the job. As discussed earlier, if you have confi-dence that your maintenance professionals are performing in practice at the same level that they are on paper, this step may not be necessary. But your planner should include the SMP if there is any doubt that any member of your staff may find himself or herself out in the field under the pressure of a deadline not knowing how to perform a task. Remember that a job plan must be written with your least-skilled technician in mind, because that is the person who might draw the work. An SMP is, in reality, a small job plan, and it is designed to impart information to those who need it.

Notes on addressing safety, lockout and PPE … After the rest of the job plan is written, the planner has all of the necessary components to be able to write the crucial safety portion of the job plan. Once the scope of the work has been determined, critical information such as which machines to lock out, what PPE will be required and which safety protocols must be observed can be determined. The planner should consult with a millwright familiar with the machine, an operator and the safety manager or safety committee when outlining the safety components of the job plan.

Notes on assembling the job packet… After all components of the job plan have been completed, it is time to put together the job packet. The order I recommend is:

n Safety (including Lockout and PPE)n Job Stepsn Tool Listn Skills Rostern Bill of Materials (BOM) and Partsn Diagrams, Photographs and/or Illustrationsn Standard Maintenance Procedures (SMPs)

Once the packet has been assembled, it should be given to a millwright or technician who should then read over the job plan with the following question in mind: If I had to complete this job using only this job plan as my guide, could I do it? The answer will determine whether or not the job plan is complete. If any part of the plan is unclear, the time to make the change is before the job begins. MT

Ray Atkins is a retired maintenance professional (and award-winning author), based in Rome, GA. He spent his last five years in industry as a maintenance supervisor with Temple-Inland. Web: www.raymondlatkins.com; e-mail: [email protected].

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Life-Cycle Cost: The Real Purchase Price

BOOSTING YOUR BOTTOM LINE

L

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ife-cycle cost (LCC) analysis is a powerful method of evaluating the total costs over the lifetime of equipment or systems. A basic

LCC analysis will refl ect purchase, installation, operation, maintenance and disposal costs. Looking beyond the initial purchase price will help you understand where your organization spends its money.

For example, did you know that the electricity used to power a motor represents approxi-mately 95% of its total lifetime cost, including its purchase price? In many organizations, however, typically only the “initial costs”—such as purchase price and installation—are consid-ered when investing in new equipment.

Why aren’t life-cycle costs calculated more often? For one thing, these analyses require collection of additional fi nancial data beyond initial cost. While the thought of gathering this information may seem daunting, you may need less than you think to get started.

For assessing basic equipment like motors and drives, begin with the following simple formula to get a ballpark estimate of lifetime cost. You’ll need to know initial purchase and installation costs (I); expected life of the system in years (L); yearly cost of operation and maintenance (O&M)—be sure to include energy costs; expected yearly repair costs (R); and disposal costs (D) or salvage value (S). Make use of accepted industry estimates, spec sheets and your own facility’s cost data for similar equipment:

Simple LCC = I + L(O&M + R) + D - S What can be learned from this basic analysis?

In the case of motors, O&M energy costs are often signifi cant—so much so that they can over-shadow initial purchase and installation costs. Now imagine considering the operation and main-tenance costs across your entire system. Studies show that making investments to minimize energy consumption and minimize unscheduled downtime are some of the most effective ways to improve profi tability[1]. Thus, you can see how

important it is to conduct an LCC analysis before investing in new equipment or making major changes to processes.

Where can you get further help? A number of excellent resources provide LCC tools and training.For example, the U.S. Department of Energy’s Industrial Technologies Program (www1.eere.energy.gov/industry) has a wealth of assessment tools for fan, pump, steam, process heating and motor systems to help industry save energy and money and increase productivity. ASTM Inter-national (www.astm.org) documents standardindustry procedures for analyzing life-cycle costs. The Motor Decisions MatterSM Campaign (www.motorsmatter.org) has developed a suite of calculation tools and brochures to help you and your team make quick back-of-the-envelope LCC estimates.

Take advantage of these resources. LCC anal-yses will help you understand the real purchase price of your equipment and keep your opera-tion focused on the bottom line. MT

Reference:1. “Pump Lifecycle Costs: A guide to LCC anal-ysis for pumping systems”, DOE ITP program, www1.eere.energy.gov/industry/bestpractices/pdfs/pumplcc_1001.pdf



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uke Energy Generation Services (DEGS) and two partners have announced plans to build and fi nance

distributed solar projects across the United States.

Based on the deal, DEGS (part of Duke Energy Corp.’s Commercial Businesses) and Integrys Energy Services (a subsidiary of Integrys Energy Group) will focus on jointly owning rooftop and smaller ground-mounted photovoltaic (PV) solar projects that deliver electricity to investment-grade commercial, gov-ernment and utility customers under long-term power-purchase agree-ments. Smart Energy Capital, the third partner, will develop the projects and arrange fi nancing.

While DEGS and Integrys will continue to independently develop commercial solar projects pursuant to their own corporate strategies,

their new working relationship will serve as a way to cooperatively boost growth in an attractive segment of the solar market. The structure of the partnership is expected to help create an end-to-end approach for bringing solar projects to market. It also will let DEGS and Integrys monetize avail-able federal tax benefi ts associated with the projects.

Terms of the agreement call for DEGS and Integrys to equally supply the necessary equity capital for construction and ownership of the distributed solar projects, and also be responsible for operating and main-taining them. The companies have said they intend to invest up to $180 million in total capital over the next two years. Individual project size is expected to be 500 kilowatts and up, depending on customer needs.

“What makes this partnership unique is its focus on distributed

solar solutions that produce renew-able electricity close to where it is used, rather than at centralized power plants,” said Greg Wolf, DEGS senior vice president, in an industry release. He added that the companies involved bring a wealth of project devel-opment, construction, management and fi nancing expertise to the table. Integrys, for example, has already invested more than $65 million in 20 different distributed generation solar projects across the United States with a combined capacity of more than 10 megawatts.

For its part, Smart Energy Capital is especially pleased with the agree-ment. As Rob Krugel, its managing partner noted, “We believe this partnership provides a solution to one of the fundamental challenges in the commercial segment of the solar market: reliability and certainty of fi nancing.”

THE GREEN EDGE


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34 | MAINTENANCE TEChNology NOVEMBER 2010


See what you’ve missed!

Numbers based on the

real-world experience

of a power-gen facility

show signifi cant ROI.

Martin Robinson IEng., CMRP

Level 3 ThermographerIRISS, Inc.

The insurance carrier of a regional power-generation

facility asked the company to perform regular preven-

tive maintenance on the switchgear within its opera-

tions. Unfortunately, regular downtime was not a

practical option for the power plant, as the processes required

to do the live inspections were hazardous and required more

manpower and resources than the facility could provide.

Management began to seriously re-think its strategy:

In light of NFPA 70E, inspections of energized equipment

were becoming more restrictive, more time-consuming

and more costly.

A Powerful Case For

Infrared Windows

NOVEMBER 2010 MT-oNlINE.CoM | 35


What had not been seenThe insurance carrier had already done the necessary research and determined that the power plant could achieve a reduction in hazard liability and maintenance costs through the use of infrared windows. Benefi ts included:

nUtilization of IR windows for routine inspections of healthy equipment did not require the elevated levels of PPE required in 70E, since, as stated in 70E 100: “Under normal operating conditions, enclosed energized equip-ment that has been properly installed and maintained is not likely to pose an arc fl ash hazard.”

n Maintaining an “enclosed” state for the switchgear, motor control center (MCC), transformer, etc., maintains energized components and circuit parts in a “guarded” condition, in NFPA terms. Therefore, the hazard/risk category would be equal to reading a panel meter, using a visual inspection pane for lockout/tagout confi rma-tions or walking past enclosed, energized equipment—and the inspection could even be conducted during peak hours for best diagnostic data.

n Use of IR windows would eliminate the need for a supporting cast of electricians to remove and reinstall panel covers, as well as allow critical personnel to be avail-able for other tasks that were often being outsourced.

nThe ability to perform more frequent inspections of critical or suspect applications would help ensure plant uptime while at the same time reduce insurance liabilities.

The overall focus was to facilitate inspection of the primary switchgear in the facility’s electrical distribution system and several smaller operations within the plant. An impending shutdown increased the sense of urgency, since all Phase I installation could be fi tted during that period.

IRISS performed an on-site inspection to ascertain the optimal position and quantity of windows that would give thermographers thorough visibility of desired targets. It found that none of the primary switchgear or transformers had been included in the site’s inspections. The reason: inherent safety hazards associated with their being safely inspected while energized (see Table I). Based on this information, the primary goal of Phase I of the IR window installation was to bring this equipment into the standard inspection routes—and more important, allow the inspections to be conducted in line with NFPA and OSHA safety mandates. A time study was then completed, detailing the man-hours and the costs involved in completing Phase I.

Table I. Status of Equipment Inspections Prior to IR Windows

Typical cost analysis of traditional inspection…The power-gen facility had previously been using a contract thermography company, with a survey crew made up of two in-house electricians and one contract thermographer. The hourly wrench time (time spent on productive labor) rate for the electrician was calculated at $62, and the contract ther-mographer’s rate was $150 per hour ($1200 a day). Typically, the equipment being considered for Phase I window retrofi t-ting would require 19 days to complete. This translated into 497.7 billable hours (see Table II). Alarmingly, as the task breakdown in Table II also shows, there were a staggering number of unproductive man-hours (94% of the total project time) associated with the standard inspection activities.

n In accordance with NFPA 70E and OSHA mandates for energized work, the entire inspection team dressed in 40 Cal/cm2 PPE (personal protective equipment). Team members spent an average of 30 minutes to suit-up and dress-down—twice a day. This was a total of 57 hours related to PPE over a 19-day cycle.

n The thermographer spent 117.6 hours simply waiting for panel covers to be opened/closed to provide him access.

nThe electricians spent 58.8 hours (29.4 hours x two men) waiting for the thermographer to complete his work once the panels were removed.


What had not been seenThe insurance carrier had already done the necessary research and determined that the power plant could achieve a reduction in hazard liability and maintenance costs through the use of infrared windows. Benefi ts included:

nUtilization of IR windows for routine inspections of healthy equipment did not require the elevated levels of PPE required in 70E, since, as stated in 70E 100: “Under normal operating conditions, enclosed energized equip-ment that has been properly installed and maintained is not likely to pose an arc fl ash hazard.”

n Maintaining an “enclosed” state for the switchgear, motor control center (MCC), transformer, etc., maintains energized components and circuit parts in a “guarded” condition, in NFPA terms. Therefore, the hazard/risk category would be equal to reading a panel meter, using a visual inspection pane for lockout/tagout confi rma-tions or walking past enclosed, energized equipment—and the inspection could even be conducted during peak hours for best diagnostic data.

n Use of IR windows would eliminate the need for a supporting cast of electricians to remove and reinstall panel covers, as well as allow critical personnel to be avail-able for other tasks that were often being outsourced.

The insurance carrier had determined

IR windows could help the plant reduce

hazard liability and maintenance costs.

Application Total Qty Qty Insp

Primary Switch 15 0

Secondary Switchgear 23 19

Transformers 15 0

MCC’s 24 24

Miscellaneous Switchgear 8 8

Generators 10 10

Total Assemblies 95 61

36 | MAINTENANCE TEChNology NOVEMBER 2010

PROCESS IMPROVEMENTSPROCESS IMPROVEMENTS

36 | MAINTENANCE TEChNology

Table II. Task Breakdown of Traditional Inspection (without IR Windows)

Table III details the man-hour costs for the infrared survey using a contract thermographer without IR windows or viewports. The following assumptions are made:

n Total man-hours per inspection of “inspectable” equip-ment: 497.7 hours (19 days)

n Staff electrician internal charge-out rate: $62 per hour

n Contract thermographer charge-out rate: $150 per hour

n PPE suit-up twice daily, per man (30 minutes per man, per suit-up)

n 48 minutes per compartment panel for safe removal, refit-ting (per man for a two-man team)

n 12 minutes per panel for infrared scan

n 147 individual panels to inspect (see Table II)

Table III. Total Cost of Traditional Inspection

The benefits of IR windows…In his investigation of the technology, the power-generator’s corporate reliability engineer determined that IR windows:

n Would provide non-intrusive access to electrical applications. Surveys could be conducted during periods of peak-load without elevating risk to either plant assets or processes.

n Would eliminate the need for a supporting cast of electri-cians to remove and reinstall panel covers. These critical personnel would then be available to perform other tasks which were often being outsourced.

n Would eliminate high-risk tasks during inspections (through closed-panel inspection), thus increasing safety for thermographers.

n Would not require the elevated PPE levels mandated in 70E (for routine healthy-equipment inspection), since 70E 100 notes: “Under normal operating conditions, enclosed energized equipment that has been properly installed and maintained is not likely to pose an arc flash hazard.”

n Would, in NFPA terms, maintain electrical equipment in an “enclosed” state and maintain energized components and circuit parts in a “guarded” condition. Thus, the hazard/risk category would be equivalent to reading a panel meter, using a visual inspection pane for lockout/tagout confirmation or walking past enclosed, energized equipment.

n Would improve inspection efficiency. It also would allow increased inspection frequency for mission-critical or suspect applications.

InvestmentThe facility’s 95 applications with 147 inspection compart-ments required 203 infrared inspection windows. The 203 installed IRISS infrared windows represented an investment of $48,841.00, including contract-labor installation time.

The IR-window installation…The installation of the inspection panes was conducted during a shutdown, using two install teams. The majority of the windows were installed while equipment was de-energized, in what NFPA terms an “electrically safe work condition.” Some installations, however, involved energized gear and needed to employ the traditional safety measures such as use of PPE, energized work permits, etc. The work occurred during normal business hours since this allowed more flexibility.

Cost analysis of inspection with IR windows…With the infrared windows installed, there was no require-ment to remove panels or wear increased levels of PPE. In addition, inspections could now be performed on their applications that had previously been considered “unin-spectable.” Finally, the entire task became a one-person job.

These IR windows also increased efficiency and economy-of-motion. Total personnel-hours to complete an inspection dropped to just 33. As a result, plant surveys of equipment

Man-Hours

Total Assemblies 95 Inspection Compartments 147

PPE Suit-up Time 0.5 Hrs 57.0

Time Taken to Remove Covers 0.4 Hrs 117.6

Time Taken for IR Inspection 0.2 Hrs 29.4

Time Taken To Replace Covers 0.4 Hrs 117.6

Electrician Waiting Time 58.8

Thermographer Waiting Time 117.6

Total Billable Man-Hours 497.7Unproductive Man-Hours 468.3

Removal and Replacement of Panels 235.2 $14,582

Infrared Inspection 29.4 $4410

Electrician Wait-Time 58.8 $3646

Contract Thermomgrapher Wait-Time 117.6 $17,640

PPE Suit-up Time 57 $5206

Total $45,484

NOVEMBER 2010 MT-oNlINE.CoM | 37


MT-oNlINE.CoM | 37

dropped from a cost of almost $45,484 to just under $4950 (see Table IV). Because of these effi ciencies, the facility now spends $40,534 less per inspection than it did prior to the installation of the windows—translating into a savings of more than 90%.

Table IV. Total Cost of Inspection Using IR Windows

Calculating return on investment Table V combines data from previous tables to illustrate the return on investment (ROI) that the power plant realized from Phase I of its infrared window program. This information details the total investment using two scenarios: 1) traditional open-panel inspections with a contract thermographer and two staff electricians; and 2) the same contractor using IR windows.

Switching to the windows was shown to pay dividends in just two inspection cycles—producing more than $33,227 in savings that can be put back into the budget by the end of the second cycle.After fi ve inspection cycles, the savings were over $153,829.

Because inspections can now be completed with greater ease and without increased risk to the plant, the personnel and the processes, the operation increased the frequency to a quarterly basis, refl ecting best-practice recommendations that originally were not considered feasible.

Table V. Return on Investment of Phase I IR Window Program (Projected over fi ve years, on a quarterly inspection basis, assuming fi xed labor costs)

ConclusionThe new inspection process using infrared windows brought substantial ROI to the plant in just two inspection cycles, while reducing the risk of catastrophic failure of the site’s critical power-distribution systems. Management succeeded in:

n Increasing safety

n Facilitating the inspection of previously “uninspectable” equipment

n Increasing the frequency of inspection—while at the same time saving money

n Safeguarding profi tability by eliminating high-risk behavior that posed a risk to plant assets and production

In the future, the facility plans to buy its own IR camera and provide training for its maintenance engineers—which should quickly pay dividends and allow the plant to improve its maintenance program, all while operating in full compli-ance with the requirements of NFPA and OSHA. MT

Martin Robinson is CEO of IRISS, Inc., headquartered in Bradenton, FL. Telephone: (941) 907-9128 x 7032; e-mail: [email protected]; Internet: www.iriss.com


Switching to the IR windows was

shown to pay dividends in just two

inspection cycles by producing

more than $33,227 in savings.

After fi ve inspection cycles, the

savings had grown to over $153,829.

Traditional No IR IR Inspection Windows Fitted Windows Fitted

203 Windows:One-Time Investment $0.00 $36,255

Windows Installation:One-Time Investment $0.00 $12,586

Labor Costs:Per Inspection Cycle $45,484 $4950

Inspection Cycle 1 $45,484 $53,791





5 yr. Costs:QUARTERLY Inspection Cycle $909,680 $147,841

Inspection Time 33 $4950

PPE Suit-up Time 0 $0.00

Total $4950

SPECIAL SOLUTION-SUPPLIER SPOTLIGHT


Water Services Giant Expands Its View

Of ReliabilityVeolia Water North America partners with RCM pioneer Mac Smith

to improve the company’s water and wastewater services.

Veolia Water North America (Veolia) has entered into an exclusive support-

service agreement with well-known reliability-centered maintenance (RCM)

expert Anthony M. (Mac) Smith, doing business as AMS Associates. By teaming

with Smith, Veolia—a Chicago-based provider of water and wastewater services to

municipalities and industry—gains access to his industry-leading experience in success-

fully applying the reliability-centered maintenance process to more than 75 projects

over the past 30 years. This partnership will allow Veolia to expand its use of RCM meth-

odology throughout its operations, and enables the company to implement additional

asset-management strategies for its clients.

Rick Carter Executive Editor

PHOTO COURTESY OF VEOLIA WATER NORTH AMERICA

SPECIAL SOLUTION-SUPPLIER SPOTLIGHT


It offers electrostatic precipitator (ESP)

Smith is widely regarded as one of the pioneers of RCM and advanced maintenance practices. He is the author and co-author, respectively, of the books Reliability-Centered Maintenance and RCM: Gateway to World-Class Maintenance,which have become standards for defi ning and implementing the classical RCM process. A frequent speaker at professional conferences, including Applied Technology Publications’ annual Maintenance and Reliability Technology Summit (MARTS), he’s responsible for directing and contributing to a wide range of consulting projects in the energy, aero-space and industrial sectors. These include both technical and program aspects related to areas of reliability, avail-ability, maintainability/main-tenance and systems engineer-ing for the U.S. Depart-ments of Defense (DoD) and Energy (DoE), NASA, their prime contractors and private industry. Smith sees working with Veolia as a natural partner-ship of two entities committed to ensuring reliability through world-class maintenance.

“Looking at companies in the water and wastewater treatment industry, it is clear that Veolia Water places great importance on maintenance,” says Smith. “The RCM methodology is the foundation of Veolia Water’s maintenance philosophy, and it has proven to be a highly effec-tive risk-mitigation tool where it has been applied. I look forward to working closely with the company to enhance its RCM capabilities.”

Veolia Water North America (www.veolianorthamerica.com) serves more than 14 million people in approximately 650 North American communities. Part of the Veolia Environnement organization, the company and its 30,000 North American employees work to provide sustainable environmental solutions in water management, waste services, energy management and passenger transportation. For public water authorities, it handles every step in the water cycle, including withdrawing water from nature and producing and piping drinking water. It collects, conveys and treats wastewater to recycle (through irrigation, watering and groundwater recharge) or release back into the environment. Veolia conserves water resources upstream and protects release environments and ecosystems downstream.

To address the needs of industrial clients, Veolia offers specifi c technological solutions such as the supply of process water, cooling water and ultra-pure water, effl uent treat-ment and recycling, reclamation and more. Throughout its operations, Veolia Water has a primary responsibility for maintaining client assets. The company’s business strategy includes providing world-class maintenance programs to ensure asset reliability on a life-cycle-cost basis. Properly applying the RCM methodology is a key element in this program.

“We are very pleased to partner with someone of Mac Smith’s stature and expertise in all facets of RCM,” says Frank Benichou, executive vice president and chief tech-nology offi cer, Veolia Water North America. He adds that his company has had great success over the years applying RCM, and that it views this partnership with Smith as recognition of the value in such methodologies.

Under terms of the agreement, Smith will work with Veolia on a priority basis to provide RCM services to its client base while continuing to accept, via AMS Associates, selected proj-ects that are not a part of Veolia’s business plan.

AMS AssociatesSan Jose, CA


PH

OTO

COUR

TESY

OF

VEOL

IA W

ATER

NOR

TH A

MER

ICA

Get Ready!Get Set! Get Going!

APRIL 26-29, 2011

APRIL 26-29, 2011

The Capacity Assurance Conference!

MAINTENANCE and RELIABILITY TECHNOLOGY SUMMITMAINTENANCE and RELIABILITY TECHNOLOGY SUMMIT

We thank all attendees, presenters and exhibitors for helping us make MARTS 2010 a rousing success. MARTS 2011 promises to be even

bigger and better! Check regularly on www.MARTSconference.com for event news and scheduling updates.

Put MARTS 2011 On Your Calendar Now!

Reliability Keeps Giving Voice To Autism

As in 2010, MARTS 2011 will kick off with another “Reliability Gives Voice to Autism” (RGVA) charity event. This gala evening of fun, food and entertainment at

MARTS 2010 was this year’s #1 industrial contributor to the Autism Society of Illinois. Stay tuned for details on how you and your company can be part of this great cause.

We’re grateful, too… Applied Technology Publications is delighted that others across the reliability community have chosen to join us

in the battle to raise awareness and funding for autism. To all of you, thank you for your contributions and good luck in your fi ght.

For more information, contact Bill Kiesel at [email protected]

“I am forever grateful for the eff orts made by the organizers and volunteers of RGVA on behalf of the Autism Society - Illinois.

With the success of the inaugural event, I am looking forward to the 2011 Reliability Gives Voice to Autism with exuberant anticipation.”

… Michael Gallivan, President, Board of Directors, Autism Society - Illinois

Education, Networking, Solutions To Your Problems!

Giving Voice To AutismAs in 2010, MARTS 2011As in 2010,

www.MARTSconference.comHyatt Regency O’Hare, Rosemont (Chicago), IL

Calling all authors and publishers of reliability, maintenance and autism-related books! Submit your entries for the fi rstReliability Gives Voice to Autism (RGVA) Book Awards. Honoring the best titles in each category, these awards are co-sponsored by Applied Technology Publications and SUCCESS by DESIGN, with proceeds going to the Autism Society of Illinois.

The RGVA Book Awards competition is open to all writers and publishers who produce books written in English that are intended for the reliability, maintenance and autism genres. Independent spirit and expertise comes from publishers of all sizes and budgets, and books will be judged with that in mind.

Awards will be presented during the Reliability Gives Voice To Autism dinner on April 27, 2011, at MARTS(Maintenance & Reliability Technology Summit), at the Hyatt Regency O’Hare, Rosemont (Chicago, Illinois).

Reliability Gives Voice to Autism Book Awards

Know any good

books?

CALL FOR ENTRIES:

For complete rules and guidelines on submitting reliability, maintenance

or autism-related books for judging(including entry-fee info), visit:

www.MARTSconference.com





CAPACITY ASSURANCE MARKETPLACE




Submersible Wastewater Pumps

Grundfos says its new range of SL submersible waste-water pumps helps minimize risk factors and reduce the cost of

maintenance. These units are offered in two impeller designs: the SLV/Super-Vortex allows for the free passage of solids up to 4”;the SL1/Channel Impeller, is designed for large fl ows of raw sewage. Additional features include effi cient Eff1-type motors, mois-ture-proof plugs and short rotor shafts to cut down on vibration. Custom units also are available for more demanding tasks.

Grundfos Pumps Corp.Olathe, KS

Bearing Analysis In A Box

According to SKF, its Advanced Bearing Analysis Kit provides all the necessary equipment and consumables for oil and overall machine-vibra-

tion condition monitoring. Ready to use in a heavy-duty aluminum case, the kit’s main feature is the SKF Machine Condition Advisor (MCA) that simultaneously measures vibration and temperature to indicate machine health and bearing condition. Com-plementing the MCA is a lubrication assessment tool to provide accurate results for Water-in-Oil (lubricants) and Total Base Number (TBN) tests. The kit can also provide a simple “go/no go” result when the distillate fuel dilutions of an SAE 30 to 40 engine oil are tested and detect high insolubles from diesel-engine combustion products such as fuel ash, carbon, partially oxidized fuel, oil oxidation products and spent lubrication additive.

SKFLansdale, PA

Fast-Response Axial Piston Pump

Parker Hannifi n’s PV360 variable-displacement, 360 cc/rev axial piston pump is designed for heavy-duty mobile and industrial tasks with oper-

ating pressures upto 5000 psi (350 bar). Large servo pistons ensure a fast response for cranes and lifts, presses and metal-forming machines, hydraulic-power and marine appli-cations. The company says these units produce 40-60% less pressure and fl ow pulsation than comparable pumps, reducing the chance of loosened connections and compo-nent damage.

Parker Hannifi n Corp.Marysville, OH


http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=PIP&id=2945&[email protected]&dest=http%3A%2F%2Fwww.pip.org






For more info, enter 74 at www.MT-freeinfo.comFor more info, enter 77 at www.MT-freeinfo.comFor more info, enter 77 at www.MT-freeinfo.com

Automated Tool-Control System

Snap-On’s automated Level 5™ ATC tool-control system combines a tool-storage box design with proximity-based keyless entry, a PC-based database and digital

imaging technology. Each user’s key card is embedded with a user-specifi c code to identify who has accessed the system. As the unit is accessed, digital imaging technology scans each tool in the drawer to determine its status. Disputed tool transactions can display on the unit’s 7” LCD or an administrator’s PC.

Snap-On IndustrialA division of Snap-On, Inc.Kenosha, WI

scans each tool in the drawer to determine its status.

Vibration-Sensor Specs In Spanish

Meggitt has added a Spanish-language page to its Wilcoxon Research Website, which focuses on vibra-tion sensors for industrial machinery health moni-

toring. The new page features an introduction in Spanish to the company’s line of industrial accelerometers, as well as translated data sheets so that Spanish-speaking customers can view and compare specifi cations for the most popular Wilcoxon products in their own language. Ten data sheets provide detailed information for over 30 sensors and related products. A broader range of products and specs can be reviewed in English on the main Wilcoxon site.

Meggitt Sensing SystemsGermantown, MD

Expanded Line Of Premium Effi cient Motors

Designs added to the BaldorReliance Super-E line of premium effi cient motors meet or exceed NEMA Premium® effi ciencies followed by most electric

utilities and levels required by the Energy Independence and Security Act (EISA) that takes effect in December. New motors include 26 premium effi cient ratings for the HVAC industry; more than 50 washdown, paint-free and all-stainless premium effi cient ratings; and more than 70 premium effi cient unit-handling ratings. The company says it also is adding 450 additional new designs across many AC motor families to solidify its commitment to offering the broadest range of NEMA Premium motors available.

Baldor Electric Co.Fort Smith, AR

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Strategic+Work+Systems&id=2945&[email protected]&dest=http%3A%2F%2Fwww.swspitcrew.com




For more information on this “expert in a box” approach to successful lubrication programs, contact ENGTECH Industries

at 519.469.9173 or email [email protected]* Amortized over one year

Tap into your Liquid Gold for less than $20 per day!*

Tap into your Liquid Gold for Tap into your Liquid Gold for less than $20 per day!*

Whether you’re looking to increase asset utilization and maintainability, reduce contamination, downtime, energy consumption and/or your

carbon footprint, or simply cut your maintenance and operating costs, you’re ready for a 7-Step Best Practice lubrication program!

7-Step Best Practice Lubrication ProgramProfessional Self-Directed Implementation ToolKit


Enhanced Digital Inspection Recordings

RIDGID’s CS1000 digi-tal recording moni-tor works with all of

the company’s SeeSnake® reels. Consisting of a 12.1” color monitor and durable keyboard, this recently introduced product incorporates built-in digital recording and reporting capabilities, and offers three recording modes (digital stills, full-frame video and auto-recording) and a compressed recording method. It comes with software for reporting and sharing jobs and built-in fl ash storage.

RIDGIDA unit of Emerson Professional ToolsElyria, OH

Enhanced Digital

color monitor and durable keyboard, this recently introduced Valve For Simplifi ed Oil Changes

Fumoto Engineering’s N-Series Engine Oil Drain Valve replaces standard drain plugs and allows oil to be drained with just the touch of a fi nger. Simply turn the lever of this forged-

brass ball valve to release oil, then turn it back to the locking position to prevent accidental opening. A small amount of oil can also be drawn from the bottom for oil-analysis sampling.

Fumoto Engineering of America, Inc.Redmond, WA

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Engtech&id=2945&[email protected]&dest=http%3A%2F%2Fwww.engtechindustries.com







RCA Software As A Service

PROACTOnDemand from RCI functions as a Soft-ware as a Service (SaaS) version of its PROACT© RCA root cause analysis application. The SaaS

version provides instant access to PROACT RCA and templates, while accommodating most common RCA methods. It features a robust RCA environment, with secured purchasing, data and code authenticity. This tool can be accessed at any time, with no software required, using a standard Web browser.

Reliability Center, Inc.Hopewell, VA

Redesigned Hydraulic Lifter/Transporters

Southworth Products notes that it has redesigned the Dandy Lift™ line of hydraulic lifter/transporters to help make work faster, safer and easier. Ergonomic

improvements on every new model include a “multi-grip” position handle that allows users to pick the most comfort-able hand position for pushing, pulling, maneuvering or raising loads; a “qwik-grip” lowering handle that is accessible from almost any position behind or beside the Dandy Lift; and a 180° access foot-pedal that can be pumped from different angles at the rear or side of the unit while providing solid contact, regardless of footwear.

Southworth ProductsPortland, ME

Easier Vibration Spectrum Analysis

Datastick says the extremely low noise fl oor of its VSATM Vibration Spectrum Analyzers makes it easy to differentiate real vibration from noise when

measuring low amplitudes. These handheld analyzers are well suited for fi eld service of pumps and compres-sors. VSAs can also be used to detect structural problems caused by vibration that could harm both sensitive data-center equipment and employee health.

Datastick Systems, Inc.San Jose, CA

Calibration-Management Tool

Fluke Calibration’s latest release of the MET/CAL® PlusCalibration Management Software adds support for Micro-soft Windows® Vista, Windows 7 and Windows Server

2008. Designed for electrical, temperature, pressure, fl ow and other measurements, the software includes Crystal Reports, a tool that helps users design and deliver professional-looking interactive reports via the Internet or embedded in enterprise applications.

Fluke Calibration Everett, WA





Steam-Trap Testing Device

EZtimers’ TATTLER steam-trap testing tool requires little in the way of training or special skills to operate. A portable moni-toring, evalua-

tion and signaling device, it features a trap inlet and outlet module, each of which contains an infrared sensor. In trap-testing situa-tions, the sensors will be continuously streaming tempera-ture information to a micro-controller that will be logging and evaluating it to determine if the trap is working properly.

EZtimersLas Vegas, NV

that will be logging and evaluating it to determine if the trap is

Centrifugal-Fan Literature

Greenheck has released a brochure on its radial-wheel industrial-process centrifugal fans designed for a variety of

industrial pro-cess-ventilation and material-handling tasks. AMCA-licensed for air perfor-mance, they’re available as both belt- and direct-drive units. This. new literature includes a material-specifi cations chart, confi gurations, options and accessories information.

Greenheck Schofi eld, WI

new literature includes a material-specifi cations chart,

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Foster+Reprints&id=2945&[email protected]&dest=http%3A%2F%2Fwww.fostereprints.com

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

INFORMATION HIGHWAY

CLASSIFIED


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

For more info, enter 81 at www.MT-freeinfo.comwww.pip.org

Need Help?Need A Job?Contact Lisa–

TOLL FREE 877-386-1091

Se Habla Español

LISA LINEAL: RecruitingLINEAL Services

[email protected]

Electromechanical • ElectronicElectrical Service & Systems Specialists

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

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

ATP List Services

www.atplists.comContact: Ellen Sandkam

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

[email protected] [email protected]

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

Customized, Targeted Lists

For Your Marketing Needs

RENEWIn order for us to send

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

completed and signed renewal form once a year.

MAINTENANCE TECHNOLOGY

RENEWIn order for us to send

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

completed and signed renewal form once a year.

MMAINTENANCETECHNOLOGY

You may renew online at

www.mt-online.com

For more info, enter 82 at www.MT-freeinfo.comwww.ludeca.com

LUDECA, INC. - Preventive, Predictive and Corrective Maintenance Solutions including laser shaft alignment, pulley alignment, bore alignment, straightness and fl at-ness measurement, monitoring of thermal growth, online condition monitoring, vibration analysis and balancing equipment as well as software, services and training.For more info, enter 80 at www.MT-freeinfo.com

www.siemens.com/energy/controls

Web Spotlight: SIEMENS

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

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Siemens+AG&id=2945&[email protected]&dest=http%3A%2F%2Fwww.siemens.com%2Fenergy%2Fcontrols


http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Ludeca&id=2945&[email protected]&dest=http%3A%2F%2Fwww.ludeca.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=www.swspitcrew.com&id=2964&[email protected]&dest=http%3A%2F%2Fwww.lineal.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=www.sullair.com&id=2964&[email protected]&dest=http%3A%2F%2Fwww.meltric.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=controls&id=2964&[email protected]&dest=http%3A%2F%2Fwww.atplists.com


MAINTENANCE TECHNOLOGY/JANUARY 2007 87

ARTHUR L. RICEPresident/CEO

[email protected]

MADDINGVice President

[email protected]

BILL KIESELVice President, [email protected]

Business Staff

TERRI WYMOREDirector of Creative Services/Production

[email protected]

ELLEN SANDKAMDirect Mail

[email protected]

Sales Staff

AL, AR, FL, GA, IA, IL, IN, KS, LA,MI, MN, MO, MS, NC, ND, NE,

OK, SC, SD, TX, WI, Ontario Canada1300 South Grove Avenue, Suite 105

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BILL [email protected]

KY, OH, TN135 N. Rocky River Road

Berea, OH 44017440-463-0907; Fax 440-891-1254

JOHN [email protected]

AK, AZ, CA, CO, ID, MT, NM, NV, OR,UT, WA,WY, British Columbia Canada

1300 South Grove Avenue, Suite 105Barrington, IL 60010

847-382-8100; Fax 847-304-8603TOM MADDING

[email protected]

CT, DC, DE, MA, MD, ME, NH, NJ, NY,PA, RI, VA, VT, WV, Quebec Canada,

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20TECHNOLOGYM A I N T E N A N C E

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Index November 2010 • Volume 23, No. 11

ADVERTISER WEB RS # PAGE #




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Access MT-freeinfo.com and enter the reader service number of the product in which

you are interested, or you can search even deeper and link directly to the advertiser’s Website.

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

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



®YEARS


®YEARS

A.W. Chesterton Company ......................www.chesterton.com .................................... 70 ......................21

Baker Instument Co. ..................................www.bakerinst.com ...................................... 66 ......................10

Baldor Electric Company ..........................www.baldor.com/coolingtower .................. 63 ........................ 2

CRC Industries ...........................................www.crcindustries.com/ei ........................... 69 ......................19

Des-Case Corporation...............................www.descase.com/fl owguard ...................... 64 ........................ 5

Engtech Industries Inc. ..............................www.engtechindustries.com ....................... 78 ......................43

FLIR Commercial Systems, Inc. ...............www.fl ir.com .................................................. 62 ........................ 1

Fluke ..............................................................www.fl uke.com/machinehealth ................. 68 ......................17

FosteReprints ...............................................www.fostereprints.com ................................ 79 ......................45

Inpro/Seal .....................................................www.inpro-seal.com ..................................... 84 .....................BC

Littelfuse .......................................................www.littelfuse.com ........................................ 73 ......................29

Ludeca Inc. ...................................................www.ludeca.com ........................................... 81 ......................46

MARTS- Applied Technologies ...............www.martsconference.com ......................... 74, 75 ..........31, 40

Miller-Stephenson Chemical Co. ............www.miller-stephenson.com ...................... 72 ......................28

Mobil Industrial Lubricants ......................www.mobilindustrial.com ........................... 65 ........................ 7

NETA (Int’l Electrical Testing Assoc.) ......www.powertest.org ....................................... 83 ................... IBC

NSK Corporation .......................................www.nskamericas.com ................................. 71 ......................25

Process Industry Practices .........................www.pip.org ................................................... 76 ......................41

Schneider Electric .......................................www.sereply.com ........................................... 61 ....................IFC

Siemens AG .................................................www.siemens.com/energy/controls ........... 80 ......................46

Strategic Work Systems, Inc. .....................www.swspitcrew.com ................................... 77 ......................42

Sullair Corp. .................................................www.sullair.com ............................................ 67 ......................11

IA, MT, NE, ND, SD, WY, AB, MB, SK


847-382-8100 x106; Fax 847-304-8603ARTHUR L. RICE

[email protected]

CLASSIFIED ADVERTISING3629 N.Sonoran Heights

Mesa, AZ 85207480-396-9585

JERRY [email protected]

AR, AZ, CA,* CO, KS, NV, NM, OK, UT3629 N.Sonoran Heights

Mesa, AZ 85207480-396-9585

JERRY [email protected]

IL, IN, KS, LA, MI, MN, MO, OR, TX, WA,WI, BC


847-382-8100 x108; Fax 847-304-8603TOM MADDING

[email protected]

CT, ME, MA, NH, NY, RI, VT, ON, QC P.O. Box 1059

Osterville, MA 02655508-428-3331; Fax 508-428-2545

VINCENT [email protected]

AL, SoCA,** DC, DE, FL, GA, MD, MS, NC, NJ, PA, SC, VA, WV

1750 Holmes DriveWest Chester, PA 19382

610-793-3093; Fax 610-793-3094JIM HANLEY

[email protected]

OH, KY, TN135 N. Rocky River Road

Berea, OH 44017440-463-0907; Fax 440-891-1254

JOHN [email protected]

* CA (from LA – North)**SoCA (from Orange County – South)

http://www.MT-freeinfo.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Chesterton&id=2964&[email protected]&dest=http%3A%2F%2Fwww.chesterton.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Baker&id=2964&[email protected]&dest=http%3A%2F%2Fwww.bakerinst.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Baldor&id=2964&[email protected]&dest=http%3A%2F%2Fwww.baldor.com%2Fcoolingtower+

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=CRC&id=2964&[email protected]&dest=http%3A%2F%2Fwww.crcindustries.com%2Fei

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=descase&id=2964&[email protected]&dest=http%3A%2F%2Fwww.descase.com%2Fflowguard

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Engtech&id=2964&[email protected]&dest=http%3A%2F%2Fwww.engtechindustries.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=flir&id=2964&[email protected]&dest=http%3A%2F%2Fwww.flir.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Fluke+Machine+Health&id=2964&[email protected]&dest=http%3A%2F%2Fwww.fluke.com%2Fmachinehealth

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Foster+Reprints&id=2964&[email protected]&dest=http%3A%2F%2Fwww.fostereprints.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=seal&id=2964&[email protected]&dest=http%3A%2F%2Fwww.inpro-seal.com%2F

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Littelfuse&id=2964&[email protected]&dest=http%3A%2F%2Fwww.littelfuse.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Ludeca&id=2964&[email protected]&dest=http%3A%2F%2Fwww.ludeca.com


http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Miller-Stephenson&id=2964&[email protected]&dest=http%3A%2F%2Fwww.miller-stephenson.com

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48 | MAINTENANCE TECHNOLOGY nOVEMBER 2010

viewpoint

John Berra began working in 1969 as an instrument engineer for Monsanto. He recently retired after a distinguished career that included championing industry standards such as HART and FOUNDA-TION fieldbus and serving as president of Emerson Process Management.

As part of the automation industry for 41 years, I have seen significant changes in technologies and applications. One of the biggest has been the direct impact of automation on overall

plant maintenance. Forty years ago, the automation system

controlled the process, and that was it. There was no direct connection to maintenance. But as digital technology brought new capabili-ties to field instruments as well as automation systems, people started asking, “What else can we do with this?”

The result is today’s embedded diagnostics and predictive intelligence. Now we can use the intel-ligence built into our instruments, pumps, motors and other equipment to shape our maintenance strategy. We can use predictive intelligence to detect when something’s going wrong and fix the problem before it grows. We can identify frequent offenders and focus our efforts where they will do the most good. We can even eliminate unneces-sary maintenance—including the ever-popular “no fault found” maintenance trip.

Another big change has been in the knowledge required of maintenance engineers and techni-cians coupled with the scarcity of people who have that knowledge. Maintaining yesterday’s pneumatic controls took mostly mechanical skills. Today’s maintenance worker, though, also has to know electronics, networking, software and more.

At the same time, a lot of people my age are exiting the workforce. We’ve built up a lot of knowledge and experience that newer workers don’t have yet.

One way to fill these experience and expertise gaps is through knowledge management—not just documenting best practices, but using technology to leverage the experts we do have, wherever they are. These days, it’s not unusual for a compressor expert in London to troubleshoot a compressor in Indonesia.

Wireless technology also makes it easier for workers to get the information they need. For example, technicians can temporarily instrument a unit to gather troubleshooting data, then easily move the wireless instruments to the next place they’re needed.

Maybe the most important maintenance tool of the future will be a wireless tablet—something along the lines of an “industrial iPad.” It will give workers an instant view of what’s happening in the plant and the ability to “talk” to a piece of equipment to see what’s working right and what’s not. They can use it to access drawings and instructions, check with the OEM for recommended practices, even order parts, all from the plant floor.

Technologies like these can be especially important for plants in developing markets, where it’s hard to find experienced maintenance personnel. However, even mature-market plants built decades ago can leverage these types of new tools and methods to get the most out of their dwindling staffs and aging assets—and compete with all those brand-new plants!

I’m glad to see more and more companies view maintenance as part of an overall strategy for competing in a global marketplace. Maintenance can no longer be just what you do when something breaks, as it often was when I started my career. Now it is how you improve reliability, safety and production to gain a competitive advantage.

Looking back is fun, but looking forward is better. Someone once said that the best way to predict the future is to invent it. I’m confident that the innovators will continue to invent a better future for all of us. Mt

John Berra

Looking Back / Moving Forward

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


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