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20 Making Energy Savings Happen Through People, Part II: Implementation & Strategies For SuccessYou’ve set up a steering team to help drive your energy-management eff orts.

Now it’s time to look at the roadmap. Henry Molise, P.E., HCM Energy Consulting, LLC

25 Profi les Of Leading Suppliers To Industry ■ Baldor Electric Company■ FLIR■ Fluke Corporation■ Herguth Laboratories, Inc.■ Hy-Pro Filtration■ Inpro/Seal■ NSK Corporation■ Sullair Corporation ■ � e A.W. Chesterton Company■ Ludeca, Inc.■ PdMA Corporation■ Process Industry Practices (PIP)■ Scalewatcher North America, Inc.

38 Making A Business Case For Pump Improvements How do we adapt these systems to operate in an era of limited, expensive electricity and increasing environmental concern without incurring a he� y fi nancial burden?

Jane Alexander, Editor, with John Schulkins, TAS Online

ContentsDECEMBER 2010 • VOL 23, NO 12 • www.MT-ONLINE.com

FEATURES

DEPARTMENTS

SPECIAL UTILITIES MANAGER FOLLOW-UP

THE CORPORATE REPORT

PROCESS IMPROVEMENTS

Your Source For CAPACITY ASSURANCE SOLUTIONS

CAPACITY ASSURANCE SOLUTIONS

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ARTI

JN B

UDDI

NG —

FOTO

LIA.C

OM

TECHNOLOGYM A I N T E N A N C E

®YEARS

14 Diagnostic Technologies Drive Smarter TurnaroundsKnowledge is mighty powerful stuff when it comes to planned outages.Wally Vahlstrom, P.E., and Jeff W. Jostad, Emerson Process Management

6 My Take

8 Uptime 12 For On The Floor

40 Marketplace

45 Information Highway

46 Classifi ed

47 Supplier Index

48 Viewpoint

• exclusive online-only content

• late-breaking industry news

• 12 years of article archives

Your Source For Capacity Assurance

Solutions

DECEMBER 2010 MT-ONLINE.COM | 3

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MAINTENANCE TECHNOLOGY

THECorporate Report

S p e c i a l A d v e r t i s i n g S e c t i o n 2 0 1 0

Profi les Of Leading Suppliers To Industry

www.MT-online.com

http://www.MT-Online.com

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December 2010 • Volume 23, No. 12

ARTHUR L. RICEPresident/CEO

[email protected]

BILL KIESELExecutive Vice President/Publisher

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JANE ALEXANDEREditor-In-Chief

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ROBERT “BOB” WILLIAMSONKENNETH E. BANNISTER

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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.

Subscriptions:FOR INQUIRIES OR CHANGES CONTACT JEFFREY HEINE,

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4 | MAINTENANCE TECHNOLOGY DECEMBER 2010


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6 | maintenance technology DECEMBER 2010

MY TAKE

Sucka’! That’s what I am when it comes to a certain blue-eyed 5-year-old in Alabama. Smart, sweet, beautiful, amazing and full of just the right amount of p & v (just like his daddy), he is— how can I say this without sounding like a braggart—a really cool kid. Furthermore, if you’ve not yet figured it out, he’s also the apple of my eye.

His 2010 Christmas wish list could be summed up in two words: airplanes and robots. With the help of some great pre-Black-Friday retailer discounts and free shipping offers, I began working early on filling it. Thank goodness for the sharp minds that turn out products like Transformers and what appears, at least to me, to be an almost infinitely programmable, multi-tasking, gee-whiz gizmo named Prime • 8, sold under the I Love Robots brand. Wrapping and packing these gifts for shipment down to Auburn (after trying to do a little test-driving of ‘em myself), I marvel at the way they’re supposed to work and, I hope, inspire my grandson’s own creative juices to flow even more than they already do. Once again, I find myself thinking about the never-ending cycle of innovation…

Which brings me to some news I touched on in my last column (“You Snooze, You Lose,” pg. 6, Maintenance Technology, November 2010). Like product development in the area of toys, for example, we know the capacity-assurance arena is a hotbed of innovation. Failure is not an option for mission-critical equipment and processes. That said, we want to hear about what you’re doing to keep your operations up and running against all odds—and honor the most innovative among you.

Next month, Applied Technology Publications (parent of this magazine, Lubrication Management & Technology and MARTS) will launch the “Maintenance & Reliability Innovator of the Year Award” competition. We’ll roll it out in conjunction with a new series by contributing editor Ken Bannister, entitled “Don’t Procrastinate…Innovate!” that starts in January. In a nutshell, we’ll be seeking innovative solutions and strategies in a number of categories, and judging them based on criteria such as:

n Practicality: Can the innovation be utilized or adopted by many? Could it be manufactured or sold? n Simplicity: What does the innovation cost to implement? n Impact: What does the innovation save, reduce or increase? Does it positively impact energy efficiency and/or the environment?

Look for more details about the “Maintenance & Reliability Innovator of the Year Award” in the January and February issues of our magazines. In the meantime, please get going— unleash your inner innovator and let those creative juices run free. We’re looking forward to reading about your award-winning ideas in 2011. By the way, we thank you so much for your support in 2010. On behalf of Applied Technology Publications, I wish you a very happy and prosperous New Year! But now, I have a most important package to send out…MT

[email protected]

Unleashing Those Inner Innovators

Jane Alexander, Editor-In-Chief

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UPTIME

Most readers will be familiar with the poem that begins “’Twas the night before Christmas, when all through the house, not a creature was stirring, not even a mouse.” Regardless of who actually wrote the original version, either Clement Clarke Moore or Henry Livingston, Jr., this poem has been part of a holiday tradition for many of us over the years.

Imagine, though, what might have been happening around the time this classic was penned—during, let’s say, the week before the big day, in that most famous workshop of all. Things would have been coming together. The season’s production of gifts would have been nearing fulfillment. And then (we’ve all been there), the unexpected. . .

’Twas the week before Christmas and all through the place, Not a person was loafing, with one week to the race.The packages were moving down the conveyors to load,While the elves all had visions of hitting the road.

The machines were all humming, to the max they could go,With all parts and all motors producing the flowOf goodies and toys and clothing and games,All running and churning the presents with names.

When all of a sudden, there came a huge clatterAnnouncing that the schedule was ready to shatter.First the labelers, then robots, then presses and all,They clattered and sputtered and went into a stall.

The bearings and seals all suffered from heatAnd the worst folks imagined was ‘bout to be seen.

All loading was stopped, but the sleigh was not full.All leaders and workers gave maintenance a call!

“Give maintenance a call!” was the cry from the shop.“Give maintenance a call!” was spread from the top.“Give maintenance a call!” was heard all around.“Give maintenance a call!” Their feet hit the ground.

From their perches above, on roofs and on cranesFrom their shops and their projects and underground trains,Came mechanics and technicians with bright shiny toolsAnd electricians and fitters from all the best schools.

They pounced on the wrappers, the valves and the sealsAnd with their tools and meters, they were startled to seeThe machines were all shot. They were down for the count!“Give maintenance a call!” was the solution to mount.

“Give maintenance a call!” was the fix all had seen.But maintenance alone could not fix a machine.

The budget was planned for maintenance last yearWith much less for bearings, for seals and for gears.

The labelers and loaders and conveyors all ranWith little to none of a maintenance plan.There was tightening and scrimping on every new part,And cutbacks on time to check, lube and chart.

The numbers looked good. All the schedules were met.And all big warehouse shelves were filled with no debt. But all is not lost ’cause the sleigh has a load,Albeit lots less than was planned for the road.

Some presents with names would surely be missed,But bad news like this clearly wouldn’t persist.Then back in the shop, the sleigh gave a groan.Its load and its driver could now not be flown.

“Give maintenance a call! The sleigh fell apart.The runners are rusted and loose from the cart!”

“Give maintenance a call!” was all that was heard.“Give maintenance a call!” for what was deferred.

Bob Williamson, Contributing Editor

A Visit from St. Nicholas(The Capacity Assurance Version)


UPTIME

Soon after last year’s long late night sortie,The maintenance was cut to ten dollars forty.So it sat there all year, while nothing was done,Just rusting and failing. PM? There was none.

Now Dasher and Dancer and Prancer and Vixen,And Comet and Cupid and Donner and BlitzenAll heard the bad news from the shops over there.Should jolly old St. Nick be told of the scare:

That the presents with names were about to be stopped? And the children whose wishes were about to be chopped?Oh, what would we do if our mission should failOr to deliver the gifts with the speed of a snail?

Then all of a sudden, St. Nicholas appears,Aroused from his sleep by the shouts and the tears.

He looked at the labelers, the presses and all.He looked at bearings and things that had stalled.“Give maintenance a call!” was all that he heard.“Give maintenance a call!” for what was deferred.

He pondered the destruction, the sorry state that he saw.He wandered the mess: “This is the last straw!”

His fears had come true. It had come down to the worst.All the presents with names could not be disbursed.The merry old soul grew sad and then cried,“’Tis the season to be jolly,” he sneered at his ride.

The sleigh, it just sat there, rusted, tilted and brokeThen suddenly St. Nicholas really awoke!The cobwebs of sleep and nightmares he knewWere all a bad dream, one not to come true.

He got up and he dressed in his brightest new clothes,Then he wandered the shops and the plant to disclose:

His bad dreams were a warning that all had to hear.“Give maintenance a call. We’ll tell them right here.”

We’ll give up our machines each month for a checkTo be sure that our plans don’t turn into a wreck.He told workers and leaders, “We’re all in this stream!”We win it or lose it as one great big team.

(c) 2010 GreG Joens - Greenville, sc


UPTIME

Assuring capacity

is the name of our game.

For assets, our people,

our customers, our name.


So, look at your habits, your charting, your plans.Find ways to prevent all failures and scams.‘Twas the week before Christmas and all through the shopsAll lines should be humming. There should be no fl ops.

A lesson was learned, even though in a dreamThat maintenance is shared, and that’s a new scheme.You plan all the work and work all you plan,For reliability’s our goal, and we know you all can.

Deploy all new tasks, new lists and techniques.Give your attention to noises, to rattles and leaks.

Assuring capacity is the name of our game,For assets, our people, our customers, our name.

May your holidays be blessed with good tidings and cheer. . .The next time you’ll see us, it will be a whole brand new year! MT

[email protected]

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FOR ON THE FLOOR

Despite the perennial challenges of budget cuts and worker shortages, our Maintenance Technology Reader Panelists’ view of 2010 is modestly upbeat: not a record-breaker, but better than expected for many. What’s more, they have high hopes for 2011. Responding to questions about the good and bad of 2010, and what they expect for next year, the group’s overall optimism for the next 12 months is higher than it’s been in the two years this column has run. Here’s what they had to say.

This year’s balancing act Many Panelists describe 2010 as a balancing act that required them to operate with lean-era shortcomings (of people, parts, PM programs, etc.) while meeting the production demands of rebounding sales. Learning how to do this was both frustrating and instructional.

“I believe 2010 made a better professional out of me,” says a reliability manager for a services provider in the lower Midwest. “Having spent a better part of my management life in an upswing economy, a slimming budget will put one in a position where they have to think more creatively.” He acknowledges that there’s nothing like trial by fire. “My company had to readjust its long- and short-term strategies, but I believe we came out of 2010 none the worse for wear.”

Similarly, a maintenance coordinator at a New England manufacturer names his biggest 2010 main-tenance challenge as getting replacement parts when needed, due to past practices that collided with a production upswing. “Until last year,” he explains, “we had a reasonably safe inventory stock. Then we were asked to limit spending, which meant not replacing inventory needed to keep machines running.” When production took off in 2010, he recalls, “we were caught short many times and have fallen into the waiting trap for delivery while a machine sits.” On the positive side, the production upswing also brought new training opportunities that this Panelist calls “very beneficial.”

At another location in New England, a corpo-rate engineer tells us his biggest challenge in 2010 was keeping costs down while maintaining equip-ment. “We had to work very smart and pick our less expensive battles,” he reports, adding that it was a busy year for him with regard to projects. “The company also did a little better in sales,” he says, “so we are in recovery mode.”

More ado about workersRegardless of the questions posed to Panelists, responses inevitably—and increasingly—involved this era’s top industrial story: worker shortages. Whether or not a company is doing well at the moment almost seems irrelevant. The worker-shortage problem has become endemic to manufacturing, its impact widely detectable and gaining strength.

“Maintenance at our plant has been a real challenge this year,” says a PM leader in the upper Midwest who blames his PM struggles on a lack of trades availability. “We’ve been able to do our day-to-day tasks,” he says, “but with the extra work that has come our way, we have stumbled.”

In the South, worker-related issues challenged a maintenance supervisor in August when produc-tion targets began to ramp up. “At that time,” he notes, “the budget began to loosen up and our biggest challenge was to fill maintenance posi-tions that had been frozen for a year or so.” While the positions were eventually filled, he observes that the pool of available candidates was small, considering the economy and layoffs. “Now,” he says, “we are trying to play catch-up on neglected work and preventive maintenance.”

For a maintenance manager in New England, it’s the training side of the worker-shortage issue that bothers him. His plant has enough staff, he says, but they’re not up to speed on what the company wants to do. “We are trying to deploy engineered standards to become more efficient,” he explains, “but this will be a major under-taking as most people in the company have never

2010: More Sweet Than Sour (With Good Fortunes Ahead?)

An outlet for the views of today’s capacity assurance professionals

Rick Carter, Executive Editor


FOR ON THE FLOOR

worked under those specifications.” Accustomed to working with the standards during his 45-year career, this Panelist is surprised that such knowl-edge is not being passed on. “Hopefully, we’ll be successful,” he says, “but it could be painful for some of the management team as they have a hard time understanding.”

In the same boat, a maintenance manager at a repair service in the Midwest simply says, “I could have done better with a more experienced staff of any kind.”

Hope springs In contrast to their tepid expectations for 2010, and despite ongoing challenges, Panelists’ hopes for 2011 are high. Learning from this year’s bumps in the road, many feel better-positioned to take advantage of opportunities ahead.

“I think we learned a lot this year,” states the maintenance supervisor in the South. “We learned that we can trim budgets and overtime goals and still survive. We also learned that putting off some preventive maintenance and projects can cost more in the long run. In 2011, we need to keep this in mind as we continue to strive to find the happy medium between cutting costs and maximum uptime for our facility. Next year,” he says, “I would like to add some predictive maintenance as well as extend/modify our current PM program.”

The reliability manager in the lower Midwest believes that indications for a strong 2011 are present. His group is prepared, he tells us, “to keep up with any influx in 2011 through prepara-tion and planning.”

And with new machinery on his list of 2011 expectations, the corporate engineer in New England believes next year will be the time to “do some fine-tuning with my maintenance depart-ments.” According to him, more funding should be available, which will allow him to “do all the big projects that need to be done in order for the company to run more efficiently.”

Improved efficiency is a common 2011 goal for Panelists. That maintenance coordinator in

New England, for example, plans to “jump-start” what he refers to as an “all-but-dead predictive maintenance program.” He’s looking to receive certificates in ultrasonic testing, level-3 infrared and possibly vibration analysis. “My expecta-tion,” he explains, “is that each technician will be competent in one or more of the predictive main-tenance tools we have available at our site.”

Another Panelist will “keep moving forward with plans we established this year,” which include improving CMMS usage with new requirements and training for supervisors, maintenance techs and purchasing. “I know this is remedial stuff,” he admits, “but it needs to be done to help us drive continuous improvements and keep costs under control.”

Finally, the PM leader in the upper Midwest says he hopes to “complete our transformation next year, get all of our programs up and running, put on more tradespeople and get our apprentice program up to speed.” As he sees it, “If we can maintain our current production level and get our new programs going, our future looks very promising.” MT

Join the MT Reader Panel!

Have your comments and observations included in this column by joining the Maintenance Technology Reader Panel. Send an e-mail to [email protected] with the following: your name, title, contact information, years of professional experience, and the name and location of your company. If qualified, you’ll be admitted to the Reader Panel and will receive requests for your thoughts on industry topics approximately every other month. As a token of our thanks, after one year of active participation, you’ll be entered into a drawing for a cash prize.

Our Panelists have high hopes for 2011. The group’s overall

optimism for the next 12 months is higher than it has been

in the two years this column has been running.

CAPACITY ASSURANCE SolUTIoNS

Diagnostic Technologies Drive Smarter Turnarounds

Knowledge is

mighty powerful

stuff when it comes

to planned outages.

Brighten up…

Wally Vahlstrom, P.E., and Jeff W. Jostad

Emerson Process Management

During advance planning for maintenance turnarounds,

some decisions are based more on estimating the condition

of key assets than actual knowledge. That can be very costly.

Control valves, for example, are frequently scheduled for

overhaul with no factual information on their condition. In fact,

up to 40% of installed valves may not need this level of maintenance.

Experience has shown that much better results can be obtained

using valve diagnostics than with the common “tear-apart-and-

inspect” method, which can be a very expensive way to go.




For example, after six months of “planning,” one Midwestern operation recently contracted to rehabilitate 100 control valves—with no preliminary information on their condition. After the turnaround began, 32 more undi-agnosed control valves were added to the list. All 132 valves had to be removed, transported to a nearby shop, disassem-bled and repaired according to what the technicians found inside. Many of these valves could have been repaired and/or adjusted without ever removing them from the plant, but poor planning and the surprise addition of 32 more valves resulted in a fi nal cost that was more than four times the original bid.

But control valves represent just one class of plant equip-ment where the use of a relatively new diagnostic technology can have a signifi cant positive impact on turnarounds by giving maintenance managers valid information on which to base their plans. Electrical power systems are another such area.

In the past, the only way most plants had to determine the condition of medium- and high-voltage systems was by offl ine testing—which can’t be performed prior to the turnaround. This makes it diffi cult to proactively plan and identify the specifi c scope of work in advance. With new online diagnostic tests, however, good information on the condition of electrical equipment is available well before the turnaround starts.

Outage planning based on actual knowledge, not guesses, is what our company refers to as “smart turnarounds.” Pre-outage testing or evaluation of essential assets yields predic-tive diagnostics well in advance. Better information enables the turnaround team to work smarter, avoiding those unexpected issues that cause more work than can be done in the allotted time and with available resources, resulting in schedule and cost overruns.

Optimum results can be achieved only through effective planning in order to meet such critical objectives as:

■ Completion in the shortest time and lowest cost possible

■ Improved equipment performance for higher yields

■ Reduced energy costs

■ Maintaining highest levels of safety

Diagnostics for planningA thorough evaluation of production assets is the fi rst step in any smart turnaround. Most maintenance managers have lists of equipment they know is damaged or performing poorly. Certain widely recognized diagnostic techniques—such as vibration profi les on rotating machinery—are also commonly used in compiling turnaround lists. Still, the true condition of some systems has been diffi cult to ascertain.

Thus, decisions regarding their maintenance have tradition-ally relied on a combination of judgment, severity of the service and history. In light of ever-smarter technologies, this situation is rapidly changing.

Control-valve diagnostics… Digital valve controllers (DVCs) have led to the ability to generate vast amounts of information regarding the valves to which these devices are mounted—and the ability to position these valves precisely and quickly. When that data is accessed and evaluated using recently developed fl owscanner tech-nology, the knowledge gained can be of tremendous value in turnaround planning. If fl owscanning is applied in advance of a turnaround, experience shows that about a third of all valves DO NOT need to be pulled, saving on removal and installation as well as overhaul costs.

Initially, a portable fl owscanning device would be connected directly to a control valve in the fi eld for inline testing against manufacturers’ specifi cations. With DVCs, however, technicians were able to access more extensive diagnostics through software in a laptop computer hooked up to one control valve at a time. This has allowed a never-before-possible means of looking into control valves to reveal conditions not visually apparent.

Today, the ability to see the health of control valves is even easier. Take, for example, the AMS Suite: Intelligent Device Manager predictive maintenance software. It allows access to valve diagnostic data via a plant’s distributed control system. Users can gather current information on the condi-tion of valves throughout the facility without ever leaving the comfort and safety of the control room or instru-ment shop. Diagnostics obtained in this way are stored in a comprehensive database of all valves and presented in a logical series of screens. This fi eld-generated information is critical for predicting the maintenance needs of smart valves at any time, but especially prior to a turnaround. A criticality factor can also be applied, indicating the importance of each piece of equipment to the production system so that priority attention can be given to the most important assets.

Better information helps turnaround

teams work smarter, thereby avoiding

unexpected issues that cause more

work than can be done in the allotted

time and with available resources.


Electrical-system diagnostics… Industrial power distribution systems are more susceptible to deterioration than many people realize—and the probability of an electrical failure increases if main-tenance is deferred. Most people also aren’t fully aware of how many technolo-gies are available to provide accurate information on the condition of electrical equipment prior to a turnaround. These include, among others, infrared ther-mography to determine “hot” spots while equipment is energized; analysis of the condition and dielectric properties of transformer oils; and ultrasonics testing to fi nd corona and other invisible problems within an electrical system. Online partial discharge testing (OLPD) is one of the newer methods available to help maintenance managers determine the condition of their electrical systems so that cost-effective plans can be made for a coming outage.

Electrical-system diagnostics… Industrial power distribution systems are more susceptible to deterioration than many people realize—tenance is deferred.gies are available to provide accurate information on the condition of electrical equipment prior to a turnaround. These include, among others, infrared ther-mography to determine “hot” spots while equipment is energized; analysis of the condition and dielectric properties of transformer oils; and ultrasonics testing to fi nd corona and other invisible problems within an electrical system. Online partial discharge testing (OLPD) is one of the newer methods available to help maintenance managers determine the condition of their electrical systems so that cost-effective plans can be made for a coming outage.

Case #1… Many of the 270 control valves in the hydro-carbon-processing unit of a major Texas refi nery had performance issues that needed to be addressed during an upcoming turnaround. Although some repairs had already been sched-uled, the site’s control-valve asset manager chose to conduct a thorough assessment of all 270 valves in the unit. By stroking these valves using fl owscanner technology and comparing the results with benchmark studies, he was able to advise the turnaround planners which valves were most in need of overhaul, allowing them to prioritize the repairs. About a third of the valves were found to be in good condition and not pulled during the turnaround.

In one case, a failed valve travel sensor was identifi ed and an unplanned shutdown was avoided—saving the facility an estimated $625,000 in repairs and lost productivity. Since the sensor was repaired, this critical valve has continued to operate without incident.

The refi nery’s control-valve asset manager has become an effective force in the facility, regularly monitoring diagnostics generated by the DVCs and working proactively to elimi-nate systemic failures. Savings of more than $1 million annually have been attributed to the efforts of this manager and the predictive maintenance environment he established.

Case #2…After roughly 14 years without a comprehensive overhaul, the power distribution system at a major Southeastern pulp and paper mill was long overdue. In fact, planning was underway for a cold-mill outage when a 500 MCM primary-feed cable failed, completely shutting down the 40-year-old facility for a day—at a cost of more than a million dollars in downtime.

That cable failure brought home the need to periodically test, clean and repair the site’s distribution systems, but with production straining just to keep up with orders, minimal time was available for such a project. Finally, management allotted 24 hours for an electrical maintenance outage.

During that 24-hour period, the 13.8 kv power distribution system to the entire mill was taken offl ine, given routine preventive maintenance, cleaned and reconfi gured. A complete overhaul was performed on more than 148 substations and four 13.8 kv buses. In addition, seven 13.8 kv primary switches were changed, seven 700 MCM cables were split from the utility, three mill 500 MCM cables spliced, mill black-start capabilities installed and fi ve 13.8 kv breakers, including all phases, were re-terminated.

This concentrated project took planning and extreme effort by more than 135 highly quali-fi ed technicians and electricians from Emerson’s Electrical Reliability Services business along with 75 mill personnel. In return, mill management is confi dent there will be no more unexpected million-dollar blackouts.

How Smarter Turnarounds Have Saved Money




OLPD is most beneficial in facilities that cannot be shut down for offline testing. These tests can be performed while the equipment is energized with no disruption of the power supply—and without causing any damage.

A partial discharge is an electrical fault that does not bridge the entire space between two electrodes. With power cables, partial discharge might be a streamer or arc across a gap in the insulation, either external or internal to the cable. Such a discharge may occur in several places, but an insulation void is most common. It can also occur at a contaminant or at the tip of a well-developed water tree. Defects, installation errors and deterioration in cables and terminations often cause growing levels of partial discharge prior to failure.

Partial discharges emit heat, sound, light and electromag-netic waves. Utilizing RF signatures, OLPD tests measure the characteristics of insulation as a means of assessing a cable system’s condition. Electromagnetic waves produced by the partial discharges are utilized to produce graphic images of insulation deterioration, leading to an awareness

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It is impossible to execute a

turnaround without thorough

advance planning based

on good knowledge of the

condition of the assets.

Make full use of the diagnostic

tests that are available to you.

of cable system weakness not available from any other source. This knowledge makes it possible to plan for component or cable replacement or repair at the least disruptive time (see Sidebar on page 16).

Online testing is conducted under actual oper-ating conditions, temperatures, voltage stresses and vibration levels. For critical, round-the-clock operations, this type of non-destructive testing is the best way to identify partial discharge activity. Only a few minutes are needed to test each point of attachment, so a large number of tests can be done rather quickly and easily. Partial discharge signals are captured by special monitoring software and each asset is automatically assigned a “criticality” level based on the magnitude and number of PD pulses per power cycle.

The scope of OLPD test technology now extends beyond cable testing to include switchgear and other electrical equipment employed by major power users—and even power providers. New services encompass both online (while equipment is ener-gized) and offl ine testing, periodic monitoring of selected electrical assets and other methods to identify potential trouble spots in order to prevent unexpected, costly outages.

Turnaround servicesAbove all, turnaround managers want to fi nish on time and within budget, as these are the parameters management uses to measure the success (or failure) of the undertaking. As Case #2 in the accompanying Sidebar shows, such objectives are reachable by following a proven process based on predictive diag-nostics in the hands of turnaround specialists.




Once the scope of work has been clearly defi ned and a schedule adopted, the next step is determining the resources needed to execute the plan. This is followed by allocating the parts, materials, labor, and test and repair equipment required to complete the turnaround. Execu-tion is then a matter of making sure the right people and equipment are staged so the turnaround proceeds according to schedule.

After the turnaround is complete and the plant successfully restarted, it’s time to review the entire process to identify areas for improvement. A fi nal comprehensive report details tasks performed, equip-ment rebuilt or replaced and labor utilization—plus recommendations for future maintenance require-ments. Depending on the initial condition and criticality of each asset, monitoring may be needed in the future—from monthly to semi-annually to once every two or three years.

The value of sooner than later It is impossible to effi ciently execute a plant or unit turnaround without thorough advance planning based on good knowledge of the condi-tion of the assets affected during the turnaround. That means making full use of available diagnostic tests, which should be included in turn-around budgeting. The cost can be more than paid for from the savings that will be realized by having inside knowledge of your assets’ condition, sooner than later. MT

Wally Vahlstrom is director of Tech-nical Services for Emerson’s Electrical Reliability Services, Inc. in Pleasanton, CA. He has held this position for more than 10 years and is responsible for failure investigation work, fi eld labeling and conformity assessment services, and power system studies and reliability analysis.

Jeff Jostad is a senior Emerson Field Service engineer and Turnaround manager. He has been involved with a number of plant turnarounds in various industries, including refi ning, chemicals and general manufacturing. He also participated in the cleanup and startup of several plants in Iowa following the 2008 fl oods.



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SPECIAL UTILITIES MANAGER FOLLOW-UPUM


Part I of this two-part article (pgs. 28-32, Utilities Manager supplement,

MAINTENANCE TECHNOLOGY, October 2010) discussed development of an organi-

zational energy policy, endorsed by senior management. Concepts and systems

for an energy steering team to begin administering energy management as a

culture within an organization were also highlighted. In this concluding installment,

the focus is on implementation and follow-up by the steering team. This team develops

priorities, provides needed tools and techniques and develops incentives that encourage

employees to make energy savings happen. Momentum for energy management can begin by identifying 80% of the potential results that

may result from only 20% of the potential actions. Even if the ratio is closer to 70:30, these actions will tend to have low risk and a high probability of success. The results can then be publicized and used to justify the future actions that may have a somewhat higher degree of diffi culty and risk.

Making Energy Savings Happen Through People

Part II of II…

Implementation & Strategies For Success

©DMITRIY MEINIKOV - FOTOLIA.COM

You’ve set up a steering team to help drive your organization’s energy- management efforts. Now it’s time to look at the roadmap.

Henry Molise, P.E.HCM Energy Consulting, LLC

UMSPECIAL UTILITIES MANAGER FOLLOW-UP


Energy conservation in existing facilitiesEnergy is often wasted when people are resistant to change. Every employee must be viewed as an energy manager when it comes to reducing energy uses in existing facilities. Employees at all levels must be encouraged via staff meet-ings or mass communication to:

n Suggest energy-saving measures

n Turn things off when not in use

n Operate equipment at the lowest possible power or thermal level

n Enable the use of controls which reduce energy use during unoccupied periods

n Report malfunctioning equipment

Training needs must be identifi ed so people will have the know-how to reduce energy and utilities usage. Often, employees will identify their own training need if asked.

An Intranet Website is a valuable tool for providing infor-mation to employees on energy-conservation techniques, as well as for tracking the energy uses. Energy performance and ideas need to be periodically discussed at staff meetings, in conjunction with environmental issues such as recycling.

Organized energy assessments should be made periodi-cally for every facility. New fi ndings are most likely to result over time if energy assessments are performed using various methods, some of which include:

n Using an energy expert from outside the organization

n Cross-assessments, whereby a team from one facility in the same organization performs an assessment for another facility, and vice-versa

n Self-assessments, using a trained assessor from within the organization

The energy assessment should be performed according to a pre-developed protocol. The protocol should be designed to minimize site personnel time and disruption of facility operations.

Operation and maintenancePlanned or predictive maintenance techniques will best ensure energy-effi cient operation of equipment. Reactive maintenance is likely to result in increased energy usage, as bearings wear to failure, motors run too hot, electrical distri-bution losses increase, components wear excessively, etc.

Standard, documented operation and maintenance (O&M) procedures should be developed to ensure energy

effi ciency and reliability for major energy-using equipment. O&M standard procedures should require various levels of approval from within the O&M organization, and should be updated on a regular basis.

The ideas of O&M personnel must be actively sought for energy improvements in existing facilities—and during review of designs for new or modifi ed facilities. On the contrary, consider what happens when O&M people who probably know that an installed system will not perform as intended are NOT consulted: They’ll no doubt make it operate as best they can, but often the end result will be unnecessarily high energy use.

REMEMBER: Communication among O&M people across sites is helpful for energy-saving ideas, where an organiza-tion has more than one site.

Energy-effi ciency improvements frequently result in reduced maintenance requirements because things run cooler, rotating equipment spins more slowly and control is improved. These types of maintenance savings should be calculated and used to help justify energy-effi ciency projects.

Best practices specifi c to the organizationOver time, the organization will identify best practices for energy savings in addition to aforementioned O&M proce-dures. Subjects for best practices include lighting systems, HVAC systems, compressed air systems, steam systems, process energy systems and any other energy-using systems. The energy champion or his/her delegate should document energy best practices, and the steering team should approve the documents. This documentation should be kept in as simple a format as possible, such as bullet points or check-lists. The documents should be periodically updated and made readily available—such as on an Intranet Website.

Energy best practices can be obtained within the organi-zation, and selected from outside sources such as the U.S. EPA/DOE Energy Star Website and trade organizations. O&M personnel should be encouraged to participate in development and review.

REMEMBER: Best practices documents specifi c to the orga-nization are a valuable checklist tool for energy assessments, as well as for the design of new or modifi ed facilities.

New and modifi ed facilitiesThere is nothing more frustrating to an energy manager or steering team as fi rst witnessing the progress of an existing facility becoming energy effi cient, only to then see the opening (or commissioning) of a new addition that doesn’t meet organizational energy objectives. The cost of energy-effi ciency measures in a new facility is almost always lower than for retrofi tting existing facilities.

UM SPECIAL UTILITIES MANAGER FOLLOW-UP


As with the purchase of major energy-using equipment, energy decisions for a new facility design should be based on life-cycle cost (LCC). Basing decisions on LCC in the design process will take more time, effort and resources, but will pay dividends in the long run.

So, energy efficiency needs to be made part of the capital project management process for new or modified facilities. This process will usually consist of a number of phases, including business planning, facility planning, front-end engineering, project execution and operation and evaluation.

REMEMBER: The best opportunities in project devel-opment are in the facility-planning and front-end engineering phases. Far fewer opportunities exist in the project-execution phase wherein contracts are awarded, design details are finalized and equipment is purchased.

Besides using best practices in the design (as noted above), there should be peer reviews of the design during the front-end engineering phase of projects. Peers ideally include technical experts who are not otherwise involved in the project design. The people who will be responsible for O&M should also review the design at this point.

Typical performance measurements for facility project teams involve:1. Completion on time2. Spending within the capital budget, and3. Facility economically performing per business needs

Of these three performance measurements, the first two are by far the easiest to obtain, while energy efficiency falls into the third category. In reality, project team members are often rewarded for only items 1 and 2 above. Sometimes, energy-efficiency measures are even eliminated late in the project to keep it within the capital budget.

REMEMBER: Organizations wanting energy efficiency must reward project teams based on all three of the above objectives, even if more time and effort is needed to evaluate the third objective. Doing so will avoid the embarrassment of having to retrofit cost-saving energy improvements into a brand new facility, at much higher cost than if things were done correctly from the beginning.

Procurement of energy-intensive equipment or systemsThe discussion of LCC leads to the procurement process. When it comes to major energy-using equipment and systems, simply seeking the lowest bid is inconsistent with energy-management objectives. After all, often more than 80 or 90% of the life-cycle cost of such equipment and systems is for energy input. The importance of the role of a procurement specialist is enhanced by incorporating LCC principles into the process.

A general approach for procurement according to lowest life-cycle cost is described here. Specifications must be devel-oped by the unit initiating the purchase of energy-intensive equipment—or its engineering service provider—taking LCC objectives into consideration. Then, requests for proposal (RFPs) must be developed to ensure that suppliers understand the customer goal of minimum life-cycle cost. From the RFP, suppliers must understand the process to be used by their customer in calculating LCC so they can propose equipment and any maintenance agreements accordingly.

There are many ways to develop an RFP that ultimately awards the proposal to the supplier with the lowest life-cycle-cost, depending on the scope of what is to be purchased. The LCC calculation method should be approved by a financial specialist. As an example, the calculation process used to select the successful proposal can be based on the following items:

1. The capital cost 2. Annual energy-input expense costs based on:

a. A system output profile of hours of anticipated equipment or system operation per year at various part loads

b. The energy input needed at each part load condition (data provided by the supplier), which will be verified by pre-acceptance performance testing

c. The unit cost of energy input to the equipment or system3. Annual maintenance costs and 4. Determination of life-cycle costs by either:

a. A present-worth factor, which converts annual costs (#2 and 3 above) to equivalent capital cost. Then, life-cycle cost is the sum of capital cost plus the present worth of annual costs, or

b. A discounted cash-flow model that calculates life-cycle cost as “net present value”

In the procurement process, a penalty must be speci-fied in the event that pre-acceptance testing (per 2.b. above) shows that energy efficiency is lower than stated in the supplier proposal. The penalty may be calculated based on the anticipated increased life-cycle energy cost due to the underperformance.

Equipment bulk-purchasing commitments, where feasible, can lead to other LCC savings. These could include lower prices for equipment, standardization of spare parts, a reduc-tion in RFPs and, sometimes, even free engineering assistance from the supplier.

A procurement specialist is also a valuable leader or team member for the purchasing of the supplies of energy and utilities. Other energy-supply team members would be facility specialists, engineers and financial specialists. Together, they can identify competitive utility-supply alternatives, perform analyses of various available tariffs and seek the best combination of reliability versus cost. Some competitive supply

UM

alternatives may include deregulated electricity, transportation gas or cogeneration of electricity and thermal energy.

REMEMBER: Best practices documents can be developed for procurement procedures for energy-intensive equip-ment, and for purchasing supplies of energy and utilities.

CommunicationInternal communication specialists are quite useful in making all employees aware of energy management. For example, they can assist with Website development, employee newsletters and press releases regarding the topic. The development of an Intranet site will enable communication of:

n The organization’s energy policyn Specific goals and progressn Measurementsn Benchmarkingn Results of statistical analysisn Energy-conservation techniquesn Case histories

n References (internal and external links)n Best practicesn Awards and recognition

REMEMBER: Success needs to be celebrated! Awards or rewards are often highly effective motivators, especially if they are presented from senior management, with publicity. These can be as simple as trophies, plaques, free dinners, entertain-ment tickets, time off, etc. Monetary rewards can also be used.

Review and adjustmentThe energy steering team must periodically examine energy-savings results, compare results with goals and make adjustments for future efforts. Lessons learned must be identified and taken advantage of. This will ensure longevity of the energy-savings culture. MT

Henry Molise is president of HCM Energy Consulting, LLC. A registered professional engineer in Michigan, he has 30 years of experience as a corporate energy manager and environ-mental engineer in the pharmaceutical industry. Molise is past chairman of the Energy Committee of the Michigan Manufac-turers Association. E-mail: [email protected].

SPECIAL UTILITIES MANAGER FOLLOW-UP




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26 | THE CORPORATE REPORT / DECEMBER 2010

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DECEMBER 2010 / THE CORPORATE REPORT | 27

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At Hy-Pro Filtration, our objective is to optimize the reliability of hydraulic and lubrication assets to keep

plants operating at peak productivity. Our innovative fi ltration products solve a range of contamination chal-lenges that plague hydraulic and lube systems, including:

■ Particulate contamination—Hy-Pro’s DFE-rated fi lter element upgrades for all international fi lter manufac-turers and OEMs drop ISO codes and yield optimum system performance. Consolidate fi lter-element specs to Hy-Pro, the brand that delivers industry’s lowest ISO codes and best element value.

■ Removing water from lube oil— Hy-Pro Vacuum Dehydrators remove all water (including dissolved) to achieve water levels < 30 ppm in lube oil up to ISO VG600. Hy-Pro’s coalesce technology for turbine oil rapidly removes free and emulsifi ed water for water ppm level < 150. The two tech-nologies can be combined for the ulti-mate in turbine-lube-oil purifi cation.

■ Varnish removal—Lube-oil varnish continues to be a major problem for both combustion and steam turbines as Group II base stock oils replace Group I. Hy-Pro manu-factures the proven varnish pre-vention and removal solution: SVR soluble varnish removal.

■ Total phosphate-ester-fl uid main-tenance—Proper care of phosphate ester requires acid remediation, dissolved metal removal, maintaining water < 300 ppm, high-effi ciency fi lter elements and solution-driven strategies to prevent servo-valve failures and premature fl uid replace-ment. To get it all, make the call to Hy-Pro.

■ Mobile fi lter carts for particu-late and water control

■ Dedicated off-line lube-fi ltration sys-tems (gearboxes and steel-mill lube)

■ Preventing servo-valve failures

■ Oil-reclamation equipment and other oil-reclamation solutions

■ Extending useful phosphate-ester-fl uid life

■ Extending overall useful life of combustion-turbine-oil antioxidants

■ Explosion-proof equipment com-plying with U.S. and EU (ATEX) standards

■ Diesel-fuel conditioning for par-ticulate and water removal

Keep Your World TurningOur expertise and shoulder-to-shoulder commitment to solving your fl uid-contami-nation challenges truly setHy-Pro apart. Put us on your lube team, and we’ll help you develop a total system-cleanliness approach that leads to a more reliable plant—and keeps your world turning as required!

Get The Full Support Of Hy-Pro Nation Together with our global distribution network, our expert team of Hy-Pro technical, fi eld and sales engineers is ready to imple-ment proactive strategies that solve your hydraulic, lube-oil and diesel-fuel problems. Experienced in lubrication, fi ltration andfl uid power, they carrythe highest industry certi-

fi cations (including CFP and CLS). Our engineering staff is available—and is eager—to support your appli-cation needs with expert product and industry knowledge to make condition-based recommendations for standard or customized contamina-tion solutions.

Hy-Pro Filtration12955 Ford DriveFishers, IN 46038Ph: 317.849.3535www.hyprofi ltration.com

HY-PRO FILTRATION

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=www.meltric.com&id=3017&[email protected]&dest=http%3A%2F%2Fwww.hyprofiltration.com


INPRO/SEAL


The inventor of the original bearing isolator, Inpro/Seal has been delivering innovative sealing solutions and superior

customer service for more than 30 years. Now part of Waukesha Bearings and Dover Corp., we’re stronger than ever! Our technologies increase the reliability of rotating equipment and provide real cost savings by improving mean time between repair (MTBR). Plus, we offer same- or next-day shipments, even on new designs.

The Bearing IsolatorThe Inpro/Seal Bearing Isolator is a non-contacting, non-wearing permanent bearing protection device. Its patented design consists of a unitized stator and rotor that form a compound labyrinth seal with no wearing parts—ensuring perma-nent protection. The stator is typically pressed into the bearing housing, while the rotor turns with the shaft.

Inpro/Seal Bearing Isolators protect in multiple ways. Lubricant is captured in the inner portion of the labyrinth and fl ows back to the bearing housing. Outside contamination attempting to enter the bearing housing is captured in the outer labyrinth paths and expelled through a port in the stator by centrifugal force and gravity. Their patented VBX® vapor blocking rings inhibit the free transfer of vapor contamination when rotating equipment is cycled off.

Our custom-engineered Bearing Isolators have proven to reduce main-tenance costs and increase the life of rotating equipment, including pumps, motors, gearboxes, pillow blocks, steam turbines, sleeve-bearing motors and paper-machine rolls.

Committed To InnovationCommitted to delivering innovative solutions, Inpro/Seal continues to invest in technology and product develop-ment. While we built our strong repu-tation on the superior performance

of the original Bearing Isolator, in response to customer needs, we went on to develop the Air Mizer® and Current Diverter Ring™ (CDR®).

Air Mizer The Inpro/Seal Air Mizer is a complete non-contacting shaft seal designed to use minimal amounts of air, gas or water to permanently seal against product loss, harmful emissions and contamination. The Air Mizer provides an effective shaft seal in a variety of applications, including agitators, mixers, blenders, powder conveyors, pulpers, rotary valves and other product-handling equipment.

Current Diverter Ring (CDR) & Motor Grounding Seal™ (MGS®)Inpro/Seal’s Current Diverter Ring(CDR) protects motor bearings and

coupled equipment from damaging electrical currents by safely diverting the currents to ground—maximizing equip-ment reliability and minimizing unsched-uled downtime.

Inpro/Seal’s Motor Grounding Seal (MGS) combines CDR technology with the complete protection of a Bearing Isolator to safeguard bearings against electrical currents and contamination.

Headquartered in Rock Island, IL,Inpro/Seal maintains a global sales and distribution network to provide responsive, localized support to custom-ers worldwide.

Inpro/SealA Dover Company4221-81st Avenue WestRock Island, IL 61201Ph: 309.787.4971www.inpro-seal.com

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Inproseal&id=3017&[email protected]&dest=http%3A%2F%2Fwww.inpro-seal.com%2F



NSK CORPORATION

In today’s tough economy, NSK offers solutions that help cut costs, increase effi ciency and maxi-

mize uptime. Our comprehensive Asset Improvement Program (AIP) provides world-class engineering and technical support for customers looking to maximize their competi-tive edge.

AIP provides a real opportunity to unlock additional profi tability via improved machine reliability and increased working knowledge. This well-proven Asset Improvement Program combines customers’ knowl-edge of the working environments, cultures, processes and problems within their businesses with NSK’s engineering expertise and innova-tion. Through close working dialogs with our customers, we identify and address the issues that impact their businesses and their bottom lines.

NSK approaches each AIP project with three value-added objectives designed to maximize the productivity and uptime of each and every customer:

#1. Reduced Maintenance CostsNSK specialists review each applica-tion and its working conditions to provide solid recommendations for the most effective bearing option to suit each particular piece of machinery. When the most appro-priate bearings possible are used, customers benefi t from increased bearing life and lowered maintenance and repair costs. Not all bearings are created equal; whether you’re facing high temperatures, contamination issues, vibration or high speeds, the correct bearing choice can signifi -cantly impact the failure rate and maintenance commitment.

#2. Improved Machine ReliabilitySupport from NSK offers customers insight into the effi ciency and reli-ability of their in-use machinery and

processes. NSK offers a variety of review options:

■ Bearing-failure analysis to identify the cause of premature failure

■ Maintenance schedules for achieving optimum results

■ On-site inspections to ensure best-practice techniques are follow-ed in inspection, assembly and strip-down processes

■ Diagnostic and vibration analysis to review specifi c application challenges

#3. Increased Staff KnowledgeAfter providing the correct motion and control product and verifying that the machinery is working at maximum effi ciency, NSK also engages staff in the installation and maintenance procedures required to keep those machines running smoothly. Training courses cover all areas of bearing use and are available in any combination, depending on the particular needs of each customer.

NSK offers hands-on education in:

■ Bearing uses and applications

■ Bearing diagnostics

■ Best practices for the fi tting and removal of bearings

■Segment-specifi c solutions, includ-ing machine-tool, papermaking, minerals and utilities, primary metals and more

NSK is a key driver of techno-logical advancement in the motion and control industry, investing

signifi cant R&D to create innova-tive, high-performance products. For example, our Molded-Oil™ Bearings are designed especially for corrosive and dust-contaminated environ-ments. The K1™ Lubrication Unit provides long-term, maintenance-free operation in conditions where grease cannot easily be replenished.

These industry-leading solutions are effectively supported by NSK’s AIP program, designed to help you reduce costs, improve machine reli-ability and increase the working knowledge of your engineering and maintenance personnel. Successful participation in the program can enhance profi tability and improve operational competitiveness.

For more information on the NSK Asset Improvement Program, contact an authorized distributor or visit www.nskamericas.com/aip.

NSK Corporation4200 Goss RoadAnn Arbor, MI 48105Ph: 800.675.9930Fax: 734.913.7510www.nskamericas.com


NSK Molded-Oil™ Bearings

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=NSK&id=3017&[email protected]&dest=http%3A%2F%2Fwww.nskamericas.com


SULLAIR CORPORATION

Sullair Corporation, a subsidiary of Hamilton Sundstrand Corpo-ration, a United Technologies

Company, is one of the world’s leading manufacturers of rotary screw air compressors. An innovator in this fi eld since 1965, Sullair offers the broadest range of air compressors in the world today. The company sets the stan-dards for stationary rotary screw air compressors for industrial applications and portable rotary screw air compres-sors for the construction, mining and energy-related segments. Sullair is also a globally recognized manufacturer of quality contractor’s pneumatic tools, compressed-air treatment equipment and vacuum systems.

Global Support, Local SolutionsFrom its corporate headquarters and manufacturing complex in Michigan City, IN, and manufacturing facilities on four continents, Sullair serves the compressed-air needs of construction, manufacturing and general industry the world over: Our international network of fi eld offi ces, authorized distributors and licensees responds to the needs of Sullair customers in every corner of the globe.

Sullair’s manufacturing facilities are the fi nest in the industry. They utilize ISO 9001 certifi ed quality systems, the most modern equipment and the most advanced manufacturing techniques available. The concept of continuous improvement is intrinsic to the Sullair culture and Sullair products are known around the world for their universally applicable design, outstanding crafts-manship and superior quality.

Green InitiativeFundamental to Sullair’s leadership is a dedication to reducing the amount of natural resources that are consumed to create electrical energy and to mini-mize environmental impact, both in the manufacture and use of all our

products. We are constantly exploring new ideas and seeking new technolo-gies to meet the ever-increasing need for energy-effi cient compressed-air solutions, quality and environmental sustainability.

We are doing this in a number of ways. For example, we’ve designed EES compressors to capture heated air that is normally wasted and use it for comfort or process heating. Sullair refrigerated compressed-air dryers use the most effi cient and environmentally compat-ible refrigerants. Another example is our genuine replacement parts and fl uids. Coreless, nonmetallic fl uid fi lters can be incinerated or crushed, elimi-nating disposal concerns. Sullair offers a choice of environmentally compat-ible compressor fl uids—biodegradable Sullube® and 24KT®, a lifelong fl uid with zero environmental impact because it never needs to be changed.

As a company, we are passionate about reducing our products’ energy use to help our customers decrease their environmental impact. We fi nd that these “green initiatives” go beyond good corporate citizenship. They trans-late to business opportunities and

bottom-line savings that can contrib-ute fi nancial value to the organization, while meeting demanding customer requirements.

Committed To Innovation,Dedicated To ExcellenceAt Sullair, a commitment to innova-tion and a dedication to excellence form the foundation of leadership. Sullair is continually exploring new ideas and seeking new ways to engineer and produce reliable, energy-effi cient compressed-air and vacuum products to meet the needs of our customers worldwide.

Sullair Corporation Ph: 219.861.5089eFax: 860.353.5779www.sullair.com


http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Sullair&id=3017&[email protected]&dest=http%3A%2F%2Fwww.sullair.com


THE A.W. CHESTERTON COMPANY

The A.W. Chesterton Company has a comprehensive line of mechanical seals, packing, coatings, cleaners, lubri-

cants and polymeric seals designed to maximize plant performance. Since 1884, we have worked closely with our customers to provide solutions that help them increase reliability, effi ciency and compliance.

Leveraging state-of-the art technology and environmentally acceptable alterna-tives along with strict quality processes, we work to lower your operating and acquisition costs. Our vision is to be recognized, by our customer, as the best partner in providing customized programs, hands-on services and high performance products.

Knowledgeable Service Chesterton, in partnership with our distributors, provides world-class cus-tomer service. Our factory-trained specialists and technicians work closely with customers to select the programs, products and services to meet the challenges faced by industry. Special-ists and technicians are supported by Chesterton’s Application Engineering, Customer Service and Engineered Solu-tions Teams. Our mission is to be the hands-on expert partner to increase our customers’ reliability and productivity and to enhance their business perfor-mance and competitive advantage.

Technology & InnovationChesterton’s innovative products and services are driven by our strong focus on research and development to create value for our customers. Our staff of scientists and engineers works with our customers in bringing innovation to their operations.

Global TrainingThousands of facility managers, engi-neers, technicians and local service specialists have benefi ted from Ches-terton’s industrial training programs.

We offer: ■ Tailored training to meet individual

plant requirements.■ Certifi ed programs, in-plant seminars

and “Lunch & Learn” programs.■ Hands-on installation or application

training.■ Industrial-technology programs via

the Internet.

Global Solutions, Local ServiceChesterton’s service is delivered by a worldwide network of global manu-facturing facilities, service centers and sales offi ces that provide local inven-tory and support. This vast sales and distribution system is able to reach and react to the shifting needs of customers anywhere in the world. Increasing equipment reliability, reducing energy consumption and providing local technical support and service are what Chesterton is known for throughout industries around the world.

✓ Mechanical Seals for Pumps, Agitators, Mixers and other Rotating Equipment: Chesterton has proven component, gas, cartridge, cassette, split and mixer seals specifi cally designed to simplify installation, improve reliability and extend performance of your fl uid-handling equipment.

✓ Mechanical Packing, Gasketing and Live Loading for Pumps, Valves, Flanges and other Rotating and Reciprocating Equipment: Chesterton

offers braided, die formed and inject-able mechanical-packing solutions to reduce leakage, extend the mean time between re-pack/repair and reduce fugitive emissions.

✓ Engineered Polymer Solutions for Hydraulic and Pneumatic Rotating and Reciprocating Equipment: Chesterton offers a broad range of high-perfor-mance polymer seals that improve the reliability and performance of your hydraulic, pneumatic and rotary equipment.

✓ ARC Advanced Reinforced Coatings: Chesterton offers a full line of advanced composite coatings for protection against abrasion, corrosion and erosion and chemical attack.

✓ Lubricants, Cleaners and Industrial Spe-cialty Products: Chesterton has developed a broad range of lubricants, cleaners and industrial products that provide mainte-nance professionals with critical tools to support their everyday work.

A.W. Chesterton Company500 Unicorn Park Drive Woburn, MA 01801-3345www.chesterton.com


http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Chesterton&id=3017&[email protected]&dest=http%3A%2F%2Fwww.chesterton.com


The founding partners established LUDECA in 1953. In 1982, LUDECA became exclusive

representative of Prüftechnik AG for the United States, the Caribbean and Venezuela. The scope of this repre-sentation now includes marketing and support responsibilities for the entire Alignment and Condition Mon-itoring Divisions.

LUDECA pioneered laser shaft align-ment technology in the U.S. market with the introduction of the legendary OPTALIGN® system, manufactured by Prüftechnik in Germany in 1984. OPTALIGN’s then newly patented refl ected laser technology was years ahead of its time: It revolutionized the fi eld of shaft alignment, saving plants untold thousands of dollars in down-time and repairs.

Today, LUDECA remains America’s leading vendor of laser-shaft align-ment technology, headed by the award-winning ROTALIGN® ULTRA and OPTALIGN® SMART and the company’s SHAFTALIGN® entry-level tool. In addition, LUDECA offers bearing heaters, shims and laser pulley-alignment tools.

LUDECA services the vibration-analysis fi eld with state-of-the-art portable and online condition-moni-toring systems, featuring VIBXPERT®

II and VIBSCANNER® vibration analyzers and balancers with the powerful OMNITREND® software, and VIBNODE® and VIBROWEB® online condition-monitoring systems.

The company provides alignment, vibration and balancing training at its customers’ sites and its own state-of-

the-art Miami Training Center, as well as repair, NIST calibration and high-end engineering consultation services. Visit www.ludeca.com and learn how LUDECA can help you achieve your reliability goals.

LUDECA, INC.1425 NW 88th AvenueDoral, FL 33172Ph: [email protected]

LUDECA, INC.

When you think of predictive maintenance, electric motor testing, condition monitoring,

energy cost analysis or motor-circuit analysis training, if you don’t think of PdMA Corporation, you should!

An industry leader and innovator, PdMA has over 20 years experience in the predictive maintenance and condition monitoring fi eld. Our MCE™ (offl ine), Emax (online), and MCEmax™ (offl ine/online) testers are utilized by a variety of industries around the world.

All testers are designed to monitor and trend the condition of AC induc-tion, synchronous, wound-rotor and DC motors and their circuits. Among the testing capabilities are: power quality, power circuit, stator, rotor, insulation and air gap.

Designed to increase safety (PPE notrequired) and reduce connection time for online motor testing, the MTAP2and MTAP3, motor test ports, allow you to capture data quickly to determine motor health.

PdMA offers a variety of training courses, both at the user’s site and in our state-of-the-art-training facility in Tampa, FL. In addition to these training

courses, Regional User Group Meet-ings and free workshops are conducted throughout the year in locations around the world. Free video tutorials on the Six Fault Zones and other predictive main-tenance related topics are available on the PdMA website (www.pdma.com).

PdMA Corporation5909-C Hampton Oaks ParkwayTampa, FL 33610Ph: 800.476.6463www.pdma.com

PdMA CORPORATION



A Leader In Electric Motor Testing

http://www2.nmgcertifiedmail.com/jikometrix/main/index.php?action=t&tag=Ludeca&id=3017&[email protected]&dest=http%3A%2F%2Fwww.ludeca.com



Hard-water problems are caused by dissolved mineral ions in the water. These minerals adhere

to pipe surfaces and virtually any other area hard water contacts—repeatedly. Scalewatcher™ is a no-maintenance, environmentally friendly descaler that does not change water composition. Scales and stains disappear gradually and completely without further action required, guaranteed.

How It WorksScalewatcher uses magnetic and elec-tric fi elds and a continuous changing frequency to treat water. The process forces dissolved minerals such as calcium and magnesium to crystallize before mineral ions (the cause of hard scale) can settle on surfaces. This stops or

reduces new build-up of hard scale, and because the water is better able to dissolve minerals, existing hard-scale layers are softened and eventually disappear.

Scalewatcher has been used by more than 250,000 satisfi ed customers world-wide. Suitable for any industry, this product is designed to:

■ Prevent corrosion in pipework

■ Prevent settlement of zebra mussels (shellfi sh) in plants using sea or river water for cooling

■ Reduce bacterial counts in cooling systems

■ Reduce water and energy bills

■ Extend the life of water-using equip-ment, especially boilers

■ Be installed without plant shutdown

■ Be maintenance-free

■ Last 20+ years

Scalewatcher North America, Inc. 345 Lincoln StreetOxford, PA 19363Ph: [email protected]

SCALEWATCHER NORTH AMERICA, INC.

PROCESS INDUSTRY PRACTICES (PIP)We are a consortium of process

plant owners and engineer-ing construction contractors

harmonizing member companies’ internal standards for design, procurement, construction and maintenance into a set of industrywide practices for voluntary use. As of November 2009, PIP’s active membership encompasses 55 companies,

plus 46 additional subscriber and licensee companies. PIP members share the goal of reducing total installed costs of process plants by up to 6% through the implemen-tation of common industry practices.

Our PracticesOrganized in 1993, PIP is a separately funded, non-profi t initiative operating under the umbrella of the Construction Industry Institute at The University of Texas at Austin. PIP publishes and maintains recommended Practices for the process industry in the following disciplines: ■ Civil/Structural/Architectural ■ Coatings/Insulation/Refractory ■ Electrical■ Machinery■ Piping & Instrumentation Diagrams ■ Piping■ Process Control & Analyzers■ Vessels/Exchangers/Tanks

Specifi c Practices include design, selection, specifi cation and installation information. PIP has published over 460 Practices. A current listing of published Practices is available at www.pip.org.

Process Industry Practices 3925 West Braker Lane (R4500)Austin, TX 78759Ph: 512.232.3041www.pip.org

We are a consortium of process plant owners and engineering construction contractors harmonizing member companies’ internal standards for design, procurement, construction, and maintenance into a set of industry wide practices for voluntary use.

As of November 2009 PIP’s active membership encompasses 55 compa-nies plus 46 additional subscriber and licensee companies. PIP Members share the goal of reducing total installed costs of process plants by up to six percent through the implemen-tation of common industry practices.

Our PracticesOrganized in 1993, PIP is a separately funded non-profit initiative operating under the umbrella of the Construc-tion Industry Institute at The Univer-sity of Texas at Austin. PIP publishes and maintains recommended Practices in the following disciplines: • Civil/Structural/Architectural • Coatings/Insulation/Refractory• Electrical• Machinery• Piping & Instrument Diagrams• Piping• Process Control & Analyzers• Vessels/Exchangers/Tanks

Specific Practices include design, selection, specification, and installa-tion information. PIP has published over 460 Practices. A current listing of published Practices is available at www.pip.org.

Process Industry Practices 3925 West Braker Lane (R4500)Austin, TX 78759512.232.3041www.pip.org

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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

APRIL 26-29, 2011Education, 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






Making A Business Case

For Pump ImprovementsHow do we adapt these

systems to operate in

an era of limited, expensive

electricity and increasing

environmental concern

without incurring a

hefty fi nancial burden?

Jane Alexander, Editorwith

John Schulkins, TAS Online

Pumps, the heart of industry, consume about 15% of the

world’s electricity. When other industrial machinery

directly affected by pump effi ciency is taken into

account, that number rises to approximately 30%.

And if those statistics aren’t intriguing (or troubling) enough,

now consider that 15 – 40% of all this power is wasted.

Centrifugal pumps are designed to operate within a very confi ned effi -ciency envelope. A pump operating close to its Best Effi ciency Point (BEP) consumes less power, requires less maintenance and fails less frequently than one operating away from its BEP (see Fig. 1). Unfortunately, most pumping systems were designed when electricity was abundant and cheap. Production throughput and stability was king. Once in place, pumps are seldom the focus of the operation, as long as they are running—and the wasted power is not easily seen.

What to do?While one-off system assessments can identify “low-hanging fruit,” when it comes to the greatest savings potential, they’re mere snapshots of an operation: Without ongoing monitoring, such assessments can’t accurately quantify wastage over time. Thus, it’s diffi cult to develop a business case for improvements and, once changes are implemented, to quantify results.

At this bulk-water pump station in Abu Dhabi, Siemens LLC and TAS Online are working together to optimize the operation of the entire distribution system.



Developed to optimize massive dewatering pumps oper-ating thousands of feet underground in South Africa’s gold mines, TAS PumpMonitor continuously compares current operation against the optimum duty defi ned by the Pump Performance Curve, the most reliable source outlining a pump’s potential performance. Data can be input manually or gathered in real time from standard instrumentation via a PLC-based communications system. Complex algorithms then analyze the data to help identify the optimal perfor-mance-enhancing corrective action.

TAS PumpMonitor looks at the entire system and clas-sifi es ineffi ciencies into three types: wear, duty and volu-metric. This distinction quantifi es the wastage per cause and also helps users identify the corrective actions that will result in immediate effi ciency improvements and ongoing savings throughout the pump’s life cycle. A system with a high volumetric loss is shown in Fig. 2.

Having established an accurate baseline, the PumpMonitor provides ongoing measurement of the effectiveness (or inef-fectiveness), of system improvements. In addition to quanti-fying wasted electricity, the product supplies information—

fed to an engineer’s desktop in real time via the Internet—to identify equipment failures before they manifest. This facilitates relevant proactive maintenance and saves costly man hours and production losses.

The payback?TAS PumpMonitor has proven its effectiveness not only in mine dewatering but also in process- and bulk-water applications. Its accuracy has been audited by a major power utility in a technology-proving project that quanti-fi ed savings of over 30% of the power consumed in a typical municipal-water pump station. The fi rst U.S. application, in Chicago, IL, has demonstrated the product’s compatibility with local communications systems. MT

John Schulkins is the business development director for TAS Online. E-mail: [email protected].


Making A Business Case

Fig. 1. A pump operating close to its BEP (source: Barringer Associates, www.barringer1.com)

‘Logical and Powerful’According to Gunnar Hovstadius, an internationally recognized authority on pumping-system effi ciency, TAS PumpMonitor is a logical and powerful exten-sion of current system-assessment efforts. The key? “This product provides pump users and consultants a convenient means for accurately quantifying savings potential AND tracking the success of improvements.”

TAS Online (Pty) Ltd. Johannesburg, South Africaand Ringwood, IL

(TAS Online is seeking additional U.S. sales representation.)


Fig. 2. A system with a high volumetric loss

IMPORTANT NOTEFig. 1 has been updated to correct a production error in a previous version. The fi gure that originally ran in the article contained the text: “Best Prac-tice = -10% to +15% of BEP.” As shown, the corrected version now states: “Best Practice = -10% to +5% of BEP.” The authors and MAINTENANCE TECHNOLOGY regret any confusion this production error may have caused.


CAPACITY ASSURANCE MARKETPLACE



Sealed Precision Wheel Bearings

Colson notes its 4 Series Stain-less Steel caster

forks, brakes and bearings incorpor-ate sealed precision wheel bearings that lead to jam-free operation by keep-ing out grease and debris. Requiring nolubrication, they’re available for 2”-wide wheels. They’re also offered in carbon-steel for standard applications.

Colson Caster Corp.Jonesboro, AR

Hand-Held Multimeters

MTX Mobile Multimeters from AEMC® have 100,000-count resolution, 0.02% basic accur-acy and up to a 200 kHz bandwidth. Features

include a multi-position screen and push-button func-tion selection. Rechargeable batteries provide 50% more capacity than earlier models.; an AC power adapter reduces charging time.

Chauvin Arnoux®, Inc. d.b.a. AEMC Instruments Dover, NH

Adhesive Resource Guide

Volume 10 of the Loctite® Adhesive Sourcebook pro-

vides information on Henkel’s line of adhesive, sealant, coating and lube products for industrial operations. The material is divided into several application categories that feature product-selector guides and dispensing/curing equip-ment options.

Henkel Corp.Rocky Hill, CT



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305-591-8935 • www.ludeca.com

WatchVIDEOSOnline

ShaftAlignment

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Certifi cation For A ‘Green’ Workforce

Targeting one of the fastest-growing segments of the U.S. workforce, the Society of Manufacturing Engineers (SME) has joined with the Purdue University Technical Assistance Program (TAP) to launch a Green Manufacturing Specialist

Certifi cate Program. SME developed the outcome assessment; Purdue TAP devel-oped the extensive training program. These components have been designed to work together or independently, creating what the partners characterize as “a highly fl ex-ible workforce development solution.” SME’s outcome assessment can be used by individual practitioners or organizations to measure current knowledge levels and identify areas where training may be needed. Training can be provided by Purdue TAP or other qualifi ed resource(s), such as SME’s online Tooling U. Trainees can then choose to sit for the certifi cation exam.

Society of Manufacturing EngineersDearborn, MI

Powerful Pump Gear Joint

According to Moyno®, the unique crowned- gear universal joint drive-train confi guration of its 2000 Progressing Cavity Pump offers

exceptional torque and control and the versatility for fl uid-handling applications ranging from shear-sensitive chemicals to diffi cult-to-process slurries and sludges. Grease-lubricated, these gear joints run at 180 F, far cooler than oil-lubricated units. Patented seals effectively protect the joints from pumpage contamination. The rear gear-joint location reduces the radial load on the drive shaft and bearings and requires minimal pump disassembly to service.

Moyno, Inc.Springfi eld, OH



Monitored Welding

Miller Electric’s Axcess® E with Insight™ is a MIG welding system that includes an inte-grated data-monitoring capability within

the power source. The system utilizes its exclusive Part Tracking™ feature to monitor the fabrication of each part on a weld-by-weld basis. It also allows production and plant managers to review operator performance, manage parts and costs and trouble-shoot issues such as downtime and faulty welds.

Miller Electric Mfg. Co.A subsidiary of Illinois Tool WorksAppleton, WI For more info, enter 33 at www.MT-freeinfo.com




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

Flexible Borescope

The Lenox Twist-A-View fl exible f i b e r - o p t i c

orbital probe bore-scope allows for full 360° inspections with just a twist of the scope. Rota-tion is made pos-sible with a 90° right-angle viewing adap-tor. At 4 mm (.157”) in diameter and 28” long, it’s well suited for use in tight, restricted areas. The unit is waterproof and resistant to oil and fuel. Both video and digital-still camera packages are available.

Lenox Instrument Co.Trevose, PA

Digital Manometer

The PA5 digital manometer from Petrotest Instru-ments offers a data logging and management solu-tion for determining the oxidation stability of fuels,

lubricants and oils according to ASTM D 525, ISO 7536, ASTM D 942, D 2112 and D 4742 standards. It simultane-ously records temperatures along with pressure and time data. For fuels oxidation and other ASTM oxidation tests, the PA5 offers pre-defi ned routines and settings to ensure tests are conducted according to international standards.

Petrotest InstrumentsAvailable from AMETEK Petrolab Co.Broken Arrow, OK

Updated Oil-Analysis Program

The updated Shell LubeAnalyst™ oil-analysis program helps customers improve equipment reli-ability and reduce maintenance costs. It provides

an online user interface that offers a worldwide sample history and failure trends on various types of equip-ment and engine types. Program software also allows customers to view and track test results and view offl ine management data.

Shell LubricantsHouston, TX




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Air Filters And Screens

Universal Air Filter® Metal Mesh Filters and Screens are alter-native fi lter media for harsh indoor or outdoor applica-tions. They help keep dust and bugs out of equipment and

critical cooling systems, and are suitable for EMI shielding and high-heat applications. The all-metal products are available in a variety of expanded and woven screen confi gurations. Options include expanded aluminum mesh in various thicknesses and woven aluminum or stainless steel screens in a range of sizes.

Universal Air FilterSauget, IL

Wear-Free Magnetic Sensor

Baumer’s MTRM 16 magnetic hall sensor detects the rotational direction and rpm speed of gear wheels in gearbox-

es and engines at up to 20,000 pulses. IP68-rat-ed for use in harsh environ-ments, it has an operating volt-age range of 8 to 28 VDC, a max-imum switching frequency of 20 kHz and is built to withstand temperatures from -40 to +248 F (-40 to +120 C).

Baumer Ltd.Southington, CT


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For more info, enter 41 at www.MT-freeinfo.com For more info, enter 42 at www.MT-freeinfo.com


Synchronous Belts In Long Lengths

Gates’ Poly Chain® GT® Carbon™ synchronous belts are now available in longer lengths. A clean, lightweight alter-native to roller chain, the belts are used for drives requiring

longer center distances and high load-carrying capacities. According to the company, the belts last three times longer than chain, and sprockets last 10 times longer. These belts don’t stretch or require retensioning and need no lubrication.

Gates Corp.Denver, CO

Industrial-Grade Clamp Meter

IDEAL’s industrial-grade version of its TightSight™ Clamp Meter features High Frequency Rejec-

tion (HFR) to assure accuracy when measuring in noisy electrical environments or with complex waveforms, such as adjustable speed drives. The meter features a bottom display for safe reading from virtually any angle, and also has True RMS, CAT IV or CAT III safety ratings. HFR makes the meter immune to electri-cally noisy areas when measuring AC or DC current, AC/DC voltage, frequency, resistance or capacitance.

IDEAL Industries, Inc.Sycamore, IL

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For more info, enter 44 at www.MT-freeinfo.comFor more info, enter 43 at www.MT-freeinfo.com

Wireless Base Unit For Data Loggers

T&D’s RTR-500NW acts as a wireless base unit for any of the company’s

RTR-500 Series Data Loggers as Remote Units. It automat-ically downloads recorded data from the remote units via a 900 MHz wireless link and transmits it by e-mail or to an FTP server, without a PC. The unit can also e-mail warning reports or contact output when a remote unit has entered or recovered from a warning condition.

T&D Corp.Saratoga Springs, NY

AODD Air Distribution

The Pro-Flo X™ Air Distribution System (ADS) from Wilden® uses AODD (air-operated double-dia-

phragm) pump technology to offer operational fl exibility in diverse applica-tions. The product’s Effi ciency Manage-ment System (EMS™) optimizes the pump for operational parameters, regardless of application demands or pump size. An integrated control dial is used to select the effi ciency point and fl ow rate that best suits the application, resulting in greater effi ciency.

Wilden Pump & Engineering Co.A unit of Dover Corp.’s Pump Solutions Group (PSG)Grand Terrace, CA

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

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

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.


Web Spotlight: MAINTENANCE TECHNOLOGY

For more info, enter 80 at www.MT-freeinfo.comwww.MT-online.com

Online home of Maintenance Technology magazine, the dynamic MT-online.com portal serves the critical technical, business and professional-development needs of engineers, managers and technicians from across all industrial, institutional and commercial sectors who have specifi c interest in and responsibility for the availability, energy ef-fi ciency, safety and environmental integrity of countless equipment systems and processes-and, thus, the viability and profi tability of their organizations. The goal of MT-online.com is quite simple: to help plants and facilities leverage their increasingly precious time and resources and achieve best-of-class/world-class status via state-of-the-art asset management strategies, technologies and methodologies.



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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]

CLASSIFIED


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]

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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

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ELLEN SANDKAMDirect Mail

[email protected]

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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

Barrington, IL 60010847-382-8100; Fax 847-304-8603

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

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

Space Age, 225 Fuller StreetBrookline, MA 02446

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

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Index December 2010 • Volume 23, No. 12

ADVERTISER WEB RS # PAGE #




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

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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

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)

A.W. Chesterton Company ...............www.chesterton.com ...............................66, 288 ......................5, 34

Baldor Electric Company ...................www.baldor.com ......................................62, 280 ......................1, 26

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

FLIR Commercial Systems, Inc. ........www.fl ir.com ............................................61 .................................IFC

FLIR Commercial Systems, Inc. ........www.fl ir.com/inframation .....................281 .................................27

Fluke .......................................................www.fl uke.com/getreal233.....................67 ..................................... 7

Fluke .......................................................www.fl uke.com/whitepaper ...................70 ...................................17

Fluke .......................................................www.fl uke.com/report ............................282 .................................28

FosteReprints ........................................www.fostereprints.com ...........................79 ...................................44

Generac Power Systems, Inc. .............www.generac.com ....................................69 ...................................11

Herguth Laboratories, Inc. .................www.herguth.com ...................................63, 283 .......................2,29

HY-PRO Filtration ..............................www.hyprofi ltration.com .......................284 .................................30

Inpro/Seal ..............................................www.inpro-seal.com ...............................84, 285 ................... BC,31

Ludeca Inc. ............................................www.ludeca.com ......................................289, 76, 82, .......35, 41, 45

MARTS- Applied Technologies ........www.martsconference.com ...................73, 74 ........................24,37

NSK Corporation ................................www.nskamericas.com ...........................286 .................................32

PdMA Corp. .........................................www.pdma.com .......................................72, 290 .....................23,35

Process Industry Practices ..................www.pip.org ..............................................68, 291, 81 ........10, 36, 45

Scalewatcher .........................................www.scalewatcher.com ...........................71, 292 ....................19, 36

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

Sullair Corp. ..........................................www.sullair.com .......................................83, 287 .................IBC, 33

Tri Tool, Inc. ..........................................www.tritool.com ......................................75 ...................................40

VibrAlign, Inc. ......................................www.vibralign.com .................................64 ..................................... 4

Wilcoxon Research ..............................www.wilcoxon.com .................................65 ..................................... 4

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viewpoint

Sustainability is the hottest of topics these days. The concept is now applied to virtually every aspect of our lives. We have sustainable agriculture, cities, design, living, packaging,

transportation, even sustainable tourism. With the term being so widely used that it’s descending to buzzword status, those doing business in the era of sustainability risk losing sight of the very real benefits associated with sustainable solutions.

When considering which solutions are right for a company looking to improve operational efficiency and decrease its negative impact on the environment, always start with the four pillars of sustainability: energy efficiency, water, waste and building infrastructure. They represent areas where organizations can reap the benefits of sustainable business practices, either through investment in new technology or optimization of existing technology.

In the United States, current economic conditions make it nearly impossible for most manufacturers to create capacity through new investments. Govern-ment regulations aimed at protecting the environ-ment show no signs of loosening—and are likely to get stricter. For companies not yet on the bandwagon, now is the time to take a long, hard look at the four pillars of sustainability for ways to streamline processes. For companies already aware of the upside of sustainability, revisiting the four pillars can help achieve even greater benefits and savings.

The largest pillar, with the most potential for reducing negative environmental impact and increasing profits, is energy efficiency. From an environmental perspective, energy expenditures are most visible in the form of an operation’s carbon footprint. From an economic standpoint, energy is one of the largest operational costs in industry. With energy costs projected to continue spiraling upward, and federal regulators taking increasingly aggressive stances on harmful emis-sions and waste, energy efficiency is critical to the long-term viability of any industrial enterprise.

Not everyone within an organization has a broad enough view to evaluate the company’s operational goals against the four pillars of sustain-able solutions and make the right decisions. It falls to CEOs, CFOs, sustainability officers and plant managers to ensure that their sustainable efforts drive improvements—and to not just pass the buck to another area. They can do this by looking at the whole process and asking these questions:

n Where can I implement change? What is viable?

n Should I invest in new technology or seek change through optimization?

n What will be gained? Will I be able to create extra capacity?

n How much will this effort cost? Is it a good investment?

Energy efficiency has numerous benefits. Solu-tions are available now that can yield up to 7% gains in productivity while creating a sustained reduction in energy consumption per unit produced of up to 40%. Still, energy efficiency is not an end unto itself: It’s just one block under the umbrella of sustainable solutions. Going too far in one direction and neglecting the bigger picture can diminish the effectiveness of implementing sustainable solutions.

Correctly implemented, energy-efficiency efforts increase compliance and save money by helping businesses stay ahead of mandates. They can increase capacity through optimization of processes, as well as increase plant reliability and availability. It is the C-suite’s responsibility, along with senior management, to make sure things are done right. When they are, companies will be leaner, more productive, more reliable and more profitable. Mt

Jagannath Rao, PresidentIndustry Solutions Division, Siemens Industry, Inc.

Sustainable Solutions And The Importance of Energy Efficiency

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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