Plant Services Sept 2010

8/8/2019 Plant Services Sept 2010

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WWW.PLANTSERVICES.COM

Electrical SafetyIs Everyone's Job

Raise HazardAwareness

SEPTEM

BER

2010

See the Ball, Be the Ball / p.15

Manage Mobile Assets, Reduce Operating Costs / p.19

Best Practices Awards in Reliability / p.22

Solve Your Leaking HVAC Coil Problem / p.45


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5/60www.PLANTSERVICES.Com SEPTEmbER 2010 5

28 / COVER STORY

Raise Hazard AwarenessElectrical safety is everyones job

22 / RELIABILITY

Best Practices AwardsFour companies exhibit the best in reliability

38 / POWER TRANSMISSION

Reliability Goes Green for Rotating EquipmentFour innovations can help you meet sustainability goals

45 / HVAC

A Discussion of HVAC Coil Coatings

The solution to leaking HVAC coil epidemic could be coatings

fu

p

u d dp

17 / HMAN CAPITAL

Owning Your CircumstancesIts the honorable thing to do

19 / ASSET MANAGER

Fleet Asset ManagementYour CMMS can be an active partner in minimizing mobile asset

operating cost

27 / TECHNOLOGY TOOLBOx

Heat Echanger IntegrityMultiple methods conrm the integrity of tubes and tube sheets

58 / ENERGY ExPERT

The Perfect Energy StormReliability, cost, environmental factors can affect availability

7 / FROM THE EDITOR

Where Work Is Hell

Coming to the end of a long,hot summer

9 / CRISIS CORNER

Preventable DisastersGetting more people to ght

the Maintenance Crisis

11 / WHAT WORKS

Warehouse Destratied

in CanadaLarge fans increase year-round

comfort and cut energy costs

Product ProcessorPicks Premium Floor

Decision driven by trafc andantibacterial properties

15 / YOR SPACE

Keep Your Eye on the BallVisualize goals to help yourteam attain them

49 / IN THE TRENCHES

Driven to drinkAcme learns what happenswhen an employee overindulges

55 / MRO MARKETPLACE / AD INDEx

57 / CLASSIFIEDS

b f SETEMER 2010 / VL. 31, N. 9

LANT SERVICES (ISSN 0199-8013) is published monthly by utman Media, Inc., 555 West ierce Road,Suite 301, Itasca, IL 60143. hone (630) 467-1300, Fax (847) 291-4816. eriodicals ostage paid at Itasca,IL and additional mailing ofces. Canada ost International ublications Mail roduct Sales Agreement No.40028661. Canadian Mail Distributor Information: Frontier/WI, ox 1051, Fort Erie, ntario, Canada, L2A5N8. rinted in U.S.A. STMASTER: Send address changes to LANT SERVICES, utman Media, Inc., ox 3435, Northbrook, IL 60065-3435. SUSCRITINS: Qualied reader subscriptions are accepted fromLANT SERVICES managers, supervisors and engineers in manufacturing plants in the U.S. and Canada. Toapply for qualied-reader subscriptions, please go to www.plantservices.com. To non-qualied subscribers in theU.S., subscriptions are $96 per year. Single copies are $15, except the September and December issues whichare $36. Canadian and foreign annual subscriptions are accepted at $145 (Foreign airmail $200/yr). Singlecopies are $81. 2010 by utman Media, Inc. All rights reserved. The contents of this publication may not bereproduced in whole or in part without consent of the copyright owner. In an effort to more closely align with ourbusiness partners in a manner that provides the most value to our readers, content published in LANT SERVICESmagazine appears on the public domain of LANT SERVICES Website, and may also appear on Websites thatapply to our growing marketplace. utman Media, Inc. also publishes CHEMICAL RCESSING, CNTRL,

CNTRL DESIGN, FD RCESSING, INDUSTRIAL NETWRKING, THE JURNAL, HARMACEUTICALMANUFACTURING and WELLNESS FDS. LANT SERVICES assumes no responsibility for validity of claimsin items published.

OSHA 10- and 30-hour training Hard work that pays offTraining provides general awareness on primary safety and

health matters.

www.plantervices.com/articles/2010/06Hraining.html

ltrasound assisted lubricationAdding ultrasound monitoring to standard lubrication best

practices can lead to fewer failures, extend motor and bearing

life, and decrease the amount of lubricant used.

www.plantervices.com/articles/2010/07ultrasonssisterication.html

How VFDs save energyAnalysis and examples of power conversion by variable-frequency

drives.

www.plantervices.com/articles/2010/06Vfdsavenergy.html

On-Demand Webcast: Operational Ecellence

Capitalizing on the Economic RecoveryJoin the Aberdeen Groups Matthew Littleeld, as he highlights

the pressures that drive manufacturing operations and outlines

strategic actions being used by best-in-class companies.www.vieo.wecasts.com/events/mny001/viewer/inex.

js?eventi=35447


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pul ubk, mp

W Wk Coming to the end of a long, hot summer

rom the idwest to the easternseaboard, the summer of 2010 has been

the hottest and most humid in 20 to 60

years, depending on your location. Here

in Chicago, we had the longest string of

80 F or above temperatures since 1955. I

know thats nothing compared to a regular

southern summer, but crawling through

the many road construction zones with

the windows open, because unlike me,my A/C is taking a vacation I have to

sympathize with the workers getting it

done under these conditions. And I cant

help but notice that, as a group, were not

getting any younger or thinner.

But we do have more gizmos and gad-

gets. Manlis and slings let us access di-

cult locations with relative ease. Supports

and braces allow us to work comfortably

in odd positions. Sophisticated zero

gravity xtures inspired by the movie

industrys steady-camera technology can

hold heavy tools for precise work at arms

reach (www.plantservices.com/zerogravity).

Tanks to this summers Gulf of

Mexico oil spill, Ive learned more than

I ever imagined I would about work-

ing at the bottom of the ocean. At the

near-freezing temperatures and 2,400 psi

water pressure a mi le under the surface

of the Gulf of Mexico, remotely operated

vehicles (ROVs) serve as workers eyes

and hands. Operators can preprogram anROV to park at a designated spot, anchor

itself by gripping framework, and reach

out to adjust a set of valves designed to be

gripped by its high-torque, rotating claws.

Meanwhile, about 2,300 . below the

surface of Copiapo, Chile, 33 workers

trapped for 17 days before they were

located and found to be alive might

have to survive another four months on

sustenance piped to them through a 6-in.

borehole while rescuers dig a sha large

enough to bring them up to the surface.

Sanitation immediately comes to

mind, but sanity also is a major concern.

Te Chicago Tribune reports that the

men already have been trapped under-

ground longer than all but a few miners

rescued in recent history. Survival aer

17 days is unusual, but because theyve

made it this far, they should emerge

physically ne, Davitt McAteer, former

assistant secretary for mine safety andhealth at the U.S. Labor Department,

told the Tribune. But the stress of being

trapped underground for a long period

of time can be signicant. Teres a

psychological pattern there that weve

looked at, said McAteer, but there are

people who can talk them through that.

Up here on the surface, the economy

grows while employment stagnates.

Factory and oce stas work harder and

longer to increase production while skit-

tish executives sit on their cash or use it

for acquisitions, leading to another kind

of survivors stress.

In the Middle East, combat troops are

now ocially withdrawn from Iraq, or

renamed advise and assist brigades.But its not clear how many will actually

come home, what opportunities theyll

have here, or how long before theyre

redeployed to Afghanistan. Or Iran.

All in all, its not so bad to be stuck in

trac on a hot summer day, even with-

out A/C.

www.PLANTSERVICES.Com SEPTEmbER 2010 7

Putman media, inc.555 W. pierce d., te.301, Itasca, Il 60143phone: (630) 467-1300,Fax: (630) 467-1120k bGro [email protected]

bk, Cditor in [email protected]

. kWCz, .., Cxective [email protected]

x GjWkssociate ditor, igita [email protected]

C. V.p., reative [email protected]

j k

rt [email protected]

v bG, .G.ontriting ditor

Gontriting ditor

kyontriting ditor

j ontriting ditor

bb bditor at large

bC vC

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jCk jircation [email protected]

zGprodction manager

[email protected]

j kerints mareting managerFoster erints(866) 879-9144 [email protected]

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j . Cpresident/O

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[email protected], (630) 467-1300 433

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9/60


Css CJoel leonard

Pvb DsssGetting more people to fght the Maintenance Crii

During the CMs Conerence in Adelaide, Australia,the Asset Management Council (AMC, www.amcouncil.

com.au) asked me to kick o a fnd our theme song contest

in hopes o ostering pride and passion or our proession.

Im not American Idol material, but I gave it my best shot.

I played he Maintenance Crisis Song video (www.

plantservices.com/maintenancecrisis) and then sang

Find Me a Maintenance Woman. Music is, ater al l, a

powerul tool or inluencing attitudes, perceptions, anddecisions. Some songs started major societa l movements

and changes. hough my tonal qualit y might not be ready

or prime time, it inspired a quartet o engineers to write

their own version.

Tis group loved it and helped fll a void in the normally

dry engineering conerence by adding what John Hardwick,

the chairman o the AMC, called pizzazz. I dont portray

mysel as a singer, but the attendees whooped, hollered, and

chuckled over the lyrics and video. I got a standing ovation.

Several approached me aerward to oer sage advice Hey

mate, dont give up your day job.

Te next day, during my keynote address, they heard what

I do on my day job supporting the economic transorma-

tion underway in an 11-county region surrounding Fort

Bragg, N.C. Tey agreed the interactive 3-D technology

used or technical skil l development can serve as a bridge to

improve the skills and perormance o a uture workorce.

In act, several consulting and contract maintenance

companies are helping me contact the leaders o P3I, the

public-private partnership or innovation based in Fay-

etteville, N.C. I participated in a panel discussion titled

Strategic Asset Management A Concept or Reality? with

Hardwick, Anne Howe, CEO o South Australia Water Au-thority (SAWA), and Penny Burns, principal director, AMQ

International. We agreed that organizations might be on

varying levels in the journey to implementing this strategy.

When asked i anyone had a ormalized mentorship process

or succession plans, not a single person raised a hand.

Tis conerence had wonderul speakers. One explained

that every second, across the world, we lose 1 ton o steel to

corrosion. Another said that Western Australia University

is adding engineering courses in its business curriculum.

Te objective is to give uture executives a grounding in

engineering strategies to better manage assets instead o

believing the traditional allacy that maintenance is a cost,

not a contributor to proftability. Perhaps more U.S. schools

will implement similar programs.

Te righteningly common situation at engineering con-

erences is that only a ew new engineers are in the audience

each year. Most attendees were either practicing or masters

with one oot into ul l-time retirement.

Aer witnessing the quality and depth o knowledge rep-

resented, I hope more eorts are implemented to recruit new

engineers to attend this dynamic event. I love the Australian

culture. As a smart aleck, I ft in and enjoyed some clever

repartee with the attendees.

And even though Australians most popular expression

is No worries, mate, shell be alright, some o the trends

underway are cause or great concern i action isnt taken

to replenish and develop current and uture workers. Te

challenges are vast and deep, but i more o us conront the

issues head-on, well make serious progress at mitigating

more preventable problems.

On the ight rom Australia to Los Angeles, I met Juan

Ospina. He plays keyboard, and aer hearing various versions

o Te Maintenance Crisis Song via my laptop, he agreed to

join the fght. Most o his generation isnt picking up skilled

trades, and he realized the Maintenance Crisis is a serious

problem. Upon his arrival home, he convinced Aguanil Salsa,a Latin-Grammy-Award-winning band, to produce a salsa ver-

sion o Te Maintenance Crisis Song. Tis version will have

trombones, trumpets, bongos, and a Latin beat.

Te frst hal o song will be in Spanish, the second hal in

English. Tat should help acquire more supporters to fx the

crisis worldwide. It will be on SkillV.net, so stay tuned.

Check the SkillV blog i youd like to join me during my

all conerence schedule. Ill be keynoting the Facilities De-

cisions conerence in Las Vegas and plan to attend the SMRP

conerence in Milwaukee.

-mail Contriuting ditor Joel eonard at [email protected].

W sD Y D

MzD MsP PCss

sCCss P, sG

Ps sD D.


10/60

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wh wk

Fdratd Co-opratvs Ltd.,a retail cooperative with membersthroughout western Canada, operatesretail shops, ueling stations, buildingmaterial supply centers, and refner-ies, occupying numerous warehousespaces to store products. According toTrevor Carlson, environmental and

technical services manager at Feder-ated (www.cl.ca), a air amount oheat was being wasted at the ware-house ceilings. By bringing this heatdownward, he thought, Federatedcould decrease the rate at which itsbuildings were shedding heat throughthe roos.

A potential source o heatingenergy savings is reducing the dier-ence in air temperature between theoutdoors and the underside o theroo. ermal destratifcation canmake the air temperature essentiallyuniorm within the conditionedspace, reducing the temperature at the underside o the roo.Estimated energy savings are based on the dierence in heatloss through the roo at the temperature dierentials beore andaer destratifcation.

In the stratifed condition, there will be a signifcantdierence in air temperature between oor level and theunderside o the roo, explains Richard Aynsley, lead aero-dynamics engineer, Big Ass Fans (www.bigassans.com).

Beore destratifcation, the dierence between the tempera-ture o air near oor level and at the underside o the roo deckcan be as much as 30 F. A critical actor in destratifcation isthat the indoor air is thoroughly mixed to an even tempera-ture, remarks Aynsley. Aerward, the dierence between thetemperature o air near oor level and at the underside o theroo deck is usually no more than 1 F. Big Ass Fans units aredesigned to provide a low-cost, energy-ecient cooling solutioncoupled with the ability to signifcantly reduce energy usage inwinter months by destratiying the air within a building. In lieuo reversing the an, which is common or most small, high-speed ans, large-diameter Big Ass Fans units are designed to

simply operate at a slower speed during the winter, eliminating

much o the dra associated with ancirculation.

Carlson decided to conduct pilottests in the 80,000-sq.-. loadingdock area o Federateds 300,000-sq.-. warehouse in Saskatoon, Sas-katchewan, Canada. He installedfve 24 .-diameter, low-speed Big

Ass Fans units. Aer a short periodo operation, we noticed multiplebenefts, says Carlson. e work-ers in the warehouse actually wantedthe temperature decreased in thewinter because they were too warm.at was very encouraging or us, aswe were able to change the setpointson the thermostats because the answere bringing the heat down, keepingworkers comortable while reducingour costs. We looked at our degree-day data and calculated our heatingindex or the year prior and the yearaer installing the Big Ass Fans.

Carlsons fndings showed a signifcant reduction in energy use.Occupants o existing buildings can obtain uel use data rom

their utility companies, while local climate records can providethe average outdoor air temperature during a particular heatingseason. is data can be used to calculate the heat loss throughthe building envelope over a given period in the orm o a heat-ing index in Btu/./degree day. One degree day is accumulatedor each dierence o one degree between a days average tem-

perature and a reerence temperature, typically 65 F.Carlson tracked data concerning average energy consump-tion and daily temperature changes rom 2007 into 2009. Forthe Saskatoon acility, the heating index beore the installa-tion o the ans was 4.49 Btu//degree day. e year the answere installed, consumption decreased to 3.99 Btu//F. eollowing year was the frst ull year o using the ans, andthe heating index was 3.61 Btu//F. We noticed a prettysignifcant decrease, and it works out to a roughly 10% reduc-tion in natural gas consumption, says Carlson. It was a 10%reduction when we saw a 20% increase in natural gas rates.We believe we saved $19,800 in the frst year in natura l gas

consumption as a result o the ans.

wehue DeiFieD in CnDLarg fas cras yar-rod comfort ad ct rgy costs

Destratifying air temperatures in a 300,000-sq.-ft.warehouse with large fans saved Federated

Co-operatives Ltd. an estimated $19,800 the rst year.


12/60

12 September 2010 www.pLANtSerVICeS.Com

wa wk

whn th foor nishing project came out or bid romone o the local general contractors in charge o the ten-

ant improvement, there was no detailed specication or

the product type or criteria, only a small blurb in the nish

legend mentioning a white epoxy foor coating that would

meet USDA standards.

But long beore work at the new Papa Johns Salad and

Produce acility in olleson, Ariz., began, Brian Whited,

key accounts manager, echniquex (www.techniquex.com),knew the correct fooring system to use or the large expan-

sion project. Tree years earlier, echniquex had worked

or Papa Johns Salad and Produce at its acility in empe to

solve a problem o concrete deterioration caused by exces-

sive water exposure. Knowing the exact conditions the new

fooring would ace under excessive trac, constant water

immersion, and low temperatures, he was sure the best

solution would be Diamond-Crete R by DiamondStone

Products (www.diamondstoneproducts.com).

Whited, recalling the bid inormation was vague, con-

tacted the contractor directly to express his concern. Aer

I spoke with the contractor and realized the new build-out

was or Kevin Jones at Papa Johns Salad and Produce, I im-

mediately told him o our past experience at their other a-

cility. We agreed that giving the client a ew options, includ-

ing the Diamond-Crete R, would be the best approach.

Te estimating sta at echniquex reviewed the plans

and construction schedule and quickly realized the project

needed to be ast-tracked. Tis was yet another indication to

use the Diamond-Crete R system because o its short cure

and quick turnaround.

Once the contractor received the proposals or the proj-

ect, it was time to begin negotiations. echniquex providedseveral samples o the proposed systems and installed

mock-ups so Jones, the owner, could select colors and

texture. echniquex recommended the Diamond-Crete

system, but the price was substantially higher than the

other options. Whited explained the advantages, including

unlimited moisture tolerance, thermal expansion quali-

ties, warranty duration, and instal lation timerame. Once

Kevin and the contractor were educated on the products

and the dierences between them, the extra cost wasnt an

issue, says Whited.

Te owner and contractor both agreed to use the system, a

three-component, rake-and-trowel, polyurethane-modied

cement with chemical, thermal shock, and thermal cy-

cling resistance. A non-sacricial antimicrobial additive is

integrated throughout the system to inhibit the growth o

microorganisms such as bacteria and its odors. Te system

used at Papa Johns Salad and Produce also includes an

optional quartz aggregate broadcast along with a nish coat

o DiamondStone Aromatic Urethane 100.

echniquex crews arrived on the job site in late June to

begin instal ling 40,000 sq. . o the Diamond-Crete system

along with an additional 100,000 sq. . o sealed and bur-

nished concrete.

Te 10-man crew quickly sprang into action, prepping the

areas scheduled to receive the DiamondCrete R. Te prep

work took a little more than one week to complete. Once thefoors had been cleaned, the crew began installing the R

system. Te crew worked 10to-12-hour days or six weeks

to complete the project.

Te installation went fawlessly and Papa Johns Salad

and Produce now has a new acility with a beautiul foor

system designed to keep production areas sae and clean or

many years to come. In a letter o recommendation written

aer project completion, Kevin Jones wrote: I couldnt be

more pleased. Youve been responsive and have delivered a

nished product perectly suited to my needs. Your recom-

mendations were spot-on, and you accomplished the job

with little disruption to my operation.

Pue Pe Pk Pemum Flcision drivn by trc nd ntibctri proprtis

Installing 40,000 sq. ft. of Diamond-Crete RT plus an additional

100,000 sq. ft. of sealed and burnished concrete took a 10-man

crew six weeks of 10-to-12-hr. days.


13/60

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16/60

PLANT SERVICES. READY TO HELP.

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17/60


HUMAN CAPITALTom moriarTy, P.E., CmrP

OwNIN yOU CICUMTANCIts the honorable thing to do

Its not m fault. Tats not my job. Dont blame me.It wasnt my decision. I orgot. Im too busy to get to that.

I thought I told you about that. I told someone else they

needed to do that.

Whether its your teenage kids who never seem to fnd the

dishwasher with their dirty glasses, an automobile accident

at an intersection, or an upset at the plant, people seem to

have a set o conditioned responses. Teir responses are like

reex actions.Ive always valued working with people who have the

ability to recognize their roles in disheartening situations.

For the parent who is annoyed by the teenagers inability to

fnd the dishwasher, the parents role was in not being more

insistent in communicating the importance o cleanliness

and respecting others. For the person who was involved in

an accident, that persons role might have been not being

a deensive driver, or even the consequence o leaving the

house 30 seconds later than planned.

In a plant upset situation, the operations manager who

doesnt own the circumstances might believe an operator

was too slow to notice a ow rate or pressure change in a

process. In this case, the operations managers who own

their circumstances consider the act that they allowed

shortcuts to the new employee orientation program, or that

the maintenance manager asked or time to fx a ow rate or

pressure sensor alarm last month.

I value working with people who own their roles in

situations because at their core they are realists. Tey see

various sides o issues and usually recognize opportunities

to improve as a result. Accountable people recognize that

they and others might have had a role in the problem; they

might be the direct cause o the problem, they might havecontributed to the problem, or they might have passively

allowed it to occur.

Te beneft o owning reality is that you get past blame

and excuses. When you get past blame and excuses, you can

ocus on solutions.

In their book, Te Oz Principle, Roger Connors, om

Smith, and Craig Hickman use the terms above the line

and below the line to defne when someone acts with ac-

countability (above the line) and when that person is stuck

in what the authors reer to as the victim cycle (below the

line). One quote rom the book I particularly agree with: A

person who owns his or her circumstances never allows the

actions o someone or something else to keep them below

the line. Instead, the accountable person accepts whatever

ways in which his or her own behavior contributed to the

situation and sets about overcoming the circumstances, no

matter how dicult.

o be accountable, you must accept what is. Tats reality.

Reality doesnt care i were aware o it or not. Reality exists

independently o our judgment and opinions. When we

dont recognize reality or become aware o reality and try to

live by what we want the reality to be, we will most oen be

discouraged or disappointed. People who dont recognize re-

ality are easily identifable; they are the ones who complain,

blame, judge, resent, worry, regret, control, or procrastinate.

Tey are below the line.

When you dont accept reality, its like not knowing about

a kick-me sign on your back. You cant understand why

people keep kicking you in the butt. When you get clued

in to reality, you have choices about what to do with that

knowledge. I you know the kick-me sign is on your back,

you can, o course, leave it there (not smart) or you can

remove the sign and stop getting booted in the butt. When

you own your circumstances, you can move beyond negative

eelings and deensive actions.

What i you recognize and accept reality, but other

persons around you dont? Arent you stil l going to have

people blaming and playing the victim? My answer isprobably. But your insight will be the path toward at

least minimizing t he problem. You will be in a better po-

sition to inluence others and the overall situation. As a

result, whether youre a cra tsman, oreman, or manager,

you will be seen as more proessional and capable than

those who dont embrace real ity.

Help others to embrace reality. When problems arise,

dont join in the blame game. ake the high road. Look or

solutions that lead to higher value outcomes.

Tom Moriart, P.., CMP, is president of Alidade M Inc.

Contact him at [email protected] and (321) 773-3356.

TH NIT O OwNIN ALITy I THAT

yOU T PAT LAM AN xCU.


18/60

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grdavid berger, P.eng.

st mpanes have a range o asset types such as equip-ment, buildings, inrastructure, computers, and eet or mobile

assets to maintain. Although these asset classes have much

in common, there are some key diferences in the processes,

systems, and resources used to manage them.

Dfiig fl/obil

For our purposes, mobile assets are any motorized equip-

ment on wheels. Tis includes ork li trucks, automobiles,trucks, and tractors. Te vast majority o these assets con-

sume uel or electricity to power their movement.

Many wheeled assets arent powered, or example, carts,

li trucks, wagons, and tra ilers. Tese can be used or

transport, material-handling or people-moving applications.

Without a power source and drive system, these assets are

ar less complex and not all that unique in terms o mainte-

nance management requirements.

Te term eet implies multiple mobile assets. Sometimes

eet assets are identical, but not necessarily. For example,

a plant can have 20 or more diferent types o automobiles,

trucks, and transportation assets, with diferent specications,

model years, attachments, and accessories.

Proc o uPPor fl

As with any asset requiring maintenance, key high-level

processes include work order management, preventive

maintenance, condition-based maintenance, spare parts

inventory management, asset liecycle management, and

managing equipment history. But there are some interest-

ing characteristics that apply to a eet o mobile assets. One

o the most important diferentiators o eet maintenance

over maintenance o other asset classes is the relatively highpercentage o use-based or condition-based maintenance, as

opposed to unexpected ailure-based maintenance.

Although numbers vary by eet and application, the relative

percentage is typically greater than 80% maintenance triggered

by condition or usage time, meter, or event. Tis might be

explained by a number o possible actors, but perhaps the most

signicant is the high consequences o unplanned ailure in

terms o health, saety, the environment, regulatory penalties,

or loss o revenue. Tis is especially true when ailure occurs in

locations that are dicult to access.

Another actor is the relatively high number o similar

mobile assets making it easier to establish industry norms, such

as use o similar technologies or brakes, transmissions, and

exhaust systems, and specialized tools and acilities such as lube

pits, vehicle paint acilities, and wash bays. Standard operating

procedures and job plans oen are based on the manuacturers

many hours o experience across multiple industries. Job plans

provide guidance as to when and how to do various inspec-

tions and preventive maintenance procedures, once a certain

milestone is reached in terms o time passed since purchase,

time driven, or distance traveled.

With many similar assets in the eld, historical data can

be compiled to determine the optimal interval between

inspections or when it is best to perorm maintenance tasks

such as changing the oil, replacing the timing belt, and

rebuilding the engine. Te bigger the eet and the more

similar the mobile assets maintained, the easier it should be

to achieve economies o scale. At least that is the theory.

However, in practice, theres no lack o ineciencies in

a typical eet maintenance shop. In my experience, this is

in part because o the usual bureaucracy o big companies,

but its the attitude o management and workers that largely

prevents eet maintenance shops rom achieving their po-

tential, especially in the public sector. Although contracted

service garages are ar more ecient because o their eet

maintenance ocus and prot motivation, they have a repu-

tation or sacricing quality or price.

c rquir for fl ic

A CMMS is certainly relevant to any eet maintenance shop;

however, there are some specialized eatures and unctions

that are highly desirable.

VMRS codes: Te American rucking Association estab-

lished the Vehicle Maintenance Reporting Standards codes to

standardize on the hierarchy o vehicle assets in terms o sys-

tems, subsystems, and components. As well, progress has been

made in building a hierarchy o essentially problem / cause /

action codes related to the asset hierarchy. Some o the CMMS

vendors ship their systems with VMRS codes loaded and allow

users to edit the coded elds to better match their specic eet

ioricl D c b coPilDo Dri oPil irl

bw iPcio.

fl gY c an e an atve patne n mnmzn me asset peatn st


20/60


ss

specications or to provide greater detail.

Fuel management: One o the largest ongoing costs asso-

ciated with maintaining a feet is uel, as well as costs relatedto uel consumption such as maintenance o tires, uel

systems, and engine. Modern CMMS packages that accom-

modate the needs o feet maintenance can track odometer

readings and uel consumption on work orders and then use

condition-based maintenance and asset history to adjust the

maintenance plan or better uel management.

Campaigns and product recalls: Sometimes a vehicle

manuacturer has a product recall to address a saety-

related issue. Some CMMS vendors have eatures to help

manage the recall, such as ensuring that all o the vehicles

are brought in or service at the appropriate time and the

work is completed by a designated date. A campaign is theinternal version o a product recall or example, a decision

by the engineering department to replace a given part with a

superior-quality, third-party brand.

Warranty claims and tracking: Although theres a need

or warranty claims and tracking or any asset, the needs o

feet assets are typically more acute and complex. Vehicles

can have dierent warranties or the overall vehicle, as well

as systems, subsystems, components, and even parts. ManyCMMS vendors recognized the value o a comprehensive

warranty management system. Teir soware has advanced

eatures such as tracking multiple warranty types per asset,

handling parent/child and master warranty relationships,

avoring parts closer to warranty expirations or stock issu-

ance, and preparing a warranty claim.

Facilities scheduling: Most CMMS packages can sched-

ule work orders matching work backlog to available labor,

parts, and tools. However, ew CMMS vendors also will

help users to book an appropriate garage bay as part o the

scheduling complexity. Fleet maintenance planners need to

ensure an asset brought in or service will have the appropri-ate acilities, such as a bay with an inspection pit, heavy duty

li, or paint booth.

-mail Contributing ditor David Berger, P.ng., partner, Wetern

anagement Conultant, at [email protected].

www.crcindustries.com/ei

Whether you are looking for a precision cleaner, degreaser, lubricant, or sealant product, CRC will always

provide solutions that work. CRC has been the brand of choice in the Industrial market for over 50 years!

Go online to www.crcindustries.com/ei to see our entire product offering of MRO maintenance chemicals.

Use our online product selector guide to easily find the perfect solution for your individual application needs.

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21/60

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Te Pt Sees Best

Practices Awards recognize

management techniques, work

processes, and product and

service implementations that

exempliy the defnition o abest practice, which the Society

o Maintenance and Reliability

Proessionals (SMRP) defnes as a process, technique, or in-

novative use o resources that has a proven record o success in

providing signifcant improvement in cost, schedule, quality,

perormance, saety, environment, or other measurable actors

that impact the health o an organization.

Entries must demonstrate how to implement a best practice,

show the potential payos in both qualitative and quantitative

terms, and provide inspiration or those who must overcome

cultural inertia and make eective changes. Entries may be

submitted by plant personnel, vendors, engineering frms, con-sultants or anyone who is amiliar with the application and has

permission to make it public knowledge. Our 2010 categories

also include Equipment, Management, and Energy Eciency,

but this rounds ocus is on Reliability.

Every contender oered an impressive reliability practice

that can increase productivity, improve eciency, or reduce

costs. Judging criteria included percentage reductions or

cost savings, return on invest-

ment, and broadness o applica-

bility, with recognition given or

innovation and creativity.

Te winning practice was sub-

mitted by Jayesh Patel, reliabilitymanager, Valero Refnery (www.

valero.com) in Paulsboro, N.J.

By managing its equipment below the alert level, the refnery

is able to be proactive in its machinery management, allowing

Valero to mitigate reactive work and the associated process

interuptions. Te results o this shi to proactive maintenance

are improved product quality, improved machinery availability,

and increased profts.

Condition monitoring is combined with decision-support

capabilities that utilize prewritten rules, as well as additional

customized rules set by Valero.

Te combination allowed the refnery to schedule mainte-nance without the additional pressure o emergency conditions,

and Valeros successul implementation won the votes o our

judges to become this rounds best practice or reliability.

More inormation about this rounds entries, past entries

and winners, how to enter, and the Plant Services Best Prac-

tices Awards in general may be ound at www.plantservices.

com/bestpractices.

ElEcTrical audiT cuTS coSTS

Competitive necessities prompted the Crown Candy Corp.

plant in Macon, Ga., to have Arrow Hart, a unit of Cooper

Wiring Devices, audit its electrical infrastructure. Arrow Harts

recommendations included watertight receptacles, plugs, and

connectors for areas regularly exposed to hosedown or spray

with cleaning agents and corrosion-resistant receptacles, plugs,

and connectors for areas exposed to incidental water spray,

humidity, and airborne contaminants. Many of the receptacles

and switches needed ip covers as additional protection. Wire

mesh grips were recommended where cable and conductors

are subjected to strain. Arrow Hart recommended an industrial

motor control for areas regularly exposed to sugars and syrups.

After the upgrade, downtime caused by electrical problems

and failing equipment should be reduced, and Crown Candy

should see as much as 25% improvement in productivity.

www.crowncandy.com

chain drivE To bElT drivE convErSion

PJ Food Service, the Papa Johns Quality Control Center,

in Des Moines, Iowa, produces pizza dough for roughly

230 stores in a nine-state region. The plant uses a chain-

driven dough bowl elevator to lift 600 lb. loads 360

starts a day. While the drive operated reliably with proper

maintenance, it posed two problems. Each start delivered

a shock load to the entire system. It was tough on the

equipment and produced an uncomfortable 85-dB noise

for nearby workers. The chain had to be lubricated and

carefully cleaned twice each week. Replacing the chain

drive with a synchronous belt drive solved both problems.

The conversion produced two immediate benets noise

reduction and no contamination risk from the twice weekly

need to lubricate and clean the chain and one longer-

term benet eliminating mechanical stress on startup.

www.papajohns.com

aquaTic EnvironmEnTal ProTEcTion

The Trenton Wastewater Treatment Plant in Trenton, Mich.,

which processes an average of 4 million gallons of wastewa-

ter per day, faced a budget shortfall. Like most government-

run operations, wastewater plants must accept the lowest

bid for any project. This means the most affordable combi-nation of process automation hardware and software wins.

Trenton upgraded its main process control system and

power distribution system. Redundant servers running HMI

software monitors the plants SCADA system wirelessly

to four remote pumping stations, and now management

can troubleshoot problems immediately and remotely.

A Rockwell Automation services and support contract gives

the plant monthly on-site visits and software upgrades.

When a main server meltdown blinded the plant, within ve

hours the service technician transferred plant operation to a

redundant system.

www.trentonmi.org


23/60

.

Headline

Er susto er sum et lor in estrud et, ver sustrud te duisim vendigna consectem zzril dolobor

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Headline

Er susto er sum et lor in estrud et, ver sustrud te duisim vendigna consectem zzril doloborpercinim zzrit nis nisim delisl delit eu faciduiscil dolorperit wisl et ulput aliquam consequisim

quam aliqui tincidunt

am, conse dip eugiamet lamcorp eraesequam zzriure dipit, sum zzrit aut autate dit adigna feu

facinci liquamcommy nosto diam inci tio eu

2010 Schneider Electric Industries SAS, All Rights Reserved. Schneider Electric, Square D, the D-in-a-square logo, and Masterpact are owned by SchneiderElectric, or its affiliated companies in the United States and other countries. 998-2014b

Like new, all over again.

If your company is like most, its reduced capital

and operating budgets but still expects things to

run like they always have. Square D Services

from Schneider Electric has a demonstratedability to help. Our nationwide team of trained

technicians can upgrade existing switchgear

no matter the make or model. By using proven

technology like Masterpact replacement circuit

breakers, we can revitalize aging equipment

without the need for prolonged shutdowns

saving you time and money.

From equipment start-up to corrective action and

custom equipment solutions or maintenance,

Square D Services is available 24/7, 365 days a

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Vleros Pulsboro Refnery in New Jersey has a capac-ity of 195,000 barrels per day and employs nearly 550 indi-

viduals. Condition-based maintenance is used extensively

and employs a mix of permanent and portable technologies,

depending on asset criticality. Low-criticality assets are

addressed by a portable data collection system. High- and

mid-criticality assets are addressed by online systems. For

its most critical assets, Paulsboro uses GEs Bently Nevada

continuous machinery protection systems in conjunction

with System 1 soware. Tese assets include gas turbines,

steam-driven and motor-driven centrifugal compressors,

hydrogen reciprocating compressors, utility air compres-sors, and liquid ring compressors for are gas recovery. Mid-

criticality assets in the renerys coker unit are addressed

by the rendmaster system, a permanently wired sensor

bus architecture that monitors conditions several times

per hour. Both the continuous monitoring systems and the

rendmaster architecture are tied into System 1 soware for

a unied online condition-monitoring environment.

One of the keys to Paulsboros success with condition-

based maintenance is its practice of managing machinery

below the alert level. Alarms set to notify machinery

specialists of impending problems allow uninterrupted op-

eration while appropriate actions, such as scheduling main-

tenance, planning an outage, or recommending changes to

operating or process conditions, are taken.

Managing too many alarm levels can become onerous, and

a balance must be found in the quest to move farther to the le

on the P-F curve. One way to achieve this is by relying not only

on level-type alarms, but also on technologies that automate

the data analysis and anomaly detection processes that human

experts would use if manually reviewing data. Paulsboro has

used the System 1 sowares decision-support capabilities to

embed subject-matter expertise for a particular asset or class

of assets and detect asset problems automatically. While many

users employ the decision-support module to detect anomalies

with the rotating machinery monitored by System 1 soware,

what has set the Paulsboro facility apart is its use of the system

on non-rotating assets, as well. By bringing process data fromthe plants distributed control system (DCS), turbine control

systems, and process historian into the System 1 database,

Paulsboro is able to apply the decision-support engine in ana-

lyzing and detecting anomalies on assets for which only process

measurements are available, addressing applications outside of

conventional condition monitoring, and detecting problems in

non-rotating portions of turbomachinery.

o address this mix of conventional rotating machinery,

xed equipment, and process-related applications, Paulsboro

uses both GEs machinery expertise in the form of pre-con-

gured RulePaks, and its own expertise in the form of custom

rules written by the resident subject-matter experts.

Tese rules are what allows us to automate the diagnostic

process, says Jayesh Patel, reliability engineer at the Paulsboro

facility. Were able to test our rules on historical data to make

sure that they re when, and only when, we want them to.

For example, the feed lter for the naptha hydrotreater has a

direct eect on product quality and operational problems,

and as such it is critical to production. Before imple-

mentation of the decision-support system, the lters

were replaced every 45 days to 90 days, but more

than a third (35%) were replaced under an

emergency work order. In the past twoyears, the lters have been replaced 10

times, and not one was under emer-

gency conditions.

Its also important to Valero

that the stack emmissions ana-

lyzer results agree with those

obtained when the emissions

are analyzed by a lab. Te

System 1 soware rules are

used to make sure these re-

ports are in agreement, thus

avoiding penalties.

RULES-BaSEd MaINTENaNCERefnery uses ecision-support system in conjunction with conition monitoring

The P-F curve shows qualitative time relationship between potential failure (P) and functional failure (F).

The further to the left (closer to P0) one can operate for any given asset, the easier it is to plan maintenance

and lower the likelihood of surprise functional failures.

Point where impending

failure is detected is

Potenial Failure (P)

Vibration

19 monthsOil Analysis

16 months Thermography

312 weeks

Quantitative PM

58 weeks

Audible Noise

14 weeks

Heat by Touch

15 days

Smoke

0 days

Point where asset

stops doing what its

users want it to do is

Failure (F)PF Interval

P1 P

2P3

P4

P5

P6

P7

P0


25/60

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26/60

TM

TM

What the phrase Always air means to you.Always airdistinguishes Sullair as thecomplete compressed air

system provider. As the only worldwide manufacturer to concentrate

exclusively on rotary screw technology, it is our core competency,

and today represents the broadest range of energy-efficient

compressed air products available in the marketplace.

Always air.Always airexpresses Sullairs

commitment to customers by

offering new ideas and technologies.

From mines in Peru to ski slopes

in the USA, we help our

customers lower maintenance

costs, improve productivity, and

extend equipment life.

Sullair: a concern for the future.Underlying Sullairs leadership is a

dedication to reduce the amount

of natural resources consumed to

create electrical energy and to

minimize environmental impact,

both in the manufacture and use

of our products.

Our logo says it all.For more than four decades, the

Sullair logo has generated a deep

impression of our customer-driven

philosophy. It creates an emotional

connection and trust in the benefits

our products and services offered

you through our worldwide

distribution partners.

Sullair Corporation, 3700 East Michigan Boulevard, Michigan City, IN 46360 Telephone 1-219-879-5451 www.sullair.com

The Sullair brand promise is best expressed in the statement:

Always air. Always there.

It is the essence of our total value proposition.


27/60

T TbSheila Kennedy


www.acousticeye.com

www.sgs.com

www.delphi.com

www.mit.edu

www.heatexchanger-ouling.com

www.netl.doe.gov

RR Wb T:

T R TRTMultiple methods confrm the integrity o tues and tue sheets

eat exchanger aws and ouling increase uel andmaintenance costs and put production at risk. New choices

in heat exchanger testing, design, and materials are alleviat-

ing these concerns.

Acoustic testing: Acoustic pulse refectometry (APR), used

in seismic studies, duct investigation, and musical instru-

ment research, is the basis or AcousticEyes non-invasive

heat exchanger testing systems. APR measures one-dimen-

sional acoustic-wave propagation and records and analyzesthe refections produced by changes in the cross-sectional

area o the tubular system to detect faws. AcousticEyes

Dolphin 2000s technology detects leaks, wal l loss, ul l

or partial blockages, corrosion, and ouling. Te Dolphin

systems patented soware identies deect type, location,

and severity. Te user can assign thresholds or each faw

type so that only measurements exceeding the threshold are

categorized as faws. Beore accepting or rejecting fagged

items, the technician might drill down or urther measure-

ment inormation, including the signal graph.

Because the analysis is automated, tubes can be tested in

less than 9 sec. without the aid o experts. Te Dolphins

speed and suitability or any tube conguration, size, or ma-

terial makes 100% inspection coverage possible. By compari-

son, traditional sampling methods, such as standard eddy

current or ultrasound testing, are more time-consuming

and require skilled proessionals to interpret test results.

Helium testing: Another non-destructive approach detects

leaks in heat exchanger tubes and tube-to-tube sheet con-

nections using helium. Te leak testing process rom SGS,

once limited to LNG carriers, has been extended to heat

exchangers by SGS Korea. Te gas is introduced into the

exchangers internal space and overpressurized, the gaspasses through welding faws, cracks, and pinholes beore

entering a sniper attached to a helium mass spectrometer.

An ion chamber ionizes the gas, and the ion collector sends

its signal to the indicator.

Ultrasonic testing: Corrosion depth in a tube is an indica-

tor o the exchangers remaining lie. Te heat exchanger lie

assessment system (HELAS) rom SGS Group measures the

ultrasonic immersion length, which is converted into the

corrosion depth inside cooling water or air-n type tubes.

It estimates the remaining lie using two extreme-value

analysis methods: minimum variance linear unbiased esti-

mate (MVLUE) and maximum likelihood (MLH). HELAS

is aster and more ecient than nondestructive ultrasonic

testing, the internal rotating inspection system (IRIS). Tis

measures thinning and pitting in small-bore pipes using a

probe in a fooded tube, and data is displayed and recorded

as its removed.

Corrosion avoidance: An al l-aluminum evaporator

eliminates the problem o ormicary corrosion in traditional

copper-tube evaporators. Delphis MCHX evaporator or

indoor settings perorms in condensing and evaporating

modes, while consuming 40% less mass than a competitive

product. It has a brazed aluminum construction and micro-

channel condenser technology that requires less reriger-

ant. Delphi also announced a new condenser or outdoor

applications having an optimized corrosion-resistant alloy.

Te MCHX condenser, launched in 2003, was updated to

improve robustness and simpliy installation.

Anti-corrosive materials: A team o scientists at MIs

Pappalardo Micro and Nano Engineering Laboratories

recently discovered a way to transorm polyethylene into a

material that conducts heat as well as most metals, while re-

maining an electrical insulator. Te materials high thermal

conductivity could someday be applied to heat-dissipating

applications such as heat exchangers. In large quantities,

the bers could be potentially cheaper than metals or heat

exchanger ns. So ar the researchers produced individualbers in a laboratory setting, and they hope to produce

whole sheets o material with the same properties and inte-

grate them into real-world applications.

-mail ontriuting ditor heila Kennedy, managing director o

dditive ommunications, at [email protected].

T T RR WT

Tb TR T TR RM .


28/60

28 SEPTEMBER 2010 WWW.PLANTSERVICES.COM

Electricity has long been recognized as a serious work-place hazard, exposing employees to shock, electrocution,

burns, res, and explosions. According to the Occupational

Safety and Health Administration (OSHA), electrical ac-

cidents rank sixth among causes of work-related fatalities

in the United States, with more than 300 deaths and 4,000

workplace injuries reported each year. OSHA statistics indi-

cate that between 2003 and 2007, more than 13,000 workers

required time o from work caused by injuries from electri-

cal accidents. e fact that most of these accidents could

have been avoided easily makes these statistics all the more

needless and tragic.

Electricity is a necessary source of energy that we depend

on for our daily functions. When its installed and maintained

properly, it can be controlled easily and eectively. However,

when electricity is taken for granted and there is a lack of

understanding of the hazards it can produce, non-electrical

workers are far more likely to become exposed unknowingly.Employers should ask this simple question: Are your

employees tra ined to protect themselves from exposure

to electrical hazards? If you think your electrical haz-

ards are covered by your qualified electrical workers,

think again. Non-electrical workers also can face serious

electrical hazards in their daily tasks. A job as simple as

picture-hanging can be a source of dangerous electric

shock if workers are unaware of wiring behind the walls.

Examples of potential exposure to electrical hazards by

non-electrical workers include:

Saw-cutting and core-boring concrete walls and oors

Seismic anchoring into walls and oors

Making penetrations into

metal/wood-framed and

drywall-covered walls

and ceilings

Working in suspended ceiling

areas where exposed electrical

hazards are present (i.e., open-

ings in electrical boxes, missing

protective covers, abandoned

circuits that are sti ll energized).

While many employers focus on

providing comprehensive electrical

training and evaluation for their qual-

ied workers, oen they overlook the

potential exposure risk to non-electrical

personnel. Because many employees and

contractors arent directly involved in

the maintenance and repair of electricalsystems, theyre oen unaware or unmind-

ful of the potential exposure to a variety of

electrical hazards.

OSHA standards require that employees

who work near any part of an electrical power

circuit or are exposed to electrical hazards be

protected. OSHA 1910.331 through 1910.335 specify

that employers provide training to employees both

electrical workers and non-electrical workers who can

be exposed to electrical hazards and to oer retraining or

updating as needed to maintain safety awareness. Employ-

ers that implement electrical safety awareness training for


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WWW.PLANTSERVICES.COM SEPTEMBER 2010 29

SAFETY/ELECTRICAL


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safety/electrical

non-electrical employees can not onlyensure their compliance with OSHA

safety standards but, more importantly,

reduce the risk of electrical accidents

and enhance the level of protection for

all their workers.

OrientatiOn, training,

and awareness

Because many companies provide a

general orientation program as part of

the new hire process, including electri-

cal hazard awareness training alongwith general workplace safety instruc-

tion is the best way to guarantee that

new employees are alerted to potential

electrical hazards. A well-designed

initial orientation enhances worker

safety awareness, can help preventserious injury or worse, and sends a

strong message that the employer is

serious about establishing and adher-

ing to safe work practices. Keep that in

mind if you have non-electrical work-

ers that dont have electrical hazards

awareness training and will be work-

ing in and around hazards.

An eective electrical safety and

hazard awareness program provides an

overview of potential electrical hazards,

strategies for protection and avoidance,and instruction on company policies

and procedures that support safe work

practices. While the specic elements of

an awareness program vary depending

on the industry, facility, machinery, and

equipment, a useful training curriculumcould include a variety of elements.

General electrical awareness

Consequences of electrical hazards

Te safety model

Major hazards and prevention

strategies

Lockout/tagout (LOO) awareness

Basic personal protective equip-

ment (PPE) awareness

Reporting hazards to a supervisor

Follow-up training.

Because electricity is such a familiarpart of everyday life, this powerful en-

ergy source oen is used with minimal

caution and little thought regarding its

potential hazards. Workers are espe-

cially vulnerable to electrical hazards

because theyre oen operating in

fast-paced situations involving intricate

machinery, power tools, crowded work

areas, and exposure to variable weather

and other environmental factors.

Because the average worker oen lacks

basic electrical knowledge, a general over-

view of how electricity works is a good

place to start electrical safety awareness

training. Just as the re triangle provides

the three elements that produce a re

oxygen, heat, and a fuel source there

are three basic elements that comprise a

complete electrical circuit a source of

energy, a load, and a complete path. Te

primary goal of awareness training is to

keep workers from becoming part of this

electrical circuit.opics that can be used in electrical

awareness training include:

Electrical hazard awareness (see

Safety Model):

What is the hazard?

What are the risks and dangers?

How can it be controlled?

Basic electrical terms:

Voltage and current

Insulators and conductors

Alternating and direct current

How a transformer works


31/60

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safety/electrical


Grounding

Protected and exposed

Energized and deenergized

Ground ault circuit interrupters

and assured grounding program

Working clearances Use o fexible cords and extension

cords

Overhead power lines and under-

ground utilities

Barriers, approach boundaries, and

signage

Required PPE and its proper use

Inspection process or each workers

tools, extension cords, and ladders.

Tis process can happen at the same

time that the workers are getting

their needed tools out and placingthem in their work area.

Another important topic to incor-

porate into the training is a job hazard

analysis (JHA), which allows workers to

meet at the beginning o their shi to

identiy the hazards theyll be acing in

their tasks. JHA also identies the tasks

other workers will be doing so that

aected workers are aware o the work

going on around them. A communica-

tion process also should be included so

that i changes occur in the work or the

process, workers would be notied.

ConsequenCes of hazards

Its essential that electrical saety aware-

ness training provide workers with a

clear understanding o the consequenc-

es o unprotected exposure to electri-

cal hazards. While the intent isnt to

oster ear that aects productivity, the

inormation on electrical hazard conse-

quences should be clear and detailed toproduce a healthy respect or the eect

o direct contact with electrical current.

Te ollowing is an example o a basic

approach to explain how electric cur-

rent aects the body.

Tree primary actors aect the

severity o the shock when a person is a

part o an electrical circuit.

Amount o current fowing through

the body (measured in Amperes)

and the amount o time the current

is fowing

Path o the current through the

body

Length o time the body is in the

circuit.

Other actors that might aect the

severity o the shock are: Voltage

Moisture in the environment

Te phase o the heart cycle when

the shock occurs

Te general health o the person.

Eects can range rom a barely percep-

tible tingle to severe burns and immediate

cardiac arrest. Teres a dierence o less

than 100 mA between a barely perceptible

current and one that can kill.

Although the exact injuries that

result rom any given amperage arentknown, the table on the acing page

demonstrates this general relationship

or a 60-Hz, hand-to-oot shock o one

second duration.

Under dry conditions, human skin

has high ohmic resistance, but wet skin

dramatically drops the resistance, and

wet conditions are common during low-

voltage electrocutions. I an electric shock

excites the extensor muscles, the person

might be thrown, which can result in a

all that could kill even when electrocu-

tion doesnt. When muscular contraction

caused by stimulation doesnt allow the

victim to get ree rom the circuit, even

voltages as low as 6 mA can be dangerous,

because the degree o injury increases with

the length o time the body is in the circuit.

Low voltage does not imply low hazard.

Examples o shock-related injuries

include burns, internal injuries, and

injuries caused by involuntary muscle

contractions. Electrical burns, the mostcommon shock-related injury and oen

one o the most serious, are the result o

heat generated by the fow o electric cur-

rent through the body. High temperatures

near the body produced by an electric

arc or explosion cause arc or fash burns.

Termal contact burns occur when skin

comes in contact with overheated electric

equipment, or when clothing is ignited in

an electrical incident.

Electricity fowing through the body

can cause serious damage to internal


33/60

safety/


organs, including hemorrhage or internal

bleeding, tissue destruction, and nerve ormuscle damage. Internal injuries might

not be immediately apparent to the vic-

tim or observers; however, lef untreated,

they can result in death. Muscles contract

violently when stimulated by excessive

electricity. Tese involuntary contrac-

tions can damage muscles, tendons,

and ligaments and might even cause

broken bones. I the victim is holding an

electrocuting object, hand muscles might

contract, making it impossible to drop the

object to avoid prolonging contact with

the current. Injury or death might result

when violent muscle contractions cause

workers to all rom ladders and scaolds

or strike other objects inadvertently.

the safety model

Introducing the classic saety model as

part o an electrical hazard awareness ori-

entation gives employees a ramework or

sae work practices and encourages them

to understand their jobs well enough toavoid the potential pitalls o working

with or around electricity. Te saety

model directs employees to:

1. Recognize the hazards in their envi-

ronment to avoid or control them. Dis-

cussion and planning with supervisors

and co-workers can increase awareness

o less obvious hazards and reduce the

risk o injuries or all.

2. Evaluate the risk o injury rom each

identied hazard to apply the appropri-

ate method o control. Its important

to emphasize that risk evaluation is an

ongoing process because o constantchanges in the workplace, such as shif

changes and variability in weather.

3. Control hazards based on the evalu-

ation o risks associated with each job

and worksite. Methods o control might

range rom posting warning signs in a

work area or replacing rayed extension

cords to bringing in qualied electri-

cal workers to execute more technical

saety procedures, such as locking out

and tagging electrical panels beore

maintenance is done.

Te saety model is a common-sense

approach to electrical saety awareness

that can establish a mindset o alertness

and vigilance in all workers and en-

courage consistent, sae work practices.

major hazards and appropriate

prevention strategies

Eective electrical saety awareness train-

ing should address the major hazards that

employees encounter and appropriatestrategies or avoidance or prevention.

While each acility has specic risks,

machinery, and other actors, OSHA

compiled a list o the hazards that cause

the most requent electrical injuries.

Contact with power lines: Overhead

and buried power lines are especially haz-

ardous because they carry extremely high

voltage. Possible strategies to minimize

risk could include calling the local utility

to deenergize and ground the power lines

or to protect the overhead power lines

CUrrent level proBaBle effeCt on hUman Body

1 m Perception level. Slight tingling sensation.

Still dangerous under certain conditions.

5 m Slight shock felt; not painful but disturbing. verage

individual can let go. However, strong involuntary reac-

tions to shocks in this range might lead to injuries.

6-30 m Painful shock, muscular control is lost. his is called

the freezing current or let-go range.

50-150 m xtreme pain, respiratory arrest, severe muscular

contractions. ndividual cant let go. Death is possible.

1,000-4,300 m Ventricular brillation (the rhythmic pumping action ofthe heart ceases). Muscular contraction and nervedamage occur. Death is most likely.

10,000 m ardiac arrest, severe burns and probable death.


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safety/electrical


with insulation, training workers as spot-

ters, using a service to locate the under-

ground power lines, requiring employees

to maintain a distance o at least 10 . rom

power lines, and providing non-conductive

wood or fberglass ladders when working

near power lines.

Lack o ground-ault protection:

Regular and repeated use o electrical

equipment can cause wear and tear that

results in insulation breaks, short circuits,

and exposed wires. Without protection, aground ault can send current through a

workers body, causing serious injury and

possibly death. Employees who regularly

use power tools and other electrical equip-

ment should receive awareness training

about ground-ault circuit interrupters and

the assured grounding program. ey also

should be trained to inspect all electri-

cal equipment visually beore use and to

remove rom service any equipment with

rayed cords, missing ground prongs, or

cracked tool casings.

Equipment not used according to

manuacturers requirements: I electrical

equipment is used in ways or which its

not designed, employers can no longer de-

pend on the manuacturers built-in saety

eatures. Common examples o misuse

include attaching ungrounded, two-prong

adapter plugs to three-prong cords and

tools; using modifed cords or tools, such

as removed ground prongs, ace plates, or

insulation; and using tools with worn insu-lation or exposed wires. Employees should

be strongly advised in electrical saety

orientation to use equipment according

to the manuacturers instructions and

to rerain rom modiying cords or using

them incorrectly.

Improper use o extension and fex-

ible cords: e normal wear and tear on

extension and exible cords can loosen or

expose wires, producing hazardous condi-

tions. Cords that arent three-wire type,

not designed or hard-service, or have been

modifed increase the risk o contacting

electrical current. Also, improper use o

extension cords, such as anchoring them

with nails or staples, can pose a serious

risk. To avoid these common problems,

workers should be trained to inspect cords

continually and remove rom service or

report to their supervisors cords that have

been modifed or ound not to be marked

or hard or extra-hard use. Employees also

can extend the lie o cords by removing

them rom receptacles by pulling on theplugs, not the cords.

Lack o appropriate barriers and

warning/caution signs: Since many

employees who arent qualifed electri-

cal workers ace exposure to electrical

hazards every day, they should be trained

and encouraged to recognize risks and

respond appropriately to protect not only

themselves but also their coworkers. One

o the most obvious saety precautions

employers can take is setting up barri-

ers or warning signs to alert employees

to potential danger. Unortunately, they

are sometimes overlooked. While non-

electrical workers dont have the technical

training to correct many electrical hazard

situations, they should be trained not

only to heed barriers and warning signs

but also to alert management o the need

or barriers or signs when they recognize

potential danger.

LOtO and PPe

Lockout/tagout (LOTO) reers to a specifc

process to saeguard employees rom the

unexpected energization or startup o

machinery and equipment, or the release

o hazardous energy during service or

maintenance activities. An authorized

qualifed electrical employee turns o and

disconnects the machinery or equipment

rom its energy sources, locks and/or tags

the energy-isolating devices to prevent

the release o hazardous energy, and takes

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36 SEPTEMBER 2010 WWW.PLANTSERVICES.COM

isolated eectively. Aected employees are

required to use the lockout/tagout process

also. Employees should be trained to recog-

nize a locked and tagged electrical source

and to understand how the LOTO process

aects their specic work areas.Employers are required to train qualied

electrical employees. Although non-

electrical employees shouldnt be working

on electrical systems, they are nonetheless

oen exposed to electrical hazards, and

should be wearing the same level of PPE

that the electrical workers wear. Oering a

brief overview of PPE with a demonstration

of the proper use of basic equipment might

prove benecial, especially in case of an

electrical emergency.

REPORTING HAZARDS AND FOLLOW-UP

TRAINING

One of the most important aspects of

electrical safety awareness training is to

encourage employees to alert supervisors of

any concerns they have regarding potential

electrical hazards. Employees oen feel

intimidat

Plant Services Sept 2010

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