Maintenance Technology June 2011

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Any way you mold it, productivity equals success.

In plastics manufacturing, progress demands productivity. That’s why we’ve assembled a technical support team of highly trained engineers and sales representatives, who can work with you to keep the machines you depend on running trouble-free. After all, you’re not just manufacturing plastic, you’re manufacturing success. We don’t just make industry run, we make it fly. Visit for more.

©2009 Exxon Mobil Corporation. The Mobil logotype and the Pegasus design are registered trademarks of Exxon Mobil Corporation or one of its subsidiaries.

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Real-time intelligence from the field brings clarity to strategic decision-making.


Mincom goes to the ends of the earth to deliver efficient and reliable enterprise asset and work management solutions. For over 30 years we’ve supported the operational needs of some of the world’s largest energy and utilities companies. Our latest innovation represents the new enterprise standard for asset intensive organizations. It’s a mobile-enabled suite of business-critical applications that improve asset performance, boost workforce productivity, integrate business processes and reduce costs.

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Are you losing the race? Bearing reliability requires a system approach that couples both lubrication and bearing protection. Chesterton’s high performance lubricant technologies combined with the right bearing protection provide the individual solutions you need. Protect your bearings with a systems approach and stay in the race. For more information go to


Š A.W. Chesterton Company, 2008. All rights reserved.

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JUNE 2011 • VOL 24, NO 6 •




The Business Case For PAS 55: An Emerging Global Standard For Asset Management ©ME DOO LEE’S— FOTOLIA.COM

Here’s what your maintenance organization needs to know about adopting this best-practices framework to maximize return on assets and improve safety. John Benders, Mincom


How To Fall In Love With Health & Safety Inspections With the help of its CMMS, Angelica’s Chicago plant has done just that.


Paul Lachance, Smartware Group


Handling, Storing And Dispensing Industrial Lubricants Refine your techniques with these guidelines.

Travis Lail, ExxonMobil Lubricants & Specialties


My Take




Compressed Air Challenge


For On The Floor


Technology Showcase


Solution Spotlight




Where Have All The Leaders Gone?


Information Highway




Supplier Index





Proper Training Is Key In Evaluating Boiler Upgrades Does your boiler system need a tune-up, an upgrade or a replacement? What you don’t know could cost your organization plenty.

A lack of leadership translates into big losses and unsustainable operations. Enrique Mora, Mora International Group, Inc. www. • exclusive online-only content • late-breaking industry news • 12 years of article archives

JUNE 2011

Your Source For

Capacity Assurance Solutions

• suppliers/products/services • comprehensive events calendar • professional development opportunities and more. . . MT-ONLINE.COM | 3

Complimentary WEBINAR







June 2011 • Volume 24, No. 6

PAS 55

to Optimize Asset Utilization and Increase Productivity Unsure about PAS 55 and other developing standards and their impact on your asset performance management initiatives? Join MAINTENANCE TECHNOLOGY and Siemens for a complimentary webinar Tuesday, Aug. 2 from 2-3 p.m. Eastern and learn the latest about this developing framework and how it can form the foundation for best-practice processes to optimize asset utilization, increase productivity and improve your top and bottom line.


BILL KIESEL Executive Vice President/Publisher




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Kris Goly, CMRP Principal Consultant/Business Development Manager for Siemens Asset Performance Management Services

Kris Goly’s career spans 30 years of engineering and management roles with various responsibilities in manufacturing and service industries. In engineering management, Kris led plant activities in developing and implementing energy efficiency and productivity improvement programs. This extended to his current position as a Principal Consultant/Business Development Manager for Siemens Asset Performance Management Services. Kris has worked on five continents in various industries, including food and beverage, pulp and paper, cement, mining, steel, automotive, and rubber and tire. Kris is a regular speaker at industry conferences, and has published several technical papers and articles on maintenance and reliability. He is a Certified Maintenance and Reliability Professional, a Certified Maintenance Business Review Coach, a Certified One-2-Five Energy Auditor, and a member of SMRP.

For more information and registration, go to

Maintenance Technology® (ISSN 0899-5729) is published monthly by Applied Technology Publications, Inc., 1300 S. Grove Avenue, Barrington, IL 60010. Periodicals postage paid at Barrington, Illinois and additional offices. Arthur L. Rice, III, President. Circulation records are maintained at Maintenance Technology®, Creative Data, 440 Quadrangle Drive, Suite E, Bolingbrook, IL 60440. Maintenance Technology® copyright 2011 by Applied Technology Publications, Inc. Annual subscription rates for nonqualified people: North America, $140; all others, $280 (air). No subscription agency is authorized by us to solicit or take orders 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: cpcreturns@ Submissions Policy: Maintenance Technology® 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 irrevocable 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. “Maintenance Technology®” is a registered trademark of Applied Technology Publications, Inc. Printed in U.S.A.

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JUNE 2011

The Secret To Keeping Electronics Cool! NEMA 12 Cabinet Coolers

The NEMA 12 Cabinet Coolers for large heat loads up to 5,600 Btu/hr. are ideal for PLCs, line control cabinets, CCTV cameras, modular control centers, etc.

A bad choice could cost you thousands! Look Familiar? When hot weather causes the electronics inside a control cabinet to fail, there is a panic to get the machinery up and running again. The operator might choose to simply open the panel door and aim a fan at the circuit boards. In reality, the fan ends up blowing a lot of hot, humid, dirty air at the electronics and the cooling effect is minimal. If the machinery starts functioning again, the likelihood of repeated failure is great since the environment is still hot (and threatens permanent damage to the circuit boards). Worse yet, that open panel door is an OSHA violation that presents a shock hazard to personnel.

• Measures 8" (203mm) high • Mounts top, side or bottom • Enclosure remains dust-tight and oil-tight

NEMA 4 and 4X Cabinet Coolers

NEMA 4 and 4X Cabinet Coolers for large heat loads up to 5,600 Btu/hr. They are ideal for PLCs and modular controls. • Enclosure remains dusttight, oil-tight and splash resistant • Suitable for wet locations where coolant spray or hose down can occur

Type 316 Stainless Steel Cabinet Coolers

Type 316 Stainless Steel Cabinet Coolers for NEMA 4X applications are available for heat loads up to 5,600 Btu/hr. • Resists harsh environments not suitable for Type 303/304 • Ideal for food and chemical processing, pharmaceutical, foundries, heat treating and other corrosive environments

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The mini NEMA 12, 4 and 4X Cabinet Coolers for small heat loads up to 550 Btu/hr. are ideal for control panels, relay boxes, laser housings, electronic scales.

High Temperature Cabinet Coolers for NEMA 12, 4 and 4X applications are available for heat loads in many capacities up to 5,600 Btu/hr.

NHP Cabinet Coolers keep a slight positive pressure on the enclosure to keep dirt from entering through small holes or conduits. For use in non-hazardous locations.

• Suitable for ambients up to 200°F (93°C)

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• Ideal for mounting near ovens, furnaces, and other hot locations

• For heat loads up to 5,600 Btu/hr.

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• NEMA 12, 4 and 4X

“It took us three days to get a replacement computer cabinet and we didn’t

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want to risk another heat failure. Fans weren’t an option since they would just blow around a lot of hot air. Freon-type air conditioners like those on some of our other machines were a constant maintenance project of their own. We purchased EXAIR’s Model 4330 NEMA 12 Cabinet Cooler Jeff Hauck, Lasercraft Inc. Cincinnati OH

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Jane Alexander, Editor-In-Chief

It’s Not Necessarily Rocket Science


r maybe I should say, “It’s not necessarily rocket science that’s going to put U.S. industry back in the global driver’s seat and on the road to a robust and sustainable tomorrow.” From everything I’m seeing and hearing, a lot of what we need boils down to plain old innovation—fueled by plain old innovative thinking. There’s plenty of emphasis on the development of that type of thinking these days; we try to focus on it early and often. In fact, innovative thinking is a key element in the capacity-assurance-related editorial that our contributors offer up to you month in and month out. But we’re not the only information source that has drunk the Kool-Aid: If you’re like me, I bet you’ve hardly been able to pick up a newspaper or consumer-oriented magazine, tune in to a morning drive-time radio broadcast or click on an evening TV newscast lately and not learn about somebody or something sponsoring some activity or initiative that honors and rewards the minds and skills of those who choose to innovate. That’s what our “2011 Maintenance & Reliability Innovator of the Year Award” is all about: honoring and rewarding the minds and skills of those of you who have chosen to innovate in your work— and who take the time to tell us about it. There’s more than just bragging rights on the line, however. For example, Applied Technology Publications will provide the Grand Prize winner with a memorable trip to MARTS 2012 next March. But, that’s not all! The competition also features great prizes from several major corporate sponsors, including (as we go to press): n An iPad from Inpro/Seal for the Grand Prize winner and each of the three category winners*. n An electronic water conditioner unit from Scalewatcher® for the Grand Prize winner and each

of the three category winners. All winners, including six monthly winners (June through December of this year) will receive “Maintenance & Reliability Innovator Award” shirts and write-ups about their innovations in upcoming issues of Maintenance Technology and Lubrication Management & Technology magazines. Speaking of which, our monthly winner for June is reader Dale Westrick, who submitted an idea for a self-cleaning spray assembly for industrial operations (look for more details in the July issue). As I said before, the solutions to industry’s problems don’t necessarily involve rocket science: Opportunities to innovate toward a better tomorrow are all around us, just waiting to happen— even in maintenance and reliability. In many cases, all it takes to harness them is innovative thinkers who aren’t willing to settle for same-o, same-o. If that’s you, get busy and enter your innovation or innovative idea for judging (and encourage others to do likewise). We’ve set up a simple submission process at, where you can learn more about the contest guidelines, sponsors and prizes. Don’t procrastinate. This competition ends December 31, 2011. We’ll announce the Grand Prize and category winners in early 2012. Good luck! MT

* Categories include: 1) Innovative devices, gizmos and gadgets; 2) Innovative process and procedures; and 3) Innovative use of outside resources (i.e. third-party tools, including software). 6|

maintenance technology

JUNE 2011

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Bob Williamson, Contributing Editor

Emerging Standard Sets The Stage For A Work-Culture Revolution Quality experts of 40, 50 and 60 years ago were told to go elsewhere. The big U.S. industries had quality under control with QA and QC labs, inspectors and defect-sorting processes. So, those experts went to Japan. We all know how that worked out… Despite some recent hiccoughs, since World War II, Japan’s quality improvement has been nothing short of phenomenal. It wasn’t until the 1980s that the rest of the industrialized world caught the “quality-improvement” bug and began aggressively pursuing statistical process control (SPC) and “building quality in” rather than inspecting defects out. Unfortunately, many top-level U.S. decision-makers assumed that merely indoctrinating everyone in their companies on SPC would help them catch up to growing consumer demand for quality and value. What they learned, for the most part, was that continuously improving product quality is much more than teaching SPC and empowering work groups on factory floors. A serious “work-culture revolution” was needed—not just at the highest levels of companies, but all the way from the plant floor to the outer reaches of the supply chain. As the methods of the Toyota Production System became more familiar to the Western industrialized world, new—and proven—continuous improvement strategies emerged. In 1986, U.S.-based Motorola developed and embraced “Six Sigma” quality-improvement methods. About the same time, global quality standards came on the scene. Known as ISO 9000, these new internationally recognized standards spread like wildfire among companies wishing to compete on the world stage. The Big Three U.S. auto companies even launched their own version called “QS-9000.” Again, a work-culture revolution was needed to make the tools of the Toyota Production System, Six Sigma and ISO 9000 work in sustainable manners. Some succeeded in this cultural revolution. Others failed miserably. Some didn’t even try. With regard to maintenance Maintenance and reliability improvement methods have been around for decades—some would say generations. Not much is new in maintenance methods except for pricing, accuracy and degree of technological sophistication. The principles are much the same 8|


as in the 1950s and 1960s: Take good care of your equipment with proper preventive maintenance; analyze and correct the root causes of failures; see that it lasts longer and performs better. Then, in the 1970s, the airline industry taught us the value of Reliability Centered Maintenance (RCM). Later, preventive maintenance (PM) became more introspective via the use of better analytical tools associated with condition monitoring—including vibration analysis, infrared and ultrasonic inspection and oil analysis, among others. Still, many company leaders failed to grasp the true value that modern maintenance strategies and methods could add to the bottom line. In many cases, for a company to seriously benefit from modern maintenance and reliability tools and practices, a work-culture revolution was needed throughout ALL levels of the organizations. In many cases, however, this culture change did NOT happen. PAS 55: the back story Today, as this month’s magazine cover and cover feature by Mincom’s John Bender note (see page 14), the international industrial community is on the verge of yet another improvement strategy. . . PAS 55 was published in 2004 by the Institute of Asset Management (IAM), in association with the British Standards Institution (BSI), with the purpose of defining a logical “Asset Management System.” By 2008, organizations and individuals around the industrialized world had enhanced the specifications to finally address how to properly manage a company’s physical assets, equipment and facilities. In July 2010, the International Standards Organization (ISO) voted to commence work on a new standard for asset management, using the updated PAS 55 (2008) as a starting point. Committees are now in the process of developing this ISO Asset Management Standard—which is expected to take shape over the next 12-18 months. The bad news… At its core, PAS 55 is about “maintenance and reliability” of equipment and facilities. Historically, many business leaders, boards of directors, stock holders and owners have turned a deaf ear to proven improvement methodologies promoted by their maintenance departments and leaders. JUNE 2011


Much of PAS 55’s asset-management improvement structure embraces three basic and proven Lean methods common to the Toyota Production System. The good news… At its core, PAS 55 is about “maintenance and reliability” of equipment and facilities. As it moves toward becoming an ISO standard, it’s bound to grab the attention of business leaders who are not only looking for the recognition associated with another ISO certification, but also of those who wish to significantly improve the bottom line of their businesses. Here are some potential benefits of PAS 55 that might grab the attention of top-level industry leaders: n Enhances shareholder value, improves company reputa-

tion and provides international recognition of achieving and sustaining a physical-asset management milestone. n Establishes a common language among financial officers,

equipment and facilities (asset) managers, shareholders and stakeholders. n Assures investors (and would-be investors) in physical-

asset-intensive companies that they have achieved specified levels of competence when it comes to equipment and facilities life-cycle performance. n Provides a structure for continuously improving the

entire life cycle of physical assets from design, build and install to operate, maintain and disposal (much the same as with product- and process-quality management). n Addresses the increasingly obvious connection between

poorly managed assets and increased safety and environmental incidents and profitability decline. The challenge… To quote the PAS 55: 2008 Introduction, “Although human factors such as leadership, motivation, and culture are not directly addressed within the scope of this PAS, they are critical to the successful achievement of optimized and sustainable asset management and require due consideration.” In other words, another work-culture revolution will be required in many operations. Proven methodologies Here’s a comforting thought: Much of PAS 55’s assetmanagement improvement structure embraces three basic and proven Lean methods common to the Toyota Production System: Policy Deployment (or “hoshin kanri”); the A3 proposal formats (business case/goals, current state, JUNE 2011

future state, action plan & schedule); and W. Edwards Deming’s historically proven continuous improvement process of Plan, Do, Check, Act (see page 15). Furthermore, when we look at PAS 55’s system and structure, we find it to be consistent with the principles of Total Productive Maintenance (TPM) as they were intended to be (rather than the myth that “autonomous maintenance” is TPM). Again, countless companies missed the mark with TPM as it was intended when developed and refined by Seiichi Nakajima and the JIPM (Japan Institute of Plant Maintenance) consultants in the 1980s and 1990s. Sadly, many of their visionary TPM books in my library are no longer in print. These landmark works, however, captured the premise of “improving equipment effectiveness by engaging the entire company”—a concept that was not completely understood/embraced by the business leaders of the era.

Furthermore, looking at PAS 55’s system and structure, we find it to be consistent with the principles of Total Productive Maintenance (TPM) as they were intended to be. Contrary to popular belief, TPM is NOT a maintenance program: It’s a company-wide way of life that abhors equipment-related business losses. To promote sustainability, the earliest TPM books featured the proven principles of “life-cycle equipment management,” as professed by Ben Blanchard of Virginia Tech. In the end, what was lost was the understanding that, in many cases, TPM principles and structures required a work culture revolution—a culture change that many businesses were unable to realize. My hope for PAS 55 I’ve learned a number of useful things about industrial operations, having spent nearly four decades working in and teaching on the people-side of manufacturing | 9


and maintenance—from executive suites to plant floors, in the utility, mining, petrochemical, pharmaceutical, pulp & paper, food-production and automotive sectors, to name but a few.

A key take-away: Equipment and facilities maintenance and reliability methods are NOT rocket science. They’re straightforward, easy to understand and show results when deployed properly.

Innovation is a Part of Our DNA.

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The biggest difficulty in properly deploying these proven maintenance and reliability methodologies is not the tools, nor the talent. Rather, it is—pure and simple—executive-levelmanagement’s inability to understand/recognize the value that good maintenance and reliability practices bring to a business. Closing this senior-leadership gap will be essential for the ISO version of PAS 55 to thrive in individual organizations. PAS 55: 2008 clearly speaks the language that senior leadership can understand. Our mission is to step up to the plate and show why proven maintenance and reliability best practices—that many have been preaching and using for years—are crucial in achieving new levels of international recognition. When we follow the evolution of quality improvement and the impact of ISO 9001, we can see what it takes to make the soon-to-be ISO version of PAS 55 Asset Management succeed in any business. Just as ISO 9001 led to improving product quality, PAS 55 is considered by many to be an important first step on the road to good asset management practices. It’s not a destination or a goal: It’s a foundation upon which to build a globally competitive equipmentintensive business. Setting the stage The stage is now being set for a workculture revolution that will assure our people, equipment and facilities are able to perform as intended. Sustainability, though, requires more than developing and following a new asset-management manual. A compelling business case must be made for changing the way things get done throughout all departments—and at all levels—of an organization. This is when and where the “people-side” of an equipment-intensive business gets interesting. Stay tuned for more. MT JUNE 2011

Overcoming Your Challenges

Finding & Fixing Compressed Air Leaks By Ron Marshall, for the Compressed Air Challenge®


magine your plant as a big ship travelling toward your chosen destination. At some point, waves sweep across the bow, rain pours in and salt water begins eating holes through the hull. Leaks start—first a trickle, then a torrent. What are your options? ■ ■ ■

Turn on more pumps. Buy a really big pump. Fix the leaks.

When it comes to compressed air leaks, it’s surprising how many people choose the first two options to solve their problems—at a huge financial penalty in terms of ongoing operating costs and the equipment budgets. Participants in the Compressed Air Challenge (CAC)“Fundamentals of Compressed Air Systems” seminar (also available as a Webinar) learn about the high cost of producing compressed air and the inherent inefficiencies in a compressor room. While understanding the supply-side of the system is crucial, it’s more important to first look at demand—including leaks. Leaks can be a huge source of wasted energy (sometimes 20-30% of a compressor’s output). In fact, a typical, less-than-optimally maintained plant may have a leak rate equal to or higher than 30% of total compressed air production capacity. Conversely, proactive leak detection and repair can reduce leaks to less than 10%. In addition to wasting energy, leaks can contribute to other operating losses. Leaks cause a drop in system pressure—which can make air tools function less efficiently, adversely affecting production. By forcing machinery to cycle more frequently, leaks also can shorten the life of most system equipment (including the compressor package itself). Increased running time, in turn, can lead to increased maintenance and unscheduled downtime. Finally, leaks can lead to adding unnecessary compressor capacity.

Leaks occur most often at joints and connections at end-use applications. Stopping them can be as simple as tightening a connection or as complex as replacing faulty components like couplings, fittings, pipe sections, hoses, joints, drains and traps. Leaks also can be caused by bad or improperly applied thread sealant. Select high-quality fittings, disconnects, hose and tubing—and install correctly with the appropriate thread sealant. Non-operating equipment can be an additional source of leaks. Equipment that’s no longer in use should be isolated with a valve in the distribution system. An effective leak-prevention program will cover the following elements: identification (including tagging), tracking, repair, verification and employee involvement. All facilities with compressed air systems should establish an aggressive leak-reduction program. A crosscutting team with decision-making representatives from production should be formed. A good leak-repair program is vital to the efficiency, reliability, stability and cost-effectiveness of any compressed air system. The CAC offers a wealth of information about leaks and related issues for download from our online library at (Our information-packed manual, Best Practices for Compressed Air Systems, is available for purchase from the site’s Bookstore.) MT The Compressed Air Challenge® is a partner of the U.S. Department of Energy’s Industrial Technology programs. To learn more about its many offerings, log on to, or email:

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FOR ON THE FLOOR An outlet for the views of today’s capacity assurance professionals Rick Carter, Executive Editor

Retirement Roulette How do today’s maintenance professionals cope with retirement issues in the 21st century? Ask 10 workers and you’ll get 10 different answers. According to our Maintenance Technology Reader Panelists, modern retirement issues are as likely to be a mixed-bag of muted expectations and deferred goals as an anticipated part of the career path. While stability and high hopes remain, retirement is no longer the predictable career end-point everyone would have anticipated a generation ago. For every company that addresses the challenge of growing retirement numbers—both for its tenured workers and for its own survival—there’s one that doesn’t. As former security blankets like matched 401(k) plans and guaranteed pensions disappear, so have beliefs that the sunset years would, could or should commence at 65. Some Panelists indicate they’ll work past that age because their company needs them and they need the income. But with the average age of this month’s respondents at 54.6, and their average years of service at 22.7, how long they will do that is an unknown— and one more retirement-related variable. The company perspective Not every company is in dire straits over pending maintenance-department retirements. A maintenance engineer for a Western-state water utility, for example, tells us that while retirement issues present “a moderately serious problem” because 20% of his company’s workforce is due to retire within five years, most of these workers are not in maintenance. Coupled with his department’s successful work-practice documentation program, this means “training new employees isn’t as bad as it could be,” he says. The program’s success also means that when this 43-year-old Panelist retires “they’ll replace me with a qualified employee.” A similar program is underway at an East Coast utility. “Retirement is a big deal with maintenance folks here because many of us are

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close to retirement,” says a 65-year-old mechanical journeyman at the plant. “But the company saw this coming and created an apprenticeship program to meet these needs. I’m happy to say we’re on target to have a skilled workforce ready to replace us when we retire.” Another Panelist reports that while his company’s average maintenance-staff age of 50 will cause “a serious exodus of talent and experience leaving around the same time,” his company is also addressing the problem by incorporating an apprentice program for all trades in its plants. This production support manager for maintenance and reliability in the Midwest notes that his company works with state and local tech colleges to administer the program, which has “graduated many apprentices to date.” For other Panelists, the absence of such programs is causing trouble. A former senior facility manager who now consults in the South, for example, calls pending industrial retirements “very serious in the companies I have consulted for. Experienced maintenance personnel are working longer because of the economy, and when they go, they take much of the maintenance knowledge in their heads without leaving it to remaining technicians.” His clients “try to hire experienced technicians,” he adds, “but usually end up hiring young men without experience. The equipment suffers, especially in the lubrication area when a new hire does not follow established PM procedures.” Another result: “They keep older workers on the job,” he says, offering as an example a 73-year-old master technician he encountered whose talent for rebuilding machinery has made him indispensable to one large company. Others voice similar frustration. A maintenance trainer in the South, for example, regrets his company’s policy that prevents him from hiring “until there is an opening, so there is not much time with the retiree before they leave.” And a maintenance manager in the Midwest who

JUNE 2011


notes that “75% of our workforce is over 50 years old” adds that “it is impossible to find someone who is under 50 and knows the older machinery. If something happens to me,” he observes, “the maintenance department will be worthless.” Staying or going For workers, the pressing issue is about how and when they can realize their retirement dreams. Of those near retirement, some expect their pensions (from current or previous employers) and savings to carry them through, especially when they can include military benefits. But many—including those with and without such benefits—see uncertainties ahead. “I do not plan to retire in the foreseeable future,” states the former facility manager/ consultant. At age 68, he is “still in good health,” and wants to keep working, but explains that he still needs the money, given the economy. The production support manager in the Midwest tells a similar story. At age 43, he says, “I am least 25 years until retirement and don’t hold any hope in retiring any earlier. It might be longer if government policies don’t change.” The maintenance trainer in the South plans to retire at the traditional 65, but says he had long expected to retire earlier. Another Panelist reports that his company has at least three people of retirement age who worry they don’t have enough savings and investments left to cover their retirement years. This 65-yearold maintenance manager in New England has already delayed his own retirement for financial reasons. “I had planned to retire this year,” he says, “but due to devastating losses in my investments, I had to forego retirement to get into a better financial position.” He now hopes to retire at the end of next year. Solutions While the personal-finance side of retirement may be unsettled indefinitely, companies can take steps to mitigate their own retirement complications. To this end, most Panelists suggest solutions that are a familiar part of today’s ongoing industrial dialogue: greater and more sophisticated outreach to students, for example, and better mentoring and training at the factory level.

JUNE 2011

But not all of our respondents believe these tactics will be enough. “Manufacturers have ignored the impact of retiring trades to their peril,” says a Canada-based consultant. Especially in the packaging industry, he notes, many original machine makers have folded, “leaving end-users without any technical support, and few maintenance manuals with sufficient details to give an [untrained] newcomer hope of getting a broken or worn machine up and running.” The maintenance manager in New England believes he knows why management often appears to ignore retirement issues: “Most of the executives in business today are either marketing or financial experts and lack the skills to make informed decisions concerning engineering and maintenance,” he laments. “As far as the aging workforce affecting our manufacturing competitiveness, I believe the higher-ups in most companies don’t even look at this as a problem. There are people in decisionmaking positions who insist they can just hire outside companies to handle the everyday problems, but have yet to realize that when a problem arises, they will be at the mercy of a vendor and may have to wait to have the problem solved. Then, and only then,” he cautions, “will they realize that there will be significant cost associated with this type of scenario.” MT

About the MT Reader Panel The Maintenance Technology Reader Panel is comprised of working maintenance practitioners who have volunteered to answer bimonthly questions prepared by our editorial staff. Panelist identities are purposely not revealed, and their responses are not necessarily projectable. The Panel welcomes new members: Have your comments and observations included in this column by joining the Reader Panel at com. Click on “Reader Panel” under the “MT Resources” header, and follow the instructions. If accepted, you will automatically be entered into a drawing for a cash prize after one year of active participation.


CAPACITY ASSURANCE SolUTIoNS What’s in it for your operations...

The Business Case For PAS 55: An Emerging Global Standard For Asset Management

Time to get ready. A standard's coming. Here's some insight into this framework for maximizing the return on your assets and improving safety. You'll need to think 'best practices.' John Benders Mincom

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holistic and efficient approach to the management of physical assets is vital to the operation of any organization, especially those with a high dependency on physical infrastructure or equipment. For asset-intensive businesses in particular—such as mining, electric utilities, transportation and defense—optimizing the sustainable productivity and performance of assets is mission-critical to achieving core business objectives. Until recently, though, determining what constitutes this type of optimization has, in large part, been left to the discretion of individual organizations/operations: What’s been missing is a globally recognized standard to guide them. That’s changing. june 2011


Known as PAS 55, the Publicly Available Specification (PAS): 55-1:2008 for Asset Management is being rapidly accepted worldwide as “good practice” guidance for optimizing asset management systems and processes and reducing risks to people, the environment and the business. Developed by industry experts at the Institute of Asset Management (IAM) ( in collaboration with the British Standards Institution (BSI) (, it was first published in 2004 and revised in 2008. In its current version, PAS 55 provides clear definitions and a requirements specification for establishing and verifying a comprehensive, optimized management system for all types of physical assets across their life cycle. Similar in approach to the ISO 9000 series specifications, PAS 55 is non-prescriptive and outcome-based. In other words, it describes what to do, not how to do it. Now internationally recognized and on its way to becoming an ISO standard, it is proving to be an essential, objective definition of what is required to demonstrate competence, establish improvement priorities, and make clearer connections between strategic organizational plans and the day-to-day realities of asset and work management. The business value of PAS 55 Asset-intensive businesses are well aware of the value of bestpractice asset management for reducing costs and risks and for facilitating regulatory compliance. Nearly every asset-intensive operation is under increasing pressure to control costs and maximize return on assets, while providing high service quality and continuing to protect the safety of its employees and the public. For these organizations, the productivity and performance of assets is central to their core business objective. Significant investment, and ongoing expense and risk, are all associated with the acquisition/creation, utilization, maintenance and renewal/disposal of asset portfolios. But that’s not the whole story: Strong regulatory accountability for the safe management of assets and related services is another important driver for the adoption of PAS 55. In contrast to some standards (which can be met simply by generating extensive paperwork), PAS 55 requires evidence of alignment between good intentions and the actual dayto-day activities of capital-project implementation, operations and—ultimately—the business goals and objectives of the organization. Thus, it’s a valuable mechanism to ensure confidence in results and support good governance, longterm planning and sustainable performance. The ability to demonstrate compliance with PAS 55's requirements not only reduces operational and compliance costs and risks, it can also drive competitive advantage through improved service and greater operational proficiency. By embracing PAS 55 guidelines, an asset-intensive business can more effectively: june 2011

● Assess the gap between its current procedures and those considered to be optimal asset-management activities. ● Align the company’s asset-management approach with its overall business strategy. ● Improve the integration between asset-management and financial-management processes. ● Foster an organizational culture centered on quality, safety, risk management and continuous improvement. ● Maximize return on assets by increasing uptime of mission-critical equipment and facilities. Understanding the PAS 55 approach The optimal management of assets and their related costs, risks and performance calls for a comprehensive life cycle approach: You need to determine what assets to build or obtain; how best to maintain and use them; and how best to renew, recondition and/or when to dispose of them. The PAS 55 approach to whole-life asset management is based on the widely used Plan-Do-Check-Act (PDCA) cycle for continuous improvement. As applied to asset management per PAS 55, the components of the PDCA cycle are: 1. Plan. Establish the asset-management strategy, objective, plans and performance measures needed to deliver results in alignment with the organization’s asset-management policy and strategic plan. 2. Do. Establish the enablers (e.g., EAM software) and other essential requirements—such as regulatory requirements—and implement the asset-management plan(s). 3. Check. Monitor and measure results against assetmanagement policy, strategy objectives, regulatory and other requirements and then record and report the results. 4. Act. Take actions to make sure that asset-management objectives are achieved and to continuously improve the asset-management system and the asset-management performance. PAS 55, however, goes well beyond a “paper” checklist of what needs to be done. To truly optimize asset health and utilization, an organization must employ the right people, processes and technology to become a top-flight maintenance organization. Key elements that drive the asset-management PDCA cycle include: MT-ONLINE.COM | 15


While the PAS 55 approach reflects a Plan-Do-Check-Act cycle for continuous improvement, it goes well beyond a 'paper' checklist of what needs to be done. ● Establishing an asset-management policy, providing direction on how to effectively manage physical assets in line with the organization’s strategic direction. (Most organizations have no asset-management policy and, therefore, will have difficulty realizing the benefits of PAS 55.) ● Establishing an asset-management strategy to define how that policy is implemented, outlining specific direction and high-level initiatives as required for policy implementation. ● Identifying the asset-management enablers (i.e., the organizational structure of roles, responsibilities, authorities and tools to carry out the strategic level plan). This is essential because it’s accountable people—not just policies—that ultimately ensure sound asset management. ● Developing asset-management plans with specific objectives, enabling the business to implement change, carry out its asset-management functions and detect potential defects before they escalate into incidents that might impact safety, environment or operational performance and/or increase the cost of initiating maintenance. ● Instituting measurements for asset management. According to Sandy Dunn, a specialist in maintenance and asset management, PAS 55 requires organizations to have reactive and proactive monitoring using leading/lagging performance indicators to identify corrective actions and achieve continual improvement. Once an organization outlines a policy, enablers and a strategic plan, it needs to deploy a system for tracking the success of the initiative throughout the lifecycle of an asset, understanding how that asset works with other elements in an organization, and how multiple interdependencies can be managed and optimized for greater performance and output. leveraging EAM software to automate PAS 55 As management consultant James Reyes-Picknell says, “PAS 55 is not a framework for an Enterprise Asset Management soft16 |


ware system. But EAM software is almost always a necessity to successfully implement the specification of PAS 55.” For asset-intensive businesses to adopt PAS 55 and achieve commensurate benefits in cost and risk reduction, they need a standardized method for identifying, tracking and managing the condition of every known asset, managing risk before it becomes a problem, standardizing the assetregistry process and generating reports that show compliance to plans and strategic direction. According to Reyes-Picknell, “Although many organizations are in fact carrying out successful asset-management practices, they cannot successfully demonstrate it with objective evidence. Utilizing a modern EAM solution that is aligned with this emerging standard can mean the difference between success and failure.” Such a system should allow users to do the following: Manage risk proactively… PAS 55 mandates proactively resolving risk before it becomes a problem, versus addressing it after an event via root-cause analysis. A company’s EAM solution should feature builtin risk assessment and management into inspections and defects, standard jobs, work requests and work orders. These entities prioritize work based on a risk assessment that reflects the criticality of the asset. The prioritization sets the required start and, more importantly, the required completion date. By collecting and analyzing all current defects and the risks they pose to the business across the enterprise asset base, a system of this capacity can ensure you know the potential risks, mitigating actions that are required, and help to ensure human and environmental safety. Know the condition of every asset… In the context of performance and condition monitoring, PAS 55 requires an Asset Manager to know the current condition of each asset. Organizations need an EAM solution that incorporates “inspection” and “defects” functionality, and can automatically calculate the current condition of each asset based on responses to inspection questions, and then automatically send out a triggered response if required. june 2011


Standardize the asset-registry business process… An EAM solution should provide a simple and effective approach for registering assets in line with PAS 55 guidelines. The offering should enable the collection of asset data as mandated by PAS 55, while ensuring that asset registers do not become overly cumbersome or complex. It should also allow for the collection of data relating to currently unregistered assets, ensuring that data quality is maintained and available in the field. From asset assemblies to components and associated equipment and systems, modern EAM solutions should ensure that costs, defects and history for all assets are collected at the correct level—and that any necessary changes to registration can be flexibly accommodated.

investments and, likewise, the impact of delaying or not performing the proposed actions? ● Can we confidently address these lines of inquiry and provide

answers to stakeholders with a clear audit trail and reliable data? If you’re unable to answer these questions, you should consider a PAS 55 approach to asset management.


Are you ready for PAS 55? To effectively manage cost and risk and align operations with business strategy, you must be able to answer some fundamental questions about the assets in your organization, including: ● What assets do we have, what condition are they in, what function do they perform and what is their contribution to value? ● Do we have sufficient capacity (or under- or over-capacity) in our asset portfolio? Are some assets redundant, under-utilized, unprofitable or burdensomely expensive? ● Are the risks of our assets causing harm to people and/or the environment at legally and organizationally acceptable levels? ● Can we accurately evaluate the performance, risk-reduction, compliance and/or sustainability benefits of proposed work or june 2011

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Conclusion PAS 55 provides a clear, internationally recognized definition of “good practice” asset management for any organization. It offers detailed guidance and examples for demonstrating competent governance of critical assets, along with a checklist of good practices in asset lifecycle planning and cost/risk optimization, and an extensive glossary of terms that provides a common language for all stakeholders. Developed with the help of more than 50 public and private organizations across 10 countries and 15 sectors, PAS 55 has earned broad, enthusiastic acceptance and is gaining widespread adoption. It provides the model upon which a new international standard for asset management is being based.

In The Forefront Mincom’s Position On PAS 55

It represents a huge stride forward in the consistent application of asset-management techniques. Perhaps most importantly, PAS 55 is driving more realistic and risk-sensitive asset-management decisions at the boardroom level. For more information on PAS 55 and how to leverage this framework for your own organization, visit http://, or MT John Benders is vice president of Asset Intensive Industry Solutions, Mincom. Email: For more info, enter 01 at

As a leading supplier of EAM solutions to businesses operating in asset-intensive environments, Mincom believes the PAS 55 standard will rapidly achieve global acceptance and be adopted as an ISO standard for the management of physical assets. Since the PAS 55 was first published in 2004, Mincom has been in the forefront of supporting its customers to align with PAS 55 guidelines—and has applied PAS 55 as the foundation of its EAM software design and development methodology.


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How To Fall In Love With Health & Safety Inspections

Learn how the Chicago Angelica plant leverages its CMMS in the area of compliance. Paul Lachance Smartware Group


very Monday morning, Chris Giordano, chief engineer at Angelica’s Chicago, IL, plant, prints out a safety-compliance checklist. He completes a dozen health- and safety-related tasks on average throughout the week as part of his company’s commitment to complying with Occupational Safety and Health Administration (OSHA) standards, as well as to be fully prepared in the event of an unannounced OSHA inspection at the giant commercial laundry facility.

JUNE 2011



The equipment in this dryer process at Angelica’s Chicago site helps the plant turn out 40,000 lbs. of laundry daily.

Angelica is one of the largest textile and linen rental companies serving the U.S. health-care market. This $500 million corporation operates 27 plants around the country and annually delivers more than 750 million pounds of clean and pressed laundry and linen to hospitals, long-term-care facilities and outpatient medical practices. “Preventive maintenance” is the watchword for maintaining compliance at Angelica. All 27 plants utilize a preventive maintenance software package called Bigfoot CMMS, to fully ensure machinery remains in optimal, safe condition. It allows users to define, schedule and implement all preventive maintenance and work-order tasks. This supports uptime and a lean operating environment, while satisfying compliance requirements. In addition to being responsible for the care, maintenance and optimization of all assets at the Chicago facility, Giordano manages safety compliance on the plant floor and coordinates with regulatory authorities and insurance inspectors. He is part of the plant operations team responsible for ensuring that Angelica’s production equipment is in compliance with safety and environmental regulations, as well as insurance policies and company rules. He and his fellow team members— supported by Angelica corporate—lead different aspects of the plant’s safety programs so that all safety regulatory policies, insurance requirements and procedures can be implemented and maintained by anyone on the team, at any time. 20 |


Workplace health & safety…then and now Until 1970, when Congress instituted the Occupational Safety & Health Act, there were no uniform or comprehensive regulatory provisions to protect employees against safety and health hazards in the workplace. Each year brought more than 14,000 job-related deaths, about 2.5 million disabled workers and an estimated 300,000 new cases of occupational illnesses. Since 1973, the annual injury/illness rate among American workers has decreased by 65%, with OSHA being an important contributing factor. Today, OSHA penalties for violations can range from less than $1000 for a single violation, up to $500,000 in corporate fines if a willful violation has resulted in the death of an employee. In the last decade more than $300 million in penalties have been levied against corporations—and 64 violators referred to the U.S. Justice Department for criminal prosecution. Moreover, according to OMB Watch (, the current administration has noticeably increased enforcement of OSHA workplace safety laws. In 2009, OSHA issued more than 68,000 citations (more than twice the amount issued in 2008, under the previous administration). By mid-July 2010, citations were already at 114,000. JUNE 2011


Maintenance history helps satisfy OSHA’s auditors At Angelica’s Chicago plant, eight industrial washers and eight industrial dryers clean 40,000 lbs. of laundry per day. Five ironers automatically press and fold bedsheets, pillowcases, scrubs, etc. Seven small piece-folder machines fold towels, gowns, blankets, thermals, etc. An adjoining power plant houses boilers, fire pumps and three HVAC units. That’s a lot of equipment to maintain. The maintenance operations team has set up its CMMS to manage preventive maintenance schedules with work orders issued for ad hoc repairs of all laundry and infrastructure equipment. By keeping track of work orders and preventive maintenance tasks and schedules, Chris Giordano has an ongoing history of activity on all laundry machines. He and his peers at the site use the CMMS to oversee specific OSHA standards, including: n Lock out/tag out. . . The CMMS issues a notification to conduct an annual review. n Extension-cord inspections. . . CMMS issues monthly reminders. n Fire pumps. . . The CMMS keeps track of fire-pump testing schedules and history. n TIER II. . . The CMMS issues checklist reminders.

The plant has set up its CMMS to manage PM schedules with work orders issued for ad hoc repairs to all of its laundry and infrastructure equipment.

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n Machine guarding. . . The CMMS issues daily reminders to check safety switches. n MSDS (material safety data sheets) book. . . The CMMS serves as a “global” calendar that reminds the operations’ staff to purchase all supplies and perform an annual review of the plant’s MSDS book. JUNE 2011 For more info, enter 70 at



This picker (to the left), with an edge-feeder (right) are part of the industrial dryer operations (encompassing eight dryers) at the Chicago Angelica plant.

n Blood-borne pathogens (follow and enforce exposure control procedures within the plant, especially concerning maintenance in the soil, sort and wash areas). . . The CMMS issues a reminder to clean the soil residue after workers separate towels, washcloths, bedsheets, pillowcases, blankets, thermals, gowns, operating-room bed linens, scrubs, etc., to avoid infectious disease. “Half the mission of meeting safety standards is simply remembering to complete the tasks; basically Bigfoot reminds us to do them,” Giordano says. “Good recordkeeping is critical. OSHA auditors care about a trackable history of what was done on a piece of equipment; when it was done; who did it; how often it has been inspected; if it had clear instructions and safety procedures documented; etc. So, for OSHA, if it’s not documented, it didn’t happen. Bigfoot is our proof of compliance.” Because the Chicago plant has successfully lowered its annual total case incidence rate to below industry averages, Angelica was eligible to apply for inclusion into OSHA’s 22 |


Voluntary Protection Program (VPP). Created in 1982, OSHA VPP recognizes and partners with businesses that show excellence in occupational safety and health. VPP participants develop and implement systems to effectively identify, evaluate and control occupational hazards to prevent employee injuries and illnesses. CMMS & safety Most users are aware of the role that CMMS plays in these basic functions: nPreventive maintenance (PM) nWork-order (WO) and maintenance-request management nPredictive maintenance (PdM) that’s based on historical corrective actions nReplacement-parts inventory management nAsset life-cycle analysis for grading asset performance JUNE 2011


In the event of a random OSHA audit, a CMMS allows managers to show strong PM record-keeping on demand, in report form, sorted by asset, the technican(s) that performed the repair, safety standard, etc. A CMMS should also be capable of maintaining safety information, including procedures, safety notes, emergency notes, etc., for all assets. This information can be included on any work order or referred to in a hand-held version— quick access to such data helps lead to a safer environment. To support safety compliance in high-production environments, PMs reduce the frequency and severity of corrective maintenance. Fewer breakdowns, especially unexpected ones, lead to a safer environment. Historical work orders, with emphasis on problem and cause codes, can help a maintenance department become proactive and avoid repeat issues. With random visits from OSHA auditors, a CMMS gives maintenance managers the ability to show strong recordkeeping of preventive maintenance on demand, in report form, sorted by asset, repair technician, safety standard, etc. CRC Capabilities 7x4.875


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A CMMS also plays a role in compliance with EPA standards. The one used by the Angelica Chicago plant provides a reminder to file annual TIER II reports—which demonstrate that Angelica is complying with its environmental reporting obligations. “Safety compliance and setting up a PM schedule is part of our routine maintenance,” Giordano says. “If we’re supposed to check our dryers every x hours of run time and we wait until x-plus hours then we are liable to end up with mechanical problems, which increases our maintenance costs and downtime. The idea with Bigfoot is that we control taking down a piece of equipment when we want to take it down.” Paul Lachance is chief technology officer for Smartware Group, makers of Bigfoot CMMS. Telephone: (866) 858-7800 x 87; email: For more info, enter 02 at

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JUNE 2011


Ray Atkins is on hiatus. His articles return to The Fundamentals, starting in September.

Handling, Storing And Dispensing Industrial Lubricants Refine your techniques with these guidelines. Travis Lail ExxonMobil Lubricants & Specialties


he proper handling, storing and dispensing of industrial lubricants is vital in helping to protect plant personnel against health hazards and minimize the risk of environmental contamination. Among the common problems plant managers and maintenance professionals encounter when dealing with high volumes of lubricants and/or greases is product mislabeling and storing products in areas with extreme temperatures.


JUNE 2011


To treat your oils and greases with the care and respect they deserve—and require—keep the following points in mind: Handling The handling of lubricants includes all operations involved in the receipt of supplies of lubricants by a facility and the transfer of those lubricants to in-plant storage. The type of handling involved depends on how the lubricants are received—either in packages or in bulk. Packaged products… All shipments of oils, greases and associated petroleum products in containers up to and including 55-gal. (U.S.) oil drums and 400-lb. grease drums are considered packaged products.

Common problems encountered by those dealing with high volumes of lubricants and greases include the mislabeling of products and storing products in areas with extreme temperatures. Storing The proper storage of lubricants calls for adherence to several key guidelines:

■ Most packaged lubricants can be unloaded without damage from trucks or freight cars by sliding them down through wood or metal skids. The skid should be securely attached to the truck or freight-car bed.

■ Lubricants should be protected not only from sources of contamination but also from degradation that can occur when they’re stored in extremely hot or cold temperatures.

■ When lubricants in both drums and smaller packages are delivered to customers on pallets, they can be unloaded with a forklift and transported directly to storage.

■ Lubricant products should be stored in an area where they can be moved into and out of storage easily and used on a “first in, first out” basis.

■ After unloading, drums can be moved safely to the storage area by properly equipped forklift trucks, either on pallets or held in specially equipped fork jaws. If fork trucks are unavailable, the drums should be handled and moved with barrel trucks or drum handlers.

■ Make sure product identification is maintained and clearly visible.

Bulk products… The term “bulk” in this context refers not only to deliveries in tank cars, tank trucks, tank wagons and special grease transporters, but also to deliveries in any container substantially larger than a conventional 55-gal. oil drum or 400-lb. grease drum. Prior to the receipt of bulk deliveries, certain precautions must be taken: ■ The storage tanks should be gauged to ensure there is sufficient capacity available for the scheduled delivery. ■ Empty tanks should be inspected and flushed or cleaned if necessary. They also should be checked to ensure the correct fill pipe is being used, that valves are set correctly and any crossover valves between storage tanks are locked out. ■ While it’s desirable to have a separate fill line and hose for each product, when this is not possible, the fill line and hose should be drained and flushed thoroughly to minimize the risk of harmful cross-contamination. JUNE 2011

■ When selecting the proper location of petroleum-product storage facilities, it is crucial to consider the applicable fire, safety and insurance requirements. As discussed in the section on handling, the guideline related to the storing of lubricants depends on how the lubricants are received—either in packages or in bulk. Packaged products… Packaged lubricants can be stored outdoors, in a warehouse or in an oil house. In all cases, outdoor storage should be avoided whenever possible. Some potential hazards of outdoor storage include contamination by water, dirt or rust, or changes to the physical properties of the lubricants resulting from extreme temperatures (be they hot or cold). Warehouse storage is desirable when the oil house lacks the space needed to stock the complete inventory that is required. In a warehouse, racks and shelving can be used to provide adequate protection for all containers and the aisle space should be adequate for maneuvering whatever type of mechanical handling equipment is used. The “first in, first out” procedure should be maintained, and the location should be considered on the basis of receiving and dispensing convenience. MT-ONLINE.COM | 25


(Remember: A well-arranged, properly constructed, conveniently located oil house is the best storage area when trying to avoid contamination.) Bulk products… While bulk storing of lubricants offers considerable economic and operating advantages, the full benefit of such an approach will be realized only when the complete system is properly planned and installed. To avoid the need for cleanup and/or the risk of contamination, always remember that tanks and bins should be used for only one product. Other factors to consider when using bulk storage include: ■ Inside storage locations are generally preferred, both to avoid the cycling temperatures encountered in outside locations, and to minimize exposure to atmospheric moisture and other contaminants.

■ When dispensing lubricants via other than completely closed systems, containers or devices used to move them and related products should be kept clean at all times. ■ Each container or device should be clearly labeled for a particular product and used only for that product. ■ The device used for the introduction of a lubricant to the point of final use should be carefully cleaned before the filling operation starts. ■ Sumps and reservoirs should be thoroughly cleaned and flushed before filling the first time, checked when they are refilled and cleaned as necessary. In return A little TLC goes a long way. By observing these precautions and procedures in the handling, storing and dispensing of lubricants, greases and associated petroleum products, you can help preserve their integrity, minimize the risk of potential personnel injuries and achieve significant economic and operating benefits. MT Travis Lail is an industrial lubrication specialist with ExxonMobil Lubricants & Specialties. To learn more about this topic, visit (This article first ran in the May/June 2011 issue of Lubrication Management & Technology.) For more info, enter 03 at

■ Excessively cold locations should be avoided. ■ To minimize the suction head on transfer pumps used to withdraw product for the tanks, above-grade lubricantstorage locations are preferred. In addition to choosing the right location for storage, it’s important to remember that storage tanks should be equipped with vents to allow breathing during filling and emptying. The vents also should be equipped with filters to keep out dust, moisture and other contaminants.


Online Vibration Data Collection


ith increasing pressure to do more with less, unexpected pump failures are unaffordable. Condition monitoring is the key to maintaining healthy equipment and keeping costs under control. Systems like the VIBNODE® are ideal for identifying problems such as misalignment, cavitation, bearing faults, coupling issues, impeller problems, unbalance and mechanical looseness (loose bases or cracked foundations) before pumps fail, thus saving thousands in lost production and repairs. VIBNODE’s functionality includes the capability to scan six or 12 channels, the suitability for replacement of switchboxes and the ability to link to existing vibration sensors or new installations. The system is configured with the powerful OMNITREND® software for easy setup, storage-analysis of spectrums, monitoring and access of customized spectrums from remote locations and alarm notifications by email or text message. Power requirements are based on 24 VDC, thereby minimizing installation power requirements. LUDECA, Inc. Doral, FL


Dispensing Dispensing of a lubricant includes its withdrawal from the oil house or other storage location and its transfer to the point of use, as well as the application of the product at the point of use.



■ Storage locations should not be in areas where plant equipment (such as highpressure steam lines or process vessels) will cause high ambient temperatures or direct heating of the tanks.

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JUNE 2011

Volume 1 Number 6




Sponsored Section





Proper Training Is Key In Evaluating Boiler Upgrades Problem There are several catalysts that can spark a discussion within a company about whether to upgrade or replace a steam boiler. The best place to start the discussion is with people who have been trained in proper boiler operation and maintenance: They can appreciate the “call to action” signs and ramifications of a poor decision to modify or replace. Among the most common reasons for action are: the existence of an old, outdated boiler; a need to increase fuel efficiency; a requirement to decrease emissions; a heightened demand for steam; a process-load decrease causing costly cycling; or escalating maintenance costs on existing equipment. The age of the boiler system is important to consider, but it should not be the main factor in the decision-making process. A more critical factor is the condition of a boiler’s pressure vessel. The shell, furnace and tubes are the major components in delivering heat energy from the burner into the water. If an annual inspection of water-side and fire-side surfaces shows minimal signs of heavy scaling, pitting, cracking or stress, the pressure vessel is most probably in good shape and can deliver many more years of dependable life. After determining that the pressure vessel is acceptable, the next step is calculating the boiler’s efficiency. Using a flue-gas analyzer, check for the stack temperature over saturated temperature and the percent of oxygen (O2), carbon monoxide (CO), particulate and nitrogen oxide (NOx) in the exit gas. If the analysis indicates high excess air (8-10% O2) in the mid- to high-fire ranges and CO in excess of 50 ppm, the burner will require a major tune-up, upgrade or replacement. Which is it, though? What if the boiler’s in good shape but having difficulty meeting load demands? Do you simply add efficiency upgrades? Solution A Midwest food processor recently faced the above dilemma and had to determine whether to repair or replace its boiler equipment. The company was running three boilers between 100-300 hp—two of which were more than 30 years old and coming up short in capacity because of added load. The company’s boiler operators and facility engineers—who had been trained on proper boiler operations and understood the impact of varying and increasing load conditions—determined that retrofittable efficiency upgrades to existing equipment would not be able to make up the difference in needed capacity. A new boiler was, therefore, justified both empirically and financially, to complement the existing equipment.

28 |


Return on Investment This food processor’s final analysis was predicated on the assumption that it would have to run one of its older boilers alongside the new one. As it turned out, the new boiler, with efficiencies in the high 80s, runs the whole plant—and the old boiler remains for possible peaking and/or standby duty. Shutting down the older boilers significantly increased system efficiency and shortened the projected payback period. In fact, production at this operation increased 9%, and the plant is using 32% less fuel. Whereas the initial payback period had been projected to be 51 months, the company now anticipates it will achieve payback in 32-37 months—and it all started with proper training, then applying strong operational knowledge and financial tools such as Cleaver-Brooks’ BOOST analysis test to render a prudent decision. For a complete listing of Cleaver-Brooks’ training offerings and venues, visit Reference-Center/Training/Index.aspx. The objective of all these programs is to help boiler users improve energy efficiency, system reliability, safety and environmental sustainability. (CEUs are attached to many of the courses.) Cleaver-Brooks Boiler House Training Center Milwaukee, WI

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Oil Dialysis:

Healthcare For Lubricated Machinery T

he high pressures, high speeds, close mechanical tolerances and high operating temperatures of hydraulic equipment mean that oil cleanliness is crucial to the life expectancy of these systems. Yet, while hydraulic-systems engineers now include oil-cleanliness levels in their specifications, only a few manufacturers will install the hardware needed to meet these targets. It generally falls to the end-user or the maintenance contractor to retrofit hydraulic reservoirs with kidney-loop filtration on site. True kidney-loop filtration functions independently of the designed lubrication system of the machine. Like on-demand oil dialysis, it remains the best form of healthcare for extending the service life of lubricated equipment. Also called off-line filtration, it can be added to most equipment in the field. The fundamentals are simple: ■ Take the oil out of the reservoir. ■ Remove contamination from the oil. ■ Return the cleaned oil to the reservoir. ■ Do all this without interrupting the normal operation of the hydraulic system. Things have changed. To add kidney-loop filtration to most lubricated equipment—and quickly begin capturing the benefits it can provide—you’ll need: 1. A high-quality air breather to control airborne contamination in the air space above the oil; 2. An oil outlet near the bottom of the hydraulic reservoir for a suction line; and 3. An oil inlet above the oil level for the continuous return of recycled polished oil back to the machine.

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OILMISER™ Technology offers a family of tools and accessories to help you do it. Delivering all three prerequisites in a single, easy-to-install component, the OILMISER Off-Line Filtration Kit allows you to replace the original filler/breather on the reservoir without shutting down the hydraulic system. For example, the tank-mounted model shown above can add independent kidney-loop filtration to most hydraulic reservoirs in just minutes. Without any tank modifications, the six screws and the existing filler breather are removed, exposing the 2”-diameter opening. Incorporating the same six-hole footprint, the filtration kit can be almost effortlessly inserted into the reservoir and screwed into place. (A 2” NPT male pipe-mounted version of the kit is also available.) OILMISER Off-Line Filtration Kits are shipped fully assembled and ready for immediate installation. All of these products can be ordered with the following options: an external oil sampling port with an internal sampling tube; a variety of top-end couplers to accommodate alternative air filters, including desiccant air breathers; and quick disconnects with dust covers. MT JLM Systems, Ltd. Richmond, BC, Canada For more info, enter 04 at SPONSORED INFORMATION

JUNE 2011



Deciding When To Upgrade A Lubrication Program

ravity lubricators have been a mainstay in industry for decades. The idea is simple: Keep lubricant flowing to gears, chains, bearings and friction points to avoid premature wear and failure. The results can be astounding in terms of machine performance, avoidance of downtime and cost savings. So what’s left to improve? Lubrication technology that goes beyond simple needle-valve controls to deliver a precise amount of fluid is available—now! Does it merit the investment in time and money? Ask yourself these 10 questions:

1. Would conserving fluid result in noticeable cost savings? 2. Does reduced fluid consumption contribute to your company’s green objectives? 3. Does excess lubricant contaminate product? 4. Does lubricant end up on machine surfaces or walkways, posing a safety hazard? 5. Does the flow rate of lubricant vary with temperature, humidity or the level of fluid in the reservoir? 6. Is the lubrication equipment subject to constant wellintentioned adjustments that ultimately result in erratic lubrication?

9. Is the flow of lubricant slow to react when activated and shut off? 10. Has the lubrication method failed at any time and resulted in expensive breakdowns? Answering “yes” to any one of these questions could be reason enough to retool your lubrication program. It still can be a risky move, however, to trade an economical and simple gravity oiler for a “lubrication system” with extensive controls and high-pressure connections. The simple and cost-effective way to take advantage of technology is to opt for a positive displacement pump, such as PurgeX® by Oil-Rite. This 4” pump is powered by bursts of compressed air. Each cycle dispenses a small, precise amount of fluid. Its operation does not vary with environmental conditions, and it can even pull fluid from a reservoir without the assistance of gravity. A timer (or PLC) and 3-way solenoid are the only controls needed. Typical 120-psi shop air is converted to as much as 1080 psi at the outlet—yet the unit can be installed with flexible tubing and nylon barbed fittings. The precision and reliability of PurgeX eliminates many of the pitfalls of gravity lubrication. It is not complex to understand or install, and is versatile enough to suit a wide range of applications. MT Oil-Rite Corp. Manitowoc, WI

7. Is machinery lubricated only when operators are attentive? 8. Does excess lubricant cause dirt to adhere to surfaces? JUNE 2011


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Pro-Grade Products For A Range of Applications

ltraLube® is a complete line of professional-grade greases, oils and spray lubricants and penetrants specifically formulated and packaged for a variety of agricultural, commercial, industrial, manufacturing, marine and transportation uses. With four times the natural lubricity of petroleum-based oils, UltraLube products instantly penetrate into areas where lubrication is needed most, creating a long-lasting bond to metal and plastic surfaces. Made from crops grown in the U.S., UltraLube has a vegetable-based formula that is eco-safe and non-toxic, making it safer for use in work environments. UltraLube greases and oils are ideal for environmentally sensitive areas, since they are VOC-free and non-flammable with extremely high flash points. UltraLube supplies superior lubrication for hundreds of industrial purposes including ball-and-socket joints, bearings, cables, conveyors, cutting tools, drive chains, electric power tools, gears, glides, hinges, hydraulic components, linkages, precision tools, pumps, rollers, valves and many other applications. UltraLube products are also effective rust inhibitors. Certified by the USDA’s BioPreferred program, UltraLube products can help federal agencies and contractors meet green procurement mandates that require purchases of biobased products within identified categories, such as hydraulic fluids and lubricants. The range of UltraLube products made specifically for heavy-duty applications includes: ■ Air Tool Oil ■ Disc/Drum Brake Wheel Bearing Grease ■ Gear Lube ■ H1 Food Grade Chain & Cable Lube

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■ ■ ■ ■ ■ ■ ■ ■ ■

H1 Food Grade Hydraulic Oil H1 Food Machinery Grease ISO Hydraulic Oil LMX® “Red” Grease Moly EP Grease Multi-Purpose Lithium EP Grease Multi-Purpose Lubricant & Penetrant Universal Hydraulic Tractor Fluid White Lithium EP Grease

Choose correctly is a valuable resource for industrial users to research and select the UltraLube lubricants they need. Easy-to-navigate with numerous user-friendly features that can help industrial customers find the ideal solution for virtually any purpose, it features product pages supplying an overview of technical specifications and available package sizes, as well as image previews of all products, including those sold in bulk. The Website also offers a full library of material safety data sheets (MSDS), safety data sheets (SDS) and tech data sheets, and a new FAQ section provides answers to the most common questions about lubrication. UltraLube is sold through leading retailers, industrial suppliers and warehouse distributors across the U.S. and Canada. MT UltraLube Plews & Edelmann Dixon, IL For more info, enter 06 at SPONSORED INFORMATION

JUNE 2011


Better Voltage Detection Phil Allen, President, Grace Engineered Products


aintenance workers carry Non-Contact Voltage Detector (NCVD) pens. This portable device allows them to check electrical conductors for live voltage without touching bare wires. The NCVD is unique because it senses voltage when positioned without making an electrical connection.

STOP! accessing panels needlessly

Be on the outside looking in...

How Does an NCVD Work? The NCVD detects an energized wire by measuring the voltage across two variable capacitors: 1) between the NCVD to the energized wire; 2) between the NCVD to ground (through the worker). The reliability of an NCVD actually improves when it’s used with a voltage portal because it provides a fixed “known” capacitance from the wire to the NCVD. Less variability means more reliability. What is a Voltage Portal? A voltage portal is an encapsulated non-conductive point that extends each voltage source to the outside of an enclosure. The portal’s design ensures that when voltage is present, the NCVD can be positioned close enough to the voltage in order to sense it. A voltage portal design ensures that the voltage point is safely secured while still detectable by a worker using an NCVD. Improved Panel Design = Electrical Safety Voltage portals installed into an electrical enclosure provide the best environment for reliable operation of an NCVD. Here are specific recommendations and practices:

▲Voltage portals should be mounted on the enclosure side or flange closest to the main disconnect, thereby avoiding 480V on the enclosure door.

▲When installing voltage portals into the enclosure, route the lead wires away from high-power switching devices (AC drives or other) that may interfere with and, thus, change the capacitance and affect operation of the NCVD.

▲Grounded metal enclosures tend to keep stray electrical energy within the enclosure, so the NCVD only senses voltage at the voltage portal. Likewise, when an NCVD is used on a non-metallic enclosure, it will detect stray voltages that may not be associated with the voltage on the voltage portal. For example, the NCVD may sense voltage with an open disconnect by detecting the stray voltage on the line side of the disconnect. Using NCVD pens and voltage portals to verify isolation of electrical energy is a reliable, thru-panel voltage-detection system. Not only does this method enhance compliance with NFPA 70E, it increases employee productivity. MT

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JUNE 2011

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TECHNOLOGY SHOWCASE Looking at trends in products and services in the area of...

Automation & Control ...What’s up?


he industrial automation & control sector is a vast field that, for our purposes, includes electronic components; process controls; sensors, transducers and transmitters; recording instruments; motion control and support components.* These sectors contribute to a U.S. market valued in the billions of dollars. The estimated size of the industrial controls market alone is more than $15 billion and growing steadily. Research organizations identify 30 leading companies in the automation & control field that offer solutions to wide-ranging operational needs on a global scale. These include Siemens, Honeywell International, Rockwell Automation, Eaton, Emerson, General Electric and others. The leaders are joined by hundreds of other specialized players in the U.S. and abroad. Right now, all of the leading companies in automation & control are strongly emphasizing their abilities to help industrial (and other) customers achieve more sustainable operations with integrated power-management solutions that optimize energy usage and reduce waste. For maintenance and reliability professionals, the implementation and long-term care of sustainable solutions is rapidly becoming a key add-on to their responsibilities, especially in large operations. In the broadest sense, these solutions tackle everything in a plant that consumes energy—from machinery and building controls right down to employee behavior—with monitors, controls and equipment designed to reduce energy consumption without sacrificing productivity. They’ve helped usher in an age where energy now joins other key maintenance metrics in industry’s pursuit of sustainable capacity assurance. Another aspect of this category of great interest to maintenance professionals is wireless technology. The increasingly simple ability of wireless networks to monitor equipment remotely, 24/7 and in real time greatly enhances maintenance capability, efficiency and accuracy. Now virtually indispensable in process operations for remote monitoring of valves, motors, pumps, pipes and tanks, wireless is migrating into discrete manufacturing for its ability to make better use of limited human resources and provide more accurate PdM data—not to mention the space- and time-saving benefit it offers by not requiring miles of cable to transmit this type of information. Predictions that factories of the near future will be virtually wire-free are probably not far off as OEMs integrate wireless capabilities into their products and manufacturers continue to capitalize on its benefits. Wireless technology, however, does raise security issues, as its use can expose proprietary data to an unintended audience. To address the problem, two standards—SP100 from the International Society of Automation (ISA) and 802.11i from the Institute of Electrical and Electronic Engineers (IEEE)—are used to, respectively, define the network security needed to protect against deliberate attack (including corporate espionage and eavesdropping) as well as human error, and recommend encryption and authentication strategies that bolster the U.S. government’s official Advanced Encryption Standard. As wireless networks inevitably become more sophisticated and farther-reaching, measures like these will become increasingly important. MT Rick Carter, Executive Editor *Definition determined by Maintenance Technology editorial staff. 34 |


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Turbine Generator Maintenance and Repair Technology Lee County High Tech Center Central has an opening for a full-time Turbine Generator Maintenance and Repair instructor. Minimum 6 years of experience and a desire to teach. Industry Certification and credentials are a plus. • Full-time position • Excellent salary • Have summers off • Work day—7:40 a.m. – 3:10 p.m. • Small class size • Insurance and Benefits • State Retirement System

Lee County High Tech Center Central Please call Peggy McGee at 239-334-4544 for more information on how to apply, or email: Fax: 239-334-8433 3800 Michigan Avenue, Fort Myers, FL 33916 For more info,enter enter 76at at ForFor more moreinfo, info, enter74 79 at

JUNE 2011


Wireless Industrial Control

What’s Up With July’s

Technology Showcase?

We Look At Trends In The Area Of

Control Chief now offers the LJ, a lightweight transmitter (under 3.5 lbs.) that communicates with the company’s MDR-8400 and Advantage Series receivers. It has a range of approximately 1000 ft., can operate at up to five speeds (stepped or stepless), with up to four dedicated motions (additional motions through selection capabilities). A completely sealed, plastic-injection-molded case and low-profile stainless steel switches offer the flexibility to customize switch options. The LJ features a 3-digit high-intensity LED data display, power and battery LED indicators and a lithium rechargeable battery.

Specializing In Machinery Health Personnel PM & PdM Field Service • Mgt • Sales • Hrly Nationwide • Confidential • All Fees Company Paid

Control Chief Corp.

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Krytox® Fluorinated Greases and Oils are: Chemically Inert. Insoluble in common solvents. Thermally stable. Temperature range (-103°F to 800°F). Nonflammable. Nontoxic. Oxygen Compatible – safe for oxygen service. Low Vapor Pressure. Low Outgassing. No Migration – no silicones or hydrocarbons. Krytox® offers Extreme Pressure, Anticorrosion and Antiwear properties. Mil-spec, Aerospace and Food Grades (H1 and H2) available! Useful in Vacuum Systems. For technical information, call 203.743.4447 / 800.992.2424 (8 AM – 4 PM ET)

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JUNE 2011


Culture Change

Where Have All The Leaders Gone? A lack of leadership leads to big losses and unsustainable operations. enrique Mora Mora International group, Inc.

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he maintenance and reliability field is awash with countless examples of “here today/gone tomorrow” improvement initiatives. Each of these sad stories reflects costly efforts where results may have been lost forever. Such waste is simply unaffordable and plain unacceptable. Having personnel willing to lead the charge in battling this waste is more important than ever—for operations everywhere.

JUNE 2011

Culture Change

“The higher the Leadership, the greater the Effectiveness. Efficiency (Lean) is the Foundation for Survival. Effectiveness is the Foundation for Success.” …John Maxwell.

Organizations of all types must develop a strategy that keeps improvement efforts producing benefits forever. Their competitive edge is strictly proportional to the solidity of the improvements implemented and sustained within the culture of the organization. This, however, calls for a total buy-in and support from top management—which, unfortunately, often is the missing link. good intentions down the hole So, what should be done to prevent the decay of the good intentions? Although the answer is simple, many organizations lack the discipline to make it work for them. It is all about leadership: the magic environment where each individual in the organization is a proud co-owner of the progress achieved. When it comes to the withering away of improvement initiatives, the most common problem seems to involve the following set of circumstances: The driver of the initiative is promoted within the same organization or offered a better opportunity somewhere else. That’s great news for him/her, but bad news for the initiative as there hasn’t been adequate leadership delegation within the team. The solution to the above problem: Share everything, including knowledge, training, effort, technical issues, problems, solutions and results. When this sharing is done right, empowerment ensues. When there is not just one person owning the achievement, the team begins developing a deep pride and zealously keeps working to defend and increase the beneficial effects. The loss of momentum occurs because the personnel involved in an improvement initiative do not feel ownership of the improvement. This is a cultural problem that we all can—and should—remediate once and for all. Organizations must focus on and encourage all of their associates through recognition from their leaders. Those leaders, in turn, need to be developed to the point that they can naturally convey a sense of proud ownership to all who participate in the implementation of an improvement initiative and/or who, in one way or another, work not only to sustain it, but also to optimize it. JUNE 2011

Sustaining and optimizing improvements One important sustainability strategy is to clearly document the improvement and promote its co-ownership. For example, if the initiative is related to the maintenance of a machine, technicians and operators should feel the commitment and responsibility for the improvement to prevail. Thus, they all own the success—and they all own the commitment to keep it going! Remember: Improvements and implementations do not belong to one person or one group of people. They belong to the entire organization, since the benefits produced are for all to enjoy. the need to build better leadership skills As Table I shows, the U.S. ranking with regard to global manufacturing has fallen to China. table I.

In 2010, for the first time the united States fell from its first-place position in the proportion of global manufacturing.

% of global Mfg Value Workers



$1995 trillion 100 Million

$1952 trillion 11.5 Million MT-ONLINE.COM | 37

Culture Change

table II.

Are You Really A Complete Leader? For the last 15 years, many consultants have been analyzing the tight relationship between the results achieved in the continuous improvement efforts of their customers and the level and strength of leadership in their environments. At this point, we can affirm that no lasting results can ever be achieved when the leadership in an organization is poor or even average.

All leaders (top management included) should take this quick survey. The insight it provides can help individuals take advantage of their strengths and begin addressing possible weaknesses in their leadership abilities. Remember that all the people, at all levels, must perform with optimal leadership skills. In the survey, h/h means ‘His or Her.’

use the third column to grade yourself between 0 and 10. 0 = “not me at all” and 10 = “I really am just that kind of person!” a score between 0 and 10 means you may need to work on some areas.




Problem Solver

• never reacts against a person or looks to blame a person when a problem occurs. • always goes after the root cause of the problem and puts h/h total attention and toward preventing recurrence of the problem.


• has technical knowledge of the process and equipment. • Is capable and willing to share all h/h knowledge and experience with the associates in h/h team and other people in the organization.

People Person

• Is a good listener. • Constantly makes sure that all h/h associates feel recognized and valued. • Pays attention to all personal- and work-related issues of all h/h associates. • Knows by heart the name of all h/h team members and their personal/family situations, hobbies, etc. • none of h/h associates complain about the service he/she provides them. • at all times is an advocate of h/h people when for any reason they are not being fairly treated.

great Communicator

• Makes sure that all communications are clearly understood by h/h associates and explains everything as detailed as needed. • Shares the basic information about the present and future state of the business so people have no doubts about where the organization is going. • Constantly asks associates for their feedback to make sure the communication is working well for all the team. • Makes sure all other leaders get full and timely information about any issue that may affect the organization.

Decision Making

• always analyzes situations as effectively as possible and takes into account experience and knowledge of the team to improve decisions. • acknowledges when the result of a decision is not as good as expected and is willing to make corrections and adjustments to the actions taken. • always acknowledges and recognizes the contributions of the associates to the decisions.

role Model

• Performs optimally in every way and at all times. • assures that each of h/h associates have everything they require to also perform and comply with the highest expectations and needs.


• Is in continuous search of new techniques and knowledge on the industry and areas related to h/h responsibilities, including leadership, communication, motivation, etc. • reads and searches the Internet to constantly improve all of the above skills so he/she can grow with and within the organization. total:

38 |


JUNE 2011

Culture change

Improvements don’t belong to just one person or one group, but to the entire organization. The benefits produced are for all to enjoy. What’s fueling these very troubling statistics? According to and economic research by IHS Global Insight, American industry has some of the most productive people in the world. By measures of productivity, China remains far behind us, with U.S. manufacturing workers generating more than eight times the value per person. Part of the problem is that we’re lacking in leaders—and effective leadership skills. Some basic leadership skills can be measured in just a few minutes by using the brief evaluation in Table II (on pg. 38). n There is no doubt that one of the highest values a person can contribute to an organization is the ability to resolve problems. n It is also critical for the leader to be capable of sharing all the knowledge at every possible opportunity with their associates, becoming their mentor. n In order to comply with expectations, a leader must also be a “people person.” n In the daily exercise of the leadership function, communication is an indispensable tool that must be kept sharp at all times. n In the past, all the weight of decision-making was on the head of the leader. Today, the leader must develop a special skill to get everyone to participate in this responsibility. n To get the respect and cooperation of the team, a leader is always aware of the role model to perform. n A leader never conforms solely to the knowledge and skills he/she has already acquired. Leaders will always look for new opportunities to enhance and provide optimal value to their organization. Our plants and facilities need more leaders NOW. What actions can you start taking today to help build leadership skills for tomorrow—both your own skills and those of others? There’s no time to waste. MT Enrique Mora is a consultant and coach in personal and organizational leadership. Email: Internet: JUNE 2011

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e b Know AnyL u z ? r a t S ©

LUBRICATION MANAGEMENT & TECHNOLOGY (LMT) magazine likes learning about its readers, including what they do in the field of lubrication and what they like about their jobs. Here’s what some recent additions to the team told us: Dave Maki

Title: Head Oiler, St. Mary’s Paper,

a mill located in Sault Ste Marie, Ontario, Canada Background: Dave has spent 35 years at St. Mary’s, with 34 of those years in his current position.

When he first began working there, it was as a mechanical helper with the maintenance department. He then moved into lubrication work and soon found himself heading up that area. According to him, he’s “never looked back.” What Dave Likes Most About His Work: Taking a proactive approach to maintenance and being the front-runner in equipment reliability, as well being able to maintain the mill’s hydraulics and lube system at a world-class level.

Mike Graves, P.Eng. Title: President, Coastal Engineering Services,

a consulting firm based in New Brunswick, Canada Background: Mike has spent 23 years in the maintenance and/or lubrication field, including

7 in his current position. He looks on lubrication as a specialized field that has often been ignored or not given much attention. He wants to enhance and promote its importance, not just to industry, but to the public. What Mike Likes Most About His Work: Helping to improve equipment function, prevent costly production stoppages, reduce lube consumption by improving lubricant storage, application and oil condition and save operators’ money.

Sandor Mercz Kerek Title: Industrial Mechanical Technician, Ingenieria Proactiva Ltda.,

a consulting operation in Cali-Valle, Colombia Background: Sandor has put in a total of 25 years in the maintenance and/or lubrication field,

including 15 with hisCompany current employer. In his former job with a Colombian Info Company manuInfo facturer, he performed preventive maintenance on 800 machines. Since retiring Contact Info Here Contact Info Here from that job, he’s consulted for other businesses in the region. What Sandor Likes Most About His Work: Being able to solve problems and suggest equipment improvements with the assistance of technologies like vibration analysis, as well as using TPM principles to teach lube practices to others.

L utbaerz S


Our hats are off to these hardworking Lube Starz, who’ll receive their own baseball caps for making this team. Up for the game? Go to or to tell us about yourself!

Follow the instructions for submitting your own application and photo and you might find your work-related profile in a future LMT issue. We look forward to hearing from you !

Share This With The Lube Starz On Your Team. We Want Them On Our Team! For more info, enter 90 at


Maintaining MOV Stem Nuts: Out-Of-Sight, Out-Of-Mind No More This new, non-intrusive diagnostic tool makes the job of quantifying critical thread wear faster and easier than in the past. Special To Maintenance Technology


n rising stem valves, a stem nut transfers motor-operated or manual valve rotational motion, or torque, to axial stem movement, or thrust. When a stem nut fails to operate, it will prevent valve operation and may cause an inaccurate display of valve position in a control room. For motor-operated valves (MOVs) that are electrically interlocked, the situation can also result in a costly or catastrophic failure event. Non-intrusive stem-nut wear measurement began in nuclear power plants with MOV diagnostics—which are required by the Nuclear Regulatory Commission (NRC) to verify the operability of valves needed to safely shut down a nuclear power plant during an emergency event. Unfortunately, many industrial and process plants are not proactive in their approach to maintaining stem nuts and monitoring their wear, perhaps due to:

require removal of the stem nut, and the valve can remain in service while the analysis is conducted. The SNAP tool measures the backlash between the stem and stem-nut threads on a rising stem valve and provides measurement readings in a percentage of wear that can be more accurate than a traditional analysis. Excessive stem-nut thread wear represents a potential common cause of failure on rising stem MOVs. The possible consequences demonstrate the importance of incorporating improved monitoring methods and maintenance practices including proper stem cleaning and lubrication. Periodic, non-intrusive stem-nut-thread measuring, like the described method using a SNAP tool, may also be key to preventing failures. MT

n The difficulty of predicting failure—which could take many years to occur.

Conducting A SNAP Test On Your Motor-Operated-Valve Stem Nuts Can Help:

n The intrusive nature of direct inspection of stem nut threads—which until now has typically required removing the stem nut to inspect the threads.

n Give you the information needed to target replacement candidates. n Allow replacement planning. n Increase the probability of finding various actuator/valve problems.

Reducing the barriers The Stem Nut Analysis Protractor (SNAP) is a patentpending tool designed to reduce the barriers to checking stem-nut wear by providing a faster, non-intrusive method to quantify stem-nut thread wear. The SNAP tool does not JUNE 2011

The Shaw Group Baton Rouge, LA For more info, enter 30 at MT-ONLINE.COM | 41


True Agitator Seals That Cut Maintenance Time

CNC- And PLC-Control Retrofit Services



hemSeal™ from Chemineer is a line of mechanical seals specifically for agitator service. Incorporating high-runout, reverse-rotation and reverse-pressure capabilities, they’re offered in both single- and double-cartridge configurations designed for ease of installation and maintenance. The company’s “swing-out” agitator-seal-change design also contributes to easier, faster seal replacement. These ChemSeal products can be retrofitted to existing Chemineer® GT, Model 20 and MR agitators. Chemineer, Inc. Dayton, OH For more info, enter 31 at

Redesigned Industrial Lube Lineup


hell Lubricants has launched a new, improved portfolio of industrial and transmission lubricants and greases based around four tiers, each offering increasingly efficient levels of protection: Entry, Mainline, Premium and Advanced. Each brand/product category in the range is structured according to these tiers. The portfolio is accompanied by “old to new” conversion tools that help make the transition easy for long-time customers and features new labels and product guides with new names, color-coding and visual icons to indicate performance benefits and reduce the risk of misapplication. Standardized packaging across the entire portfolio makes storage and stacking easier. Shell Lubricants Houston, TX For more info, enter 32 at


onecranes’ Machine Tool Services group has experience integrating numerous makes and models of CNC and PLC controls to a variety of complex and conventional machines. When properly engineered, a new CNC-control retrofit can increase productivity significantly, reduce the cost of energy and improve MTBF rates. The group offers retrofits such as replacing an antiquated CNC-control system with a new, state-of-the-art system, a new operator’s pendant, magnetic panel and more. Konecranes, Inc. Springfield, OH For more info, enter 33 at

High-Flow Gas Regulator


he Type P627 from Marsh Bellofram’s BelGAS division is a high-performance, spring-loaded, direct-operating high-flow gas regulator designed to control both low- and high-output pressure in oil and gas applications. Designed for maximum durability, this compact device is offered in multiposition body and spring-case configurations, with a choice of aluminum, steel or LCC body, bonnet and diaphragm casings with a durable powder-coated epoxy exterior finish.

Marsh Bellofram Corp. Newell, WV For more info, enter 34 at

Tank-Bulkhead Gasket Fittings


ayward Flow Control’s CCP Series Tank-Tite Compression Fittings provide a constant load on the gasket of a bulkhead fitting to overcome and compensate for tank-wall expansion/contraction due to temperature and pressure changes. They also impart a constant load on the bulkhead fitting nut that reduces the possibility of its loosening from system vibration. Rated to 150 psi Non-Shock at 70 F, these PVC components work with all Hayward BFA Series Bulkhead Fittings.

Hayward Flow Control Clemmons, NC For more info, enter 35 at JUNE 2011


Protect Bearings From Stray VFD Shaft Currents

I Electric Utility Vehicle For Moving Maintenance Teams


he rugged Polaris Ranger EV LSV offers an efficient way to move maintenance teams to, from and around an operation. This electric, street-legal, mid-sized side-by-side utility vehicle has a top speed of 25 mph, all-wheel-drive and a full 10” of ground clearance. Polaris says that with its 11.7 kWh maximum-power battery pack and three-mode system (High, Low and Max), the EV LSV has the longest range in its class (up to 50 miles). This transportation solution for industries of all types can be charged by plugging into a 110V AC outlet.

npro/Seal’s second-generation Current Diverter Ring™ (CDR®) uses proprietary conductive filaments to protect bearings from stray variable-frequency-drive (VFD) shaft currents. It provides a low-impedance path to ground, safely drawing currents away from the bearings and preventing premature bearing failure. A new single-piece design has resulted in a more durable product, delivering long-lasting protection for motor and coupled-equipment bearings alike. Inpro/Seal A Dover Company Rock Island, IL For more info, enter 38 at

Polaris Industries Inc. Medina, MN For more info, enter 36 at

Advanced-Pattern-Recognition Condition Monitoring


eneral Physics has integrated advanced pattern recognition (APR) technology into Version 10 of its EtaPRO™ Performance and Condition Monitoring System to track equipment health parameters such as shaft vibration and bearing temperatures. The product provides early warning of impending equipment failure by continuously comparing current values to detailed empirical models of “normal” data. General Physics Corp. Amherst, NY For more info, enter 37 at JUNE 2011

PIP IS SIMPLE. Let PIP’s harmonized engineering Practices simplify your next project. For more info, enter 81 at



Heavy-Duty, Multi-Tasking Lighting-Control Relay Panels


he XP100 (1-300 hp) motors from Siemens Industry are UL® and CSA listed for gas and dust ignition-proof environments and suitable for Division 1, Class I, Groups C & D, Class II, Groups F & G, hazardous area classifications. Their electrical design meets or exceeds the requirements of the Energy Independence & Security Act of 2007.

chneider’s latest line of Lighting Control Relay Panels features the LPB BACnet and LPL LonWorks products designed to easily integrate with all facility operations (including security, HVAC, fire and communication systems). These heavy-duty, fully scalable offerings are compatible with occupancy sensors and Schneider’s Relay Switch Line. They’re also adaptable and expandable to meet changing needs and varying facility sizes and requirements.

Siemens Industry, Inc. Atlanta, GA

Schneider Electric Palatine, IL

Explosion-Proof Motors For Hazardous Duty


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Customized, Targeted Lists For Your Marketing Needs

ATP List Services Ellen Sandkam 1300 S. Grove Ave., Suite 105, Barrington, IL 60010 847-382-8100 x110 / 800-223-3423 x110 / For more info, enter 82 at


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Collaboration System Connects Experts To Plant And Field

Compressed Air Filters For Fast, Easy Maintenance



Librestream Winnipeg, MB, Canada

Parker Hannifin Corp. Oxford, MI

ibrestream says its mobile Onsight system moves video collaboration from traditional boardroom applications out to the plant floor, the field and supplier sites. It connects experts to remote locations in real-time, with multiple layers of security to protect content. The system has three main components: a Librestream wireless Onsight device; Onsight Expert desktop collaboration software; and Onsight Management Suite software. Plant/field personnel deploy their Onsight mobile device to share video, voice-communications, telestration (i.e., onscreen drawing) and images with experts who interact live through the collaboration software. Internetbased experts can also share images or pre-recorded videos to play on the device’s touch-screen panel. Because it connects with wireless, satellite and cellular networks, the system can be used virtually anywhere.

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arker Hannifin’s line of top-loading compressed air filters is designed to make element change-out in space-challenged environments fast and easy: There’s no need to disrupt connections in the process. According to the company, these filters remove up to 99.995% of oil, water and solids from compressed air and other gases. Applications include protecting refrigerated dryers from oil contamination, cold coalescing and general industrial, among others.

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7-Step Best Practice Lubrication Program Professional Self-Directed Implementation ToolKit

Tap into your Liquid Gold for less than $20 per day!* Whether you’re looking to increase asset utilization and maintainability, reduce contamination, downtime, energy consumption and/or your carbon footprint, or simply cut your maintenance and operating costs, you’re ready for a 7-Step Best Practice lubrication program! For more information on this “expert in a box” approach to successful lubrication programs, contact ENGTECH Industries at 519.469.9173 or email * Amortized over one year

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INFORMATION HIGHWAY For rate information on advertising in the Information Highway Section Contact your Sales Rep or JERRY PRESTON at: Phone: (480) 396-9585 / E-mail: Web Spotlight: EMERSON


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: For more info, enter 86 at

Emerson Process Management is the knowledge leader in control valves and instruments— Fisher® brand products have remained the process control industry leader for more than 130 years. Emerson delivers time-tested and innovative solutions designed to help customers increase process availability and reduce plant maintenance cost. This is enabled by world class products from generalservice offerings to specialized solutions. Emerson’s process experience and worldwide research, engineering, manufacturing, and service operations serve the process industries worldwide. For more info, enter 85 at

U.S. Tsubaki’s Lambda® Chain is the next generation of LubeFree Roller Chain. • Outlasts standard chain without postlubrication • Operates in higher temperatures • Keeps your operation running clean • Smooth roller engagement reduces sprocket wear • Reduces downtime and maintenance costs. The next generation Lambda® chain from U.S. Tsubaki is better than ever and will not only protect your applications, but also, your PROFITS!

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For rate information on advertising in the Classified Section Contact your Sales Rep or JERRY PRESTON at: Phone: (480) 396-9585 e-mail:

JUNE 2011





JUNE 2011 Volume 24, No. 6 •


RS #


A.W. Chesterton Company 63 .........................2 ATP ......................................... 82 ...................... 44 CleaverBrooks ............. 28, 29 ......260, 280 CRC Industries .......................... 71 ...................... 23 Des-Case .......................... 67 ...................... 10 Emerson Process 85 ...................... 46 Engtech Industries Inc. ...................... 84 ...................... 45 Exair Corporation 65 .........................5 ............... 69 ...................... 18 Grace Engineered Products. 72 ...................... 33 High Tech Central 74 ...................... 34 Innovator ................... 66 .........................7 Inpro/ 89 .....................BC IMEC ................................................. 88 ....................IBC LubeStarz 90 ...................... 40 Ludeca .......................................... 78 ...................... 26 Miller-Stephenson Chemical Co. ..................... 77 ...................... 35 Mincom, Inc. ...................................... 62 .........................1 Mobil Industrial 61 ....................IFC OILMiser ....................................... 80 ...................... 39 Process Industry .................................................. 81, 86 ..........43, 46 Siemens/Maintenance Technology 64 .........................4 SKF USA, 70 ...................... 21 Strategic Work Systems, .................................. 83 ...................... 44 Synergy .................................. 73 ...................... 34 U.S. Tsubaki Power Transmission, LLC 68, 87 ..........17, 46

Access 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 irrevocable 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.






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viewpoint Tracy T. Strawn, VP of International Programs, Marshall Institute

No Time For Hobbies


hen asked to assist in improving and optimizing the maintenance and reliability performance of a client, we begin by conducting a maintenance effectiveness assessment. If this assessment is performed properly, it gives us, a third party, the ability to see how maintenance and reliability are managed— and how it impacts the bottom line. Although not our primary objective, this also lets us see how the maintenance and reliability function is perceived by the company and the plant leadership team. A simple question we ask of the leadership team is “Does the plant view maintenance as a contributor to operational performance?” We want to get a feel for how the management perceives the maintenance and reliability function. Is it viewed as part of the core business? Is it mentioned in the plant Vision and Mission statement? Is the maintenance function viewed as a contributor to plant capacity and operational excellence? In general, if the plant views maintenance as a key contributor to the business, the stage is set for the maintenance organization’s contribution to be translated into measureable results on the shop floor and in the operation’s bottom line. In some cases, unfortunately, what the plant management says and what it actually does are two different things. Alas, we’ve discovered on occasion that a leadership team, either directly or indirectly. treats its maintenance function as a “hobby”—or as defined by Webster’s as “a pursuit outside one’s regular occupation engaged in especially for relaxation.” Here’s a example: Many companies attest to having a solid maintenance program in place. They claim to have done everything necessary to implement and install new systems and processes for managing maintenance and reliability. Their programs, however, are not delivering the value they expect. This is usually evidenced by the lackluster performance of their KPIs. Ultimately, the maintenance processes are unable to deliver the financial performance that’s expected by the senior leaders.

Some attitudes, behaviors and actions seem to suggest maintenance and reliability is something that a plant leadership team does in its spare time Upon closer examination of these types of maintenance processes, we frequently see what I refer to as the “hobby syndrome.” While I’m not implying plant leadership teams literally treat the maintenance function as a “hobby,” to a casual observer, this is—regrettably—a picture that often comes across. Implicitly, some attitudes, behaviors and actions seem to suggest maintenance and reliability is just that: something that a leadership team does in its spare time. The hobby syndrome is typically manifested by the following patterns: n A production-driven type of environment, wherein “production is king!” n A lack of adherence to the maintenance schedule n Poor prioritization of incoming maintenance n PM routines deferred because the production group will not give up the equipment n A maintenance organization’s influence reduced to that of a service organization, instead of it being considered a contributor to the bottom line In today’s manufacturing environment, there’s no time for hobbies. The maintenance organization must be managed as a core part of the business so its contribution can be realized in bottom-line results. MT

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.


JUNE 2011

International Maintenance Excellence Conference October 5 to 7

The Experts are in Toronto this Fall The 2011 International Maintenance Excellence Conference IMEC October 5 to 7 in Toronto, Canada Expand your knowledge in unexpected ways by joining maintenance and asset-management professionals from around the world at the seventh-annual International Maintenance Excellence Conference. IMEC’s two days of keynote presentations and one day of in-depth workshops are presented with academic and industrial perspectives that deliver well-rounded interpretations of modern issues. Hosted by Dr. Andrew Jardine of the University of Toronto’s Centre for Maintenance Optimization & Reliability Engineering and co-produced with Maintenance Technology magazine, IMEC 2011 takes place at the University’s convenient, full-service conference venue located in the heart of beautiful downtown Toronto. Don’t miss this unique, multi-dimensional learning opportunity for maintenance professionals everywhere! Learn more about IMEC at or contact Bill Kiesel at / 847-382-8100, ext. 116

IMEC is organized by:

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