MRO September 2018

POWER SYSTEM STUDIES AND ESSENTIAL ELECTRICAL POWER SYSTEMS INFORMATION TROUBLESHOOTING FAILURE MODES FOR INDUSTRIAL SHAFT SEALS RISKS ASSOCIATED WITH THE HAND OFF TO AND FROM OPERATIONS Vol. 34, No. 4

GETTING BACK TO THE BASIC FUNDAMENTALS OF MAINTENANCE

September 2018

CREATING A MAINTENANCE SCHEDULE THAT INCREASES PRODUCTIVITY

ENVIRONMENTAL

FOOTPRINT How maintenance activities affect the surrounding environment.

WHAT’S NEW INDICATORS CONTROL SYSTEMS SENSORS MONITORS LUBRICATION

E D I T O R ’ S

N O T E B O O K

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Machinery and Equipment MRO

MAINTENANCE, REPAIR AND OPERATIONS

SEPTEMBER 2018

Vol. 34, No. 4 Established 1985 www.mromagazine.com www.twitter.com/mromagazine Mario Cywinski, Editor 226-931-4194 mcywinski@annexbusinessmedia.com Contributors Philip Chow, L. Tex Leugner, Douglas Martin, Erika Mazza, Doc Palmer, Peter Phillips, Jeff Smith, Bryan Uncapher Michael King, Publisher 416-510-5107 mking@annexbusinessmedia.com Mark Ryan, Art Director Barb Vowles, Account Coordinator 416-510-5103 bvowles@annexbusinessmedia.com Beata Olechnowicz, Circulation Manager 416-442-5600 x3543 bolechnowicz@annexbusinessmedia.com Tim Dimopoulos, Vice-President tdimopoulos@annexbusinessmedia.com Mike Fredericks, President & CEO Machinery and Equipment MRO is published by Annex Business Media, 111 Gordon Baker Rd., Suite 400, Toronto ON M2H 3R1; Tel. 416-442-5600, Fax 416-510-5140. Toll-free: 1-800-268-7742 in Canada, 1-800-387-0273 in the USA. Printed in Canada ISSN 0831-8603 (print); ISSN 1923-3698 (digital) PUBLICATION MAIL AGREEMENT #40065710 CIRCULATION email: blao@annexbizmedia.com Tel: 416.442.5600 ext 3552 Fax: 416-510-6875 or 416-442-2191 Mail: 111 Gordon Baker Rd., Suite 400, Toronto ON M2H 3R1 Subscription rates.

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Annex Privacy Officer Privacy@annexbusinessmedia.com, 800-668-2374 No part of the editorial content of this publication may be reprinted without the publisher’s written permission © 2018 Annex Publishing & Printing Inc. All rights reserved. Opinions expressed in this magazine are not necessarily those of the editor or the publisher. No liability is assumed for errors or omissions.

In the Driver’s Seat

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his being my first issue of Machinery and Equipment MRO, I wanted to reassure readers that I believe the best way forward for the publication is not to come into the role and change everything.

There are a variety of reasons that people read MRO, and as a result, in the short term, things will move along as if no change has been made. Continuity is important.

My background comes from the automotive space, which has many of the same basic fundamentals as machinery and equipment maintenance and repair. At the end of the day, users of the machines and equipment want to make sure that they run as long as possible with as little downtime as possible, just like automobiles.

In this issue we cover the importance of the environment on maintenance and how to reduce the footprint each company creates. This is a microcosm of what is going on in the world today, as across a variety of sectors, the environment is of utmost importance.

Tools and tips for reducing the impact to the environment are covered, read Environmental Footprint of Maintenance on page 14.

Switching gears, we look at how creating maintenance schedules that have a set purpose can increase the productivity of the planned maintenance. Schedules can be yearly, monthly, weekly, and daily, and each has it own set purpose in the maintenance process.

Read our feature Maintenance Schedules on page 10.

Going back to the fundamentals of maintenance is almost a forgotten art, as things are going digital, more technical, and everything is recorded. However, compared to a computer, our senses and the "human" touch can sometimes be just as important in recognizing potential problems.

On page 12, the Maintenance Fundamentals feature, looks at how going back to basics can improve reliability and decrease the amount of planned maintenance that is required.

The environment, maintenance schedules, basic fundamentals of maintenance, sound a whole lot like things to think about when looking at your next automobile purchase.

I’m encouraged to be working on MRO and will continue to ensure that it is the same great resource for those in the machinery and equipment MRO industry.

For those with any questions or comments, please do not hesitate to contact me at mcywinski@annexbusinessmedia.com. MRO

PEMAC

Mario Cywinski Editor

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Machinery and Equipment MRO

September 2018

in this issue

Departments

Cover Story

Editor’s Notebook / 3 Industry Newswatch / 6 Business Briefs / 8 Maintenance 101 – Maintenance Fundamentals / 12 MRO Quiz – Heavy Equipment Lubrication / 22

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What’s Up Doug? – Heavy Equipment Bearing Lubrication / 30

Environmental Footprint of Maintenance Erika Mazza speaks to how maintenance activities have a direct effect on the environment that surrounds the facility where they are executed.

Spare Parts / 42 Mr. O, The Practical Problem Solver / 42

Product News What’s new in Products / 38

Maintenance Schedules / 10

Care, Custody and Control / 18

Doc Palmer covers how creating a maintenance schedule increases productivity.

Jeff Smith outlines the hand off of an asset to and from operations.

Troubleshooting Failure Modes / 24

Power System Studies / 32

Bryan Uncapher discusses how to troubleshoot industrial shaft seals from failure.

Understanding the importance of a short circuit protection and coordination study and an arc flash hazard assessment.

Cover Photo by Getty Images

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Machinery and Equipment MRO

September 2018

HARTING Canada Hosts Annual Media Day

BY MARIO CYWINSKI

Rittal Named to Best Workplaces in Manufacturing in Canada Rittal Systems Ltd., has been named to the 2018 Top 10 Best Workplaces Manufacturing list for the second consecutive year. Rittal was also recently named as one of the Best Workplaces in Canada.

“This great honour of being declared as a Great Place to Work in Canada, and now on the list of the Top Ten Manufacturers in Canada, is only possible because of the hard work and commitment from every person on the Rittal team, and it is truly amazing what can be accomplished when everyone is working together towards the common objective of customer excellence,” said

Tim Rourke (pictured at Rittal's Modification Centre in Mississauga), President, Rittal Systems Ltd. Great Places to Work analyzed data, which included direct feedback from employees of hundreds of organizations. To be eligible, organizations had to be Great Place to Work Certified in the past year, have at least 15 employees, operate in Canada, and score a minimum 90 per cent positive score to the statement “This is a physically safe place to work.” The data has a 90 per cent confidence and a plus or minus five per cent margin of error.

Photo credit: Harting

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ARTING Canada recently held its annual Media Day at the Cluny Bistro in Toronto, Ontario. The event gave those in attendance a sneak peak at some of the products the company is working on.

Ashley Smith-Heine, Vice President of Sales, Harting Americas along with Carl Maalouf Director of Sales and Peter Hanna, Territory Sales Manager Greater Toronto Area, Harting Canada were on hand to present information about Harting and answer any questions atAshley Smith-Heine (centre), Harting Americas, with Carl Maalouf (right) and tendees had.

Maalouf outlined how Harting Canada is Peter Hanna (left), Harting Canada. doing as well as introducing Peter Hanna, who took on his role recently. cess in Canada specifically and throughout the Americas,” said “Our Canadian sales strategy focuses on market diversifica- Smith-Heine. “Our solutions for both industrial and board-levtion and developing brand awareness, while maintaining our el connectivity are designed to facilitate the adoption of both leadership in transportation, machinery and broadcast and conventional or advanced production concepts in factory and entertainment,” said Carl Maalouf, Director of Sales, Harting process automation.”

Canada. “Growth has been strong in all key markets, with notable gains in Western Canada in other sectors like data centers. The company also keeps close to Canadian customers with the Harting Roadshow Truck, which happens to be visiting Quebec and Ontario this month to familiarize customers with the company’s key products. In the spring, it toured Alberta and British Columbia.”

Smith-Heine outlined the six trends in IIOT that the company is focusing on, which include: miniaturization, modularizaHarting’s MICA starter kits offer hardware and software preloaded. tion, customization, identification, integration, and digitalizaThey allow for implementation of basic IIoT processes (such as mation. She also spoke about new products, including new MICA chine and system condition monitoring, RFID tracking, and shop floor start kits. level Ethernet network management) using MICA edge gateway de“Harting means innovation – that’s been our story for alvice. The kits can be set up and running in under 10 minutes. most three quarters of a century and it’s a big part of our suc-

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Skills Competitions Take Place in Toronto and Edmonton Skills/Compétences Canada held skills competitions for aspiring skilled trades participants in Toronto, Ontario and Edmonton, Alberta.

Eaton has been a corporate supporter of Skills Ontario for the past several years and has provided competition products for the Skills committee and its contestants.

The competitions included Eaton control components to test the skill level of students for the assembly of control panels, as well as the simulated installation of residential load-centres, inclusive of Surge Suppression Devices, Arc Fault Circuit Interrupters, and Ground Fault Circuit Interrupters (breakers).

At the Toronto competition, aspiring students who attended had the opportunity to view the educational seminar “Understanding Control Wiring” presented by Eaton.

At the Edmonton event, Eaton supported a local authorized distributor by making a donation of similar products for the competition.

TIMKEN COMPANY ACQUIRES ROLLON GROUP The Timken Company, an engineered bearings and power transmission products company, has reached an agreement to acquire Rollon Group from Chequers Capital and IGI Private Equity.

Rollon specializes in the design and manufacture of linear guides, telescopic rails and linear actuators used in industries such as passenger rail, aerospace, packaging and logistics, medical and automation.

“The acquisition of Rollon will further expand the Timken portfolio of leading industrial brands, allowing us to serve existing and new customers in attractive, high-growth end markets around the world,” said Richard G. Kyle, President and CEO, Timken. “Like Timken, Rollon is an expert in motion technology and is recognized for developing customized linear motion products for their customers’ application challenges. With its proven operating model and value proposition, Rollon will open up exciting new growth opportunities for the company.”

Rollon has manufacturing operations in Italy, Germany and the United States. It has an extensive sales and engineering network around the world to serve its global customer base.

Rollon’s linear motion product line complements other Timken brands.

With this acquisition, Timken continues its strategy to diversify its portfolio with products and services that also include bearings, gear drives, chain, belts, couplings, automated lubrication systems, industrial clutches and brakes, and a variety of related industrial services.

The transaction, which is subject to customary regulatory approvals, is expected to close in late September 2018 and will be funded with debt.

FUGITIVE EMISSIONS SUMMIT AMERICAS CONFERENCE AND EXHIBITION A SUCCESS The two-day Fugitive Emissions Summit Americas Conference and Exhibition, was held recently. The conference offered workshops on a variety of topics, and Speakers’ Corner presentations.

“We wanted to get people out of their comfort zones,” said Rodney Roth, Senior Vice President for Beric Valves and Co-Chairman of the event. “What’s so great about this conference is that we have broken down the barriers that have allowed the comfort zones to exist. Typically, you go to a conference and you gravitate to what you already know; you want to be the smartest person in the room.

At this conference, we want to make people just a little bit uncomfortable so that they will broaden their horizons and learn something new. This event is unique, because it is not just about valves, or emissions, or packing and gaskets; this is an event about all of those things, and more. Drone manufacturers are talking to gasket manufacturers, and packing manufacturers are talking to monitoring device suppliers — and end users are talking to all of us. The feedback we have received so far has been great, and we are looking forward to an even bigger event in 2020.”

The conference ran concurrently with the Pump Summit Americas conference, and shared exhibition space. In all over 1,100 registered attendees were on hand for the two-day event.

Pump Summit Americas conference had industry veterans conduct workshops on everything from pump installation best practices to maintenance, service and repair.

Speakers’ Corner presentations covered new technologies including an Infrared Camera Technology Demonstration.

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Business Briefs News and views about companies, people, product lines and more.

• Chuck Sena has been named Industry Manager – Sanitary for Dorner. In his new role, Sena will be working with sales, marketing and channel partners to develop and execute strategic plans to drive sales of Dorner’s sanitary conveyor platform to both new and existing customers and markets.

He has almost 30 years of conveyor, packaging machinery and specialty handling equipment sales and marketing, experience. He was most recently Distributor Manager for packaging products at Nercon.

• Huffman Engineering, Inc., has achieved Machine Safety recognition in the Rockwell Automation Recognized Control System Integrator program.

Huffman Engineering has been a Rock-

well Automation Recognized System Integrator for Control for over a decade and for Process since 2011.

Huffman Engineering achieved the elite Machine Safety Recognized System Integrator status by completing an extensive machine safety education and assessment process, which includes topics such as global safety standards, safety risk assessment practices, and safeguarding mitigation and validation.

• Emerson has completed the purchase of Aventics, a global smart pneumatics technologies that power machine and factory automation applications company. The acquisition is expected to expand the company’s reach in the growing $13 billion fluid automation market and solidify Emerson’s automation technology presence in Europe.

Aventics complements Emerson’s ca-

pabilities and solutions in key discrete and hybrid automation markets. It also creates one of the broadest portfolios of fluid control and pneumatic devices that incorporate sensing and monitoring capabilities to improve system uptime and performance enhance safety and optimize energy usage.

Aventics has approximately 2,100 employees globally (with central offices in Laatzen, Germany) with five manufacturing locations.

• Darcy Simonis has been named as Industry Network Leader at ABB, for their food and beverage operations. She takes over for Markus Brettschneider, who is head of segment and account management, at the global automation and robotics company.

In her new position she will be responsible for developing and strengthening ABB’s global food and beverage business, as well as driving the ambitious growth plan together with the food and beverage country and business leads to achieve a market leading position for ABB in the industry over the next three years.

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Simonis most recently was senior sales director at Pentair, where she has held various roles since 2002. She will be based in the company’s Chicago, Illinois office.

• Velan Inc., a company focused on industrial valves, has announced the election of their directors.

Each director nominee listed in the Management Proxy Circular dated May 24, 2018 was elected as Director of the Corporation during the Annual Meeting of the Shareholders held on July 12, 2018 in Montreal, Québec.

Directors elected were: Tom Velan, William Sheffield, Cheryl Hooper, Jacques Latendresse, Robert Velan, Yves Leduc, James A. Mannebach.

Peter Velan did not stand for re-election.

• Uniboard announced an investment of $38.5 million to its Val-d’Or facility. This is the second phase of a major upgrade project to build a particleboard and thermally fused laminate (TFL) facility in Val-d’Or. The modernization will focus on screening, sifting, milling and intermediary storage equipment, which will lay the foundation for the following phases

of upgrading the Val-d’Or press and finishing lines. Uniboard previously invested $53 million in the facility in 2017.

• Manufacturing Day is coming on October 5, 2018. It presents an opportunity for power transmission/motion control (PT/MC) distributors to support their manufacturer suppliers and raise their own visibility as an employer within their own communities.

PT WORK Force, an initiative of PTDA Foundation to help PT/MC employers with employee recruitment, hiring and retention, has three new volunteer committees focused on enabling PT/MC employers to recruit new employees and attain a sufficient, vibrant workforce. They are advocating that PT/MC distributors participate in Manufacturing Day 2018.

PT WORK Force has signed on as an endorser of Manufacturing Day 2018.

With many manufacturers opening their doors to the community on or around October 5, distributors are also encouraged to join in the fun by visiting the Manufacturing Day web site at www.mfgday.com.

• Endress+Hauser, a global leader in process measurement and instrumen-

tation, has concluded an agreement with Westburne that makes the electrical distributor its latest Authorized Channel Partner. The agreement, which leverages the strategic relationship between Rockwell Automation and Endress+Hauser Canada Ltd., is a major development in the process automation sector in Canada.

Westburne’s product portfolio will allow process automation customers to modernize their production capabilities focusing on utilizing advanced manufacturing available, combining the enhanced integration of Endress+Hauser’s measurement technology with the Rockwell Automation platform. The pre-tested and validated designs between Rockwell Automation and Endress+Hauser offerings help reduce the costs associated with bringing new measuring points or a new production line into the manufacturing facility.

Customers of Westburne will also have the opportunity to enjoy a single source provider, enabling them to acquire the PlantPAx® system, a modern Distributed Control System with best-in-class field instrumentation and measurement solutions – trusted globally. MRO

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P R O D U C T I V I T Y

Machinery and Equipment MRO

September 2018

Maintenance Schedules Creating a schedule that increases productivity.

BY DOC PALMER

Photo: Getty Images

T

here are different maintenance schedules, each with what it can” or “taking care of operations” to “trying to coma different purpose. The yearly schedule is about bud- plete a specific, defined amount of work.” gets, projects, and contractors (if any). The monthly To create an effective weekly schedule that drives productivschedule is about keeping up with preventive main- ity, several things are required. The first is that the plant must tenance. Jumping ahead, the daily schedule is about assign- have enough planned work in the backlog to fill up the scheding names to work orders and obtaining LOTO (Lock Out Tag ule. The scheduler needs planned work orders that estimate Out). It is only the weekly schedule that drives productivity. the labour hours and skills needed for each work order.

There is an opportunity for productivity improvement in Second, the plant needs a credible priority system. Not all of maintenance. Maintenance productivity is not just about the backlog work can be put into the schedule for next week. completing “all the work that is due.” It is not just about “keepThird, the scheduler needs a forecast of the available labour ing everyone busy and keeping up with the preventive main- hours for each crew for the next week. The forecast must subtenance.” It is also not just about “taking care of operations.” It tract out hours for known circumstances such as vacation, illis not even about completing “all the work that it can.” ness, training, special meetings, and carryover work that was Maintenance productivity should be about “completing as already started, but will not be finished this week. much work as its labour hours allow.” This sounds like double Fourth, the scheduler should load the schedule with work talk. However, consider Parkinson’s Law, which order hours matching 100 per cent of the availsays, “The amount of work assigned will expand able hours. Scheduling too much discourages Tip: Creating a weekly crews from going beyond just keeping busy. to fill the time available.” Parkinson’s Law was schedule requires planned published on November 19, 1955, written by Cyril Scheduling too little does not encourage crews work orders, a credible to go beyond just keeping busy.

Northcote Parkinson in The Economist.

In other words, if a 10-person crew with 400 priority system, and a laFifth, the scheduler creates the weekly schedhours of labour capacity available is expected to bour forecast for a week. It ule largely as a simple batch of work without do only 200 hours’ worth of work, that 200 hours also requires a scheduler setting days. Real life maintenance has too much of work will take 400 hours of labour. This un- that fully loads the weekly ‘churn’ on a daily basis to set specific days more derachievement is not a conscious slowdown on schedule and a manage- than a day or two ahead of time. The supervisor the part of the workforce, but a misguided direc- ment maturity that allows uses the weekly schedule batch to assign work orders daily as the week unfolds. Finally, mantion of management that sets the expectation. breaking the schedule. agement measures schedule compliance with If “all the work that is due” is only 200 hours of work orders, that is what the crew will complete. the maturity to expect between 40 per cent and If 200 hours can “keep everyone busy and complete the pre- 90 per cent. That is, the proper success of the schedule is less ventive maintenance,” that is what the crew will complete. If than perfect. Even good plants with mature reliability have 200 hours “can take care of operations,” that is what the crew 10 per cent to 20 per cent of urgent work that does break the will complete. Even an open ended expectation of “do as much schedule. But rather than schedule only 80 per cent to achieve as it can” might also lead to completing only 200 hours of work. higher schedule compliance, proper scheduling fully loads In fact, experience shows that a 10-person crew with 400 schedules 100 per cent and expects schedules to be broken. hours of available labour capacity that starts with a weekly Such maturity defeats Parkinson’s Law in practice. Be successschedule of 400 hours of specific work orders will complete ful implementing weekly scheduling to increase productivity. more work than normal, even if it does not complete all the MRO scheduled work. Ongoing maintenance is a never-ending task: there are always new preventive and corrective work orders. Doc Palmer, PE, MBA, CMRP is the author of McGraw-Hill’s MainteOngoing maintenance is not a project that has a complete nance Planning and Scheduling Handbook and as managing partner of date. It is not even an outage or turnaround with an end date. Richard Palmer and Associates helps companies worldwide with planBut the crew that starts out with a set amount of weekly work ning and scheduling success. For more information including a schedule gains that sense of mission that drives a project or outage. The of current public workshops visit www.palmerplanning.com or email Doc crew that starts with a mission changes its focus from “doing at docpalmer@palmerplanning.com

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MAINTENANCE

Manufacturing plants need to get back to the basic fundamentals of maintenance.

BY PETER PHILLIPS

I

n recent articles I mentioned how manufacturing plants need to get back to the basics of maintenance. We are all spending time doing root cause analysis, equipment liability trending, developing equipment ledgers and graphing everything that can be measured.

Don’t get me wrong all these activities are important and need to be done to establish long-term equipment availability. However, the basic fundamentals of maintenance are starting to take a back seat to our new ways of measuring and improving maintenance performance.

In fact, some plants have actually gone backwards in equipment reliability.

So what can we do to get these plants back to the basics?

Let’s start with daily rounds. These are currently being done; however, the checklists have been totally revamped so tradespeople look for very specific

warning signs of premature wear and impending failures. We want the maintenance people to talk with machine operators to find out what they have noticed on their equipment that may indicate an upcoming failure. We want the tradespeople to become intimate with the equipment so they can start to predict the condition of the machines.

There is no other tool in the world that is more effective than operators and tradespeople recognizing new smells, sounds, temperatures and the vibration of the equipment. Using our senses to predict failure in my opinion can detect 75 per cent of all equipment failures. Machinery will almost always provide some kind of advanced warning, we just need to recognize them and act accordingly.

One of the most important fundamentals is lubrication. There are very few maintenance activities more important than equipment having adequate lubrication applied at the right time, in the right place and in the correct amount.

The tradesperson or an equipment operator can apply lubrication. Both of them need to be trained with the specific lubrication needs of each piece of equipment.

Just because a person has a journey per-

son certificate does not mean that they know the type of lubricants to use, and when, where, or how much to apply.

To me manual lubrication is best. We will always know when the lubrication was completed and how much lube was administered. For lubrication points that are not accessible, lube lines are ran to deliver the lube to the exact point where it is needed. Some plants have moved to auto lubricators. But let’s not forget these are not maintenance free and they need continuous care. We need to check the reservoirs on a consistent frequency to make sure they have sufficient lubrication to last to the next interval of checking. We need to make sure we record the level of reservoir lubricant to make sure it is delivering lubrication between our level checks.

Here is a recent story, a bearing in a mixer failed that was connected to an auto greaser. On further analysis, one of our root cause tools, it was discovered that the lube lines were plugged. The level in the reservoir had not been checked, therefore the bearing failed due to lack of lubrication. On further investigation it was discovered that the lube lines that had been installed by the maintenance

Photo: Getty Images

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department were too small. Instead of from the field. If we take our car to a re- definitely need to implement them with ¼ ID the lines were ¼ OD. The pressure pair shop we wouldn’t pay money for a our regular PM schedules to complete a inside the lubricator did not have suffi- diagnosis that wasn’t specific. We want comprehensive maintenance program cient strengthen to push the lubrication a clear report that tells us exactly what for every piece of equipment. through the smaller lines into the bear- was found, what’s wrong and what time We have many new tools in our ing. In fact, the grease inside the lines and parts are needed to fix it. What we toolbox to provide better equipment had become thick and hard from sitting do at our plants and during our preven- availability. But sometimes good old static in the lines. tive maintenance checks should be no fashion maintenance practices are still This failure cost several hours of different. our best friend. MRO down time. Since then the other dozen Advanced tools such as vibration analor so lubricators in the rest of the plant ysis, oil sampling and many other predic- Peter Phillips of Trailwalk Holdings, a Nova were found to also have the small lines tive tools help us predict the other 25 per Scotia-based maintenance consulting and installed. Presently a decision is being cent of failures, the failures that cannot training company, can be reached at 902made to change to lines to the proper be predicted by the human touch. We 798-3601 or by email at peter@trailwalk.ca. size or remove the auto lubricators and install grease fittings for manual greasing. You can see where one missed installation instruction can affect the reliability of your whole plant.

Automatic lubricators are not fail safe and If you have ever removed one from its packaging for the first time you will see installation instructions, recommended maintenance instructions and a troubleshooting guide. The moral of the story is auto lubrication is fine but they need attention and PM routines to check their operation.

The basic fundamentals of maintenance are needed as part of our maintenance program to sustain reliability regardless of ® how advanced we become with new technics. There is no substitute for human intervention.

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I challenge ever plant that has daily equipment rounds by askTRY LOCTITE® HY 4060TM FOR YOURSELF ing them, are you sure these checks are effective or are they Get a sample at limitless-bonding.com/4060sample just busy work for tradespeople when there is nothing else to do? Are the checks producing some repair work orders?

When a break down occurs do you ask, could this have been detected earlier and fixed before the failure?

We also need effective maintenance instructions with evAll marks used are trademarks and/or registered trademarks of Henkel and its affiliates in the U.S. and elsewhere. ® = registered in the U.S. Patent and Trademark Office. © 2018 Henkel Corporation. ery work order. Specific versus All rights reserved. 1041948 (5/18) general instructions for every maintenance routine, so meaningful data is being returned

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ENVIRONMENTAL

FOOTPRINT OF MAINTENANCE Maintenance activities have a direct effect on the environment that surrounds the facility where they are executed.

BY ERIKA MAZZA

Photo: Getty Images

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here are three aspects in which maintenance strategies contribute to a facility footprint in the environment: resources needed, efficiency of the equipment, and waste introduced into the environment as part of maintenance activities.

In order to be a sustainable maintenance department, resources and waste aspects must be reduced or closely controlled and efficiency should be optimized.

There are a number of techniques and actions available to achieve asset efficiency and reliability but the real question is: are we willing to commit being environmentally responsible in our maintenance activities? Do we understand the environmental impact of keeping our assets reliable?

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The Impact of Maintenance Practices Using the fundamentals of the Life Cycle Assessment we can identify three main aspects where maintenance practices can impact the environment: • Resources needed to perform maintenance: Water, energy (lights, power tools), combustible, paper from work orders, etc.

• Asset efficiency: More energy consumption by equipment that is not tuned up, also we can refer to critical equipment which functionality affects directly the environment by discharging contaminants to the water, ground or atmosphere.

• Waste from Maintenance Activities: Consumable parts, filters, oil, and grease, all these have their own ecological footprint that will be transfer or added to the maintenance footprint. Released byproducts from maintenance activities, could also represent an environmental hazard.

These three main aspects could also be influenced negatively by some other factors contributing to the environmental footprint from a maintenance stand point: • Human Capital: People will drive everyday decisions in all the above mentioned aspects, from the plant floor to the high management. Reducing the ecological foot print is all about making informed decisions. Mistakes and human error are also a big factor that could contribute to the problem.

• Environmental Folklore: We have all been influenced on what we think is good for the environment, this sometimes is a paradigm based on a stretch part of the truth, to consider something is good for the environment we need to see beyond the direct effects and take into consideration indirect effects that are a product of a chain of events required to produce, distribute, maintain and disposed something.

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Aspects that contribute to the environmental footprint of maintenance activities.

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• Maintenance strategies: Some strategies are more ‘eco-friendly’ than others but usually these practices require a bigger commitment, planning and even some times a bigger initial investment, causing that some great initiatives get under looked and hard to ‘sell’ to top management.

• Uncontrolled maintenance practices and frequencies; When maintenance activities are unplanned, they could end with: more waste of resources, unnecessary maintenance interventions, failures or moreover they do not comply with norms and regulations for waste disposal.

How to reduce your maintenance environmental footprint using reliability strategies aligned with sustainability One of the greatest outcomes of knowing that we have environmental issues is the creativity that had been generated in order to develop innovative solutions, from the design to the operations and maintenance of each asset.

Ideally, we should consider all our maintenance activities as possible environmental risks or as opportunities to reduce our environmental impact. In real-world scenarios, the best course would be to identify and prioritize based on: • Critical Assets: Equipment that contained processed or produced toxic substances for the environment.

• Critical Failure Modes: Specific failure modes on the Critical Asset with environmental impact.

• Critical Maintenance Activities: Maintenance actions required where toxic substances are used or contaminants are released.

Using an environmental risk assessment we could identify the maintenance activities that: require high use of energy, generate large amount of waste, use hazardous materials, produce hazardous byproducts, and have a high frequency of occurrence.

Then implement: use of high efficiency technology tools, waste management programs, substitution of hazardous materials, contingency plans, and PM optimization and continuous improvement.

Once critical assets and activities have been prioritized, then our focus shifts to implementing actions that will prevent or mitigate the identified environmental impacts. These strategies should be angled to the personnel, the assets, the pro-

Elements to be evaluated under environment risk assessment.

cess and the interaction between them.

The strategies most consider the whole asset life cycle but we will focus on the operation and maintenance stage of it.

Moreover, we also could use well known reliability and maintenance strategies that clearly list major elements to achieve higher levels of excellence, for example: the Uptime Pyramid of Excellence or the Uptime Elements Table, both great visual aids, and from them choose some actions we could implement at each aspect were maintenance activities are capable of impact the environment (resources, efficiency and waste) aiming to mitigate the maintenance department ecological footprint and by extension the overall organization.

Reduce resources needed to execute maintenance activities To manage and/or reduce this factor we could apply several elements, especially from the work execution management and leadership for reliability. When accurately planning the task to be executed and the quantities of material required, we reduce waste. One key element to reduce this environmental impact of our maintenance practices rely on a culture of sustainability or green thinking; if the idea to save as much as possible and recycle is embedded on each worker; this will be translated in a leaner way of work execution in everyday activities.

Some simple examples are: • Human Capital Management: Contribute to focus on cultural habits • Executive Sponsorship: The success of an environmental management system depends on the commitments

from all levels and function of the organization, led by top management. They can leverage opportunities to reduce or eliminate environmental impacts.

• Competency Based Learning: Reinforce specific skills required to execute the job in the most efficient, safe and green way.

• Computerized Maintenance Management System: From listing exact quantities of resources needed all the way to implementing a paperless system of work orders.

• MRO Spare Management: Manage an ideal stock of spare parts to reduce a collateral footprint from the delivery of the parts.

Keeping people and strategies at the base of the pyramid will ensure changes towards a greener way of executing the maintenance activities in the next level of the pyramid and therefore reduce the overall ecological footprint of the organization.

Maximize asset efficiency The longer period of time on most assets life cycle is during the operation and maintenance, the useful life of our assets and of how efficient they are depends in so many ways on how well maintain we keep them. Monitoring asset performance is key to help reducing environmental impacts in this aspect. Clear asset LOS can help significantly when understanding the possible environmental impacts from a neglected piece of equipment.

Regular tune-ups and adjustments could be translated into less power usage, less heat generation or even a lower carbon foot print. For environmental critical

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FOR MACHINERY

THAT DEMANDS PRECISION, QUALITY & HIGH PERFORMANCE

Benefits on maintenance practices aligned with sustainability main pillars.

assets; the lack of maintenance will increase the probability of not meeting its LOS or even the event of a catastrophic failure where the ecological impact will be a direct responsibility of the maintenance department. Some great elements to act upon are from the essentials level of the Uptime Pyramid of Excellence and the asset condition management section of the Uptime Elements Table. They are: motor testing, alignment, precision lubrication, RCM, and performance management.

The above strategies have their base on regular inspections and data acquisition; these are low environmental impact maintenance activities that can result in significant energy savings and prevention of unnecessary major maintenance intervention with higher ecological footprint by extension.

Control of waste or byproducts from maintenance activities Not all maintenance task will represent an environmental hazard but some, may be hidden, therefore is important to identify them and their byproducts and ensure that disposal regulations are met and any spill or accidental release of hazardous substances are minimized. Material SDS will spell out their environmental impact, safe disposal actions and environmental emergency actions. This is a great source of information when making decision on which substance we could use/ order as well as the precautions on working with it. Control is key on reducing this Maintenance ecological impact. Using the Uptime Elements to identify some helpful actions to reduce the maintenance byproducts impact, we could list a few like:

• Criticality Analysis - of the maintenance task itself • Failure Mode Effects Analysis – emphasized on environmental effects • Oil Analysis – prevent the unnecessary disposal of oil • Asset Condition Information – prevent unnecessary disposal of consumable parts, therefore less waste.

Conclusion Sometimes the littlest actions done right many times will add up to become a significant factor on our sustainability journey. Let’s start, no matter how insignificant the action might look, as individuals and as part of humanity we all could add our little grain of sand to reduce our ecological footprint. MRO Diagrams on pages 15,16,17 supplied by Erika Mazza.

Erika Mazza is CMMS Specialist at Region Municipality of Durham. For the past nine years Erika has been capturing and interpreting asset data for Duffin Creek WPCP. Her background in industrial maintenance engineering helps her to understand business needs of CMMS beyond the requirements, identifying opportunities for improvement and optimization of the maintenance strategies on her site.

Currently enrolled in the Asset Management Professional program at Humber College, refining her skills to support asset management with asset data knowledge. She is an active member of Plant Engineering and Maintenance Association of Canada, and had presented on national and international conferences and multiple webinars in Spanish and English. She can be reached at: erika.mazza@durham.ca.

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Care, Custody and Control The hand off to and from operations.

BY JEFF SMITH

maintenance ensures conflict and trust issues. This impacts the team environment required and found in all world-class organizations.

Having been involved in many reliability transitions I understand that reliability is not a maintenance issue. To be a reliable organization many things have to work seamlessly all of the time. Things also have to work cross functionally all the time. Now in many cases, operations and maintenance have good rapport and communications. The operations group lets maintenance know when they can have an asset, and maintenance promptly returns it when the tasks are completed.

Though this may work fine in the short term it is people dependant. To ensure sustainability we need to be process dependant. If there is a process that outlines the transition of care custody and control of assets, if there is an issue one should be able to point a missed process step or the process is incomplete.

To further entrench this concept let’s explore things that happen throughout the transition of custody. First the asset

Photo: Getty Images

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ransitioning an asset between operations and maintenance is an often-overlooked risk. This has been a point of failure in most industries I have been involved with regardless of mobile or stationary equipment. This concept is not as simple as who has the keys. When you have care custody and control of an asset you are fully responsible for it, if there is no line that defines this then everyone is responsible, if everyone is responsible, no one is.

What are the risks we encounter when we lack procedures for this transition?

Safety: We put assets and people at risk when we haphazardly transition assets.

Time: With industrial assets time is money, unless there is redundancy we need to optimize the MTTR (Mean time to repair).

Credibility: If assets are received 90 per cent complete, and do not function post repair credibility is lost.

Validation information: We lose feedback loops that validate that the loss of function is adequately addressed.

Integrity: The lack of integrity between operations and

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maintain it. We constructed it to make stakeholder value. Simply put the operations have expectations and maintenance has requirements they must be aligned to meet the business goals. This involvement in planning and scheduling is the first step in communication.

requires an intervention (planned or not), operations has control of the asset, they run it out, shut it down, drain it, turn it off, flush it, etc. Basically, they conduct whatever operational steps that put it into a maintainable state or location. Now, one part of the custody chain that most organizations do very well happens, the lockout. We are mandated, and morally obligated to have good lockout procedures and policies. Alhough the lockout is done well, I have encountered many times when it was not done and maintenance waited or assets were locked out only to be unlocked later as maintenance failed to fulfill their schedule.

The asset is then worked on and returned to an operational state. Operations may or may not be informed of the status of the asset. The asset may or may not have been functionally tested. If the asset hasn’t been functionally tested by default the operations group become the testers of the asset at which point required rework might not be observed, like leaks or guards missing.

What can be done to improve the transition of Care Custody or Control of assets in both the release and return phases of work execution? The simple answer is communication, but that will only solve some of the problem, some of the time.

Let’s list some of the steps that ensure efficiency and effectiveness to resolve the custody battle.

Work Preparation: Most work orders start with the task to be executed. This leaves substantial efficiency gains out of the documentation. Complex jobs require a work order that details the pre-work that can be conducted prior to attaining the asset. This could be the staging of parts tools and equipment, cleaning, creating a lay down area or whatever reduces the mean time to repair. There should also be a communication step within the work order, for example “contact control room to notify of work commencement.” The shorter the mean time to repair, the more operations can utilize the asset.

Involvement: If operations is not involved in work planning and scheduling the production plans cannot be aligned with the maintenance program. We did not open the plant, mine, to

Work Closure: Upon completion of the task there may be a requirement for static or dynamic testing, this should be Identified in the work package and communicated to operations.

Business Processes: Ensure that communication steps can be found in your business processes. The scheduling process should have checks and balances built in to ensure the maintenance requirements are communicated well in advance. There should be process block that identifies who the requirements are communicated to, with an associated RACI (responsible, accountable, consulted, and informed) document.

Photo: Getty Images

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Operations involvement may be required for the dynamic testing. There is currently far too much rework in the industry as we ‘assume’ it’s fixed and will not leak. All job closure activities should also be identified in the work order, for example: return serviceable cores; clean up area and Inform operations.

Manage Found Work: When an asset is being maintained the tendency is to fix everything. This habit tends to impact our scheduling as the emergent work takes more time. Maintenance communicates to operations that they need the asset for four hours, operations plans around that and maintenance keeps the asset for two days. This destroys trust; communication without integrity will not work. Now some emergent work does require immediate attention. If this is the case, then operations should immediately be notified so they can develop a contingency plan.

If the work does not require immediate attention than it should follow the regular planning and scheduling process.

filter changes and inspection. Unless there were extremely urgent things found the emergent work was then planned and scheduled for two weeks later. This improved the efficacy and effectiveness of the repair work. Instead of two to three days down time it became eight hours down for the PM and a scheduled intervention. This aligned the expectations with the requirements, and established credibility in the transfer of care custody and control of an asset. MRO Jeff Smith is a reliability subject matter expert and the owner of 4TG Industrial. His work spans a cross-section of industries, including oil sands, mining, pulp and paper, packaging, petrochemical, marine, brewing, transportation, synfuels and others. Reach him at smith@4tgind.ca or visit www.4tg-industrial.com.

Communication: Operations has an operating campaign they are trying to execute that ties into the overall business goals. If maintenance and operations work together there will be logical windows of opportunity that can be aligned to meet both objectives. Two way communication regarding productions runs, on spec, on grade, shipping requirements, customer orders, will increase the trust, efficiency and effectiveness of any operation. If both operations and maintenance work with integrity the trust and communication will be there.

One example of effective transitions for care custody and control improvements comes from a mining company. There were severe trust issues between operations and maintenance regarding mining shovel PMs. The shovel would be scheduled for an eight hour PM and maintenance would take the shovel and PM and inspect it, they would always find minor cracking and issues that they would then setup to fix. In most cases they would have the unit for two to three days. Operations would then retaliate as they couldn’t plan around it and would not meet their objectives. Their response was to refuse to release the shovel to maintenance, which simply compounded the issue.

The site reliability engineer reworked the approach. His solution was to limit the PM to the required MRO_Sept_Tsubaki.indd 1

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Lubrication

BY L. TEX LEUGNER

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he oil in every machine, regardless of type is in reality another component within that machine and requires the same care and attention that one would apply to any of the components.

Maintenance personnel must understand lubricant specifications. Oil companies frequently reformulate oils to meet manufacturers changing standards, demands of industry and changes to environmental standards. Depending on the make, model and year of manufacture, a diesel engine might be equipped with soot reducing devices such as diesel particulate filters (DPF), with or without oxidation catalysts or exhaust gas re-circulation systems. Newer low emission engines now include catalytic reduction or increased exhaust gas re-circulation systems.

As a result, lubricants should never be selected based on price, but on the specific design requirements and operating conditions that a piece of heavy equipment may be subjected to. These include

Diesel Engine Oil Analysis Action Levels Recommended Tests

Reportable

Unacceptable

Severe (UC)

Viscosity cSt @ 40°C

+/-10%

+/-15%

+/-25%

Viscosity cSt @ 100°C

+/-10%

+/-15%

+/-20%

Water

0.05% (500 PPM)

0.1% (1000 PPM)

0.15% (1500 PPM)

Glycol contamination (indicated by potassium, sodium and ‘sometimes’ boron)

Any positive result

Any positive result

Any positive result

1%

1.5%

2.5 - 5%

Solids/Soot levels

1.5%

1.5-3%

4.5-5%

Oxidation by FTIR

10 (abs/cm)

15 (abs/cm)

20 (abs/cm)

5%

8-10%

10-15%

-30% (of new spec.)

-40% (of new spec.)

-50% (of new spec.)

10% (above established trend)

20% (above established trend)

30% (above established trend)

Fuel Dilution

Additive Depletion by FTIR Total Base No. (Indication of Reserve Alkalinity to counteract acids) Wear Rates (Reported in PPM) (Wear metals)

the operating environment (is the environment dirty and dusty)? Is the equipment subjected to extreme temperature variations (hot summer temperatures versus cold weather conditions)? Does the operation include high speeds or shock loading conditions? These are just

a few of the considerations when choosing heavy equipment lubricants.

1. What process do you follow when selecting lubricants?

Logic: oil companies and suppliers are available to carry out onsite lubrication

Photo: Getty Images

Effective heavy equipment lubrication is entirely dependent upon sound lubricant selection, storage, application and maintenance of the lubricants themselves.

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surveys and these are encouraged in order to select the right lubricants for applicable equipment. The results are compared with manufacturer’s lubricant recommendations that will result in the right lubricant being selected for each equipment type. This strategy is recommended annually, or whenever a new piece of equipment is brought on site.

2. Once selected, are the lubricants properly stored?

Logic: heavy equipment is considered mobile and of necessity is located at various locations on the site. There is a tendency to have lubricants located close to the equipment in drums or pails near the location. Lubricants that are outside in the environment are subjected to changes in climatic conditions leading to careless access to the lubricants by operators and topping off reservoirs without pre-filtering, all of which creates contamination.

On these remote sites, it is recommended that a mobile lubrication unit operated by a trained lubrication specialist be considered. He (or she) should know the equipment and the applicable lubricants, and will notice potential maintenance problems during relubrication activities. Another sound practice is to have a central lubricant storage facility located in the repair shop where lubricants are climate controlled and cleanliness of pumps, containers and drums are paramount.

3. Is an oil analyses program used for every piece of critical equipment?

Logic: oil analysis should be applied to all components of equipment considered critical. These guidelines are recommended when taking oil samples; flush the sampling valve or suction pump prior to sample taking (to remove contaminants from a previous sample), then take the oil sample while the equipment is running or immediately after shut down ensuring a representative sample that has reached operating temperature.

In order to obtain trustworthy analysis reports, oil samples should be taken at the ‘same interval,’ the ‘same location,’ using the ‘same method,’ under the same operating guidelines, if trend data, repeatability and reliability are to be expected. For new or rebuilt components, results of three oil samples are necessary in order to establish a meaningful wear rate trend. Oil samples obtained sporadically or carelessly result in reports that are misleading.

September 2018

Hydraulic Systems Oil Analysis Action Levels Recommended Tests

Reportable

Unacceptable

Severe (UC)

Viscosity cSt @ 40°C

+/-10%

+/-15%

+/-25%

Viscosity cSt @ 100°C

+/-10%

+/-15%

+/-25%

0.05% (500 PPM)

0.075% (750 PPM)

0.1% (1000 PPM)

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+30% (of new spec.)

+40% (of new spec.)

+100% (of new spec.)

10% (above established trend)

20% (above established trend)

30% (above established trend)

Water contamination ISO 4406 Cleanliness Levels (criticality dependant on system pressures) Total Acid No.(Indicating remaining oil condition) Wear Rates (Reported in PPM) (Wear metals)

Transmission, Final Drive, Differential and Planetary GearSystems Oil Analysis Action Levels Viscosity cSt @ 40°C

+/– 10%

+/– 20%

+/– 30%

Viscosity cSt @ 100°C

+/– 10%

+/– 20%

+/– 30%

0.075% (750 PPM)

0.1% (1000 PPM)

0.15% (1500 PPM)

ISO Cleanliness Levels

23/19/16

24/21/18

25/22/19

Total Acid No.(Indicating remaining oil condition)

+30% (above new spec.)

+40% (above new spec.)

+100% (above new spec.)

10% (above trend)

20% (above trend)

30% (above trend)

Water

Wear Rates (Wear metals, Reported in PPM)

4. Does the maintenance department regularly upgrade tradespersons on lubricant specifications and oil analyses report interpretation?

Logic: lubricant quality issues include an understanding of acid and base number, viscosity, contamination, component wear rate determination, and a fundamental knowledge of ASTM (American Society of Testing and Materials) oil testing methods. Key maintenance personnel should understand these methods.

5. Does company management support maintenance attempts to carry out lubrication related root cause failure of components?

Logic: in order to reduce costs, some companies change maintenance practices, such as arbitrarily extending oil drain and filter changes. Replacement component parts are selected from other than the original equipment manufacturers with a resulting reduction in component life. Careful initial lubricant selection, correctly interpreted and understood oil analyses results will often

prove conclusively that certain practices are a bad idea.

High-pressure hydraulic systems are subject to contamination related failures and it is imperative that oil filters with the correct micron rating are always used. In diesel engines, fuel dilution can result when a poorly maintained diesel particulate filter causes late fuel injection during forced regeneration. In gear drives, excessive water contamination is a serious problem. As little as 250 ppm of water can reduce bearing life by as much as 50 per cent. The following charts provide component specific critical limits and wear rate trend guidelines. MRO L. (Tex) Leugner, the author of Practical Handbook of Machinery Lubrication, is a 15year veteran of Royal Canadian Electrical Mechanical Engineers, where he served as a technical specialist. He was the founder and operations manager of Maintenance Technology International Inc. for 30 years. Leugner holds an STLE lubricant specialist certification and is a millwright and heavy-duty mechanic. He can be reached at texleug@shaw.ca.

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TROUBLESHOOTING

FAILURE MODES Protecting industrial shaft seals from failure.

BY BRYAN UNCAPHER

Proper installation of an industrial shaft seal will help prevent damage that can adversely impact seal performance and service life.

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ndustrial shaft seals in rotating machinery primarily function to retain lubricant, exclude contaminants (such as dust or moisture), separate media (including lubricant), and/or confine pressure. In turn, they protect bearing arrangements, optimize bearing service life and reliability, and contribute toward the overall operating health of machinery.

At work across industries, radial shaft seals are among the most prevalent types. They seal the opening between a rotating and a stationary component or between two components in relative motion. To be effective, industrial shaft seals should operate with a minimum of friction and wear, even under unfavorable operating conditions.

In order to meet the requirements of a variety of different applications and operating conditions, seals can be manufactured from many different designs, materials, and executions. Each design and material combination will exhibit specific properties, making a seal suitable for a particular application.

Nevertheless, seal performance may be compromised by various factors and leakage can follow. Detecting the common seal failure modes and the possible root causes offers a best practice in making a fix and preventing the recurrence of problems down the road.

Failure modes and solutions Hundreds of different radial shaft seal designs and ma1 25/01/2018 11:08:02 AM terialSEW-ECDRIVES-CANPACK11x4-2018.pdf combinations have been standardized over the

Large diameter shaft seals are among the many types and designs in protecting bearing arrangements and contributing to the reliability of equipment and systems.

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Industrial shaft seals can be manufactured from many different designs, materials, and executions to meet a variety of different applications and operating conditions.

years, and custom versions can be engineered to meet application demands and operating conditions.

In general, a radial shaft seal’s design consists of a cylindrical outer covering of sheet steel (the ‘case’) or an elastomer providing the requisite interference fit to seal statically against the housing bore. In addition, a sealing lip made from an elastomeric or thermoplastic material enables sealing dynamically and statically against a shaft.

The sealing lip, essentially, the contact area of a seal – is designed with an interference and normally pressed against a shaft’s counterface surface with a defined radial load which is support by a spring. The edge of the sealing lip and the shaft counterface surface ultimately form the most important functional area.

In day-to-day operation, a seal may begin to fail for a variety of reasons – not necessarily due to a problem originating with the seal itself but, instead, often resulting from one or more underlying root causes. Telltale signs will help point the way.

Installation damage: Improper or worn seal installation tools, direct contact on a seal with a hammer, an inadequate lead in the chamfer of the bore, or an undersized bore can adversely impact seal performance and service life.

Among preventive actions, the proper bore chamfer should always be consistent with recommendations, the bore diameter should be checked, the right installation tools for the specific installation procedure should be used, and the installation procedure should be scrutinized and perhaps reevaluated.

Industrial shaft seals can be manufactured from a variety of materials offering advantages to meet particular application demands.

Excessive wear: Possible causes (beyond the seals simply reaching its normal end of life) include elevated internal operating pressure, ingress of external or internal contaminants, excessive radial load or interference, lack of adequate lubrication, incorrect seal material for the application, and/or a rough shaft running surface.

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Among potential solutions, contamination sources should be identified and removed, a high-wear seal material can be substituted, increased lubrication at the lip interface may be appropriate, and radial loads should be evaluated with an eye toward reductions.

Nicks, scratches, or cuts in the lip contact area: Cuts and similar damage in a seal’s lip can cause a gap in shaft contact and render a seal ineffective. Most often, such damage will be linked to manufacturing or installation issues. Perhaps inconsistent trimming was performed during manufacturing, the seal was improperly packaged or handled, a sharp edge of an installation tool inflicted damage, or the seal was originally installed over defects in a machine’s shaft.

In these cases, corrective actions include protecting the seal’s lip by covering spines, keyways, and holes with a chamfered sleeve or tape; keeping screwdrivers and other sharp tools away from a seal’s lip, and regularly inspecting seal lips before installation.

Irregular or damaged shaft surface finish: An excessively rough shaft may accelerate lip wear in a seal, while an overly smooth shaft may result in leakage. The usual suspects include a poor shaft-grinding process (or none at all), installation or handling damage to a shaft prior to assembly, ingress of contaminants, or even the hardness of a shaft being too soft for the application.

As proactive initiatives, a seal’s surface finish and shaft lead should be measured and compared to industry standards, visual damage or irregular surface characteristics should be checked, and shaft packaging during handling and transport should be reevaluated.

Sludge or varnish-like deposits on the seal lip and/or shaft: These are symptoms of lubricant breakdown. Sometimes heat is high enough to break down the lubricant but not enough to harden a seal’s lip. In such cases, sludge accumulates and deposits on the seal lip.

Corrective actions include reducing the operating temperature (if possible), using a seal designed for high temperatures (such as fluoroelastomer types), and confirming that the

properly compatible lubricant is being used. (It also helps to change lubricant regularly.)

Inverted seal lip: Poor assembly procedures and/or high internal operating pressure are typical causes. Switching to another design (such as one without springs or a design with a garter spring) can help prevent this condition. If the failure is pressure-induced, substituting a pressure seal is recommended. In addition, the installation tool and/or procedure may require modification.

Pressure blowout: This occurs when the cavity pressure exceeds seal design limitations and can be evidenced by extreme lip wear and leaking. Excessive pressure can crush a seal’s lip

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Poor assembly procedures and/or high internal operating pressure can cause seal damage illustrated by this inverted seal lip.

against a shaft, eventually force a seal’s garter spring through the lip, and blow the lip completely off. Among remedies, check the seal cavity for excess pressure, provide vents in the cavity to reduce pressure, and definitely use a seal designed for high-pressure conditions.

Asking the right questions When a seal leaks or is otherwise compromised, the troubleshooting process begins by asking the right questions and then following a sequence of steps for analysis.

• What was the seal supposed to do and how well has it performed in the past? If there is a history of failures, the culprit may not be the seal.

• Was it the right seal? Check the seal’s part number and review recommended applications. If the correct seal has been installed properly and there is no history of repeated failures, the problem will require further investigation.

• What is the source of the leak? It will be helpful as reference points to determine whether the leak is in the inner diameter or the outer diameter of the seal and when the leak first occurred.

• In the case of exceptional seal wear, what is the cause?

Failure analysis will almost always be necessary for the answer.

When attempting to identify a source of seal leakage, these guidelines can help: Inspect the seal before removal by checking the condition of the area and noting the amount (and apparent source) of leakage that has occurred. (If the source of the leakage cannot be located, add ultraviolet dye to the sump or spray the area with white powder, operate for 15 minutes, and then check for leakage using ultraviolet (or regular) light.

Wipe the area clean and look for nicks on the bore chamfer, cocked seal in the bore, improper installation, shaft-to-bore misalignment, looseness, or a deformed seal case. All can impact seal effectiveness.

Rotate the shaft to determine whether there is exces-

September 2018

Seals can be damaged during installation due to improper or worn tools, direct contact with a hammer, or other causes that will compromise seal performance.

sive end-play or excessive run-out, which can indicate misalignment issues.

When the seal is removed, check for rough bore surface, shaft cleanliness, coked lube on the seal, shaft damage, flaws or voids in the bore, and shaft corrosion or discoloration. These will influence seal performance.

Ascertain the seal style and materials and then inspect for excessive lip wear. This condition may suggest that the seal may not be getting enough lubrication or that the shaft may be corroded.

Tips for extending seal life Regardless of application, adhering to the basics can contribute significantly in realizing optimized seal and equipment outcomes over time.

• Never reuse a worn seal • Store seals properly in a cool area at 40 per cent – 0 per cent humidity • Never hang a seal on a peg or nail • Keep the storage area free of grit and contaminants • Select the correct seal for an applications speed and media • Compare operating temperature against lip material specs • Confirm that the lubricant is compatible with lip material • Chamfer the leading edge of the shaft • Vent the seal cavity to prevent pressure buildup One of the most important steps on the road to success in dealing with sealing problems is to partner with a provider possessing demonstrable experience in seal design, manufacture, simulation and testing, and installation technologies, among other areas of expertise. Such a resource can prove invaluable in keeping sealing systems performing as intended. MRO Photos supplied courtesy of SKF USA Inc. Bryan Uncapher is Director, Product & Business Development-CR Seals at SKF USA Inc. He can be reached at bryan.s.uncapher@skf.com

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speed, the car will hydroplane, below a certain speed, it will not (no matter how deep (how much ‘grease’) the puddle is).

How is this dealt with?

HEAVY EQUIPMENT

BEARING

LUBRICATION Heavy-duty applications require a unique lubricant choice.

When deciding upon a grease, how do you decide which one to use?

BY DOUGLAS MARTIN

W

hen we think of heavy equipment we think of large pieces of equipment that are generally slow moving and subject to environments that are dirty, wet and generally treated roughly or expected to handle rough conditions. In most cases heavy-duty applications are lubricated with grease.

There are several reasons why grease is most often used. However, first lets look at the roles of grease: 1. to provide a lube film (or a separation of surfaces), 2. to provide sealing and contamination removal.

This is where the grease design pays a big role. The design and chemistry of the soap and additives give the grease its ‘lubricating’ (creation of a film) properties. The creation of a separating film which could be through particles such as Teflon, molybdenum disulfide (MoS2), or graphite, or a chemical film though such chemicals which are referred to as EP additives and anti-wear additives or even the selection of the soap itself. Calcium sulphonate is an example of a soap that provides surface protection when an oil film cannot be created.

Specifically, an oil film cannot be created (regardless of base oil viscosity) when the surface speed of the contacting surfaces is below 20,000 mm/minute. (Calculated by mean bearing diameter x rpm).

In the role of providing a lube film that, film can be either in the form of an oil film or in the form of a solid layer with the use of additives or by the properties of the soap.

How does speed affect heavy equipment lubrication?

Since heavy equipment applications are also slow applications, how does this affect lubricant choice? A natural thing to do is to pick a thicker oil (more viscous) for slower applications and this is can be shown by calculations. However, at some point, you cannot get film separation. It is kind of like a car hydroplaning on a puddle of water. Above a certain

There are several ways you can decide if the grease is appropriate for your application: One way is to look at all the technical data such as the wear scar test or the four-ball test both, which are standardized industry tests used to compare grease performance. Of course, you would probably need to read up on what the results of these tests mean and how they apply to your applications.

The other way is to review the description of the grease. This is usually the first paragraph or two of the product description. Manufacturers of grease generally do a good job of describing the type of application they have designed the grease for. They generally make comments about the applications.

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Here is an example of a description: Formulated to withstand high temperatures and extreme loads, it is suitable for a wide range of applications, especially in the cement, mining and metals segments. This grease contains no additives as the extreme pressure properties arise from the soap structure.

Re-lube Frequency For rolling element bearings the frequency of re-lubrication is based on the grease life and then adjusted by factors that take into consideration the environment. Such factors that are typical in ‘heavy duty’ applications are contamination and vibration and shock loads.

The basic ‘grease life’ (no factors in consideration) in slow applications is generally quite high. High enough, that if you could eliminate contamination and vibration and shock loads, the bearing could be greased for life (i.e. never need re-lubrication).

Looking at it in another way, the purpose of greasing a heavy equipment application is more about mitigating the effects of the application conditions rather than lubricating the contact area.

How Does Vibration and Shock Load affect lubrication?

High vibration and shock load does a couple things to grease: It tends to separate the oil from the soap. (How many times has one opened a bearing and found only “dried up grease?”)

It disrupts up the grease reservoir that would otherwise build up on the cage bars. One role of the cage is to provide a place for grease to sit and then be feed into the rolling contact area. When vibration and shock loads occur, they knock these reservoirs off and cause the grease to disperse, and worse, it causes more churning to occur. One measure of how long a grease will last is the number of times any given ‘unit’ of grease is rolled over. Vibration and shock causes more incidents of this grease roll over than normal smooth-running applications.

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To address this, higher NLGI grades of grease are selected. These are greases that have a higher penetration number in the data sheet. The grease is stiffer and has more resistance to slumping into the rolling contact area when the bearing is exposed to vibration and shock loads and thus they experience fewer churning cycles.

In summary, choose a grease designed for heavy-duty applications. Often, they will have a higher NLGI number. Often, they will have solid lube, specialised EP additives. They may have a special soap.

Often, they will have high viscosity base oil. Ensure that the re-lubrication frequency and volume is such that the level of contamination and vibration and shocks are compensated for. MRO

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Arc flash labels Installed at Upper Canada College.

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Power System Studies

Understanding the importance of a short circuit protection and coordination study and an arc flash hazard assessment.

BY MICHAEL HOLDSWORTH AND PHILIP CHOW

A

typical power distribution system for a large facility or campus is comprised of multiple distribution voltages and corresponding equipment. An incoming electrical service is provided by the local utility, which may consist of one or more utility circuits, in either a split-bus arrangement (the facility load is shared between circuits) or a duty/standby arrangement (one circuit carries the entire load, under normal operating scenarios). The incoming electrical service is usually at a medium voltage, which ranges between 600V-69,000V (common voltages include: 4.16kV, 12.47kV and 13.8kV). The incoming service voltage can be stepped down to a lower medium voltage or it can be distributed around the facility to electrical service spaces. The medium voltage will subsequently stepped down to a utilization voltage - 600V or 480V for motor loads or equipment and 208/120V for receptacles and lighting. At each distribution voltage, major electrical equipment will include: switchgear/switchboards, feeders, transformers, distribution panels and lighting/receptacle panels.

Tasked with managing these electrical assets, facility managers should ask the following important questions. How will my electrical power system operate during abnormal operating conditions, such as a short-circuit event? Is equipment properly rated to prevent damage and failure during a short-circuit event? What level of personal protective equipment should operators wear, when performing routine switching operations or maintenance on electrical distribution equipment? Two important power system studies can provide answers to these questions, along with other essential information: a short-circuit protection and coordination study and an arc flash hazard assessment.

At each voltage level in a power distribution system, protective devices, including fuses, circuit breakers and protective relays, are used to protect electrical distribution equipment

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PPE requirements are informed by an arc flash hazard analysis.

and the loads served. Fundamental protection consists of protection from overload scenarios, where too many amps are drawn by loads and overheating becomes an issue, and protection from instantaneous overcurrent scenarios, where large magnitude currents can damage equipment in a fraction of a second (a short-circuit event). Protective devices have to be adequately rated for both scenarios.

In the event of a short-circuit or other abnormal event, a large magnitude fault current will flow through multiple protective devices and levels of distribution, before it reaches the point of failure. The flow of current in the faulted circuit will be interrupted by the melting of a fuse or the opening of a circuit breaker. In an ideal situation, the upstream protective device closest to the point of failure will open before a higher-level protective device opens. For example, a fault in a motor should trip the circuit breaker supplying the motor, without impacting the main breaker for the entire facility. When this occurs, protective devices are said to coordinate, power interruptions are localized and disruption to the rest of the facility is minimized.

A short-circuit protection and coordination study provides a complete evaluation of a power distribution system to ensure all protective devices are rated for the available fault level (at a particular voltage) and adequately protect downstream equipment. As part of the study, time current curves (TCC), which plot the interrupting time of an overcurrent device based on a given current level, are produced. TCC plots provide a graphical illustration of the coordination between multiple protective devices at an available fault level. In the event that devices do not coordinate, adjustable protection settings may be

revised or devices may be replaced, to provide an optimal level of protection and coordination.

An arc flash hazard assessment takes information produced in a short-circuit protection and coordination study and produces a safety analysis for those who will be working on an electrical power system. The primary threat to electrical workers is the risk of an arcing ground fault and the associated blast. An arcing ground fault can cause thermal burn injuries and physical trauma, due to the force of the blast and flying projectiles, which may consist of partially melted components.

Key elements to the assessment include: short-circuit levels at various points in the distribution system, the clearing time associated with upstream protective devices, the distance between the worker standing in front of the equipment to the arc source within the equipment, the incident energy available (cal/cm2) and the flash protection boundary. Once the incident energy available is calculated, the appropriate level of personal protective equipment can be identified.

The flash protection boundary will identify the minimum distance from live parts, that are uninsulated or exposed, within which a person could receive a second-degree burn.

While one might expect higher short circuit levels to be associated with higher levels of incident energy, this is often not the case. Lower short circuit currents can often cause an arc to burn longer, before a protective device is tripped, resulting in a higher level of available incident energy. Time delays on protective devices may be increased to provide better levels of coordination, however this may also increase incident energy levels. Consideration should be given to both the coordination of protective devices and mitigation strategies for arc flash

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hazards. Temporary settings (maintenance settings) can be used to reduce incident energy levels, during routine maintenance and work on electrical systems.

Short-circuit protection and coordination studies and arc flash hazard analyses are typically performed with the use of industry standard power system software and computer modelling. A detailed model of a power system is created and information on the power system, including: the incoming utility service, equipment ratings, protective devices and settings, feeder lengths, transformer sizes and motor sizes are inputted.

Information is typically collected from the facility’s electrical single line diagrams, electrical drawings with the location of equipment in plan, record shop drawings from construction and data gathering from site surveys. Software programs will have a large database of protective devices, with user-defined protective settings when adjustable. This will allow the modeler to select appropriate settings or suggest alternative protective devices, to achieve better levels of device coordination.

Once a model is complete, a multitude of deliverables can be produced, such as reports, TCC plots, graphical representations of a various operating scenarios, arc flash labels and information on PPE requirements. Correct information must be inputted into the power system model, to ensure automated calculations and results are accurate.

Most new construction projects and projects that involve significant modifications to electrical equipment will include the requirements for power system studies in the project specifications. This will ensure that an electrical installation is optimized, properly integrated with any existing power distribu-

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tion equipment and operators have the necessary information to operate new equipment. While new projects provide the opportunity for updated studies, many facility managers inherit complex power distribution systems, which have undergone a multitude of upgrades and modifications over the years, with minimal updates to record documentation.

Upper Canada College faced these challenges when they undertook a project to update record documentation on their power system, complete with an updated short-circuit protection and coordination study and arc flash hazard analysis.

Founded in 1829, Upper Canada College (UCC) is one of Canada’s leading independent schools and is located on a 16-hectare (40-acre) campus in midtown Toronto. The campus is home to a number of academic buildings, student and staff residences and facilities. The campus receives an incoming utility service

E Q U I P M E N T September 2018

and catalogued. Site work was completed after hours, to avoid disruption to building occupants. Updated electrical single line diagrams were created and information collected on site was used to produce a detailed power system model of UCC’s electrical power systems. A short-circuit study was completed and time current curves were produced for the power distribution system. An arc flash hazard analysis was completed and a report detailing arc flash hazard levels, along with recommended personal protective equipment, was produced.

Information was consolidated in a detailed report for UCC’s operations group, arc flash labels were installed on electrical equipment throughout the campus and updated electrical single line diagrams were mounted on walls, in main electrical rooms. The updated power system studies and electrical records provide operations staff with new insight into how their power distribution system can be expected to operate, along safety requirements when working on equipment.

Steve Thuringer, Executive Director of Facilities, UCC said, “UCC’s electrical power distribution system is an essential part of campus operations. Having updated record information will go a long way in helping our staff with future maintenance work and renovation projects.”

In today’s world of integrated systems, the requirements of a reliable power supply and the need for workplace safety are an integral part of facility management. It is recommended that every facility consider having an up to date arc flash hazard assessment and short circuit protection and coordination study, for its electrical power systems. These two important power system studies help ensure equipment is properly protected, can minimize the Updated electrical single line diagrams were installed on walls in main electriimpact of an unexpected short-circuit cal rooms at Upper Canada College. event and promote operator safety when working with electrical equipment. By developing detailed requireat 13.8kV and distributes power to a number of campus build- ments for technical experience and deliverables, such as comings, via a 13.8kV distribution network. Major buildings have pliance with industry standards and the associated methods individual main electrical rooms, where the incoming medium for creating power system models, a facility manager can help voltage circuit is transformed down to 600/347V and 208/120V. ensure that their service provider produces meaningful results.

Low voltage distribution systems provide power to building As demonstrated by the successful project at Upper Canada mechanical systems, lighting, equipment and academic facil- College, undertaking power system studies provide significant ities. Power distribution systems had been modified over the insight into an existing power distribution system, which has years along with campus re-development and renovations in been modified and upgraded over time. MRO various buildings.

Chris Martins, Senior Operations Manager, Angus Consult- Photos supplied by Philip Chow. ing Management Ltd. (UCC’s Facilities Management Group) said, “We recognized the need to update record information Michael Holdsworth, C.Tech., is a senior technical manager at C2C on electrical power systems throughout the campus and this Enertec Inc. and was the project lead for the electrical audit and power provided an excellent opportunity to complete an updated co- system studies at Upper Canada College. Mike has significant experience with the operation and maintenance of electrical power systems. ordination study and arc flash hazard analysis.”

C2C Enertec Inc. was selected to complete the electrical au- He can be reached at mholdsworth@c2cenertec.com. dit and provide updated power system studies. Detailed site investigation work was completed over the span of several Philip Chow, P.Eng., P.E., is a senior project manager and electrical months. As-built drawings and building records, spanning engineer specializing in electrical infrastructure projects and construcseveral decades, were reviewed in detail. Electrical equipment, tion in mission critical facilities. He can be reached at Philip.Chow@ protective devices and existing settings were reviewed on site hhangus.com.

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WHAT’S NEW IN PRODUCTS

SKF introduces LRM2 lubrication remote monitor SKF has introduced the LRM2 lubrication remote monitor, which is compatible with oil or grease and is designed to be used with lubrication systems that cannot be checked daily.

LRM2 uses a SIM card to send and receive text messages through iOS and Android cell phones or through e-mail.

Using two digital inputs and outputs, both low-level and fault messages are sent. An additional lubrication cycle can be started, and the monitor can be reset by sending a message from a mobile device or computer. No additional software is required as the system can be accessed through a web browser.

LRM2 can be used for single-line, dual-line and progressive lubrication systems, and can communicate with a pump or group of pumps on a same type system.

LRM2 can be used for wind energy, railroad wayside, cable car and wastewater treatment applications, and other industries.

The module is available without an enclosure for applications that require mounting in an existing control box. skf.com

Joral Introduces Sensor Fusion Inclinometer Joral LLC announces a G-force compensated inclinometer that provides feedback for pitch, yaw, and roll. The new technology utilizes sensor fusion, which combines more than one complementary sensing method.

The new Joral SGAM and DGAM incline sensors take input by a gyroscope, accelerometer, and magnetometer to provide a three-axis output for X, Y, and Z as well as new feedback for pitch, yaw, and roll.

The GAM Series sensor provides steady feedback during motion, allowing users to eliminate complex sensor networks with a single G-force compensated inclinometer.

Users can place one Joral GAM Series sensor on the application to get real-time feedback.

Rated with a standard environmental protection of IP67, the GAM series sensors are 100 per cent encapsulated.

Designed to eliminate the drawback of accelerometer based incline sensors, the SGAM and DGAM inclinometers are J1939 capable, and available in a convenient form factor with common connection options. joralllc.com

Bionomic Industries introduces Series 5000 Counter Current Packed Tower Scrubber Bionomic Industries, Inc., announced the availability of the high-efficiency Series 5000 Counter Current Packed Tower Scrubber with increased versatility.

The Series 5000 incorporates Bionomic’s maximum throughput Hi-Flow™ random or structured packing, high efficiency mist eliminator designs, and a variety of clog resistant liquid distribution systems match engineered to more precisely meet specific application requirements.

An optional dual packed bed arrangement allows for removal of multiple contaminants using different scrubbing reagents within the same unit.

It is engineered for use with water, reactive chemical reagents, or special solvent scrubbing liquids to reduce costs and recover or minimize liquid waste. Scrubbers provide up to 99.9 per cent removal efficiency and are available in a full range of sizes for gas flow rates from 30 cfm thru 300,000 cfm. bionomicind.com

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Liftomatic Introduces new four-wheel hand truck Liftomatic Material Handling, Inc., introduced a new four-wheel hand truck, the Liftomatic 10HT-4W. The four-wheel hand truck can handle all rimmed steel, fiber and plastic drums weighing up to 1000 pounds.

It is designed with ergonomic safety in mind, thus eliminating the need for an operator to bear the weight of the load during transport.

It has two 10-inch main wheels with full roller bearings, and two four-inch swivel casters to support the drum while moving, as well as Liftomatic’s exclusive “Parrot-Beak®” clamping mechanism.

A clamping mechanism that can be adjusted to handle all drum sizes from 10 to 85 gallons is also featured. liftomatic.com

The Year in

Synthetic Lubricating Grease from Klüber Lubrication Klüber Lubrication now offers Klübersynth UH1 14-151 synthetic lubricating grease for the food and pharmaceutical processing industry.

Klübersynth UH1 14-151 is designed with anti-wear properties, water resistance and corrosion protection, reducing the risk of premature bearing failure, and high ageing and oxidation stability.

It was developed for incidental contact with products and packaging materials in the food-processing, cosmetics, pharmaceutical and animal feed industries.

Klübersynth UH1 14-151 is NSF H1 registered and complies with FDA 21 CFR § 178.3570. Klübersynth UH1 14-151 lubricates rolling and sliding bearings, lifting cylinders, joints, guide bars and cams. klueber.com

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Festo’s new modular control system Festo has introduced its new high performance CPX-E modular control system. CPX-E can be used as an EtherCAT master controller and motion controller, which provides standardized platform for stepper and servo motor motion control for parts handling, assembly systems, palletizing, gluing and dispensing CPX-E can be used for controlling automation systems, such as packaging machine palletizing units and selective soldering and water handling systems.

It offers scalable motion control functions that include linear and multiaxis movements such as slides and gantries, contour applications and robotics.

CPX-E offers individual function modules, which can be combined to create an application-optimized automation platform. Components that can be used include: control units, bus modules, digital and analog input and output modules.

Also, depending on the module combination, CPX-E can be deployed strictly as a remote I/O system with bus module or as a centralized or decentralized control system using a control unit. CPX-E controllers with Codesys V3 software have PLC programming functions as well. It can also be integrated into fieldbus networks such as EtherCAT, PROFINET, and EtherNet/IP. Its OPC UA client and server functions make it Industry 4.0 ready, and allow for Integration and interoperability into cloud-based host environments. festo.com

Gam Miniature Spiral Bevel Gearboxes Gam VP Series Performance Plus miniature spiral bevel gearboxes offer the highest torque density, range of ratios, and torque capacity on the market.

The product specifications are: sizes (27, 33, and 45 mm), highest torque density for the size, ratios (1:1 to 4:1), 98 per cent efficiency, and hollow output option (33 & 45 mm).

Miniature VP Series is the available for all miniature automation applications, including: medical and semiconductor, for times when high performance is required and space is at a premium.

Housings are manufactured from highstrength aluminum for a gearbox that is lightweight, dissipates heat efficiently, and resists corrosion. electromate.com

Corner Canopy Hoods Corner Canopy Hood helps to maximize wasted space in corner areas. It is designed to capture and exhaust corrosive vapours, heat steam, and odours when mounted over areas that have water baths, hot plates or other lab equipment.

The canopy hood is molded in one piece seamless of advanced composite resins that have superior chemical and corrosion resistance, are flame retardant and lightweight for a no rust guarantee.

It can be wall mounted or suspended from the ceiling and can be equipped with optional sidewall panels to prevent cross drafts from affecting the containment of fumes.

Standard wall and island canopy hoods are also available both in composite resin and stainless steel. hemcocorp.com

Miki Pulley BXR-LE Electric Brakes Miki Pulley’s BXR-LE electric spring applied brakes can be used for small and precise servo motor configurations. The compact and lightweight design optimizes servo drive performance and efficiency.

With an accompanying voltage controller, brake’s power consumption is stepped down to 7VDC (volts of direct current) after a split second of 24VDC for brake actuation. Compared to other electric brakes, BXR-LE provides one-third power consumption and heat generation and one-half the overall size thickness.

Specifications: maximum RPM: 6000, static friction torque range: 0.044 ft./lb. to 2.36 ft./lb. ambient operating temperature -10°C to 40°C. Applications for the brakes include: end effectors, ball screw actuators, XYZ positioning tables, and 3D printers. mikipulley-us.com

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Transducers USA Tonelight Series Warning Indicators Transducers USA have expanded Tonelight Series of warning indicators to include new models with stainless steel housings. The panel-mounted devices feature a combination of audible and LED warning signals. Tonelight annunciators emit both sound and flashing lights, with green, yellow, orange, blue, white or red LED lens covers.

Two new models are offered: TRIP-LB100SS-R12 with voltage rating of 12 VDC. Other models include: 24 VDC and 110 VAC to 220 VAC. The siren operates at 85dB @ 10cm. Operating temperature range is -20⁰ C to +55⁰ C. Screw terminal is provided for panel mounting. It is rated IP50 and IK04. TRIP-LB150SS-R12 with voltage rating of 12 AC/DC. Current rating is ≤30mA. Siren operates at 85dB @10cm. It is rated IP40.

The sound and light alert signals can be emitted simultaneously or separately.

The audible alert signal can be Connecting you to productivity! delayed. tusainc.com

Sandvik Integrated Weighing System Sandvik Integrated Weighing System (IWS) offers real-time payload data for load and haul equipment operators.

IWS is a tool for monitoring efficiency, planning operations and improving fleet performance. IWS also allows truck operators to monitor the truck payload in real time.

During loading, truck operator can see on the system screen the exact weight of the rock material in the box. A the same time, loader operator is guided with ‘traffic lights’ on top of the truck, indicating if free capacity is left, or if optimal load has been reached.

This helps to achieve a full truckload every cycle, avoiding under or over load.IWS also helps to ensure the box is empty, minimizing carryback. Log files created by IWS can be transferred through My Sandvik Digital Services Knowledge Box for further analyses, or extracted into a USB stick.

IWS is available for Sandvik TH430, Sandvik TH545i, Sandvik TH551i, and Sandvik TH663i. Retrofitting to other models is possible. sandvik.com

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Manufacturing continues growth as prices rise Canadian manufacturing saw a rise in output, new orders and employment in July, the fastest rise in production volumes since March 2017. With that came an accelerated rise in prices by manufacturing firms (which has been linked to impact of US trade tariffs on steel and aluminum).

IHS Markit Canada Manufacturing Purchasing Managers’ Index® (PMI™) was 56.9 in July, down slightly from a survey record of 57.1 in June.

“The manufacturing sector continued to perform strongly during July, with growth proving resilient against a backdrop of intense supply chain pressures and escalating concerns about global trade. Output volumes expanded at the fastest pace for almost a year-and-a-half, supported by strong order books and successful efforts to rebuild production capacity in response to rising client demand,” said Christian Buhagiar, President and CEO, SCMA. Regionally, Quebec led the upturn in manufacturing conditions, which was seen in all regions. It also had the greatest lengthening of supplier’s delivery times in July. Manufacturers in Alberta and British Columbia had a sharp rise in average cost burdens, and the greatest degree of inventory building.

“While domestic sales remained the main growth impetus in July, the latest survey indicated another solid upturn in new export orders. Delivery times for raw materials lengthened to the greatest extent for over seven-and-a-half years, reflecting shortages of freight capacity and forward purchasing ahead of U.S. trade tariffs.

Surcharges on steel and aluminum products placed upward pressure on manufacturing costs, alongside the sharpest rise in prices at the factory gate since the survey began in 2010,” said Buhagiar.

SOURCE: IHS Markit

Mr. 0, The Practical Problem Solver

Align people, process and technology We could write the most effective processes but if people are not in alignment and do not take ownership of the process then it renders that process ineffective. We could have the best preventative maintenance strategy for an asset but if the asset is better served with a run-to-failure tactic, then the program for the asset is out of alignment.

To achieve sustainable improvement there needs to be an analysis of the three dimensions, people, process and technology. The analysis allows for identification of the obstacles. Once the obstacles are identified, the next step is to introduce innovative ownership to change. The key is to provide the people the necessary tools to take ownership of the changes.

The next step is implementation. An effective maintenance program implementation recognizes each program has a place in the plants environment.

It is also important if you want your people to contribute to the environment's economic well being and to achieve sustainable improvement.

– Richard Beer, TRO Maintenance Solutions, www.trosolutions.com.

BEST PRACTICES FOR EHS MANAGERS Graphic Products has launched a free 20-page downloadable guide to help environmental health and safety (EHS) managers create workplace safety programs. The Best Practice Guide for Environmental Health and Safety Managers also helps EHS managers to achieve performance goals.

“The Best Practice Guide for EHS Managers reviews the health and safety obstacles that management professionals face and helps them easily overcome those issues,” said Elena Sylvester, Product Manager, Graphic Products.

The guide goes through some of the following information: • Understand the five key elements of a successful workplace safety program • Take action utilizing core steps for hazard and taskbased risk assessments • Get guidance through the Hierarchy of Controls to address workplace hazards • Explore programs and regulatory requirements • Adapt or immediately use a standardized JHA form

The guide can be downloaded at: https://www. g ra p h ic p ro d u c ts .co m / guides/ehs-managers SOURCE: Graphic Products

Looking to give your bearings maximum protection against electrical arcing damage?

Look to Schaeffler.

The problem: Damage caused by electrical current passing through bearings in electric motors.

The solution: Current-insulated bearings from Schaeffler — including hybrid ceramic or ceramic-coated versions featuring our proprietary Insutect™ coating — that have been engineered to stop stray electric current in its tracks!

Now that’s electrifying!

www.schaeffler.ca