Plant Engineering July August 2026

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Safety and hazard protection | 9 Systems integration improves projects | 20, 26 Air compressor quality | 30 Asset management programs | 34, 38 PLE2608_MAG_COVER_V2msFINAL.indd 1

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AI & Machine Learning

Air Compressors

AppliedAutomation

Arc Flash & Electrical Safety

Digital Transformation

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Maintenance

Material Handling & Automation

Oil & Gas Engineering

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Also inside:

Safety and hazard protection | 9 Systems integration improves projects | 20, 26 Air compressor quality | 30 Asset management programs | 34, 38 PLE2608_MAG_COVER_V2msFINAL.indd 1

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Vol. 80 • No 4

Contents JULY/AUGUST 2026

ON THE COVER:

Predictive maintenance improves production uptime Regular sampling of compressor fluid can reveal maintenance issues. Courtesy: Hitachi Global Air Power

p.16

20 | Ways integration can improve the next greenfield project Early integration planning helps align vendors, control systems, data architecture and commissioning strategy before schedules tighten.

VIEWPOINT

5 | Why maintenance should progress for a plant’s proven evolution

Maintenance remains a critical part of keeping manufacturing plants safe, reliable and productive.

INSIGHTS 9 | Improve safety and hazard protection, based on expert advice Three experts weigh in on hazard protection, PPE, fall protection and other safety topics.

SOLUTIONS

12 | How to ID predictive maintenance strategies for compressed air Predictive maintenance includes services performed and/or data collected.

16 | How to avoid downtime with predictive maintenance By deploying advanced analytics and AI, users can increase plant reliability, operational efficiency and production uptime via predictive maintenance.

26 | Ways to boost long-term performance with systems integrators

p.20

Look at process-centric systems integration to prioritize core operational requirements.

30 | Keys to maintaining improved environments for compressed air systems Quality begins with the ambient air the compressor “inhales,” which can be impacted by the location and design of the compressor room, ventilation and health and safety factors.

p.30

34 | Drive up plant production, quality with asset management programs Replace reactive and preventive maintenance with asset management strategies that use continuous monitoring, analytics and intelligent sensors.

38 | Building a culture of corrosion awareness

p.38

Corrosion control is an important aspect of asset management that should be incorporated into predictive and preventive maintenance routines and ingrained into the employee mindset.

PLANT ENGINEERING ( Vol. 80, No. 4, ISSN 0032-082X, USPS PUBLICATION #790920 ) is published bimonthly by Arrowfly, 1111 Superior Ave., Suite 1120, Cleveland, OH 44114. Periodicals postage paid at Cleveland, OH and additional mailing offices. POSTMASTER: Send address changes to PLANT ENGINEERING, 1111 Superior Ave., Suite 1120, Cleveland, OH 44114. PLANT ENGINEERING copyright 2026 by Arrowfly. All rights reserved. PLANT ENGINEERING is a registered trademark of Arrowfly used under license. Circulation records are maintained at Arrowfly; 1111 Superior Ave., Suite 1120, Cleveland, OH 44114. Publications Mail Agreement No. 40685520. Return undeliverable Canadian addresses to: 1111 Superior Ave., Suite 1120, Cleveland, OH 44114.

Rates for non-qualified subscriptions, including all issues: USA, $120/yr; Canada/Mexico, $150/yr (includes 7% GST, GST#123397457); International air delivery $260/yr. Except for special issues where price changes are indicated, single copies are available for $30 US, $35 foreign. Please address all subscription mail to: PLANT ENGINEERING, 1111 Superior Ave., Suite 1120, Cleveland, OH 44114. Printed in the USA. Arrowfly, does not assume and hereby disclaims any liability to any person for any loss or damage caused by errors or omissions in the material contained herein, regardless of whether such errors result from negligence, accident or any other cause whatsoever. PLANT ENGINEERING does not endorse any products, programs, or services of advertisers or editorial contributors. Copyright© 2026 by Arrowfly. No part of this publication may be reproduced in any form or by any means, electronic or mechanical, or by recording, or by any information storage or retrieval systems, without written permission from the publisher.

Plant engineering — www.plantengineering.com

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July/August 2026

|3 7/28/26 9:47 AM

Arrowfly.com A new name for the company behind the brands and events you trust.

WTWH Media is now

Why Arrowfly?

Over two decades, WTWH Media has grown from its engineering roots into a diversified portfolio of 40+ trusted media brands, 45+ industry events, and marketing solutions serving professionals across Engineering, Healthcare, and Food, Retail & Hospitality. While many know and trust our individual brands, fewer know the company behind them.

Arrowfly gives us a stronger corporate identity that reflects the business we’ve become. The name represents forward momentum, direction, and growth, and our role in helping professionals and partners navigate change and move their businesses forward.

Arrowfly represents where niche professionals gather for trusted journalism, industry intelligence, and measurable outcomes.

The Strength of Arrowfly Your Trusted Brands: All 40+ media brands and publications remain unchanged Our Events: All 45+ industry events continue with the same teams, content, and quality Editorial Independence: Our commitment to credible, independent journalism remains our foundation Clara Platform: Our proprietary performance platform continues delivering real-time campaign visibility and measurable results

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CONTENT

INSIGHTS

CONTENT SPECIALISTS/EDITORIAL

VIEWPOINT

AMARA ROZGUS, Editor-in-Chief ARozgus@Arrowfly.com

SHERI KASPRZAK, Executive Editor SKasprzak@Arrowfly.com MICHAEL SMITH, Art Director MSmith@Arrowfly.com AMANDA PELLICCIONE, Marketing Research Manager APelliccione@Arrowfly.com

EDITORIAL ADVISORY BOARD H. LANDIS “LANNY” FLOYD, IEEE Life Fellow JOHN GLENSKI, Principal, Automation & Digital Strategy, Plus Group, A Salas O'Brien Company MATTHEW GOSS, PE, PMP, CEM, CEA, CDSM, LEED AP, Senior Vice President, CDM Smith

CONTRIBUTORS WANTED Are you a subject matter expert in one of these topics? Would you like to write an article on one of the topics below? If so, please submit an idea to: www.plantengineering.com/contribute-to-plant-engineering • Circuit protection in electrical/power systems • Compressed air systems • Environmental health • Expert Q&A: Plant automation • Expert Q&A: VFDs and VSDs • Fall protection guidelines • Lean maintenance • Lubrication and grease • Preventive maintenance • Remote monitoring • Safety training for emergencies

Arrowfly Contributor Guidelines Overview Content For Engineers. Arrowfly focuses on engineers sharing with their peers. We welcome content submissions for all interested parties in engineering. We will use those materials online, on our website, in print and in newsletters to keep engineers informed about the products, solutions and industry trends.

The link below gives an overview of how to submit press releases, products, images and graphics, bylined feature articles, case studies, white papers and other media. * Content should focus on helping engineers solve problems. Articles that are commercial in nature or that are critical of other products or organizations will be rejected.

(Technology discussions and comparative tables may be accepted if nonpromotional and if contributor corroborates information with sources cited.) * If the content meets criteria noted in guidelines, expect to see it first on the website. Content for enewsletters comes from content already available on the website.

All content for print also will be online. All content that appears in the print magazine will appear as space permits, and we will indicate in print if more content from that article is available online. * Deadlines for feature articles vary based on where it appears. Print-related content is due at least three months in advance of the publication date. Again, it is best to discuss all feature articles with the content manager prior to submission.

LEARN MORE AT: www.plantengineering.com/contributeto-plant-engineering

Plant engineering — www.plantengineering.com

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Why maintenance should progress for a plant’s proven evolution Maintenance remains a critical part of keeping manufacturing plants safe, reliable and productive.

W

ue to add value. Many plants already hen looking at the use vibration monitoring, temperabig picture of industure readings, oil analysis, energy data, trial facilities, maininspections or other indicators to tenance has always understand equipment health. These been one of the most important subtools help maintenance teams jects inside a manufacturdetect early signs of degradaing plant. The work may tion and plan repairs before not always be visible when failure occurs. things are running well, but Corrective maintenance every plant manager, operaalso has a place in a mature tions leader and safety prostrategy. Not every issue can fessional understands its be predicted, and not every value. Reliable production Amara Rozgus, component requires the same depends on assets that are Editor-in-Chief level of attention. In some inspected, repaired, monicases, run-to-failure may be appropritored and improved before they put ate for low-cost, noncritical parts. The people, schedules or product qualiimportant distinction is whether those ty at risk. decisions are intentional.

Most plants already understand Analytics and artificial intelligence this. The focus for every leader is to (AI) can support that refinement. sharpen the strategy.

Clean data, connected sensors and That begins with balance. Preventive AI-enabled tools can help identify patmaintenance remains the backbone of terns, improve planning and priorimany maintenance programs for good tize work. These technologies are most reason. Scheduled inspections, lubrivaluable when they support expecation, calibration, cleaning and parts rienced maintenance and reliability replacement create consistency and professionals, not when they replace help teams avoid predictable failures. judgment.

But preventive maintenance should The best maintenance programs are not be static. A calendar-based task not built around one method. They that made sense five years ago may combine preventive, predictive, condineed to be adjusted based on current tion-based and corrective approaches production demands, asset age, operbased on risk and reality. For manating conditions or failure history. The agers, the next step is to keep hongoal is to evolve the work with the ing that balance. A well-maintained needs of the asset and the risk it presplant is safer, more reliable and betents to the operation. ter prepared for whatever production That is where predictive and condemands come next. PE dition-based maintenance continJuly/August 2026

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INSIGHTS SAFETY

Improve safety and hazard protection, based on expert advice Three experts weigh in on hazard protection, personal protective equipment, fall protection and other safety topics.

Q: What are some of the current hazard protection trends for industrial and manufacturing facilities?

Lanny Floyd: Trends include eliminating or reducing frequency/severity of exposure through engineering design solutions.

Philip Jacklin: We are seeing more facilities embracing passive forms of fall protection, like guardrail, instead of automatically using fall arrest equipment. Passive systems are more effective, sim‑ pler to use and, most importantly, virtually elimi‑ nate the chance of a fall occurring.

Stephen Kelly: As the materials handling indus‑ try continues to embrace automation, we must thoughtfully evaluate technologies and consid‑ er the effect on both safety and performance.

When implemented effectively, automation cre‑ ates a win‑win‑win: reducing physical strain on employees, improving product quality and increas‑ ing both productivity and cost efficiency. By stay‑ ing proactive and intentional, we can leverage these advancements to better protect our workforce while strengthening our operations and overall business success. Automated material handling options are an example of the way technologies can lead to a win for safety programs.

Q: What future trends should engineers, plant managers and designers expect for hazard protection?

Philip Jacklin: We anticipate seeing more busi‑ nesses get proactive on updating their fixed lad‑ der fall protection. While the Occupational Health and Safety Administration (OSHA) is considering Plant engineering — www.plantengineering.com

PLE2608_MAG_INSIGHTS_HAZARD_V6msFINAL.indd 9

Lanny Floyd

PE, CSP, CESCP, CMRP, CRL IEEE Life Fellow Electrical Safety Group Elkton, Maryland

changing the 2036 deadline, currently all fixed lad‑ ders 24 feet or greater (20 feet in California) must be equipped with a ladder safety system.

Q: Describe a project in which you had to design or modify systems to protect from a hazardous environment. What were the challenges and solutions?

Stephen Kelly: One project currently in its early phases at our facility involves high‑voltage electri‑ cal systems. While we initially focused on train‑ ing, personal protective equipment (PPE) and physical safeguards, we realized that the most critical element for protecting our employees is a well‑designed and disciplined lockout/tagout (LO/TO) program tailored to the product we’re manufacturing.

Lanny Floyd: Reducing exposure to hazardous electrical energy through segregation and isolation in cabinet design.

Q: What are some of the key challenges for improving electric hazard protection at your facility and what strategies/best practices have you implemented to help ensure success?

Stephen Kelly: When improving electrical hazard protection in a facility, training, PPE, insulated tools, LO/TO and equipment inspections are all critical.

However, when the product being manufac‑ tured itself introduces electrical risk, it creates a unique challenge. To address this, we imple‑ mented a detailed LO/TO process combined with a step‑by‑step verification procedure, requiring operators to use a meter to confirm expected

Philip Jacklin

QSSP, OSHA-30 Continuing Education Program Manager Diversified Fall Protection Westlake, Ohio

Stephen Kelly

CSP, Senior EHS Manager Hyster-Yale Materials Handling Greenville, North Carolina

July/August 2026

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INSIGHTS SAFETY

45001:2018: Occupational health and safety management systems certification, we stay current on regulatory changes that may impact our facility. To support this, we subscribe to a service that provides updates on applicable regulations for our location.

In addition, we conduct an annual compliance assurance audit covering both safety and environmental requirements.

This process enables us to consistently evaluate our practices against all applicable regulations and remain compliant.

FIGURE 1: A standard TD3 truss system versus a customized-shape TD3 truss system to accommodate overhead power lines. Courtesy: Diversified Fall Protection

voltage and resistance readings. These readings are documented and reviewed by an electrical engineer before any locks are removed and the system is energized, enhancing safety throughout the manufacturing process.

Lanny Floyd: Justifying cost is a common challenge.

Q: Provide an overview of the top potential hazards that exist in manufacturing and industrial facilities.

Lanny Floyd: In my work, hazards include electrical safety, working at heights and heavy material handling.

Learning

Objectives

u

•U nderstand how engineering controls, passive systems and automation can improve safety by reducing worker exposure to common industrial hazards.

•K now how training, hazard assessment and lockout/tagout procedures support safety performance and regulatory compliance in manufacturing facilities.

•R ecognize how emerging technologies, proactive planning and continuous improvement can strengthen safety programs for fall protection, electrical hazards and PPE use.

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Philip Jacklin: We’re primarily concerned about falls and for good reason.

They kill two to three workers every day and are almost 100% preventable. No matter the function, almost all manufacturing and industrial facilities have several indoor and rooftop fall hazards to mitigate. It’s one of the most common hazards within every industry.

Q: What measures do you take to ensure all employees are adequately trained and aware of the hazards they may encounter in their specific roles within the facility and how often does this occur?

Philip Jacklin: Every worker must go through “authorized person” training before they are permitted to use fall protection equipment. While I don’t think there is such a thing as too much fall protection training, I’d recommend monthly or weekly “toolbox talks” regarding falls, with an annual or semiannual refresher training to maintain awareness for all authorized persons.

Lanny Floyd: Hazard identification and risk assessment processes.

Stephen Kelly: As part of our ISO

Q: How do you monitor and assess the effectiveness of hazard protection measures in your facility and what steps do you take to continuously improve safety?

Philip Jacklin: One of the best ways is to communicate with your employees their feelings on the matter. The safest solutions are always the ones employees will use correctly, each and every time. Frequent trainings give employees the opportunity to voice concerns, raise objections and offer insights into what might improve their compliance with protocol.

Lanny Floyd: Facilities should never assume that compliance alone will achieve the level of safety desired.

Q: What role do engineering controls play in creating protective environments?

Can you provide examples of engineering controls implemented in your facility to mitigate hazards?

Lanny Floyd: Examples include touchsafe terminals, remote racking/switching and infrared windows/ports on electrical equipment.

Philip Jacklin: Guardrail is the most effective form of fall protection, besides hazard elimination. Additionally, it doesn’t even have to be permanently mounted to be OSHA compliant or effective.

Free-standing guardrail is one of the quickest to deploy, easy to install and will keep workers safe from unprotected edges. PE Plant engineering — www.plantengineering.com

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ENGINEERING SOLUTIONS PREDICTIVE AND PREVENTIVE MAINTENANCE Steve Briscoe, Hitachi Global Air Power, Michigan City, Indiana

How to ID predictive maintenance strategies for compressed air systems Predictive maintenance includes services performed and/or data collected to understand performance trends to better “predict” and plan for repairs, helping prevent unplanned operational shutdowns.

FIGURE 1: Routine, ongoing review and upkeep of compressors is vital to help prevent problems, address issues before they escalate, minimize downtime, reduce repair costs and extend the compressor’s lifespan. Courtesy: Hitachi Global Air Power

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W

hen people think of compressed air, many think of air compressors used to fill up tires or run air tools. However, compressed air plays a larger and more ubiquitous role — widely known as the fourth utility — in manufacturing facilities. Compressed air supports a wide range of production-related applications across the plant floor, such as conveying products and actuating pneumatic pistons to cleaning debris from manufactured components, removing solvents or cutting lubricants, powering assembly tools, cooling components, painting, filling autoclaves, generating nitrogen and creating vacuum through venturis.

Reliability through redundancy Without compressed air, facilities would shut down the same as with the loss of power, water or gas. The compressed air system receives the least amount of focus of all the systems within the facility, because it is typically the only system that is not provided and maintained by a third party.

Utilities are known to be reliable and if lost, the expectation is to have some kind of backup on-site like a generator to keep the critical systems in operation. If you are fully responsible for the compressed air system at your facility, it is best to make sure there is proper redundancy.

Companies will spend millions of dollars on a piece of equipment to produce their products but will spend as little as possible on the system required to run it. Hundreds of thousands of dollars are spent on a backup generator in the event of power failure, but redundancy for a full compressed air system backup is less expensive and, unfortunately, less common.

Plant engineering — www.plantengineering.com

7/28/26 9:53 AM

A catastrophic failure in a compressed air system is defined as a severe breakdown — and one not easily repairable by a company or a service provider. It typically includes the failure of motors, air ends, coolers, starters or any other major components requiring days to repair. Not having a complete compressed air backup system means no compressed air will be available to power your facility and production will likely stop. At a minimum, additional investment will be required for rental compressed air equipment, which can be very costly (see Figure 1).

Without 100% redundancy, what can be done?

Reliability of these systems should always be the first concern, followed closely by energy efficiency and performance benefits. Again, compressed air system failure will shut down production. Lost production costs are typically far more than the costs of redundancy and predictive services.

Start with preventive maintenance Most companies reach out to local service providers for preventive maintenance agreements to ensure their compressed air equipment is serviced according to the manufacturer’s requirements. Preventive maintenance, which is different than predictive maintenance, is vital to the efficient and continuous operation of your compressed air system equipment.

For oil flooded rotary screw compressors, preventive maintenance typically includes the replacement of air filters, fluid filters, separators, lubricant, couplings and other wear items that can deteriorate over time and prevent the compressor from performing efficiently. Lack of preventive services can affect the lifespan of the compressor as well. For example: • Failure to replace air filters will reduce the compressor’s efficiency and could lead to excessive particulate entering the system and critical components like separators and bearings. This could increase fluid carry-over into the system and shorten compressor bearing life.

• Fluid filters protect the bearings from larger foreign contamination. Failure to replace these filters will lead to the buildup of particulate in the lubricant and, in some cases, trigger an internal bypass around the filter in the system. This can lead to unfiltered lubricant entering the system, which can cause premature failure of critical items like bearings and the contamination of air/lubricant separators.

Plant engineering — www.plantengineering.com

PLE2608_MAG_AIR_V3msFINAL.indd 13

FIGURE 2: Varnish on rotors caused by fluid degradation from exposure to excessive contaminants. Courtesy: Hitachi Global Air Power

‘

• Air/lubricant separators are typically rated at 8,000 Preventive maintenance hours or one year, yet some is vital to the efficient and are as short as 4,000 hours.

Clogged separators cause continuous operation of energy efficiency losses due to pressure drop and cause your compressed air system increased fluid carry-over due to velocity increasing equipment. through the media and inefficient coalescing.

• The lifeblood of any compressor is the lubricant. The condition of the fluid needs to be sampled and analyzed every 2,000 hours. The results can identify concerns like increased total acid number, the presence of varnish (see Figure 2), water content, foreign content and perhaps identify metals in the lubricant that can be a sign of bearing wear. Fluid sampling can be considered both a preventive maintenance and a predictive maintenance practice.

’

Learning

Objectives

u Predictive maintenance benefits Even with the best practices in preventive main• Understand the basics tenance, these services do not necessarily mean you of predictive maintenance will never have a failure. So how can you predict on oil flooded rotary screw compressed air systems. failures and allow for enough time to react with a • Learn methods that can planned downtime repair? be used to help predict The most common predictive maintenance praccatastrophic failures or tices include lubricant sampling, thermography, system shortcomings. vibration analysis, pressure and flow monitoring, • Review the root causes of oil flooded rotary screw power consumption monitoring and other syscompressed air system tem component monitoring like pressure drop and failures and what can be done to help prevent them. pressure dewpoint.

July/August 2026

| 13 7/28/26 9:53 AM

ENGINEERING SOLUTIONS PREDICTIVE AND PREVENTIVE MAINTENANCE

As a business owner, plant manager or sustainability engineer, implementation of a predictive maintenance plan for equipment can: • Reduce unplanned downtime • Extend equipment life • Lower maintenance costs • Improve energy efficiency • Promote planned, data-driven repairs • Improve compressor system safety • Create a reliable system that is sustainable for your business

FIGURE 3: Regular sampling of compressor fluid can reveal issues like bearing wear, fluid breakdown and ingestion of contaminates. Courtesy: Hitachi Global Air Power

Insights

u

Predictive maintenance insights u This article highlights

how predictive maintenance, with preventive maintenance and system reliability strategies, can be used to identify potential failure across oil flooded rotary screw compressed air equipment or systems to avoid unexpected shutdowns.

u Predictive maintenance

helps manufacturers protect the reliability of compressed air systems by using condition-based monitoring, preventive service and leak detection to reduce unplanned downtime, improve efficiency and support system redundancy.

Although lubricant sampling is typically part of preventive maintenance services — usually required by the compressor’s warranty — ensuring it is being done, even if the unit is out of warranty, is very important. Sampling helps to identify changes in viscosity, contamination, acid levels and wear metals, which could identify premature failures (see Figure 3).

Another predictive maintenance check is the alignment on the coupling element, as well as an annual review of the condition of the coupling element. This helps ensure the motor and air end will continue to deliver compressed air to the system. If a coupling fails, this can be a time-consuming repair.

The easiest of the predictive maintenance options is to monitor pressure, temperature, power and flow. With current technology, continuous monitoring is low-cost compared to 15 to 20 years ago. Monitoring and reporting through internet of things or sensors allows trending of collected data to identify patterns of increasing temperatures, flow or power or decreasing pressures. A service provider can help identify these critical patterns, predicting where you may need additional capacity to satisfy the changing demands of the facility.

Stop the leaks with predictive maintenance Maintaining an ongoing leak identification and repair program can ensure the demands on the system are as low as possible, potentially extending the life and performance of the compressor. Even small leaks can add up quickly, increasing energy consumption and limiting available system capacity.

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Compressed air leak studies can be conducted with a wide range of available tools. The lowest cost is the water and dish soap method, the same way a puncture on an inner tube is located.

This can be used for small critical areas, but it is not an efficient or viable method for a full plant air audit. More advanced tools, such as ultrasonic leak detectors, amplify the sound of a compressed air leak and based on the intensity of the sound and pressure of the system, a rough calculation can be done to determine the approximate leak flow.

Over the past few years, technology has dramatically improved leak detection. Acoustic imaging uses multiple microphones on a device that superimpose color patterns on an image from a camera to visually represent the intensity of a leak in a system, sometimes from hundreds of feet away (see Figure 4).

Both the ultrasonic and acoustic imaging devices are calibrated to the specific frequency of a compressed air leak so they can be used without needing to shut down production. Once identified, the leaks should be tagged and repaired based on prioritization of intensity. Reduction in compressed air leaks can offer many benefits: Reduction in compressed air demand: Allowing for gain in capacity of compressed air availability for expansion or additional manufacturing equipment.

Lower in energy costs: For a properly controlled system with energy efficient products, reduction in demand will reduce energy consumption by the system.

Improved pressure dewpoint: Moisture molecules will seek out dry conditions. Turbulence at the leak area will allow migration of moisture into the compressed air lines. The difference between 40°F and -40°F is about 3.7% moisture content. It does not take much to deteriorate a dewpoint that can take significant energy to achieve.

Power consumption monitoring Thermography is a visual representation of temperatures in the area being investigated. Hot areas are shown as red, while cool areas are blue. Identifying electrical areas with high temperatures can indicate loose connections or high amperage areas that have the potential for failure.

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Equipping yourself to see temperature is relatively simple; low-cost tools that work with cell phones can help identify hot spots in electrical panels and motors. This helps to determine if simple components like thermal valves are doing their jobs properly. More advanced and accurate tooling is also available or you can engage experienced professionals who understand acceptable tolerances and required standards.

Tying back to preventive maintenance, tightening electrical connections should be a part of routine practices. However, if there is a component issue, simply tightening connections may not resolve the underlying problem. Temperature monitoring can also detect high bearing temperatures in both the motor and air end, as well as high discharge temperatures and issues with the lubrication system, making this a valuable predictive tool as well.

Analyzing compressor vibrations One of the easiest and most cost-effective steps in predictive maintenance is vibration analysis.

When done regularly, vibration analysis monitors the health of a compressed air system from installation and provides an in-depth view of what is ailing the system — and more importantly, what could ail any system in the (near) future.

Vibration analysis can be done through service providers at regular intervals or can be done on a continuous basis with sensors. Vibration sensors measure the level of vibration frequency to help determine imminent failure points within the compressor. With the right equipment and training, professionals can determine exactly what component is failing.

Several problems may be identified using vibration analysis including a developing issue with a thrust or radial bearing and if the problem lies in the internal race, outer race, ball spin or cage. Also, early-stage lubrication bearing issues like spalling, pitting and cracking can also be identified. Other detectable issues include bearing wear, misalignment, rotor imbalance or something as simple as general looseness.

Vibration analysis is an important tool to use regularly to keep your air compressor properly maintained and running as efficiently as possible (see Figure 5).

Plant engineering — www.plantengineering.com

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FIGURE 4: Visual representation of a compressed air leak through an acoustic imaging device. Courtesy: Hitachi Global Air Power

Predictive maintenance beyond the air compressor Predictive maintenance should also be performed on air treatment equipment. Issues with dryers and moisture in the system, for example, can dramatically affect operations downstream. The best way to monitor moisture content is with a dewpoint meter downstream of the dryer and filters, preferably in the dry receiver tank.

If there are operational deficiencies in the cleanup equipment, the first sign of underperformance will be in pressure dewpoint increasing. Trending this data could provide an alert to a pending failure of the dryer or simply overloading due to dirty or clogging heat exchangers.

Predictive and preventive maintenance play a critical role in keeping air compressor systems reliable and efficient. By understanding what to inspect, what to test and how often — and by building in air power redundancy — you can strengthen system resilience and help ensure the facility has a dependable fourth utility. PE

FIGURE 5: Every compressor has its own vibration signature and documenting and tracking that unique vibration allows the owner to “see” several performance issues. Courtesy: Hitachi Global Air Power

Steve Briscoe is Senior Director, Hitachi Air Centers at Hitachi Global Air Power.

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ENGINEERING SOLUTIONS PREDICTIVE AND PREVENTIVE MAINTENANCE

Courtesy: Adobe Stock

Janelle Armstead-English, Seeq Corp., Chicago

How to avoid downtime with predictive maintenance

By strategically deploying advanced analytics and AI to existing systems, users can increase plant reliability, operational efficiency and production uptime via predictive maintenance.

I

n the process industries, there is often a thin line between reliable production and costly disruption — and many plants are required to run nearly continuously with limited windows to take equipment offline for maintenance. As asset fleets age, product portfolios expand and regulatory expectations around safety, emissions and reporting increase, manufacturers face several challenges in the pursuit of maximizing uptime.

With this backdrop in mind, one of the key differences between a plant that runs reliably and one that struggles with unplanned downtime is how effectively it uses its available data. That information can exist in multiple places and if it is siloed or buried in spreadsheets, it can be difficult to know where to start.

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When the data is available for proper analysis, it unlocks the ability to apply a predictive maintenance strategy that empowers plant personnel to address potential issues before they become outright failures and sources of downtime.

Conventional data wrangling challenges As analytical technologies have matured, engineers in the process industries are approaching data challenges differently than in the past. Previously, 80% or more of analytics software time was spent on manual tasks within spreadsheets, such as collecting, cleansing and preparing data, which left minimal time for meaningful analysis (see Figure 1).

Automated analytics platforms and artificial intelligence (AI) are reversing that ratio, handling Plant engineering — www.plantengineering.com

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significant portions of the data preparation automatically and enabling engineers to focus on interpreting insights and driving action.

As a result, these subject matter experts (SMEs) can now quickly begin analyzing new datasets and they are scaling insights across entire enterprises using AI. Processors are leveraging this shift to strengthen predictive maintenance, which is accelerating the transition from understanding past events to anticipating future risks and determining optimal responses.

AI’s growing role in the process industries Meanwhile, AI is increasingly optimizing process conditions, improving production quality and enhancing asset reliability. Its most relevant applications related to predictive maintenance are machine learning (ML) and generative AI and these technologies learn patterns from both historical and real time data. The most successful and only sustainable models, however, also consider the SME who understands the process details and imparts their wisdom to elevate the analysis, where AI amplifies the human in the loop. It then uses these patterns to forecast future operational behavior, detecting subtle signs of degradation that would be difficult or even impossible to manually spot.

When it comes to leveraging AI, the process industries have taken a cautious approach overall, recognizing that safety, product quality and regulatory compliance cannot be compromised. AI must be deployed on a solid foundation of robust processes, clear governance and high-quality data and most manufacturers are focusing on narrow, high-value use cases where models are well bounded, behavior is explainable and benefits are measurable.

The shift to predictive maintenance At its core, predictive maintenance is a shift from servicing equipment based on a calendar date — or because something has already failed Plant engineering — www.plantengineering.com

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FIGURE 1: These types of error messages are a common sight while trying to perform analytics in typical spreadsheet software. Courtesy: Seeq Corp.

— to servicing it based on its need, according to the data.

However, this data spans far beyond a handful of present sensor readings on equipment like a pump or compressor, also encompassing high-resolution time series information from process his- u torians, condition monitoring systems, lab and • Differentiate between quality information and more. It may also live burtraditional time-based (or reactive) maintenance and ied in maintenance reports, as well as in minor predictive maintenance trips or issues. strategies in the process When these sources are contextualized and anaindustries, identifying the specific operational, lyzed together, it becomes possible to estimate financial and safety benefits both the likelihood and timing of failure and then of shifting to a data-driven schedule interventions when they provide genuine and condition-based approach. value to throughput, quality and safety — not sim• Understand the three ply because a preset interval has elapsed. primary ways that modern Predictive maintenance sits at the intersecadvanced analytics and AI platforms enable predictive tion of asset reliability, process performance strategies. and margin protection and it is a key compo• Recognize the role of the nent of operational excellence that plants strive SME in applying AI to realfor. Furthermore, the same patterns that signal an world industrial use cases, as well as why human-inimpending equipment issue are often the patterns the-loop considerations that quietly erode yield, increase rework and push are critical for sustainable a plant off its emissions and sustainability targets.

AI-based predictive maintenance that scales For example, a pump operating off its curve, asset health indicators a fouled heat exchanger or a control valve that is and reduces unplanned downtime. sticking does not merely threaten the maintenance

Learning

Objectives

July/August 2026

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ENGINEERING SOLUTIONS PREDICTIVE AND PREVENTIVE MAINTENANCE

FIGURE 2: Users create a contextualized plant story in Seeq, an advanced analytics and AI platform.

Courtesy: Seeq Corp.

‘

Each plant has its own unique failure modes, which were historically managed via OEM guidance and local experience through periodic route-based

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inspections.

budget; it threatens the stability and economics of the entire unit. These production threats create the risk for off-spec products and other negative outcomes.

In continuous and batch operations alike, a single unplanned shutdown can translate into millions of dollars in lost production, off spec material and emergency work. Because plants are designed to run for long stretches and typically shut down at most only a few weeks each year for major turnarounds, there is limited room to absorb additional unplanned downtime. Time-based maintenance is expensive and conservative by design, yet it still leaves producers exposed to unexpected failures and it consumes resources that could be redirected to higher-value reliability improvements.

The diversity of assets inside a single complex further complicates matters. For example, this can include pumps, compressors, control valves, actuators, heat exchangers, furnaces, reactors, distillation columns, filters, membranes and supporting utilities.

Each plant has its own unique failure modes, which were historically managed via original equipment manufacturer (OEM) guidance and local experience through periodic route-based inspections, but these are difficult to standardize and scale. Fortunately, there are much more reliable ways.

Advanced analytics platforms provide for predictive maintenance For many processors, data fragmentation is the primary obstacle to predictive maintenance, with critical signals spread across disparate sys-

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tems. Without a unified, contextual data model, engineers must spend significant time manually consolidating information to answer even basic operational questions.

Modern analytics and AI platforms address this challenge by integrating and aligning data from multiple sources, automatically identifying anomalies and inconsistencies. They present insights through intuitive visualizations, including trends, heat maps and scatter plots, making emerging risks easier to detect (see Figure 2). As more labeled data becomes available, ML models continuously improve to deliver increasingly accurate failure predictions and more effective maintenance recommendations.

These platforms are built for high-stakes, datarich environments and instead of replacing workflows, they augment and layer on top of existing process historians, laboratory information management systems, computerized maintenance management systems, manufacturing execution systems and other data sources to create a single contextualized view of asset and process behavior. This means connecting the dots between asset performance and product quality, equipment degradation and energy intensity and control component behavior and batch cycle times in an all-in-one environment that engineers, operators and reliability teams can use without the need for custom coding or information technology-intensive workloads.

On the predictive maintenance front, advanced analytics and AI platforms help move plants from time-based to condition-based and predictive strategies in three key ways: • Cleansing and contextualization: These technologies help engineering teams remove noise, segment data by operating state and align equipment signals with batch, grade or campaign structures.

This transforms raw tags into rich, contextual datasets suitable for ML and advanced analytics.

• Producing asset-specific health models at scale: SMEs can build asset health indicators that reflect real world failure patterns, such as deviations from pump and compressor curves, declining U-values in heat exchangers, control valve stiction signatures, membrane resistance trends and more. Because these platforms support asset hierarchies and templated analytics, these models can be applied across hundreds or thousands of similar Plant engineering — www.plantengineering.com

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assets with consistent logic and key performance indicators, turning scattered information into enterprise scale programs.

• Providing closed-loop execution with maintenance systems: The predictive insights created within these platforms do not live in isolation.

Integrations with existing systems allow emerging health events to generate structured notifications and work orders automatically, converting model output into planned interventions, rather than emergency repairs and empowering maintenance teams to focus on high-value work. Feedback from completed work orders then flows back into the platform, refining models and reducing false positives over time.

Use cases prove effectiveness These two examples show how AI-enabled analytics turn predictive maintenance from a concept into real and measurable value.

Control valve predictive maintenance at scale: At one chemical manufacturing facility, engineers suspected control valves were contributing to reliability issues and process instability, but maintenance teams largely relied on OEM guidance and operator feedback to service components.

To drive the transition to a predictive approach, the team deployed Seeq — an analytics and AI platform — to integrate valve, process and maintenance data, enabling detection of issues like stiction and excessive cycling, along with collection of benchmark performance data across critical assets.

After initial success, the team scaled models across thousands of valves using asset hierarchies and visual tools to identify underperforming sites and equipment. This transformed isolated issues into a coherent, fleetwide program, enabling targeted maintenance, reducing control problems and minimizing manual analysis.

As a result, the company reported significant reductions in unplanned valve-related downtime events and measurable improvement in overall equipment effectiveness and process stability. All improvements were achieved without replacing existing hardware, demonstrating how predictive maintenance can deliver measurable operational improvements at scale with only small upfront investments.

Pump health indicator and condition-based Plant engineering — www.plantengineering.com

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maintenance: Another industrial chemical producer sought to reduce the cost and disruption of time-based maintenance on critical pumps and reactors, which often led to unnecessary overhauls and unexpected failures.

Using Seeq, the company’s reliability team developed an equipment health indicator from existing operational data, including flow, suction and discharge pressure, temperature, power draw and more. They cleansed the data to remove periods of recycling and abnormal operation, then assessed performance against pump curves and defined conditions to detect when assets were operating in each state.

With health scores and daily profiles in place, the team transitioned to condition-based maintenance, servicing pumps based on actual performance trends rather than fixed schedules.

Fleet-level views enabled prioritization of underperforming assets and standardization of best practices (see Figure 3).

This approach delivered approximately $200,000 in annual operational savings by reducing unnecessary maintenance and unplanned interventions, which improved equipment availability and process stability.

‘

On the predictive maintenance front,

advanced analytics and AI platforms help move plants from time-based to condition-based and predictive strategies in three key

’

ways.

Empowering people with predictive maintenance In manufacturing, effective predictive mainteu nance hinges on continuous data acquisition and access to contextualized equipment and process perPredictive formance insights. This requires empowering the maintenance insights people who understand the processes by placing u Process manufacturers can strengthen uptime, advanced analytics in their hands — without requirsafety and performance ing them to become expert coders — which enables by breaking down teams to resolve more plant issues prior to failure. data silos and using advanced analytics and This shift is not just about adopting new tools, AI to turn scattered but about changing how organizations think, coloperational information into actionable predictive laborate and improve. When time-series analytmaintenance insights. ics, institutional knowledge and AI are combined, u Predictive maintenance organizations unlock predictive insights, along helps plants shift from with the ability to make smarter and faster decicalendar-based repairs to condition-based sions. The next era of industrial performance will interventions, enabling be powered by data and AI, but driven by the peoearlier detection of P ple who know how to apply it. E degradation, fewer

Insights

Janelle Armstead-English is the Industry Principal for Chemicals with Seeq Corp.

unplanned shutdowns and measurable gains in reliability, efficiency and cost control.

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ENGINEERING SOLUTIONS SYSTEM INTEGRATION

Allan C. Wilson, EIT, Hargrove Controls & Automation, Houston

Ways integration can improve the next greenfield project

Courtesy: Adobe Stock

Early integration planning helps align vendors, control systems, data architecture and commissioning strategy before schedules tighten.

Learning

Objectives

u

•D escribe why early integration planning is critical in greenfield automation projects.

•E xplain how greenfield projects differ from brownfield projects.

•U nderstand the benefits of bringing system integration expertise into vendor conversations early.

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reenfield projects offer a rare opportunity: the chance to build systems correctly from the start. They are also among the most complex efforts an engineer will encounter in industrial automation. Large greenfield projects bring together multiple engineering disciplines, equipment and technology vendors, client stakeholders, third-party specialists and engineering, procurement and construction (EPC) teams — all working together to design and construct a facility from the ground up.

System integration is the process that makes sure all those elements work together. Automation systems, vendor packages, networking infrastructure, data architecture and operator interfaces must all function together when the plant starts for the first time.

On most greenfield projects, system integration is where problems become most visible, even if the problems originated earlier in the project.

By the time a project reaches commissioning and startup, the process design is complete, equipment is installed, vendors have performed factory acceptance testing and the schedule has very little flexibility left. At that stage, the control system integrator must bring all systems together — checking loops, proving interlocks, taking graphics live and beginning client training.

Integration is often the stage when earlier problems become apparent. If there were issues in communication six months earlier, they show up at this stage. If a design basis was loosely defined, it shows

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up in the integration stage. If a vendor package was purchased without fully considering how it would communicate with the distributed control system (DCS), it shows up during integration.

For engineers involved in a greenfield project, the implication is clear: integration planning cannot be treated as a late-stage activity. It must begin early, when process design and vendor selection are still evolving and system requirements are being defined. The opportunity to build systems correctly from the start of a greenfield project only pays off when integration planning receives the same early attention as process design, vendor coordination and startup preparation.

Why greenfield integration is different In a brownfield expansion or retrofit, the design basis already exists in physical form. There is a running unit, and operators know how it behaves and understand an established control philosophy.

Many decisions are one-for-one replacements with a defined list of improvements.

Greenfield integration is fundamentally different because that design foundation does not yet exist.

Automation architecture, networking, safety systems, data structures and documentation standards must be defined while the process itself is still being developed.

Control narratives drafted early in the project may need revision, data visibility expectations may expand and cybersecurity requirements may be stricter than anticipated. Once the operations team begin thinking through startup scenarios, they may request changes to graphics or configuration to improve the operability of the system If those conversations happen early, adjustments are manageable. If they occur during commissioning, when the schedule is compressed and resources are limited, the same changes become expensive and disruptive.

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On a recent large-scale greenfield project where Hargrove Controls & Automation served as the system integrator for a novel process scaled beyond pilot operation, the design basis evolved continuously, which is normal for a first-of-its-kind or first-at-scale facility. Early assumptions changed as the team learned more about the process, equipment limitations and operational expectations.

Because those discussions were happening early and were documented thoroughly, adjustments were incorporated before startup, allowing the operations team to meet schedule expectations set after the end of commissioning.

Integration is more than controls When people hear “system integration,” they often think about programmable logic controller (PLC) programming or DCS configuration.

In practice, integration planning reaches much further.

Every modern facility is interconnected across multiple systems. These systems may vary depending on the facility’s needs, but some of the most common include: • Vendor skid packages and third-party PLCs • DCS • Safety instrumented systems • Operational technology/information technology (OT/IT) network • Data historians and analytics platforms • Maintenance systems Each of these elements involves design decisions that affect how the facility operates long term.

These decisions ultimately shape how operators run the plant, how maintenance teams diagnose problems and how management evaluates performance.

Bringing system integration expertise into vendor conversations early, when specifications are written and bids are evaluated, allows for a smooth integration between vendor equipment and the plant control system. It reduces the risk of discovering during site commissioning that additional scope is required to meet client expectations. Integration planning protects the work already done by other disciplines.

Consider a vendor-supplied boiler package.

The skid may be engineered well, its local human machine interface (HMI) may function properly and the control loops may be tuned and stable.

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From a package perspective, it performs as specified.

However, if its integration with the plant DCS is poorly defined, the end user may face operational limitations and unexpected integration work during startup. The system integration team should ask:

FIGURE 1: Control engineer performing loop checks.

Courtesy: Hargrove Control & Automation

• Does the operator see the right alarms on the operator interface?

• Is the data captured in the historian in a format suitable for performance tracking?

• Can maintenance personnel trend runtime and fault history?

• Does the naming convention align with plant standards?

If those questions were not addressed during vendor specification and technical bid review, the integration team may be left solving those problems during startup.

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ENGINEERING SOLUTIONS SYSTEM INTEGRATION

‘

Clear and well-maintained documentation becomes especially important during commissioning, when teams need to understand how

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systems were designed to operate.

Insights

u

Integration insights u Integration is one of

the defining challenges of a greenfield project because it is the process of turning independent designs, vendor packages and stakeholder requirements into a facility that can operate as one system on day one.

u Successful greenfield

integration begins early, with disciplined planning, documentation and cross-functional coordination that reduce risk long before commissioning and startup expose problems.

Cybersecurity and data Data architecture and cybersecurity are frequently overlooked systems. If digital strategy, data visibility and cybersecurity are treated as separate conversations rather than integral parts of integration planning, they will collide during commissioning. By that stage, architecture changes are far more difficult and expensive to implement.

Engineers should view automation strategy, data architecture and process design as interdependent from the outset. Every complex control strategy influences how data is structured and how it can be analyzed later. Decisions made on piping and instrumentation diagrams and in control narratives shape the long-term usefulness of the information the plant will generate.

One project where Hargrove was involved highlighted this clearly: expectations around moving data between the operations network and the business network differed significantly among stakeholders. Some team members assumed that exporting data to a spreadsheet and transferring it via USB drive would be acceptable. In modern OT cybersecurity practice, that approach creates significant vulnerability. Addressing the issue required rethinking how data would be securely accessed, how it would move between networks and how those networks would be segmented. The decision impacted historian configuration, network design and user access policies.

Communication breakdowns can delay integration projects Integration alignment early in the project is a direct risk mitigation strategy. Large greenfield projects involve multiple engineering disciplines, EPC teams, vendors, client stakeholders and third-party specialists. Even with strong project management, communication gaps can develop. Within a small task group, alignment is usually straightforward, but

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across teams with different scopes and priorities, alignment requires deliberate effort.

When one group expects a standard that another group is not following, the discrepancy may go unnoticed until integrated testing begins. At that point, the schedule is tight, controls engineers are working against startup milestones and there is little room for extended design debates. If integration time has already been compressed due to earlier schedule delays, which is common, the pressure compounds.

Rework at that stage carries real cost. Controls engineers assigned to commissioning cannot easily be replaced or supplemented on short notice. Every hour spent redesigning or modifying configuration is an hour not spent progressing startup activities.

The financial impact is not limited to engineering hours; delayed startup affects production schedules, revenue expectations and stakeholder confidence.

Documentation is operational memory Documentation enables continuity and as the adage goes, “If it’s not written, it doesn’t exist.”

Robust design specifications, control narratives, testing documents and acceptance criteria are important examples of operational memory.

Greenfield projects often take several years from design through startup and operational memory can be lost along the way. If decisions are made in meetings but not captured in updated documents, those decisions effectively disappear. Team members may rotate out, vendors may change personnel and engineers may move to other assignments. As project teams change over time, institutional memory can fade.

Clear and well-maintained documentation becomes especially important during commissioning, when teams need to understand how systems were designed to operate. When questions arise about why a system behaves a certain way, the answer should be traceable to the agreed-upon design basis. When testing is performed, it should reference documented acceptance criteria and when procedures are written, they should align with current control logic and graphics.

Projects that invest early and heavily in documentation often find that commissioning feels structured and manageable. Projects that defer documentation updates until late stages may expePlant engineering — www.plantengineering.com

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rience confusion, redundant discussions and avoidable rework.

Involve commissioning early in integration Another common oversight is waiting too long to involve commissioning and startup specialists in the design process. Procedure writers and startup experts should be brought in early; their experience operating and commissioning systems can identify issues that are difficult to see during early design reviews. Their input helps ensure that control narratives, procedures and operator interfaces will support efficient commissioning and startup.

These specialists think in terms of operability, providing perspective and expertise that can be lacking from other disciplines. This can lead to a design team working through issues well before they impact schedule or budget: FIGURE 2: Control engineer operating a human machine interface.

• How will this sequence be executed Courtesy: Hargrove Control & Automation 26_006546_Plant_Engineering_AUG Mod: June 4, 2026 5:26 PM Print: 06/23/26 page 1 v2.5 in the field?

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SYSTEM INTEGRATION

‘

When testing and documentation are integrated into the design process, startup becomes a matter of execution rather than trou-

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bleshooting.

• What will the operator see during an abnormal condition?

• Is the alarm strategy clear and actionable?

• Does the procedure align with the control narrative?

When commissioning expertise is introduced early, feedback can be incorporated into the design basis. That alignment reduces friction during startup and shortens the learning curve for operators.

If those voices are introduced too late, such as after systems are built, the team may discover that while the design is technically correct, it is cumbersome to operate or difficult to commission efficiently. Greenfield success depends on designing with startup in mind. Addressing these challenges requires focusing on a few key integration priorities early in a greenfield project.

Three early integration priorities for plant engineers For engineers at the beginning of a greenfield project, three key integration priorities deserve early focus.

1. Establish structured, cross-discipline

communication Structure teams to encourage open communication. Define clear points of contact across process, electrical, instrumentation, automation, IT and vendor teams. Ensure that integration considerations are part of design reviews and technical bid evaluations. Encourage early identification of concerns, even if they seem minor. Problems identified early are usually manageable. When preventable integration issues surface during startup, they are much harder to resolve.

2. Protect team consistency and experience

Maintaining continuity on key integration roles helps preserve project knowledge. Experienced personnel who have worked with similar vendors or systems can recognize pitfalls quickly and prevent solutions that appear intuitive but create downstream challenges. When paired with strong documentation, minimizing turnover reduces integration risk.

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3. Build the design basis and testing

strategy from the beginning Integration planning should start with a clear understanding of how the system will be tested, commissioned and operated. Compliance with specifications, change management procedures and testing requirements should be defined before configuration begins. Establishing templates for control strategies, graphics standards, naming conventions and documentation practices helps ensure the system is built consistently and can be validated efficiently.

Plan for factory acceptance testing, integrated testing, site acceptance, commissioning and pre-startup safety reviews as part of the initial strategy. When testing and documentation are integrated into the design process, startup becomes a matter of execution rather than troubleshooting.

Designing for Day One of operation Ultimately, integration planning determines how well a new facility performs when it first comes online. During startup, operators depend on clear graphics, accurate alarm behavior, accessible data and well-defined procedures. Maintenance teams rely on meaningful trends and diagnostics, while management depends on reliable performance data.

When integration planning begins early, these needs can be addressed before on-site activities begin. When it is treated as a final technical task rather than part of the overall design process, teams are more likely to encounter avoidable rework during startup.

Successful greenfield projects coordinate process design, automation strategy, data architecture and commissioning planning from the beginning.

Doing so helps ensure that automation systems, vendor equipment and operational workflows function together as intended when the plant finally comes to life. PE Allan C. Wilson, EIT, is a Hargrove Controls & Automation Engineer at Hargrove Controls & Automation. Hargrove Controls & Automation is a certified member of the Control System Integrators Association (CSIA).

Plant engineering — www.plantengineering.com

7/28/26 10:03 AM

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ENGINEERING SOLUTIONS SYSTEM INTEGRATION

Matt Thiel, ACS, Verona, Wisconsin

Ways to boost long-term facility performance with systems integrators Look at process-centric systems integration to prioritize core operational requirements that safeguard project budgets and long-term facility performance.

FIGURE 1: Above, high-performance facilities require total

I

technology synchronization between process hardware and the building’s mechanical and electrical support systems. Courtesy: ACS

n the current industrial landscape, research and development (R&D) and manufacturing expenditures have reached unprecedented levels, with global spending rising to an estimated $2.87 trillion in 2024 and trending toward a $3 trillion milestone in 2026. However, this investment often faces a common pitfall: the assumption that advanced hardware and software will naturally synchronize once the building is complete.

A process-centric approach flips the traditional model. Instead of fitting equipment into a predefined building footprint, the specific needs of the process, such as the “unit under test” or the production

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line, dictate the facility’s infrastructure. This methodology prevents the “outside-in” misalignment that frequently leads to expensive field changes, suboptimal workflows and missed data targets.

Manufacturing facility owners often start planning by focusing on building square footage or a specific piece of equipment, but this falls short of accounting for the complex relationship between the facility and the process it houses.

R&D test facilities have unique building requirements ranging from intricate foundations and complex large equipment to intense power necessities and tight control over temperature, sound, or vibrations. When the overarching goal is collecting vital data for decision-making, every piece of the facility must be designed, engineered and procured to meet the needs of that core process.

The evolution of systems integration The development of modern industrial facilities has historically relied on a linear project management model where each phase of design and conPlant engineering — www.plantengineering.com

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struction occurs in a strict and sequential order with very little technical crosstalk. In this siloed environment, the client was typically an organizational leader burdened with daily operational responsibilities who was forced to act as the primary interface and technical translator between equipment vendors, design firms and various contractors.

This fragmentation meant that vendors made decisions based on their specific equipment needs while architects made decisions based on building footprints, often without a holistic understanding of how those choices might conflict. Historically, there was a common and flawed assumption that systems integration would happen effortlessly as a natural byproduct of the long-established designbuild process.

However, the late 1990s and early 2000s saw a dramatic increase in technological complexity. The rise of smart devices and advanced process technologies added layers of intricacy that required a more sophisticated approach. Modern systems integration (SI) has evolved from mere contractor implementation to a vertically integrated partnership.

Systems integrators must now bring together complex systems, deep process application expertise and digital tools to optimize asset performance.

This evolution is vital as labor trends leave internal teams spread thin. When internal resources are scarce, clients simply do not have the time or personnel to dive deep into complex SI engineering requirements. An integrator specialist understands what it takes for the entire system to operate as intended, expediting the learning curve for companies and shortening the time until tests or production lines are running.

The five pillars of integrated excellence To deliver a high-performance facility, SI must be managed through five strategic domains that serve as the backbone of the project.

1. Technology synchronization

Every facility has different goals based on the products it supports. R&D technology must incorporate everything required to create a simulated environment, including power necessities, temperature control, acoustics, vibration and data acquisition. Focusing on the core process first ensures the facility structure fits the technology perfectly, a concept often referred to as “inside-out” design.

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Consider the automotive test space, where the process is typically centered around a load system like an electric dynamometer. These systems are often force-cooled and electrically powered, necessitating major upgrades to electrical infrastructure and significant heat rejection capacities like chillers, cooling towers and air-handlers. If the load system is upsized, the integration manager must look at the “hand-in-glove” fit between the equipment and the facility’s ability to handle that increased heat load or electrical draw.

2. Integrated automation

Test automation systems are critical for operational efficiency.

FIGURE 2: Modern systems Historically, a human was responsible for executintegration prioritizes data ing nearly all steps of a sequence. Modern automatintegrity by using interoperaed testing relies on software, actuators and sensors ble automation platforms to to close control loops, allowing personnel to spend provide reliable and repeattheir time on higher-value analysis. Effective inteable performance metrics. gration ensures that these automation initiatives Courtesy: ACS maximize investment by delivering intuitive, flexible and reliable solutions.

The industrial internet of things and artificial intelligence have forced SI to evolve. A skilled systems integrator ensures that automated systems are not only interoperable but also secured. Integration of state-of-the-art software and data acquisiu tion systems enhances cybersecurity and prevents potential attacks. Protecting industrial operations is • Differentiate between a critical concern as manufacturing was identified traditional linear project management and a as the most targeted industry for the fifth consecrequirements-driven utive year, accounting for 27.7% of all cyber incisystems integration dents globally in 2025. Effectively integrating these approach to identify potential risks in facility means ensuring mechanical, controls and instrudesign. mentation systems maximize the investment while • Analyze the five pillars of protecting digital assets. successful integration —

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3. Stakeholder expectation management

Systems integrators bridge the gap between technical silos. It is the integrator’s job to initiate a discovery process with all stakeholders from end-users and data analysts to organizational leadership. Early, in-depth evaluation is necessary

Technology, Automation, Stakeholder Alignment, Capital Investment and Data Integrity.

• Evaluate a five-step life cycle for transitioning from conceptual process needs to a fully commissioned, operational asset.

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Investing in FEP early allows for maximum influence over the total project cost. An experience-based rough order of magnitude budget helps establish a data-driven path forward, minimizing risk before significant capital is committed. Furthermore, a process-centric view helps companies see the big picture beyond just the construction cost per square foot. It includes long-term operating costs, product flow efficiency and labor optimization over the life cycle of the facility.

5. Data-led design

FIGURE 3: Front-end planning and process-centric design ensure that facility infrastructure is engineered to meet the specific technical requirements of the core equipment. Courtesy: ACS

majority of total

to identify and hone expectations that might otherwise be vague.

Client teams are often dedicated to their day jobs, product planning, development and manufacturing, which hinders their ability to devote the time required for a complex capital project.

When leadership must balance the long-term commitment of a future asset against the pressures of daily operations, immediate operational needs will almost always take precedence. A systems integrator alleviates this pressure by providing dedicated technical oversight and keeping all parties aligned on the project’s technical goals.

cost deviation

4. Strategic capital investment

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Studies show

that design changes account for the vast

in construction

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projects.

According to the Institute Project Management PMI Pulse of the Profession 2025 Report, high-performing projects — those where teams facilitate strategic decision-making — achieve significantly higher budget adherence. Strategic SI leverages front-end planning (FEP) to align technical requirements with organizational strategy, reducing failure rates compared to projects lacking this early alignment.

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The ultimate product of an R&D facility is data.

This necessitates early specification of the required data acquisition systems and storage solutions.

Keeping a process-centric focus means developing a data acquisition channel list early to create a “design freeze.”

A design freeze is a method used to mitigate the risks associated with potential change and keep the project focused. Studies show that design changes account for the vast majority of total cost deviation in construction projects; a design freeze controls these changes and ensures stages are completed on time. For example, when designing a battery test facility, both the client and systems integrator must understand the current and future voltage/current limits of the units under test to inform the location and integration of data equipment within the facility.

The life cycle of a process-driven project Successful SI spans the entire project timeline, moving through five distinct phases.

PHASE 1: Plan (FEP) The planning phase is where the client and integrator define “acceptance criteria,” effectively answering what project success looks like. This includes analyzing requirements, constraints and the relationship between the facility and equipment. This phase is one of discovery, investigated on the front end rather than after the fact, informed by all involved parties including facility managers, operators and stakeholders.

PHASE 2: Design (engineering and coordination) With the plan in hand, the systems integrator bridges the information between the process sysPlant engineering — www.plantengineering.com

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tems and the facility design. Designing from the “inside out” ensures that the testing requirements and product goals drive the facility design rather than the other way around. Key tasks include specifying and procuring process equipment early; due to long lead times, this must happen at early stages to prevent project delays.

PHASE 3: Build (technical execution) During construction, the team works with skilled trades to ensure the conceptual design becomes reality. Scrutiny through the lens of SI is required to manage technical implementation across scope, schedule and budget. For fast-tracked projects, construction may begin before design is 100% complete; an integrator ensures that the best technical data is available to develop early site and foundation packages that still accommodate the final equipment needs.

PHASE 4: Start it up (commissioning) Bringing a facility to operational readiness is a team effort. The systems integrator performs comprehensive commissioning and acceptance testing based on the criteria established during the planning phase. This verification ensures the testing goals have been met and the final facility matches the design intent.

PHASE 5: Use it (handover and training) Handover is not done in a snap; it demands thorough documentation and dedicated training to ensure teams are ready to go. A project is only truly finished when the end users have the capabilities to acquire all the data required to meet their R&D or production goals effectively and safely.

Futureproofing through scalability A process-centric design must account for the need for technology to scale or change. R&D throughput needs will inevitably increase. Incorporating future growth goals into technology decisions, whether hardware scalability or software data storage allows an organization to meet changing demands without major structural renovations.

For example, a customer might have a five-year plan for electrical upgrades. A systems integrator identifies how available electrical capacity in the current facility should be allocated for immediate Plant engineering — www.plantengineering.com

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needs versus reserved for future phases. By pushing goals from initial desires to possibilities in the next five to 10 years, a project’s budget is better allocated to sustain continued innovation well into the future.

Avoiding systems integrator pitfalls Designing around a space plan or an “outside-in” FIGURE 4: Rigorous commissioning and accepstrategy often results in a disjointed connection tance testing verify that between process equipment and facility infrastructhe final facility aligns ture. This can lead to suboptimal situations, such as with the original process a test cell layout where the test stand does not align requirements and is with the door, requiring difficult and inefficient ready for full operational maneuvering of test articles. Without the holistic use. Courtesy: ACS viewpoint of an SI specialist, these inefficiencies are often only discovered during construction or operation, leading to costly rework.

The process-centric approach addresses core u conceptual requirements and physical facility constraints at the same time. By starting with a clear Systems integrator insights vision of the project’s primary objective, which repu A systems integrator resents the heart of the process, the team ensures helps manufacturers avoid the surrounding building is engineered specifically costly misalignment by to support that core. This streamlined methodolousing a process-centric, inside-out approach that gy guarantees that products are tested or mandesigns the facility around ufactured safely and efficiently while providing the specific needs of the test or production process companies with the high-quality data they need to rather than around building bring their best innovations to market. size or isolated equipment As industrial plants become more interconnectdecisions. ed and data-driven, the role of a dedicated systems u Across planning, design, construction, integrator is becoming a corporate standard. By commissioning and adopting a process-centric strategy, manufacturfuture expansion, the ers can ensure their facilities are flexible, scalable systems integrator aligns technology, automation, and capable of delivering the innovative products stakeholders, capital that drive market leadership. Organizations that strategy and data requirements so facilities harness the value of integration today are a sigoperate efficiently, scale nificant step ahead of the competition, paving the effectively and deliver the path for SI to be the industry-accepted norm rathperformance and insights companies need. er than the exception. PE

Insights

u As industrial plants

Matt Thiel is Director, Integration Engineering at ACS. He leads a multidisciplinary team specializing in the integration of complex test equipment, facility workflow and commissioning for global leaders in the automotive, aerospace and manufacturing sectors.

transition into hyperconnected hubs of automation and data, traditional building-first construction models are failing to meet technical demands.

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ENGINEERING SOLUTIONS ENVIRONMENTAL HEALTH

Gregory Nolan, Hitachi Global Air Power, Michigan City, Indiana

Keys to maintaining improved environments for compressed air systems The quality of compressed air begins with the ambient air the compressor “inhales,” which can be impacted by the location and design of the compressor room, ventilation and health and safety factors.

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ir compressors come in several different designs, including oil-flooded rotary screw, oil-free rotary screw, reciprocating and centrifugal. While they share similar requirements for intake air quality, utilities and serviceability, other factors, such as size and plant operational needs, will vary by compressor type and application.

FIGURE 1: An installation that is clean, well-organized and well planned is also a safe environment for personnel. Courtesy: Hitachi Global Air Power

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Compressed air is commonly considered the fourth utility, often as important as electricity, water and natural gas. Without it, production grinds to a halt. Given the installation and operation investment for a compressed air system, optimizing the compressor’s performance and longterm reliability is critical.

Health, safety for those using compressed air First and foremost, the health and safety of personnel is paramount when planning to add new or updating equipment in plant layouts. Compressed air equipment should be installed to eliminate or mitigate hazards to those at risk, including operators, maintenance and manufacturing workers. A quick overview of possible hazards to keep in mind are high noise levels, high temperatures, chemical exposure, rotating equipment and electrical hazards.

Best practices for hazard mitigation include isolating excessive noise producing compressors away from personnel, providing proper personal protective equipment to operators and maintenance employees and locating electrical panels and valves where lock out/tag out equipment can be easily installed. The compressor room should also have sufficient entrances and exits to move in and out of and to service the equipment safely.

In addition, compressor fluids, cleaning supplies and water treatment chemicals need to be properly Plant engineering — www.plantengineering.com

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FIGURE 2: Ducting that allows the hot exhaust air from the heat exchangers to be ducted into the building during the winter season and directed away from the building in the hot summer months. Courtesy: Hitachi Global Air Power

stored and labeled for the safety of workers in the compressor room.

For further guidance on identifying and mitigating hazard exposure, consult resources from organizations such as Occupational Health and Safety Administration, Mine Safety and Health Administration and National Fire Protection Association.

Location, layout of the compressor room Room design goes hand in hand with optimizing compressed air systems, as a room’s layout can affect the compressor’s performance, reliability and maintenance. While a dedicated room for your compressed air system is nice to have, many facilities also house boilers, chillers, pumps and other industrial equipment in the same room. These types of equipment can significantly influence the compressor environment.

Equipment placement can affect the operation of compressors, dryers and filters. Room temperature, for example, can limit compressed air dryer performance and prevent it from removing the proper amount of moisture. Compressed air treatment equipment is often located in the same room.

Some considerations include: • How much heat might be added to the room by compressed air dryers, boilers, pumps or heat exchangers?

• Could chiller or boiler exhaust contain chemicals that could be ingested by the compressor?

• Is it necessary to store water treatment chemicals being fed to the boiler and/or chiller?

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When positioning all equipment, it is important to envision a plan for maintenance. Lifting equipment may be required to change oil/air separator elements for large compressors. Space must be available for pumping out and replacing compresEquipment placesor fluids, as well as accounting for room to remove

motors (main and fan), the compressor pump and ment can affect fluid or air heat exchangers. These are some of the heaviest components, typically weighing several the operation of hundred pounds, so the location will either need compressors, built in overhead cranes or allow for forklifts or portable lifting frames to maneuver. dryers and filters.

Proper airflow around the compressor is another key element. Adequate ventilation will allow for proper compressor operating temperature control, which is important regardless of the compressor’s cooling system. Compressor packages will need to be supplied with the air volume specified by their technical data sheets for both compression and cooling. Poor ventilation can reduce the life expec- u tancy of components, such as electric motors, electrical controls and heat exchangers, by causing the • Identify how compressor room design and compressor to run above its normal operating temenvironmental controls peratures. This condition drives up the operation protect personnel from costs and reduces equipment life. safety hazards.

One benefit of proper ventilation is the oppor• Understand how the operating environment tunity to recover the heat exhausted from the cominfluences compressed pressor package. This heat can often measure in the air quality, component longevity and system tens of thousands of British thermal units and can reliability. be used in production processes or to heat working • Apply best practices spaces to save energy. and considerations when An example of heat of compression recovery is its planning and designing a compressor room, use in textile manufacturing production processes. including layout, ventilation, In one case, a heat exchanger was added to the comfiltration and expansion pressor fluid system to preheat water being fed to the considerations.

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ENGINEERING SOLUTIONS ENVIRONMENTAL HEALTH

boilers for steam production. Recovering this heat lowered natural gas consumption, which lowered energy costs by nearly $20,000 per year. The additional cost of the heat exchanger added to two compressors was less than $15,000, yielding a projected return on investment in less than nine months.

Planning the compressor room and system layout should also account for possible contamination sources. Proper location and equipment placement can help minimize exposure to particulate, moisture and chemicals that can damage compressor components or fluids. These environmental factors directly influence the quality of compressed air delivered to the facility, which is critical for both system performance and reliability.

FIGURE 3: Example of a dirty air inlet filter during service. When subjected to high particulate environments, its lifespan can be reduced from three to six months to a few hundred operating hours. Courtesy: Hitachi Global Air Power

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Planning the

compressor room and system layout should also account for possible contamination

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sources.

Compressed air quality: moisture and condensation With the compressor environment and its impact on operation addressed, it is equally important to focus on maintaining the quality of compressed air itself.

Compressed air treatment removes moisture, particulate and oil vapors to meet a facility’s specified air quality requirements. There are different treatment levels, which vary depending on the application. For example, paper production has different air quality needs than food processing and quality is measured against standards set by the International Organization for Standardization (ISO).

Anything in the inlet air of the compressor is concentrated during the compression process. To produce 100 pounds per square inch gage, ambient air is compressed at a ratio of 7.8 to 1, concentrating any vapors by a factor of eight. Water vapor is the most common contaminant found in ambient air and moisture is inherently present in almost all compressor operating environments. The moisture quantity can be substantial: a 100-horsepower compressor exposed to average ambient air conditions of 75°F, 75% relative humidity and is at sea level can ingest over 68 gallons of moisture in a 24-hour period. This moisture must be maintained as a vapor throughout the compressor to avoid condensation.

Most compressors are designed to handle this moisture content without immediately diluting and damaging the compressor fluid; however, prolonged exposure or higher-than-normal mois-

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ture loads can lead to compressor component degradation.

For instance, when compressors are near cooling towers or other processes that release water vapor into the intake air, condensation can occur within the compressor. This dilutes the fluid, reducing its ability to lubricate components such as bearings, accelerating wear on seals and other elastomers and causing cast iron and other ferrous metals to rust.

Condensed moisture can also cause compressor fluids to exhibit decreased pH, increased viscosity and the breakdown of additives and base fluids.

Approximately 65% of the ingested moisture is condensed by the aftercooler on or near the compressor. Most of the remaining moisture will condense in filters, air storage tanks or is removed by air dryers. This untreated water cannot be discharged directly into floor drains or onto the ground due to environmental regulations. Because the condensate can contain compressor lubricants, a system must be in place to capture and filter it before disposal.

Compressed air quality: particulate contamination Particulates in both ambient and within the compressed air system are a concern for many applications. High particulate environments include mining sites, paper manufacturing, cardboard production and textile manufacturing.

Compressor intake filtration is specifically designed to protect the tight tolerances found in compression chambers, which can be as tight as 0.001 to 0.002 inches. Intake filter elements must be designed to filter for particulate as small as 1 micron.

When subjected to high particulate environments, the filter element lifespan can be reduced from three to six months to a few hundred operating hours, which can increase maintenance costs.

When high particulate exposure is unavoidable, one option is to prefilter the air entering the compressor room or remotely locating intake filters away from high particulate concentration sources. Accounting for these measures early in planning can save time and money.

Here’s an example of the consequences of not accounting for the inlet location: A container manufacturer installed compressors in the center of the facility. The area appeared to be clean and the Plant engineering — www.plantengineering.com

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production equipment did not produce much particulate matter. Soon after operation began, the compressor’s controller displayed a high oil/air separator pressure drop warning.

The filters, designed to last a year under continuous 24/7 operation, had to be replaced at a cost of over $1,000 per compressor and the new filters showed contamination within a few hundred hours. Investigation found the compressors were drawing intake air from the receiving dock over 100 feet away, where idling delivery trucks discharged exhaust just inside the building. Relocating the compressor intake filter housings to the roof resolved the contamination problem caused by diesel exhaust particulate (see Figure 4).

Other particulate sources may also include rust, pipe scale and microbes. Proper filtration between compressed air system components (compressor, dryers, tanks, etc.) helps ensure ISO-level air quality is maintained.

Compressed air quality: oil or chemical contamination Oil contamination, such as aerosols and liquid hydrocarbons, can also affect compressed air quality and damage system components. Certain applications may require additional filtration to remove these contaminants and help protect compressors and downstream equipment.

Another major environmental concern for compressors is what chemicals are present. External chemicals, such as ammonia, chlorine or engine exhaust fumes can mix with compressor fluid during compression, potentially altering fluid characteristics and damaging components.

When planning compressor placement, it is wise to test ambient air in the areas where chemicals are present. Air samples can then be sent for analysis and air coupons can be placed to indicate the presence of harmful chemicals. After installation and start up, regular compressor fluid sampling is recommended to monitor environmental contamination. Early detection of chemical exposure helps prevent equipment degradation and supports consistent compressed air quality.

Compressor room growth Future growth of a compressor room should be considered during the initial design and before Plant engineering — www.plantengineering.com

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FIGURE 4: Water cooled to control noise since the compressors are on the production floor. Far enough from the loading docks to avoid truck exhaust.

Courtesy: Hitachi Global Air Power

installation. Factory expansion often involves added demand, so designing the air piping system with growth in mind can prevent pressure drops and flow issues, saving time and money. Some best practices include: • Sizing the primary header larger than initially required and building it in a loop that returns to the compressor room, allowing for multidirectional flow and minimizing pressure drop.

• Using rounded tee connectors in strategic places to allow for easier piping addition with minimal pressure drop.

• Locating sufficient storage tanks near high air usage points to help prevent pressure drops at other production areas.

• Installing valves in the headers to allow for adding piping without shutting down the entire system.

Carefully planning a compressor installation that accounts for maintenance, future expansion and environmental contamination protection is well worth the effort. Forward thinking design will maximize the return on investment and deliver a reliable, lower cost, steady supply of that vital fourth utility, compressed air. PE Gregory Nolan is the Service Trainer & Training Developer at Hitachi Global Air Power.

Insights

u

Compressed air insights u Most manufacturing

facilities rely on compressed air to operate. This article covers the environment in which the compressor is installed and its many effects.

u Read about best

practices when planning, installing and maintaining a compressed air system, including compressor room location and design, ventilation and health and safety considerations.

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ENGINEERING SOLUTIONS PREDICTIVE AND PREVENTIVE MAINTENANCE Mani Nambiar, Emerson, Austin, Texas

Drive up plant production, quality with asset management programs Replace reactive and preventive maintenance with asset management strategies that use continuous monitoring, analytics and intelligent sensors to avoid failures, eliminate waste and strengthen operational resilience.

M Learning

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•W ith the right asset management strategy, improved availability and reduced maintenance costs can be achieved simultaneously •P redictive maintenance costs less than reactive maintenance due to increased uptime and less unneeded servicing of assets in good condition •A ssets running at peak performance reduce energy costs, while driving increased throughput and higher quality.

odern reliability teams have come to understand that asset management is now a strategic imperative. Consequently, there is more urgency than ever to ensure that continuous operations remain truly continuous, with no unplanned downtime due to asset failures.

Global markets are increasingly volatile. To stay competitive, organizations need continuous operations, peak availability and lower maintenance costs — simultaneously. On the surface, accomplishing both cost reduction and improved availability may seem to be a contradiction, especially in the face of shrinking teams and few reliability experts.

However, with the right asset management strategy, improved availability and reduced maintenance spend reinforce each other. Predictive maintenance simply costs less than reactive maintenance and assets running at peak performance reduce energy costs and drive increased throughput and higher quality.

Forward-looking teams are exploring ways to implement and/or improve their asset management strategies. However, in the wake of a digital transformation boom, executives face an overwhelming technology landscape with too many point solu-

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tions and seemingly unclear pathways to return on investment (ROI). As a result, many teams stall before they even begin implementation.

Fortunately, there is a viable path forward and it is not nearly as challenging as many people think.

By approaching asset management with strategic clarity, clear technology alignment and expert-driven deployment, reliability teams can shift from isolated experiments to an ROI-driven strategy.

Aligning assets and budgets Many organizations already have a preventive maintenance strategy in place for their reliability teams, following standard manufacturer recommended practices to ensure their assets receive the attention they need. However, relying solely on preventive maintenance comes with risks.

First and foremost, in the era of workforce shortages and few available expert personnel, it can be easy for preventive maintenance schedules to slip when the right people are not available. If preventive maintenance is delayed or skipped, unnoticed asset issues can quickly turn into asset failures.

Even if a plant stays perfectly on top of its preventive maintenance schedule, the reliability team may be spending too much time and money by over-maintaining assets. If an asset is overhauled on a regular cadence, regardless of need, the team may be using parts and initiating outages that are completely unnecessary, as the asset may have months or years of remaining lifespan in its cu rrent condition. Worse, disassembling an asset that is running well runs the risk of introducing issues where there were none before — and if that asset is not maintained again until the next scheduled cycle, that issue could become a failure before anyone can intervene.

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Reliance on traditional reliability strategies is compelling, but failure potential is a powerful business case for predictive monitoring and analytics.

Consider the example of one large refinery that was vacillating on whether it wanted to invest in predictive maintenance technologies. Over the course of many meetings with the automation solutions provider, the team struggled to come to a final decision — until a major asset failure forced them to confront the cost of inaction. The team could see that the reactive nature of their maintenance strategy was incredibly expensive and more importantly, could use the asset failure example to demonstrate to management what the cost avoidance would have been if they had implemented the predictive monitoring they were considering.

The real-world impact was enough to drive the team to action to initiate a proof-of-concept project. They instrumented approximately 10% of their assets, mostly bad actors and used those pilot projects to demonstrate fast ROI. The key lesson? Real failures often reveal what models and spreadsheets cannot: reactive maintenance is far more expensive than predictive optimization.

Moving away from manual data collection What is the first step toward implementing a modern predictive maintenance program? Teams must move beyond the structural limitations of infrequent, manual data-gathering approaches.

Manual data collection every 30 to 90 days is too infrequent to detect early faults, degradation or root causes. Issues can develop quickly and teams need instant access to asset health to help them prioritize action. Manual rounds are also expensive in terms of personnel costs and can put employees in harm's way.

Modern reliability strategies depend on automated collection of data via continuous condition monitoring. By adding intelligent sensing devices to assets around the plant, teams can ensure data is collected at a regular cadence to power analytics tools and provide effective insight into machinery health (see Figure 1).

Continuous condition monitoring is particularly valuable for lean teams. As more assets around the plant are monitored automatically and removed from manual rounds, personnel are freed to focus on more valuable tasks. Moreover, if an organization Plant engineering — www.plantengineering.com

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FIGURE 1: Continuous condition monitoring replaces infrequent manual rounds with automated, high‑resolution data that reveals early degradation, emerging faults and root causes long before they impact production. Courtesy: Emerson

employs fit-for-purpose condition monitoring tools, the data will be clean and contextualized, ensuring it is ready to power machine learning and prescriptive analytics tools.

Asset management program success Most asset management programs begin with a proof-of-concept pilot program, but without a clear ROI model going into that pilot, many will stall or fail early. Yet, because many organizations are just beginning their modern asset management journey, they often struggle to define clear ROI goals that will help them succeed.

This is where working with an expert automation solutions provider can be a helpful first step.

A partner with decades of expertise in an organization’s specific industry can help identify industry-specific strategies the reliability team can replicate.

For example, at one large North American refinery, the reliability team knew it needed more data to stay ahead of chronic asset failures. The team relied on its information technology department, but the department identified low-cost, limited-capability sensors for implementation. But before committing to the solution, the team reached out to its automation solution provider, which connected them with expert personnel at another refinery in the refinery’s own enterprise who had implemented a similar program years before. The expert shared how the low-capability sensors would not deliver the actionable insight and effective ROI the team was seeking and they helped steer them toward

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more advanced sensors with predictive value.

FIGURE 2: A right-sized, criticality‑driven monitoring strategy aligns sensing technologies with asset risk — ensuring high‑value equipment receives continuous insight, while balance-of-plant assets use cost‑effective manual or wireless monitoring. Courtesy: Emerson

Asset criticality In addition to an effective focus on ROI, teams must also know what assets to instrument and how to instrument them. Assets vary drastically; for example, a cooling tower pump, boiler feed pump and compressor each require different monitoring frequency. Monitoring every process variable is neither practical nor cost-effective, so teams must follow a criticality-based strategy to ensure effective monitoring.

Monitoring typically ranges from: • Monthly manual routes: low criticality • Hourly wireless sensors: medium criticality • Continuous monitoring (once per minute or per second): high criticality • High-speed sub-100 millisecond monitoring: assets with catastrophic risk An effective, holistic asset management program will use multiple modalities matched to asset criticality instead of a single universal solution. By doing so, the team can focus its limited resources where failure generates the highest risk, ultimately delivering the highest ROI (see Figure 2).

Sensors to manage the assets In addition to ensuring the right assets are monitored, teams must also use the right sensing technologies. The most basic wireless sensors deliver only raw data, leaving teams drowning in unprocessed information. Even if a team has a deep bench of analysts — and most do not — the time spent turning that data into actionable information could be much better spent on other tasks.

To address these and related issues, forward-thinking teams are letting the sensors process the data, using high-capability intelligent sensing devices that turn data into actionable guidance before delivering their reports. These

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tools use edge analytics and on-board artificial intelligence (AI) to identify the most common causes of issues and to then deliver decision support alongside the data (Figure 3).

In practice, these tools save reliability teams significant time. At one specialty chemical site where the reliability team installed a series of intelligent wireless vibration sensors, upon activating the sensors the technicians immediately received notification of low lubrication on a rotating asset. When the team inspected the asset and checked their records, they discovered the asset was not only near failure, but it also had never been lubricated.

At another plant, an asset monitoring device reported a lubrication issue to the reliability team and they assumed the device was faulty because they had just lubricated the asset the week before the notification. Upon manual inspection, the team discovered they had used the wrong lubricant, an issue they likely would have missed had they relied upon manual rounds or low-capability sensors delivering only raw data.

The right intelligent sensing devices reduce the need for specialized analytics skill, a valuable differentiator when expertise is scarce.

Determine which assets to monitor A well-functioning asset may take years to begin degrading to the point where intervention saves resources. As such, instrumenting the plant’s best assets is not an ideal strategy for demonstrating the ROI of an asset management program.

Most plants without an asset management program have problem assets. These are the perfect targets for monitoring and analytics. If a team focuses on assets with known issues and includes enough assets to demonstrate ROI, typically in the range of 10% of all assets and then monitors and reports the data thoroughly to capture early wins from preventable failures, the likely result will be a high-quality, proof-of-concept pilot.

Advanced asset management technology Asset management success requires both advanced tools and human expertise. Teams not only need to identify the right sensing technologies, but also to implement them effectively based on asset criticality. Yet not every organization has the expert personnel on staff to accomplish those goals.

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This is another area where many teams drive successful programs by building expert partnerships with automation solution providers with a broad portfolio of sensors, software and services covering all asset classes. These organizations typically have internal Category 3 and 4 analysts – personnel qualified for advanced process and system analysis, optimization and problem-solving – whose expertise is essential for high-value diagnostics. Expert partners can help teams determine criticality, provide analysis support, coach teams during implementation and help continually optimize a program as the reliability team demonstrates success.

Another key advantage of working with an expert partner is their ability to help the organization future proof its investments. Today’s most successful reliability programs are built as part of an enterprise operations platform strategy, focused on seamless data mobility from the intelligent field, through the edge and into the cloud. Based on a unified data fabric, an enterprise operations platform strategy not only helps ensure solutions are seamlessly integrated for easier deployment and maintenance, but also prepares the team for future technological advancement.

As teams begin to demonstrate success at the plant level, many will want to move toward centralized machinery health management, first at the plant and ultimately across the enterprise. An expert partner can help accomplish this goal, designing with an enterprise operations platform strategy from the earliest stages to avoid silos of data that limit visibility and impede integration (see Figure 3).

Moreover, those same competencies will also deliver value as emerging artificial intelligence (AI) technologies elevate asset management capabilities.

The most advanced reliability tools already leverage AI for automated vibration analysis, pattern recognition, failure mode identification and prescriptive recommendations.

Yet that is only the beginning. Near-future AI will predict time to failure with increasing accuracy — but only if long-term, high-quality data exists.

Teams building an asset management solution based on an enterprise operations platform model are building the powerful data foundation necessary to unlock those capabilities and deliver competitive advantage in the years ahead.

Plant engineering — www.plantengineering.com

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‘

The right intelligent sensing devices reduce the need for specialized analytics skill, a valuable differentiator when expertise is scarce.

’

FIGURE 3: An enterprise operations platform unifies data from sensors, software and plants across the fleet, enabling centralized machin‑ ery health management, while building the long‑term data foundation required for future artificial intelligence‑driven reliability.

Insights

u

Courtesy: Emerson

Strategic asset management delivers increased success It is possible to simultaneously accomplish both cost reduction and improved availability and performance. The most effective asset management programs target the right assets, use the right tools, collect the right data, leverage expert partnerships and scale to enterprise analytics. This approach builds the data foundation for actionable decision support today and AI-driven reliability in the years ahead.

Teams that delay modernization risk widening competitive gaps as other organizations build predictive and, eventually, prescriptive advantage. Asset management is no longer just a maintenance program; it is instead a strategic component of operational excellence and enterprise competitiveness. PE Mani Nambiar is Vice President of Global Sales for Emerson’s Reliability Solutions business.

Asset management insights u Asset management

has become a strategic priority for reliability teams because it enables continuous operations, higher availability and lower maintenance costs by shifting from reactive and schedulebased maintenance to predictive, data-driven decision-making.

u A successful asset

management strategy aligns monitoring and sensing technologies to asset criticality, focuses early efforts on high-risk or problem assets and uses expert guidance and enterprise-ready data infrastructure to deliver measurable ROI and long-term operational advantage.

July/August 2026

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ENGINEERING SOLUTIONS ASSET MANAGEMENT

Julie Holmquist, Cortec Corp., Saint Paul, Minnesota

Building a culture of corrosion awareness for better asset management Corrosion control is an important aspect of asset management that should be incorporated into predictive and preventive maintenance routines.

H

ow do plant maintenance employees think about corrosion? Do they view it as an inconvenient but inevitable part of the plant life cycle? Or do they view corrosion control as an opportunity to save the company time and money? Even if they are aware of the deeper costs of corrosion, do they have the tools and know-how to prevent and manage it? Or do they settle for traditional methods of prevention that are outmoded and inefficient?

Building a culture of corrosion awareness and mitigation is an excellent way to take a plant’s asset

FIGURE 1: Rusty parts in need of restoration.

Courtesy: Cortec

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management plan to the next level of quality and value. By understanding the basics of evaluating, justifying, optimizing and adopting a corrosion mitigation plan, facilities can instill a proactive corrosion control mindset that overflows into plantwide benefits.

Evaluating facility corrosion risks The first step in developing a culture of corrosion awareness is to evaluate the need at a plant.

• What are the internal and external corrosion threats?

• Is the plant located in a warm tropical coastal zone where breezes are laden with sea salt?

• Are warehouses open to the environment or mostly closed?

• Are structures climate-controlled or subject to extreme temperature and humidity swings?

Oil and gas plants on the Gulf Coast or auto parts manufacturers in the heart of the Midwest “Rust Belt” will naturally be greater candidates for corrosion awareness initiatives than a distribution center for plastic parts in the middle of dry Arizona.

In the process of assessing risk, asset managers must look at the potential costs and savings of either implementing or neglecting corrosion control measures. A good place to start is total corrosion costs.

The Association for Materials Protection and Performance calculates the annual cost of corrosion at roughly $2.5 trillion and estimates that up to 30% of this amount could be saved through appropriate corrosion control practices. They conclude that this Plant engineering — www.plantengineering.com

7/28/26 10:15 AM

‘

Asset managers must look at the potential costs and savings of either implementing or neglecting corrosion

’

control measures.

represents potential savings of four to six dollars for every dollar invested in the effort.

Justifying corrosion mitigation General costs aside, individual plants should look at the potential cost of unplanned downtime from parts that have failed or are otherwise unavailable because of rust. The cost of unplanned downtime from any cause adds up more quickly in some industries than in others.

According to Siemens, it can range from more than $30,000/hour in the fast-moving consumer goods industry to more than $1 million/hour in an automotive plant. This averages out to potential losses upward of $600,000 across sectors. Even considering what would happen at one’s own facility if a major production line were shut down for a week from a rusty part in need of replacement puts the issue into perspective.

Another cost to consider is the value of warehoused spares and equipment. This could be anything from nuts and bolts to valves, pumps, offline boilers or backup turbines. Unpreserved idle parts can quietly corrode while no one is looking. This calls into question their integrity and potentially disqualifies them from use.

While this could lead to downtime, it also represents a potentially high cost when the value of degraded parts is considered. Warehouses full of corroded spares can easily represent thousands of dollars of losses that could have been prevented — or could be reclaimed — through proper corrosion mitigation.

Justifying corrosion awareness and mitigation also ties to the value and availability of storage space. While facilities with limited space may feel the need to build new warehousing to protect new goods from outdoor elements, this is not the only option. The right anticorrosion packaging materials can potentially transform an exposed, outdoor yard into an orderly storage space of thoroughly preserved equipment.

Plant engineering — www.plantengineering.com

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Optimizing corrosion control FIGURE 2: Rusty parts soaking in biobased solution.

In addition to understanding corrosion threats Courtesy: Cortec and justifying proactive mitigation, asset managers need to explore and understand the pros and cons of available technologies. One of the most practical and dependable methods of asset preservation relies on vapor corrosion inhibitor (VCI) technology. VCIs are especially suited to void spaces or packaging materials where corrosion inhibiting vapors u from said technology are trapped and allowed to adsorb on metal surfaces, forming a protective • Understand the direct molecular layer as long as the space remains closed. and indirect value of Unlike the results for nitrogen purge, commoncorrosion control in asset management. ly used to eliminate oxidation in industrial voids, • Review the importance the brief opening of a VCI treated space for inspecof basic corrosion control tion does not spell entire system failure nor demand training. costly reapplication.

• Learn the value of vapor corrosion inhibitors In contrast to desiccant or dehumidification sysover traditional forms of tems, VCI does not rely on moisture removal or eleccorrosion protection. tricity for effectiveness; it works even in the presence of moisture without a source of power. Often, removu al of VCI products is relatively simple or unnecessary, maximizing time to installation and startup.

Corrosion insights

Learning

Objectives

Insights

Adopting corrosion awareness and mitigation Even before a specific corrosion awareness initiative project has been approved by leadership, maintenance managers can work toward change by fostering a culture of corrosion awareness. During everyday projects and training, they can encourage employees to be on the lookout for areas where corrosion is beginning to start and encourage them to evaluate storage and layup conditions for idle equipment.

Once a full initiative is approved, training can become more intentional with instructions on how and when to apply products. This may include

u A proactive corrosion

strategy strengthens asset management by helping facilities reduce downtime, preserve critical spares and recover costs that traditional maintenance approaches often overlook.

u By being alert to

corrosion threats and understanding practical alternatives to more cumbersome and dangerous methods of corrosion control, facilities can save money and downtime — and even expand storage space.

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ENGINEERING SOLUTIONS ASSET MANAGEMENT

FIGURE 3: Restored metal parts ready for preservation. Courtesy: Cortec

FIGURE 4: Vapor corrosion inhibitor-emitting materials should be applied to electrical cabinets and replaced every two years.

Courtesy: Cortec

sharing the following insights about different segments of equipment preservation.

Restoration and preservation of rusted spares: Warehouses full of spares are a surprising trove of potential loss or treasure due to the combined value of critical pumps, valves and other costly idle equipment in storage. To completely discard and replace these corroded items could be a loss of tens of thousands of dollars.

Fortunately, many items can be reclaimed.

Employees managing these warehouses should be trained in the basics of rust removal to restore as many corroded components as possible. This can be as simple as filling one tub with a biobased acidic rust removal solution in which to soak the rusty part, a second tub with plain rinsewater and a third tub with an alkaline cleaner to neutralize the clean part and protect it against flash rust. These containers can be as small or large as needed to fit and completely immerse the rusty part.

Once the rust has been removed (a process that can take one hour to one day, depending on the severity of the rust and the concentration of the rust removal liquid), the component should be properly preserved. For this stage, employees should be thoroughly trained in appropriate packaging procedures and proper selection of corrosion inhibiting materials based on the size, component shape and storage duration.

Layup of process heating and cooling equipment: Whether working with a water treatment service provider or overseeing shutdown and startup themselves, maintenance teams also should be aware of the heightened risk for corrosion during layup and of the simple protective options that are available. Seasonal layup of boilers (in summer) and cooling systems (in winter) is a regular reminder of the importance of stewarding idle assets that are more vulnerable to corrosion when the normal water treatment chemistry is not in play. Rather than turning to cumbersome desiccants, accepting the costs of nitrogen blanketing and power-dependent dehumidification systems or doing nothing at all, application of VCI and companion layup materials is relatively simple, extremely versatile and effective. Little to no product removal is needed.

One way to apply VCI boiler layup chemistry is to place a water-soluble tube filled with VCI powder in an empty boiler after draining. Slitting open the tube allows corrosion inhibiting vapors to diffuse into the

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enclosure and protect surfaces during layup season (as long as all vents remain closed). At startup time, the product simply dissolves in the makeup water.

Dry sprinklers and insulated piping: Another area where VCI can come in handy for asset management is protection of dry sprinkler systems and insulated piping. Dry fire sprinklers are often protected with nitrogen purge, which tends to be more expensive and dangerous and less effective than VCI protection. Special application equipment used to distribute VCIs has been providing facilities with a practical way to reduce corrosion risks independently of electricity.

For insulated surfaces, corrosion under insulation is a serious concern because insulation not only traps moisture and condensation but also hides corrosion and makes remediation difficult. Protective coatings must be applied at the beginning of the component life because it may be too costly and laborious to remove and reapply insulation later.

VCIs offer a workaround because they can be injected through the existing insulation and allowed to migrate to the hidden metal surface. At least two versions have been created — one for lower temperature surfaces and one for higher temperature surfaces — allowing corrosion protection on existing assets.

Fighting structural corrosion: Maintenance crews should also be attuned to the needs of concrete and metal surfaces. Concrete floors in high traffic environments with exposure to chemicals, moisture and food are prime candidates for epoxy coatings. In addition, concrete prefab walls can benefit from a periodic coat of surface-applied corrosion inhibitors and water repellents to fight corrosion on reinforcing metal and discourage the ingress of water and other corrosives.

Metal structures like beams, tanks, railings and stairways should automatically be protected with paint, which maintenance crews should inspect annually to look for signs of wear or corrosion that indicate the need to recoat. A rust-converting primer can be helpful for passivating rust on surfaces that are difficult to sandblast and/or where rust has not progressed very far. Anticorrosion paints, preferably in a one- or two-coat system, should only be applied after surfaces have undergone thorough surface prep. PE Julie Holmquist is a Marketing Content Writer at Cortec Corp.

Plant engineering — www.plantengineering.com

7/28/26 10:15 AM

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