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 © 2009 Swagelok Company

In times like these, you need more than the right product in the right place. That’s
why, at Swagelok, we take training to heart. Working side by side with you to improve

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swa4778-04_PlantServices_AR_20090904.indd
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 table of contents
January 2010 / Vol. 31, No. 1

features
20 / COVER STORY
Wanted: Wasted energy
Capture the reward of higher efficiency

26 / COMPRESSORS
Taming Multiple Compressors
Compressor sequencers are not all equal if the system
is complex

31 / LIGHTING
Upgrade Inefficient Hibays
You’ll see your way to better reliability and cost savings

34 / INSTRUMENTS & CONTROLS

Online Training for I&C
The ups and downs of learning instruments and controls
over the Web

Exclusives specialists
15 / Human Capital
Save money with certified used, surplus electrical
equipment Supervisors and
Keep business competitive and safe while cutting landfill waste Self-Directed Work Teams
and saving the environment Setting a reasonable span of
control is the most effective
www.PlantServices.com/articles/2009/204.html
approach
Exploring the value of living RCM 17 / Asset Manager
In this pilot project, a municipal electricity utility teamed with
Asset Lifecycle
OMDEC to explore the value of living RCM in actual operation
Management
using live client data.
Characterized by complexity,
www.PlantServices.com/articles/2009/196.html it’s driven by risk
19 / Technology Toolbox
Motor Efficiency
Standards
A worldwide effort will shrink
the energy footprint of motor
systems
42 / Energy Expert
What Happened
at Copenhagen?
More than you might have
been lead to believe

Leveraging the power of intelligent motor control to

maximize HVAC system efficiency
Because HVAC systems comprise a large amount of a building’s columns and departments
operating costs, it makes sense to ensure these systems are
running as efficiently as possible. 7 / FROM THE EDITOR 12 / YOUR SPACE
www.PlantServices.com/whitepapers/2009/ Wild Ride Operational Excellence
016.html Are you ready to end this However you define it, the
recession? foundation is reliability
Maintenance planning 8 / UP AND RUNNING 37 / IN THE TRENCHES
Begin with the basics Getting Ahead, Staying Ahead What’s It to Ya?
http://www.PlantServices.com/articles/2009/205.html • NEMA Announces Smart Acme’s harassment policy
Grid Standard comes front and center
Students are demanding and getting industrial
training choices 10 / WHAT WORKS 39 / PRODUCT FOCUS
The key to providing every student with an affective learning Condensing Boilers
40 / CLASSIFIEDS / AD INDEX
experience is to offer a full menu of choices. Boost Efficiency
www.PlantServices.com/articles/2009/221.html Gas consumption cut 25% in
Connecticut

www.PLANTSERVICES.com January 2010 5

PS1001_05_TOC.indd 5 1/8/10 1:03 PM

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 Putman media, inc.
555 W. Pierce Rd., Ste. from the editor
301, Itasca, IL 60143 paul studebaker, cmrp
Phone: (630) 467-1300,
Fax: (630) 467-1120

mike brenner
Group Publisher
mbrenner@putman.net

editorial staff Wild Ride

paul studebaker, cmrp
Editor in Chief Are you ready to end this recession?
pstudebaker@putman.net

russell l. kratowicz, p.e. cmrp It’s January in Chicago, when tem- thawing, energy prices are going back
Executive Editor
russk@putman.net peratures plunge, snow falls and often we up, carbon caps are coming, the Dow’s
find ourselves starting the car and letting rising, and unemployment appears to be
Alexis Gajewski
Associate Editor, Digital Media it idle to warm up while we brush and bottoming out. Opportunities already
agajewski@putman.net scrape winter’s wonders off the glass and abound for businesses that thrive when
stephen c. herner
lights. I was doing that with my 1992 Civic people are watching pennies (food pro-
Group Art Director (253,000 miles) the other day when I no- cessing, repairs, energy), and soon your
sherner@putman.net ticed a pretty solid knock coming from the customers and your employees will again
jennifer dakas cold engine. It was the kind of knock that be able to choose where to spend their
Art Director goes straight to the heart of anyone who’s time and money.
jdakas@putman.net
had the experience of looking through the
david berger, p.eng. side of an engine block at a broken con- “Soon, your customers
Contributing Editor
necting rod (on three separate occasions). and your employees will
peter garforth The knock made a fine soundtrack
Contributing Editor again be able to choose
as I brushed the snow off (or into?) the
sheila kennedy gaping rust holes around the rear wheel where to spend their time
Contributing Editor
openings. The corrosion isn’t structural, and money.”
joel leonard but it’s working its way around the
Contributing Editor
repairs I made a few years ago to the rear
bob sperber bumper cover attachment points. Are you ready for them? Can you take
Editor at Large And ah, the aroma from the tailpipe. advantage of the lessons learned and ef-
The car makes good power and gets great ficiencies gained during these lean times
publication services
mileage, but the all-original engine now for smoothly turning up production at
carmela kappel uses a quart of 5W-30 every 2,500 miles. new levels of quality, efficiency, and reli-
Assistant to the Publisher
ckappel@putman.net That’s not enough to explain the strange ability? Or are you looking at a plant full
odors it’s taken to emitting through the of patched-up equipment, attended by a
jerry clark
V.P., Circulation original cat. It’s due for an emissions test skeleton crew of disgruntled employees?
jclark@putman.net this fall; maybe I’ll learn something. The Conference Board says job sat-
jack jones Ten million cars were sold, but 14 isfaction is the lowest it’s been since it
Circulation Director million were scrapped in the United started tracking it in 1987. You laid off
jjones@putman.net
States in 2009 (700,000 under cash-for- your least valuable people, are you going
rita fitzgerald clunkers). In China, 8 million cars were to hang onto your best? Or, will you soon
Production Manager sold, and analysts expect the Chinese to be starting those long, costly searches
rfitzgerald@putman.net
buy 14 million in 2012. Draw your own for qualified replacements while you lose
claudia stachowiak conclusions, but I wouldn’t be surprised new business to your competitors?
Reprints Marketing Manager
Foster Reprints to see people standing in line to pay list- By the time I came back to the front
(866) 879-9144 ext. 121 price-plus for an ordinary new car in the of my car to finish cleaning the wipers,
claudia@fostereprints.com
United States before the end of 2010. the knock had subsided. Maybe the car
administrative staff Federally-funded state programs of in- will last another year, maybe not. Does
centives for purchases of energy-efficient anyone make duct tape in “Torino Red?”
john m. cappelletti
President/CEO
appliances, water heaters, and HVAC
equipment will be leapt upon like cash-
julie cappelletti-lange
Vice President
for-clunkers once people realize they’re
in effect only while the funding lasts. PAUL STUDEBAKER, CMRP, Editor in Chief
keith larson The frozen landscape for housing is pstudebaker@putman.net, (630) 467-1300 x433
V.P., Content

rose southard
IT Director www.PLANTSERVICES.com January 2010 7

PS1001_07_Editorial.indd 7 1/8/10 1:12 PM

 up & Running
Getting Ahead, Staying Ahead
The Business Roundtable’s Springboard Project issues final recommendations
Final recommendations from The Business Roundta-
ble’s Springboard Project are designed to ensure that Ameri-
can workers thrive after the economy rebounds. With a
widening gap between employers’ demands for more skilled
workers and workers’ skills, there’s an urgent need for a
better educated, trained workforce. The recommendations
highlight public policy changes and business-led initiatives
to overcome obstacles that threaten U.S. competitiveness.
The project’s members include a group of education and
business leaders, labor experts, union chiefs, academics,
foundation heads, and former government officials.
Business Roundtable says stagnant earnings and job instabil-
ity plagued American workers well before the recession began
because of low high school graduation rates, poor college
completion rates, and inadequate levels of education. Globally,
the United States ranks second-to-last among developed na-
resources
Notify the masses
Learn about ongoing developments in emergency mass
notification for industrial operations that process, use,
store, and distribute hazardous materials such as chemi-
cals, gases, and petroleum products. Federal Signal
Corp.’s 14-page report, “Planning and Developing Effective
Emergency Mass Notification Strategies for Hazardous
Industrial Applications in the Post 9/11 Era,” examines
issues ranging from planning requirements and methodolo-
gies to system development and newly available technol-
ogy. It’s in the library at www.federalsignal-indust.com.
Put PID tuning tips in your pocket
ControlSoft Inc.’s PID Loop Tuning Pocket Guide is
now available in its 4th edition. The new edition of this
concise, 12-page publication includes tuning instructions
for cascade loops and an expanded reference section on
common controllers. Find it at www.controlsoftinc.com.
How In-Ear Dosimetry Reversed an OSHA Citation
A free white paper case study, “QuietDose In-Ear Do-
simetry Is a Foundational Element of Dixie Industries’
Safety Program,” details how the Chattanooga, Tenn.
specialty forging and assembly operations company was
able to use in-ear dosimetry to better understand its
noise problems. Find it at www.hearforever.org/dixie.
8 January 2010 www.PLANTSERVICES.com
PS1001_08_09_UpRun.indd 8
tions in postsecondary completion rates.
American workers remain the most productive in the
world, but the country risks losing that edge if we don’t
foster opportunities and the expectation that workers must
upgrade their skills throughout their careers. Seventy-three
percent of the U.S Bureau of Labor Statistics’ projected fast-
est growing occupations over the next six years will require
some level of postsecondary or vocational credentials.
Furthermore, the occupations requiring the lowest qualifica-
tions are the least secure.
“Improving education is essential to building a bet-
ter trained and skilled workforce,” says William Green,
chairman and CEO of Accenture and chairman of The
Springboard Project. “This must be a top national priority if
America is to retain a leadership position in an increasingly
competitive global economy.
Find Safe, Reconditioned Electrical Equipment
Looking for a hard-to-find transformer replacement?
Need that motor control faster than the six-week lead
time from the OEM? The Professional Electrical Ap-
paratus Recyclers League (PEARL) offers PEARL
Link, where you can send an RFQ to the organiza-
tion’s 50 qualified equipment-rebuilding corporate
members with one click. Visit www.pearl1.org.
NRCA Releases Latest Roofing Manual
The National Roofing Contractors Association (NRCA)
is releasing the NRCA Roofing Manual: Architectural
Metal Flashing, Condensation Control and Reroof-
ing — 2010. The manual will complete The NRCA
Roofing Manual, which also includes Membrane Roof
Systems — 2007; Metal Panel and SPF Roof Systems
— 2008; and Steep-slope Roof Systems — 2009. Find
out how to obtain one or all on CD at www.nrca.net.
Facebook at the Factory?
IFS North America is releasing the results of a study
that shows that manufacturers want to see more in-
tegration between social networking tools and their
enterprise resources planning (ERP) systems, and
more social network-like, enterprise 2.0 functional-
ity. Get the details at www.ifsworld.com/us.
1/8/10 12:45 PM
 “We are recommending six initiatives – from creating
incentives for boosting postsecondary achievement rates to
making use of more innovation in and out of the classroom
to help close our growing skills gap. One aim is to drive a
double-digit increase in postsecondary graduation rates
during the next 20 years. Achieving this requires us to not
only advocate lifelong learning, but take an active role in
creating better educated citizens.”
The Springboard Project’s recommendations focus on im-
mediate and longer-term actions for government, business,
and educators to keep America’s workforce competitive
throughout the 21st-Century:
1. Use incentives to build a better-educated and trained
workforce.
2. Develop nationally-recognized workforce certifications
and credentials.
3. Communicate to workers valuable labor market and
related education information.
4. Bring 21st-century innovation to education. Reinvent
the delivery systems for more cost-effective outcomes.
5. Unlock the value of community colleges and two-year
institutions.
6. Foster lifelong learning. Encourage a mindset that
values lifelong learning as an essential priority.
NEMA Announces Smart Grid Standard
In conjunction with an address by Commerce Secretary
Gary Locke to GridWeek, the National Electrical Manufac-
turers Association (NEMA) has announced the completion
of SG-AMI 1-2009 Requirements for Smart Meter Upgrade-
ability, its first Smart Grid standard.
SG-AMI 1-2009 was developed by a team of meter manufac-
turers and electric utilities to provide guidance to utilities, state
commissions, and others that want to deploy advanced metering
infrastructure (AMI) before completion of the standards work
identified in the National Institute of Standards and Technology
(NIST) Smart Grid Interoperability Roadmap.
NIST conducted several workshops throughout 2009 to ob-
tain input on the development of a Smart Grid Interoperability
Roadmap. The Roadmap identifies a plan for moving forward
with the development or modification of Smart Grid-related
standards. While the Roadmap and its component Priority
Action Plans will take several years to complete, utilities and
other stakeholders need guidance on the purchase of Smart
Grid products and systems today. In particular, utilities are
installing AMI and smart metering systems now to bring
PS1001_08_09_UpRun.indd 9
Come on, Maintenance
It’s not ESPN – it’s how Joel
Leonard’s January column
describes the way cur-
rent economic and political
conditions are lining up as
opportunities to advance
the profession. See it and
every month’s “Crisis Cor-
ner” at www.plantservices.
com/voices/crisis_corner.html, or sign up for a free
subscription to our Skill TV Solutions e-newsletter
at www.plantservices.com/enews/index.html.
Business Roundtable will advocate for the report’s policy
changes. It will ask member companies to partner with
at least one state, community, or other two- or four-year
college; school district; or nonprofit organization. “Even a
one percent improvement in college graduation rates could
potentially add nearly $300 billion to the economy by 2030,”
adds John Castellani, president of Business Roundtable.
Find the entire report, “Getting Ahead, Staying Ahead:
Helping America’s Workforce Succeed in the 21st-Century,”
at www.businessroundtable.org.
Smart Grid benefits to consumers as soon as possible.
To provide this guidance, Dr. George Arnold, NIST Na-
tional Coordinator for Smart Grid Interoperability, called
on NEMA to conduct an accelerated standards development
effort. The objective was to define requirements for smart
meter firmware upgradeability in the context of an AMI sys-
tem using a common vocabulary among industry regulators,
utilities, vendors, and other stakeholders.
The standards team included meter manufacturers (Elster
Electricity, GE, Itron, Landis+Gyr, and Sensus), electric
utilities (Alabama Power, Consumers Energy, Georgia Power,
Oncor Electric Delivery, and Southern California Edison),
and representatives from the Department of Energy – Pacific
Northwest National Lab, EnerNex, and NIST.
The standard will be used by smart meter suppliers, utility
customers, and key constituents, such as regulators, to guide
development and decision-making as related to smart meter
upgradeability. The standard, SG-AMI 1-2009 Requirements
for Smart Meter Upgradeability, will be available for down-
load at www.nema.org/stds/sg-ami1.cfm.
www.PLANTSERVICES.com January 2010 9
1/8/10 12:46 PM
 what works

Condensing Boilers Boost Efficiency

Gas consumption cut 25% in Connecticut

In 2007, after only 10 years in service but countless
repairs, deteriorating efficiency, and four consecutive
increases in annual natural gas consumption, OFS Fitel,
LLC (OFS, www.ofsoptics.com) replaced five, one million
BTU/hr copper-fin boilers with two Benchmark 2.0 Low
NOx (BMK2.0LN) boilers from AERCO (www.aerco.com).
The new boilers’ high turndown and condensing operation
reduced the Avon, Conn.-based fiber optic manufacturing
company’s energy consumption by 25% in the first year.
The new boilers were to fit into a small space on an equip-
ment mezzanine, there was a strict timeframe for installa-
tion, and the budget was tight. OFS management worked
with its HVAC contractor, Tradesmen of New England
(TNE, www.tradesmanofne.com), and Ed Adajian of Ada-
jian Engineering (www.aeipe.com) to aid with the solution.
TNE researched boilers and chose two condensing and
fully-modulating units plus the company’s multi-unit con-
troller, the AERCO Boiler Management System (BMS).
Although the original boilers were listed as Category IV
condensing appliances, upon the first exchanger corrosion
failure, the manufacturer advised a minimum of 140°F be
returned to the boiler plant. Consequently, OFS’ 20° ΔT hy-
dronic heating loop was operated year-round based on 180°F
supply setpoint and 160°F return to protect the copper-fin
boilers from the corrosive effect of condensing operation.
With the BMK2.0LN retrofit, OFS was able to vary sup-
Natural Gas Consumption (CCF)
20,000
2006-2007
17,500
15,000
12,500
10,000
2007-2008
7,500
5,000
Dec
ply water temperatures between 180°F and 120°F based on
changes in outside air temperature. On the coldest winter
night, when local temperatures dip to -5°F, the system deliv-
ers 180°F supply water. However, on days when ambient
temperatures exceed 65°F, the system can deliver adequate
heat and humidity control with a 120°F boiler supply set
point. Varying supply water temperature according to out-
side air temperature reduces energy consumption because
it promotes condensing. The new plant should operate in
condensing mode whenever the outside air temperature
rises above 45°F.
The five original, one million BTU/hr boilers were
equipped with on/off burners and operated sequentially.
Only four of the units were needed at peak load, so the plant
had 4:1 staged turndown. It could meet loads of one, two,
three or four million BTU/hour effectively, but units would
cycle to meet any other demand. Cycling wastes energy.
Each new BMK2.0LN boiler delivers 20:1 turndown to
match any load from 100,000 BTU/hr to 2 million BTU/hr
without cycling. Managed by the BMS controller, the four
million BTU/hr boiler plant has 40:1 infinite turndown.
“Energy savings from reduced cycling are obvious dur-
ing colder New England weather, when there are far fewer
opportunities to condense,” says TNE’s Marc Riccardi, “but
I think that it’s actually during the summer months, when
loads are at their very lowest, that the new equipment really
shines. Rather than responding to demand with repeated
blasts of one million BTU/hr., the Benchmarks can steadily
deliver as little as 100,000 BTU/hr without shutting down.”
The new units occupy a small footprint (12 sq. ft.) and can
be installed in pairs with zero side-wall clearance. Installa-
tion was scheduled to be done over Thanksgiving weekend,
between Friday and Monday morning. TNE coordinated the
efforts of its personnel, as well as the work of electricians,
riggers, roofers, and pipe fitters required for the job. The new
boiler plant was online before the building ever became cool.
The AERCO BMS controller was easily integrated into the
building’s existing Energy Management system via Modbus
communications protocol at no additional expense to OFS.
After calibration and adjustment by TNE, OFS began to
enjoy savings. Tracking monthly gas consumption clearly

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

demonstrated the combined power of turndown and con-

Annual gas consumption decreased 25% from 153,000 CCF to densing operation. Overall, the company reduced its natural
114,000 CCF in only one year. gas consumption by 25% during the first year.

10 January 2010 www.PLANTSERVICES.com

’06-’07 ’07-’08
Dec 14,270
PS1001_10_Works.indd 10 14,270 1/8/10 10:23 AM
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 your Space
Operational Excellence
However you define it, the foundation is reliability
Our inaugural guest column is excerpted from the first of a
“Road to Reliability” article series on reliability and mainte-
nance from both fundamental and leading practices perspec-
tives. The full articles are at www.PlantServices.com/voices/
road_to_reliability.html. If you have something to say, send
“Your Space” columns to pstudebaker@putman.net.
Many items affect and contribute to operational excel-
lence, but reliability is a core underpinning. Companies can
draw on a wide-ranging group of lean or world-class manu-
Debate what makes up operational
excellence, but once the debate ends,
rally around the accepted vision.
facturing techniques and tools, but if reliability is lacking, so
will plant performance. An operationally-excellent organiza-
tion can start its equipment on demand, complete the produc-
tion run in a quality, timely manner based on design capacity,
and shut down without mishap. This is done in a safe, cost-
effective manner, compliant with regulatory requirements.
Operational excellence requires excellence in reliability.
Multiple definitions of operational excellence and world-
class reliability abound. Anybody working in the field for a
significant time, whether as a consultant, an academic, or
a practitioner, has likely developed their own. Individuals
and groups can argue ad infinitum or ad nauseam why their
model is the most correct while others are deficient. But, it’s
not generally a question of being right or wrong, as most
definitions have a degree of commonality. The danger is that
some individuals and organizations debate endlessly, losing
focus on the need to get off the dime and actually start mak-
ing the operational improvements.
Within an organization, it’s critical that employees share a
common vision of operational excellence. Personnel should
openly debate what makes up operational excellence, but
once the debate ends, they need to rally around the accepted
vision and strive wholeheartedly toward its attainment.
For organizations that haven’t yet defined the key elements
or components of an operational excellence initiative, we’ll
describe an example. We aren’t claiming that this is “the” op-
timal model of operational excellence, but it’s a template that
12 January 2010 www.PLANTSERVICES.com
PS1001_12_YourSpace.indd 12
can be used in the initial discussions of what an organization
believes the model should be.
Five basic or foundational elements exist in this model.
Reliability in, and integration of, each element produces the
foundation for success. So, what does it mean to have reli-
ability in these elemental areas?
People: Reliable people represent a motivated, educated
workforce that understands how to carry out their defined
roles and responsibility, while being accountable for results.
They work together on a team-oriented basis, backstopping
one another when necessary, with individual egos subjugated
to the common good.
Processes: Reliable processes arewell-defined, appropriate
production and business (work management) processes in
which the workforce is educated and trained. The processes
are revalidated or updated continuously, and training is re-
inforced periodically in both the classroom and on the floor.
Systems: Reliable systems are computerized systems that
mirror and support the business processes. The systems
are designed and configured to support business objectives
rather than the reverse. They don’t merely provide data, but
also generate information that is ready for analysis, decision-
making, or action-taking.
Technology: Reliable technology means having state-of-the-
art tools to feed your systems with timely data or provide data
analysis leading to prevention or resolution of problems.
Equipment: Reliable equipment is an outcome of the four
items outlined above. But, it also is a result of the decision
process when the unit is built, long before people, systems, pro-
cesses, and technology are applied to operate and maintain it.
So, to summarize, if we install “fit for purpose” equipment
that isoperated and maintained by a motivated and edu-
cated workforce, supported by properly designed business
processes, systems, and technology, we have the potential to
achieve operational excellence.
Along with the five foundation elements, the proposed
operational excellence model includes five pillars: organiza-
tional alignment, asset reliability, regulations or compliance,
manufacturing, and energy. See our explanation of these
pillars and how they relate to the foundational elements at
www.PlantServices.com/voices/road_to_reliability.html.
Andy Ginder, vice president, ABB Reliability Consulting, may be
reached at andy.p.ginder@us.abb.com.
1/8/10 10:23 AM
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Supervisors and Self-Directed Work Teams
Setting a reasonable span of control is the most effective approach
Establishing self-directed work teams is easy, but de-
veloping and supporting them requires effort. A work force is
organized as either a traditional or a self-directed work team
(SDWT). Traditional structures are organized by function. Em-
ployees perform specialized tasks under top-down supervision,
and directives are aligned with the function. People are viewed
as tools to complete tasks, each of which has its own objective,
sometimes working at cross purposes to other functions.
SDWT structures are organized around core processes.
Team members are cross-trained to perform multiple tasks.
Leadership is shared. Decisions made at the point of action are
better and faster, and reduce inefficiencies. The implication is
that a layer of supervision can be eliminated.
Establishing a SDWT requires communicating the con-
cept to the people affected, designing the team, establishing
a charter, defining the core processes and establishing the
team’s culture. The charter details the team’s customers,
mission, values, and goals. You’ll need a set of standards for
the work processes, roles and responsibilities, procedures,
normal practices, and ways to interact with other plant sys-
tems and teams. You might include a statement about how
team members are to interact with each other, a discussion
about trust and respect, communication, team cohesion, etc.
That’s easy. Developing and supporting teams is harder.
Often, when management tries to implement SDWTs, the
focus is on reducing labor costs by cutting the number of
managers and supervisors. After all, self-directed implies
the teams don’t need supervisors. Right?
SDWTs are comprised of people. Often, the number of
people carrying out the core functions doesn’t change very
much. You must consider your approach to developing and
supporting both the SDWTs and individual team mem-
bers. Successful programs show participants what they’re
expected to know and do, explain how to do it, coach them
through it one or more times, and clarify or correct them
when they need support. Participants must understand what
they are to do, be coached until they’re proficient and confi-
dent, and have guidance, clarification, and support.
It’s unikely the initial charter and team design will ac-
count for every circumstance to be faced. They’ll stumble
from time to time; they’ll need support of a higher-level au-
thority when they need resources and decisions outside their
scope of responsibilities. Gutting supervisory and manage-
ment levels leaves inadequate development and support
PS1001_15_HumanCap.indd 15
HUMAN CAPITAL
Tom Moriarty, P.E., CMRP
resources. Projected efficiency gains evaporate if teams lack
confidence in your ability to develop and support them.
What about accountability? You need a monitoring entity
to require the team to implement corrective actions if things
get outside of limits. Some SDWTs take this responsibil-
ity upon themselves. In reality, especially during the early
stages (or if support hasn’t been adequate or consistent) the
teams can’t drive performance from within.
Gutting supervisory and
management levels leaves
inadequate development and
support resources.
You need to consider the support and development of
individual team members. Traditional or SDWT, high-per-
forming plants encourage technical, professional, leadership,
and management development for workers. If your supervi-
sory level is decimated, who will advocate for increased job
skills, who will be the next generation of supervisors?
If you reorganize towards the SDWT model, don’t handi-
cap the program by gutting the supervisory and manage-
ment levels. There are practical limits to how many people
one supervisor can develop and support. The ratio of opera-
tions and maintenance personnel to first-line supervisors
can be as little as 4:1 to as much as 40:1. The range varies
relative to the complexity of the work and the professional
capability of the supervisor and team members.
Recently, I spoke with a manager at a food plant who
related how they implemented SDWTs and drastically upped
the worker-to-supervisor ratio to something on the order
of 80:1. In my opinion, there’s no way an organization can
develop and support either the teams or the individuals very
effectively with such a wide span of control.
Traditional organizational structures have weaknesses
as well. My point isn’t to suggest that SDWTs are unwork-
able. My point is that if you have or are considering SDWTs,
don’t underestimate the role of supervisors and managers in
achieving business goals from the reorganization.
Tom Moriarty, P.E., CMRP, is president of Alidade MER Inc. Con-
tact him at tjmpe@alidade-mer.com and (321) 773-3356.
www.PLANTSERVICES.com January 2010 15
1/7/10 12:53 PM
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Asset Lifecycle Management
Characterized by complexity, it’s driven by risk
When it comes to managing capital assets effectively
throughout their lifetime, there are many barriers to overcome.
One of the most formidable roadblocks is the silo-thinking of
decades past, both for software tools and the people responsible
for using them. In recent years, as companies begin to think
more strategically about their assets, demand for a more inte-
grated approach has steadily increased.
Furthermore, rising asset cost and complexity have
resulted in a surge in operational and financial risk, such as
the consequences of catastrophic failure. In turn, this has
intensified pressure from shareholders and regulatory bod-
ies to improve lifecycle costing and reporting. Fortunately,
opportunities exist for better managing your assets through-
out their lifecycle. The asset lifecycle has eight main stages,
each with its own people and technology silos:
Strategy/Plan: Long-term capital plans include replace-
ment of aging assets, as well as new assets that accommodate
growth. Software tools: capital asset planning software;
strategic planning software
Design: Execution of the Stage 1 plan begins with the
design of new or replacement assets by internal or external
engineering resources. Software tools: Computer-Aided
Design (CAD); Computer-Aided Engineering (CAE)
Build/Procure/Acquire: An asset is built, purchased, or
acquired through the procurement department. Software
tools: CAD; Enterprise Resource Planning (ERP) Fixed As-
set Accounting and Procurement modules
Installation: Internal engineering, operations, and main-
tenance resources work with external vendors to install and
test the asset. Software tools: ERP Fixed Asset Accounting
module; CAD; project management; various off-the-shelf
and asset-specific quality assurance and testing software
Operation: This stage provides the greatest source of
revenue, and ultimately, the return on capital employed.
It’s the longest and most expensive stage in an asset life-
The Asset Lifecycle
Build/
Strategy/
Design Procure/ Install
plan
Acquire
15%
% Total lifecycle cost
Contrary to general perception, most of an asset’s lifecycle cost (80%) stems from operations and maintenance.
PS1001_17_18_AsstMgr.indd 17
asset manager
david berger, P.Eng.
cycle, most often managed by the Operations Department.
Software tools: ERP Material Requirements Planning (MRP)
and other operational modules; shop-floor data collection;
Human-Machine Interface (HMI); Supervisory Control and
Data Acquisition (SCADA); Programmable Logic Controller
(PLC); Building Management System (BMS); a wide variety
of asset-specific, proprietary software
Maintenance: The Maintenance Department is responsi-
ble for maximizing the availability, reliability, and perfor-
mance of the asset at minimal cost during the Operation
stage. It occurs whenever there is a breakdown, planned
shutdown, periodic preventive maintenance inspection, and
so on. Software tool: CMMS
Modification/Refurbishment: At times, a business need,
technology change, wear, or a functional failure precipitates
modification or refurbishment of the asset by Engineering,
Maintenance or an outside vendor. Software: CMMS; CAD;
ERP Procurement and Fixed Asset Accounting modules
Disposal: When an asset is no longer satisfying the needs
of the business in a cost-effective manner, Engineering and
Procurement Departments are typically involved in retiring
it. Software: ERP Procurement and Fixed Asset Accounting
As can be seen from these descriptions, the numerous
islands of automation and various departments responsible
for each stage make it difficult to integrate, manage, and
optimize asset performance along its entire lifecycle. How-
ever, the latest trend among the more sophisticated CMMS
vendors is to provide more advanced functionality that ac-
commodates the business needs of each stage, either directly
within the CMMS, or through links to external software.
For example, several modern CMMS packages track “move
history” of any serialized asset or component, from initial
installation to disposal, including any appreciation or deprecia-
tion of the asset along the way. Some CMMS packages have
an engineering module fully integrated with the maintenance
Modify/
Operate Maintain Dispose
Refurb
80% 5%
www.PLANTSERVICES.com January 2010 17
1/8/10 10:25 AM
 asset manager
modules for a smooth transition from design, build, and instal-
lation, to operation and maintenance stages. Finally, the more
robust ERP packages have fully integrated procurement, fixed
asset accounting and maintenance modules.
Asset Class Integration: Not only do silos exist through-
out the lifecycle of an asset, there also are silos for each asset
class across the enterprise. The five major asset classes are:
• Plant Equipment (eg, within a production line)
• Facilities (eg, buildings)
• Fleet/Mobile Equipment (eg, vehicles, fork lift truck)
• Infrastructure (eg, bridges, roads, pipelines)
• Information Technology (eg, computers, routers)
Each asset class might have a separate department respon-
sible for maintenance, as well as a standalone CMMS (eg, a
fleet-specific maintenance management system, a CMMS
that can handle linear assets, specialized software for IT
assets). When you couple these silos with those along the
lifecycle of each asset class, one realizes the huge opportun-
ity for improvement. Through enterprise asset management,
resources and technology solutions can be integrated for
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18 January 2010 www.PLANTSERVICES.com
PS1001_17_18_AsstMgr.indd 18
each asset class, along the entire asset lifecycle and across
the enterprise. This will dramatically reduce capital and
maintenance costs. Moreover, using standard processes,
definitions, and software tools will provide economies of
scale, as well as improve accountability and compliance.
Effective Risk Management: Even the most basic assets
are becoming smarter with embedded technology such as
RFID devices, sensors, and onboard computers. As our
dependency on the technology has increased, the risks as-
sociated with these more complex assets have skyrocketed.
As a result, you should develop rapidly-adaptable costing
models that account for the risks and liabilities associated with
each stage in an asset’s lifecycle. Anticipate the consequence of
failure for the asset overall and each of its major components.
In so doing, you can build a capital plan and lifecycle model
that minimizes risk and supports appropriate capital funding
through proper analysis of the options.
E-mail Contributing Editor David Berger, P.Eng., partner, Western
Management Consultants, at david@wmc.on.ca.
1/8/10 10:27 AM

Motor Efficiency Standards
A worldwide effort will shrink the energy footprint of motor systems
Motor efficiency standards established by the U.S.
Energy Independence and Security Act, the International
Electrotechnical Commission, and the European Commis-
sion Eco-design Regulatory Committee led motor manufac-
turers to up performance and efficiency, reduce energy use,
and minimize greenhouse gas emissions.
Efficiency targets: Europe’s IE3 minimum-efficiency
standard for new motors, mandatory in 2015, is comparable
to the U.S. NEMA Premium standard. Motors developed by
Baldor comply with both. The Super-E Metric IE3 AC mo-
tors are available in 22 ratings, from 4 kW to 375 kW, with
three speed options at each. Full-load maximum efficiency
ranges from 89.9% to 96.3%. Using durable, cast-iron IEC
frame types and wound with Baldor’s inverter spike-resis-
tant magnet wire, the motors are “inverter ready” and as
much as 100 times more resistant to transient spikes, short
rise-time pulses, and high frequencies. Improved insulation
materials are said to withstand peak voltages to 1,600 V.
Exceeding standards: Some are moving beyond mini-
mum standards. Siemens Energy & Automation’s compact
SH630 Above NEMA AC motor meets or exceeds them. Part
of the H-compact Plus series, the SH630 produces as much
as 11,000 hp at voltages to 13.8 kV at 60 Hertz. Low-windage
design and precision components minimize friction. Vacu-
um-impregnated insulation ensures thermal stability, surge
strength, and resistance to severe operating conditions.
NASA-inspired: Cleantech companies focus on environ-
mental sustainability. Power Efficiency Corp., whose E-Save
motor technology blends work by NASA with the company’s
patented and patent-pending technologies. The 3-Phase Mo-
tor Efficiency Controller (MEC) line, now rated for IP00 and
IP65/NEMA 4X, uses the E-Save platform that optimizes
the efficiency of large motors operating at a constant speed,
and under variable or light loads. It senses the curent/volt-
age phase lag and adapts the energy fed to the motor accord-
ingly. Because less electricity is consumed, CO2 emissions
are reduced.
Three new 3-Phase MEC frames enable energy savings
for AC induction motors rated to 300 hp. The UL-certified
frames are controlled by a digital signature processor (DSP)
using proprietary algorithms. The solid-state motor control-
ler features soft starting and electronic motor-protection.
An optional Ethernet interface and upgraded MECAssistant
control software offer the potential to share real-time, wired
PS1001_19_TechTool.indd 19
Technology Toolbox
Sheila Kennedy
or wireless information about energy, emissions, and motor
diagnostics over the Internet.
Greater torque: A line of high-torque, variable-speed
gearmotors is available for applications needing more ef-
ficiency, variable speed, and no maintenance. Bison Gear &
Engineering Corp. increased the torque capability of its Ver-
Zero-emission systems are moving
us toward energy independence.
dant Duty 3-phase AC gearmotors by seven times with its
new 650 Series Verdant Duty AC gearmotors. The variable-
speed, inverter-duty units are constructed for long-life and
continuous-duty torque outputs from 148 to 717 in-lbs.
Matching AC drives in NEMA 4X enclosures are available.
Pollution-free design: Zero-emission systems are mov-
ing us toward energy independence. A lightweight motor
developed at Oxford University’s Department of Engineer-
ing Science shows promise for efficient, high-performance
electric vehicles, aerospace, renewable, and industrial ap-
plications that require improved power-to-weight ratios and
compact drive systems. Oxford Yasa Motors, a spin-off from
the university, will commercialize the prototypes.
Originally devised for the hydrogen-powered 2008 Mor-
gan lightweight, fuel-efficient car, the motor was configured
in collaboration with Delta Motorsports for a new four-seat
coupe. The yokeless and segmented armature motors were
optimized by removing the gearbox to reduce weight, leav-
ing the rotor as the only moving part. Weighing 23 kg, the
direct-drive motor reportedly requires half the volume and
gives twice the torque for the same power output. It has a
peak torque of 500 N-m, and peak power of about 50 kW,
which can be extended to approximately 75 kW.
E-mail Contributing Editor Sheila Kennedy, managing director of
Additive Communications, at Sheila@addcomm.com.
Reference Web sites:
www.baldor.com www.bisongear.com
www.sea.siemens.com www.eng.ox.ac.uk
www.powerefficiencycorp.com www.deltamotorsports.com
www.PLANTSERVICES.com January 2010 19
1/7/10 12:54 PM
 Optimization / Energy

20 January 2010 www.PLANTSERVICES.com

PS1001_20_25_CvrStry.indd 20 1/8/10 12:28 PM

 “The good news is that none of these are mutually exclu-
sive,” says David Berger, P.Eng., partner, Western Manage-
ment Consultants (www.wmc.on.ca). Some energy-reduction
initiatives have always been there, and will continue long
into the future, like ensuring a building is well-insulated
and properly sealed. These same measures benefit the envi-
ronment by reducing waste, have a solid business case and
are good for marketing purposes.
“So, it should come as no surprise that, regardless of your
rationale, adopting an aggressive energy-management pro-
gram is the right thing to do, independent of your industry,
size, or location,” Berger says. “And many of the possible
initiatives under such a program are low-cost and easy to
implement.”
A beverage bottling plant had three oil-cooled rotary screw
compressors as its primary air supply. One 150-hp class,
750 acfm at 100 psig at 129 kW unit served as base load
with two 75-hp class, 360 acfm at 100 psig at 63 kW units
as trim compressors.
When the 150-hp compressor was able to run base load
during production, everything was fine. During the first hour
of the production shift, usually the demand would exceed
the 150-hp supply, the first trim unit (No. 2) would come
on, and the 150-hp unit would short cycle at an average of
about 50% to 60% load. The trim unit and the base load
unit then ran all the time at mostly part load. The peak
load occurs less than 10% of the time but because of the
short cycling, annual energy consumption for production
operation was $68,500 instead of $59,800 as planned.
The sanitation shift used a steady 450 acfm and this was
effectively supplied by the 150-hp class unit, at an annual
energy cost of $20,600.
The weekend shift average of 277 acfm demand only
calls for one 75-hp class compressor; however, two units
are on almost all the time. As soon as the random demand
exceeds the 360 acfm available from one unit, the second
unit comes on and both units short
cycle at 50% to 60% load. They
never reach full blow down and
idle. At 50% load, annual energy
cost in this mode was $26,000.
The actual electrical operating
energy cost far exceeded the
projected cost, and the compres-
sors had to be run at a higher
pressure of 108 to 110 psig
to deliver 80 to 85 psig to the
operating system, which also
didn’t match the design criteria.
PS1001_20_25_CvrStry.indd 21
ASSEMBLE A POSSE
The energy team will be different in every facility, but has some
characteristics in common. “The team will be multidisciplinary
and include production engineers, maintenance, financial,
procurement, and production workers and supervisors,” says
Peter Garforth, principal, Garforth International (www.garfor-
thint.com). “The leader often will be someone who self-selects
because of a personal passion about energy, and it’s not unusual
for individuals on the team to have deeply held personal values
around using it rationally.” Successful teams meet regularly,
develop clear action plans that are updated regularly, and learn
to act as opportunities arise. They measure results, they engage
as many employees as needed, and they understand that it’s
about maintaining continuous focus.
Plant management called in independent compressed air
consulting company Air Power USA (www.airpowerusainc.
com) to review the situation. “Air Power USA identified the
primary problems as a too small collector header (3 in.)
combined with high turbulence generated by the configured
crossing ‘T’ and dead head,” according to Hank van Ormer
at Air Power (upper figure). There were other suggestions
to reduce air demand, but the piping situation meant “the
central air management system was not able to control
properly as it continued to receive erratic signals and pres-
sure spikes from the high-turbulent-driven backpressure.”
Air Power USA recommended a 4-in. header to replace
the current 3-in., with directional entry to eliminate the
crossing tees and dead heads (lower figure). It also rec-
ommended several air-saving projects including no-loss
condensate drains, conversion of open blow-off lines to
venturi amplifiers, converting air vibrators to electric and,
most important, repairing air leaks and continuing to
pursue an active compressed air leak detection program.
With a stable header and lower pressure loss, the com-
pressor’s overall discharge pressure was reduced from 110
psig to 90 psig (20 psig, or about a 8% to 10% reduction
in kW) and still delivered a stable
85 psig to the production area.
With a stable header pres-
sure, the central compressed air
management system was able to
do its job and keep the most ef-
ficient air compressed alignment
on line considering flow, pressure,
timing, and individual unit char-
acteristics. The changes reduced
the total annual electrical operat-
ing energy cost from $115,208 to
$57,140, a reduction of 54%.
WWW.PLANTSERVICES.COM JANUARY 2010 21
1/8/10 12:38 PM
 OPTIMIZATION / ENERGY
Plants are recognizing that typical on-site cogeneration of heat
or steam and electric power can yield fuel efficiencies of about
70%, compared to about 30% for electricity generated at re-
gional powerplants and transmitted many miles to a facility.
We’re seeing an increasing number of applications where
turbines are being retrofitted for higher efficiency, increased
capacity, and lower emissions. “Industrial and power-generation
facilities are being squeezed for output, and it’s hard to get
permits for additional facilities,” says Anne McEntee, general
manager, Power Services, GE Energy (www.ge.com).
At Dubai Aluminum, a 30-year-old plant on the coast, electric
power represents 30% to 40% of the cost of production. “The
plant was seeing tremendous growth, and needed to increase
capacity by 100 MW without increasing the facility footprint,”
McEntee says.
GE modified Dubai’s turbines with tighter seals, higher firing
temperature, and improved airflow. The changes increased pow-
er output by 13% using less total fuel, and lowered NOx per unit
output by 15%. The same technologies can be used to decrease
energy consumption by increasing efficiency and running slower:
Advanced seals (ValPak technology): One significant way of
improving the efficiency of a gas turbine is to decrease the
amount of leakage flow through the machine and thereby maxi-
mize the amount of high-pressure gas directed through the
turbine stages that produce the power. Advanced materials and
designs such as brush seals, cloth seals, honeycomb shrouds,
and abradable coatings improve the sealing between the rotat-
“Often, people don’t try to stretch themselves, or the
people closest to the process don’t have the skill set. They
become overwhelmed at the totality. They think, ‘What can
I do?’” says Randall Witte, CEM, president, Emc2 ConServ,
Inc. (http://lighthouse-us-inc.com). “Stop and look at the
system and ask, ‘What if?’ If you see something you ques-
tion, ask about it. You might not have the whole answer, but
don’t be afraid to challenge the status quo.”
KNOWN WHEREABOUTS
Some energy-saving opportunities, such as lighting, are pretty
obvious. Some can be readily identified by experts or consul-
tants, for example, air compressor controls. Some, like motor
management, give reliable results over time if you support a
consistent program with a persistent leader. These relatively
large, well-defined projects can be identified, quantified and ex-
ecuted by a small number of experts, engineers and managers.
In a typical facility, one-fourth of energy cost savings
come from capital projects external experts identify, and
one-fourth from managing energy procurement more effec-
tively, says Garforth. One-fourth result from capital projects
identified from within the plants themselves, “usually with
returns in excess of 20%,” he says, and “in my experience,
22 JANUARY 2010 WWW.PLANTSERVICES.COM
PS1001_20_25_CvrStry.indd 22
ing and stationary surfaces. A favorable byproduct of this
efficiency savings is an associated increase in power. Typical
improvements for this package applied to a vintage GE E/B
class unit is approximately a 3% to 5% decrease in heat rate
and a 5% to 6% increase in output.
“T-fire” upgrade: The output of the gas turbine can be in-
creased by increasing the firing temperature of the unit. The
hotter exhaust stream from the combustion system has higher
energy content. However, the downstream components in the
hot gas path have to accommodate these higher temperatures
and not adversely affect the maintenance interval or costs. GE
uses advanced technology such as creep-resistant, high-
temperature alloys, thermal-barrier coatings, and optimized
cooling circuits that serve to protect the hot gas path com-
ponents from the increased heat and thereby maintain com-
ponent durability. Typical improvements for this package
applied to a vintage GE E/B class unit can range from 3%
to 10%, depending on unit age. An associated benefit of
this package is an increase in exhaust energy, which is valu-
able to cogeneration and combined-cycle applications.
Lean head end (LHE) liner: This modification reduces
NOx emissions. The number, diameter, and location of
mixing and dilution holes in the LHE liner is different than
in a standard liner, which introduces more air into the
head end of the combustor to reduce NOx emissions.
“The turbine upgrade saved half the cost versus new capac-
ity,” McEntee says, “$50 million versus $100 million.”
typically a quarter of the gains come from low-cost mea-
sures that pay back in less than a year.”
If 25% to 50% of energy savings are to come from within
the plant, it makes sense to build energy awareness, gather
ideas, and recognize results on the floor. “Contrary to com-
monly held views, breakthrough energy productivity rarely
comes from a few obvious magic bullets; it comes from cap-
turing hundreds and thousands of small wins throughout
the company,” says Garforth.
HOT ON THE TRAIL
Those thousands of small wins range from control strategies
to compressed air leaks, and finding them requires constant
awareness, observation, and communication. Build a system
for submitting and encouraging questions and observations
about anything that uses energy.
“I go into different facilities and see the same technology
applied at several sites, too often without question,” says
Witte. For example, it takes a lot more gas flow to transport
powders horizontally than vertically. “To save energy, raise
the powder to a suitable height, then slope the run through
the horizontal distance to match the transport speed so the
powder is in free fall throughout the run,” Witte says.
1/8/10 12:40 PM

Pay attention to opportunities to recover heat and harness
free cooling on chillers, cooling towers, boilers, and tur-
bines. “We installed a 99%-efficient cogeneration system,”
Witte says. “All the fuel and 21°F of ambient air temperature
went into the process. It pays for itself in two years to three
years, depending on the cost of electricity.”
Make the invisible, visible. Take full advantage of exist-
ing power and flow metering, including untapped sources
such as variable-speed drives. Add temporary metering
where it makes sense, and plan to install a power moni-
toring system that lets you verify results and identify
future changes in consumption patterns, malfunctions,
and deterioration.
“I always remember a particularly creative example of
communicating the impact of energy use in a glass furnace
to the financial staff,” Garforth says. “The plant energy team
attached an ultrasonic flow meter to the gas line, and instead
of calibrating in Gigajoules or cubic meters, they used dol-
lars at the current tariff. When visitors walked past the large
LED display showing thousands of dollars an hour going
into the furnace, the question as to how to slow the meter
quickly came to the fore.”
Arkema’s chemical plant in Calvert City, Ky., has four boilers,
which produce steam at slightly different pressures nad flows
because they’re different sizes and were installed at different
times. The first two, both installed in 1952, are brick-set with
forced-draft intake and induced-draft fans. Both are rated at
40,000 lb steam/hour (klb/hr). The third boiler, a 1965 econo-
mizer, includes only a forced-draft fan and is rated at 75 klb/hr,
but it was typically operated at a maximum of 60 klb/hr. An
additional 1996 economizer FGR boiler was operated identically
to the third.
“All four boilers produce steam at about 165 psi,”
explains Robert Horton, business manager, ABB Optimi-
zation Services (www.abb.us), “but they usually don’t
run all four boilers at maximum load. Boiler 2 is the one
used most often, but it was the least efficient, so that’s
where we began our focus.”
ABB completed a “Fingerprint” analysis of the boiler
operations in mid-March 2008, analyzed the collected
data and, based on its findings, forecasted annual energy
savings of as much as $100,000 from improved combus-
tion efficiency, smoother load responses and reduced
induced-fan load. The Fingerprint is a four-quadrant ap-
proach that examines the state of hardware and con-
trols, the stability and operation of the boiler, combus-
tion load tests and dynamic tests for step responses.
Boiler 2 was examined first, and Horton’s team identi-
fied several issues for resolution. The induced-draft fan
PS1001_20_25_CvrStry.indd 23
OPTIMIZATION / ENERGY
MORE RESOURCES AT WWW.PLANTSERVICES.COM
TOPIC SEARCH
DOE energy audits “DOE energy audit”
Motor management “Working the motor maze”
Compressed air audits “Raise your expectations”
Boiler efficiency “Boiler burner modulation”
For more, search www.PlantServices.com using the key-
words energy efficiency, energy audit, and energy expert.
CLOSING IN
Taking down a big energy waster is rewarding, but don’t
overlook the small stuff. Parasitic losses as small as seal
friction can add up, and alternatives are being designed to
reduce seal energy consumption.
“We developed our P/S-II seal with Gylon – a restructured
PTFE – for applications where traditional carbide seals fail
from heat or friction,” says Earl Rogalski, senior product
manager, Klozure products, Garlock (www.garlock.com).
Along with slipperier materials, it uses a rotary instead of a
face-to-face motion to reduce friction.
positioner movement was jerky, indicating a potentially
faulty pneumatic cylinder/piston assembly. “The positioner
drives weren’t operating smoothly,” explains Horton.
The team also noticed a loose hatch door near the oxygen
sensor that leaked air into the ductwork before the induced-
draft fan. The two boiler oxygen sensors also continued to
read about 2% higher than a portable analyzer. “They had two
oxygen analyzers that were positioned in the wrong places,
and there was leakage,” says Horton. “Plus, the analyzers
were out of calibration.”
Air also was being added for an oil flow that wasn’t truly
going into the boiler, and a furnace draft test also indicated
leakage was being sucked in by the induced-draft fan and
thrown out the stack as wasted power.
“Based on the load tests, we were able to update the
air/fuel ratio,” says Horton. “The oxygen trim is that final
adjustment of air/fuel ratio, and the Arkema team hadn’t
used it for 10 years.”
Horton’s team recommended a variety of corrections
affecting boiler furnace pressure, oxygen settings and
transmitters, fan positioner mechanisms, leakage, steam
flow measurements, control logic and loop tuning. The ap-
proximate value in savings was $75,000 for Boiler 2 alone.
With other efficiency improvements across all four boilers,
total annual plant energy savings is about $237,000, says
Horton. “The service cost them about $25,000/boiler, so
the saving was instant.”
WWW.PLANTSERVICES.COM JANUARY 2010 23
1/8/10 12:41 PM
 Food Third Page.qxp 12/17/2009 2:42 PM Pa

Summit Synthetic OPTIMIZATION / ENERGY

Food Grade Lubricants

Safety,
Protection, &
PET bottle molders that use both high-pressure and low-pressure compressed air
in blow molding operations typically exhaust residual compressed air from the
high-pressure side to the atmosphere. But as the cost for power to run the com-
Performance pressors increases, “You try to save money on compressed air in plants like
these because they can theoretically net out some big energy savings,” says Chris
Gordon, president of Blackhawk Equipment, Arvada, Colo.
• NSF ISO 21469 Certified
Three years ago, Blackhawk Equipment was introduced to a new concept in
Products recycling compressed air, the Air Recovery System (ARS). Developed by Tech-
• Complete line of Industrial noplan Engineering SA of Geneva, Switzerland, the ARS recovers compressed
Lubricants air that still has residual pressure. Gordon immediately saw that the ARS concept
could be advantageous to PET bottle production operations, so he began to
• Reduce Operating Cost work with the licensed U.S. distributor of the system, Connell Industries
www.connell-ind.com/recycling.html).
• Energy Savings
The PET molding process requires ultra-high pressures, in excess of 580 psig.
• Prolong Life of Equipment The ARS system is installed between a blow molder’s exhaust system and the plant’s
low-pressure air system, capturing, storing and returning almost 50% of the dry,
oil-free air at a pressure of 12 bar (170 psi) to the plant’s low-pressure air system.
Gordon performed pre- and post-installation measurement and verification, and
the energy savings were substantial. The total savings the ARS system generated
enables a payback period of eight to 12 months.
The potential for rebates on electric power consumption can make the payback
even more attractive. In New England, for example, where the kilowatt-hour
rates are three times those in much of the United States, the ARS system can
qualify for about one-third of the total purchase price.
“We have energy efficiency programs designed to help customers with electric
power usage to take some of the load off our system,” explains Craig Trottier, an
account executive with Public Service Co. of New Hampshire, the state’s major
electric power utility. “That helps defer the need for new investments in infrastruc-
ture. But is also helps our customers manage their energy costs better so that they
are more competitive.”
Trottier recently evaluated the rebate qualification of an ARS system installed at
Southeastern Container’s Hudson, N.H. facility, where 1.5 million PET bottles are
produced per shift for Coca-Cola, its parent company.
“The results of the ARS installation were quite surprising, even better than
projected,” Trottier says. “This is a unique system that we had never seen before,
ISO and is especially appropriate for PET bottle applications.”
“We have two ARS systems,” says John Fischer, general manager, northeast
9001:2000
region, Southeastern Container, “one on a two-liter bottle machine and one on a
KOSHER 20 oz. These are Sidel SB040s, which are big machines. The ARS systems are
taking the residual high-pressure air and regenerating about 800 cfm to the low-
CFIA
pressure side. That’s allowing our Centac compressors on the low-pressure side to
HALAL rest. We actually valve-off the low pressure feed to the machine and still continue
making good quality bottles – and that’s the test.
“The results exceeded our expectations,” Fischer adds. “Public Service of New
P.O. Box 131359
Hampshire says we’re saving at least 5 million kilowatt-hours per year, and could
Tyler, Texas 75713 possibly double that, depending on production considerations. But, in the first six
800.749.5823 months of this year, we’ve saved approximately $300,000. In fact, we’ve been able
to speed up the machines with some engineering work and software programming

SUMMIT
– so we’re actually using less electricity and yet making about 6.5% to 7% more bot-
tles than we did before. Based on that and the utility’s rebate program, the payback
period is less than a year with roughly about $400,000 invested less the rebate.”
INDUSTRIAL PRODUCTS

www.klsummit.com 24 JANUARY 2010 WWW.PLANTSERVICES.COM

PS1001_20_25_CvrStry.indd 24 1/8/10 12:41 PM

 OPTIMIZATION / ENERGY

Low-friction packing-type seals also LIP SEALS VERSUS ISOLATORS

are available. “We compared seal types
on a test rig with a 1-3/4-in. shaft,” says
Chris Boss, senior applications engineer,
compression packing, Garlock. A typical
braided seal drew 1 hp to 1.25 hp, and
mechanical seals 0.65 hp to 0.8 hp. “The
Hydra-Just started out at about 1 hp,
but after 30 minutes of break-in it went
down to 0.63 hp,” Boss says.
In fluid-handling applications, seal-
related energy losses from excessive
flushing and process dilution can eas-
ily dwarf frictional losses. Comparing
the energy consumed by mechanical
seals to that consumed by compres-
sion packings on, for instance, slurry
pumps, “There is a whole lot more en- Figure 1. Labyrinth seals consumed about half the power of a lip seal on this 3-hp test motor.
ergy associated with flushing systems
than seal friction,” Boss says. “How system can also humidify the air without the best, challenge the status quo even
the seal is flushed and the amount of any other devices.” The system needs no if you don’t have the answer yourself,”
flush water makes a huge difference.” drain and won’t freeze – it can supply air Witte suggests. “Get corporate engi-
Cold water cools and lubricates the at -60°F – so it needs no reheat coils. neering involved. It’s caused by a law
seal, but cools the process so it may Finally, be relentlessly inquisitive. of physics, but that doesn’t mean it has
have to be reheated. Water that enters “If something seems not right or not to happen.”
the process will have to be removed
later from, for example, a paper or ore
slurry. Dewatering by evaporation or
separation takes energy. “These as-
pects are orders of magnitude greater
than friction,” Boss says. Pressure and
flow meters can be used to control the
kW Rebate Ready!
flow, reduce flow rates, and deter-
mine when seals need to be adjusted
or repaired. “You want to maintain
pressure at minimum flow,” Boss adds.
“Some use more flow than they need.”
Compared to radial-lip seals, non-
contact labyrinth seals or isolators can
save energy on motors (Figure 1). “Our
tests on a 3-hp motor show a lip seal
requires almost 700 W to start and 300
W to run, while an isolator uses about
300 W to start and less than 150 W to
run,” says Rogalski.
Be creative. Witte’s group has sepa-
rated the control of humidity and tem-
perature by means of a liquid desiccant
Hankison compressed air treatment products have set the standard for premium
system. “We designed a new style of air performance, time proven reliability and optimal energy savings. After 60 years, we
© 2010 SPX

handler that removes moisture from the
air independently of heating or cooling
the air, saving 35% to 60% of the refrig-
eration energy and capacity compared to
standard HVAC systems,” he says. “The
continue to develop innovative technologies to best serve our valued customers.
Choose Hankison...New Products...New Ideas...Still the Best!
TEL: 724 | 745 | 1555
Email: hankison.inquiry@spx.com
www.hankisonintl.com/kwH

WWW.PLANTSERVICES.COM JANUARY 2010 25

PS1001_20_25_CvrStry.indd 25 1/8/10 11:09 AM

 a

People on the plant floor know when not

enough air compressors are operating. The
demand-side system air pressure drops below
what production equipment requires, which trig-
gers phone calls and complaints. But, do people
know when too many compressors are running
and inflating your plant’s energy costs?
The Compressed Air Challenge, sponsored by
the Department of Energy, has impressed upon us
that compressed air is an expensive utility. Typically,
only 15% of the input power to a plant’s air compres-
sor system produces useful compressed air. The rest is
wasted as heat and pressure drop. In addition, compres-
sors running in a partially-loaded condition or, worse,
totally unloaded for hours on end waste considerable
energy and maintenance resources. Many compressors
can consume as much as 70% of full-load power while
delivering less than 30% of full-load capacity.
The controls on individual compressors try to match the
compressed air supply with the demand. If supply exceeds
demand, system pressure rises and one (or more) compres-
sors need to reduce output or risk exceeding system pressure
limits. Rotary-screw, centrifugal, and reciprocating compres-
sors, each with varying individual compressor controls, can
be efficient if applied and operated properly. The paradox is
that even compressors with energy-efficient part-load controls
can be inefficient when operated together or in concert with
other capacity control types or air compressor brands. This is
where modern multiple-compressor controllers can alleviate the
part-load energy waste and the effects of wide swings in pressure
on your compressed air system and production.
Many multiple compressor controllers available today use
different logic to solve the same problem. Some controllers
merely start and stop compressors based on system pressure;
some rely on time of day to determine which compressors to
run, while others will work only with specific compressor types
or those from only one manufacturer. The most advanced con-
trollers address all of these situations. Let’s examine the evolution
and application of some of the more popular types.

CASCADING MAY REQUIRE A WIDE BAND

This form of compressor control has been in use for a long time. Mul-
tiple compressors are controlled based solely on system pressure. As
pressure falls below a setpoint, additional air compressors are brought
online in a predetermined sequence. In many cases, the compressor
with the greatest horsepower is started first and subsequent compressors

PS1001_26_30_Comp.indd 26 1/8/10 9:49 AM

 are selected in order of descending horsepower. If the system
air pressure continues to fall to a lower pressure setpoint, the
next pre-selected compressor comes online. This controller
requires the plant to operate with a cascading pressure band
(Figure 1).
For example, the lead compressor loads or turns on when
system pressure falls to 100 psig. The next compressor in the
sequence might turn on when system pressure falls to 95 psig
and the one after that at 90 psig, and so on. As online capacity
begins to exceed system demand, system pressure rises to allow
the last compressor brought online to unload or turn off (in our
example somewhere around 100 psig) The previous compressor
brought online will require system pressure to rise to 105 psig
before unloading or turning off. As the number of compressors
increases, so does the pressure band and energy consumption.
In a nominal 100-psig system, a 2-psi increase in dis-
charge pressure results in a 1% increase in input power to
the compressor. In addition, higher system pressure increas-
es the consumption attributed to all unregulated users and
leaks. Often, systems with a cascade-type controller have
insufficient storage capacity and require a wide pressure
band. When the pressure differential between the compres-
sors’ maximum allowable operating pressure and plant’s
minimum required pressure
Multiple
Multiple is tight, too
Compressor
Compressor many compressors
Control
Control
end up on line for the demand required, and the full benefit
of individual compressor energy saving controls is lost.
NETWORKING MIGHT NOT BE THE ANSWER
Connecting a microprocessor controller to individual air com-
pressors improves response time to system demand changes
and allows for network-type sequencing of multiple, similarly
equipped air compressors (Figure 2). Networking multiple
compressors allows them to operate within a tighter control
band. Typically, the control scheme has only one compressor
operating at part-load while the other compressors run close to
or at 100% capacity at the target pressure. The controller is con-
nected via a communication cable. A network-type multiple
compressor control system usually requires that compressors
be of the same type from one manufacturer, are equipped with
the same microprocessor controller and will only control air
compressors. Because communication among the network ele-
ments requires cable, it’s often impractical to connect compres-
sors located in remote areas of the plant.
SMART SEQUENCERS OPTIMIZE EFFICIENCY
With programmable logic controllers, modern sequencers
have evolved with the ability to determine the most efficient
combination of available compressors to meet the ever-
changing plant demand efficiently and effectively.
Advanced smart controllers not only monitor system air
pressure, but also monitor system demand (flow). These
controllers can sequence various types of compressors and ca-
pacity control systems. Smart controllers also integrate dryers,
pressure flow controllers, and other ancillary equipment.
Smart controllers are preprogrammed with information
unique to your compressedNetwork
air system. They store data such
Controls
Network Controls
as individual compressor size and type, response rate, system
storage capacity, full and part load performance characteris-
tics, capacity control type, and system operating setpoints. A
smart controller continuously monitors the percent load of the
individual compressors along with the system’s compressed
air pressure and volumetric flow demand. By combining the
monitored data with the stored data, a smart controller consid-
ers the compressor type and capacity control to ensure only the

STAIR STEPS NETWORKING IMPROVES PERFORMANCE

Compressor
Compressor
#1#1 110
110
110
110 Compressor
Compressor
#2#2 105
105 Unload
Unload pressure
pressure
105
105 Compressor
Compressor
Pressure (psig)
Pressure (psig)

#3#3 100
100 Single
Single setset point
point control
control pressure
pressure
Pressure (psig)

100 Compressor
Pressure (psig)

100 Compressor
#4#4 9595 Load
Load pressure
pressure
9595
9090
9090
8585
8585 Production
Production minimum
minimum requirement
requirement
Production
Production minimum
minimum requirement
requirement
8080
8080

Figure 1. Cascading-pressure control operates multiple Figure 2. Networked controls can maintain tighter control over
compressors in a predetermined manner. pressure swings.

WWW.PLANTSERVICES.COM JANUARY 2010 27

PS1001_26_30_Comp.indd 27 1/8/10 9:50 AM

 energy / compressors
Tame the disparate
Figure 3. A smart controller is capable of coordinating the
performance of multiple, similar compressors having different
operating characteristics.
minimum kilowattage is online to satisfy the demand.
Compressors are brought online when system pressure
falls below the target pressure. However, compressors are
taken off line based on system pressure and the system de-
mand or flow. One or more flow meters collect the demand
data and send it to the controller. The controller determines
which compressors to turn off and which to leave on line.
Smart controllers also take full advantage of different ca-
pacity controls on individual compressors to maintain max-
imum system efficiency. As a plant’s production expands, so
does demand for compressed air. Typically, the increase in
compressed air requirements is met by adding air compres-
sors of different sizes and manufacturers. For example, in a
system that includes multiple rotary-screw air compressors
of different sizes and vintages, all with pneumatic modu-
lation inlet valve type control, the compressors meet the
system demands effectively but not efficiently (Figure 3).
more resources at www.plantservices.com
TOPIC SEARCH
Capacity control “Finding the right match”
Control systems “Control options in rotary
screw compressors”
Flow monitoring “Building a case for better air”
Performance “Applying the pressure”
Upgrades “Planning air system upgrades”
Controls “The rise and fall of modulation”
Controls (part 1) “5 always beats 2”
Controls (part 2) “5 always beats 2”
Energy balance “Volume equals power”
Controls “Perfect harmony”
Compressed Air Storage “Sizing to save”
Compressor Types “Dare to Compare”
For more, search www.PlantServices.com using the
keywords capacity, controller, and microprocessor.
28 January 2010 www.PLANTSERVICES.com
PS1001_26_30_Comp.indd 28
A smooth mix-and-match
Figure 4. The ability to interconnect differing compressor styles is
a good reason to use a smart controller.
It’s not uncommon to have every available compressor
operating at part load because total supply-side capacity is
greater than system demand. As the compressors modulate
to reduce output and match the demand, the pressure bands
overlap. Because each compressor is modulating and reduc-
ing output, system pressure won’t rise, and the plant is left
with all air compressors running at part load, thus wasting
considerable energy and increasing maintenance costs.
By integrating a smart controller into the system, the plant’s
compressed air demand is monitored along with system pres-
sure. When plant compressed air demand decreases to a level
that can be met by the total capacity of one fewer air compres-
sors, one unit will go into standby. The reduced number of
online compressors will now operate closer to full load, thus
saving considerable energy. As demand falls further, another
appropriately-sized compressor is taken off line; or because
the smart controller is programmed with the capacity of each
compressor, a larger-capacity compressor might be taken off
line and a smaller compressor brought back on. Throughout
this process, the relatively narrow operating pressure band (2
psi to 3 psi) reduces energy and maintenance costs associated
Trending the data
Figure 5. Gain insight into compressor operations when the smart
controller displays both measured and computed key performance
indicators.
1/8/10 9:53 AM
 “A team like ours runs on
adrenaline … and on clean,
reliable compressed air.”
— J. D. Gibbs
Team President – Joe Gibbs Racing,
technology partner with Kaeser Compressors since 1998

N obody knows a winner better than Joe Gibbs Racing. That’s why
they’ve installed Kaeser compressed air systems in their state-of-the-
art raceshop.
Reliable air is the lifeblood of Joe Gibbs’ operation – just as it is in
yours. From CNC milling centers to the fab shop and everywhere else in
your plant, Kaeser provides all the clean air you require to keep you run- &2035(66256
ning at peak performance, 24/7.
Available in any size you need, our units are engineered for easy main-
tenance and energy efficiency ... but most of all, for reliability. So, when (866) 516-6888
you want a winner, choose Kaeser. www.kaeser.com/sigma

Kaeser Compressors, Inc., P.O. Box 946, Fredericksburg, VA 22404 USA

Built for a lifetime is a trademark of Kaeser Compressors, Inc. ©2009 Kaeser Compressors, Inc.

JGR Pit 18 - 0508.indd 1 7/28/2009 3:04:08 PM

PS1001_FPA.indd 29 1/7/10 1:09 PM

 energy / compressors
with higher operating pressures.
In another example, consider a system
with centrifugal compressors equipped
with inlet guide vane controls and a
rotary-screw compressor equipped with
modulating inlet valve control (Figure
If tools can be used to pinch
pennies...why are your tools
costing you thousands?
Ignore this message if you think you manage your tools
and MRO supplies effectively. If you think you can do better
give us a call. The most comprehensive system available is
just a phone call away...888.419.1399
30 January 2010 www.PLANTSERVICES.com
PS1001_26_30_Comp.indd 30
4). The smart controller directs the rota-
ry screw to run fully loaded (at its most
energy-efficient point) and then trims
with one of the centrifugal compressors
via its inlet guide vanes, maintaining
excellent energy efficiency.
As system demand decreases, the
controller continues to turn down the
centrifugal unit, reducing output until
maximum turndown is reached. If out-
put capacity is still greater than demand,
the controller begins to turn down the
next centrifugal. By monitoring the
demand flow, the controller knows
whether to slightly modulate the rotary
screw compressor or completely unload
it. The load then can be supplied by one
or both of the centrifugals or completely
unload one of the centrifugals allowing
the rotary screw compressor to operate
fully loaded. Once again this is typically
achieved within a relatively narrow pres-
sure band of 2 psi to 3 psi.
Smart controllers have many addi-
tional practical capabilities, includ-
ing the ability to display the plant’s
compressed air volumetric consump-
tion rate; input power required to
produce the compressed air; system
efficiency data; peak, average, and
minimum demands throughout the
day; and equipment status and alarms
(Figure 5). A single smart controller
can control compressors in different or
remote rooms or even integrate mul-
tiple systems. Multiple plants can be
controlled by a single smart controller
through radio communication.
In addition to compressed air equip-
ment, many modern smart controllers
can control, as well as monitor and
trend, other equipment (chillers, pumps,
boilers, etc.) and utilities in a plant.
Generally, compressed air systems
have become more modern and plant
requirements more complex. Ad-
vanced smart controllers operate a
system reliably, provide operators with
the information needed to manage it
properly, and, above all, turn off air
compressors that aren’t required.
Niff Ambrosino and Paul Shaw are general
managers at Scales Industrial Technologies.
Contact Ambrosino at (973) 890-1010
and Shaw at (203) 630-5555. Both are
qualified instructors of Advanced Manage-
ment of Compressed Air Systems for the
Compressed Air Challenge workshops.
1/8/10 9:54 AM

Because hibays, a.k.a. high bays, are the most com-
mon lighting fi xtures for industrial and warehouse build-
ings, getting them to be energy efficient can improve your
bottom line. If you still have standard or probe-start metal
halide (MH), yellow-color high-pressure sodium (HPS) or
inefficient mercury vapor (MV) hibay lighting, especially if
equipped with the typical spun-aluminum domes that waste
25% of the light, you could replace them cost-effectively, re-
duce wattage by at least 50% and often reduce KWH by 80%
if you install appropriate lighting control devices. You’ll also
slash maintenance parts and labor costs.
REPLACE THEM WITH WHAT?
Although many lighting retrofit contractors, hibay manu-
facturers, and others push high-output, 5/8-in. diameter
fluorescent T5HO lamps, you can see in Table 1 that high-
performance, 1-in. diameter T8s are much more efficacious,
the lighting industry term for efficient. The green columns
are the most important.
If you want to get technical, end-of-life (EOL) lumens
are much more important than initial or mean lumens,
because EOL is the worst case. The higher the scotopic/
photopic (S/P) ratio, the more blue content the light has and
the brighter the light to the human eye. Visually-effective
lumens include effects of S/P ratios. The listed fluorescent
lamps are 850s, which are rated at 5,000°Kelvin, a value high
PS1001_31_33_Light.indd 31
RELIABILITY / LIGHTING
enough to provide a substantial blue content without mak-
ing the light look bluish.
Because T5HOs have peak light output at an ambient tem-
perature of 95°F and T8s have peak light output at 77°F, and
because output decreases significantly with deviations from
optimum ambient temperatures, it’s good to have a cushion.
Of the three T8 options shown, option G isn’t recommended
unless the space is heated and air-conditioned or exces-
sively overlit. Just because T5HOs have peak light output
at a higher temperature than T8s doesn’t necessarily mean
T5HOs are better in hot conditions, because T8s can often
dissipate heat better in well thermally designed fi xtures.
Six high-performance replacement T8 lamps cost less
than four T5HO lamps, especially the 49-watt to 51-watt
models. T8 lamps also last longer, especially the extra-long
life versions. Plus, these are the same T8s that can be used
in offices and other parts of the building, which can help
minimize lamp and ballast inventories. If you decide to go
with T8 hibays, it’s important to get the correct lamps, bal-
lasts, and fi xtures.
There are two good choices for 5,000°K T8 lamps. One is
lamps with the highest lumen output included in the Con-
sortium of Energy Efficiency’s 32-watt high-performance
listing at www.cee1.org. Many rebate programs mandate
using these approved lamps. The other good choice is extra-
long-life lamps, which produce fewer lumens, but last longer.
WWW.PLANTSERVICES.COM JANUARY 2010 31
1/8/10 9:58 AM
 Reliability / Lighting

Extra-efficient, parallel-wired, program start electronic ballasts are

highly recommended, especially when used with occupancy sensors.
Sometimes an extra 6,000-hr rating is more important than
more lumens. The big three lamp manufacturers offer extra-
long-life T8s. Some rebate programs might not provide re-
bates with extra-long-life T8s. The 4,100°K T8s can be used,
but they’re not as bright as 5,000°K equivalents.
Extra-efficient, parallel-wired, program-start electronic
ballasts are highly recommended, especially when used with
occupancy sensors. Parallel wiring is important because
the remaining lamps keep operating normally when one or
more lamps burn out. The Consortium of Energy Efficiency
also has a list of approved ballasts, which many rebate pro-
grams also require.
Several hibay manufacturers design reflectors for the
smaller-diameter T5HO lamps, and then use those same
reflectors for larger-diameter T8s, a practice that hurts per-
formance. Reflectors for T8s should have a nominal width
of at least 4 in. per lamp, and the bottom of the reflector
should be below the bottom of the lamp. So, if you see 4-ft
long T8 hibay with 6 T8 lamps that is less than 24 in. wide or
the bottom of lamps extends below the bottom of reflectors,
don’t buy it.
Some hibay manufacturers have different reflector designs
for low, medium, and high mountings and for open or rack-
aisle distributions. With proper reflectors, T8 hibays can be
mounted as high as 50 ft.
Another key variable with T8 hibays is thermal design for
both lamps and ballasts. In hot environments, make sure the
heat from the lamps is directed away from both lamps and
ballasts. Ballast compartments should be vented, and bal-
lasts should be connected to an effective heat sink. In cold

COMMON HIBAY COMPARISON

Initial/ Wattage EOL lamp EOL lamp
Lamp life final lamp savings luminaire luminaire
@ 10-hr or lumens Luminaire System compared lumens S/P visually-effective
Hibay and lamp fixture type 12-hr cycles x10003 BF efficiency watts to MH per watt ratio lumens per watt

Spun aluminum reflector

with 400W 41K 65-CRI 20,000 36 / 16 1.00 75% 458 27 1.65 39
standard MH

Spun aluminum reflector with

24,000 50 / 36 1.00 75% 465 58 0.62 40
400W 22-CRI standard HPS
Spun aluminum reflector with
1000W coated mercury 24,000 63 / 28 1.00 75% 1075 20 1.40 26
vapor lamp
Enhanced aluminum reflector
35,000 19 / 18 1.00 92% 234 224 70 1.95 118
with four 850 80-CRI F54T5s
Enhanced aluminum
reflector with four 850 35,000 19 / 18 1.00 92% 216 242 76 1.95 128
80-CRI 49-51W F54T5HOs
Enhanced aluminum reflector
36,000 -
with six 3100 lumen 19 / 19 1.15 92% 211 247 86 1.95 144
42,000
850 80-CRI F32T8s
Enhanced aluminum
36,000 -
reflector with six 3100 19 / 16 0.96 92% 184 274 82 1.95 138
42,000
lumen 850 80-CRI F32T8s
Enhanced aluminum reflector
with six extra life 2950 lumen 46,000 18 / 18 1.15 92% 211 247 82 1.95 137
850 80-CRI F32T8s

Notes
•BF stands for ballast factor, EOL stands for end of life and CRI stands for color rendering index. Daylight and incandescents are
considered to have a perfect 100 CRI.
• Fluorescent lamp lumens are based on optimal temperatures and can be adjusted with lumen/temp tables provided by manufacturers.
• HID have magnetic ballasts. Fluorescents have extra-efficient program start electronic ballasts.
• S/P is scotopic/photopic. Light with more blue content has higher S/P ratios and is perceived as brighter by the human eye.
• End-of-life luminaire visually-effective lumens = End-of-life lamp luminaire lumens x (S/P)0.78 [0.78 exponent]
• Prepared by Stan Walerczyk of Lighting Wizards www.lightingwizards.com 12/2/09 version

32 January 2010 www.PLANTSERVICES.com

PS1001_31_33_Light.indd 32 1/8/10 9:58 AM


applications, the lens and housing design must allow the
lamps to get warm.
What about other wattage MH, HPS and MV hibays and
lowbays?
• 1 ,000W MH and HPS lamps often can be replaced with
12 T8s and high-ballast factor ballasts.
• 2 50W MH and HPS and 400W MV can be replaced with
4 T8s and high-BF ballast.
• 1 75W MH, 150W HPS and 250W MV can be replaced
with 3 T8s and high-BF ballast.
In general, good T8 hibays are probably the best solution
for about 80% of hibay applications. Other technologies,
listed below, can be best for the remaining 20%.
Non-fluorescent technologies
There is an improved MH, called pulse start, with consid-
erably higher lumens per watt and often longer life. The
two lamp versions are quartz and ceramic Quartz has a
65 to 70 color rendering index (CRI) as a probe-start MH.
The ceramic version has a CRI of about 90, but is expen-
sive. Daylight and incandescents are considered to have a
perfect 100 CRI. 320 W pulse-start MH lamp, magnetic or
electronic ballast and high-performance dome can usually
replace 400 probe-start MH and HPS and 1,000 W MV.
Although electronic ballasts use less energy than magnetic
ballasts and often can increase lamp life, they’re expensive
An induction lamp is a fluorescent lamp without cathodes,
so there’s really nothing to wear out.
and heat-sensitive. Sometimes restrike times are consider-
ably shorter than probe start MH, but still too long for on/
off occupancy sensors.
An induction lamp is a fluorescent lamp without cath-
odes, so there’s really nothing to wear out. An electronic
generator, which is similar to a microwave oven, drives the
lamp. Lamp and generator life is rated at 100,000 hours. In-
duction systems can work well with occupancy sensors and
other controls and are vibration-resistant. The CRI is about
80 and ratings as high as 5,000°K are available. Induction
lamps have been available for more than 10 years. The major
disadvantages are poor lumens-per-watt and high cost. Two
of the three major lamp manufacturers provide high-watt-
age induction systems. I tend to avoid some Chinese and
Korean versions because of warranty, replacement parts, and
long-term support concerns.
LEDs are light-emitting diodes, a technology rapidly
advancing with lumens per watt increasing at about 20%
per year and pricing dropping by about 20% per year. But
LEDs are still expensive. The rated life for LEDs and their
drivers can range from 50,000 hr. to 150,000 hr. LEDs also
work well with occupancy sensors and other controls. They
PS1001_31_33_Light.indd 33
Reliability / Lighting
more resources at www.plantservices.com
TOPIC SEARCH
Ceramic lighting “See clearly”
Photoluminescent lighting “When the lights go out”
Digital lighting interface “Hello DALI”
Light emitting diodes “LEDs lead the way”
For more, search www.PlantServices.com using the
keywords ballast, lighting and lumen.
are vibration-resistant. LEDs typically have a CRI ranging
between 70 and 90. The LED with the highest lumens per
watt is rated at 6000°K.
There are some good and some bad LED hibays and fix-
tures available. Never purchase an LED fixture unless it has
a good LM79 report produced by an independent lab, certi-
fied by the Department of Energy, and a good LM80 report.
The LM79 document provides accurate lumens and lumens
per watt at expected steady state temperatures. The LM80
report provides accurate rated life, which is when LEDs still
produce 70% of their initial lumens, again at steady state
ambient temperatures.
A new kid on the block is lighting emitting plasma lamps
with high-frequency amplifiers. Each lamp is the size of a
piece of Chiclets gum and provides 24,000 initial lumens.
Because it takes some time for efficacy to improve and price
to come down, this option isn’t ready for prime time yet.
Niche applications
For very hot applications, pulse-start quartz or ceramic MH
lamps, magnetic ballasts, and high-performance domes can
be the best solution. For 1,000 W MH and HPS in over 50-ft
high applications, pulse-start quartz or ceramic MH lamps,
electronic or magnetic ballasts and high-performance domes
are usually a lot easier to install than 8-ft. hibays filled with a
dozen T8s or eight T5HOs. For subzero cold storage applica-
tions, induction or LEDs often are the best solutions. The LED’s
lumens-per-watt rating improves in cold applications. With
long lives and resistance to vibration, induction lamps and
LEDs can work very well in places that are difficult to access
and in high-maintenance applications.
Stan Walerczyk, CLEP, LC, is principal of Lighting Wizards, an
independent energy-efficient lighting consulting firm in Walnut
Creek, Calif. Contact him at (925) 944-9481, stan@lightingwiz-
ards.com and www.lightingwizards.com.
www.PLANTSERVICES.com January 2010 33
1/8/10 9:59 AM
 Skills / Instruments & Controls

Process instrumentation and control (I&C) typically

represents 15% of the cost of an average industrial project.
It’s a high-tech discipline critical to the success and survival
of a plant and yet is typically learned “on the job.” Many
people working in that field lack the proper training needed
to make appropriate decisions. An error could result in a
very expensive situation.
As older, experienced I&C technicians and engineers
are retiring, younger generations are faced with the daunt-
ing task of assuming responsibilities for which they aren’t
trained. However, in most cases, there’s insufficient time
(nor adequate budgets) to train technical personnel. Lack of
money fosters lack of training, which leads to wrong deci-
sions and expensive corrections.

With e-learning, the costs of

training are minimized. E-learning
allows student to progress
at a relatively convenient pace.

With our present situation of operating with skeleton

staff, everyone is busy - dare I say 24/7? Most managers rec-
ognize the need for training, but how can a manager justify
sending employees to a course? Where will the money come
from and who would assume additional responsibility while
the employee is away on training?

Face-to-face versus interface

For a person who needs to learn about I&C, the two most
common forms of training are face-to-face courses, where
the employee typically travels to a distant location where the
class is conducted, and e-learning, where the employee uses
a computer to learn while remaining at the home base.
A multitude of face-to-face courses are available. How-
ever, the majority of them, available from major vendors and
some organizations, aren’t in a sequential format that allows
a person to start with the basics and move on to more complex
topics. In addition, and quite often, these courses are geared
for someone who already has a good knowledge of I&C.
How about those who want to learn about I&C in an
organized fashion, in a condensed time frame, from a
practical point of view, with training funds in limited sup-
ply and with time off from work being close to impossible.
The solution is e-learning. This approach provides training
without the student having to travel - keeping the person-
nel on site. With e-learning, the costs of training are mini-
mized. E-learning allows student to progress at a relatively
convenient pace. With good instructional material, fit to
the course, students learn and pass exams to confirm their
acquired knowledge.
E-Learning comes in different formats. The two most
common types are:

PS1001_34_36_IC.indd 34 1/7/10 12:58 PM


• DVDs or material downloaded from the Web. These are
typically self-guided and self-study programs generally
geared for the knowledgeable I&C person who needs
training in a very specific area.
• Online Web-based courses with a teacher available to
answer questions the students submit through e-mail
at any time, or through a virtual classroom on a weekly
basis generally set in the evening for an hour or so. The
instructor typically answers within a day or two.
Online has limitations
I’ve successfully instructed “face-to-face” I&C courses for
more than 10 years in many industrial plants, at ISA func-
tions, and at several North American universities includ-
ing the University of Wisconsin, the University of Kansas,
the University of Toronto, and Dalhousie University.
Recently, I started online training at two North American
universities. At the beginning, I was hesitant about the po-
tential effectiveness and success of online training. How-
ever, I have now changed my mind. In addition to avoiding
the effects of cost and time lost away from the workplace,
online training has proven to be effective for the students.
Online I&C training, when accompanied by good quality
course notes, quizzes, and exams, provides students with
the knowledge and confidence needed to grasp this field of
technology. These I&C programs are applicable to technical
and supervisory personnel. For such courses to be effective,
it’s presumed that participants come from a setting in which
they can apply the knowledge learned.
Online learning can replace many face-to-face courses,
but not all. On the plus side, online learning provides cost
savings and allows student to study at their own pace with-
out leaving their day-to-day job. On the negative side, the
Online learning can replace many
face-to-face courses – but not all.
teacher-student interaction is slightly reduced (but is still
available through either audio or written communication).
In addition, online learning can’t provide hands-on training
such as instrument maintenance. Dedicated training facili-
ties provide such training, often at a vendor facility.
Details and course content
A typical and complete I&C online course could be presented
in three modules spread over a year. It would cover the different
phases of I&C, preferably from a nonmathematical, practical
point of view. Including theory such as Laplace Transform,
Bode Plots and the like in an I&C practical course has little
value in day-to-day plant operation. And speaking from per-
sonal experience, this type of theoretical information would be
forgotten shortly after the course is completed.
PS1001_34_36_IC.indd 35
Skills / Instruments & Controls
more resources at www.plantservices.com
TOPIC SEARCH
Tuning pH loops “Neutralize pH control
system instabilities”
Automation system flaws “Outwit control system gremlins”
I&C options “Engineer a flexible facility”
Green degrees “Interest grows in energy
education”
Technical education “Critical steps”
Smart instruments “Smarter PdM”
Teaching maintenance “Education can unlock
the crisis”
For more, search www.PlantServices.com using the
keywords education, learning, and training.
The three modules could include the basic concepts, the
engineering, and the installation of I&C equipment. The
spread over one year allows students to apply and practice
some of the information learned on a gradual basis. It also
avoids information overload for students.
Each module should require about two months to complete
and include its own online quizzes, followed by an online
exam. I’ve found through personal experience that the follow-
ing distribution balances time and learned information:
• Module 1 starting in the fall (typically early October) to
follow the summer vacation time
• Module 2 starting in January of the following year
• Module 3 starting in May (avoiding the March break
period) and finishing before the July vacation time
It’s my opinion that the three modules should include a
variety of topics scheduled in a logical sequence covering the
field of I&C. This would include:
• The basics of I&C including the different control func-
tions, the types of control loops, and continuous vs.
discrete control
• The identification and symbols used in I&C
• The different types of field instrumentation, their prin-
ciple of operation, the advantages and disadvantages,
and the application of the different types of sensors for
flow , level, pressure, and temperature measurements as
well as for control valves
• The requirements for control rooms and the design of
control panels
• The concepts and implementation of alarm and trip
systems
• The different types of computer-based control systems
including PLCs and DCSs as well as review the basic
requirements for good operator interface
• The documentation required for I&C, for front-end
engineering and for detail design
• The requirements for a successful installation, instru-
ment checkout, and controller tuning
www.PLANTSERVICES.com January 2010 35
1/7/10 12:59 PM
 Skills / Instruments & Controls
• Project implementation and project management
• Decision making tools - auditing, evaluation of plant
needs, justification, and control system evaluation
To the best of my knowledge, such online I&C training
programs are presently being taught in North America at
two locations: in the United States at the University of Kan-
sas Continuing Education (www.continuinged.ku.edu), and
in Canada at the Dalhousie University Continuing Educa-
tion (http://collegeofcontinuinged.dal.ca).
These organizations offer a University Certificate that is
awarded after the successful completion of the three mod-
ules, the quizzes, and the final exams. The modules repre-
sent about 150 classroom hours. The universities recom-
mend that participants participate in modules 1, 2, and 3 in
their sequential order. However, students with prior subject
knowledge have taken the modules in a different order and
have successfully passed the quizzes and exams.
Employers know that knowledge can help avoid unnecessary
mistakes that cause downtime and waste money. An online
I&C certificate program lets employers avoid the lost time and
travel expenses of face-to-face courses. It allows employees to
acquire, at their own pace, the I&C know-how needed for the
successful implementation and operation of I&C systems and
36 January 2010 www.PLANTSERVICES.com
PS1001_34_36_IC.indd 36
REferences
University Of Kansas Continuing Education - Process
Instrumentation & Control Online Certificate Course,
www.continuinged.ku.edu/programs/instrumenta-
tion_control, (877) 404-5823, (785) 864-5823
Dalhousie University Continuing Education - Certificate
Program in Process Instrumentation and Control, http://
collegeofcontinuinged.dal.ca/Continuing%20Techni-
cal%20Education/Certificate%20Programs/Process_In-
strumentat.php, (800) 565-1179, (902) 494-6079
“Training: When popcorn is enough” Control Engineer-
ing, November 2007, by John Autero of Yaskawa Electric
components. At the same time, they earn a University Certifi-
cate that confirms their acquired knowledge.
As a final note, if you think that education is expensive,
consider the cost of ignorance.
N. (Bill) Battikha, P.E. is an independent consultant in Richmond
Hill, Ontario. Contact him at battikhab@yahoo.com.
1/7/10 3:38 PM

What’s It to Ya?
Acme’s harassment policy comes front and center
Back in 1956, the founder, Bo Acme, viewed his com-
pany as something more than merely a place to kill eight
hours each day. He wanted employees to be proud to work
under the Acme banner and to be incredibly productive. To
achieve this end, perhaps as a sort of bribe, Acme offered
flex time, good medical benefits, and other perks to every
employee, not just those ensconced on Mahogany Row.
Mr. Acme also established his company as a “faith-friendly”
organization. Bo attributed the success of his now multi-state
empire to that single characteristic. The original company dress
code, the employee code of ethics, the general anti-harassment
policy, the list of Web sites the IT department now blocks are,
for the most part, consistent with Ol’ Man Acme’s vision for the
company that bears his name. And Ivana Hoyden fit the mold
nicely. A private, in-the-closet person who kept a low profile,
Ivana was religious, as were most of Acme’s employees. After
Bo died, the company exhibited a slow, steady drift toward
secularism, a fact that some resented.
An example is Tess LaCoille, an evangelical supervisor,
who led the department where Ivana worked. Tess openly
criticized the Lesbian lifestyle that Ivana practiced. Tess be-
lieved that this lifestyle was founded on personal choice, not
something determined by a person’s genetic makeup.
To help bring Ivana back to the “straight and narrow,” Tess
instituted weekly “coaching sessions” with Ivana. During these
job-related meetings, ostensibly to improve Ivana’s perfor-
mance, Tess repeatedly asked Ivana to attend church services
with her. Tess prayed with and for Ivana, sometimes during the
work day. Also, she bought Ivana a ticket to attend a woman-
only religious conference that Tess had organized.
Even though Ivana hated the fact that Tess confronted her
so often about her sexual preferences, Ivana never made a big
deal of it. It was her cross to bear, so to speak. But, when Tess’s
lifestyle campaign began being waged several times a week,
Ivana exercised her best option in a large organization in which
a mobile workforce was the norm. She arranged for a routine
transfer to another Acme facility, this one in a more tolerant
part of the country. The new job also was a promotion.
Ivana waited until the very end of her exit interview before
she fired a parting shot. She told the HR manager the details of
Tess’s relentless efforts to convince Ivana to give up a signifi-
cant part of her identity and self-image. Ivana said that having
to work with Tess every day made the job situation extremely
uncomfortable, because one never knew when Tess would start
PS1001_37_38_Trenches.indd 37
in the trenches
the harangue again. When asked why she never told Tess to
knock it off or why she never contacted HR about the problem,
Ivana replied that “Tess is my boss and I need the job.”
After Ivana left for her new position, the HR manager met
with the vice-president and the corporate counsel to discuss
Tess’s apparent violations of the harassment policy. They
agreed that if Tess admitted the accusations that Ivana al-
leged on her last day, termination would be appropriate.
The next week, at a meeting with the HR manager and
the vice-president, Tess confirmed the events and conversa-
tions Ivana reported. At the end of that meeting, the vice-
president told Tess that her actions were a gross violation of
corporate policy and then summarily terminated her.
Tess filed a complaint with the EEOC on her own discrimi-
nation claims.
How could this situation have been avoided? Should every
employer have a functional, enforced harassment policy?
Should prayer be permitted in the workplace? Did Ivana
handle this in the best way? Should she have raised objections
sooner? Should someone be terminated for harassment even if
the victim never voices a complaint? Should supervisors have
an interest in the private lives of their subordinates?
Special thanks to Charlie at Burrell Scientific.
An academician says:
Interestingly enough, I had a former Lesbian student who
worked for an evangelical company. In fact, the company
had a statue of Jesus washing the feet of a disciple in the lob-
by, together with a sign that stated the company’s purpose in
business and life was to serve the Lord. So, it was clear where
www.PLANTSERVICES.com January 2010 37
1/8/10 9:59 AM
 in the trenches
management stood. However, the question of sexual prefer-
ence was never raised (although it was known). Moreover,
she was never asked to engage in any religious activities.
She loved working at the company and the company was
frequently cited as one of the best places to work in the area.
It appears that Acme didn’t follow the same approach as
my student’s company. A company certainly has the right
to declare its religious nature, and also to sponsor religious
activities, such as prayer meetings. However, none of this
The time to raise objections
to workplace interactions is when
the interaction is taking place
can be any part of the hiring, or promotion, or assignment,
or firing process. Nor can a supervisor attempt to convert
an employee to the supervisor’s religious viewpoints. Thus,
in my opinion, Tess’ behavior was harassment and she cer-
tainly produced a hostile work environment.
There are a couple of ways that this could have been avoided.
The first is through training of supervisors (and others). The
fact that Acme is openly religiously oriented should have raised
a few red flags in Human Resources, and supervisors and
employees should be briefed as to what one can and can’t do in
such an organization. Clearly, Tess’ behavior would have been
something the briefing would have warned people not to do.
Also, Ivana should have told Tess that her behavior was
unwanted and inappropriate and, if it continued, HR would
hear about it. If Ivana felt too threatened to do so, I’m sure
plenty of other people who knew about it could have stepped
forward. Finally, Acme was within its rights and responsi-
bilities to investigate and adjudicate Ivana’s complaint. To do
otherwise would be irresponsible and probably illegal.
Professor Homer H. Johnson, Ph.D., Loyola University Chicago
(312) 915-6682, hjohnso@luc.edu
An attorney says:
And so, what exactly is Tess suing for? What discrimination
is she alleging? Unless she can show Acme treated another
employee who engaged in harassment and who isn’t in some
legally protected group, of which Tess is a member, more
favorably, Tess is not going to get past the courthouse door.
“Discrimination” is an oft-flaunted word. If one decides
to eat a hamburger instead of a tuna sandwich, one has “dis-
criminated” against tuna — but this doesn’t meet the legal
definition of discrimination. The federal discrimination
laws protect employees from discrimination on the basis
of race, color, gender, disability, age, religion, and national
38 January 2010 www.PLANTSERVICES.com
PS1001_37_38_Trenches.indd 38
origin. For Tess to have a viable discrimination claim, she
should have to show that Acme treated someone who wasn’t
of her race or color or who was male or not of her religion or
national origin more favorably when that person engaged in
an act of harassment.
Acme acted just as it should have acted with respect to
Tess. She engaged in harassment toward Ivana, both because
of Ivana’s sexual preference and her religious beliefs. Tess’
actions created a hostile work environment for Ivana who
became extremely uncomfortable never knowing when Tess
would start her daily harangue. And praying with her at
work, for heaven’s sake? Most people would be uncomfort-
able under these working conditions.
Tess engaged in unlawful harassment that surely violated
Acme’s harassment policy. She should have been fired, and
she was. Hurray for Acme.
Julie Badel, partner, Epstein Becker & Green, P.C.
(312) 499-1418, jbadel@ebglaw.com
A plant engineer says:
Ivana should have expressed her feelings about Tess’s invita-
tions sooner. From what we read about this situation, Ivana
never asked Tess, in any way, to back off. Tess believed she
was doing Ivana a great service by trying to reach out to her.
If Ivana felt differently about Tess’s actions, she should have
spoken up earlier. The time to raise objections to work-
place interactions is when the interaction is taking place, or
right after, not during an exit interview. If Ivana was truly
concerned for her job as a reason not to speak up sooner,
then she had no understanding of the company’s harassment
policy or faith the company would act upon it.
Every company should have a functional, enforced harass-
ment policy. The only way it gets enforced is when someone
steps forward and reports harassment. That didn’t hap-
pen here and shame on Acme for terminating Tess. Ivana
should be the one reprimanded. If she believed she was
being harassed and didn’t report it, that’s like not following
proper safety procedures. Procedures and policies work only
when they’re followed. When employees don’t follow proper
procedure, they normally receive a write-up that helps them
understand how important proper procedures are to the
long-term health of the employee and the company.
The question in the workplace isn’t whether prayer should
be permitted, for you can’t stop it. The question, rather, is
whether one employee can force another to participate in
prayer. The answer is no, you shouldn’t try to force someone
to pray in the workplace or anywhere else. Forced prayer
really isn’t genuine prayer.
Jeffrey L. Strasser, Bacova Guild
(540) 863-2656, Strasser.Jeff@bacova.com
1/8/10 10:00 AM
 product focus

Drop Anchors
The HIT-HY 150 MAX fast-
cure adhesive anchor system im-
proves productivity and meets the latest
building codes. Designed for use in uncracked
concrete, it cures in 30 min at 68°F and meets ICC-ES Ac-
ceptance Criteria AC308 and the 2003/2006 IBC. It provides
reliable fastening to 248°F.
Hilti
(800) 879-8000 / www.us.hilti.com

Light Up With LEDs

Champ VMV Series LED
lighting technology for haz-
ardous, industrial, and other Clear the Area
demanding locations provides This manually-initiated time-delay relay features a flashing
durability, reliability, energy LED to warn of a pending operation and to evacuate the “arc
efficiency, and long life. Full- flash” area. SCADA operation isn’t required. The push-button
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compact fluorescent technology in cold for installation. The nameplate includes local LED indication,
temperatures by offering instant-on illumination. It offers a remote SCADA contact alarm, and trip-coil monitoring. The
60,000 hours of life at half the operation and maintenance costs self-cleaning, double-wiping contacts are of silver or silver alloy
of a HID luminaire. It’s well suited for wide-area illumination for low contact resistance. Terminals are standard screw-type
at mounting heights to 20 feet. and handle a 30A/600V continuous current rating. It meets
Cooper Crouse-Hinds IEEE C37.90 series standards for electroswitch relay products.
(866) 764-5454 / www.crouse-hinds.com Electroswitch
(781) 335-5200 / www.electroswitch.com

Clean Without Chemicals

The model 7100 bat-
tery-powered scrubber
requires no cleaning
chemicals. The com-
pany’s EC-H2O technol-
ogy begins as water and
ends as water, so it can be
handled and disposed of
Poly Pipe Takes a Chill easily and safely. It uses
PE100 chemical-resistant, impact-resistant industrial 70% less water than tradi-
polyethylene piping offers a complete range of pipe, fittings, tional cleaning methods,
valves, and fusion-joining technologies, all of which offer which increases scrub
mechanical strength and impact resistance throughout time up to three times per
a wide temperature range that extends to -58ºF. Valving tank; it leaves behind no
includes compact tee, ball, diaphragm, butterfly, and check slippery detergent residue
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slurries, and conforms to ASTM, NSF, and FDA standards. into water systems.
GF Piping Tennant
(800) 854-4090 / www.gfpiping.com (800) 553-8033 / www.tennantco.com

www.PLANTSERVICES.com January 2010 39

PS1001_39_Products.indd 39 1/8/10 10:28 AM

 CLASSIFIEDS
PRODUCTS AND SERVICES
PERFORMANCE | RELIABILIT Y | EFFICIENCY | ASSE T MANAGEMENT

SALES OFFICES
MIKE BRENNER, GROUP PUBLISHER
AR, AZ, Northern CA, CO, ID, IL, MN,
MT, NE, NV, NM, ND, OK, OR, SD, UT,
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Phone: (630) 467-1300, ext. 487
Fax: (630) 467-1120

Custom REPRINts
e-mail: mbrenner@putman.net
JERRY BURNS, DISTRICT MANAGER
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Phone: (630) 467-1300, ext. 427
RepRints aRe ideal foR: Fax: (630) 467-1120
e-mail: jburns@putman.net
n New Product Announcements
MICHAEL CONNAUGHTON,
n Sales Aid For Your Field Force ACCOUNT EXECUTIVE
n PR Materials & Media Kits IA, IN, KS, KY, MI, MO, OH, TN, Canada,
Literature Reviews, Inside Print and
n Direct Mail Enclosures Digital Sales
Phone: (513) 543-6432
n Customer & Prospect Fax: (630) 467-1120
Communications/Presentations e-mail: mconnaughton@putman.net

n Trade Shows/Promotional Events POLLY DICKSON,

INSIDE SALES MANAGER
n Conferences & Speaking Engagements Classifieds
Phone: (630) 467-1300, ext. 396
n Recruitment & Training Packages Fax: (630) 364-4175
e-mail: pdickson@putman.net
NORM KLIEMAN,
For additional information, please contact INSIDE SALES MANAGER
Digital Sales
Foster Printing Service, the official reprint Phone: (630) 467-1300, ext. 344
provider for Plant Services. Fax: (630) 467-1120
e-mail: nklieman@putman.net
Call 866.879.9144 or
SUBSCRIPTION INFORMATION
sales@fosterprinting.com (888) 644-1803 or (847) 559-7360
REPRINTS
FOSTER REPRINTS, (866) 879-9144
www.fostereprints.com
PUTMAN MEDIA, INC.
ADVERTISER INDEX 555 W. Pierce Rd., Ste. 301,
Itasca, IL 60143
COMPANY PAGE Phone: (630) 467-1300,
C: 60
AutomationDirect.com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Fax: (630) 467-1120M: 0
Y: 100
K: 28
Baldor Electric Co. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
PLANT SERVICES (ISSN 0199-8013) PMS 370 Cis published monthly
CRC Industries. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 by Putman Media, Inc., 555 West Pierce Road, Suite 301,
Itasca, IL 60143. Phone (630) 467-1300, Fax (847) 291-
4816. Periodicals Postage paid at Itasca, IL and additional
Eventure Events . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 mailing offices. Canada Post International Publications
Mail Product Sales Agreement No. 40028661. Canadian
IFS North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Mail Distributor Information: Frontier/BWI,PO Box 1051,
Fort Erie, Ontario, Canada, L2A 5N8. Printed in U.S.A.
POSTMASTER: Send address changes to PLANT SERVICES,
Inpro/Seal Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Putman Media, Inc., PO Box 3435, Northbrook, IL 60065-
3435. SUBSCRIPTIONS: Qualified reader subscriptions are
Kaeser Compressors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 accepted from PLANT SERVICES managers, supervisors
and engineers in manufacturing plants in the U.S. and
Canada. To apply for qualified-reader subscriptions, please
MacroAir Technologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 go to www.plantservices.com. To non-qualified subscribers
in the U.S., subscriptions are $96 per year. Single copies
Martin Sprocket & Gear . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 are $15, except the September and December issues which
are $36. Canadian and foreign annual subscriptions are
New Pig . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 accepted at $145 (Foreign airmail $200/yr). Single copies
are $81. © 2010 by Putman Media, Inc. All rights reserved.
The contents of this publication August not be reproduced
Robinson Fans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 in whole or in part without consent of the copyright owner.
In an effort to more closely align with our business partners
SPX Dehydration and Process Filtration . . . . . . . . . . . . . . . . . . . . . . . . 25 in a manner that provides the most value to our readers,
content published in PLANT SERVICES magazine appears
on the public domain of PLANT SERVICES’ Website,
Summit Industrial Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 and August also appear on Websites that apply to our
growing marketplace. Putman Media, Inc. also publishes
Swagelok . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 CHEMICAL PROCESSING, CONTROL, CONTROL DESIGN,
FOOD PROCESSING, INDUSTRIAL NETWORKING, THE
JOURNAL, PHARMACEUTICAL MANUFACTURING and
WD-40 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 WELLNESS FOODS. PLANT SERVICES assumes no
responsibility for validity of claims in items published.
Winware . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

40 JANUARY 2010 WWW.PLANTSERVICES.COM

PS1001_40_41_Class.indd 40 1/8/10 3:47 PM

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 energy expert
peter garforth
What Happened at Copenhagen?
More than you might have been led to believe
More than 200 heads of state attended the UN climate
meeting in Copenhagen in December. Through 2009, there
had been strong expectations that a global deal on emissions
reductions would be struck, which triggered a high level of
lobbying from every side of the debate. Let’s take a step back
and see what actually came out of Copenhagen.
There was no binding agreement to reduce emissions. De-
veloped countries proposed targets that could limit climate
change to an average of two degrees Celsius. Some devel-
China isn’t overlooking the
potential world market for
energy-efficient solutions and
climate-friendly products.
oped countries made this commitment conditional on major
developing countries, notably China, India, and Brazil,
agreeing to accept binding targets. This wasn’t forthcom-
ing, though China did, for the first time, suggest it would be
prepared to accept binding intensity targets.
The dialogue between the developed and developing
countries was further complicated by the developing coun-
tries most vulnerable to climate change pushing to limit
temperature rise to 1.5 degrees. This standoff ended with the
developed countries, including the United States, agreeing
to submit their firm emissions targets no later than the end
of January. The two-degree limit would call for reductions of
25% to 40% relative to 1990 by 2020, a level deeper than any
proposed at Copenhagen; the estimate of current pledges
yields about a three-degree increase, so there’s a large gap.
China and the United States specifically agreed to inter-
nally measure and report on the results of their mitigation
actions. Some interpret this as a breakthrough in that it
represents a first step in reporting and ultimate verification.
Others saw it as a weak compromise, with limited account-
ability for the two major global emitters. While agreeing
to the overall conference summary, the smaller developing
countries remained skeptical that there would be sufficient
commitment to even the two-degree target, which they
already deemed too high for comfort.
Their concerns were mitigated somewhat when the devel-
oped countries, again including the United States, agreed
42 January 2010 www.PLANTSERVICES.com
PS1001_42_Energy.indd 42
to fund as much as $100 billion for technology transfer to
accelerate the development of low-carbon economies and
adaptation measures in the developing world. Brazil and
Norway proposed an international fund to support defores-
tation reductions in developing countries.
The next UN Climate Conference will be in Mexico in
November. There is a growing sense that this meeting will
deliver a binding agreement, based on the general outcomes
of Copenhagen. For the United States, this will mean targets
at least equal to the levels already proposed in the various
versions of legislation wending their way through the House
and the Senate, with significant consequences for both
power generators and large energy-consuming industries.
The EU already is committed to 20% below 1990 lev-
els, but has agreed to 30% if other major emitters, notably
China, the United States, India, and Brazil, make mean-
ingful commitments. This higher level will mean radical
rethinking of everything from building codes to energy sup-
ply. While challenging domestically, the EU’s overall climate
policy is acting as a catalyst for some world-class businesses.
China remains an interesting case. Following Copenha-
gen, China was criticized by many as being a major barrier
to a deal. But in the same month, it established some of the
most ambitious renewable energy standards anywhere in the
world, backed by strong domestic policy. The need to grow
with far less pollution is becoming clearer to the Chinese,
and they aren’t overlooking the potential world market for
energy-efficient solutions and climate-friendly products.
In December, I visited the headquarters of three major
companies in cement, chemicals, and steel as part of a
benchmarking exercise. Their organizations now have senior
managers with titles like “Head of Corporate Ecology” and
“Chief Climate Protection Officer.” This is a clear sign of the
importance world-leading companies are attaching to man-
aging climate change, legislation and market opportunities.
While Copenhagen didn’t deliver the binding deal many
hoped, it was the first meeting for a long time where nearly
all the countries of the world, mostly represented by their
heads of state, agreed on the need and the urgency for a deal.
We all need to be adapting our work priorities to recognize
the changes this may bring.
Peter Garforth is principal of Garforth International LLC, Toledo,
Ohio. He can be reached at peter@garforthint.com.
1/8/10 4:02 PM
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 Inpro/Seal Company has been in the business of bearing
protection for rotating equipment for 32 years and counting.
We have been supplying bearing protection for the IEEE-
841 motors since they were first introduced. It is only logical
that we would expand into the field of motor shaft current
mitigation to protect motor bearings. The CDR is:

ROBUST Machined entirely out of solid corrosion resistant

and highly conductive bronze, the CDR/MGS is
capable of carrying 12+ continuous amps. They
are made exclusively by the Inpro/Seal Company
in Rock Island, IL, to ensure consistent quality
and same-day shipments when required.

RELIABLE The CDR and MGS (Motor Grounding Seal)

products were developed in our own Research and
Experimentation Laboratory and then extensively
tested and evaluated by professional motor
manufacturing personnel. Our standard guarantee
of unconditional customer satisfaction of product
performance applies. We stand behind our products.

REALISTIC When you order a CDR or MGS from Inpro/Seal,

you are assured of the complete responsibility
for technology and performance from a single
source. We want to earn the right to be your first
choice for complete bearing protection.

For more information visit www.inpro-seal.com/CDR or contact

800-447-0524 for your Inpro/Seal Representative.

PS1001_FPA.indd 44 1/7/10 1:10 PM