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Proper welding ergonomics
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input #1 at www.plantengineering.com/information
 FUTUREPROOF
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input #2 at www.plantengineering.com/information
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input #3 at www.plantengineering.com/information
 JANUARY/FEBRUARY 2018

SOLUTIONS
Cover Story
21 | Welding doesn’t need to be a pain
in the neck

21 Cover image courtesy: Bernard

INSIGHTS
5 | Four steps to success with a system 24 | Building a new dimension for
integrator automated warehouses
8 | Four trends in VFD management 26 | Planning for expansion
10 | HVAC systems now run by the
28 | Narrowing the field for surge
numbers
protection
12 | Software is a future supply chain link
30 | Take a two-pronged approach
13 | Notable to data-driven maintenance
• IHS cites 8 technology trends to watch in ‘18
• John Glenski named to Editorial
Advisory Board SPECIAL REPORT
• SIs head to SF for CSIA Conference
33 | 2017 Salary Survey
14 | Step-by-step to Industrie 4.0

16 | Cybersecurity: Have a game plan INNOVATIONS

43 | Gain lubrication insight by looking
Editor’s Insight a little deeper
17 | Time to spend on our ‘other’ aging asset 46 | New Products for Engineers

PLANT ENGINEERING (ISSN 0032-082X, Vol. 72, No. 1, GST #123397457) is published 10x per year, monthly except in January and July, by CFE Media, LLC, 3010 Highland Parkway, Suite #325, Downers Grove, IL
60515. Jim Langhenry, Group Publisher /Co-Founder; Steve Rourke CEO/COO/Co-Founder. PLANT ENGINEERING copyright 2017 by CFE Media, LLC. All rights reserved. PLANT ENGINEERING is a registered trademark of CFE Media,
LLC used under license. Periodicals postage paid at Downers Grove, IL 60515 and additional mailing offices. Circulation records are maintained at CFE Media, LLC, 3010 Highland Parkway, Suite #325, Downers Grove, IL 60515.
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any liability to any person for any loss or damage caused by errors or omissions in the material contained herein, regardless of whether such errors result from negligence, accident or any other cause whatsoever.

www.plantengineering.com PLANT ENGINEERING January/February 2018 • 3

 WHY WE DO IT

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input #4 at www.plantengineering.com/information
INSIGHTS
By Nobuyuki Tamaki, Yokogawa Electric Corp.

Four steps to success INSIDE

with a system integrator
A structured approach yields maximum value
when engaging an integration partner

E
mploying a system integrator or
the system integration division
of an automation supplier can
help manufacturers improve
their operational structure. To ensure
a better chance at success, the integra-
tion needs to start with a methodology
for continuous value creation to mini-
mize expenditures and risk, and to speed
implementation.
There are four steps to this process:
STEP 1: Identify
You need to understand the challenges
facing your plant, facility, or company
to define potential areas for improve-
ment through collaboration and co-
innovation with a system integrator
partner. Examples of common issues
include:
• Unable to operate as planned due
to lack of experienced operators
and staff
• Differences between production
planning and actual performance
• Inconsistency in final product qual-
ity, even when using the same mate-
rials and workflow
• Customer complaints regarding
quality, even when the products
passed all criteria for delivery
industry best practices indicate 98%
uptime, then your company must rise
to the challenge if you don’t currently
meet this benchmark.
HVAC systems now run
A system integrator partner can assist by the numbers
in this area if they have the required
domain knowledge and ample indus- AHR Expo draws
try experience. Engaging an integrator
expert in power generation to identify 10 record crowd as focus
turns to sensors and
the challenges faced by a refinery nor-
analytics.
mally will not result in success.
Instead, it’s better to look for an inte-
grator with extensive expertise in your
processes and plants, and to require the
integrator to demonstrate where they Notable
have succeeded while working in situ-
ations similar to your own.
References need to be provided and 13 A collection of news
and other fun items
verified, preferably with a phone call
or a plant visit.
STEP 2: Create Step-by-step to
and implement
Domain knowledge on the part of a Industrie 4.0
system integrator partner again is criti-
cal because they must understand your Maturity Index helps
plant and its processes to design and
deploy solutions.
Here are some solutions often applied
14 manufacturer create
a roadmap for the
to solve process plant problems: future.
• Monitor production performance
(planning vs. estimate vs. actual)
remotely through vendor consul-
tants to provide periodic reviews

• Need to maximize production while

and recommendations for correc-
tive action
“Cybersecurity is
a complex issue
minimizing energy use.

Although your personnel usually can

• Support recommendations with
consultation during implementation 16 that requires a
flexible, evolving,
identify some of the challenges faced
internally, a complete analysis requires • Give advice when modifying pro- multifaceted
looking at competitors. For example, if duction planning caused by external
approach. ”
PLANT ENGINEERING January/February 2018 • 5
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input #5 at www.plantengineering.com/information
INSIGHTS
factors such as general economic conditions,
demand, and performance of the produc-
tion units
• Integrate multiple process values influencing
product quality into one value to simplify
monitoring by threshold management
• Identify differences in batch patterns by
comparing data for each batch, extracting
feature value, and creating a management
index to detect different patterns
• Use advanced process control to optimize
production
• Provide a clear view of product quality in real
time by implementing a soft sensor created
by using inferred data.
If the system integrator has solved similar
problems elsewhere, this experience and exper-
tise can be transferred to address your company’s
issues. This shortens the learning curve, and
prevents your company from making the same
mistakes made by others when addressing these
types of issues.
The four steps to create a cost-effective
and valuable methodology. Image courtesy:
Yokogawa Electric Corp.
www.plantengineering.com
“ No matter how
system integration
services are
STEP 3: Operate labeled by
With the integration in place, the
next step is to operate the plant suppliers, the most
according to plan. Since no amount
of expertise in Step 2 will produce important factors
a perfect solution, expect some
issues to crop up in the first few for success of your
months of operation.
Most plants don’t produce the
project are always
same product at the same rate at domain knowledge
all times because production sched-
ules change in response to market and industry
demands. As production changes,
issues can arise which were not
evident in creation. Other required
experience.
”
changes to production systems are common to
deal with issues such as changing feedstocks and
varying energy prices.
To deal with any changes, keep the system inte-
grator partner engaged for a few months after ini-
tial implementation to assure optimal operation,
and to train your company’s employees so they
can execute the next step effectively.
STEP 4: Sustain and improve
This step is primarily carried out by internal per-
sonnel, but the system integrator partner should
remain available to provide assistance and main-
tain the value generation cycle.
The training program implemented as part of
Step 3 is critical to sustaining success and making
ongoing improvements. Plant per-
sonnel must be very familiar with the
recently completed project so they
can implement Step 4 correctly, and
having an outside resource close at
hand in the form of the system inte-
grator used in Steps 1-3 is critical.
No matter how system integration
services are labeled by suppliers, the
most important factors for success
of your project are always domain
knowledge and industry experience.
The more your system integrator
knows about your processes and
plants, the better the solution. PE
Nobuyuki Tamaki is the gen-
eral manager for the marketing and
planning department of the business
administration division for the pre-
mium solutions & service business
headquarters of Yokogawa Electric
Corp.
PLANT ENGINEERING January/February 2018 • 7
INSIGHTS
By Joel Kahn, Lenze Americas

Four trends in VFD management

Variable frequency drive advances enable users to do more with less

T
he demand for efficient motor controls
due to rising energy prices and a trend
toward energy efficiency has resulted in
a growing demand for variable frequency
drives (VFDs). The market for VFDs is expected to
increase at a rate of 5.94% (CAGR) in the next three
years, so it’s not surprising manufacturers are invest-
ing in state-of-the-art VFD technology.
The latest advances in VFD software and hard-
ware tackle common problems original equipment
manufacturers (OEMs), system integrators, and
manufacturers have been wrestling with for years:
enabling teams to do more—faster and easier—with
fewer resources.
1. Wireless diagnostics
Wireless diagnostics represent the future of VFDs
whether it’s Wi-Fi, Bluetooth, or something else
entirely. In a typical plant where access to a drive
in a closed enclosure may be limited, engineers can
connect directly to the system from a distance using
the wireless signal built into the drive.
Online software enables engineers to view and
diagnose problems without touching the drive or
its enclosure.
2. Flexible integration
VFDs with flexible integration allow engineers to
solve for the application challenge once and then
interface to an upper-level programmable logic
controller (PLC) of choice.
option that matches the upper-level controller choice
for each customer.
VFDs constructed specifically for flexible integra-
tion usually consist of a single basic inverter with
control or networking modules that can be selected
at will.
3. Modular memory
Gone are the days when technicians would have to
go into the keypad to program a replacement VFD.
Soon, having to use a PC or even just a USB stick
to transfer the configuration to a replacement drive
will be a thing of the past.
Today, drives with removable, modular, nonvola-
tile memory make maintenance quick and easy. They
eliminate the need to connect additional hardware.
If a piece goes bad, device replacement is as simple
as taking the memory module out of the old drive
and putting it into a new one.
“ The market for VFDs is
expected to increase at
a rate of 5.94% (CAGR)
in the next three years,
so it’s not surprising
manufacturers are
investing in state-of-the-

”
For example, say an OEM is selling a given
machine to customers both domestically and abroad. art VFD technology.
Regional trends in PLC
preference are not an
obstacle for machine
integration. The OEM
can take a drive with
multiple communi-
cation options, solve
the machine applica-
tion once, and pick the

Typical applications for variable fre-

quency drives (VFDs) include pumps,
fans, conveyors, formers, winders, trav-
eling drives, winders, and tool and hoist
drives. Image courtesy: Lenze Americas

8 • January/February 2018 PLANT ENGINEERING www.plantengineering.com

4. Predictive maintenance
Manufacturers are gathering massive amounts of data
from their machinery and manipulating it into busi-
ness intelligence that drives predictive maintenance.
The Internet of Things (IoT), a global trend in
every industry, has had an impact on VFDs by speed-
ing and simplifying the flow of information from
machine to technician and back again. As such,
manufacturers are making changes to everything
from their machines to their information technology
(IT) departments to facilitate the collection, analysis,
and application of drive data.
From a hardware perspective, teams are moving
away from serial and toward Ethernet as the network
of choice. Basic IT departments are familiar with Eth-
ernet switches, hubs, and routers, resulting in a more
seamless integration when it comes to data transfer.
Complex communication strategies are requiring
modern VFDs to report lifetime counters, produc-
tion rates, downtimes, power output, and more for
better real-time decision making. PE
Joel Kahn is a product manager for inverters at
Lenze Americas.
M More
INSIGHTS
Search for these additional articles on VFDs by headline at
plantengineering.com.
Preventing VFD faults and failures
Following these best practices can help prevent voltage drops,
overload trips, and other common VFD faults and serious
failures before they occur.
Six ways VFDs can improve motion control applications
Inverter and variable motor control technologies are being used
to solve application challenges and improve efficiency and cost-
effectiveness in unexpected ways.
Motor drive upgrades boost industrial plant performance
Today’s motor drive technologies offer virtually limitless design
possibilities. Motion control offers a means to an end for OEM
plant managers, integrators, and design engineers engaged in
demanding automation and production lines.

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input #6 at www.plantengineering.com/information
INSIGHTS
By Bob Vavra, CFE Media

HVAC systems run by the numbers

AHR Expo draws record crowd as focus turns to sensors and analytics

T
he world of
big sheets
of m e t a l i s
merging with
the world of small sen-
sors. As the heating and
air conditioning world
met in Chicago for the
annual AHR Expo Jan.
22 to 24, the talk cen-
tered on how to run
the massive industrial
HVAC systems more
efficiently.
The 2018 event kicks
off the industrial trade
show season and if AHR
attendance is any indica-
tion, this year is going
to be an active one for
manufacturing suppli-
ers and their custom-
ers. Despite the typically
unpredictable Chicago
winter weather (the show opened with 55oF and The 2018 AHR Expo in Chicago broke atten-
rain and devolved into 28oF and ice by the third dance records on Jan. 22 to 24 and put the
day), show promoters said the event broke all latest in efficiency technology on display.
attendance and exhibitor records. Image courtesy: AHR Expo
This gave companies looking to showcase the
latest in HVAC technology and how that tech-
nology increasingly is connecting to Industrial van der Weerd in a press release.“These advance-
Internet of Things (IIoT) analytic tools. While ments deliver accelerated value for our customers
the HVAC market always has been a data-driven through energy savings, not only with the pumps
discipline—including everything from tempera- but throughout the entire HVAC system.”
ture controls to motor vibration—the data now Getting system managers to use the technology
is being repackaged and synthesized to allow for is seen as a challenge. After reviewing a year’s
better decision-making by operators and earlier worth of HVAC operating data, Armstrong
maintenance. research found 31% of chilled water pumps and
Toronto-based Armstrong Fluid Technology 62% of condenser pumps had the digital controls
is offering a performance management service switched off or disabled. The company estimated
with new pump purchases through December the estimated efficiency loss—not including the
2018. Owners and end users can sign up for the impact of reduced chiller efficiency—is 27%.
introductory offer as an integral part of the war- Fremont, Calif.,-based Delta Products Corp.
ranty registration. also has both a Modbus and Wi-Fi-enabled
“Technology now looks beyond energy savings power metering system. The cloud-connected
to provide a comprehensive view of HVAC per- pump panel enables remote monitoring and data
formance management,” said Armstrong CEO Lex access. PE

10 • January/February 2018 PLANT ENGINEERING www.plantengineering.com

REGISTER NOW & SAVE $200 (UNTIL MARCH 14)

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input #7 at www.plantengineering.com/information

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INSIGHTS
Software is a future supply chain link
M
anaging risk and speed in an evolving
manufacturing process requires a stra-
tegic approach, and it will require a
new generation of software to manage
that strategy. Steve Banker, vice president of supply
chain management for ARC Advisory Group, recently
released a study discussing the latest software trends
in supply chain management. He talked about those
findings, and their future implications, with Plant
Engineering content manager Bob Vavra:
Plant Engineering (PE): In your research
discussing the next wave of supply chain software
planning, you describe a “new supply chain plan-
ning technology wave.” Where are the opportunities
in supply chain planning to improve, and how will
better data help that take place?
Banker: SNEW data—social media, news,
event, and weather data—has great potential to
improve supply chain capabilities in three ways:
improved forecasting, risk detection and response,
and dynamic optimization.
The solution is already proven in terms of
enabling enhanced supply chain resiliency capa-
bilities. In the other areas, leading supply chain
software suppliers have interesting product devel-
opment in this area.
PE: What are the implications for manufacturers
and suppliers in a faster supply chain? More impor-
tantly, are manufacturers ready to respond to it?
Banker: The planning-to-execution handoffs
can be better optimized. For example, a supply
planning solution grabs orders and creates opti-
mized plans of which plants should
make products for which customers.
A transportation management system
“ Artificial intelligence and machine learning are also being
used to make implementation easier, risk management
more proactive, and also improve the usability of these
(supply chain) solutions.
” Steve Banker, ARC Advisory Group
12 • January/February 2018 PLANT ENGINEERING
(TMS) then grabs the associated transport orders
and creates optimized plans of how shipments
should be routed in the coming days. Eventually,
these plans are executed.
Now there is the possibility of taking all planned
manufacturing and transport moves and sending
them to a SNEW engine with predictive ETA capa-
bilities. The engine can view origins, routes, and
destinations and predict that certain inbound raw
material loads or outbound finished goods won’t
arrive on time because of things like road construc-
tion, a very large sporting event, or weather.
A large manufacturer might send thousands of
shipments for a planning horizon and perhaps only
1% or 2% are flagged as being at risk. The supply
planning and TMS solutions can then dynamically
reoptimize those production schedules and loads.
What do manufacturers need to do to get ready
for this? Basically, stay tuned. This is vision; there
are no customer references for this type of solution
yet. This type of solution is being actively devel-
oped, however.
PE: “Machine learning” is another buzz word right
now. How will supply chains and manufacturing lines
work together as this technology begins to roll out?
Banker: Machine learning is a great technology
to improve the predictive and scheduling capabili-
ties of Big Data sets. SNEW is a Big Data set. In
short, Big Data and machine learning are partners
in exploiting the new capabilities that are being
visualized. Artificial intelligence and machine
learning are also being used to make implemen-
tation easier, risk management more proactive,
and also improve the usability of these solutions.
But again, in most cases, these new capabili-
ties have not yet been baked into the standard
products. PE
www.plantengineering.com
NOTABLE
By Bob Vavra, CFE Media
IHS cites 8 technology
trends to watch in ‘18
A new report from IHS Markit cites eight major trends in
technology for 2018 that will impact operations and supply
chain for the next decade.
“Technology industries have both enabled and benefitted
from digitization for the better part of the last 50 years,” IHS
Markit officials said in the report. “While the idea of digiti-
zation is not new, what we are now seeing is a new wave of
transformative technologies with the potential to significantly
impact the world around us.”
According to IHS, the eight technologies to watch in 2018 are:
• Artificial Intelligence (AI) • IoT
• Cloud • Connectivity
• Blockchain • Machine vision
• Ubiquitous video • Robots and drones.
“While AI, IoT, machine vision, robotics, and the cloud are
not really new technologies, they are coming together in new
and powerful ways and fundamentally changing businesses,
fueling innovation, disrupting industries, and creating both
threats and opportunities for all,” IHS officials said.
Among the other comments on specific technologies:
On artificial intelligence: “AI is being implemented in two
ways: device and cloud-based. Both approaches have advantages
and disadvantages. Cloud AI has more computing power to
analyze data as it utilizes deep learning algorithms, but there
are potential issues around privacy, latency, and stability.”
On the Internet of Things (IoT)
“IHS Markit has identified four stages of IoT adoption and
implementation:
1. Connect—embedding connectivity and processing capa-
bilities into devices
2. Collect—adding sensors and storage that enables devices
to gather data on their surrounding environment
3. Compute—processing and analyzing large amounts of
data generated by IoT devices
4. Create—monetizing the IoT or creating unique solutions
through access to transformational data.
“The global installed base of IoT devices will rise from 27
billion in 2017 to 73 billion in 2025, IHS Markit forecasts show.
Accelerating IoT growth in 2018 and movement through this
four-stage IoT evolution will be the confluence of enhanced
connectivity options with edge computing and cloud analytics.”
On robots and drones: “The global market for robots and
drones will grow to $3.9 billion in 2018. Beyond that number,
however, the deeper underpinnings of the story lie in the disrup-
tive potential of robots and drones to transform longstanding
business models in manufacturing and industry, impacting
critical areas such as logistics, material picking and handling,
navigational autonomy, and delivery.”
IHS Markit is a CFE Media content partner. PE
www.plantengineering.com
A collection of news and other fun items
John Glenski named to
Editorial Advisory Board
John Glenski, president of Automation Plus in Cincinnati has joined
Plant Engineering’s Editorial Advisory Board effective Jan. 1, 2018.
Glenski is responsible for daily management and technical quality
of all Automation Plus business operations, involved in all aspects
of the firm, including operations, sales, marketing, time to market,
process improvement, customer service, and client satisfaction.
Automation Plus is now the second largest system integrator in the
region, and the winner of the 2018 CFE Media System Integrator of
the Year award. The firm also was selected as a finalist for the 2017
Best Places to work in Cincinnati by the Cincinnati Business Courier.
Glenski is responsible for multinational accounts, organizational
deployment and revenue generation, and has helped diversify the
account from solely automation to engineering and construction
services.
“John’s expertise in helping manufactur-
ers add new technology will be invaluable to
Plant Engineering’s audience as they tackle
these issues in their own plants,” said Plant
Engineering content manager Bob Vavra.
“System integrators are an important part
of manufacturing’s growth in recent years,
and their voice will be well-represented by
John’s industry knowledge.” PE
John Glenski
President, Automation Plus
SIs head to SF
for CSIA conference
More than 500 control system integrators and industry suppliers
will gather in San Francisco on April 24-27 for the Control System
Integrators Association (CSIA) 2018 Executive Conference.
Themed “Growth Through Innovation and Sound Business Prac-
tices,” the 2018 conference offers a dual track approach focused
on taking the next step in transformative business models while
maximizing growth by utilizing CSIA Best Practices.
Economist Alan Beaulieu, president of ITR Economics, will open
the conference with his latest economic outlook for manufacturing.
CSIA will offer a two-day training workshop on best practices
implementation just prior to the conference, on Monday, April 23,
and Tuesday, April 24. Those attending the conference will have
opportunities for networking, including the annual industry expo,
awards banquet, and a closing reception. The CSIA Fun Run/Walk
will be held again this year, along with other special events and tours
of the San Francisco area.
Details about the event and registration can be found on the CSIA
2018 Executive Conference website. For more information, go to
www.controlsys.org. PE
PLANT ENGINEERING January/February 2018 • 13
INSIGHTS
By Dr. Bertolt Gärtner, TÜV SÜD ATISAE
Step-by-step to Industrie 4.0
Maturity Index helps manufacturer create a roadmap for the future
A
lthough they know about the advantages
of self-organizing production, European
companies lag behind in comparison
with companies internationally. The
reason for this in Germany is the tendency to
reorganize the complete production right from the
start instead of aiming for a goal in small steps and
with individual pilot projects. In addition, there is
uncertainty about the best software and to which
standards the companies should adhere.
In order to provide guidance, the Deutsche
Akademie der Technikwissenschaften (acatech)
developed the Industrie 4.0 Maturity Index. Lead-
ing German universities and industry partners,
among them TÜV SÜD, participated. As a mul-
tidimensional maturity model, the index not only
assesses the status quo of digital transformation,
it also helps to create individual roadmaps and to
prioritize measures on the road to Production 4.0.
The Maturity Index is especially suitable for small
and medium-sized enterprises (SMEs) that quickly
want to become viable for the future.
Digital transformation
across all divisions
The Maturity Index is based on an extended
understanding of Industrie 4.0 matters relating
to technology. In order to benefit from new tech-
nologies, companies need to adjust their organi-
zational structures as well as their culture. The
goal is an agile company that is able to respond
to changes in its surroundings by means of fast,
information-based decisions. The Maturity Index
helps companies to achieve this. For this purpose,
the Maturity Index takes into consideration four
structural areas:
1. Resources: workforce and their compe-
tencies, machinery and equipment, tools,
products
2. Information systems: socio-technical sys-
tems in which information is provided and
processed by both people and information
and communication technology
3. Organizational structure: rules and struc-
tures guiding the relationships within the
company as well as externally
14 • January/February 2018 PLANT ENGINEERING
4. Culture: value system within the company,
e.g., employees’ willingness to review and
adapt their behavior in response to changes.
The procedure is structured in three phases:
• Phase 1 Review of current situation: Based on a
questionnaire, a site tour, and expert workshops,
the company’s maturity stage is assessed in the
five functional areas: development, production,
logistics, services, marketing, and sales.
• Phase 2 Target definition: Based on an as-is
analysis, company-specific strategic development
targets are defined. A gap analysis shows the
differences between the target and current situa-
tion and highlights in which fields the company
needs to take action in order to meet their target.
• Phase 3 Roadmap: Subsequently, specific mea-
sures are derived. Using an indicator system and
a cost-benefit matrix, experts evaluate which
measures are particularly suited to increase
the company’s maturity stage. Those are then
included in the roadmap.
Pilot project shows potential
The successful implementation of a roadmap is
shown in the example of a supplier for energy and
signal technology. With more than 4,000 employ-
ees at several manufacturing facilities, the com-
pany manufactures industrial connectors, device
connection technology, and network components
used for automation. The product range comprises
radio-frequency identification (RFID) solutions.
The company’s high affinity to information tech-
nologies is already apparent.
The internal Industrie 4.0 project group regularly
implements new use cases. The realization of the
Industrie 4.0 Maturity Index was easy: the produc-
tion situation was evaluated in only four days. As
expected, a high maturity stage was determined.
The supplier set up a pilot project where differ-
ent die cutters spread over all company sites were
equipped with structure-borne sound in order to
be able to measure vibrations. Conditions were
monitored precisely and the systems maintained as
required. The measured data provide information
on when a cutter is worn out and the components
are cut outside the tolerance range.
www.plantengineering.com
 This process was locally monitored until the pilot
project began. The linking and analysis of the data
in real time allowed the comparison of the targeted
optimizations across production lines. This meant
the best maintenance measures generally were rolled
out and further monitored.
The roadmap comprised more than 30 measures
which identified where the monitored systems could
be improved. Delivery reliability and production
flexibility also were further improved. In the past,
establishment of a project group and the identifi-
cation of such projects often took several months.
With the Maturity Index, it was possible to select
and evaluate projects much faster.
Projects and use cases were implemented sig-
nificantly earlier, and their benefits were assessed
faster and more precisely. Plant leadership received
an information base they could use to decide whether
the implementation within the complete production
made sense or not.
device connection technology, and network com-
ponents, as well as RFID solutions, competitive
in the future. But there is still a risk factor that
applies to all companies that take the plunge
towards Industrie 4.0: they rely on data provided
by the sensor and component manufacturers.
There should always be two redundant com-
munication paths for data-dependent production
because when data is communicated without pro-
tection, it can be manipulated. IT security thus
must become an integral part of all Industrie 4.0
developments—for example, the security standard
IEC 62443 for industrial automation and control
systems.
As one of the first providers, TÜV SÜD intro-
duced the respective certification. Experts analyze
control and guide systems with regard to poten-
tial weaknesses and develop effective protective
measures that ensure system integrity. Because
Industrie 4.0 can only work with IT Security 4.0. PE

Industrie 4.0 only with IT-Security 4.0 Dr. Bertolt Gärtner is president and CEO of TÜV
The capability to take fast and precise decisions is SÜD ATISAE and an Industrie 4.0 implementation
a prerequisite to keep their industrial connectors, expert based in Spain.

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input #8 at www.plantengineering.com/information
INSIGHTS
By Will Aja, Panacea Technologies
Cybersecurity: Have a game plan
A proactive approach to system management requires diligence, flexibility
C
ybersecurity is a hot topic in manufac-
turing, and for good reason. In the past
year we have seen several large scale
malware attacks that crippled manufac-
turers across multiple industries globally. Attacks
that began in Europe quickly made their way
here, and vice versa. Some manufacturers had to
resort to cutting their enterprise networks and
using personal email accounts and cell phones
to continue operations. Every day it seems there
is another alert on a new vulnerability found in
some piece of automation hardware or software.
If it sounds scary, that’s because it is. Cyberat-
tacks feel like a far-off concept even when they hit
close to home, but that’s because for many of us
the effects are intangible. A major pharmaceuti-
cal company having some computers attacked, or
attacks on power grids overseas doesn’t feel like it
poses a threat to everyday life. That’s because the
attacks haven’t hit home in a way that matters, yet.
Focusing on and allocating resources to cyber-
security is very similar to focusing on safety. We
have all heard of scenarios where safety precau-
tions weren’t implemented because management
didn’t see the value until they were hit with a
hefty fine from OSHA due to an accident. Once
M More
SOLUTIONS
Search for these additional articles on cybersecurity by by headline at
plantengineering.com.
IIoT Webcast poll: Cybersecurity a significant issue
Cybersecurity is a significant concern for many plant and IT managers
as they contemplate implementing the Industrial Internet of Things
(IIoT), according to the results of a survey taken at CFE Media’s recent
IIoT Webcast.
Setting the standards for cybersecurity
Due to the current state of cybersecurity hygiene across multiple
industry sectors, manufacturers often inadvertently allow for critical
vulnerabilities and weaknesses in product software to go unaddressed.
The promise and the risks of IIoT and Industry 4.0
Ubisense VP Adrian Jennings discusses the need to go slow in moving
manufacturing away from manual systems to an integrated production
system.
16 • January/February 2018 PLANT ENGINEERING
an adverse incident occurs it is too late to avoid
potentially large losses.
The feedback we have received from manufac-
turers is that many don’t know how vulnerable
they are. They have firewalls, air-gapped manu-
facturing networks, and demilitarized zones but
many manufacturers in the most recent attacks
had these in place and still were affected. Most
cybersecurity presentations don’t have an easy
to follow transition from defining risks and dis-
covering the value of security through providing
actionable items to help bridge the gap. Instead
many demonstrations end with sales pitches on
cybersecurity vaporware or difficult to under-
stand audit processes.
Not all of the platforms are vaporware and
not every assessment is unnecessary, though.
There are companies on the leading edge that
have top-notch security assessments and cyber-
security platforms but it is important to not fall
victim to FUD (fear uncertainty doubt) tactics
that provide a report of no value or a platform
that can’t deliver on previous promises.
Cybersecurity is a complex issue that requires a
flexible, evolving, multifaceted approach. It isn’t
as simple as a single product or set of standards.
Every scenario presents a unique challenge and
corresponding solution.
Legacy migration
Legacy migrations can strengthen security imme-
diately. Legacy automation equipment poses a
variety of issues and dangers on any manufactur-
ing network.
For starters, most manufacturers discontinue
support on legacy systems. This includes technical
support as well as patch development and testing to
help mitigate security flaws or other product faults.
A lot of legacy platforms do not support Win-
dows domain authentication, and in these cases
a common username and password is used for
user groups. These usernames and passwords are
usually very basic and the devices have no way
to maintain an audit trail on who is logging in
and what is being changed. With legacy equip-
ment, it is very common to see sticky notes with
the username and password posted right on the
human-machine interface granting any person
www.plantengineering.com

access. This opens manufacturers up to internal
and external threats alike.
Legacy platforms also usually run on legacy
operating systems which may not be supported
by the vendor any more. This requires additional
work and hardware to segregate the computers
and it doesn’t necessarily guarantee absolute pro-
tection from outside threats.
Unfortunately, many legacy systems are still
in place because they are part of a critical pro-
cess where downtime just is not available. When
it is understood that downtime from a security
event will be greater and more disruptive than
downtime for a migration, the case for migration
becomes imperative.
Modernization efforts bring about a whole host
of process benefits, but they also bring along a
variety of security benefits. Whether it is bring-
ing on a more current and supported platform or
getting rid of an unsupported operating system,
there is more to modernization than shiny new
plastic.
Patch management
One of the lowest hanging fruits is Microsoft
Patch Management. Deploying Microsoft patches
is arguably one of the most basic but important
pillars of cybersecurity. Every Tuesday Microsoft
releases a set of patches, some of which are critical
security patches that mitigate exploits malware
attacks use to cause damage. Automation vendors
then test the patches against their own software to
develop a list of approved patches for manufactur-
ers to reference.
The big issue with Patch Management is that
not every vendor makes this information avail-
able publically, which we are hoping the indus-
try or government will require in years to come.
Those that do provide information distribute it in
a variety of different formats. The patch lists can
sometimes span hundreds of pages, and it takes
a team of engineers on the manufacturer side to
make sure the right patches get on the correct
operating systems.
This complexity only increases with multiple
software platforms as compatibility must be veri-
fied across every platform for each patch. This
usually causes manufacturers to resort to two
methods. The patch nothing approach can ensure
that there are no downtime events from unap-
proved patches but doesn’t allow critical security
updates to be deployed. The deploy all patches
approach ensures that critical security updates
are deployed but can also cause downtime events
from unapproved patches breaking the software.
www.plantengineering.com
“Cybersecurity is a
complex issue that
Service provider
partnerships requires a flexible,
Cybersecurity is a group
effort. It is our collective
evolving, multifaceted
social responsibility to
ensure security. Some of
approach. It isn’t as simple
the manufacturers hit by as a single product, or set
the recent malware attacks
had plentiful internal stan-
dards meant to safeguard
of standards. ”
them against disasters like
this, but careless contrac-
tors and service providers introduced a variable
they hadn’t planned for. Carefully selecting a sys-
tem integrator or service provider is important.
If you are going to allow others access to your
most vital systems, you need to make sure they
have a culture of security themselves.
Asking your potential partners how they handle
security or what their own internal standards are
around security is a step in the right direction.
Any competent and equipped service provider
will have no problem sharing this information.
Panacea’s policy is that a successful attack on
our infrastructure could infect clients, so our
network was designed to limit attack surfaces and
heavily secure all critical processes. Our server
room is kept under lock and key and only autho-
rized personnel have access to administrator
rights. We also have attack monitoring solutions
in place to help alert us to potential problems.
We would gladly show any of our clients our
setup because cybersecurity is important to us
and we want them to know their information is in
good hands. Any quality-driven service provider
would do the same.
Adopting and nurturing a culture of secu-
rity is vital for manufacturing success globally.
Although it may seem like a major endeavor, you
can start with a few key items that can help drive
an overall culture change to make cybersecurity
a team effort. Ensuring that critical Microsoft
patches are deployed is a great foundational pillar.
Migrating legacy automation installations can
help shore up security gaps on your enterprise
network.
Once security is in place, concepts like threat
detection, real-time monitoring, and security-
focused network design become easier to adopt.
Cybersecurity has many approaches, but it is
important to start now rather than wait for a
security event to drive the change. PE
Will Aja is vice president of customer operations for
Panacea Technologies Inc.
PLANT ENGINEERING January/February 2018 • 17
INSIGHTS
By Bob Vavra, Content Manager
Time to spend on our ‘other’ aging asset
The 2017 Plant Engineer-
ing Salary Survey makes
clear—again—the top issue
facing manufacturing as we
head into another new year.
The issue is workers, or the
lack of them.
We don’t have enough
workers to meet the needs
of manufacturing today,
and we don’t have the
right skills to take on the
manufacturing challenges
of tomorrow. As we create
a digitally interconnected
plant driven by data and analytics, we need
workers ready to take on the challenges of the
digital plant. This is uncontroverted fact, and
it could well be enough to bring U.S. manu-
facturing’s spectacular decade of growth to
a screeching halt.
But that’s not what I want to talk about
right now.
We have discussed our aging manufactur-
ing workforce at length, but our other aging
asset—our equipment—is at equal risk of
quitting on us very soon. Too many plants
have limped along underfunded and under-
maintained for so long that it has become
business as usual. We have just accepted that
capital investment is something that has to
wait for another day. That’s ironic, because
with manufacturing’s growth trajectory, the
capital has been accumulated to build a bet-
ter plant infrastructure.
Combine strong capital growth with a
business-favorable tax law, and it would
seem 2018 would be a prime year to invest
in new equipment, new processes, and new
technology. Many suppliers we speak with
on a regular basis agree that this could be
that big breakout year for reinvestment in
manufacturing’s infrastructure.
Those are macro-economic discussions,
though. They look ooks at the global land-
scape of manufacturing, the increased right-
shoring of manufacturing operations, to
locate manufacturing closer to an expand-
ing, wordwide consumer market, and to the
rapid Amazonization of our planet. All of
this change will require not just a differ-
ent strategy, but also new equipment, and
a lot of it.
18 • January/February 2018 PLANT ENGINEERING
We’ve seen an explosion
of sensors, software, and
data centers all designed
to build a cloud computing
network that will deliver on
the promise of the Indus-
trial Internet of Things.
These connected devices
are changing the way we
view maintenance, the way
we manage assets, and the
supply chain that feeds our
operations.
Behind all those sensors
are motors and drives, com-
pressed air systems, control networks, elec-
trical infrastructure, and mechanical opera-
tions. Those systems have gone overlooked
in recent years as we tried to dig ourselves
out of a deep hole in manufacturing. I think
it’s time to recognize we’re out of the hole.
The opportunity to invest should be
taken seriously. It’s not a good idea to rip-
and-replace just so we can have shiny new
equipment. That’s not what infrastructure
investment should do. But the time to invest
in your home is when you have both the
capital available and a need to make sure
you can operate your environment more
efficiently to save time, money, and effort.
For too long in manufacturing, the cost to
repair was greater than the cost to replace,
but the operating cost was coming out of
one budget and the capital budget was con-
strained. As a result, manufacturers were
told to just “get by” with what they had. It’s
now time to turn that discussion around.
In manufacturing’s future, I see an agile
workforce with cutting-edge technology
pulling more productivity out of operations.
I see manufacturing attracting a new breed
of workers who will be intrigued by that
technology and the allure of creating with
the mind as well as the hands. This future is
possible today, and it will be owned by the
manufacturers ready to invest in the future
rather than guarding against the pressures
of the present.
Manufacturing has waited for this oppor-
tunity. We have been patient. We have grown
and succeeded despite the economic and
political shackles. The constraints are gone.
Let’s go. PE
www.plantengineering.com
PlantEngineering.com
3010 Highland Parkway Suite 325
Downers Grove, IL 60515
Ph. 630-571-4070, Fax 630-214-4504
CONTENT SPECIALISTS/EDITORIAL
BOB VAVRA, Content Manager
BVavra@CFEMedia.com
EMILY GUENTHER, Associate Content Manager
EGuenther@CFEMedia.com
AMANDA PELLICCIONE, Director of Research
APelliccione@CFEMedia.com
CHRIS VAVRA, Production Editor
CVavra@CFEMedia.com
SIERRA GRAYSON, Marketing & Production Coordinator
SGrayson@CFEMedia.com
EDITORIAL ADVISORY BOARD
H. LANDIS “LANNY” FLOYD, IEEE Life Fellow
H.Landis.Floyd@gmail.com
JOHN GLENSKI, President, Automation Plus
jglenski@processplus.com
SHON ISENHOUR, Partner, Eruditio LLC
sisenhour@EruditioLLC.com
DR. SHI-WAN LIN, CEO and co-founder, Thingswise, LLC
Industrial Internet Consortium (IIC) board member
shiwanlin@thingswise.com
DAVE REIBER, Senior Reliability Leader, Reliabilityweb.com
dave.reiber@reliabilityweb.com
DAVID SKELTON, Vice president and general manager
Phoenix Contact Development and Manufacturing
dskelton@phoenixcontact.com
BILLY RAY TAYLOR,
Director of commercial and off-highway manufacturing
The Goodyear Tire & Rubber
Billytaylor@goodyear.com
LARRY TURNER, President and CEO, Hannover Fairs USA
lturner@hfusa.com
MARK WATSON, Senior director, manufacturing technology,
IHS Markit
Mark.watson@ihsmarkit.com
CFE MEDIA CONTRIBUTOR
GUIDELINES OVERVIEW
Content For Engineers. That’s what CFE Media stands for,
and what CFE Media is all about—engineers sharing with their
peers. We welcome content submissions for all interested
parties in engineering. We will use those materials online, on
our Website, in print and in newsletters to keep engineers
informed about the products, solutions, and industry trends.
* www.plantengineering.com/contribute explains how to
submit press releases, products, images and graphics, bylined
feature articles, case studies, white papers, and other media.
* Content should focus on helping engineers solve prob-
lems. Articles that are commercial in nature or that are critical
of other products or organizations will be rejected. (Technol-
ogy discussions and comparative tables may be accepted if
non-promotional and if contributor corroborates information
with sources cited.)
* If the content meets criteria noted in guidelines, expect
to see it first on our websites. Content for our enewsletters
comes from content already available on our Websites. All
content for print also will be online. All content that appears
in our print magazines will appear as space permits, and we
will indicate in print if more content from that article is avail-
able online.
* Deadlines for feature articles intended for the print maga-
zines are at least two months in advance of the publication
date. Again, it is best to discuss all feature articles with the
content manager prior to submission.
Learn more at:
www.plantengineering.com/contribute
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input #9 at www.plantengineering.com/information

©2017 Wolseley Industrial Group 1117 581455

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input #10 at www.plantengineering.com/information

SOLUTIONS
By Andy Monk, Bernard, and Jack Kester, Marsh Risk Consulting

Welding doesn’t need INSIDE

to be a pain in the neck Building a new
dimension for
automated warehouses
Worker protection also delivers productivity gains
3-D design changes

T
he importance of ergonom- mal limitations, excessive wear and tear
24 supply chain function
and operation
ics far surpasses comfort. on the body occurs, accelerating damage
A workplace environ- that can lead to work-related musculo-
ment or task that causes skeletal disorders (WMSDs)—injury to
a welding operator to the muscles, tendons, ligaments, joints,
repetitively reach, move, nerves, and/or spinal discs.
grip, or twist in an unusual way—or even Ergonomics protects welding operators
stay in a static posture for an extended time from injuries, as well as can improve the
without proper rest—can do much more productivity and profitability of a weld-
than become a literal pain in the neck. Over ing operation. Stressful postures and
time, it can lead to repetitive stress injuries motions tend to be inefficient. Lifting
with life-long impacts and that may even boxes from floor level or reaching outward
prevent a welding operator from working. beyond arm’s length, for example, takes
People are built with certain limitations, extra time. These posture and motions
and when the design of work exceeds nor- repeated throughout the year by multiple
employees can have a significant impact
on earnings for the company.
Welding operators should position By proactively reducing the risk of inju- Planning for expansion
their work between the waist and ry, companies can improve productivity,
shoulders, whenever possible, to while also reducing employee absences Tips to keep
ensure they are working in a close to
a neutral posture. All images cour-
and eliminating overtime pay for replace-
ment workers who may not be as efficient 26 design-build project
on schedule
tesy: Bernard or proficient. Eliminating stressful pos-
and on budget
tures and motions
also can help reduce
employee turnover
and training costs
for replacing welding Narrowing the field
operators who quickly for surge protection
decide “this job isn’t
for me.”
SPD technology offers
According to the
B u r e au o f L a b o r
statistics, WMSDs 28 flexible solutions for
process applications
account for 29% of all
lost workday injuries
and for about 34% of
all workers’ compen-
Take a two-pronged
sation claims—and approach to data-driven
they cost employers maintenance
$20 billion each year
in workers’ compen-
Combining CMMS
30
sation.
with diagnostic tools
PLANT ENGINEERING January/February 2018 • 21 improves operations
SOLUTIONS
The risk factors
There are three primary risk factors that increase
the likelihood of developing WMSD injuries:
1. Highly repetitive tasks that keep an opera-
tor in a static posture for too long or use the
same motion over and over, such as pulling
a MIG gun trigger.
2. Tasks that require an operator to apply sig-
nificant force or pressure, such as pushing,
pulling, or heavy lifting.
3. Poor or awkward postures, such as bent wrists
or necks tilted backward.
Environmental conditions such as extreme tem-
peratures also can contribute to the development
of WMSDs. The likelihood of incurring WMSDs
is also affected by personal factors such as physical
conditioning, health, gender, age, work techniques,
and stress.
Some common welding postures that are con-
sidered awkward and stressful include kneeling,
squatting, torso twisting, leaning on a hard surface,
holding the arms away from the body or above
shoulder height for long periods of time, hunch-
ing or bending over, and looking upward too long.
The best postures are those that are as close to
neutral as possible—a position that the body would
rest in if it were not doing anything.
Ergonomic solutions
The use of proven ergonomic principles can dra-
matically improve the way a welding operator
performs a task, thereby reducing the exposure to
22 • January/February 2018 PLANT ENGINEERING
Welding postures that are considered awk-
ward and stressful include kneeling, squat-
ting, and torso twisting.
risk factors and simultaneously increasing produc-
tivity. A simple work station adjustment or the use
of different tools can make a big difference on an
operator’s long-term health and well-being, as well
as on the company’s bottom line.
For example, operators who weld with pistol grip
tools, such as a welding gun, and use their finger
to apply pressure for an extended length of time
can develop “trigger finger.” This problem can be
resolved easily by using a welding gun with a lock-
ing trigger.
Welding operators should position their work
between the waist and shoulders, whenever pos-
sible, to ensure they are working in a close to a
neutral posture. Achieving this posture may mean
using work stools or height-adjustable chairs, as
well as lifting tables and rotational clamps or other
material-positioning equipment. All these solutions
can reduce awkward postures and allow employees
to work in more neutral positions.
Welding injuries
Most work-related musculoskeletal disorders
(WMSDs) develop when repetitive micro-
traumas occur to the body over time.
WMSDs include strains or sprains, which
can result in pain, decreased productivity,
disability, medical treatment, financial stress,
and a change in the quality of life for those
affected. The most common symptoms
among welding operators are shoulder pain,
range of motion loss, and reduced muscle
strength. The most common area affected by
injuries are the back, shoulders, wrists (such
as with tendinitis), and knees.
WMSDs are the fastest-growing disorder in
the aging workforce because these illnesses
have developed over time, before welding
operations were as aware of them as they are
today. As a result, there is the potential for
an increase in claims costs in the coming 10
years as welding operators seek treatment.
www.plantengineering.com
 Welding guns with rear swivels on the power Therefore, it is important for “Ergonomics protects
cable can help reduce the stress of repetitive welding operators to use any welding operators
motions. Different combinations of handle angles, new welding gun and imple-
neck angles, and neck lengths also can keep an ment new best practices for at from injuries, as
operator’s wrists in a neutral position. In some least 30 days. At that time, they
cases, a welding gun with a rotatable neck can can provide valid feedback on well as can improve
help the welding operator more easily reach a how well the new equipment or
joint, with less strain on the body. Manipulators, practices work for them. After the productivity and
lighter-weight welding guns, lighter power cables all, gaining the benefits of prop-
with low stiffness and cable supporting balancers er ergonomics is only possible profitability of a
also can be invaluable.
Remember, the working height of a welding
operator’s hands should typically be at elbow height
if they are used and the welding
operator also sees the results.
The goal is to secure the safe-
welding operation. ”
or slightly below. ty of the welding operator, which requires an active
The engineering controls described above are commitment on the part of both the individual and
effective because they reduce or eliminate risk fac- management. Gaining the benefit of ergonomics
tors in the workplace. Administrative control mea- is a team effort—one that ultimately provides a
sures, such as job rotation and stretching programs, comfortable work environment, leads to a more
also can be used to reduce the exposure time for productive and profitable welding operation, and
welding operators or at least prepare their bodies provides for the long-term health of the welding
for the work-related stress. operator. PE

Six keys to an effective Andy Monk is product manager for Bernard and
ergonomics program Jack Kester is senior VP at Marsh Risk Consulting.
An effective and sustainable ergonomics program
provides a structured approach to reducing risk in
the workplace and preventing WMSDs over the The use of proven ergonomic principles dramatically can
long-term. It typically includes: improve the way a welding operator performs a task, thereby
reducing the exposure to risk factors and simultaneously
1. A formal ergonomics risk assessment to increasing productivity.
identify and prioritize solutions for high-
risk work.
2. A structured task analysis process to define
the causes of the risk factors, leading to the
development of practical engineering con-
trols.
3. An action plan developed by management
stakeholders to set expectations and allocate
resources for ergonomics in the workplace.
4. An ergonomics team trained to implement
the ergonomics process and empowered to
implement the action plan.
5. A formal process for developing, implement-
ing, and validating ergonomics solutions for
high-risk tasks.
6. Ergonomics training for management, super-
visors, the ergonomics team and other pro-
duction staff members.

Once an ergonomics solution has been imple-

mented, it is important to provide frequent rein-
forcement to the welding operators to ensure that
the solution is utilized effectively. It can be difficult,
initially, for a welding operator to get comfort-
able with new work practices if the job previously
has been done another way, sometimes for years.

www.plantengineering.com PLANT ENGINEERING January/February 2018 • 23

SOLUTIONS
By Ryan White, O’Neal Inc.
Building a new dimension
for automated warehouses
3-D design changes supply chain function and operation
W
ith the rise in ecommerce, manual
warehouses are no longer viable to
execute a supply chain strategy.
Single items must be picked and
packed then shipped in small volumes or as indi-
vidual pieces. Companies are also looking to grow
in volume and in SKUs in order to meet customer
expectations. Labor is harder to find to meet these
demands.
Constructing warehouses that can meet the
requirements of e-commerce involves careful plan-
ning. It also involves having multiple stakeholders
who understand and buy into the plan.
A new dimension in planning
Most automated warehouses utilize their vertical
space with many interaction points at different ele-
vations. There’s an emphasis on fitting automated
technologies into existing brownfield buildings in
order to create a better return on investment. This
means technologies use all of the cubic volume to
squeeze the most value out of the space.
With 2-D layouts, the only way to make sense
of the material flow is to have a different offset
drawing for each level, with connector lines to each
transition from level to level. These drawings are
difficult to read for customers and engineers alike.
While 2-D drawings still have a place in engi-
neering these complex systems, 3-D modeling has
great value in three ways:
1. Getting stakeholder buy-in. Any suc-
cessful project starts with a plan that everyone
understands—from operations to engineering to
the owner. Even the simplest of conventional 2-D
drawings are hard to understand for people who
do not use CAD programs every day. 3-D model-
ing allows people with different backgrounds to
understand the operation
For example, a client’s engineering team may
look at a 3-D design for details such as whether an
electrical cabinet has a sloped roof, ensuring no
dust can collect on top and the cabinet will meet
a clean design standard. A client’s operation team
24 • January/February 2018 PLANT ENGINEERING
may look at the same design to check operator
workstations where pallets are being unwrapped
to ensure there is space for a trash bin and a way
to empty it.
A company’s owner may be looking at the design
to make sure the equipment is painted the right
color. While this is a simple issue, it is not one that’s
able to be corrected once the equipment is on site.
A good 3-D model will be capable of producing
fly-through videos of the facility, so that no area
of the concept is overlooked. Lastly, a 3-D model
with enough detail also gets people excited about
the project because it allows them to visualize their
operation and helps sell the project to all levels of
management.
2. A single point of truth: Automation proj-
ects involve multiple firms and disciplines. On a
typical unit-load automated storage and retrieval
system (AS/RS) project with a building expansion,
for example, a project requires the coordination
of the building general contractor, the material
handling automation vendor, a structural racking
vendor, fire protection systems, and more.
All of these vendors have their own drawings,
requirements, and points of interaction with one
another. All engineers and architects on a project
must coordinate to ensure their designs do not con-
flict. In a 2-D-only design workflow, mistakes are
harder to catch and often result in more engineering
hours and lost time in the delivery of a project.
A 3-D design workflow allows engineering disci-
plines to catch issues early without lost time, which
saves money. Even before engineering starts, a 3-D
model in the conceptual stage helps ensure the
design will work inside a new or existing building.
3. Risk management. With the rising demand
for new and modern distribution warehouses, the
risk of implementing a project is also increasing.
Historically, building a large manual warehouse has
been a low-risk proposition because in the event
of a rapid volume increase or change in business
model, an effective response could be implemented
www.plantengineering.com
 by simply hiring more
people, adopting a new
process, or expanding
the building.
When using an auto-
mated system, more
planning and resourc-
es are needed to ensure
its success. Data must
be analyzed and inter-
preted, the operations
te am must le ar n to
work with automation,
and the building utili-
ties (including electrical, compressed air,
fire protection systems, etc.) must be coor-
dinated and integrated at key points in the
system.
If an automated system is not well planned
at the beginning, redesigning or moving the
system is costly and changes take much lon-
ger to implement than would be the case
in a manual warehouse. Understanding all
aspects of a system, before it is purchased
or built, is the key to mitigating risk. 3-D
modeling is one important step to catch-
ing mistakes before they are found in the
field. Reviewing a 3-D model with all key
stakeholders provides a chance to review the
design and ask questions that engineers may
have overlooked.
In the past, many equipment suppliers
and construction firms did not adopt 3-D
models into their project lifecycle because
the models took too long to produce and
required high-end computers.
Design control
A 3-D model workflow helped catch a costly
design mistake early in a project where the
automation design had an operator at mez-
zanine level and a pallet conveyor system on
the ground level. After the general arrange-
ment drawing was complete, the architectural
team added an egress stair to the 2-D draw-
ing to meet a code requirement and to allow
operators from the mezzanine to get out of the
building quickly in the event of a fire.
The 2-D drawings showed no clash, with
a standard-height stair landing expected to
clear the conveyor below. However, when the
3-D model was created, it revealed that the
stair landing would interfere if a tall pallet
www.plantengineering.com
A 3-D rendering of a warehouse design provides greater detail and a
single point of truth for all design partners. Image courtesy: O’Neal Inc.
were riding on the conveyor. This mistake
would have compromised the effectiveness
of the design and limited the height of pallets
being stored in the system.
The use of 3-D drawings also can identify
cost saving opportunities. In a manual dis-
tribution facility, there is typically one fin-
ished floor elevation for the entire warehouse.
Manual material handling equipment such as
forklifts and pallet jacks require that a pallet
or tote be on the ground level in order to store
and access it.
Automated storage systems such as a mini-
load or a shuttle system are able to store an
item on one level and deliver it on another.
This allows the automated storage system to
have a different finished floor elevation than
the rest of the warehouse, with the bottom
level of storage being below the finished floor.
This can reduce construction costs consider-
ably, since—depending on the topography
and elevation of the warehouse site—bringing
the entire site to a single grade height can be
extremely costly.
Planning and execution are the two most
important aspects of a complicated project.
Working with a company that has the experi-
ence and capabilities to create 3-D models,
and also knows enough about the infrastruc-
ture and equipment to integrate all of the
pieces of a project, helps mitigate risk and
is the start to a successful project delivery. PE
Ryan White is senior distribution system
planner for O’Neal Inc.
PLANT ENGINEERING January/February 2018 • 25
SOLUTIONS
By Corey Zachel, SSOE Group
Planning for expansion
Tips to keep design-build project on schedule and on budget
A
s manufacturers look to expand their
physical plants to accommodate new
lines, the issue of in-plant construction
projects becomes an issue. Meeting the
agreed-upon schedule is a top priority in almost
every project. Time is valuable and there are often
product or line launches dependent on a project
completion date.
Many project managers and teams will do what-
ever they can to meet deadlines, which have become
increasingly aggressive in today’s fast-paced and
competitive manufacturing environments. Schedule
delays can also have huge cost implications, making
it even more important to avoid them.
M More
SOLUTIONS
Search for these additional articles on scheduling by headline at
plantengineering.com.
Scheduling: Five roads to cooperation
If operations and maintenance aren’t jointly scheduling work,
it’s negatively affecting maintenance execution and production
performance. Before tackling the challenge of building new and
more cooperative behaviors, begin by documenting and assessing
the current state of scheduling. This needs to include results in
production such as overall equipment effectiveness (OEE).
Scheduling preventive maintenance—timing is everything
Traditionally, most organizations issue PMs on a calendar basis.
As an example, a manufacturer needs to periodically check on
one of the plant’s air handling units. In a perfect world, a CMMS
system triggers a reminder that a PM is due and the work order is
completed in a reasonable timeframe. Even when running a paper-
based system most organizations schedule calendar-based PMs.
But what if “every four weeks” is too frequent?
Build a maintenance schedule in six steps
Although the processes of work execution (preventive and
predictive programs, planning, scheduling, coordination,
storeroom, and production partnerships) are foundational, many
groups struggle to put it all together well. Without this foundation,
more advanced concepts fizzle out quickly. Frustration ensues.
There are many pieces that need to be aligned to complete the
entire work execution puzzle.
26 • January/February 2018 PLANT ENGINEERING
Making sure the schedule is always one of the top
priorities in a project is key. Tough choices and priori-
tization are sometimes needed, especially later in the
project as the deadline becomes more pressing. Even
the best plans can sometimes encounter challenges as
the project progresses and unforeseen issues come up.
Change management
Meeting the project schedule while staying within
budget and effectively allocating resources can be
a delicate balancing act. In projects with aggressive
schedules, the typical approach is to find out the
deadline, estimate the time it will take and work
backward, creating an aggressive schedule to drive
the project and meet deadlines.
The project budget is also a factor. If the budget is
low and the focus on quality is strong, any surplus in
the budget will be eaten up by the people employed
to keep the quality high. If financial and schedule
considerations are a challenge, the diminished effort
put toward the labor force will result in low quality.
In one example of a space renovation, drawings
received from a third party after the design was com-
plete revealed thousands of clashes when examined in
the 3-D model. The drawings were correct, but were
generated very quickly. The team had hired a scanning
company to do a 3-D scan, but the scans hadn’t been
resolved because the schedule was very aggressive.
The scans also were incorporated into a model,
construction documents already were being issued
in the field for bids. Existing infrastructure, such as
ducts running through a compressed air line, had to be
reconsidered. The project team rectified all the clashes,
and there was pressure from the aggressive schedule.
Technical leaders corrected the model as much as
possible and presented several options to the project
team that represented competing priorities. They
could move the things that had changed around
the existing infrastructure, try to work the existing
things around the new construction, or shift what
was already under contract as much as possible and
deal with the results. Another option was to go back
and completely redesign what the team had in the
scans, but that would have incurred additional costs
to the project. The solution was to work around the
existing infrastructure and to maximize addressing
clashes while keeping on task.
www.plantengineering.com
 Some of the issues were insignificant, or the
same issue was marked by multiple placeholders,
and these could be resolved relatively easily. This
solution worked well and the team addressed
the issues on the core and shell and inputting
infrastructure, gathering equipment nameplate
information and data sheets, and designing the
process connectivity.
The project team had to make some challeng-
ing decisions to keep to the aggressive schedule.
When the schedule is of utmost importance, cre-
ative thinking is sometimes required to get the
project completed on time and meet the needs of
all the key stakeholders. A solution was employed
that addressed all the issues and made the project
team feel at ease while still meeting the schedule.
Rethinking the process
Design-build sometimes seems like an easy
answer to simplify the overall process and avoid
delays. With schedules growing increasingly
tighter with every project, project leaders have a
tendency to push for a design-build process, but
that isn’t always the best solution.
Design-build can save money and time, but it
does not always support the quality of the project
process or the final product or design. The fast
pace of design-build projects does not allow for
concessions on the things that typically improve
quality but may have longer lead times.
Project team leaders use design-build with the
intention of driving down cost, and meeting an
aggressive schedule, but involving too many
people in the review process slows it down,
dictating the design to the architect who could
have done high-quality work independently. In
many cases, holding a charrette with all the con-
tractors early in the design phase of the project
will accomplish the same level of accountability
and buy-in, without the delays associated with
design-build.
The other critical factor in any project, but
especially in manufacturing, is cost. Cost drives
everything and budgets are often very conserva-
tive for building renovations, with most of the
available capital being invested in equipment on
the manufacturing lines. In addition to the up-
front cost of new construction or a renovation,
there is the profit lost during a disruption in the
output of a manufacturing facility when produc-
tion has to stop due to renovation.
Trying to meet the demands of a tight schedule
while also staying within the constraints of the
budget means that priorities must be set, and
sometimes this means choosing from among
www.plantengineering.com
competing demands. Take the most efficient The best way to get
route. That sometimes means foregoing common results and lead your
approaches and solutions such as design-build team to success is through
and allowing all parties to participate in their effective planning of the
own area of expertise, while always looking for anticipated project execu-
opportunities to cut costs. tion with milestones that
cannot be missed. Image
Plan to succeed courtesy: SSOE Group
There can be many challenges associated with
meeting a tight project deadline, but good
planning that takes cost and quality into con-
sideration can ensure overall project success.
Think creatively about the unique aspects of
the company and project and avoid going the
usual route if it isn’t actually the best choice for
the particular project.
Get the necessary buy in from key stakeholders
early on and make sure time is used effectively
throughout the project to avoid costly rework and
production shutdowns. Employing these strat-
egies can help meet deadlines and stay within
defined parameters of a project.
Meeting the project team’s needs has a great
“Even the best
deal to do with planning efficiently to avoid plans can
costly disruptions to production and schedule
sometimes
delays that may create additional headaches. As
the timelines for projects continue to shrink, it encounter
is important to develop and reuse key strategies
that meet project demands and enhance project challenges
quality without disrupting schedules or adding
costs. PE as the project
progresses and
Corey Zachel, PE, LEED AP BD+C, is a
section manager and senior associate at SSOE unforeseen issues
Group, a global project delivery firm for architec-
ture, engineering, and construction management. come up. ”
PLANT ENGINEERING January/February 2018 • 27
SOLUTIONS
By Jack Coghlan, Phoenix Contact USA
Narrowing the field
for surge protection
SPD technology offers flexible solutions for process applications
I
n the process control industry, control cabi-
net space comes at a premium. Large process
technology systems can now manage several
thousand data signals simultaneously. A cor-
respondingly large number of field cables often ter-
minate in high-density marshaling cabinets.
Today’s surge protective devices (SPDs) must with-
stand the harsh environments common in process
applications, and do so in ever-smaller packages.
With each new generation of process equipment,
the available room within cabinets where SPDs can
be installed decreases.
M More
SOLUTIONS
Search for these additional articles on electrical safety by headline at
plantengineering.com.
The future of electrical safety
Changes in the 2018 edition of NFPA 70E: Standard for Electrical
Safety in the Workplace continue the direction established in 2015,
which intended to change how stakeholders evaluate and mitigate risk
from electrical hazards. Some changes involve better alignment with
occupational health and safety and management systems (OHSMS)
standards and other standards that address hazards and risk. Other
changes are intended to help clarify intent and simplify application of long
standing requirements in the standard.
Effective electrical safety starts with maintenance
It’s well known that maintaining electrical equipment in industrial facilities
is fundamental for optimizing equipment performance and reliability, and
preventing unplanned downtime. Today, such maintenance is not only
recommended, it’s required.
Make the smart investment for electrical safety
From a strict business model approach, industry data supports the reality
that taking a proactive approach to funding an effective safety program
to avoid injuries is a more economical approach than the alternative. The
money an employer spends on training, PPE, and other services or tools
that promote a safety conscious work culture will more than pay for itself
over the tenure of the employees.
28 • January/February 2018 PLANT ENGINEERING
As this space diminishes and other requirements
become more demanding, industrial SPDs have
evolved to meet these new challenges. Today, at least
one manufacturer of measurement and control signal
surge protectors offers a surge protector housed inside
an ultra-narrow package that measures just 3.5 mm
wide. Other SPDs, offered in compact 6-mm pack-
ages, address specific high-current, high-frequency,
and hazardous location application requirements.
Assessing sources of danger
Storm-related lightning discharges frequently cause
damaging surge overvoltage events. Even remote
lightning strikes can adversely affect electrical and
electronic components. In the vicinity of a strike,
there is always a ground-potential rise caused by the
conduction of lightning-induced current through the
earth-grounding resistance that can damage the insu-
lation of device components and cables.
The electromagnetic field created during the short
duration of the lightning-generated impulse can
inductively couple into signal lines to compromise
data communications and damage sensitive electronic
circuitry. Components connected to copper cable runs
over long distances, outside of buildings and in open
spaces, are particularly at risk. But even inside build-
ings, signal lines are vulnerable, especially when their
electromagnetic tolerances were not specified at the
time the signal lines were installed.
Inductive load switching processes, which gener-
ate the vast majority of transients, can couple surge
energy into signal lines running in parallel with power
conductors to disrupt equipment operations and cause
hardware failures. Deploying surge protection on all
susceptible measurement and control signal applica-
tions has long been proven to increase equipment reli-
ability and system availability. Even so, surge protection
can still do more.
Today, surge protection for measurement and con-
trol circuits can often be used as fully fledged terminal
www.plantengineering.com
 blocks in cable distribution cabinets to provide a sur-
prising amount of additional functionality. This can
simplify cable installation and signal circuit startup pro-
cesses, as well as ease later maintenance requirements.
Process technology equipment users are demanding
compact, space-saving SPD design concepts.
For example, several thousand signals and a cor-
respondingly large number of field cables often ter-
minate in high-density marshaling cabinets in large
process technology systems. However, with the
advances in state-of-the-art SPD technology, some
surge protectors can connect and protect two signal
conductors on a device with an overall width of just
3.5 mm. With these ultra-narrow SPDs, 572 signal
lines can be protected against surge voltages on just
a one-meter length of DIN rail.
Thanks to innovative protective circuits, an SPD
measuring just 3.5 mm wide can fulfill all three EN
61643-21 [1] C1, C2, and D1 surge protection standard
performance category requirements.
Maintenance work made easier
Slightly wider 6-mm SPDs offer many additional
functions to support maintenance work. Integrated
knife disconnection can be implemented to isolate
the controller and field-side signals from each other.
This function is not just practical for maintenance
activities, but also eases field troubleshooting pro-
cedures. If a short circuit is suspected on the field
cabling, for example, the field technician can simply
open the SPD’s knife disconnection mechanism and
measure the loop resistance directly on the SPD’s
terminal contacts. Even installation measurements
easily are conducted when the knife disconnector is
open. The cables never have to be physically removed
from the surge protector.
Checking lightning and surge protection equipment
at regular intervals is not only recommended, but
prescribed in many areas of application. Pluggable
SPDs make this process easy. If voltage-limiting com-
ponents are housed in the plug-in product part, then
they can be easily unlocked and pulled out of the base
element to allow the connected signal lines to remain
unaffected on the base element. The signal circuit is
www.plantengineering.com
Surge protection comes as narrow as just 3.5 mm. With extremely
narrow components, these surge protective devices (SPDs) can
protect up to 572 signals per meter—saving significant space in
the control cabinet. Image courtesy: Phoenix Contact
not interrupted when the surge plug is removed from
its base element, so the system continues to operate
during the surge protection connector test.
Overload protection
and remote signaling
Some modern SPDs offer integrated overload protec-
tion. If the protective function is triggered, it is signaled
by the SPD’s integrated status indicator. This function
does not require any auxiliary power or additional
wiring. In addition, the status of up to 40 surge arrest-
ers can be monitored simultaneously. Remote SPD
monitoring can be easily integrated into control center
technology.
Besides the legacy analog and discrete signaling pro-
tocols, fieldbus systems also play a big role in modern
process technology. SPDs for process applications need
to address the requirements of classic signaling formats
and also for high-speed serial data transmission requi-
sites, especially when they are deployed in potentially
explosive atmospheres.
ATEX, IEC Ex, and UL Class I, Division 2 approvals
demonstrate the suitability of surge protection devices
that are utilized in intrinsically safe applications. A surge
protector that has all three international approvals can
be used in nearly any hazardous location around the
world. This trifecta approval can simplify inventory
requirements for companies that work internationally.
Today’s narrow SPDs go beyond yesteryear’s basic
surge protection requirements. There is now a surge
protection solution for nearly every measurement
and control application. The minimal overall width
of ultra-narrow SPDs not only saves space in small-
and medium-sized systems, but drastically reduces the
number of control cabinets that are required in larger
applications. PE
Jack Coghlan is a product marketing specialist
for surge protection for Phoenix Contact USA.
PLANT ENGINEERING January/February 2018 • 29
SOLUTIONS
By Alex Desselle, Fluke Accelix
Take a two-pronged approach
to data-driven maintenance
Combining CMMS with diagnostic tools improves operations
F
or a 100-year-old Midwestern plant that
produces high-performance race car tires,
changing from a reactive maintenance pro-
gram to a preventive maintenance (PM)
program was where the rubber met the road.
With assets ranging from 20 to 80 years old, break-
down work orders outnumbered planned maintenance
work orders by a large margin. Because the facility
manufactures expensive race car tires, shifting toward
a preventive strategy could help eliminate the friction.
To cure rubber, the facility relies on eight pumps
to deliver hot water to a bag that heats up the rubber
in the tire mold. There are four horizontal, single-
M More
SOLUTIONS
Search for these additional articles on preventive maintenance (PM) by
headline at plantengineering.com.
Six steps to design a preventive maintenance program
What results does your company want from a PM program? If it’s savings
you seek, this should come from achieving minimal unplanned downtime
and minimal lost production opportunity time, minimal spare parts costs,
minimal maintenance labor costs, minimal manufacturing interruptions,
maximum manufacturing time available per machine, maximum quality of
products and maximum machine life spans. These areas are where the
majority of the savings will be found.
Fine-tuning your preventive maintenance schedule
A good CMMS system can deliver the information users need to better
fine-tune their PM schedules. If a less-rigorous PM schedule gets the
maintenance team slapped with a corrective work order, it’s time to
adjust. Sometimes it is the other way around. If the CMMS system tells
the maintenance manager ‘all is well’ with an asset, that may be a signal
to shift resources to other equipment in greater need.
Predictive, preventive, and breakdown maintenance tips
An established maintenance program helps save money, energy and
time. That said, there are many different maintenance program options to
choose. The most common are preventive, predictive, and breakdown.
What is the difference between these maintenance programs?
30 • January/February 2018 PLANT ENGINEERING
suction, centrifugal pumps operational at all times; the
other four are required backups that can be swapped
in for scheduled maintenance or if an unexpected
pump failure occurs.
The plant’s engineering team used computerized
maintenance management software (CMMS) for cre-
ating work orders and an asset taxonomy. They had
yet to fully embrace using the software system, along
with a wireless infrared camera and a vibration meter,
for PM schedules. Before the CMMS implementation,
the team used a paper-based filing system to track
work orders, in which the documents were supposed
to be moved from an “in” folder to an “out” folder to
signal when a work order had been completed. This
cumbersome clipboard system needed some tweaks.
The team’s objectives were to move away from the
paper-based system by:
• Piloting the new CMMS
• Developing a proactive view into equipment health
• Setting up inspection routes to guide the future
state of maintenance monitoring and routine data
collection.
The goal was to rebalance the team’s prioritiza-
tion so that planned and predictive maintenance
were carried out consistently with the data from
those operations given room to influence the larger
strategy moving forward. The ideal would be to
have predictive inspection data co-located in the
CMMS asset logs, and any readings that exceeded
thresholds would trigger a work order for an esca-
lated inspection.
Combining your tools
The transition from a run-to-fail maintenance strat-
egy to one that champions condition-based moni-
toring for PM requires some operational changes,
both procedural and human.
Condition monitoring programs and preventive
approaches to maintaining machines can unite a
www.plantengineering.com
 Four challenges for PM
CMMS with high-performance measurement and route plans from scratch, Onboarding the preventive
diagnostic tools and external sensors, which monitor for example, can be quite maintenance (PM) strategy for the tire
everything from vibration in motors and pumps to difficult. The chosen manufacturer had some barriers to
current in electrical panels. With the CMMS and CMMS includes features overcome. Among the challenges:
measurement-collecting sensors and handheld tools, to improve end users’ vis-
the team gained key insights into equipment health ibility into maintenance 1. Obtaining initial buy-in from
via vibration analysis and infrared inspection. planning and scheduling. employees
The CMMS provided a solution for eliminating The goal is to make facili-
the paper-based system. Team members could use ties more efficient. With 2. On-the-job training with new tools
the software for work requests, projects, and work PM in mind, the rubber
orders to reduce reactive repairs, ensure that critical plant established vibration 3. The IT department authorizing
work orders were completed on time, and reduce and infrared inspection workers to use mobile tablets
wasted hours and maintenance efforts, which would routes—coordinated with
lead to increased annual savings. condition monitoring sen- 4. MiFi connectivity issues, which were
eventually solved.
The success of applying a PM-mindset depends on sors—for its water pumps,
incentivizing workers, who often are bound to their as well as repair schedules
specializations, to consider troubleshooting and reli- and best practices with clearly defined instructions.
ability as primary objectives while following new Current, power, and temperature sensors were
inspection routes. The implementation team must set up on the for-data capture. Current sensors also
understand that maintenance and operation staff often were attached to the electrical panel connected to
are both busy and comfortable in their day-to-day the hydraulic pumps, which in turn control the roll-
roles. It is important to train employees to capture ers, cooling tower, and lube pumps. In the pump
baseline data and continue making inspections to room, two temperature sensors were fitted to both
understand and maintain equipment health, as needed. the motor casing and bearing casing. Using both
locations allowed the team to better identify if the
Capture equipment health data issue originates on the motor or in the bearings.
At first, bridging the gap between hands-on inspec- These sensors collected measurements that were
tions and CMMS can be a bit tedious. Creating added to the CMMS.

A route to vibration monitoring

Automating your vibration monitoring system is an important step to having a better understanding of overall
equipment health. Creating a path to that process requires a step-by-step approach to help ensure success.
The best steps forward are:

1. Follow all safety and personal protective equipment (PPE) requirements.

2. Identify assets, both in use and on standby.
3. Mark the ideal position (with an “x” made from yellow painting tape, for example) and time of a day for taking
measurements, depending on the job of the asset.

4. Take vibration measurements with a vibration meter.

5. Collect data via a smartphone or an Android tablet using the app supplied by the vibration meter and thermal
imager.

6. After making sure the route is workable, create a PM schedule in the CMMS and set the interval (daily, weekly, or
monthly). Start off with daily intervals when establishing a baseline of data for assets, create step-by-step instructions
for the inspection route, ensuring that knowledge is passed to others for completing future vibration inspections, and
create a work order (to be automated in the future) for instances in which specific tasks were not completed or if other
inspection problems occurred.

7. Also include in the instructions such information as: where to place the vibration meter probe based on the yellow “x”
on each asset, how to use the meter, how to collect data from the meter, and what to do if the data is unsatisfactory.

www.plantengineering.com PLANT ENGINEERING January/February 2018 • 31

SOLUTIONS
By The When connected using WiFi, cated a situation in which water was supposed to be
NUMBERS MiFi, or Ethernet cable, the tem- flowing at a temperature of 330°F to a press. How-
perature sensor data enabled ever, the resistance temperature detector (RTD) was

59%
Percentage of readers who use a
workers to constantly monitor
equipment performance. Vibra-
tion spectra data also was collect-
reading 307°F—a difference substantial enough to
cause concern. The maintenance team thought that
the RTD calibration was off, but the thermal imager
CMMS system as part of their over- ed with a vibration meter and then detected a temperature of just about 307°F at the
all maintenance strategy, according added to an Excel spreadsheet, same spot.
to the 2017 Plant Engineering which could be imported with The team then used it to examine the entire length
Maintenance Study. That ranks the CMMS’s data import tool. of the pipe and concluded that a valve was either not
behind preventive maintenance An infrared camera, which fully opened or some debris had entered and blocked
(78% and run-to-failure (61%) as for years sat on a shelf unused, it. Once the blockage was removed, the temperature
part of an overall strategy. The became the go-to tool for per- measurement returned to normal levels.
forming the thermal inspection Before the vibration meter was used, the engineer-
2018 Maintenance Study will be
route, which moved beyond the ing team would outsource vibration monitoring and
published in the March issue of
pump room into a mill room. analysis to a third-party contractor. With vibration
Plant Engineering. Workers reported increased tem- readings taken, a junior engineer was able to find
peratures, resulting in scorched degradation in a compressor during the course of a
rubber, and the inspector was able to capture key month, which aligned with their planned mainte-
details with a thermal imaging camera. nance schedule for that machine.
When setting up equipment hierarchy, workers In another case, upstream issues were impacting
Mill rollers nested their PM route schedules using the CMMS’s the flow to two of the fill water pumps and vibra-
before/after nesting feature, which allows users to group tasks tion readings again captured the change in machine
identification of and subtasks. The maintenance specialist identified health, in one case enabling the team to prevent more
a problem: inlet/ and corrected two issues with the help of vibration than 18 hours of downtime. In the case of thermal
outlet and back data and thermal imaging. imaging and vibration, the alignment between the
roller bearing. data and the schedule increased the team’s confidence
Image courtesy: Steps to change the culture in the technology.
Fluke In the mill room, an infrared camera image indi- The benefits of shifting from a reactive to proac-
tive mindset were identified instantly by the
maintenance supervisor. No longer would he
receive random phone calls at night for sched-
uling and assigning repairs to technicians or
experience extended downtime for incidents
that could have been prevented if the crew had
been notified in time. The ability to receive
alerts for equipment status, such as temperature
measurements, allows the maintenance team
to fix a pump before it breaks down entirely
and thus needs replacing.
Through this pilot program, the engineer-
ing team took the first steps toward cultural
change. They successfully implemented a PM
strategy and now own the right CMMS and
wireless tools to reduce cost and continue to
compete in the future. PE

Alex Desselle is a product application spe-

cialist with Fluke Digital Systems and Accelix,
a Fluke platform.

32 • January/February 2018 PLANT ENGINEERING www.plantengineering.com

 Salary Survey data by Amanda Pelliccione,
director of research, CFE Media
201 7
Salary Survey
A
fter two years of economic concerns,
manufacturing leaders once again have
homed in on the single biggest issue
facing their operations:
It’s the workers—or more specifi-
cally, the lack of workers.
The 2017 Plant Engineering Salary Survey looks at not
just what plant managers make, but what they think. As
they look across their plants today, plant managers say
they don’t have the operational depth to take on the new
technologies and new challenges of global manufacturing.
More than one-quarter of all plant managers cite
the lack of skilled workers as the biggest threat
to manufacturing today. While the issue of
workforce development always is an issue
for Plant Engineering readers, the 26%
figure in 2017 is the highest level in four
years and supplants economic concerns
this year. In fact, the economy comes
in third this year behind competition,
and concerns over every area in our
survey except skilled workers and
competition fell sharply from the
past two years.
One reader wrote that the industry needs
“better compensation for retirement savings,
and hiring skilled labor. Never in 40 years (have I)
seen such a weak hiring market.”
Another responded the challenge is “finding enough
options of competent persons and contractors to be able
to effectively and economically address issues.”
And a third reader said the issue was the lack of skilled
labor “from training to comprehension of process con-
trols.”
Not embracing technology
Even given the concerns over skilled workers, a major-
ity of plant managers aren’t ready to implement two of
the significant technology solutions to the issue—the
Industrial Internet of Things (IIoT) and robotics. While
33% of managers believe robotics will provide labor to
overcome the worker shortage, only 16% of manufactur-
www.plantengineering.com
Salary Survey design by Katie Spain,
art director, CFE Media
ers plan to add more robotics in 2018, and 43% have no
plans to add robotics at all.
IIoT continues to evolve as a manufacturing strat-
egy, with more global suppliers and major technology
providers investing in IIoT solutions. Still, just 9% of
manufacturers will implement IIoT this year and 20%
still are unsure about how IIoT will help their operations.
There is an equal split between those manufacturers who
are continuing to study IIoT’s value, and those who have
no plans to implement the strategy.
Embracing security
Even with the concerns, plant managers feel secure
about their career, and about their compensa-
tion as 2018 begins. For the fifth straight
year, there are at least 70% of respondents
who consider manufacturing a secure
career, and the 78% figure in 2017 rep-
resents the highest level since 2014.
The biggest gap among plant manag-
ers is the wide disparity in age: 71%
of respondents are 50 or older, and
34% are 60 or older.
Given their age, their job experi-
ence—69% have been in the industry more
than 20 years—and education—67% have a
bachelor’s degree or a master’s degree—the experience
plant managers still provide them with both technical and
financial satisfaction, although at slightly lower levels
than the past two years. In 2017, 72% of plant managers
expect an increase in base compensation in the coming
year, with 58% expecting a raise of between 1% and 3%.
On the bonus compensation, 34% expect an increase,
and just 12% expect a decrease. That’s down from 19%
who expected a decrease one year ago.
Compensation fell in 2017
Overall bonus compensation stayed below the $10,000
average for the second straight year. It had been as high
as $15,000 in 2012, but has declined in four of the last
five years.
Continued on page 34
PLANT ENGINEERING January/February 2018 • 33
 Continued from page 33
That also is reflected in the bonus compensation crite-
ria: While bonuses went up 8% on average in 2017 (from
$9,098 in 2016 to $9,842 in 2017), every area that affects
bonus compensation declined in this year’s survey. Per-
haps the most troubling: just 25% of managers have safety
as a factor in their non-salary compensation. Almost as
troubling: just 42% list personal performance as a factor.
The overall drop in average base salary—from $103,980
in 2016 to $93,784 in 2017—reverses a consistent trend
of pay increases in this decade. The salary level was
$87,039 in 2010 and $93,130 in 2014, then spiked over
$100,000 the next two years. This year’s reversal isn’t eas-
ily explained, although there was a drop in the number
of workers over 60 years of age who participated in the
survey this year. There also was a significant decline in
the pay levels for plant managers in the wood, paper and
printing industries.
But pay issues rank further down on the list of concerns
for plant managers. As they look around, they need more
workers, better workers, and workers ready to address
the needs of a changing manufacturing plant. Or as one
reader put it, “Approaching retirement, (there is) no
method to pass on tribal knowledge.”
—Bob Vavra
content manager, Plant Engineering

What We Earn
Average base annual salary by U.S. region
Northeast

Pacific
North Central
Midwest $119,916

$109,602
$94,459
$92,972

$92,278
$121,368

Mountain
$90,926
$117,482

2016 2017
$93,821
$89,639

2016 2017
2016 2017

2016 2017
2016 2017
Southeast
$99,295
$95,291

Southwest
$124,943
$123,677

2016 2017

2016 2017

All graphics courtesy: Plant Engineering

34 • January/February 2018 PLANT ENGINEERING www.plantengineering.com

 What We Earn
Year-over-year comparison
2010 2011 2012 2013 2014 2015 2016 2017
Average base annual salary $87,039 $92,178 $95, 446 $95, 660 $93,130 $100,740 $103,980 $93,784
Average non-salary compensation $14,548 $7,580 $15,162 $11,678 $11,705 $12,599 $9,098 $9,842
Average compensation with bonus $102,035 $99,753 $110,608 $107,104 $104,835 $113,339 $113,078 $103,626
Lack of available Lack of available Lack of available Lack of available Lack of available Lack of available
Biggest threat Economy Economy
skilled workers skilled workers skilled workers skilled workers skilled workers skilled workers
Project Project Project Project Project Project
Most needed skill Engineering Engineering
management management management management management management
Consider manufacturing secure 73% 71% 62% 75% 79% 72% 77% 78%
Average age 50-54 50-54 50-54 55-59 50-54 52 53 54

uring sector Base annual compensation by manufacturing sector

2016 2017 Manufacturing sector 2016 2017

$7,318 $11,439 Utilities including electric, gas, water & waste and telecommunication $103,149 $104,680
$13,008 $6,438 Food, beverage, tobacco manufacturing $109,556 $85,769
$7,106 $12,285 Chemical manufacturing $107,745 $111,224
$6,432 Plant/facilities engineering or maintenance services $89,310
$14,973 $19,386 Oil, gas and petroleum, including refining $135,775 $116,036
$7,456 $10,631 Plastics & rubber manufacturing $95,238 $95,612
$10,001 System integration, consulting, business or technical services $99,609
$2,322 $8,633 Wood, paper manufacturing and related printing activies $126,708 $86,153
$11,342 $10,066 Automotive and other transportation equipment manufacturing $91,316 $82,784
$14,935 $8,002 Miscellaneous or other manufacturing $99,071 $90,167
$6,971 $7,950 Electrical equipment, appliance and component manufacturing $91,971 $80,300
$3,042 $3,840 Aircraft, aerospace or defense manufacturing $99,263 $98,800
$2,400 Government or military $113,909
$5,981 $11,343 Primary metal manufacturing $86,322 $91,806
$13,228 $8,190 Fabricated metal manufacturing $89,789 $92,133

Non-salary compensation by manufacturing sector Base a

Manufacturing sector 2016 2017

Utilities including electric, gas, water & waste and telecommunication $7,318 $11,439 Utilities including electric,
Food, beverage, tobacco manufacturing $13,008 $6,438
Chemical manufacturing $7,106 $12,285
Plant/facilities engineering or maintenance services $6,432 Plant/f
Oil, gas and petroleum, including refining $14,973 $19,386
Plastics & rubber manufacturing $7,456 $10,631
System integration, consulting, business or technical services $10,001 System integratio
Wood, paper manufacturing and related printing activies $2,322 $8,633 Wood, pape
Automotive and other transportation equipment manufacturing $11,342 $10,066 Automotive and ot
Miscellaneous or other manufacturing $14,935 $8,002
Electrical equipment, appliance and component manufacturing $6,971 $7,950 Electrical equipme
Aircraft, aerospace or defense manufacturing $3,042 $3,840 A
Government or military $2,400
Primary metal manufacturing $5,981 $11,343
Fabricated metal manufacturing $13,228 $8,190

www.plantengineering.com PLANT ENGINEERING January/February 2018 • 35

 What We Earn
Year-over-year average compensation
Average base annual salary Average non-salary compensation

Non-salary compensation criteria

12,599

9,098
11,678
15,162

11,705

9,842
14,548

7,580

2015 2016 2017

103,980
100,740

76%
95,660
95,446

93,784
93,130
92,178

Company profitability 77%

87,039

53%

58%
Personal performance 56%
42%

2010 2011 2012 2013 2014 2015 2016 2017

39%
Safety metrics 35%
25%
2018 base annual salary forecast
Decrease 34%
3% Plant or line productivity 29%
22%
Stay the same
25%
33%
Reducing plant costs
58% 23%
19%
Increase more
than 6%
6% 28%
Product profitability 30%
Increase 4% 16%
to 6% Increase 1% to 3%
8%
28%
Quality metrics 24%
15%
2018 non-salary compensation forecast
21%
Decrease Uptime/downtime
Increase 1% to 3% 21%
12%
15%

20% Increase 4% 14%

to 6%
6% Energy efficiencies 12%
54% 7%

Increase more
than 6%
8%
Stay the same

36 • January/February 2018 PLANT ENGINEERING www.plantengineering.com

Who We Are
Hours worked per week
Current age
Younger than 60 or more
40 years old 55 to 59 5% Fewer than 40
6% 7%
11%
40 to 49
60 years old 34% 18% years old
or older 50 to 54
16% 40 to 44
33%
37% 45 to 49
33%

50 to 59 years old

Highest level of education

Bachelor’s degree 45%
Master’s degree 22%
College attendance 8%
Associate’s degree 8%
Dual bachelor’s degree 5%
Trade/technical school diploma 4%
Doctoral degree 4%
High school diploma 3%

Primary job function

Purchasing or
purchasing management
Other engineering 1% Other
4%
System integration 10%
or consulting
6% Engineering, maintenance
41% or supervisory
System or product 11%
design, control or
instrument engineering 12%
15%

General or corporate
management
Process, production or
manufacturing engineering

www.plantengineering.com PLANT ENGINEERING January/February 2018 • 37

 Who We Are
Number of employees
Years with current employer surpervised/managed
30 or more 100 to 249 250 to 499
Fewer than 5 4% 1% 500 to 999
50 to 99 1%
25 to 29 13% 4%
9% 27%
20 to 49 None
20 to 24 9% 9% 33%
14%
13%
15%
1 to 19
47%
15 to 19 5 to 9
10 to 14

Facility size Years working in a plant

Don’t know
or engineering-related position
1%
1 to 19 Fewer than 5
1,000 or more 12% 40 or more 6% 5 to 9
20%
20 to 49 11% 7%
9%

50 to 99 10 to 19
500 to 999 12% 30 to 39
15% 27% 18%

20 to 29
250 to 499 100 to 249 31%
15% 16%

38 • January/February 2018 PLANT ENGINEERING www.plantengineering.com

 Job title
Engineering manager 10%
Maintenance manager 9%
Controls engineer 7%
Electrical engineer 7%
Project engineer 7%
Plant engineer 6%
Manager 6%
Project manager 5%
Mechanical engineer 4%
Plant manager 4%
Process engineer 4%
Engineer 4%
Senior engineer 4%
Manufacturing engineer 3%
Design engineer 3%
Instrumentation technician 2%
Owner 2%
Vice president 2%
Chemical engineer 2%
President 1%
Foreman 1%
Other 9%

www.plantengineering.com PLANT ENGINEERING January/February 2018 • 39

 What We Think
Consider manufacturing
to be a secure career
Responsible for managing
79%
or reducing energy use
77% 78%
75%
73% 71% 72%
64%
No
Yes
48%
52%

2010 2011 2012 2013 2014 2015 2016 2017

Skills needed to get ahead today

Project management 63%
Engineering 62%
Communication/presentation 57%
Computer 49%
Team-building 48%
Finance/accounting 33%
Language 23%
Marketing/sales 18%

40 • January/February 2018 PLANT ENGINEERING www.plantengineering.com

 Biggest threats to manufacturing industry
2015 2016 2017

19%
Lack of available skilled workers 20%
26%

14%
Competition 13%
17%

23%
Economy 23%
12%

10%
Regulations, codes, standards, etc. 13%
8%

10%
Inadequate management 10%
7%

10%
Government/political interference 9%
6%

5%
Outsourcing, offshoring 5%
5%

3%
Downsizing 3%
3%

1%
Taxes and tariffs on products 0%
2%

1%
Lack of necessary materials 1%
2%

0%

Union pressures, restrictions 1%

1%

www.plantengineering.com PLANT ENGINEERING January/February 2018 • 41

 IIoT & Robotics
Anticipated growth of
robotics usage in 2018 Percentage of manufacturing
Don’t know operation that uses robotics
14%
Don’t know
Plant to introduce robotics More than 50% 11%
for the first time 4%
4% No plans to 26% to 50%
add robotics 6%
Have plans to add
collaborative robots 43%
10% to 25%
6% 11% 68%
Will keep robotics usage
at the same level
14% Less than 10%
Plan to add
more robotics
16%

IIoT implementation over past year

Continuing to study how best to implement IIoT 27%

No plans to implement IIoT 27%

Still unsure how IIoT will help operations 20%

Implemented IIoT into operations 9%

Budgeted to add IIoT into operations 5%

Value of robotics in manufacturing

Improve productivity 72%
Improve safety and ergonomics 60%
Provide labor to help overcome worker shortage 33%
Allow us to replace labor 17%
Other 4%
Don’t see any value 7%

42 • January/February 2018 PLANT ENGINEERING www.plantengineering.com

INNOVATIONS
By Helmut Seubert, Klüber Lubrication

Gain lubrication insight INSIDE

by looking a little deeper
Understand how metals, lubricants will interact. NEW
PRODUCTS

V “On average, 33%

alves, cylinders, and motors
present a lubrication chal-
lenge because they are com-
prised of different materials.
of compressed air
The tribological system is very complex,
which makes it difficult to determine the
is lost after being
proper speciality lubricant for drives and generated, vanishing
control systems.
Plant personnel need an adequate through a large
understanding of critical tribological fac-
tors to select the right pre-start lubrication. number of small leaks
Components that move in relation to each,
such as piston rods, cylinder walls, valve that combine into a
slides, and sealing elements, must be con-
sidered to ensure maximum service life
and proper equipment function.
huge loss. ”
The lubricants used for reducing fric-

tion and wear must also must be tuned to
the ambient temperature, sliding speed,
and normal forces, among other factors.
Variables in operating
conditions
Pressures, temperatures, sliding speeds,
and stroke frequencies can vary dramati-
cally in different equipment operations.
Design engineers and tribologists must
understand the friction factors where
shafts or rods are taken through hous-
ing walls.
46
At the microscopic level, the tribologi-
cal system that encompasses the various
gaps, spaces, and friction points involves
such factors as:
• Intermolecular forces
• Thermal transmission and conduction
• Friction and wear
• Chemical and electro-chemical cor-
rosion

At the mechanical level, the tri-

bological analysis must account for:

• Cylinder and rod materials

• Different seal materials and
sealing edge geometries
• Contact surface pressure and
surface micro-geometry
• Acting pressures
Check out the New Products for
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Complex pneumatic components, such as cylinders, motors or valves, can

incorporate a variety of different materials that can impose heavy demands
on the lubricant. Image courtesy: Klüber Lubrication

PLANT ENGINEERING January/February 2018 • 43

INNOVATIONS
t

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QOFVNBUJD
DPNQPOFOUT
QSFWFOU hours a year.
JOH
MFBLBHF
JT
LFZ
UP
FOTVSJOH
TVDDFTT
GVM
PQFSBUJPO
8IJMF
B
DPNQPOFOU
JT
JO

PQFSBUJPO
TPNF
MFBLT
NBZ
HP
VOOPUJDFE
At a rate of approximately $0.082 per kWh, the annual energy
TVDI
BT
XIFO
XBUFS
MFBLJOH
GSPN
B
QVNQ
cost is about $48,700. If typical leakages can be prevented the
FWBQPSBUFT
PO
UIF
TQPU
5IFSF
BSF
MFTT

USJWJBM
MFBLT
XIJDI
NVTU
CF
SFNFEJFE
XJUI
operator will need 30% less of compressed air, saving roughly
DPOTJEFSBCMF
PVUMBZ
PG
UJNF
BOE
DPTUT
$15,000 on the energy needed to generate the compressed air.
$PNQSFTTFE
BJS
GPS
JOTUBODF
JT
FYQFOTJWF

Handle the Heat

Inside the Trailer
TEMPERATURES INSIDE A TRAILER

Cool, safe, productive.

Finally a solution.
WITHOUT AEROTEC AC
For dock workers faced with dangerously hot work environments
inside a trailer, the brand new AeroTec AC will effectively create a safe,
productive workplace.

2017
Visit dlmanufacturing.com to view our complete line of loading dock products.
WITH AEROTEC AC
Toll Free 866-235-7468

input #11 at www.plantengineering.com/information

 Submit new product releases to our
New Products for Engineers Database
plantengineering.com/NP4E
FACTORY DIRECT ERGONOMIC WORKBENCHES
to generate, and therefore, fixing leaks in Price your requirement then place your order online.
the field is extremely costly. Use our secure shopping portal to calculate your
The rule of thumb is that it costs quantity discount and place your order today!
five cents for each cubic meter of
compressed air generated. Each addi- Factory Direct
tional 14.5 psi of compressed air can
be expected to increase energy costs by Your order
approximately 10%. This means costs ships in 5 days
can rise quickly, especially when leaks
or less.
go undetected in connecting lines,
check valves, control valves, quick-fit- Quantity
ting pipes, maintenance units, or the Discounts
terminal equipment such as pneumatic Available
units. Built in the
When looking at cost, what matters USA
is not so much the cost of the air itself
but how much energy is needed to make
the compressed air available at the point
of use. On average, 33% of compressed
air is lost after being generated, vanish- Our most popular model.
ing through a large number of small Other models including height adjustable,
leaks that combine into a huge loss. pack benches, lab benches and cantilever designs are available.
(See By The Numbers for a calculation workbenchmarket.com (800) 739-9067
example).
input #12 at www.plantengineering.com/information

The eyes of experts can spot

savings
To prevent leaks from brittle seals, it is Olive oil is good for you.
essential that the seal and the lubricant
be compatible.
Compressor oil is not.
Various operations make different
demands on seal-and-lubricant com-
binations. Today, pneumatic system
operators can benefit from improved
pneumatic drives, valves, and seals. As a
result, the proper lubricant can help cut
machinery energy costs while extending
operation for longer periods.
In a recent case, both hydrologic and
lubrication manufacturers cooperated
in using mechanical-dynamical rigs for
tests that closely resembled application
and component realities. By combin-
ing knowledge, both parties identified
opportunities for improvement.
Identifying the relevant tribological
and operational factors—which often
requires collaboration between lubri- Protect your product, your packaging and your reputation.
cant, OEM-equipment, and plant opera-
tions experts—can provide significant Premium Efficient OIL-FREE Compressors
competitive advantages. PE

Helmut Seubert is manager of applica-

tion engineering for Klüber Lubrication
München SE & Co. KG. 800-394-6151
knw-series.com
January/February 2018 • 45 Rogers Machinery Company, Inc. Proudly Made in the U.S.A.
input #13 at www.plantengineering.com/information
INNOVATIONS

IoT Gateway Starter Kit

The EIS-D110 Edge Intelligence Server is a powerful IoT gate-
way starter kit. The package includes a ready-to-run, fanless
automation system, IoT platform software, development kit,
and technical support service. The preconfigured system fea-
tures Intel Celeron J1900 SoC, WES7E/Win 10 Enterprise with
4GB Memory, 64 GB SSD, and wireless networking. With the
server, it is easy for developers to build edge-to-cloud applica-
tions. Furthermore, the starter kit comes with comprehensive
developer tools and documents including Node-RED data flow
logic designer, a dashboard builder, and protocol plug-in SDK
and configurations tools.
Advantech
www.advantech.com
Input #201 at www.plantengineering.com/information

Your VAPOR ZONE Protection

Never Fear Moisture and Humidity Again!
The perfect insulation for

Aerocel ULP is ideal for hot, humid,

and high moisture conditions.

New Insulation
Aerocel ULP is ideal for hot and humid climates where moisture is always a problem.
® ™

• Cost effective alternative to cellular glass and other rigid foams

• Lowest permeance value of .005 perm-inch / lowest absorption rate of .1% by volume
• Ultra-low water vapor transmission –system stays sealed against moisture
• Ideal for extreme hot or cold high-humidity / high-moisture applications

For more information go to:

www.aeroflexusa.com/ULP Or call: 1-866-237-6235 (1-866-Aerocel)

1-866-237-6235 (1-866-AEROCEL) | www.aeroflexusa.com Done once. Done fast. Done right.

input #14 at www.plantengineering.com/information

 Submit new product releases to our New Products for Engineers Database plantengineering.com/NP4E

Vibration Sensors
The 3560 FC Vibration Sensor wirelessly and remotely
captures simple vibration screening data on imbalance
and misalignment. It measures with a frequency range
of 10-300 Hz and features a battery life of three to five
years.The wireless 3560 FC Vibration Sensor is small
enough to fit in hard-to-reach places and affordable
enough to place on multiple locations on equipment.
Precise placement increases accuracy and reduces the
time it takes to screen an asset. The software can even
generate automatic alerts when measurements go out-
side set parameters notifying maintenance team mem-
bers before issues become critical.
Fluke
www.Fluke.com
Input #202 at www.plantengineering.com/information

input #15 at www.plantengineering.com/information

 INNOVATION

FOR THE CONSTRUCTION

AND EQUIPMENT INDUSTRY, Sidewall
Propeller Fan
IN AMERICA’S MANUFACTURING Model AER direct drive sidewall
propeller fan moves 30% more
HEARTLAND air compared to similar fans. It’s
smaller fan size, cast aluminum
Connect with the entire supply chain – designers & propeller, and unique aerody-
manufacturers, engineers & suppliers, distributors & namic drive frame maximize
efficiency and reduce costs. The
end users at the world premier fastener exhibition in
fan is available in four sizes, and
the Center of America’s manufacturing base. can be specified in exhaust or
supply configurations. Direct
Learn about the latest technologies drive motor options are avail-
and meet with experts at the first DON' able up to 1 HP for Vari-Green
Fastener Fair in the USA. MISS T EC motors and up to 7.5 hp for
OUT..
REGIS . ac motors. AMCA Licensed for

TE Sound and Air Performance and

TODA R UL/cUL Listed, Model AER is

Y! ideal for industrial and manufac-
turing facilities and warehouses.
APRIL 11-12, 2018 Greenheck
www.greenheck.com
HUNTINGTON CONVENTION CENTER,
Input #203 at www.plantengineering.com/information
CLEVELAND, OHIO USA
For more Information, please contact us at:
Email: fastenerfairusa@mackbrooks.com
Telephone: 312.809.9260
input #16 at www.plantengineering.com/information

www.fastenerfair.com/usa 48 t January/February 2018

 THE
NS
WORLD’S
Submit new product releases to our
New Products for Engineers Database
plantengineering.com/NP4E

LARGEST
Cable Dropout Solution
The Cablofil Universal “Hang On” Drop Out SELECTION
OF STOCK
(UDO) is available in four sizes: 8, 12, 18 and 24-in.
It comes in a variety of finishes, including electro-
zinc, white, black or a customer color to match a

SPRINGS
data center. Hardware is included to bolt down
the UDO if desired, and there are tie-down slots
for cables that are sized for hook-and-loop fas-
teners. The UDO does not require any cutting or
modifications to the existing wire mesh tray and
features a 120-deg bend to ensure cables do not
have any potential pinch points or kinks, which
benefits data centers and other facilities with
expansive lengths of cabling.
Legrand
www.legrand.us
Input #204 at www.plantengineering.com/information

•
•
•
• on in-stock parts*
• on demand
• with competitor
part numbers

MADE IN USA

800-237-5225
ISO 9001:2008
www.centuryspring.com
*Order must be placed by noon PST
input #17 at www.plantengineering.com/information

January/February 2018 • 49 Don’t see what you’re looking for?

Contact our Custom Department.
INNOVATIONS
Robot Calibration Software
The RoboDyn software package works with a Leica Absolute Tracker to directly calculate robot characteristics
such as base and tool alignments and full DH parameters. The calibration module provides a fast and intuitive
process to align the robot with the laser tracker, then calibrates the robot’s kinematic configuration to improve
absolute positioning accuracy. The Robodyn simulation module can be used to represent and analyse line-
of-sight issues and offline path
creation before connecting to the
physical system.

Fugitive Dust
Hexagon Manufacturing Intelligence
www.hexagonmi.com
Input #205 at www.plantengineering.com/information

Has Nowhere to Hide.

Prevent overhead dust buildup.

Maintain OSHA combustible dust regulations.

Keep employees safe from dust explosions.

One-time investment can pay for itself in a year.

For details about the SonicAire fan:

336.712.2437 | moreinfo@SonicAire.com

50 • January/February 2018
input #18 at www.plantengineering.com/information
 Submit new product releases to our New Products for Engineers Database plantengineering.com/NP4E

Single Board Computer

The ConnectCore 6UL SBC Pro from Digi International offers 802.11a/b/g/n/ac Wi-Fi and Bluetooth 4.2,
including Bluetooth Low Energy. It has out-of-the-box cellular integration options making cellular integration
and connectivity less complex and costly. The computer is production ready with minimal hardware design
effort, and is built with rugged shock and vibration design performance. The ConnectCore has integrated
display and camera capabilities.
It features a complete develop-
ment environment giving design
engineers flexibility to customize
their designs.
Digi International
www.digi.com
Input #206 at www.plantengineering.com/information

Axial Motor
The UlteMAX motor is a continu-
ous duty axial motor available in
three different models ranging
from 3–15 hp. UlteMAX motors
have three-phase/460 V/60 Hz
integrated DPT control with vari-
able torque loads, and the 3–5 hp
motor is designed to be scalable to PRUFTECHNIK is a leading single-source solution provider for machine
230 V, three-phase/60 Hz applica-
laser alignment, condition monitoring and nondestructive testing.
tions. The motor’s design is thin at
PRUFTECHNIK’s technical innovations optimize the availability of your
5.5 inches in width, and the motor’s
production assets—and stop small amounts weighing heavily on your
weight is less than half the weight
of a conventional radial motor. The bottom line.
result is a significantly more com- www.pruftechnik.us
pact, easily mountable motor.
Regal Beloit America Inc.
www.regalbeloit.com
Input #207 at www.plantengineering.com/information

January/February 2018 t 51
input #19 at www.plantengineering.com/information
INNOVATIONS
Variable Frequency Drives
VARITROL is a high performance vector control/Direct Torque Control (DTC) variable speed AC drive that
uses multiprocessor and state-of-the-art integrated digital technology. VARITROL offers various communi-
cation protocol for real time exchange of information on the plant network. It features a US Patent Pending
fourth standby phase that allows for high fault toleration. Drive efficiency is higher than conventional two-
level VFDs due to the absence
of tuned harmonic filters at the

Air-Driven Power input and dv/dt filters at the

output.

Meets Results.
SPAR Power Technologies
www.sparpwr.com
Input #208 at www.plantengineering.com/information

Guaranteed.
NEW Model 15 Industrial Air-Vac offers 15 gallons of cleaning
capacity for powders & combustible dusts, running only on
compressed-air, No Electricity Required! With its uniquely
portable design, 99% filter efficiency rating, noise levels
below OSHA standards, and a performance guarantee, the
MDL15 is more than an industrial vac; it’s a business asset.

• VAC-U-MAX Single-Venturi Power Unit:

Adjustable for “Double-the-Vacuum” Power
• PTFE Pre-Filter & Secondary Cartridge Filter
• Suction Power: 16” Hg (208” H2O)
• “Off-the-Shelf” Static-Conductive Polybags
• Anti-Sparking 304 & 316 Stainless Steel
• Lowest Compressed-Air Consumption Available
• Complete Tool Kit for Floors Walls,
Machinery & Overhead Surfaces
• Quiet!

PREVIEW VIDEO!
Visit vac-u-max.com/MDL15
(800) VAC-U-MAX Check out the New Products for
Engineers Database and search
hundreds of products, with new
innovations added every day.
Look for this logo on the Plant
Engineering home page.

WET/DRY • AIR OPERATED AND ELECTRIC DRUM-TOP • CONTINUOUS DUTY • COMBUSTIBLE DUST
CENTRAL SYSTEMS • CONTINUOUS-BAGGING • LIQUID & SLUDGE • FLAMMABLE LIQUIDS
SUBMERGED RECOVERY • METALWORKING • PHARMACEUTICAL • STEEL SHOT
INTERCEPT HOPPERS & PRE-SEPARATORS • HSE / INDUSTRIAL HYGIENE SOLUTIONS

52 • January/February 2018
input #20 at www.plantengineering.com/information
T
he voice of the engineering community speaks loud and clear
in the following pages featuring corporate profiles of
those companies participating in the Executive Voice
program presented by Plant Engineering magazine.

Our thanks to the following participants:

AutomationDirect
Camfil Air Pollution Control
Emerson Automation Solutions
Flexicon
Modex
PRUFTECHNIK Inc.
SEW Eurodrive
SonicAire
SPM Instrument, Inc.
 ADVERTISEMENT
A utomationDirect takes the best ideas from the consumer world to serve
the industrial market. As a direct seller of industrial automation prod-
ucts for more than 20 years, AutomationDirect is a leader in the industry
that offers many customer services not typical with traditional distributors.
The company created a print catalog, and later an online store that provides
complete product information and pricing so customers can make informed
decisions on their automation purchases quickly and independently.

AutomationDirect’ s products are practical, easy to use and offer a low cost
of ownership. The company offers quality products at prices up to 50 percent
lower than those of more traditional distributors. Most product program-
ming software is free, requiring no initial or upgrade costs and no software See videos on AutomationDirect’s YouTube channel:
https://www.youtube.com/user/automationdirect
maintenance contracts. Product offerings include programmable logic
controllers (PLCs), alternating-current (AC) drives/motors, operator inter-
face panels/human machine interface (HMI), power supplies, direct-current Customers can also obtain return
(DC) motors, sensors, push buttons, National Electrical Manufacturers authorizations online for quick and easy
Association (NEMA) enclosures, pneumatic supplies and more. product returns or exchanges.

AutomationDirect’s phone technical support

staff has garnered top honors in service from
industry magazine readers 15 years in a row.
And, with tens of thousands of active customers,
the company’s online technical forum taps into
that knowledge base by encouraging peers to help
each other with applications and other questions.
Other online help includes frequently asked
questions, application examples and product
selection guides.

AutomationDirect’s corporate headquarters near Atlanta, Georgia
Award-Winning Services Satisfy Customers
AutomationDirect has always maintained a huge inventory, allowing them to
ship 99.7 percent of orders complete the same day. They were among the first
to offer free two-day shipping, available for any order over $49. Shipment
confirmations and any backorder status and estimated delivery information
are communicated electronically to keep you informed.
They Guarantee It
AutomationDirect wants you to be pleased with
every order. That is why they offer 30-day money-
back guarantee on almost every product they sell,
including software (see Terms and Conditions for
certain exclusions).

Their online store is one of the most exhaustive in the industry – all technical
documentation can be downloaded free of charge, as well as software and
firmware updates. Hundreds of instructional videos are available without
registration. Online access to your account allows viewing and changing sales@automationdirect.com
account information, viewing order history and making payments. 1-800-633-0405 • www.automationdirect.com

C amfil APC offers the most
technologically advanced dust,
mist and fume collectors available,
backed by decades of experience.
Our mission is to fill orders fast and
support our products with ongoing
technical service and maintenance.
We guarantee that our collectors meet
EPA particle emission requirements.
ADVERTISEMENT
Camfil is also a leader in combustible
dust explosion protection, offering
a full range of technical services to
test dusts and analyze specific operat-
ing conditions. We carry a variety of
products to mitigate dust collector
explosions, including explosion vents
and ambient fume collection systems
with HEPA grade filters.

We are a subsidiary of Camfil, the
largest air filter manufacturer in the
world. All our components, including
filter cartridges, are manufactured in
ISO 9001 certified facilities.
Our corporate headquarters in
Jonesboro, Arkansas houses manufac-
turing, sales and administrative offices.
The facility includes a state-of-the-art
test lab to simulate full-scale testing,
including ANSI/ASHRAE Standard
199 testing. This testing provides
comparison data on emissions,
pressure drop, compressed air usage,
energy consumption and emission
readings, taking the guesswork out of
equipment selection to help identify
the best dust collection equipment for
the job.
Camfil APC factory in Jonesboro, Arkansas
During 2018, Camfil APC will enhance
its flagship Farr Gold Series® dry dust
collector with features that make it
lighter, stronger, safer and more
cleanable. Camfil’s goal continues to be
providing performance improvements
while reducing the overall footprint of
the Farr Gold Series unit.
The Handte EM Profi emulsion
coolant mist collector for machining
centers offers very high collection
efficiency and “24/7” performance.
Benefits include increased productivity,
exceptional service ease and lower
operating costs. Service life is up to six
years for the primary filters.
The Handte Oil Expert handles
ultrafine, hard-to-capture oil mists
generated by machining
processes that use pure
(undiluted) lubricant
oils. Its leak-proof
guarantee protects
workers from slippery
floors and reduces
housekeeping expenses.
Graeme Bell
Vice president, Camfil APC Americas
In 2018, Camfil APC
will roll out major
product improvements
for its flagship
Farr Gold Series®
Dust Collector.
The Handte Vortex wet scrubber is
built for high-performance wet dust
collection. It is a “plug and play”
machine that effectively captures very
sticky dusts and fibers as well as
highly explosive metallic, chemical
and other dusts. It provides wetting
of combustible dusts, eliminating the
need for costly ancillary explosion
protection devices.

filterman@camfil.com • 1-800-479-6801 • www.camfilapc.com


E merson is, at heart, an engineering
and technology company.
We are innovators, problem-solvers,
and industry leaders working to ensure
human comfort and health, protect
food quality and sustainability, advance
energy efficiency and create sustainable
infrastructure.
Our industry offerings in heating, venti-
lation, air conditioning and refrigeration
(HVACR) and building automation bring
quality, reliability and efficiency to build-
ing systems, making us a key partner to
many leading OEMs.
The Helix Innovation Center on the campus
of the University of Dayton
Leading in Human Comfort
Emerson has decades of experience in
residential and commercial HVAC. We
pioneered the Copeland Scroll compres-
sor technology that today powers home
and commercial AC systems around the
world, efficiently and reliably. We have
been at the forefront of enabling environ-
mentally friendly refrigerant changes to
protect our environment.
Today, we offer a broad portfolio of
modulating compressors, including
two-stage, variable speed and tandem/
trio compressor configurations that
enable the industry’s most efficient and
reliable systems.
Our focus on comfort extends to auto-
mated and remotely-monitored control
systems for commercial buildings,
including the new Sensi Multiple
Thermostat Manager, our latest
innovation to leverage Internet of
Things technology to help ensure
human comfort and health.
Protecting Food Quality
At Emerson, we are a leader when it
comes to managing the Cold Chain.
We help safeguard food, reduce energy
consumption, protect the environment
and optimize business results for
supermarkets, convenience stores,
restaurants, retailers and transportation
using compression technology,
integrated controls, connectivity,
monitoring, services and
insight solutions.
Emerson’s ProAct Services
portfolio, includes technology,
data, services, software and
expertise that assures quality
and integrity of conditions management
wherever commercial goods are moved,
stored or sold. Systematic measurement
of cost drivers provides a powerful basis
for everyday decision-making by allow-
ing key participants in the cold chain to
quickly identify opportunities for
operational improvement.
Emerson’s newest facility control
platform, Site Supervisor, allows large
and small format retailers to quickly
and economically support monitoring,
optimization and control over key store
systems. Site Supervisor controls manage
refrigeration systems, HVAC, lighting
and more.
Advancing Energy Efficiency
Efficiency and energy savings are key
design elements to many of our
solutions to the HVACR industry.
ADVERTISEMENT
Brent
Schroeder
Group President
of Heating and
Air Conditioning
In addition to our compression and
control solutions, our relationship
with Transformative Wave allows us to
provide innovative HVAC retrofit tech-
nology with the CATALYST. More than
a controller and more than a variable
frequency drive (VFD), this offering
is a complete HVAC energy efficiency
upgrade that radically lowers energy use
and improves the overall performance
of constant volume HVAC systems.
Emerson is where
technology and engineering
come together to create
solutions for the benefit
of our customers.
Driven by Innovation
Emerson is where technology and
engineering come together to create
solutions for the benefit of our custom-
ers. Our network of Helix Innovation
Centers has hosted thousands of our
partners and customers and we are
working daily to address the biggest
challenges our industry sees now and
in the future.
www.emerson.com

F lexicon Corporation engineers
and manufactures bulk handling
equipment from stand-alone units
to automated systems that are
integrated with new or existing
process equipment and storage
vessels throughout the plant.
Virtually any bulk solid
material or blend
Flexicon equipment can handle
virtually any bulk material, from
large pellets to sub-micron powders
including friable materials, free- and
non-free-flowing products, and
materials that pack, cake, plug, smear,
fluidize or separate. After more than
20,000 installations, Flexicon is
knowledgeable about virtually all bulk
materials and blends that customers
are likely to encounter.
Lifetime Performance Guarantee
The Flexicon Lifetime Performance
Guarantee assures customers of a
successful result, regardless of whether
they purchase one piece of equipment
or an automated plant-wide system,
providing added assurance that
customers can trust their process,
and their reputation, to Flexicon.
Designed and constructed to
industry standards worldwide
All Flexicon equipment is available in
carbon steel with a variety of durable
industrial finishes, and stainless steel in
industrial and food, dairy and phar-
maceutical finishes, including designed
and constructed for 3-A certification
and USDA acceptance.
ADVERTISEMENT
Stand-alone equipment
The Flexicon line of stand-alone
equipment includes: Flexible Screw David Gill
Conveyors, Tubular Cable Conveyors, President
Pneumatic Conveying Systems, Bulk
Bag Unloaders, Bulk Bag Conditioners,
Bulk Bag Fillers, Bag Dump Stations,
Drum/Box/Container Dumpers and
Weigh Batching and Blending Systems.
Numerous model configurations Manufacturing on
are offered within each equipment four continents
category, as basic, low cost units up Flexicon manufactures equipment in
to engineered, automated, high- the US, UK, Australia and South
capacity machines. Africa, maintains dedicated factory
representation in Singapore, Spain,
Large-scale bulk Chile and Germany, and also markets
handling projects equipment and systems through an
Customers can alleviate the burden extensive network of manufacturers’
and risk of designing large-scale bulk representatives worldwide.
handling systems, coordinating
multiple suppliers, integrating compo- The company holds 36 patents in 13
nents and trouble-shooting start-up, countries, and recently doubled the size
by relying on Flexicon’s Project of its US headquarters.
Engineering Division for it all.
Flexicon can evaluate customer
material(s), plant layout, through-put
rates, cost, cycle times and other
parameters, and engineer the optimum
solution to individual bulk handling
problems in the form of CAD drawings
that integrate Flexicon and other
equipment with new or existing
equipment in the customer’s plant.
In addition, Flexicon can test
customer materials on full-size test
equipment, build the equipment,
supervise installation, validate the
Flexicon Corporation
project, and train customer personnel +1 610 814 2400 • sales@flexicon.com
to operate it— anywhere in the world. www.flexicon.com

T omorrow’s technology is already
here. And if you’re not already
getting ahead, you’re likely to fall
behind. In our increasingly integrated,
increasingly globalized economy, it’s
time to redefine the dynamics of
success. Adaptable strategies, equip-
ment and systems are paramount.
And supply chains that span conti-
nents and dominate markets are key.
No matter where you do business, suc-
cess relies heavily on effective material
handling, logistics and supply chain
solutions. That’s where MHI comes
in. As the nation’s largest material
handling, logistics and supply chain
association, MHI helps professionals
the world over discover solutions that
cut costs, exceed customer demands,
and move the industry forward.
MODEX 2018 will be held April 9-12 in Atlanta, GA
By providing an unbiased,
collaborative environment that fosters of the 2018 MHI Annual Industry
stakeholder best practices, MHI helps
members gain the insights necessary
to deliver the right product to the
right market at the right time.
The association focuses on facilitating
industry groups, education, events,
ADVERTISEMENT
and market intelligence through
innovative direct programming or
in partnership with other industry
George
providers. Its members are material Prest
handling, logistics and supply chain
CEO
equipment and systems manufactur-
ers, integrators, third party logistics
providers, consultants and publishers.
MHI offers education, networking
and solution sourcing for members,
their customers and the industry as
a whole through programming and MHI helps professionals
events. MHI is the sponsor of the the world over discover
industry-leading ProMat and
MODEX events. In April 2018, MHI solutions that cut costs,
will host MODEX 2018, a premier exceed customer demands,
manufacturing and supply chain expo
that will focus on preparing attendees
and move the
for a future defined by the Internet of industry forward.
Things and Industry 4.0.
More than 850 of the insights and trend reporting through
leading providers will over 100 educational sessions and
be at the Georgia World seminars. The goal? Help manufactur-
Congress Center in ing and supply chain professionals
Atlanta to showcase the not only find their edge, but also
best solutions and innova- futureproof it for years to come.
tions in the industry.
MODEX 2018 will be held
This year, George W. April 9 – 12, 2018, at Georgia World
Prest, CEO of MHI, will Congress Center in Atlanta, GA. Visit
act as keynote speaker MODEXShow.com to learn more.
at MODEX 2018. In his
address, he will present the findings
Report and moderate a panel of
manufacturing and supply chain lead-
ers who will discuss the real-world
significance of the report’s findings.
www.mhi.org • MODEXshow.com
In addition, the industry’s leading customerservice@modexshow.com
experts will share their most recent (704) 676-1190

A s a world leader in drive
technology and a pioneer
in drive-based automation,
SEW-EURODRIVE has established
a reputation for quickly solving the
most difficult power transmission
and motion control challenges. We
introduced the gearmotor in 1931.
Since then, we have been bringing
the best in drive technology to our
customers worldwide.
Quickly solving problems so that our
customers can be more productive
and profitable continues to be our
priority. We offer the broadest product
line in the industry – from gearmo-
tors and heavy industrial gear units to
drive electronics, software and com-
plete drive-based automation systems.
Our products are based on
a unique system of modular
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pe201801_execVhlf_PRUFTECHNIK.indd 1 1/22/2018 12:25:11 PM

C ombustible dust can have a huge financial
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 ADVERTISEMENT
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pe201801_execVhlf_SPM.indd 1 1/22/2018 12:43:36 PM

DIGITAL REPORTS
Compressed Air Strategies
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IIoT: Machines, Equipment & Asset Management
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2014 PLANT ENGINEERING PLANT ENGINEERING
1 10/17/2016 11:23:06 AM
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Input #111 at plantengineering.hotims.com

www.plantengineering.com PLANT ENGINEERING January/February 2018 • 63

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64 • January/February 2018 PLANT ENGINEERING www.plantengineering.com

Proven Worldwide

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input #21 at www.plantengineering.com/information

 Right Choice.
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baldor.com 479-646-4711 • Unmatched Quality

©2017 Baldor Electric Company

input #22 at www.plantengineering.com/information