www.plantservices.

com

SMART SOLUTIONS FOR MAINTENANCE & RELIABILITY

Manage the balance

between awareness
and action / P.9

Attract more women to

industrial careers / P.32

Improve motor control

center safety / P.37

Be like Mike / P.46

SUSTAIN
PdM SUCCESS Recognize the seven critical
success factors that keep
strong predictive maintenance
programs on track
OCTOBER 2016
 Boost your savings
With quality transformers from AutomationDirect
Buck-Boost
Encapsulated Transformers
Transformers starting at:
starting at: $53.00
$84.50 416-1100-000
C1FC10WE

Compact Control
Transformers
starting at:
$40.00
PH50PG

Hammond Power Solutions Jefferson Electric

Encapsulated Transformers Buck-Boost Transformers
This innovative design is ideal for commercial applications Designed to maximize performance and life of
where quality, ease of installation, and low cost are key. electrical equipment, buck-boost transformers
These transformers are encapsulated with electrical are typically used to power loads with specific
grade silica sand and resin compounds that completely voltage requirements that differ from the
enclose the core and coil to seal out moisture, airborne available line voltage.
contaminants and eliminate corrosion and deterioration. When connected as an autotransformer, these
• NEMA 3R rated (for indoor/ outdoor use) units can buck (lower) or boost (raise) available
• Transformer sizes range from 100VA to 25kVA line voltage from 5 to 20 percent.
• Input voltage ranges from 120 to 480 VAC • Single-phase units from 50VA to 2kVA
• Output voltages of 240 and 120 VAC (individual units required for multiple phases)
• 10 year warranty (limited to manufacturer defects) • Encapsulated with electrical grade resin
• Cores of high-quality electrical steel
Compact Control Transformers • 60 Hz operation
Designed for high inrush applications requiring reliable • NEMA 3R-rated enclosure
output voltage stability, these transformers maximize • Slotted mounting holes for quick and easy mounting
inrush capability and output voltage regulation when • 10-year limited warranty (limited to manufacturer defects)
electromagnetic devices are initially energized.
• Built in accordance with UL1446,
• 600V class, machine tool rated CAN/CSA - C22.2 No. 0
• 50/60 Hertz • Agency Approval UL File #E4466
• VA range from 50 VA up to 1500 VA
• Temperature Range: -20°C (-4°F) to 40°C (104°F) Research, price, buy at:
(176°F), insulation class 130°C (266°F) www.automationdirect.com/
• LIFETIME warranty (limited to manufacturer defects) power-transformers

Order Today, Ships Today!

* See our Web site for details and restrictions. © Copyright 2016 AutomationDirect, Cumming, GA USA. All rights reserved. 1-800-633-0405 the #1 value in automation
Introducing AVO Cable U
AVO

A one of a kind cable field for the most complete

cable testing and diagnostic study found anywhere
After years of careful planning, design and construction, AVO’s Cable U is here.
Designed to accommodate our new Medium-Voltage Cable Fault Location &
Tracing and Cable Testing & Diagnostics courses, the cable field lab allows
technicians the most technologically advanced “real world” place for electrical
cable testing and diagnostic applications. The study of cable just got a lot smarter.

WWW.AVOTRAINING.COM 877-594-3156
t
The Reliability
Excellence® Journey
PoweredByRx.com

SUSTAINABILITY
Performance Management
Audits & Assessments
Equipment History
Equipment & Process Design
Work Measurement
Management Reporting
PROCESSES
Work Management
Work Planning
Work Scheduling
Operator Care
Asset Care
Loss Elimination
Workforce Development OPTIMIZATION
Materials Management
Reliability Engineering
Management of Change
Information Management
Supervision
Organizational Behavior
Procurement
Facilities & Equipment
CULTURE
Governing Principles
Goals & Objectives
Organizational Structure
Budgeting & Cost Control
Occupational Health
& Safety
Employee Involvement PRINCIPLES
Management Commitment
Functional Partnership

The Reliability Excellence journey requires building the foundation of principles

and culture, establishing and optimizing the processes and procedures that
create reliability, and putting in place the management and reporting elements
that drive sustainability and continuous improvement.
Visit PoweredByRx.com to access more than 400 resources – including
articles, videos, whitepapers, podcasts and classes – and discover the power
to improve asset performance.

800-556-9589 | PoweredByRx.com
 TABLE OF CONTENTS
OCTOBER 2016 / VOL. 36, NO. 10

FEATURES DEPARTMENTS

22 / COVER STORY 37 / ELECTRICAL SAFETY 19 / AUTOMATION ZONE 42 / PRODUCT ROUNDUP

Sustain PdM Success
Recognize the seven critical
success factors that keep
strong predictive maintenance
programs on track
28 / RELIABILITY
PdM Pitfalls and
Improve the Safety of Your
Motor Control Centers
Implement a smart solution by
integrating a low voltage motor
overload relay with advanced
protection and integrated arc-
flash detection
Get Ready for Converged Pumps and Seals
Operations Keep liquids and gases
Embracing the benefits of flowing smoothly while
converged IT/OT systems controlling downtime
requires strong collaboration
44 / CLASSIFIEDS / AD INDEX
www.pl antserv
ices.com

How to Avoid Them 46 / BIG PICTURE INTERVIEW BIL ITY

& RELIA

Michael Macsisak, PdM

NANCE
MAINTE
NS FOR
SOLUTIO

Win major payoffs from

SMART

Technician, Nestlé Purina IN CASE YOU MISSED IT

strategy
Your 3-point
system

PdM with a strategic,

for control / P.17
maintenance
Keep
Heinz Bloch:
your skills
expanding
to survive /
P.19

“The key to making the switch

of your

step-by-step approach
Take stock &
spares program

Catch the first half of our

t / P.23
unlock profi
How
Doc Palmer: g
to make plannin work
& scheduling

from a mechanic to a PdM

for you / P.32

Sep-Oct cover story on PdM:

32 / WORKFORCE
How to Attract Women
to Industrial Careers
technician is in the mindset.
http://plnt.sv/1609-PDM1
We are no longer buying for
http://plnt.sv/1609-PDM2
price, we’re buying for reliabil-
the new
leaders to brea

Awareness, advocacy, ity. You can never put a price Find the right
life into your
PdM program

encouragement, and on reliability.”

ER 2016

mentoring go a long way OCTOBER PLANTSERVICES.COM ONLINE EXCLUSIVE

SEPTEMB

AM
8/24/16 11:41

NASCAR and the art of operations and maintenance:

PS1609_01
_Cover2.ind
d 1

SPECIALISTS http://plnt.sv/1610-CHASE

07 / FROM THE EDITOR 11 / TECHNOLOGY TOOLBOX

Toward a Smarter Industry
Survey on IIoT adoption shows
interesting parallels with PdM
deployment
09 / HUMAN CAPITAL
How To Be a Macro-
Manager
Strike the right balance
between staying aware but not
always taking direct action
Trends Are Telling
Enable operational improve-
ments through pattern recog-
nition and discovery tools
15 / ASSET MANAGER
How To Avoid
Expensive Surprises
Learn the four software func-
tions critical to long-term
capital planning success
PLANT SERVICES (ISSN 0199-8013) is published monthly by Putman Media, Inc., 1501
E. Woodfield Road, Suite 400N, Schaumburg, IL 60173. Phone (630) 467-1300, Fax (847)
291-4816. Periodicals Postage Paid at Schaumburg, IL and additional mailing Offices. Canada
Post International Publications Mail Product Sales Agreement No. 40028661. Canadian Mail
Distributor Information: Frontier/BWI,PO Box 1051, Fort Erie, Ontario, Canada, L2A 5N8. Printed
in U.S.A. POSTMASTER: Send address changes to PLANT SERVICES, Putman Media, Inc., PO
Box 3435, Northbrook, IL 60065-3435. SUBSCRIPTIONS: Qualified reader subscriptions are
accepted from PLANT SERVICES managers, supervisors and engineers in manufacturing plants in
the U.S. and Canada. To apply for qualified-reader subscriptions, please go to www.plantservices.
com. To non-qualified subscribers in the U.S., subscriptions are $96 per year. Single copies are
$15. Subscription to Canada and other international are accepted at $200 (Airmail only) © 2016
by Putman Media, Inc. All rights reserved. The contents of this publication may not be reproduced
in whole or in part without consent of the copyright owner. In an effort to more closely align with
our business partners in a manner that provides the most value to our readers, content published
in PLANT SERVICES magazine appears on the public domain of PLANT SERVICES’ Website, and
September also appear on Websites that apply to our growing marketplace. Putman
Media, Inc. also publishes CHEMICAL PROCESSING, CONTROL, CONTROL DESIGN,
FOOD PROCESSING, THE JOURNAL, PHARMACEUTICAL MANUFACTURING and
SMART INDUSTRY. PLANT SERVICES assumes no responsibility for validity of claims
in items published.

WWW.PLANTSERVICES.COM OCTOBER 2016 5

The Only Switch that Matters
Is the One You Need
And We’ve Got It

In stock and ready-to-ship. See it all at thinkallied.com/switches

1.800.433.5700

© Allied Electronics, Inc 2015. ‘Allied Electronics’ and the Allied Electronics logo are trademarks of Allied Electronics, Inc. An Electrocomponents Company.
IN MEMORY OF
JULIE CAPPELLETTI-LANGE,
Vice President 1984-2012
PUTMAN MEDIA, INC.
1501 E. Woodfield Road, Suite
400N, Schaumburg, IL 60173
(630) 467-1300 Fax: (630) 467-1120
MIKE BRENNER
Group Publisher
mbrenner@putman.net
EDITORIAL STAFF
THOMAS WILK
Editor in Chief
twilk@putman.net
CHRISTINE LaFAVE GRACE
Managing Editor
clafavegrace@putman.net
ALEXIS GAJEWSKI
Associate Editor, Digital Media
agajewski@putman.net
STEPHEN C. HERNER
V.P., Creative & Production
sherner@putman.net
DEREK CHAMBERLAIN
Senior Art Director
dchamberlain@putman.net
DAVID BERGER, P.ENG.
Contributing Editor
PETER GARFORTH
Contributing Editor
SHEILA KENNEDY, CMRP
Contributing Editor
TOM MORIARTY, P.E., CMRP
Contributing Editor
PUBLICATION SERVICES
CARMELA KAPPEL
Assistant to the Publisher
ckappel@putman.net
JERRY CLARK program back on track.
V.P., Circulation
jclark@putman.net
JACK JONES identifying as most difficult to overcome.
Circulation Director
jjones@putman.net
RITA FITZGERALD Services PdM survey, and a recently
Production Manager
rfitzgerald@putman.net
RHONDA BROWN As Keith Larson writes in the Smart
Reprint Marketing Manager
Foster Reprints Industry “2016 State of Initiative”
(866) 879-9144 ext.194
rhondab@fosterprinting.com
EXECUTIVE STAFF
JOHN M. CAPPELLETTI
President/CEO
KEITH LARSON at http://plnt.sv/1610-SI.)
VP, Content and Group Publisher
TOWARD A SMARTER INDUSTRY
New survey on IIoT adoption parallels PdM deployment data
Last month’s Editor’s Note ended
on a fairly ominous note: If you want
to keep running, you need to act on the
available data and be open to continu-
ous learning, or your equipment and
programs will continue to fail.
Well, enough doom and gloom – this
note will be a lot more optimistic! For
one thing, this issue brings you the
conclusion to Sheila Kennedy’s multipart
cover story on how to restart a stalled or
failed PdM program, with a focus on the
seven critical factors that are common to
successful programs.
As outlined in her article, a key part of
the challenge is recognizing that lagging
in even just one area has the potential
to derail your program. However, what
may seem at first to be an impossible
challenge may have a major silver lining,
as chances are slim that a PdM program
will be deficient in all seven areas.
If you and your teams can narrow
things down to the one or two areas that
offer the most opportunity for improve-
ment at your specific facility, then you
likely have identified the path to get your
With this in mind, it’s useful to take a
look at the obstacles that plant teams are
For this exercise, we have two sets of
useful data to look at: the annual Plant
completed survey on IIoT adoption by
our sister publication Smart Industry.
report, “While some skeptics remain
on the sidelines, many more organi-
zations have moved to identify pilot
IIoT applications and to fund broader
application roll-outs just in the past
year.” (The full IIoT report is available
FROM THE EDITOR
THOMAS WILK, EDITOR IN CHIEF
These results match what Plant Services
readers reported earlier this year on their
PdM initiatives: the number of respon-
dents who say they have no plans to deploy
predictive tools dropped significantly over
the past 18 months, and modest increases
in budget were reported across the board.
(The full set of 2016 PdM survey data is
available at http://plnt.sv/1603-PDM.)
And what was the single most com-
mon barrier to success? According to the
DO YOU KNOW THE FACTORS
TO GET YOUR PdM PROGRAM
BACK ON TRACK?
PdM survey, “undefined financial ben-
efits” at 36.0% (up from 26.0% in 2014)
and “undefined operational benefits”
at 26.7% (up from 16.9% in 2014). As if
in parallel, topping the IIoT survey was
“lack of business-impact understand-
ing,” identified by 46.1% of respondents.
These results correspond to two of the
seven success factors identified in this
month’s cover story: Make reliability a
shared vision, and communicate the value
clearly and persistently. It’s next to impos-
sible to achieve either of those things if
the value and impact of your initiatives is
poorly defined or nonexistent.
So, along with identifying the chal-
lenge areas in your PdM program, be
sure to celebrate the success factors your
teams are getting right – it may be more
than you think.
Thomas Wilk, Editor in Chief
twilk@putman.net, (630) 467-1300 x412
WWW.PLANTSERVICES.COM OCTOBER 2016 7
The Truth About Compressed Air!
If you think compressed air is too expensive and noisy - read this. The facts will surprise you!
Compare These Blowoffs Facts About Blowers
There are a variety of ways to blow the water from the bottles shown in the photo below, Energy conscious plants might
but which method is best? To decide, we ran a comparison test on the same application think a blower to be a better choice
using four different blowoff methods: drilled pipe, flat air nozzles, Super Air Knife due to its slightly lower electrical
(each using compressed air as a power source), and a blower supplied air knife (using consumption compared to a
an electric motor as a power source). Each system consisted of two twelve inch long air compressor. In reality, a blower is
knives. The following comparison proves that the EXAIR Super Air Knife is the best an expensive capital expenditure
choice for your blowoff, cooling or drying application. that requires frequent downtime
The goal for each of the blowoff choices was to use the least amount of air possible to get and costly maintenance of filters,
the job done (lowest energy and noise level). The compressed air pressure required was belts and bearings.
60 PSIG which provided adequate velocity to blow the water off. The blower used had Here are some important facts:
a ten horsepower motor and was a centrifugal type blower at 18,000 RPM. The table at Filters must be replaced every one
the bottom of the page summarizes the overall performance. Since your actual part may to three months.
have an odd configuration, holes or sharp edges, we took sound level measurements in
free air (no impinging surface). Belts must be replaced every three
to six months.
Drilled Pipe Blower Air Knife Typical bearing replacement is
Th is common blowoff is very inexpen- The blower proved to be an expensive,
at least once a year at a cost near
sive and easy to make. For this test, we noisy option. As noted below, the pur- $1000.
used (2) drilled pipes, each with (25) chase price is high. Operating cost was • Blower bearings wear out quickly due
1/16" diameter holes on 1/2" centers. considerably lower than the drilled pipe to the high speeds (17-20,000 RPM)
As shown in the test results below, the and flat air nozzle, but was comparable required to generate effective airflows.
drilled pipe performed poorly. The initial to EXAIR’s Super Air Knife. The large
cost of the drilled pipe is overshadowed blower with its two 3" (8cm) diameter • Poorly designed seals that allow dirt and
by its high energy use. The holes are hoses requires significant mounting space moisture infiltration and environments above
easily blocked and the noise level is compared to the others. Noise level was 125°F decrease the one year bearing life.
excessive - both of which violate OSHA high at 90 dBA. There was no option for • Many bearings can not be replaced in the
requirements. Velocity across the entire cycling it on and off to conserve energy field, resulting in downtime to send the
length was very inconsistent with spikes like the other blowoff s. Costly bearing assembly back to the manufacturer.
of air and numerous dead spots. and fi lter maintenance along with
downtime were also negative factors. Blowers take up a lot of space and often
produce sound levels that exceed OSHA
noise level exposure requirements. Air
Flat Air Nozzles EXAIR Super Air Knife volume and velocity are often difficult to
As shown below, this inexpensive air nozzle The Super Air Knife did an exceptional control since mechanical adjustments are
was the worst performer. It is available in job of removing the moisture on one required.
plastic, aluminum and stainless steel from pass due to the uniformity of the lam- To discuss an application, contact:
several manufacturers. The flat air nozzle inar airflow. The sound level was
provides some entrainment, but suffers extremely low. For this application, EXAIR Corporation
from many of the same problems as the energy use was slightly higher than 11510 Goldcoast Drive
drilled pipe. Operating cost and noise the blower but can be less than the Cincinnati, Ohio 45249-1621
level are both high. Some manufacturers blower if cycling on and off is possible. (800) 903-9247
offer flat air nozzles where the holes can Safe operation is not an issue since the Fax: (513) 671-3363
be blocked - an OSHA violation. Velocity Super Air Knife can not be dead-ended. email: techelp@exair.com
was inconsistent with spikes of air. Maintenance costs are low since there
are no moving parts to wear out. www.exair.com/85/423.htm
See the Super Air Knife in action.
www.exair.com/85/akvideo.htm

The Super Air Knife is the low cost way to blowoff, dry, clean and cool.
Blowoff Comparison
Comp. Air Sound Annual
Horsepower Purchase Approx. Annual First Year
Level Electrical
Type of blowoff PSIG BAR SCFM SLPM Required Price Maintenance Cost Cost
dBA Cost*
Drilled Pipes 60 4.1 174 4,924 35 91 $50 $4,508 $920 $5,478

Flat Air Nozzles 60 4.1 257 7,273 51 102 $208 $6,569 $1,450 $8,227

Blower Air Knife 3 0.2 N/A N/A 10 90 $5,500 $1,288 $1,500 $8,288

Super Air Knife 60 4.1 55 1,557 11 69 $576 $1,417 $300 $2,293

*Based on national average electricity cost of 8.3 cents per kWh. Annual cost reflects 40 hours per week, 52 weeks per year.

HOW TO BE A MACRO-MANAGER
Strike the right balance between staying aware but not always taking direct action
This article is about dealing with two common re-
frains from supervisors and the workforce: “I hate being
micromanaged,” and “They don’t have a clue about what’s
going on.”
If a manager pokes around too much, then they’re a
micro-managing jerk. If a manager doesn’t poke around
enough, then they’re clueless and don’t listen to people who
know what’s really going on. Managers need to strike a bal-
ance – be a macro-manager.
When I was assigned to a Coast Guard cutter as the
Engineer Officer (Chief Engineer), one of my first conversa-
tions with the Commanding Officer (Captain) was about
this issue. In our conversation, the Captain volunteered that
he would always let me know before he walked through the
engineering spaces on the ship. My response was that he
was the Captain and he should go where ever he wanted,
whenever he wanted. I explained that I wanted the Captain
to walk through engineering spaces to see the crew at work.
I wanted the crew to see the Captain, seeing them at work. I
also had no issue with my department personnel telling the
Captain about anything that was on their mind.
The only thing I asked of the Captain was that no matter
what the conversation he might have with the crew, don’t
take action or make any promises (safety or regulatory com-
pliance issues were the exception). Any decisions or changes
should be implemented through the leadership chain. I ap-
plied the same standard to myself regarding division officers
and supervisors in my department. Being aware of issues
and concerns, but not taking direct action, is the key to
not being a micro-manager while being informed.
When a workforce person makes a manager aware of an
issue, the manager should ask amplifying questions and
listen closely to what they’re saying. Take notes so you can
follow up, but don’t prescribe the solution. Be thoughtful on
how you respond, because your word will be taken verbatim.
There are two exceptions to this rule:
1. Safety or regulatory compliance issue: Address those is-
sues directly and immediately, and inform the leadership
chain as soon as practical about what you observed and
how you addressed it.
2. C lear policies, processes, or procedures that you know
the entire leadership chain is aligned with: In that case,
it’s fine to support the leadership chain by reiterating the
policy, process, or procedure.
HUMAN CAPITAL
TOM MORIARTY, P.E., CMRP
In all other cases, let the manager or supervisor that has
the responsibility for the issue know what you saw or heard.
Do this without judgment or preconceived opinion. Remem-
ber that people sometimes embellish, or give you a one-
sided view of the situation, particularly when they disagree
with a supervisor’s decision. Just as you listen closely to the
workforce, listen closely to the supervisor or manager that
is responsible for the issue. Often times they already know
ALWAYS PLACE THE RESPONSIBILITY
OF SOLVING ISSUES WITH THE PERSON
THAT SHOULD BE RESPONSIBLE TO
SOLVE THOSE ISSUES.
about the issue, have already addressed it, or need some-
thing outside their ability to solve the issue. The manager’s
role in that case is to support the previously stated position.
Attempting to solve an issue without discussing it with
responsible supervisors or managers undercuts their author-
ity. It weakens them in the eyes of the workforce, making the
supervisor’s or manager’s job harder. It also sends a message
that their boss doesn’t trust them or believe they’re capable of
solving issues. Always place the responsibility of solving issues
with the person that should be responsible to solve those issues.
Strengthen them, and make them feel trusted and valued.
How often should a manager walk around? It depends on
how well you understand what’s going on. If things feel un-
der control and the leadership team is doing a great job, then
you don’t have to do it very often. But even when things are
running great, you should still walk around, once per month
or so, letting the workforce know you see them and appreci-
ate them. If you’re not confident that you know enough, then
perhaps walk the plant twice per month.
Stay aware of the overall condition of the plant. Be in
touch with the people who do the work; let them know
they’re appreciated and that you’re aware of the issues that
concern them. Above all, build trust with supervisors and
managers by depending on them. Be an aware macro-man-
ager, not an unaware micro-manager.
Tom Moriarty, P.E., CMRP, is president of Alidade MER.
Contact him at tjmpe@alidade-mer.com and (321) 773-3356.
WWW.PLANTSERVICES.COM OCTOBER 2016 9
Keeping Industry
Up and Rolling

Nothing is more frustrating than shutting down a • Unmatched Quality

machine, even an entire production line because of
a bearing failure. Baldor•Dodge® bearings represent
the best quality and reliability industry has to offer.
From punishing mining applications to corrosive
washdown environments, and everything in between,
• Superior Reliability
there’s a Baldor•Dodge bearing perfectly suited for
the task at hand.

Keep your machinery healthy, strong and efficiently

• Energy Efficient
rolling along with the widest choice of industrial
bearings in the world…only from Baldor•Dodge.

baldor.com 479-646-4711 • Stock and Custom Orders

©2016 Baldor Electric Company http://esp.to/wEje4G

 GET MORE THAN
#1 Value in Automation
The best values in the world . . .

YOU PAY FOR!

We’ve shopped around to bring you the most practical industrial control products
that are in-stock, ready to ship and at the right prices!
“This was my first time ordering from
this company and I will be ordering
from them again. Very quick delivery
with updates via e-mail the entire time.
Customer Support was very helpful
when it came to ordering, configuring,
and installing the parts I ordered.
I highly recommend this company!”
Lucas in WALPOLE, MA
“Company provides great support, a
good selection of products, reasonable
pricing, and fast shipping and response.
I have been very pleased with all of my
experiences with Automation Direct.”
Todd in MEMPHIS, TN
“Prices are Great. Online ordering is set
up great, from searching to delivery the
whole process is awesome compared
to some venders I use... Not to mention
all the other info and software that is
available online. Very Good”
Wade in CAMERON PARK, CA
“Automation Direct is my first choice
for control products.
The customer support is excellent and
the ever expanding product line makes
my job easier every time I visit the
website.”
Brian in LOUISVILLE, KY
“I highly recommend Automation Direct.
Their great products, great prices, cus-
tomer service, and very fast shipping are
unbeatable.”
Jon in OSHKOSH, WI
Feature-packed PLCs with:
FREE Software FREE Tech Support
Download and install as Voted Best in Service 15 years straight.
often as you need. Give us a call and see for yourself.

Programmable Universal Field I/O Software Operator Interface Drives

Controllers

Motors and Motion Control Power Transmission Pneumatics Process

Motor Controls

Relays & Timers Sensors Pushbuttons, Terminal Blocks & Wiring Safety

Switches and Lights

PLC CPU
5 comm ports R

® $255
PLC CPU
starting at Basic PLC Ethernet PLC
starting at starting at
$299 $69 $129
Communications Power Products Enclosures Circuit Protection Tools and Test Equipment

A quality product line, with “Best in Service” rated technical support and quick shipping!
Call 1-800-633-0405 or visit us at: www.AutomationDirect.com 1-800-633-0405 | www.AutomationDirect.com
We’ve never been traditional . . .
• Software, PLC Programming
•
•
•
Controller, PLC
Controller, PAC
Operator Interface
Just pay once . . . because once is enough!
. . . and neither have our prices.
• Software, HMI With traditional suppliers the “upfront” Our programmable controllers include
• Stack Light Tower
• Terminal Blocks
price is not always the price you pay. many standard features that you would
• Input-Output, Machine-Mount The costs associated with service pay thousands for elsewhere, but what
contracts, software licenses, access to they don’t include is the additional
Regardless of your project or system needs, AutomationDirect has a PLC to match
online resources, etc. can make your PLC cost of ownership.
your specs and your budget. So whether you’re building a simple process or a complex purchase a long and painful one. We are not a traditional PLC company…
machine, you can count on us for affordable innovations that you can rely on. but we just might be what you need.
CLICK PLC BASIC PLC STARTING AT: $69 Check us out.

FREE Programming Software and Tech Support for Life! Traditional PLCs come with traditional costs
It’s amazing how we fit so much functionality into such a small package,
with such a low price! Starting at $69, the CLICK micro-brick PLC is a

$$$$$$
Additional
simple, cost-effective solution for your application. software licenses
Service
R
• Stand-alone PLC units with discrete or discrete/analog I/O
Initial contract
• Expandable up to 142 I/O points software Access to renewal

$$$$$
• NEW! CLICK Ethernet PLC units with built-in 10/100 Mbps Ethernet port starting at $129 costs online
• FREE, easy-to-use programming software
resources
(forums,

Cost of Ownership Over Time

Service

$$$$
• 2 year warranty contract updates, etc.)
See more at: www.automationdirect.com/clickplcs

$$$$
Hardware
cost

Do more

$$$
FREE Software
Do-more PLC CPU STARTING AT: $299
®

FREE Tech Support

Hardware NO software license fee.
FREE Programming Software and Tech Support for Life! Download as many copies for as
cost

$$
What could be better than combining our time-tested DirectLOGIC PLC many computers as needed.
or Terminator I/O hardware with a next-generation controller, offering
a ton of memory, speed, and communication? How about doing it for an
unbelievably affordable price.
PLC Lifetime

$
• High-performance processor with over 1M bytes of memory (H2 models)
Year 1 Year 2 Year3 Year 4
• USB programming, serial, and Ethernet ports
• Expandable up to 65536 analog, discrete and specialty I/O Traditional PLCs AutomationDirect
• FREE, powerful programming software with simulator! Productivity • Do-more • CLICK
• 1 year warranty
See more at: http://www.automationdirect.com/do-more
And our newest programmable controller line . . .
Real-time data on temperature
and analog modules Productivity2000 PLC CPU w/5 comm ports: $255
FREE Programming Software and Tech Support for Life!
The Productivity2000 PLC is our newest PLC and is designed to offer you the best
value and lowest cost of ownership in its class. Compared to the competition, the
Productivity2000 PLC has the features you want at a price they can’t touch.
• 50MB of user memory with built-in data logging capability
• OLED real-time data and diagnostic displays
• 5 built-in communication ports including USB programming, serial, and Ethernet ports
• Communication protocols include EtherNet/IP and Modbus TCP
• FREE, tag name based programming software
• Mobile device access and remote visibility
• 2 year warranty
See more at: www.automationdirect.com/Productivity2000
2016
See for yourself, and get more than you pay for
FINALISTS at www.AutomationDirect.com/plcs

the #1 value in automation

* See our Web site for details and restrictions. © Copyright 2015 AutomationDirect, Cumming, GA USA. All rights reserved. 1-800-633-0405 www.AutomationDirect.com
 GET MORE THAN
#1 Value in Automation
The best values in the world . . .

YOU PAY FOR!

We’ve shopped around to bring you the most practical industrial control products
that are in-stock, ready to ship and at the right prices!
“This was my first time ordering from
this company and I will be ordering
from them again. Very quick delivery
with updates via e-mail the entire time.
Customer Support was very helpful
when it came to ordering, configuring,
and installing the parts I ordered.
I highly recommend this company!”
Lucas in WALPOLE, MA
“Company provides great support, a
good selection of products, reasonable
pricing, and fast shipping and response.
I have been very pleased with all of my
experiences with Automation Direct.”
Todd in MEMPHIS, TN
“Prices are Great. Online ordering is set
up great, from searching to delivery the
whole process is awesome compared
to some venders I use... Not to mention
all the other info and software that is
available online. Very Good”
Wade in CAMERON PARK, CA
“Automation Direct is my first choice
for control products.
The customer support is excellent and
the ever expanding product line makes
my job easier every time I visit the
website.”
Brian in LOUISVILLE, KY
“I highly recommend Automation Direct.
Their great products, great prices, cus-
tomer service, and very fast shipping are
unbeatable.”
Jon in OSHKOSH, WI
Feature-packed PLCs with:
FREE Software FREE Tech Support
Download and install as Voted Best in Service 15 years straight.
often as you need. Give us a call and see for yourself.

Programmable Universal Field I/O Software Operator Interface Drives

Controllers

Motors and Motion Control Power Transmission Pneumatics Process

Motor Controls

Relays & Timers Sensors Pushbuttons, Terminal Blocks & Wiring Safety

Switches and Lights

PLC CPU
5 comm ports R

® $255
PLC CPU
starting at Basic PLC Ethernet PLC
starting at starting at
$299 $69 $129
Communications Power Products Enclosures Circuit Protection Tools and Test Equipment

A quality product line, with “Best in Service” rated technical support and quick shipping!
Call 1-800-633-0405 or visit us at: www.AutomationDirect.com 1-800-633-0405 | www.AutomationDirect.com

TRENDS ARE TELLING
Enable operational improvements through pattern recognition and discovery tools
Detecting and learning from patterns and trends in
data, processes, and asset conditions allows organizations
to improve their production processes and maintenance
practices. The challenge plants face is how to process the
massive volume of available data, seeing through the noise
and uncovering actionable intelligence.
PROCESS OPTIMIZATION
Process engineers have historically had a tough time identi-
fying patterns in operations and production environments.
Data pattern discovery can lead to both incremental and dis-
ruptive process optimization and improvement, says Richard
Beeson, CTO at OSIsoft. Falkonry and OSIsoft have partnered
to simplify and accelerate signal data pattern identification
and condition recognition with Falkonry Service.
“With technologies like Falkonry Service that provide
real-time pattern recognition across complex processes, we
empower our process engineers to impact process opera-
tions through early awareness of known good or bad states
and, more importantly, new or unknown operating states,”
explains Beeson.
TrendMiner aims to simplify the mining of massive
amounts of data generated in process manufacturing with
its patent-pending pattern recognition and machine learn-
ing technologies. The plug-and-play solution delivers big
data search and predictive analytics for industrial process
measurement data. It connects easily to existing data sources
and is designed for use by the average historian user.
FALKONRY
http://plnt.sv/1610TT-01
TECHNOLOGY TOOLBOX
SHEILA KENNEDY, CMRP
MAINTENANCE OPTIMIZATION
Machine learning technology is revolutionizing how plant
maintenance is performed. With Mtell Smart Machines,
pattern recognition is used to “make machines smart.”
In other words, it enables them to identify normal as well
as abnormal behaviors and alert maintenance teams to is-
sues before they cause problems.
“Discovering behavioral and failure patterns is only
PLANTS ARE BEING CHALLENGED TO PRO-
CESS MASSIVE VOLUMES OF AVAILABLE
DATA, SEE THROUGH THE NOISE, AND
UNCOVER ACTIONABLE INTELLIGENCE.
one step in preventing process and mechanical equipment
degradation,” remarks Michael Brooks, president and COO
at Mtell. “The real value comes from detecting a root cause
from the earliest symptoms automatically, in real time,
along with prescriptive action to stop the damage from hap-
pening in the first place.”
Monitoring DCS signal patterns allows for proactive
maintenance. Scientech’s Predictive Pattern Recognition
(PdP) application for the power industry uses existing
plant instrumentation available through installed DCS,
data historian, and other data systems for early detection of
abnormal operating conditions.
“The algorithm embodied in PdP produces accurate esti-
mates of the expected values of sensors by utilizing models
that have ‘learned’ the normal operation of the equipment
based on its historical performance. The estimated values
are compared to the real-time values to evaluate overall
equipment health,” says James Brower, manager of Scientech
Plant Optimization, Curtiss-Wright Nuclear.
For power generation plant performance and condition
monitoring, the EtaPRO System from GP Strategies uses
sensor history and advanced pattern recognition (APR) to
detect anomalies in a system or process. “All plants suffer
from faulty instrumentation that can blind operators to real
problems,” suggests Richard DesJardins, vice president of
GP Strategies’ Performance Engineering Division.
A real and immediate benefit of EtaPRO APR is its
ability to point to specific sensors that have poor indica-
WWW.PLANTSERVICES.COM OCTOBER 2016 11

COMPRESSOR
SERVICE TIP #8
In Addition to Blowing
Your Autumn Leaves...
Check your oil and aftercoolers for
cleanliness and blow each side of
your cooler out with compressed
air. Don’t forget to wear mechanic’s
gloves and safety glasses to protect
yourself from any debris. For more
helpful tips:
www.atlascopco.us – 866-546-3588
TECHNOLOGY TOOLBOX
MTELL
http://plnt.sv/1610TT-02
tion or have failed altogether, thus allowing maintenance
personnel to focus on known problems, says DesJardins. In
addition to fostering instrumentation reliability, EtaPRO
combines APR with advanced vibration signal analysis to
provide early warning of conditions and fault symptoms
that can lead to equipment failure.
FAILURE ANALYSIS
Performance improves when failure trends are spotted and
fixed by reliability engineers. Inconsistent, overly general, or
poorly defined work order problem codes such as “Other”
obscure these trends. To make failure analysis faster and
more accurate, Jeff Wahl, maintenance manager at Polar
Field Services, developed TrendWords, a multilingual
contextual search engine for computerized maintenance
management systems. TrendWords uses contextual failure
analysis (CFA) to highlight systemic failures in and across
sites, facilities, systems, and equipment.
“Looking for a better way to trend work order failures led
me to the idea of searching work order text in places like
description fields for failure-related keywords,” says Wahl.
TrendWords can query directly into the CMMS, making the
data searchable to extrapolate failure trends. It works with
any text, including from multiple years and systems.
Email Contributing Editor Sheila Kennedy, CMRP, managing
director of Additive Communications, at sheila@addcomm.com.
REFERENCE WEBSITES:
www.osisoft.com www.scientech.cwfc.com
www.falkonry.com www.gpstrategies.com
www.trendminer.com www.polarfield.com
www.mtell.com
 Simplify
Troubleshooting
Making sense of
electrical signals

Devices that convert electrical power to mechanical

power run the industrial world. But making sense of
voltage signals that control these electro-mechanical devices
can be confusing and tedious.

Our free application note illustrates how a digital oscilloscope

can simplify electrical signal analysis and enable you to:
• Understand and visualize waveforms
• Take your field troubleshooting to the next level
• Reduce the complexity of waveform interpretation
• Identify and log elusive, random events
Download this FREE application note at fluke.com/5reasons

Depend on Fluke ScopeMeter® Oscilloscopes when your work

calls for detailed signal measurements.

Fluke 120B Series Fluke 190 Series II

Industrial ScopeMeter ScopeMeter Test Tools
Hand-Held Oscilloscopes High performance
Simplified testing and scopes built for harsh
faster troubleshooting. environments.

©2016 Fluke Corporation.

6007735a-en
Four great brands.
One high standard.

an SKF Group brand

When you think productivity, think SKF.

In addition to the SKF bearings you’ve relied on for years, our portfolio also includes the
MRC, Kaydon and Cooper bearing brands. Which means wherever you’re operating rotating
machinery – from steel mill to wind mill – you can count on the reliability of the world’s
most trusted name in bearings. To learn more, visit skf.com/thinkskf

® SKF is a registered trademark of the SKF Group. | © SKF Group 


HOW TO AVOID EXPENSIVE SURPRISES
Learn the four software functions critical to long-term capital planning success
No one likes surprises, especially big expensive ones.
Senior management is no exception. That’s why long-term
capital planning is an essential function within any company.
Multiple software solutions can be used to support long-
term capital planning. Regardless of which software solution
you choose, they all should adequately support the follow-
ing functions: (1) building an asset registry, (2) condition
monitoring, (3) work execution and documentation, and (4)
multi-year analysis and reporting.
BUILDING AN ASSET REGISTRY
The foundation of any capital planning tool is an inventory
of all of your physical assets (including key components) in
the form of an asset registry, which consists of the following:
Asset Hierarchy. The asset hierarchy organizes the invento-
ry of assets and components into a logical framework showing
parent-child relationships. Some industries have developed
standard hierarchies widely shared across the supply chain for
the industry. In addition, progress has been made in building
a hierarchy of essentially problem/cause/action codes related
to the asset hierarchy.
Position Hierarchy. Whereas the asset hierarchy provides
the functional parent-child relationship among systems, as-
sets, and their components, a position hierarchy provides the
relative or absolute location of the assets. For example, the
four wheel assemblies of a vehicle can be described in terms of
their position, such as “left front.” The position hierarchy can
also be used to denote the physical location of an asset, such
as 50 pumps located along a pipeline or within a plant.
Asset Master Data. The asset registry should provide the
ability to enter master data that describes each asset such as
serial number, manufacturer, manufacturer product code,
date of installation, asset criticality, and other static data.
Most CMMS packages also allow users to define asset types
and a specification template specific to each asset type.
Thus, drywall can be described in terms of sheet length,
width, and thickness, as opposed to say, motors that can be
described in terms of AC/DC, voltage, amperage, and RPM.
Life Cycle Data. Critical to long-term capital planning,
life cycle data should be recorded including information re-
garding the economic repair and replacement of at least the
critical assets and components. The source of this data may
be historical records, benchmark studies in the industry,
the manufacturer, and/or engineering studies. Note that ex-
ASSET MANAGER
DAVID BERGER, P.ENG.
pected costs must be kept current somehow, through vendor
quotations, similar work done recently, or by estimating
periodic price adjustments using recognized indices such
as the consumer price index (CPI), construction cost index
(CCI), and other benchmarks.
CONDITION MONITORING
Once the asset registry is built, the next step is to establish
MULTIPLE SOFTWARE SOLUTIONS CAN BE
USED TO SUPPORT LONG-TERM CAPITAL
PLANNING, FROM SIMPLE SPREADSHEETS
TO A CMMS.
the parameters for monitoring the condition of assets,
conduct inspections, and document any resultant changes
to life cycle data.
Triggers. For assets that will be monitored as to their
condition, determine one or more measures that best in-
dicate asset deterioration and, in turn, predict failure. For
some assets, indices or a risk score can be established that
indicates the overall health of the asset in broader terms of
probability and severity of a potential safety, environmental,
financial, reputational, or other impact. Triggers then are
established defining what action is required and when. More
sophisticated CMMS packages can also monitor trend lines
and patterns that indicate action is required.
Life Cycle Plan Adjustments. Once inspections are com-
pleted, life cycle data is then updated either automatically
(e.g., automated line inspections) or manually (e.g., build-
ing inspections by an engineering consultant). Life cycle
data that may require updating includes expected life, work
required, and expected cost.
WORK EXECUTION AND DOCUMENTATION
It’s one thing to plan activities such as a major capital proj-
ect, but for some companies, it can be far more challenging
to fund, execute, or document the work.
Project Budgeting. As each year unfolds, the software
must accommodate the inevitable changes to budgets and
schedules due to unanticipated priority work, unforeseen
resource requirements, insufficient funding, and so on.
WWW.PLANTSERVICES.COM OCTOBER 2016 15
 ASSET MANAGER
Work Execution. The soft ware should support users
in managing the quality, cost, and timing of work done,
including functionality such as project management, work
order control, scheduling tools, and front-line access to
equipment history.
Work Documentation. After completing major repairs
and replacement work, users must be able to update the soft-
ware to reflect the actual costs, problem/cause/action codes,
unplanned follow-on work required, and other relevant data.
MULTI-YEAR ANALYSIS AND REPORTING
The logical benefit of entering the static, planned, and actual
data as outlined above, is that long-term forecasts can be
prepared, and historical data analyzed. Some key reports are
as follows:
Forecast View. One of the most critical reports for long-
term capital planning is a multiyear budget showing the
estimated spend each year on major repair/replacement of as-
sets. The software should allow users to easily filter, sort, drill
down, graph, and even do what-if analysis on the data, for
example, showing anticipated expenditure trends for a given
We put more into CALFLO SYNTHETIC so you can get more out of it.
Get more on the full range of CALFLO heat transfer fluids at calflo.com.
CALFLO SYNTHETIC is suitable for Barrier Fluid applications.
*Non-Hazardous according to OSHA, non-controlled
according to WHMIS, etc.
Petro-Canada is a Suncor business
TM
Trademark of Suncor Energy Inc. Used under license.
DOCKET #: 12756
asset, asset type, or repair type over the next 25 years. More
sophisticated software will allow users to adjust interest rates,
apply aging factors (e.g., excessive usage or harsh environ-
mental conditions), and change other modelling assumptions.
Historic View. Most CMMS packages are excellent for
reporting on work history, providing labor, materials, and
contractor costs by asset, asset type, problem code, and
many other variables, for any user-defined timeframe. The
information comes from work orders or projects. Reports
can also show all deferred maintenance and capital projects.
Additionally, some soft ware applications will allow users
to track trends such as the premature deterioration of assets,
by comparing the original versus latest estimates of expected
useful life or life cycle cost. The more comprehensive CMMS
packages will also record the total life cycle cost of each asset
by accumulating work order cost history, purchase price,
and salvage value. This can then be compared across various
asset groups.
Email Contributing Editor David Berger, P.Eng, executive partner
and president of StraNexus Inc., at david.berger@stranexus.com.
TM
FILE NAME: 12756_PCL-P-004-2016-E
Tired of downtime and scrap as a result
of poor compressed air quality?
Moisture is found in compressed air lines and exhausting from valves and
actuators on equipment thereby reducing component life and machine
efficiency. Tired of draining water and oil from your compressed air lines
every spring? Tired of cleaning or replacing pneumatic components well
before their lifespan?

The Solution:
Remove the Moisture

SMC Dryers provide low energy consumption and effiecient operation in sizes to work with air compressors
from 1/3 to 100 horsepower (0.24kwW to 75kW) and ow ranges from 10 scfm to 400 scfm.

The SMC Dryer Advantage:

Environmentally friendly R134a/R407C
Refrigerant

Simple Control System, incorporating

easy to read evaporator gauge

Stainless Steel Heat Exchanger providing

long-life and low-pressure drops

GET READY FOR CONVERGED OPERATIONS
Embracing the benefits of converged IT/OT systems requires strong collaboration
As manufacturers and industrial producers converge
their plant-floor and front-office systems to build a con-
nected enterprise, plant managers need to consider how they
can help workers make the most of this connectivity and
manage its inherent risks.
The convergence of information technology (IT) and
operations technology (OT) systems, for example, requires
close collaboration between IT and OT personnel. Greater
volumes of data also require an understanding of data
analytics. In addition, more connection points require a
renewed focus on industrial security to help protect workers,
intellectual property, equipment, and operations.
All of this is putting new demands on manufacturing and in-
dustrial workforces. And it’s happening at a time when a large
number of older, highly experienced workers are retiring, while
qualified young talent is increasingly hard to come by.
As organizations plan or move forward with IT/OT
convergence, you and your teams can prepare in several key
ways for the changes and challenges to come.
RE-EXAMINE TRAINING PROGRAMS
The convergence of IT and OT technologies has blurred the
roles and responsibilities of those who are responsible for
installing, operating, and maintaining them. As a result,
IT and OT jobs are no longer mutually exclusive, and new
training is needed to provide the knowledge and skillsets for
managing and administering networked industrial control
systems. At the same time, organizations must be able to
retain these skills and knowledge for the long term, particu-
larly through worker retirements.
Plant managers should review their training programs
to ensure that they are documenting standard processes
and procedures to help maintain consistency even as their
most experienced workers leave. They also should conduct
an analysis of job skill and knowledge levels to help work-
ers perform at the required level. Lastly, they should have a
competency-improvement program in place to make pro-
ductivity and profitability improvements a constant goal.
EMBRACE SECURITY
Cross-functional collaboration is crucial to helping a com-
pany protect its assets from a vast and ever-growing threat
landscape. For example, IT and OT personnel must collabo-
rate to establish a secure network architecture. Safety and IT
AUTOMATION ZONE
PAT MURRAY, ROCKWELL AUTOMATION
personnel also must work together to help prevent safety-
system breaches that could threaten worker safety, product
quality, the environment, and the critical-infrastructure
systems on which populations depend.
At the same time, even the best security policies and
procedures will fall short if all workers don’t follow them.
In fact, one of the most common security risks comes from
good workers who make innocent mistakes. That’s why a
MORE CONNECTION POINTS REQUIRE
A RENEWED FOCUS ON INDUSTRIAL
SECURITY TO HELP PROTECT WORKERS,
IP, EQUIPMENT, AND OPERATIONS.
strong security culture is important: All workers should un-
derstand not only the appropriate usage of their system and
data access, but also the risks that exist and the important
role they play in security.
RETHINK SAFETY
Contemporary safety systems can provide access to valuable
safety-system data, such as device and operational statuses,
error or fault codes, event sequences, and more. When
harnessed in a connected enterprise, safety and operations
personnel can use this data to better understand risks, en-
hance safety programs, reduce safety-related downtime, and
ease compliance.
Remote monitoring, for example, can reduce the need for
oil and gas workers to travel across sites to physically check on
well heads, storage sites, and pump stations. This can be es-
pecially beneficial given that transportation incidents are the
leading cause of work injuries in the United States, accord-
ing to the U.S. Bureau of Labor Statistics. At the same time,
safety and production data in a manufacturing plant can be
combined to help identify and reduce safety-related down-
time incidents. All of this can only happen, however, if safety
professionals are able to actively define their goals with IT and
OT personnel as part of a company-wide connected strategy.
UTILIZE THIRD-PARTY SUPPORT
The skills needed to maintain and support a converged infra-
structure may not be locally available or may simply not be
WWW.PLANTSERVICES.COM OCTOBER 2016 19
 AUTOMATION ZONE

required in the form of a full-time job.
One-time activities, such as conduct-
ing a network’s assessment, design,
implementation, and validation, may be
best managed by a third-party provider.
Once a converged infrastructure
is operational, many organizations
also find it easier to outsource various
support functions. Machine builders
and vendors can use remote access to
provide real-time and continuous con-
dition monitoring, data collection, and
live support for any issues that arise.
INVEST IN TOMORROW’S TALENT TODAY
Even in a connected enterprise, where
data reigns, an organization’s most
valuable asset remains its employees.

Fluorinated Oils, Unfortunately, a large number of retir-

ing workers combined with too few

Greases and Dry Film young people to replace them is creat-

ing a significant worker-availability

Lubricants
challenge. In fact, Deloitte and The
Manufacturing Institute estimate that 2
million skilled manufacturing jobs will
go unfilled between 2015 and 2025.
Manufacturers and industrial
operators must take it upon them-
selves to not only reach out to but
also inspire the next generation of
workers. Th is includes changing
the perception among young people
about their industries: from boring
and unsafe to high-tech, safe, and
sustainable. It also includes sparking
an interest with young people early
in their education by communicating
that manufacturing and industrial
jobs can be fascinating, fun, and
fi nancially rewarding.

TAKING AN ACTIVE ROLE

IT/OT convergence is a critical step to
helping companies harness the power
To minimize your downtime and substantially reduce friction, noise, wear and tear; of their data. However, convergence will
Miller-Stephenson offers a complete line of inert high performance fluorinated only be a success if companies actively
lubricants that include Dry Film lubricants as well as Krytox™ oils and greases. They prepare their workers through a mix of
provide superior lubricity while being thermally stable, nonflammable, non-migrating, training, improved collaboration, and
and contain no silicone. Krytox™ lubricants offer extreme pressure, anti-corrosion and outside support, and by putting a plan in
anti-wear properties, as well as oxygen compatibility and low outgassing. place to tackle the skills gap.

For technical information please call 800.583.1406 Pat Murray is the director
Krytox™ Distributor Since 1991 of market development,
services, and solutions at
Rockwell Automation (www.
rockwellautomation.com). He has more
than 31 years of experience in the automa-
tion industry, with broad sales experience
in the mining, cement, water/wastewater,
Connecticut • Illinois • California • Canada and marine industries.
http://ps.mschem.com
Krytox™ is a trademark of The Chemours Company FC, LLC
Powering Up!
At Rabalais I & E Constructors, our focus is on bringing you the power
and controls to manage your power generation, petroleum,
petrochemical, manufacturing, compressor station or solar/wind
energy projects quickly. We are the industry leader in providing
electrical and instrumentation services to the nation’s most notable
companies.
Our team of dedicated professionals has decades of experience in
managing your needs. From temporary power to permanent, state of
the art, cost-efficient instrumentation solutions, there’s just no
substitute for experience.

• Design/Build Capability • PLC Programming

• Primary & Secondary Systems
• Ground Testing/Certification
• Cathodic Protection
• Generator Systems
• Teldata/Fiber Optics
• Panel Fabrication & Upgrades
• Lighting, Security, Access Controls
• Distributive Control Systems
• System Integration
• RTU/SCADA Services
• Pneumatic & Process Tubing
Installation
• Instrument Installation,
Calibration, & Loop Check
• Steam & Electric Trace
Installation
• High Voltage Splicing,
Terminations, & Testing

Five Offices to Serve You:

Corpus Christi, Houston, San Antonio, Dallas, Midland/Odessa, TX

 by Sheila Kennedy, contributing editor

SUSTAIN
PdM SUCCESS
 MAINTENANCE / PdM RESTART

When a predictive maintenance (PdM) program doesn’t Larry Hoing, senior manager of asset care at Wells Enter-
go right, it’s usually not for lack of trying. In last month’s is- prises (www.wellsenterprisesinc.com), says predictive tech-
sue, Part 1 of this story uncovered common flaws and recov- nology alone will not advance your abilities. “I have seen
ery approaches for programs that fail, stall, underperform, programs stall or fail because they do not have the talent or
or are defunded. The causes of knowledge to use the technol-
failure usually boiled down to ogy. The how, when, and where
weakness in one or more critical to utilize the technologies is all
success factors. Recognize the seven critical a part of being successful.”
The sheer number of identi- success factors that keep Sometimes programs fail
fied critical success factors, all simply because the reliability
strong predictive maintenance
interdependent and equally technician wears too many hats.
important, may come as a sur- programs on track “Pulling a person from the day-
prise to those who had consid- to-day battle of emergent work
ered PdM a “simple” reliability and giving them responsibility
improvement initiative. In reality, the failure of any one over only predictive work will in the long run pay off and
element has the potential to put the entire program at risk. help solidify the value of the technology,” suggests Hoing.
To help you reboot and get it right the next time, follow- Building a team starts at the top. “Management must
ing are seven critical success factors as explained by industry have the foresight to assign specific personnel to support
professionals who have either “been there, done that” or the program, and then support them as they support the
seen it happen. Their personal experiences and recommen- program,” says Bernie Blair, thermographer at Interna-
dations for restarts are well worth noting. tional Paper (www.internationalpaper.com). He suggests
developing and training a set of inspectors and developing

1
MAKE RELIABILITY A SHARED VISION very specific inspection processes, preferably using a PdM
Make the commitment from the onset and let everyone management system.
know that PdM is part of the way your plant does busi-

ness, suggests Greg Padesky, SkillPoint account manager at
Advanced Technology Services (ATS) (www.advancedtech.
com). “Without this kind of commitment, many naysayers
will help ensure even a well-considered PdM plan fails.”
He believes a cultural shift is required from the production
floor to the corner office for a PdM program to receive the
focus and follow-through required to yield long-term reli-
ability and throughput gains.
How a program restarts really touches on the cultural
and behavioral aspects of the organization. Ron Bitely,
global E/I reliability manager at Arizona Chemical (www.
arizonachemical.com), a Kraton company, recommends
developing a strong vision and alignment to your “North
Star” – a common goal shared by all members of the team
or organization. “The current state did not happen over-
night, and you need to continually follow up to get it back
on track. It’s all about being an ambassador for reliability.”
3
THINK LIKE AN ANALYST AND ACT ON THE DATA
Dedicated time reserved for planning, inspection,
and data analysis is vital to PdM success. In a really
world-class PdM program, the team brings more to the
table than just picking out machine defects, remarks Tim
Dunton, director of reliable manufacturing at Reliability
Solutions (www.reliabilitysolutions.net). They think like
analysts, provide troubleshooting support, and get to the
real root cause of equipment failure. If 90% of an analyst’s
time is just routine, day-to-day data collection, then the
program can never realize its full value.
ATS’ Padesky believes that predictive technologies may
help identify equipment issues before the problems become
catastrophic, but too often, these findings are ignored
because the equipment “looks fine.” It’s challenging to stick
with the routine data collection required of a good PdM pro-
gram if the findings are disregarded and not corrected.

2 4
IT’S ABOUT PEOPLE, NOT JUST THE TOOLS EDUCATE AND EMPOWER THE LEADERS
Yes, there needs to be an investment in tools or sys- Like all human endeavors, PdM programs succeed
tems to collect and trend the data, but technology is and fail for one reason only – the strength (or weak-
only part of the solution. Someone trained in the funda- ness) of leadership, says Burt Hurlock, CEO of Azima DLI
mentals of PdM is needs to facilitate the program. (www.azimadli.com). “Successful PdM programs are the

WWW.PLANTSERVICES.COM OCTOBER 2016 23

MAINTENANCE / PdM RESTART

work of strong leaders who (1) set clear

objectives, (2) measure their prog-  he buyer needs to be educated upfront that the performance they’re buying
T
ress toward those objectives, and (3) is the result of a disciplined machine condition monitoring program.
institutionalize practices and beliefs
that make the program sustainable
through generational and organi-
zational change. The effort to start
or restart successful PdM programs
begins with identifying leaders with
the managerial skills to build and
institutionalize the program.”
Reliability Solutions’ Dunton
believes in leadership by example.
“In our leadership training series,
I make the leaders do exactly what

Source: Azima DLI.

I want their people to do, which is
to document the case histories and
show the return. It’s very powerful.
With a class of 15 people over 18-24
months, we’re averaging between
$4-6 million per class in document- often drawn to higher, more lucrative the succession planning they need,”
ed, hard number savings from ap- positions, says Azima DLI’s Hurlock. observes Reliability Solutions’ Dun-
plying what we taught.” Once these Without their leadership, managerial ton. “It can take several years to get
leaders see the importance of show- skills and discipline, their PdM pro- a person to the point where they are
ing justification, they go back and grams will flounder unless they have really adding value.”
start demanding it of their people. introduced a culture of PdM, in which Also, outsourcing can prove to be
case individuals and teams following an effective solution when normal

5
PLAN AHEAD FOR
CHAMPION TURNOVER
When PdM succeeds, it’s usual-
ly the work of a rising star and the re-
sults are visible. Those champions are
in their tracks will manage to keep the
program running.
“In industry today, with the desire
to cut headcount and costs, very often
it’s the PdM group that doesn’t get
personnel turnover rates create a situa-
tion where there is no one trained to
run the system or analyze the data,
says Joe Van Dyke, vice president of
operations at Azima DLI.

HOW TO SIMPLIFY PdM RESTARTS

Every organization’s PdM program is different. Look
closely at your own successes, and lack thereof, before
planning a restart strategy. Understanding your big pic-
ture is essential.
For example, International Paper’s Bernie Blair has seen
PdM initiatives fail for various reasons, such as a lack of
executive support, manufacturing work system dysfunc-
tion, lack of leadership from the operations maintenance
coordinator, and a lack of knowledge and training on global
manufacturing system requirements. Course correction may
include improving training, communication, and under-
standing of the importance of PdM from the top down.
Another tip is to keep it small and experiment. “Figure
out the winning formula for the particular plant environ-
ment by piloting a small PdM program – one line, system,
or set of assets. When you get results, celebrate them
early and often to get buy-in and support for expansion,”
suggests Fluke’s John Bernet.
Bernet also advises making the process as easy as
possible. Know what your team or company is good at
and can easily do, and what it can’t, and play to your
strengths. “There are a lot of easy-to-use measurement
tools and data management systems specifically designed
for PdM that aren’t that expensive and they take a lot of
the pain out of doing PdM,” he adds.
The primary steps for restarting PdM according to ATS’
Greg Padesky are:
1. Organizational support and buy-in
2. Appropriate data collection equipment
3. Well-trained staff
4. Standardized data collection process and interpretation
5. Follow-through

24 OCTOBER 2016 WWW.PLANTSERVICES.COM

 Use reprints to maximize
your marketing initiatives and
Custom REPRINts strengthen your brand’s value.

Give yourself a
competitive advantage
with reprints.
Reprints are a simple way to put information directly into
the hands of your target audience. Having been featured
in a well-respected publication adds the credibility of a
third-party endorsement to your message.

RepRints aRe ideal foR:

n New Product Announcements

n Sales Aid For Your Field Force
n PR Materials & Media Kits
n Direct Mail Enclosures
n Customer & Prospect
Communications/Presentations
n Trade Shows/Promotional Events
n Conferences & Speaking Engagements
n Recruitment & Training Packages

For additional information, please contact

Foster Printing Service, the official reprint
provider for Plant Services.

Call 866.879.9144 or
sales@fosterprinting.com
MAINTENANCE / PdM RESTART
There are a lot of easy-to-use measurement tools and data management systems specifically designed for PdM.
6 7
COMMUNICATE THE VALUE CLEARLY
AND PERSISTENTLY
The lack of frequent communication and celebra-
tion of PdM benefits and metrics – from the maintenance
team on up to senior management – causes support to
lapse, says John Bernet, vibration specialist at Fluke
(www.fluke.com). Every potential failure caught and cor-
rected before causing unplanned downtime needs to be
reported and celebrated.
“Producing regular business-level metrics reports on
program performance, including avoided costs and ROI,
can accurately account for the program savings and ben-
efits and establish the historical track record that justifies
the PdM program under budgetary pressures,” explains
Azima DLI’s Van Dyke.
Wells Enterprises’ Hoing recommends making the re-
sults tangible and visible. “Put the bearing you found with
vibration analysis in the hand of the director of operations,
and explain how you found its defect and what failure was
avoided because of using this technology. Show the IR image
of the motor contactor with one leg having a 100 degree F
delta from the others. Show the wear debris analysis of the
oil sample taken from a critical gearbox.”
If the senior leadership doesn’t see the value, the program
goes down, remarks Reliability Solutions’ Dunton. “In the
old days when I was setting up programs, we used to teach
the analysts how to make presentations in PowerPoint. Each
analyst was required to make quarterly presentations of case
histories to the site or corporate leadership and show the
value. The art of putting that type of presentation together
has declined today, but it remains effective.”
26 OCTOBER 2016 WWW.PLANTSERVICES.COM
Source: Fluke.
FIGHT FOR YOUR SUCCESSFUL PROGRAMS
When a program is successful, maintenance overhead
goes down and failures largely cease.
In the first two or three years of a PdM program, numerous
critical machinery issues are usually identified, but as the pro-
gram matures, these critical issues are encountered less fre-
quently, because the root problems are identified at an earlier
stage and rarely progress to criticality, explains Azima DLI’s
Van Dyke. “When looking for ROI, these relatively mature
PdM programs are often seen as a cost that is only identifying
relatively minor asset issues,” he says. “This ignores the fact
that, in the absence of a PdM program, these minor issues
would inevitably turn into big and costly issues.”
Business ownership changes, such as mergers and acquisi-
tions, similarly put PdM program support at risk. “The buyer
needs to be educated upfront that the performance they’re buy-
ing is the result of a disciplined machine condition monitoring
program,” says Azima DLI’s Hurlock. “Otherwise, they may
terminate the program in the belief they’re saving money, only
to begin incurring large and unplanned maintenance and capi-
tal expenses soon thereafter, usually within two years.”
Frequent program justification is needed, vocally and
with documented proof points.
However, be prepared for pushback, cautions Padesky.
“Many plants have already tried to utilize PdM, and most
have failed due to a lack of organizational ownership, lack of
follow-through, and lack of vision. Communicate your plan,
document your wins, and stick with it.”
Email Contributing Editor Sheila Kennedy, CMRP, managing direc-
tor of Additive Communications, at sheila@addcomm.com.
Not enough hours in a day?

Missing production targets

Replacing retiring employees
Finding a work/life balance
Safeguarding against security breaches
Operating efficiently and at peak levels

Discover the Solutions You’re Looking for in One Place

Manufacturing and industrial automation is dramatically changing in the next five
years. Smart manufacturing has quickly advanced from a revolutionary concept to an
unprecedented catalyst for optimizing industrial production.

See the newest and most-advanced power, control and information solutions in the
industry at the Automation Fair 2016 event. Learn how The Connected Enterprise can
help you achieve faster time-to-market, lower total cost of ownership, improved asset
utilization and enterprise risk management, and better workforce efficiency.

November 9-10, 2016

Georgia World Congress Center, Atlanta, GA
Register today for the Automation Fair® event!
www.automationfair.com
Looking for even more? Attend the Process Solution Users Group.
For more details, visit www.psug.rockwellautomation.com
Copyright © 2016 Rockwell Automation, Inc. All Rights Reserved. AD2016-64

Win major payoffs from PdM with a strategic, step-by-step approach
A
s an electrician for more than
30 years, I was intrigued when
our reliability crew started
to implement condition monitoring
processes with a support system that
valued contributions from technicians.
A new, predictive maintenance
culture emerged before our eyes.
Electricians used to change a smoking
motor in an emergency situation. Now,
motors were being changed as part of a
planned work schedule with the right
parts at hand. There was no produc-
tion downtime rush.
I’ve seen the implementation of
new technologies and training to
understand these new tools’ potential,
as well as greater interaction among
management, engineering personnel,
and craftspeople who are respected and
valued – unheard of for an old electri-
cian who has seen every “flavor of the
day” management program. There
have been some who have resisted, but
these individuals tend to soon find a
way out and leave the work to those
who appreciate a tough job that offers
freedom and rewards. This is, after all,
the maintenance method of the future.
Out of this new culture has grown a
desire for constant improvement. The
dividends are obvious to anyone who
knows popular maintenance culture.
One of the great things about our
facility’s transition to a PdM approach
is that I was given opportunities for
self-evaluation and testing in accred-
ited technology and professional fields.
I am a certified maintenance reliability
technician (CMRT), and all eight of
28 OCTOBER 2016 WWW.PLANTSERVICES.COM
BY BOB KOEHLER, CRL, CMRT
our reliability group members passed
the CMRT test from Society of Main-
tenance and Reliability Professionals.
It validated the level of the program’s
operation. World-class benchmark
practices – and the sharing of these
both internally and with visiting busi-
ness units – became expected.
Culture change is one of the most
difficult things to implement. I had a
discussion with a couple of our old-hand
mechanics about the importance of the
change from area-specific maintenance,
where one technician owns one area and
knows the failure modes to maintain re-
liability, to condition-monitoring main-
tenance. The ability to have techs come
in and do a sweep of machinery health
with new tools is the new world. To be
competitive, you can’t afford to have one
technician, no matter how dedicated he
or she is, be confined to one area.
I asked the technicians what hap-
pens when the area maintenance per-
son is off or when he or she transfers.
Where’s the dedicated maintenance
provider then? The logic is undeni-
able, but it’s a hard pill to swallow for
a proud maintenance craftsperson.
Giving that same experienced techni-
cian condition monitoring tools will
multiply his or her effectiveness.
Making these arguments will ease
the pain of change, but it takes coach-
ing from someone who understands the
trenches to make a new approach and
a new mentality stick. Reinforcing the
program’s worth helps technicians focus
on improving overall machinery health
rather than obsessing over repairing one
piece of failing equipment immediately.
Craftspeople, especially old-school dedi-
cated craftspeople, love to fix things. To
limit that experience to one failure that
was found leaves the 10 other failures
that haven’t been found yet.
Sharing success stories and experi-
ences should be a tool for implement-
ing PdM in other company locations.
Besides helping avoid problems that
have already been experienced in start-
ing a PdM program, it gives hope to the
techs who are encountering difficulties
in changing culture and applying new
condition-monitoring tools. To know
that there are others who are expe-
rienced and who have been through
similar circumstances and are willing
to share and listen takes away from the
isolation that maintenance technicians
often perceive.
KEEP IN MIND...
As you progress along your PdM jour-
ney, keep the following truths and best
practices in mind.
• A tech who has no training won’t
know what is and isn’t important
when gathering data. Guidance
in data gathering and analysis is
essential. I learned so much when
MAINTENANCE / IMPLEMENTING PdM
I started, but I had an experienced
motor tech to mentor me. Confi-
dence is built on success.
• Training in aspects of whatever test
equipment is being used for condi-
tion monitoring is a necessity. Provid-
ing accurate and incisive analysis and
reports will give a technician credibil-
ity. There must be a basis for crafts-
people and planners to act with surety
on technicians’ recommendations.
• Get rid of the “How long until we
fail?” mentality. Once an anomaly
has been discovered above a set point
for failure mode, planning to remove
the equipment should start. Removing
the equipment with optimum time
for work that doesn’t interfere with
production uptime and having jobs
completely kitted and ready for the
area maintenance craftsmen are vital
to successful predictive maintenance.
WWW.PLANTSERVICES.COM OCTOBER 2016 29
• Costs of replacement equipment
should be calculated with savings
of lower repair costs and downtime
reduction from unplanned equip-
ment maintenance.
• An autopsy of equipment in failure
mode reinforces the value of early
removal. Findings should be docu-
mented with photographic evidence
and by saving damaged parts. There
should be a consistent methodology
to autopsy. When there is a focus
on expected points of failure, an
unexpected piece of evidence could
go unnoticed. Documented condi-
tions may be re-examined for root
cause of prior autopsy if all points
are included for analysis.
• Reporting PdM work done and PdM
program successes in a newsletter or
other format can be very helpful. In
our case, sharing autopsy findings and
IR pictures of before-and-after condi-
tions was a powerful way to bring to
light the possibilities of PdM condition
monitoring. A picture is worth a thou-
sand words. In addition, the people
who are writing the checks need to see
reward for their investments.
• The problem with a successful PdM
program is that asset owners and
managers are looking at the bottom
line and not always how you arrived
there. It can be enticing to cut an
equipment repair or an improvement
when it seems that things are run-
ning smoothly and emergency work
has been minimized. This desire for
short-term savings, however, can re-
sult in a return of the costs that were
being avoided by the PdM program.
WIDE-RANGING GAINS FROM PdM
Facilities can recognize numerous
gains from the shift to a predictive
approach. Here are three examples of
how training craftspeople on the tools
for and the value of predictive mainte-
nance yielded strong dividends.
Example 1: A DC crane hoist prob-
lem was making it necessary to have
mechanical maintenance personnel
perform several adjustments over a
 MAINTENANCE / IMPLEMENTING PdM

short period of time. The task to get
the twin-series hoist brakes to open at
the same time was causing downtime
and production loss.
Although they seemed to be func-
tioning well, one of the coils was los-
ing portions of the internal coil loops,
resulting in magnetic power losses.
Ultima Series ad_Layout 1 3/23/2016 10:26 AM Page 1
This was found only when the electri-
cal reliability team was called in to
consult on the problem. The standard
VOM could not detect the variance in
induction or micro-ohm readings.
After training, area craftspersons
were able to detect inductance losses
in brake coils during standard PMs
using PdM tools. PdM technicians
trained the crane crew to use the test
instruments and understand the re-
sults. Results get recorded and trended
for planned replacements when
anomalies are found. Incorporating
PdM into a PM program reduced un-
planned downtime and hoist damage.
Example 2: During IR inspection
routes for the power conversion sys-
tem in a rectifier station, PdM techs
were finding failed diodes in large

Ultima
rectifier arrays via simple switch-
inspection sweeps.
A low-cost IR camera was purchased,

Series and PdM techs trained area electri-

cians on IR inspection techniques. Area
craftspersons then were able to check
Synthetic their equipment for peak performance
and reliability. As a bonus, this also
Lubricant reduced the number of IR inspection
routes for the PdM technicians.
Example 3: The electrical reli-
ability group was asked to provide a
Up to 12,000 Hours of
single-point training session for area
Dependable Service electrical maintenance groups. Several
autopsy examples were displayed, and
a standard kit for sealing, including
directions and components for sealing
Extended Life all types of motors, was presented. The
Rotary Screw training gave the electrical craftsmen a
Compressor Oil view of what was to be done and how it
affects motors’ life and reliability.
Summit Ultima is a high performance lubricant formulated to outperform The training was well-received by
other synthetic compressor lubricants on today’s market. Ultima’s unique most craftsmen and led to a standard-
formulation allows for better compressor performance, and it is compatible ization of motor sealing techniques in
with existing O.E.M. lubricants. Summit Ultima synthetic rotary screw air all departments. Central maintenance
compressor lubricant benefits include: areas were stocked with sealing kits
for use by electricians when needed.
• Lasts up to 12,000 hours under normal operating conditions
A plan was put in place for additional
• Better thermal conductivity for lower operating temps
training, too, for new area electri-
• Superior protection against mechanical stress
cians and new supervisors as well as a
• Reduces power consumption through reduced friction
refresher for experienced craftspeople.
• Eliminates varnish, sludge and carbon deposits
• Protects against shear and loss of viscosity under heavy loads PdM’S VALUE TO AMERICAN INDUSTRY
• Less downtime and equipment protection saves you money The state of maintenance in American

Summit
industry is still too largely reactive.
Putting emergency work on problems
that have already occurred and staying
Quality • Service • Expertise with PMs that haven’t proved to be
effective for the sake of completing
800.749.5823 schedules are the hallmarks of a failed
www.klsummit.com maintenance system.
QUALITY • SERVICE • EXPERTISE
 The shape of the future is going your plant to the reliable condition Bob Koehler, an employee
to be maintenance technicians us- it’s in now, establish a routine to at Alcoa Warrick Operations,
ing precision condition monitoring maintain it and a documentation has been an electrician since
equipment to focus maintenance process to justify the wins. You may 1977. He is a certified Category 1 Vibration
work where it will be planned and be lucky enough to have supportive Analyst and a certified Level 1 Lubrication
scheduled. The reward for the management now, but remind your Analyst and has numerous other certifica-
new PdM workplace will be cost- team that the justification routine is tions in thermography, airborne ultrasound,
effectiveness and safety. Reliable not for today’s management; it’s for and motor circuit offline analysis. Contact
equipment arriving to maintenance tomorrow’s management. Bob at robert.koehler@alcoa.com.
centers for planned work outages
creates an environment of safety and
ensures that craftspeople can best
focus on the job at hand.
New tools let craftspeople and techs
understand that the health of their
equipment correlates directly with
VIBRATION
company viability as well as their own
job security. In addition, safety is en- AND BEARING
hanced in the workplace with a PdM
program. Predicting failure and re-
moving or repairing equipment before
ANALYSIS IN HD
failure occurs is the goal of PdM. This
work is performed on a planned basis,
with all the means to correct the prob-
lem in place. The ability of corrective
actions to occur without distractions
keeps eyes on the job. Loss of focus
is a cause of poor job performance or
injury on a maintenance task.
American industry can’t afford
to ignore predictive maintenance’s
potential for long-term viability in a
global economy. It gives us a chance to
show what is possible and to lead the
way into the future.
Combining the two major condition monitoring technologies;
A caution for those on the ground,
Leonova Diamond and Emerald incorporate sophisticated vibra-
however: Documentation of PdM sav-
tion analysis capabilities with HD ENV® and Shock Pulse HD
ings is critical for obtaining contin-
technology to maximize your predictive maintenance program’s
ued support of a predictive mainte- potential. Available options for 2 and 3 channel simultaneous
nance approach. How often have we vibration measurements, orbit analysis, run up/coast down,
heard about cutbacks in maintenance bump tests, dynamic balancing, laser alignment plus much more,
resources once a new plant manage- in carbon fiber re-enforced rugged casing. Used with the user
ment team comes on board at an or- friendly but powerful Condmaster ® software makes the Leonova
ganization? New management won’t Diamond or Emerald the perfect fit for any industry.
have shared in the blood and sweat
that went into getting your plant in Intrinsically safe versions available.
the reliable condition it’s in now. And For a customized monitoring package to fit your specific needs,
if you don’t have proper documented contact SPM Instrument!
justification of past savings and cost
avoidances, you won’t have a good
response when new management asks
to know the value added by mainte-
nance. If you worked hard to bring
Tel. 1-800-505-5636 leonovabyspm.com spminstrument.us
How to Attract Women
to Industrial Careers
A COMBINATION OF AWARENESS, ADVOCACY,
ENCOURAGEMENT, AND MENTORING GOES A LONG WAY

BY SHEILA KENNEDY, CONTRIBUTING EDITOR

We have all heard the stories and seen pictures of women

working in manufacturing while the men fought in World War
II (think Rosie the Riveter). Why is it, more than 70 years later, NETWORKING & ADVOCACY GROUPS
that women’s numbers in industry are still so few?
In the 1940s, widespread advertising by governments and
industry encouraged housewives to fill the gaps in these roles. •S
 ociety of Women Engineers (SWE):
They made simple arguments, such as: “Can you use an electric http://societyofwomenengineers.swe.org
mixer? If so, you can learn to operate a drill.” Women heeded
the call and succeeded in keeping the plants operating. Alas,
•W
 omen in STEM:
the industry reverted to a predominantly male state when the
www.womeninstem.net
war and advertising ended.
This real-life case study illustrates how career decisions are
influenced by simple awareness, advocacy, personal encourage- •W
 omen in Engineering ProActive
ment, professional mentoring, and leadership opportunities. Network (WEPAN): www.wepan.org
Female industrial professionals today are quick to credit these
factors for their choice of science, technology, engineering, and •W
 omen in Manufacturing (WIM):
math (STEM) careers. www.womeninmanufacturing.org
Professional organizations, academia, and primary and sec-
ondary schools are making great strides in encouraging girls
toward STEM professions in lieu of more “traditional” female •W
 omen in Reliability and
occupations. Women returning to the workforce or changing Asset Management (WIRAM):
careers midstream are also paying attention. http://reliabilityweb.com/directory/details/wiram

WHY IS THE IMBALANCE A PROBLEM? •N

 ational Center for Women in IT (NCWIT):
We simply need more women engineers, remarks Gary May, www.ncwit.org
dean of the College of Engineering at Georgia Institute of
Technology (Georgia Tech) (www.coe.gatech.edu). “The more
•N
 ational Girls Collaborative Project (NGCP):
diverse the field of engineering is, the more we will see in-
novative solutions to societal problems – problems that affect http://ngcproject.org
men, women, and children. We need to engage students of all

32 OCTOBER 2016 WWW.PLANTSERVICES.COM


genders, colors, and back-
grounds to create a more
robust economy.”
Women bring new
points of view to the table.
Examples including the
minivan (a reflection of
the inclusion of women
engineers in the auto industry)
and the evolution of voice-activated mechanisms (which orig-
inally only responded to men’s voices) are provided by Amy
Freeman, assistant professor of engineering and assistant
dean of Engineering Outreach and Inclusion at The Pennsyl-
vania State University (Penn State) (www.engr.psu.edu).
Career choices begin to form as early as elementary
school, but the STEM gender disparity starts to become
evident at the undergraduate level. While women receive
more than half of bachelor’s degrees awarded in the biologi-
cal sciences, they receive far fewer in the computer sciences
(17.9%), engineering (19.3%), physical sciences (39%), and
mathematics (43.1%), according to the National Girls Col-
laborative Project Statistics (www.ngcproject.org/statistics).
PLANT MANAGEMENT / WORKFORCE
Source: Wikimedia.
Shift change at the Manhattan Project’s Y-12 plant, 1945.
The challenge is not just attracting women to STEM fields,
but keeping them there. According to the National Science
Foundation (NSF) Science & Engineering Indicators, 2016
(www.nsf.gov/statistics/2016/nsb20161/#/report), women
made up half of the total U.S. college-educated workforce in
2013, but only 29% of the science and engineering workforce.
Following are approaches that have successfully drawn
women into this arena.
AWARENESS AND ADVOCACY
Elizabeth Taylor, lean engineer at Axalta Coating Systems
(www.axaltacs.com), has been an active member of the Soci-
ety of Women Engineers (SWE) since 2000 and is currently
its Mid-Atlantic Region Governor. “As a freshman in college,
I attended my first SWE meeting with a friend, and since then
I was hooked. It was a network and support system for my
course load in chemical engineering. I’ve since advocated for
my employers to send coworkers to region and society confer-
ences and encouraged them to join as well,” adds Taylor.
Welding Engineer Pierrette Gorman made a midcareer
transition from tailoring and is now on the board of direc-
tors of the American Welding Society (AWS) (www.aws.org).
WWW.PLANTSERVICES.COM OCTOBER 2016 33
 PLANT MANAGEMENT / WORKFORCE
“I know that every time I tell a girl, ‘Hello, I’m an engineer,’ I have just
added to the list of occupations she knows are available to her, and I
can see the future getting a little brighter.”
– AMY FREEMAN, ASSISTANT PROFESSOR OF ENGINEERING AND ASSISTANT DEAN
“When I investigated possible career
choices and learned that welding jobs
were plentiful, paid well, and I would
not be spending 40 hours a week in an
office, I knew it was the right career for
me. I think the biggest reason women
do not enter the field of welding is
because they were never offered the op-
portunity to consider it as a career.”
Student Assistant Lorna Treffert at
the University of Tennessee Reliability
& Maintainability Center (UT-RMC)
(www.rmc.utk.edu) says she would
have never seriously considered this
path had she not met an industrial
engineer at a Women in STEM net-
working event at her high school. “She
introduced me to a field that works
CEO Marya Woods believes in doing great work and having a great place to work.
Here is the team on a company rafting trip.
Source: Apex Manufacturing Solutions.
34 OCTOBER 2016 WWW.PLANTSERVICES.COM
OF ENGINEERING OUTREACH AND INCLUSION, PENN STATE U
with systems, logistics, optimization
and, most importantly, people.”
Treffert hopes to apply her indus-
trial engineering education to help
revitalize the U.S. passenger rail
industry. “It made sense for me to go
into engineering because I have loved
the synchronicity, comfort, and po-
tential for sustainability of high-speed
and other passenger train systems for
as long as I can remember.”
Also new to the field is Michelle
Coburn, who graduated from Clemson
University in 2014 with a bachelor’s
degree in chemical engineering and
is now a project engineer at A&E
Engineering (www.aeengineer.com). “I
chose this career because I enjoy chal-
lenging myself and solving problems.
Systems integration is a continuously
changing field and requires working in
many different industries.”
ENCOURAGEMENT AND MENTORING
Marya Woods, CEO at Apex Manu-
facturing Solutions (www.apexmfg
solutions.com), considers herself
lucky to have had a very supportive
professor who encouraged her to take
a lead role in several projects while
working toward her chemical engi-
neering degree. He provided research
opportunities and invited her to join
his team doing efficiency consulting
for a large food processor.
Woods happened into the controls
field immediately after graduation.
“I cofounded Apex because I was
passionate about doing great work
in the automation field and having a
great place to work.” She has started
going back to her alma mater, the
University of Idaho, to talk to fresh-
man and senior classes about the
type of engineering she does, and
to help them better understand the
diversity of jobs that are available
when they graduate.
Penn State’s Freeman always
enjoyed building things. “As a girl,
this was unusual at the time, but I
was fortunate and had parents who
allowed me to be who I was and
encouraged me to make positive
changes in the world.”
Freeman took drafting in high
school at a time when only boys were
encouraged to do so. She also took
a metal shop course in high school,
but was only allowed to do so after
completing a home economics class that was required of all
girls at that time. “This was pivotal in that I did well in the
courses and they made it clear to me that a technical job
would be life changing,” she says.
Upon graduation from college, Freeman became a con-
struction engineer at the Hanford Nuclear Reservation. “I
know that every time I tell a girl, ‘Hello, I’m an engineer,’ I
have just added to the list of occupations she knows are avail-
able to her, and I can see the future getting a little brighter.”
Axalta’s Taylor also sees value in mentoring. “My men-
tors have helped me identify opportunities that will help me
succeed and course correct when I’m off track, and some-
times they just let me make mistakes so I can figure it out.”
The SWE provides her an avenue to encourage more young
women to pursue engineering.
Working in a collaborative environment inspires A&E
Engineering’s Coburn to become a mentor to those who
will follow behind her. “I’ve been extremely fortunate to
work for a distinguished firm full of experienced individu-
als who are willing to lend a hand. I try to encourage any
young women interested in technology fields. I volunteer
time with many organizations and actually coach at a local
high school and try to prepare the girls for their futures
after high school athletics.”

LEADERSHIP OPPORTUNITIES
A key benefit of SWE is its professional development op-
portunities. Axalta’s Taylor works with current members
to learn and understand their interests and seek out, or
create, ways for them contribute. “A lot of our members
get an opportunity to learn project, budget, and people
management in our society before they do in the work-
place, which makes them a stronger candidate when the
opportunity arises,” she explains.
Once women are in the field, they need to see women who
love what they do, suggests Apex’s Woods. She maintains
her visibility by participating in a Peer Group of the Control
System Integrators Association (www.controlsys.org), of
which Apex is a member; and also in Vistage (www.vistage.
com), an executive coaching association, to help her become
a better leader as her company grows. In addition, Woods
has been speaking with professors and deans at some of
Idaho’s universities about the challenge of getting and keep-
ing women in STEM fields.
Pierrette Gorman, pictured here with a laser welding system, is the
District 20 Director of the American Welding Society.
ACADEMIA’S ROLE
Christine Valle is the director of Georgia Tech’s Women in
Engineering (WIE) program (www.wie.gatech.edu) and a
senior academic professional at the College of Engineering.
WIE offers a full range of outreach programs, both on and
off campus, for young women of all K-12 ages. It also sup-
ports other groups on campus that are dedicated to attract-
ing more women into engineering. The efforts have been a
resounding success. “Georgia Tech has been the #1 producer
of women engineers in the country for at least a decade,”
says Valle (see Table 1).

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
National % 19.3 18.1 18 17.8 18.1 18.2 18.9 19.1 19.5 19.9
Georgia Tech % 21 21 22 22 24 24 26 28 29.7 32
Difference % 1.7 2.9 4 4.2 5.9 5.8 7.1 8.9 10.2 12.1

Table 1. Georgia Tech has led the nation as the top producer of women engineers for at least 10 years.
Source: Georgia Institute of Technology.

WWW.PLANTSERVICES.COM OCTOBER 2016 35

 PLANT MANAGEMENT / WORKFORCE

Machine Guarding “As a freshman in college, I attended

Unlike light, Proxagard bends during installation,
® my first Society of Women Engineers
so you place worker protection exactly where meeting with a friend, and since then,
you need it and trigger a machine stop if the I was hooked. I’ve since advocated for
invisible barrier is crossed. It keeps controls
accessible too without any blanking. Based on
my employers to send coworkers to
RF technology, Proxagard has proven reliable region and society conferences and
for years in 1,000s of manufacturing sites. encouraged them to join as well.”
– ELIZABETH TAYLOR, LEAN ENGINEER,
Call and ask about our 5-year warranty.
AXALTA COATING SYSTEMS

Part of UT-RMC’s mission is to facilitate internships with

30 member companies for UT students studying Reliability &
DAY
FREE TR
IAL
Maintainability Engineering (RME). “Our companies need a
diverse workforce so we reach out to female students and other
minorities,” says Kim Kallstrom, assistant director of UT-RMC.
She works directly with SWE on campus to help get the word
out, and she speaks at chapter meetings about the internship
program and RME careers in general.
800-315-9233 This year, 28% of the RMC interns and about 40% of enroll-
www.gordoneng.com
sales@gordoneng.com
ment in the summer Reliability and Business Excellence course
were female students. For the 2015-2016 school year, about 19%
of the two core RME course enrollments were females. UT has
also made a huge push to recruit women students and faculty
into engineering, says Kallstrom. The College of Engineering’s
undergraduate enrollment rose from 15% female students in
2010 to 19% by fall 2015, and the fall 2016 incoming freshman
class is 22% female. Only 4.6% of the College of Engineering
faculty was female in 2006 compared to 14% in fall 2016.
Under Freeman’s purview at Penn State is the Women in En-
gineering Program (WEP), which provides several recruitment
and retention programs targeting women and girls at every stage
of professional development. She is also currently president-elect
for the Women in Engineering ProActive Network (WEPAN),
a national organization advocating the inclusion of girls and
women in STEM fields across the nation. “I have spoken across
the United States and internationally regarding the importance
of including women in the engineering and design process.”
STEM offers a world of opportunity but is often misunder-
stood. “Do not fall prey to easy stereotypes,” cautions Georgia
Tech’s Valle. “It’s just not true that only math and science rock
stars become engineers. Most young people I meet have really
false impressions of engineering, especially women, since they
traditionally have not pursued this field and thus lack role mod-
els with the adequate background.”
For a young woman who wants to help others and make the
world a better place, Valle believes there is no better field to go
into than engineering, because the options are limitless.

Email Contributing Editor Sheila Kennedy, CMRP, managing director

of Additive Communications, at sheila@addcomm.com.

By Scott Manson and H. Landis Floyd
How to improve the safety of your
motor control centers
Implement a smart solution by integrating a low-voltage motor overload relay
with advanced protection and integrated arc-flash detection
Low-voltage (LV) motor control centers (MCCs) are
numerous in industrial power distribution systems. MCCs
are commonly a safety concern because operator and
maintenance personnel have close interactions with them.
Also, recognition of arc flash as a unique electrical hazard
has led to a new expectation for circuit protection devices:
the safeguarding of personnel from the hazards of thermal
burns and explosive blasts.
Traditional arc-flash mitigation is dependent on single-
function circuit protection devices (like molded case circuit
breakers [MCCBs]) to operate as designed to limit arc-flash
energy. Unfortunately, MCCBs and other components in
power system short circuit protection schemes can fail with
no indication that functionality is compromised until an
arc flash event occurs. In such events, the arc flash energy
release can be orders of magnitude greater than expected.
Work methods, tools, and personal protective equipment se-
lected based on predicted energy levels may not be sufficient
to protect workers from injury. Protective relay technology
has evolved to enable self-diagnostics and communication to
personnel so the failure doesn’t manifest as a hidden failure.
Arc-flash mitigation schemes built into microprocessor
equipment must have ultra reliability, extensive on board
ENGINEERING / ELECTRICAL SAFETY
diagnostics, self reporting upon failure, and remote moni-
toring of current, voltage, contactors, and overload devices.
These technologies help reduce exposure to electrical shock
hazards by decreasing the need to troubleshoot and perform
other maintenance tasks that place workers in close proxim-
ity to potentially hazardous voltages.
This article describes methods of smart MCC controls
using a new low-voltage motor overload relay with advanced
protection and integrated arc-flash detection. These protec-
tion and control systems provide improved safety, advanced
protection, time-synchronized event diagnostics, reduced
cost, and higher reliability than previous technologies.
NEXT-GENERATION LOW-VOLTAGE MOTOR RELAY
Simultaneous to the evolution of legacy intelligent MCC
systems, a vastly more sophisticated set of electronics,
software tool sets, diagnostics, reporting, and communica-
tions methods were developed for the high-voltage (HV)
electric power protection industry throughout the world.
These more sophisticated protection devices have been used
since the 1980s at voltages up to 765,000V. These HV relays
are designed for severe environmental testing and reliability
requirements, such as temperature, shock, and electromag-
WWW.PLANTSERVICES.COM OCTOBER 2016 37
ENGINEERING / ELECTRICAL SAFETY

netic interference. The mean time Bus

between failures (MTBFs) of these HV
relays exceeds 300 years1.
A new generation of low-voltage
motor relay (LVMR) has come on the 3
market which has features brought 27 C O
37 81 55 47 32 60 90
from the HV transmission industry. 59 P U
These new motor relays bring reli-
ability, safety, and reduced cost to 3
P 50 P 50P 50
the LV MCC which has never before 50
PAF
51 49T 66
LR PLJ
46
Q Q
been possible.
This section explains the feature set
AFD
of this new generation of microproces-
sor-based low-voltage motor relay.
1
50
Advanced Automation and Control 50G 51G
GAF
Features
Many features differentiate the mod-
ern microprocessor-based multifunc- 14
tion LVMRs from older legacy motor 49P
overload technologies. These features
include the following: M DFR LGC HMI SER WEB MET LDP
• A built in arc-flash detection light
sensor.
• Three phase Rogowski Current Trans-
formers built into the LVMR, elimi- Figure 1. Modern LVMR Functionality
nating the need for auxiliary CTs.
• An integrated power supply, elimi-
nating auxiliary power supplies. •P
 rogrammability similar to a min- • Motor starting and running (14 and
• A small form factor. iature programmable logic control- 66) elements.
• Sequence of events (SOE) recording. ler (PLC). • Power factor (55) element.
• Oscillography capture. •M
 ultilevel password login to assist in • Phase reversal (47) element.
• Motor operating statistics report. Cybersecurity policy compliance. • Loss-of-potential (60) element.
• Total harmonic distortion (THD) • Variable frequency drive (VFD)
measurement. Advanced Protection Features protection.
• Network time synchronization of all As shown in Figure 1, this new genera- • Negative-sequence overcurrent (50Q
LVMR. tion of LVMR include the following and 51Q) elements.
• Multiple Ethernet and serial ports. protection functions:
• IEC 61850 and Modbus communica- •A  rc-flash detection (AFD) element. User Programmable Logic
tion protocols. •U  ndervoltage and overvoltage (27 Programmable logic in the modern
• Trip-rated digital outputs construct- and 59) elements. LVMR enables the user to create
ed with dry contacts to avoid use of •U  nderfrequency and overfrequency sophisticated protection and con-
interposing ice cube relays. (81U and 81O) elements. trol schemes. When used in concert
• Continuous self-assessment of the •L  oad loss detection (37CP) element. with the high-speed relay-to-relay
health of the power supply, proces- • I nstantaneous and time-overcurrent communication and sensitive protec-
sor, analog-to-digital converters, (50 and 51) elements. tion elements, users can construct
memory, and other components. • Th
 ermal (49T and 49P) elements. schemes to prevent human electrocu-
• Conformal-coated boards for dirty •L  ocked rotor detection (50PLR) ele- tion,2 automatic load re-acceleration
and corrosive environments. ment. schemes, monitoring wear on molded
• A simplified setup from a web-based •L  oad jam detection (50PLJ) element. case circuit breakers and contactors,
human-machine interface (HMI). •C  urrent unbalance detection (46) breaker failure schemes, fast bus trip-
• Built-in metering with fundamental element. ping schemes, earth fault monitoring,
and harmonic data. •B  reaker failure protection. and more.

38 OCTOBER 2016 WWW.PLANTSERVICES.COM

 LVMR
GOOSE
Relay-to-Relay
Communications
Send Arc-Flash Light
State to Feeder Relay
Fuse
Arc Flash
Contractor
Relay with Arc-Flash
Light Sensor
Figure 2. Use of Relay-to-Relay GOOSE Messaging
for Arc-Flash Protection
Arc-Flash Protection
The modern LVMR includes a light
sensor for detecting arc-flash events.
The light produced by an arc flash pro-
vides a large-magnitude signal used in
conjunction with overcurrent sens-
ing to detect an arc fault securely and
reliably. When the arc-fault condition
is detected, the relay initiates the high-
speed tripping of an upstream breaker
to minimize the arc-fault duration and
resultant incident energy.
When a light flash is detected in an
MCC bucket, high-speed IEC 61850
GOOSE messaging is sent from the LV
protective relay to an upstream relay
associated with the motor bus circuit
breaker. If the upstream relay detects
an overcurrent condition coincident
with the MCC bucket light flash, a
high-speed trip is initiated on the mo-
tor bus circuit breaker to minimize the
arc-fault duration. A typical scheme
for such a system is shown in Figure 2.
Significant testing of the relays was
High-Speed Trip on
Simultaneous Overcurrent
and Light Flash
52 Motor Bus Circuit Breaker
Motor Bucket
Figure 3. MCC arc-flash test (480V MCC and 7kA fault current)
without LMVR protection at left, and with LMVR protection at right.
done in real arc-flash environments
to ensure survival. Field tests have
proven that even in a catastrophic arc-
flash test event, at least four GOOSE
messages indicating the arc-flash event
are sent within 16 milliseconds. The
total time from the start of fault condi-
tions to an upstream relay having
trip-rated contacts fully closed and
conducting was between 4 to 13 mil-
liseconds, with the variance caused by
the asynchronous processing cycles of
the microprocessor-based relays.
By quickly tripping the upstream
circuit breaker, the LVMR-based arc
flash mitigation scheme reduced the
associated incident energy from 12 to
1.2 cal/cm2 (see Figure 3).
Hardened Equipment Specifications
The modern, microprocessor-based
LVMR must survive an arc-flash event
long enough to trip upstream break-
ers. The LVMR is designed and tested
to survive in the harsh environment of
WWW.PLANTSERVICES.COM OCTOBER 2016 39
12 cal 1.2 cal
an arc-flash plasma cloud. This envi-
ronment includes very high tempera-
tures, bright light, ionized air, strong
magnetic fields, flying molten metal,
and mechanical shock. The LVMR
was therefore designed to meet several
IEEE, IEC, and other standards.
Condition Monitoring
The LVMR monitors temperature and
current, and counts the number of
contactor and MCCB operations. The
LVMR also captures the current wave-
forms during every MCCB operation.
This functionality provides a simple
method to determine the health of
contactors, MCCB, and loads.
Internal Self-Testing
Modern, microprocessor-based
LVMRs must continuously monitor,
self-detect, and report internal failures
with internal memory, power sup-
ply, input/output (I/O) board, current
transformer (CT) or voltage trans-
ENGINEERING / ELECTRICAL SAFETY

former (VT) board, clock inaccuracies, Power

or processing errors. These tests run Process Control
Management
Clock System
simultaneously with the active protec- System
tion and automation logic and do not
degrade the device performance. Peer to Peer Modbus® RTU
Automation
The LVMR reports out-of-tolerance Controller
conditions as a status warning or a
status failure. For conditions that IEC 61850 MMS Managed Switch IEC 61850 MMS
don’t compromise functionality yet and GOOSE and GOOSE
are beyond expected limits, the LVMR
declares a status warning and con-
Feeder Protection
tinues to function normally. A severe Relay Local LVMR
out-of-tolerance condition causes the HMI
MCC Incoming
LVMR to declare a status failure and Feeder Protection
automatically switch the device into a Up to 32
device-disabled state. During a device- Loads
disabled state, the LVMR suspends Figure 4. Example ISMCS Architecture
protection elements and trip/close
logic processing and de-energizes all
control outputs.
Network
INTEGRATED SMART MOTOR
CONTROL SYSTEM
It is recommended to use the new
LVMR as part of an integrated smart Ethernet Switch A Ethernet Switch B
motor control system (ISMCS).
Because these systems are factory con-
figured and tested, they simplify the
configuration, commissioning, and
testing of large numbers of LVMRs. 1A 1B 1A 1B 1A 1B 1A 1B 1A 1B 1A 1B
The ISMCS also replaces PLCs, remote LVMR LVMR LVMR LVMR LVMR LVMR
terminal units (RTUs), and signifi-
cant cabling with fiber optic Ethernet
cables. Figure 4 shows the communi- Figure 5. Dual-Star Network
cations architecture of the ISMCS.
The ISMCS also acts as a complete
protection, control, and monitoring data are automatically gathered, • Standard integration and communi-
solution for an MCC. It provides pro- consolidated, and made available cations techniques.
cess diagnostics that simplify mainte- simultaneously to both process con- • Factory preconfigured and pro-
nance by allowing users to detect and trol systems and power management grammed relays, controllers, HMIs,
correct problems before they become systems. and managed switches.
critical, preventing damage and mini- The ISMCS centralized HMI include • Engineering access to every smart
mizing process downtime. the following features: device on the Ethernet network.
The ISMCS provides users with • Centralized HMI control and moni- • Centralized event diagnostic soft-
immediate real-time information toring of individual loads. ware.
on motor performance, central- • Multilevel security access. • Standardized equipment condition
ized touchscreen HMI access, and • Aggregated power metering from monitoring.
historical reporting and analysis. This every relay to give real-time feedback Critical for the long-term mainte-
networked ISMCS solution integrates about process operations. nance of an MCC are multiple levels
the latest LVMR and incoming feeder • No third-party operating systems. of system annunciation. Should the
relay for advanced motor protection, • Methods based on decades of utility central ISMCS HMI fail, a local HMI
control, metering, and process auto- and industrial electric power protec- on the front of the bucket is available.
mation. Valuable motor and process tion experience. For improved reliability, the preferred

40 OCTOBER 2016 WWW.PLANTSERVICES.COM

solution is for the LVMR to commu-
nicate to dual switches in a dual-star
arrangement, as shown in Figure 5.
CONCLUSION
The following points capture the
essential takeaways about a com-
prehensive LV MCC protection and
control system:
• Hidden failures that can compromise
arc-flash mitigation are reduced.
• Light detectors built directly into the
LVMR are used to reduce the inci-
dent energy of arc-flash events.
• End users save money and time
with a preconfigured, standardized
ISMCS solution.
• Data from the LVMR supports a pre-
ventive and predictive maintenance
program.
• Comprehensive feature sets in the
LVMR increase reliability, improve
safety, and reduce the operating costs
of LV MCC systems.
• The system reduces motor failures
with advanced protection elements.
• Ruggedized designs and thorough
type-testing of LVMRs improve the
reliability of an LV MCC system and
reduce process downtime.
• An LVMR with internal testing and
onboard diagnostics immediately
identifies if the protection, control,
and arc-flash system is functioning.
• Motor starting reports, fault oscil-
lography, and binary sequence of
events aid in the diagnosis of equip-
ment problems.
REFERENCES
1. R.D. Kirby and R.A. Schwartz.
“Microprocessor-Based Protective
Relays Deliver More Information
and Superior Reliability With Lower
Maintenance Costs.” Proceedings of the
IEEE Industrial and Commercial Power
Systems Technical Conference, Detroit,
MI. Aug. 2006.
2. P . S. Hamer. “The Three-Phase
Ground-Fault Circuit-Interrupter
System—A Novel Approach to Prevent
Electrocution.” Proceedings of the 55th
Annual IEEE Petroleum and Chemical
Industry Conference, Cincinnati. OH,
Sep. 2008.
Scott Manson is a principal
engineer and technol-
ogy director at Schweitzer
Engineering Laboratories,
Inc. (www.selinc.com), where he provides
consulting services on low voltage motor
control, protection, and cybersecurity
systems worldwide. Scott received his
MS in Electrical Engineering from the
University of Wisconsin-Madison, and
his BS from Washington State Univer-
sity. Scott is a senior IEEE member and
a Registered Professional Engineer in
Washington, Alaska, North Dakota, Idaho,
and Louisiana. Scott can be contacted at
scott_manson@selinc.com.
H. Landis “Lanny” Floyd
II is a Life Fellow of IEEE.
His 45+ year career with
DuPont focused on electri-
cal system reliability and electrical
safety in the construction, operation, and
It’s like an early warning
system for your motors.
Reliably detect early-stage
winding insulation
weaknesses with Baker DX
The SKF Static Motor Analyzer – Baker DX Surge PD
identifies early problems with coil and winding
insulation with an innovative resistive measurement
approach. There is no quirky radio-frequency
antenna to adjust, and it produces consistently
reliable high-resolution PD waveforms that identify
insulation defects and weaknesses.
Visit www.skf.com/emcm, or email salesEMCM@skf.com for more information.
THE POWER OF KNOWLEDGE ENGINEERING
® SKF is a registered trademark of the SKF Group. | © SKF Group 2016
maintenance of DuPont facilities world-
wide. In 2014, he retired from DuPont as
Principal Consultant Electrical Safety &
Technology and Global Electrical Safety
Competency Leader, and is currently an
adjunct faculty member in the graduate
school of Advanced Safety Engineering
and Management (ASEM) at the Univer-
sity of Alabama at Birmingham (UAB),
and principal consultant with Electri-
cal Safety Group Inc. He has published
or presented more than 100 technical
papers, magazine articles, tutorials, and
workshop presentations on occupational
electrical safety. Lanny is a profes-
sional member of the American Society
of Safety Engineers, a Certified Safety
Professional, a Certified Electrical Safety
Compliance Professional, a Certified
Maintenance and Reliability Professional,
and a Registered Professional Engineer
in Delaware. Lanny can be contacted at
h.landis.floyd@gmail.com.
PRODUCT ROUNDUP

PUMPS & SEALS

Keep liquids and gases flowing smoothly while controlling downtime

DRY CLAW VACUUM PUMPS with a tooth designed to clear

Atlas Copco has added the new DZS dry claw vacuum pump material from the eye of the
to their portfolio. Claw vacuum pumps offer noncontact and impeller. Eradicator upgrade
dry pumping chambers with high performance and power kits are available for existing
efficiency. The DZS design Super T Series installations
offers removable stainless and will include all compo-
steel claws that are easy to nents needed to make an easy
clean and features easily conversion in the field.
changeable seals. The DZS Gorman-Rupp Company
can be reassembled with- www.grpumps.com
out touching the drive
train. The modular design of the pumping chamber, gearbox, CANTILEVERED, BEARINGLESS VERTICAL PUMP
and silencer allows for replacement of individual components Plant managers who must con-
in the case of failure due to process upsets. tend with the possibility of pumps
Atlas Copco running dry can now avoid seizing
www.atlascopco.com problems by using the Sump-Gard
SGK cantilevered, bearingless
VALVELESS CERAMIC PUMPS vertical pump from Vanton Pump &
Fluid Metering’s valveless pumps are engineered to routinely Equipment Corp. This pump features
meter monomers, catalysts, food additives, acids, extrac- a large diameter, plastic sleeved,
tion solvents, alternative fuels, water treatment chemicals, stainless steel shaft that eliminates
viscous fluids, and slurries. The pumps are designed for the need for immersing bearings or
pilot plant fluid control. The internal components of Fluid bushings, which enables the SGK
Metering’s pumps are built to eliminate accuracy drift typi- pump to run-dry for indefinite peri-
cal of pumping systems that rely on valves and elastomers ods of time. The SGK has an chemi-
(flexible tubing and diaphragms) cal resistant epoxy coated, cast iron
to move fluid through the pump. motor bracket that accommodates
Fluid Metering’s pumps provide NEMA, IEC, and standard European motors.
a valveless rotating/reciprocation Vanton Pump
piston design that is engineered www.vanton.com
to eliminate the need for check
valves. Pump models are avail- SEALLESS PUMPS UPGRADE
able to dispense as low as 5 µL Wanner Engineering announces an upgrade to its Hydra-
per dispense up to 4 L per minute Cell D10 Series sealless pumps. Previously rated at 1000 psi
continuous metering. (69 bar) maximum discharge pressure, the Hydra-Cell D10
Fluid Metering models with metallic pump heads can now operate at up to
www.fmipump.com 1500 psi (103 bar) discharge pressure. Used for a wide range
of processing applications and in
TRASH PUMP SOLIDS MANAGEMENT SYSTEM manufacturing plants, Hydra-Cell
Gorman-Rupp introduces the Eradicator Solids Manage- D10 models have a flow capacity of
ment System for the Super T Series line of self-priming 4.26 gpm (15.1 l/min) with a motor
centrifugal trash pumps. The system consists of a light- speed of 790 rpm when performing
weight inspection cover, a back cover plate incorporating an at the higher pressure rating.
obstruction-free flow path, and an aggressive self-cleaning Wanner Engineering
wear plate including laser cut notches and grooves, along www.hydra-cell.com

42 OCTOBER 2016 WWW.PLANTSERVICES.COM

FDA-COMPLIANT PUMP WITH NONMETALLIC CENTER BODY
ARO has expanded their SD line of pumps to include a new
FDA-compliant pump with a nonmetallic center body. The
new pump transfers material while maintaining the integri-
ty and purity of the material be-
ing transferred for customers in
the food and beverage, cosmetic
and pharmaceutical industries.
The center body of the SD pump
is constructed with polypropyl-
ene and its wetted and non-wet-
ted components are fabricated
with electropolish stainless steel
with 3.2um surface roughness.
The 1-inch pump yields a maximum available flow rate of 54
gpm (204.4 lpm) and the 2-inch yields a maximum available
flow rate of 192.7 gpm (729.4 lpm).
ARO
www.arozone.com
GASKET TAPE FOR LARGE STEEL FLANGES
GORE Series 500 Gasket Tape is engineered to deliver at
least 50% greater creep resistance than other ePTFE gasket
tapes. GORE Series 500 Gasket Tape fits any shape instantly,
solving a variety of challenges posed by large gaskets, and
eliminates the time needed
for a large custom gasket
to be fabricated off-site.
While vertical flanges cre-
ate installation challenges
for traditional gaskets,
GORE Series 500 Gas-
ket Tape adheres readily.
Further, while some ap-
plications like mixing shafts or heat exchanger tube bundles
require full disassembly to insert a conventional gasket,
GORE Series 500 Gasket Tape installs in minutes.
W.L. Gore
www.gore.com
THREADED ISOLATION RING SEAL FOR
SMALLER PIPING
Ashcroft has introduced the type 82
threaded isolation ring. Equipped with
½ thru 2 NPT threaded pipe connec-
tions, it is designed for smaller piping
applications too narrow to accom-
modate an internal isolation ring.
Also referred to as a “barrel seal,”
this economical flow-through design
eliminates traps where clogs can form, thereby reducing
the need for frequent maintenance. A smooth, flexible wall
expands under pressure to displace isolated fill fluid into the
measurement device. A choice of internal elastomer materi-
als, fill fluids, and housing materials (including 316 stainless
steel) ensure compatibility with a wide range of process
media and environmental conditions.
Ashcroft
www.ashcroft.com
SEAL FOR USE WITHOUT BARRIER FLUID
The MECO HC Seal is an air-free design, engineered to
operate without a barrier fluid, using a clamp to energize the
seal faces. This feature allows the
seal to be used in applications that
may not have available, or desire to
use, a barrier fluid. The seal is used
on horizontal, inclined, and vertical
shafts for unsplit installations. HC
model seals are in stock in CEMA
standard and SAE sizes: from 1
in. to 5.07 in. and in metric shaft
sizes from 40mm to 110mm. Three stock housing materi-
als are available, FDA Nylon, Anodized Aluminum or 316L
SS. Three elastomer materials, Viton, FDA white silicone or
EPDM, ensure compatibility with nearly all applications.
MECO Shaft Seals
www.mecoseal.com
ONLINE RESOURCE FOR PUMP ID, SIZING, SPECS
New website www.reliable-equipment.com offers access to
free, expert guidance on pump sizing, identification and
specification. The site features a proprietary “What’s My
Pump?” identifier tool that helps visitors find out the model
number of their pumps,
walking visitors through a
step-by-step process address-
ing pump housing and dia-
phragm materials, inlet and
discharge sizes, bolt or clamp
fasteners, and other charac-
teristics that aid the compa-
ny’s technicians in verifying
the exact model. The site offers centrifugal pumps; magnetic
drive pumps; air-operated, double diaphragm pumps; drum
pumps; and other equipment from Finish Thompson, Flux,
Penguin-Filter Pump Industries, Process Technology, Sethco,
Wilden, and Yamada, plus Wilden pump parts kits.
Reliable Equipment
www.reliable-equipment.com
WWW.PLANTSERVICES.COM OCTOBER 2016 43
CLASSIFIEDS PRODUCTS AND SERVICES

Sensor Brackets... and so much more!

softnoze com
Request your...
2D/3D CAD Files, Catalogs, Stock & Customs

WORLD LEADER IN SENSOR INTEGRATION COMPONENTS

TM

Mount | Apply | Position | Protect

TM

ADVERTISER INDEX

Ajustco . . . . . . . . . . . . . . . . . . . . . . 36 Miller-Stephenson. . . . . . . . . . . . . . . 20

Allied Electronics. . . . . . . . . . . . . . . . 6 Newell Rubbermaid. . . . . . . . . . . . . . 47

Atlas Copco Compressors . . . . . . . . . 12 Northeast Group CAT Dealer* . . . . . . 25

AutomationDirect.com. . . . . . . . . . . . . 2 Petro Canada. . . . . . . . . . . . . . . . . . 16

AVO Training Institute. . . . . . . . . . . . . 3 Rabalais Instrument

& Electrical Constructors. . . . . . . . . . 21
Baldor Electric Co.. . . . . . . . . . . . . . 10
Rockwell Automation. . . . . . . . . . . . 27
Exair. . . . . . . . . . . . . . . . . . . . . . . . . 8

Fluke. . . . . . . . . . . . . . . . . . . . . . . . 13 SKF. . . . . . . . . . . . . . . . . . . . . . 14, 41

Gordon Engineering . . . . . . . . . . . . . 36 SMC. . . . . . . . . . . . . . . . . . . . . . . . 18

Gorman-Rupp Pumps. . . . . . . . . . . . 17 SPM. . . . . . . . . . . . . . . . . . . . . . . . 31

Kaeser Compressors. . . . . . . . . . . . . 48 Summit. . . . . . . . . . . . . . . . . . . . . . 30

Life Cycle Engineering. . . . . . . . . . . . . 4 *Regional

SALES OFFICES
MIKE BRENNER, MICHAEL CONNAUGHTON, SUBSCRIPTION INFORMATION
GROUP PUBLISHER ACCOUNT EXECUTIVE (888) 644-1803 or (847) 559-7360
AR, AZ, Northern CA, CO, ID, IL, MN, MT, NE, NV, IA, IN, KS, KY, MI, MO, OH, TN,
NM, ND, OK, OR, SD, UT, WA, WI, WY Canada, Literature Reviews, REPRINTS
Phone: (630) 467-1300, ext. 487 Inside Print and Digital Sales RHONDA BROWN
Fax: (630) 467-1120 Phone: (513) 543-6432 Reprints Marketing Manager
e-mail: mbrenner@putman.net Fax: (630) 467-1120 Foster Reprints
e-mail: mconnaughton@putman.net (866) 879-9144 ext.194
BETH ROLFE,
REGIONAL SALES MANAGER POLLY DICKSON, rhondab@fosterprinting.com
AL, Southern CA, CT, DE, FL, GA, LA, ME, MD, MA, INSIDE SALES MANAGER
MS, NH, NJ, NY, NC, PA, RI, SC, TX, VT, VA, DC, WV Classifieds PUTMAN MEDIA, INC.
Phone: 630.467.1300, ext.440 Phone: (630) 467-1300, ext.396 1501 E. Woodfield Rd. Suite 400N
Fax: (630) 467-1120 Fax: (630) 467-1120 Schaumburg, IL 60173
e-mail: Brolfe@putman.net e-mail: pdickson@putman.net Phone: (630) 467-1300

44 OCTOBER 2016 WWW.PLANTSERVICES.COM

 1.866.643.1010 ClearSpan.com/ADPS2

WE MANUFACTURE • WE INSTALL
WE SAVE YOU MONEY
buildings of 1,000 uses

Fabric Structures Hybrid Buildings Foundation Solutions

Natural Light & Low Cost Per Sq Ft Benefits of Metal & Fabric Buildings Build Anywhere & Quick Construction

ZERO PERCENT FINANCING AVAILABLE restrictions

may apply

ADVERTISE IN PLANT OIL MIST & SMOKE

SERVICES CLASSIFIEDS IN YOUR SHOP?
Contact Polly Dickson at www.mistcollectors.com
630.467.1300 x.396
Tel: 1-800-645-4174

PLANT SERVICES WEBINAR SERIES

The Plant Maintenance & Reliability Series of events are focused on presenting solutions to identifiable problems and
emerging technologies. You can explore a range of topics that are relevant to today’s plant managers and maintenance
and reliability professionals, from compressed air and motors & drives to remote monitoring and the IIoT!

Webinars are available Live attendees can Handouts section contains additional
in both live and interact with presenters downloadable content relevant to the
on-demand versions via Q&A and polling topic, including speaker slides

Check out our 2016 webinar lineup at: http://plnt.sv/2016-WB

WWW.PLANTSERVICES.COM OCTOBER 2016 45

BIG PICTURE INTERVIEW

ACHIEVE PdM SUCCESS: BE LIKE MIKE

Making the leap to reliability-centered maintenance is all in your team’s mindset

Michael Macsisak is a predictive maintenance technician at Nestlé Purina’s pet food processing plant
in Allentown, Pennsylvania (www.nestle.com), which helps produce Friskies, Alpo, and Mighty Dog
pet food brands. Recently, the Allentown plant’s maintenance team embarked on a multiyear project
to improve plantwide asset reliability by embracing reliability-centered maintenance approaches and
predictive technologies. Macsisak, who has 30 years of mechanical experience as a heavy equip-
ment mechanic, production line mechanic, forklift mechanic, millwright, and welder, was part of the
team that was asked to make this shift. He is now a Level II Infrared Technician, Level II Ultrason-
ics Technician, Level I Machinery Lubrication Technician, and Expert Laser Alignment Technician, and is currently train-
ing as a Level I Vibration Data Analyst. Macsisak spoke with Plant Services about the challenges associated with mak-
ing this change, as well as the impact that PdM has had both on asset reliability and on team drive and confidence.

PS Could you describe your team’s original approach to
maintenance, before the start of the reliability initiatives?
MM Many years ago, the original function of the mainte-
nance team was reactive – run to fail and firefighting only.
The common questions were always, “How long until we’re
back up?” and “Can we make it to the weekend without
completing the repair?”
Also, success was defined as any time before the broken
piece of equipment shut the facility down. Speed of repair
was the standard for our mechanics. A quick repair deserved
a gold star.
PS Once the reliability initiatives were implemented, what
were some of the major on-the-job changes that took time to
get used to?
MM We started new PdM routes as required by the
machine history on breakdowns. Within months we
started having positive results with PdM. Initially, we had
20 pieces of equipment with PdM routes, and all were
trending with great results, including $1.4 million saved in
production due to adequately predicting, planning, and
scheduling equipment repairs.
The new standard for gold stars is predicting failures and
planning the needed repairs around production needs. We
now control when we fix things rather than when we have a
breakdown. Mechanics are now checking and verifying all
machinery consistently rather than waiting for a failure to
occur with wrench in hand. Dedicated teams now record
and analyze the routes for trends. We own the machines
rather than the machines owning us.
PS What advice would you give other veteran/experienced
workers who are trying to make the same change you and
your team did?
MM Change is good. It may be hard for old dogs to learn
new tricks, but from my experience, change was the best
thing to happen to me.
As PdM developed at our facility, the mindset of new
equipment installations also changed. Before PdM, equip-
ment would come in and major work would occur just to get
it up and operational, causing additional costs and major
headaches. The PdM and reliability centered maintenance
programs grew not just the equipment functionality and
mechanics’ ability, but the entire facility’s mindset.
The key to making the switch from a mechanic to a PdM
technician is in the mindset. If you believe in predicting
failures and understanding root cause, PdM is the place to
start. PdM is centered on the routine and routes: the routes
must be tracked regularly and constantly to ensure a thor-
ough understanding of when equipment is trending poorly.
Determine routes based on a daily, weekly, or monthly basis
and complete the routes when they are needed.
Between oil analysis, vibration, infrared, and ultrasonic, you
can track any and every machine in your facility with great
results. Many other tools are available with no cost and minor
training, including centerlining, 5S, and BDAs (Break Down
Analysis). All these tools are fantastic ways of getting to root
cause on your equipment; however, PdM is the only way to
truly trend and predict a piece of equipment before it breaks.
You will always have more wins than losses with a strong
PdM team. We are no longer buying for price, we’re buying
for reliability. You can never put a price on reliability.

46 OCTOBER 2016 WWW.PLANTSERVICES.COM

 COMPRESSORS

Not Getting Enough Supervision?

S
ure. We make a better compressor. More reliable. More Air for less energy.
Easier to maintain. And quieter. But when it comes to efficiency, system design is critical.
You can run several very efficient machines, but not run them efficiently. That’s why we are such
sticklers for system controls. Our Sigma Air Manager 4.0 makes compressors “play well with others”. Under
SAM’s supervision, compressors don’t fight each other. And when they aren’t playing, they are off. No wasting
energy idling or cycling.
SAM 4.0 gives you superior
performance, steady pressure for
production, and reduced energy
usage. It also minimizes run time which
extends service intervals. Reduced
cycling and idling means less wear
and tear on the motor, starter, valves,
etc. And with SAM’s Kaeser Connect,
you also get built-in remote monitoring
and a constant air energy audit. Stop
neglecting your compressor and give it
the supervision it needs with SAM 4.0.

Kaeser’s Sigma Air Manager 4.0 (SAM) compressed air management system brings the IIoT to industrial
plants with its adaptive control, data storage, analysis, and predictive maintenance capabilities, and it does
it all while ensuring a reliable, consistent supply of compressed air. Learn more at us.kaeser.com/sam.

Kaeser Compressors, Inc. • 866-516-6888 • us.kaeser.com/PS

Built for a lifetime is a trademark of Kaeser Compressors, Inc. ©2016 Kaeser Compressors, Inc. customer.us@kaeser.com