Best Friend? - Plant Serviceswith stainless steel bodies and double rolled-in high strength aluminum end caps with full flow ports. 1002-PlantServices-Pneumatics-MAG:pneumatics 1/15/2010

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DC Motors: Why Are They Still Used?

p.28Green Industrial Roofing

p.33The Business Case for a CMMS

p.19Energy: Politics vs. Common Sense

p.42On-Site Nitrogen Generation

p.15

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PS1002_01_Cover.indd 3 1/28/10 2:47 PM

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• Interchangeable with other common brands of round body cylinders• Available bore sizes: 7/16”, 9/16”, 3/4”, 7/8”, 1-1/16”, 1-1/4”, 1-1/2”, 2”• Excellent selection of stroke lengths • Single-acting (spring return) and double-acting models• Nose, pivot and double-end mounting options• Type 304 stainless steel body with high-strength aluminum alloy end caps• Factory lubricated for dependable,

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The NITRA Pneumatics A-Series non-repairable stainless steel round body cylinders includes bore sizes from 7/16” to 2”and stroke lengths from 1/2” to 18” to meet a broad range of applications. These high quality cylinders are constructedwith stainless steel bodies and double rolled-in high strength aluminum end caps with full flow ports.

1002-PlantServices-Pneumatics-MAG:pneumatics 1/15/2010 11:14 AM Page 1

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17 / Your Space

a Wise use of TimeAdopting an information-centric approach to MRO and retrofitting

19 / aSSeT Manager

The growing Value of a cMMSHow to build the business case for better asset management

21 / TechnologY Toolbox

get pumpedDon’t let inefficient and inappropriate pumping systems degrade the bottom line

42 / energY experT

politics vs. common SenseThe U.S. Army’s master plan-ning goes beyond geographic or political constraints

columns and departments

22 / coVer STorY

best Friend?Remote services solve problems with reliability, staffing, and skills

28 / MoTorS

Dc Motors: Why are They Still used?The reasons come from the user base, R&D, and the application

33 / rooFing

green industrial roofingEvolution is yielding effective technology

specialists

features

table of contentsfEbRUARy 2010 / VOl. 31, NO. 2

7 / FroM The eDiTor

Your SpaceA place for your experience, wisdom, or perspective

9 / up anD running

SMrp offers benchmarking ServiceSee which operational areas are most in need of improvement

12 / criSiS corner

new challenges call for new TraditionsWe have better ways to teach new and unskilled workers

15 / WhaT WorKS

generating nitrogen on-Site cuts costsThe system was installed with zero capital investment

36 / in The TrencheS

The case of the Missing office ManagerAcme learns the downside of ex-pecting people to be on the job

38 / proDucT excluSiVe

The Devil is in the DetailsNew compressor line raises the bar on reliability, efficiency, and productivity

40 / claSSiFieDS/aD inDex

www.PLANTSERVICES.Com fEbRuARy 2010 5

exclusives

lighten up!Tom Moriarty, P.E., CMRP, pens a note to senior managers on data drag and its effects on your staff.www.plantservices.com/articles/2010/02Humancapital.html

Thinking high-speed doors?follow these 10 tips to guide the decision-making process.www.plantservices.com/articles/2010/01High-speed-doors.html

a new standard in steam measurementRising energy costs and pending regulations call for a better way.www.plantservices.com/articles/2010/01steammeasurement.html

economical artistryEfficient electric furnaces help glass blowers save on utilities.www.plantservices.com/articles/2009/222.html

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from the editorpaul studebaker, cmrp

Your Spacea place for your experience, wisdom, or perspective

Back in the 1970s, when the accelerator stuck on my Studebaker Lark wagon, I’d just catch the edge of my boot sole under the pedal and pull it up. The connection to the carburetor was a couple of rods and a bellcrank. It pushed the throttle closed as easily as it pulled it open. If I was wearing sneakers, I might have to reach down and pull it up with my hand.

In the 1980s, my Honda 600 and Civics had cables, so when they’d stick, I’d try tapping the pedal a bit to see if it would come back. When it wouldn’t, I’d hold the car’s speed down with the brake – not a challenge with less than 125 hp – until I could pull over and free it up. The problem was usually ice in the cable or the carb.

I suppose if I had a sticky fly-by-wire gas pedal on a 300-hp Camry or Tundra, I’d turn off the ignition (if the machine had a key and doing so wouldn’t lock the steer-ing), or shift it to neutral and let the engine hit the rev limiter while I pulled over to the side – about as exciting as a flat tire.

But, apparently unlike the vast majority of Toyota drivers, I know how an accelera-tor pedal is connected to a throttle body, and I have some experience dealing with malfunctions, as, I’m sure, do you.

What I don’t have is your experience and perspective on industrial maintenance, reliability, and asset management. Every month, my fellow editors, regular con-tributors, and I have the opportunity to try to write something interesting and relevant for you with, as I’m sure you’ve noticed, varying degrees of success.

More than likely, you’ve occasionally realized that you could do better. Maybe you’ve found an important truth about the maintenance profession that you’d like to share. Perhaps you’ve had an experience that, if they knew of it, might save others money, time, trouble, or risk. Or, you have an idea or opinion that you’d like to air.

Now you have the opportunity to see your words on the pages of Plant Services and www.PlantServices.com. Allow me to introduce you to “Your Space,” our new guest column where you can have the same exposure and audience as me and our regular contributors. We kicked off “Your Space” in January with the first installment of “Road to Reliability,” a series of Web articles on operational excellence we’re col-lecting under our home page “Voices” tab.

This month, it’s a discussion about how to deal with the economic times, on page 17.

Both are great columns, but don’t let them constrain your thinking about ap-propriate topics. The key is value to your fellow plant professionals, and that might come in any form, including information, perspective, experience – even humor.

And please don’t be held back by any concerns about your ability to write. We have a great deal of experience editing and polishing, and we won’t let you look bad. Shoot for about 800 words, slam it down, and shovel it on over to me at [email protected] – you’ll be glad you did.

To open a place for “Your Space,” we’re occasionally publishing the monthly col-umns “Human Capital,” by Tom Moriarty, P.E., CMRP, or “Crisis Corner,” by Joel Leonard, only in digital form. You’ll find them under that “Voices” tab on www.PlantServices.com.


Shoot for aBout 800 wordS, Slam it down, and Shovel it on over to me.

Putman media, inc.555 W. pierce rd., ste. 301, Itasca, Il 60143phone: (630) 467-1300, Fax: (630) 467-1120 mike Brenner Group [email protected]

editorial Staff

paul StudeBaker, cmrp editor in [email protected]

ruSSell l. kratowicz, p.e. cmrpexecutive [email protected]

alexiS GajewSkiassociate editor, digital [email protected]

Stephen c. herner V.p., creative [email protected]

jennifer dakaS art [email protected]

david BerGer, p.enG. contributing editor

peter Garforth contributing editor

Sheila kennedY contributing editor

joel leonard contributing editor

BoB SperBer editor at large

puBlication ServiceS

carmela kappelassistant to the [email protected]

jerrY clark V.p., [email protected]

jack joneS circulation [email protected]

rita fitzGerald production [email protected]

jill kaletha reprints marketing managerFoster reprints (866) 879-9144 ext.168 [email protected]

adminiStrative Staff

john m. cappelletti president/ceO

julie cappelletti-lanGe Vice president

keith larSon V.p., content

roSe Southard It director

paul StudeBaker, cmrp, editor in [email protected], (630) 467-1300 x433

PS1002_07_Editorial.indd 7 1/28/10 4:07 PM

GE Energy

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PS1002_FPA.indd 8 1/27/10 1:38 PM

www.PLANTSERVICES.Com FEbRuARy 2010 9

up & Running

SMRp OffeRS BenchMaRking SeRviceSee which operational areas are most in need of improvement

Maintenance and reliability (M&R) organizations that take advantage of the Society of Maintenance and Reliability Professionals (SMRP) Benchmarking Survey will see how their company’s performance rates against competitors and identify the most effective areas for improving operations. The survey will help companies answer critical questions including:

• Where are the gaps in the company’s efficiency and performance?

• Which improvements would result in a swift increase to the bottom line?

• Compared to the competition, does the organization fall behind in some areas, yet excel in others?

• What are the characteristics of the top-performing M&R companies in the survey database?

SMRP says the information is compiled confidentially by a third party recognized worldwide for its benchmarking exper-tise, and the information generated from the Benchmarking

Survey gives a report of accurate and reliable research data that would normally be cost-prohibitive to create on your own. As more companies take part and the database grows, you’ll also have the opportunity to create robust benchmarking reports as generalized or customized as your company requires.

An M&R organization can use this tool to generate rigorous, quantitative, and qualitative data about how its plants stack up within the industry. This in turn reveals areas in which there is a compelling need for the organization to improve.

Fees for the Benchmarking Survey are graduated based on membership status, and the first 100 companies to participate before the survey cutoff date of March 31, 2010, can do so at a deep discount.

for more information or to get started, visit the online store at www.smrp.org or contact al poling, technical director, SMRp, at [email protected].

PS0102_Up&Running

[each item can be cut by 1/3 or so]

honeywell (www.honeywell.com) announced it has acquired rights to Shell’s operational and technical task for efficient rounds (OTTER) technology for gathering field data and helping industrial plants safely increase production while reducing maintenance and operating costs.

The acquisition strengthens Honeywell’s reliability and operational excellence offerings and delivers an integrated solution for the mobile field worker. In combination with Honeywell’s OneWireless network and Dolphin mobile computer devices, this technology will allow manufacturers to optimize communication, coordination, execution, and tracking of critical field tasks and activities in real time.

OTTER technology is currently used in more than 25 sites to help guide field operators as they execute key field surveil-lance tasks that keep assets running within safe operating limits and at optimum performance. It also delivers best prac-tices to all field operators; provides decision support capabili-ties; improves regulatory reporting; and facilitates communi-cation between groups to address problems immediately.

inteRact with fiRe pROtectiOnThe National Fire Protection Association (NFPA) has launched new high-resolution digital catalogs to allow users to access information in a new interactive format. Items related to specific topics or codes and standards are presented together. The first two releases center around NFPA 70E, Standard for Electrical Safety in the Workplace and NFPA 70, National Electrical Code. See a video demonstration of the new interactive format on YouTube (search NFPA tutorial), or dive right in at www.nfpa.org/Catalog/RequestPrintCatalog.asp.

update YOuR hvac pRincipleSASHRAE’s new textbook, “Principles of Heating, Venti-lating and Air-Conditioning,” includes new values for cli-matic design information; heating, wind, and cooling and dehumidifying design conditions; and thermal conductiv-ity and resistance for common building and insulating materials. The chapters on system design and equipment have been significantly revised to reflect current heating and air-conditioning system practices. For more informa-tion or to order, visit the bookstore at www.ashrae.org.

ReSOuRceS

Continued on p.10

hOneYwell acquiReS RightS tO OtteR

PS1002_09_10_UpRun.indd 9 1/28/10 11:14 AM

10 February 2010 www.PLaNTSerVICeS.Com

up & Running

One location - Worldwide motor knowledgeNetworked Automated Analysis The success of any predictive maintenance program is in the details. Getting those details in a usuable format involves a great deal of hard work. Baker/SKF takes some of this hard work and makes it easier. Finally, by utilizing the new SKF Online Motor Analysis System-NetEP, automatically analyze real time data from anywhere an Internet connection exists. Understand the condition of your rotating equipment through preset alarms. Get immediate notification upon an event. Keep your machinery working at an optimal level while minimizing the costly occurance of motor failure.

To learn more on how Baker/SKF can help maintain your assets and improve your bottom line, talk to your Baker/SKF representative or visit us at www.bakerinst.com.

Shell, for example, uses OTTER technology along with Honeywell’s Operations Management Pro (OM Pro) solution as part of its Ensure Safe Production (ESP) program. The ESP program has significantly reduced Shell’s unplanned downtime and process safety incidents and is being rolled out to its facilities globally.

“By providing timely and conve-nient access to relevant data in the field and improving communica-tion between teams, OTTER gives operators the information they need to make the best decisions, which can ultimately improve plant and business performance,” says Mark Stevens, vice president, downstream technology services, Shell Global Solutions.

Continued from p.9

Chicago Mayor Richard M. Daley (left) thanked Jim Warren of the Fabricators and Manufacturers Association (FMA), which received a Platinum Partner Award to honor its commitment and contributions to Austin Polytechnical Academy (APA), a manufacturing and engineering high school in the Chicago Public Schools. FMA funded a $20,000 grant request from the Chicago Manu- facturing Renaissance Council (CMRC) to support APA’s FIRST Robotics Team, asummer manufacturing camp for youth, and the school’s new Manufacturing Technology Center (MTC).

“The APA provides students with a rigorous college- and career-prep educa-tion, industry-recognized credentials, and meaningful work experience so they can find employment in manufacturing or engineering directly after high school,” says Warren. “We believe this vocational fast-track will inspire more young people to consider manufacturing as a career option, help fill much-needed skilled labor positions, and help revitalize Chicago’s manufacturing community.”

FMA AWARDED FOR SuppORTing HigH-TECH HigH SCHOOL

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PS1002_FPA.indd 11 1/27/10 1:46 PM


New ChalleNges Call for New TradiTioNswe have better ways to teach new and unskilled workers

are you concerned that the over-gifting at Christmas is giving us desensitized, ungrateful kids? Has the tradition of giving our kids presents given us spoiled, entitled brats? Is it time for a new tradition? My family shares that concern, so in 2008, after my nieces and nephews played with their new toys from Santa Claus and were getting tired of prancing around in new cowboy boots that lit up when they walked, my brothers and I donned cowboy hats and strapped neckerchiefs around

our faces. We burst into the room, fired off our cap pistols, and told the kids that we were taking their presents and new boots.

We met strong resistance. My 6-ft. 4-in. frame ran into the outstretched lower jaw of my 24-in. tall niece who, with her hands on her hips, proclaimed that those were her boots and that we were not taking them. Then my five-year-old nephew found his new rifle cap gun and lisped to his cousins that he would protect them against those “wobbers.” He and the others chased after us. When they fired their cap pistols, my brothers and I acted as if we were struck by cannon balls and collapsed to floor. The kids were victorious at vanquish-ing the evil-doers and saving their presents. They really hung onto them and seemed to appreciate the presents more.

We dressed up as pirates this year – pictures are on my Facebook page if you dare to look. But, what does this have to do with the maintenance crisis?

Traditional views of education are being challenged and revamped. The traditional education model of teachers standing in front of room lecturing, requiring dry reading assessments, expecting kids to memorize massive amounts of information just to be tested later simply doesn’t work. Education needs a serious upgrade.

Several Ph.D.s are studying electronic gaming and how games can be leveraged to provide a stimulating educational experience. The goal is to motivate future workers and engage them by making dry content exciting. The idea is to integrate history, language, science, technology, engineer-ing, and mathematics to expose students to possibilities in

the real and virtual world so they’ll understand the purpose and relevance of education.

Gayla S. Keesee, MEd, curriculum designer for Fayetteville Technical Community College, not only gets it but is work-ing passionately to reduce educational dropout rates. She is researching new approaches and implementing her findings with teams of others to build more effective tools that comple-ment the educational experience. She shares her insights and programs on her blog at http://edtechlady.blogspot.com.

As an example of the new educational experience future students will receive, Dimension M (www.dimensionm.com) is an immersive video game world that engages students in learning mathematics. Pre-algebra and algebra objectives are covered through a series of missions that bring math into a world that today’s students understand. The games are research-based and linked to specific objectives. Download a demo to try out this new approach.

How is that going to foster better manufacturing, facili-ties, and fleet maintenance and management? Employers constantly complain that candidates don’t have prerequisite math skills necessary to program, develop, operate, and manage equipment.

Our educational system is getting upgraded with immer-sive, educational experiences. Interactive 3-D programs are being developed to manage, operate, and repair robotics, PLCs, CNC equipment, and even educating workers on the fluid dynamics of hydraulics and pneumatics.

The traditional training program where younger work-ers follow older workers around doesn’t generate effective results either. The older worker probably never was taught how to train and probably is conflicted about confiding his undocumented knowledge and losing job security.

By adding virtual games to expose gamers to the nuances of manufacturing the way ABB does (www.abb.com/reliabil-itychallenge), we’ll develop a talent pool with appreciation for the finer details that drive our economy. As other coun-tries take our manufacturing and service jobs, our academic systems finally are beginning to appreciate the jobs they used to ridicule, and providing not just the presents that we need, but presence of leadership to guide us forward. I hope that more step up to add new traditions to complement, if not replace, antiquated, worn out practices.

e-mail Contributing editor Joel leonard at [email protected].

Crisis CorNerJoel leonard

several Ph.d.s are sTudyiNg eleCTroNiC gamiNg aNd how games CaN be leveraged To Provide a sTimulaTiNg eduCaTioNal exPerieNCe.

PS1002_12_Crisis.indd 12 1/28/10 11:16 AM

New from WD-40 Company: BLUE WORKS™ Industrial Grade, specialty maintenance products. Ask your distributor for details on how you can experience outstanding performance from a line that meets your rigorous technical requirements.

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C

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PS1002_FPA.indd 14 1/27/10 2:21 PM

When a world leader in adhesive manufacturing wanted to reduce its monthly nitrogen costs without having to make an upfront capital investment, it contacted Air Technologies (www.aircompressors.com), a leader in providing com-pressed air and nitrogen as a utility service.

The manufacturer uses nitrogen to blanket the produc-tion tanks, keeping oxygen from reacting with the product. Nitrogen also is used in the packaging process to keep the product from hardening in the package. The facility is fed from a nitrogen pipeline running along the back of the property. The nitrogen enters the building at a pressure of 115 psig with a purity of 99.99%. The gas is then regulated down to a maximum pressure of 55 psig, with the majority of the users requiring 40 psig.

A nitrogen generation system that could provide 106 cfm would be adequate to handle the plant’s nitrogen base load. Any additional nitrogen load could be supplied from the facility’s existing nitrogen pipeline. The plant’s engineers determined that a purity of 99% was adequate for blanketing and packaging purposes.

The Utilities Service group at Air Technologies developed the nitrogen system. Air Technologies’ DirectAIR Com-pressed Air Utility Service has been providing “over the fence” compressed air to more industrial customers than anyone else in the United States. These unmanned com-pressed air generation sites are owned, operated, monitored, and maintained by Air Technologies to provide a continu-ous supply of 100% reliable clean dry air. With more than 150 years of combined operation without a single continu-ous hour of low air pressure at its DirectAIR sites, Air Technologies knew that providing nitrogen would be an easy transition. It engineered a complete system to provide the required 99% pure nitrogen at 80 psig to the plant, which will never see a maintenance or rental bill. Also, the Air Technologies system is more energy efficient than the previ-ous nitrogen system. The monthly bill is based only on the measured nitrogen consumption.

An exclusive ManagAIR control system monitors and controls the onboard equipment as well as compressed air pressure, flow, dew point and nitrogen pressure, flow and purity. Should any equipment or performance abnormal-ity occur, ManagAIR contacts the DirectAIR operations team for immediate response. The system can be accessed remotely and corrective action taken.

“We received quotes from five companies,” says the compa-ny’s Lean Manufacturing Engineer. “Air Technologies offered the best value. Additionally, we’ve dealt with them in the past, as they maintain our plant air compressors. And, we found them to be professional and responsive to any issues we might encounter. Also, the ManagAIR software provided savings in our compressor operation as well as insight into how our com-pressors are running. We hoped to have the same insight into how the new nitrogen system is running.”

The system was delivered completely assembled and ready to run in a custom-engineered modular facility, which is erected just outside the plant’s battery limits. The module secures the equipment from tampering and is engineered to provide a suit-able operating environment for the equipment year round.

The electrical, foundation, rigging, and piping installation was included in the DirectAIR nitrogen monthly fee to keep the plant’s capital outlay at $0. The system can grow with ad-ditional capacity that might be added in the future. Another module can be installed at any time.

The total operating cost, including the monthly DirectAIR fee and electrical operating costs, is lower than the previous nitrogen cost. In the end, the plant got the latest technology and reduced monthly operating costs without spending a nickel. The manufacturing engineer says, “In a recession year, any opportu-nity to save money with no capital costs is very attractive.”

For more information, contact Steve Schoeny, utility services group manager at Air Technologies in Cincinnati, Ohio, at (513) 539-6747, (513) 200-7089, and [email protected].


WhAT WOrkS

GenerATinG niTrOGen On SiTe CuTS COSTSThe system was installed with zero capital investmentBy Trey Donze

The nitrogen system was delivered completely assembled and ready to run in a custom-engineered modular facility, which is erected just outside the plant’s battery limits.

PS1002_15_Works.indd 15 1/28/10 11:17 AM

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Lubrplt2-2010PS.indd 1 1/4/10 12:18:43 PMPS1002_FPA.indd 16 1/27/10 2:07 PM

A Wise Use of TimeAdopting an information-centric approach to mRo and retrofitting

The sluggish economy forced most manufacturing companies to hunker down and plan very diligently. Under-demand has led to overcapacity that is resulting in a mental-ity of “rob Peter to keep Paul running.” In other words, when (not if) demand increases with economic recovery and plants’ full capacity is again required, significant challenges could suddenly arise.

Lines that have been used sparingly during the past year will require upgrading before they can be used for produc-tion, and those upgrades will need to address a company’s sustainability goals, as well as the needs of a workforce fea-turing a good percentage of personnel with vast experience but nearing retirement.

How can facility owners and managers best manage this situation? By continuing to spend their time wisely, and devoting resources now to address capital investment and operating expenses that broaden functional improve-ments and add capability, so their plants will be ready when demand picks up. Lagging strategies will open the door to competition, both for individual manufacturers and for the U.S. manufacturing sector as a whole.

As you address this issue, it’s crucially important to keep a keen eye on both the power and ease of use of information. Information gathered from the plant floor can be analyzed and incite actions that can reduce costs by increasing efficiencies, predicting maintenance mea-sures, and maximizing energy efficiency. The technologies necessary to enable the enhanced information acquisition and management that produces faster, real-time decision-making are currently available, and they’re easier than ever to operate and maintain.

That means line operators and maintenance personnel of all ages – from the experienced technician to the new hires – can be productive faster, instead of spending valu-able time learning the nuances of new components. Key offers in this “shop floor to top floor” approach include programmable logic controllers (PLCs), HMI/SCADA, and I/O with more embedded intelligence, whether in the form of programmable automation controllers (PACs) or simply devices like AC drives with embedded controllers. These components can be part of an enhanced communi-cations network that can funnel real-time information to key decision-markers to maximize productivity and meet sustainability goals.

But the availability of these solutions - and the talents of system integrators and electrical contractors to install them – is only half of the equation. The rest is more subjective – the choice manufacturers have right now to investigate, identify, and implement the solutions before demand leads to production ramp-up, taking into ac-count the opinions of those who will operate the equip-ment, and those who will use the information that will be generated.

It’s also important to note that there is currently a shift from concern over plug-and-play to increased interest in how to handle the myriad data coming from the plant floor. Bolstered by the shift to standard communication (i.e., Eth-ernet), this means manufacturers now depend on suppliers to help solve problems and provide integrated systems with data management and reporting that is well-thought-out and easy to use. Taking advantage of these factors today can accrue the benefits listed above, along with better energy management, which can help reach a manufacturer’s sus-tainability goals.

So, as the U.S. economy grows, so also does the op-portunity to broaden functional improvements and add capability, particularly in the area of information facilitation. Conversely, choosing to “wait and see” will incur complications later by placing manufacturers in a less-competitive position.

Of course, making a decision to invest and actually spending the funds can be two different things. That’s why Schneider Electric advocates a comprehensive plan based on evidence gained through research before the first purchase order is written. Such a plan will include everything from an acceptable projected payback period to intangibles like an internal champion. The result can be a tremendous competi-tive advantage.

Andy Gravitt, senior vice president, industry business, schneider electric North America, may be reached at [email protected].


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The GrowinG Value of a CMMShow to build the business case for better asset management

now more than ever before, building a business case for upgrading or purchasing a new CMMS has become much easier, or so it should be. With an uncertain economy, rising regulatory pressures, growing global competition, and an aging infrastructure, companies are looking to technol-ogy and smarter assets to become more competitive. These trends translate into increased value of a CMMS that can be used to maximize asset availability, reliability, and perfor-mance while minimizing total cost of ownership for every asset class across your enterprise.

The move to smart assets: One of the most significant trends of the new century is the transformation of physi-cal assets such as plant equipment, facilities, and vehicles, to smart assets. By adding a computer chip, RFID tag, GPS device, or a sophisticated onboard computer, assets can be monitored and tracked from virtually anywhere. The digiti-zation of assets has increased their value to the organization, and in turn, the need to better maintain them using tools such as the CMMS.

But with the proliferation of smart assets comes increased cost and complexity, as well as the need for greater integra-tion. This adds tremendous strength to the business case for upgrading or implementing a new CMMS capable of better integrating the many silos of technology and lowering your asset lifecycle costs. In some cases, smart assets have become mission-critical, such as automated safety systems, thereby increasing our reliance on tools such as the CMMS to mini-mize catastrophic failure.

The rising importance of sustainability: Another chang-ing dynamic resulting from smarter assets is the increase in energy consumption experienced worldwide. For example, depending on whose survey results you believe, data center costs are at least two to three times what they were five years ago due to increased computerization. This is despite advances made by computer manufacturers with green tech-nology that consumes less energy.

Rising energy consumption and associated costs threaten our environmental sustainability. Modern CMMS packages can play a huge role in monitoring energy consumption of assets to ensure costs are properly managed. The following CMMS features can assist in identifying opportunities to reduce your energy footprint:

• Condition-based monitoring to track energy consump-tion for a given asset, including user-definable upper and

lower control limits, trend analysis, and the triggering of preventive maintenance work orders when energy consumption meets established condition criteria.

• Ability to correlate energy consumption with variables such as environmental conditions, operational output, equipment manufacturer, age of equipment, PM history, and so on, in order to determine factors that minimize energy consumption.

• Repair/replace and lifecycle management decision-making that incorporates energy consumption (e.g., determining if it is cost-effective to replace an asset with a new one that consumes less energy).

The emphasis on measurement: Another factor driving companies to upgrade or buy a new CMMS is the increased focus on measurement. Shareholders are looking for more detailed information about a company before investing. Consumers are becoming more concerned about the com-pany that manufactures and sells a given product. Senior managers have an insatiable desire to measure and bench-mark against their competitors. These and other pressures to get better at measurement have resulted in improvements to the CMMS such as:

• Predefined key performance indicators such as PM compliance, mean-time-between-failure, and asset availability.

• Business intelligence including dashboards, graphics, standard reports and queries, etc.

• Balanced scorecard capability.• Data analysis and decision-support tools, e.g. Pareto

analysis to identify recurring problems, root cause analysis, and lifecycle analysis.

Increased regulatory pressures: Regulators have intensi-fied their demand for better controls and detailed reporting from companies to protect employees and the public from the catastrophic failure of assets. CMMS vendors have re-acted with an ever-increasing array of features and functions that help satisfy the needs of regulatory bodies from every industry. These include:

• Flexible reporting tools that allow users to easily create


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reports in a format and level of detail suitable to relevant regulatory requirements.

• Advanced approval capability to ensure adequate control over expenditures, work initiation, deferral of work orders, re-opening a closed work order, configuration of the CMMS, etc.

• Security features such as log-in password, digital signa-tures, and read/write access down to the field level for roles or individual users

• Error-checking capability for format, range and logic (e.g., preventing a planner from reserving an undersized part for a given asset).

• An audit trail function that records all changes to the database (e.g., changing key data in the equipment, parts, vendor or employee master file).

• Notification and alarming capability that alerts the ap-propriate user or manager when a user-defined condi-tion is met, such as a process is out of control, a PM is long overdue, or suspicious data has been entered.

Greater savings and benefits: Another reason why the value of a new or upgraded CMMS has been growing is that the potential savings and benefits have become more sub-

stantial for many companies. That value stems from moving to a modern, more automated CMMS. For example, compa-nies have seen productivity gains of 5% to 30% when deploy-ing handheld mobile devices for maintainers to download their work orders, input parts and labor, view equipment history and diagnostic data, refer to a graphic parts book or map, scan a barcode label, and other useful functions.

Modern CMMS packages have sophisticated features that assist in moving your company to a more planned environ-ment. These include condition-based monitoring func-tionality, strategic and long-term planning capability, and reliability-centered maintenance features. Unplanned work can cost anywhere from 1.5 to 3 times more than properly planned work, so companies currently saddled with a fire-fighting mentality can achieve significant savings.

The strength of your business case will depend on when you last replaced your current version of CMMS. Typically, the longer it has been, the better the payback, especially if your starting point is a manual or semi-automated system.

E-mail Contributing Editor David Berger, P.Eng., partner, Western Management Consultants, at [email protected].

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Technology ToolboxSheila Kennedy


geT PumPeddon’t let inefficient and inappropriate pumping systems degrade the bottom line

Incorrectly applied pumps lead to higher maintenance and energy costs, more CO2 emissions and shorter life cycles. New materials, designs, and technologies let pumps operate more efficiently and reliably for more applications.

Energy: This controls the total cost of owning a pump. Technology that increases the efficiency of air-operated double-diaphragm pumps could prove beneficial. Warren Rupp’s Sandpiper EST pumps have an On-Board PowerGen system that runs completely on compressed air. It modu-lates air flow to optimize energy usage. Automated controls self-adapt to changing process conditions. This reduces air use, maintains flow, increases overall air capacity, and reduces energy use. Sandpiper EST pumps reportedly perform from 26% to 51% better than four other brands in flow-per-unit of compressed air. The technology is available on Sandpiper 2-in. and 3-in. standard-duty metallic pumps.

Certified green: A variable-speed pump controller that reduces energy and water consumption might qualify users for green incentives, rebates, and LEED certification. ITT’s Bell & Gossett Technologic 502 variable-speed pump controller, which controls four pumps in parallel, reduces electric and water costs and reduces wear in HVAC and pressure-boosting applications.

The pump controller and adjustable-frequency drive, housed in one enclosure, uses custom algorithms to support a complete range of pumping applications. The Technologic 502 is expand-able, allowing three follower drives of equal size to be added as needed. Alternation of multiple pumps is in both manual and automatic modes to provide even wear, and lag pumps start automatically if the lead pump fails. The system supports local and remote start and contains four analog sensor inputs. It pro-tects against motor overload, out-of-range operation, high-pres-sure conditions, insufficient suction pressure, thermal build-up in pressure-boosting applications, and accidental data loss.

Chemical resistance: Corrosive fluids and harsh environ-ments can wreak havoc on chemical pumps. A unit that combines the chemical resistance of perfluoroalkoxy (Tef-lon-PFA) linings and the strength and corrosion resistance of stainless steel handles it all safely and effectively.

With Liquiflo’s Poly-Guard Series gear pumps, corrosive liquids never come in contact with metal. The PFA lining is bonded to the stainless steel surface. Other internal compo-nents are available in Teflon, silicon carbide, PEEK, Kynar PVDF, TTZ and other non-metallic materials. A sealless magnetic-drive prevents fluids from leaking and chemicals

from escaping. The pump is suited to high-purity services because its wetted parts are non-metallic, and to metering and transfer applications because of smooth, pulseless flow.

Expanded stability: Diaphragms made of Teflon AF (amorphous fluoropolymers) enable microfluidic pumps and

valves to operate stably in a wider range of temperatures than their silicone-rubber counterparts, according to re-searchers at the University of California, Berkley, for NASA’s Jet Propulsion Laboratory. Pumps and valves with dia-phragms made of silicone rubber, or PDMS, are stable from 41ºF to 176ºF. The somewhat porous PDMS membranes retain water, and applications below 0ºC are unsuitable. By comparison, pumps and valves with Teflon AF pneumatical-ly-actuated diaphragms are stable from -193ºF to 248ºF. In addition to greater thermal stability, the polymer material is less permeable and more resistant to chemical attack.

Micro scale: Researchers at Caltech developed a technique for making miniature scroll pumps. These serve as low-vac-uum roughing pumps for miniature scientific instruments such as portable mass spectrometers and gas analyzers.

The design and fabrication differs from conventional scroll pump machining. They would be micro-fabricated using a German lithography, electroforming, and molding process that gives the required tolerances at large aspect ratios. The pumps contain two scrolls; one on a stationary baseplate and the other on a flexure stage. The circular orbit of the flexure stage produces the pumping effect.

e-mail contributing editor Sheila Kennedy, managing director of Additive communications, at [email protected].

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ManageMent / ServiceS


Recent years have seen a steady increase in the demand for remote asset management services, and both the number and scope of service offerings is growing. While historically, companies have been slow to relinquish operational control to outsiders, convergence of business and technology challenges and improvements in information technology (IT) security are alleviating their concerns. Those that manage to overcome any initial degree of wariness quickly realize the rewards of strategically outsourcing surveillance, analysis, diagnostic, and maintenance activities to remote service providers.

DRiven by the econoMyWhen the recent global recession wreaked havoc on the demand for manufactured goods, drastic measures were taken. “Plants have scaled back their operating time,” says Steve Carlson, global product manager of InSite Services for Rockwell Automation (www.ra.rockwell.com). “Many that once ran 24/7 are now one shift only, so the production in that shift must be flawless.”

It’s not just in discrete manufacturing. “Equipment uptime and production levels are especially important in process plants,” adds Vlad Bacalu, product manager for Advanced Technology Services (ATS), www.advancedtech.com. “Very few customers have redundant equipment and, therefore, they can’t shift pro-duction to other equipment. This makes uptime essential.”

Consequently, the methods chosen to ensure reliable uptime increasingly involve third-party expertise. “Because there is increased pressure on manufacturers to do more with less, they are turning to solutions that maximize maintenance timeliness and effectiveness,” says John Schroeder, business development manager, Remote Services, ABB (www.abb.com). “Remote ac-cess typically provides significantly improved technical support response times. Having these services available 24/7 is hugely beneficial to manufacturers.”

Reducing downtime by even 10 minutes can generate sig-nificant cost savings. Some downtime incidents will be elim-

inated completely as a result of remote predictive mainte-nance services. Cost efficiencies are further amplified when remote monitoring equipment and software is bundled with a service contract, because it allows the customer to avoid the capital expense of purchasing the technology while also reducing associated labor and training costs.

ease woRkfoRce constRaintsSkills gaps in the employee base are widening because of high attrition and low replacement rates, and employers are challenged to keep up. “I think we will come out of the recession with the skills shortage more acute. Many com-panies cut personnel during the last 12 to 18 months, and those people are generally not going to come back,” predicts Jonathan Hakim, president, Azima DLI (www.azimadli.com). “Additionally, we’ve found that when companies launch reliability programs, they often are defunct in two or three years because it is very hard to develop and sustain the expertise internally.”

Remote services can support a move to the next level. “All of our predictive work is outsourced because we don’t have reliability experts or trained people in the field who can make the call on a unit’s overall mechanical status,” says Rasmus Dorrington, rotating equipment engineer for Co-lonial Pipeline Company (www.colpipe.com). “Some of our pumping units were installed in the early 1960s. We used to rely on preventive practices, but two years ago we began some basic predictive maintenance, including overall vibra-tion readings, oil sampling, and analysis on the mainline piping unit.” The Atlanta, Ga., facility recently added full-spectrum vibration analysis with help from Azima DLI.

“Greater skill sets and knowledge are required to support open technology, and it is difficult to maintain an adequate level of expertise at every site,” says Shawn Gold, remote services global program manager for Open Systems Services at Honeywell (www.honeywell.com). “For example, a distributed

Best Friend?Remote services solve problems with reliability, staffing, and skills

by sheila kennedy, contributing editor Remote seRvices solve pRoblems with Reliability, staffing, and skillsBy Sheila Kennedy, Contributing Editor

PS1002_22_27_CvrStry.indd 22 1/28/10 1:30 PM


control system itself is not generally complex, but running it on top of a Windows environment increases the workload.”

Remote service providers fill the labor gap with a supple-mental workforce. “We are keenly aware of our customers’ requirements to use their technology investments in the most cost effective way,” says Bruce Oyler, manager of Global Asset Reliability Services for Emerson Process Management (www.emersonprocess.com). “We augment plants that have compli-cated equipment, but lack in-house expertise, and we provide second-opinion services, which are good for resolving disputes about whether an OEM or the plant owns a problem. Our in-tent is to give our customers service capability where they lack the skill sets or funding to build a program internally.”

Support SophiSticated technologyKeeping up with constantly changing and highly sophis-ticated information systems is an ongoing effort. “The technology in the plant is not getting any easier to support,” says Carlson. “Customers are increasingly installing control, manufacturing execution, and process systems that are in-tegrated together over the network and supply chain, which increases the complexity of the systems.”

Modern process control systems are built to gather a lot more data than in the past, and com-panies are drowning in data. “In addition, de-vice costs are going down, particularly wireless technology, which leads to a greater percentage of plants being monitored,” says Hakim. “This increases the premium on the ability to make sense of the data and makes remote monitoring services like ours more valuable.”

In general, corporate IT system administrators are concerned about protecting the data, while the process IT personnel are more concerned with protecting plant processes and consider a little data loss acceptable, ac-

cording to Gold. “Our customers need someone who under-stands and appreciates the process considerations.”

Companies are trying to get more juice out of their assets, Hakim adds. “They want to harvest and centralize data to make better sense of it, and have the data visible to the op-erating side of the plant rather than siloed in a maintenance department computer.”

overcoMe Security concernSAlthough the benefits of the remote service model are easy to recognize, the primary sales and implementation barrier for remote online systems concerns IT policies and firewalls. They are, however, being overcome. “It is an urban legend that plants won’t allow remote connections. The IT space has been accessing enterprise business systems like SAP and Oracle remotely for years,” says Carlson.

“Data concerns are arguably more imaginary than real,” Hakim agrees. “What would someone do with a bunch of vibration data if they could get their hands on it?”

Remote seRvices solve pRoblems with Reliability, staffing, and skills




Like online banking, a cultural shift is underway, but security remains an issue for some. “We find our customers are cautious,” adds Gold. “They want to improve their maintenance and systems, but worry about security, tarade secrets, and relinquishing control. A minority immediately sees the value of remote services, but the majority is guarded, particularly if there is potential for a safety incident to occur or when critical distributed control systems are involved.”

To ensure the safety and integrity of customer information, remote service providers are taking active measures at multiple levels (Figure 1).

For instance, ABB’s secure re-mote access process is documented and shared with the customer. Key security measures include registered users with limited privileges, strong authentication, encrypted outbound-only communications, and logs of all remote activities. Secure control room environments are offered, and the customer maintains complete control over when an ABB engineer is allowed remote access and what data is allowed to be viewed and transferred. The cus-tomer can monitor the entire remote session and end it at any time.

This approach is similar to the others

but some customers still need convinc-ing. “There remain issues with getting on the customer’s network to fully and automatically monitor their systems,” says Bacalu. He explains that condition-monitoring data is read-only and variables limit the data ATS receives. In most cases, the customer moves its own data into an ATS-specific data table, which is then transferred to the ATS network. In other instances, the customer’s control networks are separate from the IT networks and ATS ties di-rectly into its control data. ATS does not send data to controllers or machines.

ReMote offeRings aRe RobustThe scope of available remote services has never been larger. From provid-ing IT support and disaster recovery services to troubleshooting faulty Ethernet modules, the possibilities for

remote service abound. The services might might fill niche skills gaps, as when electrical technicians lack exper-tise in batch management, historians, and MES systems, or they might might encompass the entire operation.

Some providers deliver across-the-board managed services for plant and IT assets, while others are dedicated to spe-cific equipment condition-monitoring techniques. Depending on the customer, services might might be provided at the corporate level via the corporate intranet, or one-off at individual sites. Service contracts are most commonly for a term of one year or more.

Most remote service vendors provide some degree of monitoring, analysis, and diagnostic services, and automati-cally notify the customer when correc-tive actions are required. If the customer needs assistance with a work task or repair, the vendors might provide phone or on-site support. At a few very large facilities, the vendor might staff service personnel on site.

“In automation systems, anything an engineer can do from a laptop in the plant, we can do remotely,” says Carlson. “If a screwdriver or wrench is needed, we’ll reach out to the plant floor technicians and guide them through the appropriate action. If they don’t have the necessary skills, we’ll dispatch field engineers with the right knowledge and parts so they can get in and out of the customer site quickly.”

Like Rockwell, Emerson personnel don’t normally do wrench turning, although they can oversee repairs or assist with certain types of repairs, such as manually realigning and balancing equipment. “As long as the customer can

secuRity blankets

figure 1. Honeywell’s security protocol is very restrictive with two-factor authentication, and all appropriate security standards are applied. The customer completely controls all data going in and out, and the information is segmented in a secure, isolated environment, even within Honeywell.

• Surveillance – remote monitoring and proactive notification• Diagnostics – remote system analysis and troubleshooting• Administration – Life-cycle application and system management• Knowledge – Technical support and system information database• Optimization – System performance improvement and development• visualization – Web-based machine, process and production intelligence(Source: rockwell Automation)

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transfer data and we can read it, then we can analyze it,” says Oyler. “We watch for bearing condition faults, misalignments, imbalances, excessive temperatures, compressor or turbine efficiencies, motor condition, and other key indicators.”

Full-service optionsRockwell Automation’s foundation for remote services is TechConnect Support, a network of customer support centers offering real-time phone support for soft-ware and technology, product updates, and electronic tools. Remote monitoring and diagnostic services for process and drive systems were added, and by April 2009, a full line of managed services was launched under the InSite Services brand.

InSite Services takes a holistic, site- or system-wide approach, with capabili-ties for remote and on-site surveillance, diagnostics, administration, knowledge management, and optimization.

Most InSite Services contracts include the diagnostics, knowledge, and surveil-lance services. Most customers add scope over the life of a contract, such as disaster recovery, system performance manage-ment, and patch management. “We literally become a virtual extension of the organization,” explains Carlson. “With our global incident management system, global phone system, global knowledge base, and remote technology, there is always a Rockwell resource available for any situation at any time.”

ABB likewise offers remote ser-vices for virtually all aspects of a plant, including automation, equipment health and performance, mechanics,

electrification, electronics, production, and quality. ABB’s Remote Diagnostic Services (RDS) solution consists of con-dition monitoring, diagnostics, trouble-shooting, and predictive and preventive maintenance services. Remote optimi-zation services for systems, processes, and machines also are offered.

“ABB’s remote diagnostic services provide our customers with a cost-effective and efficient way to automate data collection, conduct network analy-sis or system health checks, evaluate and optimize control systems, and web-enable the analysis and troubleshooting of plant equipment,” says Schroeder.

ABB has integrated its SupportLine help desk and Remote Connectivity infrastructure to provide customers a single point to call. The same escalation process is used for both customer calls and automatic notifications.

“Honeywell has been using the Internet and dial-up capabilities for at least 10 years in a very structured way,” says Gold. The company’s Open Systems Services includes both onsite and remote system performance-monitoring activi-ties. Honeywell also offers Loop Scout, which remotely monitors and reports on control system loop performance; Benefits Guardianship Maximum, which optimizes advanced process con-trol (APC) performance remotely; and the Technical Assistance Center, which provides remote software and hardware support and troubleshooting.

The remote services generating the most interest include system perfor-mance monitoring and management,

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along with backup, antivirus, patch, and release management services. “It doesn’t make sense for companies to do these tasks themselves if they lack the expertise to conduct complex analysis of multiple parameters,” explains Gold.

Honeywell’s unique expertise with its control systems enables them to develop very accurate and robust models to determine how a system is performing, its chance of failure, and how to prevent problems from occurring.

Emerson supports rotating equipment, including turbines, compressors, HVAC, pumps, motors, boilers, heat exchang-ers, and cooling towers. The company’s Global Asset Reliability Services include remote predictive diagnostics of me-chanical equipment, electrical equipment, instrumentation, and control valves.

It performs remote machinery health monitoring using data from portable vibration, infrared, and ultrasound devices, as well as online prediction and performance technologies. “For customers lacking adequate reliability engineers, vibration analysts, or other skilled resources in house, we’ll teach them how to collect the data and ana-lyze it for them,” says Oyler.

SpecialiStS handle nicheSAzima DLI believes it is the largest inde-pendent condition monitoring service supplier in North America. Its Watchman Reliability Services organization moni-tors, gathers and interprets data on vibra-tion, temperature, and oil quality, and provides information on how to manage maintenance most efficiently.

“The condition monitoring industry is evolving with the separation of diag-nostics from information gathering,” says Hakim. “Traditionally, condition monitoring in industrial plants involved internal activities performed by quali-fied analysts who would collect, analyze, interpret, screen, and report information. Today, collection is increasingly separate from analysis because it is more efficient to bring the data to an analyst rather than vice versa, but also because skills short-ages inside industrial plants limit their

ability to interpret and analyze the data.”Azima DLI offers both online and

handheld data collection, and most customers choose a combination of the two services. Online systems enable the most critical assets to be automatically monitored (Figure 2). For less critical equipment, data is gathered on handheld devices and uploaded for analysis and interpretation by Azima.

For customers with a high level of au-tomation, especially those in the process industry with elaborate integrated control systems, ATS is able to tie into the control systems to monitor machine performance and condition and make maintenance decisions based on its status and process variables. The company also is getting into diagnostics. “All the modern motor drives, PLC controllers, etc., have built in diagnostics codes,” says Bacalu. “The in-formation is readily available in the drives but the customers rarely look at it. They just want the machine to run.”

Production information is also provid-ed. “Once there is visibility into the num-ber of products produced on a machine, the operator knows someone is watching and will try to produce more products, more efficiently,” explains Bacalu. The company’s long-term goal is to add prod-uct quality data to the mix and have the capability to measure overall equipment effectiveness (OEE) from afar. 305-591-8935 • www.ludeca.com

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28 FEBRUARY 2010 WWW.PLANTSERVICES.COM

DC motors were � rst developed in the early 19th century and continue to be used today. Ányos Jedlik is credited as being the � rst to experiment with DC motors in 1827. William Sturgeon (1832) and � omas Dav-enport (1837) are credited with taking Jed-lik’s laboratory instrument and trying to commercialize it. It wasn’t until 1871 when Zénobe Gramme’s design of a dynamo was accidentally connected to a second dynamo that was producing a voltage that the DC motor we think of today start to turn and do work.

� e DC motor reigned alone in the fac-tory for only 11 years. In 1888, Nicola Tesla stepped into the factory with today’s well known three-phase electric system and the AC induction motor has been taking work away from the DC motor ever since.

So, the question remains – why has the DC motor continued to be used from 1888 until today? A primary reason is the mo-tor’s variable speed characteristic. When the voltage to a DC motor is increased from zero to some base voltage, the motor’s speed increases from zero to a correspond-ing base speed. An induction motor, on the other hand, always runs at full speed. If a speed other then this is desired, it must be achieved via belts and pulleys, hydrau-lic pumps and motors, or gear boxes and clutches. � ese devices provide for rotation at a speed something less (or greater) then the design speed, but adds mechanical complexity.

A DC motor can develop full torque within the operational speed range from zero to base speed (Figure 1). � is allows the DC motor to be used on constant-torque loads such as conveyor belts, elevators, cranes, ski li� s, extruders, and mixers. � ese applications can be stopped when fully loaded and will require full torque to get them moving again.

Getting a variable DC voltage to a DC motor was done in several ways. � e easiest was with a large carbon rheostat that either increased or decreased the voltage supplied to the motor. It also was done with motor-generator (MG) sets, which used a constant-speed AC motor directly coupled to a DC generator. � e generator’s � eld was then increased or decreased. � is resulted in an increase or decrease in the generator’s termi-


THE REASONS COME

FROM THE USER BASE, R&D, AND

THE APPLICATIONBy Bob Simon M.Sc., P.E.

THE REASONS COME

FROM THE USER BASE, R&D, AND

PS1002_28_32_Motor.indd 28 1/28/10 11:51 AM

WWW.PLANTSERVICES.COM FEBRUARY 2010 29

ENERGY / MOTORS

nal voltage. As terminal voltage increases or decreases, the speed of the connected DC motor also increases or decreases.

Static inverters were developed later and the recti� cation of AC to DC was done using vacuum tubes. Semiconduc-tors were developed and the analog converter replaced the recti� ers. Finally, the microprocessor was developed and the converter went digital. � at’s where the technology stands today with respect to providing an AC-to-DC conversion.

As the development of semiconductors continued, the development of the digital DC converter also continued. More im-portantly, this lead to the development of the AC inverter. � e AC inverter is the bit of engineering technology that was going to push the DC motor down the same path as the Pickett slide rule and the Post dra� sman’s compass. � e AC inverter allows a standard induction motor to be operated at any speed, just like the DC motor. And, it does this without brushes. Brushes are the primary maintenance headache when using a DC motor.

PERFORMANCE CHARACTERISTICSDC motors have three operating regions (Figure 1). � e � rst is from zero to the base speed and is called the called the constant-torque range. As motor voltage is increased from zero to base voltage, the ability to develop full torque remains constant. Motor power increases from zero to rated power as the voltage chang-es. O� en, this region is labeled VP/CT for variable power/constant torque. � is characteristic of a DC motor lent itself well to applications that had to operate at various speeds while fully loaded.

� e second region is called the � eld-weakening (FW) operational range, or constant-power range (Figure 2). � is op-erating range normally ranges from the base speed to a speed that is about two or three times the base speed. When at base speed (full voltage) and the � eld current is reduced, the motor increases in speed. In this region, the power remains constant as speed increases. � e increase in speed comes at the expense of a reduction in the torque available to turn the load. O� en

this region is labeled CP/VT for constant power/variable torque.

� e take up rolls at the end of a paper machine operate using this � eld-weaken-ing range. Paper comes o� the machine at a � xed speed. When a new roll is started, the load on the spindle is the lightest (no paper), but must rotate fastest because it

is at its smallest diameter. At this point, the DC motor is in its full � eld-weakened mode - torque is at a minimum but speed is at its greatest. As the roll � lls with paper, it requires more torque to turn the spindle - the load is increasing. � e paper comes o� the machine at a � xed speed - as the paper roll builds, the roll diameter

SEE THE DIFFERENCE?

Figure 1. Torque comparison of DC and AC motors. Motor speed in per unit values is located on the horizontal and torque developed by the motor in per unit values on the vertical axis (1 = 100%). The green line is the nominal developed DC motor torque and shows that a DC motor can develop 100% torque from 0-100% speed. Neither the AC self-ventilated nor the forced ventilated motors can match the torque development at very low rotational speeds.

THE THREE REGIONS

Figure 2. Power developed by a DC motor. In the B region the DC motor develops constant torque and the power varies with speed. In the F1 region power remains constant and torque varies. In the F2 region both power and torque varies.

PS1002_28_32_Motor.indd 29 1/28/10 11:52 AM


EnErgy / Motors

increases, and the spindle needs to turn slower to keep the roll’s linear surface speed the same as the paper machine. When op-erating in the field-weakening range, the field is strengthened as the roll builds, which increases torque and decreases spindle speed. In the paper industry, DC motors were used on more or less all of the machines that did some type of work with paper rolls. It was the field-weakening characteristic that allowed this to be the case.

The third operating range is an extension of the field-weak-ening range. This extended field-weakening range ranges from about four to five times the base speed. As the field is further weakened for even greater speed, it gets more difficult for the current to move between the brush and the commutator. If too much current is flowing, there’s an excess of sparking at the bush-commutator junction, which damages both components. Damage can be prevented at these higher speeds by limiting the current flowing to the brushes. This region is defined as a third area because now both power and torque are dependent on speed. Often, this region is labeled VP/VT for variable power/variable torque.

The application to which this third operating range is ap-plied is a harbor crane that unloads containers from a ship. As anyone that was in the Navy knows, ships are built to be at sea. A cargo vessel tied to a pier isn’t making money. As the harbor crane is picking up the container and lifting it out of the hold, the DC motor is operating in the first region, which allows full torque from zero to base speed. Once the container is placed on the pier and off the hook, the torque needed to lift and get

the hook back into the hold for the next lift is a fraction of the lifting torque. During this time, the DC motor operates in the third region, cutting the cycle time between lifts to a minimum. The quicker the hook returns to the hold, the more containers that can be unloaded (or loaded) in a given time period and the quicker the ship gets back to making money.

Traditionally, DC motors have had a smaller power density then the conventional induction motor. That is to say, for a given power, the physical size of the DC motor is smaller than the physical size of an equivalent AC induction motor. Smaller is better, and when thinking about footprint, traditionally DC has a smaller one. This also is true for the DC converter as compared to an AC inverter. An AC inverter normally needs two bridges - one to perform a rectification and another to do the inversion to the needed frequency. The DC converter needs only a rectification bridge and is, therefore, smaller in size, has less heat losses, and is less complex.

A smaller motor will have a smaller rotor. A smaller rotor means less inertia. DC motors are used in applications with

an operating cycle that includes acceleration and deceleration. With less rotor inertia, it takes less time and power to acceler-ate or decelerate. This allows for quicker reversals, shorter cycle times, and faster production.

Because of the potential to have a high power density, DC motors can push well into the 2,000 hp, 3,000 hp, 4,000 hp, and greater ranges. Standard low-voltage induction motor power ranges end around 800 hp, 1,000 hp, or 1,200 hp. If an applica-tion requires both more power and an AC induction motor, the voltage jumps into the medium-voltage ranges of 2,300 V or 4,160 V, and even in the high-voltage range of 11 kV. Having a facility with these voltages requires a different level of equip-ment capabilities and a knowledge and skill level not found in the average trade electrician.

CurrEnt statE of thE tEChnologyGetting back to the original question: DC motors, why are they still used? There are two reasons. The first can be summed up in two words: installed base. Let’s remember that the DC motor was the primary variable-speed shaft-turning device since 1888. When AC inverters and AC motors started to replace DC in machines can be debated, so let’s put a stake in the ground and call it 1987. For almost 100 years, the industry was using one electrical technol-ogy to get a variable-speed shaft. It takes a good number of acres of ocean to get an aircraft carrier running at a full bell turned around and headed in the other direction.

Engineers, machine builders, and maintenance staffs had and have knowledge of DC. DC converters are simpler in design than AC inverters, lower in cost, and easier to repair. DC motors can be repaired repeatedly. If a piece of machinery is powered by a DC converter and motor, and if either one should fail, it’s easier (and cheaper) to replace the failed item then to convert the machine to AC. If a plant has 10 machines using DC and wants to order an 11th, there’ll be a strong bias to purchase what has worked before.

toPIC sEarChBrush life “Brush life in DC motors”DC speed/torque “speed and torque control for DC motors”Dynamic balancing “Does your machinery have the shakes?”Motors 101 “Back to basics”Motor PdM “health care for a motor-drive system”rewinds “rethink motor repair/replace decisions”refurbished motors “Bring them back”

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for a gIvEn PowEr, a DC Motor Is sMallEr than

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PS1002_28_32_Motor.indd 30 1/28/10 11:53 AM

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PS1002_FPA.indd 31 1/27/10 2:10 PM


EnErgy / Motors

During past several years, DC mo-tor manufacturers’ ongoing R&D has concentrated on redesigning the most maintenance-intensive section of the DC motor, which is the commutator and brushes.

As design engineers continue to increase the power density for a given frame size, the motor’s commutator gets smaller. As the circumference of the commutator shrinks, there’s less brush wear with every turn of the rotor. Reduced brush wear results in extended intervals between brush changes. Engi-neers also have redesigned brush blocks, pressure fingers, and springs to allow for longer brushes. With longer brushes, the interval between brush changes extends further, providing for longer periods

of operation without a maintenance shutdown. DC motors can be purchased with brush wear sensors, which warn that a brush is worn down to its lowest level and requires changing. Brush wear sensors often prevent commutator dam-age from a worn brush being left in too long and resulting in costly repairs.

ActivE rEsEArch And dEvElopmEntWith the DC motor being one of the oldest technologies, you’d think R&D has ended. Many motor companies continue to offer their older designs and there are some that have dropped the product completely. But, there are motor companies that continue to invest in developing the technology. Using software modeling tools, engineers can

get a better understanding of both the magnetic flux and thermal flows in the motor laminations. Companies with active R&D programs are incorporating developments in insulating materials into their designs. Slight changes in lamination geometries, metallurgy, and insulating materials allow for increased power density and smaller motors.

Companies with active R&D also are helping to reduce maintenance costs by extending brush life. This can be done by designing smaller commutators, length-ening the brushes, adding brush wear sensors, and making it easier to replace brushes. Studying the brush/commuta-tor junction is a never ending activity. There are groups using the latest sensor and control technology to determine what is the best environment (tempera-ture, humidity, pressures) that leads to optimum junction performance. They’re also asking what can be done to ensure the junction environment is optimum at the locations and ambient environments in which the motor operates.

Everyone has heard the story that in 1899, the head of the U.S. Patent Office sent his resignation to President McKin-ley because, he said, “Everything that could be invented has been invented.” This turned out to be untrue and so is the tale that DC motors are no longer being used and no one is investing in research and development. The applica-tions available for the DC motor are fewer than in the past. However, the op-erational characteristics of higher power density, low inertia, and higher speed ranges continue to make the DC motor the preferred choice for many machine builders. Also, the magnitudes of the in-stalled and knowledge bases cause users to request DC motors as prime movers even on new equipment.

Bob simon m.sc., p.E. is a dc motor specialist at ABB in new Berlin, Wisc. contact him at [email protected] and (262) 785-8592

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CATEGORY / TOPIC

Green roofi ng is thought to be a relatively new idea, but in fact it has existed since ancient times. Records show that an-cient Mesopotamians installed gardens on their stone-stepped towers, called ziggurats, as early as 600 B.C. A Benedictine abbey with roo� op gardens was built in France in the 13th cen-tury. In Europe, sod roofs have been used as protection against the weather for centuries. Rockefeller Center in New York had � ve roo� op gardens installed in 1936.

While there have been examples of green roo� ng throughout history, it emerged as a viable modern roo� ng concept about 45 years ago in Germany. It was developed to cope with the country’s rising energy costs and to reduce the storm water burden on its aging sewer system. Ultimately, green roo� ng spread across the continent before coming to North America. In the past 10 or 15 years, we’ve become more aware of the bene� ts and green roo� ng has started to gain popularity. Cities across the country are encouraging green roof development in the form of mandates or tax bene� ts.

� e number of green roofs has steadily increased during the past several years. Several large U.S. corporations in-stalled green roofs on their buildings. Ford Motor Co., H.J. Heinz Co., the Gap, Starbucks, and Quaker Oats are only a few of the companies taking advantage of green roofs.

REASONS FOR HAVING A GREEN ROOF� ermal resistance is the key feature. Green roofs can provide increased thermal resistance all year long. � ey’re particularly helpful, however, during summer months or in warm climates, because they e� ectively reduce cooling

loads. It’s not unusual for a typical black roof membrane in those conditions to reach surface temperatures of 175°F. � e vegetation on a green roo� ng system generally doesn’t reach a temperature greater than 5° above ambient. � is reduction in roo� ng system surface temperature translates to a consid-erable savings in cooling costs.

� en, there’s the matter of storm water retention. Most traditional roo� ng systems do little to reduce or retain storm water during a heavy rain. A typical green roof assembly, on the other hand, can delay the peak in storm water � ow by as much as four hours. � e total run-o� can be reduced by 50% to 90%, depending on system design. When the water running o� the roof is combined with storm water from paved areas, it can present a real burden on the plant’s storm water system. � e typical green roof both reduces the amount of water run-o� and spreads it out over a longer period of time.

A green roof o� ers environmental bene� ts. Manufactur-ing plants located in urban or suburban areas frequently are guilty of contributing to what has been termed the Urban Heat Island e� ect because of large, black parking lots and dark roofs. While a white roof might reduce the negative e� ect, a green roof might actually mitigate the heat island. Green roofs not only cool and humidify the ambient air, they � lter out dust and smog particles. Plants absorb aerosol contaminants in the ambient air, leaving the air safer for all of us.

Don’t forget the increase in the roof ’s expected usable life. � ere’s currently little hard data upon which to predict the expected life of a green roof over that of more traditional roo� ng. However, it’s reasonable to expect the green roof to

PS1002_33_35_Roof.indd 33 1/28/10 11:23 AM


SuStainability / roofing

last longer. The waterproof membrane in a green roof assembly is protected from ultraviolet degradation and weathering such as rapid temperature changes, strong winds, hail, and ice.

Like other types of protected membrane systems, the membrane temperature in a green roof remains nearer that of the interior space and doesn’t fluctuate much. Additionally, the waterproof membrane is protected from damage that can occur from maintenance traffic. Some preliminary studies indicate that the life expectan-cy of single-ply membranes might be increased by as much as 25 years and the life expectancy of some other types of roofs might be doubled.

Finally, many local, state, and federal governmental entities provide incentives to encourage projects that save energy and improve the environment.

Green roof typeSThere are two classifications of green rooftop: vegetative systems and green roofs. The two classifications are known as extensive and intensive, respectively.

The extensive, sometimes called low-

profile, is designed for good thermal and storm water retentiveness while having minimum weight load. These gener-ally have only a few plant types. The thickness of the growing medium is as shallow as 2 in. to 4 in. The approximate load of an extensive roof when wet is 11 lb./sq.ft. to 22 lb./sq.ft.

The intensive, or high-profile, has many more plant types, sometimes in-cluding large plants and trees. The thick-ness of the growing medium can be 5 in. or greater. The intensive roof is some-times referred to as a roof-top garden.

Traditionally, green roofs have been built in place; each component being assembled on-site. More recently, preas-sembled and planted modules contain-

ing the various components are avail-able. The preassembled modular roofs are usually extensive in that they contain limited depth and number of species.

Green roof componentSThe variations of green roof design include several components. Some-times one element carries out multiple functions. Start with the waterproof membrane. A number of different membrane types have been used successfully in green roof assemblies. Perhaps the most popular type is a single-ply membrane because of its low cost and application simplicity.

Polymer-modified asphalt mem-

brane systems also are frequently used in green roof designs and have a demonstrated history of good service. Hot-fluid-applied systems also have proved successful. These hot-fluid systems include both polymer-modi-fied asphalt and coal-tar. Polymethyl methacrylate (PMMA) membranes also demonstrate considerable promise of providing a quality, long lasting, waterproof membrane for green roof-ing. These membranes are installed directly over a concrete or other solid structural deck. If the building has a fluted metal roof, cement or gypsum board might have to be installed to support the waterproof membrane.

Roofs need a protective layer/root

barrier. The waterproof membrane must be protected, primarily during installa-tion of the remainder of the green roof assembly, but also from possible damage by root penetration. Depending on the design, the protection layer can be as thin as a heavy plastic sheet or copper foil to as thick as a layer of lightweight concrete. Frequently, the protective layer consists of a rigid insulation sheet, usu-ally extruded polystyrene. This not only provides the necessary protection, but it provides additional thermal resistance. Building codes frequently are interpret-ed to require added insulation, regard-less of the thermal resistance of the other green roofing components.

You’ll need to handle rain water with a drainage/water retention layer. This layer is installed between the protected roofing membrane and the growing media. Most green roof designs include a corrugated plastic drainage mat that looks like a large egg carton. This layer also might include a moisture-retention mat of non-rotting fibers that are intended to hold water within the system. The combination of drainage mat and water retention mat can provide ir-rigation by wicking water to the plants during dry weather.

A filter layer always is located between the growing media and the drainage layer. It’s intended to allow water to flow

topic SearcHpmma roofing “old material, new use”foam roofing “Spray polyurethane foam roofing”roof drainage “a lesson in roof drainage systems”roof coatings “more than just a cool roof”lifecycle costing “lifecycle costing for roofing”

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moSt induStrial plantS prefer veGetative SpecieS tHat are liGHt in weiGHt and require little or no maintenance.

PS1002_33_35_Roof.indd 34 1/28/10 11:24 AM

to the drainage/water retention mat but pre-vent the growing media from washing away. It generally consists of a one or two plies of a non-woven geotextile. Sometimes the mat contains copper or another herbicide.

Obviously, the growing media used in green roofs isn’t normal garden soil. Growing media is distinguished from normal soil by its mineral content. Generally, growing me-dia is lighter than normal soil, contains more nutrients, is more absorbent, and provides a structural support for the vegetation’s root system. Frequently, the growing media con-tains a large fraction of expanded clay, such as perlite. It’s the expanded clay that reduces soil density and increases absorbency.

Lastly is the vegetation. Many varieties of vegetation species can be used in green roofing. However, most industrial plants prefer species that are light in weight and require little or no maintenance. Because most industrial green roofs are classified as extensive, the plant species must have a relatively shallow root system, be drought- and wind-resistant, and handle direct sunshine. Most industrial plants choose sedum, a succulent, low-growing ground cover for the roof. Sedum is generally light in weight, has a shallow root system, re-quires almost no maintenance and thrives in most North American climates.

A green roof saves money on your heat-ing and cooling bills while reducing the load on your storm water system. A green roof will last as much as twice as long as a traditional roof and might qualify for a tax break. A green roof allows you to boast that you’re improving the air quality in your community. These are reasons to consider replacing your existing roofing with a green roof system.

An extensive green roof costs between $15 and $35 per sq. ft., which is $10 to $20 more per unit area than traditional roofing. How-ever, maintenance costs are considerably lower than those of traditional roofing, particularly after the plants are established. When con-sidering the total life-cycle cost each roof, the green roof often is the obvious choice.

Robert C. Lichy is president of RC Lichy & Assoc., Gibsonia, Pa. Contact him at [email protected] and (800) 451-6288 x 1.

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in the trenches

thinking green was the key element of the recently-adopted and politically-correct marketing hype that Acme Chemical Reclamation and Refining used in its efforts to capture greater market share. That 2007 seemed like the time to act was the motivation for Acme’s ramping up its operations. The growth spurt was one reason that Anne Thrackspore, hired in 1999, was promoted to the position of of-fice manager at one of Acme’s operating divisions.

Considering its euphoric expectations, that move might not have been the smartest one Acme ever made because Anne was apparently just plain unlucky. First, she used FMLA leave in 2004 to treat carpal tunnel syndrome. Then, Anne needed ad-ditional FMLA leave in 2006 for abdominal surgery. Along the line, Anne also took leaves for a death in the family and for two other less-severe illnesses. In a recent performance evaluation, Kent Golding, the division manager, took note of Anne’s atten-dance “problem,” but added a note to the dossier indicating that the situation was improving recently.

In late 2009, however, Acme had to face its struggle with the economic malaise smothering the country. A rather deflated management imposed severe budgetary cutbacks that resulted in nearly 100 employees choosing to leave voluntarily, motivated by either the leisure of early retirement or the lump-sum cash buy-out. But another 30 people needed to be terminated involuntarily.

Acme hired a staffing consultant to identify 40 employees least suitable for retention or promotion. In a parallel move, Acme’s HR department made its own evaluation that was based on employee performance reviews and an assessment of each employee’s skills, education, and tenure with the company. These lists were reconciled into a single, 30-person hit list.

Of the three office managers in the division, Anne received the lowest composite score. Kent terminated Anne at the end of the workday the list was released. On the morning of the termination, coincidently, Anne had submitted a request for additional FMLA leave.

A few weeks later, Anne filed a complaint with the Depart-ment of Labor that claimed the termination was in violation of the FMLA provisions. The DOL bureaucracy needed more than a year to agree that Acme violated the FLMA. When Acme refused to accept that verdict, Anne filed suit in a federal court.

How could this situation have been avoided? Should a com-pany consider indications of employee health in its promotion and retention decisions? Is the need to rely on a consultant hit

man an indication of a weak HR department? Would it be better to raise the ante on buyout amounts when not enough people leave during the first round?

An Attorney sAys:An employer should never consider employee “health” in hiring, promotion, or termination deci-sions. When hiring, the only relevant inquiry is the employee’s ability to perform the essential func-

tions of the job with or without reasonable accommodation.In the context of a workforce reduction, an employer can

legitimately consider an employee’s attendance. However, an employee can’t be penalized for using FMLA leave. Whether Anne succeeds in her suit will depend on how her non-FMLA absences and job performance compared with other employees who weren’t part of the workforce reduction.

On the other hand, Anne isn’t going to get much mileage out of any claim that she was selected for the workforce reduction because she submitted a request for additional FMLA leave the morning she was terminated. Acme had to have made its decision to include Anne in the reduction before she submitted her request for FMLA leave. This is like the employee who is terminated and then tells her supervisor that she has been sexu-ally harassed. Courts have been uniformly unimpressed with retaliation claims in this context.

Using a consultant to help “rightsize” a company doesn’t sig-nal a weak HR department. Often, outside expertise in the form of consultants or lawyers can help focus an HR department on the best ways to achieve a smaller workforce while minimiz-ing the legal exposure. In the last analysis, however, only the employer’s own supervisors and human resource personnel can identify the best employees to retain in a weakened economy.Julie Badel, partner, epstein Becker & Green, P.c.(312) 499-1418 / [email protected]

A PlAnt enGineer sAys:People get hired and people get fired. To my knowledge, there’s not a lifetime warranty on anyone’s job. A company must have the right to let go anyone in its employ who no longer is seen as a benefit to the company. I believe this situation could have been avoided if Anne realized this.

It seems that the last request Anne made for leave had noth-ing to do with the decision to let her go. The list was already made. Any company should use the data available, including

the cAse of the MissinG office MAnAGerAcme learns the downside of expecting people to be on the job

PS1002_36_37_Trenches.indd 36 1/28/10 11:26 AM


attendance, to determine if employees should be promoted or let go. Absent employees can’t contribute to company goals.

I believe Acme did the right thing here by having a “second opin-ion” on the employees that would be terminated. It could have been le� to HR only, but Acme went through the expense and trouble to get a second opinion on such a serious matter. I don’t see this as a weakness on HR’s part, but rather Acme going above the call of duty to ensure it made the best decision in this matter.

I don’t believe it best to raise the ante on buyouts. � is only leads to ill will from those who took the � rst o er and makes them wish they had held out for the second “higher” o er. If the company had enough money to buy out everyone, it would indicate that business was good and they might need everyone to service their customers.Jeffrey L. Strasser, Bacova Guild(540) 863-2656 / [email protected]

AN ACADEMICIAN SAYS:FMLA allows employees to take 12 weeks of unpaid leave, with some restrictions, for family or medical problems. An employee can be

terminated while on leave, however (a big however), the termination can’t be related to FMLA leave. Suppose while on leave it was discov-ered that an employee is defrauding the company. Such employees can be terminated because they would have been terminated if the discovery was made while the employee was on active duty.

� e same rules hold for downsizing. If the employee was down-sized while on leave, and would have been downsized anyway, that doesn’t violate the FMLA rules. But, the burden of proof is on the employer to demonstrate that the termination isn’t related to the FMLA leave. I guess the DOL thought that a factor in Anne’s termi-nation was her poor attendance because of FMLA leaves. Assuming this is true, Acme needs to revise its criteria for deciding who goes.

Is relying on a consultant indicative of a weak HR department? No, it’s probably more indicative of a lean HR department. Downsizing involves work restructuring, new job descriptions, changes in pay, and deciding who stays and who goes. It’s a lot of work, and extra help is o� en needed, particularly from people who have done this before.

Do you increase the second round ante for buyouts if an insu� -cient number of people leave on the � rst round? Usually not, because it would cause hard feelings among the people who took the � rst one. Extend the deadline date, or maybe add something the � rst round people would also get, but don’t raise the o er.Professor Homer H. Johnson, Ph.D., Loyola University Chicago(312) 915-6682 / [email protected]

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Document1.qxd 1/5/2006 7:44 AM Page 2

THIS IS LIKE THE EMPLOYEE WHO IS TERMI-NATED AND THEN TELLS HER SUPERVISOR THAT SHE HAS BEEN SEXUALLY HARASSED.

PS1002_36_37_Trenches.indd 37 1/28/10 11:28 AM


PRODUCT exClUsive

ingersoll Rand has been producing compressed air equipment for more than a century, so when it set its priorities for a new line of contact-cooled rotary screw compressors, it could have relied solely on its inter-nal expertise. Instead, it started with its customers. “We performed an exten-sive voice-of-the-customer program with customers, distributors, and techni-cians, asking them what they value and what needs improvement,” says Ron Ratell, global category manager, velocity air compressors, Ingersoll Rand. “The results focused us on three drivers: reliability, efficiency, and productivity.”

“We learned customers’ key value drivers and pain points, and that’s where we focused our efforts by aligning the sub-system engineering teams,” says Vipul Mistry, P.E., market-ing manager, Ingersoll Rand.

The views of those who pay for the electric power, perform the maintenance, work in the same room and, above all, rely on the output of their compressors, can be seen when you look at every detail of the new line.

For example, “Customers told us they need 110 psi to get 90 psi at their production, so instead of the usual 100-psi machine, we optimized them at 110 psi,” says Robert Horneman, portfo-lio manager, industrial air solutions at Ingersoll Rand. “Now, if the customer needs 110 psi, they don’t have to buy 125-psi units, which have less flow than the 110 psi models.”

Efficiencies are gained in many ways, starting with IE3 NEMA Premium Efficiency motors. Motors that meet this standard will be required by law starting in January, 2011, and Ingersoll Rand is including them as standard on the new fixed-speed machines. Hybrid permanent-magnet variable-speed packages already meet the IE3 requirements.

The company’s V-Shield technology includes stainless steel pipes, long-life metal-flex hoses, and elastomeric seals for repeatable, leak-free connections. “We streamlined airflows and cut pressure, drop for more air per horsepower. This has provided 1% to 3% improvement on specific power

on 60-Hz models, more on 50 Hz,” says Ratell. Progressive Adaptive Control (PAC) protec-tion continuously monitors key operating variables and adapts to prevent unexpected downtime. It scans and adjusts operating variables in response to changes in filtration, ensures peak performance through

real-time electronic maintenance indicators, and optimizes energy consumption.

“The PAC protection avoids shutdowns by adapting the com-pressor to operating conditions,” says Horneman. “If a separa-tor filter doesn’t get changed when it needs it, the controller will reduce the output pressure on fixed-speed machines and output flow on variable-speed machines rather than shutting down.” This ensures that the customer’s production stays operational while they schedule the maintenance.

Air and coolant heat exchangers are separated in a se-quential cooling system, which prevents having to specify an oversized drier. “Output air temperatures as much as 15°F above ambient are considered acceptable, but every 20°F doubles the water content,” says Horneman. “We can go as low as a 4°F rise, which would provide 104°F discharge air on a 100°F day. And we rate the units at 115°F, 40% humid-ity so customers can legitimately size their driers.”

Independently-mounted, free-floating air and coolant heat exchangers extend life by reducing thermal stresses, and their smaller size makes them easier to service. “That re-duces downtime,” says Horneman. “All serviceable items are accessible from one side. Hinged doors open fully and can be lifted off. Drain points are on the bottoms of the airend and cooler, with easy access.

“The devil is in the details, and we left no details untouched.”The initial release is for 90 kW and 110 kW (125 hp and 150

hp) single-stage fixed and variable-speed units, with two-stage units coming later this year, followed by other sizes.

For more information, see www.ingersollrandproducts.com.

Ingersoll Rand’s R-Series offers customer focused innovations in condition monitoring, serviceability, and air quality.

The Devil is in The DeTailsnew compressor line raises the bar on reliability, efficiency, and productivity

PS1002_38_Exclusive.indd 38 1/28/10 11:29 AM

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PS1002_39_AdLits.indd 39 1/28/10 11:30 AM


ADVERTISER INDEX

COMPANY PAGEApplied Industrial Technologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Atlas Copco Compressors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6AutomationDirect.com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Azima DLI Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Baker Instrument Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Baldor Electric Co. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Clayton Industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26Donaldson Company, Inc. Torit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Eventure Events . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43EXAIR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3FabEnCo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Fluke Corp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35GE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Gorman-Rupp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20IFS North America . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Ingersoll Rand . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Kaeser Compressors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44La-Man. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Lubriplate Lubricants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Ludeca . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27VibrAlign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32WD-40 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

MIKE BRENNER, GROUP PUBLISHERAR, AZ, Northern CA, CO, ID, IL, MN, MT, NE, NV, NM, ND, OK, OR, SD, UT, WA, WI, WY Phone: (630) 467-1300, ext. 487 Fax: (630) 467-1120e-mail: [email protected]

JERRY BURNS, DISTRICT MANAGERAL, Southern CA, CT, DE, FL, GA, LA, ME, MD, MA, MS, NH, NJ, NY, NC, PA, RI, SC, TX, VT, VA, DC, WVPhone: (630) 467-1300, ext. 427 Fax: (630) 467-1120e-mail: [email protected]

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PLANT SERVICES (ISSN 0199-8013) is published monthly by Putman Media, Inc., 555 West Pierce Road, Suite 301, Itasca, IL 60143. Phone (630) 467-1300, Fax (847) 291-4816. Periodicals Postage paid at Itasca, IL and additional mailing offi ces. 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: Qualifi ed reader subscriptions are accepted from PLANT SERVICES managers, supervisors and engineers in manufacturing plants in the U.S. and Canada. To apply for qualifi ed-reader subscriptions, please go to www.plantservices.com. To non-qualifi ed subscribers in the U.S., subscriptions are $96 per year. Single copies are $15, except the September and December issues which are $36. Canadian and foreign annual subscriptions are accepted at $145 (Foreign airmail $200/yr). Single copies are $81. © 2010 by Putman Media, Inc. All rights reserved. The contents of this publication August not be reproduced 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 August also appear on Websites that apply to our growing marketplace. Putman Media, Inc. also publishes CHEMICAL PROCESSING, CONTROL, CONTROL DESIGN, FOOD PROCESSING, INDUSTRIAL NETWORKING, THE JOURNAL, PHARMACEUTICAL MANUFACTURING and WELLNESS FOODS. PLANT SERVICES assumes no responsibility for validity of claims in items published.

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Politics vs. common sensethe U.s. Army’s master planning goes beyond geographic or political constraints

last week i spoke at a workshop organized by the U.S. Army Corps of Engineers. The theme of the workshop was the challenge of introducing long-term energy master planning for their bases to achieve breakthrough levels of energy efficiency, energy security, and greenhouse gas reductions. The Army has recognized that long-term energy master planning spanning decades ahead is essential if their sites are to approach the elu-sive target of net-zero energy, combined with very high levels of supply security and low operating costs.

It’s interesting to look at the Army’s challenge a little deeper, as it’s similar to that faced by large industrial complexes and communities in general. The most obvious question is, why on earth is a military force concerned about energy efficiency to this degree? The most important answers are supply security and cost. The less energy a garrison uses, the easier it is to develop redundant supply strategies to ensure security. Closely associated with efficiency is the need to adopt strategies that reduce seasonal variations and energy peaks, thereby reducing distribution and generation investments.

The Army is familiar with energy practices around the world. The workshop regularly reminded that prioritizing using the Loading Order, or Trias Energetica (www.triasen-ergetica.com) as it is called in Europe, should drive any good Energy Master Plan. These priorities are to first, maximize efficiency; second, maximize heat recovery and cogenera-tion; third, maximize the viable use of renewables; and fourth, optimize investments between the site and the grid.

Compared to others, large sites that have applied the loading order rigorously over many years typically use at most half the energy, generate proportionally even less greenhouse gases, and are lower cost, more reliable, and more flexible. This has been known for decades. So, why do we see this implemented so rarely? In all too many cases, it’s because politics trumps common sense.

The U.S. Army, hardly a bastion of wooly liberalism, clearly recognizes the value of having energy common sense serve as the driver. It’s challenging suppliers to develop long-

term integrated energy solutions using best practices from around the world. It was no accident that a number of the participants at the workshop were from various European countries, including the Netherlands, Scandinavia, and Ger-many. The picture they painted of seamless integration be-tween very high-efficiency buildings and other efficiencies, district energy, cogeneration, renewables, and peak reduc-tions on the utility grids is one the Army is already moving towards implementing in the United States and elsewhere.

Success means not only developing multi-decade energy master plans; it also means having the discipline to fol-low them. Developing the plans is still more of an art than a science, with a relatively small number of practitioners worldwide. The Corps of Engineers is developing tools and frameworks to make this a more systematic, repeatable process; an exercise that will have a value well beyond their own facilities. These will be the road maps that will set the criteria for all renovations, new construction, energy supply, and other procurements long into the future.

Also revealing at this workshop was the range of tech-nologies being discussed as components of highly efficient garrisons. Passive house construction techniques result in buildings ready to be hooked into energy systems that col-lectively will approach a net-zero energy footprint for the site as a whole. Efficient collection, distribution, and use of heat in all its various forms was highlighted with advanced district energy systems, solar thermal collectors, radiant heating cooling techniques, cogeneration, and integration of absorption cooling into thermal systems. Tying everything together with sophisticated smart metering and flexible control technology is increasingly required.

The U.S. Army is to be congratulated on embracing a commonsense approach to energy management. Prob-ably the biggest single point is the recognition that secure, reliable, low-cost, clean, and flexible energy solutions make sense for its mission and have no political color. Army engi-neers also are to be congratulated in recognizing that these results can’t be achieved with individual projects, but will be the results of systematic, well planned, integrated solutions implemented over many years. These are lessons all energy managers should take to heart.

Peter Garforth is principal of Garforth international llc, toledo, ohio. He can be reached at [email protected].

enerGy exPert

sites tHAt HAve riGoroUsly APPlied tHe loAdinG order tyPicAlly Use At most HAlf tHe enerGy.

peter garforth

PS1002_42_Energy.indd 42 1/28/10 11:31 AM

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Documents

Best Friend? - Plant Serviceswith stainless steel bodies and double rolled-in high strength aluminum end caps with full flow ports. 1002-PlantServices-Pneumatics-MAG:pneumatics 1/15/2010