PERFORMANCE RELIABILITY EFFICIENCY ASSET MANAGEMENT ... · PS0711_01_CVR.indd 1 11/6/07 11:39:10 AM. Are you running the plant ... Managing effective fluid analysis yields a return

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We’ve expanded our award-winning rotary screwproduct line up to 100 horsepower. Just what youhave come to expect from Sullair, an industryleader!

Before we designed the expanded line of compressors, we reviewed every aspect of productdevelopment with the customer and the maintenancestaff in mind. The result is Sullair reliability in the most compact, most robust, most maintenance-friendly and quietest compressor on the market!

These Sullair compressors provide more performanceand efficiency than any other compressors in the 15-100 horsepower range and set new standards invirtually every category.

Over a ten year period, electricity accounts for 82%*of an air compressor’s operating cost. Mindful of our natural resources used to create and supply electricalenergy, we are focused on conservation and commit-ted to providing air compressors that will use this energy most efficiently. Energy savings translatesinto money that stays in your business!

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36 COVER STORY

Mobile mindsetThe latest reasons to hand out handheldsBy Paul Studebaker, CMRP, Editor in Chief

46 LubRiCaTiOn

Making money in the lube labManaging effective fluid analysis yields a return on your investmentBy Mark Minges

50 MaTERiaL HandLing

Grabbing a moving targetThe history of the trailer restraints shows an evolution from vital safety device to strategic toolBy Joe Manone

54 COMpRESSORS

Bagging the BTUsRecovering waste heat from your compressor is smarter than ever beforeBy Ben J. Sliwinski

plantServices.com

features

PodcastingwithPaulNow you can hear and read Editor in Chief Paul Studebaker’s views on the maintenance world.www.PlantServices.com/Me-dia/0704/0407_studebaker.mp3

leanversusleanmaintenanceReliability Expert Daryl Mather ex-plains how the business dynamics of asset maintenance are fundamen-tally different from production.

www.PlantServices.com/ar-ticles/2007/110.html

safetyfirst:The dangers of carbon monox-ide from lift trucks and how to limit them.www.PlantServices.com/ar-ticles/2007/097.html

inthetrenchesarchive:Follow all the trials and tribulations of Acme online.www.PlantServices.com/voic-

es/in_the_trenches.htmlPodcastEliminate communication problems using DOMwww.PlantServices.com/wp_downloads/ifs_podcast_DOM.html

whitePaPerHow RFID technology can enhance your asset management programwww.PlantServices.com/wp_downloads/ infor_RFID_for_EAM_Infor.html

whitePaPerHow effective is your maintenance strategy?www.PlantSservices.com/wp_downloads/ lawson_effective_maintenance_strategy.html

BeyondoutsourcingPartnering provides provable long-term resultswww.PlantServices.com/beyond_outsourcing

Plantservices.com

50

46

November 2007 www.PLANTSERVICES.com �

Volume 28, Number 11

36

PS0711_5_7_TOC.indd 5 11/6/07 3:09:23 PM

It’s nice to have a Jim. But your production line would be better off if you needed him less

often. Maybe you thought Reliability-focused Maintenance was unattainable? UNICCO

offers RFM physical asset management programs that are remarkably cost effective. Our

proactive, strategic approach maximizes equipment uptime, increases throughput and

lowers manufacturing costs. With a commitment to safety and a full range of technology

solutions and production support services, UNICCO boasts an industry-leading 95%

customer retention rate. Learn more at www.unicco.com or call us at 888-751-9100.

UNICCO Reliability-focused Maintenance. Way ahead of Jim.

RELIABILITY-FOCUSED MAINTENANCE | PREDICTIVE & PRECISION MAINTENANCE | ENGINEERING

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PS0711_FPA.indd 6 11/2/07 11:50:54 AM

editorial staff

paul studebaker, cmrp editor in [email protected]

russell l. kratowicz, p.e. cmrp executive [email protected]

ken schnepf managing [email protected]

michael ermitage senior web [email protected]

dan hebert, p.e., senior technical [email protected]

stephen c. herner group art [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

r. keith mobley, cmrp contributing editor

ricky smith, cmrp contributing editor

publication services

carmela kappel assistant to the [email protected]

jerry clark v.p., [email protected]

jack jones circulation [email protected]

rita fitzgerald production [email protected]

claudia stachowiak reprints marketing managerFoster Reprints (866) 879-9144 ext. [email protected]

administrative staff

john m. cappelletti president/ceo

julie cappelletti-lange vice president

keith larson v.p., content

rose southard it director

mike brenner, group publisher

[email protected]

PLANT SERVICES (ISSN 0199-8013) is published Junely 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 offices. Canada Post International Publications Mail Product Sales Agreement No. 40028661. Canadian Mail Distributor Information: Frontier/BWI,PO Box 1051, Fort Erie, Ontario, Canada, L2A 5N8. Printed in U.S.A. POSTMASTER: Send address changes to PLANT SERVICES, Putman Media, Inc., PO Box 3435, Northbrook, IL 60065-3435. SUBSCRIPTIONS: Qualified reader subscriptions are accepted from PLANT SERVICES managers, supervisors and engineers in manufacturing plants in the U.S. and Canada. To apply for qualified-reader subscriptions, please go to www.plantservices.com. To non-qualified subscribers in the U.S., subscriptions are $96 per year. Single copies are $15, except the August and October issues which are $36. Canadian and foreign annual subscriptions are accepted at $145 (Foreign airmail $200/yr). Single copies are $81. © 2007 by Putman Media, Inc. All rights reserved. The contents of this publication may not be reproduced in whole or in part without consent of the copyright owner. In an effort to more closely align with our business partners in a manner that provides the most value to our readers, content published in PLANT SERVICES magazine appears on the public domain of PLANT SERVICES’ Website, and may also appear on Websites that apply to our growing marketplace. Putman Media, Inc. also publishes THE JOURNAL, CHEMICAL PROCESSING, CONTROL, CONTROL DESIGN, FOOD PROCESSING, INDUSTRIAL NETWORKING and PHARMACEUTICAL MANUFACTURING. PLANT SERVICES assumes no responsibility for validity of claims in items published.


29 ENERGY EXPERT

Why is best practice transfer so hard? In the offing is a 20% to 30% improvement in energy productivityBy Peter Garforth, Contributing Editor

31 ASSET MANAGER

Who are you going to call? Take advantage of the help features in your CMMSBy David Berger, P.Eng., Contributing Editor

35 TECHNOLOGY TOOLBOX

Chained to powerImprove your operations with advanced strategies for chain drive lubricationBy Sheila Kennedy, Contributing Editor

59 WEB HUNTER

Keeping mellowHow you react to a world full of stressors is within your controlBy Russ Kratowicz, P.E., CMRP, Executive Editor

70 BOILER ROOM

The power of reliability excellenceDrive your lean, six sigma and TPM initiatives to their best outcomeBy R. Keith Mobley, CMRP, MBB, Contributing Editor

columns and departments

specialists

9 FROM THE EDITOR

New toolsLooking for a quantum leap in maintenance productivityBy Paul Studebaker, CMRP, Editor in Chief

11 LETTERS• Lack of quality control pressures industry • Invented Mechatronics • It pays to know beans

13 PLANTSERVICES.COM

Let us knowWhat strengths would you like to see expanded, added or improved?By Michael Ermitage, Senior Web Editor

15 THE PS FILES

Where to put the gasClimate change debates put heat on carbon capture and storage projectsBy Ken Schnepf, Managing Editor

17 UP AND RUNNING• Cloud Gate wins welding award • Arc flash testing paper gains accolades • Partnership produces e-manufacturing lab • Technologies to cut costs of electricity

25 CRISIS CORNER

How are you fighting the Crisis?Speak out before the next disaster strikesBy Joel Leonard, Contributing Editor

26 WHAT WORKSPump plant conserves water and chemicals

62 IN THE TRENCHES

Preserving health and safety

PS0711_5_7_TOC.indd 7 11/6/07 3:09:50 PM

A $600 MILLION INVENTORY, FROM INDUSTRY’S LEADING SUPPLIERS, AVAILABLE 24/7/365.

THAT’S A PRETTY IMPRESSIVE LINE.

Logistically speaking, Motion Industries is everywhere. With 9

Distribution Centers strategically placed for next day delivery, we serve

116,000 customers from over 500 locations. Through this extensive network

we provide access to 3 million quality parts and an additional $1.5 billion

in inventory through our extended supply base. Wherever you see

successful businesses in North America, you’ll see Motion.

An association member of: BSA, FPDA, MCA, NAHAD, NEDA, NFPA, NIBA, PTDA

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Researching this month’s cover story left me once again pondering the power of mobile technologies and how they’re changing the way work is done.

When I was a child, an important measure of growing up was how well you could drive a nail, saw a board and dig a posthole. Having your own set of wrenches and being able to use them was a point of pride and distinction, and I still deeply enjoy the thrill of the mechanical problem hunted down, smoked out and slain.

Now everybody uses pneumatic nailguns, carbide-tipped miter saws and gas-powered augers. The real auto mechan-ics are those who are trained on the code readers and can reprogram an ECU.

My children rely on their prowess with PCs to feed their creative urges and support their self-esteem. The way they access information to do their schoolwork, play computer games, instant message, etc. look to me like strong indicators of how their generation learns and how they’ll work as they grow up and start running the world we leave behind.

Today, a person with little knowledge or experience can troubleshoot and repair their car, health or computer by plugging a decent set of six keywords into a search engine. With a little patience, they’ll find probable causes, step-by-step diagnostics with diagrams and photos, procedures, part numbers, resources, ordering information and more.

You won’t yet find the information as easily but the same approach is being applied to industrial equipment, in many cases with rigorous factory support and an expe-rienced expert on chat.

Back in 1997, Mark Frazier tried to understand why dif-ferent companies using the same levels of technology got very different results. He found that it was too difficult to measure the outputs of the varied technologies in different organiza-tions, so instead he tried simply evaluating the levels of the technologies. He claimed that a company could achieve a “quantum” 10-fold to 100-fold improvement in productivity by moving its technologies up one level (http://en.wikipedia.org/wiki/Quantum_Improvement_Method).

Under the resulting “quantum improvement method,” moving from hand tools to power tools is considered a rise from Level 2 to Level 3 technology:

1. Human power: Anything done by a person without any tools. The only way to increase productivity at this level is to add more people or work more hours.

2. Simple tools: These focus human power to increase the productivity of each person. There's a wider range of im-provements. A stone ax can be improved to a steel ax or a saw. But productivity is limited by physical capability of a person. Examples: saw, hammer, magnifying glass, paper and pencil, stairs, bucket.

3. External power: Here is where you start seeing big im-provements as brain-over-brawn really becomes a factor. It

can be as simple as harnessing an animal or the wind, right up to electricity, gasoline engines and nuclear power. Examples: telephone, horse-drawn carriage, automobile, chain saw, fire.

4. Organization: It’s all about information. This level is an amplifier to any other level. You can add Level 4 to any other level, but you don’t see significant improvements until you have the productivity of Level 3 to multiply. Examples: assembly line, specialization.

5. Automation: Automation is the highest level. At this point, the technology is acting as a person would. Examples: anti-lock brakes, voice mail, Internet, robotics.

I’m not sure where to classify applying today’s mobile technology to industrial maintenance. Au-tomating learning and experience? Organizing information storage and retrieval? Applying power to paper and pencil?

It would be great to see what you think about it at www.PlantServices.com/plantperformance. Meanwhile, I’ve got to go unplug the kids.

New toolsLooking for a quantum leap in maintenance productivity

Automation is the highest level.

At this point, the technology

is acting as a person.

PAUL STUDEBAKER, CMRPEDITOR IN [email protected](630) 467-1300 ext. 433

FROM THE EDITOR

PS0711_9_FromTheEditor.indd 9 11/6/07 12:31:52 PM

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Invented MechatronicsSheila Kennedy’s article “Mechatronics redux” (September, page 35, www.PlantServices.com/articles/2007/193.html) mentions that the term mechatronics was invented in Japan. It was done by a Yaskawa engineer.

We have many products that are used in mechtronics ap-plications. Yaskawa Sigma Servos have long lead the way in power density and capabilities. � e IndraDrive from Bosch is in many ways inspired by what Yaskawa has done.

Also SERCOS is just one motion network. Mechatro-link (www.mechatrolink.org) is another that has more than 500,000 nodes in operation. Hopefully in the future you will consider Yaskawa in your articles about mechatron-ics, motion control, VFDS and robotics and Mechatrolink when you are considering motion control networks.Andy Urda, director, Channel & Industry Marketing Yaskawa Electric America Inc., Waukegan, Ill.

Sheila Kennedy responds: � ank you for the added details. I just looked up your company on Wikipedia and saw that you have a trademark on the Mechatronics name.

It pays to know beansDavid Berger’s article “Counting the maintenance beans” (parts one and two, May and June, page 33, www.PlantServices.com/articles/2007/091.html and www.PlantServices.com/articles/2007/122.html) has a lot of merit. Un-fortunately, most companies opt for an ERP because the ac-counting folks can’t understand a CMMS and its function-ality at a corporate level. Everything is the bottom line. It’s not just the bottom line in maintenance but the knowledge, control and organization that effi ciently runs the depart-ment. � e best way is with a CMMS. I’ve seen as much as a 25% reduction in costs at several facilities.

As far as tracking the hours and assigning the estimated hours, it’s diffi cult but each facility is independent of an-

other, from my 20 years experience, based on technician knowledge, equipment age and production schedules. Most CMMS programs I’ve used incorporate scanning tech-nology, which allows the department to track task hours, whether emergency or not, by bar code. In the implementa-tion phase of a CMMS, it’s easily tracked for the fi rst year and solid estimates can be derived for each specifi c facility.

It takes at least one year to two years, depending on the size of the facility and manpower, for a CMMS to be implemented and running well. Understanding this from a management and accounting position can be diffi cult. But as time goes by, the costs start to drop as CMMS reports are implemented and used. � ey help determine the high-est-cost locations, equipment and services that can be scru-tinized for reduction.

Lastly, I see the ERP systems incorporating the CMMS for tracking maintenance with work orders and part us-age tracking like SAP does. I think there’s a merging of tracking systems, which will probably lead to buyouts and partnerships to get the “total package.” � at would prob-ably be the best future scenario for both maintenance and accounting.

I now teach what I practiced and managed for many years. I will use the article as a reference in my future instruction. Sam Ajlani, industrial engineerIndustrial System Technology, Lanier Technical College, Oakwood, Ga.

.PLANTSERVICES.N 11

BACKTALK

This is my fi rst response to any editorial I have ever read and it is in regards to “Quality Fade” (September, page 9,

www.PlantServices.com/articles/2007/197.html). My opinion is that quality fade in this country is a result of the lack of quality con-trol on the imports into this country over the past decade.

� is lack of quality control has placed additional pressure on American indus-tries to compete with off shore companies that don’t care about the quality of their products. I’m not defending the American companies that practice this, only voicing

my opinion as to why this is happening. Roger Hill, supervisor

his is my fi rst response to any editorial I have ever read and it is in regards to “Quality Fade” (September, page 9,

products. I’m not defending the American companies that practice this, only voicing

my opinion as to why this is happening. Roger Hill, supervisor

Lack of quality control pressures industry

Write to Plant Services, 555 W. Pierce Road, Suite 301, Itasca, IL 60143 or e-mail: [email protected]. Include your name, job title, name, job title, company name and loca-tion (city/state). Submissions will be edited for clarity and available space.

TELL US WHAT YOU THINK

PS0711_11_BackTalk.indd 11 11/6/07 3:02:09 PM

At Toyota, we’re doing as much for the environment as we are for material handling. For every innovation like our System of Active Stability™ (SAS) that revolutionized operator safety, there are innovative accomplishments in conservation.

Our zero-landfi ll manufacturing process has eliminated landfill waste disposal and increased our recycling by 70%. We’ve reduced our CO2 emissions at our manufacturing plants by 120,000 tons—that’s roughly equivalent to planting 45,000 trees. We’ve implemented more than 1,700 energy-saving measures companywide. And most recently, Toyota introduced the cleanest I.C. lift truck in the world.

Number one with people. Number one with the planet. No wonder Toyota is Earth’s #1 lift truck.

PROTECTING THE DRIVER WAS ONLY THE BEGINNING.

8 0 0 - 2 2 6 - 0 0 0 9 • t o y o t a 8 s e r i e s . c o m

All Toyota 8-Series models count as 0.6 g/bhp-hr (0.8 g/kW-hr) HC+NOx towards California’s end-user fl eet average calculation—measures do not apply to diesel confi gured models. Contact your local dealer for additional information.

10572-5_1PgTropic_78x105.indd 1 10/17/07 2:24:26 PMPS0711_FPA.indd 12 11/2/07 11:51:59 AM

N .PLANTSERVICES. 13

I’m feeling philosophical this month. When I was origi-nally awarded this column, I was instructed to inform the Plant Services audience of all of the new and cool stuff

going on with the Web site. Seems easy enough, right? But as I stare at the white abyss of the Microsoft Word template, I start to wonder if I’m highlighting the right things. And then I really start to wonder if I’m even putting the right kind of stuff on the Web site, regardless of what I choose to highlight in this column. So, I have decided to just do what I should have done in the beginning – ask you.

Following, please fi nd a few avenues that we’ve pursued on the Web site. � e most im-portant link to remember, though, is this one – www.PlantServices.com/plantperformance/?p=17 � at’s the address for a blog post on our Web site, where there is an easy-to-use com-ment section. It’s where I hope you take the initiative to not only post your suggestion on how to make the Web site better fi t your needs, but also a place to comment on other users’ suggestions. It’s where you let us know what you want.

AudioDo you like podcasts? We’ve posted a few. � ey’ve included our Editor in Chief Paul Studebaker musing on how main-tenance pros can save the world and why playing to your strengths is so important. We’ve also featured the NPR in-terviews with Maintenance Evangelist Joel Leonard. You can hear them in our podcast center (www.PlantServices.com/podcastcenter).

Who else would you like to see interviewed? What topics do you want to see covered? Are there podcast outlets there that you regularly visit? Let us know – www.plantservices.com/plantperformance/?p=17

Video� is is a tricky medium. What do you want to see? Do you want us going to trade shows and conferences, and report-ing via video? Are there plant solutions you’d just rather see than read about? Let us know – www.PlantServices.com/plantperformance/?p=17

WikiPersonally, I love wikis. There is something gloriously democratic about a knowledge-sharing portal where everyone can contribute. But what do you think? Have you seen our Best Practices Energy Wiki (www.Plant-Services.com/energy_wiki)? Is it useful? Do you trust the information? What other topics would you like us to cover in the wiki format?

Let us know – www.PlantServices.com/plantperformance/?p=17

BlogsYou might not read blogs regularly – yet – but they’re a great way to get to know the people giving you your information. We try to keep our blogs personal, and currently we have two:• Plant Performance: Editor in Chief Paul

Studebaker blogs on several plant-related topics.

• Reliability Tips: Reliability Expert Ricky Smith posts his monthly tips and more.� e blogs also have the ability to be tracked

via RSS, so you can subscribe to the RSS feed and be notifi ed every time a new post is made.

What do you think of our blogs? Do you want us to blog on something else? Do you know somebody who’d make a great blogger? Let us know – www.PlantServices.com/plantperformance/?p=17

What else?Everything that I’ve written about here is what we Web-heads affectionately call Web 2.0. It’s where the audience is as much of the content production as the owner of the site. If you think of more ways to involve you and solve your problems than what I’ve offered here, please let us know – www.PlantServices.com/plantperformance/?p=17

� at could include the ability to comment on stories, story ratings or marking/saving favorites. Be the squeaky wheel, and let us know how you want your grease!

E-mail Senior Web Editor Michael Ermitage at [email protected].

Let us knowWhat strengths would you like to see expanded, added or improved?

I have decided to just do what I should have done in the beginning – ask you.

K E N S C H N E P F

PLANTSERVICES.COM

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Sequestering CO2, also known as carbon capture and storage (CCS), in recent months has moved from drawing board concepts to real projects backed by

universities, corporations and the federal government. Worldwide debate over climate change has sparked the in-tellectual and financial support of these projects.

“For us, as a company, the debate about whether man-made climate change is happening is over,” says Jeroen van der Veer, chief executive at Shell. “The debate now is about what we can do about it. Businesses like ours need to turn CO2 management into a busi-ness opportunity by leading the search for responsible ways to manage CO2 and use en-ergy more efficiently. But that also requires concerted action by governments to create the long-term, market-based policies needed to make it worthwhile for companies to invest. With fossil fuel use and CO2 levels continuing to grow fast, there is no time to lose.”

Shell is involved in large-scale CCS demon-stration projects. One is ZeroGen, a low-CO2coal-fired power project being considered in Australia. Another, in Norway, is the largest offshore project to date to store CO2 and use it to enhance oil recovery. The Halten project could solve a central Norway power shortage and reduce CO2 emissions by as much as 2.5 million tonnes a year, the company says. Both projects are at the feasibility stage. Shell also is sup-plying waste CO2 from its Pernis refinery to greenhouses in the Netherlands, and exploring CO2 management in the Middle East with Mitsubishi Heavy Industries.

The first three large-scale carbon sequestration projects in the United States (and the largest single set in the world to date) received funding in October from the Department of Energy (DOE). The three projects – Plains Carbon Di-oxide Reduction Partnership; Southeast Regional Carbon Sequestration Partnership; and Southwest Regional Part-nership for Carbon Sequestration – will conduct large-vol-ume tests for storing 1 million or more tons of CO2 in deep saline reservoirs. DOE plans to invest $197 million over 10 years, subject to annual appropriations from Congress, for the projects, whose estimated value including partnership

cost share is $318 million. These projects are the first of sev-eral sequestration demonstration projects planned through DOE’s Regional Carbon Sequestration Partnerships.

Canada’s New Government and the Province of Alberta will partner with EPCOR Utilities and the Canadian Clean Power Coalition (CCPC) in a $33 million research and de-velopment project. To reduce air pollutant emissions associat-ed with coal-fired electricity generation, the technology takes advantage of CCS, which is expected to reduce greenhouse

gas emissions to almost zero. The project will be located at EPCOR’s Genesee Generating Station west of Edmonton.

“The application of this technology, on this scale, with this type of coal, has not been used anywhere else in the world,” says Dr. Da-vid Lewin, EPCOR’s senior vice-president, IGCC development and CCPC chair.

In the U.K., cutting-edge technology that ‘captures’ polluting CO2 and permanently stores it inside rocks is under development at a new University of Nottingham research center. The Centre for Innovation in Carbon Capture and Storage (CICCS) — scheduled to open in October — plans to develop novel

technologies to permanently and safely trap and store green-house gases, so they aren’t released into the atmosphere.

“The novel technologies developed at the Centre will en-able the U.K. to meet its targets for the reduction of carbon dioxide emissions, and thus help the U.K. to play its part in global efforts to tackle climate change,” says Dr Maroto-Valer, Director of the Centre.

One concept is to extract CO2 from burning coal into a reactor with silicate-based rocks. Once the CO2 is locked inside the rock by the CICCS process, it is permanently contained and can’t go back to its previous state. This en-sures the permanent storage of the CO2 while producing a commercial product (bricks) in the process.

Even if climate change weren’t such a hot topic, these CCS projects have merit in that they all aim to find a posi-tive use for industry’s byproducts.

E-mail Managing Editor Ken Schnepf at [email protected].

November 2007 www.PLANTSERVICES.com 15

Where to put the gasClimate change debates put heat on carbon capture and storage projects

A $33 million research project

promises to make Canada a world leader in clean coal technology.

K E N S C h N E P f

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UP AND RUNNING

Millennium Park’s monumental Cloud Gate sculpture in Chicago is the 2007 recipient of the American Welding Society’s (AWS) Outstand-

ing Achievement in Welding Award, one of the industry’s most coveted honors.

“We are proud to present Millennium Park’s infamous Cloud Gate with one of our society’s most distinguished awards,” says Ray Shook, AWS executive director. “This sculpture’s cutting-edge design and technological innova-tion are a reflection of the incredible advances the welding industry continues to make every day. Anish Kapoor and the talented team of companies and individuals that con-tributed to its development are breaking new ground and effectively expanding the world of possibilities in welding fabrication.”

This award is part of AWS’ Extraordinary Welding Awards program, which annually awards one welded structure that depicts exceptional design and technological achievements through welding. Each award submission is majority voted on by AWS’ Past Presidents Committee, comprised of 27 members who were each previously at the helm of the or-ganization. Inspired by liquid mercury, Cloud Gate is one of the world’s largest outdoor sculptures at 110 tons, 66 ft. long, 42 ft. wide and 33 ft. high. Its surface is forged of a series of 168 highly polished, 3/8-in. thick stainless steel plates that have been welded together, ground, sanded and polished. The result is a seamless mirror-smooth finish that reflects the city’s famous skyline and the clouds above.

A 12-ft.-high arch provides a “gate” to the concave cham-

ber beneath the sculpture, inviting visitors to touch its mir-ror-like surface and see their image reflected back from a va-riety of perspectives. The sculpture is British artist Kapoor’s first public outdoor work installed in the United States.

Millennium Park representatives were to be presented with the award in a ceremony at the park during the 2007 FABTECH International and AWS Welding Show, No-vember 11-14 at nearby McCormick Place.

The following individuals and companies are named on the award for their contributions to the development of Cloud Gate: Anish Kapoor, Artist; Chris Hornzee-Jones, Structural Engineer; Performance Structures Inc., Design, Engineering and Fabrication; MTH Industries, Fabrica-tion; U.S. Equities Realty, Development Manager; Mil-lennium Park Inc. & AT&T, Donors; Richard M. Daley, Mayor; City of Chicago, Owner.

Cloud Gate wins welding awardStunning public work reflects cutting edge in design and technological innovation

Three Ferraz Shawmut engineers and researchers were recently honored for a paper presented at the 2006 IEEE Industry Applications Society Petroleum and

Chemical Industry Technical Conference. “Effect of Insu-lating Barriers in Arc Flash Testing,” was named the first place prize paper.

IEEE recognized authors Robert Wilkins, Mike Lang and Malcolm Allison at a September 17 awards luncheon

in Calgary, Alberta, held in conjunction with the 54th An-nual IEEE IAS Petroleum and Chemical Industry Techni-cal Conference.

“Words alone can’t describe our gratitude to the IEEE, IAS and PCIC for this recognition, and our company is truly fortunate to employ such talented individuals as Rob-ert, Mike and Malcolm,” says Ken Hooper, senior vice presi-dent of sales and marketing for Ferraz Shawmut. “These

Arc flash testing paper gains accolades

PS0711_17_21_UpRunning.indd 17 11/6/07 12:03:43 PM

continued research efforts give us greater knowledge of arc flash hazards, which can make the electrical industry safer. There’s nothing more important than finding better means of protecting people.”

Determining award-winning papers involved multiple levels of evaluation:

• At least four technical reviews were conducted for each IEEE PCIC paper before the conference. Technical review-ers scored papers based on: reader interest, reference value,

originality, conciseness/clarity, and layout/format/figures.• The chair for the technical subcommittee sponsoring the

paper also provided a technical review summary.• At the conference, each paper received 10 oral reviews

from audience members immediately following its presenta-tion. Oral reviewers scored papers based on: visual aids, oral presentation and audience participation.

To view the paper, visit http://us.ferrazshawmut.com/re sources/articles-white-papers.cfm.

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UP AND RUNNING

November 2007www.PLANTSERVICES.com18

Partnership produces e-manufacturing lab

The University of Cincinnati and the Industrial Auto-mation Group of Advantech have partnered to create the Advantech e-Manufacturing Lab to promote re-

search, development, and educational programs for students and professionals.

The university received embedded automation controllers with flat panel monitors and USB I/O modules to monitor machines for changes and provide a predictive failure anal-ysis from Advantech. Also, there is a lab station equipped with AStudio and a touch panel computer so results can be


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posted and viewed on the Web.“Universities serve two functions,”

says Carlo Montemagno, dean of the College of Engineering, “first, to pro-mote the advancement of science and

technology and second, to promote the application of that technology for eco-nomic prosperity.”

“This e-manufacturing laboratory hits exactly our target market for cus-

tomers to enhance productivity and reliability,” Ming-Chin Wu, President of Advantech’s Industrial Automation Group, said at the lab’s grand opening. The e-Manufacturing Lab will be un-

der the guidance of Professor Jay Lee, Ohio Eminent Scholar in the Depart-ment of Mechanical, Industrial, and Nuclear Engineering (MINE).

Technologies to cut costs of electricity Energy delivery and metering

technologies that give indus-trial consumers greater con-

trol over their energy usage and costs are being deployed by GE Energy and American Electric Power (AEP). The two power industry leaders agreed to combine forces to tackle those issues head-on and signed a memorandum of understanding.

GE Energy will provide products and technology while AEP will focus on deployment of advanced metering and enhanced infrastructure tech-nologies to change the way electricity is delivered to and used by custom-ers. Plans call for the initial use of the technologies in two AEP distribution regions, totaling 200,000 customers, by the end of 2008, provided regula-tory approvals are completed.

Customers in areas where the new technology is deployed will be given greater control over their electricity usage, which will help reduce the de-mand for electricity. This could help ease the immediate need to increase generating capacity.

Increasing efficiency through cus-tomer involvement and enhanced utility grid technologies also can be translated into reductions in fuel used by power plants, reducing greenhouse gases.

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Webcast shows how to maximize air compressor efficiency“Maximizing Air Compressor Efficiency with Data Loggers,” a free on-demand Webcast, is being offered by Onset Computer Corp., Bourne, Mass. This video-based presentation shows how motor on/off data loggers can help users understand air compressor runtime patterns to reduce energy costs and troubleshoot cycling problems. The Webcast takes viewers step-by-step through the process of launching and deploying on/off data loggers on air compressors, and analyzing the data in graph form on a PC or Mac. To access the free Webcast, visit www.onsetcomp.com/acwebcast.com.

Boiler-centric energy management serviceiBoiler Energy Management Solution, a 24/7 energy manage-ment service that provides critical operational and financial in-formation to plant personnel – from boiler operators to senior facility managers – for their use in optimizing boiler perfor-mance and reducing energy costs, is available from Advanced Automation, Exton, Pa. The monitoring and measuring service collects, stores, calculates and generates key performance indicators for use in improving energy productivity and per-formance at steam generation facilities. For more information visit www.advancedautomation.com.

SWAT team focuses on improving throughput A cycle time SWAT team to focus on improving manufacturer throughput has been established by Applied Manufacturing Technologies, Inc. (AMT), Orion, Mich. The new cross-discipline group will help integrators and end users to lower cycle times and increase production. The team consists of engineers from simulation, programming, controls and mechanical groups, who use AMT’s integrated approach to cycle time reduction. For more information call (248) 409-2000, or visit www.ap-pliedmfg.com.

Online calculators designed to help cut costsThree online calculators at www.raymondcorp.com/solutions are available from the Raymond Corp., Greene, N.Y. to help materials handling professionals improve efficiency and de-crease operating costs. By keying in real operations data, us-ers receive immediate feedback to help make better-informed purchasing decisions. The tools include: a cost of ownership calculator, reach truck performance calculator and a space uti-lization guide. For more information visit www.raymondcorp.com or call (800) 235-7200.

Removing fuel from water to cut costsGasoline, diesel fuel and BTEX can be removed from water at a rate that reduces operations costs 50% to 60% when organo-clay precedes activated carbon treatment. The newsletter describes the methodologies used, shows tables, figures and case histories. It includes brief descriptions about spent media disposal, media use with air stripper, and other useful informa-tion. To view the newsletter, click on Technical Bulletin No. 33 at Biomin’s site, www.biomininc.com.

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When the next bridge falls, plant burns or pipeline leaks, are you going to be able say that you tried to warn everyone you know about the onslaught

of pending maintenance problems facing this country? That you’ve spread the word to other professionals about the ben-efits of reliability? Or that you’ve contributed at conferences, visited schools, talked with executives, raised the standard of excellence of reliability and maintenance at your com-pany, or perhaps mentored an apprentice?

Hopefully, the answer is ‘yes’ to all, but please, do something, because the stakes are high. People’s lives and livelihoods are at risk.

At a recent TPM course, consultant Robert Williamson, CMRP, CPMM, said, “So many companies’ top executives are apathetic to the needs and challenges in reliability and main-tenance.” I agree, but what’s worse is those who see the problem and do nothing about it.

At the 2007 SMRP conference in Louis-ville, Chuck Kooistra, vice president. General Physics Corp., asked attendees to write down how they planned to solve the problem. Many of the reliability engineers from the largest corporations in the country echoed that severe skill shortages are restricting their ability to grow and sus-tain a competitive advantage. Major businesses can’t imple-ment the latest automation systems because of the skills gap. So many of the 1,000-plus attendees complained that their top management’s only focus is on the short-term bottom line and isn’t interested in investing in long-term cost sav-ing initiatives like apprenticeships, reliability programs and other maintenance development efforts.

As the late John Gardner, former secretary of Health Education and Welfare, once said, “The society that scorns excellence in plumbing, because plumbing is a humble activity, and tolerates shoddiness in philosophy, because philosophy is an exalted activity, will have nei-ther good plumbing nor good philosophy – neither its pipes nor its theories will hold water.”

Ou society needs to know that plumbing is no longer just bending and connecting pipes. Plumbing systems are now managed by PLC controllers and sensors, lubricated

with high-tech solvents and integrated with electrical and electronic systems.

We wonder why maintenance is an afterthought in our top leadership’s minds. Their MBA programs only taught them about the costs of maintenance, not the value. No MBA program treats reliability and maintenance as a competitive advantage. How many organizations promote top leadership from the ranks of maintenance?

It’s a pity that maintenance techs have to educate business leaders how to effectively lead their business for long-term sustainability. How can we fix that?

Later this year, SMRP will host an executive conference to educate top leadership of major corporations on cost savings and efficiency ben-efits of reliability and maintenance. More such interactions are definitely needed for change.

To produce future enlightened leaders, SMRP, AFE, IFMA, BOMA and other or-ganizations’ top leadership should lobby the boards of Harvard, Wharton and other MBA programs to include contributions of our func-tion in coursework. Perhaps they could provide guest lecture MBA programs.

I also recently attended Converge South to learn effective blogging techniques. Wow! So many smart people blogging profusely about unimportant things while ignoring our economy or fighting social causes. Many wanted to learn how to share videos that emulate MTV’s “Jackass.”

Many were surprised to learn about the severity of the main-tenance crisis when they asked me why I was there. However, I was pleasantly shocked to see Maintenance Supervisor John Welch in the crowd (www.welchnet.us/industrial/). I also met some media producers to learn more about how to launch Skill TV. If we’re ever to fix the maintenance crisis we’re go-ing to need armies of maintenance evangelists to educate the masses. I hope you’ll join us and share your efforts.

In the words of St. Francis of Assisi, “Start by doing what’s necessary, then what’s possible, and suddenly you are doing the impossible.”

E-mail Contributing Editor Joel Leonard at [email protected].

How are you fighting the Crisis?Speak out before the next disaster strikes

No MBA program treats reliability and

maintenance as a competitive

advantage.

CRISIS CORNER

PS0711_25_CrisisCornr.indd 25 11/2/07 11:06:00 AM

Reducing water usage is an essential ingredient of productivity and profitability, to conserve water and to reduce treatment and disposal costs. Sepa-

rating and removing contaminants such as oil, grease and dirt can increase the lifespan of water-based coolants, cleaners and lubricants.

Mechanical separation methods typically are based on one of two principles: gravity separation in combination with weir skimmers and tank overflow; or adhesion, using hoses, wheel/disks or belt skimmers that attract oil to lift it from the surface of a bath. Both methods are problematic, particularly in high-volume production settings where de-lays are required to change or maintain aqueous baths in-volve downtime.

For instance, adhesion separation often allows dirt to settle through surface oil and cycle back into the bath wa-ter, leading to dirty parts and a need for frequent solution changes. The adhesion method also draws up and removes cleaning agents along with water and oils, producing “wet” oil and adding to oil disposal costs.

The overflow (decanting) method can waste significant amounts of coolant or cleaner from the bath. The coalesc-ing-media method, which uses honeycomb-like traps or plates to separate and capture oil and contaminants, often is inefficient and maintenance-intensive because of its sen-sitivity to dirt.

At Parker Hannifin Corp.’s Hydraulic Pump/Motor Di-vision in Greeneville, Tenn., a Lindberg washer used inten-tional overflow of the cleaning bath to remove quench oil from heat-treated parts. This resulted in loss of cleaner and “excessive volumes” of water being added to the plant’s efflu-ent, according to Larry McCracken, plant engineer.

To reduce the costs resulting from those cleaning and dis-posal problems, the washer was modified to eliminate the continuous overflow. However, some method was needed to control oil accumulation in the bath.

“Initially, a belt-type skimmer was tried, but was unsuc-cessful,” says McCracken. The company contracted with Aqueous Recovery Resources (ARR, www.superator.com) for a 30-day trial of its Superator dynamic separator.

Dynamic separation operates on the Bernoulli Effect, where increased fluid velocity results in lower internal pres-

sure. This pressure differential enables separation of liquids of differing specific gravities, such as oil and water. Much of the dirt and other foreign matter are separated with the oil, giving a cleaner process and cleaner parts, translating to better quality and fewer rejects.

The separator produces the difference in fluid velocity by flowing the coolant over and under a series of baffles. The lower-specific-gravity fluid (in this case, oil) is concentrated above the baffles while the higher-specific-gravity fluid (wa-ter) goes below.

A video showing how the dynamic separation technology works may be found at www.suparator.com/video/plexi-model.wmv.

“Approximately 10 gallons of quench oil is removed from the bath daily,” says McCracken. “This result has greatly re-duced operating costs as well as our getting cleaner parts from the washer.”

Cost savings included reduction in water consumption from 19,000 gallons to 3,500 gallons per month. Chemi-cal losses, previously recorded at 300 gallons per month, were reduced by 240 gallons, a savings of almost 82%. The monthly cost of water disposal was reduced by approxi-mately 80%, and the monthly cost of chemicals reduced by more than 80%. The total annual savings has been at least $101,184.

Pump plant conserves water and chemicalsBernoulli Effect removes dirt and oil contamination

Flowing the water/oil mixture through a series of baffles causes the liquids to separate according to specific gravity.

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Can your legacy system say the same?Legacy systems work fi ne for brute-force cooling the entire room, but skyrocketing energy costs make them fi scally irresponsible and their fundamentally oversized design makes them incapable of meeting today’s high-density challenges. Even worse, power and cooling waste may actually prevent you from purchasing much-needed new IT equipment. Simple problem, simple solution. Cut your power and cooling costs and use the savings to buy the IT equipment you need.

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It’s increasingly common to hear industrial and po-litical leaders making strong statements about why managing energy is strategically vital for the future.

From the way the speakers underline the growing energy cost risk, fear of unreliable supplies, and effect on the world’s climate, a naïve observer would naturally assume they’re scouring the planet for proven best practices, technologies and policies that could be implemented to reduce energy risks and capture benefits. In reality, this is rare. Why, and what can we do about it?

The easiest reason to understand is good old fashioned hypocrisy. Energy and climate change are fashionable topics, prompting leaders to pay lip service to how engaged they are, to overstate their achievements, and to understate the challenges of achieving real changes. In these cases, an underlying lack of belief in the importance of energy productiv-ity means there’s little appetite to seek out and implement best practices. The best advice to an energy manager in this difficult situation is to use transparent data and the budgeting process to hold management accountable to their words, rather than their intents.

Disbelief is another barrier to best practices. This column has repeatedly cited examples of energy management and greenhouse gas reduction programs that deliver 20% to 40% gains. But, after years of being told that a couple of percent per year is the best that can be achieved, it’s perhaps un-derstandable that breakthroughs are viewed more as selling snake oil than reality. Here, the energy manager must estab-lish solid benchmarking data that challenge disbelief.

Unwillingness to adopt a global and industry-wide view is likely the most common problem. The reasons are complex, and often extremely personal. The gaps are large, ranging from 20% to 30% in industry productivity, to 40% to 50% in transportation, and 100% or more in homes and buildings.

Within industries, ranges from best-in-class to less effi-cient players often are equally wide. It’s an understandable human reaction to explain away the differences using ratio-nalizations, many of which would do credit to an alcoholic justifying excessive drinking. Hidden nationalism also can

creep in, where experiences in a distant land might seem less valid than those of the local domestic market.

Healthy companies explore differences through objective benchmarking, and if substantial energy or climate produc-tivity opportunities are discovered, trigger a rapid and wide-spread best-practice transfer program. At least one company I work with recognizes that industries in Sweden, Japan and Germany have sophisticated approaches to heat recovery, sav-ing vast quantities of cooling water, natural gas and heating

oil, and reducing capital investments in equip-ment dedicated to getting rid of waste heat. Rather than defend the status quo, the com-pany systematically explores heat recovery op-portunities at many of its sites. One I visited re-cently may completely eliminate the use of for natural gas for space heating by recovering heat from a range of electrically driven processes.

Government communications and policies can perversely reinforce barriers to best prac-tice transfer. In the United States, for example, recent policy has heavily emphasized future technology in resolving energy and climate challenges. Without belittling new technol-ogy, an equal emphasis on rapidly deploying

global best practices would deliver large-scale immediate re-sults. However, given that many of these would benefit for-eign companies, and require deep national and local policy changes, there’s political resistance to this approach.

A company, however, must not have similar reluctance. Its responsibility to customers and investors is to deliver the best possible results, irrespective of where the technology or practices originated. Many recent energy productivity breakthroughs came from non-English-speaking countries, and much might be missed by Googling in English alone.

The bottom line is, believe that breakthroughs are pos-sible. There’s no place for xenophobia and chauvinism, and local government policies might not paint a complete pic-ture. To survive competitively, a company must deploy im-mediately available best practices, wherever they exist.

Peter Garforth is principal of Garforth International LLC, Toledo, Ohio. He can be reached at [email protected].

Why is best practice transfer so hard?In the offing is a 20% to 30% improvement in energy productivity

It is an understandable human reaction to explain away

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Agood CMMS skill set minimizes the importance of a user-friendly help feature. But when attempting anything out of the ordinary, there’s nothing like

sophisticated on-screen help to minimize frustration and errors. Comprehensive help often is associated with train-ing newbies or helping users explore new functionality. However, software offers improved learning and productiv-ity aids, all under the umbrella of “help.” Modern CMMS packages even point out better ways to accomplish a task, or introduce features that might be of use to a struggling user. Help functions are useful when troubleshooting a problem or finding information efficiently and effectively. Thus, there’s an assortment of help features available to CMMS users.

Traditional helpIt’s difficult to find a CMMS package that is completely void of help functionality. Most packages have, at a minimum, some tradi-tional features:

Electronic manual: This help function is an electronic version of a paper-based user guide. This electronic manual might be launched as a PDF by using a function key or selecting “Help” on a menu. The quality and level of detail varies dramatically, but the key differentiator is whether it’s context sensitive. If not, the help screen opens to the same page, regardless of what screen or field the user happens to be using.

Screen-level help: Instead of, or in addition to, an elec-tronic manual, many CMMS packages have context-sensi-tive help geared to each screen. For example, pressing F1 might activate a window that lists each of the fields on the current working screen, with a simple explanation of each.

Field-specific help: A more advanced CMMS offers context-sensitive, field-specific help, which allows users to access detailed information about a given field. Perhaps key-ing F1 while your cursor is on a field will open a window that provides an explanation of its function. Some vendors have a less sophisticated means of providing this functional-ity – they simply reproduce the screen-level help, but with the specific field in question moved to the top of the screen

for easier reference.Menus and function/hot key help: Look for a CMMS

package that provides help for every menu item, function key and hot key (e.g. F3, Ctrl-A, Alt-F7). This assists in navigating more efficiently.

Procedural help: The how-to or procedural help requires considerable thought and work for the CMMS designer. Accordingly, only the more sophisticated packages seem to have mastered it. Procedural help should provide quick, suf-

ficient detail to determine how to complete a range of tasks, such as closing a work order, calibrating an instrument and generating a custom report.

Traditional help tools: Most traditional help comes with tools that assist in locating, understanding and processing help informa-tion. Look for:

• Table of contents (with hyperlinks)• Index (with hyperlinks to each topic)• Search capability (including wildcards)• Screen shots (to show sample screens)• Examples (to understand explanations)• Embedded hyperlinks (to provide cross-

references to additional detail, elsewhere within help or on the Web)

• Customization capability (to add custom explanations)• Print facility (to produce a cheat sheet)

Advanced helpAs maintenance improved over the years, so did the CMMS help facility. Advanced features dramatically reduce the learning curve for users and enhance productivity. Many of these features include:

Jump: This feature allows you to jump back into the cor-responding location within the application, as opposed to the original point of entry into help.

Bubble help: Hovering over an icon, field label, menu item or hyperlink brings up a short explanation in a com-ment “bubble” next to the cursor.

Embedded help panes: Similar to bubble help with the exception that the short explanation always appears in the same location, rather than next to the cursor, perhaps in a

Look for a CMMS package that provides help

for every menu item, function

key and hot key

Who are you going to call?Take advantage of the help features in your CMMS

PS0711_31_AssetManager.indd 31 11/6/07 2:44:50 PM

narrow window pane along the bot-tom of the screen.

Tips: Some packages provide handy tips about using the application more efficiently that usually appear at logon

(e.g. tip of the day), but a few packages make context-sensitive tips accessible to users at every screen.

Computer-based tutorials: Run-ning an electronic tutorial or comput-

er-based training segment is handy for getting up to speed quickly on a given module or procedure.

Animation: Unlike tutorials or computer-based training, animations aren’t interactive. They show a simula-tion that steps through a procedure.

Wizard or coach: This feature guides users with the aid of prompts and explanations along the way. Ad-vanced packages activate a wizard when it’s clear the user is struggling. For example, if an error message or warning appears, the wizard provides assistance in correcting the problem.

Workflow: The workflow engine is more powerful if integrated into the help facility. This helps in navigating through a complex CMMS.

Troubleshooting/diag nostics: This provides automated assistance for recognizing and reacting to user-defined problems. For example, if the average lead time on a delivery is more than 20% greater than the historic lead time, the computer will suggest an adjustment.

Online help: Some vendors provide supplemental information on Web sites. This online help can include:

• Articles, white papers, Webcasts and press releases.

• Known errors or omissions, and user-posted work-arounds

• Add-ons, updates, beta software• Assistance via chat or e-mail• Training, videos and tutorials• User groups• Links to other Web sites that

might provide further information (Editor’s note: The Plant Services

CMMS/EAM Software Review, post-ed at www.PlantServices.com/cmms_re view, provides a side-by-side compari-son of more than a dozen popular soft-ware packages.)

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

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Inadequate chain drive lubrication increases wear and maintenance costs and reduces reliability. Special-pur-pose lubricants, automatic application devices and in-

novative chain designs decrease energy consumption and extend service lives.

Dry-film lubes: These high-performance coatings have a binder that, once cured, forms a solid film that reduces fric-tion and wear. Additives, such as rust inhibitors, can extend chain life. Interflon suggests using a penetrating dry film lubricant with a protective coating instead of conventional lubes that corrode pins and bush-ings and collect dirt. The Interflon Fin Lube EP Plus non-drip aerosol fluid, formulated for extreme pressure and hostile environments, uses mineral and synthetic oil, solvent, Tef-lon, additives and propellant. The sprockets and outside of the chain, left nearly dry, resist dirt and moisture. A thin initial layer with oc-casional reapplication works best, and longer penetration times lengthen the lubrication in-terval. Chains dosed with Fin Lube EP Plus are said to work smoothly even after the lubri-cating layer on the outside has disappeared. In trials, energy savings for drive chains and conveyors were approximately 20% at startup with a run-ning amperage reduction of as much as 26%.

For high-contamination areas, DuPont’s Teflon Chain-Saver aerosol penetrates wet and sets up a dry Teflon wax film enhanced with molybdenum. Dirt, grime and paper dust ac-tivate self-cleaning release agents that shed outer bits of the lube and the contaminant. It works dry up to 120°F, and as a wet-style oil lubricant between 120°F and 300°F.

Food-grade lubricants: Food and beverage processing bring unique requirements. Lubes might be subject to fre-quent washdowns, steam, condensation or temperature ex-tremes, and must comply with health and safety regulations for purity and non-toxicity.

Dow Corning’s fluids, such as Molykote L-1428, reduce chain wear, extend service intervals, and reduce mainte-

nance. Molykote oil molecules are engineered for saturation and to resist water. The oils are produced in a hydrocracking process that ensures they’re nearly contaminant-free. The lubes maintain viscosity across a wide temperature range, making them suitable for ovens and freezers. They’re USDA H-1 or H-2 certified, kosher and Ag Canada approved.

Automatic lubrication: Another way to minimize costs and increase efficiency is using an automatic lubrication de-vices. An example is Lincoln’s ORSCO spray system, which

lubes chains continuously or intermittently. Its delivery nozzles supply minute quantities of lubricant exactly where required. The sys-tems are said to reduce the fluid consumption by as much as 90%.

Lube-friendly chain design: Proper lubri-cation can minimize replacing chains because of abraded pin-bushing joints. U.S. Tsubaki’s ANSI roller chains, size 80 to 140, have Per-forMax solid-lube groove bushings that hold the oil at the point of contact to increase life and decrease initial elongation. The grooves on the bushing’s inner surface allow the chain to run longer without additional lubrication, which extends the maintenance interval and

reduces labor and lubricant costs.The MagSlide conveyor by Bunting Magnetics uses twin-

roller drive chains that hold and move magnets under the slider bed. The chains run in oil-impregnated UHMW poly-ethylene SlideTrack channels, which provides continuous lubrication, minimizes friction and adds durability. Built-in oil fittings allow manual or automatic relubrication.

The Nanochain was introduced by Iwis Antriebssysteme at this year’s Motion, Drive and Automation show. A nano-technology-based surface coating on the roller chain acts like a boundary layer to reduce the surface coefficient of friction within the chain link and increase wear resistance.

E-mail Contributing Editor Sheila Kennedy, managing director of Additive Communications, at [email protected].

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The latest reasons to hand out hand

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The latest reasons to hand

out handhelds

By Paul Studebaker, CMRP, Editor in Chief

PS0711_36_45_CoverMobile.indd 36 11/5/07 3:45:45 PM


obile computing is a technology that most plant managers, mainte-nance supervisors and technicians see as nice – maybe too nice – and

unnecessary for their work. You’ve done alright for many years without it, so you must not really need it, and besides, it looks fragile, complicated and expensive.

Don’t try talking that way at San Francisco Water’s West Bay Facilities, where Wonderware tablet PCs have been saving time on PMs for three years now (Figure 1). Along with transmitting maintenance and calibration information, the mobiles function as operator interfaces for the control system.

“With two operators on a shift, we used to always have to keep one in the control room,” says Dee Cutino, super-intendent. The primary operator is responsible for instru-ment calibration, while the secondary operator is devoted to routine maintenance. The secondary operator would have to stop working and take over monitoring the control room when the primary operator needed to leave, for example, to calibrate turbidity meters. “Now the primary operator can take a tablet with him so he can start and stop equipment, acknowledge alarms, etc.,” says Cutineo, and the secondary operator can stay on his rounds.

The operators perform 300 to 400 PMs per month, plus plant rounds, quality sampling, and more. “In the past, we had trouble getting all the PMs done,” Cutino says. “The mobile system saves us two hours to three hours per day, which has allowed us to be more efficient and get more work done – more preventive maintenance gets done without in-terruption.” The tablets also let them write CMMS work orders in the field, “which is helping us capture better re-cords,” he adds, “and our CMMS is tied into Purchasing, which helps expedite repair parts.”

Much like the car phones of the 1980s that let salespeople make a call without stopping at a pay phone, mobiles have excelled for years at streamlining existing tasks, such as making rounds, entering data into a CMMS and tracking work orders. Now, with novel features like full PC capabili-ties, Web access and multimedia communication, mobiles are beginning to offer new ways to get a job done.

When you see what mobile systems are doing, understand how they work and start to imagine the possibilities, you may decide your operations are worthy. After all, if Cutino, the UPS deliveryman and the cable guy get to play, why not you and your maintenance team?

Power in your palmsWest Bay Facilities’ application runs on a Microsoft tablet PC with Windows Mobile and Wonderware InTouch. The tablet has WiFi, Bluetooth and PCMCIA slots for other devices, such as cellular communications or proprietary

capabilities, and specialized covers to provide protected access to antenna signals.

“It uses Ethernet to connect to a main network, then to a PC and the control system,” says David Gardner, prod-uct manager, Wonderware (www.wonderware.com). Access through a VPN provides security.

The company’s InTouch software leverages tablet PC fea-tures such as inking (users can write values into data links in their own handwriting) and annotation (users can mark up a graphical display with pens and highlighters). Operators can mark up displays and e-mail, print or save the screen capture to facilitate troubleshooting and explanations (Figure 2).

“Three years ago, the devices were seen as expensive,” Gardner says. “That was partly due to their ruggedized con-struction – they’re IP67, rated to three feet underwater and a four-foot drop onto concrete.” As prices come down and pay-backs become clear, the cost of the tablets is less of an issue.

“Then there was also the fear of wireless – that it wouldn’t work in industrial environments, that it lacked security,” Gard-

ManageMentPersonnel

“This is the Wild West of wireless, with everyone running to market with their shiny new wireless widget,” says Mike Bedell, vice president, worldwide sales, Apprion (www.apprion.com). Thus far, lack of standardization in wireless communications has led to a plethora of single-vendor, proprietary systems, and users are buying them. “Why?” Bedell says, “Because the applications they enable are terrific.”

According to a recent report by ON World, the wireless sen-sor networking market is expected to reach $4.6 billion by 2011, up from approximately $500 million today. Organizations are scrambling to agree on how existing wired sensor protocols will be adapted to wireless applications.

The HART Communication Foundation (www.hartcomm.org) released its standard in June, 2007. WirelessHART builds on es-tablished international standards including the HART protocol (IEC 61158), EDDL (IEC 61804-3), IEEE 802.15.4 radio and frequen-cy-hopping, spread-spectrum and mesh-networking technolo-gies. WirelessHART also gives users an alternative method for extracting condition-monitoring and diagnostic information from an existing installed base of HART instrumentation.

Due to be finalized soon, ISA SP100.11a is based on IEEE 802.15.4 and supports multiple protocols on a single wireless infrastructure for condition monitoring, asset management and process automation applications. “ISA100 is the umbrella under which wireless protocols and standards will coalesce in order for wireless sensor networks to reach critical mass,” says Jay Werb, CTO of Sensicast (www.sensicast.com) and DLL technical editor (for meshlayer) of the ISA100.11a standard.

If your sensors aren’t committed to a conventional fieldbus protocol, it might be practical to stick with Ethernet. “In a WiFi infrastructure, maintenance condition monitoring sensors can work without SP100, WirelessHART, etc.,” says Hesh Kagan, di-rector, wireless programs, Invensys (www.invensys.com). “SP100 has an important quality specification for signal-to-noise ratio, but if the quality is there, there’s no reason not to use commer-cial wireless access protocol (WAP).”

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ner adds. “Better understanding has led to acceptance. The wireless infrastruc-ture wasn’t there, but now it is, at least in the process industries. In some cases it needs to be extended, but it’s there.”

When peripherals convergeCapabilities emerging in commer-cial applications for wireless phones and laptops are quickly and cost-ef-fectively being adapted for indus-trial mobiles. Part of the challenge is making the best use of limited dis-play space on an industrial handheld (Figure 3). “The small screens are like looking at your application through a keyhole,” says Marty Osborn, senior director of industry product manage-ment, Infor EAM. “They’re becom-ing more configurable so you’re able to display what you need.”

Those compact displays are being used to communicate using images and schematics rather than just text. “A visual representation is worth 1,000 words,” says Bill Padula, vice president, solutions architecture at Syclo (www.syclo.com). Visual rep-resentation leads to positive identifi-cation and common terminology, “a widget versus a thingamajig,” Padula says, “or where you need a visual ref-erence to be consistent, such as de-

gree of pipe buildup or corrosion, or an unambiguous representation of a switch position or a needle on a dial.”

You can add voice recognition capa-bilities for “heads up and hands-free” operation using text-to-speech and speech-to-text conversions. “It makes data entry better, safer and more pro-ductive,” Padula says. “Voice recognition isn’t yet perfect on mobile or even on desktops, but simple, one-word or short phrases do work. It will get better as computing power and memory increase, but it’s usable now and adds value.”

Digital cameras can be connected or built in to let users capture and store images of equipment, damage, as-found/as-left, etc. Signature-captur-ing devices and mobile printers pro-vide accountability and paper trails, or produce bar-coded identification labels for inventory or asset tagging. And sensors such as voltmeters or ac-celerometers offer direct input of con-dition-monitoring or troubleshooting parameters, reducing data-entry er-rors and the number of devices a tech-nician must carry.

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Figure 1. Tablet PCs have been saving time on PMs for three years at San Francisco Water’s West Bay Facilities. Along with transmitting maintenance and calibration information, the mobiles are operator interfaces for the control system.


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The RFID connectionRFID has been the center of a lot of hoopla during the past couple of years, inspiring intense consider-ation of its potential for facilitating industrial maintenance. “It’s good in the right application, but you have to know what you’re trying to do,” says Padula. “Do you want simply to re-place bar codes? Keep track of inven-tory? Store information?”

In a typical mobile application, calibration or condition information is gathered during rounds using the keys, a stylus or touchscreen, or by downloading it over wired or wireless connections.

“With RFID, we’re able to pull readings off a machine, like run-time hours and lift hours from a fork truck, or energy consumption,” says Mick Milnark, president, Blue Dot Solutions (www.bluedotsolutions.com). “With an RFID device con-nected to the motor or meter, you can walk into the area and boom – you’ve got 50 readings loaded into the mobile and the CMMS.”

RFID also is finding value as an as-set tracking/locating device. The tra-ditional approach tracks passive RFID tags on assets as they pass through a doorway. But compared to a real-time location service (RTLS), “Passive RFID is a limited technology,” says Hesh Kagan, director, wireless pro-grams, Invensys (www.invensys.com). “It can detect that an object has passed a portal or come over a fence. RTLS tells you where it is.”

RTLS triangulates on the strengths of signals from asset-mounted, bat-tery-powered active RFID transmit-ters. The signal strengths at various receivers in a WiFi mesh provides an approximate location, which can be made more precise by training the system with “fingerprint” patterns of objects in specific places.

“It’s mainly software on the WiFi network, so it’s very inexpensive to implement,” Kagan says. “AeroScout has been doing it.”

Adding GPS is another way to track

asset locations. Once the coordinates are loaded, Padula says, “The locations help you find the assets, select the right one for the work order, schedule

and route based on distance and loca-tion, and verify the presence of the technician with ‘I was there’ time and date stamping.”

EMERGING MARKET CONTENT


D I S C O V E R

17638_2 07 CTGNL GENRL Emerging.indd 1 9/19/07 7:30:29 AM


ManageMentPersonnel

Mark it up

Figure 2. Features such as inking and annotation let technicians mark up displays and e-mail, print or save the screen capture to facilitate communications.


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PS0711_FPA.indd 42 11/2/07 11:57:28 AM

PC power and the WebWhen mobiles are packed with enough power to run multiple applications and support Internet browsing, they easily can transcend any preconceptions that they’re simply for streamlining tradi-tional maintenance processes. Techni-cians can process data, notify coworkers, access documentation, refer to current procedures, consult experts, collaborate on troubleshooting, generate reports, have system problems diagnosed, order parts, share images and send e-mail to their spouses that they’ll be home for dinner, all from the same device.

For example, Infor partnered with Blue Dot Solutions to produce Infor EAM Advanced Mobile, a mobile infrastructure that supports func-tionality including GIS and GPS, RFID, multi-dimensional barcode reading, and integration with ad-vanced calibration systems. Also, it supports communication with back-end enterprise systems such as ERP and human resources.

The Blue Dot partnership pro-vides a multichannel access gateway (MAG) to support multiple appli-cations. It enables access to mobile operations with Infor EAM, other Infor products or other existing sys-tems in the enterprise. Infor says

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17639_2 07 CTGNL GENRL American.indd 1 9/19/07 7:53:52 AM


ManageMentPersonnel

Keyhole view

Figure 3. Part of the challenge for sophisticated applications is making the best use of the limited display space on an industrial handheld.

Mobiles can be used to track temperature, vibration, voltage and electric power of devices such as motors, lighting, HVAC and generating equipment, both for power consumption and condition monitoring purposes. “Energy usage evaluation and condition monitor-ing for electric machines are important in industry for overall energy savings,” says Gary Ambrosio, CEO, Sensicast Systems (www.sensicast.com). “Traditionally, these functions are used only for large motors in costly wired systems using communication cables and various types of sensors.”

Expanded condition monitoring of less-critical assets calls for easily installed, low-cost wireless sensors for temperature, power and vibration, but no one wants to be changing batteries constantly. So sensor and software companies have developed interesting alter-native approaches to extending battery life or eliminating batteries altogether.

Batteries in traditional Wi-Fi devices have a useable life of only a few days. Through partnership with GainSpan, Sensicast has developed a power management system-on-a-chip that allows its Wi-Fi sensor nodes to operate for years on a single battery.

“Removing the data cable often only solves half the problem, which isn’t solving any-thing at all,” says Niek Van Dierdonck, vice president of strategy and product manage-ment, GreenPeak (www.greenpeak.com). “Batteries are a curse. When they fail, they must be replaced, and they usually go down before they are noticed.”

Alternatives include solar power where the lighting is good or vibration where it’s avail-able, such as rotating equipment. But these power sources are constant and low. “They don’t deliver power the way you need it,” Van Dierdonck says, “a peak for transmission, low level when sleeping.” His company has worked on the communication system to shave peaks by spreading the communication tasks over time. “We want to do this at a price point where it makes sense to add a lot of sensors,” he adds, “not just as an alternative to wired systems, but new applications where wire would be too costly or impractical.”

If more power is needed, MIT researchers recently demonstrated a practical method for wireless power transfer using magnetically coupled resonance (http://web.mit.edu/news office/2007/wireless-0607.html).

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that according to industry analysts, the MAG approach reduces the cost of ownership for mobile applications by as much as 30% to 50%.

“It allows the system administrator to do powerful things,” says Milnark. “We can see each group and click down to a single user – memory status, battery power, even monitor and remote control the mobile device over wireless. It’s good for training, support and troubleshoot-ing – instead of shipping the mobile in, we can work with them to solve a problem.”

Another powerful PC application is Tandberg’s FieldView, a high-resolution mobile video system that enables remote workers to collaborate and troubleshoot field issues with cen-trally-located experts. As examples, onsite technicians can visually share and illustrate line equipment malfunctions visually with remote experts, and oil platform workers can walk through repair procedures with a vendor onshore.

The FieldView device looks like a traditional camera and operates like a traditional video endpoint, but has two-way VoIP and one-way video. The software can control the de-vice remotely, enabling experts to focus and even zoom in to share and discuss detailed video images. Still images can be annotated in real time, and live video can be shared with multiple office locations, enabling full team discussions.

“FieldView’s handheld portability makes it possible to highlight detailed products, processes and machinery that

Good vibrations

Figure 4. Windows XP and Web connectivity give users of this tablet-based vibration analysis system real-time access to extensive knowledge and support.

PS0711_36_45_CoverMobile.indd 44 11/6/07 11:42:43 AM

otherwise would be hard to share visu-ally,” says John Paul Williams, global business development manager, man-ufacturing, for Tandberg (www.tand-berg.net). “Companies don’t have to remain at a standstill while they wait for a specialist to come and investigate the problem physically. Operations keep running.”

Today’s all-in-oneResponding to demands by its more ad-vanced vibration analysis technicians, DLI Engineering integrated many of today’s capabilities into its DCX mo-bile system (Figure 4). The system uses a hardened tablet computer made by DRS, with DLI’s data acquisition card and a triaxial sensor. It runs high-level software – Windows XP and a full desktop version of vibration analysis and diagnostic software, as opposed to approaches where data is acquired and later downloaded into a desktop work-station for analysis.

“Customers want all the history and tools on the floor, and appreciate the XP system so they can load other things onto it as well, such as e-mail,” says Dean Lofall, director of prod-ucts and systems engineering at DLI (www.dliengineering.com).

With wireless, they’re integrated with peers around the company. They can send alarms to others’ at-tention, and interface with Schedul-ing to get problems fixed. They have more freedom and power to com-municate in real time.

Wireless technology can be inte-grated with software so results go into the CMMS. “And if they’re test-ing and see something or hear a noise, they can check the CMMS history and scheduled work,” says Lofall. “The DCX can access the CMMS while constructing or performing tests, and you can streamline changes to future work orders and update equipment histories in real time.”

Web connectivity gives access to DLI’s knowledge base. “We have resources available through the Web that they otherwise wouldn’t have

– references, etc. – so if they see some-thing they don’t understand, they can identify it,” Lofall says. “They also can access our online technical sup-port. With GoToMeeting service, if the DCX is connected to the Web, our tech support guys can get right on their desktops and help them out while the guy watches them.

“We knew it would be convenient, but we didn’t realize it would turn out as wonderful as it is. It’s a great oppor-tunity for the field technicians to get the support they need.”

Avert the crisis Increasing availability of wireless networks in industrial plants; prolif-eration of PC, wireless and Web capa-bilities; and falling costs of ever more sophisticated mobile technology are brewing up an antidote for the grow-ing skilled worker shortage attributed to retiring baby-boomers, high-tech

manufacturing systems and aging infrastructures. Mobile’s ability to instruct, guide and empower workers might be just what we need to close the gap, mitigating the shortage of highly-trained and experienced tech-nicians with wireless tools that can show-and-tell operators each step of the best way to perform their task.

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D I S C O V E R

17640_2 07 CTGNL GENRL Wrap Up.indd 1 9/19/07 8:02:37 AM


ManageMentPersonnel

More resources at www.PlantServices.com/thismonth

Going mobile: Power tools for culture changeImprovements in CMMS data entryBuild your own industrial TricorderPortable control meets maintenanceWireless finds its calling in maintenanceWireless: Ready or not

For more, search www.PlantServices.com using the keywords mobile, computer, handheld and wireless.


November 2007www.PLANTSERVICES.com

hen effectively managed, fluid analysis is an informative, diagnostic tool that

can reduce maintenance costs, increase productivity and boost profits for any manufacturer. Used alone or in conjunction with other diagnostic technologies, fluid analysis can detect a variety of problems before they be-come failures, which are far more costly than repairs. When used to affect change in everyday maintenance practices, fluid analysis justifies itself by documenting what it saves in repair and replacement costs, as well as promotes relevant, well-informed maintenance management decisions.

Once you decide to adopt fluid analysis, several consider-ations are necessary for implementing and maintaining an effective program. These range from setting realistic pro-gram goals to selecting a quality laboratory. Planning is key. Fluid analysis places a wealth of information at your finger-tips about the condition of your equipment and its fluids. But it’s worth nothing if you can’t maximize its value with a positive impact on your bottom line. It’s not just fluid analy-sis – it’s what you do with it that determines the ROI.

Set attainable goalsGoals are the yardstick by which you can measure the success of your program. Carefully examine your current maintenance practices and strategies, and

determine whether they’re helping you accomplish your goals. How are you measuring that accomplish-

ment? Document any equipment “saves” you can credit to fluid analysis. Documenting increased uptime, reduced fluid consumption and less frequent parts replacement al-lows you to justify the cost of doing fluid analysis.

The size of your program determines the number of people necessary to maintain it and indicates whether fluid analysis becomes someone’s sole responsibility or only a portion of the job. Identify who will be pulling samples and who will be managing the data.

Samplers typically are the technicians responsible for changing fluids and filters changes and other routine main-tenance. Train them on the installation and use of the sam-pling devices and methods you’ve chosen, as well as proper documentation for the sample information the laboratory needs. Data managers need an Internet-enabled computer, good computer skills and an understanding of databases. They also should be given extensive training on the fluid analysis data management software programs you intend to use.

Select testing that supports your program goals. If you simply want to monitor the condition of the unit and the fluid, basic testing for wear and contamination will suf-fice. Testing total acid number and oxidation/nitration is vital to extending drain intervals. Particulate analysis by particle quantifier (PQ ), ISO particle count or analyti-

46

Managing effective fluid

analysis yields a return on

your investmentBy Mark Minges

PS0711_46_49_Lubrucation.indd 46 11/5/07 2:14:46 PM

cal ferrography and micropatch all help monitor the size, count and distribution of ferrous wear particles and can identify the source, which allows you to predict and pre-vent catastrophic failure.

Sampling frequenciesAlthough an equipment manufacturer’s recommenda-tions provide a good starting point for developing pre-ventive maintenance practices, sampling intervals can easily vary. Criticality to production is the most impor-tant factor in determining which units or components you test and how often.

Extreme operating conditions also are important sam-pling considerations. Dirt, system debris and water tend to separate from the oil when system temperatures cool. Rep-resentative samples require sampling be done while the sys-tem is operating or immediately after shutdown.

Timing is criticalTrend analysis works best when sampling intervals are con-sistent and samples are shipped immediately. Maintenance personnel responsible for sampling should be well trained – and re-trained when necessary – on the appropriate sam-pling point(s), frequency and designated method for each piece of equipment being tested. For proper trend analy-sis, hydraulics, gear systems and pumps should be sampled quarterly at minimum.

Take samples from either a vacuum pump through the fill port or from a permanently installed petcock. Be sure to flush at least five times the volume of any dead space be-fore catching the sample. If a drain plug is the only way to catch a sample, be sure to allow five times the volume of the sample container to flow before catching the sample. Use a separate container to collect the forerunning oil to avoid contaminating the clean sample container.

Know the equipment, share the knowledgeAccurate, thorough and complete fluid and equipment infor-mation allows for better, in-depth analysis and increases the value of a data analyst’s comments and recommendations. Give your laboratory the most current, accurate equipment identification information, including make, model, applica-tion, filter types and micron ratings, sump capacity, operat-ing hours on both the unit and the fluid and whether the fluid has been changed. Consult every resource available to you – procurement records, inventory databases and OEM service manuals are good places to start. After the laborato-ry has the information, request a copy to verify the accuracy and promptly communicate any needed changes.

Every laboratory’s system for managing sample informa-tion is unique, but all of them rely on the information you submit with the sample to set alarm and severity limits. Miss-ing or inaccurate information limits data interpretation.

Take an active role in minimizing sample turnaround

time. Don’t let unidentified bottlenecks in turnaround time degrade the value of fluid analysis results and recommenda-tions. Ensure sample label information is accurate and com-plete. Clearly identify any special instructions.

Use a trackable mail service for sending samples to the laboratory but demand to receive your results electronically. Understand that laboratory turnaround time begins when the sample is received and ends when results have been sent to the user. Therefore, 24-hour turnaround means it takes 24 hours from receipt of the sample by the laboratory to log it, test it, analyze the results and send a report.

Review reports, take actionWhen reviewing your most negative reports, consider the results in light of other available diagnostic informa-tion such as vibration analysis, thermography and in-line sensors. Either act on the analyst’s recommendations or order more testing. If re-sampling is recommended, im-mediately sample again or at half the normal interval to verify results. Otherwise, closely monitor the unit and sample again at the normal interval.

Cautionary reports might flag some wear and contamina-tion results, although those results don’t necessarily indicate a particular failure mode or are significant enough to war-rant action. Retain them for later reference as more data is collected on subsequent samples – trends will be easier to spot and the appropriate action to take clearer.

Review normal reports as time permits. Knowing where you started helps in recognizing trends when reviewing historical data.

Manage the dataThe size of your operation and ambition of your goals and resources dictate the best and most efficient means for re-ceiving and managing test data. Web-based applications should have data management reporting capability such as problem summaries, sampling frequencies and turn-around tracking.

Personal data management software applications should be able to import data, build data management reports, cus-


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tomize graphs, and perform statistical analyses and correla-tion studies. PC-based programs often are the best option for programs that sample hundreds to thousands of pieces of equipment across multiple locations.

Continually monitor fluid analysis communication channels. Have a system in place that allows you to take action. Failing to do so might not only lead to unneces-sary failure or downtime but drastically reduce the value of your fluid analysis dollar. Fluid analysis effectiveness is best measured when the maintenance you perform can be correlated to fluid analysis recommendations. Your labora-tory should be able to document your feedback on main-tenance or diagnostics performed and use it to improve its flagging and severity protocols.

Choose a laboratory with your program expectations in mind. Expect quality results, which means they’re repeatable, reproducible and have validated degrees of uncertainty.

ISO 17025 is the international standard for testing and calibration laboratories. A laboratory’s compliance with ISO 17025 that is accredited by the American Associa-tion for Laboratory Accreditation (A2LA) represents the highest level of quality attainable by a testing laboratory. Dedicated to formally recognizing competent testing and

calibration laboratories, A2LA is the most stringent ac-crediting body in the industry. Although price is always a factor, quality results, good turnaround and open lines of communication are essential to both a good relationship with your laboratory and to realizing a return on your fluid analysis investment.

Mark Minges is chief operat-ing officer at Polaris Labora-tories, Indianapolis. Contact him at [email protected].


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Vehicle restraints were invented to help stop fork-lifts from tumbling from a loading dock and crip-pling or killing drivers. For nearly three decades,

they’ve done that job well.But they do more. � ey make loading docks more produc-

tive and support effi cient supply chains. Modern restraints also reduce the risk of neck and back injuries to forklift driv-ers by reducing trailer drop – vertical trailer bed movement caused by the weight of forklifts traveling in and out of trail-ers – that can jolt forklift operators.

Restraints play a strategic role as part of ergonomic dock designs that protect employee health and wellness. In their original function, restraints secure trucks of any size, shape, height and confi guration to the loading dock, while helping to prevent trailer-separation accidents (Figure 1).

Given these advantages, the selection of vehicle restraints is a business decision that deserves attention from multiple func-

tions: warehousing and logistics managers, safety directors, operations management and executives. A restraining system that fi ts the work environment contributes to a safe workplace, a competitive supply chain and strong business performance.

Simple beginningsVehicle restraints are needed because wheel chocks alone proved ineff ective for holding trailers at the dock during loading. Repeated jolts from forklifts can cause trailers to creep away from the dock until a gap opens at the dock edge. � e forklift and driver then can fall to the pavement, with catastrophic results.

Aside from being unreliable and prone to slipping on snow or ice, wheel chocks provided no signal to let forklift operators know if they could safely load, or to tell truckers when they could safely depart. As a result, truckers some-times pulled trailers away while a forklift was entering,

N .PLANTSERVICES.50

The history of the trailer restraints shows an evolution

from vital safety device to strategic tool

By Joe Manone

The history of the trailer restraints shows an evolution

PS0711_50_53_Safety.indd 50 11/6/07 12:34:52 PM


again causing serious incidents.The first vehicle restraints addressed the problem effec-

tively. When a trailer is backed up to a dock, a hook inside a wall-mounted housing rotated up to grab the rear impact guard (RIG), holding the truck in place. If the trailer was secure, forklift drivers saw a flashing green light. When the RIG was released, they saw a flashing red light. Truckers, meanwhile, saw a red light when the trailer restraint was engaged. When it disengaged, they saw a green light, which told them they were cleared to leave.

This configuration, built on a national survey of thou-sands of trailers and five years of development, worked on 95% of trucks. In 1981, OSHA recognized the restraints as an acceptable alternative to wheel chocks. Companies of ev-ery size and across industries adopted the technology, which became fundamental to dock designs.

Changing landscapeThen, life at the loading dock began to change. Through the 1980s, companies pushed for more efficient supply chains and preferred trucks that could carry bigger payloads. Trail-ers were switched to low-profile tires and rims to increase box size without increasing clearance height. Air suspen-sions cushion the ride, protect cargo and extend trailer life.

These new trailers – longer, wider and taller, with lower beds – challenged lift truck drivers. At the same time, plants de-manded more productivity on the dock. Faster servicing of new trailers carrying wider, taller loads added to safety concerns.

Vehicle restraints had to adapt, holding on to RIGs at the typical 30 in. above the road, yet reaching down to secure low-bed trailers with RIGs as low as 12 in. above the ground. Modifications such as a low-profile nose extension on the re-straint housing provided the necessary working range.

Adding complexity, some trucks had hydraulic rear lift-gates for use at facilities that had no dock levelers. These units had no RIGs for traditional restraints to grab. The re-sponse was wheel-locking restraints. As the trailer backs in, an automatic barrier rod is positioned against and ahead of a rear tire. These restraints can secure virtually every trailer.

Gaining prominenceWhen supply chain efficiency became universally recognized as a key to competitive advantage, business saw a safe, pro-ductive loading dock as a key link in the distribution chain.

Yet new hazards emerged at the loading dock. Trailers with air-ride suspensions have a bed height that can fluc-tuate by several inches as lift trucks add or remove loads (Figure 2). These trailers have a natural tendency to bounce with the weight of loads and progressively move away from the dock. The bouncing can cause some restraint designs to lose their grip on the RIG.

Trailers spotted at the dock and supported by landing gear are another source of danger. Lift truck traffic can rock the trailer until the landing gear collapses, causing the trailer to pitch forward or fall to the side. The weight of a lift truck at the trailer’s front end can force the nose down and the back end up and away from the building. If the tandem wheels are in a forward position, a lift truck entering can cause the rear of the trailer to scoot forward and drop. This, in turn, causes the trailer nose to pop up.

It’s clear that vehicle restraints must do more than resist trailer movement straight out and away from the building. In effect, they have to trap the RIG so that it can’t move outward, rise or tip (Figure 3). The resulting technological advance is improved rotating hook designs, ensuring that the hook wraps around the RIG, providing two-point entrapment that protects against every form of trailer separation.

Addressing ergonomicsIndustry now looks beyond catastrophic dock accidents and focuses on addressing long-term wellness issues, including

SAFETYMaterial handling

Figure 1. A trailer that isn’t properly stabilized moves substantially in both the vertical and horizontal directions, causing problems such as damaged equipment and products, chronic back injuries to forklift operators, serious accidental injuries, and greatly decreased productivity.

Trailer stabilization

Fluctuating bed heights

Figure 2. With the advent of air-ride suspension trailers in the early 1990s, bed heights could fluctuate by several inches as left trucks added or removed loads. Such trailers could bounce and progressively “walk” away from the dock, a serious problem for forklift operators.

PS0711_50_53_Safety.indd 51 11/6/07 12:35:21 PM

the risk of chronic spinal injuries to drivers.Analysis of the trailer loading and unloading process

showed that trailer beds drop every time a lift truck travels in and out. Trailer drop is especially severe in trailers with air-ride suspensions. Trailer drop means forklift drivers get a jolt to the neck and spine every time they enter a trailer, which they might do hundreds of times in a shift.

The risk of injury can be significant, and so are the po-tential costs. Studies by the National Institute for Occupa-tional Safety and Health (NIOSH) report that 36% of the head, neck and back injuries mobile equipment operators suffer are caused by jarring and jolting (Figure 4).

One-fourth of workplace illnesses and injuries in the United Sates are back related, according to the National Safety Council. The American Society of Orthopedic Sur-geons states that back injuries are the nation’s most costly medical condition. Back injuries are estimated to cost U.S. companies billions of dollars every year.

A first-time back injury can cost as much as $10,000 in doctor visits, medication and physical therapy. A recent study published by Ohio State University shows that the more severe back injuries, which can occur when a person is repeatedly hurt, can cost as much as $300,000.

Modern trailer restraints have addressed the issue since 2005. These devices stabilize the trailer and help prevent both vertical and horizontal movement. Specifically, the re-straint provides vertical support to the trailer with hydraulic cylinders that resist downward movement as lift trucks en-ter. A rotating hook prevents trailer separation.

This restraint design reduces the average trailer deflec-tion to a maximum of two inches, versus an average of six in. without the vertical support. That stability equates to

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Minimizing movement

Figure 3. Automated vehicle restraints like this reduce the potential for accidents at the loading dock. By supporting the rear of the trailer during loading and unloading, vertical and horizontal trailer movement is minimized.

PS0711_50_53_Safety.indd 52 11/6/07 12:35:39 PM


reduced stress on lift truck drivers and lower risk of back and neck injuries. And a stable trailer reduces product and equipment damage resulting from trailer drop. Since its in-troduction, these advanced restraints have found acceptance in a range of industries because of its ability to provide a smooth transition between the dock floor and trailer.

Exceeding expectationsVehicle restraints have made major contributions to material handling safety. Their versatility and benefits have gone far beyond what the inventors envisioned nearly three decades ago. In preventing serious workplace accidents, in adapting to sweeping changes in the loading dock environment, and in reducing occupational injuries and disabilities with their attendant costs, vehicle restraints have become more essen-tial than ever for companies seeking a safe route to strong business performance.

Joe Manone is vice president of Rite-Hite Corp., Milwaukee. Con-tact him at (800) 456-0600.


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Figure 4. Back injuries, such as those suffered by lift truck drivers crossing between docks and trailers hundreds of times per day, are the most costly medical condition in the country, according to the American Society of Orthopedic Surgeons.

PS0711_50_53_Safety.indd 53 11/6/07 12:35:56 PM


Recovering waste heat from your compressor is now smarter than ever beforeBy Ben J. Sliwinski

Gas compression is a com-mon industrial and com-mercial process. Among its

most typical applications are provid-ing compressed air in industrial plants and air conditioning and refrigeration in numerous industrial, commercial and residential systems.

An interesting aspect of the gas compression process is that while the objective of the process is to increase the pressure of a gas, a significant fraction of the input energy (estimat-ed to be between 80% and 90%) is consumed in raising the temperature of the gas.

When compressing air, about 8 hp of electricity are required to produce 1 hp of compressed air. This provides an opportunity for heat recovery, which in this era of increasing energy costs, can be financially attractive. In the case of air compression, an estimated 50,000 Btu/hr of thermal energy is available to be recovered for every 100 cfm of air provided.

Here a P there a TWithout going into the thermody-namic details, don’t equate the temper-

ature rise in the gas being compressed to process inefficiency. A perfectly ef-ficient compression process done on a perfect gas would still exhibit a tem-perature rise – it’s the nature of the universe we live in. One way to think of it is to imagine that when we add energy to a gas, it gets stored in two separate compartments.

One compartment is temperature and the other is pressure. For a given amount of energy added, the fraction that goes into each compartment is a fixed property of the gas being com-pressed. Inefficiencies in the compres-sion process result in the temperature increasing more than it would for the perfect process.

Also, while the increase in gas tem-perature with increased pressure can be a detriment, in refrigeration sys-tems, it’s the key element that makes the systems work at all. Low-tem-perature vapor from the refrigeration system evaporator is compressed and its temperature increases to higher than ambient levels. This increase al-lows the system to reject heat to the outside – which is the whole raison d’etre of the system.

How to cash inWith all that excess energy lying around, you’d think it would be easy to recover some. Amazingly, about 80% to 90% of the input energy is up for grabs, with typical recovery rates between 30% to 90% of what’s available. The determining factors for compressor heat recovery are the same as for any heat recovery process. At a minimum, we need to determine three things: at what temperature is the energy available; at what temper-ature do we need the energy; and how much of it is there?

One common way to recover the heat of compression is to duct the air leaving your air-cooled aftercooler or lubricant cooler to provide heated pro-cess or space heating air. A booster fan might be necessary to ensure that the pressure drop in the duct doesn’t re-duce the air flow across the aftercool-er. Figure 1 shows the ducting system used in a manufacturing plant. The arrangement ducts heated air to the plant during the winter and out the roof during the summer.

Sometimes, simplicity is the best way to go. In the plant shown in Fig-

PS0711_54_58_Compressors.indd 54 11/2/07 11:28:52 AM

ure 2, the air compressor is close to the loading dock. All that was need-ed to recover compressor heat for the dock was a short duct run vented into the dock area.

Potential heat recovery rates for space heating can be high. � e U.S. Department of Energy’s Com-pressed Air Challenge Source Book (www1.eere.energy.gov/industry/best practices/compressed_air.html) indi-cates that heat recovery effi ciencies of 80% to 90% are common. But remem-ber, you can only recover as much heat as you need. Capturing anything more raises the space temperature above the set point and, unless that’s tolerable, you’ll need to put a thermostatic con-trol on your heat recovery system to duct the excess heat outside.

For a lot of smaller- to medium-sized plants, it’s somewhat redundant to talk about compressor heat recovery for space heating because the com-pressor is inside the plant anyway and is already providing space heating. What ducting can do is move that heat from a place where it might not be wanted to somewhere that it is.

On the other hand, ducting the compressor’s waste heat outside has

a kind of an anti-heat-recovery ben-efi t. Many plants are air-conditioned for quality control reasons, so duct-ing compressor waste heat outside can save money on air-conditioning. As-suming 50,000 Btu/hr per 100 cfm, the savings would be about 4 tons of cooling, or roughly 6 kW. Multiply that by the number of your cooling operating hours and the unit price of your kWh to get a rough estimate of cooling cost savings.

Do the mathEstimating the savings from heat re-covered for use in industrial processes or water heating requires an analysis that considers the temperatures and fl ow rates involved, as well as the heat exchanger eff ectiveness. If you assume a heat exchanger eff ectiveness of 70%, you can estimate the amount of heat you can recover once you’ve calculated the minimum product of specifi c heat and mass fl ow rate.

As an example, consider recover-ing heat from 100 cfm of compressed air at 250°F, for use in a process that requires heating 10 gpm of water en-tering at 70°F. � e mass fl ow rate of air is about 455 lbs per hr, and for

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Figure 2. Ducted heat from a nearby compressor improves working conditions at this loading dock.

the water is about 4,980 lbs per hr. � e specifi c heat of water is about 1 Btu/lb-°F, and for air is about 0.24 Btu/lb-°F. � at means that the fl ow of air has the minimum product of specifi c heat and mass fl ow, or about 109 Btu/hr-°F. Multiplying this val-ue by the eff ectiveness (0.70) and the temperature diff erence (250°F-70°F) gives the estimated heat recovery rate, 13,730 Btu/hr.

Capital costs to implement a com-pressed air heat recovery system are variable, but the payback period usu-ally is attractive. A quick scan of 25 air compressor heat recovery projects detailed in the Rutgers Industrial Assessment Center (IAC) database indicates an average cost of about $10,400 and average annual savings of about $11,100. Payback periods for the sampled projects averaged about one year with a range from fi ve years to fi ve weeks.

The supermarket e� ectAnyone who needs a winter coat when grocery shopping in August or Sep-tember can get behind the idea of su-permarket refrigeration heat recovery. Frequently, it turns out that the inter-action of the refrigerated display cases

and the store’s HVAC system produces heating loads on the HVAC during the fall, winter and spring. � ese loads can be partially met by the heat being rejected from the refrigeration system. Energy available for reclaim consists of the display case refrigeration loads and the work of compression.

Typically, during normal compressor operation, the pressurized refrigerant fl ows directly to the condenser. When space heating is called for, a three-way valve routes the gas fl ow to a coil lo-cated in the HVAC air handler. Both desuperheating and condensation of the refrigerant gas occurs in the heat reclaim coil. � e refrigerant leaves the reclaim coil and fl ows to the condenser where there is additional heat rejection. It’s estimated that reclaiming refriger-ation system heat can have a payback period ranging from about two to four years. Costs for adding heat reclaim to a refrigeration system are estimated at between $150 and $200 per ton of re-frigeration system capacity.

Supermarket refrigeration system heat recovery is becoming a relatively well understood system design, so implementation is more plug-and-play than air compressor heat recovery. Typically, heat is recovered to provide



PS0711_54_58_Compressors.indd 57 11/6/07 2:48:38 PM



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domestic hot water, space heating or both. There’s a tradeoff to be consid-ered if the refrigeration system uses floating head pressure. Under condi-tions of low ambient temperature, the demand of the heat reclaim system might require the condensing pres-sure to be raised to supply more heat. This can reduce or eliminate the head pressure reduction benefits during certain cold weather periods.

Advances in supermarket refrigera-tion system technology are increasing the potential for heat recovery. Because of the mandate to eliminate ozone-depleting refrigerants, designers are exploring secondary fluid loops. These loops are used for cooling display cases and rejecting heat from the system.

The secondary heat rejection loop allows easy integration of direct heat recovery or heat-pump heat recovery. In direct recovery, the heat rejection loop is routed through the HVAC

air handler on its way to the cool-ing tower. In indirect recovery, heat pumps on the heat rejection loop ex-tract heat to provide space or water heating – similar to a water source heat pump system.

In a similar fashion, refrigeration compressor (and air compressor) heat recovery can be integrated with geo-thermal heat pump systems.

The geothermal loop is used as the heat sink for the compressors. During the cooling season, the loop rejects heat to the ground. In the heating season, the heat recovered from the compressor supplements the heat ex-tracted from the ground by the ground source heat pumps.

What gets in the way?Heat recovery is one of the most fre-quently recommended energy cost reduction measures (ECRM), yet it’s also one of the least often imple-

mented. The biggest reason is that as a retrofit, heat recovery from compres-sors or any other source usually isn’t a plug-and-play proposition.

Often, there’s some custom engi-neering involved in sizing the com-ponents, setting up the controls and optimizing the integration of the heat recovery with the overall commercial or industrial operation. That’s why heat recovery should be considered early on in the design of a new plant, process or building. That way, the engineering, component selection and controls are part of the initial design effort.

This is more cost-effective at the design stage because only incremental costs are involved – there’s no labor or expense for equipment or process downtime, or for disassembly or de-molition. Considering heat recovery in the initial design helps ensure that the benefits of this cost-effective tech-nology are realized.

Ben J. Sliwinski is the technical director ofthe Smart Energy Design Assistance Center(SEDAC) located at the University of Illinoisin Urbana-Champaign. He can be reachedthrough the SEDAC Web site at www.sedac.org.

PS0711_54_58_Compressors.indd 58 11/2/07 11:30:31 AM

WEB HUNTER


Just like astral clockwork and solstices, about this time every year we’re facing a round of holidays that interfere with the joy of work. Or, should I say, work is interfer-

ing with the full enjoyment of the holidays? Either way, it represents a conflict that must be addressed. Top it off with a vacation-day policy that demands you either use your full allotment real soon or give up forever those perfectly good days you left behind while crossing into the New Year.

If you’re one of those seasonal gift-giving persons who ensures local merchants finally make their numbers at yearend, you’re probably even more stressed from driving all over creation trying to find a perfect three-way match of gift, person and budget. Don’t forget the planning and execu-tion that went into putting a feast on a dining table surrounded by ravenous relatives galore, many of whom you see only once a year. On the other hand, if it’s your job that’s causing you stress, keep things in perspective. After all, they’re merely your employer.

There’s a distinction to be made between pressure and stress. And, life is way too short to let it be stressful. Which might explain why I’m going to take you for a ride through that morass we call the Web in search of practical, zero-cost, noncommercial, registration-free resources that you might find useful for restoring some inner tranquility. Remember, we search the Web so you don’t have to.

Holiday stressThey’re just around the temporal corner, those celebrations that take place near the winter solstice. For some folks, what’s supposed to be a period of joy and good times can be just another bummer. As a public service to all those readers whose jobs are already pushing them to the lim-its of tolerability, we offer you “Holiday Survival Guide: Manage Stress and Simplify Your Holiday Season.” This series of environmental health and safety tips from the Physical Plant Services department at Oklahoma State University in Stillwater, Okla., offers guidance on surviv-ing the buying frenzy on the Friday after Thanksgiving, being alone for the holidays, dealing with family gather-

ings and coping with after-Christmas sales. Enroll your cheery little mouse at www.pp.okstate.edu/ehs and click on “Links Library.” When the page loads, scroll down and click on “Stress Management.”

BTU attackSome industrial facilities are just plain hot and stressful, regardless of season. Smelters, steel mills, baking ovens and thermal processing lines involve a lot of intentional heat release. Some of that thermal energy escapes to the

plant environment, where it can cook the maintenance technicians or the folks la-boring on the production line. You’ve been there, I’m sure. In addition to being down-right uncomfortable, it’s potentially danger-ous to our frail bodies. Yes, heat stress is a serious matter. Warm up your mouse to the idea of going back to the links library cited in the previous section. Instead of click-ing on “Stress Management,” scroll down to examine the content listed under “Heat

Stress.” This gives you more than you asked for. For ex-ample, the first of two articles titled “Heat Stress OSU EHS” addresses the three forms of heat-related illness, the physiology that causes it and the precautions that one should take to avoid becoming a victim or fatality.

Panic attackIt comes out of nowhere. A feeling of sheer terror, the heart races, breathing is difficult; every sweat gland you own opens up full bore. It’s an unpleasant experience that can’t be called anything but stressful. That periodic rush of adrenaline can’t possibly be in the long-term best interest of the body. I can’t imagine what it’s like to be in that position and I can’t imagine that anyone, other than the sufferer maybe, is as familiar with panic attacks as members of the American Psychological Association., Washington, D.C. The good news is that it’s sometimes possible to cure the disorder. Perhaps you know some-one who could stand to visit www.apa.org and enter the phrase “panic disorder” in the search box at the top right corner. The details you should know are shown in the

Keeping mellowHow you react to a world full of stressors is within your control

That periodic rush of

adrenaline can’t possibly be in the long-term

best interest of the body.

PS0711_59_61_WebHunter.indd 59 11/6/07 2:52:26 PM

article titled “Answers to Questions About Panic Disorder.” The page is rich in content, delving into the nine symptoms of a panic attack, the three conditions that differentiate it from the normal, healthy flight-or-fight reaction as well as the causes, side ef-fects and treatment for the condition.

How sad, too badAnother stressor that’s more common than you might think is clinical depres-sion. This stress commonly arises in people who care for, and about, the de-pressed person. The National Institute of Mental Health in Bethesda, Md., thinks it might be of value for those caregivers to know a little bit more about the condition so they can better cope with what life handed them. The Institute’s Web site has a relatively long piece about depression that you either can read on screen or download as a 25-page PDF. Direct your sad little mouse to www.nimh.nih.gov and access the drop-down menu hidden under “Health and Outreach,” where you should select “Publications.” Next, the drop-down menu under “Select a Topic” lets you pick “Depression” from a long list of other problems. When the page loads, look for the booklet titled simply “De-pression.” It’s an interesting read.

Multitasking be damnedThis thing we call real life isn’t a dress rehearsal. When the final curtain falls, the play, as we know it, ends forever and doesn’t have a single curtain call. The purpose of life, therefore, is to be able to say, just before that black curtain drops, that one has led a life well lived. One way to do that is to be less scat-tered and more focused on whatever is

the single most important task at hand this moment. Complete it to the best of your ability, while ignoring the distrac-tions that characterize real life. That’s just one of at least a dozen bits of wis-dom and advice offered by the Calgary Region of the Canadian Mental Health Association. If you feel a need to apply the brakes to an out-of-control lifestyle,

take a deep breath and saunter over to www.cmha.calgary.ab.ca. Take another deep breath and type “tips for slowing down” (including the quote marks) in the search box. This returns several ci-tations. Take a third deep breath and select the link having a URL that ends in slowdown.aspx. You should then see an article titled “Life in the Realistic Lane: Tips for Slowing Down.” Peace to you, my friend.

Chilling outCalming down and getting things back on an even keel is something you can do by yourself. Don’t rely on others to take care of something that important. After all, it’s your mind and your body that are reacting to events in your life. So, you might as well get a grip and pay a visit to www.ivf.com/stress.html, where you’ll find “Stress Management,” a brief article by the medical staff of Georgia Reproductive Specialists, At-lanta. The format is a Q&A that asks you six classes of questions intended to be food for thought. The goal is to manage your life so that only an op-timal level of stress intrudes on your sense of well-being.

Physician, heal thyselfThat phrase from Luke 4:23 must have inspired the next author. Remember, it’s not just us commoners who must

WEB HUNTER


Calming down and getting things back on an even keel is something you can do by yourself. Don’t rely on others to take care of something that important.

WEB HUNTER


PS0711_59_61_WebHunter.indd 60 11/5/07 9:53:46 AM

61

handle stress. Imagine what it would be like to spend your entire work day dealing with nothing but an endless stream of sick folk. Doctoring people like us must be stressful. It prompted David B. Posen, M.D., to write “Stress Management for Patient and Physi-cian,” which appeared in the April 1995 edition of The Canadian Journal of Continuing Medical Education. Po-sen offers practical advice on 10 fac-tors that can help reduce stress. He starts by recommending abstinence from caffeine. Most of the others are less radical and disruptive to a com-mon morning routine. He ends with a recommendation to add a bit more hu-mor to your daily regimen. Anyway, kick the desk rodent over to www.mentalhealth.com/mag1/p51-str.html and read about his approach to total mental calmness. Ooooommm.

Power of the giggleIt’s been said that simultaneously holding two contrary, contradictory,

mutually exclusive beliefs is difficult. Similarly, I think it might be just as difficult to experience two disparate emotions at the same time. For ex-ample, it’s hard to feel stressed when you’re chuckling over something that strikes you as funny. Laughing pro-vides benefits, says Dr. Madan Ka-tariya, inventor of a concept he calls

laughter yoga. His mission in life is to foster an awareness of the benefits of laughing for no reason. His Web site, www.laughteryoga.org, is a little over the top in pushing his concept, but it has at least one section you might find humorous and stress reducing. Check out his postings and click on “laugh” in the row of words across the upper part of the page. Then, se-lect “fun zone” from the list of online resources and scoot down to the link for “Top 10 Funny Thought.” Most of the items found here feature a clever play on words. Enjoy.

A guide to real stressLet me leave you with what I think is the most important Web advice you’ll find on this topic of stress. Even if you don’t investigate any of the other sites mentioned this month, please look at this one. Direct your attention to www-psych.stanford.edu/~pinto/stress.html for a piece ti-tled “How to Stay Stressed.” Reputed

to be from De Anza College Health Office, it’s posted here by John Pinto, who teaches at the Stanford Univer-sity Department of Psychology. Read it and contemplate the significance of the advice it offers.

E-mail Executive Editor Russ Kratowicz, P.E., CMRP, at [email protected].

Self-determination - “Resources for self-determination”Personality inventory - “Know thyself”Office politics - “Making it look good”People skills - “Turn on the charm”Keeping healthy - “Forgotten resolutions”

For more, search www.PlantServices.com using the keywords stress, coping and feeling.


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Some manufacturing processes are hazardous. It’s a fact of life Acme recognized and embraced. The com-pany hired a safety czar to ensure compliance with

standards that OSHA and other industry groups impose. Acme’s safety leader is Vic Chrolla, a retired Air Force pi-lot, takes the job seriously. He sees it as being akin to an air traffic controller. Workers are surrounded by shifting potential disasters, each a threat until his department can bring it down safely.

Vic’s empire has a team of safety specialists: engineers who are involved in plant-floor activities that could pose a risk. Vic insists they achieve recognized health and safety certifications to prove they’re qualified to protect workers. They keep abreast of new rules and regulations so they can develop safety procedures, supervise hot work, train opera-tors and other such duties.

Perry Meuchualle was a safety specialist. A flashy guy with an engaging personality, he made workers want to be a part of the safety culture. Making them aware simplified his second-shift work life. Off the clock at midnight let him take in the nightlife at its peak.

One morning while running errands, flashing red and blue lights suddenly appeared in his rearview mirror. Perry pulled to the side of the road. The officer accused him of

blowing a stop sign and asked for a driver’s license. As Perry fished it out, the officer saw a bag of cannabis on the passen-ger-side floor mat. Perry had to provide a sample of bodily fluids and testing gave a positive result. He pled guilty to possession of a controlled substance.

A few weeks later, Vic sent Perry a memo proposing to terminate him for off-duty drug use and saying that the final decision depended on Perry completing a substance abuse rehabilitation program. Other factors were abiding by

the conditions of the rehab program upon completion and compliance with any other conditions Vic may deem appro-priate. Perry had three business days to enter the program.

This was consistent with Acme’s policy of offering rehab the first time an employee is involved in alcohol or substance abuse. An employee who completes the program can’t be subjected to further disciplinary action. Refusing the pro-gram, not completing it or not abiding by the conditions of the program lead to any disciplinary action Acme chooses to impose, including termination.

Perry immediately signed up for the inpatient program at an Acme-approved facility. Three weeks into it, Bo Rikasid, his counselor at the facility, transferred Perry to the outpa-tient program. Treatment progressed well until Perry tested positive during a routine screening. Bo reported to Vic that he confronted Perry about the results and Perry admitted using a substance another patient at the center gave him. Perry was discharged from the facility for violating rules about drugs on the premises and not reporting their avail-ablility on the property. Bo also discharged Perry from the entire rehab program.

Vic sent Perry another memo citing his policy failure as evidenced by his discharge from the program. Perry sent Vic a response that said the screening procedures were faulty. Half the patients aren’t monitored while providing samples, the vials aren’t sealed, technicians don’t measure sample temperatures, and the vials are stored in a hallway refrigera-tor accessible to any of the staff and resident patients. Sam-ples are sent to the lab by a courier service that hires teens

IN THE TRENCHES

Preserving health and safetyAn Acme employee discovers his personal Catch 22


The scenario presented here is based on a true story;only the names have been changed to protect the innocent.

By his own statements, he’s either a drug user or a liar, maybe both.

PS0711_62_64Trenches.indd 62 11/5/07 9:45:42 AM


who don’t need to sign for the deliveries. The sample lids can be swapped easily and the chain of custody is shoddy. In short, there’s no way to be certain which sample was his.

Perry said that Bo threatened to discharge him from the program if he didn’t admit to using drugs. Because that would jeopardize his job, Perry said he panicked and fab-ricated the story about getting the drugs on-site. In truth, wrote Perry, he didn’t get any drugs from anyone at the fa-cility nor did he provide drugs to anyone there.

Vic replied with another memo informing Perry that he was being terminated two days hence because of his off-duty drug use, his involuntary ouster from the program and his alleged drug use while in rehab.

How could this situation have been prevented? Should compa-nies have to investigate any rehab centers they recommend or ap-prove? Is there any way to justify the cost of having a rehabilita-tion policy? Should an employer be concerned with an employee’s off-duty lifestyle choices? If so, why not be concerned about politi-cal activities and other personal choices? Can a company dictate an employee’s behavior when the employee is off-duty and then punish the employee for noncompliance with the policy?

A corporate consultant says:It’s sad to see that Vic thought it appropriate to threaten ter-mination in a memo rather than in person, and actually to terminate via memo that way. Is this used-to-be pilot fear-ing confrontation? Regardless of the offense, personnel ac-tions, particularly terminations, should be done in person.

Because Perry’s job focused on safety, it’s appropriate to apply a higher standard of responsibility regarding his off-duty behavior. Use of illegal substances could have af-fected his performance, and the safety of others. Acme’s rehabilitation policy provides a non-compulsory alternative to summary termination, and seems a reasonable option. That said, short of Perry not engaging in substance abuse to begin with, I don’t think this situation could have been prevented.

If Perry’s admission to using something he received from another patient is true, then he violated his rehab agree-ment, violated rules about reporting the availability of drugs at the rehab facility, and has now demonstrated “repeat of-fender” behavior. If, as he later claimed, his admission to using an illegal substance from another patient is false, then he lied. Even if his allegations about the flawed sampling process are accurate, this doesn’t mitigate his culpability. No matter how you slice it, Perry lost his credibility. By his own statements, he’s either a drug user or a liar, maybe both.

If companies provide rehab services, they should choose one that meets the requirements of the appropriate certify-ing entity. Although this doesn’t guarantee that what Perry alleged couldn’t happen, choosing a certified provider seems to demonstrate a reasonable selection standard.

Francie DaltonDalton Alliances Inc.(410) [email protected]

An academician says:In most states, Acme would be within its rights to termi-nate Perry. This would be true even if the off-duty “offense” didn’t seem to have much relation to the employee’s on-the-job performance. There have been some interesting cases in which the court upheld the employer’s right to terminate. Consider the Winn-Dixie truck driver who cross-dressed after hours. There are some notable exceptions, however. For example, one can’t be fired for off-duty religious, union or political activities, or sexual orientation (cross-dressing doesn’t count).

It’s almost impossible to monitor off-duty activities.

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The real question is whether the employer should be concerned about off-duty activities. My take is that it probably shouldn’t unless the activities directly affect on-the-job activities. It’s tough enough establishing healthy and productive work environments without worrying about what employees do after hours. Moreover, it’s al-most impossible to monitor off-duty activities. And it’s difficult to decide what level of a given activity is “exces-sive” enough to warrant company action.

Acme should have a policy statement in its employee handbook that allows it to take action if the employee’s off-duty activities interfere with job performance, includ-ing affecting the health and safety of fellow employees, and addresses those activities that could reflect negatively on the company’s image and reputation.

Acme needs a written procedure for adjudicating a violation of the policy, which might include warnings, rehabilitation and other avenues for correction before termination. Moreover, one has to be sensitive to other restrictions, for example, the Americans with Disabili-

ties Act (ADA). (My favorite ADA case is of an addicted medical doctor who was fired for stealing narcotics from a hospital but was reinstated because the court ruled that drug addiction was a disability, and the hospital violated the ADA.) And yes, Acme has an obligation to determine if the affected employee has complied with whatever ac-tion the company decided was appropriate.

Professor Homer H. Johnson, Ph.D.Loyola University Chicago(312) [email protected]

An attorney says:Whether an employer ought to terminate an employee for off-duty conduct poses some questions. Legally, an employ-er can terminate an employee at will, any time, for any or no reason. And as long as a company treats similarly situ-ated employees the same (i.e., all employees handling the company’s finances who are convicted of stealing from the till are fired), the employer shouldn’t be guilty of violating the discrimination laws.

The question becomes what workplace consequences should follow from conduct outside the workplace for busi-ness reasons. Generally, there are two situations in which an employer should consider termination. The first occurs when the employee’s status in the company or the community (or both) is such that the employee’s conduct places the com-pany in a poor light. Almost any felonious conduct in which a CEO engages would qualify. Any highly publicized con-duct involving moral turpitude by a lower-level employee, such as sexually molesting children, would likely suffice.

The second situation when an employer should seri-ously consider termination for off-duty conduct occurs when the conduct casts doubt on the employee’s ability to perform the job in a safe and satisfactory manner. For example, a CFO convicted of theft certainly should suf-fer the loss of his job.

Perry falls into this category. As a safety specialist who focuses on the safe performance of work, he shouldn’t be driving a vehicle containing cannabis. Why is he keeping the drugs in his car if he doesn’t intend to use them while driving? Had the drugs been found in his home, the situa-tion would have been completely different. But Acme acted wisely in disassociating itself from a safety specialist whose unsafe conduct outside of work suggested that he wasn’t fit to guide the company’s safety efforts.

Julie Badel, partnerEpstein Becker & Green, P.C.(312) [email protected]


IN THE TRENCHES


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Sustainable business improvements come through or-ganizational ownership of standardized work pro-cesses coupled with the discipline to execute them. In

striving to achieve improvements, many organizations turn to lean manufacturing, six sigma and total productive main-tenance (TPM). They’re valid initiatives and proper imple-mentation depends on having stable, repeatable operations. Realize that such operational stability is delivered through a combination of organizational and equipment reliability.

Core methods: Address each facet of reliability excellence to achieve reliability, low cost and profitability. If one element is sub-par, it jeopardizes the stability of anything that follows. Reliability requires sys-tematic identification and elimination of waste from processes while increasing responsiveness to change. The 10 interrelated, perhaps concur-rent, core methods that can help implement a lean production system are, in sequential order: six sigma, hoshin kanri, kaizen, five S (5-S), cellular manufacturing, just-in-time (JIT) production, kanban, seven wastes (7-W), single minute exchange of dies (SMED) and total productive maintenance (TPM).

The differences: The primary difference among these and other improvement processes is implementation logic and methods. Most applications of these processes are limited to a narrow focus on a single limiting factor. It might improve the focus area but, if not applied widely enough, will often increase cost of goods sold and reduce product throughput.

Six sigma iusually is implemented as a QA tool or to gain ISO certification. These implementations don’t consider or-ganizational change management or the effect it will have on critical issues, such as cost of goods sold, life-cycle cost, asset reliability and even environmental, health and safety.

Few, if any, companies fully implement the entire lean man-ufacturing process. Instead, selected components are imple-mented as quick-fix tools in one or more areas of production. While these are good and needed methodologies, they won’t provide the benefit that most plants need for survival. The criti-cal limitations of a narrow-focus application of select parts of the lean manufacturing process are change management and universal application of lean as a cohesive process.

Integrate lean, six sigma, and total productive maintenance into a single holistic process implemented vertically and hori-zontally throughout your plant. For example, 5-S and 7-W ap-ply to each functional area of the plant, not just the production function. The foundation of change must be a thorough under-standing of the limiting factors that restrict performance. Reli-ability excellence includes an assessment process that accurately identifies, quantifies and prioritizes the factors that must be cor-rected to achieve and sustain desired performance levels.

Organizational change management (hoshin kanri) is the primary process driver. These processes will have little, if any, sustainable ben-efit without changing the work culture and the way that each employee performs and makes decisions. Management commitment and leadership are nurtured and developed through the business reengineering training and the development process that continues throughout implementation.

Total employee involvement is encour-aged throughout transformation. Evaluation of existing work processes, development of new, more effective processes and the training

for and implementation of these processes is done through cross-functional focus teams comprised of stakeholders within the organization. The entire reliability excellence transformation is by the workforce, for the workforce.

While the objectives and methods of lean are valid and desir-able, the methods employed don’t address two critical success factors. First, the sole focus is on the production organization and excludes that asset reliability, as well as an effective main-tenance function, are critical to lean. Second, lean assumes that the processes used in day-to-day business (planning, manage-ment, operations, procurement and maintenance) are reliable. Reliability excellence draws heavily on lean and six sigma meth-odologies, but also includes the missing pieces needed to achieve a sustainable level of improvement and build the foundation for continuous improvement that solidifies the company’s chance for long-term survival.

E-mail Contributing Editor R. Keith Mobley, CMRP, MBB, principal consultant at Life Cycle Engineering, at [email protected].

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The power of reliability excellenceDrive your lean, six sigma and TPM initiatives to their best outcome


Asset reliability, as well as

an effective maintenance function, are

critical to lean.

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“In a business where every hundredth-second counts, wecan’t settle for second-best.”

www.kaeser.com/[email protected]

COMPRESSORS

Nobody knows a winner better than Joe Gibbs Racing. That’s why they’veinstalled Kaeser compressed air systems in their state-of-the-art raceshop.

Reliable air is the lifeblood of Joe Gibbs’ operation – just as it is inyours. From CNC milling centers to the fab shop and everywhere else inyour plant, Kaeser provides all the clean air you require to keep yourunning at peak performance, 24/7.

Available in any size you need, our units are engineered for easymaintenance and energy efficiency ... but most of all, for reliability. So,when you want a winner, choose Kaeser.

Kaeser Compressors, Inc., P.O. Box 946, Fredericksburg, VA 22404 USA ■ (866) 516-6888Built for a lifetime is a trademark of Kaeser Compressors, Inc. ©2007 Kaeser Compressors, Inc.

— J. D. GibbsTeam President – Joe Gibbs Racing,

technology partner with Kaeser Compressors since 1998

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Unless you specified the IEEE-841 for severe duty service, your motors are

unprotected from contamination entering the bearing environment. A fact of

life. According to maintenance professionals, the root cause of 75% of all motor

failures are traced to failed bearings. Protect the bearings, save the motor.

Inpro/Seal Bearing Isolators:

INPRO/SEALTHE ORIGINAL BEARING ISOLATOR

For in-depth information on motor isolator designs and how they operate, go

to www.inpro-seal.com. Same day shipments are available at no extra charge.

Custom designs can be made for your exact requirements. Visit www.inpro-seal.

com or phone 800-447-0524.

• provide permanent bearing protection

• are non-contacting

• require no maintenance

• consume zero energy

• are guaranteed to double the lifetime of your motors

WHAT’S PROTECTING YOUR MOTOR BEARINGS? NOTHING.

NOTE: NEMA Premium motors and IEEE-841 motors, installed with Inpro/Seal Bearing Isolators standard, have equal efficiencies.

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Documents

PERFORMANCE RELIABILITY EFFICIENCY ASSET MANAGEMENT ... · PS0711_01_CVR.indd 1 11/6/07 11:39:10 AM. Are you running the plant ... Managing effective fluid analysis yields a return