A new software installation is one of the most difficult challenges for an organization. There are many considerations in managing the selection-purchase-implementation of a modern system. Buying a new system or developing a program in-house carries several risks that must be realized. Understanding the risks up front is the first step to overcoming them. Here are several key steps to make sure your project goes well.

Custom or off the shelf?
In the past, most companies had an information services (IS) department that had a number of programmers who were able to slowly incorporate managers’ ideas into an existing system to provide better reports. The system was completely customized to meet the needs of the managers and unique to that specific organization.

There are two primary concerns with these highly customized systems. First, the hardware is becoming obsolete and there is a lack of replacement parts. The second issue is that the computer language that the software was written in is often no longer the preferred method. The old languages do not provide the flexibility and strength that newer coding allows. Even if an organization wants to stick with the old system, schools are not teaching the old languages and it is difficult to find people to keep an old system running.

This dilemma leads organizations to a fork in the road. How do they go forward? One way suggests they task the IS department to write a whole new program that does everything they want it to do while keeping the existing system up and running. Often the expense of system maintenance plus new system development is too great. The second path is to scrap the old system and buy a commercial off the shelf (COTS) solution. This path leads to many choices, new risks, and integration issues with other packages. The fact is that there is no system available that will do business exactly like an organization does it now.

Minimizing risk
Either choice is expensive and both have significant risks. Business leaders of large organizations have to decide how to face this situation and minimize the risk. Smaller organizations probably have no IS department and cannot even consider the first path, so they have the risks of only the second path.

The path to a COTS package has obstacles, too, but there are a number of ways to avoid those obstacles. Begin with a detailed needs statement. This statement will help guide other decisions.

If an organization has most of its internal processes detailed in standard operating procedures (SOPs) or detailed work instructions, the first hurdle to a COTS selection has already been eliminated. However, experience shows that only 20-25 percent of businesses have this level of detail prepared in advance.

If there are no SOPs, a plan needs to be developed to document the roles and responsibilities for each person who will be even remotely associated with the software change. Do not shortcut the list. The time going back to revise the list will be exponentially more expensive than doing it right in the first place.

Documenting roles, responsibilities, and policies
For each person’s role, be sure to include everything that may be related to the new software. See the accompanying section “Roles and Responsibilities List” for an example.

The associated policies also must be collected and sorted. Policies are the laws, regulations, and company rules. There may be guidelines or rules that have been institutionalized and have been part of the program for years but have no real value. These should be identified and considered for change in the new system. All of these policies should be listed for each major area of the business being affected. Collecting these three items will empower your organization.

Collect the information and display the information in small workgroups. Let them review the bigger picture that goes on outside their individual roles and responsibilities. Several positive things will occur.

First, coworkers will realize the connections and relationships their work has in ways they have never seen. Second, they will likely identify some paths of workflow that do not make sense. And finally, any errors in recording the roles and responsibilities will be identified and a final edit of the documents can be made.

Even if SOPs are completed, go through this procedure of reviewing the documented processes. More than 90 percent of businesses operate outside their SOPs, usually because the business rules, tools, or software does not help them get the job done efficiently.

Evaluate workflow
Take some time with these workflow discrepancies. Find out why the list is wrong or why the employees feel a workflow does not make sense.

Ask if there are any ideas on how to make a job easier. During a recent project at a public transit authority, the opportunity was taken to identify what they do, identify best practices for those processes, and implement as many of those best practices as possible with the new software installation. In this case, the COTS selection was to replace the maintenance and inventory system, which had to interface with financial and HR/payroll systems. The organization decided to research similar businesses to see how they performed maintenance and inventory management and found 15 best practices that they wanted to install as soon as possible.

The best practice research was an up-front expense to the process, but it offered some surprises. Using the best practices resulted in a multimillion dollar return on their investment. The research also identified frustrated business leaders from the research group itself who were interested in making similar improvements. The return on investment paid for more than half the cost of professional services and the entire cost of the system purchase.

Taking this process seriously can pay off. The risk is to underestimate the importance of knowing, reviewing, and improving the processes. If these steps are not completed in advance of the installation, the software vendors who typically charge for these services will have to do the research to find the same answers.

Starting ahead
One of the primary risks in implementing a COTS package is that the software may dictate certain processes. Consider the following example. The normal process for adjusting maintenance technicians’ payroll issues at one company is to wait until all employees have entered their times in the system and then make adjustments to any exceptions on the last Wednesday of each month before the monthly payroll is sent out.

The COTS system selected allows for adjustments for only three days after each person enters his data. The business processes were never reviewed in advance and, when the vendor came in and demonstrated all the new features, no one thought to ask about the time sheet exception process. Suddenly, the organization is sitting on a huge investment that either cannot be used or is so painful to use, everyone hates it. Does this sound familiar?

Every software vendor has a closet of skeletons. The closet has a list of past sales that were implemented poorly for multiple reasons. When this happens, employees have to work in frustration and likely have dual processes going on to get the job done. It is common to find organizations doing the same process twice—usually electronically and an identical paper trail—to make sure everything is complete. This is a big opportunity for organizations to streamline operations and get the job done right the first time.

Once you have made the full list of roles, responsibilities, and department policies, develop high-level workflows for major tasks. Ask potential COTS vendors for a similar list of how the business will operate with their system. A common response will be that the system’s flexibility will allow you to configure the system in so many ways that they cannot give you that list. Insist on the list even if it has to resemble their best client’s site. With the two lists, differences can be analyzed.

Software selection
When the processes have been identified and the quality assurance is completed, the next step is to select software that fits the work as closely as possible. The term “as closely as possible” is used because there is not a perfect match from an organization’s model (the roles and responsibilities lists coupled with the policies) to any software. Vendors are designing COTS to fit specific niche markets but there will always be some percent of an organization’s model left out of the proposed system.

The “Current vs Proposed Processes” diagram shows an example of current processes and a proposed process by a vendor. In this oversimplified example of how payroll works, two processes are lined up side by side to reveal similarities and discrepancies; the discrepancies are highlighted in green. These highlighted processes are examples of discrepancies that an educated buyer of a COTS system will know about in advance of the final purchase.

The two examples also demonstrate how a discrepancy may not be a bad thing. The first highlight shows how time cards used to be typed in manually and now through the automation of scanning the time cards can be scanned in automatically. This change will likely be considered a preferred cost-saving process. The second highlighted example is the exception report. This exception report within the current process is conducted monthly. Perhaps the supervisors only have time to do it once a month due to some internal business rule. The proposed process shows the report running weekly. The business leaders of the company will have to decide on how to handle the differences. The power is knowing about these differences ahead of the purchase.

The next thing is to meet with the vendor representative and discuss the undesired discrepancies. This may be an area within the software that has great flexibility and modifying the report run times could be an easy fix. On the other hand, this may not be an area of flexibility; the company will need to decide whether to change processes or look for another software that better meets its needs.

Talk to users
A smart step before installing a COTS package is to go to one of the sites where this software has been installed and talk with the people who were involved in the process from beginning to end. Asking questions will provide a good idea of the product’s capabilities. Vendors will typically recommend only the best sites where their product has been implemented so ask the tough questions.

Remember, the issues in a successful installation are only a fraction of the issues in a bad installation. See the section “Site Visit Topics” for issues that should be explored when talking with current users.

There are cases where the buyer made the installation more difficult than necessary. Software capability is not usually the cause of poor installations. Take the advice of the software vendor coupled with the advice from the on-site visit and make a plan to install the COTS system with the very best effort.

If the company is short staffed or short on employees who can think out of the box to get this done the right way, seek out contractors who have real-world experience. The most expensive thing is to shortcut the process and face a failed implementation.

Have a change management plan
Remember that adjusting processes to meet the COTS solution should be well planned. No COTS solution can do everything the way a business currently does. There will have to be changes; with these changes there will be resistance. Having a strong change management plan is crucial.

With few exceptions, the most important assets of a company are its people. These critical assets are usually the most neglected during the installation if appropriate change management steps are not in place from the beginning. Managing attitudes and frustrations will accelerate the installation and overall success.

One of the most important lessons in managing change is getting employees accustomed to the concept that new ideas will be tested and some will fail. Failed attempts will be discarded and new ones will replace those left behind. Every opportunity to make people’s jobs easier should be incorporated. Gaining this buy-in will pay off as new roles and responsibilities are assigned with the installation of the new system.

As long as critical policies and regulations are followed, roles and responsibilities can shift to meet the new technology. Change management should be simple and easy to understand. If the organizational change management plan does not include assistance to ground floor supervisors and leads, review other plans. These lower tiered leaders will face the bulk of the attitude adjustments and will need real tools they can use to make positive changes.

Many organizations are looking to improve their business with new software. Taking these steps of mapping out how business is done and how the new software will help get to the next level is critical to making sure the risk of a failed implementation is dramatically reduced. Knowing and using these steps has saved organizations millions of dollars. Skipping these steps has cost many businesses the same amount while not achieving the desired result. MT

Joe Mikes is a consultant in improving company performance. He can be reached at 8534 Tambor Way, Elk Grove, CA 95758

ROLES AND RESPONSIBILITIES LIST

Plant Maintenance Manager
Role: To assure the optimal performance of the plant equipment, including major systems; air, steam, power, water; and building structure as well as production equipment. Oversee the well-being of all maintenance employees.

Responsibilities:
Safety
Equipment availability
Strategic and tactical planning
Budget/capital expenditures
Policies and procedures
Reporting results to plant manager
Meetings
Training/mentoring/team building
Evaluate employee performance
Work reviews
Employee discipline/grievances
Hiring/interviewing
Authorize purchase orders
Work orders/backlog management
Coordinate with public utilities
Communication (staff, plant, corporate)
Customer service/interpersonal relationships
Assist in equipment emergencies
Construction/maintenance contractors

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CURRENT vs PROPOSED PROCESSES

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SITE VISIT TOPICS

• Installation time
• Vendor’s project management
• Customer service after the sale
• Ease of configuring the software
• Vendor’s ability to stay on budget
• Buyer’s ability to stay on budget
• Questions that should have been asked before buying
• Required support from the buyer’s group to keep the system running
• Software shortcomings
• System upgrades since the purchase
• Availability of 24 hour service assistance
• Software warranty
• Capabilities to run reports
• Ongoing user-group assistance
• Special hardware requirements
• Special database requirements
• Ability to work on the system over the Internet
• Business process change surprises
• Other questions specific to a company’s circumstance

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Although there are a number of technologies that should be part of any CBM program, vibration analysis is the most predominant for maintaining and troubleshooting rotating equipment. Vibration analysis resources on the web are hard to find using search engines as all the commercial resources are getting top billing. I have compiled some vibration resources on the Internet that range from full blown online training to pages that include links to other vibration analysis resources.

Training resources

www.VibrationSchool.com offers vibration analysis training on the web so you can access the lessons on your personal computer any time of the day or night. The site plans on offering live, web-based, and instructor-led courses in 2004.

VibrationSchool.com also offers an active e-mail discussion forum that allows you to share your experiences, ask questions, or simply sit back and read as hundreds of your peers discuss many of the same issues you face and share solutions that you can use. The forum is noncommercial and list members have no patience for vendors pitching products or services. The VibeTalk e-mail forum explores all types of machinery condition monitoring issues and technologies including vibration, ultrasound, infrared, motor testing, and oil analysis. To join send an e-mail to vibetalk-request@vibrationschool.com and type subscribe in the subject line.

The Vibration Institute web site also includes a threaded vibration analysis discussion board in addition to many other resources and links.

The SVD Classroom offers a suite of vibration and signal processing educational courses. The site includes more than a dozen Flash movies that stream easily over a 56k or faster Internet connection.

Brüel & Kjær offers live instructor-led, one-hour training on the web at no cost for subjects like modal analysis, transducers, and FFT analysis basics.

There are also two excellent tutorials “Introduction to Vibration Analysis” and “Time Waveform Analysis” at RCM-1.com. These programs require a media player for narration playback.

Articles, case histories, book excepts, and a Vibration Analysis IQ Quiz can be accessed at the Reliabilityweb.com vibration analysis knowledge base.

Software

SIGVIEW is complete real-time spectral analysis software with a wide range of powerful FFT spectral analysis tools, statistics functions, and comprehensive visualization system. SIGVIEW is distributed as shareware—you can download a completely functional version and use it for 21 days to find out if it is the right solution for you. If you decide to use it after that period, you must purchase a SIGVIEW license for $79. With its unique user interface and philosophy, SIGVIEW gives you freedom to combine different signal analysis methods in any possible way; there are no artificial rules and limitations. Once you get the basics, everything else follows the same logic.

Visit www.vibronurse.com for artful vibration humor and utilities, balancing calculators, and free downloads.

Link sites

www.vibrate.net is another useful site dedicated to vibration analysis resources.

MAINTENANCE TECHNOLOGY publishes a comprehensive suppliers guide online and offers a literature request service at

The future

You can get a glimpse into the future of vibration analysis and condition based monitoring at the Center for Intelligent Maintenance Systems and from the CBM Lab at the University of Toronto. Both of these sites may seem academic at first glance but digging deeper for serious research and application information will be worthwhile. MT

Internet Tip

Add your favorite e-mail newsletters to your approved list if you use a spam filter to make sure that you do not eliminate sources of new ideas and information for maintenance improvements.

Most often the decision to turn pumps on and off is based on the level of a liquid in a storage vessel. Fig. 1 shows a simple single point float switch. When the level of the liquid falls below the float switch, the pump motor is turned on to bring the level high enough to open the switch and stop the pump. This maintains a constant level.

(Safety note: Pump motor operating voltages such as 110/220 V ac should not be run directly through liquid switches. Low voltage control signals should be used to operate relays that switch the pump motors on and off.)

The Fig. 1 application is well suited to keeping a constant level and it is relatively low in cost and installation. However, from a maintenance point of view, the pump motor is being run frequently and for short periods. This provides for the greatest pump impeller and pump motor bearing wear.

Also, from a process design perspective, the single point level control may not provide the fluid turnover desired and could lead to a buildup of sludge or other material.

Fig. 2 illustrates an application that uses two float switches. A high and low level can be selected that reduces the wear on pumps and motors as well as insures a high level of liquid turnover. In this application the pump turns on when the low level is detected and turns off when the high level is detected.

In some critical applications an additional switch is installed to detect a high level above the pump shutoff point. This can help prevent costly overflow or spill conditions.

There are some applications where it is not possible to mount float switches at the desired points in the vessel wall. For these situations float switches can be suspended from the top of the storage vessel as shown in Fig. 3.

For applications where the liquid material may foul a mechanical switch, alternative sensing can be used. It is possible to mount a pressure sensor at the bottom of the vessel as shown in Fig. 4. A control is needed to convert the pressure information into level information and to program the high and low setpoints. An ultrasonic sensor also can be used to determine the level of a liquid.

Regardless of whether the high and low setpoints are mechanically determined or programmed into a control, they need to be selected with a view toward keeping pump motors from the frequent start and stop cycles that accelerate wear, failure, and consequently, maintenance. MT

Information supplied by Tim Froehlke, applications engineer, EMS Sensors, 2600 Salem Ave., St. Louis Park, MN 55416; (952) 922-2028;

Fig. 1. Simple single point float switch turns on the pump motor when the level of the liquid falls below the switch.

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Fig. 2. Two float switches which allow a high and low level to be selected can prevent overflow or spill conditions.

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Fig. 3. Float switches can be suspended when it is not possible to mount them on the vessel wall.

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Fig. 4. Pressure sensors can be mounted at the bottom of a vessel along with a control to convert the pressure information into level information. An ultrasonic sensor also can be used.

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Training professionals generally agree that different people learn in different ways, and the most effective training matches the delivery method with the needs of each student. But whatever the method, the best technical training encompasses four key factors: interaction, application, practice, and feedback.

At one time, it was thought that on-the-job training (OJT) offered the best way for people in industry to learn a job and become really proficient through practice under a watchful eye. But many of the veteran workers who were expected to train newcomers either were not very good trainers—or did not want to be. As a result, erroneous “tribal” information frequently was passed down from generation to generation.

When new technologies come into the plant, OJT is often inadequate. Some type of formal training is necessary to ensure that a plant gets the most from its technology investment. For this, companies have developed a blend of instructor-led training to impart essential technical information followed by hands-on workshops designed to help students learn the skills needed to do a job.

A variety of approaches
Still, this combination of personal instruction and hands-on experience may not be the best way to present every subject, appropriate for every circumstance, or the most economical approach. Plant managers and maintenance supervisors are seeking less costly ways to train as many employees as possible, and those of us in the business of training continue to look for alternate solutions to the ever-growing need in industry to upskill a downsized workforce for improved job performance. Of course, the ultimate objective of industrial training must be to enhance performance in the workplace.

With the advances in Internet technology, several training methods have evolved in recent years that offer specific benefits for maintenance personnel. Let’s take a look at what seems to work best with certain topics or for various types of jobs and what employees can expect when they participate in an instructor-led course emphasizing hands-on learning, take self-paced training using a CD, take a course based on process simulation, or get training via the Internet.

Instructor-led training
A maintenance engineer who just completed a 3-day class commented, “I learned more today than I ever imagined. If I had come here for this training three years ago, I could have been doing a better job.” That’s a typical reaction, because instructor-led technical training provides a special learning opportunity that just does not exist elsewhere.

The highly qualified instructors, other experts, and facilities equipped for hands-on training provide a unique environment for learning advanced maintenance procedures and techniques. Students learn what it feels like to tear down and set up control valves, configure field instruments, troubleshoot control loops, etc., while receiving continuous feedback from the instructor. Many classes can be packaged and shipped, allowing the training to take place at a customer’s site or some other convenient location worldwide.

Among the compelling reasons to enroll employees in this type of training are the wealth of application information available, the opportunity to learn and practice essential skills, feedback from experts in the field, and interaction with others doing the same kinds of jobs with other companies.

Of course, the instructors are the heart of this training. They must possess a deep knowledge of their subjects and an ability to connect with classes. It takes an exceptional individual to tailor presentations to the level of the trainees in each class while making certain that all learn and understand the material. Instructors sometimes must win over a reluctant participant or tone down a “know-it-all” student without causing embarrassment. However, persons attending these courses are generally very receptive because they know it is important to their careers back home.

Hands-on workshops
Jobs that require manual dexterity and good hand-eye coordination are generally best learned through experience, including almost all mechanical maintenance and repair jobs. It seems easy enough to find a piece of equipment that is not being used, and let people tear it down and put it back together.

However, once they get it apart, will they know where to look for signs of wear or fatigue? How will they know what to fix on the inside? And will they be able to figure out the tricks involved in getting a complex assembly back together and functioning? Capable mechanics generally can do these things through trial and error, but most manufacturers cannot spare the time for on-the-job tinkering, and they cannot afford the possibility of an error causing a serious production problem.

Training courses designed to teach the skills needed by maintenance personnel must provide an opportunity for application of the information, practice, and feedback. This requires making available all the components personnel will encounter along with an instructor who can lead them through step-by-step procedures and be there as they practice. This is true whether the components are mechanical, i.e. valves, motors, pumps, etc., or electronic. Training equipment is continually updated with newer models, and the necessary tools, test equipment, and software also must be provided.

eLearning
One of the newest approaches to training is eLearning, using the computer as a means of conveying information to individuals and helping them learn. Among the characteristics of eLearning are speed of delivery; message timeliness, accuracy, and consistency; and overall convenience, because the information can be accessed at any time from nearly any place. Many people can be trained at a relatively low unit cost without sending anyone away to attend a training program.

eLearning can be applied to a variety of general subjects with broad applications as well as specialized technical topics. Thus it can be used for management and supervisor training as well as for operators and technicians. In many cases, trainees can select specific topics from a menu, rather than having to take an entire course. Students can refresh their memories by referring back to the training materials at a later time.

eLearning methods include CD-based or self-paced training, distance learning, simulations, and Internet-based training.

CDs are a very effective medium for teaching individuals how to use software or to learn new versions of software with which they are already familiar. They can be mass-produced inexpensively and are compatible with any computer equipped with a CD-ROM drive. All the tools and resources necessary to learn and use a new technology are provided, enabling trainees to make the most of their training time. Sometimes whole classes can take self-paced training under the guidance of a certified instructor, who answers questions, provides feedback, and helps each student move ahead.

Distance learning involves establishing an interactive learning environment between an instructor in one location and students gathered at a remote site. In some cases, they communicate via simultaneous two-way video and speakerphone hookups. Students and the instructor can see one another and engage in normal classroom activities. Distance learning can be especially beneficial for crews in remote locations, and when employees cannot leave the plant, distance learning is a good alternative to classroom programs.

The use of computers to simulate plant conditions and events is a more promising idea, and computer-based simulations for training on specific processes are available. These tend to be in the area of operator training, where a number of individuals must learn to interact with a process by observing a display and using a keyboard and mouse to respond. Students can be exposed to a wide range of conditions, including emergency situations, to which they must react, and they can practice over and over until they learn how to respond quickly to whatever the process throws at them. Simulations also may be useful for maintenance personnel, especially for troubleshooting, but a hands-on element must be added to enrich the learning experience.

Using the Internet for training may be the most promising advance in the realm of eLearning. Internet-based instruction is not expected to replace currently available training courses, but it will augment those offerings. It can be an instant source of “help” information on a specific process or type of equipment and can be especially useful to refresh individuals following an in-depth course.

The Internet is a perfect medium for transmitting newly developed information quickly to a widespread audience. This could include the latest engineering information, technical advisories, or troubleshooting tips.

The online format also allows more interactivity than other forms of eLearning. A person can communicate with an expert, ask a question, make a comment, or even enter a chat room set up for individuals interested in a specific issue, with the Internet serving as the medium for learning.

Blending the methods
Internet-based training offers many benefits and can be used to complement traditional instructor-led, hands-on classes, but eLearning will never replace the classroom experience.

One way to blend the best of the Internet with expert hands-on training would be to create core courses of basic subject material and make them available to the widest possible audience via the Internet. This could provide a uniform foundation for individuals who later will pursue higher-level courses in the classroom/workshop environment. MT

Dorothy Hellberg is director of Emerson Learning Solutions, Emerson Process Management, 205 S. Center St., Marshalltown, IA 50158; (641) 754-3700

While many of us would agree that this has often been shortsighted, we probably would also agree that limited finances require prudent controls and reduced cash outflow. Difficult decisions have to be made and perhaps we in the profession need to do a better job of helping companies and individuals understand the long-term value of developing the professional skills of our people and ourselves.

However, there is good news. This situation appears to be changing as the economy seems to be headed toward better times. And as the old adage suggests, “a rising tide floats all boats.” Thus, things are also looking better for the world of professional development.

Conferences: Recently I attended the SMRP annual conference in Indianapolis. This year it had record attendance, essentially double what attendance was a few short years ago. These attendees were primarily practitioners looking for knowledge, information, networking—in other words, looking to develop their professional skills and stature.

There are several other conferences that are being planned and advertised by various entities for next year. Let’s hope that the attendance increase the SMRP conference experienced is also reflected in these other conferences. These are great places to quickly gather information and develop some excellent ideas to enhance your performance and that of your business.

Certification: Just over 100 people took the SMRP Certifying Organization’s exam at the conference, attempting to become Certified Maintenance and Reliability Professionals (CMRP). To date more than 600 people have taken this exam. The successful ones who pass the exam gain recognition of their own personal professional development. And the unsuccessful ones learn of their areas that need improvement and can use that information to seek further training or education.

Exams such as this help us develop our capabilities by pushing us to excel and to succeed. Other certifications also exist throughout the industry and serve to push us forward toward professional excellence. Those who choose to participate in these types of certification programs improve their own capabilities and then are prepared to transfer those improvements into their businesses.

Education: Those of you who have read my column before know that I am a strong proponent of having more university involvement in the maintenance and reliability field. Wes Hines from the University of Tennessee gave an excellent presentation at SMRP outlining current U.S. university participation as well as a comparison of the U.S. approach to that in other countries.

He also discussed the quickly growing and improving techniques of delivering educational programs to off-campus sites such as the student’s home or workplace. Watch for this area of education delivery to expand rapidly.

Training: One of the things very obvious at the SMRP conference was the great number of companies offering training in the maintenance and reliability field. A number of exhibitors extolled their capabilities in providing both specialized and general training. Several of the presenters alluded to their internal and external training programs.

One needs only to look through the advertisements in this magazine to realize the diversity and number of offerings. Or, one can follow the various summaries of training opportunities that appear in this PDQ section each quarter.

Prognosis: Professional Development programs appear to be gaining strength and growing stronger, following along with the economy. This is a great sign for the profession. Only as we as individuals, and as the maintenance and reliability field, continually develop ourselves in our professional lives will we truly become professionals.

This is worse than the usual “knowing-doing” gap because of the certain knowledge that implementation will bring a definite step improvement in business results. It is almost as if reliability professionals are trying to give away $100 bills, but for unknown reasons there are few takers.

It is a real paradox, and one that we must resolve.

We know what to do, we recognize the benefits, but we just do not practice what we know. The question is why? Why is there such a large gap between knowing and doing when it comes to reliability? Here are 10 reasons in increasing order of importance:

10. “Sins of the past” take time to correct. In some plants the impact of poor reliability practices has accumulated over a lengthy period—and will not be reversed in short order.

9. Reliability is truly an integrated discipline among engineering, production, purchasing, and maintenance (in addition to information technology, human resources, and finance) but is seldom practiced this way. Reliability is unfortunately often synonymous with maintenance only.

8. Reliability does not come equipped with a widely accepted set of simple metrics and structure that are broadly understood throughout the organization.

7. Reliability structure and jargon have not been standardized and are often confusing to the layman, most notably managers and senior executives whose support is critical to success.

6. Many managers and supervisors are unable to recognize good (or bad) reliability practices when they see them.

5. Even when they can distinguish good from bad practices, many supervisors and managers have too high a tolerance of poor performers and poor reliability practices.

4. Most organizations have a distorted view of reality and are not nearly as good as they think they are.

3. Reliability initiatives are seldom justified in business terms and, thus, fare poorly against competing initiatives.

2. We often have the wrong focus for reliability improvement (doing things right instead of doing the right things). We would improve reliability results significantly if we spent more time removing the need for maintenance vs simply rendering maintenance work more efficient.

1. Our understanding and skill at engaging organizational change is woefully lacking.

This last reason provides the greatest opportunity. Most of us developed our careers believing that if we made our arguments clearly and logically and we had the best interest of the organization at heart, our ideas would be accepted willingly. This is simply a myth.

Resistance to good ideas, including the introduction of sound reliability practices, can take many forms— from requests for endless detail to outright silence, and from sophisticated intellectual arguments to misleading compliance, etc. The underlying causes for resistance are lengthy and center on two main areas: Loss of control and feelings of vulnerability. We have to understand these dynamics to facilitate change.

Of course, dealing with feelings and emotions and trying to understand the nature of resistance to change are not generally the currency of reliability professionals and they are not addressed too well in the content of most reliability programs. Yet, these are skills that can be learned.

It is clear that the leadership role in addressing the reasons for our reliability paradox must come from the reliability professionals, for no one else is up to the job. No other group has the broad understanding of all of the issues.

The task of educating, collaborating, simplifying the metrics, identifying the need in business terms, etc., is the responsibility of reliability professionals. If we do not do this, we will always be on the periphery of the real game while others take center stage and the business falls well short of achievable results.

Robert C. Baldwin, CMRP, Editor

Displays of advanced technology covering embedded sensors and adaptive control (including a lubrication sensor for monitoring the health of critical fluids), diagnostics and prognostics (including adaptive control for motors, pumps, and fans), open system architecture for condition-based maintenance (leveraging IEEE and MIMOSA standards), agent-based recon-figurable systems, integrated information systems, and wireless communication were quite impressive.

No less impressive were pavilions featuring more traditional products and services, including information and communication technology that can enable reliability personnel or anyone in the plant with appropriate access to a browser on the network to query, monitor, measure, trend, and analyze a host of data inputs: speed, cycles, time, pressure, temperature, vibration, current, force, process recipes, production rate, analytical reports, inventory, order status, and more.

As was explained at the Fair, the right system programmed with the right alarms can tell you when and where to do maintenance. Sounds like a neat trick. And it is.

These systems provide answers to a number of advanced maintenance challenges. I’m fascinated by their potential in maintenance and reliability. But am I, in my enthusiasm, becoming like Anakin Skywalker of Star Wars, in danger of being seduced by the dark side of the Force and turned into a Darth Vader? Almost, but not quite.

As intriguing as these systems are, they are only part of the equation. How do you determine the alarm level? How do you reduce the number of alarms? How will you respond to the work orders that system kicks out? How do you reconcile maintenance and production requirements?

Now you are back on the hard-core maintenance engineering side. The control system can be a powerful tool, but it must be made to serve the maintenance side of the Force.

Control and automation engineers can be your allies and help you get the information you need to do the right maintenance if you can get them to understand the full scope of maintenance engineering.

We must induce them to come over from the dark side. But, which side is the dark side? It is always the other side. What we really need is the power of logic and smart business management to enlighten both sides and build a team to serve the enterprise. MT

While most maintenance professionals understand the untapped value hidden in plant assets, making the case to corporate leadership for maximizing these assets is an ongoing battle. Perhaps the biggest problem with maintenance is its historically negative image that prevents it from getting the respect it deserves. As a result, maintenance is often excluded from the corporate business planning process.

Nevertheless, maintenance remains one of the few business areas where even a modest improvement can provide significant increases to company profits. Therefore, it might be assumed that gaining management support for maintenance initiatives would be easy. Instead, when maintenance presents its case, it is often met with indifference and detachment.

How does an organization move from an emergency-mode, fail-and-fix environment to a culture of predict and prevent? Management has to be convinced that maintenance is a critical business center that deserves prominent strategic consideration. A well-conceived plan is necessary to do this.

Developing a strategic plan
No company would attempt to operate without a viable business plan—the same applies to a maintenance department. As a strategic roadmap, the maintenance plan should accurately assess the current situation, outline what will be achieved, and explain how results will be shown. The plan should include documentation that supports the business case and demonstrates clear, measurable benefits. It should effectively articulate what will be accomplished and how the activities will relate to the underlying business goals. Finally, the plan should be logical, results-oriented, and have a strong sense of urgency.

Managing assets strategically requires that every organizational function work toward the same goals. Achieving organizational alignment requires building a case that motivates every level of the organization to become involved. This means constantly communicating and demonstrating the benefits of the strategy.

Equally important is the goal itself: the simpler, more focused, and more inspirational the goal, the greater the chance it will be achieved. Once a shared vision is established, this cohesiveness should lead to positive financial results, continuous improvement, and breakthroughs in creating value.

Which direction should the plan take? More specifically, what kind and how much maintenance should be done? The tactical direction of the plan should be based on critical departmental data, which often resides in isolated information banks. Understanding what data is available and where it resides provides a good grasp of whether current systems are delivering the needed capabilities.

One of the basic principles of effective maintenance planning is determining the right tools for the job based upon the goals and tasks to be achieved. A computerized maintenance management system (CMMS), for example, offers an effective platform for sharing data across departments, streamlining reporting and event tracking, and helping maintenance focus on the right objectives.

Assessing needs
Before proposing any investments, first conduct a broad-based assessment of the maintenance and engineering processes, as well as any activities that support manufacturing. The assessment should identify performance issues, establish baseline metrics, and outline recommended corrective actions, such as increased machine availability, reliability, and safety, which can be implemented through maintenance initiatives. This methodology also provides the metrics needed to present the value of maintenance to management.

The assessment should highlight the most critical assets and identify any factors that inhibit equipment or operator performance. When evaluating equipment criticality, managers also must consider both the probability of failure and the consequences associated with it. This allows managers to align resources to provide more attention to high-risk assets and fewer resources to low-risk assets.

Considerations are given to the environmental conditions and maintenance history of equipment to produce a mean time between failure (MTBF) report that predicts how long each component should last, given its performance history and current working conditions. An asset evaluation provides recommendations for inventory levels to ensure that all critical parts are available when needed and excess items are minimized. Companies then can make informed decisions based on calculated maintenance needs and determine opportunities for improvement in spare parts inventory.

Benchmarking is another tool managers may use to assess maintenance levels compared to organizations of similar size and function. Keep in mind that benchmarking provides baseline comparisons with companies whose practices may or may not be more effective than yours. Moreover, with benchmarking, the practices under comparison are largely tactical and seldom reveal any measurable progress or change in a company’s financial performance.

Integrating the maintenance function
The ability to integrate maintenance with the rest of the enterprise is a key ingredient of a proactive strategy and is critical for long-term success. Only recently has the technology been available to reliably provide the integration necessary to leverage information across the enterprise. Open communication networks and advanced software platforms allow companies to improve flow of information throughout the plant in a cost effective manner, making the connection from CMMS to production, scheduling, and procurement.

For example, planning long-term shutdowns for capital repairs requires an understanding of long-term sales and operations planning. Likewise, the plant supply chain needs to consider and integrate the maintenance function in order to be responsive and proactive. This requires rethinking how maintenance functions are executed in an organization as well as providing support through integrated systems that unite the data requirements across plant-wide systems and processes.

Case study: Continental Tire
Continental Tire is a good example. As the fourth-largest tire manufacturer in the world, Continental Tire North America makes nearly 10 million tires annually. At the company’s Mount Vernon, IL plant, a steady flow of materials and strong inventory management are required to ensure maximum production efficiency.

Realizing the importance of streamlining its inventory and parts repair management process, the company implemented a comprehensive asset management program to improve equipment reliability and reduce escalating repair costs. Integrated inventory tracking helps consolidate repairs and track overall repair rates to identify areas where efficiencies can be built into the process. For instance, if a pattern of repairs occurs on a particular machine over a period of time, storeroom managers work with maintenance engineers to find the root cause of equipment failure.

“ We’ve learned to take an active role and develop creative solutions to address key issues,” said Ed Stoller, plant manager and head of engineering at the facility. “For instance, after evaluating a large volume of repairs and finding a correlation between repairs and increased inventory of spare parts, we knew we needed to reduce machine failures. We identified one of our repair vendors as the source and began to test part repairs before sending them to the plant floor. The solution enabled us to maximize our warranties and dramatically cut our maintenance expenses.”

Maximizing external resources
Maintenance departments often struggle with finding enough internal capacity to handle all their responsibilities. According to the “2002 Maintenance and Reliability Survey” conducted by Rockwell Automation and MAINTENANCE TECHNOLOGY, limited manpower (53 percent) and budgetary constraints (47 percent) are the two most common barriers that keep companies from implementing more comprehensive asset management programs.

By leveraging external resources to support noncore functions, companies can more effectively maximize their production assets and quickly adapt to changing business conditions. Whether applied across an enterprise or focused solely on maintenance, a collaborative strategy is preferable to reactive quick fixes, which are more expensive and less effective over the long term.

In practice, a collaborative maintenance strategy can include on-line condition-based or real-time process control monitoring; direct access to technical assistance, organization, or procedural changes; customized employee training; storeroom management; and onsite support or enterprise asset management integration tools. However it is implemented, the strategy is designed to isolate performance inhibitors and identify the main factors vital to productivity performance.

Case study: Air Liquide America
Air Liquide America, a leading supplier of gasses to a wide variety of industries, is expanding the scope of its predictive maintenance using condition-based monitoring to help reduce maintenance costs and improve uptime at its U.S. gas production facilities. The condition-based monitoring equipment enables the gas supplier to remotely monitor critical machinery and equipment.

Since the majority of its facilities operate automatically or with a single technician, the company lacked sufficient resources at each site to effectively use the information gathered from the equipment. The collected data now goes to a single location where the company uses outside experts to analyze the information, identify developing faults in equipment, and correct them before they impact production or safety. The centralization of the data allows the company to monitor for machinery trends or recurring equipment failure across all of its sites.

Measuring the value of maintenance
Developing a set of methodologies for measuring and communicating the return on investment is the final step in any well-built maintenance plan and will further support the case for new initiatives. To ensure success, agree with management up front on how performance will be measured. For example, while management and maintenance may both measure equipment availability, inventory turns, uptime, and meeting production goals, management may focus on production per unit of maintenance or uptime.

The number of parameters that can be measured in a plant is broad. However, when it comes to developing a strategic plan, less is more because the more indicators, the greater the risk that two or more will be contradictory. Then a significant amount of time and effort is spent trying to reconcile the differences, which distracts from the main task of improving performance. For maximum effectiveness, use a small number of easily understood measures that are relevant, timely, and tie closely with business goals.

Perhaps most importantly, the metrics have to be controllable by those who are being held accountable for performance. The strongest performance measures are owned by those who can influence performance and use them effectively to drive performance improvements.

The quality of effectiveness, such as the cost of downtime as a result of unreliable equipment, needs to be measured to get a true picture of success. The performance measures should reflect how the maintenance department is providing value.

Where to place maintenance efforts can be quickly determined by measuring the production value of downtime. This enables a more accurate focus on the planning process by identifying what costs the most. What are the patterns? Where should efforts be focused?

Return on assets (ROA) is another key indicator used to measure the impact of maintenance activities. ROA is a calculation of how well a company converts assets to sales and, therefore, profits. By definition, an asset is anything that has value. However, large numbers of assets tie up cash, increase the expense of carrying inventory, and reduce profitability. Improving maintenance can positively impact all sides of the ROA equation. This, in turn, can drive a company’s stock price and ultimately determine shareholder value—a metric that corporate leaders are sure to understand.

In considering a measurement strategy, keep in mind that a key factor in the success of the plan is its ability to deliver early, tangible results. It is not advisable to design a plan that requires a major up-front investment, but offers no evidence of improved performance until full-scale implementation is in place. It is important to come up with a series of short-term, easy-to-demonstrate wins. Promoting these wins as they happen can build momentum and support for the plan.

While a well-crafted maintenance plan will not solve all problems, it does provide a credible platform and the supporting documentation needed to be a full partner in the business process. More importantly, it widens accountability for financial performance from the top floor to the plant floor—a trend that is certain to pay dividends. MT

Integral to maintenance
Airborne ultrasound inspection is an important part of any company’s predictive maintenance practice. Savings in energy costs, downtime reduction, catastrophic failure avoidance, predictive lubrication procedures, improved product quality, improved building safety and efficiency, and increased employee awareness are some of the benefits of a good program. Despite the obvious benefits, too many companies have invested in this technology with poor results. They had a good idea, but they did not have a good plan.

During a plant visit, it is customary for a vendor to be invited out to the plant floor after a brief presentation of the technology to show the customer the equipment in action. It does not take long after the customer handles the equipment to see how easy it is to find a compressed air leak in a noisy plant environment. Perhaps a faulty steam trap is identified. One customer found a serious and dangerous fault in a high voltage switch panel the first time he picked up the equipment.

These immediate findings are impressive, and often enough justification for a purchase. But finding a faulty steam trap or a compressed air leak does not save a company any money or improve the efficiency of the facility. It just identifies a potential problem. A strategy must be in place to repair the problem once it is found, or even assess if the problem is worthy of the cost of repair.

Setting up a program
Assembling a team and identifying the needs of an airborne ultrasound program is an important first step as it serves two ends. First, it will be immediately discovered that the primary reason for initializing a program is only a small portion of the final needs list. And, it is a way to bring pessimists and doubters onboard. If the strategy does not include a way to convince all those opposed to the project, the project stands little chance of succeeding.

An airborne ultrasound program can address a number of issues in a facility:
• The compressed air system is full of leaks and compressors are at full capacity.
• The insurance company wants to see monthly PM on electrical systems.
• Overlubrication in rolling element bearings is causing unnecessary outages.
• The company wants to implement a simple but effective condition monitoring program.
• The vacuum on key processes cannot be held.
• Faulty steam traps are taxing the boiler room.
• Premature pump failures are attributed to cavitation.
• Leaks in building envelope raise HVAC costs in summer and spring.
• The company wants predictive maintenance in the hands of many rather than a few.
• Troubleshooting complex hydraulic systems will reduce overhaul time.
• The company wants to integrate technology to complement its infrared thermography and vibration analysis programs.

Understanding the full scope of ultrasound applications will triple or quadruple the size of the needs list. See the accompanying section “Steps To Set Up an Airborne Ultrasound Program.”

Make the case
After the general need for an airborne ultrasound program has been identified and all the key players are onboard, the next step is to refine the needs and justify the reasons to proceed. Bring together all the key players and form a task force or decision team. Carefully examine the needs list point by point, evaluating the relative merits of each item. Capital will be needed to make the project work and in most cases that will mean selling the idea to a higher level of management.

Because the initial list is exhaustive and quite possibly long, it may be overwhelming to upper management. Decide whether it makes sense to present the entire list or to key on one or two hot points to sell the project. If the latter makes more sense, then choose one or two (or three at most) applications and demonstrate how improvements would be justified with an inspection program in place.

One of the easiest methods to justify ultrasound inspection is leak detection in a compressed air system. If 40 percent of compressed air capacity is lost to leaks (the industry norm if no leak program is in place) and that can be cut to 10 percent (the industry target with a leak program in place), compressor energy consumption and wear and tear will decrease by up to 30 percent.

Bearing failures are another means of justification. Can key machines that will shut down production in the event of failure be identified? A $35 bearing can stop a production line as quickly as a $35,000 bearing. Whatever the justification that is presented to management, be sure to make a solid business case and have everyone onboard.

Set goals
Establishing goals for the program shows that the project is well organized, the participants are serious about making it work, and everyone agrees on the direction and scope of the program. Using the same example of compressed air leaks, the goal can be as simple as reducing leakage from 40 to 10 percent. Another objective may be to move one compressor to standby service. How about reducing or eliminating all bearing failures related to improper lubrication?

Wherever the targets are set, they must be realistically attainable, easily benchmarked, and not carved in stone. Goals exist to add purpose to a project. Making the goals too rigid or unattainable can have a negative effect or even kill the program. It is recommended that plateaus be set for each goal and reviewed on a regular basis to ensure the program is on course and that the goals still fit the program. Good and realistic goal setting will aid the next part of the strategy—measuring the return on investment of the ultrasound inspection program.

Return on investment
In the first part of the strategy it was suggested to identify all the reasons why an ultrasound program should be established and then zero in on one or two key reasons and use those for the justification. If it was rationalized that an ultrasound inspection program would save the company money by improving the steam delivery system, a strategy needs to be in place to back up that claim. How will success be measured? Brainstorm as a team and come up with some suggestions. Here are a few examples:

Steam traps
• Identified and replaced 25 faulty steam traps
• Increased quality of steam at process end
• Reduced energy consumption in the boiler room by 15 percent

Air leaks
• Found and tagged 75 compressed air leaks in first month
• Repaired 90 percent of leaks during planned outage.
• Took electrical readings at the compressor and noticed amp reduction of 28 percent for a savings of $35,500.

Purchase equipment, establish training
Before selecting ultrasound equipment, arrange an in-house demonstration and take the instrument to task. Be sure to have a clear understanding of equipment capabilities, and attempt to get out onto the plant floor and try the equipment in real-life situations. The section “Equipment Selection Guidelines” outlines some features to look for in equipment.

Lack of training is the single biggest killer of airborne ultrasound programs. Users need to be aware of the vastness of applications for airborne ultrasound. “You mean you can scan electrical switchgear with that thing?” or “We bought it to find compressed air leaks and had no idea we could use it for that” are comments heard frequently.

It is proven that certified airborne ultrasound graduates go back to their respective companies more confident and more resolved to get results from their program. Knowledge is gold and without it your program is dead.

Certification training should not be restricted to the operators. Both end users and managers should become certified to at least Level 1. It has been noted that an ultrasound program would be better served if the managers received some instruction and understanding about the technology.

Choose a leader
Leadership qualities often emerge from unlikely candidates. Everyone possesses the characteristics to become a leader, but is not always thrust into a position that allows leadership qualities to come through. Based on experience, companies that have implemented successful and effective airborne ultrasound programs did not have to look for a leader. After the team was assembled and needs were identified, a leader emerged by default.

This person played the largest role in identifying the right equipment to purchase, and excelled during Level 1 training. After the program was implemented, results were benchmarked and successes were rewarded. When there were doubts, the leader provided or found an honest and useful answer.

People can lead when called upon as long as they conduct themselves honestly, have confidence in themselves, can execute with passionate conviction, and, while able to work in a team environment, ultimately are willing to be fully accountable for failures within the program. There will be no shortage of people willing to take credit for the successes.

Reward success
As important as it is to benchmark results to validate the program, it is equally important to validate the efforts of the people making it all work. Rewarding successes can have a motivational effect that will propel the project forward and ensure its survival during lean times.

One agenda for the regular maintenance meeting should be to establish a reward structure that is fair and fun. It does not have to cost a lot of money—or any money at all. It could be as simple as a posted notice on the lunchroom bulletin board or a mention in the monthly company newsletter.

Review to maintain commitment
As part of the regular maintenance meeting, time should be set aside to review the progress of the project. This process should not be difficult. Pull out the written strategy and goal sheet and one by one address each point to ensure everyone is on target.

Are goals being reached or do they need to be revised? Are the goals set too low? If so, revise them with more challenge, and therefore more positive impact for the project. Acknowledge participants who have given more effort than required and open the floor to allow a free flow of knowledge exchange. Use this forum as an opportunity to share new ideas and new uses for the tool.

Document the findings and contact the equipment supplier to write a case study. Getting published in a nationally distributed trade journal can be a satisfying and motivational experience. Publish the review on the company intranet. Frequent review of results will ensure that everyone involved is 100 percent mentally invested in the success of the program.

Airborne and structure-borne ultrasonic inspection provides industry with an efficient solution for all kinds of preventive and predictive maintenance functions. It is considered by some to be the most important reliability tool based on its versatility, low cost, and ease of use. It is a tool that can be used right out of the box with immediate success and payback. A program strategy based on the steps outlined in this article will ensure the success of ultrasonic inspection in virtually any industry. MT

Information supplied by Allan Rienstra, SDT North America, P.O. Box 682, Cobourg, ON K9A 4R5; telephone (800) 667-5325

STEPS TO SET UP AN AIRBORNE ULTRASOUND PROGRAM
• Assemble a team and identify needs for a program
• Justify needs by recognizing key areas where improvement can be benchmarked
• Set written goals for the program
• Establish how ROI will be measured
• Purchase quality ultrasonic inspection equipment
• Invest in certification training at both management and user levels
• Choose a leader to technically carry the program forward
• Establish a system to reward the successes
• Frequently review the progress as part of regular meetings
• Ensure everyone involved is 100 percent mentally invested in the program’s success

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EQUIPMENT SELECTION GUIDELINES
• Quality: A first class program needs first class equipment.
• Accuracy: The strategy is dependent upon benchmarking so whatever data is collected needs to be accurate.
• Repeatability: Monitoring the condition of rotating equipment involves trending and comparing data that is repeatable.
• Digital: Choose equipment that uses current technology. If the equipment is not true digital it cannot be used for accurate data trending.
• True RMS: How the signal is measured is as important as how it is stored. Equipment with true RMS capability provides a signal that is linear and stable for accuracy and repeatability.
• Easy to use: Controls should be logical and accessible.
• Upgradeable software: Can the system be enhanced with future upgrades?
• Route capable data collection: This is necessary for benchmarking.
• Multi-functional: Some manufacturers offer sensors with added functionality such as temperature guns, tachometers, noise sensors, and flow meters.
• Warranty: Extended warranties are often available.
• Training: Look for equipment that offers certification training. A 2½ day ASNT approved course is normally sufficient to get users and managers up to speed.

Defining enterprise asset management (EAM) can be difficult. The answer depends on whom you ask. If you ask a strategist, a consultant, RCM/TPM specialist, or an industrial asset management professional to define EAM, the answer might include key performance indicator (KPI) tracking, reliability based maintenance, and/or Total Productive Maintenance (TPM). Or, if you ask the same question to a corporate process specialist or consulting firm that specializes in MRO, the answer may encompass the portfolio of MRO or asset management work processes.

If the same question is asked of an IT applications professional or software vendor, the response will likely be that EAM is a category of enterprise software that includes maintenance, asset management, and other types of plant applications. In contrast, a group of engineers (either internal or contract service) may respond that EAM is descriptive of the capture and maintenance of copious amounts of asset, inventory, and other data that allows an organization to establish and manage its installed asset base.

Each of these answers is technically correct. However, the true meaning of EAM encompasses all of these answers. Taken individually, each represents a partial answer, but in totality they describe the integrated concept of EAM.

The asset manager understands this integrated concept of EAM. This is the person who perspires the most whenever key EAM issues are discussed. It is also the individual responsible for maintaining maximum production capacity from installed assets at the lowest possible operating cost balanced with safety and regulatory imperatives.

This person might be a corporate officer, a manufacturing executive, a plant manager, a maintenance manager, an engineering officer on a military ship, a facilities manager at a university, or any of a number of positional descriptions.

System components
There are a number of core components of EAM:

• EAM strategy defines how a company expects to produce the highest capacity at the lowest cost. Normally this includes measurement and tracking of continuous improvement-based key performance indicators integrated with resource and planning optimization strategies such as reliability centered maintenance and/or TPM. Strategy is exceptionally important in the overall concept of EAM because it sets the direction and tone for all the other elements.

• MRO processes describe producing maximized efficiency and results in the myriad major and minor processes. Some of these processes include inventory management, work planning and estimating, MRO purchasing, calibration management, capital projects, and scheduling, as well as other major and minor processes. In order to get the maintenance work accomplished, support EAM strategy objectives, and capitalize on installed EAM technologies, these processes must be engineered to the highest degrees of efficiency and common sense.

• EAM technologies constitute major enablers. They span the spectrum from high-end, enterprise-wide computerized maintenance management systems (CMMS) to calibration management software, pressure vessel and valve tracking applications, predictive maintenance software, handheld applications, and many more. The chief function of these applications is to use basic engineering data in order to provide an automated tool set to support MRO process operations, while simultaneously producing empirical data suitable for analysis and KPI tracking.

• Engineering data content represents the element-level electronic information that defines an organization’s asset base, inventory stock, operations, resources, and maintenance procedures. Engineering data serves as the basic building block of the overlaying technology tools, which in turn are used to support MRO processes. Fundamental EAM strategy execution is impossible without the data, systems, or processes.

• People are the final element of EAM. People are the obvious key ingredient in all aspects of the business function. People form and track the EAM strategy. People perform the MRO operations. People install, configure, and maintain the EAM technologies. People create and maintain the engineering data. Finally, people turn the wrenches that maintain the assets that are operated by people who generate the products or services for which the organization exists. People are the binding element, the glue that holds the entire structural integrity of EAM together. They need to be trained, organized, and deployed throughout the EAM function.

The EAM ecosystem
Having established the elements of EAM, the tools are available to discover why some organizations have been so successful with this endeavor and others have not.

What the successful companies all have in common is treating the function of EAM as an ecosystem. Just like a natural ecosystem, balance must be maintained. For example, if the algae population in a forest pond is wiped out, shortly thereafter the small minnows will die, followed by the frogs, larger fish, and local waterfowl population. Any disruptive influence on this balance produces catastrophic, unintended consequences to the whole.

Similarly, spending an enormous amount of energy and effort executing a worldwide EAM technology implementation is wonderful. However, it falls apart quickly when a company realizes that its legacy data is bad, or if its processes remained exactly as they were before, or the technology is incapable of producing meaningful KPIs.

Many well-intentioned organizations embark on significant EAM efforts, spending enormous amounts of money, time, and effort only to realize in the final analysis that their EAM function has not improved in any real sense. They realize their data is insufficient to support the technology functions. They realize they did not build in the capability to track mission-critical KPI information. Processes were redesigned without an eye toward how they would either improve capacity or save operating dollars. The list of possible failure scenarios is endless but in the simplest terms, each drives down to missing one or more components of the EAM ecosystem during the initiative.

Just like the pond analogy, EAM is a business system in which any effort, improvement, or modification has to be done from a balanced perspective, taking into account all of the components. The EAM ecosystem is composed of the previously discussed components and can be further divided according to common EAM functional areas depicted in Fig. 1.

Implementation strategy
Today, changes or improvements to the EAM ecosystem occur on an ongoing basis as companies deploy new strategies, processes, technologies, or other elements in an effort to improve their asset utilization or lower maintenance-based operating costs. This is an excellent development since EAM has historically been an overlooked function and most asset-intensive organizations have room to improve operations while also lowering costs.

As a result, many organizations are now deploying next generation EAM technology-based solutions. This allows them to implement asset management processes, and develop and integrate EAM strategies and other forward-thinking initiatives geared toward producing extremely efficient asset utilization and capacity.

However, it is crucial that each particular initiative be evaluated and planned up front, from the perspective of all the components of the EAM ecosystem. No single initiative is just process oriented, data oriented, or technology oriented. Each initiative impacts the others. Remember, EAM is not a technology, nor a process, nor engineering. It is all of these things combined with people. It is an ecosystem.

Implementation of a world-class EAM framework has to involve a balanced and thoughtful approach to these interdependencies or it is almost certain to fail. Implementation is further complicated by other factors including organizational structure, cost/benefit considerations, component vs functional deployment strategies, and others.

Fig. 2 describes a partial example of an EAM matrix implementation model. The five component elements of EAM serve as the vertical axis, while the major functional areas of EAM (partial in this example) are viewed horizontally. This breaks down the entire EAM model into modules, which then can be used to assist with conceptualizing, planning, tracking, and executing EAM initiatives. The matrix breaks a very big business area down into bite-sized pieces, which is often helpful.

A fully EAM-optimized organization would have produced a solution in each one of the modular areas of the matrix across its full enterprise. This might have been accomplished in one major overhaul or could have been the result of many independently originated initiatives executed over time. Of course, time does not stand still, so even a fully optimized organization needs to periodically reevaluate itself to determine if new room for improvement has emerged in any one or many areas.

Planning considerations
Producing and deploying an EAM optimization strategy across a large asset-intensive organization is no small task. However, approaching it piece by piece and considering four equally important planning considerations will certainly help:

• Precedence order. All of the pieces of the matrix have obvious interdependencies. However, looking both vertically and horizontally some degree of precedence order can be established. For example, it is more sensible to rationalize and optimize the asset management function and base prior to trying to tackle predictive maintenance, which is really driven by installed asset base. Or along the vertical axis, does it really make sense to develop an extensive EAM KPI-based strategy prior to ensuring the engineering data necessary to support this is available? When evaluating precedence order ask the question, “Is there another matrix piece I should do first which will improve my ability to implement the module I am considering?”

• EAM function vs EAM component focus. Will a functional or component-based approach be used? For example, implement completely optimized MRO inventory management across all components before worrying about predictive maintenance. Or separately implement MRO process engineering improvements across all functional areas prior to worrying about other components such as technology or strategy.

This is a complicated consideration and should be approached with three things in mind: modular interdependencies (do not go too far implementing an EAM technology prior to engineering processes, for example), ease/speed of implementation, and cost/benefit of the initiative.

• Deployment scale and schedule. The next consideration is one that the model does not necessarily depict, but is essential. Most organizations are made up of modules themselves—organizational divisions, geographic divisions, and/or separate plants. Consider how to roll out an initiative not just across the matrix, but also across this organizational or physical structure.

A pilot organization or plant may be chosen to fully optimize and then the initiative can be scaled across the full enterprise, or the EAM strategy component first may be optimized across the full enterprise and then another module or set of modules may be rolled out. Similar to the previous point, consider interdependencies, ease/speed, and cost/benefit.

• Cost, impact, and effort. The final consideration is cost, impact, and effort, vs intended benefit. This is the essence of the business decision-making process. Some areas of optimization have large costs and efforts associated with them. Other areas can be significantly disruptive to ongoing operations. Consider these impacts vs the intended benefits of the initiative and prioritize accordingly.

Now that these complex and seemingly contradictory considerations are on the table, it might be beneficial to go back to the starting point of the model. Take a simple approach to EAM optimization and then scale it accordingly. Stick with basic fundamentals. No one piece is any more important than any other. There is no magical elixir. MT

Rob MacArthur is chief strategy officer at GenesisSolutions, 100 Danbury Rd., Suite 105, Ridgefield, CT 06877; (203) 431-0281

THE EAM ECOSYSTEM

Fig. 1. An EAM is a business system in which any effort, improvement, or modification has to be done from a balanced perspective, taking into account all of the components.

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EAM MATRIX

Fig. 2. This matrix breaks down the entire EAM model into modules, which then can be used to assist with conceptualizing, planning, tracking, and executing initiatives.

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In a perfect world, this would result in software that makes managing maintenance activities and maintenance information a breeze.

In a recent CMMS Best Practice benchmarking survey conducted at Reliabilityweb.com and Maintenancebenchmarking.com completed by more than 650 participants, only 20 percent reported satisfaction with their CMMS implementation. Over half reported that the CMMS failed to generate the expected return on investment. There is a severe disconnect between what the market wants and what commercial CMMS software delivers.

Now think about how many times your Windows operating system has crashed. If we are PC users, we all think that Windows is the only operating system we can use. We also know that we have very little influence on the quality and features of current and future versions of Windows. Mr. Gates has decided not to let us have access to the source code so we can change it or make improvements. That is perfectly within his rights as the creator and owner of the software.

Linux is open source system
If you read anything about computers, you have probably heard of Linux, a free “open source” operating system for PCs and Web servers. It is quickly gaining ground on Windows because in some ways, it is simply better. There is a thriving community of programmers who work on improving Linux in their spare time and they have created an operating system that poses a serious threat to Microsoft. IBM and Dell now offer Linux operating system options.

According to Eric Raymond’s “The Cathedral and the Bazaar”, “The developer who uses only his or her own brain in a closed project is going to fall behind the developer who knows how to create an open, evolutionary context in which feedback exploring the design space, code contributions, bug-spotting, and other improvements comes from hundreds (perhaps thousands) of people.

“Linux was the first project for which a conscious and successful effort to use the entire world as its talent pool was made. No closed-source developer can match the pool of talent the Linux community can bring to bear on a problem.”

Develops own CMMS
If you are now feeling inspired about open source software, meet Chris Morris, a plant engineer for a food company who developed an open source CMMS out of sheer necessity. According to Morris, “When the money for a commercial CMMS was chopped from my budget, I picked up a PHP/MySQL book and intended to write a bare bones work order system. I got a bit carried away and soon realized that the quality and functionality of commercial CMMSs were not beyond my reach.

“I decided to release the code as open source hoping that others would find the program useful and contribute to its development. Commercial CMMS packages typically cost upwards of $10,000. I think within a year, open source CMMS can implement 80 percent of the functionality of most commercial packages at (if my major in math serves correctly) 0 percent of the cost.”

Morris and a couple other maintenance managers/engineers are working on this open source web-based CMMS. If you are interested in a CMMS that costs nothing, comes with full source code, runs on a variety of platforms, and requires only a standards compliant web browser (IE, Mozilla, Netscape, Opera, etc.) on the client, then check out the project at http://free-cmms.sf.net.

This is not a hacked together MS Access program. It uses the PHP and MySQL database (both free, open source software packages).

In development stage
Morris asked us to mention that this is not a mature application ready for deployment (note that I said de-ploy-ment not de-velop-ment). It is currently a seed, developed as a proof of concept to attract developers and user feedback. Unless major resources are devoted to its development, it will probably take another year to get ready for general use.

Morris encourages readers to check out the application (there is a demo at the web site), then check out the code. PHP is an easy language to learn and modifications are encouraged. For those noncoders reading this, you should know that the open source nature of the project means that you will never be dependent on any single vendor to support the product. Feature requests and suggestions on the user interface and design are encouraged.

This open source CMMS is far from complete but, according to its authors, it can replace a paper work order system and scheduled PMs are coming soon. It is released under the GPL license, and is free to use and free to modify (see the GPL license at www.gnu.org/copyleft/gpl.html).

If you have a knack for programming and are interested in an open source CMMS made by plant maintenance personnel for plant maintenance personnel visit http://free-cmms.sf.net. MT

A company can use tens of thousands of disposable industrial wipers and rental shop towels annually to maintain top performance in a wide variety of precision manufacturing equipment and other maintenance operations. Industry sales in the U. S. for industrial wipers alone are more than $1 billion per year.

With this widespread use, and with new rules from the Environmental Protection Agency (EPA), proper laundering and disposal practices need to be an important component of the maintenance technology manager’s toolbox, and knowledge of proper handling techniques is essential to avoiding environmental liabilities.

The EPA’s new rule spells out the environmental responsibilities for waste generators (i.e., companies that use wipers and towels). This rule places both rental shop towels and disposable industrial wipers under the same federal authority. Previously, rental shop towels were under local and state regulations, but not federal. Only disposable industrial wipers were under federal control.

Knowing the details of this new rule will help engineers and managers successfully integrate industrial wipers and rental shop towels into their environmental strategies and avoid liability for violations.

Who is responsible for environmental problems?
Liability for environmental violations rests on the waste generator—the company using the industrial wiper or shop towel—not the industrial laundry or the waste hauler. The common misperception among many companies has been that as long as they used rental shop towels and sent them to an industrial laundry, they were free of liability. This is not the case; companies have responsibility even after the towels and wipers have left their property.

But the good news is that compliance to the new rule will be relatively simple, as long as users follow a few procedures. See accompanying section “EPA Rule at a Glance.”

Companies that generate less than 250 pounds of solvents per month are exempt from the rule. Companies with more than 250 pounds per month should note that wipers and rental towels follow different procedures depending on how the wipers are to be treated (i.e., municipal landfill, incineration, industrial laundry, etc.).

Under the new rule, pre-treatment practices are required when necessary to remove excess liquid on wipers and towels. Practices such as centrifuging, microwave extraction, gravity, or mechanical wringing are recommended. This allows maintenance crews to reduce the residue to EPA-approved limits before sending wipers and towels out the door.

Wipers and towels with grease and oil can be treated as regular solid waste if they meet the “no drip” rule. This literally means that if the item is wrung out, it does not drip. No special handling is needed before laundering or disposal.

Another key is storage and transportation. Traditionally, rental towels and wipers were often stored in open bins. They now must be stored and transported in closed containers. The EPA found that open bins of solvent-soiled wipers and towels, in particular, were one of the chief causes of indoor air pollution at plants. In addition, EPA notes that rental towels and industrial wipers stored in open containers also led to fires and other safety hazards. These issues of air quality and safety have now also become major concerns for Occupational Safety and Health Administration (OSHA) regulators.

The maintenance equation
Quality maintenance and performance reliability must always be given priority when selecting tools and supplies. In the past, managers responsible for plant equipment maintenance tended toward rental shop towels because shop towels represented a “no hassle” approach. The industrial laundry, managers assumed, would assume liability once the towels left the plant. In addition, since rental towels were laundered and reused, managers saw this as environmentally preferable to disposables, which raised questions about resource conservation.

However, as the EPA began to look more closely into environmental issues of rental towel laundering, it found that when rental shop towels from industrial plants were laundered, the solvent and oil-based wastewater put burdens on municipal water systems, requiring extra resources for clean up. According to the EPA, in some cases the polluted wastewater overflowed into drinking water.

Points to consider before selection
When plant maintenance and reliability engineers consider whether to use a shop towel or disposable wiper, the new regulations should be used as a guide for determining the benefits of each option.

Performance and cost are obviously key issues. Today when managers must do more with less, the cost of each option becomes very important. What is the cost to buy vs cost to rent? For rentals, are there environmental or disposal fees for laundry sludge? Are there lost or replacement fees? Are there fuel or energy surcharges? For disposable industrial wipers, are there cost/performance benefits to buying different task-specific sizes and textures, rather than renting one-size, one-texture shop towels?

With safety issues, if rental towels are used, what is the track record of the laundry? Has it delivered towels that have contained leftover residue of solvents or metal chards that did not wash out from a previous use? Since laundries contract to deliver a specified number of towels each week to each customer, but not the same towels back to the same customer, residue can be a problem. If disposable wipers are used, will the supplier guarantee consistent quality and competitive pricing?

Finally, which method, rental shop towels or disposable wipers, represents an acceptable environmental position for the company? Rental towels are reusable, but generate polluted wastewater. Disposable industrial wipers are sent to the landfill; but according to an EPA study prepared by Lockheed Martin Environmental Services, wipers contribute less solid waste by weight in the landfill than rental towels.

The new EPA rule is expected to appear in the Federal Register within the next 60 days, and should go into effect shortly thereafter.

With the new EPA regulations, this is an important time to re-examine maintenance policies. Doing so now will ensure that plant equipment can be maintained with the proper product that meets corporate environmental objectives. MT

Bernard D. Brill is executive vice president, SMART, 7910 Woodmont Ave., Suite 1130, Bethesda, MD 20814; (310) 656-1077. Martha Parker is an environmental writer.

EPA Rule at a Glance

1. Disposal industrial wipers were covered under EPA regulations prior to this new rule, while rental (laundered) towels were not. Instead, rental towels were governed by a wide variety of state and local laws. Impact: Bringing both rental towels and disposal wipers under one rule replaces a hodgepodge of regulations, making it easier for companies with multi-state locations to comply with regulations.

2. End-users (the operating facilities, not laundries or third-party haulers) are responsible for pollution discharges. Impact: Operating facilities need to closely monitor laundering or disposal of wipers and towels.

3. Companies that dispose of less than 250 pounds of hazardous waste per month are exempt from the following regulations. Companies that generate more than 250 pounds per month must adhere to these regulations. Impact: Plant operations should now include pre-treatment technology.
a. If waste is sent for disposal through a licensed combustion waste facility or to a nonlandfill facility, then the wipers must have “no free liquids.” In other words, although the wipers may have more than 5 grams of solvent on them, the wipers must be wrung to eliminate dripping liquids. Hand wringing is not permitted. Pre-treatment such as centrifuging, microwave extraction, or gravity draining are acceptable methods.
b. If waste is sent to a municipal or nonhazardous waste landfill, the wipers must be in “dry” condition, meaning that they contain less than 5 grams of solvent and are free of dripping liquids. Substances on the EPA list of “11 solvents of concern” may not be sent to these landfills under any conditions.
c. The EPA “11 solvents of concern” are: 2-nitropropane, nitrobenzene, MEK, methylene chloride, pyridine, benzene, cresols (o,m,p), carbon tetrachloride, chlorobenzene, tetrachloroethylene, and trichloroethylene. Nonhazardous substitutes are now available for some of these chemicals. Facility managers should contact their industry association for more information.
d. If a rental shop towel program is used, then free liquid must be removed before being sent to the laundry.
4. Wipers with solvents containing more than 5 grams of solvent must be stored in closed containers while at plant sites, rather than left in open bins where these pollutants can escape into the air. Impact: Indoor air quality at plants should improve.

5. Wipers with solvents must be transported in closed containers. Impact: To avoid environmental fines, managers must ensure that contractors comply.

6. Wipers and towels with grease and oil can be treated as regular solid waste if they meet the “no drip” rule. This literally means that if the item is wrung out, it does not drip. No special handling is needed before laundering or disposal. Impact: Treatment is simplified.

7. Recovery and recycling of spent solvents is encouraged, and most can be reused for industrial cleaning. Impact: Expect to save money on cleaning supplies.

back to article

PLANNED MAINTENANCE PROCESS Fig. 1. Twelve linked elements of planned maintenance are integral to a successful process.

Quality network planned maintenance
Allison Transmission follows the General Motors North American (GMNA) United Auto Workers Quality Network Planned Maintenance (QNPM) process. This program provides a common process and consistent structure to ensure that equipment, machinery, tools, and facilities operate in a safe manner and are available to competitively produce the required products to meet customer needs.

Operating principles that define the direction the QNPM common process takes were referenced throughout the TMM planning and implementation process to ensure that all activities focused on accomplishing these objectives:

•  Provide on-going support and direction at the plant, division, and GMNA levels.

• Ensure that manufacturing is the champion and owner of the planned maintenance program.

• Create opportunities for all employees to participate in the process

• Implement the operator involvement concept

• Pursue proactive maintenance

• Achieve world-class performance in safety, quality, throughput, and cost

• Support continuous improvement

There are 12 interdependent elements in planned maintenance that are integral to a successful process. Each element contributes to and provides support for the others. The linked elements, in total, provide the base for the Planned Maintenance Process (Fig. 1).

SUPPLIER PROGRAM COST SAVINGS, 2002 Fig. 2. Allison’s primary motor supplier reports on hard and soft savings monthly.

Supplier partnership
Commodity management is the term that Allison Transmission uses for the partnership program with its primary motor supplier. Key results from the program include improved quality of service and reduced operating and inventory costs. Allison spare inventoried motors are kept at the supplier’s warehouse. The supplier meets monthly with Allison personnel and reports on purchases, replacements, delivery time, and hard and soft savings (Fig. 2).

Using motor circuit analysis (MCA) as one of the technologies (along with infrared, vibration, ultrasonics, etc.) in the motor program, Allison can more accurately serve its customers’ needs and expectations. A technician, even with limited experience, can test a motor in minutes prior to removing it and sending it to a supplier’s motor repair shop.

Root cause analysis plays a large role in evaluating the motors with both internal MCA testing and on the supplier’s end. Upon completion of the motor repair, the supplier provides Allison with a Repair Report and a Reason for Repair Report. If the fault is due to contamination, a sample of the contamination found inside the stator windings is collected by the supplier and passed on to Allison’s technology department for lab analysis. All of this information assists the company in resolving the root cause of the motor problem and failures.

This partnership with the motor repair shop has proved to be effective. Allison can call 24 hours a day, seven days a week and have a stored motor delivered and on its dock within two hours. The response time has been invaluable in planning production schedules. Allison also has access to the motor supplier subject matter experts. As a result, the supplier is considered part of our reliability toolbox.

In the end, the motor supplier answers to Allison Transmission’s commodity management team, which includes the QNPM representative, electricians from the motor shop and reliability department, the spare parts team, maintenance supervisors, and individuals from the finance department.

MCA overview
Allison Transmission’s motor program is a crucial component within operations. With MCA, motors that have problems can be tested to confirm the fault before being removed and sent out for repair. If a motor problem is not found, the electrician helps the service technician find a root cause. Motors that are difficult to install are tested prior to calling machine repair personnel for installation. Motors in the supplier’s warehouse are audited on a quarterly basis with an MCA test.

Some test routes have been established because of repetitive motor failures, and these motors are tested and trended monthly as part of the MCA process. Motors with pumps are tested prior to rebuilding the pump in order to determine if it is more economical to replace the motor-pump combination than to rebuild it.

Motor circuit analyzers
After attending a motor circuit analysis seminar at the 2001 GM QNPM Symposium, Terry Bowen, Allison Transmission QNPM co-champion, believed the company could benefit from implementing an MCA program in its technology department. Prior to purchasing the ALL-TEST motor circuit analyzers from BJM Corp., Old Saybrook, CT, analyzing motors involved a lot of guesswork.

Occasionally, motors would be sent to a supplier without a complete problem diagnosis. After testing by the supplier, a report would be sent back indicating that no problems were found. Now with the MCA program in operation, Allison sees more uptime on machinery and a decrease in the “no problem found” reports.

Approximately 50 Allison skilled trades personnel are being trained in the application and use of MCA instruments via an internal eight-hour course. The trades involved in the training are electricians, powerhouse stationary engineers, and air conditioning and maintenance supervisors.

Motor problems identified
Motor stator faults found by using MCA vary from turn-to-turn, phase-to-phase, coil-to-coil, ground faults, and rotor faults. Rotor faults, which are more common in 4160 V motors than 480 V motors, include broken rotor bars, eccentricity, and casting voids. Looking at the phase angle and current frequency on the MCA unit can identify stator faults. By comparing the winding resistance of each phase to one another, high resistance connections can be seen.

Ground faults can be seen by the insulation-to-ground test. By comparing the impedance and the inductance readings to each other, contamination can be observed and can range from coolant fluid, oil, and water to overloaded windings.

The contamination on servo motors will start showing its ill effects months prior to failure. The general trend is that there will be service calls indicating an overcurrent condition on the panel. After tracking work orders through the Allison computerized maintenance management system, the overcurrent fault will most likely appear more frequently, requiring a work order to change servo motors.

Area planners have received communication alerting them to the overcurrent condition and how it can be detected before a servo motor has completely failed. Compared to a reactive course of action, planned maintenance provides for cost avoidance. A clean dip and a bake from the motor shop are cheaper and more efficient than a complete rewind.

The applicable cost avoidance spreadsheet is sequentially shared across the QNPM network according to the following:

• An MCA work order is dispatched

• An electrician responds to the motor site

• An MCA test is conducted and analyzed and a determination is made

• An action plan is implemented.

For example, if a servo motor tests good using MCA, a root cause investigation is initiated to check for other causes of the fault such as a blown fuse, SCR, drive, cable, or connecter to the motor. If a cable is replaced, a cost comparison between proactive and reactive maintenance is documented based on maintenance history (Table 1).

MOTOR CURRENT ANALYSIS COST AVOIDANCE, 2002 Fig. 3. The total cost savings avoidance attributed to the motor current analysis program.

Allison Transmission prefers proactive to reactive maintenance, particularly from a financial perspective. As shown in Fig. 3, the total cost savings at Allison attributable to the MCA program in 2002 was $307,664.

Single phase testing
When testing three-phase motors, the MCA unit works well when performing comparisons between windings. But what about testing single phase?

Allison uses dc motors, which have a set of field windings (two wires) and the interpoles and armature (two wires) for many applications. The engineering test department uses eddy current dynamometers in order to put a simulated load on all manufactured transmissions for testing purposes, which also have two sets of windings with just two wires.

How are these two wire devices compared? First an MCA test is performed on the winding, then the information is stored in the database along with the nameplate information to identify like motors. Finally, the winding with problems is compared to like windings to reveal problems.

MCA in action
Case Study 1: Infrared Thermography (IR). An electrician running a predictive IR route noticed a hot motor. The motor was a 7.5 hp coolant pump in a group of five identical machines.

A work order was submitted for a motor circuit analysis to be conducted and subsequently the MCA was completed and analyzed showing no problems with the motor. A work order for vibration analysis was written, and the results determined that the temperature was being driven up due to a bearing fault. The coolant pump was replaced and the temperature was in line with the group of machines.

This particular machine is a machining center for transmission cases. When a coolant pump motor fails, historically there would be a loss of production and possibly an assembly operation shut down.

Case Study 2: MCA vs DMM and insulation-to-ground test. An electrician running a predictive IR route noticed a hot 5 hp motor on a machine with 4 drill heads that performs a drilling operation. The MCA was performed and analyzed, and the impedance and inductance readings, clearly not in parallel, were compared. The results showed the motor windings were contaminated.

Impedance or inductance cannot be seen with a digital multimeter (DMM) or an insulation-to-ground tester. Both the resistance and the insulation-to-ground test were good. The motor was sent for repairs as this model was not available in the warehouse. MCA was performed to determine the reason why the motor had this contamination. The motor shop did a full autopsy on the motor and, after cracking open the end bells, it was obvious that the problem was fluid in the windings.

The unknown liquid was poured into a sample bottle. The motor shop did extensive repairs on the windings, and also applied an epoxy seal to the area after determining the liquid was a mix of coolant and hydraulic oil. The motor was returned and installed in less than 24 hrs. This machine drills a series of holes on the carrier for the transmission. If the machine had run to complete failure, it would have shut down the assembly line. Order time on a new motor was estimated at 3 days.

Case Study 3: #8 Air Compressor, 4160 V, 1000 hp. On June 18, 2003, the power house tradesmen provided data to the reliability department for review and clarification of MCA readings on the 4160-V, 1000-hp motor on the #8 air compressor. A resistive unbalance of 84.5 percent was found.

The motor was tested at the motor control center then at the motor connection lugs. The bad connection at the lugs was found and corrected, reducing the unbalance to 0.17 percent. This case again showed that MCA is useful, as the 4160-V connections at the compressor did not have to be taken apart and put back together. The motor did not have to be removed and sent to the motor shop supplier. This saved the cost of an unnecessary motor repair and the loss of compressed air for some of the production machines.

MCA has made a definite impact at Allison. With the NFPA 70E personal protective equipment issues approaching, off line motor circuit analysis continues to be valuable and safe. The motor world will now be viewed differently from the days of just using a multimeter and an insulation-to-ground tester. Allison Transmission believes and trusts systems that consistently contribute to proactive maintenance. MT

Information supplied by Dave Humphrey, a journeymen electrician with General Motors Allison Transmission, Indianapolis, IN

TABLE 1: PROACTIVE VS REACTIVE SAVINGS

Since the 1980s, Six Sigma methodology has been applied in a growing number of companies. However, as with any tool of quality or methodology, it must be adapted by a maintenance department to successfully reach its individual goals. Initially, a work group’s excellence level must be observed and verified before implementation. To achieve success with Six Sigma, basic day-to-day maintenance procedures and techniques have to be in place.

If a company believes that Six Sigma will bring success, it will be necessary to look for Black Belts or Green Belts (professional leaders who specialize in this methodology) for assistance. They will be capable of setting goals in Six Sigma, adapting it to specific needs, and obtaining sustainable results.

Quality tools and Six Sigma integration
Six Sigma does not create new tools but uses existing ones. The flow and sequence of these tools and statistical techniques is important in the search for excellence in products and services, for cost reductions, and, consequently, shareholders return.

The main methodologies of Six Sigma are Define, Measure, Analyze, Improve, Control (DMAIC) and Design for Six Sigma (DFSS). This article will deal with DMAIC applied to existing processes, as opposed to DFSS, which is used in the implementation of new products or services. It is important to use creativity to mold expectations about Six Sigma. The methodology is flexible and will not replace or diminish any technique or tool already used, but will add to them. This fear is common and must be prevented to avoid resistance that will destroy the program.

DMAIC in maintenance
To apply Six Sigma in maintenance, first find work groups that have a good understanding of preventive maintenance techniques in addition to a strong leadership commitment.

The methodology is divided into five distinct phases:

• Phase D (Define). Establish the objectives of the department and identify the critical-for-quality processes. In this phase, leaders, planners, maintenance staff, Black Belts, and Green Belts need to work together to set departments goals. As there will be a large number of ideas, the first job of this team is to organize with the use of the Y=f (X) (where X represents the input of the process, Y the output of the process, and f the function of X). This is the most difficult stage because targets, problems, and goals may not be clear or easy to identify. It is a difficult job, and the team must remember that the steps for the next phase will be drawn from its initial work.
• Phase M (Measure). After teams choose the vital few of the trivial many, the indexes, data collection plan, and analysis method can be chosen. Some common indexes include frequency of preventive maintenance, frequency of predictive maintenance, productivity, number of corrective occurrences, maintenance costs, downtime, pulse survey, overall equipment effectiveness (OEE), etc.
• Phase A (Analyze). Teams will use analysis graphs (Pareto, scatter, run chart, box plots, etc.) to visualize trends and to search for root causes.
• Phase I (Improve). An action plan and failure mode and effects analysis (FMEA) can help in the action definition to improve the performance of the chosen indexes.
• Phase C (Control). Teams will outline a plan to retain the gains after the conclusion of the project. The finance department can assist in investment calculations, profits, ROI, etc. Each problem raised can be dealt with individually as a project to be led by a Black Belt and Green Belt, or a macro approach can be used—whichever is the best way to get the best performance in the maintenance department. This work usually takes from 4-6 months.

What must be done
Some points are important for a healthy maintenance program:

• In the first months of Six Sigma deployment, everyone in the organization must be informed and involved. If only top management and operations participate and managers or supervisors are not involved completely, the program may fail.
• Roles and responsibilities should be clearly and absolutely defined.
• Compensation, career plans, and retention plans of those involved in the program must be defined. Keep in mind that you are preparing people with high potential who deserve special benefits.
• It is important to find the commonalities among distinct groups (quality control people, managers, supervisors, controllers, etc.).
• Targets need to be established and coherent goals set.
• A strong Black Belt and Green Belt selection process should be set up to search for the best talent in the company. Many managers fear losing their best professionals and tend to select the wrong candidates. The human resources part is important.
• A strong commitment from top leaders is essential.
• Extra programs should be developed as shadows or reverse mentoring so company leadership can be made aware of Black Belts and Green Belts.
• Future activities should be defined for Black Belts after the learning phase as they will be in a special position to influence the department structure.
• Support should be available for the jobs and projects. Green Belts assist Black Belts and they do not work full time. Experience shows that not all trained Green Belts develop and complete projects. Remember that resources are being expended in the program and good results are expected.
• If the maintenance department is already involved in advanced techniques of maintenance (TPM, predictive maintenance, CMMS, etc.), it will be easier to apply Six Sigma as there is a good base from which to work.
• Departments that are led by managers or supervisors with no vision or goals are not environments that will stimulate the growth of the program. Culture change may be necessary.
• The maintenance department must be strategically located within the organization because it will be in the spotlight.
• Work groups need to be able to function independently and be results driven. The degree of specialization and job time sometimes works against new practices. Leaders must establish a way to become professionals.
• Finally, the most important thing is creativity. Projects, activities, methods, programs of quality, etc., in maintenance areas may not be well understood. Adaptation is the key for success.

Results
These results can be expected:

• Sustainable results in short and medium timeframes.
• Disciplined work groups.
• Autonomy of the maintenance professionals.
• Data driven maintenance.
• Optimized resources.
• Improved relationship between finance and operations.
• Increased financial return.
• High performance environment.
• Creativity support.
• World class maintenance. MT

Robson Quinello is maintenance planner and Black Belt at Ford Motor Co. Brasil in São Paulo; (5511) 9791-7209

Robert M. Williamson, Strategic Work Systems, Inc.

Could it be that those initiatives actually showed a sizeable improvement? Most likely the people who were going to be affected were involved from the very early stages so they could influence their own future, and achieve the sustainable goals anticipated by the initiative.

But, the most important factor was that these initiatives led to sustainable business results that were undeniable. Executives, decision makers, mid- and first-line supervisors, and plant-floor people all saw results. They saw that they could make a difference. They changed their behavior.

There were high levels of buy-in, a sense of ownership emerged through involvement, and even some enthusiasm. Big business results were achieved and work actually got easier because the reactive nature of the old ways virtually disappeared.

Then, when we go back 5 or 10 years later little remains of the “initiative.” Did it fail? Probably not. Success truly happens when the new behaviors and work processes of the initiative are assimilated into the organization, into the work culture, and into individual behavior. The bells and whistles of the “initiative” disappear. The desired strategic goals and objectives, the tactics and procedures, the expectations and reinforcing behaviors have all been set in place and are part of the way everyone thinks and acts.

Without a doubt, equipment reliability is essential in an equipment-intensive operation. Reactive maintenance just won’t cut it any more—it’s too expensive.

So, how do you get everyone on board? Focus on results and change the culture along the way. I have seen this adage work many times in many different types of workplaces. These 12 steps really work:

1. Follow the money. Where are your highest equipment maintenance costs? List the top 10 equipment items.

2. Follow the data. What are the types of, or reasons for, failures? At this point “root cause” is optional information. List the top 10 reasons for the top 10 equipment items.

3. Follow the interruptions. Where is the highest amount of process downtime, or business/ flow interruptions? List the top 10 equipment items.

4. Connect the dots. Look at your lists (Pareto chart work well here). Identify the highest cost equipment causing the highest levels of downtime. This will give you the top two or three equipment items for focused equipment improvements.

5. Drill the data deeper. For these top three equipment items identify the types of, or reasons for, failure (Pareto chart work well here, too).

6. Follow the money (again). Look into the purchasing records and find out the parts used to address the top two or three reasons for failure.

7. Focus. Target only one piece of equipment based on the data and information you have accumulated.

8. Find the right people. Engage everyone who touches the targeted equipment, along with those who make decisions that affect the equipment performance, reliability, and costs. This group is the “team” who has enough power to make and sustain the necessary changes.

9. Focus on results. Use the “team-based” approach to make the problems go away using new skills and knowledge.

10. Set new expectations. Define in very specific terms what is expected of the entire team and of each person to move ahead with new and improved approaches to maintenance.

11. Accountability. Monitor the key performance indicators. Provide regular and timely feedback to the team. Recognize that the results of the equipment performance and reliability are direct consequences of how well the people, individually and collectively, are performing their new job roles (new behaviors).

12. Leverage the gains. Continue to make improvements on the targeted equipment as outlined in the previous 11 steps. When sustainable results can be seen review the data and begin addressing the next targeted piece of equipment using the same process.

Robert C. Baldwin, CMRP, Editor

I’m so used to seeing preventive maintenance in this magazine and in the proceedings of the conferences I attend, I have almost come to believe that we, the practitioners of plant equipment reliability, maintenance, and asset management, have the exclusive right to those words.

With that in mind, I was astonished to see the words “preventive maintenance” on a large banner hung on the side of a building across the intersection where I was waiting to make a right turn out of a shopping center parking lot. The banner read: “Express Care Preventive Maintenance Center.”

The three-bay building housed a Valvoline Express Care instant oil change unit. It looked cleaner and brighter than many of the shops I see. I later found out that the “Preventive Maintenance Center” banner flagged it as an establishment with extended service offerings.

After ruminating on the picture of a preventive maintenance sign on the side of a building, I couldn’t help but be pleased with its mainstream use in car maintenance. After all, the maintenance schedule in the owners manual is the primary analogy I use when explaining preventive maintenance.

In that analogy, I note that some scheduled tasks will be done more frequently or less frequently than required by actual use patterns and driving conditions. The discussion can extend naturally into predictive or condition based maintenance by pointing out that the proper time to change oil could be determined by testing a sample of engine oil rather than relying on the published schedule.

When consumers faithfully follow the preventive maintenance schedule for their car, they do so because they expect to see a beneficial effect on the car’s performance and resale value. So why do some executives feel they can cut maintenance in an industrial plant or major facility and somehow escape without hurting the performance or value of the plant?

I’m reminded of that attribute of civilized human behavior often cited by suppliers of beauty and healthcare products: “We take better care of our pets than we do of ourselves.”

If that is true, perhaps it is also true that “we take better care of our cars than we do of our industrial plants.”

How is it with you? Which is better maintained—your car or your plant? MT

Fig. 1. Aligning the centerlines of rotation between a motor and pump may severely misalign the motor with respect to its own base.

Because the difference in the shim thickness between front and back feet is so great (0.400 in.), the motor will be angled with respect to its own base by about 8.3 mils/in. (400 mils/48 in.). If the feet are 4 in. long axially, a gap of approximately 33 mils would result between the front and back of each individual foot.

Tightening the anchor bolts and forcing the undersurface of the feet to rest evenly on the base would severely distort the feet and the frame of the motor. This is the heel and toe effect.

Results of machine frame strain
This distortion—machine frame strain—would cause significant vibration when the machine is running, since the distortion produces misalignment of the bearing bores and consequently internal shaft deflections. A soft foot check can easily reveal whether machine frame strain exists.

The machine frame strain would greatly increase the load on the bearings, resulting in a much shorter operating life of the bearings. The strain also would result in higher power consumption and loss of efficiency.

The effect of the angle produced by this large difference in shim thickness would cause the axial plane of rest of the motor feet to be shifted backward from the center of the feet, so that when the anchor bolts are loose, the motor would be resting on the back edges of its feet.

The alignment technician may be surprised that, upon taking new readings after performing the specified shimming correction, he or she would still find the machine out of alignment by about 16.6 mils, since the angle between the motor and its base of 8.3 mils/in. would shift the offset of the shaft by that amount over the 2 in. of run from the center of the foot to the back edge.

Several additional alignment corrections might be needed before the alignment came into tolerance unless the dimension to the feet was changed to accurately reflect the actual contact location of the feet. However, the machine frame distortion produced by tightening the anchor bolts may shift the shim plane a bit, altering the effect on the alignment as well. This, coupled with the somewhat unpredictable effects of the strain on machine movement when loosening and tightening anchor bolts, all conspire to make the alignment technician’s worst nightmares come true on this alignment job.

Fig. 2. Step shimming fills the tapered gap between the underside of the foot and its support plane as evenly as possible for an expedient solution.

Solutions for this situation
How is this problem solved? The best way is to reposition the stationary machine so the machine to be aligned will not require shimming that would produce the heel and toe effect. This is often impractical because the stationary machine is stationary; it is often impossible to adjust without great time and effort.

Another solution would be to remachine the baseplate, soleplates, or undersides of the feet of the machine to be moved to eliminate the need for the large differential shimming. Again, this is usually not a practical or economical solution. This leaves the only solution—step shimming.

This requires several thinner shims to be inserted offset from one another in step fashion, to fill the tapered gap between the underside of the foot and its support plane as evenly as possible (Fig. 2). This may require more than three shims but, as with everything, for every advantage there is a disadvantage and here the benefits outweigh the negatives.

Step shimming works since the angles involved are sufficiently small to fall under the “swedge” angle for the coefficient of friction of the materials involved, so the shims will tend to remain in place rather than squirt out. Of course, do not forget to trim off the excess part of the shims sticking out from the edge of the machine foot to prevent possible injury.

Although not elegant, this solution is expedient, easy, and economical, and will prevent the distortion problem, allowing machines to run satisfactorily until the next major outage when the time and resources can be scheduled to fix the problem permanently. MT

Information supplied by Alan Luedeking, Ludeca, Inc., 1425 NW 88th Ave., Miami, FL 33172; (305) 591-8935

I define spam as a commercial e-mail message that did not come from a list that I subscribe to or do business with. The other common element is that the e-mail does not come from the company domain address, like sales@purplesocks.com. In fact, most spam does not include any contact information about the sender. Last but not least, I define spam as an offer that is of no real interest to me, like diet plans (perhaps I should be more interested in these messages), hair loss, my golf swing, long-lost classmates, Nigerian money laundering, and body part growth.

Spam has continued to multiply and now makes up more than 50 percent of all e-mail. Spam is worse than junk mail because it is often disguised as e-mail from a friend or other contact. Some of these messages carry files and programs that can be harmful to your computer by releasing worms or viruses. Some contain unwanted adult images that could be stored in your computer and cause problems at work.

At best, American workers spend at least some part of their day deleting spam rather than being productive. All of these problems are reducing the wonderful utility that e-mail provides. I am not willing to let a bunch of cyber-marketing miscreants muck up one of my favorite modes of communication. Spam must die!

Recent upgrades to AOL, Earthlink, and other popular Internet services include some basic spam filtering systems. Even if they are only 50 percent effective, this feature can still eliminate a large amount of unwanted e-mails. Of course, you should check your spam folder after each download to make sure that it has not grabbed opt-in e-mail newsletters and other e-mails that you want.

There are many choices for standalone spam filters, but most are based on rules that you must set up in advance to grab offending e-mails. As an example, most companies block e-mails with the word “free” in them.

But then you will not be getting much e-mail about free speech (a concept our country is built on), a free maintenance seminar in your area, or a free white paper about reliability strategies. Most spam senders use fr*ee or other spaces and characters to avoid spam traps anyway. As much as I abhor spam, I do not feel that I should hand over control of my online communication to a kid in the corporate IT department who sets up my e-mail rules.

Imagine if you will a system that tracks what e-mails you delete as spam. It also tracks what e-mails I delete as spam and what e-mails 600,000 or more people are deleting as spam. When you, I, or 600,000 other people click “Delete” to remove a spam message from our inbox, it disappears from all our inboxes. Spam filtering rules that are defined by an online community of 600,000 people and are based on their actual spam-deleting behavior are rules I can live with. Enter SpamNet by Cloudmark.

SpamNet is a Microsoft Outlook add-in program that can be downloaded (there is a 30-day free trial offer) and installed automatically. When a spam message is reported by a SpamNet user, the message is sent to a central computer or database that records the spam. When other SpamNet users download their e-mail, the software checks the new messages to see if they contain reported spam. If the system finds a spam message, SpamNet moves it to the Spam folder. This process ensures that your inbox remains clean of spam messages and that none of your regular e-mail is lost or blocked.

Forget the rule-based spam filters and jump on board the SpamNet train. If you would have downloaded a free copy when I first wrote about it, you would be paying only $1.99 per month right now. If you waited, you can currently get SpamNet for just $3.99 per month. If you spend more than 1 minute per day deleting spam, your time is worth more than the service fee. Since I started using SpamNet I feel like I am plugged into a whole different Internet. Now my e-mail inbox is actually filled with e-mails I want to read. MT

INTERNET TIP: PRACTICING SAFE E-MAIL

The recent sobig worm and other nasty viruses are spread by e-mail from unprotected computers. The new pattern seems to be that when Microsoft announces a software patch that is related to security, the virus writers rush to release a program that can exploit the security flaw within 30-90 days after the announcement. They know a large percentage of users will not download the Microsoft patch.

This pattern will be with us well into the future, so please practice safe e-mail by installing antivirus software and updating it weekly. This will go a long way toward slowing the spread of viruses and worms. Antivirus software packages are available from Symantec or McAfee.

In installation of 97 variable frequency drives (VFDs) at the New Jersey International & Bulk Mail Center (NJI-BMC), Jersey City, NJ, in 1994-95 had reduced energy usage for the USPS. But a recent revitalization of the drives, which slashed the yearly utility bill by approximately $300,000, and installation of a drive link communication scheme for the HVAC controls further enhanced overall maintenance resources.

The new data network provides communication with all drives, and relays this information to a centrally located data link network PC workstation where craft employees can view various online parameters for all drives. But it was not an easy process to put this network in place.

Electrical distribution system
NJI-BMC, the largest among 21 bulk mail centers, includes three main buildings that occupy about 1.7 million sq ft. The high voltage 26 kV system equipment is located in a fenced-in high voltage outdoor switchyard. The medium voltage 5 kV system is housed in an outdoor switchgear cubicle. The low voltage distribution system is comprised of eight double-ended, 1000-1500 kVA transformers 4160-480/277 V, with main, tie, and subfeeder breakers. These subfeeder breakers provide power to various motor control centers (MCC).

These MCCs furnish 480 V, 3 phase, 60 Hz power to the VFDs. Ninety-seven UNICO Inc. 1100 HVAC Series drives and auxiliary equipment were installed in 1994-95 to conserve energy and reduce monthly electric bills. At that time, we assumed that installing the drive link network communication, which was estimated at $30,000, was not cost effective. Furthermore, we had not developed the skill sets needed to operate and maintain the overall drive link network or VFD components.

Field data shows problems
In the summer of 1998, during one of our periodic site inspections, we found that the air handling units (AHU) control systems were not functioning as designed. Our field data showed that some of the motors had failed and burned out, and some of the motors would not function in the VFD mode. One of the reports indicated that 80 percent of AHUs had minor to major problems and were switched to the “bypass” mode.

At that time we realized that we needed a centralized data gathering system that would retrieve, collect, and monitor data for all 97 VFDs. Usually, our technician, with a handheld pad and pen, would go to a VFD panel, insert the key, open the door, and start retrieving various parameters using the VFD touch keypad. The technician would scroll through the display screen and note the data on the pad. Repeating this simple procedure for 97 VFDs that are located throughout a 137,000 sq ft area was tedious, questionable, and labor intensive.

Moreover, we did not know how to manage all the VFD data effectively to ascertain if the HVAC was functioning in the optimum modes. We were not confident that we were capturing any financial benefits from the VFD technologies. Without a comprehensive data network system, it was difficult to gauge and validate VFD operation. It was an extremely laborious and tedious task monitoring all drives on a periodic basis.

Complications of a new data gathering network
In general, most of the data system service contractors would replace existing components and install a new independent data system. Customarily, this is a common solution and an easy option.

This option includes hiring an architect/engineering design firm to prepare design and engineering, and install and validate the system operation. Installing an independent new communication data link and modules could require removal of certain original components in the VFD cell configuration and surrounding structure. This option would require a power outage because the installing contractor must shut the power off prior to entering the power/controls compartment of the VFD cell.

Estimated costs for this option, as expected, were high, and a return on investment (ROI) criterion was less favorable than other options. A rough estimate for the new communication data link for 97 VFDs was conservatively assessed at approximately $60,000.

This hardware and software link, designed to communicate with all drives, would gather data, generate specific data files, and prepare operating trends, defaults files, reports, etc. It then would communicate this information to a PC centrally located in the plant. At the PC, a craft employee could view various online parameters individually for all drives. Based on the existing VFD’s keypad display, we selected eight parameters including rpm, Hz, A, ac and dc, V, kW, torque, fault history, etc., to be displayed on the PC monitor.

Looking for lower cost options
During 2000 and 2002, the U.S. Postal Service was under serious budgeting constraints, and virtually no funding was allotted for any new projects. The NJI-BMC maintenance staff had to look for a nonexistent no-cost option.

When we began looking for the no-cost option, the first step was to assess our on-site resources. The maintenance craft personnel and technical staff reassessed the work scope and determined that our in-house electronic technicians could complete the fieldwork.

However, there were some inherent difficulties in this method. One of the major problems, when using our crew as compared to acquiring outside contractors, was how to reallocate the regular assigned work, which is dictated and approved by the mail-processing department. Any changes impacting mail processing could adversely jeopardize our revenue.

Primarily, we needed to procure all material, install the main hub, install all wiring to and from the VFDs, and test the hardware and software. However, we were somewhat skeptical and concerned because of our limited experience in installing such a sizeable network.

There was also the issue of questionable availability of manpower for a long period of time. We had limited resources and could not reallocate our on-site maintenance labor for other project work. Our facility operates on a 24/7 basis, and it was somewhat difficult to commit the availability of a maintenance force that was specifically dispensed and reserved for maintaining the mail processing equipment.

We presented this concept to our facility’s management, USPS headquarters, procurement, and purchasing departments. They highly favored the concept of motivating our maintenance crew, who would be completing the major work. Additionally, NJI-BMC management was pleased we would be developing and acquiring in-house communication network skill sets, using our on-site resources. Of course, the overall cost reduction was the critical component for favoring this option.

Contact with the VFD supplier
Although we could manage the on-site labor for completing the installation and field validation of the data link network, we needed the hardware and software package from the VFD supplier at no cost. Initially, when we discussed our proposal with the supplier, they were interested in validating the network, but had no instant response for the no-cost option. In return, we offered our unique test site for gathering and sharing the actual database for the 97 VFDs. Furthermore, we assumed that in the future, this database and communication link could be used to appraise cost effectiveness and optimization of manpower resources.

We mutually agreed that the online network data could be used to pinpoint miscellaneous faults that are not directly related to the VFD components and its operation.

Historically, most of the failures in operating the AHUs that are equipped with VFDs were presumed to be the failures of VFD technologies. In general, a maintenance worker would switch the unit to a bypass mode whenever the AHU malfunctioned or had any problems. The worker may not investigate or may lack the skill sets to find out if any component in the VFD (rectifier, converter, controls, etc.) malfunctioned, or any of the AHU’s components (filters, dampers, belts, bearings, coils, etc.) malfunctioned. At the VFD panel, it would display a default message whenever the VFD shut down. The proposed data link might resolve some of the problems in pinpointing a faulty component.

Following further discussions, the supplier agreed to provide the data link software and any technical support at no cost. We agreed to complete all on-site work including material procurement and installing data link hubs, wiring, PC, modems, etc. This consideration would minimize overall cost, was less risky as compared to other options, and was comparatively easy to accomplish.

Evaluating safety concerns and shutdown impacts
Since the concept of linking 97 VFDs had not been tried elsewhere, we did not know how to evaluate any risk factors that might hamper our mail processing operations. Management was apprehensive regarding the testing of any equipment or systems that were not tested before.

At the NJI-BMC, we are very much influenced by the safety and comfort level of employees. What if the air handling control system malfunctioned because of the newly installed network? A common mode failure could propagate fault to other drives, and might adversely impact the operation of other drives.

Since our facility operates around the clock, any shutdowns that impact our air-handling HVAC system could cause an adverse environment for employees and equipment. In general, minimizing the number of shutdowns in the air handling system, regardless of whether intentional or unintentional, is critical for our overall mail processing operations. Initially, we estimated one or two shutdowns. However, we were successful in completing the revitalization project without any shutdowns.

Project delays encountered
We encountered several unforeseen problems in completing the project as scheduled. The as-built drawings that were retrieved from the library were questionable because our 30-year-old plant had gone through several modifications and building expansions and drawings did not match the actual layout. Another major problem that the supplier faced was retaining its information technology experts. The supplier had to reallocate the manpower, or needed to hire new IT experts.

We had to delay the overall schedule by several months. One critical reason was ongoing manpower reorganization and reallocations. Just as the supplier faced difficult problems in retaining skilled data link communications experts, we could not allocate our maintenance resources as committed.

In spite of all the hurdles, the supplier’s engineering staff was proactive, resolving major problems with the hardware and software. The supplier developed the software specifically for our application.

The chip sets that were installed in the 87 VFDs that were manufactured prior to 1995 were not built for a linking data network. We had to replace all the original chips and reprogram them to communicate with the installed data link software.

Project is ongoing
The project team continues to find substantial changes and modifications that would enhance overall ease and user-friendliness of the network. Recently, in conjunction with the supplier, we found out the following:

• The existing script file should be modified to formulate and create a database that would:
1. Enhance the fault file to be retrievable on a daily basis. Study and analyze the default file logic.
2. Create a database that includes a watch file for each of the VFDs. Record all faults.
3. Create a “norm-parameters file” for a group of alike/similar VFDs (5, 10, 15, 25, 40, 125 hp) and display those VFDs and parameters that exceed/lag the specified values.
4. Set up a file that shows a log of underperforming AHU or VFD components. Display the file periodically.
• A new block should be added for the operator to type in remarks or notes on the setup screen for later reference.
• A display should be added to view all faulted VFDs.
• A display should be added to view all VFDs that are approaching tolerance limits or operating beyond the specified parameters.
• A display should be added to reset and, if required, to modify tolerance limits.
• A display should be added to archive or retrieve VFDs that were on the watch list.

Newfound information solves problems
So far, our experience with testing the installed data link system is encouraging and useful. The system has provided detailed information that was not readily available prior to the data link installation. We found this information to be useful in identifying and rectifying potential problems that were not directly related to the VFD components.

Initially, we did not know how to interpret and use the information provided on the screen. We observed that the values of some parameters were questionable, and appeared to be abnormal as compared to similar VFDs.

We found out that these parameters indirectly pointed to problems with blocked filters, broken belts, flapping belts, inadvertent damper operation, or dampers not operating at all. Based on this data, we replaced filters and belts, adjusted sheaves, cleaned coils, etc. Subsequently, we noticed the improvement in AHU operations. Reviewing the faults history indicated problems with local power supplies, mismatched micro chips, bad boards, capacitor burned out, etc.

Recently, after we replaced the motor on one of the 125 hp drives, it would not operate properly in the VFD mode. The drive repeatedly displayed high dc V faults, and shut down. Immediately, we blamed the VFD for causing the repeated shutdowns. However, checking various parameters, specifically, the rpm for the supply side motor/fan and the return side motor/fan, we found that the rpm settings were incorrect because of the mismatch of the recently installed new sheaves sizes. Fan speed for the supply side was 37 percent less than the settings. This inadvertent setting resulted in forcing the supply side motor to become a generator, eventually raising the dc V and shutting down the drive.

We noticed that the majority of the VFD shutdowns were caused by faults in motors, fans, belts, sheaves, bearings, filters, dirty coils, dampers, etc.

Recent developments
In late February 2003, we crossed one of our milestones in communicating with the VFDs as we began retrieving 16 VFD parameters from the data link.

Our preliminary data analysis indicted that 80-90 percent of our 30-year-old AHUs are functioning in the very favorable or acceptable range. We are on a learning curve and frankly do not know, yet, how to interpret all this complex data.

We knew that the data would be extremely useful in pinpointing those AHUs that were not operating in an acceptable range, as compared to other AHUs in the same group. Based on the data collected, we identified several AHUs that displayed high torque, amperes, speed, etc. Subsequently, our maintenance crew cleaned coils, greased bearings, replaced filters, repositioned dampers, and implemented other corrective measures that resulted in improving the AHUs’ performance.

The data showed that only eight VFDs were occasionally shut down, generally waiting for parts or manpower allocations, or temporarily locked-out for periodic maintenance. Because of the design redundancies in AHUs, shutting down of a few did not have any major impact on overall mail processing operations.

We were extremely pleased to notice two outstanding parameters: total rated motor hp at 1455 and energy usage of 322 kW. We were saving energy, and drastically reducing kW demands by monitoring and optimizing the VFD operations. MT

The authors appreciate the efforts and assistance from the following USPS and UNICO Inc. personnel: NJI-BMC: Joseph Becker; Edward P. Pfeiffer; Tom Finan; John Beadling; Gary Carnevale; senior supervisors; managers of maintenance and operations; Frank P. Tulino, plant manager UNICO: Al Blasinski, Rich Johnson, Chris Ryshkus, Maurice Morrone, Donald Utech, Spencer J. Koenig (former employee)

Joseph C. Pearson has been the manager of maintenance at the United States Postal Service’s New Jersey International & Bulk Mail Center for the past 13 years. The facility’s maintenance department consists of approximately 500 managers, engineers, and craft employees. Dilip A. Pandya has been an electrical engineer at NJI-BMC for the past 4 years, and manages electrical requirements for the plant. He is responsible for investigating and implementing innovative cost-effective technologies. Pandya can be contacted at (201) 714-6727

With facilities dependent on a steady supply of electric power and continuous operation of electric motors, any disruptions in these processes could prove disastrous to a company’s productivity and profitability. Monitoring and analysis can identify problems that could harm equipment performance, result in motor failure, and leave a company with extensive downtime and lost production.

As facilities and production processes have become more automated, they also have become more sensitive to voltage variations, such as momentary interruptions, sags, and transients. With electric motors, it is vital to assess their condition to plan repair or replacement before actual failure. Portable instruments make it easier to perform the monitoring and analysis techniques that help ensure efficient operation.

Today it is possible to gather, store, recall, and analyze the data needed to perform predictive maintenance because of the portable instruments that make motor monitoring easier. Resistance to ground testing, surge comparison testing, high potential testing, motor current balance testing, partial discharge monitoring, motor circuit analysis, motor current signature analysis, motor power or electrical signature analysis, motor flux analysis, and motor normalizing temperature analysis are some of the major techniques involved.

Reliability is reason for program
A recent motor diagnostic and motor health study found that the primary driver behind a company’s developing a motor diagnostic program was reliability (cited by 70 percent of respondents) with production at 16 percent. Other drivers were troubleshooting (7 percent), energy (3 percent), and other reasons (4 percent).

The study was sponsored by ReliabilityWeb.com, BJM Corp., and SUCCESS by DESIGN Publishing.

It also found that users prefer instruments that are easy to use, handheld, accurate, and with a short learning curve.

Among the suggestions respondents offered to companies beginning a motor program were:
• Do pre-planning and equipment selection based on company needs.
• Get buy-in from upper management; it is essential.
• Stay with the program.
• Purchase equipment intelligent and simple enough to avoid the need for a dedicated operator.
•Start with a few critical motors, then expand the program.
•Know that initial training is required, but follow-up training 6-12 months later is advisable also.
•Do not rely on just one test method; use all available methods before making a call.

Using motor diagnostics technologies will save money for a company. Howard Penrose of BJM Corp. offered a hypothetical example of a plant with a motor management program that has 100 critical motors. Based on numerous studies, at least 14 of those motors will have mechanical/electrical problems and eight of those will have electrical issues. Assuming only three motors fail in one year, with the average cost of downtime $10,000/hr (and counting only an average 3 hours for coupling/uncoupling and no other costs for troubleshooting, moving, transportation, etc.), the minimum savings would be $90,000/yr by detecting a problem through motor diagnostics and correcting it during planned downtime. MT