Treat Heat Like A National Treasure: Maintenance - Reliability - Engineering - Production

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MAINTENANCE
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TREAT HEAT LIKE A NATIONAL TREASURE
SUBARU'S WILDLIFE REFUGE / P.11

DECEMBER 2013
IN THE TRENCHES GETS HEAVY / P.40 HEAT RECOVERY REALITY / P.46
MONITOR MOTOR CONDITIONS / P.21
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The NITRA D-Series tie rod cylinders include bore sizes from 1-1/2" to 4" and stroke lengths from 1" to 24" to meet a broad range of applications where abusive conditions exist. Heavy Duty NFPA Tie Rod Pneumatic Cylinders - "D" Series - start at: $96.00 (D24010DT-M) New! Cushioned cylinders available in all bore sizes to provide end-of-stroke deceleration Cylinder bore sizes: 1-1/2", 2", 2-1/2", 3-1/4", 4" Cylinder stroke lengths from 1" to 24" Double-acting cylinders Flange, pivot and clevis cylinder mount options available
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Non-repairable Pneumatic Cylinders - "A" Series - start at: $10.50 (A07005SN) Cylinder bore sizes from 7/16" to 2" Air cylinder stroke lengths from 1/2" to 18" Single-acting and double-acting cylinders 3 pneumatic cylinder mounting congurations All stainless steel "F" series also available
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COMPRESSORS
The buck stops here.

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Built for a lifetime is a trademark of Kaeser Compressors, Inc. 2013 Kaeser Compressors, Inc. customer.us@kaeser.com
MISSION EQUIPPED:
REDEFINING ELECTRICAL DIAGNOSTICS
Military personnel use FLIR equipment in mission-critical situations that demand flawless performance under harsh conditions. Now were arming electrical troubleshooters with a new line of electrical test meters: the FLIR DM93 Digital Multimeter and the FLIR CM83 and CM78 Clamp Meters. Each features large LCD displays, bright LED worklights, Bluetooth connectivity to Android devices, and the ability to send data to METERLiNK enabled FLIR thermal cameras. Plus, the new FLIR VP50 NCV Detector with Worklight features a vibrating feedback alarm. Check out your new secret weapons from FLIR!
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TABLE OF CONTENTS
DECEMBER 2013 / VOL. 33, NO. 12
SPECIALISTS
17 / HUMAN CAPITAL
He Just Didnt Work Out

Make certain a job candidate is the right t for the position
18 / ASSET MANAGER
From Hierarchies to Reporting

8 get-ready activities to prepare for CMMS replacement
21 / TECHNOLOGY TOOLBOX
PdM for Power Transmission

Vibration measurement, ultrasonics, and uid analysis keep motors running
46 / ENERGY EXPERT
Heat Recovery in Theory and Practice

Use an integrated approach to create energy cost benets and enhance operations
FEATURES
22 / COVER STORY
COLUMNS AND DEPARTMENTS

7 / FROM THE EDITOR
United States of Steam

Treat heat like a national treasure
30 / COMPRESSED AIR SYSTEMS
Corrosion Kills
Nondestructive testing can prevent deadly accidents
9 / STRATEGIC MAINTENANCE
Air Audits on a Budget

Low-cost, low-tech ideas to improve compressed air system operation and efciency
36 / ELECTRICAL SYSTEMS
Build Baselines for Key Equipment

When failure is not an option, dene success
11 / PLANT PROFILE
Beyond Zero Landll

Auto assembler rolls up sleeves for sustainable stewardship
13 / WHAT WORKS
Qualied and Compliant

Objective and measurable techniques to determine best safety practices on electrical systems
43 / PRODUCT ROUNDUP
Stone Cold (and Hot)

Virginia company improves equipment shop comfort and efciency
40 / IN THE TRENCHES
Asset Management Is More Mobile

CMMS/EAM software steps up its features and gets legs
A Weighty Issue
Does the Americans With Disabilities Act have mass appeal?
PLANT SERVICES (ISSN 0199-8013) is published monthly by Putman Media, Inc., 555 West Pierce Road, Suite 301, Itasca, IL 60143. Phone (630) 467-1300, Fax (847) 291-4816. Periodicals Postage paid at Itasca, IL and additional mailing ofces. Canada Post International Publications Mail Product Sales Agreement No. 40028661. Canadian Mail Distributor Information: Frontier/BWI,PO Box 1051, Fort Erie, Ontario, Canada, L2A 5N8. Printed in U.S.A. POSTMASTER: Send address changes to PLANT SERVICES, Putman Media, Inc., PO Box 3435, Northbrook, IL 60065-3435. SUBSCRIPTIONS: Qualied reader subscriptions are accepted from PLANT SERVICES managers, supervisors and engineers in manufacturing plants in the U.S. and Canada. To apply for qualied-reader subscriptions, please go to www.plantservices.com. To non-qualied subscribers in the U.S., subscriptions are $96 per year. Single copies are $15. Subscription to Canada and other international are accepted at $200 (Airmail only) 2013 by Putman Media, Inc. All rights reserved. The contents of this publication may not be reproduced in whole or in part without consent of the copyright owner. In an effort to more closely align with our business partners in a manner that provides the most value to our readers, content published in PLANT SERVICES magazine appears on the public domain of PLANT SERVICES Website, and may also appear on Websites that apply to our growing marketplace. Putman Media, Inc. also publishes CHEMICAL PROCESSING, CONTROL, CONTROL DESIGN, FOOD PROCESSING, INDUSTRIAL NETWORKING, THE JOURNAL, PHARMACEUTICAL MANUFACTURING and WELLNESS FOODS. PLANT SERVICES assumes no responsibility for validity of claims in items published.
44 / CLASSIFIEDS / AD INDEX
WWW.PLANTSERVICES.COM DECEMBER 2013 5
YOU CAN DO THAT

Spend time on high impact tasks with faster data collection. The CSI 2140 enables fast data collection. With triaxial accelerometer and fourchannel monitoring capabilities, you can finish your route in half the time. Use your valuable time to solve problems instead of collecting data. Scan the code below or visit EmersonProcess.com/WorkFaster to learn more.
My vibration routes seem endless. I need to collect data faster, so I can spend more time fixing problems.
The Emerson logo is a trademark and service mark of Emerson Electric Co. 2013 Emerson Electric Co.
IN MEMORY OF JULIE CAPPELLETTI-LANGE, Vice President 1984-2012 PUTMAN MEDIA, INC. 555 W. Pierce Rd., Suite 301, Itasca, IL 60143 (630) 467-1300 Fax: (630) 467-1120 MIKE BRENNER Group Publisher mbrenner@putman.net
FROM THE EDITOR

MIKE BACIDORE, EDITOR IN CHIEF
CORROSION KILLS
Nondestructive testing can prevent deadly accidents
Id heard the news before Id seen the
destruction. Four years ago on a chilly December day, an explosion occurred at the NDK Crystal manufacturing facility in Belvidere, Illinois. The one fatality from the explosion was an unknowing truck driver whod stopped at a nearby gas station along Interstate 90. The tollway oasis where the death occurred is one I stop at often for coffee or gas during my commute. According to the findings of the U.S. Chemical Safety Boards (CSB) draft investigation report, the blast was the result of stress corrosion cracking in the walls of a high-pressure vessel, which went uninspected and untested for years. Corrosion has become the failure du jour among catastrophic industrial events. It was corrosion that caused the 2011 explosion in Regina, Saskatchewan, at Consumers Co-operative Refineries diesel processing area. And corrosion resulted in the similarly deadly and destructive event this past summer at the Williams Olefins petrochemical plant in Geismar, Louisiana. Corrosion is eating its way into the headlines and headstones of North America. Its time to start paying attention. Corrosion monitoring covers tanks, vessels, and piping and is the first step toward avoiding loss of containment in industrial settings. The violent rupture at NDK Crystal occurred in the Number 2 vessel, which was growing synthetic quartz crystals at extremely high pressure and temperature. One piece of steel from the building was blown 650 ft, striking and killing Ron Greenfield, the 63-year-old driver from Indiana who was walking back to his vehicle. Another piece, a vessel fragment weighing more than 8,000 lb, tore through a wall at the facility, skipped across a neighboring parking lot, and struck the wall of an automotive supply company where 70 people were working. Over the years, NDK ignored safety recommendations and warnings that it should regularly inspect the interior walls of the vessels, says CSB Chairperson Rafael Moure-Eraso. Because the vessels did not meet requirements of the widely recognized national pressure vessel code, the State of Illinois allowed
EDITORIAL STAFF
MIKE BACIDORE Editor in Chief mbacidore@putman.net J. STANTON MCGROARTY, CMRP Senior Technical Editor smcgroarty@putman.net ALEXIS GAJEWSKI Associate Editor, Digital Media agajewski@putman.net STEPHEN C. HERNER V.P., Creative Services sherner@putman.net DEREK CHAMBERLAIN Art Director dchamberlain@putman.net DAVID BERGER, P.ENG. Contributing Editor PETER GARFORTH Contributing Editor SHEILA KENNEDY Contributing Editor TOM MORIARTY, P.E., CMRP Contributing Editor
CORROSION MONITORING COVERS TANKS, VESSELS, AND PIPING.

installation of three of the vessels under a special exemption. In doing so, the vessels were incorrectly put into non-corrosive service. The manufacturer of the vessels, including the one that exploded years later, recommended annual inspections, but neither NDK nor the state performed the inspections. This set in motion a near-inevitable catastrophe. In 2007, NDK Crystal ignored a direct warning by a third-party safety auditor whod discovered leakage of a caustic material on one of its vessels and determined four vessels were experiencing stress corrosion cracking. In addition, the auditor even identified the danger of public health at the nearby gas station where Greenfield was killed, if actions werent taken. But NDK never established an internal vessel inspection program and did not perform testing on the vessels.
PUBLICATION SERVICES
CARMELA KAPPEL Assistant to the Publisher ckappel@putman.net JERRY CLARK V.P., Circulation jclark@putman.net JACK JONES Circulation Director jjones@putman.net RITA FITZGERALD Production Manager rtzgerald@putman.net JILL KALETHA Reprint Marketing Manager Foster Reprints (866) 879-9144 ext.168 jillk@fosterprinting.com
EXECUTIVE STAFF
JOHN M. CAPPELLETTI President/CEO KEITH LARSON V.P., Content
Mike Bacidore, Editor in Chief mbacidore@putman.net, (630) 467-1300 x444

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J. STANTON MCGROARTY, CMRP, CMfgE, SeNIOR TeCHNICAL EDITOR
STRATEGIC MAINTENANCE
BUILD BASELINES FOR KEY EQUIPMENT

When failure is not an option, dene success
We not lost, the Western plains scout assured his boss.
ings and compare them to the baseline data. We also make sure the motor is on a lubrication schedule that will prevent further problems. Over the years, we may see the motor drift away from its original readings. This will be a sign that wear is taking place and a repair needs to be scheduled. But the reliability practitioners will know it before the operator, unless we have trained him or her to take the readings. Baselines should be established in the final check after commissioning. Testing should be performed by the techs who did the installation, maybe with reliability or a supervi-
Me here; you there trail lost. The dusty travelers knew exactly where they were. What they didnt know was where they belonged. Far too often, we reliability and maintenance people find ourselves in the same position. We have exquisitely detailed data about the temperature, sound, vibration, chemical, or electrical state of our equipment, but we have no idea what the values should be or what the charts should look like. Usually this happens because nobody mapped the data when the equipment was new and running right. We often find ourselves drowning in a sea of data without the one piece of information that would allow us to convert the data to useful guidance. In the case of condition monitoring for PdM, that missing information is very frequently baseline data for the readings that should be telling whether our equipment is in trouble. An operator who says a motor seems a little loud or warm is probably right when he or she calls, we shoot a thermographic image and maybe take an ultrasound reading. We know generally that the warm part of the motor should be the middle, where the electrical activity takes place. We also know that noise spikes at bearing frequencies are a sign of damage or wear. Sure enough, the ends of the motor housing are the warmest part, and we are getting noise spikes at bearing frequencies. In fact, thats probably how we know what the bearing frequencies are. The bad news is that the bearings are probably shot by the time we make this call. We are hearing the sounds and seeing the temperature signature of the damage PdM programs are supposed to prevent. Adding grease to the bearings might quiet them and cool the bearing housings down, but we still wont know whether the problem is fixed or weve just bought time to schedule replacement of a dying component. If we go into wait-and-see mode, it might be too late when the operator calls again. If, when we installed the equipment, we had taken thermographic and ultrasonic readings and posted them to the CMMS, we would be able to tell whether we had returned the equipment to its original operating mode. Better still, if we had been taking monthly or quarterly readings to watch for changes to the motors condition, we would have picked up early changes before the operator even noticed anything. This is how PdM is supposed to work. When we see some change, we assess the lubrication in the motor and grease it as needed. Then we take another set of temperature and sound read-
IF A FACTOR IS IMPORTANT ENOUGH TO MEASURE, IT IS IMPORTANT TO bASELINE.
sor in support. This way the techs and operators can know the correct approach to testing and data management. Everyone should know where the data is kept, usually in the CMMS. This approach also helps to underscore the importance of keeping baseline data available. Vibration analysis, fluid flow, temperature management, coolant chemistry, and other measurements should all be managed the same way. If a factor is important enough to measure, it is important enough to baseline. In cases like large, vertical shaft pumps where precise temperature and vibration measurements are impossible, diagnostic measurements should be taken with tools that will work in the difficult location. Ultrasound, perhaps even passive ultrasound with buried sensors, may be useful. Periodic measurements that are compared to a baseline, stored, and used to plot equipment lifecycles can prevent a wide variety of ugly surprises. Once the ultrasound profile is established, bearing wear, cavitation damage, loose components, and foreign objects may all be identified. Similar logic can be applied to repetitive measurements in thermography, vibration, chemical, and electrical testing. When someone takes ownership of the equipment and the data, performance indicators such as 5% or less emergency work begin to be possible. Or to put it in the vernacular, Trail lost, but Scout have map.
J. Stanton McGroarty, CMRP, CMFgE, is senior technical editor of Plant Services. Contact him at smcgroarty@putman.net.
WWW.PLANTSERVICES.cOM DeceMBer 2013 9
The quality products you need to keep your plant up and running when you need them.
Canning operations save big with wear and corrosion resistant stainless seamer chain from Timken Drives. Many soup, beer, vegetable, fruit and beverage canning lines save thousands of dollars by specifying AS Stainless Seamer Chain from Timken Drives. This high-quality specialty chain keeps your canning operations running smoothly for a longer period of time, improving uptime. AS Stainless Seamer Chain is designed to keep your facility running smoothly long after other chains fail. Built for maximum longevity, the chain is pre-loaded to seat the chain components and minimize initial chain elongation. It also features a full hook cotter for greater link plate support and twice the shear strength. Additionally, the chain can be factory assembled to your specied length and is matched to improve timing and prevent pulsation.
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PLANT PROFILE
BEYOND ZERO LANDFill

Auto assembler rolls up sleeves for sustainable stewardship
Subaru of Indiana Automotive (SIA, www.subaru-sia. com) is located in Lafayette, Indiana, the seat of Tippecanoe County, located about an hour from Indianapolis and just across the Wabash River from West Lafayette, home of Purdue University. Far from being a one-industry rust-belt community, Lafayette is a hub of education, art, and interesting architecture. Lafayette also displays the kind of environmental awareness youd expect of a cosmopolitan college city, an awareness thats shared and supported by SIA. A subsidiary of Fuji Heavy Industries (www.fhi.co.jp/ english), SIA is the home of North American Subaru production. The Subaru Legacy, Outback, and Tribeca are built here, along with the Toyota Camry, which was added in 2007. SIA employs more than 3,600 associates, and the plants ability to attract Toyota as an assembly customer is a testament to its skill and quality ethic. But the remarkable facts about the plant dont stop there. In May 2004, SIA became the first auto assembly plant in America to achieve zero landfill status. SIAs entire 832-acre site with six ponds has been designated a backyard wildlife habitat by the National Wildlife Federation. In May 2012, SIA announced a $75 million expansion to increase production of current model lines. Then in May 2013 it announced that Subaru would be making a $400 million investment at SIA and adding 900 jobs to produce the Impreza model beginning in 2016. The new expansion will push the plant capacity to 400,000 vehicles/year. The success of the Subaru brand can be credited, in part, to the dedication of SIAs highly skilled associates, says SIA Executive Vice President Tom Easterday. Our associates are very excited about the opportunity to build the Subaru Impreza and will remain committed to the same high level of quality, safety, and teamwork that goes into every Subaru built here. Easterday shows the same level of commitment to environmental issues as he and his team have focused on auto production. Our results speak for themselves 56.77% reduction in TRI emissions since 2000, 31.12% reduction in CO2 emissions since 2000, 25.19% reduction in electricity per unit produced since 2000, and 43.00% reduction in natural gas per unit since 2000, he says. One of the best ways to reduce CO2 emissions is to reduce your use of energy. This also results in a cost savings. Easterday references the three Rs of environmental stewardship reduce, reuse, recycle. Focus on these fundamentals,
he says. You have to focus in that order. Reduce first. What you cant reduce, you reuse. Then you recycle. Heres an example of reduction ultrasonic weld testing. Steel scrap in the automotive industry is by far the biggest waste. The old method of testing weld quality was to literally tear apart the vehicle to determine the strength of each weld. Today we use nondestructive ultrasonic weld testing, reducing the amount of scrap we generate. Theres a cost savings, and it improves quality.
WE HAVE A lOt OF wAtER tHAt FlOws tHROUGH OUR pAiNt pROCEss. AND wERE lOOKiNG At wAYs tO GENERAtE ElECtRiCitY witH tHAt.
SIA associates suggest energy kaizens that pay green dividends, says Easterday. These have included the elimination of most light ballasts, adding more switches and reducing excess lighting, he explains. As to reuse, Easterday cites several examples. Approximately 1.5 million caps were sent back to suppliers for reuse in 2012, he says. We have styrofoam covering transmissions as they come over from Japan. Six hundred seventy tons of styrofoam were returned to Japan in 2012. Thats a savings of $1.3 million. One associates suggestion saved us $1.3 million last year. All bumper scrap is reused for a $140,000 annual savings. In 2012, SIA recycled 1,000 tons of scrap metal, 1,632 tons of cardboard and paper, and 83 tons of wood, says Easterday. What does an industrial facility do once it gets to zero landfill? You go after additional energy and CO2 reduction, suggests Easterday. Electricity rates are continuing to go up, so you have to do something, he explains. Regarding water reduction or reuse, a lot of municipalities are raising water rates. We have a lot of water that flows through our paint process. and were looking at ways to generate electricity with that. Were the only automotive plant in American to be designated a wildlife refuge. Theres a blue heron refuge in the interior of our 2-mile test track. Clearly SIA is not resting on its laurels. Its recycling them. The 21st century has arrived in Lafayette, Indiana.
WHAT WORKS
STONE COLD (AND HOT)

Virginia company improves equipment shop comfort and efciency
Mechanics working in a shop sized to fit the massive on- and off-road heavy equipment that keeps Luck Stones rock quarry products on the move were struggling to stay comfortable year-round. In the winter, all the heat rose to the top of the 30-ft-high ceiling, leaving technicians shivering below, particularly when the four large bay doors were opened to move equipment. The temperature differential between the floor and a second-story loft was as high as 9 F. We were basically heating the rooftop of the shop, says Mark Endries, project manager at Luck Stone (www. luckstone.com) in Richmond, Virginia. We tried several different things to bring that heat down here and provide comfort, with limited success. Typical small ceiling fans didnt make any difference in the tall space, and Luck Stone needed a bigger solution. We recognized we needed a way to improve the comfort level for the mechanics working in the shop, while being operationally efficient and environmentally conscious, too, says Endries. Maintaining comfortable conditions in a shop sized to fit heavy equipment that keeps quarries products can be an expensive task. But a familiar concept can be put to work in these facilities to increase technicians comfort and reduce their shops energy usage in every season. High-volume, low-speed (HVLS) fans produce a column-shaped jet of air roughly equal to the diameter of the fan. As this jet strikes the floor, it spreads out in all directions, displacing the stagnant air and setting up a convection-type circulation pattern. Air from the floor level is moved out toward the walls or obstructions and then moves up back into the fan to be recirculated. This air movement works to improve year-round comfort and can reduce energy costs. According to the Center for the Built Environment (www.cbe.berkeley.edu), adequate ventilation and air circulation are key components to maintaining the narrow range of environmental conditions at which people are most productive. Human thermal comfort, as defined by ASHRAE Standard 55-2010 Thermal Environmental Conditions for Human Occupancy, requires the proper balance of four environmental factors: temperature, thermal radiation, humidity, and air speed, along with activity level and clothing. Both winter and summer conditions greatly affect worker comfort in any industry.
Efficient heating often is difficult in large spaces such as warehouses. Luck Stones struggle to heat the shop was taking a toll on the employees and the companys bottom line. In some climates, inefficient heat can lead to safety concerns, because workers subjected to excessively cold temperatures can suffer losses in dexterity. Additional clothing required to cope with the cold also might put them at risk for entanglement or other perils. Some workers might need additional breaks to warm back up, cutting into productivity. In the winter, stratification occurs because the hot air from a heater is approximately 5-7% lighter than cool air in a space and tends to rise to the ceiling. In the winter, HVLS fans can be used for destratification by gently pushing the warm air trapped at the ceiling down
WHAT WORKS
to occupant level, creating a more uniform temperature throughout the space without creating a draft. In addition to providing comfort to occupants, destratifying the air in a space has the added benefit of allowing for a lower thermostat setpoint, which results in significant cost savings from reduced energy consumption. Even though the thermostat setpoint remains the same in the winter, the heating system does not have to work as hard to maintain the given setpoint, says Christian Taber, LEED AP and a member of the engineering team at Big Ass Fans. By reducing the amount of heat trapped at the ceiling, its similar to turning the thermostat down 5-7 F. In addition to providing winter heat recirculation, the fan from Big Ass Fans (www.bigassfans.com) also works all summer. During cooling seasons, the fan speed can be increased, so that faster-moving air working in concert with the bodys natural cooling process produces a cooling effect of up to 10 F. When temperature and humidity levels rise, the bodys natural ability to cool itself decreases. OSHA standards indicate temperatures of 100.4 F and higher are dangerous for workers, while air temperatures that exceed 95 F significantly increase the heat load on the body, explains Taber. Discomfort issues have a negative impact on productivity and the bottom line. Elevated temperatures can affect the potential for both mental and physical work. Hot working conditions can affect worker morale, absenteeism, turnover, quality of workmanship, and the frequency of both accidents and grievances. At Luck Stone, the fan is used to keep employees comfortable on hot days, as well as cool. The single overhead fan replaced several noisy floor fans on the shop floor. Taking out the floor fans cleared up some space and got cords out of the way, says Endries. Our people used to take breaks to get water or cool off in front of the floor fans, and I think our productivity may have been a little off because of them needing to cool down. The fan keeps Luck Stones technicians comfortable yearround and has become standard equipment in the shop, says Endries. In the winter, the Big Ass Fans fan pushes down the warm air at the ceiling very effectively, and in the summertime it creates a breeze. That fan runs every day that were working.
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PESDs
Permanent Electrical Safety Devices
The PPE You Dont Wear

Protection on Your Side of the Door
Permanent Electrical Safety Devices (PESDs) are electrical components that are permanently hardwired to the source voltage and installed into electrical systems that enable workers to validate zero electrical energy without exposure to voltage. PESDs inherently minimize arc ash and shock hazards and increase employee productivity because:

they reduce voltage exposure by keeping workers on the outside of the panel they provide voltage labeling on all sources they allow for 24/7 visual and/or audible indication of voltage many customers report an average of 70% time savings on performing lock-out/tag-out procedures For more information visit info.graceport.com/3PS2013.
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HUMAN CAPITAL
TOM MORIARtY, P.E., CMRP
HE JUST DIdNT WORK OUT

Make certain a job candidate is the right t for the position
A supervisor or manager position is vacant and you need to interview candidates. The reason the position is vacant is that the last person hired for that position was a colossal failure. You had gone through the vetting process as best you knew how. The guy had a great resume, and the references he provided gave blandly stated he was an employee there between the dates you asked about. He was personable, presented himself well during the interview, and had worked in your industry for a number of years. After hiring him, you spent time telling him about your priorities. You wanted to see specific improvements in performance measures. The number of work orders completed per person per day needed to improve; the preventive maintenance tasks needed to have higher completion percentages; and all work orders were to be closed out correctly. After the first few weeks it seemed as though he was going through the normal steps of getting to know the organization and the people he worked for, the people he worked with, and the people who worked for him. There were a few things that cropped up that gave you pause, but it was early and you still believed you had the right guy. Checking with the new hire to see if he needed assistance or advice he always said, No thanks. Ive got it. During the next couple of months you started asking for status reports on a dozen or so items. He started pushing back, saying there werent enough hours in the day. So you got more assertive, giving the guy one or two tasks to focus on and holding him accountable to complete them. The people who worked for him started leaving clues. The need to fix a man-lift that was important to getting work done safely was acknowledged but never got fixed. Then they pushed on boundaries such as taking more time than authorized for breaks or lunch just to see if they could get away with it. A couple of workers started to take days off without notice. Finally you admit to yourself that this guy is the wrong fit. Hes just not getting it done. The stressful next step was to call the guy in and let him know that he was being let go. What you put into interview preparations will be reflected in the quality of the person you hire. Every supervisor or manager position that turns over costs your organization between 25% and 100% of the first year salary. Can you improve your chances of hiring the right person for the job? Whether the candidate is an internal promotion or an outsider candidate, you can improve your chances of selecting
a strong performer. Spend time defining what a good person in that job would be doing. A short list of common situations that you want this person to be able to handle might include: addressing an underperforming individual taking actions to improve work group performance management skills, such as status reports, analysis, budgeting. Develop scenarios and information before the interview for each critical element. Prepare for the interview by
BRING IN SOmEONE TO plaY ThE paRT OF ThE EmplOYEE aNd aSK ThE caNdIdaTE TO haNdlE ThE SITUaTION aS ThOUGh hE wERE ThE EmplOYEES SUpERVISOR.
devising tests in these critical activities. For instance, to assess how the candidate would deal with underperforming individuals, provide them with the disciplinary policy, employee assistance program (EAP) policy, and the collective bargaining agreement. If your organization views these as confidential, then develop a set of similar policies to give the candidate a set of similar policies or agreements. Create a descriptive scenario where an employee had been a strong performer in the past but has had several months of declining performance culminating in the employee not showing up to work. Bring in someone to play the part of the employee and ask the candidate to handle the situation as though he were the employees supervisor. Youre not looking for perfect understanding of the policies; youre looking for the thought process and ability to address key job expectations. If the person hesitates or hadnt prepared by reading the background information, you have a strong indication of future performance. If the candidate handles it well, the candidate will likely be strong in this aspect. Develop similar scenarios for the other critical aspects. Lawyers have made reference checking difficult; legal advice is to provide neutral ratings on past employees to avoid potential litigation. Therefore to get the right person you need to do some work. People put their best foot forward in the interview; make the candidate show you the job can be done.
Tom Moriarty, P.E., CMRP, is president of Alidade MER. Contact him at tjmpe@alidade-mer.com and (321) 773-3356.
ASSET MANAGER
DAVID BERGER, P.ENG.
FROM HIERARChIES TO REPORTING

8 get-ready activities to prepare for CMMS replacement
Whenever you upgrade or replace your CMMS, there are usually a large number of one-off tasks that must be completed, in some cases, long before you even begin implementing the new software. These required steps are known as get ready activities (GRAs), and theyre important to a successful CMMS implementation. 1. Hierarchies: Every CMMS package has a number of hierarchies that must be defined. For example, there are hierarchies for the organizational structure, locations, charge
like parts when out of service and sitting in inventory. They are serialized and assigned both asset and part numbers. Examples of common rotating assets are motors, pumps, engine kits, circuit board or computer assemblies, and fire extinguishers. Just like parts, rotating assets are typically interchangeable, but it is important to keep track of their unique work histories, like you would for assets or components. Another issue in determining the hierarchy is if and when to group assets. The key factors to consider in determining the right grouping and level of granularity are: whether or not there will be sufficient history each year to warrant that group/level if it will be statistically significant how easy it will be to collect the data whether the additional benefit outweighs the added cost and effort of tracking at that level of detail. 2. Failure tree: It would be difficult to determine level of granularity and groupings for your asset hierarchy without consideration of an assets failure tree. Each asset or component has a hierarchy of problem, cause, and action codes associated with it. For example, a light assembly might have a small number of common problem codes, such as flickering light, light out, and humming noise. Each of these problem codes might then have a short list of cause codes that are associated with it. For example, the problem code flickering light might have cause codes such as loose wire, worn out ballast, and power source irregularity. In turn, if the cause is loose wire, a small set of possible action codes might include tighten connection, replace wire, and replace connector. Once you have determined the failure tree hierarchy for each asset, it is easier to determine the most appropriate level of granularity. In the light assembly example above, it would not be necessary to go any lower in the hierarchy because the history is tracked through the problem, cause, and action codes of the parent asset. Thus, if I need to know when the ballast was last repaired or replaced, I can search for the associated action codes of the light assembly, rather than tracking history against the ballast itself. 3. Work program: Determine the optimal maintenance policies fail-based, condition-based, or use-based maintenance for each asset/component, starting with the most critical and based on a cost/benefit analysis. Then define job plans aligned with each policy that outline standard operating procedures, relevant safety procedures and checklists,
EACh ASSET OR COMPONENT hAS A hIERARChY Of PROBLEM, CAUSE, AND ACTION CODES.
codes, equipment or assets, spare parts, and position. For each hierarchy, determine the structure that makes sense for your organization. What do you like or dislike about your current hierarchy? The one hierarchy with which companies struggle the most is the equipment hierarchy, especially around the level of granularity that is required. For example, suppose you have a small fleet of vehicles or other mobile equipment such as forklift trucks. How should you organize the hierarchy of assets, components, and parts? Lets start by clarifying some terms. You do not charge work orders to a part for the purpose of tracking its history. The exhaust system might be considered an asset because we would like to track its work history. However, the clamps used to hold the exhaust system in place are parts, because we will never charge time or materials against them on a work order. But what about the muffler? Herein lies the debate about level of granularity. The muffler might be considered a component of the exhaust system, where a component is simply a child asset. Components are treated in the same way as parent assets in that work orders can be charged to them, and tombstone data describing them sits on the asset master, not the parts master. But why not gather history at the parent level and treat the muffler like a part and charge the exhaust system? How often will you repair or replace the muffler? If the answer is not very often, then why expend the extra effort? Even if you did, the cost is minimal. Another option is to create rotating assets, which are treated like assets when they are in production but are treated
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DECEMBER 2013 WWW.PLANTSERVICES.COM
ASSET MANAGER
frequency, standard time to complete each task, standard quality measures, skills/certification required, standard materials or tools required, special instructions, and required documentation. Job plans can be prepared for critical or repetitive work such as ongoing project/capital work and possible breakdown/emergency work. 4. Numbering systems: Optimize and finalize numbering systems as they relate to hierarchies for example, equipment numbers, part numbers, charge codes. Avoid significant numbering schemes wherever possible, such as US-MA-BLD2-1542-C, where each segment in the number denotes the objects location or its attributes. The information embedded in significant numbers will be stored in many individual fields in the CMMS and will always be accessible by cross-referencing a random or insignificant number tied to the object asset, component, part, vendor. Furthermore, significant numbers are longer, and the location or attributes embedded in the number may change over time. 5. Templates: Define the families of objects that share common attributes, such as pumps, motors, pipe, drywall, doors, bearings, and belts. Then define the fields needed to differentiate each family, such as length, RPM, flow rate, weight, and material. 6. Master data: This can be one of the most time-consuming GRAs. Based on the templates and the desired attributes, tombstone data must now be collected for every asset and component on the master. Tombstone data also must be collected for other master files, such as parts, vendors, and employees. 7. Data conversion: Determine if tombstone data are complete and clean and can be ported from existing systems. Try to avoid porting over transactional data from legacy systems, since it can be costly for little benefit.
There are cheaper ways to provide access to the data, such as printing it out, maintaining limited access to the legacy system, and archiving the data. 8. Reporting: Define key performance indicators (KPIs), reports,
graphs, dashboards, and queries that you want to see in the new system.
Email Contributing Editor David Berger, P.Eng, partner, Western Management Consultants, at david@wmc.on.ca.
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Vibration measurement, ultrasonics, and uid analysis keep motors running
The reliability and efficiency of motors and drives are paramount in industrial applications. Predictive maintenance (PdM) tools allow the detection and correction of deteriorating conditions in assets before they lead to failure. New opportunities in vibration, ultrasonics, and fluid data collection and analysis are available. Vibration analysis is a prominent condition-based maintenance strategy for motors and drives. Azima DLI recently introduced its TRIO CA8/CX8 and CA10/CX10 vibration data collectors and machine condition analyzers. The 8 series features portable, lightweight, tablet-style devices, while the extremely rugged 10 series has been given an IP-65 environmental rating. TRIO data collectors were designed from the ground up into a modular system, separating the tablet controller from the acquisition device and sensor to increase safety for the operators in the field, says Steven Hudson, senior analyst, Azima DLI. Emerson Process Managements latest vibration analyzer, the CSI 2140 Machinery Health Analyzer, is designed for comfortable, single-hand operation and rapid data collection, and its touchscreen brightness automatically adjusts to the lighting conditions. The CSI 2140 with four channels is great for modal and ODS analysis, says Jim Crowe, independent vibration analyst at Jim Crowe Vibration Technologies. Using the triaxial accelerometer, I can take a horizontal, vertical, and axial reading on every measurement point with a reference all at once. The new Bearing Fault Detector PLUS from IMI Sensors is a combination 4-20 mA sensor and vibration transmitter designed to monitor rolling element bearings and signal the plant monitoring and control systems when faults are detected. The rolling element impact detection allows maintenance technicians to reduce downtime by detecting bearing wear in its early stages, says Stephen Arlington, application engineer for IMI Sensors. They can standardize all control alarms across their various machines speeds and sizes. Ultrasound is a versatile PdM technology. The SDT 270DU data collector from SDT Ultrasound Solutions is useful for inspecting electrical systems, predicting lubrication cycles for rolling element bearings, and analyzing gearboxes and other slow-speed rotating assets. Dynamic and static data are measured and viewable on the device, and it can be transferred to SDTs UAS software for trending, alarming, reporting, and action. We help to predict failures, control
energy costs, and improve product quality while contributing to the overall uptime of assets, says Allan Rienstra, general manager of SDT Ultrasound Solutions. UE Systems offers an ultrasound-assisted lubrication condition assessment device that signals when bearings are sufficiently lubricated as the grease is being applied. The Ultraprobe 201 Grease Caddy provides a simultaneously audible and visible drop in amplitude as a warning
PREDICtIvE mAINtENANCE (PDM) tOOLS ALLOW tHE DEtECtION AND CORRECtION OF DEtERIORAtING CONDItIONS IN ASSEtS BEFORE tHEY LEAD tO FAILURE.
when over-lubrication is near. Ultrasound-assisted lubrication can play a critical role in maximizing the life of an electric motor, says Adrian Messer, manager of U.S. operations for UE Systems. Gearboxes should be closely monitored for dirt and water contamination, says Henry Neicamp, field services manager for Polaris Laboratories, a full-service fluid analysis laboratory. Particle quantifier (PQ) provides an index number of ferrous particles. PQ reports a quantitative value which indicates the amount of ferrous wear occurring. Polaris Laboratories prefers to run the PQ test as opposed to direct read (DR) ferrography, because the PQs test results are more consistent and repeatable, and the PQ is a less expensive test to run than the DR. Horizon is free Web-based software from Polaris Laboratories used to view and interpret fluid analysis data. It delivers test results, maintenance recommendations, and special notifications, and it can interface with asset management systems. Horizon 4.2, allows users to add components to reports and update multiple components at once.
Email Contributing Editor Sheila Kennedy, managing director of Additive Communications, at sheila@addcomm.com. REFERENCE WEB SItES: www.azimadli.com www2.emersonprocess.com www.imi-sensors.com www.sdthearmore.com www.uesystems.com www.polarislabs.com
ENGINEERING / ENERGY EFFICIENCY
TREAT HEAT LIKE A NATIONAL TREASURE

By Stanton McGroarty, Senior Technical Editor
trical energy consumed, including transmission losses, throughout the United States is produced by steam-powered generating equipment. That means the majority of Americas carbon and nuclear footprints is created by the process of steam generation. This suggests economical steam production should be a national priority at least on a par with vehicular fuel efficiency.
bout half the fuel consumed by U.S. industry goes to produce steam, according to the U.S. Department of Energys Advanced Manufacturing Office. Virtually all of the elec-
22
Economics, corporate citizenship, and government incentives have created varying levels of awareness of the importance of steam management throughout the business community. The U.S. Energy Information Administration estimates that as of 2006, there were 194,733 commercial establishments in the United States with active steam systems. Only 14,107 of these had installed or retrofitted equipment with the primary purpose of improving their steam systems energy efficiency. The study further reveals that less than 10% of these establishments perform annual inspection and repair of steam leaks. Less than 7% tested their steam traps on an annual basis, and an amazing 97.3% did not even maintain a steam trap database, says Ted Clayton, marketing manager for energy and power management services at Kaman Industrial Technologies (www.kamandirect.com). In other words, the job of improving and maintaining the efficiency of U.S. industrys steam infrastructure is being performed in less than 10% of the places where its needed. Moreover, in the vast majority of steam plants, the system components most vulnerable to wear and degradation are not even listed and monitored. Clearly, there is room for almost all steam plant managers to do better. Modern industrial steam systems often have an overall system thermal efficiency rate as low as 50%, or even less, says Clayton. While 100% efficiency may be physically impossible, 95% efficiency can certainly be achieved, which could effectively reduce fuel consumption to save as much as $45,000 on every $100,000 of fuel purchased. Given energy prices, this means that significant financial rewards await those who improve their energy management performance. Two levels of steam management savings are available to manufacturers. Where new steam systems are being designed, each entire system can be optimized for the job to be done (Figure 1). Where improvement of existing systems is the task at hand, many variables already are locked in place. Even here, a program of system-wide improvement can still be designed to capture a surprising level of energy savings.
NEW STEAM SYSTEMS
NEW SYSTEM Figure 1. Where new steam systems are being designed, each entire system can be optimized for the job to be done.
It is first important to distinguish the difference between quality and purity, says Jason Jacobi, sales manager, Cleaver-Brooks Engineered Boiler Systems (www.cleaverbrooks.com). Quality is mostly a measure of the amount of moisture present in the steam after exiting the boiler. Most industrial boilers produce greater than 99.5% dry steam quality, or less than 0.5% moisture carryover. Purity, on the other hand, is often a measure of the total dissolved solids entrained in the steam itself. Quality and purity are linked. For instance, low steam quality usually results in poor purity. Another important definition is carryover, which is a phenomenon where water droplets are not completely separated from the steam-water mixture and are allowed to pass into the main steam line alongside normal dry steam.
Carryover is a result of poor water treatment, poor boiler design, poor operating practices, or any combination of the above. It is the main cause of poor steam quality. The key characteristics that determine steam quality or purity for industrial watertube boilers include: proper water treatment proper boiler design proper operating/maintenance practices. From the standpoint of a packaged boiler OEM, the boiler feedwater chemistry is crucial in determining the level of steam quality or purity, says Jacobi. Put simply, part of what goes in will come out. The cleaner the feedwater, the better the steam. Therefore, proper water treatment is the key to achieving clean steam. Both ABMA and ASME have published tables that the industry uses as guidelines for water treatment practices. The type of upstream water treatment system largely determines the incoming feedwater chemistry. Demineralization plants provide some of the purest water and are typically used for power applications in which steam is sent to turbines, which can be damaged by poor steam containing carryover with silica/solids. Reverse-osmosis, water softeners and other filtration methods are also commonly used for less critical steam applications. Chemical injection plays an important role in maintaining water chemistry. Chemicals are introduced into the system, both upstream of the boiler and in-situ, depending on the purpose. The types of chemicals used are based on individual plant operating procedures for monitoring water/steam sampling and boiler blowdown rates. While feedwater chemistry is by far the most important parameter affecting steam purity, its important to understand that the design of the boiler itself is also key to achieving quality steam to process, explains Jacobi. For industrial watertube boilers, which are most often chosen for heavy industrial processes and power plant applications, the main design considerations are the steam drum size and the drum
Source: Clayton Industries
ENGINeeRING / ENeRGY EFFICIeNCY
CONTROL STANDING LOSSeS Figure 2. If use is intermittent, boilers and the structures around them can radiate a great deal of heat to the environment. Thermal analysis and insulation are the primary tools for reducing standing losses.
internals, he says. A large steam drum allows for increased steam volume and disengaging surface, which reduces the potential for water carryover. Excessive water carryover often occurs when the water level is too high. An adequately sized steam drum allows for greater flexibility in water level, which can fluctuate rapidly in some applications. Once you have good water chemistry and an adequately sized steam drum, properly designed drum internals are the last line of defense, continues Jacobi. Most manufacturers utilize primary and secondary separation systems within the drum to ensure pure and dry steam leaves the boiler on its way to process, he says. Primary separators, such as belly pans, cover the boilers steam generating riser tubes and serve to discharge wet steam into the drum volume above the waterline. Secondary separators, such as chevrons, essentially filter the wet steam by forcing it through a labyrinth of small passages which capture the smallest of water droplets allowing only clean and dry steam to escape. Most boiler manufacturers offer steam quality or purity guarantees, so it is in their best interest to ensure the unit is designed for the worst-case scenario. Jacobi cautions his explanation applies to packaged industrial watertube boilers (natural circulation), which are most often selected for industrial steam applications. It doesnt address commercial firetube boilers or the unique needs of
24
once-through boilers (forced-circulation), which are used primarily for heavy oil recovery.
EXISTING STeAM SYSTeMS
While its important to determine when steam systems have aged to the point where complete system replacement is indicated, most years the majority of managers will be constrained to achieve savings by addressing losses incurred on the existing system. A typical modern steam system features four distinct elements: steam generation, steam distribution, steam usage, and condensate recovery, says Kamans Clayton. Steam generation involves the heating of the water to its boiling point and typically will involve elements that include a fuel supply, combustion burner area, boiler, and combustion exhaust stack. Steam distribution carries the steam to its point of use and involves piping, valves, regulators, steam separators and accumulators, steam traps, and flow meters. Steam usage can involve any number of application-specific functions, but some of the more common elements include heat exchangers, condensers, turbines, fractionating columns, chemical reaction vessels, dryers, and evaporators. Condensate recovery involves transferring the cooled condensate back to the boiler for reboiling and typically includes steam traps, piping, tanks,
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pumps, and condensate treatment equipment. Steam generation and distribution are often referred to as the supply-side functions. Steam usage and condensate return are usually grouped as the demand side of the system. Stack loss can divert as much as
25% of the energy from burned fuel by sending it up the stack as hot exhaust. There are a variety of heat recovery systems most of which preheat the water or condensate on its way to the boilers. Most of the stack losses can be captured by recovery systems, depending upon the application, says Clayton.
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Standing losses are another possible financial drain on the supply side. Boilers and the structures around them can radiate a great deal of heat to the environment. This is particularly true if boiler use is at all intermittent. Thermal analysis and insulation are the primary tools for reducing standing losses (Figure 2). Blowdown loss refers to steam, heat, and condensate that is removed from the boiler to reduce the concentration of solids that have been left behind by the water that has been converted to steam. The main solution to blowdown losses is to improve the chemistry of the water entering the system so that there are fewer impurities to remove from the boiler. Returning condensate to the boiler will also help with blowdown losses, as condensate has already shed most of its impurities in the process of being converted to steam.
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Steam trap loss is an important cost, as traps consume steam to do their job of expelling condensate from the system. Its also important to use the right kind of steam traps for your system mechanical, thermostatic, thermodynamic, or venturi to minimize losses. Condensate flash loss occurs when hot condensate is expelled from the system, rather than returned to the boiler. The answer here is to improve condensate return percentage. If the old system doesnt have a return, it presents a great opportunity, especially if the condensate can be returned to the boiler without major heat loss. Condensate often is 200 F, making it far less costly to revaporize than fresh water, and, as mentioned previously, recirculation can reduce water conditioning cost by reusing previously conditioned water. Pipe insulation loss occurs when piping is inadequately insulated. Thermal imaging should be used aggressively to identify system hot spots so that they can be insulated. Leakage losses develop over time in
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any piping system. Thermal imaging and ultrasonic inspection are important here, as well. Regular pipe inspection pays off financially and in safety results. Enabling cost reduction does not automatically make savings happen, says Kamans Clayton. It is still necessary to capture the cost reduction. For example, steam trap repairs might pave the way for 10% energy cost reduction, but the steam supply must be throttled back to actually capture the savings. Sometimes a pressure change may even be required to fully realize the benefit of the changes. Similarly, if steam quality is improved and condensate recirculation is increased, blowdown loss can be reduced, but only if blowdowns are made less frequent. Thermal oxidizers burn byproducts and use the heat to help produce steam, adds Mike Pace, energy engineer, Horizon Energy Solutions (www.horizonenergygroup.com). The result is two kinds of improvement; a reduction in fuel purchases and an environmental improvement in plant emissions, says Pace. Aside from ecological and financial sustainability, let us not forget that good steam quality is of paramount concern to plant safety, says Cleaver-Brooks Jacobi. Carryover of liquid water can be a very serious issue. Too much water in a steam line may sound harmless, but actually can be very dangerous when one considers the velocities within a steam line. Small amounts of carryover can cause water-hammer, which at first may just seem like a nuisance, but may be a warning sign of a much bigger problem if large amounts of water are allowed to accumulate within the steam piping. A good slug of water can travel very fast, essentially acting as a bullet with devastating inertia that can lead to catastrophic failure and potential loss of life. Water carryover was cited as a possible cause of the 2007 New York City underground steam explosion. Routine preventive maintenance of equipment like steam traps is essential to ensuring that safety is always top priority.
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PRODUCTION / COMPRESSED AIR SYSTEMS
By Ron Marshall, Compressed Air Challenge
Low-cost, low-tech ideas to improve compressed air system operation and efciency
Is your budget so tight you cant afford to bring in a compressed air auditor? There are a number of low-tech and low-cost ways to assess your system to get a good idea of your current operating costs, system efficiency, and level of system waste. Once you know your numbers, you can even predict possible savings for some common compressed air efficiency measures. Why wait when you can do it now and start the process of harvesting some low-hanging fruit? A definite first step in understanding your system is to understand the supply side and how the compressed air is produced. Effective assessment methods should look at the supply and demand parts of the system. A good learning opportunity is to take part in one of Compressed Air Challenges Fundamentals of Compressed Air Systems seminars.
DRAWING A BLOCK DIAGRAM
air compressors you have, their pressure ratings, their rated power consumption, and how much air they can produce.
CONTROL MODE
The first step in assessing your system is to draw out a block diagram of your supply side and some elements of the demand side so you can start to understand how things are connected and how the compressed air flows through to the end uses. On your block diagram, youll need to collect and record relevant information about your compressors, air dryers, fi lters, and storage receivers (Figure 1). This will give you a resource from which you can do calculations or ask questions of your compressor supplier or service provider. An important piece of information is compressor nameplate data. Through this information you can learn the type of
30
One of the things students of the CACs Fundamentals seminar learn is the differences in the various compressor control modes. These modes of operation and the way each compressor is set up to operate within a system often are the most important elements in producing compressed air efficiently. In fact, one of the key ways to optimize your compressed air system is to produce the compressed air in the most efficient manner possible. For the purposes of this article, we will deal with lubricated rotary screw compressors, the most common type of compressor in the industrial market. This leaves out centrifugal compressors and multistage reciprocating units. Lubricated rotary screw compressors can operate in one of five capacity control modes: start/stop inlet modulation load/unload variable displacement variable speed. To complicate matters, some compressors can operate in a number of these modes at the same time. Lets assume for our purposes that any compressors used in examples will be in one mode only.
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P PRV
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BASELINE ENERGY AND COST
Making a block diagram tells you what you have; the next items you need to calculate are how much energy the system is consuming and how much its costing. The second step in the road to improvement involves creating a baseline for determining your energy consumption. This step involves taking basic electrical measurements or estimating the electrical consumption. In addition, determine annual operating hours. For more accurate cost estimate results, youll also need a copy of your most recent electrical bill. For most operating modes, its fairly easy to get a rough idea of each compressors energy consumption. The tricky part is estimating how much compressed air flow each compressor is producing so you can estimate the supply system efficiency, expressed as specific power (kW per 100 cfm produced). The method of measurement depends on how accurate you want to be, with the highest accuracy costing the most money. Measuring the compressor power consumption is best done using a three-phase kW meter. If measuring an air compressor for baselining with32
Supply 110psig
P P P
Demand P
P P
Operating Range of for pressure measurements point P Indicates Compressors 100psig Supply Demand Dryer and Figure 2. Pressures canFilter be measured at the various points and should be taken at the Pressure Drop 110psig same time and frequency as the power readings; therefore, the best accuracy is gained Operating using data loggers, but careful manual readings can sufce. 90psig Range of Distribution Compressors System Pressure 100psig V = average voltage out a kW meter, there is a standard Unregulated End-Uses Dropline-to-line 85psig Dryer and Filter PF = measured or estimated power formula to use to estimate the power Pressure Drop FRL, Valve, factor (Power consumption from measured Amps Hose,factor and at full load often Disconnect 90psig can be taken from the main compressor and Volts: Distribution Pressure Drop nameplate. If not known, use 0.85 at full System Regulated End-Uses load andPressure 0.6 in the unload position.) kW = (A x V x 1.732 x PF) / 1,000 70psig Unregulated End-Uses Drop 85psig
Where: A = average Amps of all three phases

100 Flow relates to pressure
120
Measuring electrical parameters FRL, Valve, shall always be done by qualified perHose, and Disconnect sonnel using the appropriate personal
Pressure Drop
Regulated End-Uses
70psig
80 120
Source: Compressed Air Challenge
Pressure PRV Pneumatic Figure 1. The rst step in assessing your system is to draw out aPRV block of your regulation valve Otherdiagram uses 200 HP Actuators supply side and some elements of the demand side so you can start to understand how Lubricant things connected and how the compressed air ows through toOther the end uses. Freeare Rotary uses Dryer Air Leaks Critical user 200 HP PRESSURE PROFILE Filter Lubricant Receiver FRL Free Rotary Other uses 200 HP P Lubricant Free Rotary Other uses P P P P Dryer P Critical user 200 HP Filter Lubricant Receiver P Indicates point for pressure measurements FRL Free Rotary
An air compressor has to be controlled because, if you think about it, it is very rare that a fully loaded compressor will exactly match the plant load in a facility. If the compressor were left uncontrolled, it obviously would not start when there were low pressure; if it were manually started and left to run at full load, it would push the pressure up to extreme values until something blew up. Of course this is not what we want, so the compressor manufacturers have figured out various ways to control the compressors automatically by limiting the output in some way to match the compressed air load. Determining which control mode youre using is important because each has different characteristics. If you dont know, you should ask your compressor supplier.
BLOCK DIAGRAM
Compressor 750 SCFM 150 HP N.P. 173 BHP PRV P P Filter
P
Air Hoists Open Hand Blowgun
P P Air Dryer 1500 SCFM

P
Compressor 750 SCFM Compressor 150 N.P. 750 HP SCFM 173 150 BHP HP N.P.
750 gal. Receiver

P
PRV
PRV PRV
173 BHP
P Air Dryer 750 gal. Filter 1500 Receiver SCFM Pressure P measurement location
PRV
PRV
Vacuum Generation Air Hoists Auto Assembly Open Hand Blowgun Misc. Uses Vacuum Generation
200 HP Lubricant 200 HP Free Rotary Lubricant Free Rotary
Filter
Receiver Dryer
Other uses FRL Other uses P FRL P P P Critical user
P P P 200 HP Filter Lubricant Receiver Free Rotary Indicates point for pressure measurements P SUPPLY AND DEMAND Supply P P P
P Demand
110psig point for pressure measurements P Indicates Operating Range of Compressors Supply Demand 100psig 110psig 90psig 100psig Dryer and Filter Pressure Drop Operating Range of Compressors Dryer and Filter Pressure Drop 90psig 85psig 70psig
85psig
Distribution System Pressure Unregulated End-Uses Drop FRL, Valve, Hose, and Distribution Disconnect System Pressure Drop Pressure Unregulated End-Uses Drop Regulated End-Uses
FRL, Valve, 120 Hose, and Figure 3. This system pressure prole shows signicant pressure differentials are affecting Disconnect Pressure Drop end use pressure.
PRESSURE BAND
120 80 100 60 80 40 60 20
100
Flow relates to 70psig pressure
Regulated End-Uses
Flow relates to pressure
400 20
20
40
60 Percent Capacity
80
100
120
20
40
60 Percent Capacity
80
100
120
be used and average Amps and voltage determined from the data output based on many measurements over a long period of time. To calculate annual kWh consumed by the compressor you need to determine how long in a year the compressor is running in the average conditions. This can be estimated using the compressor hour meters, if these have been recorded for maintenance purposes, or simply by observing the compressor operating hours and sitting down with a calendar and counting the days of operation per year. From this, the annual hours and energy costs can be calculated: Annual cost = average kW x annual hours x blended power rate The blended rate can be estimated by looking at your monthly power bill and doing some basic calculations. Taking the total billed amount and dividing by the number of kWh used is a good estimate to use for initial cost analysis. Power companies complicate matters by charging for time of use, charging different rates for different blocks of power, and applying demand charges, but for these rough blended cost calculations, we will ignore this. Other items in your compressor room consume power, the most significant of which are the air dryers. If the air dryers are the refrigerant type, the power consumption of these should be measured and added to the baseline power and energy calculations, too.
BASELINE PRESSURE PROFILE
Figure 4. Compressors with modulation control operate within a xed pressure band, typically 10 psi wide. At the low end of the pressure band, a compressor with a functional and properly maintained control system will be outputting full load. At the high end of the pressure band, the output of the compressor will be at its fully modulated ow.
protective equipment and approved safety procedures. To estimate the power consumption of compressors in start/stop, modulation, capacity control, and VSD modes, a number of measurements need to be taken at various times to estimate the power for the full operating profi le. For these control modes,
the power factor used in the formula remains fairly constant and would be near nameplate values. For compressors in load/unload mode if the Amps fall below about 70% of full load, the power factor used in the formula should be reduced to about 0.60. Measurements can be done manually, but for best accuracy, data loggers should
The most important issue in a compressed air system is providing the end user with adequate pressure to do the intended job. One or two end users will seem to need higher pressure than all the rest. These can cause the compressor discharge pressures to rise to higher levels. The higher the pressure, the more it costs to produce the air, because, for systems operating near 100 psi, for every 2 psi in higher pressure, the air compressors consume about 1% more power.
Pressures can be measured at the various points as indicated in Figure 2. These measurements should be taken at the same time and frequency as the power readings; therefore, the best accuracy is gained using data loggers, but careful manual readings can suffice. Accurate calibrated pressure gauges should be used; digital units are fine, but often, quick variations in pressure cant be detected without using standard mechanical gauges. The more readings taken, the more accurate the profile. Since youre looking for the worst case pressure profile because this is what sets the required compressor discharge pressure the pressure readings should be taken during the highest system flows. These readings are useful in determining what savings might be gained by optimizing your system through reducing pressure differentials and compressor discharge pressure. Be aware that many end users are connected to the system. To truly optimize the system, the most pressure-critical end users must be found out of hundreds, perhaps thousands, of compressed air consuming equipment. To find the needle-ina-haystack involves asking a lot of questions and thoroughly going through the system. The values in Figure 3 show a typical worst case pressure profile in an industrial plant where the compressors are producing pressures of more than 100 psi, but the final end user is only getting a pressure of 70 psi.
ESTIMATING OR MeASURING FLOW
Ave.cfm =
Ave.Amps Full Mod.Amps FL Amps Full Mod.Amps
x range cfm + Mod cfm
Where: Average Amps = recorded average Amps during the period, not including off time Full Modulation Amps = Amps when the inlet modulation valve is fully closed FL Amps = Amps when inlet valve is fully open Range cfm = flow range in the modulation band = full load cfm full modulation cfm Modulation cfm = flow at full modulation (varies with compressor modulation setting) Or if average pressure is used:
Ave.cfm = Full Mod.psi Ave.psi Full Mod.psi FL.psi x range cfm + Mod cfm
Estimating average flow often is a difficult process, especially for compressors operating in modulation or variable displacement modes. If you have these types of compressors, the best bet is to purchase and install a low-cost thermal mass flow meter. If this isnt possible, a rough estimate of compressor output flows can be done using average Amps/kW readings or by observing the average output pressure at the discharge. Compressors with modulation control operate within a fixed pressure band, typically 10 psi wide. At the low end of the pressure band, a compressor with a functional and properly maintained control system will be outputting full load. At the high end of the pressure band, the output of the compressor will be at its fully modulated flow. This relationship can be seen in the chart in Figure 4. Note that fully modulated flows vary with compressor type; consultation with the manufacturer may be required in creating an accurate relationship for your particular compressor. The calculation of the estimated compressor flow is fairly straightforward using simple ratios. For example, if the compressor is halfway into its modulation band (5 psi in the case of a 10 psi range), it will be producing the rated output at the halfway point of its curve. If the type of compressor you have modulates between 0% and 100%, then the pressure/flow relationship would be extended to the full compressor range, not between 40% and 100%, as shown on the chart. Either pressure or Amps/power can be used to roughly estimate the output flow of a modulating compressor using this typical curve:
34
Where: Average psi = recorded average psi during the period, not including off time Full modulation psi = psi when the inlet modulation valve is fully closed FL psi = psi when inlet valve is fully open Range cfm = flow range in the modulation band = full load cfm full mod cfm Modulation cfm = flow at full modulation (varies with compressor setting) These formulas are only valid for operation within the range of the compressor modulation control. For example, if the compressor unloads or turns off during the period measured, the result of the calculation is incorrect. Also, if the compressor is in draw down, that is, if it is at full output but cant keep the pressure within the modulation range, then the formula is inaccurate and will produce a flow higher than the rated capacity of the compressor. As a result of these limitations, the interpretation of the results is tricky; this is where good compressed air auditors earn their keep. For compressors running in load/unload mode, estimating the average compressed air output is much easier. Most modern controls have hour meters that measure the time the compressor has been loaded and running. Calculating the average output between two points in time is then a very simple calculation:
Ave.cfm = Loaded hours System hours x rated flow
Where: Loaded hours = number of hours between readings System hours = number of hours the system was active (compressors turned on) between readings Rated flow = cfm flow from the compressor nameplate or CAGI data sheet
These calculations are nice, but the best way to get an accurate picture of the flow output of a compressor station is to actually measure it with a flow meter. There are many inexpensive insertion style thermal mass flow meters available on the market that are easy to use. Its possible to get a self-contained meter for less than $1,000 in 3-in. size and less than $2,000 for up to 8-in. pipe. Thermal mass flow meters must be installed properly in a dry straight section of pipe or they wont read correctly. On systems with highly varying loads, or in load/unload mode, instantaneous readings can be inaccurate because of the fast changes in flow. It is best to use long-term averages that match the duration used in measuring the compressor power consumption.
LEAKS AND END USES
shutdown, where all production machines have been shut down and the only remaining load is leaks, conduct a test of the compressor load/unload cycles. From these cycles, the percentage loading of the running compressor can be calculated:
% Leaks = T T+t x 100
Another basic way to reduce compressed air costs is to use less. We must first measure how much compressed air is being used on average and estimate what part of that flow is useful and what is wasted or used inappropriately. To figure this out, an important measurement of a compressed air system is the level of leaks. If you have load/unload compressors, there is a simple test that can be done using a few basic tools a wristwatch and a calculator. During a plant
Where: % Leaks = percentage of capacity of the running compressor (flow can be calculated if capacity is known) T = compressor loaded time in seconds t = compressor unloaded time in seconds The leakage flow is then estimated by multiplying the percentage leaks by the rated compressor output capacity. Estimating leaks using compressors with modulating or variable capacity controls can be performed using the procedure in Fact Sheet 7 on the Compressed Air Challenge website. If your compressor is a variable-speed-controlled unit, the percentage flow will be a simple ratio of the speed during the test divided by the rated full speed.
Ron Marshall is a member of the Project Development Committee at the Compressed Air Challenge. Contact him at rcmarshall@ hydro.mb.ca and (204) 360-3658.
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INDUSTRIAL SAFETY / ELECTRICAL SYSTEMS
Objective and measurable techniques to determine best safety practices on electrical systems
By Robert S. LeRoy, NTT Training
Companies must acknowledge hazards that exist in their facilities and operations and agree upon the safe work practices employees will use when working on or near them. Training then follows to ensure employee knowledge and monitoring processes established to ensure compliance. Variations of this model exist worldwide. The mandate, problem, and solution techniques can be used on electrical safe work practices. It should be recognized that this model could be adapted for any aspect of an employers workforce. If employees are a companys most valuable asset, a natural follow-up would be to prepare, preserve, and protect the human asset with the same vigor that is afforded the mechanical equipment those humans work with on a daily basis. Both the human and hardware must be correctly selected for an intended outcome and maintained for optimal performance. Where humans are involved,
36
optimal performance begins and ends with safety. The basis for monitoring safe work compliance is rooted in the Occupational Safety and Health Act with techniques described in NFPA 70E. These two documents become the operating manuals for the human asset, the employee, in which every supervisor must be well-versed. They provide both the requirements and compliance processes for safe and efficient operation and outcome. Workers must fi rst be qualified for the task and then monitored to ensure their daily work habits reflect the training elements used to determine their qualification status while following company-provided work procedures. The benchmark of effective training and workforce development must meet three interconnected requirements: targeted to the topic (equipment and work practice) measured for understanding monitored for compliance.
In recent years, training models have evolved by adapting to clients scheduling and budgeting restraints with a diligent eye on the effects on the companys overall financial health. Training providers, whether in-house or outsourced, continue to develop new delivery models that ensure training effectiveness and the best return for the investment. The employment process determines a workers ability to perform employer-directed tasks or the need for initial training so that the worker may achieve the necessary level of documented independent work performance. Technical competence is a foundational aspect to consider when determining the qualification of any worker. In a previous position, I was tasked with staffing outages, or turnarounds, in an electrical generating plant. These are work-intense and time-constrained projects endured by many large industrial-type facilities, and they require great planning and preparation to achieve a safe, successful, and reliable result. These annual projects typically occur in low electrical load times of the year, spring and fall, throughout the industry. After a particularly negative result the previous year, Id decided to give a basic-level electrical test to all applicants, even though they may have had extensive experience performing this work in the past. To my chagrin, or maybe not, it was discovered that only 22% of the temporary workers could pass this basic test. To ensure some level of fairness, I also gave the test to the full-time company employees, half of which had less than five years experience. Only one of the 23 tested individuals possessed an electrical license or had experience in taking similar type testing. Licensing of electrical workers within a company maintenance environment is not a mandate in many states, as was the case with the state in which this occurred. All of the company employees passed the test. What was revealed was actually a factor of basic human behavior and performance. People work to their areas of strength but, when confronted with areas of weakness, often will remain silent for fear of reprisal. The temporary workers I had hired previously were specialists. They were very good at certain aspects of their work but extremely weak in others. As an employer, the responsibility of determining the readiness of the workforce to perform any requested task and the preparation for that task rested firmly on my shoulders. What became painfully clear was that a safe, efficient, and valuable workforce is not hired; it is developed. A company must use all diligence to hire qualified candidates for its electrical workforce, but with full awareness must consider these new hires, or those in their existing workforce that have neither been tested nor been measured for understanding, are just that, qualified candidates. Qualification requires a process of answering key questions to determine baseline factors upon which to act. W hat is the existing level of expertise and understanding of the workers for the task they are expected to perform?
W here deficiencies are noted, how can these be addressed best to ensure effectiveness of any required training? How will I be alerted when additional training is required to best spend the training dollars available and, more importantly, ensure the safety of the worker while doing the tasks expected? Lets attack these questions one at a time. The definition of qualified electrical worker by OSHA and the recommendations of 2012 NFPA 70E both reference the mandate that a qualified worker have understanding of construction, operation, and maintenance of the electrical equipment with which that worker intends to interact. The employer must audit the workforce to first determine the level of qualification and compliance that exists. After this determination is made, processes must be put in place to raise any level that falls short of the electrical safe work practices (ESWP). For the level of work practices to remain at this high level of expectation, further processes are required to monitor compliance and immediately unleash a predetermined action plan to regain the ground that has been lost.
THE NEW O&M
Often, plant managers examine work tasks to properly place them in either the operations or the maintenance category. They must further audit performance to ensure this separation remains. An audit is a systematic process for objectively obtaining information and evaluating, or measuring, the data against a known foundation. Two key words emerge that often are missing in most cursory examinations: objective and measurable. These assessments often become subjective in nature, accompanied by statements such as, I think he knows, or, in exasperation, With all the training theyve received, surely they understand. To be considered objective, the results should conclude at least one of the following: I heard him say the proper thing. I see the correct answer was marked. I observed the worker doing it correctly. For an objective conclusion to be made, it must be measured against an accepted standard. The standards for the qualification are determined by regulations, by industry best practices, and, most importantly, by applicability to the requested task. These expectations must first be given in the form of training and then followed up with a means to measure understanding. With a goal of 100% demonstrated proficiency this then becomes a baseline upon which to measure the need for refresher training as time goes by. Employees work under a mindset of consent. My employer consents to my employment because I am a recognized valuable asset to the company. Often consent is assumed in the absence of guidance. Companies view the bottom line of the financial statements as the measurable outcome in determining success. Internal processes ensure honesty,
INDUSTRiAL SAFETY / ELeCTRICAL SYsTeMs
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integrity, and fairness to have confidence in the result. In the same way, workers view the successful completion of a task as their goal and measure. Too often, the emphasis and acknowledgement is on the goal; little time, effort, or thought is given on how it was achieved. The worker is rewarded for exceeding expectations when in fact the worker may have cheated, in the sense that safe work practices were ignored or guidelines altered to complete what the worker thought was the goal of work performance and success. To the worker, success is keeping the plant running or getting the power back on as quickly as possible, which in the workers mind justifies the work practices used. Success cant be measured by a decrease in lost-time incidents or accident reports alone. True success only can be achieved by comparing the results with the practices that achieved those results. Even with this essential determination of qualification, the employer cant assume a worker will interact with electrical equipment safely, unless given the companys expectations of how to work with energized and de-energized equipment, show proficiency in demonstrating skills and techniques necessary to safely perform the work task, and be monitored periodically for compliance and understanding. Objective tools must then be used to measure this level of qualification. There can be no hint of subjectivity in the process, because employee understanding and compliance is being measured against this minimal safe standard. Additionally, the employer must audit its electrical safety program to ensure compliance with current standards, measure against industry best practices, and identify any shortfall in providing a safe work environment. Processes must be in place to track these benchmarks and immediately formulate a plan to regain compliance. These ongoing processes involved procedures that are both equipment- and system-specific. The electrical safe work practices are incorporated into the task-specific procedures and utilized as the work practice norm. Each task is thoroughly examined and written as the road map a worker will follow in performance of the task. Milestones are identified along the road with points assigned for successful achievement. After the task is completed, a total score is determined by adding up the milestones achieved and compared against the predetermined score goal. Action plans are put in place to immediately remediate the milestones missed. The result is a document whereby observable compliance is not only measured, but reasonable employer response can be ensured. These new processes are a definite change from what has been the established norm. Employers seek to hire the most technically competent workers. Assumptions are made that the terms technically competent and qualified are synonymous, when in fact they are two entirely different processes an employer must undertake. The employer must ensure technically competent workers understand the hazards encountered in the performance of their work and how
to remain safe while doing it. This has been one of the most radical shifts in employer duties in the past decade. To embrace change from the boardroom down to the plant floor, a progression of steps must be followed: acknowledge the need own the culture establish the guidelines acquire the knowledge train for the expectations provide positive mentoring apply the solution monitor the process document the effectiveness. Change cant be driven from the top down, nor is it driven from the bottom up. Real change, lasting change, is driven from the inside out. Workers need a mirror in which to examine work practices against expected behaviors and be rewarded more for the process than the result. The days of electrical heroes who are rewarded for work efficiency, regardless of the means used, must come to an end. This culture must be confronted head-on with established guidelines and expectations, which then are monitored for understanding and compliance. The workforce is any companys greatest asset and like other assets must be well-constructed and appropriately maintained. Equipment maintenance requires gathering baseline and operational data to make prudent decisions on any necessary action. So also the workforce, when its regarded as the most critical of company assets, requires being given the guidelines around which electrical work is to be performed and measurable tools put in place to monitor operational effectiveness. Some employers are well on their way to achieving workplace safety. They may request industry experts to review their electrical safety programs, provide a gap analysis should any gaps exist, and advise them on training and tools monitoring worker compliance. Others are just beginning to walk down this road and need a guide to recommend which pathway will obtain their desired results expending the least amount of time, effort, and training dollars. The vast majority of companies find theyre somewhere in the middle and formulate a plan from a list of benchmarks meeting the unique circumstances and need to which they find themselves today. Developing a safe and efficient workforce requires more than yesterdays training models. The days of providing disconnected courses driven by an immediate need or worker request with hopes that somehow employees will get some of what they need or find a resource from which to get it are over. World-class employers know that to provide the level of safely delivered expertise required to succeed, nothing can be left to chance.
Robert S. LeRoy is director of electrical programs at NTT Training. Contact him at rleroy01@nttinc.com or (800) 363-7758.
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IN THE TRENCHES
A WEIGHTY ISSUE
Does the Americans With Disabilities Act have mass appeal?
Tiny Thompson was a gregarious, 426-lb security guard at Acmes West Northville plant. He had always been a big guy. He had been diagnosed with thyroid disease at age 12, he told coworkers, and when he was hired 12 years ago, at age 32, he already weighed in at 300 lb. The last decade had not been kind: More than 100 pounds heavier, he now suffered from hypertension, diabetes, sleep apnea, arthritis in his legs and back, and congestive heart failure. Over the past few years, Tiny had been having difficulty complying with Acmes uniform guidelines for security guards. He was expected to wear a company-supplied uniform, and he was expected to keep his shirt tucked into his pants, as well as his sleeves rolled down and buttoned at the wrists. Acme had a hard time finding a uniform in his size, though. It considered having one custom-made before it finally found a size 7X shirt online and had it altered for him. Still, keeping the shirt tucked in and buttoned was a challenge. Ned Nice, the building manager and Tinys immediate supervisor, let him wear his shirt outside his pants with his sleeves unbuttoned. As a result of his diabetes, Tiny had pronounced dark circles under his eyes. On one visit to the plant a few years ago, Bill Bigshot, Acmes head of security operations, was taken aback upon meeting Tiny at the building entrance, sitting in a guest chair in the lobby. Bill told Matt Mock, the West Northville plant manager, that he was very displeased about the morbidly obese guards personal appearance, calling him overweight, disheveled, and dirty, and questioning whether he could even get out of that chair. Matt called Ned in, who stood up for Tiny, insisting he did an outstanding job and was extremely reliable. This executive stiff didnt even know Tiny and to know him was to love him, Ned thought to himself. Lately, though, because of his arthritis and limited endurance, Tiny found it difficult to walk or stand for more than a few minutes. As a result, he had trouble walking his normal rounds without getting fatigued and short of breath. Last week, Tiny brought a short doctors note stating only that, Tiny must be able to sit down at work due to his weight condition. So Ned procured a desk and chair in the building entrance for Tiny so he could sit while stationed there. Still, he thought, Tiny couldnt just sit there all day; he had to secure the entire building. Ned had misgivings, but he decided to just keep them to himself, especially when Matt started to question the arrangement.
40
Tiny could walk his beat just fine, but for whatever reason, the lard-ass doesnt want to do it, said Matt. The guys just lazy. Ned responded: Tinys weight is making it hard for him to walk. But that doesnt mean he cant do the job. Come on, an incredulous Matt retorted. The guys too fat to even fit into his uniform. Ned had a heart-to-heart talk with Tiny. Look, I got you the desk and chair, Tiny, but youre going to have to be able to do rounds. Thats your job to secure this building. Do it at your own pace, but do it. Ive got your back, but the higher-ups have an issue with this. Ive got my eyes and ears all over this place. You know that, Tiny replied. The guys in shipping and receiving will let me know if somethings up. They see whats going on. And everyone knows where to find me. But that wasnt going to cut it, Ned told his friend, who was visibly upset. Two days later, Tiny handed a memo to Ned entitled Keeping West Northville Safe. It spoke of his more than 10
years of experience at the plant, noted that he was well-regarded by employees throughout the building, and pointed out several occasions over the course of his career when he was called upon to step up and did so admirably. The document then suggested ways of enhancing his ability to keep the plant safe. He proposed the use of a walkie-talkie system so that he could notify employees in designated areas, or be notified by them, of perceived security risks. He also suggested installing a series of cameras around the perimeter of the building and in internal stairways, which he could monitor from an upgraded security kiosk. His memo made no mention of his physical limitations. A few hours later, Ned reluctantly brought the document into Matts office. Thats it. Ive had it, the plant manager said upon reading it. With Ned on his heels, he stormed out toward Tinys station, where they came upon their security guard with his head down on his desk, snoring loudly. An hour later, Tiny was summoned to Matts office. Matt had Bill on the speaker phone. Bill informed Tiny he was being terminated because he was incapable of performing the essential job functions of his safety-sensitive position. Tiny went to the EEOC and then filed a lawsuit alleging Acme violated the Americans With Disabilities Act (ADA) by failing to accommodate his disability, creating a hostile work environment, and terminating him because of his disability. Does Tiny have a case? How could Acme have avoided this weighty dilemma?
A LaBOR aND EMPLOYMENT aNaLYSTS RESPONSE:
Tinys lawsuit hinges on a few important issues. Does Tiny have a disability under ADA standards? If so, did Acme know he had an ADA-qualifying disability? Was Tiny qualified to perform the essential functions of his security guard job? Did Acme refuse to provide reasonable accommodations so that Tiny could continue to do the job? Finally, was Tiny fired because of his disability? Obesity is one of the toughest conditions for an employer to deal with, from an ADA perspective. Some courts have ruled that obesity is not a disability under the ADA unless its effects (say, high blood pressure or diabetes) or its underlying causes, such as a thyroid disorder or Cushings disease, would be deemed a disability. These rules are shifting. At any rate, though, Tiny would very likely qualify as disabled under the ADA. The threshold requirement is that a person has a physical or mental impairment that substantially limits a major life activity, such as walking, standing, bending, being mobile, caring for oneself, or working, or substantially impacts major bodily functions, such as those involving the musculoskeletal, cardiovascular, endocrine,
and other systems. According to the EEOC, severe obesity, defined as 100% over the normal weight, is such an impairment, regardless of whether there are accompanying health conditions or underlying health problems. Of course, severely obese individuals often have related conditions that qualify independently as impairments. And Tinys numerous health challenges and limitations certainly fit the bill. His sleep apnea can affect the major life activity of breathing. Diabetes is covered as well because it substantially limits the endocrine system. Arguably, Tiny also has an underlying condition that caused his morbid obesity, though neither he nor his physician gave Acme any supporting evidence that he was under treatment for his thyroid condition or was taking thyroid medication. So, while such an assessment is made on a case-by-case basis, its likely that Tiny would be covered under the ADA. However, to be protected under the ADA, an individual with a disability also must be qualified for the job, with or without reasonable accommodations. And the evidence here suggests Tiny was not capable of performing the essential functions of the security guard position. Without seeing the specific job description, we can assume the position would require him to have sufficient mobility to respond quickly to emergencies. Presuming Tinys heft would prevent quick reaction time would be unlawfully discriminatory, not to mention foolhardy witness any NFL defensive lineman in action. However, in this case, Tinys limitations seem clear. Ned suggested that Tiny could take his time in performing his routine walk-around, but Acme could easily convince a court that such a measured approach to a genuine emergency would not suffice. Whether wearing a specific security uniform would be an essential job function is a tougher question. On the one hand, employees and visitors need to know who is in charge in the event of a genuine emergency, and the uniform serves that function. Yet a T-shirt with SECURITY emblazoned in large print might suffice. That doesnt end the matter, though. Next, a court would ask whether Tiny would have been able to do the job if Acme had granted him an accommodation. Of course, Tiny would first have to inform Acme that he suffered from an ADAqualifying disability before Acme would be expected to engage in the interactive process in an effort to accommodate him. His girth alone would not be enough to put Acme on notice, and Tinys physician alluded only to a weight condition. Also, Tiny would have to request an accommodation, and his Keeping West Northville Safe memo never explicitly sought an accommodation for his severe obesity. So Acme would probably avoid liability here for Tinys failure to accommodate claim. If Acme had been on notice that Tiny had an ADA-qualiWWW.PLANTSERVICES.cOM DeceMBer 2013 41
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IN THE TRENCHES
fying disability and that he was seeking an accommodation, Acme would have to make a good-faith effort to consider different means of keeping him functioning on the job. The liability notwithstanding, Acme might have been able to avoid the lawsuit and salvage a valued employee if it had considered what accommodations might have been viable here. Ned was willing to do so, yet his higher-ups seemed unwilling to budge, and, had Acme been notified properly of Tinys disability and accommodation request, the failureto-accommodate case might have turned out differently as a result of that. Ned already accommodated him by loosening the uniform requirement and providing a desk and chair, and he indicated he would be willing to give Tiny extra time to do his rounds, but those wouldnt facilitate his ability to make rounds and respond quickly to emergencies. Acme would have to consider Tinys proposals, exploring their costs and feasibility. The security camera system would likely be cost-prohibitive and pose an undue hardship for Acme. Moreover, neither option would enable Tiny to promptly reach a location upon discovering a security lapse. Would a rascal cart or Segway prove viable to that end? Its not clear. Its a question of fact, the lawyers would say. But it would warrant consideration during the back-and-forth communication between employee and employer that is a critical part of the interactive process. Acme could also consider transferring Tiny to a vacant job that would not require the kind of physical mobility that comes with a security position. Tiny would have to meet the qualifications of that opening, and Acme would not have to bump other employees in order to accommodate him. Tinys other claims would have little traction. Although Matt could probably use some sensitivity training, Tiny was never present to hear Matts disparaging comments or the remarks made by Bill, for that matter. Even if he had, these isolated remarks were probably not enough upon which to base a hostile work environment claim. As for his discriminatory discharge claim, Acme had a legitimate reason to discharge Tiny: he couldnt perform the job duties. Again, whether he could have done so with accommodation would be irrelevant since Tiny never put Acme on notice of his disability or requested accommodations. Tiny also could be fairly fired for sleeping on the job, even if that wasnt a stated reason at the time of his termination. Foregoing a more detailed discussion of sleep apnea and the ADA, its enough to say here that staying awake on the job would be a critical function of a security guard position.
Lisa Milam-Perez, J.D. labor and employment analyst Wolters Kluwer Law and Business, (773) 866-3908 lisa.milam-perez@wolterskluwer.com
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CMMS/EAM software steps up its features and gets legs
DATA VISUALIZATION
Enterprise Asset Management (EAM) Analytics is designed to maximize applied business intelligence and data visualization. The application utilizes Infor BI 10x as a foundation so that Infor EAM customers can more easily mine data, examine trends, and establish meaningful insights for more accurate decision-making. Multidimensional data means flexible graphing and scalable access, providing the tools necessary to see reporting in a new ways, from multiple data locations. EAM Analytics connects the user experience with the themes of Infor10x, Infors standard of usability for all of its solutions. Updates to the iPad app feature user-defined fields, synchronization options, scanning and widgets to safeguard optimal application performance.
Infor www.infor.com
business-critical parameters such as response times, route planning, resource productivity and utilization, and average travel time per assignment. The Contracting component in IFS Applications 8 is designed to communicate requests for tenders to preferred and evaluated subcontractors. Contractors can submit Web-based tenders, and the selected contractor will be able to access work instructions and job execution reporting via the Web interface. Back-office processes such as work orders, RFQs, purchase orders, and accounts payable have been enhanced and extended by a B2B Web interface.
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IBM Maximo www.ibm.com/maximo
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FUNCTIONALITY fOR MOdERN SERvICE

Applications 8 features enhanced functionality for modern service and asset management. With the 360 Scheduling component, IFS Applications 8 offers a solution for the mobile workforce that is designed to ensure full control over
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PRODUCTS AND SERVICES ADVERTISER INDEX
ARC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 AutomationDirect.com . . . . . . . . . . . . . . . . . . 2 Baldor Electric Co. . . . . . . . . . . . . . . . . . . . .48 Deublin . . . . . . . . . . . . . . . . . . . . . . . . . . . .38 Emerson Process Mgt - AMS . . . . . . . . . . . . . 6 Endress + Hauser . . . . . . . . . . . . . . . . . . . . 27 FabEnCo . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Flir . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4,29 Fluke . . . . . . . . . . . . . . . . . . . . . . . . . . . 8,25 Grace Engineered Products . . . . . . . . . . . . . 16 Kaeser Compressors . . . . . . . . . . . . . . . . . . . 3 Kaman Industrial Technologies . . . . . . . . . . . 10 Kluber . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Martin Sprocket . . . . . . . . . . . . . . . . . . . . . . 19 N.E. Caterpillar Dealers* . . . . . . . . . . . . . . . 31 Parker Legris . . . . . . . . . . . . . . . . . . . . . . . . 35 PCB Piezotronics . . . . . . . . . . . . . . . . . . . . . 42 Robinson Fans . . . . . . . . . . . . . . . . . . . . . . . 15 Rogers Machinery Co. . . . . . . . . . . . . . . . . .38 Royal Purple . . . . . . . . . . . . . . . . . . . . . . . . 12 S.E. Caterpillar Dealers*. . . . . . . . . . . . . . . . 31 SPX Flow Technology . . . . . . . . . . . . . . . . . . 14 Summit Industrial Products . . . . . . . . . . . . . 26 Tri-Mer . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 United Rentals. . . . . . . . . . . . . . . . . . . . . . . 20 Xcel Energy* . . . . . . . . . . . . . . . . . . . . . . . . 31
*Regional
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MIKE BRENNER, GROUP PUBLISHER AR, AZ, Northern CA, CO, ID, IL, MN, MT, NE, NV, NM, ND, OK, OR, SD, UT, WA, WI, WY Phone: (630) 467-1300, ext. 487 Fax: (630) 467-1120 e-mail: mbrenner@putman.net JERRY BURNS, DISTRICT MANAGER AL, Southern CA, CT, DE, FL, GA, LA, ME, MD, MA, MS, NH, NJ, NY, NC, PA, RI, SC, TX, VT, VA, DC, WV Phone: (630) 467-1300, ext.427 Fax: (630) 467-1120 e-mail: jburns@putman.net MICHAEL CONNAUGHTON, ACCOUNT EXECUTIVE IA, IN, KS, KY, MI, MO, OH, TN, Canada, Literature Reviews, Inside Print and Digital Sales
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Phone: (513) 543-6432 Fax: (630) 467-1120 e-mail: mconnaughton@putman.net POLLY DICKSON, INSIDE SALES MANAGER Classieds Phone: (630) 467-1300, ext.396 Fax: (630) 364-4175 e-mail: pdickson@putman.net SUBSCRIPTION INFORMATION (888) 644-1803 or (847) 559-7360 REPRINTS JILL KALETHA Reprints Marketing Manager Foster Reprints (866) 879-9144 ext.168 jillk@fosterprinting.com PUTMAN MEDIA, INC. 555 W. Pierce Rd., Ste.301, Itasca, IL 60143 Phone: (630) 467-1300, Fax: (630) 467-1120
44

C: 60
CLASSIFIEDS
PRODUCTS AND SERVICES
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HEAT RECOVErY IN ThEOrY AND PrACTICE

Use an integrated approach to create energy cost benets and enhance operations
Most industries waste substantial amounts of heat in their manufacturing processes and in operating their buildings. Recovering at least a part of this waste heat is increasingly becoming a major focus of many comprehensive energy management programs. Heat recovery (HR) strategies that deliver sustained and growing benefits are relatively rare. This is less from a lack of technical choices, but more from the need for improved analysis and management.
of projects that may well be worthwhile on a stand-alone basis. However, their total contribution may be so small relative to the sites overall energy challenges, that they are not deemed worth the bother, compared to other priorities. At this point, the heat recovery program has been reduced to a handful of localized low-risk small projects. In parallel, the possibility of using recovered heat to make electricity using steam turbines or organic Rankine cycle (ORC) units may be evaluated. In the past, these usually made no sense economically; with inexpensive natural gas in the United States, reducing equipment costs, and rising electricity prices, this may be a more attractive option in the future. So, is it possible to break this pattern and capture broader benefits from heat recovery? As with so much of good energy management, the key is integration. A site that embarks on a systematic integration of its heating and cooling systems will be able to share sources and uses across the entire factory. This in turn will allow inconveniently located waste heat sources to economically serve multiple end uses. Less efficient heating and cooling capacity can be shut down or mothballed as more efficient capacity is shared. Thermal integration also allows easier cascading of end uses. High-quality recovered heat can first be used where it has the most value typically in manufacturing, absorption chilling, or electricity generation. The residual heat can be used for less demanding tasks such as space heating or domestic hot water. The technology to support HR solutions continues to become more reliable and lower cost. Heat exchangers are available in a wide variety of types and materials to cope with difficult conditions. Absorption chillers, ORC units, and steam turbines that convert waste heat to electricity and cooling are substantially more efficient and lower cost than even a few years ago. Standardized low-cost heat recovery packages are available on air compressors, gas turbines, and CHP engines. Theres no shortage of available heat recovery tools waiting to be incorporated into a sensible integrated thermal plan. An integrated approach demands longer-term infrastructure planning with the associated multi-year investment planning. Done right, this create substantial energy cost benefits, improve system reliability, and enhance operating flexibly.
Peter Garforth is principal of Garforth International, Toledo, Ohio. He can be reached at peter@garforthint.com.
SINCE WAsTE hEAT CAN ALsO BE CONVErTED INTO ELECTrICITY, ThE ELECTrICAL NEEDs AND COsTs OF ThE sITE ALsO shOuLD BE mAppED.
As a general rule, investing time, effort, and money recovering heat makes no sense if it cannot be economically used. This obvious fact is all too often overlooked as teams become engrossed in evaluating different HR technologies and forget that using the heat will be the key to success. All good HR assessments should begin with a comprehensive mapping of the sites needs and costs for heating and cooling for both process and building functions. The variations of these thermal needs by both changes in production volumes and seasonality should be factored in. In effect, we first need to understand the potential market for recovered heat. Since waste heat can also be converted into electricity, the electrical needs and costs of the site also should be mapped. In the next preparatory step, all of the potential waste heating and cooling sources on the site should be mapped in terms of capacity, again by seasonality and production loading. The visually intuitive Sankey diagrams are a commonly used tool to understand how energy uses, sources, and waste flow across the site. This mapping of thermal use and waste frequently highlights that the uses and potential sources are inconveniently located relative to each other. If heat recovery is viewed as a point source serving a specific need, this results in one of two reactions. The first is to kill the project because it is simply too much hassle. The second is to analyze it as a stand-alone project with dedicated thermal distribution, which most likely will kill it economically. Once these spatially awkward projects have been eliminated from the potential, we are usually left with a small list
46
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TREAT HEAT LIKE A NATIONAL TREASURE

SUBARU'S WILDLIFE REFUGE / P.11

IN THE TRENCHES GETS HEAVY / P.40 HEAT RECOVERY REALITY / P.46

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