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Sustain PDM Success: Smart Solutions For Maintenance & Reliability
Sustain PDM Success: Smart Solutions For Maintenance & Reliability
com
SUSTAIN
PdM SUCCESS Recognize the seven critical
success factors that keep
strong predictive maintenance
programs on track
OCTOBER 2016
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The Reliability
Excellence® Journey
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SUSTAINABILITY
Performance Management
Audits & Assessments
Equipment History
Equipment & Process Design
Work Measurement
Management Reporting
PROCESSES
Work Management
Work Planning
Work Scheduling
Operator Care
Asset Care
Loss Elimination
Workforce Development OPTIMIZATION
Materials Management
Reliability Engineering
Management of Change
Information Management
Supervision
Organizational Behavior
Procurement
Facilities & Equipment
CULTURE
Governing Principles
Goals & Objectives
Organizational Structure
Budgeting & Cost Control
Occupational Health
& Safety
Employee Involvement PRINCIPLES
Management Commitment
Functional Partnership
800-556-9589 | PoweredByRx.com
TABLE OF CONTENTS
OCTOBER 2016 / VOL. 36, NO. 10
FEATURES DEPARTMENTS
step-by-step approach
Take stock &
spares program
Awareness, advocacy, ity. You can never put a price Find the right
life into your
PdM program
AM
8/24/16 11:41
SPECIALISTS http://plnt.sv/1610-CHASE
1.800.433.5700
© Allied Electronics, Inc 2015. ‘Allied Electronics’ and the Allied Electronics logo are trademarks of Allied Electronics, Inc. An Electrocomponents Company.
IN MEMORY OF FROM THE EDITOR
JULIE CAPPELLETTI-LANGE, THOMAS WILK, EDITOR IN CHIEF
Vice President 1984-2012
MIKE BRENNER
Group Publisher
TOWARD A SMARTER INDUSTRY
mbrenner@putman.net
New survey on IIoT adoption parallels PdM deployment data
EDITORIAL STAFF
THOMAS WILK Last month’s Editor’s Note ended These results match what Plant Services
Editor in Chief on a fairly ominous note: If you want readers reported earlier this year on their
twilk@putman.net
to keep running, you need to act on the PdM initiatives: the number of respon-
CHRISTINE LaFAVE GRACE available data and be open to continu- dents who say they have no plans to deploy
Managing Editor
clafavegrace@putman.net
ous learning, or your equipment and predictive tools dropped significantly over
programs will continue to fail. the past 18 months, and modest increases
ALEXIS GAJEWSKI Well, enough doom and gloom – this in budget were reported across the board.
Associate Editor, Digital Media
agajewski@putman.net note will be a lot more optimistic! For (The full set of 2016 PdM survey data is
one thing, this issue brings you the available at http://plnt.sv/1603-PDM.)
STEPHEN C. HERNER
V.P., Creative & Production conclusion to Sheila Kennedy’s multipart And what was the single most com-
sherner@putman.net cover story on how to restart a stalled or mon barrier to success? According to the
failed PdM program, with a focus on the
DEREK CHAMBERLAIN
Senior Art Director seven critical factors that are common to DO YOU KNOW THE FACTORS
dchamberlain@putman.net successful programs.
As outlined in her article, a key part of TO GET YOUR PdM PROGRAM
DAVID BERGER, P.ENG.
Contributing Editor the challenge is recognizing that lagging BACK ON TRACK?
PETER GARFORTH
in even just one area has the potential
Contributing Editor to derail your program. However, what
may seem at first to be an impossible PdM survey, “undefined financial ben-
SHEILA KENNEDY, CMRP
Contributing Editor challenge may have a major silver lining, efits” at 36.0% (up from 26.0% in 2014)
as chances are slim that a PdM program and “undefined operational benefits”
TOM MORIARTY, P.E., CMRP
Contributing Editor
will be deficient in all seven areas. at 26.7% (up from 16.9% in 2014). As if
If you and your teams can narrow in parallel, topping the IIoT survey was
PUBLICATION SERVICES things down to the one or two areas that “lack of business-impact understand-
CARMELA KAPPEL
offer the most opportunity for improve- ing,” identified by 46.1% of respondents.
Assistant to the Publisher ment at your specific facility, then you These results correspond to two of the
ckappel@putman.net likely have identified the path to get your seven success factors identified in this
JERRY CLARK program back on track. month’s cover story: Make reliability a
V.P., Circulation With this in mind, it’s useful to take a shared vision, and communicate the value
jclark@putman.net
look at the obstacles that plant teams are clearly and persistently. It’s next to impos-
JACK JONES identifying as most difficult to overcome. sible to achieve either of those things if
Circulation Director For this exercise, we have two sets of the value and impact of your initiatives is
jjones@putman.net
useful data to look at: the annual Plant poorly defined or nonexistent.
RITA FITZGERALD Services PdM survey, and a recently So, along with identifying the chal-
Production Manager
rfitzgerald@putman.net
completed survey on IIoT adoption by lenge areas in your PdM program, be
our sister publication Smart Industry. sure to celebrate the success factors your
RHONDA BROWN As Keith Larson writes in the Smart teams are getting right – it may be more
Reprint Marketing Manager
Foster Reprints Industry “2016 State of Initiative” than you think.
(866) 879-9144 ext.194 report, “While some skeptics remain
rhondab@fosterprinting.com
on the sidelines, many more organi-
EXECUTIVE STAFF zations have moved to identify pilot
IIoT applications and to fund broader
JOHN M. CAPPELLETTI
President/CEO
application roll-outs just in the past
year.” (The full IIoT report is available Thomas Wilk, Editor in Chief
KEITH LARSON at http://plnt.sv/1610-SI.) twilk@putman.net, (630) 467-1300 x412
VP, Content and Group Publisher
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HOW TO BE A MACRO-MANAGER
Strike the right balance between staying aware but not always taking direct action
This article is about dealing with two common re- In all other cases, let the manager or supervisor that has
frains from supervisors and the workforce: “I hate being the responsibility for the issue know what you saw or heard.
micromanaged,” and “They don’t have a clue about what’s Do this without judgment or preconceived opinion. Remem-
going on.” ber that people sometimes embellish, or give you a one-
If a manager pokes around too much, then they’re a sided view of the situation, particularly when they disagree
micro-managing jerk. If a manager doesn’t poke around with a supervisor’s decision. Just as you listen closely to the
enough, then they’re clueless and don’t listen to people who workforce, listen closely to the supervisor or manager that
know what’s really going on. Managers need to strike a bal- is responsible for the issue. Often times they already know
ance – be a macro-manager.
When I was assigned to a Coast Guard cutter as the ALWAYS PLACE THE RESPONSIBILITY
Engineer Officer (Chief Engineer), one of my first conversa- OF SOLVING ISSUES WITH THE PERSON
tions with the Commanding Officer (Captain) was about
this issue. In our conversation, the Captain volunteered that
THAT SHOULD BE RESPONSIBLE TO
he would always let me know before he walked through the SOLVE THOSE ISSUES.
engineering spaces on the ship. My response was that he
was the Captain and he should go where ever he wanted,
whenever he wanted. I explained that I wanted the Captain about the issue, have already addressed it, or need some-
to walk through engineering spaces to see the crew at work. thing outside their ability to solve the issue. The manager’s
I wanted the crew to see the Captain, seeing them at work. I role in that case is to support the previously stated position.
also had no issue with my department personnel telling the Attempting to solve an issue without discussing it with
Captain about anything that was on their mind. responsible supervisors or managers undercuts their author-
The only thing I asked of the Captain was that no matter ity. It weakens them in the eyes of the workforce, making the
what the conversation he might have with the crew, don’t supervisor’s or manager’s job harder. It also sends a message
take action or make any promises (safety or regulatory com- that their boss doesn’t trust them or believe they’re capable of
pliance issues were the exception). Any decisions or changes solving issues. Always place the responsibility of solving issues
should be implemented through the leadership chain. I ap- with the person that should be responsible to solve those issues.
plied the same standard to myself regarding division officers Strengthen them, and make them feel trusted and valued.
and supervisors in my department. Being aware of issues How often should a manager walk around? It depends on
and concerns, but not taking direct action, is the key to how well you understand what’s going on. If things feel un-
not being a micro-manager while being informed. der control and the leadership team is doing a great job, then
When a workforce person makes a manager aware of an you don’t have to do it very often. But even when things are
issue, the manager should ask amplifying questions and running great, you should still walk around, once per month
listen closely to what they’re saying. Take notes so you can or so, letting the workforce know you see them and appreci-
follow up, but don’t prescribe the solution. Be thoughtful on ate them. If you’re not confident that you know enough, then
how you respond, because your word will be taken verbatim. perhaps walk the plant twice per month.
There are two exceptions to this rule: Stay aware of the overall condition of the plant. Be in
1. Safety or regulatory compliance issue: Address those is- touch with the people who do the work; let them know
sues directly and immediately, and inform the leadership they’re appreciated and that you’re aware of the issues that
chain as soon as practical about what you observed and concern them. Above all, build trust with supervisors and
how you addressed it. managers by depending on them. Be an aware macro-man-
2. C lear policies, processes, or procedures that you know ager, not an unaware micro-manager.
the entire leadership chain is aligned with: In that case,
it’s fine to support the leadership chain by reiterating the Tom Moriarty, P.E., CMRP, is president of Alidade MER.
policy, process, or procedure. Contact him at tjmpe@alidade-mer.com and (321) 773-3356.
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No one likes surprises, especially big expensive ones. pected costs must be kept current somehow, through vendor
Senior management is no exception. That’s why long-term quotations, similar work done recently, or by estimating
capital planning is an essential function within any company. periodic price adjustments using recognized indices such
Multiple software solutions can be used to support long- as the consumer price index (CPI), construction cost index
term capital planning. Regardless of which software solution (CCI), and other benchmarks.
you choose, they all should adequately support the follow-
ing functions: (1) building an asset registry, (2) condition CONDITION MONITORING
monitoring, (3) work execution and documentation, and (4) Once the asset registry is built, the next step is to establish
multi-year analysis and reporting.
MULTIPLE SOFTWARE SOLUTIONS CAN BE
BUILDING AN ASSET REGISTRY USED TO SUPPORT LONG-TERM CAPITAL
The foundation of any capital planning tool is an inventory
of all of your physical assets (including key components) in
PLANNING, FROM SIMPLE SPREADSHEETS
the form of an asset registry, which consists of the following: TO A CMMS.
Asset Hierarchy. The asset hierarchy organizes the invento-
ry of assets and components into a logical framework showing
parent-child relationships. Some industries have developed the parameters for monitoring the condition of assets,
standard hierarchies widely shared across the supply chain for conduct inspections, and document any resultant changes
the industry. In addition, progress has been made in building to life cycle data.
a hierarchy of essentially problem/cause/action codes related Triggers. For assets that will be monitored as to their
to the asset hierarchy. condition, determine one or more measures that best in-
Position Hierarchy. Whereas the asset hierarchy provides dicate asset deterioration and, in turn, predict failure. For
the functional parent-child relationship among systems, as- some assets, indices or a risk score can be established that
sets, and their components, a position hierarchy provides the indicates the overall health of the asset in broader terms of
relative or absolute location of the assets. For example, the probability and severity of a potential safety, environmental,
four wheel assemblies of a vehicle can be described in terms of financial, reputational, or other impact. Triggers then are
their position, such as “left front.” The position hierarchy can established defining what action is required and when. More
also be used to denote the physical location of an asset, such sophisticated CMMS packages can also monitor trend lines
as 50 pumps located along a pipeline or within a plant. and patterns that indicate action is required.
Asset Master Data. The asset registry should provide the Life Cycle Plan Adjustments. Once inspections are com-
ability to enter master data that describes each asset such as pleted, life cycle data is then updated either automatically
serial number, manufacturer, manufacturer product code, (e.g., automated line inspections) or manually (e.g., build-
date of installation, asset criticality, and other static data. ing inspections by an engineering consultant). Life cycle
Most CMMS packages also allow users to define asset types data that may require updating includes expected life, work
and a specification template specific to each asset type. required, and expected cost.
Thus, drywall can be described in terms of sheet length,
width, and thickness, as opposed to say, motors that can be WORK EXECUTION AND DOCUMENTATION
described in terms of AC/DC, voltage, amperage, and RPM. It’s one thing to plan activities such as a major capital proj-
Life Cycle Data. Critical to long-term capital planning, ect, but for some companies, it can be far more challenging
life cycle data should be recorded including information re- to fund, execute, or document the work.
garding the economic repair and replacement of at least the Project Budgeting. As each year unfolds, the software
critical assets and components. The source of this data may must accommodate the inevitable changes to budgets and
be historical records, benchmark studies in the industry, schedules due to unanticipated priority work, unforeseen
the manufacturer, and/or engineering studies. Note that ex- resource requirements, insufficient funding, and so on.
Work Execution. The soft ware should support users asset, asset type, or repair type over the next 25 years. More
in managing the quality, cost, and timing of work done, sophisticated software will allow users to adjust interest rates,
including functionality such as project management, work apply aging factors (e.g., excessive usage or harsh environ-
order control, scheduling tools, and front-line access to mental conditions), and change other modelling assumptions.
equipment history. Historic View. Most CMMS packages are excellent for
Work Documentation. After completing major repairs reporting on work history, providing labor, materials, and
and replacement work, users must be able to update the soft- contractor costs by asset, asset type, problem code, and
ware to reflect the actual costs, problem/cause/action codes, many other variables, for any user-defined timeframe. The
unplanned follow-on work required, and other relevant data. information comes from work orders or projects. Reports
can also show all deferred maintenance and capital projects.
MULTI-YEAR ANALYSIS AND REPORTING Additionally, some soft ware applications will allow users
The logical benefit of entering the static, planned, and actual to track trends such as the premature deterioration of assets,
data as outlined above, is that long-term forecasts can be by comparing the original versus latest estimates of expected
prepared, and historical data analyzed. Some key reports are useful life or life cycle cost. The more comprehensive CMMS
as follows: packages will also record the total life cycle cost of each asset
Forecast View. One of the most critical reports for long- by accumulating work order cost history, purchase price,
term capital planning is a multiyear budget showing the and salvage value. This can then be compared across various
estimated spend each year on major repair/replacement of as- asset groups.
sets. The software should allow users to easily filter, sort, drill
down, graph, and even do what-if analysis on the data, for Email Contributing Editor David Berger, P.Eng, executive partner
example, showing anticipated expenditure trends for a given and president of StraNexus Inc., at david.berger@stranexus.com.
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As manufacturers and industrial producers converge personnel also must work together to help prevent safety-
their plant-floor and front-office systems to build a con- system breaches that could threaten worker safety, product
nected enterprise, plant managers need to consider how they quality, the environment, and the critical-infrastructure
can help workers make the most of this connectivity and systems on which populations depend.
manage its inherent risks. At the same time, even the best security policies and
The convergence of information technology (IT) and procedures will fall short if all workers don’t follow them.
operations technology (OT) systems, for example, requires In fact, one of the most common security risks comes from
close collaboration between IT and OT personnel. Greater good workers who make innocent mistakes. That’s why a
volumes of data also require an understanding of data
analytics. In addition, more connection points require a MORE CONNECTION POINTS REQUIRE
renewed focus on industrial security to help protect workers, A RENEWED FOCUS ON INDUSTRIAL
intellectual property, equipment, and operations.
All of this is putting new demands on manufacturing and in-
SECURITY TO HELP PROTECT WORKERS,
dustrial workforces. And it’s happening at a time when a large IP, EQUIPMENT, AND OPERATIONS.
number of older, highly experienced workers are retiring, while
qualified young talent is increasingly hard to come by.
As organizations plan or move forward with IT/OT strong security culture is important: All workers should un-
convergence, you and your teams can prepare in several key derstand not only the appropriate usage of their system and
ways for the changes and challenges to come. data access, but also the risks that exist and the important
role they play in security.
RE-EXAMINE TRAINING PROGRAMS
The convergence of IT and OT technologies has blurred the RETHINK SAFETY
roles and responsibilities of those who are responsible for Contemporary safety systems can provide access to valuable
installing, operating, and maintaining them. As a result, safety-system data, such as device and operational statuses,
IT and OT jobs are no longer mutually exclusive, and new error or fault codes, event sequences, and more. When
training is needed to provide the knowledge and skillsets for harnessed in a connected enterprise, safety and operations
managing and administering networked industrial control personnel can use this data to better understand risks, en-
systems. At the same time, organizations must be able to hance safety programs, reduce safety-related downtime, and
retain these skills and knowledge for the long term, particu- ease compliance.
larly through worker retirements. Remote monitoring, for example, can reduce the need for
Plant managers should review their training programs oil and gas workers to travel across sites to physically check on
to ensure that they are documenting standard processes well heads, storage sites, and pump stations. This can be es-
and procedures to help maintain consistency even as their pecially beneficial given that transportation incidents are the
most experienced workers leave. They also should conduct leading cause of work injuries in the United States, accord-
an analysis of job skill and knowledge levels to help work- ing to the U.S. Bureau of Labor Statistics. At the same time,
ers perform at the required level. Lastly, they should have a safety and production data in a manufacturing plant can be
competency-improvement program in place to make pro- combined to help identify and reduce safety-related down-
ductivity and profitability improvements a constant goal. time incidents. All of this can only happen, however, if safety
professionals are able to actively define their goals with IT and
EMBRACE SECURITY OT personnel as part of a company-wide connected strategy.
Cross-functional collaboration is crucial to helping a com-
pany protect its assets from a vast and ever-growing threat UTILIZE THIRD-PARTY SUPPORT
landscape. For example, IT and OT personnel must collabo- The skills needed to maintain and support a converged infra-
rate to establish a secure network architecture. Safety and IT structure may not be locally available or may simply not be
required in the form of a full-time job. Once a converged infrastructure provide real-time and continuous con-
One-time activities, such as conduct- is operational, many organizations dition monitoring, data collection, and
ing a network’s assessment, design, also find it easier to outsource various live support for any issues that arise.
implementation, and validation, may be support functions. Machine builders
best managed by a third-party provider. and vendors can use remote access to INVEST IN TOMORROW’S TALENT TODAY
Even in a connected enterprise, where
data reigns, an organization’s most
valuable asset remains its employees.
Lubricants
challenge. In fact, Deloitte and The
Manufacturing Institute estimate that 2
million skilled manufacturing jobs will
go unfilled between 2015 and 2025.
Manufacturers and industrial
operators must take it upon them-
selves to not only reach out to but
also inspire the next generation of
workers. Th is includes changing
the perception among young people
about their industries: from boring
and unsafe to high-tech, safe, and
sustainable. It also includes sparking
an interest with young people early
in their education by communicating
that manufacturing and industrial
jobs can be fascinating, fun, and
fi nancially rewarding.
For technical information please call 800.583.1406 Pat Murray is the director
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SUSTAIN
PdM SUCCESS
MAINTENANCE / PdM RESTART
When a predictive maintenance (PdM) program doesn’t Larry Hoing, senior manager of asset care at Wells Enter-
go right, it’s usually not for lack of trying. In last month’s is- prises (www.wellsenterprisesinc.com), says predictive tech-
sue, Part 1 of this story uncovered common flaws and recov- nology alone will not advance your abilities. “I have seen
ery approaches for programs that fail, stall, underperform, programs stall or fail because they do not have the talent or
or are defunded. The causes of knowledge to use the technol-
failure usually boiled down to ogy. The how, when, and where
weakness in one or more critical to utilize the technologies is all
success factors. Recognize the seven critical a part of being successful.”
The sheer number of identi- success factors that keep Sometimes programs fail
fied critical success factors, all simply because the reliability
strong predictive maintenance
interdependent and equally technician wears too many hats.
important, may come as a sur- programs on track “Pulling a person from the day-
prise to those who had consid- to-day battle of emergent work
ered PdM a “simple” reliability and giving them responsibility
improvement initiative. In reality, the failure of any one over only predictive work will in the long run pay off and
element has the potential to put the entire program at risk. help solidify the value of the technology,” suggests Hoing.
To help you reboot and get it right the next time, follow- Building a team starts at the top. “Management must
ing are seven critical success factors as explained by industry have the foresight to assign specific personnel to support
professionals who have either “been there, done that” or the program, and then support them as they support the
seen it happen. Their personal experiences and recommen- program,” says Bernie Blair, thermographer at Interna-
dations for restarts are well worth noting. tional Paper (www.internationalpaper.com). He suggests
developing and training a set of inspectors and developing
1
MAKE RELIABILITY A SHARED VISION very specific inspection processes, preferably using a PdM
Make the commitment from the onset and let everyone management system.
know that PdM is part of the way your plant does busi-
3
ness, suggests Greg Padesky, SkillPoint account manager at THINK LIKE AN ANALYST AND ACT ON THE DATA
Advanced Technology Services (ATS) (www.advancedtech. Dedicated time reserved for planning, inspection,
com). “Without this kind of commitment, many naysayers and data analysis is vital to PdM success. In a really
will help ensure even a well-considered PdM plan fails.” world-class PdM program, the team brings more to the
He believes a cultural shift is required from the production table than just picking out machine defects, remarks Tim
floor to the corner office for a PdM program to receive the Dunton, director of reliable manufacturing at Reliability
focus and follow-through required to yield long-term reli- Solutions (www.reliabilitysolutions.net). They think like
ability and throughput gains. analysts, provide troubleshooting support, and get to the
How a program restarts really touches on the cultural real root cause of equipment failure. If 90% of an analyst’s
and behavioral aspects of the organization. Ron Bitely, time is just routine, day-to-day data collection, then the
global E/I reliability manager at Arizona Chemical (www. program can never realize its full value.
arizonachemical.com), a Kraton company, recommends ATS’ Padesky believes that predictive technologies may
developing a strong vision and alignment to your “North help identify equipment issues before the problems become
Star” – a common goal shared by all members of the team catastrophic, but too often, these findings are ignored
or organization. “The current state did not happen over- because the equipment “looks fine.” It’s challenging to stick
night, and you need to continually follow up to get it back with the routine data collection required of a good PdM pro-
on track. It’s all about being an ambassador for reliability.” gram if the findings are disregarded and not corrected.
2 4
IT’S ABOUT PEOPLE, NOT JUST THE TOOLS EDUCATE AND EMPOWER THE LEADERS
Yes, there needs to be an investment in tools or sys- Like all human endeavors, PdM programs succeed
tems to collect and trend the data, but technology is and fail for one reason only – the strength (or weak-
only part of the solution. Someone trained in the funda- ness) of leadership, says Burt Hurlock, CEO of Azima DLI
mentals of PdM is needs to facilitate the program. (www.azimadli.com). “Successful PdM programs are the
5
PLAN AHEAD FOR in their tracks will manage to keep the personnel turnover rates create a situa-
CHAMPION TURNOVER program running. tion where there is no one trained to
When PdM succeeds, it’s usual- “In industry today, with the desire run the system or analyze the data,
ly the work of a rising star and the re- to cut headcount and costs, very often says Joe Van Dyke, vice president of
sults are visible. Those champions are it’s the PdM group that doesn’t get operations at Azima DLI.
Give yourself a
competitive advantage
with reprints.
Reprints are a simple way to put information directly into
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MAINTENANCE / PdM RESTART
Source: Fluke.
There are a lot of easy-to-use measurement tools and data management systems specifically designed for PdM.
6 7
COMMUNICATE THE VALUE CLEARLY FIGHT FOR YOUR SUCCESSFUL PROGRAMS
AND PERSISTENTLY When a program is successful, maintenance overhead
The lack of frequent communication and celebra- goes down and failures largely cease.
tion of PdM benefits and metrics – from the maintenance In the first two or three years of a PdM program, numerous
team on up to senior management – causes support to critical machinery issues are usually identified, but as the pro-
lapse, says John Bernet, vibration specialist at Fluke gram matures, these critical issues are encountered less fre-
(www.fluke.com). Every potential failure caught and cor- quently, because the root problems are identified at an earlier
rected before causing unplanned downtime needs to be stage and rarely progress to criticality, explains Azima DLI’s
reported and celebrated. Van Dyke. “When looking for ROI, these relatively mature
“Producing regular business-level metrics reports on PdM programs are often seen as a cost that is only identifying
program performance, including avoided costs and ROI, relatively minor asset issues,” he says. “This ignores the fact
can accurately account for the program savings and ben- that, in the absence of a PdM program, these minor issues
efits and establish the historical track record that justifies would inevitably turn into big and costly issues.”
the PdM program under budgetary pressures,” explains Business ownership changes, such as mergers and acquisi-
Azima DLI’s Van Dyke. tions, similarly put PdM program support at risk. “The buyer
Wells Enterprises’ Hoing recommends making the re- needs to be educated upfront that the performance they’re buy-
sults tangible and visible. “Put the bearing you found with ing is the result of a disciplined machine condition monitoring
vibration analysis in the hand of the director of operations, program,” says Azima DLI’s Hurlock. “Otherwise, they may
and explain how you found its defect and what failure was terminate the program in the belief they’re saving money, only
avoided because of using this technology. Show the IR image to begin incurring large and unplanned maintenance and capi-
of the motor contactor with one leg having a 100 degree F tal expenses soon thereafter, usually within two years.”
delta from the others. Show the wear debris analysis of the Frequent program justification is needed, vocally and
oil sample taken from a critical gearbox.” with documented proof points.
If the senior leadership doesn’t see the value, the program However, be prepared for pushback, cautions Padesky.
goes down, remarks Reliability Solutions’ Dunton. “In the “Many plants have already tried to utilize PdM, and most
old days when I was setting up programs, we used to teach have failed due to a lack of organizational ownership, lack of
the analysts how to make presentations in PowerPoint. Each follow-through, and lack of vision. Communicate your plan,
analyst was required to make quarterly presentations of case document your wins, and stick with it.”
histories to the site or corporate leadership and show the
value. The art of putting that type of presentation together Email Contributing Editor Sheila Kennedy, CMRP, managing direc-
has declined today, but it remains effective.” tor of Additive Communications, at sheila@addcomm.com.
See the newest and most-advanced power, control and information solutions in the
industry at the Automation Fair 2016 event. Learn how The Connected Enterprise can
help you achieve faster time-to-market, lower total cost of ownership, improved asset
utilization and enterprise risk management, and better workforce efficiency.
Besides helping avoid problems that I started, but I had an experienced • Costs of replacement equipment
have already been experienced in start- motor tech to mentor me. Confi- should be calculated with savings
ing a PdM program, it gives hope to the dence is built on success. of lower repair costs and downtime
techs who are encountering difficulties • Training in aspects of whatever test reduction from unplanned equip-
in changing culture and applying new equipment is being used for condi- ment maintenance.
condition-monitoring tools. To know tion monitoring is a necessity. Provid- • An autopsy of equipment in failure
that there are others who are expe- ing accurate and incisive analysis and mode reinforces the value of early
rienced and who have been through reports will give a technician credibil- removal. Findings should be docu-
similar circumstances and are willing ity. There must be a basis for crafts- mented with photographic evidence
to share and listen takes away from the people and planners to act with surety and by saving damaged parts. There
Win major payoffs from PdM with a strategic, step-by-step approach isolation that maintenance technicians on technicians’ recommendations. should be a consistent methodology
often perceive. • Get rid of the “How long until we to autopsy. When there is a focus
A
fail?” mentality. Once an anomaly on expected points of failure, an
s an electrician for more than our reliability group members passed piece of failing equipment immediately. KEEP IN MIND... has been discovered above a set point unexpected piece of evidence could
30 years, I was intrigued when the CMRT test from Society of Main- Craftspeople, especially old-school dedi- As you progress along your PdM jour- for failure mode, planning to remove go unnoticed. Documented condi-
our reliability crew started tenance and Reliability Professionals. cated craftspeople, love to fix things. To ney, keep the following truths and best the equipment should start. Removing tions may be re-examined for root
to implement condition monitoring It validated the level of the program’s limit that experience to one failure that practices in mind. the equipment with optimum time cause of prior autopsy if all points
processes with a support system that operation. World-class benchmark was found leaves the 10 other failures • A tech who has no training won’t for work that doesn’t interfere with are included for analysis.
valued contributions from technicians. practices – and the sharing of these that haven’t been found yet. know what is and isn’t important production uptime and having jobs • Reporting PdM work done and PdM
A new, predictive maintenance both internally and with visiting busi- Sharing success stories and experi- when gathering data. Guidance completely kitted and ready for the program successes in a newsletter or
culture emerged before our eyes. ness units – became expected. ences should be a tool for implement- in data gathering and analysis is area maintenance craftsmen are vital other format can be very helpful. In
Electricians used to change a smoking Culture change is one of the most ing PdM in other company locations. essential. I learned so much when to successful predictive maintenance. our case, sharing autopsy findings and
motor in an emergency situation. Now, difficult things to implement. I had a IR pictures of before-and-after condi-
motors were being changed as part of a discussion with a couple of our old-hand tions was a powerful way to bring to
planned work schedule with the right mechanics about the importance of the light the possibilities of PdM condition
parts at hand. There was no produc- change from area-specific maintenance, monitoring. A picture is worth a thou-
tion downtime rush. where one technician owns one area and sand words. In addition, the people
I’ve seen the implementation of knows the failure modes to maintain re- who are writing the checks need to see
new technologies and training to liability, to condition-monitoring main- reward for their investments.
understand these new tools’ potential, tenance. The ability to have techs come • The problem with a successful PdM
as well as greater interaction among in and do a sweep of machinery health program is that asset owners and
management, engineering personnel, with new tools is the new world. To be managers are looking at the bottom
and craftspeople who are respected and competitive, you can’t afford to have one line and not always how you arrived
valued – unheard of for an old electri- technician, no matter how dedicated he there. It can be enticing to cut an
cian who has seen every “flavor of the or she is, be confined to one area. equipment repair or an improvement
day” management program. There I asked the technicians what hap- when it seems that things are run-
have been some who have resisted, but pens when the area maintenance per- ning smoothly and emergency work
these individuals tend to soon find a son is off or when he or she transfers. has been minimized. This desire for
way out and leave the work to those Where’s the dedicated maintenance short-term savings, however, can re-
who appreciate a tough job that offers provider then? The logic is undeni- sult in a return of the costs that were
freedom and rewards. This is, after all, able, but it’s a hard pill to swallow for being avoided by the PdM program.
the maintenance method of the future. a proud maintenance craftsperson.
Out of this new culture has grown a Giving that same experienced techni- WIDE-RANGING GAINS FROM PdM
desire for constant improvement. The cian condition monitoring tools will Facilities can recognize numerous
dividends are obvious to anyone who multiply his or her effectiveness. gains from the shift to a predictive
knows popular maintenance culture. Making these arguments will ease approach. Here are three examples of
One of the great things about our the pain of change, but it takes coach- how training craftspeople on the tools
facility’s transition to a PdM approach ing from someone who understands the for and the value of predictive mainte-
is that I was given opportunities for trenches to make a new approach and nance yielded strong dividends.
self-evaluation and testing in accred- a new mentality stick. Reinforcing the Example 1: A DC crane hoist prob-
ited technology and professional fields. program’s worth helps technicians focus lem was making it necessary to have
I am a certified maintenance reliability on improving overall machinery health mechanical maintenance personnel
technician (CMRT), and all eight of rather than obsessing over repairing one perform several adjustments over a
short period of time. The task to get This was found only when the electri- using PdM tools. PdM technicians
the twin-series hoist brakes to open at cal reliability team was called in to trained the crane crew to use the test
the same time was causing downtime consult on the problem. The standard instruments and understand the re-
and production loss. VOM could not detect the variance in sults. Results get recorded and trended
Although they seemed to be func- induction or micro-ohm readings. for planned replacements when
tioning well, one of the coils was los- After training, area craftspersons anomalies are found. Incorporating
ing portions of the internal coil loops, were able to detect inductance losses PdM into a PM program reduced un-
resulting in magnetic power losses. in brake coils during standard PMs planned downtime and hoist damage.
Ultima Series ad_Layout 1 3/23/2016 10:26 AM Page 1 Example 2: During IR inspection
routes for the power conversion sys-
tem in a rectifier station, PdM techs
were finding failed diodes in large
Ultima
rectifier arrays via simple switch-
inspection sweeps.
A low-cost IR camera was purchased,
Summit
industry is still too largely reactive.
Putting emergency work on problems
that have already occurred and staying
Quality • Service • Expertise with PMs that haven’t proved to be
effective for the sake of completing
800.749.5823 schedules are the hallmarks of a failed
www.klsummit.com maintenance system.
QUALITY • SERVICE • EXPERTISE
The shape of the future is going your plant to the reliable condition Bob Koehler, an employee
to be maintenance technicians us- it’s in now, establish a routine to at Alcoa Warrick Operations,
ing precision condition monitoring maintain it and a documentation has been an electrician since
equipment to focus maintenance process to justify the wins. You may 1977. He is a certified Category 1 Vibration
work where it will be planned and be lucky enough to have supportive Analyst and a certified Level 1 Lubrication
scheduled. The reward for the management now, but remind your Analyst and has numerous other certifica-
new PdM workplace will be cost- team that the justification routine is tions in thermography, airborne ultrasound,
effectiveness and safety. Reliable not for today’s management; it’s for and motor circuit offline analysis. Contact
equipment arriving to maintenance tomorrow’s management. Bob at robert.koehler@alcoa.com.
centers for planned work outages
creates an environment of safety and
ensures that craftspeople can best
focus on the job at hand.
New tools let craftspeople and techs
understand that the health of their
equipment correlates directly with
VIBRATION
company viability as well as their own
job security. In addition, safety is en- AND BEARING
hanced in the workplace with a PdM
program. Predicting failure and re-
moving or repairing equipment before
ANALYSIS IN HD
failure occurs is the goal of PdM. This
work is performed on a planned basis,
with all the means to correct the prob-
lem in place. The ability of corrective
actions to occur without distractions
keeps eyes on the job. Loss of focus
is a cause of poor job performance or
injury on a maintenance task.
American industry can’t afford
to ignore predictive maintenance’s
potential for long-term viability in a
global economy. It gives us a chance to
show what is possible and to lead the
way into the future.
Combining the two major condition monitoring technologies;
A caution for those on the ground,
Leonova Diamond and Emerald incorporate sophisticated vibra-
however: Documentation of PdM sav-
tion analysis capabilities with HD ENV® and Shock Pulse HD
ings is critical for obtaining contin-
technology to maximize your predictive maintenance program’s
ued support of a predictive mainte- potential. Available options for 2 and 3 channel simultaneous
nance approach. How often have we vibration measurements, orbit analysis, run up/coast down,
heard about cutbacks in maintenance bump tests, dynamic balancing, laser alignment plus much more,
resources once a new plant manage- in carbon fiber re-enforced rugged casing. Used with the user
ment team comes on board at an or- friendly but powerful Condmaster ® software makes the Leonova
ganization? New management won’t Diamond or Emerald the perfect fit for any industry.
have shared in the blood and sweat
that went into getting your plant in Intrinsically safe versions available.
the reliable condition it’s in now. And For a customized monitoring package to fit your specific needs,
if you don’t have proper documented contact SPM Instrument!
justification of past savings and cost
avoidances, you won’t have a good
response when new management asks
to know the value added by mainte-
nance. If you worked hard to bring
Tel. 1-800-505-5636 leonovabyspm.com spminstrument.us
How to Attract Women
to Industrial Careers
A COMBINATION OF AWARENESS, ADVOCACY,
ENCOURAGEMENT, AND MENTORING GOES A LONG WAY
Source: Wikimedia.
Shift change at the Manhattan Project’s Y-12 plant, 1945.
genders, colors, and back- The challenge is not just attracting women to STEM fields,
grounds to create a more but keeping them there. According to the National Science
robust economy.” Foundation (NSF) Science & Engineering Indicators, 2016
Women bring new (www.nsf.gov/statistics/2016/nsb20161/#/report), women
points of view to the table. made up half of the total U.S. college-educated workforce in
Examples including the 2013, but only 29% of the science and engineering workforce.
minivan (a reflection of Following are approaches that have successfully drawn
the inclusion of women women into this arena.
engineers in the auto industry)
and the evolution of voice-activated mechanisms (which orig- AWARENESS AND ADVOCACY
inally only responded to men’s voices) are provided by Amy Elizabeth Taylor, lean engineer at Axalta Coating Systems
Freeman, assistant professor of engineering and assistant (www.axaltacs.com), has been an active member of the Soci-
dean of Engineering Outreach and Inclusion at The Pennsyl- ety of Women Engineers (SWE) since 2000 and is currently
vania State University (Penn State) (www.engr.psu.edu). its Mid-Atlantic Region Governor. “As a freshman in college,
Career choices begin to form as early as elementary I attended my first SWE meeting with a friend, and since then
school, but the STEM gender disparity starts to become I was hooked. It was a network and support system for my
evident at the undergraduate level. While women receive course load in chemical engineering. I’ve since advocated for
more than half of bachelor’s degrees awarded in the biologi- my employers to send coworkers to region and society confer-
cal sciences, they receive far fewer in the computer sciences ences and encouraged them to join as well,” adds Taylor.
(17.9%), engineering (19.3%), physical sciences (39%), and Welding Engineer Pierrette Gorman made a midcareer
mathematics (43.1%), according to the National Girls Col- transition from tailoring and is now on the board of direc-
laborative Project Statistics (www.ngcproject.org/statistics). tors of the American Welding Society (AWS) (www.aws.org).
“I know that every time I tell a girl, ‘Hello, I’m an engineer,’ I have just
added to the list of occupations she knows are available to her, and I
can see the future getting a little brighter.”
– AMY FREEMAN, ASSISTANT PROFESSOR OF ENGINEERING AND ASSISTANT DEAN
OF ENGINEERING OUTREACH AND INCLUSION, PENN STATE U
“When I investigated possible career with systems, logistics, optimization lenging myself and solving problems.
choices and learned that welding jobs and, most importantly, people.” Systems integration is a continuously
were plentiful, paid well, and I would Treffert hopes to apply her indus- changing field and requires working in
not be spending 40 hours a week in an trial engineering education to help many different industries.”
office, I knew it was the right career for revitalize the U.S. passenger rail
me. I think the biggest reason women industry. “It made sense for me to go ENCOURAGEMENT AND MENTORING
do not enter the field of welding is into engineering because I have loved Marya Woods, CEO at Apex Manu-
because they were never offered the op- the synchronicity, comfort, and po- facturing Solutions (www.apexmfg
portunity to consider it as a career.” tential for sustainability of high-speed solutions.com), considers herself
Student Assistant Lorna Treffert at and other passenger train systems for lucky to have had a very supportive
the University of Tennessee Reliability as long as I can remember.” professor who encouraged her to take
& Maintainability Center (UT-RMC) Also new to the field is Michelle a lead role in several projects while
(www.rmc.utk.edu) says she would Coburn, who graduated from Clemson working toward her chemical engi-
have never seriously considered this University in 2014 with a bachelor’s neering degree. He provided research
path had she not met an industrial degree in chemical engineering and opportunities and invited her to join
engineer at a Women in STEM net- is now a project engineer at A&E his team doing efficiency consulting
working event at her high school. “She Engineering (www.aeengineer.com). “I for a large food processor.
introduced me to a field that works chose this career because I enjoy chal- Woods happened into the controls
field immediately after graduation.
“I cofounded Apex because I was
CEO Marya Woods believes in doing great work and having a great place to work.
Here is the team on a company rafting trip.
passionate about doing great work
in the automation field and having a
great place to work.” She has started
going back to her alma mater, the
University of Idaho, to talk to fresh-
man and senior classes about the
type of engineering she does, and
to help them better understand the
diversity of jobs that are available
when they graduate.
Penn State’s Freeman always
enjoyed building things. “As a girl,
this was unusual at the time, but I
was fortunate and had parents who
Source: Apex Manufacturing Solutions.
LEADERSHIP OPPORTUNITIES
A key benefit of SWE is its professional development op-
portunities. Axalta’s Taylor works with current members
to learn and understand their interests and seek out, or
create, ways for them contribute. “A lot of our members Pierrette Gorman, pictured here with a laser welding system, is the
get an opportunity to learn project, budget, and people District 20 Director of the American Welding Society.
management in our society before they do in the work-
place, which makes them a stronger candidate when the
opportunity arises,” she explains. ACADEMIA’S ROLE
Once women are in the field, they need to see women who Christine Valle is the director of Georgia Tech’s Women in
love what they do, suggests Apex’s Woods. She maintains Engineering (WIE) program (www.wie.gatech.edu) and a
her visibility by participating in a Peer Group of the Control senior academic professional at the College of Engineering.
System Integrators Association (www.controlsys.org), of WIE offers a full range of outreach programs, both on and
which Apex is a member; and also in Vistage (www.vistage. off campus, for young women of all K-12 ages. It also sup-
com), an executive coaching association, to help her become ports other groups on campus that are dedicated to attract-
a better leader as her company grows. In addition, Woods ing more women into engineering. The efforts have been a
has been speaking with professors and deans at some of resounding success. “Georgia Tech has been the #1 producer
Idaho’s universities about the challenge of getting and keep- of women engineers in the country for at least a decade,”
ing women in STEM fields. says Valle (see Table 1).
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
National % 19.3 18.1 18 17.8 18.1 18.2 18.9 19.1 19.5 19.9
Georgia Tech % 21 21 22 22 24 24 26 28 29.7 32
Difference % 1.7 2.9 4 4.2 5.9 5.8 7.1 8.9 10.2 12.1
Table 1. Georgia Tech has led the nation as the top producer of women engineers for at least 10 years.
Source: Georgia Institute of Technology.
Low-voltage (LV) motor control centers (MCCs) are diagnostics, self reporting upon failure, and remote moni-
numerous in industrial power distribution systems. MCCs toring of current, voltage, contactors, and overload devices.
are commonly a safety concern because operator and These technologies help reduce exposure to electrical shock
maintenance personnel have close interactions with them. hazards by decreasing the need to troubleshoot and perform
Also, recognition of arc flash as a unique electrical hazard other maintenance tasks that place workers in close proxim-
has led to a new expectation for circuit protection devices: ity to potentially hazardous voltages.
the safeguarding of personnel from the hazards of thermal This article describes methods of smart MCC controls
burns and explosive blasts. using a new low-voltage motor overload relay with advanced
Traditional arc-flash mitigation is dependent on single- protection and integrated arc-flash detection. These protec-
function circuit protection devices (like molded case circuit tion and control systems provide improved safety, advanced
breakers [MCCBs]) to operate as designed to limit arc-flash protection, time-synchronized event diagnostics, reduced
energy. Unfortunately, MCCBs and other components in cost, and higher reliability than previous technologies.
power system short circuit protection schemes can fail with
no indication that functionality is compromised until an NEXT-GENERATION LOW-VOLTAGE MOTOR RELAY
arc flash event occurs. In such events, the arc flash energy Simultaneous to the evolution of legacy intelligent MCC
release can be orders of magnitude greater than expected. systems, a vastly more sophisticated set of electronics,
Work methods, tools, and personal protective equipment se- software tool sets, diagnostics, reporting, and communica-
lected based on predicted energy levels may not be sufficient tions methods were developed for the high-voltage (HV)
to protect workers from injury. Protective relay technology electric power protection industry throughout the world.
has evolved to enable self-diagnostics and communication to These more sophisticated protection devices have been used
personnel so the failure doesn’t manifest as a hidden failure. since the 1980s at voltages up to 765,000V. These HV relays
Arc-flash mitigation schemes built into microprocessor are designed for severe environmental testing and reliability
equipment must have ultra reliability, extensive on board requirements, such as temperature, shock, and electromag-
Arc Flash
Contractor
Figure 2. Use of Relay-to-Relay GOOSE Messaging Figure 3. MCC arc-flash test (480V MCC and 7kA fault current)
for Arc-Flash Protection without LMVR protection at left, and with LMVR protection at right.
Arc-Flash Protection done in real arc-flash environments an arc-flash plasma cloud. This envi-
The modern LVMR includes a light to ensure survival. Field tests have ronment includes very high tempera-
sensor for detecting arc-flash events. proven that even in a catastrophic arc- tures, bright light, ionized air, strong
The light produced by an arc flash pro- flash test event, at least four GOOSE magnetic fields, flying molten metal,
vides a large-magnitude signal used in messages indicating the arc-flash event and mechanical shock. The LVMR
conjunction with overcurrent sens- are sent within 16 milliseconds. The was therefore designed to meet several
ing to detect an arc fault securely and total time from the start of fault condi- IEEE, IEC, and other standards.
reliably. When the arc-fault condition tions to an upstream relay having
is detected, the relay initiates the high- trip-rated contacts fully closed and Condition Monitoring
speed tripping of an upstream breaker conducting was between 4 to 13 mil- The LVMR monitors temperature and
to minimize the arc-fault duration and liseconds, with the variance caused by current, and counts the number of
resultant incident energy. the asynchronous processing cycles of contactor and MCCB operations. The
When a light flash is detected in an the microprocessor-based relays. LVMR also captures the current wave-
MCC bucket, high-speed IEC 61850 By quickly tripping the upstream forms during every MCCB operation.
GOOSE messaging is sent from the LV circuit breaker, the LVMR-based arc This functionality provides a simple
protective relay to an upstream relay flash mitigation scheme reduced the method to determine the health of
associated with the motor bus circuit associated incident energy from 12 to contactors, MCCB, and loads.
breaker. If the upstream relay detects 1.2 cal/cm2 (see Figure 3).
an overcurrent condition coincident Internal Self-Testing
with the MCC bucket light flash, a Hardened Equipment Specifications Modern, microprocessor-based
high-speed trip is initiated on the mo- The modern, microprocessor-based LVMRs must continuously monitor,
tor bus circuit breaker to minimize the LVMR must survive an arc-flash event self-detect, and report internal failures
arc-fault duration. A typical scheme long enough to trip upstream break- with internal memory, power sup-
for such a system is shown in Figure 2. ers. The LVMR is designed and tested ply, input/output (I/O) board, current
Significant testing of the relays was to survive in the harsh environment of transformer (CT) or voltage trans-
softnoze com
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Webinars are available Live attendees can Handouts section contains additional
in both live and interact with presenters downloadable content relevant to the
on-demand versions via Q&A and polling topic, including speaker slides
Michael Macsisak is a predictive maintenance technician at Nestlé Purina’s pet food processing plant
in Allentown, Pennsylvania (www.nestle.com), which helps produce Friskies, Alpo, and Mighty Dog
pet food brands. Recently, the Allentown plant’s maintenance team embarked on a multiyear project
to improve plantwide asset reliability by embracing reliability-centered maintenance approaches and
predictive technologies. Macsisak, who has 30 years of mechanical experience as a heavy equip-
ment mechanic, production line mechanic, forklift mechanic, millwright, and welder, was part of the
team that was asked to make this shift. He is now a Level II Infrared Technician, Level II Ultrason-
ics Technician, Level I Machinery Lubrication Technician, and Expert Laser Alignment Technician, and is currently train-
ing as a Level I Vibration Data Analyst. Macsisak spoke with Plant Services about the challenges associated with mak-
ing this change, as well as the impact that PdM has had both on asset reliability and on team drive and confidence.
PS Could you describe your team’s original approach to PS What advice would you give other veteran/experienced
maintenance, before the start of the reliability initiatives? workers who are trying to make the same change you and
your team did?
MM Many years ago, the original function of the mainte-
nance team was reactive – run to fail and firefighting only. MM Change is good. It may be hard for old dogs to learn
The common questions were always, “How long until we’re new tricks, but from my experience, change was the best
back up?” and “Can we make it to the weekend without thing to happen to me.
completing the repair?” As PdM developed at our facility, the mindset of new
Also, success was defined as any time before the broken equipment installations also changed. Before PdM, equip-
piece of equipment shut the facility down. Speed of repair ment would come in and major work would occur just to get
was the standard for our mechanics. A quick repair deserved it up and operational, causing additional costs and major
a gold star. headaches. The PdM and reliability centered maintenance
programs grew not just the equipment functionality and
PS Once the reliability initiatives were implemented, what mechanics’ ability, but the entire facility’s mindset.
were some of the major on-the-job changes that took time to The key to making the switch from a mechanic to a PdM
get used to? technician is in the mindset. If you believe in predicting
failures and understanding root cause, PdM is the place to
MM We started new PdM routes as required by the start. PdM is centered on the routine and routes: the routes
machine history on breakdowns. Within months we must be tracked regularly and constantly to ensure a thor-
started having positive results with PdM. Initially, we had ough understanding of when equipment is trending poorly.
20 pieces of equipment with PdM routes, and all were Determine routes based on a daily, weekly, or monthly basis
trending with great results, including $1.4 million saved in and complete the routes when they are needed.
production due to adequately predicting, planning, and Between oil analysis, vibration, infrared, and ultrasonic, you
scheduling equipment repairs. can track any and every machine in your facility with great
The new standard for gold stars is predicting failures and results. Many other tools are available with no cost and minor
planning the needed repairs around production needs. We training, including centerlining, 5S, and BDAs (Break Down
now control when we fix things rather than when we have a Analysis). All these tools are fantastic ways of getting to root
breakdown. Mechanics are now checking and verifying all cause on your equipment; however, PdM is the only way to
machinery consistently rather than waiting for a failure to truly trend and predict a piece of equipment before it breaks.
occur with wrench in hand. Dedicated teams now record You will always have more wins than losses with a strong
and analyze the routes for trends. We own the machines PdM team. We are no longer buying for price, we’re buying
rather than the machines owning us. for reliability. You can never put a price on reliability.
S
ure. We make a better compressor. More reliable. More Air for less energy.
Easier to maintain. And quieter. But when it comes to efficiency, system design is critical.
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Kaeser’s Sigma Air Manager 4.0 (SAM) compressed air management system brings the IIoT to industrial
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