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PERFORMANCE | RELIABILIT Y | EFFICIENCY | ASSE T MANAGEMENT



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Compare Rewind Technologiesp.29

Pump Selection: Beyond the Basicsp.33

Energy From a Military Perspectivep.42

Crab Bucket Syndromep.13

BEATthe HEAT

Energy-saving strategies for HVAC

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What is the value of values?

Most companies claim to have core values.

But unless they benefit you, what good are they?

At Swagelok, we don’t just say we value Quality.

We test our products beyond what’s required.

We don’t just profess to value Innovation. We

hold more than 200 patents worldwide. For us,

Customer Focus isn’t just “there when you need

us.” It’s providing our customers with services

like assembly services, energy management,

consignment and eBusiness. The value of our

values not only makes our company stronger,

it helps us surpass our customers’ expectations.

See for yourself at swagelok.com/value.

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What is the value of values?

Most companies claim to have core values.

But unless they benefit you, what good are they?

At Swagelok, we don’t just say we value Quality.

We test our products beyond what’s required.

We don’t just profess to value Innovation. We

hold more than 200 patents worldwide. For us,

Customer Focus isn’t just “there when you need

us.” It’s providing our customers with services

like assembly services, energy management,

consignment and eBusiness. The value of our

values not only makes our company stronger,

it helps us surpass our customers’ expectations.

See for yourself at swagelok.com/value.

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15 / Human Capital

Common understandingIts absence leads to a defective communication pipeline

16 / asset manager

Flexible, agile and scalableCritical CMMS properties for organizations on the move

19 / teCHnology toolbox

Condition monitoring maturesIt’s a new world for the maintenance profession

42 / energy expert

Fighting WordsEnergy productivity from a military perspective

columns and departments

20 / CoVer story

beat the HeatEnergy-saving strategies for HVAC

29 / motors

an objective look at rewind technologiesThe choice of insulation system should be driven by motor or gen-erator application, dimensions and specific user requirements

33 / pumps

pump purchasing 201Not-so-common tips you should know before making a pump decision

specialists

features

table of contentsJuNE 2009 / Vol. 30, No. 6

the art of change blog: it isn’t always about predicting failuresPlant Services’ reliability expert Daryl Mather writes about the problems and limitations of condition monitoring. Mather also explores the idea of using condition monitor-ing technologies to determine asset condition in real-time. Explore this topic and many others at http://community.plantservices.com/art-of-change.

Web-only case study: energy improvements at trane’s tyler facilityThis paper discusses the analysis process and an energy management program implementation with plan elements that include policy decisions, behavior changes, process changes, replacement projects and improved operations and maintenance practices. www.plantservices.com/articles/2009/097.html

Web-only White paper: how to reduce water consumption in cleaning, cooling and moisturizing operationsIn the last decade, water costs have more than doubled in some areas, causing manufacturers and processors to take a hard look at water costs. When wastewater disposal costs are included, it’s a significant additional expense. learn how to reduce consumption in your facility. http://www.plantservices.com/wp_downloads/090512_ spraying_systems.html

plantservices.com

9 / From tHe eDitor

Father’s DayMaybe the next generation will be oK after all

10 / lettersDiesel Dilemmas • Get Out From Behind Your Desk

11 / up anD runningElectrical Recyclers Connect in Atlanta • Precise Simulation

13 \ Crisis Corner

Crab bucket syndromeClimbing the ranks is going to get more difficult if we don’t intervene

14 / WHat WorKs

37 / in tHe trenCHes

the art of the WordAcme copes with different behavior patterns separated by a door

39 / proDuCt FoCus

40 / ClassiFieDs/aD inDex

www.PLANTSERVICES.Com JuNE 2009 7

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from the editorpaul studebaker, cmrp

father’s daymaybe the next generation will be oK after all

my youngest son Adam, who just turned 15, is the fam-ily’s technology junkie. He reads Wired and Make, has a loaded iPod Touch, texts 4,000 messages a month and wants to be an aeronautical engineer. But like so many young people these days, he’s been able to satisfy his curiosities and scratch his itches to experiment almost entirely in virtual reality, using electronic devices, the Web and some incred-ibly realistic video games.

Adam chides me about my habit of using cassettes to tape “Car Talk” on National Public Radio to play back during my commute, and my frustration at not being able to do that in our newest (1998) automobile because it only has a CD player. This kid is pretty much totally digital.

So he surprised me the other day by asking if he could take apart an engine over the summer. “Just maybe an old lawnmower engine,” he said, “Something that I couldn’t mess up.”

I suggested that it would be much more satisfying if the engine ran when he was done. “The rings never seated right after the last rebuild on my motorcycle,” I told him. It’s a BMW R75/5, an air-cooled horizontally-opposed twin with pushrods, simpler in many ways than a lawn mower. “You can take it apart so we can deglaze the cylinders. I’ll help you do it right.”

Before we could take that machine out of service, we needed to get another one running that had been sitting for four years. This Honda CBR1000F has a water-cooled inline four with double overhead cams and screw-type valve clearance adjusters. It needed some carburetor work and before re-synchronizing the carburetors, it’s wise to check the valves. Lots of parts are packed tightly together on this machine, and the valve adjusters, especially on the exhaust valves, are hard to reach through a maze of hoses, parts and cables. I asked Adam if he would observe and assist.

To get started, I showed him the shop manual with the diagram of the cam, follower and adjuster so he could understand what we were doing. We took off the valve cover and positioned the crankshaft properly, then I had him place and pull the feeler gauge to check the clearances before and after I made the adjustments. We were enjoying our good fortune that only the intakes required adjustment until we got to cylinder number 3, which had a slightly loose exhaust valve. “Drat,” I said, or words to that effect. “This exhaust’s a little loose. We’ll have to adjust it.”

As I began to fumble through my collection of bent wrenches and ground-down screwdrivers to find a combi-nation that would let us move the hidden adjuster, Adam said, “But Dad, that feeler gauge is an 0.008. The specifica-tion says 0.007 to 0.009 – if a 0.009 won’t go in, it would be OK, right?”

Now when it comes to using feeler gauges, my habits were formed long ago as a professional mechanic: I set valves ex-

actly to the center of the specification. I’m not happy unless I feel that perfect amount of drag that says both sides of the gauge are in contact, and the valve is still definitely closed.

But my experience was mostly gained on engines where all the valves generally needed adjustment, and precise adjustments were easy to make. The valves on newer engines are harder to get to, hold their adjustments longer (some-times indefinitely) and often are adjusted with shims at 0.001-in. increments – you can’t get them perfect.

On reflection, I knew Adam was right. The 0.009 gauge wouldn’t go in, so we saved our knuckles and called it good.

At Plant Services, we write a lot about the skilled labor crisis. The aging Baby Boomer generation of experienced workers is retiring and taking its knowledge with it, which threatens the future of many enterprises. This came up during the research for next month’s cover story on wire-less technology for condition monitoring. I’ve interviewed several experts who have mentioned not only that the new technology will make it possible for less skilled workers to get more done, but also that the retirement of the aging workforce is reducing resistance to the new technology.

Young people don’t have our knowledge, training or experience, but they also aren’t burdened by our habits and traditional mindsets.

For Father’s Day, maybe Adam will get me an iPod.


We saved our KnucKles and called it good.

Paul studeBaKer, cmrP, editor in [email protected], (630) 467-1300 ext. 433

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10 June 2009 www.PLAnTSeRVICeS.Com

BACKTALK

I just finished reading Peter Garforth’s column, “Green Diesel: Oxymoron or real promise?” (April, p. 50, www.plantservices.com/articles/2009/057.html). I like the methodical walk through light-weighting, downsizing and

more efficient fuels and powertrains, it’s definitely a piece for those just exploring these issues – and I wanted to comment on one or two points.

On your note that 60% of all new cars sold in Eu-rope are clean diesels. The most recent (2008) sales data for diesels in Europe show that in the peak year of 2006, 53% of new car registrations in Western Eu-rope were diesels. While we like to round up where we can make the diesel case look better – the only way this stat works accurately is by saying that in some European countries, registrations were more than 60% (Belgium and France were at 70-plus percent).

You leave the impression that there are no choices in the Unit-ed States today/now for consumers. New U.S. diesel registrations past year were 2.2% of all new vehicle registrations – there are cur-rently four Mercedes products, one VW, two BMW, one GM, one Ford and one Dodge diesel product available. You can visit our Web site to see currently available diesel vehicles and what is coming soon.

Finally, no vehicle or equipment manufacturer endorses biodiesel blends of more than 20% percent today – 100% biodiesel, while people are doing it from recycled vegetable oil, etc., is not in any vision of the OEMs because of how renewables work in the new-generation diesels that have complex emissions control systems to meet EPA standards. I think it is important to manage expectations about what is possible for renewable fuels/biodiesel. Allen Schaeffer, executive directorDiesel Technology Forum, www.dieselforum.org

Peter Garforth replies: You are right on the 60% number – I have lived 18 years in Belgium, so I probably was swept away by the local data. On the 100% bio-diesel, I actually never said this was the fuel of choice, sim-ply that the technology was a not a significant barrier to go there if there should be a desire, but I take your point of the possible misreading.

On the choices, I really have to take issue with you. If you include the weight/efficiency balance, the diesel choice is really pathetic with only the Jetta being a decent choice. Compare that to the full catalog of-fering in Europe from all suppliers and it’s a different universe.

DieSeL DiLemmAS

GeT OuT FrOm BehinD YOur DeSKI enjoyed Tom Moriarty’s column, “Maintenance and Motivation” (April, p. 19, www.plantservices.com/articles/2009/061.html) asking, “Who’s Herzberg and why should I care?” It doesn’t take much effort for a supervisor to make his/her employ-ees feel important and valued on a daily basis. That personal touch is often missing, which is why more of them need to move from behind their desks to see and experi-ence the real world.Steve Toth, CmrP, vice president, maintenance/Asset reliabilityCovanta energy Corporation, Fairfield, n.J.

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Power Isn’t Measured by Amps Alone p.31

Properly Sealing Piping Systems p.35

Green Diesel: An Oxymoron? p.50

Maintenance and Motivation p.19

www.plantservices.com




Power UP a winnerHow to find the right asset management system

Putman media, inc.555 W. Pierce Rd., Ste. 301, Itasca, IL 60143Phone: (630) 467-1300, Fax: (630) 467-1120 miKe Brenner, Group [email protected]

eDiTOriAL STAFF

PAuL STuDeBAKer, CmrP Editor in [email protected]

ruSSeLL L. KrATOwiCz, P.e. CmrPExecutive [email protected]

ALexiS GAJewSKiAssociate Editor, Digital [email protected]

STePhen C. herner Group Art [email protected]

JenniFer DAKAS Art [email protected]

DAviD BerGer, P.enG. Contributing Editor

PeTer GArFOrTh Contributing Editor

SheiLA KenneDY Contributing Editor

JOeL LeOnArD Contributing Editor

BOB SPerBer Editor at Large

PuBLiCATiOn ServiCeS

CArmeLA KAPPeLAssistant to the [email protected]

JerrY CLArK V.P., [email protected]

JACK JOneS Circulation [email protected]

riTA FiTzGerALD Production [email protected]

CLAuDiA STAChOwiAK Reprints Marketing ManagerFoster Reprints (866) 879-9144 ext. [email protected]

ADminiSTrATive STAFF

JOhn m. CAPPeLLeTTi President/CEO

JuLie CAPPeLLeTTi-LAnGe Vice President

KeiTh LArSOn V.P., Content

rOSe SOuThArD IT Director

PS0906_10_Backtlk.indd 10 6/4/09 3:07 PM

Record attendance, an e-newsletter for the electrical surplus and reconditioning industries, and 23 new electrical reconditioning standards marked the 12th annual Professional Electrical Apparatus Recyclers League (PEARL) Electrical Safety and Reliability Conference held in Atlanta, April 18-20.

Attendance was up 10% over last year thanks to a strong technical training track on low-voltage motor controls and pre-sentations from Underwriters Laboratory, the National Center for Remanufacturing, forensic engineer Helmut Brosz, OSHA, Eaton, and Siemens Energy and Automation. The conference attracted 106 attendees, up from 99 in 2008, and 11 corporate exhibitors. Membership this year is at 51 voting members, up from 47, and 81 total members, up from 65 at this time last year.

In addition to minor changes to PEARL’s 137 electrical apparatus reconditioning standards, the PEARL board also accepted for consideration the Technical Committees latest standards revision. Revision 5 includes 23 proposed standards on a variety of devices, including disconnects, safety switches,


up & Running

ElEctRical REcyclERs connEct in atlantapEaRl conference adds 23 technical standards, seeks technical input

The PEARL Conference included a tour of Southern Electrical Resources Inc. (www.southernelectricalresources.com), a wholesaler of new, used and obsolete equipment.

sEE why youR bElt failEdThe Belt Diagnosis Poster helps diagnose underlying problems in drives such as misalignment, an incor-rect belt-to-sheave fit, or old metal components. One side of the poster identifies symptoms of failing V-belts and lists corrective actions. The other side details the symptoms, causes and corrective actions for synchro-nous drive failure. Get yours at www.GatesPrograms.com/ptsavings/beltfailure?sid=adpsptsnprgl20509.

dEfinE maintEnancE and REliability KpisThe Society for Maintenance and Reliability Professionals (SMRP) is publishing a set of maintenance and reliability key performance indicators (KPIs). Authored by SMRP’s Best Practices Committee, the documents include a met-ric’s standard definition, its objectives, the mathematical formula for calculating it, definitions for terms used in the metric, limitations of the metric, a sample calculation, a harmonization indicator and references. See www.SMRP.org.

spot countERfEit ul maRKsGuidelines help buyers discern real versus fake UL Marks on electrical goods. For more than 100 years, Underwriters Laboratories’ UL Mark has been guiding users to repu-

table electrical products that have been rigorously tested. Learn about the marks at www.ul.com/marks_labels/mark/index.html. See the guide at http://cableorganizer.com/articles/how-to-identify-counterfeit-ul-mark.html.

fREE fusE auditsFerraz Shawmut’s new Fuse Control Program is designed to give you control over plant assets by pinpointing obsolete fuses, duplicate inventory and hazards in their circuit pro-tection. To celebrate the launch, the company is offering a free fuse inventory audit and analysis. Contact your Ferraz Shawmut sales representative or call (978) 462-6662.

pREpaRE to contRol fumEsLincoln Electric Company’s “Are You Ready?” cam-paign educates those in the welding community about fume control practices and helps fabricators under-stand relevant OSHA regulations, including the hexava-lent chromium standards going into effect on May 31, 2010. The campaign is a comprehensive one-stop shop of reference material, interactive tools and solutions for weld fume control, including the interactive Web site at www.lincolnelectric.com/weld-fume-control.

REsouRcEs

PS0906_11_12_UpRun.indd 11 6/4/09 3:09 PM


up & Running

relays, breakers and electrical accessories. PEARL’s Technical Committee expects to address more than 100 electrical device-Inspect & Test Standards for during future revisions. Both sets of standards are available to the public for free at PEARL’s Web site (www.pearl1.org/PEARL_reconditioning_standards.htm). The 23 proposed standards in Revision 5 won’t be formally adopted until the PEARL Board meeting this fall. PEARL standards are based on the original equipment manufacturers operating and repair manuals and reviewed by independent third-party engineers.

New standards for medium-voltage switchgear and transformers are expected to be the highlights of Revision 6 of PEARL’s electrical reconditioning standards. PEARL’s Technical Committee is actively seeking volunteers with transformer expertise. Interested parties should contact PEARL at (877) 287-3275, or [email protected].

PEARL also formally launched its new electronic newsletter for the electrical surplus and reconditioning industry, PEARL $AFE, at the Atlanta conference. Interested parties can sign up for the newsletter on the PEARL Web site, www.pearl1.org.

pRecise simulation

A 1½-ton 3-D motion simulator in a new laboratory at Prueftechnik Alignment Systems, parent company of Ludeca (www.ludeca.com) helps develop sensors, lasers and measurement systems to enhance the quality of production units used in maintaining rotating machinery that requires sub-micron measuring accuracy. The lab has granite tables weighing 12 and 11 metric tons mounted on an independent isolated, vibration- and shock-free foundation. The air temperature is stable at 71.6°F, the humidity at 40%, and is illuminated by 150 LEDs.

PS0906_11_12_UpRun.indd 12 6/5/09 10:56 AM

Crab buCket SyndromeClimbing the ranks is going to get more difficult if we don’t intervene

Forget the avian and swine flu pandemics. There’s an-other animal-labeled malady causing industrial havoc, and it requires a response. If you put a dozen crabs in a bucket, soon an industrious one climbs up to bolt for freedom. As it reaches the bucket rim, another crab pulls the ambitious fellow back to share the misery with the others.

The same behavior manifests itself in the business world. I recently visited a facility to confer with its chief engineer and its newly promoted maintenance supervisor. You could feel the new supervisor’s tension. He walked tentatively and was careful with every word he uttered and each move he made.

When I diagnosed his malady as “Crab Bucket Syn-drome,” he was confused. After I explained it, he was amazed at the diagnostic accuracy. He wondered how an outsider needed less than five minutes to figure out his big-gest challenges. He confessed that all the ideas he suggests are being second-guessed and he feels resentment from his staff, many of whom are close to retirement and don’t want to take direction from a 40-year-old “kid.”

We met with the rest of the staff the next day. The chief engineer introduced me to his team and mentioned that I can identify the most troubling issues instantly. It sounded like quite an honor, but it’s not that difficult if you visit lots of facilities.

The economic downturn has forced many companies to cut back and put hiring freezes into effect. Older workers who would have retired can’t because their 401(k) ac-counts are now 201(k)s. As we move from the baby boomer generation to some future state, we’re going to do one of two things: Either hand it to them nicely or simply drop it on them.

We don’t have much time to build up the next generation’s skills and maturity level. We need to figure out how to keep our seasoned personnel on the payroll to prepare the next generation of workers. I gave the new maintenance supervi-sor some suggestions that would earn respect from both management and his staff.

First, he must recognize that he has earned the right to fail. If he’s to succeed, he’ll need to work both within and outside the company. He’ll need to earn credentials and certifications from outside entities if he’s to be taken more seriously inside his company. I explained that he should earn the Certified Plant Maintenance Manager (CPMM)

designation and become a local chapter volunteer leader in the Association for Facilities Engineering (AFE), the Society of Maintenance and Reliability Professionals (SMRP) or the International Facility Management Association (IFMA).

I suggested he take digital pictures before, during and after any future maintenance projects to allow executives and the staff to see the progress that they’re making in

upgrading their operations. I encouraged him to set up a brag board to share key metrics, goals and achievements, and to allow the staff to post their concerns. I recommended he make efforts to listen to the staff and strive to implement their suggestions, as well as ensure that older workers feel they’re still being heard and adding value.

Later, I visited Jeff Kershaw of Intercept, a predictive maintenance service provider, who shared an interesting approach to providing skill development opportunities for future generations. He said that when the NASA summer internship program didn’t accept his 17-year-old son, he and three business friends, all of whom have sons around same age, developed a summer internship program of their own. Each teen apprentice gets three-week stints in accounting, marketing and manufacturing in a factory and, to ensure they understand real labor, they work in the hot sun as landscapers for the final three weeks. They cycle through the positions and report to their father’s friends. If one fails to pull his weight, his own father ensures he doesn’t get paid for that assignment.

With companies in survival mode, cutting staff and reducing training, developing future generations of workers isn’t high on most priority lists. We have no choice but to get creative and implement our own systems and processes to help pass on the baton and ensure this country’s future success.

If you have any suggestions or ideas about mitigating Crab Bucket Syndrome, please e-mail them to me at [email protected].

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


We don’t have muCh time to buiLd up the next generation’S SkiLLS and maturity LeveL.

CriSiS CornerContributing editor

PS0906_13_Crisis.indd 13 6/4/09 1:57 PM


When it’s time to buy paper towels and bath tissue, you want lots of choices: one-ply, two-ply or even four-ply. You might opt for super-strong or ultra-absorbent, and decide whether you prefer a smooth surface or a quilted design. So Paper Converting Machine Co. (PCMC, www.pcmc.com) designed its next-generation Forte surface rewinder for flex-ibility, speed and rapid changeovers.

A typical converting line begins with the unwind stand, which unwinds the web of tissue or towel material from the parent roll. The next step is the embosser, which adds texture and bulk to the paper. The rewinder applies perfora-tions, then wraps the paper around a cardboard core into long, tight rolls of adjustable diameter and length – called “logs.” A tail sealer applies a thin layer of glue to the end of the roll to keep it from unraveling, and the accumulator then stores the rolls until they can go through the log saw, which cuts the rolls into consumer sizes.

One of the more complex parts of the line is the rewinder. Tissue paper is relatively fragile and can be easily damaged or torn during the rewinding process. The challenge was to design a rewinder that operated reliably at high output rates

with precise handling of the fragile tissue web, yet was fast and flexible enough to change over from one product to the next within minutes.

“When our customers are in production, they require fast and consistent performance,” says Jon Vander Pas, tissue product line engineer leader at PCMC. “We knew we needed to look beyond center-driven winding technology, which places too much tension on a web.

“We saw an opportunity to create a unique machine – leveraging PCMC surface winding technology – that could better meet our customers’ needs,” says Vander Pas.

To address the need for a lean, easier-to-use design, PCMC standardized on the Allen-Bradley Logix control platform from Rockwell Automation (www.rockwellauto-mation.com), which includes an integrated suite of control, networking and visualization technologies. The rewinder has multiple ControlLogix programmable automation controllers that cover discrete, process, motion and drive control. These combine motion and sequential control into a single environment, eliminating the need for a separate mo-tion controller and the costs associated with programming, installing, synchronizing and stocking spare parts for it.

A high-speed SERCOS interface links the controller to Allen-Bradley Kinetix 6000 multi-axis servo drives and PowerFlex 700 AC drives to help precisely guide the position and profiling of the paper rolls.

Adhering to open-access design and modular software design principles means maintenance and operations can quickly access hundreds of machine variables and diagnos-tics. In addition, the components inside the rewinder have front-mounted connectors and other features that make them easier to access for both routine and unscheduled maintenance activities.

Standardizing the control platform and components reduced the number of parts in the rewinder by one-third. This minimizes the number of spare parts needed in inven-tory, saving space and capital, and shortens training time for both PCMC personnel and the end customer.

Because of the open design of the Forte, customers have access to hundreds of variables, allowing them the flexibility to customize the machine’s basic settings. The Forte also can store recipes, giving customers the ability to change over their lines from one product to the next seamlessly, with little or no downtime.

What Works

reWinder Maker MaxiMizes Productivityintegrated motion controls streamline configuration and maintenance

The controller combines motion and sequential control, eliminating the need for a separate motion controller and the costs associated with programming, installing, synchronizing and stocking spare parts for it.

PS0906_xx_WhatWrkz.indd 14 6/4/09 2:00 PM

Common Understandingits absence leads to a defective communication pipeline

a short time ago, I was facilitating a session on perfor-mance measures at a municipal utility when the topic of measuring preventive and predictive maintenance arose. One of the crew supervisors seemed irritated because he and I were using the same word, but we obviously had different definitions.

Like many in today’s workforce, this fellow had been with the organization for more than 25 years and no one was go-ing to tell him what was meant by preventive maintenance. His belief was that all planned maintenance was preventive maintenance: as long as he was fixing something, he was preventing further damage. My definition of preventive maintenance, on the other hand, included only planned periodic tasks intended to identify defects or perform minor replacements based on an equipment maintenance plan.

At the beginning of the discussion, my friend was cordial, but he had a look on his face that said, ”This hired hand has no idea what the heck he is talking about.” After a few min-utes of escalating frustration on both our parts – frustrated because the other still hadn’t “seen the light” and capitulated – we began discussing what each of us meant by preventive maintenance. He didn’t completely agree with my definition, but in the interest of time and to avoid boring everyone else in the group to tears, we came up with a definition to use for the measurement of preventive maintenance.

We all come from different backgrounds with different experiences, cultures and social influences. Common under-standing is the foundation upon which we build structures. That understanding is important. Driving a car on public roads is much safer because we all (or most of us, anyway) have a common understanding about the meaning of green, amber and red traffic signals. Because each color has a meaning, we can be reasonably close in our understanding of that meaning. Red means stop in most regions; although in Boston it seems to mean “two more cars can go,” yet I’ve not found that anywhere in writing.

Any organized activity requires common understand-ing. Whether it’s driving, setting up measures or developing rules and responsibilities for work-management processes, we need a common language. People must understand what’s expected of them before supervisors or managers can hold them accountable.

If we had no common understanding of what green, yel-low and red lights mean, it would be difficult to get from

here to there by following our own unique rules. In a similar way, it‘s not possible to measure performance of preventive maintenance in any meaningful way if we don’t come to terms about definitions.

I’ll bet that in both your job and personal life, there are many examples of problems that arose because of a lack of a meeting of the minds. When working with companies

or municipalities to improve organizational reliability, I often ask workshop participants to think of three things at work or at home that caused them stress in the past week. Then, I ask them to think about each of these issues objectively; not as a person involved in the issue. I then ask them to identify any gaps in understanding between the two parties. Most often, the audience members come up with at least one example of a misconception or lack of understanding that could have been solved through better communication.

The best way to improve your ability to establish common definitions is to think about the times that something fell through the cracks. Once you’re aware of the potential for these gaps to exist, it’s easier to prepare for and avoid them. An excellent tool to ensure understanding is to ask the other person to paraphrase, in their own words, the point you’re trying to get across.

Both supervisors and team members have a responsibil-ity to understand each other clearly, and to provide clearly understood responses. Achieving that common understand-ing is particularly important when English isn’t a person’s native language.

Discuss with others your meanings and intentions. Clarify as needed to ensure understanding. Use your aware-ness of the importance of common understanding to reduce stress, improve morale and boost productivity with lower accident rates.

tom moriarty, P.e., CmrP, is president of alidade mer inc. Contact him at [email protected] and (321) 773-3356.


We all Come from different baCk-groUnds With different exPerienCes, CUltUres and soCial inflUenCes.

hUman CaPitalTom moriarTy, P.E., CmrP

PS0906_15_HumCap.indd 15 6/4/09 2:06 PM


asset managerdavid berger, P.eng.

Flexible, agile and scalablecritical cmms properties for organizations on the move

in this rapidly changing world, you need a CMMS that can adapt easily to the breadth and depth of your current and future needs. Whether you’re a small, standalone plant or a large multinational, your needs rarely are static. Insist on CMMS features and functions that provide flexibility, agility and scalability relevant to every user, in your one or more facilities wherever they might be located, during at least the next three to five years.

Web architecture: A Web-architected CMMS requires nothing more than a Web browser to obtain full access to the application via the Internet. A Web-enabled CMMS requires a browser and some additional software (e.g., Citrix) on each user’s computer to run the application via the Internet. Therefore, the Web-architected solution can be simpler and more cost-effective because there’s no additional required software to buy or support for each user. Further-more, it might provide greater flexibility and scalability in the long run because it’s an Internet-based service accessible from any browser-equipped computer in the world.

Advanced security: A modern CMMS has extensive capa-bility to ensure a given user or user group (e.g., maintenance planners, maintenance supervisors or maintainers) sees and does only what’s needed to be done efficiently, effectively and in a secure manner. For example, certain screens, menu items, hot keys, links, reports, fields or whole modules can be marked as hidden if a given user doesn’t require it, or it represents a security risk. As well, individual users or groups can be allowed read-only access to certain fields, and perhaps some combination of add, change or delete capabil-ity for other fields. This functionality is critical for flexibility and scalability in terms of security or data integrity, and increases productivity by displaying only what is necessary.

Multi-company/site: The ultimate in scalability is to ac-commodate rapid and large-scale expansion or contraction, whether it occurs organically or through merger, acquisition

or divestiture. The more advanced CMMS packages allow administrators to establish multiple businesses, divisions, locations, departments and warehouses quickly. Companies or sites can be run on a single database, with either shared or restricted access across any combination of silos.

Parameter-driven setup: Agility means that changes can be made quickly and easily as business needs evolve. Today’s more sophisticated CMMS packages can be configured quickly using a parameter-driven setup. This implies that certain features and functions can be turned on or modified by simple parameter switches, such as selecting from mul-tiple formulas for calculating the economic order quantity (EOQ), choosing whether closed work orders can ever be reopened, or determining whether inventory is valued using LIFO, FIFO or average cost.

Forms-based data input and output: CMMS users spend much of their time managing data input through various forms or templates, and data output via listings or reports. For data-entry, advanced features include the ability to build specification templates for object categories such as asset classes, inventory type and organizational position. This allows you to record only relevant tombstone data for each template category, for example, specification templates for motors versus pipes versus drywall.

For data output, high-end CMMS packages have sophis-ticated filter and sort capability involving any field, and including Boolean logic. Any listing or report can be viewed in spreadsheet-like mode, providing drag-and-drop as well as edit capability. Users should then be allowed to save each query setup in case the report will be run again.

Database configurator: A database configurator can be useful for adding fields or changing their properties, although only administrators should be given permission to do so. This provides flexibility to configure the CMMS to a company’s specific needs. For example, system administra-tors can add a date field, coded field, tick box or perhaps a whole tab filled with descriptive fields. They also might want to add default values, error-checking capability, or even a call to a software program to check or calculate the value for a new or existing field.

Workflow engine: One of the most powerful features pro-viding flexibility, agility and scalability for a CMMS package is the graphical workflow engine. The graphical workflow screen allows users to visualize key processes, including

Features and Functions can be turned on or modiFied by simple parameter switches, such as selecting From multiple Formulas.

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current status and statistics. Drag-and-drop capability al-lows users to change the work� ow easily. Parameters can be edited, including approvers, priority, triggers (e.g., when to trigger an escalation process or alarm), or action required (e.g., send an email or print a work order).

Explorer-style hierarchy: A popular feature that enables � exibility is the use of an MS Windows Explorer-style hier-archy for equipment, components, parts, suppliers, corpo-rate structure, warehouses, employees, projects, work orders, help and so on. In addition to � exibility, an Explorer-style hierarchy eases navigation through the CMMS maze.

Business intelligence: As your company’s needs shi� , it’s critical to monitor the transformation and report how your business is doing to support timely and e� ective decisions. � e more advanced CMMS packages provide comprehensive business intelligence tools that assist users in data collection, analysis and reporting. A popular tool is the dashboard, which provides an easy-to-read, graphical representation of the state of key performance indicators like asset availability, equipment performance, labor e� ciency, budget variance and inventory stockouts.

Just like the dashboard of your car, gauges, warning lights, speedometers, alarms or graphs show the current state of the KPIs. � is allows users to quickly identify problem areas (e.g., budget overrun), drill down on the graphic for more detailed information (e.g., a list of work orders that are more than 10% over budget), drill around to � nd the root cause (e.g., one large project that is in trouble), and then take ac-tion (e.g., launch an escalation work� ow).

Integration aids: CMMS so� ware vendors are constantly looking for ways to meet your changing demands. One of the easiest ways to keep up with demand is to establish partnerships with vendors of specialized so� ware and hardware that extends the utility of the CMMS. A few of the more popular partners include vendors of RFID, bar code, SCADA and mobile solutions, as well as vendors of GIS, project-management and reliability so� ware. Look for CMMS so� ware that is � exible enough to allow easy and cost-e� ective integration with these external products.

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

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Technology ToolboxSheila Kennedy

condiTion MoniToring MaTuresit’s a new world for the maintenance profession

The condition-monitoring footprint continues to grow. Temperature, oil/fluid and vibration analysis are the most used condition-monitoring technologies according to a conducted in March by Plant Services magazine. Thermal imaging, power monitoring, ultrasound and current signa-ture analysis follow closely behind.

It’s accepted that proactive monitoring and managing as-sets increases availability, reliability and plant performance. The barriers to implementing condition monitoring range from a lack of funds or manpower to an inability to quantify or communicate benefits. Recent innovations dodge the barriers by minimizing the upfront cost, simplifying instal-lation and use, improving speed and accuracy, supporting diverse technologies, and streaming complex analytics.

Wireless works: More than 58% of survey respondents plan to implement wireless condition monitoring and 24% plan to increase its use. WiFi devices are easier to add to existing wireless system. The new eight-channel SKF Multi-log On-line System WMx uses industry standard 802.11b/g for remote monitoring. This compact, field-mounted device works in hazardous areas and where portable devices aren’t practical, or to complement walk-around programs. The SKF Multilog WMx collects vibration, temperature and bearing data and uploads it to SKF @ptitude Analyst software for viewing, alarming, analysis and reporting. The device offers a cost-effective implementation, and because it’s untethered, it can be relocated easily. It supports encryp-tion for security and can be powered by batteries.

Another example is Emerson’s Rosemount 848T tem-perature transmitter. The self-powered Smart Wireless unit monitors four independently configurable inputs. Monitor-ing many points with one device reduces the cost per point and delivers more data. Wiring costs are reduced because it can be mounted close to the process.

Nano-enhancement: Measuring water vapor in gases can be faster and more precise using nanotechnology. PhyMetrix uses a nanopore alumina sensor for trace moisture measure-ment. “Moisture is a contaminant. The PhyMetrix analyzer, PLMa, and explosion-proof analyzer, ExMa, are online, loop-powered sensors that send an alarm signal when mois-ture reaches an allowable threshold, indicating action must be taken, such as shutting down a valve or other appropriate steps,” says Ani Omer, a founding partner at PhyMetrix.

Its nanostructure has a uniform ratio of pore diameter to

pore depth to optimize capillary action, allowing the sensor to react to even small changes in water vapor concentra-tion. The response to a step change is fast and the slightest concentration is measurable, including parts per billion at the dry end. PhyMetrix analyzers have built-in temperature compensation and can provide pressure measurement and automatic pressure-corrected moisture content readings.

Aggregation and analytics: Visibility into asset health might involve aggregating data from many sources across many locations in real time. The renewable energy company enXco Service Corp. manages 2,600 wind turbines from multiple OEMs with diverse IT and turbine technologies. The standard 10-minute data averaging couldn’t detect degradation and failure, so enXco uses OSIsoft PI System to provide remote access to the real-time data it needs.

Blending condition data into streaming analytics of a complex system takes everything to a new level. A collab-orative effort to integrate advanced, low-latency, complex-event processing technology from Microsoft into OSIsoft’s PI System is underway. The Microsoft platform expands on the PI real-time capabilities by capturing data from events at the system, application and external level and correlates them into patterns. The high-speed processing streamlines the data flow and speeds the analytics, providing better per-formance and scalability. Microsoft plans to offer the new technology platform in 2010.

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


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Energy prices remain volatile, carbon emission caps and trades seem inevitable and everybody wants to see more green, so energy efficiency continues to climb higher in our priorities. It’s clear that energy cost control is becoming a critical competitive advantage.

Even before the current economic meltdown, analysis by the American Council for an Energy Efficient Economy (ACEEE, www.aceee.org) found investments in energy effi-ciency to offer average annual returns of 25% at a risk of 8% – higher returns than any class of stocks with risks compa-rable to long-term bonds (Figure 1).

There’s plenty we can do, especially in the area of space heat-ing and cooling. Compared to the European Union, on average U.S transportation systems use 1.2 times as much energy per passenger-ton mile, and U.S. industries use 1.4 times as much per unit output. “But 39% of energy in the United States goes to buildings, and on the average, U.S. buildings use 2.5 times as much energy as in the European Union,” says Peter Garforth, principal, Garforth International, and Plant Services’ “Energy Expert” columnist. “That’s climate-adjusted, comfort-adjusted and per square foot. A huge opportunity.”

Know what’s going onCompared to lighting, motors, process heating and even compressed air systems, HVAC energy consumption is com-plex. It’s also subject to outside influences (weather), internal whims (thermostats) and changes in production loading

that make analysis difficult. Our experts described some low-hanging fruit that’s relatively easy to pick, but first it’s important to recognize that large, long-term gains depend on seeing and understanding your energy spend.

In the past, plant personnel never looked at energy costs. They were consid-ered a fixed overhead, sometimes managed by general conservation strategies like thermostat setpoints.

“One of the biggest problems is visibility. Where are the energy dollars going?” says Ken Kolkebeck, president, Facility Diagnostics, Inc. (www.facilitydiagnostics.com). “The utility meter isn’t granular enough. You need weather information and mea-surements on individual systems like cooling towers, chillers and air handlers, on an hourly basis. That lets you see where the inefficien-cies are and attack them.”

When energy costs are tracked to individual systems, it also becomes possible to detect deterioration. “About 20% of HVAC energy is lost because of incorrect mainte-


By Paul Studebaker, Editor In Chief

PS0906_20_28_CvrStry.indd 20 6/5/09 9:18 AM

nance,” says Rod Ellsworth, vice president, global asset sustainability, Infor (www.infor.com). A good monitoring

system increases visibility of operating performance and energy consumption, and reveals efficiency deficien-

cies. Some can proactively alert so assets can be maintained to get them back into specification.

Performance can be mapped to degree-days, temperature differentials and other operating conditions with direct and in-direct measurements. “We measure every minute or five minutes, compare actual

values to those predicted for the operating conditions,” says Ellsworth. “Whether it’s a

rooftop unit, chiller or air handler, it doesn’t matter. We monitor the components – com-pressors, fans, economizers – for design versus

actual consumption via submetering at the system or component level. When it goes

out of spec, we notify knowledge workers so they can correct it.”

A combination of measures can reduce energy consumption at most

industrial facilities as much as 40%, according to Dave Konye, area sales manager, Schneider Electric (www.schneider-electric.us). The first 2% to 5% comes from raising

awareness through measuring and monitoring. Then 10% to 15% typi-

cally can be gained by more efficient devices such as motors, drives or lights.

Active control of usage through scheduling and automation can gain 5% to 15%, and an-

other 2% to 8% comes though continuous monitor-ing and improvements using the same measuring and

monitoring system.

“It adds up to a potential 19% to 40% energy use reduc-tion, with many energy efficiency funding sources available – state government, utility, federal government stimulus, etc.,” Konye says, adding as an aside that Schneider Electric Energy Solutions is beginning to provide a service to assist clients in proposing and submitting applications for such funding.

Funding help also is available on the private side, “Energy service companies will performance contract, for example, for a boiler replacement,” Konye says. “They’ll provide leas-ing options, power purchase agreements or a percentage of energy savings as payment.

“There’s no excuse for not having an ample capital bud-get anymore. Energy expenditure is an operating budget item. You’re already spending on energy, therefore you have a budget to save this energy. You just have to get good with the numbers.”

Question the status QuoOnce you establish a baseline of energy consumption, question it. System designers tend to be very conservative. The installers sometimes do it their own way instead of strictly following the design. “You get a system that will hold temperature within half a degree, but heating and cooling are both running,” says Kolkebeck. “I do a lot of recommissioning work in existing facilities, fixing functional and efficiency problems from design and installation. I can’t tell you how many times I go in and the controls don’t work right. They’re not programmed right.”

Neither designers nor installers see the system operate day-to-day or have the opportunity to modify the operat-ing variables to suit actual running conditions. A plant’s insiders have a better understanding of its needs.

“Recommissioning is an extremely productive exercise,” Kolkebeck says. “You can do it yourself, but look at it not as the way it was designed, but for how it’s running now. The specifi-cations were developed for its intended use. It’s common that by now, the whole scope of the building has changed. Go back in




EFFICIENCY / HEATING & COOLING

and zero-base it for what it is now, and For example, in 2007, Trane enacted a program to identify energy conservation opportunities in its Tyler, Texas produc-tion facility, the headquarters of Trane Residential Systems. “Our specifica-

tion for chilled water temperature was 38°F leaving the plant. That was our measure of success: maintaining 38°F at the gauge,” says Paul Wheeler, national service engineer, Trane (www.trane.com). They did an analysis of actual re-

quirements and found they could allow as much as 43°F during production and 47°F on weekends. “We changed our mindset to conditions in the building at the point of use rather than the point of delivery,” Wheeler says. “Point of use is what matters, so we modified the specification.”

For HVAC equipment, energy is gen-erally the largest lifecycle cost, as much as 40% to 50% of an industrial facility’s energy costs. But most purchasers don’t factor energy into procurement decisions because they have no basis for doing so. When a facility has many units, which ones should be replaced when, with what? “We simplified that,” says Ellsworth. “We can capture OEM information like SEER and tons, and compare units to determine which can be replaced, which should be replaced, and when, based on energy and main-tenance costs.”

RECogNIzE ChaNgEAre you adhering to outdated practices despite major changes in how your facil-ity is operating? “My first ‘Aha!’ moment was realizing our plants were designed to run 24/7/365, but that’s not the way they’re operating today,” says Wheeler. With increased automation and pro-ductivity, the plant now runs one or two shifts, and almost never on weekends.

Wheeler’s second “Aha!” came when he saw that the plant systems – air conditioning, boiler, compressed air, lighting – were artifacts of previous processes. Advances in process tech-nologies, automation and electronics have changed the way things are done.

For example, production used to steam-clean, so the boiler was twice the size that they needed. Spray-paint had given way to powder-coat, obsoleting the compressed air and ventilation system designs, and weld-ing that was formerly done by hand is now being done by robots, which don’t need the same HVAC as people.

The energy management program team at Wheeler’s plant identified a phased investment plan, requesting and

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U.S. T-billsLong-term corporate bonds

Common stocks

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receiving a $2.1 million investment for Phase 1 implementation in anticipation of $1.1 million in recurring annual energy cost reduction, beginning in 2009 (see sidebar, “More Resources at PlantSer-vices.com). “It doesn’t involve any break-through technology, just a lot of oppor-tunities for very good payback.” Wheeler says. “We have a long list of projects.”

ThE sECrET sauCEAs in many other areas, increasing sophistication and falling prices for sen-

sors and electronics are making them more cost-effective for saving energy in HVAC. Boilers, chillers, air handlers and dampers can be automated to run most efficiently for a given set of weather condi-tions, time of day and production activity.

“The most efficient boiler in the world won’t run efficiently if you don’t run it properly, and controls play a key role,” says Erin Sperry, commercial heating product manager, Fulton (www.fulton.com. Boilers are more efficient at low firing rates, so on a multiple-boiler sys-

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Experts gave us their favorite tips for increasing energy efficiency:

Erin sperry, commercial heating product manager, Fulton (www.fulton.com):• Converting old steam heating systems to hot water with condensing boilers is a great

way to save money. We have a 42 million BTU system in Mississippi where the bill went down so dramatically they thought there was something wrong with the meter.

• If you have a hot water system, consider retrofitting a condensing boiler.• Decentralizing a boiler or steam system eliminates energy losses in transit,

and smaller systems in each building can run only when needed. You can go from 50% or less to 93% efficiency.

• Anything you can do to drive down the return water temperature will improve efficiency. Condensing boilers are best at a return temperature of 140°F or less, but don’t condense in a boiler that’s not designed for it.

• Advanced burner designs, such as our pulse condensing boiler, are self-aspirating. There’s no blower on the burner, so it saves several horsepower in electricity.

Ken Kolkebeck, president, Facility Diagnostics, Inc. (www.facilitydiagnostics.com):• On cooling towers with variable-speed drives, modulate all the fans

up and down together instead of turning the cells on and off.• Chillers run most efficiently with about 10°F to 12°F delta-T. Instead of us-

ing three-way valves to control chilled water at a constant volume through the air handlers regardless of load, use two-way valves and variable-speed drives on the pumps to vary the flow according to load. (For more on chill-ers, see the Web site of the Environmental Energy Technologies Division of Lawrence Livermore Laboratory at http://eetd.lbl.gov/eetd.html.)

• Where I am in Pennsylvania, each cfm of conditioned air costs $3.50 to $4.00 per year on a 24-hour basis. Plants leave exhaust fans on all the time for operations or equipment that might be running only a few hours a day. Synchronize ventilation with operations.

• On machines that generate a lot of heat, including mechanical equip-ment, understand where the heat is generated and deal with it near the source. Use spot exhausts instead of general exhaust and chilled plates to capture and remove radiated heat before it heats the surrounding area.

ron Nordby, vice president, John henry Foster (www.jhfoster.com)• Nearly all industrial facilities use chillers, typically operating at 45°F to 60°F. By

increasing the amount of water, many fluid cooling applications can operate suc-cessfully with cooling media at 70°F to 90°F. At this temperature, it’s possible to use other fluid cooling technologies, such as dry cooling or evaporative cool-ing, which reduce energy costs and can reduce or eliminate water consumption.

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PS0906_FPA.indd 25 6/4/09 3:44 PM



tem, use sequencing controls to bring them up evenly, for example, all at 20% instead of one at 100%, and modulate them together as a group. A sequencing controller also can monitor cycles and run hours for more efficient preven-tive maintenance, and rotate boilers to equalize wear and tear.

“Outdoor reset” is a feature that lets you vary settings based on outside tem-perature. “If it’s 0°F outside, use a 180°F loop temperature, but when it’s 60°F out-side, set the loop temperature to 100°F,” Sperry says. “You don’t need a 180°F loop temperature when the weather is mild.”

Today’s automation systems also open the door to remote monitoring and control. For example, they allowed Trane’s Tyler plant to reduce building operations to two shifts from three

shifts, to match production opera-tions. “It’s a 50- or 60-year-old plant, and when we went to two production shifts, we still had maintenance on 24/7,” Wheeler says. “Now we remotely monitor plant temperatures and hu-midity [to prevent corrosion]. Con-trols automatically start equipment if needed, and if there’s a problem, we can dispatch maintenance.”

Running the plant according to pro-duction needs saved significant amounts of energy on off shifts (Figure 2).

The information sensors and soft-ware collect can be used to evaluate and optimize control strategies. “We had three identical facilities, each with two chillers,” says Ellsworth. “One cycled between units, one kept both run-ning, the third had one running all the

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ShaftAlignment Ceiling fans can save energy by moving heated air down to floor level during the

heating season, and by generating air motion to help cool personnel during the cooling season. Today’s highly engineered industrial fans move air more effectively with less energy than floor fans.

Large and engineered fans also are more efficient than the multitudes of small ceiling fans often found in older facilities. “You can use one big fan for every 10 to 20 smaller fans,” says Christian Taber, Leed AP, applications engineer, Big Ass Fans (BAF, www.bigfans.com). “For destratification in the winter, the big fan will use about 100 W, where the smaller fans will each use more than 100 W.”

In the summer, you want air velocity – a breeze. Most industrial spaces are 20 ft. to 30 ft. high, and small fans don’t produce much air movement at floor level. “Small fans might make a breeze you can feel at one to two fan diameters from the center of the fan,” Taber says. “Air movement from a big fan is effective at six to eight diameters – a 20-ft. fan makes a 120-ft. diameter circle of cooling.”

Moving air at about 160 ft/min., which is where paper starts to flutter, gives the personnel cooling equivalent of a 4°F to 5°F lower ambient temperature. In winter, air speeds are typically kept at a maximum of 40 ft/min. to avoid the sensation of a draft.

Airius LLC is the offshoot of an injection-molding plant that developed engi-neered fans for its own facility. “Our gas consumption went down 42%,” says Scott Canby, project manager, Airius LLC (www.theairpear.com). “After installing the fans, we typically see 15% to 30% less run time on the HVAC equipment. That saves fuel, power and maintenance, and extends the life of the equipment.”

Fans improve circulation and mixing, which reduces venting, compensate for marginal ductwork and get conditioned air to the personnel who need it.

“Ductwork in industrial spaces is typically at ceiling height,” says Taber. “Hot air rises, and when it’s 15°F or more above ambient, 20% of it never gets down to the oc-cupants, it ends up back in the returns. A large fan stops this short-circuiting effect.”

Mixing also increases the effectiveness of ventilation, because it ensures that contaminants get to the ventilation system. “You might be able to reduce the amount of ventilation slightly,” Taber adds. “For example, ASHRAE specifies 1,250 cfm for 1,000 sq.ft. at a zone air distribution effectiveness of 0.8. With better mixing, 1,000 cfm may be enough.”

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time and the other in standby. The best strategy – cycling between units – saves $20,000 per month over the worst.”

It’s not necessary to keep spaces at 72°F when nobody’s there. Use energy-saving settings for unoccupied versus occupied, and to follow the scheduling of production opera-tions. “People can be comfortable and happy with systems that are running very efficiently, or very inefficiently,” says Kolkebeck. “Controls are the secret sauce.”

Kolkebeck recently recommissioned a high-density laboratory facility at Penn State. “It was built in 2004, so it’s a completely modern building, but it was using $1.2 million per year for energy,” he says. “We have it down to $600,000.

“It doesn’t take a lot of capital dollars, it takes flowmeters, power measurements, kilowatts from variable-speed drives – controls can gather all that data. Then apply common sense. People see drives running at one-third speed and they love the drives, when in fact the whole pumping loop might not be necessary.”

DrIvEs to suCCEEDLike automation systems, variable-speed drive (VSD) costs are becoming more attractive, increasing their range of potentially cost-effective applications. “Overall energy costs are up 10%, utility charges are up 19%, and drive costs are coming down,” says Mike Mattingly, senior drives specialist, Schneider Electric (www.schneider-electric.us). “Consider drives for motors as small as 3 hp, sometimes smaller.” Drives let you move only the amount of air or fluid needed, with valves or dampers left open for minimum restriction.

Pumps and fans typically are designed for the worst-case scenario, for example, a 90°F day. If you can reduce the speed, you can save a significant amount of energy, as shown by the affinity laws (flow is proportional to speed, but energy is pro-portional to the speed cubed). Reducing the flow to 90% takes 73% of the power, and 50% flow takes 12% power.

“If you have a 20-hp fan running full speed all the time, and you can put it on a VSD and run it full speed 25% of the time, 80% speed for half the time and 50% for 25% of the time, at $0.09/kWh, you’ll save $1,939 per year,” Mattingly says. “The installed cost of the drive is $2,709, so the payback is less than

18 months. With incentives, it can be less than a year.” (See more energy-savings estimating tools at www.squaredleantools.com, www.gates.com/ptsavings and www.cee1.org.)

Any fan or pump under consideration for a VSD also can be evaluated for the efficiency and integrity of its drive sys-tem. Converting from V-belt to synchronous drives typically saves 5%. “But study the system,” says Brent Oman, manager, power transmission product application, Gates (www.gates.com). “Maybe they don’t have to run as fast. Then design for synchronous drive – no slip, and low maintenance.”

VSD savings come from running at lower rpm, and this also can be done with ratio changes. When considering a change, bear in mind that designers often build in extra capacity because V-belts slip over time. “There aren’t enough maintenance people to keep all the belts tensioned, so they slip and slow down,” Oman says. “Designers might have accommodated this in the design, and certainly you haven’t been getting full speed all the time.”

A VSD provides soft starts so motors and belts might last longer with less maintenance and downtime. They also might reduce peak demand, and provide real-time power and condition information for monitoring and control.

Pay attention to the physical condition of equipment. “If your machine is battling misalignment or bad bearings, it’s fighting to do its job,” says Joe Van Dyke, president, Govern-ment Services Division, Azima DLI (www.azimadli.com). “It’s not a major cause of energy consumption, but detecting and correcting these problems not only increases efficiency, it can prevent a costly downtime incident.”

Standard practice is periodic checks of air handlers, com-pressors and cooling towers. “It’s especially important to check them before they go into seasons of high loads,” Van Dyke says. Online systems harvest data around the clock, and are increasingly being specified on critical equipment such as compressors.

Headline

EFFICIENCY INVESTMENT RISKS AND RETURNS

Energy Efficiency

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Figure 2. At Trane’s Tyler, Texas facility, controlling the physical plant according to production scheduling saves significant amounts of energy on off shifts.

Trane: Energy Improvements at Tyler Facility – www.plantservices.com/articles/2009/097.htmlTools for estimating energy savings – www.squaredleantools.comMore tools for estimating energy savings – www.gates.com/ptsavingsDrive belt efficiency – www.plantservices.com/bestpractices/PDFs/Gates.pdfConsortium for Energy Efficiency – www.cee1.orgEnvironmental Energy Technologies Division of Lawrence Livermore Laboratory – http://eetd.lbl.gov/eetd.html

more resources at www.plantservices.com


WWW.PLANTSERVICES.COM JUNE 2009 29

RELIABILITY / MOTORS

Motor and generator repair specialists typically o� er one of two technologies for medium-voltage and high-voltage rewinds — vacuum pressure impregnation (VPI) or B-stage fully cured coils. Both provide superior performance and service life. Instead of promoting one technology over the other, a well-equipped repair facility o� ers both. � e choice should be driven by the application, the motor or generator size, and user requirements.

An objective look supports this point of view. With that in mind, I’ve prepared an appraisal with input from repair specialists who use both systems to provide you with a better understanding of the factors that in� uence the selection. In general, repair specialists who o� er only one type typically don’t spend much time extolling the virtues of the other.

FROM THE TOP� e decision begins with a performance and condition as-sessment. � e testing combines electrical measurements, such as megger, polarization index, hi-pot, surge and partial discharge levels, with a comprehensive visual assessment. Repair specialists use the results and the reliability the cus-tomer needs before making a recommendation.

Let’s stipulate that both technologies deliver performance and reliability that matches or exceeds original performance speci� cations. Regardless of which you select, expect a com-prehensive, written evaluation of your insulation system. Visual inspections reveals problems such as ground shorts

and rotor strikes as well as cracks, shrinkage, coil abrasion and corona discharge. � ese inspections should be com-bined with a review of measured and recorded data to reveal how the existing insulation system performed. Your service provider’s recommendation also should consider operating conditions and speci� c process requirements.

B-stage fully cured coils are the logical choice for ex-tremely large motors or generators. Many high-voltage mo-tors are too large for immersion in the largest VPI systems. Fully cured coils also are appropriate for hydroelectric generators, which can’t be removed and shipped to a repair center, so the rewind must be done in the � eld.

The choice of insulation system should be driven by motor or generator application, dimensions and specifi c user requirements

By Tom Reid

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For more, search www.PlantServices.com using the keywords dielectric, insulation and rewind.

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PS0906_XX_motors.indd 29 6/5/09 9:39 AM


Reliability / Motors

On the other hand, both fully cured and VPI rewinds usually are recommended for harsh environments, where abrasive particles such as fly ash or chemicals such as sul-furic acid can attack the insulation materials and coils. The primary objective is to ensure the insulation system is en-gineered to your specific reliability and performance needs. Let’s take a closer look at each technology, and match it with your specific requirements.

b-stage fully cuRed coilsThis is the preferred system for large motors and genera-tors. For older, permanently mounted unitss, or anything larger than 14 ft. in diameter, replacing decayed or dam-aged coils with B-stage fully cured coils wound to OEM specifications is a proven solution. In most cases, dielec-tric and thermal performance can be improved because modern insulating materials are superior to those that OEMs used. Some hydroelectric generators, for example, were commissioned in the early 20th century or even the late 19th century.

In a fully cured coil rewind, individual coils with insu-lating materials impregnated with B-stage resin are pressed with heated forms to catalyze the resin, and then post-

cured. The fully cured coils are inserted in the stator slots and tightly packed into place using additional insulation.

Technicians test coils individually because each is manu-factured and installed to prevent dielectric damage in the finished unit. During production, coils are tested at volt-ages above the normal operating voltage to ensure that they can withstand any voltage stresses the power system might impose. Performance improvements and increased power density, reliability and efficiency come from improvements in both materials and craftsmanship (Table 1).

The resin-rich B-stage mica tapes, for example, contain epoxy resin that produces a bonded insulation wall in the slot. Automated coil-forming technology and advanced QA methods ensure precise coil duplication for improved instal-lation and operation. As one B-Stage fully cured coil propo-nent told me, “In the end, you know all the coils are good.”

Vacuum pRessuRe impRegnationThis is an engineered insulation system for severe-duty ap-plications. Over the years, VPI has proved to be a reliable, durable, cost-effective approach to rewinding medium- and high-voltage motors and generators. The strength of the VPI process resides in the high-performance resin

criteria b-stage fully cured Vacuum pressure impregnation

repair process Coils are installed and tested coil-by-coil

stators/rotors are rewound in mass, tested during and after VPI resin is cured

repair location In-shop or on-site (Hard coils are portable)

In-shop only (VPI tanks are not portable)

single-coil repair Usually possible Not possible – all coils encapsulated in resin mass

repair test protocol IEEE 1043 Voltage Endurance, IEEE 429 Water Immersion, partial discharge, doble and corona probe

IEEE 1043 Voltage Endurance, IEEE 429 Water Immersion, partial discharge, doble and corona probe

Dielectric strength Excellent Excellent

Power factor/PD Excellent Excellent

shock and vibration resistance Excellent Excellent – Bonded as a solid mass

End-winding rigidity Excellent Excellent – Bonded as a solid mass

rigidity of core wedges and fillers Mechanically secured Excellent – Bonded into position

temperature stability At least as good as original, often better Highly stable

Corrosion protection At least as good as original, often better Excellent for sulfuric acid, hydrochloric acid, sodium hydroxide, sodium chloride, black liquor (paper mill caustic) and detergents (tide)

Voltage limit No limit (based on density of insulation build)

Up to 15 kV

size limit No size limit Largest VPI tank (about 14 ft. diameter and 17 ft. tall)

table 1: compaRatiVe chaRacteRistics




forced into the insulating tapes and coil structure.

In preparation for the VPI process, “green insulated” coils are inserted into the stator core. They’re connected, blocked, braced and laced into position. Once submerged in the VPI tank, the coils are subjected to a deep vacuum that removes air and moisture, replac-ing both with a solvent-free resin.

Resin penetration is monitored by capacitance change or a similar method. Next, the impregnated winding undergoes thermal curing, which produces a void-free, durable insulation and winding structure that resists mechanical damage, abra-sion and corrosion. Conductors are completely encapsulated, protected from moisture, dust, corrosives and, in the case of high-voltage units (15 kV max), partial discharge and internal corona damage. Flexing under load, which can cause coil shifts, is negligible because the VPI resin produces an encapsulated solid mass. VPI eliminates the delamina-tion that vibration or thermal cycling can cause. Finally, because the coil and winding are part of one solid system, there are no voids and the increased thermal conductivity to the core iron improves cooling. High-quality VPI rewinds use premium epoxy and high-performance tapes, blocking materials and supports, as well as precise techniques for their application. The craftsmanship and

materials yields superior dielectric and mechanical performance.

Form coils play a key role in VPI rewind performance. Technicians wrap the coils with porous mica insulating tapes that feature overlap-ping mica platelets to retain the epoxy

resin, which is cured into one solid mass. Connections are insulated with the same mica tape. The end windings are secured with impregnable blocking and bracing, plus woven lashing cords and insulated metal or glass-fiber coil head support rings. The wound core

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Open wide

Figure 1. A stator to be processed in a VPI tank will be completely impregnated and encapsulated with 100%-solids epoxy resin.




assembly is impregnated with epoxy resin using the vacuum/pressure process (Figure 1) and then oven-cured (Figure 2). At this point, the winding and insulation system achieve their final electrical, mechanical and

chemical-resistant properties.Completed VPI rewinds exhibit

high dielectric breakdown resistance. Accelerated aging tests routinely predict a 40-year service life for the insulation system. Premium VPI

rewinds are performing reliably in harsh, severe-duty environments. As one longtime VPI customer noted, “I’ve never seen a VPI’d motor fail because of insulation breakdown.”

Picking youR PathThe best rewind technology is more obvious in some cases than others. Either way, you’re looking for the same improvements in reliability and performance, which reinforces my belief that repair facilities should offer both systems with the choice driven by application, dimensions and needs.

B-stage fully cured coil and VPI rewinds are both viable technologies but, like any tool, they’re only as ef-fective as the knowledge and experi-ence of the repair specialist you select. Accurate diagnostics and documented recommendations, faithfully executed, are the real differentiators.

Regardless of which rewind your repair specialist recommends, es-tablish agreed-upon service stan-dards and repair specifications. That ensures the integrity of the rewind process and achieves improved reli-ability and performance.

tom Reid is senior vice-president of engineering and quality at integrated Power Services in greenville, Sc contact him at [email protected] and (864) 451-5608

Gorman-Rupp industrial pump packages are designed and pre-assembled to make on-site installation as simple as possible. Our packages are built from proven components that

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Figure 2. this vapor-pressure-impregnated stator is being prepared for final curing in the bake oven.


WWW.PLANTSERVICES.COM JUNE 2009 33

RELIABILITY / PUMPS

Today, information about sizing a pump correctly, buy-ing one rationally, and related material are readily available regarding most pumping applications. But it’s what isn’t so commonly shared that can lead you to disappointment and unnecessary headache.

Many areas should be considered that could, indeed, a� ect pump life and quality, and the quality of the applica-tion – above and beyond pump performance. Consider these key factors before � nalizing your hardware and application choices to increase pump reliability, substantially reduce the total cost of ownership, and increase the product’s return on investment.

ABRASIVESMany applications feature particles suspended in the pumped � uid. � e solids range in size from small bits of sand and rock, to potato scraps or sewage. What’s being pumped could be very abrasive, with the texture of liquid sandpaper that quickly wears away metals. Knowledge about material science can assist in warding o� erosion.

Austempered ductile iron (ADI) is a very hard material that can protect the inner workings in an abrasive environ-ment. CD4MCu, a hardened stainless steel developed for chemical and abrasive applications, also is suitable for wear parts, including wear plates, seal plates and impellers. Many other components also are at risk, such as the volute and

pump sha� . In some cases, a hardened volute of either ADI or CD4MCu and hardened sha� , manufactured with 17-4 PH, a type of stainless steel, are available to meet the rugged needs that some pumping applications demand.

Hardened sha� sleeves also are available for those tough applications, as are hard mechanical seal faces fabricated from silicon carbide or tungsten carbide. � ese hard seal faces won’t deteriorate very rapidly in a harsh, abrasive environment.

A less-than-suitable material might already be installed in an existing abrasive application. In this case, knowing what ques-tions to ask when considering a better solution can be critical. If you’re pumping abrasives, hardened components count for a lot. Premature seal failures lead to increased downtime and maintenance expense, while worn impellers and other wear parts can lead to decreased pressure and � ow.

SERVICEABILITYA primary cost of ownership is the time required to maintain a pump. At some point, every pump will require maintenance. Repairing it quickly and e� ciently saves money. Being able to remove the rotating elements without disturbing the plumbing saves valuable time. Investing in a pump with a back cover plate is a smart move. Also, over time, abrasion and wear will open up internal clearances, so you’ll need a way to renew those clearances easily.

PS0906_33_36_pumps.indd 33 6/5/09 9:01 AM


Reliability / PumPs

Self-cleaning features reduce the frequency of clogs forming when stringy matter is being pumped (Figure 1). Clog-prone applications might include sewage, meat processing, hair and rags – anything that can wrap around something else. Resisting clogs maintains efficiencies and decreases downtime.

OeM paRts and availabilityNobody buys a pump just to admire it. Pumps are intended to get the work done. And, if a pump fails, the need for that work to be completed continues. You’ll need to have ready access to spare parts to get the pump back up and running.

There are several smart reasons to invest in OEM parts: because a manufacturer’s reputation is at stake, your as-surance of getting quality and reliability are increased. The

manufacturer invested years - often decades - of research and development to ensure product quality. By providing basic information off of the pump nameplate, you should be able to rest assured you will receive the correct parts, in the correct materials when you order from the OEM. When you add it up, investing in OEM parts is an intelli-gent insurance policy.

shaft sealsHistorically, there are two approaches to do this. Mechanical seals allow for nearly zero leakage. Packing, on the other hand, allows a small amount of leakage along the shaft. Mechanical packing, however, isn’t considered state-of-the-art because it decreases efficiency while increasing the need for maintenance. The packing often scores the pump shaft, making it difficult to

reseal and requiring a shaft repair or a replacement.A variable is whether there’s a reservoir of lubrication for

the seal. An oil reservoir helps to lubricate and cool the seal, extending seal life (Figure 2). Of further concern is dry-run-ning or a blocked suction line. When a spinning pump isn’t moving fluid, an alternative means of lubrication greatly increases seal life.

Still, if a pump requires frequent maintenance, consider using a cartridge seal, which usually carries a price premium. Another option is a relatively inexpensive, fully internal pump cartridge seal, which can be used on many pumps (Figure 2). It requires minimal disassembly to install properly.

Furthermore, seal sleeves, which protect the mechanical seal, are a vital consideration. Without one, the shaft itself might become damaged during the life of the pump, requir-ing the entire shaft to be replaced. Sleeves act as sacrificial parts, but, in an effort to cut financial corners, end-users at times overlook the additional value.

package fabRicatiOnWhen you invest in a pump, getting it mounted and driven can be a challenge. The end user, a distributor or an OEM are typically involved in specifying the entire package – the pump, the motor, the base, the guards and the controls. Involving the OEM in package fabrication will capture the decades of experience it has gained in putting pack-ages together. The OEM is then responsible to make sure all components are compatible with each other and gives the end user one supplier to contact rather than separate suppliers for each component. Top OEMs will be able to

When a spinning puMp isn’t MOving fluid, an alteRnative Means Of lubRicatiOn gReatly incReases seal life.

can’t puMp ROpe

figure 1. It’s important to have access into the pump without having to disturb the plumbing or drive.

ROtatiOnal secuRity

figure 2. Attention to the seal area of the pump can extend its life.

1. Oversized seal oil chamber2. Double lip seals3. Cartridge mechanical seals

1

23

PS0906_33_36_pumps.indd 34 6/5/09 9:01 AM


Reliability / PumPs

test most packages prior to shipment to confirm all components are functioning properly. Considering each step involved in the design, sourcing, control selection and component manufacture, it’s often best to use the OEM’s experience.

Condition pointsMost experts encourage sizing a pump by means of a system curve. The intersection of the system curve and the pump curve is called the condition point – the head and flow the pump will provide.

That point of intersection is based on several assumptions and uncertainties. A plumbing change, a hardware change or a change in the required operating point itself all could arise. As a result, a fair amount of uncertainty exists in most system head calculations. Some pump styles are more forgiving of less-than-perfect condition point assumptions. This technology can play well in the end user’s favor.

If the performance curve is steep, the head drops relatively rapidly compared to the flow. An error in the system calculation probably won’t alter your condition point dramatically. A flatter curve, however, is much more of a concern.

You can compensate for lower-than-expected flow or a process-related flow demand increase by replacing a trimmed impeller with a larger one. Also, you can increase the pump speed, as long as you keep it within the manufacturer’s standard operating range. A pump whose speed can be altered is a big advantage. Changes in belts and sheaves might yield the desired performance.

Many pump manufacturers don’t design pumps to withstand V-belt loads, which imposes an additional force on the shaft. A pump that handles V-belt loads also allows for simple changes in belts and sheaves to achieve the desired flow and performance.

Some pumps must be able to function at multiple operating points. In these situa-tions, impellers often are trimmed to meet specific applications. As a result, it’s possible to have four identical pumps in use with four different impeller diameters. This makes stocking replacement parts for emergencies more expensive. A better approach would be

TOPIC SEARCHPredictive “Continuous monitoring of sealless pumps: the next step”High-speed pumps “Spinning into control”Suction problems “Seeing isn’t always believing”

For more, search www.PlantServices.com using the keywords pump, seal and reliability.

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PS0906_33_36_pumps.indd 35 6/5/09 9:02 AM


Reliability / PumPs

to specify one pump, but use different speeds instead of dif-ferent impeller diameters. You’ll need to keep only one set of repair parts on hand. This becomes even more of an advan-tage when the pump uses a rotating assembly that can easily be installed.

OtheR add-OnsThermal shutdown devices are an option you might want to consider in your pump planning. If the pump is expected to run dry at any time, it will generate additional heat. Thermal-monitoring technology installed in the pump can be wired back to a control. If the pump overheats, the control shuts it off. If the pump is to be operated in a cold environment, a casing heater could be a smart investment to ensure that fluid doesn’t freeze in the pump.

In short, begin your pump journey with the final goal in mind. It’ll pay dividends for the plant or operation. For additional information or to address specific questions, contact your distributor, a manufacturer or a pump expert to educate yourself. When it comes to pumping applications, a dose of prevention often is worth a lifetime of hurt.

Craig Redmond is manager of engineering at the Gorman-Rupp Co., Mansfield, Ohio. Contact him at [email protected] or (419) 755-1011.

some additional points that might be help-ful to ponder before making a final deci-sions about an application or solution:

• How will the unit toggle on and off? Will it be done manually by the user or tied into an automated system with floats, pres-sure switches or level transducers?

• Packages with natural-gas backups often are a smart way to go in mission-critical ap-plications. In the event of a power out-age, pumps will continue to operate.

• Most systems also will require a discharge check valve at some point. How will this be sourced? Will it be part of the pump, or will it be installed later? Should it be purchased from the OEM? Asking questions up front can be helpful in the quest to offset expenses in the later stages of the engage-ment, or throughout the life of the application.

• Is the pump self-priming? If so, it’s possible that an air release valve will be needed.

• If troubleshooting is necessary, gauge read-ings make the process considerably easier. You might want to order pumps with suction and discharge gauges already mounted so sourcing individual components is no longer necessary.

thOuGhts tO pOndeR

“The Safety Gate Company”

www.safetygate.com/od • 1-800-962-6111

PS0906_33_36_pumps.indd 36 6/5/09 9:05 AM

The ArT of The WordAcme copes with different behavior patterns separated by only a door

In addition to being a wholesale purveyor of fresh foods to regional restaurants and institutional kitchens, Acme operated an on-site plant that made a line of high-quality desserts, entrees, soups, sauces and other delicacies. For better brand recognition, Acme had a retail store that sold prepackaged, fresh heat-and-eat meal kits to discerning gourmets who phoned ahead to custom order any combina-tion of items from Acme’s product line for pickup on the way home in the evening. Everything sold there was pre-pared by a backroom crew of two chefs and a kitchen staff, working under Dick Chenarey, Acme’s retail manager. Dick considered it bad form if a customer had to wait while the backroom staff scrambled to fill an order.

Janice LaRomana was the intermediary between the customers and the staff in the backroom. She was attuned to Dick’s operating vision. The local economy was depressed and she believed that customers continued to buy because of convenience and the time-saving value proposition the store offered. Dick acknowledged that Janice was effective in customer relations. Ever polite and courteous, she bent over backward to make the experience of buying Acme products as pleasant as possible.

The backroom staff, however, routinely used an abundance of profanity among themselves, not all of it in English. It was part of the backroom culture and never harmed effective-ness. Customers never saw what went on behind that that door, which was always closed when Janice went to retrieve a customer’s order. In her backroom interactions, she could hold her own using abusive, vulgar and profane language. If an order wasn’t ready on time, she might go into a screaming hyper mode.

Dick was aware of the profanity. When things were get-ting out of hand and too outrageous, he told them to calm down and act more civilized. Soon, he realized that he had to warn Janice more than the backroom crew. In fact, he noticed that her entry through the door tended to trigger the backroom uproars. Soon Dick began to think that Janice had stepped over the line far too many times and he fired her for what he called egregiously offensive behavior.

Janice applied for unemployment compensation, but was denied benefits when Acme challenged her right to benefits. Acme’s position was that Janice was fired because she didn’t adhere to a reasonable standard of workplace behavior. Jan-ice countered that Acme routinely tolerated profanity in the

backroom. Therefore, she said, the company didn’t have any standard of workplace behavior in effect.

How could this situation have been avoided? Where is the tradeoff between a worker’s bottom-line performance and social interaction among coworkers? Are there any objective criteria for denying an application for unemployment ben-efits? Does it make sense to fire an effective employee for using strange methods to get work completed?

An ATTorney sAys:Janice has a good point. How could Acme have a standard of behavior when it tolerated profanity in the backroom but not in the front of the house when dealing with the backroom crew? There’s no indication that Janice used improper language with customers. In fact, it appears that she was “ever polite and cour-teous.” Had she used inappropriate language with customers, Acme would have been correct in terminating her.

Employers need to treat workers in a uniform fashion. Apart from the unemployment issue, did Acme treat Janice differ-ently because she is female? Or perhaps differently because she was born in the United States? Janice could have a potential discrimination claim, depending on the facts.

State unemployment laws differ in defining what constitutes “misconduct connected with the work,” but a termination for this reason generally results in a worker being denied unem-ployment benefits. Typically, misconduct is an intentional act in disregard of the employer’s best interests or in violation of a standard an employer legitimately expects. Often this requires either that the employee has been warned but persists in violat-ing the rules, or that the conduct actually caused harm to the employer. However, Dick merely telling Janice to “calm down and act more civilized,” hardly constitutes a warning that con-tinuing to use profanity would result in her discharge.


In The Trenches

@#%$#%&#@!

PS0906_37_38_Trenches.indd 37 6/4/09 2:10 PM


in the trenches

Had Janice used profanity in front of customers, even without being warned that the behavior was inappropriate, it would have caused actual harm to Acme and would have been sufficient to result in a discharge for misconduct con-nected with the work. But nothing in these facts supports misconduct as the precursor to her discharge. It makes sense to fire a good employee for using strange methods to get the work completed if those methods hamper the performance of the work or cause harm to others, but it doesn’t appear that anyone complained about her choice of language. Understand-ably so, as it appears that she gave as good as she got.Julie Badel, partnerepstein Becker & Green, P.c.(312) [email protected]

An AcAdemiciAn sAys:Janice was in the wrong job and Dick should have spotted this quickly. She assumed responsibility for delivering food when the customers wanted it, and got caught between the customers who wanted their food and the backroom people who delivered it. It wasn’t a good place for someone with a low tolerance for stress. After Dick observed her explosive

behavior, he should have known that she couldn’t handle the job and quickly reassigned her before the situation escalated to a full-blown war between her and the backroom group.

Screaming, shouting and foul language don’t belong in any workplace, period. I’m surprised that someone hadn’t filed a “hostile work environment” suit against Acme. It was Dick’s and Acme’s responsibility to stop the shouting and the foul language. It doesn’t make any difference how good a worker of either gender is, this behavior is unacceptable. Janice might have been the greatest retailer in the universe, but her behavior was unacceptable, and so was that of the backroom crew. And as usually happens in situations like this, the conflict escalates, and people tend to get louder and more abusive.

What is appropriate work behavior? Well, there’s a legal defi-nition, which I defer to our legal expert to explain. However, my definition is broader and it has to do with whether each employee is treated with dignity and respect, which, by the way, are values that you’ll find in many company value statements. I think these are values that should permeate the workplace, any workplace. And they’re easy values to define. Just ask a group

of workers what it means to be treated with dignity and respect and they’ll provide you with some nice behavioral definitions.

The unemployment benefits issue is an interesting ques-tion. Most companies would deny benefits in this case because the worker was fired for cause, and therefore is not eligible for unemployment. However, occasionally one finds a company that would argue that they put the worker in a situation that she wasn’t qualified to handle, and thus they should bear some of the blame for the poor selection/job match. These compa-nies might give severance pay or allow unemployment claims to compensate for their “selection error.” It raises interesting questions about how much responsibility (blame?) a company should assume for an employee’s failure to perform.Professor homer h. Johnson, Ph.d.Loyola University chicago(312) [email protected]

A mAintenAnce PLAnner sAys:High behavior standards are governed by the rules of conduct the company sets forth. Employees agree to abide by these rules when they go to work each day. These standards should apply to contact with the public as well as fellow workers, and should be enforced equally from top to bottom. Dick, Janice and the Acme staff seem to be committed to doing their jobs well and maintaining the business during the economic downturn. This doesn’t allow them to ignore the behavior standards.

Dick has an excellent vision for keeping Acme going in the face of marketplace challenges. As manager, he has the responsibility to lead employees, as well as ensure compli-ance with company rules. By tolerating behavior lapses, he lessened his effectiveness as a leader.

Janice is effective when interacting with the public. Her in-teraction with the backroom crew leaves a lot to be desired. As a senior-level employee, she should hold herself to the standards the company expects and set an example for the others by treat-ing them the same as she treats the public. The uproars in the backroom her entrance triggered show that their respect for her is greatly reduced and is harming the organization.

Janice’s firing was justified because of her behavior, regardless of her sex. As a management-level employee, she should have followed Acme’s rules of conduct, regardless of whether they were enforced uniformly. Acme was correct in denying her benefits. As for Dick, he has a lot of work to do in reestablishing himself as a leader and manager. Only by uniform enforcement of the rules of conduct will Acme be able to avoid this situation in the future. Bryan G. trantham, maintenance plannerevergreen Packaging-Waynesville Facility(828)[email protected]

JAnice’s FirinG WAs JUstiFied BecAUse oF her BehAvior, reGArdLess oF her sex.

PS0906_37_38_Trenches.indd 38 6/4/09 2:10 PM


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Fighting WordsEnergy productivity from a military perspective

in May, i was privileged to participate in dialogue between industry and the U.S. Air Force over the challenges of manag-ing complex organizations for maximum energy productivity. For the military, managing the multiple aspects of supply security and energy prioritization, as well as cost and the environment, can mean the difference between mission suc-cess and failure. This is no less true for industry.

For centuries, the military has had to live with the reality that everything they take to the theater of operations must be hauled there or sourced on the spot, ideally sustainably. From the earliest days of warfare, supply lines have been among the most vulnerable links in the chain.

In the theater itself, allocation of scarce resources between activities directly related to the mission and to the comfort of the forces becomes a daily challenge. It’s probably no acci-dent that some of the most effective energy management re-sults within the U.S. Federal Energy Management Program (FEMP) and similar initiatives come from the military.

Rapid changes in activity level, demanded of any military before and during deployment, bring challenges into the spotlight, and can encourage energy innovation and speedy management decisions. They also highlight the importance of rigorously following priorities: the highest is energy efficiency, the next is to maximize heat recovery and cogeneration, fol-lowed by the effective deployment of renewable energy sources, and completed with effective teaming with the current energy networks to optimize the value of investments.

A great example came from the apparently relatively mun-dane need to air-condition forward bases in Iraq and Af-ghanistan. Mundane, that is, until we remember that most structures are tents, and that fuel for generators is rapidly becoming the second highest energy need. This led to rapid development and deployment of insulated tents, along with reinvigorated efforts to maximize equipment efficiency and seek renewable electricity sources.

Fueling ground transportation and aviation is by far the

largest energy need for today’s forces. Like everyone else, the military is subject to the vagaries of world oil prices, and the day-to-day stresses of the global oil supply structure. Unlike everyone else, the need to transport vast quantities of petroleum products to difficult forward locations produces massive logistical challenges and supply chain vulnerability. In these circumstances, the premium attached to effective, but efficient, vehicles and airplanes is immense. Equally important is the ability to have energy systems that are fuel-flexible and can handle differing fuel grades and types, including renewable sources. The breadth and depth of the innovative research in potential renewable transport and aviation fuels underway in the militaries of the world would surprise a lot of people.

This need for rapid innovation of technological and logisti-cal answers to energy challenges suggests that many answers to the wider global challenges of climate change, energy supply and energy cost might well come from the military. At the same time, their immediate mission always must have the overriding priority, which might militate against deploying the sustained long-term energy productivity management practices displayed by the best of industry. This is an area where industry might have something to share.

Benchmark industrial companies demonstrate sustained commitment to reduce overall energy use, environmental impact and cost risks, supported by clear leadership and op-erational targets, and high-quality data. In the good times, some others see this is an unnecessary luxury. In the tough times, these same critics scramble to reduce energy costs and risks in rapidly deteriorating market circumstances. These differences in management philosophy and practice can be a key to survival or collapse when reduced risks and every penny count. The current situation in the global auto-motive market highlights this in a number of ways.

At the end of the meeting, I was struck less by the differenc-es than the similarities in the energy management needs for large organization, whether military, industrial or municipal. As we face the next 100 years of energy challenges, there’s no substitute for systematic implementation of the loading order priorities. Rocket science it’s not, but systematic management of these priorities is still all too rare.

Peter garforth is principal of garforth international LLC, toledo, ohio. he can be reached at [email protected].

EnErgy ExPErt

Many ansWErs to thE WidEr gLobaL ChaLLEngEs oF CLiMatE ChangE, EnErgy suPPLy and EnErgy Cost Might WELL CoME FroM thE MiLitary.

peter garforth

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