plant services jan 2010

8/14/2019 Plant Services Jan 2010

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www.plantservices.com

jan

u

ary

2010


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In times like these, you need more than the right product in the right place. Thats

why, at Swagelok, we take training to heart. Working side by side with you to improve

your bottom line, well guide you in everything from correct component installation to

efficient steam systems and orbital welding. We even offer a variety of self-paced online

courses through Swagelok University, covering product and technology information

and applications. It all stems from our dedication to Continuous Improvement both for

ourselves and our customers. And its just one more way we continue to offer more than

you might expect. See for yourself at swagelok.com/training.

Because show me

works so much

better than tell me.

2

009SwagelokCompany


5/44

15 / Hm Ct

Supervisors and

Self-Direced Work teasSetting a reasonable span of

control is the most effective

approach

17 / SSt m

sse ifecycle

manageenCharacterized by complexity,

its driven by risk

19 / tCH tbx

moor fciency

SandardsA worldwide effort will shrink

the energy footprint of motor

systems

42 / xt

Wha Happened

a Copenhagen?More than you might have

been lead to believe

oum d dpm

20 / CV St

Waned: Wased energyCapture the reward of higher efciency

26 / CmSSS

taing muliple CopressorsCompressor sequencers are not all equal if the system

is complex

31 / Ht

pgrade nefcien HiaysYoull see your way to better reliability and cost savings

34 / StmtS & CtS

nline training for &CThe ups and downs of learning instruments and controls

over the Web

p

fu

b of oJAAY 2010 / V. 31, . 1

7 / Fm tH Dt

Wild ideAre you ready to end thisrecession?

8 / D

Getting Ahead, Staying Ahead

EMA Announces Smart

Grid Standard

10 / WHt WKS

Condensing boilers

boos fciencyGas consumption cut 25% in

Connecticut

12 / SC

peraional cellenceHowever you dene it, thefoundation is reliability

37 / tH tCHS

Whas o a?Acmes harassment policy

comes front and center

39 / DCt FCS

40 / CSSFDS / D Dx

www.PLANTSERVICES.Com JANuARy 2010 5

xu

Save oney wih ceried used, surplus elecrical

equipenKeep business competitive and safe while cutting landll waste

and saving the environment

www.plantervices.c/articles/2009/204.htl

ploring he value of living CmIn this pilot project, a municipal electricity utility teamed with

MDEC to explore the value of living CM in actual operation

using live client data.


everaging he power of inelligen oor conrol o

aiize HVC syse efciencyBecause HVAC systems comprise a large amount of a buildings

operating costs, it makes sense to ensure these systems are

running as efciently as possible.

www.plantervices.c/whiteaers/2009/016.htl

mainenance planningBegin with the basics

htt://www.plantervices.c/articles/2009/205.htl

Sudens are deanding and geing indusrial

raining choicesThe key to providing every student with an affective learning

experience is to offer a full menu of choices.



6/44

The First Name in

Power Transmission

2008 Baldor Electric Company

Unmatched Quality

Superior Reliability

Improved Uptime

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DODGE power transmission products offer reliable

service and low maintenance to help reduce your

total cost of ownership. Our innovative bearings,

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Our technical sales team can help you with the

most challenging applications, and our worldwide

distributor network ensures immediate delivery.

When it comes to PT solutions, DODGE is the first

name in power transmission.

dodge-pt.com baldor.com


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8/44

8 January 2010 www.PLanTSErVICES.Com

p & Rg

gg AA, SAyg AAhe Business Roundtables Srinboard projet issues nal reoendations

Final reoendations fromTe Business Roundta-bles Springboard Project are designed to ensure that Ameri-

can workers thrive aer the economy rebounds. With a

widening gap between employers demands for more skilled

workers and workers skills, theres an urgent need for a

better educated, trained workforce. Te recommendations

highlight public policy changes and business-led initiatives

to overcome obstacles that threaten U.S. competitiveness.

Te projects members include a group of education andbusiness leaders, labor experts, union chiefs, academics,

foundation heads, and former government ocials.

Business Roundtable says stagnant earnings and job instabil-

ity plagued American workers well before the recession began

because of low high school graduation rates, poor college

completion rates, and inadequate levels of education. Globally,

the United States ranks second-to-last among developed na-

tions in postsecondary completion rates.

American workers remain the most productive in the

world, but the country risks losing that edge if we dont

foster opportunities and the expectation that workers must

upgrade their skills throughout their careers. Seventy-three

percent of the U.S Bureau of Labor Statistics projected fast-

est growing occupations over the next six years wi ll require

some level of postsecondary or vocational credentials.

Furthermore, the occupations requiring the lowest qualica-tions are the least secure.

Improving education is essential to building a bet-

ter trained and skilled workforce, says William Green,

chairman and CEO of Accenture and chairman of Te

Springboard Project. Tis must be a top national priority if

America is to retain a leadership position in an increasingly

competitive global economy.

Fy mASSS

Learn about ongoing developments in emergency mass

notication for industrial operations that process, use,

store, and distribute hazardous materials such as chemi-

cals, gases, and petroleum products. Federal Signal

Corp.s 14-page report, Planning and Developing Effective

Emergency Mass Notication Strategies for Hazardous

Industrial Applications in the Post 9/11 Era, examines

issues ranging from planning requirements and methodolo-

gies to system development and newly available technol-

ogy. Its in the library at www.federalsinal-indust.o.

p p g pS yR pck

ControlSoft Inc.s PID Loop Tuning Pocket Guide is

now available in its 4th edition. The new edition of this

concise, 12-page publication includes tuning instructions

for cascade loops and an expanded reference section on

common controllers. Find it at www.ontrolsoftin.o.

-AR SmRy RvRS A SA cA

A free white paper case study, QuietDose In-Ear Do-

simetry Is a Foundational Element of Dixie Industries

Safety Program, details how the Chattanooga, Tenn.

specialty forging and assembly operations company was

able to use in-ear dosimetry to better understand its

noise problems. Find it at www.hearforeer.or/dixie.

F SAF, Rc cRcA qpm

Looking for a hard-to-nd transformer replacement?

Need that motor control faster than the six-week lead

time from the OEM? The Professional Electrical Ap-

paratus Recyclers League (PEARL) offers PEARL

Link, where you can send an RFQ to the organiza-

tions 50 qualied equipment-rebuilding corporate

members with one click. Visit www.earl1.or.

RcA RASS AS RFg mAA

The National Roong Contractors Association (NRCA)

is releasing the NRCA Roong Manual: Architectural

Metal Flashing, Condensation Control and Reroof-

ing 2010. The manual will complete The NRCA

Roong Manual, which also includes Membrane Roof

Systems 2007; Metal Panel and SPF Roof Systems

2008; and Steep-slope Roof Systems 2009. Find

out how to obtain one or all on CD at www.nra.net.

FAcBk A FAcRy?

IFS North America is releasing the results of a study

that shows that manufacturers want to see more in-

tegration between social networking tools and their

enterprise resources planning (ERP) systems, and

more social network-like, enterprise 2.0 functional-

ity. Get the details at www.ifsworld.o/us.

RSRcS


9/44


We are recommending six initiatives from creating

incentives for boosting postsecondary achievement rates to

making use of more innovation in and out of the classroomto help close our growing skills gap. One aim is to drive a

double-digit increase in postsecondary graduation rates

during the next 20 years. Achieving this requires us to not

only advocate lifelong learning, but take an active role in

creating better educated citizens.

Te Springboard Projects recommendations focus on im-

mediate and longer-term actions for government, business,

and educators to keep Americas workforce competitive

throughout the 21st-Century:

1. Use incentives to build a better-educated and trained

workforce.

2. Develop nationally-recognized workforce certicationsand credentials.

3. Communicate to workers valuable labor market and

related education information.

4. Bring 21st-century innovation to education. Reinvent

the delivery systems for more cost-eective outcomes.

5. Unlock the value of community colleges and two-year

institutions.

6. Foster lifelong learning. Encourage a mindset that

values lifelong learning as an essential priority.

Business Roundtable will advocate for the reports policychanges. It will ask member companies to partner with

at least one state, community, or other two- or four-year

college; school district; or nonprot organization. Even a

one percent improvement in college graduation rates could

potentially add nearly $300 billion to the economy by 2030,

adds John Castellani, president of Business Roundtable.

Find the entire report, Getting Ahead, Staying Ahead:

Helping Americas Workforce Succeed in the 21st-Century,

at www.businessroundtable.org.

In njnin wih an address by Commerce SecretaryGary Locke to GridWeek, the National Electrical Manufac-

turers Association (NEMA) has announced the completion

of SG-AMI 1-2009 Requirements for Smart Meter Upgrade-

ability, its rst Smart Grid standard.

SG-AMI 1-2009 was developed by a team of meter manufac-

turers and electric utilities to provide guidance to utilities, state

commissions, and others that want to deploy advanced meteringinfrastructure (AMI) before completion of the standards work

identied in the National Institute of Standards and echnology

(NIS) Smart Grid Interoperability Roadmap.

NIS conducted several workshops throughout 2009 to ob-

tain input on the development of a Smart Grid Interoperability

Roadmap. Te Roadmap identies a plan for moving forward

with the development or modication of Smart Grid-related

standards. While the Roadmap and its component Priority

Action Plans will take several years to complete, utilities and

other stakeholders need guidance on the purchase of Smart

Grid products and systems today. In particular, utilities are

installing AMI and smart metering systems now to bring

Smart Grid benets to consumers as soon as possible.

o provide this guidance, Dr. George Arnold, NIS Na-

tional Coordinator for Smart Grid Interoperability, called

on NEMA to conduct an accelerated standards development

eort. Te objective was to dene requirements for smart

meter rmware upgradeability in the context of an AMI sys-

tem using a common vocabulary among industry regulators,

utilities, vendors, and other stakeholders.Te standards team included meter manufacturers (Elster

Electricity, GE, Itron, Landis+Gyr, and Sensus), electric

utilities (Alabama Power, Consumers Energy, Georgia Power,

Oncor Electric Delivery, and Southern California Edison),

and representatives from the Department of Energy Pacic

Northwest National Lab, EnerNex, and NIS.

Te standard wil l be used by smart meter suppliers, utility

customers, and key constituents, such as regulators, to guide

development and decision-making as related to smart meter

upgradeability. Te standard, SG-AMI 1-2009 Requirements

for Smart Meter Upgradeability, will be available for down-

load at www.nema.org/stds/sg-ami1.cfm.

NEMA ANNouNcEs sMArt GrId stANdArd

Its not ESPN its how Joel

Leonards January columndescribes the way cur-

rent economic and political

conditions are lining up as

opportunities to advance

the profession. See it and

every months Crisis Cor-

ner at www.plantservices.

com/voices/crisis_corner.html, or sign up for a free

subscription to our Skill TV Solutions e-newsletter

at www.plantservices.com/enews/index.html.

coME oN, MAINtENANcE


10/44


I 2007, aeronly 10 years in service but countlessrepairs, deteriorating eciency, and four consecutive

increases in annual natural gas consumption, OFS Fitel,

LLC (OFS, www.ofsoptics.com) replaced ve, one million

BU/hr copper-n boilers with two Benchmark 2.0 Low

NOx (BMK2.0LN) boilers from AERCO (www.aerco.com).

Te new boilers high turndown and condensing operation

reduced the Avon, Conn.-based ber optic manufacturing

companys energy consumption by 25% in the rst year.Te new boilers were to t into a small space on an equip-

ment mezzanine, there was a strict timeframe for installa-

tion, and the budget was tight. OFS management worked

with its HVAC contractor, radesmen of New England

(NE, www.tradesmanofne.com), and Ed Adajian of Ada-

jian Engineering (www.aeipe.com) to aid with the solution.

NE researched boilers and chose two condensing and

fully-modulating units plus the companys multi-unit con-

troller, the AERCO Boiler Management System (BMS).

Although the original boilers were listed as Category IV

condensing appliances, upon the rst exchanger corrosion

failure, the manufacturer advised a minimum of 140F be

returned to the boiler plant. Consequently, OFS 20 hy-

dronic heating loop was operated year-round based on 180F

supply setpoint and 160F return to protect the copper-n

boilers from the corrosive eect of condensing operation.

With the BMK2.0LN retrot, OFS was able to vary sup-

ply water temperatures between 180F and 120F based on

changes in outside air temperature. On the coldest winter

night, when local temperatures dip to -5F, the system deliv-

ers 180F supply water. However, on days when ambient

temperatures exceed 65F, the system can deliver adequate

heat and humidity control with a 120F boiler supply set

point. Varying supply water temperature according to out-

side air temperature reduces energy consumption because

it promotes condensing. Te new plant should operate incondensing mode whenever the outside air temperature

rises above 45F.

Te ve original, one million BU/hr boilers were

equipped with on/o burners and operated sequentially.

Only four of the units were needed at peak load, so the plant

had 4:1 staged turndown. It could meet loads of one, two,

three or four million BU/hour eectively, but units would

cycle to meet any other demand. Cycling wastes energy.

Each new BMK2.0LN boiler delivers 20:1 turndown to

match any load from 100,000 BU/hr to 2 million BU/hr

without cycling. Managed by the BMS controller, the four

million BU/hr boiler plant has 40:1 innite turndown.

Energy savings from reduced cycling are obvious dur-

ing colder New England weather, when there are far fewer

opportunities to condense, says NEs Marc Riccardi, but

I think that its actually during the summer months, when

loads are at their very lowest, that the new equipment really

shines. Rather than responding to demand with repeated

blasts of one million BU/hr., the Benchmarks can steadily

deliver as little as 100,000 BU/hr without shutting down.

Te new units occupy a small footprint (12 sq. .) and can

be installed in pairs with zero side-wall clearance. Installa-

tion was scheduled to be done over Tanksgiving weekend,between Friday and Monday morning. NE coordinated the

eorts of its personnel, as well as the work of electricians,

riggers, roofers, and pipe tters required for the job. Te new

boiler plant was online before the building ever became cool.

Te AERCO BMS controller was easily integrated into the

buildings existing Energy Management system via Modbus

communications protocol at no additional expense to OFS.

Aer cal ibration and adjustment by NE, OFS began to

enjoy savings. racking monthly gas consumption clearly

demonstrated the combined power of turndown and con-

densing operation. Overall, the company reduced its natural

gas consumption by 25% during the rst year.

wht wrk

CndenIng BIler Bt effICIenCygas cosumpio cu 25% i Cocicu

Annual gas consumption decreased 25% from 153,000 CCF to

114,000 CCF in only one year.

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec5,000

7,500

10,000

12,500

15,000

17,500

20,000

2007-2008

2006-2007

Natural Gas Consumption (CCF)


11/44

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12/44


OpOl xcllcHowever you dene it, the foundation is reiabiity

Our inaugural guest column is excerpted rom the frst o a

Road to Reliability article series on reliability and mainte-

nance rom both undamental and leading practices perspec-

tives. Te ull articles are at www.PlantServices.com/voices/

road_to_reliability.html. I you have something to say, send

Your Space columns to [email protected].

Many items affet and contribute to operational excel-

lence, but reliability is a core underpinning. Companies candraw on a wide-ranging group of lean or world-class manu-

facturing techniques and tools, but if reliability is lacking, so

will plant performance. An operationally-excellent organiza-

tion can start its equipment on demand, complete the produc-

tion run in a quality, timely manner based on design capacity,

and shut down without mishap. Tis is done in a safe, cost-

eective manner, compliant with regulatory requirements.

Operational excellence requires excellence in reliability.

Multiple denitions of operational excellence and world-

class reliability abound. Anybody working in the eld for a

signicant time, whether as a consultant, an academic, or

a practitioner, has likely developed their own. Individuals

and groups can argue ad infnitum or ad nauseam why their

model is the most correct while others are decient. But, its

not generally a question of being right or wrong, as most

denitions have a degree of commonality. Te danger is thatsome individuals and organizations debate endlessly, losing

focus on the need to get o the dime and actually start mak-

ing the operational improvements.

Within an organization, its critical that employees share a

common vision of operational excellence. Personnel should

openly debate what makes up operational excellence, but

once the debate ends, they need to ral ly around the accepted

vision and strive wholeheartedly toward its attainment.

For organizations that havent yet dened the key elements

or components of an operational excellence initiative, well

describe an example. We arent claiming that this is the op-

timal model of operational excellence, but its a template that

can be used in the initial discussions of what an organization

believes the model should be.

Five basic or foundational elements exist in this model.

Reliability in, and integration of, each element produces the

foundation for success. So, what does it mean to have reli-

ability in these elemental areas?

People: Reliable people represent a motivated, educated

workforce that understands how to carry out their dened

roles and responsibility, while being accountable for results.Tey work together on a team-oriented basis, backstopping

one another when necessary, with individual egos subjugated

to the common good.

Processes: Reliable processes arewell-dened, appropriate

production and business (work management) processes in

which the workforce is educated and trained. Te processes

are revalidated or updated continuously, and training is re-

inforced periodically in both the classroom and on the oor.

Systems: Reliable systems are computerized systems that

mirror and support the business processes. Te systems

are designed and congured to support business objectives

rather than the reverse. Tey dont merely provide data, but

also generate information that is ready for analysis, decision-

making, or action-taking.

Technology:Reliable technology means having state-of-the-

art tools to feed your systems with timely data or provide data

analysis leading to prevention or resolution of problems.

Equipment:Reliable equipment is an outcome of the four

items outlined above. But, it also is a result of the decision

process when the unit is built, long before people, systems, pro-

cesses, and technology are applied to operate and maintain it.

So, to summarize, if we install t for purpose equipment

that isoperated and maintained by a motivated and edu-cated workforce, supported by properly designed business

processes, systems, and technology, we have the potential to

achieve operational excellence.

Along with the ve foundation elements, the proposed

operational excellence model includes ve pillars: organiza-

tional al ignment, asset reliability, regulations or compliance,

manufacturing, and energy. See our explanation of these

pillars and how they relate to the foundational elements at

www.PlantServices.com/voices/road_to_reliability.html.

ndy Ginder, vie resident, BB eiabiity consuting, may be

reahed at [email protected].

O Spc

DB H MkS p OpOl

xcllc, B Oc H DB DS,

ll OD H ccpD SO.


13/44

New from WD-40 Company: BLUE WORKS Industrial Grade, specialty maintenance

products. Ask your distributor for details on how you can experience outstandingperformance from a line that meets your rigorous technical requirements.

For a free sample,* visit BlueWorksBrand.com/sample and enter Offer Code PSB

*While supplies last. 2010 WD-40 Company 50-State VOC compliant


14/44


15/44

SupvSS d Sf-dcd Wk mS

Setting a reasonable san o ontrol is the ost eetie aroah

stablishing sel-irete wor teams is easy, but de-veloping and supporting them requires eort. A work force is

organized as either a traditional or a self-directed work team

(SDW). raditional structures are organized by function. Em-

ployees perform specialized tasks under top-down supervision,

and directives are aligned with the function. People are viewed

as tools to complete tasks, each of which has its own objective,

sometimes working at cross purposes to other functions.

SDW structures are organized around core processes.eam members are cross-trained to perform multiple tasks.

Leadership is shared. Decisions made at the point of action are

better and faster, and reduce ineciencies. Te implication is

that a layer of supervision can be eliminated.

Establishing a SDW requires communicating the con-

cept to the people aected, designing the team, establishing

a charter, dening the core processes and establishing the

teams culture. Te charter details the teams customers,

mission, values, and goals. Youll need a set of standards for

the work processes, roles and responsibilities, procedures,

normal practices, and ways to interact with other plant sys-

tems and teams. You might include a statement about how

team members are to interact with each other, a discussion

about trust and respect, communication, team cohesion, etc.

Tats easy. Developing and supporting teams is harder.

Oen, when management tries to implement SDWs, the

focus is on reducing labor costs by cutting the number of

managers and supervisors. Aer all, self-directed implies

the teams dont need supervisors. Right?

SDWs are comprised of people. Oen, the number of

people carrying out the core functions doesnt change very

much. You must consider your approach to developing and

supporting both the SDWs and individual team mem-bers. Successful programs show participants what theyre

expected to know and do, explain how to do it, coach them

through it one or more times, and clarify or correct them

when they need support. Participants must understand what

they are to do, be coached until theyre procient and con-

dent, and have guidance, clarication, and support.

Its unikely the initial charter and team design will ac-

count for every circumstance to be faced. Teyll stumble

from time to time; theyll need support of a higher-level au-

thority when they need resources and decisions outside their

scope of responsibilities. Gutting supervisory and manage-

ment levels leaves inadequate development and support

resources. Projected eciency gains evaporate if teams lack

condence in your ability to develop and support them.

What about accountability? You need a monitoring entity

to require the team to implement corrective actions if things

get outside of limits. Some SDWs take this responsibil-

ity upon themselves. In reality, especially during the early

stages (or if support hasnt been adequate or consistent) the

teams cant drive performance from within.

You need to consider the support and development of

individual team members. raditional or SDW, high-per-

forming plants encourage technical, professional, leadership,

and management development for workers. If your supervi-

sory level is decimated, who will advocate for increased job

skills, who will be the next generation of supervisors?

If you reorganize towards the SDW model, dont handi-

cap the program by gutting the supervisory and manage-

ment levels. Tere are practical limits to how many people

one supervisor can develop and support. Te ratio of opera-

tions and maintenance personnel to rst-line supervisors

can be as little as 4:1 to as much as 40:1. Te range varies

relative to the complexity of the work and the professional

capability of the supervisor and team members.

Recently, I spoke with a manager at a food plant who

related how they implemented SDWs and drastically uppedthe worker-to-supervisor ratio to something on the order

of 80:1. In my opinion, theres no way an organization can

develop and support either the teams or the individuals very

eectively with such a wide span of control.

raditional organizational structures have weaknesses

as well. My point isnt to suggest that SDWs are unwork-

able. My point is that if you have or are considering SDWs,

dont underestimate the role of supervisors and managers in

achieving business goals from the reorganization.

o moriarty, p.., cmp, is resient o liae m n. con-

tat hi at [email protected] an (321) 773-3356.


GuG SupvS d

mGm vS vS

dqu dvpm d

Supp SucS.

Hum cpTom moriarTy, P.E., CmrP


16/44

I FS T HE GL OBAL ENT ERPR ISE APPL ICAT IONS COMPANY

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Our business changesevery six months.

Our systems take a year

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Ass LfL MAnAgMnharacterized by complexity, it drive by rik

Whe it come to managing capital assets eectivelythroughout their lietime, there are many barriers to overcome.

One o the most ormidable roadblocks is the silo-thinking o

decades past, both or sofware tools and the people responsible

or using them. In recent years, as companies begin to think

more strategically about their assets, demand or a more inte-

grated approach has steadily increased.

Furthermore, rising asset cost and complexity have

resulted in a surge in operational and nancial risk, such asthe consequences o catastrophic ailure. In turn, this has

intensied pressure rom shareholders and regulatory bod-

ies to improve liecycle costing and reporting. Fortunately,

opportunities exist or better managing your assets through-

out their liecycle. Te asset li ecycle has eight main stages,

each with its own people and technology silos:

Strategy/Plan: Long-term capital plans include replace-

ment o aging assets, as well as new assets that accommodate

growth. Sofware tools: capital asset planning sofware;

strategic planning sofware

Design: Execution o the Stage 1 plan begins with the

design o new or replacement assets by internal or external

engineering resources. Sofware tools: Computer-Aided

Design (CAD); Computer-Aided Engineering (CAE)

Build/Procure/Acquire : An asset is built, purchased, or

acquired through the procurement department. Sofware

tools: CAD; Enterprise Resource Planning (ERP) Fixed As-

set Accounting and Procurement modules

Installation: Internal engineering, operations, and main-

tenance resources work with external vendors to install and

test the asset. Sofware tools: ERP Fixed Asset Accounting

module; CAD; project management; various o-the-shel

and asset-specic quality assurance and testing sofwareOperation: Tis stage provides the greatest source o

revenue, and ultimately, the return on capital employed.

Its the longest and most expensive stage in an asset lie-

cycle, most ofen managed by the Operations Department.

Sofware tools: ERP Material Requirements Planning (MRP)

and other operational modules; shop-oor data collection;

Human-Machine Interace (HMI); Supervisory Control and

Data Acquisition (SCADA); Programmable Logic Controller

(PLC); Building Management System (BMS); a wide variety

o asset-specic, proprietary sofware

Maintenance:Te Maintenance Department is responsi-

ble or maximizing the availability, reliability, and peror-mance o the asset at minimal cost during the Operation

stage. It occurs whenever there is a breakdown, planned

shutdown, periodic preventive maintenance inspection, and

so on. Sofware tool: CMMS

Modication/Refurbishment : At times, a business need,

technology change, wear, or a unctional ai lure precipitates

modication or reurbishment o the asset by Engineering,

Maintenance or an outside vendor. Sofware: CMMS; CAD;

ERP Procurement and Fixed Asset Accounting modules

Disposal: When an asset is no longer satisying the needs

o the business in a cost-eective manner, Engineering and

Procurement Departments are typically involved in retiring

it. Sofware: ERP Procurement and Fixed Asset Accounting

As can be seen rom these descriptions, the numerous

islands o automation and various departments responsible

or each stage make it dicult to integrate, manage, and

optimize asset perormance along its entire l iecycle. How-

ever, the latest trend among the more sophisticated CMMS

vendors is to provide more advanced unctionality that ac-

commodates the business needs o each stage, either directly

within the CMMS, or through links to external sofware.

For example, several modern CMMS packages track move

history o any serialized asset or component, rom initialinstallation to disposal, including any appreciation or deprecia-

tion o the asset along the way. Some CMMS packages have

an engineering module ully integrated with the maintenance


Ass MAnAgv b, P..

Strategy/plan

esignbuild/Procure/cquire

nstall Operate MaintainModify/efur

ispose

15% 80% 5%

otrary to general perception, most of an assets lifecycle cost (80%) stems from operations and maintenance.

Ass LfL

% Total lifecycle cost


18/44


modules or a smooth transition rom design, build, and instal-

lation, to operation and maintenance stages. Finally, the more

robust ERP packages have ully integrated procurement, fxedasset accounting and maintenance modules.

Asset Class Integration: Not only do silos exist through-

out the liecycle o an asset, there also are silos or each asset

class across the enterprise. Te fve major asset classes are:

Plant Equipment (eg, within a production line)

Facilities (eg, buildings)

Fleet/Mobile Equipment (eg, vehicles, ork li truck)

Inrastructure (eg, bridges, roads, pipelines)

Inormation echnology (eg, computers, routers)

Each asset class might have a separate department respon-

sible or maintenance, as well as a standalone CMMS (eg, a

eet-specifc maintenance management system, a CMMSthat can handle linear assets, specialized soware or I

assets). When you couple these silos with those along the

liecycle o each asset class, one realizes the huge opportun-

ity or improvement. Trough enterprise asset management,

resources and technology solutions can be integrated or

each asset class, along the entire asset liecycle and across

the enterprise. Tis will dramatical ly reduce capital and

maintenance costs. Moreover, using standard processes,defnitions, and soware tools will provide economies o

scale, as well as improve accountability and compliance.

Efective Risk Management: Even the most basic assets

are becoming smarter with embedded technology such as

RFID devices, sensors, and onboard computers. As our

dependency on the technology has increased, the risks as-

sociated with these more complex assets have skyrocketed.

As a result, you should develop rapidly-adaptable costing

models that account or the risks and liabilities associated with

each stage in an assets liecycle. Anticipate the consequence o

ailure or the asset overall and each o its major components.

In so doing, you can build a capital plan and liecycle modelthat minimizes risk and supports appropriate capital unding

through proper analysis o the options.

E-mail Contributing Editor David Berger, P.Eng., partner, Western

Management Consultants, at [email protected].

E ME


19/44

Tcgy TbxSheila Kennedy


MT ccy STaaSa worldwide effort will shrink the ener footprint of motor sstems

Motor efien stndrds established by the U.S.Energy Independence and Security Act, the International

Electrotechnical Commission, and the European Commis-

sion Eco-design Regulatory Committee led motor manuac-

turers to up perormance and efciency, reduce energy use,

and minimize greenhouse gas emissions.

Eciency targets: Europes IE3 minimum-efciency

standard or new motors, mandatory in 2015, is comparable

to the U.S. NEMA Premium standard. Motors developed byBaldor comply with both. Te Super-E Metric IE3 AC mo-

tors are available in 22 ratings, rom 4 kW to 375 kW, with

three speed options at each. Full-load maximum efciency

ranges rom 89.9% to 96.3%. Using durable, cast-iron IEC

rame types and wound with Baldors inverter spike-resis-

tant magnet wire, the motors are inverter ready and as

much as 100 times more resistant to transient spikes, short

rise-time pulses, and high requencies. Improved insulation

materials are said to withstand peak voltages to 1,600 V.

Exceeding standards: Some are moving beyond mini-

mum standards. Siemens Energy & Automations compact

SH630 Above NEMA AC motor meets or exceeds them. Part

o the H-compact Plus series, the SH630 produces as much

as 11,000 hp at voltages to 13.8 kV at 60 Hertz. Low-windage

design and precision components minimize riction. Vacu-

um-impregnated insulation ensures thermal stability, surge

strength, and resistance to severe operating conditions.

NASA-inspired: Cleantech companies ocus on environ-

mental sustainability. Power Efciency Corp., whose E-Save

motor technology blends work by NASA with the companys

patented and patent-pending technologies. Te 3-Phase Mo-

tor Efciency Controller (MEC) line, now rated or IP00 and

IP65/NEMA 4X, uses the E-Save platorm that optimizesthe efciency o large motors operating at a constant speed,

and under variable or light loads. It senses the curent/volt-

age phase lag and adapts the energy ed to the motor accord-

ingly. Because less electricity is consumed, CO2

emissions

are reduced.

Tree new 3-Phase MEC rames enable energy savings

or AC induction motors rated to 300 hp. Te UL-certied

rames are controlled by a digital signature processor (DSP)

using proprietary algorithms. Te solid-state motor control-

ler eatures so starting and electronic motor-protection.

An optional Ethernet interace and upgraded MECAssistant

control soware oer the potential to share real-time, wired

or wireless inormation about energy, emissions, and motor

diagnostics over the Internet.

Greater torque: A line o high-torque, variable-speed

gearmotors is available or applications needing more e-

ciency, variable speed, and no maintenance. Bison Gear &

Engineering Corp. increased the torque capability o its Ver-

dant Duty 3-phase AC gearmotors by seven times with its

new 650 Series Verdant Duty AC gearmotors. Te variable-

speed, inverter-duty units are constructed or long-lie and

continuous-duty torque outputs rom 148 to 717 in-lbs.

Matching AC drives in NEMA 4X enclosures are available.

Pollution-free design: Zero-emission systems are mov-

ing us toward energy independence. A lightweight motor

developed at Oxord Universitys Department o Engineer-

ing Science shows promise or efcient, high-perormance

electric vehicles, aerospace, renewable, and industrial ap-

plications that require improved power-to-weight ratios and

compact drive systems. Oxord Yasa Motors, a spin-o rom

the university, will commercialize the prototypes.

Originally devised or the hydrogen-powered 2008 Mor-

gan lightweight, uel-efcient car, the motor was congured

in collaboration with Delta Motorsports or a new our-seat

coupe. Te yokeless and segmented armature motors were

optimized by removing the gearbox to reduce weight, leav-

ing the rotor as the only moving part. Weighing 23 kg, the

direct-drive motor reportedly requires hal the volume andgives twice the torque or the same power output. It has a

peak torque o 500 N-m, and peak power o about 50 kW,

which can be extended to approximately 75 kW.

-mil contriutin ditor Sheil Kenned, mnin diretor of

additive communitions, t [email protected].

www.ldor.om

www.se.siemens.om

www.powerefienorp.om

www.isoner.om

www.en.o..uk

www.deltmotorsports.om

c Wb STS:

Z-MSS SySTMS a MgS TWa gy c.


20/44


OptimizatiOn/EnErgy


21/44

WWW.PLANTSERVICES.COM JANUARY 2010 21

e good news is that none of these are mutually exclu-

sive, says David Berger, P.Eng., partner, Western Manage-

ment Consultants (www.wmc.on.ca). Some energy-reduction

initiatives have always been there, and wil l continue long

into the future, like ensuring a building is well-insulated

and properly sealed. ese same measures benet the envi-

ronment by reducing waste, have a solid business case andare good for marketing purposes.

So, it should come as no surprise that, regardless of your

rationale, adopting an aggressive energy-management pro-

gram is the right thing to do, independent of your industry,

size, or location, Berger says. And many of the possible

initiatives under such a program are low-cost and easy to

implement.

ASSEMBLE A POSSE

e energy team will be dierent in every facility, but has some

characteristics in common. e team will be multidisciplinary

and include production engineers, maintenance, nancial,

procurement, and production workers and supervisors, says

Peter Garforth, principal, Garforth International (www.garfor-

thint.com). e leader oen will be someone who self-selectsbecause of a personal passion about energy, and its not unusual

for individuals on the team to have deeply held personal values

around using it rationally. Successful teams meet regularly,

develop clear action plans that are updated regularly, and learn

to act as opportunities arise. ey measure results, they engage

as many employees as needed, and they understand that its

about maintaining continuous focus.

A beverage bottling plant had three oil-cooled rotary screwcompressors as its primary air supply. One 150-hp class,

750 acfm at 100 psig at 129 kW unit served as base load

with two 75-hp class, 360 acfm at 100 psig at 63 kW units

as trim compressors.

When the 150-hp compressor was able to run base load

during production, everything was fine. During the first hour

of the production shift, usually the demand would exceed

the 150-hp supply, the first trim unit (No. 2) would come

on, and the 150-hp unit would short cycle at an average of

about 50% to 60% load. The trim unit and the base load

unit then ran all the time at mostly part load. The peak

load occurs less than 10% of the time but because of theshort cycling, annual energy consumption for production

operation was $68,500 instead of $59,800 as planned.

The sanitation shift used a steady 450 acfm and this was

effectively supplied by the 150-hp class unit, at an annual

energy cost of $20,600.

The weekend shift average of 277 acfm demand only

calls for one 75-hp class compressor; however, two units

are on almost all the time. As soon as the random demand

exceeds the 360 acfm available from one unit, the second

unit comes on and both units short

cycle at 50% to 60% load. They

never reach full blow down andidle. At 50% load, annual energy

cost in this mode was $26,000.

The actual electrical operating

energy cost far exceeded the

projected cost, and the compres-

sors had to be run at a higher

pressure of 108 to 110 psig

to deliver 80 to 85 psig to the

operating system, which also

didnt match the design criteria.

Plant management called in independent compressed airconsulting company Air Power USA (www.airpowerusainc.

com) to review the situation. Air Power USA identified the

primary problems as a too small collector header (3 in.)

combined with high turbulence generated by the configured

crossing T and dead head, according to Hank van Ormer

at Air Power (upper figure). There were other suggestions

to reduce air demand, but the piping situation meant the

central air management system was not able to control

properly as it continued to receive erratic signals and pres-

sure spikes from the high-turbulent-driven backpressure.

Air Power USA recommended a 4-in. header to replace

the current 3-in., with directional entry to eliminate thecrossing tees and dead heads (lower figure). It also rec-

ommended several air-saving projects including no-loss

condensate drains, conversion of open blow-off lines to

venturi amplifiers, converting air vibrators to electric and,

most important, repairing air leaks and continuing to

pursue an active compressed air leak detection program.

With a stable header and lower pressure loss, the com-

pressors overall discharge pressure was reduced from 110

psig to 90 psig (20 psig, or about a 8% to 10% reduction

in kW) and still delivered a stable

85 psig to the production area.

With a stable header pres-sure, the central compressed air

management system was able to

do its job and keep the most ef-

ficient air compressed alignment

on line considering flow, pressure,

timing, and individual unit char-

acteristics. The changes reduced

the total annual electrical operat-

ing energy cost from $115,208 to

$57,140, a reduction of 54%.


22/44


23/44


24/44

24 JANUARY 2010 WWW.PLANTSERVICES.COM

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Performance

PET bottle molders that use both high-pressure and low-pressure compressed air

in blow molding operations typically exhaust residual compressed air from the

high-pressure side to the atmosphere. But as the cost for power to run the com-

pressors increases, You try to save money on compressed air in plants like

these because they can theoretically net out some big energy savings, says ChrisGordon, president of Blackhawk Equipment, Arvada, Colo.

Three years ago, Blackhawk Equipment was introduced to a new concept in

recycling compressed air, the Air Recovery System (ARS). Developed by Tech-

noplan Engineering SA of Geneva, Switzerland, the ARS recovers compressed

air that still has residual pressure. Gordon immediately saw that the ARS concept

could be advantageous to PET bottle production operations, so he began to

work with the licensed U.S. distributor of the system, Connell Industries

www.connell-ind.com/recycling.html).

The PET molding process requires ultra-high pressures, in excess of 580 psig.

The ARS system is installed between a blow molders exhaust system and the plants

low-pressure air system, capturing, storing and returning almost 50% of the dry,

oil-free air at a pressure of 12 bar (170 psi) to the plants low-pressure air system.

Gordon performed pre- and post-installation measurement and verification, and

the energy savings were substantial. The total savings the ARS system generated

enables a payback period of eight to 12 months.

The potential for rebates on electric power consumption can make the payback

even more attractive. In New England, for example, where the kilowatt-hour

rates are three times those in much of the United States, the ARS system can

qualify for about one-third of the total purchase price.

We have energy efficiency programs designed to help customers with electric

power usage to take some of the load off our system, explains Craig Trottier, an

account executive with Public Service Co. of New Hampshire, the states major

electric power utility. That helps defer the need for new investments in infrastruc -

ture. But is also helps our customers manage their energy costs better so that they

are more competitive.

Trottier recently evaluated the rebate qualification of an ARS system installed at

Southeastern Containers Hudson, N.H. facility, where 1.5 million PET bottles are

produced per shift for Coca-Cola, its parent company.

The results of the ARS installation were quite surprising, even better than

projected, Trottier says. This is a unique system that we had never seen before,

and is especially appropriate for PET bottle applications.

We have two ARS systems, says John Fischer, general manager, northeast

region, Southeastern Container, one on a two-liter bottle machine and one on a

20 oz. These are Sidel SB040s, which are big machines. The ARS systems are

taking the residual high-pressure air and regenerating about 800 cfm to the low-pressure side. Thats allowing our Centac compressors on the low-pressure side to

rest. We actually valve-off the low pressure feed to the machine and still continue

making good quality bottles and thats the test.

The results exceeded our expectations, Fischer adds. Public Service of New

Hampshire says were saving at least 5 million kilowatt-hours per year, and could

possibly double that, depending on production considerations. But, in the first six

months of this year, weve saved approximately $300,000. In fact, weve been able

to speed up the machines with some engineering work and software programming

so were actually using less electricity and yet making about 6.5% to 7% more bot-

tles than we did before. Based on that and the utilitys rebate program, the payback

period is less than a year with roughly about $400,000 invested less the rebate.


25/44

Low-friction packing-type seals also

are available. We compared seal types

on a test rig with a 1-3/4-in. sha, says

Chris Boss, senior applications engineer,

compression packing, Garlock. A typical

braided seal drew 1 hp to 1.25 hp, and

mechanical seals 0.65 hp to 0.8 hp. eHydra-Just started out at about 1 hp,

but aer 30 minutes of break-in it went

down to 0.63 hp, Boss says.

In uid-handling applications, seal-

related energy losses from excessive

ushing and process dilution can eas-

ily dwarf frict ional losses. Comparing

the energy consumed by mechanical

seals to that consumed by compres-

sion packings on, for instance, slurry

pumps, ere is a whole lot more en-

ergy associated with ushing systemsthan seal friction, Boss says. How

the seal is ushed and the amount of

ush water makes a huge dierence.

Cold water cools and lubricates the

seal, but cools the process so it may

have to be reheated. Water that enters

the process will have to be removed

later from, for example, a paper or ore

slurry. Dewatering by evaporation or

separation takes energy. ese as-

pects are orders of magnitude greater

than friction, Boss says. Pressure and

ow meters can be used to control the

ow, reduce ow rates, and deter-

mine when seals need to be adjusted

or repaired. You want to maintain

pressure at minimum ow, Boss adds.

Some use more ow than they need.

Compared to radial-lip seals, non-

contact labyrinth seals or isolators can

save energy on motors (Figure 1). Our

tests on a 3-hp motor show a lip seal

requires almost 700 W to start and 300W to run, while an isolator uses about

300 W to start and less than 150 W to

run, says Rogalski.

Be creative. Wittes group has sepa-

rated the control of humidity and tem-

perature by means of a liquid desiccant

system. We designed a new style of air

handler that removes moisture from the

air independently of heating or cooling

the air, saving 35% to 60% of the refrig-

eration energy and capacity compared to

standard HVAC systems, he says. e

system can also humidify the air without

any other devices. e system needs no

drain and wont freeze it can supply air

at -60F so it needs no reheat coils.

Finally, be relentlessly inquisitive.

If something seems not right or not

the best, challenge the status quo even

if you dont have the answer yourself,

Witte suggests. Get corporate engi-

neering involved. Its caused by a law

of physics, but that doesnt mean it has

to happen.

Rebate Ready!

TEL: 724 | 745 | 1555

Email: [email protected]/kwH

2

010SPX

Hankison compressed air treatment products have set the standard for premium

performance, time proven reliability and optimal energy savings. After 60 years, we

continue to develop innovative technologies to best serve our valued customers.

Choose Hankison...New Products...New Ideas...Still the Best!


OPTIMIZATION/ENERGY

LIP SEALS VERSUS ISOLATORS

Figure 1. Labyrinth seals consumed about half the power of a lip seal on this 3-hp test motor.


26/44

People on the plant oor know when notenough air compressors are operating. e

demand-side system air pressure drops below

what production equipment requires, which trig-

gers phone calls and complaints. But, do people

know when too many compressors are running

and inating your plants energy costs?

e Compressed Air Challenge, sponsored by

the Department of Energy, has impressed upon us

that compressed air is an expensive utility. Typically,

only 15% of the input power to a plants air compres-

sor system produces useful compressed air. e rest iswasted as heat and pressure drop. In addition, compres-

sors running in a partially-loaded condition or, worse,

totally unloaded for hours on end waste considerable

energy and maintenance resources. Many compressors

can consume as much as 70% of full-load power while

delivering less than 30% of full-load capacity.

e controls on individual compressors try to match the

compressed air supply with the demand. If supply exceeds

demand, system pressure rises and one (or more) compres-

sors need to reduce output or risk exceeding system pressure

limits. Rotary-screw, centrifugal, and reciprocating compres-

sors, each with varying individual compressor controls, can

be e cient if applied and operated properly. e paradox is

that even compressors with energy-e cient part-load controls

can be ine cient when operated together or in concert with

other capacity control types or air compressor brands. is is

where modern multiple-compressor controllers can alleviate the

part-load energy waste and the eects of wide swings in pressure

on your compressed air system and production.

Many multiple compressor controllers available today use

dierent logic to solve the same problem. Some controllers

merely start and stop compressors based on system pressure;

some rely on time of day to determine which compressors torun, while others will work only with specic compressor types

or those from only one manufacturer. e most advanced con-

trollers address all of these situations. Lets examine the evolution

and application of some of the more popular types.

CASCADING MAY REQUIRE A WIDE BAND

is form of compressor control has been in use for a long time. Mul-

tiple compressors are controlled based solely on system pressure. As

pressure falls below a setpoint, additional air compressors are brought

online in a predetermined sequence. In many cases, the compressor

with the greatest horsepower is started rst and subsequent compressors


27/44


are selected in order of descending horsepower. If the system

air pressure continues to fall to a lower pressure setpoint, the

next pre-selected compressor comes online. is controller

requires the plant to operate with a cascading pressure band

(Figure 1).

For example, the lead compressor loads or turns on when

system pressure falls to 100 psig. e next compressor in the

sequence might turn on when system pressure falls to 95 psig

and the one aer that at 90 psig, and so on. As online capacity

begins to exceed system demand, system pressure rises to allow

the last compressor brought online to unload or turn o (in our

example somewhere around 100 psig) e previous compressorbrought online will require system pressure to rise to 105 psig

before unloading or turning o. As the number of compressors

increases, so does the pressure band and energy consumption.

In a nominal 100-psig system, a 2-psi increase in dis-

charge pressure results in a 1% increase in input power to

the compressor. In addition, higher system pressure increas-

es the consumption attributed to al l unregulated users and

leaks. Oen, systems with a cascade-type controller have

insu cient storage capacity and require a wide pressure

band. When the pressure dierential between the compres-

sors maximum allowable operating pressure and plants

minimum required pressure is tight, too many compressors

end up on line for the demand required, and the full benet

of individual compressor energy saving controls is lost.

NETWORKING MIGHT NOT BE THE ANSWER

Connecting a microprocessor controller to individual air com-

pressors improves response time to system demand changes

and allows for network-type sequencing of multiple, similarly

equipped air compressors (Figure 2). Networking multiple

compressors allows them to operate within a tighter control

band. Typically, the control scheme has only one compressor

operating at part-load while the other compressors run close to

or at 100% capacity at the target pressure. e controller is con-

nected via a communication cable. A network-type multiple

compressor control system usually requires that compressors

be of the same type from one manufacturer, are equipped with

the same microprocessor controller and will only control air

compressors. Because communication among the network ele-

ments requires cable, its oen impractical to connect compres-

sors located in remote areas of the plant.

SMART SEQUENCERS OPTIMIZE EFFICIENCY

With programmable logic controllers, modern sequencers

have evolved with the ability to determine the most e cient

combination of available compressors to meet the ever-

changing plant demand e ciently and eectively.

Advanced smart controllers not only monitor system air

pressure, but also monitor system demand (ow). ese

controllers can sequence various types of compressors and ca-

pacity control systems. Smart controllers also integrate dryers,

pressure ow controllers, and other ancillary equipment.

Smart controllers are preprogrammed with information

unique to your compressed air system. ey store data such

as individual compressor size and type, response rate, system

storage capacity, full and part load performance characteris-

tics, capacity control type, and system operating setpoints. A

smart controller continuously monitors the percent load of the

individual compressors along with the systems compressed

air pressure and volumetric ow demand. By combining the

monitored data with the stored data, a smart controller consid-

ers the compressor type and capacity control to ensure only the

80

110

105

100

95

90

85

Pressure

(psig)

Compressor#1

Compressor

#2Compressor

#3Compressor

#4

Production minimum requirement

STAIR STEPS

Figure 1. Cascading-pressure control operates multiple

compressors in a predetermined manner.

80

110

105

100

95

90

85

Pressure

(psig)

Production minimum requirement

Load pressure

Unload pressure

Single set point control pressure

NETWORKING IMPROVES PERFORMANCE

Figure 2. Networked controls can maintain tighter control over

pressure swings.


28/44


ny/

minimum kilowattage is online to satisy the demand.

Compressors are brought online when system pressure

alls below the target pressure. However, compressors are

taken o line based on system pressure and the system de-

mand or fow. One or more fow meters collect the demand

data and send it to the controller. Te controller determines

which compressors to turn o and which to leave on line.

Smart controllers also take ull advantage o dierent ca-

pacity controls on individual compressors to maintain max-

imum system eciency. As a plants production expands, so

does demand or compressed air. ypically, the increase in

compressed air requirements is met by adding air compres-

sors o dierent sizes and manuacturers. For example, in a

system that includes multiple rotary-screw air compressors

o dierent sizes and vintages, all with pneumatic modu-

lation inlet valve type control, the compressors meet the

system demands eectively but not eciently (Figure 3).

Its not uncommon to have every available compressor

operating at part load because total supply-side capacity is

greater than system demand. As the compressors modulate

to reduce output and match the demand, the pressure bands

overlap. Because each compressor is modulating and reduc-

ing output, system pressure wont rise, and the plant is le

with all air compressors running at part load, thus wasting

considerable energy and increasing maintenance costs.

By integrating a smart controller into the system, the plants

compressed air demand is monitored along with system pres-

sure. When plant compressed air demand decreases to a level

that can be met by the total capacity o one ewer air compres-

sors, one unit will go into standby. Te reduced number o

online compressors will now operate closer to ull load, thus

saving considerable energy. As demand alls urther, another

appropriately-sized compressor is taken o line; or because

the smart controller is programmed with the capacity o each

compressor, a larger-capacity compressor might be taken o

line and a smaller compressor brought back on. Troughout

this process, the relatively narrow operating pressure band (2

psi to 3 psi) reduces energy and maintenance costs associated

Tm Th dspT

Figure 3. A smart controller is capable of coordinating the

performance of multiple, similar compressors having different

operating characteristics.

smooTh mx-nd-mTch

Figure 4. The ability to interconnect differing compressor styles is

a good reason to use a smart controller.

Topc sch

caait trl Fiig te rigt at

ctrl te ctrl ti i rtar

rew rerFlw itrig Builig a ae fr better air

perfrae lig te reure

Ugrae plaig air te ugrae

ctrl Te rie a fall f ulati

ctrl (art 1) 5 alwa beat 2

ctrl (art 2) 5 alwa beat 2

erg balae Vlue equal wer

ctrl perfet ar

cree ir strage sizig t ave

crer Te dare t care

Fr re, ear www.platservie. uig tekewr aait, trller, a irrer.

more resources at www.plantservices.com

Tndn Th dT

Figure 5. Gain insight into compressor operations when the smart

controller displays both measured and computed key performance

indicators.


29/44

A team like ours runs onadrenaline and on clean,reliable compressed air.

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obody knows a winner better than Joe Gibbs Racing. Thats why

theyve installed Kaeser compressed air systems in their state-of-the-

art raceshop.

Reliable air is the lifeblood of Joe Gibbs operation just as it is in

yours. From CNC milling centers to the fab shop and everywhere else in

your plant, Kaeser provides all the clean air you require to keep you run-

ning at peak performance, 24/7.

Available in any size you need, our units are engineered for easy main-

tenance and energy efficiency ... but most of all, for reliability. So, when

you want a winner, choose Kaeser.

Kaeser Compressors, Inc., P.O. Box 946, Fredericksburg, VA 22404 USABuilt for a lifetimeis a trademark of Kaeser Compressors, Inc. 2009 Kaeser Compressors, Inc.

J. D. Gibbs

Team President Joe Gibbs Racing,

technology partner with Kaeser Compressors since 1998


30/44


y/compressors

with higher operating pressures.

In another example, consider a system

with centrifugal compressors equipped

with inlet guide vane controls and a

rotary-screw compressor equipped with

modulating inlet valve control (Figure

4). Te smart controller directs the rota-

ry screw to run fully loaded (at its most

energy-ecient point) and then trims

with one of the centrifugal compressors

via its inlet guide vanes, maintaining

excellent energy eciency.

As system demand decreases, the

controller continues to turn down the

centrifugal unit, reducing output until

maximum turndown is reached. If out-

put capacity is still greater than demand,

the controller begins to turn down thenext centrifugal. By monitoring the

demand ow, the controller knows

whether to slightly modulate the rotary

screw compressor or completely unload

it. Te load then can be supplied by one

or both of the centrifugals or completely

unload one of the centrifugals allowing

the rotary screw compressor to operate

fully loaded. Once again this is typically

achieved within a relatively narrow pres-

sure band of 2 psi to 3 psi.

Smart controllers have many addi-tional practical capabilities, includ-

ing the ability to display the plants

compressed air volumetric consump-

tion rate; input power required to

produce the compressed air; system

eciency data; peak, average, and

minimum demands throughout the

day; and equipment status and a larms

(Figure 5). A single smart controller

can control compressors in dierent or

remote rooms or even integrate mul-

tiple systems. Multiple plants can be

controlled by a single smart controller

through radio communication.

In addition to compressed air equip-

ment, many modern smart controllers

can control, as well as monitor and

trend, other equipment (chillers, pumps,

boilers, etc.) and utilities in a plant.

Generally, compressed air systems

have become more modern and plant

requirements more complex. Ad-

vanced smart controllers operate asystem reliably, provide operators with

the information needed to manage it

properly, and, above all, turn o air

compressors that arent required.

iff Ambrosino and Paul Shaw are general

managers at Scales Industrial Technologies.

Contact Ambrosino at (973) 890-1010

and Shaw at (203) 630-5555. Both are

qualied instructors of Advanced Manage-

ment of Compressed Air Sstems for the

Compressed Air Challenge workshops.

If tools can be used to pinch

pennies...why are your tools

costing you thousands?

Ignore this message if you think you manage your toolsand MRO supplies effectively. If you think you can do better

give us a call. The most comprehensive system available is

just a phone call away...888.419.1399


31/44

RELIABILITY/LIGHTING

Because hibays, a.k.a. high bays, are the most com-mon lighting xtures for industrial and warehouse build-

ings, gett ing them to be energy e cient can improve your

bottom line. If you still have standard or probe-start metal

halide (MH), yellow-color high-pressure sodium (HPS) or

ine cient mercury vapor (MV) hibay lighting, especially ifequipped with the typical spun-aluminum domes that waste

25% of the light, you could replace them cost-eectively, re-

duce wattage by at least 50% and oen reduce KWH by 80%

if you install appropriate lighting control devices. Youll also

slash maintenance parts and labor costs.

REPLACE THEM WITH WHAT?

Although many lighting retrot contractors, hibay manu-

facturers, and others push high-output, 5/8-in. diameter

uorescent T5HO lamps, you can see in Table 1 that high-

performance, 1-in. diameter T8s are much more e cacious,

the lighting industry term for e cient. e green columnsare the most important.

If you want to get technical, end-of-life (EOL) lumens

are much more important than initial or mean lumens,

because EOL is the worst case. e higher the scotopic/

photopic (S/P) ratio, the more blue content the light has and

the brighter the light to the human eye. Visually-eective

lumens include eects of S/P ratios. e listed uorescent

lamps are 850s, which are rated at 5,000Kelvin, a value high

enough to provide a substantial blue content without mak-

ing the light look bluish.

Because T5HOs have peak light output at an ambient tem-

perature of 95F and T8s have peak light output at 77F, and

because output decreases signicantly with deviations from

optimum ambient temperatures, its good to have a cushion.Of the three T8 options shown, option G isnt recommended

unless the space is heated and air-conditioned or exces-

sively overlit. Just because T5HOs have peak light output

at a higher temperature than T8s doesnt necessarily mean

T5HOs are better in hot conditions, because T8s can oen

dissipate heat better in well thermally designed xtures.

Six high-performance replacement T8 lamps cost less

than four T5HO lamps, especially the 49-watt to 51-watt

models. T8 lamps also last longer, especially the extra-long

life versions. Plus, these are the same T8s that can be used

in o ces and other parts of the building, which can help

minimize lamp and ballast inventories. If you decide to gowith T8 hibays, its important to get the correct lamps, bal-

lasts, and xtures.

ere are two good choices for 5,000K T8 lamps. One is

lamps with the highest lumen output included in the Con-

sortium of Energy E ciencys 32-watt high-performance

listing at www.cee1.org. Many rebate programs mandate

using these approved lamps. e other good choice is extra-

long-life lamps, which produce fewer lumens, but last longer.



32/44


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35/44


SkS/Instruments & Controls

DVDs or material downloaded from the Web. Tese are

typically self-guided and self-study programs generally

geared for the knowledgeable I&C person who needs

training in a very specic area.

Online Web-based courses with a teacher available to

answer questions the students submit through e-mailat any time, or through a virtual classroom on a weekly

basis generally set in the evening for an hour or so. Te

instructor typically answers within a day or two.

O hS mOS

Ive successfully instructed face-to-face I&C courses for

more than 10 years in many industrial plants, at ISA func-

tions, and at several North American universities includ-

ing the University of Wisconsin, the University of Kansas,

the University of oronto, and Dalhousie University.

Recently, I started online training at two North American

universities. At the beginning, I was hesitant about the po-tential eectiveness and success of online training. How-

ever, I have now changed my mind. In addit ion to avoiding

the eects of cost and time lost away from the workplace,

online training has proven to be eective for the students.

Online I&C training, when accompanied by good quality

course notes, quizzes, and exams, provides students with

the knowledge and condence needed to grasp this eld of

technology. Tese I&C programs are applicable to technical

and supervisory personnel. For such courses to be eective,

its presumed that participants come from a setting in which

they can apply the knowledge learned.

Online learning can replace many face-to-face courses,

but not all. On the plus side, online learning provides cost

savings and al lows student to study at their own pace with-

out leaving their day-to-day job. On the negative side, the

teacher-student interaction is slightly reduced (but is still

available through either audio or written communication).

In addition, online learning cant provide hands-on trainingsuch as instrument maintenance. Dedicated training facili-

ties provide such training, oen at a vendor facility.

DS D cOS cO

A typical and complete I&C online course could be presented

in three modules spread over a year. It would cover the dierent

phases of I&C, preferably from a nonmathematical, practical

point of view. Including theory such as Laplace ransform,

Bode Plots and the like in an I&C practical course has little

value in day-to-day plant operation. And speaking from per-

sonal experience, this type of theoretical information would be

forgotten shortly aer the course is completed.

Te three modules could include the basic concepts, the

engineering, and the instal lation of I&C equipment. Tespread over one year allows students to apply and practice

some of the information learned on a gradual basis. It also

avoids information overload for students.

Each module should require about two months to complete

and include its own online quizzes, followed by an online

exam. Ive found through personal experience that the follow-

ing distribution balances time and learned information:

Module 1 starting in the fall (typically early October) to

follow the summer vacation time

Module 2 starting in January of the following year

Module 3 starting in May (avoiding the March break

period) and nishing before the July vacation time

Its my opinion that the three modules should include a

variety of topics scheduled in a logical sequence covering the

eld of I&C. Tis would include:

Te basics of I&C including the dierent control func-

tions, the types of control loops, and continuous vs.

discrete control

Te identication and symbols used in I&C

Te dierent types of eld instrumentation, their prin-

ciple of operation, the advantages and disadvantages,

and the application of the dierent types of sensors for

ow , level, pressure, and temperature measurements aswell as for control valves

Te requirements for control rooms and the design of

control panels

Te concepts and implementation of alarm and trip

systems

Te dierent types of computer-based control systems

including PLCs and DCSs as well as review the basic

requirements for good operator interface

Te documentation required for I&C, for front-end

engineering and for detail design

Te requirements for a successful installation, instru-

ment checkout, and controller tuning

OPc Sch

uning ph loops eutralize ph ontrolsste instabilities

utoation sste aws Outwit ontrol sste grelins

&c options ngineer a exible failit

Green degrees nterest grows in energeduation

enial eduation critial steps

Sart instruents Sarter Pdm

eaing aintenane duation an unlo

te risis

For ore, sear www.PlantServies.o using te

ewords eduation, learning, and training.

more resources at www.plantservices.com

O G c Pc my

Fc-O-Fc cOSS O .


36/44


37/44


W Y?cmes harassment policy comes front and center

Back in 1956, the ounder, Bo Acme, viewed his com-pany as something more than merely a place to kill eight

hours each day. He wanted employees to be proud to work

under the Acme banner and to be incredibly productive. To

achieve this end, perhaps as a sort o bribe, Acme ofered

ex time, good medical benets, and other perks to every

employee, not just those ensconced on Mahogany Row.

Mr. Acme also established his company as a aith-riendly

organization. Bo attributed the success o his now multi-stateempire to that single characteristic. e original company dress

code, the employee code o ethics, the general anti-harassment

policy, the list o Web sites the IT department now blocks are,

or the most part, consistent with Ol Man Acmes vision or the

company that bears his name. And Ivana Hoyden t the mold

nicely. A private, in-the-closet person who kept a low prole,

Ivana was religious, as were most o Acmes employees. Aer

Bo died, the company exhibited a slow, steady dri toward

secularism, a act that some resented.

An example is Tess LaCoille, an evangelical supervisor,

who led the department where Ivana worked. Tess openly

criticized the Lesbian l iestyle that Ivana practiced. Tess be-

lieved that this liestyle was ounded on personal choice, not

something determined by a persons genetic makeup.

To help bring Ivana back to the straight and narrow, Tess

instituted weekly coaching sessions with Ivana. During these

job-related meetings, ostensibly to improve Ivanas peror-

mance, Tess repeatedly asked Ivana to attend church services

with her. Tess prayed with and or Ivana, sometimes during the

work day. Also, she bought Ivana a ticket to attend a woman-

only religious conerence that Tess had organized.

Even though Ivana hated the act that Tess conronted her

so oen about her sexual preerences, Ivana never made a bigdeal o it. It was her cross to bear, so to speak. But, when Tesss

liestyle campaign began being waged several times a week,

Ivana exercised her best option in a large organization in which

a mobile workorce was the norm. She arranged or a routine

transer to another Acme acility, this one in a more tolerant

part o the country. e new job also was a promotion.

Ivana waited until the very end o her exit interview beore

she red a parting shot. She told the HR manager the details o

Tesss relentless eforts to convince Ivana to give up a signi-

cant part o her identity and sel-image. Ivana said that having

to work with Tess every day made the job situation extremely

uncomortable, because one never knew when Tess would start

the harangue again. When asked why she never told Tess to

knock it of or why she never contacted HR about the problem,

Ivana replied that Tess is my boss and I need the job.

Aer Ivana le or her new position, the HR manager met

with the vice-president and the corporate counsel to discuss

Tesss apparent violations o the harassment policy. ey

agreed that i Tess admitted the accusations that Ivana al-

leged on her last day, termination would be appropriate.

e next week, at a meeting with the HR manager and

the vice-president, Tess conrmed the events and conversa-

tions Ivana reported. At the end o that meeting, the vice-

president told Tess that her actions were a gross violation o

corporate policy and then summarily terminated her.

Tess led a complaint with the EEOC on her own discrimi-

nation claims.

How could this situation have been avoided? Should every

employer have a functional, enforced harassment policy?

Should prayer be permitted in the workplace? Did Ivana

handle this in the best way? Should she have raised objectionssooner? Should someone be terminated for harassment even if

the victim never voices a complaint? Should supervisors have

an interest in the private lives of their subordinates?

Special thanks to Charlie at Burrell Scientifc.

Y:

Interestingly enough, I had a ormer Lesbian student who

worked or an evangelical company. In act, the company

had a statue o Jesus washing the eet o a disciple in the lob-

by, together with a sign that stated the companys purpose in

business and lie was to serve the Lord. So, it was clear where


38/44


t tc

management stood. However, the question of sexual prefer-

ence was never raised (although it was known). Moreover,

she was never asked to engage in any religious activities.She loved working at the company and the company was

frequently cited as one of the best places to work in the area.

It appears that Acme didnt follow the same approach as

my students company. A company certainly has the right

to declare its religious nature, and a lso to sponsor religious

activities, such as prayer meetings. However, none of this

can be any part of the hiring, or promotion, or assignment,

or ring process. Nor can a supervisor attempt to convert

an employee to the supervisors religious viewpoints. us,

in my opinion, Tess behavior was harassment and she cer-

tainly produced a hostile work environment.

ere are a couple of ways that this could have been avoided.

e rst is through training of supervisors (and others). e

fact that Acme is openly religiously oriented should have raised

a few red ags in Human Resources, and supervisors and

employees should be briefed as to what one can and cant do in

such an organization. Clearly, Tess behavior would have been

something the brieng would have warned people not to do.

Also, Ivana should have told Tess that her behavior was

unwanted and inappropriate and, if it continued, HR would

hear about it. If Ivana felt too threatened to do so, Im sure

plenty of other people who knew about it could have stepped

forward. Finally, Acme was within its rights and responsi-

bilities to investigate and adjudicate Ivanas complaint. To do

otherwise would be irresponsible and probably illegal.

Professor omer . Johnson, Ph.D., Loyola Universiy chiago

(312) 915-6682, [email protected]

A Att A:

And so, what exactly is Tess suing for? What discrimination

is she alleging? Unless she can show Acme treated another

employee who engaged in harassment and who isnt in some

legally protected group, of which Tess is a member, more

favorably, Tess is not going to get past the courthouse door.

Discrimination is an o-aunted word. If one decides

to eat a hamburger instead of a tuna sandwich, one has dis-

criminated against tuna but this doesnt meet th

plant services jan 2010

Documents