Dofasco achieves equipment reliability success

Transcription

PEM-Feb06-Cover-pg19.qxd
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Canada’s trusted journal for plant operations, engineers and maintainers
P
ALSO:
MainTrain 2005
conference report
Leave reactive
maintenance behind
PLANT ENGINEERING
AND MAINTENANCE
www.pem-mag.com
VOLUME 30
ISSUE 1
FEBRUARY 2006
A CLB MEDIA INC. PUBLICATION
PEM 2005 MAINTENANCE AWARDS
Steel City
Dofasco achieves
equipment reliability success
Andy Harshaw, Dofasco’s
vice-president, manufacturing.
PM # 40063602
PAP Registration # 10778
RELIABILITY FACILITIES PRODUCTION MACHINERY
2/10/06
9:34 AM
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Table of Contents
VOLUME 30, ISSUE 1
FEBRUARY 2006
FEATURES
PEM 2005 MAINTENANCE AWARDS
City
20 Steel
Dofasco leads the way with its equipment reliability process
Hamilton, ON-based Dofasco Inc.’s 1,900-member maintenance team
strives to be different from the rest.
by Robert Robertson
World
24 Water
Toronto Water uses optimized maintenance to reduce costs
Toronto Water/Wastewater Treatment keep everything flowing for the
City of Toronto and its customers.
by Robert Robertson
20
28 Make the critical move from reactive
Don’t React
to predictive maintenance
Talk is cheap and some maintainers still
react to equipment problems. Make the smart
switch to PdM.
by Ken Bannister
In the next issue of PEM:
WOMEN IN MAINTENANCE
PEM profiles women working in maintenance and their
success stories. They’re here and doing a great job!
MAINTENANCE BEST PRACTICES
Industry expert and author Joel Levitt will tell readers everything they need to know about planning and scheduling.
Aboard
32 Climb
Delegates improve maintenance
knowledge at MainTrain 2005
The MainTrain 2005 conference in
Toronto was the place to be to learn
how to become a better maintainer.
by Robert Robertson
LUBRICATION
Industry expert Ken Bannister will offer tips on how
maintainers can get the most out of their lubrication.
THE CHAIN GANG
28
There continues to be an increased use of lubrication-free
chains, but knowing the basics before you start is helpful.
P
PLANT ENGINEERING
AND MAINTENANCE
A CLB MEDIA INC. PUBLICATION
EDITOR
Robert Robertson
[email protected]
(905) 726-4655
EDITORIAL DIRECTOR
PUBLISHER
PRODUCTION MANAGER
Todd Phillips
[email protected]
Frank Shoniker
[email protected]
Barb Wood
[email protected]
(905) 713-4383
PROD./OPERATIONS EDITOR
David Berger, P.Eng. (Alta.)
CONTRIBUTORS
Wilfred List
Ken Bannister
Terry Wireman, CPMM
John Gross, P.Eng., CPE, CQE
ASSOCIATE EDITOR
SENIOR ART DIRECTOR
Vanessa Chris
[email protected]
Nicole Diemert
[email protected]
ACCOUNT MANAGERS
Peter Helston
[email protected]
(905) 726-4666
Tom Reilly-Smith
[email protected]
(905) 713-4341
Gary Dugan
[email protected]
(905) 713-4365
CIRCULATION MANAGER/
SUBSCRIPTION INQUIRIES
James Zammit
[email protected]
MANAGER, PRODUCTION
Lisa Drummond
[email protected]
CREATIVE DIRECTOR
Einar Rice
[email protected]
VICE-PRESIDENT, HUMAN RESOURCES
DIRECTOR, FACILITY MGT & LOGISTICS
Susan Bishop
Steve Dale
VICE-PRESIDENT, IT AND OPERATIONS
DIRECTOR, HUMAN RESOURCES
Stuart Morrison
David Overall
Denise Desrosiers
VICE-PRESIDENT MEDIA, PUBLISHING
DIRECTOR, SALES & MARKETING
DIRECTOR, IT
Niel Hiscox
Frank Shoniker
Michael Cunningham
VICE-PRESIDENT FINANCE/
CORPORATE DEVELOPMENT
DIRECTOR, EDITORIAL
& PRODUCTION
MEMBER, CLB MEDIA INC.
MANAGEMENT COMMITTEE
Jackie Roth
Nigel Bishop
PRESIDENT
Kent Milford
4
PEM PLANT ENGINEERING AND MAINTENANCE
w w w. p e m - m a g . c o m
PEM Plant Engineering and Maintenance is published six
times yearly by CLB Media Inc., 240 Edward St., Aurora, ON
L4G 3S9. All rights reserved. The contents of PEM are copyright by ©2006 CLB Media Inc. and may not be reproduced in whole or part without written consent. CLB
Media Inc. disclaims any warranty as to the accuracy, completeness or currency of the contents of this publication and
disclaims all liability in respect of the results of any action
taken or not taken in reliance upon information in this publication. Issue dates are February, April, June, September,
November and December. Yearly subscription rates: Canada
$84 plus GST*; U.S. $96; Others $240. Single copy prices:
Canada $15; U.S. $20.
Canada Post – Canadian Publications Mail Product Sales
Agreement 40063602. International Standard Serial Number
(ISSN) 0710-362X. PAP Registration No. 10778.We acknowledge the financial support of the Government of Canada
through the publications Assistance Program toward our
mailing costs.
*Goods & Services Tax Registration No. R101006989.
Printed in Canada.
For information on reprints of any article that appear
in this publication, contact The Reprint Outsource at
1-877-394-7350.
c a
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EDITOR’S NOTE
Workforce
has to get
younger
COLUMNS
12
Plant Safety
Mould is a growing problem in facilities
Focus on new government legislation.
by Andreas Wagner, M.Eng., CIH, ROH
14
18
Maintenance Software
Chart your CMMS system for change
Proccess-engineering steps lead to success.
by David Berger, P.Eng. (ALTA.)
18
Power Transmission
Use elastomeric couplings to reduce costs
How to get the most out of your couplings.
by Galen Burdeshaw
35
Asset Management
Can you handle unexpected plant emergencies?
More disaster planning to help you on the job.
by John M. Gross, P.Eng., CPE, CQE
36
Materials Handling
How to improve inventory cycle counting
You want to maximize total inventory accuracy.
by Tompkins Associates
DEPARTMENTS
6
Hands On
■ Industry Update
■ People and Companies
■ Ask Ken
34
Plant Facilities Review
38
Marketplace
45
MRO Express
49
FYI
50
People and Productivity
38
Rotary screw air compressors keep newsprint plant running.
Industrial products and services.
PEM’s bonus showcase of the
latest product innovations.
Advertiser contact information.
Valentine’s Day for Vito
by Wilfred List
50
P
EM magazine continues to
encourage industry to use young
workers and create apprenticeship positions. With older workers set to retire, a shortage of skilled tradespersons will
hit companies hard. Lots of heavy lifting still has to be
done by key stakeholders.
A good example is the recent “Skilled Trades and
Apprenticeship Awareness and Perception Study,” which
was commissioned by the Canadian Apprenticeship
Forum-Forum canadien surl’apprentissage (CAF-FCA)
and Skills / Compétences Canada (S/CC).
Study findings show careers in skilled trades continue
to take a back seat to those that require a university education in the minds of most educators, parents and particularly youth. At the end of the day, young people aren’t
turned on by a career in skilled trades.
The study reveals that less than one third of youth (32
percent) aged 13 to 17 say they would likely consider a
career in skilled trades, and less than a quarter (22 percent) of them, have actually considered this option in the
past year.
Additionally, the study reveals that a university education is the preferred educational option over college or
apprenticeships in skilled trades for a majority of youth
(58 percent), parents (53 percent) and educators (64 percent). Only 19 percent of youth say pursing an apprenticeship or trades program is their preferred choice.
The study, based on research conducted by Ipsos-Reid
Canada, shows many traditional stereotypes around
gender and academic performance continue to hold
when parents and youth think of skilled tradespersons.
For example, 29 percent of youth say skilled trades are
more suited to men, and 58 percent say they involve hard
physical work.
Additionally, only 41 percent of youth say tradespersons are respected in society, and only 45 percent say they
would be proud to work in skilled trades. The status quo
can’t remain. In the next PEM issue, we’ll profile women
working in maintenance. I’m sure their success stories
will change negative attitudes. It all helps.
Robert Robertson, Editor
PEMAC Allied Member
[email protected]
F E B R U A RY 2 0 0 6
5
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Hands On
0n
NEWS AND NOTES FOR THE PLANT PROFESSIONAL
CONFERENCES
I N D U S T RY U P D AT E
PTDA to hold
Canadian conference
in Ottawa
PTDA attracts Canadians
to industry summit
CHICAGO—The Power Transmission
Distributors Association (PTDA) will
hold its fifth annual Canadian conference on June 1-3, 2006 at the Fairmont Chateau Laurier Hotel in Ottawa.
The conference will provide an opportunity for Canadian power transmission/
motion control channel participants to
explore nationally focused industry issues and trends.
The program will consist of a Thursday evening welcome event, a welcome
breakfast and full day of programming
on Friday, an evening dinner and Saturday morning programming, with optional events and dinner scheduled for
Saturday. Highlights of the conference
program include:
• Keynote presentation by Dr. Peter Andersen of Andersen Economic Research Ltd.;
• Panel session featuring key end-user
industry executives;
• Member presentation by Wendy McDonald, chairman of BC Bearing Engineers Ltd. on building and maintaining
a successful distribution business;
• Member presentation by Ted
Chisholm, vice-president finance and
information technology of BDI Canada
Inc., on the PTDA Foundation’s Industrial Careers Pathway initiative;
• Formal and informal networking with
important Canadian power transmission/motion control market decisionmakers; and
• Social events, including an optional
golf outing.
The conference is open to all PTDA
members selling product in Canada and
non-members who qualify for membership. For more information on the Canadian conference, contact the PTDA at
tel: (312) 876-9461; email:
[email protected].
www.ptda.org
CHICAGO—The Power Transmission Distributors
easily installed and used by manufacturers, distributors and original-equipment manufacturers. The
ASCII format eliminates the need for significant
software expenditure by users and may be transmitted via mail, e-mail or the Internet.
From left: Jeff Lunn, Canadian Bearings; Yvon
Goudreau, Kinecor; Don Lewin, Canadian Bearings
with Diane and Pete Mitchell, Ringball.
Since its original release, the PPIF has improved
efficiency in the power transmission/motion control distribution channel.
Industrial Careers Pathway
The PTDA Foundation announced several milestones in its work to increase awareness of the industrial distribution industry through its major
workforce development initiative, the Industrial
Careers Pathway (ICP).
Together with 22 associations that represent the
industrial distribution channel and one regional
development organization, the PTDA Foundation-led alliance is working with community colleges and technical schools in the U.S. and Canada,
such as Mohawk College in Hamilton, ON.
www.ptda.org
P E O P L E A N D C O M PA N I E S
Brantford, ON-based Renold Canada appointed
Patrick Gregoire as general manager, Quebec.
Gregoire takes over from Ray Paquette who retired after 42 years of service • Burlington, ONbased Ivara Corp. named Ricky Smith as a
reliability strategy leader. In other news, Ivara acquired Aladon, LLC, a company that specializes in
RCM applications • Chris Killingstad is the new
president and CEO of Minneapolis, MN-based
Tennant Co. • Mississauga, ON-based NSK Canada introduced its HPS line of high-performance,
spherical-roller bearings • Canton, OH-based The
Timken Co. strengthened its strategic position in
the aerospace industry with the acquisition of
Bearing Inspection, Inc. (BII), an independent
provider of aerospace bearing inspection and reconditioning services • Fluke Electronics Corp.
agreed to acquire Plymouth, MN-based Infrared
Solutions, a provider of portable thermography
products • Schneider Electric announced that Andrey Malyshev is the winner of the 2005 Schneider
Electric Student Merit Award. The $2,500 award is
part of the Electro-Federation Canada’s (EFC)
scholarship program.
PHOTO: PETER HELSTON
6
Association (PTDA) held its 2005 industry summit late last year in Las Vegas, NV. More than 830
attendees took part in the event, which was the
highest total for the PTDA since 2000. Attendees
included 247 distributors (representing 138 companies) and 372 manufacturer delegates (representing 154 firms).
A large number of international delegates attended the industry summit from Canada, Brazil,
Chile, Columbia, the Dominican Republic, Germany, Guatemala, Italy, Mexico, the United Kingdom and Venezuela. The PTDA 2006 industry
summit will be held on October 18-20 in Boston,
MA, at the Boston Marriott Copley Place.
Highlights from this year’s industry summit included:
PTDA elects 2006 board
Andrew H. Nations, president of Bearings and
Drives Inc. (Macon, GA) was elected to succeed
John R. Neal, vice-president of marketing, Root
Neal and Company (Buffalo, NY) as PTDA’s president. Nations, the association’s first vice-president
in 2005, served on the PTDA board since 1998 and
as treasurer in 2002 and 2003.
PPIF and BSA news
The PTDA and the Bearing Specialists Association
(BSA) unveiled the next generation version of the
Product and Price Information Format (PPIF).
Originally released in 1999, the PPIF is a standardized, ASCII format for electronic transmission of
manufacturer price and product updates.
Designed to supersede ANSI X.12 832 and other
custom-manufacturer pricing formats, the PPIF is
a single-format, single-program system that can be
2/10/06
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Hands On
AWA R D S
PEM recognizes maintenance excellence
PHOTOS: DON GOLDING
TORONTO—At the MainTrain 2005 conference held late last year here,
PEM announced the winners of its 2005 Maintenance Awards. In the
best-managed maintenance facility category, the winners were: Dofasco
Inc. of Hamilton, ON, and Toronto Water that comprises two core operating functions: Water Treatment and Supply (WT&S) and Wastewater
Treatment (WWT).
The PEM 2005 Maintenance Awards judging criteria included: the use
of maintenance best practices and tools, the reduction of asset management costs and improved equipment uptime, as well as impressive return
on investment results.
In 2005, Dofasco had a 14 percent improvement in asset utilization,
producing 5,600 tons per month of additional throughput. This translated into $11 million per year from one asset. WT&S and WWT established
a works best-practices program. There was an opportunity to save $36
million across the two groups.
Fluke Electronics Canada Inc., Milwaukee Tools and FLIR Systems
were PEM 2005 Maintenance Award prize sponsors. During the awards
dinner at MainTrain 2005, Andy Harshaw, director of manufacturing,
Dofasco and Larry Korson, manager of Water Supply, Toronto Water Division of the City Toronto, were presented with plaques, one-week rentals
of an infrared camera, an insulation multimeter and cordless drill for
their maintenance teams.
Petro-Canada Lubricants will be the official sponsor of the PEM 2006
Maintenance Awards.“The awards are an acknowledgement and recognition of maintenance excellence at its best,”says Frank Shoniker, PEM publisher. “PEM is committed to rewarding maintainers and maintenance
teams for a job well done. We’re pleased that Petro-Canada will be the official sponsor of the awards in 2006.”
www.pem-mag.com
LEFT: Andy Harshaw (left), vice-president of manufacturing, Dofasco Inc., receives his PEM 2005 Maintenance Award from PEM editor Robert Robertson. RIGHT: Larry Korson (left), manager of Water Supply, Toronto Water
Division of the City Toronto, receives his PEM 2005 Maintenance Award.
PEM 2006 Maintenance Awards!
We’re now calling for PEM 2006 Maintenance Award submissions! Here are general guidelines for the awards:
Best maintenance team
• How big is your maintenance department?
• Why is your maintenance team better than the rest?
• Tell us about a maintenance team success story.
Best-managed maintenance facility
• What kind of maintenance best-practice strategies are you using and why?
• How have you reduced asset management costs and improved equipment uptime?
• What kind of ROI, equipment reliability and production capacity improvements have been achieved?
Email your 2006 Maintenance Award submission to PEM editor Robert
Robertson: [email protected].
S O F T WA R E
AWA R D S
PEMAC hands out industry award
Avantis introduces new software upgrades
PHOTO: NORM CLEGG
HOUSTON, TX—“Get more from
The Plant Engineering and Maintenance Association of Canada
(PEMAC) announced the winner of its Sergio Guy Memorial Award at
MainTrain 2005 held late last year in Toronto. PEMAC’s Colin Carrington (left) presents the award to Mehboob Karim, P.Eng., principal
engineer with RDMI Maintenance Solutions Inc. Karim was a key
member of the MainTrain 2005 executive planning committee.
8
one” seemed to be the theme behind the 2005 Invensys user conference held late last year here.
Invensys president Mike Caliel
said the new Avantis software enhancements cater to company
needs in a rapidly changing facility—namely safety, aging plants and
equipment (and making sure
they’re operating reliably) and continuous regulatory compliance.
“(Today’s plants) are moving
from reactive operations to proactive—correcting issues before they
happen,” he said. “There remains a
much smaller margin of error.”
The new version of Avantis Pro
is expected to be released in June of
this year. It features a variety of improvements, including additional
failure information for critical entities to facilitate reliability centred
maintenance (RCM), as well as
analysis and additional support approvals to ensure the reliability
data is accurate.
An option that enables the forecasting of preventive maintenance
is also available. Users can identify
work-related requirements (i.e.
material, services or labour), specify the time frame (i.e. specific shutdown) and forecast the date, job or
entity. The information can be
saved in a database. The Avantis
training program will also be relaunched. — Vanessa Chris p
2/10/06
9:43 AM
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Gorman-Rupp has the right pump for the job. Whether you’re pumping clear liquids,
highly viscous liquids at high pressures, chemical process or mild slurry, Gorman-Rupp
pumps are designed to handle tough abrasive and corrosive chemicals where other
pumps fail. Whether it’s a standard centrifugal, a self-primer, gear, submersible or
diaphragm pump, Gorman-Rupp meets your needs. Look to Gorman-Rupp for pumps
that solve all types of chemical handling problems.
Ask your local Gorman-Rupp distributor which pump is best for your job.
Gorman-Rupp of Canada, Ltd 70 Burwell Road
St. Thomas, Ontario N5P 3R7
PHONE: 519-631-2870
FAX: 519-631-4624
[email protected]
www.grcanada.com
C - 410
© Copyright, The Gorman-Rupp Company, 2005
Gorman-Rupp – Mansfield Division is an ISO 9001 Registered Company
2/10/06
9:44 AM
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Hands On
ASK KEN
How do you streamline
maintenance tool rooms?
by Ken Bannister
Do you want to know how to improve
equipment uptime and reduce costs? Or
maybe you have a question about predictive
maintenance (PdM) tools or how to enhance
MRO performance. In each PEM issue, respected industry practitioner Ken Bannister
will provide the answers. If your question is
picked, PEM will send you a maintenance
textbook for your library. Email your questions to Ken Bannister today!
you must start by recognizing its value and putting in place a tool-management strategy and
program that includes:
The use of computerized maintenance management software (CMMS) and enterprise
asset management (EAM) system-related programs. The tool section is used to catalogue and
manage distribution and the repair of tools
through the work-order system;
MAINTENANCE TOOL ROOMS
Maintainers often neglect their maintenance
tool rooms. This is a mistake because effective
maintenance tool rooms contribute to improved efficiencies. You want to get away from
missing or broken tools being responsible for
lost hours of resource utilization and equipment downtime.
To maximize your maintenance tool room,
level will require collective input.
Taking your tool room to the next
All tools must have a designated place in the
access-controlled tool crib. The use of “shadow
boards”(where the tool’s outline is painted on a
background board) facilitates rapid recognition of tool availability;
User identification (ID) or repair tags are
hung at the tool’s designated place when the
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Maintenance today is complex.
The tools of the trade
are changing.
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PEM1205
Ontario Drive & Gear Limited
3551 Bleams Road, New Hamburg
Ontario, Canada N3A 2J1
Phone: (519) 662-2840 ext. 217
Fax: (519) 662-2127
E-mail: [email protected]
Ken Bannister of Innerkip, ON-based Engtech Industries Inc. is a production and maintenance
management specialist. You can email your questions to him at [email protected].
Maintenance
Software
RADEX®-NC is an ideal zero backlash servo disk coupling
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tool is in use or being repaired to quickly determine the current location of the tool;
A posted standard operating procedure
(SOP) for taking out and returning tools to the
tool room is required; and
A posted SOP for managing broken or defective tools is required.
Many world-class maintenance tool rooms
are self-managed by tradespersons who collectively are responsible for the cleanliness, order,
repair and distribution of tools. Taking your
tool room to the next level will require collective input. Keep this in mind when designing
and implementing your tool-management
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TECHNOLOGY•EXPERIENCE•RELIABILITY
10
2/10/06
9:45 AM
Page 11
Designed for everyday use in the field and on the go, most
would agree that the rugged PT-1650 P-touch® electronic
labeller is an organizational marvel.
It can create labels on a variety of tape sizes and colour
combinations in seconds. And, using Brother’s unique TZ tape
technology, the PT-1650 creates scratchproof labels that can
withstand sunlight, oils, chemicals and friction. So they’re ideal
for a whole range of industrial and manufacturing applications.
For more information, please call 1-877-BROTHER
(1-877-276-8437) or visit our website at www.brother.ca
Brother and its logo are trademarks of Brother Industries, Ltd., Japan. All specifications are subject to change
without prior notice. All registered trademarks referenced herein are the property of their respective companies.
© 2005 Brother Industries, Ltd. Nagoya, Japan. © 2005 Brother International Corporation (Canada) Ltd.
2/10/06
9:45 AM
Page 12
Plant Safety
BY ANDREAS WAGNER
Mould is a growing problem
in facilities
Will mould in buildings become the “next
ed procedures on time.
asbestos” challenge? Certainly a number of recent
Bill C45 (passed in March 2004) includes changes to
developments in the Criminal Code, new guidelines on
the Criminal Code that puts new pressure on building
mould issues and an increasing body of science indiowners and operators to deal with air-quality issues
cates this. At the same time, however, we still have litand contamination from sources, such as mould. Comtle information about mould’s long-term health
pany officers can be held personally liable for neglieffects. Several recent trends have also meant that
gence, with the possibility of jail time, for not dealing
mould is becoming a major issue for insurance comwith mould issues appropriately. The various provinpanies, employers and developers and operators of
cial and federal mould-remediation guidelines are
large buildings. This may lead to an increased amount
often used to define what “appropriately” means.
of litigation.
No major case in Canada has tested the new legal enHistorically, mould hasn’t been a major problem in
vironment, but it seems to be just a matter of time.
buildings. Starting in the 1970s and 1980s, however,
Given all the legal “smoke,” is there “fire” in the form of
buildings increasingly were designed to be more airreal, verifiable health risks? Here’s where the mould and
tight. This change was made in the
asbestos comparison differs, as there are fewer demoninterests of energy conservation, but
strated links between risks to healthy individuals and
In many situations, mould isn’t a side effect was that water entered mould than there are with asbestos.
the building and stayed there. The
Many accounts of mould risks have focused on isjust a health risk—it can
water, wood and drywall of many of
sues in hospitals. There, individuals weakened by disthese buildings created a “near-perease and already immune-compromised might be
weaken buildings.
fect” habitat for mould. Closed-loop
unable to resist infections borne by mould. It can be a
ventilation systems and the greater
mistake, however, to extrapolate this hospital-specific
use of air conditioning in Canada
risk to healthy populations (i.e. company workforce)
have enabled mould spores to circulate repeatedly
whose immune systems are well up to the challenge of
throughout buildings.
dealing with mould.
Partly in response to the growing incidence of
The mould-asbestos comparison breaks down in
mould, regulatory and legal changes are raising the
other ways. Once removed from a building, asbestos
issue’s profile within the legal community. Most
doesn’t come back. Mould is harder to remove and
provincial jurisdictions now
often persistent. If the
Most provincial jurisdictions
recognize mould contaminamould-friendly environtion as a potential hazard under
ment isn’t changed,
now recognize mould
their Occupational Health and
there’s an excellent chance
Safety Act provisions, which rethat mould will return. In
contamination as a potential
quire employers to provide a
many situations, mould
safe work environment for emjust a health risk—it
hazard under their Occupational isn’t
ployees. If mould and water are
can weaken buildings, ina problem in buildings, there
structural eleHealth and Safety Act provisions. cluding
are now established procedures
ments. It’s here where
to be taken. These procedures,
insurance issues are most
while not having the force of law, are increasingly being
often found. Many building-insurance policies specifirecognized as effective demonstrations of due dilically exclude from coverage any damage caused by
T H E C O L U M N I S T:
gence.
mould.
Andreas Wagner, M.Eng., CIH, ROH,
Case law is growing as fast as mould in a welcoming
What should a building owner, manager or their
is director, environmental health
wall cavity. As might be expected, there have been many
legal counsel recommend given the expansive legal
and safety for Golder Associates in
successful lawsuits with settlements and verdicts in the
threat? Applying due diligence is the best approach. You
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Page 13
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BY DAVID BERGER, P.ENG. (ALTA.)
Chart your CMMS
system for change
Historically, companies have taken a systemsoriented approach to computerized maintenance management software (CMMS) system implementations.
This includes developing system requirements, selecting
a system and then using the new CMMS system with
whatever changes to processes are required.
The problem with this approach, however, is that the
CMMS system should be considered a means to the end
or an enabler—not the end itself. You must first change
the way people work (i.e. processes and attitudes). To succeed in bringing about meaningful change, such as reduced equipment downtime and lower maintenance
costs, you should do the following:
• Develop new processes, as well as CMMS system requirements that support the new processes;
• Select the CMMS system that will best enable the new
processes; and
• Implement the new processes, along with any enabling
technology.
Consider this example, which illustrates the difference
between approaches. Suppose you have a high percentage
of emergency work orders that make it difficult to prioritize and schedule work. Now bring on the new and improved CMMS system and see what happens. The new
CMMS system considers the criticality of the equipment
requiring maintenance, the impact on safety, as well as the
nature and location of work to be done.
The CMMS system automatically generates a schedule
based on a complex algorithm that considers all of these
factors. You can even run “what-if scenarios” and play
with the workload balancing and availability of various
crews. You can look at history and see that you’ve done
some of this emergency work before. This enables you to
re-use some of the standard work-order tasks.
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I hope you’re thinking what I’m thinking:“Instead of improving functionality to handle all
these emergency work orders, why not determine the root cause to reduce the percentage of
emergency work generated in the first place?”
Long before falling in love with the features and
functions of your new CMMS system, you need
to first re-design the processes.
Thus, in the above example, by determining
the root cause and identifying the non-valueadded activities, you might conclude that the
condition of a few of the assets must be carefully
monitored, some assets require more extensive
preventive maintenance (PM) and operations
has to allow for scheduled downtime on a regular basis for key equipment in the plant. The next
step is to look for a CMMS system that properly
supports these processes.
The outlined example shows just how dumb the
CMMS system is without you. It’s important to determine how best to use the CMMS system (process
design) and get “buy-in.” This will enable you to
adopt the necessary changes to achieve performance
targets, which were previously agreed to by all levels
and departments (change management).
Page 15
Process-engineering steps are usually conducted in multi-disciplinary teams that help to
improve all of the stakeholders.Automated tools,
such as flow-charting software, process-mapping packages or activity-based costing software,
can be used to assist the teams. Here are key factors that can drive the designing process for your
maintenance department:
Map existing processes: A flow diagram
can be constructed that shows the existing
activities involved in key processes, such as handling work requests, job planning, PM and procurement. Flow-charting software packages can
be used to assist with this rather tedious exercise.
Flow diagrams can become quite busy and confusing. As a result, it’s important to develop a
summary level flow first, with progressively
more detailed flows for each high-level task.
Determine inputs/outputs: Each activity requires some input that relates to expected outputs. Inputs and outputs should be
documented for each activity. For example, one
activity can involve entering labour data into
the CMMS system. The input could be daily
time sheets entered manually or automatically
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Document existing job profiles: In this
step, job descriptions are written that identify activities relevant for each job title (i.e. senior mechanic and purchasing agent). Ensure
the activities in the job profiles are the same activities as those identified in the process flow diagrams. The end result is then a flow of
activities by process and a listing of these same
activities by job title.
Determine volumes/frequencies: For
each activity performed by a given job title,
appropriate volumes and frequencies are determined. For example, two storeroom clerks may
spend 35 percent of their time physically
searching for parts (a total of 0.7 person-years).
Three purchasing agents may place an average
of 20 orders per day. Activity-based costing
software and some process-engineering packages are helpful for logging this information.
Prioritize and categorize activities: Important activities must be prioritized (i.e.
high, medium and low) as to their importance
in meeting maintenance department goals and
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Page 16
objectives.Additionally,activities can be classified as to the
nature of the work performed, thereby giving a sense of
“value-added.” Categories, such as materials handling, inspection, authorization and data input, can used.
Identify opportunities for improvement: This step
is clearly at the heart of the re-engineering process.
The goal is to eliminate non value-added activities, simplify the work and improve the effectiveness of the process.
Teams must dig deep and determine the root cause of any
problems identified (i.e. what are the true bottlenecks affecting the maintenance department?).
For example, if it’s determined that too much time is
spent on materials handling, don’t assume that purchasing $1 million worth of conveyors and other new materials handling equipment will solve the problem. It could be
that the stores and maintenance shop aren’t located centrally and the layout is poor. Kitting parts ahead of time,
moving to decentralized tool cribs and parts storage, as
well as better planning of major overhauls might be a
more cost-effective response to the problem.
Map-proposed processes: Flow diagrams that reflect
proposed changes are prepared in this step. When compared to existing flows,the proposed processes should be less
complicated and more streamlined and have fewer activities.
Some process-engineering software packages allow simula-
6
David Berger, P.Eng. (Alta.) is
PEM’s production/operations editor and a principal with Western
Management Consultants. He’s
also the founding president of the
Plant Engineering and Maintenance Association of Canada
(PEMAC). For more information
call (416) 362-6863 ext. 237;
email: [email protected] or visit
www.wmc.on.ca.
7
tion of proposed processes to test different assumptions.
Document proposed job profiles: Job profiles are
similarly prepared corresponding to the proposed
processes. In some cases, jobs are combined or eliminated
entirely, as a result of streamlining activities, minimizing
redundancies and removing non value-added activities.
Determine CMMS system changes: Any change
to your processes implies adjustments to the CMMS
system will be required. Sometimes this will mean moving
to a new CMMS system. Often the CMMS vendor, however, can assist in making better use of the existing software or the user can customize the package to fit the need.
Perform cost/benefit analysis: In terms of
savings and established performance measures
and targets, any improvements to the process must be
quantified. To guard against actual savings falling short of
original estimates—only promise the minimum required.
This will help you better manage the expectations of top
management and obtain approval. Once again, processengineering or activity-based costing software can help in
performing the analysis.
Develop an implementation plan: The final
step is to develop a detailed implementation plan.
Start with a low-cost pilot to test the new processes and
support systems, using the best resources available. p
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9:52 AM
Page 18
Power Transmission
BY GALEN BURDESHAW
Use elastomeric couplings
to reduce costs
18
PHOTO: ROCKWELL
Many users consider the installation tasks
that can handle up to four-degree angular misalignrelated to the mounting and assembling of couplings to
ment combined with 1/8-inch offset misalignment.
be quite simple. Aligning the shafts to each other, howThese tolerances are so large that they’re easily noticed
ever, can be more difficult and take several hours, espeby a naked eye.
cially if the user doesn’t have the correct tools. Excessive
Elastomeric flexibility has other advantages above and
time spent on the installation is costly and provides minbeyond alignment. Flexibility will actually improve the
imal value to the company’s bottom line.
overall life of the machine’s system components. For exYet, how does a facility reduce coupling maintenance
ample, imagine a coupling with no misalignment capaand equipment downtime costs? The answer can be as
bility—a rigid coupling. If this coupling was exposed to
simple as selecting or specifying the correct coupling for
misaligned shafts, the result would be component stress.
the application—elastomeric couplings. They have a
The component stress isn’t only within the coupling, but
wide range of user benefits, which can be tied to operatin the mating shaft and shaft components.
ing, maintenance and replacement cost savings.
For every action there’s an equal and opposite reacElastomeric couplings are couplings that use an elastion. As a result, there’s an excessive pre-load on bearings
tomer, which is usually some type of thermoset or therand induced vibrations. This loading will decrease bearmoplastic material. Common elastomer materials used
ing life and lead to early component failure, resulting in
for couplings include natural rubber,
increased replacement and installation costs. ElastomerSome coupling designs
polyurethane, neoprene, Hytrel, or
ic couplings handle this misaligned condition efficiently
EPDM. All materials are selected based
and allow the bearings to operate properly as designed.
and sizes will have more
upon their natural mechanical characElastomeric couplings also dampen shock loads and
teristics toward the application devibrations in applications. This relates to cost savings bemisalignment capability
mands.
cause it protects surrounding equipment from the damMaterial-selection factors include
aging vibration and shock-load affects. For example, if a
than others.
chemical and wear resistance, temperdriven piece of machinery is subjected to an aggressive
ature limits, thermal and electrical
shock load, the coupling would absorb a large part of this
conductivity, toughness, strength and durability. Flexioverload.
bility is a great feature of elastomeric couplings. This
If this heavy impact load reached an expensive piece
means the couplings will operate properly under a misof equipment, such as a gearbox, the mechanism might
aligned condition. When you choose this style of coufail. Instead, the equipment is protected. Couplings abpling, it takes less time to align two
shafts and the equipment attached to
them.
Elastomeric couplings can reduce maintenance
Accurate alignment is often time
and equipment-related costs.
consuming and the tools needed to
achieve accuracy can be costly. This investment may not be practical. If the
proper alignment tools aren’t available,
then alignment can involve a series of
trial-and-error attempts. In addition,
moving machinery around to properly
align the shafts may take several hours.
If the alignment-tolerance window
Galen Burdeshaw is customer
was much greater, however, as it is with
elastomeric couplings, then the total
order engineering manager for
time and effort required to align shafts
Dodge couplings and drives, Rockproperly is unnecessary. Some couwell Automation. For more inforpling designs and sizes will have more
mation call (905) 792-1739 or
misalignment capability than others.
visit www.dodge-pt.com.
In fact, there are elastomeric couplings
2/10/06
9:52 AM
Page 19
sent of this dampening characteristic would
transmit the load directly through the system,
which often results in component failure.
It’s also often easier to spec the least expensive
component in the system as the weakest design
link. When a flexible elastomeric coupling is defined as the weakest link in a machine system,
then it can act as a type of mechanical fuse, failing upon damaging overloads or surges. After
all, it’s much easier to replace an inexpensive
elastomeric coupling versus an expensive gearbox or motor.
When an elastomeric
coupling fails, it usually
doesn’t require the complete
coupling to be replaced.
Additionally, when an elastomeric coupling
fails, it usually doesn’t require the complete
coupling to be replaced. Instead only replacing
a low-cost elastomer tire, insert or disc is all
that’s required. Most metallic couplings will require complete component replacement, making the repair costly. Further, the installation
time of just elastomeric inserts isn’t time consuming, making them the ideal choice for critical applications.
Another major benefit of elastomeric couplings is they don’t require maintenance. Install
them and they will run until failure. Flexible
couplings that don’t rely on elastomer dampening will require lubrication. Lubricants, such as
grease and oil, have short service lives and require fresh grease on a periodic schedule.
To achieve the intended product life, this
means scheduled downtime is necessary for
maintenance. Lubrication is also messy and can
drift off the coupling, making it less than ideal
for certain applications (i.e. food, beverage and
paper processing).
Both original equipment manufacturers and
end-users can benefit from the savings associated with elastomeric couplings. Less time is required for installation, alignment and
replacement. Mating-component operating life
is improved, which decreases replacement costs
or warranty charges.
MRO costs are decreased due to the lack of
needed maintenance. Finally, improved equipment uptime is often achieved due to the advantages with the ease of installation. p
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PEM-Feb06-PG20-33.qxd
2/10/06
9:23 AM
Page 20
Dofasco leads the way
with its equipment
reliability process
Steel
City
Andy Harshaw, Dofasco's
vice-president, manufacturing.
PEM
2/10/06
2005
9:23 AM
Page 21
MAINTENANCE
AWA R D S
By Robert Robertson
Dofasco Inc. is one of Canada’s largest steel producers, serving customers throughout North America with
high-quality, flat-rolled and tubular steels and laser-welded blanks. With more than $3 billion in annual revenues, the company has been listed on the Dow Jones Sustainability World Index since its inception. The index
is a global ranking that recognizes leadership in corporate social responsibilities.
ofasco’s advanced QS9000-registered facilities in Hamilton,
a form of failure modes and effects analysis; root-cause failure analysis
ON, produce hot-rolled, cold-rolled, galvanized and tin(RCFA) and criticality and risk analysis;
plated steels, as well as tubular products and tailored
Work-execution practices are used to improve the effectiveblanks. The 730-acre steel-making complex encompasses
ness of high-performance work teams. This includes the principles
multiple capital-intensive and ISO 14001-registered manufacturing
embodied in total productive maintenance (TPM), formal work planfacilities or business units. The Hamilton plant includes:
ning and scheduling and stores inventory management; and
• Three coke plants;
The application of Ivara EXP asset reliability software and its
• Two blast furnaces;
predecessor in Dofasco facilities. Dofasco originally developed
• Basic oxygen steel-making furnace;
and partnered with Ivara to market the
• Electric arc furnace;
software, which is known today as Ivara
The software helps Dofasco to manage EXP. The software helps Dofasco to
• Two continuous slab casters;
• Hot-strip rolling mill;
its data-intensive asset reliability process. manage its data-intensive asset reliabil• Cold mills;
ity process. This enables the company
This enables the company to meet its
• Annealing and tempering facilities;
to meet its current business objectives.
• Galvanizing lines;
The software provides a complete
current business objectives.
• Canada’s only electrolytic tinning line; and
picture of its assets’ health. The soft• Two tube mills.
ware collects, consolidates and analyzes
Dofasco is using an integrated maintenance best-practice strategy.
asset health information. It also recommends the right work that must
The focal point is equipment and reliability technology that involves:
be completed by Dofasco’s 1,940-member maintenance reliability
Predictive technologies are used to detect deterioration. This
team, which includes tradespeople, apprentices, supervisors and techincludes: infrared thermography; oil, vibration and motor-circuit
nical support. Operating 24/7, Dofasco also uses 130 contractors to
analysis; ultrasonic inspection; various non-destructive testing
complete on-site daily reliability work.
methodologies; and precision shaft alignment and balancing;
Dofasco’s 1,940-member maintenance reliability team makes
The application of analysis processes and practices that mitsafety as one of its priorities. In fact, Dofasco continues to
igate the consequences of failure. This includes: reliability cenmake year-over-year safety improvements.
tered maintenance (RCM); maintenance task analysis (MTA), which is
PHOTOS: DON GOLDING
D
FEBRUARY 2006
21
PEM
2/10/06
2005
9:24 AM
Page 22
MAINTENANCE
“We have maintenance reliability core team leaders, usually a
mechanic or electrical tradesperson. The purpose of these teams is to
cultivate and implement equipment maintenance programs,” says
Andy Harshaw, Dofasco’s vice-president of manufacturing. “Dofasco
people have a range of skills and the company has its own apprentice
program (averaging four years) to train certified tradespersons. We do
this for millwrights, mechanics, electricians, electronic trades and
instrument mechanics. Dofasco has the full range of technical capabilities that it requires.
“Our biggest strength is that the teams consist of people from manufacturing who have direct responsibility for the asset. We focus on
assets that have the greatest identified business opportunity. Assets are
also divided into manageable sections, so we can have a rapid implementation. You have strong peer-to-peer interaction of core team
members and the balance of manufacturing resources. As a result,
employees aren’t isolated on the job. We do a great deal of cross-functional effort and we get more than one root-cause perspective.”
Equipment reliability is a key element of Dofasco’s overall manufacturing strategy. Here’s a quick look at how it works:
The process begins with aligning maintenance activities with
Dofasco’s company business goals. This involves identifying assets that
are “high risk” (high consequence if they fail and high probability of
failure).
The next step is to implement the latest practices to define appropriate maintenance work. Dofasco uses MTA to improve asset reliability performance and meet manufacturing requirements.
Formal RCM analyses are used for the most critical and complex
assets. RCFA analysis is also applied as a continuous improvement
work-identification tool. A predictive maintenance needs assessment
rounds out the work-identification process.
The identified work then feeds the rest of the equipment reliability
process, which calls for excellence in planning, work scheduling and
execution, as well as related follow up. Regarding work procedures and
the maintenance program for each asset, follow up helps to drive continuous improvement.
“We decided to develop the equipment reliability process after doing
early external benchmarking. People often refer to reliability as the
‘hidden plant.’ If you have certain capacity, there’s additional capacity
available without capital if you can improve your reliability,” says
Harshaw. “As we pursue growth in the marketplace, we always want to
get the most out of current assets before we start building new ones. We
had to review some of our aging technology and how we would get the
most out before pursuing any replacements. This was the equipment
reliability catalyst.
“You need to identify the work that must be done to sustain the asset
at the required capability. You next have to plan, but planning isn’t the
same as scheduling. Following through, you must execute and implement follow up to determine if you met expectations. All of this sustains your capability loop and is an ongoing process. We use the reliability software for enhanced analysis capability, to track assets and
remind us of the work that has to be done. Most computerized maintenance management software (CMMS) systems are ‘reminder’ files
because you need an asset history.”
Using the equipment reliability process, Dofasco is able to implement the most effective maintenance program for each asset, as well as
identify tactics for improving cost and equipment uptime metrics.
Uptime, according to the Dofasco asset-utilization model, is that por-
22
AWA R D S
Dofasco maintainers have a range of skills and the company
has its own apprenticeship program (averaging four years) to
train certified tradespersons.
tion of total calendar time an asset is operating at capability production rate, producing first time through to quality product.
Various losses, including planned and unplanned equipment downtime, account for the remaining time. While delivering value in the
most cost-effective manner, Dofasco’s maintenance reliability team
makes safety and environmental concerns a top priority. Harshaw says
that safety is job one for everyone at Dofasco.
“Dofasco has always made safety as one of its priorities. It’s all about
the way we work and where we want people to work,” says Harshaw.
“We continue to strive to be a safety world leader in our industry. We
currently have a program called ‘Journey to Zero’ that encourages
employees to work safely at all times. Dofasco continues to make yearover-year safety improvements.”
What kinds of return on investment, equipment reliability and manufacturing capacity improvements has Dofasco achieved? Operating
and production figures of Dofasco’s business units are closely held. It’s
known, however, that Dofasco has produced significant productivity
gains by using its equipment reliability process.
During a period when percent prime yield throughput climbed
nearly 20 percent, expensive reactive maintenance was reduced to less
than two-thirds its former rate and unavailability (downtime) of
equipment was cut in half. During the same period, Dofasco’s maintenance workforce was reduced by 50 percent through natural attrition.
In Dofasco’s galvanizing business unit, one line is currently engaged
in an improvement project, putting in place the equipment reliability
process. Using proactive maintenance best practices and tools, the line
generated impressive results. In 2005, Dofasco had a 14 percent
improvement in asset utilization, producing 5,600 tons per month of
additional throughput. This translates into $11 million per year from
one asset for Dofasco.
“Our maintenance reliability team members are focused and they’re
serious about the job. They find it gratifying when the results are
demonstrated,” says Harshaw. “It’s a pleasure and fun to watch people
who enjoy what they’re doing. Let’s face it, maintenance and reliability
are both a lot of work. There are shutdowns that involve long hours.
When bad things happen, these people are always available and they
come into the facility. More importantly, they continue to find a way to
remind us of the problems and help save the day.” p
Robert Robertson is PEM editor. You can reach him by email:
[email protected].
2/10/06
9:26 AM
Page 23
Trust in SKF to Maximize
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Achieving asset efficiency is a significant challenge.
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Through the business area called SKF Reliability
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Through SKF Reliability Systems we now provide
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For more information on SKF Reliability Systems,
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2/10/06
9:26 AM
Page 24
Toronto Water uses
optimized maintenance
to reduce costs
Water
World
Larry Korson, manager of Water Supply,
Toronto Water Division.
PEM
2/10/06
2005
9:27 AM
Page 25
MAINTENANCE
AWA R D S
By Robert Robertson
The City of Toronto is the fifth largest municipal government in North America. A major division within the
city is Toronto Water. Among other key deliverable services, Toronto Water comprises two core operating functions: Water Treatment and Supply (WT&S) and Wastewater Treatment (WWT).
T&S, with processes such as water treatment, pumping, storage and transmission for 2.8 million customers in the city and the southern portion of York
Region, consists of the following:
• Four treatment plants;
• 18 pumping stations;
• 10 underground storage reservoirs;
• Four elevated storage tanks; and
• 520 kilometres of trunk-water mains.
WWT serves 2.4 million customers and includes:
• Four treatment plants.
Sparked by the private sector’s competitive challenge in the late
1990s to achieve cost reductions in the water industry, WT&S and
WWT established the Works Best Practices Program, a multi-year
improvement initiative designed to enable the two operating groups to
achieve the vision of becoming a world-class, public-service provider.
The program began with an assessment to determine the opportunities to become more competitive in delivering water services. The
assessment revealed opportunities to achieve a sustainable $36 million
per year combined savings across the two groups by making strategic
technological, work-management and organizational changes. The
process would require the following paradigm shifts:
Operations and maintenance silos to total productive operations;
Reactive work to program-driven work and optimized maintenance;
Attended facilities to less attended facilities;
Work by craft/skill to workforce flexibility;
Fear and limited use of technology change to technology as essential;
Organization as structure to organization as a strategy;
Customers as a nuisance to customers as advocates; and
Assets as costs to assets as investments.
To achieve the long-range goals of WT&S and WWT, it was determined that the move to the application of optimized maintenance
would generate a savings of $11 million per year. Larry Korson, manager of Water Supply, Toronto Water Division, City Toronto, says this
change in thinking opened the door to a new way of doing things for
the two groups.
“To balance cost reductions with quality improvements, WT&S and
WWT looked at various strategies. This included the establishment of
new approaches, such as optimized maintenance—the application of
tools and processes to develop a maintenance program that has the
appropriate balance of proactive and reactive maintenance activities,”
says Korson. “The drive to optimized maintenance meant a culture
shift from reacting to proacting to optimizing.”
At the core of the optimized maintenance program for the two
groups is the future extended use of reliability centred maintenance
(RCM). To validate the RCM approach, WT&S conducted a pilot project that involved its major pumping equipment. It was estimated that
RCM-related cost savings for 128 pumping units, ranging in sizes up to
180 megalitres, would amount to approximately $182,000 annually.
PHOTOS: DON GOLDING
W
The use of optimized maintenance allowed Toronto Water to
enact reliability culture change. The maintenance team is
now able to apply a variety of best practices.
Korson says the RCM pilot project revealed a variety of benefits that
can be attributed to optimized maintenance, including:
Improved awareness of asset function, possible failure modes and the
effects of failures;
Improved communication of maintenance needs;
A better understanding of maintenance tactic options available;
Increased understanding of the value of planned maintenance work
that must be completed;
Support in the development of standard operating procedures that can
be applied across the organization;
Support to identify flexible maintainer task opportunities;
Re-direction of operations and maintenance staff to perform highvalue tasks;
Support to standardize maintenance task-execution training throughout the organization; and
Maximum cost savings across the organization by eliminating unnecessary maintenance and adding new tasks to preserve assets.
Derived from the RCM pilot project were key recommendations:
Create a framework to mandate participation throughout WT&S
and WWT;
Develop a structure to ensure recommendations are implemented
FEBRUARY 2006
25
PEM
2/10/06
2005
9:27 AM
Page 26
MAINTENANCE
AWA R D S
Water Supply puts optimized maintenance into action
The Water Supply operating unit of WT&S,
which Larry Korson heads up, is responsible
for the delivery of water from the treatment
plants to local distribution systems through
three main processes: pumpage, storage and
transmission. At press time, Water Supply is
already using a variety of optimized maintenance techniques, including:
• Refinement and development of maintenance practices: This involves facilitating
RCM workshops, which comprise a cross-section of operations and maintenance staff to
revamp existing practices and develop new
ones for various pieces of equipment. This
includes valves, flow meters, transmitters
(flow, level and pressure) and chlorine analyzers;
• Work management: Using data compiled
from the CMMS system to set maintenance
performance goals, monitoring and reports.
This includes such aspects as the status of
work completion by types—planned repair,
predictive maintenance (PdM), preventive
maintenance and projects—as well as back-
similarly across all facilities, which would lead to the consistent application of practices and the maximizing of collective benefits throughout the two groups;
Select an optimized maintenance program “champion” to lead and
drive the process;
Set optimized maintenance goals and metrics; and
Start formal RCM training and perform related exercises.
“To get the optimized maintenance process started, we implemented an Avantis computerized maintenance management software
(CMMS) system at all WT&S and WWT facilities,” says Korson. “It
provides the necessary functions to identify, plan, schedule, communicate, execute and assess the performance of maintenance and nonmaintenance work activities.
“Significant progress has also been made to encourage maintenance
staff to become more multi-skilled and flexible. For example, our
trades (millwrights, electricians and electronic technicians) are becoming provincially certified water operators as recognized by the Ontario
Ministry of the Environment. Process operators have been trained and
can perform basic maintenance tasks, such as cleaning, lubrication,
adjustments, inspections and repairs.”
According to Korson, an optimized maintenance unit has been formally established and is currently being resourced. A manager has been
hired to lead the unit. The unit’s responsibilities include:
It’s expected the shift to optimized maintenance by Toronto
Water will generate annual savings of $1 and $10 million for
WT&S and WWT, respectively.
log hours by work type and trade. By shifting
resources and modifying work practices,
Water Supply maximizes its “wrench-on-bolt”
time, etc.
• Measuring the CMMS system: Water
Supply is able to make improvements where
necessary by auditing how maintenance professionals use the CMMS system; and
• PdM tools: Using PdM tools, such as performance testing, vibration monitoring and
analysis and oil analysis. These tools help
drive optimized maintenance change.
IMMEDIATE
Create a phased-in centralized, optimized maintenance process;
Develop a work plan that’s aligned with the facilities;
Support each facility in the culture advancement from reactive main-
tenance via proactive maintenance to optimized maintenance;
Manage the CMMS system across WT&S and WWT (standardization of entity, practices and system configuration and set up);
Develop and deliver reports to facilities related to CMMS system use,
set up and maintenance-performance tracking; and
Standardize CMMS system application and maintenance practices.
LONG RANGE
Develop and implement standardized and optimized maintenance
practices using RCM where required;
Ensure all work sites gain the financial, regulatory and operational
benefits of maintenance optimization;
Research and deliver to Toronto Water the latest maintenance
philosophies, techniques and technologies;
Implement and deliver reports to work sites related to CMMS system
outputs for maintenance performance and benchmarking; and
Create with the technical training team, programs that relate to
maintenance practices and techniques.
Looking to the future, it’s anticipated the shift to optimized maintenance by Toronto Water will lead to annual savings of $1 and $10
million for WT&S and WWT, respectively. Korson says that Toronto
Water’s maintenance team is a hard-working and dedicated unit whose
members recognize themselves as key service-delivery stakeholders. He
also says team members possess multiple skills and display work flexibility by performing beyond their traditional roles.
“When you look at the maintenance culture at Toronto Water, we’ve
undergone great change that’s allowing us to apply best practices and
make continuous improvements. As a result, we’re now more competitive, advanced and well-positioned for the future,” says Korson.
“There’s ‘buy-in’ from the maintenance staff and management. Before
we made the change, some of us were over maintaining equipment,
while others were just reacting to breakdowns. We saw the light and
acknowledged this was a costly approach. We still have a way to go, but
we’re clearly on the right path.” p
[email protected].
26
2/10/06
9:28 AM
Page 27
From Furnace to Finishing Lines
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From standard bearing products to the most
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2/10/06
9:28 AM
Page 28
Make the critical move
from reactive to
predictive maintenance
By Ken Bannister
Don’t React
he use of predictive maintenance (PdM) has been around
for a while. At the same time, however, it continues to be
under utilized by some maintenance departments. Three
common elements of an unsuccessful PdM program include:
The PdM tool is applied inaccurately and inconsistently when collecting data, which results in suspect information;
Operators of PdM tools are poorly trained that leads to poor data collection and interpretation practices; and
When an imminent failure is successfully predicted, the equipment is
still allowed to fail due to ineffective planning and scheduling business
processes.
T
Prepare for change
The theory behind a successful PdM program is simple—take sample
data from a single or series of collection points in an engineered and consistent manner, trend the results and take immediate remedial action
once pre-set control limits are surpassed. Follow these steps to maximize
your PdM change journey, starting from a reactive maintenance culture:
STEP 1: CHOOSE A SUITABLE PILOT
A typical pilot can include:
All equipment located within a designated floor, room, physical area;
A type or group of similar equipment (i.e. pumps and compressors);
28
A designated manufacturing line; and
A designated equipment piece.
Pilots are chosen mainly due to localized high failure rates that need
immediate attention. Pilots can also be chosen because they have a reliable work history archive, are convenient, allow easy access and are easily adaptable to the chosen PdM method or tool to be used.
STEP 2: CHOOSE A SUITABLE PDM METHOD/TOOL
The first two steps are interchangeable and often determined in conjunction with one another. Choosing a suitable PdM method or tool will
often be driven by immediate need, budget or legacy. Document your
final choice and related expectations.
There are many PdM strategies available. The following is a list of
popular choices and their respective pros and cons:
Fault-code analysis (FCA)
FCA is the simplest and least expensive PdM tool. By setting up a coding
system that’s tracked on the completed work order, FCA is used to identify equipment failure or faults. The process is greatly facilitated by setting up the computerized maintenance management software (CMMS)
or enterprise asset management (EAM) system to record and report on
the failure codes.
Repeat or cyclical failure incidents are easily identified through a sim-
2/10/06
9:28 AM
Page 29
The reviews for
MainTrain 2005 are in...
www.maintrain.ca
Testimonials from 2005 attendees:
“This is the leading-edge information
I came to learn about!”
“The greatest and most useful hands-on
workshop I have ever attended!”
Please visit our website: www.maintrain.ca for full coverage of MainTrain 2005!
Book now for 2006!
The
Plant
Engineering
and
Maintenance
Association of Canada (PEMAC) thanks all of
our sponsors, committee members, attendees
and exhibitors for taking part in the most successful professional and workforce development
event
for
maintenance
and
physical
Novotel Toronto Centre
asset management practitioners in Canada.
PEMAC and the 2006 Planning Committee is
already hard at work lining up another fantastic
program
of
speakers
and
activities
for
MainTrain 2006!
• Main conference:
Nov. 28-29, 2006
• Pre-event Workshops:
Nov. 27, 2006
• Post-event Workshops:
Nov. 30, 2006
So book the dates: November 28-29, 2006
for our main conference back next year in
Toronto, Ontario!
• Maintenance Management
Professional Certificate
(MMP) (Module 1):
Nov. 27 and 30, 2006
www.pemac.org
Thank you to our sponsors!
Our 2005 Platinum Sponsors:
Please visit our website:
www.maintrain.ca for all
the event details or call
(905) 823-7255 (PEMAC) to
discuss registration options.
Our 2005 Media Sponsor:
CLB Media Inc.
Publishers of:
Plant Engineering
and Maintenance
2/10/06
9:29 AM
Page 30
PdM technology to use on the job
1
Laser alignment: Related tools allow coupled driver-driven equipment to be set up accurately. This can significantly reduce vibra-
tion caused by offset and angular misalignment that’s introduced
when equipment is poorly set up. Laser alignment also detects “softfoot” conditions when machine or motor bases are incorrectly
shimmed on one or more of their mounting feet.
In all cases, vibration leads to wear, heavy power consumption and
premature failure. Based on the premise of aligning equipment and
using an extremely accurate laser light beam, this system is relatively inexpensive and easy to learn.
2
Infrared thermography: Infrared cameras have progressed in
recent years. They now offer sophisticated hand-held diagnostic
capability at a fraction of the cost of previous generation systems.
Infrared cameras can immediately depict problems in picture form.
Object temperatures are displayed in differing colours, all of which
can be interpreted and diagnosed in “real time” with correct training.
Ultrasonic testing: This is another popular hand-held device that
3
uses ultrasonic sound-wave detection to primarily determine
leakage. Suited for detecting air and steam leakage, the tool is easy
to use. Providing the found problems are repaired, ultrasonic testing
Remaining
Competitive
Equipment
Efficiency
Reliable
Predictable
Profitable
Ensure your systems
are performing at
optimum efficiency
generates a quick return on investment.
Vibration analysis: This is perhaps the most oversold and under-
4
used PdM tool. In a well-trained operator’s hands, the technolo-
gy can provide accurate failure diagnosis, well in advance of occurrence. The technology, however, isn’t intuitive and takes a lot of training and discipline to set up correctly.
It also requires a high degree of monitoring accuracy and consistency to be successfully deployed and trusted. Usually the most
Rexroth: A Partner in Plant Maintenance
Keeping plant running at optimum efficiency
has become a key factor to remain competitive.
At Rexroth we are committed to support our
products and systems in support to our customers
to remain relevant and focused on their own
competences. We provide a comprehensive range
of services to support automation systems in
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905 735-0510
the field. We are flexible and adapt our services
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ensuring optimum resource deployment for both
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expensive of all PdM tools, vibration analysis is best deployed by
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.
.
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Industrial
Hydraulics
Electric Drives
and Controls
Linear Motion and
Assembly Technologies
Pneumatics
Service
Automation
Mobile
Hydraulics
mature maintenance departments well versed in the science of failure prediction—not those just willing to make a change.
ple report. This method is excellent for checking the effectiveness of a
preventive maintenance (PM) approach. If the task doesn’t include preventive action for the failure type, then it must be revised. If the task is
set up to prevent the failure, then the task schedule must be revised to
prevent failure before it occurs.
This method is inexpensive to introduce and effective. It does, however, rely heavily on the discipline to code all failures and proactively pull
reports on a regular basis.
Wear-particle analysis (WPA)
WPA, sometimes known as oil analysis, examines the condition of the
lubricant used in moving-related equipment. An oil sample is taken on a
regular basis and sent to an approved laboratory to perform appropriate
testing. A diagnostic report on the sample is then provided, complete
with recommendations.
With more than 70 percent of all moving-equipment failures directly
or indirectly related to ineffective lubrication, this inexpensive PdM
method will pay huge dividends in machine reliability, availability and
energy conservation when used correctly.
Inexpensive to administer, the sample quality relies on taking the sam-
30
2/10/06
9:29 AM
Page 31
We keep them running,
with Atlas Copco Variable
Speed Drive compressor
energy saving systems.
ple in an engineered and consistent manner on a regular basis. This program is easily set up within the PM work-order system. Working closely
with the laboratory to set up sampling techniques and hardware requirements will significantly reduce the risk of taking poor samples.
STEP 3: AIM FOR SAMPLING ACCURACY
Sampling accuracy is the key to PdM program success. This involves taking the sample data from the exact same place, in the exact same manner every time, regardless of who takes the sample. If you can’t trust your
data, the program is destined to fail.
Sampling methods can vary depending on the PdM method or tool
being used. Unfortunately, many companies cut corners and choose
the least inexpensive sampling method. Budget appropriately and work
with the supplier to purchase and adopt the most accurate sampling
hardware available.
The VSD provides the air consumer with
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If you can’t trust your
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destined to fail.
STEP 4: AIM FOR SAMPLING CONSISTENCY
PM work-order system consistency is the best tool in a maintenance
department’s arsenal. You can then print out tasks on a consistent basis
when set up to do so. Regular and consistent sampling builds a work history that can be trusted and also used for FCA purposes.
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STEP 5: PUT YOUR FINDINGS INTO ACTION
A travesty occurs when great effort and money are spent to accurately
predict an impending equipment failure, but maintenance objectives
aren’t met. A lack of planning and scheduling commitment is the main
culprit. You must plan work to combat failure and associated accelerated machinery downtime costs.
When an impending failure is evident, you should create a work order
to perform a planned repair as soon as possible. This links the PdM work
order as the requestor. It also enables a report to be made that depicts the
success of the PdM program. To ensure the work order is created, issued
and there’s a required follow-up plan, develop a standard operating procedure (SOP) to clearly drive action by the maintenance department.
Once the pilot is deemed successful, the maintenance department can
incrementally roll out the PdM program. Going from reactive to PdM is
a big change, but not an impossible task. Do your homework and apply
common sense and knowledge to realize MRO improvements. It all
starts by taking the first step and not looking back. p
For sales information please call or email us:
Ken Bannister is the author of “The Predictive Maintenance Handbook” and
principal and managing partner of Innerkip, ON-based Engtech Industries
Inc. You can reach him by email: [email protected].
COMPREVAC INC.
1585 Sedlescomb Drive Mississauga, Ontario, CANADA, L4X 1M4
Phone: 1-888-603-6172 or (905) 624-4096 Fax: (905) 624-4099
E-mail: [email protected]
Visit our Web Site at www.comprevac.com
FX Refrigerated
Dryers
Air Line filters
CD desiccant
Dryers
FEBRUARY 2006
31
2/10/06
9:30 AM
Page 32
Climb Aboard
Delegates improve maintenance knowledge at MainTrain 2005
he MainTrain 2005 conference, which was recently held in
Toronto, was the place to be to hone your physical asset
management expertise and network with industry peers.
The Plant Engineering and Maintenance Association (PEMAC), sponsors
of MainTrain 2005, said the number of registered delegates for the fourday event doubled over the previous year. More than 100 maintainers,
engineers and plant operations professionals attended MainTrain 2005.
Maintenance expert Terry Wireman started MainTrain 2005 off with a
bang, as he conducted a total productive maintenance (TPM) workshop.
Wireman said TPM merges total employee involvement, quality improvement and state-of-the-art maintenance to enhance equipment capacity
utilization and product performance.
“There are five goals of TPM. This includes equipment effectiveness,
improving maintenance efficiency, early equipment management and
maintenance prevention, training to upgrade the skills of maintainers and
other staff and involving operators in daily maintenance,” said Wireman.
“There’s no one right answer—only achievement of the five TPM goals.
TPM is probably the last of the million-dollar saving strategies.”
Brian Malloch, president of Twenty First Industry Solutions Inc., talked
about maintenance leadership. Why should asset management professionals lead change? Malloch said some of the top reasons include an
understanding of constraints, chronic problems and equipment/process
capabilities, as well as having technical credibility and being in the best
position to recognize waste.
“Our constant focus is also on asset safety, capability, repeatability and
reliability. We have a sense of ownership and we’re able to extend the economic life of capital assets,” said Malloch. “Honesty is the first step to
maintenance leadership and teams will follow honest leaders. If teams are
built with integrity and respect, they will support and follow even through
adversity. Leadership is never offered—it’s developed and seized.
“It’s important to build your leadership toolbox and develop your team.
Key leadership points include: identify an improvement opportunity,
establish vision, create a plan, upgrade leadership skills, motivate the team
and others, inspire excellence and market what you do well. You must also
ensure your knowledge is intact, speak openly about your vision, develop
realistic goals and stretch them, prepare for resistance and plan for success.”
Ken Bannister, a principal consultant with Engtech Industries, and
Mario Tammaro, senior technical advisor at Petro-Canada Lubricants,
provided attendees with useful tips on lubricant consolidation and how to
T
improve lubricant performance. Bannister said choosing the right lubricant is sometimes a job best left to lubricant manufacturers or distributors. The next step is to implement and use a lubricant consolidation initiative or program. To achieve long-term success, Bannister said it’s important for maintainers and other plant staff to have a good understanding of
how lubricants work.
“Getting the most out of your lubricant is all about using the right
lubricant in the right place in the right amount at the right time. Choosing
the correct lubricant is a specialized task,” said Bannister. “It’s also crucial
to remember that lubricant consolidation is a key component of lubrication management programs. You further want a lubricant that’s engineered for balanced performance and economy.”
Tammaro said the following four factors must be considered when
selecting a high-temperature grease:
Determine the real temperature range. The operating temperature may
be less than what it seems.
Is it intermittent or continuous?
What’s the reasonable re-lubrication interval or opportunity?
Consider any cosmetic issues. Can the product drip onto a component
in process?
“Greases are used because they help reduce loss in open-system equipment. Their sealing effect also protects against corrosion and entry of
abrasive solids,” said Tammaro. “Greases further protect bearings/gears
against shock loads at low speeds and over a wide temperature range. The
proper choice of lubricants will enhance equipment performance, reduce
downtime, eliminate costly repairs and improve the bottom line.”
MainTrain 2005 featured three informative panel sessions. During the
“Maintenance Masters” panel session, top industry expert Joel Levitt and
other consultants answered delegate questions from the floor. In another
panel session that dealt with the role lean maintenance plays in manufacturing, Mike Schultz, reliability specialist with Dofasco Inc., outlined how
companies can achieve lean success through reliability.
“Equipment reliability directly assists in eliminating waste by providing
the criteria and business logic that’s necessary to identify what needs to be
done, and ensuring physical assets continue to perform at satisfactory
manufacturing performance levels. You must understand the roles and
responsibilities of the employees who support the equipment reliability
process,” said Schultz.“You also have to create an atmosphere of teamwork
and incorporate operations, maintenance and technology resources.”
PHOTOS: DON GOLDING
By Robert Robertson
2/10/06
9:31 AM
Page 33
Jean-Pierre (J.P.) Pascoli, superintendent of maintenance services for
the Temiscaming division of Tembec Inc., talked about computerized
maintenance management software (CMMS) system implementation
struggles and successes. His CMMS project was an upgrade from an older
system and comprised 350 defined users, including 165 maintainers
along with 10,000 physical assets and 22,000 stock items. Goals were to
reduce inventories and simplify the cost of integrating with a new common Temiscaming accounting system. Pascoli said the CMMS implementation enabled him to learn valuable lessons.
“With a CMMS project, proper selection of team members is critical.
The team must consist of ‘change agents’ and have an understanding and
appreciation of data-management principles,” said Pascoli. “You also
can’t ignore the computer literacy levels of users or the ergonomic impact
of the software. You can’t underestimate the importance of ‘go-live’ and
post-implementation support. CMMS implementations don’t actually
end—they transform into continuous improvement projects.”
John Lambert, president of Benchmark Maintenance Services Inc.,
provided attendees with hands-on advice on the elements of fundamental maintenance during a MainTrain 2005 closing workshop. Lambert
said key maintenance basics include scheduled preventive maintenance
(PM) systems, planned maintenance (work orders), maintenance teams,
machinery installation programs and the use of CMMS systems.
“To succeed as a maintainer you must focus on core maintenance issues
and improve the reliability of critical equipment used for production. You
have to start by looking at what you can control, which are the fundamentals of maintenance,” said Lambert. “When maintainers can guarantee this is done correctly, they can advance to world-class maintenance. It
sounds cliché, but you also have to do the job right. This helps to reduce
costly equipment downtime. In the same breath, you increase equipment
availability and service life.”
PEMAC’s MainTrain 2005 planning committee included: Gerry
Fitzsimmons, national service manager, Cimco Refrigeration; Darren
German, field-service manager, Hydraulics Business Unit of Bosch
Rexroth Canada; PEMAC executive director Norm Clegg; David Berger,
principal with Western Management Consultants; Mehboob Karim, principal engineer, RDMI; Brian Hurding, EMA Canada; and PEMAC president Brian Malloch. p
[email protected].
FEBRUARY 2006
33
PEM-Nov05-PG34-OBC-v4.qxd
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Plant Facilities Review
EQUIPMENT AND SUPPLIES FOR BETTER PERFORMANCE
Rotary screw air compressors
keep newsprint plant running
Bowater mill uses rotary screw compressors.
-/2%4(!.*534
WWWMORETHANJUSTCA
34
Bowater Maritimes’ newsprint
mill in Dalhousie, NB, operates 364 days a year
and produces 237,000 metric tons of
newsprint annually. The mill is part of
Bowater International, which produces 18
percent of North America’s
newsprint. Four rotary screw compressors from Sullair Corp. provide
compressed air to the mill. Three of
the rotary screw compressors have
kept the Bowater mill up and running for more than 23 years.
The mill is an integrated
pulp/paper facility that uses two
newsprint machines supplied by a
thermo-mechanical pulp mill.
Under a near-continuous production schedule, the mill uses compressed air for
instrumentation, paper-machine operations,
cleaning and general air needs in the plant. Air
use by the paper machines includes belt tensioning, felt guides, air showers, roll wrapping
and special applications (i.e. web-tail adjustments during re-start operations).
Before the Sullair rotary screw compressors
were installed in 1981, the mill used reciprocating compressors. When the latter aged and
production increased, requiring greater compressed air volume, mill management evaluated new compressor technology.
After an analysis of long-term lifecycle
costs, Bowater purchased and installed three
Sullair 32 single-stage compressors rated at
300-hp. At the time, this provided sufficient
reserve capacity for air-demand spikes during
paper machine re-starts, as well as the ability
to off-line a compressor unit for routine maintenance and service. In 1990, a Sullair model
32/25 compressor rated at 400-hp was added.
“We run the mill 24 hours a day, seven days
a week, all year except Labour Day. When you
operate like this, you need equipment you can
rely on. We’ve been running our Sullair compressors hard for as long as they’ve been
installed,” says Huey Yik, Bowater’s steam and
environment superintendent. “We take good
care of them and we’re very satisfied with how
well they’ve held up.”
The four Sullair compressors at Bowater
feature designs that are still reflected in current
Sullair models. All use a rotary screw air-end.
The three single-stage, water-cooled rated
model 32 compressors produce 1200 cfm at
110 psi. Control for these units is provided by
a non-computerized gauge package.
The Sullair 32/25 is a two-stage, tandemmodel rated compressor and produces up to
2200 cfm at 100 psi. It features a variablecapacity design to match compressed air output to demand. The compressor also incorporates Sullair’s “spiral valve” technology, which
opens and closes a series of bypass ports on
the air-end to adjust the effective compression
volume.
This allows the motor and air-end to run at
optimum speed and maintain peak efficiency,
says Sullair. Energy cost savings with this technology can reach 17 percent and it’s especially
suited for “trim” compressors installed to meet
the fluctuating air demands of a papermaking
operation, says Sullair.
The Bowater mill succeeds or fails based on
its ability to maintain high production levels.
Critical equipment is rigorously maintained to
avoid unscheduled outages, whether in the
paper machine itself or in the enormously
complex supporting equipment and material
chain. The goal is to avoid production shutdowns.
Bowater uses the services of Sullair’s distributor, Atlantic Compressed Air Ltd. of
Moncton, NB, to consistently maintain the
four compressors through a scheduled maintenance program. Atlantic Compressed Air
contacts the Bowater mill every four months
to schedule routine service and inspections.
Since the initial installation, the compressors have used Sullube 32 polyglycol-based
synthetic lubricants. Sullube fluids can be run
continuously for one year. This reduces
fluid/labour related downtime costs, says
Sullair.
The three 300-hp compressors were originally charged with D-A Torque, a petroleum oil
transmission fluid that’s used as a compressor
lubricant. The compressors were converted to
Sullube 32 synthetic lubricant shortly after the
400-hp compressor was installed. p
SULLAIR
3700 E. Michigan Blvd.,
Michigan City, IN 46360
Toll free: (888) SULLAIR
www.sullair.com
2/10/06
9:09 AM
Page 35
Asset Management
BY JOHN M. GROSS, P.ENG., CPE, CQE
Can you handle unexpected
plant emergencies?
• What are the secondary paths?
Watching the media coverage of Hurricane
• How do you know that everyone got out?
Katrina late last year, I started to think about how
• Who gives the “all-clear” signal to return to work?
maintenance teams could avoid this type of natural
• What will the decision criteria be?
disaster. Maintainers obviously can’t plan for a Force
Once you’re sure of the evacuation plan, test it
5 hurricane or they can’t justify the cost. It’s still
once or twice a year by conducting an evacuation
important, however, to properly plan ahead for unexdrill. One way to add realism to the drill is to hold
pected emergencies. I then questioned the emergency
back a small number of employees. You want to see if
preparedness capability of my own facility.
the evacuation team leaders notice that someone is
While most maintenance professionals won’t
missing. The first time I did this, I caused quite a stir
encounter a hurricane, they still must deal with other
among our leaders. I marched out my three “victims”
emergencies, ranging from power outages, fires and
after they radioed the evacuation was completed.
floods, etc. Success in dealing with these emergencies
After you get past basic evacuation, every plant will
will depend upon prior planning and the maintehave its own priorities for potential emergencies. As
nance team’s level of training. Maintainers make a
you progress through emergency planning, each
foolish mistake by thinking they won’t experience
strategy has the following common threads that need
these types of emergencies.
to be addressed:
From my own past, hurriTo successfully deal with
• What must employees do in the actual emergency?
canes, power outages, floods
• Do you call for emergency assistance—fire, paraand
fires
do
happen.
emergencies, you must take
medics, or police?
Additionally, you can count on
• Do you shut off the utilities?
untrained people to do the
a proactive approach to
• Do you need special tools or training?
wrong thing in an emergency. I
• Do you need any special personal protective equipcould easily write another colemergency planning.
ment?
umn on this topic. Over the
• What are the steps for escalating the emergency?
years, I have seen many people
• What’s the clean-up plan after the emergency is
do the wrong thing in an emergency. I’m sure that
over?
you have your own list.
• Do you need to file any special reports with your
To successfully deal with emergencies, you must
company or the government?
take a proactive approach to emergency planning. I
• How will everyone be trained to handle the emerrecommend creating a list of the emergencies that
gency—drills and mock exercises)?
can occur. This will be an exercise of pessimistic
As you address these
thinking tempered by
questions, use the answers
common sense. Use the list
While most maintenance
to update your existing
to develop a prioritized
professionals won’t
emergency plans or create
action plan to incrementally
a new document. Make
review and improve all of
encounter a hurricane,
sure that you also outline
the plant’s emergency
they still must deal with
employee
roles
and
John M. Gross works as a Six
response strategies.
responsibilities. You must
When you create your
other emergencies,
Sigma master Blackbelt and lean
specify a back-up position
prioritized plan, start with
manufacturing manager for a
ranging from power
for each role and include
the critical items. Evacuemergency contact inforating people from your
Tier 1 automotive supplier. He’s
outages, fires and floods.
mation.
facility
is
the
first
thing
to
the author of Fundamentals of
When management or
address. While this may
Preventive Maintenance and cothe media begin to ask questions in the aftermath of
sound too basic in scope, we recently had a power
a plant emergency, I recommend that you’re prepared
outage in my new plant. I found a production cell of
author of Kanban Made Simple. In
with answers. Take a lesson from recent disasters,
workers standing in the dark wondering what to do.
addition to being a professional
such as Hurricane Katrina, and use these events as a
In planning evacuations, some of the questions you
engineer, he’s also a certified
motivator to improve your own emergency preparedshould ask include:
ness. Always remember that failing to plan is a plan
• How will the evacuation be signalled?
plant and quality engineer. You
for failure. I hope that you never have to test your
• Where do employees congregate?
can reach him by email:
emergency plans for real. p
• What paths do they take?
[email protected].
FEBRUARY 2006
35
2/10/06
9:10 AM
Page 36
Materials Handling
BY TOMPKINS ASSOCIATES
How to improve inventory
cycle counting
The ultimate goal of a cycle-counting
program is to achieve an absolute-bin (location) level
inventory accuracy of 97 percent or greater, eliminate
the need to do wall-to-wall physical inventories and
complete this with the most efficient use of resources
possible. A cycle-counting program has to deliver the
following results:
Uncover the root causes of inventory discrepancies
and eliminate or reduce future inventory discrepancies
by taking timely corrective action;
Increase distribution centre (DC) labour efficiency,
improve product flow and upgrade customer service
by enabling the identification of and correction of
inventory discrepancies before they can impact normal DC operations;
Meet the requirements of the
With most cross-docking
accounting department and external
auditors for procedural controls, count
projects, a re-design of the frequency and inventory accuracy levels
that will allow for the elimination of
receiving area is required. wall-to-wall physical inventories;
Provide the appropriate tools,
processes and procedures needed to
optimize the deployment of inventory control (IC)
resources, maximize cycle-counting efficiency and
enable IC to swiftly identify and resolve the root causes of inventory discrepancies;
Educate the entire distribution team (top to bottom)
on the importance of having accurate bin-level inventory numbers and successfully implementing and executing the cycle-counting program;
Provide the means to track and report compliance
and performance against a set of pre-defined key metrics, and hold individuals accountable for achieving and
maintaining targeted inventory accuracy levels; and
As a result of improved accuracy and improved service levels, allow for reductions in safety stock levels.
The benefits achieved from a well-executed, cyclecounting program include lower operating costs,
improved service levels and shipping accuracy, as well
as lower inventory levels. Cycle counting is superior to
annual or bi-annual physical inventories for the following reasons:
Inventory accuracy is being maintained at higher levels continuously throughout the entire year;
Raleigh, NC-based Tompkins
The timing associated with inventory discrepancy
Associates is a provider of
identification allows for root-cause identification and
total supply chain solutions,
elimination;
including manufacturing and
Eliminating the root causes of inventory discrepanstores operations. For more
cies leads to a much higher overall inventory accuracy
information call (905) 456level than counting once or twice a year; and
3871 or visit
A comprehensive cycle-counting program will elimwww.tompkinsinc.com.
36
inate the requirement to shut down the DC one or
more times a year to complete a wall-to-wall physical
inventory.
Listed below are a few of the key drivers that will
lead to reduced costs and improved service levels associated with a cycle-counting program:
Eliminating or reducing the exception handling that
occurs when inventory discrepancies are encountered
(i.e. exception picks, expediting replenishments and
downtime between waves);
Eliminating the cost and service disruptions associated with wall-to-wall physical inventories;
Eliminating (or reducing) lost sales due to shorts
caused by either product not being in the right location, or product being physically out of stock when the
system shows an on-hand quantity;
Ensuring the product ordered is the same product
that’s selected and shipped to the customer; and
High-inventory accuracy levels will likely enable
lower safety stock levels in the DC, resulting in inventory reductions and reduced inventory carrying costs.
For most DC operations, the following are some key
drivers to consider that will influence what products to
count and at what frequency to count them:
1. The minimum number of times an SKU (stockkeeping unit) and/or location must be counted in a
year to meet the criteria set by accounting and the
external auditors for the elimination of wall-to-wall
physical inventories.
2. Any external regulations that require specific-count
frequencies and documentation. Pharmaceuticals are
an example of where an external agency dictates the
count frequency and documentation requirements for
certain items.
3. The annual dollar turnover of an item. Items that
fall within the top 20 percent of annual dollar turnover
should be on an accelerated cycle-count schedule.
Items that are in the bottom 80 percent of annual dollar turnover fall into the minimum count frequency
group.
4. The annual unit volume of an item. Any items with
annual unit volume in the top 20 percent of the item
population should be put on an accelerated cyclecount schedule. Items whose unit volume is in the bottom 80 percent fall into the minimum-count frequency group.
5. The pilferage risk associated with the item. Items
that are deemed high-risk should be counted on an
accelerated schedule.
6. The per unit dollar value of the item. Items that fall
into the high-value category should be counted on an
accelerated schedule. p
2/10/06
9:11 AM
Page 37
Yves Landry Foundation
The Board of Directors of the Yves Landry Foundation would like to thank everyone
for attending our 6th Annual STARS Technological Education Awards Gala
“Manufacturing a Better Tomorrow”, which was held on October 20, 2005.
• THANK YOU TO OUR AWARD PATRONS •
DaimlerChrysler Canada
• THANK YOU TO OUR AWARDS OF EXCELLENCE SPONSOR •
• CONGRATULATIONS TO OUR AWARDS OF EXCELLENCE RECIPIENTS •
PERSON OF THE YEAR Frank Hasenfratz, Chairman of the Board, Linamar Corporation
COMPANY OF THE YEAR Valiant Corporation
PROGRAM OF THE YEAR Ford Centre for Excellence in Manufacturing (FCEM)/St. Clair College
For more information on our 7th Annual STARS Gala in 2006 and how you can become
an Award Patron or Sponsor, please contact the Yves Landry Foundation 416 620-5464 ext. 500
or 866 232-4411; or email [email protected].
Web site: www.yveslandryfoundation.com
CLB MEDIA INC. IS THE OFFICIAL MEDIA SPONSOR FOR THE YVES LANDRY FOUNDATION STARS GALA
Publishers of:
Plant Engineering
and Maintenance
2/14/06
3:23 PM
Page 38
Marketplace
INDUSTRIAL PRODUCTS AND SERVICES
• Improved communication capability via
TIG torch for welders
CANopen and Modbus-Ethernet bridge;
To eliminate overheating associated with 18 series 350
amperage water-cooled torches, Weldcraft intro-
• Four new, cost-effective high-density analogue I/O
duced its Super Cool 18 TIG torch. The Super Cool
modules for measurement and regulation;
18 operates up to 400 amps and features a water-
• Function blocks and online programming;
cooling chamber, which is designed to provide
• New pocket PC software to facilitate set up and adjust-
full-flow, water-cooling that prevents the
ment; and
torch from overheating, says the company.
• Two new ways to program the Twido controller—
The addition of a stubby collet body adja-
Ethernet or Bluetooth.
cent to the water chamber enhances the
Contact: Schneider Electric
cooling capacity of the torch, while also
19 Waterman Ave.,
High-performance grease
allowing for an optional gas lens to improve gas coverage,
Toronto, ON M4B 1Y2
NSK Canada introduced a new grease for machine tools
says the company. The torch’s heavy-copper components
Tel: (416) 752-8020
and other high-speed, high-precision applications.
improve performance by increasing cooling efficiency,
www.schneider-electric.ca
Developed by NSK and made by Klüber, MTE grease
allows for lower operating temperatures, shorter run-in
maximizing current capacity and reducing downtime and
times and has excellent load-carrying abilities thanks to
costs associated with consumable changeover and re-
EP additives, says NSK. The 100g tube of MTE grease is
work, says the company. Available with standard WP-18
packaged with a handy grease applicator and grease-fill
long or short-back caps, the Super Cool 18 uses standard
chart, which helps with the grease delivery and reduces
gas lens alumina nozzles, hoses, power cables and collets
waste, says NSK. The grease comes in a re-sealable plas-
with special heavy-duty 1/8-, 5/32- and 3/16-inch models.
tic container to keep things clean and tidy. For an
Contact: Weldcraft
added bonus, NSK has put together a guide to bearing
119 E. Graham Place
run-in procedures, which can be downloaded from its
Burbank, CA 91502
Web site.
Toll free: (800) 752-7620
Contact: NSK Canada
www.weldcraft.com
5585 McAdam Rd.,
Mississauga, ON L4Z 1N4
Tel: (905) 890-0740
www.ca.nsk.com/mte
ThermaCAM infrared camera
Modular aluminum drawers
FLIR Systems, Inc. released the new ThermaCAM
Stanley Vidmar Storage Technologies introduced its
P65HSV infrared camera. The camera is widely used by
new line of modular aluminum drawers. The new draw-
professional thermographers in commercial and indus-
er combines an aluminum body with steel-bearing sur-
trial applications, such as mechanical and electrical
faces. This helps make it lightweight yet rugged, says the
equipment monitoring and predictive maintenance.
company. It weighs 30 percent less than a Vidmar steel
The P65HSV’s large and detachable four-inch colour
drawer of the same size and holds up to 200 pounds of
Ultra-compact PLC
LCD screen displays crisp, clear images—in either ther-
tools and supplies, says the company. The drawers come
Schneider Electric improved the power and flexibility of
mal or visual-camera capabilities at the touch of a but-
in the same sizes, accept the same organizational sys-
the Telemecanique Twido, its versatile nano PLC and
ton—for optimal flexibility both while recording in
Twidosoft programming software. The Twido PLC is
the field and for reporting findings after inspection,
cabinet housings as Vidmar’s
suited for simple standalone installations, such as auto-
says the company. The P65HSV features extremely
steel drawers. The drawers come
matic doors, vending machines, car washes, pump and
high-thermal sensitivity (to 0.05° C) and image qual-
in sizes made to fit standard and
lighting systems, says the company. Designed for small
ity (76,800 picture elements in each image) thanks to
small-version Vidmar cabinet
and medium-sized control systems with between 10 and
a
200 I/O, the Twido PLC can be used by machine and
microbolometer detector, says the company. A built-
control-panel builders. Twidosoft is a graphical devel-
in Laser LocatIR is useful for pinpointing a “hot spot”
The drawers can be fitted
opment environment for creating, configuring and
on an infrared image and associating it with the phys-
with mobile latches that lock
managing applications for Twido controllers. The latest
ical target. This greatly enhances the ability to target
them in place when open or
enhancements to the Twido line better meet the grow-
inconsistencies, says the company. Calibrated thermo-
closed. They also come in all
ing customer demand for nano controllers with com-
grams, captured in user-friendly jpeg format, can be
Vidmar colours and meet Grade
munication ability and more functionality and versatil-
stored via built-in camera memory (up to 100 images)
B Shock Criteria of Mil-S-901D,
ity, says the company. The new offer includes:
or on removable CompactFlash memory cards.
• Availability of the 10, 16 and 24 I/O compact con-
Contact: FLIR Systems
Contact: Stanley Vidmar Storage Technologies
trollers in a 24 VDC power-supply version;
125-5230 South Service Rd.,
11 Grammes Rd.,
• Enhanced processor capabilities via two new 40I/O
Burlington, ON L7L 5K2
Allentown, PA 18103
compact controllers, one of which comes with an
Tel: (905) 637-5696
Toll free: (800) 523-9462
embedded Ethernet port;
www.flirthermography.com
www.stanleyvidmar.com.
38
maintenance-free,
uncooled
320
x
tems and fit into the same standard
housings.
240
Fifteen
usable
drawer heights are available.
says the company.
PEM_MFGQuote2006 1
2/10/06
9:12 AM
Page 39
11/21/05 4:20:54 PM
2/10/06
9:20 AM
Page 40
Marketplace
This makes it suited for produc-
Contact: Bradley Corp.
tion of castings or other parts
W142 N9101 Fountain Blvd.
Itm Instruments introduced from the REED family,
subjected to grinding, sanding,
Menomonee Falls, WI 53051
the model LM-81LX light meter. Designed for one-
abrasive blasting, welding, pow-
1-800-BRADLEY
hand operation and to fit easily into a tool belt or
der painting and similar opera-
www.bradleycorp.com.
pocket, the unit features auto ranging, user selec-
tions, says the company. A fea-
table Lux/Footcandles, min/max data hold, auto
ture of the GSB is a cantilevered
Handy light meter
shut off and zero adjustment, says the company.
roof over the dust-collection
Contact: Itm Instruments Inc.
module. This design creates a
20701 Chemin Ste Marie
large, continuous work area with-
Ste Anne De Bellevue, QC H9X 5X5
out support poles, walls, fume arms
Tel: (514) 457-2457
or hoods that allows for better production flow in and
www.itm-ins.com
out of the booth, says the company. Maintenance crews
can install the system with no ductwork required.
Contact: Camfil Farr Air Pollution Control
3505 S. Airport Rd.
Jonesboro, AR 72401
Toll free: (800) 479-6801
Flexible workbench
www.farrapc.com.
Lista International Corp. introduced the Nexus System
Industrial wash fountain
that’s designed to meet the needs of multiple applications,
Bradley Corp. says its industrial wash fountain can
such as electronics, research, assembly and technical work.
withstand heavy-duty abuse. The wash fountains are
The system can be custom designed to meet specific
designed for high-traffic areas and feature nine-inch
needs, says the company. The heavy-gauge upright frames
deep bowls for hand and arm washing. The 36- or 54-
have notches in both the front and back, enabling the user
inch semi-circular and circular wash fountains are
to mount accessories on either side. Accessories include
Keep the air clean
easy to maintain, says the company. The large
Camfil Farr Air Pollution Control (APC) says its
bowl makes clean up fast, and the
new Gold Series Booth (GSB) system
a
rails,
lights,
shelves,
pivoting
arms
and
monitor/accessory trays. Electrical and air-power attach-
protects workers from dusty envi-
units
non-sectional,
ments can also be added. Overhead cabinets can be added
ronments. The GSB encloses the
spray-head ring that deters van-
for storage of larger, bulky items and books. The system
work environment on three sides and
dalism. Automatic shut-off valves
has been ergonomically designed, delivering easy accessi-
on foot control and infrared models
bility with no stretch or strain, reducing the risk of injury
creates a cross draft in the work area,
have
tool
save water and energy, says the compa-
pulling the dust away from the breathing
and increasing productivity, says the company.
zone and providing high efficiency
ny. Metering valves and electronic
Contact: Lista International Corp.
removal of nuisance dust, fumes and other
push-button activation options are
106 Lowland St.,
also offered. A number of wash-fountain
particulates, says the company. The booth
models are available to service three, four, five or
encloses and isolates areas associated with industrial
“dirty work” and may eliminate the need for respirators.
even eight users at a time.
90
ISO 01
ITS
Warnock Hersey
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Stanford Electric
Rebuilders Ltd.
®
T I F I C AT I O
N
Free P/U & Delivery in GTA • 24-hour Emergency Service
• AC/DC Motor
Rewinds
• Sales of new motors
• Adjustable Speed
Drive/Controls
• Predictive
Maintenance
• Dynamic
Balancing
Holliston, MA 01746
Toll free: (800) 722-3020
www.listaintl.com.
Plant Engineering and Maintenance (PEM) has one of the
most dynamic and interactive websites in the Canadian
industrial marketplace. PEM’s new improved website
provides our readers and website visitors with a direct access
to a host of online tools and services. Check us out today!
• AC/DC
Generator
Rewinds
• Pump Repair
• Gear Reducers
• Vibration
Analysis
• Electrical
Contracting
1 Goodmark Place Unit #6,
Toronto, Ontario
(416) 798-4530 Fax: (416) 798-4460
Web: www.stanfordelectric.ca E-mail: [email protected]
www.pem-mag.com
40
2/14/06
4:51 PM
Page 41
2/10/06
9:14 AM
Page 42
Marketplace
Bevel-gear operators
Can’t miss these earmuffs
Flowserve Corp. introduced the launch of the
Workers face the challenge of protecting themselves
Limitorque Actuation Systems MT series of bevel-
from noise on the job and often face additional safety
gear operators. The MT series is suited for torque-
risks that require a high degree of visibility. That’s
seated valve applications and others that involve ele-
where the new Bilsom Leightning Hi-Visibility
vated-process temperatures,
Earmuffs come in. Delivering dual protection both
says the company. MT
Hose and tubing dispenser
series bevel gears and
Durham Manufacturing Co. introduced a
thrust-base housings
new unit for the dispensing of a wide
are made of ductile
variety of wire, hose and tubing.
iron. The MT series fea-
Measuring 19 and 9/16 inches
tures thrust bearings and
wide by 11 and 15/16 inches high
drive sleeve/stem nut design.
by 14 and 3/32 inches deep in
The MT operator stem nut is shouldered
front, the unit is fabricated of
in the drive sleeve to capture thrust forces
steel and features all-welded con-
within the thrust housing without transferring
those forces to the torque housing, says the company.
The MT series is available in torque ranges to 8,000 ft-lb
and thrust ranges to 325,000 lb. When motorized by the
Limitorque MX, SMB or L120 series electric actuators,
the MT series offers flexibility for a wide range of valve
opening and closing times, says the company.
Contact: Flowserve Corp.
5215 N. O’Connor Blvd., Suite 2300
Irving, TX 75029
Tel: (972) 443-6500
www.flowserve.com
struction, says the company. Within the unit,
accessible by means of a hinged cover, is a twoshelf area large enough to accommodate up to six
six-inch diameter spools. The material is manually
drawn through six one-inch diameter grommets and
can be cut to desired lengths, says the company.
Contact: Durham Manufacturing Co.
201 Main St., P.O. Box 230
Durham, CT 06422
Toll free: (800) 243-3774
www.durhammfg.com
night and day, Leightning Hi-Visibility Earmuffs offer
both maximum attenuation and total visibility, especially in outdoors or in low-lighting situations, says the
company. Eye-catching fluorescent green earcups on
Leightning Hi-Visibility Earmuffs contrast noticeably
against dark backgrounds, in low lighting or in
inclement weather, says the company. Plus, the
earmuffs incorporate a reflective headband
that illuminates when exposed to light, providing additional safety, day or night, says
the company. Convenient snap-in ear cushions can be easily replaced if they become
soiled or damaged. Rugged steel-wire headband construction provides needed durability,
while the foam-padded headband relieves pressure on
the head for long-wearing comfort, says the company.
Contact: Bacou-Dalloz Hearing Safety Group
7828 Waterville Rd.,
San Diego, CA 92154
Toll free: (800) 430-5490
http://www.hearingportal.com
MORE THAN JUST...
www.morethanjust.ca
42
2/10/06
9:14 AM
Page 43
Plan now to attend the 5th annual
PTDA Canadian Conference
It is not too early to register for the PTDA Canadian Conference,
June 1-3 at the Fairmont Chateau Laurier in Ottawa.
Highlights:
Program:
• Keynote presentation by Dr. Peter Andersen of Andersen Economic Research Ltd.
• Panel of key end-user industry executives.
• Member presentation by Wendy McDonald, chairman of BC Bearing Engineers Ltd.,
on building a successful distribution business.
• Member presentation by Ted Chisholm, vice president finance and information technology
of BDI Canada Inc., on the PTDA Foundation’s Industrial Careers PathwaySM initiative.
• Formal and informal networking with key decision-makers in the Canadian power
transmission/motion control market.
• Social events and an optional golf outing.
•
•
•
•
Thursday evening welcome event.
A welcome breakfast and full day of programming on Friday.
A Friday evening dinner.
Saturday morning programming, with optional events and dinner.
Complete
program details
and registration
materials are
available.
For more
information
on the PTDA
Canadian Conference,
please visit
www.ptda.org/
CanadianConference
or contact PTDA at
+1.312.876.9461
or
[email protected]
2/14/06
3:24 PM
Page 44
Marketplace
chair is configured online, visitors can email
Build your own chair
BioFit Engineered Products introduced its online
their results to BioFit and get a price
“Build Your Own Chair” configurator for designing
quote within one day, says the company.
ergonomic industrial chairs. Visitors to BioFit’s Web
Online visitors can select an upholstery materi-
site can use the configurator to assemble chairs that
al or urethane for the seat and backrest, the
choice of backrests, seats, armrests, ergonomic controls,
footings, casters or glides and metal finishes.
Contact: BioFit Engineered Products
Toll free: (800) 597-0246
www.biofit.com
type of chair base, the seat-height adjust-
meet their specific needs. They can see how different
ment range and a performance package
chair components and options would look and per-
if required for a high-tech application. Basic
form in their particular applications. After a new
chair models also can be customized with a
6)#4!5,)#s0,!.40)0).'3/,54)/.3
Pick-to-light system
IPTI Inc. introduced its new Pick-MAX pick-to-light
system. The system captures the ID of pickers, as they
complete their picks. This improves productivity by
eliminating efficiency robbing zones, says the company.
-%#(!.)#!,
GROOVED
A key feature of the Pick-MAX system includes a handsfree interface that doesn’t require pickers to push a button to complete a pick. This point-and-pick capability is
provided by the Pick-MAX system’s Watch-Me device.
0)0).' 3934%-
This is an identification unit worn on the wrist like a
watch. The lightweight, accurate and easy-to-use WatchMe device identifies each picker to the Pick-MAX modules during a pick or put, says the company. The device
provides picker accountability for every pick in the system and eliminates the need for time-consuming picker
log-on and log-off functions, says the company.
Contact: IPTI Inc.
W1236 Industrial Dr., Ixojnia, WI 53036
Tel: (262) 567-6525
www.ipti.net
Cold door saves energy
Rite-Hite Doors introduced the Barrier Fold—a bi-folding cooler/freezer door. Barrier Fold uses the Thermal Air
Sealing System that was
first developed for Rite-
1SPWFO SFMJBCJMJUZ GPS ZFBST
Hite
Doors’
Barrier
Glider high-speed cooler/freezer cold storage
"DPNQMFUFTZTUFNPGDPVQMJOHTWBMWFTBOEGJUUJOHT
door. The Thermal Air
Seal system not only creates a tight, conforming
t4VQFSJPSUPXFMEJOHGMBOHJOHUISFBEJOH
seal at the top of the
doorframe,
t'BTUFBTZBOEGMBNFMFTTJOIPVTFJOTUBMMBUJPO
t3FUSPGJUBOESFQBJSQJQFMJOFTXJUIFBTF
but
also
broadcasts continuous warm air evenly across the door
and surrounding floor surfaces to prevent frost and
reduce maintenance/operating costs, says the company.
The seal and the efficient high-velocity blower defrost
system combine to make the Barrier Fold energy efficient,
says the company. The space-saving Barrier Fold comes in
an internal or external freezer door-mount configuration,
as well as a refrigerated cooler door.
TEL WWWVICTAULICCOM
Contact: Rite-Hite Corp.
8900 North Arbon Dr., Milwaukee, WI 53223
Toll-free: (800) 456-0600
www.ritehite.com
44
p
2/10/06
9:15 AM
Page 45
MRO ress
Exp
Your guide to all the latest innovations
in plant engineering and maintenance
products and ser vices.
VA LV E S
PUMPS & PIPING
Valve-position sensors
Jacketed piping
Turk Inc.’s Vprox 773 valve-position sensors are
designed for hazardous areas in processing and
manufacturing applications. The sensors are
available with a potted-in cable or quick
disconnect that allows for faster,
more reliable installations,
says the company. The Vprox
773 sensor is a two-wire
AC/DC (20-250 VAC or 10300 VDC) inductive-proximity sensor with FM approval for use in Class 1, Division 2 hazardous location
placement, and offers a NEMA 4, 4X and 6 environmental rating, says
the company. The sensor has dual power (green) and switching (red)
LEDs. The Vprox 773 also has no moving parts that can wear, jam or
break that results in lower maintenance costs, says the company.
www.turck.com
TamaRink Jacketed and Specialty
Piping offers a full line of jacketed piping
for transferring molten metals, coal-tar
pitch, corn syrup and polymers, etc. The
piping features an inside pipe that transfers a viscous material within an outside
pipe, which holds a heating media to
facilitate flow. Fully heating the inside
pipe for more uniform and steady control
of the viscous material transfer, the jacketed piping is provided in straight
lengths, elbows, 90-degree, tees and
valve configurations with various
flanges, says the company. Heating media can be hot water or oil and
glycol or steam. Inside pipe is available from half-inch to 14 inches I.D.
and the outside from one inch to 16 inches I.D.
www.tamarink.com
Ball-check valves
Edlon Inc. offers a variety of ball-check valves for use in applications
where tight shut off is required. In
the event of backflow, shut off is
immediate, while a tighter seal is
provided for higher reverse flow
pressure, says the company. The
devices are suited for high-pressure fluids and those that create
gummy deposits. Its thick plasticliner construction resists corrosion and potential permeation to
maintain purity of fluids, says the company. The valves feature linear
materials of PFA, PVDF or PP, cast-ductile iron with zinc-plated steel
studs and nuts, pressure-rated full vacuum to 150 psi and flow at pressure drop of one psi, says the company.
www.edlon.com
Progressing cavity pumps
Moyno Inc. offers its Moyno 500 progressing cavity pumps that can
handle a variety of applications from
clean, clear liquids to viscous, abrasive and corrosive fluids. They’re suited for water sampling, as well as
pumping adhesives, paints and coatings, chemical slurries and ink and oil
scrum, says the company. Models are
available for use as bilge pumps and
sump clean out, while other models
pump saline solution in hermodialysis
machines. The pumps feature flow
rates to 50 GPM, pressures to 600
psi and fluid temperatures to 240
degrees Fahrenheit, says the company.
www.moyno.com
COMPRESSORS
Air compressor series
Atlas Copco Compressors Canada says its new Z-FF
(Full Feature) series of air compressors is a development of the Z-series, oil-free rotary screw compressors. These machines provide 100 percent oilfree air at instrument-class pressure dew points
from a single enclosed skid, says the company.
Each Z-FF compressor incorporates an integrated
heat-of-compression, zero-purge, air dryer that eliminates any site installation or tie-in, says the company. For applications with varying compressed air demands, the lat-
est in variable-speed technology can be offered
that provides energy savings of up to 35 percent
when compared to fixed-speed models, says the
company. The Z series compressors are available
in either air-cooled or water-cooled versions and
can be built with a wide variety of mechanical, electrical and instrumentation options. Features, such
as “real-time” vibration monitoring, dew-point indication and drive-motor RTD’s, can be selected.
www.atlascopco.com p
FEBRUARY 2006
45
2/10/06
9:16 AM
Page 46
Industrial Mechanics • Millwrights
Welders/Fitters • Construction
Rough.
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Tough.
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Powerful.
More than150 staff
READYto WORK
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The SC7750 removes dirt, grease and grime,
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eliminating
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removes
dirt,
grease
and grime,
clean,
floor surface.
This
high
performance
sweeper/scrubber
work ofthe
yourneed for
as well as loose makes
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eliminating
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a separate
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For a copy of our FREE
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quickbrochure,
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“Building
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email
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cleaning
tasks.
Call 905-454-6633 ext. 203
and we’ll give you a quote
[email protected] or in Canada, call
1-888-382-0004.
For a copy of our FREE product brochure,
American-Lincoln
/ 396 Watline
Ave. / Mississauga, Ontario L4Z
1X2
“Building Quality
Sweepers/Scrubbers”,
email
[email protected] or in Canada, call
1-888-382-0004.
Fax: 905-454-5440 • Email: [email protected]
American-Lincoln / 396 Watline Ave. / Mississauga, Ontario L4Z 1X2
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For Safety Videos,
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www.devtra.com
Total Material Handling Package
Martin isn’t just sprockets and gears. Along with vast inventories of power transmission products, Martin manufactures a
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46
2/14/06
4:53 PM
Page 47
developing
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Ontario’s industrial
marketplace!
Dedicated to
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Visit www.sois.ca
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2/13/06
12:46 PM
Page 48
1,117,836
square
feet to
clean.
You need the high-productivity,
easy-maintenance alternative.
The efficient way to clean your industrial floors is
easy – spend more time cleaning and less time fixing
your machine. That's why you need the uptime and
productivity of rugged Advance sweepers, scrubbers
and combination floor-cleaning machines.
Features like QuickChange™ tools-free scrub decks
and simple-to-operate controls make cleaning more
productive. With easy-access designs and readily
available parts, Advance is your alternative to
complicated, expensive floor-cleaning. All this, plus
on-site training, parts and service from your local
Advance dealer.
Advance your floor cleaning with our FREE bulletin,
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INDUSTRIAL EXHAUST FANS,
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A U T O M AT I C S C R U B B E R S • S W E E P E R S
S W E E P E R - S C R U B B E R S • P R E S S U R E WA S H E R S
W E T / D RY TA N K VA C U U M S
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N.R. Murphy carries a large inventory
of industrial Exhaust Fans in a vast
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have the experience and manufacturing
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Call, write, fax, or e-mail N.R. Murphy Limited today for this
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N.R. Murphy Limited,
430 Franklin Blvd., Cambridge, Ontario, Canada, N1R 8G6
Tel.: (519) 621-6210
Fax.: (519) 621-2841
Web Site: www.nrmurphy.com E-mail : [email protected]
48
2/14/06
3:30 PM
Page 49
FEBRUARY 2006
Do you want to know more about any product advertised in this
issue of PEM Plant Engineering and Maintenance? Here, you’ll find
all the information you need to make the right connections! Every
advertiser is listed, along with several ways that you can get in
touch. Whether you phone or fax, visit a Web site or send an e-mail,
getting the information you need has never been easier.
Plant Engineering
and Maintenance
FOR YOUR INFORMATION
HOW TO CONNECT WITH ADVERTISERS IN THIS ISSUE
PG #
PHONE #
Advance Canada
ADVERTISER
48
888-382-0004
905-712-3255
FAX #
E-MAIL ADDRESS
[email protected]
WEB ADDRESS
Advanced Gas Technologies Inc.
16
905-305-0094
905-305-0092
[email protected]
www.adgastech.com
Alaron Instruments
48
800-559-6238
800-576-7886
[email protected]
www.alaroninstruments.com
www.advance-us.com
American-Lincoln Canada
46
888-382-0004
905-712-3255
[email protected]
www.americanlincoln.com
Bosch Rexroth Canada Corporation
30
905-335-5511
905-335-4184
[email protected]
www.BoschRexroth.ca
Brother Industries Ltd
11
514-685-0600
514-685-0700
Canadian Bearings
51
905-670-6715
905-670-0795
[email protected]
www.canadianbearings.ccom
Canadian Timken Limited
7
519-631-4500
519-631-9103
[email protected]
www.timken.com
CompreVac
31
888-603-6172
905-624-4099
[email protected]
www.comprevac.com
Devtra Inc.
46
(800) 291-4719
905-469-8831
Flir Systems Ltd.
52
905-637-5696
905-639-5488
[email protected]
www.flir.com
Fluke Electronics
34, 42
905-890-7600
905-890-6866
[email protected]
www.flukecanada.ca
www.gmbgroup.ca
www.brother.ca
ww.thechecker.net
GMB
46
905-454-6633
905-454-5440
[email protected]
Gates Canada Inc.
13
519-759-4141 #2218
519-759-0944
[email protected]
www.gates.com
Gorman - Rupp Of Canada Limited
9
519-631-2870
519-631-4624
[email protected]
www.grcanada.com
Henkel Corporation
3
800-263-5043
INA/FAG Canada Inc.
27
905-829-2750
Kinecor
33
514-636-3333
MfgQuote
39
877-866-5353
www.quicktite.loctite.com
[email protected]
514-636-7777
[email protected]
www.kinecor.com
[email protected]
pem.mfgquote.com
Main Train
29
905-823-7255
Martin Sprocket & Gear, Inc.
46
519-621-0546
519-621-0546
Meltric Corporation
50
800-433-7642
414-817-6161
[email protected]
www.meltric.com
Metal Supermarkets Ltd.
19
800-807-8755
905-459-3690
[email protected]
www.metalsupermarkets.com
519-621-2841
[email protected]
www.nrmurphyltd.com
N.R. Murphy
48, 50
519-621-6210
NTN
2
866-827-7950
Nilfisk-Advance Canada
42
888-382-0004
Ontario Drive & Gear
10
519-662-2840 or 800-387-7614
PTDA
43
312-876-9461
Petro Canada
17
800-268-5850
Philips Lighting Canada
48
905-201-4500
Reed Exhibitions
41, 47
888-322-7333
Ringball Corp
[email protected]
www.maintrain.ca
[email protected]
www.martinsproket.com
[email protected]
www.ntn.ca
[email protected]
www.pa.nilfisk-advance.com
519-662-2127
[email protected]
www.odg.com
312-876-9490
[email protected]
www.ptda.org
[email protected]
www.petro-canada.com
905-887-7943
[email protected]
www.philips.com
www.ringball.com
905-712-3255
14, 15
905-826-1100
905-826-9691
[email protected]
SKF
23
866-832-6753
888-753-6584
[email protected]
www.skf.ca
Schneider Electric
16
905-678-5848
905-678-9814
[email protected]
www.schneider-electric.ca
Shat-R-Shield
19
800-223-0853
704-633-3420
[email protected]
www.shatrshield.com
Stanford Electric Rebuilders Ltd
40
416-798-4530
416-798-4460
[email protected]
www.standfordelectric.ca
Thinkage Ltd.
10
800-563-0894
V.J. Pamensky Canada Inc.
49
416-781-4617 or 877-Pamensky
416-781-4352
[email protected]
www.pamensky.com
www.mainboss.com
Victaulic Co. of Canada
44
905-884-7444
905-884-7446
[email protected]
www.victaulic.com
Yves Landry Foundation
37
416-620-5464 ext. 500
866-232-4411
[email protected]
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FEBRUARY 2006
49
2/10/06
9:18 AM
Page 50
People and Productivity
BY WILFRED LIST
Plant employee Vito could use a hug this Valentine’s Day. The
plight of Vito, who was repeatedly singled out by his foreman for humiliating treatment, even brought back images of the
“dark ages” for arbitrator Owen Shime.
“It was akin to placing this employee in the
public stocks,” arbitrator Shime concluded
after hearing a tale of the harassment suffered by Vito.
Vito’s abuse proved to be a public humiliation for him. He was also isolated
from his co-workers because they perceived him as a lightning rod for trouble. Vito’s ordeal began after he was
transferred from one of his employer’s
sites to another where he first encountered the new abusive foreman.
Vito’s work habits, which had been
commended by his previous foreman,
came in for constant criticism. The cantankerous foreman followed Vito into the
washroom and subjected him to different
rules than other employees. This included the
use of the telephone, eavesdropping on his conversations and denying him the privilege accorded to other employees of
being able to leave early on the eve of holidays.
The unrelenting harassment led to Vito suffering from clinical de-
pression and having to take a long period of sick leave from the job.
Although Vito complained to the company about his treatment, he
was met with an insensitive response and a brush off.
Unable to cope, Vito filed a grievance and the union
took his case to arbitration.
Arbitrator Shime detected a conspiracy
among other foremen to “get” Vito, noting
the pattern of harassment and humiliation
Vito experienced was “subtly intended to
drive him out of the workplace.” Arbitrator Shime said the new foreman had
abused his authority and the company
was equally liable for the pain suffered by
Vito.
Arbitrator Shime ordered the 11
months of sick leave used by Vito be restored and that he be reimbursed for any
loss of income. The company and the foreman were also required to pay Vito $25,000
in general damages. The company was further required to introduce anti-harassment
and anti-abuse training for all managerial staff.
Finally, Vito was to be ensured of a harassmentfree workplace in the future. Arbitrator Shime directed that the problematic foreman was to have no communication with Vito, neither
verbally or by gesture. p
Murphy means
MORE.
Quality
more
No one gives you more.
We have sold more than 14,000
systems in the past 60 years.
Get it done right the first time.
Avoid costly electrical injuries and the resultant fines or lawsuits
Minimize downtime costs by enabling quick
equipment change-outs
Eliminate the need for expensive
interlocks or auxiliary disconnects
430 Franklin Blvd., Cambridge, ON N1R 8G6
(519) 621-6210
Fax: (519) 621-2841
E-mail: [email protected] Web Site: www.nrmurphy.com
www.meltric.com • 800.433.7642
50
Ask about our
FREE trial program!
ILLUSTRATION BY KATHY BOAKE W.
Valentine’s Day for Vito
2/10/06
9:19 AM
Page 51
2/10/06
9:19 AM
Page 52
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Dofasco achieves equipment reliability success

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