How lean is your maintenance department?

Transcription

Cover-pg23_June05-final
6/10/05
11:47 AM
Page 1
Canada’s trusted journal for plant operations, engineers and maintainers
P
PLANT ENGINEERING
AND MAINTENANCE
www.pem-mag.com
VOLUME 29
ISSUE 3
JUNE 2005
A CLB MEDIA INC. PUBLICATION
Battle of
the Bulge
How lean is your
maintenance department?
ALSO:
Health and safety tips
Bearing series (Part Two)
MainTrain 2005 conference
brochure preview
PM # 40063602
PAP Registration # 10778
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6/10/05
11:49 AM
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6/10/05
11:50 AM
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6/10/05
11:52 AM
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Table of Contents
VOLUME 29, ISSUE 3
JUNE 2005
FEATURES
of the Bulge
24 Battle
How lean is your maintenance department?
Reduce waste to improve equipment uptime and reduce costs.
by Terry Wireman
the Air
29 Clear
Use lifecycle costing with HVAC filter media
Improve air quality and lower energy costs at the same time.
by Dave Matela
Stakes
30 High
Don’t gamble when it comes to plant safety
Work safely and adhere to Bill C-45 rules or pay a high price.
by Laurie J. Blake
24
(Part Two)
34 Bearings
Second part of the series continues
Kodak enjoys reliability success and more.
SPECIAL: INSIDE THIS ISSUE
In the next issue of PEM:
PEM SALARY SURVEY
Do you make enough money? Survey tracks key
salary and other compensation trends.
45 MainTrain 2005
Check out the four-page brochure for information about the MainTrain
2005 physical asset management conference.
MRO RELIABILITY
Industry experts offer equipment uptime tips
with the spotlight on oil and lubrication.
MOTOR AND DRIVES
Part one of our motors and drives series. Focus
will be on keeping your machinery running.
MRO EXPRESS
Compressors
CMMS software
P
PLANT ENGINEERING
AND MAINTENANCE
A CLB MEDIA INC. PUBLICATION
EDITOR
Robert Robertson
[email protected]
(905) 726-4655
Hand & power tools
Cleaning products
EDITORIAL DIRECTOR
PUBLISHER
PRODUCTION MANAGER
Todd Phillips
[email protected]
Frank Shoniker
[email protected]
Aramita Fernandes
[email protected]
(905) 713-4370
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 MANAGER
Peter Helston
[email protected]
(905) 726-4666
SALES REPRESENTATIVES
CIRCULATION MANAGER/
SUBSCRIPTION INQUIRIES
Vesna Moore
[email protected]
Tom Reilly-Smith
[email protected]
(905) 713-4341
MANAGER, PRODUCTION
Stephen Fleck
[email protected]
(905) 713-4365
CREATIVE DIRECTOR
Lisa Drummond
[email protected]
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
Tony Chisholm
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. Contents
may not be reprinted without written permission.
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.
c a
6/17/05
9:26 AM
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EDITOR’S NOTE
Guard against an outbreak
of airborne disease
Trim fat
with your
lean diet
Properly maintain your HVAC systems.
by Doug Linman, B.SC., CAIH
You have to be determined
COLUMNS
14
16
Plant Safety
14
Power Transmission
How to extend the life of gear reducers
Improper lubrication leads to failures.
by Don Miller
20
Maintenance Software
CMMS plays important MRO inventory role
Use CMMS systems to better manage costs.
by David Berger, P.Eng. (Alta.)
44
Asset Management
Plan ahead to reduce costly accidents
8
Maintainers have to always work safely.
by John M. Gross, P.E.
50
Materials Handling
Power supply chains with
lean thinking
Take costs out of your DC operation.
by Bruce Tompkins
DEPARTMENTS
6
Hands On
■ Industry Update
■ People and Companies
52
Plant Facility Review
54
Marketplace
58
MRO Express
61
FYI
62
People and Productivity
54
HVAC retrofit improves
indoor air quality.
Industrial products and services.
PEM’s bonus showcase of the
latest product innovations.
and work hard to lose weight.
My head spins when I think
about the diet options. You can
choose from the South Beach Diet, Atkins Diet, Zone
Diet and more. Even Dr. Phil offers a diet. It’s either
low-carb, no-carb or pass the Dutchie. We didn’t mean
to offend with the PEM issue cover. Trust me, I’m battling my own diet demons. I have to become lean, but
it’s a challenge.
What about your maintenance department?
Respected industry analyst Terry Wireman (page 24)
says that it’s important for companies to take “fat” out
of their maintenance operations. Wireman says it’s all
about removing waste from the maintenance process.
For example, you want to reduce travel time to get tools,
time to transport tools, time required to identify tools
and time needed to substitute tools.
As Wireman outlines in his article, you shouldn’t
focus on lowering the amount of wasted MRO resources
by cutting the size of your maintenance department,
but rather by deploying it in a planned and scheduled
mode. Wireman also urges maintainers to use computerized maintenance software (CMMS) and enterprise
asset management (EAM) systems as tracking tools to
improve lean maintenance initiatives.
You first have to apply the basics, however, to succeed
with lean maintenance. A good example is lubrication
and its impact on equipment reliability. At the recent
U.S. National Manufacturing Week show in Chicago,
Eric Bevevino, business unit manager, industrial and
integrated solutions for ChevronTexaco, talked about
how lubrication and reliability can be linked to lean
maintenance performance.
To maximize your lubrication program, Bevevino
recommends: conduct combined team planning session
with purchasing, maintenance, operations and finance;
assess the current situation; develop potential improvement projects; determine possible savings, total costs
and timelines; agree to action plans, milestones and
documentation; assign responsibility; and review weekly by department and monthly by team.
Go lean, get fit and reap the benefits.
Advertiser contact information.
Wash out your mouth
by Wilfred List
Robert Robertson, Editor
PEMAC Allied Member
[email protected]
62
JUNE 2005
5
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Hands On
0n
NEWS AND NOTES FOR THE PLANT PROFESSIONAL
I N D U S T RY U P D AT E
Bearing specialists meet
at BSA annual convention
Another business session focused on bearing marketplace
trends and the impact of globalization on the industry. A BSA
panel discussion followed that included Mike C. Arnold, president, Industrial Group, Timken Corp.; Dieter Kuetemeier, vicepresident and general manager, Distribution-North America;
Sten Malmstrom, vice-chairman, American Bearing Manufacturers Association (ABMA); and Constance D. Holmes, Sr., economist and director of international policy,
National Mining Association (NMA).
At the convention, the BSA presented Lifetime
Achievement Awards to James J. Fitzpatrick, Bearings Specialty Co. and John Nations, Bearings and
Drives. In making the presentation, Jeff Ramras,
Applied Industrial Technologies and chairman of
the BSA board of directors, said the awards recognize individuals who have made significant contributions to the industry and the BSA, as well as
demonstrate an industry leadership role.
In other news, the BSA elected Douglas Savage,
Bearing Service, Inc., as president for 2005-2006. In addition, Tom Miller,
Motion Industries, Inc., was elected first vice-president; Cam Lawrence,
BDI Canada, Inc., was elected second vice-president; and Steve Durston,
Jamaica Bearings, was elected treasurer. Craig Gipson, Bearing and Supply Co., Inc., was elected chairman of the BSA board of directors.
The BSA also elected the following members to serve three-year terms
on its board of directors: Eduardo Bichara, Baleromix, S.A. de C.V.; Craig
O. Faber, Miller Bearings, Inc.; and John Timble, Bearing Headquarters
Co. BSA board members who will continue to serve in 2005-2006 include:
Mark Stoneburner, Applied Industrial Technologies; Ellen Holladay, Motion Industries Inc.; Geoffrey Filker, Eastern Bearings Inc.; Ron Aupperle,
IBT, Inc.; Chuck Kitchen, Interstate Bearing Technologies; and Howard
Gainey, Bearings and Drives.
6
PHOTO: PETER HELSTON/PTDA
VANCOUVER—The Bearing Specialists Association (BSA) welcomed a
record number of attendees to its 2005 annual convention held here last
month. The opening business session featured important industry updates
and a presentation of the BSA’s white paper on the value of distribution.
The BSA announced that it will hold its 40th annual convention in
Sarasota, FL, on May 22-25, 2006.
www.bsahome.org
Clockwise from top left to bottom right: Paul Winter, SKF Canada, Evan
Boere, Timken Canada and Jan Lindhe, SKF Canada; Bill and Laurie
Childers, Doreen and Colin Figgens, NSK Canada; Pierre and Mary
Bouchard, General Bearing Service, Patti and Evan Boere, Timken Canada; Penny Omnes and Wendy McDonald, BC Bearing Engineers; and
James J. Fitzpatrick, Bearings Specialty Co. and John Nations, Bearings
and Drives with their BSA Lifetime Achievement Awards.
6/10/05
11:56 AM
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Our commitment to
friction management has
just been sealed.
Signed. Delivered. And sealed
to you.
As we launch our line of National®
seals throughout the U.S. and
Canada, we take another step
towards our commitment to being
your single source for friction
management solutions.
Now, our full line of seals include
precision oil, grease, fluid-sealing
and dirt-exclusion sealing products
in small-bore sizes, zero to 13 inch.
And because our seals are all
backed by our worldwide reputation
for quality and reliability, it’s clear
that now, more than ever, working
with us means one-stop shopping
for industrial bearing and seal
technology.
The fact is, whether it’s products,
services or innovative thinking, we’ll
do whatever it takes to be there for
you. At every turn.
To find out more about our new
line of industrial seals, contact your
local sales representative, or visit us
at www.timken.com/industrialseals.
Timken® is the registered trademark of The Timken Company (NYSE: TKR)
National® is a registered trademark of Federal-Mogul Corp., licensed for use by the Timken Company.
©2005 The Timken Company
www.timken.com
Bearings
|
Specialty Steel
|
Precision Components
|
Lubrication
|
Seals
|
Remanufacture and Repair
|
Engineering Services
6/10/05
11:57 AM
Page 8
Here’s your first line of
defense for rooftop safety
Hands on
WORKFORCE
CME gets behind skilled
trades training program
Meets O.H.S. & OSHA
Temporary and Permanent Barrier Systems
• KeeGuard® safety railing systems for roof
edges, skylights, hatches, stairs and walkways
• Portable KeeGuard® Contractor systems for
construction and maintenance
• Install without welding, drilling or penetrating
the roof membrane
• Galvanized for corrosion-resistance
Toll Free: 1-877-505-5003 • www.KeeGuard.com
Kee Industrial Products, Ltd. • Concord, ON
Phone: 905-669-1494 • Fax: 905-669-4347
You’ll Never Be Better Protected SM
70 Years of Safety Solutions
KBR is looking for the following candidates:
Diesel Powered Generator Mechanics
The successful candidate must be willing to deploy to
the Middle East for a one year open-ended contract
after at least 14 days of processing in Houston.
Apply online at:
http://apply.kbrjobs.com
Source Code 59212
Job Req. # 134174
KBR is a drug-free workplace and is an equal opportunity
employer committed to workplace diversity. ©2005 KBR.
A Halliburton company. All rights reserved.
8
PHOTO: CME
KBR is a global engineering and services company.
We are currently seeking personnel for Overseas
Opportunities in the Middle East and Central Asia.
OTTAWA—The Canadian Manufacturers and Exporters Association (CME)
and the Oakville, ON-based Sheridan Institute of Technology and Advanced
Learning announced Canada’s first national advanced manufacturing management certification program. The program is designed to prepare students
through a skills-based curriculum that highlights the latest processes, trends,
management and leadership techniques that are key to success in manufacturing jobs.
Canadian manufacturers consistently cite human resources and skills development among their top leadership and management challenges. The
program is focused on training workers to help manufacturers in Canada
solve this problem.
“A shortage of skilled personnel was one of the main
challenges to future business
success that manufacturers
highlighted in our annual
management issues survey
and during our Manufacturing 20/20 initiative,” says
Perrin Beatty, the CME’s
president and CEO.“Careers
in manufacturing must be Dr. Robert Turner, president, Sheridan Institute
viewed as attractive oppor- of Technology and Advanced Learning (left),
tunities for young people. and Perrin Beatty, president and CEO, CanadiEmployees must possess the an Manufacturers and Exporters.
basic skills required to work
in a responsible, innovative, highly flexible and internationally networked
business environment. Manufacturers must be able to find people with the
mix of specialized skills they require.
“Apprenticeship programs must be updated to meet the changing skills requirements of manufacturing. And, more must be done to encourage manufacturers to collaborate in skills training and pool resources to access expert
personnel.”
Sheridan, which has campuses in Oakville and nearby Brampton, ON, is
the first educational institution in Canada to offer this program with partners across the country following suit. The program begins this fall as part of
Sheridan’s overall curriculum at its new Centre for Advanced Manufacturing
and Design Technologies in Brampton. The centre, built with the help of
municipal, provincial and business contributions, will house state-of-the-art
facilities for training workers to lead careers in Canada’s increasingly technologically advanced manufacturing facilities.
“Over the past few years, Sheridan has talked to dozens of manufacturers
in Canada and they’ve all pointed to the shortage of skilled workers as a big
concern,” says Dr. Robert Turner, president, Sheridan Institute of Advanced
Learning and Technology. “We’ve developed this program in conjunction
with the CME and leading manufacturers of all sizes to prepare students for
these demanding careers, and help alleviate this labour shortage for a critically important industry.”
www.cme-mec.ca www.sheridaninstitute.ca
6/10/05
11:57 AM
Page 9
P E M 2 0 0 5 M A I N T E N A N C E AWA R D S
Step into the spotlight
We’re calling for PEM 2005 Maintenance Award submissions. Purolator Courier Ltd. and Gennum
Corp. won awards last year. They
received one free pass to MainTrain 2004 (approximate retail
value of $1,500), special plaques
and a profile story in the PEM
February 2005 issue.
Here are general guidelines for
the PEM 2005 Maintenance Awards:
Best maintenance team
• How big is your maintenance department?
Tell us about your operating structure.
• Why is your maintenance team better than
the rest (i.e. quality, innovation and performance)?
• Tell us about a maintenance team success story.
Best-managed
maintenance facility
• What kind of maintenance
best-practice strategies and
tools are you using and why?
• How have you reduced
asset management costs and
improved uptime?
• What kind of return-on-investment (ROI), equipment
reliability and production capacity improvements have been achieved?
September 30, 2005 is the submission
deadline. Get a jump on your peers and send
in your submission today! Please email your
submission to PEM editor Robert Robertson: [email protected].
www.pem-mag.com
ENGINEERING
Students have an innovative design
HAMILTON, ON—Engineering design students
of five students participating in a mechanical
engineering design competition at McMaster.
The competition was organized by the Mississauga, ON-based Away From Home Division of
Scott Paper Ltd. and Mukesh Jain, associate professor, Department of Mechanical Engineering at McMaster.
Paul Cutrona, Graham Dickinson,
Stuart Evans, Brett Jermyn and Michael
Whitby, all enrolled in the third-year
mechanical engineering design course at
McMaster, were presented with a winning prize of $7,500 at a recent award
ceremony here.
Scott Paper will also integrate the successful mechanical design into its comWinners of the mechanical engineering design competi- prehensive product development
tion from left: Brett Jermyn, Paul Catrona, Mike Whitby, process, taking it through prototype,
Stuart Evans and Graham Dickinson, present their hands- testing and pre-production project
phases.
free, roll-towel dispensing machine.
Second place and $5,000 went to the
They’ve developed a hands-free, roll-towel team of Ryan Catton, Byron McKay, Drew
dispensing machine that presents the user with Grandy and James Dunnett. Third place and
a folded towel. The double thickness of the $2,500 went to the team of Micah Fuller, Fahad
towel eliminates the problem of wet hands Jang, Jonathan Ho, Vincent Wang, Dom Wong
weakening the towel strength and tearing, re- and Mike Au Yeung. The competition was held
sulting in partially dry hands.
from January to April 2005.
The winning concept was created by a team www.mcmaster.ca www.scottpaper.ca
PHOTO: CHANTALL VAN RAAY
at McMaster University may have solved the
problem of drying your hands after washing
them in a plant or public washroom.
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JUNE 2005
9
6/13/05
10:23 AM
Page 10
Hands On
PTDA Foundation
wins college award
CHICAGO, IL—The Industrial Distribution
-/2%4(!.*534
WWWMORETHANJUSTCA
Technology Advisory Committee of Cuyahoga Community College (Tri-C) in Cleveland, OH, formed in conjunction with the
Workforce and Economic Development
Division (WEDD) and the PTDA Foundation, was recently presented the college’s
“Committee of the Year” award for outstanding achievement.
The committee was one of approximately 83 nominees. The Tri-C is a school
partner in the PTDA Foundation’s workforce development initiative, the Industrial Careers Pathway (ICP).
Together with 18 association partners
and one regional development organization, the Foundation is working to promote careers in the industrial distribution
channel; develop programs to teach business, technical and distribution basics;
and enhance distributor and manufactur-
er hiring, training and promotion.
Launched in January 2004, Tri-C is the
third pilot site under the ICP initiative. The
Advisory Committee represents a collaborative effort between the PTDA Foundation, WEDD, and the Business and
Technology programs at Tri-C to create an
interdisciplinary Industrial Distribution
Technology Associates Degree curriculum.
The process is in its final stages; students
are expected to enrol at Tri-C in the fall.
In addition to creating the interdisciplinary curriculum for the degree, the committee also is involved in marketing careers
in industrial distribution to students, parents, teachers and guidance counsellors;developing on-the-job training opportunities
through internships and co- ops; and raising money to fund scholarships and support outreach efforts.
www.ptda.org/foundation.
ENERGY
Generac offers standby
power generators
WAUKESHA, WI—Generac Power Systems introduced its new line of
Dead
Front
CSA
Switch
Rated
Eliminate the potential hazards of pin
& sleeve and twist type devices.
Meltric’s switch rated plugs & receptacles utilize an integral switching function to ensure that the contacts are de-energized before the plug can be
withdrawn. Other safety features prevent unintended access to live parts
and protect workers from arc flash injuries while simplifying CSA
& OSHA /NFPA 70E compliance.
Ideal for: • Welding Machines
• Portable Equipment
• Motors (Up to 60 hp)
Inquire about our
FREE trial program
Rated up to
60 hp, 200A,
IP 66/67
www.meltric.com • 800.433.7642
automatic standby generators. The ‘QT’ series models range in output from 15 to 150 kilowatts are designed specifically for commercial applications.
All QT models feature sound-attenuated enclosures to ensure
quiet operation under full load, says the company. Interior cooling
fans and air passageways are designed for maximum cooling effectiveness and minimal noise. With Generac’s new Quiet-Test feature,
the generator automatically runs at reduced engine speed when utility power is present, making the genset exceptionally quiet during
its weekly self-test and exercise cycle, says the company.
All QT series gensets run on natural gas. With these gaseous-fuelled products, fuel storage, spillage, spoilage and odour concerns
are absent, says the company. The cleaner combustion of natural gas
and quieter engine operation also minimize environmental concerns.
Electrical power outputs of QT series gensets include models
rated at 15, 20, 25, 30, 40, 55, 70, 80, 100, 130 and 150 kilowatts. All
are UL 2200-Listed and meet or exceed the safety and power output
standards of Underwriters Laboratories for stationary generator
systems, says the company. Both single- and three-phase electrical
outputs are offered, as well as a variety of voltages.
www.generac.com
10
6/10/05
11:59 AM
Page 11
“Equipment rental companies are all the same.”
And projects always go as planned.
All equipment rental companies are not created equal.
Hertz has been on the job for forty years.
Focusing on our customers every day.
With the tools and equipment you need.
You focus on your job. We focus on you.
1.888.777.2700 or hertzequip.com.
© 2005 Hertz Equipment Rental Corp. All Rights Reserved.
6/13/05
10:23 AM
Page 12
Hands on
TRAINING
P E O P L E A N D C O M PA N I E S
based Power Transmission DisCanton, OH-based The Timken Co.
tributors Association (PTDA) will
announced it has been named a
hold its second town-hall meeting
General Motors (GM) supplier of
at its 2005 Industry Summit to be
the year. Timken was selected for
held in Las Vegas, NV, on October
the award from more than 3,500
• August 15-18
18-21, 2005. The PTDA also reGM global suppliers • Todd FrankSudbury, ON (Level I)
leased March trend data
land, president of
• August 22-25
for distributors and manuBrampton, ON-based
Quebec-English (Level II)
facturers of power transPPI Modular Structures
• September 12-15
mission/motion control
(PPI), was presented
Windsor, ON (Level I)
(PT/MC) products. Canawith an award of merit by
• October 3-5
dian distributors’ year-tothe City of Brampton’s
Burlington, ON (Level III)
date sales of PT/MC
Economic Council •
• October 17-21
products grew 11.8 perInfraMation-Las Vegas, NV Burlington, ON-based
Todd Frankland
cent compared to Januthe Avantis unit of Inven• October 24-27
ar y-March 2004. Canadian
sys Process Systems announced
Regina, SK (Level I)
manufacturers’ sales of PT/MC
the company’s 2005 customer
• November 7-10
products increased 2.8 percent •
conference will be held in HousMoncton, NB (Level I)
Atlanta, GA-based Indus Internaton, TX, on October 3-6, 2005. End
• November 14-17
tional Inc. announced a strategic
users of Avantis, Foxboro, SimSciBurlington, ON (Level II)
agreement with Swantech to offer
Esscor and Triconex will take part
• November 21-24
advanced condition-based moniin the event • Burlington, ONEdmonton, AB (Level I)
toring software to the manufacturbased FLIR Systems introduced
• December 12-15
ing, utilities, marine and aviation
the compact ThermaCAM EX320
Burlington, ON (Level I)
markets. p
for maintainers • The Chicago, ILwww.flir.ca
FLIR to hold infrared
training courses
BURLINGTON, ON— FLIR Systems
Canada’s Infrared Training Centre
(ITC) announced its schedule for JulyDecember 2005. The ITC offers a wide
variety of infrared training programs
across Canada. Participants can choose
from certification courses for Level I, II
or III thermography, as well as specificapplication courses.
“Our goal is to provide the best infrared camera training in Canada, not
just on FLIR-manufactured cameras,
but on infrared cameras manufactured
by other organizations,”says Paul Frisk,
ITC instructor.
The following is the ITC 2005 training schedule:
• July 18-21
Saskatoon, SK (Level I)
• August 8-11
Burlington, ON (Level I)
You can’t afford
workplace injury
Murphy means
Every day there
are more than
10 arc flash
incidents
MORE.
*
Quality
Arc flashes are a danger
to the health and safety of
service personnel working
on energized equipment.
What kind of safety
precautions have you
established in your plant?
And are they in line with
the standards set by
NFPA 70E?
more
Schneider Canada
Services can help you
achieve a safer and more
productive workplace.
Our highly experienced
team will assess the
potential risk, train your
employees on safety
procedures and retrofit
your equipment with new
circuit breaker technology
from trusted Schneider
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No one gives you more.
We sold more than 14,000
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Get it done right the first time.
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* North American figure
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Schneider Canada Services
(519) 621-6210
Fax: (519) 621-2841
E-mail: [email protected] Web Site: www.nrmurphy.com
12
6/10/05
12:01 PM
Page 13
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LUB 1431 (05.03)
6/10/05
12:02 PM
Page 14
Plant Safety
BY DOUG LINMAN, B.SC., CAIH
Guard against an outbreak
of airborne disease
Almost 30 years ago, the American Legion
held a convention at the Bellevue-Stratford Hotel in
Philadelphia, PA, to celebrate the American bicentennial. Illness struck 221 persons within two days. Seventytwo of which didn’t even attend the convention, but
were in or near the hotel over the same period. Thirtyfour people eventually died of the then mysterious and
undetermined epidemic.
What followed was one of the largest investigations
in U.S. medical history. During the fall of 1976, theories
for what caused the illness outbreak ranged from
chemical exposures to pneumonia to various conspiracies against American war veterans. The Centres for
Disease Control (CDC) eventually shifted the focus of
their investigation to the BellevueLegionellosis is an uncommon Stratford Hotel.
The CDC collected numerous
infection caused by a
samples from the water, soil, air and
various materials from the hotel. All
bacterium called Legionella
samples returned negative results.
Finally, in mid-January 1977 it was
pneumophila.
determined by investigators that a
bacterium was the cause of the
newly named “Legionnaires” disease.
Upon further investigation, it was revealed that the
bacteria thrived in the hotel’s cooling tower. From that
water supply, the hotel derived its air conditioning. This
is how the bacteria was actively dispersed into the hotel.
The Legionnaires outbreak forever changed air-conditioning maintenance for years to come.
Today, more stringent cleaning and hygiene provisions for cooling towers and large-scale heating, ventilation and air conditioning (HVAC) systems are
required. Since 1977 to present day, more than 40 different species potentially affecting HVAC systems have
been identified.
Legionellosis is an uncommon infection caused by a
bacterium called Legionella pneumophila. There are
two types of illness, which can develop after being infected with this bacterium. Pontiac fever is a milder flulike illness without the accompanying pneumonia.
T H E C O L U M N I S T:
Legionnaires’ disease is a type of pneumonia, which
Doug Linman, B.Sc., CAIH, is an
can occur in outbreaks.
occupational hygienist with Golder
This condition varies in severity and is sometimes
Associates, Environmental Serfatal. Legionnaires disease has historically been linked
vices Division in Edmonton. For
to HVAC systems, but in recent years, there has been
more information call (780) 483scientific evidence to shift this view from only HVAC
3499 or visit: www.golder.com;
systems to potable water systems.
www.golder-ehs.com.
Legionellae bacteria are commonly present in natural
14
and man-made aquatic environments, as well as soil and
in ground water. They’re generally present, however, in
very low concentrations. Under certain conditions within water systems, the concentrations may increase
markedly.
ASHRAE lists the following conditions that are
favourable for Legionella amplification: water temperatures of 77 degrees Fahrenheit (25 degrees Celsius) to
107.6 degrees Fahrenheit (42 degrees Celsius), stagnation, scale and sediment, biofilms and the presence of
amoebae.
There’s also an indication that growth of Legionella is
influenced by certain materials. Natural rubbers, wood
and some plastics have been shown to support the amplification of Legionella. It has also been shown that materials, such as copper and silver, may actually inhibit the
growth of Legionella.
Most of the data on transmission of Legionnaires
disease suggests that it occurs most often in water,
which contains the organism, is aerosolized in respirable droplets (less than five micrometers) and inhaled by a susceptible host. A variety of aerosolproducing devices have been associated with outbreaks
that are common in large building and homes.
Examples include water distribution systems (i.e.
showers and taps), whirlpool spas and hot tubs, humidifiers, cooling towers of large HVAC systems and
respiratory therapy devices used in hospitals. Legionella has long-term survival, but exhibits no growth in
sterile tap water.
Anyone can get Legionnaires disease, but the risk of
developing the illness is greater for people who are
middle-aged and older. It’s uncommon for people
under the age of 20 to get the disease. Smokers, people
with chronic lung or kidney disease, diabetes; weakened immune systems due to conditions (i.e. cancer or
organ transplants) are also more at risk.
Legionella, isn’t a common disease and the risk of
getting it is generally quite low. There’s no evidence of
human-to-human transmission. Reducing the risk of
Legionella in large buildings can prove problematic, as
it’s difficult to predict where or when the bacterium is
present.
Analysis and collection of Legionella is best done by
swab samples over the medium where the water flows
and sent to an accredited laboratory. Health Canada
suggests the key to controlling the risk in large buildings is a combination of good engineering practices and
infection-control policies and guidelines. p
6/10/05
12:02 PM
Page 15
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6/10/05
12:03 PM
Page 16
Power Transmission
BY DON MILLER
How to extend the life
of gear reducers
Proper lubrication is critical for achieving
satisfactory performance of gear reducers. Mineral and
synthetic are two basic types of lubricants used in these
products. Synthetic lubricants fall into two categories:
hydrocarbon (PAO) and polyglycol (PAG). Lubricants
can also be classified as biodegradable or food grade.
Each type of lubricant has its own specific characteristics, including viscosity, viscosity index, pour point and
additives. Improper lubrication is among the leading
causes of gearbox failure. This includes choosing the
incorrect viscosity, not maintaining the correct oil-fill
level, improper type of lubricant and operating the
gearbox with dirty or contaminated oil.
Lubricant function
In all speed reducers or gear
drives, friction is created bethan necessary will result in
tween internal moving components. The primary function of
the lubricant is to minimize the
wasted resources and drive up
friction caused by the sliding
maintenance costs.
and rolling action of the gears
and bearings, by providing a
thin layer of oil between the moving components. This
film of oil, called the elastohydrodynamic film, actually
separates the mating surfaces of components. There’s
no metal-to-metal contact and this minimizes wear
and prevents corrosion. The most important properties
to consider are the viscosity, viscosity index and pour
point.
The viscosity of a lubricant, which is its ability to resist flowing when subjected to a force, helps determine
the thickness of the oil film. The viscosity index indicates the ability of the lubricant to resist viscosity
change as the temperature of the lubricant changes.
The higher the viscosity index, the wider the operating
temperature range of the oil, while still maintaining its
rated viscosity.
Another important property of a lubricant is its
pour point. The pour point is the lowest temperature at
which a lubricant will pour. Temperatures lower than
the pour point will cause the lubricant to solidify. For
proper lubrication, the pour point of a lubricant
should be 10 degrees Fahrenheit lower than the coldest
Don Miller is application engineerexpected ambient temperature.
ing manager with Dodge Gearing,
The lubricant chosen for a specific application
Rockwell Automation. For more inshould have an ISO viscosity that will match the ambiformation call (905) 792-1739 or
ent temperature in which the speed reducer is expected
visit www.dodge-pt.com.
to operate. The lubricant must be able to maintain the
Changing the oil more frequently
16
elastohydrodynamic oil film when subjected to the
forces created by the application. Insufficient viscosity
will cause metal-to-metal contact and premature wear
and even possible catastrophic failure. The higher the
operating temperature of the speed reducer, the greater
the viscosity requirement will be.
Speed reducer maintenance
The correct amount of oil must be maintained in a
speed reducer to ensure long and satisfactory performance. If the reducer operates with an insufficient
amount of oil, premature gear or bearing failure can
occur due to oil starvation. Over filling the reducer,
however, will create excessive churning that leads to excessive air entrapment. If this occurs, overheating will
most likely result due to the reduced ability of the air
and oil mixture to dissipate heat. To get the most accurate reading, the oil level should be checked with the reducer not operating and after the unit has had
sufficient time to cool.
On new applications, the reducer should be operated under normal loads for approximately two weeks.
During this “break-in” time, fine particles of metal will
be removed from the mating surfaces of the internal
components and gears. After the two-week, break-in
period, the oil should be drained and the reducer
flushed to remove all metal particles. The drain plug
must also be cleaned prior to re-installation.
The story of oil life
As a speed reducer operates, the lubricant begins to
break down and oxidize. This process continues and
the oil begins to form sludge and varnish deposits
along with acids. The acids can attack yellow metals,
such as bronze gears or bearing cages. Sludge formation
prevents effective lubrication and interferes with the
elastohydrodynamic oil film and can cause metal-tometal contact between moving components.
That’s why speed reducers, like other types of equipment, should have a preventive maintenance (PM)
schedule for changing the lubricant. The schedule is dependant on the local conditions in which the speed reducer operates and on the type of oil selected. The
lubricant should be changed every 2,500 hours under
normal operating conditions. In extremely harsh environments, the lubricant must be changed more frequently.
In helical or spur-gear speed reducers, the operating
hours between oil changes can be extended with the use
6/10/05
12:04 PM
Page 17
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6/10/05
12:05 PM
Page 18
Power Transmission
Speed reducers should have a preventive maintenance schedule for changing the lubricant every
2,500 hours under normal operating conditions.
of synthetic lubricants. Typically, when
very cold or hot ambient conditions
exist, synthetic oil should be selected.
An added benefit of synthetic oil is that
it tends to reduce the overall operating
temperature of the reducer. For wormtype speed reducers, polyglycol synthetics are extremely effective in reducing
sliding friction and extending the operating hours before a lubricant change is
required.
Extreme-pressure (EP) additives,
such as graphite or sulfur-phosphorus,
are highly effective in reducing friction.
These types of lubricants, however,
shouldn’t generally be used with internal backstops or brakes that rely on friction to operate correctly. The
manufacturer of the speed reducer
should be contacted if there’s any doubt about
the suitability of EP lubricants.
In addition to decreased oil life, excessive
operating temperatures can lead to increased
lubricant contamination. The surface temperature of a heavily-loaded speed reducer can
reach over 200 degrees Fahrenheit. Once the
reducer is shut off, it starts to cool down and
condensation begins to form on the inside of
the gear case. Over a period of time, depending on the ambient conditions, the amount of
water forming on the inside of the housing
can be substantial.
This type of contamination can lead to
bearing and gearing failure. The condensation displaces the lubricant and results
in a thin oil film between mating components. Depending on the severity of the
water contamination, the frequency of
servicing the lubricant may need to be as
short as 250 hours. Proper selection of filters and breathers will help minimize condensation damage.
Selecting the proper lubricant and
maintaining and implementing a good oil
sampling/analysis program will help to
determine the proper servicing intervals.
Changing the oil more frequently than
necessary will result in wasted resources
and drive up maintenance costs. Not
changing the oil when needed will lead to
premature reducer damage and possible catastrophic failure.
Always remember that the proper selection
of a lubricant and establishment of a routine
PM program will result in less equipment
downtime and higher productivity. p
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6/10/05
12:06 PM
Page 19
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6/16/05
11:08 AM
Page 20
BY DAVID BERGER, P.ENG. (ALTA.)
CMMS plays important
MRO inventory role
Computerized maintenance management
software (CMMS) systems have numerous features and
functions to help you better manage your MRO inventory. This results in lower inventory carrying costs and
higher worker productivity. Here are some of the more
strategic features and how best to use them:
Inventory service level
Service level can be defined in many ways, but typically
it’s the percent availability of spare parts upon request.
For example, a 95 percent service level means that 95
times out of 100, spare-part requests were fulfilled.
Service levels are analyzed by part and part category.
This is because it would be completely impractical to
maintain a service level of 100 percent
One critical consideration is across the entire inventory. The cost of
carrying inventory to sustain 100 pernot to buy a Rolls Royce
cent service would be astronomical, especially with thousands or even
when what you actually
hundreds of inventory items. Typically,
only certain parts or part categories reneed is a wheelbarrow.
quire high service levels.
A sophisticated CMMS system will
track the cost of carrying a part or part category at a
given service level. Note that the cost begins to rise dramatically for every one percent increase in service level
beyond approximately the 96 percent service level. This
is essential when determining a service-level agreement
with operations.
A good analysis tool will provide operations with a
sense of the dollar trade-off when increasing service levels. Some of the more advanced inventory control systems will allow “what-if ” analysis to strike a balance
between inventory and service levels.
David Berger, P.Eng. (Alta),
is a principal with Western
Management Consultants and
is the founding president of
the Plant Engineering and
Maintenance Association of
Canada (PEMAC). For more
information call (416) 3626863 ext. 237; email:
[email protected] or visit
www.wmc.on.ca.
20
Classification systems
Other means of categorizing inventory for the optimization of service levels is using the ABC and/or XYZ classification systems. For ABC analysis, inventory items are
classified into three groups:
“A” class items constitute a small number of parts
with a high volume usage (i.e. 20 percent of the parts account for 80 percent of the volume);
“B” class items have a larger number of parts, but a
lower volume usage (i.e. 30 percent of the parts with 15
percent of the volume); and
“C” class items that are the balance of parts, but don’t
turn over that often (i.e. 50 percent of the parts having
only five percent of the volume).
Similarly, XYZ analysis deals with dollar value. For example, “X” class items may have 20 percent of the parts
that account for 80 percent of the inventory value. Some
systems will allow you to create more than three classifications (i.e. ABCDE classification). Across the entire inventory, this allows for fine-tuning of the delicate
balance between service level and inventory value.
Inventory costing
There are many methods for valuing inventory, including last-in, first-out (LIFO); first-in, first-out (FIFO); average costing; and activity-based costing (ABC). The
most popular is average costing. ABC, however, can significantly enrich the service-level agreement with operations through better allocation of maintenance costs.
ABC ensures required costs are allocated to a product
that’s based on a simple activity cost driver, such as
throughput time.
Handling multiple warehouses
Better inventory control systems enable the establishment of multiple warehouses for tracking inventory and
service levels within a given warehouse, as well as on a
consolidated basis. Drill-down capability provides a
means for managers to zoom in quickly on the underlying cause.
Good examples are excessive service-level or inventory turnover variances for a given period. This is
a critical feature for multi-plant, distributed or decentralized maintenance departments. It allows
them to properly monitor their service-level agreements with operations.
Economic order quantity
To optimize the cost of ordering, purchasing and carrying inventory, one or more economic order quantity
(EOQ) algorithms can be used to calculate the right
quantity of spare parts to purchase. One CMMS vendor
has 19 algorithms available for EOQ calculations.
Supplier hierarchy
Better management of suppliers means improved service for operations. One of the most impressive features is
the ability to build a hierarchy of suppliers and by commodity grouping, such as pumps. Users can also build
hierarchies of the “parent-child” relations between supplier companies, and which inventory classes apply to
which supplier agreements (blanket purchase orders) for
pricing a given item.
6/10/05
“ Think
12:09 PM
Page 21
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6/10/05
12:10 PM
Page 22
Supplier performance
Good supplier management requires proper
records be kept. The following shows some of
the supplier history captured by a preferred
CMMS system:
Parts purchased from a given supplier;
Total volume purchased (year to date, last
year);
Average lead time;
Number and duration of late shipments;
Number of over-shipments;
Number of short-shipments;
Number and value of damaged goods
shipped;
Number of substitutions;
Number of times improperly invoiced; and
Supplier rating.
Rather than relying on gut feelings or vague
recollections, analysis of supplier history is a
powerful tool in negotiating with a supplier.
Order management
Here are some basic rules to keep in mind when
ordering from suppliers:
1 Re-order point. Reaching a pre-determined,
re-order point triggers the stockkeeper, maintenance personnel or purchasing agent to initiate
a purchase order. A CMMS system removes the
guesswork about when to re-order stocked
parts, thereby minimizing costly stock outs.
2 Spare parts. Every purchased piece of equipment seems to be accompanied by a spare-parts
list valued at three times the value of the original equipment. To avoid costly inventory, you
should:
Check to see if the part is common to another piece of equipment;
Check for generic alternatives from cheaper, local sources;
Ask about reconditioned or used parts;
Investigate tooling an expensive part inhouse or at a local machine shop; and
Weigh the cost of stocking the part versus
the net cost of downtime, plus a possible
premium for a rush order.
Analysis of parts usage history obtained
from your CMMS system can assist in making
these decisions.
3 Expensive items (capital expenditures). Try
to obtain at least three quotes, making sure
End Bird
Pollution!
every vendor is quoting on exactly the same
specifications.
One critical consideration is not to buy a
Rolls Royce when what you actually need is a
wheelbarrow. For example, determine the life
remaining on a piece of equipment and avoid
buying expensive replacement parts, which will
out last and out perform the equipment itself. A
CMMS system can help compare maintenance
costs associated with different vendors’ equipment.
4 Contractors. Whenever possible, try to obtain three quotes prior to contracting out work.
If time is of the essence, get a verbal estimate of
the total cost. If this isn’t possible, obtain a verbal estimate of the contractor’s per-diem rate
and probable expenses.
5 Expediting. This is a must for critical parts,
expensive inventory items or others with long
lead times (i.e. equipment on order). Expeditors are a nuisance to suppliers, but invaluable
to you for ensuring that deadlines are met and
downtime is minimized. A CMMS system can
act as a “tickler” file for triggering key dates for
expediting. p
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PG24-43-June05-final
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12:21 PM
Page 24
Battle of th
How lean is your
maintenance department?
By Terry Wireman
6/10/05
12:22 PM
Page 25
When the expression “lean” is mentioned, what thoughts are typically
brought to mind? Is it to be able to do more with less? Downsizing?
Cost reductions? If so, then the true meaning of lean is missed.
f a company is considered to be lean, it operates with a minimum
of waste. Lean organizations have high levels of productivity and
efficiency. Definitions of lean include the elimination of waste,
whether the waste is excess inventory, wasted motion in the manufacturing process or defective products. While most lean initiatives
focus on manufacturing, an increasing number deal with maintenance
and reliability.
Instead of downsizing a maintenance organization or applying costcutting measures, lean drives out waste. Increasing labour and material
I
centage, is it possible to perform the overtime activities with resources
that are now available at a straight-time rate? In most cases, this is
accomplished by reducing maintenance work that’s being performed at
a premium rate. Also, consider the amount of work that’s handled by
outside contractors. With resources available from improved existing
workforce wrench time, is it possible to reduce expenditures for outside
contractors? Many companies have found that with higher levels of
wrench time, they’re now able to perform work previously contracted
out more economically than their contractors.
he
efficiency is a basic approach to lean maintenance. Studies have shown
Is it possible that organizations have too many maintainers once
that almost one-third of all maintenance expenditures are wasted. This
they’ve implemented lean maintenance initiatives? Perhaps, however,
waste occurs because maintenance resources are used in a reactive
going lean (i.e. preventive maintenance, effective planning and schedmode. The higher level of reactive maintenance that’s being performed
uling programs and high levels of workforce training) will take time
by the organization results in a greater percentage of maintenance
to accomplish. Is it not likely that during this time there will be some
resources that are being wasted. How is the amount of wasted mainteworkforce attrition that will assist in reducing (or eliminating) any
nance resources lowered? It’s not by reducing the size of the workforce,
forced dismissals?
but rather by deploying it in a planned and
Inventory and purchasing is the second area
scheduled mode.
impacted
by lean maintenance. A typical
While most lean
When maintenance organizations use more
maintenance budget averages 50 percent
than 20 percent of its MRO resources in a reaclabour and 50 percent materials. Although, a
initiatives focus on
tive mode, the opportunity to initiate lean prin60-40 percent split either way is acceptable.
ciples exist. For example, it has been observed
Material costs are related to the frequency and
manufacturing, an
that “wrench time” in a reactive organization
size of the repairs made to company equipmay be as low as 20 percent. In a proactive culment. The sheer number of parts, in addition
increasing number
ture, the wrench time may be as great as 60 perto stores and purchasing policies and overall
cent. In effect, this triples the amount of work
inventory management practices, contribute
deal with maintenance
that can be performed by merely concentrating
to the total cost of maintenance materials.
on driving out non-value-added (waste) activSince some companies pay little attention to
and reliability.
ities. While some organizations may try to use
maintenance materials, inventories may be
this as an excuse to attempt to downsize, they
higher than necessary by some 20 to 30 pershould first consider some other areas of waste reduction.
cent. This increases inventory-holding costs and makes materials
The use of overtime by proactive maintenance departments should
unnecessarily expensive. The inability of stores to service the needs of
be less than five percent. If an organization is working a higher perthe maintenance department often results in “pirate” or “illegal” stor-
JUNE 2005
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Page 26
Lean maintenance
can significantly
contribute to a
company’s
profitability.
age depots for just-in-case spares. This practice also drives up the cost
of maintenance materials.
Consider the following maintenance-related waste that inventory
and purchasing can create:
Craft technicians waiting on materials. Think of the time that
maintainers spend waiting to get the materials to do their assigned
jobs. This time can quickly add up to hours in just a single shift.
Travel time to get materials. How much time is spent going to the
job and then the technicians find they need to go back to the stores
to get parts? Or, how much time is spent getting the parts first thing at
the start of the shift? Are there long lines of technicians at the store
window during the start of a shift?
Time to transport materials. Sometimes finding the materials is
the first step. Transporting the materials to the job can take a lot
longer. This may involve finding a forklift or a truck to move the materials from stores or storage to the job site. This time can be even greater
when there’s a crew of workers assigned to the job. As a result, maintainers have to wait for the materials.
Time required identifying materials. If stores materials lack
numbering for identification and location schemes to enable the
finding of the materials, considerable time can be spent. Without numbering the parts with a clear identifier, it’s confusing to find the correct
parts. One small difference can easily render a part unsuitable for the
intended use. Then travel and locating time begins again.
Time required finding substitute materials. It’s difficult enough
to find the right parts for a job. When they’re out of stock, it
becomes important to determine substitutes. If the parts aren’t quickly identified as substitutes, substantial time can further be lost in locating these parts.
Finding parts in alternative storerooms. As organizations grow,
it becomes necessary to maintain storeroom locations remotely to
reduce the amount of travel time. This raises the problem of knowing
what’s carried or in stock in each of these locations. If the stock is out
in one location, how much time does it take to find out if it’s in stock
in another location? This is important to prevent re-ordering the item,
when an adequate supply might be on hand in a remote storeroom.
Time to prepare and process a purchase order. If a crew of maintainers is waiting on a part and it has to be processed through purchasing, a considerable amount of time could be lost and cost incurred.
This waste can be eliminated with proper controls.
Time lost waiting on other crafts. Inventory problems may be
compounded with an organization that works with strict craft
lines. If one craft has the materials to start a part of the job, but one of
the other crafts doesn’t, delays occur for the entire job and all craft
technicians involved. This can result in a tremendous amount of lost
labour. If you compound the aforementioned basic problems, the
entire list of inventory challenges becomes almost overwhelming. This
is why inventory controls must be in place if lean maintenance success
5
1
2
6
3
7
4
26
8
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12:23 PM
Page 27
is to be achieved. To be effective with your inventory systems, it’s necessary to understand how they should function and the information
that must be contained in the system.
Good inventory controls enable companies to lower the value of
their inventory and still maintain a service level of 95-97 percent. This
efficiency allows maintenance departments to be responsive to the
operations group, while increasing its own personal productivity.
Successful companies have averaged 19 percent lower material costs
and an overall 18 percent reduction in total inventory.
Intermediate lean maintenance
are an organizational problem.
Capacity loss breakdowns are caused by the failure of an equipment
component. Because most preventive and predictive maintenance
(PdM) programs are designed to detect and trend normal wear, other
types of wear will cause the majority of these breakdowns. These other
types include “infant” mortality failures, random failures and failures
related to poor operating and maintenance activities. If PdM and reliability programs are effective, these breakdowns will be minimal in
nature.
Capacity reduction breakdowns are generally caused by neglect of a
chronic equipment problem, which occurs over a long period of time
and becomes accepted as a normal fact of operation. A typical example
is equipment that produces a defective product when operating at any
rate over 80 percent of design speed. Instead of taking the time and
effort necessary to correct the problem, the organization issues a memo
stating not to run the equipment over 80 percent of design speed. This
approach results in a 20 percent reduction in equipment capacity.
If this process is repeated over several years, the plant will soon need
to invest in new equipment just to meet the necessary production rate.
The problem becomes severe because management is focusing on
short-term goals rather than long-range planning. When capacity
reduction problems develop, solving them is more economical than
reducing the operating standards. Management must examine shortterm profits, however, in the light of long-term profitability.
Eliminating both capacity loss and reduction breakdowns is included in the lean maintenance concept. If this goal is to be realistic, however, a lean-based company must be committed to a program that’s
designed to prevent breakdowns. Lean maintenance must address the
different problems, both organizational and technical, which contribute to equipment breakdowns.
The transition to this phase changes the focus from maintenance
expenditures to increased equipment availability. Increased equipment
availability is the source of large savings for a company that applies lean
maintenance. Studies have shown that increased equipment uptime
may have an impact four times greater than just reducing maintenance
expenditures. Downtime costs for equipment may vary from several
hundreds of dollars to literally hundreds of thousands of dollars per
hour. For example, one company has several production lines in its
plant and downtime on each is worth US$1 million per 24 hours of
downtime.
In some organizations, downtime levels can run as high as 30 percent or more. This downtime results in lost sales opportunities, unnecessary expenditures for capital equipment and generally puts the company in a weak competitive position. Enforcing lean maintenance policies/practices and using computerized maintenance management software (CMMS) and enterprise asset management (EAM) systems as
tracking tools can dramatically reduce equipment downtime.
Successful companies have averaged a 20 percent reduction in equipment downtime losses.
Two major types of equipment downtime losses
must be recognized: capacity loss and capacity
reduction breakdowns. Capacity loss breakdowns
are the easiest to recognize because the equipment
ceases to operate. This loss, typically called a breakContinuous
down, is the production stoppage or the stoppage of
Improvement
a service to the facility. The maintenance department responds in an emergency mode and works to
Total
Financial
quickly restore equipment operation or service.
Productive
Optimization
Capacity reduction breakdowns are subtler in
Maintenance
nature. As the equipment ages, it experiences wear.
Reliability
As the wear continues, the capacity of the equipPredictive
Operations
Centred
ment begins to decline. Unless careful monitoring
Maintenance
Involvement
Maintenance
occurs, the reduced capacity goes unnoticed or is
accepted as normal. In production terms, this transTechnical and
Stores and
Workflow
CMMS/
lates into slower operation, lower capacities and
Interpersonal
Procurement
System
EAM
increased labour costs. It also leads to higher energy
Training
and operational facility expenses.
For example, failure to maintain adjustments and
calibrations on heating, ventilation and air-conditioning (HVAC) systems may result in a 25 percent
increase in energy costs. While capacity loss breakdowns are the easiest to find and repair, they repreLean Maintenance Phase 1 — Maintenance Focus
sent the largest cost to most companies. In the
Lean Maintenance Phase 2 — Availability Focus
majority of cases, capacity loss breakdowns are a
Lean Maintenance Phase 3 — Efficiency Focus
technical problem; capacity reduction breakdowns
LEAN MAINTENANCE STRATEGY
3
2
1
Preventive Maintenance
JUNE 2005
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Page 28
Advanced lean maintenance
The most advanced lean maintenance technique is the overall equipment effectiveness (OEE) calculation. The OEE looks at equipment
from a three-dimensional perspective. The three dimensions are availability, efficiency and quality. Availability is the percentage of time that
the equipment operates when it’s scheduled to operate. Efficiency is the
design rate of operation compared to the actual rate of operation. The
This shows that in order to have 90 percent equipment availability, the downtime losses can’t exceed 660 minutes. This will increase
the operating time to 90 percent. With improved availability, the
total output would increase to 51,770 pieces at a design cycle time
of .109 minutes per piece. With the increased volumes, the quality
rate rises to 99 percent and lowers the rejects to 518 pieces. The difference in production volumes between the 24 and 85 percent OEE
quality factor is the percentage of quality product compared to defects.
is an increase of 36,784 pieces.
Since lean maintenance has an impact on all three factors, it’s fundaThis figure is impressive, but still needs to be taken a step further.
mental to any OEE improvement program.
Each piece has a selling price of $10. Multiplying the 36,784 pieces
The following is a good example of an OEE calculation. It involves
times the $10, the net difference is $367,840 in revenue. This lost
an automotive plastic-injection moulding press that produced compothroughput figure would definitely get the attention of management.
nents on a three to eight-hour shift, five days
One additional step is to annualize the revenue
a week schedule. This allowed for a total of
differential. It would amount to just over $19
Many organizations
7,200 minutes for possible production. There
million annually. How’s that for a business
was a planned downtime of 600 minutes per
case? What would a company spend to
still view their
week (20 minutes for lunch per shift, plus two
increase revenue by $19 million annually? Are
10-minute breaks per shift). This left a net
talking $1 million or $5 million? The
maintenance departments you
available run time of 6,600 minutes per week.
expenditure becomes academic.
The total downtime losses averaged 4,422
While the outlined case-study may seem
as an overhead cost or
minutes per week. This left an actual operatunrealistic, this type of scenario happens all
ing time of 2,178 minutes. Calculating the
too often in companies. Without a clear
expense item, but the
availability showed it to be 33 percent.
understanding of how the OEE affects their
When the equipment ran it’s 2,178 minbase, many organizations make poor
opposite is actually true. asset
utes, it produced 14,986 pieces. With a design
decisions when funding their lean maintecycle time of .109 minutes per piece, the opernance initiatives. Companies will continue to
ational efficiency would be 75 percent. There were 600 rejects during
be competitive only if they clearly understand how their assets should
the week; the rate of product quality is 96 percent. When the availabilbe used to support business goals and objectives.
ity is multiplied times the efficiency and quality rate, the overall equipMany organizations still view their maintenance departments as an
ment effectiveness was 24 percent.
overhead cost or expense item, but the opposite is actually true. Lean
If 85 percent is considered to be the goal for the OEE, then there’s a
maintenance can significantly contribute to a company’s profitability.
large opportunity for improvement. How do you convince peers and
The question remains, however, whether management is willing to
executives, however, that 24 isn’t good and it’s necessary to increase the
properly invest in lean maintenance to realize a significant return on
OEE by some 61 percentage points? Encouraging management to
investment. If companies continue to ignore the competitive advantage
make decisions with only percentage points for data is a daunting task.
they can achieve with lean maintenance, they will struggle to gain valuA better solution would be to present the improvement plan based on
able corporate market share. p
financial incentives. To do this with the OEE, it’s necessary to work the
Terry Wireman is the senior industry analyst for GenesisSolutions. You can
problem over, inserting the numbers that would be necessary to
reach him by email: [email protected].
achieve an 85 percent OEE.
28
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Page 29
Use lifecycle costing with HVAC filter media
Clear the Air
By Dave Matela
n 2001, the industrial sector accounted for about 39 percent of secondary energy use in Canada and 34 percent of related greenhouse gas
emissions, according to Natural Resources Canada. Motor-driven systems use 39 percent of all electrical energy consumed in Canada, adding
up to an estimated $14 billion annually.
While companies can do many things to reduce energy use in their
plants, one area that may be overlooked involves the heating, ventilation
and air-conditioning (HVAC) system, which
can account for up to 35 percent of the energy used in a manufacturing facility. A simple
change to the HVAC air-filter system can
make a big difference.
Development of new materials has given the filter industry a chance to
produce lower pressure-drop media, while maintaining high particle capture efficiencies. This leads to improved air quality (IAQ) and reduced
electricity costs.
Switching to a lower pressure drop filter is one of the easiest changes for
facility engineers and maintainers to make to reduce energy costs. With a
lower pressure drop filter, the HVAC system motor needs to overcome less
resistance to deliver the required airflow, thus
reducing the motor’s energy consumption.
The lower pressure drop translates
directly into energy savings. Alternatively,
one might choose to use the savings associated with a lower pressure drop filter as a
Air filters and energy
means to upgrade filter efficiency. Current
HVAC filters play a key role in the HVAC sysindustry paradigms suggest that increasing
tem. They remove contaminants from the air
a filter’s efficiency means increasing its presthat pass through the system to building
sure drop, but this isn’t always the case.
occupants, and protect the HVAC equipAs an example, there are commercially
ment from dust. Filters also play a significant
available 95 percent efficiency synthetic
role in the energy consumed to operate the
media filters that have the same pressure
system.
drop as 65 percent efficiency glass media filThe energy used by HVAC systems is
ters, providing the ability to increase filtrabased on the resistance of the air passing
tion efficiency by 30 percent—without
through the filter—the lower the filter’s
increasing energy costs. This upgrades IAQ
resistance, the lower the energy consumption
with no energy penalty.
will be. It’s really the filter media, however,
Most facility engineers/maintainers agree
that has the biggest effect on minimizing
that filtration efficiency comes first. Beyond
On average, the cost of energy accounts for
energy consumption.
the filter’s efficiency rating, buyers and specCompanies have to understand that the
ifiers often use filter price as the next decian astounding 81 percent of the total lifecycle
cost of energy used by filters far outweighs
sion-making criteria. After examining lifecost of a filter system.
the cost of the filter itself. In fact, energy costs
cycle cost and energy saving opportunities,
can be 10 times the initial filter cost for a
the key criteria should be energy consumpstandard pleated filter; four to five times the initial filter cost for higher
tion, as indicated by the initial pressure drop of the filter.
efficiency final filters.
When considering the energy costs of various filter technologies, ask
your filter supplier the following questions:
Lifecycle costs
At a given performance level, how much money could be saved by using
In a typical scenario, one might use initial cost as the primary criteria in
a lower pressure drop filter?
What pressure drop reduction offsets the difference in initial filter price?
choosing one HVAC filter over another. This might not result, however, in
How much of my initial filter costs does the energy cost savings offset?
the correct filter choice for maximizing long-term energy savings.
Focusing on total lifecycle costs versus initial price and maximizing
During the filter selection process, lifecycle and energy costs and filterfiltration efficiency, while minimizing pressure drop, will enable compapressure drop should all come into play. The three major components of
nies to achieve better IAQ, reduce equipment maintenance and lower
lifecycle cost for HVAC filters include initial investment and maintenance,
energy costs. p
energy consumption and disposal.
On average, the cost of energy accounts for an astounding 81 percent of
Dave Matela, CAFS (certified air filtration specialist), is market manager, Nonthe total lifecycle cost of a filter system. The initial investment and mainwoven Fabrics, for Roswell, GA-based Kimberly-Clark Filtration Products. You
tenance accounts for 18 percent, and disposal accounts for one percent.
can reach him by email: [email protected].
How can lifecycle costing of filters be applied to energy efficiency?
I
PHOTO: KIMBERLY-CLARK
JUNE 2005
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Page 30
High
Don’t gamble when it
comes to plant safety
BY LAURIE J. BLAKE
According to Ontario’s Workplace Safety and Insurance Board (WSIB), the
average workplace lost-time injury in the province costs more than
$59,000. This is just a starting point when determining the real cost of accidents. The following are some causes of plant-related accidents:
Inadequate safety planning and equipment operation.
Plant engineers, maintainers and safety professionals have to deal
with hundreds of standards. At the same time, however, there can
be a lack of information available to them (i.e. proper instructions on
how to control circuits, equipment design, as well as guarding and control measures).
Failure to assess, control or eliminate hazardous work situations. By far, the most effective way to reduce accidents is to
eliminate the hazards that cause them. Can a job be done using a
safe piece of equipment? Is a specific chemical really necessary, or can a less
toxic one do the job? These are questions that plant managers and workers must ask themselves.
Failure to train employees about hazards and safe-work procedures. “Maintenance people are skilled professionals who
understand machinery and the risks,” says Tom Doyle, a health and
safety consultant with Fergus, ON-based Industrial Safety Integration.
This knowledge, however, can lead to complacency around hazards. By
law, everyone working with or near a hazard must be informed about
potential dangers and receive appropriate training.
Failure to develop and write down safe-work procedures.
Once a safety procedure is developed, it must be presented in an
easily understood and accessible format. It’s imperative that all
employees know where to go to find information.
Over-reliance on personal protective equipment (PPE).
“Companies often start and end their health and safety program
with PPE,” says Doyle. Workers must use safety goggles, steel-toed
boots, protective gloves and masks, etc. A mistake is made, however, when
organizations determine they don’t have to do more to improve safety performance.
1
2
3
4
5
BILL C-45 UPDATE
Can you be found criminally negligent with Bill-C45? The short answer is
yes. Under section 217.1 of the Criminal Code of Canada, individuals,
organizations and corporations can be convicted of criminal negligence
for failure to take reasonable steps to protect the lives and safety of workers and the public.
30
6/10/05
12:28 PM
Page 31
Stakes
The provisions, contained in Bill C-45, came into effect on March 31,
2004. According to lawyer Cheryl Edwards of the legal firm Stringer
Brisbin Humphrey, the definition of those who fall under the purview of
s. 217.1 is fairly broad. If you direct a person to perform a task, you now
have a legal duty to protect that person.
In other words, unlike the Occupational Health and Safety Act (OHSA),
it’s not just managers and appointed supervisors who are liable under Bill
C-45, but everyone who undertakes directing others. This includes lead
hands and plant forepersons.
There’s some good news, however, Edwards says. Under Bill C-45, the
Crown must prove beyond a reasonable doubt that the actions of those
charged represented a “marked and significant departure from the standard of a reasonably prudent person in the circumstances.”
“There must be evidence of behaviour that shows disregard for, or indifference to the duty,” says Edwards. “As one court put it, there must be a
‘devil-may-care’ attitude that shows a criminal standard has been met.”
If the Crown is successful, the maximum charge for a summary conviction (the least serious manner of proceeding) is $100,000. Where the
Crown proceeds by indictment (the most serious) there’s no limit on the
amount of a fine that can be imposed on a corporation or organization.
Individuals are subject to a range of Criminal Code sentencing options,
including absolute discharge to life in prison, depending on the specific
offence.
The maximum penalty for criminal negligence (i.e. causing death) is life
imprisonment. Edwards offers the following advice to better protect yourself under Bill C-45:
Ensure your company’s health and safety training includes lead hands
and others who may formally and informally direct others;
Report any potential problems to management and follow up to make
sure they’re dealt with and resolved;
Ensure that all equipment and machinery at least meet the appropriate
standards, such as those from the Canadian Standards Association (CSA),
whenever possible; and
Respond to any reports of hazards from workers and the company’s joint
health and safety committee. Ignoring them could easily be portrayed as
reckless actions should a prosecution loom. p
Laurie J. Blake is a Newmarket, ON-based freelance writer. You can reach her by
email: [email protected].
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JUNE 2005
31
6/10/05
12:29 PM
Page 32
Trust in SKF to Maximize
Your Asset Efficiency
and Profitability
Achieving asset efficiency is a significant challenge.
Optimizing the efficiency of equipment has a significant
impact on profits—and shareholder value. It affects
productivity and quality. In some cases, it may even
determine a company’s ability to compete, or survive.
SKF Reliability Systems...
“Bringing knowledge and technology
together to achieve your greatest
return on investment.”
SKF enables customers to benefit from nearly a
century of experience in developing solutions for
optimizing machine and process performance.
Through the business area called SKF Reliability
Systems Inc, SKF offers unique and highly effective
methods to help corporations improve asset efficiency
and manage maintenance costs more effectively.
Through SKF Reliability Systems we now provide
a single source for a complete productivity solution
that includes maintenance processes, technology
and culture. Our goal is to help reduce total machine
related costs, enhance productivity and strengthen
profitability.
For more information on SKF Reliability Systems,
or other SKF products, please visit our website at
www.skf.ca, or send us an e-mail at [email protected]
6/10/05
12:29 PM
Page 33
The best single-point
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Just got better...
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Re-lubrication DialSet 3.0
Increased reliability at high temperatures
as a result of:
• Transparent lubricant container made
of polyamide reduces gas diffusion
• The larger molecules of the driving inert gas
are less sensitive to higher temperatures
Accurate calculation of re-lubrication intervals
DialSet is a calculation program, which easily calculates
the correct re-lubrication intervals settings.
Intrinsically safe approval for Zone 0:
• Tested and approved for use in areas an
explosive atmosphere caused by vapours and
dust, is continuously present as well as for
use in mines and underground areas.
Easy-to-remove end-cap:
• Covers the lubricant outlet; sharp tools
are no longer required to open the outlet
Easy installation:
• The tool-free activation and time setting
slot allows easy and accurate adjustment
of lubrication flow
Easy and quick fitting:
• Facilitated by easy-grip top cover
• Selecting the operating conditions of your application,
vertical shaft, outer ring rotation and shock loads, allows
accurate calculation of the re-lubrication intervals
• Calculations are based on the latest SKF lubrication
theories published in the 2003 SKF General Catalogue
(publ. nr. 5000)
• Calculated lubrication interval depends on the properties
of the selected grease, minimizing the risk of under or
over-lubrication and optimizing grease consumption
• Calculations are based on SYSTEM 24 and SYSTEM
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• Recommended grease quantity depends on the grease
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For more information on System 24 or any other SKF
products, please send us an e-mail at [email protected]
or visit our website at www.skf.ca
6/16/05
10:43 AM
Page 34
RELIABILITY
By Christine Aziz
Kodak Ltd. improves
equipment performance
U
Reliability Systems U.K., stepped into the picture. In November 2001,
they carried out an assessment. “At first, they were trying to sell us loads
of equipment and get us to buy into a financial package very quickly,”
Byatt recalls, stepping aside to make way for a truck transporting several
man-sized rolls of paper.“I switched off. I thought it was just a sales pitch
and almost pushed them away.”
PHOTOS: JOHN COLE
nplanned downtime was cut by half when Kodak Ltd. partnered
with SKF to improve the reliability of its Track Five sensitizing
machine. Kodak’s huge EKTA colour sensitizing machine is
housed in what is one of Europe’s largest brick buildings; solid and rising
above the sprawling northwest London, U.K., suburb of Harrow. The
machine-known as “Track Five” is a masterful work of speed and precision, applying light-sensitive coatings to photographic paper.
Kodak Ltd. is the oldest subsidiary of the U.S.based Eastman Kodak Co. and began U.K. production in 1891, three years after George
Eastman introduced the first hand-held camera
to the world for US$25.
RIGHT: Martin Paterson, web line operator,
inserts a roller into a roll of paper that’s about
to be photosensitized.
“Track Five is the heart of the site,” says Paul
Byatt. As a conveyance engineer, he has worked
with the machine for 12 years and is now the dryend manager—the person responsible for the
paper’s entire path through the machine.
Paper passes continuously through Track Five’s
two production lines, which twist and turn through
five floors of the building. The huge rolls of paper waiting to be loaded onto the machine are 1.5 metres wide
and 4,000 metres long. The web path itself is approximately 1,500 metres long and, through the various production processes, passes over 2,000 rollers. The processes include coating, chilling and drying the product.
As Byatt talks, it’s clear he has a fondness for his
machine, but, he says, loving care isn’t enough. “The
unwinder section has been the least reliable part of
the machine because of age,” Byatt explains. We’re
now walking through a labyrinth of low corridors to
where Track Five is housed. “It’s 35 years old and
running at 25 percent above its design speed to meet
volume demands. There were reliability issues and
breakdowns that were costing Kodak money. In 2000, we had 290
stops. It was a struggle and we were getting close to not delivering.”
It was at this point that Chris Moon and Gerald Rolfe of SKF
34
LEFT: Ron James, craftsman at Kodak, prepares
for Kodak’s Track Five sensitizing machine.
Building relationships
In hindsight, it was fortunate that he didn’t. Over
the ensuing weeks, Moon and Rolfe returned several times to visit with Byatt. “I said I’d like to
work with them bit by bit and see how it goes,”
Byatt says. “This has meant we’ve built a good
relationship. We have a working partnership
rather than being just salesman and customer.”
In April 2002, Moon and Rolfe delivered their
findings and recommendations. Byatt, still sceptical, was pleasantly surprised.“I expected them to come up with a conclusion for us to work on, which would involve us buying equipment from
them. You know, the usual sales pitch: ‘Buy this and we’ll sort it out for
6/16/05
11:38 AM
The aim of SKF Reliability
System’s assessment:
Reduction of unplanned downtime events;
Refocusing of maintenance strategies to
improve the situation; and
Exposure to SKF as a global provider.
Examples of areas identified
for improvement:
The process of changing 500 web transport
rollers per year was excessive, and seemed to
be related to high stress and areas with (con-
Page 35
taminated) open bearings. This could be
addressed via a reliability-centred maintenance study to improve reliability; and
There was scope for additional process verification points using accelerometers on critical
drives, gearboxes and motors, which could be
combined with people-process verification
data in an automated process using an effective condition-monitoring software tool.
Recommendations included:
Consider using more operator-driven relia-
bility technology within the event logging and
feedback data-collecting process;
Improve event logging and Pareto analysis
to incorporate total time lost and cost of
downtime. The financial values derived
would help focus on the value of the solution(s) possible to solve the underlying plant
reliability issue; and
Review methods of calculating unplanned
downtime to reflect mean time to repair (and
total plant downtime) in addition to mean
time between failures.
LEFT: Paul Byatt (left), Track Five
conveyance team leader, analyzes
statistics with Sam Smith, an
industrial placement student.
BELOW: Inspecting a self-aligning
ball bearing fitted on a roller.
you.’ But they didn’t. They identified 13 key points and 11 were in-house,”
he says.
The SKF duo advised Kodak to look into those machine parts that
were costing the most in breakdown time. “We thought the splicing section had been causing us the most trouble because it broke down more
often,” Byatt says. “But those stops didn’t cost as much as the pressure
rollers, which broke down less, but took 500 minutes to repair each time.”
Predictive maintenance
SKF’s audit also took in roller-bearing mounting, storage and general
maintenance. It wasn’t easy; the paper becomes light sensitive during the
production process and about two-thirds of the machine’s operations are
carried out in darkness. Every two weeks the lights are switched on for
engineering checks, but in the meantime breakdowns can be costly.
“There are 4,000 bearings in the 2,000 rollers, and if one of them fails
and seizes up, we’re scratching the product,” Byatt says, standing in a
lighted room where a row of rollers are steadily feeding raw paper into the
dark where it’s taken up by the winders. “Now we practice predictive, not
reactive maintenance,” he says.
“We don’t wait for things to breakdown, and SKF has contributed to
this change.” The predictive factor has been strengthened by investing
in technology, such as SKF’s Marlin condition detector, machine
inspection software and training.
Sam Smith, a 21-year-old engineering student is on a work placement
with Kodak from Loughborough University in Leicestershire, U.K. He
attended a two-day workshop on lubrication at SKF’s Business and
Technology Park in Utrecht, the Netherlands. “Lubricating bearings is a
big issue for us, and over greasing is as big a problem as under greasing,”
he says. “I now know how to handle bearing lubrication.”
In the maintenance workshop, craftsmen Ron James and Ray Monk
clean and repair Track Five’s rollers. James picks up a dead-blow hammer
lying on a bench. “This,” he says, waving it in the air, “is one of the tools
that have been improved by SKF. We used to use any old hammer, but this
one doesn’t bounce back.” Another change is that troublesome bearings
are sent to SKF for analysis instead of ending up “in the bin,” says James.
To date, the Kodak-SKF reliability partnership has reduced the cost
of unplanned downtime by 1 million GBP (1.5 million euros) for
Kodak. p
This case-study article was first published in the November 2004 issue of SKF’s
“Evolution” magazine.
JUNE 2005
35
6/16/05
10:44 AM
Page 36
INDUSTRY TRENDS
By Robert Robertson
Training and lubrication
are key to reliability
T
dition monitoring and training. “It’s important to offer training courses to help plants eliminate machinery problems and achieve maximum
reliability and productivity. We do this by using the very latest in precision maintenance techniques,” he says. “It’s crucial for those in the
industry to take information and turn it into knowledge. For us, this
means that we provide more than bearing technology. It’s about education, training and customer service.”
To improve bearing performance, John Melanson, application engiPHOTO: TIMKEN
he bearing and power transmission industry continues to change
at a rapid pace. To keep in step, bearing manufacturers are working hard to provide users with improved product performance
and upgraded customer-service packages, including training. At the end
of the day, it’s all about reliability and reducing costly equipment downtime.
Scarborough, ON-based SKF Reliability Systems, Inc. a division of
SKF Canada Ltd., offers a detailed training program through its
Reliability Maintenance Institute. A variety of
courses are available, including bearing maintenance and service, root-cause bearing failure
analysis, practical applications in bearing lubrication, bearing reliability in fan applications, bearing
reliability in centrifugal pumps, dynamic balancing of rotors, vibration analysis and in-plant training services.
Maintainers need to receive bearing-related
training to maximize performance. They
should also use proper lubrication to
improve bearing life and reduce equipment
downtime.
The bearing maintenance and service course is
designed to provide pertinent information to
maintainers and other plant staff to improve the
performance of rolling-element bearings, which
enhances the reliability of rotating equipment.
Upon completion of the course, participants will
understand:
The function of a bearing;
The factors affecting the performance of rollingelement bearings (bearing quality, operating environment, installation and maintenance practices);
Components, terminology and types of rolling
element bearings;
The bearing numbering system and significance
of prefix and suffix characters;
Proper bearing mounting and dismounting procedures;
Importance of proper lubrication and lubrication practices; and
Causes of bearing failure.
Rigoberto Moreno, division manager, SKF Reliability Systems, says
the industry’s main focus is reliability, especially when it comes to con36
neering, SKF Canada, says lubrication plays a critical reliability role. “If
you consider bearing failures, the main cause is lubrication,” he says.
“This could mean too little, too much or the wrong lubricant for the
job. We specifically look at different lubricants for a variety of applications. It’s important to factor in lubrication decisions with bearing life.”
Greg Babcock, director of marketing for Mississauga, ON-based
6/16/05
11:41 AM
Page 37
NSK Canada Inc., says that proper awareness, storage and installation
will extend bearing reliability life. “Bearings tend to get noticed when
there’s a problem. For example, you may have a grinding noise with a
gearbox. The bearing, however, usually isn’t the root cause of a failure—it’s something else,” he says. “To improve bearing reliability you
have to start with the proper handling
of the product. A bearing is a precision
instrument. You just can’t toss a bearing on a shelf or expose it to dust or
water, while it’s being stored.
“During installation, it’s important
to ensure that the site isn’t contaminated. Thirty-percent of bearing failures seem to happen from the point
of storage to installation. This is huge when tracking bearing performance. Bearing manufacturers talk a lot about lubrication, yet the topic
is least understood and adhered to. Some greasing schedules don’t
have anything to do with the bearing application. Every Monday
morning, someone will apply grease until they see it flowing outside
one of the seals. This is wasteful and harmful to the environment. It
can also shorten the life of the bearing.”
Marcus Wickert, P.Eng., manager of technical resources (engineering) for Mississauga-based NTN Bearing Corp. of Canada Ltd.,
is another strong proponent of proper bearing lubrication.
“Sometimes, there are preventive maintenance or lubrication cutbacks. Lubricants are well-engineered, but they have to be used
appropriately with the bearing,” he says. “Lubrication isn’t black and
white—we see a lot of gray out there. A few people try to get away
from not lubricating at all. This can lead to equipment failures and
shutdowns.
“Proper care is also needed for the handling, shipment, receiving
and storage of bearings. Getting back to the basics is a good place to
start. Companies need to emphasize
lubrication and bearing maintenance
fundamentals. There are rules to help
make the bearing last. It’s one reason
why bearing manufacturers are working with the industry.”
Evan Boere, sales manager (Canada)
for Mississauga-based Canadian Timken Ltd., says that some bearing
users are becoming more sophisticated. “They’re focusing on preventive and predictive maintenance. Users also have greater expectations
of bearing performance,” he says. “This is when condition monitoring
comes into play. Another factor is the proper installation and removal
of bearings. It’s imperative to replace bearings on the user’s terms
instead of waiting for the product to say it’s time.
“By and large, users don’t know a lot about lubricants. We often
have to provide information on the right lubricant to use. We’re actually putting our own formulated lubricant into the pre-grease assembly.
This can get around any lubrication compatibility issues.” p
If you look at bearing failures,
the main cause is lubrication.
Robert Robertson is PEM editor. You can reach him by email:
[email protected].
JUNE 2005
37
6/10/05
12:32 PM
Page 38
CERTIFICATION
By Robert Robertson
BSA opens CBS certification
to manufacturers
T
38
Lawrence. “They [employees] know the company supports them, the
BSA and the industry.”
Once registered for certification, CBS candidates receive the BSA SelfStudy Guide. Complete with sample test questions, the guide assesses the
readiness of the candidate and identifies areas of skill development for
successful certification. The National Institute for Certification
Engineering Technologies (NICET) has been retained to administer the
exam for certification. There are 131 test centres in the U.S. and one in
each Canadian province.
PHOTO: TIMKEN
he U.S.-based Bearing Specialists Association (BSA) announced
that its Certified Bearing Specialist (CBS) program, which is the
only bearing industry specific certification offering, is now open
to manufacturers. The BSA gives industry companies and their employees the opportunity to substantiate and promote their expertise through
the CBS.
The program is designed to certify industry personnel as bearing specialists. These are individuals with excellent knowledge in the selection,
application and analysis of bearings. Bearing specialists include sales,
service and applications engineers; field service technicians; bearing technical support specialists; outside and inside sales representatives; and
account managers.
The BSA first launched the CBS in 1999. Professional bearing experts
developed the program with the assistance of Southern Illinois
University. CBS applicants must be current full-time employees in the
bearing industry and have at least two years of additional employment.
Certification is awarded only after a candidate passes a stringent examination, which tests the necessary skill sets of employees before they earn
and receive a CBS designation.
The testing criteria includes some of the following:
Identifying bearing part numbers;
Measuring bearing dimensions;
Identifying bearings by application and bearing types;
Selecting bearings by type, seal and accessories;
Selecting bearing samples;
Reviewing bearing literature for presentation;
Identifying probable failures, problems and causes;
Identifying bearing types, application, source and manufacture;
Verifying bearing dimensions and matching part numbers;
Identifying various bearing types at the site;
Measuring bearings and mountings;
Determining loads and speeds for various bearing applications;
Estimating bearing life expectancy;
Calculating proper clearances and fits;
Training customers in removing and installing bearings; and
Providing bearing lubrication assistance.
“The CBS is a great program and is unique to our industry. The CBS
designation results in more credibility for our company and employees.
Customers always ask about the designation,” says Cam Lawrence, president of Mississauga, ON-based BDI Canada Inc. “The CBS improves an
employee’s learning curve and bearing knowledge.”
To date, approximately 120 BDI Canada employees have taken the
CBS. The company has participated in the program since its inception. “I believe the program also boosts employee morale,” says
Available in Canada, the BSA’s Certified Bearing Specialist program is a training tool for companies and their employees.
“Having our employees achieve CBS certification gives our company
a distinct competitive advantage in the marketplace,” says Howard
Gainey, vice-president and general manager of Macon, GA-based
Bearings and Drives Inc. “We’re able to best use the skills of our employees who have gone through the program.”
According to Gainey, 18 company employees have received CBS certification.“It’s a tough program and our people have to study hard to earn
the designation,” he says.“It’s a real accomplishment for them. As a company, we find the CBS is a good motivational tool to keep our valuable
employees.”
The BSA is an international service and educational organization of
distributors that represents more than 45 companies distributing factory-warranted ball, roller and anti-friction bearings and 45 invited manufacturers of bearings and related products. For more information visit
www.bsahome.org. p
Robert Robertson is PEM editor. You can reach him by email:
[email protected].
6/10/05
12:33 PM
Page 39
6/10/05
12:33 PM
Page 40
BALL BEARINGS
Ceramic ball bearings offer user benefits
ne of the predominant present-day applications for hybrid bearings is angular contact sets for high-speed machine tool spindles.
This application uses some of the key properties of the ceramic
balls compared to steel:
Lower mass. The mass of a ceramic ball is about 40 percent of that of a
steel ball of the same size. This means the hybrid ceramic bearing operates
with less friction, less ball skidding and lower moment from gyro-spin.You
then, therefore, have lower operating temperature for a given speed and
higher limiting speed for a given size by as much as 20 percent or more.
The term “hybrid” ceramic ball bearing normally refers to a bearing
assembly that consists of inner and outer rings of standard steel, with silicon nitride ceramic balls. For some applications, the properties of the bearing with ceramic balls offer functional improvements in several different
areas over a conventional all-steel bearing. There’s a significant cost penalty for the hybrid ceramic design that can limit its use in high-end applications. This cost gap, however, is expected to shrink over time due to
advances in ceramic ball manufacturing technology.
Higher stiffness. A hybrid design typically increases bearing stiffness by
15 to 20 percent compared to all-steel. This allows increased cutting accu-
O
racy, as the spindle deflects less under load. Overall vibration is also
reduced.
There are other properties of hybrid ceramics that hold potential benefits:
Smooth surface finish/high hardness. Bearing-grade ceramic balls are
harder than bearing steel and have very good surface finish. Wear between
the surfaces is reduced and there’s no cold welding between the ceramic
ball and steel raceways under poor lube conditions. As a result, the hybrid
design generally requires less lubricant and is more forgiving of marginal
lubrication than the all-steel design.
Corrosion resistance. The chemically inert ceramic balls will not corrode. This is a potentially important issue for bearing applications, such as
food machinery and medical tools (special anti-corrosion treatments of
the steel inner and outer rings may be needed in these cases).
Electrical resistance. Ceramic balls are non-conductive, and therefore,
would prevent electrical pitting damage to bearings in electric motors or
related equipment. p
Courtesy of the U.S.-based Bearings Specialists Association (BSA). For more
information visit www.bsahome.org.
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40
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6/10/05
12:43 PM
Page 41
GREASE UPDATE
How to get the most out of your grease
lab technician tests grease from a problem bearing and finds that,
although the grease meets all specifications, it’s not performing as
it should. A hot-strip steel mill changes over to a grease that has
won high praise from other mills, but complaints are pouring in. During a
rush production run, a critical motor fails, even though it has been properly lubricated as specified in the maintenance manual.
What happened? In every case, the company had changed from one
grease that met specifications to another type, which also met specs. All
were victims, however, of grease incompatibility. Some grease can’t be
mixed with others, even when both types meet specifications. And unless
incompatibility is understood and accounted for, a switch to a different
grease can be disastrous.
Incompatibility occurs when a mixture of two greases shows properties
or performance significantly inferior to those of either grease before mixing. Some grease bases are intrinsically incompatible. Different fatty acids
and/or additive packages also affect compatibility. To make it even more
confusing, sometimes two types of greases are manufactured as a mixedbase grease, although they’re incompatible when mixed in operation.
Usually, problems aren’t obvious until the bearing is in use. By this time,
A
however, they can be serious. It’s best to know in advance which types of
greases can be used together and which shouldn’t. Why doesn’t everyone
see more problems when greases are mixed either deliberately or accidentally? Even a soupy mix of incompatible greases may work for a while when
the bearings are in good shape if shock loading isn’t too severe, the seals are
adequate and demands aren’t extreme.
What if changing the grease is necessary? There are ways to ensure a safe
changeover:
Ask the supplier about compatibility. It should have the information or
be willing to run tests;
Use up as much of the old grease before bringing in the new grease. If
possible, completely drain and clean the system before changing over; and
Once the new grease is added, grease consumption should be increased
temporarily. This will move the interface (the area of grease mixing)
through the system and out as quickly as possible. The increased grease
flow also assures good lubrication and proper sealing, while overly soft
grease may be in the bearing. p
Courtesy of NSK Canada Ltd. For more information visit www.ca.nsk.com.
JUNE 2005
41
6/13/05
8:34 AM
Page 42
PRODUCT SHOWCASE
Improve bearing lubrication
Poor lubrication can reduce the service life of
the best of bearings. With this in mind, SKF
Canada Ltd. says it enhanced the performance of the single-point automatic lubricator:
System 24. SKF says that features include:
• Transparent lubricant container made of
polyamide reduces gas diffusion;
• The larger molecules of the driving inert
gas are less sensitive to higher temperatures;
• Tested and approved for use in areas
where an explosive atmosphere caused by
gases, vapours and dust is continuously present,
as well as for use in mines and underground areas;
• The easy-to-remove end-cap covers the lubricant outlet. Sharp tools are
no longer required to open the outlet;
• The tool-free activation and time-setting slot allow easy and accurate
adjustment and lubrication flow; and
• The System 24 is facilitated by easy-grip top cover.
For more information visit www.skf.ca
Super-precision bearings
Timken offers its Fafnir line of super-precision bearings to ABEC-9 (ISO
P2) running clearances with micron-coded bores and outside diameters.
The company says the bearings
are functionally tested to ensure
they achieve Timken-quality performance the first time a spindle
or machine is being built. The
company says the Fafnir bearings
are held to a width tolerance five
times better than ABEC-9. In
other news, Timken launched a
line of National industrial seals as
part of a licencing and supply
agreement with Federal-Mogul
Corp. The seals are used in a full
range of equipment applications, such as manufacturing, off-highway,
power transmission and oil refineries. Timken industrial seals include
precision oil, grease, fluid sealing and dirt exclusion sealing products in
small-bore sizes, zero- to 13-inch.
For more information visit: www.timken.com
Ultra-Class series bearings
NTN Bearing Corp. of Canada introduced
its new Ultra-Class series bearings. UltraClass inserts use a full-contact moulded
rubber seal that’s bonded to a
steel-backing plate. The seal lip
rides on the inner ring, which
has been precision ground to
provide a smooth contacting sur42
face, says the company. The metal flinger that protects the seal lip is
pressed onto the inner ring. There are triangular fins (protrusions) on the
outside face of the flinger; these fins create an outward flow of air from
the bearing as it rotates. In this way, the flinger acts as a fan that keeps dust
and water away from the bearing. The company says the labyrinth effect
between the flinger/seal combination is effective in highly contaminated
applications.
For more information visit www.ntn.ca
Spherical roller bearings
NSK Canada Inc. offers its EA series spherical roller bearings.
The guide ring is eliminated because roller guidance is designed
into the cage. This, coupled with the design of
the inner and outer rings, enables increases in the diameter, length and number
of rollers over conventional bearings,
says the company. Incorporating a
centre-guide flange on the cage
and reducing the clearance
between the pockets and rollers
improve roller guidance and reduce
heat generation, says the company.
Operation at temperatures up to 392
degrees Fahrenheit (200 degrees Celsius)
is made possible by using a pressed steel cage
and making special heat treatment of the outer and inner ring standard.
For more information visit www.ca.nsk.com
Needle-roller bearings
RBC Bearings offers a full line of heavy-duty, needle-roller bearings
under the Pitchlign brand name. These are available as an outer ring
and roller assembly, with or without inner rings and seals, or as
complete units. Pitchlign bearings are typically manufactured
using 52100 thru-hardened steel. The outer races are machined,
rather than being formed in a press operation. Machining
allows for maintaining tight control of the tolerances and symmetry
of the product, says the company. Pitchlign bearings are used in a variety of high-load applications.
For more information visit www.rbcbearings.com p
6/13/05
8:35 AM
Page 43
Some assembly required?
FAG Industrial Services – F’IS – offers a comprehensive
range of products and services for installation,
maintenance and condition monitoring.
Consistent with traditional standards for providing highquality advanced solutions, F’IS products and services are
designed to promote efficiency around bearing applications
and rotating machine parts. From mounting and
maintenance tools to diagnostic equipment and condition
monitoring services, F’IS “total package” solutions improve
hands-on capabilities and support reliable, longer
service life.
F’IS… developed by specialists for specialists.
Schaeffler Group
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PG44-OBC-June05-final
6/13/05
8:40 AM
Page 44
Asset Management
BY JOHN M. GROSS, P.ENG., CPE, CQE
Plan ahead to reduce
costly accidents
a person take damaged safety equipment home); and
We believed in safety when I first started
Look for ways to standardize safety equipment to
out in maintenance, but we also cut corners. You know
reduce replacement-part stocking requirements and
the drill: it was other people who got hurt and didn’t
simplify required training. This also reduces the number
know what they were doing. Times have changed
of safety-related preventive maintenance (PM) tasks
since then. There’s now an increased focus on equipyou must create.
ment uptime, higher cost of accidents, more lawsuits
To establish lasting compliance, you have to develop
and criminal prosecution for wilful safety violations.
realistic inspection programs that pertain to safety and
To improve safety performance, companies have to
other equipment, which may cause an accident (i.e. ladremain committed to creating an accident-free workders, hoists and lifting chains). These inspections are
place. This includes never letting an unsafe act go
often overlooked as part of a PM program, but they repunnoticed, factoring safety issues into work-order
resent the essence of asset management systems—creatplanning, enforcing lock out and tag out (LOTO),
ing routine activities to maintain equipment in “like
demanding the use of proper personal protective
new” condition.
equipment (PPE) and creating realistic safety inspecPM work orders become your surveillance method,
tion programs.
while the records in the computerized maintenance
To be a successful leader, you also can’t ignore safemanagement software (CMMS) system become the
ty misconduct. Managers have
To improve safety performance, to always remember that they documentation for safety regulation compliance. To add
safety inspections to your existing program, follow the
set the tone by their actions.
companies have to remain
same process as you would for creating PMs with any
Allowing unsafe acts to occur in
new process.
your presence (or after it’s
committed to creating an
First, identify all the items requiring safety inspecbrought to your attention)
tions, then write interval PM work orders for each piece
sends the signal to your crew
accident-free workplace.
of equipment. Make work instructions for the technithat you will tolerate other
cians, who are performing the inspections, action oriunacceptable behaviours. You
ented with objective, measurable criteria. As part of the
then open the flood gates to additional problems.
PM creation process, establish measurable thresholds
Work-order planning, LOTO enforcement and
for replacing or overhauling safety
effective PPE are more about attitude
equipment.
and habit. These are “walking the
To ensure that you’re checking
walk” items. They become easier for
for the appropriate hazards, use
managers to implement and enforce
national and local safety regulawhen they learn the phrase: “No,
tions, industry association guidewe’re not doing it that way.” Here are
lines, the equipment manufacturuseful tips to help make your mainteer’s recommendations and your
nance department and plant a safer
own personal safety lessons
place for workers:
learned. Try and have additional
When planning work orders, treat
Check for safety hazards
people check over new PM work
John M. Gross works as a Six
safety equipment like any other
before starting a job.
orders. Your company’s insurance
required part. It’s important to check
Sigma master Blackbelt and lean
carrier should also review the PMs
on availability and don’t schedule the
manufacturing manager for a
during its annual visit.
work order if a necessary safety item isn’t available;
I further recommend that maintainers consider using
Add a space to work-order forms for “required safety
Tier 1 automotive supplier. He’s
“smart-numbering” systems to make tracking, managitems”;
the author of Fundamentals of
ing and compliance verification easier. Smart-number When planning work orders, ask if the equipment
Preventive Maintenance and coing systems also simplify the use of future safety PMs on
should be operating or non-operating to perform the
equipment, which has existing unrecognized hazards.
requested work;
author of Kanban Made Simple.
Creating a safe workplace doesn’t come easy or
With LOTO and PPE, you have to lead by example.
In addition to being a professionoccur overnight. It takes a commitment to safety, folI’m talking about having your own equipment and
al engineer, he’s also a certified
lowed by good maintenance and management pracalways being prepared with the correct PPE;
tices. The investment in time and effort, however,
Ensure that stock safety equipment is in sufficient
plant and quality engineer. You
will result in fewer accidents, improved MRO perquantities and in working order;
can reach him by email:
formance and reduced costs. p
Throw away damaged safety equipment (never also let
[email protected].
44
MainTrain2005-brochure
6/10/05
12:43 PM
Page 45
to R e
da g
i
y
a n s ter
ds
av
e!
www.maintrain.ca
NOVEMBER 28-DECEMBER 1, 2005
NOVOTEL TORONTO CENTRE
MAINTENANCE CHAMPIONS OF CHANGE
PANEL SESSION: MAINTENANCE MASTERS
LEARN from TOP consultants who have written more than 25 maintenance textbooks. You would normally spend thousands of dollars to seek advice
from these leading industry practitioners. They will be in ONE room at ONE time just for YOU. Bring your questions and get ANSWERS!!
Terry Wireman,
James V. Reyes-Picknell,
Genesis Solutions.
Conscious Management Inc.
Terry Wireman is a senior industry analyst, specializing in
maintenance and plant operations. He’s a respected
author of textbooks dealing with maintenance-related
topics, and provides columns and articles to magazines.
He has also conducted hundreds of technical seminars.
With more than 26 years of experience in engineering,
operations, maintenance management and business consulting, James has in-depth knowledge of the human factor within organizations. He has authored and co-authored
physical asset management textbooks.
Joel Levitt,
David Berger,
Springfield Resources.
Western Mgt. Consultants.
Joel Levitt is a leading trainer of maintenance professionals. He has trained more than 7,000 maintenance leaders
from 3,000 organizations from 20 countries in more than
425 sessions. He has also written numerous maintenance
textbooks, such as “The Handbook of Maintenance
Management.”
David Berger, P.Eng. (Alta.) is the founding president of the
Plant Engineering and Maintenance Association of Canada
(PEMAC). He’s also North America’s number one expert on
computerized maintenance management software (CMMS)
systems and plant operations, and a frequent contributor to
leading industry journals.
Roopchan Lutchman, CH2M Hill.
Roop Lutchman is a P.Eng. He has more than 23 years of experience in project design/management and operations and maintenance
management followed by a career in management consulting. Roop helped develop PEMAC’s Maintenance Management Professional
(MMP) certification program and wrote the text used in Module 7 — CMMS. He’s also a member of the Ontario Society for
Professional Engineers.
WHO SHOULD ATTEND:
Plant managers, plant engineers, maintenance managers, director of engineering,
director of operations, production/operations, reliability engineers, facility managers,
purchasers, supply chain managers and anyone involved in physical asset management.
Platinum Sponsors:
TO REGISTER CALL PEMAC: 905-823-7255 OR VISIT WWW.MAINTRAIN.CA
JUNE 2005
45
6/10/05
12:44 PM
Page 46
MAINTRAIN 2005
KEYNOTE SPEAKERS:
REASONS TO ATTEND
MAINTRAIN 2005:
Conference Opening
Keynote Address:
The Hon. Perrin Beatty, President and CEO
of the Canadian Manufacturers and Exporters
(CME) Association.
Manufacturing 20/20: The important role that physical
asset management plays in helping Canadian industry
compete better.
Manufacturing 20/20 is a campaign and a call to action that
aims to strengthen Canada’s important manufacturing base:
the powerhouse that drives Canadian jobs and prosperity.
Manufacturing 20/20 will deliver actions that will make a real
difference in improving company bottom-line business success.
The Hon. Perrin Beatty is President and CEO of Canadian
Manufacturers and Exporters (CME). A native of Toronto, Mr.
Beatty grew up in Fergus, ON, and graduated from the
University of Western Ontario in 1971. A year later, he was
elected to the House of Commons. In 1979, Mr. Beatty was
appointed Minister of State (Treasury Board) and Solicitor
General in 1985.
Reduce equipment downtime,
improve production capacity
and lower costs.
Discover how to sell worldclass maintenance to management and operations.
Better manage maintenance
to generate a greater ROI and
bottom line.
Learn how to maximize
equipment reliability and lifecycle management.
Become a successful manager
and take your maintenance
career to new levels.
Network and connect with
industry peers and Canada’s
maintenance leaders.
MAINTRAIN 2004 HIGHLIGHTS
Attendee Testimonials:
• “One of the best maintenance conferences on the continent —
bar none.”
• “The entire conference was exceptionally well prepared and
presented.”
• “Excellent value for the money.”
• “The presentations were of tremendous quality.”
• “Super hotel and first-class meals throughout.”
• “I had a great time. I will take what I learned and apply it in my job.”
Awards Banquet
Keynote Address:
Duncan Hawthorne, President and CEO Bruce Power.
View from the Top: The importance that robust maintenance and lifecycle management of physical assets have on
the health of a company.
The Annual Maintenance Awards Banquet is again expected
to be a great highlight of MainTrain 2005. This year’s Awards
Banquet Keynote Speaker is Duncan Hawthorne, President
and CEO Bruce Power — one of the largest nuclear power
electrical generation sites in Canada. During his address,
Duncan will recognize those who have shown leadership in
the maintenance profession over the past year. He will also
use Bruce Power`s experiences as a prism to reflect on the
importance that robust maintenance and lifecycle management programs can have on the health of a company.
Created in 2001 as Canada`s first private nuclear generator,
Bruce Power has shown over its brief history that it understands the value of optimizing maintenance and investing
heavily to replace and enhance its core assets. Through innovation and efficiency, Duncan will explain how his Bruce B
generating station alone has seen its output jump by more
than 10 terawatt hours in recent years. Bruce Power could
have achieved those same results by building an entirely new
600 MW plant and running it for every minute of every day for
a year. What it did instead was simply maintain and run the
units it already had in a more efficient manner — a formula
that Duncan believes is transferable to any operation.
Attendees mingled with exhibitors to check out
the latest product and service offerings for
Canada’s maintainers.
Linda Hasenfratz, CEO of auto
parts giant Linamar Corp. kicked
off MainTrain 2004 with a rousing keynote address.
PEMAC executive director Norm
Clegg received the Sergio Guy
Memorial Award. Past award winners
took part in the presentation. From
left: David Berger, Steve Gahbauer,
Norm Clegg and Brian Malloch.
From left (Gennum): Marty Adams, equipment
engineering supervisor; Alan Richards, manager of equipment engineering; and Mike
Couglin, equipment engineering were presented with the PEM 2004 Maintenance Award.
Purolator Courier Ltd. (maintenance manager
Scott Anderson) was the other winner.
TO REGISTER CALL PEMAC: 905-823-7255
46
6/16/05
DAY 1
10:56 AM
Page 47
NOVEMBER 28, 2005
PRE-CONFERENCE WORKSHOPS
A.M. — Total Productive Maintenance
Terry Wireman, Industry Analyst, Genesis Solutions
P.M. — Lean Maintenance
Joel Levitt, President, Springfield Resosurces
PEMAC ANNUAL GENERAL
MEETING
• Meeting is open to all PEMAC members and interested new members.
DAY 2
NOVEMBER 29, 2005
OPENING KEYNOTE ADDRESS:
MANUFACTURING 20/20
The Hon. Perrin Beatty, Canadian Manufacturers and Exporters (CME).
BUSINESS SESSIONS
• Maintenance Leadership:
Brian Malloch, President, Twenty First Century Industry Solutions Inc.
• RCM Through Monitoring Systems:
Louis Vally, Hydraulic Business Unit, General Manager — Bosch
Rexroth Canada.
• CMMS Struggles and Solutions:
Jean Pierre Pascoli, Maintenance Superintendent, Tembec Temiscaming.
MAINTENANCE MASTERS
• Panel Session:
Terry Wireman, Genesis Solutions; Joel Levitt, President, Springfield
DAY 3
MAINTENANCE BEST PRACTICES
• City of Toronto Saves $42 Million:
Larry Korson, Plant Manager, City of Toronto.
PEMAC AWARDS DINNER
• PEMAC Sergio Guy Memorial Award and PEM 2005 Maintenance
Awards.
DINNER KEYNOTE ADDRESS:
• View From the Top:
Duncan Hawthorne, President and CEO Bruce Power.
NOVEMBER 30, 2005
BUSINESS SESSIONS
• Lubrication and Reliability:
Ken Bannister, President, Engtech Industries and Petro-Canada (TBA).
• The A-Z of Shutdowns and Turnarounds:
Pat Synnott, Manager, Maintenance Engineering, Jacobs Catalytic Ltd.
• Maintaining Canada’s Largest Material
Handling Facility:
David Taggart, Senior Facility Maintenance Manager, Greater Toronto
Airports Authority.
• The Role of Maintenance in Lean Manufacturing
(Panel Session):
Our experts discuss the challenges of implementing lean maintenance
and TPM. Speakers: Lean Advisors, SolutionsPlus, (TBA)
DAY 4
Resources; James Reyes-Picknell, President, Conscious Management
Inc.; David Berger, Principal, Western Management Consultants; and
Roopchan Lutchman, Business Vice-President, CH2M Hill.
Moderated by Robert Robertson, PEM magazine.
• Skilled Trades Shortage (Panel Session):
Tackling the national challenge of skilled trades and training. Keith Lancastle,
Canadian Apprenticeship Forum; Francois Belisle, Skills Canada; Terry Anne
Boyles, ACCC; Gary Baldwin, Executive Director, Yves Landry Foundation.
Moderated by Todd Phillips, Advanced Manufacturing magazine.
• RCM / CMMS Case study:
Dofasco Inc. and Ivara Corporation. (Speakers TBA)
Maintenance Management Professional (MMP)
Module 1 Certification:
PEMAC will offer Module 1 (Maintenance Management-Skills Techniques)
of its Maintenance Management Professional (MMP) certification program.
The Humber Institute of Technology and Advanced Learning will deliver the
module. Monday Nov. 28 and Thursday Dec. 1.
DECEMBER 1, 2005
POST-CONFERENCE WORKSHOPS
(CONCURRENT SESSIONS)
A.M. — Maintenance Fundamentals:
John Lambert, President, Benchmark Maintenance Services Inc.
A.M. — Maintenance 101 Interactive:
Frank Godin, Regional Practice Manager and Eric Kamarion, Regional
Business Manager, EMA, deliver a fun and practical way to explain program-driven maintenance.
REGISTER ONLINE VISIT: WWW.MAINTRAIN.CA
JUNE 2005
47
6/10/05
12:45 PM
Page 48
MAINTRAIN 2005 CONFERENCE REGISTRATION
November 28 - December 1, 2005
REGISTER ONLINE: WWW.MAINTRAIN.CA Mail or Fax form below:
NOVOTEL TORONTO CENTRE Call (416)-367-8900 *Block Code is PEMAC
Located in the heart of downtown Toronto, in the trendy Esplanade area, within walking distance to the Financial District, Shopping, Entertainment,
Hockey Hall of Fame, CN Tower, Skydome, Eaton Centre, Centre Island, The Harbourfront, and Major Theatres!
PRICE PACKAGES Please check box ❏ of events you will attend.
* PEMAC members receive a 10% discount for the main conference, pre/post conference workshops and awards dinner, as shown below.
MAIN CONFERENCE - Tues. Nov. 29 - Wed. Nov. 30, 2005
Paid ON/BEFORE October 1, 2005
Paid ON/BEFORE November 4, 2005
Paid ON November 28, 2005
❏ PEMAC member $1,260 SAVE $440
❏ PEMAC member $1,350 SAVE $350
❏ PEMAC member $1,530
❏ Non-member
$1,500 SAVE $200
❏ Non-member
$1,700
TICK
ONE
ONLY:
TOTALS:
$ ___________
PRE/POST CONFERENCE WORKSHOPS: ( Price per 1/2 day workshop )
❏ PEMAC member $450
❏ PEMAC member $405 SAVE $95
❏ Non-member
$500
❏ Non-member
$400 SAVE $100
❏ Non-member
$450 SAVE $50
TICK
ONE
ONLY:
TICK ALL THAT APPLY:
❏ Pre-Conference A.M. ❏ Pre-Conference P.M. ❏ Post-Conference A.M. ❏ Post-Conference A.M.
(Mtce. Fundamentals)
(Maintenance 101)
MAINTENANCE MANAGEMENT PROFESSIONAL (MMP) PROGRAM
$ ___________
(Module1)
❏ Non-member
$400 SAVE $100
TICK
ONE
ONLY:
❏ Non-member
$500 SAVE $100
❏ Non-member
$600
TWO DAY PROGRAM: Monday, November 28 (MMP Day 1) and Thursday, December 1 (MMP Day 2)
$ ___________
AWARDS DINNER
TICK
ONE
ONLY:
❏ Non-member
$60 SAVE $10
❏ Non-member
$65 SAVE $5
❏ Non-member
$70
SUB TOTAL:
PEMAC ANNUAL GENERAL MEETING
❏ I plan to attend PEMAC´S Annual General meeting on Day 1 (no charge)
$ ___________
$ ___________
Team Discounts
2-4 (-5%)
TEAM DISCOUNTS:Two to four delegates from the same company receive a 5% discount (main conference only).
$ ___________
$ ___________
SUB TOTAL: $ ___________
7 %G.S.T. $ ___________
TOTAL $ ___________
5+ (-10%)
Five or more delegates from the same company receive a 10% discount (main conference only).
ELECTRONIC CONFERENCE PROCEEDINGS: Delegates receive a CD of the conference presentations at no charge.
POLICIES:Full refund less a $200 administration fee is available up to 16 days prior to the conference; no refund for 15 days or less prior to the
conference. No quantity discounts are available for conference workshops. PEMAC reserves the right to change any or all parts of the MainTrain 2005
conference without prior notice.
*PLEASE PHOTOCOPY AND FILL OUT ONE FORM PER DELEGATE
Official Media Sponsor:
Publishers of:
Plant Engineering
and Maintenance
Delegate Name ______________________________________________ Delegate Title ___________________________________________
Company __________________________________________________ Department ____________________________________________
Address _________________________________________ City _________________________ Province _____ Postal Code _____________
Phone _____________________________
Email _____________________________________________
Payment Options VISA ❐ Mastercard ❐ American Express ❐
Cheque ❐ Total payable: $ _____________
Card# _____________________________________ Exp. Date ___________
* Please add 7% GST to your total
Make cheque payable to: PEMAC (MainTrain conference)
MAIL TO: PEMAC 6-2400 Dundas St. W., Suite 402, Mississauga, ON L5K 2R8
FAX TO: (905) 823-8001 • Tel: (905) 823-7255 • E-mail: [email protected]
48
GST# 131068181
Register online:
www.maintrain.ca
6/16/05
10:57 AM
Page 49
Why is this guy
deliriously happy?
Well, you see, it all started when Fred
put our proactive reliability program
in place on temperamental unit 7
which caused the normally staid
supervisor to put on a happy face
because his manager could report
that the plant was running at a rate
unprecedented in the history of the
universe which tickled no end the
vice-president of operations who saw
$1.8 million of annual costs evaporate
which made the CEO almost giddy
with delight because he could declare
a whopping big dividend which made
a certain shareholder so crazily
jubilant that he couldn’t help tipping
the guy who parked his car $500.
And that’s why.
Ivara
Work Smart. Work Happy.
www.ivara.com
Ivara is a registered trademark of Ivara Corporation
6/13/05
8:41 AM
Page 50
Materials Handling
BY BRUCE TOMPKINS
Power supply chains
with lean thinking
A lean supply chain produces only what
and how much is needed, when it’s needed, and where
it’s needed. Understanding the difference between value
and waste and value-added and non-value-added
processes is critical to ensuring lean success. Sometimes
it isn’t easy to discern the difference, however, when
looking at an entire supply chain. The best way is to
apply lean thinking to each component and determine
how to link the processes to reduce waste.
LEAN PROCUREMENT
Some lean processes are e-procurement and automated
procurement based. E-procurement conducts transactions, strategic sourcing, bidding and reverse auctions
using Web-based applications. Automated procurement
uses software that removes the human
Supply chains that want
element from multiple procurement
functions and integrates with financials.
to grow and continue
The key to lean procurement is visibility. Suppliers must be able to “see” into
to improve must adopt
their customers’ operations, while customers have to be able to see into their
lean principles.
suppliers’ operations. Organizations
should map the current value stream and
together develop a future value stream in the procurement process. They should create a flow of information,
while establishing a pull of data and products.
Bruce Tompkins is a principal
with
Raleigh,
NC-based
Tompkins
Associates,
a
provider of total supply chain
solutions, including manufacturing and stores operations.
For more information call
(905) 456-3871 or visit
www.tompkinsinc.com.
50
Many would argue this point, but manufacturing can
take place efficiently with little or no raw material, workin-process (WIP) or finished-goods inventory.
Many companies produce directly into trailers and
maintain no other finished goods inventory. All quality
inspections and checks are performed within the
process, rather than after production is completed. In
this true make-to-order scenario, all goods are shipped
directly to the next link in the supply chain when the
trailer is full, and over production isn’t possible and can’t
be tolerated. No space is designated to store finished
goods. The system isn’t designed to carry them.
Applying one-piece flow and pull systems can dramatically reduce WIP. A Kanban or visual signal for
more goods to be moved forward to the next process
can accomplish this procedure. Although the ultimate
goal is to eliminate WIP, minimal WIP is normally the
result. The elimination of bottlenecks is one goal of a
lean supply chain, but a bottleneck will always exist to
some degree. As a result, WIP must exist in front of a
bottleneck or the bottleneck operation will be starved
and will stop.
Raw-material inventory is a different matter.
Although the leanest organizations have arranged justin-time deliveries to support manufacturing, this
approach requires the absolute highest degree of competency and coordination within the supply chain.
Each step in the warehousing process should be critically examined to see where unnecessary, repetitive and
non-value-added activities might exist. They can then
be eliminated.
LEAN WAREHOUSING
Lean warehousing means eliminating non-value added
steps and waste in product storage processes. Typical
warehousing functions include:
• Receiving;
• Put-away/storing;
• Replenishment;
• Picking;
• Packing; and
• Shipping.
Warehousing waste can be found throughout the
storage process, including:
• Defective products, which create returns;
• Over production or over shipment of products;
• Excess inventories that require additional space and
reduce warehousing efficiency;
• Excess motion and handling;
• Inefficiencies and unnecessary processing steps;
• Transportation steps and distances;
• Waiting for parts, materials and information; and
• Information processes.
LEAN TRANSPORTATION
Lean concepts in transportation include:
• Core carrier programs;
• Improved transportation administrative processes and
automated functions;
• Optimized mode selection and pooling orders;
• Combined multi-stop truckloads;
• Cross-docking;
• Right-sizing equipment;
• Import/export transportation processes; and
• Inbound transportation and backhauls.
The key to accomplishing all of these concepts
includes mapping the value stream, creating flow, reducing waste in processes, eliminating non-value-added
activities and using pull processes. Supply chain leaders
shouldn’t delay—it’s urgent to act now to implement
lean concepts. p
REDUCED INVENTORIES
In the lean paradigm, inventory is considered waste.
This column is an edited version of a Tompkins Associates’
monograph on lean supply chains.
6/13/05
8:41 AM
Page 51
Damage Control: An Employer’s Guide to Just Cause
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grounds of dismissal and requirements for proving just cause.
Hardbound • 266 pp. • February 2005 • $69
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Human Resources Guide to Managing Workplace Harassment
Barry Kuretzky and Jennifer MacKenzie
Explaining not only the codified rights set out in the human
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as bullying and lack of dignity, this indispensable text explains
exactly what constitutes harassment under the law, and what
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Human Resources Guide to Workplace Privacy
J.J. Edwards
Find out why you need a privacy compliance program, the
liabilities of not having one and how to implement such a
program in your organization. This timely publication offers a
broad understanding of relevant legislation and the
fundamental principles pertaining to privacy law and more!
Perfectbound • 234 pp. • 2003 • $59
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Pregnancy, the Workplace and the Law
Melanie Manning
Provides a unique look at the many legal questions that arise
when dealing with pregnancy in the workplace, including:
hiring, discipline, health and safety, specialized compensation
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Hardbound • 370 pp. • 2003 • $95
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AM 0605
6/13/05
8:41 AM
Page 52
Plant Facilities Review
EQUIPMENT AND SUPPLIES FOR BETTER PERFORMANCE
HVAC retrofit improves
indoor air quality
MECHANICAL ENGINEER, FIL FINA, P.E.,
DUCTSOX
4343 Chavenelle Rd.,
Dubuque, IA 52002-2654
Toll free: (866) 382-8769
www.ductsox.com
believes there are lots of industrial plants with the same
employee indoor air quality (IAQ) challenges that printing
giant Quad/Graphics faced at its catalogue printing plant
in Saratoga, Springs, NY.
Hot summer interior temperatures could be uncomfortable. High-speed, offset printing presses, gas-fired dryers with accompanying fume incinerators and other
equipment inherent in the magazine and catalogue printing business also added to the summertime heat. Air conditioning even a portion of the one million square feet at
the facility would’ve been cost-prohibitive with the tons of
metal ductwork needed, plus costly energy consumption.
Even though Quad/Graphics surpassed U.S.
Occupational Safety and Health Administration (OSHA)
standards, management wanted to achieve superior IAQ.
“Many plants want to improve employee IAQ,but there’s
just no way to do it cost effectively,” says Fina, who had previously provided consulting services to Quad/Graphics.
Fina used the cost alternative of fabric ductwork and a
past successful technique applied in other Quad/Graphic’s
plants—spot cooling. The combination is now saving significant operating costs versus total plant air conditioning,
according to management. Fina’s spot-cooling air distribution layout of five 200-foot long lengths of fabric duct efficiently spot cool only workstations at offset printing
machines.
Depending on outdoor humidity and temperatures,
spot cooling the workstations provides temperatures 10 to
15 degrees Fahrenheit cooler than outdoor temperatures.
The 28-inch-diameter Comfort-Throw Sedona fabric
ducts manufactured and supplied by DuctSox have from
one to three factory-engineered linear diffusers between
four and six o-clock positions, appearing only at points
near workstations. Fina estimates that using the fabric duct
versus metal saved the project more than US$150,000 in
labour and materials.
“Because we used fabric duct instead of metal, the retro-
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6/13/05
8:42 AM
Page 53
PHOTO: DUCTSOX
Depending on the outdoor humidity and temperatures, spot
cooling the workstations provides temperatures 10 to 15
degrees Fahrenheit cooler than outdoor temperatures.
fit cost was approximately cut in half,” says Fina. “Once other engineers realize fabric duct’s value in a project such as this, I believe you’ll start to see other
plants add these types of cooling to obtain IAQ employee benefits.”
Another advantage that fabric has over metal is airflow. The printing
process needs gentle airflow, which doesn’t stir up typical manufacturing dust
or disturb paper proofs. Fabric duct’s linear slot diffusers provide the airflow
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needed for employee spot cooling, without the need for extensive sheet-metal
linear diffusers.
The easy removal of fabric duct makes printing equipment accessible for
maintenance and repair. To move heavy-duty lifts past the 10-foot-high duct
for printing equipment repair, a section needs only to be unzipped and slid
back on its H-track suspension system. If necessary, the H-track itself can be
moved with equal ease.
“Anytime you can remove 50 or 60 feet of ductwork in a matter of minutes
to gain service accessibility is an advantage and a necessity,” says Fina.“There’s
no piece of machinery made yet that doesn’t require maintenance. It’s unacceptable to have ductwork interfere with equipment maintenance and repair.”
Besides summer operation, Fina also addressed winter IAQ concerns for
Quad/Graphics. Because production-floor machinery is capable of producing
excess heat on most winter days, cooling is still needed. Fina chose a different
type of DuctSox, the Low-Throw Sedona model, which was custom-manufactured with a porosity that allows all of the air to flow through the fabric
within Fina’s velocity requirements of 15 ft./second.
The winter DuctSox, which use the same H-track cable suspension system as the summer DuctSox, distribute 100 percent outside air that’s tempered to 55 to 65 degrees Fahrenheit. The even and gentle air dispersion
through the material allows the building’s air to stratify, with the cooler
fresh air near the floor and the hot stale air at the ceiling where it’s exhausted from the space. p
6/16/05
11:18 AM
Page 54
Marketplace
INDUSTRIAL PRODUCTS AND SERVICES
FOCUS ON HEALTH & SAFETY PRODUCTS
ly conducted using infrared-transmissive
HVAC particle counter
sightglasses, says FLIR. The Hawk C-Range
The new Fluke 983 Particle Counter
window is Ulc-approved for retrofit, lockable
is suited for HVAC and IAQ professionals. From filter testing to IAQ investi-
and maximizes infrared inspection efficinecy by
gations, the Fluke 983 is the portable
reducing the need to open panel doors, says the
answer for determining airborne particle
company. Tested to meet IEEE C37.20.7-2001, the
concentrations, says the company. The
sightglasses, withstand a 40kA, 30-cycle short and
Fluke 983 can be used to immediately
surpass arc-flash safety expectations, says the com-
respond to occupant complaints or as part
pany. The solid, visually transparent crystal design
of a comprehensive preventive maintenance program. With the Fluke 983, you can
eliminates the concern of unsafe ingress openings
or unsuitable opaque materials.
measure filter efficiency, monitor industrial clean
Contact: FLIR Systems
rooms, pre-screen indoor air quality and work with
5230 South Service Rd. Ste. 125
IAQ specialists to report the effectiveness of repairs to
Burlington, ON L7L 5K2
customers and improve overall MRO performance.
Toll free (800) 613-0507 ext. 25
The Fluke 983 is lightweight and easy to use in any
www.flirthermography.ca
position, with a comfortable hand strap and rugged
rubber holster, says the company.
Monitor air pollutants
Air purifying respirator
Contact: Fluke Electronics Canada
Thermo Electron Corp. introduced its model 5030
The CA 101 (loose-fitting head gear) powered air-
400 Britannia Rd. E., Unit 1
Synchronized Hybrid Ambient Real-Time Particulate
purifying respirator (PAPR) from North Safety
Mississauga, ON L4Z 1X9
(SHARP) Continuous PM10/PM2.5 monitor that
Products consists of a lightweight blower unit fixed on
Toll free (800) 363-5853
combines light scattering photometry and beta radia-
a comfort belt, padded with three elements. It’s pow-
www.flukecanada.ca
tion attenuation in one instrument. Designed to help
local
ered by a rechargeable, Nickel Metal Hydride (Nmh)
governments
comply
with
the
U.S.
Environmental Protection
battery that will last for an eight-hour shift, says the
Agency’s (EPA) air pollu-
company. The blower forces contaminated air in the
tion monitoring require-
atmosphere to go through the three element filters,
ments, the monitor pro-
cartridges, HEPA filters or a combination, directing
vides
purified air into a hose that’s connected to a dedicated
true
continuous,
“real-time” readings by
respirator. The PAPR can be used for asbestos abate-
reporting data in one-
ment and in lead exposure, silica dust, foundry,
minute averages, says the company. Such continuous
smelter, mining, pharmaceutical and laboratory appli-
readings result in greater than 99 percent data avail-
cations. It’s available with a full range of cartridges and
ability, says the company. The monitor provides an
HEPA filters.
hourly detection limit of less than 0.5 micrograms per
Contact: North Safety Products
Protection sightglasses
cubic metre. The monitor also controls the humidity
Anjou, PQ H1J 2K4
FLIR Systems partnered with Hawk IR to provide
of the sample air, which can affect the quality of data.
ArcFlash Protection Sightglasses. Thermographic elec-
Contact: Thermo Electron Corp.
Tel: (514) 351- SAFE (7233)
trical cabinet inspecxtions can now be safely and quick-
www.thermo.com.
www.northsafety.com
10550 Parkway Blvd.
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-i`ÊvÀÊ 7ÊLÀVÕÀioÊ>`Ê«i>ÃiÊV>ÊÕÃt
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54
- 9° " PG44-OBC-June05-final
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8:43 AM
Page 55
• Removal from re-circulated air of odours and
of loose-fill sorbent media per 2,000 cfm. Additional
vapours generated by building occupants, indoor
features include low pressure drop and long service life
emission sources (copiers, printers and cleaning mate-
between sorbent charges that result in lower operating
rials, etc.) and light manufacturing processes (printing,
and maintenance costs, says the company.
pharmaceutical and degreasing, etc.); and
Contact: Camfil Farr
• Protection of sensitive materials, such as laboratory
2785 Frances Hughes Ave., Laval, PQ H7L 3J6
and museum contents.
Toll free (866) 4CAMFIL
The rechargeable canisters contain up to 107 pounds
www.camfilfarr.com
HazMat kit for responders
Draeger Safety’s HazMat Simultest Kit identifies and
quantifies a range of toxic industrial chemicals (TICs) in
less than five minutes, using Draeger Simultaneous Test
Sets. The kit includes three Simultaneous Test Set Kits
for measuring 15 commonly found organic and inorganic chemicals and/or chemical families. Broad scale
and identification are made easy to use with only three
simple tests, says the company. Simultaneous Test Set I
measures for inorganic gases, Simultaneous Test Set II
measures a different set of inorganic gases and
Simultaneous Test Set III measures organic vapours.
The HazMat Simultest Kit comes complete with an
accuro pump, 10 Simultaneous Test Sets, test-set adapter
and tube openers, full-colour laminated instruction
sheets and an air-current kit together in a rugged case.
Contact: Draeger Canada Ltd.
7555 Danboro Cres., Mississauga, ON L5N 6P9
Tel: (905) 821-8988
www.draeger.com
Gas and vapour removal
Camfill Farr introduced a new line of Camsorb sorbent canister systems for the removal of high gas and
vapour loads in heating, ventilation and air-conditioning (HVAC) systems. The canisters are designed for
installation in Camfil Farr’s leak-free housings and
frames. The company says they will remove odours
and vapours in a range of applications, including:
• Treatment of make-up air for buildings that contain
objectionable levels of ozone, automobile fumes,
diesel-engine exhaust, jet-engine fumes or light levels
of industrial emissions and odours;
JUNE 2005
55
6/13/05
8:43 AM
Page 56
Marketplace
INDUSTRIAL PRODUCTS AND SERVICES
Chemical handling brochure
and Kimberly-Clark Kleenguard
Fisher-Safety offers its 16-page, full-colour
Extra Coveralls. The company says
Chemical Handling safety products brochure,
it also conducts chemical handling
which features different personal protective
public training seminars.
equipment (PPE) and more. Products available
Contact: Fisher Safety
include Uvex Bionic Faceshield and FlexSeal
112 Colonnade Rd.
Goggles, Fisher Gravity Fed Eyewash Station,
Ottawa, ON K2E 7L6
Brady Danger Signs for Chemical Handling
Toll free (877) 676-3639
Applications, JustRite Drum Safety Cabinets
www.fishersafety.ca
Panorama safety mask
Draeger Safety’s Panorama series masks have been
designed for domestic preparedness in clean lab and
other industrial applications. A triple sealing edge provides an excellent fit for small, medium and large faces,
while providing comfort, says the company. The masks
offer clear person-to-person communication and a wide
field of vision, says the company. The mask includes an
installed air cup to allow for air-flow control and keeps
the lens clear without fogging. A five-point harness strap
is infinitely adjustable. Made of EPDM (ethylene propylene domineer) or of soft contouring silicone, the mask
accepts a full range of filters and cartridges or canisters.
The Phosphine/CS/CN/ P100 canister is NIOSH
approved for tear gas, phosphine and particulates often
Jeffrey Goodman of Heenan Blaikie and Allison Taylor of Stringer Brisbin Humphrey
found in clean labs, says the company.
Contact: Draeger Canada Ltd.
“I am delighted that a topic as complex, dynamic, and as ever-evolving as ‘alternative work
relationships’ has finally been canvassed in a thorough and comprehensive fashion by Taylor
and Goodman. …’This book is a must have.’ ”
7555 Danboro Cres., Mississauga, ON L5N 6P9
Tel: (905) 821-8988
The Honourable Mr. Justice Randall Scott Echlin,
Superior Court of Justice (Ontario)
From the Foreword
Statutory protections, notice periods, tax treatment and worker responsibilities, they can all differ
greatly from one work relationship to the next relationship. So, whether you’re dealing with traditional
employment, (in)dependent contracts, directorship or a partnership, you’ll want to have A Guide to
Alternative Work Relationships close at hand to help you navigate your way through the maze.
This unique, plain-language resource explains:
• how to create the desired work relationships
• the different types of working relationships
through practical examples and tips in
• the advantages and disadvantages of each
chart form
type of relationship
• what to include in and omit from a contract
• how the courts interpret each kind
of relationship
www.draeger.com
Full-body
safety harness
North Safety Products says its new
Rite-On safety harness is easier to
don and comfortable to wear. The
harness comes with bayonet-style
buckles for the chest and both leg
straps. The lightweight harness
weighs only 3.4 pounds and features a universal fit with a dorsal
“D” ring attachment. The harness
HOT TOPICS!
Offering a practical overview, this resource provides advice respecting the proper way to legally
structure each working relationship. It also reviews the hottest topics such as Internet work, home work,
and barter, as well as the contents and enforceability of the relevant contracts, to ensure you’re on the
right track with the latest developments.
Shipping & handling charges are extra (unless payment accompanies your order). Prices are subject to change without notice, and to applicable taxes.
M90 Full Body harness Class A
and in compliance with: ANSI
Z359.1 and A10.14-1991 Class III
OSHA 1910.66 App.C, says the company. The harness
Perfectbound • Approx. 280 pp.
July 2005 • Approx. $69
P/C 0140010000 • ISBN 0-88804-448-8
is designed for use with North-approved components
or subsystems (lifelines, energy absorbers, lanyards,
PEM 0605
For a 30-day, no-risk evaluation, call: 1.800.263.2037 or 1.800.263.3269
Web site: www.canadalawbook.ca • Fax: 905.841.5085
is certified: CAN/CSA Z259.10-
rope grabs and self-retracting lifelines) or as recommended by a qualified person.
Contact: North Safety Products
10550 Parkway Blvd., Anjou, PQ H1J 2K4
Tel: (514) 351- SAFE (7233) www.northsafety.com
56
6/13/05
9:50 AM
Page 57
Industrial Mechanics • Millwrights
Welders/Fitters • Construction
More than150 staff
READY to WORK
A ny t i m e ! A ny w h e re ! A ny C o n d i t i o n !
EXCELLENT RATES
Remaining
Competitive
Equipment
Efficiency
Reliable
Predictable
Profitable
Ensure your systems
are performing at
optimum efficiency
Call 905-454-6633 ext. 203
and we’ll give you a quote
Fax: 905-454-5440 • Email: [email protected]
NEW LOCTITE® ADHESIVE
S O U R C E B O O K C AT A L O G U E
VOLUME 5
The Loctite® Adhesive Sourcebook, a
complete resource manual for over 1,400
Loctite® products, is now available in
Volume 5. This 149-page Sourcebook features a comprehensive list of Loctite® product
and equipment, including many new products such as the new Loctite® QuickStix™,
ViperLube™ Clear High Performance
Synthetic Grease, as well as an expanded
equipment
section.
The
Adhesive
Sourcebook can be viewed by visiting
www.loctite.com – a virtual adhesive library
designed to give you the best technical support in the industry.
Look for the numerous starbursts denoting the new products as well as the
detailed list of agency approvals that serve as a quick reference guide for
the Loctite® products that hold current industry approvals.
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
Bosch Rexroth Canada
www.boschrexroth.ca
905 735-0510
the field. We are flexible and adapt our services
to suite individual customer requirements
ensuring optimum resource deployment for both
our customers and us. We employ qualified
field and repair technicians backed up by a
logistic support center and direct access to factory
resources. All our repairs are done with genuine
parts and performed to factory standards. Our
repairs carry an as new warranty. Our service
offering is orchestrated from strategically located
service centers across Canada. Please contact us
to discuss your requirements. Bosch Rexroth.
The Drive & Control Company
Keep it Real
Keep it Rexroth
.
.
Bosch Rexroth Canada www.boschrexroth.ca 905 735 0510
Industrial
Hydraulics
Electric Drives
and Controls
Linear Motion and
Assembly Technologies
Pneumatics
Service
Automation
Mobile
Hydraulics
JUNE 2005
57
6/13/05
8:44 AM
Page 58
MRO ress
Exp
Your guide to all the latest innovations
in plant engineering and maintenance
products and ser vices.
MOTORS AND DRIVES
Motor coupling guard
Custom hybrid steppers
Source Engineering Inc. introduced a series of custom NEMA 16, 17 and 23
two-phase hybrid steppers with 42 mm and 60 mm gear heads. By offering
custom windings, output shafts (length, flats, pinions, keyways) and mounting
holes, it’s easy to integrate the gear motors into a new or existing application,
says the company. The 42 mm gear heads supplied with NEMA 16 and 17 steppers are available in six standard ratios: (3.6:1, 7.2:1, 9:1, 10:1, 18:1 and 36:1
with custom ratios. The gear motors’ current ratings are from 0.6A/phase to
1.20A/phase at 3.6 to 4.0 v. Holding torque is from 1.73 lb-in. (0.2 Nm) to 6.94
lb-in. (o.8 Nm). The 60 mm gear heads supplied with NEMA 23 steppers are
also available in six standard ratios: (3.6:1, 7.2:1, 9:1, 10:1, 18:1 and 36:1) with
custom ratios. The gear motors’ current ratings are from 0.85A/phase to 1.50
A/phase at 4.0 to 8.6 v. Holding torque goes from 8.67 lb-in. (1.0 Nm) to 34. 7
lb.-in (4.0 Nm).
www.sei-automation.com
Pump/motor
accessories
Hydra-Cell Industrial Pumps, Wanner
Engineering Inc. offers its Hydra-Cell
Industrial Pumps catalogue. The fourcolour guide provides detailed
Hydra-Cell pump specifications,
options, installation guidelines, as
well as applications examples and
ordering instructions. Hydra-Cell
pressure regulating valves and
pump accessories, including pump/motor base plates and guards,
oil cooler and filter system and oil level monitor mounting kit, are
also featured in the catalogue. More product information, parts manuals, technical documentation and CAD drawings are available on the
company’s Web site.
www.hydra-cell.com
58
Orange Peel-type MCG guards are now available from Falk Corp. for electric
motor and gear motor connections. Type MCG offers “trim and fit” convenience, a low initial cost, safety compliance, simplified installation and reduced
maintenance, says the company. The guards are trimmed to length and
attached to the foundation with two fasteners. When required, optional end
caps are supplied to enclose the extension openings. Metal risers are also available for high base to centreline requirements. The guards feature symmetrical
halves, injection moulded from maintenance-free polyethylene and joined by
a hinge assembly at the top, says the company. Three sizes accommodate
NEMA motor frames from 56 to 440T (71 to 315 IEC). They’re available from
stock in ANSI Safety Orange, ISO Safety Yellow and Sanitary White for indoor
or outdoor use.
www.falkcorp.com
Helical geared motors
Danfoss Bauer’s three-phase BF series helical geared motors are engineered to
drive machines and equipment of all types. The motors are available with
power from 0.075 to 50 hp, with output speeds of 0.3 to 230
rpm and torque range of 840 lb./ft.-in to 163,700 lb/ft.-in.
The motors include stator winding of insulated enamelled
copper wire, an aluminum
die-cast cage rotor and gear
wheels made of high tensile
and case-hard steel. A state-ofthe-art, fully enclosed gearbox
housing allows for reliable operation
under harsh conditions, with protection from dust and
water spray, as well as preventing lubricant loss and dirt
build-up, says the company. The motors are IP65 sealed as
standard, with optional IP66 protection. During installation,
gearboxes with an integral torque arm and hollow shaft as
standard provide considerable time and cost savings, says
the company.
www.namc.danfoss.com
6/13/05
8:45 AM
Page 59
T H E N E X T G E N E R AT I O N O F
H E AV Y D U T Y L O A D
PUSHERS & ROLLERS
You need
availability.
Handymover — the newest material handling solution for moving paper rols, cable reels, vehicles,
heavy machinery, fixtures and carts.
You need
Quality.
With a Handymover, one person can
move up to 50 tons.
You need
World-wide support.
You want
Local service.
Dorner
and
SPT Corporation
Phone 951-296-5282
Fax: 951-296-5283
[email protected]
www.handymover.com
TOPS
The World-Wide
RIGHT-HERE Solution Team
TOPS Conveyor Systems
975 Fraser Drive Units 6-8 • Toll-free 888-748-TOPS
Burlington, ON, L7L 4X8 • Phone: 905-639-6878
www.topsconveyor.com
MODULAR
INPLANT OFFICES
For advertising
information please call
Tom Reilly-Smith (905) 713-4341
or
Stephen Fleck (905) 713-4365
•
•
•
•
Unlimited layout possibilities
Easy snap lock assembly
Interchangeable modular panels
Durable steel construction
MEZZANINE
STRUCTURES
• Increases useable work
space for higher productivity
• Costs a fraction of a new
building or expansion
TEL: 1-800-387-7614
FAX: 1-800-263-8203
E-MAIL: [email protected]
WEB SITE: www.ppimod.com
JUNE 2005
59
6/13/05
8:45 AM
Page 60
See the Difference
Equipped with ClearView™
safety sight lines, the
Advance Retriever™ 6250
Rider Sweeper gives you
the best view of the job of
any sweeper in its class —
a critical component for
top-performance cleaning.
Combined with a tight 9.5
foot right- and left-turning
radius, the Advance 6250
sweeper is easy and safe.
A DVA N C E
RETRIEVER
6250
Sweeps up to 125,000 square feet per hour
125.000 sq. ft
Maximize Your Productivity by
Selecting the Right Advance
Product for Your Needs
A DVA N C E T E R R A 5 2 0 0 B
Sweeps up to 98,400
square feet per hour
98,400 sq. ft
A DVA N C E R E T R I E V E R 4 6 0 0
Sweeps up to 90,000
90.000 sq. ft
A DVA N C E T E R R A 1 3 2 B
Sweeps up to 38,700
38,700 sq. ft
Maximize your productivity!
call 1-800-668-8400.
Or visit www.nilfisk-advance.com
Nilfisk-Advance Canada Company, 396 Watline Ave.
Mississauga, Ontario L4Z 1X2
S W E E P E R S
•
S W E E P E R / E X T R A C T O R S
•
S C R U B B E R S
60
6/16/05
11:05 AM
Page 61
Plant Engineering
and Maintenance
JUNE 2005
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
FORYOURINFORMATION
HOW TO CONNECT WITH ADVERTISERS IN THIS ISSUE
ADVERTISER
ID # PG #
PHONE #
touch. Whether you phone or fax, visit a Web site or send an e-mail,
getting the information you need has never been easier.
FAX #
E-MAIL ADDRESS
WEB ADDRESS
Anchor Lamina Inc.
1
60
905-274-3448
905-274-2855
[email protected]
Asco Valve Canada
2
17
519-758-2700
519-758-5540
[email protected]
www.anchorlamina.com
www.asco.ca
Bird-X
3
22
1-800-860-0473
312-226-2480
[email protected]
www.bird-x.com
www.bonfigliolicanada.comBosch
BNA/Bonfiglioli Canada
4
3
905-738-4466
905-738-9833
[email protected]
Rexroth Canada
5
57
905-335-5511
905-335-4184
[email protected]
www.BoschRexroth.ca
Canada Law Book
6
51,56
1-800-263-2037
905-841-5085
[email protected]
www.canadalawbook.ca
Canadian Bearings
7
39
905-670-6715
905-670-0795
[email protected]
www.canadianbearings.com
Canadian Portable Structures
8
31
1-800-526-4277
905-335-1492
[email protected]
www.cdnportable.com
Canadian Timken Ltd.
9
7
519-631-4500
519-631-9013
[email protected]
www.timken.com
DuPont
10
15
1-800-387-2122
905-821-5177
[email protected]
www.dupont.ca/protectiveappearal
Dynamic Filtration Ltd.
11
18
1-800-265-4544
519-884-4390
[email protected]
www.dynamicfiltration.com
Eurovac
12
22
1-800-265-3878
905-738-4603
[email protected]
www.eurovac.com
Fluke Electronics Canada
13
10
905-890-7600
905-890-6866
[email protected]
www.flukecanada.ca
FLIR Systems
14
64
905-637-5696
905-639-5488
[email protected]
www.flir.ca
GMB Installations Inc.
15
57
905-454-6633
905-454-5440
[email protected]
www.gmbgroup.ca
Grundfos Cda Inc.
16
30
905-829-9533
905-829-9512
[email protected]
www.grundfos.com
Henkel Corporation
17
57
1-800-263-5047
905-814-6511
Hertz Equipment Rental
18
11
1-888-777-2700
www.loctite.com
www.hertzequip.com
Hyster
19
63
1-800-HYSTER-1
INA Canada/FAG Bearings
20
43
905-829-2750
252-931-7877
Iris Power Engineering
21
62
416-620-5600
416-620-1995
Ivara Corporation
22
49
1-877-746-3787 ext. 312
905-632-5129
Kee Industrial Products, Ltd.
23
8
1-800-851-5181
Kellogg Brown & Root Services
24
8
Lapeyre Stair
25
55
Main Train
26
45-48
Meltric Corporation
27
NRB
N.R. Murphy Ltd.
[email protected]
www.hysterusa.com
[email protected]
[email protected]
www.irispower.com
905-669-4347
[email protected]
www.keelamp.com
504-733-6009
504-733-4393
[email protected]
59
1-800-433-7642
414-817-6161
[email protected]
28
19
1-888-866-6152
905-945-2003
[email protected]
www.nrb-inc.com
29
12
519-621-6210
519-621-2841
[email protected]
www.nrmurphy.com
NSK
30
52,53
babcocg.ca.nsk.com
www.ca.nsk.com/pem-june.ea
NTN
31
2
1-866-827-7950
New Pig
32
59
1-800-468-4647
www.ivara.com
www.applykbrjobs.com
www.lapeyrestair.com
www.maintrain.com
www.meltric.com
[email protected]
www.ntn.ca
814-684-1253
[email protected]
www.newpig.com
www.nilfisk-advance.com
Nilfisk-Advance
33
60
1-800-668-8400
1-800-263-5111
[email protected]
Ontario Drive & Gear
34
62
519-662-2840
519-662-2127
[email protected]
www.odg.com/ktr
PPI Modular Structures
35
59
905-459-9255 ext. 298
1-800-263-8203
[email protected]
www.ppimod.com
[email protected]
www.petro-canada.com
Petro-Canada
36
13
1-800-268-5850
R&M Materials Handling, Inc.
37
37
1-800-955-9967
937-325-5319
SKF Reliability Systems
38
32,33
1-866-832-6753
416-299-6548
SMRP
39
18
1-800-950-7354
www.rmhoist.com
[email protected]
www.skf.ca
www.smrp.org/pem405
SPT Corporation
40
59
951-296-5282
951-296-5283
[email protected]
www.handymover.com
Schneider Electric
41
12
905-678-5248
905-678-9814
[email protected]
www.schneider-electric.ca
Shat-r-Shield
42
41
1-800-223-0853
704-633-3420
[email protected]
www.shatrshield.com
Tenaquip Ltd.
43
9
1-800-661-2400
514-457-9807
[email protected]
www.tenaquip.com
Tennant
44
23
1-800-553-8033
763-513-2142
[email protected]
www.tennantco.com
T-G Turbo Compressor Air Systems
45
40
1-800-715-9466
905-335-4033
[email protected]
www.tg-aircompressor.com
WEG - VJ Pamensky
46
54
1-877-PAMENSKY
416-781-4352
[email protected]
www.pamensky.com
Waste Management
46
21
1-866-933-9696
www.wm.com
JUNE 2005
61
6/13/05
8:46 AM
Page 62
People and Productivity
BY WILFRED LIST
“Sticks and stones may break my bones, but names will never
hurt me, so goes the old children’s rhyme. John’s experience at work,
however, contradicted the saying.
He felt harassed and intimidated by the language directed at him by Tony, a fellow employee. Their latest encounter saw Tony greet
John with a derogatory comment, as they
passed each other on the plant floor.
Another employee who was walking
with John later testified at an arbitration
hearing into Tony’s dismissal that the latter had “a look of hatred,” as he glared at
John. “It scared me,” said the employee
bystander.
John gave management a signed statement that he was fed up with Tony’s comments and that he found the latest remark
“offensive, degrading and threatening.”
The derisive comment, taken with
Tony’s past unacceptable behaviour, led to
his dismissal for what the employer said was
a vendetta against John. Tony had previously
told other employees in an unfounded accusation that John’s character
was in question.
Tony’s union argued before an arbitrator that his language was no more
than the kind of profanity commonly used in the workplace. It quickly be-
came clear, however, that the arbitration case would be a test of where the
line was to be drawn between acceptable swearing and vilification.
The arbitrator had before him other awards in
which previous arbitrators said the use of profanity was now accepted as usual, daily conduct in the workplace. There were limits,
however, imposed by generally accepted
ground rules.
The employer’s lawyer argued that
Tony’s comments were a direct attack
against John and a culmination of Tony’s
long-standing vilification of his fellow
worker. The arbitrator agreed with the
employer that when swearing is used to
question another person’s character “it
constituted vilification of one human
being by another.”
Tony’s defence was that his remark had
been made in a “comical” tone. He also denied that his manner had been unfriendly. At
the same time, he said those who testified otherwise were lying.
The arbitrator concluded that Tony lacked candour and honesty. He then upheld the discharge. The arbitrator said that while the single derogatory comment wouldn’t by itself justify dismissal, it was
warranted when viewed in the light of Tony’s work record. p
ROTEX®-GS & RADEX®-NC
Precision Zero-Backlash Couplings
For Every Application
ROTEX ®-GS is an economical, high-performance,
zero-backlash coupling that can be "tuned" to your system
requirements with a simple spider change.
RADEX®-NC is an ideal zero backlash servo disk coupling
for heavy shock loads and high temperature applications.
ROTEX®-GS
•
•
•
•
•
ROTEX®-GS
6.0 Coupling
LOW COST
14 sizes ranging from 0.2Nm to 3,840Nm
Imperial and Metric Bores in stock
Vibration dampening / Up to 31,800 RPM
Great for Spindle & Servo Positioning drives
RADEX®-NC
•
•
•
•
•
RADEX®-NC
DK Coupling
HIGH-STIFFNESS
Perfect for Servo Positioning drives
Maintenance free
Low-Inertia / Up to 20,000 RPM
Operates to 280°C
Custom designs and machining available. See our
website to view the selection criteria for each coupling.
www.odg.com/ktr
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]
R
TECHNOLOGY•EXPERIENCE•RELIABILITY
62
ILLUSTRATION BY KATHY BOAKE W.
Wash out your mouth
6/13/05
ADVANCED DEPENDABILITY
8:46 AM
Page 63
LOW COST OF OPERATION
SUPERIOR ERGONOMICS
ENHANCED PRODUCTIVITY
EXTRAORDINARY SUPPORT
Save over $1,900 a year vs. the next best truck.*
Do you have five trucks in your fleet? You can save almost ten grand a year. Twenty trucks? That’s
nearly $40K in savings. Big numbers – and that’s what you can expect with the Hyster® Fortis™
S40-70FT series. It’s custom built – literally – for maximum productivity in your applications. And
with the industry’s toughest powertrain, best cooling system, advanced electronics and unrivaled
operator comfort, every Fortis truck will do more, last longer and be cheaper to keep than any truck
out there. It’s like money in the bank.
*Why pay more? Get the details at www.hysterusa.com/fortis.
Hyster and
are registered trademarks of Hyster Company.
Fortis is a trademark of Hyster Company.
The Hyster Company products included in this document may
be covered by U.S. Patent 6,684,148 and other patents pending.
©2005 Hyster Company. All rights reserved.
6/13/05
8:47 AM
Page 64
Go infrared...
without going in the red!
New High
Resolution®
ThermaCAM
EX320
Facility
transformer
captured,
$200,000
cost averted.
Filter capacitors
scanned and
avoided an
estimated
$500,000 outage.
ThermaCAM®
ThermaCAM®
EX320
E25
®
5
ThermaCAM ECD2N
$
12,995
The NEW ThermaCAM® EX320 provides the same superior resolution as
professional infrared cameras costing $50,000 or more with zoom and
professional measurement tools and report capabilities. The ThermaCAM® E25
is the most affordable and feature-rich thermography camera in the world.
CONTACT FLIR SYSTEMS FOR A FREE DEMO.
TM
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How lean is your maintenance department?

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