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 TABLE OF CONTENTS
MARCH 2016 / VOL. 36, NO. 3

SPECIALISTS
07 / FROM THE EDITOR

2O16 The Kids are Alright

Cereal bowls and the next generation of plant

PdM FORECAST professionals

09 / HUMAN CAPITAL
FEATURES Measuring (and Boosting) Motivation
30 / COVER STORY I Which members of your team are most revved up?
New PdM Survey: Readers Want More Least? Heres how to find out.
Readers willing to invest more in PdM than 18 months
11 / TECHNOLOGY TOOLBOX
ago, but appear less satisfied with program performance
Tech That Attracts Young Talent
38 / COVER STORY II Does your plant reflect the new normal
Reliability ROI: Show Em the Money in terms of innovation and inspiration?
Maintain support for your reliability program by
15 / ENERGY EXPERT
demonstrating the payback
Plotting an Energy Map for Savings
43 / SMART INFRASTRUCTURE Balance carbon-cutting and cost-savings
Why Collaboration is Crucial for IIoT Success priorities by understanding your data
The right IIoT partners can help you identify new
17 / YOUR SPACE
business opportunities
Americas Skilled Trades Dilemma
50 / BIG PICTURE INTERVIEW Educators, manufacturers must rethink approaches
Dr. Ken Warden, U. Arkansas Fort Smith to hard-skills knowledge transfer
We see great wins when industries and education
entities work together in finding solutions. DEPARTMENTS
21 / AUTOMATION ZONE
A Look at Smart Device Ecosystems
What can we measure using IIoT technologies
that we couldnt before?

23 / WHAT WORKS
Laser-Focused: Align It Right
Laser alignment fixes production problems for a
PLANT SERVICES (ISSN 0199-8013) is published monthly by Putman Media, Inc., Virginia manufacturer
1501 E. Woodfield Road, Suite 400N, Schaumburg, IL 60173. Phone (630) 467-
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Is Your Plant at Risk of Failure?
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contents of this publication may not be reproduced in whole or in part without consent
of the copyright owner. In an effort to more closely align with our business partners HVAC and Dust Collection
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SERVICES magazine appears on the public domain of PLANT SERVICES Website, and Control air pollution for improved operational
may also appear on Websites that apply to our growing marketplace. Putman Media,
Inc. also publishes CHEMICAL PROCESSING, CONTROL, CONTROL efficiency and reduced maintenance
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MANUFACTURING and SMART INDUSTRY. PLANT SERVICES assumes no
responsibility for validity of claims in items published. 48 / CLASSIFIEDS / AD INDEX

WWW.PLANTSERVICES.COM MARCH 2016 5

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IN MEMORY OF
JULIE CAPPELLETTI-LANGE,
Vice President 1984-2012
PUTMAN MEDIA, INC.
1501 E. Woodfield Road, Suite
400N, Schaumburg, IL 60173
(630) 467-1300 Fax: (630) 467-1120
MIKE BRENNER
Group Publisher
mbrenner@putman.net
EDITORIAL STAFF
THOMAS WILK
Editor in Chief
twilk@putman.net
CHRISTINE LaFAVE GRACE
Managing Editor
clafavegrace@putman.net
ALEXIS GAJEWSKI
Associate Editor, Digital Media
agajewski@putman.net
STEPHEN C. HERNER
V.P., Creative & Production
sherner@putman.net
DEREK CHAMBERLAIN
Senior Art Director
dchamberlain@putman.net
DAVID BERGER, P.ENG.
Contributing Editor
PETER GARFORTH
Contributing Editor
SHEILA KENNEDY
Contributing Editor
TOM MORIARTY, P.E., CMRP
Contributing Editor
PUBLICATION SERVICES
CARMELA KAPPEL
Assistant to the Publisher
ckappel@putman.net
JERRY CLARK flattering: One survey from 2015 found
V.P., Circulation
jclark@putman.net
JACK JONES they had to clean up after eating it.
Circulation Director
jjones@putman.net
RITA FITZGERALD cult to get them into maintenance and
Production Manager
rfitzgerald@putman.net
JILL KALETHA cereal-bowl story than were getting from
Reprint Marketing Manager
Foster Reprints just the one point of survey data. Most if
(866) 879-9144 ext.168
jillk@fosterprinting.com
EXECUTIVE STAFF
JOHN M. CAPPELLETTI
President/CEO
KEITH LARSON ing popcorn out of the hot microwavable
VP, Content and Group Publisher
THE KIDS ARE ALRIGHT
Cereal bowls and the next generation of plant professionals
Millennials are slowly but surely
becoming the largest generation in the
workforce today. They also were on the
receiving end of a lot of bad press in
February.
First there was the customer support
employee for Yelp, who wrote a letter to
the CEO about not being paid a living
wage and then posted it online as an
open letter. The blogosphere was quick
to respond, with intergenerational
antagonism running high, and she was
let go from Yelp about two hours after
posting the letter. (She has had at least
one job offer since.)
Then The New York Times published a
story in its food section about the break-
fast cereal industry being at a crossroads,
with sales dipping more than 28% since
2000. The article captures a number of
reasons why this might be and reports
on the ways that cereal makers are re-
searching their target markets, especially
Millennials, to better understand their
eating habits and preferences.
Almost predictably, the detail the mass
media picked up on was one of the least
that Millennials thought cereal was an
inconvenient breakfast choice because
As a colleague remarked in jest last
week, And we wonder why its diffi-
manufacturing.
Now, theres probably more to the
not all of us have cut corners on chores
at home or engaged in various life hacks
that can sometimes backfire by cost-
ing us more time than doing things the
conventional way. Even Plant Services
digital editor admits to occasionally eat-
FROM THE EDITOR
THOMAS WILK, EDITOR IN CHIEF
bag, enduring the pain of holding the
bag instead of just pouring it into a bowl
and then cleaning the bowl.
Fortunately, students attending the
recent MARCON event in Knoxville,
TN, reminded me that a bit of bad press
is not the full story. The event is hosted
by the team behind the University of
Tennessees Reliability and Maintain-
ability Center, and one of the elements
that make this a standout event is the
THE PASSION IS OUT THERE,
REGARDLESS OF HOW ANY-
ONE EATS THEIR CEREAL.
high participation by students attending
UT, both undergraduate and graduate,
many of whom are planning careers in
our industry after graduation.
This year I had the chance to speak
in depth with four of these students.
One was inspired to enter maintenance
and reliability after wondering in his
teen years how it was that commercial
airplane manufacturers incorporated
reliability thinking into keeping planes
aloft and passengers safe. Another began
his working life as a math teacher and is
currently inspired and intrigued by the
possiblities that predictive modeling has
to offer our industry.
Youll read more about these stu-
dents, their interests and their projects
in future stories, but for now, its safe to
say the passion is out there, regardless of
how anyone eats their cereal.
Thomas Wilk, Editor in Chief
twilk@putman.net, (630) 467-1300 x412
WWW.PLANTSERVICES.COM MARCH 2016 7
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MEASURING (AND BOOSTING) MOTIVATION
Who on your team is most revved up? Hint: probably not your supervisors.
In the 1960s, Victor Vroom of the Yale School of
Management published a model that attempted to quantify
employee motivation. His model was based on the idea that
motivation equals expectancy multiplied by instrumentality
multiplied by valance.
Expectancy is an individuals perception that his or her
effort is related to performance; high levels of effort will
result in higher productivity. Instrumentality is a persons
perception that performance will result in likely outcomes;
high productivity means Ill get promoted and/or experience
overwork with a lower quality of life. Valance refers to the
weighted value a person places on various outcomes how
strongly he or she want a promotions or better quality of life.
Heres an example of how this works: Consider a pump
mechanic who is responsible for replacing seals on process
pumps. He has high expectancy that his effort in working
long hours will result in being viewed as a good performer.
But if the purchaser buys inferior seals or the mechanic
doesnt have the tools to check for proper alignment, his
expectancy willl be lower; he wont believe he can do a good
job even if he works harder.
If the same mechanic believes that increasing effort (as
by replacing more pump seals in a given time period) will
result in a benefit (a pay raise), his instrumentality would
be higher. But if the mechanic perceives that reducing cycle
time would make no difference in his pay, his instrumental-
ity would be lower.
Workplace culture can play a role as well. Suppose the
mechanic is too good at replacing pump seals he works as a person (such as helping others to do better). This makes
very fast with high quality. If he thinks he will be ostracized
by his co-workers for making everyone else look bad, his
instrumentality will be lower.
With regard to valance, the mechanic may want a promo-
tion to supervisor. On the other hand, he may not, because
of the prospect of the loss of overtime pay and more admin-
istrative work. The perceived value of the promotion may
be less than the desire to avoid administrative work. In that
case, the valance for promotion would be low. Similarly, if
he is single and enjoys his current work assignments, he may
not perceive value in time off. This would be less likely for a
dad who values time to watch his kids play sports or attend
other family events.
A decade later, an updated version of Expectancy Theory
was presented by David Nadler and Edward Lawler (Moti-
HUMAN CAPITAL
TOM MORIARTY, P.E., CMRP
vation: A Diagnostic Approach, published in Perspectives
on Behavior in Organizations, 1977). In this model, motiva-
tion was refined, multiplying the perception that effort leads
to performance (E to P) by the sum of the persons percep-
tion that performance leads to outcomes (P to O) multiplied
by the valance. E to P is the equivalent to expectancy; P to O
is the same as instrumentality; and valance is consistent.
In our recent Plant Services Leadership Survey, we used
THE PATH IS CLEAR: IMPROVE SUPERVI-
SORS MOTIVATION THROUGH LEADERSHIP
TRAINING AND INCREASE THEIR ABILITY
TO DO MORE WHILE HELPING OTHERS.
this updated method of calculating motivation. We mea-
sured motivation for senior managers, managers, supervi-
sors, and team members. The average motivation score
for all respondents was 144.3. The average score for senior
managers was 160.0 points (10.9% above the average); for
managers it was 145.5 (0.8% above the average); for super-
visors it was 135.4 (6.2% below the average); and for team
members it was 140.4 (2.7% below the average).
Supervisors score the lowest in motivation. The top three
valance items for supervisors include wanting to develop
skills and abilities, wanting to accomplish something
worthwhile, and wanting the chance to do something good
sense. Supervisors often dont get quality leadership training
before or after assuming leadership roles.
Focus on improving supervisor motivation. Supervi-
sors direct 80% to 90% of plant personnel. They have a 70%
influence over the attitudes and performance of their team.
The path is clear: Improve supervisors motivation through
leadership training and increase their ability to do more
while helping others.
Expectancy Theory can be a useful tool for leaders to
assess and improve leadership performance. Identifying mo-
tivation gaps, providing quality training, and periodically
measuring can improve motivation and performance.
Tom Moriarty, P.E., CMRP, is president of Alidade MER.
Contact him at tjmpe@alidade-mer.com and (321) 773-3356.
WWW.PLANTSERVICES.COM MARCH 2016 9
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TECH THAT ATTRACTS YOUNG TALENT
Does your plant reflect the new normal in terms of innovation and inspiration?
Recruiting the next generation of maintenance and
reliability professionals requires a targeted appeal. Millen-
nials are likely to view making a contribution to society as a
priority, but they are also motivated by fun and adventure-
some tasks. Many technologies used in the industrial space
complement these goals: Robotics, remote-control devices,
drones, and 3D technology are just the tip of the iceberg.
NEXT-GEN TECH FOR A NEW GENERATION
Younger recruits are attracted to robotics and innovation,
the driving forces behind new transportation and mobility
solutions. 5D Robotics turns existing mobile equipment into
intelligent, autonomous vehicles. It picks up where GPS leaves
off and works indoors or outdoors, and in fog, rain, or snow.
By using Ultra-Wideband (UWB) technology, we can
transform any machine that moves into a robot with 2-cen-
timeter positioning accuracy, says Phil Mann, CMO of 5D
Robotics. We have turned ordinary scissor forklifts into
autonomous robots that follow a planned course or can fol-
low a human operator like a well-trained guide dog.
Interest in remote control that may have begun with
planes and train sets continues into adulthood with sophis-
ticated autonomous options. Marlin Mk3, the commercial
deepwater autonomous underwater vehicle (AUV) devel-
oped by Lockheed Martin and manufactured by SeaRobot-
ics, is designed for applications such as deepwater surveying
and sub-sea inspection of pipelines or other structures.
Young engineers have the intriguing challenge of opti-
mizing the Marlin AUV, which operates in 4,000 meters of
5D ROBOTICS
plnt.sv/1603TT-01
TECHNOLOGY TOOLBOX
SHEILA KENNEDY
seawater for extended periods with little or no communica-
tion, says Don Darling, president of SeaRobotics. Lock-
heed Martins Marlin AUV performs the critical mission
of inspecting oil and gas infrastructures, and engineers are
tasked with ensuring its success.
Drones, cameras, and 3D technologies also capture the
imagination of this generation. ContextCapture reality
modeling software from Bentley Systems uses drone-
captured photographs to produce 3D GIS or CAD models.
YOUNGER RECRUITS ARE ATTRACTED TO
ROBOTICS AND INNOVATION, THE DRIVING
FORCES BEHIND NEW TRANSPORTATION
AND MOBILITY SOLUTIONS.
Maintenance and reliability engineers are able to share and
reference the scale models and incorporate them into work
planning, scheduling, and operations.
The new norm is working in the context of visualization.
Photographs of assets can be captured using drones and
high-resolution cameras and then turned into 3D models
quite easily using Bentleys ContextCapture software, says
David Armstrong, reality practitioner at Bentley Systems.
Additive manufacturing (3D printing) has a huge appeal for
all ages, says Kristian Olivero, technical director at Oklahoma
City Air Logistics Complex (OC-ALC), Tinker Air Force
Base. OC-ALC is one of the Air Force complexes working to
integrate 3D printing into its aircraft design and maintenance.
The technology has potential for on-demand production of
replacement engine parts as well as reverse-engineering and
improving older or obsolete parts.
There is nothing more gratifying than seeing a creation
that started as a spark of inspiration come to life in the
physical world, says Olivero. Our universities are shaping
minds that are just as comfortable printing an item as we
once were printing a drawing.
The sheer size of equipment used in heavy industry is
impressive, and so are the maintenance tools. The new
LL-Series Level Lift system from Enerpac resembles a toy
wagon, but it has the power to lift and lower unbalanced
loads that weigh many tons. With a maximum operating
pressure of 10,000 psi, the Level Lift System can be oper-
WWW.PLANTSERVICES.COM MARCH 2016 11
 TECHNOLOGY TOOLBOX

BENTLEY
plnt.sv/1603TT-02
ated safely and remotely by one person. As many as four
lift points are controlled simultaneously from a central,
semi-automated pump.
During operation, uneven loads are moved evenly as the
Level Lift valve sends a fixed volume of oil to each cylinder
while lifting or lowering, says Mark Johnson, director of
global product management at Enerpac.
SENSE OF PURPOSE
For candidates striving for meaning and purpose, the pro-
tection of health, safety, and the environment is attractive.
Reliability Solutions Training offers process improvement
instruction in areas such as precision maintenance, reliable
manufacturing, and resistance to failure (R2F).
Competently applied precision maintenance skill sets re-
duce the risk of injury with less intrusive human interaction
and allow for a higher standard of applied safety in manu-
facturing environments, says Bill Yantz, vice president of
business development at Reliability Solutions Training. The
added benefit of improved asset performance can effectively
increase profitable results.
Email Contributing Editor Sheila Kennedy, CMRP, managing
director of Additive Communications, at sheila@addcomm.com.
REFERENCE WEBSITES:
www.5drobotics.com www.tinker.af.mil
www.searobotics.com www.enerpac.com
www.bentley.com www.reliabilitysolutions.net

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PLOTTING AN ENERGY MAP FOR SAVINGS
Balance carbon-cutting and cost-savings priorities by understanding your data
The recent agreements at the Paris Climate Confer-
ence surprised many observers. More than 190 countries
accepted challenging carbon targets aimed at limiting
atmospheric warming to an average of 1.5 degrees above
preindustrial levels. In a first, these negotiated targets
were actively supported by major corporations as well
as environmental groups. At the same time, the world is
experiencing exceptionally low prices for oil, gas, and coal.
In some cases, prices are so low as to be causing significant
market disruptions and restructuring. The juxtaposition of
these two pressures is, to say the least, making the indus-
trial energy managers job interesting.
Dramatically reducing the carbon footprint of an indus-
trial site demands a multidimensional longer-term strategy
that will include eliminating energy waste, increasing pro-
cess efficiency, and rebalancing the energy supply portfolio
to a lower-carbon mix. Maximizing the benefits of current
low energy prices also demands a multidimensional strategy.
This tends to put less short-term emphasis on efficiency and
waste elimination and focus instead on tactically rebalanc-
ing the supply portfolio to a lower-cost mix.
Priorities will move over time and will need to be con-
stantly adjusted based on changing legislative frameworks,
market pricing, and production fluctuations. History tells
us that low fuel prices may not last forever, with the added
wrinkle that pressure to decarbonize the energy system may
make the past a bad predictor of the future.
The bottom line is that the energy manager is more and
more likely to have to manage structural carbon footprint
reduction and tactical cost reduction simultaneously. The
trick will be to find an optimum balance between the two.
Achieving this balance will require a clearer-than-average
understanding of the way energy flows through the site. At
a minimum, a clear energy map showing an overview of the
sources, major uses, and waste of different energy types in a
typical recent year must be developed. This overview should
show energy use, energy-related costs, and carbon flows. It
also needs to reach back up the electricity and water supply
chain to include conversion and transportation energy uses.
Of course, energy, carbon, and cost flows vary continu-
ously. Changing production volumes and product mix will
have significant impacts. Market prices and utility contract
conditions will change. Carbon legislation will directly or
indirectly affect the cost of energy. A sites decisions about
ENERGY EXPERT
PETER GARFORTH
efficiency and possibly on-site electricity generation will
have major implications.
Creating a representative energy map, usually in some
form of Sankey diagram, gives clarity to the energy informa-
tion we should have but rarely do. To develop a pathway to a
systematic reduction of a sites carbon footprint while tacti-
cally managing cost, the energy manager needs regularly
updated energy, carbon, and cost flow maps.
THE ENERGY MANAGER IS LIKELY TO
HAVE TO MANAGE STRUCTURAL CARBON
FOOTPRINT REDUCTION AND TACTICAL
COST REDUCTION SIMULTANEOUSLY.
The moment a representative energy map has been pro-
duced, the next questions should revolve around metering
and data capture. The basic questions are simple: Are meters
available to measure the energy flows at least at the level
shown on the site-level Sankey diagram? Is there necessary
data in the metering system to present flows of energy-
related carbon and cost? Is it possible to flexibly visualize
energy carbon and cost flows over different time intervals
and under different operating conditions?
If, as is typically the case, the answers are no, the im-
mediate steps should be to plan, budget for, and implement
a comprehensive metering system that tracks major energy
flows across the plant. In the real world, many of the neces-
sary metering points are being monitored by some form of
sub-meter or control systems. Whats lacking is a sub-
metering and visualization plan to complete the metering
and tie it all together.
Its not good practice to spend too much time and effort
on individual energy initiatives if their impact cant be
assessed against the overall driving energy priority to
reduce carbon while optimizing cost. Reluctance to invest
in comprehensive high-level metering systems is diminish-
ing but by no means disappearing. The idea that investing in
metering doesnt improve efficiency is as flawed as the idea
that investing in accounting doesnt improve profit.
Peter Garforth is principal of Garforth International, Toledo, Ohio.
He can be reached at peter@garforthint.com.
WWW.PLANTSERVICES.COM MARCH 2016 15
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AMERICAS SKILLED TRADES DILEMMA
Educators, manufacturers must rethink approaches to hard-skills knowledge transfer
North America is in the midst of the largest exodus of
skilled labor in its history. According to current research,
within manufacturing and industrial America, the talent areas
that will be hardest hit by retirements are skilled tradespeople
and production/operating technicians. Although it is not well
recognized in America, the U.S. Bureau of Labor Statistics es-
timates that these skilled trades and operating occupations ac-
count for more than 50% of the total manufacturing workforce.
According to a report1 by Deloitte and The Manufacturing
Institute, within the next decade 3.4 million skilled trades
and production manufacturing jobs in the United States
will need to be filled, yet it is estimated that 63% of these
jobs will not be filled because of a talent shortage. In short,
manufacturing and our ability to remain on the competitive
edge in the United States could suffer due to two million
unfilled jobs. The Manufacturing Institute further suggests
that for every unfilled job, a company loses $14,000 in aver-
age annual earnings. With two million lost or unfilled jobs,
the potential loss comes to $28 billion!
To make matters worse, within the skilled-trades and op-
erating ranks, we have a vacant generation. The emphasis
over the past 25 years has been on pushing secondary school
graduates toward a university track. In addition, industrial
manufacturing companies continue to report that high
school graduates lack technical skills that include math,
problem-solving, and basic hands-on technical know-how.
As in the perfect storm, this all falls on the heels of an
incredibly competitive global environment where the ability
to profitably produce manufactured goods has been severely
thwarted with imported products. When we add to this the
shortfall loss of decades worth of field-embedded skills
knowledge, future sustainable manufacturing performance
levels become suspect at best.
While the solution would seem clear-cut in approach and
direction, some interesting facts shed light on current think-
ing within education and manufacturing. Lets start at the
high school level. In a poll2 by the Fabricators and Manufac-
turers Associations Nuts, Bolts & Thingamajigs Foundation:
52% of all high school students polled indicated they have
zero interest in a manufacturing career
Of those polled, 61% perceived this type of career as a
dirty, dangerous place that requires little thinking or skill
Students also believe that these types of positions offer mini-
mal opportunity for personal growth or career advancement
YOUR SPACE
IAN MCKINNON, RELIABILITY SOLUTIONS
Manufacturers should not have to change this culture
alone; however, they must lead by example and influence
where they can. Legislated education also has a responsibil-
ity to meet the needs of the country. American middle and
high schools have shifted their focus to prepare students for
a four-year university degree while de-emphasizing alterna-
tives for advanced vocational/technical colleges or employ-
er-sponsored apprenticeship training.
MANUFACTURERS SHOULD NOT HAVE TO
CHANGE THIS CULTURE ALONE; HOWEVER,
THEY MUST LEAD BY EXAMPLE AND
INFLUENCE WHERE THEY CAN.
At the manufacturing level, the U.S. Bureau of Labor
Statistics indicates that the average worker stays at a par-
ticular manufacturing job for only 4.2 years. Manufactur-
ers state that for this reason, they are reluctant to invest
in training and workforce development. The catch-22,
of course, is that when respondents were asked why they
left a company, they stated that they felt they added little
value to the organization, their jobs were not secure, their
future was unstable, and there was little job skill training
or career path development.
Senior management has a huge responsibility in closing
this gap. But how can this be accomplished and who will
it get done? Part of the problem is that organizations rare-
ly create a planned approach to what is required or how is
it applied on the field floor. Consequently, there is little
urgency as to the application of training, and even less as
to understanding what level of execution is required to
drive business value.
Senior executives recently responded as to what strate-
gies they believe should be used to resolve the skilled trades
shortfall while maintaining production and profit margins.1
These executives believe the five most important strategies
to move skills forward include:
Internal employee training and development (94% agreement)
Involvement with local schools and community colleges (72%)
External training and certification programs (64%)
Use of overtime (58%)
Creation of new veteran hiring programs (49%)
WWW.PLANTSERVICES.COM MARCH 2016 17
 YOUR SPACE

t Ad Repair Restore
Research also Return
indicates that 12% of talent sources; however, 20% of those and production skills shortage. The
employers
vices March 2016 are providing hard skill set surveyed are not pursuing any strate- solution to sustainable manufactur-
training and development to current gies at the moment. 3 ing improvement and increased
d: 4.5625employees,
x 7.5 implementing alterna- We do not have a manpower short- profitability is not to reduce wage
tive work models, and exploring new age; we have a hands-on, hard trade compensation, employee benefits, or
employee headcount.
Rather, the solution is to produce
best-in-class products with the highest-

REPAIR.
skilled workers in such a manner that
the performance of production lines
and the reliability of site assets creates
profitable margins so as to lead to a U.S.

RESTORE.
manufacturing resurgence. The insti-
tutional approach and delivery of hard
skills knowledge should include:
Standardizing skill sets

RETURN.
Improving hard-skill set planning
and execution
Measuring field-based work im-
provements
Developing and applying sustainable
precision practices on the manufac-
turing floor
Concerned about the condition of your telescopic way covers Recognizing workforce improvement
and ball screws? Dynatect can bring them back to new condition, strategies as a core business value.
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Many companies have not started,
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non@reliabilitysolutions.net.

References
1. Deloitte and The Manufacturing
Institute, 2015. The Skills Gap in U.S.
Manufacturing: 2015 and Beyond.
plnt.sv/1603YS-01
BEFORE AFTER BEFORE AFTER 2. Maxwell, Locke and Ritter, 2012. Will
Todays Youth Fill Millions of Future Job
Openings?
plnt.sv/1603YS-02

DYNATECTTM
3. ManpowerGroup, 2015. 2015 U.S.
FOR MORE INFORMATION: Talent Shortage Survey
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 AUTOMATION ZONE
MIKE BOUDREAUX, EMERSON PROCESS MANAGEMENT

A LOOK AT SMART DEVICE ECOSYSTEMS

What can we measure using IIoT technologies that we couldnt before?

A lot of conversation is happening today about the Indus- schedules; and its burdened by new security standards that
trial Internet of Things (IIoT), which we define loosely as a are making this more difficult as time progresses. Securely
new ecosystem of smart industrial equipment that is con- routing the data from control networks to the operations
nected to software based on Internet technologies. and business networks can be tricky, but many companies
The IIoT promises to make it possible for new applications are successfully doing this through the use of enterprise
to deliver significant value to industrial operations. There data historians or by hosting applications on the operations
is also the potential to quickly access experts wherever they network with secure access through a DMZ. This kind of
are located, helping companies
that are struggling to deal with
THIS NEW IIoT ECOSYSTEM IS MAKING IT POSSIBLE
the retirement of baby boomers
and the associated skills gap that FOR INNOVATIVE MEASUREMENT TECHNOLOGIES TO BE
follows. Still, many people with INTRODUCED FOR ENERGY, RELIABILITY, PERSONAL
experience in process automa- SAFETY, AND ENVIRONMENTAL MONITORING APPLICATIONS.
tion are wondering what is new
about this it seems that weve
been doing this for a while now.
Since the 1990s, the Purdue model has been used as a smart, connected device ecosystem is something that has
reference architecture for securely integrating applications been developing for more than 20 years.
among control, operations, and business systems. A new In addition, this new IIoT ecosystem is making it possible
architecture is emerging outside of the traditional Pur- for innovative measurement technologies to be introduced
due model for monitoring applications that dont involve for energy, reliability, personal safety, and environmental
control of the process. This architecture resembles SCADA monitoring applications. Examples include new wireless
systems, but when you remove supervisory control, they power monitoring; condition monitoring on pumps, fans,
become simply data acquisition systems. New and heat exchangers; toxic gas monitor-
IIoT gateways are based on more-efficient ing; and safety relief-valve monitoring
processors, small-footprint software, and applications. These applications can
new message queuing protocols that can be purchased, installed, and owned
tolerate limited net- by operating compa-
work bandwidth. This nies or provided as a
new smart connected service by third-par-
ecosystem focuses on ty organizations that
delivering actionable have domain exper-
information to engi- tise. Add in new
neers and managers cloud computing
when and where technologies that
they need it. combine distrib-
Applications related uted data process-
to energy, reliability, ing with advanced
personal safety, and envi- analytics, and the
ronmental monitoring are challenged when potential value of this new application
implemented in traditional process automation ecosystem is getting everyone excited.
architectures based on the Purdue model. Getting The concept of smart devices isnt new for
data from the control network to the right user process automation. Most transmitters used
can be costly; it involves long integration project today are considered to be smart. Some smart

WWW.PLANTSERVICES.COM MARCH 2016 21


COMPRESSOR
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CJ' Brush Teeth
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On a daily basis, you should check
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instruments are multifunctional, with a rich set of onboard
diagnostics and processing capability. There are also many
new innovative sensing technologies being brought to mar-
ket, enabling applications that previously werent economi-
cally justifiable. Wireless sensor networks based on Wire-
lessHART and ISA100 are being deployed in monitoring
systems that are outside of the traditional process control
and safety domain.
Wired and wireless gateways can be installed with direct
connections to software running in the business and opera-
tions networks, and in some cases they are being integrated
with cloud computing through the Internet. The cybersecu-
rity model is simplified here, because the threat to control
and safety systems is reduced given that there is no direct
connection to the control and safety system networks.
The cost and complexity of implementing these new
monitoring networks is significantly reduced. Wireless
sensor networks eliminate a lot of design and installation
costs, thanks to the elimination of wiring, cable trays, cable
terminations, and junction boxes. Wired and wireless gate-
ways can be connected to the same networks as the informa-
tion users, reducing the complexity of IT security systems
deployed. Gateways can host some user-based applications
for focused point solutions, or they can host algorithms
that filter and process information before passing it along
to higher level systems on the company networks or in the
cloud. In some cases, cellular modems or other wireless
backhaul networks are being used to connect the gateways
directly to cloud computing.
There is significant value to be delivered to industry as a
result of the new smart connected device ecosystem that is
developing. The new monitoring networks will co-exist with
the traditional networks that are based on the Purdue mod-
el. There will be some applications where data is combined
from the two architectures as well as other external sources
such as lab data, weather data, and maintenance records.
The smart connected device ecosystem is making it pos-
sible to address energy, reliability, personal safety, and envi-
ronmental problems that have yet to be solved by traditional
approaches. It is becoming possible to securely get the right
information into the hands of expert problem-solvers wher-
ever they are located, whether in a control room on-site or in
a factory somewhere on the other side of the world.
Mike Boudreaux is director of performance and reli-
ability monitoring for Emerson Process Management.
He holds a B.S. degree in chemical engineering from
the University of Houston and an MBA from the Kel-
logg School of Management at Northwestern University.
 WHAT WORKS

LASER-FOCUSED: ALIGN IT RIGHT

Laser alignment fixes production problems for a Virginia manufacturer

News flash: Electrical issues

arent at the root of all speed fluctua-
tions and vibration you might encoun-
ter in offset-shaft-driven equipment.
Problems with offset-shaft driven
rotating equipment are common in
production facilities across a variety
of industries, and they can cause
headaches ranging from production
flaws to outright machine downtime.
Maintenance teams often assume the
cause is electrical in nature, but the
issue could be related to alignment.
Such was the case for OSullivan
Films in Winchester, VA, a maker
of plastic films used in automotive
interiors, flooring, and pool liners.
OSullivan had a problematic offset-
shaft driven roll that was causing sheet
breaks and unplanned downtime.
The maintenance team observed as-
sociated speed fluctuations and high
vibration with the roll, says Tim Ray,
OSullivans reliability engineering
manager/safety manager.
When you hit that speed anoma- shaft was the culprit behind the speed OSullivans optical alignment com-
lyyou can see a defect show up, Ray fluctuations and vibration. pared with laser alignment.
says. And because the offset shaft in But rather than just perform a So on a scheduled down day late
question was driving the companys laser-enabled, corrective offset shaft in 2014, VibrAlign founder David
embossing tools, the problem was alignment on their own, Ray and Shel- Zdrojewski conducted classroom
especially pronounced. ton coordinated to have five members and on-the-floor alignment training
Ray decided to see whether a newly of the OSullivan maintenance crew with Ray and the OSullivan mainte-
purchased laser alignment tool from receive offset shaft alignment training nance team.
VibrAlign could help in diagnosing from VibrAlign. An offset shaft (or Cardan shaft) is
and solving the problem. Working They approached me and said, a drive shaft that has u-joints and is
with Tom Shelton, a technical trainer Hey, were looking to do some train- used to transfer power from the driver
at VibrAlign, it was quickly deter- ing, Ray says. He recognized in (the motor) to a driven piece of equip-
mined that misalignment of the offset that offer the chance to see how well ment; the fact that the shafts of the
driver and the driven elements arent
in line lends this type of shaft the off-
IT REDUCES HUMAN ERROR. WHEN YOURE set name. If the driver and the driven
(ALIGNING) WITH OTHER METHODS, HUMAN equipment arent parallel both hori-
ERROR ENTERS IN. zontally and vertically the driven
equipments speed will fluctuate.

WWW.PLANTSERVICES.COM MARCH 2016 23

 WHAT WORKS
Advanced
Steam Boiler Laser alignment tools can detect
and correct vertical and horizontal
angular misalignment in offset shafts.
Technology But before a laser alignment system
can be used, four prealignment steps
must be performed, according to
VibrAligns Shelton. These are:
that is Safe, 1. Clean the base of the driver/motor
and feet to ensure that debris doesnt
create unintended movement. Do a
Efficient and rough alignment of the equipment.
2. Correct soft foot by leveling base
plates and foundations and using
Reliable. thin, clean shims as necessary.
3. Establish and perform a
tightening sequence on
hold-down bolts.
99.5% or Better 4. Eliminate any re-
sidual soft foot.
Steam Quality At the OSullivan
Sizes from 25 to 1500 BHP plant, after lockout
procedures were veri-
fied, the maintenance
team removed the guards around
the equipment. The offset shaft was
then removed, exposing the coupling
faces on the motor and the driven
elements. Pre-alignment steps were
taken, and an offset shaft fixture a
precision bracket that overcomes the
parallel offset between the motor and
I 1 driven elements was mounted to the
face of the driven coupling flange.
o' o
Two rotating turrets then were
mounted: one on the offset shaft
fixture and another on the coupling
flange. A laser embedded in the turret
assist the aligner to center the laser
alignment tool so that laser lines
would be visible to detectors across
the long span. The detectors were then
mounted to the turrets, allowing for
1
the measuring process to begin.
INN OV A T I VE ST E A M SO L U T I O N S After this prep work, what did laser
alignment reveal? In one direction,
we were very good already, Ray says.
info@claytonindustries.com In the other, we were off, and we
800.423.4585 were off by a good amount. We knew
www.claytonindustries.com something was there; we just werent
sure what it was.
VibrAligns Verti-Zontal alignment
process is designed to allow for speedy
vertical and horizontal alignment,
starting with correcting vertical
angularity. Once vertical misalign-
ment is fixed and hold-down bolts are
tightened, horizontal misalignment is
corrected. One of the top benefits of
laser alignment, Shelton notes, is that
the live alignment display (available
either via a dedicated display device
or through an app that can run on
a users mobile device) provides a
real-time view into a users corrective
actions. If a user moves a machine or
adjusts a shim, he or she
will know immediately
whether the corrections
were, in fact, correct.
It reduces human
error, OSullivans
Ray says. When youre
(aligning) with other
methods, human error
enters in. This is also faster.
Laser alignment enhances repeat-
ability, too, he notes. Because the
corrective actions were effectively and
efficiently made the first time around,
vibration and speed fluctuation issues
are less likely to crop up again. And if
they do, as machines continue to age,
then precision alignment can quickly
remediate the problem.
Since beginning the use of laser
alignment for the offset-shaft-driven
roll, Ray says, production has increased
and product flaws have declined.
Prep work is the key to success with
laser alignment, Ray cautions. Take
your time with the setup, he says,
especially in putting that initial piece
(the offset shaft fixture) that goes on
the flanges.
Ray says OSullivan has been so
pleased with laser alignment that its
looking ahead to new applications of
the tool, in particular as a new produc-
tion line is added this year. You start
with a clean slate, he says.
 KAESER SUCCESS STORY
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TACTICS&PRACTICES

IS YOUR PLANT AT RISK OF FAILURE?

Use this self-assessment tool to rate your facility and spot signs of potential trouble
by Glyn Thorman, Huron Consulting

Difficult economic conditions have plants and their
employees shuddering at the thought of downsizings and
closures. Production costs, maintenance expenses, foreign
competition, and other factors all present concerns.
Is your plant at risk of failure? Have you considered
what warning signs may exist that would help you identify
potential trouble in the future? If you were aware of these
problems, could you address them, or would they simply be
a fi xed element of your plants culture?
Over many years, Ive worked with plants and mills
representing industries ranging from steel to paper. All have
had unique operating factors, be they cold weather condi-
tions or food safety imperatives. However, all have had basic
similarities. Risk seminars, whether conducted for managers
at a refinery, a pharmaceutical site, a paper mill, a bottler, or
a military base, would have far more similarities than differ-
ences when it comes to basic functioning elements.
Participants would face the same questions: Is safety a
concern? Do labor costs trouble you? Have you experienced
a decline in vendor product and service quality? Is your
workforce aging faster than you can hire replacements? Is
equipment reliability low or slipping? These questions exist
at virtually every plant or facility, and they have the poten-
tial to significantly alter the survivability of a business.
Much like health risks flagged because of genetics,
lifestyle habits, or work environments, plant risks also can
be identified. I have compiled 25 risk statements describ-
ing conditions at some plants I have visited. Each statement
doesnt reflect a guaranteed path to failure, but several exist-
ing together can indicate trouble.

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26 MARCH 2016 WWW.PLANTSERVICES.COM

Rate Your Facility. Read each statement and rate its level of concern at your site. A statement that is very prominent
and true of your plant would be rated a 5, while a statement that does not at all reflect a current condition at your site
would be rated 0. Partial agreement would be rated somewhere in between. After you rate all the statements, tally the
scores and consider your risk potential based on the scoring guide. (Because many other factors affect the strength of
a plant, such as leadership structure or product demand, the results may or may not be conclusive of a plant at risk.)

25 RISK STATEMENTS
(0, 1, 2, 3, 4, 5) 1. Your plant is more than 20
years old. Older plants have much inefficiency if they
havent been continuously updated. This doesnt mean an
older plant is always at risk but rather that it can be. The
pendulum can swing either way on plant age, but older
plants typically have some inherent risks.
(0, 1, 2, 3, 4, 5) 2. Your plant has in excess of 200
employees. Having more people isnt bad, but it can force a
plant to move more slowly than facilities that can make de-
cisions quickly with a strong consensus. Apathy can enter in
as headcount increases, too, if employees think theyre seen
as numbers more than names.
(0, 1, 2, 3, 4, 5) 3. Safety is either poor for your
plant or poor in general for your industry. It has been said
that a good safety program with good results reflects a good
plant. If you improve safety, you improve performance. For
industries that have poor safety in general, survival risk is
low for everyone. Plants are lost to foreign competitors when
government regulations demand safety improvements that
U.S. plants cannot financially justify.
(0, 1, 2, 3, 4, 5) 4. There are sister plant(s) with
similar capacities and similar products. Always a difficult
subject to discuss, plants need to realize that a sister plant
that matches production but at a cheaper cost makes your
plant at risk as much as a foreign competitor does.
(0, 1, 2, 3, 4, 5) 5. Your industry is seeing over-
production levels based on market demand. In a buy-and-
sell market in which the buyers have control, the sellers had
better be under control. Cost, quality and delivery schedules
have to be met by your plant, or someone else will meet
them. Third- and fourth-quartile plants will fall away if
industry overproduction remains an issue.
(0, 1, 2, 3, 4, 5) 6. Foreign competitors are
beating you in two of the following three categories:
selling price, quality, or shipping costs. Many U.S.
facilities are protected solely by the oceans. If shipping
costs and import duties were not a factor, many plants
would be at risk. This applies for the makers of almost
any commodity product that has little if any brand pref-
erence associated with it.
(0, 1, 2, 3, 4, 5) 7. Your organization is in the
continuous process industry. This industry relies on 24/7
production. Any production time lost because of reliability
issues is lost forever. If youre in a continuous operation
every day, you cant use weekends to catch up. If you are
not prepared to be reliable every day, be prepared to face a
competitor that is.
(0, 1, 2, 3, 4, 5) 8. Your industry is in steel or
other heavy-metal manufacturing. This has little to do with
the steel industrys current competitive issues. Rather, it has
to do with the adversarial environment among contractors,
union employees, and mangement witnessed at many of
these plants for years. A competitor can walk in the front
door unnoticed as internal battles rage on and take
market share.
(0, 1, 2, 3, 4, 5) 9. Union grievances are
either very rare or very common. An HR manager at
a paper mill once proclaimed to me that he hadnt had
a grievance filed in years. Of course he hadnt, because
his department had conceded to every union demand.
Upon review, it became clear to me that the mill would
face difficulties resulting from a lack of fortitude by this
manager. At the other end of the spectrum is the situation
in which grievances are filed daily.
(0, 1, 2, 3, 4, 5) 10. Training is minimal (less
than 1% of wages) for both hourly and salaried employees.
Training is both a learning experience and a reflection of the
value a plant places on its employees. If your plant has little
or no training, its possible that that new methods arent be-
ing introduced and a competitive edge is being lost.
(0, 1, 2, 3, 4, 5) 11. The plant has a high absentee
or tardy rate. Plants that see high tardy or absentee rates
generally suffer from low employee morale and/or ineffective
HR management.

WWW.PLANTSERVICES.COM MARCH 2016 27

TACTICS&PRACTICES
(0, 1, 2, 3, 4, 5) 12. One or more employee unions
are present. Union employees may receive a fairer wage, bet-
ter work conditions, and greater benefits, but a plant can be
at a risk if there are competitors that operate nonunion plants
(foreign or domestic). Union-organized competitor plants,
too, can be a threat if theyre able to operate more efficiently.
(0, 1, 2, 3, 4, 5) 13. Maintenance overtime is in
excess of 20%. Emergency work exceeds 15%. High over-
time can indicate an inability to run reliably, thanks to the
time and personnel needed to perform emergency repairs.
(0, 1, 2, 3, 4, 5) 14. The plants maintenance
department has more than 30 craftsmen. At some point
the communication channel in a plant becomes more frag-
mented as departments become larger. Repair time can slow
even as the number of personnel increases.
(0, 1, 2, 3, 4, 5) 15. The maintenance depart-
ment has no CMMS or an underused one. Successful
maintenance managers view a CMMS as a carpenter would
a hammer. Plants that lack a good system or fail to use a
good system are constantly reacting to disasters rather than
focusing on preventing them.
(0, 1, 2, 3, 4, 5) 16. Maintenance planners do not
exist. Maintenance planners ensure that maintenance work
gets done with the right tools and the right resources. Jobs
cannot be efficiently accomplished when there is no plan-
ning and no planner to perform the work.
(0, 1, 2, 3, 4, 5) 17. The preventive and predictive
maintenance program is weak or has poor completion on
time rates. Preventing equipment failure is always more
effective than performing repairs. A key element of failure
detection and prevention is the timely performance of PM
and PdM on targeted high-risk equipment. If your site has
not conducted a formal critical-equipment risk analysis, you
may be spending your time and money on the wrong focus.
(0, 1, 2, 3, 4, 5) 18. 50% of the craftspeople are
older than 40. As the workforce ages, new health issues and
productivity factors come up. And as older employees retire,
many plants allow little transition time for capturing and
transfering these workers years of knowledge.
(0, 1, 2, 3, 4, 5) 19. The maintenance backlog
exceeds 8 weeks or is unknown. Small jobs left unfinished
become big jobs or evolve into catastrophic failures; its the
adage of pay me now or pay me more later.
28 MARCH 2016 WWW.PLANTSERVICES.COM
(0, 1, 2, 3, 4, 5) 20. There is a high reliance on out-
side contractors to complete routine repairs. Many plants
have a significant maintenance department but use outside
contractors for much of their work. Use contractors for jobs
employees cant do, not jobs they dont want to do.
(0, 1, 2, 3, 4, 5) 21. There is at least one contrac-
tor with a permanent presence on site. Unless there is a
corresponding reduction in plant craftsmen, permanent
on-site contractors should be viewed with concern. Are they
filling in for peak work needs or becoming a base expense?
(0, 1, 2, 3, 4, 5) 22. Production staff has minimal
ownership of the equipment and believe its a maintenance
responsibility. At many plants, operators are button-push-
ers only. When the equipment breaks, they call maintenance
and tell them to fix their equipment. The operator has little
or no responsibility for machine condition monitoring.
(0, 1, 2, 3, 4, 5) 23. The parts in the maintenance
inventory have a low or unknown level of accuracy. Repairs
cant be made when the inventory of repair parts is incor-
rect. Well-run facilities have inventory accuracy of >98%.
(0, 1, 2, 3, 4, 5) 24. Few if any parts on site are
vendor-consigned. Because vendors are often willing to
stock parts on-site at their expense for a greater share of the
business, this relationship is of value to most plants. Facili-
ties that do not pursue this simple trend are wasting money.
(0, 1, 2, 3, 4, 5) 25. The plant does not calculate
OEE (overall equipment efficiency) or does not calculate
it correctly (quality % x availability % x full rate of speed
% = OEE). No greater measurement exists for plants than
knowing how their production equipment is performing.
Total your score:
Scoring key
> 75 You may wish to take corrective actions, such as
increasing training or improving a PM program.
25-75 Consider some improvements, especially if your risk
appears to be growing.
< 25 Y  oure in a better position than many, but strive for
improved scores in troublesome areas.
Glyn Thorman has 25 years of experience in site
operations and maintenance from a business-outcomes
perspective. He works in Huron Consulting Groups
R&M practice. Contact him at thormang@aol.com.
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 2O16
PdM FORECAST BY THOMAS WILK, EDITOR IN CHIEF

NEW PdM SURVEY:

READERS
WHAT TYPES OF ASSETS ARE MANAGED BY YOUR PdM SOLUTIONS?
In 2016 Within Asset type
Using now No plans
budget 3 years not installed

WANT MORE
Automation assets (field devices, control valves) 48.1% 5.2% 18.2% 15.6% 13.0%
Control system assets (DCS, I/O, controllers, networks) 45.5% 7.8% 22.1% 15.6% 9.1%
Production assets (rotating equipment, mechanical pumps) 58.4% 5.2% 18.2% 11.7% 6.5%
Distribution pipelines 13.0% 2.6% 14.3% 41.6% 28.6%
Electrical systems 55.8% 6.5% 15.6% 15.6% 6.5%
Readers are willing to invest more in PdM than 18 months ago, Fleet vehicles 13.0% 3.9% 6.5% 46.8% 29.9%
but theyre less satisfied with program performance HVAC/R system 32.5% 3.9% 15.6% 31.2% 16.9%
FIGURE 2.

Are you as happy as you could be with your organizations WHAT CHANGES, IF ANY, ARE PLANNED IN YOUR PdM INVESTMENTS FOR THE FOLLOWING?
predictive maintenance program? PLEASE RATE THE PERFORMANCE OF YOUR
PdM PROGRAM OVER THE PAST 12 MONTHS. Declining No change Increase <5% Increase >5%
According to a significant majority of respondents to the 2014 2016 2014 2016 2014 2016 2014 2016
2016 Plant Services PdM survey, the answer is a resounding
NOT EFFECTIVE 15.5% Control systems 3.9% 2.6% 51.9% 45.5% 24.8% 39.0% 19.4% 13.0%
no, despite the fact that respondents planned investments NEEDS SOME IMPROVEMENT 40.3%
are growing, especially in the areas of control systems, pre- SATISFACTORY 24.9% Production assets 4.7% 5.2% 46.5% 36.4% 35.7% 44.2% 13.2% 14.3%
EFFECTIVE 15.5%
dictive analytics, and mobility. VERY EFFECTIVE 3.9% Instrumentation 3.9% 5.2% 34.9% 31.2% 45.7% 48.1% 15.5% 15.6%
This years Plant Services PdM survey is our third such EAM/CMMS 3.9% 6.5% 59.7% 49.4% 19.4% 29.9% 17.1% 14.3%
effort, designed to assess the state of (and market for) predic-
Data historian 4.7% 7.8% 59.7% 48.1% 24.0% 32.5% 11.6% 11.7%
tive maintenance technologies and solutions. The first sur-
Predictive analytic software 7.0% 5.2% 52.7% 39.0% 23.3% 42.9% 17.1% 13.0%
vey in the series, conducted in June 2014, included a focus
on the ways that control systems were being folded into the 2014 FIGURE 3.

average maintenance and reliability program. Less than

WHICH PdM TECHNOLOGIES HAVE YOU DEPLOYED?
two years later, technology developments such as mobility,
predictive modeling, and the Industrial Internet of Things Using now In this years budget Within 3 years No plans
(IIoT) have rapidly taken center stage, as has an increasing 2014 2016 2014 2016 2014 2016 2014 2016
acceptance and integration of reliability initiatives in the Vibration 60.0% 72.1% 5.8% 7.0% 12.9% 9.3% 21.3% 11.6%
form of formal job titles and programs. Ultrasound 45.5% 52.3% 5.2% 9.3% 16.9% 17.4% 32.5% 20.9%
The survey was conducted in January and February, and 2016
Acoustic 24.7% 27.1% 6.5% 3.5% 14.3% 22.4% 54.5% 47.1%
the vast majority of questions were kept identical from year
to year to year to help benchmark key industry trends. (For Corrosion 33.8% 35.3% 7.8% 2.4% 14.9% 22.4% 43.5% 40.0%
this story, data from the second survey, from OctoberNo- Infrared 65.8% 66.3% 3.9% 7.0% 15.5% 10.5% 14.8% 16.3%
vember 2014, were used.) The exceptions were two new ques- Oil analysis 62.3% 75.6% 4.5% 3.5% 15.6% 4.7% 17.5% 16.3%
tions that focused on IIoT-related initiatives and the updat-
NOT EFFECTIVE 15.6% Predictive modeling software 17.5% 25.9% 6.5% 7.1% 25.3% 23.5% 50.6% 43.5%
ing of several more to reflect similar technology advances. NEEDS SOME IMPROVEMENT 49.4%
SATISFACTORY 18.2% Electric motor testing 50.0% 45.3% 5.8% 9.3% 14.9% 23.3% 29.2% 22.1%
How unexpected are some of the results and trends? EFFECTIVE 14.3%


We think very. FIGURE 1. VERY EFFECTIVE 2.6% FIGURE 4.

30 MARCH 2016 WWW.PLANTSERVICES.COM WWW.PLANTSERVICES.COM MARCH 2016 31

 2016 PdM FORECAST

PLEASE RATE THE OBSTACLES LIMITING THE SUCCESS OF YOUR PdM INITIATIVES.
Not a factor Low Medium High
2014 2016 2014 2016 2014 2016 2014 2016

No improvements needed 43.8% 46.5% 25.5% 24.4% 22.9% 22.1% 7.8% 7.0%

Budget constraints 5.8% 5.8% 14.3% 16.3% 37.7% 44.2% 42.2% 33.7%

Undefined financial benefits 9.1% 7.0% 18.8% 24.4% 46.1% 32.6% 26.0% 36.0%

Limited IT resources 18.2% 11.6% 26.6% 31.4% 30.5% 34.9% 24.7% 22.1%

Lack of executive support 24.2% 12.8% 23.5% 33.7% 35.9% 32.6% 16.3% 20.9%

Limited engineering resources 16.2% 11.6% 22.7% 24.4% 42.9% 39.5% 18.2% 24.4%

Undefined operational benefits 16.9% 14.0% 26.6% 22.1% 39.6% 37.2% 16.9% 26.7%

Lack of EAM integration 25.3% 20.9% 30.5% 31.4% 31.8% 36.0% 12.3% 11.6%

Poor program execution 24.0% 20.9% 32.5% 34.9% 30.5% 31.4% 13.0% 12.8%

Document1.qxd 1/5/2006 7:44 AM Page 2
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FIGURE 5.
PLANT CONSOLIDATION AND THE RISE OF
THE RELIABILITY ENGINEER
Data from the first two questions of the survey what is
your job function and how large is your team immediately
demonstrated that the PdM portrait drawn in 2016 would
not be a repeat of 2014.
A plurality of 2016 respondents (31.4%) identified as
maintenance managers, with reliability engineers as the
next largest category (16.8%). However, the anecdotal stories
about people going to sleep one day as a maintenance worker
and waking up the next as a reliability engineer are backed
by the wider set of data. Respondent categories that fell from
2014 to 2016 include plant manager (12.8% to 5.8%), plant
engineer (15.2% to 8.8%), maintenance technician (7.1% to
3.7%), and reliability technician (7.1% to 5.1%).
These losses were counterbalanced by increases among
maintenance managers (24.2% to 31.4%), reliability en-
gineers (9.0% to 16.8%), and controls engineers (5.2% to
7.3%). Furthermore, when asked who in the plant makes
decisions on asset monitoring tools and configurations,
these same three functional groups maintenance manag-
ers, reliability engineers, and controls engineers each
grew by double-digit percentages, and the number of plant
managers with decision-making authority in this area
dropped by more than 10%. Also, reliability engineers are
being consulted much more often, as their indicated level
of engagement with PdM data increased across all levels
(weekly, monthly, and quarterly) from 2014 to 2016, and
the share who responded never
dropped from 31.9% to 16.9%.
The next question, about the size
of plant maintenance/reliability
staff, offers further context within
which to read these results, as the
responses indicate a trend toward
plant consolidation (and with it,
a likely reduction in the number
of plant manager positions). The
number of plants with 10 or fewer
M&R staffers dropped from 56.6% in
2014 to 44.6% in 2016, with the most
sizable reduction taking place among
plants with just 15 team mem-
bers (31.6% to 21.2%). The share of
respondents working at plants with
more than 100 M&R team members
jumped from 7.6% in 2014 to 13.1%
in 2016; a similar increase was seen
in plants with 1150 team members
(from 26.4% to 33.6%).
These data on the size of teams were
reinforced by responses to a separate
question on how many total plants
were managed by the respondents
organization: 43.4% of 2016 respon-
dents indicated that their organiza-
tion managed six or more plants,
an increase of 8.5% over 2014. The
biggest hit was felt among single-plant
operations, which decreased from
35.9% in 2014 to 29.4% currently.
PROGRAM INVESTMENT
AND SATISFACTION
One of the final questions on the sur-
vey, once respondents indicated which
technologies they are using, which
assets theyre monitoring, and which
roadblocks theyve encountered, asked
people to rate their PdM programs
performance over the past 12 months.
From 2014 to 2016, the share of
respondents who reported dissatis-
faction with their program grew by
9.2%, with most respondents chang-
ing their answer from satisfactory
to needs some improvement (see
Figure 1). Its worth noting that the
total share of respondents who rated
their programs effective or very
effective dropped by nearly 15%.
The types of assets that readers tell An unexpected counterpoint to
us they are managing via PdM did not program satisfaction data was as-
change significantly from 2014 to 2016 sociated with questions about the
(see Figure 2). In general, respondents levels of planned investment in PdM
consider their electrical systems as programs (see Figure 3). Even as
well as their automation, control 2016 respondents indicated a higher
system, and production assets the top degree of program dissatisfaction
priorities and did not have plans to and some admitted that they will
extend PdM to distribution pipelines, be dialing back their investments,
fleet vehicles, or HVAC/R systems. a significant number reported that
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 2016 PdM FORECAST

they planned modest growth in their WHAT DATA COLLECTION METHODS DO YOU CURRENTLY
planned levels of PdM investment. USE WITH YOUR PdM SYSTEM?
Three areas in particular stood out 2014 2016
as gaining in planned investment for Paper-based system 71.7% 64.9%
2016: control systems, EAM/CMMS
systems, and predictive analytic Handheld data collector 60.1% 55.8%
software, signaling a recognition Embedded sensors 48.6% 53.2%
that the era of Big Data is starting to Wireless sensors not on survey 23.4%
have a widespread effect on plants
Internet-enabled sensors not on survey 18.2%
and plant M&R teams.
As far as which PdM technologies Industrial-grade smartphone 7.2% 9.1%
are being deployed, fewer people are Consumer-grade smartphone 11.6% 20.8%
reporting that they have no PdM Industrial-grade tablet 7.2% 15.6%
plans at all, and the level of current
Consumer-grade tablet 7.2% 23.4%
engagement has increased dramati-
cally in several categories (Figure 4). Industrial-grade PC 41.3% 37.7%
Vibration, ultrasound, oil analysis, Consumer-grade PC 38.4% 40.3%
and predictive modeling all have FIGURE 6.
experienced a double-digit percent
increase in the number of people
WHICH OF THESE TECHNOLOGIES ARE YOU USING
using them now, with oil analysis TO MONITOR YOUR ASSETS?
and ultrasound pulling ahead of
infrared, the former top technology Control System and Connected Sensors
choice (and one that has retained a IIoT technologies
high and stable share of respondent
users). Looking ahead, the technol- Automation assets 58.4%
ogy categories of acoustic, corrosion, (field devices, control valves) 30.8%

and electric motor testing seem to be

areas that M&R professionals have Control system assets 65.4%
(DCS, I/O, controllers, networks) 31.9%
their eye on expanding into over the
next three years, perhaps if their cur- Production assets 69.3%
rent programs generate sufficiently (rotating equipment, mechanical pumps) 20.9%
positive results.
Why might reported PdM invest- 19.8%
ment be growing since 2014, even Distribution pipelines
5.5%
as program satisfaction levels have
dropped? One possibility is that plant 63.4%
Electrical systems
teams (and especially newly minted 24.2%

reliability engineers) may be newly

9.9%
engaged with predictive approaches Fleet vehicles
5.5%
and may not be far enough along the
journey from reactive to proactive
41.6%
maintenance modes to either be com- HVAC/R system
17.6%
fortable with the technologies and/or
achieve payback on their investment. 47.5%
Safety systems/devices
Another possibility may be related to 13.2%
the low initial entry cost of some PdM
technologies organizations might be Manufacturing productivity 31.7%

comfortable investing in the odd PdM 20.9%

pilot program but are deferring the

3.0%
decision on a wider commitment. Other
22.0%
Rounding out the picture may be FIGURE 7.
data from a question in which re-

WWW.PLANTSERVICES.COM MARCH 2016 35

2016 PdM FORECAST
spondents were asked to rate from high to low the obstacles
limiting PdM program success (see Figure 5). Readers
reported that undefined program benefits both financial
and operational have grown the most as high areas of
challenge since 2014. In fact, in those two categories, reader
responses shifted upwards the most from less-urgent levels.
And although budget constraints still rank as a significant
obstacle, reader responses shifted these downward toward
less-urgent levels. This may point to a continued challenge
for readers of identifying how PdM success is defined, driv-
ing down satisfaction even at a time when budget may be
more available.
DATA COLLECTION AND MANAGEMENT
When it comes to data collection tools, the top two choices
from 2014 pen and paper, and handheld data collectors
remained the top two choices in 2016 (see Figure 6). In
particular, for readers who were surprised to see how many
respondents admitted two years ago that pen and paper was
still a part of their collection system, youll be happy to see
that the share has dropped from a high of 71.7%. (And for
those who still consider pen and paper an indispensable part
of the data collection routine, youll be relieved to note that
65% of you are still in this together!)
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The fact is that both of these methods are giving way to
mobile technologies, especially consumer-grade smart-
phones and tablets, as well as wireless and Internet-enabled
sensors. Given the number of mobile apps and mobile plug-
in devices available to monitor plant equipment, its surpris-
ing that these numbers are not higher.
Also, nearly one-third of respondents (31.9%) indicated
that they are engaged with OEMs that are providing remote
monitoring services, with 24.2% looking to engage within
the next three years. (At this time, 38.5% had no plans to
go this route, and 77.9% of respondents indicated that they
would never share PdM data with OEMs.)
A new question for 2016 assessed the extent to which
readers are using Internet-enabled systems and sensors (i.e.,
IIoT technologies) to monitor their assets. As Figure 7 shows,
respondents are still more comfortable using internal control
systems to monitor assets than they are using Internet-enabled
technologies. However, it is clear that the IIoT has gained a
toehold in many plants a change that respondents recognize
might shake up their teams. When asked whether PdM and
automation would change the size and makeup of their M&R
staff, the share indicating significant change within 3 years (re-
mote cloud-based analytics will replace higher-level functions)
jumped from 13.1% in 2014 to 21.2% now.
M
ON,
a .6
. 1 '
 Finally, when it comes to the busi-
ness drivers for deploying PdM solu- GET THE FULL SET OF
tions, while none of the options ex- 2016 PdM SURVEY RESULTS
perienced a drop in importance from
Want to see the full set of data from the
2014 to 2016, respondents indicated on Plant Services 2016 PdM survey?
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The number of respondents who
rated knowledge capture as high
moved from 18.8% to 26.7%, which

may reflect a concern that, in an era of
a workforce in transition, plant teams
want to capture as much tribal knowl-
edge as possible. Energy management
grew from 28.6% to 34.1%, a reflection
of the importance of energy-efficient
operations to wider business strategy.
The largest increases were in the
categories of increased visibility into
assets (from 30.5% to 40.7%) and
EH&S issues (from 35.7% to 46.5%),
with double-digit increases in the per-
centage of respondents ranking both
drivers as high in importance.
There is an interesting disconnect
regarding how readers responded to
questions on PdM and safety systems.
When asked to rate which plantwide
investments were most important
in relation to other initiatives, the
only three to be ranked at very or
most important by more than 50%
of respondents were safety (70.2%),
reliability solutions (54.6%), and PdM
technologies (50.7%).
However, when asked whether their
PdM systems were integrated with
EH&S systems, only 5.2% indicated
that they planned to do this within
the year, and 74% indicated that they
have no plans to do this. This discon-
nect may speak to the larger issue
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QUALITY SERVICE EXPERTISE

 2O16
PdM FORECAST
Maintain support for your reliability program by demonstrating the payback
So youve bought into the reliability-based mainte-
nance concept lock, stock, and barrel and have developed a
program that includes all of the key elements: planning and
scheduling, predictive maintenance, and root-cause failure
analysis. But the mountain of cash that all of the leading
reliability pundits promised has yet to materialize. Worse,
youre spending more money than when you first started
down the road to reliability.
Many organizations, disillusioned by the lack of progress
toward their financial targets, end up cutting their fledgling
reliability programs and going back to the reactive main-
tenance model. This ultimately keeps them from reaching
best-in-class status in their marketplace. If you find your
program in this situation, it might be because you made one
crucial mistake: You didnt follow the money.
Many reliability programs are what Ill call technology-
driven versus money-driven. Reliability leaders focus a
great deal of their time and energy searching for the latest
breakthrough technology and spend less time crunching
numbers. Weve all been guilty of looking for the better-
built mousetrap. The problem with this approach is that
no matter how technologically advanced the mousetrap is,
you still have to place the trap in the right place to catch the
mouse. And the mouse in our story is money.
The deck is stacked against the reliability leader, as an
ever-growing number of better-built mousetraps are enter-
ing the marketplace. An ever-growing army of salespeople
is working hard to convince you that their company has the
answer to your problem. Ive got a news flash for you: I have
yet to meet an executive who cared one iota about the latest
technology, but all of them seem to care a whole lot about
money. So if you want to get the type of support that will
make your program successful, show them the money.
38 MARCH 2016 WWW.PLANTSERVICES.COM
BY PHIL BEELENDORF, ROQUETTE AMERICA
Dont get me wrong; there are certain program ele-
ments such as planning and scheduling and full utiliza-
tion of your CMMS that are foundational to successful
reliability programs. The payback for these program
elements usually lags the initial investment period by
anywhere from several months to years. And you need
to invest in these foundational elements to be successful.
But many other program elements can give you immedi-
ate returns on your investment, bringing much-needed
cash (i.e., credibility) to your effort. And you can find
these hidden gems by following the money and using
what I call a zero-sum maintenance strategy.
The principle of employing a zero-sum maintenance
strategy is quite simple. It relies on the reliability leaders
ability to recognize that time and money are limited
resources. The most-successful leaders learn to focus
on the opportunities that present the greatest potential
return on their investment. Understanding the cost in
both time and money, calculating the potential return on
that investment, and then pursuing only the program ele-
ments that promise a reasonably high return will ensure
that your efforts generate rather than consume cash.
How to get there? The following principles are a starting point.
1. Learn to do the math.
2. A ll maintenance tasks should address a specific failure
mode. Use the least-expensive and most-effective task to
do the job.
3. Start with centrifugal pumps.
4. Use life-cycle cost (LCC) analysis to make decisions.
5. Look at your PM work.
6. Dont forget activities and initiatives that have little or no
maintenance payback.
1. LEARN TO DO THE MATH
First and foremost, teach yourself to always think like an
accountant instead of a maintenance professional. This is
difficult for most of us; we are hard-wired to solve problems,
not crunch numbers. But how many of your decisions actu-
ally generate a hard dollar payback? Take your vibration
program. Most everyone would agree that a vibration analy-
sis program is essential to any reliability excellence strategy.
But ask yourself the following: How much money does your
vibration program save? What does it cost to operate? How
much equipment should you cover with this technology to
maximize the return on investment (ROI)?
I have worked in the corn-milling industry my whole
career. A well-known predictive maintenance company
developed a benchmark study for the chemical industry that
compared profitability with the percentage of equipment
covered by a number of the most-widely used predictive
maintenance technologies. Early in my career, the company
shared with me its study and insinuated that the chemical
industry was a good benchmark for the corn wet-milling
industry. The service provider recommended that best-prac-
tice companies employ first-quartile equipment coverage
levels. Figure 1 shows the percentage of equipment coverage
levels by quartile for vibration analysis.
% Equipment Covered
Cost Performance
by Vibration Analysis
1st Quartile 80.0
2nd Quartile 68.0
3rd Quartile 45.0
4th Quartile 17.0
FIGURE 1. Chemical industry benchmark study
Im not here to suggest the company wasnt well-inten-
tioned, but its recommended coverage level did not produce
the best ROI for our facility. I cant share our actual coverage
percentage, but I can tell you it is significantly below first-
quartile levels.
We developed our routes using the following criteria:
Only include rotating equipment whose failure modes can
be readily detected with vibration analysis.
Use criticality analysis and an understanding of the cost of
lost production to establish a threshold for equipment covered.
Review all equipment that fell below the cutoff. Review the
10-year history of the cost of maintaining the equipment.
Estimate the cost reduction that might be realized by
covering the equipment with the technology.
Compare the cost reduction with the cost of adding the
machine to the route. If the target ROI is achievable, add
the machine to the route.
2. ALL MAINTENANCE TASKS SHOULD ADDRESS
A SPECIFIC FAILURE MODE
All maintenance departments have a tribal history. Have
you ever asked someone why a task was being performed
a certain way and been told because weve always done
it that way? When you start looking at all maintenance
tasks and ask yourself which failure modes are being ad-
dressed by completing the task, youll be surprised by the
inefficiencies that exist.
I encourage you to develop a culture in which all work re-
quests address specific failure modes. This is where reliabili-
ty-centered maintenance (RCM) can be extremely beneficial.
But RCM studies can take a great deal of time to complete,
and time is a resource thats always in short supply.
I have discovered a unique approach that can streamline
the process. We use what I call RCM object-type templates.
Take a common equipment class, such as centrifugal pumps,
and complete a generic failure modes and effects analysis
(FMEA) without identifying equipment-specific operating
context or failure consequences.
This approach will let you quickly understand the general
failure modes associated with the equipment class. Once you
understand the failure modes, look at the variety of tasks
and technologies that you can use to identify and correct
each failure mode. Ask yourself two questions.
Will the inspection task or technology address the fail-
ure mode?
If so, is it the most cost-effective method at my disposal?
3. START WITH CENTRIFUGAL PUMPS
If I had to pick one place to set mousetraps in your facility, Id
set them around your centrifugal pumps. Why start there?
Centrifugal pumps are the most common type of equipment
found in most facilities; reliability principles for this asset
class are well-understood; and many pumps are not designed
or installed to best-in-class reliability standards. In addition,
the payback for pump improvements is usually two-fold,
yielding both energy and maintenance savings.
WWW.PLANTSERVICES.COM MARCH 2016 39
 2016 PdM FORECAST

Option 1 Option 2 Option 3 Option 4

3180 3180 Recycle line back to tank to keep
Do nothing
no VFD with VFD flow above low continuous flow
Life cycle cost (NPV) $302,395 $311,790 $238,466 $290,395
Life cycle cost (useful life aggregate) $615,847 $560,808 $411,570 $575,712
Useful life (years) 12 12 12 12
Installed cost (total cost of project) $0 $81,465 $91,333 $25,700
Alliant Energy rebate $0 $9,000 $11,000 $0
Maintenance costs (NPV) $59,868 $34,782 $20,148 $22,168
Maintenance cost (useful life aggregate) $119,880 $70,050 $49,045 $54,046
FIGURE 2. Example LCC analysis spreadsheet

Review your list of bad-actor pumps. Unless the primary
failure modes are related to the material of construction
or to mechanical seal fluid film quality or consistency,
chances are that the pump is operating far from its best ef-
ficiency point (BEP). Many times when this is the case, the
potential energy savings will be 2.5 to 3 times greater than
the maintenance savings. Do not forget to tap into energy-
efficiency rebates; they can be a great source of payback
when you complete your pump improvement project.
We use a data-driven approach to determine whether the
proposed solution will provide a meaningful return on our
investment. Our assessment process is as follows:
U nderstand the primary failure mode(s).
M odel the process operating requirements using a system
curve rather than a single duty-point approach. You will
be surprised how seldom pumps are modeled using a sys-
tem curve. If you doubt this, ask your local pump supplier.
P erform a machine assessment, looking for mechani-
cal root causes of the failure. Examples include pipe
strain and mechanical looseness resulting from base
deterioration.

j USt&Qa
Made By
I f the primary failure mode is related to mechanical seal
Juste leaks and the analysis in steps 2 or 3 does not identify the
root case, chances are that the root cause is related to seal
fluid film quality, pressure, or fluid film stability. We have
a found that modifying API Plan 54 arrangements to our
best-practice standard or installing a seal pot API Plan
53A usually resolves the issue.
Make sure you include the cost of evaporating water for
ENNNM A
inboard seal leaks or the cost of waste treatment for any wa-

u
ter not recycled to a collection tank for outboard seal leaks.
To quickly model system performance, one must know
what size impeller is in the pump. When we started our
journey toward world-class pump reliability, we didnt
know the answer to this question for the majority of
pumps in our plant. Engineering records werent always
1 1 readily available, and process changes werent always
documented.
AvailableNow @ HardwareStoresWorldwide. If this is a problem at your facility, Id suggest that your
Or Online @ www.ajusdockcom job plans for pump change-outs where the impeller size is
not known include a request for the craftsperson to docu-
ment and record the impeller size. Include that information
in your CMMS. Because we do not stock all impeller trim
self-adjusts sizes, choosing instead to stock only full and the most com-
eliminating mon trim sizes, we include the information as a text line
rather than a material code.
door-shift
4. USE LIFE CYCLE COST (LCC)
ANALYSIS TO MAKE DECISIONS
Ive heard many people talk about
LCC analysis, but I dont believe its
commonly used for problem-solving/
decision-making. Its not as difficult
as many would make it out to be, but
it does require discipline. The reason
Ive heard most often for not using
LCC analysis is that its too difficult to
calculate maintenance and operating
costs. But if you have modeled your
process and you know your annual
production capacity requirements
and the motor and driven-equipment
nameplate efficiency, energy costs will
be easy to calculate.
And if you have maintenance strate-
gies and repair histories for like equip-
ment in a similar operating context,
maintenance costs can be estimated. To
become proficient with this or any other
tool, however, you have to use it. As you
complete more and more LCC analyses,
your estimating techniques will improve.
Figure 2 shows a sample LCC
analysis for one of our bad-actor
pumps. We completed the analysis
and chose Option 3 because it had the
lowest total cost of ownership over
the course of the pumps life cycle.
You will notice that Option 1 tells
us to do nothing. As previously
stated, we are hard-wired to solve
problems, so living with the problem
does not feel like a solution to the
reliability professional. But if the LCC
"The most-successful leaders learn to focus on the
opportunities that present the greatest potential
return on their investment."
5. LOOK AT YOUR PM WORK
PM optimization is another fertile
field to look to for cost savings. If
you have a preventive maintenance
program and you havent performed
PM optimization (PMO), chances are
you have too many PMs. PMs should
be used only to address failure modes
that are time-based or are hidden from
detection without performing the
inspection. RCM studies indicate that
only 10%12% of failure modes exhibit
these types of failure patterns. As a
first cut, you should review existing
PMs, and recalling Principle #2, ask
the following questions.
Which failure mode is the PM sup-
posed to prevent?
Dust Collectors:
Wet and Dry
WHIRL-WET
Low Maintenance
Dust Collector
Is there a more-efficient task you
can use to avoid or address the
failure?
Remember, the act of starting and
stopping equipment induces fail-
ure modes, so use PMs only where
condition-based tasks will not do.
When we employed our fi rst cut, we
were able to eliminate $157,000 worth
of PMs without increasing the num-
ber of failures.
But this first cut is only the starting
point of PMO. PM frequency can be
optimized by analyzing the cost avoid-
ance (both production impact and
the failure maintenance that occurs
between PM intervals) and comparing
it with the cost of performing the PM.
Booth #3502
T?Zi-FLOW
T?1-FLOW
HEPA-Level
Performance

r/ nuu
analysis indicates that doing noth-
ing produces the lowest total cost of
ownership and you have the time to :. rev -
ti
manage the problem, Id recommend
that this be your course of action.
The project was completed and the Highly advanced dust and particulate MERV 16 rating
new pump commissioned 27 months collector has no internal moving parts to Efficiencies of 99.999% on 0.5 micron & larger
ago. Im happy to report that the wear or replace particles (by weight)
maintenance costs since startup for Optimum efficiency with low water use Filter life 3-5X of conventional bags or
99% efficient in a wide range of cartridges
this example have been only $225. micron sizes Low cost per cfm!
Compare this with an average annual
maintenance cost of $14,500 for the Talk with Todd Ainsworth Talk with Asa Halliday
(989) 723-7838 tainsworth@tri-mer.com (989) 723-7838 ahalliday@tri-mer.com
three-year period before the modifica-
tion, and you can readily see the cash
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flow that can be generated by attack-
ing your bad-actor pumps.
Tri-Mer
CORPORA11ON
CORPORATION
Tec
echno gy Leader
hnology

www.tri-mer.com
der

Since 1960 Factory and Headquarters: 1400 Monroe Street P.O. Box 730 Owosso, MI 48867 2016 Tr-iMer Corp.
 *W
P - 2016 PdM FORECAST

PA 0
C%
L --
.Wgk
C E NT U R Y S P R I N G COST OF PM/COST OF PRODUCTION IMPACT
C 0 R P.
$20,000
MW Industries, Inc.
$18,000

$15,000
One Source for
Your Spring $11,000
$10,000
Re uirements! $10,000

$8,000
$6,000
$6,000
$5,000
$4,000 $2,500
$0 $2,000 $1,000
$0
$0
0 1 2 3 4 5

Frequency of PM/Yr.

Cost of PM Cost of Production Impact

FIGURE 3. Compare the cost of PM work with maintenance and production cost avoidances

10 Figure 3 illustrates this principle.
Plotting the cost of the PM and the
cost of the sum of production and fail-
35,000 stock designs ure maintenance cost avoidance will
yield the frequency that will produce
300,000,000 springs in the lowest total cost of ownership.
stock
Custom & prototype 6. DO NOT FORGET ACTIVITIES WITH
spring design & MINOR MAINTENANCE PAYBACK
Finally, do not forget activities that
manufacturing produce good ROI but have little or
Prototype to full no favorable impact on the mainte-
production nance budget. There are tried-and-true
ISO 9001:2008; Made in maintenance program elements that,
while increasing maintenance costs,
the USA produce great returns on time and
In stock products ship money invested.
within 8 hours Consider, for instance, an ultrason-
ic leak detection program for steam
traps. The ultrasonic steam trap
program hits maintenance budgets
ww.centuryspring.com twice: First, the maintenance depart-
(800) 237-5225 ment has to pay for the resource to
Los Angeles, CA perform the survey; then it has to pay
for the steam traps to be replaced.
M But although our steam trap program
increases maintenance costs, it has a
total ROI of between 5:1 and 7:1.
If you want to get better financial
results from your reliability pro-
gram, stop chasing technology and
follow the money. Get into the habit
of being able to cost-justify each of
your program elements. Do not get
caught in the pitfall of constantly
pursuing a better-built mousetrap.
Sound reliability principles have not
changed much over the years. Take
the time to do the math and under-
stand what the activities you pursue
cost in time and money as well as the
kind of ROI you stand to gain, and
see how many mice (dollars) you end
up catching with this bait.
Phil Beelendorf is main-
tenance technology senior
manager for Roquette Amer-
ica Inc. For more on the
philosophy behind zero-sum maintenance
strategies and how to use LCC analysis to
produce a lower total cost of ownership for
your reliability program, contact Beelen-
dorf at phil.beelendorf@roquette.com.

MADE IN THE USA


JJJHY coRao?Ri
coRao?Riion
S CRUCIAL
J OB I SLICCESS
SLICCESS
The right IIoT partners can help you
identify new business opportunities
by Jennifer Bennett, GE Digital
The Industrial Internet of Things (IIoT) continues to
permeate the minds of todays technology decision-mak-
ers in the manufacturing industry. Theres no denying the
growth of the IoT market, nor the impact the technology
is having on businesses of all shapes and sizes. Forrester
Research reports that 82% of companies will have IoT ap-
plications implemented in some way by 2017. And market
research firm IDC recently predicted that the worldwide
IoT market will grow to $7.1 trillion by 2020, compared
with $1.9 trillion in 2013.
Traditionally, leaders in the industrial marketplace are
organizations armed with strong financial, technical, and
infrastructure support and are the first to implement new
technologies. But in the new era of manufacturing driven by
the IoT and the Industrial Internet, companies of all sizes
can achieve scale quickly to become major market disrup-
tors. Necessary for this is aligning with organizations that
can help make the IoT implementation process seamless.
No manufacturing company can scale its business in
isolation from the larger community. To do so would not
SOFTWARE / IIoT
only separate a business from the big data, networking, and
computing resources that are driving the most rapid improve-
ments to industrial efficiency in history, but also it would re-
quire everything to be built from scratch, slowing innovation.
Strategic relationships within the industry are essential to
achieve rapid growth, which can be a vital tool in maintaining
competitiveness. So what should industrial maintenance and
reliability teams look for in the relationships they cultivate?
1. A TRACK RECORD OF SUCCESS
The Industrial Internet is not a one-size-fits-all solution. A
successful implementation comes from choosing a team that
has a working knowledge of the manufacturing industry.
You want to be sure that the team has the experience neces-
sary to thoroughly consider your individual business case
and present solutions that will address your specific needs.
Also, make sure any organization youre working with
demonstrates a commitment to continued investment and
innovation. If its platform looks promising now, can you
ensure that it will continue to keep pace with technology
WWW.PLANTSERVICES.COM MARCH 2016 43
SOFTWARE / IIoT
evolution down the road? How often is the business enhanc-
ing its offerings and developing new tools and services? If its
experienced in creating solutions, does it also have a strong
ecosystem in place for implementing them?
Ask questions about available training, service, quality
control, ongoing upgrades, communications, and escala-
tions. Look for an organization thats focused on more than
merely the installation of Industrial Internet technology.
2. ONGOING PROJECT MANAGEMENT CAPABILITIES
Some companies specialize in implementing Industrial
Internet systems and then move on once they have been
launched. But the biggest key to unlocking Industrial Inter-
net benefits isnt collecting the data; its understanding what
you can do with the data. A successful relationship will help
your reliability team analyze and interpret data by drilling
down to see trends or patterns every step of the way, from
implementation to identification of actionable insights.
Partner organizations can also help speed operations and
results more efficiently than an internal maintenance team
operating in isolation can. This is because its not about
gathering data that optimizes one particular machine; its
about the connectivity of the entire manufacturing process
to gather insights across a whole production line or plant.
caa
Gardnerr
nv r
The next
o `
This enables plant leaders to correlate disparate types of
data and use out-of-the-box technology tools to display and
report on that relevant data in real time. Then, manufactur-
ers can make the right decisions to increase throughput,
minimize waste, or reduce disruption in their operations.
3. ABILITY TO INTEGRATE EXISTING SYSTEMS
Consistent and accurate data collection is a critical first
step in improving overall performance using the Industrial
Internet. For manufacturers, the initial phase is to con-
nect assets and organize data in a manner thats simple and
straightforward to understand and visualize. Many of the
most-effective Industrial Internet implementations involve a
large-scale effort, such as equipping your fleet with sensors
or overhauling a factory.
But a seamless Industrial Internet implementation
doesnt necessarily mean that its built from the ground
up. Rather, its important for manufacturers to find an
Industrial Internet organization that can incorporate a
customized solution into an existing framework while
leaving room for modernization and growth of that frame-
work. Although you might not need a cloud infrastructure
resilient enough to cope with millions of users now, it is
possible that you will in the future.
Legendary Brantl
Brand.
Legendary Compressors.
eneration of su erior reliabilit is comin
www.gardnerdenverproducts.com
02016 Gardner Denver. All ri its reserved
 Your Diamond
4. PROVEN DATA EFFICIENCY TO GENERATE INSIGHTS
The Industrial Internet is all about utilizing the insight
gained from data to achieve the best possible results. It
Decade
includes uncovering areas for improvement or adjustments
and prioritizing and mapping those to larger goals or key
Starts Today
Y
initiatives. This makes it easy to take the view that we will
collect as much data as we can and crunch it in the cloud, THE SULLAIR 10-YEAR DIAMOND WARRANTY
but its important to consider the cost and other ramifi- PROVIDES CRITICAL AIR END PROTECTION
cations of this approach. The more data you collect, the
greater the cost, but this also can provide you the ability to
gain better efficiencies.
Its important, therefore, to have an efficient data manage- As an industry leader in rotary screw
ment system in place so that only useful data is collected. design , Sullair delive rs one of the
Further, this process must be scalable and optimized. Look
for an organization that has a proven record of analyzing market ' s most comprehensive
industrial data to achieve operational excellence. Optimi- warranties on new air compressors. *
zation is realized when you can take actionable insights
from data to help your plant perform more efficiently and
effectively, using minimal resources and ensuring more reli- The exclusive Diamond
ability and predictability in meeting goals. Warranty provides:
5. OPEN DOORS TO NEW BUSINESS OPPORTUNITIES
Look for organizations that can open doors to new business 10 years air end protection
opportunities for your organization. Implementing indus-
trial Internet technologies offers the chance to modify your 5 years coverage on:
industrial business model to incorporate services with a Main motor
regular revenue stream and/or identify new markets, prod-
ucts, or relationship opportunities for added-value services. Aftercooler
Top-performing organizations are forming relationships Oil cooler
with industrial Internet platforms to use the data to offer
new services and products to customers based on intelli- Separator vesse l
gence gleaned from their current behaviors. An Industrial Variable speed drive
Internet relationship should let you leverage the collected
data to help your organization design more-efficient ma- e e (if equipped)
chines and workflow processes. The continued flow of data
A
' v ailable on the
on these machines will allow organizations to continuously J
Senora S-energy line
improve their equipment, in turn increasing business ROI. SUUR and o! ; er
As you can see, strategic relationships within the industry J 3700 select n urels
are essential to scaling manufacturing business operations to
benefit from the true value of the Industrial Internet experi- N For more
inf ormat ion
ence. When looking to work with an organization to help rr contact your
local Sullair
implement the Industrial Internet, seek one that will create a
distributor.
mutually beneficial relationship with your organization. Look
for a company with ongoing abilities to manage projects, the
ability to integrate an existing foundation, proven efficiency

*-U. F.lI
in integrating and handling data, and the ability to open
doors for your company to new business opportunities. 1
:0

Jennifer Bennett is general manager, manufacturing Always air. Always there."

software in GE Intelligent Platforms (www.ge.com/digi-
tal), delivering manufacturing intelligence and execution
Find your local distributor of
solutions for GE and many of the worlds leading manufacturers.
Contact her at Jennifer.Bennett@ge.com. Sullair.com
a division of Accudyne Industries
PRODUCT ROUNDUP

HVAC AND DUST COLLECTION

Control air pollution for improved operational efficiency and reduced maintenance

AIR FLOW AMPLIFIERS fan to generate 50%

Vortec Air Flow Ampli- more air movement
fiers extract smoke than conventional
and debris to enhance gearbox motor designs.
safety, ergonomics, and AirVolution-D is cur-
productivity. These high- rently available in four
flow bladeless blowers model options.
amplify ordinary com- MacroAir Technologies
pressed up to 60-fold, in www.macroairfans.com
unducted applications,
with no moving parts. DRY-ONLY EXPLOSION PROOF VACUUM
They are easily mounted, The Goodway Technologies VAC-EX-120-5-SS is a 120V,
ducted, and moved, and CSA-certified dry pickup vacuum specially
with adjustable airflow and output, they can be tailored to the designed for picking up explosive powders
project at hand. With no electrical requirements, they can be like flour or sugar, spent shell casings or
mounted wherever there is compressed air, and their quiet black powder residue. Features include a
operation meets OSHA noise requirements. 5-gallon capacity, easy-to-clean stainless-
Vortec steel tank and four swivel wheels to easily
www.vortec.com maneuver throughout the space while
cleaning. It is certified for use in hazard-
PREINSULATED DUCT SYSTEM ous locations (Class II, Division 2, Groups
AQC Industries introduces the Q Duct Outdoor Preinsulat- F and G) and designed for recovery of
ed Duct System, which is engineered for exterior and roof- flammable and toxic powders.
top applications. Constructed to withstand harsh weather Goodway Technologies
conditions in all climates, Q Duct is custom-fabricated using www.goodway.com
two layers of rigid UL 181 Pal phenolic core material, faced
on both sides with coated HVLS FAN CONTROL STATION
aluminum and an exterior The color touch-screen, password-protected Fan Com-
multilayered laminate jacket- mander control station manages the operation of as many
ing material. Self-insulated, as 18 HVLS Rite-Hite
this outdoor duct requires no fans. The intuitive and
additional weatherproofing easily programmed Fan
or insulation and eliminates Commander adjusts the
the need for an insulation speed of HVLS fans to
subcontractor. match winter and summer
AQC Industries conditions. During winter,
www.aqcind.com the correct fan speed pro-
duces even temperatures
GEARLESS, DIRECT-DRIVE FANS from floor to ceiling for
The AirVolution-D fan line by MacroAir is the only gear- proven energy savings and
less, high-volume low-speed (HVLS) fan available on the increased employee comfort. An automatic and accurately
market today that has the power to move a 24 HVLS fan. controlled fan speed in summer results in a cool breeze
Unlike a traditional DC motor, the gearless motor coil is when its needed most.
made up of a simple copper ring with ultra-low resistance, Rite-Hite
delivering a 40% improvement in efficiency, allowing the www.ritehite.com

46 MARCH 2016 WWW.PLANTSERVICES.COM

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CLASSIFIEDS PRODUCTS AND SERVICES

HAND HELD VIBRATION FFT

VibChecker is a light and compact-sized instrument for vibration measurement in the
10-1000 Hz frequency range. Measurement results are immediately and automati-
r3Available Immediatel y
7
cally evaluated against ISO standards. Green - yellow - red
LEDs indicate vibration severity and a real time FFT spectrum
is produced for easy pattern recognition. Results can be stored
for documentation and follow-up. With its built-in probe, easy
w.:
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to go instrument; just point the probe and measure to locate e
vibration-related problems.
1-800-505-5636 www.spminstrument.com
SPM Instrument
Lease Rental Sale
ADVERTISER INDEX 800.446 3325
250 ,000- : 4 I
Ajustco . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Life Cycle Engineering . . . . . . . . . . . . . . . . 4 180 ,000- -.
165 ,000-
Atlas Copco. . . . . . . . . . . . . . . . . . . . . . . 22 Lubriplate Lubricants. . . . . . . . . . . . . . . . 10
165,000-
AutomationDirect.com . . . . . . . . . . . . . . . . 2 Miller Stephenson Chemical Co. . . . . . . . . 33 150,000-
135 ,000-750 PSI / 750 Dog.
Baldor Electric Co.. . . . . . . . . . . . . . . . . . . 8 Newell Rubbermaid . . . . . . . . . . . . . . . 13,29 120,000-350 PSI 70K-395 PSI
120,000-725 PSI / 750 Dog. 70K-350 PSI
Century Spring Corp. . . . . . . . . . . . . . . . . 42 OEO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 60K SH-750 PSI
110,000-395 PSI
Rabalais Instrument 90,000-395 PSI 60K-395 PSI
Clayton Industries. . . . . . . . . . . . . . . . . . .24
& Electrical Constructors. . . . . . . . . . . . . .52 75,000-750 PSI / 750 Dog. F. 40K-395 PSI
Dreisilker Electric Motors . . . . . . . . . . . . . 26 75,000-395 PSI 40K-350 PSI
SKF. . . . . . . . . . . . . . . . . . . . . . . . . . . . .14 36K-300 PSI
70,000-395 PSI
Dynatect. . . . . . . . . . . . . . . . . . . . . . . . . 18 Southeast CAT Dealer*. . . . . . . . . . . . . . . 47 70,000-350 PSI 30K-300 PSI
24K-300 PSI
ecompressedair.com. . . . . . . . . . . . . . . . . 36 60,000-750 PSI / 750 Deg. F.
Southern Parts & Engineering Co. . . . . . . . 12 50,000-395 PSI 9enryS
40,000-750 PSI
24HR ,
Endress + Hauser. . . . . . . . . . . . . . . . . . . 20 Sullair. . . . . . . . . . . . . . . . . . . . . . . . . . . 45
30,000-395 PSI
Eventful Group. . . . . . . . . . . . . . . . . . . . . 47 Summit . . . . . . . . . . . . . . . . . . . . . . . . . 37 20,000-1600 PSI y,
10-1,000 HP - 15-250 PSI
Gardner Denver . . . . . . . . . . . . . . . . . . . . 44 Tri-Mer . . . . . . . . . . . . . . . . . . . . . . . . . . 41 SAmad
Kaeser Compressors. . . . . . . . . . . . . . . . . 25 Turbomachinery. . . . . . . . . . . . . . . . . . . . 51
Keysight Technologies. . . . . . . . . . . . . . . . . 3 UE Systems/Conferences . . . . . . . . . . . . . 34
La-Man. . . . . . . . . . . . . . . . . . . . . . . . . . 32 Wolseley Industrial Group. . . . . . . . . . . . . 16
Larson Electronics. . . . . . . . . . . . . . . . . . 19 *Regional ower Equipment Company
847.541 .8300
rk
o@indeck-power.com
www .indeck.com

SALES OFFICES
MIKE BRENNER, MICHAEL CONNAUGHTON, SUBSCRIPTION INFORMATION
GROUP PUBLISHER ACCOUNT EXECUTIVE (888) 644-1803 or (847) 559-7360
AR, AZ, Northern CA, CO, ID, IL, MN, MT, NE, NV, IA, IN, KS, KY, MI, MO, OH, TN,
NM, ND, OK, OR, SD, UT, WA, WI, WY Canada, Literature Reviews, REPRINTS
Phone: (630) 467-1300, ext. 487 Inside Print and Digital Sales JILL KALETHA
Fax: (630) 467-1120 Phone: (513) 543-6432 Reprints Marketing Manager
e-mail: mbrenner@putman.net Fax: (630) 467-1120 Foster Reprints
e-mail: mconnaughton@putman.net (866) 879-9144 ext.168
JERRY BURNS,
DISTRICT MANAGER POLLY DICKSON, jillk@fosterprinting.com
AL, Southern CA, CT, DE, FL, GA, LA, ME, MD, MA, INSIDE SALES MANAGER
MS, NH, NJ, NY, NC, PA, RI, SC, TX, VT, VA, DC, WV Classifieds PUTMAN MEDIA, INC.
Phone: (630) 467-1300, ext.427 Phone: (630) 467-1300, ext.396 1501 E. Woodfield Rd. Suite 400N
Fax: (630) 467-1120 Fax: (630) 467-1120 Schaumburg, IL 60173
e-mail: jburns@putman.net e-mail: pdickson@putman.net Phone: (630) 467-1300

48 MARCH 2016 WWW.PLANTSERVICES.COM

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WWW.PLANTSERVICES.COM MARCH 2016 49
BIG PICTURE INTERVIEW

AUTOMATION AND THE JOBS OUTLOOK

Training needs to reflect new manufacturing workforce realities, UAFS dean says

Ken Warden is dean of the College of Applied Science and Technology at the University of Arkansas
Fort Smith. UAFS offers both technical certificate and associates degree programs in tracks such
as robotics technology as well as traditional bachelors degree programs, meeting a need in the com-
munity the university serves for industrial professionals of varying backgrounds and experience levels.
Warden talked with Plant Services about automations implications on the manufacturing workforce
and on education, and on what he sees as imperative to meet workforce needs going forward.

PS What automation trends do you see affecting the
manufacturing workforce?
KW Ive been directly involved in technical education for
the past 18 years. Education like other things is kind of
cyclical, and I see that swinging back toward workforce
education. I think we had really a surge in that after Sputnik,
after the Russians beat us to the moon. But then as we
moved in to the late 70s and early 80s, we saw more of a
focus on academia and higher education. And I think that
really since more of the agricultural economy has become
automated, now were starting to see that in our industrial
economy, and those STEM skills we focused on in the 50s
and 60s, now were back to that point where were kind of
low on the scale we started telling our kids, Hey, you have
to go to school so you dont have to work like me. And I
think at some level we did ourselves a disservice.
The sweatshop days of manufacturing are gone. Those
dont really exist anymore in the U.S. Today, as you know,
our manufacturing is very clean; its very safe; its very tech-
nologically advanced and automated. And I think its going
to continue to be more so.
Robots are here to stay; automations here to stay. Any-
thing that can be done by a machine is going to be done by
a machine. Look at what an automated teller can do today,
and look at the number of people that that one machine
has replaced. And you know what? ATMs are soon to be a
thing of the past. You take a picture of the check you want to
deposit with your cellphone app and its deposited, and you
never see the bank or an ATM for that matter. These tech-
nological advances keep happening, and now theyre getting
to the point of predictability with these high-end algorithms
that people write. Many things that we think we may need a
person for, a child thats born today or whos 5 years old now
is not going to have that need. Im probably the last genera-
tion, as a Gen Xer, that feels like I need to have interaction. I
see a reduction in that.
PS How much of an issue do you think deskilling is?
KW Middle-skill jobs are quickly becoming low-skill jobs.
With manual labor most things you can do are automated.
Especially in situations where you have repetitive motions
and repetitive actions and standardized work. If you can
standardize it, many times you can design a machine and
write a program to do it.
In smaller mom-and-pop shops, maybe the economy of
scale doesnt justify it, but it doesnt take long with many
components or parts to justify it, because labor is not getting
cheaper, and machinery is.
PS Whats your take on the current relationship between
academia and industry?
KW We see great wins when industries and education
entities work together in finding solutions. We have some
really good programs that already exist at Ft. Smith. We
have been a university for just under 14 years. But we still
service the regional demand for technical certificates and
associate degrees, and we have a very linear path from those
degrees to a bachelors degree.
Any time we can find ways to dovetail the Department
of Labor and apprenticeship model to the academic model
we have to make sure we do it right, we cant reduce rigor
and skill sets but if we can bring those systems together,
I think its a win-win. Because you end up reducing time to
a degree, you can end up reducing the expense of a degree;
and you can also help someone especially in a manufactur-
ing field reach the academic credentials that sometimes are
necessary for them to see career advancement.
Most of the (Bureau of Labor Statistics) projected new job
openings are going to require something more than a high
school diploma but maybe less than a bachelors degree. We
have those here, and what we also have that Im very proud
of is a linear path to higher degree attainment.

50 MARCH 2016 WWW.PLANTSERVICES.COM

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